Culture on the Ropes the Great SHMS Comeback
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Culture On The Ropes The Great SHMS Comeback Safety and Health Management System Series Presented By: Sherry Scott, Safety and Health Program Manager/MVPP Manager This Photo by Unknown Author is licensed under CC BY-NC-ND Objectives Review Setbacks and Comebacks Examples Discuss Workplace Culture and SHMS Identify MVPP and STAR Criteria Showcase an MVPP Participant Identify SHMS Resources MUHAMMAD ALI (R) VS GEORGE FOREMAN (1974) © AFP/Getty Images Ali was stripped of his title in 1964 after he refused to be drafted for the Vietnam War. He returned to the ring in 1970, where he wreaked havoc and famously outpunched George Foreman in the Rumble in the Jungle in 1974. GEORGE FOREMAN VS MICHAEL MOORER (1994) © J Rogash/Getty Images Foreman beat Joe Frazier in 1973 and then defended his title twice. However, Foreman was not as lucky against Muhammad Ali who got the best of him in the 1974 Rumble in the Jungle. Three years later, Foreman, who was only 28 at the time, retired after a loss to Jimmy Young. He returned to the sport a decade later and in 1994 pummeled Michael Moorer for the WBA, IBF and Lineal Heavyweight championships. ALEX ZANARDI (2003) © Marco Garcia/AP Images for IRONMAN The Italian motorsport champion had two CART IndyCar world championships under his belt before a 2001 crash resulted in the loss of both of his legs. Zanardi returned to competitive sport, driving hand cars and also reached a No. 1 ranking in hand cycling. BOSTON RED SOX VS NEW YORK YANKEES (2004) © J Rogash/Getty Images The New York Yankees won the first three games of the 2004 American League Championship Series, but with an extra innings win in the fourth game, the Red Sox snuck back into the ALCS and clinched the title by winning the last four games of the series. Boston became the first team to come back from a three-game deficit to win a seven-game series. The Red Sox went on to win the World Series that year, ending an 86-year drought. Forbes Staff - Steven Bertoni On May 4, 2012, parent company Hostess filed for Chapter 11 bankruptcy protection. Hostess finally died on Nov. 16, 2012. Hostess' roots went back more than 150 years. The Twinkie was a good brand with iconic status and Apollo Global Management and Metropoulos & Co, in May of 2013, purchased Twinkies, along with other famed Hostess Brands out of bankruptcy for $410 million. Twinkies returned to US shelves on July 15, 2013. It was marketed as the “Sweetest Comeback in History”. Comebacks A return to prominence in activity or status in which once formerly successful. Fermi 2 Safety Transformation MVPP Fermi 2 Backstory STAR Award: May 7, 2004 Successful Reevaluations : August 15, 2007 September 3, 2010 February 19, 2014 Erosion in SHMS led to Conditional STAR Status in 2016 Workplace Culture Safety & Health Management System (SHMS) Management Commitment + Employee SHMS Involvement + Workplace Culture Worksite Training Analysis = + Hazard Prevention & Control + Michigan Voluntary Protection Program (MVPP) A recognition and partnership program designed for worksites that have an outstanding and comprehensive safety and health management system. GI & Construction STAR Program—highest level of recognition. RISING STAR program –provides a set of “stepping stones” to STAR participation for those employers who have demonstrated the potential and commitment to achieve STAR requirements. MVPP Illness and Injury Rate Criteria Michigan Star Rising Star Small Employer Each of the last three out of the last three Adjustment—the best complete years must be complete years must be three out of the last four at or below the industry at or below the industry years. average. average. MVPP Triennial Re-evaluation Information to be reviewed by team prior to getting onsite: Last MVPP/C approval report Reevaluation template Annual self-evaluations Review Chapter VI – “Reevaluation of MVPP Participants” of the MVPP Manual (the Manual is available on the MVPP webpage in Word and pdf formats) Any other significant documentation or information Fermi 2 Safety Transformation Conditional STAR If injury and illness data has increased to above the industry average, a one-year rate reduction plan (goals) must be established. Goals must be established for every deficiency that requires correction. Each goal must meet the following conditions. It must be clearly stated. It must relate to a deficiency in Star quality It must state specifically what is required to verify that it has been accomplished. It must describe the measure(s) that will verify Star quality has been re-achieved and maintained. Conditional STAR cont. Within one year from the date the goals are implemented, the site must undergo an onsite evaluation. If the SHMS is clearly found to be at Michigan STAR criteria, a full reinstatement of the site as a STAR participant will be recommended to the MVPP Manager. If changes either are not made or do not return the program to full STAR criteria within the year allowed, the site must be terminated after allowing opportunity for the site to withdraw. What is Safety At Fermi 2? • Industrial Safety: The management of all operations and events to protect our employees and assets by minimizing hazards, risks, accidents and near misses • Radiological Safety: Maintain personnel and environment radiation doses below regulatory limits and As Low As Reasonably Achievable (ALARA), to prevent unplanned or accidental exposure to ionizing radiation and to prevent release of radioactive material into the environment • Nuclear Safety Culture: – The core values and behaviors resulting from a collective commitment by leaders and individuals to emphasize safety over competing goals to ensure protection of people and the environment – The concept of nuclear safety culture applies to every employee from the board of directors to the individual worker; while the focus of this policy is on nuclear safety, the same traits apply to radiological safety, industrial safety, and environmental safety • Safety Conscious Work Environment (SCWE): – A work environment where employees feel free to raise safety concerns, both to their own management and to the NRC, without fear of retaliation Historical Fermi Contractor & Employee OSHA Recordables 2 5 1 91 8 1 2 1 9 0 7 4 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 How Did we Get There? “Graded” approach to safety and human performance Lack of leadership oversight Did not perceive risks or chose to accept them 85 open safety items; issues were not being fixed and people not being heard Ineffective nuclear safety culture review board No Human Performance boards Procedures not up to industry standards Processes were not followed or perceived as not credible Benchmarking was not being conducted What Did We Do? . Mitigated, eliminated and resolved more than 300 site safety issues . Safety issues are a focus area on the Shift Manager Daily Shift Alignment meetings and are tracked until addressed . Partnered with corporate safety to conduct safe worker observation training including paired observations in the field . Conducted out-of-box evaluations on hazard recognition and Job Hazard Analysis (JHA) training for all leaders 5 What Did We Do?(CONT.) . Improved the oversight of the safety committee by ensuring cross-functional effectiveness of actions and accountability for timely completion . All Contractor First Line Supervisors go through an interview board and a 4-day qualification course; standards, behaviors and consequences are emphasized and reinforced . All contractor journeymen who are new to the site are always paired with experienced journeymen to ensure that our expectations and safety policies are fully understood and practiced 6 What Did We Do?(CONT.) . Conducted Slips Trips and Falls (STF) training for all employees . Initiated the Site Safety Champion program . Created a site safety program manager position . Instilled pride by repairing roadways and improving lighting in work areas . Upgraded office buildings . Developed a 5 year facility improvement plan . Addressed quality of life on site and improved work life balance . Focused on and reduced all key backlogs 6 Moments of Truth-Do Not Accept Risk . More than 40 employees and leaders were interviewed to collect Moments of Truth outage- based scenarios, customized by each department. We discussed the exercise at the January Leader Brief and held the first discussion with the leadership team the next day. “30-day outage done the right way.” . “When you do the right thing, I will have your back. Your direct reports need to know you’ll do the same.” Moments of Truth-Do Not Accept Risk Then it cascaded: . Teams met with their leader to discuss Moments of Truth; . Leaders and team members had the opportunity to clarify what they were going to hold each other accountable for when they encountered Moments of Truth during RF18. We have continued the use of this principle post-outage and this is now part of our fabric at Fermi 2. Safety-Station Communication . Daily Fermi 2 Today newsletter . Weekly Station Alignment briefing by every leader that includes the Safety Focus Area . Weekly Recovery scorecard updates . Every 2 weeks Leader Briefs . Every month Safety Package reviewed by every employee . Every 2 months All-Hands meetings . Annual Site Safety Day (Employee Appreciation) Fermi 2-Where We Stand Today • On April 3, 2018, Fermi reached a significant Industrial safety milestone – 710 days without an OSHA recordable injury • Fermi is also