Capture Value of Digitalization through Safety Culture Transformation

Transcription

1 Capture Value of Digitalization through Safety Culture Transformation What needs to change? Cedric Parentelli Director Europe DuPont Safety Culture in the Digital Age

2 The correlation between incidents and safety culture is well established by the DuPont Bradley Curve with more than 2.5 million data points 2.5 million data points = DuPont study based on Safety Perception Survey analytics (+2,5 millions data point) 2

3 The need to extract the value of digitalization is pushing organizations to make a breakthrough in safety culture High hierarchical culture with strong close supervision Focus on building habits (repetitive task / actions) High contractor ratio Temporary seasonal worked Continuous improvement driven through process You need STRONG Reinforcement Lone Workers / Limited direct supervision Changing environment Unsupervised work Distributed workforce Breakthrough in performance through Digital innovation You need Individual Leadership 3

4 To change safety culture and reduce injuries at work, many companies have focused for years on implementing Operational Discipline around new Rules and Procedures 18months * Rules and procedures Operational Discipline is on average the time targeted by companies to review Rules and Procedures and cultivate Operational Discipline. * DuPont study based on 50 clients experience in safety transformation 4

5 By launching such Safety Programs, too many actions are actually addressing Systems implementation rather than changing the Culture Relative impact with low sustainability 42% is in average the state of implementation after 18 months of program. 70% of Rules & Protocols developed x 60% of Operational Discipline Many companies are struggling to shift sustainably in an Independent State * * DuPont study based on 50 clients experience in safety transformation 5

6 Improvements being carried by Systems rather than a deep Culture change, more than half of companies return to the original state. Safety Performance is plateauing but with new Risks Risks Because culture is not in place, risk of potential major human errors 54% * of companies have their safety culture revert back to the initial state after 24 months whilst having their safety performance stabilized. 24 months Performance is stabilized but safety culture erosion * DuPont study based on 50 clients experience in safety transformation 6

7 Improvements being carried by Systems rather than a deep Culture change, more than half of companies return to the original state. Safety Performance is plateauing but with new Risks Risks Performance Plateauing? Shift in Values Attitudes & Beliefs 54% * of companies have their safety culture revert back to the initial state after 24 months whilst having their safety performance stabilized. New rules and enforce Operational Discipline * DuPont study based on 50 clients experience in safety transformation 7

8 DuPont has identified 15 Leadership skills to influence behaviors and drive teams performance. By strengthening the top 4, companies shift sustainably employees Value, Attitudes and Beliefs. DuPont Safety Leadership Framework INSPIRE RAISE AWARENESS SET PRIORITIES EMPOWER 87% * of companies in an independent state show high maturity level in 4 leadership skills. BE EXEMPLARY INTERVENE ENCOURAGE MOBILIZE SET GOALS INFLUENCE MANAGE PERFORMANCE MOTIVATE ENFORCE RULES OBSERVE ENGAGE * DuPont study based on Safety Perception Survey analytics (+2,5 millions data point) 8

9 DuPont has identified 15 Leadership skills to influence behaviors and drive teams performance. By strengthening the top 4, companies shift sustainably employees Value, Attitudes and Beliefs. RAISE We can have many AWARENESS procedures but in a changing environment we need fast risk analysis before starting INSPIRE a job in order to move SET PRIORITIES from reactive to pro-active DuPont Safety Leadership Framework EMPOWER Encourage information flow from the bottom-up to ensure we have reality on what is going on BE EXEMPLARY INTERVENE ENCOURAGE MOBILIZE SET GOALS INFLUENCE MANAGE PERFORMANCE Obtaining positive change through feedback MOTIVATE to the teams that don t follow rules or take unnecessary / unwanted risks ENFORCE RULES ENGAGE OBSERVE Engaging in dialogue with the team in order to enable change (in addition to being able to identify risky situations, ensuring the control are in place ) 9

10 Developing the impact of leaders during management routines help individuals to take the responsibility of their own safety then the safety of their team whilst creating value Low Medium High World class Leadership impact Shift in Values Attitudes & Beliefs Leadership Excellence Extensive Collaboration VALUE CREATION 10

11 By 2026, because of digital, 35% of our employee will live a drastic change in their daily job Guillaume Pepy, SNCF CEO October 3 rd 2018* How digitalization will influence Safety Culture? What needs to change? Automation, Productivity, IA Extensive Collaboration, Interdependency Insights, Agility, Influence remotely Learnings, Innovation, Value proposition WORKPLACE TEAM WORK LEADERSHIP ECOSYSTEM 11

12 Interdependent state is both serving Safety Performance and Digitalization Value Creation. Initiatives are already undertaken to leverage Digital and improve wide access to safety information Low Medium High World class Leadership impact Digital Rules and procedures Operational Discipline Shift in Values Attitudes & Beliefs Leadership Excellence Extensive Collaboration VALUE CREATION 12

13 An incredible opportunity exist to increase Leadership impact using Digital enablers, in order to accelerate the shift to an Independent state and develop an Extensive Collaboration Culture Low Medium High World class Leadership impact Digital Rules and procedures Operational Discipline Shift in Values Attitudes & Beliefs Leadership Excellence Extensive Collaboration Digital VALUE CREATION 13

14 Our own experience in Digitalization bring us to rethink our Safety Leadership Framework by considering all the opportunities at our disposal to increase Leaders' impact with our teams RAISE AWARENESS DuPont Safety Leadership Framework Such skills are applicable in all disciplines (not only Safety) generating high benefits also in Operations INSPIRE SET PRIORITIES EMPOWER Digital MOBILIZE BE EXEMPLARY MOTIVATE SET GOALS INTERVENE ENFORCE RULES INFLUENCE ENCOURAGE OBSERVE MANAGE PERFORMANCE Safety Leader Index ENGAGE 14

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