1. Benchmarking Your Safety Culture Rich Gaul Technical Advisor Ohio Bureau of Workers Compensation Division of Safety and Hygiene

2. What is Culture? Culture: integrated pattern of human knowledge, beliefs and behaviors integrated pattern of human knowledge, beliefs and behaviors shared ideas, beliefs, values, customs and way of life of a certain people or group at a certain time. shared ideas, beliefs, values, customs and way of life of a certain people or group at a certain time.Webster’s

3. Key to a Safety Culture LEADERSHIP “Management commitment to safety is the major controlling influence in obtaining success.” NIOSH Study

4. “Management culture is the key to safety results” Hank Sarkis – Reliability Group “Management involvement is critical to safety improvement” John Maher – Unocal

5. “Management focus is the key to quality safety performance. Like all other management functions highly effective leadership is essential in occupational health and safety.” George Robotham – OHS Consultant

6. “Leadership is crucial to safety results, as leadership forms the culture that determines what will and will not work in the organization’s safety efforts.” Dan Petersen

7. Safety Evolution Systems Safety Behavioral Safety Traditional Safety Basic Compliance

8. Leadership - little knowledge or interest in safety Leadership - little knowledge or interest in safety Operate in statutory ignorance Operate in statutory ignorance Safety perceived as a burden or nuisance Safety perceived as a burden or nuisance High frequency and severity High frequency and severity Accidents - cost of doing business Accidents - cost of doing business Short-term planning process, reactive Short-term planning process, reactive Make-do solutions Make-do solutions Few or no safety goals or measures Few or no safety goals or measures

9. Traditional Safety Leadership may delegate safety Leadership may delegate safety Safety valued as long as it doesn’t interfere Safety valued as long as it doesn’t interfere Safety programs often patterned after others Safety programs often patterned after others Safety programs may be in place but not fully implemented or enforced Safety programs may be in place but not fully implemented or enforced Fix symptoms not root causes/systems. Fix symptoms not root causes/systems. Focused primarily on unsafe conditions Focused primarily on unsafe conditions May blame employees for unsafe behaviors May blame employees for unsafe behaviors Measured by short-term frequency and severity reductions Measured by short-term frequency and severity reductions

10. Behavioral Safety Leadership - active, visible, committed Leadership - active, visible, committed Safety is core organizational value Safety is core organizational value Safety is a line-management function Safety is a line-management function Safety programs in place and enforced Safety programs in place and enforced Supervisor and employee involvement Supervisor and employee involvement Team – problem solving/decision making Team – problem solving/decision making Positive climate of openness, trust, respect Positive climate of openness, trust, respect Clearly defined responsibilities/accountability Clearly defined responsibilities/accountability Measure behavior modification & injury reduction Measure behavior modification & injury reduction

11. Systems Safety The application of engineering and management principles to achieve an acceptable level of safety throughout all phases of a system.

12. Systems Safety Safety integrated into business operations Safety integrated into business operations Line management owns safety Line management owns safety Safety is a good business investment Safety is a good business investment Long-range goals – continuous improvement Long-range goals – continuous improvement Causes for variations are identified and rectified Causes for variations are identified and rectified Statistical process controls diagnose weaknesses Statistical process controls diagnose weaknesses

13. Systems Safety Remove system traps that cause human error Remove system traps that cause human error Ergonomics designed into every work process Ergonomics designed into every work process Accident equals management system defect Accident equals management system defect Employees report defects and find solutions Employees report defects and find solutions Communication/feedback open and encouraged Communication/feedback open and encouraged Behavioral sampling and perception surveys measure effectiveness and monitor progress Behavioral sampling and perception surveys measure effectiveness and monitor progress

14. National Safety Council Model Safety Management System Leadership commitment Leadership commitment System management and communication System management and communication Assessments, audits and performance measures Assessments, audits and performance measures Hazard identification and risk reduction Hazard identification and risk reduction Workplace design and engineering Workplace design and engineering Operational processes and procedures Operational processes and procedures Worker and management involvement Worker and management involvement Motivation, behaviors and attitudes Motivation, behaviors and attitudes Training and orientation Training and orientation

15. ANSI Z-10 Management leadership Management leadership Employee participation Employee participation Planning Planning Implementation and operation Implementation and operation Evaluation and corrective action Evaluation and corrective action Management review Management review

16. OSHA’s Injury and Illness Prevention Plan (I2P2) Management Leadership Management Leadership Worker Participation Worker Participation Hazard identification and assessment Hazard identification and assessment Hazard prevention and control Hazard prevention and control Education and training Education and training Program evaluation and improvement Program evaluation and improvement

17. OSHA Study of I2P2 States Injury and Illness Reduction Alaska – 17.4% Alaska – 17.4% California – 19% California – 19% Colorado – 23% Colorado – 23% Hawaii – 20.7% Hawaii – 20.7% Massachusetts – 20.8% Massachusetts – 20.8% North Dakota – 38% North Dakota – 38% Texas – 63% Texas – 63% Washington – 9.4% Washington – 9.4%

18. OSHA’s SHARP Program Safety and Health Achievement Recognition Program BWC analyzed 16 Ohio SHARP companies Average claims decreased 52% Average claims decreased 52% Average claim cost decreased 80% Average claim cost decreased 80% Average lost time per claim decreased 87% Average lost time per claim decreased 87% Claims/million dollars payroll decreased 88% Claims/million dollars payroll decreased 88%

19. Benchmarking The process of comparing your operation’s key performance indicators and business processes, to industry norms. The process of comparing your operation’s key performance indicators and business processes, to industry norms. A positive, proactive process to change operations in a structured fashion to achieve superior performance. A positive, proactive process to change operations in a structured fashion to achieve superior performance. A powerful tool to gain competitive insight and provide “evidence-based” views of performance throughout product and organization lifecycles. A powerful tool to gain competitive insight and provide “evidence-based” views of performance throughout product and organization lifecycles.

20. Benchmark Your Culture What do you plan to measure? What do you plan to measure? Why? Why? How will you measure it? How will you measure it? What information/data do you need to collect? What information/data do you need to collect? What will you compare it to? What will you compare it to? What will you do with the information? What will you do with the information? How will you use the information to improve? How will you use the information to improve?

21. Benchmark Your Culture Establish a baseline Establish a baseline Assess current safety system, culture, employee perceptions Assess current safety system, culture, employee perceptions Create a Vision of the desired future – gap Create a Vision of the desired future – gap Develop an action plan Develop an action plan Specify roles, responsibilities, accountabilities Specify roles, responsibilities, accountabilities Communicate and educate Communicate and educate Monitor, assess and modify action plan Monitor, assess and modify action plan Gather and analyze relevant data Gather and analyze relevant data

22. Multiple Points of Measurement Both qualitative and quantitative measures must be combined into a systematic approach that accurately assesses the effectiveness of the safety management system and discovers the root causes of deficiencies. Both qualitative and quantitative measures must be combined into a systematic approach that accurately assesses the effectiveness of the safety management system and discovers the root causes of deficiencies.

23. Benchmarking Approaches Quantitative Injury/Illness Rates Injury/Illness Rates Lost Workday Rates Lost Workday Rates WC Experience Modifier WC Experience Modifier Claims Cost Claims Cost Trend Analysis Trend Analysis Qualitative Safety Management Assessments Worksite/Process Audits Perception Surveys Safety Observations

24. BWC Resources for Safety Benchmarking Safety/Ergonomics/Industrial Hygiene audits Safety/Ergonomics/Industrial Hygiene audits OSHA required program reviews OSHA required program reviews Job Safety Analysis Job Safety Analysis Accident Analysis Accident Analysis Safety Management Assessments Safety Management Assessments Perception Surveys Perception Surveys Behavior Based Safety Observation Tools Behavior Based Safety Observation Tools

25. Ohio BWC/BLS Data Reports www.bwc.ohio.gov www.bwc.ohio.gov www.bwc.ohio.gov Safety Services Safety Services Featured Links Featured Links BLS Survey of Occupational Injuries and Illnesses BLS Survey of Occupational Injuries and Illnesses Statistics and Data Statistics and Data

26. 2012 Incident Rates Non-fatal injury/illness recordable cases per 100 FTE National3.4 National3.4 Ohio3.2 Ohio3.2 Illinois3.2 Illinois3.2 California3.5 California3.5 Pennsylvania3.9 Pennsylvania3.9 Indiana3.9 Indiana3.9 Michigan4.0 Michigan4.0 Kentucky4.1 Kentucky4.1

27. IndustryNAICS Code OhioU.S. Private IndustryAll3.23.4 Agriculture, forestry, fishing and hunting112.85.5 Mining212.1 Utilities221.72.8 Construction233.43.7 Manufacturing31-334.24.3 Wholesale trade422.83.3 Retail trade44-453.54.0 Transportation and warehousing48-494.84.9 Information511.01.4 Educational services611.31.9 Health care and social assistance624.54.8 Other services, except public administration812.22.5

28. 2012 Incident Rate by Size Class size 1 (1-10 employees)1.5 Class size 1 (1-10 employees)1.5 Class size 2 (11-49 employees)3.0 Class size 2 (11-49 employees)3.0 Class size 3 (50-249 employees)3.9 Class size 3 (50-249 employees)3.9 Class size 4 (250-999 employees)3.4 Class size 4 (250-999 employees)3.4 Class size 5 (1000+ employees)3.3 Class size 5 (1000+ employees)3.3

29. Questions? If you have additional questions, please check out our web site at www.bwc.ohio.gov and go to the safety services tab. If you have additional questions, please check out our web site at www.bwc.ohio.gov and go to the safety services tab.www.bwc.ohio.gov You can also reach us by dialing 1-800- OHIOBWC and following the instructions. You can also reach us by dialing 1-800- OHIOBWC and following the instructions. I will be happy to answer any questions you have at this time. I will be happy to answer any questions you have at this time.