♦ 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. Incitec Pivot 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 Incitec Pivot 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 0.67 in 2015.
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.
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, the Chief Risk Officer and 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
• Management of Change
• 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.
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 the standard risk analysis tools across the Group. Both processes 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.
Our HSEC policy and management system is a key tool underpinning safety performance at all levels and across all functions. We have 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 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.
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 process and established metrics ensure continuous monitoring and assessment of performance. Our global Process Safety Standard is supported by an internal awareness campaign including bulletins, seminars, and toolbox talks, and our major sites participate in an internal benchmarking exercise against the Standards. We are pleased to report that the total number of Tier 1 process safety incidents in 2015 decreased by 30 percent from last year.
Key Challenges and Opportunities
• Achieving Zero Harm in our risk inherent manufacturing and customer mining environments.
Tragically, in May 2015 a fatality occurred in our Dyno Nobel Asia Pacific underground operations. Immediately following the fatality, a global safety stand down was held for all employees in the Group to reflect on the fatality, pay tribute to their colleague and remind all personnel of the hazards that they are exposed to and the risks they face in their workplace every day.
• Injury Reduction through the promotion of Safety Leadership and Safety Culture
• Implementation of global approach to 'Permit to Work' and 'Job Step Analysis' processes, with associated training materials
• Continued TRIFR improvement through safety training, identifying the root cause of 'near misses' and incidents, and through risk management
• Developing an improved approach to embed effective change management processes into key HSE initiatives
• Leveraging the learnings from 'High Potential' incidents across the business
• Continued integration of ‘Safety Partner’ behavioural principles into HSE systems and tools
• Achievement of a TRIFR of 0.67, a 31% reduction from 2014, with 92% of sites recordable injury free
• 'Near miss’ and hazard reporting increased by 175% on 2014 reporting numbers with investigation and problem solving of 100% of ‘high potential’ incidents and near misses
• 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 Group wide communication of the resulting learnings
• The continued roll out of the ‘Safety Partners’ training program across our business divisions
• 96.8% Annual Hygiene Monitoring Program completion across our Australian businesses
• Establishment of a noise reduction and hearing conservation program across our Australian explosives business
• Establishment of the Hazardous Manual Task Injury Reduction Program across our Australian businesses to minimise the risks of musculoskeletal injuries