This paper outlines the challenges a multinational organization will face when managing worker safety and health globally and provides a ten-step strategy for managing worker health and safety within a global organization.
You have heard it before, "worker safety and health starts at the top". Whileeveryone is aware management sets the strategic vision and mission, as well as growth, profitability and production targets, not all managements set out the value their organization places on worker safety and health throughout all global business units. Yet this the critical component to effective global safety and health management. If the organization values worker safety and health, a system for its management must be aligned with the company's business culture and processes. Leadership must demonstrate in both words and actions, through policies, procedures and financial incentives, its commitment to worker safety and health. What exemplifies a demonstrated commitment to worker safety and health globally? The following provides some examples:
A written and published global commitment that goes beyond the traditional safety and health policy statement. A document that outlines where resources, responsibility and accountability for health and safety are allocated that is well above minimum safety and health compliance requirements for local regulatory agencies and authorities.
Worker safety and health is discussed in the Corporate Board room and aligned with the business process.
Indicators of key safety and health performance are identified, measured and results communicated in the Corporate Annual report to workers and customers.
Line and division management are held accountable and responsible for the performance of the safety and health process. This is explicit in their job descriptions, part of their annual performance goals and has an impact upon their compensation opportunities.
Performance is not just the accident statistical results but the assessment and control of worker risk prior to commencing work on a new production process anywhere in the world.
There is a management of change process in place that includes the assessment of worker risk when a process undergoes change.
Emphasis is placed on the closure of audit findings in all business units or sites through the world.
Worker safety and health is embedded into the operational fabric of the company, not a separate function or process but one which is integral to the activities that take place with in the organization.
Domestically, it has been demonstrated time and again that without leadership commitment, worker safety and health will be considered an afterthought, a necessary evil to keep OSHA at bay; something that is reactive, not proactive, in nature. Froma global standpoint, this is also true. Global business units take their queues from their leaders; if worker safety and health is a value and translated as essential to the business goals, it will get the resources needed regardless of where the business unit is located globally.
