Johnson & Johnson's Health and Wellness Program
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Safe Fleet Program Contd...
To overcome this problem, in January 1997, J&J introduced the 'Safe Fleet Program' – a safety conscious driving program in countries where J&J owned its largest fleets that is Benelux, France, Germany, South Africa, Spain and the UK. The program consisted of 16 parameters segregated into four phases (Refer Exhibit V). Teams were formed to train new recruits consisting of 7 to 8 people from different departments including training, safety, and fleet coordination in all the countries. Explaining the difficulty in forming teams during the initial phase of the program Seykens said, "In fact, forming these teams was the first headache.
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Was one going to bring people together by company, activity, franchise or country? The combinations were multiple. We finally opted for setting up one team per country, without taking into account the activities of the various companies."28
Each team was entrusted with the responsibility of ensuring that safe driving became a part of the work culture in the organization. Elaborating on this thought, Seykens said, "Each team tried to ensure that safe driving becomes a genuine cultural value. It must also seek to make safe-driving an every day element and part of the program of activities. It must also ensure permanent support for drivers. Finally, it is responsible for the application of a program as well as measuring its results."28
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The Safe Fleet team was responsible for implementing several measures like training new drivers, reducing cases of high-risk driving and hiring field safety coordinators. Drivers were educated about the causes of the accidents, the preventive strategies to be undertaken and advantages of safe driving. The drivers were also trained to keep their vehicles in good running condition as per the vehicle maintenance plan, which was also a part of the Safe Fleet Program.
J&J also installed a high-risk driver detection system, which enabled it to identify the drivers who drove recklessly and faced a greater risk of accidents. Explaining the problems in implementing the program, Seykens said, "One of the first obstacles encountered was the different mentality of people at our different sites. Each region having its own philosophy and cultural values, it wasn't immediately obvious how a common denominator could be found."28
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