case studies - Dresser-Rand

HEALTH & SAFETY
24 DRESSER-RAND
The safety of Dresser-Rand employees and clients is our number one
priority. Our belief is that with disciplined processes, thought and execution,
supported by a culture of caring for each other, we will return every
Dresser-Rand employee, contractor and client home safely. Keeping people
safe is not only the right thing to do, but it makes good business sense as
well. Our clients demand outstanding safety from us. We share our clients’
belief that safety excellence requires the same kind of discipline as quality,
on-time delivery and costs. We want to be the supplier of choice among
our clients, building “loyalty for life” and recognizing that overall safety is
their first priority, too.
Over the last four years we have made improvements in our safety
performance as measured by the total recordable injury rate (TRIR). We
use the same common OSHA-Recordable definition at all of our facilities
around the world. Also, if we acquire any company or operation,
Dresser-Rand waits and evaluates the newly acquired company for 12
months before incorporating its safety statistics into our global statistics.
This provides an opportunity to build upon our safety culture and better
reflects our performance.
In 2008, our TRIR was 0.90; in 2009 it was 0.81; in 2010 we finished the year
at 0.49, while in 2011 our final performance was 0.57. Our total recordable
incident rate was in the top quartile for our industry in 2011; however, we
did experience a tragic loss of one of our employees. As a result, our target
of zero injuries and our mission to bring every employee home safely has
added significance for all of us. And it’s a target that is achievable. During
2011, two of our regions, Asia Pacific and Latin America, achieved the elite
status of zero recordable injuries. Twenty-two of our service centers and
five of our factories were also included in this extraordinary achievement.
Safety is a critical, cultural value of Dresser-Rand that demonstrates our
organization’s ethics, caring and respect for its people. It is a key ingredient
in the glue that binds people to our organization.
In 2012, we plan to better leverage the centralized functional HSE reporting
relationship by providing strategic and process direction to all safety
professionals worldwide to help improve efficiency and effectiveness.
We recognize that we cannot achieve a TRIR of zero without becoming
operationally excellent. Our HSE team will collaborate with our Quality,
Process Innovation, Operations, Engineering, and Human Resources
organizations to take a comprehensive, holistic approach to Operational
Excellence. We will do this by identifying gaps in achieving “disciplined
processes” and “disciplined execution” and will implement appropriate
corrective actions. We will use safety discussions of at-risk behaviors and
conditions as a primary rallying point in discussions with our workforce.
Peter Salvatore
Vice President and Chief Safety Officer