The Savings of Safety: The Savings of Safety: G y G y

The Savings of Safety: The Savings of Safety: g y g y
The Dividends of Investing in a World The Dividends of Investing in a World- -Class Class
Safety System Safety System
ROBERT S. KRZYWICKI ROBERT S. KRZYWICKI
SENIOR OPERATIONS LEADER SENIOR OPERATIONS LEADER
DUPONT SUSTAINABLE SOLUTIONS DUPONT SUSTAINABLE SOLUTIONS
Copyright 2009 DuPont. All rights reserved. The DuPont Oval Logo, DuPont, and The miracles of scienceare registered trademarks or trademarks of DuPont or its affiliates.
Safety Contact A DuPont Ritual Safety Contact A DuPont Ritual
3
Di id d N b t S ffi i t?
Improved Morale
Dividends: Necessary but Sufficient?
Improved Morale
Increased Productivity
R d d I C t Reduced Insurance Costs
Elimination of Indirect Costs
Higher Margins
Is this enough in todays environment Is this enough in todays environment??
4
Di id d 2010 Ab t S t i bilit ! Dividends 2010: About Sustainability!
- Right to Operate
- Resilience
- Doesnt Change with New Leader
- Doesnt Change with Business Cycles g y
Will your company still be around in 200 years? Will your company still be around in 200 years? y p y y y p y y
Safety is in our DNA Ellen Kullman 2010 Safety is in our DNA - Ellen Kullman, 2010
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
Safety statistics began in 1912.
p y y
mill until a member of top management has
personally operated it.
E. I. du Pont
Belief that all injuries are
preventable developed in
Off-the-job safety
program began in
the 1950s.
Goal is Zero
established in
1990
the 1940s.
1990s.
E l P i Di id d b t N t E l P i Di id d b t N t Examples: Paying Dividends but Not Examples: Paying Dividends but Not
Sustainable Sustainable
Union Carbide/Bhopal
Valero/Delaware City
NASA NASA
Massey Coal WV Massey Coal, WV
BP & Transocean
7
WHAT IS IT? WHAT IS IT? WHAT IS IT? WHAT IS IT?
WORLD WORLD- -CLASS SAFETY EXCELLENCE CLASS SAFETY EXCELLENCE
8
THE WORKPLACE IS NEVER THE WORKPLACE IS NEVER THE WORKPLACE IS NEVER THE WORKPLACE IS NEVER
REALLY SAFE. REALLY SAFE.
The behavior of
all people in the p p
workplace
determines
whether or not
incidents and
injuries will occur injuries will occur.
9
CONSEQUENTLY THE KEY TO CONSEQUENTLY THE KEY TO CONSEQUENTLY, THE KEY TO CONSEQUENTLY, THE KEY TO
SAFETY AND SUSTAINABILITY IS.. SAFETY AND SUSTAINABILITY IS..
You get the level
of safety y
performance and
excellence that
you as a leader you, as a leader,
personally
demonstrate that
you want.
10
NON NON--OPERATIONS MANAGERS OPERATIONS MANAGERS NON NON--OPERATIONS MANAGERS OPERATIONS MANAGERS
HAVE A CRITICAL ROLE HAVE A CRITICAL ROLE
Demonstrate felt leadership
Show safety vital to everyone
11
HOWDO WE HOWDO WE HOW DO WE HOW DO WE
DO IT? DO IT? DO IT? DO IT?
WORLD WORLD--CLASS SAFETY EXCELLENCE CLASS SAFETY EXCELLENCE WORLD WORLD CLASS SAFETY EXCELLENCE CLASS SAFETY EXCELLENCE
12
DUPONT CORE VALUES DUPONT CORE VALUES DUPONT CORE VALUES DUPONT CORE VALUES
1. Safety and
Health
2 Environmental 2. Environmental
Stewardship
3. Highest Ethical
Behavior
4. Respect and
Value for People
13
Our Assessment will be performed by Experienced Safety
Practitioners using DuPonts 12 Elements of Safety Management
and DuPonts Contractor Safety Best Practices
14
The Twelve Elements Interact To Drive A Structured
I t I I j P ti Improvement In Injury Prevention
The Driving Force for Change is
Strong Visible Leadership, the Will
& Commitment to Change,
Ri E ti d
Leadership Leadership
Management Commitment
Policies & Principles
Management Commitment
Managing & Accountability Managing & Accountability
Rigorous Execution and
Enthusiastic Employee
Involvement
Goals, Objectives, & Plans
Procedures & Performance
Standards
Goals, Objectives, & Plans
Procedures & Performance
Standards
REACTIVE PROACTIVE
Managing & Accountability Managing & Accountability
Structure Structure
(Line Organization) (Line Organization)
Structure Structure
Line Management Accountability
& Responsibility
Safety Personnel
Integrated Organization Structure
Line Management Accountability
& Responsibility
Safety Personnel
REACTIVE PROACTIVE
Incident Incident
Investigations Investigations
Safety Safety
Observations Observations
Motivation & Awareness
Motivation & Awareness
Processes & Actions Processes & Actions
est gat o s est gat o s
Learn From What
Happened
Learn From
What Has Not
Happened Yet
Effective Communication
Training & Development
Incident Investigation
Safety Observations
Effective Communication
Training & Development
Incident Investigation
Safety Observations
PREVENT PREVENT
yy
PATH TO A STEP-CHANGE IN SAFETY PATH TO A STEP CHANGE IN SAFETY
Assess the existing
state of safety
Safety Assessment
Convince
leaders to drive
the change
Create vision
and values to
underpin reform
Develop a
strategic and
operating plan
Repeating assessment helps
Future State Visioning
Implement
p g p
audit progress
Track, audit,
correct
Implement
system and
operating changes;
Upgrade skills pg
16
HOW DO WE HOW DO WE
KEEP IT GOING? KEEP IT GOING? KEEP IT GOING? KEEP IT GOING?
WORLD WORLD- -CLASS SAFETY EXCELLENCE CLASS SAFETY EXCELLENCE
17
HOWDOES CULTURAL HOWDOES CULTURAL HOW DOES CULTURAL HOW DOES CULTURAL
TRANSFORMATION OCCUR? TRANSFORMATION OCCUR?
The Bradley Curve
Natural Instincts
f
f
i
c
i
e
n
c
y

R
a
t
e
s
Supervision
E
f
Self
Teamwork
Reactive Dependent Interdependent Independent
LOW CULTURE HIGH
18
STRONGER SAFETY CULTURE RESULTS IN STRONGER SAFETY CULTURE RESULTS IN
BETTER SAFETY PERFORMANCE
6
7
8
b
l
e

R
a
t
e

.
Safety
f
3
4
5
6
o
t
a
l

R
e
c
o
r
d
a
b
Performance
0
1
2
40 60 80 100
3

Y
e
a
r

T
o
40 60 80 100
Relative Culture Strength
Safety Culture
19
SUSTAINABILITY & WORLD CLASS SUSTAINABILITY & WORLD CLASS SUSTAINABILITY & WORLD CLASS SUSTAINABILITY & WORLD CLASS
CRITERIA CRITERIA
Total Recordable Rate < 1 over a 5-year period
N f t liti No fatalities
Lost Workday Frequency Rate < 0.25 over a 5-year
period
No single year Lost Workday Frequency Rate > 0.5 in
a 5-year period
20
AS LEADERS ASK YOURSELVES THESE AS LEADERS ASK YOURSELVES THESE AS LEADERS ASK YOURSELVES THESE AS LEADERS ASK YOURSELVES THESE
QUESTIONS QUESTIONS
1. How consistent is the safety culture?
2. How do you know its the same across all plant sites?
3. Have recent events changed the culture?
4. Do business goals compete with the safety focus?
5 Do new employees receive the same training and hold the 5. Do new employees receive the same training and hold the
same values as long-term service employees?
6. Does the pressure to do more with less compete with your
f t l ? safety values?
21
THE REAL BENEFIT? THE REAL BENEFIT?
ITS ABOUT PEOPLE.
Many lives will be saved.
Many people will be
spared disabling injuries spared disabling injuries
and lost time from work
each year.
More will go home to More will go home to
their families safely.
22
QUESTIONS? QUESTIONS? QUESTIONS? QUESTIONS?

The Savings of Safety: The Savings of Safety: G y G y

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