Ball

Safety

Because our people are our most valuable resource, maintaining a safe and healthy work environment is and will remain a top priority at Ball. Through employee commitment and the use of various safety tools, we continue to improve our safety performance and strive to reach our long-term vision of zero work-related incidents. The health and safety of employees is everyone’s responsibility.

More Than Just Numbers

For us, our safety metrics represent more than just numbers. They exemplify the health and well-being of our employees. While we reduced our Total Recordable Incident Rate (TRIR, recordable incidents per 200,000 hours worked) by 22 percent in 2015, we did not achieve our past goal of reducing our TRIR by 10 percent year-over-year in 2014.

However, in 2015, 15 of our 62 packaging manufacturing locations worldwide reported zero recordable accidents, and our North American slug manufacturing business reduced their TRIR by 47 percent in 2014-2015. This positive change was driven by continuous improvement of employee engagement programs, results of long-term safety culture change and structured projects that included behavior-based safety and standardization of work procedures.

Ball strives to be a leader among can manufacturers and in the manufacturing industry as a whole. We continue to report incident rates (1.2 in 2015) consistently lower than the manufacturing (4.0) and metal can manufacturing (2.5) industry as reported by the U.S. Bureau of Labor Statistics for 2014. We attribute this success to our continued focus on machine guarding, near-miss reporting, behavior-based safety and targeted projects at facilities. Going forward, we will expand our safety focus to further prioritize hearing loss and lacerations.

 

COMMITTED TO CONTINUOUS IMPROVEMENT

Because management commitment and active employee engagement play a vital role in achieving our safety goal—to reduce our three-year rolling average Total Recordable Incident Rate by 25 percent—safety performance is communicated monthly to senior-level leadership and quarterly to executive management to track our progress and ensure accountability.

Our health and safety efforts are focused on continuous improvement and we regularly check the effectiveness of plant programs through internal audits. To support our safety culture, elements of our health and safety management system include policies, planning, implementation and operation, checking and corrective action, and management review. Ball’s global health and safety policy and safety management systems are based on the international Occupational Health and Safety management system standard OHSAS 18001.

When our greenfield plants were built in Mexico and India, Environmental Health and Safety professionals from around Ball provided their expertise and training to new employees to ensure they understood the importance of our safety culture, and establish a foundation of safe practices by proactively empowering, supporting and  engaging employees from day one.


BEHAVIOR-BASED SAFETY

Eighty percent of all work-related accidents include a behavioral component. Since 2005, we have used behavior-based safety (BBS) to minimize unsafe behaviors by proactively focusing on behaviors that may lead to incidents. We enlist employees at all levels to monitor safe and unsafe behaviors and to report their observations. Plants deploying BBS routinely analyze observations made by all employees and implement corrective measures. The long-term use of BBS programs has greatly contributed to safety performance improvement. We continue to update our BBS process to ensure we prevent injuries effectively and engage our employees to maintain a safe workplace.


ESTABLISHING A CULTURE DEDICATED TO SAFETY

While affecting day-to-day employee activities and behavior can be a challenge, creating and maintaining a safety-focused culture is a priority at Ball. To establish a foundation of safe practices, it is important to proactively empower, support and engage employees. We provide employees with opportunities to participate actively in addressing and eliminating safety issues to support our safety culture.

Through a long-term safety culture change process, we are enabling employees to take ownership of their safety and the safety of others. Safety culture change addresses the hidden beliefs, norms and assumptions that govern behavior with the goal of changing norms that undermine safe behaviors.

While we have addressed safety culture using BBS in our plants over the last decade, we began implementing a more targeted process in seven of our North American packaging plants since 2011. Plant employees participate in a survey to assess their plant’s current safety culture, then they review and prioritize the findings and recommendations. Instead of implementing programs developed by upper management, voluntary grassroots teams are trained and empowered to develop solutions and tools to continuously improve safety performance.

Through these grassroots activities, motivated leaders step up and lead the change, which is very positive because it helps to identify and develop talent at Ball. For example, in our Wallkill, New York, plant, employees suggested that salaried employees become more involved on the shop floor. This challenge was addressed by increasing the presence of salaried employees in the plant and improving communication.


 
Auditor Perspective

The Ball packaging facilities visited by Bureau Veritas Certification (BVC) Lead Auditors in six European countries were found to be extremely well-controlled sites internally and externally – very impressive with a clear desire to exceed. This is also reflected in the level of commitment seen on all sites and from all those involved, especially taking into consideration the diverse workforce across the different countries.

Furthermore, there is a clear effort at all sites to demonstrate commitment in relation to systems compliance to OHSAS 18001:2007. There is an excellent Safety Record System noted on each site during the BVC audits. The challenge is to maintain this record. As a result, Ball is on the right path toward becoming a worldclass company on operational health and safety.

 
- Ali Dincmenn, Director, Business Development International, Bureau Veritas Certification
Ali Dincmenn Director, Business Development International, Bureau Veritas Certification