Auswahl der wissenschaftlichen Literatur zum Thema „Consumer Distribution Corporation“

The purpose of this study is to analyze consumer perceptions towards the location strategy used by Starbucks Corporation in Jakarta, Indonesia. The sample consists of 90 Starbucks consumers in Jakarta. This study uses descriptive analysis based on the results of the questionnaires distribution on respondents. The results show that the location strategy used by Starbucks Corporation in Jakarta has significant effect in increasing the number of customers and the product value which resulting in the increased company profit. Keywords: Location Strategy, Starbucks, Indonesia

The privatization of the liquor distribution system in Alberta was undertaken by a Conservative government motivated by achieving fiscal austerity, along with greater consumer benefit, both in cost and selection. The privatization of this Crown corporation was rationalized as an action that, above all else, held the individual’s best interest in mind. I argue that, in fact, this decision created the opposite effect. By analyzing the neoliberal governing paradigm and the structures created with New Public Management (NPM), this paper will outline the forces driving privatization of Crown corporations. I will advocate for a return to a public system of distribution by classifying alcohol as a unique product in the consumer market. Finally, I will analyze the indirect costs associated with alcohol consumption by comparing public and private markets across Canada. Viewing alcohol distribution in a holistic lens will quell the notion that the market mechanism is capable of managing liquor distribution, and highlight the mischaracterizations and flaws in the Progressive Conservative government’s 1993 decision.

In the history of American consumer society, the case of King Camp Gillette, the “Razor King,” is at once strange and typical. Gillette — named King after a friend of his father — is recognized as the inventor of the modern safety razor and the namesake of the corporation launched to produce and sell it. As a tale of individual entrepreneurial triumph, Gillette's life follows a familiar pattern: hard work, visionary zeal, ridicule and adversity, persistence, trial and error, and conspicuous success. His story also functions well as a case study in the evolution of modern corporate business practice. The commercial genius of Gillette's invention was its disposable blade, and given a product (the razor) which created its own perpetual market (for the blades), the corporation used the modern tools of patent enforcement, stock offerings, public relations, market research, distribution, technology, diversification, and especially advertising to build and maintain its market share for the last 100 years. In these respects and others, Gillette's story finds an indigenous place in business textbooks, company testimonials, and cultural mythology.

In today's fiercely competitive economic climate, I see the insurance industry as having the most opportunity for growth and success. With growth rates of 70–80% and 12–15% respectively, the insurance and fast-moving consumer goods industries are the world's fastest-growing. I am attracted to this business and its potential for advancement since Life Insurance Corporation of India has given me the opportunity to work and gain experience in a highly competitive and enhancing domain. Distribution channels play a vital role in the success of many market companies that strive for a good market share by making items and services easily accessible to clients. Agents and agency holders are the only distribution channels available in the insurance market. If the correct amount of agents are employed, insurance companies such as MAX, RELIANCE LIFE INSURANCE, and TATA AIG may be able to capture an excessive piece of the market. Agents are the exclusive means by which insurance firms can disperse their benefits and goods. communicating the company's principles and goals to potential customers, particularly those from marginalized communities.

Bromate is a potentially carcinogenic disinfection by-product of potential concern in desalinated waters, where bromide derived from seawater can be converted to bromate by the oxidising species used for disinfection. Historically, it has been difficult to maintain complete adherence to national standards of no more than 10 ppb for bromate at all locations served with desalinated seawater by the Saline Water Conversion Corporation (SWCC) in the Kingdom of Saudi Arabia. In this full-scale study, the addition of 100–200 ppb of ammonia to the produced water of a Multi-Stage Flash Desalination plant effectively controlled the formation of bromate in the transmission system supplying inland centres in the Makkah Province of the Kingdom of Saudi Arabia (Arafa, Taif) on a time scale sufficient for the distribution of water to the consumer, even when the bromide content of the produced water was artificially enhanced (up to 132 ppb) via the addition of seawater.

Introduction. The development of a modern society is determined by the interaction of various state, commercial and public organizations, which have their own principles, traditions and values, on which the behavior of individuals is based. In such a case, an urgent problem for industrial corporations is finding a value-oriented idea to develop a system of careful management of the environment and taking into account the interests of all stakeholders. It must be accepted by consumers, staff and business owners, without which its successful implementation is impossible. For this purpose, the whole process, from the development of the idea to the control of the obtained results, should be carried out on the basis of scientifically substantiated methodical and practical recommendations for the choice of appropriate management measures that will maximally contribute to the sustainable development of the enterprise. Purpose. The purpose of this study is to develop a management system for an industrial corporation’s sustainable development while minimizing the losses caused by the realization of financial, technological and environmental risks. Methodology. The methodology of the work is based on the method of systematic analysis in describing а management system for an industrial corporation’s sustainable development, and management methods in the development of management measures. Results. The results of the article are to formulate the definition of "management system for an industrial corporation’s sustainable development " as a system in which executives of various levels exercise on the environmental, economic and social elements of the managed subsystem of industrial corporations a purposeful set of measures to ensure positive changes in socio-economic indicators of activity loss while minimizing caused by the realization of risks associated with the effects of financial, environmental, technological and human factors. In order to achieve sustainable development goals, industrial corporation executives are invited to choose a set of measures for the environmental, economic and social elements of the managed subsystem, which should include: organizational changes to identify the centers of decision-making responsibility, identify signs of risk realization and prevent the occurrence of appropriate risks and optimizing the distribution of results of industrial corporation activities among stakeholders.

ntroduction: The quality of drinking water is a public health concern, especially in urban slum areas. Drinking water quality and contamination are seriously threatened by the growing slum population and irregular water supply. Objective: To examine the physicochemical and microbiological quality of drinking water in the field practice area of one of the Tertiary-care hospital in Ahmedabad a part of PG teaching activity. Method: A cross-sectional study was carried out for water quality assessment using stratified random sampling. A total of 139 water samples were collected; samples were collected from different households in different areas of the Asarwa ward of Ahmedabad Corporation. From each ASHA worker’s area, according to population of that area, 6 to 10 samples were selected. The samples were analysed using standard methods and compared with WHO and BIS water quality standards. Results: TDS and alkalinity are above permissible levels in 42.4% and 46.7% samples respectively. pH, turbidity, conductivity, total hardness, and magnesium were found altered in a few samples. The mean free residual chlorine was 0.05 mg/L. Microbiological analysis of water samples revealed the presence of coliform in 5 (3.6%) samples. Conclusion: Except for total alkalinity and TDS, most physicochemical parameters of drinking water were acceptable. By storing water, a low level of free residual chlorine can be justified. A few samples (3.6%) with coliform bacteria indicate water contamination somewhere in the distribution system or at the consumer level.

The market’s level of competition has risen as a result of the advent of the overseas white goods industry. With rising earnings, dual-income families, changing lifestyles, credit availability, greater consumer knowledge, and the introduction of new models by Indian and multinational companies, India’s consumer durable sector is riding the crest of the country’s economic boom. As the Durable market is growing rapidly, an understanding of the consumer behavior regarding the characteristic of consumers in influencing their buying behavior is crucial. Consumer requirements of Air-condition, Washing machine and Refrigerator are at present not limited to its basic function but also on other values like – efficiency, ease of use and comfort. The consumer durables industry is marked by the growth of multinational corporations (MNCs), exchange offers, discounts, and fierce competition. MNCs have a 65 percent market share in the consumer durables industry. The expanding Indian middle class is a major focus for multinational corporations. They compete on the basis of a firm grasp on the local market, well-known brands, and a large distribution network, whereas Indian companies compete on the basis of a firm grasp on the local market, well-known brands, and a large distribution network. Consumer durables penetration, on the other hand, is still low in India. At this juncture, this study has been undertaken for to find out the impact and reality of white goods market in India.

The research identified the consumers’ awareness of CSR, consumers’ buying behavior relating to Jollibee Foods Corporation’s (JFC) Corporate Social Responsibility (CSR) programs as well as to JFC as an organization, determined the relationship between consumers’ CSR awareness and consumer buying behavior, and ascertained differences in consumer buying behavior according to their socio-demographic classification. The study used descriptive research design, using self-administered questionnaires through purposive sampling method in the selection of respondents with a sample size of 250 consumers who participated in the survey. Data were statistically treated using mean, frequency, and percent distribution and standard deviation, chi-square, correlation, Kruskal-Wallis, and Mann-Whitney. Based on the findings, the researcher concludes that 25-34 years old consumers prefer Jollibee Foods brands as their fast-food preference. Females, those with Bachelor’s degrees, and are employed prefer JFC as well. The majority of respondents/consumers have knowledge on the topic at hand, thus they could be seen as the current audience of the CSR programs being done by JFC. It is highly commendable that JFC is conducting programs for the benefit of its targeted segments and communities, but consumers are not fully aware of these programs. Overall, consumers are most aware of other CSR programs done by JFC. Therefore, the researcher recommends creating a strategic CSR communication of JFC’s CSR programs to increase the awareness of consumers. It should capitalize on identified significant relationships between consumers’ CSR awareness and buying behavior to gain economic advantage.

Background: Myelofibrosis (MF) is a myeloproliferative neoplasm characterized by bone marrow fibrosis, splenomegaly, cytopenias, and poor survival. Ruxolitinib (RUX) is the only approved treatment for Intermediate or High-risk MF. In a previous study, we have shown almost 1 in 3 patients initiating RUX had dose modifications during the first 3 months of treatment (Burton T et al. HemaSphere 2019). The objective of this study was to assess RUX treatment patterns among patients with MF. Methods: This retrospective analysis used administrative claims data from a large US health plan to identify adults (aged ≥ 18 years) with ≥ 1 claim for RUX and ≥ 2 non-diagnostic medical claims for primary (International Classification of Diseases [ICD] 9th or 10th Revision [9/10]: 238.76, D47.4) or secondary MF (ICD-9/10: 289.83, D75.81) from January 1, 2012 to June 30, 2018. The first RUX claim on or after the first MF claim defined the index date. Included patients were continuously enrolled in a commercial or Medicare Advantage health plan for 3 months before the index date (pre-index period) and 6 months on or after the index date (post-index period). Clinical characteristics, MF-related treatments, health care resource utilization (HCRU), and costs were assessed during the pre- and post-index periods. Costs were adjusted to 2018 US dollars using the medical component of the Consumer Price Index. Cohorts were created based on the maximum (max) RUX daily dose observed during the 6-month post-index period: suboptimal max < 30 mg/day (SUB); and optimal max ≥ 30 mg/day (OPT). All variables were analyzed descriptively. Results: Among 495 eligible patients, mean (SD) age was 69.4 (10.3) years; 54.1% were male; and 25% had a primary MF diagnosis code. Median initial RUX dose was 30 mg/day and patients continued with this dose for a mean (SD) of 70.0 (45.8) days. RUX dose was modified for 19.4% of patients during the 6-month post-index period, and the distribution of max RUX daily doses was: < 15 mg (13.7%), 15-29 mg (24.9%), 30-40 mg (55.8%), and > 40 mg (5.7%). Two groups based on max RUX dosing were further analyzed: 191 (38.6%) in the SUB cohort (< 30 mg), and 304 (61.4%) in the OPT cohort (≥ 30 mg). Patients in the SUB cohort were older than patients in the OPT cohort (SUB: mean 70.8 [SD 10.1] years; OPT: mean 68.5 [SD 10.3] years; P = 0.013), but the mean Charlson Comorbidity Index scores did not differ (SUB: mean 1.6 [SD 1.8]; OPT: mean 1.5 [SD 1.8]; P = 0.601). Rates of anemia were higher at baseline for the SUB cohort than the OPT cohort (SUB: 64.9%; OPT: 53%; P = 0.009). During the 6-month post-index period, compared with patients in the OPT cohort, patients in the SUB cohort had a higher proportion of thrombocytopenia (SUB: 31.4%; OPT: 22.7%; P = 0.03). Nearly half (45.5%) the sample used a supportive agent such as an androgen, systemic steroid, or erythropoiesis-stimulating agent during the post-index period (SUB: 48.2%; OPT: 43.8%; P = 0.34). With respect to HCRU and costs, the SUB cohort had a higher proportion of emergency department (ED) visits than the OPT cohort during baseline (SUB: 31.4%; OPT: 23.4%; P = 0.048); and baseline total mean (SD) all-cause costs were USD 18,079 (21,876) overall, USD 18,908 (24,411) for the SUB cohort, and USD 17,559 (20,145) for the OPT cohort (P = 0.523). During the 6-month follow-up period, 31.1% of patients had ≥ 1 ED visit (SUB: 35.1%; OPT: 28.6%; P = 0.131), 22.8% had ≥ 1 inpatient (IP) hospitalization (SUB: 24.6%; OPT: 21.7%; P = 0.455), and total mean (SD) all-cause costs were USD 94,498 (97,391) overall (SUB: USD 93,289 [115,418]; OPT: USD 95,258 [84,315]; P = 0.839). Conclusion: In this study, patients with MF treated with RUX experienced significant disease burden and high costs, regardless of dose. Both anemia and thrombocytopenia were observed along with nearly half of patients using a supportive agent. Given the large proportion of patients with a dose adjustment, suboptimal dosing, and an IP hospitalization, there continues to be a need for additional therapeutic options for patients with MF. Disclosures Parikh: Celgene Corporation: Employment, Equity Ownership. Patel:Celgene Corporation: Employment, Equity Ownership. Sundquist:Optum: Employment, Equity Ownership. Lal:Optum: Employment. Copher:Celgene Corporation: Employment. Gerds:Roche: Research Funding; Incyte: Consultancy, Research Funding; Sierra Oncology: Research Funding; CTI Biopharma: Consultancy, Research Funding; Imago Biosciences: Research Funding; Celgene Corporation: Consultancy, Research Funding; Pfizer: Consultancy.

Both tourism destination marketing and the characteristics of holiday travellers have recently undergone radical changes driven by the rapid progress of computer technology. In particular, the advent of the Internet has had a great impact on holiday travellers as well as on the development of tourism promotion and distribution channel strategies. While holiday travellers benefit from the characteristics of Internet use, for example, unlimited information retrieval, flexible accessibility, and direct interactivity with destination marketing organizations (DMOs), the Internet provides DMOs with the critical factor of an increase in operational costs incurred by running all possible online promotional activities and online distribution channels. This paper attempted to discover which Internet functions are popularly used by existing/potential online travellers or which ones are not by testing the Canberra Tourism & Event Corporation (CTEC) web site. As a result, this research intends to provide CTEC with a way to operate its website cost-effectively, which can also lead to increasing the usage satisfaction of CTEC web visitors. Online travellers visiting the CTEC website were surveyed through non-probability self-selected web survey by using segmentation procedure; two key online travel groups: direct and indirect online access groups. Based on the research methodology, this study has discovered several findings. Firstly, CTEC web visitors preferred to use the CTEC website for the purpose of gathering travel information rather than that of online booking or reservations for travel products on the CTEC website. Secondly, comprehensive travel information tailor-made to online individuals was found to be desirable through interactive online activities, while the multimedia, booking, and comparability function were not significant in helping the CTEC online visitors choose the travel destination. Based on their preferences for particular Internet functions, it is evident that web visitors wish to have comprehensive and tailormade online travel information and interaction with the CTEC. Finally, it was revealed that the demographics of the CTEC web visitors were very similar to Internet users identified by previous researchers. Therefore, this study provides insights into website development strategies.

碩士
國立交通大學
管理科學系所
106
On December 17, 2016, Taiwan High Speed Rail (THSR) was on its eve of the ten-year anniversary and the passenger traffic had broken through 400 million. In the first day of 2018, the ridership had even reached up to 280 thousand, which set a record since established. In 2017, the annual transport volume even had a record-breaking 60 million passengers. To approach the increasing passenger traffic and the limited ticketing office, THSR provided other different ticketing channels. Due to the diversified channels, the proportion of station ticketing declined gradually; however, along with the growth of passenger traffic, the number of station ticketing still rose moderately. Because of finite ticket counters and facilities, it is an important mission for THSR to enhance ticketing services and guide the passengers to buy tickets via the channels outside the station. The participants in this study were Hsinchu citizens and questionnaire surveys were adopted to collect data. The EBM model was used as a conceptual framework; also, the lifestyle and demographics variables were used as personality segmentation. After analyzing the lifestyle of consumers, we got their characteristic for the segmentation. This study used SPSS statistical analysis and all data were analyzed with factor analysis, Chis-square test, cluster analysis and ANOVA analysis. The results showed that THSR ticketing channels Hsinchu citizens chose could be effectively segmented by lifestyle variables. Personality segmentation had significant difference among carriage level, ticket type, ticket channel, how earlier the passengers buy the ticket and whether bought ticket beforehand. Finally, according to the results of study, personality segmentation was proposed for THSR Company’s reference on future target market and market strategy planning

The economic and social challenges of the twenty-first century in the quest for sustainable development are multiple. On the positive side, good progress was achieved in setting clear targets and the results that eventually came with them. Human longevity, poverty reduction, overseas development assistance, and the fight against corruption all show progress. In other areas, the future is less certain. Some tools, including free trade, have reached unprecedented heights in creating economic growth. Ensuring that this is always a tool for good, by avoiding damaging subsidies, for example is necessary. An equally big challenge for free trade is ensuring that distributions of benefits are more equitable. The challenge will also be in accepting that although voluntary measures, ranging from those for ethical consumers through to those for responsible corporations, are commendable and can produce good results in some instances, there are limits to how far voluntary approaches may go.

This user-friendly guide explains economic concepts and principles in a lively, informative way. Clear and easy-to-understand definitions and explanations, with examples that relate to issues and problems relevant to teenagers, will help students gain a better understanding of economics. In 15 chapters, the guide covers all the basic information students need to understand the basic concepts and principles of economics, including: definition of economics in historical context; how various economics systems work; how prices are set in the U.S. economy; consumer behavior; factors of production; types of businesses; competition in the marketplace; the functions of money; banking and credit; types of investments; the federal budget and taxation; federal monetary and fiscal policies; income distribution in the United States; labor and management issues; international trade. Each chapter explores a key question in economics, is illustrated with graphs and tables, and features the latest economic data. Profiles of the major economic thinkers who influenced thinking on concepts and principles provide historical context. In addition to improving students' conceptual understanding, the guide also encourages critical thinking by investigating controversial issues related to topics as varied as the minimum wage, the decay of our natural environment, poverty, and business ethics of multinational corporations. An extensive glossary of key economic concepts, terms, and institutions is a handy tool. Unlike cut-and-dried, difficult to follow reference works on economics, this guide, designed and written especially for students, will help readers better understand economic information and issues.

This chapter signals the implications of a shift in production and distribution practices of online advertising in an age of computer network-facilitated participation. It explores online entertainment forms such as games and films that are increasingly being used as an integral part of online advertising strategies to promote goods and services to potential consumers. These “advertainments,” as they are often referred to, exemplify the linkage of commercial goals with cultural texts through creating engaging experiences, initiated by commercial corporations for solid reasons of promotion and profit, enabled by computer networks, and given form by various members of the public.

Rice is one of the major commodities produced and consumed in India. India is also home to one of the finest varieties of rice sold under the name of Basmati. The State of Chhattisgarh is considered the Rice Bowl of India as it is one of the largest contributors to paddy production in India. Around 3 million families subsist on farming in Chhattisgarh, out of which, 1.522 million families are small farmers (owning less than 2 hectares of land). The Government of Chhattisgarh procures paddy in Chhattisgarh on behalf of Government of India. This scheme benefits about 1 million farmer families by procuring about 3 million metric tons of paddy in the Kharif Marketing Season (KMS) of a year, spending about 600 Million US Dollars. The procurement takes place through about 1333 Primary Agricultural Societies in the whole state covering geographical area of 135000 sq. km. The paddy procured is converted into rice by millers after entering into an agreement. Rice is then handed over to Chhattisgarh State Civil Supplies Corporation to use it in another important scheme for providing food security to the poor. The supply chain of rice production is very simple. It is harvested in the form of paddy from the field and sold to the millers who then process the rice. The processed rice is then sold to the market. Although simple, there are a number of inefficiencies present in its supply chain. This case familiarizes the readers of the distribution system of rice, various government policies in its distribution system, and the issues that need to be addressed in a typical distribution system of rice. The case also urges the readers to mull over how these inefficiencies can be overcome with the latest supply chain management techniques so as to make its distribution efficient and cost effective.

This chapter introduces a demand-side theory to explain how governments choose their creditors. Labor, Industry, and Finance are important interest groups in recipient countries. Their governments can borrow from four types of creditors: Western governments, BRIC governments, multilateral institutions, and private creditors. These creditors may offer the same loan amount, but the strings attached to their loans differ. Therefore, the expected distributional consequences of a particular loan differ across domestic interest groups. Policymakers try to satisfy the two most influential groups simultaneously by borrowing from the creditor that is jointly preferred by both groups. A government will rely on loans from BRICs if a Corporatist Coalition between Labor and Industry dominates the political landscape. In contrast, governments will tend to borrow from private creditors if a Capital Coalition between Finance and Industry predominates, but will obtain loans by Western governments if faced with a Consumer Coalition between Labor and Finance.

Food is a long-standing productive activity which carries a number of different production and consumption attributes. However, much of the recent literature focuses on a limited number of such attributes—namely, the transformation of the food chain and, more in general, of production sites. In particular, much attention has been paid to globalization, the growing power of transnational corporations and their relentless exploitation of nature. In this chapter we argue that this kind of focus is not alone sufficient to account for the growing complexity of contemporary agri-food geography. Growing concerns about food safety and nutrition are leading many consumers in advanced capitalist countries to demand quality products that are embedded in regional ecologies and cultures. This is creating an alternative geography of food, based on ecological food chains and on a new attention to places and natures, that, as we will see in Ch. 3, reveals a very different mosaic of productivity—one that contrasts in important respects with the dominant distribution of productive activities so apparent in the global food sector (Gilg and Battershill, 1998; Ilbery and Kneafsey, 1998). Our aim is to develop an analytical approach that can aid our understanding of this new agri-food geography and can introduce a greater appreciation of the complexity of the contemporary food sector. To this end, we begin by considering work on the globalization of the food sector and by showing that recent analyses have usefully uncovered some of the key motive forces driving this process—most notably the desire by industrial capitals both to ‘outflank’ the biological systems and to disembed food from a traditional regional cultural context of production and consumption. After considering the recent assertion of regionalized quality (which can be seen as a response to the outflanking manoeuvres inherent in industrialization), we examine approaches such as political economy, actor–network theory, and conventions theory that have made significant in-roads into agri-food studies and have revealed differing aspects of the modern food system.

As transformações que afectaram a economia mundial a partir de meados dos anos 70 têm conduzido a uma nova geografia na distribuição espacial de actividades e emprego, sobretudo nas sociedades ocidentais (FONT & VESCLIR). Este tem sido um tema de debate em que são apresentados argumentos que relacionam os processos de globalização e de crescente regionalização da estrutura produtiva, com as dinâmicas urbanas em curso. (ASCHER, VELTZ, SASSEN). Na transição do modelo de cidade industrial, ou "fordista", para "pós-fordista", a estrutura - antes compacta, contínua e funcionalmente dependente das redes de transportes colectivos - reconfigura-se, dando lugar uma estrutura urbana descontínua, fragmentada. À semelhança do que sucede noutras regiões urbanas, como Barcelona (FONT & LORENA, 2007), as mais recentes paisagens construídas no território metropolitano de Lisboa evidenciam uma crescente polarização, com o surgimento e progressiva consolidação de novos padrões locativos de actividades e de áreas funcionalmente especializadas. A envolvente à Estrada Nacional 10 (EN10), até algumas décadas particularmente marcada pela indústria pesada, evidencia a reconfiguração territorial com alterações de uso e de forma, depois de um processo de desindustrialização que levou inicialmente à reconversão de anteriores zonas industriais em armazéns e posteriormente à substituição por complexos logísticos de cadeias internacionais ou por novas áreas de consumo. A especialização funcional e polarização estão inter-relacionadas com a melhor conexão à rede metropolitana de estradas de alta velocidade onde a EN10 possui uma ligação cada vez mais complexa. The changes that have impacted on the world economy from the 70’s onwards have led to e new geography of the special distribution of activities and employment, above all in the western society (FONT & VESCLIR). The relationship between the processes of growing globalization and increased regionalization of the productive structure and the current urban dynamics has brought into this debate (ASCHER, VELTZ, SASSEN). Some authors argue that we are faced with a new urban cycle and a new type of city, decentralized and consistent with the social, economic, technological and cultural processes normally associated to the process of metropolisation (INDOVINA, SECCHI, PORTAS, DOMINGUES). In the transition from the industrial or “fordist “city to the “post-fordist” city the structure (that was previously compact, continuous de functionally dependent on the public transport networks) is reconfigured and replaced by a discontinuous and scattered urban pattern. As in other urban areas, as Barcelona (FONT & VECSLIR, 2007), the most recent landscapes built in Lisbon metropolitan territory shows a growing polarization, with the emergence and gradual consolidation of new standards activities, functionally specialized. In the 70’s the EN10 area was characterized by heavy shipyards, steel and chemical industry. The deindustrialization process led to abandonment but also to the conversion of former industry into residential areas, warehouses and logistical infrastructures, some recently replaced by multinational corporations or new specialized commercial areas. The polarized and functional specialization feature is interrelated with the improved connection to the metropolitan network of high-speed roads where the EN10 upholds an increasingly complex connection.

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.