Selected client references

What we did

• Document analysis: prior audits (incl. Baines Simmons), internal procedures, KPIs, and SMS structure review
• Multi-level interviews across leadership, supervisors, and frontline operations — focused on work-as-done, not work-as-imagined
• Extended field observation over multiple days in live operations, with findings validated through structured dialogue
• Cross-referencing findings to build a systemic picture — connecting strategy, culture, risk management, and trust
• Designed and delivered shift supervisor training to strengthen frontline safety leadership
• Led safety organisation capability development — clarifying roles, routines, and accountability
• Provided individual coaching for operational leaders on safety decision-making and follow-through

Impact

Delivered a clear strategic roadmap with assigned owners and follow-up cadence. Key outcomes included: risk management was systematised with a structured PDCA cycle, feedback mechanisms were established for safety reporting, safety and HR data were connected to support better leadership decisions, and a Just Culture framework was introduced. The organisation moved from fragmented, compliance-driven safety work towards integrated, proactive safety leadership — with measurable improvements in reporting openness, leadership engagement, and systemic thinking.

What we did

• Systematic risk identification (400+ risks mapped and categorised)
• TOP 40 priority risks assigned with owners and follow-up cadence
• Duty Manager training programme design and delivery
• Leadership engagement and accountability (CEO participation)

Impact

Established a functioning risk management framework with clear ownership and daily monitoring. 400+ risks identified, 40 elevated to TOP priority, and leadership commitment demonstrated through hands-on participation. The organisation now has a structured approach to risk that drives continuous improvement.

What we did

• Safety culture baseline analysis — identifying systemic strengths and gaps across the organisation
• Ongoing embedded HSE leadership alongside the safety organisation and operational teams
• Operational team coaching and capability building — strengthening daily safety routines and decision-making
• Safety practice development with structured follow-through and accountability
• LOTO (Lock Out / Tag Out) implementation — deployment and embedding into daily operations
• Work permit procedure reform — redesigning and implementing updated permit-to-work processes
• New deviation investigation methodology — development and deployment of a structured incident and deviation investigation method
• Safety observation process development and implementation — building a functioning safety observation system from the ground up
• Lifting operations safety improvement — strengthening controls and practices for lifting and hoisting work
• Regular reporting to the mill management team and production director

Impact

A sustained three-year partnership that built lasting internal capability. The safety organisation developed stronger routines, clearer accountability, and a more consistent approach to safety leadership. Operational teams adopted improved daily practices and better risk awareness. Key operational improvements included LOTO deployment, reformed work permit procedures, a new deviation investigation method, a structured safety observation process, and strengthened lifting operations safety. The engagement demonstrated that real safety culture change requires sustained presence, trust, and follow-through — not one-off assessments or external audits.

What we did

• Occupational safety training delivery
• Practical support for safety-related assignments

Impact

Strengthened occupational safety competence through practical training and direct support during 2021–2022.