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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60%
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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