Risks management based on information and communication in Unilever Rom â nia SA

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

2. UNILEVER

3. Introduction The paper presents an approach of the information and communication activities, and their importance in risk assessment in a multinational company. You can find the choose modalities for information and communication between : - employees - employer - safety at work manager - HR manager - occupational health specialist

4. Pre-requisites for Communication • Short reports • Periodical information • Visits in production areas • Participation at Work and Safety Committees • Discussion on legislative aspects • Information about all changes in technological processes • Establishing the working plans • Permanent discussions upon the new problems

5. Subtitle • It is very important to ensure an efficient communication between all the participants in this project, including OH activities, safety at work activities. • OH must be completely integrated in the organization. Its activities and resources must be considered equally important to the priorities and the needs of the business.

6. RISK MANAGEMENT RISK IDENTIFICATION MONITORING OF EXPOSURE RISK ASSESSMENT CONTROL MEASURES HEALTH SURVEIILANCE REGISTER OF DATA MEASUREMENTS OF PERFORMANCE

7. INFORMATION & COMMUNICATION INTERNAL • Medical Department / “Internal information & communication ”; • Education for health Department / (Medical Department  work force) • “Health status integrated management” (Medical Department  DATA insert than ACCESS for all to the information (health, safety, management, HR) taking in account the level of interest EXTERNAL • Reports for national institutions ins • External communication ( health reports regarding health status in our company)

8. Intra-Departament Medical “Comunicările şi informările interne” • “ News in company” • OH Portal – accessible by Intranet • “One Point Lesson” – materials posted at work places (including medical and safety information) • Every 9 month meetings for senior medical advisers in OH with interactive sessions for specialists from different countries from Europe and all the world

9. How to learn “One point lesson”

10. Medical Departament “Internal communication & information” • Monthly medical reports– Monthly CHECKLIST • Every six months reports – formula Annual report of OH specialist to: • OH coordinator (Europe, North Africa, Middle Est.) • National management(general manager, HR, Safety and Health at work, others) • Includes the information above+ Report of Key performance indicators, annual review

11. Intra-Departament“Education for health” • Awareness courses – determine health status (Ex: “10 Healthy diet” , “Right Weight” • Individual and collective hygiene courses • First aid Courses (all) • Individual talks with the workers • Individual and collective counseling (as part of the “Special medical surveillance system”

12. Inter-Departament “Education for health” • Leaflet (“Guide for Employees working with video terminals”, “How to avoid lumbar pains”, “Safely driving the automobile”) • Information available on the intranet “Education for health” – personalized topics linked to the results of the periodical medical check-up • Themes:-obesity-HTA-lumbar pains-etc

13. “Health status integrated management” • Risk assessment – multidisciplinary team • Safety & Health of Work Committee • Implementing “TPM”

14. TPM “ T P M Management from the beggining TPM in Support Dept Autonomous sustainability Focused improvement Security, Health and Environment Quality check Trainings and education Planned Maintenance

15. TPM – changing rols Operators Tehnicians Task Colapse Maintenace Autonomous Maintenance Planned Maintenance Solving problems Training timp timp  Team Leaders Managers Problem Solving Problem solving Taining People Taining People Antrepreneur Continuous improvement timp  timp 

16. TPM =Total Productive Maintenance What is TPM? • Is a strategic business initiative aiming to increase efficiencies by eliminating losses and by cutting manufacturing costs Why TPM? • Through Continuous Improvement Projects • Factory orientated • Starts from operator/ machine relationship • It’s a step by step process • Well documented • Support • Use small interdepartmental project teams • Multifunctional teams • Is results oriented • Establishes objectives for removing problem sources and leads to better performance • Communicates permanently • Show and explain results, scores, examples(visual)

18. TPM =Total Productive Maintenance How TPM works? • TPM identifies and seeks to eliminate all losses in equipment and process • By involving and using skills and abilities of the Company’s workforce • By focusing on Continuous Improvement activities • While changing and invigorating the Corporate Culture • While making the working environment more pleasant and safer • TPM is based on 8 different frameworks of activities called pillars

19. If is not simple….is not TPM! TPM description in 5 points • Seeks the most efficient way to use a machine/equipment • Builds a comprehensive system for maintenance • Uses mix teams(personnel from all departments) for solving problems connected with equipment • Requires support and cooperation from all, Managers and workers as well • Promotes and implements maintenance activities based on small autonomous activities teams

20. TPM –Team produces more! TPM in Unilever- success criteria • Involvement of all managers and employees across the Company • Clear objectives and long term planning (3 year min.) • Preparing steps – training, pilot teams, sponsors • Use of practical knowledge and share other factories experiences/best practices • Communication across whole organization (lateral, top-down) • Visual communication and permanent results reports • Motivation – TPM champions • Change Mentalities and implement Corporate Culture

21. TPM –Pylons • 5 S’s –foundation based on sorting, cleanliness, order, standardization, training and discipline • Continuous Improvement Projects • Autonomous Maintenance=many small interdisciplinary teams with project leader • Identify problems • Find solutions • Exchange knowledge • Permanent presentation of results/progress to management • Works based on self assessment audits (score) • Integrate AM pillar with PM, OSHE and Q pillars • Effective maintenance • All employees are trained and motivated • Use of effective maintenance techniques

22. TPM=Total Process management • Early Management of equipment • Apply preventive maintenance, based on previous experience • Prepare Preventive maintenance plans • Quality • “0” quality defects, right first time • Training and Development • Invest in people • Develop an organized workforce, competent and capable of reaching Company’s objectives with an optimal cost • Motivate employees

23. TPM –Total People Management • OSHE –Occupational Health, Safety and Environment • Safe and healthy work places • Involve all teams in risk evaluation and incidents/accidents reporting • IMS certification • Healthy and performant employees

24. Types of external communications Company Level: • Reports/ communication with third parties – medical reports of the company towards third parties (COHCOM - Corporate Occupational Health Committee Annual Report) – includes the number of incidents, morbidity, interventions, medical check-ups etc. National Level: • Authorities of Public Health • Local work inspectorate • Recovering workforce capability and expertise service • etc

25. The main source for information – Risk assessment Unilever principle: • Checklist – monthly (routine check-up) • Self-assessment - quaterly • Internal audit – once a year • Certification audit – once a year (yearly ISO control) • External Audit – every two years (tool = questionate, results)

26. Unilever Regional Health Award 2007

27. Other Awards

28. Sources for information – Job satisfaction analyses • Investigation of subjective opinions of the socio-professional comfort, of the adaptation of the personnel to the content of their activity and the index of “WORKPLACE SATISFACTION” • Evaluation tools: Interview on the basis of a questionaire, visits to the workplace, evaluation of the determinations done at the workplace. • Processes: data gathering, processing and interpretation, development of reports. • Analytical report of hazard factors for work health and security at some workplaces.

29. Sources for information – Job satisfaction analyses • The MASLOW pyramid (one of the results of the study) consolidates the evaluation index of exposure to socio profesional risks with high degree of predictability. • The graphical representation is illustrative for a socio – profesional colectivity found in the boundaries of security and confort of existential normality

30. CONCLUSIONSEvolution of vision upon health surveillance of workers

31. CONCLUSIONSThe evolution of the vision of employees health

32. CONCLUSIONS

33. WORK QUALITY - AIMS GOOD HEALTH GOOD BUSSINESS THANK YOU FOR YOUR ATENTION