4. john holland final
DESCRIPTION
Safety LeadershipTRANSCRIPT
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.
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
Building a Safety Culture
If all three are consistent in their approach, message and commitment then a positive sustainable & effective
safety culture will prevail
• 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
JHG Improvement Strategy
System Simplification
Feedback from Management & Projects
Tell me
When I have to do it
What Standard to have to do it to
How often do I have to do it
What I have to do
System Simplification
Activity N
umber
Activity DescriptionLEGENDP = 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
HR
Coordinator
Com
mercial M
anager
Safety Advisor
Safety Manager
Supervisor
Superintendent
Estimator
Project Adm
in
Engineer
Project Manager
Operations M
anager
General M
anager
MD
/ Deputy M
D Minimum Task Timing Applicable Procedure
23 Monitor subcontractor activities
S S S P P S P P S
Daily JHG-2-008 Managing Subcontractor SafetyJHG-2-005-3 Performance Rating of Subcontractors
24 Identify & include suitable OH&S requirements into Subcontractor packages
P S P S P P S S
For every subcontractor package
JHG-2-008 Managing Subcontractor SafetyJHG-2-005-3 Performance Rating of SubcontractorsJHG-2-004-1 Letting of subcontracts / supply packages
25 Carry out a formal OH&S related review of Tender documents
P S P S S P S S
For every tender received /submitted
JHG-2-004-1 Letting of subcontracts / supply packagesJHG-2-008 Managing Subcontractor SafetyJHG-2-005-3 Performance Rating of Subcontractors
26 Monitor & evaluate OH&S performance of subcontractors
P S S P S P S
Monthly JHG-2-008 Managing Subcontractor SafetyJHG-2-005-3 Performance Rating of SubcontractorsJHG-2-030-1 Inspection, Testing & Surveillance
Ensure people understand:
• How?
• Why?
• When?
• The expected outcomes?
• Provide skill and behavioural competencies
Ownership of Safety Through Skills & Knowledge
Certificate IV Safety Leadership - Construction
Saf
ety
& R
isk
Lea
ders
hip (
Pre
-re
quis
ite to
atte
ndin
g ot
her M
odul
es)
Faci
litat
ing
Task
Ris
k A
sses
smen
ts
Faci
litat
ing
Com
plex
Act
ivity
Ris
k A
sses
smen
ts
Inci
dent
Inve
stig
atio
n - B
asic
Inci
dent
Inve
stig
atio
n -
Com
plex
Aud
it, O
bser
vatio
n an
d In
spec
tion
Sys
tem
& C
ompl
ianc
e A
udits
Sub
Con
tract
or M
anag
emen
t W
orke
rs C
omp
& R
ehab
Co -
ordi
natio
n
Wor
kers
Com
p &
Reh
ab C
ase
Mgt
Pre
sent
atio
n S
kills
Com
pany
Saf
ety
Sta
ndar
ds
Dev
elop
ing
Saf
ety
Man
agem
ent
Sys
tem
s
Dev
elop
ing
& Im
plem
entin
g OH
&S
S
trate
gies
Par
ticip
atin
g in
Saf
ety
Com
mitt
ees
Tota
l Atte
ndan
ce D
ays
Ach
ieve
Cer
tific
ate
IV in
Saf
ety
Le
ader
ship
- C
onst
ruct
ion
Ach
ieve
Sta
tem
ents
of A
ttain
men
t fo
r eac
h Tr
aini
ng M
odul
e
Course Attendance - Duration in days 3 1 1 1 1 1 1 1 .5 .5 1 1 1 1 1 Managing Director ? ? 4 ? General Manager ? ? ? ? 6 ? Operations Manager ? ? ? ? ? ? 8 ? Project/Workplace Managers ? ? ? ? ? ? ? ? ? ? 11.5 ? Safety Manager ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? 16 ? Safety Advisor/Coordinator ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? 16 ? Precontracts / Commercial Mgr ? ? ?
?
?
7 ? HR Coordinator ? ? ? 4.5 ? Estimator ? ? ? ? 6 ? Superintendent / Site Mgr ? ? ? ? ? ? ? ? ? ? ? 12.5 ? Engineers ? ? ? ? ? ? ? ? ? ? 12 ? Supervisor ? ? ? ? ? ? ? ? ? 10.5 ? Leading hand ? ? ? ? ? ? ? ? 10 ? Project Administrator ? ? ? ? 5.5 ?
Program structure, attendance, and module durations matrix
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?
Safety and Risk Leadership - The Foundation Module of PSEP
Is It Working?Workers Compensation Claims > 1 week off work
per 1000 employees
0
5
10
15
20
25
30
35
2003-04 2004-05 2005-06 2006-07 2007-08*
Financial Year* figures to 31 Dec 07
Inci
denc
e R
ate
JH Construction Industry Australia
Is It Working? TRIFR
2003 – 30.82004 – 28.32005 – 25.62006 – 21.52007 – 22.0
LTIFR2003 – 4.52004 – 5.52005 – 3.92006 – 3.02007 – 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