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email [email protected] 900001825 ©2012 national safety council

A transformative force in EHS

this leading-edge knowledge is brought to you by the campbell institute

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Executive Edge Track NSC Congress & Expo 2010



Executive Forum: Building

and Sustaining a Strong

Safety Culture

Panelists:

Ted Klee – Schneider Electric North America

Robert McGough - DynMcDermott

Courtney Billington – Johnson & Johnson

Moderator:

Deborah Hodgson-Lyons – DuPont

Executive Edge

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Schneider Electric:

Building and Sustaining a Strong

EHS Culture

Ted Klee

Senior Vice President, Operations

Schneider Electric North America


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Our global vision:

A world where we can all achieve more while

using less of our common planet

Our global mission: Helping people make the most of their energy

We’re making

energy: •Safe

•Reliable

•Efficient

•Productive

•Green


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Our North American EHS vision

A world where being safe and healthy is a

given and we can all achieve more while

using less of our common planet


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Make the most of your energy…

Our four pillars:

Safety, Health, Environment, Community

• Safety at work, at home and at play

• Healthy Lifestyles

• Environmental Stewardship and Energy Efficiency

• Community support


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Make the most of your

safety… Being safe at work, at home, at play….

in how we relate to these activities with

our family and friends as well as our

coworkers is basic to our way of life.


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Five key points of our safety

culture

• Safety is everyone’s responsibility

• All injuries and occupational illnesses can be

prevented - all exposures can be safeguarded

• Management has a responsibility to train all

employees to work safely

• Working safely is a condition of employment

• Preventing safety incidents and injuries

contributes to business success


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Building a safety culture

• Safety is the No. 1 priority

– Complete commitment from all levels of management

– Senior leadership makes safety a guiding principle, both on and

off the job

– Managers place safety of their people over all other business

requirements

• Management accountability

– Managers set the example, demonstrate their commitment daily

– Proactively drive the safety process each day

– Safety performance measures, rewards and recognition

• Focus on the fundamentals

– Daily safety inspections/assessments

– People are prepared/empowered to take action

– Cost justification not required to remove safety hazards


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Our Service Organization Ten years ago…

– Service technicians viewed risk taking as part of the job to meet customers needs

– Live electrical repair work was considered part of the profession

– Outfitting every service technician with all PPE for any type of job was viewed as cost prohibitive

– “This is a dangerous activity so accidents are to be expected.”

Today…

– Service technicians are safety ambassadors to our Customers

– No live repair work is allowed

– Zero accidents are the goal of each service technician and they know it is possible

– Safety commitment is a business offering


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Make the most of your energy

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Safety Culture

Panelists:




Moderator:


Executive Edge

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DynMcDermott Petroleum

Operations Management and Operating Contractor

Strategic Petroleum Reserve

Campbell Winners in 2006

Safe, Secure, and Environmentally Responsible

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Safety Culture: the attitudes, beliefs, perceptions, values and behaviors that employees share in relation to safety

DM’s safety culture evolved and changed our corporate culture:

Behavioral safety

VPP

ISO 14001, 9000

Baldrige award

Robert W. Campbell Award

Our journey is not over…

Management has to be there

Employees must be empowered

Performance must be measured

The culture must be honest

The man or woman at the top must model the culture

A true safety culture transfers to off-the job

We do it because we want to…

http://go2.wordpress.com/?id=725X1342&site=wordpress.com&url=http://trevorthelockeeper.wordpress.com/2008/10/29/behavioural-safety-update/&sref=http://en.wordpress.com/tag/behavioural-safety-behavioral-safety/

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Safety Culture

Panelists:




Moderator:


Executive Edge

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Building and Sustaining a Strong Safety Culture – The Johnson & Johnson Perspective

Courtney Billington

Vice President,

Manufacturing & Technical Operations

Janssen Supply Group

Johnson & Johnson

National Safety Council Congress & Expo

Executive Forum

October 4, 2010

©2010 Johnson & Johnson

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Safety Culture at Johnson & Johnson

“Which values drive your daily decisions and how do

they enable a safety culture?”

“How do you get people thinking about EHS 24/7?”

“How do you sustain EHS effectiveness – even when

there are conflicting organizational priorities?”


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Safety Culture at Johnson & Johnson “Which values drive daily decisions & enable safety culture?”

Values create the foundation for safety culture

– Our Credo establishes responsibilities to customers,

employees, communities and shareholders.

– Safety is woven into a company culture of excellence.

– There is an inherent commitment and accountability for

each individual.

People + Processes + Tools = Culture of Excellence

– Staff who live Our Credo are hired and retained.

– Process Excellence yields good data for good decisions.

– Behavior-based Compliance (BBC) and MAARS

provide the tools to achieve safety excellence.

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Safety Culture at Johnson & Johnson “How do you get people thinking about EHS 24/7?”

Accountability drives excellence across the plant

– We hold each other accountable to deliver high quality

products while protecting ourselves and the environment.

– Ongoing communication in management meetings and on

the manufacturing floor reiterates expectations.

– Behavior based approaches for product and process

quality are the same → Business drivers.

Commitment extends beyond plant doors

– EHS events and websites (e.g., www.e-safetyforall.com)

provide information and materials for community use.

– Charitable contributions and volunteerism

strengthen communities, including EHS.

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Safety Culture at Johnson & Johnson “How do you sustain EHS effectiveness?”

Priorities change, values are constant

– Safety is not a “bolt on” - it is how we do business under

both favorable and challenging economic conditions.

– Part of corporate strategy to manage for the long term.

– Integrated into what we do: product development,

manufacturing, etc.

Metrics provide feedback for course correction

– Dashboards monitoring business processes include EHS.

– Areas for improvement (e.g., elevated injury rates) or

enhancement (e.g., sustainability) are addressed.

– Reviewed at all levels worldwide.

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Safety Culture at Johnson & Johnson

Values-based business

Accountability

Metrics to maintain

momentum

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Safety Culture

We welcome your thoughts and questions

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What’s Next? Room 28C-E: Executive Edge Track Sessions

Mon 1:30 pm Executive Edge Session A

Key Principles of Operationalizing

Risk: What Leaders Really Need to Know

Tues 8:00 am Executive Edge Session B

Aligning EHS Leadership in Creating

Business Excellence

1:30 pm Executive Edge Session C

Safety in Action: EHS Management

System Implementation

Workshops Following each Session

Rooms 28A&B

(Pre-registered participants only)

a transformative force in ehs - the campbell institute · quality are the same → business...

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