The difference Alkoomi have helped our clients make

Alkoomi have been involved in some of the most prestigious programmes and projects in the UK and worldwide and we can demonstrate an impressive track record of helping these projects and organisations deliver outstanding results in safety.

The dialogue Alkoomi have with clients is an ongoing one. Our objective is to leave our clients with the tools to be able to drive and sustain performance improvements, but that doesn't mean there is no contact with clients once the programme is finished. As this is a results driven venture, we want to know what those results are - for both short term feedback and long term performance data.

Alkoomi would like to highlight the following clients we have worked alongside and thank them for their consent for the use of their images throughout our site:

Case Studies

Balfour Beatty
ClientBalfour Beatty Rail
IndustryRail - Contractor
Alkoomi InvolvementSafety Leadership and Culture Change Programme - Communications
Date2014 - 2015


The Balfour Beatty Rail West Outer Track Infrastructure (WOTI) and West Outer Electrification (WOE) projects wanted to enhance the positive safety culture within the ethos of Zero Harm. Specifically, the brief was to develop an interactive communications workshop which would challenge existing perceptions around safety critical briefings, primarily aimed at the briefer, to give site personnel the awareness and skills to lead powerful and interactive briefing sessions. The activities described herein formed part of an overall Safety Leadership Programme extending over five years of approximately 100 separate workshop activities run across England, Scotland and Wales.

Client and Alkoomi Approach

Alkoomi designed a “communications learning” format and outcomes in collaboration with the Crossrail team and the theatre forum company REACT. The workshops were a mixture of conversation, role play, group exercises and interaction with actors, aimed at developing the fundamental skills of listening and its influence on relationships and trust creating a difference and enhanced listening in briefings. The workshops were essentially a series of building blocks each illustrating a theme or distinction, general awareness and different perceptions for the attendees but in a stimulating and interesting way.


There were positive comments from the Supervision at the communication workshops:

“I have learnt how to communicate better to a work group and how to lead a brief. This will help me deliver brief’s better by being engaging.”

“I have learnt so many things with respect to being a leader in the manner I deliver my briefings. I learned to engage my audience and as well find a way to involve them in the briefing to get their input.”

“Open listening when talking and listening to others opening the floor for discussions as opposed to dictating information.”

“To be engaging in briefs, be charismatic, positive and determined.”

ClientBalfour Beatty Construction
IndustryConstruction – Stadium Transformation Project
Alkoomi InvolvementSafety Leadership and Culture Change Programme
Date2014 - 2015


In 2013 Balfour Beatty Construction was awarded the contract to carry out full transformation works to the London 2012 Olympic Stadium for its operator, E20 Stadium LLP which was a joint venture between the London Legacy Development Corporation and Newham Council. The design brief was for the existing Olympic venue to be transformed to a multi-event stadium suitable for athletics, football and concerts, and consequently involved some outstanding engineering challenges. The timescale for the transformation was identified as extremely demanding with a commitment to reopen for international sporting events in the summer of 2015.

Client and Alkoomi Approach

Something extraordinary was needed if the project team (including the client) were to fulfil on their commitment to everyone going home safe every day and meet their obligations on the tight programme and budget. Alkoomi worked with the senior leadership team on the project to implement a full Safety Leadership and Culture Change Programme. It was quickly established that key challenges brought about by complex and innovative design changes were: excessive working at height, a very crowded site with a high churn of contractors and trades, production targets, and a high number of workforce with English as a second language. It was vital that extra measures were taken to ensure that group of workers were engaged fully with the Programme.

Alkoomi initially carried out an organisation and site wide cultural survey culminating in the launch of a Safety Leadership Team which went into action to develop the project ethos and communicated this in various innovative formats and ways to the entire workforce. Alkoomi went on to deliver a structured rolling programme of specialist workshops for middle management, workforce and supervision; the workforce engagement workshops entailed working with interpreters and translated materials in an ‘interruptible’ format to meet the needs of the various nationalities working on the project. Alkoomi provided ongoing coaching for the Leadership Team.


The Transformation Project was completed with no lost time incidents equating to 1.84 million hours without a reportable injury. That was achieved against a backdrop of over 1000 people on site during the peak time and with 6000 employed on the project in total. The stadium was available for an earlier athletics event in June 2015 and met all its operational targets including the hosting of the World Cup Rugby later that year.

This was a technically demanding project with an extremely tight programme. Tackling the attitudes and culture of the various parties coming together to work on a large project such as the OST may have seemed daunting to the project team. The credit for the final outcome goes to the management of all the parties involved and the workforce who stayed safe while completing a challenging project.


The programme made a difference in the attitudes of everyone working on the project and the way in which they carried out their work.

“From today onwards safety is my priority and as important as my religion.”

“I am so happy today because management people explained to us very nicely about health and safety. I promise to them I am always following the rules.”

“This workshop has changed my attitude to safety in the workplace as I now know that me being unsafe could impact not only me, but my family and friends as well.”

“Changed it from “it’s not my job” to “I can do something about it.”

ClientNetwork Rail IP Southern
IndustryRail Infrastructure Upgrades and Renewals, Southern Region
Alkoomi InvolvementSafety Leadership and Culture Change Programme
DateAugust 2014 – March 2015


Alkoomi were tasked with introducing a safety leadership development and culture change programme to impact Network Rail safety across the upgrades and renewals of the southern region stretching from Suffolk to Cornwall. Network Rail felt that they had accomplished much through safety management, however, there existed a dissatisfaction with the ultimate safety outcomes this was producing. They were looking for something that would sustainably change the behaviours of those at risk. The challenges faced by Network Rail and Alkoomi were breaking through the entrenched rail culture established over many years, together with the stubborn level of incidents, multiple small sites extending to very large sites and the planning of work on live operational routes.

Client and Alkoomi Approach

Alkoomi first introduced a Phase I leadership programme, including a full culture survey, and the executives of NR and their contractors jointly participating in executive workshops and the launch of the Safety Leadership Team (SLT). NR went on to target the middle management with at least 430 personnel participating in these workshops. Alkoomi consultants facilitated and led workshops of up to 200 supervision personnel at intervals throughout the programme, not including the workforce engagement workshop at site level by the Alkoomi trained facilitators. Alkoomi went on to provide ongoing coaching to the Safety Leadership Team to maintain the focus on leadership and what it takes to lead culture change.


Network Rail acknowledged significant increased energy and engagement of personnel and contractors on safety with an underlying commitment to the elimination of all injury together with a consistency of approach and full engagement and immersion of the contractors across the region. Close call reporting increased dramatically to 17,937 in the following year (1:358 mhrs) LITFR 0.187 and a year on year reducing trend continues.


There were many positive comments from the various workshops:

“The workshop has provided me with a deeper insight into safety and the importance of safety. From now on my every action, not just in the work environment but also in my day to day life will have safety as a priority amongst other things while making decisions”.


“Thank you to you and your team for sparking a change of thinking within the leadership team. We have a much better understanding of what is important to focus our time on. We have better training, supervision, close call and inspections. But the key area has been our approach to each other and to employees.”

Head of S & SD

IP Southern

ClientTransCanada Corporation (now TC Energy)
IndustryNatural Gas Pipeline Construction and Laying
Alkoomi InvolvementPursuit of Excellence incorporating safety, quality and security
DateNovember 2016 – January 2019


In 2015 and 2016 TransCanada Corporation was awarded contracts by the Mexican government to build, own and operate three additional pipelines to add to its network of pipeline infrastructure in Mexico, supplying natural gas and stable electricity to various regions of Mexico. The challenges faced by TransCanada were varied: Not only were there practical issues such as mountainous terrain and hurrican seasons, but also deep-seated cultural issues: including social, political, corruption and extortion, crime, safety, security, driving, permits, legal challenges and landowner rights.

Prior to mobilising UK consultants to Mexico, robust personal risk assessments were undertaken by Alkoomi over and above that normally carried out for overseas assignments.

Client and Alkoomi approach

The challenges in creating culture change in Mexico on such a large project would be daunting. The Alkoomi Pursuit of Excellence programme had to impact not only the TransCanada team but also the contractor and local sub-contractor personnel to be effective. Throughout the project duration Alkoomi ran and re-ran the programme as various phases of the project were mobilised with different prime EPC contractors and to accommodate the consequential and continual churn of personnel.

The programme rolled out to worksites throughout Mexico including some of the more remote areas and offshore on the pipelay vessels in the Gulf of Mexico. At one stage there were between 700 and 800 TC personnel employed on large pipelay barges and their support vessels. All the onshore site programme activities were delivered in Spanish.


TransCanada created a massive breakthrough in Safety, Quality, Road Safety, Security and Probity in Mexico. However, what brings this to life are the many wonderful anecdotal stories of the small successes throughout the project that added up to a life changing experience for those engaged on the project.

At least 625 people comprising management, supervision and workforce train the trainers went through the Alkoomi programme. This number does not include those workforce members who went through the workforce engagement workshop at site level delivered by the Alkoomi trained facilitators.


There were many positive comments from the various workshops:

“It was an outstanding experience to learn all of this positive information that makes us a better professional and better human beings, I feel like I can contribute a lot more to make better results in my daily works, I didn’t realize that we can make the difference as a leader to grow the level and standards of my company.”

“Hearing about and understanding the balance and equilibrium that exists between leading a work team and managing a work team. Ensuring communication and reaching a consensus between all team members is part of the success of the philosophy.”