DHL_ICELAND WOSHA 24th February 2016 1 Presentation title | Location | xx month 20xx
Message From the Team at Swindon Please enjoy your experience on our site today. Please be aware of your surroundings and follow our safety rules, your safety is important to us. If you have any feedback on your visit we would love to hear from you.
Our Management Vision To be recognized as the best employer within our industry. We will do this by: Ensuring that our ‘Good Working Culture’ becomes engrained by all our colleagues as the ‘way we do things’ Applying consistent methods and processes in the workplace Developing methods of effectively sharing best practice across the company Training all our managers to develop the skills and behaviours required to provide effective leadership of their teams Providing opportunities for personal development to all colleagues Actively promoting the company’s social responsibility initiatives Asking our colleagues and customers what they think
About our Customer – Iceland Frozen Foods Iceland Foods began trading in 1970 and currently has 750+ stores across the UK The Swindon Distribution Depot is one of four Iceland Depots The others are located at Enfield, Warrington and Livingston In 1998 Iceland Foods became one of the first food retailers in the world to provide home shopping nationwide, as well as the first UK national food retailer to ban GM ingredients from its products It’s exciting times at the moment with Iceland opening up Warehouse style stores which offers customers a new shopping experience
Site statistics Depot Size – 274,000 square feet Ambient, Chilled and Frozen Chambers Loading / Unloading Bays HGV Units Trailers Shunt Tugs Mechanical Handling Equipment: ROLLOP PPT Reach Truck Counterbalance
Site statistics Stores serviced 237 Geographical Location – South West / South Wales Furthest Store - 226 miles (Penzance) Nearest Store - 1 mile (Gorsehill Swindon) Ambient, Chill and Frozen deliveries Average Volume per day – 165,000 cases First Wave (AM), Second wave (PM) and Twilight day 1 for 1 deliveries + Lock & Drop (8pm to 2am) Average Miles travelled per day – 30,000 Total FTE Employees – 500 Warehouse – 224 Drivers – 184 Managers and Admin – 92 Total Agency Employees - 145
Health & Safety Challenges Colleague Engagement How to pro actively engage colleagues to reinforce positive behaviours Colleague Involvement How to get colleagues involved with ideas and initiatives Communication How to share information and maintain awareness of matters relating to H&S
Solutions / Actions Colleague Engagement and Involvement Colleague Communication and Information SLAM awareness SLAM merchandise Safety conversations Communication zone SLAM BINGO H&S Corridor H&S Committee Site Safety Rules Safety Alerts Pre shift Briefs Driver hazard report Driver delivery point assessment World Safety Day Training and refresher training Driver Development Assessments
DHL Supply Chain Safety Culture 5.0 By Natural I Instincts N J Driven by U Driven by Self R Management Y R A 0.9 T E 0.5 2005 2020 2014 Behaviour Based Safety Reactive Rules Based 4 Point Program Typical Symptoms Typical Approach • • • Legislation Mindset Enforcement Action • • • Policies Situation Awareness Disciplinary & Grievance • • • Safe Processes Safety Engagement Unclear Standards • • • OHSAS 18001 Performance Review Intermittent Rules • Low Competence • Poor staff retention
DHL Supply Chain Health and Safety Strategy 2016
Behaviour Based Safety • BBS is an established method of using colleague to colleague observations and positive reinforcement to change unsafe individual behavior. • It works by continually reminding and reinforcing safe behaviour in everyone, leaders, colleagues and customers. • BBS helps remove hazards by using a situation awareness approach. • A powerful colleague engagement tool which can develop a colleague to colleague ethos, looking out for each other and talking about safety • Most of all BBS empowers our colleagues to manage risks and make better safer decisions.
What is BBS? Behaviour, Knowledge & Attitude = Risk Perception WHAT TYPE OF SAFETY CULTURE IS GOING ON HERE? BBS Helps by: • Reconfirming the rules • Improves personal risk perception • Promotes better personal decisions
What is BBS? In summary: BBS is about understanding why people take risks and working with them to influence their unsafe behaviour.
DSC’s Behavioural Based Safety Model Mindset • Adopting a “ Safety First ” culture • Clear Leadership for H&S Situation Awareness • Work environment consciousness • Colleague empowerment • S top, L ook, A ssess, M anage • A life skill for everyone Safety Engagement • Direct colleague involvement • Safety Conversations • A Proactive safety tool Performance Review • The future measure of our success • Monitoring Targets and Progress
Situation Awareness Key Principles STOP Pause and think, how safe is it? LOOK Spot the hazards ASSESS What could happen? MANAGE Take the safest action
In a nutshell – what is Situation Awareness? “ Situation Awareness involves being aware of what is happening in your vicinity, in order to understand how information, events, and how your actions will impact safety. ” In the vast majority of accidents the individual could have changed the outcome by assessing the situation and making better decisions, we call this Situation Awareness …
Safety Engagement Safety Engagement is a critical component of BBS Safety Engagement Benefits Safety Conversations allow us to discuss, engage and problem solve with each other and gain clarity and understanding of the culture in our work environments and activities. This helps to build trust and form proactive working relationships. The recording and logging of data is not so much about monitoring of individuals but about enhancing intelligence and knowledge of both our approach to positive behaviours and dealing with inherent risk trends. This information allows us to develop and share the results of our engagement with our colleagues enabling us to cultivate risk reduction strategies that can be used throughout our Global organisation
Why safety conversations? • It ’ s a system that works by continually reminding and reinforcing safe behavior through discussion • Manager and Team leaders find it a great way to connect with colleagues to discuss safety aspects in the work activity area • Conversations can be encouraging, supportive and highly engaging • The whole process works around positive commitment and agreement between two parties……to work safely Everyone participates by watching out for each other
Safety Conversation - How they work • The nine steps to conduct a safety conversation are contained in the Safety Conversation Log Book • The log book is used to manually record the conversation and to note the important points raised regarding safety risks • The Safety Conversation “log” details are replicated into the recording system allowing unsafe trends to be tracked and understood.
SLAM Alerts • SLAM ALERT forms are available for all colleagues to complete • Colleague fills out sections1 and 2 then forwards it to Safety Rep or Manager • Safety Rep must view and sign off hazard form prior to management investigation • On completion of investigation and any action taken: SLAM ALERT log completed by H&S Team Feedback given to originator
Hazard Map Page 1
Hazard Map Page 2
Thank you Any questions?
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