Newell Rubbermaid s Environmental University

Transcription

1 Newell Rubbermaid s Environmental University Educating Internal Resources on Environmental Management Kisa Adkins Baskin May 2015

2 Newell Rubbermaid is: 2

3 Understanding the landscape in 2011 NWL entered into Phase I of corporate restructuring process Included separation of sustainability and compliance programs 19,000 employees worldwide: 10 environmental professionals; 4 were corporate employees. 41 manufacturing facilities in 15 countries No formal management system; no change management process Main root cause of audit findings: Lack of awareness & lack of training 3

4 Environmental Compliance Program Strategy (for 2) Implement a uniform compliance management process Build a corporate environmental compliance culture Educate associates on the regulatory risk associated with our operations Streamline regulatory communications Establish corporate environmental compliance performance metrics Think beyond our walls *Strategy aligns with NWL s Growth Gameplan COMMIT RISK ID DEFINE ROLES TRAIN CONTROL & COMMUNICATE CHECK 4

5 Newell Rubbermaid Environmental Compliance 101 5

6 Education vs. Training Education is a formal system of learning that is long while training is a method that makes a person skilled in a particular job or task only Both education and training are necessary to make concepts clear to a person Some professions are highly training dependent where education alone cannot make a difference We needed to EDUCATE the coordinators BEFORE we could (or they could) TRAIN on environmental compliance. 6

7 Take Inventory of Resources Task: Develop a global environmental education program for 35 new environmental coordinators Challenges: Only 4 coordinators had an environmental background Roll-out needed to be global versus phased approach Manpower Budget Existing building blocks: Corporate environmental compliance budget: 3 rd party environmental compliance audits - Safety & Health, Sustainability, Risk Management, and Quality Programs Solutions: Maximize auditor knowledge and support to the facility Leverage existing tools and documentation..and then ask for more budget 7

8 Develop the Syllabus Solid Waste Hazardous waste Hazardous Communications Wastewater (including stormwater) Air Oil Handling Tank Management Emergency Response Other (noise, toxics material) Program Administration for ECs Assurance (Self Assessment, 3rd Party Audits, Regulatory Inspections) Webinars and corporate standards were developed for the major environmental media of importance to our facilities Additional sessions focus on program management 8 8

9 Ground Truthing the Program Each course defines the media as it applies to NWL, globally Topics rooted in US regulations, terminology is global Additional courses developed for high risk topics or highly regulated areas Courses developed to focus on Tier II reporting, RCRA, GHS Implementation, etc. Content validated by facility personnel Discussed parallel programs; defined differences Webinars (and corporate standards) outline the administrative program: NOTE: Universal Waste (US) = Hazardous Waste (Everywhere Else NOTE: Storm water = Rain Water NOTE: Define difference between H&S Terms and Environmental Terms (Noise Surveys, IH and Air Emissions 9

10 Program Deployment Global kick-off for senior leadership, plant management, and associates Initial rollout ~ 15 months 3 webinars per month to accommodate all time zones and a make-up session Onsite training event for North American EC s took place at the end of the 15 months. Additional personnel invited to participate to gain buy-in and understanding Regroup to assess comprehension Phased approach for region specific training o US/Canada, o Latin America, o Asia and Europe,

11 Continuing Education Thinking beyond the webinar White papers and regulatory summaries; Developed internal Environmental 101 for countries where we re located. Communication Calls Leverage auditors We encourage questions and discussions during audits Use audits as teaching moments Peer led training sessions focusing on raw materials, processes, or regions Distribution Center Training Focus on current events, operations, and products * Internal knowledge transfer fosters internal buy-in; program is transitioning from corporate lead to a community of practice. 11

12 NWL s Global Training Program 12

13 Global Training Program Development, Task: Each facility is required to communicate regulatory risk to their associates. Mandatory to implement/provide regulatory required training Specific training guidance and requirements identified in Corporate Standards. Challenges: US vs. Global Identifying applicable associates Saturated training schedule at facility Documentation Defining a scope that matters Solution: Develop tools and a framework to support site specific training. 13

14 Required Tool: Facility Training Matrix Required Information Employee name Position/title/assigned work area Training Title Training Date Optional Frequency of training Internal or outsourced Training description Integration Combine with existing training matrices o Safety, Operational Procedures, Quality,etc. 14

15 Training Matrix Example 15

16 Providing the Menu Corporate Training Materials 1. Rollout global training needs assessment tool (matrix) Based on common jobs at each facility; identifies training requirements 2. Develop global training program guidance Identifies environmental compliance training required for job functionality Provides guidance on training requirements Focus on media areas and administrative tasks Includes internal and external requirements/certifications 3. Provide training toolbox Power point Templates Toolbox talk suggestions Tests Best Practices 16

17 Strategy Reality Check: Making Progress Implementation of Environmental Compliance Scorecard measuring conformance and compliance 2014: Score improvement of 21% 84% of our facilities are in conformance Every facility maintains a compliance calendar All environmental tasks tie to the Environmental Compliance Calendar Program expanding to include Distribution Centers and Labs Cross-functional program development 17

18 Additional Tools: Environmental Compliance Calendar Documentation identifying regulatory and corporate environmental compliance requirements Environmental compliance program continuity plan. Developed by auditors 18 18

19 Strategy Reality Check: Opportunities for Improvement Corporate: Transition from developing to managing to leading Time Scope creep Program: Training is the lowest scoring section on environmental scorecard Associate turn-over (including leadership) Change management Global reach Language or lost in translation These opportunities are the foundation for the program action plan. 19

20 Key TakeAlongs Build a solid foundation with a core curriculum Make it personal focus on the site or your business Learn the language: Local and Business Train the trainer is not just about the topic; delivery is much a part of training as is the material. Know the difference between education and training and how to navigate between the two within your business. Someone is always listening (to you). Never stop listening to those around you. 20