This case study was originally published in the Finding the Frequency whitepaper
Download Finding the Frequency: How to build change-ready cultures that accept and embrace transformation and discover what levers leaders need to pull to create change-ready over change-resistant cultures. Key insights include:
- 1-in-4 people have considered leaving their role due to the amount of change
- 57% of entry-level staff do not feel involved in change
- 1 in 5 people feel worn down by the amount of organisational change
About New Technology Group
Northern Ireland Electricity Networks is the owner of the electricity transmission and distribution networks in Northern Ireland, transporting electricity to over 966,000 customers.
- Industry: Energy Transmission
- Location: Belfast, Northern Ireland
- Organisation size: 1000-2499
Transforming into safety-first culture
In 2020, a series of serious safety incidents, including one involving a fatality, led NIE Networks, the owner of the electricity transmission and distribution networks in Northern Ireland, to embark on a change programme that has transformed the organisation. Originally introduced as a safety programme, it has evolved into something much bigger: a cultural transformation. And the company has achieved this through a relentless and authentic focus on involving people in – and supporting them through – change.
Soon after the incidents, the company gathered together its 1600-strong workforce in small groups to “dig a bit deeper” into the reasons behind the incidents, explains learning and culture manager James McCullough. Twelve working groups were then set up to look at different areas, including the approach to near misses and developing a “fair and just approach” to safety incidents. “Our goal was to create a more open environment where people felt comfortable reporting incidents and near misses without fear of disciplinary and where people are encouraged to come forward so we could learn from them,” says McCullough.
Safer Together
It was decided that rather than focusing solely on physical safety, the change had to address the wider culture too. “This made Safer Together more inclusive for all employees across the organisation, not just those in operational roles,” explains safety, culture and leadership coach Kelly McCluskey. One of the first stages of Safer Together was setting up a new Learning and Culture Department to lead the cultural transformation journey, supported by a new structure of leadership teams.
Supported by external consultants, the company also carried out an ‘integral assessment’ to gain an understanding of the existing culture and to identify specific areas for improvement. This involved interviews with 15% of the whole company across all functions and job roles, plus a company-wide survey.
Implementing change successfully
Four key principles were developed to support the change:
- Be why-based: Making sure that everyone understood the why behind the change. As McCluskey puts it: “Ensuring people understand the why is half the battle.”
- People are the solution: “Rather than having decisions made at the top, it’s about bringing people with you and inviting them to have an input,” says McCluskey.
- Build on people’s strengths: Identifying and utilising people’s individual strengths to include them in the change journey.
- Everybody matters: A drive to increase empathy and value diversity.
These four principles come to life through change-related activity. Learning and culture training workshops, for example, will be structured around them, and communications are tightly focused on the ‘why’. And safety communications are focused on the very human message of getting people home safely to their families.
“Change is never easy, but people are now at the heart of everything we do”
Safer Together
When communicating change, McCluskey says it’s important to use “a range of communication styles to suit individual preferences”. For a recent announcement, NIE Networks used newsletters, emails, briefs and videos, plus a roadshow where the MD explained the reasons for the change and answered questions.
And every month, the company produces a brief: a digital newsletter that includes videos and written content. Managers are encouraged to discuss the brief in face-to-face sessions with their teams. “Without the wider discussion, there may be updates in the brief that people don’t realise impact them,” says McCluskey. “It’s about sharing insights, making sure everyone feels involved and has the chance to ask questions. It creates two-way communication, rather than everything being fed down to people.”
As a result of the change, engagement has increased significantly, as have near-miss reports.
Retention levels have remained high at 97% and absence levels are consistently low, sitting at about 2-3%
Hierarchies have been flattened, psychological safety has increased and a new local leadership team model and engagement forums means people are easily able to raise challenges. “Change is never easy, but people are now at the heart of everything we do,” concludes McCluskey.
