The audit identified several examples of exemplary practices witnessed during the audit, including:

• A “collaborative” approach where the Client acts as an extra set of eyes on site and which complements and supports the Principal Contractor’s safety team;
• A willingness of the workforce to engage and talk openly about the importance of maintaining a strong safety culture;
• Welfare facilities which were beyond reproach and of an excellent standard;
• Sufficient resource, in terms of space, is always at a premium on construction sites but the management of housekeeping, waste, storage facilities including laydown areas with the roadways and concrete pads put in place at an early stage of construction;
• Effective design and planning including advance “look-aheads”, management of interfaces and design risk assessment process;
• Management of high risks by aiming to build modules as much as possible before being lifted into position, by providing permit to work issuer and acceptor training, having a well-managed permit office and procedure, planning works well ahead with the safety team willing to reject unannounced contractors/arrivals of plant and equipment; and
• A constant desire to improve, perfectly demonstrated by the introduction of a site Temporary Works Manager by the Principal Contractor rather than relying upon a national role.

Areas for improvement, whilst relatively minor, were warmly welcomed and acted upon, demonstrating the willingness of all of the duty holders to accept lessons learned in a positive manner.

The result of the effective safety management and compliance with CDM 2015 laid the foundations for an excellent safety record during the construction phase and into commissioning of the plant in 2018.