Dupont de Nemours

Report out
PDO
STOP Progress
Assessment
May 4 & 5
May 7 2002
Wil Kolk
Sen. Consultant
1
Copyright © 2001 E.I. du Pont de Nemours and Company. All rights reserved.
Scope of the Assessment
❏ To make a quick assessment of the progress
made by PDO with the STOP program, since
the
introduction in 1999
❏ To offer recommendations to support PDO’s
efforts to obtain the full benefits of the
STOP
program
2
Meetings
❏ Fahud
- Cross section of the PDO
organization,
(Operators through Site manager)
- HSE manager Galfar
❏ Main office in Muscat
- PDO HSE managers/professionals (5)
- HSE manager BEC

3
Gratitude
I like to express my gratitude for the

hospitality,
co-operation and openess experienced
during my
visit and in the meetings
4
Objective of STOP for
Supervision
To train each member of line
management to eliminate injuries from
his or her area of responsibility by:
❏ Skillfully observing people while
they work
❏ Reinforcing safe work practices
❏ Correcting and preventing
recurrence of unsafe acts
5
The causes of injuries
Fatalities
Lost Time Injuries
Medical Treatment
First-aid Cases
• Unsafe acts & Unsafe

conditions
• 96% / 4 %
6
The Dynamics of Safety Culture
Injuries
Management Commitment Personal Commitment Team Building

Condition of Employment Self-Managing Team Commitment
Discipline Self-Discipline Development in Team
Rules Self-Responsibility Help Others Conform
Supervisory Control Personal Goals Value for Each Other
Value for People Care for Self Team Goals
Time
Dependent Independent Interdependent
How did the STOP training go
in PDO ?
❏ Fahud OFO & OFE

- Recommended cascade steps were
strictly followed, with exception that
the
focal point remained the leader
- Goal group was expanded with
senior
technicians and technicians
8
How did the training go
(cont’d) ?
❏ HES and Drilling Department

- Not all members of goal groups were
trained (availability, turn over)
- Short cuts were taken in the
recommended
steps (STOP program came together
with
other initiatives)
9
Recommendations for STOP
training
❏ Identify who need “fresh” STOP

training or
who need to complete their STOP
training
❏ Provide STOP training as identified to
be
required
❏ Use leaders of the original multiplier
team
10
On going phase in STOP
program
❏ Scheduled safety observation tours

(STOP audits)
- always reported
❏ Ad Hoc observations
- reported/not reported
11
Successes in on going phase
Fahud
- safety awareness increased
- line management takes more action

- more insight into what is going on
- friendship increased
- good quality observations and actions
- operators & technicians participate
- site manager plays an active role,
reviews
12
quality and quantity of cards (awards)
Successes in on going phase
(cont’d)
❏ At several other operations, the site
manager
or the HSE manager push the system ,
resulting in a high number of reported
observations
❏ The corporate HSE group has energy
for the
program
13
(demonstrates to have value for it)
Known Pitfalls
❏ Lack of demonstrated commitment
from
● Top management
● Line management
❏ Not using the STOP Safety

Observation Cycle
Failure to
● Decide
● To insist on immediate action
14
DuPont Safety Principles
❏ All injuries and occupational illnesses
can and
must be prevented.
❏ Safety is everyone’s responsibility.
❏ MANAGEMENT IS DIRECTLY
ACCOUNTABLE FOR PREVENTING
INJURIES & OCCUPATIONAL ILLNESSES
❏ Safety is a condition of employment.
❏ Safety AUDITS must be conducted.
15
People Safety Management
Policy
Organization Responsibility &
Accountability
Goals &
Objectives
Incident
Investigations Visible
Management
Commitment Standards
Supportive Motivation
Safety
Personnel
Audits Training
Communication
16
Known Pitfalls
❏ Lack of demonstrated commitment
from
● Top management
● Line management
❏ Not using the STOP Safety

Observation Cycle
Failure to
● Decide
● To insist on immediate action
17
The Safety Observation Cycle
DECIDE REPORT
STOP ACT
OBSERVE
18
Known Pitfalls (cont’d)
❏ Setting up unhealthy competitions

and card quotas
❏ Viewing STOP as punitive
19
Identified obstacles
(challenges)
❏ Language problems
❏ Cultural differences
❏ Difficult to find people at certain
locations
❏ Short term contractors
20
Recommendations for on
going phase
❏ Move from quota for number of cards

to
number of scheduled observation tours
❏ Determine safety statistics per
location,
celebrate successes
❏ Share best practices
- link with contractor programs
- audit results as leading indicator
21
Recommendations for on
going phase (cont’d)
❏ Review STOP administration

❏ Review observation tours in
accident/incident
investigations as one of the possible
key
factors (why did we not see this
before?)
❏ Repeat a progress assessment after
some
22
Scheduled safety observation
tours
❏ Develop schedule
- ~ 30-45 minutes
- cross boundaries
❏ Follow-up that schedule is adhered to
❏ Restrict delegates
❏ Dedicate audits to safety
❏ Decide on reporting ad hoc
observations
23
Concluding
The STOP program requires time and

effort
from the entire organization, and in
particular
from Management
But this pro active tool also yields a lot

- less pain and suffering
- less costs, time and effort associated
with
injuries
24
How to contact us
Dubai:
ahmad.salem@are.dupont.com
The Netherlands
wil.kolk@bel.dupont.com
25

Dupont de Nemours

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Report out

- HSE manager BEC

I like to express my gratitude for the

• Unsafe acts & Unsafe

Management Commitment Personal Commitment Team Building

Dependent Independent Interdependent

❏ Fahud OFO & OFE

❏ HES and Drilling Department

❏ Identify who need “fresh” STOP

❏ Scheduled safety observation tours

- safety awareness increased

- line management takes more action

resulting in a high number of reported

❏ Not using the STOP Safety

● To insist on immediate action

❏ Not using the STOP Safety

● To insist on immediate action

❏ Setting up unhealthy competitions

❏ Viewing STOP as punitive

❏ Move from quota for number of cards

❏ Review STOP administration

The STOP program requires time and

But this pro active tool also yields a lot

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