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The Concept is surprisingly simple: to apply the well-developed principles of organizational culture change to occupational safety and health. Instead of concentrating on the technical aspects of safety - equipment and its use - the idea of culture change is to address the hidden beliefs, norms, and assumptions that govern the people side.
Client Results are impressive. For instance:
- General Motors reduced its injury and illness rates by 85% in the past eight years.
- A General Electric steam turbine plant reduced accident rates by 76% from 1994 to 1998.
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At Lawrence Livermore National Laboratories, 600 maintenance workers slashed occupational injuries by 80%, saving a documented $3 million since 1990.
What do these companies have in common? They set out systematically to change their culture, using the CCC safety culture change process, which has protected the lives and livelihood of millions of workers in hundreds of plants worldwide.
Changing Culture is Hard Work. The good news is that it brings long-term beneficial results - not just quick fixes - and not only in safety, but also in quality, productivity, and the unquantifiables like teamwork, union-management relations and healthier norms.
The culture change process alone does not bring about the improvements -- our people do. Our consultants are all senior change agents, not wet behind the ears, nor cut from the same mold: their experience, like their individual strengths, make it work.
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