preparing leadership for safety culture change change peter quosai.pdf · preparing leadership for...
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Preparing Leadership for Safety Culture Change
AAC ConferenceNorth YorkApril 9, 2013
Norbord at a glance
§ Top tier producer of OSB§ History of highly decentralized
decision making§ Geographic diversity is
added challenge§ Operations managers and
supervisors are central to success
§ Lean organization - reliant on input from site resources
Norbord Safety Performance History
0.00
2.00
4.00
6.00
8.00
10.00
12.00
14.00
1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
OSH
A T
otal
Inju
ry R
ate
History of safety improvement was not an accurate reflection of safety program
Despite “average” performance, 4 fatalities
& numerous serious injuries
What Issues did we identify…and how did we respond?
§ Very poor perception of management commitment
§ Low and ineffective employee involvement
§ Understanding of hazard identification was poor
§ Slow to implement common company standards
§ Safety Leadership Program (SLP)§ Training front line
managers to lead safety improvement
§ Norbord Safety Star Certification§ A standardized safety
management system (based on US OSHA Voluntary Protection Program)
§ Strengthening and adhering to internal safety expectations
Support need for change with facts:
§ DuPont Safety Culture Improvement survey
§ Confronting internal hypocrisy & challenging assumptions
% that Believed Safety 1st
for Managers
Managers 50
Supervisors 32
Workers 16
It has to be salient:
Talk about impact on real people§ Case studies
§ Make character of organization clear
§ Provide useful tools for addressing change
Norbord is a lean organization willing to invest in its front-
line leadership!
Recognition & accountability
§ Clear measures for tracking implementation§ Immediate & personal
responsibility for change
§ Clear accountability & consequences for meeting new expectations§ Don’t imagine everyone is
going to make it and be prepared to make those decisions
§ Recognition for achievement
Participant certification & accountability
30 Day 60 Day 90 Day§Sign commitment pledge§Communicate vision and new expectations §Develop personal safety action plan§Demonstrate effective use of communication tools§Participate in hazard identification
§Demonstrate regular use of communication tools§Complete incident reporting and investigation process§ 360° review to demonstrate desired safety behaviours§Participate in development of SSOPs/SSOWs§Demonstrate knowledge and use of company KPIs
§Involve team in safety communication§Demonstrate understanding of risk identification and control process§Review and revise personal safety action plan§Develop and apply team KPIs§Demonstrate subject matter expertise
Is it working?60% improvement since roll-out
§ Approximately 350 participants to date§ Over 200 certified
Safety Leaders§ >60% reduction in OSHA
rates§ No very serious
incidents§ 40% increase in safety
involvement§ >100% increase in near
miss reporting
OSHA Injury Rate History
1.7
0.89
1.52
1.3
0.74
00.20.40.60.8
11.21.41.61.8
2008 2009 2010 2011 2012
Average 45% reduction in weighted injury rate in struggling mills
3 Year Rolling Weighted Injury Rate
6.55
2.41
4.55
2.59
6.64
1.09
2.06
3.4
29.48
15.2
11.54
10.59
4.84
4.17
2.74
2.18
1.92
0.77
14.91
7.15
0 5 10 15 20 25 30
Genk, Belgium
South Carolina
Inverness, Scotland
La Sarre, Quebec
Cowie, Scotland
Georgia
Minnesota
Texas - Nac
South Molton, England
Mississippi
Weighted Injury Rate
2010-2012 2007-2009