fultonhogan - Aapaq.org
fultonhogan - Aapaq.org
fultonhogan - Aapaq.org
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AAPA 15 th Road Construction and<br />
Surfacing Health & Safety<br />
Conference<br />
Safety at Fulton Hogan<br />
Tony Aloisio<br />
October 2012
A bit of history on Fulton Hogan….<br />
www.<strong>fultonhogan</strong>.com
The journey so far<br />
• Fulton Hogan started business in 1933<br />
• Bob Hogan on the job – West Coast, NZ.<br />
•John Fulton –“If you can’t manage safety, you can’t<br />
manage.”<br />
www.<strong>fultonhogan</strong>.com
History - 79 years of<br />
expansion<br />
1933<br />
1940<br />
1950’<br />
s<br />
1970’<br />
s<br />
1980’<br />
s<br />
1990’<br />
s<br />
Julius (Jules) Fulton & Robert (Bob) Hogan formed Fulton Hogan in<br />
Dunedin, NZ<br />
WWII – critical shortage of manpower and bitumen ceasing construction<br />
works<br />
Fairfield Asphalt and Maxwell Bros<br />
Tasman Asphalt, Marlborough Asphalts, British Pavements, NZ<br />
Entered Australia with 80% share in Rowe Asphalt (1981), purchased<br />
remaining shared in 1985<br />
Tasman Howie Earthworks (1985), Reliable Group (1989), NZ<br />
Expanded <strong>org</strong>anically through CPP, NZ<br />
www.<strong>fultonhogan</strong>.com
History (cont)<br />
2000<br />
RoadCare JV commences in WA – Fulton Hogan & PRS<br />
2002<br />
2004<br />
2005<br />
2007<br />
2008<br />
2009<br />
Standard Roads and Astec – staff numbers in Aus grew from approx<br />
40 to 400 – traded as FRH<br />
Central Precast, Vic<br />
Belmadar Construction, NSW<br />
Tylden Quarry, Vic<br />
Rebranded Australia as Fulton Hogan<br />
PMP, SA & NT<br />
Specialised Tanker Transport<br />
Pioneer Road Services<br />
www.<strong>fultonhogan</strong>.com
Employee Growth<br />
7000<br />
6000<br />
5000<br />
4000<br />
3000<br />
2000<br />
1000<br />
0<br />
www.<strong>fultonhogan</strong>.com
Continual Growth in Australia<br />
2500<br />
2000<br />
1500<br />
1000<br />
500<br />
0<br />
2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012<br />
www.<strong>fultonhogan</strong>.com
Group Safety<br />
Total Injury Frequency Rate<br />
70<br />
60<br />
50<br />
ZERO HARM FOCUS<br />
40<br />
30<br />
NZ TIFR<br />
Aust TIFR<br />
Group TIFR<br />
20<br />
10<br />
0<br />
2007 2008 2009 2010 2011 2012<br />
www.<strong>fultonhogan</strong>.com
ZERO HARM<br />
• focuses on improving one day at a time<br />
We are now more<br />
interested in lead<br />
indicators<br />
The target<br />
The achievement<br />
The measures<br />
The tools<br />
“If it’s not a Zero Harm Day, make it so tomorrow”<br />
www.<strong>fultonhogan</strong>.com
Step Change Improvement<br />
70<br />
Total Injury Frequency Rate<br />
60<br />
50<br />
40<br />
30<br />
20<br />
NZ TIFR<br />
Aust TIFR<br />
Group TIFR<br />
ZERO HARM FOCUS<br />
10<br />
0<br />
2007 2008 2009 2010 2011 2012<br />
70<br />
60<br />
50<br />
40<br />
30<br />
20<br />
10<br />
NZ TIFR<br />
Aust TIFR<br />
Group TIFR<br />
0<br />
2013 2007 2008 2009 2010 2011 2018 2012<br />
www.<strong>fultonhogan</strong>.com
Jeff Kunst – 16 August 2011<br />
www.<strong>fultonhogan</strong>.com
Richard McGavin – 10 May 2012<br />
www.<strong>fultonhogan</strong>.com
Journey to Zero Harm<br />
• Safe Plant<br />
• Safe Systems<br />
• Safe Behaviours<br />
www.<strong>fultonhogan</strong>.com
The key to good Safety<br />
www.<strong>fultonhogan</strong>.com
Safety Leadership Behaviours<br />
4 key safety leadership behaviours<br />
1. Role modelling Consistent safety behaviour –an<br />
informed and fair culture<br />
2. Prioritise safety No shortcuts, balancing competing<br />
demands – promoting learning and<br />
adaptability<br />
3. Actively source safety data Gain knowledge, know where to go for<br />
information and best practice – e.g.<br />
Working Safely with Bitumen. An<br />
informed <strong>org</strong>anisation<br />
4. Build and maintain trust Be active – listen and respond.<br />
Promoting a reporting and responsive<br />
culture<br />
If you see a safety risk – STOP it! Never walk past.<br />
www.<strong>fultonhogan</strong>.com
Critical Risks<br />
• 5 Critical Risk Work Groups – on average 70% of Fulton Hogan’s incidents<br />
fall within these 5 risk groups.<br />
www.<strong>fultonhogan</strong>.com
Expectations & Consequences<br />
• Publicise and launch the<br />
Golden Rules<br />
• Rigorously implement<br />
• Apply in a fair, consistent<br />
and just way.<br />
www.<strong>fultonhogan</strong>.com
“Having a go” – Three Points of<br />
Contact<br />
www.<strong>fultonhogan</strong>.com
Key Challenges for success of this<br />
forum:<br />
• What can we as key stakeholders do to create the<br />
conditions for step change improvement in safety<br />
performance<br />
• FH commitment<br />
• Actively participate<br />
• Share knowledge and stories<br />
• Seek to learn from others<br />
• There are some things we can do as individual<br />
<strong>org</strong>anisations, and others where a collective industry<br />
commitment can achieve so much more.<br />
www.<strong>fultonhogan</strong>.com
Can we make a difference<br />
•Mobile Plant & Equipment<br />
• Focus on people and Reversing session<br />
•Traffic<br />
• Focus on Worksite Design session<br />
One month at FH<br />
www.<strong>fultonhogan</strong>.com
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