Annual Report and Accounts - Hemscott IR

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Health and Safety Report FOR THE YEAR ENDED 31 DECEMBER 2012 Our Stay Safe philosophy and objectives Health and safety continues to be integral to everything we do, from the Group Board right down to each colleague in every branch, store, warehouse and office. We believe that all injuries are avoidable, but we appreciate that achieving a zero injury rate is a major challenge to a business of our size and variety. Nevertheless, we aim to be the leader in reducing and eliminating workplace injuries in our industry, and this is embodied in our ‘Stay Safe’ ethos. This will require dedicated effort and perseverance before we can be even slightly satisfied with our performance. It is vital that, as an organisation, we recognise our room for improvement and remain open to challenge on new ideas, equipment and processes. Underpinning our Stay Safe philosophy is the importance of reporting; not just incidents that result in injury, but near miss occurrences that we can learn from and respond to with actions to prevent our people getting hurt in the future. As a result, we have improved both our online reporting tools and the subsequent analysis and review of all incidents and near miss occurrences. We have recently raised the bar in terms of what we now classify as a safe branch - we only regard a store or branch as a safe site if they report no incidents of injury, but also report near miss occurrences and receive a ‘green’ audit score for safety. Background to our journey Our journey to Stay Safe started in 2008 following two very serious incidents in the previous two years. The transition to adopting Stay Safe 1974: Health and Safety at Work Act 1974-2007: Reactive and stay legal approach 2006: Serious injury to one of our Keyline drivers 2006-2007: Review risk assessments and safe working procedures 2007: Fatality of a building site labourer during a site delivery 2008: Stay Safe vision and initiative created. Start of new journey Between 2008 and 2011: Significant reduction in accident frequency rate 2012: Responsibility for Stay Safe devolved to our divisions Data trends Whilst there is no excuse for accidents, the Group faces many challenges: our 3,400 vehicles make 7.8 million deliveries every year, travelling in excess of 100 million miles. We would welcome any opportunity to refresh the contacts we have had historically with our immediate competitors and widen further this network in order to engage in meaningful exchanges in relation to safety best practice and innovations. Group accident frequency rates Our accident frequency rate (lost time injuries versus the hours worked) initially fell then plateaued from 2009 to 2011. A slight rise in 2012 is not acceptable to us and so we have adopted a new approach to the way we manage safety throughout our Group. The Board reviewing a re-enactment of a serious accident. Trend in accident frequency rates All Stay Safe activity is reviewed by the Plc Stay Safe Committee, which comprises me as Chairman with Group Board members Ruth Anderson, John Carter and Robert Walker. The Committee met with representatives of group management on three occasions during 2012 to discuss Stay Safe progress, and also visited several sites, including one where we witnessed and reviewed a re-enactment of a serious accident. 2009 2010 2011 2012 Hours worked (m) Accident frequency rate 50
T R A V I S P E R K I N S A N N U A L R E P O R T A N D A C C O U N T S 2 0 1 2 Lost time injuries in 2012 The type of lost time injuries we experienced has not changed from 2011, despite our prioritising training activity towards preventing the most frequently occurring types of injury: 2012 Lost time injuries 5% 4% 4% Injured while manual handling Hit by moving / 30% falling object 11% Slipped, tripped or fell on the same level Cuts and bruises 23% Hit something fixed 23% or stationary Fell from a height Other * *Other includes: hit by a moving vehicle, contact with machinery or material being machined, exposure to a harmful substance, injured by an animal or physically assaulted by a person. Non-colleague injuries during 2012 789 injuries to people not employed by the Group were reported in 2012 (2011: 729) of which 64% occurred in our Consumer division. The majority were minor (slips, trips, falls and cuts), however two incidents resulted in major injuries and one tragically resulted in a death in one of our branches. All of these very regrettable incidents have, or are in the process of being thoroughly investigated; any lessons learned will be acted upon. Our organisation structure In 2011 we improved our Stay Safe performance, however we felt that next stage on our Stay Safe journey was increased ownership of safety at the business level. At the end of the first quarter of 2012, we reorganised our group safety team to ensure their focus mirrored our divisional structure and increase personal ownership and accountability for Stay Safe amongst regional and branch management teams. This move allows each of our businesses to tailor health and safety actions to the specific issues they face. Support from our Stay Safe central team Our divisions can still draw on the support of an expert team of safety trainers within our operational training function. During 2012, they have trained more than 1,000 managers in accident prevention and reporting, risk assessment and on-site traffic management, as well as promoting the adoption of a safety culture in our branches. A small central team provides expert health and safety advice by telephone and online to more than 2,000 managers. The team also analyse all entries in our online injury reporting system, identifying statistical trends that help our divisions pinpoint and tackle key safety issues. Over 40 senior managers are currently working on Stay Safe projects as part of our senior manager development programme, which is being run in conjunction with Ashridge. The strategy behind our approach Devolving responsibility and cultivating a more committed level of ownership is underpinned by: • Leadership – our business leaders demonstrate that they own and drive the Stay Safe message in their business; • Personal responsibility and belief – all colleagues believing that all injuries are preventable and acting accordingly; • Stay Safe behaviour – our systems and safe operating procedures being simple and realistic whilst being understood and followed by us all. We have worked hard to re-intone this philosophy in all our communications. For instance at our Group Conference in 2012, we presented all our business leaders with a two minute video entitled ‘I am not a number’, involving a large number of colleagues from across the business with the simple message: ‘Safety is not about numbers, but always about people’. The video can be viewed on YouTube.com Recent activities Colleague opinions about safety Our Stay Safe programme continues to yield high levels of awareness and ‘buy in’ from our colleagues. All our divisional colleague opinion surveys during 2012 recorded that over 90% of our colleagues ‘feel safe at work’; that their manager genuinely cares about their safety at work and that they have received the Stay Safe training they need to do their jobs safely. Differences in Stay Safe performance across our divisions and brands We recognise that when measured by their specific accident frequency and severity rates some divisions and brands are further ahead in their Stay Safe change process than others. The main difference in many cases is that some have been more successful at engaging colleagues with the Stay Safe journey. Beyond those differences in culture, values and attitudes, the inconsistent approaches have been affected further by the varying challenges each business has faced this year in their trading patterns, resource levels, business change projects – even the weather! Whilst our reporting of, and learning from, actual accidents and from near misses across all of our business continues to improve it is frustrating that this is not translating into consistent performance improvements. We acknowledge that realising our Stay Safe Vision consistently across all divisions will not be easy and will demand leadership, consistency of focus and attention to detail to instil the required behaviours, culture and ways of working. REPORTS 51
Page 1 and 2: TRAVIS PERKINS PLC Travis Perkins T
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Five Year Record Consolidated incom
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TRAVIS PERKINS PLC Travis Perkins p
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Annual Report and Accounts - Hemscott IR

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