Transcript Changing a Culture & Measuring its Impact by John Holland

Changing a Culture &
Measuring its Impact
John Holland Group
In 2003 the John Holland Group Safety Culture
was an entrenched culture of compliance and
accreditation focus.
“If we’re legally compliant and accredited (AS4801)
then we must be doing well. Our stats support this”
Construction Industry Safety
• Most medium to large companies have robust
and third party accredited OHS management
systems in place
• Yet incidents often occur because the system
was not:
• Followed;
• Implemented, and/or
• Didn’t address the situation which resulted in
the incident
Compliance to legislation is only a
licence to operate. It will not prevent all
injuries.
The effectiveness of an OHSMS is
determined by company leaders, their
personal commitment, and the workplace
culture they create.
Building a Safety Culture
The three critical management levels in establishing and
building an effective safety culture:
1.
The Board, Managing Directors, CEOs & GMs determine the
overall company culture
2.
Project/Workplace Line Management - determine the workplace
culture
3.
Supervision – directly influence individual behaviours & team
culture
If all three are consistent in their approach, message
and commitment then a positive sustainable & effective
safety culture will prevail
JHG Improvement Strategy
• Focus areas were broken into 4 key elements and were
seen to all directly influence our safety culture
• OHS Systems Simplification
• Leadership Skills and Knowledge
• Leadership Commitment and Accountability
• Industry Influence and Improvement
System Simplification
Feedback from Management & Projects
Tell me
What I have to do
When I have to do it
What Standard to
have to do it to
How often do I have
to do it
System Simplification
MD / Deputy MD
General Manager
Operations Manager
Project Manager
Engineer
Project Admin
Estimator
Superintendent
S
P
P
S
P
P
S
P
S
P
P
S
P
S
S
P
S
S
S
P
S
P
Daily
JHG-2-008 Managing
Subcontractor Safety
JHG-2-005-3 Performance
Rating of Subcontractors
For every
subcontractor
package
JHG-2-008 Managing
Subcontractor Safety
JHG-2-005-3 Performance
Rating of Subcontractors
JHG-2-004-1 Letting of
subcontracts / supply packages
For every tender
received
/submitted
JHG-2-004-1 Letting of
subcontracts / supply packages
JHG-2-008 Managing
Subcontractor Safety
JHG-2-005-3 Performance
Rating of Subcontractors
Monthly
JHG-2-008 Managing
Subcontractor Safety
JHG-2-005-3 Performance
Rating of Subcontractors
JHG-2-030-1 Inspection, Testing
& Surveillance
S
S S
Monitor & evaluate OH&S
performance of subcontractors
P
Minimum Task
Applicable Procedure
Timing
S
Carry out a formal OH&S related
review of Tender documents
P
26
S
Identify & include suitable OH&S
requirements into Subcontractor
packages
P
25
Supervisor
Monitor subcontractor activities
S
24
Safety Manager
Safety Advisor
Commercial Manager
HR Coordinator
P=
Direct
responsibility for leading or
performing the task.
S=
Provides
assistance and support to the person
directly performing the task.
Occupational Health and Safety Accountability and Responsibility Matrix
Leading Hand
Activity Number
23
Activity Description
LEGEND
S
Ownership of Safety Through
Skills & Knowledge
Ensure people understand:
• How?
• Why?
• When?
• The expected outcomes?
• Provide skill and behavioural competencies
Program structure,
attendance, and
module durations
matrix
Managing Director
General Manager
Operations Manager
Project/Workplace Managers
Safety Manager
Safety Advisor/Coordinator
Precontracts / Commercial Mgr
HR Coordinator
Estimator
Superintendent / Site Mgr
Engineers
Supervisor
Leading hand
Project Administrator
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Course Attendance - Duration in days
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Developing & ImplementingOH&S
Strategies
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4
6
8
11.5
16
16
7
4.5
6
12.5
12
10.5
10
5.5
Achieve Statements of Attainment
for each Training Module
Achieve Certificate IV in Safety
Leadership - Construction
Total Attendance Days
Participating in Safety Committees
Developing Safety Management
Systems
Company Safety Standards
Presentation Skills
Workers Comp & Rehab Case Mgt
Workers Comp & Rehab Coordination
Sub Contractor Management
System & Compliance Audits
Audit, Observation and Inspection
Incident Investigation - Complex
1
Incident Investigation - Basic
Facilitating Complex Activity Risk
Assessments
Facilitating Task Risk Assessments
Safety & Risk Leadership(Prerequisite to attending other Modules)
Certificate IV Safety Leadership - Construction
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Safety and Risk Leadership - The
Foundation Module of PSEP
Three day module with a heavy focus on leadership, communication
& influencing skills and techniques for answering the John Holland
Group six powerful questions:
 What am I accountable for?
 What are the key risks areas in my business?
 How do I go about maintaining a clear picture of the risks?
 What are the critical controls that are used to manage these risks?
 How do I know that these controls are actually in place?
 How do I know that these controls are effective in managing risks?
Is It Working?
Workers Compensation Claims > 1 week off work
per 1000 employees
Incidence Rate
35
30
25
20
15
10
5
0
2003-04
2004-05
2005-06
2006-07
2007-08*
Financial Year
* figures to 31 Dec 07
JH
Construction Industry
Australia
Is It Working?
TRIFR
LTIFR
2003 – 30.8
2004 – 28.3
2005 – 25.6
2006 – 21.5
2007 – 22.0
2003 – 4.5
2004 – 5.5
2005 – 3.9
2006 – 3.0
2007 – 2.2
• Survey findings & PSEP feedback getting more positive
and being integrated into audit & awareness programs
• Workers Comp Avg Claims costs have dropped by over
two thirds
• Claims numbers have dropped by 60%
Some Observations on Culture
• the commitment to safety has to come
from the top, and it must be a visible
commitment
• rewards and consequences
• leadership behaviours matter more than
words, policies or procedures
Consequences
During the Silesian Campaign, Frederick the Great was going the
rounds of his camp after ‘lights out’. Observing the glimmer of a
taper coming from a tent, he found Captain Zietern engaged in
sealing a letter. The culprit fell on his knees and begged for
forgiveness. “Take a seat”, said Frederick, “and add a few words to
what you have already written”. Captain Zietern obeyed, and wrote
at the dictation of the hero of Prussian history, “Tomorrow I die on
the scaffold”.’
Quoted in Sir Ian Hamilton The Soul and Body of an Army 1921
Consequences
• if you’re serious about safety, then it’s not
negotiable
• some managers won’t; some managers
can’t
• if you tolerate either, you won’t get to ‘No
Harm’
• execution vs training
Organisation Man
• evolved over last 300 years
• enhanced sensory capability
– detects differences between espoused values
and genuine values
– generally unspoken
• survival is more likely if actions are in
accordance with leadership’s real priorities
Conditions for Success
• a robust system
– risk identification and mitigation
• firm, uncompromising leadership
– set the expectations
• ‘consequences’
– can’t vs won’t
• actions must follow espoused values
– homo corporatus