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Wm߇o>zx̩O΁UV4WUK~k6myB9㇝2sOxmbD Q_gN8+W톫Μ8Է_{nY֭M7=g爆8 veg)J̙ל>ul̜|b뇧t)7peE^z՟ ̽Lo1Es1C``+wKԅ#ޛ2)mʰSos #b[q=빅7g\i?tC9ctߞ99sQ;u&?q=;a9'DG}dc~`{\w(g>|e_R >~ھ[=uWuzT|tM~t݀=+-r#κaoN,nw;bWoͬ}NXՁTkk|~f̹6ƫO{l~]}ʣ/P_?2k˻\qм;hڽ{-wJ適fN#opڥo^7ǥpr gO~ѵcg inzdٛ*Z9s&m[x],65ZU;v|<~lQﯟS/fx;~z G5cwD9sni%C\?('f˺BbeSkc1FET*hV[+T?1Ju%벨˫.b)к1S1 +T|KD@A|Q`.{s{Ν3376>4&O{c9sgkqKg\h&tBb岅7ObNcMV-ٸquڶ=u]˗Li?tD⺳myFut8օ2zHW8V2 UM?8u%jjZΤKez_9=uӥa8]pԪ%s =txW7RGwT}yx?05M~_~y|Z?zF>N;gm{=&O>wk}PI Vh-;dLors|gz OִzIY`dO&_lm]֭f{酶g?Dk{um붧:d})I Gok?CjզgMt/8Ҧ=@㙶/mJKPBrl7pST3WV,dSI!n\32[aHFF]R۴8J"!7ʎI_N-ϔz'LFVV8Zv>g^u(bqPiJ^nO'*xvT>*3Q-˹)G'rvޢ|@[,Gj嬴ϕy?X<œ~^I8J Fߌ(,IP#1Pa宲 *7ĬPnTAtqTڊCa]I󆳡S,אJ''igSuFh̘\55%sUѼ sWd+CkGbf' e^9ii5E J&0}oo_2(gg<9pYj_N}ymGF}-}kdyT zB>@}>h@}>h@}>h@}>h@O>h}_bF6e S AA@A@   - Clearly defined communication strategy which is a live process open to improvement based on feedback. - Leadership actively responds to the workforce/supply chain in a constructive and timely manner.- Occupational Health and Wellness programme in place for direct staff e.g. wellness campaigns, and subsidised health initiatives. - Level of take-up is monitored and plans are in place to pro-actively raise awareness and engagement with all direct staff. - PPE provision is on a 'One size fits all' basis i.e. one size of work gloves provided. - Management involvement in Occupational Health and Wellness provision and measurement indicators is as a result of Industry pressure rather than in response to staff concerns.- Innovation schemes or programmes are in place. - Cost benefit analyses are done to represent long term advantages of innovating.- New methods of training delivery explored and exploited. - Behaviour Based Safety is integrated into all training packages identified as relevant and as stand alone packages. - Continuous validation and verification of learning requirements.n- Complete all actions on-time. - Train staff including Management on expected behaviours regarding safety. - Communicate Safety commitments regularly. - Integrate Safety Processes for visibility and consistency. - Focus on 2-way communication. - Monitor reporting, put analysis and rectification process in place, understand what feedback the different staff want. Introduction InstructionsNOTE Each Dimension has its' own tab.!Saving frequently is recommended.'You may complete the tool in any order.?Much of the tool self populates according to information input.EPlease only select one Safety Culture Maturity Level for each Factor.Processes & Systems Action OwnerMaturity RatingGive yourself ample time to read the associated guidance notes and complete the tool. As a guide, to complete DOS individually takes approximately three hours. Group completion may take longer due to the level of discussion. It is suggested that you allow a day for this activity. - all levels proactively involve themselves in Safety events and meetings. - Safety coaches are actively engaged throughout the organisation. - Learning programmes are implemented consistently with focus on Sustainability. -No hesitation to stop the job based on Safety. if request is made, this is fully supported by staff and client. -Learning is carried out by joint Management and staff to understand reasons and how the system can be improved both on site and as a Safety mechanism.n- Performance targets and Safety tours are used to show commitment and support to the Workforce. - Action planning includes behavioural drivers and form the focus of the Safety Tour. - Style of tour is more instructional and process orientated. - Communications with Safety/staff representatives is two way and based on mutual agreement of what could be done better.d- Make Management visible onsite. - Respond to feedback received. - Publicise ways for your Workforce to get involved in improving Safety. - Advertise your Safety Vision clearly. - Review your Safety Processes for fit based on feedback. -Invite Safety/staff representative to join manager on Safety Tour. Provide manager with briefing/training in advance.8- Make Management visible onsite. - Respond to feedback received. - Publicise ways for your Workforce to get involved in improving Safety. - Advertise your Safety Vision clearly. - Review your Safety Processes for fit based on feedback. - run awareness campaign of reporting system, how it works and use of data.- Investment limited to provision of basic PPE and legislative minimum requirements. - Leadership visibility on safety is limited to reacting when incidents occur.- Management are interested in improving basic safety provisions. - Improvements in safety provisions are made only in response to accidents and incidents.- Management understand the benefits of involving the Workforce in Safety Initiatives and provide visible support. - There is evidence of engaging with the front-line workforce as a way of seeking improvements required.- Programmes are implemented and management provide consistent, visible leadership at events including financial support as a result of workforce input. - Management controlled issues are resolved consistently and closed out within timescales. - All levels within the organisation understand their impact on Safety - Safety programmes are communicated and maintained to schedule with measurement and scorecard tools in place.- All employees are engaged in contributing to achieving the safety vision of the business. - Communications actively include stakeholders with their staff, cross functionally and within Industry. - Basic minimum technical training. - Training is task based and delivered in a paper based or PowerPoint based style. - Focus is on qualifying for competence / role.- Clearly defined communication strategy based on feedback and requirements. - Leadership messages are delivered in a meaningful and honest manner. - Monitoring of consistency of cascaded messages BCTIP@networkrail.co.uk IShould you experience any issues with the use of this tool, please email::NOTE: Double click on icon below to open Guidance Document- Training requirements are understood and designed with consideration to learning styles and delivery requirements. - It is task based training which is completed / rolled out before technology or rule changes are implemented. - Inclusion of behavioural training is delivered as part of task specific training. - Observable outcome training methodology is used. - The availability of refresher training is clearly communicated and requirements are continuously assessed.}- Innovation is limited to legal or client drivers. - Product acceptance testing is completed within timescales, as required.- Implementation of Safety related innovation is limited by cost implications. - Innovations are implemented as a result of competition in the market rather than as an effort to improve Safety.- User Acceptance Testing in design and procurement of new Technology is done in response to competition in the market and client / customer requests. - Current practice is reviewed to identify the benefits of using new Technology.- Both the client and workforce is invited to review and feedback on the Usability of new Technology. - Alternative technological solutions are investigated to improve safety arrangements. - Sustainability of technology is included in strategy / business approach. - Open channel of communication / feedback from those that use the product, service etc. - Recommendations from feedback are picked up and integrated holistically. - Leads Industry in terms of innovating and implementing with new safety related technology. - learning in regard to innovation is shared in external forums or similar in order to contribute to Industry development.- End user requirements included in design of assets and equipment in a reactive manner i.e. in response to client request. - Reviews of designs are focussed on technical compliance.- Regular design review meetings which include construction, maintenance and end users. - Red and green lists used by designers. - Constructability HAZOPs are embedded in the design process. - Safety and environmental risks included on drawings.- Design risk log is reviewed by line management. - Staff proactively provide feedback on equipment/asset design and is included in new product design or acceptance. - Consistent quality in each design.- Supply Chain benchmarked with primary focus on costs and process adherence. - Management engagement in the process with planning for improvement as evidenced by action plans in place and being monitored.- Data collated as required by ISO 9001. - The focus is as a reactive process where learning is primarily focussed on negative events and not looking for proactive learning opportunities. - Only lagging indicators used to measure progress.- Data collated cross functionally and with < full consultation with the Workforce. - Two distinct approaches exist - proactive (leading) and reactive (lagging). - Measurements lead to action planning with consistent and sustainable implementation.- Data volunteered and collated as a business-as-usual activity. - Consistent and embedded use of a workable system for data collection and learning that has proactive and reactive balanced measures. - This system is used across the company.- There may be several Score Cards in place offering different factors for measurement. - Inconsistent usage. - The factors measured and scored do not hold equal weighting. - Higher weighting may be given to productivity, delivery or cost efficiencies.\This is an action sheet that is populated based on your responses elsewhere in this sheet. - Clear communication and leadership from Management of the Sustainability Policy. - Active measuring and monitoring of activities and achievements using Learning and lagging indicators. - Inclusion of Sustainable working on the Balanced Scorecard. - Sustainability understood by all to mean Economic, environmental and Social Sustainability. - Practices such as local recruitement implemented. The Dimensions Of Safety (DOS) tool has been developed and launched for the Rail Industry as a way of interrogating Safety Culture across six specific Dimensions in response to a Project Safety Leadership Group (PSLG) initiative and in conjunction with an Industry wide working group. It is supported by the Office of Rail Regulation (ORR) for use in conjunction with their RM3 model and includes the Safety Culture Maturity Model most widely recognised across the Industry. DOS enables consistent and collaborative measurement and action planning for improvement with its innovative use of intervention suggestions. The six maturity levels and associated action plans involve incremental steps towards ameliorating your Safety Culture, e.g. you need to achieve all of levels 1 & 2 before progressing to a level 3 status. Whilst the temptation is to strive for a level 5, it is imperative that you use this tool in an honest and consistent manner in order to best understand your safety culture and necessary steps for improvement. It is important to note that not all Dimensions may be relevant to all organisations; as such, it informs a mature approach to measurement and assurance. DOS moves away from traditional scoring and status reports and focuses on action or intervention planning for improvement. The tool can be used at team, project, programme and functional levels. The associated guidance documentshould be read in conjunction with the tool itself. This can be found in the tab 'Guidance Document' or on Safety Central. DOS Version 1.2 April 2013 - Full product and service reviews to determine which should be phased out of use. - Sustainability policy is fully integrated e.g. with Continuous Improvement. - engaging and motivating Workforce to adopt Sustainable attitudes to working practices. - Sustainability policies and Practices totally aligned. - all aspects of Sustainability are covered and understood by all levels of Staff.- Score Cards are under review to identify how the factors may be measured with equal priority / weighting. - Measurement is done with reactive (lagging) indicators only.- Consistent balanced scorecard used across business. - 20% of score card is based on positive (leading, proactive) safety indicators. - Feedback on the relevance of the factors measured is requested / invited by management. - Risk registers are reviewed and updated with detailed mitigation plans. - Focus is on process-related risk. - Risk management is perceived as the responsibility of Management. - Workforce is engaged in Risk Management at the invitation of Management.- Risk registers and mitigation plans are regularly reviewed and updated proactively. - All business risk processes are integrated. - Clear leadership from management. - Workforce is engaged by Management and participating in reviews. - Basic compliance to Legislation, CDM and Industry Standards. - 'Shell' of welfare in place but not used as designed. - Reality and Strategy of Welfare facilities does not match; concerns raised by staff.- Reality and Strategy of Welfare facilities match - Feedback mechanisms are used to capture successes, improvements and confirm usability of PPE. - Fatigue management, stress awareness and Occupational Health programmes are in place for direct staff.- Task Risk Assessments are sufficient for the risk involved and in compliance with legislative requirements. - Are high level and generic. - All levels of staff are proactively involved with the process. - The process is regularly reviewed and adaptable and implements changes. - Full integration with the briefing process including the opportunity to sense check and question content.- Competency records exist. - Competency needs are identified. - Focus is on skills and knowledge and not attitude or behaviour.- Competencies and training needs are identified. - Competency assessments identify gaps and opportunities to develop individuals. - Competency training is delivered to include skills, knowledge, attitude and behaviour.- Initial use of job profiling and behavioural markers in order to employ and develop the best people for the role or task. - Job descriptions include behavioural attributes. - Competency matrix is under development for all roles in the organisation.- Usability of the finished product is integrated with the design process. - Consistent delivery of quality designs that fully encompass feedback and learning from experience. - Standard design is consistently challenged and improved upon.- A single, balanced score card ibis used consistently across business. - 10% of score is based on positive (leading, proactive) safety indicators. - All management levels engaged and communicate the importance of consistent use and measurement.- The balanced scorecard includes consistent internal and external measurement. - 30% of score card is based on positive (leading, proactive) safety indicators. - Factors measured are regularly reviewed for effectiveness and relevance. - Implementation plans for behavioural components for all competencies including capability for trainers assessors and verifiers. - Competency matrix for all roles is used proactively with 360 degree involvement.- Specific forums or meetings taking place within the business on a minimum basis and in compliance with the law - Led by management as they see at as a legal obligation rather than as a forum for improvement or communication.- Safety Action Groups are seen as a communication tool and are Management led. - Feedback is led by Management resulting in little action planning for improvement. - Workforce are in attendance but not fully engaged with the process.- Safety Action Groups have consistent attendance, led by workforce with management engagement and support. - Outputs captured as actions in minutes and published. - Actions closed and recorded as such.- Email and paper responses are only methods available. - 20% max response rate - mostly anonymous. - The context is not communicated to the Workforce. - No evidence of local ownership or action planning. - Multiple methods of response available (i.e. paper, internet, 'phone). - 30% max response rate - mostly anonymous. - Effort is made to communicate the context to the Workforce. - Activities and actions are identified without cascade or close out plans.- 80% average response rate - over 3/4 have named responses. - Findings communicated through the business. - All actions are reviewed for effectiveness. - Employees are engaged with the process and actively encourage others to participate.- Behaviours and personal responsibility are included. - 60% max response rate - less that 1/2 anonymous. - Ownership within functions to encourage participation. - Actio< ns identified are cascaded through the organisation, with follow up.- Cross functional and role specific surveys used. - 40% response rate - more than 1/2 are anonymous. - Clear context is communicated to workforce. - Actions identified are cascaded through the organisation, without follow up to confirm completion.- Outputs from the Safety Action Groups are measured, managed and maintained by the Workforce. - Excellence communicated internally. - Process for escalation and cascading of key safety messages are visibly in place driving changes within the business.- The Workforce has autonomy and are empowered by Senior Management to implement plans or changes identified by Safety Action Groups. - The communications, innovation and feedback processes are integrated with Safety Action Group.- Internal Audit process makes very limited or no reference to behaviours. - Action planning for improvement is in response to External Audit findings only.- Internal audit process includes some aspects or focus on behaviours. - External and Internal Audit processes are not aligned. - Action planning for improvement is as a result of both Internal and External Audit.- Audit process specifically includes behaviours at all levels of the organisation. - The internal Audit process is as robust as the External one. - Issues are identified and resolved consistently internally. - Excellent communication of findings.- Internal Audit process is more robust that External processes. - Internal Audit identifies and resolves all issues in advance of External intervention. - All findings communicated to remove recurrence or repeat of issue.(Non-Conformance Report (NCR) Management.|- Majority of NCRs remain open without resolution. - Internal Audit processes are not integrated with NCR reporting systems.m- Majority of NCRs have action plans - many remaining open. - Internal Audit processes include NCR management- All NCRs have actions plans, 50 to 75% are closed within agreed timescales. - Data used and trend analysis is done, also resulting in action planning and mitigation against future events. - Visible management engagement at all levels.BNote: To Reset this Factor delete the number in column A "Rating".- All NCRs have actions plans, 50% are closed within agreed timescales. - Data used and some trend analysis is done, results not used to mitigate future events. - Full integration with Internal Audit. - Clear internal communication of Best Practice.- All NCRs have actions plans, 75 to 100% are closed within agreed timescales. - Trend analysis is done to mitigate against future events. - Visible workforce engagement at all levels.- Clear action planning. - Commitment from management and clear communication internally. - Results of process / system changes reviewed. - Workforce is fully engaged in reviews. - Feedback is actively invited on improvements implemented - internally.- Clear action planning and change management in consistent use. - Commitment from all levels in the organisation. - Feedback is actively invited on improvements implemented - internally and externally.- HSE aspects of contracts not formally built into all aspects of Contract and Tender process. - Little evidence of business developing this holistic EHS approach. - Requirements are client led.- Some formal inclusion of HSE requirements in all aspects of Contract and Tender process. - Requirements are client and business led. - Development of specific lagging EHS KPIs to measure performance.- Formal inclusion of HSE requirements in all aspects of Contract and Tender process. - Lessons learned are incorporated in the next cycle of Contract and Tender activities. - Specific lagging HSE KPIs used to measure performance.- Risk registers are reviewed reactively when issues arise. - The mitigation plan in place to manage risk is not clearly communicated or maintained regularly. - Workforce not actively engaged in risk mitigation by management.- Internal Audit process specifically includes Frontline behaviours. - Clear communication provided by Management to workforce. - Internal and External Audit processes are aligned evident by the same criteria in use.- Initial interest from Senior Management based on external influence. - Understanding of current Safety Culture is limited to Safety professionals.- Safety Culture development programme is underway. - Scorecards and other tools are used to identify current Safety Culture. - Engagement with workforce in terms of a response rate is low and scepticism is evident. - Management have a tangible plan for improving Safety Culture. - This primarily focuses on improving behaviour at the Frontline. - Action plans are put in place with a majority of actions closed out within the timescales. - Improvement plans include the organisation and supply chain. - Measurement tools used identify Safety Culture improvement strategically. - Frontline workforces do not feel a conflict between safety and delivery. - In addition to CDM minimum compliance, design changes are implemented in response to client / customer requirements. - Design Risk Management is focused on producing a Risk Assessment as a design deliverable. - Safety risks included on drawings.- The workforce is invited to engage in Risk Assessment process. - Task specific Risk Assessments are focussed on both high risk task and site specific Risks. - Process is open to query, challenge and feedback. - Competency Matrix includes Risk Assessment and Behaviour Based Safety and leadership. - Fully integration with performance Review and 1:1. - Training and competency requirements include behaviour based improvements.- Behavioural risks are identified and fully integrated in risk management processes. - Workforce is actively engaged and participating in reviews. - Lessons Learned processes are fully integrated with Risk Management approaches.The "Intervention Plan" Sheet provided will be populated with these suggested actions / interventions for you. Please edit as required and add your own activities to build your plan. There are five blank rows in the "Intervention Plan Sheet", below the suggested actions to enable you to record additional action details as necessary. You can also add rows if required. This will allow you to allocate actions or interventions to multiple owners.Please read the 1-5 Safety Culture Maturity Level descriptions for each of the factors listed. If you cannot answer all the descriptors within a box, go back to the level most relevant to you and select. We are measuring Safety Culture Maturity and action planning. Should you find you are "between" levels it is suggested that you choose the lower of the two i.e. if you establish that you can identify with some of calculative (level 3) and some of proactive (level 4) of Leadership - Level of Investment in Safety, then select the button under calculative (level 3). This will give you the best visibility of where you are doing well, and what your opportunities for improvement are.- Risk management and mitigation planning is fully integrated with Business processes including; Innovation, Safety by Design, Lessons Learned, Continuous Improvement. - The feedback mechanisms for the workforce include risk reporting.- Learning is packaged and communicated into the Supply Chain and shared with Industry. - Training design and delivery is fully integrated with Close Call, Near Miss and Accident Investigation processes as part of Continuous Improvement.- Commitment to Continuous Improvement in design and procurement of new Technology. - Revisiting User Acceptance Testing results and learning from them in new design. - Knowledge, findings and experiences are with Supply chain and Industry.- Supply Chain benchmarked on costs, process and safety, with full management engagement from company management and Supply Chain management. - Action planning identified with commitment to Continuous Improvement. - Supply Chain benchmarked on costs, process and safety, with full engagement from internal and external management. - Action planning identifi< ed as a result with commitment to Continuous Improvement with close out within timescales identified. - Continuous Improvement process in place as per ISO 9001. - Activities to improve are identified without consultation with the workforce. - Implementation of improvements is inconsistent. - Lack of integration with the Lessons Learned process.- Continuous Improvement processes include all functional areas with action planning; regularly measured for effectiveness. - There is a very low level of repeat issues as the Lessons Learned are implemented consistently internally and externally.- Various analysis techniques i.e. ETA, FTA are in use. - Full integration with Lessons Learned, design and planning processes to support Continuous Improvement and reduction of risk. - Management have an holistic plan for improving Safety Culture. - Focus is on improving the behaviour of all. - Action plans are closed out within timescales stated. - Full integration with Continuous Improvement, feedback and communication processes.- Proactive process improvement led by internal auditing and reviews. - Action planning and change management processes support implementing sustainable change. - Clear management engagement. - Workforce is consulted as part of Continuous Improvement.- Consistent application of HSE requirements. - Specific leading and lagging EHS KPIs used to actively measure performance. - Full integration with all Continuous Improvement and audit processes to enable consistency of internal and external measurement.- Validation and verification processes are detailed and include delivery of "customer quality expectations". - Qualitative record is maintained of all aspects of internal and external Contract and Tender Processes as part of Continuous Improvement. Maintenance- Work to maintain and review.- Complete all actions on-time. - Train staff including Management on expected behaviours regarding safety. - Communicate Safety commitments regularly. - Integrate Safety Processes for visibility and consistency. - Focus on 2-way communication.- Support all your staff, in understanding their impact on safety. - Integrate feedback systems with Innovation and Continuous Improvement efforts. - Encourage 360 degree attendance at Safety Meetings. - Involve your Supply Chain.- Make Management visible onsite. - Respond to feedback received. - Publicise ways for your Workforce to get involved in improving Safety. - Advertise your Safety Vision clearly. - Review your Safety Processes for fit based on feedback.Actions ConfirmedDue Date Review DateNotes CompletionAverage for this Dimension*Average Maturity Level Over All DimensionsFactor 1Factor 2Factor 3Factor 4%Average Safety Culture Maturity Level#Dimensions of Safety Summary Sheet Graph- Review your accident record and make improvements based on the results. - Engage with your staff and find out what is going well and what needs to be improved. - Action plan for your improvements and follow through on them. DimensionMaturity LevelPathological (Emerging)Reactive (Managing)Calculative (Involving)Proactive (Co-Operating)Generative (Embedded)Rating LeadershipIntervention Suggestions TechnologiesOutputs Workforce CompaniesProcesses and SystemsLevel of Investment in Safety.LEngagement of Senior, Middle and Supervisory Management in Safety Programme. Safety Tours.Leadership Communications. Training. Usability.`- Only Budget dictates what technology can be used; not requirements or suitability for purpose.U- Usability of the technology is only explored as a result of incident investigation. Innovation.Safety in Design.Bench Marking Supply Chain.- No benchmarking in place.G- Benchmarking in place with plans for consistent usage being designed.)Implementation of Continuous Improvement.Balanced Score Card.Welfare.Activity Risk Assessment.,Competence Management (task and individual).Safety Action Groups.Cultural / Climate Surveys.Safety Culture Management.Audit.Sustainability.Process Improvement.D- Reactive process improvement led by Industry changes to standards.- Reactive process improvement led by Industry changes to standards, the changing expectations from external bodies and results of external auditing.#Near Miss and Close Call Reporting.Contract / Tender Process.Risk Management.1 to 22 to 33 to 44 to 5- In line with Network Rail guidelines, conduct a minimum of 6 Safety tours per year. - Focus is on finding fault and completing the form. -Minimal communications with safety/staff representatives; based on fulfilment of legal minimum requirements. =- Management conduct more than the minimum number of safety tours as part of a performance target. - There is some focus on using a Safety Tour to find opportunities for improvement. - Communications with safety/staff representatives is two way but focussed on what is wrong on site and looking for someone to blame. UIf you make a mistake, or change your mind regarding a selection, simply reselect the Safety Culture Maturity level most appropriate to you. NOTE: Please back up your work or similar to avoid loosing this information when clicking on the selection buttons and if/when typing your own interventions or actions in the Intervention Plan Sheet.l- Review your accident record and make improvements based on the results. - Engage with your staff and find out what is going well and what needs to be improved. - Action plan for your improvements and follow through on them. -Establish relationships with safety/staff representatives; begin by management agreeing and delivering to deliver a small scale change. - Complete all actions on-time. - Train staff including Management on expected behaviours regarding safety. - Communicate Safety commitments regularly. - Integrate Safety Processes for visibility and consistency. - Focus on 2-way communication. -Utilise recognition scheme during Safety Tours, build relationship between managers and safety/site representatives, i.e. meet in advance, ask what can be done to improve, ask representatives to take joint ownership with managers for improvements. B- Support all your staff, in understanding their impact on safety. - Integrate feedback systems with Innovation and Continuous Improvement efforts. - Encourage 360 degree attendance at Safety Meetings. - Involve your Supply Chain. -Senior managers from other functions to invite safety/staff representatives to join tour. F - Supervisory management engagement limited to reacting to incidents. - Middle management focus is on safety reporting data. - Senior Management function is limited to receiving safety reports rather than on analysis, learning and resolution. -Staff understand their right to stop the job but this is rarely or never done. ~- All levels of Management are involved willingly in safety meetings. - Visible communications from Senior Managers on safety messages. - Pockets of usage of safety coaches from workforce/supervision. -Work has been stopped on safety grounds by frontline staff which was supported by management. Client supportive although this is based on facts rather than open communication. - Clear communication of management commitment and active participation at all levels of staff in the safety tour. - Style of the safety tour is conversational and focuses on listening, followed by action. - All parties are ask open questions and take responsibility for what is going right or wrong on site. Communications based on genuine interest for people, work and on reaching a consensus on what more can be done. - Focus is on Environmental Sustainability due to contract considerations. - Compliance to Industry or legal requirements. -No interest in sustainability apart from Sustainability/Environment Manager.- Sustainable working policies have been adopted in response to client pressure for commercial reasons. - Focus is broadly Social, Environmental and Economic as an holistic sustainability policy. -Sustainability has mainly environmental mean<ing to Frontline Staff.^- Sustainability policy includes; Environment - natural resources, stewardship, Social - community, ethics and worker's rights, Economic - efficiency, growth, research and development. - Development of leading KPI measurements. -Management run awareness campaigns focussed on engaging Frontline staff with Sustainability messages.e- Management engagement is evidenced by an increase in Near Miss and Close Call Reports. - Action planning is consistently carried out. - Worksafe procedures and requirements in consistent use. - Success is evidenced by a reduction in identical events. - Data inputted into system by all levels of staff. - Factual feedback provided to all levels of staff. xFor document control purposes, this is a 'Read Only' file. Please 'save as' your own version locally before populating. - Near miss and Close Call reporting system in place. - Management encourage it, action planning is not yet taking place. - Low levels of reporting, compared to Industry trends. - Awareness of Worksafe procedure and requirements, no usage.U- Action planning has begun, however using these as a management tool is not yet done. - Reporting levels are inconsistent and trends cannot be identified. - Awareness of Worksafe procedure and requirements with some success and positive reaction. - Near Miss/Close Call reported and entered into system sporadically and inconsistently. - Change is managed and implemented in response to valid work safe invocations, monitoring of types of work safe invocations. - Improvement made as a result of reporting. - Management support the use of the Worksafe procedure. - All staff feel confident entering data into reporting system. - Feedback given to all staff of analysis and follow-up/rectification put in place based on reports. - Rectifications or changes to Safety programmes are only made in response to Safety incidents. - There is Management awareness of the need to equally weight Safety and productivity when measuring performance. - Staff have asked to stop the job based on Safety grounds but this has previously resulted in pressure from Management to rescind this or the requestor has not been invited back to work again if contractor.- All levels receive training on Behaviour Based Safety. - All communications related to safety are backed up by action planning and proactive interventions. - Consistent use of safety coaches from workforce/supervision with support in place. -Management and frontline staff have both stopped work and supported those who requested it. Investigation carried out into how it could have been managed better. '-Safety Tours are considered Business as Usual practice and used as a communication tool. - Open discussion of Safety related concerns and successes is / are evident. - Open and transparent communications with full mutual trust established. - Mutually pushing forward to improve work for all. J- Occupational Health and Wellness campaigns covers staff, their families and supply chain partners. - Monitor the uptake of offers and from analysis run campaigns to engage all. - Occupational Health and Wellness Programme is proactive in identifying risks and preventing harm. - Information campaigns include the Supply Chain.- Specific Risk Assessment performed. - The Risk Assessment process is disjointed without fully interlinking Activity, Design, Environment etc. risks. - Minimal engagement and involvement from workforce. 5- Support all your staff, in understanding their impact on safety. - Integrate feedback systems with Innovation and Continuous Improvement efforts. - Encourage 360 degree attendance at Safety Meetings. - Involve your Supply Chain. - Promote and continuously monitor reporting, suggest improvements to system. _The tool has been designed to be completed during a workshop, meeting or on an individual basis to promote discussion. For example, it could be completed individually and then taken to a management meeting with senior managers for further discussion or as a gap analysis across projects. See the Guidance Document for further suggested applications. The entire organisation can benefit from you completing DOS as it helps to both manage safety and to examine yourself as a team, project, organisation etc. in order to best assess where you are in terms of safety culture, and plan on how to get to where you want to be. The Working Group identified particular actions or interventions that may be implemented to develop safety culture maturity i.e. develop from pathological (level 1) to reactive (level 2). After selecting the relevant maturity levels, the actions / interventions identified to assist with this will appear to the right of the screen i.e. selecting pathological (level 1) will result in the actions / interventions identified to progress to reactive (level 2) will appear. The intervention suggestions/plan is designed to help you move from one level to the next. We encourage you to consider these within your particular organisational context and amend/add to as necessary. Each sheet may be printed on A3, the print areas are pre-set for you. The rows and columns have been set to auto size to fit contents. Whilst the contents and structure is locked, we have left the resizing options unlocked to assist.VThe Summary Sheet reflecting your results in a simple format is pre-set to round down.F- Clear and consistent downward trend in recurrent near miss and close calls reported. - Organisation held up as leading near miss and close call reporting and demonstrated by benchmarking results. - Reporting system consistently used and feedback, analysis, learning and recitifications shared with staff and supply chain. - There is a disconnect between Safety Policy communications and actions taken. - Communications to workforce/supply chain is minimal and inconsistent; and no feedback is sought from them. - Safety Forums are held as a one way communication tool.- Communication strategy under development to identify the best methods to communicate. - The safety vision of the business is clearly displayed. - Communications to workforce/supply chain is limited to what must be done and not why it must be done y -ӍܓZ( fm+P x x  Z l5( Bcc||2.}-} _-;_-* "}-} _-;_-* "}-} _-;_-* "}-} _-;_-* "}-} _-;_-* "}-} _-;_-* "}-} _-;_-* "}-} _-;_-* "}-} _-;_-* "}-}  _-;_-* "}-}  _-;_-* "}-}  _-;_-* "}-}  _-;_-* "}-}  _-;_-* "}-} _-;_-* "}-} _-;_-* "}A} _-;_-* "ef-@_- }A} _-;_-* "ef-@_- }A} _-;_-* "ef-@_- }A} _-;_-* "ef-@_- }-} _-;_-* "}A} _-;_-* "ef -@_- }A} _-;_-* "L-@_- }-} _-;_-* "}A} _-;_-* "L-@_- }A} _-;_-* "L-@_- }A} _-;_-* "L-@_- }A} _-;_-* "L -@_- }A} _-;_-* "23-@_- }A} _-;_-* "23-@_- }A} _-;_-* "23-@_- }A} _-;_-* "23-@_- }A}  _-;_-* "23-@_- }A}! _-;_-* "23 -@_- }A}" _-;_-* "-@_- }-}# _-;_-* "}-}$ _-;_-* "}A}% _-;_-* "-@_- }A}& _-;_-* "-@_- }-}' _-;_-* "}-}(* "}}) }* "-@_-   |rPz |A}}* * "-@_- ??? ??? ???|rPz ???|A}-}/ * "}A}1 a* "-@_- }A}2 * "-@_- }A}3 * "?-@_- }A}4 * "23-@_- }-}5 * "}}7 ??v* "̙-@_-   |rPz |A}A}8 }* "-@_- }-}9 e* "}d};* "-@_   }}< ???* "-@_ ??? ??? ???|rPz ???|A}-}> * "}U}? * "-@_  }-}@ * "}-} * "}(} * "}-} * "}(} * "M 20% - Accent1 ef %M" 20% - Accent2 ef %M& 20% - Accent3 ef %M* 20% - Accent4 ef %A. 20% - Accent5 %M2 20% - Accent6  ef %M 40% - Accent1 L %A# 40% - Accent2 %M' 40% - Accent3 L %M+ 40% - Accent4 L %M/ 40% - Accent5 L %M3 40% - Accent6  Lմ %M 60% - Accent1 23 %M$ 60% - Accent2 23ږ %M( 60% - Accent3 23כ %M, 60% - Accent4 23 %M0 60% - Accent5 23 %M4 60% - Accent6  23 %AAccent1 O %5!Accent2 %5%Accent3 %A)Accent4 d %A-Accent5 K %51Accent6 %-Bad % Calculation  }%  Check Cell  %????????? ??? 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WMʏ=G:mZ~}Y$QGHbA9Z#lbпpl4At0^m@{;OJ \bEQ\MB;nF@>jvMkFP!`ˬHkǙ|nP>NAu K 5lsN Ú cL@Gx>g^{.-aDoE6)\{um#?eas`*"Q+,i1r)SR19]q\\ ڄ: ѓls׹/OQ?7DG!zs> TEѻ-_f.U3F[&֌sKUJy"K2CiHX0y#:.z&L*Q?p@(z+=̭uʮg>fק,hww;@K  m 7 Sheet6bb ggD@    3jċ  dMbP?_*+%&gfffff?'gfffff?(?)?"MXX433333?433333?cGU} o} o}  o} $ o    p 6 p  p 1   p V f fft ~ZPathological (Emerging)fo ZReactive (Managing)ft ZCalculative (Involving)fu ZProactive (Co-Operating)fc< ZGenerative (Embedded) fl Z!Level of Investment in Safety.l Z- Investment limited to provision of basic PPE and legislative minimum requirements. - Leadership visibility on safety is limited to reacting when incidents occur.v Z- Management are interested in improving basic safety provisions. - Improvements in safety provisions are made only in response to accidents and incidents.n4 Z- Management understand the benefits of involving the Workforce in Safety Initiatives and provide visible support. - There is evidence of engaging with the front-line workforce as a way of seeking improvements required.n Z- Programmes are implemented and management provide consistent, visible leadership at events including financial support as a result of workforce input. - Management controlled issues are resolved consistently and closed out within timescales. o Z - All levels within the organisation understand their impact on Safety - Safety programmes are communicated and maintained to schedule with measurement and scorecard tools in place.lH D  :D  :D  :wD  :WD #Work to Maintain and Review.D """""BqqL ZOLEngagement of Senior, Middle and Supervisory Management in Safety Programme.g ZIF - Supervisory management engagement limited to reacting to incidents. - Middle management focus is on safety reporting data. - Senior Management function is limited to receiving safety reports rather than on analysis, learning and resolution. -Staff understand their right to stop the job but this is rarely or never done. ux Z- Rectifications or changes to Safety programmes are only made in response to Safety incidents. - There is Management awareness of the need to equally weight Safety and productivity when measuring performance. - Staff have asked to stop the job based on Safety grounds but this has previously resulted in pressure from Management to rescind this or the requestor has not been invited back to work again if contractor.c Z~- All levels of Management are involved willingly in safety meetings. - Visible communications from Senior Managers on safety messages. - Pockets of usage of safety coaches from workforce/supervision. -Work has been stopped on safety grounds by frontline staff which was supported by management. Client supportive although this is based on facts rather than open communication. l Z- All levels receive training on Behaviour Based Safety. - All communications related to safety are backed up by action planning and proactive interventions. - Consistent use of safety coaches from workforce/supervision with support in place. -Management and frontline staff have both stopped work and supported those who requested it. Investigation carried out into how it could have been managed better. l Z- all levels proactively involve themselves in Safety events and meetings. - Safety coaches are actively engaged throughout the organisation. - Learning programmes are implemented consistently with focus on Sustainability. -No hesitation to stop the job based on Safety. if request is made, this is fully supported by staff and client. -Learning is carried out by joint Management and staff to understand reasons and how the system can be improved both on site and as a Safety mechanism.l D  :D  :D  :wD  :WD #Work to Maintain and Review.D """""Bqq Z Safety Tours. Z- In line with Network Rail guidelines, conduct a minimum of 6 Safety tours per year. - Focus is on finding fault and completing the form. -Minimal communications with safety/staff representatives; based on fulfilment of legal minimum requirements.   Z@=- Management conduct more than the minimum number of safety tours as part of a performance target. - There is some focus on using a Safety Tour to find opportunities for improvement. - Communications with safety/staff representatives is two way but focussed on what is wrong on site and looking for someone to blame. nP" Zqn- Performance targets and Safety tours are used to show commitment and support to the Workforce. - Action planning includes behavioural drivers and form the focus of the Safety Tour. - Style of tour is more instructional and process orientated. - Communications with Safety/staff representatives is two way and based on mutual agreement of what could be done better.r0% Z- Clear communication of management commitment and active participation at all levels of staff in the safety tour. - Style of the safety tour is conversational and focuses on listening, followed by action. - All parties are ask open questions and take responsibility for what is going right or wrong on site. Communications based on genuine interest for people, work and on reaching a consensus on what more can be done. e( Z*'-Safety Tours are considered Business as Usual practice and used as a communication tool. - Open discussion of Safety related concerns and successes is / are evident. - Open and transparent communications with full mutual trust established. - Mutually pushing forward to improve work for all. e* D  :D  :D  :wD  :WD #Work to Maintain and Review.D """""Bqq* ZLeadership Communications.e+ Z- There is a disconnect between Safety Policy communications and actions taken. - Communications to workforce/supply chain is minimal and inconsistent; and no feedback is sought from them. - Safety Forums are held as a one way communication tool.e- Z- Communication strategy under development to identify the best methods to communicate. - The safety vision of the business is clearly displayed. - Communications to workforce/supply chain is limited to what must be done and not why it must be done m. Z- Clearly defined communication strategy based on feedback and requirements. - Leadership messages are delivered in a meaningful and honest manner. - Monitoring of consistency of cascaded messagese0 Z- Clearly defined communication strategy which is a live process open to improvement based on feedback. - Leadership actively responds to the workforce/supply chain in a constructive and timely manner.e2 Z- All employees are engaged in contributing to achieving the safety vision of the business. - Communications actively include stakeholders with their staff, cross functionally and within Industry. l3 D  :D  :D  :wD  :WD #Work to Maintain and Review.D """""B qq9! e dCT q          0 (   \= C * Group 27"$] `   BU ))A@:]j U ! ~ ~  U 8U 9 8U $ "  B(U ))A@:]Z (U ! ~  PU U 9 "  B|U ))A@:]Z |U !  ~  U PU 9 "  BU ))A@]<]Z U # 8 ~  U U 9 "  B|U ))A@5Y<]Z |U @$ T ~  8U U 9 "pp  0U @\=]$@U <&   !_$ C * Group 35"] `(   HU ))A@!]j U & p ~ ~  DU U 9 U $ "  HpU ))A@!]Z pU @) ~  U DU 9 "  HU ))A@!]Z U ) ~  U U 9  "   H$U ))A@`#]Z $U + ~  LU U 9! " ! HU ))A@8\#]Z !U , ~  U LU 9 "vv " 6U @!_$]$"@U (.  n^  # ] `\0  % Hx U ))A@]j %x U .  ~ 0 ~   U L U 9 L U $& " & H U ))A@]Z & U 1 H ~   U  U 9' " ' H U ))A@]Z ' U d1 d ~  H U  U 9( " ( Ht U ))A@x]Z (t U x3 ~   U H U 9) " ) H U ))A@W|]Z ) U 3 ~  L U  U 9% "vv * 6 U @]$*@ U 5    H| U ))A@E ]j | U `6 ~ ~   U P U 9 P U $ "  HU ))A@N ]Z U h8 ~  TU  U 9 "  HU ))A@N ]Z U :  ~   U TU 9 "  H< U ))A@R ]Z < U (; $ ~  x U  U 9 "  H U ))A@N ]Z  U 8< @ ~  P U x U 9 "xx  6U @ U]$@U H=  >@KA $ 7 Sheet5b(b(---gg@@d&<3      dMbP?_*+%h&gfffff?'gfffff?(?)?"QXX433333?433333?cGU} F} G} G} $ G w L1 @ ,H 1  ,H N  ,H N   H V I JJ3 \ ~ZPathological (Emerging)Jo3 ZReactive (Managing)Jt 4 ZCalculative (Involving)Ju@4 ZProactive (Co-Operating)Jct4 ZGenerative (Embedded) K4 Z Training.n4 Z- Basic minimum technical training. - Training is task based and delivered in a paper based or PowerPoint based style. - Focus is on qualifying for competence / role.s 6 Z- Training requirements are understood and designed with consideration to learning styles and delivery requirements. - It is task based training which is completed / rolled out before technology or rule changes are implemented. a7 Z- Inclusion of behavioural training is delivered as part of task specific training. - Observable outcome training methodology is used. - The availability of refresher training is clearly communicated and requirements are continuously assessed.c9 Z- New methods of training delivery explored and exploited. - Behaviour Based Safety is integrated into all training packages identified as relevant and as stand alone packages. - Continuous validation and verification of learning requirements.w; Z- Learning is packaged and communicated into the Supply Chain and shared with Industry. - Training design and delivery is fully integrated with Close Call, Near Miss and Accident Investigation processes as part of Continuous Improvement.a= D  :D  :D  :wD  :WD #Work to Maintain and Review.D """""Brr= Z Usability.= Zc`- Only Budget dictates what technology can be used; not requirements or suitability for purpose.t> ZXU- Usability of the technology is only explored as a result of incident investigation. ? Z- User Acceptance Testing in design and procurement of new Technology is done in response to competition in the market and client / customer requests. - Current practice is reviewed to identify the benefits of using new Technology.@ Z- Both the client and workforce is invited to review and feedback on the Usability of new Technology. - Alternative technological solutions are investigated to improve safety arrangements. xB Z- Commitment to Continuous Improvement in design and procurement of new Technology. - Revisiting User Acceptance Testing results and learning from them in new design. - Knowledge, findings and experiences are with Supply chain and Industry.`D D  :D  :D  :wD  :WD #Work to Maintain and Review.D """""BrrdD Z Innovation.|D Z}- Innovation is limited to legal or client drivers. - Product acceptance testing is completed within timescales, as required.xE Z- Implementation of Safety related innovation is limited by cost implications. - Innovations are implemented as a result of competition in the market rather than as an effort to improve Safety.F Z- Innovation schemes or programmes are in place. - Cost benefit analyses are done to represent long term advantages of innovating.H Z- Sustainability of technology is included in strategy / business approach. - Open channel of communication / feedback from those that use the product, service etc. - Recommendations from feedback are picked up and integrated holistically. I Z- Leads Industry in terms of innovating and implementing with new safety related technology. - learning in regard to innovation is shared in external forums or similar in order to contribute to Industry development.K D  : D  : D  : wD  : WD #Work to Maintain and Review.D """""BrrK Z Safety in Design.K Z - End user requirements included in design of assets and equipment in a reactive manner i.e. in response to client request. - Reviews of designs are focussed on technical compliance.@M Z - In addition to CDM minimum compliance, design changes are implemented in response to client / customer requirements. - Design Risk Management is focused on producing a Risk Assessment as a design deliverable. - Safety risks included on drawings.8O Z - Regular design review meetings which include construction, maintenance and end users. - Red and green lists used by designers. - Constructability HAZOPs are embedded in the design process. - Safety and environmental risks included on drawings.(Q Z - Design risk log is reviewed by line management. - Staff proactively provide feedback on equipment/asset design and is included in new product design or acceptance. - Consistent quality in each design.R Z - Usability of the finished product is integrated with the design process. - Consistent delivery of quality designs that fully encompass feedback and learning from experience. - Standard design is consistently challenged and improved upon.T D  : D  : D  : wD  : WD #Work to Maintain and Review.D """""B rr! eT>}]T r    #  ) /  f@B(   [> C * Group 13"] `@   HU ))A@;]j U 4A ~ 0~   U HU 9 HU $ "  H< U ))A@;]Z < U A H~  d U  U 9  "   H U ))A@;]Z  U B d~   U d U 9  "   H U ))A@^=]Z  U D ~   !U  U 9  "   H!U ))A@6Z=]Z !U |D ~  HU  !U 9 "vv   6!U @[>]$ @!U F   Z% C * Group 21"] ` I   H "U ))A@"]j  "U G ~ ~  4"U !U 9 !U $ "  H`"U ))A@"]Z `"U I ~  "U 4"U 9 "  H"U ))A@"]Z "U J ~  "U "U 9 "  H8!U ))A@]$]Z 8!U (L $~  `!U "U 9 "  H#U ))A@5Y$]Z #U L @~  !U `!U 9 "vv  6#U @Z%]$@#U N   Z C * Group 36"] `Q   Hh$U ))A@]j h$U O \~ x~  $U <$U 9 <$U $ "  H$U ))A@]Z $U Q ~  $U $U 9 "  H%U ))A@]Z %U R ~  8%U $U 9 "  Hd%U ))A@]]Z d%U 4T ~  %U 8%U 9 "  H%U ))A@5Y]Z %U T ~  <$U %U 9 "vv  6&U @Z]$@&U V    Hl&U ))A@C  G]j l&U W ~ ~  &U @&U 9 @&U $ "  H#U ))A@H  G]Z #U $Y 4~  D#U &U 9  "   Hp#U ))A@H  G]Z p#U Z P~  (U D#U 9! " ! H,(U ))A@Q  ]Z !,(U [ l~  h(U (U 9" " " H(U ))A@H  ]Z "(U \ ~  @&U h(U 9 "xx # 6(U @  ]$#@(U ^  >@KA $ 7 Sheet9b(b(///gg@@d&<3    o  dMbP?_*+%h&gfffff?'gfffff?(?)?"OXX433333?433333?cGU} F} G} IG} $ G w hN  ,H 1  ,H N  ,H   ,H V e ffT ZPathological (Emerging)foT ZReactive (Managing)ft U ZCalculative (Involving)fu@U ZProactive (Co-Operating)fctU D~ZGenerative (Embedded) gU Z Bench Marking Supply Chain.U Z - No benchmarking in place.V Z JG- Benchmarking in place with plans for consistent usage being designed.V Z - Supply Chain benchmarked with primary focus on costs and process adherence. - Management engagement in the process with planning for improvement as evidenced by action plans in place and being monitored.DX Z - Supply Chain benchmarked on costs, process and safety, with full management engagement from company management and Supply Chain management. - Action planning identified with commitment to Continuous Improvement. Y Z - Supply Chain benchmarked on costs, process and safety, with full engagement from internal and external management. - Action planning identified as a result with commitment to Continuous Improvement with close out within timescales identified. p[ D  : D  : D  : wD  : WD #Work to Maintain and Review.D """""Brr[ Z ,)Implementation of Continuous Improvement.D\ Z - Continuous Improvement process in place as per ISO 9001. - Activities to improve are identified without consultation with the workforce. - Implementation of improvements is inconsistent. - Lack of integration with the Lessons Learned process.0^ Z - Data collated as required by ISO 9001. - The focus is as a reactive process where learning is primarily focussed on negative events and not looking for proactive learning opportunities. - Only lagging indicators used to measure progress.` Z - Data collated cross functionally and with full consultation with the Workforce. - Two distinct approaches exist - proactive (leading) and reactive (lagging). - Measurements lead to action planning with consistent and sustainable implementation.b Z - Data volunteered and collated as a business-as-usual activity. - Consistent and embedded use of a workable system for data collection and learning that has proactive and reactive balanced measures. - This system is used across the company.c Z - Continuous Improvement processes include all functional areas with action planning; regularly measured for effectiveness. - There is a very low level of repeat issues as the Lessons Learned are implemented consistently internally and externally.e D  : D  : D  : wD  : WD #Work to Maintain and Review.D """""Brre Z Balanced Score Card.f Z - There may be several Score Cards in place offering different factors for measurement. - Inconsistent usage. - The factors measured and scored do not hold equal weighting. - Higher weighting may be given to productivity, delivery or cost efficiencies.h Z - Score Cards are under review to identify how the factors may be measured with equal priority / weighting. - Measurement is done with reactive (lagging) indicators only.li Z - A single, balanced score card ibis used consistently across business. - 10% of score is based on positive (leading, proactive) safety indicators. - All management levels engaged and communicate the importance of consistent use and measurement.`k Z - Consistent balanced scorecard used across business. - 20% of score card is based on positive (leading, proactive) safety indicators. - Feedback on the relevance of the factors measured is requested / invited by management. $m Z - The balanced scorecard includes consistent internal and external measurement. - 30% of score card is based on positive (leading, proactive) safety indicators. - Factors measured are regularly reviewed for effectiveness and relevance. o D  :D  :D  :wD  :WD #Work to Maintain and Review.D """""Brro Z Welfare.o Z- Basic compliance to Legislation, CDM and Industry Standards. - 'Shell' of welfare in place but not used as designed. - Reality and Strategy of Welfare facilities does not match; concerns raised by staff.p Z  - PPE provision is on a 'One size fits all' basis i.e. one size of work gloves provided. - Management involvement in Occupational Health and Wellness provision and measurement indicators is as a result of Industry pressure rather than in response to staff concerns.r Z- Reality and Strategy of Welfare facilities match - Feedback mechanisms are used to capture successes, improvements and confirm usability of PPE. - Fatigue management, stress awareness and Occupational Health programmes are in place for direct staff.t Z- Occupational Health and Wellness programme in place for direct staff e.g. wellness campaigns, and subsidised health initiatives. - Level of take-up is monitored and plans are in place to pro-actively raise awareness and engagement with all direct staff.v ZMJ- Occupational Health and Wellness campaigns covers staff, their families and supply chain partners. - Monitor the uptake of offers and from analysis run campaigns to engage all. - Occupational Health and Wellness Programme is proactive in identifying risks and preventing harm. - Information campaigns include the Supply Chain.hy D  :D  :D  :wD  :WD #Work to Maintain and Review.D """""B rr ee H r 7  = C  I LPi4(  h Z iC ( Group 1"] `\a  h BU ))A@]j U a \ ~ x ~  U OU 9 OU $ " h BOU ))A@]Z OU db ~  F U 9 " h BF ))A@]Z F b ~  G F 9 " h BDG ))A@]]Z DG d ~  lG G 9 " h BG ))A@5Y]Z G e ~  OU lG 9 "pp h 0 iC * Group 21"] `u  h BM ))A@;]j M Xv H"~ d"~  0M L 9 L $ " h BI ))A@;]Z I xw |"~  I 0M 9 " h BI ))A@;]Z I w "~  tN I 9 " h BN ))A@^=]Z N y "~  N tN 9 " h BN ))A@6Z=]Z N 4z "~  L N 9 "pp h 0@O @[>]$@@O 0|  >@KA $ 7 Sheet14b(b(+++gg@@d    m5  dMbP?_*+%h&gfffff?'gfffff?(?)?"5XX433333?433333?cU} F} G} "G} $ G w L1  ,H   H N  ,H N   ,H V I fJly "~ZPathological (Emerging)Joy ZReactive (Managing)Jty ZCalculative (Involving)Juz ZProactive (Co-Operating)Jc4z ZGenerative (Embedded) Kdz ZActivity Risk Assessment.z Z- Task Risk Assessments are sufficient for the risk involved and in compliance with legislative requirements. - Are high level and generic. { Z- Specific Risk Assessment performed. - The Risk Assessment process is disjointed without fully interlinking Activity, Design, Environment etc. risks. - Minimal engagement and involvement from workforce. T} Z- The workforce is invited to engage in Risk Assessment process. - Task specific Risk Assessments are focussed on both high risk task and site specific Risks. - Process is open to query, challenge and feedback. ~ Z- All levels of staff are proactively involved with the process. - The process is regularly reviewed and adaptable and implements changes. - Full integration with the briefing process including the opportunity to sense check and question content.쀴 Z- Various analysis techniques i.e. ETA, FTA are in use. - Full integration with Lessons Learned, design and planning processes to support Continuous Improvement and reduction of risk. d D  :D  :D  :wD  :WD #Work to Maintain and Review.D """""Brrh Z/,Competence Management (task and individual).Ă Z- Competency records exist. - Competency needs are identified. - Focus is on skills and knowledge and not attitude or behaviour.̃ Z- Competencies and training needs are identified. - Competency assessments identify gaps and opportunities to develop individuals. - Competency training is delivered to include skills, knowledge, attitude and behaviour. Z- Initial use of job profiling and behavioural markers in order to employ and develop the best people for the role or task. - Job descriptions include behavioural attributes. - Competency matrix is under development for all roles in the organisation. Z- Implementation plans for behavioural components for all competencies including capability for trainers assessors and verifiers. - Competency matrix for all roles is used proactively with 360 degree involvement., Z- Competency Matrix includes Risk Assessment and Behaviour Based Safety and leadership. - Fully integration with performance Review and 1:1. - Training and competency requirements include behaviour based improvements.䊴 D  :D  :D  :wD  :WD #Work to Maintain and Review.D """""Brr芴 ZSafety Action Groups. Z- Specific forums or meetings taking place within the business on a minimum basis and in compliance with the law - Led by management as they see at as a legal obligation rather than as a forum for improvement or communication.܌ Z- Safety Action Groups are seen as a communication tool and are Management led. - Feedback is led by Management resulting in little action planning for improvement. - Workforce are in attendance but not fully engaged with the process. Z- Safety Action Groups have consistent attendance, led by workforce with management engagement and support. - Outputs captured as actions in minutes and published. - Actions closed and recorded as such.X Z- Outputs from the Safety Action Groups are measured, managed and maintained by the Workforce. - Excellence communicated internally. - Process for escalation and cascading of key safety messages are visibly in place driving changes within the business.X Z- The Workforce has autonomy and are empowered by Senior Management to implement plans or changes identified by Safety Action Groups. - The communications, innovation and feedback processes are integrated with Safety Action Group.( D  :D  :D  :wD  :WD #Work to Maintain and Review.D """""Brr, ZCultural / Climate Surveys.d Z- Email and paper responses are only methods available. - 20% max response rate - mostly anonymous. - The context is not communicated to the Workforce. - No evidence of local ownership or action planning.  Z- Multiple methods of response available (i.e. paper, internet, 'phone). - 30% max response rate - mostly anonymous. - Effort is made to communicate the context to the Workforce. - Activities and actions are identified without cascade or close out plans. Z- Cross functional and role specific surveys used. - 40% response rate - more than 1/2 are anonymous. - Clear context is communicated to workforce. - Actions identified are cascaded through the organisation, without follow up to confirm completion. Z- Behaviours and personal responsibility are included. - 60% max response rate - less that 1/2 anonymous. - Ownership within functions to encourage participation. - Actions identified are cascaded through the organisation, with follow up.ԛ Z- 80% average response rate - over 3/4 have named responses. - Findings communicated through the business. - All actions are reviewed for effectiveness. - Employees are engaged with the process and actively encourage others to participate. D  :D  :D  :wD  :WD #Work to Maintain and Review.D """""B rr eyH r Q  W ]  c 6`6%0  (  $x *% 6 \U @]$*@ \U |   Z %C ( Group 6"] `Ѐ  $ Bl]U ))A@]j l]U +~ +~  ]U p\U 9 p\U $ " $ B]U ))A@]Z ]U t +~  ]U ]U 9  "  $ B^U ))A@]Z ^U Ԃ +~  <^U ]U 9  "  $ Bh^U ))A@]]Z h^U Є ,~  ^U <^U 9  "  $ B_U ))A@5Y]Z _U 0 ,,~  p\U ^U 9 "pp  $ 0`_U @Z]$ @`_U ,   $ B_U ))A@C  ]j _U H,~ d,~  F _U 9 _U $ " $ B0F ))A@H  ]Z 0F |,~  \U F 9 " $       !"#$%&'()*+,-./0123456789:;<=>?@ABCDEFGHIJKLMNOPQRSTUVWXYZ[\]^_`abcdefghijklmnopqrstuvwxyz{|}~ BU ))A@H  ]Z U 艛 ,~  U \U 9 " $ BV ))A@Q & ]Z V Ћ ,~  ^U U 9 " $ BV ))A@H & ]Z V 0 ,~  _U ^U 9 " [> %C * Group 27"] `  $ B ))A@;]j  ,~ -~   W 9 W $ " $ BD ))A@;]Z D ̏ -~  l  9 " $ B ))A@;]Z  , <-~   l 9 " $ B ))A@^=]Z  ( X-~    9  "  $ B@ ))A@6Z=]Z @ t-~  W  9 "pp !$ 0 @[>]$!@  rr 1% 0_U @]$1@_U  ~~ 2% <0`U ))A@Q]X 20`U p -~  l`U  `U $3 "~~ 3% <`U ))A@Q]H 3`U p  `U 4 "~~ 4% <aU ))A@Q]H 4aU p  @KA $ 7 Sheet13b(b(***gg@@d&<3    ZQJn  dMbP?_*+%h&gfffff?'gfffff?(?)?"PXX433333?433333?cGU} F} G} $ G w hN  ,H   ,H  ,H 1   ,H V e ff Z Pathological (Emerging)fo이 Z Reactive (Managing)ft Z Calculative (Involving)fuL Z Proactive (Co-Operating)fc H.~Z Generative (Embedded) g ZSafety Culture Management.螴 Z- Initial interest from Senior Management based on external influence. - Understanding of current Safety Culture is limited to Safety professionals. Z- Safety Culture development programme is underway. - Scorecards and other tools are used to identify current Safety Culture. - Engagement with workforce in terms of a response rate is low and scepticism is evident. ̡ Z- Management have a tangible plan for improving Safety Culture. - This primarily focuses on improving behaviour at the Frontline. - Action plans are put in place with a majority of actions closed out within the timescales.  Z- Management have an holistic plan for improving Safety Culture. - Focus is on improving the behaviour of all. - Action plans are closed out within timescales stated. - Full integration with Continuous Improvement, feedback and communication processes. Z- Improvement plans include the organisation and supply chain. - Measurement tools used identify Safety Culture improvement strategically. - Frontline workforces do not feel a conflict between safety and delivery. @ D  :D  :D  :wD  :WD #Work to Maintain and Review.D """""BrrD Z Audit.T Z- Internal Audit process makes very limited or no reference to behaviours. - Action planning for improvement is in response to External Audit findings only. Z- Internal audit process includes some aspects or focus on behaviours. - External and Internal Audit processes are not aligned. - Action planning for improvement is as a result of both Internal and External Audit.< Z- Internal Audit process specifically includes Frontline behaviours. - Clear communication provided by Management to workforce. - Internal and External Audit processes are aligned evident by the same criteria in use. Z- Audit process specifically includes behaviours at all levels of the organisation. - The internal Audit process is as robust as the External one. - Issues are identified and resolved consistently internally. - Excellent communication of findings.୴ Z- Internal Audit process is more robust that External processes. - Internal Audit identifies and resolves all issues in advance of External intervention. - All findings communicated to remove recurrence or repeat of issue. D  :D  :D  :wD  :WD #Work to Maintain and Review.D """""Brr ZSustainability.į Z- Focus is on Environmental Sustainability due to contract considerations. - Compliance to Industry or legal requirements. -No interest in sustainability apart from Sustainability/Environment Manager.X Z - Sustainable working policies have been adopted in response to client pressure for commercial reasons. - Focus is broadly Social, Environmental and Economic as an holistic sustainability policy. -Sustainability has mainly environmental meaning to Frontline Staff.l Za^- Sustainability policy includes; Environment - natural resources, stewardship, Social - community, ethics and worker's rights, Economic - efficiency, growth, research and development. - Development of leading KPI measurements. -Management run awareness campaigns focussed on engaging Frontline staff with Sustainability messages., Z- Clear communication and leadership from Management of the Sustainability Policy. - Active measuring and monitoring of activities and achievements using Learning and lagging indicators. - Inclusion of Sustainable working on the Balanced Scorecard. - Sustainability understood by all to mean Economic, environmental and Social Sustainability. - Practices such as local recruitement implemented.D Z- Full product and service reviews to determine which should be phased out of use. - Sustainability policy is fully integrated e.g. with Continuous Improvement. - engaging and motivating Workforce to adopt Sustainable attitudes to working practices. - Sustainability policies and Practices totally aligned. - all aspects of Sustainability are covered and understood by all levels of Staff.P D  :D  :D  :wD  :WD #Work to Maintain and Review.D """""BrrT Z+(Non-Conformance Report (NCR) Management. Z|- Majority of NCRs remain open without resolution. - Internal Audit processes are not integrated with NCR reporting systems. Zpm- Majority of NCRs have action plans - many remaining open. - Internal Audit processes include NCR management Z- All NCRs have actions plans, 50% are closed within agreed timescales. - Data used and some trend analysis is done, results not used to mitigate future events. - Full integration with Internal Audit. - Clear internal communication of Best Practice.x Z- All NCRs have actions plans, 50 to 75% are closed within agreed timescales. - Data used and trend analysis is done, also resulting in action planning and mitigation against future events. - Visible management engagement at all levels.\´ Z- All NCRs have actions plans, 75 to 100% are closed within agreed timescales. - Trend analysis is done to mitigate against future events. - Visible workforce engagement at all levels.ô D  :D  :D  :wD  :WD #Work to Maintain and Review.D """""B rr e"0H r k  q w  } Lpm4(  l Z mC ( Group 1"] `  l B ]U ))A@]j  ]U H `6~ |6~  \U TtU 9 TtU $ " l BTuU ))A@]Z TuU 6~  |uU \U 9 " l BuU ))A@]Z uU  6~  uU |uU 9 " l BuU ))A@]]Z uU  6~  $vU uU 9 " l BvU ))A@5Y]Z vU x 6~  TtU $vU 9 "pp l 0vU @Z]$@vU t   Z5 mC ( Group 8"] `Ц   l B$wU ))A@2]j $wU 褛 7~ 7~  LwU vU 9 vU $  "  l BxwU ))A@2]Z xwU x 87~  wU LwU 9  "  l BwU ))A@2]Z wU ا T7~  wU wU 9  "  l BPvU ))A@]4]Z PvU ԩ p7~  xvU wU 9  "  l BxU ))A@5Y4]Z xU 4 7~  vU xvU 9  "pp l 0yU @Z5]$@yU 0   l BlyU ))A@C  ]j lyU 7~ 7~  yU @yU 9 @yU $ " l ByU ))A@H  ]Z yU 7~  zU yU 9 " l B mC * Group 21"] `  l B{U ))A@;]j {U L8~ h8~  {U \{U 9 \{U $ " l B xU ))A@;]Z  xU д 8~  HxU {U 9 " l BtxU ))A@;]Z txU 0 8~  |U HxU 9 " l B }U ))A@^=]Z  }U , 8~  H}U |U 9 " l Bt}U ))A@6Z=]Z t}U 8~  \{U H}U 9 "pp l 0}U @[>]$@}U  >@KA $ 7 Sheet15b(b(),,gg@@d    Hg  dMbP?_*+%h&gfffff?'gfffff?(?)?"OXX433333?433333?cGU} F} G}  G} $ G w hk  ,H  ,H 1  ,H N   ,H V e ffô Z Pathological (Emerging)fo Ĵ Z Reactive (Managing)ft8Ĵ Z Calculative (Involving)fulĴ Z Proactive (Co-Operating)fcĴ 9~Z Generative (Embedded) gĴ ZProcess Improvement.Ĵ ZGD- Reactive process improvement led by Industry changes to standards.Ŵ Z- Reactive process improvement led by Industry changes to standards, the changing expectations from external bodies and results of external auditing.ƴ Z- Proactive process improvement led by internal auditing and reviews. - Action planning and change management processes support implementing sustainable change. - Clear management engagement. - Workforce is consulted as part of Continuous Improvement.ȴ Z- Clear action planning. - Commitment from management and clear communication internally. - Results of process / system changes reviewed. - Workforce is fully engaged in reviews. - Feedback is actively invited on improvements implemented - internally.ʴ Z- Clear action planning and change management in consistent use. - Commitment from all levels in the organisation. - Feedback is actively invited on improvements implemented - internally and externally.P̴ D  :D  :D  :wD  :WD #Work to Maintain and Review.D """""BrrT̴ Z&#Near Miss and Close Call Reporting.̴ Z- Near miss and Close Call reporting system in place. - Management encourage it, action planning is not yet taking place. - Low levels of reporting, compared to Industry trends. - Awareness of Worksafe procedure and requirements, no usage.|δ ZXU- Action planning has begun, however using these as a management tool is not yet done. - Reporting levels are inconsistent and trends cannot be identified. - Awareness of Worksafe procedure and requirements with some success and positive reaction. - Near Miss/Close Call reported and entered into system sporadically and inconsistently. (Ѵ Zhe- Management engagement is evidenced by an increase in Near Miss and Close Call Reports. - Action planning is consistently carried out. - Worksafe procedures and requirements in consistent use. - Success is evidenced by a reduction in identical events. - Data inputted into system by all levels of staff. - Factual feedback provided to all levels of staff. Ӵ Z- Change is managed and implemented in response to valid work safe invocations, monitoring of types of work safe invocations. - Improvement made as a result of reporting. - Management support the use of the Worksafe procedure. - All staff feel confident entering data into reporting system. - Feedback given to all staff of analysis and follow-up/rectification put in place based on reports. ״ ZIF- Clear and consistent downward trend in recurrent near miss and close calls reported. - Organisation held up as leading near miss and close call reporting and demonstrated by benchmarking results. - Reporting system consistently used and feedback, analysis, learning and recitifications shared with staff and supply chain. ٴ D  :D  :D  :wD  :WD #Work to Maintain and Review.D """""Brrٴ ZContract / Tender Process.ٴ Z- HSE aspects of contracts not formally built into all aspects of Contract and Tender process. - Little evidence of business developing this holistic EHS approach. - Requirements are client led.\۴ Z- Some formal inclusion of HSE requirements in all aspects of Contract and Tender process. - Requirements are client and business led. - Development of specific lagging EHS KPIs to measure performance.ܴ Z- Formal inclusion of HSE requirements in all aspects of Contract and Tender process. - Lessons learned are incorporated in the next cycle of Contract and Tender activities. - Specific lagging HSE KPIs used to measure performance.޴ Z- Consistent application of HSE requirements. - Specific leading and lagging EHS KPIs used to actively measure performance. - Full integration with all Continuous Improvement and audit processes to enable consistency of internal and external measurement. Z- Validation and verification processes are detailed and include delivery of "customer quality expectations". - Qualitative record is maintained of all aspects of internal and external Contract and Tender Processes as part of Continuous Improvement. D  :D  :D  :wD  :WD #Work to Maintain and Review.D """""Brr ZRisk Management. Z- Risk registers are reviewed reactively when issues arise. - The mitigation plan in place to manage risk is not clearly communicated or maintained regularly. - Workforce not actively engaged in risk mitigation by management. Z- Risk registers are reviewed and updated with detailed mitigation plans. - Focus is on process-related risk. - Risk management is perceived as the responsibility of Management. - Workforce is engaged in Risk Management at the invitation of Management. Z- Risk registers and mitigation plans are regularly reviewed and updated proactively. - All business risk processes are integrated. - Clear leadership from management. - Workforce is engaged by Management and participating in reviews.  Z- Behavioural risks are identified and fully integrated in risk management processes. - Workforce is actively engaged and participating in reviews. - Lessons Learned processes are fully integrated with Risk Management approaches.T Z- Risk management and mitigation planning is fully integrated with Business processes including; Innovation, Safety by Design, Lessons Learned, Continuous Improvement. - The feedback mechanisms for the workforce include risk reporting., D  :D  :D  :wD  :WD #Work to Maintain and Review.D """""B rr e~hH r       Lq4(  p Z qC ( Group 1"] `(  p BtU ))A@]j tU A~ A~  tU U 9 U $ " p BuU ))A@]Z uU о A~   U tU 9 " p B,uU ))A@]Z ,uU 0 A~  LU  U 9 " p BxU ))A@]]Z xU , B~  U LU 9 " p B$U ))A@5Y]Z $U 0B~  U U 9 "pp p 0pU @Z]$@pU Û   Z5 qC ( Group 8"] `ś   p BĒU ))A@2]j ĒU Û LB~ hB~  U U 9 U $  "  p BU ))A@2]Z U ƛ B~  @U U 9  "  p BlU ))A@2]Z lU ƛ B~  U @U 9  "  p B̑U ))A@]4]Z ̑U ț B~  U U 9  "  p BXU ))A@5Y4]Z XU Hɛ B~  U U 9  "pp p 0U @Z5]$@U D˛   p B U ))A@C  ]j  U ˛ B~ C~  HU U 9 U $ " p BtU ))A@H  ]Z tU ͛ $C~  U HU 9 " p BܕU ))A@H  ]Z ܕU Λ @C~  U U 9 " p BDU ))A@Q & ]Z DU ϛ \C~  U U 9 " p BU ))A@H & ]Z U HЛ xC~  U U 9 " [> qC * Group 21"] `0қ  p B(U ))A@;]j (U қ C~ C~  PU U 9 U $ " p BU ))A@;]Z U ӛ C~  U PU 9 " p BU ))A@;]Z U Dԛ C~  U U 9 " p BU ))A@^=]Z U @֛ D~  U U 9 " p BU ))A@6Z=]Z U ֛ D~  U U 9 "pp p 0`U @[>]$@`U ؛  >@KA $ 7 Sheet16b(b(,,,gg@@d   Gt 6   dMbP?_*+%&gfffff?'gfffff?(?)?M\\NC1V02IP01\PullPrintStandard<C 4dXXA4DINU"T D SMTJHP Universal Printing PCL 6 (v5.3)InputBinFORMSOURCERESDLLUniresDLLHPDocUISUITrueESPRITSupportedTrueFastRes1bppResolution600dpiPrintQualityGroupPQGroup_2HPColorSmartAutomaticHPColorSmart_ColorOptions_EdgeControlNoCmdHPColorSmart_ColorOptions_HalftoneNoCmdHPColorSmart_Text_NeutralGraysNoCmdHPColorSmart_Text_HalftoneNoCmdHPColorSmart_Text_RGBColorNoCmdHPColorSmart_Graphics_NeutralGraysNoCmdHPColorSmart_Graphics_HalftoneNoCmdHPColorSmart_Graphics_RGBColorNoCmdHPColorSmart_Photo_NeutralGraysNoCmdHPColorSmart_Photo_HalftoneNoCmdHPColorSmart_Photo_RGBColorNoCmdOrientationPORTRAITHPOrientRotate180FalseDuplexVERTICALHPPrintOnBothSidesManuallyFalsePaperSizeA4HPConsumerCustomPaperTrueMediaTypeAUTOCollateOFFHPNUseDiffFirstPageChoiceTRUEHPPageExceptionsFileHPCPE115HPPageExceptionsInterfaceShowPageExceptionsHPPageExceptionsLowEndHPPageExceptionsLowEndVerHPPageExceptionsCoverInsertionHPOutputBinOrientationFACEDOWNPunchingNoneStaplingNoneHPStaplingOpposedFalseEconomodeFalseTextAsBlackFalseAlternateLetterHeadFalseHPSmartHubInet_SID_263_BID_514_HID_265OutputBinAutoHPDocPropResourceDatahpchl115.cabHPLpiSelectionNoneJPEGEnableAutoHPEasyColorOnHPMHDLLNameHPFIE115HP_DIBStitch_TintTestDisabledHPMediaTypeTreeviewPopupTrueHPColorModeCOLOR_MODEColorModeMonoTTAsBitmapsSettingTTModeOutlineHPPDLTypePDL_PCL6HPPJLEncodingUTF8HPJobAccountingHPJOBACCT_JOBACNT_GROUPNAMEHPBornOnDateHPBODHPColorPlaneHPCPHPJobByJobOverrideJBJOHPJobAccWoPinTrueHPXMLFileUsedhpcu1156.xmlHPSmartDuplexSinglePageJobTrueHPDuplicateJobNameOverrideSWFWHPEnableRAWSpoolingTrueRGBColorDefault-sRGBJRConstraintsJRCHDFullJRHDInstalledJRHDOffJRHDNotInstalledJRHDOffHPBestGlossDefaultPSAlignmentFileHPCLS115IUPH!xAkAـHQ'[!=b(fb-iP-I<ԃH*^g+ɂi7Lf޼̼73vr sHAc+uICh-" N?Bb[ G/mdXdzQ?0r|vOfүWݎ+,f1VQD\b\q6ZQiZV5}-KEvz~Y_·a}@_ǀkP紐Lf8OAk~g?&>u}X2z9? C D ZProcess Improvement. De Z  Pathological (Emerging)Z  Reactive (Managing)Z  Calculative (Involving)sZ  Proactive (Co-Operating)=Z  Generative (Embedded) """"B  !Z  l ( !C!D Z&#Near Miss and Close Call Reporting.!D "Z  Pathological (Emerging)Z  Reactive (Managing)Z  Calculative (Involving)sZ  Proactive (Co-Operating)=Z  Generative (Embedded) """"B! "Z !l$ (# "C"D( !ZContract / Tender Process."Dr` #Z  Pathological (Emerging)Z  Reactive (Managing)Z  Calculative (Involving)sZ  Proactive (Co-Operating)=Z  Generative (Embedded) """"B" $Z "ld (  ##ah "ZRisk Management.#a Z  Pathological (Emerging)Z  Reactive (Managing)Z  Calculative (Involving)sZ  Proactive (Co-Operating)=Z  Generative (Embedded) """"B# DZ #m (" $b $c&$ %%"BA$k ($ %xy %y8% "$$ $$$$$B%z (L~- D!Level of Investment in Safety.- D. .DOLEngagement of Senior, Middle and Supervisory Management in Safety Programme.. D/x /D Safety Tours./ D0 0DLeadership Communications.0 D1 1D Training.1 D2 2D  Usability.2 D 3 3D  Innovation.3 D 4 4D Safety in Design.4 D 54 5DBench Marking Supply Chain.5 D6l 6D,)Implementation of Continuous Improvement.6 D7 7DBalanced Score Card.7 8D8 8D Welfare.8 D9 9DActivity Risk Assessment.9 :D:4 :D/,Competence Management (task and individual).: ;D; ;DSafety Action Groups.; -D< <DCultural / Climate Surveys.< =D= =DSafety Culture Management.= >D>, >D Audit.> ?D?< ?DSustainability.? @D6zowcR_NOPV`nYM^qZ`_K@ABCDEF@\ @D+(Non-Conformance Report (NCR) Management.@ DA AD Process Improvement.A BD B BD!&#Near Miss and Close Call Reporting.B CD!C$ CD"Contract / Tender Process.C DD"D\ #D#Risk Management.D <D#EiFixmYh_U    epo t.a  eme ety e. tiv# ng)) / Ca   (I7 s=  C oacI Ope =ZQ  W rat] ddec k "k q Bq "w w "} } "  ! " B# % #x( 0Ux xn #x c 4N Chart 7& ]#@ٛ  PP PZaajk"??3PH0( (v {3d23 M  MR R R RT TU Uu S S4 3QQ ;-DQ ;-DQ3_ ̙. 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Se@kt 2' a/ e 2G-, 2  2 2S 3 35 3 3 b}gd8HyچdzH E{S~`1׌oKn(!}4;mB`f͠&#1{N7'rmtħIB 7,1ԛIٕLm[c(8bJ 7 q5D.~ g?SummaryInformation("QDocumentSummaryInformation8UCompObjament=Sheet2/&H00000000 Document=Sheet3/&H00000000 Document=Sheet4/&H00000000 Document=Sheet5/&H00000000 Document=Sheet9/&H00000000 Document=Sheet13/&H00000000 Document=Sheet14/&H00000000 Document=Sheet15/&H00000000 Document=Sheet16/&H00000000 Module=Module2 Module=Module3 Document=Sheet7/&H00000000 Document=Sheet6/&H00000000 Name="VBAProject" HelpContextID="0" VersionCompatible32="393222000" CMG="B3B1C3D5B3D9B3D9B3D9B3D9" DPB="A7A5D7E13F213222322232" GC="9B99EBFDDEFEDEFE21" [Host Extender Info] &H00000001={3832D640-CF90-11CF-8E43-00A0C911005A};VBE;&H00000000 &H00000002={00020818-0000-0000-C000-000000000046};Excel8.0;&H00000000 [Workspace] Module1=65, 56, 824, 535, C ThisWorkbook=0, 0, 0, 0, C Sheet1=0, 0, 0, 0, C Sheet2=0, 0, 0, 0, C Sheet3=0, 0, 0, 0, C Sheet4=0, 0, 0, 0, C Sheet5=22, 22, 1070, 491, C Sheet9=0, 0, 0, 0, C Sheet13=0, 0, 0, 0, C Sheet14=0, 0, 0, 0, C Sheet15=0, 0, 0, 0, C Sheet16=0, 0, 0, 0, C Module2=110, 172, 912, 651, C Module3=110, 172, 912, 651, C Sheet7=0, 0, 0, 0, C Sheet6=22, 22, 1070, 491, C Oh+'0HPh| CLAUDINE SMITH KOconno1Microsoft Macintosh Excel@CJu?@*y@GݎE՜.+,D՜.+,HP X`hp x d'  GUIDANCE - Read Me First! Guidance Document Leadership TechnologiesOutputs Workforce CompaniesProcesses and SystemsSummary SheetAction PlanningIntervention Admin 1 DOS Admin  Worksheets  8@ _PID_HLINKSAq@mailto:bctip@networkrail.co.uk?subject=Dimensions%20of%20Safety F!Microsoft Office Excel WorksheetBiff8Excel.Sheet.89q