The ‘Securing the Future - The Way Forward' programme creates a ‘one team' approach to safety across the Company. To achieve this, employees identify safety challenges and are given the responsibility for owning and implementing the solutions themselves. By focusing completely on the health, safety and welfare of every member of the client family, safety and business objectives merge into one, and can be managed together.

As a consequence, individuals and teams become safer and more efficient through simplifying systems, procedures and the way that tasks are done. They can justify any changes that are required to reach the organisation’s new safety objectives and then they feedback their plan of action to the senior management team. Throughout the process they will have to ask for support and assistance for issues that span the organisation, and once the senior management have understood and demonstrated that they fully support the process, the teams themselves accept accountability for timely delivery of the specific safety improvements.

To ensure the above culture change becomes part of the fabric of the company, the new top Key Performance Indicator (KPI) for all managers and directors would be the requirement for each to carry out regular and frequent Personal Safety Involvement (PSI) discussions. Understanding the need for these PSI discussions, and their KPI status, would be gained during the senior and middle management / supervisor ‘ Securing the Future - The Way Forward' workshops described below.

Stages of the Programme

1. Site visit(s) to gain insight into how site safety and the business currently works. The consultant listens to staff and contractors at their place of work to begin to uncover the business challenges and solutions. We call these challenges and solutions the ‘gold dust'
   
2. One day ‘Securing the Future – The Way Forward' workshops with all directors, managers and supervisors, starting with the senior management team. The session objectives are to open up hearts and minds, ‘panning' for the ‘gold dust' from each participant and gaining honest and open commitment to the process.
   
3. One day ‘Securing the Future – The Way Forward' workshops for all employees, with each session opened and closed by the Managing Director. There are several purposes for these workshops and this approach:
   
   1. Complete the ‘panning' for the ‘gold dust'
   2. Gain commitment to the pursuit of safety excellence.
   3. Demonstrate the importance of the culture change
      
4. Commit to the new ‘One Team' approach to underwrite the new ‘Way Forward' and to ‘Secure the Future' for all.Audit should be conducted six months after the first round of workshops to ensure all feedback loops are closed and improvements are effectively owned, measured and controlled.

From the very start of the programme identified change requirements are implemented, which in turn leads the people to believe in the commitment of the organisation and to continue to make things happen in terms of safety improvements.

• As well as good ideas there were problem areas highlighted which hopefully can be rectified now they have been raised.
• Taken overall a good course. Gives a feeling of confidence for improvement in the future.
• The course put forward ideas and recommendations that at least have a chance of being acted upon, in a non-confrontational environment
• The group discussion and role play were an excellent tool. They allowed me to better understand other peoples concerns and opinions from their point of view
• The course reinforced my personal responsibility to follow up on observations, its not enough to rely on the system alone

The Way Forward' programme creates a ‘one team' approach to safety management across the client company. To achieve this, employees identify safety challenges to which they own and execute the solutions themselves. By focusing completely on the health, safety and welfare of every member of the client company, safety and business objectives blur into one, with both being identically prioritised and managed.

As a consequence, individuals and teams become safer and more efficient through simplifying systems, procedures and the way they do things. They justify required changes to reach their objectives and feedback their plan to the senior management team. When doing so they ask for support and assistance for issues which span the organisation, and once the Directors demonstrate their full support for the ‘one team' objective, the teams themselves accept accountability for timely delivery.

To ensure the above cultural change sews itself into the fabric of the company, Key Performance Indicators (KPIs) are created for all managers and directors requiring each to carry out daily Personal Safety Involvement (PSI) discussions with their workforce. Ownership of the need for these PSI discussions, and the need for top KPI status, is explained during the senior and middle management / supervisor ‘Securing the Future – The Way Forward' workshops conducted as an integral part of the programme.

old dust' and gain commitment to the pursuit of safety excellence.

1. Demonstrate the importance of the culture change and commit to the new ‘One Team' approach to underwrite the new ‘Way Forward' and to ‘Secure the Future' for all.
   
2. Audit conducted six months after completion to ensure all feedback loops are closed and improvements are effectively owned, measured and controlled.

• As well as good ideas there were problem areas highlighted which hopefully can be rectified now they have been raised.
• Taken overall a good course. Gives a feeling of confidence for improvement in the future.
• The course put forward ideas and recommendations that at least have a chance of being acted upon, in a non-confrontational environment
• The group discussion and role play were an excellent tool. They allowed me to better understand other peoples concerns and opinions from their point of view
• The course reinforced my personal responsibility to follow up on observations, its not enough to rely on the system alone