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ACARP Roadway Development

ACARP Roadway Development. The Way We Work - Harnessing Development Teams at Dendrobium. August 2009. Business Context.

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ACARP Roadway Development

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  1. ACARP Roadway Development The Way We Work - Harnessing Development Teams at Dendrobium August 2009

  2. Business Context Illawarra Coal’s intention is to be a values based organisation that adheres to high standards of integrity, respect and trust. The purpose of the ‘Team Work Standards’ is to establish a set of performance requirements which will guide the people within Illawarra Coal to deliver the best they can for themselves, the team and the business.

  3. IC Team Standards – 5 major components • Team Purpose • Zero harm • Capability • Behaviour • Results

  4. The “Way We Work” Business Plan Objective 5 Year Strategy People Pillar Strategic Intent – provide competitive advantage through an aligned and values based workforce

  5. The “Way We Work” – why do it? Designed around Engaging Frontline Supervisors and How their teams work together. Leadership – providing feedback and recognition Role Clarity & Responsibility - Undermanagers and Deputies, how do they steer their teams? Providing Development teams with ‘Buy-in’ into the achievement of Business Goals Bringing ‘Values and Behaviours’ into the Way We Work

  6. Illawarra Coal Values • Commitment to HSEC - We have an overriding commitment to health, safety, environment and our communities • Integrity - We are open and honest, we do what we say and treat each other with respect • Courage to lead - We have the courage to own and lead improvement – We challenge the norm • Decisions based on facts - Resourceful people who make decisions based on facts and data • High performance - Passion for meeting or exceeding our goals WHAT DO THESE VALUES MEAN TO THE AVERAGE EMPLOYEE? Values • The core contributors in driving behaviours and attitudes • Values that the workforce believe in

  7. Why do it? - 5 Year Strategy • FY09 Context Setting • Getting the Supervisors on Board, • Supervisors provided with basic leadership tools and behaviours • Supervisors assisting in developing team charters • FY10 Embed and Enhance • Supervisor Training and Coaching in LZH Behaviours • Supervisor Reviewing and actioning development plans • Supervisor supported development of team charters, aligned to Dendrobium Business Plan with measurable target • FY11 Alignment • Supervisors network on roles and behaviours at IC workshop • Supervisor conducting performance reviews against team charter and recognising good performance • Supervisor lead development of charters, aligned to Dendrobium Business Plan with measurable target • FY12/13/14 Team Goal Setting & Performance Assessment • Employees living the values • Team achieving outcomes on team charters • Supervisor facilitated team sessions , Team assess performance and determine corrective performance actions on a monthly basis

  8. The How? Supervisors Facilitated Session with all Frontline Supervisors prior to Crew Team Building Sessions. • All supervisors from each area of Development (i.e. MG6) • N/S, D/S, A/S, WE D/S, WE N/S Deputies • Training in leadership tools • 4 hour session Leadership Role Clarity Behaviours and Values Performance Feedback Monitor and Review Linkages to Business Plan My pick – the Cajun Rack of Lamb and Salt & Pepper Squid

  9. The How? Crews Crew Team Building Sessions • 2 day facilitated session (approx 50 people) • Introduction to new start of shift process tool (ROPES) • Refresher on Leading Zero Harm Safety Tools • Development of Team Charter • Team Identity • Team Purpose • Values – What do they mean for each crew? • Setting of Measurable Objective around – Zero Harm, Standards and Behaviours, Efficiency and Results • Setting of 30, 60, and 90 day targets • Success for the Team is …………………………………… • Crew skills matrix

  10. Dendrobium June 09 MG6 Green Gators Team Purpose: Lead the way in safe production Our Values and Behaviours Commitment to HSEC – The safety tool bag is part of our culture Integrity – Ownership of our actions Courage to Lead – We have zero tolerance to poor standards Decisions Based on Facts – Be prepared to change by letting standards drive the process High Performance – Solid team commitment to performance Success for our team is … Completing MG6 on time, injury free, whilst maintaining team integrity MG6 WWW 19-20 February 2009

  11. Charter review process 30 DAY REVIEW Results forwarded to crews 1 week out Crews review performance against Charters Each crew presents results to shift 60 DAY REVIEW 90 DAY REVIEW RESET 30, 60, 90 Day Goals New Charters developed for all process changes (i.e. new gateroad panel) Front line Supervisor (Deputy) and Undermanager Driven – maintained at crew level

  12. Results – has it been successful? ?

  13. Key Learning's Understanding the purpose of the Way We Work • what were we trying to achieve • selling the vision • Making it sustainable Getting buy-in from Shift Undermanagers and Deputies • getting the key people to ‘buy’ into the vision and want to ‘own it’ Crews • do not believe we resolved the issue of shift to shift standards and replication Review Process • what is this really about? • for me it is about the Shift Undermanager and the Deputy engaging with their crews • originally this seemed foreign to people and hard work

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