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Corporate Safety Team Goals and Themes for 2011

Corporate Safety Team Goals and Themes for 2011. December 21, 2010. Corporate Safety Team. Governance and Guidance support for safety, health, security & Responsible Care ® Audits, reviews and performance monitoring/reporting Hearts and Minds Always on Safety (driving behavioral changes)

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Corporate Safety Team Goals and Themes for 2011

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  1. Corporate Safety TeamGoals and Themes for 2011 December 21, 2010

  2. Corporate Safety Team • Governance and Guidance support for safety, health, security & Responsible Care® • Audits, reviews and performance monitoring/reporting • Hearts and Minds Always on Safety (driving behavioral changes) • ACC Responsible Care® Program • Security: Personal, site and value chain; C-TPAT • JVs and toll manufacturing • Consulting support for businesses and sites • Safety reviews for projects, new sites, issues • Process safety and risk management • Performance improvement initiatives • Safety culture surveys, BBS, industrial hygiene, occupational health • Incident response and investigation • Training: Behavioral development and safety leadership

  3. Driving Safety Leadership Behaviors • Leadership behaviors are key – from the CEO to the front line supervisor • Requirements for success • Identifying the key behaviors (The Model) • Developing managers/supervisors • Providing ongoing support • Monitoring and feedback

  4. Supporting 2015 Growth Strategy • Acquisitions • Evaluations of safety design andleadership behaviors • Rapidly address safety process design issues • Quick on-boarding into FMC safety culture • New sites and facilities • Design to be an injury-free workplace • Quickly develop safety leadership behaviors

  5. 2011 Goals and Themes (p. 1 of 2) • Hearts and Minds Always on Safety– Continue to drive awareness and personal/group behaviors via the Hearts and Minds initiative as steered by the Safety Culture Working Group.  Focus efforts on inclusion of all employees worldwide, reflecting their cultural and job differences (manufacturing, commercial, etc.). • Safety Training and Leadership Development – Complete initial round of Safety Leadership Training (SLT) Courses for manufacturing and expand into non-manufacturing areas.  Develop and implement Mandatory Safety Training programs focusing on behaviors for both manufacturing and non-manufacturing managers. • Behavioral Safety – With the successful recruitment of a Behavioral Analyst, refine current training/development initiatives and safety management systems as needed to drive the desired personal behaviors.  Assist sites with the development and implementation of improved BBS processes.

  6. 2011 Goals and Themes (p. 2 of 2) • Auditing and Review Programs – Continue current implementation plans during 1H2011, while revising our auditing and review programs (Consolidated Audit, PSRP, project safety reviews, RCMS, security, etc.) to align them with the behavioral expectations to achieve objectives of an injury-free and incident-free workplace.  Also, identify areas for the development of additional safety standards. • Personal Security and Crisis Management – Develop and implement processes designed to protect the personal security of FMC employees worldwide, especially those traveling and working in high-risk areas.  implement a regional communication process for identifying employees traveling in regions that allows rapid notifications and other actions as needed.  Extract lessons from recent crises to discuss with EC and division management teams (e.g., Deepwater Horizon, Texas City).

  7. Add Behavioral Analyst S&H – Safety and Health PS&S – Process Safety and Security PS – Process Safety * Shared resource with APG, Shanghai, China (0.5 FTE)

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