1 / 42

Paul J Dowd Phoenix Copper limited

Progressing HSE&C in a Large Corporation. Paul J Dowd Phoenix Copper limited. Building an Integrated Culture of Success. A SUSTAINABLE SAFE CULTURE OF SUCCESS. VALUES. VISION. LEADERSHIP. PLANNING. MANAGEMENT. RESOURCES. TRAINING. SKILLS. Change Management – Initiative Implementation.

buckminster-delacruz
Download Presentation

Paul J Dowd Phoenix Copper limited

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Progressing HSE&C in a Large Corporation Paul J DowdPhoenix Copper limited

  2. Building an Integrated Culture of Success A SUSTAINABLE SAFE CULTURE OF SUCCESS VALUES VISION LEADERSHIP PLANNING MANAGEMENT RESOURCES TRAINING SKILLS Change Management – Initiative Implementation

  3. Executive Management MotivationsFor Change • “Need to be seen to be doing something that is perceived to be different”, • “Heard from a colleague that this is the new” ‘silver bullet’, • “Want to solve specific (short term) problem”, • “Desperately seeking help”! • “Essential for the sustainable growth of the organisation and the appropriate development & safety of our people”

  4. Latest management trend or fad • Constantly assess the perceived value of initiatives • Sustainable success in HSE&C • engagement of the workforce • integration of the initiatives into the primary business drivers • No commitment unless employees convinced initiatives are appropriate • HSE&C initiatives fully integrated into all aspects of the business • Change is difficult Integration of Initiatives Clear & Integrated Components of the Business Plan

  5. “There is nothing more difficult to carry out, nor more doubtful of success, nor more dangerous to handle, than to initiate a new order of things. For the reformer has enemies in all those who profit by the old order, and only lukewarm defenders in all those who would profit by the new” Niccolo Machiavelli 1469 - 1527

  6. Sustainable Success Criteria • Passion • Commitment • Science The Three Pillars of Effectiveness

  7. EFFECTIVENESS P A S S I O N S C I E N C E C O M M I T M E N T The Three Pillars of Effectiveness Three Pillars of Safety Effectiveness

  8. P A S S I O N • Passion is, & must be infectious • Nothing succeeds nor is it sustainable without Passion • Passion for a “cause” is seen to be a “worthy cause” • Vibrancy & consistency of message • Burning desire for continuous improvement Three Pillars of Safety Effectiveness

  9. P A S S I O N S C I E N C E • Science is objective & comparative for option selection • Science is prerequisite to success & counteracts technological hazards • Science provides the intellect for success • Science provides a rational base for decisions & problem solving • Science links performance to Finance Three Pillars of Effectiveness

  10. P A S S I O N S C I E N C E C O M M I T M E N T • Commitment is people taking responsibility - at all levels • Commitment is ALL about Leadership - at all levels • Commitment is constant, consistent & coordinated • Commitment MUST be visible Three Pillars of Safety Effectiveness

  11. EFFECTIVENESS P A S S I O N S C I E N C E C O M M I T M E N T The Three Pillars of Effectiveness

  12. EFFECTIVENESS P A S S I O N S C I E N C E C O M M I T M E N T The Three Pillars of Effectiveness

  13. EFFECTIVENESS P A S S I O N S C I E N C E C O M M I T M E N T The Three Pillars of Effectiveness

  14. EFFECTIVENESS P A S S I O N S C I E N C E C O M M I T M E N T The Three Pillars of Effectiveness

  15. EFFECTIVENESS EFFECTIVENESS P A S S I O N S C I E N C E C O M M I T M E N T The Three Pillars of Effectiveness

  16. EFFECTIVENESS P A S S I O N S C I E N C E C O M M I T M E N T The Three Pillars of Effectiveness

  17. EFFECTIVENESS P A S S I O N S C I E N C E C O M M I T M E N T The Three Pillars of Effectiveness

  18. EFFECTIVENESS P A S S I O N S C I E N C E C O M M I T M E N T The Three Pillars of Effectiveness

  19. EFFECTIVENESS EFFECTIVENESS P A S S I O N S C I E N C E C O M M I T M E N T The Three Pillars of Effectiveness

  20. EFFECTIVENESS EFFECTIVENESS P A S S I O N S C I E N C E C O M M I T M E N T The Three Pillars of Effectiveness

  21. EFFECTIVENESS P A S S I O N S C I E N C E C O M M I T M E N T Three Pillars of Effectiveness

  22. EFFECTIVENESS P A S S I O N S C I E N C E C O M M I T M E N T The Three Pillars of Effectiveness

  23. EFFECTIVENESS P A S S I O N S C I E N C E C O M M I T M E N T The Three Pillars of Effectiveness

  24. EFFECTIVENESS P A S S I O N S C I E N C E C O M M I T M E N T The Three Pillars of Effectiveness

  25. EFFECTIVENESS EFFECTIVENESS P A S S I O N S C I E N C E C O M M I T M E N T The Three Pillars of Effectiveness

  26. EFFECTIVENESS P A S S I O N S C I E N C E C O M M I T M E N T Three Pillars of Safety Effectiveness

  27. Three Pillars – Components for HSE&C • PASSION • Motivational • Inspirational • Personalize/Humanize • Carry & share Images • Vibrancy of message Commitment • Leadership • Persistency • Consistency • Visibility • Communications • SCIENCE • Risk Management • Behavioral • Observational • Systems & Processes • Advanced What is Measured is Managed

  28. Overall:- Overall:- Overall:- 5 5 5 4 4 4 3 3 3 2 2 2 1 1 1 0 0 0 A B C D E A B C D E A B C D E Three Pillars as Performance Measure PASSION SCIENCE COMMITMENT • Motivational • Inspirational • Personalize/Humanize • Carry & share Images • Vibrancy of message • Leadership • Persistency • Consistency • Visibility • Communications • Risk Management • Behavioral • Observational • Systems & Processes • Advanced

  29. Overall:- 2.2 Overall:- 3.2 Overall:- 3.6 5 5 5 4 4 4 3 3 3 2 2 2 1 1 1 0 0 0 A B C D E A B C D E A B C D E Three Pillars as Performance Measure PASSION SCIENCE COMMITMENT • Motivational • Inspirational • Personalize/Humanize • Carry & share Images • Vibrancy of message • Leadership • Persistency • Consistency • Visibility • Communications • Risk Management • Behavioral • Observational • Systems & Processes • Advanced

  30. Three Pillars SCIENCE • Risk Management • Behavioral • Observational • Systems & Processes • Advanced

  31. RISK MANAGEMENT PHILOSOPHY Program Inter-Relationship • Commonprocesses, systems & standards • that provide a consistent approach - • Applicable to allDisciplines:- • Operations • Maintenance • Finance • HSE&C • Metallurgy • Supply Chain Systematic, Practiced and Pre-programmed Response to prevent Escalation & Minimise Consequences of a Catastrophic or Major Event Risk Management Framework Processes &Tools Continuous Improvement Monitoring Management System Crisis Management An Integrated Program that Reflects & Complements all Other Elements HSE&C Program A “Lead” Indicator Applicable to all Disciplines. A Qualitative and Quantitative Continuous Monitoring & Performance Management System

  32. Management of Hazards and Risk Reactive Controls Proactive Controls HAZARDS OUTCOMES People, Processes, Plant & Reputation HAZARDS OUTCOMES HAZARDS OUTCOMES CONFORMANCE MONITORED & MEASURED STANDARDS Prevention & Elimination STANDARDS Reduction & Mitigation “CONTROLS” include the STANDARDS developed to Manage the HAZARD PERFORMANCE ASSESS’T IMS CRISIS MANAGEMENT COMMON MNG'T SYSTEM

  33. Three Pillars PASSION • Motivational • Inspirational • Personalize/Humanize • Carry & share Images • Vibrancy of message

  34. Leadership & Management Too few are strong leadersand managers; too many are strong managers but weak leaders. Critical to blend management (controlling and problem solving) with leadership (motivating and inspiring).John Kotter

  35. Management – a Privilege & a Responsibility Those workers want to know how much you care before they care how much you know. - A manufacturer of farm equipment in Iowa

  36. Diagram of a Typical “People Interaction” Building a Sustainable Safe Culture of Success A A C +/- B +/- C A = Attitude B = Behaviour C = Consequence B Cultureis formed through the reinforcement of behaviors that the Leadershipbelieve is valuedandimportant

  37. Three Pillars Commitment • Leadership • Persistency • Consistency • Visibility • Communications

  38. Leadership & Management Too few are strong leadersand managers; too many are strong managers but weak leaders. Critical to blend management (controlling and problem solving) with leadership (motivating and inspiring).John Kotter

  39. Leadership is the demonstration of your valuesin pursuit of something you believe in. Bill Sternbergh

  40. Leadership People will always attempt to achieve what their Leaders value. • If the Leader values production - people will attempt to achieve the production goals set by the Leader. • If the Leader values safety - people will attempt to achieve safety within the production goals set by the Leader.

  41. EFFECTIVENESS P A S S I O N S C I E N C E C O M M I T M E N T Building an Integrated Culture of Success A SAFE SUSTAINABLE CULTURE OF SUCCESS VALUES VISION LEADERSHIP PLANNING MANAGEMENT RESOURCES TRAINING SKILLS Three Pillars of Safety Effectiveness

More Related