The document outlines Lloyd Hanson Driving's safety performance improvement program, which achieved a 54% reduction in lost-time rate and 59% reduction in dart-rate. The program focuses on leading indicators like near misses and safety meetings to assess performance and reduce risks. Key elements include commitment from leadership, standardized practices, measurement of leading indicators, and celebrating successes to encourage ongoing safety efforts.

1. Lloyd Hanson Driving Performance Outcomes September 30, 2009

3. Establish upstream factors to assess performance Near misses Safety meetings Process audits Behavioral observations Inspection of physical conditions “Safety Blitz” incorporating process safety Focus on activities that demonstrate employee involvement

5. Lost-time rate 54% improvement Dart-rate 59% improvement 80% of mining operations worked without a lost-time injury 30% of mining operations worked without a recordable injury Total incident rate 34% better than industry average

6. Commitment/Involvement Leadership Team Standard Practices Standardized Behavior-Based Process Focused Communications Measurement (leading indicators) Ownership

7. Leading indicators measure effort to: Reduce Risk Reduce Injury Reduce Costs & Damage Increase Profit

8. Establish upstream factors to assess performance Near misses Safety meetings Process audits Behavioral observations Inspection of physical conditions “Safety Blitz” incorporating process safety Focus on activities that demonstrate employee involvement

9. Due Diligence to Show That: Safety management system is working Preventative “Make it Happen” objectives are being taken Improve assurance that lagging indicators will remain low

10. All well managed programs Set a standard of performance activities Measure/monitor that performance realtime  Leading indicators are a measure of performance

11. Celebrating Success  breeds more success  “ we’ve improved – we can do even more” Sustainability over long term  Stay on target  Encourage ongoing effort Reward proactive safety efforts

12. Commitment Board of directors CEO All levels of management and workers Build capacity to continuously improve Safety resources Safety management system Team approach Measure what matters most

13. What matters most? Preventing injuries & reducing risk of injury What should we measure?  Efforts that reduce the risk of injury Risk reduction activities Leading indicators

14. Measure against standards (programs & procedures) Objective & verifiable by auditors Survey process verifiable by academics Placed on corporate agenda Corporate strategic goals include leading indicators Departmental and individual goals follow corporate plan Report to CEO & BOD Provides high level accountability Tied to pay for performance process

15. To ensure the system works “honestly” Joint health & safety committee Internal auditors – union/management External auditors Safe workplace association Government regulatory agencies Safety Management System - fits it all together

16. Policy stating commitment Demonstrate commitment by putting leading indicators in corporate strategic plan Assessment of risks Setting safety standards via Programs & procedures Provide training on standards Clear - two way communication Evaluating performance of: Individuals, programs & safety system Annual performance report on strategic goals

17. “ Make it happen” safety objectives: Scoring system: Leadership 20% Program Compliance 30% Training + application of skills 20% Program improvement 20% Lagging indicators 10% Total score 100% Score  Determines management bonus

18. Measuring leadership: Safety discussed at BOD/management meetings CEO/VP’s At departmental meetings & work observations VP’s & Directors on routine leadership mtgs. Manager performance reviews include an evaluation of safety objectives

19. Program Compliance: Measure actual over expected # Work observations Departmental meetings Incident/injury reporting information Increase preventative incident reporting by a defined %

20. What gets measured gets done

22. Building on Success Event Celebrate leading indicator results All executives, directors and team members at the event Team member presentations Certificate of appreciation and gift to all team members Sustainability of improvement based on celebrating your success

23. Shifts focus to “make it happen safely” Opportunity to build on success Reports & newsletters Recognition & rewards Celebrations More managers, workers, execs on board Return on investment shown in reports Sustainability rests on Ability to Build on Success Healthy workplace

24. Boards of directors will demand more detailed information to assure themselves that reasonable measures have been taken Corporate responsibility means providing a safe work place Assurance that lagging indicators will remain low More and more organizations are finding effective leading indicators to report Ethical companies will want to demonstrate their good will to employees and the public

25. >Open discussion and Ideas >Building organizational trust >Team-building >Strategic direction