Health, Safety and Wellbeing Strategy And Health, Safety and Wellbeing Annual Plan

Transcription

1 Health, Safety and Wellbeing Strategy And Health, Safety and Wellbeing Annual Plan

2 CONTENTS OUR VISION FOR HEALTH AND SAFETY...3 INDUSTRY ENVIRONMENT...4 GOALS AND OBJECTIVES...5 NEXT STEPS...6 WEL HEALTH AND WELLBEING STRATEGY...7 STRATEGIC KPIS...8 HEALTH, SAFETY AND WELLBEING ANNUAL PLAN HEALTH AND SAFETY INITIATIVES

3 OUR VISION FOR HEALTH AND SAFETY Our vision is for WEL Networks to be an industry leader in health and safety. We strive to be BEST IN SAFETY, ensuring our people return home safely every day, giving stakeholders confidence in our fundamental commitment to safety, all while delivering a reliable and efficient network. We continually endeavour to improve our health and safety performance in line with regulatory and legislative requirements and recognise that ongoing development and effort are required to better position us to realise our vision. Our Board and Management team are committed to ensuring company-wide engagement in improving our safety performance. It is essential that there is a collective understanding and agreement on the deliverables necessary to enable our vision. To enable continued improvement in our safety performance: We need committed and sustainable leadership in health and safety at every level We must have the competence to identify hazards and ensure that risks are effectively controlled All staff must be fully engaged and take personal responsibility for health and safety both for themselves and others We must have effective health and safety systems, processes and practices integrated with the management of our assets We must continually improve and raise the standards in our health and safety performance We must have in place effective forums and systems for communicating our health and safety challenges This strategy sets out the vision for the next five years and the associated plan provides detail on the initiatives that will take place over the 1-2 year period that will enable us to achieve this vision. Together they provide a framework for maintaining a robust safety culture and achieving our goal of being BEST IN SAFETY in everything we do. Garth Dibley CHIEF EXECUTIVE 3

4 INDUSTRY ENVIRONMENT WEL Networks recognises that the electricity and distribution industry is a high risk industry which historically sustained a number of fatalities, permanent disabilities and serious harm injuries. We embarked on an improvement programme to enable WEL to minimise the risk of harm to our workforce, which resulted in a significant reduction in our overall injury severity rate. While we have improved our health and safety performance and have introduced a revised health and safety management system (policies and procedures) to OHSAS accreditation level, we recognise we will always have room for improvement. We continue to aim to achieve our vision of Best in Safety in every type of work we undertake whether in the corporate area or the in the field. We believe there is no single factor that presents an opportunity to improve safety performance; rather, there are opportunities across a full range of health and safety components, supported by strong governance and sound leadership. Strategic Plan Framework WEL Networks planning process provides differentiation between our long term vision and short term business focus. The Health and Safety stream aims to enable WEL Networks and WEL Services to be Best in Safety, ensuring our people return home safely every day. 4

5 GOALS AND OBJECTIVES Our FIVE Goals To help us work towards our vision we created five goals: 1. Bring Best in Safety to life - Our people will be fully engaged in health and safety and understand our health and safety strategy, objectives and accountabilities. 2. Build Capability - We will have strong and sustainable leadership in health and safety. We will have the competence to identify hazards and ensure that risks are appropriately controlled. 3. Manage Risk - We will focus on our Critical Risks, ensuring we have effective controls in place across the organisation. We will measure and monitor our controls through our Risk Management framework. 4. Improve Systems and Structure - We will raise the standard and continually improve our health and safety performance, systems and structure. We will effectively communicate health and safety issues and performance. 5. Manage Contractors - We will ensure our strategic partners are engaged, competent and capable in supporting WEL Networks in achieving our desired objectives. Best in Safety will only be achieved when we have all stakeholders personally committed. These five goals were designed by incorporating the following: feedback received by WEL from a review undertaken by the Wilson Consulting Group in 2015; activities agreed upon by the WEL Networks Safety Forum in early 2016; results from the Orange Umbrella Safety Climate Survey; and objectives agreed upon by the WEL Networks Executive team. Additional Inputs This revised strategy and the annual plan continue to build upon the strategic objectives that were developed previously and to incorporate suggestions and findings from the 2017 KPMG Audit and the GSI (Global Safety Index) Safety Culture Survey completed in February We have also used our Health and Safety performance data to focus on the main causes of injury and continue to seek guidance from within the workplace. Other external certification audits conducted in early 2017, the ACC WSMP Audit and the OHSAS Audit did not result in any further recommendations for improvement. 5

6 NEXT STEPS The Future of Health and Safety at WEL In the year a huge focus was placed on rolling out the first year of the two year WEL Networks Health and Safety Strategic Road Map. In January 2017, an internal audit was conducted to verify the activities completed within the Road Map had been done to a satisfactory standard. Of the thirty nine activities identified to be rolled out over two years, twenty six were completed within the first 11 months representing 69% completion. The audit gave WEL Management the opportunity to appraise and understand progress so far and consider the work still needed to be done, including the time and personnel resources that would be required to achieve these goals. Having taken the opportunity to review our overall goals and objectives, it has been identified that new activities are required to further reduce injury rates at WEL and to improve overall health and safety performance. These have been identified in the KPMG Audit (March 2017), the Global Safety Index (GSI) Survey (February 2017) and a review of our injury statistics over the last five years. Our proposed approach Continuation and Refresh of the Five Year Health, Safety and Wellbeing Strategy 1. Review, update and continue the 5 year strategy that was started in Introduce a Health, Safety and Wellbeing Annual Plan 3. Incorporate the WEL Health and Wellbeing Strategy as a subset of this strategy 4. Develop a new set of lead and lag indicators that can be accurately measured against agreed targets which are effectively reported and communicated 5. Complete the activities that are currently planned in the existing Health and Safety Strategic Road Map 6. Incorporate findings from the external audits and the GSI Survey results to continue to improve our systems and processes. Introduction of an annual plan A Health and Safety Annual Plan will be introduced in 2017 to support the achievement of the strategy. The year will focus on the completion of the two year Health and Safety Strategic Road Map and the completion of activities already identified by audits or by the business. From 2018 onwards the annual plan will replace the need for specific project initiatives (i.e. the Road Map). 6

7 WEL HEALTH AND WELLBEING STRATEGY At WEL we are committed to ensuring our employees return home safely every day and our aim is to be Best in Safety in everything we do. We recognise that employee wellbeing is not just about keeping people safe at work, but that it also requires investment in seeking opportunities to assist people to enhance and develop their own physical and mental wellbeing. Well devised and targeted workplace wellness programmes can reduce absenteeism, improve productivity, reduce health risks (particularly in an aging workforce), reduce potential for injury and improve employee morale. Our goal at WEL is to: Provide a wellbeing programme that is designed to meet the needs of as many of our people as possible, taking into account age, gender, cultural differences, physical abilities and diversity of general interests. Provide a wellbeing programme that includes strategies to prevent injuries and illnesses and strengthen our people physically and mentally. Enhance the overall health and wellbeing of our employees by focussing on initiatives that are agreed upon by a representative group from within the organisation. Established and on-going occupational health and wellbeing initiatives WEL currently provides a number of services aimed at promoting health and wellbeing in our staff, some of these are required for regulatory purposes (occupational health) while others are offered to staff as additional benefits when working for WEL. Our strategic approach is to ensure the benefits package is competitive in the market and positions WEL to both meet our regulatory requirements and ensures prospective and current employees view us as an employer of choice. Employee Wellbeing Programme 2017 In 2017 we have developed a calendar of activities that will be rolled out during the year which cater to the diverse nature of our workforce. We also plan to launch a wellbeing portal, giving staff access to health and wellbeing links on the internet. 7

8 STRATEGIC KPIS LAG Indicators Measure Total Recordable Injury Frequency Rate (TRIFR) Measure number per 200,000 work hours Target to reduce by 5 % per annum Injury Severity Rate Measure days lost on average per injury Public Safety Incidents Causing Harm Target zero harm Soft Tissue Injuries (sprains and strains) Measure number per year Target to reduce by 5 % per annum Lead Indicators Measure Near Misses Reported Executive and Management Site Visits Health and Safety Meetings Close out of FARS Measure Investigation type decided and launched within three working days of receiving the report. Report complete and actions assigned within four weeks. Conducted and completed as per agreed schedule. Site assessments recorded and acted upon within each calendar month. Health and Safety Committee: monthly Service Partners (Contractors): bi-monthly Senior Leadership Health and Safety Committee: bi-monthly 80% closed out within the month of reporting 8

9 9

10 10

11 Health, Safety and Wellbeing Annual Plan

12 HEALTH, SAFETY AND WELLBEING ANNUAL PLAN Introduction of an annual plan The Health, Safety and Wellbeing Annual Plan is being introduced to support the achievement of the strategy. The year will focus on the completion of a number of initiatives that are currently underway. These include; the two year Health and Safety Strategic Road Map, the completion of activities already identified by audits and initiatives aimed at continuous improvement already identified by the business. These activities are listed on the following pages based on the source of the initiative: 1. Completion of activities in the Health and Safety Strategic Road Map The Road Map activities were planned for the two year period Many of these are now complete so this plan only contains the activities that are still underway. 2. Agreed approach to employee wellbeing A new wellbeing strategy has been developed and the previously ad hoc activities are now being formulated into a calendar of events. 3. Completion of audit recommendations Audit recommendations from KPMG, OHSAS 18001, ACC WSMP or any other regulated audits will be captured in the annual plan. 4. Completion of agreed GSI survey recommendations After each GSI Survey is completed the business will decide whether any actions are required to improve business performance and if so these will be added to the annual plan. 5. Activities to improve health and safety performance Activities may be added to the annual plan if the business requires uplift in the area of health and safety performance and to facilitate continuous improvement. It is envisaged that in subsequent years the annual plan will be structured in a more functional manner rather than being based on areas of input. 12

13 HEALTH AND SAFETY INITIATIVES Completion of activities in the Health and Safety Strategic Road Map Pillar 2: Build Capability 2.1 Develop a Board and Executive Safety Observation and Risk Management Programme. 2.4 Field Services Hazard and Risk ID training include understanding of critical risks and controls. Completion Due December 2017 December Mental Health and Wellbeing Training. September 2017 Pillar 3: Risk Management 3.1 Develop a Health and Safety Risk Governance audit and assurance programme that utilises both internal and external resources to provide governance visibility to Executive and board. 3.4 Establish and publish a corporate Health and Safety critical risk and control register. 3.5 Develop and implement a Corporate Health and Safety Governance framework. 3.9 Develop and implement a Safety by Design process and procedure to enable risk mitigation in accordance with the hierarchy of control. December 2017 November 2017 November 2017 March 2018 Pillar 4: Systems and Structure 4.2 Automate dashboard reporting with common set of Health and Safety lead and lag indicators, trend analysis and safety improvements. Review Board report format. Automate incident reporting and communication process, ensuring visibility and incident escalation processes. December Develop smart technology/mobile solution to provide Health and Safety information, guides and reporting. May

14 2. Approach to Employee Wellbeing Current state Initiatives Future state Unstructured approach to wellbeing. Activities are conducted but on an ad hoc basis A number of employee benefits that contribute to employee wellbeing currently exist in the Human Resources space Development of a Wellbeing Strategy Development of an annual wellbeing calendar of activities Development of a Health and Wellbeing Portal to be available via InGrid A review of current benefits is undertaken and recommendations for any updates are endorsed by the Executive team. Southern Cross health insurance package for WEL is implemented. A considered and documented approach to wellbeing is in place. Wellbeing is aligned more closely to health and safety. The benefits package is aligned to WEL s strategic direction, the HR Strategy (especially recruitment and retention) and best practice employee management. Regulatory wellbeing activities are documented and undertaken as required. 14

15 3. Audit recommendations Current state Initiatives Future state KPMG: Consider educating the Board on Contractor Management Aligns with Wilsons work 2.1 and 3.5 KPMG: Align WEL vision and strategy with Health and Safety strategy KPMG: Health and Safety Representative (HSR) availability and time for work on Health and Safety projects KPMG: HSR roles and contributions KPMG: Review the Asbestos kit for ACM pillar retrieval Board paper recommending an effective health and safety due diligence programme for Directors is produced. Due diligence programme is developed and commenced during the year. Link Health and Safety messaging and actions to company vision and goals Align company strategy and Health and Safety strategy. Confirm that HSRs are able to contribute to Health and Safety improvements and to undertake tasks associated with their HSR responsibilities. e.g time for meetings, feedback workgroups, Health and Safety projects and participation etc. Promote awareness of the roles and contributions that the HSRs make to the overall effectiveness of Health and Safety performance. Investigate the possibility of taking Health and Safety reps into the field to observe at least once a year. Field teams to observe other crafts. Arrange for an external review of the asbestos work undertaken by WEL staff and the requirement for the asbestos kit currently in vehicles. Especially with regard to the RPE and other contents. Undertake a task specific risk assessment and provide recommendation on the kits for the ACM pillar removal task. The Board understand all of their due diligence responsibilities, including health and safety risk, across the activities of the business, including contractor management. This document aligns with the company strategy and will continue to do so for future planning. Health and Safety representatives are encouraged to propose initiatives through follow up meetings after Health and Safety Rep training and within Health and Safety Committee meetings. Health and Safety reps will be promoted to the organisation on a monthly basis Consideration of our entire approach to asbestos safety and the need for kits to be carried in all vehicles needs to be investigated. There is some doubt that an external audit is necessary due to the very minimal likelihood of exposures. 15

16 4. GSI Survey Current state Initiatives Future state Safety rules are sometimes not practical and; Some safety rules and procedures seem to be inconsistent A project to review and standardise the safety documentation (rules and procedures) Safety rules are relevant, upto-date and appropriate to adequately meet the needs of the business and provide the correct level of guidance to staff in all activities. Employees do not feel business safety performance is well communicated People take more risks at home that they would at work Review KPIs; design a template to exhibit statistics. Display on screens throughout business and discuss each month at info share. Print Health and Safety meeting minutes and distribute/display each month throughout the business The Stop for Safety event (March 2018) has content that further explores this issue. Employees feel informed about health and safety performance and incident follow up is reported back to teams. We gain an understanding of why staff take more risks at home than at work and then where possible address the root causes. Staff have a consistent and appropriate approach to health and safety risk management in all aspects of their lives. 16

17 5. Improving Health and Safety Performance Current state Initiatives Future state Approximately 60% of our injuries are soft tissue injuries which are caused by manual handling or slips and trips. Contractor (Service Partners) Performance there is variability in reporting and safety standards particularly with some of the smaller companies A developing culture of Health and Safety excellence A Hazard Register which is not complete and does not form the basis of a sound risk assurance programme for health and safety Health and Safety Representatives have Level 1 certification Publication and communication of injury statistics to raise awareness. Manual handling training repeated each year. This year we propose to approach the training from a task based perspective with the assistance of an external provider. A focus on safety conversations that identify possible hazards that might cause such injuries when managers and supervisors visit sites Ask the workforce what they think would help to reduce the likelihood of injury. Bi-monthly Health and Safety meetings with Service Partners to discuss concerns and issues and to share problem solving initiatives Stop for Safety March 2018 A further Stop for Safety session is planned for early 2018 for the purpose of further advancing awareness of the importance of strong health and safety leadership and employee participation in health and safety in the work place. The existing Hazard Register is updated to reflect current state and will become a Health and Safety Risk Register in line with legislative requirements. A risk assurance programme is designed and implemented for health and safety risk. Provide the next level of training to Health and Safety Representatives Reduction each year by 5% per annum in all soft tissue injuries Consistency of safety standards across all PCBUs including WEL A company culture that truly represents Best in Safety Health and Safety risks are documented and understood. Risk controls are verified and manage the risks Health and Safety Representatives have Level 2 certification 17