NU Transmission

NU Transmission NU Transmission

Assessment August 2008Site Visits, Interviews, Focus Groups

Assessment August 2008Site Visits, Interviews, Focus Groups

Presentation September 4, 2008

Safety Assessment Report and Workshop for:Safety Assessment Report and Workshop for:

22

Copyright © 2008 DuPont All rights reserved The DuPont Oval Logo, DuPont™, and The miracles of science™ are registered trademarks or trademarks of DuPont or its affiliates

Note to Readers

The authors, reviewers, editors, and DuPont Safety Resources have made extensive efforts to ensure that the technology, management systems, and other information contained herein are accurate and conform to best practices known to them at the time of publication. However, new approaches to managing safety, reasonable differences in opinions among experts, unique aspects of individual situations, and different laws and cultures require that the reader exercise independent judgment when making decisions affecting the safety of any facility, practice, or process. The reader should consider the applicability of the ideas and opinions offered to each situation based on the reader's knowledge of the employee culture, physical premises, practice, or process in question. Suggestions for improvements will be warmly welcomed and carefully considered.

Confidential

This report is a Deliverable, and is subject to confidentiality, as defined under the Master Services Agreement between Client, by and through its attorneys, and E. I. du Pont de Nemours & Company dated July 18, 2008.

33


Objectives for the Workshop and Expected Outcomes

• Gain Alignment on the Safety Assessment Findings and Recommendations / the Priorities for Action

• Discuss Safety Leadership Concepts and increase personal commitment to safety

• Define the path forward to develop the Implementation Plan and associated Resource Plan

44


Safety Contact

55


PURPOSE FOR WORKSHOP

• Raise awareness regarding principles and approaches that lead to world class safety performance

• Review key next steps that leadership can take to improve safety performance

• Commit as a team to a definitive path forward!

66


EXPECTATIONS FOR ALL OF US

•Your energetic and open participation

•Your leadership and team participation in the appropriate next steps for Transmission

•Your commitment to your own personal action plan.

•Your help to make the day productive in taking our safety program to a new level!

77


Agenda

Background and Approach

Current State Data Points

Assessment Results

Findings / Conclusions

Recommendations

Safety Leadership Concepts

Action Planning

Wrap Up

88


Line Management AccountabilityLine Management Accountability Supportive Safety StaffSupportive Safety Staff Integrated Committee StructureIntegrated Committee Structure Progressive MotivationProgressive Motivation Contractor SafetyContractor Safety

StructureStructure

What are the organizational

structures that enable the pursuit of safety

excellence?

Thorough InvestigationsThorough Investigations Observations and CoachingObservations and Coaching Effective Communication ProcessesEffective Communication Processes Continuous Training & DevelopmentContinuous Training & Development

Action/Process Action/Process

What actions does the organization take on a

regular basis to increase safety performance?

A successful integrated safety management system contains these essential elements effectively working together…

Visible, Demonstrated Commitment Clear, Meaningful Policies and Principles Challenging Goals and Plans High Standards of Performance

LeadershipLeadershipWhat does

management do to lead employees to safety excellence?

99


The assessment was designed to develop a high-level path forward for continuous safety improvement

PlanPlanAssessAssess ImplementImplement EnvisionEnvision

Phase I

Phase II Phase III Phase IV

Renew & SustainExamine how the client currently gets its results

Organization & Structure Policies & Processes Performance analysis Work as it’s done Understand current state and

performance reasons

Develop the change plan What must be done? When must is be done? By whom? How? Assign accountability

Get management commitment to change Gain common understanding of

DuPont’s best practices Gain a common perspective of what

change is indicated Prioritize change actions Mobilize the organization’s leaders

Make the changes Guide process teams in

design and development Craft appropriate training Roll out changes Train employees Measure results

1010


Information was collected from multiple sources to analyze the current culture and the effectiveness of the existing systems

InterviewsInterviews

Over 86 people interviewed Management, Hourly Workers,

and Contractors Operational and BU Leadership Diagonal slice of organization Safety Professionals

Field AssessmentsField Assessments

Observation of work performed and associated work planning

Observations of personnel behaviors in the work areas

Discussions with labor performing work

Data AnalysisData Analysis

Injury Frequencies Injury Classifications Industry Comparisons Workers Comp Cost Analysis Indirect Injury Cost Analysis

Document ReviewDocument Review

Incident & occurrence procedures and reports

Organizational structure, with focus on safety management structure

Work procedures & job plans Safety inspection programs,

procedures, reports

Analysis ofTransmissionSafety Culture

1111


30,000 Hazards- 96% Unsafe Acts- 4% Unsafe Conditions

30,000 Hazards- 96% Unsafe Acts- 4% Unsafe Conditions

3,000 Near-Misses or First Aid

3,000 Near-Misses or First Aid

300 Recordable Injuries

300 Recordable Injuries

30 Majors

(LWCs and RWCs)

30 Majors

(LWCs and RWCs)

1 Fatal

1 Fatal

The occurrence and severity of injuries and incidents is a matter of probability. To prevent injuries you have to attack the base!

Employee enters vault without proper PPE or proper permits

Flash occurs however Employee is not harmed

Flash occurs, Employee attempts to move out of the way, Employee receives 1st degree burns

Flash occurs, Employee attempts to move out of the way, Employee receives 2nd degree burns and injures leg

Employee is fatally burnedThe Hazard Pyramid

1212


Agenda



Assessment Results


Recommendations


Action Planning

Wrap Up

1313


Safety Performance Indicators Reviewed

Key metrics (6/08 YTD)

DART KPI 1.52 (target 1.04)

PMVA KPI 2 (2008 target 3)

Contractor Rec. Rate 1.32 (satisfactory target 1.04)

Other Metrics

Injuries/PMVAs documentation; Contractor performance; Near misses; 2006 Safety Pulse Assessment

Plan for Actions to Improve

Self assessments; human performance and error reduction training; safety stand downs; safety briefing documentation; Incident Investigation improvements; contractor orientation and revised rules; switching device peer flagging

1414


Safety management system was benchmarked on a five-level scale for each of the twelve safety management elements

World ClassThe organization leads its industry in safety performance as a direct result of its safety focus, leadership, deliberate organizational design and the portfolio of activities it carries out to maintain a safe workplace

ExcellenceThe organization has strong capabilities to identify, learn from and correct at-risk behaviors and workplace hazards Safety is a top priority There is a free flow and exchange of information without fear of retribution and the organization is focused on learning and improving Hazard reporting, auditing and corrective implementation are well designed and executed on a regular basis

SkillThe organization shows numerous signs of continuous improvement and has a track record of modest and consistent improvement in safety performance Personnel are skilled in the application of basic safety management tools and techniques

AwarenessThe organization is aware of its performance and has established basic policies and processes to measure and improve safety performance There is relatively high value for safety efforts and an auditing system is in place to eliminate workplace hazards

FundamentalsThe organization has process in place to avoid known workplace hazards and uses trailing injury statistics for performance measurement Injuries and incidents are the main driving force behind discussion of safety management practices There is a written safety policy that may not be familiar to employees or be perceived as of high value Safety performance is known to some in the organization but is not widely known or thought about

1515


Overall, the Transmission safety management system has an “Awareness” level foundation upon which to build.

World Class

Excellence

Skill

Awareness

Fundamentals

12 Element Effectiveness Ratings

Leadership ActionStructure

1616


The overall rating of an organization helps us to locate where any organization is on the Bradley / Culture Curve.

• Level of Management commitment

• Condition of employment• Fear/discipline• Rules/procedures• Supervisor control,

emphasis and goals• Value all people• Training

• Personal knowledge, commitment and standards

• Internalization• Personal value• Care for self• Practice/habits• Individual recognition

• Safety by natural instinct

• Compliance is the goal• Delegation to safety

organization• Lack of management

involvement

Natural Instincts

Supervision

SelfTeams

Inju

ry R

ates

• Help others conform• Others’ keeper• Networking contributor• Care for others• Organizational pride• Core value• Trust

Reactive Dependent Independent Interdependent

Level 5Level 4Level 3Level 2Level 1

1717


Transmission’s current safety performance is primarily dependent

Management commitmentTrainingRules/proceduresSupervisor control,

emphasis, and goalsCondition of employmentFear/disciplineExpectationsValue all people

Personal knowledge, commitment, and standards

InternalizationPersonal valueCare for selfPractice, habitsIncreased communicationIndividual recognition

Help others conform Others’ keeper Networking contributor Care for others Organizational pride Open communications

Safety by natural instinctCompliance is the goalDelegated to Safety

ManagerLack of management

involvement

Dependent Dependent Independent IndependentReactiveReactive

Natural Instincts Supervision

Self

Teams

Inju

ry R

ates

Interdependent Interdependent

The journey to World Class is both a collective The journey to World Class is both a collective

and individual movement down the curve!and individual movement down the curve!

The journey to World Class is both a collective The journey to World Class is both a collective

and individual movement down the curve!and individual movement down the curve!

Transmission’s Performance*

Transmission’s Performance*

* Non-dimensional curve showing performance extends over a range

1818


Executive Summary - There is opportunity to build on the existing organizational capability and current safety foundation by building on existing strengths and leveraging opportunities.

Key OpportunitiesKey OpportunitiesOrganizational StrengthsOrganizational Strengths

● Employee/Supervisor safety

ownership/support

● Communications: tailboards; meetings;

supervisor contact

● Strong Management Personnel •Generally provide requested needs•Generally good L/M relations

● Capable and trained Safety Resources

● Generally very good attitudes

especially with those who work alone

● Safety communications (meetings; both

ways)

● Management Time in Field (Supervisor support; standard setting; visibility; communications)

● Departments too autonomous (silos); need to be pulling in the same direction (ie SAFERS)

● Involvement of all levels in initiatives, start to finish (ie job planning for field work; Manuals development)

● Refresher and reemphasis training

● Improve SAFERS and Inc. Inv. Approaches

● Continue to strengthen the Safety Communications with field personnel - Assure that Assessment Report highlights get communicated to all personnel

1919


Safety Management System - Leadership - Positives

• Management unsatisfied with performance and Interested in reducing injuries; top management feels they are doing a strong leadership job but they are somewhat disconnected from the realities of their employees; too occupied with demands they often feel are not additive

• Some managers involved, others not: Management generally backs the solutions for issues brought by labor

• Company rules (APM. Safety Manual) with Addendums for Transmission.

• Most know the current performance and goals which primarily center on zero Recordables, Severity and PMVAs;

• Participation in NU effort toward a common Safety Manual;

• “Live Line” process developed with Union involvement; JHAs exist

Visible, demonstrated commitment

Clear, meaningful policies and principles

Challenging goals and plans

High standards of performance

LeadershipLeadership

2020


Safety Management System - Leadership - Opportunities

Most management above Supervisors spend very little time in the field; contact needed to solicit feed back, support Supervisors, help set standards.

NU/Transmission Principles/Policies not known in the field though they are being told where they are

Employee involvement: e.g. development, implementation and use of Transmission principles and standards, procedures, equipment changes.

Management process for setting Goals, Objectives, Plans at each level incorporating input from all levels, especially the employees

A uniform set of guidelines so that Transmission does the same process with the desired results throughout.

Complete Common Safety Manual

Procedures: LOTO is being used with no locks (locks necessary) JHAs not used as often or effectively as they should; though they seem to be available, there were questions around whether field employees use the current procedures and standards or just “work safe” in their minds.

Visible, demonstrated commitment

Clear, meaningful policies and principles

Challenging goals and plans

High standards of performance


2121


Safety Management System - Structure - Positives

Clear accountability supported by pay system

All levels are empowered to stop jobs for safety reasons

8 Safety Pros of high quality are available; many metrics / information are generated but seldom used below the Manager level; generally a positive impact is felt though some employees feel some Safety Pros are not qualified in this industry

L/M Safety team has been initiated and plans exist for splitting into three teams on a geographical and work basis (issues can be brought up and expectations are that results will occur)

Have a progressive discipline system

Line management accountability

Supportive safety staff

Integrated committee structure

Performance measurement and progressive motivation

StructureStructure

2222


Safety Management System - Structure – Opportunities

Safety Pros’ “job definition” needs altered to reflect “resource for line organization”: belief is they tend to be reactive rather than proactive; belief is they should be more active in remote areas; metrics generated must be effectively applied and used throughout the organization; respect for capabilities is less than it should be (perception they have little field experience); .

Improve Safety Team effectiveness by involving people in solutions development, safety Goals/Objectives/Plans, procedure development, new equipment reviews, changes to substations, etc.

Call to Action is a major de-motivator (punitive aspects are driving near misses/minor injuries/incidents underground). Many believe reporting/investigating will improve dramatically with more of a coaching/counseling approach. The discipline system is not universally applied;

Evaluate Skills and develop employees; very limited union involvement in any decision making or initiative implementation

Line management accountability

Supportive safety staff

Integrated committee structure

Performance measurement and progressive motivation

StructureStructure

2323


Safety Management System - Action - Positives

Incident Investigation system with Corrective Actions data base; SIRS used for communication

SAFER system though extremely limited in usability. Isolated examples of very effective SAFER utilization

Good communications: tailboards conducted and documented; monthly meetings; supervisor/labor interactions; top down direction

Training: “Quick Cards” developed and distributed for how to address specific safety issues; have new employee training; FormFirst used; ergonomics being explored;

Thorough investigations and follow-up

Effective audits and re-evaluation

Effective communication processes

Safety management skills

ActionAction

2424


Safety Management System - Action - Opportunities

Incident Investigation process led by Safety with outside team personnel but should be all Line Organization responsibility; system not fully getting to root causes is; limited participation; little use of data analysis and application

Variance in management understanding of SAFERS utilization; no analysis; little felt leadership; though the belief is that dialogue is crucial, little is being done; must make the decision to do or not do SAFERS (or something better) and then follow through to effective data utilization, etc.

Little input from Union in policies, design, and communications; sub-team approach would involve employees and their supervisors in everything including developing communications

Retraining on standards and SOP’s needed; many reports of inadequate or nonexistent new equipment and changed policy training; little refresher training; little new substation equipment involvement, knowledge and training; E-learning is not accepted as effective (defensive driving and others)

Thorough investigations and follow-up

Effective audits and re-evaluation

Effective communication processes

Safety management skills

ActionAction

2525


Although a system to investigate all incidents exists, there are many opportunities across NU to improve this system.

Strengths A system is in place with good intentions, purpose, etc. For severe incidents, investigations are very good: full teams, outside experts, employee

involvement, and thorough root cause analysis In general, timely completion of incident investigations seem to be the norm. Line managers understand and support the concept of “prevention of recurrence”

Key opportunities Conclusions are incomplete: reports seldom include essay text, only checked boxes Generally overly compliance focused Few near misses, regardless of how serious, are investigated to any level of completeness Strong tendency to attribute cause to conditions versus acts of people Many investigations are by only one manager/supervisor Investigation and discipline system intertwined: “Was a rule broken? Yes? No?” These

should be separate considerations We question significant number of root causes and related factors. (Is this really the “root

cause”? Why? Why? Why?) Often action items will not reasonably prevent recurrence Actions should include: What? Who? When? No system to track completion of actions Many reports are not reviewed with employee

2626


Audit system (SAFERS) is a fundamental system that can be used affectively to drive both positive safety performance & cultural change across NU .

Strengths

A system is in place with good intentions, purpose, etc

Employees are aware that audits occur

Line managers understand their responsibility to submit their quota of audits reports

Key opportunities

Audits reports often include only checked boxes

Strong tendency to focus on conditions; not acts of people

Few “cross audits” by managers of other organizations

Workers very seldom included in audit teams

Constructive, re-enforcing safety discussions as part of the safety audit, are rare

Limited use of “layered audits”; superior and subordinate together

All groups need to track trends (i.e. unsafe acts per audit hour, type of unsafe acts) and use analysis to effect change across the organization

2727


Agenda



Assessment Results


Recommendations


Action Planning

Wrap Up

2828


To assess the degree of change necessary, we evaluated the degree of alignment between your current safety culture and best practices

DuPont and Transmission have existing management systems that embody certain values and philosophies, and reflect certain organizational priorities

Transmission has a unique set of functioning capabilities to operate systems Our goal is to help Transmission by merging the principles, practices and systems of World-Class

change management with your systems to create positive change

DuPontSafety

Resources

Integrated Transmissio

n Safety Management

System

CurrentTransmissio

n Safety Systems,

Process, and Culture

DuPont Change Management Experience

DuPont Owner/Operator Safety Experience

DuPont Multi-Market Client Experience

Transmission and Industry experience

Transmission safety

expertise

DuPont utility industry experience

2929


Initial Recommendations and Priorities

Lead by Example

Felt Management leadership (time in field)

define, communicate, ‘reinforce & enforce’ acceptable behaviour standards for everyone; visible support

Initiate thorough review of capital functions

Activate the Safety Committees ASAP:

Opportunity for involvement and contributions

Increases interest and “they care about me” perception

Assists in data analysis and application to reduce injuries

3030


Initial Recommendations and Priorities

Do something about CtA punitive perception

More effective Safety Observations (SAFER or better)

Focus on employee behaviours through interaction

Analyse & utilise data to drive improvement

Improve competency in incident investigation

Training including Why, why, why, why, why?

Report and treat all ‘near misses’/incidents as a ‘gift’

Contractor Management

Uniformly monitor all contractors

Further analyse and utilize data

3131


The DuPont safety philosophy is composed of a core set of guiding values and principles

All injuries and occupational illnesses can be prevented

People are the most important element of the safety and health program

Management is responsible (for preventing injuries)

All operating exposures can be controlled

It is necessary to thoroughly train all employees to work safely

Safely is a condition of employment

Audits must be conducted

All deficiencies must be corrected promptly

Off-the-job safety is an important part of the safety effort

Do you know NU Safety Principles? Do you know NU Safety Principles? If so, how can we implement them?If so, how can we implement them?

Do you know NU Safety Principles? Do you know NU Safety Principles? If so, how can we implement them?If so, how can we implement them?

3232


Northeast Utilities Key Safety and Health Principles

1. Working safely is a condition of employment

2. People are the most important element in the occupational safety and health program.

3. Management is responsible for assuring safety and healthy working conditions.

4. Work-related injuries CAN BE prevented.

5. Hazard exposures CAN BE controlled.

6. Deficiencies must be corrected promptly.

7. It is necessary to thoroughly train all employees in safety rules and safe work practices.

8. Management must audit occupational safety and health practices and programs in order to assure success.

3333


Strategic Safety Management Structure

Summarizing recommendations from the site assessments, NU should implement a safety improvement program consisting of the following core elements.

Improve Key Safety Process Systems - Audit/Observation, Incident Investigation, and Rules and Procedures

Safety Leadership Competencies

Safety Culture Improvement

Organizational Training

Safety and Human Performance Management System

Communications Activities and Employee Involvement

3434


Agenda



Assessment Results


Recommendations


Action Planning

Wrap Up

3535


Safety Excellence and

World-Class Performance

3636


Safety Management System: Essential Elements

Goals & ObjectivesGoals &

Objectives

StandardsStandards

MotivationMotivation

TrainingTrainingSafety

ObservationSafety

Observation

SupportiveSafety

Personnel

SupportiveSafety

Personnel

Leadership-VisibleManagementCommitment

OrganizationOrganizationPolicyPolicy Responsibility &

AccountabilityResponsibility & Accountability

CommunicationCommunication

IncidentInvestigations

IncidentInvestigations

1

3737


What Is World-Class Safety Performance?

Virtual elimination of lost work injuries(consistently <0.10 )

Low total injury frequency (consistently <0.8)

Low off-the-job injury frequency (<0.5)

Low incidence of occupational health problems

Same standards for contractors

Excellent safety in all units

Built into the culture

2

3838


0.03 0.06 0.090.26

0.5

0.8 0.8

1.21.3

1.4 1.4

2.9

0

0.5

1

1.5

2

2.5

3

3.5

How Do You Compare?Injuries & Illnesses – Cases With Days Away from Work Rate per 100 Employees

All Industry Average (1.3)

U.S. Bureau of Labor Statistics, 2006 Data – Injuries & Illnesses

Comparison companies* 2007 data ** 2006 public domain *** 2005 public domain

3939


0.32 0.35 0.40.76

2.0

2.9

3.4

4.8 4.85.1

6.0

4.1

0

0.5

1

1.5

2

2.5

3

3.5

4

4.5

5

5.5

6

6.5

How Do You Compare?Injuries & Illnesses – Total Recordable Case Rate per 100 Employees

All Industry Average (4.4)

U.S. Bureau of Labor Statistics, 2006 Data – Injuries & Illnesses

Comparison companies* 2007 data ** 2006 public domain *** 2005 public domain

4040


Safety Leadership Fundamentals Qualitative Attributes

• Identify what Felt Leadership is

• Demonstrate its necessity

• Explore the role of the Safety Leader

4141


Felt Leadership Definition

• Felt Leadership is the net result of management’s actions and communications in ways that people at all levels come to understand and “feel” their leaders’ high standards and expectations, and accept their strong commitment to safety as genuine.

• Through Felt Leadership, management influences and helps align employees’ own safety commitment and conduct, guided by the safety vision, beliefs, principles, policies and goals.

4242


BUSINESS

CULTUREACCOUNTABILITY

Felt Leadership is All About People

RE

SP

EC

T T

HR

OU

GH

A

CT

ION

PU

BL

IC

PR

OC

LA

MA

TIO

N

PERSONAL RESPONSIBILITY

SAFETY

BUILDS TRUST AND FAITH

4343


Felt Leadership Framework

The Felt Leadership Framework defines the behavior range needed to influence people

Leaders set standards and expectations by communicating with their staff in 3 modes, as appropriate in different situations. While the ultimate goal is always injury prevention, the required leadership behavior can range from inspiration whenever possible, to agreement, or enforcement, as appropriate or necessary

All ManagersFLS --- CEO

Felt Leadership

range of action

MODES INSPIRATION ENFORCEMENT

Inspire/MotivateGain commitment

ComplianceGoals

Convince/persuade

Documents Values/Principles/etc Discipline processSystems

Tools CommunicationsSafety Observation

Leadership/MgtAction

Demand compliance

Warn (verbal/written)Counsel

Suspend/Terminate

St’ds/Rules/Proced’sPerformance Manag’t

Safety ObservationCommunicationsCommunications

St’ds/Rules/Proced’s

Define expectationsManage/Supervise

AGREEMENT

Gain alignmentGet agreement

Articulate Values/Principles

Demonstrate commitmentCoach/Mentor

Remove BarriersRecognize achievements

Reward & Recognition

4444


Felt Leadership - Summary of Action ElementsArticulate your views and commitments around safety

Values, Beliefs, Principles, Goals, Plans Cultivate the concept of Proprietorship for safety – at all levels Gain alignment with your staff around your Safety Values

Manage safety performance proactively Monitor performance (statistics, incidents, observations) Enable Performance (recognition, training, coaching, barriers)

Use safety communications as an explicit safety management tool Personal conversations Modeling Communication channels Tradeoff decisions and guidelines

Conduct Safety Observations/Conversations

Maintain unwavering focus on safety – as a core value

Demonstrate your safety commitment through personal involvement Leading central safety meetings with direct reports Participating in incident investigations

4545


Management commitmentTrainingRules/proceduresSupervisor control,

emphasis, and goalsCondition of employmentFear/disciplineExpectationsValue all people

Personal knowledge, commitment, and standards

InternalizationPersonal valueCare for selfPractice, habitsIncreased communicationIndividual recognition

Help others conform Others’ keeper Networking contributor Care for others Organizational pride Open communications

Safety by natural instinctCompliance is the goalDelegated to Safety

ManagerLack of management

involvement


Natural Instincts Supervision

Self

Teams

Inju

ry R

ates


TransmissionPerformance*TransmissionPerformance*

Felt Leadership Modes

Enforcement Agreement Inspiration

• Increasing commitment to safety values - at all levels • Continuous improvement of Safety Management Systems • Mastering prevention…. elimination of injuries…..ZERO!

Accelerated Safety

Improvement Initiative

SustainableHigh Performance lives here

Evolution of Improved Safety Culture

2

4646


The following cultural paradigm shifts need to be made to continue the journey to World Class Safety

Perception that production is more important than safety – “Just get the job done.”

Safety is at least equal with production and quality—good safety is good business

Safety goals developed with limited organizational input and may be counter-productive (e.g. ~XX% improvement in DART 2006 to 2007)

Organizations are integrated into the process for setting challenging goals and defining action plans to achieve these goals

Management’s commitment to safety is questioned in the organization

Management’s commitment to safety is felt at all levels of the organization as genuine

Safety auditing / observation is primarily the job of supervisors and is focused on the conditions

Comprehensive, structured auditing system that involves all levels, collects data & uses this data as a key change agent

FromFrom ToTo

Little known safety policy and supporting principlesSafety policy is the driving force behind systems & processes for managing safety

Limited organizational structures for management teams to lead safety effort

Expanded safety organization - all levels involved

“Culture shift” where discipline has its place, but systems for progressive motivation are the primary focus in driving safety performance

There is little progressive motivation for good safety and fear of discipline is driving counter-productive attitudes and actions

Line Organization is responsible for systems implementation and safety performance, and Safety Professionals serve as trusted resources

Improvement of safety systems and subsequent performance is the job of the Safety Professionals

Safety is used, at times, as a lever to influence non-safety related labor/management issues

Safety is an area of common ground and cooperation towards the shared goal of protecting all people that work at or for Northeast Utilities

4747


Behavioral change to a safer

culture must begin with the

behavior of Leadership

4848


Agenda



Assessment Results


Recommendations


Action Planning

Wrap Up

4949


Humanistic - “It’s the right thing to do”, “I don’t want to attend any more funerals for employees and contractors”

Direct financial - “We can spend less on workers’ compensation and litigation”

Market driven – “Our customers require us to be world class - such performance can be a competitive advantage”

Labor supply – “It’s difficult to hire and retain qualified personnel, so we can’t afford to lose them to injuries”

Labor relations - “We can use safety as a ‘common ground’ to rebuild the trust and morale of the work force”

Public relations - “We can use safety performance to increase our standing in the community”

Broad financials - “We can eliminate other losses that are related to shortcomings in our safety culture”

Business sustainability - “Good safety is good business”

Companies tackle safety for many reasons . . .

Why is Transmission focusing on safety?

5050


• Management Commitment• Condition of Employment• Fear/Discipline• Rules/Procedures• Supervisor Control,

Emphasis, and Goals• Value All People• Training

• Personal Knowledge, Commitment, and 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

Natural Instincts

Supervision

Self

Teams

Inju

ry R

a tes


2008 2010

Where does Transmission want the future state safety culture to be in 2010….

5151


0

2 0

4 0

6 0

8 0

1 00

Embarking on an aggressive safety management improvement journey, Transmission should expect to substantially increase its performance in all assessment areas . . .

Example of Effectiveness Levels Versus DuPont Model

Awareness

Skill

World Class

Excellence

Fundamentals I

II

III

IV

V

2008 Assessment

Year End 2010

Year End 2009

5252


Values and Beliefs Support the Vision

Our actions are strongly influenced by our values.

Values means “beliefs” – what we hold to be true about something as seen in behaviors.

Vision won’t become action without alignment among people.

Developing values may expose conflicts.

The vision is supported by stating values.For example,

“All injuries can be prevented.”

“Excellence in safety can be achieved at the same time as excellence in other business areas.”

5353


The Future State Vision

“How We Want Things to Be”

Think about a state of being a few years in the future (~3 years).

Make it a real stretch, but achievable.

Break subject into key elements. “We will reduce our lost-time injuries.”

Develop actionable statements for each element.“In 3 years our lost work injury frequency will be in the top 15% of our industry.”

Consider how progress will be measured.

5454


Exercise: What Does Our Future State of Safety Look Like?

• Select a spokesperson

• In your table groups, identify statements, conditions,

characteristics, etc. that describes what our safety culture will look

like 12 to 24 months into the future. Consider the following:

• Characteristics of an Injury-Free Workplace

• Concept of “All Injuries Can Be Prevented”

• Guiding Safety Vision & Policy

• Chart summary of group’s input

• Take 15 minutes to complete

• Report back to workshop

5555


List the Potential Cultural Barriers to Achieving the Safety Vision:

• ___________________________________

• ___________________________________

• ___________________________________

• ___________________________________

• ___________________________________

Exercise: What are the Potential Barriers for Safety Excellence Implementation?

5656


Exercise: Set preliminary Action Plans for implementing the Recommendations

• Select a spokesperson Review the group of Recommendations extracted from the Assessment Report

Discuss current safety activities and action plans currently underway within PSNH

Consider the following:

* What needs to get started

* What needs to be continued

* What needs to be upgraded / enhanced

• Chart summary of group’s input

• Take 15 minutes to complete

• Report back to workshop

5757


Action Plan FormActions Metrics Completion Dates Review Cycle

De-brief assessment results with entire

organization% of employees

contacted September 22, 2008 ELW on September 23

Schedule Re-Visit / Action Planning Session

End of September / Beginning of October ELW on September 23

5858


Agenda



Assessment Results


Recommendations


Action Planning

Wrap Up

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NU Safety Initiatives Timeline

Jun Jul Aug Sep Oct Nov DecJan2009

Jun Jul Aug Sep Oct Nov Dec 2009

I. Kick Off and Visioning(Leadership)

2. Safety Leadership Training – Safety Pros

3. Assess PSNH, WMECO and Transmission

4. Define Roles/Resp. of line and staff safety.

5. Assess Integrated safety management orgs.

6. Establish Process Improvement Team 7. Executive Coaching and Consulting

8. Supervisor Training 9. Roll out new Processes

Roll Out Processes

Assess Integrated Safety Management Structure

Executive Visioning & Leadership

Session

Safety Pros

(1 Day)

Coaching & Consulting

Improve Observation Program (SAFERS) – Begin Trending Leading Indicators

Assessment3-4 weeks

Define and Clarify Roles

Design and develop Supervisor Training Program

(Includes Train-the-Trainer)

Roll Out Training

Executive Wrap Up Session

6060


Now is the time to commit to doing something different……

“If you always do what you’ve always done…..

You will always get what you already got……. “

Forest Gump

“Insanity is defined as continuing to do the same thing and expecting different results.”

Albert Einstein

6161


ONE LAST THOUGHT . . .

Thank you Thank you and have a SAFESAFE day!

“We must become the change we want to see” - Mahatma Gandhi

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Appendix A

NU Corporate Level

Recommendations – Detail

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Strategic Safety Management Structure

Charter and establish a divisional safety leadership structure and multi-level site safety leadership organizations to oversee the safety effort and ensure safety goals & objectives are achieved

Improve Key Safety Process Systems - Audit/Observation, Incident Investigation, and Rules and Procedures

Institutionalize the processes used to manage safety which focus on reducing injuries while promoting safety awareness, fostering employee involvement, reinforcing safe work practices and monitoring work behaviors

Safety Leadership Competencies

Develop and implement a division-wide system to ensure that the line organization possesses the necessary skills & competencies to effectively lead the safety effort and demonstrate safety as a core value

Safety Culture Improvement

Build on current cultural improvement efforts and past success by bringing Management and Labor together to work collaboratively in addressing the key areas for improvement from the Assessment and Safety Perception Survey

Summarizing recommendations from the site assessments across all of NU, a safety improvement program consisting of the following core elements should be implemented.

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Summarizing recommendations from the site assessments across all of NU, a safety improvement program consisting of the following core elements should be implemented.

Organizational Training

With existing systems improved and consistently rolled out across the organization, institute a more focused and continuous training program that will increase safety awareness on and off the job, will serve to help improve overall employee process knowledge and involvement, and will ensure that all employees have the skills necessary to perform required tasks safely.

Safety and Human Performance Management System

Develop standards for safety, human (management and labor) performance management systems, coupled to comprehensive metrics, to monitor the effectiveness of the improved systems and processes and the organization’s ability to continually advance the safety culture

Communications Activities and Employee Involvement

Build fundamental systems, based on an integrated structure, that will drive Employee involvement in all aspects of safety, drive more effective two-way communication and develop meaningful activities to promote safety both on and off the job

6666


Core Element: Safety Management Structure Continue to develop a structure, with management accountability, that shares ownership for safety activities between management the BU

Charter (key functions, roles & responsibilities) CSC-type organizations at the divisional and site levels to:

Provide effective oversight of the safety management effort

Set standards for all safety systems for consistency across and within sites—provide a framework for assessing leadership performance

Ensure that roles for safety responsibility and accountability are well-defined between the Safety Group and the line organization

Charter and establish standing and ad hoc subcommittees

Increase employee involvement in the safety effort

Increase employee value for an injury-free workplace

Provide a safety framework that transcends time and personnel changes

Charter and establish a divisional safety leadership structure and multi-level site safety leadership organizations to oversee the safety effort and ensure safety goals & objectives are achieved

6767


Medical Medical ResourceResource

EnvironmentalEnvironmentalCoordinatorCoordinator

ContractContractCoordinatorCoordinator

SafetySafetyProfessionalProfessional

Supporting

StandingStanding

Ad HocAd Hoc

SubcommitteesSubcommittees


Chairperson Implementing

Line OrganizationLine Organization

This reference model, the Strategic Safety Management Structure, chaired by Leadership and resourced by the Line Organization, is the safety strategy and decision-making body

Strategic Safety Management Structure leadership responsibilities

Define and articulate the organizational safety vision and expectations

Focus on the metrics (trailing, current, and leading) Integrate safety consistently throughout the

organization Create a formalized structure in which safety

initiatives can be implemented Create expectations of the safety support

organization Align safety leadership beliefs and expectations with

individual and organizational performance Define and understand organizational barriers Understand and develop organizational needs Expand employee involvement and ownership for

safety performance

Existing Safety Committee structure has no Strategic component and is not integratedExisting Safety Committee structure has no Strategic component and is not integratedExisting Safety Committee structure has no Strategic component and is not integratedExisting Safety Committee structure has no Strategic component and is not integrated

Strategic Safety Management StructureStrategic Safety Management Structure

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Any structure to govern or manage safety must include the following

Plan

Organize

Control

Direct

Strategic Vision

StrategicLeadership

Operational Management

Do

Do

Do

Do

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DuPont’s suggested structure has all the elements required for a decision making body: Strategic direction, Leadership to manage the change and Operational body to implement

SafetySafetyOrganization (SME)Organization (SME)

StandingStanding

Ad HocAd Hoc

SubcommitteesSubcommittees

Strategic Decision Strategic Decision Making BodyMaking Body

(Top Management(Top Management

Employee Involvement

Line OrganizationLine Organization

Strategy

OperationalLeadership

Leading / Supporting

Operational / Implementing

Plan

Organize

Control

Direct

Plan

Organize

Control

Direct

Plan

Organize

Control

Direct

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Core Element: Safety Process Systems – Audit/Observation, Incident Investigation, Rules and Procedures

Create, process and communicate company safety philosophy and supporting principles

Develop set of guiding principles based on this philosophy

• e.g., All injuries are preventable

Use this “new” guiding philosophy to improvement existing & develop new safety process systems that:

Holds all line management to responsible to participate

Involves all levels of the organization

Systematically records findings & results

Establishes system metrics to monitor quality & results

Requires site analysis of audit and incident investigation results

Establishes follow-up system for recommendations

Ensures site and area safety rules are established, communicated, understood and followed

Institutionalize the processes used to manage safety which focus on reducing injuries while promoting safety awareness, fostering employee involvement, reinforcing safe work practices and monitoring work behaviors

7171


Core Element: Safety Culture Improvement

Build on past success and current culture improvement work in working cooperatively to begin shifting Organization’s culture

Use current Safety Perception results, DSR Assessment findings and recommendations, and existing Culture improve work as the basis

Future visioning workshops

Development Performance Improvement Teams to address key culture issues

• Teams will include both Management and Labor

Hold teams accountable and follow-up on results

Build on current cultural improvement efforts and past success by bringing Management and Labor together to work collaboratively in addressing the key areas for improvement from the Assessment and Safety Perception Survey

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Core Element: Safety Process Systems – Communications Activities and Employee Involvement

Implement systems the drive employee involvement in and ownership of safety

Create the processes that allow for the efficient communication both down and UP the organization

Embed this new communication process, philosophy and supporting principles in the Organization

Develop meaningful activities that promote both on and off the job safety

Safety is about people 24/7/365

Drive Employee involved in audits and incident investigations

Build fundamental systems, based on an integration structure, that will drive Employee involvement in all aspects of safety, more effective two-way communication and develop meaningful activities to promote safety both on and off the job

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Core Element: Safety and Human Performance Management Systems

Participative setting of safety performance goals & objectives:

Directly linked to “new” Safety Philosophy

Meaningful, ambitious and realistic (S.M.A.R.T.)

Organization/site specific—communicated to all

Aligned with corporate objectives

Set of metrics to measure past and current performance that can feed a system of predictive measures

Expanded metrics to include current & leading indicators

Direct links between management’s compensation/career advancement and personal safety performance

Integrated directly into systems for reward and recognition, and discipline

Develop standards for safety management systems and leadership, coupled to comprehensive metrics, to monitor the effectiveness of leadership and their ability to continually advance the safety culture

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Core Element: Safety Leadership CompetenciesThe level of leadership skill in the management of safety will have to improve to drive a new level of safety performance

Establish a management-level safety leadership and skill training curriculum that provides:

Fundamental safety leadership & refresher training for all line managers

Advanced safety observation & incident investigation skills

Effective felt leadership and employee coaching skills

Hazard recognition

Skill development around leading by example

• i.e. area housekeeping, visible in the field, tiered audits, etc

Ensure that all line managers/supervisor receive safety leadership training

Provide worker force with safety awareness training

Develop and implement a division-wide system to ensure the line organization possesses necessary skills & competencies to effectively lead the safety effort and demonstrate safety as a core value

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Core Element: Organizational TrainingRecent injuries & incidents, along with observations and comments, confirm the need for more and better training

Training in World Class Safety fundamentals for the Organization

Current injuries and incidents point to a lack of awareness with respect to work activities and their related risks

Maintenance on new equipment installed by contractors

Procedurize training and maintenance

Training on new and upgrade systems and procedures

Off the job safety

The workforce is generally receptive to an off-the-job safety program, and it will address some of the employee concern that management is only concerned with the numbers, not the people

As with many Utilities, turnover over the next five to ten years is going to drive the need to develop both more rigor around procedurizing the work and the training of these procedures

OJT is excellent, but this too needs to be procedurized

Institute a more focused and continuing training program that will increase safety awareness on and off the job and will serve to help improve overall employee process knowledge and involvement in safety improvement

7676


Rules & ProceduresRefine Process for Defining and Documenting Standards

Rules & ProceduresRefine Process for Defining and Documenting Standards


Establish the Systems to Manage Contractor

Safety


Establish the Systems to Manage Contractor

Safety

At-risk Act/Condition

Process Hazard Review

Refine Process for Analysis and Mitigating

Process Risks

Process Hazard Review

Refine Process for Analysis and Mitigating

Process Risks

Auditing and Safety Observations

Refine Process that Reinforces Standards and

Expectations

Auditing and Safety Observations

Refine Process that Reinforces Standards and

Expectations

Communication, Activities and Involvement

Refine Processes that Foster Employee Involvement

Communication, Activities and Involvement

Refine Processes that Foster Employee Involvement

Incident InvestigationRefine Process that Prevents Injury Recurrence and Affects

Change

Incident InvestigationRefine Process that Prevents Injury Recurrence and Affects

Change

Performance ManagementRefine Process for Establishing High

Expectations, Providing Values Basis, Monitoring Performance and Driving

Accountability

Performance ManagementRefine Process for Establishing High

Expectations, Providing Values Basis, Monitoring Performance and Driving

Accountability

Integrated StructureFoundation of an Effective Safety System

Integrated StructureFoundation of an Effective Safety System

Visible ManagementCommitment

“Felt Leadership” - The Key Stone

Visible ManagementCommitment

“Felt Leadership” - The Key Stone

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Our implementation delivery method would be based on these PSNH task teams carrying out the redesign and rollout of your key safety business processes with DSRs assistance and guidance.

Each process redesign team reports to a central committee or steering team

The steering team is responsible for overall direction and resource deployment on the project

Each team requires a senior client manager(s) to lead and provide direction to the team, and eliminate barriers to team success

Task Teams and Rest of Organization

Project Core TeamProject Core Team

Executive Steering Team Executive Steering Team

Team StartupAssess Current

ProcessEnvision New

ProcessPlan New Process

Implement

Leaders

Team members

Team Charter

Quantitative

Qualitative

Visual

Learn

Compare

Decide

Gaps

Policy

Procedures

Pilot

Revise

Rollout

Assess Envision Plan ImplementImplement

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Strategic Safety Mgmt Structure – Design / Build / Pilot / Staff / Run

Communication & Change Management

Organizational Training & CoachingFormal

Informal

Operational Leadership/Supervisory

Executive / Department Leadership

Employees

Orientation & Alignment

Assess theCurrent State

Envision theFuture State

Plan the Transition

Implement the Changes

Values & Priorities

Change Readiness

Functioning Capability

Re

com

me

nd

atio

ns

for

Ch

an

ge

Supporting Structures

Performance / Capability

Below is a example of a high-level project plan integrating DSR’s proven methodology with the key recommendations for PSNH.

Time ~ 2 yrs~ 12 - 18mos

~ 1 wks

~ 8 – 16 wks~ 4 - 6 wks

CommunicationsPerformance MgmtAuditing/ObservationRules & ProceduresIncident InvestigationTraining

Analyze / Design / Pilot / Roll-out / Manage / MaintainSub-CommitteesOrg

aniz

atio

nP

roce

ssP

eop

le

NU Transmission

Documents

Transcript of NU Transmission