On a large general hospital site in a northern town, health and safety was taken seriously in several ways to build up a culture of mutual support and improvement throughout the whole workforce. This included:
• Strict rules were set by the managing contractor that all package contractors only started work after attending a project induction session and were handed a site map with accessible areas and access ways and safety rules.
• Toolbox talks were given regularly by different personnel to give variety and to match their interests and expertise. Paid time was allowed for this.
• Management personnel were expected to be involved in touring the site in order to spot poor H&S practice and to suggest alternative improvements.
• Individuals from a wide range of subcontractors were invited onto the workforce forum, which was chaired by the health and safety officer, but decisions for implementation were decided democratically so that ideas from all levels were valued and democratically evaluated by that same forum.
• Directors of the managing contractor and of the supply chain contractors committed to inspections at regular intervals and to generating ideas for innovative safe practice.
