Byrne Group is committed to maintaining the highest standards of delivery across the areas of health & safety, quality and environmental management and sustainability, and this is reflected in the stretching objectives and targets we set ourselves biennially.
We measure our performance against the objectives and targets set, as part of striving for continual improvement.
The AFR to be lower than 0.10 and TCIR to be lower than 9.00 across the group.
TCIR was achieved. There was a significant reduction in the amount of accidents across our sites. The overall AFR saw a significant reduction but the target was only achieved for our direct workforce. As well as driving further improvements in our own health and safety performance, we will continue to work with our supply chain with the aim of reducing future incidents and accidents.
Deliver continual hazard and near miss awareness training across Byrne Group and our Supply Chain.
Achieved. Awareness training was included in the company and site inductions and within ‘the Byrne Way' behavioural safety training programme. We also produced a hazard and near miss poster which was continually delivered during the period. This was interspersed with a 'see it, sort it, report it' campaign.
Each project to complete monthly health & safety and environmental dashboards to be fed into monthly site safety leadership team meetings, when acting as principal contractor.
Achieved. Following a review of the dashboard it was found there was some duplication of information so elements of the dashboard were utilised on site, such as on site notice boards and during SLTs.
Launch and implement the next phase of our behavioural safety programme.
Achieved. This has been a layered approach to operatives, supervisors, managers and directors, covering subjects such as 'right to challenge', rewards & recognition and perception of risk. This is a continual training programme.
Produce and implement the Byrne Group 'gateway' process to drive continual improvement across our management systems.
Achieved. We further developed our policy, process, procedure and form structure within the SMS and EMS.
Management of dust: Review our processes and procedures and undertake workshops with our subcontractors in relation to dust created on our sites, to ensure our direct and indirect workforce are fully aware of the hazards associated with their work activities.
Achieved. We reviewed our SMS 'Guidance on dust management' document and also held numerous workshops/SLTs attended by operatives and subcontractors, delivered by specialist dust management companies.
Hold safety workshops with supply chain partner Directors to drive health & safety and environmental improvements across all our projects.
Achieved. As well as the workshops relating to dust management, we held open, trade specific forums with our subcontractors to share learning and best practice.
Run yearly health & safety award schemes for our site teams to reward best practice and innovation.
Achieved. Award schemes were run where we were principal contractor. Where we worked as a subcontractor we regularly contributed to principal contractors’ award schemes. This target will be carried over into 2017/18 where a more structured awards programme will be implemented for the group.
Develop a suite of internal training modules to deliver refresher training on our SMS to Byrne Group personnel to achieve consistency across the group.
Achieved. Training modules such as 'scaffold awareness' and 'risk assessment/method statement writing and review' were produced and rolled out.
To monitor and report individual site's performance against the waste hierarchy, when acting as principal contractor.
Achieved. Site notice boards were amended to enable project teams to display waste information. Project waste performance against the waste hierarchy is reviewed during board meetings. E.g. the improvement of timber management processes to divert additional materials away from disposal.
95% of paper purchased and used across Byrne Group to be recycled paper or FSC/PEFC certified.
Achieved. Our Procurement and Environmental Departments worked closely with our suppliers, which enabled us to meet the target.
Achieve landfill diversion of 98% for non-hazardous construction generated waste where we are a subcontractor.
Achieved. Working closely with our waste contractor has enabled us to achieve this target.
Reduce by 5% the amount of waste per man hour across the group.
2 out of the 3 companies achieved the target. This target will be modified and carried over to focus on timber, after being highlighted as a key contributor to waste volumes.
Achieve 90% landfill diversion for non-hazardous waste from all stages of construction, when acting as principal contractor.
Achieved. Working closely with our subcontractors and waste contractors has enabled us to achieve this target. We will carry this over and set ourselves a higher target.
All Byrne Group Site Managers with responsibility for project delivery to undertake environmental awareness training within a year of joining the business.
Achieved. The bespoke BG training module covered topics such as environmental legislation, best practice and BG environmental policies and procedures. Training will continue to be delivered to all new site managers.
Each new operational site to report 1 green initiative implemented during the project to work towards group wide environmental objectives.
Numerous initiatives have been implemented across the majority of our sites, with the best practice activities shared across the group, where appropriate. E.g. acoustic tents, timber waste recycling and the first time that a cement free concrete has been used within a permanent structure in London.
Zero pollution incidents that result in prosecutions and/or formal notices from a regulatory body.
Achieved. We learnt from incidents and internal audit trend analysis and fed it back into the business through process/procedural updates, training, tool box talks and poster campaigns. This created the controls and promoted awareness to prevent incidents occurring on sites.
Reduce CO2 emissions of company car and grey fleet by 5% across the group.
Achieved. Following this success we will endeavour to drive further reductions in our CO2 emissions.
Reduce by 5% carbon emissions from electricity from operational sites and offices, when acting as principal contractor.
Achieved. Various staff awareness initiatives, as well as the use of ecocabins, helped us to achieve this target. Following this success we will endeavour to drive further reductions in our CO2 emissions.
Reduce by 5% water usage on operational sites, when acting as principal contractor.
Achieved. Various initiatives e.g. grey water recycling and ecocabins helped us to achieve this target.
With client collaboration, Byrne Bros. to monitor and report CO2 savings achieved through modifying their specified mix designs.
Achieved. Byrne Bros. were able to share their expertise in this field and deliver large CO2 savings.
Byrne Bros. to monitor and report total embodied carbon associated with concrete.
Achieved. The information is detailed in the concrete carbon tracker and monthly environmental reports.
Quality audits must achieve a minimum score of 90% for the project to be considered acceptable.
Achieved. Our internal audit trend analysis highlighted that our document control and concrete pre-pour inspections are areas of particular strength.
Evaluate and report on the use of digital defect management systems and collate data to set benchmarks for future targets.
Achieved. We identified and implemented a digital defect management tool, and continue to offer our clients the efficiencies it provides.
All projects registered with CCS to achieve a minimum overall rating of "Very Good".
Achieved. We achieved our target score across all our projects during the period and on numerous projects achieved 'performance beyond compliance' certificates. Furthermore, we have produced a guidance document for our project teams, which shares our company, and industry, best practice.
Exceed the industry benchmark score in customer satisfaction surveys.
Achieved. We received a number of positive comments on performance. In conjunction with the lessons learnt meetings, we continue to utilise any opportunities for improvement identified.
Following post-project completion review meetings, and the analysis of returned customer satisfaction surveys, learning opportunities to be communicated within each business to drive continual improvement.
Achieved. These meetings have provided the forum to discuss all aspects of a project from H&S to quality and commercial management. Both learning from experience and best practice has been shared with department heads so it stays within the business for future projects.
Byrne Bros. to produce an Engineering Handbook.
We took the decision not to proceed in this format. We already have documentation, which has been further developed, within our QMS and SMS that captures this knowledge, as a better resource.
Byrne Bros. to develop a Concrete Mix Design Library.
Achieved. The library is used as a sharing point of information for all projects, and will continue to be updated to utilise the learning from experience of our concrete mix designs, as a unique expert resource, available to our clients on future projects.
Offer a minimum of 5 complementary spaces on CPCS courses delivered from the Byrne Group CPCS Centre to candidates seeking to return to work in the construction industry.
Achieved. Typical courses offered to individuals included Slinger/signaller and Static concrete placing boom.
Offer 2 individuals the opportunity of a Higher Apprenticeship.
We were unable to offer the Higher Apprenticeships during this period as the standards are not yet available for delivery. This target will be carried over, however, and increased.
Develop a CV workshop in partnership with our chosen charity partner, designed to support their young people into sustainable employment.
Achieved. The workshop was developed with a charity and was delivered through schools. This target will be carried over.
Offer 5 work placements to candidates supported by our chosen charities.
Achieved. Placements were offered through organisations such as the Princes Trust and the Construction Youth Trust.
Offer 10 work placements to ex-forces personnel, with the aim of enabling them to begin a career in the sector.
We planned site tours and workshop days to feed into a placement scheme but due to poor take up, these were cancelled. This target will be carried over.
Strengthen our relationship with a core selection of universities across the UK, offering summer and industry placements and a direct route to the Byrne Group Graduate Scheme.
Achieved. We now have links with 13 Universities across the UK. We will continue to strengthen these relationships, in line with developing our graduate scheme, but will not continue with this as a formal objective.
Reduce the AFR and TCIR across the group from the 2015/2016 baseline figures
Provide further training to Site Management on the root-cause analysis of accidents and incidents
Undertake a health and safety climate survey with our workforce to allow them the opportunity to provide feedback on their health & safety needs and risks at work. Plans will then be developed to respond to the information obtained from the survey to drive continual improvement.
Deliver further training to all of our Supply Chain on the successful 'Byrne Way' Behavioural safety programme to drive excellence by raising standards and sharing good practice
Promote employees 'right to challenge' so they feel empowered to stop work if they consider that anyone is in danger
In conjunction with our behavioural safety programme, 'the Byrne Way', implement 'a green card system' on site, to recognise, reinforce and reward safe working practices
Undertake a further review and develop our library of Safe Operating Procedures
Hold safety workshops/forums with supply chain partner Directors to drive health & safety and environmental improvements across all our projects
Review and implement the changes to meet the requirements of the new ISO 45001 standard, which will replace OHSAS 18001
Develop and deliver a Frontline Leadership Programme to enhance the management and leadership skills of our supervisors
Undertake a programme of Trauma Risk Management (TRiM) training designed to allow proactive support to personnel in the wake of traumatic events, and subsequently incorporate suitable procedures into our emergency plans
Undertake a programme of 'mental health first aider' training for selected staff to have people in our business who can spot the first signs and symptoms of common mental health problems, and guide the person to appropriate help
Source and implement a mental health helpline to be utilised anonymously, where required, by our workforce to provide support to anyone suffering from mental health problems
Zero pollution incidents that result in prosecutions and/or enforcement from a regulatory body
Complete the transition to ISO 14001:2015 from ISO 14001:2004 by the end of 2017
99% of paper purchased and used across Byrne Group to be recycled paper or FSC/PEFC certified
Byrne Bros. to achieve zero waste to landfill for non-hazardous construction waste.
Achieve 95% landfill diversion for non-hazardous construction waste, when acting as principal contractor
Reduce CO2 emissions of company car and grey fleet by 5% across the group
Engage with the Energy Saving Trust to undertake a review of Byrne Group’s fleet.
When acting as principal contractor, Byrne Group will specify Ecocabins, where possible, to reduce negative environmental impacts
Calculate the waste steel per man hour at our MRM CARES approved facility, with a view to set a future target to reduce waste.
When acting as principal contractor, reduce by 5% carbon emissions from electricity from operational sites and offices.
Complete the transition to ISO 9001:2015 from ISO 9001:2008 by the end of 2017
Byrne Bros. to embed our BIM processes and procedures into our QMS and seek to obtain external certification
All projects registered with CCS to achieve a minimum overall rating of 38 or greater
Continue our research and development into more sustainable concrete formwork operations
Produce a process, aligned to the requirements of BS11000, 'Collaborative Business Relationships', which will form part of our QMS
Continue to upskill our engineering assistants, in line with Byrne Bros. procedures and the British Standards, in relation to concrete slump and cube testing
Byrne Bros. to reduce the timber procured per £million turnover by 10 % from the 2016 baseline figure
Our Mitcham training centre to become an accredited Site Safety Plus training centre
Offer minimum 4 individuals the opportunity of a High apprenticeship
Deliver CV/interviewing skills' workshops to help individuals get into employment
In support of the Science, Technology, Engineering and Mathematics (STEM) Ambassadors’ scheme, which promotes construction as a rewarding career, we will provide a minimum of 50 hours of mentoring and coaching to young people when visiting primary and secondary schools, colleges and career events
We will offer a minimum of 2,500 hours of work experience to individuals who are keen to get an insight into the industry
Host a minimum of 3 site tours to promote the construction industry and encourage new entrants
Continue to strengthen our relationship with a core selection of universities across the UK, offering summer and industry placements and a direct route to the Byrne Bros. Graduate Scheme
Formalise our relationships with organisations/charities that support members of the Armed Forces community by signing the 'Armed forces covenant'
Offer 10 work placements to ex-forces personnel, with the aim of enabling them to begin a career in the sector
Sign up to the '5% club charter'