Keynote Presentation

Performance Matters: Planning, Measuring, and Managing for Results

"What Gets Measured, Gets Done!" This quotation from Peter Drucker captures the impetus behind the movement at all levels of management to embrace performance measurement systems to drive improved organizational and individual results. But how do you know if your performance management system is effective?

Carl DeMaio's thirst to integrate the principles of performance, transparency, competition and accountability has propelled him into being one of the nation's leading experts in performance management. Founder of the Performance Institute, DeMaio's advice and counsel is sought by leaders in business, non-profits, and government. In his presentation, he will give you his eight- step criteria for evaluating your performance management framework. This approach will help you ensure that your performance measures are timely, meaningful and relevant all while making sure you are measuring the right things, at the right time, with the right people, at the right level of efficiency. You will also learn to produce reliable and verifiable performance data that will help your organization achieve results.

Carl DeMaio
President and CEO
Performance Institute
Arlington, VA

Special Presentation/ Work Group Project

Five Key Principles of Corporate Performance Management

What do award-winning enterprises know that eludes most of today's professionals? They know how to organize and conduct themselves to accelerate and achieve outsized results. They know what processes and best practices to use in leveraging their efforts. Insight into the performance management strategies of corporation executives is the topic of Bob Paladino's book Five Key Principles of Corporate Performance Management.

Mr. Paladino is a long-time thought leader and practitioner in the Corporate Performance Management field. He draws upon proven experience implementing GE and Motorola Six Sigma, Balanced Scorecard, activity-based management, knowledge management and process improvement disciplines. His consulting focus is to drive financial, customer, operational and people results.

His topic will guide you through a fresh approach to integrating proven methodologies that can be rapidly deployed to accelerate and enhance performance in your organization including safety. He will share the key points of this topic in this special presentation / group work session and then guide you through a leading case study for your hands-on application of these principles. In this interactive session, you will critically evaluate your own program to determine where you have performance strengths and also identify those gaps that need to be overcome to continue having a successful performance management system.

Bob Paladino, CPA
Bob Paladino & Associates, LLC
Pittsburgh, PA

Concurrent Sessions

1. Evaluating and Measuring Organizational Safety Culture

Your management challenges you to set safety and health goals, prepare an effective plan
that navigates from the statement of goals to their achievement and measure progress
along the way. To assist you, a wide range of measurement methods are yours to select
and will be presented at this session to help you effectively conduct, organize, and optimize
measurements and convey them to your “internal customers” in a meaningful way.
Selection of those methods best suited to achieve your measurement requirements is a
veritable art form. GANT charts, PERT charts, revolutionary new automated measurement
tools, moving average charts, benchmarking charts, Dashboard concept, and Parking Lot
concept are just a few of the wide variety of methods available to you that will be
discussed during this presentation.

Connie Muncy, CIH, REM, MS EHS
Safety Officer
Montgomery County Sanitary Engineering
Kettering, OH

2. The Digital Dashboard: Options for Small and Large Organizations

This concurrent session on the Digital Dashboard will provide you with two different
versions of this process: a low-cost approach that can work in most organizations and a
high-level version for larger organizations. Tracking the progress of a project is critical to
its success. Two companies, GE and a large electric power generation company with 92
production plants developed and implemented a real-time tracking tool to continuously
measure its leading indicators of safety performance.

While the low-cost option measured percent implementation of a 40-element corporate
safety and health management system at plants, business units and corporate-wide,
GE measures a plethora of other leading metrics as well using their GE PowerSuite
proprietary system. In this session, you will learn both how the low-cost system was
developed and its function in safety and health performance management as well as a
world-class approach to provide you with ideas for further development in your organization.

Kyle B. Dotson, CIH, CSP, DEE
President and Principal Consultant
San Jose, CA
Michael Vigezzi, CPEA, SCE
Global Manager of VPP and Safety
General Electric Company
Fairfield, CT


3. Using Financial Risk Management Performance Indicators to
Sell the Safety Process

Traditional safety performance indicators focus primarily on accident frequency data, not
financial data. Using only this incident data, you may be limited to reporting failures in the
system. Your management needs to know more about safety and health performance,
including the financial impact that safety and health efforts have had on the business of
the organization. Risk Management performance indicators can express the data you
need in corporate management language. The new enterprise risk management business
philosophies are merging risk control (safety) and risk financing into one department. In this session, you will learn risk management performance terminology and how to utilize this data to qualify safety efforts from a cost of risk control process.

Steve Updegraff, CSP, ARM
Senior Vice President, Risk Control Services
Lockton Companies, Inc.
Kansas City, MO

4. What Gets Measured, Gets Done: An Annual Scorecard for EHS

Stepan Company, a specialty chemicals producer uses a combination of leading and
lagging indicators to manage environmental, health, safety and security. In this session,
you will learn their process for obtaining and reporting obligatory external metrics for
regulatory compliance and communication to the public. You will also hear their approach
to developing metrics for internal use in taking proactive steps in safety and health
management including their new listing of proactive, leading indicators being introduced
to the organization for 2007 implementation.

David W. Milner
Director, Regulatory Affairs
Stepan Company
Northfield, IL

5. Driving Performance Improvement with Performance Indexing

In this session, you will learn about the concept of organizing metrics on a temporal
basis, that is Leading, Current and Trailing Metrics. Based on the results of a study
conducted by a group of senior safety professionals, you will review how to organize these
measures to drive performance improvement.
You will also learn the process of “Performance Indexing.” This process uses techniques
borrowed from quality management technology and involves the selection of a set of key
current metrics to drive short-term performance improvement. It has been used with very
significant success by several large industrial sites.

David A. Herbert, CSP
Herbert Management Services
Lewes, DE

6. Out of the Dark Ages and Into the Light: New Ways of Measuring
the Success of Safety and Health Programs

Injury and illness rates to measure the success or failure of our safety and health
programs are great trailing indicators, but there are better ways and you will learn them in
this session. You will be introduced to a variety of approaches that use leading indicators
and you will review those that can produce the greatest benefit for your organization. You
will also learn about a selection of software programs that can facilitate your completion
of leading indicator tasks, provide numerically weighted reports for individual segments of
your safety and health programs and produce a balanced scorecard for the system as a whole.

Terrie S. Norris, CSP, ARM
Risk Control Manager
Bickmore Risk Services
Long Beach, CA

7. Using Metrics to Achieve World Class Safety
Performance: A “Loss-Cost” Sequence

Metrics are a powerful tool for the achievement of excellence in safety and health
management. The combination of leading and lagging indicators can provide an evaluation
of current system operations and also a prediction of future performance as this insight
provides the foundation for the risk assessment you conduct for your organization. In this
session, you will learn techniques for the use of metrics to help your organization reach a
higher level of safety and health performance such as: developing measures based on
validated hypotheses; using a “Loss-Cost” sequence that provides you with a relationship
between measurement and return on investment and using the insight gained from
these actions to establish a foundation for the risk assessment that you conduct for
your organization.

John W. Russell, MS, P.E., CSP, CPE, CPEA, ARM, PCMH
Technical Director
Liberty Mutual Group – National Markets Loss Prevention
Irving, TX

8. Risk Reduction Metrics

Enterprise risk management is a hot topic today as an approach that identifies the
likelihood and consequences for individual risks in an organization. This risk-ranking
prioritization process provides opportunity for the safety professional to develop leading
metrics around risk reduction and controls to manage these risks. With this insight, the
safety professional can then produce a generation of proactive metrics to assist in
achieving more effective loss reduction. In this session, you will learn this process and
the use of risk reduction metrics for safety and health management.

Becky Randolph, CIH
Environmental Data Solutions Group (EDSG)
Houston, TX

9. Six Sigma: Taking Your Safety and Health Systems to a New Level

Can you systematically measure the success of safety and health in your organization and
– more importantly– focus on critical improvements to make it error-free? You may think of
Six Sigma as an investment in product quality; however, the concepts also apply to transactional and risk management processes. In this session, you will learn how to analyze the efficiency of your systems and determine what is limiting them from getting better. You will also hear the challenges and benefits select companies have experienced by implementing this culture-changing philosophy.

Todd Carrier
Regional Field Team Leader, Six Sigma Black Belt
Zurich Services Corporation- Risk Engineering
Schaumburg, IL

10. Predicting Human Error and Performance

For years companies and organizations have struggled with reducing human errors that
result in an accident, incident or unwanted outcome. Studies now show that the majority
of human errors are the result of error-provoking systems and processes. There are tools
now available that “predict” and measure conditions that increase the probability of error.
You will learn about the findings of these human performance studies and participate in
the demonstration of these new human performance measurement tools in this
workshop-format session.

T. Shane Bush, CPT
Idaho Falls, ID

11. Injury Prevention Through Performance Tracking

At Cargill, Inc. leading indicators are used at the majority of their business units as a tool
supporting their efforts to achieve a zero- injury culture. In this session, you will learn the
metrics used to measure the results of their proactive safety process, a site-level process
focusing on the daily and weekly management metrics for contractor operations based on
Aubrey Daniels book, Bringing Out the Best in People. Learn how to develop these metrics
to sustain an injury-free culture, the benefits gained through application of this process
and how you can replicate this approach in your workplace.

Jeff Anderson
Safety Specialist
Cargill Inc.
Eddyville, Iowa

12. Transformational Performance Metrics

The true measure of safety is a performance measurement and the world of performance
measurement is undergoing a transformation. In this session, you will learn about the
practice of transformational measurement – identifying and measuring those factors that,
if used, would transform your safety results. As an example, if an organization used the
balanced scorecard approach, they could look into each of the four quadrants and select
that one area in each quadrant that would have significant impact. Using transformational
measurement, you will be measuring to improve rather than punish and you will be measuring
the right factors for the right results.

Terry L. Mathis
ProAct Safety, Inc.
The Woodlands, TX

13. What Do You Want to Measure? Integrating Goals and Process Metrics

The ability to identify, implement, and learn from performance metrics is critical for
continual business improvement and fostering organizational excellence. What makes this
a challenge is the determination of what the organization wants to achieve with respect to
improved performance, and then the development of appropriate measures to monitor
these goals. In this interactive session, you will explore the fundamental differences
between goals, performance results, and processes, how they work in correlation to each
other and link back to the overall business system. You will receive tools and techniques
for creating and developing performance metrics to increase the relevancy of environmental,
safety and health to your organization’s business goals.

Katherine A. Hart, EdD, CSP
Owner and Principal Consultant
K.A. Hart & Associates
Alameda, CA

14. Results of the ORC Survey on Safety Management Metrics

What really drives safety and health performance? ORC Worldwide, Inc., an international
safety and health organization whose member companies comprise a majority of the
Fortune 200 maintain a database of statistical and other survey data that can provide a
quantifiable answer to this question. Their database of safety and health performance
includes company specific detail on S&H organizations, management systems, and
outcomes (injuries, illnesses, and fatalities). In this session, ORC will illuminate what
management system measures are in current use by leading companies. You will also
learn through the analysis of their data, “what works,” and take away useful insights for
priority setting and resource allocation – two issues that have challenged our profession
since its inception.

Thomas Cecich, CSP, CIH
TFC & Associates
Apex, NC
Stephen Newell
Washington, DC


15. Safety Tracker Workshop

In this session, you will receive a complimentary copy of an electronic worksheet,
“The Safety Tracker” that will assist you in using leading indicators to compare your safety
and health goals to the results you achieved. This worksheet can be used to track the
performance of your safety and health effort in such activities as conducting inspections,
safety meetings, safety training, and hazard assessments. You will learn to use this tool
to summarize the scores of 10 safety performance indicators, enter resolution planning
information, and follow your progress toward continuous improvement.

Michael D. Palmer, CSP, CIH, CHMM
PSC Safety and Health Services, Inc.
Knoxville, TN

16. Measuring the Culture at Pfizer

Pfizer has developed an intuitive system to measure and improve safety culture.
Recognizing that safety improvement and injury reduction could not be achieved by merely
focusing on improving management systems, this approach focuses attention on the
importance of influencing the way colleagues behave in the workplace to enhance their
engagement. This tool not only measures the level of colleague engagement, but also
assists in the development of an improvement plan. In this session, you will learn
about the operation of this tool and the benefits Pfizer has derived from the use of
this measurement process.

Michael John Robson
Director Colleague Safety, Global EHS
Pfizer Inc
New York, NY

17. How to Establish and Use a Measuring Process

This session will provide you with the basic information you will need to start and conduct
a process for measuring the results of your safety and health operation. You will walk
through the methods used to set up your own measures, learn how the measures
correlate with effective operations, determine how to collect measures, and take away a
process for assembly, documentation and analysis of data. Some of these measures will
be based on a combination of interviews, safe work practice observations and record
review. You will learn how to use this information to communicate with your organization’s
management on the performance of safety and health in terms of cost benefit.

Jerry L. Williams, CSP, CPEA
Corporate Safety Director
Dyersburg, TN

18. Department-Specific Risk-Based Metrics Using the Balanced
Scorecard Concept

Measuring and improving risks, via the continuous implementation of more effective and
robust controls, agreeably will decrease exposures, thus both severity and frequency of
incidence. Driving these metrics down into the line organizations, making them a part of
line organization goals and objectives, performance appraisal process and employee
involvement initiatives has been an effective method of injury reduction. In this session,
you will follow through a case study of how one Fortune 100 company, using an OHSAS
18000 and ANSI Z10 Risk Management Process, identified balanced scorecard metrics
and initiatives to imbed safety into the fabric of day-to-day line management operations.

Paul Esposito, CIH, CSP CPEA
STAR Consultants, Inc.
Annapolis, MD

19. The Safety Index: A New and Innovative Approach to
Measuring Safety Performance

An innovative system to measure safety performance has been implemented in a large
manufacturing site for Baxter Healthcare Corp. This system is the “Safety Index” and it is
based on metrics from leading indicators measuring programs such as training inspections,
closure rates, etc. While the Safety Index has greatly helped drive the site’s safety
performance, it has also shown to be a better driver for achieving changes in the safety
culture, including motivating employees, at all levels, to assume their accountability for
safety. In this session, you will learn how this proactive measuring system functions and
the results it has produced for Baxter Healthcare Corp.

Javier J. Ruiz-Méndez, MSEE, P.E.
Engineering Manager
Baxter Healthcare Corp.
Jayuya, PR

20. Managing Real-Time HS&E Improvement Efforts

Grant Prideco is a global manufacturing company with over 5000 employees worldwide.
In this session, you will learn how this organization developed, implemented and conducted
their metrics process. This presentation will include the methods, barriers, failures and
successes over the past six years in evolving their Global HS&E Management System that
has promoted continual improvement demonstrated by the overall results.

Gary W. Childress
Director, Global Quality, Health, Safety and Environmental
Grant Prideco
Houston, TX

The American Society of Safety Engineers has been reviewed and approved as an Authorized Provider by the International Association for Continuing Education and Training (IACET) 1620 I Street, NW, Suite 6151 Washington, DC, 20006. The American Society of Safety Engineers has awarded CEUs as noted in this brochure to participants who successfully complete this program