We believe all harm is preventable. That’s why Zero Harm is an enduring priority for us. This ambition means making sure our workplaces are safe and healthy for everyone: our employees and anyone working on our behalf.
More than 10 years since we made it a priority, Zero Harm is part of our culture and the way we operate. We launched the ambition in 2007, following tragic fatalities which made us determined that safety needs to be a 'non-negotiable, enduring priority.' Everyone deserves to go home from work unharmed.
We take a rigorous approach to risk and have introduced innovative programmes. For example, we start every meeting by discussing our Daily Safety Message. This keeps Occupational Health & Safety at the forefront of all our minds, all day, every day.
We are now industry-leading when it comes to our safety performance. Many of our sites go long periods without a recordable safety incident.
The safety and wellbeing of our people is our top priority. Our goal is to remain at the top of our industry for safety standards and performance and to support a healthy workforce. We will achieve this by having industry leading safety indicators and a suite of wellbeing packages to support our people.
CODES OF BEHAVIOUR
We have codes of behaviour in place that help us improve how we handle the significant hazards we face every day in our work.
5 simple actions. These were introduced in 2012 and are ‘How we act every day to help ensure a harm-free workplace for everyone.' For example, always holding the handrail when using stairs. They are mandatory for everybody working on an EDF Energy site.
10 life-saving rules. In 2015 we introduced 10 Life-Saving Rules to reinforce vital precautions that could save lives, such as never using a mobile phone while driving. We all have a responsibility to intervene if we see a Life-Saving Rule being breached and report it as an incident.
LEARNING FROM NEAR MISSES
We track High Potential Events – where very serious or fatal injuries could have happened, but were avoided – so we can learn from them.
IDENTIFYING NEW RISKS
We work closely with our people and with our contractors to address any new risks. We expect to use our processes to control and minimise a significant number of new risks in 2018 as two major projects pick up speed: building a new nuclear power station at Hinkley Point C and rolling out smart meters.
ASSESSING OUR SAFETY CULTURE
Our strong safety performance relies on having zero harm embedded in our culture. This means that our people take personal responsibility and accountability for their safety and that of others. It is something we need to continually develop.
How we measure our success
GOALS and TARGETS
To continue to deliver industry leading safety performance:
• By 2020, total recordable incident rate target <0.68 million hours
What we measure: Total Recordable Incident Rate (TRIR). This measures the number of recordable safety incidents for every million hours our people worked. We also consider Accident Frequency Rate (AFR) as part of our Hinkley Point C Project.
How are we doing
We achieved our best ever annual health and safety performance in 2017, maintaining our industry leading position in Total Recordable Incident Rate (TRIR), Lost Time Injury Rate (LTIR) and improving on our already strong results in 2016.
Our LTIR and TRIR and sickness absence rate were all ahead of target. In particular, our company’s TRIR was at its lowest ever level of 0.59 incidents per million hours worked and our company’s LTIR was also the lowest recorded to date at 0.34 per million hours worked. At Hinkley Point C (HPC), we are well ahead of our key safety target at this stage of the project with a rolling month Accident Frequency Rate (AFR)** of 0.05 incidents per 100,000 hours worked. Throughout 2017 we have continued to deliver our 2020 strategic action plan. This ensures that our focus remains on controlling our top health and safety risks and deploying effective arrangements that reflect best practice.
We have continued to strengthen our resilience to very serious incidents by sharing learning from high potential events and life-saving rule breaches to prevent recurrence. We have ensured that our major projects such as Hinkley Point C and the Smart Meter installation programme are set up to deliver industry leading health and safety performance and as such continue a programme of culture assessments to nurture even greater cultural maturity levels and consistency across our workforce.
* Company TRIR and LTIR excludes HPC TRIR events as these are included in the HPC performance measure. ** On basis of reporting, i.e. UK, Reporting of Injuries, Diseases and Dangerous Occurrences Regulations (RIDDOR)
Total Recordable Incident Rate (TRIR)
Our ambition is for all our people to:
- be mentally fit and resilient, especially during times of change
- be physically fit, healthy and safe in their working environment
- feel connected, cared for and supported by others at work.
As part of our health and wellbeing strategic plan, we offer a menu of programmes – such as a flu vaccination programme – so each of our people can choose the ones that best fit their health and wellbeing needs.
We also focus on supporting managers, who hold the key to delivering a Health Like Safety approach (where health and wellbeing is taken as seriously as safety).
Everyone responds differently to the stresses and strains of modern life. In the UK, one in four workers experiences poor mental health.
Being physically fitter can help prevent ill health and improve mental well-being.
We run education and awareness campaigns to encourage people to improve their health and wellbeing. For example, our Fit Clubs help teams of people to get together and exercise regularly.
Feeling engaged as an employee in the workplace is an important element of our employee well-being vision.
EDF Energy has been recognised for its culture of inclusion and we also promote the support our people can get from our Employee Networks:
- Disability and Carers network
- Black, Asian and Minority Ethnic Network
- INSPIRE, the LGBT supporters network
- Women’s network
- Working parents network
HOW WE COMMUNICATE THIS TO OUR STAFF
All health and wellbeing programmes are promoted via a Health and Wellbeing Hub on MyCampus, our employee e-learning platform. Our intranet, Pulse, carries health and wellbeing-related news and encouragement.
How we measure our progress
GOALS and TARGETS
To support a healthy workforce:
• By 2020 employee sickness absence rate of 8 days/employee/year
What we measure: rate of sickness absence – how many sick days a year do our people take on average?
This replaces our target for primarily work-related ill health (PWRIH). We continue to measure PWRIH but our sickness absence rate gives us a wider understanding of how effective our programmes are in supporting a healthy workforce.
How are we doing
We have already achieved our long term goal of meeting the EDF Group target of reducing sickness absence to below 8 days per employee by 2020. Our sickness absence performance in 2017 stands at 7.85 days per employee per year which is 13% ahead of our target of 9.01 days. This is an 11% improvement compared to our 2016 performance.
The number of days lost per employee has seen a steady improvement since February 2015 thanks to a focus on improving reporting and management of the short and long term absence processes. Our focus has widened in 2017 to include building an understanding of the drivers of repeat occurrences whilst continuing to support line managers; encouraging them to use the Wellbeing, Occupational Health Services and HR policies to prevent absence . Line managers have supported their employees’ return to work through the use of tools and interventions to help them manage the full psychosocial aspects of absence.
In 2017, as part of the Zero Harm campaign, we relaunched our Well-being Hub - an online guidance portal for all our Health and Wellbeing information. Particular focus this year was placed on mental wellbeing and we ran a series of cross company webinars focussed on the subject.
We also saw a strong 45% participation in the annual Mind survey. The results are helping us to develop our strategy to improve psychological health across the business.
Our six Better Energy Ambitions set out our short, medium and long-term goals and targets for improving our social, economic and environmental performance.