My responsibility at PepsiCo grew until it covered South America, Central America and the Caribbean. The region had critical frequency and severity indicators. The challenge called for an agenda that could work across different countries, plants, distribution centres and cultures.
One of the first signs of a break came with the 180-Day Plan. The initiative combined country-specific plans, involvement of different levels of leadership and follow-up on execution. Within six months, PepsiCo Foods plants in South America reduced accidents by 50%.
The transformation reached 19 countries, 38 plants, 198 distribution centres and approximately 30,000 employees. By the end of five years, the accident rate had been reduced by 92%.
My work included creating the regional EHS structure, safety in the sales area, audits, defensive driving, machine safety, electrical safety, process safety, contractors, confined spaces and high-risk activities.
I also led projects on water, carbon, energy, waste, traceability, agriculture, suppliers and environmental education. In 2011, I spoke at the UN and at the Low Carbon Earth Summit in China. In 2012, I presented at the Global G.A.P. Summit in Madrid.
Lessons learnedSafety does not hold up when it stays isolated in the technical function. Leadership has to build it into decisions, resources, targets and routines.