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Selling Safety in Tough Times Phil La Duke
Introduction <ul><li>Housekeeping </li></ul><ul><li>Introductions </li></ul>
Barriers to Selling Safety <ul><li>No budget </li></ul><ul><li>Perceived as discretionary spending </li></ul><ul><li>Viewe...
Keys to Selling Safety <ul><li>Get Operations’ buy-in. </li></ul><ul><li>Run Safety like a business. </li></ul><ul><li>Int...
Get Operations Buy-In <ul><li>Speak the language of your business. </li></ul><ul><li>Use Safety to support the goals of Op...
Run Safety Like a Business <ul><li>Use zero-sum budgeting to develop a budget. </li></ul><ul><li>Calculate realistic Retur...
Integrate Safety Into Operations’  Activities <ul><li>Understand the Operations business model and ensure your business mo...
Demonstrate the Value of Safety <ul><li>Calculate the real costs of your injuries. </li></ul><ul><li>Use hard numbers and ...
Demonstrate the Urgency of Safety <ul><li>Calculate your risk of injuries. </li></ul><ul><li>Calculate the cost of those i...
Avoid Fads or Complex Initiatives <ul><li>KISS. </li></ul><ul><li>Recognize that lasting cultural change can come out of e...
Don’t Cop Out <ul><li>Don’t blame the economy for: </li></ul><ul><li>The lack of Operations’ buy-in. </li></ul><ul><li>You...
Conclusion <ul><li>Selling Safety in hard economic times is not all that different than selling Safety in good economic ti...
Thank You! This presentation is available at www.safety-impact.com.
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selling safety in tough times (Semanario International De Seguridad Minera version))

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This presentation was made at the XIV Seminario Internacional De Seguridad Minera, in Lima, Peru. It is essentially the same as the National Safety Council presentation of the same name. I updated the notes pages and some of the graphics.

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selling safety in tough times (Semanario International De Seguridad Minera version))

  1. 1. Selling Safety in Tough Times Phil La Duke
  2. 2. Introduction <ul><li>Housekeeping </li></ul><ul><li>Introductions </li></ul>
  3. 3. Barriers to Selling Safety <ul><li>No budget </li></ul><ul><li>Perceived as discretionary spending </li></ul><ul><li>Viewed as an overhead cost </li></ul><ul><li>Often seen as important but not urgent </li></ul><ul><li>“ We might get lucky” attitude </li></ul><ul><li>Recent Performance has artificially improved. </li></ul>
  4. 4. Keys to Selling Safety <ul><li>Get Operations’ buy-in. </li></ul><ul><li>Run Safety like a business. </li></ul><ul><li>Integrate Safety into Operations’ activities. </li></ul><ul><li>Demonstrate the value of Safety. </li></ul><ul><li>Demonstrate the urgency of Safety. </li></ul><ul><li>Avoid fads or complex initiatives. </li></ul>
  5. 5. Get Operations Buy-In <ul><li>Speak the language of your business. </li></ul><ul><li>Use Safety to support the goals of Operations. </li></ul><ul><li>Provide information―not data—to Operations. </li></ul><ul><li>Don’t use scare tactics. </li></ul><ul><li>Advertise the real costs of injuries. </li></ul>
  6. 6. Run Safety Like a Business <ul><li>Use zero-sum budgeting to develop a budget. </li></ul><ul><li>Calculate realistic Return on Investment (ROI) for all your initiatives. </li></ul><ul><li>Distinguish discretionary spending from non-discretionary spending. </li></ul><ul><li>Look for—and present ― other, lower cost options. </li></ul><ul><li>Apply for training grants or safety grants to offset the costs of regulatory training. </li></ul><ul><li>Look for ways to improve your efficiency and lower your costs. </li></ul>
  7. 7. Integrate Safety Into Operations’ Activities <ul><li>Understand the Operations business model and ensure your business model supports it. </li></ul><ul><li>Train Supervisors to conduct regular Safety inspections. </li></ul><ul><li>Train Supervisors to conduct incident investigations on workers hurt in their area. </li></ul><ul><li>Expand Safety in QOS Reviews/Scorecarding to include trailing and leading indicators. </li></ul><ul><li>Assist Operations’ leadership in developing a safety strategy. </li></ul>
  8. 8. Demonstrate the Value of Safety <ul><li>Calculate the real costs of your injuries. </li></ul><ul><li>Use hard numbers and avoid the soft/fuzzy costs. </li></ul><ul><li>Tie Safety to other Operations’ measurables. </li></ul>
  9. 9. Demonstrate the Urgency of Safety <ul><li>Calculate your risk of injuries. </li></ul><ul><li>Calculate the cost of those injuries. </li></ul><ul><li>Express that projected cost in terms of profits lost or additional production necessary to replace the money spent on injuries. </li></ul><ul><li>Avoid “blood on the floor” tactics. </li></ul><ul><li>Don’t lay a guilt trip on Operations. </li></ul>
  10. 10. Avoid Fads or Complex Initiatives <ul><li>KISS. </li></ul><ul><li>Recognize that lasting cultural change can come out of economic stress. </li></ul><ul><li>Make “simple, practical, fast” your mantra. </li></ul><ul><li>Choose your battles. </li></ul><ul><li>Implement organizational development that will produce an ROI within a year or less. </li></ul><ul><li>Avoid rigid, complex, or otherwise confusing Safety initiatives. </li></ul>
  11. 11. Don’t Cop Out <ul><li>Don’t blame the economy for: </li></ul><ul><li>The lack of Operations’ buy-in. </li></ul><ul><li>Your lack of a viable Safety business model. </li></ul><ul><li>Operations lack of interest in cost avoidance instead of cost reductions. </li></ul>
  12. 12. Conclusion <ul><li>Selling Safety in hard economic times is not all that different than selling Safety in good economic times. </li></ul><ul><li>The secret to getting Operations to value Safety is to make Safety valuable. </li></ul><ul><li>You can never sell anything unless you understand your customers, speak their language, and demonstrate the value of your products and services in relationship to what’s truly important to them. </li></ul><ul><li>Questions? </li></ul>
  13. 13. Thank You! This presentation is available at www.safety-impact.com.

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