John Dony, Director, Campbell Institute – NSC Marcus Sparks, Account Manager, Alchemy

Defining EHS ExcellenceBest Practices from NSC’s Campbell Award Winners

• Marcus Sparks• Account Manager

• John Dony• Director, Campbell Institute - NSC

Today’s Speakers

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Agenda

1. NSC’s Campbell Award

2. Employee Engagement

3. Questions

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NSC’s Campbell Award

The National Safety Council

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ELIMINATING PREVENTABLE DEATHS IN OUR LIFETIME

Robert W. Campbell

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“Safety work is today recognized as an economic necessity, and one of the more

constructive movements that has ever come into our national life. It is the study of

the right way to do things.”

Shared Vision

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The Campbell Award Goals

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1. Establish Measurement Process2. Capture Successes 3. Foster Sharing 4. Recognize EHS Performance

Campbell Award Winners

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Defining Excellence

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Areas of Excellence

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Area of Excellence #1 – Leadership

LEADERSHIPEmpowering all within the organization to lead on EHS

Area of Excellence #1 – Leadership

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CEO COMMITMENT

PERFORMANCE

EMPLOYEE EMPOWERMENT

LEADERSHIP TRAINING

14Confidential and Prorietary

EMPLOYEE EMPOWERMENT

Empowerment Process

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• Pre-Stage 1

– Team is learning the work process and roles, Leadership is directing

• Stage 1

– Team has begun to explore their empowerment, implementing the relevant work process and developing specific team protocol to guide their empowerment journey, Leadership is guiding

• Stage 2

– Team successfully implemented the work process, team and leadership share ownership on all aspects of the team’s work, Leadership is supporting

• Performance Sustaining

– Stage II with results - meeting their targets, setting improvement records, etc. Shared leadership where leadership plays a role in championing the team’s activities and supporting the team’s effort to maintain the level of achievement

Area of Excellence #2 – Integration

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INTEGRATIONIncorporating EHS into all facets of the business

Area of Excellence #2 – Integration

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EHS & BUSINESS INTEGRATION

AUDIT PROGRAM

ANTICIPATION OF CHALLENGES

CONSIDERATION OF CONTRACTED WORKFORCE

18Confidential and Prorietary

AUDIT PROGRAM

Audit Process

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• First-Party

– Self- assessment that provides requirements and guidance that outline a process for conducting a structured EHS audit of a facilities EHS systems

• Second-Party

– Led by auditors from other internal DuPont sites to provide in-depth and objecting feedback

• Third-Party

– Run in conjunction with independent organizations who evaluate and prepare reports on the status of accomplishments of both the first and second-party audit results

Completed annually and include participants from top leadership to shop-floor personnel

Area of Excellence #3 – Data Management

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DATA MANAGEMENT Gathering and using key performance indicators to monitor EHS Systems

Area of Excellence #3 – Data Management

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IDENTIFYING RISK

LEADING & LAGGING METRICS

SUSTAINABILITY

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LEADING & LAGGING METRICS

Balanced Scorecard

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• Steering committee meetings

• Gemba walks for leaders

• Calendar/permit reviews

• Layered reviews

• Audit scores

• Average days to close corrective actions

• Regulatory inspections with and without findings

• Waste diversion

• Scorecard completion

Area of Excellence #4 – Alignment

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ALIGNMENT Linking EHS goals to other organizational objectives

Area of Excellence #4 – Alignment

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COST BENEFIT ANALYSIS

BUSINESS MANAGEMENT

REVIEW OF ACQUISITIONS

OPERATIONAL READINESS

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BUSINESS MANAGEMENT

The Six S System

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Area of Excellence #5 – Corporate Citizenship

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CORPORATE CITIZENSHIPPromoting off-the-job safety & environmental initiatives

Area of Excellence #5 – Corporate Citizenships

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CORPORATE SPONSORSHIP

EMPLOYEE CONTRIBUTIONS

COMMUNITY OUTREACH

HOLISTIC WELLBEING

EMPLOYEE RECOGNITION

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HOLISTIC WELLBEING

5 Keys to Successful Wellbeing Programs

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1. Involve stakeholders in the development

2. Create a good communication plan

3. Experiment with incentive structures

4. Engage people through organized activities

5. Strongly connect wellbeing with safety

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Employee Engagement

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The Forgetting Curve

The Forgetting Curve

80% of content is forgotten within 30 days when not reinforced1

Without systematic reinforcement, original training is not applied correctly

1Ebbinghaus Forgetting Curve

Alchemy’s Integrated Solution for Continuous Engagement

Alchemy enables “smart action at work” with integrated training, reinforcement, and audit-readiness solutions

Training Reinforcement Compliance

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Leadership

Integration

Data Management

Alignment

Corporate Citizenship

A Comprehensive Solution with Continuous Engagement

TrainingReinforcementCompliance

Campbell Award Areas of Excellence

#1 Leadership

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CEO COMMITMENT

PERFORMANCE PLANS

EMPLOYEE EMPOWERMENT

LEADERSHIP TRAINING

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Alchemy Communications Tools

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Foster Supervisor-Worker Discussions with Huddle Guides

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#1 Leadership

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CEO COMMITMENT

PERFORMANCE

EMPLOYEE EMPOWERMENT

LEADERSHIP TRAINING

The Alchemy of Leadership: Frontline Leader Development Program

People Skills Modules• Providing Constructive Feedback• Valuing Differences • Coaching / Communication• Disciplinary Action• Difficult Conversations• Giving a Performance Evaluation• Providing Feedback• Good First Impression• Handling Complaints• Teamwork • Building Trust • Engaging Employees• How to Delegate• Managing Change• Active Listening Skills• Anger Management• Dealing with Difficult People• Motivating Teams• Demonstrating Leadership• Follow Up and Follow Through

Course Pedagogy

• 10 min max• Concept Intro• Cases/examples• Knowledge check• Learning aid

Courses Coaching

Consulting

Can be used stand-alone or a complement a company’s

existing development program

• Exercises for each modules• Completion signoff• Manager tracking of reinforcement

• Provide leadership program development

#3 Data Management

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IDENTIFYING RISK

LEADING & LAGGING METRICS

SUSTAINABILITY

2016 EHS National Safety Survey

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Coach: Capture Data & Optimize Performance

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• Foster positive on-the-job supervisor to employee interactions

• Ensure compliance of GMPs, work instructions, JHAs and other safety requirements

• Document and track corrective actions

• Capture and sign off for on-the-job trainings

47Source: “The Positive Impact of Behavioral Change on Food Safety & Productivity,” Robert Meyer

Alchemy Drives Behavioral Change

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20%

40%

60%

80%

100%

Pre-Training Post-Training After 3 Observations

“People do what you inspect, not what you expect.”

– Louis Gerstner, Jr., IBM

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The evolution of Coach

Take Attendance

Train On The Floor

Observe Many

Employees

Observe One

Employee

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Questions?

THANK YOU