Pre S sepa nt n ate i l o 7 n ti tm lea Cul ure duri es of Organizational Change p.1

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1 WMS Presentation Panel 7 title Maintaining Presenter/ref. Safety - 22 Culture April 2016 during - p.1 times of Organizational Change p.1

2 Keeping Focus on Safety Culture in Times of Organizational Uncertainty Tara Neider Sr. VP, Business Development and Sales AREVA, Inc.

3 Operational Excellence SAFETY. First and foremost, the critical success factor for our people, products and services. QUALITY. First time, every time. PERFORMANCE. Fueled by our people and innovation for our customers. DELIVERY. Reliable, predictable and consistent. p.3

4 Background Working in the Nuclear Industry today is like Riding a Roller Coaster (and some think it is all down hill) Budget Crunches Impact of Abundance of cheap natural gas Consolidations, Alliances, Separations The Nuclear Promise Early plant closures AREVA, that formed in 2000 by merging Framatome, Cogema and others together to cover the complete nuclear fuel cycle is now breaking up on lines that are similar to the original organizations. p.4

5 Without Significant Leadership Engagement, What Happens Naturally? Despair, Fear Lack of Teamwork Self Preservation Lack of Focus Chaos Early exits for the best people Overlapping responsibilities or things falling through the cracks Complaining, and lots of it! The list is endless! p.5

6 What Would We Prefer to Have Happen? No work injuries; Employees go home at the end of the day no worse than when they started Employees focused (mind on task) Employees trust that the company management is engaged and looking out for their welfare Teamwork (trust between workers) Stable workforce Consistent progress toward achieving our goals Great morale prevails p.6

7 What has changed? What Should You Be Asking? What activities were being performed that are no longer being performed? Do we have sufficient resources to do the work safely? How might the change impact the people performing critical tasks? What can I do to mitigate the impact of the change? p.7

8 Gimmicks or Tools? Use Tools to Drive the Behaviors you want, but don t expect the tools to do the job alone Good Catch Program Safety Bucks Safety Handbooks Safety Messages Safety Standdowns Walkdowns/Observation Forms Safety Skits Human Performance Labs Training Metrics/Trending Enhanced Management Oversight p.8

9 Enhanced Safety is Driven by Leadership, Planning and developing a Trusting Learning Organization Leadership Must want a Safe Work Environment and show their commitment by being in the field, and ensuring that the systems are in place to keep people safe. (INPO ) Management behaviors and decisions demonstrate a commitment to nuclear safety. Nuclear safety decisions are systematic, rigorous, and thorough. Trust and respect permeate the organization What does this mean? Management has to be present, particularly during the formal decision making, planning and prioritization of resources. Impediments dispersed work force, budget reductions, lack of notification We can t leave it to the PM s to fight over resources or decide what is right. If you aren t where the work is, you don t know what is going on. p.9

10 Be available Leadership Make sure that the systems you have in place are systematic, rigorous and thorough. Many times processes are seen as a burden. Get rid of the waste and make them tools that people can and will follow. Get input from the end users. Trust starts at the top Walk the Talk Don t tolerate derisive behavior Know that everyone is watching you they know when you come in, when you leave, how you dress, what car you drive, when you have your coffee. They will also see what you are doing to ensure their safety. Use employee surveys to track your progress and your management team s progress. p.10

11 Planning Strong risk assessment as part of project planning and execution; Questioning attitude Ensure the right people are involved Stop when unsure Make sure that the systems you have in place are systematic, rigorous and thorough. Many times processes are seen as a burden. Get rid of the waste and make them tools that people can and will follow. Get input from the end users. Overcommunicate p.11

12 Trusting and Learning Organization Individuals achieve high levels of performance because of encouragement and reinforcement received from peers, subordinates and leaders. Error-likely situations are predictable, manageable and preventable. Make sure that your safety improvement initiatives are not considered punitive but are a learning opportunity. Ensure that employees are encouraged and feel free to raise questions or concerns relative to nuclear safety without the fear of harassment, intimidation, retaliation or discrimination. p.12

13 Areva Safety Message Safety Guiding Principles 1. All injuries are preventable. 2. Employees are responsible for their own safety. 3. Management is accountable for preventing injuries. 4. Workplace safety is a critical success factor and will not be compromised. 5. We strive to reduce our environmental footprint. 6. Intend to work safely every day. Any Accident is One Accident Too Many From Ron Land: The person most responsible for your safety is YOU, and it takes your personal commitment to safety to prevent injuries. Remember that all injuries are preventable. p.13

14 21 Significant Injuries 2015/2016 AEIP Organizations 14 (1 in 2016) CHT 5 (1 in 2016) Kincardine, Canada - 2 (1 in 2016) Locations AREVA Facilities 17, Customer Sites 3 Offsite 1 Affected Area Safety Performance Hand/Finger/Arm 12 Eye 2 Foot/Leg 2 Back 2 Pelvis 1 Head -1 Other (Heat Stress) 1 p.14

15 Conditions Working Alone 12 Working in Pairs/Groups 9 Industrial 17, Office 4 Demographics Male 17, Female 4 Average & Median Age 48 / 49 Impacts Safety Performance 47 Lost Work Days 152 Restricted Work Days ~$768K Direct Costs Not Included: Safety Stand Downs Employee Morale Retention AREVA s Reputation p.15

16 Safety Performance LTA Leadership Action Fracture -1 Fracture - 1 Laceration 1 Heat Stress 1 Back Injury 1 Sprain 1* Eyes/Mind on Task Fracture 3 Dislocation - 1 Sprain 2* Root/ Apparent Causes Equipment Issue Head 1* Lockout/Tagout Amputation 2 * 2016 injury Ergonomics/ Body Position Hand Injury - 2 Laceration 1 PPE Related Eye Injury 2 Laceration 2 Perceived Risk p.16

17 Completed Weekly Manager Safety Messages Safety Stand Ups Company-wide Housekeeping Effort In Progress Executive CARBs Job Functional Screening Supervisor Safety Training Policies/Procedures Updates Safety Signage Review/Enhancement Pending In-house Medical Program Voluntary Safety Inspections by Regulators Benchmarking Actions p.17

18 Office Safety Slips, trips, falls hand rails, phones Ergonomics Driving Safety Call back when safe No conference calls Company policy beyond hands-free? Top Safety Issues Baby Boomer Challenges Muscle strains/pulls Job Functional Screening Focus on stretching / warmups Reporting Reluctance Complacency p.18

19 Simple, Consistent, Accurate Info Messaging Safety, Operational Excellence, state of the company Audio Messages desk phones, contamination monitors, security monitors Visuals desk phones, start-up screens Leadership Engagement MBWA with passion What is your burning safety platform? Do our employees know we care about them? Emphasize Local Initiatives Emphasize peer-to-peer caring Incentivize teams MOX example Human Performance lab Reduce/eliminate NVA administrative tasks Management Actions Make It Personal Address Safety Focus p.19

20 Management Actions Accountability For Injuries Graded Approach; Depending on Situation Focus on behaviors, not injuries Document poor behaviors how are we doing that? Willful, deliberate, negligent Lack of safety meetings, safety walk downs Leadership Engagement Significant event deploy Sr. Exec to discuss event at location and report back to Sr. staff 1 st line supervisor leads Condition Report Video messages to the company Individual Accountability Again, focus on the behaviors Document and take action Testimonials p.20

21 Conclusions Any transition or change puts the safety culture at risk Solid processes and compliance to them provide a framework for keeping on track Focus on what has changed and how the effects of these changes will impact the employees Be present, lead by example, communicate and particularly listen. Enhance focus on planning processes to ensure that safety is incorporated into the work. Build a trusting and learning organization, particularly in times of change. p.21