benchmarking industrial safety culture and...
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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.
Benchmarking Industrial Safety Culture and Performance
Tom Lemm
Regional Manager
DuPont Sustainable Solutions
College Station, TX
26 October 2010
Mary K. O’Connor Process Safety Center International Symposium
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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.
US Petroleum and Petrochemical Industries report some of the best safety performance...
0.1 0.2 0.2
1.1
1.4 1.4
1.7 1.7
2.0 2
2.42.6
5.2
0.1
0.2
0.00
1.00
2.00
3.00
4.00
5.00
6.00
DuPont **
OGP Avg
Refining
Petrochemica
l
Nuclear P
ower
Electric
T&D
Health Care
Food Mfg
Crop Production
Construction
Warehousing
Wood Mfg
Urban Transit
Coal Mining
Sched Air Transp
US IndustryAverage (1.3)
Injuries & Illnesses – Cases With Days Away
From Work Rate per 100 Employees*
* U.S. Bureau of Labor Statistics, 2008 Data — Injuries & Illnesses
3
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… But high profile incidents are troubling.
1985 1990 1995 2000 2005 2010
1988: Piper Alpha (Occidental)
167 killed
Cost: US$1.2 billion
1991: Sleipner A Platform
Collapse (Statoil)
Cost: US$1.2 billion
1995: Nigerian Oil Rig
Explosion (Mobil)
13 killed, 25 injured
1996: Gas Pipeline Explosion
(Enron)
33 killed, 69 injured
1998: Longford Gas
Explosion (Esso)
8 killed, 69 injured
Cost: US$1 billion
2001: P36 Sinking
Platform (Petrobras)
10 killed
Cost: US$515
million
2005: Texas City
Refinery (BP)
15 killed, 170 injured
Cost: US$3.5 billion+
2005: Bombay High
North Platform (ONGC)
22 killed
Cost :US$195 million
2006: Pipeline
Explosion (Nigerian
National Petroleum
Corp)
200 killed
Enchova Central Platform
(Petrobras)
1984: Explosion, 37 killed
1988: Gas Blowout
Cost: US$461 million
2010: Oil Rig
Explosion, Gulf
of Mexico (BP)
11 killed
Cost: >US$12.5
billion
4
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Some define “safety culture” as how people behave when no one is looking?
State of
Implementation
=
State of
Operational
Effectiveness
State of
Safety
Standards
Safety Management
Standards
Operational Discipline
Operational Effectiveness
x
Operational effectiveness is a function of your
standards and the level of execution
5
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The Case for Safety Culture and Operational Discipline
Do you experience incidents when failure to have or follow good procedures is an important cause/contributor?
OD Involvement in Year 2000 Incidents
Yes
53%
No
47%
• In 2001, DuPont
initiated a Six Sigma
project to assess
causes for
significant Process
Safety Incidents in
2000.
• OD was identified as
a dominant factor in
53% of the incidents.
6
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2. Build Safety Culture as a
Core Value
1. Leadership Commitment & Governance
Our experience is that Commitment, Governance and Safety Culture set the foundation for Operational Excellence.
3. Implement
Operations Risk
Management Program
Leadership and Expectations
Accountability and Consequences
Right Metrics
Right Organization and Structure
4.
Operational
Excellence
7
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Today’s Topic
Key Questions
What are the differences in safety management
between Refining/Chemicals and other
industries?
Where can we improve?
What separates refining/chemical companies
from the very best in industry?
Benchmarking
Injury rates
Injury types
Managing systems
Safety Culture
……….
8
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DuPont Safety Culture Perception Survey
• 500,000+ Survey Responses
• 52 Industriesbroad range including: energy, food, paper,
chemicals, manufacturing, transportation, and
mining – 20 Upstream companies
• 41 Countries
• 9+ years of Relative Cultural Strength
(RCS) Data
• 24 Questions
9
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Survey data can be sorted and analyzed in a number of formats.
7
Report: ConocoPhillips Created: 26Jul2010 Survey: ConocoPhillips 2006 Survey
Copyright© 2010 DuPont. All rights reserved. The DuPont Oval Logo and DuPont™ are registered trademarks or trademarks of DuPont or its affiliates.
All Responses
Percent of Respondents: % % % % %
Selves 88 94 87 91 89
Managers < 88 94 51 73 68
Supervisors < 75 100 62 68 72
Hourly Workers < 88 100 74 68 79
All Respondents 83 98 62 70 73
Count of Responses Above: 8 16 39 22 85
< Indicates what response or responses are grouped together for Benchmarking.
All
RespondentsManagers Supervisors
Hourly
WorkersProfessionals
Managers 83 91
Supervisors 98 91
Hourly Workers 62 91
Professionals 70 91
Survey
Score
Benchmark
Best
% %
All Respondents 73 91
Question 2: Indicate the priority that others give to safety.
Percent of respondents that said others ranked safety first:
0% 100%
88% of managers say they
themselves give safety top
priority while 51% of workers
think managers give safety top
priority.
AA
A
B
B
B
C
C
C
These are perception gaps.
This is the most important
question in the survey!
94% of supervisors say they
themselves give safety top
priority while 62% of hourly
workers think supervisors give
safety top priority
87% of workers say they
themselves give safety top
priority while only 74% of
workers say that other workers
give safety top priority
Take the time to review and understand this bottom table for Question 2 in your report.
You may value safety as top priority but how does your organization perceive this?
Example
Data
11
Report: Example Company Created: 29Jul2009 Survey: Example Company Survey
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Survey Results by Job Category
A: Managers B: Supervisors C: Hourly Workers D: Professionals
A B C D Leadership
Q1 Priority individuals give to safety
Q2 Priority respondents think others give to safety
Q3 Belief that injuries can be prevented
Q6 Extent that safety is built in
Q7a Presence of safety values
Q7b Influence of safety values
Q9a Involvement in safety activities
Q14 Extent safety rules are enforced
Q19 Recognition for safety achievements
A B C D Structure
Q4 Effect of a drive for safety on business performance
Q5 Level of safety where the cost-benefit break-point occurs
Q8 Extent line management is held accountable for safety
Q13a Quality of safety rules
Q13b Extent that safety rules are obeyed
Q21 Knowledge of safety performance
Q22 Rating of the safety organization
Q23 Rating of the safety department
Q24 Satisfaction with the safety performance of the organization
A B C D Processes and Actions
Q10 Extent individuals feel empowered to take action in safety
Q11 Extent of safety training
Q12a Frequency of safety meetings
Q12b Safety meeting attendance
Q12c Quality and effectiveness of safety meetings
Q15 Thoroughness in investigation of injuries and incidents
Q16a Extent of involvement in safety audits
Q16b Quality of safety audits
Q17 * Rating of modified duty and return-to-work systems
Q18 The presence of off-the-job safety programsQ20 Rating of the safety of facilities and equipment
10
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Relative Culture Strength (RCS) as Predictor of Total Recordable Rate (TRIR)
Score of 0-100%
‘Benchmark Best’ Companies
TRR < 1 over a 5-year period
No fatalities over a 5 year period
Lost Workday Frequency Rate < 0 .25 over a 5-year period
Site population > 200 employees
Verification by DuPont field assessment
10 companies, at least one in each region of the world
100Worst BenchmarkBest Benchmark
Worst BenchmarkScoreAverage Site StrengthCulture Relative
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As RCS improves, TRR (average and variability) improves.
2
4
6
8
40 60 80 1000
Tota
l R
ecord
able
Rate
Relative Culture Strength
*
NOTE: Data is from >25,000 survey responses from 53 sites in the 4 key industries
ReactiveSafety by Natural InstinctCompliance is the GoalDelegated to Safety ManagerLack of Management Involvement
DependentSupervisor Control, Emphasis, and GoalsManagement CommitmentCondition of EmploymentFear/DisciplineRules/ProceduresValue All PeopleTraining
IndependentPersonal Knowledge, Commitment, & StandardsInternalizationPersonal ValueCare for SelfPractice, HabitsIndividual Recognition
InterdependentHelp Others ConformOthers’ KeeperNetworking ContributorCare for OthersOrganizational Pride
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Industry Averages in DuPont’s Database
2
4
6
8
40 60 80 1000
Tota
l R
ecord
able
Rate
*
20
08
BLS
Ind
ustr
y A
ve
rage
Relative Culture Strength
Average of Survey Respondents in Industry
Benchmark Best
*TRR based on 200,000 hours.
NAICS Industry
Avg
TRR*
Avg
RCS
211 Oil and Gas Extraction 1.4 54
212 Mining (except Oil and Gas) 3.5 61
221 Utilities 3.5 52
2211 Electric Gen., Transmission, and Distribution 3.2 46
2212 Natural Gas Distribution 4.3 59
311 Food Manufacturing 6.2 35
322 Paper Manufacturing 3.7 40
324 Petroleum and Coal Products Manufacturing 1.9 47
325 Chemical Manufacturing 2.7 64
327 Nonmetallic Mineral Product Manufacturing 5.9 55
331 Primary Metal Manufacturing 7.2 45
336 Transportation Equipment Manufacturing 6.0 44
424 Merchant Wholesalers, Nondurable Goods 4.7 55
481 Air Transportation 8.7 29
48-49 Transportation and Warehousing 5.7 42
4862 Natural Gas Pipelines 2.3 57
* TRR based on 200,000 hours
13
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DuPont’s Refining and Chemical Industry Database
40 60 80 1000
To
tal R
eco
rda
ble
In
jury
Ra
te
pe
r 2
00
,000 h
ou
rs
Relative Culture Strength
14 Companies in the DuPont Database 2005 – 2009
Employees and Contractors
Benchmark Best
2
6
8
A 44 2.1
B 70 0.5
C 86 0.3
D 48 1.2
E 47 2.5
F 72 0.7
G 21 6.6
H 49 4.0
I 72 1.9
J 55 1.8
L 80 0.5
M 43 1.3
N 57 2.0
O 60 1.7
Ind. Avg. 65 1.54
Company RCS TRIR
14
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Refining and Chemical Survey Findings
Strongest Cultural Elements
Extent Line Management is held Accountable for Safety
Extent that people say they obey safety rules
Presence of Safety Values/Principles
Attendance at Safety Meetings
Safety Values Up-to-Date and Influential
Investigation of incidents
Weakest Cultural Elements
Extent of Involvement in audits/observations and other activities
Satisfaction with the Safety Performance of the Organization
Recognition for Safety Achievements
Management or promotion of off-the-job safety
15
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High Scoring Results from a US “Super-major” integrated petroleum company
A: Managers B: Supervisors C: Hourly Workers D: Professionals
A B C D Leadership
Q1 Priority individuals give to safety
Q2 Priority respondents think others give to safety
Q3 Belief that injuries can be prevented
Q6 Extent that safety is built in
Q7a Presence of safety values
Q7b Influence of safety values
Q9a Involvement in safety activities
Q14 Extent safety rules are enforced
Q19 Recognition for safety achievements
A B C D Structure
Q4 Effect of a drive for safety on business performance
Q5 Level of safety where the cost-benefit break-point occurs
Q8 Extent line management is held accountable for safety
Q13a Quality of safety rules
Q13b Extent that safety rules are obeyed
Q21 Knowledge of safety performance
Q22 Rating of the safety organization
Q23 Rating of the safety department
Q24 Satisfaction with the safety performance of the organization
A B C D Processes and Actions
Q10 Extent individuals feel empowered to take action in safety
Q11 Extent of safety training
Q12a Frequency of safety meetings
Q12b Safety meeting attendance
Q12c Quality and effectiveness of safety meetings
Q15 Thoroughness in investigation of injuries and incidents
Q16a Extent of involvement in safety audits
Q16b Quality of safety audits
Q17 Rating of modified duty and return-to-work systems
Q18 The presence of off-the-job safety programsQ20 Rating of the safety of facilities and equipment
16
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.
Results by level for a top performing chemical company
A: Managers B: Supervisors C: Hourly Workers D: Professionals
A B C D Leadership
Q1 Priority individuals give to safety
Q2 Priority respondents think others give to safety
Q3 Belief that injuries can be prevented
Q6 Extent that safety is built in
Q7a Presence of safety values
Q7b Influence of safety values
Q9a Involvement in safety activities
Q14 Extent safety rules are enforced
Q19 Recognition for safety achievements
A B C D Structure
Q4 Effect of a drive for safety on business performance
Q5 Level of safety where the cost-benefit break-point occurs
Q8 Extent line management is held accountable for safety
Q13a Quality of safety rules
Q13b Extent that safety rules are obeyed
Q21 Knowledge of safety performance
Q22 Rating of the safety organization
Q23 Rating of the safety department
Q24 Satisfaction with the safety performance of the organization
A B C D Processes and Actions
Q10 Extent individuals feel empowered to take action in safety
Q11 Extent of safety training
Q12a Frequency of safety meetings
Q12b Safety meeting attendance
Q12c Quality and effectiveness of safety meetings
Q15 Thoroughness in investigation of injuries and incidents
Q16a Extent of involvement in safety audits
Q16b Quality of safety audits
Q17 Rating of modified duty and return-to-work systems
Q18 The presence of off-the-job safety programsQ20 Rating of the safety of facilities and equipment
17
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Top Performers vs. Best in Class
Strong accountability and policies, execution of tools
Alignment issues – leadership to employees and
professionals
Employees and Professionals may not embrace core safety
values such as Goal Zero, etc., and may have difficulty
accepting that safety is manageable.
Employees and Professionals may not understand that
working safely is good business. Many believe that the extra
effort on safety is contributing to lack of competitiveness.
While everyone says they follow the rules, there is an
indication that many rules are not enforced.
Insufficient recognition of safety achievements
Professionals may not be involved
Little off the job safety – Total safety culture
18
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.
Continuing the journey
Vehicle
Struck by
Fire/Expl
Fall
Drowning
Air Trans
Caught Between
Electrical
Other
2008 Breakdown of
of Petroleum Industry Fatalities
We need to improve
Driving Safety
Process Safety
Inherently Safe Design
2. Build Safety Culture as a
Core Value
2. Build Safety Culture as a
Core Value
1. Leadership Commitment & Governance1. Leadership Commitment & Governance
Our experience is that Commitment, Governance and Safety
Culture set the foundation for Operational Excellence.
3. Implement
Operations Risk
Management Program
3. Implement
Operations Risk
Management Program
Leadership and Expectations
Accountability and Consequences
Right Metrics
Right Organization and Structure
4.
Operational
Excellence
4.
Operational
Excellence
Our experience is that Commitment,
Governance and Safety Culture set the
foundation for Operational Excellence.
19
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.
Conclusions
A strong safety culture is the foundation to
achieve operational excellence.
Safety culture can be measured, compared, and
correlated with injury performance.
Measurement techniques allow us to target
improvement efforts.
Our industry has far lower injury rates than most
US industry, but we have room to improve safety
culture.
Continued focus on safety culture and operational
risk/process safety systems will be required to
eliminate fatalities.
Tom Lemm
Regional Manager/Client Executive
Houston, TX
thomas.c.lemm@usa.dupont.com
281-360-8655 office
281-381-6496 cell
Thank You!
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