LEADING SAFETY Leading Change

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LEADING SAFETY (Leading Change)

• Presented By
• Craig Damos, CEO President
• THE WEITZ COMPANY
• Des Moines, Iowa

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Elevating Safety Performance Shared Learning

• Beyond Safety Programs, Tools and Checklists
• Change Our Thinking Change Our Culture
• Leaders Need to Lead

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Overview of The Weitz Company

• General Contractor
• 153 Years Old
• 16 Locations Florida to Guam
• 3,200 Employees Hourly Salary
• 2008 (est.) Volume 1.6 billion
• Employee Owned 365 Shareholders

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Safety Pride Performance

• In March 2005, The Weitz Company Won the
  Following Safety Awards
• National AGC Safety Award (gt1 million hrs.) and
  
• National AGC Grand Award all GCs

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Safety Performance - Stats
2008 calculations are current through August 31,
2008.
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2008 calculations are current through August
31,2008.
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2008 calculations are current through August
31,2008.
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Irony Beyond Awards and Statistics

• Weitz Jobsite-Related Fatalities
• 12/04 electrical sub - electrocution
• 06/05 employee - trench collapse
• 09/05 plumbing sub - head injury
• 02/06 electrical sub - electrocution
• 08/06 flooring sub - electrocution
• 11/06 electrical sub - electrocution
• 08/07 steel erection sub - fall

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The Weitz Company CEO Roles and Responsibilities

• Roles
• Visionary
• Strategic Thinker
• Change Agent
• Cheerleader
• Responsibilities
• Build Our People
• Build The Business

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CEO Safety Roles and Responsibilities

• Roles
• Safety Visionary
• Strategic Thinker
• Safety Change Agent
• Safety Cheerleader
• Responsibilities
• Safety Leader
• Coalition Builder
• Leaders from all levels of the Company
• engage field and management

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Getting a Pulse on the Organization

• June 2006 September 2007
• Walked 80 jobsites.
• Key questions
• Do we have the programs and tools to keep people
  on our jobsites safe?
• How can we improve our safety performance?

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Getting a Pulse (cont.)

• What I Heard, Observed and Learned
• We are good at safety not great.
• Subcontractor performance is a key issue.
• We need to elevate safety awareness.
• Collaboration with and buy-in by the field is
  critical.

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Paradigms

• Safety Less Important than Profit and Schedule
• Low-Bid Sub Is Low-Cost Sub
• Subcontractor Safety Performance
• no control not our employee
• Accountability Is a Stick
• Safetys an Additional Cost

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Dilemma

• Unanimous - All the Tools and Programs
• Safety Statistics Are Sound
• We Were Good, but not Great and
• Serious Incidents Still Occurring on Our
  Jobsites.
• Now What????

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Elevating Safety Performance

• Weitz Senior Leadership Time to Step Up!
• Recognize the Need to Change.
• Break the Paradigms.
• Focus on Culture.

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Weitz Senior Management Safety Boot Camps

• September 2006 All Hands Huddle
• 80 Members of Our Senior Management
• Program Content and Goal
• Create a commitment to change

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Change Management Business Case for Change

• Why the Need to Change?
• Reviewed each jobsite death in detail
• Reviewed the human impact and aspects
• Unanimous Agreement that a Strong Case Was
  Established to Change.

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Change Management Safety Vision

• Safety Vision
• Serious incidents and deaths are eliminated from
  our jobsites.
• Comfortable with a family member working on any
  Weitz project.

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Change Management Safety Strategies

• Elevate Project Site High Hazard Awareness
• Beyond hard hats and safety glasses
• Elevate pre-construction safety planning.
• Get subs involved early!!
• Elevate daily/weekly construction site planning.

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Change Management Safety Strategies

• Enhance Project Site Supervision
• Project site is our responsibility.
• Supervisory staff are properly trained.
• Project engineers get out of the trailer.
• Safety becomes everyones responsibility.

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Change Management Safety Strategies

• Begin to Humanize Safety Play to Our Strengths
• We care
• TWC family
• The need to keep each other safe

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Change Management Safety Strategies
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Change Management Safety Strategies
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Change Management Safety Strategies

• Elevate Subcontractor Safety Performance
• Better subcontractor selection
• Set safety expectations up front
• Lean Construction Continuous Improvement
• Last Planner eliminate schedule chaos!

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Change Management Safety Strategies

• Subcontractor Buy-In/Involvement
• CEO and Corporate Safety Director meeting with
  subs
• Embrace subs expertise make sub part of the
  solution.
• Become egoless.
• Electrical we have much to learn!
• Get subs involved early.
• Lead by example.

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Change Management Process Accountability

• Sr. Leadership Safety Committee
• Key decisions
• Serious safety violations (3)
• Project site supervision
• Sub safety prequalification process
• Safe driving guidelines
• Cell phone/text messaging while driving
• Post-offer pre-employment screens
• All self-perform work (union and non-union)

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Change Management Process Accountability

• Near Miss, Recordable, Lost Time Reviews
• How it happened
• CEO Follow-Up Lost Time Incidents

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Change Management Process Accountability

• Business Unit Safety Committee
• Opportunity leverage field leadership
• Provide solutions/lead change
• Determines disciplinary action

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Change Management Process Accountability

• Safety Recognition
• BUs gt 1 million hrs. w/o lost time (4 of 10)
• Safety Recognition Award
• Role Profile safety performance/ evaluation

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Weitz Leadership Development Program

• Goal Build Quality Leaders Build the Bench
• Logistics
• Focus To Expand
• Leadership capabilities
• Change management
• Financial and risk acumen
• Post-Program Development Ongoing

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Enough?

• If we stopped here would it be enough to get
  us to our Vision?
• Tactical not enough to imbed into the culture.

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Quality Another Arrow in the Quiver

• Goal Create a culture of excellence
• A Standard of High Performance
• Strategic initiatives
• Supported by processes, systems and talented
  builders
• Dedicated resources committed to Quality and
  Excellence
• Overlap with Safety a Leap?

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Commonality Quality and Safety

• A quality project is typically a safe project!!
• Similar Attributes (Quality and Safety)
• Vision
• Commitment (to high performance)
• Sound leadership
• Team play
• Effective communication
• Sound planning (throughout the project)
• Engaged employees (right attitude)
• Properly trained staff
• Supporting process and systems

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Connect the Dots Quality and Safety

• A culture that creates a high performance
  standard for quality . . .
• Will have a direct and significant positive
  impact on safety!!

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Weitz CommitmentPlacing Our Bet

• To eliminate serious incidents and deaths
  (long-term)
• Quality Leadership
• Leading Change
• Ultimately Imbedding a Culture of Excellence

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Vision The End Game
Elimination of Serious Incidents and Deaths It
will be an arduous journey . . . . The Weitz
Company will get there. We will do whatever it
takes!