Ms. Annette Gaessler
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II International Forum on Preventive Culture was held on 5 and 6 May, 2010 in Canary Islands. Topic of presentation: "Corporate Social Responsibilty ...

II International Forum on Preventive Culture was held on 5 and 6 May, 2010 in Canary Islands. Topic of presentation: "Corporate Social Responsibilty
and Return to Work".

II Foro Internacional de la Cultura Preventiva, se celebró los días 5 y 6 de mayo 2010 en las Islas Canarias. Tema de la presentación: "La Responsabilidad Social Corporativa y la Reincorporación al Trabajo".

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  • Page Page Airbus has its head office in Toulouse, France and 11 design and manufacturing sites across Europe, each with its own particular area of expertise. IN FRANCE: Toulouse: Central Entity (head office) Design office; Airbus Transport; Engine pylons; Electrical harnesses; Cockpit furnishing; Final assembly for the A300/A310, A320, A330/A340 and A380; Cabin interior installation for the A330/A340 Nantes: Assembly of centre wing box; Keel beams; Ailerons; Inlet cowls; Radomes Saint Nazaire: Assembly of cockpit, central and forward fuselage section; Fuselage shells; Sheet metal parts; Pipes and ducts Méaulte to Aerolia : Cockpit and forward fuselage shells; A320 Family doors IN GERMANY: Hamburg: Design office; Training centre; Aft fuselage sections; Assembly and equipment of forward and aft fuselage sections; Final assembly A318, A319 and A321; cabin interior installation A300/A310, A318, A319, A320, A321 and A380 Bremen: Design office; A300/A310 and A330/A340 wing equipping; High lift components; Sheet metal parts Stade: Carbon fibre vertical stabilisers; Carbon fibre spoilers and flaps; Carbon fibre pressure bulkheads Buxtehude (KID Systeme): Electronic cabin components Laupheim site has been sold to Diehl/Thales on October 1 st (AirCabin): Cabin interior components; Air conditioning ducts; Lower deck facilities Nordenham to Premium Aerotec GmbH Fuselage shells; Large panels Varel to Premium Aerotec GmbH : Large, small and rotational machined parts; Jigs and tools IN THE UK: Filton: Design office; A330/A340 outer wing box parts; A380 wing ribs and assembly of fixed trailing edges; Part of A320 Family centre fuselage section; Metal components Broughton: Wings; A320 Family wing equipping Filton: Wing component and assemblies manufacturing sold to GKN Aerospace IN SPAIN: Illescas: Manufacturing of large lifting surfaces in carbon fibre; Carbon fibre horizontal tailplane and fuselage components; Carbon fibre rudder; Carbon fibre landing gear doors; Carbon fibre wing ribs; Skin and spars; Elevator Puerto Real: Horizontal tailplane boxes; Elevators; Passenger doors; Landing gear doors; Leading edges; A380 horizontal tailplane and belly fairing final assembly; A380 rudder Getafe: Design office; Design, development and manufacturing of conventional composites; Structural assemblies and equipping of horizontal tailplanes (HTP); Landing gear doors; Karman Fairings; A380 lateral boxes of the HTP, main landing gear doors, sections 19 & 19.1, dorsal fin and wing ribs
  • Page But from these European roots, Airbus has grown into a truly international company …. 1 global company 3 customer support centres 4 training centres 5 spares centres 9 engineering design centres 11 manufacturing sites in Europe + 1 FAL in China 20 languages 24 hour customer support (365 days a year) 50 flight simulators 88 nationalities 160 offices 306 customers 290 resident customer support managers 310 operators More than 5,300 aircraft delivered 52.300 employees 190,000 jobs supported in the US Airbus increasingly appreciated the advantages of a culturally diverse workforce, looking beyond its 12 engineering and manufacturing facilities in Europe to capitalise on the potential offered by a more global talent pool.   Today Airbus has subsidiaries in North America, Japan and China, and has engineering facilities, spares centres and training centres across North America, China and Russia, as well as nearly 300 resident customer support mangers based with airlines around the world. In the near future it also plans to open new engineering and training facilities in India and a single-aisle final assembly line in China.
  • Page It is people who design, build, sell and support aircraft – not machines or processes – and some 47,5 00 people of more than 88 different nationalities provide the talent, vision and hard work that keeps Airbus at the forefront of the industry.   Such diversity is the key to Airbus’ success - national roots are valued and different cultures mix, sharing experience and knowledge, and developing expertise together in a stimulating environment. Diversity at Airbus is about more than nationality – an increasing number of women are being employed in what are seen as traditionally male roles such as engineering (at least 20 per cent of graduate recruits are women). The Airbus people strategy, Growing Together, is designed to encourage better performance, higher quality, dedication to the job and the results needed to maintain the company’s lead in the industry. For example talent is one of the key drivers of Growing Together. Airbus employs the most talented people it can find from all parts of the world and invests a great deal of time and money in training and development. To recognise the commitment to work shown by its people, Airbus has introduced the Awards for Excellence to highlight individual and team successes each year. Strong leadership is also essential, so Airbus encourages clear accountability and responsibility, fostering initiative at all levels and supporting and developing current and future leaders. Airbus has implemented a far-reaching environment, health and safety plan because it regards safe working conditions as a priority (more detail provided later in the presentation)   Communication channels between the Airbus employees and their representatives are always open. Social dialogue also takes place at the European level where the European Committee Airbus – made up of employee representatives from across Airbus – plays an important role.
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  • Page The environment is one of the most precious commodities we share and we all have a responsibility to protect it – as the environment deteriorates, so does the quality of our lives. Therefore, Airbus has implemented a joint environmental, health & safety policy that seeks to continually improve: the environmental performance of its aircraft, the local effect of its manufacturing sites, the conditions in which its employees work. Responsive products Airbus embraces the challenge of producing aircraft to meet the ever-rising demand for air travel while minimising the effect those aircraft have on the environment. The A380 embodies this approach. With 25% composites in its structure and improvements in aerodynamics and performance, it burns as little as three litres of fuel to carry one passenger over 100 kilometres, far lower than its nearest rival. It also carries 35% more passengers while producing half the noise energy of its closest competitor. Airbus continually works on research and development projects, many in league with engine manufacturers and other suppliers, to find ways of reducing noise and emission levels still further. The more efficient an aircraft, the less fuel it burns. That is why Airbus offers to help customers monitor their aircraft to ensure that as time passes each continues to perform as closely as possible to its original specifications and, therefore, at its most efficient. ISO 14001 At Airbus’ manufacturing plants, the use of materials and chemicals in treating and finishing components is being brought under voluntary international environmental guidelines. Airbus is the first and only aerospace company in the world to have earned International Organisation for Standardisation (ISO) 14001 environmental certification covering all the company’s 15 production sites, the company headquarters and all products throughout their lifecycle . Such operating standards lessen any potential effect on the surrounding environment and improve health and safety for the people working in the plants.   Workplace safety Occupational health and safety are of prime importance to Airbus. The company runs extensive training and awareness programmes for employees, with thousands of hours of health and safety training. Wherever possible, it takes measures to remove hazardous products from its manufacturing processes, in some cases going far beyond what is required by regulation. It seeks to maximise safety in the design of workplaces, industrial processes and facilities. For example, Polaris 2, the A380 assembly line at Saint Nazaire, uses the latest innovative means of ensuring the best light, lowest noise and safest working conditions. 
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  • Page erfolgreiche berufliche Reintegration setzt voraus : Kenntnisse über die Strukturen der sozialen Sicherung und das sozialmedizinisches Procedere (Leistungsrecht), Grundlagenwissen über Arbeitsunfähigkeit, Rolle der Kontextfaktoren, berufliche Reintegration, Prävention und Rehabilitation, etc. erfolgreiche berufliche Reintegration setzt voraus : Kenntnisse über die Strukturen der sozialen Sicherung und das sozialmedizinisches Procedere (Leistungsrecht), Grundlagenwissen über Arbeitsunfähigkeit, Rolle der Kontextfaktoren, berufliche Reintegration, Prävention und Rehabilitation, etc. Abgleich des individuellen Leistungsprofils mit dem Anforderungsprofil, Ausgleich der Defizite, Förderung der Fähigkeiten
  • Page erfolgreiche berufliche Reintegration setzt voraus : Kenntnisse über die Strukturen der sozialen Sicherung und das sozialmedizinisches Procedere (Leistungsrecht), Grundlagenwissen über Arbeitsunfähigkeit, Rolle der Kontextfaktoren, berufliche Reintegration, Prävention und Rehabilitation, etc. erfolgreiche berufliche Reintegration setzt voraus : Kenntnisse über die Strukturen der sozialen Sicherung und das sozialmedizinisches Procedere (Leistungsrecht), Grundlagenwissen über Arbeitsunfähigkeit, Rolle der Kontextfaktoren, berufliche Reintegration, Prävention und Rehabilitation, etc. Abgleich des individuellen Leistungsprofils mit dem Anforderungsprofil, Ausgleich der Defizite, Förderung der Fähigkeiten

Ms. Annette Gaessler Ms. Annette Gaessler Presentation Transcript

  • Welcome to Airbus in Germany Annette Gäßler, Head of Health Airbus Operations GmbH Corporate Social Responsibilty and Return to Work Page
  • Contend Corporate Social Responsibilty and Return to Work Company and sites Airbus Vision, CSR, Employability and Health Risk Assessment, Health Reports and Further Tools Return-to-Work Programme Conclusions Page
  • Page Toulouse Broughton Filton Final Assembly Line St Nazaire Nantes Stade Bremen Airbus in Europe … 11 Sites in Europe Page G E R M A N Y S P A I N F R A N C E U N I T E D K I N G D O M Illescas Puerto Real Madrid Hamburg
  • Airbus worldwide ….. 1 global company 3 customer support centres 5 training centres 7 spares centres 9 engineering design centres 11 manufacturing sites 20 languages 24 hour customer support (365 days a year) 50 flight simulators more than 88 nationalities 160 offices 316 customers 250 resident customer support managers ~325 operators ~6000 aircraft delivered >52,290 employees Wichita Mobile Washington Airbus Americas Tokyo Airbus Japan Peking Airbus China Moskow Hamburg Toulouse Tianjin Neu Delhi Bangalore Dubai Airbus Middle East (Data at end 2009) Page
  • Growing together The Airbus Way Page
    • The cultural diversity of 52,000 employees from 88 nations gives Airbus a strong competitive advantage
    • Airbus recruits an increasing number of women in traditionally male roles such as engineering
    • Airbus’ people strategy, Growing Together, encourages better performance, higher quality and job dedication
    • Responsibility and initiative are fostered at all levels, with strong support for current and future leaders
    • Airbus promotes an open dialogue with employees and employee representatives
    • Airbus celebrates and rewards employee achievements through national and company wide award schemes
    a world of cultural diversity
  • theAirbusway: values and behaviours to enable our vision and strategy … one global company culture Objective: To be a fully integrated company where all people, functions, partners, and suppliers share common values, behaviours and ways of working
  • Commitment to the environment, health & safety The Airbus Way Page
    • The A380 is crucial in addressing the increased demand for air travel
    • Airbus is closely involved in research projects to reduce noise and emission levels, and to help customers optimise aircraft performance
    • Airbus is the only aerospace company to have earned International Organisation for Standardisation (ISO) 14001 environmental certification covering all production sites, the company headquarters and all products throughout their lifecycle.
    • Safety in the design of workplaces and industrial processes is a key priority
    Airbus has implemented a joint policy to improve the environmental performance of its aircraft and the impact of production, as well as the working conditions of employees a world of commitment
  • Risk Assessments - Final Assembly Line - Wing Tank - Page
  • Risk Assessments - Equipment Installation - Page
  • Risk Assessments - Equipment Installation - Page
  • Contend Health Report 2009 The average sick rate fell slightly from 4.4 % in 2008 to 4.3% in 2009 18% of the sick days were due to illnesses lasting longer than 42 consecutive working days The risk assessment should be consulted for each individual site, especially in the case of musculoskeletal disorders Sickness in the 60+ age group will play a more prominent role in the company in the future Page
  • Health Management Tools EHS advisory meetings as a joint platform with HR Page Information sources Health reports Risk assessments Ergonomic Register Employee surveys... Quality assurance EFQM Reporting KPIs Business Warehouse SAP Evaluation Social Report Rehab strategies Fit with Airbus Re-integration Team meetings Annual campaigns Heart Week Care of the back Skin Air 2008 Nutrition Employee participation Health promotion meetings Training courses Executives Check-ups Step-counter campaign Balance in Life Communication/organization Delegation of duties Airbus People Visualization in the hangars Problem of addiction Manager training Programme for trainees Q&A meetings for Executives Supervision “ Smoke-free in your mind”
  • Further Tools - The Ergonomic Register - Ergonomics serves to protect our employees’ health and creates a basis for developing human performance
    • Strive for humane working conditions
    • Help for practicable rehab measures
    • Complements evaluation of functional capability
    • Observation /
    • search for solutions
    • Documentation
    Page
  • Return-to-Work Programme - The idea: pilot project Early Rehabilitation -
    • The pilot project Early Rehabilitation
    • for Employees was created in 2002
    “ Sickness leave over 6 weeks generally means that the employees are lost for aircraft production.” Prof. Bigos 1983/84
    • in order to
      • prevent loss of productivity and
      • afford successful occupational rehabilitation
    Page
  • Return-to-Work Programme - Who is involved in this project ? - Plant manager Rehabilitation centre Statutory pension funds Company health insurance fund Medical supervision of the health insurance funds Internal and external networking We cross-link, and employees can focus on their treatment Page Works Council Occupational safety Company doctor Human resources
  • Return-to-Work Programme - The contents: “Fit with Airbus” - Design workplaces at Airbus according to ergonomic Standards Use the Ergonomic Register to ensure that rehabilitation measures are geared to the workplace Documentation in the form of an Ergonomic Register containing photographs with ascertained weights and ascertained freedom of movement for the body and hands The therapist must be familiar with the workplaces at Airbus The rehab centre has the Ergonomic Register and confirms in writing that the information it contains will be treated as confidential Emphasis on employment and a positive attitude to performance Page
  • Return-to-Work Programme - Description of the process - Health management driven by Lean principles Page Corporate Social Responsibility and Return to Work
  • Return-to-Work Programme - Job matching - Job matching as a steering element = comparison of the workplace requirements with individual physical capabilities Initial and final diagnosis to steer interventions and assess the employee’s current performance potential Page
  • Return-to-Work Programme - Content of training - Page Interior furnishing of an aircraft, cargo compartment; the employee stands on “stringers” between the rails of the cargo loading system Work training at the rehab centre
  • Return-to-Work Programme - long-term results (2003-2005), doctoral thesis Dr. Föh (extract) -
    • Evaluated : 79 male and female participants over the years 2003-2005
      • 77 employees were re-integrated successfully in their old jobs
      • Only two changed their jobs
    • Sites of the symptoms
      • 52% lumbar spine / 17% knee / 17% shoulder / 14% spine, unspecific
    • All applications for rehab were made by Airbus company doctors
      • Average time between application and start of rehab: 15.5 days
      • Average length of incapacity for work at start of rehab: 48.8 days
      • Average duration of rehab: 24.2 days
      • 22% underwent additional re-integration
        • Work on an hourly basis, accompanied by hours of further treatment -
    Average cost: 3,785 € per participant, paid by the statutory pension insurance fund Page
  • Contend Return-to-Work Programme - The three main benefits of the project - Lasting, approximately 30% reduction of absence due to illness after rehabilitation. A reduction from 50 days to 35 days of incapacity for work was achieved. The success was shown to continue in the following years 97 % of the participants were able to return to their old jobs Massive shortening of the time from the application for rehabilitation to the start of treatment to an average of 24 days through networking and persons to be contacted directly. This permits earlier integration at the workplace Page
  • Conclusions Medical health management in occupational medicine can be organized in networks and driven by Lean Management principles Leadership is still one of the most underestimated factors affecting the attendance rate A good personal relationship as a company with all stakeholders is one of the key drivers of success Page
  • Vielen Dank für Ihre Aufmerksamkeit! Thank you for your attention Merci pour votre attention ! Page
  • © AIRBUS DEUTSCHLAND GMBH . All rights reserved. Confidential and proprietary document. This document and all information contained herein is the sole property of AIRBUS DEUTSCHLAND GMBH . No intellectual property rights are granted by the delivery of this document or the disclosure of its content. This document shall not be reproduced or disclosed to a third party without the express written consent of AIRBUS DEUTSCHLAND GMBH . This document and its content shall not be used for any purpose other than that for which it is supplied. The statements made herein do not constitute an offer. They are based on the mentioned assumptions and are expressed in good faith. Where the supporting grounds for these statements are not shown, AIRBUS DEUTSCHLAND GMBH will be pleased to explain the basis thereof. AIRBUS, its logo, A300, A310, A318, A319, A320, A321, A330, A340, A350, A380, A400M are registered trademarks. Page
  • Development of the length of incapacity for work in relation to the duration of rehabilitation as a Box-Whisker Plot Page
  • Comparison of Costs Page Corporate Social Responsibility and Return to Work Sick days Overall cost to the economy due to absence 70 bn euros annually Sick days Cost to statutory health insurance system 6 bn euros annually Hospital Cost to statutory health insurance system 60 bn euros annually Workplace Cost to employer 300.- euros daily Instruction of new employees Cost to employer 60,000.- euros annually
  • Incapacity for Work - allocation, duration, numbers and costs - Page Corporate Social Responsibility and Return to Work