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HMNB Clyde Health and Safety Report 2009-10

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HMNB Clyde Health and Safety Report 2009-10 HM Naval Base Clyde I I Health & Safety Annual Report Safety, Health, Environment & Fire 2009/10 Progressing Positive, Pro-active Safety Culture During 2009/10 we made good progress In reallslng our Heallh and Safety objectives. which were bui~ on previous learning and improvement. and continued towards our ambition of ensuring that every person entering HMNB Clyde goes "home sate. every day·. • Our processes and procedures continued to be sharpened to reftect best practice. • All areas now hove robust. maturing Heallh and Safety improvement plans and we continue to challenge so that there is no place for complacency. • We put a special focus on Alcohol and Drugs through a tailored wellbeing programme. • We continued to invest in developing "leaders of Safety' through our IIF Programme which is the backbone of our behavioural approoch to solely • We encouraged one of the most comprehensive independent Peer reviews ever conducted at HMNB Clyde. A group of specialists from other sectors of the nuclear industry and representatives of regulatory organisations were invited to assess ou organisation and arrangements against their best practice and learning. Their report was positive and we are taking forward suggestions on further improving our safety performance. • To reach audiences Internally and externally. we organised or took port In events such as exhibitions and Road shows demonstrating our commilment to a positive safety culture. During the year under review. we finalised our new Solely Slrategy which sets out our long term objectives on Safety. Environment. Nuclear and Social practices that should be expected of the Base. For 2011/12 our objectives wUI be prloritised to ensure the highest of standards in improvement measures. HMNB Clyde is to become the Submarine Centre of Specialisation. This will result in a greater focus on Fleet Time Operational activities. We are committed to ensuring that a positive and proactive safety culture is integral to the operational capabilities that will sustain this Increased status of HMNB Clyde. ·' - HM tla vc: &xu Oyrlt~ 1-<€:-ar.t- &, ':':-oT8t'.' ;-'\.sl:",iJ<J! R~•y1 'E-XJ9/ i0 Contents 6. Occupational Health - Babcock 6.1 Treatments 6.2 Work Place Vis~s 6.3 Health Assessment /Surveillance 1. Introduction 6.4 Physiotherapy 1.1 Performance Against Objectives &Targets (2009/2010) 6.5 Health Promotion 1.2 CoSHH Management System 6.6 Counselling 1.3 Health & Safety Exhlb~ion 1.4 VISitor & Contractor Induction Centre (VCIC) & Control of Contractors 1.5 lnduclion video 1.6 Hea~h & Safety Web.~e 7. Occupational Health - Mod 1.7 Incident & Injury Free" Programme (IIF") 7.1 Noise at Work 1.8 Apprentice Uaison 7.2 First-Aid Training Outputs 1.9 Personal Protec~ve Equipment (PPE) Review 7.3 Statutory Medicals & Health Surveillance 1.10 Industrial Best Pracfice Workshops (Trade Union Benchmarking) 7.4 Health Promotion 1.11 AccidentToolkit 7.5 Departmental Activity statistics 1.12 Risk Assessment Fleet production 7.6 Control of Substances Hazardous to Health (COSHHl 7_7 Noise & Vibration 7.8 Dangerous Substances & Explosives Atmospheres. Regulations (DSEAR) 7.9 Other Issues 2. Statistical Analysis 7.10 Statistical Summary of Occupational Hygiene Activities 2. I Injury Accidents 2 2 Comparing 08/09 09!10 2.3 Near Misses 8. Environmental Health 8.1 Food Safety 8.2 Pest Control 3. Nuclear Safety Event Reporting (NSER) 8.3 Port Hea~h 3.1 NSER Process Developments 8.4 Awareness Campaigns 3.2 OperaNonal Feedback. Experience. Reports & Trend Analysis 8.5 Emerging Issues 3.3 NSER statisNcs 2009-2010 8.6 Other Actlvnies 3.4 Break<;lown of the NSER 8.7 Achievement of 2009/2010 Objectives 3.5 Analysis 3.6 Root Causes 9. Qangerous Goods 9.1 Introduction 4. Environment 9.2 Volumes of Dangerous Goods Transported 4.1 Environmental Management System <EMS) Developments 9.3 Material Assessment Centre- Hazardous Waste · 4.2 ISO Certification 9.4 Dangerous Goods Incidents 4.3 Integrated Poftution Preve"tlon & Control (IPPC) 4.4 util~ Policy & Strategy 4.5 European Union <EU) Emissions Trading Scheme <ETS) 4.6 Sulphur Cootent of Fuel Survey 10. Audit & Verification 4.7 Water Environment (Oil Storage) (Scotland) Regulations 2006 4.8 Scotflsh PoUufion Release Inventory (SPRI) 4.9 Environmental Incidents 4.10 Energy & Environment Week 11. Objectives & Targets 2010-2011 4.11 Waste Management 11.1 Introduction 11 .2 Requirements 11.3 Learning & Development 11 .4 Combined Nuclear & Conventional Safety Cu~ure 5. Fire 11 .5 CommunicoHons 5.1 Fire Risk Assessment 11 .6 Process ln~latlves 5.2 Fire incident stafistical Report 11.7 Behavioural Safety 11.8 Environment HM qa-...:l: C'OSe Ciy-:le ~~-:;~t!hc!)3ater-AI"'!I~~21.X.","10 H!\1 Nave! bo;t• C!yd~.:; HEklt'th & S:.Jie!•; /l.nrll. .:t..li R~-?rt XJJ0/10 1. Introduction Produce and Implement an lnduc~on programme for Base employees .Complete Update VCIC Computer Based Training (CBT) package Complele HMNB Clyde is conHnulng to drive a n omblliOus programme of improving safety. Our Challenge on Safety Is shaping a uniform cuHure, embracing everyone who lives. works or visits here and hru Develop and Implement SHEF Training Strategy resu~ed In slgnnicont Improvements In safety performance. From mid 2010-2011 . foliOwlng extensive benchmarking of comparable industries. Brijish Safety Council Stage 1 trorning is being provided in-house for lndustnal staff. Administrators and Specialists. Every objective. task or innlatlve is required to be sustarnable and re~ct our commitment to safety to IOSHManogrng Safely will be provided for all employees who manage people. meet our aspiration for an Incident and injury-free Bose. Our safety initiatives include • Capabiity Clyde. a competency framework AI Tracie Union Safety Representattves to spend a week In Safety Department • Single Event Reporting/Recording A programme of visit~ was scheduled from September. 2010. AI workstations are being fully used. eg intemship and w~h graduates on departmental rotation. • REDF (Radioactive Effluent Disposal Facility) life extension • SHEF Website • Point of Work process Combined Nuclear & Conventional Safety Culture • NARO (Nuclear Accident Response Organisation) response improvement • Environmental drive (a 'Koizan · approach with defined Safety Performance lndiccriors). Establish a Site Confrol Ottlce This has progressed weH and will ·go live' mld 2010/1 I when everyone arriving at the Naval Base will Throughout the year under review. our Incident &.Injury Free" (llf") Programme engaged 4CXXl MoD/ be required to atfend induction training. There will be a facility wherE!' contractors wUI be monitored RN Base personnel. FASFLOT (faslane Flotila) and Babcock employees n ·orientation' Workshops. to enable information to be provided on a daiy basis as to which contractor's ensile. where worlong. More than 150 Supervisors/Team Leaders atfended special Skils Workshops. We started Leaders work being carried out and details of sponsor. of Safety the second Phase of our IIF~ Programme, 85 people were enrolled and a further 300 proacHvely engaged in supporting a programme which empowers local teams and encourages Review and lnnprove Safety PelfOilllalce lnclcators (SPis) rndividuals to take ownership of safety in the11 work areas. We ore continuing to review SP1s to remove unnecessary stcriislical dcrio and to build in more 'Leading Indicators'. especioHy for process safety. Overall we had another successful year in which acddents reduced by 9%. A measure of cu~urol change was a 74% increase in the number of near-accidents reported. demonstrating thcri our people ore more alert to hazards and aware of their surroundings and have engaged in our 'positive' Communication reporting culture. Our challenge for 2010111 is to buid on this success. launch Tlnne Out For Safety (TOFS) Considerable effort he; gone Into benchmarking other industries. II ~ recognised that to be meaningful and have a positive impact on cultural change. printed mcrieriol has to be pertinent to those receiving ~. Before launching across the Bose. a pilot will be introduced in the Fleet and 1.1 Performance against Objectives and Targefs ('2CX'R /201 0) Nuclear ActMtles departments. Upclate SHEF \/Ideo Requirements Complete Develop Heacis at Departments (HoD) Safety Improvement Plans Produce an In-house Lessons Learned video All HoDs have tailored Safety Improvement Plans reflecting the risks in their areas of the business. A video entnled Duncan's story has been produced. This recounts the experiences of an HMNB Clyde employee Injured of home and temporarily blinded in one eye. The video wiD be used in Phase Establish a Just CuHure 2 of the liP' Programme. A Just cunure seeks to encourage people to report errors and Incidents and gives clear guidance on the line between acceptable and unacceptable behaviiour. We ore working with the Trade Unions to Introduce this In 20 I 0/11 . Process lnl11at1ves Complete/Establsh Directorate liP' Safety LecidleOO!p Teems Confrol of Contractors Phase 2. review and Improve vendor assessment process tor Babcock and MoD This progressed extremely wen. Most Directorates now have Ill"' Safety Leadership Teams Simpler forms produced by the procurement team were reviewed by the safety & environmental championing the IIF"' cultural changes. These teams. mainly shop floor workers. are key to dealing deportment which also participated In a working group to Improve the vendor assessment process. w~ issues raised by peers and ore :;upported by local management. the liP" Leodersl'ip Team and As a result. the Clyde Coda of Practlce for Contractors he; been reviewed and amended for the Divisional SHEF Committees. publication/re-issue during 2010/11. Complete rollout of CaSHH Manogement.Programme Learning and Development Complete Deliver an liP' Roadshaw Con~nue to lnnprave reporting of near misses An event Involving the Ill'" team provicled the platform f01 an even more omb~s Roodshaw in In line with our principle of comm~ent to preventing accidents. the success of the near miss lnniative the year ahead.
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