Sellafield links safety to reward and incentives

Nuclear plant Sellafield has given more than 5,000 rewards to employees since launching a reward scheme to encourage behavioural safety in the workplace at the beginning of April.

Its Peer-to-Peer Observation programme and VIP (Virtual Incentive Points) reward account, which is provided by Love2reward, is available to more than 12,500 employees across three sites.

Under the scheme, employees are encouraged to make observations of colleagues, noting both positive and at-risk behaviour or conditions. Staff are asked to record the activity and what could be done to make it safer. The observations can be recorded on Sellafield’s intranet site or written in a booklet to be dropped into designated post boxes.

The employee recording the observation will then be rewarded with points paid into their VIP reward account, which can be saved or spent on over 3,000 items. These items include Love2shop vouchers, Love2travel, and Love2play experience days.

Joe McCluskey, head of human performance at Sellafield, said: “We have been actively involved in a behavioural safety process since 1994, with varying degrees of success.

“Last year, we took the decision to reinvigorate the scheme with a view to improving levels of engagement. We wanted to reward staff for sharing information relating to safety observations, which, in turn, would be used to actively influence and reinforce our safety strategies.”

Sellafield also offers monthly, quarterly and annual awards for the best observations. For every ten points awarded, Sellafield donates an additional 50% of their value to a charity pot that will be distributed among ten nominated charities at the end of the year.

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McCluskey said: “Participation levels have far exceeded our expectation. The highest recorded number of observations previously achieved was 12,000 in one year. This is a major step in terms of engagement and we are delighted. The whole programme is now more effective with higher levels of visibility, commitment, investment and personnel involvement.”

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