Values Cascade: Process

(IronVale is a fictious Company, the case study is real)

Stage 1

For each of the IronVale 360 Teams, a key Term of Reference is defined as:

“Develop and implement a site-level code of behaviour that identifies standards for interaction among crew members, contractors, and visitors, and that aligns with the IronVale Core Values.”

Stage one involves ensuring that each Team accepts this Term of Reference in their own language.
Some crews objected to the phrase “code of behaviour”, preferring terms such as “how we work and look out for each other on site”.
This step personalises the process and builds ownership.

The full process for developing team values typically requires 4 to 5 hours, depending on the team’s size and schedule.
Given that crews may only meet for an hour every fortnight — with other production, safety, and training goals — this is a significant commitment.

Teams should plan the session early in their IronVale 360 journey because:

• It takes time to embed across the site
• It has the greatest potential impact on safety culture and teamwork
• It strengthens collaboration throughout the IronVale 360 process

Crew members outside the formal IronVale 360 Team should be invited and encouraged to participate.

Getting broader site involvement early is critical to success.

Stage 2

With a time scheduled, ensure the full team is present. This stage must be led by a trained facilitator or supervisor familiar with the process.

Introduction and Context

The facilitator explains that the session aims to identify specific behaviours that reflect the culture the team wants on site.
Reference can be made to the official Terms of Reference, but the focus should remain on behaviours that impact safety, teamwork, and morale — and what positive alternatives could eliminate those issues.

The group must recognise that they are the champions of the final outcome. Culture change always begins with a few committed individuals.
A Crew Charter will be developed, but more importantly, the people who helped create it must demonstrate the behaviours they commit to.

There will be no “behaviour police” monitoring compliance.
Instead, the example will be set by those who created the charter.

It is important to explain that values are meaningless without actions, and commitments are meaningless without clear behaviours.
Each value should have visible, observable behaviours linked to it so that everyone understands what living that value looks like in practice.

Brainstorming

The facilitator explains the brainstorming rules:

• One idea per person, in round-robin sequence
• No criticism
• No idea is wrong or dismissed
• Ideas are not attributed to individuals

The prompt question:

“How do we want to work together on site to achieve safe, efficient, and outstanding performance?”

All ideas are recorded on a whiteboard or flipchart.
This open discussion usually takes about one hour.

Stage 3

The team reviews the brainstormed list and creates commitment statements that:

• Inspire action
• Represent clear commitments
• Capture all key ideas from the brainstorming session

Each statement begins with:

“To achieve outstanding performance at IronVale, we commit to…”

Typically, 5–10 commitments emerge.
Each should clearly reflect an operational principle — for example, “Respecting every person’s safety,” or “Maintaining clear communication between shifts.”

This stage takes about 30 minutes.

Stage 4

Next, the facilitator asks:

“What are the observable on-site behaviours that contradict this commitment?”

Team members list negative behaviours — what not to do.
Examples might include:

• Ignoring a safety hazard
• Disrespecting contractors
• Failing to report equipment issues
• Not communicating shift changes

Once these negatives are identified, the facilitator guides the team to reframe them into positive behaviours:

• “Report hazards immediately”
• “Treat everyone on site with respect”
• “Communicate openly about changes or issues”

The team must go through the negative list first; it helps uncover genuine frustrations and ensures a realistic, comprehensive final list.

Stage 5

The resulting commitments and positive behaviours are then compared to the IronVale Core Values on a simple matrix chart.
Each commitment should align with one or more company values, without needing to replicate them word for word.

Finally, the commitments are compiled into a Team Charter, distributed to all members.

Stage 6

The final stage is taking the Charter to the rest of the site.
The group brainstorms the question:

“How will we share and promote what’s acceptable behaviour for everyone working at IronVale?”

The team must recognise that, as authors of the Charter, they are responsible for modelling it first.
The document can be simplified for communication purposes, but the intent and commitments must remain intact.

Specific actions are then assigned, with names and timeframes for rollout across departments, workshops, and shifts.

Case Study: IronVale Pit Operations Team

The Pit Operations Team adopted the “How We Work and Behave Together” goal early in their IronVale 360 program.

Stage 1: Brainstorming Results

The following ideas emerged:

• Always communicate before starting a job
• Respect everyone’s role on site
• Be punctual for pre-starts and handovers
• Help new operators learn safely
• Keep radio channels clear and professional
• Clean and maintain equipment for the next crew
• Don’t walk past unsafe acts or conditions
• Share information between shifts
• Know who to contact for different issues
• Recognise and appreciate team effort

Stage 2: Commitment Statements

“To achieve outstanding performance in IronVale Pit Operations, we commit to:”

1. Maintaining a safety-first focus
2. Being respectful and courteous to all crew and contractors
3. Supporting and guiding new workers
4. Communicating effectively between shifts and departments
5. Keeping our work areas clean, organised, and safe
6. Taking ownership of our equipment and environment
7. Understanding and appreciating everyone’s role in production and safety

Stage 3: Negative and Positive Behaviour Examples

Maintaining a Safety-First Focus

• Negative: Ignoring a hazard, bypassing lockout, or failing to wear PPE
• Positive: Always stop work for safety, report hazards immediately, check PPE and tools before use

Being Respectful and Courteous

• Negative: Swearing over the radio, ignoring others’ input, gossiping
• Positive: Use professional communication, listen respectfully, appreciate good work

Supporting New Workers

• Negative: Leaving new hires to figure things out, not explaining procedures
• Positive: Pair with mentors, explain safety protocols, encourage questions

Communicating Effectively

• Negative: Not passing on shift updates, unclear handovers
• Positive: Provide full handover notes, use the logbook, clarify responsibilities

Keeping the Work Area Clean

• Negative: Leaving rubbish in vehicles, not refuelling
• Positive: Hand over clean equipment, fuel up before end of shift

Taking Ownership

• Negative: Saying “not my job”
• Positive: Take initiative, fix small problems before they escalate

Appreciating Roles

• Negative: Blaming other crews for delays
• Positive: Understand how all departments contribute to shared success

Stage 4: The IronVale Pit Charter

IronVale Pit Operations — Team Commitments

“To achieve outstanding performance, our team commits to:”

• Safety First: Always stop for safety, report hazards, and wear PPE correctly
• Respect: Treat everyone professionally and communicate constructively
• Support: Mentor new workers and share knowledge freely
• Communication: Keep handovers clear, accurate, and timely
• Clean Worksites: Leave every area and vehicle better than you found it
• Ownership: Take responsibility for your actions, tools, and tasks
• Teamwork: Recognise each other’s roles and work together for common goals

Stage 5: Alignment with IronVale Core Values

Next Steps

The Values Cascade process has proven to be a powerful way of making IronVale’s core values real and lived on the ground.
It translates corporate ideals into behaviours that crews understand, own, and demonstrate daily.

Recommendations:

• Train internal facilitators in the Values Cascade method
• Implement the process across all departments and shifts
• Integrate team Charters into IronVale’s performance and safety review systems
• Use the Charters to build a “Values in Action” recognition program

IronVale Core Values

We value:

1. Safety — Everyone goes home safe, every day
2. Respect — For people, the environment, and the community
3. Integrity — Doing the right thing, even when no one is watching
4. Teamwork — Working together across shifts and departments
5. Accountability — Owning our actions, equipment, and outcomes