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Hong Kong Construction Week Health and Safety as an Enabler for Success: Lessons from London 2012 Melodie Gilbert Head of ill health prevention - ODA Senior Partner, Park Health & Safety Partnership 2
260Ha complex, contaminated site in an urban area 3
That temporarily became. 4
Creating the largest new urban park in Europe for 150 years 5
April 2005 6
Cleaning 2m tonnes of soil to prepare the site 7
13km of tunnels for underground power lines 8
2 in every 3 spent on infrastructure 9
Large temporary structures and temporary seating 10
Iconic buildings challenging to construct 11
Venues and Park on time and under budget 12
Building Europe s largest housing complex 13
Off Park Games and training venues - Legacy 14
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London 2012 60 days of sport and culture 205 nations competing 17,000 athletes and officials 7.7 million tickets Four billion watching worldwide 800,000 daily on public transport Greatest show on earth! 16
Celebrating everyone's success 17
Timeline and current progress 2005 2007 2008 2008/11 2011/12 2012 2012/13 2013-2025 Bid and Planning Demolish Dig Big Build Test events Olympic & Paralympic Games Deconstruction / Transformation Legacy 18
Relevance to All Projects Design Groundworks Infrastructure Buildings Landscaping Large project but range of sizes of contractors Legal framework Safety, health, well-being central to our effort 19
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Themes 1. Planning 2. Leadership 3. Engagement 4. Health like Safety 21
Objective 1 To stage an inspirational Olympic Games and Paralympic Games for the athletes, the Olympic Family and the viewing public Existing BOA Sponsors British Olympic Foundation (BOF) London Assembly Community Engagement Group LSDC ondon Sustainable Development Commission) Visit London London Commercial Groups IOC (International Olympic Committee) IPC (International Paralympic Committee) IPSFs (International Paralympic Sports Federations) NPCs (National Paralympic Committees) NGBs (National Governing Bodies - Disability) BPA (British Paralympic Association) Objectives IFs (International Federations) NOCs (National Olympic Committees) NGBs (National Governing Bodies) Objectives Objective 3 To maximise the economic, social, health and environmental benefits of the Games for the UK, particularly through regeneration and sustainable development in East London TOP Sponsors (The Olympic Programme) GLA Local Sponsors 1. Partners 2. Supporters 3. Suppliers Media (Greater London Authority) BOA (British Olympic Association) 2.7 Deliver a viable London Olympic Institute Objectives 4.1 Secure UK Olympic and Paralympic athletes success in the Games 4.9 Promote, through sport, the Olympic ideals across the 2012 programme 3.2 Maximise the economic, social, health and environmental benefits the Games bring to London and all Londoners 3.2.1 Maximise the employment and skills benefits for Londoners arising from Games-related business 3.2.2 Maximise the wider economic benefits of the Games to London, including those for tourism and business promotion 3.2.3 Maximise cultural benefits to Londoners from hosting the Games and the Cultural Olympiad 3.2.4 Maximise social benefits to Londoners, including in health, education and volunteering, of hosting the Games 3.2.5 Ensure that the Games contribute to Sustainable Communities priorities, including the London Thames Gateway 3.2.6 Agree and promote sustainable development and procurement policies, including commitments to sustainable energy and waste management goals 3.2.7 Promote London s image as a leading world city to an international audience 3.2.8 Ensure London s diverse communities are engaged with and benefit from changes and opportunities arising from hosting the Games in London 4.5 Maximise increase in London participation at community and grassroots level in all sport and across all groups 4.7 Implement viable legacy use for Olympic sports facilities in London LDA BOA Board and NOC London Development Agency Olympic Opportunity Team (OOT) LOCOG Board LOCOG (London Organising Committee of the Olympic and Paralympic Games) 1.1 Deliver an inspirational environment and experience for athletes and provide a first class experience for the Olympic family and spectators 1.2 Meet IOC and IPC needs and specifications, including venue overlays 1.3 Ensure effective and efficient planning and operation of the Olympic and Paralympic Games (including security, transport, technology, health, volunteering and accessibility) 1.4 Maximise audience size at venues 1.5 Secure support and engagement across all sections of the UK public 1.6 Deliver effective media presentation and maximise global audience size 1.7 Communicate Olympic values across the world, particularly amongst young people 1.8 Stage inspiring ceremonies and cultural events 1.9 Deliver an operating surplus from the Olympic Games and Paralympic Games 1.10 Operate sustainable and environmentally responsible Olympic Games and Paralympic Games Commission for a Sustainable London 2012 (CSL) OBSG Sustainability Group Executive Management Board Olympic Communications Group (OCG) Lord Moynihan Boris Johnson London Coordination Working Group (LCWG) The Five Boroughs Greenwich Hackney Newham Tower Hamlets Waltham Forest All other London Boroughs Lord Coe Programme Vision Nations and Regions Group (NRG) Objectives Olympic Board Steering Group LDA London Development Agency Olympic Land Team (OLT) 2.1 Assemble and remediate land for Games venues ODA (Olympic Delivery Authority) 2.2 Create infrastructure and facilities associated with Games venues to time and agreed budget in accordance with the principles of sustainable development 2.3 Deliver Olympic and Paralympic venues to time, to design and building specification and to agreed budget, providing for agreed legacy use 2.5 Deliver necessary transport infrastructure for Games, and devise and implement effective transport plans which provide for legacy use 2.6 Deliver agreed sustainable legacy plans for the Olympic Park and all venues John Armitt Olympic Board (OBSG) Provide the Olympic Board with collective advice and assurance on the progress of the Olympic Programme Take decisions on cross stakeholder issues, where appropriate, and refer more important matters to the Olympic Board for decision GOE Sports Venues Legacy Group (OB) Legacy Owners / Operators e.g. LVRPA Lea Valley Regional Park Authority UEL University of East London UDC Urban Development Corporation PMO VERSION 6.0 30 JUNE 2008 DRAFT Olympic Projects Review Group (OPRG) To host an inspirational, safe and inclusive Olympic and Paralympic Games and leave a sustainable legacy for London and the UK Olympic Park Senior Officers Group OB/ OBSG Secretary Olympic Park Regeneration Steering Group Tessa Jowell Olympic Programme Managers Network (OPMN) Regional Development Agencies Regional Sports Boards Sport England Sports Council Northern Ireland Sports Council Wales Sport Scotland Olympic Security Directorate Partnerships UK English Partnerships GOE OB/OBSG Oversight and Assurance ODA Planning Committee ODA Board OLD (Olympic Lottery Distributor) Objectives UK Sport Objective 2 To deliver the Olympic Park and all venues on time, w agreed budget and to specification, minimising the cal public funds and providing for a sustainable legacy Programme Board CLM (Delivery Partner) SCDL (Stratford City Developments Limited) DCMS Board DCMS (GOE) Dept for Culture, Media & Sport - Government Olympic Executive 2.4 Secure smooth flow of public funds to the ODA 3.1 Maximise the economic, social, health and environmental benefits the Games bring to the UK and all sections of the UK population 3.1.1 Maximise the employment and skills benefits for the UK arising from Games-related business 3.1.2 Maximise the wider economic benefits of the Games across the UK, including those for tourism and business promotion 3.1.3 Maximise cultural benefits from hosting the Games and the Cultural Olympiad 3.1.4 Maximise social benefits, including in health, education and volunteering, of hosting the Games 3.1.5 Ensure that the Games contribute to Sustainable Communities priorities, including the wider Thames Gateway 3.1.6 Agree and promote sustainable development and procurement policies, including commitments to sustainable energy and waste management goals 3.1.7 Promote positive images of the UK to an international audience 3.1.8 Ensure the UK s diverse communities are engaged with, and benefit from, changes and opportunities arising from hosting the Games in the UK 4.2 Maximise British athlete success in the Olympic and Paralympic Games through investing funds in, and supporting, our most talented athletes 4.3 Secure long-term benefits to elite sport competitors particularly in Olympic and Paralympic sports 4.4 Maximise increase in UK participation at community and grass-roots level in all sport and across all groups 4.6 Implement viable legacy use for Olympic sports facilities outside London 4.8 Work with those in other countries, particularly those in development, to promote sport excellence and participation MPS (Metropolitan Police Service) BLL Village (Bovis Lend Lease) Home Office Construction Delivery Construction Industry Construction Contractors Designers Legacy Trust UK Arts Councils Visit Britain BBC ED(OPG) Economic Development (Olympic and Paralympic Games) Funders Group NAO (National Audit Office) Transport Delivery Partners Transport for London (TfL) Network Rail British Airports Authority (BAA) Highways Authority (HA) Tubelines Cabinet Office Parliament ONS (Office of National Statistics) Df (Department f DCM (Department for & Sp CL (Communitie Govern HM Tre D (Departmen DC (Department Schools an De (Department fo Food and R FC (Foreig Commonwe Oth Govern Depart (Offic C PAC (Public Accoun Committee) Objective 4 To achieve a sustained improvement in UK sport be during and after the Game both elite performance particularly in Olympic a Paralympic sports an grassroots participation 22
Organisational Structure IOC BOA GLA LOCOG GOVT Olympic Board LOCOG Olympic Delivery Authority Delivery Partner Supply Chain 23
Enabling The steps to a better job Designing out risks Planning the work Health and safety Supervision Effective management 24
Enabling Reducing risk = certain outcomes No surprises, no disruption Keep the work flowing Recruitment and retention Reputation of all concerned 25
Enabling Defining Health and Safety Tell me what you want to do, want to achieve...... working together we ll work out how to do it safely and without risk to health. That s modern Health and Safety. The ODA build for London 2012 was on time, on budget and high quality. 26
ODA Standards 27
Leadership Programme SH&E Leadership Team (SHELT) ODA Delivery Partner Senior Executives Project Directors (Tier 1s) Project Leadership Teams Supply Chain and Project Managers 28
Leadership Programme SHELT I belong to the team that will create the healthiest, safest and greenest Olympic and Paralympic Games 29
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Common Standards Increase standardisation on good practice Describe purpose and expectation Subject / topic specific Identified from good practice or from incidents Set minimum requirements 31
Visual Standards 32
Worker Engagement Every available mechanism HS&E Standard requires arrangements on every project inc. TU recognition Inductions Daily Activity Briefings (DABs) mandatory Safety Stand-downs Take time for safety Management and Supervision - contact Verbal and written communications Climate Survey for feedback and action Issue of Trust 33
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Culture Climate Survey Project action plans Near miss reporting Behaviours 35
Worker Engagement Reward and Recognition Breakfast Vouchers, Badges, etc etc You said, we did boards Supervisors Course badges, posters Annual Awards 36
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Safety Performance 80M hours worked 30 periods of > 1M hours without a reportable injury 2 periods of > 3M hours without a reportable injury 5 periods of > 2M hours without a reportable injury British Safety Council Sword of Honour AFR is lower than all-uk employment AFR is 1/3 construction level 1 case of reportable ill health 38
HEALTH 39 11th March 2009 01 Oct 08 39
Extent of the challenge Internationally we kill just short of 2 million people yearly through work related ill health 1 death every 10 minutes Based on figures published by ILO in 2005 40
The Nature of Construction High mortality - High hazard industry Large burden of occupational illness Safety understanding and performance increasing Knowledge and understanding of occupational health still poor 41
If you always do, what you ve always done Health perceived as difficult compared with other topics Latency - causes not obvious Interventions not perceived as easy Traditional approach - domain of the medical profession Nurse led Central first aid room Reactive service Focussed on the worker 42
The Challenge...we need to break the chain 43
A New Vision and Strategy Managing the impact of work on health through an occupational hygiene led workplace focussed ill health prevention programme Managing the impact of health on work through a nurse led worker focussed clinical service Promoting wellbeing by using the workplace as a venue to promote healthy lifestyles 44
Workplace - Health Risk Register 45
WORKPLACE keep it simple RAG systems Enabling safe handling of contaminated land Enabling quieter operations to be carried out away from high noise levels 46
Workplace measurable outcomes Health Impact Frequency Rating AFR = safety, EIR = environment, health Health impacts not near miss/not accident or incident? Fatality Occupational Disease Signs of Ill-health Health Impacts 47
Workplace auditing improvements Occupational Health Maturity Matrix A maturity rating and specific implementation plan to drive occupational health improvement 48
Worker - emergency response Rapid emergency response is vital within the first 10 minutes Coordinated site wide response Nurses with A&E skills Signed agreement with London Ambulance Service Only 25% of all site call outs referred 49
Worker - clinical services Health Surveillance Pre-placement screening Safety Critical Medical Questionnaire D&A Testing Treatment Service 50
Wellbeing Quarterly themes, monthly campaigns Excellent comms materials Always delivered as outreach Always a worker and workplace focus Lifestyle screening Health promotion Linked with safety 51
Independent Evaluation Detailed cost-benefit analyses show that the net cost of OH was less than zero! Clinical service 1 invested : 5.96 saved in reduced production costs Preventative service 1 invested : 7.27 saved in reduced sickness absence Case studies saved production costs: From 1 spent : 65 saved to 1 spent : 238 saved 52
Summary SAFETY Leadership:- Define what good looks like Enabling: - Strategies that stand up to scrutiny Use every avenue for worker engagement Remember the power of reward and recognition HEALTH Risk management drives the process - health like safety Health surveillance is a monitoring tool not a solution in itself Simple outputs that empower people to make the right choices Scalable and Affordable - not one size fits all 53
Learning Legacy Independent evaluations Case studies Tools and products www.london2012.com/learninglegacy 54
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