dupont sustainable solutions improving safety culture through operational transformation (bdm - when...
TRANSCRIPT
DuPont Sustainable Solutions
Improving Safety Culture through Operational Transformation
(BDM - When preparing, make sure you use notes view of this slide deck for guidance on each page)
04/18/23 1
Copyright © 2012 DuPont. All rights reserved. The DuPont oval logo ™ and Miracles of Science ™ are registered Trademarks of DuPont
204/18/23
Agenda:
Safety ContactUnderstanding Your SituationLearning About YouNext Steps
Copyright © 2012 DuPont. All rights reserved. The DuPont oval logo ™ and Miracles of Science ™ are registered Trademarks of DuPont
304/18/23
Safety Contact:
Copyright © 2012 DuPont. All rights reserved. The DuPont oval logo ™ and Miracles of Science ™ are registered Trademarks of DuPont
404/18/23
Understanding Your Situation:
………
Copyright © 2012 DuPont. All rights reserved. The DuPont oval logo ™ and Miracles of Science ™ are registered Trademarks of DuPont
504/18/23
• 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
• Help Others Conform• Others’ Keeper• Networking Contributor• Care for Others• Organizational Pride
• Safety by Natural Instinct• Compliance is the Goal• Delegated to Safety
Manager• Lack of Management
Involvement
Supervision
Supervision
SelfSelf
TeamsTeams
DependentDependent IndependentIndependentReactiveReactive InterdependentInterdependent
Zero Incidents: a heresy
Zero Incidents: a dream
Zero Incidents: a goal
Zero Incidents: a choice
Reactive Proactive
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Learning About You -The DuPont Bradley Curve Natural Instincts
Natural Instincts
Copyright © 2012 DuPont. All rights reserved. The DuPont oval logo ™ and Miracles of Science ™ are registered Trademarks of DuPont
Learning About You
•Line Management AccountabilityLine Management Accountability
•Supportive Supportive Safety StaffSafety Staff•Integrated Organization StructureIntegrated Organization Structure•Progressive MotivationProgressive Motivation
StructureStructure
•Visible, Demonstrated Commitment•Clear, Meaningful Policies and Principles•Challenging Goals and Plans•High Standards of Performance
LeadershipLeadership
•Communication ProcessesCommunication Processes•Continuous Training & Continuous Training & DevelopmentDevelopment•Thorough InvestigationsThorough Investigations•Effective Audits and evaluationsEffective Audits and evaluations
ActionAction
Copyright © 2012 DuPont. All rights reserved. The DuPont oval logo ™ and Miracles of Science ™ are registered Trademarks of DuPont
LeadershipQ7a Presence of safety valuesQ1 Priority individuals give to safetyQ6 Extent that safety is built inQ7b Influence of safety valuesQ2 Priority respondents think others give to safetyQ9a Involvement in safety activitiesQ14 Extent safety rules are enforcedQ3 Belief that injuries can be preventedQ19 Recognition for safety achievementsStructureQ13a Quality of safety rulesQ21 Knowledge of safety performanceQ13b Extent that safety rules are obeyedQ22 Rating of the safety organizationQ8 Extent line management is held accountable for safetyQ23 Rating of the safety departmentQ4 Effect of a drive for safety on business performanceQ5 Level of safety where the cost-benefit break-point occursQ24 Satisfaction with the safety performance of the organizationProcesses and ActionsQ12b Safety meeting attendanceQ15 Thoroughness in investigation of injuries and incidentsQ12a Frequency of safety meetingsQ10 Extent individuals feel empowered to take action in safetyQ20 Rating of the safety of facilities and equipmentQ16b Quality of safety auditsQ12c Quality and effectiveness of safety meetingsQ16a Extent of involvement in safety auditsQ11 Extent of safety trainingQ17 Rating of modified duty and return-to-work systemsQ18 The presence of off-the-job safety programs
Learning About You – Safety Perception Survey Learning About You – Safety Perception Survey
Copyright © 2012 DuPont. All rights reserved. The DuPont oval logo ™ and Miracles of Science ™ are registered Trademarks of DuPont
NAICS IndustryAvg
TRR*AvgRCS
211 Oil and Gas Extraction 1.4 54212 Mining (except Oil and Gas) 3.5 61221 Utilities 3.5 52
2211 Electric Gen., Transmission, and Distribution 3.2 462212 Natural Gas Distribution 4.3 59
311 Food Manufacturing 6.2 35322 Paper Manufacturing 3.7 40324 Petroleum and Coal Products Manufacturing 1.9 47325 Chemical Manufacturing 2.7 64327 Nonmetallic Mineral Product Manufacturing 5.9 55331 Primary Metal Manufacturing 7.2 45336 Transportation Equipment Manufacturing 6.0 44424 Merchant Wholesalers, Nondurable Goods 4.7 55481 Air Transportation 8.7 29
48-49 Transportation and Warehousing 5.7 424862 Natural Gas Pipelines 2.3 57
* TRR based on 200,000 hours
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40 60 80 1000
Tot
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ecor
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2008
BLS
Indu
stry
A
vera
ge
Relative Culture Strength
Reactive
Dependent
IndependentInterdependent
Benchmark Best
Learning About You – What Industry are you associated with?
Entire Organization
Copyright © 2012 DuPont. All rights reserved. The DuPont oval logo ™ and Miracles of Science ™ are registered Trademarks of DuPont
Examine culture,safety processes
and systems• Perception
• Organization &structure
• Policies & processes• Performance analysis
• How work gets done - execution
• Identify and quantify improvement opportunities
Get management commitment to change
• Understand current state and performance reasons
• Gain a common perspective of what change is necessary
• Prioritize change actions
• Mobilize the organization
Develop the change plan
• What must be done?
• When must it be done?
• By whom?
• How?
• Assign accountability
Make the changes
• Guide process teams in design and development
• Craft appropriate training
• Roll out changes
• Train staff
• Measure results
Sustain the change• Keep it current
• Audit to maintain progress
• Create a learning and development curriculum
To Help Achieve Sustainable Results, We Use a Structured Approach for Culture and Process Change
Assess Current State
Envision Future State
Plan Transition
Implement Changes
Sustain Results
3-5 years
SLS › SR › PSM › Methodology › PSM Approach
Copyright © 2012 DuPont. All rights reserved. The DuPont oval logo ™ and Miracles of Science ™ are registered Trademarks of DuPont
1004/18/23
Next Steps: …… …… ……
DUPONT CONFIDENTIAL
Copyright © 2012 DuPont. All rights reserved. The DuPont oval logo ™ and Miracles of Science ™ are registered Trademarks of DuPont
Safety: a multi-factor outcome in which Leadership plays a vital part
DUPONT CONFIDENTIAL
13
Client Needs
DSS Offerings
SaferWorkplace
EnabledWorkforce
Protect theEnvironment
IncreasedProductivity
ReducedFootprint
DSS has a unique value proposition: An integrated set of real-world offerings aligned to growing client needs for safety, productivity, and environmental sustainability
Growth Trends
Consulting Solutions
AssetProductivity
OpsTransform
SustainableCapital
Sustain-ability
Strategy
ContractorMgmt
Environ-mental Mgmt
On-LineTraining
InstructorLed
Training
TrainingAcademy
Energy Efficiency
Environmental
ManagementAlkylation
Tech.(Stratco®)
Iso-Therming®
Tech.
Scrubbing Tech.
(Belco®)
Sulfuric Acid Tech.
(MECS)
Employee Safety
ProcessSafety
Clean Technologies
DSS provides knowledge and technologies that enable clients to be safer, more productive, and environmentally sustainable
Decreasing Dependence on Fossil Fuels
Protecting People and the Environment
Feeding the World
DUPONT CONFIDENTIAL
14
Fundamental Value PropositionIntegrated solutions that enable clients to meet increasing requirements for the “triple bottom line” that factors safety, environment, and profitability
Our Collaborative Real-World Experience is a Key Differentiator
ImproveProductivity
ProtectPeople &
Processes
Protect the Planet
“Triple Bottom Line”
Copyright © 2012 E.I. duPont de Nemours. All rights reserved. The DuPont oval logo, DuPont™ and the miracles of science™ are registered trademarks of DuPont. FOR INTERNAL USE ONLY. (July 30, 2012)
DUPONT CONFIDENTIAL
Continuum of Services - ES
SLS > SR > PSM > Continuum of Services > PSM Service Offerings
Expert Video
Collaborative Solution Design
Leadership
Structure
Processes & Actions
Help Build
Supplemental Resources
Implementation
Sustaining
Learning & Development
Help Run It
Off-shelf solutions
Assessment & Benchmarking
What To Do
Capability Building/Workshops
Breakthrough Technology (DnA)
Continuous Improvement
Data Management
Help Sustain
Training Academy
Three Focus Areas
1.Integrated Management Systems
2.Transforming Culture
3.Leadership Development
Click on each item to see more details
Services Business Competency
“Helping clients develop excellence in safety
management”
Benchmarking
DUPONT CONFIDENTIAL
Are safety performance and safety culture related?
2
4
6
8
40 60 80 1000
Tota
l R
eco
rdable
R
ate
Relative Culture Strength
Reactive
Dependent
IndependentInterdependent
*
DUPONT CONFIDENTIAL
The assessment brings together two views of the organization: an internal view or self-reflection based on interviews and the perception survey results; an independent, third party view viewed through the lens of the standardized elements & methodology.
Safety Perception Survey – OPTIONAL On-line survey of cross section of employees,
managers and leaders Organization’s view on safety Along with Injury Rates, it generates the
Relative Culture Strength for your organization Interviews- slice of the organization
Employees Managers Operational and Business Leaders Safety Professionals Understands and tests how effective current
standards and polices are
Document & Data Review Statistics from safety database Injury Frequencies Injury Classifications Industry Comparisons Safety Manual Incident & Occurrence processes, procedures
and reports Organizational structure, with focus on safety
management system Work procedures & job plans, safety
observations programs, reports Agendas/Minutes from safety meetings
Field Assessment Occur at work locations Observation of work performed and associated
work planning Observations of personnel behaviors in the
work areas Discussion with labor performing work Observed plant signs and bulletin boards
½ -day workshop
Review of all findings and recommendations
External ViewExternal View Internal ViewInternal View
Results Review WorkshopResults Review Workshop
DUPONT CONFIDENTIAL
Depending on industry, one or more key drivers will be the “hot button” issue to use in selling the business case to the key decision makers. Develop hypotheses with these drivers in mind.
1. Saving Human Life • Focus – death and disablement• “under my watch”
2. Safety benchmark vs. peers• A good place to work (retention)• Company pride
(top quartile performer)3. Productivity gains
• Reduction of defects (line stop/quality)
• Boost continuous improvement process
4. Culture change• Empowerment/
communication/morale• Corporate identity
5. Direct Cost of Injuries • Days off work x cost per day• No if incidents x average cost of
incident• Cost of claims/medical
(insurance)6. Potential cost of major
incident• Likely cost x probability
(risk factor)7. Licence to operate
• Impact on community/government x probability (risk factor)
• Legal Compliance8. Public image
• Impact on share price/reputation• Repeated public reports
WHERE IS THE URGENCY?