Shifting Gears to Drive Change and Stay on Course

Imagine seeing the future. If we take in one lesson from the many we learn everyday, it is that the world is an unpredictable place. Therefore, we must be prepared for the twists and turns that will inevitably come our way and drive change in the right direction.

What is the right direction?

The May issue of Fast Company featured an interview with investor Roger McNamee regarding the “New Normal”—the new economic environment that requires committed leadership, realistic business plans, long-term perspectives and people who truly enjoy what they are doing. The point McNamee makes is people need to stop waiting for the “next big thing” but rather realize it has already started. “The New Normal is all about real life—and real time. Everything just takes longer now,” said McNamee.

With a focus on technical markets, such as biotech/pharmaceutical, healthcare, corporate office and semiconductor, DPR understands the realities of this new era of business. To maintain our successful growth and profitable operations, we must continue to raise standards, further innovation and increase efficiency to build an even stronger foundation for moving forward.

Right People, Right Opportunities

The foundation of DPR is the right people—the right employees, customers, subcontractors, collaborative partners.

As an employee-owned organization, we rely on the contributions and judgment of the entire team. As a result, we want to work with those who share our core values and demonstrate a true passion for what they do, whether in the field or office.

DPR’s Injury Free Environment (IFE) program provides a good example. Posting one of the best safety records in the nation is not enough when “zero accidents” is the ultimate goal. To advance what is already an excellent safety record—currently a recordable rate of 0.79 compared to the industry average of 8.5—DPR launched a Web-based safety application system. The system allows team members to collect field data through a hand-held device that automatically sends information to a central database, providing 24-hour access to real-time safety analysis.

By aggregating this detailed data, we can proactively address safety items across the country, within a region, on a specific project or by subcontractor. For example, we identified that a subcontractor working with us in multiple regions had an issue with scaffolding. We were able to illustrate that it was not an isolated incident but rather a larger organizational issue that required additional training and supervision.

Increased Training

DPR’s training also sets us apart. In fact, according to DPR Project Manager Greg Johnson, who previously worked for some of our competitors, DPR’s training is “head and shoulders” above others. Training magazine agrees and recently recognized DPR’s Ever Forward Global Learning program on its 2003 Training Top 100. DPR (ranked 60) was also an “Editors’ Pick” from the Top 100 list as one of only six companies “admired for the positive environments they have created for their respective workforces.”

From putting successful solution-oriented teams together based on personality profiles to teaching individuals to better identify and manage risk, DPR requires each employee to complete 80 hours of training annually for continuous improvement and growth.

DPR’s commitment to training, along with the right people in place, provide a solid base to drive change and continue to build a truly great company even under the more conservative rules of the “New Normal.”