laing o’rourke safety journey · 2018. 11. 23. · january 2013 - leadership group shaped...
TRANSCRIPT
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LAING O’ROURKE SAFETY JOURNEY
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THREE HORIZONS OF SAFETY
2003
2010
2014
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WHERE IT STARTED – BAA HEATHROW T5
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WHAT’S MISSION ZERO?
The target: to eliminate all accidents from our operations by 2020.
The tactic: the total commitment of every employee to work together to create a positive culture that puts safety first, always.
This means zero risks, zero shortcuts, zero tolerance of unsafe practices, zero excuses, zero incidents and zero injuries.
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SAFETY PERFORMANCE
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FAT MAN ANALOGY
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3 year anniversary and DIFR of 3 for the Australia hub
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WHY WAS MISSION ZERO SO SUCCESSFUL
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2014 INTRODUCED MZ NEXT GEAR
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WHAT’S THE DIFFERENCE BETWEEN MISSION ZERO AND NEXT GEAR?
Behaviour Based
• Based on achieving constraint and control
• Directs task based activity
• Goal is to remove variability
• Finds and stops deviations
• Linear view of cause and effect
• Workers unsafe acts are the cause of accidents
• Protective.
Empowerment Based
• Based on premise of engagement and trust
• Asks curious questions
• Goal is to understand variability
• Assumes a complex world
• Focusses on strengths, not
weaknesses
• Productive.
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HISTORY 2012
October 2012 - Leadership Group formed with group of likeminded Safety Professionals after call to action by S Dekker
November 2012- Group meet several times to discuss doing Safety Differently (Masters Programme and Exec Retreats)
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HISTORY 2013
January 2013 - Leadership group shaped potential grad cert & exec retreats
April 2013 - Hub Safety Board restless around high consequence risk
May 2013 - 1st Learning Lab Griffith University (guiding coalition formed internally)
October 2013 - Exec Retreat with S Dekker (flag burned)
November 2013- JG presents Compelling Case for Change
to Project Leaders
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HISTORY 2014
June 2014 Supply Chain Forums and HSE Conference held
July 2014 - Introduction of the Fatal & Severe Risk Control Standard (FSRCS)
- 2nd Exec Retreat (meat on the bone)
July 2014 - Supervisor Forum Perth (Pit Crew & NG launch)
August 2014 - SMS simplification begins
September 2014- Mission Zero celebration events held across the hub
- PC1 events treated same as actual
incidents
October 2014 - MZ Next Gear campaign and tools launch
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HISTORY 2015
April 2015 - Mission Zero behavioural safety workshop ended
Launch of MZ Next Gear engagement workshop ‘Put your hand up’
June 2015 - Shift business metrics – positive indicators
July 2015 - Revised FSRCS – introduction of the Go/No Go Philosophy
October 2015 - Exec Retreat Execution
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HISTORY 2016
April 2016 - Launch of new web based SMS
June 2016 - Gearing up for Safety Campaign
- Subtle change in branding to Next Gear only no MZ
October 2016 - What I Say Matters Campaign (coaching in tools)
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WHY NEXT GEAR
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NEXTGEARSMS.COM
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THE PROCESS
Objective
• Simplify the system
• Remove duplication & unnecessary bureaucracy
• Embed Next Gear principles and tactics
• Enable productive safer outcomes
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WHERE WE STARTED THE RESULT
Bureaucratic SMS
• Barrier for productive work
• Attempts to cover everything for everyone
• People are a problem to be controlled
• Not supporting Next Gear
92 Elements / Procedures
53 Primary Standards
17 System Requirements
Adaptive SMS
• Enabler for safe productive work
• Next Gear principles embedded
• Promotes trust, engagement and planning
• Focussed on high consequence risk
41 Elements / Procedures
22 Primary Standards
14 System Requirements
55% reduction in size and complexity
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MAJOR CHANGES
• Streamlined risk-based approach to:• Planning;
• Procurement; and
• Assurance
• Demonstrable Focus on High
Consequence Risk
• Enables projects to adapt the system
to meet their needs and risk profile
• Embeds Next Gear principles and
tactics
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PIT LANE
https://nextgearsms.com/pit-lane/
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FSR DEVELOPMENT CYCLE
FSR Standard introduced
Assessment Tool & Metrics
Feedback from Operational
business
Critical Controls & Go/No Go
Encourage creativity in
projects
Communication tools for frontline
teams
Training & Coaching in the
field
Business Units to improve planning
& application
Development of an ethical framework
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FSR IN PRACTICE – MOUNT STREET
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SMART NOTICEBOARDS
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SMART NOTICEBOARDS
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CONSEQUENCES
You undertake an FSR and find a critical control missing. Days later a PC1 event occurs related to that critical control –What do you say and do?
Mid-rail possession you find a critical control is missing with a contractor but you’re behind on programme – What do you do?
You ask your team to undertake FSR review but they don’t complete it as they had committed – What do you say and do?
Ensure the No Go approach is supported by your management team
Visibly support those that enact the Go/No Go philosophy
Be clear on consequences
Celebrate successful implementation
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THE POWERFUL 6 QUESTIONS FOR MANAGERS
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?
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THE JOURNEY CONTINUES
Thanks for listening