In its continuing drive to reduce incidents and improve profitability, industry is looking to strengthen its approach to managing workforce safety - an approach that holds promise of fewer injuries, increased productivity and a better bottom line. The key to this improved performance, according to the presentation, is elevating safety to the level of a strategic business issue, placing it on par with cost, productivity and human resource issues, and involving it as a core elements in every phase of business planning and decision making.
Figure 1 (available in full paper)
Adopting a strategic approach to safety requires a fundamental change in a company's overall safety culture and in the way safety is viewed by employees at all levels. The most critical elements in this change are (1) the visible attitude and actions of top management; (2) the effectiveness and "inclusiveness" of the company's safety effort; and (3) the dedication of all employees to the total elimination of injuries and occupational illnesses. This paper describes these three elements in more detail and explains how they have been leveraged at DuPont to position safety as a strategic business issue and achieve a level of worker safety that is unmatched by any other industrial company. Information is presented that shows the positive effect that a successful safety effort can have on the financial performance and shareholder value of a large corporation.
Figure 2 (available in full paper).
The most critical requirement for launching a successful safety initiative is the unconditional support and involvement of business leadership. Top management must first be convinced that a good safety record is not just a human resources issue, but an issue that can positively influence all areas of business operations -- from customer relations to shareholder value. Realizing that the rewards of safety are far-reaching, management should then take an active role in supporting the safety effort. Corporate executives and business managers should be personally involved in goal setting, program implementation, results measurement and employee communications. All levels of management should be challenged to "set the example" through word and deed, and top executives should strive for a high profile in safety celebrations and award presentations. Finally, management must understand that, as leaders of the organization, they are ultimately responsible and accountable for results of the safety effort and its impact on the overall performance of their company.
At DuPont, safety is considered a core value of the corporation and the safety and health of employees and contractors is made an integral part of every business strategy. DuPont managers are expected to "role model" proper safety attitude and behavior, and are expected to take a personal role in supporting safety activities at all levels of the business organization. For example, during plant visits, DuPont's senior managers make safety a priority topic in their discussions with employees.
