1. FRAMEWORK FOR A
POSITIVE EHS CULTURE

2. QUESTIONS & EXPECTATIONS
Why should we change the existing culture
What is a Behavior Based EHS Culture
Who is driving the change
Engagement, Accountability, Responsibility, Ownership
Vision and Direction
How do we change the existing culture

3. WHY?

4. Vision and Mission Statement
Our Vision Statement
Positronic will be a global partner and world-class provider of the best innovative solutions for demanding interconnect applications.
Our Mission Statement
Engage in select strategic markets for today and tomorrow
Practice an inclusive and rigorous development process
Engage all supply chain stakeholders toward complete solutions
Increase our financial acumen
Easy to do business with
Engage our employees in this journey

6. Safety Statistics United States
5,190 Job related deaths-2016 up 7% from 2015
Highest count since 2008 (5,214)
99.80 Per week
14.21 per day – 2016 (38 per day in 1970)
3.6 per 100,000 workers -2016
In Missouri:
, , , , ,

7. Safety Statistics Top 10 "serious" violations, fiscal year 2015
A “serious” violation is defined by OSHA as “one in which there is substantial probability that death or serious physical harm could result, and the employer knew or should have known of the hazard.”

8. Safety Statistics Top 10 "willful" violations, fiscal year 2015
OSHA defines a “willful” violation as one “committed with an intentional disregard of or plain indifference to the requirements of the Occupational Safety and Health Act and requirements.”

9. Safety Statistics Singapore 2015 Falls Slips, Trips, and Falls
Fatal Injuries: Manufacturer:
Non Fatal, Major Injuries: Manufacturer:
Non Fatal, Minor Injuries: Manufacturer: ,556
Falls
Slips, Trips, and Falls
1.9 per 100,000 fatal
17.6 per 100,000 Major
344 per 100,000 Minor

10. ENVIRONMENTAL + HEALTH + SAFETY =
COST OF NON-COMPLIANCE =

11. COST OF NON COMPLIANCE (Accident, Injury, Spill, Etc.)
Visible Cost
Invisible Cost
Employee Pain & Suffering
Lost Production
Employee Training & Replacement cost
Lost Efficiency & Productivity
Replacement cost damage Equipment, Material, & Property
Customer Relations
Quality
Administrative Time
Gov’t Administrative Actions, Fines, & Penalties
Community & Public Relations

12. WHAT?

13. EHS PROGRAM VS EHS CULTURE
A plan outlining how the company will address compliance issues
Culture…..
“The sum total of the ways things are done in a company. Culture includes values and beliefs.”

14. PROGRESSION OF A EHS CULTURE
Five levels of Progression towards a EHS Culture
(not a goal, but a guideline)
Level Five: Continuous Improvement
Level Four: Cooperating
Level Three: Involving
Level Two: Managing
Level One: Emerging

15. Progression of a EHS Culture
LEVEL ONE: Emerging
EHS is actively defined in achieving compliance
Accidents are seen as unavoidable, part of the job
Front line staff are uninterested in safety
EHS used as an “issue” to be argued
Management ignores safety and leaves it up to the EHS folks
LEVEL TWO: Managing
EMR (Experience Modification Rate < lower premiums > higher the premiums) average for the industry (1.0 considered average)
Safety is seen as a business risk-management has input
Safety is based on engineering controls as main focus
Accidents are seen as preventable
Lagging indicators used to measure performance

16. Progression of a EHS Culture
LEVEL THREE: Involving
Accident Rates/EMR are low…but reached a plateau
Involvement of frontline employees seen as critical
Accidents causes are varied and root cause is investigated
All employees accept responsibility for safety
LEVEL FOUR: Cooperating
Safety is seen as a moral and economic benefit
Significant pro-active measures are in place
A healthy lifestyle (non-work) is promoted

17. Progression of a EHS Culture
LEVEL FIVE: Continuous Improvement
Prevention of all injuries and illness is a core corporate value…..with top management leading the way
Sustained period of “zero injury” status but no complacency
A range of indicators are used to measure performance and improvement
Striving to find new hazard control mechanisms
All employees accept the belief that safety is a part of their job
Considerable investment in promoting Environmental, Health, and Safety (on and off the job)

18. WHO?

19. EXECUTIVE TEAM * STARTS HERE * EVERY DAY!
Maybe used or viewed as a Steering Committee
Must set a Vision: Which will create a clear direction
Set clear and concise Expectations
Must Own It
Must Drive It
Must Engage with employees - Communication
Seen as role models
EVERY DAY!

20. GENERAL MANAGERS EVERY DAY!
Must be in total alignment with Vision, Direction, and Expectations of Executive Team
Must set goals and expectations for Division
Must drive it
Must own it
Must Engage with employees - Communication
Seen as role models
EVERY DAY!

21. MANAGERS, SUPERVISORS, LEADS
THEY ARE THE FIRST LINE OF EHS & ACCOUNTABILITY
Must be in total alignment with Vision, Direction, and Expectations of General Managers
Must set goals and expectations for their departments
Must Drive It
Must Own it
Must Be Responsible for their employees
Must Engage with their employees - Communication
Seen as role models
EVERY DAY!

22. EMPLOYEES
Must be in total alignment with the Vison, Goals, and Expectations of their department, division, and company
Must be accountable for their and other employees actions
Must be Responsible for their and other employees actions
Must Engage with other employees and management from top to bottom - Communication
Must Execute –Must “DTRT” DO THE RIGHT THING
EVERY DAY!

23. Managers Supervisors & Leads
Executive Team
General Managers
Managers Supervisors & Leads
Employees

24. VISION & DIRECTION

25. BE THE MOST ENVIRONMENTALLY PROGRESSIVE CONNECTOR COMPANY
VISION AND DIRECTION
ZERO ACCIDENTS
BE THE MOST ENVIRONMENTALLY PROGRESSIVE CONNECTOR COMPANY

26. HOW?

27. Responsible or Responsibility
having the job or duty of dealing with or taking care of something or someone
able to be trusted to do what is right or to do the things that are expected or required
involving important duties, decisions, etc., that you are trusted to do
a duty or task that you are required or expected to do
something that you should do because it is morally right, legally required, etc.
the state of being the person who caused something to happen

28. Ownership Having a personal stake in outcome
an attitude of accepting responsibility for something and taking control of how it develops

29. ENGAGE OR ENGAGMENT
occupy, attract, or involve (someone's interest or attention).
participate or become involved in
the act of engaging

30. Accountable or Accountability
required to explain actions or decisions to someone
required to be responsible for something

31. ACCOUNTABILITY THERE ARE 4 STEPS Communicate expectations
Provide training and tools to build or enhance skills
Measure performance at all levels of the company
Provide continuous feedback

32. ACCOUNTABILITY How do you hold others accountable?
Communicate the Expectations
Polices and job descriptions (employees sign a EHS commitment agreement)
Safe work practices, behaviors, and PPE
Job safety analysis (management and employees working together)
Key Performance Indicators (KPI’S) and goals.

33. ACCOUNTABILITY How do you hold others accountable?
Provide training and tools to build/enhance skills
EHS leadership training
OSHA 10-hour or 30-hour classes or equivalent depending on location
EHS teams and meetings
At risk behaviors
Classes and workshops
Videos, messages TV’s communication, social media

34. ACCOUNTABILITY How do you hold others accountable?
Measure Performance at all levels of the organization
Feedback is critical; the absence of it leaves employees at risk
Specific, measurable and consistent
Consequences should not be surprising; part of expectations setting
Must be timely
Measures “results” for higher level leaders and “activities” for first line leaders and employees

35. ACCOUNTABILITY How do you hold others accountable?
Provide continuous feedback
Keep it positive and reinforcing
Recognition and rewards go a long way
Employees enjoy tangible reminders of working safely (shirts, mugs, photos, etc.)
Milestone celebrations reward performance

36. ACCOUNTABILITY What about “my” accountability? What does this mean?
Keep you promise and follow through with commitments
Have a bias for action and strong sense of urgency
Show that you care and are concerned about employees
Involve employees in changes or decisions that will affect them
Lead by example
Be a good listener and be honest
Encourage employees to communicate to you
If employees are not talking to you, you do not know what they are thinking

37. ACCOUNTABILITY
I am dedicated to maintaining a safe work environment and will demonstrate my commitment to safety through these actions:
I am responsible for my safety and the safety of others.
I am committed to an incident and injury free workplace.
I acknowledge that people are fallible, and even the best make mistakes.
I will actively anticipate and communicate error-likely situations and failed defenses.
I will not perform or permit an unsafe act — I have the responsibility and authority to stop work.
I will encourage and reinforce the safe behavior of others.
I will make these commitments part of my everyday life at work and at home.

38. Working safely is a Condition of Employment!
ACCOUNTABILITY
Safety is everyone’s responsibility.
I am responsible for my own workplace safety.
I will go above and beyond the minimum safety standards
I will continually improve my safety behaviors.
I will work with management to decrease my exposure to risk.
I will set an example of safe behavior for my coworkers.
Every incident can be avoided.
Every job can be done safely.
Working safely is a Condition of Employment!

39. Ten Essential Parts of a EHS Culture
Systematic Approach to Improve EHS Performance
Ten Essential Parts of a EHS Culture
Demonstrate Management Involvement
Staffing for EHS
EHS Education: Orientation and Specialized Training
Encourage Worker Involvement/Engagement
Evaluation and Recognition/Reward
Planning: Design In, Purchasing/Procurement, Other
Accident/Incident Investigations
The 3 Ps……Policies, Procedures, and Programs
Global Collaboration
Communication

40. Management shall be ACCOUNTABLE FOR :
1. MANAGEMENT INVOLVEMENT
Full support and involvement of Upper Management
Establishes the corporate philosophy on EHS (EHS Culture)
Communicates the shared interest to workers (Team Effort)
Ensures that “EHS” is included in the company mission statement
Management shall be ACCOUNTABLE FOR :
Being role models (do as I do….)
Safety Inspections
Safety Orientations and training
Accident/Incident investigations
EHS issues are planned for in every aspect of the company

41. 1. MANAGEMENT INVOLVMENT
OLD WAY
Management Commitment
EHS is No. 1 Priority
Our Processes doesn’t affect EHS
NEW WAY
Management Involvement
EHS is an integral part of business
Integrate EHS in all phases of business

42. 2. STAFFING FOR EHS Each division will have a EHS Team Consists of:
General Manager
Human Resources
Engineering
Manufacturing
EHS staff
Responsible and Accountable for:
Each Division will take into account Positronic Industries, Inc. corporate policies along with their particular local, regional, and national requirements
Involved with all projects.
Drive the vision and goals for each division
Collaborate across divisions

43. 2. STAFFING FOR EHS
Each division will have a EHS/Safety Committee which works with the EHS Team
Consists of:
EHS Staff
Designated employees from each department
Responsible and Accountable for:
EHS compliance at department level
Work with EHS Team
Allows exchange of ideas and input at all levels
Communication between key personnel
Promotes a “Team” concept
Requires management commitment to ensure issues are addressed

45. 3. EHS Education: Orientation and Specialized Training
The most important aspect of EHS communication
A well-trained workforce are the “eyes and ears” of a EHS system
More than just “Talks”
Training is a “line item”
All employees know and understand the EHS hazards
All employees know and understand the EHS system
All employees know and understand their responsibilities and they are accountable for their actions.
Use different type of Media: Online, Tweeter, Facebook, Instagram, etc.
Training specifically for: Executives, Managers, Supervisors, Leads

46. 3. EHS Education: Orientation and Specialized Training
OLD WAY
Reminding someone to work safely is usually considered “getting into their business”
OLD WAY
Reminding someone to work safely is usually considered “getting into their business”
That isn’t my job
NEW WAY
Reminding someone to work safely is appreciated and considered normal
I am proud to make sure my coworkers are safe

47. 4. Worker Involvement EHS/Safety Committee
Responsible for their safety
Responsible for their co-workers safety
Accountable for their actions
Identify and change “bad” behavior
Reinforce good safety practices
Talk about safety daily

48. 4. Worker Involvement
Create a “feedback loop” which results in continuous improvement in the system (i.e. perception survey)
Seek information from co-workers
Provide a mechanism to determine how workers feel
Encourage participation (incentive program i.e. wellness)
Recognize hazards

49. 5. Evaluation and Recognition/Reward
Recordable injury according to OSHA guidelines (recordable rate)
First aid visits to the nurse or doctor (incident rate)
Lost time injury (severity rate)
Near miss or close call injuries or accidents
Workers compensation dollars spent annually
Number of accident investigations
Number of disciplinary warnings issued for not working safely
Number of findings on an audit of an area
Timeframe require to close audit findings or action findings
Number of safety meetings attended
Number of environmental permit violations
Number of gallons of water treated
Kw/hr. used
Other??????
Where should our focus be when it comes to measuring EHS? Proactive/Leading or Reactive/Lagging?

50. 5. Evaluation and Recognition/Reward
Lagging Indicators
Leading Indicators
Lagging indicators occur “after the fact”
Lagging indicators are reactive
Example: Number of injuries, illness cases, and lost work days
Measures problems and system failures
Lagging indicators do not measure what has not happened (risks taken by employees but no accidents)
No measure of doing preventative measures
Leading indicators are implemented to prevent accidents
Leading indicators are proactive
Measure impact on future events, measure risk reduction activities, and demonstrate improvements to the EHS system
Example: attendance at training sessions, safety inspections conducted, safety-related works orders completed, safety suggestions reported and implemented.
A combination of lagging and leading indicators needed
Indicators must be measurable
Indicators must be flexible and open for revisions based on results or lack of

51. Near Miss Property Damage
FATALITY
Lost Time
Recordable
First-Aid Case
Near Miss Property Damage
BEHAVIORS
Lagging
Reactive
(Too Late)
Lagging
Reactive
(Too Late)
Leading
Proactive
Leading
Proactive

52. 5. Evaluation and Recognition/Reward
DATA REVIEW
Use data to prove/disprove theories about EHS culture….
Example:
Timing – most accidents occur on 3:00 p.m.
Department – a particular department has more accidents/incidents
Experience – less experienced are injured more frequently
Injury type – cuts are most common injury
USE DATA TO MAKE DECISIONS……
Give toolbox talks on Wednesdays
Review glove use to prevent cuts

53. 5. Evaluation and Recognition/Reward
OLD WAY
Incident rates are the primary measure of success
Safe behavior is encouraged through slogans and posters
Safe behavior is not rewarded or thought of as important
NEW WAY
Safety behavior, safety skills and contributing to the safety process are used to measure safety success
Safe behavior is rewarded as part of the performance process

54. 6. Planning: Design In, Purchasing/Procurement, Other
EHS will be a part of the Design In & Process Change Process
PCN/PCR/ECO/BOM
MWO/BOO
Close all Loop Holes
EHS will be a part of the Purchasing/Procurement Process
Conduct Job Hazard Analysis (JHA)
Each Division will be ISO (Environmental) and ISO (Safety) certified within 5 years:
PIPL (India) Completed both K/18K
PISA (France) Completed both K/18K
PAPL (Singapore) Already ISO 14001, evaluating ISO ISO /2019
PII (USA) Start September K/18K

55. 7. Accident/Incident Investigations
Accident is defined as an unplanned event that results in personal injury or property damage.
Incident is defined as an unplanned even that does not result in personal injury but may result in property damage or is worthy of recording.
Near-Miss is defined as an event that does not result in an injury or damage but needs to be reported.
All accidents are Preventable
Accidents are “Triggered” by Behavior
Accident causes ae Systemic
Accidents are Symptoms, not Problems
Accident causes rarely exist at the scene

56. INDENTIFYING THE ROOT CAUSE WILL HELP FIX THE “SYSTEM:
7. Accident/Incident Investigations
OLD WAY
Unsafe acts and unsafe conditions are the two primary categories of incident investigation
Individuals are afraid to report incidents for fear of blame and hassle
Just don’t want to do it
NEW WAY
Root causes are determined and analyzed for opportunities to improve the system
Incident investigations focus on root cause. Hassle is minimized
The value of investigations is recognized and rewarded by management.
INDENTIFYING THE ROOT CAUSE WILL HELP FIX THE “SYSTEM:

57. 8. The 3 P…..Polices, Procedures, and Programs
Provides a “roadmap” to a successful program
Communicates the rights and responsibilities of employer and employee
Prioritize Efforts
Review injury and Illness Logs for trends
Top 10 Most Frequently Cited OSHA Standards
Industry facts (cuts, sprains and strains, eye , falls, etc.)
OSHA special emphasis programs (ergonomics, electrical, falls, etc.)
Top 10 Most Frequently Cited EPA or MODNR regulations
Environmental non-compliance
Frequency vs. Severity
Each Division will create, update, and implement new and current EHS Polices, Procedures, and Programs
Each Division will take into account Positronic’s corporate polices along with their particular local, regional, and national compliance requirements.

58. 9. Global Collaboration Create an environment for Global Collaboration
This must first start with General Managers
Trickle down to Supervisors and leads
Finally to each employee
What may work at one division may work at another
Collaborate on goals with all divisions

59. 10. Communication
EHS has to be a topic in meetings, preferably the first topic:
Town Hall Global Meetings
GM Meetings
Each Division's Weekly Staff Meetings
Each Division's Daily Staff Meetings
Every Department’s Weekly Meetings
Every Department’s Daily Meetings
In the Know Meetings
EHS has to be discussed daily
Training
Other
SharePoint -
Website – –
Feedback

60. Barriers & Obstacles It won’t happen to me We’ve tried that before
Accidents just happen
It won’t work
I have real and more important work to do
They won’t let us
I’m too busy to do it
Production is more important
You don’t understand
It’s not in my budget, we don’t have the money
I’ve done it this way for YEARS and nothing’s gone wrong
Lack of ownership
Just don’t do it any more, it slips away
I don’t want to do it
WHY?
That is “Stupid”

61. Barriers & Obstacles Desired End State (i.e. Positive EHS Culture)
Restraining Forces
Lack of financial resources
Employee’s attitudes towards EHS
Superficial accident Investigations
Department excessive emphasis on productivity rather than safety
Under reporting of near misses and accidents
Managers, Supervisors, and Leads attitudes towards EHS
Lack of Manpower
Higher and higher productivity targets
EHS Teams
Safety Audits
Upper Management Commitment
Risk Assessments
Regulatory Requirements
Safety Committee
In-house publicity campaigns
Customer Requirements
Cost Savings
Driving Forces

62. * COMMUNICATION and ENGAGEMENT ARE KEY FOR SUCCESS *
FINAL THOUGHTS
EHS is a core value that must be shared by all
Supervisors and employees are key to success of EHS
Commitment must be all the way through the company
Measuring safety proactively will drive improvements
Accountability is key to managing EHS performance
Recognition of safe behaviors and corrections of unsafe behaviors through performance management process is critical
Leaders must “walk the talk” through say/do ratio
Make sure EVERY EMPLOYEE knows that EHS is as important as production
Convey to supervisors and leads that you have their backs on disciplining unsafe behavior
This is a journey and it never ends, There is always room to improve!
* COMMUNICATION and ENGAGEMENT ARE KEY FOR SUCCESS *