2019
InterCement
Indicator analysis, strategic planning, and support for cultural transformation, with an assessment at Brazilian sites and development for safety teams.
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Construction and Cement
A construction project moves from one phase to the next. A factory alternates between production and work on equipment. In each situation, planning and execution need to share the same understanding of the risks.
Safety follows work as it changes
In construction, risk moves with the project. Excavations, structures, installations, work at height, load handling, and energization take place at different stages and often in parallel. Protection suited to one phase may no longer address the conditions of the next.
The layers of contracting also influence management. Companies with different experience share the same space and depend on one another. Onboarding and procedures create a common foundation. During the work, the organization still needs to know who stops an activity, how a change in method is assessed, and what response a deviation receives under deadline pressure.
In the cement industry, quarries, kilns, mills, bagging, dispatch, and maintenance involve different exposures. Planned shutdowns change the number of people present and concentrate work on equipment. The distance between corporate functions and sites can produce different understandings of priorities and controls.
When recovering the schedule begins to guide every conversation, conditions previously considered unacceptable may become normal. Leaders need to recognize this shift before an exception becomes standard practice.
Observe how planning reaches the field
With the organization, we examine how safety criteria are maintained when work sites, teams, and deadlines change. Indicators, interviews, and observation of activities can help explain the routines used to plan, authorize, and supervise work.
The involvement considers relationships between the client and contractors, engineering and execution, operations and maintenance, and corporate management and local leadership.
Explore our approachProject experience
All projects2017
General Electric
Development of the ToolKit de Construction Safety, communication campaigns, and training within Programa PDR at the wind farms managed by the GE team.
Explore the projectHow we can help
All servicesSafety Culture Assessment
Understand differences between sites, projects, contractors, and leadership levels.
Maturity assessment for serious and fatal incident prevention (SIF)
Assess the ability to anticipate critical exposures and maintain controls under actual working conditions.
Strategic Safety Planning
Define priorities and governance that can cover projects, sites, and contractor management.
According to the organization’s needs
- Accident Investigation
Investigate serious accidents, including fatalities, with the organization’s team.
- Safety Culture Transformation
Support implementation of the plan through mentoring, design, and strategic, technical, and operational support.
- Safety Academy
Structure ongoing development for leaders, technical teams, and operations according to their responsibilities.
Other industries
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Mining
Understanding how teams recognize risks and how leadership sustains safety decisions in extraction, processing, and operational support.
Infrastructure
Safety culture in the construction, operation, and maintenance of major assets, with attention to decisions involving concession operators, local teams, and contractors.
A conversation about work in the field.
Tell us which projects, sites, or companies are involved and which issue needs to be addressed.