Safety Strategy

Safety Strategy

Bainbridge retains an enviable safety record which is testament to the people, processes and culture within the business. However, this does not mean that we can stand still and rest on our laurels. We therefore need to continue to improve safety in a proportionate and cost effective manner which remains a priority and continuous challenge for the Company. Our Safety Strategy is a key mechanism to drive our safety performance and our Strategy has been developed by the Bainbridge board and I certainly believe it is a common-sense approach. The risks throughout our Company are wide ranging but are identified for each division and documented within a risk register. Safety is a shared responsibility and this strategy shows our continuous commitment to improve our safety performance.

This strategy builds on the previous safety record and focuses on the future to ensure our actions target the identified risks within our business. We certainly recognise and believe that our risks must be addressed and managed within the Business Units. We believe this strategy will help us to drive continual improvements and improve our overall safety performance. 

As the Managing Director I believe that Bainbridge has adopted a proactive and sensible approach to identifying and managing risks, which are subject to robust risk assessment and internal audit processes, ensuring control measures are in place and that these are effective. Additionally, each Manager has overall responsibility for the execution and review of their risksJames Dickinson

The strategic objective for enhancing safety is: To manage our risks and enhance our safety performance by targeting risks and instilling a just culture, throughout our Group. This strategy demonstrates our commitment, techniques and systems to ensure safety performance is measured, which includes both continuous monitoring and review to identify potential new hazards that could emerge within our Group. The new Safety and Compliance department is now well embedded and is made up of the Office/Quality Manager and Safety and Risk Management Consultant.

During this period the team have undertaken multiple audits across all the departments and divisions along with a significant review and overhaul of all Company procedural documentation to match the Company structure.

 

Safety Framework

The successful management of risk is a fundamental part of the Group’s activities and is critical to the delivery of our business plan. The process of identifying, assessing and managing risk is an integral part of good management.  Risk management is at the core of our business, and is embedded in our processes and practices.  Our formal approach to risk management is delivered through the application of our Risk Management Framework. Our Safety and Risk Management Consultant has developed our Framework, assisting the business to comply, collecting and monitoring key risk indicators that relate to each principal risk, and including those in the regular summary reporting to the Board.

The risk management framework, as part of the wider governance framework, provides assurance and confidence to stakeholders about the Group’s ability to deliver its objectives and manage key risks.

The main actions contained in the previous safety strategy were those to address and manage our key safety issues, and those to introduce and improve our safety culture

We therefore successfully launched our Just Culture campaign across all divisions and departments. The main aim was to have an open reporting culture when employees are not disciplined for actions, omissions or decisions taken by them and that are commensurate with their experience and training. However, we felt it necessary to retain a course of action if gross negligence, wilful violations or a destructive act had taken place, these are not tolerated by the Group. A reporting culture has been embraced to ensure every employee is an active part of the plan and solution remains the goal.

Governance of the Safety Strategy

The safety team oversee, steer and challenge the progress of our performance, and ensure that we continue to deliver. However, senior managers are directly responsible for their divisional risks and manage the actions to mitigate or remove risks within their Division. To enhance our performance, we have recently achieved the ISO9001, 14001 & 45001 UKAS accredited standards. The introduction of these standards provides improved visibility and control of our identified risk areas. It ensures through continuous monitoring and review where potential new hazards are identified which could emerge within our business. We also show our performance against the Accident Frequency Rate (AFR) for Company RIDDORs. AFR is a method of measuring the accidents we have based on the category of accident reported to the Health and Safety Executive.

The safety team continue to produce and provide statistics based on performance and produce reports to the Board.

Communications

The Bainbridge safety team will use existing liaison groups and publications to keep staff updated, and as a Company we are determined to deliver the strategy in a just culture to secure those outcomes.

A just culture is key to managing safety across our Group. It allows us to learn from accidents, incidents and near misses.

Outcomes and Focus

We will continue to maintain Health, Safety, Environment, Quality  and Compliance as a priority looking for continuous improvement, focusing on areas of risk.

We will reduce risk by identifying and managing our key safety issues. Our policy will be to provide and maintain safe and healthy working conditions, equipment and systems of work for all our employees, and to provide such information, training and supervision as they need for this purpose.

The Safety and Compliance team will be incessant in being a proactive department. We continue to aim high and have put together a robust internal audit programme which is designed to focus on business and system improvement whilst engaging with our employees.

We will also ensure that we further imbed our just culture throughout the Group. We will continue to evaluate the effectiveness of our Safety Management System

A Just Culture

Bainbridge has a mission, and its mission is to become a “Just Culture” company like many others.

A Just Culture is defined as a culture in which employees are not punished for actions, omissions or decisions taken by them that are commensurate with their experience and training, but where gross negligence, wilful violations and destructive acts are not tolerated.

Our policy will be to provide and maintain safe and healthy working conditions, equipment and systems of work for all our employees, and to provide such information, training and supervision as they need for this purpose. We also accept our responsibility for the health and safety of other people who may be affected by our activities.

Our policy will be kept up to date, particularly as the business changes in nature and size. To ensure this policy reflects the way in which the Company is operated.

Three Behavioural Choices That Every Person Makes and Needs to Change

A Just Culture is a result as much as it is a set of management skill and tools that make it possible. Just Culture transforms an environment from the inside out. Everyone gets on the same page and is made aware of the companies’ values and how they are expected to make choices that protect them. Everyone is an active part of the plan and the solutions.

Bainbridge wants all employees to feel safe to raise their hand when they see a mistake or have made a bad choice, so the system can be updated and improved to help catch those events. We want to learn from mistakes and near misses enabling us to be more efficient as our expectations are clear and stable. This will allow us to continually learn and therefore the risks are proactively managed.

Summary

This safety strategy has taken account of our previous work and the changes in our Group. It focuses on the key risks and a just culture. The work has been systematic in using our senior managers and the  Board. We have confidence that we are addressing the right risks and we are equipped to implement the right actions. This continues to build on our previous work and our enviable safety record and safety initiatives. We have a strong foundation and with your continued help and support, we believe we will achieve safer outcomes.

It is our people who continue to deliver the business through our values and a positive, open and just safety culture is vital for our future success. Risk management is a primary function of the Company and our overall aim is to reduce risk and ensure we are compliant with legal, company and our client requirements.

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