ROGERS GROUP, INC.

SAFETY PRINCIPLES: Practical Tools You Can Use

Rogers Group History Founded 1908, Bloomington, Indiana by Ralph Rogers Grew with nation’s interstate system, infrastructure growth Privately held by Ralph Rogers’ descendants

Safety 1999

Safety: Where are we? ROGERS GROUP, INC

Personal Philosophy: What does safety mean to you?

SAFETY CULTURE A “Culture” is defined as the shared values within an organization.

Rating organizational “safety culture”: Safety Without Any Management Process High Adversarial Insurance Excessive EmployeeMuch Statutory Costs Losses RelationsLitigation Ignorance Symptoms Line/Staff BloodBehaviors/ Committees Conflict CyclesConditions Quick Fix Programs Quiet Transparent Integrated Equal WORLD CLASS SWAMP Traditional Progressive

SWAMP (Safety Without Any Management Process) SAFETY RESPONSIBILITY: Not Recognized/Rejected PERCEIVED: As a “Burden” MANAGEMENT CHARACTERISTICS: Accidents are Accepted - C.O.D.B.One Way Communication - Fear Based Production Compromised by SafetyMy Way or The Highway Planning - Minimal; Reactive; Short Term“Make Do/Make Fit” Approaches Adversarial Relationship - Ops vs SafetyMinimal Employee Lacking HR Policies/ProceduresInvolvement/Interaction ORGANIZATIONAL IMPACTS: Negative BusinessExcessivePoor EmployeeStatutory Ignorance ImpactLossesRelations High Insurance CostPoor Injury RatesBlame OthersCitations Less Competitive High FrequencyThem vs UsRepeat Violations On Bids High SeverityLabor vs ManagementComplaints No Company Loyalty Litigation Morale Very Low

TRADITIONAL SAFETY RESPONSIBILITY: Not Understood (Staff Function) PERCEIVED: As a “Cost” MANAGEMENT CHARACTERISTICS : Accidents are “Excused” Away Authority Conflicts - Recognized Problems - Unwilling/Unable to Solve Passive Resistant Programs/Campaigns - Short Lived Line “Accountability” Fix the Symptoms, Not the Cause Lacking/Inconsistent Results (Only) Measured – Results Driven Expect Safety Department Not Quite Sold - Willing To Go Halfway (Easy Road) to Run Safety Likes “Off the Shelf” Canned Programs Go Through Motions High Visibility - Many Labels - Little Results ORGANIZATIONAL IMPACTS: Blood CyclesSet up for Failure Quick Fix Programs Inspection HeavyCommittees = Gripe SessionsReactive Management Supervisors Ignore Safety DirectivesEmployees Reject Changes Repetitive Conditions

WORLD CLASS SAFETY RESPONSIBILITY: Line Management Owned/Driven PERCEIVED: As a Good Business “Investment” MANAGEMENT CHARACTERISTICS: Accidents Are Intolerable - There Are No ExcusesNo “Glitz” or Hype Safety Isn’t Safety - Its Management EffectivenessEmployee Centered – Decisions - Time Consuming and Difficult Win/Win Planning - Long Term - 3 to 5 Years Communication - Responsibilities & Expectations - Clearly Defined Informal, Open, And Accepted Encouraged Management Personnel are Personally Involved Efforts “Closely Line Accountability is Standard Practice Measured” and Safety Has a Sense of Urgency Responded To ORGANIZATIONAL IMPACTS: PositiveGoodIntegratedEqual Business ImpactEmployee RelationsQuietTo Cost More Business Employee Morale High “Safety” Loses IdentityTo Quality Employees Promote Safety Management There is No “Program” To Production New Business There Aren’t (m)any Accidents

If you are in the “World Class” category this presentation will not help you. If not, let’s talk about ways to make a difference !

Results of Change ROGERS GROUP

Injuries

INJURY RATES

Safety System ROGERS GROUP (A business process for managing safety. )

Safety Policy Statement We are committed to achieving a zero injury safety culture by implementing all Rogers’ safety principles without compromise.

Safety Principles: – Management Commitment – Line responsibility for Safety – Safety Training – Incident Investigation and Countermeasure – Audit Process – Safety Committees – JSA implementation – Employee Involvement

Management Commitment LEADERSHIP!

Do Not Compromise Safety! 1. Hazards in the workplace must be addressed. 2. Good planning will increase efficiency. 3. Nine out of ten injuries are the result of unsafe behavior.

Focus on people first! 1. Would you have your child do it? 2. You must show care and concern. 3. Injuries can’t be accepted as okay. 4. Talk with employees about safety.

How do you demonstrate personal commitment? 1. Talk about safety as a value. 2. Safety as the first topic in meetings. 3. Audit work behavior. 4. Conduct safety meetings. 5. Leaders are not always chosen.

Line Responsibility

Designate safety as a line responsibility. 1. They have the control. 2. It is a moral obligation. 3. Safety people should be support only.

Safety Training

Safety Training: 1. Require basic training for all employees. 2. Government regulations are minimum. 3. Supervisors must be involved.

Reporting & Investigations

“Make a big deal out of little things, and you will not have as many big things to deal with.” Ask “why” five times!

Safety Audits

Audit work activity: 1. Observe how employees perform work. 2. Demand that work be done safely. 3. Stop unsafe behavior. 4. Talk with employees about safety.

Safety Committees

1. Corporate/Company. 2. Hourly involvement. 3. Where it applies.

JSA Process

Job Safety Analysis 1. Think before you act. 2. Job Steps. 3. Hazards 4. Develop methods to eliminate or reduce hazards to a level where no one gets injured.

Employee Involvement

Get employees involved. 1. Safety meetings every day. 2. Employees conduct safety meetings. 3. Inspections of work areas. 4. Incident investigations. 5. JSA process. 6. Participate in Audits.

Hold employees accountable. 1. Give them responsibility for safety. 2. Discipline is the method used to modify behavior. 3. Equal to production, quality, etc. 4. Working safely is a condition of employment.

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