♦ Workplace Health and Safety

Our approach to workplace to health and safety is implemented via our HSE Strategy which focuses on four key areas referred to as the ‘4Ps’: Passionate Leadership, People, Procedures and Plant. We believe that safety performance is a result of investment in each of these four areas. IPL has in place a fully integrated HSEC Management System which provides the foundation for effective identification and management of health, safety and environmental risks. Based on our HSEC Policy, this foundation is complemented by the corporate commitment to continuous improvement through BEx.

 

In 2012 IPL adopted a five-year Global HSE Strategy to achieve world-class safety performance and an all worker TRIFR of <1 by 2016. This was achieved in 2014 and was 0.76 in 2016.

Our employees, with all the skills, knowledge and expertise they bring and their capacity to see and manage risks, are a critical factor in achieving Zero Harm. We are working to further develop a culture of passionate leadership, effective procedures, well maintained plants and equipment, and, most of all, engagement from our people.

 

 Passionate Leadership

 

Leaders take responsibility for the safety of their people and create the safety culture in which Zero Harm is achievable. Passionate Leadership is the most important of the 4Ps. We have a governance structure in place to ensure a safety focus across the organisation. The Board’s Health, Safety, Environment and Community (HSEC) Committee assists the Board in its oversight of health, safety and environment matters arising out of our activities as they may affect employees, contractors, and the local communities in which we operate.

 

The Vice President of Health, Safety and Environment is accountable for advising the Managing Director & CEO and Executive Team on best practice strategies for health, safety and environmental improvement. The role supports the organisation in developing and delivering the health and safety strategy and works with a Group-wide network of safety professionals and operational leaders to achieve our goals and support line management in improving our performance.

 

Regional safety managers provide advice and support to line management, to enable them to make the most effective use of resources, by sharing best practices, and standardising, streamlining and coordinating health and safety activities across the Group. 

 

The Zero Harm Council (ZHC), chaired by our Managing Director & CEO and consisting of all members of the Executive Team and the Vice President Health, Safety & Environment, is accountable for overseeing the Group's execution of the Zero Harm Strategy and reviewing health, safety and environmental performance. A number of Zero Harm sub-committees have been established specifically to lead the implementation of specific areas of focus identified in our Zero Harm Strategy for FY 2016 including: 

 

• Risk Management; 

• Critical Control Management (Critical Controls are those which relate directly to fatal risks);

• Management of Change; and

• Permit to Work and Job Step Analysis processes.

To support our safety professionals in their roles a Health, Safety and Environmental (HSE) Functional Capability Framework was developed and a HSE Functional Capability Assessment template was developed and rolled out globally during 2014.  The assessment was designed to help to identify the level of competency of our HSE professionals in the four key areas of HSE knowledge, core processes, understanding the business and  partnering with the business.

On a day-to-day operational level, our leaders are expected to consistently demonstrate and communicate high standards of behaviour and operating discipline and promotion of our Zero Harm Value. They must take proactive action to continuously improve our safety performance and use both leading and lagging indicators to monitor that performance.

 

 People

 

Personal responsibility at all levels is integral to promoting continuous  health and safety improvement across the Group. We are embedding this culture through BEx and specific training, and supplementing this with the use of techniques such as safety observations, and incident and near miss investigations to share learnings.

We recognise that personal attitude plays a major role in workplace safety. We use two best-practice tools globally: Take5! and Safe Act Observation

  

Take5! and SAO are behavioural safety tools that form part of the Group's overall risk management processes. Both tools require employees to take responsibility for their own safety, as well as that of their colleagues. Take5! is the process for conducting a personal rapid hazard assessment before starting work. It ensures that employees are aware of any risks and have put controls in place to make it safe to proceed. This tool is used in conjunction with Job Safety Analyses (JSAs) and existing risk-assessment processes. SAO is a step-by-step process for evaluating safe work behaviours, whereby team members are observed performing routine tasks in their normal work environment. It is collaborative, and provides positive reinforcement and feedback to ensure that all employees work as safely and efficiently as possible.

 

Our global behavioural safety training program called ‘Safety Partners’ continued to be rolled out this year. Safety Partners is an innovative program that incorporates a unique blend of IPL’s Leadership, BEx and Sentis’ Zero Incident Process (ZIP) training content. The initial program is based on the concept of how people think, which invariably impacts on what they do. By giving attention to individual attitudes and behaviours we are able to influence the results we achieve on and off the job. Ultimately, this approach will help to influence our attitude towards safety, understanding what is truly important to us and creating a personal safety action plan.

 

Employees also receive safety training as part of their induction process, which is compulsory for all new employees (including contractors whose duration of engagement exceeds 40 hours). The first day of this process includes the provision of site safety information as well as discussion and sign off on our Health, Safety, Environment and Community Charter. Our ‘safety non-negotiables’ as described in the ‘Rules to Live By’ are clearly communicated at induction and reinforced by managers. We also use the ‘5S’ approach to workplace efficiency and safety hazard removal. 5S is one of the business improvement training programs associated with BEx. 

         

 Procedures

 

Our HSEC policy and management system is a key tool underpinning safety performance at all levels and across all functions. We rolled out simplified and streamlined global HSEC Standards across the Group in 2014, reducing the number of standards from 53 to 18. These are a key component of our Safety Management System.

 

These standards are a key component of 

our Safety Management System and are 

aligned to ISO14001, OHSAS 18001, ISO 

31000 and AS 4801 international standards, 

as well as American Chemistry Council 

Responsible Care Management System and 

Center for Chemical Process Safety risk 

based process safety standards.

To track and monitor our HSE performance, we use a global HSE reporting system called Cintellate. Incident reporting and analysis is key to our ability to continuously improve our safety practices. By recording and investigating incidents and 'near misses' to establish the root causes – be they injuries, environmental, process safety or quality related – we gain valuable insights into the safety hazards faced by our people and we communicate these learnings across all of our sites. 

 

A risk register template is included in Cintellate, which provides a uniform approach to risk ranking, management and reporting across the business. Data extracted from Cintellate is reported to the Board and Executive Team each month.

 

 Plant

 

Given the nature of the risks involved, ensuring the safety and integrity of our 

major chemical manufacturing facilities is paramount. This means making sure 

our facilities are well designed, safely operated, properly inspected and 

maintained, and meet regulatory requirements. We are continuing to strengthen 

our governance of process safety. Last year we introduced an audit framework 

and established metrics for monitoring and assessing performance. Our audit 

framework and established metrics ensure continuous monitoring and 

assessment of performance. Our global Process Safety Standard is supported 

by an internal awareness campaign and our major sites participate in an internal benchmarking exercise against our Global HSEC Standards. We are pleased to report that the total number of Tier 1 process safety incidents in 2016 decreased 

by 52 percent from last year.


Our 2016 Performance

 

• Achievement of a global TRIFR of 0.76, with 83 percent of sites recordable injury free.

• Improved safety metrics globally, including a 69.5 percent reduction in employee lost day severity rate, a 60.7 percent reduction in Lost Time Injury Frequency Rate (LTIFR) and a 51.7 percent reduction in Tier 1 process safety incidents.

• Development and release of global Risk Assessment and Bow Tie Analysis procedures.

• Specific and comprehensive Executive Team member ‘Zero Harm’ goals including undertaking safety-focused site walks during site visits, and taking part in, and reviewing, risk assessments and incident investigations.

• Executive Team member led management reviews of High Potential Incidents and global communication of the resulting learnings.

• The continued roll out of the ‘Safety Partners’ training program across the business divisions.

• Completion of over 400 assessments of the Annual Hygiene Monitoring Program. Additional monitoring included random testing at our manufacturing facility at Gibson Island, Australia, which was used to develop new and updated site maps for emissions and noise.

• Establishment of a global Alcohol and Other Drugs (AOD) policy and an Australia wide procedure for testing supported by a single national vendor.

• IPL funded influenza vaccinations were offered to all Australian employees.






Key Challenges and Opportunities

 

• Striving for Zero Harm in our risk inherent manufacturing and customer mining environments. 

• Continuous improvement in all safety metrics.


Strategic Priorities in 2017


The following initiatives will be priorities in maintaining IPL’s Zero Harm focus in 2017:

• Executive Team member leadership and coaching of employees during site visits to review site risk registers and investigate high potential incidents to identify root causes.

 • Continued improvement of risk management across all parts of the business, including the quality of risk register content.

• Implementation of a critical control management process. Critical controls are those which relate directly to Fatal Risks.

• Embedding of the standardised Permit to Work and Job Step Analysis processes at our manufacturing sites and the roll out of these across our explosives and fertiliser operations.

• Development of an improved and standardised Management of Change process.

• Launch of an online training package for employees on Alcohol and Other Drugs (AOD).

• Maintaining a global TRIFR of less than 1 and the gains made in decreasing injury severity rate.




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