The document outlines a presentation on transforming safety management in organizations, emphasizing a shift from traditional models focusing on control to a coaching culture involving all employees as safety professionals. It proposes a five-year roadmap to integrate safety into corporate culture, align with international standards, and encourage proactive safety leadership among production supervisors. Key elements include redefining roles, enhancing cross-functional communication, and addressing human reluctance to change for a sustainable safety DNA in corporate environments.

1. 1
How to Build
Safety DNA
in a Corporation?
Presenter: Rein Weng

2. 2
Outline
Traditional Safety Management Model
How to Reform Safety Management Model
My Philosophy of EHS management
 5 yrs EHS Roadmap

3. 3
Traditional Safety Management Model
Production
department
Safety department
This model might be well-suited for a tremendously technical,
multifaceted organization.

4. 4
Safety Professional Production Supervisor
In other companies, safety and production battle each other.

5. 5
Disadvantages to the traditional model
 It emphasizes control over culture
 It creates dichotomies
 It lets production off the hook
 It distracts safety from its support role
X-functional communications matters!

6. 6
What should
we do?

7. 7

8. 1. Redefining Roles, Responsibilities
2. Creating a coaching culture
8
To redefine RRR’s
and Results (RRR’s)
Safety Professionals
are Coaches
SUPERVISORS AS SAFETY LEADERS
Production Supervisors
are Safety Leaders

9. Work at height
safety expert
Ergonomic expert
Forklift safety expert
Confined space safety
expert
Machine safety expert Hearing conservation
safety expert
9 Everyone is a safety professional of doing her/his job.

10. 10
At home

11. 11
24 hrs safety,
bring safety to family.

12. 12
Safety professionals
should not run around putting out fires.

13. 13
Safety professionals strategically plan how we’re
going to get better in safety.

14. 14
Culture System
Time
Incident Rate
Technique
System
Culture
― Risk
Assessment
― Engineering
― Administration
― Competence
― Program
― Standard
― Systemization
― Goal setting
― Auditing
― Review
― Feedback analysis
― Continuous
improvement
― Attitude
― Behaviors
― Leadership
― Accountability
― Core Value
Safety Performance
For EHS well-developed corporation, culture is the key!

15. 15
EHS Techniques - Layer of Protection (LOP)
Serious Injury /
Death
High Hazard
Activity or
Situation
Associated With
High Energy
Stronger  Layers of Protection (LOP)  Weaker
The greater the risks are, the stronger LOPs we apply.

16. EHS Systematic Approach
 General
16
― ISO 14001 and OHSAS 18001
― EHS planning system
― EHS training and qualification system
― EHS risk registering and ranking
system
― EHS scorecard
 Environment
― Environmental permitting system
― Life cycle management system
― Waster management system
― Carbon footprint system
― Water footprint system
Safety
Health Environment
 Health
― Chemical exposure
management system
― Noise control & hearing
conservation system
― Ergonomics solutions system
― Radiation safety system
 Safety
― High hazard work permitting system
― Contractor management system
― Change management system
― Incident management system
― Maintenance management system
― Audit tracking system

17. EHS Management Flowchart
17
Get the ball rolling, it’s cross-functional work! Systemization

18. 18
• Management Commitment
• Comply regulations
• Rules/Procedures
• Internalization
• Personal Value
• Care for self
• Networking Contributor
• Care for Others
• Organizational Pride
Reactive Dependent Independent
• Safety by Natural Instinct
• Lack of Management
Involvement
Interdependent
EHS Culture Progression
Where are we now?

19. 5 yrs Roadmap for EHS well-developed
Corporations
19
2014
2015
 Objective:
2016
 Objective:
2017
2018
 Objective:
1. Safety Platform formation
2. Safety self-management
 Objective:
 Objective:
1. Safety Starts with Me (SSWM)
2. Believe in Zero program
3. Proactive approaches /
Accountability
1. Rest of HH element (done g2G)
2. Comprehensive, integrated, and
1. High Hazard Activities Program
2. ISO Management System Integration
1. Risk Management Program
2. Compliance with amended EHS regulation
systematized approach

20. 20
From good to Great,
we moving on to building Safety DNA
into every individual and organization.

21. 21
Foreseeable Issues & Solutions
 People are generally reluctant to change
―Management commitment and support
―Having shared vision / We are a big family!
―Smooth cross-functional communication
―Human nature is the key

22. 22
WHY
HOW
WHAT
The Golden circle
Simon Sinek
Do the right things in the right way. Or, in a better way.

23. 23
What’s ideal situation? How to get there?

24. 24
High-level strategy deployment

25. 25
你必須真正深入了解一項產品
的本質，才能去蕪存菁。
Steve Jobs
KISS Thinking

26. 26
What we talked about?
 In traditional model, safety and production battle
each other.
 Ideally, production supervisors work as safety
leaders, while safety department as Coaches.
 Everyone is safety expert of doing his/her job.
 Safety department plan for taking EHS to the next
level, aligning with most updated international
approaches.

27. 27
What we talked about?
 From good to Great, we need to advance our
system and culture, sticking with 5 yr roadmap.
Time
Technique
System
Culture
Incident Rate
Let’s work together
for beautiful future!
5 yrs g2G Roadmap 2014
2015
 Objective:
2016
 Objective:
2017
2018
 Objective:
1. Safety Platform formation
2. Safety self-management
 Objective:
 Objective:
1. Safety Starts with Me (SSWM)
2. Believe in Zero program
3. Proactive approaches /
1. Rest of HH element (done g2G)
2. Comprehensive, integrated, and
systemized approach
1. Highest Risk Activities management
2. ISO Management System Integration
1. High Hazard Activities (HHA) foundation reinforcement
2. Compliance with amended EHS regulation
Accountability

28. Thanks!
28
I’m ready for your questions!