Leadership & Safety Culture: A L'OREAL Case Study

Leadership & Safety Culture: A L'OREAL Case Study

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Description: Leadership & Safety Culture a L’oreal Case Study: - From EHS driven by EHS to EHS driven by line management - a strategy of transformation and company culture change. Safety leadership: where are we today? key leadership tools that are helping with L'Oréal's transformation in this are. Who are the safety leaders of the future and how do we influence them - preparing for the future.

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Author: Malc Staves  | Visits: 269 | Page Views: 376
Domain:  Business Category: Leadership & Strategy 
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Contents:
LEADERSHIP & SAFETY CULTURE:
A L’OREAL CASE STUDY
21/06/2016
Malc Staves
Corporate Health & Safety Director

M Staves 2016 ©

LEADERSHIP & SAFETY CULTURE
A L’OREAL CASE STUDY
From EHS driven by EHS to EHS driven by line management - a
strategy of transformation and company culture change
 Safety leadership: where are we today?
 key leadership tools that are helping with L'Oréal's
transformation in this are

 Who are the safety leaders of the future and how do we
influence them - preparing for the future.

KEY FIGURES

1st
22,5
12,5%
130
78 610
17,3%

Beauty industry company

billion € turnover
market share

countries
people
operational margin

KEY BRANDS BRANDS

TAKE HOMES
1) You need to know who you are, where you are and where you want to go!
2) “Leadership starts at the top” is history – too much Generation X!


Look everywhere for your future leaders

3) The world is changing fast, people have changed, as EHS professionals you
need to change
4) Future Health & Safety challenges will be solved together

5

OUR FIRST STEPS – INTO A NEW WORLD
Benchmarked with other companies – cross industry
SWOR Analysis




Strengths (perceived)

Opportunities














Performance – lost time rate
Technical safety
Fire safety
EHS expertise
EHS training for EHS Managers
H&S Standards
Operations – H&S network and
expertise
Internal audit program
Number of EHS professionals










Transfer accountability to line
management
line management visibly driving safety
Proactive employee participation
Training of line management
Improved networking
Good practice implementation
Improve effectiveness
Extend H&S across the business
Leading indicators
6

L’OREAL HEALTH & SAFETY APPROACH – 2008 TO 2016?

Organisation
&
Strategy

TOWARDS EXCELLENCE
…through High Performance
Teams

Employees

Technical:
Methods &
Tools

Practices
&
Culture

EHS AS A WAY OF LIFE - ONE GLOBAL APPROACH
H&S Expectations

Group EHS Policy

a)

Universalisation of best
practices, methods and
technologies

EHS Manual
EHS Audits

3 to 5 year
strategy

TOP
approach

4 main drivers

Defined
Group
EHS
Strategies

Aligned
with
L’Oréal
Business
Values,
Needs
&
Initiatives

Defined Objectives
& focus areas

I am my
brothers
World Class Safety
keeper
mindset
Demonstrable

b) Alignment
Employees
take home
safety to
2. Improved&
family Safety
Performance
friends
3.c) Robust risk
Continuous
improvement
management &
of safety
assurance

performance
& culture

Prioritise
actions
& follow up

Operational EHS

1.

d) Visible
Business
Value Added
Drive
Towards Excellence

OUR EHS DRIVERS
.

1

Leadership & Capability

2

Understanding & Managing risk

3

Engagement & personal Ownership

4

Governance

Where are we going?
Conscience

EHS CULTURE

Thoroughness

Vision
Passion

TFc 5.0 ± 5.0





Reactive

EHS by Natural Instinct
EHS Compliance is the Goal
Delegated to EHS Manager
Lack of Management
Involvement
• Environment by legislation

0 is unrealistic

TFc 2.2 ± 1.5









Dependent

Management Commitment
Condition of Employment
Fear/Discipline
Rules/Procedures
Supervisor Control
Goals & Objectives
Value for Environment
EHS Training

0 by luck

TFc 1.6 ± 0.8

Independent

• Personal Knowledge,
Commitment, & Standards
• Internalization
• Value for Self
• Care for Self
• Practice, Habits
• Individual Recognition
• EHS by design

0 by design

TFc 0.6 ± 0.2







Interdependent

Help Others Conform
Others’ Keeper
Networking
Care for Others
Organizational Pride
Share EHS values

0 by DNA

GROUP EHS POLICY

The legend
of the Hummingbird

At L’Oreal, when it comes to E, H, S,
each individual and every small
action count and will ensure our
common successes !

Take care
of yourself,
Take care of others

2009

Operations

• Visible management commitment &
involvement
• H&S system in all sites
• Active Employee Participation
• Risk focus
• Best Practice sharing

2013

Leadership & Safety Culture Training
Monday

Program introduction

Tuesday

Human factors
in risk judgement
and decision making

Wednesday

Leading Change

Thursday

Leadership, safety
& stress
management

Facing a fatal accident

Strategies of influence

From managing human
error to a global vision
of safety culture

How to implement
a sustainable
Safety Culture

Debriefing – half session

Practices sharing
Make it Happen

Friday

L’OREAL Module

LEADERSHIP & SAFETY CULTURE

382 senior leaders in L’Oréal trained

1

1

2

3

4

3
1

3
2

3
2

4
2

Eng
Fr

EHS Line Management Training

Monday

Tuesday
Group EHS
Values &
stakes

Wednesday Thursday

Friday

The role of the
manager

The role of the
manager

Action plan

Environment

Break

Break

Break

EHS Learning
Game

Environment

Presentation &
EHS site visit

EHS Audits

Lunch

Break
At-Risk
situations &
practices –
Case studies

Introduction

Lunch

Lunch

Lunch

Lunch

EHS Learning
Game

EHS Change
Management

Debrief: Site visit

Ergonomics

L’Oréal EHS
Management
system

Break

Break

Break

Prevention
tools

EHS Learning
Game

Action plan

Make it
Happen

HOW TO INFLUENCE BEHAVIOURS…..?
The ABC model
Antecedent

Behaviour

Consequences

Consequences Drive Behaviour

EHS Operations - Line management training

1216 line managers trained to end 2016

Sessions

10

10

8

8

10

12

Network
animation

Ergonomic
Indicators

Vision
&
Objectives

Organisation
for Ergonomics

Group EHS
Governance

Good practice:
Identification &
sharing

Focus: Work
Groups

Risk
Identification

Training &
Awareness
8

4 FUNDAMENTALS FOR LINE MANAGERS
Back
straight

No twisting

Load
against
the body

Hands below the shoulder line

NAPO – EU OSHA

NEXT STEPS – TRANSFORM EVERYONE INTO
SAFETY AMBASSADORS

 Constructive Challenge
 Safe@Work, Safe@Home

CONSTRUCTIVE CHALLENGE
 Develop a “I am my brothers keeper mindset”
 Train people to challenge others in a positive way

 Engage staff in the deployment of the initiative
 Train lead people at all levels of the organisation
 A bottom up approach to safety

EXCELLENCE & BEYOND – SAFETY CULTURE V4.0

L’Oréal

Organisation
&
Strategy

All employees
Culture
EHS
Culture
H&S

Methods
&
Tools

I’m Actor

Family & friends

OUR EHS DRIVERS & EXPECTATIONS
.

1

Leadership & Capability

Our people have the knowledge and capability to
perform tasks the safe way every time. Leading safety is
a natural instinctive discipline right across the business.

2

Understanding &
Managing risk

Everyone is aware of and understands the dangers and
risks around them. Expectations and actions are clear to
all and we continually deliver a positive outcome.

3

Engagement & personal
Ownership

Employee proactive participation is key and we can feel
the safety commitment & passion from in their everyday
interactions with each other.

4

Governance

All management processes are aligned. Data and
indicators are driving the right behaviours, interventions
& learnings.

WHAT DID WE PRACTICALLY DO!
 H&S strategy - 5 year horizon strategy cascaded throughout
organization


Strategy to deploy safety outside of Operations – 2020 horizon

 Defined roles & responsibilities – across L’Oréal
 Published EHS Policy – link to Hummingbird
 New initiatives – TOP approach









Training at all levels – at same time
Fork Lift Truck pedestrian safety program
Ergonomic Attitude program
Management BBS program (MESUR) – developed in house
Employee hazard reporting initiative (SIO)
Visible Fundamentals – check list safety audit
EHS Culture Audits
Constructive Challenge

 Maintained EHS position as expert but added dimension of coach &
mentor
25

WHAT DID WE PRACTICALLY DO!
 Development of a Group E&HS Management System
 H&S professionals to be externally certified – NEBOSH or equivalent
 Developed targeted training







Leadership and Safety Culture - Senior management – INSEAD/CEDEP
EHS Operations & Lab - Line Managers
EHS Expertise – EHS function
Ergonomics – 3 modules
Evolved safety communication & reporting
e-learning

 Defined L’Oréals H&S Management System, drivers & expectations
 EHS Culture audit program – focus leadership & employee shop floor
participation
 Developed bottom up hazard reporting program (SIO)
 Tracked MESUR, SIO & Safety training at Corporate level.
26

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