Providing ongoing support covering strategy review and development, leadership capacity building and the introduction of a range of innovative workplace safety improvement programs.
NSW Land and Housing
Selected through a competitive tender process to design and deliver Mindful Safety Leadership and Construction Risk Mindfulness Training to all staff at NSW Land and Housing. A review was completed of the existing contractor management policies, procedures and practices resulting in a redesign of the end to end process. A Due Diligence Framework has been developed creating a clear process for senior leaders to manage key risks across the organisation effectively and the creation of innovative apps to support in-field management of these risks.
Endeavour Energy and Essential Energy
Selected through a competitive tender process to deliver an integrated 2-day WHS Leadership Skills Program. The program was deployed across the whole network, geographically spanning 95% of NSW and covering nearly 750 employees. 98% of staff agreed or strongly agreed that the program was well facilitated, while 97% agreed or strongly agreed that they gained practical ideas to improve their team’s safety performance.
Designed and delivered an innovative Australia wide Risk and Safety Leadership development program for senior and middle managers. The program led to significant changes in measured safety leadership behaviours and observed employee safety motivation and engagement.
Co-designed and delivered the Australia wide StarTrack Mindful Safety Leadership development program with Dr. Chris Darling, which covered over 450 Executive to Frontline operational leaders. The program was highly acclaimed by participants and contributed to a marked reduction in incidents and injuries, resulting in significant people and cost related savings.
Engaged by one of BHP Billiton’s major Australian mines to develop and deliver an innovative three-year long workforce wide Safety Culture change program, covering risk mindfulness, effective safety leadership and lived safety beliefs and values. The program was initially developed and deployed for BMA Coal. Developed and rolled out a comprehensive critical risk program for Base Metals operations and participated in Iron Ore's Catastrophic Risk Management program.
The University of Sydney
Working with the University's senior leadership to consider the current approach to safety management at the University and opportunities to undertake a pilot study for deploying a new model of enabling safety. Engaged to provide an independent workplace health and safety auditing program across the University's faculties and operations.
Undertook in partnership with Professor Andrew Hopkins a comprehensive review of Ausgrid's Workplace Health and Safety System resulting in the completion of a major report, review of existing safety performance metrics and input into the just culture framework.
Marc McLaren took up the role of 'Head of Safety and HR' where he led a large team of Safety and HR professionals across Australia, New Zealand and Asia to bring about significant workplace safety improvements across the whole service portfolio.
Worked with Oz Minerals to introduce a comprehensive field based Critical Risk Program at their Prominent Hill and Carrapateena mine sites. The program has been recognised by Oz Minerals and their contract partners as one of the best critical risk initiatives they have participated in. We also provided qualified and experienced resources to fill HSE roles on a contractual basis.
Transport for NSW
Selected through a competitive tender process to design and deliver Transport Projects Division and North West Rail Link’s (NWRL) safety culture and leadership change program. The process involved extensive stakeholder engagement across a wide range of internal and external contract partners.
Developed a safety culture change program known as the ‘One Team Forum’ in partnership with QGC, whereby QGC and its contractor partners were involved in Quarterly Forums designed to improve safety engagement, collaboration and shared safety performance. The program was rolled out over a two-year period and included the Executive Leadership Team right through to frontline workers. The program was credited with contributing to significant communication and planning improvements.
Worked in partnership with the Thiess Safety Leadership team to deliver a two-day Safety Summit for their top 150 leaders, leading to a leader generated a set of positive safety leaders indicators, which has driven significant safety performance improvements over a 12- month period. This successful Summit was repeated along with delivery on ongoing professional development for the HSE team.
Worked in partnership with the internal Origin team to successfully deploy the Generative HSE Safety Climate Diagnostic Tool across the whole of Origin's Australian and New Zealand operation. The tool was subsequently incorporated into Origin's auditing and executive reporting processes.
Researched and designed a global safety culture survey tool, which was adopted across Brambles’ global operation covering CHEP, Recall, Cleanaway and Brambles Industrial Services. Provided the data analysis and reporting and worked with the Executive Leadership Team to develop a strategic safety culture improvement plan following the survey deployment.
Facilitated an engaging and interactive strategic planning day for Pacific Complete staff and nearly 100 key contractors working on the Ballina to Woolgoolga Pacific Highway bypass. Day led to improved alignment and created a shared improvement platform.