Safety

Key performance indicators – safety

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

2012

 

2013

 

2014

 

2015

 

Ambition 2015

 

Ambition 2016

 

Ambition 2020

1

Phase 2 starting in 2016.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

People

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Total reportable injury rate employees/supervised contractors (per million hours)

 

2.4

 

2.3

 

1.8

 

1.6

 

<2.0

 

1.4

 

<1.0

Behavior-based safety program implemented (% FTEs)

 

50

 

68

 

84

 

96

 

100

 

100

 

100

Life-Saving Rules implemented (% of sites)

 

 

100

 

100

 

100

 

100

 

100

 

100

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Process

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Regulatory actions (Level 4)

 

0

 

0

 

0

 

0

 

0

 

0

 

0

Significant (Level D)

 

0

 

1

 

0

 

0

 

0

 

0

 

0

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Product

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Priority substances with management plan (%)

 

42

 

62

 

82

 

100

 

100

 

331

 

1001

REACH compliance third phase (%)

 

 

 

15

 

23

 

25

 

50

 

100

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Management

 

 

 

 

 

 

 

 

 

 

 

 

 

 

(Level 3)

 

3

 

0

 

1

 

0

 

0

 

0

 

0

Management and reassurance audits

 

61

 

56

 

63

 

57

 

 

 

Our Safety Common Platform established company-wide improvement processes in people, process and product safety, supported by continuous improvement and capability building. The Safety Common Platform sets out milestones to achieve a world class level of safety excellence by 2020. We aim to differentiate ourselves by our thoroughness in embedding best practice safety processes in all our operations, using common approaches and systems:

  • A common approach to behavior-based safety () has been implemented at all our manufacturing sites in recent years. During 2015, we further extended BBS to all non-production work locations and groups – including offices, stores, warehouses, laboratories and remote workers. In order to continuously improve the BBS maturity of sites, further key performance metrics are being developed
  • Company drivers participate in our globally launched Safe Driving program. Depending on their annual mileage, some registered company drivers additionally need to complete a set of e-learning trainings and a practical defensive driving training
  • Our process safety management (PSM) framework sets out minimum process safety management standards to be implemented at all manufacturing sites. The program continues to progress for completion by the end of 2018. In addition to the 46 sites that started PSM implementation last year, 82 more sites joined the program in 2015. To embed the PSM framework in our organization, we have introduced standard processes for hazard analysis, a framework for PSM capability building and PSM leading and lagging indicators
  • With the objective of continuous improvement, a program to refresh and reinforce our common set of Life-Saving Rules (LSRs) has been initiated, with a focus on incident prevention. Breaches of these rules that result in injuries, or are intentional or repeated, resulted in the maximum disciplinary sanction allowed under local legislation in 23 cases. The processes for preventing and responding to LSR incidents have been updated in the LSR Directive, Rules and Procedures. We have also launched refresher communication to key stakeholders and will continue in 2016 with additional employee and management training
  • Our company-wide rule on product stewardship requires all AkzoNobel businesses to implement an effective and auditable product stewardship management process. Businesses are required to address the key elements of product stewardship, following the principles of Responsible Care® and Coatings Care®. In 2015, we published a Product Stewardship procedure which provides guidance for all AkzoNobel businesses on implementation of the eight key elements of product stewardship
  • Our product stewardship and product safety processes are underpinned with a requirement for continuous improvement. In 2015, we piloted our Product Stewardship Continuous Improvement Tool (PSCIT) across eight businesses. Using this tool, the businesses are able to assess their level of maturity and plan their next steps to achieving a leading level in product stewardship
  • Through our Faculty, various groups of line managers and specialists have received refresher training in the company’s expectations and the required competencies for safety leadership. The newly-developed Advanced Safety Leadership (Hearts & Minds) program provides site managers with the opportunity to benchmark internally, receive coaching from experienced peers and share best practices worldwide. This continuous focus on line management competence, capability and engagement at every level contributed to the further reduction of more than 16 percent in the number of injuries

Loss of containment

A loss of containment is an unplanned release of material, product, raw material or energy to the environment (including those resulting from human error). Loss of containment incidents are divided into four categories, dependent on severity, from small, on-site spill up to Level D – a significant escape.

Safety incident

We have defined three levels of safety incidents. The highest category – Level 3 – involves any loss of life; more than five severe injuries; environmental, asset or business damage totaling more than €25 million; inability to maintain business; or serious reputational damage to AkzoNobel stakeholders.

BBS

Behavior-based safety. A global program run at all AkzoNobel locations.

HSE

Health, safety and environment.