In June 2017, I began working with Coca-Cola FEMSA in its Brazilian operations. I contributed as a senior consultant to the development of the strategic safety plan and supported the implementation of the cultural transformation program. Improving safety performance was among the purposes of this work.
Golden rules in Manufacturing, Sales, and Distribution
We established a safety golden rules program across the entire operation, including Manufacturing, Sales, and Distribution Centers.
This scope deserves attention: safety reference points need to be understood by people working in different contexts. A rule requires understanding from those who will follow it and those responsible for supporting its application. I consider this care with understanding part of the work of cultural transformation.
Prepare leaders to use the safety diary
We trained the leadership team to use the safety diary.
A diary can provide a reference for safety work, but using it requires preparation. When working with tools, I try to keep in mind the responsibility toward those who will incorporate them into their work: people need to understand the resource’s purpose and what using it requires of them.
Training with operations teams
We also delivered training in safety culture and safety leadership to operations teams.
Preparing people was present in different parts of the project. The cultural transformation work included developing both leaders and the teams carrying out activities in operations.