Task 1: Commenting on WWP's approach to selecting contractors
1. Lack of Experience Assessment:
WWP hired CP solely based on an online portfolio and a friend's recommendation, without
thoroughly assessing CP's experience in building animal enclosures. This oversight is evident as CP
had never built an animal enclosure before.
2. Neglecting Alternative Options:
The GM was quick to hire CP without exploring other potential contractors, indicating a lack of due
diligence in the selection process.
3. Overemphasis on Cost and Convenience:
The GM's decision to hire CP immediately, without further evaluation, indicates a focus on
convenience and speed over ensuring a qualified and competent contractor.
4. Inadequate Risk Assessment:
Despite the project's potential safety implications ,WWP relied on CP to conduct the risk assessment
and entrusted them with handling the complex health and safety aspects, which they were not
experienced in.
5. Ignoring Red Flags:
CP's confidence despite their lack of relevant experience and the GM's readiness to leave everything
to CP, even the "difficult health and safety stuff," suggests a disregard for red flags that should have
triggered caution.
6. Inadequate Verification of Claims:
CP's claims were not verified or substantiated with evidence. The GM should have requested
references, checked past projects, and evaluated CP's expertise before making a decision.
7. Failure to Prioritize Safety:
Despite emphasizing the importance of safety during the interview process, WWP neglected to
apply stringent safety measures in selecting a contractor for a project with potential safety risks.
8. Lack of Comprehensive Evaluation:
The absence of a comprehensive evaluation process, considering factors beyond online portfolios,
such as past performance, specialized expertise, and relevant project history, contributed to the
inadequate selection of CP.
9. No Due Diligence on New Contractual Territory:
Since CP had not built an animal enclosure before, WWP failed to adequately assess the unique
challenges and requirements of constructing a safe and appropriate habitat for the monkeys.
10. Impulsive Decision-Making:
The GM's quick decision to hire CP based on limited information and assurance without proper
vetting demonstrates a lack of thorough decision-making.
11. Absence of Expert Input:
WWP did not involve personnel with specialized knowledge, like the team leader with health and
safety qualifications, in the contractor selection process, which could have provided valuable
insights.
12. Ignoring Lessons from Past Incidents:
The fire incident in the past should have prompted WWP to be more cautious and meticulous in
selecting contractors for projects involving animal enclosures.
13. Failure to Reassess Contractors Over Time:
WWP did not perform ongoing assessments of CP's performance and practices, which led to
overlooking potential shortcomings and inadequate safety measures.
14. Misplaced Trust:
The GM's willingness to leave critical safety aspects to CP indicates misplaced trust and insufficient
oversight, given the potential risks involved.
15. Lack of Contingency Planning:
WWP did not have contingency plans in place or a backup contractor option, leaving them
vulnerable in case CP's performance fell short
16. Failure to Learn from Mistakes: The selection of CP without a thorough evaluation demonstrates
a lack of learning from the past fire incident and the importance of stringent contractor selection.
17. Ignoring the Need for Expertise:
WWP ignored the value of incorporating specialized health and safety knowledge, as evident from
the GM's reluctance to involve the team leader with relevant qualifications.
18. Inadequate Follow-Up on Recommendations:
Even after recognizing positive outcomes from daily talks, WWP did not consistently implement the
approach across all teams, suggesting a lack of commitment to improvement.
Task 2: Commenting on negative leadership at WWP
1. Hasty Contractor Selection:
WWP exhibited impulsive leadership by selecting CP without thorough evaluation, risking the
success of the monkey enclosure project.
2. Unverified Contractor Claims:
WWP leadership failed to validate that CP's assurances reflect negative leadership behaviour.
3. Lack of Safety Oversight:
Delegating health and safety responsibilities entirely to CP without continuous oversight reflects a
negligent approach to ensuring a secure work environment.
4. Resistance to Team Talks:
The team's reluctance to engage in talks exposes a failure in leadership to foster open
communication and address team dynamics effectively.
5. Failure to Address Team Issues:
The unaddressed influence of the longest-serving team member disrupting team activities highlights
a lack of proactive leadership in resolving internal issues.
The team's reluctance to engage in talks exposes a failure in leadership to foster open
communication and address team dynamics effectively.
5. Failure to Address Team Issues:
The unaddressed influence of the longest-serving team member disrupting team activities highlights
a lack of proactive leadership in resolving internal issues.
6. Impulsive Decision-Making:
The decision to hire CP without exploring alternatives or competitive bids indicates hurried decisionmaking, potentially compromising project quality.
7. Absence of Continuous Monitoring:
Failing to monitor CP's activities continuously on the construction site underscores a lack of
leadership oversight, especially in maintaining health and safety standards.
8. Lack of effective safety culture:
The acceptance of CP's assurance to handle "difficult health and safety stuff" without validation
demonstrates a lack of scepticism and verification regarding safety practices, contributing to a
deficient safety culture.
9. Lack of Immediate Action:
The GM's delayed response upon witnessing hazardous conditions on the construction site indicates
a failure to ensure prompt accountability for safety standards.
10. Insensitive Handling of Team Talks:
The dismissive response to the team's resistance to talks, exemplified by the suggestion for snacks,
reflects a lack of empathetic leadership.
11. Failure to Investigate Trends
Ignoring the significant increase in near-miss book entries over the last six months reflects a
leadership failure to promptly investigate and address emerging safety concerns.
Task 3: commenting on the influence of peers
1. Positive Peer Influence on Safety:
The implementation of morning talks by some WWP team leaders, based on peer
recommendations, led to a reduction in accident rates and improved work conditions, indicating the
positive impact of peer influence on safety practices.
2. Spreading of New Practices:
The enthusiastic endorsement of the new talk system by certain teams led to its adoption and
discussion by other teams, highlighting how peers can influence the spread of innovative practices.
3. Improved Work-Life Balance:
Teams that embraced the morning talks reported working less overtime and displaying increased
job satisfaction, showcasing the power of peer influence in promoting a healthier work-life balance.
4. Promotion of Team Culture:
The emergence of team culture, as seen with the long-standing team called "The Gang," illustrates
how peer dynamics contribute to the development and reinforcement of shared norms and values.
5. Negative Peer Influence on Engagement:
The reluctance of the Gang to participate in the talks, and the LSTM's dismissal of their value,
demonstrates how negative peer influence can hinder engagement and discourage participation.
6. Peer Pressure and Silence:
The silence of most team members when the LSTM interrupted the youngest team member during
the talk exemplifies the influence of peer pressure in suppressing individual voices and ideas.
7. Undermining of Leadership:
The LSTM's comment about snacks and subsequent reluctance to engage during the talk highlights
how negative peer influence can undermine leadership efforts and create a divisive atmosphere.
8. Impact on Decision-Making:
The GM's impulsive decision to hire CP without considering alternative options was influenced by
the desire to save time, potentially indicating how peer influence can shape decision-making.
9. Lack of New Ideas:
The reluctance of the Gang to embrace the new talk system suggests that peer influence may stifle
the introduction of new ideas and hinder innovation. I
10. Safety Culture Impact:
The accident involving the construction worker on the FLT and the disregard shown by the
construction site supervisor in the presence of the lead first-aider exemplify how negative peer
influence can permeate safety culture.
11. Peer Communication Patterns:
The Gang's quiet demeanour around their team leader, along with the LSTM's dismissive behaviour,
suggests that peer communication patterns can influence how team members interact with each
other and their leader.
12. Unintended Consequences:
The Gang's decision to abandon the talk when their leader was absent, influenced by the LSTM's
comment, illustrates how peer influence can inadvertently lead to missed opportunities for
engagement and improvement.
Task 4: Determining positive indicators of health and safety culture
1. Long Accident-Free Period:
WWP's claim of being accident-free for a decade indicates a commitment to maintaining a safe
work environment.
2. Thorough Induction Training:
The practice of having the chief executive meet all new workers during induction training suggests a
top-down emphasis on safety awareness and integration.
3. Health and Wellbeing Benefits:
The range of worker health and wellbeing benefits indicates a proactive approach to ensuring the
physical and mental wellness of employees.
4. Health and Safety Training:
The specific health and safety training provided to workers underscores the importance placed on
ensuring they are equipped with the necessary knowledge and skills.
5 Risk Assessment for Construction:
The initiative to conduct a risk assessment before starting construction work highlights a proactive
approach to identifying and mitigating potential hazards.
6. Encouraging Morning Talks:
The introduction and spread of morning talks as recommended by certain teams showcase an
environment that values open communication and peer-based safety initiatives.
7. Reduction in Accident Rates:
The reduction in accident rates after the I implementation of morning talks indicates a positive
impact on safety awareness and practices.
8. Improved Work Conditions:
The positive correlation between morning talks and reduced overtime suggests an improvement in
work conditions and overall job satisfaction.
9. Peer Advocacy for Talks:
The enthusiastic recommendation of the new talk system by teams demonstrates the positive
influence of peers in promoting safety culture.
10. Positive Engagement with Safety:
The interest shown by various teams in adopting the new talk system reveals a willingness to engage
positively with safety initiatives.
11. Use of Near-Miss Book:
The presence of a near-miss book and an increase in entries over time indicates a growing culture of
reporting potential safety incidents and concerns.
12. Responsive Action to Incidents:
The prompt placement of "Slippery Surface" signs and the cleaning request after the slip incident
reflects a proactive approach to addressing immediate safety issues.
13. Effective Communication:
The prompt notification of the GM about the FLT incident demonstrates efficient communication
channels to report and address safety concerns.
14. Recognition of Expertise:
The GM's acknowledgment of the team leader's health and safety qualifications underscores the
value placed on specialized knowledge and experience.
15. Encouraging Critical Analysis
: The GM's request to review CP's risk assessment suggests a commitment to thorough evaluation
and critical analysis of safety measures.
16. Inclusion of Safety Role:
The GM's request for the team leader to take on a health and safety role indicates recognition of
their expertise and a desire to enhance safety practices.
17. Prioritizing Employee Wellbeing:
The willingness to consider the team leader's input and willingness to ensure team members' safety
by purchasing snacks highlights a focus on employee wellbeing
Task 5: Explaining why a permit to work system should have been used
1. Risk Identification:
A PTW system would require a comprehensive assessment of the specific risks associated with
welding at height, ensuring that potential hazards are thoroughly identified.
2. Specialized Work:
Welding at height is a specialized task with unique risks, necessitating a structured approach like a
PTW system to ensure adequate controls are in place.
3. Clear Authorization:
A PTW system provides a formal process for obtaining authorization from competent authorities,
ensuring that only qualified and trained personnel are allowed to perform welding at height.
4. Accountability:
A PTW system assigns clear responsibilities to both the worker performing the task and the
supervising authority, fostering accountability and oversight.
5. Safe Work Procedures:
A PTW system mandates the development of safe work procedures and practices, which are crucial
for managing the risks associated with welding at height.
6. Communication and Coordination:
A PTW system facilitates communication between different stakeholders, ensuring that everyone
involved is aware of the task, its risks, and the necessary precautions.
7. Emergency Preparedness:
A PTW system includes provisions for emergency response plans and procedures, ensuring that
swift actions can be taken in case of unexpected incidents during welding at height.
8. Training and Competency:
A PTW system necessitates verifying the competency and qualifications of workers performing
welding at height, reducing the likelihood of errors or accidents due to inadequate skills.
9. Permit Documentation:
A PTW system generates a formal permit document that outlines the scope of work, safety
precautions, and timeframes, serving as a reference for both workers and supervisory personnel.
10. Supervision and Monitoring:
A PTW system requires continuous monitoring and supervision of the task, enabling timely
intervention if any unsafe conditions or practices arise during welding at height.
11. Preventing Unauthorized Work:
A PTW system helps prevent unauthorized or ad-hoc welding at height by enforcing a structured
process that must be followed before commencing the task.
12. Enhancing Safety Culture:
Implementing a PTW system for welding at height sends a clear message about the importance of
safety and compliance with established procedures, fostering a positive safety culture within the
organization
Task 6: Determining management failures contributing to the accident
1. Inadequate Contractor Selection:
Hiring a construction company (CP) with no prior experience in building animal enclosures
demonstrates a failure to properly assess and select qualified contractors.
2. Lack of Expert Input
: Not involving the team leader with health and safety qualifications in the contractor selection
process highlights a failure to leverage available expertise.
3. Neglected Risk Assessment:
Entrusting CP, a contractor inexperienced in animal enclosures, to conduct a risk assessment and
handle health and safety aspects indicates a failure to ensure a thorough and competent evaluation.
4. Insufficient Oversight:
The GM's trust in CP to manage complex health and safety matters without proper oversight
represents a management failure in ensuring adequate controls.
5. Impulsive Decision-Making: The GM's impulsive hiring of CP without exploring other options
showcases a failure to exercise due diligence in decision-making.
6. Ineffective Communication:
The lack of effective communication about the importance of the morning talks to all teams,
including the Gang, demonstrates a failure to disseminate safety initiatives consistently.
7. Disregard for Employee Input:
The GM's failure to address the LSTM's dismissive behaviour during the talk suggests a lack of
intervention and a failure to foster a supportive team environment. I
8. Lack of Safety Culture Enforcement:
The construction site's poor conditions, including noise, music, and a forklift being used improperly,
point to a failure in enforcing a strong safety culture.
9. Absence of Site Supervisor:
The absence of a site supervisor during critical construction activities, such as welding at height,
represents a failure in providing adequate supervision
10. Failure to Respond to Warning Signs:
The presence of dust and dirt on the café floor and the partially held-open emergency exit door
indicate a failure in addressing warning signs of potential hazards.
11. Inadequate Emergency Response:
The GM's apparent shock and the site supervisor's dismissive attitude after the accident point to a
failure in ensuring a swift and effective emergency response.
12. Lack of Continuous Improvement:
Failing to consistently implement the morning talk system across all teams demonstrates a failure in
promoting continuous improvement in safety practices.
13. Ignoring Past Incidents:
The failure to learn from the past fire incident in a monkey enclosure underscores a failure in
applying lessons to prevent future accidents.
Task 7: Determining the benefits of inspections
1. Hazard Identification
: Inspections would have identified potential hazards such as poor site conditions, improperly heldopen emergency exit doors, and inadequate safety measures, enabling timely corrective actions.
2. Preventing Accidents:
By uncovering risks associated with welding at height, poor forklift operation, and unsupervised
construction activities, inspections could have prevented the accident and subsequent injuries.
3. Ensuring Contractor Compliance:
Inspections could have verified whether CP was implementing appropriate safety measures,
ensuring compliance with health and safety standards.
4. Early Intervention:
Identifying dust and dirt on the café floor, as well as the partially held-open emergency exit door,
through inspections would have prompted early intervention to rectify unsafe conditions.
5. Site Supervision:
Regular inspections would have ensured the presence of a responsible site supervisor during critical
activities, such as welding at height, preventing unsafe practices.
6. Emergency Preparedness:
Through inspections, the emergency exit door's condition and functionality would have been
evaluated, enhancing emergency response preparedness.
7. Corrective Measures:
Inspections would have highlighted the need to address the noisy and hazardous conditions of the
construction site, promoting timely corrective actions.
8. Enforcing Safety Culture:
Regular inspections send a clear message about the importance of safety, fostering a stronger safety
culture among workers and contractors.
9. Documentation and Accountability:
Inspection reports would have documented identified issues and corrective actions, ensuring
accountability for addressing potential risks.
10. Improved Communication:
Inspections provide a platform for communication between management, contractors, and workers,
enhancing the flow of safety- related information.
11. Learning from Mistakes:
If inspections had been conducted after the fire incident, lessons could have been applied to ensure
that construction activities were carried out more safely.
12. Enhanced Decision-Making:
Inspection findings would have informed decision- making, such as revaluating CP's suitability as a
contractor or modifying work procedures.
13. Early Reporting and Mitigation:
Identifying dust and dirt on the café floor could have prompted immediate cleaning and prevented
potential slips or falls.
Task 8: Determining how administrative control measures can be improved
1. Enhance Training and Awareness:
Provide comprehensive training for all employees regarding slip and trip hazards, emphasizing the
importance of keeping floors clean and clear.
2. Regular Risk Assessments:
Conduct routine risk assessments of high-traffic areas like the café to identify potential hazards and
implement appropriate control measures.
3. Standardized Cleaning Procedures
: Develop and implement standardized cleaning procedures for high-risk areas, ensuring consistent
and thorough cleaning practices.
4. Timely Response to Hazards:
Establish a protocol for reporting and addressing hazards promptly, enabling quick interventions to
prevent potential accidents.
5. Clear Signage and Warnings:
Ensure proper placement of "Slippery Surface" signs and other warnings in areas with potential slip
and trip risks, enhancing awareness among employees and visitors.
6. Emergency Exit Maintenance:
Implement a regular inspection and maintenance schedule for emergency exits to ensure they are
unobstructed and functioning properly.
7. Emergency Evacuation Drills:
Conduct regular emergency evacuation drills to familiarize employees with the location and usage
of emergency exits, improving preparedness.
8. Supervision and Oversight:
Assign responsible individuals to monitor high-risk areas like the café, ensuring cleanliness, and
compliance with safety protocols.
9. Review Contractor Compliance:
Periodically review contractors' adherence to safety measures, such as cleaning practices, to
maintain consistent safety standards.
10. Incorporate Employee Feedback:
Encourage employees to report potential hazards and suggestions for improvement, creating a
culture of active participation in safety initiatives.
11. Continuous Improvement Culture:
Foster a culture of continuous improvement by regularly reviewing administrative control measures
and refining them based on feedback and experiences.
12. Document Control Procedures:
Maintain comprehensive documentation outlining administrative control measures, cleaning
protocols, and hazard reporting procedures for easy reference and accountability.