Visible Participation of Corporate Leaders in the Safety Process

1
Visible Participationof Corporate Leaders in the
Safety Process

• Don Greenland, COO, Nabholz Construction
• ACIG Safety/Claims Management Workshop
• April 12, 2007, Dallas, Texas

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Nabholz Visible Participation Approach
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Nabholz Visible Participation Approach

• LEADERSHIP
• Know the way
• Show the way
• Go the way
• ENGAGEMENT
• Effectively communicating with entire team
• Listening and useful feedback
• Active commitment/involvement of the team
• SUPPORT
• Necessary tools, training, and resources
• Removing obstacles and bureaucracy
• Continuous improvement value checks

4
Nabholz Complexity Challenges

• One big company (sum of many parts)
• 25 business units located in AR, OK, MO, KS
• 900 Employees (600 craftsmen), Merit Shop
• Licensed in 30 states
• Over 6,000 projects per year
• Total Package diversity of services markets

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Nabholz Total Package

• Nabholz Construction (6) General Contractor/CM
• Conark Builders (1) Pre-engineered Structures
• Nabholz Client Service (8) Small Special
  Projects
• Nabholz Industrial Services (2) Millwright
  Process
• Diamond Millwork (2) Custom Casework
• Northwest Excavation (1) Earthwork Utilities
• Matrix Concrete Structures (1) Concrete
  Services
• Progressive Solutions (1) Industrial Equipment
  Sales
• Nabholz Cranes Rigging (3) Equipment Rental

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Nabholz Operational Structure
Council
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Council Visible Participation

• Council the ultimate safety committee
• Council Members the ultimate safety officers
• Safety Risk Management 1st every meeting
• Zero Incident Philosophy performance
• Investigations Near Miss Learning
• Value checks of processes systems
• Project Lifesaver action plan management
• Same model with 3 Division Management Teams

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Council Member Visible Participation

• Project/Business Unit Team Safety Goal
  Celebrations
• Semiannual Engaging Employees World Tours
• Attempt to touch every employee
• Multiple stops at jobsites, shops, offices
• Safety performance, heart head message
• Listening, periodic surveys, one-on-one time
• Incident investigation teams
• Policies apply to executives (i.e. vehicles
  drivers)
• Culture of MBWA

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Strategic Bus. Management System

• Group visioning sessions with Exec. Committee
• Guest participants in Council strategic planning
• Council Member Advocates for
• Strategic Initiative Teams (i.e. BBS, Sub Safety)
• Roundtables (i.e. Safety Practices)
• Task Forces (i.e. Employment Practices)
• Quarterly Council SBMS Retreats w/Champions

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Council Member Teachers Coaches

• New Employee Orientation (A/V at this time)
• Project Management Fast-Start Academies
• Superintendent Development Program
• Boot Camps for new/promoted managers/supervisors
• Leadership Nabholz sessions