preface dutch good practices 2012 working together for risk … · bevlogen’ event on 25 october...
TRANSCRIPT
PREFACE
GOOD PRACTICES:
Verbond Papier & Karton introduces Safety Checks 3
Intel runs an extensive safety programme 4
Germains Seed Technology introduced Near Miss Reports 5
Gebr. Janssen puts safety on the agenda with S.A.Q. 6
Dakdekkersbedrijf Sluyer designed the Safety Unit 7
With its new safety needle systems and workshops, the AMC targeted ‘needlestick injuries’ 9
KWS Infrabouw BV communicates successfully with images 10
Gouda Vuurvast Services BV (‘Gouda’) uses older employees as coaches 11
Stichting VeiligheidNL teaches employees to discuss issues relating to a safe working environment 12
Wehkamp.nl benefits from the Forklift Truck Heroes campaign 13
Bam Civiel designed the PartnerPlan 15
Gardien bedrijfsfysiotherapie and KUBO Productie integrated clever lifting solutions in new build project 16
The Netherlands Foundation Contractors Association (NVAF) produced the Safe Foundation Book [Vakboekje Veilig Funderen] 17
The TOI model developed by Arboplaats gave Krehalon Industrie BV and Quadrant EPP insight into their employees’ behaviour 18
PUBLICATION DETAILS
Dutch Good practices 2012
Working together for risk prevention through Leadership
and Worker participation
Healthy Workplaces
2
The new biennial European
campaign, entitled ‘A Healthy
Workplace’, was launched on 18
April 2012, the World Day for
Safety and Health at Work. There
is a different theme every two
years. In 2012 and 2013, the focus
is on leadership and employee
participation in risk prevention
under the title ‘Working together
for risk prevention, instigated by
the European Agency for Safety
and Health at Work. The aim is to
mobilise national governments,
businesses, organisations,
managers, workers and their
representatives and other involved
parties to work together in order to
improve safety and health at work.
The highlights are the European
weeks in October 2012 (22nd to
26th) and 2013, when activities will
be organised throughout Europe.
About the Agency
The task of the Agency, in which
government, employers and
workers are represented, is to make
workplaces all over Europe safer,
healthier and more productive.
The mission is carried out in each
country by the so-called national
Focal Points. The Agency works
with these national Focal Points to
create an up-to-date database of
knowledge in the field of health
and safety measures and policies.
This is manifested in its most
concrete form in Good Practices:
methods for making workplaces
safer and healthier that are applied
in everyday practice and have a
proven track record of effectiveness.
A useful way of improving health
and safety at work is to collect these
practices and make them available
to everyone. This is done in the
Netherlands by the Netherlands
Focal Point for Safety and Health
at Work, in which MKB-Nederland
(representing small and medium-
sized businesses), CNV (the
National Federation of Christian
Trade Unions in the Netherlands),
Vakcentrale MHP (trade union
for middle and higher ranking
personnel) and the Ministry of
Social Affairs and Employment work
together. The day-to-day activities
are carried out by TNO.
Why an European campaign
about leadership and worker
participation for risk prevention?
Prevention is the cornerstone for
addressing risk management in
Europe. In practice, this means
analysing work procedures to
establish the short and long term
risks and subsequently remove or
minimise them. The employers and
higher management are ultimately
responsible for risk management,
but their efforts are fruitless without
active employee participation. It is
important that managers display
leadership, for example by also
following all the health and safety
rules themselves rather than merely
instructing workers to do so. It
has also been demonstrated that
managers who are successful in the
field of health and safety at work
have lower absenteeism, because
leadership behaviour is linked to
absenteeism and employee welfare.
Worker participation essentially
means that workers and managers
play an active role in listing
problems and suggesting solutions.
There is now plenty of evidence
to show that active participation
significantly improves health and
safety at work.
Good Practice Awards 2012-2013
As in previous years, companies
and organisations in the EU
countries are invited to take part
in the Good Practice Competition.
The aim of these awards is to
reward organisations which have
demonstrated effective leadership
and found ways to involve workers
in prevention. The Dutch awards
were presented in 2012, while
the presentation of the European
awards will take place in 2013.
The awards are presented in two
categories:
– companies or organisations with
fewer than 100 workers;
– companies or organisations with
100 or more workers.
The Good Practices in the
Netherlands were assessed by an
expert jury, consisting of Mario van
Mierlo (MKB-Nederland), Mirjam
Engelen (Research voor Beleid),
André Marcet (Ministry of Social
Affairs and Employment), Sonja
Baljeu (CNV), Henk van der Molen
(Coronel Instituut voor Arbeid
en Gezondheid, NCvB, Arbouw),
Wouter van Ginkel (TNO, Kroon
op het werk) and Jos de Lange
(Netherlands Focal Point). The jury
concentrated specifically on the
following points:
– actual, effective leadership
and employee participation
promoting the campaign theme
“Working together for risk
prevention”;
– effective participation of workers
and their representatives;
– total support from senior
management;
– measures aimed at the
workplace;
– a successful implementation;
– real and proven improvements in
safety and health;
– sustainability;
– transferability to other
workplaces;
– right timing (the measure must
be recent or not had much
publicity).
A Dutch winner has been chosen
in each category. These winners
were announced during the ‘Samen
bevlogen’ event on 25 October
2012. They won 2,500 euros in prize
money and were nominated for the
European competition, for which
every European member state has
nominated two Good Practices. A
number of European winners will
be announced from these entries in
Spring 2013.
The Dutch entries – fifteen in total –
have been included in this E-zine.
Get inspired!
Good practices 2012
Working together for risk prevention through Leadership and Worker participation
from left to right:
Jos de Lange, Sonja Baljeu, Mirjam Engelen, Henk van der Molen, Tanja de Jong, André Marcet, Wouter van Ginkel.
CONTENT PubliCATiON dETAils
Verbond
Papier & K
arton
inte
l in
tern
ational
Germain
s seed
Technology
bouwbedrijf
Gebr. Janss
en
dakdekkers-
bedrijf s
luyer
Amste
rdam
s
Medisc
h
Centrum
KWs in
frabouw
en Arb
origin
als
Gouda Vuurvast
Service
s en Buro
Voor Fysie
ke Arbeid
stichtin
g
Veiligheid
Nl
Wehkamp.nl,
Gezond Trans-
port en EVO
bAM C
iviel
KUBO Productie
en Gardien bedrijfs-
fysioth
erapie
Ned. Ver. Aannemers
Funderingsw
erken,
Scheltinga
organisatie
advies
Arboplaats,
Krehalon Industr
ie
en Quadrant EPP
J J
iNlEidiNG
3
“In recent years, the Inspectorate
SZW has been adopting a more
hands-off approach. This means
that companies and sectors now
need to self-regulate more.” Erwin
Heijnsbroek is Health and Safety
Coordinator/Administrator in the
branch organisation Verbond
Papier & Karton, which represents
trade unions and employers’
organisations from the paper,
cardboard and corrugated
cardboard sector.
Heijnsbroek: “The Inspectorate SZW
asked us to explore the possibilities
for horizontal monitoring of
occupational safety and health
within the sector.” This resulted in
Safety Checks, an advisory system
organised from within the sector
itself. Broad-based support is
crucial for this system. In the event
of a visit by health and safety
experts from the sector, managers
and personnel representatives
sit together around the table.
With them, the safety checkers
prepare for the visit and discuss
the findings midway. At the end,
a report is produced. Heijnsbroek:
“We bring management and
employees together.”
Photo analysis
During a Safety Check, a meeting
is arranged between the
management and personnel
representatives from the company
visited. Heijnsbroek: “The safety
checkers always come in response
to an invitation and ensure that
discussions and reports are not
restricted to the health and safety
coordinators in the company”.
The sector’s Health and Safety
catalogue serves as the starting
point for a Safety Check.
Heijnsbroek gives an example.
“Take the item transport; we check
whether the instructions from
the health and safety catalogue
are actually being followed.” If
not, a practical advice based on
the health and safety guidelines
is provided. “For example, we
might detect a risk of collision at
a crossroads in a factory hall”, says
Heijnsbroek. “In our report to the
board, we can then advise limiting
the maximum speed of forklift
trucks, as defined in the health
and safety catalogue.”
During a final meeting, the visitors
report their findings. This is based
on a photo analysis. Heijnsbroek:
“During the visit, we walk around
with a digital camera.” The camera
is used to photograph high-
risk situations. “For example, a
machine that is not screened
properly or someone on an aerial
work platform who isn’t wearing
sufficient fall protection.”
back to earth
The results of a Safety Check can
mean the need for investments.
“No company wants anyone to
be injured by a machine which
is unsafe”, says Heijnsbroek. “We
therefore identify the steps in
an improvement process.”
However, the results of Safety
Checks are only recommendations.
Heijnsbroek and his staff cannot
impose sanctions. According to
Heijnsbroek, this also works in
their favour. “It means there’s
no friction. Our advice has more
support.” Nevertheless, he has
experience with companies who
have problems with their advice.
“We once visited a company which
had done a great deal to improve
safety over the years. When we
arrived, however, we found that
the situation had deteriorated
somewhat.” When the situation on
the work floor was described, this
met with some resistance. A day
later, that had disappeared. “They
then thanked us and felt that we’d
brought them back down to earth.”
Verbond Papier & Karton introduces Safety Checks
Supported recommendationsThe Inspectorate SZW (Health and Safety Inspectorate, formerly the Labour Inspectorate) is increasingly adopting a hands-off approach to the workplace. This means that companies are becoming responsible for providing a safe working environment. The Safety Checks advisory system provides a guide.
from left to right:
Hans van Schaik (Koninklijke Kartoflex, General Secretary), Berend Claus (Goglio North Europe B.V., Managing Director), Gerrit Jan Bruijn (Goglio North Europe B.V., Maintenance Manager), Erwin Heijnsbroek (Verbond Papier & Karton, OSH coordinator)
If the manager is clear and serious about Health and Safety, no employee wil l be
unwil l ing to support him.
More information?Erwin [email protected]
Like to know more aboutVerbond Papier & KartonClick here
CONTENT PREFACE PubliCATiON dETAils
Verbond
Papier & K
arton
inte
l in
tern
ational
Germain
s seed
Technology
bouwbedrijf
Gebr. Janss
en
dakdekkers-
bedrijf s
luyer
Amste
rdam
s
Medisc
h
Centrum
KWs in
frabouw
en Arb
origin
als
Gouda Vuurvast
Service
s en Buro
Voor Fysie
ke Arbeid
stichtin
g
Veiligheid
Nl
Wehkamp.nl,
Gezond Trans-
port en EVO
bAM C
iviel
KUBO Productie
en Gardien bedrijfs-
fysioth
erapie
Ned. Ver. Aannemers
Funderingsw
erken,
Scheltinga
organisatie
advies
Arboplaats,
Krehalon Industr
ie
en Quadrant EPP
J J
4
For chip manufacturer Intel,
Amsterdam is an important transit
point. By sea and by air, products
arrive from all over the world. These
are then forwarded to Europe,
Africa and the Middle East. Noam
Arad is Safety Manager at Intel
Amsterdam. “Every week, we have
180 people manually processing
the weight of forty African elep-
hants.” All these activities involve
numerous tasks. Trucks are loaded
and unloaded, pallets moved and
goods scanned. Not to mention the
many mouse clicks related to this
logistic operation. The danger of
stress or accidents is omnipresent.
Extensive programme
Intel therefore developed an
extensive safety programme, For
Arad, it is clear who must be central
in this. “There is only one expert
on the work floor, and that’s the
employee.”
The aim of the safety programme
is to actively involve the employee
in a corporate culture focusing on
safety. Arad: “Every quarter, we
organise an informal meeting in
which our employees talk freely
with top management.” During
these sessions, safety is an impor-
tant subject. “It might just be about
small but important details”, Arad
explains. “Recently, for example, we
found a problem with the buttons
on a forklift truck. The manage-
ment then has to demonstrate
leadership and find a solution.”
An online application was also de-
veloped, where people could make
safety suggestions or express their
concerns. “If someone feels that
an extra mirror should be hung in
a gangway to improve the view
from a forklift truck, a member
of the technical department im-
mediately goes along to see if it’s
really necessary.” The application
has proved popular: “Since we
started, the number of suggestions
has risen from around 2 a month
in 2009 to 11 a month in 2012.” In
the United States, Intel also found
inspiration for its SMBWA concept,
i.e. Safety Management by Walking
Around. Arad: “The top manage-
ment must also visit the work
floor to check the safety situation.”
And he adds: “I personally check
whether this is done regularly.”
strategic value
Besides this direct involvement, du-
ring various activities, employees
are reminded of their responsibi-
lity for their own safety and that
of others. Arad: “If they are ill or
having physical problems, we tell
them to go to the doctor in time,
also to prevent RSI for example.”
Workshops must facilitate discus-
sions about safety. “If someone’s
shoelace is undone, a colleague
must tell him”, says Arad. However
logical it may seem, it’s not easy.
“We have people from 35 different
countries and cultures working
here. For one person, it may be
very intimidating if you come
very close to him, while another
person may find it rather strange if
you keep your distance.” Through
role play, Arad tries to encourage
people to enter into dialogue. Arad:
“Recently, for example, we asked
people to play a ‘bad’ safety trainer,
which was as hilarious as it was
instructive.”
For Intel, all these safety measures
are of great strategic value, ac-
cording to Arad. “It prevents costs
caused by absenteeism due to
illness, delays and other problems
resulting from accidents and
which impact on the quality and
efficiency of our company.” And
the effects are visible. “Since 2009,
we’ve only had one accident a year,
and only first aid was required in
that case.”
Intel runs an extensive safety programme
Safety is strategically important Chip manufacturer Intel has developed an extensive safety programme. Employees themselves play a key role in safeguarding their safety and that of others.
Noam Arad (Safety Manager)
A healthy safety culture can only exist if the management does not economise
on safety and recognises that employees are the experts on the work f loor
More information?Noam [email protected]
Like to know more aboutIntel InternationalClick here
CONTENT PREFACE PubliCATiON dETAils
Verbond
Papier & K
arton
inte
l in
tern
ational
Germain
s seed
Technology
bouwbedrijf
Gebr. Janss
en
dakdekkers-
bedrijf s
luyer
Amste
rdam
s
Medisc
h
Centrum
KWs in
frabouw
en Arb
origin
als
Gouda Vuurvast
Service
s en Buro
Voor Fysie
ke Arbeid
stichtin
g
Veiligheid
Nl
Wehkamp.nl,
Gezond Trans-
port en EVO
bAM C
iviel
KUBO Productie
en Gardien bedrijfs-
fysioth
erapie
Ned. Ver. Aannemers
Funderingsw
erken,
Scheltinga
organisatie
advies
Arboplaats,
Krehalon Industr
ie
en Quadrant EPP
J JJ J
5
“In the past, there was no obli-
gation to report near-misses or
injuries. That meant we received
a maximum of 85 reports a year.
In reality, there were many more
near-misses. So that policy obvi-
ously wasn’t working.” This is what
Hans Derksen, Operations Support
at Germains Seed Technology, a
company specialised in seed tech-
nology, says. The company enjoys
low absenteeism. But there’s always
room for improvement, according
to Derksen. “Furthermore, we only
discover the effect of inhaling
unhealthy substances in the long
term.”
Near Miss reports
And there’s the sting. “People often
choose the easy route, because
the effect of doing something or
not cannot be seen in the short
term.” So in 2009, the management
introduced Near Miss reports. If an
employee, the employer or con-
tractor, such as a window cleaner,
encounters a near miss, danger or
risk, he or she fills in a ‘Near Miss’
on a special form. He or she also
records how the problem might
be resolved. Derksen gives an
example. “Say an emergency exit
is blocked and an employee sees
that, he can report it on the form.”
If the problem can be resolved at
once, by unblocking the emer-
gency exit for example, then this is
done immediately. If the problem
cannot be resolved immediately,
the form is sent to the Health
& Safety team. They then take
action. All the forms are read
every day and evaluated once a
week. The near misses are then all
stored in a database. “Corrective
and preventive action can then be
implemented.”
decline
Every fulltime employee – from the
work floor to managerial level –
must report ten near-misses every
year. “That enables us to measure
the extent to which every employ-
ee actively contributes to cultural
and behavioural change.” Ten? Isn’t
that rather a lot? At a certain point,
surely the number of near-misses
will fall? “Of course”, says Derksen.
“But people will continue to make
mistakes. The idea is that the total
number of near-misses won’t fall
significantly, but there will be fewer
high risk near-misses.”
The results are promising. Derksen
now receives as much as 520
reports per year. These range
from broken glass in the kitchen
cupboard in the canteen to toxic
substances released into the air.
“Employees are really more inclined
to identify risky situations.” Safety is
becoming more integrated. Derk-
sen: “In the past when we bought
new machines, our main conside-
ration was production speed. Now
we consider the safety aspects too.”
Managers involved
Since the introduction of ‘Near
Miss’, safety has become easier
to discuss. “People now point out
dangerous situations to each other,
such as not wearing a seatbelt in a
forklift truck. Before the introduc-
tion, someone might see a risk and
let it go. Now they report it. It’s
entered in a database and discus-
sed with the management team.” A
huge bonus is that the managers
are equally involved. “They are also
made aware of unsafe behaviour
by everyone in the company.”
And then there’s the ‘Health &
Safety Thermometer’. A ball is put
inside for every 5 ‘near-misses per
week’. When the thermometer
is full, the personnel association
receives money for a trip. Derksen:
“This year, we spent a day at the
Floriade.”
Germains Seed Technology introduced Near Miss Reports
Actively aware of the risks In order to optimise safety and health in the company, everyone at Germains Seed Technology is now required to submit near-miss reports. This has resulted in a significant increase in the number of reports.
from left to right:
Monique Lurvink (Customer Service), Hans Derksen (Operations Support Manager), Adrie Seinhorst (Medewerker Quality Assurance)
Make sure that everyone in the company – particular ly the manager –
feels responsible for and can be criticised for unsafe behaviour
More information?Hans [email protected]
Like to know more aboutGermains Seed TechnologyClick here
CONTENT PREFACE PubliCATiON dETAils
Verbond
Papier & K
arton
inte
l in
tern
ational
Germain
s seed
Technology
bouwbedrijf
Gebr. Janss
en
dakdekkers-
bedrijf s
luyer
Amste
rdam
s
Medisc
h
Centrum
KWs in
frabouw
en Arb
origin
als
Gouda Vuurvast
Service
s en Buro
Voor Fysie
ke Arbeid
stichtin
g
Veiligheid
Nl
Wehkamp.nl,
Gezond Trans-
port en EVO
bAM C
iviel
KUBO Productie
en Gardien bedrijfs-
fysioth
erapie
Ned. Ver. Aannemers
Funderingsw
erken,
Scheltinga
organisatie
advies
Arboplaats,
Krehalon Industr
ie
en Quadrant EPP
J JJ J
6
People falling from scaffolding
or being buried when a newly
built wall falls down. The
construction industry is full of
risks. Not to mention the different
working methods of electricians,
foundation workers or roofers
and unpredictable factors like
time pressure and the weather
which all add to the complexities.
“Even a hundred years ago, you’d
see posters on construction sites
asking: ‘will you get home in one
piece?’. Yet people still take risks”.
Peter van Houtum is the safety
officer and controller at Gebr.
Janssen, a construction company
which employees ninety people.
He is now co-owner, but as a
construction worker he spent many
years working on roofs. During
that time, he experienced several
perilous situations. “I’m glad that
I’m still here.” He does not hide his
surprise at the lack of safety on
the work floor. “I started to wonder
whether people were being
addressed in the right way.”
Proud
At Gebr. Janssen, everything
focuses on three key values: “Safety,
Agreements and Quality”. Van
Houtum decided to combine them
in his ‘S.A.Q.’ work plan. “Do you
incorporate S.A.Q. in your work?” he
asks. Some time ago, the company
started using forms to evaluate
progress. But these were filled in
by the project leaders alone and
only considered a couple of safety
aspects. This did not prove to be
effective. “On the new forms, there’s
room for ‘quality’ and ‘fulfilling
agreements’”, Van Houtum explains.
“You have to get people thinking in
terms of their profession, because
that’s what they enjoy doing!”
During a workplace inspection, the
coordinator and mechanic now
complete the S.A.Q. together. For
example, they assess the status of
the First Aid resources with ‘good’,
‘fair’ or ‘poor’. But they also study
whether the mechanics are aware
of agreements reached with the
client. Van Houtum: “If there’s a
‘poor’ anywhere, they address the
issue together.”
Van Houtum recognises that
the S.A.Q. cannot stand alone.
“Obviously, some preconditions
must always be met.” He lists a
few: “coach people and give them
confidence, provide a good safety
control system and don’t avoid
a discussion when someone is
concerned about asbestos, for
example.” Yet this is not enough.
Ultimately, it’s all about someone’s
profession: “That’s what people
enjoy; they’re proud of what they
do and it’s what they discuss in the
pub.” He laughs: “You never hear
people talking about how safely
they worked today!”
360 degree feedback
Employees are thus actively
involved in all the applicable
safety and quality standards.
‘360 degree feedback’ as Van
Houtum calls it. “By getting them
to fill in a S.A.Q. form together, we
encourage the project leader or
supervisor to discuss these issues
with the mechanic.” This interaction
leads to self-correction on both
sides. “Both the project leader and
the mechanic want to score well,
so if there are any negative points,
they’ll want to do something to
correct it for next time.”
“By nature, people like to perform
well”, Van Houtum explains. By
referring to their love for and pride
in their profession, they start to
work better and more safely. And
that has an additional advantage.
“In this way, I believe, safety doesn’t
have to cost anything”.
Gebr. Janssen puts safety on the agenda with S.A.Q.
Love for the profession Bouwbedrijf Gebr. Janssen from Beugen in the Dutch province of Brabant was looking for a way to safeguard safety in the company. By reminding employees of their love for their profession and having them fill in a S.A.Q. form together, project leader and mechanic enter into a dialogue.
from left to right:
Fred de Hoog, Bob Elbers (Plumber) Peter van Houtum (Safety specialist and Controller)
More information?Peter van [email protected]
Like to know more about Bouwbedrijf Gebr. JanssenClick here
Ben met je VAK bezig, dan komt veiligheid vanzelf v oor op te staan.
CONTENT PREFACE PubliCATiON dETAils
Verbond
Papier & K
arton
inte
l in
tern
ational
Germain
s seed
Technology
bouwbedrijf
Gebr. Janss
en
dakdekkers-
bedrijf s
luyer
Amste
rdam
s
Medisc
h
Centrum
KWs in
frabouw
en Arb
origin
als
Gouda Vuurvast
Service
s en Buro
Voor Fysie
ke Arbeid
stichtin
g
Veiligheid
Nl
Wehkamp.nl,
Gezond Trans-
port en EVO
bAM C
iviel
KUBO Productie
en Gardien bedrijfs-
fysioth
erapie
Ned. Ver. Aannemers
Funderingsw
erken,
Scheltinga
organisatie
advies
Arboplaats,
Krehalon Industr
ie
en Quadrant EPP
J J
7
Gerrit Sluyer is director and owner
of Dakdekkersbedrijf Sluyer in
Vriezenveen, a small family firm
specialised in providing roofing for
flat roofs. He knows that working
in his sector is not without risks.
So he stays alert. “For us, safety is
equivalent to quality.”
“All roofers have several things in
common”, Sluyer explains. “They
work high up, so there’s the risk of
falling. There’s also the question of
physical effort, because materials
have to be transported vertically
to the roof.” Safety requirements,
as long as they are strictly adhered
to, limit the risk of falling. By
law, roofs above two and a half
metres high must have roof edge
protection. In practice, however,
such protection is applied to
virtually all roofs. Sluyer: “On old
buildings, we often have to install
the protection ourselves. But
before this protection can be fixed
to the roof, we first have to carry
the protection materials up there.
This is often done manually using
a ladder. However, the legislator
has now introduced more stringent
rules regarding this method,
basically outlawing it. But roofers
often find setting up a ladder lift
too cumbersome. This creates
dangerous situations.”
On the ground
Sluyer therefore designed the
Safety Unit, which enables
roofers to perform this work at
ground level. This is not a unique
innovation, Sluyer admits. “Vertical
transport by a machine, a goods
container and edge protection on
top of a roof are not in themselves
unique.” But the Safety Unit is
special. “It’s the combination which
is completely new.”
With the Safety Unit, protection
work which was once done on the
roof, with all the risks entailed, is
now done on the ground. Sluyer
explains how it works. “Firstly,
we attach a goods container
to a telescopic boom. The roof
edge protection is placed on the
goods container. Installing this
protection is done at ground level.
Twelve metre edge protection
or even more is no problem at
all.” The telescopic boom then
transports the Safety Unit and
roof edge protection up to the
roof. All the roofing materials,
aggregate, vacuum cleaner and
tools which the roofers have placed
in the goods container can also be
transported to the roof in one go.
Dakdekkersbedrijf Sluyer designed the Safety Unit
A unique combination The Safety Unit designed by Dakdekkersbedrijf Sluyer allows roofing constructors to perform the most dangerous tasks, such as building roof edge protection, on the ground. A safer and good solution for physical stress.
LEES VERDER
Gerrit Sluyer (Owner)
More information?Henk [email protected]
Like to know more aboutDakdekkersbedrijf SluyerClick here
Let’s learn fr om each other’s ideas and share them.
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s seed
Technology
bouwbedrijf
Gebr. Janss
en
dakdekkers-
bedrijf s
luyer
Amste
rdam
s
Medisc
h
Centrum
KWs in
frabouw
en Arb
origin
als
Gouda Vuurvast
Service
s en Buro
Voor Fysie
ke Arbeid
stichtin
g
Veiligheid
Nl
Wehkamp.nl,
Gezond Trans-
port en EVO
bAM C
iviel
KUBO Productie
en Gardien bedrijfs-
fysioth
erapie
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In practice, the Safety Unit has
proved practical and useful. Sluyer:
“The boom places the Safety Unit
with edge protection on the roof
edge, keeping the roof area free.”
Joint development
Sluyer still works on the roof
every day as well. His own
experiences have convinced him
of the importance of safety and
reducing physical stress. In his
own company, he has fortunately
never been involved in any serious
accidents, but if something does
happen, it usually entails great
personal suffering. “Prevention is
vitally important. Our initiative
with the Safety Unit is mainly
for our employees”, says Sluyer.
“It responds to their wishes for
safety, wellbeing and welfare.” The
employees played an important
role in the development and
improvement of the Safety Unit.
“The size and model of the
container, construction of edge
protection and the step-by-step
optimisation of the whole design.
By contributing and discussing
ideas, we achieved this together.”
However, that doesn’t mean that
Sluyer wants to keep this technique
for himself. “I hope that others in
the branch can benefit too.”
Jury report
The Jury considers this Good Practice to be an excellent example in which
the partnership between employees and owner has led to a simple and
creative solution to promote safe and healthy working at heights. Working
at a height is an activity which still involves many accidents every year1. By
discussing the risks at work together, solutions can be sought together.
As a small enterprise in the flat roof branch, roofing company Sluyer is
confronted every day with placing roof edge protection and the vertical
transport of various kinds of heavy equipment used for its work on the
roof. Transporting these materials by hand entails both high physical load
and considerable risk of falling. This solution reduces the physical load
and eliminates the risk of falling when installing roof edge protection. The
Safety Unit is the combination of a goods container connected to roof
edge protection. The roof edge protection is assembled on the ground
rather than on the roof and then installed on the roof with a telescopic
boom.
The solution contributes to the daily job satisfaction of the employees,
according to the owner working alongside them. Heavy lifting activities
are reduced and the work is also safer. With the involvement of the
employees, in a short space of time the solution was thought up, designed
and implemented. The Safety Unit is a tool which addresses risks at the
source and can be used for smaller, short-term jobs as well. Moreover, it is
cost effective, the investment is quickly recouped because the work can be
performed faster.
The jury has unanimously decided to nominate this Good Practice for
both the Dutch award of 2,500 euros and for the European Good Practice
Awards 2013 in the category fewer than 100 employees.
1 Inspectorate SZW. Veilig werken met ladders, trappen en steigers op binnenstedelijke bouwlocaties Inspectieactie voorjaar 2012
(Working safely with ladders, steps and scaffolding in urban building sites Inspection campaign spring 2012).
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Amste
rdam
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Medisc
h
Centrum
KWs in
frabouw
en Arb
origin
als
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In 2000, a surgeon in a hospital
in Veghel in the Dutch province
of Brabant accidentally pricked
himself on a needle. He became
infected with the hepatitis B virus
and unknowingly infected dozens
of patients. The partner of one
of his patients died as a result.
Company doctor and head of the
Health and Safety department
at the AMC, Gerard Frijstein,
remembers the impact of the news.
Frijstein was already aware of the
prevalence of such accidents. “For
the staff, this type of accident
constitutes the main risk in the
health profession.” And it not only
affects doctors and nurses but
also non-medical personnel, like
cleaners who prick themselves on
a needle sticking out of a rubbish
bag, for example. Infections can
lead to hepatitis B, hepatitis C or
HIV. Frijstein: “In the AMC, there are
between 180 and 200 accidents
with needles every year. 10 to 15
employees prick themselves every
year on an infected needle from a
patient with HIV. So it’s a serious
risk.”
Nonchalant behaviour
It is possible to protect yourself.
There are safety needle systems
on the market and excellent
vaccines offering protection
against hepatitis B. So why does
it still happen? “Obviously, we are
a training centre”, says Frijstein.
“So people prick themselves
out of inexperience.” But it is
also the result of ‘nonchalant
behaviour’, particularly among
senior surgeons. Frijstein: “Their
attitude is often: ‘we’re there for
the patients, not for ourselves’.
Luckily, this is changing. Staff are
increasingly realising that their
safety is equally important as that
of patients.”
The accident in Veghel was a good
reason to take serious action. And
Frijstein knew how. Link the use of
safety needles to a focus on safe
behaviour by staff. That changes
a great deal. However, he needed
to win the support of the board
of the hospital with its 7,000 staff.
Not easy. “Safety needles are 2
to 3 times more expensive. You
have to want to invest in them.”
Research was the way to change
the attitude of the management of
this ‘evidence-based bulwark’, the
company doctor felt. Together with
the Coronel Instituut voor Arbeid
en Gezondheid, he conducted
research into the problem and
showed that with a combination
of safe products and a behaviour-
based policy, a reduction of up to
66% in the number of accidents
with needles could be achieved.
That was in 2006. “It’s been a few
years now and we still haven’t
reached the 66 percent target. But
with each year that passes, I can
prove more confidently that this
really works.”
Workshops
In 2005, the AMC launched the
‘Stop needlestick injury project’.
The hospital organised workshops
in small groups where the staff
were trained to use safety needle
systems. In other workshops,
behavioural change was targeted.
These workshops were given in
the coffee rooms and staff rooms
between the morning and evening
shifts. A process leader and expert
informed staff about the causes,
effect and prevention of accidents
with needles.
It was now clear that a European
directive was pending which would
make the use of safety needle
systems compulsory. This directive
will come into effect on 1 January
2013, but the process leading
up to it gave the AMC project a
boost. According to Frijstein, the
number of needlestick injuries
has significantly declined. Safety
awareness has increased: staff
are beginning to realise that their
own health is just as important as
that of the patient. “I’m regularly
asked about the needle safety. Ten
years ago, that would have been
unthinkable.”
With its new safety needle systems and workshops, the AMC targeted ‘needlestick injuries’
Safety needles Through a combination of safety needle systems and a policy targeting behaviour, Amsterdam Medical Centre (AMC) is trying to at least halve the number of needlestick injuries.
from left to right:
Henk van der Molen (Researcher/manager AMC, Coronel Instituut en NCvB), Gerard Frijstein (Head of OSH Service AMC)
Always calculate – preferably with scientif ic research –
the possible f inancial benef its of a change
More information?Gerard [email protected]
Like to know more aboutAmsterdams Medisch CentrumClick here
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Amste
rdam
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h
Centrum
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origin
als
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s en Buro
Voor Fysie
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g
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Wehkamp.nl,
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port en EVO
bAM C
iviel
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KWS Infrabouw BV builds new roads
and performs maintenance work to
existing roads, inside and outside
urban environments. Constantly
staying alert is vital in this kind of
work. There is always the risk of a
collision, resulting in serious injury
or death. KWS very much regretted
a number of fatal accidents in 2009.
losing your edge
The company must create a safe
workplace, for example by provi-
ding barriers to protect employees
from passing traffic. Sadly, that is
not enough, as Roeline Soer, safety
expert at KWS, knows. “Anyone
performing dangerous work, day
in, day out, can lose their edge.”
You need to be constantly alert
for – potential – dangers and be
willing to work on solutions. Any-
where, any time. And that requires
structural cultural and behavioural
change.
But how do you achieve that in a
company which employs around
2,300 people? Soer knew that she
had to start with the management.
“We devoted a great deal of time
and energy to them.” She conduc-
ted extensive research, visited buil-
ding sites all over the country, took
photos of dangerous situations and
showed them the evidence. “So
that the management couldn’t hide
behind the words: ‘That only hap-
pens next door, not with us’.”
Change tool
Things then quickly took off.
With the full support of the
management team, in 2011 KWS
embarked on a long-term cultural
change process, appropriately cal-
led ‘Blik op Scherp’ [Staying Sharp].
KWS performed a safety culture
measurement in all its branches,
which produced strengths and
weaknesses. Together with the
communication agency Arbo-
riginals, the company developed
a practical approach to change
based on a ‘digital change’ tool:
Blikopener. How does it work?
Every so often, employees take
photos of work situations which
they feel are safe or unsafe. They
save them on the intranet site Blik-
opener and discuss them during
‘Blikopener sessions’ in their team.
The team draws up a photo priority
list of situations which need im-
proving. The team members then
look for the causes and sustainable
safe solutions together. The actions
and suggestions are also saved in
Blikopener. “This means that all the
employees can learn from each
other and agreements on improve-
ments are safeguarded.”
doers, not readers
The ‘Blik op Scherp’ campaign was
launched in February 2012. During
five kick off-events organised by
Arboriginals, all the five hundred
managers learned how to hold
Blikopener sessions with their
team. Soer can already see results.
“People are enthusiastic and talk
about it.” She is confident that it
will also generate safer behaviour.
“With Blik op Scherp, the commu-
nication really flows from the work
floor to management. Building site
personnel are heard.” There is now
wide support for the programme
from the management team. That’s
crucial, she knows. “Managers have
a leading role and set an example.
If they aren’t convinced about the
importance of safety, why should
their personnel be?”
With regard to the power of Blik op
scherp, she has two words: photos
and dialogue. “Workers on the
building site are doers, not readers.
With images, you involve everyone
in the discussion about safety. And
because the photos have been
taken at their own work, all the
employees feel involved. In other
words: with one photo you get
ten times as much done as with a
hundred words.”
KWS Infrabouw BV communicates successfully with images
The power of photos and dialogue Anyone working on the road must be continually alert, because the risks are huge. However, repetitive work can take the edge off alertness. With its programme Blik op scherp [Staying sharp], KWS Infrastructuur structurally highlights safety. Among managers and implementers.
from left to right:
Iason Korssen (Site employee KWS), Roeline Soer (Safety expert KWS), Jos Bus (Director Arboriginals), Roel Korf (Safety expert KWS)
Join the wor ld of your employees
More information?Roeline [email protected]
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en
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Amste
rdam
s
Medisc
h
Centrum
KWs in
frabouw
en Arb
origin
als
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Service
s en Buro
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g
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Wehkamp.nl,
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port en EVO
bAM C
iviel
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erapie
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‘Gouda’ employees do risky work.
They install and maintain fire-
resistant material in, for example,
waste incineration units and
refineries. Clients of ‘Gouda’ impose
high standards on the safety of
the employees. Safety awareness
is good in this sector, according
to director Arie van Vliet. However
that’s not the case with regard to
dealing with the physical side of
the job. That often comes second.
Because it is subject to less strin-
gent demands, but also because
the damage is not immediately
visible.
Healthy retirement
“It’s not that we have a great deal
of absenteeism due to the physical
demands of the job”, says Van Vliet.
However, employees in this profes-
sion do suffer physical effects in the
long term. In the incinerators, for
example, they break bricks, pour
concrete and apply fire-resistant
bricks in very cramped areas. Per-
forming this heavy work and adop-
ting the wrong positions can cause
injuries later on. “At that moment,
employees often think: I’m fine.
But ten years later, they realise that
they’ve been using their bodies in
the wrong way.”
The current group of employees
constitutes the living proof of
what can happen if you don’t take
care. “Some can no longer raise
their arm, or they have a spinal
or neck hernia.” These are serious
problems which can be prevented
by working differently earlier on.
“So that you can have a healthy
retirement.”
Golden find
The board of ‘Gouda’ asked Buro
Voor Fysieke Arbeid (BVFA, Bureau
For Physical Labour) to develop
an effective strategy. BVFA came
up with an idea that fits perfectly
with ‘Gouda’ and its employees: use
older employees who are still wor-
king but who already have physical
problems to coach younger col-
leagues on the work floor. Van Vliet:
“It’s really relaxed. You don’t have
a stern coach or trainer walking
round, but a colleague who knows
what he’s talking about. Our coa-
ches involve their colleagues in the
solutions: ‘If you try it this way, you
can prevent those problems’.”
It proved to be a golden find. Em-
ployees in this sector don’t tend to
change their behaviour very easily,
Van Vliet knows from experience.
“They say: ‘I’ve been doing it this
way for 20 years, so why should I
change now?’” The older colleagues
help them see things differently.
They are the living proof of what
can go wrong. People listen to
them.
Great enthusiasm
Before the start of the project,
managers, supervisors and em-
ployees studied the maintenance
process and the possible technical
modifications which could ease
the physical work. Various practical
modifications were then made. For
example, the Balancer was develo-
ped: a spring construction which
enables the employee to hold his
breaker without putting unne-
cessary stress on his joints. With
regard to the effect of coaching,
Van Vliet is realistic. “You’ll only be
able to measure the result in ten
or fifteen years’ time.” But he has
already observed ‘great enthusi-
asm’ among the employees. “They
discuss it. They are more aware of
the problems and what they can do
about them.”
Gouda Vuurvast Services BV (‘Gouda’) uses older employees as coaches
The coach as power At ‘Gouda’ (older) employees instruct their colleagues about how to deal with the heavy physical demands of their profession. “Everyone’s enthusias-tic about it.”
from left to right:
Friedy Slappendel (Gouda Vuurvast Services), Jordi van der Windt (Buro voor Fysieke Arbeid)
Fit the approach to the way of working in the company concerned.
Don’t fal l back on general workshops whereby employees don’t feel that the information applies to them
More information?Ewout Brehm [email protected] [email protected]
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No guardian angel can protect you
from risks 24/7. This is the basis
for the Alerta behaviour campaign
developed in 2008 by Stichting Vei-
ligheidNL - formerly Consumer and
Safety - for the Ministry of Social
Affairs and Employment (SZW).
Alerta is a package of methods and
communication resources which
companies can customise and
use to promote safety awareness
among employers and employ-
ees. The – free – starter package
includes a 7 step plan for using
the campaign effectively. And the
Alerta angel is a full-sized card-
board angel which companies can
place in the canteen, for example.
For those who want more, there
are additional training and discus-
sion sessions.
Thinking for yourself
“The companies using the cam-
paigns vary from SMEs to big com-
panies”, according to project leader
Victor Zuidema from VeiligheidNL.
These are often companies which
take great care to comply with
safety regulations and use personal
protection. However, routine,
haste and underestimated risks
can all cause things to go wrong.
Everyone has to be constantly alert
to risks. And that’s the idea behind
Alerta. No guardian angel can
protect you 24/7. In other words:
you have to think for yourself. How
can you achieve that? “With the
right communication about safety”,
says Zuidema. “Discussing unsafe
behaviour with each other is the
best way to prevent accidents.”
The behaviour campaign Ik-ben-
Sjaak-niet, also developed by
VeiligheidNL, again focuses on
improving occupational safety
through communication relating to
behaviour. Ik-ben-Sjaak-niet targets
the construction industry, a sector
notorious for its virtual inability to
discuss unsafe behaviour with each
other, according to research con-
ducted by Stichting VeiligheidNL.
The emphasis is therefore more on
influencing the behaviour of the
employers, because they don’t feel
sufficiently involved in the subject
in this sector. “Naturally they don’t
want accidents to happen”, says
Zuidema. “But besides taking the
required technical measures and
complying with statutory regulati-
ons, they tend to be rather passive.”
This campaign focuses on the
expression ‘Ben jij de Sjaak?’. There’s
always someone in every company
who is rather lax about safety. And
there’s always someone who is
the victim of unsafe behaviour ,
i.e. Sjaak. “The same applies here:
you can prevent this by discussing
safety”, says Zuidema. “Starting
with the boss.” Here too, companies
are given a method and material,
which they can customise and use.
Effect
From 2009 to September 2012,
2,525 SMEs and big companies
applied for a – free – Alerta starter
package. For De Sjaak, between
April 2011 and September of this
year, there were 2,470 applications.
According to effect measurements,
63 percent of the workers found
that the Alerta campaign had
made safe behaviour a topic of
conversation in the workplace at
all organisation levels. With respect
to Ik ben Sjaak niet, 74 percent
indicated that the campaign had
put safe working on the agenda
in the workplace. Other important
effects were that there were more
conversations about unsafe situa-
tions with the client. Furthermore,
more technical modifications were
made to promote safety. “The
strength of both campaigns is that
companies now have a practical
way to approach the issue”, says
Zuidema. “They approach safety in
a different way, so that employees
become aware of the risks again.
The campaigns also break through
dependency behaviour. They emp-
hasise that everyone is responsible
for safety.”
Stichting VeiligheidNL teaches employees to discuss issues relating to a safe working environment
Staying alert Based on the angel ‘Alerta’ and ‘Ik ben Sjaak niet’ [I’m not Jack], VeiligheidNL launched two campaigns whereby all employees are stimulated to discuss safety and unsafe behaviour.
Victor Zuidema (Project leader/consultant)
More information?Victor [email protected]
Like to know more about Stichting VeiligheidNLClick here
Like to know more about the Good Practice: www.veiligheid.nl/alertawww.werkveilig.nu
Ensure that safety remains a topic of conversation. Create support for this
in the management team.
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You are only a hero if you are truly
a safe forklift truck driver. That’s the
slogan of the Forklift Truck Heroes
campaign, an initiative launched
by EVO, Gezond Transport and the
Labour Inspectorate. The aim of
this campaign is to dramatically
reduce the number of forklift truck
accidents, explains project leader
Marinka de Groot. “Unfortunately
there are still 6 or 7 fatal accidents
involving forklift trucks every year”,
says De Groot. “And around 1,600
people suffer injuries.”
Macho behaviour
Nothing’s wrong with the
technology or the organisation.
But in the top ten risks of driving
forklift trucks, dangerous behaviour
is the primary cause of many
accidents, such as collisions and
driving with the fork too high.
The ‘culprit’ tends to be a forklift
truck driver who decides to rush
something or feels himself a bit of a
lad if he ignores safety regulations.
The campaign therefore targets
this type of behaviour is. De Groot:
“You’re not a hero if you play with
safety. You are a hero if you try to
avoid accidents and are aware of
your own safety and that of others.
That’s what we want to bring to
people’s attention.”
The campaign has various
components: a website,
information on flyers. And the
Forklift Truck Heroes Roadshow.
During a training day, instructors
demonstrate the safest way to
drive a forklift truck. Participants
are given background information
about the risks. And interactive
workshops focus on behaviour and
attitude to prevent accidents.
Extra alert
At the beginning of 2012, the
show was held at the Dedemsvaart
logistic service centre of wehkamp.
nl. This webshop is growing rapidly,
requiring massive flexibility from
employees. But they also need to
be extra alert with regard to safety.
Because when the pressure is on,
that tends to be forgotten. This
applies particularly to forklift truck
drivers.
Safe behaviour is then vitally
important, according to Wim
Pessink, manager of the logistic
service centre, where around 60
employees drive forklift trucks and
many colleagues come into contact
with them. Nonchalance and
sometimes even macho behaviour
in the sense of ‘Watch me’ means
Wehkamp.nl benefits from the Forklift Truck Heroes campaign
Hitting the right note With the Forklift Truck Heroes campaign, EVO and Gezond Transport wanted to reduce the number of accidents involving forklift trucks. Wehkamp.nl let its employees take part in the Forklift Truck Heroes
Roadshow. And put safety on the agenda.
LEES VERDER
from left to right:
Leonie de Leeuw (Wehkamp.nl), Wim Pessink (Logistics manager Wehkamp.nl), Daniëlle Gevers Deynoot (Policy officer EVO)
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As the management , l isten to the work f loor and get people tal king
about it under the motto: we al l want to get home
in one piece tonight.
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rdam
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h
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frabouw
en Arb
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als
Gouda Vuurvast
Service
s en Buro
Voor Fysie
ke Arbeid
stichtin
g
Veiligheid
Nl
Wehkamp.nl,
Gezond Trans-
port en EVO
bAM C
iviel
KUBO Productie
en Gardien bedrijfs-
fysioth
erapie
Ned. Ver. Aannemers
Funderingsw
erken,
Scheltinga
organisatie
advies
Arboplaats,
Krehalon Industr
ie
en Quadrant EPP
J JJ J
14
Juryrapport
The jury considers the good practice to be an inspiring example of how to draw attention to and really address
a very common risk, accidents and collisions with forklift trucks. Every year, on average 126 accidents involving
forklift trucks take place in the Netherlands, of which 5 accidents prove fatal2. The three year campaign (2010-
2012) ‘HeftruckHelden’ (Forklift Truck Heroes) focuses on promoting safety awareness and behavioural change
among employees and employers. A popular component is ‘Forklift truck hero of the month’, which is a fun
way of putting employees in the spotlight. The extensive campaign includes methods to promote dialogue and
cooperation with regard to safety, including training sessions, workshops, games and practical checklists for the
workplace.
Good examples of implementing the campaign are the activities in the Wehkamp warehouse, a dynamic
working environment where due to the fluctuations in work also many flex workers are employed. Taking part
in the Roadshow - a practical mix of forklift driving and interactive workshops intended for drivers, warehouse
personnel and management - has helped raise safety awareness and employee satisfaction. These activities
have resulted in increased involvement of employees in listing bottlenecks and actually implementing solutions.
The jury values the way the campaign elements are embedded by incorporating safety in work consultations,
meetings with management, training, work instructions, the RI&E and appraisal interviews. This has improved
the accountability culture within Wehkamp. A tangible result is also the company’s classification in the highest
safety class for the insurance.
In this Good Practice, the jury finds a campaign which has actually generated changes on the work floor. The
jury awards this Good Practice the Dutch prize of 2,500 euros and has decided to nominate this practice as the
Dutch entry for the European Good Practice Awards 2013 in the category 100 and more employees.
2 Statistics Inspectorate SZW: http://www.evo.nl/site/veiligheid-magazijnen-kan-nog-wel-beter
Marinka de Groot (Project leader HeftruckHelden, Consultant Gezond Transport)
More information?Marinka de Groot [email protected]
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that forklift trucks are not always
driven safely. “That’s why you need
to change people’s behaviour.
That’s the key”, according to
Pessink.
Close to people
92 employees from wehkamp.
nl took part in the Roadshow:
forklift truck drivers, ambulant
personnel as well as supervisors
and managers. Pessink: “So that
everyone realises the risks and
understands the forklift drivers.”
The main benefit of the Roadshow
is that people learn to discuss
behaviour, Pessink feels. “The
workshop leaders knew how to
communicate with the average
warehouse employee. And there
were YouTube clips showing
risks and solutions. That brought
the show close to the people
concerned and impacted on
even the biggest macho. Because
with the right approach to safety,
everyone will listen.”
Wehkamp.nl is already benefitting.
“Accidents are reported more
often, particularly near-misses.
Pessink praises the preventive
impact which has resulted. “Safety
has really become a topic of
conversation.” However, to create
such an open culture, you need
supervisors and managers who do
what they promise, he emphasises.
“If you do nothing with such a
report, you make yourself look
ridiculous.”
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s en Buro
Voor Fysie
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Veiligheid
Nl
Wehkamp.nl,
Gezond Trans-
port en EVO
bAM C
iviel
KUBO Productie
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fysioth
erapie
Ned. Ver. Aannemers
Funderingsw
erken,
Scheltinga
organisatie
advies
Arboplaats,
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ie
en Quadrant EPP
J JJ J
15
In recent years, big building
projects have involved increa-
sing numbers of subcontractors.
Construction companies have
fewer of their own personnel in the
workplace. The same applies to the
Dutch company BAM Civiel, which
in some cases has ten different
companies and over a hundred
people working on a project at a
given time.
Not everyone is equally aware of
the risks present. Things sometimes
go wrong, particularly with regard
to communication. Ruud Engelen
is Head of Safety at BAM Civiel. “We
want everyone to know the risks
and where they occur”, he explains.
“With the PartnerPlan, everyone sits
round the table together so that all
the parties involved know what is
expected of them.”
support
The steps in the PartnerPlan are
logical. Before the work starts, the
contractor talks to the other parties
involved about what is going to
happen in the coming weeks and
the possible risks involved. Agree-
ments are reached to minimise
those risks. All parties then sign the
document.
But that’s not all. Engelen: “We
draw up a new PartnerPlan at dif-
ferent levels: before the contractor
starts work, as well as when new
building work begins.”
The PartnerPlan is similar to the
safety indication recorded in work
permits prior to all construction
activities. But Engelen sees an
important difference. “In construc-
tion, people are always worried
about the work permit; there’s a
lot of paperwork involved.” The is
much more flexible and practical.
“People who come across problems
that the management might not
have noticed can quickly add them
to the ”, says Engelen. “This is then
hung up in the site office or the
canteen so that no one can forget.”
Clear agreements
At the moment, BAM Civiel is
working on the new Stadsbrug, the
bridge which will join the north
and south of the city of Nijmegen.
A PartnerPlan has been drawn up
here too. “We’ve now started twis-
ting the rebar for the bridge”, says
Engelen. This obviously involves
risks. “People are working high up
and on top of each other with scaf-
folding below them; everything’s
hoisted into the air and people
have to carry heavy equipment.”
By discussing the risks in advance
and coming up with solutions at
an early stage, people can identify
potentially unsafe situations more
quickly. Engelen briefly summari-
ses the benefit of the PartnerPlan:
“With clear agreements you make
good friends. Clarity takes much
less time, because you don’t have
to rectify everything later.”
In Nijmegen, the PartnerPlan is bea-
ring fruit. At the refurbishment of
Amsterdam Central Station and in
the Limburg Region too, everyone
is using PartnerPlan.
“Employees are satisfied because
they are also being heard”, says
Engelen. The result is also evident
in the figures. The number of ac-
cidents has declined in recent years
from above fifteen (2009) to less
than seven in 2012. Engelen sees
better communication as one of
the main reasons. Communication
in the widest sense of the word.
Because as he resolutely says:
“Leadership, communication and
partnership always go together.
One can’t succeed without the
other.”
Bam Civiel designed the PartnerPlan
Partnership creates support Big building projects involve increasing numbers of subcontractors and employees. By drawing up a PartnerPlan together, streamlined communica-tion is always guaranteed.
Ruud Engelen (Safety manager)
Always take a multidisciplinary approach, sit down together and record agreements in advance. That increases support and makes it easier to discuss safety, both among the employees and
the managers.
More information?Ruud [email protected]
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KWs in
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en Arb
origin
als
Gouda Vuurvast
Service
s en Buro
Voor Fysie
ke Arbeid
stichtin
g
Veiligheid
Nl
Wehkamp.nl,
Gezond Trans-
port en EVO
bAM C
iviel
KUBO Productie
en Gardien bedrijfs-
fysioth
erapie
Ned. Ver. Aannemers
Funderingsw
erken,
Scheltinga
organisatie
advies
Arboplaats,
Krehalon Industr
ie
en Quadrant EPP
J JJ J
16
“We could have decided not to
invest in the health and safety of
our employees”, says supervisor
Gerrit Neven from KUBO Produc-
tie, a company that develops,
manufactures and builds steel and
aluminium systems for the horticul-
tural sector and the metal industry.
The company already had fairly low
absenteeism when, five years ago,
it was given the opportunity to
extend the factory.
But the majority of its 72 employ-
ees were over forty. Some of them
already had physical problems,
particularly to back and shoulders
caused by lifting. Neven: “We asked
ourselves whether this was the way
to continue or whether we wanted
to preclude (more) problems and
find a solution to prevent physical
problems.” The new building offe-
red a great opportunity to redesign
the workplace. Neven: “We decided
to have a good look at the ergono-
mic conditions inside the company.
And then not just in the new buil-
ding, but also the conditions of the
older workplaces.”
Process in the spotlight
KUBO Productie called in occupa-
tional physiotherapists Gardien.
Together with the management
and employees, they analysed the
risks of physical injury throug-
hout the production process. The
physical actions associated with
each task were recorded, and
visual material of the bottlenecks
was produced. A user group was
then assembled, comprising the
board members, a team leader
and one employee from the work
floor from each department. The
occupational physiotherapist gave
this group insight into the risks and
guidelines of physical stress, after
which the group listed the bot-
tlenecks using the image material.
The group brainstormed about
feasible solutions, after which a
group of employees started work
in a 2-week pilot. In the subsequent
phase, there were opportunities to
make improvements.
simple but effective
This approach generated some
interesting solutions. For example,
a reel weighing over 50 kilos, which
once had to be lifted, is now rolled
down a simple slope. Numerous
other simple but effective solutions
were developed.
This all required some substantial
investments. And that in times of
crisis? Neven: “Employees in our
company are valuable capital. We
depend on them. Furthermore, we
are a financially healthy company.
Then the cost-benefit analysis is
soon made.”
The results are rewarding. “The
physical stress is significantly less”,
according to Neven. “Absentee-
ism has gone down. And I hear
employees saying that they are
now less tired at the end of the
day than they used to be. That’s an
important sign.” Equally impor-
tant is the emergence of a new
‘mind-set’. “The most difficult factor
with regard to health and safety is
changing people’s behaviour”, says
Léon Gardien from Gardien. “Often
employees say: ‘Why do we need
to change? Everything’s fine as it
is, isn’t it?’ Because the employees
at KUBO were involved in thinking
about solutions, they saw the
benefits and there was support to
try something new.”
broad approach
According to Gardien, this
demonstrates the importance of
leadership and vision. “I visit many
companies, but I seldom see such
a broad-based approach. And it is
primarily a preventive approach.
The management realised how
physically hard the work was, saw
that the population was getting
older and anticipated the risks.
That’s how you do it.”
Gardien bedrijfsfysiotherapie and KUBO Productie integrated clever lifting solutions in new build project
Primarily preventiveWhen KUBO Productie embarked on extending the old production hall, all the employees were asked for their ideas on how the risks of physical injury could be reduced. The solutions were included in both the new building and the old company.
from left to right:
Ali Karatas (Production assistant van KUBO) Gerrit Neven (Production assistant at KUBO)Leon Gardien (Gardien bedrijfsfysiotherapie)
Think ahead – together with your employees – and anticipate any
future problems.
More information?Leon [email protected] [email protected]
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luyer
Amste
rdam
s
Medisc
h
Centrum
KWs in
frabouw
en Arb
origin
als
Gouda Vuurvast
Service
s en Buro
Voor Fysie
ke Arbeid
stichtin
g
Veiligheid
Nl
Wehkamp.nl,
Gezond Trans-
port en EVO
bAM C
iviel
KUBO Productie
en Gardien bedrijfs-
fysioth
erapie
Ned. Ver. Aannemers
Funderingsw
erken,
Scheltinga
organisatie
advies
Arboplaats,
Krehalon Industr
ie
en Quadrant EPP
J JJ J
17
In the Netherlands, many accidents
still occur in the construction
sector. Every year, five percent of
the employees in this sector are
involved in an accident, two per-
cent above the national average.
That is too high, according to Arno
Scheltinga, safety expert at the
Netherlands Foundation Contrac-
tors Association (NVAF). Many
companies from the foundation
sector are associated members of
the NVAF. In the Vakboekje Veilig
Funderen, they formulated a series
of practical safety requirements
which should become standard
throughout the sector. Scheltinga:
“The Vakboekje is a starting point
for achieving a single guideline for
safe working.”
Feeling the squeeze
“The foundation sector is small,
with around 1,400 people”, says
Scheltinga, describing the branch
he works in. But that does not
make it any less competitive. In
times of economic decline, the
construction industry is feeling the
squeeze. Construction companies
are under pressure. “In order to
save money, companies tend to
economise on safety and work on
a tighter budget than is actually
realistic”, says Scheltinga. “This
endangers safety.” As an umbrella
organisation, the NVAF decided to
take a different approach. “We star-
ted to work together to guarantee
the safety of our employees, that’s
unique and essential.”
The foundation is the basis of any
building. Foundation workers are
therefore very important in the
construction process. Scheltinga
lists the dangers involved. “People
can become trapped or be hit by
heavy objects, but loud noises
and contaminated soil are also
common risks.” Establishing a clear
safety standard should reduce the
number of incidents.
The Vakboekje focuses on practical
applicability within the sector. “We
describe specific working conditi-
ons relating to foundation work or
the various systems for pile driving,
drilling, screwing or pressing.”
Other chapters discuss the risks
of physical stress or electrocution
resulting from damaged cables.
Measures to tackle these dangers
are a recurring component of each
chapter. “Our people face such dan-
gers every day”, says Scheltinga. “So
these measures are really relevant
to them.”
The starting point for the gui-
delines was the Arbocatalogus
Funderingen [Health and Safety
Catalogue for Foundations] which
was drawn up for the foundation
branch. However, this catalogue
did not prove very applicable in
practice. Scheltinga: “The catalogue
is much too general and is full of
safety jargon, so not particularly
helpful for a lad on a building site.”
ultimately redundant?
The book is intended for everyone
involved in the work. Scheltinga
summarises those involved: “It’s for
the guy doing the pile driving, as
well as independent contractors
and subcontractors, temporary
workers and trainees visiting the
workplace.” Even managers can
use it, for example by taking the
book as the basis for toolbox mee-
tings in which the safety risks of a
construction project are discus-
sed. Scheltinga: “We’ve developed
something which brings safety in
the whole branch closer and which
will make it second nature”.
The Arbocatalogus project group,
which drew up the Arbocatalogus
Funderingen for the foundation
sector, sponsored the Vakboekje.
The practical applications descri-
bed in the book proved inspiring
and were added to the Arbocata-
logus. The first steps to completely
integrate the book in the Arbocata-
logus have now been taken. Won’t
the Vakboekje then ultimately
become redundant? Perhaps, but
Scheltinga would be delighted
if it did. It would mean that the
NVAF initiative is being heard. “It
would be fantastic if working safely
became the standard for everyone
in the foundation sector.”
The Netherlands Foundation Contractors Association (NVAF) produced the Safe Foundation Book [Vakboekje Veilig Funderen]
Don’t compete on safety The foundation sector may be small but is therefore no less competitive. The Vakboekje Veilig Funderen aims to establish a practical and useable safety standard.
Build on reliability. But do it together.
from left to right:
Marcel Kouwenhoven (Vroom Funderingstechnieken bv - KAM-coordinator), Henk de Koning (NVAF, Secretary)Arno Scheltinga (Scheltinga organisatieadvies, Safety expert), Wim van Anen (AKA van Anen, Consultant/Safety expert), Jaap van Hoff (Van Halteren Infrastructuur bv , Manager KAM - MVO)
More information?Arno Scheltinga [email protected]
Like to know more about the Good Practice:www.veiligfunderen.nl
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Amste
rdam
s
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h
Centrum
KWs in
frabouw
en Arb
origin
als
Gouda Vuurvast
Service
s en Buro
Voor Fysie
ke Arbeid
stichtin
g
Veiligheid
Nl
Wehkamp.nl,
Gezond Trans-
port en EVO
bAM C
iviel
KUBO Productie
en Gardien bedrijfs-
fysioth
erapie
Ned. Ver. Aannemers
Funderingsw
erken,
Scheltinga
organisatie
advies
Arboplaats,
Krehalon Industr
ie
en Quadrant EPP
J J
18
In 2011, at the request of the
branch organisation for the plastic
and rubber industry (NRK) and the
trade unions FNV Bondgenoten,
CNV Vakmensen and De Unie,
health and safety consultants Arbo-
plaats developed a risk inventory
and evaluation method called My
RI&E. “This is a good method which
focuses on how risks are managed.
But what we missed were the cultu-
ral and behavioural aspects”, says
Sophie Janssen from Arboplaats.
New model
Arboplaats developed a method
which enables you to predict how
you can positively influence culture
and behaviour. Because the terms
were more suitable, ‘organisation’
was used for ‘culture’ and ‘indivi-
dual’ for ‘behaviour’. The model
was given the name TOI: Techno-
logy, Organisation and Individual.
“Within this model, we still use
My RI&E to analyse the technical
aspects of occupational health and
safety”, Janssen explains. “But we
also studied organisational and
individual aspects. Using new, di-
gital questionnaires.” These lists are
filled in by all the employees in an
organisation. Staff from Arboplaats
also interview key figures and other
employees, to add “substance”
to the analysed data. They also
subject the organisation to critical
observations. Janssen: “Ultimately
we obtain a complete overview
of a company’s risk management.
We can then show each company
which “buttons” they can turn to
improve occupational health and
safety.”
Arboplaats has now audited 70
companies based on the TOI model.
The results have been striking.
For example, some companies
realised that a more coaching type
of management improves safe
and healthy working. “Initially, that
might seem obvious”, says Janssen.
“But it’s not. Often organisations
don’t realise how much these or-
ganisational and individual aspects
help optimise safe and healthy
working. Our approach offers every
company the tools to improve
occupational health and safety at
once.”
strengths and weaknesses
Two of the companies whose orga-
nisations were audited with the TOI
model were Krehalon BV, specialists
in shrink wrap for meat products
among other things, and Quadrant
EPP, manufacturer of plastic materi-
als. The survey using the TOI model
showed that both companies were
well organised with respect to
health and safety, particularly in
the technical field. Both companies
have a good climate in which em-
ployees are critical of each other’s
unsafe behaviour and where
the board invests in the health
and safety of its personnel. They
also both implement the ‘BRAVO
programme’, aimed at promoting
a healthier lifestyle for employees.
They were also given concrete tips
to further improve occupational
health and safety from an organisa-
tional approach.
Why a TOI survey if everything’s
going well anyway? Janssen: “It
confirms the value of the model.
The TOI model also reveals a com-
pany’s strengths. Both Krehalon
Industrie BV and Quadrant EPP in-
dicated that they were very happy
with the model. It provided insight
into their own behavioural and cul-
tural aspects. And it was obviously
good to hear that they were doing
very well in that respect too.”
The TOI model developed by Arboplaats gave Krehalon Industrie BV and Quadrant EPP insight into their employees’ behaviour
A complete picture Arboplaats developed a model that not only highlights the technical aspects of occupational health and safety, but also culture and behaviour. Of employees and managers.
Sophie Janssen (Consultant Arboplaats)
from left to right:
Willem Dollekamp (Krehalon, Director Finance & Logistics), Jan Spenkelink (Quadrant, Quality, Environment, Safety and Health manager)
Often an organisational or individual approach generates greater benef its than further improving an already good technical
basis for occupational health and safety
More information?Sophie [email protected] [email protected] [email protected]
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dakdekkers-
bedrijf s
luyer
Amste
rdam
s
Medisc
h
Centrum
KWs in
frabouw
en Arb
origin
als
Gouda Vuurvast
Service
s en Buro
Voor Fysie
ke Arbeid
stichtin
g
Veiligheid
Nl
Wehkamp.nl,
Gezond Trans-
port en EVO
bAM C
iviel
KUBO Productie
en Gardien bedrijfs-
fysioth
erapie
Ned. Ver. Aannemers
Funderingsw
erken,
Scheltinga
organisatie
adviesJ J
Arboplaats,
Krehalon Industr
ie
en Quadrant EPP
J J
19
TEXT
Hellen Kooijman and
Guido van Eyck, Utrecht.
dEsiGN ANd lAYOuT
Jennifer Keek, Coek Design,
Zaandam.
iMAGEs
Michel Wielick, Photography & cgi,
Amsterdam.
COORdiNATiON ANd EdiTiNG
Tanja de Jong,
Nederlands Focal Point.
Jos de Lange,
Nederlands Focal Point.
FuRTHER iNFORMATiON:
Nederlands Focal Point
Postbus 718
2130 AS Hoofddorp
+31 88 866 52 34
campagne.arboineuropa.nl
Publication details This E-zine, presenting a selection of dutch Good Practices, is published by The Dutch Focal Point as part of the European Campaign for ‘a healthy
Workplace’, which in 2013 and 2014 is focusing on leadership and worker participation. The activities of the Dutch Focal point are carried out by TNO and are subsidised by the Ministry of Social Affairs and Employment. Healthy Workplaces
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Amste
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KWs in
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Gouda Vuurvast
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port en EVO
bAM C
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KUBO Productie
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Ned. Ver. Aannemers
Funderingsw
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J J
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