Senior Management Report for Health and safety policies and systems


Health and Safety (H&S) has not been a vital element in Strathgammon Estate Group Ltd (SEG) and its subsidiary companies. This has resulted in the growth of a negative H&S culture in the whole organisation.

Research and analysis has been conducted in several companies and by international standards we seem to be in the Reactive stage, that is, second to last and this concludes that a more in depth studies have to be done, by a dedicated team and produce their finding for immediate action by the board.

The results obtained are adequate for a proposed plan to be put in place and estimated goals to be realised. Our fist agenda been, the proposing of a new H&S slogan - Health and Safety is a way of life in Strathgammon Estate Group Ltd. This will give a definite goal in which the management and the workforce can work as one to be achieved in a span of three years, with first fruits realised after two years.

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The initial cost and efforts needed to achieve the Generative culture will be substantial but after the target has been achieved, the culture will be self driven/sustaining accumulating to greater saving in the times to come - accurate estimates will be given once the proposed plan is in effect.

The economic benefits of a self sustaining H&S extend from less insurance premiums, better productivity among workers - as they feel cared for, better reputation among clients and potential clients, repeated business from clients, reduced overall costs in business decision as there are few accidents, less threat of litigation, and avoiding project delay or cancellations.

It should be noted that H&S culture may not be the same across all the parts of a large organisation such as SEG and this report communicates "minimum acceptable standards" across all business sectors of SEG and appropriate steps should be established for the cultures of the specific business units selected.

Our research suggests that for the 3 year target to be achieved, there are immediate steps that need to be put in place.

Establish a dedicated team to report to the CEO and Senior Management, immediate appointing of representatives in each company, immediate training to management and workforce on basic H&S protocols, and mandatory H&S induction on new members, immediate communication to the clients' of the proposed H&S measures and review of the above in the first four months, and second review before the board report after four more months.

The newly proposed slogan and a the suggested Generative culture should be communicated and backup by the Board, Senior Management and the Managers in a span of 8 months, where we have predicted that a positive atmosphere will be reached, and the whole organisation will have reached a H&S maturity to fully understand and appreciate the essence of attaining that goal.


2.1 This report has been created for Thomas Neville - CEO, and the Senior Management of Strathgammon Estate Group Ltd (SEG), to highlight the threat, importance, implementation and practical application as well as sustainability of positive Health and Safety (H&S) Culture.

2.2 This report is aimed at analysing the current H&S Protocols in SEG and their objectives and policies, and review and communicate suggested systems and methods that can be practical, economical and be successfully implemented, followed upon, monitored and revised on the Parent company - and its subsidiary companies.

2.3 We shall identify the economic benefits and potential of a positive H&S culture to individual companies as well as a group and how a positive H&S culture will successfully influence directly and indirectly the achievement of Revenue Goals and Targets, set by SEG board and Senior Management and effectively communicate the results to the shareholders.

2.4 The Major economic benefits of adapting a positive H&S culture to individual companies can be summarised as:

Better reputation for corporate responsibilities among investors, clients and potential clients and communities

Increased productivity among the employees, by been healthier, happier and better motivated.

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Improved standing among suppliers and partners

Reduced costs and reduced risks employee absence and turnover rates are lower, accidents are fewer

The threat of legal action is lessened

Avoiding Loss of time in projects due to investigations or even complete stopping of project

Lower insurance premiums

Avoiding Equipment damage or loss

Avoiding Certification Cancellation

Loss of working days which result to loss of revenue

Additionally, the report will justify the targeted environment where the newly proposed H&S Slogan - Health and Safety is a way of life in Strathgammon Estate Group Ltd, will be applicable.


H&S is a tool put in place to pave way for a smooth running of the business with maximum efficiency, at the same time maintaining equilibrium of legal and moral standards to the organisations management, workforce, plant and community.

H&S when incorporated into the business it evolutes into a Culture - Culture may be defined as the attitudes, values and beliefs that underpin "the way we do things in here".

H&S culture should be an integral part of the organisation's culture, values and performance standards. A positive H&S culture is primarily sustained by trust, credibility and behaviour primarily of senior leaders.

Failure to include H&S as a key business risk in board decisions can have negative revenue and non- revenue results.

The main threats being loss of life, loss of revenue, loss of credibility in the market, loss of certification, delay or complete stop of the project, no repeated business, legal action, high insurance premiums,

Which can be contributed due to, pour communication of H&S values, hiring of incompetent employees, lack of management commitment to H&S, no central H&S administration among the group among others.

With a positive H&S culture all this threats can be minimised. To achieve this we need to examine our current H&S culture and try and work on promoting a culture that takes advantage of the full potential of H&S.

There are five internationally recognised H&S cultures as illustrated in the figure 1.0

Figure 1.0

Figure 1.0 (Hearts and minds 2009, slide 6) represents the different levels of H&S Cultures. From initial stage (Pathological) to fully mature self driven (Generative) H&S culture.

From initial studies and research performed by the newly appointed H&S team, we found out that SEG is in the Reactive Stage.

This was concluded after visiting several independent companies and identifying what their views, perception and priority they gave to H&S.

Case one: in Neville Construction Ltd 2009 fatality, after initial investigations by H&S officials they pointed "pour culture of Health and Safety" and made "15 recommendations to improve the situation".

Case two: in PNJ Ltd, there is a workforce of eighty-five been supervised by one person - Harry Soamers, who is a member of the board in the company.

Case Three: in the Production layout of the timber plant, there is no fire system or fire protocol in place, in an environment where there is a flammable material - Timber/wood.

Case four: in Kessner Waldpodukt GmbH there were only two people supervising a workforce of twenty two, a Manager and an assistant manager.

This among other studies highlighted a negative H&S culture in SEG, thus requiring an immediate revision of H&S protocols and systems.

For an effective revision we should tackle this from the roots, an H&S culture develops in stages, the foundation been informative and trust.

It is not possible to improve the culture directly, instead it is necessary to work at improving factors that can have a positive influence on culture like:

Define clear lines between the acceptable and the unacceptable behaviors in the workplace

Reward people who go beyond the normal and who may expose themselves

Develop good safety habits

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Increase the amount of time managers spend visiting the workplace (not just after an accident)

Improve managers non-technical skills (e.g. communication)

Increase levels of workforce participation in safety related problems and solutions

Promote good job satisfaction and moral

Promote a 'just culture' where blame is only used where someone takes reckless risks

Implement a competence assurance program to ensure everyone throughout the organization has the skills they need to work safely



The Reactive step being a low level of H&S culture, SEG should aim at growing to the Generative culture, which is a self driven culture.

With a clear goal in place, implementations techniques should be introduced in steps,

Step one; will be the most vital as, this will target the Senior Management to integrate a good H&S management to their business decision making.

They can commence by portraying a visible, active commitment from the Board of Directors, to the lower management that is, Senior Management - Managers - Supervisors - Workforce. This can be achieved by:

Monitoring, reporting and reviewing performance;

Accessing and following competent advice;

Step two - engaging the workforce "upward" communication, that is, Workforce - Supervisors - Managers - Senior Management. This can be achieved by:

involving the Management with the workforce in high quality H&S training;

Identifying and managing H&S risks.

Step three; by attaining the desired results in the parent company it can then be reflected positively and fairly to the subsidiary companies with minimum interruptions on their day to day business,

That can be attained by beginning to provide H&S training to all the SMT and Managers of individual companies to promote understanding and knowledge of H&S.

This will successfully be achieved by;

The presence of a SMT in the major training practices can send a strong signal that the issue is being taken seriously and that its strategic importance is understood;

CEO assigning H&S responsibilities to individual companies directors;

Monthly reports of H&S going from the managers to the Senior Managers to the CEO for reviews;

Use effective Communication. This can take the form of meetings, seminars, distribution of flyers, email, verbal ;

Provision of incentives to good promoters of H&S on the workforce;

Promoting discipline in the workforce;

Hiring of competent workforce;

Having procurement standards for goods, equipment and services can help prevent the introduction of expensive H&S hazards.

Step four: sustaining the positive status of H&S through Management to attain a "living culture" thus fulfil the newly proposed H&S motto - Health and Safety is a way of life in Strathgammon Estate Group Ltd.

(CEM 2010).Management systems can be outlines as:

Reporting system;

Performance Incentives systems;

Behaviour control systems;

H&S communications policies and systems;

Risk control systems

Management & Control systems


The application of H&S culture will result to positive business. This can be communicated to the share holders in form of statistics based on: daily, weekly, monthly, quarterly and annual reports generated for the board

This will be as a result of better H&S records that the client can review and comment resulting to better reputation, increase productivity and morale among employees, reduced costs and risks on employee absence and turnover rate, reduced cost in legal actions, avoiding delays or stoppages of projects or business ventures, reduced insurance premiums, and maintaining certifications among others.

With the statistics and reports in place the shareholders can appreciate the importance of H&S culture, thus strengthening their confidence in the management and individual business ventures.


If H&S is not properly taken into consideration when making business decisions then it may turn into threats, which can have catastrophic results.

This can be minimised by applying a positive H&S culture in SEG and its subsidiary.

Once a positive atmosphere is secured, then we move to the practical application of the necessary steps to improving the H&S culture,

by the Senior Management to integrating a good H&S management to their business decision making

This positive environment can be sustained by accurate reporting of near miss and accident reports, revision of previous reports and learning from them, effective communication from the management to the workforce, continuous training and evaluation of all, provision of incentives to good promoters of H&S on the workforce, promotion of discipline in the workforce.

With all this steps in place, the management can provide accurate and professional reports that can be analysed and shared with clients which in return will create an open relationship with the client, strengthening business ties,

Additionally, loss of working days, reduced insurance premiums, better productivity from the workforce, less loss or damage of equipment and reduction in the delay of projects due to accidents - can be as records to convince shareholders of the commitment of H&S in SEG and its visible outcome


Health and Safety is a way of life in Strathgammon Estate Group Ltd

It will be recommended a more detailed report be established with actual finding by the first review to the board in four months. That report will summarise the views and suggestions of each company's representative, and present estimates that can be published and be used in critical business decisions.

The Board and SMT should set the direction for effective H&S management by establishing an H&S policy that is much more than a document - it should be an integral part of the organisation's culture, of its values and performance standards, such as risk, remuneration and audit.

The Board should consider the H&S implications of introducing new processes, new working practices or new personnel, dedicated adequate resources to the task and seeking advice where necessary,

With time and careful practice the H&S culture can mature and reach its full potential in an estimated 3 years. We can forecast some variables if this report is analysed and a decision is reached to adopt the new Motto - Health and Safety is a way of life in Strathgammon Estate Group Ltd

The estimated result in a span of 2 years to the targeted 3 years to archive the Generative H&S Culture can be; (Lamprell HSE 2009)

19% reduction in incidence rates over two years

22% reduction in insurance premiums

48% reduction in sickness absence resulting from work-related injury over two years

57% reduction in injury over three years

72% reduction in major H&S issues in one year.

Better methods should be practiced though out the organisation that is, regular meetings with the individual company representatives and the senior management, rewards of personnel that go beyond their duty in terms of H&S, introduce new procurement methods that reduce expensive H&S hazards.

Create transparency among the organisation, clients, shareholders and the community at large, by publishing reports and allowing for a feedback, in the form of organisation magazines, public records, companies website, and annual business reports.

Additionally, SEG to dedicate more commitment in creating a safer environment in all the companies, with, better supervision as seen in Cases Two and Four, and better H&S tools like in Case Three, and better H&S Culture like in Case One.

A dedicated team especially in monitoring and regulating all other subsidiary companies H&S teams should be formed, to streamline the proposed steps and suggestions.

H&S is a "living" element in the organisation as there is no end to been safe, with that making it a continuous process with constant reviews and analysis.


CEM (2010) (Paper 1968V1-0), Strathgammon Estate Group Ltd. London. CEM

CEM (2008),(Paper 3575V5-0) Health and Safety at work, London: CEM

Heart and Minds (n.d.)(Hudson_Creating_an_HSE Culture){online available from [27 June 2009]

Lamprell HSE (2009) 'Growth of Lamprell with a Positive H&S' HSE Statistics 37, 14