When Wade was appointed as client-side construction manager at Croda Pharmaceuticals, we joined an ongoing project that required enhanced coordination and a fresh perspective. Our remit was to provide rigorous management of construction activities while elevating safety, compliance, and communication standards

A Strategic Partnership for Improvement

From the outset, we worked closely with Croda’s existing project team to understand the dynamics already in place. Rather than replacing processes, we refined them, building on existing good practice while addressing areas requiring greater structure and alignment

One of our early priorities was strengthening health, safety, and environmental compliance. While the project was progressing, clearer boundaries, improved signage, and stronger coordination were needed to create a safer and more productive environment. Our collaborative approach supported the client’s objectives while raising standards appropriate for a live GMP site.

Meeting Challenges with Expertise

The project presented operational challenges, including limited demarcation between the live pharmaceutical environment and construction zones, increased risk to personnel and process integrity, and inconsistent access control. A unified safety culture had yet to be fully embedded across contractors and trades.

Wade introduced daily coordination meetings involving contractors, supervisors, and host site teams to align activities, improve communication, and promote shared accountability. We implemented a colour-coded barrier system to clearly define walkways, construction areas, and high-risk zones, supported by improved signage, RAMS boards, and updated COSHH storage protocols.

Raising the Bar

These interventions delivered measurable results:

• Zero lost-time injuries across 163,200 man-hours
• Zero red cards issued
• 50% reduction in step-ladder use
• 280 site inductions and 26 toolbox talks delivered
• Average 5S audit score of 85

To embed long-term improvement, we introduced Safety Observation Cards (SOCs) and Quality Observation Cards (QOCs), alongside a centralised system for RAMS, waste management, and site reporting, providing clear performance visibility.

Training, supervision, and leadership were central to our approach. Through structured communication and on-site support, contractors were guided in meeting CDM responsibilities. Recognition initiatives reinforced positive behaviours and helped embed a strong safety culture.

A Lasting Impact

Wade’s involvement delivered lasting improvements in safety, compliance, and coordination. The practices introduced on this project have since been shared across Croda’s global organisation as an example of best practice in construction management.