Health and Safety principles Ludwig Berger, Director Health, and - - PowerPoint PPT Presentation

R O O F S F O R L I V I N G

Health and Safety principles

Ludwig Berger, Director Health, and Safety and Environment Monier Group

R O O F S F O R L I V I N G

Group presentation – July 2009 Page No. 2

Key facts 2008

Sales 1,506 million euros Employees 11,155 Sites* 152 in 34 countries Business activities 46 countries

* Excluding Associates

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MONIER products

Underlays/Insulation Roof outlets/ Snow & Safety Ridge & Hip/ Abutments, Eaves Gutters, Valleys, Skylights, Solar, Fixings

Roof tiles Chimney systems Components Roof Systems

Concrete, Clay & Metal tiles Fittings Ceramic & Steel chimneys Ventilation systems Fireplaces Low Pitch Cool Roof System Guarantees Roof packages

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Group presentation – July 2009 Page No. 4

Worldwide network of production sites

Americas Europe Africa Asia

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MONIER sites: total 210

• Concrete roof tile plants

122

• Clay roof tile plants

22

• Chimney plants

23

• Aluminium foundry

1

• Tool shops

1

• Roofing components plants

6

– Plastic processing – Metal processing – Underlay production

• Other sites/warehouses

23

R O O F S F O R L I V I N G Building World Class Foundations

• 1. H&S Policy and Rules
• 2. Mandatory Group Standards in updated

H&S Management system

– Governance Standards – Operations Standards

• 3. H&S in Management Cycle &

Investment

• 4. H&S in HR: progressive discipline policy
• 5. H&S Group Steering Committee

Living Safety

• 1. Incident Investigation
• 2. Risk Assessment
• 3. H&S Committees on BU and Site level
• 4. Safety Dialog
• 5. Auditing and inspection
• 6. Team-based safety

Learning and Sharing

• 1. Effective Communication
• 2. H&S Skills

– Leaders & managers training – Supervisors training – Operators training

• 3. Capable & Recognized H&S Staff
• 4. Good Practices sharing

Sustaining Local Improvement

• 1. Continuous improvement

– Drive roadmap implementation at BU and site level – BU H&S improvement plan

• 2. Safety Measurement and Reporting

– Group database – Incident pyramid – proactive and leading indicators

• 3. Contractor Management
• 4. Health: Dust, noise ….
• 1. Sponsorship from the Top
• 2. Visible Felt leadership
• 3. Clear Line Accountability

for Implementation, Communication and Compliance

Leadership & Accountability

Monier H&S Roadmap

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LTIFR Trend Q1 2009

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18

Q104 Q204 Q304 Q404 Q105 Q205 Q305 Q405 Q106 Q206 Q306 Q406 Q107 Q207 Q307 Q407 Q108 Q208 Q308 Q408 Q109 Q209 Q309 Q409

Quarterly LTIFR Yearly Target Trend

LTIFR Target 5,46 LTIFR Target 5,91 LTIFR Target 3,61 LTIFR Target 3,25

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Other Monier H&S tools

• H&S mandatory standards

– Reporting and investigation – PPE – Working at height – Energy isolation – System audits

• Annual safety objectives of each business units

– Performance plans

• H&S intranet

– Accident data base – Accident analysis tools

• Training DVDs from our industry
• Monier H&S committee (6 members from key BUs)

– 2 annual meetings – Monthly confcalls

• KPIs monthly reports

– Accident alerts – Good practice communication

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The aim of the program Key elements of the program:

• Increasing the awareness for the hazards
• Enforcing a team-based safety approach
• Sharing good ideas
• Enforcing the inspection process

Status 10.12.07

Prevention of hand injuries program

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The posters

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Monier Health & Safety Roadmap

Building World Class Foundations

• 1. H&S Policy and Rules
• 2. Mandatory Group Standards in updated

H&S Management system

– Governance Standards – Operations Standards

• 3. H&S in Management Cycle &

Investment

• 4. H&S in HR: progressive discipline policy
• 5. H&S Group Steering Committee

Living Safety

• 1. Incident Investigation
• 2. Risk Assessment
• 3. H&S Committees on BU and Site level
• 4. Safety Dialog
• 5. Auditing and inspection
• 6. Team-based safety

Learning and Sharing

• 1. Effective Communication
• 2. H&S Skills

– Leaders & managers training – Supervisors training – Operators training

• 3. Capable & Recognized H&S Staff
• 4. Good Practices sharing

Sustaining Local Improvement

• 1. Continuous improvement

– Drive roadmap implementation at BU and site level – BU H&S improvement plan

• 2. Safety Measurement and Reporting

– Group database – Incident pyramid – proactive and leading indicators

• 3. Contractor Management
• 4. Health: Dust, noise ….
• 1. Sponsorship from the Top
• 2. Visible Felt leadership
• 3. Clear Line Accountability

for Implementation, Communication and Compliance

Leadership & Accountability

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Safety Programs for H&S improvement in the BU´s

Objective: Implemented and practiced in all BU´s in 2009 if not already in place

• 1. Implement Safety dialogue program (unsafe behaviour)
• Between BU executive Committee and senior management and shop

floor level

• Between plant managers and shop floor level
• Between supervisors and shop floor level
• 2. Implement targeted inspection program in all plants/sites

(unsafe conditions)

• 3. Investigate at least all LTI with Monier Standard fishbone method or

equivalent method

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• 1. SAFETY DIALOGUES (proactive method)

Expectation: Each BU has a Safety dialog program for managers which is followed up with a plan.

Principles of Safety dialogs

• Improving safe behaviour and influence unsafe behaviour by regular safety

dialogues

• Checking the implemented behavioural safety rules
• Understanding why do employees behave safe or unsafe
• Demonstrating sponsorship and accountability
• Understanding importance of good examples and

visible felt leadership

• Improvement of H&S culture
• Dialogs are documented and followed

up with a plan

(NM) (NM)

UNSAFE BEHAVIOUR

(NM) (NM)

UNSAFE BEHAVIOUR

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Method of Safety dialogues

Safety dialogue between superiors and employees „Top down“ The three levels of Safety dialogues

• 1. Executive board and shop floor

employees – Top management is setting strong signals for the importance of safety

• 2. Plant/ site manager and shop floor

employees – Plant/ site manager shows leadership and influences general behaviour

• 3. Supervisors, shift leaders, team leaders

and shop floor employees – Direct superiors are in close contact to employees and influence behaviour directly

• Time consume per dialogue: 15 min

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Example of Safety dialogue planning for BU

Who: Responsibility Function Where: Location of Safety dialogue With whom: one to one When: Date of Safety dialogue Protocol/ Documente Business Unit

Executive board Executive board member and employee Hugo Boss CEO Manheim plant Production Operator Plant visit: April 2009 Peter Zapf Marketing Director Stockholm plant Logistic Operator, packaging Dispatch worker Plant visit: January 2009 Heidi Klum HR Director Stockton plant Dispatch Supervisor Plant visit: February 2009

Plant/site

Plant manager Plant manager and employee Johan Plumber Plant manager Monheim Monheim plant, production Monheim plant, paint shop Monheim plant, accessories ...................... Operator Fork lift driver Operator Week 3, plant tour Week 4, plant tour Week 5, plant tour Perry Rodan Plant manager Hamburg Hamburg plant, production Hamburg plant, paint mixing Hamburg plant, accessories ........................ Mixer operator Operator Supervisor Week 3, plant tour Week 4, plant tour Week 5, plant tour

Department in plant/site

Supervisor Supervisor level and employee Uwe Seeler Supervisor Stockton plant, production

......................

Operator 1 Operator 2 Operator 3 By situation but documented Many Neumann Team leader Stockton plant, accessories

......................

Operator 1 Operator 2 Operator 3 By situation but documented Herrman Hinterberner Shift leader Stockton plant, mixing department

.............................

Operator 1 Operator 2 Operator 3 By situation but documented

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• 2. TARGETED INSPECTIONS (proactive method)

Expectation: Each plant has a system for targeted inspections which is followed up by a inspection plan.

Principles of targeted inspections

• Site inspections structured by important safety topics:

– One topic at the time – Use prepared checklists for each topic

• Check the implementation of Monier standards (WAH, PPE)
• Find unsafe conditions
• Findings are documented and followed up and rectified
• Distribute the responsibility on several persons
• Minimise time consume and maximise effect
• Time consume per inspection: 30-45 min

(NM) (NM)

UNSAFE CONDITIONS

(NM) (NM)

UNSAFE CONDITIONS

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Example of targeted inspection concept for plants

Who: responsibility What: topics to be visually inspected

To find unsafe conditions

When: Frequency Documented / actions

John Henry Machine guarding and safety –Guarding systems, fences, interlock systems, emergency stops, pull cords, Every second week Karl Nappf Hazardous material –Storage, correct use, marking, identification, storage amounts, locations, safety data sheets, housekeeping Every fifth week Heidi Klum Working at height –Ladders, access and egress, stairways, platforms, mobile platforms, harnesses, scaffolds Every fourth week Peter Nuspel Plant traffic –Pedestrian ways, roads, traffic signs, mirrors, doors, gates, housekeeping, visitors, loading area, yard, road and yard surface Every third week Perry Rodan PPE –Correct use and wearing, selection, storage, completeness, cleanliness Every second week Many Neumann Fire safety –Extinguishers, escape routes, emergency lights, alarm systems, assembling points, evacuation Every fourth week Wolf Grams Electricity –Control cabinets, broken cables and cords, hand tools, extension cords, lightening, private equipment Every second week Harry Piel Vehicles, mobile plant –Fork lift trucks, front loaders, attachments, other vehicles, lights, hydraulic leaks, tires, safety Every third week

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• 3. INCIDENT ANALYSIS (reactive method)

Expectation: Each BU has a systematic approach to investigate at least the root causes of all LTI with Monier standard fishbone method

• r equivalent method

Principles of root cause analysis

• The Incident analysis should be done by a team of different people
• Causes for Incidents and accidents must be identified and linked in a logical

manner

• Identifying and eliminating will help to prevent them from happening again
• Improvements in the working environment by action plan and the follow up
• f the action plan
• Raising the level of safety by management participation
• The result is documented and communicated

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effect effect

Method Method Management Management People People Environment Environment Material Material Machine Machine

possible causes possible causes

unsafe behavior? policies? lack of instruction? illness, indisposition? supervision? unclear instruction? safety devices used? authoristation? changing functions? fitness to work / physical ability? work pressure? process planning?

• rganisation?

lack of training? lack of supervision? lack of knowledge? missing PPE ? lack of experience? lock-out procedure? horseplay? technical defect? hazardous substances? lightning? bad protection device? sharp edges? ventilation? dysfunction? hot surfaces? noise? defective tools? weight? temperature? lack of maintenance? size? housekeeping? ergonomic aspects? handling? access and egress? controls? humidity? inadequate design? dust / fume ?

PPE = personal protection equipement

motivation? MACHINE MATERIAL ENVIRONMENT PEOPLE MANAGEMENT METHOD no use of PPE?

The fishbone diagram

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Check the implemented Safety systems

(The effect of inspections and Safety dialogs)

Time System effectiveness

Safety dialog (unsafe behaviour) / targeted Inspections (unsafe conditions) Systems which are checked will be maintained Systems, which are not checked will not be effective on long term

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KPIs

Leading indicators PROACTIV ! Number of plant visits by management Number of Safety dialogs Hours of training per employee Number of targeted inspections carried

• ut

Trailing indicators REACTIV! Fatalities Number of incidents/ FR Number of lost days/ SR Number of medical injuries Accident investigations

Fatal Injury (FI) Fatal Injury (FI) Lost Time Injury (LTI) Lost Time Injury (LTI) Medical Injury (MI) Medical Injury (MI) First First Aid Injury Aid Injury (FA) (FA) Near Near-

• Miss

Miss Incident Incident (NM) (NM) Unsafe Unsafe acts acts / / unsafe conditions unsafe conditions Fatal Injury (FI) Fatal Injury (FI) Lost Time Injury (LTI) Lost Time Injury (LTI) Medical Injury (MI) Medical Injury (MI) First First Aid Injury Aid Injury (FA) (FA) Near Near-

• Miss

Miss Incident Incident (NM) (NM) Unsafe Unsafe acts acts / / unsafe conditions unsafe conditions

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Hierarchy of Control

0 % 100 % Safety

elimination isolation engineering admin./ PPE

training, supervision, instruction, permit to work

costs feasibility

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Conception of DVD based shop floor training

Challenge the employees to discuss which hazard is being caused. Encourage the employees to identify safe ways

• f behavior, then

show the positive scene. Agree binding rules of safe behavior and consequences of unsafe behavior with the employees.

Step 1 Step 2 Step 3 Step 4

Show the negative scenes with the unsafe behavior.

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“The lowest standards you accept become the highest standards you can expect”

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Thank you!