The health and safety of our people is imperative to our business. The health and safety of our people is imperative to our business

The health and safety of our people is imperative to our business. Striving for excellence in health and safety makes good business sense at a number of levels: it results in higher performing teams and more reliable operations and activities; and it makes us an attractive business partner.

This commitment to health and safety means that we can grow with confidence, knowing that risks will be managed. It also ensures that business interruptions are rare and productivity remains high.

Our vision and goals for health and safety and how we commit to achieve them are set out in our global health, safety and environment (HS&E) policy Link opens in a new window .This describes how performance improvement is delivered through a strategy that focuses on three areas:

  • Capability and culture
    To instil HS&E at the heart of everything we do, we need consistent, visible leadership and commitment from managers at all levels. We must also engage effectively on HS&E with all our employees.
  • Systems and processes
    As we continue to grow there is an even greater need for robust HS&E management. We continually strengthen our HS&E management system, running effective assurance programmes and sharing what we learn from incidents.
  • Risk-based improvement programmes
    We implement prioritised work programmes focused on key areas of risk. Recent examples include programmes governing machinery safety, lifting and process safety.


A robust health and safety governance framework helps us to monitor and direct improvements in management and performance. A main Board director has responsibility for HS&E and the Board receives regular reports on progress. We have forums that range from local team meetings right through to strategic committees, involving members of the Executive Leadership team. There's also a Board Safety Committee that oversees the operation of all HS&E, Product Safety and Security policies, practices and procedures for the Group.

A healthy, resilient workforce is the cornerstone of a high performance organisation. Productivity and innovation thrive where workplace risks have been systematically controlled. This provides opportunities for us to enhance the personal health and wellbeing of our people.

To achieve this, our Occupational Health Strategy focuses on three areas:

  • Compliance – Managing occupational health risks
  • The nature of our work has the potential to expose us to conditions that could harm our health. From noise and vibration to ergonomics and lifting, we continually invest in programmes and controls that mitigate these risks. Our occupational health providers conduct a full range of statutory surveillance medicals to look for any early signs of occupational disease.

  • Developing resilience
  • We operate in a lean, dynamic and competitive market which places significant demands on our people. Our approach to meeting this challenge is to ensure that we equip individuals and teams with the training and tools necessary to enhance their resilience. This ensures that they are able to recover, learn and thrive in this dynamic environment.

  • Promoting wellbeing in a healthy workplace
  • For anyone to perform at their full potential, they need to enjoy robust good health. Our data tells us that many of our workers are facing the personal health challenges endemic in the 21st century. That's why we provide a broad range of benefits and interventions aimed at reducing the impact and cost of these conditions.

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We are committed to continually reducing safety risks in our work environment. As part of this, we champion both personal safety and the effective management of our biggest potential hazards.

We have maintained a strong focus on developing effective HS&E leadership in our management teams. We support them so that they can be visible and engaged in health and safety matters at all times.We give them the tools and information they need to initiate and participate in our improvement activities. These operate at different levels, from local programmes that target common minor injuries, such as hand injuries or safe working at height, to global programmes addressing common challenges, prioritised around risk.

It is important for us to be consistent in our approach to HS&E wherever we work. Our drive to operate to a common global standard means we are redeveloping our HS&E management system. This is a significant programme of work. It will include the creation of a new library of revised management and control standards, including tools to support their implementation, communication and specific training materials and activities. This programme will continue throughout 2013 and beyond.

In addition, our business sectors all have global certification Link opens in a new window  to the occupational health and safety standard OSHAS 18001. This confirms our commitment to globally consistent health and safety standards.

Total reportable injuries

We are making steady improvements in our safety performance. This is borne out by our total reportable injury (TRI) metric which continues to fall with a 28 per cent reduction over the past three years from a rate of 0.72 per 100 employees to 0.52.

However, to broaden our understanding of our wider HS&E performance we are working to fully implement a 'balanced scorecard' that will include additional performance metrics such as auditing and preventative maintenance.

We also focus on high potential incidents that could lead to significant injury or harm, taking action to address high numbers in a particular area.

Our new target is to reduce (total reportable injuries) TRIs per 100 employees by 15 per cent by the end of 2015, with 2012 as the baseline year.

Improvement programmes

We are also improving our incident investigation process, for example by improving how we share lessons learned when a safety incident occurs. A global programme of work is under way and we're rolling out pilot activities to test the new process and procedures. For example, our businesses now complete Major Incident Boards for high potential incidents, not just for significant incidents.

We continue making good progress with our major global improvement programmes. For example, programmes for machinery safeguarding and lifting operations have both moved into the sustainment phase that maintains the new standards into the future. We are also reviewing all our higher hazard operations as part of our Process Safety Management programme. Other programmes are in their initial stages, including ones relating to electrical safety and management of contractors.

Use our interactive performance charting tool to view and customise reports.

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