Social Impact

The Safety Culture


Adapting work to the worker is the principle that underpins the health and safety protection afforded to all of the Group’s employees. In fact, safety leads to well-being, prevention and collaboration. To encourage safe behavior and facilitate the management and prevention of risky situations, over the years the Company has developed a workplace health and safety culture. More specifically, Luxottica has introduced an organizational model at its production and logistics sites that focuses on prevention and protection with the aim of maintaining a safe working environment.

The guidelines for the Group’s health and safety activities and initiatives go beyond fulfilling the training and information obligations set forth by local regulations and include:

  • designing and maintaining an appropriate and safe workplace, guaranteeing full respect for ergonomic principles in the design of workspaces and relative equipment;
  • continuous updating of the accident prevention management procedures and constant monitoring of industrial hygiene, taking into account physiological and behavioral aspects that may affect the occurrence of accidents and occupational diseases; 
  • training, through appropriate training programs. 


Social and moral responsibility towards workers: this is the path towards reducing accidents in the workplace. In order to guarantee higher safety levels and develop a genuine company culture in the area of accident prevention, in 2007 the Group launched its “Zero accidents” program in Italian sites, subsequently introducing it at its facility in Campinas (Brazil) in 2013. 

All Italian production sites, beginning with Rovereto in 2012, have obtained OHSAS 18001:2007 certification for their occupational health and safety management systems, and this is currently being extended to the sites in Dongguan (China) and Campinas (Brazil). 

The following indicators show how all of the initiatives have made it possible to contain employee health and safety risks, and this despite the increasing number of Operations employees.

Frequency rate(b) 1.4 1.7 1.8
Severity index(c) 0.02 0.03 0.04
Number of accidents 66 80 79
Number of first aid cases and close call accidents(d) 367 421 399
Number of reports of unsafe situations and SMAT audits(e) 27,190 23,025 4,725

(a) The GRI 403-2 disclosure was not followed when reporting the data as it does not coincide with the Company’s internal classifi cation and reporting methodologies. The indicators were developed in accordance with the “Workplace accident statistics” UNI 7249/2007 regulation and then integrated with additional Company-specifi c KPIs. The fi gures do not include the Atlanta logistics hub, which became fully operational in 2017 and for which the process of collating health and safety data was carried out only according to the American OSHA (Occupational Safety and Health Administration) standard. The data is therefore not homogeneous with respect to the Group’s other production and logistics sites where a single method was used to determine the accidents and the days of work lost. The Group methodology is currently being applied to the Atlanta hub. The data relative to the “number of fi rst aid cases and close call accidents” and the “number of reports of unsafe situations and SMAT audits” does not include the Foothill Ranch site either, for which investments are being made to adapt the mechanisms and processes to those of the rest of the Group.
(b) Frequency rate: number of events every 1,000,000 hours worked. This is the main indicator of accident trends because it takes account of the hours worked and not just the absolute number of accidents. It was calculated in accordance with the UNI 7249/2007 regulation, “Workplace accident statistics”
(c) Severity index: days of temporary inability to work due to injuries (calendar days from the fi rst day of absence, excluding the day of the accident) per 1,000 hours worked. The indicator was calculated in accordance with the UNI 7249/2007 regulation, “Workplace accident statistics”
(d) First aid: an internal indicator that monitors events involving minor injuries that are generally handled by fi rst aid operators. Close call accident: an internal indicator that monitors events which may potentially lead to an accident/fi rst aid event that might have caused an injury which, by pure chance, did not materialize.
(e) SMAT Audit (Safety Management Audit Training) is an auditing activity carried out at different levels of the organization to verify a series of environmental, health and safety aspects (working environment, Personal Protecting Equipment - PPE, training, machines etc.)

It is a program that requires investment, the continuous adjustment of infrastructure and the training of employees, and which has naturally led to significant improvements in safety at plants. The accident frequency rate fell by 22% between 2015 and 2017. In Italy alone, where the indicator has been monitored for longer, there was a 52% reduction between 2010 and 2017 and a 10% reduction in 2017.

To raise the awareness of employees in terms of recognizing and identifying hazardous situations, in 2015 the Group launched an audit process at various levels of the organization which led to the instal lation of the first Safety Corners in some production departments in Italy. Here, operators have the opportunity to report situations that are considered to be unsafe or potentially hazardous. The initiative was an instant success, as highlighted by the exponential growth in reports since 2015, and is indicative of an increasingly proactive approach in safety management by employees. Safety Corners continued to be installed in Italy in 2017 and are currently being extended to the Chinese and American facilities 


Safety Days on the themes of safety and prevention were held at the Italian and Brazilian plants in 2017. 23 training sessions were held in Italy alone, involving 432 people for a total of 1,704 hours of training provided. The precursor to the initiative was the Safety Day organized in 2013 in Dongguan with training activities and evacuation drills. The following year saw the first edition of Safety Week held at all Italian facilities: five days dedicated to training, education and prevention involving around 8,000 employees. The second edition of Safety Week was held at the Chinese sites in 2015.

In addition, since 2017 there has been a new section dedicated to health, safety and the environment on the OneLuxottica company intranet in Italy, China and Brazil.


A number of studies have shown that more than 80% of workplace accidents are caused by at risk behavior. Inspired by the “Behavior-Based Safety (BBS)” concept, the Group has adopted a safety management methodology at its Italian plants that consists of reducing or eliminating unsafe behavior and actions through the involvement of its employees. Beginning at Cencenighe in 2014 and due to conclude at Agordo in 2018, the adoption of the BSS process has been gradual and will make it possible to:

  • develop a culture of fully shared security, encouraging the active and voluntary participation of workers, above all through positive backup and feedback;
  • build better relationships between employees, even outside the safety context, increasing the sense of belonging to the Company;
  • ensure an even more “active participation by workers” as set forth by the Safety Consolidation Law (Legislative Decree 81/2008 et sequitur).