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TRANSCRIPT
Integrating Workplace Safety, Health and Wellness
Presentation by Vivek Kamra
© 2013 NatSteel Holdings Pte Ltd
Safety Contact
Outline
1. About Us – NatSteel Holdings Group
2. Company’s Vision
3. Unique features in NSH
4. NatSteel’s Safety Journey
5. Top Hazards & Risks
6. Best Practices & Innovation Projects
7. Safety Performance/Safety Awards
8. Safety Initiatives
9. Challenges
NatSteel Overview
5
A Top Global Steel Producer The Tata Steel Group
Tata Steel: A Top 15 Steel Company Globally NatSteel is part of the Tata Steel Group
Tata Steel Europe
NatSteel across Asia Pacific
Tata Steel Thailand Tata Steel India
Tata Steel Group
Production Capacity:
28 million MTPA
Annual Turnover:
US$26.23 billion (FY12)
7
NatSteel’s Regional Footprint Robust growth across the Asia Pacific
NatSteel Holdings Market leader in Singapore
• Steel: 750,000 MTPA
• Rolling: 750,000 MTPA
• Downstream: 600,000 MTPA
Best Bar & NatSteel Australia • 2nd largest in Australia
• Downstream: 150,000 MTPA
NatSteelVina Rolling: 200,000 MTPA
Easteel Services Downstream: 40,000 MTPA
Siam Industrial Wire Wire: 200,000 MTPA
NatSteel Xiamen • A top brand in Fujian
• Rolling: 2,000,000 MTPA
• Downstream: 50,000 MTPA
New JV in Jakarta
8 << Back to Strong Presence in Asia Pacific
Our Integrated Steelmaking Operations
Producing green steel from recycling metal waste
9
1. Radiation detection and
sorting of metal scrap
2. Steel production using world’s most
energy efficient Electric Arc Furnace
3. Rolling mill benchmarked against global standards
4. World’s largest Cut & Bend
Centre producing 400k tonnes
per year
5. Mesh Centre utilises state-of-the-
art technology to manufacture high
quality products
6. Caging Centre produces
precages and bored piles
according to customer needs
Driving Workplace Safety,
Health & Wellness in NatSteel
17 July 2012
Ms Florence Lim – AVP, Human Resource
11
Our Vision And Values
• We are driven by our five core values of Integrity, Understanding,
Excellence, Unity and Responsibility
• The Tata Code of Conduct - how we conduct our business to the
highest ethical standards
Our vision is to be the global steel industry benchmark for
value creation and corporate citizenship.
12
People As One Of Our 5 Sustainability Pillars
• People First: Our goal is to become an employer of choice across all
industries
• We believe a robust workplace safety, health and wellness
framework is critical in giving focus to our programmes and achieving
our goals
Environment
Community Safety
People Ethical Behaviour
13
NatSteel’s Workplace Safety, Health & Wellness Strategy
Daily exercise routine
before start of shift
A win-win strategy that aligns
corporate objectives with employee
aspirations
Create a safe, flexible and supportive
work environment for employees
Promoting healthy eating at in-house
cafeteria
Developing A Robust Management Framework
14
Workplace Safety,
Health & Wellness
Excellence
Needs Assessment
Goals & Objectives
Management Support
Programme Structure
Programme Planning
Implementing Interventions
Evaluation and
Improvement
15
Structuring A Robust Management Framework
• Strong management support
• Budget and resource allocation
• Organisational policies
• Walking the talk
• Driven by SHE and Human
Resource departments
together with Occupational
Health Unit and Sports and
Recreation Club
• Awards and accolades:
• Consecutive winner of the Work
Life Excellence Award
• Consecutive winner of the
HEALTH Award (Platinum in 2008)
CFO and staff volunteering at a
community event
Bowling championship for staff
16
Safety As First Priority
Safety, Health, Environment and Security Department
• Target of Zero Lost Time Injury
Frequency. Significant
improvements made in safety
since 2008.
• Partnering government
agencies to improve safety in
construction industry
• Safety Achievements:
• bizSAFE Partner since 2009
• World Steel Safety & Health
Recognition 2011
• WSHC Innovation Award 2011
• ISO14001 & OSHAS18001
Accreditations Staff on a regular safety audit
Daily safety toolbox meeting
17
How do we define Safety Culture?
Safety culture is the ways in which safety is managed in the workplace, and often reflects "the attitudes, beliefs, perceptions and values that employees share in relation to safety"
Top Management
Managers
Supervisors
Line Leaders
Operators
18
Our Safety Principles
Leadership is Caring
Building a Structure
Committing the Resources
• Genuine concern for individuals
• Being there
• Apex committee
• Report and review
• Observation and analysis
• Time allocation
• Budgetary commitments
19
Safety At The Heart Of Our Business “At Tata Steel, nothing is more important than your safety.”
Mr B Muthuraman Vice Chairman, Tata Steel
20
Leadership Is Caring – Being one with the Team
Every employee must feel valued by the organisation. The primary assets of concern for the business is its people.
Safety communication session by senior management
Sharing of safety on the shop floor
WAH
CSM
Safety Bulletin
POP Up
Poster
&
Banner
Safety Theme
Safety Day
Tool Box Meeting
5S STOP Audit
Safety Contact Safety
Signage
Leadership Is Caring – Visible presence and clear communication
22
Leadership is Caring –Visibly promoting safety initiatives and best practices
Safety Messages On Intranet Table Stickers Bulletins
Posters Safety Day Safety Survey Banners
Core Elements Of NatSteel’s Safety Excellence Framework
Safety Management System OHSAS 18001:2007
People Behavioural Controls STOP Programme
Staff on regular STOP audit
Process Safety Management
Operational Discipline
Daily safety toolbox meeting
Building A Structure
24
APEX Committee (FY11 to FY13) Building A Structure
Building A Structure - Safety Observation Audit (SOA)
Step 1: Observation
Step 2:
Comment on safe behavior
Step 3:
Discuss
Step 4:
Get agreement
Step 5:
Discuss other safety issues
Step 6:
Thank the employee
Iceberg Model – an effective Safety Observation system needs to be designed to surface the “hidden many safety issues”.
26
Visible Behaviour
Feelings & Emotions
Attitudes
Beliefs
Conditioning
Invisible
An systematic, open and transparent working environment is critical for effective safety observations
Building A Structure - Safety Observation Audit (SOA)
27
Building A Structure - Fatality Risk Containment Program (FRCP)
28
Risk Containment
Alerts
FRCP in SEMS
Note:
* System change or Engineering Control
Identify Risks of High Consequences:
Severity 4/5
Is Corrective Action
Taken ?
Stop & Discuss
Introduce
Preventive Action *
Notify FRCP sub-com. and send alert if risk
identified by DIC
FRCP SC tracks & closes case in SEMS
DIC/AIC to inform FRCP sub-com. upon
action taken
Closure of Case ?
FRCP informs DIC/AIC on further action
NO
YES
NO
YES
DIC's FRCP champion registers case in SEMS.
FRCP in Flowchart
Building A Structure - Process Safety Management (PSM)
29
Building A Structure - Contractor Safety Management (CSM)
30
Card Access System
Step 1: Contractor Selection
Step 2:
Contract Preparation
Step 3:
Contract Awarding
Step 4:
Orientation & Training
Step 5:
Work Management
Step 6:
Contractor Evaluation
Contractor Safety Performance Measurement
31
Building A Structure - Operational Discipline (OD)
32
1. Supervisor Safety Dialogue to drive a bottom up safety movement
2. Operation Night Eagle
3. Ergonomics Task Force
4. Working At Height Task Force
5. Implementation of Road Traffic Safety Management Plan
1. Heavy Vehicle Safety
2. Safe walkways
6. Energy Isolation
SAFETY INITIATIVES
Committing Resources - Safety, Health and Environment Initiatives
Safety Initiatives – COO Supervisor Safety Dialogue
33
The 1st COO safety dialogue session with supervisors was successfully carried out on 16 January 2013
The 2ND COO supervisor safety dialogue session in mandarin was successfully carried out on 6th February 2013
The COO 3rd safety dialogue session with supervisor was successfully carried on 25th February 2013
Safety Pledge by Supervisors after the 4th COO Supervisor Safety Dialogue Session
on 20th May 2013
Safety Initiatives – Operation Night Eagle
34
Safety Initiatives – Ergonomics Task Force
35
Safety Initiatives – Work At Height Taskforce
36
37
The forum was a very impactful one with information from the Traffic Police on the current accident statistics, sharing on the road traffic violations, accident case study and SOP in the plant.
Safety Initiatives – Heavy Vehicle Safety Forum
Standardization of safe walkway access color coding across all work-centers. To provide a clear and consistent direction controlling human traffic flow and isolation from vehicle and operational hazards.
To be used by visitors For use by operators/internal
staff
For locations where vehicle
pathways intersect with walkways
Safety Initiatives - Safe Access Walkways
Safety Initiatives – Energy Isolation Task Force
39
Objective:
To implement positive energy isolation standard across all NSH production centers so that we have ZERO incident related to positive energy isolation failure
Project:
• Name: Second bag
house
• Location: Meltshop
• Investment: 7 million
• Starting up time: Sep
2009
Safety Innovation Projects
Safety Innovation Projects
2) Quick Release System
Results Significant and commendable safety performance
Reduction of overall all workplace risks to lower levels
2003 – Certified OHSAS 18001:1999
• Converted to OHSAS18001:2007 in 2009
2006 – Certified ISO 14001:2004
2008 – Engaged External consultant to embark on a rigorous programme towards achieving our Safety goals
• Reducing LTIF to Zero by 2018
2009 – bizSAFE Partner
• NatSteel made it mandatory for all business partners to achieve at least bizSAFE Level 3
2012 – Certified ISO 50001
Our Safety Journey
43
NatSteel family day 2011
44
Putting People First
Human Resource Department
• Drive work-life excellence and
spur employee engagement
• Proactive assessment and
addressing of employees’ work-
life needs through policies and
initiatives
• Pro-family policies
• Comprehensive welfare and
benefits
• Reward and recognition schemes
• Promotion of staff participation in
work-life activities
• Fair living conditions for migrant
workers
Six focus areas for improving
engagement
45
Enabling Healthy Lifestyles
Occupational Health Unit
• Enabling employees to lead
healthy lifestyles through
health promotion and education
as well as organising health-
related events
• Medical treatment and health
counseling
• Targeted health initiatives such as
weight management , cholesterol
management and smoking
cessation programmes
• Lunchtime talks, workshops and
other activities
• Healthy employees are happy
and productive
In-house clinic for medical consultation
Lunchtime talk by external health
consultant
46
An Active And Vibrant Workplace
Sports and Recreational Club
• Involvement of representatives
across departments in the SRC
committee creates shared
ownership and increases staff
participation
• Organises wide variety of
regular activities to foster staff
bonding
• Sport enthusiast groups
• Board games and competitions
• Events for staff and their families
Active day in Little India
Movie screening for employees and
their families at Lido
Tailoring To Employee Needs
47
Pro-family:
• Flexible / Part-time
work arrangements
• Marriage, Maternity,
Paternity Leave
schemes
• Events for staff and
families
Care for migrant
workforce:
• Dormitory and
transport provisions
• Locker and shower
amenities in plant
• Participation in
corporate events
•Annual satisfaction
survey
Recognition &
welfare:
• Long Service &
Prime awards
• Bursary awards for
employees’ children
• Festive loans
• Transport, Medical
subsidies
48
Driving Improvement Through Needs Assessment
• Regular surveys and open
dialogue to measure success
and identify areas for
improvement
• Employee engagement survey for
all levels of staff
• Health screening and lifestyle
survey
• Feedback form for in-house
cafeteria
• Town hall sessions
• Lunch with CEO
• Work Excellence meetings with
unions
Town hall session involving 300 staff
Annual health screening
Snapshot Of Activities
49
Safety Day
2011
First aid training
for staff
Stress
management
workshop
Healthy eating
class
HIV awareness
interactive talk
Aerobics class
Smoking
cessation
programme
Weight
management
programme
Managing Engagement, Performance, Health Safety and
Wellness through an Integrated Employee HR System
50
Release 1 Release 2 Release 3 Release 5 Release 4
Performance
Management
Talent
Development
& Voice
Talent
Acquisition
Talent Core
& Wellness
Contract
Employee
Management
Performance
Appraisal
Competency
Management
Career Development
Planning
WFA Integration
Recognition &
Rewards
Social Collaboration Recruitment
Onboarding Succession Planning
Employee Surveys
Leaning Management eLearning
Attendance
Management
Workforce
Administration
Leave Management
Health and Safety,
Wellness
Contract Employee
Lifecycle
Management
Vendor & Requisition
Management
Time Management
Invoice Management
Mobile, Helpdesk, Social and Reporting
51
People are At The Heart Of Our Business
“Caring for people lies at the heart of the Tata Steel and NatSteel
ethos. Our robust work-life strategy is an extension of this belief. We
want to go the extra mile for our employees by engaging them through a
myriad of healthy lifestyle activities. Our work-life programmes – such as
sports and recreational activities, community involvement projects, health
talks and screenings, and more – cater to the varying needs of our
employees and has been well-received. When our people see that their
company cares for them, they in turn give their best, and this is crucial for
our continued success”
Q & A