A conversation that corrects an unsafe practice or a decision to stop a task can prevent harm, yet these actions can disappear from view once the working day moves on. Blueleaf Care’s entry for The SHE Show Inspiring Change Awards describes how it is capturing that everyday activity and using it to support a more participative safety culture.

The care-sector supplier employs 179 people across activities including warehousing, logistics and servicing. In 2025, its reporting arrangements mainly recorded events and near misses, with access dependent on managers using a laptop. This provided only part of the picture. Coaching, inspections and the decisions people made before something went wrong were less visible across the business.

Blueleaf introduced its Workplace Safety Events and Engagement platform using familiar Microsoft technology, with access from mobile devices and laptops. The platform records observations and the action taken in response. Employees can capture a safety conversation, toolbox talk, inspection, dynamic risk assessment or stoppage, helping the organisation understand both the concern and what happened next.

Information is shared automatically with leaders, the SHEQ function and Operational Improvements colleagues. Power BI reporting helps teams identify patterns and recurring themes. The intention is to make information useful to people who can act on it, while reducing the reliance on isolated messages or records that remain within one team.

Weekly safety touchpoints provide a regular opportunity to discuss learning and recognise Engagement Champions. The approach gives visibility to positive interventions as well as concerns. Someone who coaches a colleague or changes the way a task is approached can contribute to the safety picture without waiting for an incident to trigger attention.

Participation in risk assessment has been another focus. Blueleaf involved the people carrying out the work and explored why some colleagues were reluctant to sign assessments. Its submission describes discussions about residual risk and what an assessment means in practice. Those conversations helped expose misunderstandings that might otherwise have remained hidden behind a completed form.

The value of feedback also depends on whether it influences decisions. Blueleaf links employee input to changes including warehouse layout, picking cages and fleet investment. Its examples extend beyond its own premises, with concerns at contractor and customer locations being stopped or escalated. This gives the programme relevance to colleagues whose working environment changes throughout the day.

Between 1 January and 8 September 2026, the organisation recorded more than 1,100 activities through the approach, with around 94% described as proactive. Its submission also records 309 positive or coached observations, compared with 132 negative observations. These figures show the range of interactions being captured and the prominence given to improvement before an event occurs.

Blueleaf is clear about the limits of the evidence. It does not yet have enough information to claim that the increase in reporting has caused a reduction in incidents. That distinction matters: higher participation can give leaders a better understanding of work, but the effectiveness of the actions taken needs to be assessed over time.

The next priority is to strengthen the feedback loop so that employees can see what happens after they raise an issue. Reporting is more likely to remain useful when colleagues understand which actions have followed, what is still being considered and why. Blueleaf’s experience highlights how a familiar digital platform can support that conversation, provided it remains connected to decisions and visible follow-through.

Blueleaf Care Ltd entered The SHE Show Inspiring Change Awards 2026. This article draws on its application and supporting evidence; activity figures are reported by the organisation.