ROGERS GROUP, INC.

1. ROGERS GROUP, INC.

2. SAFETY PRINCIPLES: Practical Tools You Can Use

3. Rogers Group History • Founded 1908, Bloomington, Indiana by Ralph Rogers • Grew with nation’s interstate system, infrastructure growth • Privately held by Ralph Rogers’ descendants

4. Safety 1999

5. ROGERS GROUP, INC Safety: Where are we?

6. Personal Philosophy: What does safety mean to you?

7. SAFETY CULTURE A “Culture” is defined as the shared values within an organization.

8. Rating organizational “safety culture”: Quiet Transparent Integrated Equal WORLD CLASS Progressive Symptoms Line/Staff Blood Behaviors/ Committees Conflict Cycles Conditions Quick Fix Programs Traditional High Adversarial Insurance Excessive Employee Much Statutory Costs Losses Relations Litigation Ignorance SWAMP Safety Without Any Management Process

9. SWAMP(Safety Without Any Management Process) SAFETY RESPONSIBILITY: Not Recognized/Rejected PERCEIVED: As a “Burden” MANAGEMENT CHARACTERISTICS: •Accidents are Accepted - C.O.D.B. • One Way Communication - Fear Based • Production Compromised by Safety • My Way or The Highway • Planning - Minimal; Reactive; Short Term • “Make Do/Make Fit” Approaches • Adversarial Relationship - Ops vs Safety • Minimal Employee • Lacking HR Policies/Procedures Involvement/Interaction ORGANIZATIONAL IMPACTS: Negative BusinessExcessivePoor EmployeeStatutory Ignorance ImpactLossesRelations High Insurance Cost Poor Injury Rates Blame Others Citations Less Competitive High Frequency Them vs Us Repeat Violations On Bids High Severity Labor vs Management Complaints No Company Loyalty Litigation Morale Very Low

10. TRADITIONAL SAFETY RESPONSIBILITY: Not Understood (Staff Function) PERCEIVED: As a “Cost” MANAGEMENT CHARACTERISTICS: •Accidents are “Excused” Away • Authority Conflicts - • Recognized Problems - Unwilling/Unable to Solve Passive Resistant • Programs/Campaigns - Short Lived • Line “Accountability” • Fix the Symptoms, Not the Cause Lacking/Inconsistent • Results (Only) Measured – Results Driven • Expect Safety Department • Not Quite Sold - Willing To Go Halfway (Easy Road)to Run Safety • Likes “Off the Shelf” Canned Programs • Go Through Motions • High Visibility - Many Labels - Little Results ORGANIZATIONAL IMPACTS: Blood Cycles Set up for Failure Quick Fix Programs Inspection Heavy Committees = Gripe Sessions Reactive Management Supervisors Ignore Safety Directives Employees Reject Changes Repetitive Conditions

11. WORLD CLASS SAFETY RESPONSIBILITY: Line Management Owned/Driven PERCEIVED: As a Good Business “Investment” MANAGEMENT CHARACTERISTICS: •Accidents Are Intolerable - There Are No Excuses • No “Glitz” or Hype • Safety Isn’t Safety - Its Management Effectiveness • Employee Centered – • Decisions - Time Consuming and DifficultWin/Win • Planning - Long Term - 3 to 5 Years • Communication - • Responsibilities & Expectations - Clearly DefinedInformal, Open, And AcceptedEncouraged • Management Personnel are Personally Involved • Efforts “Closely • Line AccountabilityisStandard PracticeMeasured” and • Safety Has a Sense of Urgency Responded To ORGANIZATIONAL IMPACTS: PositiveGoodIntegratedEqual Business Impact Employee Relations Quiet To Cost More Business Employee Morale High “Safety” Loses Identity To Quality Employees Promote Safety Management There is No “Program” To Production New Business There Aren’t (m)any Accidents

12. If you are in the “World Class” category this presentation will not help you. If not, let’s talk about ways to make a difference!

13. ROGERS GROUP Results of Change

14. Injuries

15. INJURY RATES

16. ROGERS GROUP Safety System (A business process for managing safety.)

17. Safety Policy Statement We are committed to achieving a zero injury safety culture by implementing all Rogers’ safety principles without compromise.

18. Safety Principles: • Management Commitment • Line responsibility for Safety • Safety Training • Incident Investigation and Countermeasure • Audit Process • Safety Committees • JSA implementation • Employee Involvement

19. Management Commitment LEADERSHIP!

20. Do Not Compromise Safety! 1. Hazards in the workplace must be addressed. 2. Good planning will increase efficiency. 3. Nine out of ten injuries are the result of unsafe behavior.

21. Focus on people first! 1. Would you have your child do it? 2. You must show care and concern. 3. Injuries can’t be accepted as okay. 4. Talk with employees about safety.

22. How do you demonstrate personal commitment? 1. Talk about safety as a value. 2. Safety as the first topic in meetings. 3. Audit work behavior. 4. Conduct safety meetings. 5. Leaders are not always chosen.

23. Line Responsibility

24. Designate safety as a line responsibility. 1. They have the control. 2. It is a moral obligation. 3. Safety people should be support only.

25. Safety Training

26. Safety Training: 1. Require basic training for all employees. 2. Government regulations are minimum. 3. Supervisors must be involved.

27. Reporting & Investigations

28. “Make a big deal out of little things, and you will not have as many big things to deal with.” Ask “why” five times!

29. Safety Audits

30. Audit work activity: 1. Observe how employees perform work. 2. Demand that work be done safely. 3. Stop unsafe behavior. 4. Talk with employees about safety.

31. Safety Committees

32. Safety Committees 1. Corporate/Company. 2. Hourly involvement. 3. Where it applies.

33. JSA Process

34. Job Safety Analysis 1. Think before you act. 2. Job Steps. 3. Hazards 4. Develop methods to eliminate or reduce hazards to a level where no one gets injured.

35. Employee Involvement

36. Get employees involved. 1. Safety meetings every day. 2. Employees conduct safety meetings. 3. Inspections of work areas. 4. Incident investigations. 5. JSA process. 6. Participate in Audits.

37. Hold employees accountable. 1. Give them responsibility for safety. 2. Discipline is the method used to modify behavior. 3. Equal to production, quality, etc. 4. Working safely is a condition of employment.

38. ed.elliott@rogersgroupinc.com812-335-5409 or 812-320-1726

39. THANK YOU!