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Process of Transformation Towards a Culture of Commitment to Safety

Published: 2021


Based on the Fundamental Values of UNICON and the firm conviction that Safety is Good Business, UNICON and DuPont Sustainable Solutions have successfully completed the first phase of the Cultural Strengthening Process in their mining operations.

In an organization like UNICON, where doing the right thing is one of the Premises, working to improve the way risks affect the safety of the people, is NON-NEGOTIABLE. Thus, in 2017 the UNICON Leadership made the decision to focus on addressing the critical risk of its mining operations and to move the organization from a Culture of Compliance to one of Commitment.

The process began with the realization of a Diagnosis of the Organization's Safety Culture, the generation of the Organization's Safety Vision and its formal integration into the Business Vision. Later, the Leadership analyzed the strategic lines of action proposed by DuPont and developed the action plans to facilitate the organization to achieve its objectives in the area of security that were part of the Implementation phase.


Process
The first stage of the Implementation phase, which lasted a year, based on strengthening leadership skills, where the participants could be true agents of change towards a culture of commitment to safety, with the accompaniment of the governance of the critical risks of mining and concrete operations, to improve execution. This allowed the organization, to advance in two fundamental axes: the human one - through the implementation of the security leadership program that enables a leader who is capable of transforming himself, in order to transform his work teams; and the technician - through practices for risk management at an operational and tactical level.

"A few years ago, we were surprised to analyze that despite managing many Management tools and National Security Committees, our staff acted only for compliance. One understands that monitoring people to make them aware of security is unsustainable and not feasible. Therefore, we decided to move from that reactive stage, to a culture of safety where at all times, and without having a supervisor nearby, all our workers act safely."
UNICON Operations Manager.


The path to results in the first stage of the implementation phase has involved various activities: building a shared understanding around what is visible, and felt leadership in the field; with and from the people, the disciplined performance of rituals security; the effective realization of behavioral observations; the conduct of investigation processes of incidents and accidents led by the owner of the area, and close monitoring of activities with critical risk in the operation, among others.

"I, as Chief of Operations of Cerro Lindo, have learned that everything that happens in the Plant is My Responsibility, and I assume that Responsibility. Our commitment to make Security as a Value, it´s inherent to our daily work, every day we wake up and act with Security ". Project Manager at UNICON Plant - UM Cerro Lindo. (Client: Nexa Resources)

Along the way to strengthen the safety culture, the organization has been traveling the learning curve towards a culture of commitment, generating a renewed awareness of leaders about the expected behaviors of a member of the organization. All this process, lived in the light of a mining culture in Peru that traditionally focuses on production goals, but which, within the scope set by UNICON, has managed to evolve, adapting to a cultural space where production and safety do not compete and for On the contrary. They coexist, increasing flexibility to respond to the dynamic needs of nearby interest groups.

"What remains here on the road is to deploy, to deploy the concept of zero accidents through Visible Leadership." Head of Operations at the UN Mining.

In the second stage of implementation, which has been extended for an additional year. The process of strengthening leadership competencies in security has being transited to the strategic level, with all levels of leadership now involved. The level of relevance that they place on security will be the north that dictates where the organization wants to move in accordance with the commitment, commercial leverage for this competitive advantage and improvements in the organization's security management indicators. They obtain better benefits for security and for the business.