Malcolm Deery, Programmed Group, presents at the OHS Leaders Summit

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  • It is not hard to engender a desire for Zero Harm across a business. Peoples attention is readily captured by a sense of social or moral correctness usually expressed as “people have the right to go home uninjured” – we are a first world country and this expectation is high.Also, avoiding both financial loss and perhaps prosecution are reasons organisations espouse and desire good work place safety. Yet competing priorities so often challenge these good intents when there is pressure around time lines or budgets which often means good work place safety practices are is scarified.PRG has positioned Zero Harm as a business value that if sacrificed then also is profit, quality, and operational excellence put at risk. Today's session will describe how PRG engage their supervisory group around this Zero Harm proposition without sacrificing other business imperatives.
  • In addition to the moral, social, legal and financial reasons that drive organisations to strive for good safety PRG’s team have the pressure of the multitude of customer sites that we undertake work.This is a snap shot of our customer group, many of these have Zero Harm aspirations and excellent systems and expressed expectations around requirements to undertake work for them. Others not so mature. All of which adds pressure on our team as they make their way through a work week visiting multiple customers. What we are going to share helps address this pressure by changing a mind set, being, “we work safely – we don't do safety”** probably a good idea to make light of the commercial promotion here
  • How do we do this –We deliver a highly interactive session we have called “Effective supervision – the role of safety” that starts by asking the participants to tells us about a bad day at work.Without discussion the points are captured on butchers paper. Once collected the points are briefly summarised around the fact that bad days are usually characterised by unplanned activities. The corrorally question about a good day tends to be marked by things going to plan.
  • We establish a definition of behaviour being “What we do OR what we don't do”. In doing so we recognise that it is always obvious what the individual has done, that's when we often have the reaction “why would you do that....?”However, the challenge for a mature organisation is to reflect on has the organisation behaved safely and in turn has the management team behaved safety by way of being true to the organisations commitmentsDuring the course of the session we bounce of this definition to challenge our thinking
  • We establish that to be a successful operational manager you have to keep all these balls in the air. This is not PRG rule rather a reality of the commercial world.If you can’t do this then you probably aren't cut out for such work
  • Our proposition is that if you make safety the first of these business imperatives (none can be dropped / scarified) then the others will naturally follow.(Many people have heard this proposition and safety people nod vigorously at this point – however, most struggle to explain why this is the case. )Lets see if we can make this connection for you today
  • Another definition to help us –An incident is an unplanned event that may result...... The point is unplanned events are always a negative.“How many of you here today have your businesses running so well that a few unplanned events is not a problem....”?Back to the butchers paper – it looks like unplanned events lie at the heart of bad days at work
  • Based on this can we agree that if we are working unsafely we are therefore working inefficiently?
  • Lets have a look at what this might mean in in very practical termsUltimately establishing – We have a safety issue as people aren't supposed top fall from a metre and half off a truck trayWe have a pain issues we saw the ankle and heard the pain as it registered in his brainDo we also have an operational / business issue....? YesWhat are the steps you walk past today? What is it you have got into the habit of doing that once you would never have done because you know it is not safe...?
  • Organisationally we hold some beliefs that if we act as if they are true will dramatically contribute to Zero injuries – we describe and talk to these.For example –Working safely is a condition of employment means you will use the steps when getting up and down form trucks and you will not walk past a driver not using the stepsAll injuries are preventable = Can you think of any injury or incident that has occurred at work or at home that if something was done differently say 5 months, 5 weeks, 5 days, 5 minutes before the event could not have been avoided? These are the things we need to do in the future. This is an empowering belief We talk to “Acts of God” to challenge that in fact these are also within our control
  • We now confirm that if we had removed unplanned events - if we had considered the safety of people most of our bad days could have been avoided.
  • Culture is a widely and easily used word in business generally and in particular in safety matters. For example “we need a safety culture! “The reality is you have a safety culture it is more about the fact it is probably not the one you want. So what to do about it. Well we reckon we can design the culture we want and here is why and how.Culture is defined as just how we do things here and how we do things here is the interaction of these points
  • So if our / PRGs desired culture is to be “A leading.....” then all we need to do is today do the things that will be happening in this desirous state.The question – what are we talking about – our stories, What org structure will we have in place, what symbols will be the norm ....? in say 3 years when we are a suppler of choice, an employer of choice, the darling of the stock market AND haven't had an injury for a very long time...?
  • Having answered these question we then set about doing themTherefore we are designing our desired future and associated culture.
  • When we know how to do work safely then we need to do it that way every time, we develop a discipline as to how we go about workMaintaining a discipline over a long time will deliver operational excellence, That is, when we clearly understand cost per unit, cycle times, our business its inputs and outputs are predictable ….Where does this start? It starts by making safety the first of our business equals. How? We can talk to and engage people about where they can be injured, indentifying what can go wrong and take steps to remove these unplanned events.
  • Malcolm Deery, Programmed Group, presents at the OHS Leaders Summit

    1. 1. Our JourneyTo Zero HarmOHS Leaders SummitNoosaFebruary 2013
    2. 2. Diversity of safety culture / expectations >$1,400,000,000 sales >10,000 employees >1,000 contract sites >100 offices Caption
    3. 3. Operational challenges Tell us about – A bad day at work A good day at work
    4. 4. Behaviour - Definition“What we do OR What we don’t do” - Organisationally Managerially / Supervisory Individually
    5. 5. Business Imperatives Cost QualityDelays Equipment Reliability Customers Safety
    6. 6. First of the Equals
    7. 7. Incident - Definition An Unplanned Event that results in or could have resulted in: An injury Damage to product and / or equipment Loss of product A delay or other loss that impacts on the customer ….a negative
    8. 8. PropositionUnsafe work practices are inefficient!
    9. 9. Incident Probability Slips due to moisture, falls, rolls Fatality and hits the back of his skull 1 and dies. Slips due to moisture, falls, 30 Lost Time breaks his arm Medical Slips due to moisture, falls and 300 Treatment sprains his ankle First Aid Slips whilst climbing on the 3,000 Near Miss truck, bruises his leg on the framework Person climbs onto a truck 30,000 Unsafe Acts rather than using correct & Conditions height access equipment
    10. 10. Beliefs Working safely is a condition of employment Employee involvement is essential All injuries are preventable Caption I will get the level of safety I demonstrate I want
    11. 11. Operational challenges Characterised by - A bad day at work – Unplanned A good day at work – To Plan
    12. 12. Our Culture Designing our Future Stories Symbols Rituals & Power Routines Structures Control Organisational Systems Structures
    13. 13. Our Culture Designing our Future Stories Symbols To be a leading provider of staffing, Rituals & maintenance Power Routines and project services Structures “without injury” Control Organisational Systems Structures
    14. 14. Our Culture Designing our Future • Finding people doing things right• Good news newsletters to customers • Senior managers publicly talking safety and• PRG Safety Alerts phoning injured employees• Celebrating safety improvement• Feedback from investigations shared Stories Symbols • Good house-keeping – 5 S • The goal of Zero Harm• Cross divisional safety stories shared • Value alignment with customers• Values & Beliefs stories • A value for people• Improved customer safety stories • Commitment statements• Ongoing Improvements To be a leading provider• Learning’s – External & Internal adopted• Uncluttered communication of staffing, • Relationships with customers, suppliers, contractors, unions, maintenance and Insurers, legal counsel....• Use of facts & data• Tool Box talks – site inspections Rituals & project services Power • Relationships with regulators • Relationships with communities• Lead by example• Safety pauses Routines “without injury” Structures• Safety conversations• Non injury data responded too • Manager & Supervisor skills &• Mentoring / Role models / Coaching competence• Selection, Induction & • Strong Group functions on-boarding is rigorous • Role & skills of Safety team to• Successes celebrated mentor and influence Control Organisational • Succession Planning • Safety written into PDs and• Standardised reporting platform Systems Structures performance reviews• Planned training • Line of sight reviews• Competency of work group• Off the job safety• Use of both Lag & Lead measures• Executive Safety Leadership team• External certification - Audits• Health programs• Operational Reviews
    15. 15. Safety excellence is a discipline DO IT RIGHT

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