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From Aspiration to Commitment: Achieving Vision Zero
John Dony
From Aspiration to Commitment: Achieving Vision Zero
John Dony Campbell Institute
National Safety Council MISSION: Save lives by preventing injuries and deaths at work,
in homes and communities, and on the roads through leadership, research, education and advocacy.
101 Years of Operation
5,000 Volunteers
51,000 Members
8,500,000 Employees Reached
December 2-3, 2014
Who Was Robert W. Campbell?
– First President of NSC – Viewed EHS in business as humanitarian – Recognized role of EHS in business
performance – Advocated sharing experiences and lessons
learned for improvement worldwide
December 2-3, 2014
› The most prestigious award in EHS › International award for business
excellence through EHS management › Rigorous application and review process › Started in 2004 with 13 winners to date › Underwritten by Exxon Mobil
December 2-3, 2014
Campbell Award Winners 2013 2012 2011
2008 2007 2006
2010 2009 2008
2006 2005 2004
The Campbell Institute at the National Safety Council is the global EHS center of excellence. The Institute provides a forum for leaders in EHS to exchange ideas and collaborate across industry sectors and organization types.
December 2-3, 2014
Campbell Institute
Participants
December 2-3, 2014
World Class EHS
Leadership & Culture
Integrated System
Balanced Metrics
Linked to Operations
Citizenship
December 2-3, 2014
Key Research Findings
Review
• Campbell Award-winning applications • Award supplemental materials and case studies
Gather
• Interviews and updates • EHS Executives at each organization
Analyze
• Common themes and best practices • Approaches and attributes
December 2-3, 2014
Research Methodology
Excellence in EHS hinges on the ability of individuals throughout an organization to contribute to building and sustaining an organizational culture that places EHS on par with business performance.
Key Finding 1: Leadership & Culture
C-Suite Accountability
EHS Leadership Training
Employee Empowerment
Vision of Zero
Critical Elements
December 2-3, 2014
Key Finding 1: Leadership & Culture
Noble Corporation - 2004 – Safety Training Supervisor – Critical on offshore rigs – All employees entering operations
leadership must hold position at least 18 months
December 2-3, 2014
Leadership & Culture: Example
Excellence in EHS hinges on a systems-based approach to EHS management through adoption and adaption of existing standards to ensure seamless integration across all business functions, including contractors.
Key Finding 2: Integrated System
Management Commitment
Audit & Assessment System
Focus on Continuous Improvement
Contractor & Supply Chain Consideration
Critical Elements
December 2-3, 2014
Key Finding 2: Integrated System
Johnson & Johnson - 2005 – Safety Champions – Executive-level leaders – Every EHS initiative includes champion
willing to “go to bat” at highest levels & obtain buy-in
December 2-3, 2014
Integrated System: Example
Excellence in EHS hinges on a commitment that regardless of the complexities and uncertainty of running a successful business, EHS remains firmly aligned with business and financial objectives, strategies, and values.
Key Finding 3: Business/EHS Linkage
Operational Readiness &
Resilience Business Process
Alignment
EHS Cost-Benefit Analysis
Merger & Acquisition Activity
Critical Elements
December 2-3, 2014
Key Finding 3: Business/EHS Linkage
UTC Fire & Security - 2011 – Growth through M&A – Quadrupled over 5 years – EHS management used as focal point
for integration: 3 year process to align operations, performance, and culture
December 2-3, 2014
Business/EHS Linkage: Example
Excellence in EHS hinges on extending efforts to promote the health and safety of their employees off-site, as well as investing resources in surrounding communities through programs and events, volunteerism, community outreach, and work toward global issues.
Key Finding 4: Strategic Citizenship
Leadership-level Involvement
Active Employee Engagement
Global Issues as Appropriate
Relevant Local Issues
Critical Elements
December 2-3, 2014
Key Finding 4: Strategic Citizenship
Fluor Hanford - 2008 – Environmental remediation of nuclear site – History of mistrust from previous govt
contractors – Tailored citizenship efforts to local
community including schools, building projects, etc.
December 2-3, 2014
Strategic Citizenship: Example
Excellence in EHS hinges on utilization of a combination of leading and lagging indicators to promote and monitor continuous reduction of risk and improvement management systems.
Key Finding 5: Performance Measurement
Benchmarking Within and Across Industries Balanced Scorecard
Site, Business Unit, Corporate
Approaches
Building on EHS to Achieve Sustainability
Critical Elements
December 2-3, 2014
Key Finding 5: Performance Measurement
Dow Chemical - 2010 – Audacious stretch goals – Developed in 1995, 2005 – 10-year goals to drive innovation, promote
use of leading metrics, and find creative solutions
December 2-3, 2014
Performance Measurement: Example
We’ve All Seen This Graph
› Radioactive Half-life
› Pharmacology/Toxicology
› Chicago Cubs World Series Prospects
› Lagging EHS Performance
“You must choose. But choose wisely.”
• Characteristics • Taxonomy
DEFINING
• Enablers • Barriers • Current State
ALIGINING
• Categories • Metrics • Studies
REFINING
December 2-3, 2014
A Practical Approach to Leading Indicators
Practical Approach
Workgroups
Survey Expert Panel
December 2-3, 2014
Leading Indicators Research Methodology
A proactive, preventative, and predictive measure that monitors and provides current information about effective performance, activities, and processes that drive the identification and elimination or control of risks.
A Working Definition
Robust Leading
Indicators
Actionable
Achievable
Explainable
Meaningful
Timely
Transparent
Useful
Valid
December 2-3, 2014
Eight Critical Characteristics
FELIDAE
A Taxonomy of Leading Indicators
Leading Indicators Taxonomy
Behavior Based
Leadership Employees
Operations Based
Risk Assessment
Preventative Action
Systems Based
Audits Training
Activities Thoughts
Perceptions Work Processes
Equipment
Functions of
System
Sample Metrics - Behavior
• Contact Frequency
• Comments Acted On
• Suggestions Implemented
Leadership
• Committee Number/ Quality
• Comments Suggested
• Number of Grievances
Employees
• Number of Observations
• Percent At-Risk/Safe
• Observation Quality
• Participation Rate
Safe/At-Risk
• Number of Walk-Arounds
• Frequency of Management Involvement
Area Walk-Arounds
Risk Assessment
• Completion/ Quality
• Types of Risks Identified (High/Med/ Low)
Corrective Action
• Time to Closure
• Percent Prioritized by Risk
Maintenance
• Time to Completion
• Percent On-Time vs. Unplanned
Design
• Percent Against Hierarchy of Controls
• Percent Passing Validation
Sample Metrics - Operations
System Audits
• Maturity Score
• Number of Findings
• Percent of Root Cause Findings
Training
• Number/ Percent Completed
• Percent of Root Cause Findings
• Quality of Training
Recognition/ Discipline
• Number and Percent Positive /Negative
• Percent Tied to Incident Outcomes
Metric Effectiveness
• Correlation to Lagging
• Percent Rolled-up to Corporate
Sample Metrics - System
› Five organizational examples
› Training, Leadership, Audits, Observations, Investigations
› Short useful lessons learned
December 2-3, 2014
A Case Study Approach
Initial State: Two Indicators
Self-Assessments
Corrective Action Status
Interim State: Iteration
Four New Indicators
Correlation Exercise
195190185180175170165
1.2
1.1
1.0
0.9
0.8
0.7
Avg worked hrs per employee
IR
S 0.150358R-Sq 8.3%R-Sq(adj) 5.3%
Fitted Line PlotIR = - 0.3305 + 0.006858 Avg worked hrs per employee
Rolled up
to Corporate
Discovery: Training Hours
r value: -0.86
Current State: Holistic
Corporate, Bus Unit, Site
Targeted to Outcomes
Scale: 1 2 3 4 5 6 7 8 9 10
Branch LMS, YTD % Complete
Training % Complete DOT*
JSA Audit %
Completion
Audit % of Target YTD % Safe % Safe
YTD JSA Audit
QualityJSA Quality
2013 Recordable
InjuriesInjury
Past Due Open Issues
Past Due Open Items
% Critical Behaviors
with At-Risk
% CB Observed
Visit Score* Final
Salt Lake - PowerGen 95% 5 1 120.0% 10 88.00 8 2.27 10 X 0 2 8 62.50% 6 4 4.1Denver - PowerGen 99% 9 5 107.0% 10 94.00 10 1.15 10 X 0 7 3 65.60% 6 2 4.5Farmington 90% 0 5 133.0% 10 92.00 10 1.03 10 X 0 6 4 87.50% 10 2 4.8Sidney 100% 10 5 131.0% 10 86.00 8 1.79 10 X 3 1 9 56.30% 5 2 4.9Colorado Springs 100% 10 5 25.0% 3 91.00 10 0.86 8 10 0 10 15.60% 0 2 5.1Mesa 99% 9 10 105.0% 10 99.80 0 0.09 0 10 1 9 18.80% 0 4 5.2Phoenix - PowerGen 100% 10 1 94.0% 9 97.00 8 0.65 6 10 0 10 40.60% 4 3 5.3El Paso 96% 6 5 308.0% 10 99.80 0 0.09 0 10 0 10 46.90% 4 6 5.5Phoenix - Service 99% 9 5 223.0% 10 98.00 5 0.54 5 X 0 7 3 87.50% 10 7 5.7Hobbs 96% 6 1 164.0% 10 98.00 5 0.75 7 10 0 10 75.00% 7 4 5.9Salt Lake - Service 99% 9 5 108.0% 10 93.00 10 1.16 10 X 0 4 6 93.80% 10 6 6.2Vernal 100% 10 1 86.0% 8 66.00 0 3.76 10 10 0 10 75.00% 7 5 6.3Denver - Service 96% 6 1 161.0% 10 91.00 10 1.20 10 10 4 6 90.60% 10 3 6.7Grand Junction 100% 10 10 184.0% 10 97.00 8 0.43 4 X 5 0 10 68.90% 6 9 7.4Denver - Upfit 100% 10 1 129.0% 10 93.00 10 1.04 10 10 0 10 90.60% 10 5 7.4Elko 100% 10 5 127.0% 10 91.00 10 0.75 7 10 1 9 84.40% 8 6 7.6Rock Springs 100% 10 5 295.0% 10 85.00 8 3.14 10 10 0 10 96.90% 10 4 7.7Billings 98% 8 5 192.0% 10 90.00 10 1.15 10 10 11 0 90.60% 10 5 7.9Denver Rebuild 100% 10 10 185.0% 10 99.00 5 0.17 5 10 0 10 71.90% 7 7 8.0Albuquerque 98% 8 10 201.0% 10 92.00 10 1.05 10 X 5 0 10 87.50% 10 7 8.2Sparks - Reno 100% 10 5 378.0% 10 89.00 8 1.75 10 10 4 6 90.60% 10 6 8.2Las Vegas 100% 10 5 373.0% 10 94.00 10 1.36 10 10 3 7 84.40% 8 7 8.2Billings - Rebuild 100% 10 10 156.0% 10 93.00 10 1.37 10 10 0 10 65.60% 6 6 8.3Boise 100% 10 10 268.0% 10 96.00 10 0.60 6 10 14 0 84.40% 8 9 9.0Gillette 99% 9 10 116.0% 10 88.00 8 1.52 10 10 6 4 90.60% 10 8 9.4
0.050 0.150 0.025 0.050 0.100 0.200 0.000 0.175 0.250 1.000
Constantly Refining
December 2-3, 2014
Case Study Example: Cummins
1. Lead with framework and taxonomy to start discussions
2. Pull real-life examples from Campbell Institute White Papers
3. Find supporting resources on the Campbell Library
195190185180175170165
1.2
1.1
1.0
0.9
0.8
0.7
Avg worked hrs per employee
IR
S 0.150358R-Sq 8.3%R-Sq(adj) 5.3%
Fitted Line PlotIR = - 0.3305 + 0.006858 Avg worked hrs per employee
Robust Leading Indicators
Actionable
Achievable
Explainable
Meaningful
Timely
Transparent
Useful
Valid
DEFINING
ALIGINING
REFINING
December 2-3, 2014
How Can I Use this Research?
Knowing Which Way the Wind Blows
“The Commanding General is well aware that the forecasts are
no good. However, he needs them for planning
purposes.”
December 2-3, 2014
thecampbellinstitute.org
@RWCInstitute “Campbell Institute”
Thank You!
