HS&E Framework Manager at Galliford Try in Rickmansworth, England, United Kingdom | Kablio

Role

Description

strategy kpis

management system

training delivery

stakeholder engagement

site visits

leadership coaching

Develop and report on framework HS&E strategy, KPIs, and performance metrics.
Influence decision-making at framework level, embedding best practice and ensuring consistency in performance.
Deliver training programmes to HS&E and operational teams.
Manage and assure the HS&E management system, aligning with client requirements and driving efficiency.
Engage with key stakeholders including clients, supply chain partners, regulators, and industry bodies.
Champion our behavioural programme “Challenging Beliefs, Affecting Behaviours” through site visits and leadership engagement.
Lead, coach, and develop the HS&E function, fostering a learning culture and supporting growth.
Lead and assure the HS&E strategy, driving continual improvement and long-term growth.

Requirements

iosh

cmiosh

nebosh

data analytics

hs&e

stakeholder eng

Collaborative leader with excellent stakeholder engagement skills.
Membership of IOSH/IIRSM (TechIOSH minimum).
Full driving licence and willingness to travel UK-wide.
Track record in cultural transformation and organisational development.
Knowledge of data analytics and HS&E reporting systems.
Skilled communicator, able to influence at all levels from site to boardroom.
Significant HS&E leadership experience in infrastructure, water, or a regulated industry.
Chartered Member of IOSH (CMIOSH) or working towards.
Proven experience in developing and delivering HS&E strategies.
Experienced in leading and coaching teams to deliver high-performance outcomes.
Experience delivering HS&E in a project lifecycle environment.
NEBOSH Diploma (or equivalent in OHS).

Benefits

Private medical scheme options
Competitive salary & pension plan
Annual professional membership paid
Generous holiday entitlement, with option to purchase more
Cycle to Work scheme
Save as You Earn share purchase scheme
Wide range of corporate discounts

Training + Development

Information not given or found

Interview process

Information not given or found

Visa Sponsorship

Information not given or found

Security clearance

Information not given or found

Company

Overview

£3.7 billion+

Order Book Value

After selling its housing arm in January 2020, the company rebuilt a significant order book, reflecting its strategic focus and growth.

£1.77 billion

Annual Revenue 2024

The company delivered £1.77 billion in revenue, showcasing its operational strength and market presence.

a national construction powerhouse with a history tracing back to two century‑old local builders.
now focusing on Building, Infrastructure (including Highways and Environment), and Specialist Services, delivering projects such as schools, hospitals, water barriers, and road networks.
expanded through strategic acquisitions—Morrison Construction in 2006, Miller Construction in 2014, and water and specialist services firms since 2021—to broaden its technical capabilities.
delivers projects in sectors like education, health, defence, justice facilities, major highways, water treatment infrastructure, fire‑safety upgrades, and digital infrastructure.
retains dual brands—Galliford Try in England & Wales and Morrison Construction in Scotland—to maintain regional strength.
has shown strong growth, recovering from COVID, reinstating dividends in 2021, and aiming to exceed £2.2 billion in revenue and achieve a 4% operating margin by 2030.

Culture + Values

Excellence
Passion
Integrity
Collaboration
Health and safety always prioritised – “nothing is so important that we cannot take the time to do it safely.”
Agile and smart working methods to enable people to reach their potential.
People‑oriented, progressive culture driven from top leadership.

Environment + Sustainability

62% CO₂e reduction

Carbon Emissions Reduction (2012–2020)

A significant reduction in carbon emissions (Scope 1, 2, and operational Scope 3) was achieved between 2012 and 2020.

93% electric cars

Electric and Plug-In Hybrid Fleet

Over 90% of the company's vehicle fleet consists of electric or plug-in hybrid vehicles, reflecting a strong commitment to sustainable mobility.

100% renewable electricity

Clean Energy Target

The company aims to power its operations entirely with renewable electricity by the end of 2025.

16 activities mapped

Net Zero Route Map

A comprehensive plan addressing key activities contributing to carbon emissions has been published, including diesel use, vehicle emissions, and materials.

Net zero on Scope 1 and 2 operations by 2030; Scope 1, 2 and 3 across all activities by 2045.
Near-term emissions targets validated by SBTi (aligned to 1.5 °C).
Reduced Scope 1 and 2 emissions by 2.5% in 2023 vs 2022; diesel use down 9.1%, vehicle emissions down 6.9%.
65% Scope 1 and 2 reduction by 2021.
Zero construction waste to landfill by 2026.
Sub-133 g/km fleet average in 2011 down to 86 g/km in 2020.
PAS 2080:2023 certification achieved (carbon management).
CDP B grade for environmental performance maintained in 2025.

Inclusion & Diversity

22.5% gender pay gap

Mean gender pay gap reduction

The mean gender pay gap has been reduced from 28.8% in 2020 to 22.5% in 2024.

74% employee engagement

Employee engagement score

Employee engagement levels are at 74%, exceeding the sector average of 66%.

55% senior leaders

Inclusive Leadership programme participation

55% of senior leaders have completed the Inclusive Leadership programme.

Appointed a dedicated Inclusion Lead and steering group (July 2023).
Pilot mentoring scheme for girls: ~50 students across 5 schools.
Awarded Leaders in Diversity (Highways business) and national FREDIE standards.

Articles

Careers

Projects

About Us

Role

Description

strategy kpis

management system

training delivery

stakeholder engagement

site visits

leadership coaching

Develop and report on framework HS&E strategy, KPIs, and performance metrics.
Influence decision-making at framework level, embedding best practice and ensuring consistency in performance.
Deliver training programmes to HS&E and operational teams.
Manage and assure the HS&E management system, aligning with client requirements and driving efficiency.
Engage with key stakeholders including clients, supply chain partners, regulators, and industry bodies.
Champion our behavioural programme “Challenging Beliefs, Affecting Behaviours” through site visits and leadership engagement.
Lead, coach, and develop the HS&E function, fostering a learning culture and supporting growth.
Lead and assure the HS&E strategy, driving continual improvement and long-term growth.

Requirements

iosh

cmiosh

nebosh

data analytics

hs&e

stakeholder eng

Collaborative leader with excellent stakeholder engagement skills.
Membership of IOSH/IIRSM (TechIOSH minimum).
Full driving licence and willingness to travel UK-wide.
Track record in cultural transformation and organisational development.
Knowledge of data analytics and HS&E reporting systems.
Skilled communicator, able to influence at all levels from site to boardroom.
Significant HS&E leadership experience in infrastructure, water, or a regulated industry.
Chartered Member of IOSH (CMIOSH) or working towards.
Proven experience in developing and delivering HS&E strategies.
Experienced in leading and coaching teams to deliver high-performance outcomes.
Experience delivering HS&E in a project lifecycle environment.
NEBOSH Diploma (or equivalent in OHS).

Benefits

Private medical scheme options
Competitive salary & pension plan
Annual professional membership paid
Generous holiday entitlement, with option to purchase more
Cycle to Work scheme
Save as You Earn share purchase scheme
Wide range of corporate discounts

Training + Development

Information not given or found

Interview process

Information not given or found

Visa Sponsorship

Information not given or found

Security clearance

Information not given or found

Company

Overview

£3.7 billion+

Order Book Value

After selling its housing arm in January 2020, the company rebuilt a significant order book, reflecting its strategic focus and growth.

£1.77 billion

Annual Revenue 2024

The company delivered £1.77 billion in revenue, showcasing its operational strength and market presence.

a national construction powerhouse with a history tracing back to two century‑old local builders.
now focusing on Building, Infrastructure (including Highways and Environment), and Specialist Services, delivering projects such as schools, hospitals, water barriers, and road networks.
expanded through strategic acquisitions—Morrison Construction in 2006, Miller Construction in 2014, and water and specialist services firms since 2021—to broaden its technical capabilities.
delivers projects in sectors like education, health, defence, justice facilities, major highways, water treatment infrastructure, fire‑safety upgrades, and digital infrastructure.
retains dual brands—Galliford Try in England & Wales and Morrison Construction in Scotland—to maintain regional strength.
has shown strong growth, recovering from COVID, reinstating dividends in 2021, and aiming to exceed £2.2 billion in revenue and achieve a 4% operating margin by 2030.

Culture + Values

Excellence
Passion
Integrity
Collaboration
Health and safety always prioritised – “nothing is so important that we cannot take the time to do it safely.”
Agile and smart working methods to enable people to reach their potential.
People‑oriented, progressive culture driven from top leadership.

Environment + Sustainability

62% CO₂e reduction

Carbon Emissions Reduction (2012–2020)

A significant reduction in carbon emissions (Scope 1, 2, and operational Scope 3) was achieved between 2012 and 2020.

93% electric cars

Electric and Plug-In Hybrid Fleet

Over 90% of the company's vehicle fleet consists of electric or plug-in hybrid vehicles, reflecting a strong commitment to sustainable mobility.

100% renewable electricity

Clean Energy Target

The company aims to power its operations entirely with renewable electricity by the end of 2025.

16 activities mapped

Net Zero Route Map

A comprehensive plan addressing key activities contributing to carbon emissions has been published, including diesel use, vehicle emissions, and materials.

Net zero on Scope 1 and 2 operations by 2030; Scope 1, 2 and 3 across all activities by 2045.
Near-term emissions targets validated by SBTi (aligned to 1.5 °C).
Reduced Scope 1 and 2 emissions by 2.5% in 2023 vs 2022; diesel use down 9.1%, vehicle emissions down 6.9%.
65% Scope 1 and 2 reduction by 2021.
Zero construction waste to landfill by 2026.
Sub-133 g/km fleet average in 2011 down to 86 g/km in 2020.
PAS 2080:2023 certification achieved (carbon management).
CDP B grade for environmental performance maintained in 2025.