Let's have a look at some of the barriers, that when we stand back and look at the blind spot, when we look at some of the underlying issues that we need to address and be aware of. So we'll look at four different core areas. We look at the situation where we don't even recognize what we see. Where we don't have the compatency to identify issues or situations that need to be fixed or addressed. We look at the situation where we don't feel empowered to say what we think. That relationship, the trust, the empowerment really isn't there with our project team members, where they're scared to speak up when they see something wrong. We take it to the next stage where yeah, we've got systems and processes. We've got them in place, we've got them embedded as part of the company structure, or project structure. But do we really follow through in what those systems and processes say that we do? Do we do what we say we do? Another question to ask, another body of it can get in the way, and prevent us from achieving safety excellence. Then the fourth barrier is not to see what we do. So some of the small messages, when we don't lead by example, what message does that convey to the worker on the front line? I use the example when I'm touring job sites across the United States. I'll maybe get together with a load of executives and we'll walk the site and everybody's in suits and wearing white hard hats. What message do we send the worker when we walk past that worker when he's engaged in tough activities trying to produce for the company? And we don't even take time to speak to that employee, let alone ask how the work has gone. Let alone ask if there's an improvement, something we can do to make that employee's workplace better for him and his colleagues. So again, not to see what we do and what messages we send by, or actions, or inactions. I mentioned earlier about trying to get around job sites. Again, we really push our leaders, from the CEO right down through, to be out there, to be engaged with the workers in the front line. To be involved and asking questions relevant to our management systems and processes. So again, we really push for front line engagement for our executive leader right down through the four companies. So everybody has a voice, everybody has the opportunity to speak up and everybody has an opportunity to be part of the solution moving forward. When we arrive on projects I speak to fellow execs, ones that are more accustomed to to being on projects. We get that same response every time. That hey, you can just feel, you can gut feel whether the project is right or wrong. These are maybe some of the things that we see when it's not quite right. And that's when we have management by rules, that's where we manage by rules and regulations. And we miss the underlying parts of the iceberg, and we miss the core values, the collaboration and trust and friendship. And we really miss that, but you can sense that on a project. You can just see that there's something missing. You can see when regulators are feared, here's a safety guide, let's tidy the place up, let's put the safety glasses on. When you engage with employees, they can really describe safety in a personal way. They don't make that personal connection between a core value and a belief of what it actually means to them as an individual, or to their colleagues or to the project team. And these types of projects, training is seen more as an obligation, yeah, you're kind of forced to do it because corporate says it. You gotta engage in this training program. Not really seen as an opportunity to strengthen the team strength and attitude, and the atmosphere within the project team. When we have the credo, that's not my job, that's the safety guy, he needs to take care of safety, that's what he's paid for. Really the realization's gotta be that everybody's involved. When we have discipline that inconsistent and there's rules for some people and different rules for other. And it really only imposed by management, where we don't have our peers hold themselves and others accountable for situations that could impact other people. Employees are unaware of the group's performance, even the lagging indicators. That's not real attention, being put on the performance and safety, it's get the job done. Employees believe danger is a part of the job. Hey, it's construction, it's a tough game, people get injured. That kinda attitude and atmosphere, you can sense that when you get that attitude within the workforce. And you can pick it up pretty quickly within a few minutes of conversation. And finally where employees know or think that they can't make a difference. That their voice isn't valued, their opinion isn't listened to, and their solutions really aren't part of the equation. On the flip side, again, when we arrive on a project, you can sense straight away, you can sense those underlying elements where the project team are happy. You can sense the positive attitude towards everything that's been done on the project. But you can see it, you can realize it, but really you can't define what it is. But you just sense there's a real positive climate on the project. Regularly there's a welcome, hey, come and see the good stuff that we're doing. Where the H and S professional is seen as a part of the core project team involved in the solutions, involved in project level discussion at all levels. Employees can articulate what safety is to them. They make the core value to their relationship to safety, what safety means to them, to their colleagues, the project team and to the family at home. Trainers view it as an opportunity, it's a chance to improve our competency, to improve and collaborate and be aware of certain situations. And be aware of the triggers that could activate a series of events that could end up in a disaster. So again you can sense that camaraderie, you can sense that interaction on a project where employees own their own work environment. There's a sense of pride that they're taking care of the housekeeping issues. They've got things set up the right way. They wear the right PPE, because they want to, not because they are being told to. Discipline or more appropriate word to use is accountability, as defined and enforced by peers where everybody's looking out for each other. Identifying conditions that are being created or identifying actions of others that could have affect to other project team members. Employees are aware of the project team performance. Again, taking pride in their achievements. Communicating, advertising, the good things and not just the negatives. Trying to encourage each other to move to another place. Where no one believes they're safe enouge, we can always take another step to the next level. We're always trying to push the envelope and everybody has a voice and part of that process. And then, finally, where employees know that they can make a difference. They have vehicle, they have avenues of communication, they're involved on a regular basis, and where their valued as a team member. Their voice is recognized, their solutions from the front line, they actually count towards the ultimate solution of achieving the injury-free environment on the project. We also must be aware, cognizant of the relationship of competency and risk awareness. When we start on the project, you put yourself in the shoes of a young apprentice, or somebody new, young engineer, coming to join the company. Never been in a construction site before, so there's a certain sense of fear. The hands-on knowledge isn't there, so they really don't recognize what the potential risk is there. But as their knowledge and skills improve, that recognition and their experience and competency has risen. And again as I mentioned earlier, starting on that journey where you're scared stiff and you're not aware of that risk. You can relate this back to when you learned how to drive. You get lessons, you pass your test, you're let loose in front of the wheel, and you're off and driving off into the sunset. But, there's a certain sense, as you pass that truck, there's a fear factor there that you're not really aware of how to control the situation, so there's a fear factor. But as we develop and become more confident, as our knowledge and skills increase, the perceived danger drastically reduces. To the point where you become asleep at the wheel, where you're driving five or six miles and you're not really paying attention. And before you know it, you're somewhere that you weren't, and you don't know how you got there. So that realization, and the risk perception aspect is something that we need to recognize in the construction worker. And we need to try and keep that awareness at that optimum level where there's a healthy recognition of risk. We have the adequate competencies, knowledges, and skills. We really need to kind of try and keep people focused then on that injury-free zone. Where we have that respect for risk, and we have the tools and knowledge and competencies to mitigate that risk.
