Establishing high standards and clear expectations. Actively structure and visibly lead the management of safety efforts. Define the responsibilities of each level of management. Make safety the first topic at department meetings. Ensure the necessary resources, such as training programs and protective equipment, are provided and utilized. Participate in regular safety audits. This can include anything from formal audits, to participation in safety meetings or area tours, to informal contacts with employees. Review injuries and incidents with an emphasis on root causes and prevention of future injuries. Follow up on corrective actions. Set clear objectives for safety performance and the actions needed to support the effort. Focus on continuous improvement. Make active leadership of safety a key element of performance evaluation. To maintain this standard, we nurture a safety culture characterized by five key elements:

All Injuries are Preventable

All injuries and occupational illnesses are preventable. All employees are required to subscribe to and actively support this principle. About 95% of all injuries are the result of unsafe acts. The other 5% results from unsafe conditions, which people also have control over. Employees must be trained in the fundamentals of safety that apply to their job functions and to recognize unsafe acts and conditions in the workplace. All exposures can be prevented or safeguarded. Necessary protective equipment must be provided and utilized. To help prevent future injuries, all injuries and incidents, including near misses, must be reported and investigated and corrective action taken.

Safety is Good Business

Safety is the first requirement in how we carry out our activities. At Bayer, safety is an integral part of corporate competitiveness because: Illnesses and injuries involve significant costs, the highest of which is human suffering. The discipline needed for good safety management fosters good management of the overall business. We hold as a fundamental value the need to maintain work environments where employee health and safety are the highest priorities.

Management is Accountable

Management at all levels is accountable for preventing occupational injuries and illnesses and must actively participate in managing safety. Demonstrated safety commitment and achievement are key criteria for evaluation of leadership. Every manager, supervisor and employee is responsible for everything that happens in his or her area. Managers must solicit input on safety issues, take action when needed and ensure that appropriate feedback is given. Managers must participate in the process of reviewing injuries and incidents with the goal of preventing recurrence. Safety must be integrated into the way we operate our businesses and be managed as a key element of performance. It is not a separate activity. Injury statistics are only one measure of a manager’s safety performance. Other elements include leading by example, active leadership and auditing of safety programs and frequent contacts concerning safety matters with department personnel.

Employees are the Key

At Bayer, safety is a condition of employment. Each employee and contractor is responsible for working safely, for knowing and following safety rules and for being attentive to the safety of others. Safety, as a condition of employment, establishes the requirement that all employees know and follow safety rules and procedures and support the principle that injuries are preventable. It does not imply punishment for sustaining an injury. The role of discipline in safety is to prevent future injury to the employee and his or her co-workers. Contractors must be trained in site safety standards and are required to obey site rules and procedures. Involvement of all employees in workplace safety programs is essential for developing commitment and awareness.

Safety Must be Managed through a Structured Process

Each site or business unit must have a process for managing safety that actively involves every employee in a structured program of safety meetings, training, audits, incident investigations and other elements. Off-the-job safety is important and should be promoted as part of site programs. Safety is a line responsibility. The top manager at a site is its chief safety officer. Each site’s structured safety program is led by a central safety and health committee chaired by the site manager. Sites should develop and implement their own safety programs within the general framework noted above. Sites should establish a few site-specific “cardinal rules” to address potential life or business-threatening situations. Cardinal rules must be uniformly communicated and enforced. Corporate and site safety professionals are available to help develop, implement and monitor safety programs. The Continuous Improvement Process is an excellent vehicle for identifying the need for and implementing safety improvements. Through our Product Stewardship Program, Bayer continuously communicates health, environment and safety information to our customers. If you handle materials defined as highly hazardous by OSHA (reference 29 CFR 1910.119), you may be subject to regulations governing their use. The regulation contains process safety management “requirements for preventing or minimizing the consequences of catastrophic releases of toxic, reactive, flammable, or explosive chemicals.” Consultants who work in the field of process safety management are one possible source of such information. Bayer does not endorse or recommend any particular consultant or in any way suggest that consultants are your only source of information. Bayer encourages its customers to exercise caution in the selection and use of any consultant and to carefully evaluate them prior to engaging their services. For information concerning the publication “Managing Chemicals Safely, Putting It All Together”, please contact the EPA Emergency Planning and Community Right-to-Know Information Hotline at 800-535-0202. For the most recent version of the publication “Preparing for Emergency Spill Response”, please contact Pollution Engineering magazine or Cahners Publishing Company and refer to their article published January 1995.