Annual Report and Accounts 2012 - Scapa

Business Review
Health & Safety –
review of performance
During the year we have continued to drive improvements in
Health & Safety metrics and culture across the Group. This priority
continues to be strongly reinforced by the Board with regular
reviews of the performance. The key metric, Lost Time Injury
Frequency Rate (LTIFR), improved year-on-year by over 40% to
1.4 lost time accidents per 200,000 hours. Key focus areas remain:
– Machine guarding improvements;
– Chemical handling;
– Material lifting, movement and handling;
– Solvent management and handling;
– Workplace transportation;
– Noise; and
– Employee training.
In addition, our employee engagement safety opportunity
identification has identified over 2,000 further opportunities for
improvement across our sites – this remains a critical part of
the employee engagement activities. All sites within the Group
continue to report key performance indicators on a monthly basis
and are audited at least twice per year against a standard Group
template to ensure compliance with Group policies and to identify
opportunities for improvement. All Lost Time Incidents and Serious
Incidents continue to be reviewed by the Group Operations Director
and, in the most serious cases, by the Group Board.
Improving safety culture
Scapa considers the safety of its employees and the communities
in which we operate to be a top priority. Our ultimate aim is
to ensure that no employee is harmed whilst engaged in Scapa
Group activities. Scapa and its employees agree that delivery
of this goal is a shared responsibility and will only be achieved by
constantly working together and driving key employee engagement
activities to improve our safety culture. The Board continues
to believe that it is the leadership behaviours, from the Board
of Directors right through the organisation, which will drive the
improvements in safety culture. Standards of performance are set
and reviewed by the Board through safety-related KPIs that form
an integral part of the Group’s operational review process.
Health & Safety – 2012/13 goals
The ultimate goal for all sites will be to achieve zero Lost Time
Incidents and zero lost days – anything less would send
a message that some level of injury is acceptable. We aim to
continue to drive year-on-year improvement metrics and the Board
has again targeted a 20% improvement in all safety-related KPIs.
Supporting this critical objective of improving the safety culture,
bonus payments will be made to Directors and Senior
Managers which are, in part, related to achievement of key
Health & Safety goals.
Environmental
Scapa Group plc continues to recognise the importance of
managing the consumption of the world’s natural resources as
well as providing a safe and healthy working environment for our
employees and the communities in which we operate. As the
Scapa business grows then the consumption of resources will
grow on an absolute basis – as such, the Group continues to focus
on reducing the resources consumed on a per unit basis.
12 Scapa Group plc Annual Report and Accounts 2012
Air emissions
Scapa actively seeks to minimise the discharge of VOCs and
particulates into the atmosphere. Solvent-based adhesive coating
processes are used at many Scapa locations. Evaporated solvents
are effectively captured and destroyed or recycled using well
maintained thermal oxidisers or solvent recovery systems. All
solvent manufacturing sites undergo strict internal and external
third party audits to ensure compliance with best practice.
Solvent consumption
Whilst Scapa uses solvent-based adhesive systems across some
of its global manufacturing locations, work continues within our
R&D teams to look at replacement adhesive systems that will
further eliminate or reduce our solvent consumption. Within all
our business units, we offer a comprehensive range of solventless
adhesive tape solutions and will continue to look at new and
innovative adhesive solutions.
Utility consumption
Gas and electricity remain significant inputs to Scapa
manufacturing processes in all regions and constant reduction of
energy usage is a key driver of our environmental programmes. We
have and will continue to implement energy management solutions
across our various sites to help reduce energy consumption.
Targeted investment to drive self-help reduction of waste
The Group continues to drive its ‘self-help’ agenda to identify
internal efficiency improvements that will eliminate non value
added activities across the Group. Targeted improvement activities
and implementation of Lean activities across all manufacturing
sites will lead to further reductions in manufacturing waste and
our environmental footprint. Examples of improvement activities
through the last year include:
– We continue to target the overall reduction of manufacturing
waste at all sites and have begun to further extend our
recycling programme;
– In Valence, France, we have upgraded one of our key coaters
to improve the energy utilisation and control systems;
– In Renfrew, Canada, we have installed energy efficiency lighting
throughout the facility;
– In Windsor, USA, we have continued the work started last year
to upgrade one of our adhesive coating lines that will achieve
a step change reduction in solvent usage;
– In many of our sites, we continue to identify and invest
in opportunities to upgrade control and drive systems
to modern energy efficient equipment.
Suppliers
Scapa Group plc firmly believes in being a good corporate citizen.
Our customers must be able to trust that we and our supply chains
are robust and are acting in a socially responsible manner. To
achieve this we must have robust procurement and supply chain
policies and procedures in place that specifically address the issue
of Corporate Social Responsibility (CSR) in the supply chain.
The scope of these policies takes in the whole of the supply chain
from the selection of raw materials, how third parties manufacture
products and components, through the in-house manufacturing
and packaging processes and on to final delivery to the customer.