A conversation about uncomfortable protective clothing can reveal something a compliance check misses. For Gentoo Group, listening to colleagues about the realities of their work has become an important way to understand risk and identify improvements that people can see and use.

The social housing organisation, which lists 1,148 employees in its submission to The SHE Show Inspiring Change Awards 2026, began by examining the approach of its own Health and Safety Team. Audits and inspections provided essential assurance, but did not always explain why an issue occurred or what made safe working difficult.

Gentoo wanted colleagues to feel comfortable discussing mistakes, asking for help and challenging decisions. To support this, the team developed its listening and influencing skills through IOSH Coaching for Safety training, alongside technical qualifications. The aim was to build relationships in which challenge could be informed by trust and an understanding of everyday pressures.

That change led to monthly Health and Safety Conversations. Each starts with colleagues’ experience: what is working, what gets in the way and what would make the job safer. Topics reflect incidents and emerging trends, while leaving room for people to raise other concerns.

Since April 2025, Gentoo reports completing more than 120 conversations across the Group, including 59 with Property Maintenance colleagues and 30 with Gentoo Homes colleagues and contractors. Discussions have covered subjects such as working at height, lone working, dust, workload and access to information.

One conversation following an asbestos disturbance exposed barriers that had not emerged during incident investigations. Colleagues said they had felt nervous about reporting disturbances, were unsure where to find asbestos information and could not always understand it. That feedback prompted a review of relevant Safe Systems of Work, clearer reporting information and a dedicated asbestos induction for new starters who might encounter asbestos-containing materials.

Access to guidance was another recurring issue for people working remotely or on site. Gentoo developed a mobile-friendly Health and Safety SharePoint hub to bring documentation together. At the time of the submission, an AI-powered assistant was also in development to help colleagues locate information and support.

The approach extended to equipment. Grounds Maintenance colleagues explained that the thornproof gloves and trousers supplied were uncomfortable in everyday use. Gentoo worked with Jewson Partnership Solutions to trial alternatives that remained suitable while being more practical to wear. Listening helped the team examine how equipment performed during the job, as well as whether it met the required standard.

Wellbeing became a further focus. Gentoo’s November 2025 Great Place to Work survey found that 89% of colleagues agreed the organisation was committed to their health and safety. It also identified opportunities to strengthen confidence in speaking up and psychological safety in parts of the organisation.

A group involving Health and Safety, Human Resources, Communications, operational leaders and trade union representatives helped shape the response. Within the predominantly male Property Maintenance workforce, Gentoo wanted to make discussion of mental health more accessible and relevant.

Rather than selecting a programme without testing its approach, Gentoo gathered feedback at its White Van Day. Colleagues responded particularly well to speakers with local and construction-sector backgrounds who shared lived experience. That feedback informed a partnership with NE1’s Mental Health, which delivered 11 sessions attended by more than 350 Property Maintenance colleagues.

The Wellbeing Wheel provided another route into discussion. More than 30 colleagues took part, exploring trust, communication, pressure and speaking up. Feedback highlighted time pressure, information quality and system access, and contributed to the creation of a Wellbeing Steering Group and a dedicated Health and Safety Concerns process.

Leaders supported participation by making time available and joining activities. Managers continued discussions through toolbox talks and team meetings, while updates explained what had changed and what remained under review. This follow-through helped connect individual contributions to decisions.

Gentoo reports encouraging signs of openness, including colleagues identifying themselves when using the new concerns process. It recognises that a small number of reports cannot demonstrate change across the whole organisation. Similarly, the later health and safety survey pulse score of 87%, down from 89%, shows why continued listening matters.

Colleagues have also requested smaller groups for future wellbeing sessions to support more open discussion. For Gentoo, that feedback is part of the next stage of improvement. Its experience offers a practical lesson for the wider SHE community: make it easier for people to explain their work, act on what they reveal and show them how their contribution has influenced the response.

Based on Gentoo Group’s submission for The SHE Show Inspiring Change Awards 2026. Programme progress and outcomes are as reported by Gentoo in September 2026.