14a Weitz's Safety Journey Presentation

							 LEADING SAFETY
 (Leading Change)

         Presented By:
Craig Damos, CEO & President

   THE WEITZ COMPANY
     Des Moines, Iowa
 Elevating Safety Performance
        Shared Learning

• Beyond Safety Programs, Tools and
  Checklists
• Change Our Thinking; Change Our
  Culture
• Leaders Need to Lead
           Overview of
        The Weitz Company

• General Contractor
• 153 Years Old
• 16 Locations – Florida to Guam
• 3,200 Employees – Hourly & Salary
• 2008 (est.) Volume – $1.6 billion
• Employee Owned – 365 Shareholders
   Safety Pride & Performance

• In March 2005, The Weitz Company
  Won the Following Safety Awards:
  – National AGC Safety Award
    (>1 million hrs.); and

  – National AGC “Grand Award” – all GCs
  Safety Performance - Stats

Year    Hours              TRIR                   LTIR                   DART   $ / HR

2004   2,985,805             4.8                    1.5                   3.5   $0.31

2005   3,741,532             4.8                    0.6                   3.1   $0.28

2006   4,291,553             3.6                    0.5                   2.2   $0.10

2007   4,841,363             3.3                    0.3                   1.8   $0.18

2008   5,653,205             3.3                    0.4                   1.8   $0.15
                2008 calculations are current through August 31, 2008.
                              THE WEITZ COMPANY
                                LTIR/DART Rate
      4.0



      3.5



      3.0



      2.5



      2.0



      1.5



      1.0



      0.5



      0.0
            2008       2007           2006           2005           2004   2003   2002
LTIR        0.4         0.3            0.5            0.6            1.5   0.9    0.8
DART Rate   1.8         1.8            2.2            3.2            3.5   3.1    3.0
                   2008 calculations are current through August 31,2008.
                                   THE WEITZ COMPANY
                                       EMR History
            1.1


            1.0


            0.9


            0.8


            0.7


            0.6


            0.5


            0.4


            0.3


            0.2


            0.1


            0.0
                   2008          2007           2006           2005           2004   2003   2002
Weitz EMR          0.51           0.64           0.69          0.58           0.58   0.59   0.55
Industry Average   1.00           1.00           1.00          1.00           1.00   1.00   1.00
                          2008 calculations are current through August 31,2008.
       Irony – Beyond Awards
            and Statistics
• Weitz Jobsite-Related Fatalities:
  –   12/04 – electrical sub - electrocution
  –   06/05 – employee - trench collapse
  –   09/05 – plumbing sub - head injury
  –   02/06 – electrical sub - electrocution
  –   08/06 – flooring sub - electrocution
  –   11/06 – electrical sub - electrocution
  –   08/07 – steel erection sub - fall
    The Weitz Company CEO
   Roles and Responsibilities
• Roles
  –   Visionary
  –   Strategic Thinker
  –   Change Agent
  –   Cheerleader

• Responsibilities
  – Build Our People
  – Build The Business
          CEO Safety
   Roles and Responsibilities
• Roles
  –   Safety Visionary
  –   Strategic Thinker
  –   Safety Change Agent
  –   Safety Cheerleader
• Responsibilities
  – Safety Leader
  – Coalition Builder
    • Leaders from all levels of the Company
      – engage field and management
         Getting a “Pulse”
        on the Organization
• June 2006 – September 2007
  – Walked 80+ jobsites.
  – Key questions:
    • Do we have the programs and tools to
      keep people on our jobsites safe?
    • How can we improve our safety
      performance?
      Getting a “Pulse”           (cont.)



• What I Heard, Observed and Learned:

  – We are good at safety – not great.

  – Subcontractor performance is a key issue.

  – We need to elevate safety awareness.

  – Collaboration with and buy-in by the field
    is critical.
               Paradigms

• Safety – Less Important than Profit
  and Schedule
• Low-Bid Sub Is Low-Cost Sub
• Subcontractor Safety Performance
  – no control; not our employee
• Accountability Is a “Stick”
• Safety’s an Additional Cost
                Dilemma
• Unanimous - All the Tools and
  Programs;
• Safety Statistics Are Sound;
• We Were Good, but not Great; and
• Serious Incidents Still Occurring on
  Our Jobsites.

          Now What????
  Elevating Safety Performance

Weitz Senior Leadership – Time to Step
Up!
  • Recognize the Need to Change.

  • Break the Paradigms.

  • Focus on Culture.
    Weitz Senior Management
       Safety Boot Camps

• September 2006 – “All Hands Huddle”
  – 80 Members of Our Senior Management

  – Program Content and Goal:
    •   Create a commitment to change
    Change Management
  Business Case for Change

• Why the Need to Change?
  – Reviewed each jobsite death in detail

    • Reviewed the human impact and
      aspects

• Unanimous Agreement that a “Strong
  Case” Was Established to “Change”.
      Change Management
         Safety Vision

• Safety Vision
  – Serious incidents and deaths are
    eliminated from our jobsites.
  – Comfortable with a family member
    working on any Weitz project.
       Change Management
        Safety Strategies
• Elevate Project Site High Hazard
  Awareness
  – Beyond hard hats and safety glasses
  – Elevate pre-construction safety planning.
     • Get subs involved early!!
  – Elevate daily/weekly construction site
    planning.
       Change Management
        Safety Strategies
• Enhance Project Site Supervision
  – Project site is our responsibility.
  – Supervisory staff are properly trained.
  – Project engineers get out of the trailer.
  – Safety becomes everyone’s
    responsibility.
      Change Management
       Safety Strategies

• Begin to Humanize Safety – Play to
  Our Strengths
  – “We care”

  – TWC family

    • The need to keep each other safe
  Change
Management
      –
   Safety
 Strategies



              22
  Change
Management
      –
   Safety
 Strategies



              23
       Change Management
        Safety Strategies
• Elevate Subcontractor Safety
  Performance
  – Better subcontractor selection
  – Set safety expectations up front
• Lean Construction – Continuous
  Improvement
  – “Last Planner” – eliminate schedule
    chaos!
       Change Management
        Safety Strategies
• Subcontractor Buy-In/Involvement
  – CEO and Corporate Safety Director
    meeting with subs
  – Embrace sub’s expertise; make sub part
    of the solution.
    • Become egoless.
    • Electrical – we have much to learn!
    • Get subs involved early.
  – Lead by example.
      Change Management
     Process Accountability
• Sr. Leadership Safety Committee
  – Key decisions:
    •   Serious safety violations (3)
    •   Project site supervision
    •   Sub safety prequalification process
    •   Safe driving guidelines
        – Cell phone/text messaging while driving
    •   Post-offer pre-employment screens
        – All self-perform work (union and non-union)
      Change Management
     Process Accountability

• Near Miss, Recordable, Lost Time
  Reviews
  – How it happened
• CEO Follow-Up Lost Time Incidents
      Change Management
     Process Accountability

• Business Unit – Safety Committee
  – Opportunity – leverage field leadership

    • Provide solutions/lead change

  – Determines disciplinary action
      Change Management
     Process Accountability

• Safety Recognition

  – BUs > 1 million hrs. w/o lost time (4 of 10)

  – Safety Recognition Award

  – Role Profile – safety performance/
    evaluation
         Weitz Leadership
       Development Program
Goal: Build Quality Leaders; Build the
      “Bench”
• Logistics
• Focus – To Expand:
  – Leadership capabilities
  – Change management
  – Financial and risk acumen
• Post-Program Development – Ongoing
           Enough?

If we stopped here – would it be enough
         to get us to our Vision?

    Tactical – not enough to imbed
            into the culture.
         Quality – Another
       “Arrow in the Quiver”
Goal: Create a culture of excellence
• A Standard of High Performance
  – Strategic initiatives
  – Supported by processes, systems and
    talented builders
     • Dedicated resources – committed to
       Quality and Excellence
• Overlap with Safety – a Leap?
           Commonality –
          Quality and Safety
A quality project is typically a safe project!!

• Similar Attributes (Quality and Safety)
  –   Vision
  –   Commitment (to high performance)
  –   Sound leadership
  –   Team play
  –   Effective communication
  –   Sound planning (throughout the project)
  –   Engaged employees (right attitude)
  –   Properly trained staff
  –   Supporting process and systems
        Connect the Dots
        Quality and Safety
A culture that creates a high performance
          standard for quality . . .

Will have a direct and significant positive
            impact on safety!!
        Weitz Commitment
        “Placing Our Bet”

To eliminate serious incidents and
deaths (long-term):
• Quality Leadership
• Leading Change
• Ultimately Imbedding a Culture of
  Excellence
       Vision – The End Game

Elimination of Serious Incidents and
Deaths
It will be an arduous journey . . . .

The Weitz Company will get there.

We will do whatever it takes!