BUILDING A SAFETY CULTURE

The nature of our operational work and the equipment our people work with brings with it safety risks, including machinery safety, working at height, forklift trucks, cutting and welding, driving, heavy lifting and manual handling. We are working hard to build the kind of safety culture that helps us reduce the risks from these activities.

​​​​​​​​​​​​​​​Safety performance

In 2018 we suffered two fatalities, one employee as a result of a driving accident and one contractor working on an installation project. Tetra Pak is determined to learn from these tragic incidents and has put in place detailed action plans. We have, however seen a decrease in our lost time accident rate, as detailed below.

We are proud to report this decrease, and we are continuing to improve our processes to ensure that it continues. In 2018, for example, we launched a procedure to ensure suppliers of our driving services (buses, coaches, taxis, etc.) provide a service that met minimum safety requirements set by Tetra Pak .We also are starting to measure absenteeism, and will keep track of OHS data separated by region and gender. We plan to start reporting on this in our next report published in 2020.​​

A chart of lost time due to accidents

Scope: all incidents involving Tetra Pak employees and temporary workers

The lost time accident rate (LTAR) 12 month moving average (MA) is the rate of lost time accidents per 1,000,000 hour worked (equivalent to 500 workers) over a rolling 12 month period.

Behaviour-change programmes

In our Processing Systems business, many activities are carried out by third-party contractors. To support the roll out of our global occupational health and safety (OHS) policy, we continue to build a positive culture of safety through several behaviour-change programmes and materials. ​

Often, necessary performance improvements are first identified by our employees. For example, in Jeddah, one of our Factory Directors and his team identified certain tasks that people should repeat every month and so pushed to develop a mobile application to remind them to perform and record these tasks. If each person takes ownership, we can ensure our operations are as safe as possible.

Tracking our impact

We continue to monitor how we manage OHS through an annual self-assessment review led by our corporate governance function. Our manufacturing sites are audited to OHSAS 18001 and our formal programme of assessment visits has now started, with the target to cover all non-manufacturing sites by end of 2019.

Andrew Jones, our Corporate Director for Occupational Health and Safety, chairs the Conference Board Health and Safety Council, a global network of companies that convene to share health and safety best practice and challenges.
 

To make sure our OHS teams can fully support our businesses, we have further enhanced our OHS team for our market companies by recruiting Services and Processing OHS managers for each of our five clusters. Every factory now has a three-year plan on OHS and our focus for 2018 has been to support sites to meet their goals.

One message; multiple channels

Our manual on OHS at customer sites provides a set of mandatory procedures applicable to all Tetra Pak employees working at customer premises. The manual helps teams report against 19 standards and design action plans. We monitor performance using a maturity matrix based on five levels of compliance. Deviations against the required standards result in clear action plans to drive improvement. The manual is supported by a shorter handbook for all employees that provides simple health and safety guidance. In 2016, we created an app version of the handbook so that engineers can access guidance anytime, anywhere.  ​


 

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