Commercial Case Studies
The following case studies have been selected to reflect the range of work undertaken. Case Study 2 (Chep UK) looks at a nation-wide roll-out in a robust industry. The North-Sea work (Case Study 3) is very logistically difficult. The industry has a transient mostly sub-contracted workforce with shifts that hardly if ever meet - but one that can more easily afford the financial cost.

Commercial Case Study 1
A Chemical Manufacturer published Feb 2000
(download PDF)

Commercial Case Study 2
A Pallet Manufacturer - organisation wide results over the past 4 years
(download PDF)

Commercial Case Study 3
North Sea Oil Production
(download PDF)

Report on the (First) Annual User Conference Feb 1999

Commercial Case Study 4
An independent article taken from "STEP Change for Safety in the North Sea" published 31 December 2001
(download PDF)

Commercial Case Study 5
Global Producer mobile oil platform Commercial
(download PDF)

Case Study 6
Investigating Behaviour Modification Programmes in the Offshore Oil and Gas Industry (Independent HSE funded research published December 1999)
(download PDF)

Commercial Case Study 7
Prepared by the Cormorant Alpha workforce for the Offshore Safety Conference 2000
(download PDF)
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We have worked with a wide range of other industries and are happy to introduce interested parties to the client most like themselves. (There is bound to be a client in the same - or at least a comparable - industry or situation). Interested parties might like to talk to the companies who were, for example, able to:-

. Significantly reduce accidents despite a radical round of down-manning caused by intense competition from the Far East.
. Reduce LTIs from an average of 7 a year to 1 despite the huge job insecurity generated by two take-overs. This client is also interesting because it trialed the process in one department, then rolled out to the rest of the site despite difficulties with the first group of volunteers. (Because they were very reluctant to lose the strong sense of team-spirit and identity they'd developed they resisted any meaningful integration. This meant that the original process continued to run separately from the rest of the site).
. Reduced LTIs to half historical rates on a site where some 2000 plus workers are running 24 hour production in 12 hour shifts. (This in a country with a notoriously strong claim culture).