We were recently asked by those in membership to find out more about the Tesco S.T.A.R (See, Think, Act and Review) initiative to influence leadership and behaviour in the workplace.
Simon Brentnall Head of Health and Safety at BFFF recently set up a Q&A session with Charles Fidler (people safety culture manager) at Tesco to find out more.

Q1 – How did Tesco identify that they needed to introduce changes in safety culture / behaviour?
A – Around 3.5 years ago Tesco were having conversations on how slips and trips were still an issue, they decided to use their data in a better way, re-visit accidents and drill down further down to root cause with job roles categorised. We looked at whether company training had been followed. Our group H&S also completing some cultural assessments.

Q2 – How was buy in from senior management gained and was there any resistance?
A – We faced no resistance from management in terms of trying to reduce employee injuries, reduce lost time and reduce costs.

Q3 – How did Tesco come to choose / develop the STAR programme?
A – The distribution team first introduced a very basic form of the STAR programme with a see it, sort approach for Fork Lift Truck operator behaviour. This reduced their accidents by 33%.

Q4 – What is the success criteria? What did Tesco want to achieve?
A – Tesco ultimately wanted to get to zero harm but happy with 33%, figures somewhat skewed by COVID but heading in right direction and less accidents.

Q5 How was the STAR programme launched? Was there any phasing of it?
A – Originally launched in winter time during a very busy time in one hit, we tied this in with another campaign called the 12 weeks of Christmas with a staff prize draw incentive.

Q6 – Were any external resources used?
A – Mostly used internal resource but we used an external design house for the e-learning package.

Q7 – Was any training provided? How did this change for different audiences?
A – There was an office team who sent briefing documents to Manager, Areas Managers and Store Directors and then a regional team approach with communication calls.

Q8 – How active are senior management in the programme? Do any individuals need nudging and how is this done?
A – The answer was reflective of any organisation with a few nudges here and there nothing that has escalated to HR.

Q9 – What key changes have been made to daily working life because of STAR?
A – Less accidents but the main success being people talking about Health & Safety

Q10 – How is the programme maintained / kept at the forefront of people’s minds?
A There has been no relaunch or refresh just building upon what has already been done.

Q11 – Is the programme communicated to new starters?
A – Yes this forms part of our career learning pathway for new starters

Q12 How is the success of the STAR programme monitored or measured?
A – We looking at the improvements in accident/incident data and that of monitoring the workforce

Q13 – How are deviations / negative observations corrected?
A The initiative works on the basis of taking personal responsibility for health & safety and acting upon it, employees basically following their training.

Q14 – Is safety culture / behaviour different now?
A – Yes, people are now talking about Health & Safety, we have improved this dialogue

Q15 – What changes to STAR have been made since the initial launch?
A – The initiative has been extended into Central Europe, Ireland, One Stop and Bookers

Q16 – Is there anything they would change if they did it again?
A – We would keep 75% of the initiative with changes into how it integrates into other Tesco initiatives such as the shopping trip (customer metrics)

Q17 What aspects are Tesco most proud of?
A – The work the team has put into this, proud of every part of it