Client Case Studies

Advanced Risk Management Solutions (ARMS Ltd) work in partnership with their clients to develop unique and innovative approaches to behaviour based safety. The following are some examples of such approaches that we are proud to share on behalf of our clients.

Alstom

ARMS Ltd deployed a global behaviour based safety programme in partnership with Alstom Power who have subsequently achieved a significant step change improvement in safety performance.

The programme focus has been through improved safety leadership through the management line. ARMS Ltd were responsible for the design and delivery of safety leadership workshops across the whole power sector involving in excess of 30 countries and the engagement of over 3,500 supervisors and managers.

Our consulting provision has served to help shape the approach and the application of the Alstom Zero Deviation Plan (AZDP) where zero deviations from ‘life saving rules’ has been the primary lead indicator of the improving safety culture. This has included the delivery of several large scale safety coaching programmes in China, SE Asia and the UK.

An example of the improving safety culture through the deployment of this behaviour based approach was the Pembroke CCGT construction project. This was the largest combined cycle power station ever constructed in the UK at 2.2GW and achieved this without any significant injuries to the 3000 strong multi-national workforce and achieved an independent audit score from the British Safety Council of 98.6% and the subsequent award from their client RWE of ‘contractor of the year’.

Also see: Alstom – Receiving the Sword of Honour (pdf)
Also see: Alstom – H&S Best Contractor Award (pdf)

Coca Cola Enterprises Ltd

Coca-Cola Enterprises have been a leading proponent of behaviour based safety for decades. They approached ARMS Ltd to help them reinvigorate and expand on their Zero Accident Behaviours programme.

ARMS Ltd have since conducted extensive safety culture assessments across the UK, Norway, Sweden and Belgium manufacturing sites resulting in the adoption of highly successful behaviour based safety strategies.

These behaviour based safety solutions were delivered as part of the Zero Accident Behaviour programme and included a focus on safety leadership and also the engagement of the Associate workforce through innovative behaviour based safety workshops.

ARMS Ltd’s consulting services have also helped CCE identify safety critical behaviours within the manufacturing operations. Part of this process included helping CCE to recognise how some key safety system issues were potential obstacles to achieving 100% safe behaviour and their vision of zero accidents.

Black and Veatch

Black & Veatch selected ARMS Ltd to partner with them in the design and deployment of a bespoke behaviour based safety programme.

We worked together through a three phase approach:

  1. Assessment of current safety culture and obstacles to safety
  2. Design of the behaviour based strategy and training needs
  3. Implementation of the strategy and roll out of training

The extensive UK wide safety culture assessment identified some critical areas to focus the ARMS Ltd consulting services around effective safety measurement and the use of reward and recognition systems.

Behaviour based safety was communicated through a branded approach called BOSS (Behaviour On Safe Sites) and involved ARMS Ltd delivering interactive, engaging workshops from Board level through to all front line supervisors.

ARMS Ltd also worked closely with B&V to develop an innovative approach to behaviour based safety aimed at ‘safety in design’ and this achieved award and recognition from the organisations insurance provider.

Also see: B&V Award for Innovation in Health & Safety (pdf)
Also see: B&V InterConstruct Conference Paper (pdf)

Amey

Amey went through an extensive selection process before choosing ARMS Ltd as their partner for the development of their behaviour based safety programme.

ARMS Ltd conducted a detailed assessment of the existing safety culture and worked with Amey senior management to develop an approach that would see rapid and significant improvements in safety performance. An important first step was to move away from a reliance on lagging indicators of safety and move to a ‘balanced scorecard’ approach that gave real confidence in the business risk profile. In addition to this ARMS Ltd assisted the business in developing an approach to discipline and reward and recognition in their drive to create a ‘just and fair’ safety culture, an essential ingredient of a high performing safety culture.

Following the implementation of some critical changes through the ARMS Ltd consulting process the focus then shifted to bringing a thorough awareness of the new behaviour based approach to safety management across the organisation. This involved the delivery of line management behavioural safety workshops that engaged everyone in their role to contribute to the emerging positive safety culture from the Board to front line supervision.