Always advancing, always exceeding: We continuously elevate our workplace standards. We aim to achieve zero Lost Time Accidents on all sites. By 2025, we aim to achieve 500 Safety Awareness Talks per Ø 1,000 employees per month.
Our new Safe Together safety campaign was launched in 2024. Since then, the first three of eight steps have been actively promoted throughout the group. Safety Awareness Talks, or SATs, are an
important part of this campaign. In 2024, we achieved ∅ 426 SATs per 1,000 employees per month. Hannes Kinast, our COO, played a central role in the development and rollout, and personally conducted many of these talks. We asked him for an interview.
Mr. Kinast, what are the Safety Awareness Talks about?
In industrial environments, safety awareness talks are a crucial tool to foster a culture of vigilance and proactive risk management among employees. Regular safety discussions help reinforce critical safety protocols, ensure that workers are up to date with the latest safety regulations, and remind them of the potential hazards present in their daily tasks. By highlighting real-life examples and encouraging open communication, these talks empower employees to identify and address safety concerns before they escalate into accidents. Ultimately, consistent safety awareness initiatives contribute to a safer workplace, reducing the incidence of injuries and enhancing overall operational efficiency.
Please tell us how involved you are in the SATs.
When I became COO, I asked myself how best to address occupational safety. I didn’t want to create new policies just to put my name on them. Instead, I wanted to show, both in my role and personally, that this issue is a priority for me. Whenever I visit a plant, I collaborate with the managing director to choose specific safety topics to discuss with department heads, safety officers or employees. For example, we’ve reviewed our group-wide accident evaluation process, and I’ve joined teams for on-site inspections. This hands-on approach has been well-received, with employees and managers appreciating that we take safety seriously, not just as a box to check for KPIs. Occupational safety is challenging because it’s a cultural issue. The key is finding ways to genuinely engage everyone.
You discussed selected accidents and how they could have been avoided.
The discussions go well beyond the basics and have been incredibly productive. I bring my personal experience from various plants, and when combined with the insights of managing directors, department heads, safety officers and employees, it creates great synergies and knowledge sharing. I help drive coordination between plants to implement effective solutions across the group. The key is keeping the conversation dynamic and engaging. We didn’t follow a strict template – each of the seven discussions in 2024 was tailored to the specific needs of the location.
Being present and engaging with employees directly, makes it clear that safety is a top priority and a core value for our company
Which topics emerged?
At some locations, we reviewed safety measures on-site and discussed whether they’ve been effective or if there’s still room for improvement to further reduce accidents. We confirmed we’re on the right track with our accident post-evaluation processes. At other sites, we toured paper machines, visited control rooms, and had discussions with employees about occupational safety. Once, I spontaneously asked employees what they would do if someone's finger got trapped in the winder – a potential risk in the paper industry, though it hadn’t happened at that plant. While safety devices shut the machine down, fingers could still be trapped. This sparked a productive discussion about the rescue equipment needed to free an injured worker. I then shared a successful solution from another plant with the team and across the group to optimize safety measures for all locations. This wasn’t about addressing a specific accident but rather about proactively reducing potential hazards.
This means, SATs develop based on the specific situation?
Conducting SATs can be challenging because checklists lack authenticity and fail to encourage open, creative thinking. However, when we approach these discussions with genuine interest, we uncover areas where we can make meaningful adjustments.
Did you come across any surprising results in the course of the SATs?
I’ve become acutely aware of how deeply personal responsibility and safety awareness are tied to the local culture. Some locations experience few accidents due to either the general living conditions or a long-standing safety mindset. While we’re well-equipped with safety devices, accidents still occur when we don’t maintain constant vigilance. It’s crucial that neither managers nor colleagues ignore potential hazards.
Do language barriers also influence the topic of occupational safety?
In discussions with employees, the managing directors acted as the voice for the local team, and our joint approach as very well received. I emphasize both shared and personal responsibility – each employee is accountable not just for themselves but for their colleagues as well. Additionally, we
ensure that all occupational safety information and trainings are provided in the local languages of our plants, reinforcing our commitment to effective and inclusive safety practices.
What about compliance with rules?
Safety rules are established to prevent accidents, and it is essential that our employees follow them. We expect adherence to these rules as an integral part of their responsibilities. However, we foster a clear communication culture within our group where everyone feels comfortable speaking up if a rule isn’t practical. By encouraging honest feedback, we ensure that ineffective rules are addressed and avoided.
What conclusions do you draw from the SATs you conducted in 2024?
I take my position as a role model very seriously. Being present and engaging with employees directly makes it clear that safety is a top priority and a core value for our company. It’s also crucial to show that we value everyone’s work and performance, as motivation plays a significant role in maintaining safety.
How will the results be further integrated into the safe together campaign?
We share the knowledge gained across the group to enhance our safety culture from all levels – top down and bottom up. It’s important to foster a proactive safety mindset where colleagues look out for each other, and a friendly reminder from a coworker can be invaluable. Through my factory visits, I aim to lead by example and show that the Board of Directors is committed to ensuring everyone returns home safely each day. I’m pleased with the positive feedback from my SATs in 2024. While each factory focuses on its own operations, the cross-site exchanges foster valuable networking and benefit the group as a whole, not just in occupational safety.
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