foundation for safety culture improvement – in pursuit of safety excellence vineesh kochhar...
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Foundation for Safety Culture Improvement – in Pursuit of Safety Excellence
Vineesh Kochhar
Business Director, South Asia
4th October, 2012
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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?
AGENDAAGENDA
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Safety and Health
Highest Ethical Behavior
Respect for People
Environmental Stewardship
Safety and Health
Highest Ethical Behavior
Respect for People
Environmental Stewardship
The Foundation of DuPontThe Foundation of DuPont
CORE VALUES
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Belief that all injuries are preventable developed in the
1940s
Safety statistics began in 1912
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
Powder mill operation began in 1802
Off-the-job safety began in the 1950s
PSM Focus mid 60s
“Goal is Zero” 1990s
Over 200 years, Safety has become part of our DNA
The DuPont Safety CultureThe DuPont Safety Culture
Sustainability early 1990s
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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?
AGENDAAGENDA
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Drivers for Safety Excellence Drivers for Safety Excellence
Performance
Assets
OD
Sustainability
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What we see v/s what it is!What we see v/s what it is!
THE BULK OF THE ICEBERGAdditional Costs of Injuries Damaged equipment & goods Lost production and quality Process Interruptions/Yield Losses Replacement Labor / Overtime Litigation Damage to Customer Relations &
Public Image
THE TIP OF THE ICEBERGDirect Costs of Injuries Medical costs Wage indemnity Claims administration fees
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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?
AGENDAAGENDA
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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 ActsUnsafe ActsUnsafe ActsUnsafe Acts
UnsafeUnsafeConditionsConditions
UnsafeUnsafeConditionsConditions
Unsafe Condition or Act?Unsafe Condition or Act?
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Consequence
Frequency
Process Safety v/s Personnel SafetyProcess Safety v/s Personnel Safety
HF/LC
LF / HCImplement
PSRM
LF/LCImplement a
safety culture
“The Goal is Zero”
No Future here !
HF / HC
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Safety ParadoxSafety Paradox
Time
Per
cep
tio
n o
f r i
sk
Serious accident/incident
Rules violated when perceptions decay over time
Companies with SMS
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- Unsafe Acts- Employee-Created Unsafe Conditions
Near Misses or First Aid Cases
Recordable Injuries
Majors (LWCs and RWCs)
Fatality
Trailing Indicator
Safety Hazard Pyramid
Leading Indicator
Reactive Efforts
Proactive Efforts
Gap in Thinking / Knowledge / Implementation
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Creating Organisational Ownership
=
Management Standards
Operational Discipline
Operational Effectiveness
x
Current State of Client Safety Standards
Current State of Implementation
Operational Effectiveness
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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.
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?
AGENDAAGENDA
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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.
DuPont Approach to SafetyThree 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)
* in Safety and Other Business Quality Parameters e.g.: Productivity, Quality, Customer Service, Compliance, etc.
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Zero is difficult
Zero by chance
Zero by choice
Zero is impossible
DependentDependent IndependentIndependentReactiveReactive
Natural Instincts Supervision
Self Teams
Inju
ry R
ates
InterdependentInterdependent
Safety Culture Transformation ProcessSafety Culture Transformation Process
Reactive (Lagging) Proactive (Leading)
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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.
We assist clients to improve safety performance by providing integration of DuPont know-how into client operating environment
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.
Consulting methodology
Transformation
ClientManagement
System
ClientManagement
System
DuPontOwner-Operator
Knowledge &DSR ClientExperience
Client Positive Change
Client Positive Change
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Building Blocks of Safety CultureBuilding Blocks of Safety Culture
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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?
AGENDAAGENDA
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How Do we Keep it GoingHow 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
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As Leaders, we need to ask ourselves these questionsAs 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!
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Role of LeadershipRole of Leadership
Production
ScheduleSafety
Profit
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In closing….some food for thought!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!”
24Copyright © 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 DuPontThe Vision of DuPont
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.
MARKET-DRIVEN SCIENCE
© National Geographic image© National Geographic image
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DuPont 2011 Segment SalesDuPont 2011 Segment Sales
* Total company sales exclude transfers.
Agriculture
Electronics &Communications
Performance Chemicals
Performance Coatings
Performance Materials
Safety &Protection
Industrial Biosciences
Nutrition & Health
$38B*
$9.2B
$2.5B
$4.3B
$6.8B
$3.9B
$3.2B
$7.8B
$0.7B
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DuPont – 22 Essential Elements of SafetyDuPont – 22 Essential Elements of Safety
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Safety Priority or Value?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.
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Safety Management ConceptSafety Management Concept
LeadershipLeadership
Management Commitment Policies & Principles Goals, Objectives, & Plans Procedures & Performance
Standards
Management Commitment Policies & Principles Goals, Objectives, & Plans Procedures & Performance
Standards
StructureStructure
Line Management Accountability& Responsibility
Safety Personnel Integrated Organization Structure Motivation & Awareness
Line Management Accountability& Responsibility
Safety Personnel Integrated Organization Structure Motivation & Awareness
Processes & ActionsProcesses & Actions Effective Communication Training & Development Incident Investigation Safety Observations Contractor Safety Management
Effective Communication Training & Development Incident Investigation Safety Observations Contractor Safety Management
REACTIVE PROACTIVE
Incident Incident InvestigationsInvestigations
Learn From WhatHappened
SafetySafetyObservationsObservations
Learn From What Has NotYet Happened
PREVENT PREVENT
Managing & Accountability Managing & Accountability StructureStructure(Line Organization)(Line Organization)
The Driving Force for Change is Strong Visible Leadership, the Will & Commitment to Change, Rigorous Execution and Enthusiastic Employee Involvement
The Driving Force for Change is Strong Visible Leadership, the Will & Commitment to Change, Rigorous Execution and Enthusiastic Employee Involvement
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Culture change needs collective efforts and timeCulture change needs collective efforts and time
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Awareness / Training & Coaching / Involvement / Motivation / Consequence Management
StatusStatus
RitualsRituals
TotemsTotems TaboosTaboos
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India Experience
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Partners to Safety Cultural Transformation
Chemical
s
DuPont Methodology & Approach Works in IndiaDuPont Methodology & Approach Works in India