How did one of the world’s most familiar brands go from 30 lost-time injuries per month to two in just ten years? Safety professionals across industries will be interested in this first-hand account about David White’s remarkable run overseeing supply chain at Campbell Soup.

Former Campbell CEO Douglas Conant writes for Harvard Business Review about how White transformed a global safety culture. Conant says that White “was both tough-minded on standards and tender-hearted with people. He started his second week on the job by being crystal clear with staff about what was going to change and he followed that up by demonstrating, time and again, that he cared about what happened to employees who were injured.”

He both “enforced the tough standards with zero-tolerance” and then built a team of supporters with incentives that would “reward the behavior and culture he was looking to build.”

How exactly did they do it? Read the full story here.