Strategic Partnerships are Based on Shared Values

Not just jobs for the men! We continuously seek unique opportunities strategic Partnerships are Based on Shared Values act upon them at every level in the organisation.

We promote intelligent risk taking when the potential rewards are great. We make it safe for our managers to fail occasionally as a learning process. We encourage our people to participate in the risk and rewards of the business by putting their net worth at risk through taking equity stakes in the business. We instil ambition and aspire for high standards of success. We shape our ambition through inducting a unique point of view of the future of our businesses. We embed the desire to achieve that which seems beyond our grasp. We demonstrate discretionary effort and passion for doing more than expected.

We understand and respect our customers’ and suppliers’ needs. We strive to develop positive and long-term relationships with our customers and suppliers. We endeavour to achieve high customer and supplier satisfaction. We show respect for each other and our points of view through responsible, open, 2 way communication. We value the diversity among our colleagues in style, language and talent.

Strategic Partnerships are Based on Shared Values

We actively share information and ideas in a boundary-less manner regardless of business unit or self interest. We encourage widespread participation in our decision making process. We always strive to do the right thing. We are committed to fostering sustainable and responsible business practices.

We promote ideas, projects and people based on merit in an objective and unbiased way. We demonstrate an ownership mindset in everything we do. We show an intensity to win. We deliver on our role and responsibilities. We make and deliver on commitments. We set high standards for execution excellence through continuous improvement. We strive to organise to get things right the first time.

2018 Olam International All Rights Reserved Co. Enter the characters you see below Sorry, we just need to make sure you’re not a robot. The Secrets of Great Groups, by Warren Bennis – “In short, despite their differences in style, the leaders of Great Groups share four behavioral traits. Mar 2004 briefing by Pattillo, Office of Force Transformation – includes references to competencies — two interesting slides are after the Questions? Training – “We help high performing supervisors, managers and executives and their agencies on their leadership journey. Honor: Live up to all the Army values.

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Integrity: Do what’s right, legally and morally. Project-Team Leader Development, from Los Alamos National Lab’s Leadership Center — addresses the 15 competencies in their Leadership Competency Model. Strategy is about Ends-Ways-Means and is well understood. On-the-job development is maximized by a series of 18-24 month assignments. Team leadership is a key skill since work happens in siloed teams. Leading change is all about the 8-step change model.

Innovation is about teaching leaders to think creatively. Connections between private sector cases and the military are easily seen by military leaders. Return on investment is a key metric for courses. There is one universal leadership model. Outstanding leaders lead from the front. All leaders need to be adept at strategic communications, especially media relations. Participating in the war of ideas is essential.

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Effective leaders must design and conduct outreach to help form opinions within the public sector. The group very strongly recommended against any retrenchment in outreach efforts by either civil government or the military. All organizations and careers function on 3 levels. It describes priorities for the 2003-2008 timeframe and presents a results-based business case that explains OSHA’s return-on-investment to the American taxpayer. The plan serves as a mechanism for communicating a shared set of expectations regarding the results that OSHA expects to achieve and the strategies that it will use. By presenting the planning elements that are essential for communicating long-range direction to stakeholders and employees, this document answers the key question, “What results will OSHA strive for during the next five years, and what adjustments does OSHA need to make in order to achieve them? DOL plays a critical role in the health and welfare of American workers, job seekers and retirees by improving working conditions, advancing opportunities for profitable employment, protecting retirement and health benefits, helping employers find workers, and tracking changes in economic measurements.

OSHA plays a critical role in supporting the DOL Quality Workplaces goal by carrying out programs designed to save lives, prevent injuries and illnesses and protect the health of America’s workers. Fostering relationships with other agencies and organizations in order to address critical safety and health issues. Consistent with the Department of Labor’s emphasis on managing for results, the OSHA Strategic Management Plan, focuses on serious hazards and dangerous workplaces. Regarding administrative initiatives, DOL is in the process of implementing the President’s Management Agenda.

Incorporating e-government opportunities into its enterprise architecture. OSHA’s mission is to promote and assure workplace safety and health and reduce workplace fatalities, injuries and illnesses. OSHA, along with its valued state partners, achieves its mission through various means, including workplace enforcement of applicable laws and regulations, inspections, consultation services, compliance assistance, outreach, education, cooperative programs, and issuance of standards and guidance. In order to increase its effectiveness, OSHA collaborates with a variety of organizations interested in occupational safety and health. By accomplishing this mission OSHA saves lives, enhances the quality of life of working men and women and contributes to the economic vitality of the nation.

Although this plan in its entirety conveys the OSHA vision for the next several years, the following vision is included to summarize what OSHA expects to accomplish by implementing its strategic goals. American businesses, workplaces and workers’ lives. In developing its strategic direction and goals, OSHA first conducted a comprehensive analysis of the agency’s external and internal situation. This process involved analyzing the national occupational safety and health landscape and examining past, present and future trends and issues. The analysis also included an assessment of OSHA’s current programs and strategies to determine if new or different priorities were appropriate. Challenge 1: OSHA oversees a large and diverse population of employers and workers. Safety and health hazards exist in varying degrees and forms throughout the population.

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Some occupations and industries, such as construction and manufacturing, are inherently more hazardous than others. At the same time, less obvious hazards, such as injuries caused by ergonomic factors and exposure to dangerous substances, pose subtle but serious threats in a wide cross-section of occupations and industries. The American workforce has changed in significant ways over the past several decades. It is more diverse in terms of age, gender, race and nationality. The products of labor are increasingly services rather than goods. A smaller percentage of workers are employed in large fixed industries, and higher proportions are employed in small firms, temporary jobs or at home.

More work is now contracted, outsourced and part time. We can expect to see a greater percentage of youth and older workers in the workforce. In the next decade, the youth population, ages 16 to 24, is expected to increase as a share of the workforce, the 25 to 54 age group is expected to decline, and the 55 and over age group will grow the fastest. 80 percent of young people are employed at some point before they leave school. Immigrant and “hard-to-reach” workers and employers are also becoming more prevalent. Many immigrants are less literate, unable to read English instructions, and work in some of the most inherently dangerous jobs. Hard-to-reach workers and employers include youth workers, employees who work at a single location for only a few days before moving to a new location, temporary workers, and small business owners.

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Each year, more workers die in the construction industry than in any other sector. The construction fatality rate is three times that of general industry and remained virtually unchanged from 1992-1999 before dropping in 2000. This situation, complicated by a hard-to-reach employer and employee population, presents unique challenges for OSHA that call for new strategies. In addition, within several high-fatality rate industries, the most serious risks include workplace violence and motor vehicle accidents, two areas that OSHA has not traditionally addressed.

More specifically, workplace violence and motor vehicle accidents are two of the top three causes of death, accounting for 45 percent of occupational fatalities. Motor vehicle fatalities are generally covered by the Department of Transportation. Workers face a broad range of emerging health and safety issues that need to be considered as OSHA establishes its future direction. With respect to health, this includes emerging threats from occupational asthma, mixed exposures to new combinations of chemicals and exposures to ultra fine particulates, including asbestos and man-made vitreous fibers. Emergency preparedness is also a prominent issue that will require attention and resources.

The agency was extremely successful in its response to the attacks on September 11, 2001 and the anthrax incidents. OSHA provided safety and health support for first responders, rescue and recovery operations and cleanup operations in hazard evaluation, monitoring and decontamination. Additional activities are already underway to improve OSHA’s readiness. The situational assessment identified a critical internal issue regarding the need to enhance OSHA’s overall “intelligence capabilities.

Specifically, OSHA needs to understand the effectiveness of its programs and strategies and must be able to identify and respond to emerging trends. Meeting these needs will involve developing an improved analytical infrastructure with access to timely and accurate data and appropriate analytical tools. OSHA is comprised of a workforce of more than 2,300 dedicated federal employees, including more than 1,100 inspectors. Since the development of its last Strategic Plan, OSHA’s programs have expanded to include an emphasis on compliance assistance and cooperative programs, such as partnerships and alliances, and a significant increase in recognition programs. The expansion of these programs is a recognition among safety and health professionals of the need to expand prevention efforts and focus attention on root causes of persistent problems. Programs for ensuring and improving workplace safety and health are highlighted in Table 1.

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OSHA conducts a strong, fair and effective enforcement program that includes inspecting worksites and issuing citations and penalties for violations of health and safety standards. Priorities for inspections include reports of imminent danger, fatalities and catastrophic accidents, employee complaints, investigation of whistleblower activities, referrals from other government agencies and targeted areas of concern. Through the states, OSHA offers a free consultation service, targeted at small businesses in high-hazard industries, that assists employers in identifying and correcting workplace hazards and establishing safety and health management systems. These programs promote effective safety and health management and leverage the agency’s resources to share safe and healthy best practices. OSHA develops and provides a broad array of compliance assistance programs, outreach and assistance products and services, education and training materials and courses that promote occupational safety and health. To help employers and employees better understand their obligations, opportunities and safety and health issues, the agency provides services including education centers, 1-800 number assistance, interactive e-tools and an extensive website. OSHA develops and disseminates a wide range of guidance and standards that contribute to the occupational safety and health community, and the knowledge and awareness of employers and employees.

While there is always room for improvement, OSHA’s programs have served the nation well. Since OSHA was established, occupational fatality and injury rates have declined dramatically. DOL and OSHA remain committed to protecting workers. Over the past several years however, the Department and OSHA have taken a more balanced approach to the mission of safety and health, recognizing that the vast majority of employers take their responsibility to provide a safe and healthful work environment very seriously.

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OSHA will continue to build on this balanced approach. Focus OSHA resources in the areas that provide maximum return-on-investment. OSHA possesses substantial capabilities that have been developed and refined over many years. Given the large number and variety of workplaces, the agency must strengthen its strategic surveillance capabilities to identify the most significant safety and health risks, determine what is causing them and implement appropriate programs to minimize the risks. Effective management and implementation of workplace safety and health programs add significant value to individuals and companies by reducing both the extent and the severity of work-related injuries and illnesses.

Strategic Partnerships are Based on Shared Values

Where these practices are followed, injury and illness rates are significantly less than rates at comparable worksites where implementation is not as comprehensive. OSHA’s effectiveness in carrying out its national leadership responsibilities requires that the agency is widely respected and seen as technically competent, innovative and “leading the charge” in improving workplace safety and health. OSHA’s Strategic Management Plan was developed within the overall framework of the Department of Labor’s Strategic Plan. These two goals set specific targets for significant reductions in fatalities, injuries and illnesses over the plan’s period. To better demonstrate the linkage between its activities and the very broad outcomes of reducing fatalities, injuries and illnesses, OSHA will also track results in specific priority areas over the planning period. These OSHA areas of emphasis will be analyzed and revised each year based on the results of operations and new issues that demand attention.

The areas of emphasis for FY2003-2004 are illustrated below in Figure 2. In order achieve the preceding targets, OSHA has established three specific supporting goals to guide its efforts over the next several years. Maximize OSHA effectiveness and efficiency by strengthening its capabilities and infrastructure. The OSHA goals presented on the following pages include performance targets that align with DOL performance targets and strategies that explain how OSHA will achieve them. Strategies for the first two goals follow the “plan-do-review” pattern illustrated below. The third OSHA goal focuses on internal issues, elevating some pressing management and operational challenges to a strategic level.

Strategic Partnerships are Based on Shared Values

OSHA’s success, in many respects, depends on one-to-one interactions with employers and their employees. These interactions include inspecting workplaces, consulting with employers and providing assistance, training and recognition programs. Direct interventions are designed to address unsafe and unhealthful working conditions. OSHA relied on a long-term set of priorities developed for the last Strategic Plan. In order to achieve the targeted reductions in fatalities, injuries and illnesses cited earlier in this plan, OSHA will adopt a more dynamic approach for identifying and targeting sectors and hazards that require direct interventions. The FY2003-2004 areas of emphasis are shown in Figures 2 and 3. These priorities will be re-assessed, adjusted as necessary, and communicated each fiscal year.

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The specific strategies for adopting a more dynamic targeting approach and implementing it are presented on the next page. Percent reduction in injury and illness rates for cases involving days away from work at worksites receiving direct intervention. Strategy 1-1: Improve targeting to maximize the impact of direct interventions. Annually analyze data to identify best targets for direct interventions. Annually communicate priorities and effective intervention approaches.

Strategy 1-2: Reduce hazards by intervening at targeted worksites. Inspect worksites that experience fatalities, employee complaints, high injury rates, etc. Provide consultation services to high hazard worksites. Increase participation of high-hazard worksites in recognition programs. Strategy 1-3: Improve effectiveness of direct interventions.

Analyze results and effectiveness of direct interventions to determine their impact on fatality, injury and illness rates. Identify and implement adjustments, including targeting new areas that will increase the impact of direct intervention activities. Analyze the effectiveness of guidance and standards and identify needed changes. Promote a safety and health culture through compliance assistance, cooperative programs and strong leadership. All OSHA programs are designed to reduce fatalities, injuries and illnesses, but the approaches differ depending on the circumstances and nature of the underlying cause of the problem.

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Direct interventions achieve the outcomes by engaging in one-to-one relationships with employers and employees. Direct intervention will always be necessary to ensure workplace safety and health. Develop a plan to promote systematic approaches to safety and health in American workplaces. Develop a plan to increase OSHA staff’s compliance assistance skills and abilities. Improve collection, tracking and analysis of information in these areas. Increase the skills and abilities of OSHA staff in areas of compliance assistance and systematic approaches to safety and health.

Increase relationships with organizations that represent safety and health best practices. Increase OSHA’s impact on ergonomics in the workplace by working with national advisory committee on ergonomics, leveraging outreach and training courses, issuing ergonomics guidelines and creating partnerships and alliances. Analyze the results and effectiveness of compliance assistance, cooperative programs and leadership efforts to assess their impact on fatality, injury and illness rates. Identify and implement adjustments, including targeting new areas and developing new training, that increase the impact of consultation services, compliance assistance, cooperative programs and leadership activities. Success in achieving the preceding goals requires OSHA to monitor and respond to events in a rapidly changing world.

The situational assessment revealed a number of opportunities to strengthen aspects of OSHA’s internal operations. Develop a business plan for improving intelligence capabilities. Develop a plan to improve OSHA’s impact on occupational health. Complete a human capital assessment and make recommendations for action. Percentage increase in the number of staff who had or are currently receiving certification training. Perform annual review to determine effectiveness, benefits and burden of current standards.