Foundation For Safety Culture Improvement

Foundation for Safety Culture Improvement
– in Pursuit of Safety Excellence
Vineesh Kochhar
Business Director, South Asia
4th October, 2012
AGENDA
1. WHO WE ARE?
2. WHY DO IT?
3. WHAT IS IT ABOUT?
4. HOW DO WE DO IT?
5. HOW DO WE KEEP IT GOING?
2
The Foundation of DuPont
CORE VALUES
Safety and Health

Highest Ethical Behavior
Respect for People
Environmental Stewardship
3
The DuPont Safety Culture
Powder mill operation began

in 1802
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
Safety statistics began in 1912

Off-the-job safety
“Goal is Zero” began in the 1950s
Belief that all injuries are
1990s preventable developed in the
Sustainability PSM Focus
1940s
early 1990s mid 60s
Over 200 years, Safety has become part of our DNA

4
AGENDA
1. WHO WE ARE?
2. WHY DO IT?
4. HOW DO WE DO IT?
5
Drivers for Safety Excellence
Performance
OD
Sustainability
Assets
6
What we see v/s what it is!
THE TIP OF THE ICEBERG

Direct Costs of Injuries
 Medical costs
 Wage indemnity
 Claims administration fees
THE BULK OF THE ICEBERG

Additional Costs of Injuries
 Damaged equipment & goods
 Lost production and quality
 Process Interruptions/Yield Losses
 Replacement Labor / Overtime
 Litigation
 Damage to Customer Relations &
Public Image
7
AGENDA
1. WHO WE ARE?
2. WHY DO IT?
4. HOW DO WE DO IT?
8
Unsafe Condition or Act?
In our experience…
The majority of process and
personal incidents, injuries
and accidents are caused Unsafe Acts
by unsafe acts and
behaviors, not conditions
and equipment.
Unsafe
Conditions
9
Process Safety v/s Personnel Safety
No Future here !
LF / HC HF / HC
Implement
PSRM
Consequence
LF/LC HF/LC
Implement a
safety
culture
“The Goal is Zero”
Frequency
10
Safety Paradox
Serious
accident/incident
Perception of risk
Rules violated when

perceptions decay over
time
Companies with SMS
Time
11
Safety Hazard Pyramid
Fatality
Reactive Efforts Trailing

Majors Indicator
(LWCs and RWCs)
Recordable Injuries
Near Misses or First Aid Cases

Proactive Efforts
Leading
- Unsafe Acts Indicator
- Employee-Created
Unsafe Conditions
Gap in Thinking / Knowledge / Implementation 12

Creating Organisational Ownership
Management Operational Operational

Standards Discipline Effectiveness
x =
Current State of Client Current State of Operational

Safety Standards Implementation Effectiveness
13
14
AGENDA
1. WHO WE ARE?
2. WHY DO IT?
4. HOW DO WE DO IT?
Copyright © 2010 DuPont. All rights reserved. The DuPont Oval Logo, DuPont™, and The miracles of science™ are registered trademarks or trademarks of DuPont or its affiliates.
15
DuPont Approach to Safety

Three Key Ingredients for Excellence*
1. Risk Anticipation
(how risks are understood by people and systematically addressed)
2. Maturity of the Organisation

(how people work together and support each other)
3. Operational Discipline
(how following the rules is transformed into organizational pride)
* in Safety and Other Business Quality Parameters e.g.: Productivity, Quality, Customer Service, Compliance, etc.
Safety Culture Transformation Process
Reactive (Lagging) Proactive (Leading)
Na
tu
ra
l In
sti
nc
ts
Injury Rates
Sup
erv
isio
n
Self
Teams
Reactive Dependent Independent Interdependent
Zero is Zero is Zero by Zero by

impossible difficult chance choice
16
17
We assist clients to improve safety performance by providing

integration of DuPont know-how into client operating environment
Transformation
DuPont
Client
Client Owner-Operator Client
Client
Management
Management Knowledge & Positive
Positive
System
System DSR Client Change
Change
Experience
Consulting methodology
 Our clients have existing management systems that embody certain values
and philosophies, and reflect certain organizational priorities.
 Our goal is to help our clients develop people behaviors by applying our
know-how to their situation using sound consulting methods to create
positive change.
Building Blocks of Safety Culture
18
AGENDA
1. WHO WE ARE?
2. WHY DO IT?
4. HOW DO WE DO IT?
19
How Do we Keep it Going
Visible, “felt” leadership commitment

Safety is not just a ‘priority’ ...it is a ‘VALUE’ 
Foster ‘will’ and ‘passion’ for change
Employee involvement & “ownership”

Belief that all incidents are ‘preventable’
‘Good safety is all about people’
Continuous improvement
‘What gets measured gets done’ – focus on leading and lagging indicators
Improvement is a …‘moving target’ – need to keep raising the bar
20
As Leaders, we need to ask ourselves these questions
1. At times, do business goals compete with the safety focus?
2. Where is our organization on the culture curve?
3. Do we drive demonstrated leadership commitment? Is safety a line

management responsibility?
4. What is the level of engagement of employees for safety?
5. How can we drive continuous improvement? …… GOAL ZERO!
21
Role of Leadership
Safety
Schedule
Profit
Production
22
In closing….some food for thought!
“You get the level of safety “We must become the

that you demonstrate you change that we
want!” want to see!”
23
24
The Vision of DuPont
Our vision is to be the world’s

MARKET-DRIVEN most dynamic science company,
creating sustainable solutions essential to
SCIENCE a better, safer, healthier life for people
everywhere.
©
© National
National Geographic
Geographic image
image 25
DuPont 2011 Segment Sales
$2.5B
$9.2B Nutrition &

Health $4.3B
Agriculture
Performance
Coatings
$3.2B $6.8B
Electronics &
Communications $38B* Performance
Materials
$7.8B $3.9B
Performance
Safety &
Chemicals
$0.7B Protection
Industrial
Biosciences
* Total company sales exclude transfers. 26

DuPont – 22 Essential Elements of Safety
27
Safety Priority or Value?
Safety is a PRIORITY
when working safely is a
condition of employment,
your boss insists you do
it and you do what you
are asked to do. It affects
an individual’s behavior.
Safety is a VALUE when

you work safely without
being told to do so. It is
at the center of who you
are; it defines who you
are and the way you work
and live. It affects how
you think.
Going from priority to

value is a process. It
takes time and effort on
your part.
28
Safety Management Concept
The Driving Force for Change is Strong

Leadership Visible Leadership, the Will &
Commitment to Change,

 Management Commitment
Rigorous Execution and Enthusiastic

 Policies & Principles
Employee Involvement

 Goals, Objectives, & Plans

 Procedures & Performance
Standards
Managing & Accountability
Structure
Structure (Line Organization)

 Line Management Accountability
& Responsibility

 Safety Personnel REACTIVE PROACTIVE

 Integrated Organization Structure

 Motivation & Awareness
Incident Safety
Investigations Observations
Processes & Actions

 Effective Communication Learn From

 Training & Development
Learn From What

 Incident Investigation Happened What Has Not

 Safety Observations Yet Happened

 Contractor Safety Management
PREVENT PREVENT
29
Culture change needs collective efforts and time
Status
Totems Taboos
Rituals
-----------------------------------------------------------------------------------------
Awareness / Training & Coaching / Involvement / Motivation / Consequence Management
30
India Experience
31
Partners to Safety Cultural Transformation
Chemicals
DuPont
DuPontMethodology
Methodology&&Approach
ApproachWorks
WorksininIndia
India
32

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– in Pursuit of Safety Excellence

5. HOW DO WE KEEP IT GOING?

Safety and Health

Powder mill operation began

First safety rules established in 1811

Safety statistics began in 1912

Over 200 years, Safety has become part of our DNA

5. HOW DO WE KEEP IT GOING?

THE TIP OF THE ICEBERG

 Claims administration fees

THE BULK OF THE ICEBERG

 Lost production and quality

 Process Interruptions/Yield Losses

 Replacement Labor / Overtime

 Damage to Customer Relations &

5. HOW DO WE KEEP IT GOING?

Rules violated when

Reactive Efforts Trailing

Near Misses or First Aid Cases

Gap in Thinking / Knowledge / Implementation 12

Management Operational Operational

Current State of Client Current State of Operational

5. HOW DO WE KEEP IT GOING?

DuPont Approach to Safety

2. Maturity of the Organisation

Reactive (Lagging) Proactive (Leading)

Reactive Dependent Independent Interdependent

Zero is Zero is Zero by Zero by

We assist clients to improve safety performance by providing

5. HOW DO WE KEEP IT GOING?

Visible, “felt” leadership commitment

Foster ‘will’ and ‘passion’ for change

Employee involvement & “ownership”

‘Good safety is all about people’

Improvement is a …‘moving target’ – need to keep raising the bar

1. At times, do business goals compete with the safety focus?

2. Where is our organization on the culture curve?

3. Do we drive demonstrated leadership commitment? Is safety a line

4. What is the level of engagement of employees for safety?

5. How can we drive continuous improvement? …… GOAL ZERO!

“You get the level of safety “We must become the

Our vision is to be the world’s

$9.2B Nutrition &

* Total company sales exclude transfers. 26

Safety is a VALUE when

Going from priority to

The Driving Force for Change is Strong

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