Management of Occupational Safety and Well-being at M-real Kari-Pekka Martimo 27.5.2005 World Skills...

Management of Occupational Safety

and Well-being at M-real

Kari-Pekka Martimo 27.5.2005 World Skills 2005, Helsinki

27.5.2005OSW Management Model / KPMartimo

You meet M-real in many products

• Brochures

• Art books

• Office papers

• Magazines

• Direct mail • Consumer

packaging


M-real in a nutshell

• M-real is the 3rd biggest producer of paper and paperboard in Europe, and the 10th biggest in the world.

• Production capacity 4.6 million tonnes of paper and 1.3 million tonnes of board and packaging material.

• Production units in Austria, Belgium, Finland, France, Germany, Hungary, Sweden, Switzerland and the UK.

• Technology Centres for research and development.

• Sales network covering more than 70 countries.

• Paper merchants in 22 countries.

• 16,000 employees.

• 2004 turnover EUR 5.5 billion.


How much is it?Paper*

Board*** 4.6 million tonnes of paper

If all paper were 130 g/m2 sheets 1000x700 mm, the stack would reach 1.5 times distance to the moon.

**1.3 million tonnes of paperboard If all board were 230 g/m2 sheets 1000x700 mm, the stack would reach to the moon.

We would need 250,000 lorries to transport the annual production.


Personnel by country, 31 Dec 2004

UK11 %

Sweden11 %

Finland31 %

Others15 %

Germany18 %

Switzerland4 %

Austria 5 %

France 5 %

Total 15,960*

* Includes 47 % of Metsä-Botnia


M-real’s commitment of corporate responsibility

• ” … We take into consideration the economic, environmental and social aspects of our operations. Our objective is to ensure both our own and our business partners' long-term business success, to contribute to the well-being of people through our products and activities, and to minimise the adverse environmental impacts of our operations.”

• Based on • Corporate values • Compliance with the legislation• Cooperation with the stakeholders • Promotion of sustainable forest management• Responsibility in investments, merges and acquisitions• Responsible advertising and sponsoring

• Social responsibility• Respect of human rights and labour standards • Taking care of work safety and occupational health • Respect for different cultures • Meaningful work


M-real values

• We mean what we say,we do what we say.

• We have no barriers.

• We encourage people toreach their full potential.

• We respect each other.


M-real respects

• Good practical and theoretical education

• Innovativeness

• Internationality

• Cultural awareness

• Mobility

• Equality


Personal development within M-real

• Encourage job rotation and long term career development.

• Our future depends on innovative and committed people with the right know-how.

• Corporate training programmes are based on business needs.

• Individual training is planned during regulardevelopment discussions.

M-real Learning


Corporate Policy on Safety & Well-being at Work

• High costs related to work accidents and sickness absenteeism• In 511 work accidents 8167 working days were lost in 2004 (0,3% of

potential working time) • Due to sickness absenteeism, 4,7% of potential working time was

lost in 2004• With disability pensions productive working years are lost

• Business benefits of increased well-being at work• Less disturbances means more efficiency and quality• Less property damages and personnel shortage• Improved company image

• Part of corporate level HR and social responsibility indicators• Practical implementation of corporate values• Increased awareness in paper business


Fatal accidents

Severeaccidents

Mildaccidents

Nearmisses

Organisationof work

Management of hazards,

disturbances and risk behaviour

(HW Heinrich 1936)


Fatal accidents

Severeaccidents

Mildaccidents

Nearmisses

Organisationof work




Permanent disability

Sickness absenteeism

Work-related symptoms

Diminished work ability

Fatal accidents

Severeaccidents

Mildaccidents

Nearmisses

Organisationof work





Sickness absenteeism

Work-related symptoms

Diminished work ability

Fatal accidents

Severeaccidents

Mildaccidents

Nearmisses

Organisationof work



Meaningful work

Possibility to good performance


OCCUPATIONALSAFETY &

WELL-BEING MANAGEMENT

MODEL ORGANISATION

OF WORKManagement

of hazards,

disturbances

and risk behaviour

Meaningful work & Possibility

to good performance

Nearmisses

Mildaccidents

Severeaccidents


Work-related

symptoms

Diminishedwork

ability

Sicknessabsenteeism

ORGANISATION

OF WORKLevel of management

of hazards,

disturbances

and risk behaviour


M-real OSW Model

• Demonstrates the importance of general management to occupational health and safety, as well as well-being, in the same model

• Highlights the importance of • OSW indicators• Early intervention• Collaboration between employees, supervisors, occupational health services

and safety personnel

• Emphasizes the role of OHS as a support function of general management to recognise, remove, minimise and manage health and safety related risks at work

• Points out the importance of • Communication• Professional skills

Management of Occupational Safety and Well-being at M-real Kari-Pekka Martimo 27.5.2005 World Skills...

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