laing o’rourke safety journey · 2018. 11. 23. · january 2013 - leadership group shaped...

© L

ain

g O

’Rourk

e 2

017, all

rights

rese

rved.

LAING O’ROURKE SAFETY JOURNEY

© L

ain

g O

’Rourk

e 2

017, all

rights

rese

rved.

THREE HORIZONS OF SAFETY

2003

2010

2014

© L

ain

g O

’Rourk

e 2

017, all

rights

rese

rved.

WHERE IT STARTED – BAA HEATHROW T5

© L

ain

g O

’Rourk

e 2

017, all

rights

rese

rved.

© L

ain

g O

’Rourk

e 2

017, all

rights

rese

rved.

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.

© L

ain

g O

’Rourk

e 2

017, all

rights

rese

rved.

SAFETY PERFORMANCE

© L

ain

g O

’Rourk

e 2

017, all

rights

rese

rved.

FAT MAN ANALOGY

© L

ain

g O

’Rourk

e 2

017, all

rights

rese

rved.

3 year anniversary and DIFR of 3 for the Australia hub

© L

ain

g O

’Rourk

e 2

017, all

rights

rese

rved.

WHY WAS MISSION ZERO SO SUCCESSFUL

© L

ain

g O

’Rourk

e 2

017, all

rights

rese

rved.

2014 INTRODUCED MZ NEXT GEAR

© L

ain

g O

’Rourk

e 2

017, all

rights

rese

rved.

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.

© L

ain

g O

’Rourk

e 2

017, all

rights

rese

rved.

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)

© L

ain

g O

’Rourk

e 2

017, all

rights

rese

rved.

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

© L

ain

g O

’Rourk

e 2

017, all

rights

rese

rved.

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

© L

ain

g O

’Rourk

e 2

017, all

rights

rese

rved.

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

© L

ain

g O

’Rourk

e 2

017, all

rights

rese

rved.

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)

© L

ain

g O

’Rourk

e 2

017, all

rights

rese

rved.

WHY NEXT GEAR

© L

ain

g O

’Rourk

e 2

017, all

rights

rese

rved.

NEXTGEARSMS.COM

© L

ain

g O

’Rourk

e 2

017, all

rights

rese

rved.

THE PROCESS

Objective

• Simplify the system

• Remove duplication & unnecessary bureaucracy

• Embed Next Gear principles and tactics

• Enable productive safer outcomes

© L

ain

g O

’Rourk

e 2

017, all

rights

rese

rved.

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

© L

ain

g O

’Rourk

e 2

017, all

rights

rese

rved.

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

© L

ain

g O

’Rourk

e 2

017, all

rights

rese

rved.

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

© L

ain

g O

’Rourk

e 2

017, all

rights

rese

rved.

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

© L

ain

g O

’Rourk

e 2

017, all

rights

rese

rved.

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?

laing o’rourke safety journey · 2018. 11. 23. · january 2013 - leadership group shaped...

Documents