1. Our Journey To Zero Harm L.A.P.A. - NZ Napier November 2014
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.

2. PROGRAMMED’S SCOPE OF WORK
Painting
Audio Visual
Golf course construction
Manage facilities (BHP House, Gatton Prison, Rottnest Island, Schools…)
Public Housing maintenance
Landscaping
Supply and Management of labour (SPC, CCA, Pac Brands...)
Water distribution
Ships
Mechanical & Electrical construction
Energy assessment and abatement

3. Diversity of safety culture / expectations
>$1,400,000,000 sales
>10,000 employees
>1,000 contract sites
>100 offices
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
Caption

4. Behaviour - Definition
“What we do OR What we don’t do” -
Organisationally
Managerially / Supervisory
Individually
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 commitments
During the course of the session we bounce of this definition to challenge our thinking

5. Business Imperatives Delays Equipment Reliability Customers Safety
Cost Quality
Delays Equipment
Reliability
Customers Safety
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

6. First of the Equals
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

7. Incident - Definition ….a negative An injury
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
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

8. Proposition Unsafe work practices – are inefficient!
Based on this can we agree that if we are working unsafely we are therefore working inefficiently?

9. Incident Probability 1 30 300 3,000 30,000 Fatality Lost Time
Slips due to moisture, falls, rolls and hits the back of his skull and dies.
Fatality 1
Slips due to moisture, falls, breaks his arm 30
Lost Time
Medical Treatment
Slips due to moisture, falls and sprains his ankle
300
First Aid Near Miss
Slips whilst climbing on the truck, bruises his leg on the framework
3,000
Person climbs onto a truck rather than using correct height access equipment
Unsafe Acts & Conditions
30,000
Lets have a look at what this might mean in in very practical terms
Ultimately establishing –
We have a safety issue as people aren't supposed top fall from a metre and half off a truck tray
We have a pain issues we saw the ankle and heard the pain as it registered in his brain
Do we also have an operational / business issue....? Yes
What 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...?

10. Management Zero Harm activities
Line of sight reviews – Board, ExCo, Divisional, State….. Operational accountability
Critical Risk Standards
Life Saving Rules
System Categories
Beliefs
Just Culture
Effective Supervision & Safety Qualified Supervisors
Culture Web

12. Safety Beliefs
All injuries are preventable Lets plan and undertake work as if all injuries are preventable and watch this belief prove to be true Working safely is a condition of employment It is a condition of employment at Programmed that you do not work or allow work to be done unsafely – regardless of the positon you hold. You see it you own it!

13. Safety Beliefs
Employee action and involvement is essential Everyone must be involved in job planning, tool box talks, safety conversations, and equipment inspections. Are you? Have you asked the questions today, “What could go wrong and how cold anyone be injured doing this work?” I will get the level of safety I demonstrate I want The emphasis is on I. What does your behaviour say is acceptable and safe in the work place?

14. Question -
What could go wrong And, How could I or anyone else be injured as we……?
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 steps
All 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
Caption

15. Effective Supervision – Journey to Zero Harm

16. Operational excellence
Safety excellence is a discipline
OPERATIONAL DISCIPLINE
EVERYONE
DO IT RIGHT
EVERY TIME
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 work
Maintaining a discipline over a long time will deliver an 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.
OPERATING EXCELLENCE

18. Our Journey To Zero Harm L.A.P.A. - NZ Napier November 2014
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.