NFS Safety Culture Improvement Plan May 14, 2009 Dave Kudsin, - - PowerPoint PPT Presentation

a subsidiary of The Babcock & Wilcox Company

Update to Commission on NFS’ Safety Culture Improvement Plan

May 14, 2009 Dave Kudsin, President

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a subsidiary of The Babcock & Wilcox Company

A new beginning…

• Successful Acquisition
• Smooth Transition
• Commitment to Safety
• Improving accountability through:

–Increased Corporate Oversight –New Ethics Program

• Resources Accessibility

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a subsidiary of The Babcock & Wilcox Company

Bottom Line Up Front

• Plan on-track

–Challenge: management of plan –Action: senior project manager assigned

• Performance Indicators positive
• Slower progress than plan in some

areas

• 2011 goal achievable

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a subsidiary of The Babcock & Wilcox Company

Safety Culture Strategic Plan

• Long Range Vision—Industry ―best in

class‖ safety culture by 2011

• Integrates findings of self assessment

and third party assessment

• Actions to address each finding

assigned a date and responsible manager

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a subsidiary of The Babcock & Wilcox Company

Safety Culture Strategic Plan

• Mid Term: One Page Plan System

–Objectives with metrics –Action Plans with milestones

• Annual plan development

–Workshop to develop Strategic Plan –Flows down to management: 3 to 4 levels

• Monthly execution meetings

–Review objectives (metrics) and action plans (milestones)

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a subsidiary of The Babcock & Wilcox Company

Project Management Summary

• Plan on-track

–93 commitments completed (46%) –>70% complete by December 31, 2009 –No overdue actions

• Actions effective

–Need to develop comprehensive cultural change set of metrics for use in change assessment

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a subsidiary of The Babcock & Wilcox Company

Human Performance (HuP)

• Averaging 12 days between HuP site-

wide event clock resets

• All operations personnel using HuP

tools by year-end; security forces 2010

• Making conservative decisions
• Security overtime reduced 25%;

staffing all-time high

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a subsidiary of The Babcock & Wilcox Company

Maintenance Backlog

50 100 150 200 250 Jun-05 Dec-05 Jun-06 Dec-06 Jun-07 Dec-07 Jun-08 Dec-08

Goal = 52 person-weeks Goal = 49 person-weeks

Improving Long-term Plant Safety

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a subsidiary of The Babcock & Wilcox Company

Employee Safety Awareness

Lowering the Reporting Threshold Increasing Ownership & Participation

150 300 450 600 750 2005 2006 2007 2008

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a subsidiary of The Babcock & Wilcox Company

Employee Reported Problems

400 700 1000 1300 1600 1900 2200 2006 2007 2008 Low Moderate High Severity

Better Risk Management

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a subsidiary of The Babcock & Wilcox Company

Corrective Action Program

3.0 4.0 5.0 Dec-07 Mar-08 Jun-08 Sep-08 Dec-08 Mar-09

How satisfied are you with the overall process from initial identification of the problem through problem closure?

Improving Employee Satisfaction

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a subsidiary of The Babcock & Wilcox Company

Safety Conscious Work Environment

• Successfully launched Employee

Concerns Program (April 2009)

• Enabled anonymous Corrective Action

Program problem reporting (Oct 2008)

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