The Value of VPP: Improving Safety Culture in an R&D environment

1. PNNL-SA-57997 The Value of VPP:Improving Safety Culturein an R&D environment Steve Goheen, Ph.D. PNNL VPP Steering Committee Co-Chair

2. Abstract Employee involvement is a critical element for improving safety culture. The management-worker partnership fostered by the Voluntary Protection Program (VPP) is a highly effective way of getting employee involvement in support of improving safety culture as a foundation for excellence in Integrated Safety Management (ISM). Implementing VPP in an R&D environment is challenging, given the independent, self-directed nature of research activities. PNNL has successfully engaged researchers in the traditional management-labor partnership for continuously improving worker safety and health. This presentation outlines the key steps used to achieve this result, and highlights some of the recent accomplishments that allowed PNNL to achieve record levels of safety performance. 2

3. Outline • Introduction – Definition of VPP • Employee and Management Involvement • Researchers vs. organized labor – A distinction from traditional VPP implementation • PNNL approach to engaging researchers in VPP • VPP-initiated improvements at PNNL • Conclusion 3

4. What is VPP? • VPP = Voluntary Protection Program • Developed by OSHA in the 1980s as a way to define and reward the best safety & health performers • 5 tenets of VPP • Management Commitment • Employee Involvement • Worksite Analysis • Hazard Prevention and Control • Health and Safety Training 4

5. “The Voluntary Protection Programs (VPP) promote effective worksite-based safety and health. In the VPP, management, labor, and OSHA establish cooperative relationships at workplaces that have implemented a comprehensive safety and health management system. Approval into VPP is OSHA’s official recognition of the outstanding efforts of employers and employees who have achieved exemplary occupational safety and health.” (from the VPPPA website) OSHA VPP Mission Statement 5

6. DOE-VPP • PNNL was the first DOE Office of Science National Lab to achieve VPP STAR status • Other SC Labs that have contacted us about DOE-VPP: • LANL • ORNL • ANL • LBNL • BNL • More? DOE Sites with VPP STAR Status 6

7. How is DOE-VPP Different from OSHA- VPP? “The DOE-VPP is identical to the OSHA VPP except that participation is open to contractors employed at DOE-owned facilities.” (from the VPPPA website) (Note: there is a minor structural difference in the tenets – DOE has 5 and OSHA has 4) 7

8. Integrated Safety Management • Integrated Safety Management (ISM) is a systematic approach to integrating safety into work planning and execution. In the ISM context, the term ‘safety’ is synonymous with "environment, safety, and health" (ES&H). It encompasses protection of employees, the public, and the environment. 8

9. VPP Voluntary Bottom-Up People oriented Analysis of hazards Implementation of controls Safe work Continuous improvement ISMS Mandatory (contract) Top-Down System oriented Analysis of hazards Implementation of controls Safe work Continuous improvement How is VPP Different from ISMS?How are they similar? Differences Similarities 9

10. Employee Involvement • Employee involvement follows from management leadership • VPP enables/accelerates employee involvement • What does it mean to be involved in safety as an employee? • Employee involvement results in greater: • Knowledge of safety • Interest in safe behavior • Enthusiasm/passion for safe behavior • Different kinds of employees get involved in different ways • Bargaining Unit • Management • Support workers • Exempt workers 10

11. Bargaining vs. Non-Bargainingat PNNL Total Staff at PNNL Representatives on VPPSteering Committee • When VPP started at PNNL, bargaining unit staff accounted for over half of all injuries • Since that time, VPP is at least partly responsible for helping reduce bargaining unit injuries by over 80% 11

12. The Distinction betweenEmployees in a Research Environment • Organized labor • High risk functions / tools & equipment, etc. • Unions promote safety • Support staff • Mostly office work • Researchers • Office • Unique hazards in the laboratory • Researchers generally work independently and have great knowledge of the hazards (although risk perception may be affected by long experience and complacency) 12

13. Research is a special case Compared to organized labor and normal industry • Implementing VPP in an R&D environment is challenging, given the independent, self-directed nature of research activities. • Researchers want to be safe, but they also have multiple demands on their time/attention • Keeping their integrity in their field • Maintaining contacts throughout the scientific community • Sales to clients • Publications • Designing experiments • Obtaining important research results • Managing laboratory Staff • Keeping resources operational • Maintaining compliance with local, regional, state, national regs. • Maintaining a good relationship with their managers 13

14. Researchers’ Interest in Safety • Why do scientists have accidents? • Same reasons as anyone (Human Performance) • How can you get the attention of scientists re: safety? • What drives scientists: • Discovery (a passion) • Getting funding so they can continue their work • Working for a reputable organization • Meeting milestones • Keeping clients • Getting the biggest bang for the client’s buck Accidents stop research 14

15. Accidents stop projectsSafety is a good investment • A fatality would threaten the future of the Laboratory. • Each significant incident costs $100K-$1,000K. • Our safety record influences our client relationship. • Any significant incident can kill a project. • Savings from safety programs = 5:1 (savings:cost) • At PNNL, we have been saving about $1M/year due to improved safety (avg. 40 fewer accidents/year). 15

16. Engaging Researchers in VPP • PNNL has successfully engaged researchers in the traditional management-labor partnership for continuously improving worker safety and health. • Researchers are naturally engaged in safety • Gentle and relevant reminders are appreciated • Promote teamwork in safety as a company value • Positive reinforcement (awards, recognition, etc.) 16

17. Safety Initiatives from VPP at PNNL • Porcelain Press • Safety DiaLog • Blood Pressure Monitors • 24/7 Initiative • Wellness Program with Incentive Awards • Ergonomic Web-Based Software • Stretching System • Meetings start with Safety Topics (table tents) • Annual Picnic with Safety Booths • Annual Survey with Incentive Awards • Annual Safety Expo Participation • Award-winning booth • 60,000 participants (200,000 in Tri-Cities) 17

18. Communication Employee Feedback 18

19. Employee Engagement 19

20. Management Accountability Human Element Sustainable Performance Programs, Tools, and Systems Our path to achieving a sustainable safety and operational culture Focus on the human elements of sustaining safety performance • Sustained engagement through refreshment • Human Performance Improvement Tools, Systems, and Processes: • Benchmarking • Requirements management • Facility operating envelop • Electronic Prep and Risk • Integrated Operations • Lessons Learned, Best Practices Line Management Commitment/Value • Expectations • R2A2 • Safety Leadership Training Total Recordable Case Rate 20

21. Conclusion • Since implementing ISMS and VPP in the late 1990s, PNNL has achieved record levels of safety performance • VPP is a process; promoting continuous improvements in safety • Research presents a special challenge • Independent, well-educated workforce • Complex work environment • Competing priorities • Unique hazards • Challenge: • Engage researchers in safety • Enable safe conduct of research • Demonstrate the value of safety • VPP helps PNNL achieve operational excellence • We are happy to share. 21