On complex aviation and infrastructure projects, a shared approach to safety depends on the relationships between people working for different teams and organisations. Lagan Aviation & Infrastructure has made those relationships central to a

Changing safety culture starts with the decisions people see their leaders make every day. For ISS UK & Ireland, that understanding became the foundation of a programme designed to help colleagues speak openly, challenge

Changing established working practices requires people to understand why change is needed and have a voice in how it happens. For HMPPS Probation Service, that became a central part of its response to two

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

A safety programme needs to work for the people using it. When FCC Environment recognised that its existing behavioural safety approach had become cumbersome and uneven in its effectiveness, it used that experience to

Reliable sustainability reporting depends on people who understand the information they hold and why it matters. For Charles Taylor, bringing those people together across a global business became the starting point for a more

Employees often know where materials are wasted, energy is used unnecessarily or established routines could improve. The Casey Group has created a way for that knowledge to influence its sustainability programme, supported by specialist

When people face poorly designed tasks, impractical controls or competing production demands, asking them to work more carefully has limits. Encirc’s Zero Harm strategy starts with the conditions surrounding the job and the decisions

Providing support is only useful if people can find it and feel comfortable using it. The Casey Group recognised that employees working on construction sites could face particular barriers, from limited visibility of available