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MAJOR CONTRACTOR LAUNCHES SAFETY LEADERSHIP INITIATIVE

Safety Leadership programmes are key to maintaining safety improvements

Major contractor Sir Robert McAlpine Ltd reports in their latest company newsletter that it has developed and rolled out a “Safety Leadership Programme” aimed at ensuring that everyone involved in its operations is able to go home safe at the end of the day.

The programme aims to highlight the difference between leadership and management, and instil a cultural change which, along with the unremitting application of its processes and procedures will assist it in continually improving its health and safety performance.

The programme has been extended to include representatives from clients and subcontractors in order to secure ‘buy in’ to this culture change through the project teams. Company Safety Manager Bob Rennie said:

“It’s about changing people’s relationship to safety at all levels in our own and our project partners’ organisations, having them see the personal consequences of when things don’t go right and getting them to take responsibility for their own and other people’s safety”

Olympics project experience extended to all projects

The programme has its origin on the Olympic Stadium project where the project team decided a new approach was needed to deliver a step change in performance.

Working with consultants, a Safety Leadership Team (SLT) was established bringing together senior level representatives from all project partners. Team members made a personal commitment to everyone working on the project going home safe and without injury.

A values statement and set of rules were agreed to which the SLT committed and an action plan developed including workshops, training and workforce engagement to deliver a ‘Be Safe Home Safe’ culture.

SLTs are now being rolled out across the Sir Robert McAlpine Regions with flexibility allowing projects to adapt the initiative to local demands and resources. On a recent project, Quadrant 3, the Project Manager Tim Hare said:

“Every job is different. The focus here has been on reaching out and binding in the supervisors into the process, working with what we call the Black Hats.

Every supervisor wears a black hat and that’s the group we’ve tried hardest to bring on board because they have a primary responsibility for ensuring their people are working safely.

Yes it’s involved training, but more than that it’s involved communicating with them as a group and emphasising their status and importance in the execution of the project.”

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