Systems2 Consulting

H&S Rapid Deployment Programme

Client: Global Civil Works Infrastructure Client

After three years of managing Health & Safety for this global client, we identified an area of acute need in some of their operating countries which was threatening them winning new contracts. A great deal of new business opportunities were concentrated in developing countries, where the size, manpower and resources are limited and where there was a strong requirement for comprehensive safety systems. We were receiving requests for help to put systems in place quickly to avoid losing contracts. S2 came up with the concept of the Rapid Deployment Programme (RDP).

Some project highlights:

  • Gaining buy-in from the senior management team

  • Helping the client win a high-value national infrastructure project

  • Helping the client win a prestigious global safety award

The RDP involves a S2 project manager fast-tracking the implementation of the critical H&S management framework systems in a specific country. The first use of this system was completed in Ghana where the client had new operations. The country team needed to quickly fulfil their customer’s requirements for H&S to gain an advantage over their competitors in the region.

What are the steps involved in RDP?

  1. Request for urgent help from the country team.

  2. Establish what is in place already + task requirement + convince senior management.

  3. Preparation for visit one: Select a coordinator from the client team and brief them.

  4. Visit one: S2 H&S advisor carries out a ‘cultural audit’, sets up systems, trains staff and subcontractors, meets with the client and customer senior management.

  5. One month interim support (remote), liaison and continued implementation.

  6. Visit two: Audit systems and sites + pressure on subcontractors to comply + customer review.

  7. Full implementation and improvements required following the audits.

What did we learn from the first RDP project?

The RDP project in Ghana taught us an important lesson on the barriers that exist in developing countries to raise the standards. Where local laws are minimal or not enforced, subcontractors must learn to adhere to client standards, not the local laws. Threatening to reduce assigned sites from subcontractors who had no time to manage safety proved a powerful means of persuasion.