AUGUST 2022CONSTRUCTIONBUSINESSREVIEW.COM9David Burge· Risk to the environment: Has construction work created any environmental hazard, such as environmental release to air, ground or water?Before the risk walk takes place, the leader is briefed on how long it will take (no more than one hour), any previous incidents, anything outstanding from previous audits or risk walks, and the area the risk walk will cover. To give the leader some guidance on how to start a conversation, I use safety-related topics such as emergency procedure. For example, they can ask the workers, `If the emergency alarm sounded what would you do?' Simple questions like this get the conversation going. You should also make sure the leader's PPE is fitted correctly and keep the group conducting the risk walk to a maximum of three people including the safety manager.Using `Stop' `Talk' `Understand' `Respond' for risk walks`Stop': During the risk walk the leader will want to see progress on the project. On the route, identify working activities that the risk walk can stop to engage workers. Always make sure the supervisor or worker stops what they are doing and is safe. If any machinery is being used make sure it is switched off or in safe mode.`Talk': Make basic introductions, explaining who the leader is and why you are doing the risk walk. The leader can then start with the basic questions, and once the rapport has been established the conversation can build. `Understand': At times, the worker might not be very clear about the issues, so the leader might not fully understand minor issues with potential to become major incidents. It is vital that the leader understands what's involved. I was interested to hear a CEO on a recent risk walk say, `It's amazing that the workers are experiencing the same issues as I did as a young engineer.' Communication and relationships are just as important as getting the job done. It's great to get leaders onside and provide them with the confidence that they can answer safety questions that are raised on site. Getting them to follow up on ideas from workers is also excellent and builds upon workers feeling valued. `Respond': The leader might be able to answer questions raised by the worker during the risk walk. If not, they should say they don't know but will get back to the worker with an answer as soon as they can. This is very important: the leader must then follow through and get an answer to the worker either in person or via the site supervisor.In Summary Making workers feel part of a team and showing respect by responding to their questions helps build trust and loyalty. It's equally important for the leader to thank the workers, and acknowledge that they are the people who make the project happen.Using tools like Gemba Walk (bringing the leader to the workplace) and behaviourally-based safety tools. Giving leaders confidence in safety and getting them to talk with the workforce reaps genuine rewards. Preparing the leader for the risk walk is key, as is creating a structure for all leaders from the CEO to the CFO to attend a risk walk and build relationships. Open and honest communication, following the simple methods of `Stop' `Talk' `Understand' and `Respond' reaps rewards, building trust and loyalty across the workforce. Preparing the leader for the risk walk is key, as is creating a structure for all leaders from the CEO to the CFO to attend a risk walk and build relationships
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