Accident-Free Steel English

Accident - Free Steel
Committee on Human Resources Working

Group on Improving Steel Plant Safety
I N T E R N AT I O N A L
I RON AND
S TEEL
I NSTITUTE
Committee on Human Resources Working
Group on Improving Steel Plant Safety
I N T E R N AT I O N A L
I RON AND
S TEEL
I NSTITUTE
Accident-Free Steel
Foreword 02
Preface 03
Executive Summary 04
1 An Introduction to the Issues 08

Chapter
The Iceberg of Incidents 09

The Maturity Curve 10
2 The Safety Challenge 11

Chapter
A| Where We are Today 11

B | The Challenge for the Future 12
C | Goals for the Future 14
3 Fundamental Principles and New Initiatives 16

Chapter
A| Cultural Change 16
1| General 16
2| Policy Statements 17
B| Organisational Arrangements 20
1| Role of Management 20
2| Role of Employees 24
3| Role of Safety Organisation 24
4| Role of Trade Unions and
Employee Representatives 28
C| Motivation and Behaviour 29
1| Introduction 29
International Iron and Steel Institute Accident-Free Steel

2| A Behavioural Model for Safety 30
i) Activators: 30
General 30
Corporate Expectations 30
Personal Activators and Employees’ Needs 32
ii) Behaviour 33
iii) Consequences 33
General 33
Consequence Intervention 34
iv) Concluding Comments 35
3| Key Factors to Manage the Change 36
i) Strategy 36
ii) Communication 37
iii) Participation 38
iv) Competence 38
v) Ownership (co-responsibility) 38
4| Practical Tools and Techniques 38
4 Statistics 39
Chapter
A| Introduction 39
B| Accident/Injury Statistics – Major Performance Indicators 39
C| Working Group Survey 40
D| Other Performance Indicators for Safety 43
E| IISI Initiatives 45
5 Special Topics 46
Chapter
A| Safety Training and Competence 46

B| Audits 49
C| General Procedures 54
D| Contractors 57
E| New Investment 60
F| Health-Related Issues 61
Annex A: Pitfalls and Remedies 68
Annex B: Practical Tools and Techniques 72
Annex C: Introduction to Management of Health and Safety 101
Annex D: Membership of the Working Group 102
1 International Iron and Steel Institute Accident-Free Steel

Foreword
Accident-Free Steel
To aim for an accident-free working environment is everyone’s responsibility. Many steel companies
have found it is possible to reduce dramatically the number of accidents at work by giving safety
the necessary priority. The progress achieved has shown that a safe way of working is a quality
and efficient way of working.
Much can be done to improve the situation further. The safety performance of our industry still
varies significantly between different businesses and between different departments in the same
business. The best show what can be achieved.
This report is the result of an exchange of ideas and experience between safety specialists and line
managers from IISI member companies around the world. It was commissioned by the IISI Board
of Directors and undertaken by the IISI Committee on Human Resources. It is essential reading
for all steel industry managers who wish to take up the challenge of making the steel industry an
accident-free working environment.
A presentation of the report was made to the IISI Board of Directors at its meeting in Taipei in
October 1998. The Board of Directors comprises the Chief Executive Officers of the leading sixty
steel enterprises around the world. The Board approved the findings of the report and committed
IISI to help its members achieve an accident-free working environment. First, the publication
of this report should be given wide circulation amongst managers in the steel industry. Secondly,
a series of regional seminars will be held to enable managers to share new ideas on improving
safety. Thirdly, IISI will collect statistics from its member companies to record progress on
reducing accident rates.
Thomas J. Usher, Chairman IISI

Chairman and Chief Executive Officer, USX Corporation
Francis Mer, Président, Directeur Général, Usinor

(1998 Chairman IISI)
Staffan Mejer, Chairman IISI Committee on Human Resources

Vice President, Human Resources, SSAB Tunnplåt

Preface
I was pleased to be invited by IISI to chair its special Working Group set up to share experience
amongst steel industry managers on how to further safety. The commitment and enthusiasm from
members of the Working Group made it a very rewarding experience. Their names are listed at the
end of the report and I wish to thank them for all the hard work that went into its preparation.
I hope that readers of the report find it of real value in identifying ways in which they can change
the culture and behaviour of everyone working in a modern steel plant.
Jean-Marie Paul-Dauphin
General Manager, Health, Safety & Environment
Usinor

Executive Summary
This report was prepared by a special Working Group set up by the IISI Committee on
Human Resources at the request of the IISI Board of Directors. The report contains advice
and recommendations on how to improve steel plant safety based on the experience of senior
line managers and safety specialists from IISI member companies around the world. It is
addressed to senior management, plant managers, safety managers and other specialist staff
in steel companies. The report’s general remarks are supported by individual cases and examples.
Three components are essential to progress in steel plant safety:
1| The condition of the work place environment.
2| The training and competence of employees.
3| The motivation and behaviour of employees.
The first two components have been discussed in previous reports on safety and,
therefore, this report focuses on the potential of the third element.
The principal recommendations that appear in the report relate to the elements which
are judged essential by all the members of the Working Group:
1| Substantial commitment and leadership of safety by management - with both hearts

and minds.
2| A change in the attitude and behaviour of individuals and working groups with respect
to safety in all aspects of our companies.
3| The elimination of a two-tier approach to safety.
For the first element, this requires:
• A strong and visible commitment from the very top of the company and
communicated to and shared by all levels of management.
• The setting of examples and the raising of standards by managers who must
do themselves what they tell others to do.

• A communication plan and a participatory way of working, which will obtain the
commitment to safe working from the maximum number of persons and will
confirm that this commitment is real.
• The recognition of best practice in safety and the exchange of these ideas, both within
and between companies.
• An organisational structure appropriate to the problems to be solved, well defined by
management and well understood by everyone in the company.
• The setting of ambitious goals for the improvement of safety and the measurement of
progress by the collection of appropriate statistics.
The organisation should spell out every person’s role, particularly that of the specialist and of
the employee representative; but this in no way should be seen as a delegation by management
of its prime responsibility for safety.
For the second element, attention should be focused on those factors which influence
safety behaviour:
• The mechanisms having an influence on behaviour, the triggers that management

should develop and the consequences that should be understood by all participants.
Management’s role is to assure the adoption of those factors that can become the base
of further progress.
• The recognition that career development depends on an individual’s safety performance.
• Putting into practice methods of management which demonstrate that attitude and
behaviour to safety is an essential part of the professionalism of everyone: through
training programmes, individual interviews, career development etc.
• The acceptance by everyone of his/her responsibility for their own safety and the
safety of others. We do not work alone but belong to a team.
The third element requires that external contractors working on steel sites should attain the same
level of safety as our own employees and use the same methods to achieve this.
1 An Introduction to the Issues

Chapter
The difference between an incident which leads to a fatality and one which leads to a near miss,
is a matter of luck. For every serious injury, there are many times the number of minor accidents
and hundreds of potentially unsafe acts. To eliminate fatalities and serious injuries requires the
elimination of all incidents and unsafe acts.
The three components of the management of safety are complementary and additive, but whilst
the condition of the work place environment and the improvement of competence may be
changed relatively fast, the change of individual behaviour is a much longer-term process.

2 The Safety Challenge
Chapter
Steel companies have significantly improved their safety performance over the last 10 years, but
many have reached a plateau where further progress is more difficult to achieve. To proceed from
the plateau, it is necessary to go beyond our traditional methods of approach and to challenge the
implicit acceptance that we operate in a potentially dangerous industry where some accidents are
inevitable. The new thinking states clearly that all accidents are avoidable and “Accident-Free” Steel
is a practical goal for the future.
3 Fundamental Principles and New Initiatives

Chapter
Establishing and developing a safety culture within an organisation and managing safety from a
behavioural perspective is the most powerful approach to the management of safety. The main
elements in creating a safety culture are described including policy statements, the central role of
management and the role of employees, trade unions and employee representation. Alternative
types of safety organisations are discussed.
A behavioural model for safety is set out outlining the relationships between activators, including
corporate expectations and personal needs, behaviour, and consequences. The report discusses the
influencing of individual behaviour through negative enforcement and positive reinforcement. It
outlines the key factors to manage change including training, communication and participation.
4 Statistics
Chapter
Statistics are used by the industry to measure many aspects of performance, and safety should be
no exception. Measuring safety performance however is far from simple and made more complex
because most measures are of negative occurrences - things you do not want to happen. The
report outlines the results of a survey on the use of statistics by members of the Working Group.
Differences in definitions make international comparisons difficult. The main benefit of statistics
is to monitor progress over time in an individual works or department. However, the collection
of statistics by IISI from members of fatalities and lost-time injury frequency rates based on
common definitions is recommended.
5 Special Topics
Chapter
Whilst it is not possible to cover all aspects of safety in detail, the report discusses a number
of important issues that need to be addressed. The topics include; training, audits, general
procedures, contractors, new investment and health issues.
Safety training has always been an important part of safety in general, but the increasing emphasis
on motivation and behavioural safety training to ensure competence in these areas, frequently
requires further attention.

An audit is a structured evaluation of the application and efficiency of the safety policy, programmes,
and systems of a company. It is also a control of compliance with either national law or company
standards. Audits are widely used instruments and an important tool to improve safety.
The general procedures described include risk assessment, safe working procedures and incident
investigation and reporting. The importance of establishing a culture where people can express their
ideas without fear of recrimination and communicating the findings is stressed if the results of
accident investigations are to have real value.
The widespread use of contractors in steel plants mandates a clear policy for handling contractor
safety. The report recommends the integration of contractors into all safety programmes including
the collection and monitoring of accident statistics.
Investment in a new plant is the best chance to incorporate safe working into the design.
Retrofitting of safety is expensive.
Although the report focuses on accidents, a section discusses health issues including the growing
problem in some countries of drug and alcohol abuse.
Annexes
A short readable annex outlines 17 pitfalls and remedies for managers seeking to implement
cultural change. A second longer annex contains many ideas on practical tools and techniques,
which members of the working group have used to improve safety. They cover systems and
management procedures, ways to influence behaviour, training and rewards. A third annex gives
a short introduction to other aspects of health safety management. The fourth annex details
membership of the Working Group.
Concluding Remarks
There are still many senior managers in our industry who, while they have an honest wish to
reduce the number of accidents and injuries, still believe that it is inevitable that there will always
be accidents in steel - that it is a fact of life.
The members of the Working Group, made up of both line managers and senior safety managers
do not share this view. There is no inherent reason why a steelworks should not have a zero
accident performance. They believe it is essential for further progress that we all commit to the
vision that all accidents in our industry can be avoided and that is why their report is entitled
“Accident-Free Steel”.

1 An Introduction to the Issues
Chapter
The members of the Working Group, brought together to share experiences and ideas on
improving steel plant safety, came from IISI member companies in North America, South America,
Western Europe, Africa, Asia and Australia. The Group included both senior managers responsible
for the safety specialists in their company and line managers responsible for whole businesses,
steelworks or major production departments within steelworks. The companies included both
the operators of integrated sites and the operators of electric arc-based facilities.
Despite this rich diversity of businesses and cultures, the group reached strong consensus on the
important issues to drive improvements in safety performance. Their common experience shows
that “safety performance” within a site or work group will respond to
senior management leadership and commitment. Those with success in
‘Culture’ – the way improving safety, place increasing emphasis upon the need to influence
things are done in behaviour and the “culture” of the site in order to sustain the
the organisation improvement process and, particularly, to release the energy of the
workforce to identify safe and unsafe behaviours. The “culture” of a
business, site or work group is a description of “the way things are
done” in that place. Culture, in terms of the way we think (attitude) and in terms of the way
we act (behaviour) are influenced by the organisation, education, social, family and humanitarian
expectations, impacts and values.
The Working Group has found that although we measure safety in very different ways around
the world depending on differences in national cultures and social arrangements, the key
determinants of the safety culture of a steel company are very similar. Therefore, the Working
Group is confident that the ideas contained in this report will be of real value to steel plant
managers all around the world as they seek ways to improve their own safety performance.
In reaching their consensus, the Working Group started from a shared experience on the nature
of accidents and the state of development of safety management in steel. These are simply
expressed by the concepts of (a) the iceberg of incidents (Fig. 1) and (b) the maturity curve
(Fig 3.), and (c) the integration of safety into all aspects of management (Fig. 4).

The Iceberg of Incidents
The motivation to take a fresh look at safety performance in some companies has arisen from the
shock of a fatality. In others, the benchmarking of performance with other industries or steelworks
has revealed lags in their own performance. In a third set, the realisation that the downward trend
in accidents had stagnated, has prompted fresh initiatives. Whatever the motives, the iceberg of
incidents drives the initiatives towards the same goal - the elimination of all accidents through
the elimination of all unsafe actions.
The outcome of an incident may be a fatal accident or a near miss - the difference is frequently
a matter of luck. For every serious injury there are ten-times the number of minor accidents and
hundreds of potentially unsafe actions as illustrated in Figure 1. ‘The Iceberg of Incidents’.
The approach to the target of zero incidents is illustrated in Figure 2.
OUR OVERALL GOAL
Fatalities
A
will result in ‘zero injury
workplace
Serious accidents
‘zero’ fatalities leads to
Lost time injuries leads to ‘zero’ lost time

injuries
all lead to
Minor injuries ‘zero’ medical treatment injuries
‘zero’ incidents (safety/environment)

Incidents
‘zero’ unsafe acts
Unsafe actions 100% achieved audits/follow up
Figure 1 The iceberg of incidents Figure 2 The target of ‘zero’ incidents
The Maturity Curve

The experience of members of the Working Group is that improvement in steel plant safety is
a medium- to long-term aspiration and best seen as part of a development process, which has a
number of identified components. The components, when added together, allow access to
further improvement and a very real change in culture.
The three components are:

1| The state of the workplace environment e.g. means of access, physical plant safety, housekeeping,
safe place of work.
2| The competence and training of those involved including the ability to understand, apply and
respond to safe systems of work.
3| The development of motivational and behavioural influences including the use of more direct
strategies to identify unsafe behaviour and attitudes and to motivate employees.

The process is continuous and long-term, requiring repeated evaluation of the status of safety on
the site and judgement as to whether the site is ready to tackle initiatives and challenges that are
intended to reinforce and make changes in culture.
Measures, which assist the evaluation of improving performance, are reactive (after the event) and
proactive (before the event). Reactive measures include the number and frequency of accidents and
incidents, the results of inspections and the number of enforcement actions etc. Proactive measures
include numbers of employees trained, of safe behaviour observed, of near misses recollected and
of risk assessments undertaken etc.
As the management of safety matures, the number of proactive measures will increase and,
because of progress, allow less reliance upon reactive measures, which are essentially measures
of the failure rate.
The development stages (the maturity curve) are illustrated in the graph (Figure 3.). The curve
shows progress over time, resulting from the cumulative effect of the three elements. Whilst
it is true that many steel managers address workplace environment issues before training and
behaviour, the Working Group stresses that it is not necessary to do this. All three elements are
complementary and additive and should be applied, measured and reviewed simultaneously.
The difference is that while failings in the workplace environment may be corrected quickly,
the change of individual behaviour is a much longer-term process.
Improvement
in safety
Motivation and behaviour
Competencies and training
Workplace environment
Time
Figure 3 The maturity curve

2 The Safety Challenge
Chapter
A| Where we are Today

Anyone who has ever worked in the steel industry recognises the potential dangers inherent in the
industry’s working environment and to which its employees may be exposed, unless suitable and
stringent precautions are observed.
As a result many companies have developed, over the years, occupational health and safety
programmes that concentrated in particular on: a) the problems peculiar to the steel industry
b) the steelmaking processes; and c) the nature of the materials being processed e.g.:
• Molten metal and slag and coke at high temperatures.

• Toxic and corrosive substances and gases.
• Flammable and explosive substances and gases.
• Heavy machinery.
• Work carried out at heights or in confined spaces.
• Extensive road and rail transport systems.
• Noise etc.
From these were developed safety programmes that dealt systematically with:
• Identification of potential hazards including

potential new risks from new technology.
The safety performance
• Assessment of risk.
of many individual
• Establishment of physical protection.
• Development of safe systems of work. companies and
• Development of audit procedures. indeed the industry
• Provision of personal protective equipment. as a whole has
• Investigation procedures. improved dramatically
• Standards for new plant and process modification. over the past
• Fire fighting programmes.
twenty years
• Provision of fire fighting equipment etc.
• Training of employees.
In addition, health programmes were developed concerned with the health aspects of employment
in the steel industry. This Group has not considered occupational health issues in detail as they
were outside the Terms of Reference. Nevertheless many of the issues involved are closely
interwoven with safety and the same sort of approach being proposed by this report may be used.
For general details and guidance on occupational health and safety programmes as indicated above,
reference should be made to the IISI document “Guidelines on the Management of Occupational

Health and Safety in the Steel Industry”, by the Committee on Human Resources Working
Group on Occupational Environment.
It is clear from the above brief summary that the industry is already and has for many years
been taking a positive approach to improving safety performance in its plants. It is true to
state that that during the past ten to twenty years there has been:
• A greater understanding by all employees of safety problems.

• An increasing effort by all to improve safety performance.
• A greater priority to safety than was the case in the past.
These facts reflect and take account of the higher expectation of society as a whole to the
problem of safety at work.
This approach should be seen against the background of the changes

It is now becoming taking place in the industry during the period under discussion.
apparent that for The industry is far from static and the advances in technology
many progressive and communication systems, the changes in processes, the
development of new employment patterns and the increasingly
steel companies their
stringent legal background have all had to be absorbed by the
safety performance
industry’s approach to safety.
has tended to reach
a plateau All the factors referred to above are reflected in the safety performance
of many individual companies and indeed the industry as a whole,
which has improved dramatically over the past twenty years.
(See figures at end of chapter). It is now becoming apparent that for many progressive steel
companies their safety performance has tended to reach a plateau.
The traditional approach outlined briefly above, whilst still an integral part of the industry’s
efforts, has not by itself proceeded beyond the plateau that has been achieved.
B| The Challenge for the Future
The challenge to go beyond this plateau has already been accepted by some companies that,
as a result, are achieving standards once felt to be totally unrealistic for the industry even to strive
for. This now requires a fundamental rethinking of the goals to be targeted when considering
safety performance. Past thinking concentrated largely on improving performance with an implicit
acceptance within the industry, by both management and employees, that we operated in a
potentially dangerous industry where some accidents were inevitable. The new thinking challenges
this attitude. It believes that accidents are not an inevitable part of employment in the steel
industry and that “Accident-Free Steel” is a practicable goal for the future. However, in making
this statement it is fully recognised that this must be considered as a long-term objective.
It would be totally unrealistic to expect widespread achievement of this objective in the short- or
medium-term, but some plants have already set this as their goal. Examples exist, within a

department or by an individual works, where this goal has already been achieved. The important
initial issue is for companies and employees to adopt where necessary, a philosophical change in
their thinking to accept this goal as a practicable long-term objective. In many cases but not all,
this may require a fundamental change of culture in the organisation.
This report therefore represents a considered view arrived at as a result of discussions between steel
industry representatives from both line and functional management. It brings together individual
new initiatives being successfully developed and applied to achieve this overall objective.
It recognises that different companies are at different stages, both in their approach to safety
and in the development and refinement of their approach. Therefore, some parts of the report
may be more relevant than others to individual companies.
Whilst not neglecting the problems specific to the steel industry, it suggests that all companies
would benefit from increased consideration of a) cultural, b) organisational and c) behavioural
and motivational aspects. It is all, however, based on measures put into practice within the
industry to achieve standards of safety performance that the industry is seeking to attain and
levels of achievement once considered unattainable.
Drawing from this experience it is clear that progress towards it will be achieved only if the
programme to achieve it is set within an organisation which recognises:
• The essential role of senior management. There is a need for the total and unequivocal
commitment to safety as an overriding objective by the Board of Management strongly
demonstrated by the personal involvement of the Chief Executive and other senior
members of the management team. Experience indicates that unless this is forthcoming
then any other initiatives undertaken will have only limited success. Senior management
must be seen to provide leadership, to be involved, to be interested, and not to allow
other objectives to be achieved at the expense of safety.
• The importance of line managers and superiors. There is a unique contribution to be

made by line managers and supervisors. They are directly involved in operations and the
practicable application and enforcement of company
policies and attitude is a particular responsibility
for them. Accidents are not an
inevitable part of
• The need for the active support of all employees. employment –
In spite of the stated key role of senior management,
safety goals cannot be achieved merely by imposition Accident-Free Steel
from above. All employees have a positive contribution is a practicable goal
to make to enable progress to be made to achieve the
improvements in safety performance that are sought.
Indeed many of the ideas presented in this report are aimed at ensuring maximum
contribution by all to these objectives. In this respect, it is vitally important that all
employees believe that theirs’ is a key role appreciated by management and not
reluctantly conceded by them.

• The role of professional safety management. Any remaining ideas that safety is principally
the responsibility of professional safety management should be dispelled. They are
however a key source of professional advice and, as such, have a vital role to play as part
of the integrated approach to safety. Organisational arrangements should reflect this.
• The importance of integrating safety into all aspects of the business

as part of the ‘Total Quality’ approach. Safety standards and safety
The importance of objectives are an essential part of ensuring business efficiency in
integrating safety the same way as other technical standards and business objectives.
into all aspects of the In addition, the efforts by companies to follow the new initiatives
suggested by this report frequently have an influence on company
business as part of the
efficiency far wider than improved safety in isolation. The changing
‘Total Quality’ approach
perception of safety in steel over the last twenty years is illustrated in
Figure 4. The report also addresses a number of specific issues that
are particularly relevant to the industry now.
C | Goals for the Future
Members of the Working Group believe that the ultimate goal of any safety programme should
be to eliminate all accidents. No unplanned or uncontrolled activity with the potential to cause
injury should happen. An accident-free working environment may be an idealistic goal, but is
certainly achievable. The following ten principles are a valuable guide:
1| All injuries and occupational diseases can be prevented.
2| Management is directly responsible for preventing injuries and illness, with each level accountable
to the one above and responsible for the level below. The Chairman undertakes the role of Chief
Safety Officer.
3| Each employee should assume responsibility for working safely. Professionalism in safety
is as important as professionalism in production, quality and cost control.
4| Training is an essential element for safe workplaces. Total safety awareness does not come naturally
- management should teach, motivate and sustain employee safety knowledge to eliminate injuries.
5| Safety audits should be conducted. Management should audit performance in the workplace.
6| All deficiencies should be corrected promptly through modifying facilities, changing procedures,
and better employee training or disciplining constructively and consistently. Follow-up audits
should be used to verify effectiveness.
7| It is essential to investigate all unsafe practices and incidents with injury potential, as well as injuries.

8| Safety off the job can be an important influence on job safety.
9| It is good business to prevent illnesses and injuries. They involve significant costs - direct and
indirect. The highest cost is human suffering.
10| People are the most critical element in the success of a safety programme. Management
responsibility should be complemented by employees’ suggestions and their active involvement.
1. Production 1. Safety (a prority) Safety
2. Costs 2. Production Integrated into all issues
3. Quality 3. Quality Costs
Safety issues following 4. Customers Quality

an accident
Reliability
(Corrective) Customers
Day before yesterday Yesterday Today
Figure 4 Changing perceptions of safety
New Management
New drive to improve safety performance
’76 ’77 ’78 ’79 ’80 ’81 ’82 ’83 ’84 ’85 ’86 ’87 ’88 ’89 ’90 ’91 ’92 ’93 ’94 ’95 ’96 ’97
Figure 5 Lost-time accident frequency rate

Change recorded over the past 20 years by an IISI member company
80
Senior Management gave priority to safety
70
60
LT I F R
50
40
30
20
10
85/86 86/87 87/88 88/89 89/90 90/91 91/92 92/93 93/94 94/95 95/96 96/97 97/98
Figure 6 Lost-time accident frequency rate

Change recorded over the past 12 years at an integrated steelmaker

3 Fundamental Principles
and New Initiatives
Chapter
A | Cultural Change
1| General
An organisational culture develops over many years and is normally well ingrained amongst the
top managers in the organisation. It is therefore extremely difficult to change. The organisational
culture in general, and the existence or non-existence of a safety culture within the organisation
in particular has, not surprisingly, a profound effect on the behaviour of people within the
organisation. The statement “this is the way we do things around here” should reflect an
uncompromising commitment from the organisation to work safely.
The statement “this Establishing and developing a safety culture within an organisation
and managing safety from a behavioural perspective, is the most
is the way we do
powerful approach to the management of safety.
things around here”
should reflect an In almost all organisations with a very good safety record, two
uncompromising important principles involved in the establishment of a safety culture
commitment from have been identified. Firstly, the organisation should clearly define the
the organisation to role, responsibility and accountability of directors, senior managers,
work safely middle managers, and employees generally, for safety, and secondly,
there should be a conviction that high standards are achievable through
proper management.
In creating and maintaining a safety culture in an organisation, the following are important:
• A genuine and visible commitment from the top.

• An acceptance that improving safety performance is a long-term goal
which requires sustained effort and interest.
• A policy statement of high expectation which conveys a sense of optimism.
• Employee ownership, involvement, training and communication.
• Good codes of practice and safety standards.
• The provision of adequate resources for safety.
• Safety is seen as a line management responsibility.
• Setting of challenging targets and measurement of performance against
those targets.
• The thorough investigation, documentation and dissemination of information
relating to all incidents or deviations, irrespective of whether injury or
damage occurred.

• Compliance with standards should be ensured through auditing.
• Good safety behaviour should be accepted as a condition of employment.
• All deficiencies should be remedied promptly.
• Managers at all levels should regularly assess performance.
• Factors that influence the behaviour of managers, supervisors and employees
should be properly managed.
Some of the ‘Pitfalls and Remedies’ associated with cultural change programmes are outlined in
Annex A. page 68 of this report.
2| Policy Statements
Policy statements will reflect the culture of the company. They should be relatively short, concise
documents strategically developed by the highest corporate or company authority. Statements
should be clearly written to ensure full understanding by all concerned, from the boardroom to
the shop floor, and supported by clearly defined organisational arrangements by which the policy
is implemented. They should be reviewed regularly to ensure they are up to date concerning
legal requirements and organisational changes.
Every policy statement together with supporting documents should cover all or most of the
following elements or principles:
• Management’s Commitment to provide a safe and healthy work environment that encompasses
techniques, methods, organisation, and facilitates improvement. Management is responsible
for ensuring that employees are provided with a working environment that is free of recognised
hazards. The responsibility includes the obligation to seek out and eliminate hazards: develop and
enforce safe work practices and educate employees in safe work methods. While all employees have
a responsibility to participate in the accident prevention effort, managers have a duty to assure that
no task is permitted to be undertaken unless it can be completed safely. A manager’s duty in this
regard cannot be delegated.
• Continuous Improvement by working together with long-term views of safety and health,
environment, economy, and social integration. Benchmarking activities, utilisation of sound
science, risk assessment and cost/benefit analysis to establish priorities and standards for continuous
and fundamental improvement of safety and health are recommended. These principles should be
included in all levels.
• Management Systems should incorporate innovative and progressive systems that lead to
minimal safety and health impacts. Examples include responsible safety programmes, emergency
preparedness, audit programmes, company and site steering committees and safety and health
stewardship.
• Education, Training and Communication help develop and promote mutual understanding
of safety and health issues for all stakeholders. Examples of these are employee involvement,
empowerment, safe job procedures, managerial development training, and other forms of
committees and training that relate performance characteristics and promote and elevate safety
knowledge and accountability.

• Research and Workplace technologies are fundamental to facilitate improvements. Innovation
and technical co-operation are vital, requiring sound engineering, design, operation and
maintenance of equipment to minimise safety and health impacts. Breakthroughs in these
areas can facilitate improvement in safety and health policies and procedures.
• Government Regulations must be recognised where applicable. Co-operation with government
in a responsible manner fosters safety benefit and cost effective legislation that is based on sound
technical evidence and true safety and health priorities meeting total community need.
Examples of Occupational Health and development of relevant occupational health

Safety Policies and safety policy, legislation and regulations.
• Support relevant occupational health and
Example 1 safety research.
Company X is committed to achieving the
highest performance in occupational health and
safety with the aim of creating and maintaining
a safe and healthy working environment Signed: Managing Director and Chief
throughout its businesses.Consistent with Executive Officer
this the company will:
Example 2
• Seek continuous improvement in its It is most important in the profitable
occupational health and safety performance business of Company Y that we have highly
B taking into account evolving community
expectations, management practices,
motivated, skilled and capable personnel as
well as good relations among the personnel.
scientific knowledge and technology. The safety of the personnel, good mental and
• Comply with all applicable laws, regulations physical health is an advantage both to the
and standards and where adequate laws do not Group and the whole working community.
exist, adopt and apply standards that reflect the To achieve and maintain this goal we must
company’s commitment to health and safety. continuously develop our work, working
• Involve employees and contractors in the methods, working environment, working
improvement of occupational health and climate, and measures to maintain our ability
safety performance. to work. Occupational safety and health are
• Train and hold individual employees a part of the total considered in all phases
accountable for their area of responsibility. of planning and implementing operations.
• Manage risk by implementing management Each unit will create a programme that
systems to identify, assess, monitor and control encourages actions to improve safety and
hazards and by reviewing performance. health. This programme should cover the needs
• Ensure that employees, contractors and visitors to develop the working conditions at the work
are informed of and understand their obligations place as well as the effects of factors related
in respect of this policy. to the working environment. Drawing up the
• Communicate openly with employees, programme and annual safety and health plan
government and the community on occupational in co-operating with the personnel helps the
health and safety issues; and contribute to the personnel to commit themselves to safety

activities and creates a positive attitude towards Example 3
joint goals. Occupational safety and health At Company Z there is nothing more important
are always an essential part of all operations. than the health and safety of our employees.
According to the law, the employer and his
representatives are responsible for operations We are committed to:
involving occupational safety and health.
Division Management is responsible for • Integrating health and safety practices into
endorsing and implementing safe working all aspects of our work and continuing to
practices in the divisions and their units. In incorporate these practices into product and
central administration and other units each process design, manufacturing and business
manager has responsibility within his own planning.
area of responsibility. • Providing innovative and preventive health
and safety programmes. We will continually
The main rule is that each person is responsible optimise the effectiveness and integrity of our
for occupational safety and health within his programmes through open communications,
own area of authority. Thus every member of comprehensive training and education, audits
the personnel is responsible for their own safety and workplace assessments.
as well as for the safety of other people in the • Developing understanding among those in
working community. The safety personnel’s duty leadership of their responsibilities and their
is to help line organisations in carrying out tasks accountability to provide a safe and healthful
related to occupational safety and health. workplace.
• Developing understanding among all
employees of their responsibility to work safely,
their accountability for individual performance
Approved: This policy has been accepted and the assignment of appropriate authority to
by the Board of Directors implement these responsibilities.
• Meeting or exceeding the requirements of
applicable legislation and regulations for
performance in health and safety matters and
demonstrate leadership within our industry.
Signed: President and Chief Executive Officer

B | Organisational Arrangements
Organisational arrangements to reflect the culture of the company are vital if safety performance
is to be improved. These will include
1| The Role of Management
Why should a Manager care about safety?
It has already been stated that management collectively and individually has the primary
responsibility for providing an effective management system that will ensure a safe and
healthy workplace. Traditionally this was generally accepted, but the motivation for it both
by companies and by individual managers has varied.
A number of negative and positive motivating factors or approaches can be identified in

determining the overall approach. All may have a part to play and in practice, a combination
of these factors is normally present rather than one factor in isolation.
The Moral Imperative

Employees should not suffer ill health or have accidents because of their work. Whilst there
is no doubt that it can be a complete motivating factor for certain individual managers, for an
organisation as a whole, other factors have an important influence on the amount of attention
given to safety.
The Legal Requirement

Essentially this approach has its focus on what the law requires and no more. Managers who
subscribe to this philosophy will fundamentally do only what is necessary to comply with the
law. Every initiative is judged on the basis of “do we have to do this?”. It implies an attitude of
mind of keeping the organisation out of trouble by the enforcement of strict rules and procedures.
While compliance with the law is proper and, mostly, a necessary prerequisite for a safe working
environment, much more has to be done to improve the safety performance of an organisation.
The legal approach in and of itself will not achieve the desired results and, at best, will tend to
lead to maintenance of the status quo. People at all levels have different perceptions of and
respect for the law. Moreover, an approach which is enforced from above (under penalty of legal
sanction) has little chance of succeeding in the modern world, at least to the extent required
for world-class performance.
The Financial or Cost-benefit Approach

Organisations that subscribe to this approach try to find a balance between, on the one hand, the
value of the resources necessary to obtain and maintain high standards of safety and, on the other
hand, the value of the benefits derived therefrom. While this may sound eminently reasonable and
economically sound, the problem with this approach is that it is ultimately confronted with the
unanswerable question of “What is the price of a human life?”

The so-called total loss control system (TLC) is an example of a cost-benefit approach. According
to TLC, all accidents and incidents represent loss to the organisation. All loss-producing events,
including damage without personal injury, are budgeted in monetary terms according to a standard
set of criteria. This cost is then written against a particular manager’s budget as a means of
motivating him to manage safety better in the future. The system has merit in that it continuously
focuses the manager’s attention on the management of safety, but it does little to induce shop-floor
employees to improve.
The maintenance of high safety standards requires adequate financial resources, but accidents and
damage to equipment also cost money. It is easy to calculate the costs of, for example, training or
machine guarding, but is not so easy to calculate the costs of an accident.
Also, the costs of an accident to the organisation are generally absorbed into operating costs, and
rarely take into account the costs to the victims and their families, especially those costs that
cannot readily be quantified in monetary terms.
The Human Factors Approach

Organisations that subscribe to the human factors approach focus on
Companies making the various factors in the workplace that influence compliance with
real progress in this safety procedures and practices. They take account of human resource
field have turned considerations and regard people as an important asset to the business
their attention to that must be protected against harm. Factors taken into account
include influences created by the organisation, the actual work that
and concentrated
people do and the personal circumstances of individuals.
increasingly on
behavioural aspects The problem with this approach is that it does not go far enough in
actually addressing the issue of what motivates people, what effect
this has on their attitudes and, ultimately, how this influences their
behaviour. In addition, it is essentially still a management-driven approach, with little regard
for the contributions that individual employees can make in a participative scheme. Despite its
benevolent intent, it still regards employees as business assets to be used by management in order
to get “compliance”.
The Behavioural or Cultural Approach

All the above approaches whether used together or in isolation have failed to produce the results
in safety performance that were sought. Companies making real progress in this field have turned
their attention to and concentrated increasingly on behavioural aspects. This is described in some
detail in the section of the report headed “Motivation and Behaviour”.
Whatever approach or combination of approaches is used, sound health and safety management
is the foundation upon which the company’s approach to managing the business should be based.
It requires knowledgeable directors, managers, engineers and employees operating within a
management system that not only strives to eliminate accidents and control the risks, but also
is responsive to the needs of a business.

The Difference between Management and Leadership
If management is to be successful in improving performance, there must be a balance between

leadership and management activities. There is a need to define the two roles. Both play an
important and necessary function in a complete management system.
To initiate and sustain improvement in any organisation it is important to think about leadership
and management as different but co-existing interrelated activities. The primary differences
between the two are illustrated in the following table:
Management Leadership
Systems, processes and technology People - context and culture
Goals, standards and measurement Vision
Control Commitment
Strategic planning Strategic opportunism
Directing Serving
Responding Initiating and originating
Continuous improvement Innovative breakthroughs

of what is to what could be
A way of doing A way of being
The traditional approach to improving health and safety performance has focused on the
management side as opposed to the leadership side. If we are to make fundamental and sustainable
improvement in this area of our business we must consider health and safety as a core activity
and one that is visibly integrated into everything we do from a
management and leadership perspective.
If the leaders do
not visibly change – Organisational change must begin with the leaders who are responsible
for first transforming themselves. If the leaders do not visibly change,
nothing will
nothing will.

What are Managers required to do?
• Establish health and safety as a priority and core value of the company. Senior management
must be, and seen to be, active in living this priority and value.
• Establish a world class health and safety programme. The programme must have a strong and
clear internal accountability system, in which every employee has and understands his/her
responsibilities and his/her relative relationship to other corporate skill needs (technical,
operational and administrative).
• Set health and safety workplace standards.
• Visibly demonstrate leadership in the implementation of management’s programme
responsibilities.
• Integrate employee wellbeing into all activities (e.g. fitness and lifestyle issues).
• Provide the necessary resources to support the development and implementation
of the programme and the business improvement plans.
• Ensure that competent people are identified to perform the required work.
• Reinforce that the proper management of health and safety contributes to improved cost,
an enhanced image and will lead to improved performance of the company, particularly in
reliability, quality and team development.
• Develop a consequence management system that uses negative and positive reinforcement.
Negative reinforcement is the more traditional method employed in obtaining compliance, but
alone will not result in sustainable nor significant improvement. Positive reinforcement applies
the principle of determining what you want people to do and reinforcing them for doing that
in a way that is meaningful to the employee. Applying this technique properly in combination
with negative reinforcement will result in not only improvement in health and safety but will
lead to a culture change. The consequences for all employees of non-compliance with safety
and occupational health policy must be tangible up to and including loss of employment.
Recognition of good performance is clearly desirable.
• Set improvement targets.
• Integrate health and safety into every business decision.
Ensure that the
How should Management fulfil its Responsibilities? management system
requires that all
• Ensure that the management system requires that employees be held
all employees be held accountable for meeting accountable
their responsibilities
for meeting their
• The incorporation of health and safety criteria in a
responsibilities
management bonus and promotion system is a very
effective way of focusing attention on what is important.
• Behave in a manner that is, and is seen to be, consistent
with the company’s values and the health and safety programme. This applies to both work and
home. This is a leadership issue and one of the most powerful tools that can be used to change
the way people work.
• Directly participate in the shop-floor evaluation of how people perform work. Reinforce people
for working safely and correct unsafe work.

• Communicate health and safety issues as an integrated part of the business.
• Foster participation and involvement of all employees in improving health and
safety performance.
• Include health and safety performance as a key business indicator.
• Ensure the right people are in the right jobs.
2| The Role of Employees
Earlier in the report, attention was drawn to the importance of the role of all employees if progress
is to be made in improving safety performance. This is particularly true as companies increasingly
recognise the importance of the behavioural aspects of safety. A good employee is a safe employee.
All employees should:
• Work safely and follow rules and procedures.

• Adopt a proactive rather than a reactive role to safety issues.
• Accept responsibilities for safety - their own and their colleagues’.
• Report all unsafe situations.
• Participate fully in the development of safe working practices in their widest sense.
• Undertake the necessary training to ensure their competence.
• Apply the training fully to all their activities.
• Take part in the investigation of accidents, incidents and near misses.
• Set an example in particular for the young and for new employees.
• Support management in their efforts to improve safety performance generally.
• Contribute to the work of safety committees where appointed.
3| The Role of the Safety Organisation
It was stated in the earlier part of the report that any lingering ideas that safety within the
company is primarily the responsibility of safety management should be dispelled. The report
continued, however, that professional safety management has a vital and integral role to play
in the company’s overall approach to safety. This section of the report amplifies that thinking.
• A safety organisation is necessary for every company/plant. Every employee should

be aware of that organisation and have access to it if necessary.
• The safety organisation should include experts from different disciplines within its
ranks or have access to them.
• The methods by which the safety organisation
operates and its relationship to the rest of the
business operations should be clear. Professional safety
management has a
These principles apply irrespective of the size of the plant, vital and integral
although the way the principles are applied will vary. role to play

The Safety Organisation
Safety is no different from any other activity carried out by the company. Specialisms occur
in many fields - maintenance, technology, research, human resources, commercial etc., each
of which has its own organisational structure within the company.
Indeed because safety enters almost every facet of company activity, the case for such an organisation
is at its strongest. Whilst its major impact is traditionally felt to be during the production process,
its needs also have to be taken into account in most other activities e.g. planning for new plants,
maintenance of existing plants, research into new materials and processes, purchasing of new
materials, sale of finished goods, disposal of waste material, in addition to contact with external
bodies and regulatory authorities. Virtually no part of the business activity is outside its scope.
The Need for Experts within the Safety Organisation
Whilst the overall responsibility for safety within the industry has been clearly stated earlier in
this report to be that of management generally, it would be unreasonable to expect all managers
to have the depth of knowledge of safety and related subjects for them to carry that responsibility
without assistance.
This is the role of the safety expert. These may be of varying specialisations including engineering,
occupational hygiene, medicine, ergonomics etc. They should also know in detail the legal
requirements, which will vary from country to country. Clearly the in-house expertise in all
these fields will vary depending on the degree of sophistication required to address particular
problems, as well as the size of the company and the company structure e.g. centralised
control, profit centre approach.
It is recognised that in particular circumstances it may be necessary to use external consultants

for some of this work.
The Methods of Working of the Safety Organisation
The safety organisation method of working is primarily through three routes:
• Advice - both to management and where appropriate to all employees.

• Development of policies (both general and specific) of systems and of procedures.
• Tracking of performance - specifically by organised auditing, but also by more general
discussion and observation.
The safety organisation in determining its method of auditing, needs to take account also of
a number of other issues e.g.:
• The legal requirements, which apply within the country concerned.

• The way in which the company is operated generally.

The links between the safety organisation and management. These should be strong and
work best when based upon a genuine respect between the manager and the specialist
concerned and a readiness to consult and/or advise whenever this is appropriate.
The links between the safety organisations and the shop floor employees. In many companies,
Safety Committees exist which can bring together the highest levels of management with employee
representatives and the safety specialists have a key role to play in such committees.
In addition, a formal structure should be drawn up relating to the organisational arrangements

by which the company’s safety policy is to be implemented. This should establish clearly defined
responsibilities between all employees.
Types of Safety Organisations
There is a variety of safety organisation to be found in the steel industry. For example there are
wide differences between companies that are single plant sites and those that are multi-site
companies. Similarly, there are wide variations between integrated and other large plants that
have thousands of employees and a wide variety of operations, and those plants that are
restricted to one basic operation e.g. a rolling mill, and may only employ say 100 people.
Examples of Safety Organisation
Even within large integrated works, two distinct types of safety organisation predominate.
Example 1 (see opposite)

The General Manager of the plant appoints a safety manager reporting directly to him or through
some other manager e.g. human resources. Depending on the size of the plant the safety manager
may have a team operating in different departments but reporting to him.
Advantages:
There should be good co-ordination of safety matters throughout the plant.
Disadvantages:
Departmental managers may feel that safety is the responsibility of the General Manager and that
he is not personally responsible. This can be largely overcome by the members of the safety team
being located within particular departments where they are at the service of the departmental
manager although developing the policy of the plant as a whole.
Example 2 (see opposite)

Safety managers are appointed for each department responsible directly to the departmental
manager.
Advantages:
The departmental manager feels more involved because he is directly responsible for the
organisation of safety and for the solutions. It should be noted that this kind of organisation does
not shelter the general manager from his overriding legal responsibilities.

Disadvantages:
It is more difficult to ensure comprehensive plant-wide experience of the company policy as each
departmental safety manager is responding to his own departmental manager’s approach.
Support Services
Works Director
Senior Safety Manager
Statistics Officer Training Officer Fire Officer
Iron Making Steel Plant Rolling Mills
Departmental Departmental Departmental

Safety Manager Safety Manager Safety Manager
Operating Departments
Example 1 Centralised organisations at factory level
Support Services
not including safety
Works Director
Iron Making Steel Plant Rolling Mills
Departmental Departmental Departmental

Safety Manager Safety Manager Safety Manager
Operating Departments
Example 2 De-centralised organisations at factory level

Conclusion
It can be appreciated from the above that there is no single ideal safety organisation that would be
suitable for all companies. Indeed a number of companies have an organisation that is a combined
version of Examples 1. and 2. and which works successfully. The organisation adopted depends
very much on the nature of the company and on the company/plant organisational structure.
Consideration of the factors referred to above should however help to develop an organisation
suitable for an individual company.
4| The Role of Trade Union & Employee Representatives
Where unions are present in the work force, it is important to ensure that they are given a
positive role in the safety programme.
In general, the primary responsibility for safety rests with the management of the company.
However, in most jurisdictions the prevailing situation, legislated or otherwise, is for development
of a direct relationship and a shared involvement of the company management and its employees
in safety responsibilities. Where they are active, unions can play a significant role in maintaining
and improving safety standards.
There are as many variations in the role of unions in safety as there are individual companies and
unions. In some jurisdictions the role of unions is specified within applicable legislation, in others
it is expressed through the union taking on the role of the representative of employees in safety
matters, in others unions are not involved in safety at all and some combination of the above
may apply in other areas.
Positive Contributions
Where there are shared objectives at the local level and a clear and effective safety programme in
place, the role of unions in safety can be expected to be a supportive one.
Unions can provide effective positive reinforcement of company safety programmes: they can
provide effective training programmes, have on-the-floor practitioners as safety representatives, be
“ambassadors for safety”, participate in audits, accident investigations, risk analysis and participate
as members of safety committees. Positive pressure from unions can offset employees’ perception
of managers’ conflicts with non-safety priorities and generally, they have effective channels to
communicate with employees.
On a broader level, unions can be effective lobbyists with governments where there are companies
who are not living up to legislated health and safety obligations or where such roles and regulations
are not effective in the work place. In addition, unions may assist to keep health and safety issues
at the forefront of management attention both on an ongoing basis and periodically in the
process of contract negotiation.

As with all effective working relationships, there needs to be a high degree of trust between the
union, employees and management for the involvement of unions in safety issues to have a
positive impact. This requires that the interests of management and the union be aligned and
that common objectives are agreed to. Safety can provide a valuable common cause for employer
and employee representatives.
Potential Conflicts
It is not unusual or unexpected that there will be differences in opinion from time to time between
management and unions about safety issues. However, it should be possible to work through such
differences where there are agreed common goals to be achieved in safety matters.
If present, some union philosophies (such as refusal to believe that anyone other than management
has responsibility for workplace safety) can lead to such conflicts and if taken to an extreme can
result in a loss of credibility and a dysfunctional relationship. Similarly, in plants where Trade
Unions have traditionally been seen as the driving force in safety, the full assumption of
management’s responsibility in this field can, unless handled with care, lead to potential conflict.
On a political level, safety issues can be an area of conflict between management and unions.
Typically this situation arises where the interests of a union organisation address broader issues
e.g. working hours, use of contract labour in a given workplace and a union is being opportunistic,
using linkage with safety to achieve gains in non-safety areas. That this can have a negative impact
on real safety issues is inevitable. Before a meaningful role for unions in the management of safety
can be developed in this environment it is necessary for the management and the union to come
to a common and open understanding of common objectives and a programme to address
workplace safety on common ground. This can often be achieved at a local plant level before
it can be realised in a broader union context.
Conclusion
Good safety programmes and safety results are not dependent on union representation in a
company. However, unions where present can provide a positive impact on the development and
implementation of effective safety programmes where common objectives related to safety in the
workplace can be developed.
C | Motivation and Behaviour
1| Introduction
The various traditional approaches or motivating factors in managing safety were set out in the
section of the report dealing with the Role of Management. This concluded that companies, which
had achieved a major step forward in recent years, had placed increasing emphasis on behavioural
aspects and how to motivate all employees both as individuals and as groups.

Traditionally, approaches to the management of safety in the steel industry have concentrated on
a) the provision and maintenance of a safe place of work and, b) the establishment of management
systems where the emphasis is on the enforcement of rules, procedures and standards, all designed
to create a safe working environment.
Research indicates that more than 85% of injuries at work involve

some unsafe behaviour of people. Unsafe conditions in isolation
Research indicates
account for less than 15% of those injuries. It is therefore somewhat
that more than
surprising that, generally, very little attention was paid in the past to
85% of injuries at the role played by the behaviour of people at work in the accident
work involve some causation process. Their motivation, needs, attitudes to safety,
unsafe behaviour individual capabilities, and many other factors, all combine to direct
of people the behaviour of managers and employees. Behaviour, in the ordinary
course of events of working in a steel plant, clearly plays a primary
role in determining whether people will be injured at work or not.
2| A Behavioural Model for Safety
The issue of a behavioural model for safety is not different or distinct from behaviour in general.
Behaviour is a function of activators and consequences. An activator is something that precedes
the behaviour and influences the behaviour beforehand. A consequence is something that follows
the behaviour and discourages or reinforces repetition of the behaviour. The model shown in
figure 7 on the next page is divided into the categories of activators and consequences.
By designing and controlling effective workplace activators and consequences we can increase key
safety behaviour and reduce unsafe behaviour. Effectively managing behaviour by a combination
of well planned activators and consequences will result in fewer accidents and injuries. Activators,
behaviour and consequences and their interrelationship are explained in the following sections
and graphically in Fig 7.
i) Activators
General *
Activators are the inputs that influence our decisions and enable resulting behaviour. This means
that before we begin implementing interventions designed to address behavioural issues, we must
first scrutinise management systems and practices that affect the environment, processes and
systems and employee knowledge and skills which direct behaviour. It cannot be over-emphasised
that the effective implementation of the management systems described in the preceding sections is
a prerequisite to the implementation of behavioural interventions. It is also important to point out
the most powerful activator - input that influences the resulting behaviour in most workplace
situations is the expectation and behaviour of management.

Activators Consequences
What we say What we Support

Values Training
Policies and
Rules Development
Job
Descriptions
Procedures Compliance
Etc.
Withhold
Rewards
Stated Basic Needs Injury Willful ?
Food
Expectations
Shelter, Etc. Punishment
Corporate
Expectations At Risk
Competent ? Training
Behaviour
Stated Why Should I ? Restate

Behaviour Understand ? Expectations
Expectations (Employee Needs)
Withhold
Personal Punishment
Activators
Safe
Behaviour Rewards
What We Do
Consequences Consequence
Positive
Reinforcement Management
Esteem Needs Influence Behaviour and
Self-Direction Self- Determines Alignment
Belongingness Ownership Between Stated and
Work of Value Implied Expectations
Figure 7 Activators and consequences
Corporate Expectations *
The first step is setting expectations from the company’s point of view. This is essentially a
statement of the company’s needs. This can take the form of both “stated expectations” and
“implied expectations”. See 3A2- Policy
Stated expectations are related to “what we say” and “what we support”. What we say can take
a variety of forms and includes such things as values, policies, rules, job descriptions, procedures,
etc. Many of our safety programme tools such as manuals, procedures and
job safe practices would fall into this category. What we support is reflected
We should say what in the training and development programmes we put in place to develop
the competencies to execute the desired behaviour. In reviewing “what we
we do and do what
say”, it is important to examine our motives. Does our concern come from
we say
an internal moral obligation founded in our values, or are our actions
more influenced by regulatory pressures and other external factors? If we
are responding primarily to outside forces then it is more likely that we
will be working with a compliance view. If health and safety is a fundamental belief or value then
we have a better chance of migrating to a self-ownership model. This will be discussed in more
detail later.
Implied expectations arise from what we do and are the result of how we manage the
consequences of both desired and undesired behaviour. In theory, there should be no difference
between stated and implied expectations, i.e. we should say what we do and do what we say.
In practice however, this is not always the case. If the vast majority of accidents involve unsafe

behaviours, why do unsafe behaviours go unchecked and why do people engage in them in the
first place? This will be dealt with in detail later but it will be dealt with briefly here. Most unsafe
behaviours do not always result in injury. The Dupont * model suggests that for every injury there
are hundreds of unsafe behaviours. Therefore the negative consequence of a possible fatal injury
is uncertain and is not immediate. For example, not wearing the required personal protective
equipment will often not result in an injury. On the other hand, if the reason I do not wear
the equipment is because it is hot and heavy then every time I do not wear it I will be more
comfortable. This is a positive consequence that is certain and immediate versus the previous
negative consequence (injury) that was uncertain and in the future. It is argued that positive,
immediate, certain consequences influence behaviour significantly more than negative, future,
uncertain consequences. This will be elaborated later under ‘Consequence Management’.
*Dupont model refers to the approach to the management of safety championed by the
US chemical company Dupont, which is a recognised world leader in accident prevention
and is used by many steel companies.
Personal Activators and Employees’ Needs

In addition to the activators referred to arising from corporate expectations there are also the
personal activators which will influence a person’s behaviour that go beyond those used by the
company and refer to the employees’ needs. Each person brings his personal beliefs and values to
the job. These can be influenced by a person’s family life but can also be influenced by broader
environmental factors such as local area politics, economy, values and culture. While these are
beyond the scope of this study, they need to be considered particularly for companies that are
operating globally. They are also important for each member company in IISI when evaluating
the various tools and methods described by other member companies in this report. There may
be some ideas that are more readily usable than others, given the particular values and cultures
of specific companies.
In viewing the company’s needs, the employee will ask the internal question “Why should I?”.
He is really asking, “How are my needs addressed by satisfying the company’s needs?”. The
employee has two types of needs: basic needs and esteem needs.
Basic Needs
Basic needs relate to food, shelter etc. and reflect the need to remain employed. An employee
will respond to a consequence that threatens his/her employment and behave compliantly;
i.e. he/she is prepared to follow someone else’s rules with the minimum requirement to protect
his/her basic needs.
Esteem Needs
Esteem needs relate more to a person’s sense of self-worth. This could be described in terms of
the three fundamental needs of self-direction, belonging and work of value.
• Self-direction relates to the opportunity to have input into how the work is done. This
view has also been stated by many others i.e. “If you want to know the best way to do
a job, ask the person doing the job”. From the perspective of safety, this could involve

such things as employees contributing to the development of work procedures. In this
situation, there needs to be clarity on what are the boundary conditions that are not the
prerogative of the employee and what is in the realm of the employee to determine. As
an employee-team demonstrates a growing sense of self-accountability, the boundary
conditions may be negotiable.
• Belonging relates to a feeling of being part of a team. This involves feeling that you are
an important part of the team and there is some respect and appreciation for what you
bring to the team. In general, people do not like to be isolated.
• Work of value relates to a feeling that the work being performed is important to the
overall result. “Make work projects” create a demotivated environment and quickly push
people into a compliance approach to the work, which is detached and uninvolved.
Having work of value is necessary to restore a sense of craftsmanship and ownership.
Satisfying the esteem needs of employees is essential to move from compliance behaviour to
self-ownership. With respect to safety, there are too many opportunities for unsafe behaviour
to deal with them through compliance alone. To achieve discretionary effort, there has to be
a sense of self-ownership and self-accountability at the shop-floor level.
ii) Behaviour
Behaviour then is a result of an individual satisfying his own needs. To the extent that this aligns
with company needs, then company needs will be addressed as well. To the extent that company
needs are not met and this threatens the individual’s needs (i.e., do this or you are fired), then
the behaviour will be changed to comply with the company’s needs. The employee’s view of the
company’s expectations is primarily driven by implied expectations, i.e. by what we do rather than
by what we say. For example, if we say that eye protection must be worn, but nothing significant
happens when it is not worn, then the implied expectation is that we are not serious about eye
protection. Consequently, the employee does not see any threat to his own needs being satisfied if
he does not wear the eye protection. Although he is aware of the stated expectation, he will respond
to the implied expectation. This again underlines the importance of consequence management in
aligning stated and implied expectations.
iii) Consequences
General *
Consequences are what happen because of behaviour. Consequences ultimately motivate our
behaviours and either reinforce or discourage repetitive behaviour. Consequences usually compete
with one another. When consequences compete, the stronger consequences - those that have the
most power at the time - are the ones that will motivate our behaviour. This is a very important
principle when it comes to safety because there are natural rewards for our behaviour.
A natural reward is what happens immediately and automatically, just because you have done the
behaviour. When you change a burnt-out light bulb, you get an immediate natural reward - more
light. The problem in safety is that there are also natural rewards for unsafe behaviours. We may

take shortcuts or not use proper protective equipment because it makes a job faster, easier or
more convenient to perform.
The problem is made worse because natural negative consequences for unsafe behaviour – personal
injury and property damage are not certain. If we were injured every time we committed an unsafe
behaviour, i.e. running up a flight of stairs, we would surely stop that unsafe behaviour. However,
we have learned through our own experiences that we can run up the stairs hundreds of times
without tripping or getting injured. Compared to the natural reward of getting up the stairs
faster, the possibility of injury is a very weak motivator.
Consequence Intervention
Positive, immediate, certain consequences influence behaviour significantly more than negative,
future, uncertain consequences. The natural positive consequences for at-risk behaviour are soon
and certain. The natural negative consequences for at-risk behaviour are usually delayed and
uncertain. To shift this imbalance we need to make consequences of safe behaviours more powerful.
We can do this by adding extra consequences to the situation. There are two ways to add extra
consequences to motivate behaviour. We can increase the negative consequences of at-risk
behaviour by imposing penalties or we can increase the positive consequence of safe behaviour
by adding rewards.
• Negative Consequences
Safety programmes based on negative consequences rely on
...we need to make
enforcement. Rules and policies are established and disciplinary
consequences of procedures, including termination of employment are the negative
safe behaviours consequences. These added penalties make negative consequences of
more powerful at-risk behaviour more powerful than the natural rewards of comfort,
convenience and expediency.
There is a problem with using enforcement actions to motivate safe behaviour. Enforcement is a
failure-oriented approach. People receive consequences for their behaviour only when they fail to
do something. Their whole attitude toward safety becomes at best compliant and at worst negative.
That is the opposite of what we need. We need people with positive attitudes who go beyond the
call of duty for safety, who will do the right thing even when no one is around to monitor them
and who are actively involved in the safety process.
Rules, policies and enforcement actions set norms and expectations, so it would be unwise to take them
away. However, adding positive consequences to the situation can offset their potential negative effects.
Negative consequences build compliance whereas positive consequences foster achievement.

People work better to achieve success rather than to avoid failure. In fact, using positive
consequences is the only way to get continuous improvement.
• Positive Consequences
The most convenient, inexpensive, readily available and often the most powerful positive
consequence is positive reinforcement or recognition. Positive reinforcement of safe behaviours

works best if it is part of the normal work environment and is part of the values and principles
of the company. Introducing positive reinforcement in safety while other aspects of performance
management are operated in a compliance mode is likely to fail because it will be perceived as
insincere and disingenuous. However, if you have to start somewhere, safety surely is a good
management system with which to begin.
Praising people for safe behaviour is probably the best thing that can be done on a daily basis to prevent
injuries. Positive reinforcement helps to build self-esteem. We need people feeling good about themselves,
when they do what is right for safety. They are then more likely to repeat the safe behaviours.
Behavioural research has revealed strategies to maximise the impact of recognition.

Guidelines for quality recognition are listed below:
• Make it timely - as soon as the behaviour or condition is observed.

• Give it on an individual basis.
• Be sincere, genuine.
• Describe the behaviour or condition that was observed and why it should be
recognised and supported.
• Explain the importance of the behaviour.
• Connect specific behaviour with general higher level praise by adding a universal
quality-like leadership, integrity, or actively caring to the recognition statement.
• Give personal praise and thanks.
• Pay attention to the person’s comments, suggestions or reactions.
• Reaffirm approval and offer encouragement, acknowledge recognition of a job
well done and reinforcement to keep up the good work.
• Use material rewards for symbolic value only.
Some additional points to remember:
• One positive reinforcement does not result in the behaviour being at habit strength.
• Group recognition should be followed by individual recognition.
• Teach people to receive recognition well.
• A good response to praise will encourage others to give praise.
• Provide opportunities to increase the application of positive reinforcement to
motivate safe behaviours by implementing a systematic observation process,
which provides for involvement by shop-floor employees.
iv) Concluding Comments
Most steel companies are committed to continually improving workplace safety performance.
Understanding the principles of behavioural safety and implementing well-planned interventions
is an excellent way to accomplish this. To start such a process, however, companies must have a
sound safety management system and management teams that understand the importance of their
role in making the process work. Behaviour-based safety requires vigorous, ongoing analysis and
adjustment of activators, behaviours and consequences of everyone.

3| Key Factors to Manage the Change
If the changes implicit in this report are to be made it is necessary to develop a strategy as a
means of getting from where an organisation is to where it wants to be. This section sets out
some of the key factors in making that change.
Before implementing any of the following however, there needs to exist within the organisation:
• Compliance with legislation.

• Effective and efficient systems, procedures and standards for the day to day
management of safety.
i) Strategy
In the realisation that safety is good business, the management of safety should be a strategic
issue in every member organisation.
The strategy should spell out the beliefs of the organisation, stating the values and principles
to which it subscribes. An example of such a set of principles and values is as follows:
•
All injuries and damage can be prevented.
•
Preventing injuries and damage makes good business sense.
•
Everybody occupying a managerial or supervisory position is personally responsible
for the safety of those working under him or her.
• Everybody in the organisation carries personal responsibility for
his or her own and his or her fellow-workers’ safety.
Everybody occupying
• Training is an essential element in ensuring the safety of employees
a managerial or • Safety audits are carried out regularly and meaningfully, with the
supervisory position is emphasis on the modification of attitudes.
personally responsible • Every shortcoming in the field of safety is rectified immediately
for the safety of those and permanently.
working under him • All injuries and damage are investigated thoroughly and
participatively, not only to determine the direct causes but also
or her
to uncover underlying causes.
• People are the most important elements in the safety programme.
• Following best practices elsewhere in the world, supervisors spend a significant part
of their time on matters directly related to the protection of their subordinates’ safety.
• Deviations from these principles and values and from required conduct by whomever
are unacceptable.
These should be translated into a vision of where the organisation wants to go with its safety
programme and state its policy in this regard. This in turn will lead to a mission statement with
specific short- and long-term objectives.

ii) Communication
The strategy needs to be driven by a comprehensive communication plan that focuses on the
medium- to longer-term and can be illustrated graphically as shown in figure 8.
Communications – Plan
Beliefs • Values
• Principles
Policy
Vision/
Expectation
Medium -Term
Long-Term
Mission
Specific Objectives
Action Plans
Review
Communications – Plan
Figure 8 A communications plan
This plan must clearly identify primary, secondary and tertiary audiences and must include all
stakeholders such as employees, trade unions, all levels of management, shareholders, communities,
families of employees, institutes etc.
A formal communications plan, which addresses every issue of the strategy, is essential. This plan
should be well designed, properly thought through, creative and innovative. It should contain at
least the following:
• Background to the plan.

• Goals and objectives of the plan.
• The communication approach.
• A central theme.
• Target audiences, including primary, secondary and tertiary audiences.
• The elements of the plan.
• An operational level media plan.
• Development and dissemination of the programme.
• A detailed action plan, i.e. who should do what by when.
The deliverables of the plan and its milestones should be carefully monitored and managed.
Setbacks will occur, but re-planning must be done and the new plan then again driven diligently.

iii) Participation
Real and significant participation in the management and practice of safety by employees at all
levels needs to be established; direction, leadership and the setting of goals by managers must be
reinforced, while all employees at all levels of the hierarchy of the organisation must participate
fully in carrying out the process of change. Real responsibility must be devolved. Health and
safety representatives and joint health and safety committees contribute to a large extent to
ensure meaningful participation by shop-floor employees, but much more is needed to ensure
commitment to the cause: by being part of the problem-solving machinery within the organisation,
grappling with the issues, debating, thinking, finding solutions and implementing them, creates
a sense of ownership with all who participate.
iv) Competence
Similarly, competence gives people self-confidence, pride and a sense of worth. It involves far more
than the mere attendance of one training course after another. It should be a structured, planned
programme of development throughout the organisation.
Where training programmes inevitably form part of such a development plan, the focus of such
training should be shifted from the purely iterative to programmes that also cover the reasons for
certain practices; modules on safety must be included and the development and empowerment
of employees, especially at the lowest level, must receive attention.
v) Ownership (Co-Responsibility)
The acceptance by all employees of responsibility for their own and their colleagues’ safety at
work. In many companies, this is made a condition of employment, with gross violations of
safety procedures subject to disciplinary action.
Again, as with the previous performance drivers, this is an issue that has to be carefully planned
and launched through the organisation; specific objectives must be identified and removed.
4| Practical Tools and Techniques

Various tools and techniques have been established to complement a behavioural approach to
safety. A large number of such methods are available and are being used by the member
companies of IISI to give practical effect to the initiatives described in this report.
Not all are appropriate to every operation; many may need to be modified to suit local or
company circumstances but they represent a useful list of ideas.
The various tools and methods are explained in more detail in Annex B. The explanations
include a short description of each method, its purpose and the criteria used.

4 Statistics
Chapter
A| Introduction
Statistics are used by the industry to measure almost all aspects of performance - whether it be
‘output’, ‘delivery’, ‘plant reliability’, ‘sales’ etc. It is not surprising therefore, that companies
should seek to measure safety performance in a similar way. It is the view of members that it
should be able to do so. Measuring safety performance is however far from simple, particularly
when comparisons are attempted and made even more complex because measurement is normally
of negative occurrences i.e. things you do not want to happen.
B | Accident/Injury Statistics – Major Performance Indicators
All companies that contributed to this report collect statistics on accidents, injuries and incidents.
Although concepts on which these varying statistics are collected are based on the following basic
definitions, there are variations within these definitions as indicated later.
Definitions
Industrial Accident
An unintended event due to an unsafe act or unsafe condition or a combination of both, which
may or may not result in property damage, personal injury, work interruption, product damage
or a combination of these.
Industrial Injury
An injury arising from an industrial accident that occurs whilst a person is working for the
Company or is on the Company’s premises for purposes in connection with or arising out of
and in the course of his work, but which may not necessarily result in absence from work.
Lost-Time Injury
An industrial injury causing loss of time from the job on which the injured person is normally
employed beyond the day or shift on which the injury occurred. In addition, cases where loss of
time does not immediately follow the injury, but where there is a direct relation between absence
and injury, are generally regarded as lost-time injuries.
Fatal Injury
Industrial accident resulting in a fatal injury to either the Company’s employees, contractors
undertaking work for the Company or other persons where these result from an industrial
accident arising from Company’s activities.

Severity Rate
1000 x [Total number of days lost]÷[Total number of hours worked].
Frequency Rate
Data on injuries (lost-time and/or the total number) is often presented in terms of frequencies by
relating the absolute numbers to the total number of hours worked. A base of 1.000.000 hours is
most common:
Lost-time injury frequency = 1.000.000 x [lost time injury number]÷[total number of hours worked].
(Note: Values for severity rates are correlated to frequency on lost-time injury frequency (LTIF).
E.g. if the average number of lost days for all lost-time injuries remains constant for a certain
period then the severity rate is directly proportional to the LTIF. So, in evaluating severity rates
one should always consider the change in LTIF before conclusions are drawn.)
C | Working Group Survey
Initial discussions within the group however identified differences in the basic definitions and in
their application, which were not necessarily appreciated by all concerned. It was agreed therefore
to carry out a survey of statistical data collected by member companies. An overview of data items
and a summary of submissions including miscellaneous items are presented in the following table.
Summary of Survey Data
Fatal Accidents 1| Everyone collects

2| Approximately 50% includes business travel
3| Minority includes home to office travel
4| Contractor inclusion varies - very often separate
5| Small minority has historically only included blue collar workers
Major Injuries 6| Concept used by majority

7| Substantial minority - do not use or unclear
8| Where used definitions vary widely e.g.
Length of absence
• 45/90 days
• hospitalisation
• medical definition e.g., by own medical staff, by legislation
Lost-Time Injuries 1| Almost everyone collects

2| Some split into categories of severity - minor, moderate, severe
3| Definitions vary widely
• from and including day of injury
• > 1 shift or 8 hours absence
• lost-time after shift on which accident occurs
• > 1 day absence
• > 3 days absence

Frequency Rates 1| Almost everyone uses
2| Varying definitions
• base 1.000.000, 200.000, 100.000 hours
worked; number of employees employed)
• LTI or LTI + all other injuries (note: LTI definition itself
varies - see previous item)
3| Inclusion of fatalities varies:
• some case fatalities excluded altogether
• in other cases fatalities included
Severity Rate 1| Majority uses concept; significant minority does not

2| Ratio between days lost (sometimes hours lost) and hours worked
multiplied by various factors (e.g. 1.000, 200.000 or 1.000.000)
3| Some exclude fatal accidents altogether
4| Some include fatal accidents but on a differing
basis (e.g. 7500 days, 220 days)
Near Misses 1| No readily identified definitions of ‘near miss’ quoted

2| Near miss investigation and reporting procedures exist in
some companies
Accident Costs 1| Some regard this as relatively unimportant and express

reluctance to get involved
2| Others regard this as an extremely important aspect and very
valuable in influencing management
Contractor Accidents 1| Most companies are aware of contractor fatalities

2| Some investigate all fatal and some major incidents
3| Most recording of contractor accidents are kept separate
in statistics
4| Some companies do not keep any records at present
5| Many companies are developing a more comprehensive
control system for contractor activities including improved
recording of statistics
Zero Accident Targets 1| Not yet widespread but examples do exist

2| Establishment of specific objectives and targets is increasingly
being adopted with zero seen as the ultimate target
3| Examples of planning towards these objectives exist with
benchmarks established and specific activity areas identified
Miscellaneous Issues 1| Other performance indicators exist that are normally unique
to the company or the individual works or department e.g.
all industrial injuries.
2| Importance of audits as performance indicators
3| Reliable data particularly on fatal accidents exist in many
companies over a lengthy period
4| Use of Dupont systems spreading
5| Widespread dissemination of information across the whole
field of safety performance indicators exist from senior
management to shop-floor

Some of the differences are of minor importance to the value of the reported numbers, but
others have a strong effect. The background for these differences are found amongst others in:
• Constraints from local legislation

The collection of • Cultural factors, social systems etc.
company statistics on a
The latter in particular may greatly affect the actual value of the
traditional basis should
data since these determine whether an incident will end up in
not be disturbed
the statistics at all.
Some Examples of the Effects of Differences in Definitions
To understand the difficulties in benchmarking between companies it is useful to consider in

more detail examples of the effects of differences in definitions, because without knowledge
and understanding companies might be led to incorrect conclusions.
• Location of the incident: In all companies, individual accidents contribute to the statistics
if the incident happens at the company’s premises. However, in some companies/countries incidents
during home to office travel and vice versa are included. Similarly, in some companies/countries
incidents during business travel generally are also included. The effect of these variations may be
relatively minor as far as lost-time injuries are concerned, but can be quite significant for fatal
accident statistics.
• Threshold values: In all companies, a threshold value for the amount of lost time involved is
used. In this respect, companies differ considerably. Common values are:
• One day or shift or a corresponding number of hours.

• Three days.
There may also be a distinction between calendar days or workdays. The illustration of the
effect of this distinction is shown below.
Two steel companies (A and B) reported an almost identical lost-time frequency value for lost-time
injuries (LTIF). Company A uses a three-day threshold value and company B a one-day threshold.
Analysis based on the injury-registers of both companies revealed that introducing a one-day threshold
for company A would double the company’s LTIF. Otherwise, if company B would adopt the three-day
threshold it would decrease the LTIF for B by only a little bit more than 5%.
Furthermore, it was found that departmental management in company A did not worry too much about
injuries with lost time equal or below three days, since these cases did not end up in the crucial statistics,
as was the case in company B. So the threshold value proved to be an important item which affected
priority-setting by management.

• Cultural factors: These will hardly affect fatalities and major injuries. However, in the
statistics of lost-time injuries they will become important. Amongst these factors one finds:
• Elements of social security systems; e.g. will the employee be paid or receive an
allowance during absence due to an accident?
• General opinions within medical profession in the treatment of certain injuries.
• effects of target-setting on, for example, lost-time injuries by the company
might focus management’s attention on threshold values for lost-time injuries.
• The existence of restricted work programmes in which, after an injury, a person
is temporarily disabled for his regular task, but not for other tasks.
Whilst these factors may have little effect on statistics of fatalities and major injures in the
statistics of lost-time injuries in general, they can become quite important.
It is clear from the above that benchmarking is complicated and that in the exchange of statistics
between companies and sometimes between plants, the following items should be considered
before any valid conclusions are drawn from the data.
• Definitions used - formulation and underlying concepts.

• Practical application and interpretation of definitions: e.g. how do these
definitions work out in day-to-day practice?
• Local circumstances and effects, such as legislation, national and/or
corporate culture, etc.
D | Other Performance Indicators for Safety
In the situation where the safety performance of an organisation is poor, measuring safety is a
rather straightforward exercise by counting injuries. Once an organisation has made considerable
progress in improving safety, counting injuries will not provide enough information to satisfy
the demand of the organisation.
This phenomenon will become manifest quite early on a departmental scale within an organisation.
As soon as injury numbers have decreased i.e., counting ones and zeroes on a monthly basis, a
department will start searching actively for other ways to assess its safety level and develop methods
in identifying precursors of potential hazardous situations.
A very brief outline in the development of safety measurement within organisations is presented
in the table overleaf.
Categories A1 to A3 will be quite general in organisations that have made the first steps in
improving their performance and will remain very important for a very long time for the total
organisation (large scale). In fact, these categories indicate what it is all about. Categories A6 and
A7 are just different ways to present the information. At a small scale within an organisation
categories like A4, A5, and quite often at the same time B and C, will be more prominent
after a certain period in which improvements have been made.

Categories Remarks
A1| Fatalities Defined in previous section.
A2| Major Injuries No common definition available. Generally, company specific definition
based on seriousness of injury (e.g. hospitalisation, number of
workdays lost, (partial or remaining disability)
A3| Lost-Time Injuries Lost Workday Cases. See remarks on definitions used in previous section.
A4| Medical Treatment Cases Injury types in which qualified medical treatment is necessary
e.g. medical practitioner or qualified nurse.
A5| Other Injuries All injury types not mentioned above. Generally, these minor injuries
need simple treatment by a medical professional or with the help
of a first aid kit.
One should be aware of the fact that in an organisation with increasing

safety awareness the number of these injury types might grow
considerably. Workers become aware of the importance of reporting
these small injuries to start further actions for improving the safety level.
Therefore the increasing number of these types of injuries does not

necessarily indicate a backslide in safety performance, but reflects a
decreasing lower level of injury types that end up in the formal
registration. Target setting on injuries that include this type is generally
not a sensible thing to do since it might have opposite effects.
A6| Frequencies All countable events (injuries) may be transformed in frequencies,

generally based on the number of hours worked.
A7| Severity Rate See definition and remarks in previous section.
B| Near Misses Near Misses are described in more detail in the chapter on
General Procedures.
Although not very common some organisations use the number (and
types) of near misses recorded within a certain period of time as a
basis for indicators for safety performance. An advanced near miss
management system for reporting, evaluation, classification and
follow-up in terms of corrective actions is a prerequisite.
The translation from numbers and types of near misses into

performance indicators is highly dependent on the way safety
issues are handled within an organisation and might even differ
for departments within an organisation.
C| Audits and Inspections Number and types of deviations in audits and inspection can be used
in defining performance indicators for safety. As with near misses,
well-developed systems for audits and inspections are a prerequisite
and determine the actual definitions used within the organisation.

E | IISI Initiatives
In spite of the problems identified above, the collection and use of statistics of safety performance
are an essential tool in the development of an improved safety performance. Indeed, where the
definitions have remained constant, the problems identified have little relevance to assessing the
safety performance of an individual plant. It is therefore the Working Group’s view that the
collection of company statistics on a traditional basis should not be disturbed now.
However, inter-plant/company comparisons are desirable on safety statistics

as on any other steel performance data as a means of identifying problems
...member companies and developing improvements. It is proposed therefore that member
should undertake, companies should undertake, through IISI, a very limited exchange of
through IISI, a very safety statistics having first agreed common definitions. The categories of
limited exchange safety statistics for which this is proposed are fatal accidents and lost-time
of safety statistics having injures. One of the first tasks of the recently established Working Group
on Safety and Occupational Health should be to organise this exchange,
first agreed common
having agreed the definitions to be used and taking account of
definitions
international developments currently being considered for industry
generally by, for example, the International Labour Organization.
It is the Working Group’s view that this could provide valuable material
for the industry’s efforts to improve safety performance.

5 Special Topics
Chapter
This Chapter deals with a number of specific topics, which are either of special significance in
the steel industry at the present time or are of particular relevance to the main part of the report.
However, while none are dealt with superficially, it has not been possible, in the time available,
for them to be researched exhaustively. It is hoped that members will, however, find these of
value and perhaps stimulate further discussion within IISI.
A | Safety Training and Competence
Introduction
Generally, training has always been an important activity for the industry. If the behavioural and
motivational issues raised in this report are to be followed up and implemented, they will require
levels of competence amongst employees to be further enhanced.
Training will be a key issue and one of the ways in which competence
Training will be a and personal motivation can be taken forward
key issue and one of
the ways in which In the report, reference is made to the need for some companies to
competence and change their culture. If this is to take place it will need to spread
through all activities - and training has a unique role to develop in this
personal motivation
area also. The use of safety issues for example in training areas other
can be taken forward than pure safety is an opportunity to indicate to managers and other
employees the central role of safety to the company’s culture.
Training Demands
Training gives employees the knowledge of how to work in a safe and healthy way. To keep
up standards, training programmes have to be checked and reviewed on a periodical basis.
The demand for safety training is generally determined principally by the following events:
• New employees joining the company/department.

• Employees moving to new workplaces.
• New systems or technologies being introduced.
• Legislation requirements.
• Refresher-training.
• Evaluation of audits and of the causes of accidents (unsafe acts).
• Assessment of risk for individual jobs.

Responsibilities
The responsibility of determining and reviewing the training should be in the hands of line
management, in co-operation with the safety experts. The most common period for a review is
yearly. Managers and supervisors should be responsible in ensuring the necessary training is given.
They should be supported by safety experts and human resources.
A very useful tool seems to be a ‘training matrix’ or a ‘competence profile’, which shows a list
of jobs related to skills required for that position. The training programme should be set up
to match the matrix or the profile.
Key questions, which should be responded to on a training programme are:
• What is required?
• Why is it done?
• Who is responsible?
• How often?
• How is it to be done?
Training procedures have to be formulated in guidelines or in a handbook and should be

included in safety system audits.
As there are individual demands for training, it has to be emphasised that a company should
give some discretion to managers to decide which training is necessary to fulfil the aims.
Modules of Training
The area of safety training is frequently structured in a modular system where the different
modules are as follows:
Work or Business Guidelines

These guidelines should contain the basic principles of safety and may consist of chapters such
as gas safety, works traffic code, working at heights, fluxing agents, confined spaces, heat stress,
fire and rescue, first aid and hazardous materials as appropriate. All employees should receive
this basic training which should be repeated as necessary.
Department/Local Site Training

In this module of training, attention is paid to the dangers and hazards in a specific area
(e.g. dangers of liquid steel at continuous casting plants). This training should consist of job safe
practice and procedures, department health and safety regulations, responsibilities of employer
and employee, hazardous substances at workplace, protective clothing etc.

Specific Job Training
Module 3 is similar to module 2, but focuses on the workplace area. In this matter, it is important
to train: identifying high-risk potential, detailed working procedures for specific devices, specialised
training on operations. Special courses such as crane driver’s license, forklift operation, first aid for
electricians and lasers and radiation operation are also elements in a specific job training.
Management Training
Engineers and managers should receive training that allows them to fulfil their responsibilities
for safety. Apart from special technical training, they should attend courses such as risk analysis,
health and safety audits, safety management and safety legislation.
Whilst all companies use predominantly in-house experts for training, external experts are utilised
from time to time depending on the required competence, legislative requirement, size of training
requirement and availability of training resource. There may also be a role for some external
training in some companies on specific topics e.g. confined spaces, the use of breathing apparatus
and manual handling. Several courses such as first aid and crane driver license have to be
accredited externally.
Training for Different Occupational Groups

For different occupational groups, different kinds of training are required. A basic principle for
all companies is that every employee has to undergo training on ‘General Health and Safety Issues’
or ‘Critical Safety Training’. The duration of this training is about one to three days.
For new employees, electrical craft, mechanical craft and process operators, a specific training is
performed at the workplace by the department/local site health and safety training. It is also quite
common to pair up new employees with experienced employees who have high safety competence,
at their workplace, for several days. Legislation in some countries makes safety and health education
a part of the education for electrical or mechanical craft.
Additional training courses in the company are e.g. first aid for electricians and specialised
education for equipment. Engineers and managers focus more on strategic and managerial
courses such as:
• Health and safety management.

• Training e.g. ‘Role of the Manager in Health and Safety Aspects’.
• Safety audit courses.
• Risk analysis and assessment.
• Courses on occupational health and safety legislation.

Issues that are more technical like specific courses for first aid or fire and rescue are also elements
of the training programme for engineers and managers. As contractors become increasingly
involved in the steel industry, the amount of health and safety training for them is also increasing
significantly. Some companies invite the contractors’ managers and employees to participate
at their relevant level of training. (See Chapter 5. Section E.).
Tools for Training

For successful training, a broad variety of tools is used. Apart from classic methods such as
seminars and classroom, additional tools are being utilised increasingly. These include:
• Health and safety videos

• Compact disc training modules for use in all business areas
• Computer interactive training with feedback system
• Practical participation (use of breathing apparatus, fire fighting, first aid techniques).
Competence Assessment
The kinds of competence assessment vary quite a lot between companies, but competence
assessment is considered particularly important. The following methods of competence
assessment are in use:
• Feedback systems after training.

• Questionnaires on matters included in training.
• Open or closed book assessment with the use of true/false sheets.
• Interviews by managers, supervisors and trade union officials.
• Simulated rescues to prove competence.
In addition, the training programme itself should be assessed from time to time.
B| Audits
Introduction
An audit is a structured evaluation of the application and efficiency of the company’s safety
policy, safety programmes and safety systems. It is also a control of the compliance with
the national law rules and regulations, against a clear standard
(according to a common and reproducible format), which may
An audit is a widely have a national standard or company standard as a guideline.
used instrument
and an important tool
to improve safety

Audit Subjects
There are different kinds of audits and some of the principal groups of audits are referred to below:
Audits of Management Systems

These can include the following topics:
• Organisation, responsibilities, authorities.

• Training, competence evaluation, instructions.
• Action plans for improving health and safety performance.
• Risk assessments carried out.
• Accidents, near-misses, work-related medical and ergonomic
problems, rehabilitation results.
• Goals and results.
Audits of management systems should check that:
• The system exists.

• The system is fully understood.
• The system is fully applied.
The Appendix to this chapter contains an example of a company safety audit checklist.
Audits of Safe Working Procedures and Employee Behaviour: “Safety is Quality”

There are audits that focus on observing the worker at his working place and on interfering
immediately. Violations of safety instructions, unsafe actions and unsafe conditions can
then be reduced.
The objectives of the audits are:
• Avoiding injuries, damages to health and material.

• Promoting a positive safety behaviour.
• Increasing the awareness for safety.
• Establishing of safety regulations.
• Checking if safety instructions are understood and complied with.
• Finding out weaknesses in the safety management.
• Finding out and correcting unsafe actions and conditions.
• Motivating workers.
Safe working procedures are established in different ways, see section “General Procedures”.
When auditing the working procedures the following categories are important:
• Personal protective clothing.

• Posture, position of workers.
• Tools, materials.

• Ergonomic considerations.
• Safety instructions.
• Order and cleanliness.
Audits of Contractor Activity

Auditing of contractors is a tool that is being increasingly used in the Steel Industry. It is being
used to monitor the systems for safety within a company by examining items such as the safety
policy, safety meeting arrangements and safety training. Auditing is also used to monitor on site
work in terms of adherence to the safety method statements, site regulations and safety legislation.
The results of these audits can either be responded to immediately or used to develop improvement
plans, which can be monitored on a regular basis. An example of a questionnaire for a Safety Audit
is shown on page 53. See Chapter 5, Section D, for more general comments on contractor safety.
Other Types of Audits Include:

Audits focusing on specific topics e.g.
• Fire protection, means of escape.

• Hazardous substances, handling, protection, waste.
• Electrical installations.
• Temperature conditions.
• Noise, lighting.
• Working at heights.
• Housekeeping.
Preparation and Organisation of Audits
Because of the wide variety of audits, and the various objectives that are being pursued, the
preparation and organisation of audits should be developed to suit the particular audit in
mind. Audits are normally prepared by health and safety experts. Some companies have special
Preparation Teams comprising safety personnel, line managers and sometimes safety representatives.
They can decide on what the audit is to focus. In many companies, the Central Safety Committee
makes audits combined with plant visits. The Central Safety Committee often consists of CEO
or plant manager, line managers, safety professional and safety representatives.
One objective is to look at the working place with a “new eye”. People from other departments
with another background and competence observe other things than those who are familiar with
the environment. There are companies where the quality department is involved and the audits
are combined: Quality, Safety, and Environment audits. Standardised documents for different
topics are used. Detailed checklists with many questions are available in many companies.
A questionnaire is often sent out in advance to the department where the audit will take place.

Audits can be formally scheduled to a timetable. There is a variety of frequencies. Some
companies have defined targets/programmes for the number of audits that has to be carried
out. Other audits may be carried out without any warning as a spot check.
Reporting, Implementation and Follow-up of Audits
The report of an audit should always be documented in some kind of audit protocol. Databases
are often used to record, analyse and manage the auditing programme, the results and the
“outstanding issues”.
Action plans with a time scale should be agreed after each audit to ensure that the lessons from
the audits are learnt and actions will be implemented. It is important that the action plan is
“owned” by a certain person.
Follow-up should normally be done by the line management. In regular safety meetings,
morning meetings etc., the outcome is discussed and followed up. Corrective actions should
always be assessed in subsequent audits or other Management reviews.
To measure improvements, scoring systems are used in many companies. The score can be
based on e.g.:
• Cleanliness and housekeeping.

• Compliance with company standards, rules and regulations.
• Quality and implementation of instructions.
Auditors
Persons carrying out the audit will vary depending on the nature of the audit. The audit team
may vary in size but should be kept as small as possible. It may include the plant manager or
unit supervisor, one or more operatives and should normally include a safety professional.
It may also include people from another department or even another works and may also
need the participation of other specialist personnel. Training in auditing techniques should
normally take place.

An Example of a Questionnaire 6. Inspection/internal control of
for a Safety Audit equipment that should be regularly
inspected or controlled
Definition:” Internal control is a systematic • How is that organised?
method for planning, executing and • Follow up procedures;
supervising the business activities in such a bottles, lifting appliance,
way that the demands upon the working mobile platforms, etc.
environment will be fulfilled.”
7. Plans of action
Questions: • Timetable for the actions, a person
who is responsible for each action.
1. Goals • Follow up procedure.
• Presentation of the goals. • Who does the plan of action?
• Are the goals obvious?
• Can they measure the goals? 8. Collaboration/communication with
• Are the goals well known in the employees
the department? • Are the employees active in the work
in the working environment ?
2. Delegation • How do you inform and give
• Is there a written delegation feed-back?
of working environment tasks? • How is the communication
• Are the documents signed? organised?
• Is the delegation combined • Safety groups, activities,
with competence? representation.
• Safety days, etc.
3. Surveys of risks
• What risk surveys are carried through? 9. Introduction, information for new
• How are they done? employees in the department
• Plans for risk surveys. • Who is responsible for the
• Identification of serious risks. information, introduction?
• Do you use the checklist?
4. Training/Competence • Follow up procedures.
• Requirements.
• Competence level in the group; 10. Working instruction for
is it identified? dangerous works
• Are there plans for training? • Is there a list of the dangerous
works in the department?
5. Routines for investigation and collation • Do you have instructions for
of working injuries, accidents, incidents those works?
• How do you do the investigation?
• How do you follow up the measures
that are taken?
• What do you conclude from the
analyses and statistics?

C | General Procedures
Introduction
There is an abundance of procedures in health and safety. In recent years, steel companies have
developed many procedures and the experiences with these techniques not only differ from
company to company, but within companies. The general approach in applying them might be
characterised by the trial and error process. The choice of which procedures are to be adopted
depends strongly on the culture of the company or the department and the feelings about the
approach among the management and workforce.
However, all companies consider at least three elements that should be present in the safety
system of all (steel producing) organisations.
• finding out what hazards are present in your operations, risk assessments and
where possible eliminating them by technical or other means;
• establishing the proper way that things have to be done to avoid these hazards:
safe-working procedures.
• learning from your mistakes, accident and incident investigation and reporting.
Risk assessments
Companies contributing to this report not only use risk assessment on a reactive basis
(after accidents or incidents), but they also see risk assessment as the obligatory first step
in establishing safe working procedures.
One should discriminate between risk assessments involved in the

The choice of which prevention of major hazards (which is a quite different topic), and
the methods used to identify and quantify the hazards on a more
procedures are to
common workshop level (although these also might be serious),
be adopted depends which are addressed in this Chapter. The approach may vary from
strongly on the culture job safety analysis with strong involvement from the workforce to
of the company or more structured techniques (sometimes stipulated by law) in which
the department and a leading expert role is usual.
the feelings about
Generally, risk assessments are carried out by teams including
the approach among
representatives from the workforce, management, supervisors and
the management
experts. Competence of team members is assured by training and
and workforce. experience. In some countries, specific requirements for the expert
participants apply. The form risk assessments may take vary widely;
from generic - covering all types of risks in a more global approach,
to rather specific risks, tasks or process assessments. Sometimes specific groups inside the workforce
may be addressed in risk assessments (young persons or trainees, pregnant women etc.).

Results are recorded and reported in written form. Reports include the description and rating of
risks as well as suggestions for control measures, which may lead to new or revised instructions or
procedures, (additional training, investments and/or rearrangement or redesign of the workplace.
Results are communicated in a natural way (e.g. verbally, management presentation, written
report) among participants and addressed parties (including contractors).
Risk assessment should have a periodic review scheme. Additional reviews are indicated in
situation of change (modification of equipment, tools or tasks) and increased occurrences
of incidents and/or injuries.
Safe Working Procedures
For new or existing plants, processes, operations or tasks, safe working procedures should be
established by management with assistance from employees and experts in safety, ergonomics,
hygiene, etc. Employee involvement is crucial; employees know the key risk elements in their
activities. They are also the best persons to test and ensure that procedures are clear.
A common structure might be difficult to reach due to the elements of a ‘bottom-up’ approach
in establishing procedures, but which might be preferable for communication aspects.
Standardisation in management systems will enforce the structuring of procedures.
Safe working procedures are communicated in written form, should be accessible at shop-floor
level and should be explained by management and supervisors or during training and meetings.
Cascade training by nominated trainers might be effective in training large numbers of employees
in site-wide procedures.
Competence assessment can be done by periodic testing through simple written work (multiple
choice) and more advanced methods using interactive testing by means of computers. It is felt
that observation rounds, inspections and audits by management, supervisors and safety staff are
also very important in assessing and monitoring compliance with safe working procedures.
Review of safe working procedures should be done periodically. Typically, a review period of about
one year is usual, but might depend on the likelihood of change in the procedures or the relevant
activities. Modification of equipment tools or tasks and incidents or injuries should always trigger
a review of procedures.
In routine operations involving contractors, company procedures should apply and be properly
communicated to the contractor. In case the contractors have their own procedures they
need approval of the company (generally the department that is commissioning the work).
In non-routine operations (e.g. construction and investment works) a safety plan containing
safe working procedures might be developed in close co-operation with the (main) contractor.

Accident/Incident Investigation and Reporting
The major goal of an accident and incident investigation should be the prevention of a
reoccurrence of the same or a similar event and not to identify someone to blame! It can also
be used to motivate those participating in the investigation, including shop-floor employees.
An accident rarely results from one single cause, but is the result of the coincidence of several
causes or factors. Accident investigations try to reveal and identify these factors.
The investigation process should involve two phases:
• Gathering of information on the site of the accident, establishing circumstances and the course
of events, interviewing the victim(s)and eyewitnesses. The first phase already might lead to control
actions, generally aimed at direct prevention of injuries (e.g. wearing helmets to prevent injuries
from falling objects).
• In the second phase, the accident factors are studied in a broader perspective to reveal
so-called ‘root factors’. These root factors give clues to why ‘things go wrong’ and are therefore
of fundamental importance. Inclusion of root factors leads not only to prevention of injuries
(head injuries) but also avoids the cause of the injury (falling objects).
The investigation might be completed by statistical analysis of groups of accidents to reveal

common factors. These analyses are very important in guiding the departmental management in
the selection and prioritising of corrective action. The increasing awareness of the importance of
root-cause analysis has led to a growing attention to near misses (events that might have led to
injury or damage/loss) investigation and reporting. The advantages are obvious:
• Although in near misses the injury did not occur, root factors have manifested
themselves and are ‘available for investigation.
• The occurrence of near misses is much higher than that of accidents involving
injury, which will lead to much more information on a shorter timescale
(so management action does not have to ‘wait’ for more accidents to get
a representative picture of root factors).
• A near miss did not lead to an injury, which means that some element in
the safety system worked well; investigation of these elements will provide
information that can be used to reinforce these parts of the system.
In setting up a near miss reporting system, one has to consider a number of fundamental
conditions:
• No-blame arrangements; most people see a near miss as a personal mistake and
are not eager to report their (as they see it) personal failures.
• Formalised investigation procedures and action planning on results of investigation
(near misses as serious as injuries).
• Feedback to the person that raised the issue (quite often the reporter is a member
of the investigation team).

Indeed, the no-blame arrangement is of high importance and, quite often, it can take some time
to get confidence among the workforce that the approach has changed. In addition, one should
be aware of the pitfall in setting targets on all injuries. One might do so for lost-time injuries, but
a well-working near miss reporting system will also reveal lots of small injury near miss incidents
and accidents (first aid box cases) that would not have been reported if a near miss reporting
system was absent (conflicting goals).
There is a real need to distribute accident investigation reports widely not only to those directly
involved, but also to other parts of the organisation which may face similar situations.
D| Contractors
The use of contractors in the steel industry varies between producers. Some companies
have relatively little contractor involvement while others utilise significant numbers.
They are used by some companies predominantly on

construction-type projects and on work that requires specific The thought that
expertise. In other organisations, they are working on a daily
health and safety
basis alongside the parent company’s own employees. There
is an ever-increasing trend of partnership relationships with responsibilities can
contractors where their personnel’s safety is an issue for be contracted out
all parties to address. along with other
aspects of a job
Whatever the local conditions, the approach to the requirement has
management of safety with contractors should be consistent.
been found in practice
The thought that health and safety responsibilities can
to be unworkable.
be contracted out along with other aspects of a job
requirement has been found in practice to be unworkable.
Legislation will often dictate the relative responsibilities of the steelmaker and his contractors.
However, more companies are now recognising that from a practicable point of view, as well
as from a moral one, it is more efficient to apply the same best practices in health and safety to
contractors as are applied to their own employees. Additionally this is reinforced by cultural
change and the impact on their own employees’ culture and motivation.

Example Toolkit: (Examples from)
Contractor Employee Health and
Safety Programme. Before the Contract
• Reduce number of approved companies.
Eight key principles for the management • Increase annual contracts.
of Contractor Employee Health and Safety • Appoint owners.
endorsed by the Chairman and Chief • Single site contracts for high risk
Executive in September 1995 and including activities.
a Toolkit of initiatives and ideas to support • Establish data base for contractor
the key principles. Offered to all Managing personnel.
Directors in order that they should produce • Training and competence records etc.
local plans for progressive year-on-year
improvement. During the Contract
• Method statements mandatory
Key principle and always commented upon.
1. Set objectives (Targets) for improvement. • Audit proforma.
2. Understand the relationship between • Cross audits.
company and contractor. • Pre-set questions.
3. Establish ownership. • Safety monitoring log books etc.
4. Check competence.
5. Provide resources. After the contract
6. Communicate. • Review.
7. Equal weighting. • Interview with contractor management.
8. Same treatment. • Annual company briefing.
• Review method statements use
and update.
Contractor Safety Policy Document
Companies need to develop a clear policy that establishes their approach to managing the health
and safety of contractors. Normally this is best set out formally in a document so that company
and contractor employees understand what is expected of them.
Contractor Selection
Contractor selection is a vital area in achieving the best results. Some of the key issues are:
• Only those contractors who can demonstrate good performance and organisation
in health and safety should be considered for use.
• The safety systems and record of a contractor should carry similar weight to
other performance factors when considering the choice of contractors.
• The number of contractors that are approved should be minimised and the same
contractors should be used for repetitive work and also for high-risk activities
e.g. scaffolding and roofing.

Communication
Contractor Committees should be established where key issues pertinent to all contractors can
be addressed. This forum can also allow contractors to raise issues that can have site-wide
implications. It is worth considering identifying a specific parent company employee for
individual core contractors who meets them on a regular basis to discuss their performance,
accident statistics, systems of safety and future safety initiatives.
Before commencing work, on-site pre-work briefings need to be completed that cover the scope
of work, work method, risk assessment and identification of key hazards. A comprehensive
‘authorisation to work’ permit needs to be completed before job initiation.
A critical aspect of communication is the management of interface between contractors on the

same site. In some situations, it is essential that a co-ordinator is appointed to ensure a complete
awareness of how the actions of one group affect the next.
Auditing
Auditing of contractors is a tool that is increasingly utilised in the steel industry. It is used to
monitor the systems for safety within a company by examining items such as the safety policy,
safety meeting arrangements and safety training. Auditing is also used to monitor on-site work in
terms of adherence to the safety method statements, site regulations and safety legislation. The
results of these audits can either be responded to immediately or used to develop improvement
plans, which can then be monitored on a regular basis and result in improved contractor
performance. An example of an engineering safety audit and explanatory notes for auditors is
shown in the Appendix. (Also, see Chapter 5. Section B., which refers to auditing in general).
Training
The training programmes required by contractors will vary, depending on contractor activity.
Core contractors who are regularly on site should receive a ‘Works Induction Course’, which
introduces the general hazards that occur site-wide. This should be followed by a ‘Departmental
Induction Course’, which should deal with specific safety issues relating to the place of work.
It may be worthwhile raising the contractor supervisors’ understanding of broader health and
safety issues by an appropriate external training course. It is essential that the same contractor
personnel are used for the duration of the activity. Alterations to personnel can result in
non-inducted individuals carrying out work in unfamiliar areas, thus raising the risk levels.

Safety Statistics
Contractors’ employees should be encouraged to utilise the medical facilities of the steel works
where possible or the same system as steel companies’ employees when medical facilities are not
available. It will also become clear which contractors have the higher levels of accidents and
this can be addressed by specific action plans.
E| New Investment
The safe operation of steel industry facilities results from a complex mix of factors, including
physical plant, management systems and individual behavioural aspects. It is important therefore
to incorporate safety considerations into plant expenditure decisions.
When building new or modifying existing facilities it is appropriate
The cost of retro
to ask the question “What level of health and safety performance is
fitting is normally
being built into these facilities?”
considerably more
expensive than In many instances in the past safety considerations have not been
incorporation in adequately considered in the facilities design and frequently the
original design view was that to consider specific design modifications would add
cost to the facility.
If this view arises, additional questions should be asked:
• How does this decision relate to the stated safety policy of the company?
• If safety aspects are ignored during design and construction, what level of retrofitting
and at what cost can be anticipated in the future?
• Does the proposed design allow the efficient ongoing operation of the facility in a
safe manner?
The requirements for safety in the design of new or modified facilities involve the expertise
of safety specialists and on-the-floor equipment operators as well as the more traditional plant
designers. Considerations could include ergonomic factors, lockout locations, escape routes,
line of sight aspects and relationship to other equipment to be installed.
Where facilities are being installed on a turnkey basis by an outside supplier who will not be
involved in the on-going operation of the facility concerned (from either a safety or cost efficiency
perspective), the need for such a pre-emptive safety review is heightened to ensure that operational
safety is not traded off for initial cost savings.

Some companies have found it useful to incorporate a standard section in the forms used for a
formal request for funds which must be completed to verify that safety aspects of the planned
expenditures have been consciously addressed.
The opportunity to “get it right the first time” is at its peak at the time of original design and
installation of buildings and equipment, whether constructing entirely new facilities or modifying
existing operations.
F | Health-Related Issues
As stated earlier in this document, this report does not address occupational health-related issues
and programmes in general. However, reference to some of the issues was felt to be appropriate
in this document. Reports on some of these issues have been prepared by IISI including “Noise”
and “Hazardous Substances”.
Need of a Policy for Substances Hazardous to Health
Many companies have defined a policy for the control of substances hazardous to health, which
is often based on legislation. Its aim is to minimise risk to health due to hazardous substances
exposure in workplaces. Key elements are: identification of the hazard and evaluation of the
risks, elimination, substitution and control of the substance.
Materials Safety Data Sheets
Suppliers of materials should provide and keep upgraded

material safety data sheets, describing hazardous aspects of Key elements are:
materials and remedial actions when problems occur. This identification of
information is generally transcribed into a standard format and
the hazard and
inputted to a mainframe computer system. Databases can be
consulted by health and safety departments and in operational evaluation of the
units. Paper-based information can also be available in risks, elimination,
workplaces. The health and safety departments should approve substitution and
products before purchasing. For certain substances, some control of the
compulsory health controls are added before allowing their use. substance.
The health department generally updates the database.
Risk Assessment for Substances Hazardous to Health
Different companies carry out risk assessment for hazardous

substances. In general, they are included in the audit process.

Treatment of Particular Substances
The following are a few examples of how exposure to potentially hazardous substances is treated.
The list is not exhaustive.
• Asbestos: In more and more countries, the use of asbestos is now forbidden. The
major problem with asbestos in steel plants now arises during the demolition or
modification of existing plants. Competent licensed contractors are normally
used to strip asbestos in these structures and stringent precautions apply.
• Lead: Exposure to lead dust or fume is a potential problem requiring control
and health surveillance in accordance with legislation, including exhaust ventilation,
personal protection and medical screening.
• Carbon Monoxide: Personal or static monitoring devices for measuring CO exposure
are used in production units where CO might occur. The most exposed areas are
coke ovens, blast furnaces and stack emissions. The use of breathing apparatus and
alarm devices is widespread. Some companies are carrying out health surveillance
through regular medical examinations for exposed workers.
• Policyclic Aromatic Hydrocarbons: The potential risk areas include blast furnaces,
coke ovens and by-product plants. Some companies carry out environmental
monitoring in all production units where PAHs might occur. Health surveillance
is carried out in accordance with legislation.
Arrangements for Monitoring Employees’ Exposure to Hazardous Substances
Companies are carrying out exposure monitoring depending on substances and law requirements
or upon request. This monitoring is done either by the environment department of by the
health and safety department. The frequency will depend on risk and exposure potential. Typical
monitoring is by air sampling and by blood or urine sampling.
Arrangements for Health Surveillance in Case of Exposure
If risk assessment indicates an exposure to a hazardous substance or upon request by management,

the occupational health department may carry out special health surveillance. The medical check
is related to the degree of exposure and its nature. Typical examinations are: blood sampling,
x-rays, physical examination, urine analysis and biological monitoring questionnaires. The
outcome of these surveillances is used for medical treatment and to recommend preventive
measures in workplaces, including the use of personal protective equipment.

Some Other Health-Related Issues
• The need for risk assessment is emphasised.

• Noise: The health effects of noise are a very important issue. Extensive hearing
conservation programmes, policy and procedure documents and best practice
keynotes are the more elaborate solutions. An ‘individual approach’ seems an
effective way to increase the motivation for the regular use of ear protection.
• Manual handling is another major issue. Elimination is the main solution for heavy
work: by robots, mechanically assisted equipment, lighter substitution material or
other technologies. Training by experts is often used to manage the remaining risks.
• Repetitive work and vibrations are considered a serious source of work-related health
problems. Ergonomic or organisational improvements are researched. Rotation may
be useful to limit the duration of exposure and to make the work more interesting.
• The influence of psychological and social factors on health is often underestimated.
• Ergonomic problems are receiving increasing interest.
Health Monitoring
Risk-oriented testing for secondary prevention and for evaluation of the exposure is made by many
companies: audiometry for deafness, muconic acid for benzene, hydroxypyrene for PAH (policyclic
aromatic hydrocarbons), etc. The frequency of these tests varies in function of unknown criteria.
Otherwise, a large variety of health monitoring is observed. These differences are mainly due to
the country regulations. An annual medical examination may be compulsory for every employee,
with an aptitude evaluation objective. Or such an examination is made for the persons who
(a) drive engines, (b) are exposed to a risk of professional illness, (c) are less than 21 years old,
(d) are handicapped and (e) handle food.
Health promotion is an objective taken into account in some companies, with concerns for
smoking, alcohol or ischemic heart disease. Elsewhere, no medical examination is, or no longer
is, performed. In many cases, the effectiveness of these health promotion activities seems to
remain unknown or difficult to measure.
Rehabilitation Programmes
Most of the companies have rehabilitation programmes. In some cases, rehabilitation is

implemented by professionals based in the central safety department, regardless if the injury/illness
is work-related or not. In other cases, rehabilitation is mainly offered by the social security system.
Problem-oriented programmes concern injured workers, long-term disability, drugs and alcohol
addiction, low-back pain etc. Most of these programmes are generally implemented by a
physiotherapist and overseen by the medical department. Some countries passed new laws that
place more emphasis on the rehabilitation responsibility of the employer and of the employee.

Drug and Alcohol Abuse
Introduction
Many companies feel the need to have a clear policy document which outlines the approach
to drug and alcohol abuse for the following reasons:
• To ensure a safe working environment for all employees, visitors and contractors.
• Because drug and alcohol problems are more common than is believed.
• Company needs a clear model how to deal with the people who have drug and
alcohol problems and how to help people who have a problem to solve it.
• To make sure that all the people working on steel plants are dealt with in the
same way.
• To train and inform all managers, superiors, safety representatives and safety experts.
• To notice and handle abuse problems.
• To enable that drug and alcohol problems be managed in a proactive manner.
• Employers have also a moral responsibility for the outside world in reducing drug
and alcohol abuse.
Legislation
Differences in local legislation have to be taken account when writing the policy. The main
areas to consider carefully are as follows:
• What kind of tests are allowed to be carried out?

- blood, urine, breath, etc.
• When are the tests carried out?
- when employing new people, on suspicion, after accidents, after work absence etc.
• Who is allowed to carried out the tests?
- company’s health centre, outside health centre.
• How confidential are the treatment and rehabilitation programmes for individuals?
• Is the treatments programme voluntary or not?
• What is the role of the company’s own medical and nursing staff?
• What are the roles of company’s safety committee and safety representatives?
• What is the role of the trade union and authorities?
Additional Remarks
It is important that the rules made for the company’s own personnel should be the same
for all subcontractors.
It may be important also to have some statistical information on drug and alcohol problems
(number of different tests, treatments, rehabilitation, dismissed people etc.).
(See Appendix for examples of policies).

Appendix
Alcohol and Other Drugs in the Workplace
Policy Intent Policy
This policy is to ensure that : whilst at work, The company will:
all employees, visitors and contractors are • Reduce alcohol and drug problems in
provided with a safe working environment the workplace through good personnel
free from risk of injury due to the management, employment practices,
consumption, possession or use of arrangement of work and consultation.
alcohol and/or drugs in the workplace. • Prohibit the availability of alcohol or illegal
The aim of the policy is to enable drug and drugs and control the use of legal drugs
alcohol issues to be treated in a pro-active in the workplace.
manner, in an effort to eliminate injury or • Reduce alcohol and drug problems in the
illness related to drugs and alcohol. workplace through information, education
and training programmes, relating both
Where it is identified that an employee has to safety concerns and health promotion.
attended the workplace in a condition that • Identity and assess workers who have
renders them unfit for their normal duties alcohol or drug problems.
due to the consumption of alcohol and/or • Provide confidential counselling, treatment
other drugs they will be managed in and rehabilitation for individuals with
accordance with laid down procedures. alcohol or drug problems.
• Take appropriate disciplinary action where
rules related to alcohol and other drugs
are breached.
Signed: Group General Manager

Appendix
Policy for Alcohol, Drugs and Anabolic Steroids
Action Programme How to proceed/What do you do?
The manager’s responsibility Alcohol addiction

As a manager, you are formally responsible If a fellow worker is under the influence of
for problems at work being solved. If you alcohol at work, it is you as a manager or
suspect that any of your fellow workers have the person in charge who is responsible for
problems related to alcohol, drugs or anabolic transport home. This applies irrespective of
steroids, you are the one who must do whether the activities in production and
something. The first step is to talk to your administration have to be stopped. Inform
fellow worker. The starting point for the talk a trade union representative.
are the facts which you have documented,
e.g. short-time absence, changed If the fellow worker denies being under the
performance at work, etc. influence of alcohol, the sobriety could be
proved by an alcohol test done by e.g. the
Your role is not to make a diagnosis, but Security Service Dept. (the guard). If the
to start from the behaviour you have seen. fellow worker does not agree to an alcohol
Show respect for your fellow worker but also test being carried out, the evaluation of the
firmness and insist on a change of behaviour. manager applies and the person concerned
is sent home.
The fellow worker’s responsibility
It is most often amongst the fellow workers The manager schedules the talk for as soon
that someone is discovered to have problems as possible. The aim of the talk: to inform
with alcohol, drugs or anabolic steroids. the person concerned of the gravity of
Show that you see, dare to care. Your the situation (regulations), point out the
responsibility as a fellow human being is consequences of a repetition and provide
to dare to take actions. (Thereby you information on aid available for the
could prevent the addiction from person concerned.
developing further.)
When the addiction has been confirmed,
The addict’s responsibility an action programme is set up. The purpose
The addict should be responsible for of the action programme is to help the
his/her own recovery and must follow employee to stop his/her addiction and keep
the agreements made. his/her employment. The action programme
is prepared by the manager, the person
concerned, the personnel manager’s assistant
and the trade union representative. A
personnel advisor and the company health
service will take part in the rehabilitation.

Should the addict not agree to this The Company Health Services will inform the
programme or interrupts it, it could mean manager of the analysis results. The fellow
that notice of termination of employment worker will be suspended from work until
is served. the analysis is finished. The manager will
inform a trade union representative.
Dealing and smuggling alcohol at work is
reported to the Security Service, which will be In case of a positive specimen, the fellow
responsible for notifying police authorities. worker will be suspended from work
until three negative specimens have been
Drug and Anabolic Steroid Addiction obtained. When addiction is confirmed, an
action programme is set up. The purpose
The manager will contact the Company of the action programme is to help the
Health Service for an analysis of a urine employee stop his/her addiction and keep
specimen if he suspects a non-medical his/her employment. The action programme
use of drugs and anabolic steroids. is prepared by the manager, the person
concerned, the personnel manager’s assistant
The manager or the person in charge of the and a trade union representative. A personnel
personnel will be responsible for ensuring advisor and the Company Health Services
that a drug test is carried out when an take part in the rehabilitation.
accident/near accident occurs. The test will be
taken as soon as possible after the incident. Should the addict not agree to this
programme or interrupts it, it could mean
The manager will make sure that the person that notice of termination of employment
concerned is accompanied by someone when is served.
a specimen is taken. During office hours
specimens will be taken at the Company Dealing or smuggling drugs and anabolic
Health Services, at other times specimens steroids at work will be reported to the
are taken at the Main Gate. Security Services, which are responsible
for notifying the police authorities.

Annex A: Pitfalls and Remedies
Pitfalls and Remedies with

Culture Change Programmes:
Culture change programmes are notoriously difficult to implement. The following list of
pitfalls and suggested remedies is a synopsis from the excellent book on the subject by
David Drennan*. It should go a long way towards anticipating and managing some
of those potential problems:
1| Pitfall Looking for quick fixes.

Remedy Realise that there is no magic wand. A campaign may solve a particular problem,
or a training programme may create an awareness, but neither will change the
culture of the organisation. Do not expect overnight success; have patience –
changing the culture of an organisation is directly proportional to its size. In most
steel companies, this will take anything from three to ten years, so design and
plan the programme accordingly.
2| Pitfall Setting too many goals.

Remedy Realise that you cannot put everything right at once. You cannot cover all the
bases; the purpose of the programme is not to look good on paper but to
change behaviour. Focus on one key goal with no more than three or four
specific objectives and formulate these very carefully.
3| Pitfall Setting objectives that are not actionable by employees.

Remedy Ensure that the objectives of the programme are verbalised in such a way that
employees can understand and contribute towards their achievement. Find ways
to ensure that all employees understand and support the objectives. This will enable
them to do something active towards achievement of the objectives every day that
they are at work. The definition of a team is a group of people with a common
objective; without that shared objective employees cannot contribute
as a team.

4| Pitfall Inconsistency
Remedy Do not keep moving the goal posts! Beware of losing patience and changing
the game plan. Beware of flavour-of-the-month fads. Employees will not commit
themselves to an initiative if they have the expectation that it will be replaced or
not be important anymore in a few months time. When planning the programme
and you cannot see yourself staying with a particular issue for a least three years
hence, do not include it in the programme. Employees will become supporters
only when management demonstrates constancy of purpose.
5| Pitfall Lack of top management commitment.

Remedy Find ways in which all managers in the organisation can demonstrate their
enthusiasm for the programme. Use every opportunity to let managers at all
levels talk about the programme. Managers must demonstrate that they are not
discouraged by the inevitable problems, lack of progress, or setbacks; they must
stick with it through thick and thin.
6| Pitfall No follow-up.
Remedy Follow up religiously. What convinces employees that something is really important
to the company is that managers at all levels are seen to be devoting time, money
and effort on something.
7| Pitfall Expecting instant results.

Remedy Managers are notoriously impatient, especially those from an engineering
background. Their training and education have taught them that problems are
solved by good design and practical implementation. This may be true of solving
an engineering problem, but it does not hold true for a culture change programme.
Write long-term goals that are specific and measurable. Agree on milestone targets
along the way and plan to accommodate more urgent short-term needs in the
organisation. Above all be patient.
8| Pitfall Conflicting management priorities.

Remedy Realise that priorities change from day to day and that no single thing in the life of
an organisation is the most important thing all the time. Plan accordingly. It will be
hard to generate enthusiasm for the programme; do not kill it once you have it. If
the company declares something to be the highest priority, it must be seen to be
treating it that way, especially in the beginning.

9| Pitfall Inconsistent management action.
Remedy Be careful that other changes within the organisation do not contradict your
objectives or alienate the very people you need to have on your side. For example:
a culture change programme and a downsizing/cost-cutting programme simply
cannot be run in any organisation at the same time. Finalise the latter before
embarking on the former.
10| Pitfall Delegating too far.

Remedy Often with the best of intentions senior management will establish a new full-time
position to raise the profile of the new initiative, thereby demonstrating their degree
of seriousness. There is nothing wrong with this. However, in many cases this
becomes a way for top management to get rid of the problem and to be relieved of
feelings of guilt on the subject so that they can get back to doing what they have
always done, that is, the really important things. If things do not go particularly well,
they can always blame the programme manager for the lack of progress. To avoid
this disastrous scenario, the commitment has to start and remain at the top of the
organisation. Find ways and means of obtaining and sustaining this.
11| Pitfall Lack of top-level power.

Remedy Ensure that the top management team is the champion of the change programme
and that progress (or the lack thereof) is reported to them honestly and objectively.
12| Pitfall Middle management resistance.

Remedy Middle managers can frustrate or dilute even the most powerful initiatives. Show
them what is in it for them and how they can succeed in the new scheme of things.
Demonstrate their role clearly and how they can contribute. Establish a sense of
ownership by getting them to draw up specific actions, which they can take to
advance the programme. Involve them in project groups where they can get the
opportunity to propose policies and actions.
13| Pitfall Employee resistance

Remedy Identify and remove employee fears. Start simple, with those who are willing;
early success is vital to remove doubts about the efficacy of the programme.
Use colleagues to persuade others. Publish successes, celebrate heroes.
Train, encourage and reward.

14| Pitfall Lack of structure shift.
Remedy Change the organisation and reporting relationships. Change procedures, forms,
documentation, measures and rewards to reflect the new way of doing things.
15| Pitfall Training problems.

Remedy Do not overly economise on training; treat it not as a cost but as an investment.
Plan properly and do the training systematically, area by area, including everyone,
especially the managers. Build in follow up events and retraining.
16| Pitfall Size.

Remedy Realise that the bigger the organisation, the harder it is to change its culture.
Start with a pilot area, preferably with someone who is already enthusiastic. Set
challenges and transfer ownership. Follow up diligently by reviewing progress
regularly with decision-makers. Use a new common language or system, create
buzzwords for the programme and get everyone to use them. Measure and
publish results. Create successive waves of activity and add excitement with every
re-launch. Above all, communicate; keep the issue in the public eye at all times.
17| Pitfall Lack of persistence.

Remedy Do not embrace every new idea that comes along. Do not be tempted by fads
that will make you look up-to-date and ‘with-it’. If you must, integrate it into the
programme but do not let it redirect the whole initiative. Realise that there will
always be obstacles, prophets of doom, nitpickers and those who are simply not
interested. Believe in the programme and stick with it. Temper early expectations,
under-claim and over-deliver. Build on successes.
* Drennan, David: “Transforming Company Culture”;

McGraw Hill 1992;
ISBN 0077076605

Annex B: Practical Tools and Techniques
A large number of tools and techniques are available and are being used by the member
companies of IISI to give practical effect to initiatives described in this report. A brief
description of each follows. Not all are appropriate to every operation but they represent
a useful list of ideas, some of which will be new and of value to you.
1| Observations (Environment/Behaviour)
Description
• Accurate watching and noting of work practices and conditions.
• Assessment of the cause and effect of employee work practices,
competency and workplace conditions.
• Provide immediate one-on-one coaching and feedback to employees
regarding results.
Purpose
• Identify critical behaviours that can lead to incidents.
• Reinforce safe behaviour of employees.
• Correct at-risk behaviour of employees.
• Assess competency of employees and effectiveness of training programmes.
Criteria
• Determine the most critical risk areas in the plant obtained from incident
and near miss data.
• Determine number of observers, e.g. all supervisors.
• Train and declare observers competent.
• Draft checklist for specific task-related activities that will help the observer
to identify positive and negative safety critical behaviours of an employee.
• Draw up an observation programme.
• Give feedback to the employees involved as well as management.
• Update safe work procedures. Draw up preventative measures in team context.
• Keep detailed records of “who was observed, when, while performing which
task, the feedback given etc.”.
• Draft retraining programmes
• Implement and reassess.
• Various techniques can be used e.g.:
Spot-check cards.
Contractor practice cards.
Safety representatives observation checks.
Top management patrols.
Computerised question sets.

Example
A Sinter Plant Behavioural Project
A behavioural approach to health and safety is being trialed in the Sinter Plant. The
approach uses the services of an Applied Behavioural Unit in its implementation.
The process is managed by a series of campaigns with each campaign lasting a total of
25 weeks. As the end of the campaign draws to a close, new observers are trained and
the inventory of safety critical behaviour is prepared again (some behaviours may remain,
some may change) and the cycle starts again.
The approach is centred on the work groups who carry out the observations, arrange
improvements and own the process. Management’s role is the facilitation of the process
through training and support coupled with consideration of the funding issues that stem
from the observations.
Co-ordinators and champions have been trained, the first safety critical inventory has been
established and volunteer observers have been trained. The programme calls for observations
over a 25-week campaign, followed by project reviews. Progress is monitored.
Behaviour Exercise
Following significant and continued improvements over a lengthy period of time a worsening
trend became apparent and seemed to point to Health and Safety representatives with
insufficient shift team commitment and involvement.
Focus groups addressed this seeking greater empowerment on shift. A behavioural study
looking at adherence to use of Personal Protective Equipment against a group agreed standard
has proved useful in the overall drive for improvement. A 35% reduction in all injuries and a
72% reduction in LTA has resulted in one year.

2| Feedback
Description
The process of keeping all employees (management and workers) informed. It can also be
referred to as ‘closing the loop’ and is one of the most critical aspects of communication.
Purpose
• Give the correct information on time and on a regular basis.
• Report achievements, problems and opportunities.
• Prevent transgressions of the law, injuries and damage to
equipment effectively through proactive actions.
Criteria
Create channels for feedback communication, e.g.:
• Safety newsletters.
• Posters.
• Flyers.
• Radio.
• Electronic information boards.
• Meetings.
• Industrial theatre.
• Informal one-on-one communication (a relationship of
trust between employees and management).
• Suggestion boxes.
Contents of feedback includes:

• Tracking progress.
• Lessons learned.
• Safety performance.
• Experience.
• Statistical analyses.
• Trend determination.

3| Checklists
Description
List for reference and verification. Can be used for:

Auditing.
Inspection.
Observation.
Verifying standards.
Purpose
• Monitoring, evaluation and analysis.
• Ensure that all critical issues for auditing, inspection, observation,
etc. are being adhered to.
• Ensure a complete follow-up of rectifying steps.
• Ensure alignment with legal requirements.
Criteria
• Determine where checklists are needed.
• Compile lists in accordance with the objective of the list, e.g. audit lists,
observation lists etc.
• Update lists to keep up with changes in the circumstances and environment.
• Give feedback to the employees or management involved or responsible person
for rectifying problems identified. Positive feedback should also be given.
4| Toolbox Meetings
Description
A formal or informal gathering of employees doing the same work or working in the
same area and being addressed by their supervisor discussing a work and safety-related
topic, e.g. the safe handling of a certain tool. No minutes need to be written but
follow-up should be done.

Purpose
• Train employees about safe work procedures.
• Refresh the memories of employees on work procedures and safe
handling of tools.
• Give comments in an informal way regarding rectifying steps obtained
from behaviour observation data.
• Create an atmosphere of participation in discussions.
Criteria
• Schedule formal meetings or fit in unscheduled informal meetings
on a regular basis.
• Make up a book/file with written talks for use by supervisors.
• Supervisors ensure that all employees attend these talks and have
a good understanding of the topic.
Example
Pre-job Meeting
When workers face a job which is dangerous or has no job safety guide sheet, they stop
work and the job leader holds a small safety meeting with them. The safety procedure
is confirmed at this meeting.
Even though some jobs have safety guide sheets, a meeting is held when the job leader
feels that confirming danger points and their countermeasures is necessary.
5| Attitude Surveys
Description
To take a general view of, or form a general idea of, the attitude and opinion of employees
regarding safety. At the very least, a survey indicates interest in the perceptions of employees.

Purpose
• Systematically analyse and logically relate internal behaviour to internal
circumstances.
• Determine attitude, mind-set and approach to health and safety matters.
• Determine the shift in attitude, mind-set and approach over a period of time.
• Determine if strategic decisions yield positive results.
Results of one survey are often not worth anything without a follow-up after a period of
time to determine the shift in attitudes.
Criteria
• Determine the method to be used for the survey, e.g. questionnaires,
anonymous response by means of push buttons.
• Run an information campaign to inform and assure the target group that
there will be no negative consequences.
• Draft and implement the survey programme.
• Use information to produce a credible report.
• Draft and implement a programme to address deviations in behaviour
and attitudes.
• Carry out a second survey (using the same standards and criteria as the first)
after a period of time to determine the actual shift in behaviour.
• Give feedback to all involved and do follow-ups.

Example Questionnaire Strongly Strongly
Disagree Disagree Not Sure Agree Agree
1| When I report on an unsafe condition that I am

unable to correct myself, it gets taken care of
within a time period that I consider reasonable.
2| Employees in my work group know all the

hazards of their jobs.
3| Employees are kept up-to-date about actions

that are being taken to improve safety in
the department.
4| When employees I work with see an unsafe

condition, they take immediate action to fix
the situation themselves.
5| Management strives for continuous improvement

in our safety performance.
6| All employees in the department know the

safe work practices to follow for the jobs
they are assigned.
7| Employees in this department are expected to

work safely at all times.
8| There is a climate in this department which

encourages employees to have safe attitudes
and follow safe work practices.
9| When a manager realises that a dangerous

situation exists, attempts are made
immediately to put it under control.
10| Safety is a part of all job training in

this department.
11| Working safely is a high priority in

this department.
12| In our work group, we never take

risks to get a job done.
13| When supervisors see an employee working

in an unsafe manner, they immediately take
action to correct the employee.

Strongly Strongly
Disagree Disagree Not Sure Agree Agree
14| The safety information and training that

we receive is presented in a manner
that motivates us to work safely.
15| Employees that repeatedly commit unsafe

acts or do not wear personal protective
equipment are promptly disciplined.
16| When an employee in this department

sees another co-worker working in an
unsafe manner, they immediately take
action to correct the employee.
17| Supervisors conduct routine observations

to ensure that employees follow safe
work practices.
18| The training we receive on the use

of personal protective equipment
such as respirators, eye, face and
hand protection, motivates us to
use our personal protective equipment
as required.
19| Employees are commended on the

spot for working safely.
20| Personal protective equipment is

worn by all employees on jobs
where required.
21| Management wants every employee

to work for a good safety programme.
22| Employees receive training that helps

them work together as a team to
improve the safety performance
of the department.
23| Employees in this department are

encouraged to be involved in the
safety programmes.
24| Employees in this department are

proud of their safety performance.
Thank you for your participation in this survey.

6| Safety Day/Week
Description
A specific day or week on the company calendar set aside to be dedicated by all to safety
matters and for activities such as site visits by senior management, exhibitions of personal
protective equipment, simulation of incidents etc.
Purpose
• Get total involvement of all employees (from top management to
shop floor level).
• Give management the opportunity to ‘walk the talk’.
• Focus on safety in such a way as to stimulate the idea of co-responsibility.
• Give employees the opportunity to participate and establish ownership.
• Achieve voluntary co-operation.
• Create community involvement e.g. the families of employees.
Criteria
• Budget generously to ensure a successful campaign.
• Plan the safety day/week to fit in with the seasons.
• Get as much involvement as possible from all stakeholders, e.g.:
Employees.
Trade unions.
Suppliers.
Contractors.
Local community.
Schools.
Health and safety inspectors.
Management.

• The programme of activities can include:
Simulation of incidents.
Industrial theatre.
‘Client day’ to inform them about your safety focus.
Colour-in competitions for children of employees.
Safety quiz.
Exhibition of personal protective equipment.
Safety ‘fancy dress’ competition.
Competition for writing your own safety slogan.
Get public figures to convey safety messages.
Give recognition to employees and sections with.
Outstanding safety performances.
• Broadcast/market the campaign.
• Monitor, evaluate and analyse the success of the campaign.
Example
Use of posters by employees’ children arising from a family day at the site.
7| Awards/Rewards/Recognition
Description
Payment, penalty or prize awarded through a formal system. When a plant/workplace

achieves an excellent safety performance (zero accident days, injury-free hours) or an
employee takes actions or makes suggestions to prevent incidents, management
acknowledges their input by means of rewards.
Purpose
• Rewarding the results of employees’ efforts makes their dedication
to safety activities stronger.
• Stimulate interest, share best practices, reach a wider audience
and encourage ownership.
• Focus on team motivation.
• Highlight positive safety results.

Criteria
• Not a paper-driven exercise, rather to give personal recognition
to employees.
• Teams/plants should set their own stretch targets.
• It must contribute to improvement on previous performances.
• Concrete rewards should be given for achievements.
• There should be a uniform way of reward throughout the company.
• The recognition system should be designed in such a way as to
prevent the hiding of injuries.
• Regular feedback on achievements should be given.
• Focus on the positive aspects regarding safety.
8| Competitions
Description
To compete to determine the best. People are inherently competitive and want to
exploit the positive.
Purpose
• Stimulate interest, share best practices, reach wider audiences, advertise
progress, encourage ownership and improve participation.
• Enable to reward best safety practices.
Criteria
• Participation should be voluntary.
• The rules to participate in the competition must be accepted
by all concerned.
• The system should be simple to administrate.
• Should be driven by line management.
• The system should be designed in such a way as to prevent
the hiding of injuries.
• It must contribute to improve on previous performances.
• On time feedback should be given.

Example
Competitions are variously used to stimulate interest; share best practice; reach a wider
audience; advertise progress; encourage ownership.
i Company annual competition for endeavour and initiative in Health and Safety.
Entries should demonstrate teamwork, and are judged by a joint senior
management and senior Trade Union panel. Winning entry awarded trophy,
and donation to a charity of £2,000.00. A runner up prize and commendations
are awarded and presentations are made by senior directors. Entries are shared
around the company as best practice.
ii Chairman and Chief Executive annual competition for endeavour and initiative
amongst contractor employees, working on company sites. Entries are judged by
the company and include audits of contractor operations. Similar trophy and prize
arrangements as above.
iii Business annual awards for team entries for competitions. Frequently the
winning entry will proceed to the Company competition. Prizes are small and
of a token nature.
iv Performance related donations to charity are popular whereby a manager
agrees a sum of money at the beginning of the year for zero lost time accidents.
The amount is eroded if accidents arise and the finished sum presented to a
charity of the team’s choice.
v Good housekeeping competitions.
vi Quiz and other puzzles with safety themes.
vii Most improved accident rate.
viii Prize for 100th near miss reported when number reported not published.

9| Small Group Activities
Description
A group of employees with different occupations, working in the same plant (process)
in order to solve safety problems and make suggestions in order to improve conditions,
e.g. the safeguarding of machines.
Purpose
• Create a forum for employees to participate.
• Create a forum for employees to generate solutions to problems.
• Create a sense of co-operation and ownership amongst employees
for their tools, machines and workplace.
• Enable management to give recognition.
• Get the ‘one million dollar’ suggestion from the group.
• Encourage self-development that leads to specialised knowledge
and skills.
Criteria
• All employees should have the opportunity to participate.
• Problems that need to be solved should be within the group’s
area of responsibility and within their authority.
• The number of members should not exceed 10 persons.
• The group’s field of experience should be cross-functional.
• Develop and define codes of practice.
Example
Small group meetings
The plant manager has an annual series of small group meetings for one hour; the members
of each meeting are the plant manager and less than ten workers. The workers are the
main speakers. Workers talk about their complaints and opinions about working conditions
and the workplace; the plant manager makes notes of the essential problems in the plant
and improves them as much as possible. The meetings are repeated yearly to observe the
change in workers’ spirit for working safely.

10| Shift Handover Briefings
Description
A forum for communication from one shift to another.
Purpose
• Ensure that relevant information regarding production, maintenance
and safety is conveyed.
• Co-ordinate production, maintenance and safety efforts.
Criteria
• Determine a specific time e.g. 30 minutes before regular work hours for
superintendents to exchange details on job status, facility malfunction,
managerial orders and incident reports (handover book).
• Determine a place and time e.g. superintendent’s office, 15 minutes
before regular work hours to inform relevant details to shift members.
• Standing topics should be:
The discussion of risks involved in jobs to be done.
The execution of critical inspections to identify
hazardous situations.
Post-mortem on incidents that occurred.
• Ask questions to obtain information and listen to arguments
or evidence.
11| Presentation by Injured Person
Description
A method of conveying a safety message.
Purpose
• Share incident experience and give ideas to prevent recurrence
e.g. lessons to be learned.
• Align the hearts and minds of workers and create involvement.
• Prevent transgressions of the law, injuries and damage to equipment.

Criteria
• There should be a no-blame atmosphere.
• Determine the most suitable time and place for the presentation.
• Reconstruct the incident by using video facilities, photographs and posters.
• Focus on:
Conditions present at the time of the incident.
Prescribed safe work practices.
Malpractice/malfunctions.
Consequences regarding physical injuries, equipment
damage and production losses.
Suggestions to prevent recurrence.
Discussions.
Asking questions to obtain information.
Presenting constructive comments.
12| Pockets of Excellence
Description
A specific group/team/individual that performs better than others under the same
working conditions.
Purpose
• Exploit pockets of excellence in order to achieve the safety vision and
mission of the company.
• Encourage self-development that can lead to specialised knowledge
and skills as shown by results.
Criteria
• Identify pockets of excellence by comparing safety data.
• Get best practices e.g. systems and procedures that are effective,
functional and aligned with legal requirements.
• Inform/train other groups/teams/individuals to achieve the same standard.
• Carry out continuous evaluation and provide feedback.

Example
We are committed to the safety and health of our employees. We must judge our actions
and results by the best the industry has to offer. We promote this concept with the ESP Best
Practice Award. ESP is an acronym for Employee Safety Process. ESP is based on an actively
caring philosophy through which all employees can work together to establish a safer
workplace and a safer community. It is a family approach - i.e. you can think of your fellow
employees as members of a family and treat them accordingly.
• You respect other members of your family.

• You reward their good deeds and gently correct their mistakes.
• You all celebrate your successes together.
Our Employee Safety Process (ESP) carries these same ideas into the workplace to encourage
and reward safe behaviours and correct at-risk behaviours or conditions. This family focus is
carried throughout the organisation to all employees at all locations.
ESP provides a framework for positive change that is defined, created and accomplished by
the very employees who benefit from a safe working environment. It is an interactive process
of defining workplace safety goals, conducting observations, providing intervention and
coaching feedback, then testing to ensure positive results.
The ESP Best Practice Award recognises and honours those facilities, teams and individuals
that have made significant contributions towards achieving the company vision to have the
best safety and health performance in industry.
The selection criteria for an ESP Best Practice Award include:
• Achieving safety and health excellence in the use of any of the works ESP tools
e.g. housekeeping, personal protective equipment, safety-training etc.
• Evidence of effective joint management of safety and health as an
ongoing process.
• A work environment that fosters union/management participation
and employee involvement.
The ESP Best Practice Award sets the leadership standard of excellence and models the way
to achieve our vision to be the premier steel company. The Corporate Safety, Health and
Environmental Council will review and approve award selections. The President and
Chief Operating Officer recognise winners at an awards ceremony.

Information about the award and what the award recipients did to receive the award are
publicised throughout the Corporation. Other facilities are encouraged to send representatives
to the site to obtain additional information needed to implement similar practices at their
facilities. Examples of awards are:
• Housekeeping at a cold mill and galvanizing operation.

• Achieving a shared vision among all employees to be the best
in safety at a coke oven operation.
A “brother’s keeper” recognition process set up by a joint union and management committee
whereby individuals are nominated for an award by co-workers for their significant contribution
to workplace and community safety.
13| Safety Talks
Description
A communication forum where a safety consultant/specialist sensitise employees.
Purpose
• Remind/stimulate employees on a continuous basis regarding their own safekeeping.
• Ensure that the statutory obligations of managers and employees are
identified, communicated and complied with.
• Maintain continuity of the safety programme.
• Increase employees’ level of motivation.
Criteria
• Presenter should be able to influence people with his/her presentation.
• Contents of the presentation must be fit for the purposes e.g. evaluate
target group.
• Venue and time of presentation is of utmost importance.
• Message should be short and powerful.
• Evaluate places of work, processes and performance.
• Make use of visual aids e.g. transparencies, photographs and physical examples.
• Offer professional advice.
• Stay abreast of the latest information in specialised fields.

14| Intranet
Description
An internal forum for communication via computer.
Purpose
• Broaden the channels for communication.
• Speed up communication with reference to feedback
• Provide a one stop information system e.g.:
Applicable legislation.
Work standards.
Training manuals.
Statistics.
Outcome of incident investigations (lessons to be learned etc.).
Criteria
• Create a website.
• Manage information to ensure quality and to add value in achieving
the vision and mission.
15| Industrial Theatre
Description
A forum for communication by means of theatre (role-play) in an industrial environment

with a specific message e.g. safety is your own responsibility.
Purpose
• Visually communicate in a common language with employees on shop-floor level.
• Enable employees to identify with the message conveyed.

Criteria
• Budget generously.
• Make use of professional actors.
• Ensure that the message that needs to be conveyed addresses the set objectives.
• Address the following logistics:
Date and times.
Venue.
Number of employees to attend.
Refreshments.
Transportation.
Sound, lighting, etc.
• Launch an advertising campaign e.g. posters, flyers, newsletters, radio etc.
• Use repetition of scenes and characters to convey the message even further e.g.:
Training courses.
Posters.
Competitions.
Safety chats.
Safety quiz etc.
• Monitor, evaluate and analyse the success of the theatre.
• Introduce a follow-up theatre.
16| Patrol by Top Management
Description
Top managers try to spend as much time as possible walking about through their area
of responsibility e.g. audits, inspections, talking to the employees etc.
Top management consists of:

• Top management of the works.
• The managers from head office.
• The company’s CEO, president, vice president, and Board members.
Purpose
• Show the employees that top management cares for the wellbeing
of its workers.

• Keep top management in touch with the reality of workshop/plant
conditions as well as the attitude of its workforce.
• Create mutual respect between managers and workers.
• Encourage the workers to arrange their workplace as such, to receive
the patrol in a perfect condition.
Criteria
• Plant visit by top management must be planned and known to all
the workers concerned.
• Safety plant visits must focus on the purpose and not on the maintenance
or production aspect.
• Offer guidance and advice on strategic and tactical levels.
• Understand employees’ personal needs and motives (empathy).
• Feedback regarding the findings or perceptions by top management must
be given to the workers as soon as possible by applying the feedback,
awards/rewards principles.
Example
Patrol by top management of the works
All top management of the works patrol the plants once a month on the settled safety day;
they present the result of the patrol in the subsequent central safety and health committee
of the works, organized by the works’ top management, department general managers,
plant managers and the representatives of labour unions and subcontractors.
Patrol by top management in head office

President visits some plants of each works once year. He conducts a meeting after his
safety patrol, giving a speech of his impression of the visited plants and his safety policy.
The audience is comprised of works’ top management down to the level of supervisors,
including the representatives of labour unions and subcontractors. His speech is also printed
and distributed to all sections and plants in the works.
The Board member responsible for safety and health visits a few plants of each works twice
a year, after which he has a meeting with the works’ top management and all managers
where he talks about his impression of his patrol and exchanges opinions about safety.

17| Coach/Coaching
Description
An informal way of one-on-one, on the job guidance.
Purpose
• Rectify unsafe actions by demonstration of the correct,
safe actions/procedures.
• Enhance competency.
• Minimise incidents.
Criteria
• Give on the job (immediate) feedback.
• The coach must be a specialist and not a training/safety officer.
• Coaches should be appointed.
• Guidance and advice are needs-driven.
• Guidance and advice are in line with safety manuals.
• Understand other people’s personal needs and motives.
• Predict the risk incurred by a specific action.
• Coaching is not a paper-driven exercise.
• Monitor, evaluate and analyse implemented actions.
Note: coaches act like team leaders (not supervisors)
18| Performance Display
Description
A visual method of communication and feedback.
Purpose
• Brag about results achieved and highlight the positive.
• Build the company image.
• Influence people (employees and visitors).
• Motivate employees to set challenging targets.

Criteria
• Updated information should be displayed.
• Facilities and aids are used effectively, efficiently and comply
with standards.
• The display should be visually acceptable and eye-catching.
• The information must tell a story (make sense).
• Integrate information meaningfully.
• The information must emphasise the commitment of all involved.
19| Safety Pledge
Description
An undertaking by individuals to show their commitment to safety.
Purpose
• Get involvement and commitment.
• Stress the seriousness of the matter.
Criteria
• The pledge must be of high quality.
• Content must address personal commitment.
• Pledge must be easy to display.
• Pledge must be signed by the individual
20| Grumble Box
Description
Shortcut communication between employees and management.
Purpose
• Create direct communication for employees to top management.
• Keep top management in touch with perceptions on floor level.
• Answer critical questions on events.

Criteria
• Top management should give feedback in person or through:
Newsletters.
Flyers.
Radio.
• It is a paper-driven exercise.
• Enough grumble boxes must be easily reachable and available.
• Boxes must be emptied daily.
• All letters/complaints should be attended to immediately.
21| Hotline
Description
A telecom for employees (anonymously if desired) to report any safety matter.
Purpose
• Prevent important matters not being attended to.
• Give employees a shortcut communication channel.
• Keep in touch with perceptions on floor level.
Criteria
• Market/broadcast the facility/number and its purpose.
• Feedback should be given in writing or by telephone.
• All concerns must be attended to daily.
• The system must provide for the follow-up of corrective actions.
• Employees should have the choice to stay anonymous.
• The hotline should be answered on a 24 hour basis (in person or electronically).
• The hotline number must be ear/eye catching (easy to remember).
• Apply award/reward principles.

22| Critical Process Sheets
Description
Additional written procedure on high-risk tasks.
Purpose
• Prevent fatalities and serious injury while performing high-risk tasks.
• Comply with legislation.
Criteria
• HIRA to identify high-risk tasks.
• Draw up critical process sheets to address identified tasks.
• Comply with pertinent regulations (legislation).
• Evaluate against standard work procedures and practical feasibility.
• It must be integrated into the quality assurance system.
• Train and declare employees competent in the execution of high-risk tasks.
• Update/revise the critical process sheets continuously.
23| Consultants
Description
A consultant is an external person assisting the internal organisation for the execution of
special tasks needing professional care. Concerning safety, these special tasks can be e.g.,
an audit, a risk analysis, training and delivery of programmes concerning attitude surveys
and behaviour studies.
The decision to use a consultant can be the result of a lack of internal knowledge or a lack
of sufficient human resources. In some cases, it can be useful to use a consultant just because
of his/her reputation, e.g., to start a new safety policy a consultant with a high reliability
may be very helpful. It also means a clear signal towards a new safety culture.

Purpose
• To assist with a specific task.
• To obtain a shock effect.
• To utilise the credibility of consultants.
• To use the expertise, objectivity and independence of the consultants.
Criteria
The three most important issues related to consultants are the following:
• Their use must be restricted to their field of expertise or speciality.

• They must be managed rigorously: this means specifying milestones,
deliverables and time-frames up front and keeping them to it.
• Not allowing projects to “mushroom” - consultants invariably find or
create more and more work for themselves and if allowed to, some
will extend projects indefinitely.
24| Policy Cards/Toolkit Cards
Description
A safety card is a laminated pocket card used as a permanent reminder of a certain

safety subject. It is a way to communicate an important message.
Purpose
Different topics can be distinguished:

• Policy cards used to raise the profile amongst all employees and contractors.
• Toolkit cards containing a list of methods and initiatives which have been proven
to assist the process of continuous improvement for a given area or activity.
• Functional testing card. Describes the language, commands and sequences team
members should use when involved in functional testing of live equipment.
• Contractor Employee Health and Safety “best practice” toolkit describing initiatives
and systems to be adopted before the contract is started, during the contract,
and after completion.

Criteria:
• Identify areas of use.
• Compile text for card.
• Design card.
• Have card printed.
• Distribute as training material.
• Encourage use as ‘aide-memoir’.
25| Safety Chats
Description
A regular team meeting to discuss safety-related topics.
Purpose
• To create an opportunity for training, information
exchange and participation.
• To create safety awareness/mentality.
• Forum for discussion.
Criteria
• Time must be set aside for this purpose.
• A suitable meeting place must be available.
• A structured programme must be prepared to ensure meaningful discussion.
• Suggestions must be recorded and rigorously followed up.
• Managers must attend!.

26| Simulated Demonstration of an Accident
Description
A step-by-step demonstration of an accident which happened in the workplace.
Purpose
• To create a learning experience.
• To highlight the consequences of undesired behaviour.
• To convey information.
• To obtain participation.
Criteria
• Ensure relevance of accident to attendees.
• Must be anonymous.
• Quality of demonstration must be high.
• Should be conducted within a reasonable time after the actual accident.
• Try to select an accident with multiple causes.
• Manager should attend.
Example
Special facilities are constructed for executing the demonstration. The demonstration
is held in the works or by each department. Its content is as follows:
1| Simulation by using models:

• Electrification.
• Falling down from a high place and the effect of a safety belt.
• Hand trapped by inrunning nip.
2| Simulated experience:
• Going up steps of different pitch.
• Slipping under different floor qualities and conditions.

27| Special Campaigns
Description
A campaign represents a deliberate and well published initiative either singly or in a series
when a particular topic or theme is emphasised. Topics are often tackled for short periods
and such campaigns can raise awareness sharply. To support these campaigns all available
communication sources must be used to reach the target group (employees, contractors,
and visitors).
In some plants, these campaigns are organised in the “weak” periods when the possibility
of accident occurrence is high such as the year-end and New Year’s times or during the
summer period.
Purpose
• To give special attention to an identified issue.
• To create an awareness of the details of the issue.
• To create a vehicle for resources to address aspects of the issue.
Criteria
• Plan the campaign carefully to maximise the use of resources.
• Do not over-use campaigns: a new campaign every week will have limited results.
• Get involvement and commitment from everyone.
• Publicity and information is important - use all communication tools.
• A logo/symbol for the campaign should be used.
Example
Road Safety Campaign involving management and workforce in examining transport
systems. Proposals invited from the workforce and their families with prizes and publicity.
External consultant used to design series of posters.

28| Performance Appraisals
Description
Integrate safety compliance into the performance appraisals of all persons.
Purpose
• To convey the importance of safety as a critical job requirement for all.
• To promote safety awareness.
• To influence behaviour.
Criteria
• Incorporate into job descriptions.
• Make sure it is consistent and credible.
• Ensure that persons receive the necessary training and support.
29| League Tables
Description
A means of visually comparing the performance of a team, department, works or

contractor company with other teams etc. and against a standard or target. Not suitable
for individual performance comparison or over too short time-scale. Must be kept up to
date and self-explanatory.
Purpose
• To inform persons regarding safety results.
• To stimulate competition between teams / departments/ divisions.
• To emphasise the importance of certain safety aspects.
Criteria
• Decide on what to measure and report on.
• Establish a data collection and information system.
• Establish and disseminate results.

Annex C: Introduction to Management of Health and Safety
Safety Checklist
The main report concentrates on the development of motivational and behavioural influences
on the Impact of safety performance together with cultural change and organisational
arrangements. However, it is also clear that in addition significant attention needs to be
given to the state of the workplace environment and measures which can be adopted to
improve standards in that particular respect.
The following checklist, whilst not exhaustive, may assist in determining your current
position in that field. Do you cover the following items in your present occupational
health and safety programmes?
1| Consideration at the design stage of potential hazards with a view to their elimination
if possible or at least their control at that stage.
2| Similar consideration when plant modifications or operational changes are being considered.
3| Identification of potential hazards from existing machinery, plant, processes and substances.
4| Evaluation of the risk associated with specific identified hazards e.g. by hazard analysis.
5| Establishment of physical protection e.g. machinery guarding, safe means of access and
egress, safe working places.
6| Development of safe systems of work e.g. permit to work systems, detailed
working procedures.
7| Provision of personal protective equipment e.g. eye protection, foot protection,
hand protection, body protection, respiratory protection, hearing protection.
8| Controls over external purchases and sales e.g. provision of data sheets.
9| Engineering controls of processes e.g. by local exhaust ventilation.
10| Occupational environmental monitoring e.g. static and personal sampling.
11| Health monitoring e.g. medical screening, biological effect monitoring.
12| Fire prevention programmes e.g. to prevent ignition and spread of fire.
13| Provision of fire fighting equipment e.g. sprinklers, fire extinguishers, hoses.
14| Procedures for accident or near miss investigation including follow-up.
15| Auditing procedures.
16| Major incident procedures.
17| Education and training programmes.
18| Information dissemination.

Annex D: Membership of the Working Group
Chairman Jean-Marie Paul-Dauphin Directeur Délégué de la Sécurité Tel: 33 1/41259469

Usinor Fax: 33 1/41258516
Immeuble Pacific E-mail:
11-13 Cours Valmy, jean-marie.paul-dauphin@usinor.com
F-92070 Paris La Defense Cedex
France
Consultant John Catton IISI E-mail:

steel@iisi.be
Secretary Ian Christmas Secretary General Tel: 32 2/7028905

International Iron and Steel Fax: 32 2/7028899
Institute (IISI) E-mail:
Rue Colonel Bourg 120 christmas@iisi.be
B-1140 Brussels
Belgium
Argentina Guillermo Carlos Henrich Safety and Health Manager Tel: 54 461/38124
Siderar Fax: 54 461/38119
Centro Siderurgico Gral.Savio E-mail:
Casilla de Correo 801, apaghe@siderar.com
2900 San Nicolas
Buenos Aires, Argentina
Australia Ray Peters Manager Slabmaking Tel: 618/86404708

BHP Steel - Integrated Steel Fax: 618/86404773
Division E-mail:
PO Box 21, Port Augusta Road peters.ray.r@bhp.com.au
Whyalla, South Australia
56000, South Australia
Austria Ralf Martinelli Assistant to Executive Vice Tel: 43732/65806120

President Metallurgy Fax: 43732/69809146
Voest-Alpine Stahl GmbH E-mail:
Voest-Alpine Strasse 3 ralf.martinelli@voest.co.at
4020 Linz, Austria
Belgium Pol Andre Director Steel Works Tel: 32 71/441803

Chairman Safety and Fax: 32 71/441809
Health Committee E-mail:
Fabrique de Fer de Charerloi SA yannick.pinneur@fafer.be
Rue de Chatelet 266
6000 Charleroi, Belgium

Belgium Michel de Deken Manager, Head Safety Tel: 32 9/3473111
and Security Department Fax: 32 9/3474964
Sidmar NV E-mail:
John Kennedylaan 51 michel.dedeken@sidmar.be
9042 Gent, Belgium
Alain Palmaers Deputy Director - Exploitation Tel: 32 4/2362258

Cockerill Sambre SA Fax: 32 4/2362354
Quai du Halage 10 E-mail:
4400 Flemalle alain.palmaers@cockerill-sambre.be
Belgium
Canada Dave Borsellino Vice President Manufacturing Tel: 1905/5443761 ext. 6412
Dofasco Inc., Fax: 1905/5484320
PO Box 2460 E-mail:
Hamilton, Ontario , dave_borsellino@dofasco.ca
Canada L8N 3J5
John Macnamara General Manager Health Safety Tel: 1905/5487200

& Fire Loss Prevention Fax: 1905/5484267
Dofasco Inc E-mail:
PO Box 2460 john_macnamara@dofasco.ca
Hamilton, Ontario ,
Canada L8N 3J5
John Tulloch Vice President Tel: 1 306/9247267

IPSCO Inc Fax: 1 306/9247470
PO Box 1670 Regina E-mail:
Saskatchewan, jtulloch@ipsco.com
Canada S4P 3C7
Finland Vaino Kontio Safety Manager Tel: 358 8/8492407

Rautaruukki Oyj Fax: 358 8/8492337
PL93 E-mail:
92101 Raahe, Finland vaino.kontio@rautaruukki.fi
Kari Ojala Manager Maintenance Services Tel: 3588/8492772

Rautaruukki Raahe Steel Fax: 3588/8493126
PL93 E-mail:
92101 Raahe, Finland kari.ojala@rautaruukki.fi
Germany Norbert Kolker Leiter Arbeitssicherheit Tel: 49 5401/394120

Georgsmarienhütte GmbH Fax: 49 5401/394121
Neue Hüttenstrasse 1 E-mail: n/a
D-49124 Georgsmarienhütte

Japan Ken-ichi Tada General Manager, Steelmaking Tel: 81 734/511120
Department Fax: 81 734/511013
Wakayama Steelworks E-mail:
1850 Minato tada-kni@aw.sumikin.co.jp
Wakayama 640-8555 Japan
Korea Sung-Kwan Baek Superintendent Steelmaking Tel: 82 667/7902216

Department POSCO Fax: 82 667/7907000
700 Kumho-dong E-mail:
Kwangyang-shi Cheonnam pc319045@smail.posco.co.kr
545-711, Korea
Sang-Soo Kim Safety Team Manager Tel: 82562/2200323

POSCO Fax: 82562/2206000
1 Koedong-dong, Nam-gu E-mail:
Pohang 190-785, Korea pc197737@posco.co.kr
The Netherlands Evert J. Boschman Manager Health and Safety Tel: 31251/494055
Hoogovens Steel (International Fax: 31251/470390
Code: HIS MM ARB, 4D-08) E-mail
Postbus 10.000 ej.boschman@hoogovens.com
1970 CA ljmuiden,
The Netherlands
Jaap Rengersen Manager Agglomeration and Tel: 31251/496623

Materials Handling Dept. Fax: 31251/471128
Hoogovens Steel (Internal E-mail:
Code: HSPP EVC, 3D-10) jaap.rengersen@hoogovens.com
Postbus 10.000
1970 CA Ijmuiden,
The Netherlands
South Africa Manie Mulder Group Health and Safety Advisor Tel: 21 12/3074203
Iscor Ltd Fax: 27 12/3243808
Roger Dyason Road, Pretoria E-mail:
West, PO Box 450 Pretoria 0001 maniem@hq.iscorltd.co.za
South Africa
Sarel Mybaurgh Manager, Occupational Health Tel: 27 16/8892240

& Safety Fax: 27 16/8892242
Human Resources E-mail:
Iscor Steel Flat Products sarelm@iscorvdb.co.za
Vanderbijlpark Works
PO Box 2, Vanderbijlpark
1900 South Africa

Sweden Elisabeth Nilsson Manager Environment and Tel: 46 155/255592
Occupational Health Dept Fax: 46 155/254451
S-61380 Oxelosund, Sweden E-mail:
Elisabeth.nilsson@oxelosund.ssab.se
United Kingdom Ian Phillips Works Manager Steel & Slab Tel: 44 1633/464733
British Steel plc Fax: 44 1633/464731
Llanwern Works E-mail:
PO Box 10, GB-Newport ian.phillips@bssp.britishsteel.co.uk
Gwent GB-NP9 0XN
Tudor Price Director, Health & Safety Tel: 44 1633/294585

British Steel, Orb Works, Fax: 44 1633/294565
PO Box 30 Newport E-mail:
South Wales NP9 0XT pricet@bssp.britishsteel.co.uk
USA Thomas J. Civic Manager, Safety & Industrial Tel: 1 610/6941492

Hygiene Fax: 1 610/6941377
Bethlehem Steel Corporation E-mail:
1170 Eight Avenue tcivic@bethsteel.com
Room 1292 MT, Bethlehem
PA 18016
Leonard G. Nelson Jr. General Manager, Tel: 1 216/429 7340

Direct Hot Charge Complex Fax: 1 216/429 6516
LTV Steel Company Inc. E-mail: n/a
3341 Jennings Road
Cleveland, Ohio 44109
Production co-ordinated by IISI Communications department
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Accident - Free Steel

Committee on Human Resources Working

Accident - Free Steel

1 An Introduction to the Issues 08

The Iceberg of Incidents 09

2 The Safety Challenge 11

A| Where We are Today 11

3 Fundamental Principles and New Initiatives 16

C| Motivation and Behaviour 29

International Iron and Steel Institute Accident-Free Steel

3| Key Factors to Manage the Change 36

4| Practical Tools and Techniques 38

A| Safety Training and Competence 46

Annex A: Pitfalls and Remedies 68

Annex B: Practical Tools and Techniques 72

Annex C: Introduction to Management of Health and Safety 101

Annex D: Membership of the Working Group 102

1 International Iron and Steel Institute Accident-Free Steel

Thomas J. Usher, Chairman IISI

Francis Mer, Président, Directeur Général, Usinor

Staffan Mejer, Chairman IISI Committee on Human Resources

2 International Iron and Steel Institute Accident-Free Steel

3 International Iron and Steel Institute Accident-Free Steel

Three components are essential to progress in steel plant safety:

1| The condition of the work place environment.

2| The training and competence of employees.

3| The motivation and behaviour of employees.

1| Substantial commitment and leadership of safety by management - with both hearts

3| The elimination of a two-tier approach to safety.

For the first element, this requires:

4 International Iron and Steel Institute Accident-Free Steel

• The mechanisms having an influence on behaviour, the triggers that management

1 An Introduction to the Issues

5 International Iron and Steel Institute Accident-Free Steel

3 Fundamental Principles and New Initiatives

6 International Iron and Steel Institute Accident-Free Steel

7 International Iron and Steel Institute Accident-Free Steel

8 International Iron and Steel Institute Accident-Free Steel

OUR OVERALL GOAL

Lost time injuries leads to ‘zero’ lost time

‘zero’ incidents (safety/environment)

Figure 1 The iceberg of incidents Figure 2 The target of ‘zero’ incidents

The Maturity Curve

The three components are:

9 International Iron and Steel Institute Accident-Free Steel

Motivation and behaviour

Competencies and training

Figure 3 The maturity curve

10 International Iron and Steel Institute Accident-Free Steel

A| Where we are Today

• Molten metal and slag and coke at high temperatures.

• Identification of potential hazards including

11 International Iron and Steel Institute Accident-Free Steel

• A greater understanding by all employees of safety problems.

This approach should be seen against the background of the changes

B| The Challenge for the Future

12 International Iron and Steel Institute Accident-Free Steel

• The importance of line managers and superiors. There is a unique contribution to be

13 International Iron and Steel Institute Accident-Free Steel

• The importance of integrating safety into all aspects of the business