Academic literature on the topic 'Right to access public higher education free of charge'

One strategy to promote physical activity (PA) is for health care providers to give exercise prescriptions (ExRx) that refer to community-based facilities. However, facilitators and barriers specific to urban programs in the US for under-resourced women are unknown. Thus the purpose of this formative research was to explore ExRx barriers and facilitators specific to US under-resourced women to inform future intervention targets and strategies. This mixed-methods community-engaged research was conducted in partnership with an urban women’s only wellness center that exchanged ExRx for free access (1–3 months). Qualitative semi-structured interviews and validated quantitative questionnaires (SF-12, International Physical Activity Questionnaire, Physical Activity Self-Efficacy, Physical Activity Stage of Change, and Barriers to Physical Activity, Social Support for Exercise, and Confusion, Hubbub, and Order Scale) were administered by phone and guided by the socio-ecological model. ExRx utilization was defined as number visits/week divided by membership duration. Means and percentages were compared between ≥1 visit/week vs. <1 visit/week with t-tests and chi-square, respectively. Women (n = 30) were 74% Black, 21–78 years of age, 50% had ≤ high school diploma, and 69% had household incomes ≤45,000/year. Women with ≥1 visit/week (n = 10; 33%) reported more education and higher daily activity, motivation, number of family CVD risk factors and family history of dyslipidemia compared with <1 visit/week. Facilitators among women with ≥1 visit/week were “readiness” and “right timing” for ExRx utilization. Barriers among women with <1 visit/week (n = 20; 67%) were “mismatched expectations” and “competing priorities”. Common themes among all women were “sense of community” and “ease of location”. ExRx utilization at an US urban wellness center may be dependent on a combination of multi-level factors including motivation, confidence, peer support, location and ease of access in under-sourced women. Additional resources may be needed to address mental and/or physical health status in additional to physical activity specific programming.

The specific feature and at the same time the problem of formation of a holistic system of quality assurance of higher education in Ukraine is that the impe- tus for its formation was the adoption of the Law of Ukraine “On Higher Education” in 2014, in which all existing instruments of quality assurance of higher education were grouped for the first time within one integrated system, consisting of two subsystems – external and internal, each of which has its own list of mechanisms, tools, ways to ensure the quality of higher education, etc. Thus, the system and mechanisms for ensuring the quali- ty of higher education began to be formed and applied in practice without their prior scientific understanding and justification. Therefore, today the practice of their application is quite ambiguous and often contradictory, which does not contribute to neither a calm movement towards the gradual improvement of the quality of higher educa- tion, nor the effective spending of public funds during the development of this system. Therefore, each of these subsystems, including their components, requires its own research, understanding and justification in order to optimize all procedures, their coordination and balancing with each other, to avoid duplication and unnecessary “paperwork”. Thus, in particular, the external quality assurance system of higher education includes such a tool as licens- ing of educational activities in the field of higher education, which has undergone conceptual changes three times since 2014, which hinders both the solution of many problems by means of using this tool of quality assurance of higher education and effective operation of this tool in the market of educational services. The purpose of this article is to try to scientifically understand the mechanism of licensing of educational activi- ties in the field of higher education as one of the external tools to ensure the quality of higher education, including its components, and to make sound proposals for its further improvement. Research methods. The author used such methods of scientific cognition as general philosophical (universal), historical and logical methods, analysis and synthesis, induction and deduction, abstraction, generalization, analogy and others. The main results of the study. 1. Licensing of educational activities in the field of higher education is one of the most important tools of the system of external quality assurance of higher education and a mechanism for im- plementing state policy aimed at ensuring the ability of legal entities to provide educational services in higher education. The state is directly responsible to applicants, employers and society for the development of effective regulatory policy in terms of licensing, for the development and continuous improvement of licensing conditions, for the proper organization and continuous operation of the licensing mechanism (objective and fair compliance with licensors, licensing, licenses, impartial and systematic verification of compliance with licensing conditions by each of the participants in the market of educational ser- vices, uncompromising revocation of licenses provided that the fact of non-compliance of free economic conditions with the license conditions). 2. Stability of public relations is one of the important principles of public peace and the formation of trust in the state. Therefore, the state, which is responsible to educa- tion seekers and society for the proper functioning of the market of educational services in higher education and guarantees the ability of its licensed establishments of higher education to carry out relevant activities at the appropriate level, has no moral right to conceptually change the licensing mechanism three times. It is ineffi- cient, impractical and irresponsible. Thus, in particular, only at the level of laws of Ukraine (not to mention the level of Government resolutions and orders of the Ministry of Education and Science of Ukraine), the following con- ceptual changes took place: 1) term licenses issued for a period of 10 years were recognized by the legislator as indefinite without any transitional, balanced and compensatory mechanisms, which cannot be called a balanced state policy, taking into account previous experience in issuing licenses; 2) the licensing mechanism, which was issued specifi- cally for the field of higher education, was replaced by another - common to all types of economic activities (and these different mechanisms were in conflict for some time and “worked” at the same time); 3) the term of the applicant’s compliance with the li- cense conditions before the license was issued was signif- icantly reduced (from two months to 10 days) and the on- site inspections (directly to the establishment of education) were replaced by only a “paper” inspection. In addition, the inspection by “experts” was replaced by an inspection by “civil servants”. All this, taking into account the level of dishonesty in society, did not strengthen the responsibil- ity of the state to society for admission to the market of educational services in higher education (especially new ones), which really meet all licensing conditions and are able to provide services in higher education; 4) licensing “by specialty” (for example, “choreogra- phy” or “law”) has been replaced by licensing “at the level” (for example, a bachelor’s or master’s degree). Such a “simplification” of the licensing procedure for establishments of higher education actually eliminates any responsibility of the state to society for the ability of establishments of higher education to carry out educational activities in the relevant specialties, the list of which is approved by the Government. Scientific novelty of the research results. 1. The mechanism of licensing of educational activities in the field of higher education is considered through the prism (at an angle) of state responsibility for the quality of higher education to society, students and employers and as one of the most effective tools for public policy in higher education. Erroneousness and ineffectiveness of public policy was demonstrated, if it is not based on previous research. Conclusions and the author’s specific suggestions. 1. The quality assurance system of higher education should be the subject of in-depth and serious research, and any legislative changes should be based on the sound results of such research. Science must anticipate legislative change, and managers must base their policy decisions on scientifically sound data. 2. Improvement of the licensing mechanism should be carried out in the direction of delimitation of functions of formation of the state policy and its realization. That is, those who create the “rules of the game” do not have to follow them later, because in this case there is a real conflict of interest. The state, represented by the Ministry of Education and Science, cannot be both a regulator of the market of educational services, the founder of the vast majority of participants in this market (state establish- ments of higher education and research institutions) and a “guarantor of the ability” of all, including state-approved licensing terms. This approach cannot be considered balanced with regard to the responsibility of the state and universities for the quality of higher education. Under such conditions, everyone loses – education seekers, employers, society and the state itself. 3. Licensing should be subject to the specialty for which the establishment of education plans to provide educational services, not the level of education. The license for educational activities should be indefinite, but again – for the specialty, not for the level of education. 4. The quality of higher education cannot be ensured without the fulfillment by establishments of higher educa- tion of the minimum requirements – licensing conditions established by the state and which are the start and foundation of quality assurance. The compliance of an establishment of education with the licensing conditions must be controlled by the consumers of educational ser- vices and the state, and any non-compliance must quickly and inevitably lead to the deprivation of such an estab- lishment of the relevant license in the relevant specialty. Compliance with licensing conditions is the foundation for the formation of an internal system to ensure the quality of educational activities and the quality of higher education and should guarantee education a safe environment (namely in terms of sanitation, fire and environmental safety, no psychological danger, including bullying, etc.) from qualified teaching staff with appropriate educational and professional qualifications, availability of informa- tional support (powerful library fund, including digital, free internet access, advisory support for teachers, etc.), availability and security of infrastructure facilities that can provide, stimulate and maintain a healthy lifestyle in the younger generations. That is, the licensing conditions should include those requirements of the state that make the stay in the establishment of education safe, comfortable and one that promotes and stimulates the acquisition of quality higher education of a certain level and specialty. These requirements also need to be reviewed from time to time, as both universities and society evolve, and what is now considered to be the standard may not be the norm in a few years and requires a proper response from the state and establishments of higher education. At the same time, the improvement of licensing conditions should not lead to the need for establishments of higher education to obtain new perpetual licenses, but each establishment must constantly ensure its compliance with the licensing conditions (taking into account all changes).

AbstractThis article argues that the now-widespread US practice of residency-based tuition differentials for public higher education institutions is a twentieth-century form of higher education exceptionalism carved out in law and state policy, contradicting otherwise cherished and protected rights of free movement. This contradiction has been enabled in part by the vague standard of constitutional protection for the right to interstate mobility and in part by fiscal deference to public universities that quickly recognized the potential benefits of higher nonresident tuition rates. By both defining higher education as outside of the “necessities of life” and upholding a narrative that the children of state residents had a special entitlement to lower tuition as a kind of “legacy” taxpayer inheritance, courts, legislatures, and educational institutions built a modern higher education finance structure that discriminates against the mobility of “newcomers” and any student with a complicated family structure or residency status.

This article looks at the law and policy issues surrounding the practice of charging uniform fees for higher education to home students and students coming from other EU Member States. It begins with the observation that within the EU such fees are heavily subsidised by governments and therefore amount to a financial benefit (or a disguised grant) to students. In the light of this, this article suggests that restricting that subsidy to students resident prior to their studies would be not only compatible with recent case law on non-discrimination but would also fit better with the underlying logic of free movement, which denies any right to benefits for non-economic recent migrants. Secondly, it looks at the policy, and finds that while equal fees have a number of very positive social effects, they also carry moral and economic risks. A better approach, less distorting of the market for higher education and more consistent with the wider EU approach to welfare migration, might be to require exportability of subsidies from the student's state of origin.

Education as a public good has an important state-making function. The state of the education systemdepends on sound educational policy, the competence of state decisions and properly placed emphasisin determining strategic priorities. Achieving new quality and development of the national educationsystem is impossible without equally significant changes in the system, processes and mechanisms ofpublic education management. Comprehensive educational reform is implemented at the level of specificeducational institutions and institutions, and requires both organizational and individual readiness toimplement a new one.The main disadvantages of state education policy as a tool for ensuring the constitutional right toeducation in modern Ukraine can be identified: lack of real decentralization of education management, lackof conditions for effective and systematic participation of the public in the decision making process onimproving the quality of education, ensuring its accessibility, free of charge, social protection , the misuseof funds in the education sector.The author analyzes procedural features and important tools for managing organizational change (atthe institution of higher education) based on expert survey data. Based on the work of well-known modernchange management theorists, the author outlines the logic and sequence of procedures for the preparationand direct implementation of educational change. The author argues that the low success rate of educationalchanges in the national realities at the level of institutions, educational institutions is caused by incompleteadherence to the sequence of management support procedures and neglect of many appropriate tools for theconsistent preparation of the educational change process.

SummaryThe proportion of repeat abortions among all abortions has increased over the last decades in Finland. This study examined the association of education with the likelihood of repeat abortion, and the change in this association over time using reliable longitudinal data. A unique set of register data from three birth cohorts were followed from age 20 to 45, including about 22,000 cases of repeat abortion, and analysed using discrete-time event-history models. Low education was found to be associated with a higher likelihood of repeat abortion. Women with low education had abortions sooner after the preceding abortion, and were more often single, younger and had larger families at the time of abortion than more highly educated women. The educational differences were more significant for later than earlier cohorts. The results show a lack of appropriate contraceptive use, possibly due to lack of knowledge of, or access to, services. There is a need to improve access to family planning services, and contraceptives should be provided free of charge. Register data overcome the common problems of under-reporting of abortion and attrition ensuring the results are reliable, unique and of interest internationally.

Introduction: Diabetes is a major public health problem and it is related to socioeconomic factors. The aim of this study is to describe socioeconomic inequalities in the distribution of diabetes in the population with 25 years or more, resident in Portugal in 2014.Material and Methods: Data from the Health National Survey 2014 was analysed, n = 16 786. We estimated the prevalence of diabetes in the population and stratified by socioeconomic variables namely educational level and income. The extent of socioeconomic inequalities was assessed using concentration index and the relative index of inequality.Results: Diabetes was found to be concentrated among the people with lower educational levels (concentration index = -0.26) and lower income quintiles (concentration index = -0.14). Relative index of inequality also showed a lower degree of inequality among the most educated (0,20; CI 95% = [0,12; 0,32]) and with higher income (0,59; CI 95% = [0,48; 0,74]).Discussion: Distribution of diabetes is associated with education and income. Previous studies have shown that although income might reflect lifestyle patterns, education reflects better social factors that are important for establishing healthier behaviours. Also, the National Health Service, of universal coverage and free of charge, might have contributed to reduce inequalities in the access to health by those with the lowest income.Conclusion: Supporting ‘Health in All Policies’ might reduce inequalities, namely by improving population educational level and actions that promote health literacy.

The article analyzes the program documents of the leading Polish political parties, traces the ways of solving educational problems, protecting the educational rights of representatives of different nationalities, and improving the financial situation for teachers. The educational activity of party members aimed at the development of primary, secondary and tertiary schooling, extracurricular education, as well as raising the level of national consciousness of the Polish population is discussed. It is observed that the right political forces advocated strengthening the Polish identity of the country and denied the right of national minorities to learn their mother tongue. They were convinced that Polish-language schools and Polish teachers were to become instruments of cultural and political influence on minorities and were supposed to form Polish national consciousness in children and young people which would make it impossible to spread national separatism. Policies of sanation defined the exclusive role in the country for the Poles, and made significant efforts to develop Polish-language schooling. However, representatives of national minorities were granted equal rights for education in their native language, provided they are fully loyal to the authorities. At the same time, Polish left-wing political forces advocated equal rights for citizens of all religions and nationalities, implementation of the articles of 1921 and 1935 Constitutions concerning the cultural, linguistic and educational rights of national minorities. Free of charge elementary, secondary and higher education institutions with the native language of instruction, which were intended to direct the upbringing of children for the public and civil service in Poland, were supposed to provide equal opportunities in the educational sphere, both for the Poles and representatives of other nationalities. Despite some differences, almost all program documents of the Polish political forces referred to the need to increase the level of education in schools, allocation of scholarships for students, teachers’ training, organization of educational courses, reading rooms, libraries and folk houses. Keywords political parties, Poland, educational activity, educational institutions, national minorities.

Background. Tuberculosis (TB) has continued to be a major health problem globally, in spite of the efforts to improve the diagnosis, treatment, and prevention. It affects millions of people each year and stands as the second cause of death due to infectious disease in the world. Early case finding and timely initiation of treatment is essential to ensure effective control of the disease as late diagnosis and treatment can aggravate the disease and result in poor outcomes and increase chances of transmission. Although TB services are supposed to be provided free of charge, TB affected families incur different types of costs in the process of seeking care, which might include health and nonhealth related costs. TB programs need to identify the underlying factors for delay and related expenditure for TB related services, in order to devise an effective strategy to reduce them. Therefore, the study aimed to assess the time interval between developing TB symptom until patients start anti-TB treatment and associated cost incurred by patients and families. Methods. This cross-sectional study was conducted among pulmonary TB patients who are bacteriologically confirmed, whose age is above 15 years and diagnosed at health centres in Addis Ababa. Results. The median time interval between onset of symptom and commencement of treatment was 4 weeks (IQR: 3, 6). Most patients with TB symptoms visited several health facilities before the final diagnosis was confirmed, the median number of visits being two, and only 48.8% were diagnosed on their first visit. Hence, they spent a lot of their limited resource in search of getting the right diagnosis. The total combined expenditure for all the visits was estimated to be median (IQR) 172.65 birrs (12, 671). Two variables were found to show statistically significant association with higher expenditure. Respondents who have good level of knowledge about TB are less likely to spend more than the median expenditure almost by a fifth compared to those with limited knowledge on TB, (adjusted odds ratio (AOR) = 0.2, with 95% confidence interval (CI): 0.06, 0.84). Patients who visited public hospitals were almost three times and those who visited private health facilities almost four times more likely to pay more than the median total expenditure, compared to those who visited health centre, AOR (95% CI) = 2.8 (1.53, 5.19) and AOR (CI) of 3.86 (1.06, 14.03), respectively. Conclusion. Patients with TB symptoms visit several health facilities till they are diagnosed, the median duration from onset of symptom till commencement of TB treatment being 4 weeks. It was noted that they face major expenses in the process of navigation to the right care. Two variables had statistically significant association with high pre-diagnosis expenditure, where patients with good level of knowledge about TB are less likely to spend more than the median, while patients who visited public hospitals or private health facilities had very high expenses. Improved public awareness about TB, minimizing service charges and other related fees, and further improvement in increasing access to services could reduce the length of time and expense for TB patients and their families. It is recommended to build capacity of health service providers to update them on programmatic approaches and latest diagnostic algorithm. It is important to strengthen public private partnership for TB services.

The history of South Africa is an unpleasant one. It was a society based on racial segregation with the promotion of Afrikaner culture and the Afrikaans language above all other languages. This can be traced to the architect of apartheid, the Afrikaner National Party, which introduced apartheid. Afrikaans-speaking people, through the Afrikaner National Party, dominated South Africa politically. Their language too, was promoted above all other languages. For example, Afrikaans enjoyed more privileges than other languages in that it was used for drafting laws, as the language of record in the courts and was also the only compulsory subject for learning. The apartheid government, through its racial policies, used the Afrikaans language as a tool to control Black South Africans in almost all spheres of life, including education, which had to be undertaken in Afrikaans. It is therefore no surprise that there were five universities that offered education mainly in Afrikaans. These are Stellenbosch University, University of the Free State, University of Pretoria, Potchefstroom University for Christian Higher Education (now North-West University) and Randse Afrikaanse Universiteit (now University of Johannesburg). The use of the Afrikaans language as an instrument for social control was not sustainable. The new constitutional dispensation ushered in an era wherein respect for fundamental human rights and freedoms is at the top of the South African agenda. The right to further education is constitutionally recognised in section 29(1)(b) of the Constitution of the Republic of South Africa, 1996. Section 29(2) of the Constitution further recognises and embraces the diversity of South African society and provides that “everyone has the right to receive education in the official language or languages of their choice in public education institutions where that education is reasonably practicable” (s 29(b) of the Constitution). The State has an obligation to take reasonable measures on a progressive basis to ensure that further education is available and accessible (s 29(1)(b) of the Constitution). In ensuring “effective access to and implementation” of the right to further education, It is notable that, in its endeavour to make further education available and accessible, the State is required to consider several factors such as language policies. In an effort to facilitate the realisation of the right to further education, the Higher Education Act (101 of 1997) was enacted in order inter alia to “redress past discrimination and ensure representivity and equal access to higher education institutions” (preamble to the Act).In the UFS case (CC), the Constitutional Court applied section 29(1)(b) of the Constitution, which provides for the right to further education and the “right to receive education in the official language or languages of [one’s] choice”. This note centres on this decision and seeks to critically discuss and analyse both the majority and minority decisions of the Constitutional Court. The question presented is whether the Constitutional Court has given the public a solution to the issue surrounding the use of either Afrikaans or English as a language medium of instruction in the higher education sector and what the effect of this has been on the development of other languages. The case note is divided into five sections. The facts of the case, the issues put before the court for consideration and the finding of the court are discussed in part 2. Part 3 contains an analysis of the minority and majority judgments. Part 4 considers whether the court has given us any solutions. Part 5 sets out the authors’ recommendations and their conclusions.

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Este trabalho tem como objetivo medir o tempo de duração dos processos judiciais envolvendo direitos sociais na seara educacional e verificar de que forma esse tempo afeta a fruição desses direitos. Visando atingir tais objetivos, foram identificados e analisados os processos judiciais, desde a sua entrada na 1.ª instância da justiça estadual até a data da sessão de julgamento do acórdão na 2.ª instância do Tribunal de Justiça de Minas Gerais. De forma subsidiária, o trabalho também identificou quem eram os litigantes, a influência da concessão das liminares no tempo de duração dos processos, a variação do tempo do processo com base na localização da comarca em que se inicia o processo e a existência de etapas mortas na tramitação dos processos judiciais. O pressuposto que guiou a pesquisa é o da possibilidade do perecimento de determinados direitos, como o direito ao oferecimento de vagas em creches e o direito ao acesso ao ensino superior público de forma gratuita, ante uma duração excessiva do tempo do processo judicial.
This study aims to measure the duration of court cases involving education social rights, seeing how this time affects the enjoyment of those rights. In order to achieve such objectives I identified and analyzed the legal cases, since its entry in a state court until the date of the trial session of Court of Appeals of Minas Gerais. Subsidiary this work also identified who the litigants are, the influence of granting injunctions in the duration of the processes, the time variation of the process based on the location of the county in which the process begins and the existence of dead steps in court proceedings. The assumption that guided the study is the possibility of extinction of certain rights, such as the right of places in day care and the right to access public higher education free of charge, in face of an excessive length of time of the lawsuit.

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.