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Health—Programs & Actions
Industrial Hygiene Assessments
Our comprehensive health risk assessment program addresses both qualitative and quantitative components. For the qualitative assessment, our locations must identify and describe all of their workplace health risks. The quantitative component measures and quantifies the risks identified and is continually updated. This provides a dynamic measure of the continuous state of known and unknown risks within Alcoa.
Our goal is to have 100% of our locations completing the qualitative assessment and to achieve at least 95% on quantitative assessment across the company. In 2006, we reached 100% and 90%, respectively. In 2007, our progress in these respective areas was 100% and 86%. The drop in quantitative completion in 2007 is due to the first-time inclusion of data from several acquisitions made in Russia and China since 2005; the ongoing identification of new risks; and the reassessment of existing risks because of shift-length adjustments or the lowering of occupational exposure limits.
Achieving and sustaining target-level performance on the quantitative component represents a significant challenge. We do require newly acquired locations to complete these assessments quickly—typically within one year—so that appropriate risk reduction plans can be developed and initiated.
Performance data
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Chemical and Noise Reduction Initiatives
Any location within Alcoa that identifies a chemical or noise risk is expected to use engineering solutions, work practice controls, or other safeguards and countermeasures—personal protective equipment, medical surveillance, etc.—to control that risk.
We have set corporate goals that incrementally move us toward the root-cause elimination of chemical and noise risks. In other words, our long-term focus is not to rely only on layers of protection, such as personal protective equipment, to manage the risk, but to eliminate the inherent risk if feasible.
With respect to chemical exposures, our approach has been to track the reduction in the number of all chemical risks that exceed Alcoa standards from fixed reference points (base years). Over three successive goal cycles—from 1999 through 2005—we experienced a cumulative global reduction of 87% in the number of chemical risks against a cumulative target of 60%.
We use the same risk-reduction approach for noise exposures, achieving a 43% cumulative global reduction in magnitude for the top 10 noise exposures between 1999 and 2005 compared to our target of 40%. In 2006, we expanded the focus to include all noise risks.
During 2006, we also added another dimension to the way in which we assess the impact of chemical and noise reductions. In addition to tracking reduction in number and magnitude of exposures, we also began tracking the number of employees who, through various control strategies, no longer work in areas with noise or chemical exposures that exceed our defined occupational exposure limits (OELs).
By the end of 2008, our target is to have a 20% reduction in the number of employees in such similar exposure groups from a 2006 baseline. Through the end of 2007, we had 4,568 (12%) fewer employees work in areas with exposures above the OEL for noise, and 3,830 (15%) fewer employees work in areas with exposures above the OELs for chemicals, as compared to the 2006 baseline.
While these data indicate satisfying progress during the referenced goal cycles, several key challenges exist. Through the voluntary establishment of certain Alcoa-specific OELs for critical chemicals—which are typically more stringent than prevailing governmental limits—as well as the promulgation of new governmental limits in some countries and regions, new groups of employees sometimes are identified as working in areas with exposures exceeding the newly defined OELs. This potentially prolongs our long-range effort to eliminate all employees from overexposure areas.
As newly established OELs become increasingly lower, additional strategies are often necessary to control to these limits. This may require significant adjustments in work practice controls, personal protective equipment, and/or capital outlay. The implementation of these additional control strategies requires engagement of all relevant business unit stakeholders as well as the unions.
Our hearing conservation efforts have been strengthened through our active involvement in testing and piloting new hearing protection and personal dosimetry technologies. An increasing number of locations are either implementing or evaluating these newer approaches.
Our overall reported annualized incident rate of new work-related hearing shifts was 0.42% at the end of 2007, against a target of 1%. This is a slight increase as compared to the year-end 2006 rate of 0.33% and is attributed to normal population data fluctuation and an increased focus on the identification and reporting of such incidents. The year-end 2007 rate represents a 29% reduction (versus the year-end 2005 goal of 25%) from the year-end 2003 annualized rate of 0.59%.
Performance data
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Occupational Medicine
The availability of occupational medicine services at all Alcoa locations, regardless of size, remains a cornerstone of our strategy for achieving our ideal state.
At its core, occupational medicine is about preventing work-related illnesses and injuries. Its scope spans work-related injury and illness medical care to employees, screening and surveillance examinations for employees who are at increased risk of adverse health issues related to workplace exposures, and health promotion and protection.
Our goal is to ensure that every location has access to capable, well-credentialed health care providers to assist in effective implementation of our health standards and meet our established target of 100% completion of all required annual medical evaluations.
With the increasing globalization of our operations, significant challenges exist in gaining a complete understanding about the medical delivery systems—both for occupational medicine services as well as the healthcare system at large—in the countries and regions in which we operate. This understanding is necessary for the proper and successful implementation of our required occupational medicine programs and integration with the local healthcare infrastructure. To achieve our objectives, novel partnerships are sometimes necessary, and continuous training and assistance is offered.
In 2007, 98% of our locations had an established occupational medicine program, and 90% of the required medical evaluations were completed—a decline compared to the year-end 2006 completion rate. One factor contributing to this downward trend was the first-time inclusion of performance data from several acquisitions, demonstrating the inherent difficulty in transitioning from the former practice model at these locations to Alcoa's high standards and expectations. We continue to work diligently with these new acquisitions to reach full integration and compliance with our standards.
Performance data
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Ergonomics
Ergonomics seeks to reduce strains, sprains, and long-term muscle and tendon problems—conditions that affect quality of life—by designing work requirements to meet the abilities of the person.
We have a very aggressive training program, and our locations use an ergonomic assessment tool to identify, quantify, and prioritize their ergonomic risks. They then deploy a root-cause elimination strategy to control these risks. This includes the implementation of engineering controls, which reduce the risk of ergonomic injuries.
The strategy also involves the redesign of work according to Alcoa Business System principles, and some of this redesign leads to simple, low-cost solutions that also eliminate significant costs and improve productivity. Other solutions involve sophisticated technology, such as advanced motion capture systems to analyze employee movement in relation to specific tasks. Best practices and other information are shared globally.
During an initial control target period spanning from 2004 to 2006, our locations achieved 52% control of all significant ergonomic risks against a very ambitious goal of 50%. In addition, the proportion of recordable injuries and lost workday cases worldwide that are flagged by the location as being ergonomic-related has been steadily decreasing. Between 2002 and 2007, the proportion of all recordable injuries that were ergonomic-related went from 32% to 19%, a 41% decrease. The proportion of lost workday cases due to ergonomic issues went from 36% to 26%, a 28% decrease.
Beginning with 2007, we established a new goal for ergonomic risk control. Each location or business unit identifies a set of ergonomic risks they want to control, with the expectation that 100% of these targeted risks will be controlled by year-end 2008. This approach provides the businesses with flexibility to focus their ergonomic efforts where they are most needed. It also broadens the previous focus on significant ergonomic risk control to include many other important initiatives that will contribute to the reduction of ergonomic-related injury. Through year-end 2007, we had achieved 46% control across all reporting locations.
Future goals related to ergonomics will necessarily require flexibility for the business units to address their unique risks while simultaneously driving toward an overall company reduction in ergonomic-related injury and illness. Setting a unified corporate target represents a significant challenge given the diversity of identified risks, the various stages of evolution of location-level ergonomic efforts, capital considerations, and more.
Performance data
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Heat Stress Management
Employees who perform demanding work, work in hot environments, or wear protective clothing may be at risk for heat-related illnesses.
For years, Alcoa has maintained a comprehensive heat stress standard and management system to prevent such illnesses. In 2007, this standard, along with its companion documents, underwent complete review and updating to further enhance its effectiveness.
The standard outlines the required heat stress management programs for affected locations. Specific issues addressed include the following:
- Exposure assessment;
- Basic practices (training, fluid replacement, first aid, incident investigation, medical evaluation, and treatment process);
- Additional practices (written heat stress program, medical surveillance, engineering and administrative controls, personal protective equipment, and program effectiveness audits);
- Potroom practices; and
- Extreme heat stress practices
Creating a Culture of Health
One of our core objectives is to prevent illness and injury, as well as enhance and sustain the overall health and well-being of all Alcoa employees, by understanding risks both on and off the job.
Through a relationship with Yale University's Occupational and Environmental Medicine Program, we sponsor research to identify correctable causes of injury and chronic disease and create a culture of health. In recent years, these research activities have focused on the following broad areas, which increasingly extend beyond a single organizational boundary of interest:
- Factors associated with injury;
- Factors associated with chronic disease;
- Factors associated with absenteeism;
- Benefits design;
- Flags for early hearing loss; and
- Factors associated with disability.
To facilitate effective translation of research findings into policies that foster a culture of health throughout the enterprise and align with business goals, an internal Alcoa Health Research team was formulated to work closely with our external Occupational and Environmental Health Advisory Council. This team also provides counsel for effective communication and knowledge transfer.
In addition to the research component of our health initiatives, we have had efforts underway since 2001 to address recognized health risks. An initial round of targets went into effect at that time and focused on establishing employee assistance program (EAP) services and location-specific health promotion activities. There continues to be sustained deployment of these initiatives globally. Through 2007, 96% of established global locations had EAP services, and 97% had health promotion activities against targets of 100% for each.
Building on our foundation in EAP and health promotion, all locations are required to make available annual influenza vaccines to employees who desire to receive one. Through the end of 2007, 95% of global reporting locations had instituted this initiative. Our locations are also required to identify resources for smoking cessation assistance and adopt no-smoking strategies, including a declaration that their location would be smoke-free no later than the end of 2006. Through the end of 2007, 94% of established global locations had a plan in place to achieve these objectives.
We will continue our assessments of local and regional health issues so that appropriate future interventions can be tailored accordingly. These initiatives rely on the most efficient combination of community and company resources. Local workforce, community expectations, and cultural relevance dictate the specific type and nature of the initiatives at any given Alcoa location.
Specific programming is further guided by internal efforts to understand the root causes of adverse health that may be amenable to intervention.
Performance data
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Management of Chronic Illness
Alcoa maintains a worldwide health standard that enables and supports employees living with chronic diseases, including life-threatening and transmittable diseases like HIV/AIDS, to continue to pursue active careers. The employees must be physically capable of working, able to perform their assigned duties in an acceptable manner, and not presenting a direct threat to the health and safety of themselves or others at work.
Reasonable accommodations to the physical needs of such personnel are made on a case-by-case basis and, at a minimum, will meet all applicable legal requirements. The standard also addresses issues of reasonable accommodation, coworker education and counseling, and confidentiality.
Our commitment also extends into the community. Between 1990 and 2007, Alcoa Foundation invested approximately US$400,000 for HIV/AIDS programs around the world.
Health and Safety Management System
Over the years, a comprehensive framework for continuous improvement efforts has evolved into what is today known as the Alcoa Health and Safety Management System. This system is used to proactively manage health and safety at all Alcoa locations.
Each location has various task, department, ad hoc, and other committees to develop and implement health and safety programs based on the location's strategic health and safety plan. These leadership groups include a cross-section of personnel from the facility.
Our health and safety management systems include recording and notification of occupational accidents and diseases. Our internal standards meet, and in many cases exceed country legislative requirements. Our practices are consistent with the International Labour Organization (ILO) Code of Practice on Recording and Notification of Occupational Accidents and Diseases.
The Alcoa Health and Safety Management System is currently being integrated into the Alcoa EHS Management System to conform with ISO 14001 and OHASA 18001. This initiative will further strengthen our EHS management initiatives in such key areas as roles/responsibilities and action plans focused on root causes with aggressive closure timelines.
Case Studies
 Award-Winning System Helps Monitor Employee Health
Integrating Alcoa's EHS Standards, Culture into New China Facilities
Alcoa Employee Finds Cutting Edge Ergonomic Solution
Alcoa Solution Solves Long-Standing Ergonomic Issue
Asbestos Removal Technique Increases Protection, Reduces Costs
Bringing EHS, Sustainability Awareness to the Community
Employee Wellness Program Focuses on Happy, Healthy Hearts
Keeping Schoolchildren Safe and Healthy in Guinea
Primary Focus on Safety Nets Significant Improvements
Protecting Employees through Better Chemical Management Practices
Serving as an EHS Benchmark
Structured Approach to Attaining EHS Goals
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