Employee Safety Marketing Plan 2012

Employee Safety Marketing Plan 2012

THEME – ‘RE-INVENT’

Copyright © 2011 DuPont. All rights reserved. The DuPont Oval Logo, DuPont™, and The miracles of science™ are registered trademarks or trademarks of DuPont or its affiliates.

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Employee Safety Marketing Plan

• 2011 Marketing Highlights

• Employee Safety StrategyGrowth Targets, POIs

• Marketing Strategy

• Market Drivers

• Competitive Landscape

• Value Proposition

• Services Continuum

• Segments

• Global Marketing Objectives

• Global MC Objectives

• Regional Marketing Objectives, Strategy & Tactics


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• Market Drivers




• Segments





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2011 Marketing Highlights

• New Offering Launched (DnA)

• Global Overview brochure complete

• Events, Shows & Conferences, Speaking Engagements, Conference Papers –ES specific

• CEO Ag Roundtable, Enform, WERC, ASSE, August Forum, NSC, World Safety Congress

• eMarketing/Social Media

• Multiple SBF blog posts and eBooks focused on ES topics

• OH&S Webinar (Krzywicki and Keesey)

• Case Studies

• Hotel duPont

• Midwest Generation

• OMV Petrom

• Public Relations

• Midwest Generation Case study

• Published in several industry magazines

• Sales Tools – Will be a focus (1Q2012)

• Value prop/messaging/overview brochure

• Updated value prop and messaging work in progress, will be completed in 2012


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• Market Drivers




• Segments





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Employee Safety Strategy

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67

13

153

170

237250 250

2011 Employee Safety Process Safety Contractor Safety 2016

Employee Safety will grow 3% per year between 2011-6 from $108MM to $125MM

DSR 2011-2016 Revenue Objective ($MM)

16%25%3%’11-’16 CAGR


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Re-invention delivers new Employee Safety solutions and retains market-level growth

Safety Culture MaturitySafety Culture Maturity

# S

afet

y In

cid

ents

Reactive Dependent Independent Interdependent

The Bradley Curve

Traditional DSR Sweet Spot

Training Solutions

DSR New Offerings – e.g. DnA, Changing

Workforce,Sustain Phase

Mid-Tier Solutions – Tailored to

local culture and cost structures

Employee Safety Offerings

Cli

en

t S

ize

DSR Offerings

Reactive Dependent Independent Interdependent

Learning & Development

Solutions


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Employee Safety – How to Compete?

“Re-invent Employee Safety”

Develop value proposition to appeal to:

• Mature high performers

• Mid-large emerging region companies

• Poor performing service industries

• To retain value from “sustain” phase

Build value proposition for changing workforce

• Connection to owner-operator

• Need to define what the issue and need is in the marketplace


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• Market Drivers




• Segments





10Positioning: Catalyst for Transformation

Build Thought Leadership Drive Preference Leverage Loyalty

• Expanded Resume

• Multiple Offerings

• Credentials Recognized

• Established Player

• Breadth & Depth Where We Want to Be

• 3BL Trusted Advisor

• 3BL Partner for Life

• Integrated Operational Discipline

Where We Are

• Safety Consultants

• One dimensional

Link and Leverage to Build Clients for Life

Link knowledge, capabilities, technologies and systems Leverage leadership position & client relationships across the portfolio

Marketing Strategic Map: 3-4 Year Horizon


11Positioning: Catalyst for Transformation

Build Thought Leadership Drive Preference Leverage Loyalty

• Expanded Resume

• Multiple Offerings

• Credentials Recognized

• Established Player

• Breadth & Depth Where We Want to Be

• 3BL Trusted Advisor

• 3BL Partner for Life

• Integrated Operational Discipline

Where We Are

• Safety Consultants

• One dimensional

Link and Leverage to Build Clients for Life

Link knowledge, capabilities, technologies and systems Leverage leadership position & client relationships across the portfolio

Marketing Strategic Map: The Next 12-15 Months

Define and articulate our

“Points of View” and make Thought

Leadership the foundation

ES focus for 2012:Develop POVs,

Content Refresh, Expanded Offerings


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Link and Leverage - What does this mean for ES?

• Traditionally, the SR ‘sweet spot’ focused on large engagements with clients on the left hand side of the Bradley Curve

• 2012 objectives will be focused on re-invention of ES + integration of the sustain phase = clients for life

• Develop POVs

• New Offering Launches + Content Refresh• DnA global roll-out• Changing workforce• Integrate training into methodology to retain value

2012 Actions

Current State

Future State


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• Market Drivers




• Segments





Market Drivers

Safety Performance Plateau Maturing High Performers in Employee Safety require new offerings to drive improvement

Changing Workforce

Shift from Training to Personal and Organizational Development

1

2

3

Emerging economies need standard ES Offer4


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• Market Drivers




• Segments





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Employee Safety Competitive Landscape – Top players by 2009 Revenue

Environ

SGS

Deloitte

JMJ

Fluor

BST

ABS Consulting

ERM

DNV

Bechtel

3

1

4

6

4

2

5

4

11

5

2

8

0

11

8

7

15

10

48

25

3

3

1

4

2

2

6

5

20

8

14

24

16

24

1

50

Top 10 Competitors by Revenue/by Region (USD mn)

APAC EMEA LATAM USC


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Additional Global Competitors (not highlighted by the 2010 Kennedy Study from the previous slide)

• ProAct Safety - Practical Solutions for Safety Excellence

• SAFEmap

• National Safety Council (NSC)

• Voluntary Protection Program

• Milliken Performance Solutions

• Cognitive Change Concepts

• Mercer Consulting (formerly ORC)

• Shell Global Solutions

• TUEV

• BV

• Small regional consulting firms

• Local governmental and non-governmental agencies (developing economies)


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• Market Drivers




• Segments





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Employee Safety Offering Statement

• The Employee Safety offering from DuPont Sustainable Solutions provides excellence in safety management through integrated safety management systems, operational discipline, leadership development, and employee cognition & behavior.

• DSS has the wisdom, expertise, tools and proven methodologies—acquired over 200+ years and applied across a broad range of industries and geographies—to help employers and employees build a strong, enduring safety culture, achieve world-class safety performance, and realize the business benefits that come with safety excellence.


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Strengths & Unique Attributes

• Since our founding in 1802, our own worker safety has been a priority. The first DuPont safety rules were established 200 years ago, and employee health and safety has been a company core value from the beginning. Today DuPont is recognized for its safety expertise and commitment to workplace safety—both within our company and in our work with external clients who seek our services as safety consultants.

• Our history has given us a unique understanding of the impact of change on safety performance. As DuPont businesses have transformed over the centuries, so have our internal employee safety programs and methodologies as well as our external employee safety solutions.

• While past experience contributes significantly to DSS employee safety solutions, we also take into account emerging issues, trends and advances in employee health and safety so that we can help our clients develop solutions that will serve them now and in the future.

• DSS offers truly customized, flexible employee safety solutions that take into account a client’s current safety culture, its safety systems and its needs. We meet clients were they are.


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Capabilities to Win

• To develop as thought leaders in this space need to acquire knowledge & capability in these emerging areas (SMEs):

• psychology & psychosocial injury – understanding the function of the brain, what makes us human (values, decision making, emotions).

• human factors – understanding how people interact with their environment (ergonomics, human error, human capability)

• high performing teams – flat organizations, with high degree of worker autonomy and team-based decision making (intrinsic motivation essential)

• quantitative research – rigorous statistical analysis consistent with scientific methods

• Instruction is becoming facilitation, consulting becomes coaching: requires different skill profiles and development of existing base of consultants

• Integrating Training Solutions production capability into a learning continuum as part of a comprehensive solution for our clients


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Expanded Value Proposition with New Offering (DnA)

Potential Offerings

Traditional ES Sweet Spot ES New Offering (DnA)

Value Proposition • Basic BBS management systems achieving rapid improvement in safety performance and operational discipline

• For high-performing companies, uncovering the deep rooted causes of safety performance plateau and providing practical ways of addressing these issues

• Initial target ANZ, EMEA (West Europe), USC

Source of Advantage • DuPont proven methodology and safety culture

• DuPont brand

• Integrating modern adult learning principles with those of psychology and DuPont’s real world experience

Competitive Landscape

• Small number of major players – ERM, BST

• Many small local players

• No integrated players

• Multiple small co. behavioral psychology offerings


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• Market Drivers




• Segments





Employee Safety- Continuum Model

The employee safety continuum is a high-level model of the breadth of ES offerings across the spectrum of relationship engagements. It can serve as a starting point for a BDM when considering solution design against client needs. The continuum model should be used in conjunction with the Bradley Curve Model when considering solution design offerings.

• Focus Areas – The ES Practice can help clients focus solutions on specific areas.

• What To Do – At this level of the relationship, we can provide a lengthy list of standard offerings that, by themselves or when combined, can help clients address a particular focus area. With any relationship, we strongly recommend starting with a SPS and Field Assessment to diagnose areas of cultural strength and weakness.

• Help You Build It – At this level of the relationship, the client may want/need a degree of knowledge application that goes beyond our standard offerings. The deliverables in this relationship may be customized or tailored while collaborating with key client personnel.

• Help You Run It – At this level of the relationship, the client may not have sufficient resources to operate key programs/processes and engage us in routine delivery.

• Run It For You – The client has no resources or does not want to “own” this competency, looks to DSR to operate this critical program/process (commonly called outsourcing).

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Employee Safety Services Continuum

What to do? Help you build it Help you run it Run it for you

Consulting Partnership Outsourcing Benchmark Assessment -

SPS

Safety Perception Survey

Executive Leadership Workshop

Benchmark Assessment - FS

Field Survey

Executive Leadership Workshop

Workshops

Executive Leadership

Operations Managers (OMGR)

Line Supervisors (LSUP)

Behavioral Observations

Actions Employees Can Take (AECT)

Safety Pro DuPont Integrated

Approach (DnA)

Safety Values Index Leadership Development Shop Floor Offering

Business Competency

“Helping clients develop excellence in safety management.”

Planning (design solutions to close gap between current state and future state)

Process redesign – work streams encompassing combination of one or more elements

Design of tailored solutions and/or emerging needs

Aging Workforce

Changing Workforce

Solutions for High Performance Teams

Implementing (executing plans, work streams)

DuPont lead or support Leadership

Coaching/Counseling (skills transfer)

Workshop Delivery Sustaining (client

continues progressing, DSS much less involved)

Org. Health Check (assessment service)

Retainer/on-call relationship

Staff Augmentation Periodic Audits Repeat Safety Perception

Survey Repeat Field Survey Train the Trainer Data Management Certification Service Training Testing Demonstration

Data Management Training Academy Benchmarking Service

Focus Areas

1.Integrated Safety Management Systems

2.Operational Discipline

3.Leadership Coaching and Development

4. Behavioral Psychology Concepts (BBS)

5. Cognitive & Social Psychology Concepts (DnA)

6.Sustain Phase

7.Culture Transformation

8.Broaden Integration to Non-Ops groups

Decision Makers

Boards, CEO, COO, CFO, VP Level at times

Influencers

9. Technology Mgr

10. Engineering Mgr

11. Dir of Safety or Op Risk Mgt


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• Market Drivers




• Segments





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Employee Safety Target Segments

- Traditional target industries still apply

- Oil and Gas, Chemicals, Manufacturing, Mining and Metals

- However, each region continues to determine specific clients to target and may have niche regions

- Latin America has been dominated by Pemex; however, there has been increased interest in the southern cone (Chile, Columbia, Argentina)

- In AP, each country has different strategic needs (China, Indonesia, India, Australia)

- Positioning will be determined by where the client is on the Bradley Curve

- Challenge in NA - fill the gap with nontraditional industries?


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• Market Drivers




• Segments





ES – Objectives/Strategies/Tactics – Summary(Theme: Re-invent)

Re-invent Employee Safety

Continue to establish DSS as a thought leader in ES and maintain market position

Objectives

Develop & Launch New Offerings/Methodology

Support growth in priority segments & geographies

Strategies Initiatives/Tactics

1. DnA – Support global roll out & communication plan

2. Changing Workforce – define issue and need in the market; test POVs, develop positioning and messaging

3. Integrate Sustain Phase4. Sales Tool Kit

1. Identify priority industries by region2. Develop Industry specific messaging3. Support targeting for:• Mature high performers• Mid-large emerging region

companies• Poor performing service industries

Refresh & Promote Messaging & Points of View

1. Develop Points of View2. Update Value Proposition3. Employee Safety Overview Brochure4. Case Studies5. White papers6. Events & Speaking engagements7. eMarketing


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• Market Drivers




• Segments





Global DSS MC Strategy for 2012 – what does this mean for ES?

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Create awareness & preference for DSS expanded

portfolio of offerings

• Develop POVs and content to support priority industries/regions • Expand and accelerate thought leadership activities

• Expand reach and increase awareness through social media• Focus on priority business media and specific

industries/regions for all communications efforts• Develop customer intimacy though industry specific forums

• Leverage corporate communications initiatives

Generate demand & stimulatecross-selling opportunities

• Generate, nurture & qualify leads primarily through digital channels

• Project Phoenix – build out ES content on new website• Integrate value propositions with contractor safety

Support practice-specific needs

• Promote/launch new offerings – DnA, Changing Workforce – internal and external communications

• Focus on specific vertical markets and key regions to maximize impact – oil & gas, mining & metals, chemicals,

manufacturing

Measure effectiveness ofcommunications activities

• Develop global dashboard to measure and report key communications activities

• Formalize criteria for conferences/speaking engagements and establish post-conference assessment


Global DSS MC Strategy for 2012 – what does this mean for ES?

HOW?• DuPont Integrated Approach (DnA)• Support global roll out: develop and execute

internal and external communication plan• Although DnA was launched in 2011 in

selective regions with selective clients (Australia, USC, EMEA), need to build out communication plan and support roll-out in AP and LA

• Changing Workforce• Define issue and need in the market• Test POVs• Develop positioning, messaging and

collateral

• Integrate Sustain Phase• Work with training solutions to integrate

training into our methodology• Marketing support as we move from training

to personal development

• Develop Sales Tool Kit (1Q2012)

Support Practice Specific NeedsGenerate demand & stimulatecross-selling opportunities



Refresh & Promote

Messaging & Points of View

HOW?• Develop 3 Points of View (All communications should

flow from these overarching POVs)• Update Value Proposition to include new offerings and

refreshed message• Develop case studies within each region • Develop white papers/articles based on POVs (PR

placement focused on priority industries and regions)• Build out pipeline of Events & Speaking engagements

globally • Develop customer intimacy through industry

specific forums• Test POVs• Prioritize and focus on specific vertical markets

and key regions• Mining and Metals, Oil & Gas,

Chemicals, Manufacturing• Regions to determine niche industries

of focus• eMarketing and social media

• Expand reach and increase awareness through social media

• Create blog posts on Sustainable Business Forum focused on ES POVs

• Build out content for Project Phoenix + supplemental emails sent to nurture and obtain opt-ins

• Webinars

Support growth in priority

segments & geographies

Develop and Launch New

Offerings and Methodology

HOW?• Identify priority industries by region

• Prioritize and Focus all communications on specific vertical markets and key regions

• Develop industry specific messaging where appropriate


• Generate content based on POVs to nurture current opt-ins and leads from various other channels (events, speaking engagements, BDM interactions, etc).

• Project Phoenix – continue to build out ES content on new website

• Integrate value propositions with Contractor Safety


Global DSS MC Strategy for 2012 – what does this mean for DnA?

HOW?• DuPont Integrated Approach (DnA)• Support global roll out: develop and execute

internal and external communication plan• Although DnA was launched in 2011 in

selective regions with selective clients (Australia, USC, EMEA), need to build out communication plan and support roll-out in AP and LA

• Changing Workforce• Define issue and need in the market• Test POVs• Develop positioning, messaging and

collateral

• Integrate Sustain Phase• Work with training solutions to integrate

training into our methodology• Marketing support as we move from training

to personal development

• Develop Sales Tool Kit (1Q2012)

Support Practice Specific NeedsGenerate demand & stimulatecross-selling opportunities



Refresh & Promote

Messaging & Points of View

HOW?• Develop 3 Points of View (All communications should

flow from these overarching POVs)• Update Value Proposition to include new offerings and

refreshed message• Develop case studies within each region • Develop white papers/articles based on POVs (PR

placement focused on priority industries and regions)• Build out pipeline of Events & Speaking engagements

globally • Develop customer intimacy through industry

specific forums• Test POVs• Prioritize and focus on specific vertical markets

and key regions• Mining and Metals, Oil & Gas,

Chemicals, Manufacturing• Regions to determine niche industries

of focus• eMarketing and social media

• Expand reach and increase awareness through social media

• Create blog posts on Sustainable Business Forum focused on ES POVs

• Build out content for Project Phoenix + supplemental emails sent to nurture and obtain opt-ins

• Webinars

Support growth in priority

segments & geographies

Develop and Launch New

Offerings and Methodology

HOW?• Identify priority industries by region

• Prioritize and Focus all communications on specific vertical markets and key regions

• Develop industry specific messaging where appropriate


• Generate content based on POVs to nurture current opt-ins and leads from various other channels (events, speaking engagements, BDM interactions, etc).

• Project Phoenix – continue to build out ES content on new website

• Integrate value propositions with Contractor Safety


DnA Target Profile

Audience: C-suite as change agents

Safety manager as influencer

Company Profile: - Reached safety plateau & stuck, independent or interdependent stage

- “Help Me Do It” Segment

Positioning: - Catalyst/Boost to move beyond the plateau and avoid further events (“platinum

offering”?)

- Pre-DnA (our offering was about organizational change management process). When we bring DnA, it works on the individual (individual change management process). Helps advance pace of organization’s change.

Value Proposition: Features link Behavioral + Cognitive + Social approaches based on managing principles that have

been grown organically developed at DuPont

Benefits are Accelerated Engagement of Employees and Sustained Engagement, Insurance policy against the plateau and associated events

Value derived = Accelerated Improvements and Sustained Performance


DnA Communications Foundation

Communications Objectives:

1) Build awareness of and create excitement for new offering

2) Generate demand amongst target companies

3) Position as integrated, sustainable, competency-based

4) Link DnA to DuPont safety heritage

Communications Strategies:

5) Utilize new offering as proof of DuPont thought leadership position in safety

6) Create unique tools to promote this exciting, new offering


Internal communicationsRaise awareness of DnA for Safety offering; educate global organization around identification of target customers/opportunities

Tactic Message Audience Channel Timing (USC)Fact Sheet

Q & A

Basic information/cheat sheet – positioning, audience, value prop, offering

FAQs, evergreen

DSS global PDF distributed via email, Confluence post

Mid-February

Brochure

Video

Reminder that external DnA brochure exists, linkNewly created external intro video

DSS global PDF distributed via email, Confluence post

End February

Case study - Nomex® Internal case study/How client need identified, barriers, challenges

Consulting BDMs/PMs/ICDRs

PDF distributed via email, Confluence post

Mid-August

Webinar Reinforce information presented previously in internal communications – positioning, product, placement, pricing

Consulting BDMs/PMs/ICDRsDelivered by Regional Implementation leader

Webinar March, June, August

Employee Safety Internal tool kit

Everything you need to know about DnA

Consulting BDMs/PMs Online, multi-media Late July

DnA for Safety tactics


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External communicationsCreate awareness for DnA for Safety offerings

Tactic Audience Channel Timing

Web site content Managers DSS web site Late March

Intro video C-ste, managers Web site, sales presentations

Late March

Press release (multi-media) C-ste, managers Online/offline publications

April

Video (long form) Managers Sales presentations, trade show loops

April

White paper(s)(Simon’s NSC presentation)

C-ste, managers Tier 1 Online/offline publications

July, Sept

SBF blog postsSBF premium content/ebook

C-ste, managers SBF AprilMay

Case studies C-ste, managers Web site, BDMs, publications

Monadelphous (3Q) and Alba (3Q)

Articles/interview C-ste, managers Online/offline publications

August

Nomex® video case study C-ste, managers Web site, BDMs July

Webinars C-ste, managers Online, 3rd party May, October

Conferences/speaking engagements

Managers Trade shows/conferences

DSS Leaders Forum and NSC (July and Oct)


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Safety Resources Strategy SummaryTo grow our safety business by 2016 (to $250mm), by offering service solutions to business clients to create outstanding value in reducing risk and saving lives and livelihoods. We will achieve this by aligning with emerging market and industry needs, leveraging the power of the DuPont brand in safety, building upon our owner-operator experience and through leading edge safety research.

How to CompeteWhere to Compete

Capabilities To WinGoals and Aspirations

Grow from $138mm in

2010 to $250mm in

2016

Thought and Innovation leader

DuPont Safety Brand

Fully Integrated L&D support program

Thought Leadership at leading edge of safety development

Leader in integrated PSM Management

World class methodologies

Develop value propositions for specific market segments:- Mature high performers

- Growing mid market players in emerging markets

Develop “sustain” phase offering

Develop offerings to support changing workforce

Develop validated field assessment techniques

Merge training production capability into strategic workforce capability development program

Develop in-house capability inTalent acquisition

Learning & Development of client-facing teams Workforce collaboration through knowledge management

Acquire deeper knowledge and content skills sets in PSM disciplines

Develop change management capabilities and model

Integrate modern instructional design into consulting methods: coaching & facilitation

Acquire project management and contractor management experience and skills

Employee, Process, and Contractor

Safety

Accelerate Growth in Emerging Regions

Energy, Construction, Mass Trans,

Metal / Chemical Processing

Documents

Employee Safety Marketing Plan 2012