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SOCIAL ASPECTS Fatalities There were no fatalities at TSAM operations in FY08 and FY09. However during this period measures were introduced to further reduce risks following the two fatalities that occurred in prior years. In order to prevent similar incidents, countermeasures were introduced in both cases. Racking standards have been introduced to ensure that items are stored safely. In addition, floor demarcations, walkways and racking demarcations were introduced to further reduce the risk. Regarding the use of hydraulic lifters, contractor work permits have been amended to include specific performance expectations. A pre-use checklist must now be completed by contractors before using a hydraulic lifter on TSAM property. TSAM’s three pillar approach to achieving zero injury target In order to further improve safety, TSAM requires a move from a dependant safety culture (whereby safety is dependant on management/supervisory instructions or initiatives) to a more independent safety culture, whereby members value their own safety and start to take personal initiatives. The three pillars of this approach are: • Felt Leadership – Sustained commitment by all management by work and action to achieve target of zero injuries. • Safe Workplace – Create an inherent safe workplace where injury or disease is not possible. • Team Member Understanding and Participation – Achieved through employee participation, understanding and awareness. Felt Leadership Safety gates were installed plant-wide to demonstrate the company’s commitment to safety. The philosophy behind the safety gates is based on Toyota’s Basic Safety and Health Philosophy ‘Safe work is the door to all work’. As employees enter through the safety gate they are reminded to work safely. The Felt Leadership Figure 50 46 Toyota South Africa Motors Sustainability Report 2010 AIM: Build a safe workplace and safety culture to achieve zero injury target every day OHSMS Risk Reduction LEGAL COMPLIANCE SAFETY FIRST PRINCIPLE Think & Practice Safety & Health safety of employees when they leave work is also important. Employees are therefore encouraged to travel home safely and share their Safety First commitment with their family members. TSAM also established regular health and safety Obheya meetings where senior plant management is required to provide regular feedback on individual plant action plans, health and safety performance and updates on the status of outstanding issues. These meetings provide an excellent forum where ideas and initiatives can be shared. Engaging with members on the shopfloor and shopfloor observations are important Felt Leadership activities. Each plant undertakes scheduled weekly management safety patrols and workplace safety observations which are supported from Group Leaders up to the General Manager. Safe Workplace activities TSAM conducted a drive to reduce STOP6 risks in FY08. STOP6 risks are the six risks most likely to cause serious injury, such as contact with vehicle and falling from height. TSAM identified and addressed 11 272 STOP6 hazards, and new risk reduction activities were established where plants focused on previous injuries and the prevention of incidents where similar activities take place. Whereas previously the focus was on lost work day cases and serious near hits, TSAM now focuses on all injuries, which are thoroughly investigated to identify root causes and effective countermeasures. Information about incidents from within TSAM and from Toyota plants around the world is shared in order to share learnings and reduce risks. This Yokoten activity is TSAM installed 28 safety gates at each plant. an effective proactive approach to prevent similar incidents from occurring. Team Member Understanding and Participation activities Training Each plant’s safety activities are overseen by a Safety Champion. These Champions drive various initiatives such as incident investigations, member safety training, and plant awareness campaigns. To assist the Champions with shopfloor observations and activities, as well as the enforcement of safety rules, 53 support members were identified. To ensure their full understanding, the Safety Champions and support members received formal training on root cause analysis and the rules relating to hazardous activities/ machinery and control measures. Being the first line of management, Group Leaders need to understand and enforce safety rules. In order to do so they need to have a good understanding of what safety entails, and they therefore received training on the following: basic safety definitions, legal responsibilities, Toyota safety procedures, root cause analysis, importance of good housekeeping, hazard identification and risk assessment, and the rules relating to hazardous activities/ machinery and control measures. TSAM will continue to expand its safety training activities. There are many contractors on site so an additional training initiative was launched to update and completely revise the Contractor Induction Manual. All current contractors and relevant TSAM staff (Toyota contacts, Purchasing, Security, Maintenance, Safety Champions) were retrained, and all new
No. Trained Figure 51 Training status of safety support members 350 300 250 200 150 100 50 0 18 18 69 40 189 181 129 114 Mar Jun Jul Aug Sep Oct FY09 Actual Target contractors undergo training before the commencement of work. In FY09, 146 contractors and 104 TSAM staff underwent Contractor Induction Manual training. Safety culture awareness In FY09, TSAM developed four communication campaigns to create safety awareness among all employees. The campaigns involved posters and communication to the members followed by compliance monitoring and reporting up to top management. 234 330 228 259 Health and Safety Structure 348 283 Nov The structure of the TSAM Health and Safety organisation ensures direction and clear understanding of health and safety challenges by top management and participation from the top to the shop floor. The health and safety interests of all employees are covered by the Plant Health and Safety Committees. Elected health and safety representatives meet monthly with management, supported by specialised departments. This ensures that the health and safety concerns of employees are addressed and quick action can be taken. These meetings are also used to share information on incidents, safety rules, new policy and compliance matters. These meetings also include a safety patrol or Genchi Genbutsu activity to an area of concern. The Plant Health and Safety Committees have proven to be very effective in dealing with safety matters at plant level. Senior and top management at Durban operations meet monthly to review health and safety performance, discuss local and global incidents, and report on progress regarding Contact with vehicle incidents Barriers and walkways were installed to prevent contact with vehicle incidents. SOCIAL ASPECTS Areas where forklifts or tow motors are operated pose a high risk of contact with vehicles (24 lost work day case/minor injury incidents in 2008). TSAM undertook two activities in the reporting period. TSAM reduced the number of forklifts from 132 in FY07 to 100 in FY09. Workplace improvements were also implemented. These included the installation of barriers and walkways to separate employees and vehicles, and to provide safe areas for pedestrians. These activities assisted in reducing the number of ‘contact with vehicle’ incidents from 24 in FY08 to just eight in FY09, a drop of 66%. safety culture improvement. This Executive Health and Safety Meeting is also used to determine policy, procedures and standards. This meeting is attended by the CEO and President of TSAM. For the Sandton operations, the activity is the same, the only difference being that the Figure 52 HEALTH AND SAFETY STRUCTURE Durban Executive Health & Safety Committee Monthly CEO/President Board Meeting Quarterly Secretariat SHE Dept Plant Health & Safety Structures meeting occurs on a quarterly basis. The Safety, Health and Environment Department acts as the secretariat of the Executive Health and Safety Meetings and compiles a safety report which is presented at the quarterly Board meeting. Sandton: Marketing Health & Safety Committee Quarterly Toyota South Africa Motors Sustainability Report 2010 47
Page 2 and 3: About this Report This is the sixth
Page 4 and 5: MESSAGE Executive message from the
Page 6 and 7: SPECIAL FEATURE Toyota South Africa
Page 8 and 9: SPECIAL FEATURE 30 years of market
Page 10 and 11: ABOUT THE COMPANY About the Company
Page 12 and 13: ABOUT THE COMPANY The Toyota Way is
Page 14 and 15: ABOUT THE COMPANY The Toyota Code o
Page 16 and 17: ENVIRONMENTAL ASPECTS Figure 8 Glob
Page 18 and 19: ENVIRONMENTAL ASPECTS The TSAM Four
Page 24 and 25: ENVIRONMENTAL ASPECTS Energy/Global
Page 26 and 27: ENVIRONMENTAL ASPECTS Reduction of
Page 28 and 29: TMC’s commitment to hybrid techno
Page 30 and 31: ENVIRONMENTAL ASPECTS Sandton waste
Page 32 and 33: ENVIRONMENTAL ASPECTS Atmospheric Q
Page 34 and 35: ENVIRONMENTAL ASPECTS Environmental
Page 36 and 37: ENVIRONMENTAL ASPECTS Risk reductio
Page 38 and 39: SOCIAL ASPECTS Customer satisfactio
Page 40 and 41: SOCIAL ASPECTS Relations with Emplo
Page 42 and 43: SOCIAL ASPECTS Human rights TSAM’
Page 44 and 45: SOCIAL ASPECTS TSAM’s Graduate Tr
Page 46 and 47: SOCIAL ASPECTS SPECIAL FEATURE Reco
Page 50 and 51: SOCIAL ASPECTS Occupational health
Page 52 and 53: SOCIAL ASPECTS Relations with Busin
Page 54 and 55: SOCIAL ASPECTS is made to assist in
Page 56 and 57: SOCIAL ASPECTS of the Kavango-Zambe
Page 58 and 59: Independent Assurance Statement To
Page 60 and 61: Global Reporting Initiative Index G
Page 62 and 63: Glossary of terms and acronyms 3R R

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