Behavior Based Safety & Safety Observations Bob Krzywicki North America Operations Director DuPont Safety Resources Robert.s.krzywicki@usa.dupont.com My name is Mike Hewitt and I am Vice President of the Global Workplace Safety Practice at DuPont Safety Resources. On behalf of DuPont and its 55,000 employees across the world, thank you for inviting me to participate in this web seminar sponsored by NAEM. What I want to talk about today is how to connect drive safety culture improvement through measurement. It is my belief that unless safety is a core business value of a company, then leaders will have an uphill battle demonstrating the importance of safety to employees, and to customers as well. Safety is integral to the organization, but implementing a sustainable safety culture is a long process. Driving safety culture improvement begins with understanding an organization’s leadership and employees and their perceptions of safety.

DuPont - A 200 Year History of Safety Powder mill operation began in 1802 First safety rules established in 1811 Safety is a line management responsibility. No employee may enter a new or rebuilt mill until a member of top management has personally operated it – E. I. du Pont Safety statistics began in 1912 Belief that all injuries are preventable developed in the 1940s Off-the-job safety program began in the 1950s I know this is an audience that knows about safety. Environmental, health and safety managers are of course some of the strongest advocates for workplace safety. You know hard work and you know that safety is hard work, so today we’re going to have a conversation about the challenges and issues you still face. What gives me the right to speak to you today on safety? Our 205 year history and passion for safety makes us an authority. We’re the longest surviving program in the marketplace; no one has helped as many people as we have. With over 4000 clients served, our client base is global in nature and covers all industries. The DuPont brand in conjunction with our global reach, unique “owner-operator” knowledge and expertise in managing operational risks, are our major sources of competitive advantage. You may be aware that the DuPont company today is comprised of 5 market facing platforms. The business I represent - DuPont Safety Resources - is in the Safety and Protection platform which is the means by which we will ensure sustainable solutions that are safer for everyone.

Injuries and Incidents Do Not Have to Happen . . . A new on-the-job injury or illness case every SEVEN seconds Safety is hard work. The road to adoption, however, is not always an easy one. Take the United States where, for example, 16 people die each day in workplace related injuries, 15,479 people will be injured… and 38,698 children will see a parent come home hurt. Additionally, in 2003, more than 4.4 million people were hurt in private industry jobs at a rate that clocked a new on-the- job injury or illness case every seven seconds. Daily fatalities, and millions of disabling workplace injuries and illnesses, are tragic not just for the deep emotional and economic misery they cause. They are tragic because they can be prevented.

Only Zero Tolerance is Acceptable Each day 16 people will not die in a work-related accident. Each year over 4 million people will not be hurt or made ill in US private industry. Families and communities will prosper. Safety, security and protection should all be linked in the minds of a company’s management, and we all believe in the goal of zero workplace injuries. It is easy for many organizations to cut safety programs or postpone investments in safer workplaces. But safety is a business value. Without safety, people do not have a vibrant economy or infrastructure. They do not have lives or livelihoods. No physical pain, no deep emotional anguish for the worker’s family, no negative talk about your organization in the community.

Do you have the fundamentals in place that will form a solid foundation for any safety program?

Safety Values & Principles Core values are the cornerstone of who you are and what you stand for. Safety and Health Environmental stewardship Highest ethical behavior Respect for people Principles are the ways you live your values day by day. Survey helps you understand are you living up to your principles? Line managers are accountable for the safety performance of their employees. Working safely is a condition of employment. Employees must receive appropriate training.

An Integrated Safety Management System Leadership Structure Process & Action Visible, demonstrated commitment Clear, meaningful policies and principles Challenging goals and plans High standards of performance Line management accountability Supportive safety staff Integrated committee structure Performance measurement and progressive motivation Thorough investigations and follow-up Effective audits and re-evaluation Effective communication processes Safety management skills

Safety Excellence Requires A Culture Shift Involvement / Ownership by All Employees Management Commitment Condition of Employment Fear/Discipline Rules/Procedures Supervisor Control, Emphasis, and Goals Value All People Training Personal Knowledge, Commitment, & Standards Internalization Personal Value Care for Self Practice, Habits Individual Recognition Help Others Conform Others’ Keeper Networking Contributor Care for Others Organizational Pride Safety by Natural Instinct Compliance is the Goal Delegated to Safety Manager Lack of Management Involvement Natural Instincts Supervision Self Teams Injury Rates Dependent Independent Reactive Interdependent Any organization at any time should be able to understand where they are on the curve. Safety excellence is a journey, and a cultural transformation for those that choose to take the journey to excellence. Reducing injuries in any organization is a journey that requires a systems approach. Without a systems approach (the left-hand side of the curve) companies tend to: Focus on conditions Dismiss best practices because they occur in a different industry Delegate responsibility to safety staff Introduce too much change, too quickly Fail to recognize barriers to change Fail to provide corrective action for unsafe activities Implement safety procedures that either don’t work, or aren’t used Build a safety system and then walk away Here is what we have discovered to be the critical aspects of injury reduction as companies move from a management driven, control based approach to an interdependent culture, where safety becomes an integral business value and source of organizational pride. The question is, where do you want to be on this curve and how fast do you want to get there? *** This is the Bradley Curve. It was originated by Verlon Bradley, a former DuPont plant manager.

Behavior Based Audits

…Where do our injuries come from? Cause of Injuries …Where do our injuries come from? Unsafe Conditions 4% Unsafe Acts 96%

Injuries: A Matter of Probabilities FATAL MAJORS RECORDABLE INJURIES NEAR-MISSES OR FIRST AID HAZARDS Unsafe Acts Employee Created Unsafe Conditions

Auditing for Safety Focuses attention on safety. Shows how well safety is understood and applied. Shows where systems are working well. Helps identify weaknesses in systems. Helps clarify your safety standards. Raises awareness of safety issues. Identifies where people take risks. Prevents injuries. But - does NOT try to catch people doing something wrong!

...for conducting effective Safety Audits Skills Required ...for conducting effective Safety Audits Noticing: Unsafe acts Safe work practices Unsafe conditions Unsafe situations Talking about: Safe practices Unsafe acts Unsafe situations Other safety issues Gaining Commitment

Observation Categories …help sharpen & sort observations Reactions of people Positions of people Personal protective equipment Tools and equipment Procedures Orderliness standards

Reasons for Reluctance List the reasons you think people are reluctant to approach employees on the job. Why are people reluctant to approach another person around safe and unsafe behavior? S&P Safety Audit Training 15 Copyright © 2007 DuPont. All rights reserved. The DuPont Oval Logo, DuPont™, and The miracles of science™ are registered trademarks or trademarks of DuPont or its affiliates.

Contacting Someone Working Safely Start with a positive comment. Engage the employee in conversation. End with thanks. Chart 6

When Someone Is Working Unsafely ... a framework for the Audit Discussion 1. Observe; then contact. 2. Comment on safe behavior. 3. Discuss Consequences of unsafe act. Safer ways to do the job. If you comment... Express your concern. Focus on effects, not acts. If you question... Question to explore. Question to learn, not to teach.

When Someone Is Working Unsafely ... a framework for the Audit Discussion 1. Observe; then contact. 2. Comment on safe behavior. 3. Discuss Consequences of unsafe act. Safer ways to do the job. 4. Get agreement to work safely. 4. Get agreement to work safely. 5. Discuss other safety issues. 6. Thank the employee.

The Benefits of Safety Excellence Improves business performance while protecting the lives of employees and contract workers Enhances existing business practices, including environmental and health processes Increases productivity while decreasing operating costs Helps protect brand and public image Leverages current strengths of your organization Developing a safety culture with effective safety management practices builds trust, grows personal responsibility and encourages accountability throughout the enterprise. We’ve seen how a culture shift at all levels of the organization not only will save many lives, but also save millions of dollars a year – by making safety a strategic business value and placing it on the same level as cost, productivity and human resource issues. Companies and organizations that commit to safety excellence enjoy benefits that include high productivity, lower insurance premiums, better labor and community relations and higher retention rates of valued employees.

Safety Perception Survey – Useful Tool 2006 Leadership Structure Processes & Actions Key Managers Supervisors Professionals Hourly Workers 2007 Strength Satisfactory Weakness The tables identify the themes of an integrated safety management system according to DuPont’s 12 Cultural Elements. Also, the table summarizes clients’ perception on the extent of safety principles framework, beliefs and practices in the respective job category. Each column indicates collective perception on strengths and weaknesses according to each theme, where as each row indicates the perception of strengths and weaknesses by job category and by each theme. We worked with the client for approximately 13 months, then re-surveyed Sustainable culture improvement can not be achieved overnight.

Sustaining a safety culture involves improving your competency & execution in all of the cultural elements. Awareness Skill World Class Excellence Fundamentals I II III IV V

Thank you.