Leadership
The ODA had a specific focus on health and safety in its approach to the work, exemplified by its health, safety and environment policy statement which stated: 'the protection of the health and safety of everyone involved in our work or affected by it … is important to us … Our vision is to go beyond eliminating preventable illnesses, injuries, business losses and environmental harm … it extends to enhancing the well-being of all involved in our project work'. The ODA understood there was a need to focus on health and safety in its approach to the work. The ODA understood and articulated the rationale for such a focus as including: a moral duty to minimise harm to its workforce, and that all workers went home safety at the end of each day; its legal obligations under the Health and Safety at Work etc Act 1974; and an understanding that good management means good risk management. The emphasis on the health and safety of the workers permeated all facets of the construction of the Park. Priority themes were established for all construction project work and health and safety was one of these themes. A leadership board was established, and leadership teams were formed which incorporated over 20 Tier One contractors. This was done in reflection of the body of evidence that effective leadership and establishing a positive safety culture are necessary requirements for positive safety performance. 11 F xii
Positive Safety Culture at the Olympic Park
A detailed analysis of the Park's safety culture was undertaken by the UK Health and Safety Laboratory, and identified a series of safety climate components and related themes, including:
organisation commitment health and safety oriented behaviours
health and safety trust usability of procedures
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