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

2 AbstractAbstract 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.

3 OutlineOutline 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

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

5 OSHA VPP Mission Statement “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)

6 DOE-VPPDOE-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

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)

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.

9 How is VPP Different from ISMS? How are they similar? 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 Differences Similarities

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

11 Bargaining vs. Non-Bargaining at PNNL Total Staff at PNNLRepresentatives on VPP Steering 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%

12 The Distinction between Employees 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)

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

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

15 Accidents stop projects Safety 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).

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.)

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)

18 Communication Employee Feedback

19 Employee Engagement

20 Sustainable Performance Human Element Management Accountability Programs, Tools, and Systems Our path to achieving a sustainable safety and operational culture Total Recordable Case Rate 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 Focus on the human elements of sustaining safety performance Sustained engagement through refreshment Human Performance Improvement

21 ConclusionConclusion 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.