Management of Occupational Safety and Well-being at M-real Kari-Pekka Martimo 27.5.2005 World Skills...
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Transcript of Management of Occupational Safety and Well-being at M-real Kari-Pekka Martimo 27.5.2005 World Skills...
![Page 1: Management of Occupational Safety and Well-being at M-real Kari-Pekka Martimo 27.5.2005 World Skills 2005, Helsinki.](https://reader036.fdocuments.us/reader036/viewer/2022082714/5697bfdf1a28abf838cb260e/html5/thumbnails/1.jpg)
Management of Occupational Safety
and Well-being at M-real
Kari-Pekka Martimo 27.5.2005 World Skills 2005, Helsinki
![Page 2: Management of Occupational Safety and Well-being at M-real Kari-Pekka Martimo 27.5.2005 World Skills 2005, Helsinki.](https://reader036.fdocuments.us/reader036/viewer/2022082714/5697bfdf1a28abf838cb260e/html5/thumbnails/2.jpg)
27.5.2005OSW Management Model / KPMartimo
Page 2
You meet M-real in many products
• Brochures
• Art books
• Office papers
• Magazines
• Direct mail • Consumer
packaging
![Page 3: Management of Occupational Safety and Well-being at M-real Kari-Pekka Martimo 27.5.2005 World Skills 2005, Helsinki.](https://reader036.fdocuments.us/reader036/viewer/2022082714/5697bfdf1a28abf838cb260e/html5/thumbnails/3.jpg)
27.5.2005OSW Management Model / KPMartimo
Page 3
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.
![Page 4: Management of Occupational Safety and Well-being at M-real Kari-Pekka Martimo 27.5.2005 World Skills 2005, Helsinki.](https://reader036.fdocuments.us/reader036/viewer/2022082714/5697bfdf1a28abf838cb260e/html5/thumbnails/4.jpg)
27.5.2005OSW Management Model / KPMartimo
Page 4
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.
![Page 5: Management of Occupational Safety and Well-being at M-real Kari-Pekka Martimo 27.5.2005 World Skills 2005, Helsinki.](https://reader036.fdocuments.us/reader036/viewer/2022082714/5697bfdf1a28abf838cb260e/html5/thumbnails/5.jpg)
27.5.2005OSW Management Model / KPMartimo
Page 5
Personnel by country, 31 Dec 2004
UK11 %
Sweden11 %
Finland31 %
Others15 %
Germany18 %
Switzerland4 %
Austria 5 %
France 5 %
Total 15,960*
* Includes 47 % of Metsä-Botnia
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27.5.2005OSW Management Model / KPMartimo
Page 6
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
![Page 7: Management of Occupational Safety and Well-being at M-real Kari-Pekka Martimo 27.5.2005 World Skills 2005, Helsinki.](https://reader036.fdocuments.us/reader036/viewer/2022082714/5697bfdf1a28abf838cb260e/html5/thumbnails/7.jpg)
27.5.2005OSW Management Model / KPMartimo
Page 7
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.
![Page 8: Management of Occupational Safety and Well-being at M-real Kari-Pekka Martimo 27.5.2005 World Skills 2005, Helsinki.](https://reader036.fdocuments.us/reader036/viewer/2022082714/5697bfdf1a28abf838cb260e/html5/thumbnails/8.jpg)
27.5.2005OSW Management Model / KPMartimo
Page 8
M-real respects
• Good practical and theoretical education
• Innovativeness
• Internationality
• Cultural awareness
• Mobility
• Equality
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27.5.2005OSW Management Model / KPMartimo
Page 9
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
![Page 10: Management of Occupational Safety and Well-being at M-real Kari-Pekka Martimo 27.5.2005 World Skills 2005, Helsinki.](https://reader036.fdocuments.us/reader036/viewer/2022082714/5697bfdf1a28abf838cb260e/html5/thumbnails/10.jpg)
27.5.2005OSW Management Model / KPMartimo
Page 10
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
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27.5.2005OSW Management Model / KPMartimo
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Fatal accidents
Severeaccidents
Mildaccidents
Nearmisses
Organisationof work
Management of hazards,
disturbances and risk behaviour
(HW Heinrich 1936)
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27.5.2005OSW Management Model / KPMartimo
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Fatal accidents
Severeaccidents
Mildaccidents
Nearmisses
Organisationof work
Management of hazards,
disturbances and risk behaviour
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27.5.2005OSW Management Model / KPMartimo
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Permanent disability
Sickness absenteeism
Work-related symptoms
Diminished work ability
Fatal accidents
Severeaccidents
Mildaccidents
Nearmisses
Organisationof work
Management of hazards,
disturbances and risk behaviour
![Page 14: Management of Occupational Safety and Well-being at M-real Kari-Pekka Martimo 27.5.2005 World Skills 2005, Helsinki.](https://reader036.fdocuments.us/reader036/viewer/2022082714/5697bfdf1a28abf838cb260e/html5/thumbnails/14.jpg)
27.5.2005OSW Management Model / KPMartimo
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Permanent disability
Sickness absenteeism
Work-related symptoms
Diminished work ability
Fatal accidents
Severeaccidents
Mildaccidents
Nearmisses
Organisationof work
Management of hazards,
disturbances and risk behaviour
Meaningful work
Possibility to good performance
![Page 15: Management of Occupational Safety and Well-being at M-real Kari-Pekka Martimo 27.5.2005 World Skills 2005, Helsinki.](https://reader036.fdocuments.us/reader036/viewer/2022082714/5697bfdf1a28abf838cb260e/html5/thumbnails/15.jpg)
27.5.2005OSW Management Model / KPMartimo
Page 15
OCCUPATIONALSAFETY &
WELL-BEING MANAGEMENT
MODEL ORGANISATION
OF WORKManagement
of hazards,
disturbances
and risk behaviour
Meaningful work & Possibility
to good performance
Nearmisses
Mildaccidents
Severeaccidents
Permanent disability
Work-related
symptoms
Diminishedwork
ability
Sicknessabsenteeism
ORGANISATION
OF WORKLevel of management
of hazards,
disturbances
and risk behaviour
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27.5.2005OSW Management Model / KPMartimo
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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