Safety: Taskforce Challenge with SSE

Safety: Taskforce Challenge with SSE


Getting training topics “off the page” and into sustained action was the challenge given.  The teams, who were part of the Caithness-Moray transmission link project1, had been trained in Behavioural Safety and had made fantastic progress, but it was about keeping up the momentum and making the most of the time and effort already invested.

As a result, the training was light touch, largely reminders and refreshers, the rest of the time was very much “boots on the ground”.


It was all about making practical improvements, seeing a difference “on the day” but doing those improvements in a way that involved people and increased buy in. So Taskforce Teams were identified and on the challenge day itself they learned about key problem solving tools and techniques and then focused their minds on the improvements they could make.  They then learned about how to collaborate with others to make those changes happen – the Taskforce Challenge principle is about getting people to do change with others rather than do change to others. 


“It’s very easy for site teams delivering these types of projects to become so in the moment, that everyday behaviours become the norm. The real test is when we are visited by other business sectors. The feedback recently has been extremely encouraging, ranging from “never experienced anything like this before”, to, “wow, so the guys really get this”.

Choosing to be part of a behavioural safety culture that makes a difference is down to the individual. Fundamental to this engagement is maintaining good levels of communication, and the momentum of the behaviour message. Simply put, we listen, we engage, we deliver, and most importantly we have a constant feedback loop.”

Mel Chisholm

Safety Officer, Caithness Moray Project


1The Caithness-Moray transmission link project is a £1.1 billon programme with multiple work fronts and phases.  As a long-standing supplier 2macs have supported SSE, its Principal Contractors and supply chain across a range of different sites and locations to develop effective safety cultures.  Having done plenty of groundwork previously, the Spittal substation team had a decent baseline understanding of safety principles; the key behavioural and environmental factors that drive safe and unsafe acts, as well as the way in which risks are managed and mitigated by on-site safety systems.

What SSE were looking for from 2macs, was therefore less about knowledge and awareness and much more about applying this in practice – identifying and addressing issues before they become critical; recognising trends and taking corrective action before they even become issues and spotting and realising improvement opportunities.

In response 2macs developed a tailored version of our Taskforce Challenge.