♦ 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. In 2017 IPL achieved a TRIFR of 0.90, a 35 percent decline from 2012.
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 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 post 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.
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 (SAO).
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.
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
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 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. Our audit framework and established
metrics ensure continuous monitoring and assessment of performance. The
total number of process safety incidents has decreased by 15 percent since
2015 and there were no recordable injuries from PSM-related events during 2017.
Our 2017 Performance
• Achievement of a global TRIFR of 0.90, with 84 percent of sites recordable injury free;
• 6 percent reduction in Lost Time Injury Frequency Rate since 2016;
• 62 percent reduction in Employee Lost Day Severity Rate since 2016;
• 15 percent reduction in process safety incidents since 2015;
• Receipt of the Burlington Northern Santa Fe’s 20th Annual Product Stewardship Award for the safe transportation of hazardous materials by rail;
• Development and roll out of the Tier 1 employee driven and narrated 4Ps Zero Harm video to communicate the Zero Harm strategic themes and emphasise the Safety Partner concepts;
• Confirmation, via employee feedback through an Appreciative Enquiry across IPL’s Global Manufacturing operations, that the Zero Harm strategy is understood and that the program is meaningful and is creating a safer workplace and culture;
• Design completion of the global standardised management of change process and database tool;
• Completion of the implementation of global standardised Job Step Analysis and Permit to Work processes across Asia Pacific and all Global Manufacturing sites;
• Commencement of the use of standardised Critical Control Verifications. Critical controls are those which relate directly to fatal risks;
• Redesign of the IPL 8 Week Health Challenge, with a planned extension to all employees in our Australian & Asia Pacific business in February 2018.
• Development of the IPL Remote and Onsite Workers Pack in conjunction with SeventeenHundred to support our Fly In Fly Out (FIFO) and Drive In Drive Out (DIDO) workforce.
Key Challenges and Opportunities
• Striving for Zero Harm in our risk inherent manufacturing and customer mining environments.
• Continuous improvement in all safety metrics.
• Continued implementation of the CCV Management process;
• Implementation of the IPL Safety Partner Group Standard;
• Continued improvement of risk management across all parts of the business, including the quality of risk register content;
• Extension of the implementation of the standardised PTW and JSA processes to all North American sites;
• Implementation of the global standardised Management of Change process;
• Maintaining a TRIFR of less than 1; and
• Maintaining a continued reduction in injury severity rate and other metrics.
The Burlington Northern Santa Fe Railway (BNSF Railway) is one of the largest freight railroad networks in North America that links western and eastern United States, and serves as a key mode of transport for our Americas Operations. In May 2017, the safety performance of our St Helens, Oregon and Louisiana, Missouri Plant Operations Teams was recognised through the awarding of the Burlington Northern Santa Fe’s 20th Annual Product Stewardship Award to our Americas business. This award recognises the safe transportation of hazardous materials by rail. Companies are selected for the award for transporting a minimum of 500 loaded tank cars of hazardous materials during the previous year with zero non-accident releases during the entire transportation cycle and for successfully implementing the ethics of Product Stewardship under the American Chemistry Council’s Responsible Care® Initiative.
This award is a fantastic achievement for our Americas Business, and a perfect example of our people continually striving for Zero Harm and achieving outstanding business performance.