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Risk
In one instance, Ferrovial, a global operator of sustainable infrastructure, was tasked with widening a congested stretch of highway in Texas. Typical of the industry, Ferrovial completed most of its daily job hazard analysis reports manually. That’ s a risk.
After transitioning to digital reports, Ferrovial increased productivity by 75 percent and completed the project three months ahead of schedule. I could detail the side benefits – upside revenue generation through toll lanes being opened well ahead of schedule or cementing Ferrovial’ s reputation with local regulators – but I’ ll leave it here.
The organizations redefining risk successfully are:
• Incentivizing holistic risk reduction, not just project completion
• Upskilling teams to recognize a broader range of risk factors
• Aligning data streams so that frontline insights inform executive strategy
• Striving for 100 percent visibility across worksites and shared risk accountability
Organizational change needs internal change agents – people who think big, act boldly, and bring others along. In industries still clouded by tradition, they help teams break free from outdated assumptions and reimagine what’ s possible.
Because redefining risk isn’ t just about reducing harm. It’ s about building resilience, protecting profitability, and creating the kind of performance organizations and communities can count on. ■
Shelley Copsey fyld. ai
As the co-founder and CEO of FYLD, Shelley Copsey leads a venture that empowers frontline teams and managers in infrastructure and utilities to make data-driven decisions in real-time, leading to greater safety, productivity, and quality assurance. Shelley has over 20 years of experience in the intersection of physical infrastructure and digital technologies, as well as the human transformation required to deliver on the promise of emerging technologies.
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