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The Robert W. Campbell Award International Award for Business Excellence through Safety, Health and Environmental Mana

The Robert W. Campbell Award International Award for Business Excellence through Safety, Health and Environmental Management. December 2003. Panelists. Mei-Li Lin , PhD National Safety Council Executive Director, Research & Statistical Services

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The Robert W. Campbell Award International Award for Business Excellence through Safety, Health and Environmental Mana

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  1. The Robert W. Campbell AwardInternational Award for Business Excellence through Safety, Health and Environmental Management December 2003

  2. Panelists • Mei-Li Lin, PhDNational Safety CouncilExecutive Director, Research & Statistical Services • Mike HenderekExxon Mobil CorporationSafety Programs Manager, Safety, Health & Environment • Tony SmithNational Safety CouncilExecutive Director, International Department

  3. Recognizing SH&E as a Key Business Value Mei-Li Lin, PhD Campbell Award Director Executive Director, Research & Statistical Services National Safety Council (USA)

  4. National Safety Council • Not-for-profit, mission-driven membership organization • 15,000 Members • Formed in 1913 • Formed by Industry Leaders • Chartered by Congress

  5. NSC Mission The mission of the National Safety Council is to educate and influence society to adopt safety, health and environmental policies, practices and procedures ...

  6. Congressional Charter Public Law 259 (1953) “…to arouse and maintainthe interest of the people…in safety and accident prevention…”

  7. External Collaborations …

  8. RSS Objectives Research & Statistical Services Group • Apply research knowledge to practical applications • Mobilize our network and establish partnerships to provide evidence-based tools through scientific rigor

  9. Capabilities: Survey Research • Employee perception surveys • Survey protocol development and administration • Formulation of occupational S&H solutions

  10. Capabilities: Statistical Analysis • Maintain NSC fatality databases • Analyze large, national injury databases • Develop injury surveillance systems • Develop national estimates based on state indicators • Apply statistical methods of analysis • Train in safety program measurement

  11. Capabilities: Evaluation • Evaluate S&H initiatives • Develop evaluation protocols & instruments • Provide training in evaluation methods and conceptual models

  12. Capabilities: Research Tools • Field studies • Focus groups • Case studies • Systematic and meta-analytic literature reviews • Surveys

  13. Capabilities: Publication and Editorial Expertise • Journal expertise, editorial, network of authoritative reviewers • Injury Facts®, JSR, technical documents & reports • Visual displays of quantitative information • Presentation of data for users of various levels of sophistication

  14. Case Studies inSafety & Productivity (1999) Partners • National Safety Council • Japan Industrial Safety & Health Association (JISHA) • Ministry of Labour and Social Welfare of Thailand • Asia-Pacific Economic Cooperation (APEC) forum

  15. Scope of Case Studies Safety Improvement Leads to Productivity Gains • U.S. and Asia • Manufacturing only • Intervention-focused

  16. Safety & Productivity Awards (2001) • Targeted U.S. • Intervention-focused • Welcomed any business type

  17. Safety & Productivity Awards (2001) 2002 Winners

  18. Scopes of Case Studies (2001) • Focused on or addressed leadership responsibility for S&H • Improved S&H culture • Improvements in other aspects of S&H and business

  19. Shared Vision Joint Mission

  20. SH&E Trends • Recognition of value of leading performance indicators • Recognition of multi-faceted impact of S&H on overall enterprise performance • Focus on systemic SH&E approach • Maturity of globally-accepted S&H management system

  21. SH&E is a Key Business Value • Finance • Ethics • Corporate citizenship • Public relations • Employee relations

  22. Broadening the Vision and Scope • Global • SH&E integrated as part of business • Systemic presence • Linkage of SH&E and business performance

  23. The Robert W. Campbell AwardInternational Award for Business Excellence through Safety, Health and Environmental Management

  24. Who is Robert W. Campbell? • Early 20th century safety pioneer • Lawyer for large US steel company • Chairman of one of the 1st corporate-wide safety committees in US • Viewed S&H in business as humanitarian • Recognized role of SH&E in business performance • Advocated sharing of experiences and lessons learned for improvement worldwide

  25. Why is Award Named After Robert W. Campbell? “Safety work is today recognized as an economic necessity, and one of the most constructive movements that has ever come into our National life. It is the study of the right way to do things and is... one of the greatest aids to shop efficiency and economy.” (1914)

  26. Recognizing Safety and Health as a Key Business Function Mike Henderek Manager of Safety, Health & Environment Exxon Mobil Corporation

  27. Over 100 years of commitment to Safety, Health, and Environmental Excellence. • Both heritage companies were strong performers. • Safety, Health, and Environmental protection are at the core of our business, executed through our Operations Integrity Management System (OIMS).

  28. Why ExxonMobil is Sponsoring the Campbell Award • A corporate-wide, top management-led disciplined approach to SH&E management led to significant improvement in ExxonMobil’s SH&E performance. • The discipline created by OIMS instilled productivity improvement across other aspects of our operations - Ultimately better profitability.

  29. Why ExxonMobil is Sponsoring the Campbell Award • To encourage other companies to reap these benefits and we think those that do deserve public recognition. • A world respected competition will identify SH&E best practices wherever they exist. We want to learn from the winners and hope all of industry takes advantage of the knowledge gained to drive improved performance.

  30. The Robert W. Campbell AwardInternational Award for Business Excellence through Safety, Health and Environmental Management

  31. Business Value “We are all aware that aside from the purely industrial and the purely humanitarian aspect, there is a very large economic aspect to the safety movement.” (1914)

  32. Award Objectives • Recognize evidence-based enterprise operations systems in which: • SH&E is well-integrated as a key business value • Measurable achievement in SH&E performance is linked to productivity, and therefore profitability

  33. Information Gathering “It is the plan... to gather all the data available, obtain all of the expert advice possible, and... submit the results of their investigation and study, with their recommendations, for the consideration of [others].” (1914)

  34. Award Objectives • Establish a validated process through which industries can measure the performance of their SH&E operations system against well-tested and internationally accepted key performance indicators

  35. Build Upon Success “No incident or experience is without its lesson…. We aim at the preservation of the individual through the collective action of all…. Our contribution to the world's progress can therefore be made broader than the specific limit of our duties.” (1915)

  36. Award Objectives • Capture and evaluate the successes and lessons learned through a rigorous systematic review process • Foster the cross sharing of leading edge SH&E management systems and best practices, and utilize insights gained for educational purposes worldwide

  37. Power of Partnership “There is nowhere a better cause to be engaged in. It is one of wonderful possibilities... We ask how this work may be done… "How" has been reduced to three concrete principles: Organization, Co-operation and Education - everywhere.” (1913)

  38. Global Partnerships Characteristics / Qualifications • Commitment to Award objectives, process integrity, and its promotion • Provide known and respected leadership in nation’s/region’s S&H activities • Actively contributes to knowledge and practice of S&H • Success in mobilizing nation’s/region’s businesses, universities, and the media in promoting SH&E

  39. Global Partnerships Europe North America Asia / Pacific Africa / Middle East South & Central America

  40. The Importance of Cooperation “Our work is to done through co-operation, co-operation of individuals and industries… in industrial betterment work.” (1913)

  41. Participation Qualification • Demonstrate that well-integrated SH&E management system leads to proven success in SH&E practices and enhances the business' productivity • Show consistent improvement or sustained leading performance in SH&E for a minimum of 5 years • Performance measurements must be established through recognized industry, national, and/or international metrics

  42. Participation Qualification • Show sustained profitability and sound financial management. • At least 5 consecutive years of profitability at the time of Award application • If a company has rated public debt, it must carry an investment grade rating

  43. Review Panel • International group of business and SH&E professionals • Academia • Industry • Labor • Government

  44. Review and Selection Process Select finalists for site visits Committee Review Receive Case Study No File Review Report Pre-Screen: Meets Criteria? Complete? No File Review Report Conduct site visits Evaluation by members of review committee Independent Reviews Audit Results: Determine final award winners No File Review Report Select submittals for Executive Review Committee No File Review Report Notify Winners of their Award Begin process for presentation and publication of case studies Evaluation by Executive Review Committee

  45. Evaluation Criteria • Business Profile • Leadership • Linkage Between SH&E and Productivity • SH&E Management System • Performance Measurements and Information Management • SH&E Results

  46. Business Profile • Business description • SH&E and business challenges

  47. Leadership • Organizational leadership • Corporate citizenship related to SH&E activities • National / regional • Global • Level of commitment to SH&E goals • Quality of labor / management relations

  48. Linkage Between SH&E and Productivity • Integration of SH&E and business management systems • SH&E as a core corporate value • Alignment of SH&E with corporate objectives and strategies • Continuous and systematic SH&E and business performance improvement • Dynamic nature and interactivity of SH&E with other operational functions • Demonstration of improvement in productivity through SH&E

  49. SH&E Management System • Administrative and management • Management leadership and commitment • Organizational communications and system documentation • Assessments, audits, evaluations, and continuous improvement • Operational and technical • Hazard recognition, evaluation, and control • Workplace design and engineering • Operational SH&E programs • Cultural and behavioral • Employee empowerment and involvement • Motivation, behavior, and attitude • Employee competency-building

  50. Performance Measurement and Information Management Quality and appropriateness of measurements, data collection and recordkeeping systems, analytical methodologies, evaluation, and use of information • Validity • Reliability • Feasibility • Accessibility • Comparability • Utility

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