In any high-risk industry, health and safety isn't just a compliance requirement - it's a mindset. But what does it really take to embed safety into day-to-day culture, across teams and sites?

We sat down with Scott Tropman, our Health and Safety Officer, to get his take on the biggest challenges, the most meaningful progress, and what still needs to shift to create safer, healthier workplaces.

From your perspective, what’s the most common root cause behind incidents, and how can we tackle it more effectively?

The most common root cause behind incidents is often a lack of awareness or understanding of safety protocols. People may know the rules, but they don’t always understand their purpose or how to apply them in practice.

To tackle this, we need to prioritise continuous education and hands-on training. It’s crucial that every team member not only knows the protocols but also comprehends their importance and how to put them into action.

Regular safety drills, interactive workshops, and open forums where people can ask questions and share feedback are key. By building a culture of shared responsibility - where safety is everyone’s job, we can reduce incidents significantly.

How do you ensure that safety protocols around working at height are not only followed but truly understood across different teams and sites?

It starts with thorough, practical training and continues with regular refreshers and demonstrations on-site. We make sure teams not only learn the protocols but also see them in action.

We also promote open communication, where team members feel comfortable asking questions or raising concerns. This collective approach strengthens learning and vigilance across the board.

Additionally, site-based Working at Height (WAH) permits are required before any work begins. These permits help identify and control hazards such as unstable surfaces, unguarded openings, proximity to drop zones, or bad weather. Equipment like static lines, scaffolding, fixed or mobile work platforms, safety harnesses, and fall arrest systems must all be reviewed and approved by a responsible person before use.

Mental health is often seen as separate from ‘traditional’ safety - how are we working to change that narrative?

We’re working hard to integrate mental health into our overall safety strategy. That means raising awareness, encouraging open dialogue, and offering support through dedicated resources and peer-led programmes.

Mental well-being has a direct impact on physical safety, especially in industries like construction, where demands are high and stress can build quickly. By breaking the stigma and treating mental health as part of our core safety culture, we’re seeing positive changes.

Programmes such as mental health training, adi peer support have made a significant difference.

Can you share an example where collaboration between teams made a real difference in improving safety or wellbeing on site?

A great example comes from a recent projects, where the client and adi worked hand-in-hand not to only maintain – but to improve - safety standards. Together, they ran joint safety audits, held shared training sessions, and created collaborative daily and weekly meetings to openly discuss safety performance and concerns.

This alignment ensured consistency in practices, empowered both workforces, and built a strong culture of transparency and mutual accountability.

What’s the most important shift you’d like to see in how people think about health and safety at work?

I’d love to see health and safety become fully embedded into daily operations, rather than something separate or additional.

When safety is seen as a natural part of the workflow, not an interruption to it, teams become more proactive. They take ownership, look out for one another, and contribute to a more resilient culture overall.

That shift starts with leadership commitment, but it’s maintained by empowering everyone to see safety as part of their role, every single day.