Competent or Not: Who’s Working on Your Site?

To most right-minded individuals, ‘incompetent’ is quite the insult. Incompetence implies uselessness at a given task, possibly even dangerousness, and most of us – quite rightly – would take serious offence.

In health and safety, however, competence is actually a technical term. Describing someone as competent in a health and safety sense clearly states they have the right training, skills, experience, and knowledge to carry out a given task that could be risky safely. Someone without the required amount of any of the above, or lack of physical ability to do the job, wouldn’t be considered ‘competent’ to do the job. No insult intended.

Competence is vital to health and safety and managing risk safely, especially on construction sites or in potentially dangerous industrial settings. Employers and those with a health and safety remit are responsible for ensuring anyone hired to carry out tasks – including contractors – is competent.

Competence to carry out a job should not be confused with assigning a competent person. This is a different but less important part of risk management and involves assigning someone in a general sense – not for a specific task – who has the skills, knowledge and experience to manage health and safety. It’s worth noting that this person doesn’t need to be an employee of the business. Veritas Consulting offers several cost-effective external Competent Person packages for almost any budget if that’s what you’re after.

In this blog, I’ll be discussing competency and what you as an employer or health and safety manager can do to ensure those working for you are competent, to keep your workers safe and your company out of legal hot water should things go awry.

Ensuring competency

Health and safety legislation states that employers and those with health and safety responsibilities must ensure that workers are competent before allowing them to commence work.

There are a few ways to guarantee a competency, but these will differ depending on whether the worker in question is an employee or a contractor.

Ensuring employees are competent

According to the Health and Safety Executive: ‘someone’s level of competence only needs to be proportionate to their job and place of work’. Essentially, the person doing the job at hand needs to illustrate they are equipped with everything they need to do that job safely. Someone who has spent their life working in an office will (probably) be competent at their own job but won’t have the first idea where to start when asked to tile a roof. The reverse is also true.

Hopefully, when employing the person, you will have already been able to determine that they possess the right level of physical ability and the best attitude to perform at a safe level so that you can build on that foundation.

Of course, while it’s always a point in their favour, you can’t expect candidates – especially newer, younger ones – to have on the job experience or the exact qualifications or certificates. Hiring candidates who have already completed courses relevant to the job does mean that they can hit the ground running, as it were, but on-the-job training should be a priority for everyone. By training employees yourself or using a trusted safety trainer, you know for sure that they’ve been taught what they need to know and are getting the right qualifications.

Another vital part of competency, experience, comes with time and practice. None of us was born with a hammer in our hands, of course. However, with the right foundation and temperament, employees can learn the ropes on smaller, safer jobs or by shadowing more experienced employees before taking the reins themselves.

Regular risk assessments are key to ensuring workers without the right skills or experience aren’t left out of their depth. They will allow you to identify any training you need to offer or improvements you need to make.

Ensuring employee competence isn’t a matter of checking off a checklist. It’s an ongoing joint task between you and your employee, in which you provide the training and access to skills they need, and they implement what they’ve learned safely and sensibly.

Ensuring competency in contractors

With contractors, guaranteeing competency is a little bit different.

Although the contractor isn’t your employee, you become responsible for their safety by bringing them onto the site. This potentially makes you equally liable for accidents caused by their poor behaviour or lack of skills.

Luckily, it’s a little more straightforward to identify competency in contractors. Here, there is a checklist to follow. According to the HSE, you should ask any potential contractor the following questions to ensure they’re competent enough to carry out work on your site.

How will work be managed? Who will be responsible for each task, who will supervise, and what checks are carried out on equipment and materials?
Will subcontractors be used? How will the contractor check that they are competent? This will vary based on the risk and complexity of the work.
Can they show a record of recent health and safety performance? E.g. a number of accidents, ill health, HSE enforcement action etc.
Do they have a written health and safety policy? If the contractor has fewer than five employees, this isn’t legally required.
Do they have any independent assessment of their competence, or are they members of a trade association or professional body? Both of these are great ways to show competence.
Do they have examples of existing risk assessments? Again, the contractor will likely only have this if they have more than five employees.
Do they have a safety method statement? This isn’t a legal requirement but shows positive investment in health and safety.
Can they show relevant qualifications or proof of skills and experience?
Do they have relevant liability insurance?
Vitally, what health and safety information and training do they offer their employees, and can they provide records of this training?

Any contractor worth their salt will be happy to provide all the above to guarantee their ability to do the job. They should, in theory, also be happy to provide testimonials from other clients who have had positive experiences. The contractor wants to work for you and know that minimising any concerns is crucial.

By following the above checklist when working with contractors, you can minimise the risk of those who aren’t equipped properly to set foot on your site and make you liable for any incidents.

The experience paradox

Let’s say you’re required to carry out a specific type of work at height. You have a number of highly skilled and very competent workers, but none of them has experience carrying out this type of job. Instead, you seek out contractors who can do the work for you.

You have two options. A friend of a friend recommended company A. They haven’t provided any record of qualifications, training, method statements, and risk assessment consisting of a quick run around with a clipboard. They’ve got their CSCS cards, but not much else. Their reasoning? They’ve been in business for forty years. They’re experienced.

Option A, meanwhile, are happy to provide everything you need. They’re registered with CHAS and ConstructionLine. Their workers recently completed a Work at Height refresher course, PPE training, rescue training, and training in mobile elevated work platforms (MEWPS) and PASMA. Unfortunately, they’ve only been in business for a year.

Of course, seeing it laid out like that makes the right choice obvious.

Option B, despite their lack of experience compared to A, are more competent. But too often, those in a position of hiring subcontractors put a huge emphasis on experience alone rather than all factors. Of course, experience is important, but being able to prove that ability, with external, relevant, independent proof – is much more important.

Remember: just because someone has been doing the job for 40 years doesn’t mean they’ve been doing it right. Luck can be powerful, but it runs out.

The final word

Competency is crucial, but it can often be an afterthought. It’s important to consider all factors when determining competency and remember that just because someone is sensible and highly experienced in one particular area does not mean they are competent in another.

It’s up to you as an employer or health and safety manager to always check for and monitor competency, as it’s one of the most vital tools in ensuring the safety of those on-site and minimising your own liability.

I have two decades of experience in safety and risk management, including advising on competency and more. Can I help you? Please send me a message on 07814 203 977, or use the contact form below to book a 15-minute virtual call. To talk things through.

Set your sights higher with safety leadership coaching

Safety and risk management at work is easy.

When you spot someone flouting the rules, all you need to do is pull them aside, show them your laminated safety posters on the office corkboard, give them a telling off, then send them on their way with a newfound passion for safety.

Except that’s not really how it works at all.

Let’s be honest: no one has ever changed how they do things because someone told them off. Very rarely has someone skipped out of a meeting with the health and safety boss inspired to change their ways.

Just telling the worker what they did wrong isn’t going to do much because, in reality, they already knew what they were doing was wrong. They decided to do things their way for a reason, and it’s your job to figure out what that reason was.

The human factor, which I’ve discussed previously, is one of the most unpredictable parts of risk management on construction sites and beyond. It’s the health and safety manager’s responsibility to identify the triggers for rule-breaking and tackle them at the source.

Telling v motivating

No one wants to be told what to do. Very few people respond well to orders, especially when they’re being reprimanded.

Sometimes, pulling an employee up on something is an unfortunate necessity. If their actions put others at risk, or it isn’t the first time they’ve flouted the rules, then discipline is important.

However, if you find that all you’re ever doing is challenging people for breaking the rules, or it’s your go-to tool for enforcing safety policies, then you might be coming at things from the wrong angle. Too much modern health and safety is built around tackling safety behaviours after issues appear, rather than encouraging the right behaviours and skills from the start.

Ultimately, people won’t do something (or won’t stop doing something they want to do) without a good reason. So how do you find the right motivation?

The right motivation

To find this motivation, you need to go above and beyond the standard ‘person with a clipboard’ persona. It would be best if you moved away from the traditional compliance-based approach (‘stop doing this because the law says so’) to identifying motivational triggers and apply a coach-like approach instead.

There’s no one size-fix-all for creating a truly effective safety culture in the workplace, especially when it comes to motivation. Every person’s motivational ‘sweet spot’ will be different, and different people need different triggers.

To find and encourage the motivators on your site, you could look beyond what isn’t working and look at what is. Why? Can you repeat it?

Make sure you’re reviewing people as individuals rather than a single monolith. Then, you can provide real supportive feedback on what they’re doing well and what they could do better. I’ve blogged previously about how to properly motivate staff to want to be safer.

These strategies and others will allow you to coach your team more into putting thought into health and safety. However, to see real changes in your staff, you might want to consider setting your sights slightly higher.

Focus on leadership

One of the worst mistakes a health and safety manager can make is assuming that only the workers on the ground need to be thinking about safety.

From my experience in the safety industry, I know first-hand that some of the most powerful changes come from above. I’m not talking about managers coming to the site and throwing their weight around. I’m talking about real changes from the top down.

For a business to have a truly effective safety culture, everyone needs to play a part: this includes managers and directors. When a company’s leadership shows real support for safety in their messaging and behaviours, it cascades down to the rest of the business. How can directors expect their employees to care about health and safety if they don’t?

When management shows a real, sincere commitment to safety, it encourages others to do the same. Workers do what managers do.

As the health and safety professional in your business, you should be putting at least as much effort into targeting the safety behaviours of management and leadership as you are into workers’ behaviour.

By implementing a safety leadership coaching strategy, you might soon find that you’re fighting fewer fires, and employees are more receptive to your risk management policies.

Hopefully, you can work directly with a leadership team, letting them know about the effect their sincere input could have on the business’s safety culture. However, you may have a tougher job if your business doesn’t put much stock in psychological safety.

For the most part, however, leaders will usually want to do what they can to improve safety when they know the benefits. A stronger, more well-rounded safety culture doesn’t just mean safer workers, but fewer potential legal issues and a much lower impact on efficiency, saving time and money. A safer business is a healthier business.

There are multiple ways to get leadership involved in safety. Directors should be sitting in on important safety briefings, taking notes, and showing a real interest in improving safety and wellbeing across the business.

Leaders are often unaware of how their leadership skills, communications, behaviour and even their body language can affect employees’ outlook, especially when it comes to safety. No one wants to work for a company that doesn’t care. This is why safety leadership coaching can be so powerful.

Via proper leadership coaching, management and supervisors can identify their own safety weaknesses. They can also learn the real benefits of better company culture, encouraging them to take an active role. Being more curious and asking questions. Once a leadership team is seen to be taking a sincere interest in safety, those throughout the company have a reason to do the same.

Bring in the big guns

I know first-hand how difficult it can sometimes be to instigate change from within a business. This is even more obvious when it comes to working with leaders: directors and management have a thousand and one things to deal with, and it can be hard to get face time to tackle the issues. Sometimes, you can be too close to the problem, and your pleas fall on deaf ears.

This is where external safety leadership coaching can make a big difference. By bringing in a third party, you can schedule coaching sessions in advance, creating a sense of obligation, and making it more difficult to avoid the issue.

Third-party safety consultants with a coach-like approach such as myself can also bring a fresh perspective, helping you and those in positions of leadership to identify issues with a safety culture that you may not have even thought about.

If there’s a deadlock when it comes to safety leadership, an unbiased consultant can help break it and get everyone back to the important work of improving safety.

Getting leaders involved in safety can be one of the most powerful tools in a safety and risk manager’s arsenal. When directors and managers show real willing and involvement in safety at work, it inspires others to do the same, allowing them to internalise the teachings and creating a sustainable safety culture.

I have two decades of experience in safety and risk management which includes coaching managers and supervisors to become good leaders. If you are curious about how I can help you, send me a message on 07814 203 977, or use the contact form below or if you prefer book a 15-minute virtual call. to talk things through.

The Importance of Psychological Safety On Your Site

We’ve likely all had thoughts about ways to improve processes at work – in safety and beyond – no matter what role we’re in.

Unfortunately, not everyone feels comfortable enough to voice their opinions at work, either due to fear of judgment or the risks of punishment in poorly managed workplaces, where employees’ opinions are not high on the priority list.

In workplaces where potentially fatal risks are everywhere, such as in construction or manufacturing, ignoring or reprimanding workers for voicing their opinion can have a serious impact on that particular employee and their safety and wellbeing.

What is psychological safety?

Feeling comfortable enough to voice our concerns, whether at work or beyond, is called ‘psychological safety’. It is essentially the belief that our opinions and points of view will be respected if shared, and we won’t be mocked or punished for voicing them.

One of the leading voices in psychological safety, Timothy R. Clarke, said: ‘Psychological safety is about removing fear from human interaction and replacing it with respect and permission.’

In 2008, search giant Google carried out a comprehensive survey to find out what exactly makes an effective team. Carrying out 200 interviews with over 180 active Google teams, the researchers found that the highest performing teams had one thing in common: psychological safety. The team members felt comfortable sharing ideas and support in pursuing goals that might not have been a safe bet.

The benefits of psychological safety for businesses like Google are clear: they thrive on innovation and need employees to feel safe enough to voice risky ideas. What is the benefit of psychological safety in other, more traditional industries, such as construction?

Psychological safety in construction and industry

Construction and labour-intensive industries are a world away from Silicon Valley. Despite recent modernisation, these are generally traditional industries where ’this is the way we’ve always done it’ is a sacred phrase.

There has been a noticeable divide between the new blood entering the workforce with fresh, novel ideas and the conservative old guard, who can be resistant to change in recent years.

This resistance can take the form of managers and senior workers, who may be set in their ways, outright rejecting or even belittling potentially beneficial ideas favouring the tried and tested. Conversely, experienced workers who have utilised their wisdom to identify new ways of working might be told to stay in their lane. Businesses that do not emphasise supporting new ideas run the risk of limiting their growth and seriously impacting workers’ mental health, who will eventually either leave or become apathetic to their role.

More crucially, however, an atmosphere in which employees are ignored, mocked, or even disciplined for speaking up can, in many cases, even be dangerous.

If workers feel like their word means nothing, they might decide it’s not worth saying anything if they spot a potential danger or risky process. The input of workers on the ground every day is one of the most important tools in combating the human factor.

Is your team psychologically safe?

You can generally tell at a glance the general measure of psychological safety on your team. Do employees often come to you with things they’ve noticed or ways to improve processes? Have you noticed employees supporting each other in bringing their concerns forward?

There is a way to quantitively measure psychological safety if it’s a concern for you, using the Likert Scale. It would help if you asked your team the following questions, then ask them to anonymously score themselves on a scale of 1-5, with 1 being low and 5 being high.

On this team, I understand what is expected of me.
We value outcomes more than outputs or inputs, and nobody needs to look busy’.
If I make a mistake on this team, it is never held against me.
When something goes wrong, we work as a team to find a systemic cause.
All members of this team feel able to bring up problems and tough issues.
Members of this team never reject others for being different, and nobody is left out.
It is easy for me to ask other members of this team for help.
Nobody on this team would deliberately act in a way that undermines my efforts.
Working with members of this team, my unique skills and talents are valued and utilised.

A high score will mean you have a solid basis of psychological safety within your team. A low score indicates you have work to do but is the first step towards improvement.

How can you encourage psychological safety?

Ultimately, the best way to improve psychological safety on your team is to listen, encourage them to listen to each other, and make sure their input is implemented. You can follow the below steps to improve your team’s confidence and reap the rewards.

Show that you are listening and engaged. No one likes being ignored, or fobbed off with the standard ‘uh-huh’ or ‘yes mate, send me an email’. Take the time to listen, be present during meetings, and set time aside for employees to bring their ideas forward.
Show you’ve heard what they’re saying with a recap. If you’ve been listening, you should be able to reiterate their point. Discuss ways to implement their idea with them, rather than taking it straight to the higher-ups.
Avoid blaming and shooting the messenger. If something goes wrong, it’s too easy to blame the guy who brought it to your attention. If an injury occurs, investigate as a team, get the input of others, and ask what can be done to avoid similar future events.
Be self-aware and honest. Always be open about how you work and encourage others to do the same. For example, in training, identify who is a visual learner, who is a practical learner, and ensure they receive training most suitable for them.
Create a negativity free zone. Building sites and industrial zones are full of banter, and that’s usually fine. However, pay attention to the banter and keep it from getting out of hand. Similarly, if you notice constant negativity from one worker about their peers, nip it in the bud. Talk with them and let them know they need to be a team player and express their concerns professionally. Negativity can spread quickly and wreak havoc.
Always include your team in decision making, and be open with feedback. This is the most obvious way to encourage psychological safety, but perhaps the most important. Workers should feel their opinions are valid and affect the workplace: have open forums regarding major workplace changes or risk management. Let them express their ideas and work together, offering feedback and encouragement. When people are listened to, they speak up.

What are the benefits of a psychologically safe workplace?

Google found that psychological safety increased risk-taking, but of course, in cut-throat Silicon Valley, that’s a good thing. In construction and industry, the aim is to minimise risk to everyone. By encouraging psychological safety in your workers, you’ll have more information to work with and a solid foundation to manage risk.

Psychologically safe employees won’t fear bringing their concerns forward, allowing you to act on potential risks more quickly. Generally, you might find that those with daily experience on the job have plenty of ideas to improve and streamline processes, saving you time, money, and stress.

Overall, a psychologically healthy team is a safe team, and it’s something all employers should consider.

For more information, or if you require a safety and risk management consultant, let’s talk things through. Get in touch via the contact options below.

Are your Toolbox talks irrelevant?

The best way to make workers ignore safety briefings is to make them irrelevant.

Listen to this practical insight which goes beyond the clipboard to help you improve safety performance and toolbox talks.

How can you motivate your workers to wear PPE

Personal Protective Equipment (PPE) is a vital part of many tasks in construction and beyond. The human body is not naturally equipped for many of the tasks we undertake at work. Using PPE means we can carry out these tasks without exposing ourselves to unnecessary risk.

Though employers should make an effort to minimise and mitigate risks as much as possible, sometimes the use of PPE is unavoidable.

In every developed country globally, including the UK, businesses are legally required to provide the correct PPE, and workers are expected to wear it and make use of it. Despite this, too many workers neglect to use it at all. The question is, why? And what can you do to tackle it?

What does the law say?

The Personal Protective Equipment at Work Act 1994 states: ‘Every employer shall ensure that suitable personal protective equipment is provided to his employees who may be exposed to a risk to their health or safety while at work except where and to the extent that such risk has been adequately controlled by other means which are equally or more effective.’

It’s a quite clear cut that employers have a responsibility to provide that PPE where needed, alongside identifying and mitigating risks with other methods such as safety equipment and risk assessments. But are workers legally required to wear it?

The Health and Safety at Work Act states that workers are required to:

Take reasonable care of their own health and safety, as well as that of others.
Cooperate with employers on health and safety
Correctly use work items provided by their employer.
Not interfere with any equipment provided.

The law is clear then. But well-intentioned legislation very rarely survives contact with the day to day without solid health and safety management. All the world legislation can’t force someone to put a hard hat on if it’s not properly enforced.

Why don’t people wear PPE?

As we all know, humans can be unpredictable. Each person will respond differently to guidelines, and this includes PPE. Some people will do everything they can to avoid wearing them.

Justifications for not wearing PPE can include:

Comfort: hard hats aren’t exactly designed with comfort in mind
Necessity: do they really need to wear it for that job?
It’s restrictive: they’ll get the job done quicker this way…
They haven’t worn it up until now, and they’re fine, look!
They forgot. Whoops.

There are a thousand imaginative excuses for not wearing PPE, but very few wash.

Ultimately, the wearing (or not wearing) of PPE comes down to human behaviour and workplace culture. As a manager, you respond to workers neglecting to wear PPE will have a serious impact.

What can you do about it?

A common response to discovering a worker without PPE is to punish them. You provided the equipment, and they know they’re supposed to be wearing it. You may have a strike system in place, which will lead to eventual dismissal.

Of course, they could legitimately have forgotten to wear it. Assuming this is the first offence, you might be inclined to let it slide.

Conversely, some businesses might have a very relaxed attitude to PPE. An ‘oh well, don’t do it again’ attitude might seem appealing but can quickly lead to a cascade of similar offences. If there’s no consequences, or incentive to wear PPE, why bother?

There are many ways in which to respond, but these are all reactionary, rather than preventative. It might be worth asking yourself: ‘what can I do to encourage my workers to wear their PPE?’

Awareness is all well and good, but in reality, most people know they should be wearing PPE. They have likely been told to wear it in countless newsletters, on signage, and in toolbox talks. If you are still seeing people not wearing PPE, examine why these methods are not affecting the behaviour you want.

It’s a behaviour thing

I firmly believe behaviour management is one of the keys to safer working environments. Investigate further to identify why it made sense at that moment for that particular worker not to wear their PPE. Is it lack of training? Is the equipment unsuitable? Is this a wider issue which can be tackled by adjusting health and safety provisions? By identifying the root cause, you can implement a more effective solution.

This might be better training or rewards for meeting ongoing, dynamic targets. PPE usage will naturally increase as your employees strive to meet these targets and improve their behaviour. The carrot is often more effective than the stick.

Of course, some people can’t be helped and always do things their way no matter what you do, leaving the stick as the only option. But by making all efforts to check whether this is a wider culture issue, you can implement the right provisions to change worker behaviour, and prevent risky attitudes from taking root.

Sometimes, you can be too close to a problem. An outside point of view, such as that of a consultant, can be incredibly beneficial. I have helped hundreds of businesses identify the causes of improper behaviour at work, improve their safety culture, and protect their workers. Can I help you? Get in touch via the contact options below.

The Human Factor – Managing Risky Behaviour at Work

In recent decades, health and safety has become a top priority for business globally, in construction and beyond.

While this is great news, health and safety managers risk getting lost in risk assessments and legislation, overlooking the biggest risk of all: the human factor.

What is the human factor?

Humans are inherently unpredictable. Though by nature, we generally like routine, it is impossible to predict how anyone might react to a situation, and nowhere is this more obvious than at work.

Human behaviour can impact health and safety in multiple ways, and no matter how many safety measures you put in place, you can’t entirely mitigate risk because of this unpredictability.

Whether it is a worker overlooking or ignoring the rules to get the job done faster, or a manager cutting corners to save a few quid, or simple ignorance, human behaviour is a tricky obstacle to well thought out and comprehensive safety measures.

Most health and safety provisions are often little more than common sense, but this means they rely on employees making use of their own common sense to be effective. When workers ignore common sense and take risks, all your safety measures go out the window.

Why do people take risks?

There are a few triggers of risky behaviour in the workplace.

Immaturity

Every workplace has its own unique type of banter. While there’s nothing wrong with good-natured ribbing, it can sometimes get out of hand without firm boundaries.

Immature behaviour can quickly lead to injuries, especially on modern construction sites where there are plenty of risks to human health, no matter how many provisions you put in place.

People often blame health and safety for ‘killing fun’ in the workplace, but that’s far from the truth. There’s a place for banter and jokes at work, but not to the extent that people are put at risk.

Management should support HSE managers in setting firm boundaries to keep everyone safe, allowing for a lighthearted culture that does not encourage risky behaviour.

Lack of Training or Communication

Often, risky behaviour on-site is just poor training. What seems like unsafe behaviour may come down to the fact that there are gaps in the employee’s training, and they’re filling those gaps as best they can.

When making safety provisions, you should always ensure that employee training is a top priority to minimise the possibility of risky behaviour. No worker should ever be doing a job for which they are not trained and equipped.

Lack of Communication

Risk assessments are all well and good, but no use to employees if the correct course of action is not communicated to them. Workers may seem to be ignoring the provisions put in place when they don’t even know they’re there in reality.

Lines of communication should be open at all times, with employees and contractors kept up to date on safety provisions.

Leadership

As mentioned above, the push for cost and time savings is a big reason people put themselves at risk in the workplace. However, this type of behaviour is often triggered by pressures from above. If upper management encourages employees to put themselves at risk to benefit the company, then the issue runs far deeper than employee behaviour.

Conversely, weak leadership can often be as bad as actively bad leadership. For example, when risky behaviour is ignored, other workers may wonder why they’re bothering. When people are left to get away with ignoring the rules, there’s no incentive to improve.

Safety managers, supervisors, and forepersons need to have the power to step in when they witness poor behaviour. On the other hand, there also needs to be some reinforcement for those following the rules and striving for safety: it’s a balancing act where those in charge need to be prepared to react and respond accordingly.

Safety Approach

Awareness is all well and good, but it very rarely leads to changed behaviour on its own. Awareness campaigns need to be followed up with active behaviour management and achievable goals.

It’s important to look beyond just punishing the bad behaviour and actually set targets which entice everyone to improve. Simply telling your employees to be aware, or be careful, isn’t enough.

Ultimately, your approach to safety should be dynamic and ongoing, encouraging employees to change their behaviour and always strive for better.

The solution

It’s impossible to predict human behaviour at work fully, but this does not mean it’s impossible to improve it with behaviour management.

By working closely with your employees, setting firm boundaries, and implementing ongoing incentives to improve, you can manage this behaviour and minimise risks.

I firmly believe health and safety is just simple common sense. Over the years, I’ve worked with hundreds of businesses to help manage their human factor and maximise safety wherever possible. If you think I might help you, why not get in touch via the contact options below.