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. 

Our people's safety

Our people's safety is our top priority.

This commitment to safety shapes everything we do and sustains our right to do business. Our goal through to 2030 is to remain at the top of our industry for safety standards and performance. 

Our programmes

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.

 For example:

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.

There were 26 High Potential Events in 2016. We investigated them all and found three main common themes: working at height, driving at work and working with electricity. We now have cross-company action groups looking at ways to make these situations safer.

By managing High Potential Events, we’re making things safer in EDF Energy and throughout EDF Group. The most recent internal EDF Group Pulse Awards acknowledged this by giving us an award for Health and Safety Innovation.


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 2017 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.

In 2017, we completed the first phase of work with the Health and Safety Laboratory (HSL) to assess the health and safety culture in all our teams and locations.  Initial assessments are complete for Hinkley Point C, Metering Activities, Coal and Gas and Property Services. The project measured the strength of our safety culture and recommended how we could continue to improve.  

How we measure our success

What we measure: Total Recordable Incident Rate (TRIR). This measures the number of recordable safety incidents for every million hours our people worked.

Our target: We want our TRIR to remain industry leading. We are also introducing leading indicators to track progress with the proactive actions we will take to achieve Zero Harm.

 

How are we doing

In 2016, we equalled our best-ever performance from 2015, with an industry-leading TRIR of 0.68 recordable incidents for every million hours our people worked, with an injury frequency rate of 0.41 days for every million hours worked. In 2015, there were 28 recordable incidents in total among all our employees and contractors. This year there were 27 incidents in total. Of these:

  • 16 were Lost Time Injury cases (compared with 17 in 2015)*
  • 11 new medical treatment injuries

 

There were only 3 slips, trips and falls which is quite low (compared with previous years and other companies’ experience) and this shows how far we’ve come thanks to our 5 Simple Actions.

There were no fatalities in 2016.

*LTI currently excludes Nuclear New Build and EDFER cases.



 

Our people's wellbeing

Our goal through to 2030 is to support a healthy workforce. Our people are our most important asset. Healthy, engaged people are the basis of a sustainable business. 

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.

Our programmes

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).


MENTALLY FIT

Everyone responds differently to the stresses and strains of modern life. In the UK, one in four workers experiences poor mental health.

EDF Energy offers a free and confidential Employee Assistance Programme which offers support, by phone or online, on a wide range of life/work issues. We also have the Zero Harm Less Stress site and a stress based risk assessment tool which can provide immediate information to help recognise and manage the signs of stress.

PHYSICALLY FIT

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.

Working in an office or living a sedentary lifestyle can cause musculoskeletal pain such as back or neck ache. Our Musculoskeletal Action Framework shows what support is available for the prevention, awareness and treatment of musculoskeletal pain. This includes our Every Body site, which highlights the symptoms and causes of common musculoskeletal pain, and top tips for prevention.

FEEL CONNECTED

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

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.

Our target: we want to reduce our absence rate to 8 days a year by 2020. This is in line with EDF Group’s target. 

How are we doing

Our rolling 12 month sickness absence rate at the end of December 2016 was 8.83 days per employee – a 7% improvement from December 2015.

The number of primarily work-related ill health cases among our people is down by a third compared to three years ago. There were 14 cases in 2016, compared to 19 in 2015. There were also 885 cases of ill health where work was a contributory (though not the primary) factor, compared to 783 cases in 2015.

Our total employee work-related ill health case rate stands at 35.17, compared to 32.62 in December 2015. There were more psychological and musculoskeletal cases this year, reversing this trend in 2017 will be a priority for us.

Public safety

In 2013, we set ourselves a goal: Zero Harm to the public from our operations. With safety as our highest priority, the goal of Zero Harm to our people and our communities has always been central to how we operate. 

In 2016 we kept our focus on our key risks. These include working with electricity, working with gas and driving.

Our OHSAS 18001 Certification programme continues to keep our H&S controls embedded and to reveal opportunities for continuous improvement. We retained our certification after a successful external audit, where we demonstrated how we are continuously implementing and maintaining our health and safety management system.

Our programmes

SAFETY OUTSIDE WORK

In 2016 we worked with our trade union partners to raise awareness amongst employees about their safety outside work.  We used valuable information from the Royal Society for the Prevention of Accidents (RoSPA) and from Brake, the Road Safety Charity. The project provides our people with information, advice and materials to improve safety outside of work – keeping our colleagues, families and communities safe at all times.

It highlighted the hazards and risks we can encounter in everyday activities at home, during leisure time and driving. We shone a spotlight on this RoSPA campaign during our company-wide safety week campaign in October.

How we measure our progress

What we measure: RIDDOR reportable incidents involving the public – We have measured how many incidents there were that affected the public and met the criteria in the Reporting of Injuries, Diseases and Dangerous Occurrences Regulations (RIDDOR).

We have decided to replace this measure from 2017 onwards. We’re still focused on public safety, but our RIDDOR reportable incident rate has stayed consistently at zero, so we are looking for a more useful measurement. 

How are we doing

In 2016 we had zero RIDDOR reportable incidents involving members of the public.

Case studies

Sophie Morrell

Sophie Morrell
Nuclear Graduate Trainee

"During the graduate scheme I’ve moved between stations and sites and worked with various departments. I enjoy the variety involved in the graduate scheme. It provides a wonderful opportunity to learn, whether you’re out on plant or receiving technical training at Barnwood. During my attachments so far, I’ve seen how safety is the key priority no matter what the task is that is being performed. I’ve been impressed by the commitment shown to continual monitoring of safety precautions."

Close up of Tony Taylor, First Aider for Zero Harm Ambition

Tony Taylor
Team Manager, Customers

“We’re here to assess people’s needs if an incident occurs, and maintain their well-being. We also go and meet colleagues with long-term health issues, so we’re ready to help them if need be."

Our Better Energy Ambitions

Our six Better Energy Ambitions set out our short, medium and long-term goals and targets for improving our social, economic and environmental performance.

By meeting these ambitions, we will have created Better Lives, Better Experience and Better Energy - The Better Plan - in a responsible and sustainable way.