Safety, health and environmental professionals are, of course, some of the strongest advocates for workplace safety. You know hard work and you know that safety is hard work, so this presentation is a conversation with you about some of the challenges and issues you face when it comes to benchmarking safety and gauging the success of your safety program.
DuPont has a 205-year history and passion for safety. Our safety practice is one of the longest surviving programs in the marketplace. Having assisted more than 4,000 clients, we have created a client base that is global in nature and covers all industries. The DuPont brand and our global reach, unique "owner-operator" knowledge and expertise in managing operational risks combine to form our major sources of competitive advantage. You may be aware that DuPont today is comprised of 5 market facing platforms. The business I represent - DuPont Safety Resources - is in the Safety and Protection platform which is the means by which we will ensure sustainable solutions that are safer for everyone.
As safety practitioners you know only too well that simply implementing appropriate procedures and training is not enough to ensure a successful safety program. But why is it that some programs are not executed effectively or simply not followed by employees? Is there a way to identify hidden pitfalls in a safety process? How does a company establish a benchmark by which to measure future safety performance?
My goal is to tell you about a tool that can help you understand your safety culture and answer these questions. It's the Safety Perception Survey. I'd like to share with you some results, trends and implications based on eight years of conducting this Survey worldwide.
Though our work with our Safety Perception Survey, it is possible to benchmark a company's performance against best-in-class and average-performing companies in target areas correlated to safety performance—areas such as leadership, structure, process and action. We can predict what kind of injury performance a company will have based on their employees' responses to the Survey. By completing the Survey, organizations can pinpoint which areas need improvement and hone in on weaknesses that could be undermining their safety performance. I hope that by sharing what we have learned from the Survey, I will provide you with a tool to help executives, management and safety professionals focus more acutely on the improvements needed to achieve to world-class safety performance in your organization.
We have found that there are three dimensions of safety excellence that must be satisfied to create a safety culture that leads to excellent performance:
The first is committed leadership. Leaders must show employees they are staunchly committed to safety. They cannot waiver, no matter the business conditions. Safety excellence, at its essence, requires respect through action for the well-being of people. When a company's leaders demonstrate through their actions that the safety.
