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LEADING SAFETY (Leading Change)
Presented By:Craig Damos, CEO & President
THE WEITZ COMPANYDes Moines, Iowa
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Elevating Safety Performance Shared Learning Beyond Safety Programs, Tools and ChecklistsChange Our Thinking; Change Our CultureLeaders Need to Lead
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General Contractor153 Years Old16 Locations Florida to Guam3,200 Employees Hourly & Salary2008 (est.) Volume $1.6 billion Employee Owned 365 ShareholdersOverview of The Weitz Company
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In March 2005, The Weitz Company Won the Following Safety Awards:National AGC Safety Award (>1 million hrs.); and National AGC Grand Award all GCs Safety Pride & Performance
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Safety Performance - Stats2008 calculations are current through August 31, 2008.
YearHoursTRIRLTIRDART$ / HR20042,985,8054.81.53.5$0.3120053,741,5324.80.63.1$0.2820064,291,5533.60.52.2$0.1020074,841,3633.30.31.8$0.1820085,653,2053.30.41.8$0.15
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2008 calculations are current through August 31,2008.
DATA
Manhours# of Lost Time Cases# of Restricted Duty Cases# of Medical Only CasesTRIRLTIRDART RateTotal # of Recordable Incidents
20085,653,2051141403.30.41.892
20074,841,363736373.30.31.880
20064,291,5531137293.60.52.277
20053,741,5321247314.80.63.290
20042,985,8052230204.81.53.572
20032,678,6431229426.20.93.183
20022,625,9281029194.40.83.058
Weitz EMRIndustry Average
20080.511.00
20070.641.00
20060.691.00
20050.581.00
20040.581.00
20030.591.00
20020.551.00
LTIR - DART Rate
0.38915977751.8396644028
0.28917476341.7763592608
0.51263493662.2369524505
0.64144847623.1537883412
1.47363943733.4831477608
0.89597605953.0612515367
0.76163550562.9703784719
LTIR
DART Rate
THE WEITZ COMPANY LTIR/DART Rate
EMR History
0.511
0.641
0.691
0.581
0.581
0.591
0.551
Weitz EMR
Industry Average
THE WEITZ COMPANY EMR History
Stat History
YearHours WorkedTRIRLTIRDART Rate# of Recordable Incidents
20085,653,2053.30.41.892
20074,841,3633.30.31.880
20064,291,5533.60.52.277
20053,741,5324.80.63.290
20042,985,8054.81.53.572
20032,678,6436.20.93.183
20022,625,9284.40.83.058
Sheet3
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2008 calculations are current through August 31,2008.
DATA
Manhours# of Lost Time Cases# of Restricted Duty Cases# of Medical Only CasesTRIRLTIRDART RateTotal # of Recordable Incidents
20085,653,2051141403.250.391.8492
20074,841,363736373.300.291.7880
20064,291,5531137293.590.512.2477
20053,741,5321247314.810.643.1590
20042,985,8052230204.821.473.4872
20032,678,6431229426.200.903.0683
20022,625,9281029194.420.762.9758
Weitz EMRIndustry Average
20080.511.00
20070.641.00
20060.691.00
20050.581.00
20040.581.00
20030.591.00
20020.551.00
LTIR - DART Rate
0.38915977751.8396644028
0.28917476341.7763592608
0.51263493662.2369524505
0.64144847623.1537883412
1.47363943733.4831477608
0.89597605953.0612515367
0.76163550562.9703784719
LTIR
DART Rate
THE WEITZ COMPANY LTIR/DART Rate
EMR History
0.511
0.641
0.691
0.581
0.581
0.591
0.551
Weitz EMR
Industry Average
THE WEITZ COMPANY EMR History
Stat History
YearHours WorkedTRIRLTIRDART Rate# of Recordable Incidents
20085,653,2053.250.391.8492
20074,841,3633.300.291.7880
20064,291,5533.590.512.2477
20053,741,5324.810.643.1590
20042,985,8054.821.473.4872
20032,678,6436.200.903.0683
20022,625,9284.420.762.9758
Sheet3
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Weitz Jobsite-Related Fatalities:12/04 electrical sub - electrocution06/05 employee - trench collapse09/05 plumbing sub - head injury02/06 electrical sub - electrocution08/06 flooring sub - electrocution11/06 electrical sub - electrocution08/07 steel erection sub - fallIrony Beyond Awards and Statistics
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RolesVisionaryStrategic ThinkerChange AgentCheerleaderResponsibilitiesBuild Our PeopleBuild The BusinessThe Weitz Company CEO Roles and Responsibilities
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RolesSafety VisionaryStrategic ThinkerSafety Change AgentSafety CheerleaderResponsibilitiesSafety LeaderCoalition Builder Leaders from all levels of the Company engage field and management
CEO Safety Roles and Responsibilities
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June 2006 September 2007Walked 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?Getting a Pulse on the Organization
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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.Getting a Pulse (cont.)
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ParadigmsSafety Less Important than Profit and ScheduleLow-Bid Sub Is Low-Cost SubSubcontractor Safety Performanceno control; not our employee Accountability Is a StickSafetys an Additional Cost
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DilemmaUnanimous - All the Tools and Programs;Safety Statistics Are Sound;We Were Good, but not Great; andSerious Incidents Still Occurring on Our Jobsites.Now What????
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Weitz Senior Leadership Time to Step Up! Recognize the Need to Change.Break the Paradigms.Focus on Culture.Elevating Safety Performance
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September 2006 All Hands Huddle 80 Members of Our Senior ManagementProgram Content and Goal:Create a commitment to changeWeitz Senior Management Safety Boot Camps
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Why the Need to Change?Reviewed each jobsite death in detailReviewed the human impact and aspectsUnanimous Agreement that a Strong Case Was Established to Change.Change Management Business Case for Change
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Safety VisionSerious incidents and deaths are eliminated from our jobsites.Comfortable with a family member working on any Weitz project.Change Management Safety Vision
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Change Management Safety StrategiesElevate Project Site High Hazard AwarenessBeyond hard hats and safety glassesElevate pre-construction safety planning.Get subs involved early!!Elevate daily/weekly construction site planning.
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Enhance Project Site SupervisionProject site is our responsibility.Supervisory staff are properly trained.Project engineers get out of the trailer.Safety becomes everyones responsibility.Change Management Safety Strategies
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Begin to Humanize Safety Play to Our StrengthsWe careTWC familyThe need to keep each other safeChange Management Safety Strategies
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*Change Management Safety Strategies
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*Change Management Safety Strategies
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Elevate Subcontractor Safety PerformanceBetter subcontractor selection Set safety expectations up frontLean Construction Continuous ImprovementLast Planner eliminate schedule chaos!
Change Management Safety Strategies
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Subcontractor Buy-In/InvolvementCEO and Corporate Safety Director meeting with subsEmbrace subs expertise; make sub part of the solution.Become egoless.Electrical we have much to learn! Get subs involved early.Lead by example.Change Management Safety Strategies
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Change Management Process AccountabilitySr. Leadership Safety CommitteeKey decisions:Serious safety violations (3)Project site supervisionSub safety prequalification processSafe driving guidelinesCell phone/text messaging while drivingPost-offer pre-employment screensAll self-perform work (union and non-union)
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Near Miss, Recordable, Lost Time Reviews How it happened CEO Follow-Up Lost Time Incidents
Change Management Process Accountability
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Business Unit Safety CommitteeOpportunity leverage field leadershipProvide solutions/lead changeDetermines disciplinary action
Change Management Process Accountability
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Safety RecognitionBUs > 1 million hrs. w/o lost time (4 of 10)Safety Recognition AwardRole Profile safety performance/ evaluationChange Management Process Accountability
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Weitz Leadership Development ProgramGoal:Build Quality Leaders; Build the BenchLogistics Focus To Expand:Leadership capabilitiesChange management Financial and risk acumenPost-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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Goal: Create a culture of excellenceA Standard of High PerformanceStrategic initiatives Supported by processes, systems and talented buildersDedicated resources committed to Quality and Excellence Overlap with Safety a Leap?Quality Another Arrow in the Quiver
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Commonality Quality and SafetyA quality project is typically a safe project!!Similar Attributes (Quality and Safety)VisionCommitment (to high performance)Sound leadershipTeam playEffective communication Sound planning (throughout the project) Engaged employees (right attitude)Properly trained staffSupporting process and systems
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A culture that creates a high performance standard for quality . . .
Will have a direct and significant positive impact on safety!!Connect the Dots Quality and Safety
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Weitz CommitmentPlacing Our Bet To eliminate serious incidents and deaths (long-term):Quality LeadershipLeading ChangeUltimately Imbedding a Culture of Excellence
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Vision The End GameElimination of Serious Incidents and DeathsIt will be an arduous journey . . . . The Weitz Company will get there.We will do whatever it takes!
