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Achieving a No Harm Culture

Federal Railroad AdministrationFederal Railroad AdministrationRRP Safety SummitRRP Safety SummitAugust 12, 2008August 12, 2008

Carmen Carmen BiancoBianco –– Executive ConsultantExecutive Consultant

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• The strongest motive is broad culture change

• Fatalities are a primary issue

• Shareholder performance is a priority

• Cost is not usually the issue

The Perspective of the Senior Executive Leader

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BST Profile • BST helps clients achieve world-class safety

performance by aligning their people, processes and metrics on reducing exposure in the workplace.

• Unprecedented client results• 150+ BST employees located around the

world• Annual investment in R&D and innovation

• Headquarters in United States, with Regional Offices in UK, Switzerland, Brazil, Poland, Australia, Singapore, and South Africa

• Projects at over 2,300 locations with over 7250 leaders in 58 countries and 27 languages (1/2 are at union represented locations)

Locations Integrated Solutions implemented Globally

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Abbott LaboratoriesAkzo NobelAlcanALCOAAmerican AirlinesAmeristeelArch CoalAstraZenecaBG&EBASF CorporationBayer CorporationBHP BillitonBoeing Company

General ElectricGentekGlaxoSmithKlineGoodyearHewlett-Packard CompanyHoneywell InternationalICI PaintsIntel CorporationInternational PaperKimberly Clark CorporationLafargeLockheed MartinLos Alamos National Laboratory Lowe's Companies, Inc.Mead CorporationMotiva Enterprises LLCNASANestlé USAPetro-CanadaPfizer Inc.PPG Industries, Inc.Rohm and HaasSmurfit Stone ContainerSolutia, Inc.U.S. Air ForceU.S. Marine CorpsUnileverWackenhut Services, Inc.Westinghouse SRSXerox

BPAmocoBP ExplorationBristol-Myers Squibb CompanyBWXT PantexCabot CorporationCargill, Inc.Caterpillar, Inc.CelaneseChevronConocoPhillips Inc.Duke EnergyExxonMobilFAA

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FRA’s Risk Reduction Program

• Commitment and Engagement from all key stakeholders

• Voluntary, confidential, non-punitive participation

• Systematic and objective data gathering, analysis and reporting

• Problem solving and corrective action• Creation of long-term sustaining mechanisms

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Blueprint for Safety Transformation isa trademark of Behavioral Science Technology, Inc.

Blueprint for Safety Transformation™

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8983

87 8689 87

9498

86

Overall

Lower Quartile (25th Percentile)

Median (50th Percentile)

Upper Quartile (75th Percentile)

Case Study – Site AOverall Percentile by Scale

TICR - .8

PJ LMX MC POS TW WGR OVS UC AO

83 84

68

41

31

88 88 92

Case Study – Site BOverall Percentile by Scale

30 29

44

61

18 17

8488

43

Case Study – Site COverall Percentile by Scale

6 710

16

8

17

25

59

Case Study – Site DOverall Percentile by Scale

PJ LMX MC POS TW WGR OVS UC AO

83

PJ LMX MC POS TW WGR OVS UC AO

Perc

entil

e Sc

ore

22

PJ LMX MC POS TW WGR OVS UC AO

Perc

entil

e Sc

ore

Perc

entil

e Sc

ore

Perc

entil

e Sc

ore

TICR - 1.4

TICR - 4.2 TICR - 7.8

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• Lower injury rates• Higher levels of safe behavior• Reduced WC costs• Less turnover and absenteeism• Increased EMPLOYEE ENGAGEMENT

OUTCOMESOUTCOMES

How do Leaders Influence Culture?

1. Procedural justice2. Leader-member exchange3. Management credibility4. Perceived organizational support

OrganizationalOrganizational FactorsFactors

5. Work group relationship 6. Teamwork

Team Team FactorsFactors

7. Organizational value for safety8. Upward communication9. Approaching others

SafetySafety--SpecificSpecific FactorsFactors

VisionVision CollaborationCollaboration Action Oriented Action Oriented AccountabilityAccountabilityCredibilityCredibility Feedback & RecognitionFeedback & Recognition CommunicationCommunication

TRANSFORMATIONAL VERSUS TRANSACTIONALTRANSFORMATIONAL VERSUS TRANSACTIONAL

LEADERSHIP BEST PRACTICES And STYLELEADERSHIP BEST PRACTICES And STYLE

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Leading With SafetyTM

Change Mechanism

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BSTBST’’s Fives Five--year Metayear Meta--analysisanalysis

25%

45%

33%

52%

46%

62%

47%

63%

55%

72%

Year 1 Year 2 Year 3 Year 4 Year 5

All SitesTop 25%

Per

cent

Impr

ovem

ent i

n In

cide

nt R

ate

Krause, Seymour, and Sloat, “Long-term evaluation of a behavior-based method for improving safety performance.A meta-analysis of 73 interrupted time series replications” Safety Science, Vd. 32, 1999, pp. 1-18

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When strategy collides with culture —CULTURE always wins

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Achieving a No Harm Culture

Federal Railroad AdministrationFederal Railroad AdministrationRRP Safety SummitRRP Safety SummitAugust 12, 2008August 12, 2008

Carmen Carmen BiancoBianco –– Executive ConsultantExecutive Consultant

© 2007 BST • All rights reserved. This presentation is provided for informational use only. It may not be used for training, modified or reproduced, or used outside of your organization without written permission from BST. BST, Behavioral Science Technology, Inc. and Leading With Safety are registered Trademarks of BST. All information is BST copyrighted material or is used with express permission of the copyright owner.

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