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
“Goal is Zero”
1990s
Sustainability
early 1990s
Off-the-job safety
began in the 1950s
PSM Focus
mid 60s
Belief that all injuries are
preventable developed in the
1940s
Over 200 years, Safety has become part of our DNA
4
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?
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?
3.
WHAT IS IT ABOUT?
4.
HOW DO WE DO IT?
5.
HOW DO WE KEEP IT GOING?
8
Unsafe Condition or Act?
In our experience…
The majority of process and
personal incidents, injuries
and accidents are caused
by unsafe acts and
behaviors, not conditions
and equipment.
Unsafe Acts
Unsafe
Conditions
9
Process Safety v/s Personnel Safety
No Future here !
LF / HC
HF / HC
Implement
PSRM
Consequence
HF/LC
LF/LC
Implement a
safety
culture
“The Goal is Zero”
Frequency
10
Safety Paradox
Serious
accident/incident
Rules violated when
perceptions decay over
time
Companies with SMS
Time
11
Safety Hazard Pyramid
Fatality
Reactive Efforts
Majors
(LWCs and RWCs)
Trailing
Indicator
Recordable Injuries
Near Misses or First Aid Cases
Proactive Efforts
- Unsafe Acts
- Employee-Created
Unsafe Conditions
Gap in Thinking / Knowledge / Implementation
Leading
Indicator
12
Creating Organisational Ownership
Management
Standards
Operational
Discipline
x
Current State of Client
Safety Standards
Operational
Effectiveness
=
Current State of
Implementation
Operational
Effectiveness
13
14
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?
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.
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.
Safety Culture Transformation Process
Reactive (Lagging)
Reactive
Dependent
Zero is
impossible
Zero is
difficult
Proactive (Leading)
Independent
Zero by
chance
Interdependent
Zero by
choice
16
17
We assist clients to improve safety performance by providing
integration of DuPont know-how into client operating environment
Transformation
Client
Management
System
DuPont
Owner-Operator
Knowledge &
DSR Client
Experience
Client
Positive
Change
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.
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.
Building Blocks of Safety Culture
18
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?
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
Schedule
Safety
Profit
Production
22
In closing….some food for thought!
“You get the level of
safety that you
demonstrate you want!”
“We must become the
change that we
want to see!”
23
24
Copyright © 2009 DuPont. All rights reserved. The DuPont Oval Logo, DuPont™, and The miracles of science™ are registered trademarks or trademarks of DuPont or its affiliates.
The Vision of DuPont
MARKET-DRIVEN
SCIENCE
© National Geographic image
Our vision is to be the world’s
most dynamic science company,
creating sustainable solutions essential to
a better, safer, healthier life for people
everywhere.
25
DuPont 2011 Segment Sales
$2.5B
$9.2B
Nutrition &
Health
Agriculture
Performance
Coatings
$3.2B
Electronics &
Communications
$6.8B
$38B*
$7.8B
Performance
Chemicals
$4.3B
Performance
Materials
$3.9B
$0.7B
Safety &
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
Leadership




Management Commitment
Policies & Principles
Goals, Objectives, & Plans
Procedures & Performance
Standards
The Driving Force for Change is Strong
Visible Leadership, the Will &
Commitment to Change,
Rigorous Execution and Enthusiastic
Employee Involvement
Managing & Accountability
Structure
Structure




Line Management Accountability
& Responsibility
Safety Personnel
Integrated Organization Structure
Motivation & Awareness
Processes & Actions





Effective Communication
Training & Development
Incident Investigation
Safety Observations
Contractor Safety Management
(Line Organization)
REACTIVE
PROACTIVE
Incident
Investigations
Safety
Observations
Learn From What
Happened
PREVENT
Learn From
What Has Not
Yet Happened
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 Methodology & Approach Works in India
32
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Mr Vineesh Kochhar