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Supporting organisations to bridge the gap between strategy and action at moments of change, making sense and shaping conversations with Big Pictures.

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Case Study

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Safety Culture 2012-2014

 

“The conversations we had together helped us to clarify what our programme was about.”

 

The challenge:

  • To create a company-wide conversation about safety culture involving 35,000 employees across the whole of the UK
  • To evolve a culture where safety and safe reporting is embedded
  • To support the reduction in fatalities across the whole rail infrastructure from 1-5 to 0
  • To create an environment where individual change is more likely to occur

“We recognised the complexity of the changes we were trying to make bringing in a new Safety Culture and we needed some way to try to communicate where we were now and what the future state would look like. We wanted to get people to understand where we were heading with our Safety Leadership and Culture Change programme for two main reasons. Firstly so that they bought into it and wanted to be part of it and secondly to create the possibility of people setting their own pace and maybe even running ahead of us while still heading towards the same destination.”*


Outcomes:

  • We created a clear and consistent visual story of what the vision of Safety for Rail needed to be which was rolled out to all employees
  • The picture and process is still being used to date for induction and ongoing engagement conversations
  • Fatalities on the rail infrastructure were zero in 2015

"The conversations we had together helped us to clarify what our programme was about - particularly your challenges in the early days. You didn’t turn up with any preconceived ideas; you didn’t come up with the answer already formatted just to give us because you’d done it elsewhere. You sat and listened."*

 

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“The picture has become quite iconic in Network Rail in terms of defining what safety culture is. Having a picture which is so engaging in its content and its style allowed us for the first time to properly feed back to our senior leaders what the rest of the business was thinking in a way that wasn’t patronising or threatening. The picture contains some very blunt pieces of information but it’s done in a very engaging way. We know they’re there but too often as senior managers we pretend they aren’t.”* 

 

*Paul Taylor – Director, Safety Projects