RAAUZYUW RUENAAA4863 0131334-UUUU--RUCRNAV.
ZNR UUUUU ZUI RUEWMCF1336 0131321
R 131334Z JAN 06 PSN 639490K31
FM SECNAV WASHINGTON DC
TO ALNAV
ZEN/ALNAV @ AL ALNAV(UC)
INFO ZEN/CNO CNO
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UNCLAS
SUBJ/IMBEDDING SAFETY IN OUR ORGANIZATION CULTURE//
PASS TO OFFICE CODES:
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ALNAV 008/06
MSGID/GENADMIN/SECNAV//
SUBJ/ IMBEDDING SAFETY IN OUR ORGANIZATION CULTURE//
RMKS/1.  ON JANUARY 3RD I HAD THE DISTINCT HONOR OF BEING SWORN IN AS
YOUR 74TH SECRETARY OF THE NAVY.  I AM ALSO THE CHIEF OF SAFETY FOR
DEPARTMENT OF THE NAVY.  THE PRESERVATION OF HUMAN AND MATERIAL


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ASSETS THROUGH EFFECTIVE SAFETY CONCIOUSNESS IS ONE OF MY TOP
PRIORITIES.  SAFETY IS A PRIMARY MEASURE OF THE EFFECTIVENESS OF AN
ORGANIZATION, AND IT DIRECTLY IMPACTS READINESS.  OUR CULTURE MUST
NEVER ACCEPT ACCIDENTAL DEATH, INJURY, OR OCCUPATIONAL ILLNESS AS A
COST OF DOING BUSINESS.  IN HIS FY 2006-2011 STRATEGIC PLANNING
GUIDANCE, SECRETARY OF DEFENSE RUMSFELD ESTABLISHED A NEW GOAL TO
REDUCE FY 2002 BASELINE MISHAP RATES BY 75 PERCENT BY THE END OF FY
2008.  MY GOAL FOR THE DEPARTMENT OF THE NAVY IS ZERO MISHAPS.
SECDEF'S CHALLENGE PROVIDES ADDED IMPETUS TO HELP US DRIVE TOWARD
ACHIEVING THAT GOAL.   BUILDING AN ORGANIZATIONAL CULTURE THAT
INFUSES EFFECTIVE RISK MANAGEMENT AND CONTINUALLY ENHANCES SAFETY AND
ACCOUNTABILITY IS HARD WORK.  IT INVOLVES THREE PRIMARY CONCEPTS:
A. TRANSFORMATIONAL AND COURAGEOUS LEADERSHIP.  TRANSFORMATIONAL AND
COMMITTED LEADERS, AT EVERY LEVEL OF THE ORGANIZATION, DIAGNOSE AND
EXPOSE EXISTING IMPEDIMENTS TO SAFETY.  THROUGH PERSONAL EXAMPLE,
THEY ACTIVELY DRIVE THE TRANSFORMATION BY REMOVING BARRIERS TO
SAFETY.  CHALLENGING EXISTING PROCESSES AND PROCEDURES MAY EXPOSE
IMPEDIMENTS TO SAFETY.  THE DEPARTMENT OF THE NAVY IS KNOWN FOR
HOLDING OUR PERSONNEL ACCOUNTABLE.  ACCOUNTABILITY IS PART OF OUR
HERITAGE.  WE MUST ENSURE OUR SAFETY RELATED POLICIES ARE


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APPROPRIATE, CLEARLY UNDERSTOOD, AND THAT COMPLIANCE IS MANDATORY.
B. GENUINE AND CREDIBLE CONCERN FOR SHIPMATES.  WE THOROUGHLY
INVESTIGATE MISHAPS BECAUSE WE CARE ABOUT PEOPLE.  WE NOT ONLY EXPECT
SAILORS AND MARINES TO STOP UNSAFE ACTS, WE DEMAND IT.  INNOVATIVE
SAFETY MEASURES MUST BE REWARDED.  PEER PRESSURE OFTEN FUELS
HIGH-RISK BEHAVIOR; WE MUST ENCOURAGE PEER INTERVENTION IN AND OUT OF
THE WORKPLACE.
C. STRATEGIC PLANNING TO SUSTAIN LONG-TERM SAFETY IMPROVEMENT.
SAFETY IS NOT A SINGLE CAMPAIGN TO BE WON.  RATHER, SAFETY IS A
CONTINUOUS PROCESS.  LEADERSHIP MUST ACTIVELY ADVOCATE FOR THOSE
ORGANIZATIONAL CULTURE ELEMENTS SUPPORTING LONG TERM SAFETY
IMPROVEMENTS, WHICH WILL MAKE A MEASURABLE DIFFERENCE IN THE FUTURE.
2. I LOOK FORWARD TO WORKING CLOSELY WITH THE CHIEF OF NAVAL
OPERATIONS AND THE COMMANDANT OF THE MARINE CORPS TO ENSURE WE
COLLECTIVELY BUILD ORGANIZATIONAL CULTURES THAT SUSTAIN SAFETY
SUCCESS.  PLEASE CONTINUE TO TAKE CARE OF ONE ANOTHER.
3.  RELEASE AUTHORIZED BY THE SECRETARY OF THE NAVY.//
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