Leadership team

Site projects All projects related to the existing process or the projected improved state of the process at a specific site Site head Process owner Leadership team Site project portfolio manager Process stakeholders Corporate quality assurance counterpart QMS office... 

Finally, a new company culture should be fostered in such businesses, by, for example, recruiting experienced entrepreneurial talent for the leadership team and building new incentive systems that match the rewards of a startup in the open market. Such systems should allocate a fair share of risk and return to the... 

Number of process safety metrics frequency with which they are communicated with the executive leadership team (or board of ciirectors) X ... 

An approach based on constant recognition of compliance rather than exception-based reporting was used. Teams at various levels of completion presented their results at the quarterly quality leadership council meetings with the executive leadership team and the COO in attendance. Within a 12-month period, aU the teams in the business had this opportunity to demonstrate their progress. It was not required that a program be complete, only that it be actively worked in the methodology to get positive reinforcement from upper management. 

Senior management (your senior leadership team) has taken ownership for the company s diversity and inclusion initiatives. 

Over the past decade, Weyerhaeuser s CEO and leadership team have increased their emphasis on building a more diverse and inclusive organization to reflect our customers, communities,... 

Understand the Current State. Meet with organizational leaders to understand the business case and to help further rehne it. Discuss and build the business imperative that is owned and supported by the top leadership team, including the head of human resources. 

We learned that the most critical part of a diversity and inclusion change strategy is ensuring that it is driven by the CEO and the company s senior leadership team. Company leaders must see it... 

Effective leaders understand that building and sustaining a diverse and inclusive organization doesn t just happen it requires a multiyear, systemic approach that is focused on the critical gaps within their unit. Effective leaders start by examining personal behavior but also explore the areas of greatest opportunity within the unit and leadership team. 

Empowerment A premeditated effort to drive decision making down the organizational chart. True empowerment requires a downward flow of information with which decisions can be made and a leadership team willing to let go of some responsibility. 

Part of the commitment from the executive leadership team to improve safety culture would be to declare amnesty. This would mean that the playing fields would be leveled and the fault-finding attitude of the past would be set aside. Understanding of the cause and effect of accidental loss will enable line managers to identify all of the accident s causes and not stop the investigation once an unsafe behavior is encountered. Most accidents will have a component where an employee s behavior or actions are questionable, but the focus should now fall on how the system can improve in the future to stop this happening. 

Nothing at this company is more important than the health, safety, and well-being of our employees and their families. This company s safety leadership team believes that identifying and reducing risks will prevent all forms of accidental loss. As an organization we are determined to achieve our vision of reducing the probability of illnesses and injuries to our company family, visitors, and the communities and environment in which we operate. 

The leadership team should be trained in modern safety management techniques before they embark on the safety culture change process. If they start out on the... 

The chief executive officer and the leadership team, where applicable, should sign the policy to show visible commitment to this safety declaration. If it is a joint union management policy, the union leadership should also sign the policy. 

The Ladbroke Grove Inquiry report recommends that a strategic safety management leadership team be established within each company in the Rail Industry [HSC, 2003]. This should be led by the Chief Executive of each organisation, with support from... 

Organisations shonld have effective systems in place for the management and coordination of safety. This should be led by a strategic safety leadership team. (HSE, 2005, p. 19)... 

Once the decision has been made and the safety leadership team has been formed and constituted, Friend (2012) suggests the following steps ... 

Once the baseline audit has been completed and a detailed report on the strengths, weaknesses, opportnnities, and threats has been tabled, the safety leadership team... 

Forming the safety leadership team (SLT) and arranging an external safety and health audit are already steps toward structuring a safety system. Setting up the system also calls for the constitution and establishment of different-tiered safety committees. It also establishes a safety culture baseline based on the audit findings. The big question now is What is the next step in the implementation of a safety system, and how is it done The short reply is that it s like eating an elephant—one bite at a time. Bite one is getting the workplace in order. 

Management must develop a written safety and health policy statement. The policy dociunent must be issued and signed by the safety leadership team and should be communicated to all employees in the following manner ... 

Once a formal safety system is in place, managers are clear on their safety role and responsibilities. They are participants in safety that is facilitated by them being a member of the safety leadership team committee or other safety committee on their level. Their job descriptions also contain their safety dnties, actions, and functions. Often performance ratings are linked to key performance areas that are proactive safety activities, such as scoring 90% or more on monthly honsekeeping inspections, achieving an internal safety audit score of 85%, etc. 

After a few months 1 managed to persuade the leadership to form the executive safety committee (the safety leadership team) chaired by the CEO and attended by all the general managers. A start was made on developing safety standards and policies, and the committee reviewed my restructuring proposals of the SHE department with skepticism (Figure 16.1). 

The safety leadership team committee (SHE executive) was formed and met monthly. 

To drive the system at the plant, the safety leadership team comprising all the divisional managers was formed with the sole purpose of promoting, driving, and supporting the Five-Star Safety System. They met monthly, and the newly appointed safety director reported to them at their monthly meetings. 

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