Safety and Health at Leighton Contractors
Safety and Health at Leighton Contractors
A message from our Managing Director, Craig Laslett
Working safely is the responsibility of every person at Leighton Contractors - from our offices to our project sites, facilities and mines. As an employee of Leighton Contractors, a vital part of working safely is working within our established safety systems and understanding what they mean to you. This document is extremely important as it describes Leighton Contractors’ safety system and how it specifically links with the LCPL Group Operating Model. Building on the consistent approach to safety and health across all Leighton Contractors’ Divisions and businesses, we continue to support: Stronger safety and health leadership from the company’s senior leaders to help build a stronger safety culture. An approach to safety management that directly links safety in the company to our values and our over–arching business management system, Our Way. Defined responsibilities and accountabilities at all levels of the company – from the Group office to our five Divisions, their business units and employees.
Contents Introduction 05 Safety & Health Management Structure
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The LCPL Operating Model
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Safety & Health Business Standards
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Our Safety Essentials 14
Flexibility to ensure we can meet the differing needs of Divisions and businesses. A safety and health training regime designed to provide a confident, better qualified and informed workforce.
Safety & Health Strategic Objectives
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Transparency and improvement through measurement and audit. An increased focus on the health and wellbeing of our people. Working toward the elimination of fatalities, permanent disabilities and all other injuries is everyone’s accountability. I urge you to read this document and promote its messages among your workmates. By positively supporting the implementation of our safety and health program, and making ongoing personal commitments, we will ensure the safety of our workplaces. Craig Laslett, Managing Director
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Safety and Health at Leighton Contractors
Our goal Zero harm Our objective We all go home each day without injury or illness Our current focus Eliminate the potential for fatalities and permanent disabilities, and systematically reduce all other injuries
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Introduction The need to improve our safety journey and strategic approach‌ An injury experience that includes Class 1 incidents, combined with the growing size and diversity of our business, and increasing performance expectations from our stakeholders, demands a consistent and mature approach to managing safety and health. Leighton Contractors is committed to building a reputation for the consistent implementation of proven safety and health practices wherever we operate. This document outlines the framework in which safety and health is facilitated and supported by the LCPL Group Operating Model. The document also outlines our current safety and health objectives, which are designed to address our current goal of Zero Harm, and our current focus to eliminate the potential for fatalities and permanent disabilities while systematically reducing all other injuries. Our approach, consistent with previous strategies, takes into account recent performance, the findings of major incident investigations, client expectations and current safety and health research. The application of our approach provides a clear and consistent experience for our people to deliver the strategic objectives outlined in this document and in doing so achieve a much higher level of safety and health performance.
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Safety and Health at Leighton Contractors
Safety and Health Management Structure The safety structure in which Leighton Contractors operates commences with the approach by Leighton Holdings Limited (LHL) to safety. This delineates the roles and responsibilities of LHL and the operating companies in managing and monitoring safety across the Group’s operations. The framework has the input and full commitment of the LHL Board and the senior management team of LHL. Leighton Contractors is required to develop and manage its own specific standards and processes (consistent with the LHL Safety Structure and LHL Safety Standards and compliant with legislative requirements) under the direction and
supervision of the LCPL Board and Executive Leadership Team (ELT). Ultimate accountability for managing safety and health at Leighton Contractors rests with the Managing Director. Leighton Contractors has established a supporting structure designed to ensure our safety and health obligations are realised and our strategic approach remains consistent and appropriate to the business. The company’s senior safety and health governance body is the LCPL Board, which reports to the LCPL Board. This committee is made up of two Board representatives, one of which is the
Group Role
Chairman. Other members include the Managing Director, operational ELT members and the General Manager, Safety and Health (SH). Our Group strategic approach and standards are overseen and monitored by the ELT who meet on a monthly basis to review strategy, ensure resources are provided and oversee action performance. The ELT has established a set of values, of which safety and health above all else is paramount. The ELT supports this value by providing leadership to all Divisions and by setting minimum expectations through the LCPL SH Business Standards.
Specifically, the Group SH team develops and coordinates a common approach to SH system structure, risk management (via ARM), reporting (via Cintellate), monitoring (via audit and inspections), incident investigation (via ICAM) and training via the Pathway to Safety Leadership.
Implementation of Divisional Safety Essentials Requirements for incident notification and performance reporting Requirements for incident investigation Risk management methodology Dissemination of alerts and lessons learnt Divisional and project auditing against our Business Standards The position of General Manager, SH, reporting to the Managing Director, guides the company’s development of SH systems, practices and standards.
The Group SH team includes resources to implement our SH system, including in the important areas of risk, compliance, systems, reporting and learning. Safety and Health in the Divisions The day–to–day responsibility for working safely rests with our Divisions and their business units led by operational executives and general managers. The Divisions of Leighton Contractors are required to develop strategic plans that align with and consistently meet the company’s SH Business Standards and Group direction. Each Division is required to develop a Division-specific SH Management System, in accordance with the Group framework. In addition, Divisions are charged with developing the supporting approaches to deliver the implementation of their systems. All projects are required to develop project–specific SH plans in accordance with the requirements of their Divisional SH management system.
Safety, Health and Environment Organisational Structure
Leighton Holdings Limited (LHL)
Leighton Contractors SHE Board Committee
Leighton Contractors Board
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The role of the Leighton Contractors’ Group SH function is to guide the development and promotion of a culture that supports consistently high standards and continuous improvement in a framework that caters for the different needs of Divisions and business units. In addition, the Group team oversees SH governance to ensure that we do what we say we are going to do.
To support our Business Standards, specific Group directions are issued to Divisions to ensure that a common approach is adopted in key areas. Our current Group direction includes:
Managing Director
GM SHE
Executive Leadership Team (ELT)
Group SHE Team
SHE Executive
Group SHE Forums
Leighton Contractors Divisions
Operational SHE Managers
Leighton Contractors Business Units
Operational SHE Personnel
Projects/Mines/ Facilities
Projects SHE Managers
Safety and Health at Leighton Contractors
The LCPL Operating Model a safety and health perspective Executive Leadership team
People & Capability
Safety, Health & Environment
Safety & Health Etc.
People & Capability
Business Excellence
Engineering & Design
Procurement & Supply Management Corporate Affairs & Communications
Quality Etc.
Business Standards
Business Processes Division Standards & Processes
Division Forums Coordination
Plant & Asset Management
Division
Strategic Outcomes
Core Purpose
Winning & Doing Work
The role of the ELT in relation to the Operating Model is to provide leadership, give final approval of the group Business Standards and to provide advice and resolve any issues escalated to them in their area of the Model.
‘Our Way’ Group Standards & Processes
Strategy & Business Planning
Coordination
Group Forums
Group
Functions
ELT
Tools & Knowledge
‘How we work’
Business/Project Management System
The way ‘I’ operate
Business Support & Shared Services
SH SH is one of the core functions of the business and hence the Operating Model.
This Forum consists of divisional and group safety leaders.
Core Purpose
Strategic Outcomes
Business Standards
To be a trusted partner integral to our clients’ success. Through our diverse capabilities, we enhance people’s lives.
Our program of risk mitigation and controls has eliminated life changing damage
Values - Leadership - Excellence
We have a clearly defined safety culture that is recognised as providing industry leadership
SH Business Standards are developed through Group SH forum process and this group acts as the conduit and model for similar Divisional forums, as well as providing advice to the SH Executive.
Our Way and Leighton Contractors’ Safety Management System. The LCPL Group Operating Model defines the way we work together at Leighton Contractors. It identifies who takes accountability and responsibility and underpins our approach to SH. The Model is expressed through Business Standards, Processes, Tools and Knowledge which are captured in Our Way. Our Way provides:
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Our Values: including ‘safety and health above all else’ as the first and most important value.
Safety and Health Business Standards (see page 13): These are 15 mandatory standards that apply across the whole of Leighton Contractors and cover all business activities that have potential to impact the safety and health of our people. The SH Business Standards outline the minimum expectations of Leighton Contractors. Divisions are required to ensure that these expectations are met by their own supporting strategic plans and Divisionspecific SH management systems.
The Way We Operate (see page 12): This covers Leighton Contractors’ commitments to achieve our objectives for SH.
Safety Essentials: These are Division-specific and provide practices that must be followed to address the known high level risks in each Division.
A central repository of best–practice processes and tools consistent with the company’s values.
comprehensive suite of SH Business Standards, Divisional Safety Essentials and project SH plans.
A standard, streamlined method of establishing integrated project management systems, reducing set– up time and ‘re–learning’ at project start–up.
It provides a clear hierarchy of responsibilities cascading from the Group to business units and through to their individual projects.
A knowledge centre so that projects can build and pass on experience. The Leighton Contractors’ SH Management System is contained in Our Way. Our approach links the Group value of ‘safety and health above all else’ and ‘The Way We Operate’ poster to a
Key elements of our SH approach:
Comprised of ELT members and divisional safety and health leaders, this group forms and drives the SH strategy across the business.
Group SH Forum
Divisional Leadership team
The Leighton Contractors’ approach to SH follows the hierarchy of business processes under Our Way, the company’s over-arching management system outlining ‘the way we operate’.
SH Executive
Divisional Safety and Health Systems: Divisions are required to have SH Systems in line with the Group framework. Project Based SH Plans: Every project must have its own SH plan meeting the requirements of the Divisional system and the specific needs of individual projects. The new Leighton Contractors SH system has been designed to ensure the company meets Australian and international safety standards, including OHSAS 18001:2007, AS/NZS 4801:2001 and all appropriate state, federal and client accreditation programs.
It also meets the safety standards set by LHL for all Group operating companies. Processes: Divisions will develop SH processes in line with the Business Standards. Tools & Knowledge: Tools help the user execute the ‘how’ of the business and generate a record or evidence of action and knowledge provides supplementary in-depth understanding of a specific subject matter.
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Safety and Health at Leighton Contractors
Our Values Safety and health above all else Respect for the community and environment Enduring business relationships Our people are the foundation of our success Achievement through teamwork
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Safety and Health at Leighton Contractors
Safety, Health and Environment (SHE) Business Standards As outlined earlier in this document, there are 15 Safety and Health Business Standards. Currently our Business Standards integrate Environment. These Standards are highlevel documents that prescribe what has to be achieved by each Division at Leighton Contractors — but without prescribing how each Standard is to be achieved. This enables each Division of the company to have processes specific to their needs. All SHE Business Standards will be reviewed over the coming year to ensure they remain current to the issues faced by our business.
The standards are: 01. SHE leadership and commitment 02. S HE planning and performance indicators 03. SHE communication, consultation and participation 04. SHE hazard identification, risk assessment and control 05. SHE responsibility and authority 06. SHE considerations for new projects 07. Capability, integrity and operation of plant and equipment 08. Contractors and suppliers 09. M anagement of hazardous materials and dangerous goods 10. Training and competence 11. Occupational health and hygiene 12. Emergency preparedness and response 13. Incident management 14. SHE performance monitoring, measurement and reporting 15. SHE reviews, audits, inspections and corrective actions These standards are formally audited at a Group and Divisional level and will be stored in Our Way.
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Safety and Health at Leighton Contractors
Our Safety Essentials The Safety Essentials are designed to provide clear direction for the management of critical risks that our people and those with whom we work are exposed to on a daily basis. In 2010 a major MD-led campaign saw the suite of Divisional Safety Essentials launched across every project in the business. In 2011 we continue to embed the Essentials, with the goal of ‘working above the line’ for every activity that carries a critical risk.
The ongoing focus on Divisional Safety Essentials continues to reinforce, not replace SH processes. They provide clear direction on the practices that must be applied to work involving these known critical level risk areas. It is important to recognise that while these Essentials cover the critical risks that some of our people are exposed to on a daily basis, they do not address all risks encountered in the company’s work.
Construction
Telecommunications
Industrial & Energy
1. Permit to Work
1. Electrical Works
1. Safety in Design
2. Working at Heights
2. Working at Heights
2. Permit to Work
3. Working with Temporary Works
3. Driver Alertness
3. Working at Heights
4. Heavy Lifting
4. Working with Utility Services
4. Working with Temporary Works
5. W orking in and around Mobile Plant
5. Excavation Works
5. Heavy Lifting
6. W orking in the vicinity of Vehicular Traffic
6. W orking in and around Mobile Plant
7. W orking in and around Mobile Plant
7. Electrical Work
6. Electrical Work 7. Working with Live Services 8. Working with Live Vehicular Traffic
Marine Essentials under development
8. W orking in Remote and Isolated Locations
8. Working with Live Services 9. Working with Live Vehicular Traffic
9. Heavy Lifting 10. E xposure to Asbestos
Resources 1. Working at Heights
Investment & Facility Management
2. Traffic and Road Management
1. Working in and around Live Traffic
3. Tyre Management
2. Electrical Work
4. Equipment Safeguarding
3. Working at Heights
5. Isolation of Energy
4. W orking in and around Mobile Plant
6. Crane and Lifting Operations 7. Confined Space Entry 8. Electrical Safety 9. Light Vehicles and Road Safety 10. Hazardous Materials
5. Working with Temporary Works 6. Heavy Lifting 7. Working with Live Services 8. Permit to Work
11. Surface Ground Control 12. Mobile Equipment 13. Underground Ground Control 14. Explosives and Blasting
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Safety and Health at Leighton Contractors
Divisional Safety and Health Management Systems Each Division has developed and implemented their own SH systems and continues to improve content and approach as relevant to their activities. This ensures Group SH standards are met while at the same time allowing each Division to develop a system meeting specific needs. This structure is modeled on accepted management system approaches and supports the structure encouraged in AS/NZ4801:2001 and OHSAS18001:2007 All projects, mines and facilities develop SH plans as directed under Divisional SH systems.
Divisional Safety and Health Management System
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Leadership
Planning
Implementation
Management Review
Measurement and Evaluation
Hazard Controls
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Safety and Health at Leighton Contractors
2011-2014 Safety and Health Strategic Objectives 1. Leadership, Commitment & Accountability To increase the level of Group leadership through the provision of clear direction to the business and defined accountability
2. Systems To develop a Group-wide user friendly SH Management System that supports Divisional SH Management Systems
3. Training, Competency & Development To train, support and motivate our people, including subcontractors and joint venture partners, to meet the LCPL Business Standards
4. Risk Management To improve and entrench a systematic risk management capability, to identify, assess and control hazards at design, planning and implementation stages
5. Monitoring To develop and implement a rigorous company–wide Audit Program that provides confidence at all levels that the Standards of LCPL are being met
6. Communication & Consultation To have informed people working within a learning culture
7. Safety Culture Development To develop an identifiable LCPL safety culture based on the characteristics of risk wariness, reporting, learning and being just
8. Subcontractor Management To have subcontractors align with and perform to LCPL Business Standards
9. Health & Hygiene To enhance the health and wellbeing of our people
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1. Leadership, Commitment and Accountability Strategic Objective: To increase the level of Group leadership through the provision of clear direction to the business and defined accountability
Our level of success in meeting our safety and health objectives relies heavily on the practices of our business leaders. Leaders create safety culture through what they systematically manage. The LCPL approach to leadership is based on defining and implementing leadership practices that demonstrate our values, rather than just state commitment to values. Senior management practices from the ELT to every layer of management are seen as critical for creating safer LCPL workplaces. Some of the key changes in our leadership approach have commenced at ELT level and include: The establishment of the Safety and Health Executive: The SH Exec is a key functional forum convened under the Group Operating Model. The SH Exec is made up of ELT members together with the senior SH functional representative from each Division. The purpose of the SH Exec is to focus on the two key areas of: Group wide SH strategy and Group wide SH Governance; without removing line management accountability for SH performance. This Forum allows for the clearer setting and communication of the Group’s SH direction.
MD Safety Leadership Report Card 2010/2011 My commitment
Status update
1. Develop a safety leadership team at ELT level with Divisional representatives.
Developed the SH Executive Committee. Includes Divisional Safety Managers and meets monthly.
2. Be notified and respond promptly to all EPC1s ICAMs and hold GMs accountable to distribute lessons learnt.
Responded to all EPC1s. Greater rigour needed around ICAM process and close out of incidents by all.
3. Conduct monthly safety leadership visits. Target areas with high EPC1/PC1s.
Averaging two safety leadership visits a month to projects with high EPC1/PC1 frequency rates.
4. Conduct Quarterly Business Reviews of all Divisions, focused on business performance.
Business reviews established. Providing good feedback on safety initiatives and robust discussion.
5. Establish a process to ensure that high risk projects are prepared to commence.
Implemented the Project Readiness Evaluation.
6. No additional safety initiatives in the next 12 months.
We are keeping to our SH Plan and the Essentials remain a key component.
Project leaders presenting the findings of EPC1 incidents direct to the ELT ELT members documenting leadership activities in Cintellate Positioning SH performance as a mandatory consideration in all management meetings including Divisional, business unit and project reviews
Increasing the level of leader visibility and focus on SH issues
Including SH leadership activity in personal performance reviews.
Individual ELT members scheduling and conducting regular project SH visits
It is expected that these initial leadership practices will be cascaded down to every leader within the organisation.
“One of my primary areas of focus is to ensure we practice and embed visible safety leadership within the business – at every project every day. In leading by example, I maintain a regular schedule of safety leadership visits and utilise the SH Executive to discuss the outcomes of these site visits. In addition, after each visit I provide direct feedback to the site’s leadership team. All members of the SH Executive have the requirement to conduct regular safety leadership visits as part of their accountability, and provide guidance and feedback to the team.” Managing Director Craig Laslett
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Safety and Health at Leighton Contractors
2. Systems Strategic Objective: To develop a Group-wide user friendly SH Management System that supports Divisional SH Management Systems
In addition to the system development undertaken in relation to structure, as outlined previously, system support tools have also been introduced.
A robust process for capturing incidents, including investigation follow up, hazard management and action items
System Support Tools
A structured approach to scheduled audits and inspections, capturing non-conformance and breaches and notices, with follow–up action items for resolution
Part of the role of the Group SH function is to provide and continue to develop support tools to help the Divisions, BU’s and Projects manage SH in a professional way. We currently mandate the use of three key tools across LCPL, they are Cintellate, ARM and ICAM: Cintellate Cintellate is a well established workflow management tool which provides the following functionality to support our projects:
To report and compare actual SH performance at all levels of the organisation More intuitive data entry and retrieval, which allows us to improve our reporting accuracy and identify SH trends across the business. This will then lead to the creation of new initiatives based on shared knowledge.
Understand the risks invovled in our work activities and the treatment plans designed to control these risks
All Leighton Contractors’ SH investigations are carried out using the ICAM.
Develop a proactive risk aware culture
Safety & Health Legal Compliance Tool
Retain and harness knowledge Use risk and opportunity management to reinforce Leighton Contractors’ capabilities, credibility and provide additional value to our clients and stakeholders. Cintellate has strengthened our approach to safety and health by driving accountability throughout the business and providing an integrated and consistent approach for the management of SH issues across the Group. ARM - Active Risk Manager ARM is our enterprise wide risk management software application. ARM supports the implementation of our risk management processes at a Divisional, business unit and project level More specifically, ARM helps us to:
ARM has been mandated for use in all operations. ICAM - Incident Cause Analysis Method ICAM is the methodology we use for incident investigation and analysis. The ICAM method enables the identification of systemic SH deficiencies, assists investigation teams to identify what really went wrong and ensures recommendations are focused on what needs to be done to prevent recurrence. The methodology can be applied to all types of incidents both actual and potential, regardless of the impact.
SH Intranet Home Page The SH Intranet home page has been redeveloped to provide a greater service to the business, providing a single avenue for all SH information. Importantly all Safety Alerts will be communicated around the business from this page. The new landing page also has a knowledge library with the explicit intent of sharing global leading practice and capturing SH initiatives from around the business.
Provide a robust formalised approach to risk and opportunity management
Above: ARM
Above: Cintellate
The introduction of a SH compliance tool will allow for the Divisions to assess and monitor their legal compliance to all state, territory and federal government OHS acts, regulations and standards. This tool will be incorporated in Cintellate in 2011/2012.
Above: ICAM
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Safety and Health at Leighton Contractors
3. Training, Competency and Development
Inductions All employees working at a Leighton Contractors’ workplace will undertake some form of induction. The induction will vary depending on role and location, and include the Group induction, branch inductions, project inductions and visitor inductions.
Strategic Objective: To train, support and motivate our people, including subcontractors and joint venture partners, to meet the LCPL Business Standards
The ‘Pathway to Safety Leadership’ has been developed to provide senior management guidance and competency in safety across the range of Frontline and Executive leaders within Leighton Contractors. The system has six different pathways for: Safety professionals Workforce Leading Hands
Supervisors, managers and foreman (this includes engineers and other supervisory roles) Project Managers, Superintendents, Construction Managers, Senior Engineers and Commercial Managers Senior Management, including the MD and GMs The courses that currently make up the program include:
Technical Competency
Inductions Technical Competency Essentials Risk Awareness (this can be combined with the Safety Foundation Program) Safety Foundation Program Safety Leadership program (under development)
This covers employees working in high risk activities, such as plant operations, working at heights, confined spaces and other areas, required to demonstrate specific competencies to work safely and to comply with legislative requirements. Evidence of competency is generally obtained after an assessment by a recognised trainer/ assessor. Once on site, the verification of competencies may also be undertaken to comply with legislative and client/site requirements. Essentials Risk Awareness
The objective of these nationally accredited programs is to ensure that all supervisors can demonstrate the required competencies to systematically manage their teams to work safely, through leadership, planning, implementation, measurement and evaluation, and management review. These nationally accredited programs provide the opportunity to learn how to use the Leighton Management System, as detailed on Our Way, to manage SH. A series of courses will cover the core competencies required at various leadership levels. SH Professionals A specific program will also be developed for safety professionals to ensure that our Safety Managers and Advisors have the required underpinning knowledge of the systems used by Leighton Contractors, to support their operations.
Leadership and management Employees supervising high risk activities have the required competency To ensure that all our managers have to manage the work safely and to comply the required competencies to lead, with legislative requirements. communicate and manage their teams, a range of leadership programs are Safety Foundation Program being developed. The Safety Foundation program The Leighton Contractors’ Leadership provides the Divisional specific training Development Framework has been for managers in relation to system running successfully for some time and implementation and basic leadership. will continue to support our safety and To ensure that a consistent approach is health approach. taken to the way SH is managed across the company, the Safety Foundation Program should be undertaken by all leaders, from engineer/supervisor upwards, as the initial safety course. Safety Leadership Program Programs have been developed for all safety critical employees and subcontractors ranging from leading hand through to senior managers.
Above: The Leighton Contractors Pathway to Safety Leadership
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*Essentials risk reviews may be contained in Safety Foundations Program
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Safety and Health at Leighton Contractors
4. Risk Management
Working Above the Line
Strategic Objective: To improve and entrench a systematic risk management capability, to identify, assess and control hazards at design, planning and implementation stages
LCPL’s strategic SH risk management objective is to improve and entrench a systematic risk management capability to identify, assess and control risks at the design, planning, implementation, execution and completion stages. SH Risk Management Leadership Excellent SH leadership is about understanding, taking ownership and accepting responsibility for managing SH risks. Importantly, good leadership maintains a focus on those critical risks and their associated damaging energies that may lead to Class 1 damage. Project teams are required to seek out the potential for these known, high risk activities and ensure that all steps are taken to work ‘above the line’. Overview of the New SH Risk Management Framework The SH Risk Management Framework has been developed to promote consistent risk management processes across all Divisions. Key to risk management success is making informed project management decisions that eliminate SH risks well before activities commence on site. The framework emphasises project SH risk management activities, founded on the work breakdown structure, and assisted task based assessments in order to identify LCPL’s level of risk exposure for its project activities and communicate these to our employees and other stakeholders.
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All LCPL projects are required to establish Workplace Risk Registers in ARM identifying, for each work activity, all SH risks requiring ongoing controls to manage them to a level so far as is reasonably practicable. ARM provides a valuable resource for Project Management Teams when performing risk management activities, such as risk assessments or incident investigations, and provides a means to: Monitor all project SH risks and their treatment plans throughout the project lifecycle Allocate and manage resources for controlling the risks ‘above the line’ Periodically review risks and the effectiveness of risk controls in consultation with employees and other stakeholders. Project Managers are responsible for managing the SH risks on their projects and provide assurance that these risks are being managed ‘above the line’. Improved Risk Wariness For the framework to succeed there must be clear lines of communication and it must be understood throughout LCPL. The key purpose for developing ARM registers is to promote a centralised facilitation point through which project wide risk issues will be communicated, coordinated and assigned.
SH risk competence and wariness throughout the organisation will be driven through training programs, improving our SH risk knowledge using knowledge bases and the ongoing practical application of the framework. Monitoring our SH Risk Profile to Create a Safer Workplace The overall monitoring, review and audit of the implementation and application of the framework is integrated within the LCPL SH Management System Group and Divisional audit functions. The LCPL SH Risk Profile will be monitored at SH Executive meetings and used to:
Eliminate Get rid of
Substitute Change
Isolate Separate
Identify safety risk exposures Establish consistent LCPL wide critical risk controls to manage these exposures effectively
Engineering Engineered controls
Inform the safety audit program. In this way it is ensured that Leighton Contractors obtains maximum value from its SH strategy improvement programs and associated activities by focusing attention on our risk profile and the current effectiveness of SH risk controls.
Administrative controls Instructions and signs
Personal protective equipment
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Safety and Health at Leighton Contractors
5. Monitoring Strategic Objective: To develop and implement a rigorous company–wide audit program that provides confidence at all levels that the Standards of LCPL are being met
In complying with the required audit schedule for LCPL’s Safety & Health Strategy, the Group SH team will be conducting annual scheduled audits. A specific audit tool has been developed in consultation with all Divisions and will be made available for use accompanied by an Audit Evidence Guide. Auditing of Divisions will occur annually by Group SH and annually as a minimum by each Division, assessing compliance against Business Standards.
Monitoring our performance Group Safety & Health KPIs - Lead Indicators
The audit program is to provide assurance that our systems and their related processes are being implemented at every level of the organisation.
The new audit program will include: Business Standards and Safety Essentials audits by the Group office of Divisions - annually Business Standards and Safety Essentials audits by Divisions at each of their business units with confirmation of implementation at projects - annually Essentials audits of projects by business units - quarterly Targeted audits of high-risk projects - periodic
Goal
Source
Measure
Target
To have the Leighton Contractors SH Standards applied across all the Divisions
Group and Divisional Audits
Divisional Compliance to the annual LCPL Group SH audit
80% Compliant
To have all Leighton Contractors’ supervisors and managers trained in the Divisional Safety Management Systems and Essentials
Safety Foundation and Essential Risk Awareness Courses*
Number of supervisors and managers trained as a percentage of those appointed
100%
To have lessons learnt published, communicated and closed out so that repeat incidents are prevented
Published Lessons Learnt
All projects have signed off lessons learnt and updated Active Risk Manager registers with effective ‘above the line’ controls
Nil Repeats
To foster a culture of visible leadership practises
Leadership Visits
Number of leadership visits recorded in Cintellate and concerns registered
Monthly
Certification and client audits - ongoing
Monitoring our performance Group Safety & Health KPIs - Lag Indicators
Audits of projects by regulators - as per government requirements
Eliminate the potential for fatalities and permanent disabilities and systematically reduce all other injuries
The results of audits will continue to be collected and reported to the Executive Leadership Team and the Board Safety and Health Sub-Committee.
Cintellate
Class 1 frequency Rate
0
Total Recordable Injury frequency rate
<10
Lost Time Injury Frequency Rate
<1.6
Average Lost Time
<10
Severity Rate
<20
*The Safety Foundations Course may incorporate the Essential Risk Awareness Course
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Safety and Health at Leighton Contractors
6. Communication and Consultation
7. Safety Culture Development
Strategic Objective: To have informed people working within a learning culture
Strategic Objective: To develop an identifiable LCPL safety culture based on the characteristics of risk wariness, reporting, learning and being just
Effective communication within the SH function requires an increased level of focus and consultation across the Group and at all levels. A dedicated resource has been appointed to the SH team from Group communications to ensure a communication plan supporting the SH strategy is delivered. The plan details the required consultation processes to be undertaken in relation to all aspects of SH at Leighton Contractors.
SH management systems alone will not get an organisation to best practice performance levels. The development of a real and recognisable safety culture is recognised as a means of taking an organisation to higher performance levels.
SH Executive Monthly SH strategy mtgs – actions and messages Business Standards
Project Leadership Visits
Intranet
Group Safety Summit
Industry Updates
MD and EGM messages
Group SH Forum Monthly SH strategy mtgs – actions and messages
Safety Summits – Group and Divisional
Essential Reading and Divisional newsletters
Performance Reports
Divisional forums and meetings
Excellence Awards
SH Management System Development
Divisional campaigns and communications
Intranet
Project Leadership Visits
Lessons Learnt / Safety Alerts
Industry Updates
Divisional SH Teams Performance reports Safety Summits – Group & Divisional Divisional forums and meetings
Divisional campaigns and communications Lessons Learnt / Safety Alerts
Safety culture is an assembly of characteristics and attitudes in companies and individuals which establishes that safety issues receive attention as an overriding priority. While LCPL have components of a safety culture we do not have one distinct safety culture with defined and recognisable characteristics and practices consistently applied across the Group. During 2011, the Group SH function will research the latest approaches to safe culture development. A committee comprising of representatives from each Division and external experts will be established with a view to selecting and developing the most appropriate cultural change process for the group.
One of the common characteristics of organisations that have effective safety cultures is that they are ‘just-cultures’. A just culture is one that recognises positive performance and commitment but also recognises reckless behaviour as unacceptable and takes action to address it. In terms of positive recognition Group initiatives such as the Leighton Excellence Awards will continue to be promoted to recognise projects that are driving their safety performance to company best practice levels.
LCPL is sponsoring a PhD student to complete a doctorate on safety culture development within our company. Stay tuned for the outcomes of this study!
In conjunction with ‘People and Capabilities’, defined accountability for SH management and performance has been made clear across all layers of the organisation. Accountabilities are prescribed and measured in Position Descriptions and as part of performance appraisal processes. They ensure that all staff have accountabilities for their own individual SH performance and that of their area of responsibility.
Excellence Awards Intranet Industry Updates
Essential Reading and Divisional newsletters
Frontline Leaders (PMs, Supervisors, Leading Hands etc) Tool box talks Lessons Learnt / Safety Alerts
Divisional campaigns and communications
Excellence Awards Training
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Safety and Health at Leighton Contractors
8. Subcontractor Management Strategic Objective: To have subcontractors align with and perform to LCPL Business Standards
Our current focus REMAINS... Eliminate the potential for fatalities and permanent disabilities, and systematically reduce all other injuries
Our subcontractors are a vital stakeholder in ensuring we deliver our projects on time, on budget and above all, safely. It is critical that our subcontractors are aligned with our values and SH expectations as set out in this document. Currently, a review of Divisional arrangements around procurement and reporting is taking place. In addition our approach to subcontractor management is being tested against the Business Standards, Essentials and harmonisation requirements. In 2012 there will be an increased focus on improving our management of subcontractors, with an investigation of potential tools and systems currently taking place.
9. Health and Hygiene Strategic Objective: To enhance the health and wellbeing of our people
Intrinsic to our success and sustainability as a company is the health and wellbeing of our people. A Business Standard on Fatigue Management, has been drafted and will be implemented in 2011. In consultation with our People & Capability team several other initiatives focused on identifying and implementing flexible work arrangements are being developed into a structured program. In addition, the utilisation of Divisional risk reviews to explore the opportunities around a formal â&#x20AC;&#x2DC;Health & Hygiene Programâ&#x20AC;&#x2122; is a focus for 2012.
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Š Leighton Contractors Pty Limited 2013 Second edition, March 2013