Are you frustrated by not being able to make use of all the data you’ve collected? Do you run for cover every time you hear complaints about taking the time to do incident reports and hazard analysis? Do you struggle to use Job Hazard data to improve incident rates? This presentation shows the visuals from a discussion about Best-in-Class safety strategy.

1. THE ROADMAP TO A BEST-IN-CLASS
SAFETY STRATEGY
October 2014
Sponsored By:

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KEVIN
PROUTY
Senior VP
Research
ABERDEEN
GROUP
MODERATOR
30 years experience in manufacturing, supply chain, and
engineering.
Industry Experience:
• VP of Research, Enterprise Applications, Aberdeen
• Sr Director, Manufacturing and Product Design, Aberdeen
• Director of Manufacturing Solutions, Infor
• Director of Manufacturing Solutions, Motorola
• Sr Director, Automotive Research, Gartner
• Sr Director, Manufacturing Research, AMR Research
• General Supervisor/Plant Manager, Saint Gobain/Norton,
Superabrasives
• Various engineering positions at Norton and Morgan
Construction/Siemens

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FEATURED SPEAKERS
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BEN
ARCHIBALD
CTO
Remedy
Interactive
KEN COLONNA
Director, Safety
Services, West
Leading Family
Entertainment
and Media
Enterprise
As the CTO and Co-Founder at Remedy Interactive, a leading
provider of health and safety management software, Ben Archibald is
responsible for product leadership and innovation. A thought leader in
health & safety technology, Ben leverages 20 years of experience in
the software industry to create unique products that focus on
measurably improving the efficiency and impact of safety efforts, while
fostering a culture of safety, across global organizations.
As the Director of Safety Services, West, for a leading family
entertainment and media enterprise, Ken leads a team of safety and
health professionals that designs, implements and manages an
integrated safety management system. With more than 30 years of
safety-related experience and a diverse background in risk
management, loss prevention and environmental sustainability, he has
held leadership roles at several notable companies including The
Quaker Oats Company, Coca-Cola Refreshments and Terminix
International. Ken is affiliated with the American Society of Safety
Engineers, the American Industrial Hygiene Association, and the
National Safety Council, and serves on various boards and
committees supporting Environmental Health & Safety.

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What we will discuss
What it’s all
about…
How we
analyze our
research
How we
collect our
research
Setting the
environment
What
companies
are doing…
Recommendations
…

5. PRESSURES ACTIONS CAPABILITIES ENABLERS
5
PACE: How we collect our research
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!
External and internal
forces that impact an
organization’s market
position,
competitiveness, or
business operations.
The strategic
approaches that an
organization takes in
response to industry
pressures.
The business
competencies
(organization,
process, etc…)
required to execute
corporate strategy.
The key technology
solutions required to
support the
organization’s
business practices.
What are Best-in-Class
companies doing
differently?
What pitfalls are they
avoiding?
Why are they achieving
greater success?
What technologies and
services are enabling
them to succeed?

6. BIC: How we analyze our research
ABERDEEN MATURITY CLASS FRAMEWORK
DEFINING THE BEST-IN-CLASS
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Selected Performance
Criteria (KPI)
Recordable Injury Frequency Rate
Overall Equipment Effectiveness
Un-Scheduled Asset Downtime
Respondents
- Top 20%
- Middle 50%
- Bottom 30%
Respondents are scored
individually across KPI
Best-in-Class
Industry
Average
Laggard
TCO to manage safety systems

7. SAFETY MANAGEMENT PROCESS OVERVIEW
7
• Companies that automate safety processes have better safety
and operational performance…adding analytics makes them
even better
• The analytics aligns with companies having solid continuous
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improvement capabilities
• All companies are concerned with compliance, but leading
companies tend to be focused on operational efficiency
• Change management and risk management capabilities tend to
be indicators of safety culture maturity
• The most mature companies tend to perform better, automate
safety processes, and use analytics as a continuous feedback
loop

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TOP PRESSURES DRIVING
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MANUFACTURERS
38%
35%
42%
68%
0% 20% 40% 60% 80%
The need to reduce costs
The need to increase customer
satisfaction
The need to maximize productivity
The need to ensure quality of finished
products and reduce lead times
Percentage of Respondents
All Respondents
Source: Aberdeen Group, October 2014

9. Ensure compliance with EH&S regulations
Concern over the risk of an adverse event
Reduce the risk of non-compliance (threat
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PRESSURES DRIVING FOCUS ON
SAFETY MANAGEMENT
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16%
26%
44%
65%
0% 20% 40% 60% 80%
of brand damage if found to be non-compliant)
Corporate sustainability mandates
Percentage of Respondents, n = 187
All Respondents
Source: Aberdeen Group, October 2014

10. LOOK…LEADING COMPANIES ALSO WORRY
MORE ABOUT OPERATIONAL EFFICIENCY
Ensure compliance with EH&S regulations
Concern over the risk of an adverse event
10
BUT WHEN WE TAKE A CLOSER
Best-in-Class
Industry Average
Laggards
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9%
6%
48%
67%
21%
15%
8%
41%
62%
17%
42%
54%
0% 10% 20% 30% 40% 50% 60% 70% 80%
Reduce manufacturing cost
Improve manufacturing efficiency
Percentage of Respondents
Source: Aberdeen Group, October 2014

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Business Capabilities: It’s about the
business process as much as the system
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65%
59%
50% 50%
29% 30%
70%
62%
57%
80%
70%
60%
50%
40%
30%
20%
10%
0%
Established cross-functional
teams
Business processes are
standardized, auditable and
transparent across all
functional groups
Standardized process
established to share
compliance information
among employees, suppliers,
customers and regulators
Percentage of Respondents
SMS No SMS SMS with Analytics
Source: Aberdeen Group, October 2014

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EH&S Capabilities: Some specific things
companies do in safety management
78% 75% 75% 71%
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53% 49%
44%
49%
90%
76%
71%
86%
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
Established a
proactive risk
assessment to
mitigate adverse
events in operations
Standardized
policies established
to prevent business
interruption due to
an adverse event
Adverse events are
monitored and
escalated in real
time to decision-makers
Established short-term
and long-term
goals for individual
plants / facilities
Percentage of Respondents
SMS No SMS SMS with Analytics
Source: Aberdeen Group, October 2014

13. CHANGE MANAGEMENT: A KEY COMPONENT FOR
LOOKING AT MATURITY OF ANY ORGANIZATION
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84%
80% 81%
58%
49%
55% 53%
30%
84% 84%
76%
55%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
Standardized
process to formally
request a change to
operations
Formal process to
review and approve
changes in
operations
Formal process to
manage and
communicate
changes in
operations
Closed loop
processes for
change related tasks
Percentage of Respondents
SMS No SMS SMS with Analytics
Source: Aberdeen Group, October 2014

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RISK MANAGEMENT: AGAIN, A VIEW
SMS No SMS SMS with Analytics
45%
48%
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INTO MATURITY
48%
27%
23%
42%
0% 20% 40% 60%
Risk Management is culturally driven
Risk Management processes are integrated
in all key organizational processes
Percentage of Respondents
Source: Aberdeen Group, October 2014

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ENABLERS : SOME SPECIFIC
FUNCTIONS WHERE TECHNOLOGY
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PLAYS A ROLE
68%
62%
55%
44%
26%
21% 19%
11%
70%
65%
59%
54%
80%
70%
60%
50%
40%
30%
20%
10%
0%
Document
Management
Reporting Tools Dashboards Advanced
Analytics
Percentage of Respondents
SMS No SMS SMS with Analytics
Source: Aberdeen Group, October 2014

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WHY DO THEY USE ANALYTICS
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41%
30% 29%
5%
39%
34%
22%
16%
50%
46%
41%
13%
60%
50%
40%
30%
20%
10%
0%
Simplify complex
decision making
across operations
Transforming all
kinds of data
(content) into
knowledge and new
value
Identify new trends
through behavioral
analysis
Reuse data already
collected
Percentage of Respondents
SMS No SMS SMS with Analytics
Source: Aberdeen Group, October 2014

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RECOMMENDATIONS…
• Establish a solid continuous improvement program for
safety management
• Automate your JHA and incident management
processes and collect the data
• Use analytic techniques and tools to connect the JHA
data with the incident data. Makes this a continuous
improvement loop
• Use these steps to get to a safety culture that is
continuously improving like any other process in your
operations

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Please submit your questions using
the Q&A field on the top left of your screen.
1-800-776-5545
Q&A
with Kevin, Ben, and Ken

19. THANKS FOR JOINING!
For more information on this and other
topics, please visit aberdeen.com