Academic literature on the topic 'Reporting office building'

PurposeThe paper aims to reach a better understanding of accountability and social reporting in the Italian justice system, by examining the state of the art of both literature and practice. The case study highlights the critical elements in drawing up the social report of one of the most important Prosecutor Offices in Italy.Design/methodology/approachThe case study analyzes the activities of the actors involved in the report building process by detailing all the steps involved in a research diary, in order to examine such process from the inside, thus reversing its perspective.FindingsThe study shows that both the lack of guidelines for judicial administrations and a consolidated trend of transforming administrative facts into documents useful to stakeholders slow down the evolution of practices, which are stuck in a perpetual trial stage.Research limitations/implicationsThe limitations are mainly related to the adoption of a single case study, which does not include any comparison with other reporting experiences in the justice sector.Originality/valueThis paper adds evidence to the theoretical debate on social reporting in the justice sector which has so far received the attention of a limited number of scholars. Furthermore, unlike other studies focusing exclusively on the final report while overlooking the process that turns input into output, this research deals with the core of the social reporting process and practices in their development, capturing their most intimate and controversial aspects from the inside.

Purpose – The purpose of this paper is to explore the changes in commercial office occupiers’ preferences in their building choice as a result of a recent natural disaster which triggered policy changes in building safety. Design/methodology/approach – This study follows a qualitative research design comprising semi-structured one-on-one interviews with 24 property professionals (commercial leasing agents and property managers) in Auckland, New Zealand. A thematic analysis was employed for identifying, analysing and reporting themes emerged within data. Findings – Tenants across New Zealand now incorporate earthquake issues in their leasing decisions. Most tenants are familiar with the impending policy changes related to earthquake-prone buildings. The degree to which building standards are incorporated into office occupiers’ choice varies with the size of the organisation and their willingness to invest in their corporate social responsibility. A certain level of overreaction was observed in tenants’ behaviour in the face of risk and uncertainty following the earthquakes. However, risk appears to be subsiding and emphasis is placed on availability of space in desirable locations. Research limitations/implications – The findings are limited due to a non-random sample selection and a small sample size. Further quantitative research is required to determine if office tenants place a premium on occupying seismically safe buildings since forthcoming regulatory changes have been announced. Practical/implications – This study provides evidence that imminent building policy changes are efficient in raising public awareness and informing perceptions of potential losses following a recent natural disaster event. Building owners can potentially capitalise on tenants’ desire to occupy high quality space. Originality/value – This is the first study that develops the knowledge base identifying the perceptions of tenants about seismic safety of buildings since the Canterbury earthquakes. The study also contributes to the literature on the market effect of policy changes triggered by a focusing event.

Implementation of cost-effective energy conservation measures (ECMs) is expected to generate up to 18% of carbon emissions reductions in office buildings. In order to determine adequate ECMs for a specific building, operational data is required. However, buildings generally lack operational data in the form of time series that can limit a breath of analysis required for determining adequate ECMs. Energy time-series data is commonly lacking in the UK due to uneven availability of smart meters (heat, gas, water), security restrictions in Energy Information Systems (EIS) and building management systems (BMS), restrictions and costs associated for automated reporting from utility companies, etc. This work presents a non-intrusive computer vision-based reader to generate energy readings at 10-minute resolution using a Raspberry-Pi, a traditional webcam and an LED light. OpenCV, an open source computer vision library, is used to detect and interpret numeric values from a heat meter, which are in turn uploaded to a cloud-based energy platform to create a complete operational data set enabling detailed analytics, fault detection and diagnostics (FDD) and model calibration. A case study of an office building in Scotland is presented. The building has a heat meter with no remote access capabilities. The accuracy of the method, i.e. the ability of the script to accurately derive the rate of change between readings, resulted on a 92% percent during a test done for 100 samples. Recommendations for accuracy improvements are included in the conclusions.

This paper presents the concept of International Performance Measurement and Verification Protocol (IPMVP) for determining energy saving at whole facility level for an office building in Malaysia. Regression analysis is used to develop baseline model from a set of baseline data which correlates baseline energy with appropriate independents variables, i.e. Cooling Degree Days (CDD) and Number of Working Days (NWD) in this paper. In determining energy savings, the baseline energy is adjusted to the same set condition of reporting period using energy cost avoidance approach. Two types of energy saving analyses have been presented in the case study; 1) Single linear regression for each independent variable, 2) Multiple linear regression for each independent variable. Results show that NWD has coefficient of determination, R2 higher than CDD which indicates that NWD has stronger correlation with the energy use than CDD in the building. Finding also shows that the R2 for multiple linear regression model are higher than single linear regression model. This shows the fact that more than one component are affecting the energy use in the building.

Purpose – This research aims to continue previous work by the author in the field of commercial service charge management in the UK, offering a unique cross-sectoral comparison in this paper. While prior studies have approached only one sector, this study analyzes both retail and office sectors in the UK. It examines the financial reporting and administrative practices of managing agents and the overall quality of commercial service charge documents, through which it offers commentary on the standard of professional service in service charge provision. It achieves this by benchmarking performance achieved against the accounting requirements of the UK RICS Code of Practice, Service Charges in Commercial Property. Design/methodology/approach – Data were hand collected from analysis of actual service charge documents supplied to commercial retail occupiers at 100 UK office buildings and 100 UK shopping centres during the period of 2010-2013. This process ensures authenticity by removing reliance upon third-party reporting of the said data and offers a uniquely detailed longitudinal sample. Findings – Overall levels of compliance with the financial reporting requirements of the RICS Code of Practice for Commercial Service Charges were poor in both sectors over the period of 2010-2013. Of specific concern was the widespread failure to disclose the accounting policies used during the preparation of the service charge accounts; knowing whether the accounts are prepared using an accruals or cash basis is essential for occupier decision-making purposes. Overall, the results from this study contrast with claims by the professional body that levels of “best practice” are increasing across the service charge industry. Research limitations/implications – The work analyzes service charge documents prepared during 2010-2013 for 100 office buildings and 100 retail shopping centres located in the UK. While the sample sizes utilized are relatively small, the paper provides a unique in-depth longitudinal analysis of commercial service charge documents that produces findings with high levels of generalizability. Content analysis was utilized to interpret the data and required some subjective judgement by the researcher. Originality/value – The study provides a comprehensive longitudinal study of accounting and financial reporting practices for commercial service charges in the UK retail and office sectors. Sector data are original, and the paper provides a unique benchmarking approach for assessing Code compliance at each building. This structured longitudinal approach to benchmarking differs markedly from the largely anecdotal evidence offered by the profession when defending current levels of Code compliance. In addition, the paper also provides individual compliance scorecards for 695 service charge documents in order to assess compliance with nine “core” financial reporting requirements of the RICS Code. Its chief value lies in establishing actual practice standards that can be taken up as a driver for improvement – by tenants, agents, landlords and the wider profession.

Help progress science and biomedical research discoveries along the development pathway to patient benefit. Offer academics assistance with: defining development and regulatory strategy; building and managing links to available resources; funder liaising and reporting requirements; managing risks and issues, follow-on funding and on-going project management and support. Bridge the gap between academia and the commercial healthcare sector by de-risking UCL's novel science a team of 24 highly experienced industrial translational scientists tasked with establishing the organisational culture, capability and processes necessary to deliver the UCL and BRC's mission of "Accelerating translation for health and wealth". The TRO supports the development of early stage research from across UCL and its partner hospitals, into projects attractive for translational funding or further development with partners and nurture access to complementary capacity, expertise and skills in translational science. The TRO achieves this through the integrated activities of three specialist groups a Drug Discovery Group (DDG) provides expert advice and practical support for small molecule drug discovery projects across UCL; a Translational Research Group who provide experienced project leaders to guide projects (gene, cell and regenerative medicine therapies, devices, diagnostics, small molecules) through their development; and an Industrial Partnerships Group who initiate and manage relationships with industry. The team have a proven track record of therapeutic delivery and work in partnership with academics and industry partners, enhancing projects to optimise the chances of long-term success and benefit to patients.

Plants are widely used in building environments; however, studies reporting the health and discomfort symptoms of people in response to indoor foliage plants are few. The objective of the presented studies was to assess the effect of foliage plants or a combination of foliage plants and full-spectrum fluorescent lamps on self-reported health and discomfort complaints in three different work environments: an office building, an X-ray department in a Norwegian hospital, and a junior high school. Health and discomfort symptoms were found to be 21% to 25% lower during the period when subjects had plants or plants and full-spectrum lighting present compared to a period without plants. Neuropsychological symptoms, such as fatigue and headache, and mucous membrane symptoms, such as dry and hoarse throat, seemed to be more affected by the treatments than skin symptoms, such as itching skin.

Purpose It might seem plausible to argue that effective monitoring of disaster data loss can help achieve progress in reporting to the Sendai Framework for Disaster Risk Reduction (SFDRR) and the global targets of sustainable development goals and associated indicators. Nevertheless, with the lack of climate change and disaster data losses in the Arab region, the integration of risks associated with socio-economic dimensions at the wider scale of displacement is important to shape a regional understanding of resilience terminology and provides the means of translating it. The purpose of this paper is to identify the means of redefining “Resilience” in the Arab region context of climate change, conflict and displacement in association with the theoretical principles of the “fragile city”. Design/methodology/approach In an attempt to achieve the SFDRR target (E) “substantially increase the number of countries with national and local DRR strategies by 2020,” this study investigates the use of the (United Nations Office for Disaster Risk Reduction) disaster resilience scorecard as a guiding principle for city-to-city (C2C) resilience-building knowledge exchange between Amman (Jordan) and Khartoum (Sudan). Findings Facing similar urban challenges against disaster and violent conflict-protracted displacement, the study findings indicate that the C2C exchange program was useful in understanding the cities’ urban risk profiles, promoting dialogue among local governments and creating a culture of learning organizations for knowledge sharing on DRR governance and beyond. However, the applied resilience assessments overlooked the qualitative and socio-ecological understanding of climate change risk and human security principles among the most vulnerable groups of refugees and internally displaced persons in fragile settings. This is recommended to be integrated into building coherence for resilience across the 2015-2030 Global Agendas reporting and monitoring mechanisms, leaving “no one behind”. Originality/value The C2C exchange program for Amman and Khartoum was an opportunity for understanding the cities’ urban risk profiles, addressing challenges and building “decentralized cooperation” beyond the cities’ institutional boundaries (UN Habitat, 2001), with recommendations for “selecting resilience indicators specific to fragile cities” to quantitatively measure disaster displaced persons’ (DDPs) vulnerabilities and current status of “income and social equality, microeconomic security, provision of basic services and social protection” while providing qualitative evidence on “social cohesion, social networks/social support and local government–community cooperation” (Patel and Nosal, 2016).

Background: Critical access hospitals (CAHs) serving rural communities have numerous limitations regarding resources, infrastructure, and staffing to support antibiotic stewardship programs (ASPs) and related quality improvement activities. The Federal Office of Rural Health Policy (FORHP) established the Medicare Beneficiary Quality Improvement Project (MBQIP) to provide CAHs with specialized technical assistance in quality improvement data collection and reporting to drive improvements in the quality of care and to reduce barriers to establishing ASPs. In 2016, FORHP developed an antibiotic stewardship process measure in partnership with the CDC to assess progress on implementing ASPs and to optimize hospital quality improvement practices related to antibiotic use. This is the first measure to be successfully implemented and reported at a national level to improve the judicious use of antibiotics in hospitals. Methods: A process measure was developed to assess adherence to the 7 core elements of a successful hospital ASP (ie, leadership, accountability, drug expertise, action, tracking, reporting, and education), as defined by CDC guidelines. Implementation was accomplished through CAH participation in the NHSN Annual Facility Survey (AFS). Responses were analyzed to assess fidelity to each core element, to identify trends, and to benchmark measure reporting among 1,350 CAHs across the United States. Responses were mapped to 7 core element categories, and the total number of positive responses were matched to each core element for a specific survey year to track progress. Overall, the measure assessed progress in meeting all 7 core elements, as well as program robustness in the number of actions implemented and the amount of data tracked and reported at each hospital. NHSN reports were generated to tailor technical assistance activities and to assist hospitals with measure uptake and reporting. Results: CAH participation in the NHSN significantly increased from 2014 to 2018 (83% response rate). From 2014 through 2018, reporting of the new antibiotic stewardship measure consistently increased. CAHs that met all core elements increased from 18% (2014) to 73% (2018). Performance-based benchmarks enabled hospital comparisons and the establishment of reporting goals. Conclusions: This study highlights viable approaches to measuring antibiotic stewardship at a national level to drive improvements in care at hospitals of any size. The implementation of the antibiotic stewardship measure across CAHs demonstrates the impact of federal programs like MBQIP for hospitals that are building capacity for quality improvement. For the first time, CAHs were able to measure and compare their implementation of ASPs to other hospitals at the state and national level.Funding: NoneDisclosures: None

This study aims to examine and analyze in depth the adaptive behavior of employees of microfinance institutions, especially rural banks and cooperatives during the Covid-19 pandemic. This adaptive behavior is divided into 4, namely building communication with customers, getting used to new conditions, socializing and getting along with the community, continuing to move to meet targets. The phenomenological study is used because this data comes from the experience of participants who are currently active leaders in microfinance institutions. This study used 2 participants, namely the head of the BPR branch and the manager of a savings and loan cooperative, both of whom have decades of experience in microfinance institutions. The research findings show that the way to adapt in the midst of a pandemic to collect is by changing your appearance by not wearing uniforms and shoes when visiting customers. Then employees must also familiarize themselves with implementing the Covid protocol at work. The office provides hand washing facilities and handsanitazers for customers and employees, and this will have to be used later. Reporting on the results of performance limitations is carried out once a month but the policy for employees is focused on billing activities because it is to reduce risk.

The subject of my thesis is a comparison of selected methods of measurement suitable for land in the Znojmo area, assess the appropriateness of valuation methods in comparison with the cost of actually realized by sale, devise a procedure for pricing and evaluating the most common method of valuation of land in the selected location. For this work I chose the land, the sale was conducted last year by one of Znojmo Realtors.

Electronic Customer Relationship Management (e-CRM) Analytics is the process of analyzing and reporting online customer/visitor behavior patterns with the objective of acquiring and retaining customers through stronger customer relationships. To better understand the role of data integration in achieving the goals of e-CRM, the authors conducted a study by means of a survey. The results of this study propose that although online, offline and external data integration have their complexities, the value added is significant. This survey of CRM professionals is composed of two parts. The first part investigated the nature of the data integrated and the data architecture deployed. The second part analyzed the technological and organizational value added with respect to the e-CRM initiative. The findings suggest that organizations who integrate data from various customer touch-points enjoy a competitive advantage through significantly higher benefits, user satisfaction and return on their investment (ROI) than those who do not. Additional insights are also presented exploring the role of data integration in e-CRM projects at both business to business (B2B) and business to consumer (B2C) firms. For organizations implementing e-CRM, this study reveals that data integration is worth their time, money and efforts in creating a competitive advantage.

Whole-building energy models are used in practice to predict energy and comfort for an entire building given its architectural and built state, external stimuli from weather, and internal behavior of both the equipment and occupants of the building. There exists both open source and commercial software for simulating such cases for an entire year at sub-hourly reporting intervals. Unfortunately, the dynamics of the building are masked in assumptions included in the numerical routines that are often intertwined within the thermal physics. Because of this, control-oriented analysis is limited to performing exhaustive time-based simulations. In this paper, we describe a method to analytically extract the dynamics from a whole-building energy simulator for the purpose of control and dynamical systems analysis. In this way, the function of the energy simulator is only a user interface and a means to organize information inherent in the dynamics (capacitances, interaction between elements of the building, etc.). We provide a test case on a medium office building and illustrate some of its control-oriented dynamic properties using EnergyPlus as the simulator.

Attention to safety and health are of ever-increasing priority to industrial organizations. Good Safety is demanded by stockholders, employees, and the community while increasing injury costs provide additional motivation for safety and health excellence. Safety has always been a strong corporate value of DuPont and a vital part of its culture. As a result, DuPont has become a benchmark in safety and health performance. Since 1990, DuPont has re-engineered itself to meet global competition and address future vision. In the new re-engineered organizational structures, DuPont has also had to re-engineer its safety management systems. A special Discovery Team was chartered by DuPont senior management to determine the “best practices’ for safety and health being used in DuPont best-performing sites. A summary of the findings is presented, and five of the practices are discussed. Excellence in safety and health management is more important today than ever. Public awareness, federal and state regulations, and enlightened management have resulted in a widespread conviction that all employees have the right to work in an environment that will not adversely affect their safety and health. In DuPont, we believe that excellence in safety and health is necessary to achieve global competitiveness, maintain employee loyalty, and be an accepted member of the communities in which we make, handle, use, and transport products. Safety can also be the “catalyst” to achieving excellence in other important business parameters. The organizational and communication skills developed by management, individuals, and teams in safety can be directly applied to other company initiatives. As we look into the 21st Century, we must also recognize that new organizational structures (flatter with empowered teams) will require new safety management techniques and systems in order to maintain continuous improvement in safety performance. Injury costs, which have risen dramatically in the past twenty years, provide another incentive for safety and health excellence. Shown in the Figure 1, injury costs have increased even after correcting for inflation. Many companies have found these costs to be an “invisible drain” on earnings and profitability. In some organizations, significant initiatives have been launched to better manage the workers’ compensation systems. We have found that the ultimate solution is to prevent injuries and incidents before they occur. A globally-respected company, DuPont is regarded as a well-managed, extremely ethical firm that is the benchmark in industrial safety performance. Like many other companies, DuPont has re-engineered itself and downsized its operations since 1985. Through these changes, we have maintained dedication to our principles and developed new techniques to manage in these organizational environments. As a diversified company, our operations involve chemical process facilities, production line operations, field activities, and sales and distribution of materials. Our customer base is almost entirely industrial and yet we still maintain a high level of consumer awareness and positive perception. The DuPont concern for safety dates back to the early 1800s and the first days of the company. In 1802 E.I. DuPont, a Frenchman, began manufacturing quality grade explosives to fill America’s growing need to build roads, clear fields, increase mining output, and protect its recently won independence. Because explosives production is such a hazardous industry, DuPont recognized and accepted the need for an effective safety effort. The building walls of the first powder mill near Wilmington, Delaware, were built three stones thick on three sides. The back remained open to the Brandywine River to direct any explosive forces away from other buildings and employees. To set the safety example, DuPont also built his home and the homes of his managers next to the powder yard. An effective safety program was a necessity. It represented the first defense against instant corporate liquidation. Safety needs more than a well-designed plant, however. In 1811, work rules were posted in the mill to guide employee work habits. Though not nearly as sophisticated as the safety standards of today, they did introduce an important basic concept — that safety must be a line management responsibility. Later, DuPont introduced an employee health program and hired a company doctor. An early step taken in 1912 was the keeping of safety statistics, approximately 60 years before the federal requirement to do so. We had a visible measure of our safety performance and were determined that we were going to improve it. When the nation entered World War I, the DuPont Company supplied 40 percent of the explosives used by the Allied Forces, more than 1.5 billion pounds. To accomplish this task, over 30,000 new employees were hired and trained to build and operate many plants. Among these facilities was the largest smokeless powder plant the world had ever seen. The new plant was producing granulated powder in a record 116 days after ground breaking. The trends on the safety performance chart reflect the problems that a large new work force can pose until the employees fully accept the company’s safety philosophy. The first arrow reflects the World War I scale-up, and the second arrow represents rapid diversification into new businesses during the 1920s. These instances of significant deterioration in safety performance reinforced DuPont’s commitment to reduce the unsafe acts that were causing 96 percent of our injuries. Only 4 percent of injuries result from unsafe conditions or equipment — the remainder result from the unsafe acts of people. This is an important concept if we are to focus our attention on reducing injuries and incidents within the work environment. World War II brought on a similar set of demands. The story was similar to World War I but the numbers were even more astonishing: one billion dollars in capital expenditures, 54 new plants, 75,000 additional employees, and 4.5 billion pounds of explosives produced — 20 percent of the volume used by the Allied Forces. Yet, the performance during the war years showed no significant deviation from the pre-war years. In 1941, the DuPont Company was 10 times safer than all industry and 9 times safer than the Chemical Industry. Management and the line organization were finally working as they should to control the real causes of injuries. Today, DuPont is about 50 times safer than US industrial safety performance averages. Comparing performance to other industries, it is interesting to note that seemingly “hazard-free” industries seem to have extraordinarily high injury rates. This is because, as DuPont has found out, performance is a function of injury prevention and safety management systems, not hazard exposure. Our success in safety results from a sound safety management philosophy. Each of the 125 DuPont facilities is responsible for its own safety program, progress, and performance. However, management at each of these facilities approaches safety from the same fundamental and sound philosophy. This philosophy can be expressed in eleven straightforward principles. The first principle is that all injuries can be prevented. That statement may seem a bit optimistic. In fact, we believe that this is a realistic goal and not just a theoretical objective. Our safety performance proves that the objective is achievable. We have plants with over 2,000 employees that have operated for over 10 years without a lost time injury. As injuries and incidents are investigated, we can always identify actions that could have prevented that incident. If we manage safety in a proactive — rather than reactive — manner, we will eliminate injuries by reducing the acts and conditions that cause them. The second principle is that management, which includes all levels through first-line supervisors, is responsible and accountable for preventing injuries. Only when senior management exerts sustained and consistent leadership in establishing safety goals, demanding accountability for safety performance and providing the necessary resources, can a safety program be effective in an industrial environment. The third principle states that, while recognizing management responsibility, it takes the combined energy of the entire organization to reach sustained, continuous improvement in safety and health performance. Creating an environment in which employees feel ownership for the safety effort and make significant contributions is an essential task for management, and one that needs deliberate and ongoing attention. The fourth principle is a corollary to the first principle that all injuries are preventable. It holds that all operating exposures that may result in injuries or illnesses can be controlled. No matter what the exposure, an effective safeguard can be provided. It is preferable, of course, to eliminate sources of danger, but when this is not reasonable or practical, supervision must specify measures such as special training, safety devices, and protective clothing. Our fifth safety principle states that safety is a condition of employment. Conscientious assumption of safety responsibility is required from all employees from their first day on the job. Each employee must be convinced that he or she has a responsibility for working safely. The sixth safety principle: Employees must be trained to work safely. We have found that an awareness for safety does not come naturally and that people have to be trained to work safely. With effective training programs to teach, motivate, and sustain safety knowledge, all injuries and illnesses can be eliminated. Our seventh principle holds that management must audit performance on the workplace to assess safety program success. Comprehensive inspections of both facilities and programs not only confirm their effectiveness in achieving the desired performance, but also detect specific problems and help to identify weaknesses in the safety effort. The Company’s eighth principle states that all deficiencies must be corrected promptly. Without prompt action, risk of injuries will increase and, even more important, the credibility of management’s safety efforts will suffer. Our ninth principle is a statement that off-the-job safety is an important part of the overall safety effort. We do not expect nor want employees to “turn safety on” as they come to work and “turn it off” when they go home. The company safety culture truly becomes of the individual employee’s way of thinking. The tenth principle recognizes that it’s good business to prevent injuries. Injuries cost money. However, hidden or indirect costs usually exceed the direct cost. Our last principle is the most important. Safety must be integrated as core business and personal value. There are two reasons for this. First, we’ve learned from almost 200 years of experience that 96 percent of safety incidents are directly caused by the action of people, not by faulty equipment or inadequate safety standards. But conversely, it is our people who provide the solutions to our safety problems. They are the one essential ingredient in the recipe for a safe workplace. Intelligent, trained, and motivated employees are any company’s greatest resource. Our success in safety depends upon the men and women in our plants following procedures, participating actively in training, and identifying and alerting each other and management to potential hazards. By demonstrating a real concern for each employee, management helps establish a mutual respect, and the foundation is laid for a solid safety program. This, of course, is also the foundation for good employee relations. An important lesson learned in DuPont is that the majority of injuries are caused by unsafe acts and at-risk behaviors rather than unsafe equipment or conditions. In fact, in several DuPont studies it was estimated that 96 percent of injuries are caused by unsafe acts. This was particularly revealing when considering safety audits — if audits were only focused on conditions, at best we could only prevent four percent of our injuries. By establishing management systems for safety auditing that focus on people, including audit training, techniques, and plans, all incidents are preventable. Of course, employee contribution and involvement in auditing leads to sustainability through stakeholdership in the system. Management safety audits help to make manage the “behavioral balance.” Every job and task performed at a site can do be done at-risk or safely. The essence of a good safety system ensures that safe behavior is the accepted norm amongst employees, and that it is the expected and respected way of doing things. Shifting employees norms contributes mightily to changing culture. The management safety audit provides a way to quantify these norms. DuPont safety performance has continued to improve since we began keeping records in 1911 until about 1990. In the 1990–1994 time frame, performance deteriorated as shown in the chart that follows: This increase in injuries caused great concern to senior DuPont management as well as employees. It occurred while the corporation was undergoing changes in organization. In order to sustain our technological, competitive, and business leadership positions, DuPont began re-engineering itself beginning in about 1990. New streamlined organizational structures and collaborative work processes eliminated many positions and levels of management and supervision. The total employment of the company was reduced about 25 percent during these four years. In our traditional hierarchical organization structures, every level of supervision and management knew exactly what they were expected to do with safety, and all had important roles. As many of these levels were eliminated, new systems needed to be identified for these new organizations. In early 1995, Edgar S. Woolard, DuPont Chairman, chartered a Corporate Discovery Team to look for processes that will put DuPont on a consistent path toward a goal of zero injuries and occupational illnesses. The cross-functional team used a mode of “discovery through learning” from as many DuPont employees and sites around the world. The Discovery Team fostered the rapid sharing and leveraging of “best practices” and innovative approaches being pursued at DuPont’s plants, field sites, laboratories, and office locations. In short, the team examined the company’s current state, described the future state, identified barriers between the two, and recommended key ways to overcome these barriers. After reporting back to executive management in April, 1995, the Discovery Team was realigned to help organizations implement their recommendations. The Discovery Team reconfirmed key values in DuPont — in short, that all injuries, incidents, and occupational illnesses are preventable and that safety is a source of competitive advantage. As such, the steps taken to improve safety performance also improve overall competitiveness. Senior management made this belief clear: “We will strengthen our business by making safety excellence an integral part of all business activities.” One of the key findings of the Discovery Team was the identification of the best practices used within the company, which are listed below: ▪ Felt Leadership – Management Commitment ▪ Business Integration ▪ Responsibility and Accountability ▪ Individual/Team Involvement and Influence ▪ Contractor Safety ▪ Metrics and Measurements ▪ Communications ▪ Rewards and Recognition ▪ Caring Interdependent Culture; Team-Based Work Process and Systems ▪ Performance Standards and Operating Discipline ▪ Training/Capability ▪ Technology ▪ Safety and Health Resources ▪ Management and Team Audits ▪ Deviation Investigation ▪ Risk Management and Emergency Response ▪ Process Safety ▪ Off-the-Job Safety and Health Education Attention to each of these best practices is essential to achieve sustained improvements in safety and health. The Discovery Implementation in conjunction with DuPont Safety and Environmental Management Services has developed a Safety Self-Assessment around these systems. In this presentation, we will discuss a few of these practices and learn what they mean. Paper published with permission.