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Creating a Safe Environment to Ask Questions and Raise Concerns for a Safer Tomorrow with Paul Mahoney

Creating a Safe Environment to Ask Questions and Raise Concerns for a Safer Tomorrow



We welcome our special guest, Paul Mahoney, to The Safety Guru to share his moving story and his passion for inspiring safer workplaces for all. In 2000, Paul was working in the paper industry in the UK when he suffered a severe injury in the workplace. This critical incident impacted his personal life and set his mission to help others. Listen in as Paul shares valuable insights for fostering a safety culture by creating a safe environment to ask questions and raise concerns. Tune in for inspiration and practical advice on making a positive impact for a safer tomorrow.


Real leaders leave a legacy. They capture the hearts and minds of their teams. Their origin story puts the safety and well-being of their people first. Great companies ubiquitously have safe, yet productive operations. For those companies, safety is an investment, not a cost for the C-suite. It’s a real topic of daily focus. This is the Safety Guru with your host, Eric Michrowski, a globally recognized ops and safety guru, public speaker, and author. Are you ready to leave a safety legacy? Your legacy success story begins now.

Hi, and welcome to the Safety Guru. Today, I’m very excited to have with me Paul Mahoney, who’s a motivational, inspiring speaker from the UK on Safety. He has a very powerful story that he’ll be sharing with us today. Paul, welcome to the show.

Thank you, Eric. Hopefully, all your listeners will find this inspiring.

Excellent. Let’s start with your story because you started in the paper industry. Tell me a little bit about the industry and what happened.

Yeah, I joined the industry after leaving college. It would have been 1991 as an 18-year-old. Quite proud because my dad was a papermaker. So yeah, it’s in the blood as such. I started off in conversion. So that was cutting A4 paper in what they call folio paper. So, folio paper is almost your poster-sized paper.


And then over in about ’96, I had the opportunity to join what they called the RCF plant. So FCR plant was really a de-inking plant, and it was a glorified stop prep. So, we took about 180,000 ton of wastepaper in the UK. Predominantly, it was office waste, and we de-inked it and put it back over to the paper machine. Plus, also, we had the ability to make bails The back Port of the Tun bails, and this would go to third parties, primarily to our two sister mills, one in Sitting Balm, which was four miles away from our site, and another in France. It was quite progressive at the time. There weren’t any other sites like it in the graphic paper, but for graphic paper and quality paper, we were straight ahead of everybody else. The 25 of us on the five shifts, quite proud. We were known as the elites in the industry, jokingly, like you are. Yeah. Then in 1999, it was decided we couldn’t keep up with the paper machine when they went 100% recycled because we were about 50 miles from London, and London being the center of the universe and being the world’s end as such.

As I say, we couldn’t keep up with the demand of recycled quality paper. It was decided we could use some of our bales that we use for the sister mills and put it back in the system to keep the paper machine running. Before the machine was installed, you’d probably get about 8-12 hours through before the tower was dropped. But by putting this new system in, we could double the run. It made perfect sense, Mark, from a commercial point of view.


It was installed, and we had issues with it because when the bales were returned, it would go into a macerator It’s all churned up and it would go into a horizontal screw conveyor, and then it would then be taken up by a vertical screw conveyor and then into a repulp. The repulp is basically a giant big food blender.

Okay, sure.

It’s mixed down to a slurry. We found out we used to have problems around the crossover point where the horizontal met the vertical. We had no procedures other than you locked off upstairs in the HV room. You would get a radio call down, and initially, everything was airline. Couldn’t tell you when, but I remember there being a comment around it made too much mess because using the airline on the pulp, it was like confetti.


So, one day, an arm bar appeared about 6 foot high, and that was used to dig out along with the airline. And The beauty of iron bars are they don’t tend to bend like arms and hands. So, there was a start of mission creep where we would use all three methods to dig out. No issues as such. I can’t remember because it’s 20 odd years ago, but I expect there was probably some murmurs around the teams, but you just get on with it. You’re tasked to do a job, so you do it. So fast forward to the 25th of November. It’s a Saturday morning. I’m on a 12-hour shift, so seven in the morning till seven at night. It was the second shift of four because we’d finish at seven o’clock, and then the Sunday, Monday, we would be twelve-hour nights. We did four on, four off. Then seven weeks on, you would get 18 days off, if I remember rightly. So I get to the locker room. I have me handover with me opposite number. It was on the night shift. Told everything shut down. We’re building up the towers ready for the call from the paper machine.

And literally, that was it. So, you’re waiting around. You’re setting yourself up for the day ahead. Because we covered 13 acres amongst the five of us, as I say, lots of walkie-talkie chat. You then get the radio call. Can you set up? So, it’s a matter of changing the valves over, making sure there’s some bales on the feed line, and you’re just waiting for that call. Yeah, repulp was up. We got the right consistency. Away you go. Sure. So go ahead. And there’s three bales left on the infeed conveyor at the top. And these must have been left over a fortnight beforehand because we only run this machine periodically because of the production runs, because it takes a hell of a long time to get a build up for a 100% run. So, first bale drops in, and within a minute, two minutes, you hear the motors scream, so you know you’ve got a problem. Luckily for me, before I reached my radio, one of my colleagues was with me walking through the basement. So, he radios up to somebody and says, look, can you lock her off? She’s blocked. Other colleague goes to the HV room, it’s upstairs, he locks off, he radios down to us to say, Yeah, everything’s good, and away you go.

So, hatches are open, and you start digging out. So, you clear everything up. Obviously, there’s stuff on the floor, but it’s there ready to go. So, you button the hatches up and radio upstairs, and the person in the HV room starts her up. And within 30 seconds, she screams again. So, it’s almost the two of us are now looking each other like, Oh, exactly. It’s going to be a bit of a mare.


So, we repeat the process. And on average, a dig out would take probably about 40 minutes.


So, we’re halfway through the second dig out, and my colleague turns round to us and says, I’ve got an idea, Paul, just to speed us along, because he’s conscious of time and he’s got other jobs to do. If we leave the hatches open, but we run the screw backwards. That way we clear everything out because obviously, feeling the bales, they’re dry, they’re not breaking, they’re not sticking. Okay, fair enough. You do what you do to get a problem sorted quicker than not. So, communication is made. Can you make the screw run backwards. So, you see the pulp spill out until you can actually see the screw and it’s all empty. So, you say to your colleague, can you shut down? Because he’s leading it. And we just have a final check over and we go again. For whatever reason, his radio failed. I got it. So, you can still see the screw turn and you let him know you can see the screw turn and everything. My Raju’s failed, Paul. I’m going to go to the hut and get a new one. So, I said, look, don’t worry about it. We’ll swap Raju’s. I’ve got to go back to the hut anyway after we’ve cleared it out.

And I’ll ride the Raju, at least then you can get on with what else you’ve got to do. So, he repeats the request, shutdown. Paul is going to check the crossover point, and then we’ll go again because we didn’t on a third one. So, you see the screw stop, and because it’s a noisy environment, you do the thumbs up, thumbs down, and all that. So, we both give each other the thumbs It comes up to say it stopped, it looks clear. I’m just going to check, and then we go again. We’ve agreed the plan of attack. I bend down the stick my left arm in because I’m left-handed. I’ve lost visual with him now because being left-handed, you work in a different way. I’m given a final sweep, and before I know it, 1,400 revs a minute, I feel my arm break. So, you think yourself, Oh, great. That’s all I need. And you pull your arm out, expecting to see your arm at a different angle. And all I can see is floor. And this is all microseconds. And you’re registering like, that’s not what I’m supposed to be seeing. So, a lot of industrial language is used.

Collie, he runs down the basement, calling for help. I’m like, well, I’ve got to follow. So natural instinct was, grab my arm because I was the first day to grab my arm or the stump, push it against me chest as tight as I can, and follow him down the basement.


Would have been probably a minute, two minutes. My other colleague, Darren, comes down the basement because he’s heard all the commotion over the radio because he was doing some chemical work. And he pushes me over on the floor and he said, bloody hell, Paul, what you’ve done? He’s expecting me to say, oh, I’ve broken my arm. And the next thing that he’s great with is a stump. So, give me his jaw. He gets on his knees, wraps me stump up He’s jacking his jacket in his IVs, and gets his fist and literally shoves it up the arm pit. So, he’s stemming the blood. And that is the start of an hour of, let’s put it this way, quite intense chats about life, the good, the bad, and the ugly. I remember the paramedics coming along, and obviously, they have to do what they need to do. And what I don’t realize is while they’re working on me, and obviously keeping Darren comfortable because like you’re trained as a first-aider, keep talking to the patient. There’s me thinking, Darren is a patient as well. They called over to the engineer on the paper machine and said, look, we’ve got a bit of an issue.

Could you come over? And they rewound the screw by hand, or manually, sorry, until my arm dropped out, gave him the biggest fright going. There was a little bit of commotion because like you do, you’re in shock. They wrap it up and put it on ice. They managed to get the ice from the local supermarket. The next thing I know, we are taken to the car park because we’re waiting for the air ambulance. So, air ambulance arrives. They say to Darren, Thank you very much. You’ve done all you can. It’s now down to us because Darren wanted to come in the helicopter with me. We get flown to East Brin stead. It’s close to Gatwick Airport. They actually even shut down Gatwick to speed us through to the thing. Takes about 12 minutes, what I understand. We land around about 10:00 in the morning. The door opens. My arm now is in a black sac. It’s given to somebody. I do believe it was a senior sister. I’m taken to the assessment room where literally they cut your clothes off and they want to know the ins and outs of everything. I remember Mr. Davidson. I always remember Mr.

Davidson because he’s got a tag on his belt and he says, Mr. ‘S ‘Davison. ‘ And he says to me, good morning. Would you like your arm back? ‘ No. Knowing this screw moves at 1400 revs, I’m just thinking, ‘Mink’s me. ‘ And he said, no, do you want your arm back? ‘ And I just turned around and said, look, just do whatever you have to. At this point, I’ve been on my back for about three hours. I’m very tired and all I want to do is go to sleep, but you keep going. He said, okay, fair enough. And away he goes, because literally, I’ve given him the yes. I’m preparing myself in a way of if it’s put back on, brilliant. If it’s not, it’s not. And because I’m conscious, I now get somebody else with a clip ball going, could you consent to your operation, please? No. Look, appreciate Paul, you can’t do it, but it’s a legal Stop him. All I could say was, I can’t sign it because I’m left down. He’s like, what is he? You can see the, what am I going to do? He said, oh, just do an X.

I thought, no, I’m not going to do the next. I actually signed my name, and he was like, Are you sure you’re not right-handed? And with that, they will me down to the theater, start at 11:00 in the morning. Then three, four o’clock the following morning, the operation is complete and touch wood. I’ve become the first person and the only person we know of in the UK ever to have their arm reattached above the elbow. So not a great way to find that. Andy will hold 15 minutes of time. I spent a month in hospital. I was out just before Christmas, so I was able to have Christmas with daughter and wife at the time. And then that’s the start of, really, the recovery, doing all the physio and all that. I mean, for the first nine months, I couldn’t feel my arm. It was just there. Luckily, the nerves grow back because they grow about a millimeter a day, if you’re lucky.

Oh, wow.

You can imagine it’s quite a lot of work to grow. Then I went back to work, not on shift, just to get me back into the swing. Then I used to write all the safe operating procedures. I was the carrot and the stick for a few years. It was like, you got to follow these, because if not, you’ll end up like Paul and this, that, and the other. So, yeah, it’s an interesting Saturday morning, shall we say.

I’m not sure interesting is the word I would choose, but yes.

Well, the English language is a lovely…

So, this is something that happened often, the start/stop that you had to clear the circumstances. What are some of the warning signs that readers could have had and acted on?

We had a shift log, and it was in an A4 notebook, and every shift, we would recall what was going on. Now, some shifts were better than others. I must admit, I can remember some shifts going, Yeah, everything’s okay. There’s very little in the book, and you get outside and there’s pomp and sludge everywhere. You’re like, well, something’s obviously gone on. But another time, you’d read the book, or you’d feel the book in yourself. It was like war and peace. You’d make every note of valves being open, motor shut, this, that, and the other. But for that particular bit of kit, it was recorded every time we had a blockage. When the Health and Safety Executive over here in the UK read, they took six month’s worth of logbooks, while I understand. They read about the culture and the standards and all this and the interaction between the shifts, but they’re also reading about this bit of kit. They worked out there was about 33 blockages over a six-month period. Working out, we think that over the year that that machine was run, there must have been about easily 60 blockages that was recorded, because obviously, you don’t always record every blockage if it’s one after the other.

The warnings signs were there, and managers took the shift logs away to read, to pick up what we were doing. It was there in front of them.

Could leaders have inquired or realized it was something and proactively taken some steps to address it?

I think they did because I understand they went to see the manufacturers because it was two bits of kit that was bolted onto the repulped. What I understand was they were told it was the wrong set up and you’re going to have to get on with it. That mentality then rolled down to us.

To just deal with it.

Yeah. It was quite interesting. I remember because I’d worked in the conversion, we used to dump our wastepaper on a conveyor that went up to the reop on the PM side. I remember having a conversation with one of our chief engineers and said, why aren’t we copying the paper machine? And it was literally, look, it’s been built, you’re going to get on with it. So, it was already in their mindsets somewhere along the line.

To just accept and deal with it. Yeah.

It’s not just an organizational issue there. It was an industrial issue as well from the paper industry. We were very much production, getting it out, getting it out, getting it out, almost, mindset, which I’m glad to say We’ve got a little bit mature now on that side of things. This episode of the Safety Guru podcast is brought to you by Propulo Consulting, the leading safety and safety culture advisory firm. Whether you are looking to assess your safety culture, develop strategies to level up your safety performance, introduce human performance capabilities, re-energize your BBS program, enhance supervisory safety capabilities, or introduce unique safety leadership training and talent solutions, Propulo has you covered. Visit us at

From a peer standpoint, what was the accepted practice at the time? You said, get it out, get it out.

Yeah. I mean, that was leg to us on the thing. I think because there was just the five of us on shift, It was very much work as a team from our point of view, because we was E-Shift, and I always joke E stands for excellent, and we’ll let you work out what A, B, C, and D was called. It was very much, let’s be the best, let’s set the standards. From an individual point of view, you don’t want to be seen as the idiot, the weakest link of the group.

The troublemaker. Exactly.

Let’s just get on with it. Obviously, the team doesn’t want to be seen as the worst shift. Obviously, I’ve already said to you in the conversation, we jokingly said we was the elites because nobody can match us.

But elites for getting things out the door. Not from a safety standpoint.

Yeah. We’re almost How can I put it? Setting ourselves up for a fall because we’re setting high standards for ourselves.

Yeah, but high standards from a production standpoint.

Yeah, and quality.

Which drove the culture.

And quality, which tends to be the underpin for most organizations’ companies, because that’s what they’re there for, is to get stuff either built or out the door. How can I put it? You deal with what you faced at the time. If you see a problem, you’re almost, how can I put it, a 3D massive puzzle at times. We don’t like emitting defeat, do we, as a human being at all?

You mentioned, I thought it was interesting when we first spoke, one of the things I jotted down is you’re more likely as a team, I think you call it a band of brothers, to raise concern if it was a contractor, but less amongst peers.

Yeah. Let’s put it this way. I’ve worked with the guys four years. You will find your role. Yeah, I think there’s a lot of teams that work together. As I say, because we work 12-hour shifts, we knew each other probably better than our own partners in a way.

You’re spending half the day, four days a week.

Yeah. When you’re only spending probably four, five hours with family and eight hours of sleep, you feel that bond with each other. Why would you want to upset the apple cart and pull people up where actually the contractor is on site?

They’re not your mates?

No. I hate to say an easy target, but you can go, Yeah, no PPE or no log. You haven’t done that properly, this, that, and the other, and walk away going, Yeah, that told him, where, as I say, you- You wouldn’t do that to appear. No. You are that band of brother’s mentality in certain parts. But it is, I think, realizing just having that one second conversation is the difference between someone going home or not. It’s nothing rude or anything. It’s just, look, just take that step back and just having that five minutes just to recollect their thoughts. Because as I say, sometimes when you are up against it, you just go deeper and deeper into the rabbit hole.  

The other element is, how do you foster an environment to raise concerns? What you described essentially there is, we don’t raise concerns with each other. We’re comfortable raising it with a contractor, but how do How do you rewire a crew, a team to start thinking about, we need to raise concerns with each other?

I think it starts in the canteen, to be honest, it’s using that time just to reassess, using it as that toolbox talk and just having that honest conversation with each other. I remember one time, and this was early in the day of joining the payment industry, somebody holding up their right-hand with their index finger missing and going, you’re not a papermaker until you lose one of these.

You’re missing a finger.

And like you do, okay. But now that would be, Come on, really? Is that how you think about it? As I say, we have grown up and you see it now, the youngsters are more aware because they’re brought up with health and safety now, especially in the Western world, from where I think when I was 18 in ’91. But there are still some elements, and I think it’s about isolating them elements that don’t want to join in because they’ve done it that way all the time. But as I say, for me, it’s using them, canteen moments, them celebratory moments, and even social events, if possible. Just to raise the awareness and get things raised. As I say, it’s not about telling people off. It’s just raising awareness with people because people like people like themselves, if that makes sense. It does. They rather listen to their mate saying, ‘Oh, I noticed this, ‘ than somebody in a shirt and tie potentially coming down and going, you did that wrong. We caught you on CCTV. ‘ But it’s about honesty more than anything you think else.

I remember when we connected first, one of the things you touched on is, and I thought that was quite interesting in terms of we talk about raising concerns, but we’re not encouraged to question in society from early school days. Tell me a little bit more about that piece, because I think it’s an interesting point. We’re saying questioning attitude, raise concerns. But that goes through upbringing, that goes to first day on the and so forth.

Yeah. I’m going to go through it probably in the next year or so. Granddaughter’s free, so she’s starting to ask questions. I already know mom and dad will metacognitively beat it out of her like, ‘Oh, just go and see your grandfather, go and see your name. ‘ It does start from an early age; we pooh-pooh questions asked. Then we go to school and the person at the front of the class, the teacher, knows best this is how you’re going to do it. How can I put it? You’re taught how to answer questions on a question paper. You’re not encouraged to ask lots of questions. Obviously, college, university is slightly differently because you do the debate and then you go to work and you’re given a set of risk assessments, method statements. This isn’t every organization, but I’ve seen it where they print it all off and just go, Sign that for us.

From a compliance standpoint, right?

Yeah, because they’re not… I’m not got time. We’ve got to get it out the door. So, you get onto the shop floor or on the building site or wherever, and you just get on with it. You might ask the odd question when you’re training, but it’s more this is how you do it, and you go, okay, but what happens if that happens? And you’ll find out when it goes wrong. So, as I say, from a very young age, it’s metaphysically beaten out of us not to ask questions, not to upset the apple cart status quo, because this is how we’ve always done things. And it’s breaking that taboo. We are getting better, I think. We are learning a little bit better because I must admit, the young are now, because they got all social media and Wikipedia and God knows what else, the internet, they’re a little bit more savvy, so they will go finding stuff.


But it’s still out there not to ask any questions. Just follow whoever’s training you.

But I think that element also reemphasises the importance for leaders to really create that questioning attitude within their environment, because if you look at it from a mindset that we’ve been preconditioned to follow, preconditioned to listen, not challenge, then it’s a duty as you come into the organization to really change that, to create an environment of how we do it here, to encourage people to speak up, encourage people to question, to ask some additional questions around it, and understand the why and the how behind things.

Yeah, and for me, from a leader point of view, it’s actually getting out and talking to your people rather than being guided round, as I would call it, the disciple route, where you get the top person and then you get a couple more unslings, and they’re basically just guided round the organization. I’ve known a couple of directors to actually go, I’m going to put me uniform on, and I’m going out on me own. I think that then starts to break down the barriers where they feel that they can ask questions and vice versa. Because I think sometimes leaders don’t want to upset the apple car either because they just want to be guided around. Sure. Yeah, it’s a bit of a pincer movement, as in both sides talking to each other. I think there’s sometimes that barrier where either side feel that they can’t talk to each other. But yeah, as I say, I think these are coming together where leaders need to get out on their own and talk to the guys and girls in their organization. Because at the end of the day, the boys and girls in an organization, especially the operatives, they’re the experts.

They know what’s going on probably more than somebody in the boardroom and up a manager as such, don’t get me wrong, they’re also experts in their field. But the actual day-to-day, it leads- Those doing the work know best.

One of the things they often mention or talk about is the importance of listening to us, right? So going out to listen to people, to hear what’s working, hear what’s not working, not to tell people, not to do most of the talking, but to do mostly the listening while you’re there. Yeah.

And obviously that’s quite hard because if they hear the top person’s walking around, right, I’m going to dump all my troubles on their shoulders. But yeah, listening is really important. I think it’s a… How can I put it? Depending on where you come from, it’s a bit of a skill. It Because us, Bricks, we just love to chat and chat and chat and chat. We feel that space at times rather than just taking that natural pause.

To listen, to understand. In this particular case, to understand the warning signs where this is happening regularly and what techniques, but also maybe this frustration building because of the number of times you’re clearing the gems.

Yeah. I did some work for printers, and I remember the plant manager saying to me, he said, it doesn’t matter what we do, we’re still having issues I said, look, you’ve just done a 15-minute safety talk. Whatever. It’s brilliant. I said, but what are the guys and girls faced with. They leave the room, they go down the corridor, they open the door to the factory, and what are they hit with? They’re hit with machine either side doing… Then they’re hit with the dashboard at the bottom of their machine telling them how fast they’ve gone, what the record is, this, that, and the other. Then they’re hit with more production, more quality, more maintenance, and then a little bit of safety. You can spend that time really drumming down on the, yes, we get it, we get it. But as soon as they hit that shop floor, they just hit with production. So, everything that they’ve- That’s the learning, right?

That’s what I end up doing is what I keep hearing. And if 5% of my message or what I hear is safety, It doesn’t feel like something that’s important here. Yeah.

As soon as they explained it like, Yeah, I get it. It was just like, Right, do you need to stop everything, put the other two machines on a break while you deliver your safety? So at least then there’s time to absorb what you’ve said.

The other part that screams to me is, why was there no lockout-tagout when you’re so close to this type of equipment? I’m hoping they’ve since implemented a proper lockout-takeout. Right.

As soon as the accident happened, obviously, HSE come in and et cetera. What I understand is they put a Cascade interlocking key system in. If they needed to get in, they took the keys out. The hatches had Maglocks put on them because before it was just wedges.


There was a load of mandatory notices is on there as well. It’s like, make sure you isolate this, that, and the other. Which let’s put it this way, when I went back to work, it took me a few months and literally it was like, this is what happened when the horse bolts. I remember tapping the machine and just saying, Right, we call this a score draw, will we? Because I’ve got my arm back and you’re still running thing. But it was a real serious learning. I think from an organizational point of view, you buy the kit from technically the experts, because these people are the experts who manufacture. You think all the safety devices, and everything is built in.

It’s built into the equipment, right?

Where obviously it wasn’t. I can’t honestly say whether the manufacturers, when they built it, actually looked at what we intended to do. But yeah, no, as I said, they put local isolation points in. I do believe in 2008, it got decommissioned and taken out because they didn’t need to do the process anymore because of a takeover.

Got you. Yeah.

As I say, it needed the near miss because I was the near miss because I’ve been asked before, oh, there must have been near missy before you. We needed my incident to actually say, oh, we’ve missed something.

But were there near misses before that just didn’t get reported?

What I understand is there was none, but I did interview the shift before who run it, and they had two guys at three o’clock in the morning, either side, with up to their arm pits digging out. Technically, yes, unsafe act, unsafe condition. Sure. But was it seen as a new risk or a risk.


Because technically, it was part of the job.

I think this is the piece, as it became so much part of the job that it didn’t seem like undue risk. Again, if somebody else was walking, listening, maybe would realize, hopefully, that something’s missing from a lockout-tagout standpoint and the process needed to be tweaked.

Yeah. I’ve said to a lot of people that actually anybody from the organization that they walk past, because there must have been a few people who’ve walked past and gone, Hang on a minute.

This doesn’t seem right.

But you’re so conditioned just to walk on. I wouldn’t say walk on by, but just get on with your job. No question was ever asked.

But even having a second pair of eyes, somebody who’s not conditioned to seeing this as normal, might be all that it would take to catch something before.

Yeah, definitely. As I say, I’ve done some work with other organizations on the mystery shop, the fresh eyes approach of just, Hang on a minute. Why are we doing it?

Why are you doing this Yeah.

That’s had some good success. People stop and then start to talk and go, we’re having this issue, et cetera.

Before the incident happens, right?

Yeah, which comes back to that conversation and communication, listening, et cetera.

Excellent. Paul, you speak regularly to different audiences. Tell me a little bit about how somebody can get in touch with you, if they’d like you to come and share your story and help motivate around safety.

Yeah, on LinkedIn, just look for Paul Mahoney. You’ll see my grinning little face on there. Or they can contact me via my website, which is Always happy to help inspire, get a conversation generating, which is the more important thing, because once that conversation is generated, the barriers break down between peers and leaders. It gives them a fresh idea of what’s going on potentially in their organization or on their site.

So, Paul, thank you so much for joining us today, and thank you for sharing your story. I’m really happy that you’re the first success story in the UK of somebody with a reattached arm. That’s at least a phenomenal, good news out of all of this.

Lovely. No, thank you, Eric. Thank you for the invite. And hopefully, we’ve inspired some change and some conversations between people. Yes.

Thank you, Paul.

Thank you for listening to The Safety Guru on C-suite Radio. Leave a legacy. Distinguish yourself from the past. Grow your success. Capture the hearts and minds of your teams. Elevate your safety. Like every successful athlete, top leaders continuously invest in their safety leadership with an expert coach to boost safety performance. Begin your journey at Come back in two weeks for the next episode with your host, Eric Michrowski. This podcast is powered by Propulo Consulting

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Eric Michrowski:


Back in 2000, Paul Mahoney was one of 600 who suffered a major injury in the Paper Industry and one of 27,000 in the whole of the UK. He is the first (to our knowledge) who had his left arm severed above the elbow and, in a 16-hour operation, had it reattached successfully. Paul shares his story with companies and uses his experiences to guide them to a safer culture by building an important bridge between staff, safety professionals, and leaders. Paul has written two books, one about his accident and the other about LEGO Serious Play and how to use the methodology to build a better culture. He has had several safety articles published as well. 

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