Developing Organizational Readiness for Risk Reduction and Risk Mitigation: Recent Lessons at Dow
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Transcript of Developing Organizational Readiness for Risk Reduction and Risk Mitigation: Recent Lessons at Dow
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Developing Organizational Readiness for Risk Reduction and Risk Mitigation:
Recent Lessons at Dow
Greg CochranRemediation and M&A Due Diligence EHS
AHC ConferenceSaratoga Springs, NY
June 2005
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About Dow …• A science and technology leader with
annual sales of $40 billion • Founded in 1897 by Herbert H. Dow in
Midland, Michigan• Supplies more than 3,300 products to
customers in 175 countries• From 165 manufacturing sites in 37
countries• Employs 43,000 people globally
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Building Construction
Food
Transportation
Furniture and Furnishings
Paper and Publishing
Home Care and Improvement
Personal and Household Care
Health and Medicine
WaterPurification
Electronics and Entertainment
About Dow …
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Remediation Organization
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Organizational Alignment
• Global Scope• Oversight by the Remediation Strategy
Board (EH&S, Finance, Legal)• Consistent Work Process & Implementation• Performance Metrics
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Global Remediation Scope
• 5 Continents• 45 (out of 165) Operating Sites • 200 Non-Operating Orphan (Legacy) Sites • 50 U.S. Superfund Sites• ~500 Projects • People
– 15 Remediation Leaders– 10 Project Leaders– 200-250 Partner (Contract) Employees
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Remediation Strategy Board
Remediation DirectorRemediation Director
Europe EH&SEurope EH&S
LegalLegal
Regulatory AffairsRegulatory Affairs
FinanceFinance
EH&S VPEH&S VP
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MeetResponsible Care Commitment At Least Long Term Cost of Ownership
Use Risk-Based Targets
Manage Projects Effectively
Negotiate Win-Win Solutions
Utilize Cost-SavingTechnology
Mission & Objectives
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Performance Measures
• EH&S – Compliance, Safety• Fiduciary – Environmental Liability Reserves,
Sarbanes Oxley• Strategic Focus – Site and Business alignment• Spending Forecasting & Control• Strategic Partners (Contractors) Performance• Continuous Improvement - Creativity, Value Added,
Breakthrough
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Drivers for Organizational Change
External:• Emerging Issues – Vapor Intrusion, NRD,
Brownfields Redevelopment• Alignment with Regulatory Agencies –
Relationship, Credibility, Consistency• Accountability – Community, Public, Shareholders
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Drivers for Organizational Change(cont’d)
Internal:• Corporate Restructuring – Re-aligned to EH&S
function, Layers eliminated• Mergers & Acquisitions Due Diligence –
Incorporate additional responsibilities• Organizational Renewal – Succession Planning,
Career Development
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Changes Implemented
Site by Site OrientationShorter Term FocusQuiet and InvisibleSystems - WeakConventional ContractsReacting to InfluencesStagnant Organization
Portfolio OrientationStrategic FocusFully Integrated on TeamsSystems OrientedStrategic PartnershipManaging Emerging IssuesHigh Powered Organization
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The Key Role: Remediation Leader
Accountable for All Aspects of Remediation within a geographic portfolio
– Technology– Negotiations– Compliance– Communications– Implementation– Spending
Done as a Team Leader with Other Functions
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Portfolio/Geographic Approach
• Enables Relationship Building – Trust & Credibility
• Consistency• Furthers Strategic Alignment• Issue Management
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Greg CochranDirector of Remediation/EH&S Mergers & Acquisitions
M&A Due Diligence
Louisiana/ArkansasLouisiana/Arkansas
Colorado/CaliforniaColorado/California
MichiganMichigan
Europe/Africa/AsiaEurope/Africa/Asia
W.Virginia/North EastW.Virginia/North East
Orphan SitesOrphan SitesCanadaCanada
SuperfundSuperfund
TexasTexas
UNITED STATES
South AmericaSouth America
David GrahamVice President – EH&S
Organizational Design
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Early Team Successes• Site Strategic Leadership Teams• Regional Regulatory Affairs Teams• New Jersey NRD Team• Land Revitalization Team• Strategic “Peer Review” Process
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Continuous Improvement
• Six Sigma Mindset – 4 Black Belts, 6 Green Belt Project Leaders
• “Silo” Intolerant – Recognize those who “leverage” in or out
• Win-Win solutions are critical• Challenges & change are constant – get
over it!