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Laing O'Rourke

Building a better occupational health management strategy

Background facts

  • The largest privately owned construction and civil engineering company in the UK, operating throughout Europe, Canada, the Middle East and Australasia
  • Around 120 workplaces to manage at any one time in a range of environments
  • Large direct workforce of around 15,000 employees plus a substantial number of workers in its supply chain
  • Operations span building, transportation, power, water and utilities, and include a number of safety-critical roles

The challenge

Ten years into a behavioural engagement programme around safety and health, Laing O'Rourke was seeing good traction on safety risks in its large workforce. But developing awareness and understanding of key occupational health risks and controls was proving to be more difficult to achieve.

That's why the safety and health team recently carried out a six-month review to assess what the business needed and identify a new path forward – this would see new clear priorities, a new lead occupational health provider, new processes and new ways of working.

The response

Learn more about how Laing O'Rourke redeveloped its occupational health strategy – changing from reactive ways of working and 'blanket' solutions, to a smarter, more targeted approach, achieving impacts in a range of areas. In this case study you'll find 'Good practice takeaways' that can be used in your own organisation.

Full Laing O'Rourke case study (PDF 6.4MB)