Tag and Label Manufacturers Health and Safety Committee

Transcription

1 Tag and Label Manufacturers Health and Safety Committee Quarterly Conference Call August 25, 2009 Robert S. Krzywicki North America Operations Leader DuPont Safety Resources

2 2 Agenda Safety Contact Fundamentals What are the basic building blocks for safety excellence? DuPont Safety Resources How can we help?

3 Three Domains of Safety Culture = 12 Elements for Safety Excellence 3 What are the organizational structures that enable the pursuit of safety excellence? Leadership Management Commitment Policies & Principles Goals, Objectives, & Plans Procedures & Performance Standards What does management do to lead employees to safety excellence? What actions does the organization take on a regular basis to increase safety performance? Structure Line Management Accountability & Responsibility Safety Personnel Integrated Organization Structure Motivation & Awareness Processes & Actions Effective Communication Training & Development Incident Investigation Audits & Observations

4 12 elements define the culture while an additional 10 need to be in place for operational/process safety 4

5 Putting it all together 5 4. Operational Discipline 3. Implement PSM Program 2. Management Leadership and Commitment 1. Build a Safety Culture

6 6 Safety excellence is a CULTURAL TRANSFORMATION that requires Felt Leadership. Your organization will achieve the level of performance that YOU demonstrate YOU are willing to accept!

7 Total Recordable Rate 7 The DuPont Bradley Curve Safety Culture Transformation 8 6 Reactive Safety by Natural Instinct Compliance is the Goal Delegated to Safety Manager Lack of Management Involvement Dependent Supervisor Control, Emphasis, and Goals Management Commitment Condition of Employment Fear/Discipline Rules/Procedures Value All People Training Independent Personal Knowledge, Commitment, & Standards Internalization Personal Value Care for Self Practice, Habits Individual Recognition Relative Culture Strength Interdependent Help Others Conform Others Keeper Networking Contributor Care for Others Organizational Pride

8 Assessments, Safety Perception Survey, and Safety Performance all correlate 8 Leadership Structure Processes & Actions Assessment Scores Best Sites Other Sites Safety Perception Survey, Relative Culture Strength Best Sites Other Sites Safety Performance, 3 Year TRR Best Sites 0.35 Other Sites Best Sites: we assessed 4 sites with very good safety performance. Other Sites: we assessed 22 other sites needing to improve safety performance. Relative Culture Strength = x 100 Site Average Score Benchmark Worst Benchmark Best Benchmark Worst

9 3 Year Total Recordable Rate. 9 Stronger Safety Culture Results in Better Safety Performance Average TRR: Safety Performance Relative Culture Strength Safety Culture The data shown here is derived from more than 80,000 survey responses from hundreds of sites in over a dozen industries.

10 Total Recordable Rate* 2007 BLS Industry Average 10 Industry Averages 8 6 Avg RCS Avg TRR Industry Chemical Manufacturing Mining (except Oil and Gas) Nonmetallic Mineral Product Manufacturing Merchant Wholesalers, Nondurable Goods Oil and Gas Extraction Utilities Petroleum and Coal Products Manufacturing Transportation Equipment Manufacturing Transportation and Warehousing Paper Manufacturing Food Manufacturing * DuPont Benchmark Best Relative Culture Strength Average of Survey Respondents in Industry *TRR based on 200,000 hours.

11 11 This project has corroborated and quantified many of our previous beliefs! Our 22 Element Safety Management System is an effective approach to managing safety. Leadership commitment, an operating structure that includes employees involved in processes and actions are key components of a safety culture Strong safety culture is the unrealized factor! There is no silver bullet! Understanding your safety culture is key in developing different insights on where and how to improve your safety management processes To achieve World-Class Performance - work on improving skill levels in each element. Zero is achievable!

12 12 % of supervisors/ leaders participating in safety observations % safety observations completed vs. scheduled Leadership Leading Indicators % of safety observations which identified a deficiency in or lack of employee safety procedures % injuries/incidents where rules and procedures were a key contributing factor % employees attending safety meetings % departments holding regular safety meetings % of rules & procedures reviews behind schedule % of safety suggestions implemented SPS survey re-administered

13 13 Who is DuPont Safety Resources? DSR is a DuPont business committed to improving the safety, productivity, and profitability of our clients by leveraging our world-class owner / operator experience and proven consulting methodology We develop customized recommendations with supporting financial analysis by focusing on: Employee & Contractor Safety Performance through an Integrated Safety Management Strategy Top Line profitability through capital effectiveness Bottom Line profitability through asset productivity We will partner with your organization and provide implementation services to ensure stated benefits are realized

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