Science Powered Safety Systems and Solutions for TCL
Tata Chemicals Limited (TCL) has long considered the safety and health of its people as a top priority in its policies and business strategy development. However they were experiencing variations in safety performance, fatalities and near fatality incidents were occurring. In 2001 a serious process safety incident caused the plant to remain shut for nearly three weeks.
TCL’s safety culture had been mainly reactive and dependent. A major challenge was to bring about behavior and mindset change among employees and contractors. The safety performance measurement system was not consistent with international standards and with those used by the companies with world class safety performance, and maintaining a consistent level of reduction in recordable accidents was a big challenge.
TCL collaborated with DuPont in 2004, to integrate a safety culture transformation that would prevent and subsequently eliminate the sporadic incidents by changing the mindset and behavior of people.
DuPont developed a safety roadmap for TCL Mithapur based on the assessments and initiated various safety initiatives to change the employee behavior and mindset both on and off the company premises.
To address the contractor safety performance, DuPont developed a contractor management system with a coordinated safety training programme to improve the safety performance. DuPont facilitated TCL to put in place an integrated safety organization including an Apex Safety Council and six standing sub-committees to address safety observation, incident investigations, safety rules and procedures, safety training, contractor management and process safety management.
DuPont also facilitated the visit of TCL leadership to the DuPont Savli plant in Gujarat to provide insights into the world class safety processes and systems of DuPont.
TCL achieved steady reduction in Total Recordable Injury Frequency Rate from 12.55 per million man-hours to 1.67 per million man-hours in 2009. These improvement milestones demonstrate the fact that when safety is incorporated as strategic businesses value it serves as catalyst for achieving excellence in business performance.
DuPont brought about a paradigm shift in the minds of the leaders and employees to the understanding of safety as a line responsibility. The Safety Observation process also helped in changing the behaviour. Incident, investigation, training and regular communication are other key steps taken to improve safety performance.
Mr. T Radhakrishnan
General Manager, Operations