Changing a Culture &

Measuring its Impact

John Holland Group

In 2003 the John Holland Group Safety Culture

was an entrenched culture of compliance and
accreditation focus.

If were legally compliant and accredited (AS4801)

then we must be doing well. Our stats support this

Construction Industry Safety

Most medium to large companies have robust
and third party accredited OHS management
systems in place
Yet incidents often occur because the system
was not:
Followed;

Implemented, and/or
Didnt address the situation which resulted in
the incident

Compliance to legislation is only a

licence to operate. It will not prevent all
injuries.

The effectiveness of an OHSMS is

determined by company leaders, their
personal commitment, and the workplace
culture they create.

Building a Safety Culture

The three critical management levels in establishing and
building an effective safety culture:
1.

The Board, Managing Directors, CEOs & GMs determine the

overall company culture

2.

Project/Workplace Line Management - determine the workplace

culture

3.

Supervision directly influence individual behaviours & team

culture

If all three are consistent in their approach, message

and commitment then a positive sustainable & effective
safety culture will prevail

JHG Improvement Strategy

Focus areas were broken into 4 key elements and were
seen to all directly influence our safety culture
OHS Systems Simplification
Leadership Skills and Knowledge
Leadership Commitment and Accountability

Industry Influence and Improvement

System Simplification
Feedback from Management & Projects

Tell me

What I have to do

When I have to do it

What Standard to
have to do it to

How often do I have

to do it

System Simplification
MD / Deputy MD

General Manager

Operations Manager

Project Manager

Engineer

Project Admin

Estimator

Superintendent

Daily

JHG-2-008 Managing
Subcontractor Safety
JHG-2-005-3 Performance
Rating of Subcontractors

For every
subcontractor
package

JHG-2-008 Managing
Subcontractor Safety
JHG-2-005-3 Performance
Rating of Subcontractors
JHG-2-004-1 Letting of
subcontracts / supply packages

For every tender

received
/submitted

JHG-2-004-1 Letting of
subcontracts / supply packages
JHG-2-008 Managing
Subcontractor Safety
JHG-2-005-3 Performance
Rating of Subcontractors

Monthly

JHG-2-008 Managing
Subcontractor Safety
JHG-2-005-3 Performance
Rating of Subcontractors
JHG-2-030-1 Inspection, Testing
& Surveillance

S S

Monitor & evaluate OH&S

performance of subcontractors
P

Minimum Task
Applicable Procedure
Timing

Carry out a formal OH&S related

review of Tender documents
P

26

Identify & include suitable OH&S

requirements into Subcontractor
packages

25

Supervisor

Monitor subcontractor activities

S

24

Safety Manager

Safety Advisor

Commercial Manager

HR Coordinator

P=
Direct
responsibility for leading or
performing the task.
S=
Provides
assistance and support to the person
directly performing the task.

Occupational Health and Safety Accountability and Responsibility Matrix

Leading Hand

Activity Number
23

Activity Description
LEGEND

Ownership of Safety Through

Skills & Knowledge
Ensure people understand:
How?
Why?
When?
The expected outcomes?

Provide skill and behavioural competencies

Program structure,
attendance, and
module durations
matrix

Managing Director
General Manager
Operations Manager
Project/Workplace Managers
Safety Manager
Safety Advisor/Coordinator
Precontracts / Commercial Mgr
HR Coordinator
Estimator
Superintendent / Site Mgr
Engineers
Supervisor
Leading hand
Project Administrator
?

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1
Course Attendance - Duration in days
1
1
1
1
.5
.5
1
1

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Developing & ImplementingOH&S

Strategies

1
1

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4
6
8
11.5
16
16
7
4.5
6
12.5
12
10.5
10
5.5

Achieve Statements of Attainment

for each Training Module

Achieve Certificate IV in Safety

Leadership - Construction

Total Attendance Days

Participating in Safety Committees

Developing Safety Management

Systems

Company Safety Standards

Presentation Skills

Workers Comp & Rehab Case Mgt

Workers Comp & Rehab Coordination

Sub Contractor Management

System & Compliance Audits

Audit, Observation and Inspection

Incident Investigation - Complex

Incident Investigation - Basic

Facilitating Complex Activity Risk

Assessments

Facilitating Task Risk Assessments

Safety & Risk Leadership (Prerequisite to attending other Modules)

Certificate IV Safety Leadership - Construction

1
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Safety and Risk Leadership - The

Foundation Module of PSEP
Three day module with a heavy focus on leadership, communication
& influencing skills and techniques for answering the John Holland
Group six powerful questions:
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?
How do I know that these controls are actually in place?

How do I know that these controls are effective in managing risks?

Is It Working?
Workers Compensation Claims > 1 week off work
per 1000 employees

Incidence Rate

35
30
25
20
15
10
5
0
2003-04

2004-05

2005-06

2006-07

2007-08*

Financial Year
* figures to 31 Dec 07

JH

Construction Industry

Australia

Is It Working?
TRIFR

LTIFR

2003 30.8
2004 28.3
2005 25.6
2006 21.5
2007 22.0

2003 4.5
2004 5.5
2005 3.9
2006 3.0
2007 2.2

Survey findings & PSEP feedback getting more positive

and being integrated into audit & awareness programs
Workers Comp Avg Claims costs have dropped by over
two thirds
Claims numbers have dropped by 60%

Some Observations on Culture

the commitment to safety has to come
from the top, and it must be a visible
commitment
rewards and consequences
leadership behaviours matter more than
words, policies or procedures

Consequences
During the Silesian Campaign, Frederick the Great was going the
rounds of his camp after lights out. Observing the glimmer of a
taper coming from a tent, he found Captain Zietern engaged in
sealing a letter. The culprit fell on his knees and begged for
forgiveness. Take a seat, said Frederick, and add a few words to
what you have already written. Captain Zietern obeyed, and wrote
at the dictation of the hero of Prussian history, Tomorrow I die on
the scaffold.
Quoted in Sir Ian Hamilton The Soul and Body of an Army 1921

Consequences
if youre serious about safety, then its not
negotiable
some managers wont; some managers
cant
if you tolerate either, you wont get to No
Harm
execution vs training

Organisation Man
evolved over last 300 years
enhanced sensory capability
detects differences between espoused values
and genuine values
generally unspoken

survival is more likely if actions are in

accordance with leaderships real priorities

Conditions for Success

a robust system
risk identification and mitigation

firm, uncompromising leadership

set the expectations

consequences
cant vs wont

actions must follow espoused values

homo corporatus