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Culture On The RopesThe Great SHMS Comeback

Safety and Health Management System SeriesPresented By:

Sherry Scott, Safety and Health Program Manager/MVPP Manager

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)

Workplace Culture

Management Commitment

+

Employee Involvement

+

Worksite Analysis

+Hazard

Prevention & Control

+

Training =

SHMS

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 Each of the last three

complete years must be at or below the industry

average.

Rising Star out of the last three

complete years must be at or below the industry

average.

Small Employer Adjustment—the best

three out of the last four years.

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 fromthe board of directors to the individual worker; while the focus of this policyis on nuclear safety, the same traits apply to radiological safety, industrialsafety, 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 0 0 2 2 0 0 3 2 0 0 4 2 0 0 5 2 0 0 6 2 0 0 7 2 0 0 8 2 0 0 9 2 0 1 0 2 0 1 1 2 0 1 2 2 0 1 3 2 0 1 4 2 0 1 5 2 0 1 6

18

25

19

7

12

9

4

10

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

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

What Did We Do?(CONT.)

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 JanuaryLeader Brief and held the first discussion withthe 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 RiskThen 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 at a TISAR (Total Industrial Safety Accident Rate) of zero

• This safety performance puts Fermi in the top decile with the best of the industry

• Fermi is in the 98th percentile on the Nuclear Safety barometer survey with 97% participation

• Fermi 2 was granted the MVPP STAR by Michigan OSHA November 7, 2017

PROUD, BUT NEVER SATISFIED!

Significant SHMS Improvements

Management Commitment Management Changes Created Safety Program Manager

Position Hired Industrial Hygienist

Employee Involvement Enhanced Safety Committee with

three escalation levels

Worksite Analysis JHA improvement for medium to

high risk work activities

Hazard Prevention & Control Condition Assessment Resolution Document

(CARD) Station Alignment Meetings Safety Champion of the Day

Safety and Health Training Slip, Trip, & Fall Simulator Safe Worker Observation Training OSHA 30-hour Training for site

leadership

Best Practices Best practices emerge from mistakes and failures (from

which better ways are identified) and successes. Sharing of Best Practices is a component of the MVPP/C.

Mentorship

MVPP Program Participants DTE Energy

Fermi 2 Nuclear Power PlantNewport, MI

Verso Quinnesec, LLCNorway, MI

Johnson Technology, Inc.Latimer & Norton Shores PlantsMuskegon, MI

Occidental Chemical Corporation (OXY) (formally Dow Chemical)Cal/Mag Business Ludington, MI

Huntsman PolyurethanesAuburn Hills, MI

ArconicWhitehall, MI

Marathon Petroleum CompanyDetroit RefineryDetroit, MI

Atlantic PackagingConverting & Distribution CenterSturgis, MI

Herman Miller, Inc. Midwest Distribution CenterMain Site OperationsHickory FacilityHolland, Zeeland, Spring Lake, MI

SUEZWixom Waste Water Treatment PlantWixom, MI

Michigan Packaging Company Mason, MI

Potlatch Land & Lumber Gwinn, MI

Albemarle CorporationSouth Haven, MI

Marathon TT&R North Muskegon TerminalNorth Muskegon, MI

Marathon Pipe Line, LLCNortheast AreaWoodhaven, IL

Cintas Cleanroom Resources -Location K15 Westland, MI

WalbridgeDetroit, MI

Holly Construction Company Belleville, MI

Walbridge Ford Dearborn CampusTransformation ProjectDearborn, MI

Eaton Aerospace, LLCGrand Rapids, MI

THANK YOU!!Making worksite safety and health a priority

For all you do…every day…every job!

You Make a Difference in Health & Safety!

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Thank You For Attending

Michigan Occupational Safety and Health Administration (MIOSHA)Consultation Education and Training Division

530 W Allegan St, P.O. Box 30643Lansing, Michigan 48909-8143

For further information or to request consultation, education and training services, call (517) 284-7720

orvisit our website at www.michigan.gov/miosha