1. Why was it a good idea for UPS to put its employees in charge of their own safety?
2. Should all companies make employees responsible for their own safety? What drawbacks do you see to such a plan?
3. Do you think UPS could empower its employees to improve their performance in other areas of the business? What might those areas be?

Confronted with unacceptably high injury rates, United Parcel Service Inc. took a chance and flipped its traditional top-down management approach to a ground-up safety program fashioned by drivers and parcel handlers. It worked.
Today, injury rates among the company’s 327,600 U.S. employees are tumbling, turnover is down, and UPS reports that company-wide attitudes toward safety have improved significantly. The company began implementing the new safety program in 1996. Committees of drivers and parcel handlers were given broad new powers to design and implement safety strategies under a company-wide initiative called the Comprehensive Health and Safety Process.