At the end of 1999 Petlon Polymers ' management team had one large growing concern - its health and safety performance. The team recognised the need to "cure" this and so embarked on a three-year "intensive medical care" programme. Its initial prognosis was the company had an unacceptable level of minor injuries and poor housekeeping standards. It was also concerned that not all accidents were being reported.

Petlon felt H&S suffered a low profile, it was not at the top of the management agenda, and the company had a predominantly reactive culture. In the first year of treatment - which it called "stabilising the patient" - the firm moved H&S to the top of the agenda at all meetings and appointed a full-time "medical officer". It revamped the procedure for reporting accidents and initiated a system for reporting near-miss events. The company directors monitored the progress through weekly safety standard audits and staff involvement was increased. The group gave H&S presentations focusing on the improvements and began publishing a weekly H&S newsletter.

In the second year - "intensive care" - the company undertook detailed analysis of accident and near-miss data, which led to the installation of personal protective equipment and specialised cutting equipment. Management became more proactive, with off-site training organised for FLT drivers. In the third year - "transfer to the convalescence home" - Petlon raised its targets further. It set up an H&S database to help analyse the root causes of accidents. The "medical team" developed and implemented a BSI-accredited safety management system, OHSAS 18000.

At the end of the three years minor accidents were down by more than 70%, and annual near-miss reports were less than 1,200. H&S had been fixed as the number one priority throughout the business and robust controls were in place to monitor performance and track the progress of improvement actions.

But the work has not stopped now H&S is in good health. Petlon is still improving standards and is using "best in class" customers to benchmark standards.

The medical analogy struck a chord with the judges. They said the company clearly demonstrated a "good use of monitoring and management tools" and had shown a "good use of risk analysis". They were impressed that it had set key performance indicators and drawn up and reviewed an action plan at management meetings.

The firm's accident investigation record also caught their eye. The judges commended Petlon for readily identified underlying causes and ensuring that recommended actions were implemented. They were impressed with the management's commitment, that employees had been involved in the process and that accident performance had improved.