Transcript Proposal for an Assessment Phase Safety Culture & Management

While we’re waiting.....
Source: http://www.youtube.com/watch?v=IJNR2EpS0jw
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Achieving Safety Excellence
– It’s about people
Finn Schou Nielsen; DSS
April 18th 2013
David Mallard
DuPont Sustainable Solutions
Copyright ©2013 E. I. du Pont de Nemours and Company. All rights reserved. The DuPont Oval Logo, DuPont™, and The miracles of science™ are registered trademarks or trademarks of DuPont or its affiliates.
Introduction & Agenda
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Introductions
DuPont / Sustainable Solutions at a glance
Where we come from
Behavior is key
4 Key Ingredients
Assessment
Strategy Development
Implementation
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Safety Contact – Cell Phones & Driving
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DuPont / DSS at a glance
DuPont at a glance
We are applying our science to find
solutions to some really
BIG challenges…
FEEDING THE WORLD
REDUCING OUR DEPENDENCE
ON FOSSIL FUELS
KEEPING PEOPLE AND
THE ENVIRONMENT SAFE
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© National Geographic images
DuPont Segment Sales
$3.4B
$10.4B
Nutrition
& Health
Agriculture
$6.4B
Performance
Materials
$2.7B
$34.8 B*
Electronics &
Communications
$3.8B
Safety &
Protection
$7.2B
Performance
Chemicals
$1.2B
Industrial
Biosciences
* Consolidated net sales from continuing operations.
DuPont Today 2013
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DuPont
A World Leader on Market-Driven Innovation and Science
DSS Business Overview
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• Consulting Services
• Learning & Development
• Technology Licensing &
Equipment
Business
Units
Energy (O&G/Refining, Power)
Chemicals/Petrochemicals
Mining & Metals Processing
Fertilizer
Manufacturing
Surface Transportation
Key
Industries
•
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•
United States
Top
Europe
Geographies
South Africa
Brazil
India
Russia
Middle East
China
Australia
Headcount
Asia Pacific
493
EMEA
186
Latin America 137
US & Canada 597
Variable Labor 250
Total
1663
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DSS has a unique value proposition
Growth
Trends
Protecting People
and the Environment
Client
Needs
Safer
Workplace
Enabled
Workforce
Feeding the World
Increased
Productivity
Decreasing Dependence
on Fossil Fuels
Reduced
Footprint
Protecting
the
Environment
Sulfuric
Asset
Sustainability
Employee
On-Line
Acid
Productivity Environment
Strategy
Safety
Training
Technology
al
Management
EnvironAlkylation
IsoTherming
Contractor
Training
Energy
mental
Technology
Technology
Safety
Academy
Efficiency
Management
DILA
Alkylation
Instructor
Sustainable Scrubbing
Integrated
Sustainable
Process
Led
Capital Technology
Operations
Capital
Safety
Training
DSS
Offerings
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Where we come from
DuPont Safety Culture – History
Safety has become part of our DNA
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.
“Goal is Zero”
established in
1990s.
Off-the-job safety
program began in
the 1950s.
Belief that all injuries are
preventable developed in the
1940s.
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DuPont Lost Workday Case Rates - 2012
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Our Core Values Are More Than Just Goals
They reflect the way we work and how we operate every day – with
our customers, with our partners from around the world, and in the
communities in which we operate.
Committed to Zero
DuPont Today 2013
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Behavior is key
Causes of Injuries
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 Acts

Reactions of People

Positions of People

Personal Protective
Equipment

Tools & Equipment

Procedures

Orderliness Standards
Unsafe
Conditions
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People’s behavior
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People’s behavior
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People’s behavior
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People’s behavior
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People’s behavior
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4 Key Ingredients
DuPont Approach to Safety
Key Ingredients for Excellence*
1. Integrated Management System
(integrated approach to managing all Safety, Health and Environmental issues)
2. Culture of Anticipation (Reactive to Proactive)
(how risks are understood by people and systematically addressed)
3. Culture of Openness and Collaboration
(how people work together and support each other)
4. Operational Discipline
(how following the rules is transformed into organizational pride)
* In Safety and Other Business Parameters e.g.:
Productivity, Quality, Customer Service,
Compliance, etc.
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DuPont Approach to Safety
Ingredient 1: Integrated Management System
Cultural Elements
Leadership
Structure
Processes &
Actions
Risk Elements
Facilities
Personnel
Technology
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Reaction
DuPont Approach to Safety
Ingredient 2: Shift from Reactive to Proactive Mentality
Fatality
Lost Work Day Case (LWC)
Anticipation
Restricted Work Day Case
Medical Treatment Case
First Aid Treatment
Near Misses
Unsafe Acts
Unsafe Conditions created by People
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Reaction
DuPont Approach to Safety
Ingredient 2: Shift from Reactive to Proactive Mentality
1
30
Anticipation
300
3 000
30 000
?
Fatality
Lost Work Day Case (LWC)
60 (2012)
Restricted Work Day Case
Medical Treatment Case
600
6 000
60 000
First Aid Treatment
Near Misses
Unsafe Acts
Unsafe Conditions created by People
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Reactive
DuPont Approach to Safety
Ingredient 2: Shift from Reactive to Proactive Mentality
Catastrophic
Catastrofe
Incident
Fatality
Major Technical
Incident
Minor Loss
Incident
Proactive
Major Incident
First Aid Incidents
Near Miss
Unsafe Acts and Conditions
People risks (slips, trips, falls,
working at heights, PPE mis-use,
etc.)
Man-Machine Interface risks
(loading / unloading, product
changes, control room, etc.)
Workplace Safety
Integrity Risks (Mech. Int.,
QA, interlock, vessel, relief
valves, etc.)
Process Safety Management
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DuPont Approach to Safety
Ingredient 3: Maturity of the organization
External Motivation
COMPLIANCE
Rules, Procedures,
Protocols
Reactive
Internal Motivation
COMMITMENT
Felt Leadership, Role Modeling,
Influencing, Engagement
Dependent
Independent
“I follow the rules because I have to”
• Safety by Natural
Instinct
• Compliance is the
Goal
• Delegated to Safety
Manager
• Lack of Management
Involvement
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•
•
•
Zero accidents:
“a heresy”
Authoritarian
“I follow the rules because I want to”
Management Commitment
Condition of Employment
Fear/Discipline
Rules/Procedures
Supervisor Control,
Emphasis, and Goals
• Value All People
• Training
• Personal Knowledge,
Commitment, &
Standards
• Internalization
• Personal Value
• Care for Self
• Practice, Habits
• Individual Recognition
Working style
Reactive
Zero accidents:
“a dream”
Interdependent
Zero accidents:
“a goal”
Leadership
•
•
•
•
•
Help Others Conform
Others’ Keeper
Networking Contributor
Care for Others
Organizational Pride
Proactive
Zero accidents:
“a choice”
Coaching
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DuPont Approach to Safety
Ingredient 4: Operational Discipline
Characteristics of Operational Discipline
Leadership by example.
Practice consistent with
procedures.
Sufficient resources.
Employee involvement.
Active lines of
communication.
Strong teamwork.
Commitment of every
member of an
organization to execute
each and every job the
right way.
Common shared values.
Up-to-date
documentation.
Absence of shortcuts.
Excellent housekeeping.
Pride in the organization.
…
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DuPont Approach to Safety
Safety
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Assessment
Overview of Safety Culture Improvement Approach
Diagnosis
Recommendations/ prescription
Treatment
Diagnosis and
planning
Phase1: Assessment
Management of change
Transformation
of the organization
Phase 2: Implementation
Fitness
Continuous
improvement
Phase 3: Improvement
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Assessment Phase: Execution and Content
Assessment
Preparation
Assessment model, scope
and methodology
Project management and
structure
Project plan
Communication
Execution
SPS Survey
Assessment per site (+QW)
Interviews (10-15%)
- Management
- Work council
- Safety Manager
- ”rest” of organization
Evaluation
Assessment Report
Analysis of Effectiveness
Analysis of Safety Culture
Executive Summary
Strategy
Consolidation (APW/QW)
Review of results
Concept – Business
Case for Change
Concept Implementation Plan
Strategy Workshop
Strengths and areas of
improvement
Assessment of Safety
Culture
Definition of strategic
objectives
Recommendations for
site specific action plans
Next steps for strategic
implementation
Planning
Detailed Planning
Common
Implementation
plan
Planning of
resources and
budget
Acceptance
Detailed
Business Case
Concept of
Implementation
phase
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Safety Perception Survey
1,100,000+ Survey Responses
Average comparison scores for 26
industries, including: energy, food,
paper, chemicals, manufacturing
and transportation
45 Countries
5,000 locations
Benchmarks updated annually
13 years of Data
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Example of Results
Question 9a: Did you contibute actively to the development of actions concerning workplace safety within the
last year (e.g. Participation in comittees, incident investigations, creation of safety rules)?
Percentage of participants who answered that they had often or very often taken part at the development of
actions:
Survey
Result
Benchmark
Best
%
All responders
Manager
Supervisor
Employee (no manag. resp.)
Specialist
0%
100%
%
28
74
64
50
23
17
89
80
68
43
All answers
Manager
Percent of Respondents:
Very often
Often
Sometimes
rarely
never
<
<
Number of answers
%
9
55
18
18
0
Supervisor
%
0
50
33
0
17
11
6
Employee
No man. resp.
%
3
21
28
31
18
39
Specialist
%
10
7
38
34
10
All
%
6
22
31
28
13
29
85
< shows which answers were collected as Benchmarking..
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Relative Cultural Strength
Question 9a: In the past year, how active were you in safety improvement activities such as serving
on a committee, participating in an incident investigation, or helping put together safety rules?
Percent of respondents who say they are deeply or quite involved in safety activities:
Survey
Score
%
Benchmark
Best
0%
100%
%
All Respondents
28
74
Managers
Supervisors
Hourly Workers
Professionals
64
50
23
17
89
80
68
43
All Responses
Managers
Percent of Respondents:
Deeply <
Quite <
Moderately
Not Very Much
Not At All
%
9
55
18
18
0
Supervisors
%
0
50
33
0
17
Count of Responses Above:
11
6
< Indicates what response or responses are grouped together for Benchmarking.
Hourly
Workers
%
3
21
28
31
18
39
Professionals
%
10
7
38
34
10
29
All
Respondents
%
6
22
31
28
13
85
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Pulling it together……SPS
Internal and external benchmark
of safety culture maturity by site,
by department, between
management, supervisors and
employees
Clear identification of strengths
and weaknesses in Leadership,
Structure and Processes and
Actions based on the perceptions
of employees
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Consultant-led Assessment
Clear identification of strengths and weaknesses in Leadership, Structure and Processes and
Actions based on a detailed Consultant-led review of documentation, one-on-one interviews
with key personnel, sample interviews with supervisors / shop-floor employees and workplace
tours. Assessed against 5-point scale of achievement – Fundamentals to ’World Class’.
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System Effectiveness – Levels
DuPont measures EHS
system effectiveness in
a model of 5 levels.
Level 5 - Openness / trust / world class performance
The organization is leader within its industry segment in terms of safety
performance. This is result of the focus on safety, the leadership, the
conscious organizational design, and the portfolio of activities which are
taken to assure a safe work environment.
Level 4 - Team participation / continuous improvement
The organization has strong skills and risk behaviour to identify, correct, and
learn from work place hazards. An open exchange of information exists
without fear of punishment. The organization is focused to learn and to
improve their performance. Hazard analysis, auditing, and corrective action
are well established and are conducted regularly.
Level 3 - System is used effectively
The organization shows signs of continuous improvement and the
performance monitoring shows basic but constant improvement of the safety
performance. The personnel is experienced in the use of basic safety
management tools and techniques.
Level 2 - Good system is mostly implemented
The organization is conscious about its development and has established
basic guidelines and processes. There is a relatively high value for safety
and an audit system is implemented to eliminate work place hazards.
Level 1 – Fundamentals
The organization has implemented a process to mitigate known work place
hazards and uses incident statistics to measure performance. Incidents and
accidents are reason for discussion about safety and to trigger related
management activity. A written safety guideline exists which is not known
by all employees or is not of high value to these. The safety performance is
known to a few and is not perceived of high value.
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Strategy Development
Strategic Direction
Content of Strategy Workshop
Overall client Position
Bradley Curve
5 Level Rating Model
Safety Perception Survey
Client Objective
(Bradley Curve and
5 Level Rating Model)
Objective
Executive Summary
Key Issues
Examples
Focus Areas
(Workstreams, timing, milestones)
Strategy
Detailed Report
Findings
Focus Areas
Action Plan
(Actions to implement Roadmap)
Details
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Effectiveness of Management
System
Strategy Planning
First
Milestone
Second
Milestone
Strategic
Objective
Primary Focus Areas

Leadership …

Structures …

Processes & Action …
Further Focus Areas
Continuous
Improvement
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Implementation
The ’Typical’ Implementation Project
 Typically they don’t exist!
 We are at pains to understand the relative strengths and
development areas of our clients and help to develop an
implementation plan that fits their needs.
 The extent and pace of implementation needs to fit the organization
and to take account of other demands faced.
 The aim is a step change in EHS performance based on sustainable
cultural change.
 Cultural change is not a ‘quick-fix’ – rather it is a medium to long
term proposition that requires constancy of purpose.
 DuPont act as catalysts and accelerators – transfer of knowledge
and skills is key to the sustainability of the effort when DuPont has
left.
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Company ‘A’ Safety Program – Corporate Overview
GROUP
• Group Organization
• Monitoring of site implementation
• Executive Review
• Standards
• Training of Safety Professionals / Network
• Group Planning
• Training Executives
• Training of Co-Auditors
Assessment
Foundation
• Assessment
• Organization
• Safety Perception
• Training material
• Strategy
• Training Executives
• Concept
• Program plan
SITE /
MILL /
PLANT
Program Management
Progress
Review
Implementation
Progress
Check
• Local Organization
• Train-the-Trainers
• Standards → Gap analysis →
• Train Operators
Procedures
• Coaching key players
• Detailed planning
• Implement new procedures
• Manager / Supervisor training
• Communicate / adjust / fine
tune
• Select trainers
• Progress (co)
evaluation
• Safety Perception
• Review
• Local Planning
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37
Design
Foundation
- Program Team
- Program Plan
- Global Communication
- Governance Manual
- Executive Training
Company ’B’ Safety Excellence
Overview
Company Central Safety Committee
Implementation Governance
- Factory roll out & communication planning
- Director’s Safety Training
- Change Champion Network training & facilitation
- Selection & training of Co-Trainers & Co-Auditors
- Best practice identification & sharing
-EHS Policies & Principles
Local Safety Committee
-Critical Safety Standards
Foundation
Planning & Org:
Implementation
-Observations & Dialogues
-Analysis
-Project Plan
-Local communication plan
-Leadership Training
- Safety Observations. &
- Dialogues
- Policies, Principles &
Standards
- Roles & Responsibilities
- Selection of local trainers
- Implementation of
concepts & processes
- Training of local trainers
- Operator Training
- Ongoing communication
- Feedback & knowledge
sharing, networking
-Roles & Responsibilities
-Progress Evaluation Scheme
-Training Concepts
XX factories rolled out with same scheme in X waves
Synergies:
 Assessment
 Central Design of Trainings & Implementation Concepts
 Company Co-Trainers for Manager and Supervisor Training
 Company Trainers for Operator Training
 Company Co-Coaches for local Sub-Committee coaching
 Company Co-Auditors for Progress Evaluation
Progress Eval.
- Training Company Auditors
- Co-evaluation
- Review & Planning
38
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Good Safety = Good Business
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Contacts DSS
David Mallard
Senior Account Manager
DuPont Sustainable Solutions
Phone: +46 31 338 3660
Mobile+46 706 649 689
E-Mail: [email protected]
Finn Schou Nielsen
Project Manager
DuPont Sustainable Solutions
DuPont Danmark ApS
Phone: +45 6224 4530
Mobile: +45 2544 4530
E-Mail: [email protected]
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Safety
After more than two centuries
It’s still our first thought.
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Q&A
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