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Enthusiastic professional safety, health and quality experienced in multiple sectors
Jason Brunell
,
Walthamstow, United Kingdom
Experience
Other titles
Skills
I'm offering
To understand the amount of knowledge and experience I possess and wish to pass on to assist your teams and in turn business will only result in a raised positive safety culture and performance.
I have recently and the honour of completing a contract in Kenya assisting with the construction of a new British army base BATUK.(UKGOV/MOD contract)
Now this has been completed I am looking for my next career progression.
Highlights from last post:
I had the privilege to successfully tutor 12 wonderful Kenyans through their IOSH Managing Safely course, they all passed first time (two gained 100% marks). By the way I am a UK qualified safety trainer.
I have been leading an expat management team of around twenty and a Kenyan labour force of around 800 at its peak time, quite an experience and a major achievement to keep all of them out of hospital!
Trained two young Kenyans to assist with site quality and safety.
Also I managed the QA and QC building and fire protection installs to British and the DREAM standards evidenced criteria which was equally interesting and challenging!
I now need to transfer this character building experience to assisting teams and commercially grow businesses with an unwavering safety and quality management leadership.
This recent career experience has been an incredible personality and skills builder, I honestly believe there is no situation or issue you could present that I could not positively solve.
PLEASE NOTE, during my time as a consultant and over my whole career over the last twenty plus years I have provided services to multiple industry sectors which has been the foundation of a broad depth of technical knowledge, this has equally ensured the implementation of positive safety cultures and exceeding standards.
I have recently and the honour of completing a contract in Kenya assisting with the construction of a new British army base BATUK.(UKGOV/MOD contract)
Now this has been completed I am looking for my next career progression.
Highlights from last post:
I had the privilege to successfully tutor 12 wonderful Kenyans through their IOSH Managing Safely course, they all passed first time (two gained 100% marks). By the way I am a UK qualified safety trainer.
I have been leading an expat management team of around twenty and a Kenyan labour force of around 800 at its peak time, quite an experience and a major achievement to keep all of them out of hospital!
Trained two young Kenyans to assist with site quality and safety.
Also I managed the QA and QC building and fire protection installs to British and the DREAM standards evidenced criteria which was equally interesting and challenging!
I now need to transfer this character building experience to assisting teams and commercially grow businesses with an unwavering safety and quality management leadership.
This recent career experience has been an incredible personality and skills builder, I honestly believe there is no situation or issue you could present that I could not positively solve.
PLEASE NOTE, during my time as a consultant and over my whole career over the last twenty plus years I have provided services to multiple industry sectors which has been the foundation of a broad depth of technical knowledge, this has equally ensured the implementation of positive safety cultures and exceeding standards.
Markets
United Kingdom
Language
English
Fluently
Ready for
Ongoing relation / part-time
Available
My experience
2020 - ?
job
Prince2 Project Management
IOSH.
ISO 45001:2018 Principles of Occupational Health & Safety Management Systems (2019)
Project Management, Prince2, Management, Safety, Health
2019 - ?
job
HS2 Euston London Senior SHES Advisor
Murphy.
Investigating health-related complaints and cases of ill health. Assist site management team to carrying out risk assessments and site inspections. Ensure that equipment is installed correctly and safely. Assess work activities and dynamically
identifying potential hazards. Engineering and providing solutions to reduce risks. Compiling statistics and supporting reports.
Chair and direct health and safety meetings and training courses. Liaising with external health and safety authorities and keeping up to date and ensuring compliance with current health and safety legislation.
identifying potential hazards. Engineering and providing solutions to reduce risks. Compiling statistics and supporting reports.
Chair and direct health and safety meetings and training courses. Liaising with external health and safety authorities and keeping up to date and ensuring compliance with current health and safety legislation.
Training, Management, Engineering, Compliance, Statistics, Safety, Health, UP
2018 - 2019
freelance
QESH Manager
G3 Systems Kenya.
Kenya - Nanyuki. BATUK. British Army Base. New development build. Project size - Peak operation
800 personnel over 2KM square with 18 separate buildings ranging from residential multiple occupancy, offices, HQ,
medical centre, storage hangers and training facilities. An extremely challenging and intense role requiring a self-
generated daily routine, meetings and prioritised work organisation diary.
(Education, training and general safety awareness was extremely low/non-existent with the local contracted workforce.)
Positive Achievements
HSE Management - Proactively monitored CDM regulatory requirements to ensure these were met from preconstruction to completion with regular meetings with on site client. Advised, compiled and implemented high risk activity programmes.
Reviewed and assisted in the compilation and implementation of suitable and sufficient risk assessments and plans of work for sub-contractors.
Actively monitored the sites behavioural safety.
The introduction of thorough planning was introduced where there were more complicated or high risk activities. Monitoring and generation of site safety performance weekly reports.
Trained a Kenyan HSE assistant to carry out site inspections and proactive monitoring, furnishing them with the skills to
communicate safety non-compliance correction in an appropriate manner.
Tutored 12 Kenyan assistant managers with the IOSH Managing Safely course.
Quality Management - Generation and implementation of documented QC processes of critical British build standards, this
was from the design stages and incorporated CDM regulatory requirements, incorporating the build profile, out of ground,
construction materials, M&E, fire plans / protection materials and install processes, 1st/2nd fix to sign off completion. Also
monitored and completed evidence gathering for DREAM criteria submittal in line with Government and MOD policy
completing the project stages to required environmental performance standards.
Implementation of QA processes to monitor the above processes.
Trained a Kenyan QC assistant to understand the required standards and processes to undertake basic stage monitoring.
Positive Results
High risk programmes were rolled out with target focused proactive monitoring, near miss reporting and regular
consultations with client and sub-contractors along with specifically designed, delivered and recorded TBT.
To improve behavioural safety across the site, good practice reporting and recognition reward schemes which was
published internally and companywide onto the monthly safety newsletter was introduced, this resulted in raised
personnel's awareness and education towards safety and also quality standards site wide. With the engagement and buy
in, this created a positive behavioural safety culture which equally resulted in higher safety performance.
Site safety performance was also improved through an internal reporting system carried out and submitted weekly to UK
head office. This provided and generated on site and the UK based construction teams with performance improvement
strategies with collaborative engagement of team members in their specialist roles ensuring safety and quality was
productivity balanced at commercial levels.
To collaboratively assist the local sub-contractors with their required safety documentation such as risk assessments and plans of work, planning meetings were arranged key indicators identified and actions were agreed.
IOSH Managing safely course - All 12 Kenyans passed first time and 2 gained full marks, there was no moderation
corrections returned from IOSH UK. (This qualification is probably only held by less than .1% of the countries work force)
The actions taken resulted in site personnel embracing a much more positive outlook, morale increased and the approach to working safely with all understanding their roles and responsibilities evolved. This also Inspired fellow workers to be more
safety aware and actively monitor their own and others working practices and positively intervene where appropriate.
Relationships with the client grew stronger and all parties recognised the sustainable long term success achieved. The rise in communication levels had a substantial positive impact especially recognising life values.
All the positive aspects especially the thorough planning had a commercial impact and financial motivation as processes
were more coordinated and efficient which assisted with the projects targets.
The site managed to achieve 120 continuous days' accident free, a record for the company group worldwide.
800 personnel over 2KM square with 18 separate buildings ranging from residential multiple occupancy, offices, HQ,
medical centre, storage hangers and training facilities. An extremely challenging and intense role requiring a self-
generated daily routine, meetings and prioritised work organisation diary.
(Education, training and general safety awareness was extremely low/non-existent with the local contracted workforce.)
Positive Achievements
HSE Management - Proactively monitored CDM regulatory requirements to ensure these were met from preconstruction to completion with regular meetings with on site client. Advised, compiled and implemented high risk activity programmes.
Reviewed and assisted in the compilation and implementation of suitable and sufficient risk assessments and plans of work for sub-contractors.
Actively monitored the sites behavioural safety.
The introduction of thorough planning was introduced where there were more complicated or high risk activities. Monitoring and generation of site safety performance weekly reports.
Trained a Kenyan HSE assistant to carry out site inspections and proactive monitoring, furnishing them with the skills to
communicate safety non-compliance correction in an appropriate manner.
Tutored 12 Kenyan assistant managers with the IOSH Managing Safely course.
Quality Management - Generation and implementation of documented QC processes of critical British build standards, this
was from the design stages and incorporated CDM regulatory requirements, incorporating the build profile, out of ground,
construction materials, M&E, fire plans / protection materials and install processes, 1st/2nd fix to sign off completion. Also
monitored and completed evidence gathering for DREAM criteria submittal in line with Government and MOD policy
completing the project stages to required environmental performance standards.
Implementation of QA processes to monitor the above processes.
Trained a Kenyan QC assistant to understand the required standards and processes to undertake basic stage monitoring.
Positive Results
High risk programmes were rolled out with target focused proactive monitoring, near miss reporting and regular
consultations with client and sub-contractors along with specifically designed, delivered and recorded TBT.
To improve behavioural safety across the site, good practice reporting and recognition reward schemes which was
published internally and companywide onto the monthly safety newsletter was introduced, this resulted in raised
personnel's awareness and education towards safety and also quality standards site wide. With the engagement and buy
in, this created a positive behavioural safety culture which equally resulted in higher safety performance.
Site safety performance was also improved through an internal reporting system carried out and submitted weekly to UK
head office. This provided and generated on site and the UK based construction teams with performance improvement
strategies with collaborative engagement of team members in their specialist roles ensuring safety and quality was
productivity balanced at commercial levels.
To collaboratively assist the local sub-contractors with their required safety documentation such as risk assessments and plans of work, planning meetings were arranged key indicators identified and actions were agreed.
IOSH Managing safely course - All 12 Kenyans passed first time and 2 gained full marks, there was no moderation
corrections returned from IOSH UK. (This qualification is probably only held by less than .1% of the countries work force)
The actions taken resulted in site personnel embracing a much more positive outlook, morale increased and the approach to working safely with all understanding their roles and responsibilities evolved. This also Inspired fellow workers to be more
safety aware and actively monitor their own and others working practices and positively intervene where appropriate.
Relationships with the client grew stronger and all parties recognised the sustainable long term success achieved. The rise in communication levels had a substantial positive impact especially recognising life values.
All the positive aspects especially the thorough planning had a commercial impact and financial motivation as processes
were more coordinated and efficient which assisted with the projects targets.
The site managed to achieve 120 continuous days' accident free, a record for the company group worldwide.
Development, Basic, Processes, Manager, QC, Storage, Organization, Office, Safety, Regulatory, Design, Monitoring, Motivation, Implementation, Quality Management, Compliance, Less, QA, Management, Training
2015 - 2018
job
SHE Manager. Committee Board Member. (Voluntary)
Orford House Social Club Walthamstow Village.
Public Use. Building & Fire Safety
August 2015 - December 2018. The role for a building safety manager was identified. The role required the compilation and implementation of a complete management system, training, supporting documentation and policies to meet the required
compliance standards in a very diverse environment with complex challenges that provided services to the public.
Positive Achievements - Available on request.
August 2015 - December 2018. The role for a building safety manager was identified. The role required the compilation and implementation of a complete management system, training, supporting documentation and policies to meet the required
compliance standards in a very diverse environment with complex challenges that provided services to the public.
Positive Achievements - Available on request.
Training, Management, Compliance, Implementation, Safety, Manager
2017 - 2018
job
Senior SHE Advisor L2
Senior SHE Advisor L2 (Principle JV Contractor) Construction.
Infrastructure/ M&E/Heavy
Civils/Rail
September 2017 - February 2018. Costain & Skanska Joint Venture with Crossrail. Project size - Peak operation 600 personnel
over 2 ticket halls and one of the longest platforms in Europe. Autonomous role requiring self-generated and arranged
meetings plus departments prioritised work organisation.
Positive Achievements
Identified the induction presentation and process was outdated and not a true representation of project progress so this
was updated by myself, this was then circulated and presented accordingly.
Reviewed the Construction Phase Plan in line with CDM regulation to ensure this was current and functional, items that
needed updating were highlighted to higher management with a solution based action plan.
Attended construction plan meetings to identify where proactive assistance would be required.
Identified the support and coordination of safety related documentation that was legally and contractually required
needed improving. Carried out regular consultations with contractors and encouraged engagement with the safety
department brining their higher risk activities and issues to the fore and provided collaborative knowledge and skill based
solutions for implementation and monitoring in line with CDM regs.
Identified that the accident and incident reporting and following outcomes required a more positive focus and process to avoid reoccurrences.
Positive Results
The rise of departmental communication encouraged positive engagement to create a more consistent positive
behavioural safety culture which equally increased safety performance.
Provided and actively encouraged more focus and time towards the planning of works with all understanding their
responsibilities. Client relations needed improving, so focused on positive development by being part of the solutions at higher levels of engagement, this achieved an improvement with all working relationships and noticeably increased morale across departments.
Personnel across the project became more aware, actively monitor all working practices and actively intervening or
reporting where appropriate.
The accident and incident reporting and subsequent processes needed a more positive focus especially with the higher
risks and commonly repeated outcomes. Implementing this allowed the improving of communication and the share of education from lessons learnt.
The departments (JV and client) grew an understanding from the commercial and productivity motivation gained which
had a positive impact on the projects targets and safety performance.
Civils/Rail
September 2017 - February 2018. Costain & Skanska Joint Venture with Crossrail. Project size - Peak operation 600 personnel
over 2 ticket halls and one of the longest platforms in Europe. Autonomous role requiring self-generated and arranged
meetings plus departments prioritised work organisation.
Positive Achievements
Identified the induction presentation and process was outdated and not a true representation of project progress so this
was updated by myself, this was then circulated and presented accordingly.
Reviewed the Construction Phase Plan in line with CDM regulation to ensure this was current and functional, items that
needed updating were highlighted to higher management with a solution based action plan.
Attended construction plan meetings to identify where proactive assistance would be required.
Identified the support and coordination of safety related documentation that was legally and contractually required
needed improving. Carried out regular consultations with contractors and encouraged engagement with the safety
department brining their higher risk activities and issues to the fore and provided collaborative knowledge and skill based
solutions for implementation and monitoring in line with CDM regs.
Identified that the accident and incident reporting and following outcomes required a more positive focus and process to avoid reoccurrences.
Positive Results
The rise of departmental communication encouraged positive engagement to create a more consistent positive
behavioural safety culture which equally increased safety performance.
Provided and actively encouraged more focus and time towards the planning of works with all understanding their
responsibilities. Client relations needed improving, so focused on positive development by being part of the solutions at higher levels of engagement, this achieved an improvement with all working relationships and noticeably increased morale across departments.
Personnel across the project became more aware, actively monitor all working practices and actively intervening or
reporting where appropriate.
The accident and incident reporting and subsequent processes needed a more positive focus especially with the higher
risks and commonly repeated outcomes. Implementing this allowed the improving of communication and the share of education from lessons learnt.
The departments (JV and client) grew an understanding from the commercial and productivity motivation gained which
had a positive impact on the projects targets and safety performance.
Management, Implementation, Support, Motivation, Infrastructure, Monitoring, Development, Safety, Organization, Processes
2015 - 2017
freelance
HS&E Manager
Refurbishment/RC/Frame/Housing/Construction.
South East region. Project sizes - Peak operation 300 personnel, works ranged from large
refurbishments such as the Royal Star & Garter Richmond, RC and traditional new builds. 12-14 sites across London and the south east. Autonomous role requiring self-generated dairy for visits, meetings and prioritised work organisation.
Positive Achievements
Company required a complete safety and quality review, prioritised action plan generation, identification, compilation and implementation of Safety and Quality management systems.
Presentation and instigation of ISO9000 and 18000 to senior management and directors.
The awareness and education of CDM requirements was required.
Conducted regular site visits to carry out safety tours with senior site personnel.
Introduced site safety performance score rating against basic compliance standards complied, generated and circulated
monthly.
Complete review of onsite documentation and representative plans of works and methods deployed replicated the true
processes undertaken.
Introduced senior management and director site safety tours and reports.
Designed and rolled out a specific relevant training programme for all company personnel, this included senior
Management / Directors responsibilities, Asbestos Awareness, Accident Investigation, Understanding and Writing RAM's etc.
Intoduced site safety information boards to communicate relevant company and industry sector safety information.
Positive Results
The management systems were compiled, generated and rolled out with the view to align and obtain recognised
International Standardisation (9000/18000) with policies written to replicate the business risk profile, aims and objectives.
The company management needed to be aware of the Construction Design and Management Regulations and how they
are intended to ensure that health and safety issues are properly considered during a project's development and what that
means operating as a contractor, this was achieved by the delivery of a short presentation.
Site documentation was mainly HSE guidance notes with many folders full of unread information. These were cleared out
and the process of identification for useful live recording documents that serve a purpose to be used for auditing and legislative compliance were introduced and circulated site wide with information and instruction for use.
The site safety tours coupled with the generated safety performance scoring, created a positive drive for improvement and inter site competitiveness. This also raised of the company profile with the clients and with the increased communication
encouraged positive engagement to create a positive businesses behavioural safety culture which equally increased
safety performance and awareness.
The overall outcomes from the positive actions resulted in more time and focus towards planning of works, especially high
risk activities, with all understanding their roles and responsibilities.
Client relations became more positive as the company became more part of the solutions which achieved an
improvement with all working relationships and environments which led to increased morale.
All personnel were actively encouraged to be more aware, monitor their own and others working practices and confidently
intervene where appropriate.
The site personnel became more safety aware, educated and grew an understanding of how the correlation of commercial motivation has a positive impact on the projects outputs.
refurbishments such as the Royal Star & Garter Richmond, RC and traditional new builds. 12-14 sites across London and the south east. Autonomous role requiring self-generated dairy for visits, meetings and prioritised work organisation.
Positive Achievements
Company required a complete safety and quality review, prioritised action plan generation, identification, compilation and implementation of Safety and Quality management systems.
Presentation and instigation of ISO9000 and 18000 to senior management and directors.
The awareness and education of CDM requirements was required.
Conducted regular site visits to carry out safety tours with senior site personnel.
Introduced site safety performance score rating against basic compliance standards complied, generated and circulated
monthly.
Complete review of onsite documentation and representative plans of works and methods deployed replicated the true
processes undertaken.
Introduced senior management and director site safety tours and reports.
Designed and rolled out a specific relevant training programme for all company personnel, this included senior
Management / Directors responsibilities, Asbestos Awareness, Accident Investigation, Understanding and Writing RAM's etc.
Intoduced site safety information boards to communicate relevant company and industry sector safety information.
Positive Results
The management systems were compiled, generated and rolled out with the view to align and obtain recognised
International Standardisation (9000/18000) with policies written to replicate the business risk profile, aims and objectives.
The company management needed to be aware of the Construction Design and Management Regulations and how they
are intended to ensure that health and safety issues are properly considered during a project's development and what that
means operating as a contractor, this was achieved by the delivery of a short presentation.
Site documentation was mainly HSE guidance notes with many folders full of unread information. These were cleared out
and the process of identification for useful live recording documents that serve a purpose to be used for auditing and legislative compliance were introduced and circulated site wide with information and instruction for use.
The site safety tours coupled with the generated safety performance scoring, created a positive drive for improvement and inter site competitiveness. This also raised of the company profile with the clients and with the increased communication
encouraged positive engagement to create a positive businesses behavioural safety culture which equally increased
safety performance and awareness.
The overall outcomes from the positive actions resulted in more time and focus towards planning of works, especially high
risk activities, with all understanding their roles and responsibilities.
Client relations became more positive as the company became more part of the solutions which achieved an
improvement with all working relationships and environments which led to increased morale.
All personnel were actively encouraged to be more aware, monitor their own and others working practices and confidently
intervene where appropriate.
The site personnel became more safety aware, educated and grew an understanding of how the correlation of commercial motivation has a positive impact on the projects outputs.
Development, Basic, Processes, Manager, LED, International, Organization, Health, Safety, Design, Motivation, Implementation, Quality Management, Compliance, Management, Training, Writing
2014 - 2015
job
Senior SHE Advisor. (PC/Client)
Countryside Properties Plc.
Project sizes - Peak operation area 400 personnel over multiple RC Frame and traditional house
build sites in the London and south east regions.
Positive Achievements - Available on request.
build sites in the London and south east regions.
Positive Achievements - Available on request.
PC
2013 - 2014
freelance
Health and Safety Lead advisor
Phoenix Mechanical and Electrical Ltd.
London City & South East Region. Clients include FCO, MACE, ISG, Sir Robert McAlpine,
Lend Lease, Canary Wharf and BWI.
Positive Achievements - Available on request.
Medway Safety/UKHSE Training & Consultancy. (Director). Internal & External Business Developer.
Lead Consultant, Advisor and Trainer.
Multiple clients. Main sector provision; Clancy Docwra, Murphys, Barhale and MWH
/Thames Water/Optimise JV. Property Management/Building & Fire Assessments.
Other Main Sectors; Concrete Pumping. Local Authorities. Education. London Underground.
Lend Lease, Canary Wharf and BWI.
Positive Achievements - Available on request.
Medway Safety/UKHSE Training & Consultancy. (Director). Internal & External Business Developer.
Lead Consultant, Advisor and Trainer.
Multiple clients. Main sector provision; Clancy Docwra, Murphys, Barhale and MWH
/Thames Water/Optimise JV. Property Management/Building & Fire Assessments.
Other Main Sectors; Concrete Pumping. Local Authorities. Education. London Underground.
Training, Management, Developer, Safety, Health
2006 - 2010
job
Local Authority Lead Advisor/Inspector. Vocational College HSE Manager
unknown.
UK. Consultant and advisor for four Local Authorities. Endorsed consultant for private/public
sector employment providers. Work place assessor and advisor for work experience and placements. Construction based
college providing vocational training to disaffected students.
Positive Achievements - Available on request.
Training and Qualifications - Achieved;
● NEBOSH National Diploma in Occupational Health & Safety. Started 2014 - Passed 2016
sector employment providers. Work place assessor and advisor for work experience and placements. Construction based
college providing vocational training to disaffected students.
Positive Achievements - Available on request.
Training and Qualifications - Achieved;
● NEBOSH National Diploma in Occupational Health & Safety. Started 2014 - Passed 2016
Training, Safety, Health, Manager
My education
2014
-
2016
University of Warwick
Bachelor, Occupational Health & Safety
Bachelor, Occupational Health & Safety
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