prism seminar 2004, european experiences with transferring of information provide on human factors...

PRISM SEMINAR 2004, European experiences with transferring of information provide on human factors to Seveso II safety reports. High Tatras, Slovak republic, 27.-28.5.2004

EXPERIENCE AND PRACTISE IN HUMAN FACTORS PROBLEMS

IN SAFETY REPORTS IN THE KAPPA ŠTÚROVO

Anton VAČKO, Human Resources Manager, Kappa Štúrovo, a.s.


ITEMS

1. Some facts about Kappa Štúrovo

2. History of human factor development in Kappa Stúrovo

3. Foreign capital entry and its consequences on safety issues

4. Focus on Health and Safety

5. Building of OHSAS 18 001 and its integration in IMS

6. Conclusions


SOME FACTS ABOUT KAPPA STÚROVO, a.s.

Kappa Stúrovo, a.s. – Pulp and Paper producing company, part of international Kappa Packaging company (The Netherlands)

Production: 180 ths. tons of fluting (paper on corrugated layers of corrugated board), plus different types of boards

Turnover: 80 Mio. EUR/Year

Profit (EBITDA): 6 Mio. EUR (2003)

Number of employees – 510

Export: 80 % (Spain, Italy, France, Denmark, Czech rep., ...)

ISO 9001, ISO 14 001, OHSAS 18 001 = IMS (2004)


KAPPA ŠTÚROVO, a.s.


Human factors are environmental, organisational and job

factors as well as human and individual characteristics which

influence behaviour at work and can affect health and safety

A simple way to view human factors is to think about three

aspects: the job, the individual and the organisation and how

they impact on people’s health and safety-related behaviour

DEFINITIONS


■ „Socialist“ era

The domain of safety has already been high levelled

System of directions and prohibitions

People learned to appear expediently

A large number of disasters, whether minor or major,

and tens of occupational accidents happened

Overemloyment (people sometimes “hindered each

other”)

Sometimes accidents were only pretended

HISTORY OF HUMAN FACTOR DEVELOPMENT I.


HISTORY OF HUMAN FACTOR DEVELOPMENT II.

■ After political changes in 1989

The company achieved an inverse extreme - employees started to beat the drum for their own views

Tendency to leave behind everything that had come from the era before the revolution

Directions and prohibitions from areas of H&S were considered to have been something likely useless and to have rather been abandoned too

Questions of safety were depreciated

A few years later, managers began to realize gradually that the number of accidents was increasing again


November 1993 - Big fire on Paper Machine No. 3

Fire caused by sparks during welding on the ceiling

The building and PM nearly completely damaged

The fluting production stopped for approx. 6 months

and then had to be rebuilt and renovated

496 employees lost their jobs

Company lost some customers

About 200 empoloyees were taken back after the event

CHANGES IN EMPLOYEE´S ATTITUDES AND BEHAVIOUR I.


Consequences of 1993 fire on management and employee´s behaviour

Fire protection became extremely important and respected

Company took many measures and precautions in this respect

Company fire brigade improved its work substantially

Employee´s behaviour changed - became very careful regarding fire prevention...

Unfortunately, this attitude regarded only fire, not H&S

CHANGES IN EMPLOYEE´S ATTITUDES AND BEHAVIOUR II.


FOREIGN CAPITAL ENTRY (1997) AND ITS CONSEQUENCES ON SAFETY ISSUES

The company bought by a Swedish company AssiDomän

Order and cleanliness - the basis of prevention from not only personal injuries, but also from any other accidents and disasters in a broad meaning

It is the human factor that began to effect - a result of man´s deciding, of his/her management procedure, of his/her behaviour...

Positive role - beginning of outsourcings: Departments of lower employee education level were detached

(cleaners, security staff, company canteen, …)


CHANGES AFTER NEW MANAGEMENT ENTERED INTO FORCE (1999)

The existing company culture started to be renewed

Certain kind of indifference and disinterest in “company issues” among the majority of employees could be perceived

Environmental questions gained ground within the whole company

A lot of activities, trainings, issues of appropriate directives

All directed towards the human factor which always meant all employees´ better understanding these questions

Efforts resulted in gaining the ISO 14001 Certificat


FURTHER ACTIVITIES TOWARDS IMPROVEMENT OF HUMAN FACTOR IN SAFETY I.

In 1997 the law on H&S obligated to have H&S

representatives among employees in all operations

Representatives helped to change of employees´ approach

to questions of safety

In 1999-2001 the top management engaged in a gradual

restructuring of the company

The strategy of human resources focused on gradual

improving the quality of the company culture


FURTHER ACTIVITIES TOWARDS IMPROVEMENT OF HUMAN FACTOR IN SAFETY II.

Success in making the employee´s mental attitude towards the environment

A large number of directives in the area of H&S issued

The company began to work more intensively on regulations

A lot of effort and activities to create directions, principles and rules again

Aside it appeared good – a certain extent of these mechanisms showed off their necessity

On the other side it was imminent some things would slip down to formalism


FURTHER ACTIVITIES TOWARDS IMPROVEMENT OF HUMAN FACTOR IN SAFETY III.

The environment questions (Prevention of ecological disaster, working

with dangerous substances, working with materials dangerous to health, …) were taken considerably seriously, as well as the fire protection

In the meantime, the company improved its internal legislative norms in the domain of safety too:

Personal protective work means Work safety principles Safety work on reserved technical equipment Traumatology plan, Evacuation plan, Contingency plan Emergency plans and other plans

However, to a certain extent, questions of personal accident rate were still depreciated


FURTHER ACTIVITIES TOWARDS IMPROVEMENT OF HUMAN FACTOR IN SAFETY IV.

Special participation in improving the human factor - external recertification audits of ISO

Audits forced managers and staff to study more carefully individual directives and especially to know and follow technological regiments

Technological regulations - job description, duties, characteristic of used materials and matters, safety operation process, rendering first aid, principles of BOZP, fire protection, environment protection, waste disposal, ...

A rule stated - employees should be not only trained regularly (twice a year) in knowledge of technological regiments but they should take a short test checking their knowledge as well.


FURTHER ACTIVITIES TOWARDS IMPROVEMENT OF HUMAN FACTOR IN SAFETY V.

It still did not help the prevention from personal occupational accidents which were still relatively numerous

The year 2001 was a significantly turning one - the gradual change of company culture began to bring its fruits

Ethics code of the company was elaborated Questions of H&S became a part of annual employees´ performance

appraisals Internal communication was improved (intranet, newsletter, meetings) Head office made a great effort to improve the social conditions

of employees (sanitary facility, shower and cloakroom reconstruction, kitchen construction,…)

Employees took several trainings (foreman coaching, leaders´ managing skills, how to manage meetings, project management…).


TURNING POINT - CHANGE IN 2001

The company (at that time AssiDomän) was taken over by

Kappa Packaging – in 2001

One of the priorities – Health and Safety, Risk management

Launched: Company H&S Policy, Risk management Policy,

Crisis managemnet Policy, ...

2001 – Training in H&S led by DuPont

Company management started to deal with these issues

very seriously


CHANGES OF ATTITUDES TOWARDS THE QUESTIONS OF H&S

Not to concentrate on rules, directives nor prohibitions,

but to focus on the employees´ behaviour

A question of the employees´ attitudes towards injuries,

understanding injuries by means of emotional sphere (one´s own health hazard that simultaneously present a hazard to one´s

family, a fellow employees´ health hazard, loss of confidence, …)

Personal understanding the need of “non-injury” behaviour

- clues to gradual changes of human factor, which is,

concerning questions of accident rate, a limiting one


NUMBER OF ACCIDENTS DEVELOPMENT IN KAPPA STÚROVO

75 76

67

46 49 47

20 2016

19 21

7 5 61

0

10

20

30

40

50

60

70

80

1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004

Number of accidents (Lost Workday Cases)

OUTSOURCING OF MAINTENANCE

PRIVATIZATION

KAPPA „FOCUS“


ACHIEVEMENTS IN THE LESS ACCIDENT COMPETITION

The whole company participated in “the campaign” for increasing the safety and prevention from occupational accidents

Questions of safety are regularly spoken at operation sessions, meetings, in the company newsletter, on the company web sites, individual operations are competing for a “non-injury” year

As for the least No. of accidents, Kappa Štúrovo truly quickly succeeded in achieving one of the leading positions among the 115 companies of the Kappa Packaging concern


BUILDING UP STANDARD SYSTEMS I.

The effort for the highest possible safety level led to a decision to build an OHSAS 18001 system in 2002

In January 2004 gained an Integrated Manager System international certificate, issued by a Swiss auditing company SQS, according to ISO 9001:2000, ISO 14001:96 and OHSAS 18001:99 norms

As a component of elaborating OHSAS 18001, Safety Data Cards were worked out or improved – they can be found at places where they are worked on

Appropriate employees are regularly trained in knowledge of Safety Data Cards


BUILDING UP STANDARD SYSTEMS II.

Accident Register was elaborated – contains identified accidents that have happened in the company, in other companies, or are of a probable character to happen (by violation)

Internal auditors - important component of the Integrated Manager System

At the moment, there are 25 of them in the company

They are universal to all 3 systems (IMS)

There is a significant change in the fact that they serve as advisors and not

as controllers who (in the past) watched the observance of rules

The auditors rather consider the rational and emotional part by pointing out

forms of risk behaviour, they do not punish, do not sue


BUILDING UP STANDARD SYSTEMS III.

Positive - the employees´ representatives (whose list with photos can be found on the company intranet and their photos are

placed on boards on appropriate place of work).

Working with external suppliers - considerable change in the safety area, questions of safety are considered to be of the highest priority

Kappa Štúrovo, Inc. succeeded in (so far) improving the whole majority of parameters in the safety area, which can be supported not only by small number of accidents, disasters or other, but also by the results of external inspections (Labour Inspectorate, Environment Authority inspections, ...)


The improved company culture and social care for employees

Working with information (usage of information technologies,Intranet, meetings, training and regulations and other importantdocuments, e.g. Kappa Standards in the area of Health and Safety)

Personal examples of company management members(mainly managing director´s attitude towards H&S)

Focus on employees behavior (not on adhering orders and

prohibitions) and to attract their emotional attitudes... Systematic approach (ISO, IMS, ...)

CONCLUSIONS(What could have helped with improving the human factor in safety)


THANK YOU

FOR YOUR ATTENTION

prism seminar 2004, european experiences with transferring of information provide on human factors...

Documents

safety reports

human factors problems

high tatras

transferring of information

prism seminar

european experiences

safety issues

domain of safety