GROUP SUSTAINABILITY REPORT

2019

Gathering
Momentum

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Underground Mining + Oil & Gas + Power & Water

Drive a consistent HSE approach and
standards across the Group

HIGHLIGHTS

All operations maintained OHSAS 18001 certification, an international standard for occupational health and safety management systems.

Leaders continued to spend a considerable amount of time visiting project sites to support, and positively influence work practices.

Oil & Gas made good progress in implementing the Neuroleadership programme and pilot programmes were initiated in Underground Mining and Power & Water platforms.

Compliance with the MAP/CRM Programme:

Oil &
Gas

97%		   Underground
Mining:

86%		   Power &
Water:

87%
         

Employees and teams who have achieved good results and made a meaningful impact towards the achievement of our safety goals are recognised at the annual safety conference.

OUR INITIATIVES

Effective safety leadership

Our leaders are accountable for providing a safe and healthy working environment. Our Leadership Development programme helps them drive a consistent level of HSE maturity across the Group and cultivate a culture that supports a Zero Harm mindset. The programme also provides leaders with the skills to integrate health and safety considerations at an operational level.

Sustaining a high level of employee engagement and involvement is critical to delivering consistent safety standards and performance. An innovative approach adopted to drive continual improvement and an improved safety culture, is our Neuroleadership programme, which applies cognitive neuroscience to safety leadership. The programme aims to improve the engagement skills of leaders and the involvement of employees in health and safety practices. The programme equips our leaders to build morale and understand why and how people make decisions and adopt certain behaviours.

Once the pilot programmes in Underground Mining and Power & Water are complete, we will use the learnings to establish guidelines to support the broader roll out of the Neuroleadership programme across the Group.


Critical risk management

The MAP/CRM programme has been embedded in all platforms and our focus has shifted to understanding its effectiveness. Our critical risks include working at height, mobile equipment, marine operations, temporary works, lifting operations, fall of ground, hazardous materials, working in confined spaces, fire and explosion and excavations and penetration, among others. Our assurance processes, including self, peer and independent assessments, scrutinise the effectiveness of the MAP/CRM programme.

Good practice learning and sharing

Internal initiatives that support the sharing of safety experiences and ideas on improvement include:

  • A Group health and safety forum attended by participants from various operations. The forum also monitors progress on key Group health and safety initiatives.
  • The annual safety conference hosted by the Group chief executive and attended by leaders from all business platforms. At the conference our leaders review the safety performance, successes and challenges of the past year, and agree on the focus areas for the year ahead.
  • Stand Together for Safety events held at the start of each financial year in all operations and attended by managers, employees and subcontractors. At these events leaders communicate and share the key messages and focus areas agreed on at the annual safety conference. Platform and project specific safety plans are also communicated.

Employees and teams who have achieved good results and made a meaningful impact towards the achievement of our safety goals are recognised at the annual safety conference.

LOOKING FORWARD TO FY2020

Our leaders agreed to the following key safety focus areas at the fifth annual safety conference:

  • Communicate the findings of the culture survey to employees and addressing the areas highlighted for improvement, particularly change management and streamlining our operating standards.
  • Review the effectiveness of our critical controls.
  • Implement the Neuroleadership programme to drive effective two way communication between our leaders and employees.

In the year ahead, attention will be given to managing the higher safety risk associated with significant growth in our order book, and specifically the higher proportion of new projects in complementary markets. In addition, a key focus in integrating the businesses acquired during the year will be to implement the initiatives and practices that have proven most effective in the level of maturity achieved in the Group’s safety culture.