tatachemicalslimited_casestudy

7/29/2019 TataChemicalsLimited_CaseStudy

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duPont Prouct NdeSCRiPTOR

Chng

Tata Chemicals Limited (TCL) has long considered the saety and health o

its people as a top priority in its policies and business strategy development.

The Tata Business Excellence Model (TBEM) accords a high priority to saety

excellence and considers it as a precursor to business excellence.

Over the years, TCL has continuously

strived to improve its saety perormance

by adopting the best saety standards and

practices. Prior to 2004 when TCL Mithapur

embarked on the saety journey with

DuPont, its primary measurement o saety

perormance was the number o Reportable

Accidents reported every year. As can beseen rom the graph on reportable accidents

between 2000 and 2003, maintaining a

consistent level o reduction was a challenge.

Besides the variations in saety perormance, atalities and near-atality incidents

were occurring indicating that the results were also not sustainable. There was

also a serious process saety incident in 2001 that caused the plant to remain

shut or nearly three weeks.

Until 2004 when DuPont was appointed to assist TCL embark on a more

sustainable and accountable saety program, TCLs saety culture had

been mainly reactive and dependent. The saety perormance measurement

system was not consistent with international standards and with those used

by companies with world-class saety perormance.

Saety was considered to be the sole responsibility o the Saety Department.

The line organization was not given any saety-related goals or responsibility or

saety, thus buy-in was minimal and impossible or one group to achieve on

its own.

TCl chv sty ructon n Tot Rcorb injury Frquncy Rt to 1.67 pr on n-hoursn 2009.

a sfty Journy Tt

Cng mnt n

iprov PrforncTaTa ChemiCals limiTed Case sTUdY

Saety is a core value. It needs to be

deeply ingrained in our structure

and corporate culture.

Mr R Mukundan

Managing Director, TCL

We must have strong saety

systems and culture as prerequisites

or uture growth.

Mr Prasad Menon

Managing Director

Tata Power Limited

(ormerly MD, TCL)

35

30

25

15

10

5

0

34

10

17

2000-2001 2001-2002 2002-2003

Years*

Reportable Accidents were defned as injuries that resulted in lost-time o two days or more, as per the legalrequirement in India during the years beore DuPont was appointed in 2004.


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How t strt

In 2004, TCL appointed DuPont with the aim o instilling a

saety culture transormation that would eliminate sporadic

incidents by changing the mindset and behavior o the

people involved with setting saety requirements and those

who were implementing the requirements.

DuPont developed a saety roadmap or TCL Mithapur

based on the results o the saety management assessment

ollowed by an action planning workshop conducted by

DuPont which encouraged TCL to assist in developing sae

alternatives in the workplace.

In the saety roadmap, Mr Prasad Menon, Managing Director,

Tata Power Limited (ormerly MD, TCL), committed to the

ollowing objective: To create a management culture that

demonstrates SAFETY as Missionary Zeal and a saety

culture that permeates through the organization and onto our

amilies.

Th ry ys o sty cutur trnsortonjourny

One o the frst priorities o the saety culture transormation

was or DuPont to conduct a saety management

assessment at the TCL Mithapur site. The assessment was

conducted in September 2004 and indentifed the key saety

leadership, structure and action elements that needed to be

put in place or strengthened to bring about a saety culture

transormation.

Following the saety assessment, an action planning

workshop was conducted to help TCL Mithapur develop

and establish a roadmap or implementation. The roadmap

included a series o training or enhancing TCL senior leadersdemonstration o their commitment to saety and their plan

and to get line organization and saety proessionals buy-in

and accountability. Great emphasis was laid on strengthening

line managements responsibility and accountability. A key

ocus emphasized the need to engage all TCL employees in

the saety eort. TCL also started working on establishing

systems or tracking o trailing, current and leading saety

indicators. The training series was ollowed with on-site

implementation assistance through one-on-one coaching and

hands-on experiences.

In addition to training and the implementation assistance,

DuPont also acilitated the visit o about 15 TCL leaders and

employees to the DuPont Savli plant in Gujarat, India. The

visit and training opportunity helped TCL gain insights into

the DuPont saety management philosophy and enabled TCL

to see DuPonts system in action in India.

Chngs ncountr - Gong byon

on-th-Job njurs

From the beginning o the saety culture transormation, TCL

had set a clear direction on saety priorities. Mr DK Thakur,

Head, Saety & Health, TCL Mithapur said: Our approach

and eorts are ocused on continuously strengthening saety

culture in the organization through behavior-based saety

observation; prevention o incidents through incident reporting

(including near-miss); investigation and communication o

learning; developing and implementing rules and procedures;

and identiying training needs and imparting training.

It also includes deploying Contractor Saety Management,

Ofce Saety and Process Saety and Risk Management

systems. We extend the emphasis on saety o the amilies

o our workorce with an o-the-Job Saety program,

Mr Thakur added.

On average, 4,000 TCL employees and contractors work on

the TCL Mithapur site each day. A major challenge was to

bring about a behavior and mindset change amongst these

people. Changing mindset in the words o Mr Mammen

Jacob, VP Manuacturing, TCL Mithapur was a tall order

due to a wide gap in saety behavior expectations when

an employee or contractor is inside the company premises

versus when he or she is outside the company premises.

TCL Mithapur took various saety initiatives to change

employee behavior within the company premises, including

A emale general worker at TCL plant site proudly showing her saety gear. A

rare sight in Mithapur site ew years back, especially involving emale workers.

TaTa ChemiCals limiTed

I am confdent that TCL Mithapur is on course to becoming a

world-class site. However, I would not like this to be a quick-

win process, but rather a slow-release one, so that the

culture o zero harm gets embedded in our sites DNA.

Dr Arup Basu

Chie Operating Ofcer

Chemicals, TCL


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putting in place a Behavioral Saety Observation process. TCL

also recognized the need to take specifc steps that address

the employees behavior o-the-job including setting up

a Township Saety Committee. This promotes o-the-Job

saety through several community initiatives. One example

was the distribution o saety crash helmets at less than hal-

the-market value to all employees using two-wheelers. Other

initiatives included involving school children to introduce them

to saety at an early age so they could assist their parents at

home with making wise saety decisions.

Sprng th sty ssg to contrctors

The other challenge aced by TCL Mithapur was to improve

the contractor saety perormance. Mithapur is considered

a remote location and the availability o contractors is

limited. There is also a high illiteracy rate and turnover

among contractors. To address these challenges, TCL

Mithapur developed a Contractor Management System

with a coordinated saety training program to improve the

contractors overall saety perormance.

The eort was urther expanded in January 2008 with

the launch o Contractor Saety Stewards to involve

contractors employees in the saety drive. Each month,

a Saety Steward was selected rom a group o 50

contractors. The Saety Stewards main responsibility

was to ensure that his/her team worked saely, and the

team adhered to all saety rules and regulations. The

role is rotated within the contractor group, and about

600 contractor employees have been trained as Saety

Stewards as o April 2009. The goal is to cover all contractor

employees.

Looking at the success o the contractor saety steward

initiative, TCL is also evaluating the possibility o a similarprogram or their own employees, such as Saety Stars.

Sustnng th ontu

By 2005, TCL had put in place an integrated saety

organization including an Apex Saety Council and six

standing sub-committees. The six standing sub-committees

addressed Saety Observation, Incident Investigations,

Saety Rules and Procedures (Standards), Saety Training,

Contractor Management, and Process Saety Management.

Eleven ad-hoc Task Teams were also established to address

and resolve plant-wide saety issues. In February 2009,

an o-the-job saety sub-committee was established to

complement the eorts o the Township Saety Committee.

Multiple communication avenues rom electronic

communication channels to newsletter and billboards are

currently used to keep the organization engaged on the council

and sub-committees saety goals and programs. Several ace-to-

ace orums/platorms have also been created or more eective

communication, in particular, during Saety Observation rounds by

the site leadership.

Several other programs are also in place to build capability,

motivate, involve and provide awareness about the saety

initiatives. Near-miss reporting is encouraged. Suggestion

and reward schemes have been introduced. Two saety awards

have been constituted to recognize outstanding group saety

perormance. The awards are: the Managing Directors Award

or the department with best saety perormance and Managing

Directors Award or the contractor with best saety perormance.

TCL has also put in place schemes to recognize individual saety

perormance. The awards are very important to boost employee

morale and provide motivation to improve saety perormance.

I liked the systematic approach towards improving saety

perormance. The upront, rank approach o the DuPont

consultants is also good. The consultants with their long

years in line unction were easily accepted and could gain

respect and belie.

I elt great when an employee recently commented at the

Tata Business Excellence Model orum that senior leaders

are teaching us good saety practices with their arms

around our shoulders!

Mr Mammen Jacob

VP Manuacturing, TCL Mithapur

Contractor Saety Steward in action.


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VISIT US TODAY

www.saty.dupot.om/asia

Copyright 2009 E. I. du Pont de Nemours and Company. All rights reserved. The DuPont Oval, DuPont and The miracles o science are registered

trademarks or trademarks o DuPont or its afliates.

Rsuts

TCL Mithapur has come a long way since it embarked on the

saety leadership and excellence journey with DuPont in 2004. The

Total Recordable Injury Frequency Rate (TRIFR) showed a steady

reduction rom 12.55 per million man-hours to 1.67 per million

man-hours between 2004 and 2009 as can be seen rom the graph

below.

These improvement milestones demonstrate the act that when

saety is incorporated as a strategic business value it serves as

a catalyst or achieving excellence in business perormance. The

key to success is commitment rom the highest levels o theorganization to value saety on the same level as cost, productivity

and human resources, and wholly integrating saety into the ull

spectrum o business decisions and activities. TCL is on a mission

and continuous journey to achieve the goal o zero harm.

DuPont brought about a paradigm shit in the minds

o the leaders and employees to the understanding o

saety as a line responsibility. The Saety Observation

process also helped in changing behaviors. Incident

investigation, training and regular communication are

other key steps taken to improve saety perormance.

Mr T Radhakrishnan

General Manager, Operations

TCL Mithapur

TOTAl recOrDAble InjUrY freqUencY rATe

Tcl Mithapu

12.55

9.71

13.62

9.05

2.62

3.79

1.67

14

12

10

8

4

002-03 03-04 04-05 05-06 06-07 07-08 08-09

Year (April to March)

TRIFR(PerMillionManhours)

Where it all

started...

TaTa CHemiCalS limiTed

Tt Chcs lt Prof

Tata Chemicals Limited (TCL) is a part o the TATA

Group which is an Indian business conglomerate

operating around the globe. TCL owns and operatesthe largest and most integrated inorganic chemicals

complex in India.

TCL today is the second largest producer o soda

ash in the world with manuacturing acilities in India,

UK, Kenya and USA. It has the largest share o the

domestic market in India.

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