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Creating a “Zero Harm” Culture at Diageo
Gerry Boylan
Diageo is a global leader in beverage alcohol with an outstanding collection of brands including Johnnie Walker, Crown Royal, Bulleit and Buchanan’s whiskies,
Smirnoff, Cîroc and Ketel One vodkas, Captain Morgan, Baileys, Don Julio, Tanqueray and Guinness.
Diageo manages its operations with an end to end supply chain philosophy of:
Although our journey is far from complete, I wanted to share with other companies the story of improvement that we have been on so far, to disseminate learnings and indeed to thank all those who have been on the journey with us and supported us. We could not contin-
• Plan(DemandandSupplyplanning)
• Source(Procurementofallrawmaterials,services,
components)
• Make(Production)
• Move(Warehousing,Primary/secondarydistribu-
tion)
• Customer
The supply chain function based in Dublin manages the plan and moves aspects of our domestic and export beer business globally.
Guinness is the bestselling stout in the world, with over two billion pints sold every year in over 150 coun- tries. Famous for its dark colour, creamy head and dis- tinctive surge and settle, Guinness has been brewed from the same natural ingredients from its inception – malted barley, water, hops and yeast. Guinness is one of the many beers brewed at the St. James’s Gate site along with Smithwick’s, Harp and Kilkenny, among many others.
It is the function of the Supply Chain area to plan the production and to move nished products from place of manufacture to customer. The function manages the planning and logistics execution of over 335,000 orders annually to over 137 global markets.
Domestically we deliver directly to outlets (pubs, clubs, bars, wholesalers etc.). The export operations in- clude managing 15,000 container movements and 8,000 bulk tanker movements annually.
ue the journey without all of your support.
Our rst step was to complete a comprehensive route cause analysis based on all the health and safety data we collect to understand the core factors in uencing
We work in partnership with three main third party logistics partners to service our domestic need and with multiple deep sea freight providers globally.
Our number one priority as a business is that every- one who works in our operations goes home safe every day. It’s easy to say but dif cult to put in practice within an operation that has over 450 third party logistics em- ployees.
our performance.
We began a journey that would see us reviewing all
In 2011 and 2012 we had a number of lost time acci- dents across the function which was a source of disap- pointment to us and not in line with our Zero Harm aspi- rations. These incidents made us rethink how we could mobilise our entire function to put safety at the heart of all our operations.
Towards the end of 2012 a number of initiatives were undertaken in order to reduce lost time accidents. These initiatives were prioritised against the main areas of risk in our operations.
aspects of our daily operations to drive improvements across our systems, processes and infrastructure.
The local Diageo health and safety team together with the third party safety representatives began standardis- ing our safety approach, including documentation, op- erating procedures and training methods. Bring forward
THE CHARTERED INSTITUTE OF LOGISTICS & TRANSPORT 55
HEALTH & SAFETY