Strictly speaking, safety should be classified under the general head of “Welfare.” But in practice a distinction must be drawn between what may be considered the plain duty of the employer to prevent needless accidents--a duty to the workmen and a duty to himself--and the work that reaches out and, by bettering the worker’s lot generally, benefits his family and the community in which he lives. Work of this character grows of its own impetus. It is doubtful if the Corporation’s management, when it first outlined its propaganda for helping employees to lead happier and healthier lives, realized how far afield it would be carried, how many different activities the work would come to include. Each step accomplished suggests another and often a bigger. As the welfare campaign progresses its workers become imbued with enthusiasm, make more demands upon the Corporation’s finances to carry out their ideas. And so the welfare programme has taken on a broad scope, has a wide horizon, and will have a still wider one as the years roll by. Those in charge of the welfare and safety work, whether at the mills or at the Corporation’s headquarters, do not claim, nor for that matter do any of the Corporation’s officials claim, that the work is entirely altruistic. They are perhaps rather too inclined to emphasize its importance purely from the efficiency standpoint. It is impossible to judge motives, and generally those behind any course of action are more or less mixed. The outside observer, however, studying the operation of the Safety and Welfare movement, and noticing the enthusiasm of those engaged in it, cannot but be convinced that the deeper motive behind it is an unselfish one. The consideration that the employer benefits financially from the health and happiness of his employees is there, but it occupies a decidedly secondary place. It is difficult, perhaps impossible, to demonstrate statistically that welfare work, as distinct from safety work, is financially beneficial to the employer; that the Corporation has received any tangible return for the large sums it spends yearly to give its workers the opportunity to lead cleaner, healthier, happier, and broader lives. But no work thus done can fail to give the doer a return, full measure and overflowing. The stock subscription plan, discussed in the early part of this work, is in reality a part of the welfare programme. It has a two-fold object: that of creating a direct personal interest on the part of the worker in the Corporation’s affairs, and that of encouraging thrift among the men and women employees, setting their feet on the first rung of the ladder of success.