Impact of workplace safety culture

The Impact of a Workplace Safety CultureSteve Mills | Ric Agostini

May 20, 2015

Webinar Logistics

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• All lines are in listen-only mode

• Post your questions early and often!

• A link to the webinar recording will be emailed shortly after the event

Today’s Speakers

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Ric AgostiniAlchemy

Diana PeñaModerator

Steve Mills

Agenda

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• Workplace Safety Challenges

• 6 Phase Approach to Drive a Workplace Safety Culture

• Case Study – C&S Wholesalers

• Case Study - Bunge

• Q&A

Workplace Safety Challenges

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Workplace Safety Challenges

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30%

The Bureau of Labor Statistics: New employees with less than a year on the job account for 30% of workplace injuries

77%

National Safety Council: $240,000 of lost work time per injury

+Gallup: 77% of workers either unengaged or actively disengaged

Lack of leadership support

Microsoft Study: Average attention span is 8 seconds

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Millennials the Main Talent Source

Source: Deloitte Digital Democracy Survey, 9th edition

And Even Harder to Engage

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• “Digital Natives”– Don’t know world without

smartphones/tablets– 10+ screen households the norm

• Attention spans are different – Burst vs. sustained– Different stimuli needed…

• Want to know “why”, not just “what”

An industry study revealed an increased compliance rate from 68% to 94% after training and corrective observations occurred

*AFAB, Volume 4, Issue 1 2014

Verification of Behavior Changes

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6 Phase Approach to Drive a Workplace Safety Culture

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Six Phase Approach

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Get executive buy-in and public support

Establish clear goals and metrics

Develop integrated communication program

Make long-term commitment to the program

Recognize the “little victories”

Encourage ongoing feedback

Refine as needed

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Case Study: C&S Wholesale

Steve Mills

C&S Wholesale Background

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• Largest privately owned wholesale grocery supply chain in the U.S.

• $25 billion in revenue

• Operate regional distribution centers

• Serves 5,000 stores from 50 locations in 15 states

• Sample clients: Stop & Shop, BI-LO/Winn-Dixie, Safeway, & Target

C&S’ Workplace Safety Challenges

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• High OSHA incident rate– 16 compared to 5.7 national average

• Inconsistent workplace safety programs across facilities

• Company culture

• Increasing worker’s comp and insurance costs

C&S Action Plan

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• CEO direct involvement

• Developed targeted communication

program– Print– Video

• Pre-shift safety meetings, inspections,

daily safety meetings, and learning

events

• Metrics developed and reported daily

to CEO through facility general

management

Results: C&S Wholesale

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“…safety now accounts for a $20M year over year improvement.”Frank Maguire, VP EHS, Security and Risk Management

Before Awareness Program

Year 1 Year 3 Today0

5

10

15

20

OSH

A In

cide

nt R

ate

National Average: 5.7

15% less accidents (181 fewer injuries)

First time below national average

50% below national average

83% improvement

See also: C&S Testimonial Video

Six Phase Approach Applied

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Get executive buy-in and public support

Establish clear goals and metrics

Develop integrated communication program

Make long-term commitment to the program

Recognize the “little victories”

Encourage ongoing feedback

Refine as needed

✓ ✓ ✓ ✓ ✓ ✓

Case Study: Bunge

Ric AgostiniAlchemy

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Bunge Background

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• Global agribusiness and food company

• $58 billion in revenue

• Over 35,000 employees at 400 facilities in 40 countries

• Food processing, grain trading, fertilizer, and international soybean exporter

Bunge’s Workplace Safety Challenges

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• Intrinsically high-risk working environment – e.g. Large equipment

• Workplace incidents resulting in 7 deaths per year

• Several remote locations

• Gaps in leadership commitment and management skills

• Inconsistent safety communications and worker engagement across regions

• Cultural differences in engagement and communication with peers and supervisors

Stand Down observations after each incident

Bunge Action Plan

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• Commitment from the top

• Launched global workplace safety awareness and education program

• Implemented methodology for tracking, training, and engagement

Commitment to Workplace Safety From the Top

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“Our philosophy is clear — safety always comes before profit and production. Our goal is simple — a zero-incident culture. We will never put profit or production ahead of safety.”

-Soren Schroder, CEO

Bunge

Integrated Communication Program

• Created safety brand

• Informed and engaged workers with practical tools and information

• Equipped managers and supervisors to be safety leaders

• Brand Toolkit: Online repository of tools to empower regional communications and safety teams to amplify messages

• Measured compliance and participation

HPE AWARENESS POSTERS & BANNERS

HPE EMPLOYEE TOOLS

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Strong engagement on the ground

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Preliminary Results

• High Potential Exposure (HPE) observations have dropped from 40% to 15%– Comparing Q1 2015 to Q2 2014

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Six Phase Approach Applied

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Get executive buy-in and public support

Establish clear goals and metrics

Develop integrated communication program

Make long-term commitment to the program

Recognize the “little victories”

Encourage ongoing feedback

Refine as needed

✓ ✓ ✓ ✓ ✓ ✓

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Q & A

Upcoming Webinars & Events

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• June 12: HACCP – What to Expect & How to Prepare

• June 19: Conducting Effective Recalls

• Network with industry leaders• Master best practices• Discover new technologies

http://www.alchemysystems.com/alchemy-conference/

THANK YOU

Telephone: [email protected]

www.alchemysystems.com