Health and Safety Manager
London Underground
Total des années d'expérience :23 years, 8 Mois
Supported the ‘Safe by Choice’ strategy to safely deliver two 50m shafts and two Combined System Overflows. Critical to their delivery was a focus on health (warm-up sessions and physio), assessing the risks surrounding mass-fill concrete pours (COSHH, fatigue, slips), large scale reinforcement fabrication (working at heights, manual handling) and steel fixing in a high-risk lifting environment.
• Pioneered for LUL 1) virtual reality training on slips and trips, 2) London Mayor’s Environmental Strategy with a local Conservation charity to increase green spaces, 3) H&S behavioural change through Edgar Schein’s organisational culture and leadership model, 4) discussions on mental health stigmas at site level, 5) H&S dashboard based on photo elicitation with active lessons learned programs.
• Produced an engaging behavioural video for LUL 4LM in which workers presented their own take on ‘I am safe for…’ in a powerful personal message complementing the driving value of ‘Go Home Safe and Healthy Every Day’. Watch my behavioural video at: https://youtu.be/jHEsJ-AhnW4
• Received a Team Recognition Award from the LUL Project Director for my behavioural contributions.
Supported the Stations and Tunnelling team to improve H&S performance through document review, behavioural interventions and briefings to multicultural workers embracing ‘Safely Together’ as a value.
Supported the Stations and Tunnelling team to improve H&S performance through document review, behavioural interventions and briefings to multicultural workers embracing ‘Safely Together’ as a value.
• Saved the Route thousands of pounds by challenging contractor’s price quotes through sensible H&S.
• Appointed by the Route Managing Director to lead the Culture Enhancement Program by enhancing underlying values of accountability, trust, ownership and ultimately making the right decision by choice. Tactical approaches included Route wide workshops and extensive site visits at site level, discussing practical H&S and promoting Network Rail’s ‘Everyone Home Safe Everyday’ vision. Change was measured through a culture survey showing a positive shift from a ‘reactive’ to a ‘directive’ type culture.
• Delivery of the weekly ‘Safety Hour’ to Project Managers and ground workers on industry news along with best practices on silica dust controls, HAVS exposure management, manual handling, etc.
• Audited/inspected subcontractors (Osborne, Dyer & Butler, B&M McHugh, Amey) on H&S compliance and supported the transition to the updated CDM 2015 Regulations by coordinating internal documentation review, defining roles and arranged focused workshops for NR & PC’s.
• Changed manual handling practices for trough lifting by influencing Network Rail’s project team to adopt lighter troughs with specialist lifting gear. This complied with the ORR’s prohibition notice.
• Built workers’ behavioural, non-technical skills required to take ownership and think/act safely by promoting the ‘McNicholas Way’ and its key values - Safety, Reliability, Responsiveness, Collaboration.
• Reviewed CPP, WPP, TBs. Ensured Task briefs moved from generic to task specific promoting industry best practice (i.e. IOSH research (No Time to Lose) on occ. health covering silica dust and UV exposure.
• Develop close relationships with workers and client to maintain trust and safety confidence.
• Align suppliers ‘One Team One Objective’ way of thinking/behaving with ‘Zero Harm’ targets.
• Provide effective H&S leadership through the development of policies and improvement action plans.
• Monitor emerging, new or revised legislation to assess its impact on the business, underpinning procedures (CPP H&S Plan) and industry licenses (PC Licence and ROGS Certification).
• Provide representation on client forums (Quality, Safety & Production, loading, Trapping, WAH).
• Committee management and consultation with all nominated contractors.
• Incorporate Crossrail’s ‘Target Zero - A state of Mind’ active culture with the Project’s safety pillars.
• Improve the safety culture on the slurry TBM by targeting unsafe behaviours, aligning attitudes to systems, strengthening existing safety core values and engaging into one-to-one communication.
• Conduct behavioural tours focusing on courageous leadership, safe decision making, not walking-by unsafe practices, taking responsibility by recognising the consequences of risky behaviour.
• Integrate and lead a team of five H&S professionals dispersed between 3km of tunnels, 2 main portals, one main Crossrail station, a slurry treatment plant (STP) and the 2 tunnel boring machines (TBM’s).
• Build on ‘Courageous Leadership’ as a safety absolute complementing the ‘Destination Zero’ culture;
• Supported to achieve ISO18001 and strategize an airport wide, unified behavioural safety program;
• Assess and mark tender submissions against GAL’s health and safety standard selection criteria;
• Encourage Principal Contractors’ (Mansell, Carillion, Vinci, Morgan S.) to excel in best practice;
• Directly notify the Area Head on circumstances that warrant immediate attention;
• Oversee multidisciplinary construction activities-demolition, civil, building work (refurb & new).
• Lead and deliver a positive safety culture leading towards a ‘Zero Accident’ target for Projects;
• Develop and execute safety strategy stemming from internal organisational culture surveys;
• Conduct audits and strategically enhance corporate safety values in line with Projects Division ethos;
• Manage worksite safety on Network Rail, Docklands Light Railway, Isle of Wight Railway & Tramlink.
• Manage the continuous improvement of safety standards in line with the core ‘Zero Harm’ culture;
• Actively built safe operational culture delivering safety briefs, training and behavioural coaching;
• Ran systematic ISO based audits and inspections reinforcing BBR’s safety standards;
• Lead on site incident and accident investigations and reported on causational factors;
• Reduced incidents and near miss on site by managing safety critical campaigns.
• Behavioural research at Halliburton’s onshore oil & gas field (Ras Shukheir, Gulf of Suez) reporting on policy implementation by focusing on the following five projects from start to finish:
1) Exploitation of safety rules and safe work practices to ease life in the isolated desert community;
2) Stereotypical caricatures of the oil industry’s ‘macho’ character and the impact on safety awareness;
3) Links between ‘Safety First’ as a core cultural value and masculine identity;
4) Gaps between espoused safety values and actual site behaviour;
5) How social isolation amplifies aspects of the safety culture.
• Managed the health and safety of 70 workers in four projects around Egypt, two of which were in isolated desert oilfields (Ras Shukheir- at the Gulf of Suez and Khalda in the Western Sahara);
• Installed a proactive ‘Safety First’ culture to employees who worked continuous 21 day shifts;
• Aligned United’s safety culture and core values with those of the client (i.e., Halliburton).
Provided health based advise.
sales and promotion of first generation mobile telephony.
• Behavioural research at Halliburton’s onshore oil & gas field (Ras Shukheir, Gulf of Suez) reporting on policy implementation by focusing on the following five H&S projects from start to finish: 1) Exploitation of safety rules and safe work practices to ease life in the isolated desert community. 2) Stereotypical caricatures of the oil industry’s ‘macho’ character and the impact on safety awareness. 3) Links between ‘Safety First’ as a core cultural value and masculine identity. 4) Gaps between espoused safety values and actual site behaviour. 5) How social isolation amplifies aspects of the safety culture.
Research methods in management and law.
