DuPont Sustainable Solutions Improving Safety Culture through Operational Transformation (BDM - When...

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


304/18/23

Safety Contact:


404/18/23

Understanding Your Situation:

………


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

2

4

6

8

0

To

tal R

eco

rdab

le R

ate

Learning About You -The DuPont Bradley Curve Natural Instincts

Natural Instincts


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


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


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

2

4

6

8

40 60 80 1000

Tot

al R

ecor

dabl

e R

ate*

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


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


1004/18/23

Next Steps: …… …… ……

DUPONT CONFIDENTIAL


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?

DuPont Sustainable Solutions Improving Safety Culture through Operational Transformation (BDM - When...

Documents

Transcript of DuPont Sustainable Solutions Improving Safety Culture through Operational Transformation (BDM - When...