Civil engineering and utility contractor M&A Doocey was concerned that certain types of damage - particularly underground cable strikes - could be prevented bychallenging ‘bad habits’ and unsafe practices among the workforce.
Also, due to the nature of the work – their workforce is ‘mobile’ and works remotely, often covering long driving distances within a single day - the company was concerned about the potential impact of driving on workers’ concentration and fatigue levels.
Although supervisors and team leaders reinforce the message that safety is a priority, at times productivity still took precedence over safety due to external time pressures. The company needed to engage staff with risk management practices in order to improve attitudes and foster a shared responsibility between workers and managers for health and safety decisions.
M&A Doocey used the LWIT to identify the steps needed to raise awareness of the responsibilities among managers and workers across the company in controlling the top four risks:
These briefings also encouraged supervisors and team leaders to reflect on their responsibilities for planning and resourcing the work carried out on site. They also focused on the supervisory behaviours that are important in engaging workers with health and safety when delivering toolbox talks and/or safety briefings.
Read the full text of the M&A Doocey case study.