Case Study: ISA 360
Budget: O&M budget of $110M annually
Location: HO & regionally dispersed, total of 19 sites
Employees: 400 employees
In 2017, Company A’s goal was to transform their safety culture and performance driven by a strong belief that 'Zero Harm' was possible. However, safety performance had plateaued meaning that employees and contractors were being injured at work.
The leadership team were unsure what levers for change would achieve the desired outcome.
Leadership teams undertook group coaching on their commitments, challenged each other to find more integral approaches to issues and connected across the business.
Group coaching with the Safety Team and Safety Reps.
Safety Culture Optimisation Groups (SCOGS) where formed to bring people from across the organisation and different levels together to work on a challenge that helped to shift safety culture.
Annual Safety Summit was utilised to increase understanding of, and commitment to the desired culture (Integral).
Commitment to increasing leadership capability by assessing individual capability and levers for transformation.
This identified that the current culture was a Reacting and Conforming culture and characterised by:
Avoidance of difficult conversations and tolerance of poor/under performance.
Sub-optimal management meetings and similar forums where open and constructive conversations were limited (e.g. ‘fear’ of being shot down).
Leaders feeling like they had to “fight the system” (policies, practices etc).
Learned helplessness in leaders and the workforce.
Achieved Despite Blockers:
Like most organisations, Company A experienced a number of challenges that threatened the success of the STP. These achievements occurred despite the following challenges:
- Multiple strategic priorities
- External pressures on performance expectations
- Significant organisational restructure
- Changes amongst leadership groups – in particular a change in CEO and entirely new senior leadership team