ms. annette gaessler
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II International Forum on Preventive Culture was held on 5 and 6 May, 2010 in Canary Islands. Topic of presentation: "Corporate Social Responsibilty and Return to Work". II Foro Internacional de la Cultura Preventiva, se celebró los días 5 y 6 de mayo 2010 en las Islas Canarias. Tema de la presentación: "La Responsabilidad Social Corporativa y la Reincorporación al Trabajo".TRANSCRIPT
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Welcome
to Airbus in GermanyAnnette Gäßler,
Head of Health Airbus Operations GmbH
Corporate Social Responsibilty
and Return to Work
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ContendCorporate Social Responsibilty and Return to Work
Company and sites
Airbus Vision, CSR, Employability and Health
Risk Assessment, Health Reports and Further Tools
Return-to-Work Programme
Conclusions
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G ER M AN Y
S P A IN
FR AN C E
UN IT EDK IN G D O M
Illescas
Puerto Real
Madrid
ToulouseToulouse
Broughton
Filton
Final Assembly Line
St NazaireNantes
Stade
BremenHamburgHamburg
Airbus in Europe …
11 Sites in Europe
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Airbus worldwide …..
1 global company
3 customer support centres
5 training centres
7 spares centres
9 engineering design centres
11 manufacturing sites
20 languages
24 hour customer support (365 days a year)50 flight simulators
more than 88 nationalities
160 offices
316 customers250 resident customer support managers
~325 operators
~6000 aircraft delivered
>52,290 employees
Wichita
Mobile
Washington
Airbus Americas
Tokyo
Airbus Japan
Peking Airbus China
Moskow
Hamburg
Toulouse
Tianjin
Neu Delhi
BangaloreDubai
Airbus Middle East
(Data at end 2009)
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The Airbus Way Page 5
Growing together
The cultural diversity of 52,000 employees from 88 nations gives Airbus a strong competitive advantage
Airbus recruits an increasing number of women in traditionally male roles such as engineering
Airbus’ people strategy, Growing Together, encourages better performance, higher quality and job dedication
Responsibility and initiative are fostered at all levels, with strong support for current and future leaders
Airbus promotes an open dialogue with employees and employee representatives
Airbus celebrates and rewards employee achievements through national and company wide award schemes
a world of cultural diversity
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theAirbusway: values and behaviours
to enable our vision and strategy … one global company culture Objective: To be a fully integrated company where all people, functions, partners, and suppliers share common values, behaviours and ways of working
to enable our vision and strategy … one global company culture Objective: To be a fully integrated company where all people, functions, partners, and suppliers share common values, behaviours and ways of working
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The Airbus Way Page 7
Commitment to the environment, health & safety
The A380 is crucial in addressing the increased demand for air travel
Airbus is closely involved in research projects to reduce noise and emission levels, and to help customers optimise aircraft performance
Airbus is the only aerospace company to have earned International Organisation for Standardisation (ISO) 14001 environmental certification covering all production sites, the company headquarters and all products throughout their lifecycle.
Safety in the design of workplaces and industrial processes is a key priority
Airbus has implemented a joint policy to improve the environmental performance of its aircraft and the impact of production, as well as the working conditions of employees
a world of commitment
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Risk Assessments- Final Assembly Line - Wing Tank -
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Risk Assessments- Equipment Installation -
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Risk Assessments- Equipment Installation -
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ContendHealth Report 2009
The average sick rate fell slightly from 4.4 % in 2008 to
4.3% in 2009
18% of the sick days were due to illnesses lasting
longer than 42 consecutive working days
The risk assessment should be consulted for each
individual site, especially in the case of
musculoskeletal disorders
Sickness in the 60+ age group will play a more
prominent role in the company in the future
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Health Management Tools
Information sourcesHealth reports
Risk assessments Ergonomic Register Employee surveys...
Quality assuranceEFQM
ReportingKPIs
Business Warehouse SAPEvaluation
Social Report
Rehab strategiesFit with AirbusRe-integrationTeam meetings
Annual campaignsHeart Week
Care of the backSkin
Air 2008Nutrition
Employee participation
Health promotion meetingsTraining courses
ExecutivesCheck-ups
Step-counter campaignBalance in Life
Communication/organizationDelegation of duties
Airbus PeopleVisualization in the hangars
Problem of addictionManager training
Programme for traineesQ&A meetings for Executives
Supervision“Smoke-free in your mind”
EHS advisory meetings as a joint platform with HRPage 12
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Further Tools- The Ergonomic Register -
Ergonomics serves to protect our employees’ health and creates a basis for developing human performance
• Strive for humane working conditions
• Help for practicable rehab measures
Complements evaluation of functional capability
• Observation /search for solutions
• Documentation
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Return-to-Work Programme- The idea: pilot project Early Rehabilitation -
““Sickness leave over 6 weeks generally means that the employees are lost for aircraft production.”Prof. Bigos 1983/84Prof. Bigos 1983/84
The pilot project Early Rehabilitation for Employees was created in 2002
in order to
prevent loss of productivity and
afford successful occupational rehabilitation
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Return-to-Work Programme- Who is involved in this project ? -
Plant manager
Works Council
Occupational safetyCompany doctor
Human resources
Rehabilitationcentre
Statutory pensionfunds
Company healthinsurance fund
Medical supervision of the health
insurance funds
Internal and externalnetworking
We cross-link, and employees can focus on their treatment
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Return-to-Work Programme- The contents: “Fit with Airbus” -
Design workplaces at Airbus according to ergonomic
Standards
Use the Ergonomic Register to ensure that rehabilitation
measures are geared to the workplace
Documentation in the form of an Ergonomic Register
containing photographs with ascertained weights and
ascertained freedom of movement for the body and hands
The therapist must be familiar with the workplaces at Airbus
The rehab centre has the Ergonomic Register and
confirms in writing that the information it contains will be
treated as confidential
Emphasis on employment and a positive attitude to performance
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Return-to-Work Programme- Description of the process -
Health management driven by Lean principles
Page 17Corporate Social Responsibility and Return to Work
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Return-to-Work Programme- Job matching -
Job matching as a steering element = comparison of
the workplace requirements with individual physical
capabilities
Initial and final diagnosis to steer interventions and
assess the employee’s current performance potential
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Return-to-Work Programme- Content of training -
Interior furnishing of an aircraft, cargo compartment; the employee stands on
“stringers” between the rails of the cargo loading system
Work training at the rehab centre
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Return-to-Work Programme- long-term results (2003-2005), doctoral thesis Dr. Föh (extract) -
Evaluated: 79 male and female participants over the years 2003-2005 77 employees were re-integrated successfully in their old jobs Only two changed their jobs
Sites of the symptoms 52% lumbar spine / 17% knee / 17% shoulder / 14% spine, unspecific
All applications for rehab were made by Airbus company doctors Average time between application and start of rehab: 15.5 days Average length of incapacity for work at start of rehab: 48.8 days Average duration of rehab: 24.2 days 22% underwent additional re-integration
– Work on an hourly basis, accompanied by hours of further treatment -
Average cost: 3,785 € per participant, paid by the statutory pension insurance fund
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ContendReturn-to-Work Programme- The three main benefits of the project -
Lasting, approximately 30% reduction of absence due to
illness after rehabilitation. A reduction from 50 days to 35
days of incapacity for work was achieved. The success was
shown to continue in the following years
97 % of the participants were able to return to their old jobs
Massive shortening of the time from the application for
rehabilitation to the start of treatment to an average of
24 days through networking and persons to be contacted
directly. This permits earlier integration at the workplace
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Conclusions
Medical health management in occupational medicine
can be organized in networks and driven by Lean
Management principles
Leadership is still one of the most underestimated
factors affecting the attendance rate
A good personal relationship as a company with all
stakeholders is one of the key drivers of success
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Vielen Dank für Ihre Aufmerksamkeit!
Thank you for your attention
Merci pour votre attention !
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© AIRBUS DEUTSCHLAND GMBH. All rights reserved. Confidential and proprietary document.This document and all information contained herein is the sole property of AIRBUS DEUTSCHLAND GMBH. No intellectual property rights are granted by the delivery of this document or the disclosure of its content. This document shall not be reproduced or disclosed to a third party without the express written consent of AIRBUS DEUTSCHLAND GMBH. This document and its content shall not be used for any purpose other than that for which it is supplied.The statements made herein do not constitute an offer. They are based on the mentioned assumptions and are expressed in good faith. Where the supporting grounds for these statements are not shown, AIRBUS DEUTSCHLAND GMBH will be pleased to explain the basis thereof.AIRBUS, its logo, A300, A310, A318, A319, A320, A321, A330, A340, A350, A380, A400M are registered trademarks.
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Development of the length of incapacity for work in relation to the duration of rehabilitation as a Box-Whisker Plot
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Comparison of Costs
Sick daysOverall cost to the economy due to absence
70 bn euros annually
Sick daysCost to statutory health insurance system
6 bn eurosannually
Hospital Cost to statutory health insurance system
60 bn eurosannually
Workplace Cost to employer
300.- eurosdaily
Instruction of new employeesCost to employer
60,000.- eurosannually
Page 26Corporate Social Responsibility and Return to Work
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Incapacity for Work- allocation, duration, numbers and costs -
0
10
20
30
40
1 to 3 days
4 to 7days
1 to 2 weeks
2 to 4 weeks
4 to 6 weeks
more than 6 weeks
36,0
29,2
17,9
9,7
3,3 4,0
6,0
12,0
15,2
15,7
9,2
41,9
in %
Duration of absentism
lost working days %
cases %
Page 27Corporate Social Responsibility and Return to Work