Implementing a Safety Management System to Achieve World-Class Safety Performance

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Implementing a Safety Management System to Achieve World-Class Safety Performance

Midwest Generation’s Journey

June 4, 2012

ASSE Conference


219 Apr 2023

Safety Nugget


319 Apr 2023

Management CommitmentCondition of EmploymentFear/DisciplineRules/ProceduresSupervisor Control,Emphasis, and GoalsValue All PeopleTraining

Personal Knowledge, Commitment, & StandardsInternalizationPersonal ValueCare for SelfPractice, HabitsIndividual Recognition

Help Others ConformOthers’ KeeperNetworking ContributorCare for OthersOrganizational Pride

DependentDependent IndependentIndependentReactiveReactiveSafety by Natural InstinctCompliance is the GoalDelegated to Safety ManagerLack of Management Involvement

Natural Instincts

Supervision

Self

Teams

Inju

r y R

ate

s

InterdependentInterdependent

High Level Summary – Midwest Generation’s (MWG) Safety Journey to World-Class…Since 2007, MWG has transformed from a “reactive/dependent” culture to a “dependent/independent” culture

The journey is both a collective and individual movement down the curve!

2007 Midwest Generation’s

Performance*

2007 Midwest Generation’s

Performance*

Current Midwest Generation’s

Performance*

Current Midwest Generation’s

Performance*


419 Apr 2023

Background

MWG is an independent power producer – Operates 6 electric power generating plants in Illinois and supervises generation plant in PA.

Sells electricity in competitive wholesale markets and competes in a 13-state region that extends from Atlantic coast westward to Illinois

In 2006, MWG experienced increase in severity of injuries and realized that changing the safety culture of all employees was necessary. This included contractor culture

MWG contracted DuPont to assist in moving toward world-class safety performance - A journey to transform the safety culture from one of compliance-driven and reactionary to proactive and “our work done safely.”

1. Evaluated MWG safety management system against world-class systems

2. Identified opportunities for improvement in management of workplace safety

3. Provided recommendations for the development and maintenance of a world-class safety system at MWG


519 Apr 2023

Initial Assessment Findings from 2006

Safety Culture was reactive and compliance-focused

Pockets of safety system skills in the organization but were insufficient to achieve the highest standards of safety performance

Established safety goals encouraged incremental improvement

Significant gap existed in the organization’s ability to identify and mitigate risk

Inconsistent safety management practices were a barrier to rapid improvement


619 Apr 2023

Primary Goals of Partnership with DuPont

1. Reduce employee injuries and ultimately create an injury free workplace

2. Transform the safety culture from a reactive, compliance-focused one to an interdependent one that is proactively focused

3. Develop skills and capabilities of the line organization to more effectively manage all aspects of the operation by establishing and maintaining high standards of performance


719 Apr 2023

Needed First – A Cultural Shift - Initial Actions

Make safety at least as important as production and quality

Gather greater input from stations and include it in the process

Expand safety leadership organization by involving ALL levels of employees and management

Establish the corporate safety policy as the driving force behind systems and processes for managing safety

Ensure potential hazards are identified, analyzed, and mitigated

Create comprehensive, structured audit system that involves all levels in the organization; System that collects and uses the data

Ensure that everyone, including contractors, is required to comply with a consistent set of safety policies and regulations


819 Apr 2023

MWG Improvement Strategy


919 Apr 2023

PIT Processes

In the Beginning Safety Initiative Kick-off – Vision

Realizing Our VisionImplementing Our Plans

Annual Safety Summit Celebrate-Commit-Energize-Plan

Reassess – Renew – Sustain (Culture Survey/Reassessment Tool)

Felt Leadership Throughout The Organization

Corporate & Station Safety Committee Restructuring


1019 Apr 2023

Project Timeline

Station Safety

Committee

Safety Specialist

Leadership “Continuing The Journey”

Quarterly 2009

Develop, Implement

Safety Processes

First Line “Integrating Safety Into All Work”

Phase 2Phase 1

3Q’09March 2009 April – May 2009

July 2007

June 2009


1119 Apr 2023

7 Essential Steps in the MWG Improvement Strategy1. Establish a strategic safety management structure

2. Develop and introduce safety process systems in the areas of observation, incident investigation, rules & procedures, and communications-activities-involvement

3. Develop performance standards and metrics to monitor performance

4. Build safety leadership competencies at all levels

5. Expand workplace safety systems to include contractors

6. Establish process safety reviews to identify and mitigate risks from high hazard operations

7. Train employees and contractors on the new safety systems and processes


1219 Apr 2023

Our Commitment to Safety

Having every employee leave the workplace unhurt;

Using work behaviors and practices that uncompromisingly protect the safety of everyone;

Caring for the safety of each other; and

Stopping work anytime unsafe conditions or behaviors are observed until the job can be completed safely


1319 Apr 2023

Edison Mission Group Safety Principles

All injuries and occupational illnesses can be prevented

Employee involvement is essential

Management is responsible for preventing injuries

All operating exposures can be safeguarded

Training employees to work safely is essential

All employees are expected to work safely

Safety Observations are a must

All deficiencies must be corrected promptly


1419 Apr 2023

Station Safety Committee

Communication, Activities and Involvement

Safety Observations

Rules & Procedures

Leadership

Incident Investigation

Performance Management

Contractor Safety

Process Hazard Review

Safety System Drives Performance


1519 Apr 2023

Safety System Drives Performance

Involvement of everyone. This was not a management process; this was an “everyone who works here” process.

Adopting the notion of “all employees.” This includes contractors, visitors, etc… anyone on our property must abide by our rules, or more importantly follow our values.

Implementing a proactive safety observation process. These are a “must” in our principles. These include observations of contractors and vice versa.

15


1619 Apr 2023

“Quick Wins”

Safety Contact before every meeting

Lunches for 30 day injury free work

Safety Symbol – “Injury Free” Logo, Crystal Ball

Near Hit dB – full access by all

Safety Communications dB

STOP ME !

Mandatory Monthly Manager Safety Meeting

Union Representation on Corporate Safety Committee

Union rep is Station Safety Committee chair

16


1719 Apr 2023

“Game Changers”

Formation of Steering Team

Station Director’s direct involvement in process

PIT Team membership

Safety Observations

Safety intervention

More frequent recognition for safety performance

Real examples of “safety over production”

Establish processes and adhere to the process

Leadership Training

Act on Safety Culture Survey Gaps• Communicate, Communicate, Communicate, & Stop the “blame game”

17


1819 Apr 2023

“It starts with Leadership”

As a supervisor or manager demonstrate your personal commitment through:

Your authenticity

Your own good example

Your everyday contacts

Your personal awareness

Your ownership of safety

Managers and first line sups attended “Leading the Way” – more than what you say or do but HOW you do it.

18

Authenticity

Change

Ideals

Vision


1919 Apr 2023

Integrating Safety into All Work

A Basic Fact of Business:

Safety is not a natural business function; therefore, it must be consciously built into our daily routine.


2019 Apr 2023

Central Safety/Station Safety Leadership Structure

Chairperson

EnvironmentalCoordinator

ContractCoordinator

SafetyProfessional

Station Director

Subcommittees

Strategic

Line Organization

Day to Day Integration

Leadership

Standing Environmental Coordinator

ContractCoordinator

SafetyProfessional

Ad Hoc

Improving and Renewing


2119 Apr 2023

Overall, the safety management system has a “Skill-Excellence” level foundation upon which to continue to build.

0

2 0

4 0

6 0

8 0

1 00

Midwest Generation: 12 Element Effectiveness Ratings

Awareness

Skill

World Class

Excellence

Fundamentals I

II

III

IV

VLeadership Structure Process

= 2009 Re-Assessment Team Rating= 2007 DSR Rating


2219 Apr 2023

EMG Safety Summit


2319 Apr 2023

Safety Summit Purpose

To anchor and sustain our safety leadership processes, systems and structures.

In a way that…

Recognizes and celebrates our accomplishments

Identifies challenges and opportunities for continuous improvement

Facilitates teamwork and builds commitment to continue our journey

So that, we realize our vision of “injury free” and nurture the health and well being of all employees at home, at work and at play.


2419 Apr 2023

Summit Outcomes

Reflection on our Journey

Renewed commitment to achieving and sustaining world class safety

Key learnings and benefits derived from our efforts

Ideas and plans to further anchor, improve, sustain our processes at both the corporate level and the stations

Identify ways to integrate safety into all aspects of the business

Continue developing Site Safety Action Plans


2519 Apr 2023

Where are we Today?12 Month Rolling Trend All EMG (thru 5/31/12)

Incidence RateDART RateTop Quartile = DART


2619 Apr 2023

Avoiding boiler downtime is the primary concern-megawatts versus safety

Safety at least equal with production and quality—good safety is good business

From (2007 Assessment) To (World Class)

Safety goals have little station input and encourage only incremental improvement

Stations are integrated into the process for setting challenging goals and defining action plans to achieve these goals

Limited organizational structures for management teams to lead safety effort

Expanded safety leadership organization - all levels involved

No or little known safety policySafety policy the driving force behind systems & processes for managing safety

Management lives with existing hazardsAll potential hazards are identified, analyzed and safe guarded

Limited systems for safety observationComprehensive, structured observation system that involves all levels, collects data and uses this data as a key change agent

“Culture shift” where treatment for and prevention of injuries takes priority over financial incentives

There is potential for hiding injuries; reporting time is inconsistent

Instill a sense of Station proprietorship: anyone on site follows the same set of consistent, safety policies.

Contractors are treated “at an arms length” and follow their own safety policies

Challenge to Attain and Sustain a World Class Safety Process


2719 Apr 2023

Questions, Comments, Reflections…?

Thank You

Implementing a Safety Management System to Achieve World-Class Safety Performance

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