BBPL

Bareilly

Culture

Journe
y

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 “Culture…
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…from the Latin word cultus, which means

care.”
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What is

culture?

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Culture
is our
Organization’
s Personality

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Our collective
personality is shaped by
how each of us behave in
everything we do:
our daily work,
the choices we make, &
the way we treat each
other
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“How am I
impacting the
“Do I watch for “How will my
resources of my
and point out actions today
community?”
unsafe affect the
conditions?” “Do I make the right future of my
“Am I invested in company?”
choices when I
the quality of our
know no one is
products?”
watching?”

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BEHAVIOR CULTURE
DETERMINES DETERMINES
CULTURE BEHAVIOR

Behaviour is something Culture is about

that clearly can be observed! attitudes, values and beliefs!

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Culture = Q + S +
E

Quality / Food Safety (Q) Occupational Safety (S) Environment (E)

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 TCCC’s QSE Culture Maturity BBPL
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Model
Purpose, Vision & Consistency &
Maturity People Engagement Risk
Level Values Adaptability
Perception

Leader
(Best in Class) 5 Maturity levels 4 Dimensions
Progressive
(Effectiveness)
5 X4
Committed
(Compliant)
Model & 4 (Dimensions)
5 (Maturity levels)
Developing
(Limited)

Reactive
(Absent)

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5 Maturity Levels of the QSE Culture Model Bareilly

Maturity Level Brief Description

1 Leader Proactive / Best in Class Culture

Sustainable culture; constantly demonstrate

2 Progressive
the commitment to QS&E

3 Committed Culture in place

Culture limited to QSE function / isolated

4 Developing
evidence of compliance/effectiveness

5 Reactive Evidence of QSE Culture severely lacking

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4 Dimensions and 12 sub-dimensions of QSE Culture Bareilly

1. Management Commitment
1. Purpose, 2. Communication
Vision & Values
3. Business Integration

1. Training & Capability

2. People Engagement
2. Reward & Recognition

3. QSE Awareness

1. Awareness
3.Risk Perception 2. Mitigation
3. Communication (Internal & External)

1. Roles & Responsibilities

4. Consistency
& Adaptability 2. Innovation
3. Change Management

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What maturity level is demonstrated through the following

behaviors / practices?
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Products and packages in unhygienic conditions

in plant warehouse
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PURPOSE, VISION AND VALUES
Senior Management
facilitates implementation of
business
empowering plans
the teams
by and by providing Senior management reviews are on Adhoc
timely & necessary support & resources basis focussed primarily on commercials
mitigating any concerns &
in and do not proactively focus on QSE
changes in external environment. Need
emerging performance (Food Safety and QEOSH are
for observance & reporting of undesired not primary agenda)
QSE behaviors is regularly reinforced by
them.

Management

Commitment There are increasing trends of Consumer

Senior Management supports timely Concerns, Fatalities / incidents, instances
execution of SGP (Supplier Guidance of Regulatory Non-compliance (for e.g.
Principles) and MSC (Management System Expired permits, violation of CTO (Consent
Certification) audits. to Operate) requirements, Legal notices),
etc.

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PURPOSE, VISION AND VALUES
Senior management does not enforce on
the need of communications with the
Senior management releases messages on
contracted and temporary workers. There
desired Food Safety and QSE behaviors
is no feedback mechanism on the QSE
from time to time, emphasizing the need
compliance such as availability of
to adopt best QSE practices in the industry
resources like PPE (Personnel Protective
or innovate by bringing QSE into design.
Equipment) for contracted & temporary
workers.

Communications are made as per

Formal QSE communications are shared
requirements - on handling waste as per
with all employees on routine
waste management program, contracted
through news letters, display boards,
basis
work as per work permits, conducting QSE
videos at entrances on safety / hygiene,
checks on line before start up, reminding
etc. This also includes performance of QSE
security to brief all visitors / contractors
metrics and reporting of undesired QSE
on personal safety / hygiene through
behaviors.
videos or other means, etc.

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PURPOSE, VISION AND VALUES

QSE Metrics performance accountability is

limited to QSE Managers and Factory
QSE metrics needs repetitive Manager. Ownership down the level is
external intervention for improvement. either not promoted or is missing /
inadequate which impacts the
achievement of business targets.

QSE Leading performance metrics govern

the future investments, adequacy of
There are action plans to meet targets for
competent human resources, business
QSE metrics as required.
continuity and improvement decisions by
Management.

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PEOPLE ENGAGEMENT

Company spends only as much amount

Recognized as a pioneer in industry for its
budgeted for training. No updates are
training and development program even
made to the training calendar in case of
outside the company. Almost all
need such as any upcoming new
Employees talk about benefitting from
technology or new requirement
skills and capabilities program.
the year during

Only in case of enforcement from Company budgets and spends more than
regulators or stakeholder are that if needed for training & capability
others
training needs s and
identified program - post structured training need
trainings provided analysis of all employees

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PEOPLE ENGAGEMENT

QSE performance is considered for reward

Reward & Recognition policy only
and recognition as per defined program,
applicable to Business performance. QSE
but not all are aware of it as certain levels
performance not considered.
/ certain roles benefit from it.

Rewards & Recognition program has Reward & Recognition program has
contributed to sustained improvement improved people engagement. Targets
with respect to Business performance and achieved with respect to Business metrics
PI score, consistently better than the and PI score by team motivated with
targets) Rewards & Recognition program

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PEOPLE ENGAGEMENT
>75%-<90% employees understand that
Company has ensured that almost the the QSE is not just limited to QSE
entire workforce (employees & functions- even the non-technical
contracted) is aware of QSE Risks in their functions speak the QSE language and
respective areas of operation. Program in understand the importance of complying
place to promote QSE awareness amongst to company's QSE policy. People raise
all other stakeholders in its business alarms when they see others not
complying.

No awareness of QSE goals. Repetitive

Limited awareness of QSE goals. 20%-50%
Instances seen of unsafe practices /
employees (regular & contracted) are
conditions, non-compliance to PRP and
unaware of the QSE metrics, action plans
environmental management control
and their role in it.
measures

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RISK PERCEPTION

Senior Management encourages regular

Personnel responsible for implementation
trainings on risk assessment tools (for e.g.
are not aware of the documented risks
FMEA, WHY-WHY analysis, etc. ).
(Hazard Analysis for Food Safety, Hazard
Awareness of existing and emerging risks
Identification & Risk Assessment (HIRA),
is evidenced in all functions and at all
Aspect-Impact Analysis for Environment)
levels within the plant.

Senior Management is proactively

involved in identifying
Trainings risk management
and assessing
on
encouraged butaremainly to Technical
emerging
environment. Risk from is external
risks awareness evident
Functions on mandated QSE requirements
not just in the plant but also across the
supply chain (Distribution, RTM, etc.).

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RISK PERCEPTION

Risk assessment and mitigation exist only

Change Management System is in place
in documentation to meet mandated
and plant level risk assessment is integral
requirements. In actual operation,
part of this system at all functions / levels
controls are bypassed or not in place.
in the plant. Mitigation is planned for all
Majority of the risks in operations are
perceived and emerging QSE risks that can
neither assessed nor there are mitigation
impact plant operations.
plans in place.

Recognized as a role model for the

business risk mitigation (internal and Mitigation is limited to requirements from
external). Mitigation is planned for all regulators, certification standards, etc. in
perceived and emerging QSE risks that can QSE function and does not address actual
impact plant operations as well as supply operational risks across the plant.
chain.

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RISK PERCEPTION

Proactive engagement with industry is Communication covers QSE risks identified

done to identify & communicate emerging during investigation of consumer
QSE risks. QSE risks and mitigation plans concerns, IMCRs, Audit findings, etc. from
are communicated at all levels and to all the past. Identified QSE risks and
the stake holders of the business through mitigation plans are communicated across
various means. all relevant functions within the plant.

There is formal system of

Not all functions (for e.g. Distribution & no of QSE risks across
RTM) or levels (for e.g. Workmen) are communication / functions within the
provided communication on mitigation different levels e.g. there
company is
plans / risks identified during audits, assessment
(for no risk RTM
investigation of consumer concerns, and / or
incidents in Distribution).
or reporting
Majority of the
or lessons learned from IMCRs (Incident personnel exposedofto identified QSE risks
Management & Crisis Resolution). are not kept informed of the root causes
and corrective actions.

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CONSISTENCY & ADAPTABILITY
Roles and Responsibilities are
documented and communicated across
every function and level (top management
Roles and Responsibilities are clearly
to shop floor).
documented and communicated up to
QSE Performance is linked with KPIs (Key
management staff for each function.
Performance Indicators) of all Employees
and reviewed by Senior Management
periodically.

Roles and Responsibilities are not

documented at all levels (top to bottom). Roles and responsibilities are documented
Lack of clarity of roles and responsibilities based on specific needs for certain
impacts QSE performance (for e.g. targets activities considered critical by the
are not achieved, there are repeat non- company. QSE responsibility is limited to
conformance & consumer concerns, only certain functions and levels.
unsafe incidents & accidents, etc.)

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CONSISTENCY & ADAPTABILITY

Innovation is a part of Business Plan and

drives performance and business Innovation / continual improvement is
objectives. External industry recognition / inconsistent and limited only to day to day
awards also received for innovation. trouble shooting

Innovation is a top down process led by Innovation is a Bottom up process led by

Top Management. QSE function is mainly shop floor / executive staff in every
engaged in Innovation process. function

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CONSISTENCY & ADAPTABILITY

Proactive Change Management Process is

There is no Change Management Process.
implemented across supply chain based
System fails to learn from the
on risk assessment. Efficacy of Change
performance and fails to makes necessary
past
Management is assessed and reviewed
changes to be better prepared for future.
periodically by Senior Management

There is very limited engagement of Change Management Process is

functions across the operation as a result implemented only by QSE
of which required changes are (Manufacturing) function on risk
not
incorporated timely. For e.g. Learnings assessment. For
based
e.g. Learnings
from safety related IMCRs previous projects or incidents from
across
Distribution. incorporated timely into the system. are

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Maturity How do we assess

Level
and transform QSE
Culture?

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Culture Assessments – 3 options

Self Online Onsite

(3 rd Party) (3 rd Party- TCCC
Approved)

Step 1 X Step 2

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INSWA OU Self Assessment Model: Key Features
Survey Based
• Respondents grouped into 3 roles - Senior Management, Middle Management and Workmen
• Separate Surveys for each of the 3 roles (in local language for workmen)
• 100% participation (regular and contracted)

Simple Structure
• Each sub dimension has 3 statements
• Each statement to be rated 1 (Yes), 0.5 (Partly) or 0 (No)
 ‘Best practices’ demonstrating behaviors for rating of 1
 ‘Culture Aspects needing improvement’ for rating of 0.5 and
 ‘Next Steps / Actions recommended’ for rating of 0 and 0.5

Measurable
• 9 point scale for rating each subdimension
• Rating Criteria for each sub dimension and overall plant maturity
• Executive summary includes Management Action Plan to move up in maturity continuum
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 Assessment Results (An Example) BBPL
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Purpose, Vision & Consistency &
Dimensions (4) Values
People Engagement Risk Perception
Adaptability

1. Management 1. Training & Capability 1. Awareness 1. Roles & Responsibilities

Commitment 2. Rewards & Recognition 2. Mitigation 2. Innovation
Sub-dimensions (12) 2. Communicati 3. QSE Awareness 3. Communication 3. Change Management
on (Internal & External)
3. Business
Integration
Leader
(Best in Class
Sustained over 3-5 years)

Progressive
Awareness
(Effectiveness; sustained QSE Awareness
over 2 years) Mitigation

Committed
Management Communication –
(Compliant sustained for Roles & Responsibilities
1 year) Commitment Internal

Communication Training & Capability Communication - Innovation

Developing (Limited)
Business Integration Rewards & Recognition External Change Mgmt.

Reactive (Absent)

The Company shall then create time bound action plans to address opportunities for
improvement to move onto next level.
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Culture Who will drive the

Journey QSE Culture
Transformation?

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QSE Culture
Champion Empowered

Propagates Collaborates

Timely
Monitoring &
Feedback &
Review
Action

Dedicated

QSE Culture Committee

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INSWABU QSE Culture: 2021: Bareilly

Implementation Plan Evaluation

2020:
Roll Out Review Future Plan
2019: &Tracki
•ngCompletion of
• Plan to improve
Maturity Level

Foundation Trainin Self

•g QSE Culture Assessmen
3rd Party onsite assessment
for all the plants
On Site • Learning from
Committ
• ee
t• Assessm Self and On-Site
All Plants
Assessments
• Worksho
WebEx • Closure of gaps en t
Socializin Framewo Proof p’s • Selectiv
•g Bottler •rk Objectiv •Points
Self e Plants
Conferenc e Based Assessment • Base
e • Metric Questionnaire line
• Workshops Driven • Reporting Maturity
• Webinars • Localized System Level
• Food • Alignment with
Safety Day Corporate
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Together,
we can
make a
world of
difference!

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The standard you

walk past is the
standard you
accept
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We need to transform
the QSE Culture in
our Operations .

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Why do we need to
transform our QSE
Culture within plant
and beyond CORE
manufacturing?

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Because……..

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We have a lot to protect…….

Bareilly

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Operational Innovations
Pressures

Our world
is changing, Competition
Regulations/
Compliance
and we need for resources

to change
with it
Government and…
Oversight

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Our QSE Culture outside the boundaries of our plants positively or negatively
influences our Company Image

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CULTURE IS A JOURNEY
Bareilly

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