Sam Dunbar, Director of Safety

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Sam Dunbar, Director of Safety
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Safety Culture is our Passion

• The atmosphere or way of working within the
  company that influences safe behavior
  
• Culture is the atmosphere created, an invisible
  force which shapes our behavior
  

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A passion to achieve a positive Safety Culture

• A positive safety culture will produce solid
  results in
  
• Adhering to policies and procedures
• Management responsibility and accountability
• Planning safety and hitting the goals
• Response to unsafe behavior
• Employee training and motivation
• Employee involvement and buy In

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• Company Safety Policy
• The objective of the Company Safety Policy is
  to establish a culture of accident prevention.
  To achieve this, all employees must accept
  responsibility for their actions and take
  corrective action to reduce or eliminate risk in
  the future. The foundation of the policy
  includes, but is not limited to the following
• To maintain a clean, orderly, and safe work
  environment, in all aspects of our operation
  including the dock, yard, shop, office, tractor
  cab, trailer, in addition to all other
  workplaces.
• To comply with all federal, state and local
  safety regulations.
  
• To report timely, accurately, and
  comprehensively, all accidents, injuries, and
  chemical spills.
  

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• Continued -The objective is to promote a
  safety program that will continue to reduce the
  number of injuries, chemical spills, and vehicle
  accidents beyond the best experience ratings in
  the industry. This requires all employees to be
  passionate to achieve the foundation of a
  positive safety culture. In order to facilitate
  the goal of eliminating accidents, injuries, and
  chemical spills, we include the following
  activities as support measures
• To the greatest degree possible, CWX will provide
  all mechanical, physical, and vehicular
  safeguards that are warranted.
  
• Company safety managers will support all
  facilities and zones with corrective action
  guidance and education.
  
• All accidents, injuries, and chemical spills will
  be investigated and reviewed for cause, seeking
  corrective action to prevent recurrences.
  
• All employees involved in vehicular accidents,
  industrial injuries, and chemical spills are
  interviewed and counseled as well as re-trained
  when necessary.
• The success of our safety objectives relies on
  the continuous cooperative effort of all
  employees to establish a culture where safety and
  compliance is paramount.

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Defensive Driving

• The following definition of a defensive driver
  should be applied to all of our drivers who
  become involved in an accident
  
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• A defensive driver is one who commits no driving
  errors, who makes allowances to compensate for
  unusual weather, roads, and traffic conditions
  who makes allowances for the lack of skill or
  improper driving of others who is not tricked
  into an accident by the unsafe actions of
  pedestrians or other drivers. By being alert to
  accident producing situations, they recognize the
  need for preventive action in advance and then
  takes necessary precautions to prevent the
  occurrence. As a defensive driver, they know
  when it is necessary to slow down, stop, or yield
  the right-of-way to avoid involvement.
• The Defensive driving program for all our drivers
  continues at a cost that has been justified.
  

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Safety is planning for the future!
CWX Driving Schools 15 active school locations
16 sessions were conducted in 2005
131 students graduated this year of 2005
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Wellness and Health

• The company is investing in the quality of life
  for their employees
  
• The Pilot program started in LA in 2005
• and will continue for 2006
• Planned expansion for 2006 will be Oakland and
  the General Office
  
• Future plans for 2007 and 2008 include all of
  California, Oregon, Washington and Arizona

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Wellness Pilot LA
GOAL Injury prevention and promotion of good
health. Participation 95 of employees discus
sed health issues or concerns with coach
55 had blood pressure checked
37 had body composition analysis
36 discussed non-reported MSD issues
6 or more one-on-one interactions with 90 of the
workforce (over 2,800 interactions)
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Incurred Claims Wellness ImpactLA
YEAR CLAIMS COST PROJECTED
COST 2003 24 411,382 860,855 2004 12 138
,993 451,766
2005 13 29,746 29,746
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Lost Days Wellness ImpactLA
For the first ten months of the following years
Year Paid Time Loss Lost Days 2003
29,261 619 2004
26,969 464 2005 3,78
3 102
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The Safety Story Continues for 2006
2006 safety goals

• Heighten safety awareness at all levels of CWX
• Continue to improve regulatory compliance
• Provide exceptional safety training
• Reduce chemical spills by 5
• Reduce vehicle accidents 2
• Reduce injury frequency 2
• 450 state competitors
• 20 state champions

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When a Manager of Safety visits a Service Center

• Time Management
• an Effective Tool

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When does the Manager of Safety visit a Service
Center?

• A formal pre-planned safety review
• Follow up safety review when required
• Hazardous Material Training
• Management / FOS Training
• Accident / Injury / Unintenial Chemical Release
  investigation
  
• Attend Service Center safety meetings
• Safety performance review with local management
• OSHA follow up or a meeting with the inspector
  on site
  
• What other Reasons are there for a planned or
  unplanned visit?

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Having a Planned visit

• What is a planned visit?
• Do you build the planned visit in to your
  calendar or planner? When, weeks or months into
  the future?
  
• Do you use a calendar or planner? Which one and
  why?
  
• Have you allotted enough time for your planned
  visit? How do you know the time allotted is
  enough?
  
• Does local management plan for your visit? If so
  what is planned on their part?
  
• Do you ask that local management (SCM) to plan
  your visit?

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Service Center TimeSafety Time

• You have planned a 2 hour visit to train a few
  employees in HM, what can you do the other 6
  hours at the SC location?
  
• Do you carry a service center pending folder /
  review file with you on service center visits?
  Why do you? If not how do you remember what it is
  that you want to review?
• What is the plan? Do you figure in drive time /
  travel time?

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SCM and the MOS

• Do you plan quality time for discussion regarding
  safety with the SCM?
  
• Do you discuss Frequency of accidents, injuries
  and spills? Do you know those numbers on your
  visit or do you have to check the SOS? Does the
  SCM know those numbers or does he have to check
  the SOS?
• Do you review the attitude of the SCM, their
  staff and employees? What was the evaluation
  positive or negative? What action do you take in
  either scenario?
• Do you look for the SCMs commitment to training
  and safety? How and what do you see? Is there
  passion for safety at the service center?

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SCM and the MOS

• Do you try to visit with employees and the SCM
  that have been involved in a safety incident?
  
• How do you know who has been involved in a safety
  incident? Has the service center communicated
  with the employee how to improve their safety
  performance? How do you know?
• Do you support and promote our safety culture
  during your service center visits with passion?
  How is this performed? How do you remember to
  promote our safety culture?

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SCM and the MOS

• What do you perceive is the most important aspect
  of your visit? Accomplishment, success,
  understanding, etc?
  
• What does the SCM perceive is the most important
  aspect of your coming visit?
  
• Do you review your service center visit with the
  SCM? When? How? Do you follow up when needed
  in writing? Do you always follow up in writing?
  Why?
• Are you consistent in quality with your visits
  and work performance with the SCM? The manager
  shares your passion for safety?
  

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The Manager of Safetys commitment to Improve
service center visits

• Plan your visits months ahead of time
• Plan on changes to your plan visits
• Know what else can fill your day to be productive
  and promote safety
  
• Prioritize your plan with constructive safety
  concerns and show your passion for safety
  
• Communicate your visits with the SCM

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Service Center Visits

• Make your plan visits!
• Keep your plan visits with you!
• Work your Plan visits daily!
• Adjust your plan visits!
• Communicate your plan visits!
• Success always comes with a plan!

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The Plan and Time

• Planning in most instances while being committed
  to your plan will free up more time for other
  personal time.. Safety must always have the time
  needed to keep employees aware.. Push and push
  again for a positive safety culture until
  achieved because the rewards are high and the
  results are positive.
• Plan now for success as you move forward to
  improve the quality of your service center visits
  pushing your passion for success in safety.
  

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Sam Dunbar, Director of Safety