Our colleague Mertxe Rosete, head of occupational risk prevention, environment and energy at Aratubo, has been answering questions posed by the prevention journal “Segurmanía” by ConfeBask.

Read the full interview here

Aratubo is dedicated to the manufacture and transformation of welded steel tubes and the manufacture of steel tubes for automation industry. What are the main occupational risks faced by the workforce in this type of production?

The type of production that happens at Aratubo involves a number of occupational risks typical of our sector. The main risks, due to their severity, are falls of suspended and stacked material, trapping in machinery and collisions with vehicles. We also see overexertion, noise and exposure to chemical contaminants. The most significant are those arising from maintenance tasks and work carried out by subcontractors where proper coordination is essential. It is in these areas where the dreaded work at a height takes place, requiring even more exhaustive attention and control. All our efforts are focused on maximum reduction of each of them.

 

How would you describe the importance Aratubo ascribes to ORP?

Before joining Aratubo, I had the opportunity to work in an occupational health centre and, even then, more than 20 years ago, I was aware of the level of commitment that Aratubo had made in this area. That focus that I was seeing from outside at the time has become even clearer from inside. The concern and, above all, the involvement of Aratubo and Grupo Arania in general, with respect to Occupational Risk Prevention, has been constant since the first stone was placed. There is a very special sensitivity surrounding the culture of prevention, which works with the company’s ongoing involvement and that of the people who work there. Awareness-raising begins with the president and works its way down to the latest incorporation.

 

Throughout your career at Aratubo, what actions or improvements related to safety and prevention would you highlight as the most significant? Could you share any programme or initiative that has had a notable impact on the reduction of work-related accidents or incidents?

The commitment and implication of the staff has been the most remarkable. Furthermore, I think it is really important to highlight the vital work that the Safety Committee does; it is the perfect channel through which to transmit concerns, to debate and to work. The committee practices leadership that uses active listening. And this way of doing things works.

I think this video we made recently is a clear reflection of Grupo Arania’s spirit when we talk about prevention:

 

How has Aratubo attempted to make the whole workforce feel involved and responsible for safety?

The three fundamental pillars are communication, participation and training.

As I said before, awareness-raising in the area of safety is put into practice from top to bottom and from bottom to top. Thus, it is communicated and shared both upwards and downwards.

The multiple communication tools we use are essential so that all of the work teams are not only aware, but also contribute and feel involved.

For example, we have an internal application where all incidents are noted, which makes it possible to act immediately. The bulletin board is also used for communications considered of interest and that seek to involve everyone.

In parallel we are working on our transition towards becoming a sustainable company. This comprehensive focus not only prioritises physical safety, but also the emotional and mental welfare of our human team. We are very careful to work with companies with solid values. Sustainability improves commitment and work satisfaction.

And of course, this is all while maintaining our approachability. Prevention cannot happen from behind a desk. You have to get up and move

 

Could you give us an example of how technology has improved safety in the workplace?

Technology has been key in improving and promoting safety in industry.

I could give multiple examples, some are the implementation of advanced systems to control mechanical risks and prevent falls of suspended loads. For example, devices that detect the presence of people in hazardous areas or identify anomalous situations and automatically stop the machines to avoid accidents. In addition, safety enclosures guarantee that it is only possible to access dangerous areas when the machinery is inactive, eliminating the possibility of accidental contact. In logistics automatic warehouses minimise human error in high-risk areas and load cells on cranes and hoisting equipment automatically detect overloads, preventing collapses or structural failures and reducing the risk of falling loads. Finally, for solo work, devices have been installed that can detect falls or extended periods of inactivity and immediately send an alert to the safety team.

 

What is the role of internal communications in the development of a culture of safety and prevention at Aratubo? What strategies are being used to improve it?

Internal communication is crucial. It enables us to reinforce a culture of prevention and this is developed by involving everyone in the company.

 

In your opinion, how has the culture of safety evolved in the steel industry in recent years?

In recent years, the culture of safety in the steel industry has experienced a significant transformation, boosted by technological advances, regulatory changes and a greater awareness of prevention. We have moved on from a reactive focus, in which we acted after an accident occurred and due to legal obligations, to a proactive model centred on eliminating the risks before they materialise. Now we focus not only on the mechanical risks, we also pay more attention to the psychosocial risks. This has been achieved thanks to the implementation of state-of-the-art technology, continuous training and active participation, consolidating safety as a fundamental value and achieving safer and more efficient surroundings. Even so, the steel sector is still facing a reality of mortal accidents, which reminds us that our work in this field is still not done. The goal is always to get to zero accidents and guarantee an increasingly safe work environment.

 

Looking towards the future, what are the main challenges that Aratubo faces regarding occupational health and safety? How will it tackle them?

The main challenges in occupational health and safety include psychosocial risk management, improving ergonomics, reinforcing safety in critical jobs and the interaction between activities with external companies, especially in a context where tasks are performed more quickly, which requires effective coordination to guarantee that they work under the same safety standards and are in line with our policies

To take on these challenges, we are committed to the incorporation of new technologies and innovation in ergonomics. Regarding psychosocial risks, we are developing a programme of support and welfare centred on taking care of the mental and emotional health of our workforce.

For critical jobs and collaboration with external companies, we are reinforcing supervision and fostering closer coordination, guaranteeing that all the activities are carried out to the same safety standards.

In addition, we are still making a firm commitment to continuous training.

In any event, at Aratubo we feel we are facing these challenges in the right way and we have been backed by those who have come in and audited us.