Corporate responsibility report 2005 - Tata Steel

How do we care for our people?
Figure 1 Lost time injury frequency –
Corus Group employees
16
12
8
4
0
Figure 2 Fatal accidents – Corus Group
16
12
8
4
0
2000 2001 2002 2003 2004 2005
2000
2001 2002 2003 2004 2005
■ Corus employees ■ Contractors
(6) Sharing and learning
I wish I’d said something… I feel so responsible
Everyone in Corus is responsible for sharing good practice
as well as learning from near misses. Sharing experiences
with others can help prevent incidents. We all have a duty
to intervene.
(7) Contractors and joint ventures
A good relationship is based on trust
Our health and safety standards apply equally to contractors
and Corus employees. We believe our joint venture companies
should aspire to the Corus health and safety standards.
(8) Monitoring, audit and review
There’s always room for improvement
We will establish systems for tracking our performance.
We will regularly conduct internal and external audits of
our risk control measures and management systems.
We will monitor behaviours at all levels to ensure we
create a successful health and safety culture in Corus.
Performance
Our primary key performance indicator is lost time injury
frequency (LTIF). Our performance data, presented in
Figure 1, shows an improvement in LTIF from 3.8 in 2004 to
2.9 in 2005. This reflects the continued commitment of all our
business units to improve their health and safety performance
and reduce accident rates. It also demonstrates that we have
been successful in maintaining recognition of the importance
of health and safety across the Group in 2005.
14 Corus Corporate Responsibility Report 2005
Despite the improvement in LTIF, the number of fatalities at
our sites, presented in Figure 2, is still unacceptable and we
are continuing to take action to improve this.
In 2005, our sickness absence rate (the number of hours
lost as a result of sickness or injury as a proportion of total
work hours) was 4.2%, which was unchanged from 2004.
The Executive Committee is actively considering how to
further improve the focus on occupational health and hygiene.
Key developments in 2005
‘Time out for safety’
This programme was developed in response to the two
fatal accidents at our sites in 2005. All employees and key
contractors attended workshops to share lessons from
the accidents, to identify the potential for serious accidents
in their own departments and to agree actions they could
take to avoid them.
Executive Committee safety tours
156 Executive Committee safety tours were carried out
during 2005, exceeding our target of 140. These tours
demonstrate leadership, provide motivation, recommend
priorities for improvement and help share good practice
across the Group.
Competence
During 2005, our 400 most senior managers completed a
Safety & Health Excellence Programme developed by our
internal experts and DuPont. During the two-day programme,
each senior manager developed their own personal action
plan, setting out their priorities for making Corus a safer,
healthier, place to work.