Brian James McCann

During my work period with Renfrewshire Council I was 1 of 4 officers on the newly constructed 'Renfrewshire Bridge' connecting Renfrew to Clydebank for vehicles, pedestrians and cyclists. As an officer I was partnered with a bridge Coordinator who I was responsible for during the twelve hour shifts on a 4 days on 4 days off rota. Responsibilities on the bridge were as follows:

• Coordinating with Peel Ports daily to organise the opening and closing of the bridge to allow river traffic to pass through safely.
• Understanding the construction and maintenance contracts which were in place for the bridge and applying the appropriate clauses in these to issue instructions to subcontractors.
• Undertaking the use of CAD modelling tools to monitor bridge components which were due for inspection, as well as inputting any information that came from the inspections e.g. any defects or the next inspection date.
• Have the ability to manually override the bridge opening system in case of an emergency to ensure safe passage for river traffic.
• Provided clear communication between a number of stakeholders to ensure the opening of the bridge caused as little inconvenience as possible to road users on the bridge as well as the surrounding areas.
• Maintained high standards of personal conduct, contributing to a positive work environment.

• Contributed to creation of business improvement objectives, which was called the 'Close the Gap' Plan.
• Responsible for carrying out site inspections, audits and accident investigations- reporting these back to members of the Scotland Senior Management team as well as the National director for SHE.
• Created 'Visual Standards' with the intention of making company rules, such as RPE wearing, easier to understand than reading words directly off pf the page.
• Collaborated with Tigers apprenticeship group. I oversaw up to 10 apprentices, with regular visits to ensure working conditions were adequate along with welfare provisions. Enforced that safe working practices were to be in place for apprentices so that they were carrying out no high risk activities.
• Created a COSHH catalogue for the business unit which was a list of common substances used on our projects by cleaning staff etc. This was then supplemented as the projects progressed and subcontractors brought their own materials which became part of the site register.
• Delivering training on company procedures, such as Buried Services Training, to both internal staff and subcontractors.

I performed the same duties that I did during my time as a trainee manager in this role. However with this promotion it did entail:

• Increased responsibilities with regards to overseeing the number of work packages carried out onsite in line with the quality plan implemented for the task.
• Responsible for organising coordination and progress meetings with multiple contractor on the project, this included senior members within their organisations such as operations managers and managing directors.
• Responsible for 'mentoring' new starts and other apprentices. This included regular meetings to ensure that they were meeting performance objectives set out by the business. This included items such as reading technical drawings, explaining methodology of work packages etc.

• Delivered short-term plans and performance requirements, holding daily coordination meetings as well as weekly progress meetings to track and monitor the progress being made onsite by individual subcontractors.
• Promoted best practice in health, safety and environmental matters inline with SHEQ department standards and guidelines, i.e. SHE advisers and documents such as visual standards, guidance documents and process charts.
• Managed daily diary entries onto the online system that was used. This recorded the works ongoing each day along with labour numbers, obstacles which arose that prevented the planned progress of that work package as well as taking progress photographs, populating record sheets and other forms of site reporting.
• Led management of site work package quality assurance, which was done through an online system. This meant I developed an in-depth knowledge of multiple work package specifications, drawings and work methodology.
• Involved in managing construction project budgets of up to £120 million.