Www.chhwoodproducts.com.au Caboolture Saw Mill Welcomes the Australian Sugar Milling Council and WorkCover Queensland

www.chhwoodproducts.com.au

Caboolture Saw Mill

Welcomes theAustralian Sugar Milling

Counciland

WorkCover Queensland


Carter Holt Harvey

• Woodproducts Australia• CEO Woodproducts Australia & New

Zealand• Director of Operations Australia &

New Zealand• 2 Business Unit streams• General Manager EHSR Corporate• Operational EHSR


Fatality Prevention Program

• NZ driven FPP rollout in 2011 / 2012• Critical Standards focus area• Audit Teams• Capital Expenditure• Current state


Upon Reflection

• High level audit

• Area of weakness

• Corporate and Business Unit SWOT

• Corporate Safety Improvement Plan


Management Review

• Safety Road Show

• WPAU Senior Leadership Team involvement

• Specific areas of focus


Safety Leadership

Vision: SAFELY HOME EVERY DAY

Value Statement: A culture where safety is part of everything we do

Guiding Principles:1. LEAD – Lead with passion and integrity2. CAPABILITY – Build safety knowledge and

capability3. RISK – Manage risks in our business4. SYSTEMATIC – Use consistent procedures and

systems5. MEASURES – Use the right measure to drive

improvement


Safety Standards

Policy

Management Systems

Hazards and Risks

Level 1

Level 2

Level 3

Officers

StandardsSteering

Group


Performance Measures

• Standard industry-wide measures

• Focus on lead indicators not lag indicators

• Serious Injuries


Lead Indicator Scorecard

Risk Management

Health & Safety System All Actions

Incident Investigation

Near Miss Reporting

% of sites that have conducted Risk Profile review within 12 Months

% of sites that have had an independent HSMS audit within 18 Months

DIVISION (RL 1) P lan vs Actual completion YTD

(RL 2) P lan vs Actual completion YTD

SITE (RL 3, 4 & 5) P lan vs Actual completion YTD

Plan vs Actual completion YTD

Investigations completed for reportable events 30 days or older MAT

Events with no harm : Events with MINOR or above harm 30 Days

DIVISION >= 90% >= 90% >= 90% >= 90% >= 90% >= 90% >= 90% >= 7 : 1

Risk Manager RL1 75% ~ 90% 75% ~ 90% 75% ~ 90% 75% ~ 90% 75% ~ 90% 75% ~ 90% 75% ~ 90% 5 : 1 ~ 7 : 1

<= 75% <= 75% <= 75% <= 75% <= 75% <= 75% <= 75% <= 5 : 1

CARTERS 100% 100% 95% 100% 99% 100% 89% 6:1

CORPORATE 100% 100% 79% 82% 93% 0:1

WP (AU) 90% 95% 76% 86% 92% 92% 88% 20:1

WP (NZ) 86% 86% 79% 87% 95% 97% 88% 14:1

Carter Holt Harvey (BSG) 92% 95% 80% 88% 95% 96% 88% 11:1

Health & Safety scorecard (BSG) - Summary

Lead Indicators

EHSR Improvement Plan

Month: October 2015


Near Miss Ratio Scorecard

All Events (Last 30 Days)

Events with Actual consequences INSIGNIFICANT or none (Last 30 Days)

Events with Actual consequences MINOR or above (Last 30 Days)

ALL EVENTS (Events with no harm : Events with MINOR or above harm) 30 Days

REPORTING LINE >= 7 : 1

RL1 RL2 RL3 5 : 1 ~ 7 : 1

<= 5 : 1

WP (AU) LVL (AU) Nangwarry 12 12 0 12:1

Panels (AU) Gympie PB 19 18 1 18:1

Mt Gambier PB 45 43 2 22:1

Oberon FL 15 15 0 15:1

Tumut PB 29 29 0 29:1

PLY (AU) Myrtleford 22 20 2 10:1

Sawmills (AU) Caboolture 56 55 1 55:1

Morwell 29 29 0 29:1

Mt Gambier Sawmill 60 50 10 5:1

Oberon HPP 34 31 3 10:1

Tumut/Gilmore 34 33 1 33:1

Yarram 9 9 0 9:1

WP (AU) 364 344 20 17:1

Near Miss Reporting (BSG Internal) - Last 30 Days (10 Oct 2015 - 08 Nov 2015)


Visual Display


Standard Operating Procedures

• Simplification of site-based SOPs• Standard template• Rollout of training• Resourcing the implementation• Risk assessment• Sharing of knowledge across

business


Hazard Identification Process

• Risk Manager - Events• 4 event Categories• Behavioural focus• Reporting is encouraged at all levels• Event/Hazard report books


Manual Handling (Aging workforce)

• Manual handling & physical ergonomics

• Musculoskeletal disorders (MSD) account for approximately 57.9% of injuries in CHH

• Occupational Therapists versus Exercise Physiologists

• 46-50 year old – same as SWA statistics

• Biggest future challenge


Injury Statistical Comaprison

Carter Holt HarveyJuly 2010 – June 2015

Safe Work Australia2010 / 2011


Housekeeping

• Fire and explosion risk• Constant battle• Monthly housekeeping audits• Senior Management visits• Old plant – maintenance strategy


Eyes

• Surprisingly – non issue

• Correct PPE for the task

• Big focus of our SBO program


Safety Culture Survey Judgement criteria: Work Group: Wood Products Australia

Assessed by: Tim Slade, Peter Harris, Joe Arnone, Wayne Lather

Current status of safety culture elements Assessment date: 9/11/2015

DYNAMIC Comments

Management systems

7 5 3 1 -1

Audits in Victoria and NZ confirm CHH systems are compliant to ASNZS 4801. Safety is integrated into some business processes.

Improvement planning &

prioritisation

7 5 3 1 -1

NAT auditor assesses CHH planning processes as industry best practice, although there is still scope for greater workforce participation in the planning process.

Housekeeping

7 5 3 1 -1

All sites are mindful of housekeeping expectations via roadshow and other visits - standards have improved significantly in last 2 years.

Worksites & equipment

7 5 3 1 -1

Employees are consulted during most changes to processes and are usually involved in monitoring and improvement activities.

Communication

5 3 1 -1 -3

There is good 2 way communication with employees following incidents however comms re risks tend to be management led.

Safety committees

5 3 1 -1 -3

Some site committees have matured but many are still in a passive, bureaucratic mode.

Overall employee perceptions

8 6 4 2 0

The assessment team reports a significant improvement in employee safety perceptions since the last assessment in 2013

Trust

9 7 5 3 1

There are examples of high levels of trust and respect between employees and management on H&S matters but not across all sites.

Risk Awareness

9 7 5 3 1

High levels of hazard and near miss reporting are indicative of good employee risk awareness and their preparedness to question the adequacy of controls.

Family/ Community

5 3 1 -1 -3

Some team leaders are skilled at identifying and responding to employees with personal problems but the overall skill levels are still variable.

Expectations

7 5 3 1 -1

Expectations and enforcement is mostly clear with critical standards but can otherwise be variable.

Recognition & feedback

7 5 3 1 -1

Positive feedback is common at some sites via tool box talks and direct feedback but this is not yet the norm.

Accountability

6 4 2 0 -2

Consequences are well understood and employees are often consulted when standards and accountabilities are set, but this is largely driven by management, rather than through a collaborative approach.

Safety culture map

SYSTEMS

WORKPLACE

ENGAGEMENT

FAIRNESS/ JUSTICE

Not achieved

Partial achieved

Fully and consistently achieved Fully and consistently achieved

COOPERATIVEINVOLVEMENTCOMPLIANCEREACTIVE

There is "top dow n" information following incidents or regulator directives.

There is 2-w ay communication on H&S risks and incidents.

There is effective communication w ith employees in the development and implementation of plans.

There is frequent formal and informal communication betw een all levels and teams w ithin the organisation.

There is “top dow n” information on rules and procedures.

Committees focus on employee complaints and review of injuries that have occurred.

There is active participation in committees from all w orkgroups and all levels of management.

Committees seek feedback from employees on improvement initiatives.

Committees routinely evaluate their effectiveness.

Committees continually review and upgrade skills and know ledge.

Committees take a key role in overseeing

Committees measure their performance against a range of KPIs (positive, negative, lead and lag).

Committees seek know ledge from a range of parties including employees, management, suppliers and other third parties.

Committees focus on compliance w ith site safety rules.

Safety is seen as an issue w hen something goes w rong.

Safety is seen as being about compliance w ith rules w hich employees have been consulted on prior to implementation.

Most employees w ork cooperatively withmanagement on safety matters.

Continuous improvement in safety is seen as a personal priority shared by all.

Safety is seen as being about compliance w ith rules set by management.

Employees generally abide by rules and procedures when they are being monitored.

Employees feel able to speak up on H&S matters.

Management and employees cooperate in good faith on H&S matters.

High levels of trust and respect are evident betw een employees and management on H&S matters.

Employees generally abide by rules and procedures.

Risk aw areness comes from incidents and injuries.

Risk aw areness comes from assessing changed equipment or processes.

Risk aw areness comes from assessing proposed changes to equipment or processes.

Risk aw areness comes from employees continually challenging the adequacy of current risk controls.

Risk aw areness comes from rules enforcement.

Management intervene w hen employee's personal problems impacts on their w ork performance .

Team leaders know their employees w ell enough to identify early signs of personal or family problems.

Team leaders intervene and provide support to employees.

Employees are involved in the development and communication of employee assistance programs.

Team leaders actively promote employee assistance programs.

Employees trust their team leaders enough to openly discuss any personal or family issues.

Management assist employees w hen their personal of family issues are reported.

Expectations are communicated after an injury has occurred.

Expectations are set in consultation w ith employees.

Expectations are clear and are aligned to common goals and objectives.

Expectations for all roles w ithin the organisation are transparent, agreed and understood by all employees.

Expectations are clear and are enforced by management.

Employees receive feedback following an injury.

Negative feedback is immediate, specif ic and targeted to “at risk” behaviours.

Positive feedback is given for achieving safety performance targets.

Feedback is mostly positive and targeted tow ards reinforcement of safe behaviours.

Management and supervisors seek feedback from employees on how to improve their ow n performance

Positive feedback exceeds negative feedback by a ratio exceeding 5:1.

Negative feedback follow s breaches of rules or missed performance targets.

People w ho break established rules are held accountable.

Employees are consulted in setting personal accountabilities.

Consequences are clearly stated and understood.

Employees w ork with management in setting personal accountabilities and consequences.

Accountabilities are clear and endorsed by w ork groups.

Work groups support any remedial actions taken.

People w ho break established rules are likely to be held accountable.

Management take action w hen Management give people a fair hearing Management w ork with employees to Management and employees w ork together Management take action w hen

Safety management systems are developed follow ing incidents or regulator directives.

Management systems cover H&S risk management processes.

Some areas may have external compliance such as ACC PP/NAT.

Safety is integrated into most business processes.

Systems are compliant to a recognised benchmark such as AS/NZS 4801 or NAT.

Safety is integrated into all business processes.

Systems continually review ed to ensure best practice.

Systems cover rules for what not to do and the associated penalties for breaking them.

Priorities are set by regulator requirements (e.g. notices, non-conformances and mandated actions.

Sites are consulted in the development of collective improvement plans.

Site and central team w ork together on local and collective improvement plans.

Work groups develop local improvement plans w hich feed central improvement strategies.

Plans extend beyond w ork related risks.

Improvement plans are set at senior level and become directives for sites.

Improvements are made follow ing incidents or at the direction of regulatory authorities.

Employees are consulted as w orksites and equipment are checked for improvements.

Employees w ork together with management to closely monitor and improve w orksites and equipment.

Continual monitoring and review involves employees, business partners and specialist advisors.

Worksites and equipment are checked against standards and regulations.

Tools and equipment have designated storage locations.(2. Store)

The sources of mess are identif ied and corrective actions implement ed .(3. Shine)

Housekeeping standards are developed and accountabilities allocated.(4. Standardise)

Housekeeping program is routinely audited.(5. Sustain)

Unnecessary items are identif ied and removed from the w orkplace regularly.(1. Sort)


Incident Management System

• Daily recording in system• Immediate notification – severity• Challenging the report status –

National alignment• Escalated as required• ICAM for actual or potential


Injury Management

• Early intervention• NWR injuries managed• Overall Reporting Overall Costs • Suitable duties plans developed in

consultation with medical providers and injured employee


Take 5

• Recognise the hazard

• Assess the risks

• Develop control measures

• Act safely

• Record and report


Consultation

• OHS Committee• ECC Committee• SOP writing/consultation• Risk Assessments• SOP approval


Pre-employment Testing

• National service provider• Functional testing• Regional areas• Labour hire


Hot Work

• Biggest issue in the business• Strict guidelines• Permit system• Prohibition zones• Smoking huts


Working at Heights/Confined Spaces

• CHH Standard• Follow Australian Standards and

Legislative requirements• Permit system• Ladder guards / locked portable

ladders• Identified and numbered


Automation

• Potential to contribute to injuries• Cold entry into process• Fully guarded• Zone isolation


Tools & Equipment

• Grinders– Double eye protection– Must have handle attached– Hot work – permit system

• 9” grinders are banned– Including contractors


Questions

Site Tour

Documents

Www.chhwoodproducts.com.au Caboolture Saw Mill Welcomes the Australian Sugar Milling Council and WorkCover Queensland