1. CULTURE
ISSUES ACTION PLAN
Different people/ regions unaware of
updates/changes etc
Potentially critical information is being
forwarded on, copy and pasted with a view
that this has been issued and therefore
accepted / reviewed
No communication of best practice
across regions
Keep re-inventing the wheel
Not enough good news shared generally
Advertise your safety vision clearly.
Conducting PDR at regular intervals by
the managers.
Provide and respond to feedbacks.
Relationship between management and
operatives can be improved.
2. MENTAL HEALTH WELLBEING
ISSUES ACTION PLAN
Lack of new blood – new ideas
Lack of interaction between the
departments within the organisation.
Employees feel overloaded and unable
to cope with the assigned activities.
Additional costs of recruiting via
agencies & lack of consistency with
constantly recruiting new starters
Aging workforce & not planning for the
future
Consider starting internship
Regular contact from senior
management to all staff. Listening,
guiding and advising with issues
Team Building events - will increase the
chance to speak with the colleagues
and senior management in a neutral
setting.
Manager should be aware of people
workload and capacity based on
capability and knowledge.
3. QUALITY
ISSUES ACTION PLAN
OneNote – lack of process on
it/training/updates
Especially difficult for new staff to understand
Some staff unaware of what good practice is
Staff doing things differently depending on
Business region
No notification when there are changes
Training for personnel to understand what
quality items are being reviewed and how to
record e.g., ITPs, for all aspects of the works
The subcontractors need to have the same
view on quality as the principal contractor
Need to review what is needed by way or
process & then communicate/train &
implement
The Procedures, Forms, Guidance etc for
each process can be listed as they are, but
also shown as a flow chart / grid view
Org chart needs to be updated based on
business plan to identify areas of recruitment,
updated roles and remove people that are no
longer in the business.
Consider automatic notification & briefing to
staff when there are changes
4. ENVIRONMENTAL
ISSUES ACTION PLAN
Poor environmental management system.
Conducting training and setting some
practical objectives towards environmental.
Tools to monitor and capture the
environmental aspect and impact.
5. TRAINING
ISSUES ACTION PLAN
Site Managers find difficulty in managing sub-
contractors efficiently.
New joiners find difficulty in using technology
and complete all the training required.
Train staff including management on
expected behaviours regarding safety. More
number of trainings developed and
published in EdApp.
Employing managers should be ensuring
that all required training is completed during
on boarding and followed up at PDR and/or
appraisals
Provide training needed on sub-contractor
management so staff understand
requirements.
6. CORPORATE SOCIAL RESPONSIBILITY
ISSUES ACTION PLAN
Inconsistent/low CSR commitment
No STEM involvement
Encourage staff to participate with allocated
volunteering
Reiterate the meaning & importance to all
staff
Develop relationship with more local charities
e.g. Greenwich & Bexley Community Hospice
& Clocktower Sanctuary
7. CHANGE MANAGEMENT
ISSUES ACTION PLAN
Inadequate Change Management process
The Change Management section within the
IMS Manual needs to be updated
Change Management documentation needs
to be introduced to the IMS and OneNote
Change Management training needs to be
created and be completed by all levels
within the company
8. PERFORMANCE MANAGEMENT
ISSUES ACTION PLAN
No proper performance evaluation system
followed.
Creating a points-based appraisal system to
evaluate and manage skill development
programme.
9. TECHNICAL
ISSUES ACTION PLAN
No designer available in-house which leads to
rely on sub-contractors – additional cost, time
consuming and sub-standard quality.
Insufficient In-house Design Management
process
For Network Rail contracts only
Recruit in-house design team
Design management documentation needs
to be introduced to the IMS and OneNote
that can be used for all BMH jobs
Design management training needs to be
created and be completed by all levels
within the company.
11. DOS Actions
Complete all actions on time
Train staff including Management on expected behaviours regarding safety
Communicate safety components regularly
Integrate safety processes for visibility and consistency
Focus on 2-way communication
Make management visible on site
Respond to feedback received
Publicise ways for your workforce to get involved in improving safety
Advertise your safety vision
Review your safety processes for fit based on feedback
Invite safety staff representative to join manager on safety tour. Provide
manager with briefing /training before