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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/
