ProcessSafetyandRiskManagementModel工艺安全信息技术工艺危害分析操作规程技术变更设
备设备变更机械完整性预开车安全审核设备质量保证43人员培训与效果承包商管理事故调查人员变更管理应急事故计划与
响应审计DuPontSafetyPerformance杜邦安全纪录(Lost
WorkCasesper200,000man-hours)每200，000人工时的无效工10987654
3210DuPontONTHEJOB工作时内DuPont工作时外Year 1916 1926 1936
1946 1956 1966 1976 1986 1996 2006AllIndustryPerformance所有企业的
表现IncidentRate(Injuriesper200,000ExposureHours)DuPontSaf
etyPerformance`杜邦安全纪录Towanda,宾夕法尼亚州（美国）
43,433,360 26.5Mercedes,阿根廷 27,381,406 26May,南卡罗莱纳州(美国)
24,210,664 7.2Buffalo,纽约(美国) 22,720,648
22.6Altamira,墨西哥 21,459,050 19.7Mechelen,比利时
21,055,612 19.1Chungli,台湾 20,836,932
18.4Maydown,爱尔兰 20,796,300 10.4EastChicago,印地
安那州(美国) 19,346,254 36.6Seaford,特拉华州(美国)
16,921,580 5.5工厂地点没有失能工作日的连续安全小时数上一个失能工作日到现在的年数我们的全球安全记录在
OSHA早期建立工业过程中的伤害/职业病纪录时，杜邦为其提供技术帮助。是世界范围工业安全的标准2001年，367个报告中80%
没有出现失能工作日至少50%的工厂没有伤害纪录20%的工厂超过十年没有出现伤害纪录多元化运作。在6大洲，70个国家有生产厂
。79,000名员工产值250亿美元DuPontSafetyPerformance
杜邦安全纪录Cost&BenefitofSafetyManagement.(安全管理的成本与效益)花钱安
全–你想到什么?受益?还是还有什么?这并不是注定要发生的!以美国为例，每天有16人死于与工作相关的伤害。同
时，在2000年有超过560万在私营行业工作的人受伤。这意味着每6秒钟就发生一起新的工伤或职业病。每天的死亡事故，以及数百万的
工作场所伤残及职业病事故，它们都是悲剧。说它们是悲剧不仅仅是因为它们造成了情感和经济上的巨大损害，还因为它们本来是可以避免的。
MAJORDISASTERS重大灾难事故例举MAJORDISASTERS重大灾难事故例举MAJORDISASTE
RS重大灾难事故例举间接成本3to5timesDirectCostsIndirectCosts:间接成本
Administrativetime必需的管理时间Replacementlabor劳动力补充
Overtime 超时Disruptedschedules延误出货Litigation
被起诉Repairdamagedequipmentandgoods
维修损坏的设备和商品Lostproduction,productivity,quality
产品，生产力和质量损失adversepublicity不利的公
共影响Trainingofreplacementemployees 培训新员工Repu
tation 信誉影响DirectCosts:直接成本Medicalcosts 医疗费用Wor
kercompensation 赔偿金Propertylosses 财产损失Production/plantsh
utdown 停产IncreasedInsurancecosts保险费増直接成本$70billionto
USindustrylastyearaloneDirectandIndirectCostofAcciden
t安全事故的成本（直接和间接）分析许多公司正在苏醒根据美国国家安全委员会的评估，每一个失能工作日事故将使美国产业直接损失
超过$28,000.此外，该损失工作日事故产生的其它相关费用，估计是其直接损失的3到5倍。Buildingasafe
rworldperUSANationalSafetyCouncilreportingcompanies(19
95)DuPont(Australia)LimitedTheValueofSafetyManagement安
全管理的价值GoodSafety=GoodBusiness良好的安全创造良好的业绩DupontIf
atChemicalIndustrialAverage化学工业平均IfatallIndustrialAvera
ge全工业平均IncidenceRate(LWC)1millionma
n-hours1.5 9.514.0LostTimeInjuries(LTI)失时工伤次数 28 1,288
3,584DirectCostperLTI每失时工伤成本$28,000$28,000$28,000Est.
DirectInjuryCost($/year)每年总工伤成本$0.78Mil. $36.06Mil. $10
0.35Mil.SavingstoDuPont($/year)每年节省-$35.28Mil. $99.57M
il.2000data,nopropertyinsuranceinDuPontPublic&
Community-Personalsafety个人安全-Don‘twanttobeviewedas
unsafe公众的不安全感-PerceivedImage形象损害-Publicrelationship公共关系Em
ployeesLostlife失去生命-Permanentdisable伤残-Lostfamilymem
ber失去亲人-Familyimpact家庭影响Customers-PersonalSafety个人安全-Q
uality品质-Ontimedelivery及时交货-Downtime停机时间ImpactofAccid
ent安全事故的影响Stockholders-Bottomlineimpact底线影响-EarningsPe
rShare每股收益-Costmanagement成本提高-Businessconfidence信誉影响
-RighttoOperate出售股票SafetySafetyCompanyitselfLostbusine
ss,duetosupplydisruptions因供应中断而失去业务Lossoflifeorinjurie
stoemployees,contractors&thecommunityandcompensationclai
ms员工、承包商、社区的生命和健康受伤害以及伤害赔偿Actions,forfailuretofollowregul
ations不遵守法规受到的惩罚WorkersCompensationandDisasterInsu
rancepremiums员工和公司财产保险保险费的提高Re-buildingbadlydamagedfac
ilities重建被严重破坏的工厂Litigation被起诉Impactoncorporatereputatio
n&marketcapitalization对公司声誉和市场资本的影响Bankruptcy破产倒闭
ImpactofAccident安全事故的影响LeadershipRisk&Impact
领导者的责任风险和影响!CultivationofSafetyCulture
安全文化的建立和作用WhatisSafety?什么是安全?WhatisSafety?什么是安全?
Safetyisrespect,throughaction,forthewell-beingofpeople.
Protectingwhatmattersmost–thelivesofhusbandsandwives,
mothersandfathers,sonsanddaughtersthatmakeuptheCompany’
slifeblood.安全是一种通过你的行动对人的生命的尊重.保护生命是至高无上的,因为你丈夫和太太,父亲和母亲,儿子
和女儿的生命是构成企业活力的源泉.`BasicComponentsofSafetyCulture(安全文化的基本
要素)SafetyCultureAttitude态度Behavior行为EnvironmentOrganization
环境,组织Emotion情绪Fact事实Consequence结果Definitionofabehaviour
(行为的定义)AnythingYOUcanseeapersondoorhearApersonsay.
DefinitionofAttitude态度的定义Whatisanattitude?什么是态度？态度是对某
种情形和事物的观点和看法。态度有三个要素:Whatyouthink你所想的Whatyoudo你所要作
的Whatyoufeel你所感觉的SafetyCultureisthatassemblyofcha
racteristicsandattitudesinorganizationsandindividualswhich
establishesthat,asanoverridingpriority,safetyissuesreceiv
etheattentionwarrantedbytheirsignificance.安全文化是组织和个人的特性和态度的
集中表现.这种集合所建立的就是安全拥有高于一切的优先权。Safetycultureisaboutgoodsafety
attitudesinpeoplebutitisalsoaboutgoodsafetymanagemente
stablishedbyorganizations.
安全文化是关于个人正确的安全态度与企业建立起的良好的安全管理。GoodSafetyCulturemeansgiving
thehighestprioritytosafety.良好的安全文化
意味着给与安全最高的优先权。GoodSafetycultureimpliesaconstantassessment
ofthesafetysignificanceofevents,andissues,inorderthatt
heappropriatelevelofattentioncanbegiven.良好的安全文化意味着一种对事件和问
题的安全重要性有一种持续的评估，对其始终保持高度的重视。WhatisSafetyCulture?(什么是安全文化?)
CulturedrivesBEHAVIOR 文化主导行为behaviordrivesATTITUDE
行为主导态度attitudedrivesRESULTS 态度主导后果Culture,
Behavior,AttitudeandConsequence(文化,行为,态度和后果)Thankyo
uforcomingtotoday’smeeting.(DISTRIBUTEHANDOUTS)Thank
youforcomingtotoday’smeeting.(DISTRIBUTEHANDOUTS)Marc
h2012ASafetyPresentationforPetroChina杜邦安全管理介绍目录杜邦的
-历史简介 -安全文化简介 -安全管理系统简介 -安全纪录安全管理的成本与效益安全文化的建立安全文化建立过程的
不同阶段改变安全文化的关键要素成功经验总结SafetyExcellence一流安全水平Youwillachie
vethelevelofsafetyexcellencethat你将达到的卓越安全水平取决于YOU你DEM
ONSTRATE展示YOU你愿望的WANT!行动!“心之所至，安全等随”(杜邦名言)3.10History
Briefing(杜邦历史简介)Founderin1802byE.I.duPont,asblackp
owdermillnearWilmington,Delaware,USA.杜邦公司成立于1802年，最初是生产黑火药
。1802–1880年,黑火药一直是其主要产品HistoryBriefing(杜邦历史简介)1902年，杜邦
从专业从事炸药生产的公司转变成一个生产人造纤维，涂料，油漆，塑料和粗制化学品的企业.1903年，为了将扶持科学研究作为产业发展的主
要平台，杜邦在Wilmington成立了第一个科学实验室HistoryBriefing(杜邦历史简介)1935年，尼龙诞
生了。这是世界上第一种真正的人造纤维。现在，尼龙在成百种产品中得到广泛的应用。从衣料到箱包，甚至到汽车构件都有用到杜邦的尼龙品牌，
其中包括Antron?,Codura?和Zytel?。.Lycra?发明于1962年，是一种弹性蛋白酶纤维。杜邦用了20年时间
来研发这种优良的人造纤维。1938年,杜邦发明了聚四氟乙烯（PTFE)。这种树脂具有极度的平滑性和高抗化学性和耐热性。这种材
料现在命名为Teflon?。InOctober1999,DuPontacquiredPioneerHi-Bred
,whichmarkedamajorstepinDuPont’soverallstrategytointeg
rateagriculturalbiologyintothecompany’sscienceandtechnolo
gybase. 1999年,Dupont宣布进军农业科技领域Pioneercontinuestodevelopn
ewfoodswithhighernutritionalvaluewhilecuttingenvironmenta
lwaste.HistoryBriefing(杜邦历史简介)1802 1830 1850 1900 1925 1
945 1990 2000 2050 2090LeapingtoournextCentury面向新世纪的飞跃Birt
h诞生Growth成长Maturity成熟Birth诞生Growth成长Maturity成熟Birth诞
生Growth成长Maturity成熟Explosives火药Chemicals,EnergyMaterials
化工，能源,材料Chemistry,Biology...Knowledge-IntensiveSolutio
ns生物、化工、知识密集方案SustainableDevelopmentDeliveryTheMiraclesof
Sciences?toworldlife为世人的生活创造科学奇迹DuPonthasoperationsinov
er70countries,210sites,79,000employees,2400products,2500
0customers杜邦业务遍布70多个国家和地区，拥有210个机构，79,000个员工，2400种产品和25000个客户
DuPont’sSafetyCulture(杜邦的安全文化)火药生产始于1802年第一套安全准则于1811年建立
管理层对安全负责在最高管理层亲自操作之前，任何员工不允许进入一个新的或重建的工厂安全数据统计始于1912年20世纪40年代提
出了“所有事故都是可以防止的”20世纪50年代推出工作外安全方案杜邦安全文化PrinciplesofDuPontSa
fetyExcellence(杜邦安全管理的十大基本理论)Allincidentsarep
reventable.所有安全事故是可以防止的Managementisrespon
sibleandaccountableforsafety. 各级管理层对各自的安全直接负责Workin
gsafelyisaconditionofemployment.安全是被雇佣的一个条件Alloperating
exposurescanbecontrolled.
所有安全操作隐患是可以控制的Employeesmustreceivesafetytraining.员工必须接受严格的
安全培训Managementauditsarea“must.各级主管必须进行安全检查Deficienc
iesmustbecorrectedpromptly.发现的安全隐患必须及时更正Off-the-jobsafety
isimportant.工作外的安全和工作中的安全同样重要Goodsafetyisgoodbusiness.
良好的安全创造良好的业绩Employeesarethekey.员工的直接参与是关键
Safety,HealthandEnvironment安全,健康与环境Fairtreatmentof
people公平对待员工Ethics职业道德DuPont’sCoreValues(杜邦的核心价值)Safety
asaCoreValuethathelpsDriveBusinessSuccess把安全作为引导企业成功的核心
价值GoodSafetyisGoodBusiness良好的安全创造良好的业绩DuPont对安全健康和环境的承诺
TheGoalIs“0”目标是零事故“Webelievethatallinjuriesandoccupa
tionalillnesses,aswellassafetyandenvironmentalincidents,
arepreventable,andourgoalforallofthemiszero.Wewillpr
omoteoff-the-jobsafetyforouremployees.”我们坚信所有工伤和职业病以及安全和环境
事故都是可以防止的,我们对以上各项的目标是零.我们将促进员工工作外安全” TheDuPontCommitment
Safety,Health,andthe Environment July19944.19Du
PontSafetyManagementSystem(杜邦安全管理系统简介)CEOChadHoliday
首席执行官SBUVP’sSBU副总裁ServicesVP’s客户服务副总裁SHEVPSHE副总裁Plant
Manager工厂经理Operations生产业务Services服务SHE安全部ConceptualStruc
tureofDuPontSafetyManagement(杜邦安全管理系统简介)SHEProfession
alSHE专员LineManagement各级生产管理层SHEExcellenceCenter安全健康环境优化中心
ConceptualStructureofDuPontSafetyManagement（安全健康环境优化管
理中心职责）为不同的业务部门，区域和地方间分享SHE资源提供全过程的系统和网络服务和支持，并从中起调节和杠杆作用在技术/安全法
规/执法方面为各个地方，业务部门和区域的协作提供支持.提供指导用以帮助提高公司SHE的表现，提升对于安全价值的认知.开发和维护
SHE监控系统和指标，其中包括领导和组织第二方安全审纪和监督(SecondAudit).ConceptualStructur
eofDuPontSafetyManagement（各安全健康环境部职责）Advisorstomanag
ement. 各级管理层的安全顾问Consultantstothelineorganization各级生产管理部门
安全技术咨询员Coordinatorsoftheoveralleffort 各项HSE工作的协调员Int
erpretersoflegislation.各项法规标准的解释员5.15SafetyasaLineOrga
nizationResponsibility安全是各级生产管理层的责任ResponsibilityRequiresIn
volvement直接参与EachmanagerisresponsibleforEmploye
es 对员工的安全负责EachmanagerisaccountableforEmployer
对上级管理层负责Eachmanagershould每位经理
都应:EstablishGoals 建立长期安全目标SetObjectiv
esandStandards制订具体目标和标准DevelopandImplementplans
开发和实施计划AuditResultsAgainstObjectives对照目标监督结果MajorSegm
entsofHSEManagement主要HSE管理模块环境保护职业健康工艺安全行为安全Operations
Community公众Employees员工Stockholders股东Customers顾客Behaviora
lSafetyManagement(行为安全管理)安全文化与安全行为目标标准鼓励培训检查专业安全人员显而
易见的管理层承诺组织结构政策职责沟通事故调查TheElementsForSafetyExcellence建
立世界一流安全管理系统的经验和要素(12个要素)UnsafeActs不安全行為UnsafeConditions
不安全環境Iceberg冰山Chart10Question?思考题?在你的经验中,造成安全事故的主要因素是什
么?CausesofIncidentandinjuries安全事故的原因分析InDuPont’sexp
eriencethemostinjuriesarecausedbyunsafeactsandbehaviors
(includingmanagementbehavior),notconditionsandequipment根据
DuPont的经验绝大部分安全伤害不是由条件和设备,而是由不安全行为造成的.CausesofIncidentandin
juries安全事故的原因分析4%不安全条件96%不安全行为Notusing
protectiveEquipment不用劳动保护设备Reactionsofpeople人的反应Notfoll
owingProcedures不遵守规程PositionsofPeople人的位置Improperuseo
ftools&equipment使用不当设备和工具Housekeeping&orderliness杂乱无章
后果的层次需要考虑的差距30,000-不安全行为-不安全环境3000急救事件300失能
工作日事件应记录伤害30致残1死亡及时找出不安全行为和条件防事故于未然ProcessSafetyM
anagement(工艺安全管理)ProcessSafety工艺安全So,giventheloftygoa
lsandhigh-mindedprinciples-howarewedoing?Thischarttel
lsthetale.Itbeginswhenwebegankeepingrecords,neartheb
eginningofthiscentury,anditgoestothepresent.Acoupleo
fthingstopointout:1.Notethejumpupinabout1914-asa
gunpowdermanufacturer,DuPontwasrapidlyincreasingproduction
inthisperiodbecauseofWWI.Then,asnow,rapidincreasesin
productioncreatechallengesinsafety.Theimprovementtrendq
uicklyresumed,asyoucansee.2.Notethemuchsmallerreversal
intheWWIItimeframe.Weapparentlylearnedsomething.3.N
otethatthecurveisaclassic“learningcurve”,inthattherei
sasteepimprovementportionfollowedbyashallowingtrend.Si
nceabout1955,DuPonthasbeenintheflat,asymptoticpartoft
helearningcurvewhereitisverydifficulttoachievesignifica
ntyear-over-yearimprovement.Nonetheless,wehavenotaccepted
theimplicitmessagethatweare“safeenough”orthatthe“poin
tofdiminishingreturns”hasbeenreached.Tothecontrary,we
havesharpenedourtoolsandgoneaftertheincrementalimproveme
ntsinoursystemstoreachourultimategoal-zeroincidents.4
.ThebeginningofOFFTHEJOBcurveindicateswhenDuPontbegan
trackingthatmetric.Publiclyavailablerecordkeepinginthe
USindustrybaseofevenONTHEJOBstatisticsbeganlater.The
numbersspeakforthemselvesintermsofDuPontperformancerelat
ivetoothercompanies.Theanswerfirstandforemostisthat
wecanbringyouunparalleledexperienceandknowledge.DuPont
hasoneofthebestsafetyrecordsintheworld--inoneofth
emostdangerousindustriesintheworld.For200years,safety
hasbeenacorebusinessvalueofDuPont.Duringthelastdecade
,thetotalnumberofincidentsatDuPont,includinginjuries,il
lnesses,wasteandemissionshasdecreasedby60percent.Atma
nyofoursites,wehaveachievedourgoalofzeroinjuries.O
ver80percentofour367globalsitescompleted2002withzerol
osttimeinjuriesand50percentachievedzerototalrecordablei
njuries.(SustainableGrowth2002ProgressReport)Th
eroadtoadoption,however,isnotalwaysaneasyone.Takethe
UnitedStates,forexample,where16peopledieeachdayinwork
placerelatedinjuries.Additionally,in2000,morethan5.6mi
llionpeoplewerehurtinprivateindustryjobsataratethatcl
ockedanewon-the-jobinjuryorillnesscaseeverysixseconds.
Dailyfatalities,andmillionsofdisablingworkplaceinjuriesa
ndillnesses,aretragicnotjustforthedeepemotionalandecon
omicmiserytheycause.Theyaretragicbecausetheycanbeprev
ented.TheNationalSafetyCouncilestimateseachlost
workdaycasecostsU.S.industrymorethan$28,000.Relatedcos
tsforthesamelostworkdaycaseareestimatedtocostthreeto
fivetimesasmuch.Safetythereforehasastrategicbusiness
valuewithacause-and-effectrelationshipbetweenthelevelofs
afetyperformanceandacompany’scorporatedriveforoperational
excellence.Companiesandorganizationsaroundtheworld–acro
ssarangeofindustriesandaffiliations–arebeginningtoreal
izethislink.Ifindustryshowsitcaresforthesafetyofits
workersandtheproductstheyareproducing,theresultswilltra
nslateintoenhancedqualitygoodsandservices,higherworkerpr
oductivity,higherplantproductionandultimatelyinhighercorp
orateprofits.Reducinginjuriesinanyorga
nizationisajourneythatrequiresasystemsapproach.Withouta
systemsapproach(ontheleft-handsideofthecurve)companies
tendto:FocusonconditionsDismissbestpracticesbecausethey
occurinadifferentindustryDelegateresponsibilitytosafetys
taffIntroducetoomuchchange,tooquicklyFailtorecognizebar
rierstochangeFailtoprovidecorrectiveactionforunsafeacti
vitiesImplementsafetyproceduresthateitherdon’twork,orare
n’tusedBuildasafetysystemandthenwalkawayHereiswhatwe
havediscoveredarethecriticalaspectsofinjuryreductionas
companiesmovefromamanagementdriven,controlbasedapproacht
oaninterdependentculture,wheresafetybecomesanintegralbus
inessvalueandsourceoforganizationalpride.Thequestionis,
wheredoyouwanttobeonthiscurveandhowfastdoyouwantto
getthere?ThisistheBradleyCurve.Itwasoriginatedby
VerlonBradley,aformerDuPontplantmanager.Reducinginjur
iesinanyorganizationisajourneythatrequiresasystemsappr
oach.Withoutasystemsapproach(ontheleft-handsideofthecu
rve)companiestendto:FocusonconditionsDismissbestpractice
sbecausetheyoccurinadifferentindustryDelegateresponsibil
itytosafetystaffIntroducetoomuchchange,tooquicklyFailt
orecognizebarrierstochangeFailtoprovidecorrectiveaction
forunsafeactivitiesImplementsafetyproceduresthateitherdon
’twork,oraren’tusedBuildasafetysystemandthenwalkaway
Hereiswhatwehavediscoveredarethecriticalaspectsofinjur
yreductionascompaniesmovefromamanagementdriven,controlb
asedapproachtoaninterdependentculture,wheresafetybecomes
anintegralbusinessvalueandsourceoforganizationalpride.Th
equestionis,wheredoyouwanttobeonthiscurveandhowfast
doyouwanttogetthere?ThisistheBradleyCurve.Itwa
soriginatedbyVerlonBradley,aformerDuPontplantmanager.
Oneofthekeysidentifiedinthediscoveryteameffortwa
stheconceptoffeltleadership.Thisiscriticaltomanagings
afety,especiallyintimesofchange.Wemayneedtochangeour
focusinordertoimprove.Listedaboveareseveralparadigmsh
iftsthatneedtooccurforustoachieveaTSC.Theseparadigm
shiftsweredescribedinthe“ParadigmShifts”articleinthePre
-Readingsection.Thankyouforcomingtotoday’smeeting.
(DISTRIBUTEHANDOUTS)Whencompanieschoosetoimplementsa
fetymanagementsystemstheycanseesomeremarkableresults.Fo
rexample,aTexas-basedoilandgasdrillingcompany(NaborsDri
llingUSAperTomLemm)hadacostsavingsofmorethan$10milli
ondollarsannuallyanda60%reductioninLWCrates.Constructi
onIndustryContractor(FluorDanielperBobKryzwicki)Amajor
transitauthority(NYMTA)hasreducedinjuriesby50%andgained
significantreturnsinemployeemotivation.Aconveniencestore
chain(Wawa)hasseennotonlydramaticimprovementinemployee
injuriesbutasignificantreductionincustomerincidentsasnew
safetymanagementpracticeswereemployedbyDuPont.Aftertwo
yearsofDSRworkingwiththisclient,they’veseena60%reducti
oninemployeeinjuries,anda20%reductionincustomerinjuries
.ClientshowninthiscasestudyisPEMEX.Moredetailsono
urworkwiththeminshowninthecasestudywedidwiththem.I
tisavailableinQuickPlace;doasearchonPEMEXorH-88458to
findthisdocument.Wehavestrongevidencethatorganization
sembracingsafetyasavalue,withhigh-levelmanagementinvolve
ment,seesustainablechangeandremarkableimprovements.Int
heconductofbusiness,safetyisnotoptional.Itisthecoreo
farealbusiness.Intheconductofcivilization,safetyisno
toptional.Itisanecessaryhumanvalue.Copyright?2002E.
I.duPontdeNemoursandCompany.Allrightsreserved.IMPROV
INGYOURBUSINESSWITHSAFETYMANAGEMENTCopyright?2002E.I.
duPontdeNemoursandCompany.Allrightsreserved.
(Extraendingslide)ThroughtheyearstheDuPontcompany
hasreinventeditself--byinvestingintechnologyaftertechnol
ogyDuPonthasbeenabletoinventorreinventitselfthreetim
es--tohavethevitalitytosustainitselfasitmovedfromexp
losivestopolymersandchemicalsandnowtolifesciencesandkn
owledgeintensivesolutions--Ineachcycletherewasbirth,gro
wth,midlife,maturity--andthenfortunatelyrebirth--agradu
alevolutionfromonebasetoanother.. Forusthisissustaina
bilityThesecondisourcommitmenttoscientificdiscovery
inawaythatturnsthisdiscoveryintovaluethatisacceptedan
dsoughtafterbysociety.??WhatistheessenceofDuPont??It''
sscience.?DuPontisasciencecompany.Whatwedobetterthana
nyoneelseisdeliverThemiraclesofscience?topeoplearoundt
heworld.Byunlockingthesecretsofnature,wetakedramaticle
apsthathelpmaketheworldahealthier,saferandbetterplace.
Nowisthetimetotalkboldlyabout
safety,securityandprotection,tolinktheminthemindsofma
nagement,topushtheagendatowardzerotoleranceofworkplacei
njuries.Akeytothesuccessfulimplementationofaneffecti
veworkplacesafetysystemisvisiblemanagementcommitmentlead
byexampletotalcommitment -bywords&actionsChart10:
IcebergYouareallfamiliar,Iexpect,withtheideathatacer
tainnumberofunsafeactsorunsafebehaviorsandconditionswil
leventuallygiverisetoaproportionatenumberofseriousinjur
ies.Weknowthattheonlywaytoreducethoseseriousinjuriesi
stoidentifyandcontroltheunsafeactsandconditionsthatgiv
erisetothem.Onesuremethodtomakeprogresstowardeliminat
ingthoseunsafeactsandunsafeconditionsiseffectiveauditing
.Auditingismorethanfindingoutwhatiswrong.Itinvolvesn
oticingwhatemployeesaredoingright,too,andtalkingwithpeo
pleaboutthesafetyoftheirjobs,hearingtheirconcernsandid
eas,andthenactingonwhatyouhaveseenandlearnedtoimprove
safety.Whatwehavealsolearnedisthatthatworld-cla
sssafetygoesbeyondaninjuryfocus.Inourhazardpyramid,yo
ucanseethatreducingthenumberofhazardsdepictedatthebot
tomofthepyramidreducethenumberofinjuriesandintheworst
case–fatalities.(Takeaudiencethroughexampleifhavetime
.)Byeliminatingthehazardsandnear-missesatthebottomoft
hepyramid,companiesseeenormousimprovementsinworkplacesafe
tyandcorollaryimprovementsinbusinessperformance.Co
pyright?2002E.I.duPontdeNemoursandCompany.Allrights
reserved.IMPROVINGYOURBUSINESSWITHSAFETYMANAGEMENTCopyrig
ht?2002E.I.duPontdeNemoursandCompany.Allrightsrese
rved.(Extraendingslide)Throughtheyearsth
eDuPontcompanyhasreinventeditself--byinvestingintechnol
ogyaftertechnologyDuPonthasbeenabletoinventorreinvent
itselfthreetimes--tohavethevitalitytosustainitselfas
itmovedfromexplosivestopolymersandchemicalsandnowtolif
esciencesandknowledgeintensivesolutions--Ineachcyclethe
rewasbirth,growth,midlife,maturity--andthenfortunatelyr
ebirth--agradualevolutionfromonebasetoanother.. Forus
thisissustainabilityThesecondisourcommitmenttoscie
ntificdiscoveryinawaythatturnsthisdiscoveryintovalueth
atisacceptedandsoughtafterbysociety.??Whatistheessenc
eofDuPont??It''sscience.?DuPontisasciencecompany.Whatwe
dobetterthananyoneelseisdeliverThemiraclesofscience?t
opeoplearoundtheworld.Byunlockingthesecretsofnature,we
takedramaticleapsthathelpmaketheworldahealthier,safer
andbetterplace.Nowisthetimeto
talkboldlyaboutsafety,securityandprotection,tolinkthemi
nthemindsofmanagement,topushtheagendatowardzerotoleran
ceofworkplaceinjuries.Akeytothesuccessfulimplementat
ionofaneffectiveworkplacesafetysystemisvisiblemanagement
commitmentleadbyexampletotalcommitment -bywords&actio
nsChart10:IcebergYouareallfamiliar,Iexpect,withth
eideathatacertainnumberofunsafeactsorunsafebehaviorsa
ndconditionswilleventuallygiverisetoaproportionatenumber
ofseriousinjuries.Weknowthattheonlywaytoreducethoses
eriousinjuriesistoidentifyandcontroltheunsafeactsandco
nditionsthatgiverisetothem.Onesuremethodtomakeprogres
stowardeliminatingthoseunsafeactsandunsafeconditionsise
ffectiveauditing.Auditingismorethanfindingoutwhatiswro
ng.Itinvolvesnoticingwhatemployeesaredoingright,too,and
talkingwithpeopleaboutthesafetyoftheirjobs,hearingthei
rconcernsandideas,andthenactingonwhatyouhaveseenandl
earnedtoimprovesafety.Whatwehavealsolearnedisth
atthatworld-classsafetygoesbeyondaninjuryfocus.Inourh
azardpyramid,youcanseethatreducingthenumberofhazardsde
pictedatthebottomofthepyramidreducethenumberofinjuries
andintheworstcase–fatalities.(Takeaudiencethroughexa
mpleifhavetime.)Byeliminatingthehazardsandnear-missesa
tthebottomofthepyramid,companiesseeenormousimprovements
inworkplacesafetyandcorollaryimprovementsinbusinessperfor
mance.So,giventheloftygoalsandhigh-mindedprinci
ples-howarewedoing?Thischarttellsthetale.Itbeginsw
henwebegankeepingrecords,nearthebeginningofthiscentury,
anditgoestothepresent.Acoupleofthingstopointout:1.
Notethejumpupinabout1914-asagunpowdermanufacturer,D
uPontwasrapidlyincreasingproductioninthisperiodbecauseof
WWI.Then,asnow,rapidincreasesinproductioncreatechalle
ngesinsafety.Theimprovementtrendquicklyresumed,asyouca
nsee.2.NotethemuchsmallerreversalintheWWIItimeframe.
Weapparentlylearnedsomething.3.Notethatthecurveisac
lassic“learningcurve”,inthatthereisasteepimprovementpor
tionfollowedbyashallowingtrend.Sinceabout1955,DuPontha
sbeenintheflat,asymptoticpartofthelearningcurvewherei
tisverydifficulttoachievesignificantyear-over-yearimprove
ment.Nonetheless,wehavenotacceptedtheimplicitmessagetha
tweare“safeenough”orthatthe“pointofdiminishingreturns”
hasbeenreached.Tothecontrary,wehavesharpenedourtools
andgoneaftertheincrementalimprovementsinoursystemstorea
chourultimategoal-zeroincidents.4.ThebeginningofOFFT
HEJOBcurveindicateswhenDuPontbegantrackingthatmetric.P
ubliclyavailablerecordkeepingintheUSindustrybaseofeven
ONTHEJOBstatisticsbeganlater.Thenumbersspeakforthemsel
vesintermsofDuPontperformancerelativetoothercompanies.
Theanswerfirstandforemostisthatwecanbringyouunparal
leledexperienceandknowledge.DuPonthasoneofthebestsafe
tyrecordsintheworld--inoneofthemostdangerousindustri
esintheworld.For200years,safetyhasbeenacorebusiness
valueofDuPont.Duringthelastdecade,thetotalnumberofinc
identsatDuPont,includinginjuries,illnesses,wasteandemissi
onshasdecreasedby60percent.Atmanyofoursites,wehave
achievedourgoalofzeroinjuries.Over80percentofour367
globalsitescompleted2002withzerolosttimeinjuriesand50
percentachievedzerototalrecordableinjuries.(SustainableGro
wth2002ProgressReport)Theroadtoadoption,howev
er,isnotalwaysaneasyone.TaketheUnitedStates,forexamp
le,where16peopledieeachdayinworkplacerelatedinjuries.
Additionally,in2000,morethan5.6millionpeoplewerehurtin
privateindustryjobsataratethatclockedanewon-the-jobin
juryorillnesscaseeverysixseconds.Dailyfatalities,andmi
llionsofdisablingworkplaceinjuriesandillnesses,aretragic
notjustforthedeepemotionalandeconomicmiserytheycause.
Theyaretragicbecausetheycanbeprevented.TheNat
ionalSafetyCouncilestimateseachlostworkdaycasecostsU.S.
industrymorethan$28,000.Relatedcostsforthesamelostwork
daycaseareestimatedtocostthreetofivetimesasmuch.Sa
fetythereforehasastrategicbusinessvaluewithacause-and-ef
fectrelationshipbetweenthelevelofsafetyperformanceandac
ompany’scorporatedriveforoperationalexcellence.Companiesa
ndorganizationsaroundtheworld–acrossarangeofindustries
andaffiliations–arebeginningtorealizethislink.Ifindust
ryshowsitcaresforthesafetyofitsworkersandtheproducts
theyareproducing,theresultswilltranslateintoenhancedqual
itygoodsandservices,higherworkerproductivity,higherplant
productionandultimatelyinhighercorporateprofits.
Reducinginjuriesinanyorganizationisajourneytha
trequiresasystemsapproach.Withoutasystemsapproach(onthe
left-handsideofthecurve)companiestendto:Focusonconditi
onsDismissbestpracticesbecausetheyoccurinadifferentindu
stryDelegateresponsibilitytosafetystaffIntroducetoomuchc
hange,tooquicklyFailtorecognizebarrierstochangeFailtop
rovidecorrectiveactionforunsafeactivitiesImplementsafetyp
roceduresthateitherdon’twork,oraren’tusedBuildasafetys
ystemandthenwalkawayHereiswhatwehavediscoveredarethe
criticalaspectsofinjuryreductionascompaniesmovefromaman
agementdriven,controlbasedapproachtoaninterdependentcultu
re,wheresafetybecomesanintegralbusinessvalueandsourceof
organizationalpride.Thequestionis,wheredoyouwanttobeo
nthiscurveandhowfastdoyouwanttogetthere?Thisis
theBradleyCurve.ItwasoriginatedbyVerlonBradley,aformer
DuPontplantmanager.Reducinginjuriesinanyorganizationi
sajourneythatrequiresasystemsapproach.Withoutasystemsa
pproach(ontheleft-handsideofthecurve)companiestendto:F
ocusonconditionsDismissbestpracticesbecausetheyoccurina
differentindustryDelegateresponsibilitytosafetystaffIntro
ducetoomuchchange,tooquicklyFailtorecognizebarrierstoc
hangeFailtoprovidecorrectiveactionforunsafeactivitiesImp
lementsafetyproceduresthateitherdon’twork,oraren’tusedB
uildasafetysystemandthenwalkawayHereiswhatwehavedisc
overedarethecriticalaspectsofinjuryreductionascompanies
movefromamanagementdriven,controlbasedapproachtoaninter
dependentculture,wheresafetybecomesanintegralbusinessvalu
eandsourceoforganizationalpride.Thequestionis,wheredoyouwanttobeonthiscurveandhowfastdoyouwanttogetthere?ThisistheBradleyCurve.ItwasoriginatedbyVerlonBradley,aformerDuPontplantmanager.Oneofthekeysidentifiedinthediscoveryteameffortwastheconceptoffeltleadership.Thisiscriticaltomanagingsafety,especiallyintimesofchange.Wemayneedtochangeourfocusinordertoimprove.ListedaboveareseveralparadigmshiftsthatneedtooccurforustoachieveaTSC.Theseparadigmshiftsweredescribedinthe“ParadigmShifts”articleinthePre-Readingsection.Thankyouforcomingtotoday’smeeting.(DISTRIBUTEHANDOUTS)Whencompanieschoosetoimplementsafetymanagementsystemstheycanseesomeremarkableresults.Forexample,aTexas-basedoilandgasdrillingcompany(NaborsDrillingUSAperTomLemm)hadacostsavingsofmorethan$10milliondollarsannuallyanda60%reductioninLWCrates.ConstructionIndustryContractor(FluorDanielperBobKryzwicki)Amajortransitauthority(NYMTA)hasreducedinjuriesby50%andgainedsignificantreturnsinemployeemotivation.Aconveniencestorechain(Wawa)hasseennotonlydramaticimprovementinemployeeinjuriesbutasignificantreductionincustomerincidentsasnewsafetymanagementpracticeswereemployedbyDuPont.AftertwoyearsofDSRworkingwiththisclient,they’veseena60%reductioninemployeeinjuries,anda20%reductionincustomerinjuries.ClientshowninthiscasestudyisPEMEX.Moredetailsonourworkwiththeminshowninthecasestudywedidwiththem.ItisavailableinQuickPlace;doasearchonPEMEXorH-88458tofindthisdocument.Wehavestrongevidencethatorganizationsembracingsafetyasavalue,withhigh-levelmanagementinvolvement,seesustainablechangeandremarkableimprovements.Intheconductofbusiness,safetyisnotoptional.Itisthecoreofarealbusiness.Intheconductofcivilization,safetyisnotoptional.Itisanecessaryhumanvalue.Thankyouforcomingtotoday’smeeting.(DISTRIBUTEHANDOUTS)Thankyouforcomingtotoday’smeeting.(DISTRIBUTEHANDOUTS) |
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