Transcript Second Steering Team

Safety Assessment Report and Workshop for:
NU Transmission
Assessment August 2008
Site Visits, Interviews, Focus Groups
Presentation September 4, 2008
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2
Note to Readers
The authors, reviewers, editors, and DuPont Safety Resources have made extensive
efforts to ensure that the technology, management systems, and other information
contained herein are accurate and conform to best practices known to them at the
time of publication. However, new approaches to managing safety, reasonable
differences in opinions among experts, unique aspects of individual situations, and
different laws and cultures require that the reader exercise independent judgment
when making decisions affecting the safety of any facility, practice, or process. The
reader should consider the applicability of the ideas and opinions offered to each
situation based on the reader's knowledge of the employee culture, physical premises,
practice, or process in question. Suggestions for improvements will be warmly
welcomed and carefully considered.
Confidential
This report is a Deliverable, and is subject to confidentiality, as defined under the
Master Services Agreement between Client, by and through its attorneys, and E. I. du
Pont de Nemours & Company dated July 18, 2008.
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Objectives for the Workshop and Expected Outcomes
• Gain Alignment on the Safety Assessment
Findings and Recommendations / the Priorities for
Action
• Discuss Safety Leadership Concepts and
increase personal commitment to safety
• Define the path forward to develop the
Implementation Plan and associated Resource
Plan
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Safety Contact
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PURPOSE FOR WORKSHOP
• Raise awareness regarding principles and
approaches that lead to world class safety
performance
• Review key next steps that leadership can take
to improve safety performance
• Commit as a team to a definitive path forward!
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EXPECTATIONS FOR ALL OF US
•Your energetic and open participation
•Your leadership and team participation in the
appropriate next steps for Transmission
•Your commitment to your own personal action plan.
•Your help to make the day productive in taking our
safety program to a new level!
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Agenda

Background and Approach

Current State

Data Points

Assessment Results

Findings / Conclusions

Recommendations

Safety Leadership Concepts

Action Planning

Wrap Up
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A successful integrated safety management system contains
these essential elements effectively working together…
Leadership




Visible, Demonstrated Commitment
Clear, Meaningful Policies and Principles
Challenging Goals and Plans
High Standards of Performance
Action/Process
Structure





Line Management Accountability
Supportive Safety Staff
Integrated Committee Structure
Progressive Motivation
Contractor Safety
What does
management do to
lead employees to
safety excellence?




Thorough Investigations
Observations and Coaching
Effective Communication Processes
Continuous Training & Development
What are the
organizational
structures that enable
the pursuit of safety
excellence?
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What actions does the
organization take on a
regular basis to
increase safety
performance?
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The assessment was designed to develop a high-level path forward
for continuous safety improvement
Phase I
Phase II
Assess
Phase III
Envision
Phase IV
Plan
Implement
Renew & Sustain
Examine how the client currently gets
its results
 Organization & Structure
 Policies & Processes
 Performance analysis
 Work as it’s done
 Understand current state and
performance reasons
Get management commitment to change
 Gain common understanding of
DuPont’s best practices
 Gain a common perspective of what
change is indicated
 Prioritize change actions
 Mobilize the organization’s leaders
Make the changes
 Guide process teams in
design and development
 Craft appropriate training
 Roll out changes
 Train employees
 Measure results
Develop the change plan
 What must be done?
 When must is be done?
 By whom?
 How?
 Assign accountability
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Information was collected from multiple sources to analyze the
current culture and the effectiveness of the existing systems
Data Analysis


Injury Frequencies
Injury Classifications

Industry Comparisons
Workers Comp Cost Analysis

Indirect Injury Cost Analysis

Interviews



Operational and BU Leadership
Diagonal slice of organization

Safety Professionals

Analysis of
Transmission
Safety Culture
Document Review




Over 86 people interviewed
Management, Hourly Workers,
and Contractors
Field Assessments
Incident & occurrence procedures
and reports
Organizational structure, with focus
on safety management structure

Work procedures & job plans
Safety inspection programs,
procedures, reports


Observation of work performed
and associated work planning
Observations of personnel
behaviors in the work areas
Discussions with labor
performing work
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The occurrence and severity of injuries and incidents is a matter
of probability. To prevent injuries you have to attack the base!
Employee is fatally burned
Flash occurs, Employee attempts to
move out of the way, Employee receives
2nd degree burns and injures leg
1
Fatal
The Hazard Pyramid
30
Majors
(LWCs and RWCs)
Flash occurs, Employee attempts to
move out of the way, Employee
receives 1st degree burns
Flash occurs however
Employee is not harmed
Employee enters vault
without proper PPE or
proper permits
300
Recordable Injuries
3,000
Near-Misses or First Aid
30,000 Hazards
- 96% Unsafe Acts
- 4% Unsafe Conditions
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Agenda

Background and Approach

Current State

Data Points

Assessment Results

Findings / Conclusions

Recommendations

Safety Leadership Concepts

Action Planning

Wrap Up
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Safety Performance Indicators Reviewed


Key metrics (6/08 YTD)

DART KPI 1.52 (target 1.04)

PMVA KPI 2 (2008 target 3)

Contractor Rec. Rate 1.32 (satisfactory target 1.04)
Other Metrics


Injuries/PMVAs documentation; Contractor performance; Near
misses; 2006 Safety Pulse Assessment
Plan for Actions to Improve

Self assessments; human performance and error reduction
training; safety stand downs; safety briefing documentation;
Incident Investigation improvements; contractor orientation
and revised rules; switching device peer flagging
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Safety management system was benchmarked on a five-level scale for
each of the twelve safety management elements
World Class
The organization leads its industry in safety performance as a direct result of its safety focus, leadership,
deliberate organizational design and the portfolio of activities it carries out to maintain a safe workplace
Excellence
The organization has strong capabilities to identify, learn from and correct at-risk behaviors and
workplace hazards Safety is a top priority There is a free flow and exchange of information without fear of
retribution and the organization is focused on learning and improving Hazard reporting, auditing and
corrective implementation are well designed and executed on a regular basis
Skill
The organization shows numerous signs of continuous improvement and has a track record of modest
and consistent improvement in safety performance Personnel are skilled in the application of basic safety
management tools and techniques
Awareness
The organization is aware of its performance and has established basic policies and processes to
measure and improve safety performance There is relatively high value for safety efforts and an auditing
system is in place to eliminate workplace hazards
Fundamentals
The organization has process in place to avoid known workplace hazards and uses trailing injury
statistics for performance measurement Injuries and incidents are the main driving force behind
discussion of safety management practices There is a written safety policy that may not be familiar to
employees or be perceived as of high value Safety performance is known to some in the organization but
is not widely known or thought about
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Overall, the Transmission safety management system has an
“Awareness” level foundation upon which to build.
12 Element Effectiveness Ratings
5
World Class
Leadership
Structure
Action
4
Excellence
3
Skill
2
Awareness
Fundamentals
1
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The overall rating of an organization helps us to locate
where any organization is on the Bradley / Culture Curve.
Level 1
Reactive
• Safety by natural
instinct
• Compliance is the goal
• Delegation to safety
organization
• Lack of management
involvement
Level 2
Level 3
Dependent
• Level of Management
commitment
• Condition of employment
• Fear/discipline
• Rules/procedures
• Supervisor control,
emphasis and goals
• Value all people
• Training
Level 4
Independent
• Personal knowledge,
commitment and
standards
• Internalization
• Personal value
• Care for self
• Practice/habits
• Individual recognition
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Level 5
Interdependent
•
•
•
•
•
•
•
Help others conform
Others’ keeper
Networking contributor
Care for others
Organizational pride
Core value
Trust
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Transmission’s current safety performance is primarily dependent
The journey to World Class is both a collective
and individual movement down the curve!
Transmission’s
Performance*
Reactive
Safety by natural instinct
 Compliance is the goal
 Delegated to Safety
Manager
 Lack of management
involvement

Dependent
Management commitment
 Training
 Rules/procedures
 Supervisor control,
emphasis, and goals
 Condition of employment
 Fear/discipline
 Expectations
 Value all people

Independent
Personal knowledge,
commitment, and standards
 Internalization
 Personal value
 Care for self
 Practice, habits
 Increased communication
 Individual recognition

* Non-dimensional curve showing performance extends over a range
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Interdependent






Help others conform
Others’ keeper
Networking contributor
Care for others
Organizational pride
Open communications
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Executive Summary - There is opportunity to build on the existing
organizational capability and current safety foundation by building on existing
strengths and leveraging opportunities.
Organizational Strengths
● Employee/Supervisor safety
ownership/support
● Communications: tailboards; meetings;
supervisor contact
● Strong Management Personnel
•Generally provide requested needs
•Generally good L/M relations
Key Opportunities
● Management Time in Field (Supervisor
support; standard setting; visibility;
communications)
● Departments too autonomous (silos); need to
be pulling in the same direction (ie SAFERS)
● Involvement of all levels in initiatives, start
to finish (ie job planning for field work;
Manuals development)
● Refresher and reemphasis training
● Capable and trained Safety Resources
● Improve SAFERS and Inc. Inv. Approaches
● Generally very good attitudes
especially with those who work alone
● Continue to strengthen the Safety
Communications with field personnel Assure that Assessment Report highlights
get communicated to all personnel
● Safety communications (meetings; both
ways)
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Safety Management System - Leadership - Positives
• Management unsatisfied with performance and Interested in
Leadership
Visible,
demonstrated
commitment
 Clear, meaningful
policies and
principles
 Challenging goals
and plans
 High standards of
performance

reducing injuries; top management feels they are doing a strong
leadership job but they are somewhat disconnected from the
realities of their employees; too occupied with demands they often
feel are not additive
• Some managers involved, others not: Management generally
backs the solutions for issues brought by labor
• Company rules (APM. Safety Manual) with Addendums for
Transmission.
• Most know the current performance and goals which primarily
center on zero Recordables, Severity and PMVAs;
• Participation in NU effort toward a common Safety Manual;
• “Live Line” process developed with Union involvement; JHAs
exist
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Safety Management System - Leadership - Opportunities

Most management above Supervisors spend very little time in the
field; contact needed to solicit feed back, support Supervisors,
help set standards.

NU/Transmission Principles/Policies not known in the field though
they are being told where they are

Employee involvement: e.g. development, implementation and use
of Transmission principles and standards, procedures, equipment
changes.

Management process for setting Goals, Objectives, Plans at each
level incorporating input from all levels, especially the employees

A uniform set of guidelines so that Transmission does the same
process with the desired results throughout.

Complete Common Safety Manual

Procedures: LOTO is being used with no locks (locks necessary)
JHAs not used as often or effectively as they should; though they
seem to be available, there were questions around whether field
employees use the current procedures and standards or just “work
safe” in their minds.
Leadership
Visible,
demonstrated
commitment
 Clear, meaningful
policies and
principles
 Challenging goals
and plans
 High standards of
performance

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Safety Management System - Structure - Positives
Structure

Line management
accountability
Supportive safety
staff
 Integrated
committee
structure

Clear accountability supported by pay system

All levels are empowered to stop jobs for safety reasons

8 Safety Pros of high quality are available; many metrics /
information are generated but seldom used below the Manager
level; generally a positive impact is felt though some employees
feel some Safety Pros are not qualified in this industry

L/M Safety team has been initiated and plans exist for splitting into
three teams on a geographical and work basis (issues can be
brought up and expectations are that results will occur)

Have a progressive discipline system


Performance
measurement and
progressive
motivation
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Safety Management System - Structure – Opportunities

Safety Pros’ “job definition” needs altered to reflect “resource for
line organization”: belief is they tend to be reactive rather than
proactive; belief is they should be more active in remote areas;
metrics generated must be effectively applied and used
throughout the organization; respect for capabilities is less than
it should be (perception they have little field experience); .

Improve Safety Team effectiveness by involving people in
solutions development, safety Goals/Objectives/Plans, procedure
development, new equipment reviews, changes to substations,
etc.

Call to Action is a major de-motivator (punitive aspects are
driving near misses/minor injuries/incidents underground). Many
believe reporting/investigating will improve dramatically with
more of a coaching/counseling approach. The discipline system
is not universally applied;

Evaluate Skills and develop employees; very limited union
involvement in any decision making or initiative implementation
Structure

Line management
accountability
Supportive safety
staff
 Integrated
committee
structure


Performance
measurement and
progressive
motivation
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23
Safety Management System - Action - Positives
Action
Thorough
investigations and
follow-up
 Effective audits
and re-evaluation
 Effective
communication
processes
 Safety
management
skills


Incident Investigation system with Corrective Actions data
base; SIRS used for communication

SAFER system though extremely limited in usability. Isolated
examples of very effective SAFER utilization

Good communications: tailboards conducted and
documented; monthly meetings; supervisor/labor interactions;
top down direction

Training: “Quick Cards” developed and distributed for how to
address specific safety issues; have new employee training;
FormFirst used; ergonomics being explored;
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Safety Management System - Action - Opportunities

Incident Investigation process led by Safety with outside team
personnel but should be all Line Organization responsibility;
system not fully getting to root causes is; limited participation;
little use of data analysis and application

Variance in management understanding of SAFERS utilization; no
analysis; little felt leadership; though the belief is that dialogue is
crucial, little is being done; must make the decision to do or not
do SAFERS (or something better) and then follow through to
effective data utilization, etc.

Little input from Union in policies, design, and communications;
sub-team approach would involve employees and their
supervisors in everything including developing communications

Retraining on standards and SOP’s needed; many reports of
inadequate or nonexistent new equipment and changed policy
training; little refresher training; little new substation equipment
involvement, knowledge and training; E-learning is not accepted
as effective (defensive driving and others)
Action
Thorough
investigations and
follow-up
 Effective audits
and re-evaluation
 Effective
communication
processes
 Safety
management
skills

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25
Although a system to investigate all incidents exists, there are
many opportunities across NU to improve this system.
Strengths




A system is in place with good intentions, purpose, etc.
For severe incidents, investigations are very good: full teams, outside experts, employee
involvement, and thorough root cause analysis
In general, timely completion of incident investigations seem to be the norm.
Line managers understand and support the concept of “prevention of recurrence”
Key opportunities











Conclusions are incomplete: reports seldom include essay text, only checked boxes
Generally overly compliance focused
Few near misses, regardless of how serious, are investigated to any level of completeness
Strong tendency to attribute cause to conditions versus acts of people
Many investigations are by only one manager/supervisor
Investigation and discipline system intertwined: “Was a rule broken? Yes? No?” These
should be separate considerations
We question significant number of root causes and related factors. (Is this really the “root
cause”? Why? Why? Why?)
Often action items will not reasonably prevent recurrence
Actions should include: What? Who? When?
No system to track completion of actions
Many reports are not reviewed with employee
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Audit system (SAFERS) is a fundamental system that can be used
affectively to drive both positive safety performance & cultural change
across NU .
Strengths

A system is in place with good intentions, purpose, etc

Employees are aware that audits occur

Line managers understand their responsibility to submit their quota of audits
reports
Key opportunities

Audits reports often include only checked boxes

Strong tendency to focus on conditions; not acts of people

Few “cross audits” by managers of other organizations

Workers very seldom included in audit teams

Constructive, re-enforcing safety discussions as part of the safety audit, are rare

Limited use of “layered audits”; superior and subordinate together

All groups need to track trends (i.e. unsafe acts per audit hour, type of unsafe acts)
and use analysis to effect change across the organization
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27
Agenda

Background and Approach

Current State

Data Points

Assessment Results

Findings / Conclusions

Recommendations

Safety Leadership Concepts

Action Planning

Wrap Up
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‹#›
28
To assess the degree of change necessary, we evaluated the degree
of alignment between your current safety culture and best practices
Transmission
and Industry
experience
Transmission
safety
expertise



DuPont Owner/Operator
Safety Experience
Current
Transmission
Safety
Systems,
Process, and
Culture
DuPont utility industry
experience
DuPont
Safety
Resources
DuPont Multi-Market
Client Experience
Integrated
Transmissio
n Safety
Management
System
DuPont Change
Management Experience
DuPont and Transmission have existing management systems that embody certain values and
philosophies, and reflect certain organizational priorities
Transmission has a unique set of functioning capabilities to operate systems
Our goal is to help Transmission by merging the principles, practices and systems of World-Class
change management with your systems to create positive change
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‹#›
29
Initial Recommendations and Priorities

Lead by Example

Felt Management leadership (time in field)

define, communicate, ‘reinforce & enforce’ acceptable
behaviour standards for everyone; visible support

Initiate thorough review of capital functions

Activate the Safety Committees ASAP:

Opportunity for involvement and contributions

Increases interest and “they care about me” perception

Assists in data analysis and application to reduce injuries
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30
Initial Recommendations and Priorities

Do something about CtA punitive perception

More effective Safety Observations (SAFER or better)



Focus on employee behaviours through interaction

Analyse & utilise data to drive improvement
Improve competency in incident investigation

Training including Why, why, why, why, why?

Report and treat all ‘near misses’/incidents as a ‘gift’
Contractor Management

Uniformly monitor all contractors

Further analyse and utilize data
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31
The DuPont safety philosophy is composed of a core
set of guiding values and principles

All injuries and occupational illnesses can be prevented

People are the most important element of the
safety and health program

Management is responsible (for preventing injuries)

All operating exposures can be controlled

It is necessary to thoroughly train all employees to work safely

Safely is a condition of employment

Audits must be conducted

All deficiencies must be corrected promptly

Off-the-job safety is an important part of the safety effort
Do you know NU Safety Principles?
If so, how can we implement them?
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32
Northeast Utilities Key Safety and Health Principles
1. Working safely is a condition of employment
2. People are the most important element in the occupational
safety and health program.
3. Management is responsible for assuring safety and healthy
working conditions.
4. Work-related injuries CAN BE prevented.
5. Hazard exposures CAN BE controlled.
6. Deficiencies must be corrected promptly.
7. It is necessary to thoroughly train all employees in safety rules
and safe work practices.
8. Management must audit occupational safety and health
practices and programs in order to assure success.
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33
Summarizing recommendations from the site assessments, NU
should implement a safety improvement program consisting of the
following core elements.
Strategic Safety Management Structure
Improve Key Safety Process Systems - Audit/Observation, Incident Investigation, and
Rules and Procedures
Safety Culture Improvement
Safety Leadership Competencies
Organizational Training
Communications Activities and Employee Involvement
Safety and Human Performance Management System
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‹#›
34
Agenda

Background and Approach

Current State

Data Points

Assessment Results

Findings / Conclusions

Recommendations

Safety Leadership Concepts

Action Planning

Wrap Up
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‹#›
35
Safety Excellence
and
World-Class
Performance
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‹#›
36
Safety Management System: Essential Elements
Organization
Incident
Investigations
Supportive
Safety
Personnel
Policy
Responsibility &
Accountability
Leadership-Visible
Management
Commitment
Goals &
Objectives
Standards
Motivation
Safety
Observation
Training
Communication
1
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‹#›
37
What Is World-Class Safety Performance?

Virtual elimination of lost work injuries
(consistently <0.10 )

Low total injury frequency (consistently <0.8)

Low off-the-job injury frequency (<0.5)

Low incidence of occupational health problems

Same standards for contractors

Excellent safety in all units

Built into the culture
2
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‹#›
38
How Do You Compare?
Injuries & Illnesses – Cases With Days Away from Work Rate per 100 Employees
3.5
U.S. Bureau of Labor Statistics, 2006 Data – Injuries & Illnesses
3
Comparison companies
* 2007 data
** 2006 public domain
2.5
2.9
*** 2005 public domain
2
All Industry
Average (1.3)
1.5
1.2
1
0.8
1.3
1.4
1.4
0.8
0.5
0.5
0.26
0.03
0.06
0.09
0
b
xo
Ex
o
n-M
rp*
o
il C
*
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s
.
rp* ilities ction ring
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ing
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Ch Ele c
Ele
Copyright © 2008 DuPont All rights reserved The DuPont Oval Logo, DuPont™, and The miracles of science™ are registered trademarks or trademarks of DuPont or its affiliates
‹#›
39
How Do You Compare?
Injuries & Illnesses – Total Recordable Case Rate per 100 Employees
U.S. Bureau of Labor Statistics, 2006 Data – Injuries & Illnesses
Comparison companies
* 2007 data ** 2006 public domain *** 2005 public domain
6.5
6
5.5
6.0
5.1
4.8
5
4.8
4.1
4.5
4
All Industry
Average (4.4)
3.5
3.4
2.9
3
2.5
2.0
2
1.5
0.76
1
0.5
0.32
0.35
0.4
0
*
ob
M
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ile
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ica ic Po
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‹#›
40
Safety Leadership Fundamentals
Qualitative Attributes
• Identify what Felt Leadership is
• Demonstrate its necessity
• Explore the role of the Safety Leader
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‹#›
41
Felt Leadership  Definition
• Felt Leadership is the net result of management’s actions and
communications in ways that people at all levels come to
understand and “feel” their leaders’ high standards and
expectations, and accept their strong commitment to safety as
genuine.
• Through Felt Leadership, management influences and helps
align employees’ own safety commitment and conduct, guided
by the safety vision, beliefs, principles, policies and goals.
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‹#›
42
SAFETY
PERSONAL
RESPONSIBILITY
BUILDS TRUST AND
FAITH
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PUBLIC
PROCLAMATION
RESPECT THROUGH
ACTION
Felt Leadership is All About People
‹#›
43
Felt Leadership Framework
MODES
ENFORCEMENT
Compliance
Goals
AGREEMENT
Get agreement
Gain alignment
Inspire/Motivate
Gain commitment
Convince/persuade
Values/Principles/etc
Reward & Recognition
Communications
Safety Observation
Documents
Systems
Tools
St’ds/Rules/Proced’s
Discipline process
Communications
St’ds/Rules/Proced’s
Performance Manag’t
Communications
Safety Observation
Leadership/Mgt
Action
Demand compliance
Counsel
Warn (verbal/written)
Suspend/Terminate
Define expectations
Manage/Supervise
Felt Leadership
range of action
The Felt Leadership Framework defines the
behavior range needed to influence people
Leaders set standards and expectations by
communicating with their staff in 3 modes, as
appropriate in different situations. While the ultimate
goal is always injury prevention, the required
leadership behavior can range from inspiration
whenever possible, to agreement, or enforcement, as
appropriate or necessary
INSPIRATION
All Managers
FLS --- CEO
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Articulate Values/Principles
Coach/Mentor
Demonstrate commitment
Remove Barriers
Recognize achievements
‹#›
44
Felt Leadership - Summary of Action Elements
Articulate your views and commitments around safety
 Values, Beliefs, Principles, Goals, Plans
 Cultivate the concept of Proprietorship for safety – at all levels
 Gain alignment with your staff around your Safety Values
Manage safety performance proactively
 Monitor performance (statistics, incidents, observations)
 Enable Performance (recognition, training, coaching, barriers)
Demonstrate your safety commitment through personal involvement
 Leading central safety meetings with direct reports
 Participating in incident investigations
Use safety communications as an explicit safety management tool
 Personal conversations
 Modeling
 Communication channels
 Tradeoff decisions and guidelines
Conduct Safety Observations/Conversations
Maintain unwavering focus on safety – as a core value
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‹#›
45
Evolution of Improved Safety Culture
Felt Leadership Modes
Enforcement
Agreement
Inspiration
Sustainable
High Performance
lives here
Transmission
Performance*
Reactive
Safety by natural instinct
 Compliance is the goal
 Delegated to Safety
Manager
 Lack of management
involvement

Dependent
Independent
Interdependent
Management commitment  Personal knowledge,
 Help others conform
commitment, and standards
 Training
 Others’ keeper
 Internalization
 Rules/procedures
 Networking contributor

Personal
value
 Supervisor control,
 Care for others
emphasis, and goals
 Care for self
 Organizational pride
 Condition of employment
 Practice, habits
 Open communications
• Increasing commitment to safety values - at all levels
Accelerated Safety
 Fear/discipline
 Increased communication
• Continuous improvement of Safety Management Systems
Improvement Initiative  Expectations
 Individual recognition
• Mastering prevention…. elimination of injuries…..ZERO!
 Value all people

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2
‹#›
46
The following cultural paradigm shifts need to be made to
continue the journey to World Class Safety
From
To
Perception that production is more important than
safety – “Just get the job done.”
Safety is at least equal with production and quality—good
safety is good business
Safety goals developed with limited organizational
input and may be counter-productive (e.g. ~XX%
improvement in DART 2006 to 2007)
Organizations are integrated into the process for setting
challenging goals and defining action plans to achieve
these goals
Limited organizational structures for management
teams to lead safety effort
Expanded safety organization - all levels involved
Management’s commitment to safety is questioned
in the organization
Safety policy is the driving force behind systems &
processes for managing safety
Safety is an area of common ground and cooperation
towards the shared goal of protecting all people that work at
or for Northeast Utilities
Management’s commitment to safety is felt at all levels of
the organization as genuine
Safety auditing / observation is primarily the job of
supervisors and is focused on the conditions
Comprehensive, structured auditing system that involves all
levels, collects data & uses this data as a key change agent
There is little progressive motivation for good safety
and fear of discipline is driving counter-productive
attitudes and actions
“Culture shift” where discipline has its place, but systems
for progressive motivation are the primary focus in driving
safety performance
Little known safety policy and supporting principles
Safety is used, at times, as a lever to influence
non-safety related labor/management issues
Line Organization is responsible for systems
Improvement of safety systems and subsequent
implementation and safety performance, and Safety
performance
is
the
job
of
the
Safety
Professionals
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trademarks or trademarksserve
of DuPont or
its affiliates
Professionals
as
trusted resources
‹#›
47
Behavioral change to a safer
culture must begin with the
behavior of Leadership
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‹#›
48
Agenda

Background and Approach

Current State

Data Points

Assessment Results

Findings / Conclusions

Recommendations

Safety Leadership Concepts

Action Planning

Wrap Up
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‹#›
49
Why is Transmission focusing on safety?
Companies tackle safety for many reasons . . .
Humanistic - “It’s the right thing to do”, “I don’t want to attend any more
funerals for employees and contractors”
Direct financial - “We can spend less on workers’ compensation and litigation”
Market driven – “Our customers require us to be world class - such
performance can be a competitive advantage”
Labor supply – “It’s difficult to hire and retain qualified personnel, so we can’t
afford to lose them to injuries”
Labor relations - “We can use safety as a ‘common ground’ to rebuild the trust
and morale of the work force”
Public relations - “We can use safety performance to increase our standing in
the community”
Broad financials - “We can eliminate other losses that are related to
shortcomings in our safety culture”
Business sustainability - “Good safety is good business”
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‹#›
50
Where does Transmission want the future state safety culture
to be in 2010….
2010
2008
Dependent
Reactive
• Safety by Natural Instinct
• Compliance is the Goal
• Delegated to Safety
Manager
• Lack of Management
Involvement
•
•
•
•
•
Management Commitment
Condition of Employment
Fear/Discipline
Rules/Procedures
Supervisor Control,
Emphasis, and Goals
• Value All People
• Training
Independent
• Personal Knowledge,
Commitment, and
Standards
• Internalization
• Personal Value
• Care for Self
• Practice, Habits
• Individual Recognition
Interdependent
•
•
•
•
•
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Help Others Conform
Others’ Keeper
Networking Contributor
Care for Others
Organizational Pride
‹#›
51
Embarking on an aggressive safety management improvement
journey, Transmission should expect to substantially increase its
performance in all assessment areas . . .
Example of Effectiveness Levels Versus DuPont Model
World Class
V
Excellence
IV
Skill
III
Awareness
II
Fundamentals I
Year End 2010
2008 Assessment
t
n
s
s
ts
ff
g
y
g
ty
s
nt
nt
por u ditin
Sta Safe ivia tio ty Mg c atio n ra in in
lan e Std cc ou
o lic
me
e
P
t
P
y
i
t
R
r
t
c
T
A
fe
m
o
ty
o
fe
ni
&
an
s&
&A
Sa Or g f ive M or Sa mmu afety
om Safe
nv
fety
oal rform es p
I
C
e
a
t
v
t
G
e
i
s
o
S
S
d
s
iv
ac
C
Mg
Pe
g R ppo rt gra te
fety
ntr
ous h ens
g re
ay
u
o
o
Or
u
r
W
Sa
e
n
C
i
t
e
e
S
P
r
o
nt
In
Lin
Tw
Co Co mp
e
v
i
ec t
Eff
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‹#›
52
Values and Beliefs Support the Vision

Our actions are strongly influenced by our values.

Values means “beliefs” – what we hold to be true about something
as seen in behaviors.

Vision won’t become action without alignment among people.

Developing values may expose conflicts.

The vision is supported by stating values.
For example,

“All injuries can be prevented.”

“Excellence in safety can be achieved at the same time as
excellence in other business areas.”
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‹#›
53
The Future State Vision
“How We Want Things to Be”

Think about a state of being a few years in the future (~3 years).

Make it a real stretch, but achievable.

Break subject into key elements. “We will reduce our lost-time
injuries.”

Develop actionable statements for each element.
“In 3 years our lost work injury frequency will be in the top 15% of
our industry.”

Consider how progress will be measured.
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‹#›
54
Exercise: What Does Our Future State of Safety
Look Like?
• Select a spokesperson
• In your table groups, identify statements, conditions,
characteristics, etc. that describes what our safety culture will look
like 12 to 24 months into the future. Consider the following:
• Characteristics of an Injury-Free Workplace
• Concept of “All Injuries Can Be Prevented”
• Guiding Safety Vision & Policy
• Chart summary of group’s input
• Take 15 minutes to complete
• Report back to workshop
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‹#›
55
Exercise: What are the Potential Barriers for
Safety Excellence Implementation?
List the Potential Cultural Barriers to Achieving the Safety Vision:
• ___________________________________
• ___________________________________
• ___________________________________
• ___________________________________
• ___________________________________
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‹#›
56
Exercise:
Set preliminary Action Plans for
implementing the Recommendations
• Select a spokesperson
 Review the group of Recommendations extracted from the
Assessment Report
 Discuss current safety activities and action plans currently
underway within PSNH
 Consider the following:
* What needs to get started
* What needs to be continued
* What needs to be upgraded / enhanced
• Chart summary of group’s input
• Take 15 minutes to complete
• Report back to workshop
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‹#›
57
Action Plan Form
Actions
Metrics
Completion Dates
Review Cycle
De-brief assessment
results with entire
organization
% of employees
contacted
September 22, 2008
ELW on September 23
End of September /
Beginning of October
ELW on September 23
Schedule Re-Visit /
Action Planning Session
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‹#›
58
Agenda

Background and Approach

Current State

Data Points

Assessment Results

Findings / Conclusions

Recommendations

Safety Leadership Concepts

Action Planning

Wrap Up
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‹#›
59
NU Safety Initiatives Timeline
Jun
Jul
Aug
Sep
Oct
Nov
Executive
Visioning &
I. Kick Off and Visioning
(Leadership)
Executive Wrap
Up Session
Leadership Session
2. Safety Leadership
Training – Safety Pros
Jan
2009
Dec
Safety
Pros
(1 Day)
3. Assess PSNH, WMECO
and Transmission
Assessment
3-4 weeks
4. Define Roles/Resp. of
line and staff safety.
Define and Clarify Roles
5. Assess Integrated
safety management orgs.
Assess Integrated Safety Management Structure
6. Establish Process
Improvement Team
Improve Observation Program (SAFERS) – Begin Trending Leading Indicators
7. Executive Coaching
and Consulting
Coaching & Consulting
Design and develop Supervisor Training Program
(Includes Train-the-Trainer)
8. Supervisor Training
Roll Out
Training
Roll Out
Processes
9. Roll out new Processes
Jun
Jul
Aug
Sep
Oct
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Nov
Dec
2009
‹#›
60
Now is the time to commit to doing something different……
“If you always do what you’ve always done…..
You will always get what you already got……. “
Forest Gump
“Insanity is defined as continuing to do the same thing and expecting different
results.”
Albert Einstein
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‹#›
61
ONE LAST THOUGHT . . .
“We must become the change we want
to see”
- Mahatma Gandhi
Thank you and have a SAFE day!
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‹#›
63
Appendix A
NU Corporate Level
Recommendations – Detail
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‹#›
64
Summarizing recommendations from the site assessments across
all of NU, a safety improvement program consisting of the following
core elements should be implemented.
Strategic Safety Management Structure
Charter and establish a divisional safety leadership structure and multi-level site safety leadership
organizations to oversee the safety effort and ensure safety goals & objectives are achieved
Improve Key Safety Process Systems - Audit/Observation, Incident Investigation, and
Rules and Procedures
Institutionalize the processes used to manage safety which focus on reducing injuries while promoting safety
awareness, fostering employee involvement, reinforcing safe work practices and monitoring work behaviors
Safety Culture Improvement
Build on current cultural improvement efforts and past success by bringing Management and Labor together
to work collaboratively in addressing the key areas for improvement from the Assessment and Safety
Perception Survey
Safety Leadership Competencies
Develop and implement a division-wide system to ensure that the line organization possesses the necessary
skills & competencies to effectively lead the safety effort and demonstrate safety as a core value
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‹#›
65
Summarizing recommendations from the site assessments across
all of NU, a safety improvement program consisting of the following
core elements should be implemented.
Organizational Training
With existing systems improved and consistently rolled out across the organization, institute a more focused and
continuous training program that will increase safety awareness on and off the job, will serve to help improve overall
employee process knowledge and involvement, and will ensure that all employees have the skills necessary to
perform required tasks safely.
Communications Activities and Employee Involvement
Build fundamental systems, based on an integrated structure, that will drive Employee involvement in all
aspects of safety, drive more effective two-way communication and develop meaningful activities to promote
safety both on and off the job
Safety and Human Performance Management System
Develop standards for safety, human (management and labor) performance management systems, coupled
to comprehensive metrics, to monitor the effectiveness of the improved systems and processes and the
organization’s ability to continually advance the safety culture
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‹#›
66
Core Element: Safety Management Structure
Continue to develop a structure, with management accountability, that shares
ownership for safety activities between management the BU
Charter and establish a divisional safety leadership structure and multi-level site
safety leadership organizations to oversee the safety effort and ensure safety goals
& objectives are achieved

Charter (key functions, roles & responsibilities) CSC-type organizations at the
divisional and site levels to:

Provide effective oversight of the safety management effort

Set standards for all safety systems for consistency across and within sites—
provide a framework for assessing leadership performance

Ensure that roles for safety responsibility and accountability are well-defined
between the Safety Group and the line organization

Charter and establish standing and ad hoc subcommittees

Increase employee involvement in the safety effort

Increase employee value for an injury-free workplace

Provide a safety framework that transcends time and personnel changes
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‹#›
67
This reference model, the Strategic Safety Management Structure, chaired
by Leadership and resourced by the Line Organization, is the safety
strategy and decision-making body
Strategic Safety Management
Structure
Strategic Safety Management Structure leadership
responsibilities

Define and articulate the organizational safety vision
and expectations

Focus on the metrics (trailing, current, and leading)

Integrate safety consistently throughout the
organization

Create a formalized structure in which safety
initiatives can be implemented

Create expectations of the safety support
organization

Align safety leadership beliefs and expectations with
individual and organizational performance

Define and understand organizational barriers

Understand and develop organizational needs

Expand employee involvement and ownership for
safety performance
Leadership
Chairperson
Supporting
Subcommittees
Safety
Professional
Implementing
Line Organization
Medical
Resource
Standing
Ad Hoc
Environmental
Coordinator
Contract
Coordinator
Existing Safety Committee structure has no Strategic component and is not integrated
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‹#›
68
Any structure to govern or manage safety must
include the following
Strategic Vision
Strategic
Leadership
Operational
Management
Do
Plan
Control
Do
Do
Direct
Organize
Do
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‹#›
69
DuPont’s suggested structure has all the elements required for a
decision making body: Strategic direction, Leadership to
manage the change and Operational body to implement
Strategy
Control
Plan
Organize
Direct
Strategic Decision
Making Body
(Top Management
Employee Involvement
Leading /
Supporting
Safety
Organization (SME)
Subcommittees
Control
Plan
Standing
Organize
Control
Plan
Organize
Direct
Operational /
Implementing
Line Organization
Direct
Ad Hoc
Leadership
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Operational
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Core Element: Safety Process Systems – Audit/Observation,
Incident Investigation, Rules and Procedures
Institutionalize the processes used to manage safety which focus on reducing injuries while
promoting safety awareness, fostering employee involvement, reinforcing safe work practices
and monitoring work behaviors

Create, process and communicate company safety philosophy and supporting principles

Develop set of guiding principles based on this philosophy
• e.g., All injuries are preventable

Use this “new” guiding philosophy to improvement existing & develop new safety process
systems that:

Holds all line management to responsible to participate

Involves all levels of the organization

Systematically records findings & results

Establishes system metrics to monitor quality & results

Requires site analysis of audit and incident investigation results

Establishes follow-up system for recommendations

Ensures site and area safety rules are established, communicated, understood and
followed
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Core Element: Safety Culture Improvement
Build on current cultural improvement efforts and past success by bringing Management and
Labor together to work collaboratively in addressing the key areas for improvement from the
Assessment and Safety Perception Survey

Build on past success and current culture improvement work in working
cooperatively to begin shifting Organization’s culture

Use current Safety Perception results, DSR Assessment findings and
recommendations, and existing Culture improve work as the basis

Future visioning workshops

Development Performance Improvement Teams to address key
culture issues
• Teams will include both Management and Labor

Hold teams accountable and follow-up on results
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Core Element: Safety Process Systems – Communications
Activities and Employee Involvement
Build fundamental systems, based on an integration structure, that will drive Employee
involvement in all aspects of safety, more effective two-way communication and develop
meaningful activities to promote safety both on and off the job

Implement systems the drive employee involvement in and ownership of
safety

Create the processes that allow for the efficient communication both
down and UP the organization

Embed this new communication process, philosophy and supporting
principles in the Organization

Develop meaningful activities that promote both on and off the job safety


Safety is about people 24/7/365
Drive Employee involved in audits and incident investigations
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Core Element: Safety and Human Performance
Management Systems
Develop standards for safety management systems and leadership, coupled to
comprehensive metrics, to monitor the effectiveness of leadership and their ability to
continually advance the safety culture

Participative setting of safety performance goals & objectives:

Directly linked to “new” Safety Philosophy

Meaningful, ambitious and realistic (S.M.A.R.T.)

Organization/site specific—communicated to all

Aligned with corporate objectives

Set of metrics to measure past and current performance that can feed a system of
predictive measures

Expanded metrics to include current & leading indicators

Direct links between management’s compensation/career advancement and
personal safety performance

Integrated directly into systems for reward and recognition, and discipline
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Core Element: Safety Leadership Competencies
The level of leadership skill in the management of safety will have to improve
to drive a new level of safety performance
Develop and implement a division-wide system to ensure the line organization possesses
necessary skills & competencies to effectively lead the safety effort and demonstrate
safety as a core value

Establish a management-level safety leadership and skill training curriculum that
provides:

Fundamental safety leadership & refresher training for all line managers

Advanced safety observation & incident investigation skills

Effective felt leadership and employee coaching skills

Hazard recognition

Skill development around leading by example
• i.e. area housekeeping, visible in the field, tiered audits, etc

Ensure that all line managers/supervisor receive safety leadership training

Provide worker force with safety awareness training
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Core Element: Organizational Training
Recent injuries & incidents, along with observations and comments, confirm
the need for more and better training
Institute a more focused and continuing training program that will increase safety
awareness on and off the job and will serve to help improve overall employee process
knowledge and involvement in safety improvement

Training in World Class Safety fundamentals for the Organization

Current injuries and incidents point to a lack of awareness with respect to work activities and
their related risks

Maintenance on new equipment installed by contractors

Procedurize training and maintenance

Training on new and upgrade systems and procedures

Off the job safety


The workforce is generally receptive to an off-the-job safety program, and it will address
some of the employee concern that management is only concerned with the numbers,
not the people
As with many Utilities, turnover over the next five to ten years is going to drive the need to
develop both more rigor around procedurizing the work and the training of these procedures

OJT is excellent, but this too needs to be procedurized
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Visible Management
Commitment
“Felt Leadership” - The Key Stone
Communication, Activities
and Involvement
Incident Investigation
Refine Process that Prevents
Injury Recurrence and Affects
Change
Refine Processes that Foster
Employee Involvement
Performance Management
Auditing and Safety
Observations
Refine Process that
Reinforces Standards and
Expectations
At-risk Act/Condition
Refine Process for
Establishing High
Expectations, Providing
Values Basis, Monitoring
Performance and Driving
Accountability
Rules & Procedures
Refine Process for Defining
and Documenting Standards
Process Hazard
Review
Contractor
Management
Refine Process for
Analysis and Mitigating
Process Risks
Establish the Systems to
Manage Contractor
Safety
Integrated Structure
Foundation of an Effective Safety System
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Our implementation delivery method would be based on these PSNH
task teams carrying out the redesign and rollout of your key safety
business processes with DSRs assistance and guidance.
Assess
Envision
Assess Current
Process
Team Startup
Plan
Envision New
Process
Implement
Plan New
Process
Implement

Leaders

Quantitative

Learn

Gaps

Pilot

Team members

Qualitative

Compare

Policy

Revise

Team Charter

Visual

Decide

Procedures

Rollout

Each process redesign team reports to a central
committee or steering team

The steering team is responsible for overall
direction and resource deployment on the project

Each team requires a senior client manager(s) to
lead and provide direction to the team, and
eliminate barriers to team success
Executive Steering Team
Project Core Team
Task Teams and Rest of Organization
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Below is a example of a high-level project plan integrating DSR’s
proven methodology with the key recommendations for PSNH.
Values & Priorities
Process
People
Change Readiness
Functioning Capability
Implement
the Changes
Orientation & Alignment
~ 1 wks
Supporting Structures
Performance / Capability
Plan the
Transition
Envision the
Future State
Recommendations for Change
Organization
Assess the
Current State
Strategic Safety Mgmt Structure – Design / Build / Pilot / Staff / Run
Sub-Committees
Analyze / Design / Pilot / Roll-out / Manage / Maintain
Communications
Performance Mgmt
Auditing/Observation
Rules & Procedures
Incident Investigation
Training
Communication & Change Management
Informal
Formal
Organizational Training & Coaching
Executive / Department Leadership
Operational Leadership/Supervisory
Employees
Time
~ 4 - 6 wks
~ 8 – 16 wks
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~ 12 - 18mos ~ 2 yrs