Occupational Health and Safety

As stated in CNH Industrial’s Code of Conduct, occupational health and safety is an employee’s fundamental right and a key part of the Company’s sustainability model. This is why occupational health and safety is one of the most significant aspects for the Company, as evidenced in the materiality matrix (see also page 21).

CNH Industrial’s approach to occupational health and safety is based on effective preventive and protective measures, implemented both collectively and individually, aimed at minimizing risk of injury in the workplace. CNH Industrial endeavors to ensure optimal working conditions, applying principles of industrial hygiene and ergonomics to managing processes at organizational and operational level. The Company implements the same standards in all countries in which it operates, even where regulatory requirements are less stringent, believing this to be the only way to achieve excellence.

Safety management engages all employees in creating a culture of accident prevention and risk awareness, sharing common, ethical occupational health and safety principles to achieve improvement targets (the proactive approach) via different tools, such as training and awareness campaigns. Specifically, in 2014, approximately 253 thousand hours of training on occupational health and safety topics were delivered to about 32 thousand employees (see also page 86).

CNH Industrial also requires its suppliers and partners to comply with all worker health and safety regulations, focusing on continuous improvement by fostering high standards throughout the value chain. These principles are outlined in the CNH Industrial Health and Safety Policy, adopted by CNH Industrial at its foundation. The policy is available to all employees and interested stakeholders on the Corporate website.

Safety is integral to corporate and manufacturing processes, and exceeds regulatory requirements; this is evidenced by the compliance of management systems with both the OHSAS 18001 international standard and the continuous improvement principles of World Class Manufacturing (WCM). Occupational safety is one of the WCM pillars.

Different criteria apply, depending on the level of WCM implementation within a plant: to be eligible for the Bronze Level, a plant’s accident frequency index1 must be less than one per one hundred thousand hours worked. More stringent requirements apply to silver and gold levels (see also page 164).

CNH Industrial sets ambitious annual targets for occupational health and safety, aimed at continuous technical, educational, organizational, and procedural improvements. Continuous improvement is achieved through preventive and corrective action plans in which targets take account of the particular nature of the work, experience, and technical advancement, while safeguarding employee health and the surrounding environment. These targets are then included in the Sustainability Plan (see also page 31), which is periodically monitored and updated.

Each management phase, from planning to implementation, is integrated into Company processes, encompassing adherence to guidelines, operational procedures and directives, as well as periodic internal audits and management reviews. The combination of these elements enable effective management, the evaluation of results, and their subsequent disclosure through the corporate website and the Sustainability Report.


Occupational health and safety is safeguarded and promoted in every sphere of operations and in every country where CNH Industrial is present, and implemented through an organizational structure shared across the Company’s global Regions.

Specific responsibilities in the fields of health, safety, and the environment are defined in compliance with national regulations, and assigned by employers with clearly identified areas of competence. Management at plants and in the workplace rests with local employers.

Every manufacturing plant has an Environment, Health and Safety (EHS) unit, responsible for dealing with occupational health and safety issues, as well as for providing specialized technical assistance to production managers and to those in charge of all other Company processes.

Plant EHS units are coordinated by Regional EHS units, which ensure adherence to the Health and Safety Policy and compliance with all applicable regulations. In addition, Regional EHS units provide specialized assistance for all Company processes that impact safety.

The Governance and Sustainability Committee, a subcommittee of the Board of Directors, is informed of the health and safety results published in the Sustainability Report, and makes comments where appropriate.

Individual health and safety targets were included in the Performance and Leadership Management system (see also page 31) of both plant managers and of most of the managers responsible for the projects indicated in the 2014 Sustainability Plan.


The certification of occupational health and safety management systems as per the OHSAS 18001 international standard covers 54 CNH Industrial manufacturing plants worldwide, and almost 47.8 thousand people.

Certifications are awarded by accredited international bodies that are themselves continuously and rigorously monitored by international organizations, such as Accredia and SAS, to ensure and certify their high levels of reliability and operational and procedural standards.

In 2014, the occupational health and safety management systems at some non-manufacturing sites were OHSAS 18001 certified, accounting for about 2,200 people at eight different sites and locations. A total of 62 CNH Industrial sites worldwide (manufacturing and non-manufacturing) are now OHSAS 18001 compliant, covering almost fifty thousand people. In 2014, OHSAS 18001 certification was extended to all joint venture plants in which CNH Industrial has at least a 50% interest.


Certified plants 54 53 56
Employees working at certified plants 47,795 49,024 45,933


Certified non-manufacturing sites 8 6
Employees working at certified sites 2,181 1,291

The effectiveness of management systems is verified through regular, documented, and substantiated audits. These are performed by qualified internal auditors, as well as by either industry-specific auditors or external, independent certification bodies (second and third party external audits).


Internal audits (no.) 798 595 565
External audits (no.) 75 91 106
Total employees covered by external audits (thousands) 48.09 53.16 49.02
Audited employees out of total headcount (%) 69.48 77.86 78.35

In 2014, the Enterprise Management System, compliant with the ISO 14001, OHSAS 18001, and ISO 50001 standards, was launched in NAFTA to harmonize and enhance the effectiveness of the management system. This creates closer links between plants and corporate functions, increasing efficiency.


The Company’s Health and Safety Policy fosters individual participation through communication and awareness activities designed to stimulate and motivate staff to play an active role in the improvement process. This approach is all the more important in a multinational and interdisciplinary environment embracing multiple cultures and legal frameworks, and large numbers of people.

One of the initiatives implemented in 2014 to promote a culture of safety was the Safety Golden Rules. All CNH Industrial plants in Latin America issued the nine safety rules to each of its employees, visitors, and contractors.

The Golden Rules are a set of procedures and regulations, with examples, based on best practices and on the experience of the organization. They were implemented to assist and guide all employees, contractors, and visitors on safe behavior in their everyday work.

In addition, the Top 15 Safety project was implemented at all plants worldwide, with the gradual phasing-in of the guidelines. The project provided standardized methods to draw the attention of employees, visitors, and external companies on plant premises to safeguarding health and safety in the workplace. Specifically, it defined new guidelines and introduced new universal standards relating to staircases, entrances, and pedestrian passageways, work attire for logistics departments, and the visual management of machine lock-out and testing.

The Corporate Intranet is an important communication tool used by the professional team dedicated to safety. It enables access to a broad range of informational and educational material, including the documentation regarding OHSAS 18001 certification programs (guidelines, and general and operational procedures). Furthermore, in 2014, all employees were notified online about the World Day for Safety and Health at Work, an initiative promoted by the International Labour Organization (ILO) to promote the prevention of occupational accidents and diseases globally. This year’s theme was Safety and Health in the use of chemicals at work. The Company took advantage of the event to circulate information pills on, among other themes, how to deal with the risk of chemicals at home.

CNH Industrial’s plants have launched many initiatives worldwide to spread the culture of safety. Between 2013 and 2014, every plant manager and Manager of the Business Unit (MBU) in the EMEA Region took part in a twoday hands-on workshop on an internationally recognized safety management method. In total, seven training sessions were organized at different locations, involving about 150 managers.

In 2014, testing began at the Basildon plant (UK) on an application, financed by the European Union, involving CNH Industrial and City University London. The app is called Safety Risk Hunting, and enables digitalized risk hunting.
The aim of the project is to enhance plant safety, helping personnel to be more aware and attentive when reporting safety issues. With the app, employees at Basildon can send suggestions and report issues simply and intuitively.
The application is intended for devices such as tablets, smartphones, and PCs, which for the first time are becoming a means for enhancing safety. The app employs a semantic engine that analyzes and understands what the user is typing, before offering solutions from the memory relating to similar situations, collected over the years at Basildon according to the principles of World Class Manufacturing. If an employee has additional suggestions, these can be added to the database.


In 2014, approximately $114 million was spent on improving health and safety protection, representing 2.5% of personnel costs2. The yearly expenditure on improvements to occupational safety and working conditions (worker protection, structural improvements, inspections of plants and working environments) totaled almost $102 million, while approximately $12 million was spent on employee health (health care costs).

The investments in health and safety led to savings on the insurance premiums paid to the Italian National Institute for Insurance against Accidents at Work (INAIL) of over $7 million in 2014, and approximately $4 million in 2013. The difference in savings between the two years was due to factors such as the increase in wages insured and the improvement in safety performance.

Accident Rates Accident rates are a clear indicator of how successful a company has been at preventing industrial accidents.

Owing to the Company’s many initiatives mentioned above, the overall frequency rate in 2014 fell to 0.25 injuries per one hundred thousand hours worked, an 11% drop compared to the previous year. The severity rate was 0.09 days of absence per one thousand hours worked (-10% compared to 2013). The reporting scope covered 95% of the Company’s total headcount.

The breakdown by gender showed that the percentage of accidents causing an absence of at least three days among female employees was 8.5%3 of total accidents, less than the percentage of female personnel in the total workforce covered (11%).

In 2014, for accidents involving contractors operating at CNH Industrial plants worldwide, the overall frequency rate was 0.44 injuries per one hundred thousand hours worked, a 32% drop compared to the previous year. As regards the breakdown by gender, the percentage of accidents causing an absence of at least three days among female employees of external companies was approximately 28%3 of total accidents.

No fatal accidents were reported in 2014 involving employees, contractors, or anyone else working at CNH Industrial facilities worldwide.


(a) The frequency rate is the number of injuries reported (resulting in more than three days of absence) divided by the number of hours worked, multiplied by 100,000.
(b) The severity rate is the number of days of absence divided by the number of hours worked, multiplied by 1,000.

In 2014, 3,887 near misses3 were reported and analyzed, leading to remedial actions that further reinforced preventive measures (a drop of 19% versus 2013). Activities continued in 2014 across CNH Industrial to develop and disseminate tools to collect, analyze, and trace events (injuries, events requiring first aid, and near misses), unsafe acts, and unsafe conditions, in order to improve their respective management as well as the effectiveness of preventive measures.

Occupational Diseases

Specific occupational disease indicators reflect a company’s success in providing a healthy work environment for its employees. Occupational diseases are the result of lengthy, gradual, and progressive exposures during work activities to chemical, physical or biological agents harmful to workers.

Occupational diseases are constantly monitored in order to identify persistent working conditions that may have caused their onset, assess any residual risks and, if necessary, implement corrective and improvement measures to prevent recurrence. The onset of occupational diseases today is mostly associated with working methods and environmental conditions that no longer exist within the Company, as they have long since been improved and/or eliminated.

CNH INDUSTRIAL WORLDWIDE (cases of occupational illness per 100,000 hours worked) 


(a) 2013 data restated with respect to the 2013 Sustainability Report.

In 2014, 18 cases of occupational diseases were ascertained by the relevant insurance authorities within the countries of reference.


At CNH Industrial, safeguarding employee health goes beyond reducing accidents and illnesses: the Company is committed to promoting the psychological and physical wellbeing of its people through specific disease and disorder prevention programs, backed up by assistance and support services (see also page 95).

Work-Related Stress

For some years, CNH Industrial has undertaken initiatives to assess work-related stress. Specifically, it has adopted a structured process of risk analysis, consistent with the nature of the Company in relation to the workplace, and in compliance with the specific regulations in each country. Work-related stress risk assessments are influenced by environmental, cultural, and psychosocial factors; consequently, employee response may differ from country to country. The systematic assessment of this type of risk therefore helps to identify the most appropriate mitigation tools and promote employee wellbeing at all Company plants. The outcomes of this process are continuously monitored to assess the effectiveness of measures and to implement new tools.

Workstation Ergonomics

To foresee potential problems before they arise, as well as to identify and contain critical situations, CNH Industrial continually monitors workstation ergonomics at numerous plants across the Regions. The probability and severity of an injury can be reduced by taking account of human physiology and of how people interact with equipment, right from the design phase of working environments. To improve health, safety, and comfort, as well as employee performance, CNH Industrial makes use of in-house expertise to study workplace ergonomics, often through virtual simulations and often in close collaboration with qualified university institutions.

Specifically, during the year, the Agricultural Equipment and Construction Equipment segments further developed the EM-MURI IT tool enabling the ergonomic analysis of assembly lines. The system, tested at pilot plants in 2013, provides results via a color-coded, traffic-light display. From 2015, it will be implemented at the plants in Basildon (UK), Sankt Valentin (Austria), and Antwerp (Belgium). The ERGO UAS4 method, on the other hand, continued to be tested at the plant in Lecce (Italy) up until July 2014, followed by implementation in September, and is currently under evaluation for introduction at the plant in Jesi (Italy) in 2015.

The Commercial Vehicles segment also launched the ERGO UAS system at the Brescia plant (Italy) in June 2014.

Risk evaluation analysis as per the ISO 11228 standard (Manual handling of loads) is ongoing.

In 2014, the Bolzano plant (Italy) completed the training program for plant ergonomists with the support of external consultants, as well as an ergonomic screening according to the ISO/TR 122955 system. A detailed analysis using risk assessment methods is planned for the first quarter of 2015. The Piacenza plant (Italy) also completed the training program for plant ergonomists with the assistance of external consultants, while ergonomic screening according to the ISO/TR 12295 system is planned for launch in the second quarter of 2015. In LATAM, an ergonomics management program was launched to improve health and safety, and monitoring of ergonomic risks and employee training continued.

In 2014, the Powertrain segment promoted the application of international ergonomics standards within the EMEA Region through specific training courses. At plants in Italy and France, teams of ergonomics experts were established to create highly skilled specialists in the field. The ERGO UAS system was extended to all Italian plants, aimed at the continuous improvement of workstations, with the target to extend the system to all plant areas by 2015, concluding the work begun at the Driveline plant in Turin (Italy) in 2014. The Ergo UAS method enabled further improvements to working conditions by means of several technical measures.

1) The frequency rate is the number of injuries divided by the number of hours worked, multiplied by 100,000.
(2) Personnel costs totaled $4,552 million in 2014.
(3) Data does not include CNH Industrial plants in NAFTA.
(4) Near miss: an unplanned event that did not result in injury, illness, or damage, but had the potential to do so.
5) ERGO-UAS is a manual work planning technique enabling the measurement and control of workloads and relative standard production times. The application of ERGO-UAS results in well-balanced procedures that do not expose workers to hazardous situations.
(6) The ISO/TR 12295 Technical Report uses a step-by-step procedure to simplify the identification and assessment of activities involving manual load handling.

G4-DMA; G4-LA6;