Client Experience

With a combined experience of over 150 years across a wide range of industries, we’ve partnered with many organisations who are committed to a better future.

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Realising that safety procedures alone would not prevent injuries and incidents, the senior team at ESB partnered with WhyNot to take on the next level of safety. More than just another behavioural programme, the Safe & Sound programme got to work on the underlying mindsets that were holding the current culture in place.

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Transforming Safety Culture
Pat O’Doherty
CEO, ESB Ireland and UK
Adaptive Leadership
Gary o’callaghan
CEO Siemens Ireland
Siemens-logo

The Siemens (Ireland) senior team knew they had to ‘be’ different if they wanted to bring digital transformation to their clients. Introducing this leading edge thinking, would require taking on new challenges, learning in partnership with their clients and managing the uncertainty of not knowing.

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Walls

As one of Dublin’s busiest construction sites, Walls Construction were faced with the challenge of delivering this prominent project safely whilst juggling budget and tight deadlines. Managing contractors and overcoming the difficulties the pandemic, Walls set out to become of the safest construction sites in Dublin.

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High performing project
James O’Toole
Division Director, Walls Construction

Our Team's Experience

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ESB-2
Hegarty
Bouygues
Maersk-Oil
NIE
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AA-V1
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Lendlease
KN-Circet
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RioTinto-V1
Walls
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The WhyNot Difference

Still wondering whether lasting change is possible? Here, our clients share the impact of our programmes, the results and some of our key concepts that really made a difference.

Technical vs. Adaptive Challenges
with Gary o’callaghan
CEO Siemens Ireland
Technical-Vs-Adaptive-Challange-Icons

Gary O’Callaghan, CEO Siemens Ireland, talks through an important concept brought up early within our Adaptive Leadership Programme. What is the difference between a Technical and an Adaptive challenge? Why is it important to know the difference and how strong leadership can be achieved without knowing all the answers.

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Supervisory-Development-Programme-V2

James O’Toole, Division Director for Walls Construction, talks about the legacy of the Positive Safety Culture that was created and nurtured on site at one of the busiest construction sites in the centre of Dublin.

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Positive safety culture legacy
With James O’Toole
Division Director, Walls Construction
Supervisor Development Programme
with workers on site
at Project Fitzwilliam
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Workers on site at Project Fitzwilliam share their experience of the WhyNot Supervisor Development Programme and the effect it’s had on how they approach safety.

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Further Experience

Creating a Breakthrough in Safety Culture and Performance for an International Construction Company

Responding Effectively to a shift in the business environment

Building Alignment, Performance and Safety across a multinational Major Capital Project

Implementing Ethics and Values across a 7,000 person organisation

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Transforming Safety Culture in ESB

Ireland’s Electricity Supply Board (ESB) are committed to creating a safe working environment for everyone. Having completed several behavioural safety programmes, it was time for the next generation of safety.

ESB’s CEO, Pat O’Doherty, knew that something different was required to transform the safety culture within the organisation. Realising that processes and procedures alone would not prevent injuries and incidents, Pat and his team partnered with WhyNot to take on the next level of safety. Using WhyNot’s Integral Assessment, senior managers were able to identify and work on the underlying mindsets and perspectives that were holding the current culture in place. 

In this video, Pat O’Doherty shares how he ‘let go of the handrails’ to create a breakthrough in employee engagement, Safety, Health and Wellbeing through their Safe & Sound programme.

Adaptive Leadership
The Siemens (Ireland) senior team knew they had to ‘be’ different if they wanted to bring digital transformation to their clients. Introducing this leading edge thinking, would require taking on new challenges, learning in partnership with their clients and managing the uncertainty of not knowing. In a business where certainty and engineering excellence is the norm, this would challenge the core culture of the organisation.

Siemens worked with WhyNot to design a programme of development, coaching and application that built on the strengths of the existing culture and equipped the top team with Adaptive Leadership thinking and skills – the ability to take on seemingly intractable challenges, thrive, take on new learning and achieve the seemingly impossible…

In this short video, CEO Gary O’Callaghan recounts how this worked for him and his team.

High Performing project

Tasked with the fit-out of Project Fitzwilliam, Walls recognised that the success of the project went beyond smooth delivery. As one of Dublin’s busiest construction sites, Walls were faced with the challenge of delivering this prominent project safely. Managing contractors and overcoming the difficulties the pandemic, this was going to be a huge undertaking. Project Fitzwilliam set out to become the safest construction site in Dublin.

Project Fitzwilliam committed to a Positive Safety Culture, based on open communication, trust and respect. Partnering with WhyNot, a supervisor development programme started to work on changing attitudes to safety on site. Through these 3 key stages of development, supervisors became safety leaders, empowering their colleagues to speak up and choose the safest route for themselves and others.

In the short video, James O’Toole reflects on the difference this programme made to him, his team and for safety on projects.

Technical Vs. Adaptive
Positive safety culture legacy
Supervisor Development Programme