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Paul J Dowd Phoenix Copper limited Progressing HSE&C in a Large Corporation.

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Presentation on theme: "Paul J Dowd Phoenix Copper limited Progressing HSE&C in a Large Corporation."— Presentation transcript:

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2 Paul J Dowd Phoenix Copper limited Progressing HSE&C in a Large Corporation

3 Building an Integrated Culture of Success VISIONVALUES PLANNING RESOURCES TRAININGSKILLS LEADERSHIP MANAGEMENT Change Management – Initiative Implementation

4 Executive Management Motivations For Change “Need to be seen to be doing something that is perceived to be different”, “Heard from a colleague that this is the new” ‘silver bullet’, “Want to solve specific (short term) problem”, “Desperately seeking help”! “Essential for the sustainable growth of the organisation and the appropriate development & safety of our people”

5 Integration of Initiatives Clear & Integrated Components of the Business Plan Latest management trend or fad Constantly assess the perceived value of initiatives Sustainable success in HSE&C engagement of the workforce integration of the initiatives into the primary business drivers No commitment unless employees convinced initiatives are appropriate HSE&C initiatives fully integrated into all aspects of the business Change is difficult

6 “There is nothing more difficult to carry out, nor more doubtful of success, nor more dangerous to handle, than to initiate a new order of things. For the reformer has enemies in all those who profit by the old order, and only lukewarm defenders in all those who would profit by the new” Niccolo Machiavelli

7 Sustainable Success Criteria  Passion  Commitment  Science The Three Pillars of Effectiveness

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9 Passion is, & must be infectious Nothing succeeds nor is it sustainable without Passion Passion for a “cause” is seen to be a “worthy cause” Vibrancy & consistency of message Burning desire for continuous improvement

10 Science provides the intellect for success Science provides a rational base for decisions & problem solving Science links performance to Finance Science is objective & comparative for option selection Science is prerequisite to success & counteracts technological hazards

11 Commitment is people taking responsibility - at all levels at all levelsCommitment is ALL about Leadership - at all levels constant consistentcoordinatedCommitment is constant, consistent & coordinated MUST visibleCommitment MUST be visible

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28 Commitment A.Leadership B.Persistency C.Consistency D.Visibility E.Communications Three Pillars – Components for HSE&C SCIENCE A.Risk Management B.Behavioral C.Observational D.Systems & Processes E.Advanced PASSION A.Motivational B.Inspirational C.Personalize/Humanize D.Carry & share Images E.Vibrancy of message What is Measured is Managed

29 BACDE 0 Overall: BACDE BACDE 0 A.Motivational B.Inspirational C.Personalize/Humanize D.Carry & share Images E.Vibrancy of message A.Risk Management B.Behavioral C.Observational D.Systems & Processes E.Advanced A.Leadership B.Persistency C.Consistency D.Visibility E.Communications Three Pillars as Performance Measure PASSIONSCIENCE COMMITMENT

30 PASSIONSCIENCE COMMITMENT A.Motivational B.Inspirational C.Personalize/Humanize D.Carry & share Images E.Vibrancy of message A.Leadership B.Persistency C.Consistency D.Visibility E.Communications BACDE 0 Overall: BACDE 0 Overall: BACDE 0 Overall:- 3.6 A.Risk Management B.Behavioral C.Observational D.Systems & Processes E.Advanced

31 A.Risk Management B.Behavioral C.Observational D.Systems & Processes E.Advanced Three Pillars SCIENCE

32 Physical Workplace Design (Hazard Assessment) + Safe Actions Zero Injuries Efficient Operations Production Productivity Achieved Profit & Wellbeing The Safety Equation Health & Safety Management Systems (Audit) + Organisational Safety Behavioural/Culture (Commitment/Attitude)

33 Program Inter-Relationship RiskManagementFrameworkProcesses&ToolsRiskManagementFrameworkProcesses&Tools MonitoringManagementSystemMonitoringManagementSystem CrisisManagementCrisisManagement HSE&CProgramHSE&CProgram ContinuousImprovement

34 Management of Hazards and RiskProactiveControls ReactiveControls STANDARDS Reduction & Mitigation PERFORMANCE ASSESS’T IMS HAZARDS HAZARDS HAZARDS OUTCOMES OUTCOMES OUTCOMES STANDARDS Prevention & Elimination CRISISMANAGEMENT People,Processes, Plant & Reputation “CONTROLS” include the STANDARDS developed to Manage the HAZARD CONFORMANCE MONITORED & MEASURED

35 A.Motivational B.Inspirational C.Personalize/Humanize D.Carry & share Images E.Vibrancy of message Three Pillars PASSION

36 Leadership & Management leadershipmotivating and inspiring Too few are strong leaders and managers; too many are strong managers but weak leaders. Critical to blend management (controlling and problem solving) with leadership (motivating and inspiring). John Kotter

37 Five Styles of Management Avoidance Beat’em Up Butter’em Up Apologetic Let’s Reason Together

38 Management – a Privilege & a Responsibility Those workers want to know how much you care before they care how much you know. - A manufacturer of farm equipment in Iowa

39 Diagram of a Typical “People Interaction” Building a Sustainable Safe Culture of Success Culturereinforcement of behaviors Leadershipvalued important Culture is formed through the reinforcement of behaviors that the Leadership believe is valued and important

40 A.Leadership B.Persistency C.Consistency D.Visibility E.Communications Three Pillars Commitment

41 Leadership & Management leaders managers managersleaders management leadership Too few are strong leaders and managers; too many are strong managers but weak leaders. Critical to blend management (controlling and problem solving) with leadership (motivating and inspiring). John Kotter

42 values Leadership is the demonstration of your values in pursuit of something you believe in. Bill Sternbergh

43 Leadership People will always attempt to achieve what their Leaders value.  If the Leader values production - people will attempt to achieve the production goals set by the Leader.  If the Leader values safety - people will attempt to achieve safety within the production goals set by the Leader.

44 Building an Integrated Culture of Success VISIONVALUES PLANNING RESOURCES TRAININGSKILLS LEADERSHIP MANAGEMENT


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