Getting to go home healthy – our work on safety culture
Our systematic improvement of processes and practices aims for an even safer and more efficient working environment that addresses the well-being of our personnel comprehensively. The work on safety culture emphasises a close collaboration between individual locations, units and departments.
Our personnel are actively involved in the development of occupational safety, processes and environmental aspects. We support our goals with environmental and safety programmes, continuous auditing and risk management surveys, for example. They form the outset for the consistent induction and training of our personnel.
Our technology policy also contributes to our goals: We invest in the most advanced production technology possible in order to prevent harmful impacts on safety and the environment. We have taken a number of measures for improving the safety culture in our group and reducing the number of accidents. We want to ensure that everyone working in our facilities gets to go home healthy every day.
Measures and tools for improving the safety culture
A safe and comfortable working environment is integral for our operations. We promote occupational safety through risk management, continuous improvement of processes and new investments. The purpose is to make the working environment even safer and to ensure risk management in our production and functions. The interconnection between safety and the environmental aspects is especially apparent in matters that are related to work hygiene and the use of chemicals. Our goal is to make our operations even safer and aim for zero accidents.
Both of our factories undergo safety walks by the management, with the purpose of improving the level of safety and the safety culture. The safety walks promote a strong safety mindset, help employees pay attention to safe practices and support making the right decisions in the daily work. The safety walks are a way for our management to emphasise the importance of occupational safety throughout the group. They are also part of each supervisor’s daily duties.
The regular Safety Management briefings discuss the required corrective actions and improvements that are identified during accident and hazard investigations. The practices for Safety Management briefings vary between individual functions from daily meetings to monthly reviews. Moreover, each meeting by the group’s management team starts with a safety review of the previous month’s events.
In 2016, we saw good results in occupational safety and made good progress in many areas of safety. We reduced the number of accidents by 26% and improved the reporting rate of near miss reports and safety observations. In particular, the investigation of accidents and safety observations focused on determining the root causes. We also continued enforcing the use of personal protective equipment and paid special attention to the safety of production equipment. In our Nokia factory, nearly 700 subcontractors received training on following the safe working guidelines in our facilities. We also worked on the safety and competence of our Ivalo Testing Center’s personnel.
The accident frequency measurements for 2016 still use the LT3F indicator. In the future, we will use the LT1F indicator which enables consistent tracking in all of the group’s units.
Absenteeism by company
|Absenteeism by company|
|Nokian Tyres, Nokia||Nokian Tyres, Vsevolozhsk||Vianor Nordic|
|Nokian Tyres (FI)||Nokian Heavy Tyres||OOO Nokian Shina||OOO Nokian Tyres||Vianor Holding Oy||Vianor Oy||Vianor AB||Vianor AS|
|Sick absences % (total)||2.67%||4.86%||2.49%||4.57%||1.19%||4.30%||4.10%||5.90%|
|Information of absenteeism by gender is not available|
|Accident rate (more than 3 days absence / million working hours)|
|Vianor Nordic||Nokian Tyres (Nokia)||Nokian Tyres (Vsevolozhsk)||The ratio of all listed companies|
The safety culture can be changed through attitudes
In the Drive! personnel survey, the improvement of safety was identified as an essential development need throughout the group. We intend to use our existing tools for better serving the needs of our international group and for globally harmonising the various practices and goals. In 2017, we will improve our safety culture through long-term safety efforts as well as various functional and communal initiatives.
By the end of 2017, our supervisors must prepare a safety action plan that includes measures for improving the safety and well-being of personnel, risk mapping and technical improvements in their area of responsibility. In addition, all employees must identify and address the risks present in their workspace. The duty of managers and supervisors is to build a better safety culture and report any risks to the safety organisation.
We communicate and discuss safety visibly in our company, which has made our personnel participate more actively. Near miss reports and safety observations are highly significant in terms of accident prevention and the improvement of the safety culture. All of our personnel have access to our investigations, and we communicate more openly than before. In 2017, we will continue our work on the safety culture more extensively throughout the group.
Forklift operators competed in safety in Russia
In 2016, all of our employees in Russia whose work involved driving a forklift truck could participate in a competition that aimed at promoting safe and responsible practices among forklift operators. Full-time forklift operators participated in the competition automatically.
The competition was designed for improving the safety culture regarding the use of forklift trucks as well as helping the personnel improve their forklift handling skills. The competition had three stages, two of which continued from December 2015 to November 2016. At the first stage, all personnel from the managers to production employees assessed the truck operators’ work from a safety perspective. At the same time, we had an ongoing theme that reminded the drivers and tested them on the rules and principles of moving around the workplace safely.
In late 2016, the finalists were selected based on their total score from the first two stages. In the last stage, they put their skills to the test in practice.
The finalists drove through a test track built inside the factory and were judged on safety, treating the forklift truck carefully and handling it skilfully. The competition was well worth it, as the winners received prizes, a monetary bonus and certificates. Most importantly, the competition was a pleasant and natural way to improve the safety culture.