14a weitz's safety journey presentation

Download 14a Weitz's Safety Journey Presentation

Post on 08-Mar-2016

3 views

Category:

Documents

0 download

Embed Size (px)

DESCRIPTION

Safety journey

TRANSCRIPT

  • LEADING SAFETY (Leading Change)

    Presented By:Craig Damos, CEO & President

    THE WEITZ COMPANYDes Moines, Iowa

  • Elevating Safety Performance Shared Learning Beyond Safety Programs, Tools and ChecklistsChange Our Thinking; Change Our CultureLeaders Need to Lead

  • General Contractor153 Years Old16 Locations Florida to Guam3,200 Employees Hourly & Salary2008 (est.) Volume $1.6 billion Employee Owned 365 ShareholdersOverview of The Weitz Company

  • In March 2005, The Weitz Company Won the Following Safety Awards:National AGC Safety Award (>1 million hrs.); and National AGC Grand Award all GCs Safety Pride & Performance

  • Safety Performance - Stats2008 calculations are current through August 31, 2008.

    YearHoursTRIRLTIRDART$ / HR20042,985,8054.81.53.5$0.3120053,741,5324.80.63.1$0.2820064,291,5533.60.52.2$0.1020074,841,3633.30.31.8$0.1820085,653,2053.30.41.8$0.15

  • 2008 calculations are current through August 31,2008.

    DATA

    Manhours# of Lost Time Cases# of Restricted Duty Cases# of Medical Only CasesTRIRLTIRDART RateTotal # of Recordable Incidents

    20085,653,2051141403.30.41.892

    20074,841,363736373.30.31.880

    20064,291,5531137293.60.52.277

    20053,741,5321247314.80.63.290

    20042,985,8052230204.81.53.572

    20032,678,6431229426.20.93.183

    20022,625,9281029194.40.83.058

    Weitz EMRIndustry Average

    20080.511.00

    20070.641.00

    20060.691.00

    20050.581.00

    20040.581.00

    20030.591.00

    20020.551.00

    LTIR - DART Rate

    0.38915977751.8396644028

    0.28917476341.7763592608

    0.51263493662.2369524505

    0.64144847623.1537883412

    1.47363943733.4831477608

    0.89597605953.0612515367

    0.76163550562.9703784719

    LTIR

    DART Rate

    THE WEITZ COMPANY LTIR/DART Rate

    EMR History

    0.511

    0.641

    0.691

    0.581

    0.581

    0.591

    0.551

    Weitz EMR

    Industry Average

    THE WEITZ COMPANY EMR History

    Stat History

    YearHours WorkedTRIRLTIRDART Rate# of Recordable Incidents

    20085,653,2053.30.41.892

    20074,841,3633.30.31.880

    20064,291,5533.60.52.277

    20053,741,5324.80.63.290

    20042,985,8054.81.53.572

    20032,678,6436.20.93.183

    20022,625,9284.40.83.058

    Sheet3

  • 2008 calculations are current through August 31,2008.

    DATA

    Manhours# of Lost Time Cases# of Restricted Duty Cases# of Medical Only CasesTRIRLTIRDART RateTotal # of Recordable Incidents

    20085,653,2051141403.250.391.8492

    20074,841,363736373.300.291.7880

    20064,291,5531137293.590.512.2477

    20053,741,5321247314.810.643.1590

    20042,985,8052230204.821.473.4872

    20032,678,6431229426.200.903.0683

    20022,625,9281029194.420.762.9758

    Weitz EMRIndustry Average

    20080.511.00

    20070.641.00

    20060.691.00

    20050.581.00

    20040.581.00

    20030.591.00

    20020.551.00

    LTIR - DART Rate

    0.38915977751.8396644028

    0.28917476341.7763592608

    0.51263493662.2369524505

    0.64144847623.1537883412

    1.47363943733.4831477608

    0.89597605953.0612515367

    0.76163550562.9703784719

    LTIR

    DART Rate

    THE WEITZ COMPANY LTIR/DART Rate

    EMR History

    0.511

    0.641

    0.691

    0.581

    0.581

    0.591

    0.551

    Weitz EMR

    Industry Average

    THE WEITZ COMPANY EMR History

    Stat History

    YearHours WorkedTRIRLTIRDART Rate# of Recordable Incidents

    20085,653,2053.250.391.8492

    20074,841,3633.300.291.7880

    20064,291,5533.590.512.2477

    20053,741,5324.810.643.1590

    20042,985,8054.821.473.4872

    20032,678,6436.200.903.0683

    20022,625,9284.420.762.9758

    Sheet3

  • Weitz Jobsite-Related Fatalities:12/04 electrical sub - electrocution06/05 employee - trench collapse09/05 plumbing sub - head injury02/06 electrical sub - electrocution08/06 flooring sub - electrocution11/06 electrical sub - electrocution08/07 steel erection sub - fallIrony Beyond Awards and Statistics

  • RolesVisionaryStrategic ThinkerChange AgentCheerleaderResponsibilitiesBuild Our PeopleBuild The BusinessThe Weitz Company CEO Roles and Responsibilities

  • RolesSafety VisionaryStrategic ThinkerSafety Change AgentSafety CheerleaderResponsibilitiesSafety LeaderCoalition Builder Leaders from all levels of the Company engage field and management

    CEO Safety Roles and Responsibilities

  • June 2006 September 2007Walked 80+ jobsites.Key questions: Do we have the programs and tools to keep people on our jobsites safe?How can we improve our safety performance?Getting a Pulse on the Organization

  • What I Heard, Observed and Learned:We are good at safety not great.Subcontractor performance is a key issue.We need to elevate safety awareness.Collaboration with and buy-in by the field is critical.Getting a Pulse (cont.)

  • ParadigmsSafety Less Important than Profit and ScheduleLow-Bid Sub Is Low-Cost SubSubcontractor Safety Performanceno control; not our employee Accountability Is a StickSafetys an Additional Cost

  • DilemmaUnanimous - All the Tools and Programs;Safety Statistics Are Sound;We Were Good, but not Great; andSerious Incidents Still Occurring on Our Jobsites.Now What????

  • Weitz Senior Leadership Time to Step Up! Recognize the Need to Change.Break the Paradigms.Focus on Culture.Elevating Safety Performance

  • September 2006 All Hands Huddle 80 Members of Our Senior ManagementProgram Content and Goal:Create a commitment to changeWeitz Senior Management Safety Boot Camps

  • Why the Need to Change?Reviewed each jobsite death in detailReviewed the human impact and aspectsUnanimous Agreement that a Strong Case Was Established to Change.Change Management Business Case for Change

  • Safety VisionSerious incidents and deaths are eliminated from our jobsites.Comfortable with a family member working on any Weitz project.Change Management Safety Vision

  • Change Management Safety StrategiesElevate Project Site High Hazard AwarenessBeyond hard hats and safety glassesElevate pre-construction safety planning.Get subs involved early!!Elevate daily/weekly construction site planning.

  • Enhance Project Site SupervisionProject site is our responsibility.Supervisory staff are properly trained.Project engineers get out of the trailer.Safety becomes everyones responsibility.Change Management Safety Strategies

  • Begin to Humanize Safety Play to Our StrengthsWe careTWC familyThe need to keep each other safeChange Management Safety Strategies

  • *Change Management Safety Strategies

  • *Change Management Safety Strategies

  • Elevate Subcontractor Safety PerformanceBetter subcontractor selection Set safety expectations up frontLean Construction Continuous ImprovementLast Planner eliminate schedule chaos!

    Change Management Safety Strategies

  • Subcontractor Buy-In/InvolvementCEO and Corporate Safety Director meeting with subsEmbrace subs expertise; make sub part of the solution.Become egoless.Electrical we have much to learn! Get subs involved early.Lead by example.Change Management Safety Strategies

  • Change Management Process AccountabilitySr. Leadership Safety CommitteeKey decisions:Serious safety violations (3)Project site supervisionSub safety prequalification processSafe driving guidelinesCell phone/text messaging while drivingPost-offer pre-employment screensAll self-perform work (union and non-union)

  • Near Miss, Recordable, Lost Time Reviews How it happened CEO Follow-Up Lost Time Incidents

    Change Management Process Accountability

  • Business Unit Safety CommitteeOpportunity leverage field leadershipProvide solutions/lead changeDetermines disciplinary action

    Change Management Process Accountability

  • Safety RecognitionBUs > 1 million hrs. w/o lost time (4 of 10)Safety Recognition AwardRole Profile safety performance/ evaluationChange Management Process Accountability

  • Weitz Leadership Development ProgramGoal:Build Quality Leaders; Build the BenchLogistics Focus To Expand:Leadership capabilitiesChange management Financial and risk acumenPost-Program Development Ongoing

  • Enough?

    If we stopped here would it be enough to get us to our Vision?

    Tactical not enough to imbed into the culture.

  • Goal: Create a culture of excellenceA Standard of High PerformanceStrategic initiatives Supported by processes, systems and talented buildersDedicated resources committed to Quality and Excellence Overlap with Safety a Leap?Quality Another Arrow in the Quiver

  • Commonality Quality and SafetyA quality project is typically a safe project!!Similar Attributes (Quality and Safety)VisionCommitment (to high performance)Sound leadershipTeam playEffective communication Sound planning (throughout the project) Engaged employees (right attitude)Properly trained staffSupporting process and systems

  • A culture that creates a high performance standard for quality . . .

    Will have a direct and significant positive impact on safety!!Connect the Dots Quality and Safety

  • Weitz CommitmentPlacing Our Bet To eliminate serious incidents and deaths (long-term):Quality LeadershipLeading ChangeUltimately Imbedding a Culture of Excellence

  • Vision The End GameElimination of Serious Incidents and DeathsIt will be an arduous journey . . . . The Weitz Company will get there.We will do whatever it takes!