Creating a safety culture for an annual
maintenance shutdown
External contractors and employees worked together to create a culture of care
Creating a safety culture for an annual
Challenge
The Billerudkorsnäs pulp and paperboard production unit in Gävle, Sweden was preparing for its annual maintenance shutdown which would see 500 on-site employees joined by a daily average of 1200 external contractors. In preparation for having so many contractors on site, the mill was increasing its focus on safety and, with JMJ’s support, had begun introducing an Incident and Injury-Free™ (IIF™) safety approach.
Solution
JMJ partnered with leadership at Billerudkorsnäs to help understand the existing safety culture and implement a transformational road map:
- Ahead of the planned maintenance shutdown, the mill’s director, health and safety manager and technology department manager met with contractors to discuss safety requirements and expectations
- ‘Orientation leaders’ from both the organization and the contractor community were developed to facilitate safety workshops
- IIF safety orientation sessions were held or Gävle mill’s employees and approximately 300 contractors
Client Goals
- Understand the current safety culture challenges, attitudes and beliefs within the mill
- Unite external contractors and employees in their commitment to personal safety and the safety of other people
- Train safety leaders from across all levels, including external contractors
- Create an environment where people feel able to report safety risks promptly
Celebrating this achievement is not only about the absence of lost time injuries, it acknowledges the positive, preventive actions that we practice daily.
Celebrating this achievement is not only about the absence of lost time injuries, it acknowledges the positive, preventive actions that we practice daily.
Celebrating this achievement is not only about the absence of lost time injuries, it acknowledges the positive, preventive actions that we practice daily.
Results
In advance of the annual shutdown, the IIF approach provided insights into the existing safety culture. With this as a starting point, it was possible to tailor the safety sessions to address specific challenges. The focus on safety permeated all levels of the mill and extended to external contractors. As a result, during the shutdown, people felt empowered to voice their safety concerns and were receptive to guidance from others.
In this psychologically safe workplace, reporting was seen as constructive way and contractors felt able speak without fear of jeopardizing future work opportunities.
Key takeaways
- Understanding how people perceive your safety culture is crucial when implementing change
- Setting safety expectations well in advance of a scheduled shutdown is essential
- Treating contractors as equal to your employees is a crucial step in creating a culture of care
Accident Reduction
S50% reduction in the number of accidents reported compared to the previous year
Increased Reporting
Number of reports from contractors increased during the maintenance shutdown
Shift in Safety Culture
Emphasis on setting the same expectations for contractors as for employees