Award winning company Siemens explains why sustainability is integral to OHS
Sustainability is an integral part of workplace health and safety at Siemens Canada, and the organization’s efforts in this area have led to an award for Best Health, Safety and Environment Management Program at Canada’s Safest Employers Awards 2021. Maia Foulis of Canadian Occupational Safety spoke with Nada Vuckovic, head of environment, health and safety and sustainability officer at Siemens Canada, about what this recognition means to the company.
In a featured video, the company’s CEO Faisal Kaz says that sustainability and workplace health and safety are among the company’s core values. To uphold them, Siemens Canada is pursuing a “degree framework” – a 360° approach that involves multiple stakeholders, from management to all employees, customers, and investors.
“The degree framework sets the priorities to answer the challenges of today and improve the quality of life of people now, but also for the generations to come. […] The framework represents a whole new level in our commitment to sustainable development. It includes good governance, social responsibility, and protecting the environment,” Kaz says.
The “Healthy and Safe @ Siemens” program fosters employee wellbeing to maintain sustainable performance while supporting a health and safety mindset. Wellbeing at the company has two facets: a health-promoting work environment and the skills to perform certain tasks.
Vuckovic says that Siemens’ distinguishing quality is a strong safety culture based on the company’s core beliefs, supported by leadership commitment.
“[The] leadership commitment is the key factor in a successful health and safety program. Tone from the top sets the stage for the organization and allows employees to see that we care and the organization cares. Without leadership commitment, safety does not become a culture and a fundamental part of doing business for us. Our logo is safety. It’s a mindset,” she says.
Like all companies affected by the pandemic, Siemens Canada pivoted quickly to ensure employee health and safety and business continuity. This involved assigning three sets of workforce – office staff, factory operations, and service operations – which enabled effective communication and fast decision making. Vuckovic says this strategy turned employees into safety leaders who met expectations and promoted the organizational culture.
