1 copyright ©2013 e. i. du pont de nemours and company. all rights reserved. the dupont oval logo,...

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Copyright ©2013 E. I. du Pont de Nemours and Company. All rights reserved. The DuPont Oval Logo, DuPont™, and The miracles of science™ are registered trademarks or trademarks of DuPont or its affiliates.

While we’re waiting.....

Source: http://www.youtube.com/watch?v=IJNR2EpS0jw DuPont


Achieving Safety Excellence

– It’s about people

April 18th 2013

David Mallard

DuPont Sustainable Solutions

Finn Schou Nielsen; DSS

DuPont

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Introduction & Agenda

• Introductions• DuPont / Sustainable Solutions at a glance• Where we come from• Behavior is key• 4 Key Ingredients• Assessment• Strategy Development• ImplementationDuPont

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Safety Contact – Cell Phones & Driving

DuPont

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We are applying our science to find solutions to some really

BIG challenges…

FOOD ENERGY

FEEDING THE WORLD REDUCING OUR DEPENDENCE ON FOSSIL FUELS

KEEPING PEOPLE AND THE ENVIRONMENT SAFE

PROTECTION

© National Geographic images

DuPont at a glance

DuPont / DSS at a glance

DuPont

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* Consolidated net sales from continuing operations.

$34.8 B*

Nutrition & Health

$3.4B

Performance Materials

$6.4B

Safety &Protection

$3.8B

Industrial Biosciences

$1.2BPerformance

Chemicals

$7.2B

Electronics &Communications

$2.7B

Agriculture$10.4B

DuPont Today 2013

DuPont Segment Sales

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DuPont A World Leader on Market-Driven Innovation and Science

DuPont

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DSS Business Overview

• United States• Europe• South Africa• Brazil• India• Russia• Middle East• China• Australia

KeyIndustries

Top Geographies

• Consulting Services• Learning & Development• Technology Licensing &

Equipment

Asia Pacific 493EMEA 186Latin America 137US & Canada 597Variable Labor 250Total 1663

• Energy (O&G/Refining, Power)• Chemicals/Petrochemicals• Mining & Metals Processing• Fertilizer• Manufacturing• Surface Transportation

Headcount

Business Units

7

DuPont

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DSS has a unique value proposition

Decreasing Dependence on Fossil Fuels

Protecting People and the Environment

Feeding the World

Growth Trends

DSSOfferings Environment

al Management

On-Line

Training

AlkylationInstructor

Led Training

Employee Safety

Contractor Safety

DILA

Process Safety

Environ-mental

Management

Training Academy

Asset Productivity

Alkylation Technology

IsoTherming Technology

Scrubbing Technology

Sulfuric Acid

TechnologySustainability

Strategy

SustainableCapital

IntegratedOperations

Energy Efficiency

Sustainable Capital

ClientNeeds

Safer Workplace

Enabled Workforce

Protecting the

Environment

IncreasedProductivity

ReducedFootprint

DuPont

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Belief that all injuries are preventable developed in the

1940s.

Safety statistics began in 1912.

First safety rules established in 1811.“Safety is a line management responsibility. … No employee may enter a new or rebuilt mill until a member of top management has personally operated it.”

– E. I. du Pont

Powder mill operation began in 1802.

Off-the-job safety program began in

the 1950s.“Goal is Zero” established in

1990s.

Safety has become part of our DNA

DuPont Safety Culture – History

Where we come from

DuPont

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DuPont Lost Workday Case Rates - 2012

DuPont

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They reflect the way we work and how we operate every day – with our customers, with our partners from around the world, and in the communities in which we operate.

Committed to ZeroDuPont Today 2013

Our Core Values Are More Than Just Goals

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DuPont

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Causes of Injuries

In our experience…

The majority of process and personal incidents, injuries and accidents are caused by unsafe acts and behaviors, not conditions and equipment.

Reactions of People Positions of People Personal Protective

Equipment Tools & Equipment Procedures Orderliness Standards

Reactions of People Positions of People Personal Protective

Equipment Tools & Equipment Procedures Orderliness Standards

Unsafe ActsUnsafe Acts

UnsafeConditions

UnsafeConditions

Behavior is key

DuPont

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People’s behavior

DuPont

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People’s behavior

DuPont

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People’s behavior

DuPont

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People’s behavior

DuPont

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People’s behavior

DuPont

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DuPont Approach to SafetyKey Ingredients for Excellence*

* In Safety and Other Business Parameters e.g.: Productivity, Quality, Customer Service, Compliance, etc.

1. Integrated Management System(integrated approach to managing all Safety, Health and Environmental issues)

2. Culture of Anticipation (Reactive to Proactive)(how risks are understood by people and systematically addressed)

3. Culture of Openness and Collaboration(how people work together and support each other)

4. Operational Discipline(how following the rules is transformed into organizational pride)

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4 Key Ingredients

DuPont

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Cultural Elements

FacilitiesPersonnelTechnology

DuPont Approach to SafetyIngredient 1: Integrated Management System

Risk Elements

LeadershipStructureProcesses &Actions

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DuPont

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Fatality

Lost Work Day Case (LWC)

Restricted Work Day Case

Medical Treatment Case

First Aid Treatment

Near Misses

Unsafe Acts

Unsafe Conditions created by PeopleAn

ticip

ati

on

Reacti

on

DuPont Approach to SafetyIngredient 2: Shift from Reactive to Proactive Mentality

DuPont

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30

3 000

300

30 000

Fatality

Lost Work Day Case (LWC)

Restricted Work Day Case

Medical Treatment Case

First Aid Treatment

Near Misses

Unsafe Acts

Unsafe Conditions created by PeopleAn

ticip

ati

on

Reacti

on

1

60 (2012)

600

6 000

60 000

?


DuPont

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Catastrofe

Workplace Safety

CatastrophicIncident

Process Safety Management

People risks (slips, trips, falls,working at heights, PPE mis-use,

etc.)

Unsafe Acts and Conditions

First Aid Incidents

Major Incident

Fatality

Near Miss

Major TechnicalIncident

Minor LossIncident

Man-Machine Interface risks(loading / unloading, productchanges, control room, etc.)

Integrity Risks (Mech. Int.,QA, interlock, vessel, relief

valves, etc.)

Beha

vior

al In

cide

nt P

yram

id

Pro

acti

ve

Reacti

ve

Technical Incident Pyramid


DuPont

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Felt Leadership, Role Modeling, Influencing, Engagement

Rules, Procedures, Protocols

Internal MotivationCOMMITMENT

External MotivationCOMPLIANCE

Natural Instincts

Supervision

Self

Teams

Inju

ry

(or

Def

ect)

Ra t

e

DependentDependent IndependentIndependentReactiveReactive InterdependentInterdependent“I follow the rules because I want to”“I follow the rules because I have to”

Reactive ProactiveWorking style

Authoritarian CoachingLeadership

DuPont Approach to SafetyIngredient 3: Maturity of the organization

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

Emphasis, and Goals• Value All People• Training

• Personal Knowledge, Commitment, & 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

Zero accidents:“a heresy”

Zero accidents:“a dream”

Zero accidents:“a goal”

Zero accidents:“a choice”DuPont

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Leadership by example.

Practice consistent with procedures.

Sufficient resources.

Employee involvement.

Active lines of communication.

Strong teamwork.

Commitment of every member of an

organization to execute each and every job the

right way.

Common shared values.

Up-to-date documentation.

Absence of shortcuts.

Excellent housekeeping.

Pride in the organization. …

Characteristics of Operational Discipline

DuPont Approach to SafetyIngredient 4: Operational Discipline

DuPont

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Safety

DuPont Approach to Safety

DuPont

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Overview of Safety Culture Improvement Approach

Diagnosis

Treatment Fitness

Recommendations/ prescription

Management of changeTransformation

of the organization

Diagnosis and planning

Continuous improvement

Phase1: Assessment Phase 2: Implementation Phase 3: Improvement

Assessment

DuPont

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Assessment Phase: Execution and ContentAssessment

PreparationAssessment model, scope and methodology

Project management and structure

Project plan

Communication

ExecutionSPS Survey

Assessment per site (+QW)

Interviews (10-15%)- Management- Work council - Safety Manager- ”rest” of organization

EvaluationAssessment Report

Analysis of Effectiveness

Analysis of Safety Culture

Executive Summary

Strategy

Consolidation (APW/QW)Review of results

Concept – Business Case for Change

Concept - Implementation Plan

Strategy WorkshopStrengths and areas of improvement

Assessment of Safety Culture

Definition of strategic objectives

Recommendations for site specific action plans

Next steps for strategic implementation

Detailed PlanningCommon Implementation plan

Planning of resources and budget

Acceptance Detailed Business Case

Concept of Implementation phase

Planning

DuPont

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Safety Perception Survey

1,100,000+ Survey Responses

Average comparison scores for 26 industries, including: energy, food, paper, chemicals, manufacturing and transportation

45 Countries

5,000 locations

Benchmarks updated annually

13 years of Data

DuPont

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Example of Results

Survey Result

Benchmark Best

% %

All responders 28 74

Question 9a: Did you contibute actively to the development of actions concerning workplace safety within the last year (e.g. Participation in comittees, incident investigations, creation of safety rules)?

Percentage of participants who answered that they had often or very often taken part at the development of actions:

0% 100%

All answers

Percent of Respondents: % % % % %Very often < 9 0 3 10 6Often < 55 50 21 7 22Sometimes 18 33 28 38 31rarely 18 0 31 34 28never 0 17 18 10 13

Number of answers 11 6 39 29 85

< shows which answers were collected as Benchmarking..

All Manager Supervisor EmployeeNo man. resp.

Specialist

Manager 64 89Supervisor 50 80Employee (no manag. resp.) 23 68Specialist 17 43

DuPont

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Relative Cultural Strength

Survey Score

Benchmark Best

% %

All Respondents 28 74

Question 9a: In the past year, how active were you in safety improvement activities such as serving on a committee, participating in an incident investigation, or helping put together safety rules?

Percent of respondents who say they are deeply or quite involved in safety activities:

0% 100%

Managers 64 89Supervisors 50 80

Hourly Workers 23 68Professionals 17 43

All Responses

Percent of Respondents: % % % % %Deeply < 9 0 3 10 6

Quite < 55 50 21 7 22Moderately 18 33 28 38 31

Not Very Much 18 0 31 34 28Not At All 0 17 18 10 13

Count of Responses Above: 11 6 39 29 85< Indicates what response or responses are grouped together for Benchmarking.

All Respondents

Managers SupervisorsHourly

WorkersProfessionals

Survey Score

Benchmark Best

% %

All Respondents 28 74

Question 9a: In the past year, how active were you in safety improvement activities such as serving on a committee, participating in an incident investigation, or helping put together safety rules?

Percent of respondents who say they are deeply or quite involved in safety activities:

0% 100%

Managers 64 89Supervisors 50 80

Hourly Workers 23 68Professionals 17 43

All Responses

Percent of Respondents: % % % % %Deeply < 9 0 3 10 6

Quite < 55 50 21 7 22Moderately 18 33 28 38 31

Not Very Much 18 0 31 34 28Not At All 0 17 18 10 13

Count of Responses Above: 11 6 39 29 85< Indicates what response or responses are grouped together for Benchmarking.

All Respondents

Managers SupervisorsHourly

WorkersProfessionals

DuPont

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Pulling it together……SPS

31

DuPont

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Clear identification of strengths and weaknesses in Leadership, Structure and Processes and Actions based on a detailed Consultant-led review of documentation, one-on-one interviews with key personnel, sample interviews with supervisors / shop-floor employees and workplace tours. Assessed against 5-point scale of achievement – Fundamentals to ’World Class’.

Consultant-led Assessment

DuPont

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Level 5 - Openness / trust / world class performanceThe organization is leader within its industry segment in terms of safety performance. This is result of the focus on safety, the leadership, the conscious organizational design, and the portfolio of activities which are taken to assure a safe work environment.

Level 5 - Openness / trust / world class performanceThe organization is leader within its industry segment in terms of safety performance. This is result of the focus on safety, the leadership, the conscious organizational design, and the portfolio of activities which are taken to assure a safe work environment.

Level 4 - Team participation / continuous improvementThe organization has strong skills and risk behaviour to identify, correct, and learn from work place hazards. An open exchange of information exists without fear of punishment. The organization is focused to learn and to improve their performance. Hazard analysis, auditing, and corrective action are well established and are conducted regularly.

Level 4 - Team participation / continuous improvementThe organization has strong skills and risk behaviour to identify, correct, and learn from work place hazards. An open exchange of information exists without fear of punishment. The organization is focused to learn and to improve their performance. Hazard analysis, auditing, and corrective action are well established and are conducted regularly.

System Effectiveness – Levels

DuPont measures EHS system effectiveness in a model of 5 levels.

Level 3 - System is used effectivelyThe organization shows signs of continuous improvement and the performance monitoring shows basic but constant improvement of the safety performance. The personnel is experienced in the use of basic safety management tools and techniques.

Level 3 - System is used effectivelyThe organization shows signs of continuous improvement and the performance monitoring shows basic but constant improvement of the safety performance. The personnel is experienced in the use of basic safety management tools and techniques.

Level 2 - Good system is mostly implementedThe organization is conscious about its development and has established basic guidelines and processes. There is a relatively high value for safety and an audit system is implemented to eliminate work place hazards.

Level 2 - Good system is mostly implementedThe organization is conscious about its development and has established basic guidelines and processes. There is a relatively high value for safety and an audit system is implemented to eliminate work place hazards.

Level 1 – FundamentalsThe organization has implemented a process to mitigate known work place hazards and uses incident statistics to measure performance. Incidents and accidents are reason for discussion about safety and to trigger related management activity. A written safety guideline exists which is not known by all employees or is not of high value to these. The safety performance is known to a few and is not perceived of high value.

Level 1 – FundamentalsThe organization has implemented a process to mitigate known work place hazards and uses incident statistics to measure performance. Incidents and accidents are reason for discussion about safety and to trigger related management activity. A written safety guideline exists which is not known by all employees or is not of high value to these. The safety performance is known to a few and is not perceived of high value.DuPont

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Objective

Details

Client Objective(Bradley Curve and

5 Level Rating Model)

Focus Areas

(Workstreams, timing, milestones)

Action Plan

(Actions to implement Roadmap)

Strategy

Overall client Position

Bradley Curve

5 Level Rating Model

Safety Perception Survey

Executive Summary

Key Issues

Examples

Detailed Report

Findings

Focus Areas

Strategic Direction

Content of Strategy Workshop

Strategy Development

DuPont

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Strategy PlanningE

ffec

tive

nes

s o

f M

anag

emen

t S

yste

m

ContinuousImprovement

Primary Focus Areas

Leadership …

Structures …

Processes & Action …

StrategicObjective

FirstMilestone

Further Focus Areas

SecondMilestone

DuPont

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The ’Typical’ Implementation Project

Typically they don’t exist! We are at pains to understand the relative strengths and

development areas of our clients and help to develop an implementation plan that fits their needs.

The extent and pace of implementation needs to fit the organization and to take account of other demands faced.

The aim is a step change in EHS performance based on sustainable cultural change.

Cultural change is not a ‘quick-fix’ – rather it is a medium to long term proposition that requires constancy of purpose.

DuPont act as catalysts and accelerators – transfer of knowledge and skills is key to the sustainability of the effort when DuPont has left.

Implementation

DuPont

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• Assessment

• Safety Perception

• Strategy

• Concept

• Assessment


• Strategy

• Concept

Assessment

• Group Organization

• Standards

• Training Executives

• Group Organization

• Standards


Foundation

• Local Organization

• Standards → Gap analysis →

Procedures

• Detailed planning

• Manager / Supervisor training

• Select trainers

• Local Organization

• Standards → Gap analysis →

Procedures

• Detailed planning

• Manager / Supervisor training

• Select trainers

Implementation

• Progress (co) evaluation


• Review

• Local Planning

• Progress (co) evaluation


• Review

• Local Planning

Progress Check

Program Management

• Monitoring of site implementation

• Training of Safety Professionals / Network

• Training of Co-Auditors

• Monitoring of site implementation

• Training of Safety Professionals / Network

• Training of Co-Auditors

Progress Review

• Executive Review

• Group Planning

• Executive Review

• Group Planning

Company ‘A’ Safety Program – Corporate Overview

GROUP

SITE /MILL /PLANT

• Train-the-Trainers

• Train Operators

• Coaching key players

• Implement new procedures

• Communicate / adjust / fine tune

• Organization

• Training material


• Program plan

• Organization

• Training material


• Program plan

DuPont

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Progress Eval.

- Training Company - Auditors- Co-evaluation- Review & Planning

Foundation

-Analysis-Project Plan-Local communication plan-Leadership Training

Planning & Org:

- Safety Observations. &- Dialogues- Policies, Principles & Standards- Roles & Responsibilities- Selection of local trainers

Implementation

- Implementation of concepts & processes - Training of local trainers - Operator Training - Ongoing communication - Feedback & knowledge sharing, networking

XX factories rolled out with same scheme in X waves

Design

-Observations & Dialogues

-EHS Policies & Principles

-Training Concepts

-Roles & Responsibilities

-Progress Evaluation Scheme

Synergies: Assessment Central Design of Trainings & Implementation Concepts Company Co-Trainers for Manager and Supervisor Training Company Trainers for Operator Training Company Co-Coaches for local Sub-Committee coaching Company Co-Auditors for Progress Evaluation

Company Central Safety Committee

Implementation Governance

- Factory roll out & communication planning - Director’s Safety Training- Change Champion Network training & facilitation- Selection & training of Co-Trainers & Co-Auditors- Best practice identification & sharing

-Critical Safety Standards

Local Safety Committee

Company ’B’ Safety Excellence Overview

Foundation

- Program Team- Program Plan- Global Communication- Governance Manual- Executive Training

DuPont

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Good Safety = Good Business

DuPont

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Contacts DSS

David MallardSenior Account ManagerDuPont Sustainable SolutionsPhone: +46 31 338 3660Mobile+46 706 649 689E-Mail: [email protected]

Finn Schou NielsenProject ManagerDuPont Sustainable SolutionsDuPont Danmark ApSPhone: +45 6224 4530Mobile: +45 2544 4530E-Mail: [email protected]

DuPont

mailto:[email protected]

mailto:[email protected]

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It’s still our first thought.

SafetyAfter more than two centuries

DuPont

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Q&A

DuPont

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DuPont

1 copyright ©2013 e. i. du pont de nemours and company. all rights reserved. the dupont oval logo,...

Documents

trademarks of dupont

b dupont

dupont oval logo

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registered trademarks

dupont segment sales

science slide

miracles of science