Establishing a World Class Safety Culture

Brough, Dr. Colin*; Gartman, W. Richard
(Tokyo Electron Europe Ltd, Crawley U.K / Tokyo Electron America Austin, Texas)

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Tokyo Electron Ltd has a well-established set of 7 core values that have guided the company’s development for nearly 40 years. In 1999 there was a growing realisation of a gap between TEL’s management of Environmental Health and Safety and customer expectations, particularly from customers recognised as world class leaders. Following this ‘wake up call’ TEL’s corporate management concluded that EHS was of such significance to the longer term future of the company that it must be considered as a core value in its own right. In 1999 Safety, Health and the Environment became the 8th core value for the company. This presentation looks at the change management process that has allowed TEL to incorporate the health & safety aspects of this new corporate value within its overall culture and work towards achieving a world class safety culture. In particular it will look at: – · How the program was launched, delivery and key messages. · Use of a model for safety management (usually attributed to the Du-Pont Company) that integrates Management Commitment, Organisation, Training, Safety Support, Continual Motivation and Results into a systematic approach. · Measuring success, what does world class safety mean. Use of organisational questionnaire, assessment matrix and accident statistics for benchmarking. · Key challenges, the need for partnership. Vendors and customers working as a safety team.

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