The safety of our workforce is a fundamental value to the Morson Group. We place safety at the forefront of our business by developing initiatives like Work Safe, Home Safe, and committing to industry frameworks for continuous improvement.
Gareth Morris | Associate Director
Safety is a core value of Morson International and the safety of our workforce is an integral part of our business. Our aim is to attain standards of health and safety in the workplace that exceeds legal requirements and Approved Codes of Practice. To achieve this we are developing a sustainable system and culture to help us deliver a safe and efficient service to our clients. We will strive to create collaborative working practices with our clients to ensure the safety of the workforce engaged at the client’s workplace.
Health, safety, and the respect of the environment are integral parts of Morson’s fundamental performance. We continually work towards the establishment of advanced formal management systems for Environmental, Health & Safety (EHS).
Promoting safe behaviour in the workplace is a critical part of the management of health and safety because behaviour turns policies and procedures into reality. We recognise that good systems alone will not eradicate the risk of harm in the workplace. We need to evolve the culture of the workforce to achieve zero harm.
The benefits of a behavioural safety approach are;
To help achieve this we have created a behavioural safety initiative called Work Safe Home Safe. Our aim is for our entire workforce to understand the need for personal cultural change and to understand how to embed safe working in individual responsibilities in the workplace.
We believe that addressing safety behaviours in addition to the continual development of company policies and processes provides a balanced approach that may be tailored to the specifics of each workplace and client.
Third (3rd) Party Approvals
By Gareth Morris, group director of health, safety, quality and environmental compliance In just a few short weeks, life has changed for so many that it’s sometimes hard to remember where our priorities lay in the weeks and months before the pandemic. The effects of COVID-19 will include immeasurable tragedy, along with significant impacts on the global economy. But not all of the COVID-19 legacy will be negative. The virus has prompted a pause in the way we live and work that has delivered quantifiable environmental benefits. The question is, can we use that pause and environmental data to identify new opportunities for a fast-track route to zero carbon? What is Carbon:2023? The COVID-19 pandemic has redefined concepts of caring and community but caring has always been in Morson’s DNA and our commitment to giving back to the community and environment in which we work and live remains unchanged. That’s why our Carbon:2023 pledge is more important to us now than ever. We launched our Carbon:2023 scheme before the pandemic, based on the parameters of what we knew then as ‘normal’. Our promise was to aim to be a carbon neutral business by 2023; not by simply buying carbon offsets but by changing behaviours. Our goal was to make a sustainable commitment to reducing our carbon footprint by examining where changes could be made, ensuring that, as a company, as a team and as individuals, we could make a meaningful and long-lasting difference. Those objectives haven’t changed, but so much else has changed around us in such a short time. Our challenge now is to capitalise on the potential behaviour change outcomes of the pandemic and use them to plot a more direct path to carbon neutrality. Taking our lockdown experience into the new normal At some point, the lockdown will be over and we will return to ‘normal’. It will be a ‘new normal’, however, and we will have the opportunity to decide what it looks like. Those decisions will be based on experience: we must question the way we did things in the ‘old normal’ and what we’ve learned during lockdown to inform choices for working and living more sustainably with reduced carbon emissions going forward. One of the key obstacles to environmentally-conscious behaviours in the past has been resistance to change. Companies and their employees have operated on an ‘if it ain’t broke don’t fix it’ philosophy, perpetuating work and life behaviours with negative environmental impacts simply because change is difficult and they couldn’t see how it was possible. The difference that the pandemic has made is that change has been imposed and people have been forced to adapt to it. It’s not been easy and not all of it can or should be part of the way companies operate when the lockdown is over. However, some of our new habits can and ought to become the foundations of new patterns of behaviour. Since the lockdown began, air pollution in the UK has plummeted compared to the same period last year. Average daily nitrogen dioxide (NO2) readings dipped below 10 micrograms per cubic metre at the beginning of April, less than half of what they had been when the lockdown began or at the same time last year. Much of the reason for this is likely to be the significant reduction in use of all forms of transport. Use of motor vehicles is down by 60 per cent since the start of the lockdown. Not only does the lack of ‘non-essential’ journeys reduce carbon emissions and use of fossil fuels, it also creates opportunities for people to adopt healthier, more environmentally-friendly cycling and walking habits as their permitted daily exercise, which will hopefully become routine once restrictions are over. Whereas, under the old ‘normal’, we might have considered face-to-face meetings or a weekend visit to the high street as ‘essential’, what the lockdown has taught us is that those behaviours were not nearly as necessary as we thought. We’ve learned that it is not only possible to hold meetings as a video call, but it’s often beneficial: just think of all the travel time and expense, diary clashes and scrabbling around for meeting rooms that have been avoided over the past few weeks. And for every meeting held over the internet, the carbon emissions associated with travel have been saved. The lockdown has created a new consciousness of what we really need and how much we routinely waste. We’ve had to get by with less, so routine habits, like printing off paper copies of documents before meetings have been consciously abandoned in favour of screen sharing. Moreover, with refuge collections limited, the amount we throw away has become much more embedded in our minds and our behaviours. Building on our environmental commitments With a clear commitment to carbon reduction already in place, these steps towards improved environmental behaviours will play a role in building on the plans Morson had already put in place to help us achieve our Carbon-2023 goals before COVID-19. Reducing the number of journeys by road is something we had already identified as a major element of furthering carbon reduction goals. As part of our Carbon: 2023 scheme development, we underwent a thorough analysis of our carbon emissions and found that our fleet was the element that ranked the highest within the business. With some 695 commercial vehicles across the UK, we became the first million litre per year user to adopt the Shell Destination: Carbon Neutral fuel card scheme. This scheme sees Shell track fleet consumption and calculate the CO2 emissions associated with this throughout the year. Costing just 1p extra per litre of fuel, the money goes towards the purchase of carbon credits, each one representative of the avoidance of 1 tonne of carbon dioxide. Alongside this, we also took the decision to invest in hybrid commercial vehicles and have been looking into electrical vehicle smart charging, which modulates charging to different times of the day. We have identified ‘vehicle to grid’ technology, which enables energy stored in electric vehicles to be fed back into the grid at times of peak demand, as a resource management tool too. Emergent green energy technology will also be a focus for Morson moving forwards, and our intention is to utilise the in-house design engineering capabilities of Waldeck and Morson Projects, whose portfolio of work includes Energy from Waste centres and other renewable means of energy production. Our plans include introducing photovoltaic panels and wind turbines on our head office building in Salford. We’ve also looked into heat source pumps and water conservation initiatives have been investigating other resource reduction programmes, including recycling and automated lighting/water systems. Reaching our Carbon:2023 destination At the moment, the future is hard to predict, but the need to address issues of carbon reduction and climate change will be just as critical as ever. Morson was already on the road to zero and, far from allowing COVID-19 to send us off course, we will leverage what we’ve learned from the pandemic to help us reach our Carbon:2023 destination.Find out more
By Gareth Morris, group director of health, safety, quality and environmental compliance As the Government continues to produce guidance and issue advice on how different industries can offer their workforce a safe return to work, we are encouraging clients to think outside the box. While the pandemic has played out, we have analysed how different sectors have adapted their workplace environments to ensure the safety of their teams and have taken those learnings to see how they might be applied in other areas. What we have seen is that safety critical industries adopted social distancing measures with more ease than it was originally predicted. Now, as office-based teams look to return to their environments, there are a wealth of learnings which can be applied to ensure every individual is safe. However, there are also elements of the stringent guidance being developed for corporate workplaces that could be introduced to ‘essential’ industries – the likes of construction, rail and manufacturing – in a retrospective capacity, to ensure that longer term, every workplace is setting exemplary standards of safety. Safety Critical Environments As the market leaders in rail, we have supported teams across the UK to keep the country’s infrastructure moving even during the novel challenges of the pandemic. In the rail sector specifically, essential workers have taken to mobilising, planning and delivering railway maintenance and refurbishment works overnight with reduced workforces to enable them to social distance. Doing so has kept railways operational, hauling food, PPE, fuel and key workers to their destinations, but has required the immediate implementation of new operating procedures including the speedy deployment of signage to high visibility vests and underground environments to reiterate the importance of maintaining a physical distance apart. However, our in-depth risk assessments of these environments – which must be carried out before workers can return to site – provide food for thought for office-based staff looking for guidance on everything they must consider before declaring their workplace safe. For example, we advise that spaces which have been unoccupied for a number of weeks are deep cleaned ahead of employees returning, as well as developing rules on who is allowed to touch particular pieces of equipment to ensure the virus doesn’t have the potential to pass to other people through hard surfaces. Additionally, we ask managers to consider how social distancing will be maintained in communal spaces that might be restrictive – kitchen facilities, entrance areas, lifts and small meetings rooms, for example – and to have a plan in place if a worker becomes ill on site; how will they be removed from the space as efficiently and safely as possible, and what remedial actions are required? Construction projects also largely rely on site visitors for continuity; and as such, safeguarding comes down to more than team members. Any visitor to site who comes into contact with an infected individual or surface is at risk of taking the virus away to a whole new network of people. Pre-visit visitor checks are recommended to prevent the possible introduction of the virus to a work place. All of this, though largely relevant to on-site workers, should be considered by office managers and directors before suggesting that staff should return to work. The traditional workplace Though many offices have an allocated health and safety advisor, unlike construction sites they are not purely driven by this type of guidance; health and illness related sickness is typically low, and there are very few occasions in which office environments have to overhaul their usual working practices. A pandemic, however, is one of those situations. It will be critical that behaviours change in offices before staff can return to work, but altering the mindset of millions of workers will be the hardest part of this process. As such, it’s crucial that businesses implement a clear and strong communication plan, explaining the changes that are to be made and how they will take effect from day one, rather than being phased in. Doing so will embed safety first, mindful behaviour and seeing the approach enforced from the top down and bottom up will ensure it is applied at every level. Just as safety critical environments consider who is touching machinery, offices should think about communal use of equipment such as printers, shared computers, internal doors and even the often-ignored fixtures of a building such as bannisters, light switches and kettles. While offices are usually densely populated with banks of desks of employees working closely together – a layout now considered completely unsafe in the current climate – as with the rail and engineering industries, employers will have to use novel tactics to ensure staff are socially distanced. This may mean considering which team members can only work from an office and which can continue to work from home, or implementing an alternate office-shift pattern, with cleaners brought in to sanitise an office between each change over. Employers will have to take responsibility for symptom-spotting; we have introduced temperature taking of staff as they enter our offices, and this will likely become commonplace with fixed temperature testing stations. And as we continue to rescale up office environments, just as construction workers are looking to protect on-site visitors, building managers will have to consider how to receive post and deliveries; in shared office spaces, will security teams require PPE?; and how will you risk assess clients coming in for socially distanced meetings? Have we all become safety critical? Across environments, there are permanent fixtures and fittings which must be considered; for example, how will toilet facilities be kept clean in between visits? Are ventilation and air conditioning units serviced to a level that provides reassurance the virus won’t circulate, and how can team members safely take refreshment breaks; where, exactly, will people eat and drink? Our knowledge and presence across multiple sectors is enabling us to take a bird’s eye view of this situation, and how industries can learn from one another to protect their teams. Morson Training, for example, is currently developing a training module advising how businesses can adopt new health and safety practices, while our own health and safety team is available to clients and other businesses to work as consultants to support the return of their teams. Additionally, we have created a basic COVID version of our Fit For Work app; originally developed for the rail industry, it can be used in corporate workplaces to detect symptoms of the Coronavirus. As we move forward and the pandemic continues to take shape, the differences between offices and construction workplaces will start to break down. No longer will the two be disparate; now more than ever before the workplace is about the health and wellbeing of the people within it. For the indeterminable future, every single workplace is safety critical. We believe our ways of working set an industry standard and are examples of best practice; that’s why we make them available to all. Anyone wanting to utilise our roadmaps can contact our group director for health, safety, quality and environmental compliance, Gareth Morris, on email@example.com.Find out more
A Vital worker performed life-saving CPR on a member of the public who collapsed on a train station platform. Dan Stephens, Trespass and Welfare Officer, was called to respond to an emergency on Platform 4 at Southampton Central Station on 5th March. Martin East, 67-year-old father of two, collapsed onto the platform after getting off a train bound for New Milton, Hampshire. “I was patrolling platform 3 when a call came through on the radio that help was needed on platform 4. I rushed over there to find a gentleman had collapsed into the guard’s arms. He’d been put into the recovery position and they told me that they thought he’d had an epileptic fit. But I realised he wasn’t breathing and needed CPR straight away.” As the station supervisor phoned the ambulance, Dan removed the gentleman’s backpack, laid him on his back and checked his airway, pulse and commenced CPR. “I was doing that for a while as we were waiting for the paramedics to turn up. When the fast response unit came down, they asked me to keep performing the CPR until the ambulance crew arrived. They arrived about five minutes later and took over.” Mr East, who had suffered a heart attack, was taken to Southampton General Hospital where he spent three days in intensive care following an emergency stent procedure. He recalls: “I remember nothing from that whatsoever. I have no idea where I collapsed, what time it occurred, or how long I was getting CPR. I had seen a neurologist in London about an unrelated condition prior to my departure for New Milton and he remarked that I was looking fine when he saw me.” After his stay in intensive care, Mr East was transferred to a different ward and eventually discharged two weeks later. During his stay in hospital, he contracted a minor case of Covid-19. “I was told when I returned home that I had contracted the coronavirus which delayed my recovery a little bit. I’m almost back to normal now, both from the heart attack and the virus. I still have a few aches and pains in the rib cage but almost all of the bruising is gone. Thank you seems insufficient to convey my gratitude that Dan had the presence of mind and the confidence to carry out the CPR.” Dan has been CPR trained for almost eight years, though he admitted he hadn’t used his skills in a while. Working in the rail industry for four years, the incident at Southampton Central Station took place during his first week working for Vital. Find out how you can help keep Britain moving in the rail industry by searching our latest jobs with Vital hereFind out more