Leading Safety
Situation
Our client, a global leader in offshore engineering projects, faced an alarming increase in incidents and near-misses. Following an extended period of acquisitions and changes after an industry downturn, the safety culture on its vessels and worksites had become transactional, leading to reduced engagement and involvement among staff.
Solution
In collaboration with the client’s Health, Safety, Environment, and Quality (HSEQ) Team, we designed and delivered a comprehensive program that transformed the relationship between supervisors and their teams regarding daily safe work practices. This program was successfully implemented for over 1,500 offshore and onshore supervisors and leaders worldwide.
The Outcome
The results for our client and their frontline leadership included:
- Significantly more engaged Toolbox Talks
- Increased confidence in the ability to ‘Stop the Job’ when necessary
- Enhanced engagement and compliance with safety procedures
- Optimized processes for safety management
- Improved confidence in handling difficult conversations
- A global capability to effectively engage teams in safety, accommodating various personalities, temperaments, and cultures.
Culture Assessment and Reporting
Situation
A global professional body with over 20,000 members and a legacy spanning over 150 years was undergoing changes to better serve its corporate and professional members and to lead its profession. However, the planned change initiatives were not gaining traction.
Identifying Development Needs
The gofastforward team collaborated with the client to create a comprehensive survey that identified areas where the organization’s vision, values, and strategy were not being effectively realized. This assessment provided valuable insights into the underlying reasons for the lack of progress.
Program Delivery
We conducted a series of in-depth interviews across every department and level of the organization, followed by a detailed report. This report assessed the quality of management, communication practices, and identified quick wins that could be implemented for immediate improvement.
Outcome
The resulting guide outlined the reasons why change was not occurring and provided a clear roadmap detailing the necessary steps to achieve the desired outcomes for the organization.
Management Development Programme
Situation
An oil and gas processing site was undergoing a significant change program. Being a remote location, the site needed to align its processes, practices, and culture with central corporate policies to ensure seamless integration and operational efficiency.
Identifying Development Needs
To effectively design an intervention, the gofastforward team conducted pre-programme site visits, interviews, and 360° profiling. This comprehensive approach gathered insights from multiple viewpoints and provided a deep understanding of the existing culture and learning needs.
Programme Delivery
We implemented a monthly programme consisting of group learning sessions and one-on-one coaching, delivered over a span of six months. Each module included practical learning applications in the workplace, with follow-up reviews to assess implementation and effectiveness.
Outcome
Both seen and unseen issues were identified and addressed in key strategic areas of the operation. This resulted in improved communication, enhanced cooperation, and increased productivity, leading to significant gains in efficiency.
According to our client:
“gofastforward challenged our leaders to express their concerns and assumptions, agree on actions for improvement, and most importantly, to take on the responsibilities of leadership in a manner aligned with corporate intent. I had high expectations for this programme, and I’m pleased to report that those expectations have been surpassed.”
