how leaders drive a successful company culture in …...2/29/2016 1 how leaders drive a successful...

2/29/2016

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How Leaders Drive a Successful

Company Culture in a 107 Year

Old Aggregates and Construction

Company

Bill Carpenter, SPHR

Rogers Group, Inc. Human Resources

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First and Foremost

Welcome to Nashville, Tennessee

Home of

First and Foremost

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First and Foremost

• Suggestions

– As you explore Nashville, below are some of my personal

favorites in walking distance:

• Johnny Cash Museum

• Country Music Hall of Fame

• Ryman Auditorium

• Whiskey Bent (Modern Country)

• Station Inn (Traditional Bluegrass)

• Jack’s Barbecue

Abstract

• Rogers Group’s success as a 107 year old independent company in

aggregates and construction has been astonishing. Over the years,

leadership has driven a dynamic culture of excellence in safety,

manufacturing operations and people development. The presentation will

provide an overview of the cultural differentiators that allow Rogers Group to

remain competitive and successful. The session will explore how leaders

throughout the company continue to drive profitable growth and develop

creative approaches to ensure Rogers Group remains ahead of their

competition. A unique culture that allows successful leaders to leave and

return to the company (the boomerang employees) will also be discussed.

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Leaders Drive Culture

• Bill Carpenter, SPHR

– Bachelor degree, masters degree and certified as a Senior Professional in

Human Resources.

– Executive education at University of Michigan, University of Chicago and

Vanderbilt University.

– Have held Specialist, Manager, Director and Vice President level positions in

Human Resources, Safety, Customer Service and Public Relations.

– Worked for both publicly held and private companies in manufacturing, financial

services, mining and construction.

– Companies include Toyota Motor Manufacturing, University of Kentucky, First

American Corporation, Diamond Chain Company and Rogers Group, Inc.

– Over 25 years of experience with over 13 years in the mining industry.


• Rogers Group, Inc.

– Privately held, 8th largest crushed stone producer in U.S.

– 107 year old mining, asphalt production and heavy highway construction

company.

– Headquartered in Nashville, TN with operations in 9 states (Indiana, Ohio,

Kentucky, Tennessee, Arkansas, Alabama, Virginia, North Carolina and South

Carolina).

– 70+ mines (surface and underground), 40+ asphalt production facilities and

numerous heavy highway construction operations.

– Sales over $650 million with 1800+ dedicated employees.

– Owned by descendant's of the founder but runs like a “publicly held” company.

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• Presentation Structure:

– Each slide contains 3 sections as follows:

• Leadership Principle- A general principle that fits the culture of

Rogers Group.

• How does Rogers Group do it?- Examples of how Rogers Group

incorporates the Leadership Principle.

• Leadership Challenge- Considerations and challenges for you to

consider as a leader.

Leaders shape company culture.

How are you leading?


• Leadership Principle

– Lead as you would like to be led.

• How does Rogers Group do it?

– Founder, Ralph Rogers: “Man in the pit as important as man in the office”.

– Benefits, policies, etc. essentially and fundamentally the same for salaried and hourly employees across the company.

– Employee surveys rank “treated with dignity and respect” very high.

– Hold employees accountable—but do it in the right way.

• Leadership Challenge

– As a leader, how do you create and build a culture of equity and equality?

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• Leadership Principle– Leaders must show care and concern for their employees.

• How does Rogers do it? – Accommodate time off and ask for volunteers.

– Take employee or travel with employee for medical treatment.

– Continue medical insurance for surviving spouse/children.

– Industry leading benefits program, employees pay less than 20% of the overall cost.

• Leadership Challenge– As a leader, how are you showing concern for employees and their

family?



– Leaders are stewards of the company and should create a legacy.


– Safety, Growth, Six Sigma, Charity and giving back to the community, etc.

– Community and environmental awards.

– United Way Leadership (community service component of annual campaign).


– As a leader, how are you creating a legacy that will last beyond your time at your

company?

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– Leaders stay abreast of changing economic and industry trends.


– Establish key economic and industry “dashboard” which is reviewed monthly.


– As a leader, how do you measure and evaluate changing trends?

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– Leaders must quickly adapt to the economic realities of the times.


– Don’t wait. Anticipate and be proactive.

– Trim everything a little, share the burden across the company.

– Never suspended 401K match or pay increases.


– As a leader, do you quickly react to economic changes and what strategy do you

use?

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– Leaders must develop organizational competencies within the company.


– Seek out the best and train. DuPont for Safety, Juran Institute for Six Sigma,

FMI for productivity, Lominger for competency profiles, etc.


– As a leader, how are you determining what organizational competencies are

needed for the future?



– Leaders must understand the line between motivation and de-motivation.


– Business planning and forecasting process linked to Annual Management Incentive.

– Have terminated many supervisors for their inability/unwillingness to treat employees the way we expect.


– How do you establish stretch goals and reward for attainment?

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• Leadership Principle– Leaders must establish their vision.

• How does Rogers Group do it?– Have not fallen in the trap of changing visions, rather we work to adapt the

organization to the vision. “We create opportunities for people to succeed.”

– Our mantra includes: 1) zero injury safety culture, 2) top quartile results, 3) low cost producer, 4) known for top quality products and services, 5) strong corporate/community citizen.

• Leadership Challenge– As a leader, how are you setting a vision for your team and ensuring the vision is

the foundation of your actions?

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– Leaders must have the ability to challenge the status quo.


– Willingness to challenge no longer seen as potentially ending an employee’s

career.


– As a leader, do you have the courage to think differently and challenge

convention?

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– Leaders find, attract and rehire the strongest human capital.


– The “boomerangs”.

– Follow “high potentials” as their careers develop outside Rogers Group and look

to create opportunities.


– As a leader, how are you maintaining a network of “hi-potential” former

employees?

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– Leaders must know the business.


– Over the last 10 years, strong focus on monthly operations reviews with the

Strategic Market Area (SMA) teams.

– Build financial competency of all team members.

– Knowledge of ground level measures (TPH, Cost per Ton, etc.) as well as

shareholder level (ROIC, RONA, etc.) and know have to improve them all.


– As a leader, how are you helping your employees to know the financial drivers

of the business? 20

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• Leadership Challenge Summary:

• Lead as you would like to be led

• Leaders must show care and concern for their employees

• Leaders are stewards of the company and should create a legacy

• Leaders stay abreast of changing economic and industry trends

• Leaders must quickly adapt to the economic realities of the times

• Leaders must develop organizational competencies within the company

• Leaders must understand the line between motivation and de-motivation

• Leaders must establish their vision

• Leaders must have the ability to challenge the status quo

• Leaders find, attract and rehire the strongest human capital

• Leaders must know the business

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• Each company in our industry strives to be successful—and no two

companies are alike.

• Rogers Group shareholders (Rechter family) and Board of Directors have

allowed the leaders of the company to lead.

• Rogers Group shareholders and Board of Directors have always maintained

a long-term perspective.

• Rogers Group shareholders and Board of Directors focus on safety and

value creation.

• Rogers Group core purpose, core values and our goals have and will

continue to be our foundation.

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• The Rogers Way:

– Core Purpose:

• Together, we create opportunities for people to succeed

– Our Core Values:

• Unwavering integrity

• Excellence in every undertaking

• Placing the highest value on people

– Our Goals:

• To be the preferred supplier of aggregate material, construction services and

mined resources

• To attract the best employees available

• To enrich the communities where our employee’s live and work


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Questions

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