Academic literature on the topic 'Public Sustainability Reporting'

Recent years have witnessed an increasing interest towards sustainability reporting from scholars all over the world, especially focusing on large corporations. Research has only recently been carried out regarding sustainability reporting in the public sector; however, very few studies have been published with reference to universities. In Italy, despite the fact that sustainability reporting is not mandatory, two guidelines have been issued to promote it within state universities. To date, only few studies have been published on this topic. To bridge this gap, the current work aims to review and assess the state of sustainability reporting in Italian state universities and therefore it contributes to the international debate about the development of sustainability reporting in the public sector. In doing so, this paper represents one of the first attempts at investigating sustainability reports in universities, and more broadly in the public sector.

The present study aims at identifying accountability and reporting answers to the public sector challenges surrounding public value and sustainability. To that end, we take into account the Cohesion Policy Programmes, the EU major investment strategy to understand needs and possible answers in terms of accountability and reporting of the public sector. Particularly, we will consider how a specific policy, the cohesion policy, takes place in practice in the Emilia-Romagna Region case, one of the most advanced European regions in terms of capacity in managing funds received by the EU Cohesion Policy. The Emilia-Romagna Region experience shows the extent to which it planned forms of accountability and reporting that hybridize two of the most recent sustainability developments, integrated reporting and sustainable development goals, as a means to deliver sustainability and public value.

This study aims to provide an extensive overview of the current state of sustainability reporting through the review studies on sustainability reports (SR) in the accounting literature for the period 2015–2020. A structured literature review (SLR) methodology is used to investigate how the SR literature develops and focuses. The study uses keywords such as “sustainability report” and “sustainability reporting” to identify studies that are relevant to a given topic. A total of 44 published studies were found. This study identifies the main directions of SR research in the 2015–2020 period and discusses several important aspects of research, namely methodology, research methods, and the theory used. To enrich the results, this study defines the scope, country of research, topics and sectors studied. The study provides insight into future SR research used by researchers to develop SR research. Several things are proposed that can be used as a guide for future SR research, such as sustainability in SMEs and the public sector. Ensuring sustainability is one of the research topics that can be a direction for researchers in the future. Theories such as contingency and source credibility can be an alternative to explaining the reality of sustainability reporting.

In the U.S., sustainability accounting reporting is developing and becoming more prevalent in public companies. This paper reviews accounting literature and Dow 30 companies’ websites, presents a comprehensive view of the landscape of sustainability accounting reporting, and identifies seven issues of the reporting frameworks of sustainability accounting, i.e., (1) definitions, (2) measurements and disclosures, (3) motivations, (4) compliance, (5) enforcement, (6) standardization, and (7) the ultimate effect on reliability and comparability.An archival analysis approach is used to summarize and compare Dow 30 sustainability accounting reporting frameworks and information disclosed in 2015 annual reports and websites. The most popular framework is the Global Reporting Initiative (GRI) G4 Sustainability Reporting Guidelines. Some companies developed sustainability accounting reporting frameworks and others did not disclose any information regarding sustainability accounting reporting. Although the GRI framework is the most used, external assurance is present in only a few companies.

Purpose – This study aims to examine determinants of the extent of sustainability reporting on Malaysian local council web sites using a disclosure index within an institutional theory framework. Design/methodology/approach – Adopting a simplified disclosure index to measure the extent of sustainability reporting, the unit of analysis for this research is Malaysian local council web sites. To reduce any subjectivity, the disclosure index is unweighted and consists of 57 items. Findings – Several findings were apparent including size, Local Agenda (LA) 21 and public sector award all being found to be significant predictors of disclosure. Overall, the findings indicate the presence of institutional isomorphism – particularly coercive pressure – in explaining the extent of sustainability reporting on web sites. Research limitations/implications – The research has multiple implications as it provides insights into web site sustainability reporting in a developing country. It also adds support to institutional isomorphism as a valid theoretical framework within this context. Based on there being no mandatory requirement for local authorities to produce annual reports, one limitation is that this paper assumes that the web sites of local authorities are the primary medium for communicating sustainability information. Practical implications – One of the most significant practical implications relates to LA 21 which has a significant impact on sustainability disclosure on Malaysian local council web sites. With 113 countries in total implementing LA 21 to some degree (ICLEI), Malaysia's recognition as a key (developing country) player in advancing sustainable development should be acknowledged. Originality/value – With an apparent lack of web site sustainability reporting research in developing country public sector organisations, this study is unique in that it appears to be the first research conducted in Malaysia analysing sustainability web site reporting using a disclosure index in a local government setting – all within an institutional theory framework. Not only can the disclosure index be used as a tool for future public sector corporate social responsibility related research, but the “new” disclosure instrument provides insights into the extent of sustainability reporting in local authorities.

In the lead-up to the Johannesburg World Summit on Sustainable Development in 2002, several documents were published by the mining industry declaring the important role that public sustainability reporting had to play in driving sustainable development and pointing to the Global Reporting Initiative???s (GRI) 2002 Sustainability Reporting Guidelines as a suitable vehicle for this. With the aim of finding ways to improve the quantity and quality of public sustainability reporting within the Australian coal mining industry, this study set out to investigate the current sustainability reporting practices of companies involved in the industry. A survey was conducted of the public financial and non-financial reporting practices of all companies with a significant interest in a New South Wales or Queensland coal mine. Three survey cycles were completed covering the 2001, 2002 and 2003 calendar years and the 2001/02, 2002/03 and 2003/04 financial years. The reporting practices were determined both in terms of frequency of report production and contents of reports. A GRI-based content analysis tool was used to measure the amount of sustainability information contained in the company reports. It was found that only around a quarter of companies produced a nonfinancial report and that almost half did not produce any public reports, with the number of unlisted companies publicly reporting particularly low. Whilst a wide range of reporting practices were observed with regard to content, the frequency of Economic, Environmental and Social Performance Indicators in reports was generally found to be low. An investigation of the regulatory reporting requirements on companies was then conducted to determine what sustainability information companies could report with data that they already had at hand. The same GRI-based content analysis tool was used to analyse a variety of regulatory documents. It was found that companies did not publicly disclose a significant amount of the environmental data that they are required to report to regulators. The study also evaluated the reporting capacity of non-reporters and found that, with the exception of Governance Structure and Management Systems elements, large unlisted companies had similar regulatory reporting requirements to listed companies. However, smaller unlisted companies had fewer requirements to report Profile and Economic elements. Finally, the influences of company ownership structure, non-financial reporting status, industrial sector, nationality and participation in voluntary initiatives on sustainability reporting practices were investigated. It was concluded that in order for public sustainability reporting to be a useful tool in driving sustainable development, focus needed to shift from ???best practice??? to ???common practice??? so that a critical mass of reporters is amassed to allow benchmarking of performance.

This research seeks to identify how an organization's facility management (FM) practices relate with the state of sustainability in the organization. A review of the literature leads to presentation of a model defining these relationships. The concepts of direct and indirect FM sustainability roles in organizational sustainability are presented. Accepted facility metrics found in the APPA Facilities Performance Indicator Survey are used as indicators of FM in University System of Georgia institutions and are tested for correlation with sustainability best practices scores generated in an assessment performed for this research. FM performance indicators representing the direct role of FM are not found to be correlated with organizational sustainability best practicesin USG higher education organizations.

Corporate finance reporting is based in rigorous, rules-based frameworks yet environmental and social reporting does not seem to have these normalised tools. The sustainable development of the business movement, in terms of increased environmental and social responsibility, will remain marginal as long as policy decisions maintain their direction towards old models of corporate governance that are not based on the key principles of the triple-bottom line, CSR and accountability. This thesis attempts to gauge to what extent Public-Private Partnership performs a transparent and independent source and appraisal of the standards of Governance for Sustainability for selected firms. This investigation is delimited to an Environmental Social Governance metric analysis and comparison of non-financial corporate data disclosure in sustainability reports from the mining and metals industry in the Nordic countries. It has been inferred from the analysis that an extrapolation can be made based on the financial predictions and trend prospecting of LKAB, Boliden Group, Lundin Mining Corporation, and the Swedish Association of Mines, Mineral and Metal Producers for the future growth of both the Nordic mining sector and sustainability reporting. As a result, ‘best-practice’ in reporting procedures could be exported to where demand is highest from pioneering firms with the ‘first-mover’ advantage, to SME’s and other interested firm’s outside of the Nordic countries. It has been identified that using the Global Reporting Initiative reporting framework enhances partnerships in businesses that adopt and use its index to the extent where it becomes integrated into their management chains and business strategies. The more comprehensively a firm discloses its non-financial performances with relation to the GRI framework, the more integrated reports appear to become. The standardisation of the accurate reporting and disclosure used from the GRI G3.1 varies greatly just between three firms in the same sector and region.

As companies discover the monetary benefits of a positive environmental image, a proliferation of green imaging confounds the public sphere. The consequence becomes the disarticulation of terms like environmental excellence, sustainable development, and minimum environmental harm. Because the oversaturation of greening efforts has elicited public distrust, stakeholders need timely and accurate information regarding environmental claims. As a major vehicle for communicating these efforts, corporate environmental reports (CERs) are laden with colorful and sublime images. This study examines the functionality of images found in CERs from 27 industry leaders, applying Sonja Foss’s tenets of visual rhetorical analysis to identify the nature and function of the images and offer an evaluation based on emergent themes. Because images are increasingly important to corporate transparency, the study concludes with several best practice recommendations to serve as ethical image design strategies and to reflect the ways companies address impactful operations.

This thesis explores the factors that influence the extent to which the World Wide Web (henceforth web) is utilised by corporations in an environmentally sensitive industry to communicate with their stakeholders in relation to environmental issues. The study initially establishes, in theory, the communication potential of the web and possible factors which can impact on the extent to which this potential is utilised for environmental communication. Subsequently, it examines the use of the web by specific companies in the Australian minerals industry for communicating environmental issues to their stakeholders over time. Explanations for current practices are established through an analysis of the impact of the factors established in theory on web based environmental communication in the Australian minerals industry.¶ A model was established to guide the research process for this study. Drawing upon media richness theory (Daft & Lengel, 1984, 1986; Sproull, 1991; Valacich et al., 1993), the Media Richness Framework was developed to provide criteria for assessing the communication potential of the web. It was also posited that the extent to which this potential is utilised in practice is dependent on management’s web based communication needs. These needs incorporate timeliness, accessibility, presentation and organisation, and interaction. Contextual factors, which include limitations of web based technologies, economic, internal organisational and external stakeholder issues, influence these needs.¶ Case study research (Hagg & Hedlund, 1979; Yin, 2003a, 2003b; Scapens, 2004) was used as the methodological approach for this thesis in order to obtain an in-depth understanding of current web based environmental communication practices. An evaluation of the websites of mining companies was used as the basis for selecting three companies as cases. These cases involved a triangulation of approaches towards data collection: monitoring corporate websites on a regular basis; interviewing appropriate personnel in these organisations; and evaluating documents related to the companies’ environmental communication practice. Data gathered from interviews, websites and documents were analysed for individual cases and then through cross-case comparisons. The intention was to confirm the research model and to potentially extend it through a consideration of other factors not identified in theory but evident in current practices.¶ The findings of this research indicate that even though the web has the potential to enhance environmental communication in an environmentally sensitive industry that is subject to extensive stakeholder pressures, there is variation in its use by companies in the Australian minerals industry. An evaluation of the practices of the three chosen companies highlighted that while the web is used extensively by these companies in comparison with other corporations in the industry, the case study companies were at different stages of web based environmental communication.¶ Management’s web based environmental communication needs and the influence of contextual factors on these needs explained the variation in web based environmental communication across all three companies. Moreover, two other factors emerged from the field; these are referred to as the double-edged sword and change in management philosophy. These findings from the field highlight that the need for communication through the web could have unintended consequences while a change in management could alter the current approach towards web based environmental communication.¶ This study into the use of the web in the Australian minerals industry highlights that the medium has an impact on environmental communication practice. Further research could assess the communication potential of the various media used for environmental communication in order to extend the explanatory power of the current study. This study also outlines arguments in support of extending theorisation in environmental communication. Existing theories for social and environmental accounting, such as stakeholder and legitimacy theory (Roberts, 1992; Lindblom, 1993; Deegan, 2002) need to be accompanied by other theoretical perspectives in order to capture a range of potential factors that could impact environmental communication practices. Such insights could provide a comprehensive understanding of environmental communication in different contexts.

Background Sustainability reporting is a relatively unregulated phenomenon in comparison to the legislation and norms regarding the reporting of financial information. With a broader spectrum of interpretation regarding how sustainability reporting should be executed, other factors beyond legislation and norms gets an impact on the application of reporting on sustainability. A comparison between state owned enterprises and publicly listed companies was done in this study with the goal of distinguishing the differences in the sustainability reporting. Purpose The purpose of this study is to examine and compare the sustainability reporting amongst state owned enterprises and publicly listed companies. Method The study is qualitative with a mostly deductive approach. The data was collected by doing a thematic content analysis on the chosen companies annual and sustainability reports. Conclusion Several essential differences in the sustainability reporting were identified and discussed in context to the theoretical frame of references.
Bakgrund Hållbarhetsredovisning är ett förhållandevis oreglerat fenomen om man jämför med lagstiftning och normer kring redovisningen av finansiella rapporter. Med ett större tolkningsutrymme för hur redovisningen av hållbarhet ska utföras, kan andra faktorer utöver lagstiftning och normer påverka utformningen av hållbarhetsredovisningen. En jämförelse mellan statligt ägda bolag och publika bolag genomfördes i denna studie för att undersöka vilka skillnader som förelåg i hållbarhetsredovisningen bland valda bolag. Syfte Studiens syfte är att undersöka och jämföra hållbarhetsredovisningen i statliga och publika bolag. Metod Studien är kvalitativ med en främst deduktiv ansats. En tematisk innehållsanalys av bolagens års-och hållbarhetsredovisningar gjordes. Slutsats Flera väsentliga skillnader i hållbarhetsredovisningen identifierades och diskuterades i kontext till den teoretiska ramverket.

Bakgrund: Rapportering av hållbarhetsfrågor är i dagsläget av frivillig natur i den svenska kommunsektorn. En pågående debatt har därför lyft frågan om huruvida kommuner borde omfattas av ett lagkrav på hållbarhetsrapportering. Den rapportering av hållbarhetsfrågor som sker idag skiljer sig mellan kommunerna gällande upplägg, innehåll och ambitionsnivå.    Syfte: Syftet med studien är att förklara omfattningen av och innehållet i svenska kommuners frivilliga hållbarhetsrapportering.   Metod: Studien är utförd med en deduktiv ansats och har en tvärsnittsdesign. Hypoteserna har utformats med ett eklektiskt angreppssätt. Sekundärdata har i huvudsak samlats in från årsredovisningar, vars kvalitativa data har kvantifierats genom en innehållsanalys.   Resultat: Studien visar att ett intresse för Agenda 2030, kommunens lokala redovisningsnätverk och kommunens val av revisionsbyrå påverkar mängden och innehållet i hållbarhetsrapporteringen. Ytterligare visar studien även att den politiska majoriteten har en viss påverkan på mängden hållbarhetsrapportering.   Kunskapsbidrag: Studien bidrar till den befintliga forskningen inom hållbarhetsrapportering genom att tillföra kunskap om vilka faktorer som påverkar hållbarhetsrapporteringen i den kommunala sektorn. I den svenska kontexten bidrar studien utöver att ge en uppdaterad bild av det empiriska läget även genom att addera faktorer som inte testats i den svenska kommunala sektorn.

The study shows the financial impacts on costs per student at academic module level, at departmental level, at faculty level, and at institutional level, thereby showing the effects of cross-subsidisation at all levels of management. The reports were developed in termsof the guidelines compiled in terms of Llewellyn's five levels of theorisation.

This chapter discusses the concept of sustainable banking and its importance in the aftermath of the recent financial crisis. Sustainability (or ‘sustainability development’) is conventionally understood as the simultaneous pursuit of three policy goals: environmental protection, social equity (and justice) and economic welfare. In the context of banking, sustainability includes aligning the financial system with sustainable development; standardizing sustainability reporting in the financial sector, and increased awareness of ‘green issues’ and a growing agenda insisting that commercial and financial activity — as well as national and local politics — have greater ‘respect for the environment’.

A concomitant of the corporate integration of sustainable development is that companies even make public reports about their relevant activity via communication channels, as they expect to see some short or long-term competitive advantages. This thesis focuses on the content and the audit of sustainability reports. Assessing the information content of these reports and trying to figure out if the producers of these reports can actually be considered socially responsible. The thesis gets a nearer view of the quality of the audit, based on the stakeholders’ preferences. The basis of the dissertation was the sustainability and corporate governance reports of the companies listed on the Budapest Stock Exchange. The research has led to prove that the audit of sustainability reports has an increasing relevance among the stakeholders, even though its audit cannot lead to reasonable certainty on the account of the complexity of the used data and the subjectivity of the opinions. Having analysed the sustainability reports published in Hungary, as a conclusion the audit of sustainability reports create value. It creates value, since reliable and authentic data are more likely to be integrated in corporate decisions. No sustainability results can be achieved without a reliable reporting system, which also has a multiplier effect. The external stakeholders, including primarily investors and analysis experts can rise to a higher level of trust and make better decisions in line with the company, in so far as they can have access to an audited sustainability report, along with the audited financial statement.

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.