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Safety - Priorities

OUR STRATEGIC PRIORITIES

 

CRL has identified four priority areas where it will work with suppliers to drive health and safety improvements:

  1. Enhance the maturity and effectiveness of the safety, health and environmental management systems

  2. Support and embed safer working behaviours

  3. Establish efficient and effective means of assuring health and safety performance

  4. Enable continuous health and safety improvement through promoting best practice and sharing lessons learnt


Our Improvement Plan

PRIORITY AREA 1

  1. ENHANCE THE MATURITY AND EFFECTIVENESS OF THE SAFETY, HEALTH AND ENVIRONMENTAL MANAGEMENT SYSTEMS


WHY ARE WE DOING THIS?

Highly performing organisations adopt management systems which describe what they do, and how they do it, to satisfy and exceed their customer and stakeholder expectations. The maturity of the safety management system can be measured using well established assessment methods to establish how effectively the various components work together to achieve that goal. This allows for targeted improvement activities to be introduced to enable continuous improvement in systems, tools, management and leadership capability: which together enable better health & safety performance.

CRL has selected a well-established framework to assess its management system: The Risk Management Maturity Model (RM3). This framework originates from the UK and has been used successfully for many years by the UK railway safety regulator (Office of Rail & Road) to assess the capability of organisations to discharge their health & safety responsibilities. It has been widely adopted by organisations in the UK and elsewhere to assess where activities should be prioritised to maximise safety benefit. It is particularly suited for organisations managing complex activity across contractual boundaries and where successful integration of systems are critical for overall success.


WHAT ARE WE GOING TO DO?

  • Review and strengthen contractual health & safety requirements and governance arrangements to reflect industry leading health & safety management practices and encourage continuous learning and improvement throughout our supply chain

  • Working with our suppliers, develop and implement plans to ensure renewed focus on occupational health risk management activities, and promote and enable strategies to improve and protect the physical and mental health and wellbeing of workers 

  • Build further on the health & safety leadership capability of senior and operational managers within CRL and its supply chain by investing in targeted coaching, support and training

  • Undertake an annual assessment of the health, safety & environmental management system and develop and implement identified actions to further enhance maturity.

HOW WILL WE KNOW WHAT SUCCESS LOOKS LIKE?

An externally validated maturity assessment of the HSE Management System using the Risk Management Maturity Model (RM3) will achieve:

  • Level 3 (standardised) by 30 June 2020

  • Level 4 (predictable) by 30 June 2021

  • With a stretch target for Level 5 (excellence) in selected areas by 30 June 2022.

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PRIORITY AREA 2

2. SUPPORT AND EMBED SAFER WORKING BEHAVIOURS


WHY ARE WE DOING THIS?

Research has shown that successful accident prevention programmes focus attention equally on human factors in addition to job and organisational factors. Individual risk perception, cultural differences and learnt habits are all important influencing factors when looking at worker behaviours and how they contribute to accidents.

We recognise the importance of ensuring that every individual, no matter what role they play in building the CRL, understands the expected standard of safe behaviour, and takes personal accountability for their own actions to ensure they, and their colleagues, get home safely at the end of each working day. 


WHAT ARE WE GOING TO DO?

  • In collaboration and partnership with our supply chain, develop, agree and implement safe behaviour principles – including the importance of worker participation in designing safe working practices

  • Encourage investment in training, mentoring and apprenticeship programmes for construction workers

  • Adopt a recognised industry-led minimum construction competence standard (ConstructSafe)

  • Establish a project-wide safety induction programme, to be delivered to all workers

  • In partnership with our supply chain, implement a behavioural safety training and recognition programme, with the following aims:

    • Raise awareness of and encouraging individual contributions to safe behaviour principles

    • Facilitate each worker to make a practical, measurable commitment to safe work

    • Support, recognise and enable local behavioural safety champions to lead ground-up engagement practices to embed sustained safe work behaviour

    • Establish local behavioural safety reward and recognition programmes for excellent safe working practices.

HOW WILL WE KNOW WHAT SUCCESS LOOKS LIKE?

The proportion of incidents, near misses and hazardous event reports where worker behaviour was identified as a primary contributory factor will:

  • Reduce by 25% between December 2019 and December 2021

  • Reduce by 25% between December 2021 and the end of construction activity.

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PRIORITY AREA 3

3. ESTABLISH EFFICIENT AND EFFECTIVE MEANS OF MEASURING HEALTH & SAFETY PERFORMANCE

WHY ARE WE DOING THIS?

As a PCBU (Person in Charge of a Business or Undertaking) under the Health & Safety at Work Act, we have a duty to ensure that we have appointed competent and capable suppliers, and that we undertake reasonable checks to ensure they are discharging their legal duties and contractual requirements appropriately.

We wish to adopt mechanisms that allow for efficient collection and analysis of health & safety data, so that we can better understand, in conjunction with our suppliers, where to focus efforts to find solutions to problems. Our approach in this area seeks to balance the need to monitor both leading and lagging health & safety indicators, and enables a deep-dive assurance approach to risk management for critical health & safety activities where evidence deems this necessary.


WHAT ARE WE GOING TO DO?

  • Introduce simpler and more effective health & safety systems, in conjunction with our supply chain, for incident notification and investigation, planning and conducting safety inspections, recording and tracking safety improvement and corrective actions, and recording the findings of health & safety audits and assessments

  • Adopt a HSE Performance Index (HSEPI) monitoring system for CRL

  • We will continue to ensure that CRL, in conjunction with its suppliers, has an active, visible, and effective site safety leadership presence..

HOW WILL WE KNOW WHAT SUCCESS LOOKS LIKE?

  • HSEPI 12 month moving annual performance tracking at or above target*, with agreed action plans in place as necessary

    *Targets will be set and agreed annually

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PRIORITY AREA 4

4. ENABLE CONTINUOUS IMPROVEMENT IN HEALTH & SAFETY PERFORMANCE THROUGH PROMOTING BEST PRACTICE AND SHARING LESSONS LEARNT


WHY ARE WE DOING THIS?

We recognise that CRL, as a significant transport infrastructure project in New Zealand, has an important leadership role to play to facilitate the identification and adoption of safety improvements within our suppliers, and enable that learning to be shared with the wider construction industry where appropriate.

An important feature of a mature HSE management system is an effective means of sharing the relevant lessons learnt from incidents, and from where critical activities have gone well, with as broad an audience as possible.


WHAT ARE WE GOING TO DO?

  • We will establish a HSE Leadership Group in conjunction with our suppliers, to ensure:

    • Safety learning and incident investigation practices throughout our supply chain are effective

    • Lessons learnt from health & safety incidents from within CRL and relevant industry partners are shared effectively

    • The causes of health & safety performance trends (both positive and negative) are understood and actioned appropriately

    • HSE best practice examples are shared and adopted wherever possible

    • A regular review of progress with CRLs overall health & safety direction and performance, alongside our suppliers, to afford an opportunity for adjustment and refinement as necessary

  • Establish bi-annual ‘Mahia te Mahi’ Week – a programme of health & safety leadership and engagement sessions across all worksites to raise awareness and re-energise HSE commitment.

HOW WILL WE KNOW WHAT SUCCESS LOOKS LIKE?

An annual review of CRLs health and safety performance will be completed, which will evidence:

  • Examples of where lessons learnt have been adopted

  • The underlying causes of CRLs health and safety performance trends, and actions that have been implemented to positively influence that

  • The outcome of the review of progress with this Health & Safety Strategy, including an assessment of whether the expected outcomes are being/have been achieved and any changes in approach that are needed to achieve them.

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