Target Zero

Our target is zero accidents every day: Target Zero. We do everything we can to remove the risk of accidents from our business, across every contract.

In regrettable cases where an accident does occur, our systems ensure we learn from it, communicate the learning, improve for the future, and Target Zero the next day. This is our corporate vision, and we use a wide range of tools to help us achieve it.

Risk assessment

We apply our rigorous corporate risk management processes to our Target Zero mission. We ensure that a risk assessment is carried out for every task that:

  • takes account of the environment in which the task is undertaken as well as the nature of the task itself
  • identifies the key hazards
  • sets out clear, practical controls.

To keep abreast of health and safety risks in our sector, we closely monitor the effectiveness of our risk assessments, and review the controls we have in place. This is one of our key performance indicators.

Management framework

Our AC2E framework enables us to evaluate our safety systems and behaviours using a number of tools:

  • Awareness: policy, communication, responsibility and hazard identification
  • Competence: training, behaviour and risk management
  • Compliance: management systems, incident investigation, performance measurement and supply chain management
  • Excellence: innovative practices, influencing stakeholders, health and wellbeing

Business units complete a questionnaire based on these four areas that allows them to measure their current performance and set an improvement plan for the following year. Across the Group, we achieved an AC2E score of 85.5% in 2012, compared to 81% in 2011, and against a target of 86%. In 2013, the overall target will be 88.4%.

Canada and Caribbean

Crash test dummy

Slips, trips, and falls awareness

Carillion Canada and the Caribbean has made a push to reduce the number of slip, trip, and fall incidents with a new safety campaign.

Methods included weekly emails to employees with prevention tips, desktop wallpaper imagery, and an interactive hazard identification quiz which had more than 230 hits and 98 entries, with prizes for successful participants.

The campaign resulted in a 25% decrease in these kinds of accidents.

We hold one-to-one conversations to capture and action employee suggestions. We also operate regular planned work stoppages and Safety Action Groups (SAG) where employee representatives meet regularly to discuss safety issues directly with management teams. In 2012, 10.63% (4,226 people) were directly involved in SAGs across the business.

Employee awards for good practice

Internal health and safety awards are held across our business units with a shortlist going forward to the Chief Executive’s Health and Safety Awards. In 2012, the winners were:

Safety excellenceWinner

Joint Winner – MENA

The business recognised the challenge to transfer safety knowledge and learning into new territories and new clients. In 2012, the senior management team set in motion a series of events that involved addressing AC2E through affecting leadership commitment at all levels.

Joint Winner – Carillion Telent Joint Venture

Carillion Telent has been determined to shake off any client perceptions of poor health and safety culture. The business proved this in 2012 by consistently delivering high standards. Carillion Telent is now being asked to support BT Openreach, the client, in improving its own health and safety record. This is a good example of collaborating to raise industry standards.


Best practiceWinner

Winner – Carillion Construction Services – ‘Boot Camp’

Carillion Construction ran a seven-month campaign building up to Boot Camp Week, which focused on reducing foot and ankle injuries, engaging with employees and managers to understand their day-to-day issues, then working together to remove hazards, reinforce training and find solutions. The campaign received very positive feedback.

Highly Commended – Carillion Canada – ‘Flagging’ initiative

Throughout 2011 and 2012, the Transport Alberta team observed a rise in near-miss accidents due to highway ‘flagging’ operations and the urgent need to overhaul industry practice. The team is now working closely with others to change flagging practices throughout its operations and also change the industry to safer flagging methods.



Winner – Mark Wall, Carillion Enterprise

Mark Wall, an electrical engineer, delivered innovation and a continuous drive for health and safety improvement. Mark is appointed as a Behaving Safely Champion for his site, and his Safety Action Group (SAG) meetings, Toolbox Talks, safety briefings, and other forums were well received by supply chain engineers and operatives.

Highly Commended – Majilis Oman Project Team, Carillion Alawi

The Operational Team demonstrated the Carillion Values of Openness and Honesty with regard to near misses that have occurred. It is only by proactively and openly discussing near misses that we can learn and improve the way we operate. The project remained RIDDOR free during 2012.



Behaving Safely

Man filling out safety questionnaire

Our behavioural standard, Behaving Safely, sets out the types of behaviours that will help us achieve our goal and the types of behaviours that would be unhelpful. It focuses on the importance of following rules, being aware, speaking up, and getting involved to help us meet Target Zero. Employees and subcontractors also complete a Behaving Safely questionnaire to give their thoughts about how often they see positive behaviours in their workplace. In turn we use this as a key performance indicator, with 100% representing all employees seeing all the positive behaviours most of the time. In 2012, we achieved a Behaving Safely score of 83%, and in 2013 we are aiming for 90%.


of Carillion contracts achieved zero reportable accidents in 2012


reduction in our Accident Frequency Rate over the last five years


Don’t Walk By

Man filling out a form

Don’t Walk By (DWB) is our approach to encouraging staff to look for and report potential hazards before an accident occurs. We have successfully rolled out DWB across all operations, and in 2012 received more than 1.5 million DWBs, an average of 13 DWB reports per employee and subcontractor – a 30% increase in the year. In 2013, we are targeting an average of 15 in the year for each and every person.

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