‘‘going global’’ with safety and health management corning ’s safety and health management...

‘‘Going Global’’ With Safety and Health Management

‘‘Going Global’’ With Safety and Health Management

Corning ’s Safety and Health Management SystemCorning ’s Safety and Health Management System

Ronald J. Kitson

Director, Worldwide Safety Management Services

Ronald J. Kitson

Director, Worldwide Safety Management Services

3 Worldwide Safety Management ServicesCorning Restricted

AgendaAgenda

• Who we are• Our results• Our process’s

– Why it is important– Due diligence– Safety & Health Management System

• Thoughts on change and success

• Who we are• Our results• Our process’s

– Why it is important– Due diligence– Safety & Health Management System

• Thoughts on change and success


• $3.5 Billion Sales

• 22,000 Employees

• 10+ EV’s

Corning IncorporatedRecordable Case Frequency

0

0.5

1

1.5

2

2.5

3

3.5

4

4.5

1998 1999 2000 2001 2002 2003 2004

REC Actual

2003 Goal

Corning IncorporatedLost Workday Case Frequency

0

0.2

0.4

0.6

0.8

1

1.2

1.4

1998 1999 2000 2001 2002 2003 2004

LWC Actual

2003 Goal


Corning Incorporated History

0

2

4

6

8

10FREQUENCY

0.00

0.20

0.40

0.60

0.80

1.00

LTA

REC

WC

ASST


A “Changing Environment” Corning FacilitiesA “Changing Environment” Corning Facilities

5540

40

95

56

17

FacilitiesJanuary 1999

FacilitiesJuly 2001

FacilitiesFeb 2003

International North America

* - Includes Facilities Pending Closure

57

150

96*


Staffing / SchedulingStaffing / Scheduling

• Core staff of six S&H and IH professional.• Ratio of 1 professional / 15 locations

– Average three weeks for each site

• Schedule assessments as a function of “Risk”– Business Classification - nature and complexity of the

organization and their processes (1-4)– Facility Population - number of employees (1-3)– Hazard Risk - pre-identified process, physical, chemical and

biological risks (1-3)– BC*FP*HR = MPL– MPL 1-8 Low, 9-16, Medium, 17-36 High– Cycle, low 4 years, medium 3 years, high 2 years

• Core staff of six S&H and IH professional.• Ratio of 1 professional / 15 locations

– Average three weeks for each site

• Schedule assessments as a function of “Risk”– Business Classification - nature and complexity of the

organization and their processes (1-4)– Facility Population - number of employees (1-3)– Hazard Risk - pre-identified process, physical, chemical and

biological risks (1-3)– BC*FP*HR = MPL– MPL 1-8 Low, 9-16, Medium, 17-36 High– Cycle, low 4 years, medium 3 years, high 2 years

Corning’s Safety & Health Management System

Corning’s Safety & Health Management System

SHMS


Why?Why?

• Global Growth– Increase from nearly 50 to approximately 100 locations since

1999, around the world

• Need to develop and implement comprehensive safety and health management system

• Need for consistency in managing safety and health processes

• Facility requests for guidance in loss control and Corning Incorporated requirements

• Global Growth– Increase from nearly 50 to approximately 100 locations since

1999, around the world

• Need to develop and implement comprehensive safety and health management system

• Need for consistency in managing safety and health processes

• Facility requests for guidance in loss control and Corning Incorporated requirements


Why?Why?

• Common Platform for all• Allows for scalability• Risk Profile determines frequency• Components

– Safety and Health Management System– Safety and Health Management System Guidance

• templates, policies/procedures, links, other information

– Safety and Health Management System Assessment– Safety and Health Program Review

• Common Platform for all• Allows for scalability• Risk Profile determines frequency• Components

– Safety and Health Management System– Safety and Health Management System Guidance

• templates, policies/procedures, links, other information

– Safety and Health Management System Assessment– Safety and Health Program Review


Safety Management SystemSafety Management System

• Four Components– Safety and Health Policy– Safety and Health Management Practices

• planning (goals & objectives)• management involvement

– Recognition, Evaluation and Control Methods• programs and procedures • training and awareness

– System Evaluation and Continuous Improvement process• monitoring and measuring performance • checking for and correcting identified problems• are goals and objectives being met?• top management review

• Four Components– Safety and Health Policy– Safety and Health Management Practices

• planning (goals & objectives)• management involvement

– Recognition, Evaluation and Control Methods• programs and procedures • training and awareness

– System Evaluation and Continuous Improvement process• monitoring and measuring performance • checking for and correcting identified problems• are goals and objectives being met?• top management review

SHMS


SHMS - Target AudienceSHMS - Target Audience

Senior Leadership

Middle Management

Facility Management and Safety and Health

Managers

Safety and Health Management System

√

√

√

Management System Guidance

√

√

Management System Resources Policies Sample Programs Links Communication tools Management Information Benchmarks

√

Ass

essm

ent

Pro

gra

m R

evie

w


Safety & Health ProgramsSafety & Health Programs

• Bloodborne Pathogens• Chemical Safety• Confined Space• Contractor Safety• Control of Hazardous Energy• Electrical Safety• Emergency Procedures• Ergonomics• Hearing Conservation• Incident Investigation• Industrial Hygiene• Job Safety Analysis

• Bloodborne Pathogens• Chemical Safety• Confined Space• Contractor Safety• Control of Hazardous Energy• Electrical Safety• Emergency Procedures• Ergonomics• Hearing Conservation• Incident Investigation• Industrial Hygiene• Job Safety Analysis

• Laboratory Chemical Safety• Management of Change• Medical Management• Motor Vehicle Fleet Safety• Personal Protective Equipment• Physical Hazard Safety• Radiation Safety• Respiratory Protection• Risk Assessment• Safety Inspections• Warehousing, Shipping and

Handling

• Laboratory Chemical Safety• Management of Change• Medical Management• Motor Vehicle Fleet Safety• Personal Protective Equipment• Physical Hazard Safety• Radiation Safety• Respiratory Protection• Risk Assessment• Safety Inspections• Warehousing, Shipping and

Handling


Assessment & System EvaluationAssessment & System Evaluation

• Risk-based assessment scheduling process• Self assessments• Program reviews• Other internal inspections and audits• System evaluation

– Build effectiveness measures into the program or system• documentation review, verbal review, observations• are target dates for activities being met?• is the program or system accomplishing what you want it to?• are losses still resulting that could be impacted by the program or

system?

– If unsatisfactory, implement changes and monitor the effectiveness

• Risk-based assessment scheduling process• Self assessments• Program reviews• Other internal inspections and audits• System evaluation

– Build effectiveness measures into the program or system• documentation review, verbal review, observations• are target dates for activities being met?• is the program or system accomplishing what you want it to?• are losses still resulting that could be impacted by the program or

system?

– If unsatisfactory, implement changes and monitor the effectiveness

SHMS


Effectiveness & Continuous ImprovementEffectiveness & Continuous Improvement

• Manage what is working well• Reallocate resources• Additional communication and training• Additional or enhanced programs, procedures or practices

• Manage what is working well• Reallocate resources• Additional communication and training• Additional or enhanced programs, procedures or practices

SHMS


DMAIC / 6 sigmaDMAIC / 6 sigma

• Define (S&H management system)• Measure (gap analysis)• Analyze (assessment, reviews, inspection and audit

processes)• Improve (gap analysis tracking & closure, continuous

improvement “beyond compliance” )• Control (policy conformance, reduced incidents and injuries,

reduced costs associated with accidental loss)

• Define (S&H management system)• Measure (gap analysis)• Analyze (assessment, reviews, inspection and audit

processes)• Improve (gap analysis tracking & closure, continuous

improvement “beyond compliance” )• Control (policy conformance, reduced incidents and injuries,

reduced costs associated with accidental loss)

SHMS


Path Forward & SummaryPath Forward & Summary

• "To achieve the results we desire today, we must be united as one company - grounded in our values, focused on our priorities, aligned with our strategy, and committed to Performance Excellence and continuous improvement.”

W.Weeks• Safety & health of our employees is integral to our values• Continue to measure level of system implementation • Target areas for improvement• Maintain strong communication with top management• Enlist active strong support from all levels of management

• "To achieve the results we desire today, we must be united as one company - grounded in our values, focused on our priorities, aligned with our strategy, and committed to Performance Excellence and continuous improvement.”

W.Weeks• Safety & health of our employees is integral to our values• Continue to measure level of system implementation • Target areas for improvement• Maintain strong communication with top management• Enlist active strong support from all levels of management

SHMS


A Flow Chart of the System

Safety and Health Policy

System Evaluation and Continuous Improvement

Processes

Safety and Health Management Practices

Recognition, Evaluation and Control Methods

Corning Incorporated Safety and Health Management System

Goal - “Safety and Health Excellence”


Management System Process - ReviewManagement System Process - Review

• Management System• Management System Guidance

– detail for each of the management system elements– includes templates, policies, procedures, links, other

information

• Safety and Health Assessment– auditing tool used to measure loss control processes

• Safety and Health Program Review

• Management System• Management System Guidance

– detail for each of the management system elements– includes templates, policies, procedures, links, other

information

• Safety and Health Assessment– auditing tool used to measure loss control processes

• Safety and Health Program Review


Due Diligence

“Almost anything is easier to get into than out of”

Agnes Allen


Due DiligenceDue Diligence

• “The Process”• Required Activities• Sample Results

• “The Process”• Required Activities• Sample Results


“The Process”“The Process”

• Discovery• Infatuation• Information Gathering• Courtship• Parental Vetting• Marriage• Maintain the Relationship

• Discovery• Infatuation• Information Gathering• Courtship• Parental Vetting• Marriage• Maintain the Relationship

TheDarkSide


Required ActivitiesRequired Activities

• Innovation Process • Document Review• Site Visit/s• Due Diligence Investigation

– Environmental– Safety Management Services

• “Pyramid’ Audit• Ongoing Liaison

• Innovation Process • Document Review• Site Visit/s• Due Diligence Investigation

– Environmental– Safety Management Services

• “Pyramid’ Audit• Ongoing Liaison


Integration of SHE ValuesIntegration of SHE Values

• Felt Leadership From the Top• Assess Culture of New Organization• Install Agents of Change• Link to Corning Operations• Stabilized Newly Acquired Organization• Develop Positive Supportive Relationships• Create SHE Vision of Future• SHE Orientation• Define Processes/Systems/Metrics• Live out Vision by Example

• Felt Leadership From the Top• Assess Culture of New Organization• Install Agents of Change• Link to Corning Operations• Stabilized Newly Acquired Organization• Develop Positive Supportive Relationships• Create SHE Vision of Future• SHE Orientation• Define Processes/Systems/Metrics• Live out Vision by Example


Who gets integratedWho gets integrated

• All wholly owned• J.V.’s with Corning holding 50 % or more• Sites which we manage• Sites where we provided technology• Where reputation may be at stake.

• All wholly owned• J.V.’s with Corning holding 50 % or more• Sites which we manage• Sites where we provided technology• Where reputation may be at stake.


Key LearningsKey Learnings

• Facilitate, Don’t Take Over SHE Takes Experienced, Skilled People (Utilize Same Audit Team if Possible)

• Expect Significant Resistance/Push Back• Be Caring In Interactions, Help Build Upon the Acquired’s

Strengths• Experienced Person’s Physical Presence at Each Site is

Highly Desirable

• Facilitate, Don’t Take Over SHE Takes Experienced, Skilled People (Utilize Same Audit Team if Possible)

• Expect Significant Resistance/Push Back• Be Caring In Interactions, Help Build Upon the Acquired’s

Strengths• Experienced Person’s Physical Presence at Each Site is

Highly Desirable


Key LearningsKey Learnings

• Thorough Due Diligence Saves $$$, Provides Focus for

Subsequent Program• Clear Expectations are Critical• Acknowledge Resource Needs• Be Straightforward re Consequences• Relentless Follow-Up and Repeated Face-to-Face

Dialog During Most SHE Interactions Is Essential

• Thorough Due Diligence Saves $$$, Provides Focus for

Subsequent Program• Clear Expectations are Critical• Acknowledge Resource Needs• Be Straightforward re Consequences• Relentless Follow-Up and Repeated Face-to-Face

Dialog During Most SHE Interactions Is Essential


Can you define for you,and for your organization,

the moment, and cause of change?

The time of the significant emotional event?


The Stakeholders Dilemma

• Customers - Green products

• Employees - Safety & healthy workplace with strong environmental commitment

• Owners - Minimize costs & liabilities, deploy - EHS for competitive advantage

• Public - Low exposure to adverse health effects & potential disasters

• Regulators - Full compliance, prevention, and minimization


New Management Requirements of Globalization

We must respond - to new forces and

constituencies

We must rethink - what managemententails

We must redesign - our job andorganizations

We must retool - our self-concepts,skills, and capabilities


ChangeChange

D * V * F * S > R

D DissatisfactionV Vision/ValuesF First StepS Support SystemR Resistance to Change

D * V * F * S > R

D DissatisfactionV Vision/ValuesF First StepS Support SystemR Resistance to Change


TrustTrust

Rapport & CompetenceLevel of Risk

Rapport & CompetenceLevel of Risk

= Trust


EHS activities can be performed differently.

• Run EHS like a service business• Assign operations staff to EHS roles• Run eco-efficient processes• Create EHS networks• Evolve role of EHS professional


Keys to Success

• Have a set of beliefs/values• Have a vision • Be a lifelong student• Know the culture• Be a transforming leader• Focus• Encourage participation• Don’t lose the vision


Ten Commandments for Intrapreneurs

• Come to work each day willing to be fired• Circumvent orders aimed at stopping your dream• Do any job needed to make your project work• Network• Build a spirited team• Work underground• Loyal and truthful to sponsors• Ask for forgiveness rather than permission• Be true to your goals• Keep the vision strong


Whose Perspective Is Important ?

Ann Landers, “Don’t accept your dog’s admiration as conclusive

evidence that you are wonderful.”

‘‘going global’’ with safety and health management corning ’s safety and health management...

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