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Key ChallengeChemical Exposure Control
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To achieve our ideal state of zero work-related illnesses and injuries and improved health and well-being for all employees, we strive to identify and quantify health risks in the following categories:
- Chemical, physical, and biological agents present in Alcoa locations from our manufacturing processes, operations, or products;
- Work-related injury that may be triggered or exacerbated by non-workplace factors; and
- Acute and chronic disease that may be associated with, or impacted by, workplace factors.
With the health risks identified, we systematically eliminate or control the identified risks through a balanced scorecard approach to planning. We establish and track long-term and incremental targets to quantitatively monitor progress toward achieving our stated goals and the ideal state. Global cross-functional lead teams are commonly established to comprehensively address specific target areas, such as ergonomics.
Establishing targets involves a months-long iterative process with the appropriate business unit leadership and key internal corporate stakeholders, and with consideration of inputs from external stakeholders. This is all done in the context of strategies to achieve the articulated long-range goals.
This process is initiated nearly a year in advance of a new scorecard cycle to allow sufficient time for careful consideration of various options. Progress toward prior scorecard cycle targets is analyzed to understand what interventions were most effective. Metrics selected are typically those that focus on risks that:
- Are most pervasive throughout our locations;
- Have been identified as potential markers of significant contribution to injury and illness rates;
- Are harbingers of future risk; or
- Support a key Alcoa value or objective.
A mix of lagging and leading indicators is used to broadly assess the impact of control strategies. In 2008, the International Aluminium Institute’s Health Committee developed industry-wide metrics for certain health endpoints of interest and relevance to the global aluminum industry with input from Alcoa and other aluminum companies.
These metrics, and the associated guidance, were communicated throughout the industry, and a pilot phase was launched. It is anticipated that full assimilation of these metrics will take several years, after which inter-company comparisons and benchmarking based on the data would be available. Currently, the metrics are influencing the scope of Alcoa-specific metrics addressed.
As our targets have matured over the years through successive goal-setting cycles, the projected contribution of individual business units to the attainment of overall corporate targets has evolved from a more uniform expectation of contribution in the mid-1990s to a more individualized approach in recent years. Depending on the specific risk profile within a given business unit and prior success in controlling such risks, very detailed discussions ensue between corporate environment, health, and safety (EHS) and that particular business unit to arrive at mutually agreeable goals in relation to corporate aggregate targets. Global cross-functional lead teams are commonly established to comprehensively address specific target areas, such as ergonomics.
Our corporate health group is responsible for developing company-wide health policy, strategies, and periodic balanced scorecards with input and approval from Alcoa’s Environment, Health, and Safety Council. The EHS Council, which has representation from each of the main business unit groups, as well as other key corporate stakeholders (audit, legal, services), also serves as a liaison to Alcoa’s Executive Council.
An approved health strategy is communicated to the Alcoa business units, which are accountable for deployment at the plant level and can draw upon global service centers and regional expertise for assistance. The corporate health group assists in facilitating implementation and maintains global networks to assure best practice sharing, technology transfer, and continued sustainability.
The economic imperatives thrust upon us by the financial crisis of 2008 have forced us to reevaluate our planned goals and initiatives for 2009 and beyond. Continued commitment to Alcoa’s core EHS value is unwavering during these difficult times. We have, however, used this situation to carefully revisit the efficiency and manner with which we manage certain ongoing activities, such as industrial hygiene sampling and medical evaluations. Identification and planning for control of health hazards will continue to be stressed in 2009 so that when the economic situation improves, our locations will be able to act quickly and efficiently.
2020 Framework Health Goals
| Target | Metric | Progress Achieved Through Year-End 2008 |
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Elimination of occupational illnesses and injuries
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Zero fatalities
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5 fatalities
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Zero lost workday rate
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0.12 lost workday incident rate
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Zero total recordable injuries
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1.34 total recordable incident rate
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From base year 2006, achieve at least a 20% reduction in the number of employees requiring protective measures against unacceptable noise levels by 2008
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22%
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From base year 2006, achieve at least a 20% reduction in the number of employees requiring protective measures against unacceptable workplace exposure to chemicals by 2008
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35%
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Culture of health
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Number of employees participating in culture of health initiatives
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97% of established locations had health promotion activities (We currently do not aggregate employee participation data at the corporate level.)
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