Transcript Mr Vineesh Kochhar
Foundation for Safety Culture Improvement – in Pursuit of Safety Excellence
Vineesh Kochhar Business Director, South Asia 4 th October, 2012
AGENDA 1.
WHO WE ARE?
2.
WHY DO IT?
3.
WHAT IS IT ABOUT?
4.
HOW DO WE DO IT?
5.
HOW DO WE KEEP IT GOING?
2
The Foundation of DuPont CORE VALUES
Safety and Health Highest Ethical Behavior Respect for People Environmental Stewardship
3
The DuPont Safety Culture
1990s Sustainability early 1990s Off-the-job safety PSM Focus mid 60s Powder mill operation began in 1802 First safety rules established in 1811
“Safety is a line management responsibility. … No employee may enter a new or rebuilt mill until a member of top management has personally operated it.” – E. I. du Pont
Safety statistics began in 1912 Belief that all injuries are preventable developed in the 1940s
Over 200 years, Safety has become part of our DNA
4
AGENDA 1.
WHO WE ARE?
2.
WHY DO IT?
3.
WHAT IS IT ABOUT?
4.
HOW DO WE DO IT?
5.
HOW DO WE KEEP IT GOING?
5
Drivers for Safety Excellence Sustainability Assets Performance OD
6
What we see v/s what it is!
THE TIP OF THE ICEBERG
Direct Costs of Injuries
Medical costs Wage indemnity Claims administration fees
THE BULK OF THE ICEBERG
Additional Costs of Injuries
Damaged equipment & goods Lost production and quality Process Interruptions/Yield Losses Replacement Labor / Overtime Litigation Damage to Customer Relations & Public Image 7
AGENDA 1.
WHO WE ARE?
2.
WHY DO IT?
3.
WHAT IS IT ABOUT?
4.
HOW DO WE DO IT?
5.
HOW DO WE KEEP IT GOING?
8
Unsafe Condition or Act?
In our experience…
The majority of process and personal incidents, injuries and accidents are caused by unsafe acts and behaviors,
not
conditions and equipment.
Unsafe Conditions Unsafe Acts
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Process Safety v/s Personnel Safety
No Future here !
LF / HC Implement PSRM HF / HC Consequence LF/LC
“The Goal is Zero”
Frequency HF/LC Implement a safety culture 10
Safety Paradox Serious accident/incident Rules violated when perceptions decay over time Companies with SMS Time
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Safety Hazard Pyramid
Reactive Efforts Fatality Majors (LWCs and RWCs) Recordable Injuries Trailing Indicator Near Misses or First Aid Cases Proactive Efforts - Unsafe Acts - Employee-Created Unsafe Conditions
Gap in Thinking / Knowledge / Implementation
Leading Indicator 12
Creating Organisational Ownership Management Standards Operational Discipline Operational Effectiveness x
Current State of Client Safety Standards Current State of Implementation
=
Operational Effectiveness 13
AGENDA 1.
WHO WE ARE?
2.
WHY DO IT?
3.
WHAT IS IT ABOUT?
4.
HOW DO WE DO IT?
5.
HOW DO WE KEEP IT GOING?
Copyright © 2010 DuPont. All rights reserved. The DuPont Oval Logo, DuPont™, and The miracles of science™ are registered trademarks or trademarks of DuPont or its affiliates.
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DuPont Approach to Safety
Three Key Ingredients for Excellence*
1. Risk Anticipation
(how risks are understood by people and systematically addressed)
2. Maturity of the Organisation
(how people work together and support each other)
3. Operational Discipline
(how following the rules is transformed into organizational pride) 15 * in Safety and Other Business Quality Parameters e.g.: Productivity, Quality, Customer Service, Compliance, etc.
Copyright © 2010 DuPont. All rights reserved. The DuPont Oval Logo, DuPont™, and The miracles of science™ are registered trademarks or trademarks of DuPont or its affiliates.
Safety Culture Transformation Process Reactive (Lagging) Proactive (Leading) Reactive Zero is impossible Dependent Zero is difficult Independent Zero by chance Interdependent Zero by choice
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We assist clients to improve safety performance by providing integration of DuPont know-how into client operating environment Client Management System DuPont Owner-Operator Knowledge & DSR Client Experience
Transformation Consulting methodology
Client Positive Change
Our clients have existing management systems that embody certain values and philosophies, and reflect certain organizational priorities.
Our goal is to help our clients develop people behaviors by applying our know-how to their situation using sound consulting methods to create positive change.
Copyright © 2010 DuPont. All rights reserved. The DuPont Oval Logo, DuPont™, and The miracles of science™ are registered trademarks or trademarks of DuPont or its affiliates.
Building Blocks of Safety Culture
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AGENDA 1.
WHO WE ARE?
2.
WHY DO IT?
3.
WHAT IS IT ABOUT?
4.
HOW DO WE DO IT?
5.
HOW DO WE KEEP IT GOING?
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How Do we Keep it Going
Visible, “felt” leadership commitment Safety is not just a ‘priority’ ...it is a ‘VALUE’ Foster ‘will’ and ‘passion’ for change Employee involvement & “ownership” Belief that all incidents are ‘preventable’ ‘Good safety is all about people’ Continuous improvement ‘What gets measured gets done’ – focus on leading and lagging indicators Improvement is a …‘moving target’ – need to keep raising the bar 20
As Leaders, we need to ask ourselves these questions
1.
At times, do business goals compete with the safety focus? 2.
Where is our organization on the culture curve?
3.
Do we drive demonstrated leadership commitment? Is safety a line management responsibility?
4.
What is the level of engagement of employees for safety?
5.
How can we drive continuous improvement? …… GOAL ZERO!
21
Role of Leadership Schedule Production Safety Profit
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In closing….some food for thought!
“
You get the level of safety that you demonstrate you want!” “We must become the change that we want to see!”
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Copyright © 2009 DuPont. All rights reserved. The DuPont Oval Logo, DuPont™, and The miracles of science™ are registered trademarks or trademarks of DuPont or its affiliates.
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The Vision of DuPont M
ARKET
-D
RIVEN
S
CIENCE
Our vision is to be the world’s most dynamic science company, creating sustainable solutions essential to a better, safer, healthier life for people everywhere.
© National Geographic image 25
DuPont 2011 Segment Sales
$9.2B
Agriculture
$3.2B
Electronics & Communications
$7.8B
Performance Chemicals
$2.5B
Nutrition & Health
$4.3B
Performance Coatings $38B
* $6.8B
Performance Materials
$0.7B
Industrial Biosciences
$3.9B
Safety & Protection
* Total company sales exclude transfers.
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DuPont – 22 Essential Elements of Safety
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Safety Priority or Value?
Safety is a
PRIORITY
when working safely is a condition of employment, your boss insists you do it and you do what you are asked to do. It affects an individual’s behavior.
Safety is a
VALUE
when you work safely without being told to do so. It is at the center of who you are; it defines who you are and the way you work and live. It affects how you think.
Going from priority to value is a process. It takes time and effort on your part. 28
Safety Management Concept Leadership
Management Commitment Policies & Principles Goals, Objectives, & Plans Procedures & Performance Standards
Structure
Line Management Accountability & Responsibility Safety Personnel Integrated Organization Structure Motivation & Awareness
Processes & Actions
Effective Communication Training & Development Incident Investigation Safety Observations Contractor Safety Management The Driving Force for Change is Strong Visible Leadership, the Will & Commitment to Change, Rigorous Execution and Enthusiastic Employee Involvement Managing & Accountability Structure (Line Organization)
REACTIVE
Incident Investigations Learn From What Happened
PROACTIVE
Safety Observations Learn From What Has Not Yet Happened
PREVENT PREVENT
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Culture change needs collective efforts and time
Status Totems Taboos Rituals
---------------------------------------------------------------------------------------- Awareness / Training & Coaching / Involvement / Motivation / Consequence Management
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India Experience
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Partners to Safety Cultural Transformation
Chemicals
DuPont Methodology & Approach Works in India
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