IOSH Food & Drink Manufacturing Conference International Awards presentation 3rd October 2018
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IOSH Food & Drink Manufacturing Conference
International Awards presentation
3rd October 2018
1
FINLAYS ALWAYS SAFE TEAM
Finlays?
Julian Davies Jane Ndirangu
Mike Keating Rifky Idroos
Rick Keane Manori Gunaratne
Neal O’Brien Anura Herath
Yvette Tafari Cristian Berent
Fred Kamonde Jayne Walker
Gabriel Otieno Simon Chamings
Reuben Langat Daniel Callahan
Jennifer Heath
WHO ARE WE?
We’re a global beverage company with circa 30,000 employees
SAOSA
PONTEFRACT Kenya
CRANSTON UK QUONSET Extracts Facility
Beverages/Packing 480 employees
USA 250 employees
USA
Blending/Warehouse R&D
20 employees 30 employees
SRI LANKA
CASA FUENTES Tea Estates
Argentina 7,424 ha Estate
SAN ANTONIO KERICHO 12,000 employees
4,844 ha Estate
Texas 356 employees
Kenya
Beverages/Blending 10,300 ha Estate
90 employees 10,600 employees
Key
Trading/sales offices
Manufacturing sites
Tea estates
Blending
Packing facilities
WHAT ARE WE ABOUT?
Finlays Roots Video
S SITUATION T TASK A ACTION R RESULTS
S SITUATION as at end 2016
Challenges:
• Diversity – geographical, cultural & business
• Standards – differing legislation, enforcement, standards, etc.
• Resources – consultant, regional assets, consistency
• Performance – improvements achieved, but not enough
• Engagement – limited, mainly senior/middle management
• Structure – limited corporate structure and approach
Health and Safety across Finlays was disjointed, with limited
engagement, limited resources, and lacking a corporate structure
that could effectively identify and develop the inherent
opportunities to really progress H&S
T TASK Group Head of H&S Appointed November 2016 with a broad remit to develop and implement a corporate H&S strategy that delivered: • A structured and consistent corporate approach to H&S • Improved technical safety standards • An engaged workforce as part of developing a culture of safety • Tangible and sustainable improvements in safety performance
A ACT – WHAT WE DID • We engaged as many people as practical in developing a Finlays Zero Harm strategy • 18 page document • Global launch in April 2017 • Two elements to focus on: 1. Zero Harm Road Map – technical 2. Always Safe initiative - cultural
A ACT – TECHNICAL
H&S ROAD MAP Foundation Developing Established Embedded
Design Implement Operate Review
ROOTS
'Work in progress' - Initial review, design & planning phase. Implemented with appropriate communications, training, Fully operational implementation established and evidenced Fully embedded for a minimum of 6 months, subject to
Element
Branches Tangible output but not yet fully implemented, though could resources, etc. Implementation could also utilise pilots, across the relevent site/business with relevant a formal review, with evidence of a commitment to Score
include pilots, beacon sites, etc. specific functions, beacon sites, etc. monitoring/reporting continual improvement
1-5 6-10 11-15 16-20 HPS20
Options identified to demonstrate visible safety Managers, supervisors, team leaders, etc. at
leadership i.e. chairing H&S committee meetings; Structured approach to 'visible safety The 'visible safety leadership' approach has all levels consistently demonstrating 'visible
Providing Visible including H&S in all other relevant meeting agendas; leadership' implemented by senior site leaders been in place a minimum of 6 months, is being safety leadership' and raising safety awareness
Safety carrying out regular safety tours; engaging in safety based on options identified, providing an sustained by senior leaders, being cascaded across the site.
a conversations, challenging unsafe behaviours & example for managers and employees down to middle and front line managers, and 'Visible Safety Leadership' is included in annual
Leadership
conditions, listening and acting on feedback, throughout the business, and driving having a tangible positive impact on the H&S management review with the aim of
encouraging sharing and learning, etc. and a engagement and empowerment profile, safety awareness and ownership identifying opportunities for continual
structured approach drafted improvement.
Setting clear Process for setting site/business H&S goals and
Goal, Objective and KPI process implemented,
Goal, Objective and KPI process established, Goal, Objective and KPI process in place >1
objectives, aligned to corporate strategy and with recording and reporting on time and year, subject to formal review, with
expectations with recording and reporting requirements
b objectives, and incorporating relevant KPI recording
being met on time, with accurate data and
accurate, and relevant data being used to opportunities for improvement identified
and and reporting, is identified, along with resource inform H&S Committees, management supported by SMART based improvement
action tracking
1. LEADERSHIP
consequences requirements reviews, safety improvement plans, etc. action plans
Making Site has analysed and identified H&S resource H&S resources and budgets are monitored to H&S resources and budgets are fully
H&S resources and budgets are formally
requirements, including people, budgets and ensure they meet requirements, supported by integrated into site planning and review
resources reviewed for effectiveness, to confirm value
c equipment, which are aligned to goals and CAPEX procedures as required, and H&S processes, and are assessed as adequately
for money, and to identify any opportunities
available for safe objectives, and take into account longer term resource requirements are included in all new supporting safe working and the group Zero
for continual improvement
working corporate and site/business plans. projects, CAPEX bids, etc. Harm vision
Recognising and Options study completed to identify most
Recognition plan implemented and linked into
Recognition system established, comprising
System fully operational for >1 year, subject to
reinforcing appropriate and relevant means of recognising and formal and informal recognition, which is
the communication plan to ensure a formal review with opportunities for
d reinforcing positive safety behaviour at all relevant
appropriate levels of engagement and
being used across site/business, and
improvement identified supported by SMART
positive employee levels, and an implementation plan encouraging appropriate levels of employee
awareness based improvement action plans
behaviour developed involvement i.e. nominating others, etc.
Site/business personnel engaged, have agreed
Holding each Relevant H&S roles and responsibilities have been
allocated levels of Responsibility, All relevant personal are visibly demonstrating RAS formally reviewed at least annually, taking
identified based on legal , site/business and system
other Accountability and Support (RAS) for relevant and delivering according to relevant RAS into account opportunities for engagement,
e requirements, and site/business H&S specific
roles, and have identified synergies with other charts, with any changes being formally empowerment, capability building and
accountable 'Responsible, Accountable and Support (RAS)' charts
responsibilities/roles i.e. quality & managed as appropriate continual improvement
drafted
environment
A ACT – ENGAGEMENT/CULTURE
ALWAYS SAFE
Everybody, everywhere, every day, in POSTER COMPETITION
everything we do, at work and at home
Always Safe CALENDAR COMMUNITY ENGAGEMENT
Salama Kila
Wakati
Siempre
OUR VALUES ALWAYS SAFE TEA
Seguro
‘Eipothum
Pathuhappu’
‘Nirantharayenma
Arakshawa’
ALWAYS SAFE
Always Safe It’s not a journey – it’s an adventure!R RESULTS
2016-2017 2017-2018
LTI's LTI's In year one we reduced our
100
80
100
80 LTI’s by 25 from 80 to 55, a
80
55
80
55
31% reduction.
60
In year two we’re on track to
Not everything that can be
60
39
40 40 26 reduce our LTI’s by 16 from
counted counts, and not
20 20
55 to 39, a further 29%
0 0
2016 2017 2016 2017 31-Aug 2018
reduction
everything that counts can
be counted!
Lost Working Hours Lost Working Hours In year one we reduced our
25000
19149
25000
19149
Lost hours by 7732, a 40%
Albert Einstein
20000 20000
reduction
15000 15000
11417 11417
In year two we’re on track to
10000 10000
3039
4559 reduce our Lost Hours by
5000 5000
6858, a further 60%
0 0
2016 2017 2016 2017 31-Aug 2018 reduction
2016 (actual) 2017 (actual) 2018 (prediction)
LTI Frequency Rate 0.30 0.21 0.15
Injury Severity Rate 75.51 43.19 17.48
LTI’s or lost hours / total hours worked x 200,000. 2018 prediction based on P8 YTD figuresTAKE AWAY – THE POWER OF A SYMBOL Wikipedia: A thumb signal, usually described as a thumbs-up or thumbs- down, is a common hand gesture achieved by a closed fist held with the thumb extended upward or downward in approval or disapproval, respectively. Collins Dictionary thumbs-up also thumbs up 1. singular nounA thumbs-up or a thumbs-up sign is a sign that you make by raising your thumb to show that you agree with someone, that you are happy with an idea or situation, or that everything is all right.
TAKE AWAY – THE POWER OF A SYMBOL
THANK YOU The Future of Beverages. Since 1750.
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