| In June 2001 Alcan, the foremost aluminum manufacturer in the world, decided to use a different spin on environment, health and safety leadership training. At the time Alcan’s EHS performance, although historically satisfactory, had become stagnant. CEO Travis Engen identified reducing the environmental footprint of operations, and protecting employee health and safety, as “our top organizational priorities.” Individual leadership
at all levels of the organization was seen as the key element that would drive results in Alcan’s “Journey to Zero” — zero work-related injuries and illnesses. In response to the company’s global commitment to EHS, Lyne Martel, director of training and HR for Alcan’s Primary Metals Group, recognized the possibility of employing a new approach to truly engage people both intellectually and emotionally in the process. Having participated
in a business simulation activity designed by exper!ence it — a training design company that specializes in experiential learning and simulation — she wanted to apply this immersive approach to the world of
environment, health and safety. She was looking for a way to refresh leadership commitment to environment, health and safety. “I wanted to touch people individually and personally in an emotional way and to create a strong drive
for change inside the company.” Martel partnered with Don Jones, president and creative director of exper!ence it Inc., to develop a simulation that would change the way leaders experience EHS. After months of research and development, a real-life, competitive business simulation known as Project Delta was born. Simulation is an approach to learning and behaviour change that goes beyond traditional classroom training.Consistent with the philosophy of Lao Tsu, “I hear and I forget. I see and I remember. I do and I understand,” simulations have been used in business environments since WW II. As one Alcan manager states, “Some of the best lessons in complex (leadership) skills are learned by making mistakes or at least trying various approaches to the same problem. Most companies don’t want employees practicing on their customers.
Simulation is the next best thing.” The Project Delta experience pits two simulated companies against each other in a competition to win a contract to manufacture cars. Inside each company the general manager is feeling pressure from the board of directors to increase productivity and reduce costs. The plant managers are frantically trying to build momentum on the shop floor, where the machinists are churning out product at an accelerated rate and unable to effectively communicate their needs. The safety coordinators are isolated,
under-resourced and concerned that the EHS results will reflect the strain of all players in this time of change. Sound familiar? Don Jones planned the game to mirror the challenges of a typical manufacturing environment. For example: - the teams must learn to integrate the skills and knowledge of workers, managers and safety professionals
- the teams must make tough choices, and reap the rewards and consequences.
- the rules of high productivity and cost control still apply, and are measured and balanced against the challenges of leading EHS.
Project Delta was integrated into a program known as EHS FIRST. It is paired with half-day workshops delivered by EHS content experts. Due to the initial success of the program, the company decided to roll it out worldwide. EHS FIRST is currently being implemented in 20 countries and in eight languages. Alcan director, environment, occupational health and safety, Gerard Dufour offers, “We have had 25 percent fewer accidents and incidents per year for the past two years since implementation. This is one of the few training interventions that we have done where people went into
action immediately after training.” Some of the leadership behaviours that are demonstrated and refined within the simulation are collaboration and teamwork, feedback, recognition and value for safety. What is to be learned from the Alcan experience? Some of the key insights are: - Excellence in EHS drives excellence elsewhere. The rigour in the EHS
FIRST competencies helps people to improve in other areas of their job. - By implementing EHS FIRST globally it became an unexpected yet substantive bridge in the integration strategy throughout the company.
- Cultural differences are not a barrier to implementing EHS worldwide. Diverse managers have a common language and set of beliefs on the importance of EHS to their work and lives.
- The corporation may navigate change, but the line people must act as pilots if the program is to make a difference.
- Unwavering commitment and support from the CEO’s office is an important driver of success.
As one plant manager offers, “We have succeeded in emphasizing that every leader makes a difference in building an environment, health and safety-aware culture. It is the engagement and participation of every individual that will bring us to the ultimate result in our Journey to Zero. Within the simulation we create the culture of full engagement that we need to be replicated in the plant. And then it is a shorter step to keeping the learning and the experience top of mind.” Karen Brill is Vice President of exper!ence it, a training design company that specializes in experiential learning and simulation; Tel: 416-699-6107, karen@experienceit.com | 
