"Safety in the Mix" is the theme that Frito-Lay's sales safety team developed to unify its multilayered operations. "Safety isn't something separate that you do," explains sales safety manager Pam Hermann. "You just incorporate it into the mix of what you're already doing."
That's just one idea that any company of any size could pick up and run with. The same can be said of many of Frito-Lay's innovative pre- and post-loss programs.
The point: What drives improvement at Frito-Lay is not a bottomless budget; it's people and ideas, and every company has enough of those. Hermann, along with Keith Reynolds, vice president of risk management, and Tom Jacob, director of operations safety, offer advice for companies to impact their workers' compensation and risk management programs.
"You first of all have to have some vision of where you want to go," says Jacob. "Some sort of rallying cry that people can wrap themselves around."
"The buy-in is absolutely critical," adds Reynolds. "You're not going to be successful if you don't have senior management buy-in. They've got to be able to connect the dots. They've got to understand the benefits the company can derive from investments in safety, and investments in a workers' compensation post-loss program."
Reynolds also notes that the intangible or indirect savings that can't be measured are "five times the savings we get out of the workers' compensation post-loss programs."
But it all gets back to having a plan of how to get there.
"That's it," says Reynolds. "If someone can get in there and articulate a vision, articulate the benefits that the corporation can derive from investing in safety and investing in an effective post-loss program, then develop the tactics and the strategy on how to get there--it would be phenomenal."
November 1, 2006
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