- A dialogue on safety
- Standards and audits
- The lifestyle program – personal stories
- The value of healthy employees
In 2013, we paid much attention to further improving safety. We want to be among the best in class in HSE performance, and we are aware that behavioral change throughout the company is required to achieve this. That’s why we have initiated various discussions with a number of external parties in order to gain access to best-in-class standards, systems and operations, and accelerate our knowledge and expertise in this area. Among other things, this has led to the development of our Life Saving Rules and the development of an integrated process safety management program, which combines both technical and cultural aspects of safety. To measure our progress and development in this regard, we have been audited extensively by various bodies, both internally and externally.
Besides paying attention to safety and the environment, we also focus on our employees ’health’. In 2013 we offered various programs that encouraged them to adopt healty eating habits and an appropriate physical exercise regime – with good results!
Life Saving Rules
Following the example of the industry leaders, we have developed a set of Life Saving Rules, which will be implemented in 2014. These rules are geared to those activities within our company that form the biggest risks of serious injury. The rules remind us of the safety behaviors that protect us against dangerous situations. The Life Saving Rules in themselves are not new, but the uniformity and strict enforcement within the company are. Along with the Life Saving Rules, we have also introduced a Golden Principle: “Stop the work as soon as you see unsafe circumstances or behavior.” Everyone bears equal responsibility to act when it is no longer safe to carry out the work. That also means that you look after your colleagues and that you help each other to prevent accidents.
Despite all our efforts, hazardous situations still occur and incidents happen from time to time. We greatly regret this, as we believe that any incident is one too many. We want our employees to arrive at work in good health and to go home again at the end of their daily work in good health.
We measure our safety performance on the basis of the following data:
- incidents leading to absence (Lost Time Injuries)
- incidents leading to temporary alternative work (Restricted Work Cases)
- incidents requiring only medical treatment (Medical Treatment Cases)
Using this information, we calculate the Total Recordable Rate (TRR), which is the total number of incidents (i.e., the total of Lost Time Injuries, Restricted Work Cases and Medical Treatment Cases) per million working hours.
The Teijin Group set itself a target for 2013 to maintain the Lost Time Injuries (LTI) frequency rate under 0.25 (i.e. the number of industrial accidents leading to absenteeism per million working hours).
During the year, the Teijin Group paid special attention to activities to prevent accidents caused by rotating equipment. Additionally Teijin Aramid focused on reduction of damage to health caused by exposure to chemicals.
In 2013, we recorded three LTIs, leading to an LTI frequency rate of 1.5. This means we do not meet the target of less than 0.25, and safety improvement activities will remain a key focus. We also recorded LTIs among the employees of our contractors and subcontractors. One contractor reported one LTI.