• Safety
• Health

Safety

POSCO's Safety

In 2014, large-scale disasters such as the gymnasium roof collapse at Mauna Ocean Resort in Gyeongju, Sewol-ho ferry disaster and the ventilation shaft collapse at the Techno Valley in Pangyo have brought widespread concern on the issue of safety. The government installed the Ministry of Public Safety and Security in November to prepare for large-scale disasters on the national level and strengthen the safety management system. POSCO also improved the organization and system to greatly reduce disasters and conducted various safety activities such as safety education customized for each rank. We also focused on practical activities such as the Good Driver campaign and are striving to build a safe and happy work place by fostering and internalizing self-directed safety activities.

POSCO Family's Safety & Health Management System

The POSCO Family established a safety and health policy to eliminate hazard elements at the plant floor and improve the employees' health and quality of life, while promoting continued improvements through the PDCA cycle. Moreover, we are creating a safe working environment by making sure everyone thoroughly fulfills the roles, responsibilities and procedures of their respective ranks, which is the core of safety management.

POSCO Family's Safety & Health Management System

Safety Score Number of Accidents

(Unit : cases (fatalities))

Safety Score Number of Accidents

Category	'11	'12	'13	'14	'15
Employee	12 (0)	3 (1)	10 (1)	12 (1)	7 (0)
Contractor	6 (0)	4 (1)	4 (1)	3 (1)	1 (0)
Total	8 (0)	7 (2)	14 (2)	15 (2)	8 (0)

Safety Score Lost Time Injury Frequency Rate

Safety Score Lost Time Injury Frequency Rate

Category	'11	'12	'13	'14	'15
Employee	0.33	0.08	0.26	0.32	0.19
Contractor	0.15	0.10	0.10	0.08	0.03
Total	0.23	0.09	0.18	0.20	0.11

*Lost-time injury frequency rate = (number of lost-time injuries / total working hours in a year) X 1 million hours

Major accidents (1) Accidents which led to 1 or more fatalities (2) 2 or more simultaneous injuries requiring more than 3 months of recuperation (3) 10 or more persons have been injured or fallen ill due to occupation illness simultaneously

Major accidents * Total working hours in 2014 = total (72,001,436 hours), direct operations (36,709,887 hours), outsourcing partners (36,589,256 hours)

Major accidents * LTIFR of 2014, according to OSHA (Occupational Safety and Health Administration) standard of 200,000 working hours is: Total (0.04), direct operations (0.06), subcontractors (0.01). Second number after decimal was cut-off

Improving the Safety & Disaster Prevention Organization

With safety our core value and systematically implement safety management, we newly installed an organization and changed the name of some existing organizations. The Steel Production Strategy Office was renamed as Safe Production Strategy Office, and the Safety & Health Executive Office was changed to Global Safety & Health Group, to emphasize the importance of safety. Next, we combined the Safety Team, Disaster Prevention Team and Health Promotion Team, and newly installed the Safety Disaster Prevention Department, focusing on the safety, health and disaster prevention function. In addition, the position of the Safety Master in charge of safety management of the production departments was elevated to safety leader to spread the awareness of the importance of safety at the field.

Safety and Health, Disaster Prevention Organization

Vision and Implementation Strategy for 2015

• Vision: Realizing POSCO the Great, where work place is safe and life is happy
• Goal: Achieve zero injury through Self-directed Safety Spread (SSS) and observing the basics
• Implementation Strategy : Implement POSCO Family safety activities founded upon SSS activties

  Company: Strong Platform That compels abiding by safe practices, Build safety culture where like minds connect, Employee: Growth of the POSCO Person that feels and executes voluntarily

  Action Plan for Each Strategy

  Self - directed Safety Spread: An Employee that understands the Improtance of safety and practices safety voluntarily

  • 1 Spread the self-directed safety initiative
  • 2 Smart safety activities led by the smallest organizational unit
  • 3 Employees' voluntarily enhancement of their safety & health disaster prevention competence
  • 4 Secure expertise in the field of safety & health disaster prevention

  Setting culture of practicing basics voluntarily: Fostering the mindset to stay true to basics from the smallest things

  • 5 Internalize the 10 Safety Iron Rules and correct unsafe behaviors
  • 6 Settle the culture of observing safety rules
  • 7 Observe operation procedures for vulnerable operations
  • 8 Promote practicing basics by strengthening the safety checking function
  • 9 Settle the new traffic safety culture within the steel works

  Uproot hidden hazards: Realize a safe operation site by eliminating, hidden hazards at the root

  • 10 Systematic management and improvement for fatal hazards that cause serious Injuries
  • 11 Expand ILS and settle optimal operating process
  • 12 Preemptive disaster prevention activities and enhancing emergency response competence
  • 13 Advancement of disaster prevention facilities to achieve zero occurrences of large fires
  • 14 Build a virtuous cycle of safety system by improving facilities' reliability

  Build safety infrastructure based on mutual trust: Provide close-up support, secure channel for information sharing, provide system

  • 15 Close-up assistance for Group companies and overseas branches to settle safety activities within their operations
  • 16 Operate and improve the POSCO Family Global Safety & Health System
  • 17 Conduct PSRS diagnosis and consulting assistance customized to the POSCO Family companies¡¯ characteristics
  • 18 Proactive health activities to build a pleasant working environment
  • 19 Enhance safety leadership and secure channel for information sharing