Structural and Process Intervention

Structural and Process Interventions
Some of these changes had been made early in the program
because they reflected the stable elements of the culture — strong hierarchy, deference to superiors, paternalism, an implicit promise of lifetime employment, and a commitment to as much education and training as would be needed to work responsibly and safely. I list here all of the changes that were made in the first several years of the program.
A senior vice president for environmental affairs was hired.Environmental managers were placed in each operating unit and given authority to determine how EH & S - related work
was to be performed.
Detailed procedures for identifying and remediation environmental hazards were developed and published. Intensive training programs on these procedures for supervisors
and employees were launched.
Strong disciplinary procedures were instituted to punish supervisors or fellow employees who harassed anyone reporting to the court - appointed monitor. Public recognition and awards were given to employees who demonstrated environmental responsibility and invented
new procedures for heightening both efficiency and environmental responsibility.
New technologies were created to aid in dealing with oil spills and other problems. Detailed measurement systems were instituted to track the rate of environmental incidents. The EHS oversight committees met monthly to monitor the whole program.
The auditing department investigated all EH & S incidents to determine root cause and other causal factors, and to build a database from which generalizations about EH & S issues could be made.