Workplace Safety at Alcoa (B)

At the annual general meeting in May 1996, Alcoa CEO Paul O’Neill reported that Alcoa had made great strides to become a world leader, both in terms of occupational safety and profitability. This confirmed O’Neill’s decades of emphasis on safety as the company’s guiding value. Despite these successes, O’Neill struggled with Alcoa’s treatment of employees at the company’s Mexican plants. A Benedictine woman accused the company of treating its workers badly and of systematically violating its precious value system. Now, a month after the controversial exchange with his sister, O’Neill is looking at the report of a research team that he sent to the Mexican plants and the observations he made on his own visit to the factories. It is based on Alcoa Occupational Safety (A), a case study in which students learn about Alcoa’s efforts to become a leader in safety and deal with issues related to changing physical work environments and the behavior and attitudes of employees. people (employees and managers) regarding hiring). That case comes a few years later, after Alcoa made great strides in terms of safety and profitability.

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