successful and effective. In particular, a HS&E standard was designed to remind contractors of their obligations and information was communicated to workers on a daily basis. This information included key issues such as progress updates, lessons to be learned from incidents, campaigns and programmes of risk control and took the form of daily activity briefings, toolbox talks and encouraging worker participation and communication across a number of platforms (including project leadership teams, safety, health and environment leadership teams and HE&E fora). Post games, the communication system was evaluated for lessons from its success. Factors that made the communication process so successful included: there were mechanisms for workers to learn from each other and adopt lessons learnt from each other (including multi-contractor meetings, cross-Park visits) (horizontal consultation) – for example, senior representatives from all areas of the project would congregate at a monthly HS&E forum and share their experiences; there were also mechanisms for information to be passed between contractors, clients and the Health & Safety Executive (vertical consultation); and the system was supported by the workers and relevant parties. Other facilitating and enabling factors included having leadership support which positively influenced worker behaviour. 16 F xvii Continual improvement was fostered on site by monthly HS&E meetings, which provided opportunities for contractors to share information, tackle issues and innovations. As outlined above, members of the assurance team met with Tier One contractors to evaluate and discuss the HS&E reports and agree on actions required, as well as discuss directions for improvement. Contractors were required to complete a close-out report once work was complete to capture the lessons learned on the project. The report reviewed and reported the performance data of the project across time, cost and fitness for purpose, as well as the six key priority themes, including health and safety. The report specifically outlined lessons learned during the project, and things to note in handover to third parties. An additional report for each of the six key themes was also created, called the Priority Theme Close-Out Report. 17 F xviii Obligations were placed upon Tier One contractors to carry out their own monitoring, auditing, accident and incident investigations. This was supported by an overlapping oversight/assurance mechanism provided by the ODA. That is, the ODA did not just rely on contractors to perform assurance activities and reports to the ODA. The ODA assurance team undertook audits based on risk profiles, statistics and trends. This work by the assurance team was meticulously planned three months ahead of the scheduled work and achieved through a variety of mechanisms. These included: review of scorecards submitted by the contractors, coordinators and lead designers (which were then sampled by the assurance team); themed or specific compliance reviews; and assigning an audit team member work with, and have oversight of, each project. The team was also kept abreast of near misses and accidents Audit and Assurance there were both formal and informal methods of communication; Continual Improvement and Feedback Mechanisms
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