Julie Serowik

Built and implemented a Health & Safety (H&S) strategy to re-establish foundational programs, prioritize high risk, and build H&S capability thereby advancing the safety culture at all levels of the North America (NA) regional organization, which includes manufacturing, warehousing, research and development (R&D) and agricultural operations.

• Stabilized an erratic incident rate through standards implementation, including escalation, auditing, leader standard work and leading indicator implementation.

• Created and implemented a standard H&S organizational structure with qualified H&S professionals to support and ensure capability is being built at each facility and level of the organization.

• Focused activity to re-build and strengthen key foundational H&S programs with specific standards and training, primarily Isolation of Hazardous Energy, Machine Guarding, Pedestrian Safety and Powered Industrial Trucks.

Built strategic, foundational HSE programs needed to keep employees safe and environmentally compliant at Keurig Green Mountain (KGM), leading up to and post merger with Dr. Pepper Snapple Group (DPSG).

• Drove safety incident rating to 1.2, down from 5.5 - an 80% improvement - through an HSE Council consisting of multi-functional senior leaders to drive HSE policy, priorities and results.

• Engaged and inspired production employees to sustain a safety culture through mentoring teams at 7 plants and empowering employees to lead peer-to-peer safety and at-risk behavioral programs yielding day-to-day awareness and the above result.

• During the COVID19 Pandemic: Achieved “No Business Interruptions” by creating and executing first-wave COVID19 pandemic processes and procedures to protect employee’s health.

• Integrated two HSE cultures and systems during the merger of Keurig Green Mountain (KGM) and Dr. Pepper Snapple Group (DPSG), which resulted in a 40% reduction in Total Recordable Incidents (0.8, down from 1.3) in the new KDP organization. And Led the reorganization of the HSE team to support an increased span from 7 manufacturing plants to 28 plus 5 regional distribution centers in North America, without increases in HSE headcount.

Led operational teams and EHS departments in both the Gillette Personal Care and Gillette Blade & Razor business units at two locations.

• Significantly reduced likelihood of a future catastrophic incident by driving rigorous, detailed compliance to Process Safety Management protocols and conducting a new process hazard analysis at an aerosol manufacturing plant.

• Created and spearheaded a new behavioral based process with open observations and feedback that increased employee engagement in the process and was later adopted by all Gillette Plants.

• Empowered and collaborated with marketing operations to create a 40% increase in sales of Venus Embrace while decreasing operating cost by 65%. Concurrently implemented production and safety strategies for the legacy Venus product and reduced incident rates below 0.5.

• Demonstrated strong technical and continuous process improvement by creating and leading both the EHS and Education & Training pillars for the manufacturing operating system.

Built environmental management capability:

• Managed environmental monitoring programs and long term clean-up activities at a large solid waste facility and listed Superfund site in RI.

• Conducted Environmental Audits for the Federal Bureau of Prisons and Army Corp of Engineers; supported private clients to manage environmental permits including Title V Air, NPDES and Wastewater.

• Built operations experience by managing a highly regulated medical waste treatment plant owned by Stericycle that serviced medical waste pick-up and destruction in the Northeast United States. Appeased an active community concern group while improving regulatory compliance and staffing stability.