Earlier this year, a health and safety meeting sparked the question of what the 2025 strategy should be. The focus quickly became clear: to raise the profile of health and safety. Why? Because when safety is valued, everyone benefits. Our employees feel confident and supported in their work, and our customers can trust that quality and care are built into everything we do. The real challenge wasn’t coming up with the idea but figuring out how to pull it off! Here is some of what we have achieved so far…
To support our already established planned safety audits, we’ve introduced daily safety walkabouts and Good Safety Practices (GSP) inspections. These initiatives not only highlight strengths and weaknesses but also create opportunities for interaction with the people that matter most. Alongside shift safety briefings, communication sessions, statistic posters, and toolbox talks, these additional communications have helped make safety performance and updates more transparent and accessible. These regular interactions have generated over 500 improvement suggestions from employees. 98% of these have already been acted on and completed – a testament to the power of listening and responding.
By building on personal safety awareness and knowledge through structured training plans and toolbox talks, our safety champions (who form our safety committee) have developed their skills and contributed to safety projects: writing procedures, completing risk assessments, delivering training, and engaging all employees in safety initiatives. But just like Spiderman was told, “With great power comes great responsibility,” and with all this interaction, feedback, knowledge, and awareness, we can now involve key people in making decisions together as part of safety improvement projects.
Through consultation with our employees, the site has undergone a major transformation in workplace transport safety. A new network of pedestrian footpaths and crossings, safety barriers, designated site signage, allocated loading bays, improved haulier controls, and the relocation of facilities have all contributed to making our site safer for everyone.
Drawing on employees with expert knowledge and safety awareness, we completed a major upgrade to our KODA™ manufacturing production line. This not only improved energy efficiency but, more importantly, reduced forklift movements, minimised manual handling, improved dust extraction, and increased employee safety.
We should never be afraid to admit our shortfalls, after all, honesty is one of our company values. Sometimes, we need to seek external guidance and support on technical aspects of health and safety. This year, we’ve engaged with forklift truck trainers, DSEAR specialists, engineers, designers, medical professionals, and consultants to expand our knowledge and understanding.
Health and safety has traditionally been seen as a box-ticking exercise. This year, we’ve made a conscious effort to evolve that mindset. Our most powerful asset has been communication – through open dialogue, active consultation, and attentive listening, we’ve sparked valuable feedback, uncovered fresh ideas, and encouraged meaningful suggestions.
In summary, raising the profile of health and safety isn’t just about compliance; it’s about culture. By prioritising health and safety, we protect and empower our people, which in turn strengthens the quality, reliability, and trust in our customers’ experience. With a clear strategy, engaged employees, and strong management support, we’ve truly raised the profile of health and safety and created a workplace where safety isn’t just a priority – it’s part of who we are.
