PowerPoint Template Guidelines - CeeD

PowerPoint Template Guidelines - CeeD

Lead to Succeed 28th January 2014 Gerry Moy Agenda Background Lessons from Safety Incident What are we doing strategically thats different Questions Main presentation title can sit on two lines With a further description underneath Agenda Background Lessons from Safety Incident What are we doing strategically thats different Discussion Main presentation title can

sit on two lines With a further description underneath Babcock International Group: In Brief The UKs leading engineering support services organisation Headquartered in London Employing a workforce of Delivering circa

c.26,000 skilled personnel 600 services across six continents Managing customer assets currently worth over 40 billion Established in1891 Annual Revenue over 3.2 billion Order book circa 12 billion

FTSE 100 company listed on London Stock Exchange www.babcockinternational.com A strong history of revenue growth Revenue 2013 2012 2011 2010 2009 2008 2007 2006 2005 2004 2003 3243.5 3070.4 2703.2

1923.4 1915.2 1560.8 993.4 838.3 732.1 438 377.9 M * VT Group acquisition www.babcockinternational.com Strategy and Objectives Group Strategy We are the UKs leading engineering support services company. Our objective is to develop from this position and grow in both the UK and overseas, so delivering superior and sustainable returns for our shareholders. Group Strategic Objectives In order to achieve this, we will focus on the following strategy: Leading market positions

Preferred customer characteristics Customer focused, long-term relationships Integrated engineering and technical expertise Balancing risk and reward Excellent health and safety record www.babcockinternational.com What does Babcock do? www.babcockinternational.com Customers of our Group include: Teach Vital Skills (Education & Training) Manage Critical

Assets (Infrastructure & Equipment) Deliver Complex Programmes Cavendish Nuclear (Programmes & Projects) www.babcockinternational.com Ongoing relationships Our long-term relationships with customers deliver value for both parties 1993 1997 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013

Today www.babcockinternational.com Case Studies: Rail Network Rails largest conventional track renewals contractor, with circa 50% of the market Renewing the countrys vital railway network across Scotland, the North West and East of England Finished top of Network Rails National Contractor League Table for the last two years Paisley Canal Electrification (PaCE ) project An award-winning collaborative electrification project which has set the standard for rail project delivery in Scotland Five miles of track successfully delivered in just 20 weeks three weeks ahead of the original programme Delivered increased train capacity and improved passenger

experience at a cost 60% less than originally budgeted Main presentation title can sit on two lines With a further description underneath Network Rail http://www.safety.networkrail.co.uk/ Main presentation title can sit on two lines With a further description underneath Agenda Background Lessons from Safety Incident

What are we doing strategically thats different Questions Main presentation title can sit on two lines With a further description underneath Start of shift machines under control? Main presentation title can sit on two lines With a further description underneath 2-3 M lifting of CWR rail using sleeper grab banned 2005

Main presentation title can sit on two lines With a further description underneath Supervisor? Main presentation title RCI Disabled can sit on two lines With a further description underneath Exclusion zone?

Main presentation title can sit on two lines With a further description underneath Are we learning.? Familiarity with procedures to point of complacency Ineffective inspection regime Demand, perceived or real, to prioritise production over other matters including safety Vulnerability to human

error Main presentation title can sit on two lines With a further description underneath Piper Alpha 25 years ago The sobering reality is to recognise that the failings identified in the Cullen Report which investigated the disaster, have the potential to cross all industry and geographical boundaries. Irrespective of the views held, the reality is that we should not close our eyes to the potentially detrimental effects of complacency, overfamiliarity, failure to heed warnings from the workforce and ineffective inspection regimes. Such issues are valid in all industries and work locations. Main presentation title

can sit on two lines With a further description underneath Lessons from Hope Incident Key Performance Indicators Cultures & Behaviours Risk Identification Fatigue Management Safety Responsibilities Main presentation title can sit on two lines With a further description underneath Accident Ratio Year end position 12/13 ?

4(1) 7(3) 63(30) 829 Fatality Major Injury (RIDDOR) Over 7 day Injury (RIDDOR) Minor Accidents Close Call Statistics show performance is consistent with Main presentation title last years level can sit on two lines With a further description underneath (Contractors injuries in brackets)

1. Key Performance Indicators Ensure that you have appropriate KPIs to measure performance Test these, objectively and regularly Understand and act on trends and findings Review the effectiveness of existing tours and inspections process and investigate the proposal to set up a team of dedicated site inspectors/auditors who do nothing but visit sites, comment on safety and draw the site leaders and managements attention to poor behaviour / bad practices / unsafe issues Main presentation title can sit on two lines With a further description underneath 2. Culture & Behaviours

Current training programmes, and competency assessments, are not enough in themselves More thought and effort is required to measure and change culture Complacency led to erosion of standards and good practice On wider investigation there were areas where good practices and adherence to rules were shown inconsistency across company Zero tolerance applied to knowingly breaking rules. Especially life saving rules A Just Culture can/must also have consequences! In conjunction with Network Rail undertake a formal industry wide investigation into the behavioural and cultural issues that impact on delivery activities and are underpinned by the perception that production is king and challenging unsafe acts is career limiting Main presentation title can sit on two lines

With a further description underneath 3. Risk Identification & Management Risk management is not a cut and paste exercise Risks awareness and assessment should be done progressively through project life cycle with a focus on the planning stage If point of work assessments are allowed during work, then the application and checking of this process needs to be rigorous Engineering trains were usually late on site. Contingency plans were not clear what actions to take. On the night trains were 1 hour late. Main presentation title can sit on two lines With a further description underneath 4. Fatigue Management

Position Employer Risk Score on 07.03.13 % Increase in likelihood of having an accident Signalling Technician Babcock 2.34 134 % MC Morsons

2.10 110 % RRV Operator Quattro 2.70 127 % Signalling Technician Babcock 1.07 7% Signalling COSS Babcock

Main presentation title can sit on two lines With a further description underneath 1.30 3% 4. Fatigue Management The management of fatigue needs to be more effective (In Babcock) Current tools may not be user friendly Review roster programme against bar chart deliverables using the HSE Fatigue Risk Management Tool to develop management arrangements to control staff fatigue Main presentation title

can sit on two lines With a further description underneath 5. Safety Responsibilities Clear definition of safety responsibilities are required Although important on site, needs to be understood right through organisation Main presentation title can sit on two lines With a further description underneath Post Incident - Trends 25

21 20 20 15 10 9 8 5 0 March 8 11 9 Close Calls Incidents 4

Main presentation title can sit on two lines With a further description underneath April May June AFR Performance Main presentation title can sit on two lines With a further description underneath Agenda

Background Lessons from Safety Incident What are we doing strategically thats different Questions Main presentation title can sit on two lines With a further description underneath Lead to Succeed - Aim To analyse and make recommendations to improve leadership and management behaviours and practices to ensure they deliver the level of business operational performance required within a successful and high achieving private sector rail company. Main presentation title can sit on two

lines With a further description underneath In partnership with What We Asked The Depot To Do Help to establish Leadership Excellence throughout the business Determine the culture of shared values and norms within Preston Depot and its impact on its systems and approach to leadership, identify shortfalls and initiate interventions and solutions. Determine the necessary leadership competence in cooperation with supervisory and management personnel responsible for work-site planning and delivery, identify shortfalls and initiate interventions and solutions. Identify and analyse the management systems (policies, processes, procedures and practices) and resources needed for the successful delivery of operational work-sites and their application throughout the depot, identify shortfalls and initiate interventions and solutions. Main presentation title

can sit on two lines With a further description underneath In partnership with The basic Model Policy, Process, Procedure, Practice Management Shared values & accepted norms Culture Skills & Behaviour Leadership

Operational Performance (Safety & Production) Main presentation title John Kotters Model can sit on two lines With a further description underneath In partnership with What We Did Step1 Step2 OBSERVATION Between 13 & 28 Aug 2013 Step 3

FOCUS GROUPS Between 2 & 25 Sept 2013 WHAT GOOD LOOKS LIKE 29 & 31 July 2013 Main presentation REPORT TO BOARD title Step 4 08 Oct 2013 can sit on two lines With a further description underneath In partnership with Culture Quick Win Readily Won Develop to Win

Findings & Aggregated Solutions Safety Finance Cooperation Evolution Safety Built into Plans Commercial Inclusion Job Status Reviews Management Support Plan Sponsors Mtgs Tactics

Suggestions & Awards The Babcock Way Safety Behaviours Statistics: 9 findings 18 recommendations COSS Action Plan NWR Partner Workshop Main presentation title can sit on two lines With a further description underneath

Babcock Way Roadshow Behaviour Safety Sessions COSS Re-Training First Line Leader Training Workshop with Commercial In partnership with Senior DM Leader Programme

Collaborative Working Development Recommended External Requirements Critical Impact PD & NWR Partnering Workshop Behavioural Safety Sessions Re-Training of COSSs Revised First Line Leader Course Snr Depot Management Leadership Programme Mid-Management ILM Training Course Mid-Management ILM Training Course BR Track Senior Team; PD SRM; PD RMs Perfect Process; Commercial; Sponsor Mtgs; Workbank; NDS; Plant; Change Control; Alignment; Design All PD Staff Internal PSI training; Safety Day sessions; On-Track coaching of leaders Current BR COSS trained personnel & consider sponsoring Agency COSSs

Briefing; Challenging; Assessment Supervisors, Gangers & SIT Active Safety Leadership Ops Managers; SRM, RMs Setting Objectives; Performance Management; Active Leadership; Track & Monitor SMs ILM Accredited Role Base Capability Training Main presentation title can sit on two lines With a further description underneath SMs ILM Accredited Role Base Capability Training In partnership with Leadership Quick Win Readily Won Develop to Win

Findings & Aggregated Solutions Reaction Delegation Motivation Comms Workbank Turbulence Mid-Term Vacuum Leadership Time Whiteboard Mtgs On-Site Teamwork

Gaps & Duplication BR versus Agency Men Briefings & Handovers Low SM Morale NWR Client Criticism Statistics: 13 findings 21 recommendations PD Vision & Floor Chats Safety Comms & EC NWR Partner

Workshop Main presentation title can sit on two lines With a further description underneath End-to-End Process Re-Launch Senior Leader Programme MidManagement ILM Training First Line Leader Training

Aide-Memoire Workshop Safety Comms TTT In partnership with Behaviours Competency Matrix Safety Lens Main presentation title can sit on two lines With a further description underneath Critical Next Steps 1. A detailed development action plan within Preston Depot

2. The design & delivery of specific development activities with Preston Depot 3. The transplant of the flagship L2S initiative to the next Babcock Rail Depot Main presentation title can sit on two lines With a further description underneath In partnership with Discussion Main presentation title can sit on two lines With a further description underneath

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