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Sibelco’s journey to ZERO harm

GOSH meeting, 21th April 2016

Stiermerheide, Genk, Belgium

An Buttiens, HS Director Sibelco Europe

“Confidential, commercially sensitive information proprietary of SCR-Sibelco N.V.”

124.2

August 2014…


Fatality: Contractor gets caught by rotating mill in Hig h Performance plant

Direction of mill rotation

Position sensor the contractor wanted to check

Railing around engine block crossed by contractor


Milestones Sibelco Europe

2011

•GFE (goingforexcellence)

•Bradley Curve

•HS charter en managementsystem

•HSE AUDITS

2012

•Top management commitment: Letter of Kevin Crawford andJean-Luc Deleersnijder(27/6/2012)

2013

•SibelcoNext

•Digital platform

•No Dustproject(EU + NAM)

2014

•Traffic safetycampaign

•August 2014 fatality in high standards plant

•Nov 2014 : Taskforce GFZ

2015

•Next 2.0: sibelcoGroup

•March : GFZ program launch

•Lagging > leading

• ICAM investigation

•LOTO campaign

2016

•GFZ Action plan role out

•GUARDING campaign

•Compliancecheck GFZ standards

•SSWM role out


Going for Zero Task Force

�November 2014 – March 2015

�2 members from every region:

�Europe, Asia, North America, South America, Australia

�Ops & HS


Identified challenges:

� In order to reach zero accidents we need to focus more on improving our safety culture, involvement and leadership. This

will require behavioral change. How to start ?

�Rules, policies, guidelines, procedures… are in place but are we sure they are all communicated, implemented….?

What is their impact on our objective to go for zero ?

� We have our 26 minimum S&H system elements, some organizational and some

technical. Do we have the right elements and are they captured in a way that facilitates

behavioral and cultural change?

�Pressure on the frontline (plant/site managers) is high (e.g. quality, production, HR, legal,

compliance…) creating difficulties to prioritize.

�No Group wide approach but more Regional or Country or even plant specific approaches.


First step

Internal survey

External Benchmark


8

22%

8%

36%

39%

20%

29%

4%

External Benchmark…


9

Internal survey…

�What is your most significant challenge in preventing injuries in your area of responsibility?

�What actions do you suggest Sibelco could undertake to assist you to eliminate injuries from your workplace?

�Do you feel you have sufficient resources to provide a zero harm workplace?

�Do you believe safety is the highest priority at Sibelco?

�Do you feel supported to make decisions that will improve safety but may cause negative impacts on production or

profit?

�Do you feel Sibelco employees have enough knowledge to identify and control safety hazards and risks?

�Do you feel your plant and equipment has enough physical safety controls installed to prevent injury?


Identified Elements for recommendation

�Visibly felt and aligned Leadership - Leadership Training at all levels and all functions

�Behavioral change through this Leadership as a safety value

�One program

�Strong focus on Catastrophic risks

�Same approach for Contractors

�Consequence Management

�Role of plant/site manager is key (role model) in engaging with the workforce. Enlarge HS knowledge,

competences and skills.

� Integration in Job Descriptions, Performance evaluation & development (no bonus system)

�Pursue Plant Employee Feedback exercise

�Robust risk assessment/risk management program

� Learning from incidents

�Auditing is a substantial part of safety program

�Change Management: assistance of HR needed

� Impact on resources to reach goal

�Recommend separation/identification of GFZ expenditures - create an envelope to seperate GFZ Opex

from achievement of financial targets across Sibelco

� Identify Quick Wins (Safety Day, Safety always as first point on the agenda,…..)


Identified Elements for recommendation


�Confidence by all

employees that company

values H&S

To Program elements

HS ownership and

involvementby ALL

employees

Leadership at the top / clear management

visibility

Clearly describe what

people are expected to do for safety

Accountability and

consequence management

Operational integration

via risk assessmentembedding

Creating a safety culture

Implementing a H&S

management system

Monitoring performance


13

A Safe and Healthy Workplace. Going for Zero: The S ibelco Way

North America

Australia

Visibly felt and courageous Leadership• Aligned (top to bottom) at all levels and in all functional domains• Behavioral Change• One Program• Consequence Management (positive & negative)• Strenghtening Role of Site Manager• Integration of Safety in HR-Tools for better HS Accountability

Bringing to the floor• Role of Site Manager is Key – Line Manager ownership• Behavioral Change and attitude (Safety from within)• Buddy system (care for each other)• All Sibelco employees, contractors, visitors are Safety Leaders• Same approach for contractors, visitors etc

Closing the Loop – Make Safety Sustainable• Auditing• Plant Employee Feedback Exercise per region defining gaps• Change Management• Resources

Enablers: Processes & Resources• Risk Management Program (Operational Controls & 26 Program Elements)• ICAM ( Incident Cause Analysis Method)• Allocate and quantify the necessary resources (people and Money) to meet our ambitions• Training Programs on Leadership & Change Management (leadership at all levels)• Clear description of what leadership means, what the expections are, which behaviour we want to see etc.• Clear measurements focussing on leading indicators

Focus on Catastropic Risks• Identify, investigate, manage and control catastrophic risks• Mining the Diamond &

&

&

&


Going for Zero: The Sibelco Way on a Bradley curve…

�Leadership �Bring to the floor

�Enablers: Processes & Resources

�Focus on Catastropic Risks

�Closing the Loop (audit/feedback)


Assessment Impact on existing programs

�GFZ accelerates the implementation of the highest risks components of the existing pograms specificaly:� No. Element

� 1 Risk Management

� 2 Employee Training

� 3 Behaviours

� 5 Occupational Health (RCS objective guidance)

� 8 Inspections

� 9 Incident Management

� 10 Auditing

� 12 Performance Metrics

� 13 Employee Involvement

� 15 Fall Protection

� 16 Energy Isolation

� 17 Electrical Safety

� 19 Machine Guarding

� 22 Transportation/Vehicle Safety


Assessment Impact on existing programs

�Existing programs include:

� 26 elements

� Operational Excellence

� RCS objective guidance (adopted Dec 2013)

�GFZ accelerates the implementation of the highest risks components of the existing pograms specificaly:� No. Element

� 1 Risk Management

� 2 Employee Training

� 3 Behaviours

� 5 Occupational Health (RCS objective guidance)

� 8 Inspections

� 9 Incident Management

� 10 Auditing

� 12 Performance Metrics

� 13 Employee Involvement

� 15 Fall Protection

� 16 Energy Isolation

� 17 Electrical Safety

� 19 Machine Guarding

� 22 Transportation/Vehicle Safety

�Remaining elements will be continued to be implemented

� In the coming months Operational Excellence will be reviewed against the GFZ-program and adjustments

will be recommended


Proposed Action focus

� Top Catastropic Risks identification and action plans

�Introduce Behavioral Safety at all sites at any time

�Develop a strategy to implement Root Cause Analysis for all actual and potential

catastrophic risks – ‘Mining the Diamond’

�Develop & role out Leadership Development Training

�Get resources right allowing the whole organisation and certainly site managers

to focus more on Safety.


Pillars of a Safe Organisation


Going for Zero program launch

Going for Zero is a safety improvement program that will deliver Operational

Excellence – a safe and healthy workplace – to every Sibelco site.

It addresses the three components of a safe and healthy workplace:

� Safe plant and equipment

� Safe systems of work

� Safe behaviours

The Going for Zero vision is documented in our “Going for Zero – the Sibelco

Way”.


Safety: The Sibelco Way


�Budget defined in 2016+2017 budget: 14,5 MIO Euro

Dedicated GFZ capex budget (Sibelco Europe chart)


SSWM: Safety Starts with Me : BBS

Same program in 5 regions - 20 languages – external & internal trainers

Some impressions: March 2015 to date…


�One common methodology to investigate serious actual and

potential (near miss) incidents.

Training & Company knowledge


Effective safety campaigns

Adopting a project management approach

• Method� Multi-disciplinary project team

� Detailed project planning / timetable

� Project review cycle

� Focus and resources from Operations

� Site visits to gather good practice examples

� Site-based “Champions”

• Campaign materials� Basis – Lifesaving Rules, GFZ Standards

and site self-assessment checklists

� Toolbox for O(U)M, site managers, HS

� Toolbox talk for all employees

� Posters

� Videos

� Guidance materials

� High level launch communications

• Translation into 17 languages


Provide tools: e.g. Traffic management plan

Guidance

• Easy steps to develop TMP• Examples & best practices• Developed inhouse with traffic expert support

Visio Tool

• Standard format for every site • Easy to use• Developed inhouse

Risk assessment on site

• 2015 Sites visit to support local teams• facilitates interaction between disciplines

(operations, logistics, HS,…)

actions in SAM&

Progress compliance scores

Implementation

Yury & Alexy (Russia) discussing traffic plan

Toon demo visio


Add a 4th ‘P’ to People-Plant-Procedure:Promotion (Communication)

Video


Plant visit: Safety guidelines

� Everyone should register upon arrival in our plant

� In all our production areas, the minimum safety

requirements are a helmet, safety glasses, safety

shoes and a high visibility /fluo vest or clothing.

� If you enter a production areas, follow the

instructions of your guide – keep together

� Keep distance from moving machinery and use the

handrail when walking at stairs

� Please be aware of internal traffic (they have priority)

and respect signs

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