Lost time
Our Lost Time Injury Frequency Rate (LTIFR) was 14.4 (compared with 12.4 last year), see Figure 1, and, during the year, there were 420 LTIs. Our Average Time Lost Rate (ATLR), which provides a measure of the severity of such injuries, based on the average number of actual days lost due to an LTI was 11.3 compared with 7.5 last year.
The increased LTIFR and ATLR are mainly attributable to a rise in incidents and severity experienced in our frame and truss manufacturing sites, the majority of which were purchased in March 2006. The risks associated with these activities are subject to a targeted focus within our OHS Strategic plan moving forward.
Driven by the implementation of our updated BSAFE strategy we continue to reinforce the importance of safe behaviours and choosing to work in a safe manner. The revised ‘all injuries’ measure adopted last year includes Lost Time Injuries, Restricted Duty Injuries and Medically Treated Injuries as a more holistic measure of safety performance. We recorded 1,485 ’all injuries’ from July 2006 to 30 June 2007 with an All Injury Frequency Rate (AIFR) of 51.1 compared to 50.8 last year.
These statistics do not include contractor hours and injuries. As noted elsewhere in this report, all suppliers who undertake work in stores must be BSAFE-accredited by having passed a safety induction programme. As we have very few full-time contractors we do not believe that contractor hours and injuries would materially affect our LTIFR.
Our strong injury reporting and investigation processes ensures all safety-related injuries are reported to senior management, with rapid reporting of more serious incidents (including near-misses). Safety statistics are distributed and discussed by management and location safety committees each month and, in addition, the Senior Safety Leadership Team meeting where, as part of the process, root cause analysis reports on significant incidents or near misses are reviewed. Detailed safety statistics and serious incident information are reported regularly at Board meetings.
Workers compensation
There were 1,331 workers compensation claims reported for the entire business, relating to occurrences during the year, compared with 1,298 last year (see Figure 2). Additional dedicated injury management roles in each region, strong management support and flexible return to work programmes are having a positive influence on helping our team members recover from injuries.
During the year our New Zealand operation underwent a Safety Management System audit conducted by the Accident Compensation Commission. We achieved the highest performance level rating, resulting in a reduction in the Workers Compensation premium.
Programmes
Our OHS strategy ensures that the business continues to properly manage its OHS risk. Monthly hazard inspections and the internal audit are aligned with the new BSAFE manual and revised safety goals. This approach has created a more transparent and comprehensive assessment of how identified risk and hazards are being managed in-store.
Following a hazard inspection or audit, specific safety actions are documented to address any opportunities identified.
In September 2006 a global retailing specialist conducted a manual handling and ergonomic assessment of our store environment.
The assessment evaluated manual handling functions in our front-end registers, paint department, receiving, timber yard, gardening and out of hours fills. As part of the assessment, team members were fitted with a lumbar motion device to measure lower lumbar movement. The data gathered determined how tasks affected the lower back and provided recommendations for improvement. The five key recommendations were to:
- increase clearance and access around heavy items placed below waist height;
- train cashiers to shift their feet positions instead of twisting their back during transactions;
- implement a pyramid technique for removing stock from pallets to avoid over reaching;
- promote the use of available carts for checking and sorting stock to avoid neck strain; and
- store heavy garden pots on lower shelves.
Action plans are being developed or have been already implemented for all recommendations.
We have continued to review and update Safe Work Procedures (SWP) with additional SWP’s developed for manufacturing plant and equipment at our frame and truss sites. Trials have been conducted regarding the use of safety knives and protective gloves to reduce the incidents of minor cuts and lacerations from handling stock and gloves are provided to team members to reduce this hazard.
Emergency response
Annual fire drills are conducted with emergency warden teams employed at all locations. Refresher training is held for wardens designed to improve our capacity
to manage emergencies.
Contingency plans are in place to address major incidents or security breaches. Emergency response guidelines for a range of chemical spillages are in place and are accessible at every location.
We endeavour to have an adequate number of our team members trained in first aid to ensure that someone is available to assist at any time in each of our stores. We conduct audits to test whether adequate first aiders are available and more team members are trained where required.
Materials handling and storage
A wide range of material handling devices are provided to ensure that products can be loaded and unloaded, stored and transported around the store safely and efficiently.
A range of customer trolleys are available to move heavy bagged or bulk product, long lengths of timber or plants safely around our stores. The step-through checkout counters, cordless hand-held scanners and barcode labelling on all faces of bulky products allow cashiers to minimise handling.
Electric pallet jacks used in all warehouse stores greatly reduce the amount of exertion required to shift pallets on the floor when compared to manual pallet jacks. Hydraulic platform trolleys are also available to assist in the movement and loading of heavy products like bagged cement or large tins of paint.
A comprehensive traffic management plan incorporating designated unloading bays, forklift curfew and exclusion zones, signage and pedestrian line marking has been implemented at each of our stores to safely manage the movement of trucks, forklifts
and pedestrians in our yards and drive-through areas.
Palletised product deliveries received in stores from our suppliers are required to meet minimum safety standards including shrink-wrapping and strapping for certain goods. Any palletised products that are stored at our sites also adhere to prescribed internal safety standards before being placed into racking.
Risk assessment
Risk assessment and analysis processes are embedded in our BSAFE system. Improved accident investigation processes involve store management teams conducting root cause analysis and ranking of risks. The BSAFE incident database provides enhanced reporting of risk and trends based on root cause, hazard, demographic and other factors for more detailed risk analysis.
This reporting process assists our SSLT to target our efforts on higher-risk areas and implement commercially sound, practical solutions relevant to the level of risk.
In the last year we have also implemented online manual handling refresher training, gas-decanting training and developed a soon-to-be released forklift spotter course.
Employee wellbeing
With a strong focus on looking after our people, we have commenced a programme that offers a unique health awareness opportunity to our team members.
In April 2007, we launched the new ‘Energy for Life’ programme that was trailed last year for all team members. High profile medico Dr John Tickell designed and facilitated the running of the 12-week programme, which is provided free of charge and encourages team members to adopt a healthy schedule of exercise, nutrition and personal development to enhance their work and personal life. In-store champions co-ordinate local team member activities with 6,572 joining the programme since its launch.
We are committed to providing a positive work environment by ensuring that it is free from all forms of inappropriate discrimination or behaviour. Our anonymous reporting hotline known as ‘Bhonest’ is managed independently by external consultants and designed to encourage reporting of any illegal, unethical or unsafe behaviour. |
