Value vs. Priority To understand why, you have to understand the difference between a value and a priority. A priority is defined as an established right to a certain higher degree of importance or precedence. In other words, something is more important than something else. A value, on the other hand, is a fundamental belief that guides your attitudes, choices, and actions in all respects. If you think of safety as a priority, you think of it as more important than other factors, but that’s mostly a statement of relativity. If you think of safety as a core value, you think of it as a guiding principle behind everything you do. Safety as a priority treats safety as another item on the to-do list, albeit an important item. Safety as a core value treats safety as the most important item. More than that, safety is the commonality behind every choice and action. Think of it this way, our priorities change depending on the situation but our core values usually don’t. How Does Safety Become a Culture? Successful safety cultures have several things in common. They have procedures that are written well and that are easy to understand and follow at all levels of the organization. They have leadership who interacts with employees and who quickly resolve identified hazards. And lastly, in a good safety culture, safety isn’t managed from one injury to the next nor is the success of the culture managed by injury rates. If you’re like many companies, you understand the value of a safety culture but may not know how to make the transition away from managing safety from one injury to the next or judging success based on incident rates. The key is thinking of safety the right way, not as a priority but as a value and having meaningful safety activities and discussions all the time, not just immediately after someone has an injury. Focusing on the activities that surround identifying and resolving hazards rather than on how many injuries you’ve had is another way to improve the safety culture. Establishing Safety as a Core Value How do you establish safety as a core value? The good news is that if your company has a well written safety program, you’re already on the right path to building a good safety culture. But to bring your program one step closer to thinking of safety as a value, you have to be willing to empower your employees to put themselves and their safety before production and sales. This means empowering employees to do the right things and not penalizing them for it when they do. Another way to establish safety as a core value is to view it just like you view every other department. Sales, quality, production, engineering, etc., they all have a seat at the table—and so should safety. In an organization with a world class safety program, safety is as much a part of the conversation as any other department. This is only effective if you can get everyone to share in the mentality that for safety to be a core value, it has to be built

1. CULTURAL TRANSFORMATION
BY FOCUSING ON WORKFORCE ENGAGEMENT

2. I CHOSE TO LOOK THE OTHER WAY

3. CAUSES OF INJURIES
 Réactions of
people
 Positions of people
 Personal Protective Equipment
 Tools & Equipment
 Procédures
 Orderliness Standards
In our experience …
The majority of process
and personal incidents,
injuries and accidents are
caused by unsafe acts
and behaviors, not
conditions and
equipment.
Unsafe Acts
Unsafe Conditions

4.  Quality
 Productivity
 Organizational
Effectiveness
 Employee Morale
 Cost-Effectiveness
 Incidents
Good Safety = Good Business

5. Look at your present plan.
1
Find out what needs improvement.
2
Develop an Action Plan.
3
Implement the required changes.
4
Follow up.
5
SAFETY MANAGEMENT
A Continuous Improvement Process…

6. SAFETY MANAGEMENT SYSTEM

7. COMMON ELEMENTS OF A SAFETY PROGRAM
• Safety observation program
• Incident investigation system
• Training
• Involvement of entire organization
• Management commitment

8. BASIC BELIEFS
• All injuries can be prevented.
• All injuries must be reported immediately.

9. LEADERSHIP’S ROLE:
• Accept responsibility for safety.
• Be accountable for safety performance.
• Encourage and require others to accept responsibility for
safety.
• Create a culture in which safety is valued.

10. SAFETY STARTS FROM YOU OR
ME

11. CONTENTS
General Commentaries
1
Point of View
2
Approach and General Framework
3
General Methodology
4
Resource Requirements
5
Project Management
6
Example Applications and Variations
7
Repository of Tools and References
8

12. GENERAL COMMENTARIES
• Positioning: when positioning this approach to a technical team,
minimize technical discussion to avoid being dragged down the
technical argument, or you will end up in a no-win discussion!
Focus on the ENGAGEMENT aspect of the approach
• Heavy in engagement, this approach works well in countries with
more OPEN CULTURE. For countries or client organizations
where power hierarchy dictates interactions, more time and effort
(or an alternate approach) will be required
• This approach cannot be prescriptively described. We must be
GUIDED BY OUTCOMES. The approach requires the delivery
team to be FLEXIBLE, able to think creatively to achieve desired
outcomes, and ready to deviate from plan, if necessary
• In this approach, we act as CATALYST. It is important that
change is driven from within, as organically as possible. The work
must not be perceived as a EDGE Journey/Program!
WHEN POSITIONING THIS APPROACH, TELL A
STORY AND HELP THE CLIENT PAINT A
PICTURE IN THEIR MINDS. HELP THEM SEE
AND FEEL. MINIMIZE FOCUS ON THE
TECHNICAL ASPECT

13. GENERAL COMMENTARIES
• When delivering this approach, team will be put in the
most VULNERABLE position. We are never sure what
will transpire once the journey begins
• Resources must be likeable, trust worthy and exhibit
GENUINE EMPATHY. Resources must be able to
influence and INSPIRE
• For the desired outcomes to be achieved, LEADERS
need to be WILLING TO CHANGE and lead the change.
Leaders who are willing to change but lacking the
capability can be coached. Leaders who are unwilling to
change will present a roadblock and may need to be
replaced
• Client leadership must COMMIT TO ACTION the outputs
that would result from the engagement. Inaction will have
most detrimental effects on the organization (especially
as it relates to trust)
ULTIMATELY, IT IS THE HEARTS AND MINDS OF
THE PEOPLE THAT WE NEED TO WIN OVER. IT
REQUIRES MUCH MORE THAN JUST BUILDING
PROCESSES AND CAPABILITIES

14. CONTENTS
General Commentaries
1
Point of View
2
Approach and General Framework
3
General Methodology
4
Resource Requirements
5
Project Management
6
Example Applications and Variations
7
Repository of Tools and References
8

15. POINT OF VIEW
To sustainably shift an organizational culture, a catalyst is needed to IGNITE some sort of movement
within the team in the organization, aided by a group of internal change agents, to a point of self-
sustaining critical mass. The shift has to come from within. The change must not be imposed on them
OPERATING PERSONNEL…
THEY ARE EXPOSED TO DAILY
ACTIVITIES AND RISKS
THEY CANNOT BE FORCED TO
CHANGE
We need to inspire them and build
their capability, leverage their size to
create a grassroot momentum in
strengthening organizational culture
They know what works and what does
not work. We need to genuinely listen
to them and tap into their experience
They cannot be changed by others.
Instead, we need to catalyze the
change through them
THEY MAKE UP THE MAJORITY
OF ANY ORGANIZATION
THEY ARE COLLECTIVELY
STRONG
They are not perfect, but if we have
them engaged and working together
to the same operating rhythm,
organization will be much better off.
We need to engage their hearts and
minds, actively understand and
address their perspectives
Recognizing that it is ultimately the hearts and minds of the operating personnel that we need to influence, the Edge Technologies approach is designed
to elicit and capitalize upon their perspectives. Initiatives and other opportunities that impact organizational culture are addressed from the point of view
of the operating personnel to foster ownership

16. CONTENTS
General Commentaries
1
Point of View
2
Approach and General Framework
3
General Methodology
4
Resource Requirements
5
Project Management
6
Example Applications and Variations
7
Repository of Tools and References
8

17. APPROACH
We follow a two-prong approach: catalyzing the ‘people who do the work’ in parallel to coaching the ‘people
who support those who do the work’
CATALYZE THE
‘PEOPLE WHO DO
THE WORK’
COACH THE
‘PEOPLE WHO
SUPPORT THOSE
WHO DO THE
WORK’
• Align on personal purpose and inspire
• Prepare supervisors/leaders to support
transformation – by being PEOPLE leaders.
They play a critical role!
• Build engagement capability early by taking
advantage of opportunities to “practice” as they
arise (coach)
• Find and provide other coaching opportunities
to strengthen leadership capability and
execution
• Optimize structures and
business/operational processes
• Enhance fit-for-purpose functional
capabilities
• Implement initiatives as per needs
(e.g. Opex, ORM, ERP, etc.)
DESIRED OUTCOMES
• Align on personal purpose and collective beliefs.
Build trust, inspire and empower
• Build common capability relative to needs (e.g.
RISK QUANTIFICATION & RISK REDUCTION
in the case of safety culture improvement)
• Coach to enable peer-engagement – they are
change agents creating a movement!
• Foster field ownership
• Organically broaden and ritualize effort to create
self-sustaining critical mass

18. GENERAL FRAMEWORK
The framework for cultural transformation engine applies by the Edge technologies Integrated Model at all
layers of the organization, over the 3-phases of Foundational, Engagement, and Sustainment
It’s all about
the people!
ENGAGEMENT Phase
4 monhts
FOUNDATION Phase
4 months
SUSTAINMENT Phase
Continual process

19. GENERAL FRAMEWORK
To measure the cultural maturity of an organization we use Bradley curve
REACTIVE RAVINDER DEPENDENT DEEPIKA INDEPENDENT INDRAJA INTERDEPENDENT INDERJEET
PEOPLE
CHARACTERISTICS
LEADERSHI
P
CHARACTERISTI
CS
 Blame Others
 Inconsistent Management
 Not Visible in Work Area
 “Seagull” Leadership
 Fire Fighting
 Production is King
 Little Discussions (Do as told)
 Line-Driven Accountability
 Consistent Management
 Visible in Work Areas
 Manager Style (Tell vs Ask)
 Expects others to follow rules / process
 Meets Compliance Requirements
 Safety Mindset
 Coaches Personnel to Full Potential
 Beyond Compliance Mindset
 Engages Personnel in Process (Asks)
 Communication Flows Up and Down (Open Lines)
 Exhibit risk-Mindset
 Influences Others Positively
 Helps employees Internalize Values
 Empowers the workforce
 Enables Growth by supporting/fostering employee
ownership
 Risk & Resiliency Mindset
 Operationally Discipline
 Engages workforce in design and execution of strategy
 Affective Communication
PROCESS
CHARACTERISTICS
 Departments Silos
 Processes not formally developed
 Corporate Expectations (or else)
 Under-Reporting (negative)
 Bare Minimum
 Procedures Not Updated
 Reactive to Incidents
 On-the-Job Training, not systemic
 Supportive Processes but not flexible
 Driven by Corporate Standards
 Procedures developed and updated by Management
 Reporting Culture (positive & negative)
 Owned at Corporate Level, not site
 Inconsistent Management of Change
 Compliance Training
 Processes co-developed with Personnel
 Employee Knowledge robust
 Value for Reporting
 Learning Culture
 High Standards for Operations
 Risk-based Decision Making & Prioritization of
Improvements
 Consistent Management of Change
 Processes developed / managed by employees (fluidity
and autonomous)
 Predictive Culture
 Employee-Led Operations Risk Management
SYSTEMS
CHARACTERI
STICS
 Manually Operated
 Centralized & Decentralized
 Corporate Owned
 Top-Down Hierarchy
 Mix of Manual & Automated
 Decentralized or Centralized
 Corporate Owned
 Silo ’d Departments and Disciplines
 Self-Directed Tools, Information, Knowledge, controlled
by Corporate
 Robust Learning System to support Capability Building
 Healthy Site Level LOA (Levels of Authority)
 Streamlined Technology Systems
 Capability Engine integrated with Career Progression
 Self-Directed Tools, Information, Knowledge &
Upgraded by Personnel
 Integrated Technology for Strategic Decision Making
 Employees Input to Performance Management and Site
Objectives

20. CONTENTS
General Commentaries
1
Point of View
2
Approach and General Framework
3
General Methodology
4
Resource Requirements
5
Project Management
6
Example Applications and Variations
7
Repository of Tools and References
8

21. GENERAL METHODOLOGY
We catalyze Culture transformation through a thoughtfully selected group of a ‘CORE TEAM OF CHANGE AGENTS
’by way of a number of discrete engaging sessions over a period of ~4 – 5 months to set the stage for the broader
implementation of the technical aspect of the change (varies by applications).
WE PROVIDE GUIDANCE/TRANSFER CAPABILITIES TO OUR CHANGE AGENTS THROUGH FORMAL WORK SESSIONS, BUT MAKE NO MISTAKE: CHANGE
DOES NOT HAPPEN IN THESE WORK SESSIONS. IT HAPPENS WHEN THESE RESOURCES START ENGAGING THEIR PEERS
FRONTLINE
PERSONNEL
MIDDLE
MANAGEMENT/
SUPERVISORS
EXECUTIVES
Assess
Culture by
way of
Perception
Conduct
Ethical
Leadership
at work
Guided, Peer-
Led
Engagement by
Core Team of
Change Agents
- Step 1
• Build people leader capability – real time on real
issues
• Build people leader capability – real time on real
issues
Semi-adhoc coaching moments – real time, real needs: Leading to the Right
Semi-adhoc coaching moments – real time, real needs: Listen, Learn, Lead, Grow
…
Implementation of
Technical initiatives
Optimization of rituals,
structures, etc.
Broader engagement (if applicable)
Coaching to habits
Alignment
SUSTAINMENT
ENGAGEMENT
FOUNDATION
~4 – 5
months Varies
Messaging
Guided, Peer-
Led
Engagement by
Core Team of
Change Agents
- Step 2
Guided, Peer-
Led
Engagement by
Core Team of
Change Agents
- Step 3
Guided, Peer-
Led
Engagement by
Core Team of
Change Agents
- Step 4
PHASE
Prep and
Mobilize
Resourc
es
• Validate culture
• Understand field
reality/issues from
frontline perspective
• Catalyze change:
motivate, inspire
• Foster ownership

22. CONTENTS
General Commentaries
1
Point of View
2
Approach and General Framework
3
General Methodology
4
Resource Requirements
5
Project Management
6
Example Applications and Variations
7
Repository of Tools and References
8

23. RESOURCE REQUIREMENTS
The success of this approach hinges on the capability of the EDGE consultants and the choice
of ‘CORE TEAM OF CHANGE AGENTS’ from the client organization
EDGE TECHNOLOGIES
CONSULTANTS
CORE TEAM OF CHANGE AGENTS
• Ought to have good facilitation skill
• Must be comfortable coaching, asking open-
ended questions and deliver in an ambiguous
situation – it is difficult to ‘predict’ where the
engagement will lead us
• Must be flexible. Even though guided by a plan
and a listing of activities, consultants must be
able to ‘read the client’ and change course, if
necessary, to ensure that the ultimate outcomes
are achieved
• Likeable, empathetic, trustworthy. Able to build
relationship with both frontline personnel and
executives
• Need to be able to see the ‘big’ picture, identify
systemic issues and other opportunities to
address
• One consultant is generally sufficient, but having
a thought partner is extremely useful
• ~10-20 personnel with operational roles,
representing various process areas (a blend of
experienced and less experienced), with one
identified as lead. Several teams may be formed
depending on client’s operational set-up
• Membership needs to be largely comprised of
frontline operating personnel, to the extent
possible. It may include supervisors, but must be
limited in number to ensure that frontline
operators feel that it is THEIR journey, not
management
• For similar reason, we prefer personnel in non
technical role (e.g. non-safety roles), so that this
is not viewed as ‘just another technical initiative’,
separate from operations
COMPOSITION RESPONSIBILITIES
DESIRABLE ATTRIBUTES
• Open-minded, with can-do attitude and continuous
improvement mindset
• Understands how work is really done, not just what is on
paper
• Takes initiative to get things done
• Flexible and adaptive, Collaborative and Communicative
• Passionate, even if some are disgruntled
• Open to coaching and are coachable to lead site
transformation
• Participate in various work sessions
• Leads engagement activities (EDGE will coach) (~20%
time commitment for 4-5 months)
• Champion the cause – be a change agent
• Core team lead is to assist with logistics and ensure
progress of engagement activities

24. CONTENTS
General Commentaries
1
Point of View
2
Approach and General Framework
3
General Methodology
4
Resource Requirements
5
Project Management
6
Example Applications and Variations
7
Repository of Tools and References
8

25. PROJECT MANAGEMENT
A standard project governance structure with clear roles needs to be set-up
Steering Team:
• Top management &
• Business sponsors
Project Delivery Team:
• EDGE Engagement Lead/ facilitator
Site 1
• Core team of front-
line personnel
• Site leadership
• SHE Resources
Site 2
• Core team of front-
line personnel
• Site leadership
• SHE Resources
• Provide overall directions
• Endorse project plan and deliverables
• Ensure alignment with on-going
initiatives
• Performs Quality assurance checks
• Facilitate resolution of roadblocks
• Define work approach, provide structure and
guidelines
• Manage/coordinate and execute work sessions
• Provide field support and other coaching
requirements
• Develop supporting tools
• Facilitate integration of initiatives
• Set-up and execute rituals, touch-points, etc.
• Validate project direction and interface with
Steering Team for endorsement
• Avenue for immediate impacts
• Trained, coached for effectiveness in roles
• Leverage knowledge/skills to broader organization
• Catalyze change
Site 3…
• Core team of front-
line personnel
• Site leadership
• SHE Resources

26. PROJECT MANAGEMENT
… as well as a number of rituals
TOOLS/EXAMPLE DOCUMENTS
Site Leadership
Kick-off meeting
Steering Team
meetings
Site Leadership
Updates
FREQUENCY TYPICAL AGENDA
Before the beginning of
core team engagement
After each work session
with core team + more if
necessary
After each work session with
core team and when
immediate coaching is
needed/high risk item is
identified
4hrs min (1 day if includes Mirror Walk)
• Safety Contact
• Introduction
• Purpose and Desired Outcomes
• Mirror Walk + Why analysis (if perception survey
has been conducted)
• Engagement Plan
• Project Management and Roles
1hr max (30 min. typical) – may be done on site
and expanded to include coaching component
• Safety Contact
• ABCD Review and Discussion
• Next Steps
Site leadership should be invited to the meeting
3hr
• Safety Contact
• Coaching topic (varies)
• Engagement Update and what leadership can
expect
• Next Steps
• Leadership Kickoff Meeting
• Edge Technolgies - Project Alignment.
• Edge Technolgies - Steering Team
• Site core leadership Meetings.

27. CONTENTS
General Commentaries
1
Point of View
2
Approach and General Framework
3
General Methodology
4
Resource Requirements
5
Project Management
6
Example Applications and Variations
7
Repository of Tools and References
8

28. OPERATIONAL RISKS OPERATIONAL EXCELLENCE FUNCTIONAL TRANSFORMATION
• Improving SAFETY CULTURE/PERFORMANCE
• Design, implementation and execution of
MANAGEMENT SYSTEM
• Strengthening OPERATIONAL DISCIPLINE
• Improving Organizational Culture following
MERGER/ACQUISITION
• Strengthening BUSINESS RESILIENCE
• Instilling CONTINUOUS IMPROVEMENT mindset
• Improving operational performance following
MERGER AND ACQUISITION
• Increasing EFFICIENCY/reduction of waste
• Adoption of NEW TECHNOLOGY/system
• Launching/strengthening FUNCTIONAL
ACCEPTANCE TO OCCUPATIONAL SAFETY
NOTE: Cultural transformation must be done within the context of TANGIBLE PERFORMANCE MEASURE(S). Transformation
of culture for the purpose of changing culture is ambiguous, difficult and will not be meaningful. It will have a higher chance of
failure
APPLICATIONS AND VARIATIONS
While the general approach is the same, methodologies may vary depending on applications. We describe these
methodologies by way of examples on how they are applied in the various scenarios (some links are still incomplete)

29. CONTENTS
General Commentaries
1
Point of View
2
Approach and General Framework
3
General Methodology
4
Resource Requirements
5
Project Management
6
Example Applications and Variations
7
Thank you..
8

30. QUESTIONS?
Edge Technologies
info@edgetechnologies.in
Address:
Plot no 55,Edge House,
Nizam Colony, Toli Chowki,
Hyderabad-50008.040-
23560876/9866070876
Contact Us For More
Information