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Implementation of Responsible Care at TCL
Launched in 2006, the Responsible Care Global Charter expands and extends the process of continuous improvement beyond chemicals manufacturing to other activities, especially those associated with the safe use and handling of products along the value chain. This paper discuss about the case study of implementation of Responsible Care at Tata Chemicals Ltd, Haldia and making the Haldia Plant a Responsible Care compliant unit within an year of acquisition.

Over the years, the chemical industry has experienced disasters like TCDD (dioxin) release in Seveso, Italy; MIC release, a chemical spill, in Bhopal, India. The events in India and in different part of the world alerted the public and the media to the dangers that chemical production could impose on a community. From 1980 to 1990, favourable opinion about the industry fell from 30 to 14 per cent and unfavourable public perceptions of the industry grew from 40 to 58 per cent (King and Lenox, 2000). Under such scenarios, the Responsible Care emphasises key aspects of the initiative such as product stewardship and lifecycle considerations, public accountability, continuous improvement, exceeding standards, and providing a good example for other corporations to follow. It improves the overall functioning of chemical industries in responsible manner and thus help in improving the acceptibility of chemical industries in public perception.

Implementation of Responsible Care at Tata Chemicals, Haldia
TCL acquired Haldia facility in 2004, which is a leading manufacturer of phosphatic chemicals and fertiliser in the Eastern region of the country. The top-level vision, management commitment and systematic process oriented approach for implementation of the proven practices of Responsible Care brought us success in becoming RC compliant Unit within a year of acquisition.

Even though one year was a highly challenging aspiration, all the employees at Haldia facility were charged up to demonstrate their teamwork in implementation of RC. Employee engagement and their awareness for RC practices and its benefit to themselves, facility, community and other stakeholders was the key factor to uphold that team spirit. The facility worked in a systematic manner as described below:

Step 1: Organisation Framework
At Haldia, as a first step, we defined an organisation structure to ensure ownership, implementation and review of Responsible Care Guidelines. Organisation structure involved a committed top-level management and then it was extended to employees / group of employees and further discussed with communities, and with the partners throughout the value chain which involves stakeholders like Supply chain partners, Government and Non-government organisations, etc. The organisation framework adoted at Haldia Unit was as follws;

a. Top Management: The committment from Top Management (MD and Unit Head) played crucial role to adopt RC f ramework. Their engagement and responsibility was enviable for the sustainance of such initiatives.

b. Steering Committee: Immediately Steering Commitee comprising of Senior managers under the guidance of Unit Head was formed. Function Heads like Chemicals Production Head, Fertiliser Production Head, Engineering Head, HR & IR Head and Accounts Head under the guidance of Unit Head formed a Steering Committee. Role of Steering Committee was to make appropriate resources and support available for the implementation of RC Guidelines. Periodic review and guidance by Steering Committee at least once in a quarter ensured that implementation of RC guidelines was in the right spirit.

c. RC Champion/Steward: Being a subject matter expert SHE Head played a role of RC Champion and his team mates acted as Stewards to promote, drive forward and co-ordinate the introduction of RC concepts and integrated RC guidelines with existing health, safety, environment, quality and business management and improvement systems.

d. RC Code Drivers: RC Code Drivers including Head - Technical Services, Chief Medical Officer, Head - Safety and Environment, Head - HR, IR & Admin, Head - Supply Chain, and Head - Sales and Marketing were the individual leaders for each code of the system. The RC Code drivers remained in touch with others working in this area like their counter parts from other Tata Chemicals and Tata Group companies, neighbouring and other industries, industry associations, subject matter experts, consultants, educational institutions, statutory and non-statutory authorities, etc. and gathered information on best practices. Code drivers ensured ownership, line functioning and employee involvement across the Unit. They also identified and evaluated the benefits achieved by implementation of RC Codes and carried out internal scoring for their codes, which were later evaluated through internal auditing.

e. Employee and Contract Employee Volunteered for RC Implementation as a member of Cross Functional Team. Code drivers selected their own implementation team, senior management, employees, nominated additionally few members and contract employees participated voluntarily as per the requirement in the implementation team. As RC implementation involves stakeholders like community, supply chain partners, end users, neighbouring industries and many more, a good cross-functional team from multiple disciplines ensured proper implementation, continual practice and improvements in performance. Later we kept the members rotating once in 2-3 years to ensure involvement of other employees and overall culture development for Responsible Care.

Step 2: Implementation of Responsible Care Guidelines
Management framework adopted by TCL, Haldia for implementing RC Guidelines was a process-oriented framework known as DeMMI. DeMMI, which was used for designing, measuring, managing and improving (innovating) our RC work processes, essentially operates on the Plan-Do-Check-Act (PDCA) principle.

WHILE IMPLEMENTING RC GUIDELINES - DESIGN step ensured that we defined the processes and established appropriate metrics as per RC guidelines requirement. RC Champion studied the RC guidelines and organised the in-house/external training sessions for all code drivers to understand the requirements. The requirements were then mapped with existing SHE Management system framework like ISO 14001, OSHAS 18001 and gap analysis was done to identify the gaps.

MEASURE and MANAGE steps ensured that the RC requirements, which were already followed under existing ISO framework and new requirements those, were to be implemented as per gap analysis were implemented and practiced rigorously. Under the MANAGE stage to identify variations periodic internal audit plan were also implemented. The corrective-preventive actions ensured elimination of any variations found while practicing RC guidelines to further strengthen the existing processes under the various codes of RC Guidelines.

IMPROVE (INNOVATE) step ensured that the gaps identified during DESIGN stage for implementation of RC Guidelines were planed under a time bound action plan by the Code drivers in coordination with RC Champion. The Code drivers along with their teams implemented the action plan. Various learning mechanisms were adopted like learning from cross-sites of the group companies or best practices were adopted by benchmarking with best responsible care compliant industries. The improvements done by adopting RC guidelines were incorporated under existing ISO framework so as to ensure its day to day practice. Inclusion in existing ISO framework ensured continual improvement and documentation of the process.

Step 3: Review the Progress
The Code Drivers periodically reviewed the progress of implementation, adherence to RC guidelines and came up with the internal scoring. The Steering Committee also reviewed the action plan, progress of implementation and fund allotment for implementation of RC guidelines. Steering Committee guided for prioritisation and applicability of action points raised out of gap analysis. Once the action plan was implemented as per timelines an internal audit teams were formed from Haldia plant as well as few members from Tata Chemicals Mithapur and Babrala facility to review the implementation and adherence to the practices. RC Logo Audit and later RC Award visits also brought external perspective. The audit team visited Haldia Unit to assure that the RC guidelines were followed and evidence for the same were available at the Haldia Unit. This review by experts guided us for further improving our RC processes.

Some of the key improvements achieved during the initial years of RC implementation are listed below -

About - RC Driven Business Excellence
• Responsible Care is an assurance to continually and consistently improve the environment, health and safety performance, keeping all the stakeholders i n for med about the products and processes throughout the value chain.
• Responsible Care ethics help us to operate responsibly and take due care of the societal expectations and risks.
• Becoming signator y to Responsible Care and responding to the RC Logo assessment process of Indian Chemical Council helped us to improve our image.
• RC Logo is globally respected and helps us to become open and transparent with the investors, the community, environmental well wishers, the regulatory authorities, the media and the general publicand facilitate stakeholder engagement.
• It is base work RC 14001:2008 Certification and many other globally accepted management systems like British Safety CouncilĘs Five Star rating for Environment Management as well as Health and Safety Management System, Process Safety Management, Process Hazard Analysis, etc.
• For the chemical industry, adherence to Responsible Care will also help in meeting the expectations of the National Voluntary Guidelines on Social, Environmental and Economic Responsibilities of Business issued by Ministry of Corporate Affairs and adopted by SEBI for mandatory ESG reporting.