COMPANY PROFILE PROMOTION: RD HEALTH & SAFETY


Leadership is vital for a good health and safety culture


1


LONDON 2012: LESSON LEARNT SERIES Leadership & Structure


2 Preparing for Work 3 Venue Operations


L


OCOG’s Leadership Team, in particu- lar the Venues and Infrastructure Team demonstrated the


foresight and skills needed to deliver LOCOG’s vision of a ‘Harm Free Environment’. The Leadership Team established clear Strategic Vision, to instil, at every level and in the con- tractor & supplier organisations that Health and Safety should be their “first consideration”.


Safety first Supervisors lived the mes- sage of safety first. Safety was a motivator behind workforce induction, and managers acted as good role models. Excellence on safety performance


was seen as the ability to duplicate that peak performance consistently throughout the lead up to the Games, during the Games and into legacy. Ironically, most organisations don’t really have a safety strategy that directs and unites the various safety efforts into a coherent way. One of the clearest and strongest elements was the role senior leaders played in articulating clear vision, pri- orities, and strategy. Broadening the vision beyond safety alone created a positive environment which would enhance both workforce commitment and engagement. LOCOG’s Vision was put into actions


by creating the Baseline Health & Safety Management Systems and mul- tiple communication channels. Park Operations used the services of RDHS


ISSUE 3 2013 © cybertrek 2013


Failure to demonstrate effective leadership in health and safety these days is all too common. This wasn’t the case when RDHS, led by Joe Ryan was awarded an 18-month contract by the London Organising Committee for the Olympic and Paralympic Games (LOCOG) to deliver H&S standards across the Olympic Park.


RDHS translated LOCOG’s vision into a set of standards


Wellbeing was emphasised, rather than a narrow focus on safety


to translate this vision into a set of standards. RDHS engaged the Venue Operations Managers and stakehold- ers to communicate those standards, encouraging ownership of them. The commitment to safety was con-


veyed through the joint meetings such as the Safety, Health & Environmental Leadership Team (SHELT).


Health & Safety Risk Map The Health and Safety Risk Map was developed as a key tool in the identifi- cation of high-level risks and controls. The risk map was used by LOCOG to prioritise its efforts and included all areas where LOCOG was responsi- ble for delivery, including ‘fit out’ and Games operations.


The map defined a risk-based assurance inspection programme, identifying lower-level issues that could cause problems if not controlled.


Coordination of safety people is crucial Wellbeing was emphasised rather than a narrow focus on safety. LOCOG believed a cared-for workforce would be an engaged one. The workforce felt that they could discuss health and safety issues with- out detriment. The ability to submit reports anonymously encouraged reporting, as did incentives to do so. Feedback on actions taken as a response to issues raised also empha- sised that views were valued. LOCOG’s structure was


supported by strong communi- cations at all levels ensuring the commitment to safety was


understood by all. Emphasis on com- munication translated into a variety of activities, which included visual stand- ards, daily activity briefings, toolbox talks, and safety alerts. An emphasis on learning, not blame,


avoided knee-jerk reactions likely to damaged the safety culture.


RDHS provide Integrated Management Solutions to the Sport, Leisure & Event Industries. Joe Ryan, MD of RDHS spent 18 months contracted to LOCOG delivering the Baseline Health and Safety Management System for all London 2012 Olympic Park venues. For further information regarding services offered by RDHS, visit www.rdhealthandsafety.co.uk


Read Leisure Management online leisuremanagement.co.uk/digital 45


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