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