BUILDING A SAFETY CULTURE

The nature of our operational work and the equipment our people work with brings with it safety risks, including machinery safety, working at height, forklift trucks, cutting and welding, driving, heavy lifting and manual handling. We are working hard to build the kind of safety culture that helps us reduce the risks from these activities.

​​​​​​​​​​​​Safety performance

In 2017, we reported zero fatalities and achieved 100 percent manufacturing site compliance to OHSAS 18001. The global Lost Time Accident Rate (LTAR) increased slightly from 2.10 at the end of 2016 to 2.29 in 2017, meaning that there were 2.29 days lost for every million working hours last year. This increase in accidents was mainly at our manufacturing sites in Europe. As a result, we launched a programme called “Good to Great”, which aims to re-emphasise and deliver the high standard of health and safety we expect at Tetra Pak.   ​

A chart of lost time due to accidents

Scope: all incidents involving Tetra Pak employees and temporary workers

The lost time accident rate (LTAR) 12 month moving average (MA) is the rate of lost time accidents per 1,000,000 hour worked (equivalent to 500 workers) over a rolling 12 month period.

Despite the decline in LTAR we have improved our processes. For example, in 2017 we launched a corporate procedure and an associated campaign around heavy lifting.

In 2018, we are starting to measure absenteeism, and will keep track of OHS data separated by region and gender. We plan to start reporting on this in our next report.​

Behaviour-change programmes

In our Processing Systems business, many activities are carried out by third-party contractors. To support our global occupational health and safety (OHS) Policy, our focus in 2016 was on building a positive culture of safety through a number of behaviour-change programmes and materials. We launched Safety And Me, a ‘train the trainer’ approach to embed a positive safety behaviour model for factory working. By the end of 2016, 19 factories were implementing it and we aim to fully roll it out across the remainder of our 41 supply chain operations manufacturing sites. We will also continue to explore the best ways to monitor behavioural change across our diverse sites and markets.​

Tracking our impact

We continue to monitor how we manage OHS through an annual critical self-assessment review led by our corporate governance function. Our manufacturing sites are audited to OHSAS 18001 and in 2017 we will start a formal programme of assessment visits for all other sites.

Andrew Jones, our Corporate Director for Occupational Health and Safety chairs the Conference Board Health and Safety Council, a global network of companies that convene to share health and safety best practice and challenges.​​
 

To make sure our OHS teams can fully support our businesses, we have further enhanced our OHS team for our market companies by recruiting Services and Processing OHS managers for each of our five clusters. Every factory now has a three-year plan on OHS and our focus for 2018 will be to support sites to meet their goals.​

One message; multiple channels

Our manual on OHS at customer sites provides a set of mandatory procedures applicable to all Tetra Pak employees working at customer premises. The manual helps teams report against 19 standards and design action plans. We monitor performance using a maturity matrix based on five levels of compliance. Deviations against the required standards result in clear action plans to drive improvement. The manual is supported by a shorter handbook for all employees that provides simple health and safety guidance. 

In 2016, we created an app version of the handbook so that engineers can access guidance anytime, anywhere. In 2017, we added key safe behaviours and a list of OHS leadership behaviours to our global OHS App.


 

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