Transcript DuPont Product Presentation Title

DuPont Sustainable Solutions
Measuring and Benchmarking Safety Culture
with the DuPont Safety Perception Survey
Copyright © 2012, E. I. du Pont de Nemours and Company. All rights reserved. The DuPont logo, DuPont™ and The miracles of science™ are registered trademarks of DuPont
Diagnosing a Safety Culture
How consistent is the safety culture?
How do you know it’s the same across the board?
Have recent events changed the culture?
Do business goals compete with the safety focus?
Do new employees have the same training and values as long-term
service employees?
Does the pressure to ‘do more with less’ compete with
your safety values?
What is in the hearts and minds of our employees?
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These elements form the basis for understanding your
strengths and improvement areas
What does management do to lead
employees to safety excellence?
Leadership
What are the
organizational structures
that enable the pursuit of
safety excellence?
Management Commitment
 Policies & Principles
 Goals, Objectives, & Plans
 Procedures & Performance Standards

Structure
Line Management Accountability
& Responsibility
 Safety Personnel
 Integrated Organization Structure
 Motivation & Awareness

What actions does the
organization take on a
regular basis to increase
safety performance?
Processes & Actions

Effective Communication

Training & Development

Incident Investigation

Observations & Audits
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The DuPont Bradley Curve helps you understand
where you are and where you want to go
Reactive
Safety Performance
Injury Rate
Safety by Natural Instinct
Compliance is the Goal
Dependent
Delegated to Safety Manager
Supervisor Control, Emphasis, and Goals
Lack of Management Involvement
Management Commitment
Condition of Employment
Fear/Discipline
Independent
Rules/Procedures
Personal Knowledge, Commitment, &
Value All People
Standards
Training
Internalization
Personal Value
Care for Self
Practice, Habits
Individual Recognition
Interdependent
Help Others Conform
Others’ Keeper
Networking Contributor
Care for Others
Organizational Pride
Safety Culture
Weaker Safety Culture
Stronger Safety Culture
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Relative Culture Strength (RCS) as an overall measure
of Safety Culture
Relative Culture Strength 
Site Average Score  Benchmark Worst
 100
Benchmark Best  Benchmark Worst
After a company’s Survey data has been processed, its RCS will show how its
responses compare to Benchmark Best Organizations
Our Benchmark Best sites are manufacturing sites in the oil, textile, electrical, and
chemical industries. To be considered Benchmark Best, a site must meet the
following size and safety performance criteria:
•
≥ 160 employees at the location and had a statistically significant survey response rate
•
No employee or contractor fatalities in the last 5 years
•
5 year employee LWIFR ≤ 0.25 with no single year employee LWIFR > 0.50. LWIFR is
based on 200,000 hours.
•
5 year employee TRIFR ≤ 1.00. TRIFR is based on 200,000 hours.
On-site assessments by DSR are required to verify that their Safety Leadership,
Structure, and Processes and Actions are World Class.
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Our historical database of all prior surveys shows that
a Strong Safety Culture is required for Sustainable
Good Performance
Total Recordable Rate
8
6
4
2
*
0
40
60
80
100
Relative Culture Strength
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Global Benchmark Data
880,000+ Survey Responses
Average comparison scores for 26
industries
including: energy, food, paper,
chemicals, manufacturing and
transportation
45 Countries
5,000 locations
Benchmarks updated annually
13 years of Data
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Sample Deliverables
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A Closer Look at the Survey
24 core questions
Distributed by web link, paper surveys are
also available
Taken by all employees and typically all
contractors
Test if safety is a core value held by
management and if that value is transferred
to the worker on the floor
Examine employee and management
involvement in audits, incident investigations,
and safety meetings
Safety Culture is compared across
departments, levels, roles
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High Level Summary of Results
Leadership
Q7a
Q1
Q6
Q7b
Q2
Q9a
Q14
Q3
Q19
Structure
Q13a
Q21
Q13b
Q22
Q8
Q23
Q4
Q5
Q24
Processes and Actions
Q12b
Q15
Q12a
Q10
Q20
Q16b
Q12c
Q16a
Q11
Q17
Q18
Presence of safety values
Priority individuals give to safety
Extent that safety is built in
Influence of safety values
Priority respondents think others give to safety
Involvement in safety activities
Extent safety rules are enforced
Belief that injuries can be prevented
Recognition for safety achievements
Quality of safety rules
Knowledge of safety performance
Extent that safety rules are obeyed
Rating of the safety organization
Extent line management is held accountable for safety
Rating of the safety department
Effect of a drive for safety on business performance
Level of safety where the cost-benefit break-point occurs
Satisfaction with the safety performance of the organization
Safety meeting attendance
Thoroughness in investigation of injuries and incidents
Frequency of safety meetings
Extent individuals feel empowered to take action in safety
Rating of the safety of facilities and equipment
Quality of safety audits
Quality and effectiveness of safety meetings
Extent of involvement in safety audits
Extent of safety training
Rating of modified duty and return-to-work systems
The presence of off-the-job safety programs
Benchmark Best
Survey Result
x < 15
15 - 30
x > 30
x
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The results can be compared by Job Category
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High-level summary allows fast comparison of
Location, Business Unit, or Function
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With more detailed comparisons also provided by
question
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Detailed results and comparison to Benchmark Best
for each question
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Question 2: Indicate the priority that others give to safety.
A 88% of managers say they
themselves give safety top
priority while 51% of workers
think managers give safety top
priority.
Percent of respondents that said others ranked safety first:
B 94% of supervisors say they
themselves give safety top
priority while 62% of hourly
workers think supervisors give
safety top priority
Survey
Score
%
Benchmark
Best
0%
100%
%
All Respondents
73
91
Managers
Supervisors
Hourly Workers
Professionals
83
98
62
70
91
91
91
91
C 87% of workers say they
themselves give safety top
priority while only 74% of
workers say that other workers
give safety top priority
These are perception gaps.
All Responses
Managers
Percent of Respondents:
Selves
Managers <
Supervisors <
Hourly Workers <
All Respondents
%
88
88
75
88
83
A
Supervisors
%
94
94
100
100
98
B
Count of Responses Above:
8
16
< Indicates what response or responses are grouped together for Benchmarking.
Hourly
Workers
%
87
C
51 A
62 B
C
74
62
39
Professionals
%
91
73
68
68
70
All
Respondents
%
89
68
72
79
73
You may value safety as top
22
85
priority
but how
does your
organization perceive this?
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We calculate the RCS and Plot your Organization on
the DuPont Bradley Curve
Total Recordable Rate*
8
6
Entire
Organization
4
2
Benchmark Best
0
40
60
80
100
Relative Culture Strength
*TRR based on 200,000 hours.
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Compare Regions, Functions, or Businesses at a High
Level
Total Recordable Rate*
8
6
Division A
Division C
4
Division D
Division B
2
Benchmark Best
0
40
60
80
100
Relative Culture Strength
*TRR based on 200,000 hours.
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Monitor progress by taking the Safety Perception
Survey periodically
Total Recordable Rate*
8
6
4
Year 1
2
Year 3
Benchmark Best
Year 5
0
40
60
80
100
Relative Culture Strength
*TRR based on 200,000 hours.
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Compare results to Industry Average
Industry average survey results in 26 industries
Industry
111 Crop Production
211 Oil and Gas Extraction
212 Mining (except Oil and Gas)
213 Support Activities for Mining
2211 Electric Power Generation, Transmission and Distribution
2212 Natural Gas Distribution
236 Construction of Buildings
238 Specialty Trade Contractors
311 Food Manufacturing
322 Paper Manufacturing
324 Petroleum and Coal Products Manufacturing
325 Chemical Manufacturing
326 Plastics and Rubber Products Manufacturing
Industry
327 Nonmetallic Mineral Product Manufacturing
331 Primary Metal Manufacturing
332 Fabricated Metal Product Manufacturing
333 Machinery Manufacturing
335 Electrical Equipment, Appliance, and Component Manufacturing
336 Transportation Equipment Manufacturing
423 Merchant Wholesalers, Durable Goods
424 Merchant Wholesalers, Nondurable Goods
482 Rail Transportation
485 Transit and Ground Passenger Transportation
486 Pipeline Transportation
488 Support Activities for Transportation
541 Professional, Scientific, and Technical Services
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Compare Results to Industry Average
Entire Organization
2211 Electric Power Generation, Transmission and Distribution
RCS*
45
54
TRR**
4.0
2.8
* Average industry RCS from DuPont Safety Perception Survey database
** Average industry OSHA total recordable case rate,
200,000 hour basis; provided by U.S. B.L.S.
Total Recordable Rate
8
6
Entire
Organization
4
2
Electric Gen,
Trans, & Dist
Benchmark Best
0
40
60
80
100
Relative Culture Strength
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Comments from the survey provide more insights into
the Safety Culture
Hourly Worker, Location B: “I think safety needs to be enforced at all levels. Some
managers think ‘work first’. Safety doesn't matter so much to them. It's ‘ok’ to
‘bypass’ the safety ‘rule’ for this one project.”
Supervisor, Location C: “A few years ago we had a very good safety program and
Safety Dept. in place. Due to cut backs the Safety Dept. has been drastically
reduced and the current safety program has become nonexistent.”
Manager, Location A: “It seems while there is a focus on safety, we have annual
reviews of policies and procedures, but the frequency of safety reviews has
diminished.”
Professional, Location A: “New employees are not being trained the way they have
been previously, hence there is less awareness and focus, even by management.”
Hourly Worker, Location B: “No one takes it seriously until there is a problem. That
is when the problem is pinned on one person instead of all of the people involved in
the process.”
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Minimum Survey Timeline
Multiple Languages or Paper Surveys require more time
Task
1
2
3
4
5
6
7
Establish project survey team, survey
scope, and schedule
Create survey content and
communications, establish process for
distribution and collection
Launch survey
Survey response period
Status updates
Web Surveys: Data collection, entry,
and report
Paper Surveys: Data collection, entry,
and report
Typical
Duration
(weeks)
Week Number
1
2
3
4
5
6
7
0.5
0.5
2
<1
2-4
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Safety Perception Survey
A Key to Safety Culture Excellence and building Sustainable
World Class Performance
There is no silver bullet
Culture change does not happen overnight
Culture can be benchmarked
Understanding your safety culture is key in developing different insights on
where and how to improve your safety management processes
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