Transcript Risks management based on information and communication in Unilever România SA Dr. Felicia Popescu – Senior medical adviser for OH, Gina GORAN- HR manager.

Risks management based on
information and communication in
Unilever România SA
Dr. Felicia Popescu – Senior medical adviser for OH,
Gina GORAN- HR manager - Unilever Romania SA
UNILEVER
Introduction
The paper presents an approach of the information
and communication activities, and their importance in
risk assessment in a multinational company.
You can find the choose modalities for information
and communication between :
- employees
- employer
- safety at work manager
- HR manager
- occupational health specialist
Pre-requisites for Communication
1.
2.
3.
4.
5.
6.
7.
8.
Short reports
Periodical information
Visits in production areas
Participation at Work and Safety Committees
Discussion on legislative aspects
Information about all changes in technological
processes
Establishing the working plans
Permanent discussions upon the new problems
Subtitle
 It is very important to ensure an efficient
communication between all the
participants in this project, including OH
activities, safety at work activities.
 OH must be completely integrated in the
organization. Its activities and resources
must be considered equally important to
the priorities and the needs of the
business.
RISK MANAGEMENT
RISK IDENTIFICATION
RISK ASSESSMENT
CONTROL
MEASURES
MONITORING OF
EXPOSURE
HEALTH SURVEIILANCE
REGISTER OF DATA
MEASUREMENTS OF
PERFORMANCE
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INFORMATION & COMMUNICATION
INTERNAL
• Medical Department / “Internal information &
communication ”;
• Education for health Department / (Medical
Department  work force)
• “Health status integrated management” (Medical
Department  DATA insert than ACCESS for all to the
information (health, safety, management, HR) taking in
account the level of interest
EXTERNAL
• Reports for national institutions ins
• External communication ( health reports regarding
health status in our company)
Intra-Departament Medical
“Comunicările şi informările interne”
• “ News in company”
• OH Portal – accessible by Intranet
• “One Point Lesson” – materials posted at work
places (including medical and safety
information)
• Every 9 month meetings for senior medical
advisers in OH with interactive sessions for
specialists from different countries from
Europe and all the world
How to learn “One point lesson”
Medical Departament
“Internal communication & information”
• Monthly medical reports– Monthly CHECKLIST
• Every six months reports – formula
Annual report of OH specialist to:
 OH coordinator (Europe, North Africa, Middle Est.)
 National management (general manager, HR, Safety
and Health at work, others)
 Includes the information above + Report of Key
performance indicators, annual review
Intra-Departament
“Education for health”
• Awareness courses – determine health
status (Ex: “10 Healthy diet” , “Right Weight”
• Individual and collective hygiene courses
• First aid Courses (all)
• Individual talks with the workers
• Individual and collective counseling (as part
of the “Special medical surveillance system”
Inter-Departament
“Education for health”
• Leaflet (“Guide for Employees working with
video terminals”, “How to avoid lumbar
pains”, “Safely driving the automobile”)
• Information available on the intranet
“Education for health” – personalized topics
linked to the results of the periodical medical
check-up
• Themes:
-obesity
-HTA
-lumbar pains
-etc
“Health status integrated management”
• Risk assessment – multidisciplinary
team
• Safety & Health of Work Committee
• Implementing “TPM”
“
Security, Health and Environment
TPM in Support Dept
Quality check
Management from the beggining
Trainings and education
Planned Maintenance
Autonomous sustainability
Focused improvement
TPM
TPM
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TPM – changing rols
Operators
Tehnicians
Task
Colapse
Maintenace
Autonomous
Maintenance
Planned Maintenance
Solving
problems
Training
timp
timp 
Team Leaders
Managers
Problem Solving
Taining
People
Problem solving
Taining
People
Antrepreneur
Continuous improvement
timp 
timp 
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TPM =Total Productive Maintenance
What is TPM?
• Is a strategic business initiative aiming to increase efficiencies by
eliminating losses and by cutting manufacturing costs
Why TPM?
• Through Continuous Improvement Projects
• Factory orientated
► Starts from operator/ machine relationship
•
It’s a step by step process
► Well documented
► Support
•
Use small interdepartmental project teams
► Multifunctional teams
•
Is results oriented
► Establishes objectives for removing problem sources and leads to better
performance
•
Communicates permanently
► Show and explain results, scores, examples(visual)
TPM =Total Productive Maintenance
How TPM works?
• TPM identifies and seeks to eliminate all losses in
equipment and process
► By involving and using skills and abilities of the Company’s
workforce
► By focusing on Continuous Improvement activities
► While changing and invigorating the Corporate Culture
► While making the working environment more pleasant and
safer
• TPM is based on 8 different frameworks of activities
called pillars
If is not simple….is not TPM!
TPM description in 5 points
1. Seeks the most efficient way to use a
machine/equipment
2. Builds a comprehensive system for maintenance
3. Uses mix teams (personnel from all departments)
for solving problems connected with equipment
4. Requires support and cooperation from all,
Managers and workers as well
5. Promotes and implements maintenance activities
based on small autonomous activities teams
TPM – Team produces more!
TPM in Unilever- success criteria
• Involvement of all managers and employees across the
Company
• Clear objectives and long term planning (3 year min.)
• Preparing steps – training, pilot teams, sponsors
• Use of practical knowledge and share other factories
experiences/best practices
• Communication across whole organization (lateral, top-down)
• Visual communication and permanent results reports
• Motivation – TPM champions
• Change Mentalities and implement Corporate Culture
TPM –Pylons
• 5 S’s –foundation based on sorting, cleanliness, order,
standardization, training and discipline
• Continuous Improvement Projects
• Autonomous Maintenance = many small interdisciplinary teams
with project leader
► Identify problems
► Find solutions
► Exchange knowledge
► Permanent presentation of results/progress to management
► Works based on self assessment audits (score)
► Integrate AM pillar with PM, OSHE and Q pillars
• Effective maintenance
► All employees are trained and motivated
► Use of effective maintenance techniques
TPM=Total Process management
• Early Management of equipment
► Apply preventive maintenance, based on previous
experience
► Prepare Preventive maintenance plans
• Quality
► “0” quality defects, right first time
• Training and Development
► Invest in people
► Develop an organized workforce, competent and capable of
reaching Company’s objectives with an optimal cost
► Motivate employees
TPM –Total People Management
• OSHE –Occupational Health, Safety and
Environment
► Safe and healthy work places
► Involve all teams in risk evaluation and incidents/accidents
reporting
► IMS certification
► Healthy and performant employees
Types of external communications
•
•
•
•
•
Company Level:
Reports/ communication with third parties – medical
reports of the company towards third parties (COHCOM Corporate Occupational Health Committee Annual
Report) – includes the number of incidents, morbidity,
interventions, medical check-ups etc.
National Level:
Authorities of Public Health
Local work inspectorate
Recovering workforce capability and expertise service
etc
The main source for information – Risk assessment
Unilever principle:
• Checklist – monthly (routine check-up)
• Self-assessment - quaterly
• Internal audit – once a year
• Certification audit – once a year (yearly ISO
control)
• External Audit – every two years (tool =
questionate, results)
Unilever Regional Health Award 2007
Other Awards
Sources for information – Job satisfaction analyses
• Investigation of subjective opinions of the socioprofessional comfort, of the adaptation of the
personnel to the content of their activity and the index
of “WORKPLACE SATISFACTION”
• Evaluation tools: Interview on the basis of a
questionaire, visits to the workplace,
evaluation of the determinations done at the
workplace.
• Processes: data gathering, processing and
interpretation, development of reports.
• Analytical report of hazard factors for work
health and security at some workplaces.
Sources for information – Job satisfaction analyses
• The MASLOW pyramid (one of the
results of the study) consolidates the
evaluation index of exposure to socio
profesional risks with high degree of
predictability.
• The graphical representation is
illustrative for a socio – profesional
colectivity found in the boundaries of
security and confort of existential
normality
CONCLUSIONS
Evolution of vision upon health surveillance of workers
HEALTH PROTECTION HEALTH PROMOTION
1. Prevention of OH
diseases
2. Prevention of work
related diseases
3. Special health
surveillance
1. Related with life style
2. Promotion for a healthy
life style
3. Health surveillance
CONCLUSIONS
The evolution of the vision of employees health
4. National legislation+
specific policy
5. Mandatory
6. Employers
Responsibility
7. Synchronization
with almost the whole
world
4. Specific Policy
5. Voluntary
6. Employers
Responsibility
7. Is different form
county to county
CONCLUSIONS
FROM
TO
1.REACTIVE
1.PROACTIVE
2. LED BY TREATMENT
3. INDIVIDUAL
2. LED BY A SERIES OF
INFORMATIONS ABOUT
THE GROUP
4. MONODISCIPLINARY
3. GROUP RELATED
4. MULTIDISCIPLINARY
WORK QUALITY - AIMS
GOOD HEALTH
GOOD BUSSINESS
THANK YOU FOR YOUR ATENTION
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