Managing critical risks
Jules Fulton, Executive Manager Corporate Services, Fulton Hogan
At Fulton Hogan we place health and safety in the highest regard, which is why no challenge has been more confronting than those we have faced in the past 24 months. We have been rocked to the core by truly devastating safety performances which resulted in five individuals not returning home to their families.The circumstance of each of fatality was different; however they all involved vehicles and moving plant.
These deaths shook the foundations of what our company stands for. As a member of the company’s executive team, and one of the founding families, they were exceptionally personal to me. The names, dates and details of each incident are etched in my memory.
Focus on critical risks
We invest heavily in making our people, plant and processes safer, and over the last decade we have seen our total injury frequency rate (TIFR) drop from 73.6 to 13.7. However, these fatalities clearly stated we still didn’t have it right. So we agreed that we needed to re-think everything we were doing.
We have now totally recalibrated our approach to risk, and we now focus more attention on our critical risks. Our five critical risk areas are: electricity and energy (including cable strikes); fall prevention; traffic; moving plant and bitumen. Now that we have identified these five extreme risk areas we can really focus on managing them.
Our safety journey
To help manage our critical risks we have adopted seven Golden Rules that everyone at Fulton Hogan must follow. We’ve changed the way we analyse our health and safety data, and we now focus on lead indicators of risk like near-miss reports as well as lag indicators like LTIs.
We’re working to build our safety leadership capability because we want all our managers to be genuinely passionate about safety. We’re also building a ‘just culture’ around safety, so we can get better at identifying and addressing systems issues that might contribute to workers behaving unsafely.