Recognising a risk and feeling confident enough to challenge it are different things. At Tamdown, conversations with operational teams revealed that some employees hesitated to raise concerns, particularly when doing so meant questioning a supervisor or an experienced colleague.

The construction business responded with a behavioural safety programme focused on personal responsibility, risk perception and the pressures influencing decisions. Its submission to The SHE Show Inspiring Change Awards 2026 describes a two-phase approach combining workshops, leadership development and follow-up engagement on site.

Tamdown partnered with Titanium Talks, led by Justin Manley, whose experience of a life-changing workplace accident helped connect the subject to the people and families affected. The programme began in October 2025 and involved directors, managers, operatives and support functions, with training organised in cohorts across the business.

The first phase established a shared understanding of behavioural safety. Interactive discussions asked employees to examine how their choices affect themselves and others, including how familiarity can influence their perception of risk. Wellbeing, fatigue, distraction and personal pressures formed part of those conversations.

The second phase concentrated on applying that awareness. Coaching, observation and constructive feedback encouraged people to recognise good practice and challenge unsafe acts respectfully. Managers and leaders also completed Behavioural Vector Analysis assessments to support reflection on their communication and responses to pressure.

Practical models gave teams different ways to explore the work. Bow-tie diagrams helped explain how hazards can lead to harm and which controls interrupt that path. An iceberg model encouraged discussion of influences beneath visible behaviour, such as confidence, beliefs, experience and workplace demands.

Leadership development addressed how communication styles affect engagement. The intention was to help managers adapt their approach to the person and situation, creating more useful conversations. Directors and senior leaders participated alongside colleagues, making the expectation of self-reflection visible throughout the organisation.

Site engagement reinforced the workshop learning. Tamdown reports 24 tours with Justin Manley, giving operatives opportunities to discuss safety, wellbeing and responsibility in their own working environment. These visits helped connect concepts explored in training to the pressures and decisions encountered during daily tasks.

By the time of the submission, 412 of Tamdown’s 430 employees had participated, approximately 96% of the workforce. Seventy leadership assessments had also been submitted. These figures demonstrate broad reach, while the company’s account of more frequent and constructive conversations offers a further perspective on how learning is being used.

Tamdown reports that service strikes fell from approximately 20 annually to eight, a reduction of 60%. It also records 2,490 HSQE observations over the last 12 months, including 205 behaviour-related reports. Of those, 155 recognised positive behaviour. This shows that observation activity includes acknowledging effective actions as well as identifying concerns.

The company describes greater confidence in speaking up and stronger workforce involvement in safety discussions. It also acknowledges initial scepticism and reluctance to discuss personal responsibility or wellbeing. Consistent leadership presence and follow-up proved important in showing that the programme would continue beyond its launch.

Tamdown identifies an important lesson for future evaluation: formal culture and perception surveys at the outset would have provided a clearer baseline. The reported operational improvements are encouraging, but they cannot by themselves establish the programme’s contribution. For the wider SHE community, the useful connection is between participation and continued practice: learning has a better opportunity to influence work when leaders reinforce it through regular conversations, feedback and action on site.

Based on Tamdown Group’s revised submission for The SHE Show Inspiring Change Awards 2026. Participation and performance figures are as reported in August 2026.