SLIDE 1
John Dony, Director, Campbell Institute – NSC Marcus Sparks, Account Manager, Alchemy
- Marcus Sparks
- Account Manager
- John Dony
- Director, Campbell Institute - NSC
Today’s Speakers
2
Defining EHS Excellence Best Practices from NSCs Campbell Award - - PowerPoint PPT Presentation
Defining EHS Excellence Best Practices from NSCs Campbell Award - - PowerPoint PPT Presentation
Defining EHS Excellence Best Practices from NSCs Campbell Award Winners John Dony , Director, Campbell Institute NSC Marcus Sparks , Account Manager, Alchemy Todays Speakers John Dony Marcus Sparks Director,
SLIDE 2
SLIDE 3
Agenda
1. NSC’s Campbell Award 2. Employee Engagement 3. Questions
SLIDE 4
4
NSC’s Campbell Award
SLIDE 5
The National Safety Council
5
ELIMINATING PREVENTABLE DEATHS IN OUR LIFETIME
SLIDE 6
Robert W. Campbell
6
“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.”
SLIDE 7
Shared Vision
7
SLIDE 8
The Campbell Award Goals
8
- 1. Establish Measurement Process
- 2. Capture Successes
- 3. Foster Sharing
- 4. Recognize EHS Performance
SLIDE 9
Campbell Award Winners
9
SLIDE 10
Defining Excellence
10
SLIDE 11
Areas of Excellence
11
SLIDE 12
Area of Excellence #1 – Leadership
LEADERSHIP
Empowering all within the
- rganization to lead on EHS
SLIDE 13
Area of Excellence #1 – Leadership
13
CEO COMMITMENT PERFORMANCE EMPLOYEE EMPOWERMENT LEADERSHIP TRAINING
SLIDE 14
14
Confidential and Prorietary
EMPLOYEE EMPOWERMENT
SLIDE 15
Empowerment Process
15
- 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
SLIDE 16
Area of Excellence #2 – Integration
16
INTEGRATION
Incorporating EHS into all facets of the business
SLIDE 17
Area of Excellence #2 – Integration
17
EHS & BUSINESS INTEGRATION AUDIT PROGRAM ANTICIPATION OF CHALLENGES CONSIDERATION OF CONTRACTED WORKFORCE
SLIDE 18
18
Confidential and Prorietary
AUDIT PROGRAM
SLIDE 19
Audit Process
19
- 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
- n 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
SLIDE 20
Area of Excellence #3 – Data Management
20
DATA MANAGEMENT
Gathering and using key performance indicators to monitor EHS Systems
SLIDE 21
Area of Excellence #3 – Data Management
21
IDENTIFYING RISK LEADING & LAGGING METRICS SUSTAINABILITY
SLIDE 22
22
LEADING & LAGGING METRICS
SLIDE 23
Balanced Scorecard
23
- 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
SLIDE 24
Area of Excellence #4 – Alignment
24
ALIGNMENT
Linking EHS goals to other
- rganizational objectives
SLIDE 25
Area of Excellence #4 – Alignment
25
COST BENEFIT ANALYSIS BUSINESS MANAGEMENT REVIEW OF ACQUISITIONS OPERATIONAL READINESS
SLIDE 26
26
BUSINESS MANAGEMENT
SLIDE 27
The Six S System
27
SLIDE 28
Area of Excellence #5 – Corporate Citizenship
28
CORPORATE CITIZENSHIP
Promoting off-the-job safety & environmental initiatives
SLIDE 29
Area of Excellence #5 – Corporate Citizenships
29
CORPORATE SPONSORSHIP EMPLOYEE CONTRIBUTIONS COMMUNITY OUTREACH HOLISTIC WELLBEING EMPLOYEE RECOGNITION
SLIDE 30
30
HOLISTIC WELLBEING
SLIDE 31
5 Keys to Successful Wellbeing Programs
31
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
SLIDE 32
32
SLIDE 33
33
Employee Engagement
SLIDE 34
34
The Forgetting Curve
The Forgetting Curve
80% of content is forgotten within 30 days when not reinforced1 Without systematic reinforcement,
- riginal training is not applied correctly
1Ebbinghaus Forgetting Curve
SLIDE 35
Alchemy’s Integrated Solution for Continuous Engagement
Alchemy enables “smart action at work” with integrated training, reinforcement, and audit-readiness solutions
Training Reinforcement Compliance
SLIDE 36
36
Leadership Integration Data Management Alignment Corporate Citizenship
A Comprehensive Solution with Continuous Engagement
Training Reinforcement Compliance
Campbell Award Areas of Excellence
SLIDE 37
#1 Leadership
37
CEO COMMITMENT PERFORMANCE PLANS EMPLOYEE EMPOWERMENT LEADERSHIP TRAINING
SLIDE 38
38
SLIDE 39
SLIDE 40
Alchemy Communications Tools
40
SLIDE 41
Foster Supervisor-Worker Discussions with Huddle Guides
41
SLIDE 42
#1 Leadership
42
CEO COMMITMENT PERFORMANCE EMPLOYEE EMPOWERMENT LEADERSHIP TRAINING
SLIDE 43
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
SLIDE 44
#3 Data Management
44
IDENTIFYING RISK LEADING & LAGGING METRICS SUSTAINABILITY
SLIDE 45
2016 EHS National Safety Survey
45
SLIDE 46
Coach: Capture Data & Optimize Performance
46
- 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
SLIDE 47
47
Source: “The Positive Impact of Behavioral Change on Food Safety & Productivity,” Robert Meyer
Alchemy Drives Behavioral Change
0% 20% 40% 60% 80% 100%
Pre-Training Post-Training After 3 Observations
“People do what you inspect, not what you expect.”
– Louis Gerstner, Jr., IBM
SLIDE 48
48
The evolution of Coach
Take Attendance Train On The Floor Observe Many Employees Observe One Employee
SLIDE 49
49
Questions?
SLIDE 50