In FY14, we saw a decrease in both the number of recordable incidents and Total Recordable Incident Rate (TRIR) across the global business, thanks to our consistent focus on safety.
At 0.44, our TRIR is well below the latest industry average published by the US Bureau of Labor Statistics of 0.60 (2012) (most often used as implied global standard), and we continue to demonstrate year-on-year improvement.
For further information, see the Global Data section.
Of the 19 recordable injuries/illnesses that occurred in FY14, seven were associated with activities in an office environment, ten were related to field activities or at client sites and two were related to travel/driving. In addition to identifying where our injuries and illnesses occur, we also monitor closely causal factors associated with them. The chart below provides information related to this data. By analyzing the "where and how" information related to our injuries and illnesses we are able to prioritize our efforts in improving our injury and illness prevention efforts.
Our mandatory training requirements for new starters help ensure that all employees receive the required training to understand ERM's approach, and receive the necessary skills and knowledge prior to undertaking tasks. Our goal is to have all employees complete our behavior-based training curriculum within 90 days of joining ERM. This curriculum includes initial training that must be completed within the first week of employment and a more in-depth course that must be completed within the first 90 days. In FY14, we improved performance to reach 93 percent compared with 80 percent last year, although we are not yet at our target of 100 percent.
Event Communication System
We have a strong culture of reporting not only incidents, but also leading indicators, such as remarkable safe behaviors, unsafe acts and near-misses in our Event Communication System (ECS).
ERM employee ECS entries during FY14 were indicative of an ever-growing level of safety awareness and engagement, with a significant increase in the reporting of remarkable safe behaviors and unsafe acts and conditions. We believe that the higher reporting of potentially unsafe acts and conditions is positive, being a reflection of both improved training in the recognition of hazards and importance of recording these events.
A major priority for FY15 is enhancing our ability to recognize, and ultimately prevent, those situations that could lead to a Fatality or Serious Injury (FSI). To that end, we are implementing communication programs, specific control of work processes and enhancements to our ECS that will enable us to capture additional information on both incidents and near-misses. Collectively, these activities will be bundled and branded into what we are calling our "5 for LIFE" program — where LIFE stands for Life Impacting or Fatal Events.
The communication and control of work aspects of this initiative will raise the overall awareness of our employees to the five most critical activities and situations identified during our recent global risk assessments. The additional data aspects will be used to refine and revise future control of work processes, as well as provide the organization with new leading indicators related to our overall exposure to potential Fatalities and Serious Injuries.
ERM Works 1,000 Days Injury Free at Shell Project Sites
ERM's Shell project teams have been commended for their role in achieving 1,000 days with no recordable incidents across all sites globally. ERM carries out approximately 800 hours of work every day for Shell across all practice areas; over 1,000 days, this equates to over 780,000 working-hours involving a team of more than 1,500 people.
As part of Shell's company-wide Goal Zero program, there are 12 mandatory Life-Saving Rules to reinforce what employees and contractors must know and do to prevent serious injury or fatality.
Shell Australia's Downstream Environment Manager Damien Home said, "This safety achievement is testament to ERM's very strong safety culture, and their high level of collaboration with each other and their subcontractors on safety."
David Ronnei, ERM's Global Key Client Director for Shell, said, "Shell places incredible emphasis on Goal Zero and compares it to a sense of chronic unease. Basically everyone should feel uneasy that something might happen and therefore you must take the steps to ensure it doesn't. No one can afford to be complacent."
Working with Our Subcontractors to Improve Performance
ERM required the services of a drilling company in the Pacific Northwest of the United States, reaching out to Environmental West Exploration in Spokane, Washington. However, their past health and safety performance had been red-flagged during our subcontractor screening process. Philip Platcow, Managed Accounts Health and Safety Advisor in our Boston office, worked closely with Environmental West to improve their standing. Philip helped refine the company's Site-Specific Health and Safety Plan and adopt ERM's "You See It, You Own It, and Share It" Observation and Feedback Program as part of their ongoing operations, which they have used, according to Zach Gourde, Vice President of Environmental West Exploration, "to take hundreds of actions related to ourselves, our contractors and our clients."
Mr. Gourde went on to say, "Working with ERM is the best of what one hopes for in a partnership — mutual benefit. While we invest a great deal of time and energy in keeping our employees safe, having the opportunity to refine our own Behavioral-Based Safety approach with professionals like Philip Platcow has not only led to safe and successful projects, but has since allowed us to make a move towards a more sustainable approach."
Ian Hamilton, Bristol, U.K.
Leading the Discussion around Human Factors
As part of our Human Factors Team, I work with our technical safety and management systems specialists at ERM to support our clients in the management of major accident safety. In everything that our clients do to operate and maintain their assets, there is a reliance on people and organizations to perform reliably.
Our expertise in the analysis of safety and operationally critical tasks, as well as the control of human error, enables us to advise our clients on how to create more robust process safety control measures. This is significant in light of the increasing regulatory demands that require our clients to provide evidence that the risk of major accidents caused by human error has been thoroughly and properly understood and controlled.