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Safety Assessment Report and Workshop for:. NU Transmission. Assessment August 2008 Site Visits, Interviews, Focus Groups. Presentation September 4, 2008. Note to Readers - PowerPoint PPT Presentation
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NU Transmission NU Transmission
Assessment August 2008Site Visits, Interviews, Focus Groups
Assessment August 2008Site Visits, Interviews, Focus Groups
Presentation September 4, 2008
Safety Assessment Report and Workshop for:Safety Assessment Report and Workshop for:
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Copyright © 2008 DuPont All rights reserved The DuPont Oval Logo, DuPont™, and The miracles of science™ are registered trademarks or trademarks of DuPont or its affiliates
Note to Readers
The authors, reviewers, editors, and DuPont Safety Resources have made extensive efforts to ensure that the technology, management systems, and other information contained herein are accurate and conform to best practices known to them at the time of publication. However, new approaches to managing safety, reasonable differences in opinions among experts, unique aspects of individual situations, and different laws and cultures require that the reader exercise independent judgment when making decisions affecting the safety of any facility, practice, or process. The reader should consider the applicability of the ideas and opinions offered to each situation based on the reader's knowledge of the employee culture, physical premises, practice, or process in question. Suggestions for improvements will be warmly welcomed and carefully considered.
Confidential
This report is a Deliverable, and is subject to confidentiality, as defined under the Master Services Agreement between Client, by and through its attorneys, and E. I. du Pont de Nemours & Company dated July 18, 2008.
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Objectives for the Workshop and Expected Outcomes
• Gain Alignment on the Safety Assessment Findings and Recommendations / the Priorities for Action
• Discuss Safety Leadership Concepts and increase personal commitment to safety
• Define the path forward to develop the Implementation Plan and associated Resource Plan
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Safety Contact
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PURPOSE FOR WORKSHOP
• Raise awareness regarding principles and approaches that lead to world class safety performance
• Review key next steps that leadership can take to improve safety performance
• Commit as a team to a definitive path forward!
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EXPECTATIONS FOR ALL OF US
•Your energetic and open participation
•Your leadership and team participation in the appropriate next steps for Transmission
•Your commitment to your own personal action plan.
•Your help to make the day productive in taking our safety program to a new level!
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Agenda
Background and Approach
Current State Data Points
Assessment Results
Findings / Conclusions
Recommendations
Safety Leadership Concepts
Action Planning
Wrap Up
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Line Management AccountabilityLine Management Accountability Supportive Safety StaffSupportive Safety Staff Integrated Committee StructureIntegrated Committee Structure Progressive MotivationProgressive Motivation Contractor SafetyContractor Safety
StructureStructure
What are the organizational
structures that enable the pursuit of safety
excellence?
Thorough InvestigationsThorough Investigations Observations and CoachingObservations and Coaching Effective Communication ProcessesEffective Communication Processes Continuous Training & DevelopmentContinuous Training & Development
Action/Process Action/Process
What actions does the organization take on a
regular basis to increase safety performance?
A successful integrated safety management system contains these essential elements effectively working together…
Visible, Demonstrated Commitment Clear, Meaningful Policies and Principles Challenging Goals and Plans High Standards of Performance
LeadershipLeadershipWhat does
management do to lead employees to safety excellence?
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The assessment was designed to develop a high-level path forward for continuous safety improvement
PlanPlanAssessAssess ImplementImplement EnvisionEnvision
Phase I
Phase II Phase III Phase IV
Renew & SustainExamine how the client currently gets its results
Organization & Structure Policies & Processes Performance analysis Work as it’s done Understand current state and
performance reasons
Develop the change plan What must be done? When must is be done? By whom? How? Assign accountability
Get management commitment to change Gain common understanding of
DuPont’s best practices Gain a common perspective of what
change is indicated Prioritize change actions Mobilize the organization’s leaders
Make the changes Guide process teams in
design and development Craft appropriate training Roll out changes Train employees Measure results
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Information was collected from multiple sources to analyze the current culture and the effectiveness of the existing systems
InterviewsInterviews
Over 86 people interviewed Management, Hourly Workers,
and Contractors Operational and BU Leadership Diagonal slice of organization Safety Professionals
Field AssessmentsField Assessments
Observation of work performed and associated work planning
Observations of personnel behaviors in the work areas
Discussions with labor performing work
Data AnalysisData Analysis
Injury Frequencies Injury Classifications Industry Comparisons Workers Comp Cost Analysis Indirect Injury Cost Analysis
Document ReviewDocument Review
Incident & occurrence procedures and reports
Organizational structure, with focus on safety management structure
Work procedures & job plans Safety inspection programs,
procedures, reports
Analysis ofTransmissionSafety Culture
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30,000 Hazards- 96% Unsafe Acts- 4% Unsafe Conditions
30,000 Hazards- 96% Unsafe Acts- 4% Unsafe Conditions
3,000 Near-Misses or First Aid
3,000 Near-Misses or First Aid
300 Recordable Injuries
300 Recordable Injuries
30 Majors
(LWCs and RWCs)
30 Majors
(LWCs and RWCs)
1 Fatal
1 Fatal
The occurrence and severity of injuries and incidents is a matter of probability. To prevent injuries you have to attack the base!
Employee enters vault without proper PPE or proper permits
Flash occurs however Employee is not harmed
Flash occurs, Employee attempts to move out of the way, Employee receives 1st degree burns
Flash occurs, Employee attempts to move out of the way, Employee receives 2nd degree burns and injures leg
Employee is fatally burnedThe Hazard Pyramid
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Agenda
Background and Approach
Current State Data Points
Assessment Results
Findings / Conclusions
Recommendations
Safety Leadership Concepts
Action Planning
Wrap Up
1313
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Safety Performance Indicators Reviewed
Key metrics (6/08 YTD)
DART KPI 1.52 (target 1.04)
PMVA KPI 2 (2008 target 3)
Contractor Rec. Rate 1.32 (satisfactory target 1.04)
Other Metrics
Injuries/PMVAs documentation; Contractor performance; Near misses; 2006 Safety Pulse Assessment
Plan for Actions to Improve
Self assessments; human performance and error reduction training; safety stand downs; safety briefing documentation; Incident Investigation improvements; contractor orientation and revised rules; switching device peer flagging
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Safety management system was benchmarked on a five-level scale for each of the twelve safety management elements
World ClassThe organization leads its industry in safety performance as a direct result of its safety focus, leadership, deliberate organizational design and the portfolio of activities it carries out to maintain a safe workplace
ExcellenceThe organization has strong capabilities to identify, learn from and correct at-risk behaviors and workplace hazards Safety is a top priority There is a free flow and exchange of information without fear of retribution and the organization is focused on learning and improving Hazard reporting, auditing and corrective implementation are well designed and executed on a regular basis
SkillThe organization shows numerous signs of continuous improvement and has a track record of modest and consistent improvement in safety performance Personnel are skilled in the application of basic safety management tools and techniques
AwarenessThe organization is aware of its performance and has established basic policies and processes to measure and improve safety performance There is relatively high value for safety efforts and an auditing system is in place to eliminate workplace hazards
FundamentalsThe organization has process in place to avoid known workplace hazards and uses trailing injury statistics for performance measurement Injuries and incidents are the main driving force behind discussion of safety management practices There is a written safety policy that may not be familiar to employees or be perceived as of high value Safety performance is known to some in the organization but is not widely known or thought about
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Overall, the Transmission safety management system has an “Awareness” level foundation upon which to build.
World Class
Excellence
Skill
Awareness
Fundamentals
12 Element Effectiveness Ratings
Leadership ActionStructure
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The overall rating of an organization helps us to locate where any organization is on the Bradley / Culture Curve.
• Level of Management commitment
• Condition of employment• Fear/discipline• Rules/procedures• Supervisor control,
emphasis and goals• Value all people• Training
• Personal knowledge, commitment and standards
• Internalization• Personal value• Care for self• Practice/habits• Individual recognition
• Safety by natural instinct
• Compliance is the goal• Delegation to safety
organization• Lack of management
involvement
Natural Instincts
Supervision
SelfTeams
Inju
ry R
ates
• Help others conform• Others’ keeper• Networking contributor• Care for others• Organizational pride• Core value• Trust
Reactive Dependent Independent Interdependent
Level 5Level 4Level 3Level 2Level 1
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Transmission’s current safety performance is primarily dependent
Management commitmentTrainingRules/proceduresSupervisor control,
emphasis, and goalsCondition of employmentFear/disciplineExpectationsValue all people
Personal knowledge, commitment, and standards
InternalizationPersonal valueCare for selfPractice, habitsIncreased communicationIndividual recognition
Help others conform Others’ keeper Networking contributor Care for others Organizational pride Open communications
Safety by natural instinctCompliance is the goalDelegated to Safety
ManagerLack of management
involvement
Dependent Dependent Independent IndependentReactiveReactive
Natural Instincts Supervision
Self
Teams
Inju
ry R
ates
Interdependent Interdependent
The journey to World Class is both a collective The journey to World Class is both a collective
and individual movement down the curve!and individual movement down the curve!
The journey to World Class is both a collective The journey to World Class is both a collective
and individual movement down the curve!and individual movement down the curve!
Transmission’s Performance*
Transmission’s Performance*
* Non-dimensional curve showing performance extends over a range
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Executive Summary - There is opportunity to build on the existing organizational capability and current safety foundation by building on existing strengths and leveraging opportunities.
Key OpportunitiesKey OpportunitiesOrganizational StrengthsOrganizational Strengths
● Employee/Supervisor safety
ownership/support
● Communications: tailboards; meetings;
supervisor contact
● Strong Management Personnel •Generally provide requested needs•Generally good L/M relations
● Capable and trained Safety Resources
● Generally very good attitudes
especially with those who work alone
● Safety communications (meetings; both
ways)
● Management Time in Field (Supervisor support; standard setting; visibility; communications)
● Departments too autonomous (silos); need to be pulling in the same direction (ie SAFERS)
● Involvement of all levels in initiatives, start to finish (ie job planning for field work; Manuals development)
● Refresher and reemphasis training
● Improve SAFERS and Inc. Inv. Approaches
● Continue to strengthen the Safety Communications with field personnel - Assure that Assessment Report highlights get communicated to all personnel
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Safety Management System - Leadership - Positives
• Management unsatisfied with performance and Interested in reducing injuries; top management feels they are doing a strong leadership job but they are somewhat disconnected from the realities of their employees; too occupied with demands they often feel are not additive
• Some managers involved, others not: Management generally backs the solutions for issues brought by labor
• Company rules (APM. Safety Manual) with Addendums for Transmission.
• Most know the current performance and goals which primarily center on zero Recordables, Severity and PMVAs;
• Participation in NU effort toward a common Safety Manual;
• “Live Line” process developed with Union involvement; JHAs exist
Visible, demonstrated commitment
Clear, meaningful policies and principles
Challenging goals and plans
High standards of performance
LeadershipLeadership
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Safety Management System - Leadership - Opportunities
Most management above Supervisors spend very little time in the field; contact needed to solicit feed back, support Supervisors, help set standards.
NU/Transmission Principles/Policies not known in the field though they are being told where they are
Employee involvement: e.g. development, implementation and use of Transmission principles and standards, procedures, equipment changes.
Management process for setting Goals, Objectives, Plans at each level incorporating input from all levels, especially the employees
A uniform set of guidelines so that Transmission does the same process with the desired results throughout.
Complete Common Safety Manual
Procedures: LOTO is being used with no locks (locks necessary) JHAs not used as often or effectively as they should; though they seem to be available, there were questions around whether field employees use the current procedures and standards or just “work safe” in their minds.
Visible, demonstrated commitment
Clear, meaningful policies and principles
Challenging goals and plans
High standards of performance
LeadershipLeadership
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Safety Management System - Structure - Positives
Clear accountability supported by pay system
All levels are empowered to stop jobs for safety reasons
8 Safety Pros of high quality are available; many metrics / information are generated but seldom used below the Manager level; generally a positive impact is felt though some employees feel some Safety Pros are not qualified in this industry
L/M Safety team has been initiated and plans exist for splitting into three teams on a geographical and work basis (issues can be brought up and expectations are that results will occur)
Have a progressive discipline system
Line management accountability
Supportive safety staff
Integrated committee structure
Performance measurement and progressive motivation
StructureStructure
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Safety Management System - Structure – Opportunities
Safety Pros’ “job definition” needs altered to reflect “resource for line organization”: belief is they tend to be reactive rather than proactive; belief is they should be more active in remote areas; metrics generated must be effectively applied and used throughout the organization; respect for capabilities is less than it should be (perception they have little field experience); .
Improve Safety Team effectiveness by involving people in solutions development, safety Goals/Objectives/Plans, procedure development, new equipment reviews, changes to substations, etc.
Call to Action is a major de-motivator (punitive aspects are driving near misses/minor injuries/incidents underground). Many believe reporting/investigating will improve dramatically with more of a coaching/counseling approach. The discipline system is not universally applied;
Evaluate Skills and develop employees; very limited union involvement in any decision making or initiative implementation
Line management accountability
Supportive safety staff
Integrated committee structure
Performance measurement and progressive motivation
StructureStructure
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Safety Management System - Action - Positives
Incident Investigation system with Corrective Actions data base; SIRS used for communication
SAFER system though extremely limited in usability. Isolated examples of very effective SAFER utilization
Good communications: tailboards conducted and documented; monthly meetings; supervisor/labor interactions; top down direction
Training: “Quick Cards” developed and distributed for how to address specific safety issues; have new employee training; FormFirst used; ergonomics being explored;
Thorough investigations and follow-up
Effective audits and re-evaluation
Effective communication processes
Safety management skills
ActionAction
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Safety Management System - Action - Opportunities
Incident Investigation process led by Safety with outside team personnel but should be all Line Organization responsibility; system not fully getting to root causes is; limited participation; little use of data analysis and application
Variance in management understanding of SAFERS utilization; no analysis; little felt leadership; though the belief is that dialogue is crucial, little is being done; must make the decision to do or not do SAFERS (or something better) and then follow through to effective data utilization, etc.
Little input from Union in policies, design, and communications; sub-team approach would involve employees and their supervisors in everything including developing communications
Retraining on standards and SOP’s needed; many reports of inadequate or nonexistent new equipment and changed policy training; little refresher training; little new substation equipment involvement, knowledge and training; E-learning is not accepted as effective (defensive driving and others)
Thorough investigations and follow-up
Effective audits and re-evaluation
Effective communication processes
Safety management skills
ActionAction
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Although a system to investigate all incidents exists, there are many opportunities across NU to improve this system.
Strengths A system is in place with good intentions, purpose, etc. For severe incidents, investigations are very good: full teams, outside experts, employee
involvement, and thorough root cause analysis In general, timely completion of incident investigations seem to be the norm. Line managers understand and support the concept of “prevention of recurrence”
Key opportunities Conclusions are incomplete: reports seldom include essay text, only checked boxes Generally overly compliance focused Few near misses, regardless of how serious, are investigated to any level of completeness Strong tendency to attribute cause to conditions versus acts of people Many investigations are by only one manager/supervisor Investigation and discipline system intertwined: “Was a rule broken? Yes? No?” These
should be separate considerations We question significant number of root causes and related factors. (Is this really the “root
cause”? Why? Why? Why?) Often action items will not reasonably prevent recurrence Actions should include: What? Who? When? No system to track completion of actions Many reports are not reviewed with employee
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Audit system (SAFERS) is a fundamental system that can be used affectively to drive both positive safety performance & cultural change across NU .
Strengths
A system is in place with good intentions, purpose, etc
Employees are aware that audits occur
Line managers understand their responsibility to submit their quota of audits reports
Key opportunities
Audits reports often include only checked boxes
Strong tendency to focus on conditions; not acts of people
Few “cross audits” by managers of other organizations
Workers very seldom included in audit teams
Constructive, re-enforcing safety discussions as part of the safety audit, are rare
Limited use of “layered audits”; superior and subordinate together
All groups need to track trends (i.e. unsafe acts per audit hour, type of unsafe acts) and use analysis to effect change across the organization
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Agenda
Background and Approach
Current State Data Points
Assessment Results
Findings / Conclusions
Recommendations
Safety Leadership Concepts
Action Planning
Wrap Up
2828
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To assess the degree of change necessary, we evaluated the degree of alignment between your current safety culture and best practices
DuPont and Transmission have existing management systems that embody certain values and philosophies, and reflect certain organizational priorities
Transmission has a unique set of functioning capabilities to operate systems Our goal is to help Transmission by merging the principles, practices and systems of World-Class
change management with your systems to create positive change
DuPontSafety
Resources
Integrated Transmissio
n Safety Management
System
CurrentTransmissio
n Safety Systems,
Process, and Culture
DuPont Change Management Experience
DuPont Owner/Operator Safety Experience
DuPont Multi-Market Client Experience
Transmission and Industry experience
Transmission safety
expertise
DuPont utility industry experience
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Initial Recommendations and Priorities
Lead by Example
Felt Management leadership (time in field)
define, communicate, ‘reinforce & enforce’ acceptable behaviour standards for everyone; visible support
Initiate thorough review of capital functions
Activate the Safety Committees ASAP:
Opportunity for involvement and contributions
Increases interest and “they care about me” perception
Assists in data analysis and application to reduce injuries
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Initial Recommendations and Priorities
Do something about CtA punitive perception
More effective Safety Observations (SAFER or better)
Focus on employee behaviours through interaction
Analyse & utilise data to drive improvement
Improve competency in incident investigation
Training including Why, why, why, why, why?
Report and treat all ‘near misses’/incidents as a ‘gift’
Contractor Management
Uniformly monitor all contractors
Further analyse and utilize data
3131
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The DuPont safety philosophy is composed of a core set of guiding values and principles
All injuries and occupational illnesses can be prevented
People are the most important element of the safety and health program
Management is responsible (for preventing injuries)
All operating exposures can be controlled
It is necessary to thoroughly train all employees to work safely
Safely is a condition of employment
Audits must be conducted
All deficiencies must be corrected promptly
Off-the-job safety is an important part of the safety effort
Do you know NU Safety Principles? Do you know NU Safety Principles? If so, how can we implement them?If so, how can we implement them?
Do you know NU Safety Principles? Do you know NU Safety Principles? If so, how can we implement them?If so, how can we implement them?
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Northeast Utilities Key Safety and Health Principles
1. Working safely is a condition of employment
2. People are the most important element in the occupational safety and health program.
3. Management is responsible for assuring safety and healthy working conditions.
4. Work-related injuries CAN BE prevented.
5. Hazard exposures CAN BE controlled.
6. Deficiencies must be corrected promptly.
7. It is necessary to thoroughly train all employees in safety rules and safe work practices.
8. Management must audit occupational safety and health practices and programs in order to assure success.
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Strategic Safety Management Structure
Summarizing recommendations from the site assessments, NU should implement a safety improvement program consisting of the following core elements.
Improve Key Safety Process Systems - Audit/Observation, Incident Investigation, and Rules and Procedures
Safety Leadership Competencies
Safety Culture Improvement
Organizational Training
Safety and Human Performance Management System
Communications Activities and Employee Involvement
3434
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Agenda
Background and Approach
Current State Data Points
Assessment Results
Findings / Conclusions
Recommendations
Safety Leadership Concepts
Action Planning
Wrap Up
3535
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Safety Excellence and
World-Class Performance
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Safety Management System: Essential Elements
Goals & ObjectivesGoals &
Objectives
StandardsStandards
MotivationMotivation
TrainingTrainingSafety
ObservationSafety
Observation
SupportiveSafety
Personnel
SupportiveSafety
Personnel
Leadership-VisibleManagementCommitment
OrganizationOrganizationPolicyPolicy Responsibility &
AccountabilityResponsibility & Accountability
CommunicationCommunication
IncidentInvestigations
IncidentInvestigations
1
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What Is World-Class Safety Performance?
Virtual elimination of lost work injuries(consistently <0.10 )
Low total injury frequency (consistently <0.8)
Low off-the-job injury frequency (<0.5)
Low incidence of occupational health problems
Same standards for contractors
Excellent safety in all units
Built into the culture
2
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0.03 0.06 0.090.26
0.5
0.8 0.8
1.21.3
1.4 1.4
2.9
0
0.5
1
1.5
2
2.5
3
3.5
How Do You Compare?Injuries & Illnesses – Cases With Days Away from Work Rate per 100 Employees
All Industry Average (1.3)
U.S. Bureau of Labor Statistics, 2006 Data – Injuries & Illnesses
Comparison companies* 2007 data ** 2006 public domain *** 2005 public domain
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0.32 0.35 0.40.76
2.0
2.9
3.4
4.8 4.85.1
6.0
4.1
0
0.5
1
1.5
2
2.5
3
3.5
4
4.5
5
5.5
6
6.5
How Do You Compare?Injuries & Illnesses – Total Recordable Case Rate per 100 Employees
All Industry Average (4.4)
U.S. Bureau of Labor Statistics, 2006 Data – Injuries & Illnesses
Comparison companies* 2007 data ** 2006 public domain *** 2005 public domain
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Safety Leadership Fundamentals Qualitative Attributes
• Identify what Felt Leadership is
• Demonstrate its necessity
• Explore the role of the Safety Leader
4141
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Felt Leadership Definition
• Felt Leadership is the net result of management’s actions and communications in ways that people at all levels come to understand and “feel” their leaders’ high standards and expectations, and accept their strong commitment to safety as genuine.
• Through Felt Leadership, management influences and helps align employees’ own safety commitment and conduct, guided by the safety vision, beliefs, principles, policies and goals.
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BUSINESS
CULTUREACCOUNTABILITY
Felt Leadership is All About People
RE
SP
EC
T T
HR
OU
GH
A
CT
ION
PU
BL
IC
PR
OC
LA
MA
TIO
N
PERSONAL RESPONSIBILITY
SAFETY
BUILDS TRUST AND FAITH
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Felt Leadership Framework
The Felt Leadership Framework defines the behavior range needed to influence people
Leaders set standards and expectations by communicating with their staff in 3 modes, as appropriate in different situations. While the ultimate goal is always injury prevention, the required leadership behavior can range from inspiration whenever possible, to agreement, or enforcement, as appropriate or necessary
All ManagersFLS --- CEO
Felt Leadership
range of action
MODES INSPIRATION ENFORCEMENT
Inspire/MotivateGain commitment
ComplianceGoals
Convince/persuade
Documents Values/Principles/etc Discipline processSystems
Tools CommunicationsSafety Observation
Leadership/MgtAction
Demand compliance
Warn (verbal/written)Counsel
Suspend/Terminate
St’ds/Rules/Proced’sPerformance Manag’t
Safety ObservationCommunicationsCommunications
St’ds/Rules/Proced’s
Define expectationsManage/Supervise
AGREEMENT
Gain alignmentGet agreement
Articulate Values/Principles
Demonstrate commitmentCoach/Mentor
Remove BarriersRecognize achievements
Reward & Recognition
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Felt Leadership - Summary of Action ElementsArticulate your views and commitments around safety
Values, Beliefs, Principles, Goals, Plans Cultivate the concept of Proprietorship for safety – at all levels Gain alignment with your staff around your Safety Values
Manage safety performance proactively Monitor performance (statistics, incidents, observations) Enable Performance (recognition, training, coaching, barriers)
Use safety communications as an explicit safety management tool Personal conversations Modeling Communication channels Tradeoff decisions and guidelines
Conduct Safety Observations/Conversations
Maintain unwavering focus on safety – as a core value
Demonstrate your safety commitment through personal involvement Leading central safety meetings with direct reports Participating in incident investigations
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Management commitmentTrainingRules/proceduresSupervisor control,
emphasis, and goalsCondition of employmentFear/disciplineExpectationsValue all people
Personal knowledge, commitment, and standards
InternalizationPersonal valueCare for selfPractice, habitsIncreased communicationIndividual recognition
Help others conform Others’ keeper Networking contributor Care for others Organizational pride Open communications
Safety by natural instinctCompliance is the goalDelegated to Safety
ManagerLack of management
involvement
Dependent Dependent Independent IndependentReactiveReactive
Natural Instincts Supervision
Self
Teams
Inju
ry R
ates
Interdependent Interdependent
TransmissionPerformance*TransmissionPerformance*
Felt Leadership Modes
Enforcement Agreement Inspiration
• Increasing commitment to safety values - at all levels • Continuous improvement of Safety Management Systems • Mastering prevention…. elimination of injuries…..ZERO!
Accelerated Safety
Improvement Initiative
SustainableHigh Performance lives here
Evolution of Improved Safety Culture
2
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The following cultural paradigm shifts need to be made to continue the journey to World Class Safety
Perception that production is more important than safety – “Just get the job done.”
Safety is at least equal with production and quality—good safety is good business
Safety goals developed with limited organizational input and may be counter-productive (e.g. ~XX% improvement in DART 2006 to 2007)
Organizations are integrated into the process for setting challenging goals and defining action plans to achieve these goals
Management’s commitment to safety is questioned in the organization
Management’s commitment to safety is felt at all levels of the organization as genuine
Safety auditing / observation is primarily the job of supervisors and is focused on the conditions
Comprehensive, structured auditing system that involves all levels, collects data & uses this data as a key change agent
FromFrom ToTo
Little known safety policy and supporting principlesSafety policy is the driving force behind systems & processes for managing safety
Limited organizational structures for management teams to lead safety effort
Expanded safety organization - all levels involved
“Culture shift” where discipline has its place, but systems for progressive motivation are the primary focus in driving safety performance
There is little progressive motivation for good safety and fear of discipline is driving counter-productive attitudes and actions
Line Organization is responsible for systems implementation and safety performance, and Safety Professionals serve as trusted resources
Improvement of safety systems and subsequent performance is the job of the Safety Professionals
Safety is used, at times, as a lever to influence non-safety related labor/management issues
Safety is an area of common ground and cooperation towards the shared goal of protecting all people that work at or for Northeast Utilities
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Behavioral change to a safer
culture must begin with the
behavior of Leadership
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Agenda
Background and Approach
Current State Data Points
Assessment Results
Findings / Conclusions
Recommendations
Safety Leadership Concepts
Action Planning
Wrap Up
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Humanistic - “It’s the right thing to do”, “I don’t want to attend any more funerals for employees and contractors”
Direct financial - “We can spend less on workers’ compensation and litigation”
Market driven – “Our customers require us to be world class - such performance can be a competitive advantage”
Labor supply – “It’s difficult to hire and retain qualified personnel, so we can’t afford to lose them to injuries”
Labor relations - “We can use safety as a ‘common ground’ to rebuild the trust and morale of the work force”
Public relations - “We can use safety performance to increase our standing in the community”
Broad financials - “We can eliminate other losses that are related to shortcomings in our safety culture”
Business sustainability - “Good safety is good business”
Companies tackle safety for many reasons . . .
Why is Transmission focusing on safety?
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• Management Commitment• Condition of Employment• Fear/Discipline• Rules/Procedures• Supervisor Control,
Emphasis, and Goals• Value All People• Training
• Personal Knowledge, Commitment, and Standards
• Internalization• Personal Value• Care for Self• Practice, Habits• Individual Recognition
• Help Others Conform• Others’ Keeper• Networking Contributor• Care for Others• Organizational Pride
Dependent Dependent Independent IndependentReactiveReactive
• Safety by Natural Instinct• Compliance is the Goal• Delegated to Safety
Manager• Lack of Management
Involvement
Natural Instincts
Supervision
Self
Teams
Inju
ry R
a tes
Interdependent Interdependent
2008 2010
Where does Transmission want the future state safety culture to be in 2010….
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0
2 0
4 0
6 0
8 0
1 00
Embarking on an aggressive safety management improvement journey, Transmission should expect to substantially increase its performance in all assessment areas . . .
Example of Effectiveness Levels Versus DuPont Model
Awareness
Skill
World Class
Excellence
Fundamentals I
II
III
IV
V
2008 Assessment
Year End 2010
Year End 2009
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Values and Beliefs Support the Vision
Our actions are strongly influenced by our values.
Values means “beliefs” – what we hold to be true about something as seen in behaviors.
Vision won’t become action without alignment among people.
Developing values may expose conflicts.
The vision is supported by stating values.For example,
“All injuries can be prevented.”
“Excellence in safety can be achieved at the same time as excellence in other business areas.”
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The Future State Vision
“How We Want Things to Be”
Think about a state of being a few years in the future (~3 years).
Make it a real stretch, but achievable.
Break subject into key elements. “We will reduce our lost-time injuries.”
Develop actionable statements for each element.“In 3 years our lost work injury frequency will be in the top 15% of our industry.”
Consider how progress will be measured.
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Exercise: What Does Our Future State of Safety Look Like?
• Select a spokesperson
• In your table groups, identify statements, conditions,
characteristics, etc. that describes what our safety culture will look
like 12 to 24 months into the future. Consider the following:
• Characteristics of an Injury-Free Workplace
• Concept of “All Injuries Can Be Prevented”
• Guiding Safety Vision & Policy
• Chart summary of group’s input
• Take 15 minutes to complete
• Report back to workshop
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List the Potential Cultural Barriers to Achieving the Safety Vision:
• ___________________________________
• ___________________________________
• ___________________________________
• ___________________________________
• ___________________________________
Exercise: What are the Potential Barriers for Safety Excellence Implementation?
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Exercise: Set preliminary Action Plans for implementing the Recommendations
• Select a spokesperson Review the group of Recommendations extracted from the Assessment Report
Discuss current safety activities and action plans currently underway within PSNH
Consider the following:
* What needs to get started
* What needs to be continued
* What needs to be upgraded / enhanced
• Chart summary of group’s input
• Take 15 minutes to complete
• Report back to workshop
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Action Plan FormActions Metrics Completion Dates Review Cycle
De-brief assessment results with entire
organization% of employees
contacted September 22, 2008 ELW on September 23
Schedule Re-Visit / Action Planning Session
End of September / Beginning of October ELW on September 23
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Agenda
Background and Approach
Current State Data Points
Assessment Results
Findings / Conclusions
Recommendations
Safety Leadership Concepts
Action Planning
Wrap Up
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NU Safety Initiatives Timeline
Jun Jul Aug Sep Oct Nov DecJan2009
Jun Jul Aug Sep Oct Nov Dec 2009
I. Kick Off and Visioning(Leadership)
2. Safety Leadership Training – Safety Pros
3. Assess PSNH, WMECO and Transmission
4. Define Roles/Resp. of line and staff safety.
5. Assess Integrated safety management orgs.
6. Establish Process Improvement Team 7. Executive Coaching and Consulting
8. Supervisor Training 9. Roll out new Processes
Roll Out Processes
Assess Integrated Safety Management Structure
Executive Visioning & Leadership
Session
Safety Pros
(1 Day)
Coaching & Consulting
Improve Observation Program (SAFERS) – Begin Trending Leading Indicators
Assessment3-4 weeks
Define and Clarify Roles
Design and develop Supervisor Training Program
(Includes Train-the-Trainer)
Roll Out Training
Executive Wrap Up Session
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Now is the time to commit to doing something different……
“If you always do what you’ve always done…..
You will always get what you already got……. “
Forest Gump
“Insanity is defined as continuing to do the same thing and expecting different results.”
Albert Einstein
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ONE LAST THOUGHT . . .
Thank you Thank you and have a SAFESAFE day!
“We must become the change we want to see” - Mahatma Gandhi
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Appendix A
NU Corporate Level
Recommendations – Detail
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Strategic Safety Management Structure
Charter and establish a divisional safety leadership structure and multi-level site safety leadership organizations to oversee the safety effort and ensure safety goals & objectives are achieved
Improve Key Safety Process Systems - Audit/Observation, Incident Investigation, and Rules and Procedures
Institutionalize the processes used to manage safety which focus on reducing injuries while promoting safety awareness, fostering employee involvement, reinforcing safe work practices and monitoring work behaviors
Safety Leadership Competencies
Develop and implement a division-wide system to ensure that the line organization possesses the necessary skills & competencies to effectively lead the safety effort and demonstrate safety as a core value
Safety Culture Improvement
Build on current cultural improvement efforts and past success by bringing Management and Labor together to work collaboratively in addressing the key areas for improvement from the Assessment and Safety Perception Survey
Summarizing recommendations from the site assessments across all of NU, a safety improvement program consisting of the following core elements should be implemented.
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Summarizing recommendations from the site assessments across all of NU, a safety improvement program consisting of the following core elements should be implemented.
Organizational Training
With existing systems improved and consistently rolled out across the organization, institute a more focused and continuous training program that will increase safety awareness on and off the job, will serve to help improve overall employee process knowledge and involvement, and will ensure that all employees have the skills necessary to perform required tasks safely.
Safety and Human Performance Management System
Develop standards for safety, human (management and labor) performance management systems, coupled to comprehensive metrics, to monitor the effectiveness of the improved systems and processes and the organization’s ability to continually advance the safety culture
Communications Activities and Employee Involvement
Build fundamental systems, based on an integrated structure, that will drive Employee involvement in all aspects of safety, drive more effective two-way communication and develop meaningful activities to promote safety both on and off the job
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Core Element: Safety Management Structure Continue to develop a structure, with management accountability, that shares ownership for safety activities between management the BU
Charter (key functions, roles & responsibilities) CSC-type organizations at the divisional and site levels to:
Provide effective oversight of the safety management effort
Set standards for all safety systems for consistency across and within sites—provide a framework for assessing leadership performance
Ensure that roles for safety responsibility and accountability are well-defined between the Safety Group and the line organization
Charter and establish standing and ad hoc subcommittees
Increase employee involvement in the safety effort
Increase employee value for an injury-free workplace
Provide a safety framework that transcends time and personnel changes
Charter and establish a divisional safety leadership structure and multi-level site safety leadership organizations to oversee the safety effort and ensure safety goals & objectives are achieved
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Medical Medical ResourceResource
EnvironmentalEnvironmentalCoordinatorCoordinator
ContractContractCoordinatorCoordinator
SafetySafetyProfessionalProfessional
Supporting
StandingStanding
Ad HocAd Hoc
SubcommitteesSubcommittees
LeadershipLeadership
Chairperson Implementing
Line OrganizationLine Organization
This reference model, the Strategic Safety Management Structure, chaired by Leadership and resourced by the Line Organization, is the safety strategy and decision-making body
Strategic Safety Management Structure leadership responsibilities
Define and articulate the organizational safety vision and expectations
Focus on the metrics (trailing, current, and leading) Integrate safety consistently throughout the
organization Create a formalized structure in which safety
initiatives can be implemented Create expectations of the safety support
organization Align safety leadership beliefs and expectations with
individual and organizational performance Define and understand organizational barriers Understand and develop organizational needs Expand employee involvement and ownership for
safety performance
Existing Safety Committee structure has no Strategic component and is not integratedExisting Safety Committee structure has no Strategic component and is not integratedExisting Safety Committee structure has no Strategic component and is not integratedExisting Safety Committee structure has no Strategic component and is not integrated
Strategic Safety Management StructureStrategic Safety Management Structure
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Any structure to govern or manage safety must include the following
Plan
Organize
Control
Direct
Strategic Vision
StrategicLeadership
Operational Management
Do
Do
Do
Do
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DuPont’s suggested structure has all the elements required for a decision making body: Strategic direction, Leadership to manage the change and Operational body to implement
SafetySafetyOrganization (SME)Organization (SME)
StandingStanding
Ad HocAd Hoc
SubcommitteesSubcommittees
Strategic Decision Strategic Decision Making BodyMaking Body
(Top Management(Top Management
Employee Involvement
Line OrganizationLine Organization
Strategy
OperationalLeadership
Leading / Supporting
Operational / Implementing
Plan
Organize
Control
Direct
Plan
Organize
Control
Direct
Plan
Organize
Control
Direct
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Core Element: Safety Process Systems – Audit/Observation, Incident Investigation, Rules and Procedures
Create, process and communicate company safety philosophy and supporting principles
Develop set of guiding principles based on this philosophy
• e.g., All injuries are preventable
Use this “new” guiding philosophy to improvement existing & develop new safety process systems that:
Holds all line management to responsible to participate
Involves all levels of the organization
Systematically records findings & results
Establishes system metrics to monitor quality & results
Requires site analysis of audit and incident investigation results
Establishes follow-up system for recommendations
Ensures site and area safety rules are established, communicated, understood and followed
Institutionalize the processes used to manage safety which focus on reducing injuries while promoting safety awareness, fostering employee involvement, reinforcing safe work practices and monitoring work behaviors
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Core Element: Safety Culture Improvement
Build on past success and current culture improvement work in working cooperatively to begin shifting Organization’s culture
Use current Safety Perception results, DSR Assessment findings and recommendations, and existing Culture improve work as the basis
Future visioning workshops
Development Performance Improvement Teams to address key culture issues
• Teams will include both Management and Labor
Hold teams accountable and follow-up on results
Build on current cultural improvement efforts and past success by bringing Management and Labor together to work collaboratively in addressing the key areas for improvement from the Assessment and Safety Perception Survey
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Core Element: Safety Process Systems – Communications Activities and Employee Involvement
Implement systems the drive employee involvement in and ownership of safety
Create the processes that allow for the efficient communication both down and UP the organization
Embed this new communication process, philosophy and supporting principles in the Organization
Develop meaningful activities that promote both on and off the job safety
Safety is about people 24/7/365
Drive Employee involved in audits and incident investigations
Build fundamental systems, based on an integration structure, that will drive Employee involvement in all aspects of safety, more effective two-way communication and develop meaningful activities to promote safety both on and off the job
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Core Element: Safety and Human Performance Management Systems
Participative setting of safety performance goals & objectives:
Directly linked to “new” Safety Philosophy
Meaningful, ambitious and realistic (S.M.A.R.T.)
Organization/site specific—communicated to all
Aligned with corporate objectives
Set of metrics to measure past and current performance that can feed a system of predictive measures
Expanded metrics to include current & leading indicators
Direct links between management’s compensation/career advancement and personal safety performance
Integrated directly into systems for reward and recognition, and discipline
Develop standards for safety management systems and leadership, coupled to comprehensive metrics, to monitor the effectiveness of leadership and their ability to continually advance the safety culture
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Core Element: Safety Leadership CompetenciesThe level of leadership skill in the management of safety will have to improve to drive a new level of safety performance
Establish a management-level safety leadership and skill training curriculum that provides:
Fundamental safety leadership & refresher training for all line managers
Advanced safety observation & incident investigation skills
Effective felt leadership and employee coaching skills
Hazard recognition
Skill development around leading by example
• i.e. area housekeeping, visible in the field, tiered audits, etc
Ensure that all line managers/supervisor receive safety leadership training
Provide worker force with safety awareness training
Develop and implement a division-wide system to ensure the line organization possesses necessary skills & competencies to effectively lead the safety effort and demonstrate safety as a core value
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Core Element: Organizational TrainingRecent injuries & incidents, along with observations and comments, confirm the need for more and better training
Training in World Class Safety fundamentals for the Organization
Current injuries and incidents point to a lack of awareness with respect to work activities and their related risks
Maintenance on new equipment installed by contractors
Procedurize training and maintenance
Training on new and upgrade systems and procedures
Off the job safety
The workforce is generally receptive to an off-the-job safety program, and it will address some of the employee concern that management is only concerned with the numbers, not the people
As with many Utilities, turnover over the next five to ten years is going to drive the need to develop both more rigor around procedurizing the work and the training of these procedures
OJT is excellent, but this too needs to be procedurized
Institute a more focused and continuing training program that will increase safety awareness on and off the job and will serve to help improve overall employee process knowledge and involvement in safety improvement
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Rules & ProceduresRefine Process for Defining and Documenting Standards
Rules & ProceduresRefine Process for Defining and Documenting Standards
Contractor Management
Establish the Systems to Manage Contractor
Safety
Contractor Management
Establish the Systems to Manage Contractor
Safety
At-risk Act/Condition
Process Hazard Review
Refine Process for Analysis and Mitigating
Process Risks
Process Hazard Review
Refine Process for Analysis and Mitigating
Process Risks
Auditing and Safety Observations
Refine Process that Reinforces Standards and
Expectations
Auditing and Safety Observations
Refine Process that Reinforces Standards and
Expectations
Communication, Activities and Involvement
Refine Processes that Foster Employee Involvement
Communication, Activities and Involvement
Refine Processes that Foster Employee Involvement
Incident InvestigationRefine Process that Prevents Injury Recurrence and Affects
Change
Incident InvestigationRefine Process that Prevents Injury Recurrence and Affects
Change
Performance ManagementRefine Process for Establishing High
Expectations, Providing Values Basis, Monitoring Performance and Driving
Accountability
Performance ManagementRefine Process for Establishing High
Expectations, Providing Values Basis, Monitoring Performance and Driving
Accountability
Integrated StructureFoundation of an Effective Safety System
Integrated StructureFoundation of an Effective Safety System
Visible ManagementCommitment
“Felt Leadership” - The Key Stone
Visible ManagementCommitment
“Felt Leadership” - The Key Stone
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Our implementation delivery method would be based on these PSNH task teams carrying out the redesign and rollout of your key safety business processes with DSRs assistance and guidance.
Each process redesign team reports to a central committee or steering team
The steering team is responsible for overall direction and resource deployment on the project
Each team requires a senior client manager(s) to lead and provide direction to the team, and eliminate barriers to team success
Task Teams and Rest of Organization
Project Core TeamProject Core Team
Executive Steering Team Executive Steering Team
Team StartupAssess Current
ProcessEnvision New
ProcessPlan New Process
Implement
Leaders
Team members
Team Charter
Quantitative
Qualitative
Visual
Learn
Compare
Decide
Gaps
Policy
Procedures
Pilot
Revise
Rollout
Assess Envision Plan ImplementImplement
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Strategic Safety Mgmt Structure – Design / Build / Pilot / Staff / Run
Communication & Change Management
Organizational Training & CoachingFormal
Informal
Operational Leadership/Supervisory
Executive / Department Leadership
Employees
Orientation & Alignment
Assess theCurrent State
Envision theFuture State
Plan the Transition
Implement the Changes
Values & Priorities
Change Readiness
Functioning Capability
Re
com
me
nd
atio
ns
for
Ch
an
ge
Supporting Structures
Performance / Capability
Below is a example of a high-level project plan integrating DSR’s proven methodology with the key recommendations for PSNH.
Time ~ 2 yrs~ 12 - 18mos
~ 1 wks
~ 8 – 16 wks~ 4 - 6 wks
CommunicationsPerformance MgmtAuditing/ObservationRules & ProceduresIncident InvestigationTraining
Analyze / Design / Pilot / Roll-out / Manage / MaintainSub-CommitteesOrg
aniz
atio
nP
roce
ssP
eop
le
Recommended