Safety Culture Survey

Using the Safety Perception Survey
to Assess Your Organizations

Safety Culture
Robert S. Krzywicki
Michael B. Keesey
April 21, 2011
Copyright 2011 DuPont. All rights reserved. The DuPont Oval Logo, DuPont, and The miracles of science are registered trademarks or trademarks of DuPont or its affiliates.
Agenda
Safety Contact
Grounding
- Definition of Culture
- 12 Elements
- Bradley Curve
Safety Perception Survey details (Mike Keesey)
How is it used and what can we learn? (Bob Krzywicki)
Q&A
Safety Contact - Listen to the Safety Instructions!
So what do we mean by Safety Culture?
The safety culture of an organization is the product of

individual and group values, attitudes, perceptions,
competencies and patterns of behavior that determine the
commitment to, and the style and proficiency of an
organizations health and safety management. *
In laypersons terms, it defines what people do when no
one is watching.
* HSC (HEALTH AND SAFETY COMMISSION), 1993. Third report: organizing for safety. ACSNI Study Group on Human Factors. HMSO, London.
To analyze client systems, DuPont breaks its world-class

reference model into 3 major focus areas . . .
What does management do to lead
employees to safety excellence?
Leadership
Leadership
What are the
organizational structures
that enable the pursuit of
safety excellence?
Management
Management Commitment
Commitment
z
z Policies
Policies && Principles
Principles
z
z Goals,
Goals, Objectives,
Objectives, && Plans
Plans
z
z Procedures
Procedures && Performance
Performance Standards
Standards
z
z
Structure
Structure
Line
Line Management
Management Accountability
Accountability &&
Responsibility
Responsibility
z
z Safety
Safety Personnel
Personnel
z
z Integrated
Integrated Organization
Organization Structure
Structure
z
z Motivation
Motivation && Awareness
Awareness
z
z
What actions does the

organization take on a
regular basis to increase
safety performance?
Processes
Processes &
& Actions
Actions
z
z
Effective
Effective Communication
Communication
z
z
Training
Training && Development
Development
z
z
Incident
Incident Investigation
Investigation
z
z
Observations
Observations && Audits
Audits
The DuPont Bradley Curve helps you understand

where you are and where you want to go
ep
d
en
t
en
Safety Performance
Injury Rate
e
tiv
ac
Re
Reactive
Safety by Natural Instinct
Compliance is the Goal
Delegated to Safety Manager
Lack of Management
Dependent
Involvement
Supervisor Control,
Emphasis, and Goals
Management Commitment
Condition of Employment Independent
Fear/Discipline
Personal Knowledge,
Commitment, &
Rules/Procedures
Standards
Value All People
Internalization
Training
Personal Value
Interdependent
Care for Self
Ind
Help Others Conform
Practice, Habits
ep
en
Individual Recognition Others Keeper
de
Networking Contributor
nt
Care for Others
Inter
depe
Organizational Pride
nd
ent
Safety Culture
Weaker Safety Culture
Stronger Safety Culture
Agenda
Safety Contact
Grounding
- 12 Elements
- Bradley Curve
Q&A
Measuring Culture with the DuPont Safety

Perception Survey
What is the survey tool?

What does the survey tool reveal?
Overall Survey Results vs. Benchmark Best, sorted by strength

Leadership
Q7a
Q6
Q7b
Q1
Q2
Q14
Q3
Q9a
Q19
Structure
Q13b
Q21
Q13a
Q8
Q22
Q23
Q5
Q4
Q24
Processes and Actions
Q15
Q12b
Q20
Q10
Q17
Q16b
Q12a
Q12c
Q18
Q11
Q16a
%
Presence of safety values
Extent that safety is built in
Influence of safety values
Priority individuals give to safety
Priority respondents think others give to safety
Extent safety rules are enforced
Belief that injuries can be prevented
Involvement in safety activities
Recognition for safety achievements
%
Extent that safety rules are obeyed
Knowledge of safety performance
Quality of safety rules
Extent line management is held accountable for safety
Rating of the safety organization
Rating of the safety department
Level of safety where the cost-benefit break-point occurs
Effect of a drive for safety on business performance
Satisfaction with the safety performance of the organization
%
Thoroughness in investigation of injuries and incidents
Safety meeting attendance
Rating of the safety of facilities and equipment
Extent individuals feel empowered to take action in safety
Rating of modified duty and return-to-work systems
Quality of safety audits
Frequency of safety meetings
Quality and effectiveness of safety meetings
The presence of off-the-job safety programs
Extent of safety training
Extent of involvement in safety audits
Benchmark Best
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:
z
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 DuPont Sustainable Solutions are required

to verify that their Safety Leadership, Structure, and Processes and
Actions are World Class.
10
The results can be compared by Job Category
11
And by Location, Business Unit, or Function
12
Detailed results and comparison to Benchmark

Best for each question
13
Survey Comparison
Relative Culture Strength
Overall
Benchmark Best 107
Example Company 55
Location A 50
Location B 51
Location C 63
World Class
Leadership
111
53
50
51
55
Structure
108
59
49
51
72
Processes and Number of

Actions
Respondents
102
54
50
50
62
892
154
247
72
80
Overall Relative Culture Strength is a proprietary score that includes all of the questions from the Safety
Perception Survey. The Leadership, Structure, and Processes and Actions scores are based on questions in
those categories.
14
Our Database of Survey Results

z
693,000+ Survey Responses
51 Industries
broad range including: energy, food,
paper, chemicals, manufacturing and
transportation
41 Countries
3,450 locations
Benchmarks updated annually
11+ years of Data
15
Compare results to Industry Average
e
tiv
ac
Re
NAICS
211
212
221
2211
2212
311
322
324
325
327
331
336
424
481
48-49
4862
D
ep
d
en
Total Recordable Rate*

2008 BLS Industry
Average
t
en
Ind
ep
en
de
nt
6
4
Entire
Organization
Industry
Oil and Gas Extraction
Mining (except Oil and Gas)
Utilities
Electric Gen., Transmission, and Distribution
Natural Gas Distribution
Food Manufacturing
Paper Manufacturing
Petroleum and Coal Products Manufacturing
Chemical Manufacturing
Nonmetallic Mineral Product Manufacturing
Primary Metal Manufacturing
Transportation Equipment Manufacturing
Merchant Wholesalers, Nondurable Goods
Air Transportation
Transportation and Warehousing
Natural Gas Pipelines
Inter
depe
n
dent
Benchmark Best
40
60
Avg
RCS
54
61
52
46
59
35
40
47
64
55
45
44
55
29
42
57
* TRR based on 200,000 hours
2
0
Avg
TRR*
1.4
3.5
3.5
3.2
4.3
6.2
3.7
1.9
2.7
5.9
7.2
6.0
4.7
8.7
5.7
2.3
80
100
Relative Culture Strength

Average of Survey Respondents in Industry
16
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.
17
Agenda
Safety Contact
Grounding
- 12 Elements
- Bradley Curve
Q&A
18
The Goal
Goal is
The
is Zero
Zero
The Path is Via Strengthening Safety Culture
Structure
Structure
D
ep
d
en
t
en
Total
Recordable
Rate
e
tiv
ac
Re
Leadership
Leadership
Ind
ep
en
de
nt
4
2
Inter
depe
n
*
0
40
60
80
dent
100
Relative Culture Strength (critical

X)
Processes
Processes &
&
Actions
Actions
19
Traditional safety improvement tactics versus initiatives to

improve safety culture
Traditional Improvement Tactics
Improving culture
Attacking high frequency/severity events (e.g. S/T/F)

Addressing causal factors (e.g. PPE inadequate)
Addressing root cause (training, systems, procedures)
Strong
Strong
Leadership
Leadership
Safety stand-downs
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
Training & safety management skills
Signage
Appropriate
Appropriate
Structure
Structure
Focused
Focused
Processes
Processes
and
and Actions
Actions
Is this how you feel sometimes?
20
Revenue Cost = Profit
No Conclusive Evidence that Good Safety Assures

Profitability,
However
Safety can have a Significant Positive or Negative
Impact on Cost!
AND
The Strength of your Safety Culture is Directly
Correlated to the Frequency of Events and
Associated Costs!
21
What do I work on first to move the culture needle?

Leadership
Q7a
Q6
Q7b
Q1
Q2
Q14
Q3
Q9a
Q19
Structure
Q13b
Q21
Q13a
Q8
Q22
Q23
Q5
Q4
Q24
Processes and Actions
Q15
Q12b
Q20
Q10
Q17
Q16b
Q12a
Q12c
Q18
Q11
Q16a
%
Presence of safety values
Extent that safety is built in
Influence of safety values
Priority individuals give to safety
Priority respondents think others give to safety
Extent safety rules are enforced
Belief that injuries can be prevented
Involvement in safety activities
Recognition for safety achievements
%
Extent that safety rules are obeyed
Knowledge of safety performance
Quality of safety rules
Extent line management is held accountable for safety
Rating of the safety organization
Rating of the safety department
Level of safety where the cost-benefit break-point occurs
Effect of a drive for safety on business performance
Satisfaction with the safety performance of the organization
%
Thoroughness in investigation of injuries and incidents
Safety meeting attendance
Rating of the safety of facilities and equipment
Extent individuals feel empowered to take action in safety
Rating of modified duty and return-to-work systems
Quality of safety audits
Frequency of safety meetings
Quality and effectiveness of safety meetings
The presence of off-the-job safety programs
Extent of safety training
Extent of involvement in safety audits
22
Can knowing the state of your culture make a

difference in your business?
65
60
55
50
45
40
35
30
25
April 20: $60.48

January 14: $49.25
Apr-11
Mar-11
Feb-11
Jan-11
Dec-10
Nov-10
Oct-10
Sep-10
Aug-10
Jul-10
Jun-10
May-10
Apr-10
Mar-10
Feb-10
June 22: $27.02

Jan-10
BP Closing Price
A case study.
Is your organization resilient enough to absorb a comparable financial shock and

restore business continuity?
Knowing the state of your safety culture can mean the difference not only in
cost/savings and profitability but it can also have implications for survival!
23
Summary: What have we learned.

Its the CULTURE
A sustained improvement in safety performance comes from
working on the weak areas of your culture
Trailing metrics are still valuable from a trending standpoint
but offer little actionable intelligence
Shift accountability from trailing metrics to strengthening
cultural elements
Must move the needle in all three domains Leadership,
Structure, Processes and Actions
24
www.sustainablesolutions.dupont.com

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Using the Safety Perception Survey

to Assess Your Organizations

Safety Contact - Listen to the Safety Instructions!

So what do we mean by Safety Culture?

The safety culture of an organization is the product of

To analyze client systems, DuPont breaks its world-class

What actions does the

The DuPont Bradley Curve helps you understand

Stronger Safety Culture

Measuring Culture with the DuPont Safety

What is the survey tool?

Overall Survey Results vs. Benchmark Best, sorted by strength

160 employees at the location and had a statistically significant

No employee or contractor fatalities in the last 5 years

5 year employee LWIFR 0.25 with no single year employee LWIFR

5 year employee TRIFR 1.00. TRIFR is based on 200,000 hours.

On-site assessments by DuPont Sustainable Solutions are required

The results can be compared by Job Category

And by Location, Business Unit, or Function

Detailed results and comparison to Benchmark

Processes and Number of

Our Database of Survey Results

693,000+ Survey Responses

Benchmarks updated annually

11+ years of Data

Compare results to Industry Average

Total Recordable Rate*

* TRR based on 200,000 hours

Relative Culture Strength

Comments from the survey provide more insights

Relative Culture Strength (critical

Traditional safety improvement tactics versus initiatives to

Attacking high frequency/severity events (e.g. S/T/F)

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

Thorough investigations and follow-up

Effective audits and re-evaluation

Effective communication processes

Training & safety management skills

Revenue Cost = Profit

No Conclusive Evidence that Good Safety Assures

What do I work on first to move the culture needle?

Can knowing the state of your culture make a

April 20: $60.48

June 22: $27.02

Is your organization resilient enough to absorb a comparable financial shock and

Summary: What have we learned.

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