Benchmarking Benchmarking Your Safety CultureYour Safety Culture

Rich GaulRich GaulTechnical AdvisorTechnical Advisor

Ohio Bureau of Workers Ohio Bureau of Workers CompensationCompensation

Division of Safety and HygieneDivision of Safety and Hygiene

What is Culture?What is Culture?

Culture: Culture: integrated pattern of human integrated pattern of human

knowledge, beliefs and behaviorsknowledge, beliefs and behaviors shared ideas, beliefs, values, shared ideas, beliefs, values,

customs and way of life of a certain customs and way of life of a certain people or group at a certain time.people or group at a certain time.

Webster’sWebster’s

Key to a Safety CultureKey to a Safety CultureLEADERSHIP LEADERSHIP

““Management commitment Management commitment to safety is the major to safety is the major controlling influence in controlling influence in obtaining success.” obtaining success.”

NIOSH Study NIOSH Study

““Management culture is the Management culture is the key to safety results” key to safety results”

Hank Sarkis – Reliability GroupHank Sarkis – Reliability Group

““Management involvement is Management involvement is critical to safety critical to safety improvement” improvement”

John Maher – UnocalJohn Maher – Unocal

““Management focus is the key Management focus is the key to quality safety performance. to quality safety performance. Like all other management Like all other management functions highly effective functions highly effective leadership is essential in leadership is essential in occupational health and occupational health and safety.” safety.”

George Robotham – OHS ConsultantGeorge Robotham – OHS Consultant

““LLeadership is crucial to safety eadership is crucial to safety results, as leadership forms results, as leadership forms the culture that determines the culture that determines what will and will not work in what will and will not work in the organization’s safety the organization’s safety efforts.efforts.” ”

Dan PetersenDan Petersen

Safety EvolutionSafety Evolution

Basic ComplianceBasic Compliance Leadership - little knowledge or interest in Leadership - little knowledge or interest in

safetysafety Operate in statutory ignoranceOperate in statutory ignorance Safety perceived as a burden or nuisance Safety perceived as a burden or nuisance High frequency and severityHigh frequency and severity Accidents - cost of doing businessAccidents - cost of doing business Short-term planning process, reactiveShort-term planning process, reactive Make-do solutionsMake-do solutions Few or no safety goals or measuresFew or no safety goals or measures

Traditional SafetyTraditional Safety Leadership may delegate safetyLeadership may delegate safety Safety valued as long as it doesn’t interfere Safety valued as long as it doesn’t interfere Safety programs often patterned after others Safety programs often patterned after others Safety programs may be in place but not fully Safety programs may be in place but not fully

implemented or enforcedimplemented or enforced Fix symptoms not root causes/systems.Fix symptoms not root causes/systems. Focused primarily on unsafe conditionsFocused primarily on unsafe conditions May blame employees for unsafe behaviorsMay blame employees for unsafe behaviors Measured by short-term frequency and Measured by short-term frequency and

severity reductionsseverity reductions

Behavioral SafetyBehavioral Safety Leadership - active, visible, committedLeadership - active, visible, committed Safety is core organizational valueSafety is core organizational value Safety is a line-management functionSafety is a line-management function Safety programs in place and enforcedSafety programs in place and enforced Supervisor and employee involvementSupervisor and employee involvement Team – problem solving/decision making Team – problem solving/decision making Positive climate of openness, trust, respectPositive climate of openness, trust, respect Clearly defined Clearly defined

responsibilities/accountabilityresponsibilities/accountability Measure behavior modification & injury Measure behavior modification & injury

reductionreduction

Systems SafetySystems Safety

The application of The application of engineering and engineering and management principles to management principles to achieve an acceptable achieve an acceptable level of safety throughout level of safety throughout all phases of a system.all phases of a system.

Systems SafetySystems Safety Safety integrated into business operationsSafety integrated into business operations Line management owns safetyLine management owns safety Safety is a good business investmentSafety is a good business investment Long-range goals – continuous Long-range goals – continuous

improvementimprovement Causes for variations are identified and Causes for variations are identified and

rectifiedrectified Statistical process controls diagnose Statistical process controls diagnose

weaknessesweaknesses

Systems SafetySystems Safety Remove system traps that cause human errorRemove system traps that cause human error Ergonomics designed into every work processErgonomics designed into every work process Accident equals management system defectAccident equals management system defect Employees report defects and find solutionsEmployees report defects and find solutions Communication/feedback open and Communication/feedback open and

encouragedencouraged Behavioral sampling and perception surveys Behavioral sampling and perception surveys

measure effectiveness and monitor progressmeasure effectiveness and monitor progress

National Safety CouncilNational Safety CouncilModel Safety Management Model Safety Management

SystemSystem Leadership commitmentLeadership commitment System management and communicationSystem management and communication Assessments, audits and performance Assessments, audits and performance

measuresmeasures Hazard identification and risk reductionHazard identification and risk reduction Workplace design and engineeringWorkplace design and engineering Operational processes and proceduresOperational processes and procedures Worker and management involvementWorker and management involvement Motivation, behaviors and attitudesMotivation, behaviors and attitudes Training and orientationTraining and orientation

ANSI Z-10ANSI Z-10 Management leadership Management leadership Employee participationEmployee participation PlanningPlanning Implementation and operationImplementation and operation Evaluation and corrective actionEvaluation and corrective action Management reviewManagement review

OSHA’s Injury and OSHA’s Injury and Illness Prevention Plan Illness Prevention Plan

(I2P2)(I2P2) Management LeadershipManagement Leadership Worker ParticipationWorker Participation Hazard identification and Hazard identification and

assessmentassessment Hazard prevention and controlHazard prevention and control Education and trainingEducation and training Program evaluation and Program evaluation and

improvementimprovement

OSHA Study of I2P2 OSHA Study of I2P2 StatesStates

Injury and Illness Injury and Illness ReductionReduction Alaska – 17.4%Alaska – 17.4%

California – 19%California – 19% Colorado – 23%Colorado – 23% Hawaii – 20.7%Hawaii – 20.7% Massachusetts – 20.8%Massachusetts – 20.8% North Dakota – 38%North Dakota – 38% Texas – 63%Texas – 63% Washington – 9.4%Washington – 9.4%

OSHA’s SHARP ProgramOSHA’s SHARP ProgramSafety and Health Achievement Recognition Safety and Health Achievement Recognition

ProgramProgram

BWC analyzed 16 Ohio SHARP BWC analyzed 16 Ohio SHARP companiescompanies

Average claims decreased 52%Average claims decreased 52% Average claim cost decreased 80%Average claim cost decreased 80% Average lost time per claim Average lost time per claim

decreased 87%decreased 87% Claims/million dollars payroll Claims/million dollars payroll

decreased 88%decreased 88%

BenchmarkingBenchmarking The process of comparing your operation’s key The process of comparing your operation’s key

performance indicators and business processes, performance indicators and business processes, to industry norms.to industry norms.

A positive, proactive process to change operations A positive, proactive process to change operations in a structured fashion to achieve superior in a structured fashion to achieve superior performance.performance.

A powerful tool to gain competitive insight and A powerful tool to gain competitive insight and provide “evidence-based” views of performance provide “evidence-based” views of performance throughout product and organization lifecycles.throughout product and organization lifecycles.

Benchmark Your CultureBenchmark Your Culture

What do you plan to measure?What do you plan to measure? Why?Why? How will you measure it?How will you measure it? What information/data do you need to What information/data do you need to

collect?collect? What will you compare it to?What will you compare it to? What will you do with the information?What will you do with the information? How will you use the information to How will you use the information to

improve?improve?

Benchmark Your CultureBenchmark Your Culture Establish a baselineEstablish a baseline Assess current safety system, culture, Assess current safety system, culture,

employee perceptionsemployee perceptions Create a Create a VisionVision of the desired future – gap of the desired future – gap Develop an action plan Develop an action plan Specify roles, responsibilities, Specify roles, responsibilities,

accountabilitiesaccountabilities Communicate and educateCommunicate and educate Monitor , assess and modify action planMonitor , assess and modify action plan Gather and analyze relevant data Gather and analyze relevant data

Multiple Points of Multiple Points of MeasurementMeasurement

Both qualitative and quantitative Both qualitative and quantitative measures must be combined into a measures must be combined into a systematic approach that accurately systematic approach that accurately assesses the effectiveness of the assesses the effectiveness of the safety management system and safety management system and discovers the root causes of discovers the root causes of deficiencies. deficiencies.

Benchmarking Benchmarking ApproachesApproaches

QuantitativeQuantitative Injury/Illness RatesInjury/Illness Rates Lost Workday Lost Workday

RatesRates WC Experience WC Experience

ModifierModifier Claims CostClaims Cost Trend AnalysisTrend Analysis

QualitativeQualitative Safety Safety

Management Management AssessmentsAssessments

Worksite/Process Worksite/Process AuditsAudits

Perception SurveysPerception Surveys Safety Safety

ObservationsObservations

BWC Resources for Safety BWC Resources for Safety BenchmarkingBenchmarking

Safety/Ergonomics/Industrial Hygiene Safety/Ergonomics/Industrial Hygiene auditsaudits

OSHA required program reviewsOSHA required program reviews Job Safety AnalysisJob Safety Analysis Accident Analysis Accident Analysis Safety Management AssessmentsSafety Management Assessments Perception SurveysPerception Surveys Behavior Based Safety Observation Behavior Based Safety Observation

ToolsTools

Ohio BWC/BLS Data Ohio BWC/BLS Data ReportsReports

www.bwc.ohio.govSafety ServicesSafety Services

Featured Links Featured Links BLS Survey of BLS Survey of Occupational Injuries and Occupational Injuries and IllnessesIllnessesStatistics and DataStatistics and Data

2012 Incident Rates2012 Incident RatesNon-fatal injury/illness recordable cases per Non-fatal injury/illness recordable cases per

100 FTE100 FTE

NationalNational 3.43.4 OhioOhio 3.23.2 IllinoisIllinois 3.23.2 CaliforniaCalifornia 3.53.5 PennsylvaniaPennsylvania 3.93.9 IndianaIndiana 3.93.9 MichiganMichigan 4.04.0 KentuckyKentucky 4.14.1

Industry NAICS Code

Ohio U.S.

Private Industry All 3.2 3.4

Agriculture, forestry, fishing and hunting

11 2.8 5.5

Mining 21 2.1 2.1

Utilities 22 1.7 2.8

Construction 23 3.4 3.7

Manufacturing 31-33 4.2 4.3

Wholesale trade 42 2.8 3.3

Retail trade 44-45 3.5 4.0

Transportation and warehousing 48-49 4.8 4.9

Information 51 1.0 1.4

Educational services 61 1.3 1.9

Health care and social assistance 62 4.5 4.8

Other services, except public administration

81 2.2 2.5

2012 Incident Rate by 2012 Incident Rate by SizeSize

Class size 1 (1-10 employees)Class size 1 (1-10 employees) 1.51.5 Class size 2 (11-49 employees)Class size 2 (11-49 employees) 3.03.0 Class size 3 (50-249 employees)Class size 3 (50-249 employees)

3.93.9 Class size 4 (250-999 employees)Class size 4 (250-999 employees) 3.43.4 Class size 5 (1000+ employees)Class size 5 (1000+ employees)

3.33.3

Questions?Questions?

If you have additional questions, If you have additional questions, please check out our web site at please check out our web site at www.bwc.ohio.gov and go to the and go to the safety services tab.safety services tab.

You can also reach us by dialing 1-You can also reach us by dialing 1-800-OHIOBWC and following the 800-OHIOBWC and following the instructions.instructions.

I will be happy to answer any I will be happy to answer any questions you have at this time.questions you have at this time.