Cost Centre Director responsible for the Safety Management team.

In 4 years I grew the Safety Management business from 8 staff generating circa £800k per annum to 30+ staff generating £3 million+ per annum.

On joining WYG I set up the management systems for delivering CDM services under CDM 2015.  These services included providing Client CDM Advice, setting up project CDM Management Arrangements, providing Principal Designer (PD) and PD Support services as well as providing general construction safety and assurance services.  We provide CDM services on over billion pounds of construction per year.  These projects have ranged from small scale fit-outs to £100m+ building and infrastructure schemes.

Within Safety Management we provide bespoke occupational safety and health services as well as Fire Safety services.  I am proud of the fact that we have grown the Fire Safety team over my time at WYG from nothing to a team delivering circa £1 million providing Fire Risk Assessments (achieving BAFE SP205 Gold Accreditation from NSi), Fire Engineering services and Fire Compartmentation services.

Director reporting to MD. Role to assist the MD in the development of the business from £1 million business.  We specialist in Construction H&S services supporting clients, designers and contractors.  Notable projects include £1.2 billion North London Heat and Power Project where Safer Sphere is appointed to manage and provide Safety, Health and Welbeing services on behalf of the client.  Other notablye projects include 40 Storey Viadux project in Manchester and a new Arena, conference facility and hotel in Gateshead.  While at Safer Sphere I have invented an online software tool called HARM Zero to facilitate design risk management which has been a great success.

As head of Project Safety I was responsible for developing and promoting the business, ensuring that our management systems were in accordance with the latest legislation and industry best practice and ensuring that the service is nationally coordinated through our regional offices. 

I set up all the Project Safety policies and procedures on our intranet based management system including internal monitoring and review processes.  In addition to the provision of CDM services I developed the department to provide additional health and safety advice services including comprehensive audit / inspection services based on GE700 Construction Site Safety.

In addition to managing the Project Safety service I was responsible for internal company H&S across our regional offices.  I set up the company H&S Policy and procedures and ensured that the policy was implemented nationally.

My 12 years at Edmond Shipway provided me with a broad project experience and I built up contacts across the industry.

I joined FDT as a Planning Supervisor working for Orange and H3G on new build aerial installations and upgrades on rooftop sites.  While at FDT, working with in house designers and contractors, I raised the profile of CDM, setting up design risk management procedures and assisting with development of Health and Safety Plans.  I also carried out health and safety inspections for Orange, including radiological impact assessments, of their sites throughout the country.

Shortly after leaving FDT I was told that the company had achieved a 5 star rating from Orange for its management of health and safety issues. 

Projects I worked on during the six months I worked as a Structural Engineer with TPS, included barrier testing at Ascot racecourse, design of a new prison, and design of buildings to resist explosion.  While at TPS I completed a 1 week training course at Cranfield University on Blast and Ballistics.

I spent the first half of this period working on nuclear decommissioning projects.  The work was highly controlled from a safety perspective and I was heavily involved with developing safe systems of work and acquiring work permits.  The work required me to undertake H&S training including the 12 module IOSH ‘managing safely’ certificate, and project management training. 

Good communication and planning with the nuclear plant operators was vital to ensure the smooth running of the construction works.  After working in the radioactive areas I moved to work on the new build construction of Box Encapsulation Plant (BEP) which was a large plant built to handle intermediate level waste - value £140million.  This was a heavy construction project involving extensive earth removal works (more than for  the channel tunnel!).

Normally BNFL would undertake all roles under CDM regulations, however BEP was the first project where BNFL were not acting as the Principal Contractor.  I was part of the BNFL team appointed to monitor the construction work, carrying out QA and H&S audits and site inspections of all operations to ensure the contractor was complying with site requirements, including those imposed by the Nuclear Installations Inspectorate.  In 1999 I prepared a report on our safety and environmental achievements on BEP for which we received a Rospa award.  While at Sellafield I was asked to be part of an accident investigation team and carried out several investigations identifying root causes and corrective actions.