4. BEHAVIORAL SAFETY PROGRAM DESCRIPTION and ACCREDITATION APPLICATION

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Date: 18/02/2018

SECTION A. Cover Page

A1. Applying Organization Enter the name of the company or site under review. Enter the name of the behavioral safety program.

Costain Limited Costain Behavioural Safety

Enter the address of the company or site under review. A program logo or slogan may be inserted.

Costain House Vanwell Business Park Maidenhead Berkshire SL6 4UB United Kingdom

A2. Parent Organization Enter the name and address of the parent company, if different from above. A company logo may be inserted.

Click here to enter text.

A3. Company Representative Enter the name and title or position of the individual who will be managing the application for certification or accreditation. This is usually the coordinator the behavioral safety program. Also enter the contact information for the company representative, including an address, phone number, fax number, and email address.

Claire Fryer Costain House Vanwell Business Park Maidenhead Berkshire SL6 4UB United Kingdom [email protected] 00 44 7876 825433

End of Section A

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SECTION B. Organizational Information and Leadership

B1. The Company Provide a brief description of the company, its industry sector (or NAICS), and the products or services provided.

Costain is a smart infrastructure solutions company, based in the United Kingdom. Our purpose is to improve people's lives by deploying technology-based solutions to meet urgent national needs across the UK's energy, water and transportation infrastructures. The company delivers integrated consulting, complex project delivery, technological solutions and operations and maintenance services to major blue-chip customers in targeted market sectors such as highways, rail, water, power, nuclear and oil and gas.

Costain was founded in 1865 and was primarily focused with construction. As the business has evolved it has been involved in some of the world’s major projects including the Channel Tunnel and the Thames Barrier. As a result of new orders, including further awards on the High Speed 2 programme, Costain finished the year with a high-quality order book maintained at £3.9 billion (31 December 2016: £3.9 billion). In addition, Costain has a preferred bidder position at c. £400 million (31 December 2016: £500 million). Following very good cash generation towards the end of the period, the Group finished the year with a strong net cash position of over £150 million (31 December 2016: £140.2 million). Since 2014 Costain turnover was £1.12 billion, in 2017 it was £1.75 billion.

We have a reputation not only for delivery, but in how we deliver on all aspects of our projects, including Innovation, Time, Cost, Quality and importantly SHE – Safety, Health and Environment.

We have a diverse range of projects within our portfolio, with project duration ranging from 3 months to 3 or more years. As such we have a workforce made up of both directly employed, contract and supply chain workers, operating in office, site and operational environments.

Working conditions are extremely varied due to the nature of our business and the sectors in which we operate, and environments can include green field sites, contaminated land, areas of outstanding natural beauty and ecological protection, places of historic interest such as listed buildings, stations, platforms, track, roads including motorway carriageways and hard shoulders, nuclear facilities and power plants, tunnels, water treatment and sewage treatment works, confined spaces and town and city centres.

The risks associated with the sectors and environments mentioned, may include hand arm vibration, working in contaminated works, radioactive waste, working at height, working in confined spaces, moving plant and equipment, manual handling, crush injuries, slips, trips and falls, ingestion of hazardous substances, overhead lines for rail and power, buried services, heavy construction and demolition.

B2. The Workforce Describe the company’s workforce, including the number of employees (including temporary or contract workers) and types of occupations and trades.

Our workforce can be broken down into 3 principle groups:

1. Directly Employed – none unionised 2. Agency or Temporary Workers 3. Subcontract Workers

Costain has more than 4,100 employees, and due to the variety of works undertaken, we rely on the specialist skills of temporary and contract workers. The size of this workforce fluctuates in relation to the phases of work that are being undertaken at the time.

The makeup of the workforce will be dependent on our project specific needs and the strategy deployed on those projects. However, everyone who works on our projects needs to be able to demonstrate they are “Suitably Qualified and Experienced”.

Ages within our workforce can range from 16 to retirement, of which there is no longer any prescribed age. Our workers have a diverse range of experience not only through age, but also experience and time spent in our industry. The nature

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of our business and the industries in which we work also means our workforce can be transient. Some contractors may only work on a project for a week, whilst others may be there for much longer.

Our workforce is engaged in many different jobs and activities, typically these would include:

Ground Works, Drainage installation, Earthworks, Road Construction, Steelwork, Steel Fixing, Concrete Placement, Shuttering, Joinery, Mechanical Installation, Electrical Installation, Commissioning, Operating and Maintenance, Design and Consultancy Work, All aspects of Project Management, Concrete and Materials testing, Road Maintenance.

Costain is an inclusive employer: we promote equality and inclusion from recruitment and selection, through to training and development, promotion, reward, recognition and retirement. The business has a clear goal to have a workforce that is representative of society. Our workforce includes those who do not speak English as a first language and people living with disabilities and chronic conditions.

B3. Organizational Leadership Describe or provide a list, table, or chart of key organizational leaders at the site under review. At minimum, the director, manager, or chief executive, the senior or supervisory safety officer, and the director or coordinator of the behavioral safety program should be included. Other organizational leaders that play key supportive roles in the operation of the behavioral safety program should also be included in this section. An organizational chart showing reporting structures is recommended.

Below are the organisation charts showing the reporting structures:

a) Costain Executive Structure for Costain Group b) SHE Department structure (SHE) c) Behavioural Management Team (BMTeam)

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Group Safety, Health and Environment

Costain’s SHE Department is led by the Group SHE Director, Gavin Bye. One of Gavin’s direct reports is Alan Cheung, the Group Operations SHE and Behavioural Management Director. Below is the team structure for Costain’s Safety, Health and Environment Department.

Figure 2

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Behavioural Management Team

Costain’s Behavioural Management Team is led by Claire Fryer, Director of Behavioural Management who reports into Alan Cheung, Director of Group SHE Operations and Behavioural Management. The team has increased significantly in size from 3 people in 2012 to 12 people as of January 2018. The growth in the team demonstrates the increasing demand and application of behavioural science within the Costain business. B3c: Behavioural Management Team and Reporting Structure

Figure 3

End of Section B

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SECTION C. Behavioral Safety Program Elements

C1. Safety Team This section should describe the safety team that manages the behavioral safety program. Do not identify individual workers by name.

C1.1 Make Up or Composition of Safety Team: Enter the current number and percentage of safety team members for each employment type in the table below.

Percentage on Team Employment Number on Team (% of total for each type) Hourly-Full Time 0 0 Hourly-Part Time or Temporary 0 0 SHE Team 176 SHE 4.29% Salaried (BMTeam 12) BMTeam 0.29% SHE Team 8 Contract 0.1% (BMTeam 0) Other: Click here to enter other. Click here to enter text. Click here to enter text.

SHE Team = C1.2 Workforce Turnover: How many team members are replaced? How often? yearly c8% C1.3 Recruitment of Safety Team: Describe how new team members are recruited, and list any qualifications that are required and/or preferred.

This question has been answered in relation to Costain’s BMTeam rather than Costain’s SHE department as a whole. The SHE Department cover a variety of roles within the business, with multiple qualification and person specification used for recruitment. The process is for adverts to be submitted to our recruitment team, the role can then be advertised both internally and externally. Where appropriate specialist agencies can also assist to find the most appropriate candidate for the position.

With regards to the BMTeam, people are selected based on their people skills, including their ability to form relationships and communicate, as well as their appetite and appreciation of behavioural science. We have found that it is possible to upskill individuals in terms of some of the more challenging aspects of the theory and presentation skills whereas an authentic passion for the subject cannot often be taught. Generally, the roles that are advertised for the team is at entry level. These positions are also advertised internally. Interviews are held with the Director of Behavioural Management and the Behavioural Management Lead Consultant. Candidates are required to demonstrate their enthusiasm for the subject through a short presentation, in addition to the standard interview questions. To date, this process has been extremely successful and has resulted in a varied mix of team members with a high level of staff retention.

C1.4 Safety Team Meetings: How often does the safety team meet? SHE Leadership Team x 12 Wider C1.5 Attendance: How often do the following people (other than safety Leadership team members) attend safety team meetings? Team x 3 yearly SHE Conference How often? x 2 SHE Ops x 9 Other hourly workers Rarely BMTeam x 6 Contract workers Rarely Safety professionals Regularly Supervisors or middle managers Regularly Senior managers or executives Regularly Other: Select...

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C1.6 Safety Team Training: Who is responsible for conducting the training of safety team members (e.g., BBS Coordinator, safety officer, supervisor, or manager)? Enter only positions or titles; do not enter individual names. If this varies or if it depends on the type of training, explain.

Due to the variety of roles and specialisms across the SHE Department, the requirements for training and the vendors used are extensive. To ensure that reputable and appropriate external vendors are selected for training processes, Costain employees source training via Costain’s internal Learning and Organisational Development Department. The training required would be determined by the role and line manager.

Training for the wider organisation in behavioural based safety (CBS) and behavioural management (CBM) is delivered by Costain’s BMTeam. The course type required by an individual is determined by the role that they perform within the business. Course attendance is generally a recommendation during the Performance Development Review (PDR) process from the line manager and aligned to support the business objectives.

With regard to Costain’s BMTeam, training requirements are determined by both the Group SHE Operations and Behavioural Management Director and the Director for Behavioural Management. Training is sourced through Costain’s Learning and Organisational Development Department.

In order to develop the members of the BMTeam to respond to the changing requirements of the business, all members of the team have started or are scheduled to start an externally accredited qualification in coaching and mentoring. The Director of Behavioural Management has previously completed a Practitioner Diploma with the Academy of Executive Coaching, NFEII Advanced Diploma in Performance Coaching, Executive Coaching. Seven of the BMTeam are currently completing either the Level 3 or Level 5 Institute of Leadership and Management Diploma in Coaching and Mentoring. Three of the team are due to start this programme in 2018. In addition to this, there are ongoing discussions with the University of Reno about the potential for team members to complete a Post- Graduate Diploma in Behavioural Science.

Courses that are recommended for Costain’s BMTeam are:

 City and Guilds Level 3 Award in Education and Training to provide team members with tools and techniques related to delivering training in the workplace  CiTB Site Management Safety Training Scheme to provide team members with a good level of knowledge surrounding safety in the UK Construction Industry  ILM Level 3 / 5 in Coaching or Mentoring to provide team members with the coaching and mentoring skills required to fulfil their roles  Completion of the Managers Behavioural Safety / Management course

In addition to formal training, team members are encouraged to read around the subject and provide other team members with insight into their own areas of expertise. This has become a feature at recent team meetings where there have been presentations relating to behavioural balanced scorecards, anthropology and manual handling.

The team are also encouraged to meet informally for peer supervision to discuss their roles, challenges and to provide each other with assistance and support. New team members are coached and mentored by senior team members as part of the shaping process for course delivery that is detailed in section C1.8.

C1.7 Training Courses: What training courses are offered to safety team members in behavioral safety processes and applied behavioral technology. For the trainer, enter only a position or title; do not enter individual names.

Course Title or Topic Total Hours Frequency Required? Who is the trainer? Costain Behavioural Safety (CBS) 30 hours for Managers including 3 years Required BMTeam Senior Costain Behavioural Management (CBM) coursework for Managers Costain Behavioural Safety (CBS) for Frontline 20 hours Managers and Supervisors BMTeam Senior or including 3 years Required Costain Behavioural Mangement (CBM) for Advisor coursework Frontline Managers and Supervisors

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Costain Behavioural Safety (CBS) for At request BMTeam Advisor or 3 hours Required Operatives of project CBS Coach At request BMTeam CBS CBS Safe Start 3 hours Optional of project Coach At request BMTeam Practioner ABC workshop 3 hours Optional of project or Consultant BMTeam Advisor, CBS/CBM Refresher 8 hours 3 years Required Consultant

C1.8 Training Quality: How is quality assessed and evaluated? What office, department, or individual is responsible for assessing the quality of training? What are the trainer’s credentials (e.g., years of training experience, certifications, workshop or conference attendance)? Enter only a department name, position, or title; do not enter individual names.

The BMTeam has a Quality Assurance and sign off process for new members of staff to work to. This has previously been the responsibility of the Senior Behavioural Mangement Consultant, now Director, who has 13 years’ experience in the shaping and QA role. This year we have appointed a Behavioural Management Lead Consultant (Development) who has 7 years’ experience in delivering CBS courses and since 2014 been shaping new starters within the team. In terms of quality and delivery assurance, feedback is given both verbally and via an Observer feedback sheet with specific criteria to be achieved for sign off. This sign off can take up to a year. Our best method for transfer of knowledge and confidence building is to place a new starter with a senior member of the BMTeam for shadowing and assessment. The trainee will deliver a pre-determined section of the course, whilst their senior peer observes and takes notes on the delivery. Notes are recorded on a standard form and discussed with the trainee at the end of the training session. These notes provide details on sections that the trainee has mastered, areas requiring further attention and ideas for improvement. Following sign off there is a futher plan in place to develop the team. Course delivery progression is as follows:

Our two day Train the Trainer for Operatives Course is delivered by two experienced members of the BMTeam to project based staff. A requirement for attendance on the Train the Trainer course is that delegates have already completed our CBS for Supervisors course as a minimum. Prior to the course the delegates are interviewed, given pre-reading and a case study to complete. To ensure quality of delivery and content, a member of the BMTeam will observe the delivery of the Operatives course and provide feedback on the observations made.

C1.9 Evaluation of Training Knowledge and Effectiveness. Describe how the team’s working knowledge and effectiveness of behavioral safety principles and technology is assessed?

To assess the competence of delegates attending courses, the BMTeam have a course completion criteria as follows:

CBS / CBM for Frontline Managers and CBS / CBM for Managers Supervisors Attendance of all course modules in full Attendance of all course modules in full Reading of the course booklet and other training Reading of the course booklet booklets (these can vary depending on the course being run and the audience) Completion of coursework worksheets after the Completion of coursework worksheets after the relevant modules relevant modules Completion and presentation of final Behavioural Completion and presentation of final Behavioural Improvement Plan (BIP) Improvement Plan (BIP) Completion of relevant online coursework exercises after each module and achieving the minimum pass mark required COSTAIN BEHAVIOURAL SAFETY ACCREDITATION APPLICATION FORM v_.-3 MASTER TEMPLATE Final Copyright © 2017 CCBS All Rights ReservedPAGE 8 | 38

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Delegate progress against this completion criteria and progress is monitored on the Course Request Evaluation Form. During the sessions attendees also use voting cards, where it is possible to check for transfer of knowledge. These RF cards are used to collect real time data during the course modules to assess whether the core messages of the module have been received and understood. This provides an instant method of assessment for the trainer to see if key points are understood or need to be revisited. Delegates also complete in-course activities, ABC analysis, ranking of cards, identifying behavior v opinions, completing individual homework with data collection and behavior change application. Both the Managers and supervisor courses culminate in a work based BIP, where the tools and techniques they applied are discussed.

The team is currently trialing a BIP assessment form to further enhance the final assessment of the course and to help to ensure that BIPs cover a variety of the behavioural management techniques that are discussed throughout the course.

Throughout the course, delegates are encouraged to provide feedback on the materials and delivery during general open discussions. They are also provided with the opportunity post-course to provide information on parts of the course that they found particularly helpful and interesting on the BIP worksheet. Those completing the management level of training are encouraged to provide feedback on the online portal on the course and are awarded marks for doing so. The online coursework also asks specifically for feedback on the course reading material given to those completing the managers training in the form of a book review. This feedback has been responded to and used to revise the core course booklet to make it more applicable and relevant to the course attendees. Appendix Ref: E1 Feedback on booklet

C2. Management Support and Engagement

C2.1 Organizational Leadership Roles. For each type of organizational leader in your organization, describe their role, if any, in the behavioral safety program. Roles in the Behavioral Safety Program Crucial Support. CBS Course attendance, review of safety data and reports, Instigating Point of Work Risk Assessment (PoWRA) before start of shift, Supervisors/Team Leaders encouraging the reporting and rectification of site hazards, carry out Start of Shift briefings, completion of competency assessment process, delivery of tool box talks. Crucial Support. course attendance, discussing course programme with team, organising shifts to enable department members to attend CBS Course, using Department Managers BIPs and data to make and track departmental improvements, application of Just and Fair Consequences. Absolute. use of ABC model to analyse High Potential Events and Incidents, Safety professionals use of BIPs to make and track departmental improvement, liaising with the BMTeam and BMTeam lead for advice and support. Crucial. course attendance, discussing course programme with team, Supervisors or middle managers organising shifts to enable department members to attend. using BIPs to make and track team improvements, application of Just and Fair consequences. Crucial. Director Engagement Tours, sending positive emails to acknowledging visits and observations, formulating top level strategies to include the application of behavioural science within the business / contracts / frameworks / joint ventures and supply chain, course attendance.discussing course Senior managers or executives programme with team, sponsoring courses and attending the start of module 1 and all of module 5 to demonstrate senior support for the programme, review delegate BIPs and provide feedback, use climate survey / in-course data to make changes using the BIP format, application of Just and Fair consequences. To support the wider business with the application of behavioural management Other: BMTeam techniques. Delivery of training, workshops, coaching, advice and support.

C2.2 Documentation of Management Support. How are management support and engagement in the behavioral safety program (listed in Section C2.1) documented or recorded? Examples: Is attendance or participation in safety meetings recorded in the meeting’s minutes? Is there a record of organization-wide emails or other safety-related announcements from members of management on safety-related issues? Is there a record of celebrations or other types of recognitions from members of management?

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Attendance at SHE meetings are recorded in the minutes along with the associated actions Appendix Ref: E2 Attendance, minutes and actions

Director Engagement Tours

A programme of Director engagement tours is scheduled across the business for the year and details recorded. The participation in the programme is mandatory and a written evaluation of the site / location visit is required as evidence of completion. The exercise has proved to be extremely successful across the business and has enabled site based staff to confidently have safety conversations with members of the senior team in a safe environment. It also provides the leaders within the business with a valuable insight into what is happening within our high-risk environments. Appendix Ref: E3 Director engagement tour report Appendix Ref: E4 Director email feedback

Safety Stand Down

A programme of safety stand downs is determined for each calendar year to communicate key safety messages to the workforce from the senior leadership team. All relevant leaders within the business are assigned a site or a contract location to visit during these events to again demonstrate management commitment to safety. This is a mandatory requirement for those identified as needing to complete this role. Recent examples of topics covered include Mental Health and Fatigue, Learning, and What Could Go Wrong? Announcement following the stand down

Figure 4

SHE Strategy Launch

All members of the SHE Department including the BMTeam dial in to the annual SHE Strategy Launch Teleconference. This year it was held on 19th January at 1030. The Launch is hosted by the Head of Infrastructure, The Head of Natural Resources and Group Finance Director to communicate the successes of the previous year and to set clear objectives for the following one.

All SHE Meeting

All members of the SHE Department are invited to attend the twice yearly SHE meeting (now Conference). On 8th November 2017, there were 151 attendees. This is the meeting where the Group SHE Director has all of the SHE

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Team and BMTeam together and best practice, lessons learned, guest speakers and future strategy are shared. A record is kept of all attendance.

Figure 5

C2.3 Program “Ownership:” From the options below, check the one that best describes your behavioral safety program.

The behavioral safety program can be described best as:

☐ Employee-Owned and Employee-Operated ☒ Management-Owned and Employee-Operated ☐ Management-Owned and Management-Operated ☐ Jointly-Owned and Employee-Operated ☐ Jointly-Owned and Jointly-Operated

☐ Other Click here to enter text.

C2.5 Examples of Management Accountability: Describe, with examples, how safety professionals and members of management are held accountable for their roles in the successes (or failures) of the behavioral safety program?

Safety Professionals

Safety professionals on contracts are responsible for the management of the observation process. The data that is input to Capture is subject to at least two levels of verification and is also sampled during monthly scored inspections Capture is used to produce our SHE dashboards, which have been significantly developed and have a greater focus on leading metrics. The safety team will collect, record and trend the data and this information will be used to generate a CBS Score for the contract which is reviewed and discussed at a senior level. Appendix Ref: E5 CBS Score

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CBS/CBM Sponsor

The sponsor is usually a senior manager within the company who has completed and passed the course. The sponsor introduces and welcomes delegates at the start of Module 1 and shares with the delegates the reason for choosing this behavioural approach. . The sponsor also receives updates on course progress and attends Module 5 for the feedback session, when delegates present their Behavioural Improvement Plans. As the programme progresses, successful delegates can volunteer to be sponsors for future courses, and from our data we have identified that this has a significant impact on the success and cascade of the principles within a company.

BMTeam

Members of the BMTeam are given annual objectives that directly relate to the success of the behavioural management programme. Success of the BMTeam is directly linked to contract performance across the business in terms of their CBS Score as well as the generation of external revenue from course provision. Examples of some of the annual objectives that have been set for 2018 are:

 Attend at least 2 Implementation meetings per year for each of allocated project.  Identify and submit a minimum of 4 BIPS that demonstrate data based improvements and delegate understanding of the key ABS principles  Design ABC Investigation Workshop and upskill nominated members of SHE Team  Achieve behavioural engagement Score of Green or Blue on your allocated sector

Behavioural Champion

All contracts within the business are encouraged to appoint a Behavioural Champion who is specifically responsible for the implementation of behavioural management techniques on their contract. Behavioural Champions are appointed by the Contract Lead for the Contract and then signed off by the Sector Director or Sector Ops Director.

C3. Worker Knowledge, Skills, and Involvement

C3.1 Worker Knowledge and Awareness: Provide actual data or estimates of the current number and percentage of workers (of each type) that knows about or is aware of the program.

Percentage Type of Employment Number (% of total workforce) Hourly-Full Time Click here to enter text. Click here to enter text. Hourly-Part Time or Temporary 17000 Click here to enter text. Salaried 4100 Estimate 95% of salaried Contract 1000 Estimate 80% of contract Other: Click here to enter other. Click here to enter text. Click here to enter text. Total should = 100%

C3.2 Worker Engagement: Provide actual data or estimates of the current number and percentage of workers (of each type) that has been or is eligible to be observed by and receive feedback from safety team members.

Percentage Type of Employment Number (% of total workforce) Hourly-Full Time Click here to enter text. Click here to enter text. Hourly-Part Time or Temporary 17000 100% Salaried 4100 100%

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Contract 1000 100% Other: Click here to enter other. Click here to enter text. Click here to enter text. Total should = 100%

C3.3 Worker Input and Suggestions: List some of the ways in which workers offer suggestions for program improvements (e.g., suggestion boxes, open safety-team meetings, etc.)? Give some examples of recent worker suggestions that have led to program changes. Are these suggestions and changes documented? How?

There are many ways in which workers can offer suggestions for improvements. This can be via observation kiosks, electronic apps on mobile phones and tablets as well as completing paper based observation forms. Although the methods used for collection may vary, the intention is to identify areas for improvement, and act on them encouraging workforce engagement and has led to changes in working practices.

Improve It On the CMDP Joint Venture, the workforce is encouraged to make suggestions that will respond to hazards identified in the working environment. Examples of ‘Improve It’ ideas that have been put in place by the workforce at the site in Eastbourne can be seen below:

Improve It Card Rolling Scaffold

Figure 6

Improvement Card Step Overs

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The “Improve It” cards are circulated via e-mail and put up around the site offices to demonstrate that the feedback received from observation cards has led to changes being made within the working environment.

You Said We Did Some sites use ‘You Said We Did’ Boards as a means of communication to demonstrate where observations have led to improvements being made. Below is an example from the Thames Tideway Joint Venture

Figure 8

Climate Surveys

Climate Surveys using Radio Frequency (RF) cards are used to obtain instant and anonymous data from the workforce. This feedback is then used to engage with the workforce to understand what is really happening on a project and identify any gaps or actions that need to be addressed. Questions are designed to investigate matters of importance to the project that would benefit from being monitored at regular intervals. The central BMTeam are often asked to facilitate these sessions and assist with question design.

An example of how this has worked effectively is at eight2O, a large water framework contract consisting of various Joint Venture partners. The framework ran a survey in July 2017 and the results of which formulated in a thematic goal for the framework and 6 defining objectives. One of the defining objectives is to introduce coaching at all levels within the framework. The BMTeam have worked with the framework to develop a coaching programme for 2018.

Those included in the programme are of management and supervisory level. The coaching programme will start with defining a 3-tiered contract between Line Managers, coaches from the BMTeam and the coachee. This is to agree expectations and to outline how the sessions will work. Coaching will be delivered to key people at manager level and supervisor level and it is anticipated will require 3 sessions per coachee. The sessions will focus on individual objectives as well as other focus areas identified from the climate survey.

The Thames Tideway Joint Venture also ran a climate survey to gather feedback from the workforce across the contract. Based on the information received, the below action plan was put into place that included the running of workshops and focus groups to ensure that ideas for improvement came directly from those needing the issues to be resolved:

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C3.3 Action Plan from Climate Survey

Figure 9

C4. Risk Analysis, Pinpointing, and Behavioral Observations

C4.1 Risk Analysis: Describe the steps taken to identify and assess safety risks. List the various sources of information and data used to help assess risks (e.g., injury rate, near misses, safety audits, interviews, surveys, etc.)?

Behavioural observations and assessment of safety risks within Costain can be made in numerous ways. Examples of the methods used and sources of information are through the local hazard observation process, injury rates, near misses, RAMS process, ABC pre-start check, Take 5, the Deep Dive Process, Target Risk Monitoring, Inspections and by a specific observation programme conducted by the CBS Coach.

Deep Dives

Costain is increasingly using behavioural management techniques to assess risk within the business. Costain completes a ‘Deep Dive’ approach within its SHE scored inspection process to really understand and assess a particular area of importance on a contract. This is to ensure that the inspection process will deliver findings of value rather than just being an exercise to check for compliance.

Contract Targeted Risk Monitoring

A more behavioural approach to our traditional system of SHE inspections has been introduced across the business. The process is called Contract Targeted Risk Monitoring and has been introduced to encourage contracts to proactively plan and consider risks in advance of works in order to create safe working environments. Steps taken: At the Contract SHE Review Meeting the Contract Leader and Senior Managers, including where appropriate subcontractor senior managers, discuss and complete the Contract Targeted Risk Monitoring Planner for the following four week period. They identify the top 5 Safety, Health and Environmental higher risk activities and have a more frequent monitoring regime in place for that four week period. Once the risks have been identified, the relevant check lists for the operations will be selected and assigned to the relevant responsible person on site to review at prescribed intervals.

Point of Work Risk Assessment

The Point of Work Risk Assessment is to be completed at the start of each shift and is in addition to the approved Risk Assessments and Method Statements that will have been produced in relation to a particular piece of work taking place. The purpose of the PoWRA is to identify if there has been a change in the risks associated with the task required. The form for completion prompts the person undertaking the exercise to consider the following:

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 Work Environment Hazards  Mechanical Hazards  Occupational Health Hazards  Environment Hazards

Examples of what these may look like are also provided to assist with identification. If risks are identified then works must not continue until authorisation to continue has been approved. The purpose of the exercise is to act as a hold point so that new hazards can be identified and remedied as well as providing a process to help improve the situational awareness of the workforce.

This is instead of the traditional inspection approach which would be reviewing operations after the environment had been created rather than proactively considering risks and making changes to the environment prior to works commencing and throughout them taking place. This is another example of how the business is moving more towards the use of leading indicators to measure performance and act on data.

Dashboards are also used to identify trends, leading to remedial action and action plans.

Figure 10

Dashboards are also used to provide an overview of other information such as training progress and medicals to see how this correlates to the standard safety data collected and entered into the Capture system. On a contract, the dashboard will be discussed in the meetings held by the Senior Leadership Team (SLT) to provide them with an awareness of the risks present within the current working environment.

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C4.2 Pinpointing (Prioritizing Behavioral Targets): Describe how behavioral pinpoints (i.e., targets for observation or intervention) are identified and prioritized. Note whether priority targets are managed separately or differently from standard targets. List examples of pinpoints here and/or attach a copy of a recent observation scorecard in Section E: Attachments and Other Supporting Documents.

Behavioural targets are established at both a corporate and a contract level. This is because there will be some areas that the business will be able to work towards achieving as a whole whereas others will be specific to the contract environment. The Safety, Health and Environmental Strategy for Costain is a three-year plan that consists of priority overall targets for this period as well as specific targets that are released at the start of each calendar year. Also see C5.

C4.3 Behavioral Observations

C4.3.1 Consent and Anonymity: Are observations voluntary and conducted with the full consent of the workers being observed? Is the information collected from observations kept anonymous (i.e., “no name, no blame”)?

Voluntary?Yes-Always Anonymous? Most of the time

If ‘Yes-Always’ was not selected in either question above, then provide a brief explanation.

In the main the observations submitted are voluntary and anonymous. The exception is when the CBS coach has been asked to carry out observations relating to his coachee. The CBS coach works with the Supervisors and documents the observations he makes. The general observations and trends from the sessions will be shared with the project. The Supervisors also separately receive direct feedback from the CBS coach to aid their personal development. The main areas of focus are: Test for knowledge - Questioning techniques -Engagement and retention of operative’s attention -Analysing body language of the operatives - Discuss near misses and safety observations -Reinforcement of good practice.

C4.3.2 Observation Procedures: Describe how behavioral observations are conducted, and how the information is collected (i.e., checklists or scorecards). Insert sample checklists or scorecards below or attach them in Section E: Attachments and Other Supporting Documents.

In addition to the traditional behavoiural observations, see it sort it, the BMTeam have a dedicated Behavioural Coach who will work with key frontline supervisors to help to enhance their supervisory skills as required. If a requirement for a behavioural observation has been identified for a supervisor through their line manager, the CBS coach will be contacted by the relevant contract representative. The CBS coach will arrange to meet with both the frontline supervisor and their manager to establish a contract and identify some key objectives to cover through the sessions. The CBS coach will spend the initial meeting getting to know the Frontline Supervisor and subsequent sessions observing them in the field and delivering briefings. The CBS coach will deliver feedback to the frontline supervisor based on these findings and will set objectives to be met at the next session. An overview summary will be provided to the manager after the session but the body of the conversation will be kept confidential in order to maintain trust between the frontline supervisor and the CBS coach. A summary report that is sent at the end of the observation process has been attached for reference. Appendix Ref: E6 Observation checklist

C4.3.3 Observation Number, Frequency, or Rate: How many and often are observations conducted (e.g., how many weekly, monthly, or yearly)? Describe any goal or quota established for the number of observations, and indicate whether the goal or quota is mandatory. Include metrics that indicate which workers are observed within a given period of time (e.g., contact rate, percentage of workers observed, probability of being observed, etc.).

Note: A table or graph showing the number, frequency, or rate of observations across time is required—insert these below or attach them to Section E: Attachments and Other Supporting Documents.

Company ‒ Program

Costain capture Observations through a variety of means, these are recorded in Capture as Hazard and Safety Observations, the graph below shows how the level of reporting has increased over the last 6 years, with 113,000 Hazard and Safety Observations being reported in 2017. Hazard & Safety Observations 120000

100000

80000

60000

40000

20000

0 2012 2013 2014 2015 2016 2017

Hazard & Safety Observations Figure 11

C4.3.4 Analysis of Observational Data: How frequently does the safety team analyze, summarize, and generate reports of the data obtained from the observations? Describe and provide examples of any summary sheets, dashboards, flyers, posters, reports, etc. used to share the results of the observations.

Projects are expected to capture and analyse their data locally, and ensure that they use their data to identify and implement appropriate actions or behavioural improvement plans to make improvements. Figure 12

Company ‒ Program

C4.3.5 Observation Quality and Accuracy: How is the quality and accuracy of observations is assessed? Do observers receive regular or periodic training or coaching? If so, describe the training or coaching process.

The Costain Operatives Course covers how to complete a pinpointed safety observation using See it sort it cards. Part of the course asks delegates to complete an example of a pinpointed safety observation that is then validated by the trainer during the session. Appendix Ref: E7 Operatives Course Overview

C5. Goal Setting and Incentives

C5.1 Performance or Safety Goals: Are safety-related performance or safety goals set? If goals are set, provide some examples and explain how those goals were determined. How frequently are they reassessed? What happens when goals are achieved (and not achieved)? (An example of a safety performance goal might be “100% of workers observed correctly used a ladder when working at heights.”)

Safety related performance goals are set on a yearly basis and are directly linked to Costain’s Safety, Health and Environmental Strategy for the year. The current strategy is in its 3rd year and identifies 4 enablers to achieve the overall goal of ‘achieving a step change in performance.’ One of the enablers identified is ‘Behaviour’.

C5.1 Four Enablers of the SHE Strategy

Figure 13

Below are the targets for 2018 which are split into the following headings; Learning, Leadership, Positive SHE Behaviours, Communication and Halving Harm Outcomes. Again, behaviour is used as a key heading within the 2018 targets which demonstrates that it is a core element of how Costain improves its safety performance.

Company ‒ Program

Figure 14

Performance against these objectives is measured on a monthly basis in SHE meetings and BMTeam meetings. When goals are not achieved, they will be discussed in detail to establish what remedial action can be taken and where to put action plans in place.

Company ‒ Program

C5.2 Integration of goals with other Organizational Priorities: Are performance or safety goals for behavioral pinpoints integrated with other organization-wide safety initiatives or organizational processes (e.g., discussion of safety priorities in management meetings, training, and other strategy meetings)? Are performance or safety goals set for personnel at other levels of the organization such as supervisors and managers? Provide examples.

The development of new safety initiatives and organizational processes need to demonstrate how they support the 2016-18 SHE Strategy and the objectives for that calendar year. This is so that the business remains focused on achieving the goals specified and improving overall performance rather than at a local or individual level. The way that this is managed is through 1:1’s, Costain’s Performance and Development Review (PDR) process. Once strategic goals and objectives are set, these are cascaded through the business and targets set that are appropriate to the level of the worker involved. Below is an example of what this may look like in relation to Costain demonstrating positive SHE behaviours all of the time:

For example regarding 2018 Action: All Contracts to undergo a Deep Dive Review on RAMS compliance

 Group Operations Director – task SHE Sector Directors with creating an audit schedule on sector contracts for Deep Dive Review on RAMS  Sector SHE Manager – devise central audit schedule to incorporate Deep Dive Review of RAMS  Project SHE Directors and Managers – complete cross contract audits as per schedule and record results  Project SHE Managers - create a schedule for RAMS review with relevant project departments  Project SHE Advisors – undertake RAMS review and record actions  Project Engineers – participate in RAMS review in area of work and complete close out actions within timescales specified  Project Supervisors – complete a Point of Work (POW) Risk Assessment at the start of each shift and feedback findings to Project Engineer and SHE Supervisor if amendments to the RAMS are required.  Project Operatives – take part in POW Risk Assessment and report and hazards / concerns to Supervisor

Group Operations Director – task SHE Sector Directors with creating an audit schedule on sector contracts for Deep Dive Review on RAMS.

C5.3 Incentives: Are incentives (e.g., rewards, prizes, or awards) used? If so, describe these incentives and their intended purpose? Describe how the effectiveness of incentives is evaluated, and how are misuses or abuses are prevented?

Rewards, prizes, celebrations or awards are provided at a corporate and contract level. For example at Group Level an anual awards ceremony takes place. On project level it is down to the team to decide their scheme. The intended purpose is to encourage engagement with our workforce, and act upon issues raised. As workers are encouraged to submit and be recognised for both positive or improvement suggestions, it is fair and balanced. Often rewards may be a free breakfast, donation to charity, vouchers for stores or a certificate.

Figure 15

Company ‒ Program

Figure 16

Effectiveness is gauged by workforce participation and improvements made on site

C6. Effective Performance Feedback and Communication

C6.1 Describe all the ways safety and health information and performance feedback are provided to workers (e.g., safety briefings, meetings, poster, flyers, one-on-one interactions, etc.). Note whether performance feedback is positive and/or negative, and whether it is provided immediately or in a timely fashion. Provide examples.

There are various ways in which feedback is provided to the workers. Some include PowerPoints, feedback Friday allows one site to feedback to supervisors and operatives at the end of the week about the most common and serious observation from that week, there are toolbox talks about observations such the correct wearing of PPE, Appendix Ref: E8 Head wear Appendix Ref: E9 Thank you Appendix Ref: E10 Incident notification

You Said We Did boards provide faster feedback to the operatives about the actions taken in response to the observations they have submitted. Safety alerts are created for the more serious incidents such as near misses, which allows operatives to see what has happened on site.

C6.2 How are safety concerns (identified either by workers or by the safety team) communicated to workers? How are concerns followed up? How are corrective actions shared with the workers? Provide recent examples.

Safety concerns identified by the workers or safety team can be recorded in the formal manner, through observation cards as mentioned, they may also be raised verbally in a discussion with a supervisor, and during a start of shift session, when a supervisor may ask the question “what might go wrong today?” Other health and wellbeing concerns were identified and as a follow up the project arranged for a free GP and Dentist service.

Company ‒ Program

Figure 17 Concerns can also be identified through Climate surveys Appendix Ref: E11 Site welfare. The results were surprising, but talking through through the feedback with the operatives of the supply chain, the project was able to establish that the concern related to parking vehicles some 800 m from where their plant and machinery was located. The operatives had to walk along a path, which in the rain was muddy and then sit in their vehicles for most of the day, wet and muddy. Once this was clearly pinpointed the project team made a small car parking area nearer the plant and machinery.

C6.3 Is the quality of safety and health communication and performance feedback evaluated? If so, how, how often, and by whom? Do not enter individual names. Note that “quality” here means the amount of useful information, level details, and the manner or style (positive versus negative) in which the feedback is presented by the safety team member.

Climate surveys can be used gain feedback about the quality of safety communication and also at SHE Forums with a balance of what is working well and what could be improved. Appendix Ref: E11 What is working, needs improving

Company ‒ Program

C7. Evidence of Program Effectiveness

C7.1 Impact on Lagging Indicators: What is the impact of the behavioral safety program on lagging safety and health measures, such as injury rate, time off work, etc.? What are the contributing or influencing factors, program or organization changes, or leadership changes that correspond to significant treads? If possible, describe the impact of behavioral safety program on other business-related metrics such as productivity, quality, profits/losses, workers compensation costs, etc. Graphs supporting this description should be inserted in C7.2. Also provide graphs showing lagging safety and health-related measures mentioned in Section C7.1. At minimum, provide a graph of data on OSHA recordable injuries for your company and the industry average across a minimum of 3 years. It is helpful and more informative to show these data across more than 3 years from original inception of the behavioral safety program and through any and all later changes to the program or company. The impact on other measures such as time off work, productivity, workers compensation claims/premiums, etc., should be presented in similar graphs. Properly title, number, and label each graph and either paste them below or attach them to Section E: Attachments and Other Supporting Documents.

Figure 18 Lagging SHE Metrics

AFR, LTI & HiPo

50,000,000 0.36 0.32 40,000,000 0.28 0.24 30,000,000 0.20 0.16 20,000,000 0.12 10,000,000 0.08 0.04 0 0.00 2014 2015 2016 2017

Hours AFR LTI HIPO

Our lagging SHE metrics have continued to show a year on year improvement, this is despite a year on year increase in the number of hours worked across our business. These figures include everyone who works on our Projects or in our offices and equates to approximately 22,000 people working for us each day.

The AFR is becoming a statistically insignificant number, in 2017 there were only 36 incidents recorded under this category, which when you consider that there are 22,000 people working each day for Costain equates to a fact that you are 99.84% likely to leave work from Costain without having a RIDDOR Injury.

This is why we are now starting to focus on Lost Time Injury Ratio (LTI), All Accident Frequency Ratio and High Potential Ratio (HIPO). All of the ratio’s are calculated by the Formula No. of Incidents x 100,000 / Hours worked.

All of these ratios are showing a positive downward trend

Company ‒ Program

AAFR 2.50

2.00

1.50

1.00

0.50

0.00 2014 2015 2016 2017

AAFR

The AAFR is particularly interesting as it shows a significant reduction in all injuries, which include things such as paper cuts. Figure 19 AAFR trend

C7.2 What is the impact of the behavioral safety program on leading safety and health measures, such as at-risk behaviors, pinpoints, unsafe conditions, and near misses? What are the major contributing or influencing factors, program or organization changes, or leadership changes that may have contributed to significant trends or change points? Also provide graphs showing leading safety processes measures. Properly title, number, and label each graph and either paste them into the text box below or attach them to Section E: Attachments and Other Supporting Documents.

We focus on numerous leading indicators which are included in our Group Dashboards, these demonstrably show an improvement in our performance whilst at the same time our business has significantly grown.

The Behavioural Safety Programme pays specific attention to the level of our Hazard and Safety Observation Data as leading Metrics which we wrap up into a CBS Score. Our combined Hazard and Safety Observation data show a year on year improvement.

Hazard & SHE Observations

50,000,000 250

40,000,000 200

30,000,000 150

20,000,000 100

10,000,000 50

0 0 2014 2015 2016 2017

Hours Hazard & SHE Obs

Figure 20 Hazard and SHE Observations

Company ‒ Program

C8. Continuous Improvement and Succession Plans

C8.1 Program Improvements: Describe the origins of the program and a timeline of major changes to the program over the years. What recent steps have been taken to improve the behavioral safety program? Describe any changes or improvements currently being considered or planned.

Figure 21

The origins of the programme began in 2005 when two of our large Framework Projects, 4D and UU, both with a 5- year programme of work ahead of them, piloted two Behavioural Based Safety Programmes, the results over the following years showed a significant impact on the Frameworks Safety performance which helped to deliver an improved safety performance at group level.

In 2008, it was decided to commence adopting a behavioural approach to safety across the wider business and training started to be rolled out.

In 2010 Costain a dedicated Costain Behavioural Safety (CBS) Delivery Manager to give CBS a focal point, build on its success, and deliver a step change to safety performance. We were confident that our systems and procedures were robust as we had accreditations and audits to verify this, however our performance was varied which lead us to the conclusion that we needed something to address our people’s behaviour.

Since that time the team has increased from 4 to 12 members. A planned change in our responsibilities last year was to assign members of the BMTeam to specific SHE Managers and specific sectors.

Appendix Ref: 12 Sector alignment

C8.2 Continuous Improvement Plan: Has a continuous improvement plan for the behavioral safety program been formally proposed or implemented? If so, describe this plan and provide examples of program improvements or corrective actions that have been implemented based on the continuous improvement plan. How have these improvements or corrective actions been documented?

Company ‒ Program

The BMTeam review the coursework and delivery material every 3 years. This is usually carried out during a team meeting. Last year the method and style of coursework that the delegates complete was part of a workshop in the BMTeam meeting. This lead to new improvements ranging from which books the delegates would read as supplementary information to the taught modules, through to a new way of reviewing the final submitted BIP. We have also introduced Talking Hands technology, called How to Complete a BIP, which is sent to the delegates after their Improvement Plan module, to help them prepare their final BIP. There are also working groups within the BMTeam established to improve our offering, the latest being Climate Surveys. All project and improvements worked are logged on the Team Matrix and Responsibilities document.

C8.3 Succession Planning: Has a succession plan for members of the safety team been proposed or implemented? If so, describe this plan. Does the succession plan address potential changes in other company leaders or members of management? Note especially any leadership changes that have occurred recently, and how those changes impacted the operation and effectiveness of the behavioral safety program.

In 2013 there were 4 members within the Behavioural Management Team. In 2015 the team had increased to 7 and as part of the expansion, new roles were established of Senior Behavioural Management Consultant and Delivery Manager. By 2017 the team had increased to 9 team members and further roles of CBS coach, Practitioner were established. In 2017 the Director of Behavioural Management was promoted to Group SHE Operations & Behavioural Management Director, and as part of succession planning the Senior Behavioural Management Consultant was promoted to the Director of Behavioural Management.

Our 121’s and Performance Reviews also enable discussions to take place regarding future Career Development, and our MyLearning system allows these along with our CV’s to be formally documented. All promotions to date have been internal within the existing team.

C9. Extended Applications of Behavioral Technologies

C9.1 Other Applications of Behavioral Technologies: Has the use of behavioral technologies (e.g., goal setting, conducting observations, providing feedback) been explored or implemented with other operations or priorities (e.g., productivity, quality) within the company? If so, describe these applications.

As part of the programme, we now offer Cultural Behavioural Management courses. In these sessions, we may work with delegates from design, finance, accounting, buyers, quantity surveyors, systems coordinators, traffic management planners and many more, who have a key impact on the work packages that are sent to site, or the environment that is created. As part of their BIPs they are working with their own teams, to set goals, set an expectation on performance, measure against that performance and provide feedback. This recognises that although they may not be the Agent or Supervisor, the part they play in helping the site teams perform is crucial.

Other extended applications include:

IT Security

In 2017, Costain’s Business Systems Group adopted behavioural principles to information security. Due to the increasing requirement for remote working as well as imminent threats to national security, Costain recognised that it needed to support the workforce in understanding what behaviours they needed to adopt in order to protect business assets. An interactive online training module was developed to grant each user a ‘Costain Data Security Licence’.

This focused on a few critical behaviours that would protect the business and included video case studies featuring members of our workforce discussing real life examples of what had happened to them. The training demonstrated scenarios such as losing your company phone or laptop and the dangers associated with letting unauthorised visitors into the office environment.

At the end of the module delegates are required to complete a short test based on the content of the module. Line managers are notified of the completion of the module via email and the results are discussed by the delegate and their line manager. This is to demonstrate the importance of the course content. To further demonstrate its importance, non-completion of the module would result in the relevant executive board member being notified of the non-completion, and the suspension of the delegates IT account.

Company ‒ Program

Quality

In 2016, members of the team worked with the Quality Team at London Bridge Station to develop a bespoke Behavioural Quality Course. This was due to a realisation that there was a large amount of rework taking place as the programme headed towards completion. To understand the issues before the course started, members of the BMTeam undertook a gap analysis workshop to identify desired behaviours and current behaviours. These examples were then integrated into the course modules so that the delegates could explore what was preventing the desired behaviours from occurring within their working environment and formulate Behavioural Improvement Plans (BIP) to try and rectify any failings.

Frontline Managers and Supervisors Forum

Costain’s Group SHE Operations & Behavioural Management Director runs Frontline Managers and Supervisors Forum made up of 10 people from across the business. The members of the forum are generally at Works Superintendent level and manage large teams of supervisors on some of Costain’s largest contracts across the various sectors. The intention of the forum is to identify the key behaviours that are required of the Frontline Managers and Supervisors and identify behaviourally sound solutions in response to some of the challenges faced in this role.

BIPS

The worksheets for coursework between the modules have been altered to help to focus the delegates on environmental changes and consequences in addition to changing antecedents. By practising these techniques in the early stages of the course we have noticed a progression from antecedents being used as the basis of behaviour change to the application of consequences in the final BIP assessments. This has been shown to improve both home and social relationships as the BIP below demonstrates, and work based results.

Company ‒ Program

Figure 22

Company ‒ Program

Figure 23

As well as the use of BIPs to drive business improvement within Costain, the technique of ABC analysis is starting to be used to help further understand incidents and high potential events. An example of where this was used recently was at London Bridge Station where a door fitter received a reportable injury to his hand.

Company ‒ Program

BMTeam Services and Offerings

The BMTeam provide ongoing support in terms of implementation both on a contract and an individual level. Increasingly, the BMTeam has been asked to support with contract behavioural improvement plans (BIPs), climate surveys, work winning, as well as support between modules when delegates may need some assistance with their course assessment BIPs and online work. A recent example of this has been to conduct some depth interviews with supervisors and operatives on the Enabling Works Contract for HS2 about options for flexible working on site. This increased demand for behavioural support is a key reason for the ongoing expansion of the BMTeam.

The move from Behavioural Safety to Behavioural Management has demonstrated that the application of behavioural science can be utilised across the Costain business and is applicable to all job roles. There are people within our business who have been on our courses multiple times and continue to learn new skills from each block of training. The business also maintains and responds to central enquiries for this training from members of the workforce who wish to attend but do not have access to the training on their particular contract. This has resulted in the introduction of central courses held at our Maidenhead, London and Manchester locations in addition to the contract specific courses that are run.

C10. Corporate Responsibility and Outreach

C10.1 Transparency of Safety Processes: Are safety processes and related initiatives transparent and reported to the workforce? ...to the public? Provide examples of safety-related information that is described or disclosed through internal and external (public) communications.

The Costain Way” is our Business System which was rolled out and operates across the Costain Group. This system has all guidance for “What we do”, “ How we do it”, “How we manage our business”, “Working for costain”. With the search facility, employees are able to enter the process they want to find and obtain the latest version.

Figure 24

In addition to the safety notice boards we also have CosTeam site where all alerts, briefings and information packs are stored.

Company ‒ Program

We also have a news page on our external website, that both the public and workforce can access

Figure 25

C10.2 Transparency of Safety Outcomes: Are successes and failures of the safety processes shared with the workforce? Are these successes and failures also shared with company partners, contractors, and temporary workers? Are successes and failures shared company-wide and industry-wide? Provide examples of successes and/or failures that have been shared.

Successes and failures of safety processes can be shared with the workforce by means of specific briefings, safety stand downs, toolbox talks, SHE committee meeting and many more depending upon the project.

Successes include

Figure 26

Company ‒ Program

C10.3 Promotion of Behavioral Safety: How are company partners, contractors, and temporary workers encouraged to adopt behavioral safety technologies and other safety-related best practices? Provide examples.

Costain has recently undertaken its 9th intake of the Supply Chain Academy (SCA). The Supply Chain Academy started in 2012 and was created to provide Small and Medium Enterprises (SMEs) within our Supply Chain an awareness of what we expect from our suppliers as well as providing them with a chance to learn more about how we do business. Since the start of the SCA, CBS has had a module within the programme which has been attended by representatives from 140 businesses. Workers from our supply chain have also attended CBS courses that have been delivered at the site where they are working.

Behavioural considerations at procurement stage is becoming more commonplace, ensuring that proposed teams being put forward by the Supply Chain to work on our projects display the ability to collaborate. The rail sector operates a balanced score card approach which takes more than just price in to consideration when letting work.

C10.4 Industry Outreach: Has the company promoted the use of behavioral safety industry-wide? If so, describe and provide examples.

The company has promoted the use of behavioural science through presentations at the Institute of Chartered Engineers (ICE) Behavioural Safety Now, ABAI, IOSH, APM. The team have presented during clients’ safety days, (Drax), and Graduate Inductions at Tarmac.

C10.5 Research: How has the company supported or collaborated with safety researchers or safety professionals to help advance safety science and best practices? Provide examples of research projects or other kinds of support.

The Behavioural Management team are in the early days of potential collaboration with the University of Reno. The aim is to explore the possibility for team members to complete a Post-Graduate Diploma in Behavioural Science. This is in very early stages of discussions.

End of Section C

Company ‒ Program

SECTION D. Other Safety Initiatives and Accomplishments

Use this section to list and describe any significant event(s) related to the establishment, maintenance, or change to your behavioral safety program over the years (not covered in previous sections) that may illustrate specific challenges that were faced and how these challenges were met. Also, include any safety initiatives and accomplishments not directly related to the behavioral safety program. Examples can include other site-specific or company-wide safety campaigns, industry awards, ISO or ANSI certifications, OSHA VVP certification, etc. Use as much space as is necessary.

The CBS programme within Costain has remained true to its inception. The theory and scientific application remain constant. The method in which this is delivered may change to keep it fresh, for example new images, case studies, videos, activities, workbooks. The main changes occur when Costain are part of a joint venture. In these instances, leaders from the joint ventures meet in advance of the project start, and agree a blended approach. One such approach is highlighted below.

Blended Safety Programme

BSIF is the behavioural based safety programme that combines the Costain Behavioural Science (CBS “Be Safe”) and Skanska’s Injury Free Environment (IFE “Injury Free”) programme. This approach applies behavioural analysis to the things we do every day, to understand how we can make things go right and learn when they don’t go as expected. This blended application helps to ensure collaborative working and values the principles of a joint approach.

BSIF overview of the leadership through to operative roll out

Figure 27

Company ‒ Program

Example of BSIF using pre-start ABC analysis

Figure 28

And year end performance data

Figure 29

Company ‒ Program

Accomplishments

 Group AFR of 0.07 from 49m hours worked  The CBS programme and reduction in the AFR has helped contribute to a 20% reduction in our insurance premiums.  18 RoSPA Awards in 2017 o Patron’s Award (1) Costain Oil & Gas (26 Golds) o President’s Award (1) o President’s Awards are presented to organisations which have achieved a minimum of TEN consecutive Gold Awards o Gold Medals (2) o Gold (8) o Silver (4) o Bronze (2)

 RoSPA Patron’s Award – news release July 2017 below

Costain recently received the highest-level achievement award from the Royal Society for the Prevention of Accidents (RoSPA) which recognises organisations who have achieved an exemplary record of 25 plus years of consecutive RoSPA gold awards.

The Patron’s award, launched this year, was presented to the oil and gas sector after achieving 26 consecutive gold awards. As RoSPA gold award winners, the Company achieved a very high level of performance, demonstrating well developed occupational health and safety management systems and culture, outstanding control of risk and very low levels of error, harm and loss.

End of Section D

Company ‒ Program

SECTION E. Attachments and Other Supporting Documents

Insert or attach all supporting documents and information here. Use as much space as is necessary. Include documents such as your observation checklist or score card, data graphs, training materials, or any document requested in the previous sections. Label each attachment with E1, E2, E3, a title, and a brief description.

Sent on a separate pdf

E1 Feedback on booklet

E2 Attendance, minutes and actions

E3 Director engagement tour report

E4 Director email feedback

E5 CBS Score

E6 Observation checklist

E7 Operatives Course Overview

E8 Head wear

E9 Weekly report

E10 Incident notification

E11 Site welfare climate survey response

E12 Sector alignment

End of Section E

Company ‒ Program

SECTION F. Signature Page

Note: Submission of the Program Description and Accreditation Application will be considered complete only with the following signatures.

The undersigned, as designated and authorized representatives of the applicant organization, Company ‒ Program, hereby, affirm or agree to the following: 1. The information provided in the Program Description and Accreditation Application form is accurate to the best of your knowledge; 2. The Cambridge Center for Behavioral Studies (CCBS) and its Commissioners will be indemnified and held harmless from and against any liability that may follow from the certification or accreditation process, including the grant or denial of certification or accreditation; 3. The terms of certification or accreditation, if granted, shall be for the period for which the program was reviewed, subject to ongoing review and compliance with any rules of CCBS for continuing certification or accreditation; 4. CCBS, in its sole discretion, may or may not publish or post on its website information regarding your program, including information submitted in this Program Description and Accreditation Application form.

F1. Behavioral Safety Coordinator or Director:

Click here to enter name and title. Signature and Date

F2. Safety Professional, Officer, or Director:

Click here to enter name and title. Signature and Date

F3. Site Manager or Executive

Click here to enter name and title. Signature and Date

End of Section F