NU Transmission

1. Safety Assessment Report and Workshop for: NU Transmission Assessment August 2008Site Visits, Interviews, Focus Groups Presentation September 4, 2008

2. Note to Readers • The authors, reviewers, editors, and DuPont Safety Resources have made extensive efforts to ensure that the technology, management systems, and other information contained herein are accurate and conform to best practices known to them at the time of publication. However, new approaches to managing safety, reasonable differences in opinions among experts, unique aspects of individual situations, and different laws and cultures require that the reader exercise independent judgment when making decisions affecting the safety of any facility, practice, or process. The reader should consider the applicability of the ideas and opinions offered to each situation based on the reader's knowledge of the employee culture, physical premises, practice, or process in question. Suggestions for improvements will be warmly welcomed and carefully considered. • Confidential • This report is a Deliverable, and is subject to confidentiality, as defined under the Master Services Agreement between Client, by and through its attorneys, and E. I. du Pont de Nemours & Company dated July 18, 2008.

3. Objectives for the Workshop and Expected Outcomes • Gain Alignment on the Safety Assessment Findings and Recommendations / the Priorities for Action • Discuss Safety Leadership Concepts and increase personal commitment to safety • Define the path forward to develop the Implementation Plan and associated Resource Plan

4. Safety Contact

5. PURPOSE FOR WORKSHOP • Raise awareness regarding principles and approaches that lead to world class safety performance • Review key next steps that leadership can take to improve safety performance • Commit as a team to a definitive path forward!

6. EXPECTATIONS FOR ALL OF US • Your energetic and open participation • Your leadership and team participation in the appropriate next steps for Transmission • Your commitment to your own personal action plan. • Your help to make the day productive in taking our safety program to a new level!

7. Agenda • Background and Approach • Current State • Data Points • Assessment Results • Findings / Conclusions • Recommendations • Safety Leadership Concepts • Action Planning • Wrap Up

8. What does management do to lead employees to safety excellence? • Visible, Demonstrated Commitment • Clear, Meaningful Policies and Principles • Challenging Goals and Plans • High Standards of Performance Leadership • Thorough Investigations • Observations and Coaching • Effective Communication Processes • Continuous Training & Development Action/Process What actions does the organization take on a regular basis to increase safety performance? A successful integrated safety management system contains these essential elements effectively working together… • Line Management Accountability • Supportive Safety Staff • Integrated Committee Structure • Progressive Motivation • Contractor Safety Structure What are the organizational structures that enable the pursuit of safety excellence?

9. The assessment was designed to develop a high-level path forward for continuous safety improvement Phase I Phase II Phase III Phase IV Assess Plan Implement Envision Renew & Sustain • Examine how the client currently gets its results • Organization & Structure • Policies & Processes • Performance analysis • Work as it’s done • Understand current state and performance reasons • Make the changes • Guide process teams in design and development • Craft appropriate training • Roll out changes • Train employees • Measure results • Develop the change plan • What must be done? • When must is be done? • By whom? • How? • Assign accountability • Get management commitment to change • Gain common understanding of DuPont’s best practices • Gain a common perspective of what change is indicated • Prioritize change actions • Mobilize the organization’s leaders

10. Information was collected from multiple sources to analyze the current culture and the effectiveness of the existing systems Data Analysis Interviews • Injury Frequencies • Injury Classifications • Industry Comparisons • Workers Comp Cost Analysis • Indirect Injury Cost Analysis • Over 86 people interviewed • Management, Hourly Workers, and Contractors • Operational and BU Leadership • Diagonal slice of organization • Safety Professionals Analysis ofTransmissionSafety Culture Document Review Field Assessments • Incident & occurrence procedures and reports • Organizational structure, with focus on safety management structure • Work procedures & job plans • Safety inspection programs, procedures, reports • Observation of work performed and associated work planning • Observations of personnel behaviors in the work areas • Discussions with labor performing work

11. 1 Fatal 30 Majors(LWCs and RWCs) 300 Recordable Injuries 3,000 Near-Misses or First Aid 30,000 Hazards- 96% Unsafe Acts- 4% Unsafe Conditions The occurrence and severity of injuries and incidents is a matter of probability. To prevent injuries you have to attack the base! Employee is fatally burned The Hazard Pyramid Flash occurs, Employee attempts to move out of the way, Employee receives 2nd degree burns and injures leg Flash occurs, Employee attempts to move out of the way, Employee receives 1st degree burns Flash occurs however Employee is not harmed Employee enters vault without proper PPE or proper permits

12. Agenda • Background and Approach • Current State • Data Points • Assessment Results • Findings / Conclusions • Recommendations • Safety Leadership Concepts • Action Planning • Wrap Up

13. Safety Performance Indicators Reviewed Key metrics (6/08 YTD) DART KPI 1.52 (target 1.04) PMVA KPI 2 (2008 target 3) Contractor Rec. Rate 1.32 (satisfactory target 1.04) Other Metrics Injuries/PMVAs documentation; Contractor performance; Near misses; 2006 Safety Pulse Assessment Plan for Actions to Improve Self assessments; human performance and error reduction training; safety stand downs; safety briefing documentation; Incident Investigation improvements; contractor orientation and revised rules; switching device peer flagging

14. Safety management system was benchmarked on a five-level scale for each of the twelve safety management elements • World ClassThe organization leads its industry in safety performance as a direct result of its safety focus, leadership, deliberate organizational design and the portfolio of activities it carries out to maintain a safe workplace • ExcellenceThe organization has strong capabilities to identify, learn from and correct at-risk behaviors and workplace hazards Safety is a top priority There is a free flow and exchange of information without fear of retribution and the organization is focused on learning and improving Hazard reporting, auditing and corrective implementation are well designed and executed on a regular basis • SkillThe organization shows numerous signs of continuous improvement and has a track record of modest and consistent improvement in safety performance Personnel are skilled in the application of basic safety management tools and techniques • AwarenessThe organization is aware of its performance and has established basic policies and processes to measure and improve safety performance There is relatively high value for safety efforts and an auditing system is in place to eliminate workplace hazards • FundamentalsThe organization has process in place to avoid known workplace hazards and uses trailing injury statistics for performance measurement Injuries and incidents are the main driving force behind discussion of safety management practices There is a written safety policy that may not be familiar to employees or be perceived as of high value Safety performance is known to some in the organization but is not widely known or thought about

15. Overall, the Transmission safety management system has an “Awareness” level foundation upon which to build. 12 Element Effectiveness Ratings World Class Excellence Skill Awareness Fundamentals Leadership Structure Action

16. Natural Instincts Supervision Injury Rates Self Teams Reactive Dependent Independent Interdependent • Safety by natural instinct • Compliance is the goal • Delegation to safety organization • Lack of management involvement • Level of Management commitment • Condition of employment • Fear/discipline • Rules/procedures • Supervisor control, emphasis and goals • Value all people • Training • Personal knowledge, commitment and standards • Internalization • Personal value • Care for self • Practice/habits • Individual recognition • Help others conform • Others’ keeper • Networking contributor • Care for others • Organizational pride • Core value • Trust The overall rating of an organization helps us to locate where any organization is on the Bradley / Culture Curve. Level 1 Level 2 Level 3 Level 4 Level 5

17. Transmission’s current safety performance is primarily dependent The journey to World Class is both a collective and individual movement down the curve! Natural Instincts Supervision Injury Rates Self Transmission’s Performance* Teams Reactive Dependent Independent Interdependent • Safety by natural instinct • Compliance is the goal • Delegated to Safety Manager • Lack of management involvement • Management commitment • Training • Rules/procedures • Supervisor control, emphasis, and goals • Condition of employment • Fear/discipline • Expectations • Value all people • Personal knowledge, commitment, and standards • Internalization • Personal value • Care for self • Practice, habits • Increased communication • Individual recognition • Help others conform • Others’ keeper • Networking contributor • Care for others • Organizational pride • Open communications * Non-dimensional curve showing performance extends over a range

18. Executive Summary - There is opportunity to build on the existing organizational capability and current safety foundation by building on existing strengths and leveraging opportunities. Organizational Strengths Key Opportunities • Management Time in Field (Supervisor support; standard setting; visibility; communications) • Departments too autonomous (silos); need to be pulling in the same direction (ie SAFERS) • Involvement of all levels in initiatives, start to finish (ie job planning for field work; Manuals development) • Refresher and reemphasis training • Improve SAFERS and Inc. Inv. Approaches • Continue to strengthen the Safety Communications with field personnel - Assure that Assessment Report highlightsget communicated to all personnel • Employee/Supervisor safety ownership/support • Communications: tailboards; meetings; supervisor contact • Strong Management Personnel • Generally provide requested needs • Generally good L/M relations • Capable and trained Safety Resources • Generally very good attitudes especially with those who work alone • Safety communications (meetings; both ways)

19. Safety Management System - Leadership - Positives • Management unsatisfied with performance and Interested in reducing injuries; top management feels they are doing a strong leadership job but they are somewhat disconnected from the realities of their employees; too occupied with demands they often feel are not additive • Some managers involved, others not: Management generally backs the solutions for issues brought by labor • Company rules (APM. Safety Manual) with Addendums for Transmission. • Most know the current performance and goals which primarily center on zero Recordables, Severity and PMVAs; • Participation in NU effort toward a common Safety Manual; • “Live Line” process developed with Union involvement; JHAs exist Leadership • Visible, demonstrated commitment • Clear, meaningful policies and principles • Challenging goals and plans • High standards of performance

20. Safety Management System - Leadership - Opportunities • Most management above Supervisors spend very little time in the field; contact needed to solicit feed back, support Supervisors, help set standards. • NU/Transmission Principles/Policies not known in the field though they are being told where they are • Employee involvement: e.g. development, implementation and use of Transmission principles and standards, procedures, equipment changes. • Management process for setting Goals, Objectives, Plans at each level incorporating input from all levels, especially the employees • A uniform set of guidelines so that Transmission does the same process with the desired results throughout. • Complete Common Safety Manual • Procedures: LOTO is being used with no locks (locks necessary) JHAs not used as often or effectively as they should; though they seem to be available, there were questions around whether field employees use the current procedures and standards or just “work safe” in their minds. Leadership • Visible, demonstrated commitment • Clear, meaningful policies and principles • Challenging goals and plans • High standards of performance

21. Safety Management System - Structure - Positives • Clear accountability supported by pay system • All levels are empowered to stop jobs for safety reasons • 8 Safety Pros of high quality are available; many metrics / information are generated but seldom used below the Manager level; generally a positive impact is felt though some employees feel some Safety Pros are not qualified in this industry • L/M Safety team has been initiated and plans exist for splitting into three teams on a geographical and work basis (issues can be brought up and expectations are that results will occur) • Have a progressive discipline system Structure • Line management accountability • Supportive safety staff • Integrated committee structure • Performance measurement and progressive motivation

22. Safety Management System - Structure – Opportunities • Safety Pros’ “job definition” needs altered to reflect “resource for line organization”: belief is they tend to be reactive rather than proactive; belief is they should be more active in remote areas; metrics generated must be effectively applied and used throughout the organization; respect for capabilities is less than it should be (perception they have little field experience);. • Improve Safety Team effectiveness by involving people in solutions development, safety Goals/Objectives/Plans, procedure development, new equipment reviews, changes to substations, etc. • Call to Action is a major de-motivator (punitive aspects are driving near misses/minor injuries/incidents underground). Many believe reporting/investigating will improve dramatically with more of a coaching/counseling approach. The discipline system is not universally applied; • Evaluate Skills and develop employees; very limited union involvement in any decision making or initiative implementation Structure • Line management accountability • Supportive safety staff • Integrated committee structure • Performance measurement and progressive motivation

23. Safety Management System - Action - Positives • Incident Investigation system with Corrective Actions data base; SIRS used for communication • SAFER system though extremely limited in usability. Isolated examples of very effective SAFER utilization • Good communications: tailboards conducted and documented; monthly meetings; supervisor/labor interactions; top down direction • Training: “Quick Cards” developed and distributed for how to address specific safety issues; have new employee training; FormFirst used; ergonomics being explored; Action • Thorough investigations and follow-up • Effective audits and re-evaluation • Effective communication processes • Safety management skills

24. Safety Management System - Action - Opportunities • Incident Investigation process led by Safety with outside team personnel but should be all Line Organization responsibility; system not fully getting to root causes is; limited participation; little use of data analysis and application • Variance in management understanding of SAFERS utilization; no analysis; little felt leadership; though the belief is that dialogue is crucial, little is being done; must make the decision to do or not do SAFERS (or something better) and then follow through to effective data utilization, etc. • Little input from Union in policies, design, and communications; sub-team approach would involve employees and their supervisors in everything including developing communications • Retraining on standards and SOP’s needed; many reports of inadequate or nonexistent new equipment and changed policy training; little refresher training; little new substation equipment involvement, knowledge and training; E-learning is not accepted as effective (defensive driving and others) Action • Thorough investigations and follow-up • Effective audits and re-evaluation • Effective communication processes • Safety management skills

25. Although a system to investigate all incidents exists, there are many opportunities across NU to improve this system. • Strengths • A system is in place with good intentions, purpose, etc. • For severe incidents, investigations are very good: full teams, outside experts, employee involvement, and thorough root cause analysis • In general, timely completion of incident investigations seem to be the norm. • Line managers understand and support the concept of “prevention of recurrence” • Key opportunities • Conclusions are incomplete: reports seldom include essay text, only checked boxes • Generally overly compliance focused • Few near misses, regardless of how serious, are investigated to any level of completeness • Strong tendency to attribute cause to conditions versus acts of people • Many investigations are by only one manager/supervisor • Investigation and discipline system intertwined: “Was a rule broken? Yes? No?” These should be separate considerations • We question significant number of root causes and related factors. (Is this really the “root cause”? Why? Why? Why?) • Often action items will not reasonably prevent recurrence • Actions should include: What? Who? When? • No system to track completion of actions • Many reports are not reviewed with employee

26. Audit system (SAFERS) is a fundamental system that can be used affectively to drive both positive safety performance & cultural change across NU . • Strengths • A system is in place with good intentions, purpose, etc • Employees are aware that audits occur • Line managers understand their responsibility to submit their quota of audits reports • Key opportunities • Audits reports often include only checked boxes • Strong tendency to focus on conditions; not acts of people • Few “cross audits” by managers of other organizations • Workers very seldom included in audit teams • Constructive, re-enforcing safety discussions as part of the safety audit, are rare • Limited use of “layered audits”; superior and subordinate together • All groups need to track trends (i.e. unsafe acts per audit hour, type of unsafe acts) and use analysis to effect change across the organization

27. Agenda • Background and Approach • Current State • Data Points • Assessment Results • Findings / Conclusions • Recommendations • Safety Leadership Concepts • Action Planning • Wrap Up

28. To assess the degree of change necessary, we evaluated the degree of alignment between your current safety culture and best practices DuPont Owner/Operator Safety Experience • DuPont and Transmission have existing management systems that embody certain values and philosophies, and reflect certain organizational priorities • Transmission has a unique set of functioning capabilities to operate systems • Our goal is to help Transmission by merging the principles, practices and systems of World-Class change management with your systems to create positive change Transmission and Industry experience Integrated Transmission Safety Management System Current Transmission Safety Systems, Process, and Culture DuPont Safety Resources DuPont utility industry experience DuPont Multi-Market Client Experience Transmission safety expertise DuPont Change Management Experience

29. Initial Recommendations and Priorities Lead by Example Felt Management leadership (time in field) define, communicate, ‘reinforce & enforce’ acceptable behaviour standards for everyone; visible support Initiate thorough review of capital functions Activate the Safety Committees ASAP: Opportunity for involvement and contributions Increases interest and “they care about me” perception Assists in data analysis and application to reduce injuries

30. Initial Recommendations and Priorities Do something about CtA punitive perception More effective Safety Observations (SAFER or better) Focus on employee behaviours through interaction Analyse & utilise data to drive improvement Improve competency in incident investigation Training including Why, why, why, why, why? Report and treat all ‘near misses’/incidents as a ‘gift’ Contractor Management Uniformly monitor all contractors Further analyse and utilize data

31. The DuPont safety philosophy is composed of a core set of guiding values and principles • All injuries and occupational illnesses can be prevented • People are the most important element of the safety and health program • Management is responsible (for preventing injuries) • All operating exposures can be controlled • It is necessary to thoroughly train all employees to work safely • Safely is a condition of employment • Audits must be conducted • All deficiencies must be corrected promptly • Off-the-job safety is an important part of the safety effort Do you know NU Safety Principles? If so, how can we implement them?

32. Northeast Utilities Key Safety and Health Principles • 1. Working safely is a condition of employment • 2. People are the most important element in the occupational safety and health program. • 3. Management is responsible for assuring safety and healthy working conditions. • 4. Work-related injuries CAN BE prevented. • 5. Hazard exposures CAN BE controlled. • 6. Deficiencies must be corrected promptly. • 7. It is necessary to thoroughly train all employees in safety rules and safe work practices. • 8. Management must audit occupational safety and health practices and programs in order to assure success.

33. Summarizing recommendations from the site assessments, NU should implement a safety improvement program consisting of the following core elements. • Strategic Safety Management Structure • Improve Key Safety Process Systems - Audit/Observation, Incident Investigation, and Rules and Procedures • Safety Culture Improvement • Safety Leadership Competencies • Organizational Training • Communications Activities and Employee Involvement • Safety and Human Performance Management System

34. Agenda • Background and Approach • Current State • Data Points • Assessment Results • Findings / Conclusions • Recommendations • Safety Leadership Concepts • Action Planning • Wrap Up

35. Safety Excellence andWorld-Class Performance

36. Responsibility & Accountability Policy Organization Goals & Objectives Leadership-Visible Management Commitment Incident Investigations Standards Motivation Supportive Safety Personnel Safety Observation Training Communication Safety Management System: Essential Elements 1

37. Virtual elimination of lost work injuries(consistently <0.10 ) Low total injury frequency (consistently <0.8) Low off-the-job injury frequency (<0.5) Low incidence of occupational health problems Same standards for contractors Excellent safety in all units Built into the culture What Is World-Class Safety Performance? 2

38. U.S. Bureau of Labor Statistics, 2006 Data – Injuries & Illnesses Comparison companies* 2007 data ** 2006 public domain *** 2005 public domain All Industry Average (1.3) How Do You Compare?Injuries & Illnesses – Cases With Days Away from Work Rate per 100 Employees Industry NAICS Code Oil & gas extraction 211 Chemical manufacturing 325 Electric power generation 22111 Utilities 22 Elec. power transmission/dist 22112 Coal mining 2121 Manufacturing Top tier Natural gas distribution 2212

39. U.S. Bureau of Labor Statistics, 2006 Data – Injuries & Illnesses Comparison companies* 2007 data ** 2006 public domain *** 2005 public domain All Industry Average (4.4) How Do You Compare?Injuries & Illnesses – Total Recordable Case Rate per 100 Employees Industry NAICS Code Oil & gas extraction 211 Chemical manufacturing 325 Electric power generation 22111 Utilities 22 Elec. power transmission/dist 22112 Coal mining 2121 Manufacturing Top tier Natural gas distribution 2212

40. Safety Leadership FundamentalsQualitative Attributes • Identify what Felt Leadership is • Demonstrate its necessity • Explore the role of the Safety Leader

41. Felt Leadership  Definition • Felt Leadership is the net result of management’s actions and communications in ways that people at all levels come to understand and “feel” their leaders’ high standards and expectations, and accept their strong commitment to safety as genuine. • Through Felt Leadership, management influences and helps align employees’ own safety commitment and conduct, guided by the safety vision, beliefs, principles, policies and goals.

42. BUSINESS CULTURE ACCOUNTABILITY SAFETY PUBLIC PROCLAMATION RESPECT THROUGH ACTION BUILDS TRUST AND FAITH PERSONAL RESPONSIBILITY Felt Leadership is All About People

43. AGREEMENT Get agreement Gain alignment St’ds/Rules/Proced’s Pe rformance Manag’t Communications Safety Observation Articulate Values/Principles Define expectations Demand compliance Coach/Mentor Counsel Manage/Supervise Demonstrate commitment Warn (verbal/written) Remove Barriers Suspend/Terminate Recognize achievements Felt Leadership Framework INSPIRATION ENFORCEMENT MODES Compliance Inspire/Motivate Goals Gain commitment Convince/persuade St’ds/Rules/Proced’s Documents Values/Principles/etc Discipline process Systems Reward & Recognition Communications Tools Communications Safety Observation Leadership/Mgt Action Felt Leadership range of action The Felt Leadership Framework defines the behavior range needed to influence people Leaders set standards and expectations by communicating with their staff in 3 modes, as appropriate in different situations. While the ultimate goal is always injury prevention, the required leadership behavior can range from inspiration whenever possible, to agreement, or enforcement, as appropriate or necessary All Managers FLS --- CEO

44. Felt Leadership - Summary of Action Elements • Articulate your views and commitments around safety • Values, Beliefs, Principles, Goals, Plans • Cultivate the concept of Proprietorship for safety – at all levels • Gain alignment with your staff around your Safety Values • Manage safety performance proactively • Monitor performance (statistics, incidents, observations) • Enable Performance (recognition, training, coaching, barriers) • Demonstrate your safety commitment through personal involvement • Leading central safety meetings with direct reports • Participating in incident investigations • Use safety communications as an explicit safety management tool • Personal conversations • Modeling • Communication channels • Tradeoff decisions and guidelines • Conduct Safety Observations/Conversations • Maintain unwavering focus on safety – as a core value

45. Sustainable High Performance lives here Transmission Performance* • Increasing commitment to safety values - at all levels • Continuous improvement of Safety Management Systems • Mastering prevention…. elimination of injuries…..ZERO! Accelerated Safety Improvement Initiative Evolution of Improved Safety Culture Felt Leadership Modes Enforcement Agreement Inspiration Natural Instincts Supervision Injury Rates Self Teams Reactive Dependent Independent Interdependent • Safety by natural instinct • Compliance is the goal • Delegated to Safety Manager • Lack of management involvement • Management commitment • Training • Rules/procedures • Supervisor control, emphasis, and goals • Condition of employment • Fear/discipline • Expectations • Value all people • Personal knowledge, commitment, and standards • Internalization • Personal value • Care for self • Practice, habits • Increased communication • Individual recognition • Help others conform • Others’ keeper • Networking contributor • Care for others • Organizational pride • Open communications 2

46. Perception that production is more important than safety – “Just get the job done.” Safety is at least equal with production and quality—good safety is good business Safety goals developed with limited organizational input and may be counter-productive (e.g. ~XX% improvement in DART 2006 to 2007) Organizations are integrated into the process for setting challenging goals and defining action plans to achieve these goals Limited organizational structures for management teams to lead safety effort Expanded safety organization - all levels involved Safety is used, at times, as a lever to influence non-safety related labor/management issues Safety is an area of common ground and cooperation towards the shared goal of protecting all people that work at or for Northeast Utilities Safety policy is the driving force behind systems & processes for managing safety Little known safety policy and supporting principles Management’s commitment to safety is questioned in the organization Management’s commitment to safety is felt at all levels of the organization as genuine Comprehensive, structured auditing system that involves all levels, collects data & uses this data as a key change agent Safety auditing / observation is primarily the job of supervisors and is focused on the conditions There is little progressive motivation for good safety and fear of discipline is driving counter-productive attitudes and actions “Culture shift” where discipline has its place, but systems for progressive motivation are the primary focus in driving safety performance Line Organization is responsible for systems implementation and safety performance, and Safety Professionals serve as trusted resources Improvement of safety systems and subsequent performance is the job of the Safety Professionals The following cultural paradigm shifts need to be made to continue the journey to World Class Safety From To

47. Behavioral change to a safer culture must begin with the behavior of Leadership

48. Agenda • Background and Approach • Current State • Data Points • Assessment Results • Findings / Conclusions • Recommendations • Safety Leadership Concepts • Action Planning • Wrap Up

49. Why is Transmission focusing on safety? Companies tackle safety for many reasons . . . • Humanistic - “It’s the right thing to do”, “I don’t want to attend any more funerals for employees and contractors” • Direct financial - “We can spend less on workers’ compensation and litigation” • Market driven – “Our customers require us to be world class - such performance can be a competitive advantage” • Labor supply – “It’s difficult to hire and retain qualified personnel, so we can’t afford to lose them to injuries” • Labor relations - “We can use safety as a ‘common ground’ to rebuild the trust and morale of the work force” • Public relations - “We can use safety performance to increase our standing in the community” • Broad financials - “We can eliminate other losses that are related to shortcomings in our safety culture” • Business sustainability - “Good safety is good business”

50. Where does Transmission want the future state safety culture to be in 2010…. Natural Instincts 2010 2008 Supervision Injury Rates Self Teams Dependent Reactive Independent Interdependent • Safety by Natural Instinct • Compliance is the Goal • Delegated to Safety Manager • Lack of Management Involvement • Management Commitment • Condition of Employment • Fear/Discipline • Rules/Procedures • Supervisor Control, Emphasis, and Goals • Value All People • Training • Personal Knowledge, Commitment, and Standards • Internalization • Personal Value • Care for Self • Practice, Habits • Individual Recognition • Help Others Conform • Others’ Keeper • Networking Contributor • Care for Others • Organizational Pride