- Article drafted with AFPIC for publication in "Catalyseur" – 12/09/05 MANAGEMENT & SAFETY: AFPIC FORMATION ACCOMPANIES ALPHACAN ON THE ROUTE TO PERFORMANCE   As part of its mission to accompany chemical companies on the route to performance, AFPIC Formation would like to develop awareness among industrial partners of the importance of their behaviour and actions to protecting the health and safety of their employees. ALPHACAN, a subsidiary of the ARKEMA GROUP, is one of these partners, specialising in the production and trading of PVC products, pipes and profiles, intended for the manufacturing of PVC structures. In association with AFPIC Formation, which drew on the skills of Interfora Performances, ALPHACAN has launched a major mobilisation programme concerning safety and accident prevention: "safety in action". This awareness and training operation is based on changing skills and concerns everyone within the group (management, site executives, proximity supervision, operators). The objective was clearly outlined: significantly reduce the accident frequency ratio with and without stoppage (TF2) and make a commitment for a far-reaching change in behaviour in the field. For this, ALPHACAN, AFPIC Formation and Interfora Performances collectively defined the prior conditions for the success of the project: The particularly important role of management and senior executive staff The influence of the close executive employees on operator behaviour The beginnings of a process to change behaviour Intermediate supervision was recognised for having good skills and experience, although there is a lack in the management aspect of its responsibilities and for everyday safety regarding its own actions. However the improvement of employee behaviour involves the constant positioning and commitment of middle management in its management assignment.   Four programme objectives were established: -  Improving safety performance -  Developing a common culture regarding the theme of safety -  Positioning the senior executive employees as a vector for the approach -  Positioning the close executive employees as a guarantor The action was carried out in three phases: 1 - Senior executive employees and department chiefs: -   Field diagnosis -   Training of senior executive employees -   Communication 2 - Close executive employees and supervisors -   Convincing -   Generating action plans by teams -   Winning over a commitment of the close executive employees 3 - Operators -  Operator training -  Making the process last