Provide and Conquer
Husky Injection Molding Systems is a rarity - A company that illustrates the adage that its employees are its most important asset and uses its enlightened approach as a strategic advantage.It's enlightened approach to treating workers has not hurt the bottom line. The company has been growing at 25% per annum for a decade, it's sales soaring from $72 million (U.S.) in 1985 to $609 million in 1995, with net earnings of $49.1 million. "Husky is one of the most remarkable companies I've come across," declares Jim Collins, a Boulder, Col.-based management consultant and co-author of the 1994 business bestseller Built to Last. It's not the only company that fanatically believes in treating its employees with respect - other companies do that too. What makes Husky unusual is that it has a very strong value system, and lives it consistently, brings it to life in its buildings, its employees and its products."
For years, Collins has studied so-called "visionary" companies - IBM, Hewlett Packard,M, Boeing, Johnson & Johnson and Walt Disney - seeking to learn why they dominate their respective industries and endure for decades. He found certain common characteristics among them: They do not exist to maximize profits; they practice a set of unwavering core values; they embrace constant change; they set audacious goals; and they instill unwavering devotion in their employees. Husky, Collins believes, is not only a visionary company, but one of the 10 greatest firms he has ever seen/ "The real source of Husky's success is the fact that Schad's value system is authentic, he observes. "It's not cynical in the least."
Those values are apparent as soon as you arrive at Husky's 21.5 - hectare Bolton head office and manufacturing "campus." Inside the gleaming, low-rise, aqua-blue glass buildings, everything is spotlessly clean and well lit. Manufacturing areas are bright and air-conditioned, with no oil or debris on the buffed floors. Walls, even in washrooms, are adorned with framed nature painting, photos or prints. Books on wildlife greet visitors in the waiting rooms. In the cafeterias, staff dine on organic, vegetarian meals, served hot and subsidized the company. Herbal teas are free. Candy doughnuts and vending machines are non-existent. The entire building is smoke-free and signs about nutrition are ubiquitous. In addition to the fitness centre, a medical doctor, nurse, naturopath, chiropractor and massage therapist are on-site most days, and employees received a $500 annual benefit for vitamins. Husky nurtures the mind as well as the body, paying 100% of tuition and book costs for employees who attend university or college.
The firm's governing ethos is strict egalitarianism. Executives use the same parking lot, dining room and washrooms as everyone else. No titles denoting position are posted. Offices for executives are small and spartan. Casual dress is de rigueur.
Husky's emphasis on health pays concrete dividends. Absenteeism is a mere 2.4 days (canadian average is 9.5 days) per employee; drug costs are less than a third of the sectoral average.
Indeed, it's evident that Schad wants to build a foundation that will ensure Husky's survival for decades to come. To that end, he spends more time articulating his corporate vision to staff, one that regards treating people and the environment with respect as paramount. "I think you build something to last if you treat workers well," insists Schad.
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