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Implementing a Safety Management System to Achieve World-Class Safety Performance. Midwest Generation’s Journey. June 4, 2012 ASSE Conference. Safety Nugget.
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Implementing a Safety Management System to Achieve World-Class Safety Performance Midwest Generation’s Journey June 4, 2012 ASSE Conference
High Level Summary – Midwest Generation’s (MWG) Safety Journey to World-Class…Since 2007, MWG has transformed from a “reactive/dependent” culture to a “dependent/independent” culture Natural Instincts The journey is both a collective and individual movement down the curve! Supervision Injury Rates Self 2007 Midwest Generation’s Performance* Teams Current Midwest Generation’s Performance* Reactive Dependent Independent Interdependent • Safety by Natural Instinct • Compliance is the Goal • Delegated to Safety Manager • Lack of Management Involvement • Management Commitment • Condition of Employment • Fear/Discipline • Rules/Procedures • Supervisor Control,Emphasis, and Goals • Value All People • Training • Personal Knowledge, Commitment, & Standards • Internalization • Personal Value • Care for Self • Practice, Habits • Individual Recognition • Help Others Conform • Others’ Keeper • Networking Contributor • Care for Others • Organizational Pride
Background • MWG is an independent power producer – Operates 6 electric power generating plants in Illinois and supervises generation plant in PA. • Sells electricity in competitive wholesale markets and competes in a 13-state region that extends from Atlantic coast westward to Illinois • In 2006, MWG experienced increase in severity of injuries and realized that changing the safety culture of all employees was necessary. This included contractor culture • MWG contracted DuPont to assist in moving toward world-class safety performance - A journey to transform the safety culture from one of compliance-driven and reactionary to proactive and “our work done safely.” • Evaluated MWG safety management system against world-class systems • Identified opportunities for improvement in management of workplace safety • Provided recommendations for the development and maintenance of a world-class safety system at MWG
Initial Assessment Findings from 2006 • Safety Culture was reactive and compliance-focused • Pockets of safety system skills in the organization but were insufficient to achieve the highest standards of safety performance • Established safety goals encouraged incremental improvement • Significant gap existed in the organization’s ability to identify and mitigate risk • Inconsistent safety management practices were a barrier to rapid improvement
Primary Goals of Partnership with DuPont • Reduce employee injuries and ultimately create an injury free workplace • Transform the safety culture from a reactive, compliance-focused one to an interdependent one that is proactively focused • Develop skills and capabilities of the line organization to more effectively manage all aspects of the operation by establishing and maintaining high standards of performance
Needed First – A Cultural Shift - Initial Actions • Make safety at least as important as production and quality • Gather greater input from stations and include it in the process • Expand safety leadership organization by involving ALL levels of employees and management • Establish the corporate safety policy as the driving force behind systems and processes for managing safety • Ensure potential hazards are identified, analyzed, and mitigated • Create comprehensive, structured audit system that involves all levels in the organization; System that collects and uses the data • Ensure that everyone, including contractors, is required to comply with a consistent set of safety policies and regulations
In the Beginning Safety Initiative Kick-off – Vision Realizing Our Vision Implementing Our Plans Annual Safety Summit Celebrate-Commit-Energize-Plan Reassess – Renew – Sustain (Culture Survey/Reassessment Tool) Felt Leadership Throughout The Organization Corporate & Station Safety Committee Restructuring PIT Processes
Project Timeline Develop, Implement Safety Processes Phase 1 Leadership “Continuing The Journey” First Line “Integrating Safety Into All Work” Station Safety Committee Safety Specialist Phase 2 July 2007 June 2009 April – May 2009 Quarterly 2009 March 2009 3Q’09
7 Essential Steps in the MWG Improvement Strategy • Establish a strategic safety management structure • Develop and introduce safety process systems in the areas of observation, incident investigation, rules & procedures, and communications-activities-involvement • Develop performance standards and metrics to monitor performance • Build safety leadership competencies at all levels • Expand workplace safety systems to include contractors • Establish process safety reviews to identify and mitigate risks from high hazard operations • Train employees and contractors on the new safety systems and processes
Our Commitment to Safety • Having every employee leave the workplace unhurt; • Using work behaviors and practices that uncompromisingly protect the safety of everyone; • Caring for the safety of each other; and • Stopping work anytime unsafe conditions or behaviors are observed until the job can be completed safely
Safety System Drives Performance Leadership Communication, Activities and Involvement Incident Investigation Safety Observations Performance Management Contractor Safety Rules & Procedures Process Hazard Review Station Safety Committee
Safety System Drives Performance • Involvement of everyone. This was not a management process; this was an “everyone who works here” process. • Adopting the notion of “all employees.” This includes contractors, visitors, etc… anyone on our property must abide by our rules, or more importantly follow our values. • Implementing a proactive safety observation process. These are a “must” in our principles. These include observations of contractors and vice versa. 15
“Quick Wins” • Safety Contact before every meeting • Lunches for 30 day injury free work • Safety Symbol – “Injury Free” Logo, Crystal Ball • Near Hit dB – full access by all • Safety Communications dB • STOP ME ! • Mandatory Monthly Manager Safety Meeting • Union Representation on Corporate Safety Committee • Union rep is Station Safety Committee chair 16
“Game Changers” • Formation of Steering Team • Station Director’s direct involvement in process • PIT Team membership • Safety Observations • Safety intervention • More frequent recognition for safety performance • Real examples of “safety over production” • Establish processes and adhere to the process • Leadership Training • Act on Safety Culture Survey Gaps • Communicate, Communicate, Communicate, & Stop the “blame game” 17
Change Authenticity Vision Ideals “It starts with Leadership” As a supervisor or manager demonstrate your personal commitment through: • Your authenticity • Your own good example • Your everyday contacts • Your personal awareness • Your ownership of safety Managers and first line sups attended “Leading the Way” – more than what you say or do but HOW you do it. 18
Integrating Safety into All Work • A Basic Fact of Business: • Safety is not a natural business function; therefore, it must be consciously built into our daily routine.
Leadership Strategic Station Director Chairperson Improving and Renewing Day to Day Integration Safety Professional Safety Professional Subcommittees Line Organization Standing Environmental Coordinator Environmental Coordinator Contract Coordinator Contract Coordinator Ad Hoc Central Safety/Station Safety Leadership Structure
World Class V IV Excellence III Skill Awareness II I Fundamentals Overall, the safety management system has a “Skill-Excellence” level foundation upon which to continue to build. Midwest Generation: 12 Element Effectiveness Ratings Leadership Structure Process = 2007 DSR Rating = 2009 Re-Assessment Team Rating
Safety Summit Purpose To anchor and sustain our safety leadership processes, systems and structures. In a way that… • Recognizes and celebrates our accomplishments • Identifies challenges and opportunities for continuous improvement • Facilitates teamwork and builds commitment to continue our journey So that, we realize our vision of “injury free” and nurture the health and well being of all employees at home, at work and at play.
Summit Outcomes • Reflection on our Journey • Renewed commitment to achieving and sustaining world class safety • Key learnings and benefits derived from our efforts • Ideas and plans to further anchor, improve, sustain our processes at both the corporate level and the stations • Identify ways to integrate safety into all aspects of the business • Continue developing Site Safety Action Plans
Where are we Today? 12 Month Rolling Trend All EMG (thru 5/31/12) Incidence Rate DART Rate Top Quartile = DART
Avoiding boiler downtime is the primary concern-megawatts versus safety Safety at least equal with production and quality—good safety is good business Stations are integrated into the process for setting challenging goals and defining action plans to achieve these goals Safety goals have little station input and encourage only incremental improvement Limited organizational structures for management teams to lead safety effort Expanded safety leadership organization - all levels involved Safety policy the driving force behind systems & processes for managing safety No or little known safety policy All potential hazards are identified, analyzed and safe guarded Management lives with existing hazards Comprehensive, structured observation system that involves all levels, collects data and uses this data as a key change agent Limited systems for safety observation There is potential for hiding injuries; reporting time is inconsistent “Culture shift” where treatment for and prevention of injuries takes priority over financial incentives Contractors are treated “at an arms length” and follow their own safety policies Instill a sense of Station proprietorship: anyone on site follows the same set of consistent, safety policies. Challenge to Attain and Sustain a World Class Safety Process From (2007 Assessment) To (World Class)
