13h30 WMetzler

Santé et sécurité au travail
Faites de chaque travailleur un leader SST
9 septembre 2015
www.lesaffaires.com/evenements
Visible Felt Leadership - ”Showing Passion for Safety”
Ward Metzler
Montreal, Quebec
September 9, 2015
Copyright © 2014, E. I. du Pont de Nemours and Company. All rights reserved. The DuPont logo, DuPontTM and The miracles of scienceTM are registered trademarks of DuPont
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
Off-the-job safety program
began in the 1950s.
Belief that all injuries are

preventable developed in the Safety statistics began in
1940s. 1912.
Our Purpose
DuPont is a Science Company

We work collaboratively to find sustainable, innovative, market-driven
solutions to solve some of the world’s biggest challenges, making lives
better, safer, and healthier for people everywhere.
3
9/10/2015 DuPont Today 2014
© National
Copyright © 2015, Geographic
E. I. du Image and Company. All rights reserved. The DuPont logo, DuPontTM and The miracles of scienceTM are registered trademarks of DuPont
Pont de Nemours 3
Our Areas of Focus
As the global population climbs up to 9 billion people in
2050, DuPont uses its science-powered innovation to
help solve the challenges facing the world, with a focus
on:
FOOD ENERGY PROTECTION
9/10/2015 TM
Copyright © 2015, E. I. du Pont de Nemours and Company. All rights reserved. The DuPont logo, DuPont DuPont Today 2014
and The miracles of scienceTM are registered trademarks of DuPont 4
Felt
Leadership
Safety Safety
Culture Culture
Safety
Felt
Leadership
DuPont Sustainable Solutions Copyright ©2014 E. I. du Pont de Nemours and Company. All rights reserved. The DuPont Oval Logo, DuPont™, and The miracles of science™ are registered trademarks or trademarks of DuPont or its affiliates.
“FELT Leadership” – What is it?
It is TO DO, TO BE SEEN, and TO BE BELIEVED

Felt Leadership
Felt Leadership - management’s total actions that
lead people at all levels to understand and “feel”
their leaders’ high standards, and accept their strong
commitment to safety as being genuine
Felt Leadership Why is Felt Leadership important?
YOU are the primary influence on your organization.

You lead your people.
Your people will satisfy perceived expectations.
You set expectations and create culture by your

actions – or your inaction.
Felt Leadership
Felt Leadership
1. Be visible to the organization.

2. Be relentless about time with your people.
3. Recognize your role as a teacher/trainer.
4. Lead by example. Maintain a self-safety focus.
5. Hold people accountable
6. You are authentic in all aspects of communication
7. Celebrate and recognize successes.
Providing coaching and feedback is a key aspect of
Felt Leadership
Felt Leadership Approach
Courses
and reading
10%
Networking,
feedback about
good and bad
examples
20%
On-the-job experiences, tasks

and problem solving
70%
Felt Leadership
What processes and systems are used by
organizations to provide Felt Leadership around
safety?
• Workplace observations
• Leadership of safety committees
• Town hall meetings
• Others?
Safety Culture delivers Operational Discipline
Safety Operational
Operational
Management Efficiency
Discipline
Standards
60%
x 30% =
18%
System Implementation Results

Quality State (Safety performance)
Safety Professionals Production Line
(Operations)
12
Reaction DuPont Bradley Curve Anticipation
Where are we? The GOAL
is ZERO
Where do we want
to be?
I don’t want I don’t want

Incidents
to get hurt anyone
are bound
to happen to get hurt
I don’t want
to get caught
Reactive Dependent Independent Interdependent
• Safety by Natural • Management Commitment • Personal Knowledge, • Help Others Conform
Instinct • Discipline & Rules Commitment, & • Others’ Keeper
• Compliance is the Goal Standards
• Supervisor Control, • Care for others
• Delegated to Safety Emphasis, and Goals • Internalization
• Networking contributor
Manager • Values all people • Personal value
• Organizational Pride
• Lack of management • Training is the answer. • Care for Self
involvement. • Practice and habits
• Individual recognition
Reactive Proactive
Copyright © 2014 DuPont.
13
DuPont Safety Perception Survey
Safety Culture
24 core questions
Cross-section of employees
Data is compared across
departments, levels, responsibilities
Test if safety is a core value held by
management and if that value is
transferred to the worker on the floor
Examine employee and management
involvement in audits, incident
investigations and safety meetings
Examine attitudes about off-the-job safety
14
DuPont uses 12 elements to drive toward World-Class
Safety. They are based on proven Safety Management
Principles.
Integrated Safety Management System
Management commitment
Strong Policies & principles
Leadership Goals, objectives & plans
Procedures & performance standards
Line management accountability & responsibility

Appropriate Safety personnel
Structure Integrated organization structure
Motivation & awareness
Incident investigation
Focused Observations & audits
Processes &
Effective communication
Actions
Training & development
15
DuPont Safety Management System
Systems
Leadership
(Site & Corporate)
16
Reaction DuPont Bradley Curve Anticipation
Where are we? The GOAL
is ZERO
Where do we want
to be?
I don’t want I don’t want

Incidents
to get hurt anyone
are bound
to happen to get hurt
I don’t want
to get caught
Reactive Dependent Independent Interdependent
• Safety by Natural • Management Commitment • Personal Knowledge, • Help Others Conform
Instinct • Discipline & Rules Commitment, & • Others’ Keeper
• Compliance is the Goal Standards
• Supervisor Control, • Care for others
• Delegated to Safety Emphasis, and Goals • Internalization
• Networking contributor
Manager • Values all people • Personal value
• Organizational Pride
• Lack of management • Training is the answer. • Care for Self
involvement. • Practice and habits
• Individual recognition
Reactive Proactive
Copyright © 2014 DuPont.
17
A desirable safety culture is built by approaching safety proactively,
shifting focus from injuries to risks that can be corrected before injuries
occur.
Shift emphasis
Operator slips, grabs at handrail and misses. from here
Falls from equipment platform to the cement
floor below.
Operator slips, grabs at handrail and
misses. Ankle is sprained, requires
time off or “light duty”.
Operator slips, grabs at handrail and
misses. Twists ankle which requires
trip to clinic.
Operator slips, grabs handrail. No
injury or minor abrasion from
grabbing the handrail.
Operator jumps off of equipment at

the end of his shift rather than To
stepping down the stairs and here
holding the handrail.
Serious Injury & Fatality Prevention
Low frequency / High consequence
SERIOUS INJURY & FATALITY (SIF)
Near Miss Higher Risk

Incident with potential
Activity (HRA)
for injury, but Lost Time Task, exposure, activity that
no actual Injuries if not anticipated / controlled
consequences
could cause possible SIF.
or injury occurred.
High Potential
Recordable
Incident (HPI)
Injuries Incident with or without
injury
that has potential to cause
possible SIF.
First Aids
HPIs
Example – Life Saving Rule Incidents

19
What are the challenges in today’s workforce?
• Demographics
• Many companies have been focused on reducing people numbers
• Retirements are forcing companies to start hiring
• Knowledge transfer
• How do you connect to new employees?
20
Behavioral and
NEUROSCIENCE
21
DuPontSustainable
Solutions
WE ROUTINELY
We routinely make risky
MAKE
decisions RISKY DECISIONS
22
DuPontSustainable
Solutions
PRINCIPLES of
Affective Psychology
23
DuPontSustainable
Solutions
Own It
UNDERSTAND that we
routinely take unnecessary
module OBJECTIVES
amounts of risk each and
every day.
RECOGNIZE that if ONLY a

small percentage of our decisions are
risky, we put ourselves in danger
hundreds of times a day!
24
We each make up to
35,000 decisions a day
most often, without

even realizing it
25
If ONLY 1 % of your
decisions are RISKY
YOU PUT YOURSELF
in DANGER 350times per DAY!
= +21 decisions per HOUR awake

= 1 decision every 3 minutes
26
That 1% of RISKY DECISIONS
x200,000 employees
70,000,000 Risky Decisions PER DAY

=
3,000,000 Risky Decisions PER HOUIR
50,000 Risky Decisions PER MINUTE
How much RISK

CAN YOU AFFORD? 27
PAUSE
PROCESS
tools
OWN IT
PROCEED 28
What’s YOUR APPROACH?
Copyright ©2015 E. I. du Pont de Nemours and Company. All rights reserved. The DuPont Oval Logo, DuPont™, and The miracles of science™ are registered trademarks or trademarks of DuPont or its affiliates.
Leadership
is KEY
30 30
DECISIONS
Information
and DATA
ABSOLUTE
right/wrong
black/white
safe/unsafe
SUBJECTIVE
good / bad
fun/difficult
feeling
and EMOTION
31
We HEAR data
32
We feel
emotions 33
Persuasive leaders inspire.
34
34
– THEODORE ROOSEVELT
35
35
Persuasive leaders influence.
36
36
Felt
Leadership
Safety Safety
Culture Culture
Felt
Leadership
37
DuPont Bradley Value Curve™
for Operational Risk Management & Safety Culture Improvement
WORKER
LEADERSHIP ENGAGEMENT
BRADLEY CURVE
Incident & Injury Rates
Operational Excellence
GROWTH
CURVE
Risk Reduction Value Generation

& Control & Operational
Discipline
REACTIVE DEPENDENT INDEPENDENT INTERDEPENDENT
CULTURAL MATURITY
38
DuPont Contact Information
Ward Metzler
Account Executive
DuPont Sustainable Solutions
E. I. du Pont Canada Company

1919 Minnesota Court,
Mississauga, ON L5N0C9
Tel : 905-302-2590
E-mail: Ward.Metzler@dupont.com
39
Questions?
40
Santé et sécurité au travail
Faites de chaque travailleur un leader SST
9 septembre 2015
www.lesaffaires.com/evenements

13h30 WMetzler

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

13h30 WMetzler

Uploaded by

Copyright:

Available Formats

Santé et sécurité au travail

Faites de chaque travailleur un leader SST

Powder mill operation

First safety rules established in 1811.

Belief that all injuries are

DuPont is a Science Company

FOOD ENERGY PROTECTION

It is TO DO, TO BE SEEN, and TO BE BELIEVED

YOU are the primary influence on your organization.

Your people will satisfy perceived expectations.

You set expectations and create culture by your

1. Be visible to the organization.

Felt Leadership Approach

On-the-job experiences, tasks

System Implementation Results

I don’t want I don’t want

Line management accountability & responsibility

I don’t want I don’t want

Operator jumps off of equipment at

Near Miss Higher Risk

Example – Life Saving Rule Incidents

• How do you connect to new employees?

RECOGNIZE that if ONLY a

most often, without

= +21 decisions per HOUR awake

70,000,000 Risky Decisions PER DAY

How much RISK

Risk Reduction Value Generation

REACTIVE DEPENDENT INDEPENDENT INTERDEPENDENT

E. I. du Pont Canada Company

You might also like