LEADERS

COMMUNICATE

ENG

AG

E CULTURE & BEHAVIOUR COMPETENT PEOPLE

DESIGN FOR SAFE

TY

EFFE

CTI

VE P

ROCE

SSES

PER

FORMANCE AUDIT

Prom

otin

g an

d re

info

rcin

g sa

fe b

ehav

iour

s

Less

ons l

earn

t fro

m a

ccid

ent/

inci

dent

inve

stig

atio

ns p

roac

tivel

y sh

ared

Activ

ely

enco

urag

ing

hone

st p

erfo

rman

ce

feed

back

Work

forc

e routin

ely p

rovid

es fe

edbac

k

on haz

ards,

close

calls

, impro

vem

ent

opportuniti

es o

r obse

rvat

ions

Active use

of Raisi

ng the Bar (R

TB)

and HE Safety to

olkit

E�ective brie

�ngs on ris

k assesm

ent

Safety Committee meetings with Supply Chain

Reward and recognition for contribution to

health and safety performance

Health and safety performance management

across the Supply Chain

Operative led safety meetings toreview and identify health and safety improvement- Safety circle/Voice meetings

Health and safety performance informs

selection/promotion Living the “Personal Safety Commitments”

Safety Culture Surveys undertaken periodically

to inform safety improvement plans

Near miss reporting promoted and visible

action taken

Just culture where people understand the

implications of their actions

Open and tim

ely reporting of incidents,

learning and actions taken

Lead

ing

by e

xam

ple

E�ec

tive

plan

s in

plac

e fo

r del

iver

ing

Hig

hway

s En

glan

d he

alth

and

safe

ty o

bect

ives

Hig

hly

visi

ble

safe

ty le

ader

ship

from

Hig

hway

s Eng

land

and

del

iver

y pa

rtne

rs

Advanced planning of works with

appropriate change control

Robust Safety Management System

Comprehensive and e�ective risk assessments

Controls appropriate for site and

activity-speci�c risks

Engaging Toolbox Talks and training

Personal Health, safety and

wellbeing perform

ancey

Use of leading H&S indicators s

Achieving good scores from HE audits

Health and safety perfomances

Open and timely reports of incidents,

learning and action taken

Rele

ntle

ss h

azar

d el

imin

atio

n

thro

ugh

desig

n

Competent and trained supervisors

and people

Drugs and alcohol tested and

health screening and surveillance

Inducted sta� and workforce briefed

daily before starting work

CSCS or equivalent quali�cations for the

activity undertaken

Competent D

esigners, designing for

lifecycle safety

who

and

to deliver a

of

who

a

nd a

pply

d

emon

strat

ed by

reviewed by

Resid

ual co

nstruct

ion an

d main

tenan

ce

hazar

ds iden

ti�ed

Planning and designing fo

r safe

constr

uction, o

peration and m

aintenance

Buildability reviews (designer/

contractor/CDM Co-ordinator) include

maintainability reviews )

Appropriate sta

ndards selected and

clearly communicated

Elimination of all fatalities, serious injuries and long term ill health

Recognition as world class in Health & Safety

Exemplar Client

LEADERSHIP

CAPABILITY

DIRECTION & GUIDANCE

A

SSU

RAN

CE

E�ective communications using a variety

of media

Safety Excellence Wheel

Health and Safety

aiming for zeroOne workforce, zero harm

ObjectiveTo ensure the Health and Safety Excellence Wheel is completed correctly and within the defined timescales. The purpose of the wheel is to ensure the Highways England delivery partners monitor health and safety performance, have effective systems and develop improvement plans which will assist in the elimination of workplace injury and ill health.

Background The Safety Excellence Wheel was originally issued in June 2011 and was linked to the four key components of the then Highways Agency’s Construction and Maintenance Strategy.

n Leadership – to provide continual leadership and direction at all levels within Highways England and to our supply chain.

n Direction and Guidance – to responsively provide guidance and policy relating to this strategy and communicate best practice both within Highways England and to our external stakeholders.

n Assurance – the ability to demonstrate compliance with policy and deliver best practice and continual improvement.

n Capability – build and strengthen the capability of the Highways England and our supply chain to meet current and developing health and safety competency needs.

These components were broken down further into eight focus areas

n Leadership

n Communications and information

n Employee and supply chain engagement

n Culture and behaviour

n Competent and capable people

n Designing for safety

n Effective operating controls and procedures

n Audit and performance management

The eight elements were built into a wheel as the areas need to be worked within a continuous improvement environment, in that we need:Leaders who communicate and engage to deliver a culture and behaviour of competent people who design for safety and apply effective processes demonstrated by performance audit reviewed by leadership who…[based on the results achieved start the performance improvement cycle again].

Against each area, there are a set of best practice performance level statements that describe what ‘good looks like’ – 40 in total and these can be found in the Excellence Matrix Template.

Putting the wheel into practice and actions requiredRemember the emphasis is on improving performance and therefore an honest and self-critical approach should be used. Future team performance will be measured on the rate of improvement; not the absolute position – with the exception that no one should be below the minimum expectation for each level.

The wheel should be reviewed at the beginning of the project (within the first three months of construction) in a formal meeting by a review team made up of a cross discipline and organisation team, including representation from the Highways England (National health and safety team, Highways England project manager), designers, delivery partner and key supply chain to complete a self-assessment to reflect the current status on the project.

Using the wheel matrix templateReview each area in turn and identify evidence that satisfies each performance level statement for each focus area. Mark off each section as complete until the project review panel agrees a performance level statement is not being achieved. This statement should form part of an action plan that sets out the objective of the project going forward. Use this to identify the team’s strengths and weaknesses and inform an improvement plan. The improvement plan actions, owners and timescales can be recorded on the safety excellence scoring sheet with supplementary details appended as required.

The performance level statements are numbered one to five and should be reviewed in ascending order. For example if the project is not able to evidence that it is fully achieving performance level three of a particular focus section, then the project is scored as fully satisfying performance level two even if the project is able to evidence that they are achieving performance level four and five for that focus section.

Evidence to satisfy each performance level statement should be retained and readily available for future assessments.

Following the self-assessment process, the wheel matrix template will produce a histogram to demonstrate where the project currently sits against best practice; this should be prominently displayed around each project.

Periodically, (at least quarterly), the review panel should follow up the improvement plan to test whether actions have been implemented, assess the current status to see whether previous weak spots have been addressed and / or have changed and based on the re-assessment what new actions need to implemented.

The Highways England Project Manager will work with project teams to ensure that this approach is adopted but all cross discipline and organisational members are responsible for contributing to and developing the actions and reviews.

By way of good practice, delivery partners may wish to issue bespoke sections of the wheel to their 2nd and 3rd tier suppliers, to not only bring on their own supply chain but help feed evidence into their own.

Peer reviewBy way of good practice, delivery partners may wish to issue bespoke sections of the wheel to their 2nd and 3rd tier suppliers, to not only bring on their own supply chain but help feed evidence into their own.

Safety Excellence Matrix

Safety Excellence Scoring Sheet

If you need help accessing this or any other Highways England information,please call 0300 123 5000 and we will help you.

© Crown copyright 2015.You may re-use this information (not including logos) free of charge in any format or medium, under the terms of the Open Government Licence. To view this licence: visit www.nationalarchives.gov.uk/doc/open-government-licence/write to the Information Policy Team, The National Archives, Kew, London TW9 4DU, or email psi@nationalarchives.gsi.gov.uk.

This document is also available on our website at www.highways.gov.uk

If you have any enquiries about this publication email info@highwaysengland.co.uk or call 0300 123 5000*. Please quote the Highways England publications code PR06/15.

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