Kevin Igli

While producing food may sound like a rather simple process, it actually is quite complex. In some ways, it’s like a finely tuned watch, with many cogs and other minute mechanisms that must be synchronized to function properly.

In the food business, there are hundreds of procedures and production systems that must be managed daily to ensure our operations are effectively producing the safe, high-quality products our customers expect. We at Tyson Foods believe sustainability is about understanding how these systems work together and what it looks like when things are done well. It’s about asking ourselves, “How do I make it better?”

Feeding the world with trusted food products, serving as stewards of the environment, providing a safe workplace, operating with integrity and trust, creating value for our shareholders, and supporting the communities in which we operate, are some of the elements of our Core Values. Each element requires attention to detail and the management of people, equipment, processes, and procedures. In addition, there are multitudes of applicable regulatory requirements and company policies embedded inside the daily routines of our workforce. To be successful in carrying out our responsibilities and achieving sustainable outcomes, we must find clear, succinct, and simple methods for aligning our goals with our day-to-day performance, communicating our expectations, and measuring our results.

Success in our business requires this alignment. We’ve spent a great deal of time in recent years implementing a program called Functional Excellence, which requires us to define our job responsibilities and ensure they are in line with management’s expectations and our company’s strategic plan. We’ve found this to be an extremely important exercise. As management and quality expert Dr. W. Edwards Deming once said, “It is not enough to just do your best or work hard. You must know what to work on.”

Our effort to align our job responsibilities with Tyson Foods’ strategy extends to sustainability and our desire to do the right thing in every aspect of our business. Our focus on “People, Planet, Profit, and Products” must be in line with our business practices and strategies, or the desired outcomes will simply not be achieved.

For example, our people are our most valued resource and are a primary focus of both our sustainability efforts and our strategic plan. We must have a strong team to compete in today’s global marketplace, which is why we’re cultivating our Team Members through talent development.

Likewise safe, nutritious products are vital to Tyson Foods’ ability to remain a sustainable business. Systems that enable us to protect the safety and health of our Team Members and conserve water and energy are important to our goals of zero injuries and shrinking our environmental footprint, and can also benefit our bottom line. Such products and conservation systems require innovation, which is also one of our company’s strategic objectives.

Our efforts to operate in a sustainable, responsible way are not independent from our individual job assignments or our corporate strategic plan – they are aligned. In fact, our desire is that they complement each other so closely that they operate together like the movement of a fine watch.

Kevin Igli

Kevin Igli
Chief EHS Officer

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