CambridgeCenterforBehavioralStudies|CommissiononAccreditationofBehavioralSafety 1
CambridgeCenterforBehavioralStudiesAccreditationSiteVisitReportTo:ClaireFryerCostainHouseVanwellBusinessParkMaidenheadBerkshireSL64UBUnitedKingdom
April8,2018CommissiononBehavioralSafetyAccreditationCambridgeCenterforBehavioralStudies(CCBS)P.O.Box7067CummingsCenterSuite340FBeverly,MA01915Reviewers: TimothyD.Ludwig,Ph.D.(ReviewChairperson)
AngelicaLebbon,Ph.D.(ReviewCommissioner)CambridgeCenterforBehavioralStudies(CCBS)MissionToadvance the scientific studyof behaviorand itshumaneapplication to the solutionofpracticalproblems,includingthepreventionandreliefofhumansuffering.
CambridgeCenterforBehavioralStudies|CommissiononAccreditationofBehavioralSafety 2
ACCREDITATIONDECISIONThe Cambridge Center for Behavioral Studies’ Commission on Behavioral Safety Accreditationreviewed the Costain application for Re-Accreditation and performed a site visit. Based on datareflectingexemplarysafetyperformanceandsupportedbyobservationsduringourvisittosampleprojects, Dr. Ludwig and Dr. Lebbon found that the Costain Cultural Behavioural Safety (CBS)programmeets the 3 basic criteria of the Commission onBehavioral Applications forBehavioralSafetyAccreditation:1)it isabehavioralprocess,2)theprocesshashadavisiblepositiveimpactonsafetyperformance,and3)theprocesshasproducedsustainedpositiveperformanceover3ormoreyears.TheCommission site visitors recommended to theCommission that that theCostainCulturalBehavioralSafetyProgrambeRe-Accreditedat thePlatinumLevel foraperiodof threeyears.ThismotionwasapprovedbytheCommissionunanimouslyonMay10,2018.TheCambridgeCenterforBehavioralStudiesRe-AccreditsCostainCulturalBehaviouralSafety(programfortheperiodofthreeyears(May2018–May2021).
TableofContents
ACCREDITATIONDECISION..................................................................................................................................................2OVERVIEW....................................................................................................................................................................3Strengths.............................................................................................................................................................................4Recommendations...........................................................................................................................................................5
SAFETYPERFORMANCE..........................................................................................................................................................5ACCREDITATIONSTANDARDSREVIEW..........................................................................................................................8
SAFETYTEAM..................................................................................................................................................................8MANAGEMENTSUPPORTANDENGAGEMENT........................................................................................................10WORKERKNOWLEDGE,SKILLS,ANDINVOLVEMENT...........................................................................................13RISKANALYSIS,PINPOINTING,ANDBEHAVIORALOBSERVATIONS...................................................................14GOALSETTINGANDINCENTIVES..............................................................................................................................18EFFECTIVECOMMUNICATIONANDPERFORMANCEFEEDBACK..........................................................................19CONTINUOUSIMPROVEMENT(CI)ANDSUCCESSIONPLANS..............................................................................21EXTENDEDAPPLICATIONSOFBEHAVIORALTECHNOLOGIES..............................................................................23CORPORATERESPONSIBILITYANDOUTREACH......................................................................................................24
SAMPLINGMETHODOLOGYOFCOSTAIN’SCULTURALBEHAVIORALSAFETYPROGRAMREVIEW..............................27ReviewItinerary............................................................................................................................................................27
CambridgeCenterforBehavioralStudies|CommissiononAccreditationofBehavioralSafety 3
OVERVIEWThephilosophyandstrengthofCostain’sCBSsystemistheactivemanagementofmultiplelevelsofriskcontrolthroughconstantantecedentdeliveryviasafetymanagementsystemsandinterlockingconsequence delivery throughout the management hierarchy ultimately producing an on-thegroundenvironmenttodiscriminateandshapethesafebehaviorsoftheirconstructionoperators.Inshort,theyexcelindesigningtheworkerenvironmenttopromotesafeperformance.CostainLtd.isanengineeringsolutionsproviderthatprovidesadiverserangeofservicestotheirclients. The company delivers projects from the design phase, through contracting andconstruction, to ongoing maintenance, demolition, and re-designs. Projects are delivered byCostain’sworkforcebutmorelikelybycontractedworkforceswhereCostainservesastheGeneralContractor.CostainhascontinuedtogrowsinceCCBS’initialreviewstoover4000employeesandasmanyas20,000subcontractoroperators.ProjectswithinCostain’stwoOperatingDivisions(Infrastructure&NaturalResources)containingmajorSectors(Infrastructure:Highways,Rail,Nuclear;NaturalResources:Water,Power,Oil&Gas)haveprojectswhoselifecyclespansfromafewmonthstodecadesandphysicallytakeplaceallovertheUnitedKingdom.Further,CostainengagesinanumberofJointVentureswithothercompaniesto deliver larger projects and hasmore recently engaged in allianceswith other companies thatcreatenearindependententities.Costain’s Cultural Behavioral* Safety (CBS) process is led by the Behavior Management Team(BMT)consistingoftwelveBehaviorManagementspecialswhoservethecompanyandit’ssupplychainwithCBStrainingandcoaching.Costain’sSafety,Health,andEnvironment(SHE)Team,madeupofaround180SHEsalariedprofessionalsaretaskedwiththeexecutionoftheSHEmanagementsystemsincludingtheCBSprocess.Inaddition,contractedprojectsareencouragedtodesignateaBehavioralChampionforimplementationofCBSandotherbehavioraltacticson-site.A number of safety management systems make up Costain’s core CBS and larger SHE programbeyond the extensive training and coaching of the BMT. These include Hazard Observations,behavioral “Near Miss” and Positive Observations, Risk Assessment Method Statement (RAMS),ContractTargetedRiskMonitoring,PointofWorkRiskAssessments,ABCPre-StartChecks,andapiloted “Take 5” point-of task risk assessments. Because of the complexity of variablescharacterizingdistinctdifferencesbetweencontractedprojectswithinCostain’songoingportfolioof work, the Project and SHEmanagers have latitude over the specific implementation of thesesafetymanagement systems. Thisoften results indifferentmanifestationsofCostain’sprocessestargeting different risks and hazards across projects. Regardless, performance on thesemanagementsystems ismonitoredbySHEScorecards,CBSRatioscores, “DeepDive”SHEScoredInspections,FrontLineSupervisor(FLS)Assessments,andEngagementToursbyexecutives.*Note:“Behaviour”willbespelled“Behavior”throughthisreport.
CambridgeCenterforBehavioralStudies|CommissiononAccreditationofBehavioralSafety 4
Strengths:• Costain’s historical corporate injury rate that includes incidents within its contractor workforceshows a sustained decrease over 17 years corresponding to various manifestations of behavioralsafetyprograms.•Costain’sbehavioralobservationsystemhasbeendesignedtobeeffectivewithinitscomplexmixofprojects, specialties, supply chain, clients, and evolving worksites. There is ample evidence thatobservations generate meaningful actions to mitigate hazards and risk. Feedback is postedabundantly on observation rates and resulting actions thereby strongly reinforcing the process.Costain’s SHE Dashboard consisting of leading indicators for safety (i.e., CBS Ratio) is collected,monitored, and used throughout its operations with demonstrated integrity checks andaccountabilitychains.Costain’scountofobservation-basedreportinghasrisenapproximately500%fromitsinitialAccreditationlevelsin2011toover115,000observationsin2017.•Constain’sgreaterSHEprogramthatprovidesfortheactivemanagementofmultiplelevelsofriskcontrol through constant antecedent delivery via safety management systems and interlockingconsequence delivery throughout the management hierarchy ultimately producing an on-thegroundenvironmenttopromptthesafebehaviorsoftheirconstructionoperators.• Leadership at Costain demonstrate visible and active support of its behavioral safety programswhilevigilantlymonitoringobservationmetrics. Thebehavioral safetyprogramhasgrown intoanoverall behavioral management enterprise informally applying behavioral science into operations,organizationaldevelopment,processsafety,businesssysteminitiatives,andjointventures.•TheCostainBehavioralManagementTeam(BMT)representsastrategicassetforCostainwiththeirexpertise in behavioral management and their proven ability to coach managers across theenterprise.Theteamisentirelyself-fundedandteachesbehavioralmanagementcoursesleadership,operational managers, and front-line supervisors within the supply chain. The BMT’s trainingprograminbehavioralsafetyisconsistentwithbehavioralscience,shapeslearnersthroughmultiplemodulesandpractice,usesgamification,andrequiresanapplieddemonstrationofbehaviorchangeusingpinpointing,contingencyanalysis,anddatacollection.•ThesafetycultureatCostainisperceivedbythesupplychainworkforcepositively. In interviewswith operators they indicate that Costain cares about their wellbeing and this is exemplified bymanagers’willingnesstolisten,usepositivereinforcement,correctproblemsinano-blamemanner,consistentlyapplysafetymanagementsystems,andencourageengagement.ManypointtoCostain’sfocusonmentalhealth(includingsexualhealth),spendingonsitewelfare(breakrooms),andqualitypersonalprotectiveequipment(PPE).• Costain is a visible leader of construction safety in the United Kingdom through the delivery ofmultiple conferences (e.g., Cultural Behavior Management Conference), training academies (e.g.,Supply Chain Academy), extension CBS courses, and active participation in safety trade andindependentorganizations(e.g.,ConstructionHealthandSafetyGroup).•CostainisimplementingMentalHealthsupportinitiativesthroughoutitssupplychainthatwillbeamodel for the construction industry and beyond. Mental Health First Aid Training graduates“accredited”individualsbethefirstlineofaidtoemployeesneedingemotionalsupport.Thementalhealth“conversation”isbeingintegratedintoshiftmeetings,stand-downsandmanagementbriefings.
CambridgeCenterforBehavioralStudies|CommissiononAccreditationofBehavioralSafety 5
Recommendations:The Commission on Behavioral Safety Accreditation recognizes that its Accredited companies areleaders in the application of behavioral science in industry. These companies are in an excellentpositiontoenhanceourunderstandingofappliedbehavioralsciencewhileinnovatingnewtoolsandprocesseswithinbehavioralsafety. Therefore,theCommissionchallengesitsAccreditedcompanieswithrecommendationswiththeaimoffosteringevidence-basedpracticesinbehavioralsafety.Thefollowing summary suggested recommendations are offered to Costain (more detailedrecommendationsappearinthereport).• Advance understanding and CBS application of behavioral analytic principles beyond direct
contingenciesthoughadvancedtrainingformembersoftheBMT.Page9• The BMT should pinpoint the executive behaviors (verbal behaviors) to execute during
engagement tours and institute a metric of Engagement Tour performance based on 360feedback.Page11
• Extend theConsequenceChain to an experiencedworking operator through training, practiceand feedback within each work crew. The BMT should enhance FLS assessments based onactualpinpointsandobservationofbehaviorscritical for their role in theconsequencechain.Page11
• Whennewinitiativesaredesignedconsiderinvolvingasampleofusersincludingoperativesandforeman.When addingnew initiatives consider reviewingpotentially outdated, redundant orlesservaluetools.Page13
• TheBMTshouldconductexercisestopinpointspecificobservablebehaviorssothatplethoraofrisk management tools (e.g., RAMS, CTRM, POW-RA) have behavioral exemplars as a morespecified layer below the current condition/targeted planned behavior items currentlyassessed.Page15
• The Point-of-Task meetings (e.g., Take 5) should become regular, planned events during thecourseofashiftwhentaskschange.FLSshouldbetrainedtoconductthesemeetings,throughpractice and reinforcement, to pinpoint discretionary behaviors to be engaged by operatorsduring the task. SSR Observations should then be conducted on these pinpointed behaviorsduringthetasktoprovideimmediatefeedback.Createaleadershipmetricfortracking.Page19
• Avoidtheuseof“climatesurveys”asbehavioralanalyticassessmentandevaluationtools.Page16
• Costain should engage in statistical analyses to better understand and exploit relationshipsbetween leading indicators,operationaldata, andoutcome incidentswithagoalof creatingadynamiccanonicalformulathatdirectsactions(e.g.,deepdives,CTRM,etc.)toemergentissuesmostpredictiveofinjuries.CriterionforredamberandgreenintheCBSratioshouldbebasedonactualtriggerpointsforhigherprobabilityofriskbasedondataanalyticresults.Page21
CambridgeCenterforBehavioralStudies|CommissiononAccreditationofBehavioralSafety 6
SAFETYPERFORMANCEThis section reviews the evidence of corporate safety performance as well as the integrity andvarianceacrosstheCostainBehavioralSafety(CBS)program. England’sgovernmentrequiresthereporting of an Accident Frequency Ratio (AFR)with is calculated as the number of incidents x100,000/total laborhours. InEngland,anincidentisrecordediftheindividual isoffworkfor7days. Inaddition toCostainemployee incidents, it isnotable thatallofCostain’scontractorandjointventureincidentsareincludedwithinCostain’sAFRandotherdata.Costain’s historical corporate AFR shows a substantial and sustained decrease over 17 yearscorrespondingtovariousmanifestationsofbehavioralsafetyprograms. CostainhasmaintainedarationearandAFRof .1since the initialAccreditationdecision throughRe-AccreditationandhasbeenunderanAFRof.1inthepastthreeyears. Toputinaclearercontexttherehavebeenlessthan 40 annual incidents with lost time over 7 days while 300,000-500,000 labor hours werecompletedbyapproximately20,000people.Thismeansoperatorsare99.84%likelytonothaveaninjurywhileworkingwithCostain,anumberhigherthantheprobabilityofsustaininganinjuryinavehicularwreck.
ThefollowingtablerepresentsthevarianceinAFRacrosssectors suggesting a range of 0.0 to .39 over the pastthree years with 6 of the 9 sectors below the .07 AFRmean in 2017 (range 0.0 to .19). AFRs of the individualsitesvisitedinthisreviewappearintheitinerary.
AFR 2015 2016 2017 2018YTD
CostainGroup 0.08 0.09 0.07 0.03
Water 0.06 0.14 0.08 0.00Waste 0.00 0.00 0.00 Nuclear 0.07 0.00 0.09 0.00Highways 0.12 0.12 0.06 0.09Tunnels 0.00 0.00 0.00 0.00Rail 0.06 0.11 0.08 0.00Legacy 0.21 0.39 0.00 0.00Offices 0.00 0.00 0.00 0.00OilandGas 0.09 0.07 0.19 0.00
Power 0.05 0.00 0.00 0.00
CambridgeCenterforBehavioralStudies|CommissiononAccreditationofBehavioralSafety 7
Because the AFR is becoming statisticallyinsignificant to track safety performance,Costain also tracks a Lost Time Injury ration(LTI),andAllAccidentFrequencyRatio(AAFR)that includesall firstaids,andaHigh-PotentialRatio (HIPO) on its significant near miss thatcouldhaveotherwisebeensevere.Thesethreeratios suggest downward trends in injuriessince the last Re-Accreditation in themidst ofsubstantiallyraisinglaborhours.This continuing positive trend in outcomeinjury rates is associated with a concurrentsubstantial and sustained increase in Hazardand SHE (CBS) Observations indicatingparticipation in Costain’s CBS program by its20,000 extended workforce across multiplesupplychainandjoint-venturecompanies.ThequantityofobservationsisroughlyequivalentacrossCostain’sProjects.ThefollowinggraphshowsthevarianceinCBSRatio(CloseCalls+Hazards+Observations/AllAccidents),aLeadingvs.Laggingindicator.ThegoaloftheCBSRatioistobeabove100andthisdatashowsthatroughly¾ofCostain’sprojectsin2017meetorexceedthisratioofLeadingtoLaggingindicators.ThefollowinggraphshowstheEngagementRatio[(HIPO+CloseCalls+Hazards+Observations)*100,000/HoursWorked],anindicatorofparticipation.ThegoaloftheEngagementRatioistobeabove200andthisdatashowsthatroughly60%ofCostain’sprojectsin2017meetorexceedthisratioofparticipationintheCBSprogram.
CambridgeCenterforBehavioralStudies|CommissiononAccreditationofBehavioralSafety 8
ACCREDITATIONSTANDARDSREVIEWTheCCBSCommissiononBehavioralSafetyhasadoptedtenstandardsascriteriaforAccreditationdecisions. The review team assesses and reports evidence of progress within each of thesestandards. In the following material, we assess Costain’s Cultural Behavioral Safety Programthroughapplicationofthetenstandards.
SafetyTeamBehavioralManagementTeam(BMT)andGroupSafetyHealthandEnvironmentTeam(SHE)a. CostainseesgreatvalueintheBehaviorManagementTeam(BMT)• The BMT has increased to 12 members. The previous director of BMT is now the Group
Operations SHE Director further integrating Behavior Management into the SHE operations.TheBMTownsacostcenterforcontinuedlearningandseekoutcontinuousimprovementwithexpertassistancethroughconferencesandconsultantassistance. ItisnotablethattheBMTisentirelyself-fundedthroughitspaidbehavioralconsultingoutreachtoEuropeanindustry.
• MembersoftheBMTareresponsibleforvariousprojectsandtraveltositestoprovidetrainingtomanagers and frontline supervisors. BMT teammembers are sought out by sitemanagersand company leadership toprovidebehavioral coaching in the analysis of CBS/SHEdata, thecreationofactionplansbasedonbehavioralprinciples,andimprovesitemanagerstrainingtoforemanandoperatives.
• MembersoftheBMTarefluentinbehavioralterminologyandstrivetouseitintheireverydaylanguage when talking with management. This serves as a model for management to usebehaviorallanguageintheirownverbalizationsandsafetyleadershiptalks.
b. The Corporate Safety, Health, and Environment (SHE)management team is engaged and are
beingequippedtoserveastrainersandcoaches• TheExecutiveGroupSHEDirectorGavinBye’sstrategyistomovehisSHEteamfromtechnical
safety experts to behavioral problem solvers, meeting facilitators and coaches. For thisparadigm shift he has created succession plans for his retiring professionals, has soughttraining for coaching competencies, and is adapting SHE performance appraisals to providefeedbackoncoachingskills,competencyseeking,useofleadingindicators,andpinpointing.
• The BMT is a parallel team to the 180 strong Safety, Health, and Environment (SHE)managementteam.StrongintegrationbetweenSHEteamandBMTwasevidentwithrespectto
CambridgeCenterforBehavioralStudies|CommissiononAccreditationofBehavioralSafety 9
goals,sharedinitiatives,andcontinualreviewofstronglaggingandleadingsafetymetrics.Mr.Byeestimatesthatapproximately70%ofSHEprofessionalsinCostainhave“boughtin”toCBS(upfroma40%estimatethreeyearsago)asaneffectiveapproachtoreduceinjuries.ThiscanbeattributedtoBMTcoachinghavingturnedaroundstrugglingprojectsandreducing“chaos”during SHE Meetings. The twice-annual SHE conference within Costain has “influencingsessions” where the tools of Behavior Management (e.g., pinpoints, use of data) are taught.ManymembersoftheSHEteamalsohaveapproachedfluencyinbehavioralterminologywhileothersarewillingtopracticetheirverbalizationsandreceivefeedback.Thisservesasamodelfor Costain and supply chain management to use behavioral language in verbalizations andsafetyleadershiptalks.
• Managementhasprovidedsupportandresourcestotrain1300employeesonRAMStoimprovecontrol and response to risks across their business. Additionally, more than 250 trained asqualifiedmentalhealthfirstaidresponderstogiveattentionandresourcestoamentalhealthissuethatdisproportionallyaffectstheconstructionindustryinEngland.
Standard1Performance:ThereviewteamfindsCBSperformanceonthiscriteriontobeconsistent
withthestandardofPLATINUMLevel.Standard1Recommendations:Progresscanbedemonstratedby:• Advance understanding and CBS application of behavioral analytic principles beyond direct
contingenciesthoughadvancedtrainingformembersoftheBMT.
• Continued focuson coachingon the accurateuseof behavioral languageandprinciples tobeabletoapplyeffectivelytosafetymanagementsystems.
CambridgeCenterforBehavioralStudies|CommissiononAccreditationofBehavioralSafety 10
ManagementSupportandEngagementb. CBSenjoysstrongmanagementsupportandengagementcascadedthroughalllevels• Executive knowledge is acquired through 20 hours of in-class CBS training in addition to
ongoing online training. Executives get refresher training on behavioral contingenciesanalyzinganincidentregardingbarrierstomanagementsystemsthatledtoanincident.Non-executive management engages in 12 hours of CBS training. Executives get continuouscoaching from the CBS Director and CBS team members continuously coach managers.Managers engage in activities to consider their biases and cognitive limitations that lead togroupthink.Behavioral lexiconevidentinall interviewswithutterancessuchas“pinpointing,”“negative reinforcement,” “extinction,” and “shaping”. All levels of management mustdemonstrate competency through OBM-type Behavior Improvement Projects (BIP). Someprojectsrequiremanagers/engineerstoconductaB.I.P.everymonth.
• Managersconsistentlylookforhiddenlatentfactorsimpactingsafety.Duringthisreviewthesefactorswere engaged through initiatives such asmental health and fatigue riskmanagementsystems. Initial analysis has created actions based on hours worked, task load andcomplication,medicalhistory(hearingloss,depression),andobservationsofinteractionswithothers.
c. Program success is held accountable and sustainability through documentation in safety and
otherareasoftheorganization• Costain actively designs and
implements what it calls the“consequencechain”of interlockingbehavioral contingenciespresent intheir management structure.Higher levels of management areresponsible to manageconsequencesoftheirsubordinates’decisionsandactions.
• During injury and HIPO Close Callinvestigations managers seek tounderstanding of the consequencespresent at the time of the incidentfrom the standpoint of theoperative, supervision,professionals, and managers directly and indirectly involved. Training, measurement, andappraisals are designed to shape effective leadershipbehaviors that build an environment ofconsequences around safe behavior, especially for the front line supervisor who theyacknowledgeistheprimaryconsequenceproviderforoperatorsafetybehaviors.Ininterviewssupervisorsandmanagersacknowledgedthattheir“behavioreffectthebehaviorsofoperators”and that this is importantbecause theiroperators are “always indifferent environments andbehaviorschangewiththeirenvironment.”Mostmanagersinterviewedcharacterizedoperatorinjuriesasafailureontheirparttomanagetheirconsequencechain.
CambridgeCenterforBehavioralStudies|CommissiononAccreditationofBehavioralSafety 11
• Similarly,Costain’sCBSandSHEprogramsrelyheavilyonFrontLineSupervisors’(FLS)activeobservation and management of at-risk behaviors as they happen on-task. The systemmanagingbehaviors through theConsequenceChain is a strong factor inCostain’s success inreducing injuries in their supply chain. All interviewed acknowledged that all FLS will “saysomething, when they see something” and that the conversation is more often than not“positive”.Operatorsalsonotedthatifthey“don’tfeelcomfortable”doingatasktheyjusthavetostopandtheirFLSandmanagerswill“backyouup”.
• ManagementconsequencesareprimarilyexecutedthroughSHE/CBSScorecardsthatdocumentweeklychangesinleadingandlaggingindicatorsacrosseachsegmentoftheenterprise.Thesescorecardsarereviewedbyallmanagerswithintheirsphereofinfluenceandarereadilyabletobesegmentedtoreviewsubordinateperformancetoprovidefeedbackandproblemsolving.
d. Keyleadersaresystematicallyengagedinthesafetyoftheirworkforce.• Executivesconduct12engagementdayseachwheretheygotositestoshowsupport,learnand
engage in problem solving. Executives review safety data and share information and bestpracticesacrosstheirprojects.
• Competency and performance assessments are cascaded down the consequence chain withsometimes-objective criteria and feedbackmechanisms. Costain recently established a FirstLine Supervisor Assessment to build competencies and behaviors consistent with theirbehavioralculture.
• Management is beginning to analyze how hazards and risks are created due to theirmanagement system. Management is beginning to drive this type of discussion and analysisdownwardsthroughrolemodelingasawaytocoachotherleaders.
Standard2Performance:ThereviewteamfindsCBSperformanceonthiscriteriontobeconsistent
withthestandardofPLATINUMLevel.Standard2Recommendations:Progresscanbedemonstratedbythefollowingrecommendations:• SomemanagersdescribedtheEngagementToursasa“daywasted”showingexecutivesjustthe
bestsideoftheiroperations.Managerssuggestedplannedstructuredopportunitiestodiscussconcernsandneedstohelpleadersunderstandreal issuesontheground. It isrecommendedthatCostainenhancethemeasuresassessingtheeffectivenessofEngagementTours.Currentlythe executive gets credit for conducting a tour, regardless of the quality of interaction andinformation shared. TheBMT should pinpoint the executive behaviors (verbal behaviors) toexecuteduring these tours and institute ametricofEngagementTourperformancebasedonfeedbackonexecutiveperformancefromtheprojects.
• Although the active management of the Consequence Chain in Costain’s system providespowerful consequences in operator environments to shape safe behaviors most FLSinterviewed admitted that they could pay attention to operator behaviors about 20% of thetime. It isrecommendedthattheConsequenceChainbeextendedtoanexperiencedworkingoperator through training, practice and feedback within each work crew. The BMT shouldenhance FLS assessments based on actual pinpoints and observation of behaviors critical fortheirroleintheconsequencechain
CambridgeCenterforBehavioralStudies|CommissiononAccreditationofBehavioralSafety 12
CambridgeCenterforBehavioralStudies|CommissiononAccreditationofBehavioralSafety 13
WorkerKnowledge,Skills,andInvolvementa. Costainprovidesstate-of-the-artbehaviormanagementcoursesinitCBSTraining
• Reviewers witnessed CBS training being completed with managers at a site. The learning
environmentwasrichwithquestioning,practice,andreinforcement.Keybehavioralprinciplesare taughtwith stepwise in a type of errorless discriminationwhere participants frequentlyanswercorrectlyandreceivereinforcementfromthetrainers.
b. Theentireworkforceisengagedinthebehavioralsafetyprocess• Operatives experiencea seriesof “formal”discussionswithkey leaders and sitemanagersvia
meetingsandobservationsinadditionto“informal”conversationswithsitemanagementinthefield via praise, safety reminders, feedback and verbal correction, and problem-solving tomitigatehazards.
• Operativesareabletodiscuss,onarudimentary level,behavioralprinciples.Morespecifically,employeescaneasilyandquicklycommunicatethesafetyprocess’purpose,risksofthedayandkeycomponentsoftheirsafetyprocess.
• Employeesareabletocommunicatethattheirsuggestionsdolead to safety improvements. Operatives said they arerewarded for their participation in the observation process(25 pounds for turning in one card per month) however, atsome sites, operatives are not sure how the winners areselected.At other sites, theyknowmanagement choosewhatthey think were the best cards, while others allow theoperativestovoteonthetop5cards.Noquotasorpressureisplacedonoperativestocompleteacertainamountofcardspermonth.
• Onenotablesite involvesoperativesbyhavingthemconductpre-jobhazardassessment(Take5) in the field, which is run by the crews mainly, but at times the foreman will lead theassessment.Inthisassessment,theyreviewthejobsfortheday,whatcanhurtthemandwhatsubsequentcontrolmeasurestheywilltakebetokeepthemsafe.Othersitesmentionedabriefreview of each gang’s tasks in the fieldwith some general safety concerns reviewed for theirarea.Anothersiteconducted“PointofWorks”,which isdiscussionsconductedby the foremanontask-specificsafety issues for5-10mineveryday;sitemanagersperiodicallyobserve these
CambridgeCenterforBehavioralStudies|CommissiononAccreditationofBehavioralSafety 14
discussionsforoccurrenceandquality.Variationsofthistacticoccurinmostprojectsalthoughnotinasformalaformat.
c. Operatorinductionislimitedtoshorter“stock”courseswithmosttrainingon-the-job• Recognizingthetransientnatureofcontractorwork,Costaincontractstheirsupplychainforthe
earlyarrivalofworkers tocomplete training insafetyprocedureswithat least30minutesofintroduction toCBS. Afterward,newworkersarepairedwithexperienced forcontinuingon-the-jobtrainingthatincludesobservationsandreporting.Individualcontractorcompaniesaddtheir own versions of safety training that are monitored and scored by Costain. Workersundergoanassessmentofcompetenceusingatrainingmatrixspecificforthejobtobeengagedin.
• There are some examples of enhanced behavioral training taking place at some of the biggerJointVentures. Onesuchtrainingprograminvolvesvideotapingoperatorswhileworkingandthemeetingwithoperatorstoobservethevideosandallowingthemtoverbalizethebehaviorsthatputthemat-risk.Similarly,someprojectshaveengagedinvirtualrealitytrainingwherealloperatorshaveachancetoidentifyhazardsintheVRenvironment.
Standard3Performance:ThereviewteamfindsCBSperformanceonthiscriteriontobeconsistent
withthestandardofGOLDLevel.Standard3Recommendations:Progresscanbedemonstratedbythefollowingrecommendations:• Whennewinitiativesaredesignedconsiderinvolvingasampleofusersincludingoperativesand
foreman. More involvement will give foreman and operatives a sense of ownership in theprocess, and themore knowledge they have on how decisions occur, the easier it will be tospreadcomponentsofthebehavioralsystem.
• Enhance training in observing and recording behaviors, instead of just conditions, withoperatives
CambridgeCenterforBehavioralStudies|CommissiononAccreditationofBehavioralSafety 15
RiskAnalysis,Pinpointing,andBehavioralObservationsa. CostainemploysanumberofantecedenttoolstoidentifyhazardsandriskstodiscriminateFLS
andOperatorbehaviors• All supply chain companies conduct risk reviews at the time of
contracting.RiskmanagementplansarecreatedandRisklogsarecollected throughout project lifespans. Construction designsundergoanaudittoidentifylatentrisksandaRiskAssessmentandMethod Statement (RAMS) comes with project designs. Finally,PointofWorkRiskAssessments is completedat thebeginningofeachshiftwithallhandsonsite(witnessedbythereviewers).
• Inaddition,CostainhasimplementedasystemofContractTargetedRiskMonitoring (CTRM). Specific inspection questions (n=10-20)for each of the 94 specific tasks (e.g.,HighPressure JetWashing,Open Excavations) are made available for project management’smonitoring. EachprojectreviewsCBSDatatrendsandotherSHEmeasurestoidentifythetop5specifictaskstobemonitoredoverthenextmonthusingtheinspectionquestions.Risksaremitigatedanddatalogged.
• TheCBSprogramconsistsofanumberofopportunitiesforsafetyreporting.
“Seeit-Sortit–Reportit”(SSR)CardsareusedforObservationsandvaryper project site but most are open ended. Operatives can submit anobservationbutmostinterviewedsaidtheydescribetheirobservationtoaFLSwhothensubmitstheobservationforthem.Observationswillbereadduring the Point ofWork Risk Assessment and posted publically on site.TheCBSchampionontheprojectwillreviewobservations,categorize,andenterthemintotheCAPTUREdatabaseasanObservation(SafeBehavior),Hazard (condition), Near Miss (At-Risk Behavior), and/or HIPO (a NearMiss that could havebeen a severe injury). Observation rates havemorethan doubled since the last Re-Accreditation Review (see graph inoverview)!!!!
• A pilot “Take 5” initiative is taking place in one project that compels a pre-task discussionbetween FLS and operators to identify anddocument hazards in the environment and“key controls” and “actions” tomitigate therisk. Completed Take 5’s provideinformation for other risk analyses (CTRM,RAMS). To shape quality Take 5discussions, Supervisors are trained usingpractice and reinforcement. Foremen willwatch Supervisors’ Take 5 conversationsandgivefeedback.FLSarescoredonTake5performance weekly and as part of theirformal FLS Assessment. Samples ofcompleted Take 5 cards showed somebehavioral actions (‘e.g., “signal plantoperator with hands and receive a thumbs
CambridgeCenterforBehavioralStudies|CommissiononAccreditationofBehavioralSafety 16
up response before entering into the dangerous area”) but most items werecondition/behavioral outcomes (e.g., “fencing aroundwork area,” “Suitable precautions usingShihl saw,” “correctPPE for the task”)orpencilwhipped. TheTake5 carddoespromptSSRreportingatthetimeofthebriefingbutnotduringthetaskitself.
• BMT Coaches rotate around to different projects to conduct Pre-task ABC Analysis to bothpinpointsafebehaviorsneededforthetaskandusetheanalysistomitigateat-riskbehaviors.Operators, FLS, and managers will participate in the analyses. Reviewers saw evidence ofsuccessfulanalysistargetingsystemvariablesformitigation(e.g.,“changepermitdesignsonottobeconfusingtooperators”).
• Costainhascontinuedtouseadministrationsofa“ClimateSurvey”developedandimplemented
by the projects and BMT. These surveys are used as means of analyzing cultural risksthreatening safety performance with the intention of directing more strategic actions forimprovement. Most of the evidence reviewed revealed that Person variables (e.g.,“Complacency”,“Values”)aremost likelytobe identifiedascausesrisk.Mitigationactionsarethenderivedfromtheresultsofthissurvey. Thesuccessoftheseactionswastobeevaluatedthroughfollowupsurveys.
Standard4Performance:ThereviewteamfindsCBSperformanceinthiscriteriontobeconsistentwiththestandardofGOLDLevel.
Standard4Recommendations:Progress toPlatinumLevel canbedemonstratedby the following
recommendations:• The abundance of SSR cards submitted by operators and FLS contained “Welfare” items (e.g.,
locationofCellStation,conditionofbathrooms)orotherworkcondition issues(Traffic,PlantandEquipment,Housekeeping). Otherwise,P.P.E.wasnotedoncards.Additionally, the itemsontheabundantantecedentriskmanagementtools(e.g.,CTRM)aresimilarlyconditionbased(e.g., “Has evacuation been checked as a confined space?”). Similarly, Point of Work Riskassessments in pre-job briefings alertworkers to hazardous and changing conditions. All ofthese items are conditions in thework environment or are the product of targeted “PlannedBehaviors” such as permitting, guarding, and inspections designed into the work plans as aresultofriskassessments.
However, pinpoints ofDiscretionaryBehaviors that occurduring executionof the actual taskarehighlyvariableandmostlyabsent.Thus,thespecificbehaviorsneededtoworksafeinthepresenceofhazardsarenotdiscriminated(identifiedbyantecedents).Thiscreatesvarianceinthe execution of the work contingent on the independent discretion and experience of theoperator and the occasionally-present FLS. A comment during an operator interviewexemplifies this issue: “They tell uswhat the hazards are butwe have to figure it out fromthere.” A few of the Project Managers interviews also noted point-of-task operator-specificbehaviorsareanareaofimprovement.
1. We recommend that the BMT conduct exercises to pinpoint specific observablebehaviors so that plethora of risk management tools (e.g., RAMS, CTRM, POW-RA) havebehavioral exemplars as a more specified layer below the current condition/targetedplannedbehavioritemscurrentlyassessed.Forexample,anoperatorataCrossrailprojectvisitedinthisreviewdescribedanABCAnalysisonservicestrikeswhichproactivelywentbeyond the procedures listed in RAMS and pinpointed specific discretionary behaviors
CambridgeCenterforBehavioralStudies|CommissiononAccreditationofBehavioralSafety 17
along with antecedent solutions (e.g., less complicated procedures), immediate verbalreinforcement, and interlocking planning with engineers to design the work to optimizepinpointedbehaviors.2. We recommend that theBMTdesign and adopt a Point-of-Task toolwherebyFLSaskoperatorsforthespecificdiscretionarybehaviorstheyshouldengageintoworksafeinthe midst of the assessed hazards. The Take 5 pilot at Severn Trent Water is a goodopportunity for this type of on-the-spot pinpointing if the tool is adapted to solicitbehavioral-levelactions.AdequatetrainingandfeedbackwillberequiredforFLSpersonneltobecomefluentineffectivepinpointing.
• Manyprojectsuse“ClimateSurveys”to“pinpoint”risksandbehavioraltrends.Avoidtheuseofsurveysasbehavioralanalysisandevaluationtools. Surveyscanbeunreliable, invalid,reflectbiases,and,evenwhenwelldesigned,directactionstowardfixingPerson-Factors(e.g.,Values)insteadofthesystemvariablesthatcauseat-riskbehavior.
CambridgeCenterforBehavioralStudies|CommissiononAccreditationofBehavioralSafety 18
GoalSettingandIncentivesa. GoalsforleadingindicatorreportingarecombinedwithweeklyfeedbacktoProjectManagers.• Individual projects receive feedback on their leading indicators through their CBS/Hazard
Ratios. Thesereports-to-incidentratiosaregradedonastandardcriterionandmanagersaregivenfeedbackincomparisontothisgoalstandard.Similarly,managersaregivengoalsaroundscored inspections, SHE data use, and dedicated observers. For example, one project visitedhad a “yellow” (needs improvement) ratio andbroke the ratio downby individual project toprovidefeedback.Thisresultedinanincreaseinobservationstothe“green”leveloverthenextsixmonths.
b. Supply Chain companies who meet Costain’s safety standard are given preference in futurecontracts.
• WithinCostain’scontractingprocessaself-assessmentmeasureiscompletedbyeachcompanyin the supply chain contractor network. Performance on this measure ranks companies forfuturecontracts.Safetyperformance,includinginjuryratesandriskassessment,isaweighteditem on this assessment, in addition to their culture and leadership to determine levels andalignmentwith Costain’s goals. The totalmetric system is 1000points, and safety counts for300ofthosepoints.
c. Behavioralsafetyprocessgoalsarenotestablishedforoperativesorcontractors• The high-level safety metrics are not communicated with operatives, as it is seen more as amanagementtoolforevaluationofmanagementactions.
• Quotasarenotcommunicatedtomanagersbutitappearsthatmostsitemanagers&supervisorscomplete about 2 observations perweek. Quotas are also not communicated to operatives tocomplete observations; however, operatives are encouraged to sort and report issues whenobserved. Itwasestimatedbymanagement that theratioofobservationconductbymanagersversusoperativesis5:1or10:1,dependingonthesite.
d. Incentiveuseisminimal• Some sites provide trivial incentives for quality observations turned in by operatives every
month, however, there didn’t appear to be a clearly communicated definition of “quality” foroperatives.
Standard5Performance:ThereviewteamfindsCBSperformanceinthiscriteriontobeconsistent
withthestandardofPLATINUMLevel.Standard5Recommendations:Progresscanbedemonstratedbythefollowingrecommendations:•Communicationofsafetypercentageswasnotreviewedatallsites.Itisrecommendedthatsomesites benchmark against other notable sites (CIM6 and C360 Shafts Headhouses) that arerecordingandcommunicatingmoredetailedsafetymeasures.
• Goal setting initiatives could be implemented for those in the field around reducing keybehavioralrisksthatappearinobservations.
• CriterionforredamberandgreenintheCBSratioshouldbebasedonactualtriggerpointsforhigherprobabilityofriskbasedondataanalyticresults.
CambridgeCenterforBehavioralStudies|CommissiononAccreditationofBehavioralSafety 19
EffectiveCommunicationandPerformanceFeedbacka. Alloperatorsandtheirsupervisorsmeeteveryshifttoreviewsafetyissues.• Point of Work Risk Assessments are completed at the
beginningofeachshift.Thesecontainadescriptionofthework to be done, known hazards, communications fromother shifts about changing conditions, review of SSRcards, Mental Health conversations, and cultural events(e.g.,birthday, retirement). Operatorsseesomevalue inthese meetings (e.g., “we knowwhat others are doing”)
but mostly findthemboring. Theyall describe Pointof Taskconversations asmuch moreeffective.InPointofTaskmeetingstheFLSwillconductabriefdiscussionoftheimmediatehazardsandrisksforthe upcoming task. In these meetings they are morelikely to pinpoint discretionary behaviors for the safeexecution of the task. However, interviews withoperators and FLS indicate there is a large amount ofvariance among the FLS in the conduct of theseimportantconversations.
b. Data from leading and lagging indicators are analyzed and
shared.• Operatives are read the See It, Sort It, Report it (SSR) cards
during their pre-shift Point ofWork Risk Assessmentmeetings.“You Said We Do” stories are read and posted at project sites.Operators interviewed say that they get responses and fixeswhenSSRCardsareturnedin.TrendsfromSSRcards(i.e.,NearMiss Frequency Rate, Positive Interventions, histograms of topHazards and Good Practices) appear in Dashboards posted inoperatorwelfare(breakareas)andaccessible on managementcomputers. Managers and FLSengage in monthly review of thisdashboard, report issues, engagein targeted CTRMs, and completeactioncloseouts.
• SHE Dashboards are postedaround every site and reviewed.Dashboards also are available inelectronic form forofficestaffandmanagers. SHE Managers andCostain Leadership can thenreview their site managements’
CambridgeCenterforBehavioralStudies|CommissiononAccreditationofBehavioralSafety 20
useof thedata from theirDashboardviewsand self-report. Thisbecomespartofmanagers’EngagementMetric.
c. Culturalverbalbehaviorisdirectedtowardhonestreporting,notblame.• Most managers practice “no blame” cultural practices. While there are penalties for safety
violations,contactorsareencouragedandreinforcedforhonestlyreportingissues.Thereweresome reports of supply chain managers not turning in an observation because they wereworriedabouttheirworkergettingpunishedbutall interviewedhadnoexperienceofanyonegettingintroublebecauseofacardnorhadamanageraskingthenameofanyoneinvolvedinacard.
Standard7Performance:ThereviewteamfindsCBSperformanceonthiscriteriontobeconsistentwiththestandardofPLATINUMLevel.
Standard7Recommendations:Progresscanbedemonstratedbythefollowingrecommendations:• ThePoint-of-Taskmeetingsshouldbecomeregular,plannedeventsduringthecourseofashift
when tasks change. FLS should be trained to conduct thesemeetings, through practice andreinforcement,topinpointdiscretionarybehaviorstobeengagedbyoperatorsduringthetask.SSRObservationsshould thenbeconductedonthesepinpointedbehaviorsduring the task toprovideimmediatefeedback.TheTake5processbeingpilotedatonprojectcouldachievethisgoal. However, theTake5 card couldbeusedasanFLS training tool to shapePoint-of-Taskbehaviors to fluency. After achieving fluency the need for the card isminimized and can bephasedoutasanoptionfortheproject.
ENABLING WORKS AREA SOUTH DELIVERY (1EW02)
Health & Safety
February 2018
0510152025303540
0123456789
10
Cumulative
Mon
thly
Assessnet Tracker Level 1 ‐ 3
Incidents reported in the monthClosed in PeriodCummulative ReportedCummulative Closed
2
04
0
Assessnet (L1‐3) Open investigations (Cumulative)
S1 S2 S3 S4
0
1
2
3
4
5
6
Engage
men
t tou
rs
HS2 au
dits
SAT SI
Engage
men
t tou
rs
HS2 au
dits
SAT SI
Engage
men
t tou
rs
HS2 au
dits
SAT SI
Engage
men
t tou
rs
HS2 au
dits
SAT SI
November December January February
Actions raised during audits
Actions raised Actions closed Actions outstanding
0%
20%
40%
60%
80%
100%
120%
S t b O t b N b D b J F b
Percentage of CSJV line managers who have completed Mental Health LITE training
November
December
January
February
Health Focus Events
November
December
January
February
Safety engagement events
0 10 20 30 40 50 60
Welfare
Traffic Mgt/Logistics
Third party/Security
Unsafe conditions
Good practice
Housekeeping
PPE
Feedback Trend
February January December
0
2
4
6
8
10
12
14
16
Unsafe practice procedural housekeeping welfare wastemanagement
Positive intervention
Dec Jan Feb
0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.000.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.000.00
0.10
0.20
0.30
0.40
0.50
0.60
0.70
0.80
0.90
1.00
0k
40k
80k
120k
160k
200k
AFR / L
TIR
Hours w
orked
Accident & Lost Time Injury Frequency Rate
Total Hours AFR Rolling LTIR Rolling
Minor Injury
Fatality
Cumulative Monthly
RIDDOR Reportable
Lost Time Non Reportable
HiPo / DangerousOccurence, Close Call
Hazard / SHE Observation
Hours worked
0
0
0
2
2
161
188,382
0
0
0
2
15
695
1300054
0
20
40
60
80
100
120
Engagement ratio hours worked against observations recieved
0.%
5.%
10.%
15.%
20.%
25.%
05
1015202530354045
Apr May Jun Jul Aug Sep Oct Nov Dec Jan
Ratio
of F
LS to
workforce
No FLS on
sitr
Axis Title
Front line supervision
No.FLS on site
Total awarded gold
No. Supply chain on site
Ratio of supervisors to workforce
0
1
2
3
4
5
6
7
8
9
10
reported Open Closed reported Open Closed
January February
Assessnet Level 4 Incidents
4273
642
767
4279
542
826
4285
642
887
4291
742
948
4297
943
009
4304
043
070
4310
143
132
0.%
1.%
2.%
3.%
4.%
5.%
6.%
7.%
8.%D&A Testing Failure RatePre‐Employment CSjv % FailPre‐Employment S/C % FailRandom CSJV Fail %Random SC Fail %
0
20
40
60
80
100
120
42887 42917 42948 42979 43009 43040 43070 43101 43132
BSIF Training ‐ IFE
Target Ratio Completed %
20
10
20
0
12
98
6
1716
13 13
20
12
911
0
5
10
15
20
25
S1
S2/4 S3
Utilities S1
S2/4 S3
Utilities S1
S2/4 S3
Utilities S1
S2/4 S3
Utilities
November December January February
Targeted Risk Monitoring
Completed Planned
0
2
4
6
8
10
12
Demolition
Utilities
Logistics
Scaffold
Demolition
Utilities
Logistics
Scaffold
Demolition
Utilities
Logistics
Scaffold
Demolition
Utilities
Logistics
Scaffold
Demolition
Utilities
Logistics
Scaffold
Supplier VFL Follow Up Audit
0
20
40
60
80
100
120
42887 42917 42948 42979 43009 43040 43070 43101 43132
BSIF TRAINING ‐ CBM
No. of scheduled IFE courses No. of staff completed CBS
No. of staff completed IFE Ratio Completed %
Target
Jan‐18 Feb‐180.0%
2.0%
4.0%
6.0%
8.0%
10.0%
12.0%
Random % D&A Testing Undertaken
Random D&A Target % of workforce (cumulative)
0
0.2
0.4
0.6
0.8
1
1.2 Medicals
90 Days Target
CambridgeCenterforBehavioralStudies|CommissiononAccreditationofBehavioralSafety 21
ContinuousImprovement(CI)andSuccessionPlansa. Integritychecksareconductedonsafetyprocesses.• SHEmanagementconduct“DeepDives”threetimesayeartoconductanintegritycheckonSHE
processestodetect“pencilwhipping”andidentifyopportunitiestoimprovetheirprocesses.
• AnumberofWaterDivisionprojectstook3+yearsofdatafromtheirSHEdashboards,includingobservationdata,andconducteda“weaksignals”reporttofindtrendsinbehavioraldrift.Theyidentified top risks (e.g., returning to sites for unplanned repairs) and directed mitigationtacticstowardtheseissues.Whenthesedataanalyticswereconducted,projectsacquireddatafromothersimilarprojectsites,subcontractors’otherjobs,andjointventurepartnerstobetteridentifystatisticaltrends.
b. Technology is being tested and adopted to facilitate reporting and
observations.• Some projects have technology kiosks where tablet computers are
available foroperatorandFLSreporting. Thesekioskscanalsobeused for operators/FLS to track their issues until action close out.AttheTidewayproject,asmartphoneapplicationhasbeenadoptedforobservation/hazardreporting.FLSusethisapplicationtoreportSSRs andother issues that godirectly into theCAPTUREdatabasefor analysis and follow up. The use of this smartphone app isattributed for the increase in SSR observations from 20-30observationsamonthduringbaselinetoover300.
c. Successionmanagementfortransferringbehavioralsafetyprinciplesfromsafetyprofessionalstoallmanagementlevels
• Starting to transition some SHE personnel from being prescriptive implementers to coacheshelping leaders devise their solutions. Specifically, they’ve been engaging in cultural safetydevelopmentfocusedonmovingfromsafetycoptosafetycoachwhereintheoperativescanownmoreofthesafetyprocess.
• Some sites are training their foreman on safety leadership in the field, and providing liveexamples of good and bad feedback, followed by the foreman demonstrating feedbacktechniquesinthefield.SHEfollowsupaweeklatertoobserveanddeterminetheamountofdriftfromthetraining;refreshersandfollow-upcontinueasneeded.
• Trainingforallmanagementlevels,includingoperativesbeforetheypotentiallybecomeleaders.Planning to improve the educational aspect of their CBS training to reflectmore of “train thetrainer”modelwherein theworker learns the power they have in influencing others and theabilitytoimprovetheworkenvironmentwithoutmanagementintervention.
• ThequalityofstartofshiftsafetydiscussionsbymanagersissomewhatevaluatedbytheSHEbyattendingmonthlymeetingstooverseewhatisdiscussedwithgangsandtogivefeedbacktothefrontlinemanagersontheirsafetycommunication.Observationsofsafetyleadershiptalksoccurevery3weekstodeterminefacilitationofateamenvironmentandifleaderhasbuilttrustwiththegang.
CambridgeCenterforBehavioralStudies|CommissiononAccreditationofBehavioralSafety 22
• Succession management at some sites includes pairing new workers with inexperiencedworkerstotransferknowledgeonsafetycultureandknowledge.
Standard8Performance:ThereviewteamfindsCBSperformanceonthiscriteriontobeconsistent
withthestandardofPLATINUMlevel.Standard8Recommendations:Progresscanbedemonstratedbythefollowingrecommendations:• Costain’s SHE/CBS processes are a data-rich platform for descriptive evaluation, relational
analyses,andpredictiveanalytics.ItisrecommendedthatCostainengageinstatisticalanalysesto better understand and exploit relationships between leading indicators, operational data,andoutcomeincidentswithagoalofcreatingadynamiccanonicalformulathatdirectsactions(e.g.,deepdives,CTRM,etc.)toemergentissuesmostpredictiveofinjuries.
• Whenaddingnewinitiativesconsiderreviewingpotentiallyoutdated,redundantorlesservaluetools.
• Deviseaprocesstodeterminequalityofstartofshiftsafetydiscussions;considerincludingthat
into safety leadership metric. Furthermore, implement on a wider scope manager trainingexamples of good feedback versus poor feedback so they can distinguish varying qualities ofsafetyleadershipcommunication.
CambridgeCenterforBehavioralStudies|CommissiononAccreditationofBehavioralSafety 23
ExtendedApplicationsofBehavioralTechnologiesa. BehavioralTechnologieshavebeenextendedtomanypartsofCostain’senterprise• Behavioralpinpointshavebeenused tomanage thesecurityofCostain’s IT infrastructureand
data. Allusersare trained in the5pinpointedbehaviors (e.g.,openingaPDF fromanemail)beforegivenalicensetouseIT.Testemailsaresentouttophishforaccessthroughpinpointeduserbehaviorsandmanagersgetfeedbackreportsontheperformanceoftheirteam.
• Behavioralpinpointsareusedabundantlyininstructionalsignage:
b. CBS Training courses, conducted by the BMT, promote behavioral applications across theenterprise(andcommunity)
• Costain’s CBS training culminates in a final module where participants complete their ownbehaviormanagementproject. Themajorityof theseprojectsapplybehaviormanagement topinpointsoutsideofsafety.
Standard9Performance:ThereviewteamfindsCBSperformanceonthesecriteriatobeconsistent
withthestandardofPLATINUMLevel.Standard9Recommendations:Progresscanbedemonstratedbythefollowingrecommendations:• The Front Line Supervisor (FLS)
Assessment is a tool to shapesupervisor behaviors throughfeedbackonessentialparticipationand performance variables.However, the current FLSAssessment relies heavily on 5-point subjective ratings on non-pinpointed criterion (e.g., “safetyawareness”). Pinpointedassessments based on actualobservation of behavior rated on a behaviorally-anchored rating scale will reduce the ratererrorsassociatedwithsubjectiveassessmentsandbettershapepinpointsupervisorbehaviorscriticalfortheirroleintheconsequencechain.
CambridgeCenterforBehavioralStudies|CommissiononAccreditationofBehavioralSafety 24
CorporateResponsibilityandOutreach
a. CostainisavisibleleaderofconstructionsafetyintheUnitedKingdom.• Costain conducted its 6th Annual Cultural Behaviour Management Conference hosted by the
BMT. Twelve speeches on behavior management were delivered to over 150 attendeesrepresenting25projectsandpartnercompanies.TwoCCBSCommissionersdeliveredkeynotes(Dr. Angie Lebbon & Dr. Timothy Ludwig), twoindependent companies, Tata Steel and MidlandMetro Alliance presented case studies on theirimplementationofCBS,andthreeCostainexecutivespresentedasdidmembersoftheBMT.
• Costain hosts a Supply Chain Academy where the senior leadership of smaller contractingcompaniesreceivetraininginsuccessfulprojectmanagement.Thistrainingincludeselementsof the CBS course taught by the BMT. Over 140 companies have participated in 9 of theseevents.Thesecontractingcompaniesgoontovoluntarilyhavetheiron-sitemanagerstakethefull CBS course. Individual large Joint-Ventures such as Crossrail have conducted their ownsupplychainconferencestoteachCBSandsharebestpracticesatthebeginningofprojects.
• Costain’sBMThastaughttheirCBSintroductorycoursetogovernmentregulatorHealth&SafetyExecutive (similar to OSHA) whose policies and oversight influences the country’s safetyexecution.
CambridgeCenterforBehavioralStudies|CommissiononAccreditationofBehavioralSafety 25
• AspeechwasdeliveredbyadirectoroftheHealth&SafetyExecutiveattheannualgatheringof
thenationalConstructionHealthandSafetyGroup(CHSG)containingmostofEngland’s largeconstructioninterests.Inhisspeechhelistedbehavioralsafetyasoneofthecausalfactorsforthedramatic500%reductionininjuriesoverthelastdecadewithintheconstructionindustry.
b. Costain’sapproachtomentalhealthleadstheindustry.• Costain reviewed industry data to discover that suicides and
incidents of depression were 4 times more likely in theconstructionindustrythaninthegeneralpopulation. Seeingtheneed Costain is implementing Mental Health support initiativesthroughout its supply chain. Mental Health First Aid Traininggraduates “accredited” individuals be the first line of aid to
employees needingemotional support. Themental health“conversation” is beingintegrated into shiftmeetings, stand-downsand managementbriefings. Reviewersnoted several managers describing their efforts inmental health as a priority and heard severalsupervisors speak of their own mental challengesopenly. Surveysareused toassess thepercentageofoperators who would speak voluntarily to MentalHealth First Aid. Currently they estimate only 13%would engage and Costain is using this measure toimprovetheirMentalHealthprogramgoingforward.
• Costain’sBehaviorManagementconferencefeaturedaspeaker(oneoftheBMT)whospokeof
hisownjourneywithmentalhealth.ThetopexecutivewhoopenedtheconferencealsospenttimediscussingtheimportanceofmentalhealthinterventionwithinCostain.
CambridgeCenterforBehavioralStudies|CommissiononAccreditationofBehavioralSafety 26
Standard 10 Performance: The review team finds CBS performance on this criterion to beconsistentwiththestandardofPLATINUMlevel.NoRecommendationsmade.
CambridgeCenterforBehavioralStudies|CommissiononAccreditationofBehavioralSafety 27
SamplingMethodologyOfCostain’sCulturalBehavioralSafetyProgramReviewTheRe-Accreditation review teamworkedwith theCostain’sBMT inanattempt to sample thesemultiple facets of their business to evaluate the behavioral integrity of their safety programs,variance across sectors/projects, and to confirm the ongoing impact of their Costain BehavioralSafety (CBS) program on the reduction of injuries. This was accomplished through a variety ofmeans:a)writtenapplicationforRe-Accreditation,b)datareview,c)interviewswithaccountableparties, d) witnessing CBS processes in action (e.g., training), and e) visiting a representativesampleofoperationalsites.The Application for Re-Accreditation was submitted to the CCBS in February 2018, reviewingchanges to Costain Ltd. since the initial Accreditation, enhancements to its behavioral safetyprogram,andactionstakeninresponsetorecommendationsfromtheAccreditationreview. Thisapplicationalsoupdatedsafetyperformancedataandprovidedexamplesofmorerecentbehavioralsafetyimplementations.Onemonth prior to the site review the reviewerswere presentedwith a list of 20 project siteswithin the geographical region to be visited (i.e., the greater London area). The reviewersrandomly selected six sites from this list. Additionally, the reviewers requested interviewswithrepresentativeexecutivesatCostain’sheadquartersandrequestedamorningwitnessingaCulturalBehavioral Safety training course. The reviewerswere scheduled to witness Costain’s BehaviorManagement Conference to see the larger impact ofthe CBS program and outreach to the supply chain.Finally, reviewerswere scheduled to attend the not-for-profitConstructionHealth&SafetyGroupannualeventtoseeCostain’ssafetyprograminthecontextofitsindustrypeersandgovernmentoversight.This itinerary allowed the reviewers to interviewaccountable parties across a sample of the business.These included executives anddirectors in chargeofSafety Health and Environment, Procurement,Information Technology Business Systems, Process Safety, Finance, and Operations (NaturalResources). Reviewers hadmultiple opportunities to interactwithmembers of the CBS teamaswellassamplesofthelargerSafety,Health,andEnvironment(SHE)teamduringsitevisitsandtheconference. Asreviewerswent into fieldoperations theyhadopportunity torandomly interviewmembers of the Costain and contracted workforce (i.e., “operatives”), foremen, constructionmanagers, designers, supervisors, and project managers during scheduled meetings and projecttours.
ReviewItineraryMonday 12MarchMaidenheadHQ
ClaireFryerAlanCheungGavinByeAlexVaughan
DirectorofBehaviouralManagementGroupOperationsSHE&BehavioralManagementDirectorGroupSHEDirector(Alan’sBoss)NaturalResourcesManagingDirector–ExecBoardMember
CambridgeCenterforBehavioralStudies|CommissiononAccreditationofBehavioralSafety 28
TonyBlanchTonyBickerstaffRichardHowell
BusinessSystemsDirectorGroupFinanceDirectorGroupHeadofSupplyChain
Afternoon SiteVisittoHighSpeed2EnablingWorks(Rail)2018AFR=*
BillLomasNealCarterBryanWilliamsJohn McIlhagga,LeanneMaeer,&MeganFlanaganOperators &Supervisors(FLS)
ProgrammeDirectorOperationsDirectorWorksManagerSHERandomOn-siteInterviews
Tuesday 13March
SiteVisittoEight2o–CostainJointVenture2018AFR=*
Morning CostainCulturalBehaviorSafetyTrainingledbyJacquiBolsover
Afternoon GaryBaldwinJamesDobsonMattAstonGeorginaLambOperators &Supervisors
SiteManagerFrameworkSHEManagerHeadofDeliveryBehavioralManagementTeamRandomInterviewsinConferenceRoom
EndofShiftSupervisorMeeting
Wednesday 14March
SiteVisittoCIM6StrenshamWaterTreatmentWorks2018AFR=*
ChrisVicePaulNowakLlyrDavisPaulGillard
ProjectManagerFrameworkSHEManagerSiteAgentFrameworkCBSChampion
DinnerwithCostainBehaviorManagementTeam
ClaireFryerLorraineJohansonMandyWorsleyPeterBrownJacquiBolsoverSteveHampsonGeorgeHilliar
DirectorofBehaviouralManagementBehaviouralManagementTeamAdministratorBehaviouralManagementLeadConsultantBehaviouralManagementPractitionerBehaviouralManagementLeadConsultantCBSCoachBehaviouralManagementAdvisor
CambridgeCenterforBehavioralStudies|CommissiononAccreditationofBehavioralSafety 29
GeorginaLambCarlyWheelikerMarkBielbyKatieMcilhaggaSarahSmith
BehaviouralManagementAdvisorBehaviouralManagementConsultantBehaviouralManagementAdvisorBehaviouralManagementAdvisorBehaviouralManagementAdvisor
Thursday 15March
CostainBehaviourManagementConference150 in attendance representing Costain SHE, Project Management, SupplyChaincompanies,andBMTConsultancyClients
Evening ConstructionHealth&SafetyGroupAnnualDinner
Friday16March TidewayEast,ChambersWharf–CostainJointVenture2018AFR=*
Morning WitnessedBeginningofShift“Toolbox”Meeting
FrancoisPoguAndyBrownSallyDeFreitasMichelleFrawleyPaulBrooksAubreyDaviesBMTOperators &Supervisors
ProjectDirectorSHEManagerTraining&CompetencyManagerDeputySHEManagerSeniorWorksManagerWorksManagerMandyWorsley&PeteBrownRandomOn-siteInterviews
CambridgeCenterforBehavioralStudies|CommissiononAccreditationofBehavioralSafety 30
Afternoon C360EleanorStreet–CostainJointVenture
AndyMooneyJohnHarrisonDeanCollinsSineadKennedyRobMorganOperators &Supervisors
ProjectDirectorConstructionManagerSeniorGeneralForemanSHEManagerSiteEngineerRandomOn-siteInterviews