ZeroBULLETIN - John Sisk and Son

Zero
Bulletin
Highlights of the Building Excellence safety conference in Dublin 19th October 2010
BUILDING EXCELLENCE 2010
Highlights of Group CEO
Liam Nagle’s opening address
A fitting venue that was kindly provided by the
Centre Management as a compliment to Sisk and
to the team who managed the CCD’s construction
and completion.
Liam Nagle, the SISK Group CEO opened the meeting
with a warm welcome to all that included colleagues
from Ireland the UK, Poland and UAE businesses.
Liam began by giving an overview of each of the
Group companies performance.
He explained that 2009 had been a difficult year
for construction, that healthcare had shown strong
performance and in most cases, group companies
had out-performed their competitors.
Following this overview, Liam then focused on the
Construction businesses with news from Paul Wilson,
Managing Director of John Sisk & Son UK, Paul Hackett,
Managing Director of John Sisk & Son Middle East and
Tom Costello, Managing Director of John Sisk & Son
Ireland whom he interviewed in turn.
“Even against the economic
downturn the Group made a
PBT of € 12.3m on a turnover
of €1.051billion last year”
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Next came the future strategy for Construction,
suggesting that being the very best at everything
we do will provide us with more than our fair share of
business in each market. He then introduced two key
areas of focus that are fundamental to the continued
success of Construction.
Raising the bar on health and safety. Managing
projects to completion, defect free and snag free.
He stressed the need for a step change, explained
that the company had undertaken to achieve Zero
Incidents. Zero Injuries in its determination to improve
safety. And in the pursuit of quality, is introducing an
equally determined initiative designed to achieve Zero
Defects. Zero Snags at PC.
Key insights from Liams opening address:
“As we internationalise the
business we are increasing the risk
profile for the Group. We cannot
do business in a foreign country
with new partners in the same way
as we do in Ireland and the U.K.
where we have operated for 150
and 25 years respectively.”
“In the current economic climate
we have to leverage the strength
of the Group, we can no longer
be introspective and look at our
individual businesses sectors or
geographies. We can only afford
to learn new things once then
deploy current best practice from
wherever it originates into our
global operation.”
“Change is inevitable and
constant. We all have a choice.
We can embrace change, help
to shape it, improve the company
and develop our own personal
skill and knowledge, OR we can
ignore change, in which case it
will roll right over us. The choice
is yours.”
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BUILDING EXCELLENCE 2010
A review of
our businesses
Highlights of the conversations.
UAE: We’ve made a great start and have won two
projects, the Masfout General Hospital and the Oasis
Hospital in Al Ain, Abu Dhabi.
There is enormous potential in the region, in Saudi
Arabia, Abu Dhabi. I see our business in the region
growing to the size of the Irish market in the next
five years.
But it is also a region where health and safety standards
vary enormously – there were five fatalities in a single
week at a vast site in Saudi Arabia. We are determined
to set the highest standards and we will only take
on projects where we believe we can deliver
those standards.
Masfout General Hospital, UAE
Oasis Hospital Al Ain, UAE
Athletes Village, UK
Grand Pier, Weston Super Mare
Aviva Stadium, Ireland
Limerick Tunnel, Ireland
Paul Sullivan seals the deal, Poland
A1 Motorway, Poland
UK: The UK market has held up relatively well and
is worth over £100 billion so there is real growth
potential. We are sharing knowledge, skills and
people with Ireland, particularly in Major Projects
and Industrial process.
This is already proving successful and we are working
on power stations in Pembroke and Runcorn, a project
at the Athlete’s Village and a significant development
in Bristol at Finzels Reach , all are projects we would not
have won without the co operation across the Group ,
leveraging our collective experience and skills.
Ireland: We recently completed several landmark
projects including the Aviva Stadium, this great
Conference Centre, Microsoft’s data centre and
the Limerick Tunnel. I am immensely proud of the
standards of Quality and Safety achieved on those
major projects.
The Irish market has had a very tough couple of years
but I am confident that the worst is behind us. We
have already won well over €300m of new business
his year and our business in Northern Ireland is
growing well.
And in Poland, we have won our first major civils project
to build 94 km of the A1.
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BUILDING EXCELLENCE 2010
“I am blessed to have three children, we spend seven days of
every week ensuring they are safe and not exposed to any risk.
You are all someone’s child; all of our employees and those who
work with us is someone’s child. It is unacceptable that we put
other people’s children at risk. The only acceptable conclusion
you can come to is that we must provide a work environment
that delivers Zero Injuries. Zero Incidents.”
Liam’s powerful summary of what we have to do to be the best that we can be, left the audience
with no doubts about the significance of the undertaking that the company is making to raise the bar.
His re-emphasis of what it means to re-think the way that we manage and behave towards working safely
and to the way that we deliver on quality were driven home.
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BUILDING EXCELLENCE 2010
Implementing Zero
Tom Costello | Managing Director John Sisk & Son Ltd Ireland
The title for our conference today – ‘Building
Excellence’ sets out a challenge for the Company and
for all of us. You were invited here today to look to the
future and help plan the journey. Believe me, there is a
future – it’s a future of Building Excellence.
Sisk are unbeatable at project delivery. It’s in our
DNA. It’s a fantastic attribute of the Company. But we
must question ourselves – ‘Is it always of an admirable
quality?’ ‘Are we dedicated to delivery of buildings of
the highest quality – without defects?’
Construction is a cyclical business – three recessions
and an amazing boom in the past 30 years. Whether
boom or recession, our approach must be on a path of
continuous improvement.
We have all had the wonderful experience of sitting
into a new car – that unique smell and no snag list!
Well, that’s the experience our clients should be
getting when they buy a Sisk building.
Over the past few months, SISK Group and all the
operating companies have been working on our
strategy for 2010 to 2015. Fundamental to our strategy
is Excellence – ‘Be the Best’ and ‘Be the best we can
be’ in all areas of service and performance. If we
strive to achieve excellence in Business Development,
Tendering, Project Delivery, Commercial Management,
Minimizing Waste, HSEQ, Customer Relationships,
Innovation, After-Sales Service, then we will win more
than our fair share of business.
Bad habits have become the norm in the
management of quality. It has become acceptable
by all parties, designers, contractors, sub-contractors,
that we accumulate snags as the job progresses. At
practical completion the building is indeed ‘practically
complete’ and we then go on to spend the next 1 or
2 years snagging the building. This involves huge costs,
delay in release of retentions, frustrated clients and
tarnished relationships.
All of us must think ‘How do I play my part’.
In this drive for excellence, Health & Safety and Quality
are particularly client facing. Safety is an important
indicator of how you treat people, your clients, your
partners and your staff. Quality is the legacy we leave
- in 2100, 90 years from now, people will still admire the
quality of our work here in this auditorium in CCD.
About 10 years ago we decided to measure our
safety performance. We have done extremely well to
manage the journey from an AFR of 1.6 to less than 0.2.
Each year we have set a lower target and achieved
it. For many years now the language of multinational
companies has been ‘Towards 0’, ‘Beyond 0’. When
we started the review of our systems some months ago,
we had planned to set an AFR of 0.2 for 2010.
“If we can be the best
we can be then we will
win more than our fair
share of business.”
There is a better way. Set higher expectations of quality
from the start, complete and snag all work packages
as we go and commit to Zero defects at P.C.
This is what our client’s desire. It will differentiate us
from our competitors. It will win work. It just takes belief
and commitment.
I propose the ZERO DEAL to all of you:
“To be part of the future of SISK you must commit to
ZERO. Zero Incidents, Zero Injuries and Zero Defects. You
must learn the language of ZERO and communicate it
to your Clients, colleagues and sub-contractors”
If we all commit to ZERO, we can together look forward
to a bright future for our Company – A Future of
Building Excellence.
Put another way ‘Our target for 2010 is to injure no
more than 30 people’ How crazy is that? And so we
recognised that the only target for accidents is ZERO.
Zero Incidents. Zero Injuries. Right now we can achieve
this on many jobs; we must commit to do it on all jobs in
the future.
We must make a step change in the way we think
about the management of health & safety and
change our behaviour as a result of that step change.
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BUILDING EXCELLENCE 2010
The journey that led to Zero
Brian Keogh | Director John Sisk & Son Ltd Ireland
Brian discusses the need for a change in behaviour
and attitude to the way we currently manage health
and safety.
Over the years we have made great strides with our AFR
achievements. Although despite these successes we
still had some issues. Back in April 2009 at our last safety
conference we decided that we should be working to
achieve no incidents and no injuries. We needed a change
in behaviour; we needed to find a way to achieve that.
It was around that time that we appointed Band London,
a communication company that demonstrated that it had
the experience to help us. They spent some time getting
to know us, sharing our thoughts and our knowledge,
doing their own research. They fed back their findings at a
Directors meeting at the Red Cow.
The findings and the conclusions reached that day set
in train further examination and a series of groups were
convened to consider the various issues that came out of
the Red Cow meeting.
The areas focused on are shown on the Focus Group
slide below.
An elected group leader managed each group. My
group concerned itself with the all-important role of our
supply chain.
doing what we said we were doing, a visit to our project
at Grangecastle, and a day with two of the clients senior
personnel assessing our health and safety and our safety
systems. We are proud to say that we won that project but
went through an exact same process to win the Fullabrook
wind farm project.
Are we ensuring that our supply chain shares the same
standards with us? NO. We have an approved list of
subcontractors and suppliers. Nobody ever gets off that
list unless they cease trading. That needs to change to be
consistent with our drive.
We also introduced some quick wins.
The 30-minute rule that requires every accident or incident
be reported to the most senior management within 30
minutes of its occurrence. It has made a huge impact
on awareness, knowing that an incident will be instantly
reported right through to the main board of the company,
Managing Director and Chairman.
We also introduced the Minimum Expectations document
that sets out the requirements expected of every
person who enters a Sisk site. And we have overhauled
our inductions to be less ‘white noise’ as one observer
described them, much more interactive and engaging. We
have also reviewed the way that we manage and improve
on our quality. But more of that later on in this bulletin.
Over the last months the groups have pooled their findings
and conclusions.
The results of the groups’ work and the various findings
have led to the changes that are being discussed and
introduced to you today.
While all this work was progressing, we also had to manage
the changing demands of the market place. The reality
that clients simply don’t want to know about low accident
rates, they want to hear about Zero tolerance. But Zero
tolerance does not necessarily mean that you have zero
accidents. It means that you are doing everything in your
power to create a culture and an environment that is safe.
Will not tolerate a breach of safety of any description no
matter how small.
Rathcahill wind farm was a classic example of the rigorous
way clients go about identifying whether you are up to that
standard. A comprehensive journey that eventually led to
us being awarded the project, most of the initial interview
rested on health and safety. To ensure that we were
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BUILDING EXCELLENCE 2010
The summary at the coffee break
On the Group performance 2009:
Construction overview:
Sisk Group Strategy:
Five year strategy:
•Overall the Group traded well in
extremely challenging times
•Successful delivery of Major Projects
and Major Projects Initiative
•Be the best at what we do
•60%of revenue outside of Ireland
•2009 a difficult year for construction
•Group co-operation
•50% of employees based outside of Ireland
•UK £100bn potential market opportunity
•Strong healthcare performance
•60% of operating profit non construction
•Redeployment of our people to new geographies
•Win more than our fair share in every market and sector
•Outperformed competition in most businesses
•Awarded and begun a Civils contract for 94km
of the A1 in Poland
•Continue to diversify, maintain high quality profit streams
Our management of health and safety
•Established and won first job in UAE
•Internationalise our business but manage the increased risk
•Despite economic pressure, delivered €12.3m profit
•Civils operating as an integrated international business
•Be the best we can be in two key areas:
Our delivery of completed quality projects
•Managing risks in a difficult economic climate
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BUILDING EXCELLENCE 2010
“We need Project Leaders who will take
responsibility for all aspects of a project”
Joe McLoughlin | Director and group leader
We decided to change the role of managing a
project from the triumvirate style to a single Project
Leader, from managing one dimension of a project,
to one encompassing responsibility for all aspects of a
project: safety, environmental, quality, schedule, cost,
knowledge sharing and client relationships.
Left to right:
Joe McLoughlin, Jim Doyle and Tom Costello discuss the challenges for the new Project Leaders.
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BUILDING EXCELLENCE 2010
Key points on the
project leader role
The introduction of on site management through a
single Project Leader came from the results of extensive
analysis of how sites are run currently, and a review of
the current triumvirate way of managing. A method
that in its day achieved significant benefits but led
to no particular person “in charge”. This led to weak
management, often the strongest opinion in the
triumvirate forcing the decision on a particular issue.
Tom: Joe, your group was asked to review how we
manage projects. Where did you start?
Joe McLoughlin: We looked at the triumvirate.
This concept was introduced some years ago to
encourage more dialogue between senior members
of the project team. We found that very often it did
not happen. It was often ineffective and lacked focus.
When three people run a project, there isn’t one
designated leader.
Tom: That’s clearly a problem – what did you do
about it?
Joe McLoughlin: We decided to change the role
from managing one dimension of a project, (delivery
to schedule) to one encompassing responsibility
for all aspects of a project: safety, environmental,
quality, schedule, cost, knowledge sharing and client
relationships. And we have expanded the scope of
the Commercial Plan to become the Project Execution
Plan. We also re-defined an existing role - creating
Project Leader.
The Project Leaders will identify key responsibilities
and package owners who will take ownership for
the management and delivery of a package to the
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Inconsistent and often not good decision making
for the project. The move to a single point manager,
skilled, coming from any discipline but demonstrating
the skills to manage and take leadership will be a key
asset in the drive to move the business from good to
great, achieve a step change in the way we
manage projects.
The triumvirate system will change in favour of
Project Leaders
Identifies key responsibilities and package owners
Project Leader skills will be supplied by training
The Project Execution Plan (PEP)
A guide to The Project Execution Plan
Project Leader and PEP Summary
highest standards of quality as the project progresses.
Not at the end of the project as is currently quite often
the case.
Tom: Does every manager become a Project Leader?
Joe McLoughlin: No it’s not an automatic transition. It’s
going to be difficult for people – they will need to have
technical skills but a set of softer skills too but we will
support and train people.
Tom: Key to managing risk is knowledge management
which is one of the core principles of the PEP. Can you
tell us more about that?
Jim Doyle: We are operating in a challenging,
competitive market and knowledge sharing is vital to
give us the edge. Our competitive edge is built on
the knowledge that our teams have. But, in the past
we have not captured all the great skills, processes
and key learning’s we have. We can’t afford to lose
that vital knowledge. There’s a far greater level of
risk as well and if we are to manage risk we need the
information to correctly minimise it. It’s especially
important when we are putting teams together in new
markets overseas.
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BUILDING EXCELLENCE 2010
Coming to terms with the
possibility of Zero
Some people in our industry think that whatever we do
we will never stop accidents. Others think differently.
They think that to arrive at work with the possibility of
being killed, maimed or injured is wholly unacceptable.
The notion of ‘Zero Incidents. Zero Injuries.’ makes us
open our minds to where we stand. And if we really
think about the apparent impossibility of what the
statement means, we can end up in one of
two places.
We are leaders in the industry but we have an
inconsistent approach to safety - just having Safety
Officers on site is not enough. We need to engage
workers and change behaviour to achieve zero.
Either in denial, because we think that achieving
Zero accidents is impossible. Or, allowing ourselves
to embrace the possibility of what our working lives
would be like if we had ‘Zero Incidents. Zero Injuries.’
How would a site look? What would the behaviour
on site be like? Would we really plan access for traffic
and pedestrians through the same entrance?
Tom Costello discusses the changes with Michael
Barnwell and Tony Sheridan.
Tom: So what did you do?
Tony Sheridan: We wanted to gauge attitudes to how
Safety Officers are seen in the business so we sent out a
questionnaire to Sisk staff and subcontractors.
The Safety Officer is seen as policeman/enforcer. The
job is administrative/paperwork focused and safety is
abdicated to the Safety Officer, not shared. That does
not work so we have re-defined the role:
Tom: Tell us how this initiative will affect the way we
work on sites.
The new role is much more pro-active. A facilitator/
driver for achieving consistent best practice. Motivate
and assist PLs to achieve best practice. Actively assist
in training. But still retain independence in applying
rigorous standards and approach. And to reflect the
changed role, we are going to change the title from
Safety Officer to Safety Manager.
Michael: As part of the Zero initiative, my group
worked with Band London and looked at improving
site logistics, signage, better tidiness and ways to
encourage people to think differently about how
they set up sites, move away from bad practice.
Tom: Have you had a chance to trial it yet?
Tom: I understand that you have also changed the
way people get inducted. What was wrong with the
old induction?
Michael: Planning and total commitment. We have
created what we call a Zero start that Shane and his
team went through before any work was undertaken
on site. This is very objective, considers the surrounding
areas. The routes into the site, how these are signed
to ensure minimal confusion, how the access into
the site will impact on other existing entrances, local
environment and neighbours.
Michael: Yes we have been trialing the new approach
at a number of sites and are particularly advanced
with our new plans on a school project in Tullamore.
Shane Cannon the Contract Manager and his team
have been putting our theory into practice showcasing
the new approach. A new standard that all our sites will
need to achieve in future.
Tom: What was the process you went through to
make it zero?
Tony Sheridan: It was laboured and inconsistentdescribed as ‘white noise’. It had no clear message or
goal and wasn’t engaging.
The new induction is no longer than 40 minutes. The
first part is site specific and the second part deals with
Zero and challenges and engages the inductee, works
on behaviour and attitude, what it really takes to work
to Zero. Because of this, these new inductions will only
be delivered by trained and experienced Sisk people.
We’ve produced a short film for the induction that
helps open up the dialogue about Zero.
We have worked with Band London to establish
a whole new concept in signage, hoardings and
a mandatory methodology that ensures that the
entrance is clearly identified, the styling consistent,
people and plant segregated so that our staff can
get to their accommodation safely. The surrounding
environment is considered and protected. The site set
up is minimal, clean, tidy with walkways concreted not
covered in mud. The overall consistency of cleanliness
and approach sends out a very clear message to all
who work there, the way people work safer, tidier and
be more professional.
Tom: How will you ensure that everyone is up to speed
with Zero philosophy?
Tony Sheridan: Through Zero workshops for all staff.
Training for safety staff to enable them to perform their
new proactive role. Regional Safety Managers will
participate in a ‘Zero start’, with project teams for new
jobs. This will feed into the Project Execution Plan.
Tom: What impact has this new initiative had on safety
and what did your workgroup look at?
Tony Sheridan: My work group looked at the role of the
Safety Officer, the induction process and how to tailor it
to Zero.
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The image above helps to challenge people about where they
stand on the issue of safety and is used in our new induction to
open up a dialogue, help change attitudes.
Also site teams will get a book that shows what Zero
looks like and how to achieve better and consistent site
presence and signage.
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BUILDING EXCELLENCE 2010
Creating the culture
of Zero on site
The most powerful demonstration of achieving Zero is the
way that it is applied to our sites. An experience that is
already having a beneficial effect on the behaviour of
those who work in these environment. A discipline that is
supported by a mandatory methodology that covers the
look of hoardings, signage, site accommodation, the way
a site is set up to ensure the highest standards, a process
that is established through a Zero start planning meeting.
Implementation will be supported by a new set
of guidelines and workshops to help instill the new
approach. There is also a video available that gives a
sense of Zero on site.
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BUILDING EXCELLENCE 2010
Adding strength to the
Zero message
The new Induction video - Designed to challenge the way we think about working safely
The Zero initiative is designed to achieve a new way of thinking about the way we work safely and the way we
deliver better quality. The best way of getting the message across is through clear, simple communication that
is not plastered all over the place but judiciously placed. These poster messages are strong and to the point. A
specially commissioned induction video provides a powerful message that is designed to provoke a short discussion,
challenging where each inductee stands in relation to the achievement of Zero.
The Zero video from Tullamore. - Gives a clear understanding of how the new site set-up and appearance operates
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BUILDING EXCELLENCE 2010
The Zero Defects approach
to quality control
Tom: What does poor quality cost us?
Tom: And what about our processes?
Frank Quirk: Over €13m on retention and an average
of 17 months to obtain final certificates. But the most
important cost is damage to our reputation.
Joe Byrne: Here’s the virtuous cycle of quality
management – if we follow this, we will achieve Zero
snags at PC.
Tom: So, what do we need to do to get it right?
The engagement right at the start of the architect and
or designer to agree the criteria.
Frank Quirk: We need to be zero snags at PC.
That sounds a tall order, but it’s do-able But to be able
to achieve the goal of zero at PC we have to change
the way we engage and up our focus and drive
quality control.
Tom: How?
Frank Quirk: By changing our beliefs and the way
we do things. Strong leadership, the right procedures,
competent staff and cultural change. As Joe
mentioned earlier, the move to management of
projects through a single project leader will help this.
In particular the appointment by the Project Leader of
package owners who will have greater understanding
and be responsible for the pre agreed quality criteria of
a package.
The introduction and signing off of samples, the use
of NCR’s and snag as you go philosophy and the
insistence on applying hold points in the process
are just some of the introductions we have made to
improve our standards. The sub contractor selection
and alignment in this is critical.
As the project progresses, the element of work must
be first signed off by the package contractor, then
checked by Sisk and if satisfactory, signed off. Only
then is it offered up to the architect or the designer.
Any snags identified must be resolved at each stage
of the process and only when all are happy and the
package is signed off can the next phase of
work begin.
“We need to manage
Quality in the same way
we manage Safety”
Frank Quirk | Director
Left to right:
Frank Quirk, Joe Byrne and Tom Costello discuss the fresh approach to quality control.
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BUILDING EXCELLENCE 2010
Communicating
Zero Defects. Zero Snags.
Getting the message of what it takes to achieve Zero
Snags at PC requires a re-awakening and re-appraisal of
the unsatisfactory way that our industry and we go about
resolving quality issues.
Stills from the quality video.
We have, as Tom Costello pointed out during the
conference, “ Become an industry that has grown bad
practices” Tom’s analogy of buying a new car and
then having to wait two years while the engineers and
mechanics snag it makes the point very well. We need
to be able to hand over buildings at completion that are
snag and defect free.
The posters featured help point up the issue. The Quality
video gives an insight into how the new Package Owner
approach to managing trades will truly make
a difference.
Copies of the posters are available from purchasing.
The new induction video will be available as part of the
site signage booklet.
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BUILDING EXCELLENCE 2010
What they said...
“I think the message of Zero came over
very clearly, now we have to take it into
the business”
“At first I was thinking. We do this already in the
UK. Then as I listened I realised that we hadn’t
thought it through as well as this and perhaps
we should revisit it”
“We need to reach our
supply chain if we are
going to make this work”
“How will we make
this happen?”
“How will I become
a Project Leader?”
“Project Leadership – that
really got me thinking”
“I really appreciated
that we got to know
more about the Group”
“Very professional
the best conference
we’ve had”
“The way the
messages came across
was very clear given
the amount covered”
“I learnt a lot about the
company – really interesting”
“I enjoyed it, it made me think”
“The content was great
and the communication
of it was excellent”
“It’s good to know
where the company
is going”
“These initiatives
are just what
we need to
be great”
“Great. But now we really need to embrace the
plans, get them rooted into the business”
“I could see that they all really
meant what they said”
“It made me feel
proud to be part of
this company”
“It all came across really well”
“We’ve really got to
up our game to be
the best”
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“I think this will definitely make
a positive difference.”
“How about reaching out to
clients with this message?”
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BUILDING EXCELLENCE 2010
Summary and
next steps
Zero Incidents. Zero Injuries.
Zero Defects Zero Snags.
Is a commitment that must be shared and upheld by
all. It is a way of working, thinking, behaving to do the
utmost we possibly can to share what it takes to be
safe. It is a mindset change that requires each and
every one of us to question where we stand on
the issue.
Requires an equally objective view of how we
communicate and deliver the highest standards
of quality.
Is it really true that whatever we do we’ll never stop
accidents? Do you really think that injuring and killing
people just to come to work is right?
Confront those questions and you will be confronting
the very real issues that have held back being the best.
Wherever you sit, one thing is for sure. If you think
accidents are inevitable then there is far more chance
of them occurring. If you think that injuring and killing
people is wrong, with that mindset you will address
issues and have more positive results. You’ll be thinking
more about what can be done to be better rather
than accepting the inevitable because you can’t
effect change.
The power of Zero is exactly about that. A change of
mindset. Not about the measure in itself but the means
through which we can open up the potential.
Like this: If a site were to be ‘Zero Incidents. Zero
Injuries.’ what would it be like. How would it be set up?
To achieve our quality standards we need to apply a
more rigorous approach to managing quality control.
The aim is to be able to deliver projects at PC that are
defect and snag free. By changing the way quality
is managed and by dealing with the issues as we go
rather than waiting until completion, not accepting
signed off work that is sub standard.
Challenging the detail of the drawing, the design or
the specified material that you are being asked to
work with or the construction technology involved.
If in doubt, seeking a second opinion.
Where applicable, producing a physical sample of
what needs to be build to the standard required and
using the example as the gold standard to get others
to work to and with. Only by adopting this approach
will we achieve a step change and the highest
standards of quality.
The change in managing sites through the Project
Leader, the introduction of package owners to ensure
the delivery of the highest standards of quality, the
move to the more proactive role of the Safety Officer
to Safety Manager. All these initiatives are in train to
help embed Zero.
Initiatives that will be supported by a series of
workshops, more in depth ‘immersion’ sessions to
really get under the skin of each topic and this way
of moving our business. Training needs will also be
addressed and a course announced. That’s what Zero
offers, a move from Good to Great and an excellent
route to Building a Business. Building Excellence.
For more information about
the Zero initiative, contact
your Director.
30
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The 2010 Sisk Group safety conference. The Convention Centre Dublin.