♦ Workplace Health and Safety

Our approach to workplace to health and safety is defined by our HSE Strategy which is underpinned by a focus 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.

 

In 2018, IPL refreshed its Zero Harm ambition to extend beyond personal safety to include a greater focus on process safety and environmental management. This refresh aims to ensure that Zero Harm is a way of life not only for employees, but for other stakeholders, and that it extends beyond the Company to make a positive impact of the community.

IPL also revised its Zero Harm strategic plan to include a new three-year focus aimed at achieving a number of key safety measures, including a sustainable benchmark all worker Total Recordable Injury Frequency Rate (TRIFR) of 0.7 by 2021. In 2018, IPL achieved an all worker TRIFR of 0.96, which was consistent with our target of < 1. The increasing trend in the Company’s TRIFR over the last three years has stabilised and improved since mid-2018 (1.02) as the Company reaffirmed its Zero Harm commitment.

 


Specific targets set as a result of the 2018 Zero Harm strategic review include:


• 30% improvement in TRIFR by 2021         (against the mid-2018 TRIFR of 1.02);
• Sustainable year-on-year reduction in Tier 1 and Tier 2 Process Safety Incidents as defined by the Center for Chemical Process Safety (CCPS);
• Sustainable year-on-year reduction in High Potential Severity Incidents; and 
Zero Significant Environmental Incidents.

 
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. 100 percent of our workers and contractors are represented in formal joint management-worker health and safety comittees which operate at a site based level in the organisation. At large sites, these may also operate at a plant level.

 

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. 

 

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. During 2018, priority was given to Executive Team leadership and coaching of employees in safety during site visits. The Executive Team made site visits in order to review site risk registers and Critical Control Verifications (CCVs), which are controls relating directly to fatal risks.

 

 People

 

Personal responsibility at all levels is integral to promoting continuous health and     safety improvement across the Group. We are embedding this culture through       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 Step Analyses (JSAs) and more formal 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’ was strengthened this year with the development of the IPL Safety Partners Standard, which was approved by the IPL Board. 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.

 

The Safety Partners Standard that was developed during 2018 sets minimum standards to embed Safety Partners as a primary driver of strong safety culture at IPL whilst providing a degree of business unit flexibility to allow adaptation for particular site and business needs. The Global Safety Partners Steering Committee was established to support the implementation of the Standard, which was incorporated into the Global HSEC Management System. The Standard includes the following requirements:

• All new employees and full-time contractors must complete Safety Partners orientation eLearning as part of the IPL induction process;
• All new employees (and contractors) must complete a two-day Safety Partners training program within six months of hire;
• All employees (and full-time contractors) must complete an annual half day refresher course; and
• All IPL Safety Partner facilitators/trainers must have participated in, and received, accreditation in the IPL Safety Partners ‘Train the Facilitator’ program

 

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). 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 includes 18 global standards and is a key tool underpinning safety performance at all levels and across all functions.

 

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 injury, environmental, process safety or quality related – we gain valuable insights into the 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 regularly. Our focus during 2018 included the continued improvement of risk management across all parts of the business, improving the quality of risk register content, and the development of the IPL global standardised Management of Change (MoC) process.

 

 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 are meeting 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

number of Center for Chemical process Safety (CCPS) Tier 1 Process Safety

incidents, which are the most serious of process safety incidents, has decreased

by 29 percent since last year.


Our 2018 Performance

 

• Achievement of a global TRIFR of 0.96, with 84 percent of sites recordable injury free;

• 29 percent reduction in process safety management Center for Chemical Process Safety (CCPS) Tier 1 Incidents since last year (2017);

• Team member led management reviews of high potential incidents and Group wide communication of the resulting relevant learnings;

• Continued implementation of the Critical Control Verification management process. CCVs are controls which relate directly to fatal risks;

• Refresher training in the IPL Safety Partner Group Standard;

• Effective use of globally standardised Job Step Analysis (JSA) and Permit to Work (PTW) processes;

• Integration of behavioural safety training into the IPL HSEC Management System;

• Completion of the design for the global standardised Management of Change (MoC) process and database tool;

• Completion of the design of a customised Zero Harm Culture assessment tool across Global Manufacturing that is consistent with the way IPL measures culture;

• Development of Process Safety Management (PSM) competency training content;

• The Global launch of a refreshed Rules to Live by program across the business in conjunction with World Safety Day, which included the addition of two new rules;

• The recognition of a ‘best ever’ ground breaking, historic safety performance in our Dyno Nobel Asia Pacific Business;

• Redesign of the IPL 8 Week Health Challenge, and extension to all employees in our Australian and Asia Pacific business: and

• Development and distribution of the IPL Health and Wellbeing calendar for our 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 for 2019


The following initiatives will be priorities in maintaining IPL’s Zero Harm focus in 2019:

• Continued risk management implementation and simplification;

• Development of a Safety Leadership Framework;

• Communication of the redefined Zero Harm culture vision;

• Continued improvement in the key areas of MoC processes and the onsite delivery of explosives products to customers (Explosives Management System);

• Improves Process Safety Management and operator competency;

• Injury management consistency across the IPL Group; and;

• Simplification of the HSEC Mangement System, including standardising core and common processes.

 

 

DNAP achieves ground breaking, historic safety performance

The In February 2018, Lee Smith, VP HSE & Risk for Dyno Nobel Asia Pacific and Incitec Pivot Fertilisers, took time to acknowledge a significant safety performance milestone achieved across the Dyno Nobel Asia Pacific (DNAP) business.  That month, DNAP celebrated its best safety performance in its history with an almost 90 percent reduction in all safety performance metrics across the business, including an 88 percent reduction in TRIFR and an 89 percent reduction in LTIFR compared to 2013.

“In addition, 90 percent of our sites have been recordable injury free for more than two years,” Lee said. “We have seen a downward trend in our injury severity rates and in our high potential incident rates. Importantly, we’ve also recorded a reduction in repeat high potential incidents, which demonstrates the effectiveness of our corrective actions arising from incident investigations.”

“This was made possible through strong visible leadership and the commitment of everyone across the DNAP Business, I want to congratulate you all for working together with a collective focus on safety, increased engagement with our customers, and how each of us has embraced taking ownership of our improvement initiatives.”

Some of those initiatives include:
• The Fatal Risk and Critical Control Program;
• Refocused Communication and Visual Management;
• Hazard Identification and Management Process;
• Incident Management and Focus on Implementation of Hard Barriers;
• Revised High Potential Incident Management review process; and
• Early Incident Notification and Incident Management.

In his communication, Lee reminded employees and contractors that while the historic milestone should be celebrated, all workers must remember the need to keep their focus on the end goal of achieving Zero Harm, for Everyone, Everywhere and every day along with management’s partnership in helping to support IPL’s continued Zero Harm journey and drive our safety agenda, which is to:

• Deliver focused training aligned with our operating systems;
• Assign critical controls based on each site’s risk profile; and
• Further embed our Explosives Management System.

“I ask everyone to take the time to reflect on what has been achieved and to remain ever vigilant” Lee concluded. “Let’s not become complacent. Let’s remain committed to working together to stay safe, continually improving our safety performance and ultimately, achieving Zero Harm.”

 

 


Engaging with customers and community on safety 

In line with extending our Zero Harm ambition beyond IPL to other stakeholders, IPL continued to engage with customers and the community to share our learnings on safety through events throughout 2018.  Our CEO Jeanne Johns gave the key note speech at BHP's global risk forum in August. 

“It’s important to engage with our customers and exceed their expectations,” Jeanne said. “I found getting involved in the discussion on safety lessons learned from our respective risk journeys extremely rewarding”.

Andrew Cunningham, Dyno Nobel Risk and Project Manager, was part of the inaugural North American Dyno Nobel Major Customer Health and Safety Forum held in Cheyenne, Wyoming. Representatives from Dyno Nobel and our customers Peabody, Rio Tinto, Newmont and Martin Marietta, as well as Buckley Powder, and Wesco, discussed our Health and Safety processes, wins and challenges. 

When asked to describe the outcomes of the day, Andrew said “We've agreed a forward program with sharing on a couple of common initiatives such as our control management programs. A common observation was that more safety programs doesn't necessarily equal better safety performance. One of our customers appeared to be seeing improved performance with greater and deeper focus through fewer programs, and we agreed to share learnings on this going forward.”

 

Case Study: In May 2018, the Team at our IS Manufacturing Plant in Helidon, Australia launched the BLAST (Building Leadership and Safety Together) program in the local Primary Schools

When the Helidon Dyno Nobel team chose to engage with their community at the Helidon State School Fete last year, there was feedback from the community who noticed their strong focus on safety behaviours.​ From this interaction grew an idea to share the IPL Zero Harm safety culture with the community. 

​The concept of the BLAST program came from a vision shared by Production Planner Tina Hickmott and Nonel Assembly Operator Kemara Duffey. Collaborating with Sentis Education, the Helidon team was able to establish a site Community Safety Council to facilitate the program to educate children on the core concepts of our Safety Partners behavioural program, and in particular, the importance of our Personal Big 5 (PB5). Our PB5 are the top 5 reasons that each of us want to stay safe and avoid an injury at work, school or home, and include things like being with our family, our friends, taking holidays or a favourite sport or activity.

“The BLAST program has customised material to suit each grade from pre-primary through to year six. There was a story for the Prep and Year one children with a character called ‘Dynamite’ the Safety Rabbit,” said Tina, who explained that Dynamite talks to his friends and family about ‘How do I keep myself safe?’ and ‘How do I help keep my friends and family safe?’ 

“All the material aligns with our Safety Partners learnings from across our sites and the concept of PB5 was targeted as the personal link for staff, pupils and parents.”

Helidon Plant Manager Paddy Wiggall, Executive Assistant Sonia Stewart and Global Head of Manufacturing Alan Grace joined Tina and Kemara for the launch of the BLAST program at Helidon Primary School. 

“I want to thank Tina and Kemara for their work in developing this program, it was just so rewarding to see the Prep kids so fully engaged in this great safety learning initiative” said Alan. “It’s a wonderful example of living out our Company Values of Zero Harm and Care for the Community.” 

The site is now in discussions with Sentis Education and the school to arrange a co-facilitated program at the school on an ongoing basis. Following the event, one mother of a Year 2 student offered her gratitude and appreciation to Kemara, with the following safety share.

Elijah got home from school on Friday and his Dad, Ben, was working in the shed. Ben is a diesel mechanic and was wearing open beach style shoes.  Elijah said, “Dad why aren’t you wearing your work boots when you are working?” 

His Dad replied with, “I’m at home. I never wear my work boots down here, buddy.” 

Elijah said “Dad! Do you know that if you hurt yourself you won’t be able to do all these things?” He then rattled off a list of his PB5 that he and his Dad would no longer be able to enjoy together if his Dad were to injure his feet. Finishing his point Elijah said, “Dad, if that happens you won’t be able to take me fishing!”

The next morning Elijah’s Dad got up and put his work boots on before he went to the shed.

Now that’s how you build great safety leaders!

 

 

 

 

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