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Sustainability Report 2015 13
Beyond IGO’s responsibility to provide a safe place of work
and a safe system of work, significant effort is applied to
creating a workplace culture in which individuals assume
responsibility for their personal safety and that of their
workmates.
As a basic first step we want our people to stop and
think before they act. We want our people to consider the
hazards posed by the task they are about to undertake
as well as the hazards posed by their work environment.
Whilst this may sound like a obvious ambition, it is in fact
a challenge.
People habituate to the ‘every day’ hazards of a mine site.
Given this, the industry as a whole, and as is true for IGO,
have put significant effort into educating people about
hazard awareness, the simple act of physically stopping
prior to acting, and the creation and implementation of
Personal Risk Management Tools.
Once such tool is ‘Take 5’; a simple pocket sized notebook
that contains both space to write down hazards and
controls, and a checklist of questions. This type of tool has
been used variously in the industry for decades to good
effect. However, from time to time it requires a ‘re-boot’.
IGO has commenced such a program to re-introduce
‘Take 5’ into the organisation.
CONTINUAL IMPROVEMENT
Creating a sustainable business takes time. Our focus in
the first 15 years of operation has been on the financial
and technical performance of our business. While we have
been, and continue to be, mindful of our responsibilities
regarding social and environmental stewardship, we
acknowledge there is much to be done to strengthen
our position as a company with an integrated approach
to triple-bottom-line considerations. This developmental
pathway is illustrated in Figure 2 which shows the
overlapping social, environmental and economic aspects of
our business and the activities around which we report.
We envisage a four-phase pathway to sustainable
development. This pathway will culminate in our
organisation embracing full and open accountability for
the economic, social and environmental aspects of our
business activities while operating within the governance
framework of the IGO Code of Conduct.
It is the assessment of IGO’s Leadership Team that we are
currently positioned between phases 2 and 3 on IGO’s
pathway to sustainable development. Accordingly, we must
not lose sight of our long-term goal to make key business
decisions in full consideration of their social, environmental
and inter-generational consequences.
To reach this goal, the most challenging tasks lie in
managing and measuring our performance within
the context of the limits and demands placed on
environmental or social resources. Improving the
sustainability of our business as a whole requires
managing and measuring performance at a business level,
within both individual operations and projects, as well as
the performance of individual employees and contractors.
To this end, IGO uses KPIs relevant to both operations
and individuals. These KPIs are frequently reviewed and
modified to focus and concentrate efforts on the desired
outcomes.
SAFETY CASE STUDY:
PERSONAL RISK MANAGEMENT TOOLS
We want our people to consider the hazards
posed by the task they are about to undertake
as well as the hazards posed by their work
environment.
APPROACH TO SUSTAINABILITY