corning environmental health & safety · pdf fileenvironmental,health&safety...

Inside CorningEnvironmental, Health & Safety

2007

Table of contents

2 • Executive Letter

Environmental3 • Commitment4 • Mission5 • Management

system6 • Energy

management8 • Success stories

10 • Awards

Health & Safety11 • Commitment12 • Management

system13 • Continuous

improvement14 • Success stories18 • Awards &

recognition

Environmental, Health & SafetyExecutive Letter

Wendell P. Weeks

Peter F. Volanakis

2007

Corning’s Values are the foundation of our corporate strategy, and of everyaspect of our business life. We are committed to Always Live Our Valuesbecause we believe that how we do things is as important as what we do. Animportant element of living our values is protecting the health and safety of allCorning associates, as well as the environment of all the communities in whichwe operate.

Protecting safety and health, and the environment, are also central elements ofoperating excellence. We want, and will accept, nothing less than world classperformance in these areas.

As in all areas of operating excellence, we are committed to continuousimprovement. In recent years, for example, we developed and implementedenhanced contractor selection and oversight processes; a comprehensivereview of the Safety Management System with specific emphasis on the con-tractor/construction safety sections; and deployment of training modules for ouremployees who are engaged in contractor management.

Similarly, our environmental program was strengthened by the implementationof a formal environmental management system. For Corning, the environmen-tal management system provides a solid structure for meeting environmentalchallenges. It is a tool that ensures regulatory compliance, improves environ-mental performance and increases productivity and competitive advantage.

Corning employees, managers, contractors and customers are working togeth-er around the world to ensure that we maintain our high standards in the areasof the environment, safety and health — thereby ensuring a more successfulwork environment for everyone. Each of us has a personal stake in the safetyand well-being of those around us, and in the environment in which we oper-ate. We will continue to maintain and elevate our standards, and ensure thatCorning is a company with which everyone is proud to be associated.

Wendell P. Weeks Peter F. VolanakisChief Executive Officer Chief Operating Officer

Environmental, Health & SafetyEnvironmental

Commitment to environmental protectionAt Corning, we believe that protecting the environment makes good business sense. Whether we arebuilding ceramic substrates for catalytic converters to help keep the air clean, or eliminating the use ofhazardous chemicals in our own manufacturing processes, we are committed to continuous improvement.

Our Environmental PolicyCorning Incorporated is committed to protecting the environment through continuous improvement of ourprocesses, products and services.

We achieve this by:• Complying with and striving to exceed all applicable laws, regulations, and company standards• Maintaining Environmental Management Systems which include:

• Assuring policy implementation• Establishing goals and targets• Conducting environmental audits and progress reviews• Communicating the policy

• Promoting measures to reduce the amount or impact of:• Air emissions• Water usage• Wastewater discharge• Waste disposal• Energy usage

• Implementing the reuse or recycling of waste materials• Promoting environmental awareness• Encouraging the use of environmentally friendly technologies and materials in our research,

development, and engineering processes

In summary, Corning is committed to operating in an environmentally responsible manner.

2007


2007

Commitment to environmental protection

MissionTo lead, guide, and direct the environmental performance of Corning Incorporated by:

• Ensuring compliance with environmental regulations and corporate standards.• Maintaining a positive public image.• Minimizing environmental liabilities.

This effort will enhance the competitive advantage of our businesses.

VisionCorning Inc. will be a global leader in environmental performance.

The growth of new industries and expansion of existing operations throughout the world'seconomies will place new challenges on the earth’s ecosystems. The protection of our global envi-ronment for current and future generations through practical and logical methods is a responsibilityand an absolute requirement that Corning Incorporated continuously strives to achieve.

- Ronald K. Shobe, Director, Corporate Environmental Control

Strategy• Implement a World Class Environmental Management System based on the principles of ISO 14001.• Optimize the use of natural resources.• Minimize the impact of our operations on the environment.• Support Corning Incorporated’s Sustainability effort.


2007

Certified ISO 14001

EnvironmentalTechnologies• Blacksburg, Virginia• Erwin, New York• Erwin, New YorkDiesel Facility

• Erwin, New York -IDM Facility

• Kaiserslautern,Germany

• Port Elizabeth,South Africa

• Shanghai, China

Display Technologies• Shizuoka, Japan• Taichung, Taiwan• Tainan, Taiwan

Specialty Materials• Bagneaux, France -Ophthalmic Facility

Optical Fiber• Shanghai, China•Wilmington, NorthCarolina

Life Sciences• Reynosa, Mexico

Management system

Corning Environmental Management SystemCorning developed and deployed an Environmental Management System(EMS) in 2004 that closely follows the format and substance of ISO 14001, thewidely recognized international standard. This EMS was developed to best fitthe needs of most Corning facilities.

The Corporate Environmental Control group conducts the EMS assessmentsat certifications at each facility that institutes the Corning EMS. In addition,many facilities have been externally certified to ISO 14001, particularly wherethey have customer or other external requirements to do so.

At this time all Corning facilities have instituted either the Corning EMS or ISO14001. By instituting these systems, they have achieved numerous benefits,included identification of waste reduction opportunities, introduced more rigor-ous systems to ensure compliance, and reduced impact to the environment.

The pyramid shown below depicts key parts of the Corning EMS. These partsinclude the following:

• Core activities - shown at the base• The standard sections of an EMS - shown in

the center• Components of a world-class EMS - shown at

the top of the pyramid.Corning CableSystems• Beijing, China – JV• Chengdu, China – JV• Shanghai, China• Clayton, Australia• Gebze, Turkey• Hagen, Germany• Hickory, NorthCarolina

• Lublin, Poland• Strykow, Poland• Madrid, Spain• Neustadt, Germany• Nordenham,Germany

• Reynosa, Mexico• Vordingborg,Denmark


2007

Energy management

Greenhouse GasesIn 2006, Corning Incorporated voluntarily recorded and reported its worldwide greenhousegas emissions for 2005 with the California Climate Action Registry. The Registryenables the voluntary recording of GHG emissions in a consistent and certified for-mat.

Our 2005 world-wide inventory was developed using the California RegistryProtocol which follows the principles of "The Greenhouse Gas Protocol" pub-lished by the World Resource Institute/World Business Council for SustainableDevelopment. This company-wide inventory includes emissions from the followingsources:

• Direct emissions of carbon dioxide from stationary combustion of fossil fuels• Indirect emissions of carbon dioxide from the use of electricity• Direct emissions resulting from manufacturing or processing of chemicals and raw materials• Fugitive emissions resulting from the intentional and unintentional releases of hydrofluorcarbons (HFCs

and PFCs)• Direct mobile emissions resulting from aviation fleet (10,451 metric tons).

The report covers 2005 GHG emissions under our management control from both direct and indirectemissions for six greenhouse gases: carbon dioxide, methane, nitrous oxide, hydrofluorocarbons (HFCs),perfluorocarbons (PFCs) and sulfur hexafluoride (SF6). These emissions have been independently verifiedby third party.

ResultsThe table below shows the results for the six greenhouse gases in metric tons and carbon dioxide equiva-lents.


2007

Energy management

Moving ForwardIn 2007, Corning Incorporated established a worldwide environmental goal that every manufacturing facili-ty must have an energy reduction program as one of its objective and target's under its EnvironmentalManagement System. This program will help reduce greenhouse gases. Furthermore, CorningIncorporated has launched a Global Energy Management (GEM) initiative to improve its energy efficiency.

Corning continues to track and measure its GHGs to use in the establishment of a target for the corpora-tion. Currently, Corning is in the progress of conducting its GHG inventory for 2006 and will register theworld-wide emissions with the California Registry.

Global Energy ManagementIn 2005, Corning Incorporated launched a Global Energy Management (GEM) program that strategicallymanages global energy with consideration to energy productivity, supply reliability and environmentalimpact. In accordance with our Values, Corning is committed to maintaining a long-term view of energythat will include a cost-effective, environmentally responsible use of energy in its facilities around theworld. Our mission is to become world-class in the way we purchase and use energy, resulting in 20-30percent lower unit costs and potential lower greenhouse gas emissions.

"Increasingly, the need to address energy costs, reliability, and consumption is being recognizedas strategic to Corning's competitiveness. Likewise, greenhouse gas management is growing inimportance. GEM is leading our efforts around the world to address these needs."

- Kirk P. Gregg, Executive Vice President and Chief Administrative Officer

GEM strategically manages global energy by:Ensuring energy supply reliability• Reducing consumption of energy via an integrated, multi-function approach• Achieving positive return on investments• Improving energy productivity by 20-30 percent within three to five years• Using "greener" energy where possible• Maintaining more efficient and productive buildings.

Energy Policy Guidelines• Continuously improve energy productivity through effective energy management programs that support

manufacturing capabilities while providing a healthy work environment• Encourage ongoing energy conservation by all employees• Implement plans to protect operations from energy supply interruptions• Secure adequate and reliable energy supplies at the most advantageous rates• Manage energy supplies to potentially lower greenhouse gas content• Incorporate energy productivity in new product design, development, and manufacturing process• Emphasize energy productivity in the selection of all real estate, equipment, goods, and services• Drive further development and investment in innovative energy technologies• Engage governmental agencies and utility companies to utilize and develop effective energy productivity

incentives• Support national and local energy productivity and climate change actions


2007

Success stories

Sullivan Park, Corning NYScience + TechnologyEmbedding professionals in process key to successWhen assessing environmental, health & safety (EH&S), it is important to account for all potential impactsthat changes and new processes can create. Obstacles are best handled during the planning stage toavoid missed opportunities and scope changes in order to manage a concern. This can impact budgets,cause hard feelings among project team members, and potentially damage business relationships andpersonal credibility.

Our approach embeds a EH&S profes-sional in each dashboard project designteam to actively support and help man-age risks. The professional stays withthe project team during all phases ofthe project to maintain proper EH&Sfocus. This enhances our safety and health management system by encouraging leadership and employeeparticipation in managing risks and fulfilling the need for a "management for change" effort.

Not only does the entire Sullivan Park EH&S staff support the initiative, but our customers are nowrequesting EH&S participation as well. They see the benefit of ensuring that EH&S costs are captured andbudgeted effectively and that solutions are integrated into the project during the design phase. Theapproach is now designed into the organizational structure of the EH&S Department such that each staffmember has one or more projects that they directly support as part of their work portfolio.

Kaiserslautern, GermanyCorning Environmental TechnologiesCorning Environmental Technologies' ceramic substrate business in Kaiserslautern, Germany introducedan energy and water efficiency program working on air balance, heat exchange in production, and com-pressed air.

Changes were made in the production process itself and in the softwareused to run robots in the production to reduce the use of compressedair.

With this program, the facility saved 10,000,000 m3/year in compressedair and 1,500,000 kWh/year in electrical energy which should translate toa cost savings of 150,000 €/year.


2007

Success stories

Madrid, SpainCorning Cable SystemsNew process helps achieve CO2 emission reduction goalsCorning Cable Systems' operation in Spain was facing an aging and growing vehicle fleet – a fleet whoseaverage CO2 emission level per vehicle was 174 g CO2/km or 5.22 ton/year. To reduce fuel consumptionand associated air emissions, the team determined it was time to review the vehicles used and to seek amore fuel-efficient and less polluting model, based on recommendations from the Energy Savings andDiversification Institute of Spain.

The team put a three-year plan into place to reduce the average CO2 emis-sions level per vehicle to 148 g CO2/km. The team began by replacing themost polluting vehicles owned and rented by Corning with more efficient mod-els. They then established a new process for renting vehicles that requiredapproval of each vehicle by the Environmental Department. Finally, all workareas were redefined in order to reduce the distances to work locations, andemployees were trained on how to reduce fuel consumption.

After just six months, the target set for the first year of the plan was surpassed.By the end of the first year, the team had already reached the second-yeargoal of reducing CO2 emissions to 160 kg per vehicle/year.

Oneonta, New YorkCorning Specialty MaterialsFacility Flood June 2006Between June 28th and 29th 2006 Corning’s Oneonta, New York facility was impacted by flooding causedby several days of heavy rain in the area. This rain caused the Susquehanna River to flood and con-tributed to the high ground water levels in the areas surrounding the facility. The entire facility was impact-ed by the floodwaters; throughout the plant there was approximately 18 inches of water.

Based on prior notification of flooding potential, the facility activated its flood prevention plan on June 27.This plan details the actions to be taken by plant personnel when there is the threat of a flood. The planprovides detailed actions that the facility will take based on what is occurring in the city of Oneonta and thesteps that the Emergency Planning Commission takes triggers specific responses at the facility level.


2007

Awards

Corning Display Technology's Tainan Facility received anEnvironmental Award from Tainan Science Industrial Park (TSIP) inOctober of 2005, for the outstanding performance of plant environ-mental management.

The Tainan facility complies with all environmental guidelines of thelocal government, and also strives to control the risk of environmen-tal impact. Employees of the Tainan facility, are obligated to obeythe related environmental procedures, like waste and waste watermanagement, pollution abatement normal operation, housekeeping,storm trench cleaning, air emission pollutants control, noise levelcontrol and building waste glass storage area.

Environmental SeminarsCorning's Corporate Environmental Control group sponsors internal environmental seminars for the envi-ronmental specialists who work at Corning facilities. The purpose of the seminars is to deliver a consistentmessage regarding our environmental mission and vision across all business units and geographic loca-tions within Corning Incorporated. The seminars also provide a venue for professional training, networkingand the sharing of environmental best management practices across the company.

There are annual seminars held in three world regions to facilitate participation by employees in all loca-tions. The 10th annual Europe and Africa seminar was held on April 2006 in Sunderland, United Kingdomand was attended by 46 participants. The 3rd annual Asia Pacific Environmental Seminar was held on May2006 in Beijing, China and was attended by 45 participants from China, South Korea, Japan and Taiwan.In September 2006 the 22nd annual North American seminar was held at Corning's CorporateHeadquarters in Corning, New York. This seminar was attended by 65 environmental specialists fromCorning's North American facilities.

Corning will continue to conduct environmental seminars annually to further solidify our commitment toexcellent environmental stewardship at all Corning facilities around the world.

Environmental, Health & SafetyHealth & Safety

2007

Commitment to health & safety

Our Executive Leadership has provided guidance as to how they see safety and the role of seniormanagers:

• Safety is a value and operational issue and, as the leaders of the corporation, we own it.• Safety is a leadership issue. How we manage, the priorities we set, the behaviors we exhibit, all serve as

a barometer for where we set the bar on safety. We want, and will accept, nothing less than worldclass performance.

• Each of us as individuals, and as leaders, have a stake in the safety and well-being of those around us.

Our Health & Safety PolicyCorning will conduct its business in a proactive manner to protect the safety, health and well being of ouremployees, guests and customers. This policy applies to all operations and employees of our company.

Corning will strive to achieve the following safety and health objectives at each of our facilities:

• Prevention of exposure to our employees, customers and guests to hazards or conditions that mightadversely affect their safety and health

• Maintenance of regulatory compliance, as well as compliance with internal company safety and healthpolicies

• Integration of the safety and health processes at the employee, management, operations, and overallbusiness levels

• Continuous improvement of our overall safety and health performance

To achieve these safety and health objectives at each facility, Corning will employ a defined safety andhealth system that includes:• Safety and health policy• Safety and health management practices• Recognition, evaluation and control methods• System evaluation and continuous improvement processes

All employees at Corning are responsible for their own safety and health. Corning managers are person-ally responsible for providing a safe work environment for their employees and for guests on thebusiness property. Every employee is expected to assume personal responsibility for their ownactions and take positive steps in assisting their fellow employees to work safely.

Safety is a team effort.“For all of us at Corning, it's our goal that we each have a rich and rewarding career, free frominjury and illness. It's up to all of us to be vigilant so that each day, every day, we insure our ownsafety and that of those around us."

MissionOur mission is to ensure that all Corning locations are in compliance with the standards that address thesafety and well being of our employees and guests and to provide services that enable all locations toreduce and eliminate accidents.


2007

Management system

Corning Incorporated is committed to the health and safety of our employees and the visitors to our facili-ties. To maintain a safe and healthful work environment, Corning’s corporate safety management groupestablished a Safety & Health Management System.

In support of that system we offer the following services:• Assessments and Program Reviews• Fundamentals of Safety and Health training course• Industrial Hygiene Support• Consultation• Worldwide Compliance with Regulatory Standards• Înspection Support• Toxicology Support• Data Management

Effective Hazard Avoidance, Prevention & ControlOur goal is to avoid and prevent accidents. To achieve the greatest effectiveness in hazard avoidance pre-vention, and control, we apply the following five priorities to all design and redesign processes.

Design for minimum riskOur top priority is to eliminate hazards in the design process.

Incorporated safety devicesIf hazards cannot be eliminated or their risks adequately reduced through design selection, the next step isto reduce risks to an acceptable level. We accomplish this step through the use of fixed, automatic, orother protective safety design features or devices. We also establish routine functional checks for the safe-ty devices to ensure they maintain their level of protection.

Provided warning devicesIn some cases, identified hazards cannot be eliminated or their risks reduced to an acceptable levelthrough the incorporated safety devices. Under these conditions, we develop systems to detect hazardousconditions and warn personnel of the hazards. Warning signals are designed to help workers reactpromptly and correctly to a hazardous situation and should be standardized within all systems.

Develop and implement operating procedures & employee training programsWhere it is impractical to eliminate hazards or reduce their risks to an acceptable level through designselection, incorporated safety devices, or warning devices, we develop and implement safe operating pro-cedures and use safety training programs.

Use personal protective equipmentWhen all other techniques cannot eliminate or control a hazard, our employees are given personalprotection equipment to prevent injuries and illnesses.


2007

Continuous improvement

Health and Safety AccountabilityContinuous improvement means measurement. We conduct a safety management services assessment inall our facilities throughout the world. The chart below shows the ratings for the past seven years. The per-formance shown for 2001 and 2003 reflects a substantial number of first time assessments, with lowerbaseline scores.

Accident-free CareersWe want our employees to have accident-free careers. To demonstrate continuous improvement, wemeasure recordable case frequencies (the number of incidents where employee seek medical attentionbeyond first aid on the job), and lost workday frequencies (the number of accidents that cause employeesto lose at least one day of work beyond the date of injury).


2007

Success stories

Taichung, TaiwanCorning Display TechnologiesScenario analysis improves emergency response skillsIn 2006, the Taichung facility for Corning Display Technologies Taiwan was invited to demonstrate anemergency response drill during "Industrial Safety, Health and Environmental Month" – an annual eventconvened by the Central Taiwan Science Park (CTSP) administrator in Taichung. The facility had recentlyreceived the CTSP safety excellence award.

The scripted drill involved an ammonia tank lorry leak. At 2:10 p.m. on July 20,2006, an ammonia tank lorry arrived to unload liquid ammonia at the southeastcorner of the factory near the Phase 2 chemical loading and unloading dock.While the tank driver was positioning the truck at the unloading area, the tanklorry collided with the building wall causing an ammonia leak. The driver immedi-ately informed the Taichung facility central control room and this triggered theemergency response process.

The drill consisted of three major event modules: organization of Emergency Response Team (ERT) andrescue response; decontamination and secondary pollution prevention (waste and spent cooling water col-lection); and incident notification and recovery. The facility ERT effectively controlled the incident beforegovernment agency or fire brigade personnel arrived and no injuries occurred.

Forty-one visitors, including CTSP officers, personnel from neighboring facilities and chemical supplier rep-resentatives, attended the drill and praised the team's response skills. The CTSP will be using Corning'semergency response achievements to benchmark all industries in the park.

Canton, New YorkCorning Specialty MaterialsPromoting a safer and healthier work environmentA safer work environment can be maintained if everyone recognizes and addresses incidents. This wasthe philosophy behind a new incentive program sponsored by the Safety Event Analysis Team (SEAT) atCorning's Canton facility.

The program encourages employees to report unsafe conditions and near-miss incidents. Each month,SEAT reviews submitted incidents and awards employees according to not only the magnitude of the inci-dent or corrective action, but also and the role employees play in the corrective action. Individual awardscan be as high as one hundred dollars; group recognitions can be as high as two hundred and fifty dollars.To date, we've seen success in increased employee awareness through the program.


2007

Success stories

Shanghai, ChinaCorning Shanghai Company LimitedNew contractor process model in China leads to greater efficiencyThe Contractor Safety Process Model for Construction and Non-Construction Applications, which includeswritten contractor programs and procedures, was initially developed as a part of the ContractorManagement Process deployed by Corning Shanghai Co., Ltd. (CSCL) at the close of 2005. The modelwas then customized for use in China to allow for a more efficient and effective process given local laws,regulations and common practices.

The first opportunity to test the new model was on a plant expansion project. The first step was to find aqualified project management vendor. Using the model's prequalification process, three candidates wereselected and then further analyzed through the Kepner-Tregoe method to arrive at the chosen vendor.

Next, a vendor was needed to develop the project plan which includes environmental, health and safetypolicies and objectives, a management activities matrix, key control programs for high-risk tasks, inspec-tion and monitoring, and preventive or corrective action. The Environmental Health & Safety ManagementPlan helped in selecting a vendor that properly aligned with the corresponding phase of the model.

Construction began and the safety activities of approximately ten contract companies were properly coor-dinated using the new corporate model. At project close, the CSCL expansion project team evaluated thesafety performance and ability of the candidates against the requirements identified in the plan.

Gebze, TurkeyCorning Cable SystemsFire safety training valuable to employeesOur Corning Cable Systems facility in Gebze, Turkey is located at the Gebze Industrial Zone (GOSB)which is supported by its own fire department. The facility and the GOSB fire department collaborated on aspecial training exercise to not only educate employees on standard fire precautions and extinguishingprocedures but to standardize overall practices as well.

In the exercise, the alarm was sounded and employees gathered at a meet-ing point where a carbon-based fire and a flammable liquid fire were extin-guished. The fires reflected those most likely to be experienced by employ-ees. The GOSB fire fighters were present to make sure there were noinjuries.

After the exercise, employees met with the GOSB fire department to reviewthe training. It was determined that using the local fire department is a veryeffective way of conducting training exercises. Also, a video is better thanphotographs to see exactly how the exercise went.

This exercise meets legislative and corporate policy requirements and can easily be expanded to addressother emergency preparedness issues, such as chemical spills or blood-borne pathogens.


2007

Success stories

Hagen, GermanyCorning Cable SystemsFirst aid and near-miss reports lead to safer workplaceAt the Corning Cable Systems facility in Hagen, Germany analysis of first aid cases during the last fewyears revealed that minor cuts to hands were the most common injuries among employees. In 2001, theaccident average was 13 injuries for every 100 employees. To lower this number, the facility introducednew protective gloves. After the new gloves were issued, the number of injuries was reduced to four forevery 100 employees.

However, in 2003 and 2004 the number of cases slowly increased. This time employees were asked toprovide feedback on the problem and it was apparent that a review of the tools, specifically knives, wasneeded. The review resulted in the removal of all knives with fixed blades and the introduction of safetyknives. In addition, employees received special training on the proper use of the knives.

A near-miss report led to another important change at the facility. Employees take smoking breaks as agroup in a break room in the facility. One day, an employee on a smoking break walked out of the roomright in front of a forklift truck. The driver of the truck was able to avoid the employee, but the incidenthighlighted a problem. A near-miss incident was reported and the review confirmed two things: the needfor a handrail outside the break room and removal of all objects around the break room door.

Employees discovered that reports are essential in helping management monitor, investigate and fix safetyissues.

AfterBefore


2007

Success stories

Hickory, North CarolinaCorning Cable SystemsFall prevention project eliminates risk, decreases maintenanceFloor space limitations at Corning's Hickory, N.C. facility required that production compound hoppers beinstalled as close to each other as possible. With some hoppers reaching 15 feet in height, this created apotentially dangerous situation for employees who maintain these systems using portable ladders.

Our solution was an elevated maintenance platform which allowed safe access. The finished platform sys-tem is 101 feet long and can be extended if needed. It features a railing, a stairway on one end and anemergency ladder on the other. The platform deck measures about 13 feet high and has a load rating of75 pounds per square foot. Eight out of the nine hoppers have ladder accesses to top for maintenance.

All regulatory required criteria were factored into the design. As a result of this project, approximately 20maintenance employees working in this area can now safely change filters, make adjustments and per-form other necessary tasks without subjecting themselves to the risks of falling.

In addition, the platform system has decreased required maintenance time. Regular hopper maintenancenow requires half the time it did before the platform was installed.

AfterBefore


2007

page 18

Awards & recognition

Awards

Chengdu, China CCS Achieves OHSAS 18001 MilestoneChengdu, China

At the Chengdu, China Corning Cable Systems facility (CDCCS), safety is always oneof the most important factors supporting our business success. CDCCS managementbelieves safety is a businessprerequisite and a component of its social accountability responsibilities. As a definedCDCCS Key Performance Indicator, safety performance expectations are identified andevaluated regularly.

In support of safety management excellence, CDCCS started its development anddeployment of the OHSAS18001 management system in 2004. With the strong effortsand participation by our employees and management, CDCCS passed the third partyaudit successfully in June 2005 and received OHSAS certification in July 2005.

This is the first industrial enterprise out of more than 500 in the Chengdu Hi-Tech development Zone toreceive OHSAS certification. In recognition of this achievement, CDCCS received a special award of RMB20,000 ($2500 USD) from the Chengdu Hi-Tech development Zone for continued efforts in safetyexcellence.

North Carolina State Department of Labor Presents CCS with Awards for Safety and Health Effortsin 2005North Carolina, USA

The North Carolina Department of Labor presented awards to Corning Cable Systems on June 8, 2005.The awards are in recognition of the outstanding safety and health efforts that resulted in a substantialreduction of injuries and illnesses and the promotion of safer working conditions during the year of 2005.CCS was received the following awards:

• Corning Cable Systems - North Carolina Locations - Second Consecutive Year - Gold• Corning Square - Second Consecutive Year - Gold• Hickory Cable Facility - Second Consecutive Year - Gold• Hickory Cable Facility - One Million Employee Hours Worked - No Lost Time Injuries• Optical Assembly Plant - First Year - Gold• Winston Salem Plant - First Year - Gold


2007

Awards & recognition

Recognition

Management System CertificationTaichung, Taiwan

On November 30, 2005, Corning's Taichung, Taiwan Facility completed an ISO9001, ISO14001 andOHSAS18001 formal audit. In January 2006 the facility received permanent certification of each system.Our Taichung facility is the first company in the Central Taiwan Science Park (CTSP) to receiveISO/OHSAS certification.

To become certified, the facility had to develop a rigorous schedule which included the following elements:

• A team of employees from various departments attended internal auditortraining. They then began conducting an Environmental AspectIdentification and Risk Assessment Review to evaluate the status ofall applicable programs and processes, including legal and other require-ments.• The team then began system documents preparation, establishing SHEobjectives, targets, and program management setting and review.• They then conducted an internal audit to evaluate all processes and hold amanagement review meeting to develop actions plans for the pre-auditby BVQI. The pre-audit by BVQI was held and resulted in the developmentof additional action plans.• The formal Audit was then conducted, by three BVQI auditors using a schedule that interviewed repre

sentatives from each department. At the conclusion of the three day audit, only two minor actionitems were noted. These actions were corrected to prepare the facility the surveillance audit later in2006.

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