1. DuPont Sustainable Solutions Improving Safety Culture through Operational Transformation
(BDM - When preparing, make sure you use notes view of this slide deck for guidance on each page)
The design of the slide deck is to provoke conversation & discussion rather than presenting a traditional sales delivery, The design is modeled after a needs-based selling approach which says first, understand what the needs are of the prospective client before attempting to propose a solution. This model or approach relies heavily on the ability of the BDM to listen and adapt to the conversation and relies little on following a script or prepared slide deck. In other words, focus should be on uncovering needs through dialogue and not focusing on a slide deck.
Place their logo on the cover slide as a sign of respect.
Review appropriate sections of the Toolkit to help prepare this slide deck and yourself .
Review the Client Interaction module of the toolkit to prepare yourself, in particular, review the high-gain questions you can consider asking.
There are several supplemental charts attached which can be incorporated depending on the conversation. You can hide them or incorporate them as needed.
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2. Agenda: Safety Contact Understanding Your Situation Learning About You
Next Steps
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3. Safety Contact:
Placeholder if you want to include text, pictures, attachments.
Position this as part of our culture, a ritual, ask for their indulgence to participate.
Recommendation is to do this quickly, don’t overplay it, move on. The time together is about them, not about us. We can be perceived as “preachy” if overdone.
Make it current and relevant.
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4. Understanding Your Situation:…
Placeholder
Assumption here is that you have had prior communications ahead of this interaction. Use this chart to “get on the same page” – write here what you know about them, what they shared with you earlier (why they want to meet), their expectations, etc.
At a minimum, get confirmation and alignment on the purpose for the meeting/interaction.
You can edit this chart you discuss.
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5. Learning About You -The DuPont Bradley Curve2 4 6 8
Total Recordable Rate
Natural Instincts
Supervision
Self
Teams
Reactive
Dependent
Independent
Interdependent
Safety by Natural Instinct
Compliance is the Goal
Delegated to Safety Manager
Lack of Management Involvement
Management Commitment
Condition of Employment
Fear/Discipline
Rules/Procedures
Supervisor Control, Emphasis, and Goals
Value All People
Training
Personal Knowledge, Commitment, & Standards
Internalization
Personal Value
Care for Self
Practice, Habits
Individual Recognition
Help Others Conform
Others’ Keeper
Networking Contributor
Care for Others
Organizational Pride
Use this chart to provoke conversation and get answers to three key questions…..
Step 1 – introduce client to the DuPont Bradley Curve Cultural Maturity Model (X & Y axis, stages or phases.
Step 2 – Ask client , (Q1) Where do you think your organization is on this curve? Ask why if no explanation is offered.
Step 3- Ask client, (Q2) you will have to phrase the question based on answer to Q1, but, ask about reaching Interdependence, is it in their vision? Are they willing to work towards it? You should point out that you cannot skip over any stage/phase.
Step 4 – Ask client, (Q3) what will it take to get to Interdependence, what’s holding you back?
This process is a quick way to get a perspective on their current state (their perception), where they may want to go and what’s holding them back (THEIR NEEDS).
With this chart you’re also trying to frame the discussion around culture change and solutions, not about a transactional, tactical exchange.
You may want to consider using the James River video here to give and example on an independent culture.
Zero Incidents:
a heresy
Zero Incidents:
a dream
Zero Incidents:
a goal
Zero Incidents:
a choice
Reactive
Proactive
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6. Learning About You Leadership Action Structure Supportive Safety Staff
Line Management Accountability
Supportive Safety Staff
Integrated Organization Structure
Progressive Motivation
Structure
Visible, Demonstrated Commitment
Clear, Meaningful Policies and Principles
Challenging Goals and Plans
High Standards of Performance
Leadership
Communication Processes
Continuous Training & Development
Thorough Investigations
Effective Audits and evaluations
Action
This 12 element model represents the Integrated Safety Management System that is the basic framework for ES culture change and underlies our other models.
You have already asked them about their needs, use this chart to re-ask the question, which elements do they see as areas of strength, which ones are weaknesses. Make note of their responses. You should be prepared to briefly describe each one of the elements.
You can tell them that we use this framework to define a strong safety culture. Our research has shown that these elements are present in organizations that have demonstrated and sustained outstanding safety performance. At this point you can ask them if they believe that culture can be measured. Regardless of their answer you can pronounce that we have developed a diagnostic tool for measuring culture including these elements.
Look to make connections between the needs expressed during the Bradley Curve discussion and the essential elements.

7. Learning About You – Safety Perception Survey
Use this slide to ask if measuring their culture and validating their perceived needs is something they would be interested in. Depending on their response you can spend a little or more time to address their level of interest.
You will need to prepared to answer questions about survey details. You can get information about the survey in the Toolkit.
You should explain that we deliver additional value via the survey by comparing their survey results as measured by Relative Culture Strength(RCS) to others in their industry.

8. Learning About You – What Industry are you associated with?
Reactive
Dependent 8 6
Independent
Total Recordable Rate*
2008 BLS Industry Average
Entire
Organization 4
Use this chart to get them to compare themselves to others in their industry. Note their recordable rate and compare it to industry and RCS. You need to understand the concept of RCS and be able to explain it.
Make the point that the strength of their RCS is a strong predictor of performance.
Interdependent 2
Benchmark Best 40 60 80
100
Relative Culture Strength

9. To Help Achieve Sustainable Results, We Use a Structured Approach for Culture and Process Change
3-5 years
Assess Current State
Envision Future State
Plan Transition
Implement Changes
Sustain Results
Examine culture, safety processes and systems
Perception
Organization & structure
Policies & processes
Performance analysis
How work gets done - execution
Identify and quantify improvement opportunities
Get management commitment to change
Understand current state and performance reasons
Gain a common perspective of what change is necessary
Prioritize change actions
Mobilize the organization
Develop the
change plan
What must be done?
When must it be done?
By whom?
How?
Assign accountability
Make the changes
Guide process teams in design and development
Craft appropriate training
Roll out changes
Train staff
Measure results
Sustain the change
Keep it current
Audit to maintain progress
Create a learning and development curriculum
As you have listened and captured the clients needs and concerns you can position our methodology as a change management process to address their needs.
SLS › SR › PSM › Methodology › PSM Approach

10. Next Steps: ……
Objective is to earn the right to continue the relationship.
Next steps should focus on needs and could be………….
Provide more information on a specific item (such as the Perception Survey or Relative Culture Strength.
Return to meet with others in the organization
Produce a Subject Matter Expert to further explain certain concepts or applications
Prepare a proposal
If you can uncover a need(s) and show that we have content, methodology and practitioners to provide a solution, you are moving towards a signed contract.
Suggestion is that you do this interactively with the client to include dates/deadlines and person(s) responsible.
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11. 11

12. Safety: a multi-factor outcome in which Leadership plays a vital part
Depending on the discussion, particularly if the client appears to have a mature culture (either independent or early interdependent, you can use this chart to introduce them to the DnA concept . A “want” or “need” could surface that their performance has plateaued or they’re looking for something new/different. This chart will allow you to introduce them to the east/west axis = cognitive approach (intrinsic motivation, “below the waterline”. If they express interest, a next step could be to bring a regional DnA Subject Matter Expert to have a follow-up visit/conversation.
If the client is less mature culturally, you would ignore this chart or not include in the deck if you know this ahead of time.

13. DSS has a unique value proposition: An integrated set of real-world offerings aligned to growing client needs for safety, productivity, and environmental sustainability
Growth Trends
Protecting People and the Environment
Feeding the World
Decreasing Dependence on Fossil Fuels
Safer Workplace
Increased Productivity
Reduced Footprint
Client Needs
Enabled Workforce
Protect the Environment
Consulting Solutions
Clean Technologies
DSS Offerings
Asset Productivity
Ops Transform
Sustainable
Capital
Sustain-ability Strategy
Contractor Mgmt
Environ- mental
Mgmt
On-Line Training
Instructor Led Training
Training Academy
Energy
Efficiency
Environmental Management
Alkylation Tech. (Stratco®)
Iso- Therming® Tech.
Scrubbing Tech. (Belco®)
Sulfuric Acid Tech. (MECS)
Employee Safety
Process Safety
Use this chart to give the client an overview of DSS and point out Employee Safety among the other practices. Listen to see if they express interest in any of the other practice areas.
DSS provides knowledge and technologies that enable clients to be safer, more productive, and environmentally sustainable 13

14. Protect People & Processes
Fundamental Value Proposition Integrated solutions that enable clients to meet increasing requirements for the “triple bottom line” that factors safety, environment, and profitability
Protect People & Processes
Improve Productivity
“Triple Bottom Line”
Protect the Planet
Our Collaborative Real-World Experience is a Key Differentiator
Copyright © 2012 E.I. duPont de Nemours. All rights reserved. The DuPont oval logo, DuPont™ and the miracles of science™ are registered trademarks of DuPont. FOR INTERNAL USE ONLY. (July 30, 2012) 14

15. Continuum of Services - ES
Services Business Competency
“Helping clients develop excellence in safety management”
Three Focus Areas
Integrated Management Systems
Transforming Culture
Leadership Development
Off-shelf solutions
Assessment & Benchmarking
What To Do
Capability Building/Workshops
Breakthrough Technology (DnA)
Collaborative Solution Design
Leadership
Structure
Processes & Actions
Help Build
Supplemental Resources
Implementation
Sustaining
Learning & Development
Help Run It
Continuous Improvement
Data Management
Help Sustain
Training Academy
This chart can be used to give a high-level overview of our range of services.
Benchmarking
Click on each item to see more details
Expert Video
SLS > SR > PSM > Continuum of Services > PSM Service Offerings

16. Are safety performance and safety culture related?
Reactive 8
Dependent
Total Recordable Rate 6
Independent 4
Interdependent 2
This slide is intended to bring together the pieces you’ve seen so far and help connect them…..pieces like measuring culture, predicting performance, determining what to work on and what to do different in order to get a different result. Through the survey, we can measure the strength of you culture as calculated by Relative Culture Strength or RCS. The RCS positions you on the Bradley Curve relative to the survey profile of other organizations. The six sigma box plots depicted on this chart are generated from the survey data and reliably predict the range and variability of your performance as measured by Total Recordable Frequency Rate. In six-sigma terminology, RCS is the critical X and Injury Rate is the outcome. Note that it’s not until the RCS is >80 that performance reaches low variability as well as sustained, world class levels of performance. In contrast, if you look at the Independent stage for example, an RCS of 70 means that your Recordable Rate one year may be below 1.0 but the next year could very well be as high as 3.0. Another outcome with a Recordable Rate of 1.0 could be that injury severity is unusually high, perhaps more fatalities than usual. In either case the outcome is undesirable. To repeat this important point, the data set clearly shows a marked separation in performance when an organization’s culture as measured by the RCS moves beyond 80. * 40 60 80
100
Relative Culture Strength

17. Results Review Workshop
The assessment brings together two views of the organization: an internal view or self-reflection based on interviews and the perception survey results; an independent, third party view viewed through the lens of the standardized elements & methodology.
External View
Internal View
Document & Data Review
Statistics from safety database
Injury Frequencies
Injury Classifications
Industry Comparisons
Safety Manual
Incident & Occurrence processes, procedures and reports
Organizational structure, with focus on safety management system
Work procedures & job plans, safety observations programs, reports
Agendas/Minutes from safety meetings
Field Assessment
Occur at work locations
Observation of work performed and associated work planning
Observations of personnel behaviors in the work areas
Discussion with labor performing work
Observed plant signs and bulletin boards
Safety Perception Survey – OPTIONAL
On-line survey of cross section of employees, managers and leaders
Organization’s view on safety
Along with Injury Rates, it generates the Relative Culture Strength for your organization
Interviews- slice of the organization
Employees
Managers
Operational and Business Leaders
Safety Professionals
Understands and tests how effective current standards and polices are
You can use this slide to provide additional detail on the assessment step/stage. This is a good way to get started with a client.
Results Review Workshop
½ -day workshop
Review of all findings and recommendations

18. Depending on industry, one or more key drivers will be the “hot button” issue to use in selling the business case to the key decision makers. Develop hypotheses with these drivers in mind.
Saving Human Life
Focus – death and disablement
“under my watch”
Safety benchmark vs. peers
A good place to work (retention)
Company pride (top quartile performer)
Productivity gains
Reduction of defects (line stop/quality)
Boost continuous improvement process
Culture change
Empowerment/communication/morale
Corporate identity
Direct Cost of Injuries
Days off work x cost per day
No if incidents x average cost of incident
Cost of claims/medical (insurance)
Potential cost of major incident
Likely cost x probability (risk factor)
Licence to operate
Impact on community/government x probability (risk factor)
Legal Compliance
Public image
Impact on share price/reputation
Repeated public reports
WHERE IS THE URGENCY?
This chart can be useful in you discussion of needs. It may provoke some thinking, expand thinking, when trying to uncover needs.