Connetics Can you provide the environment for people

Connetics Can you provide the environment for people to engage

The world wide safety system…. . Connetics Ltd

Work as Imagined vs Work as Done What do you observe? Connetics Ltd

Connetics Contractor in: • Electrical distribution networks • Street Lighting • Private high voltage networks and Private/Commercial developments • 350 staff operating predominantly in Canterbury and Wellington • Mobile workforce Heavily prescribed industry • • • Health and Safety at Work Act 2015 Electricity Act 1992 Electrical Safety Amendment Regulations 2013 Electrical Workers Registration Board (EWRB) Industry Rules, Codes of Practices & Guidelines Individual network requirements Connetics Ltd

The state of play at Connetics What is our ‘State of Play’ • Diminishing stats • Variable engagement • Belief the system is safe • “It must be our culture” and “if only we could change the people” Question we kept asking ourselves Why do we talk about safety so often? Safety Vision Connetics is a place we are actually safe, and we have the courage and openness to achieve this Connetics Ltd

What was our starting point… • Passive Engagement – lack of initiative and urgency, waiting to be told. Not thinking about what people can do for the company • Win/Lose culture - Individual or team goal ahead of Connetics as a whole • Lack of feedback – creating a ‘why bother’ culture • Lack of a Connetics story – meaning goals are individual or team only, information only about my part of the project • Information flow – fractured Connetics 2020

Very little point asking your staff to engage in ‘things’ when they are not engaged in ‘the leadership of the organisation’ Point 1 - Engagement = Trust

Safety Differently Traditional Safety Differently The system is safe The system in itself is not safe Accidents happen because of unsafe acts / deviations from the plan Accidents happen when resources are not enough to deal with demands Variability is a threat Variability is inevitable People are a liability and Procedural compliance is mandatory Only people can adapt, accommodate, absorb and respond to emerging threats How can we change people How can people be supported to adapt successfully Connetics Ltd

Connetics Differently - How did we get started… Embedded Discovery Purpose - To truly understand the difference between work as done vs. work as imagined What is embedded discovery • An in-depth investigation of what work is like in an organisation • An ‘undercover boss’ that everyone knows about Why embedded discovery • Limitations of current approaches – surveys, focus groups, safety interactions, undercover boss Connetics Ltd

Variability is inevitable and its everywhere Point 2 - Your people are already

Traditional approach to Performance My manager wants performance improved My team wants to see change Our customers wants better service Connetics Ltd Our Board want performance improved Leader Our internal customers want to see improvements

Leader as a Hero – Connetics traditional Model Our people share suggestions, comments, concerns, feedback with the leader Leader needs to do something Leader does all the thinking and decision making Good decision, people commit, performance improves, and leader gets credit Bad decision, people don’t commit, no improvement in performance, and blame ensues Connetics Ltd Leader tells their people what to do

Leader as a Host Our people share suggestions, comments, concerns, feedback with the leader Leader doesn’t have the answer…People are the solution Leader seeks help to facilitate a solution Good solution, people commit, performance improves, and everyone shares in the success Didn’t work out as expected, people are still committed to the outcome and process, try again Connetics Ltd The right people are enlisted to design a solution that are fit for purpose

Point 3 – The level of engagement is a direct correlation how safe people

Connetics Differently Safety is the presence of an environment / capacity that enables things to go right Our assessment on what makes things go right…. • The quality of the job instruction • The quality of the site supervision • The competence of the worker Connetics Ltd

Connetics Differently – what have we done to make people the solution • Significant leadership development / collaborative team development work • Created Connetics Differently team - High Performance team • Engagement groups • Collective Insights - Big 3 project teams • Work Improvement team • Safety 101 programme • Worker competency programmes • Incident learning teams Connetics Ltd

We don’t do safety We do work! Point 4 – People engage in getting

Summary Providing the opportunity to engage is the responsibility of leadership Whether people choose to engage is everyone’s

Making people the solution Point 1 – Engagement = Trust Point 2 – Your people are already your solution Point 3 – The level of engagement is a direct correlation to how safe people feel at work Point 4 – People will engage at getting better at work Summary – Providing the opportunity to engage is the responsibility of leadership…Whether people choose to engage is everyone’s responsibility Connetics Ltd