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Advancing Compliance Assurance and EHS Management Systems Conference

August 2014

EHS Auditing at Wrigley

Linda Kurtz Global SES Systems and Environmental Manager

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Wrigley Today:

Creating simple pleasures to brighten everyone’s day.

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• World’s largest manufacturer and marketer of gum – and a leader in the global confectionery business

• Approximately 17,000 associates worldwide

• Operations in more than 40 countries

• Distribution in more than 180 countries

• Nearly $7B in sales

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Wrigley Production Facilities – 23 factories in 15 countries

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A. Monterrey, Mexico

B. West Chicago, Illinois, USA

C. Yorkville, Illinois, USA

D. Chattanooga, Tennessee, USA

E. Gainesville, Georgia, USA

F. Toronto, Ontario, Canada

G. Plymouth, England

H. Santiga ,Spain (Cafosa)

I. Biesheim, France

J. Porici, Czech Republic

K. Poznan, Poland

L. St. Petersburg, Russia

M. Nairobi, Kenya

N. Bangalore, India

O. Baddi, India

P. Panyu China

Q. Guangzhou, China

R. Yonghe, China

S. Shanghai, China

T. Taipei, Taiwan

U. Antipolo City, Philippines

V. Scoresby, Australia

W. Asquith, Australia

A

BC

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D

F

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Pet Care Chocolate Wrigley Food Drinks Symbioscience

Mars has been feeding pets since 1935 and is the world’s leading provider of pet care.

Mars is a global leader in chocolate, selling seven of the world’s 20 best selling chocolate snacks.

Wrigley is a recognized leader in gum and confections has more than 20 confectionery brands.

Mars Food business segment produces rice, entrees, sauces and condiments.

The Mars Drinks business produces its popular FLAVIA® and KLIX® drink products.

Mars Symbioscience focuses on innovative solutions that change the way we care for ourselves and the natural world,

Wrigley Today – Part of the Whole

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Historical Context – pre 2011

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Wrigley Segment

• Legacy ESH Management System (MS) in place since mid

1990s

• Wide variation in the implementation of the MS by sites

• Audits conducted by Wrigley Regional ESH Managers • 1 auditor per site; 3-4 days/audit; every 3 years

• Focused on regulatory compliance and meeting company

requirements

• Comparison between regions often difficult to due complexity of

regulatory requirements

Mars, Incorporated

• Regionally derived Safety standards in place since mid 1990s

• Wide variation in audit practices based on segment and region

• Audits conducted as part of governance commitments to the

Mars Board of Directors

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Historical Context ~ 2011

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Mars Incorporated

• Growth and performance measures necessitated need for

company-wide comprehensive MS

• Standardization of systems and implementation

• Benefits: facilitates auditing, helps senior management

adapt, ease of implementation at new sites

• Drawbacks – sites loose some autonomy and creativity

• Refreshed Company-wide SES MS role out to all sites

• Incorporates ISO and OHSAS requirements

• Implementation done in phases with sites conducting self

assessments

• Development of a comprehensive global audit program

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Audit System Today

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• Standardized protocol used globally

• Process-based against MS elements including design and process control standards

• Structure based on Deming PDCA cycle

• Allows performance comparison across facilities via consistent global ranking

• Fulfills governance requirements and facilitates continuous improvement

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Audit System Scope

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Risk Management

Asset Conservation

Machinery Safety

Chemical Hygiene/Lab Safety

Confined Space

Electrical Safety

Haz Mat Management

Hearing Conservation

Radiation

LOTO Standard

PPE

Working at Heights

Workplace Transport

Project Review Process

Contractor Safety

Emergency Response

Ergonomics

Blood Borne Pathogens

Air Quality

Asbestos Management

Lead Management

Legionella Management

Oil & Petroleum

Management

Storm Water Management

UST/AST Management

Waste Management

Wastewater Management

Water Quality Management

Process and Design Control Standards

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Audit Method – MS System

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• External Auditors: • Provides for a global, consistent method and scoring

• Delivers an external check on MS compliance and site ranking

• Frees up internal resources

• Allows sites the option of including 3rd party certification through the use of an external assessor

• 1 auditor/site; typically 2-4 days depending on site complexity

• Frequency based on past audit ranking:

– At-Risk: annually

– Developing: 18 months

– Compliant: 2 years

– Excellence: 3 years

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Audit Method – Process and Design Control Standards

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• Internal Assessors: • Provides for a deep dive into standards that may not be

covered in detail during the external audit

• Delivers a compliance score against the standards

• Fulfills MS requirements regarding internal auditing

• 1-2 assessors/site; typically 2-3 days depending on site complexity

• Resources are internal Regional and site ESH Managers

• Helps to develop site manager skill sets

• Frequency based on MS audit ranking:

– At-Risk: annually

– Developing: 18 months

– Compliant: 2 years

– Excellence: 3 years

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Conclusion:

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• Audit adds value by identifying system deficiencies and identifying continuous improvement opportunities

• The system will continue to evolve

• As site move towards excellence ranking, frequency of MS and process & design control standard audits will shift

• Still needed is a formalized internal auditor training program

• Extension of MS and audits to areas outside of supply

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Thank You