Toyota South Africa Sustainability Report 2008 - Automotiveonline ...

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Sustainability Report_14-10-2008:Layout 1 10/14/08 2:45 PM Page 38 our Prospecton site, an employee in FY’06 and a contractor in FY’07. The employee was crushed when a pallet fell from height while a forklift was moving it. The contractor was killed when he was crushed between the cage of a hydraulic lifter (cherry picker) and the steel roof structures that he was removing. RISKS IDENTIFIED AND RELATED INCIDENTS 35 33 30 8284 9000 8000 In order to prevent similar incidents, countermeasures were introduced in both cases. Racking standards have now been introduced to ensure that items are stacked safely. At the same time, floor demarcations, walkways and racking demarcations have been introduced to reduce the exposure risk as well. The plants have since been audited on compliance to this standard. A “Walk-in-the-Walkways” culture is being encouraged All Plants participate in thorough risk identification activities (eg safety patrols) 25 20 15 10 5 0 1104 FY’06 FY’07 11 7000 6000 5000 4000 3000 2000 1000 0 Stop-6 Risks Identified Stop-6 LWC’s Continuous Activity Identify STOP6 Hazards and enforced across the site. Re-evaluate the risk. Ensure risk levels are reduced to below 2, otherwise investigate additional countermeasures Determine the risks according to: 1. Consequence 2. Exposure Frequency 3. Existing Mitigatory Controls Regarding the use of hydraulic lifters, contractor work permits have been amended to include specific performance expectations. A pre-use checklist has been developed, and must now be completed by contractors before using a hydraulic lifter on Toyota property. Injuries The lost work day case frequency rate (LWCFR) continues to decline, but we regretfully report a serious incident in FY’06, when an employee suffered the amputation of his arm in a press. Implement countermeasures Management to decide on effective countermeasures, target dates and responsible person (Risk driven process) In Toyota, the principle of Yokoten is practiced. If a near miss, serious incident or injury occurs, thorough investigation identifies the root cause and effective countermeasures are determined. This information is shared throughout the global company to prevent similar incidents from occurring in other plants. Plants are then required to thoroughly check for similar situations and implement the same effective countermeasures. 38
Sustainability Report_14-10-2008:Layout 1 10/14/08 2:45 PM Page 39 M Relating to the amputation injury, lack of lockout and guarding protection were found to be contributory factors. Toyota Motor Corporation assisted Toyota to identify areas for improvement. During this audit, 1,518 areas for improvement were identified in terms of lock-out and guarding in Toyota South Africa. As a result of this, approximately R20-million was spent by Toyota South Africa on hazardous machinery lock-out and guarding improvements. A monthly Housekeeping Competition was introduced to drive home the message that good housekeeping improves the safety culture and working conditions. Other general measures have been introduced including placing a safety gate at the main entrance to the plant, displaying safety slogans at each plant and the signing of a Safety Commitment by the management of each plant. s C o With the plant expansion, the number of people on site increased, as did vehicular traffic. A number of site improvements were instituted, such as the demarcation of safe walking areas, and most busy areas had pedestrian crossings painted and stop signs erected. To encourage good safety performance two safety competitions were introduced in FY’07. The annual President’s Health and Safety Competition is intended to motivate plants to take responsibility for safety. Plants are measured on safety activities (leading indicators), as well as injury rates and lagging indicators. Relations with Business Partners We recognise that stable partnerships create trust, enhance efficiencies, and lead to mutual growth and benefits. We follow fair trade practices and open market polices, and encourage innovation in research. Our relationships with our business partners are premised on encouraging them to adopt our international standards on safety, environmental management, respect for people, and delivering top quality at all times. d SAFETY STATISTICS 4 3 3 2 1 1 1 0 0 FY’04 FY’05 FY’06 FY’07 Actual 2.81 3.86 2.05 1.79 LWCFR Fatalities Toyota undertakes supplier audits that are risk based, and include safety, health and environmental criteria. In the past 18 months, three suppliers have lost contracts with Toyota due to non-compliance with overall requirements. A supplier support programme is in place; in our services, parts and accessories division, a team of two people from the Durban supplier school work exclusively towards upgrading the programme. Suppliers are required to supply certificates proving that they comply with ISO14001, ISO9002 and as far as the non-use of SOC’s are concerned, must provide approved laboratory certificates. One small example of our influence on our business partners was the training of Toyota South Africa’s Prospecton cleaning contractor, Khanya Cleaners, on our environmental management requirements, waste segregation requirements and pollution prevention. In Sustainability Report 2008 39
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