Independence Group Sustainability Report 2019

A positive safety culture is characterised by the accepted behaviours and responses that our people have to hazards and associated risks in the workplace when the ‘boss is not watching’. So how can we measure this? In FY19 we again completed an independently facilitated confidential workforce engagement survey. This work, completed by Blue Provident, resulted in an 86 per cent response rate from our people. The reaction to specific safety related questions our people provided are illustrated on page 34. Overall the results are pleasing, but our people have provided clear guidance as to the areas in which we must improve. 
 With this in mind, we have continued to work with our people and especially our leaders. We believe that safety leadership must be visual. It must be seen. It must be felt. If we do this well, it is our firm conviction that we will create a better workplace. Our Visual Safety Leadership program aims to achieve these outcomes. In FY19 we continued a program to educate and guide all our leaders to:
 • understand IGO’s Visual Safety Leadership philosophy and their statutory safety obligations; • allocate time for the sole purpose of checking on or promoting workplace safety and employee wellbeing; and • follow up on any concerns or identified hazards raised by our people and provide feedback on how they have responded. In FY20, IGO will undertake a large- scale, comprehensive and independent assessment of our safety systems and culture. It is our intention that the information arising from this process will be a catalyst for a step change in the way we as a team care for the safety and wellbeing of our people. We will know we have a positive safety culture when our people consistently demonstrate the following behaviours: • they believe their manager or supervisor is concerned about their safety and wellbeing; 
 • they proactively look out for others and feel concern for their safety and wellbeing; 
 • they participate in the development of our safety standards, processes and procedures; 
 • they adhere to IGO’s safety processes on the understanding that they will assist in keeping them and their workmates safe while never being seen as a substitute for thinking for one’s self; and 
 • they have the courage to speak up or intervene in unsafe situations or if someone is at risk. Hazard recognition Effective safety management is dependent on both the recognition of hazards and the effectiveness of the management of the risks posed by these hazards. Hazard recognition and associated risk management is critical in both process and workplace design and hence is a key area of focus for our engineers and planners. Hazard recognition and associated risk management is also critical for those of our people involved in the operation and maintenance of our mines; for the person driving a truck or the person fixing a pump. For all involved, the hardest step is often recognising the hazard for what it is. Yes, some are obvious, but many hazards are either unrecognised or casually dismissed. So how is this addressed? The answer, albeit far from perfect, lies in training our people to deliberately take time to stop and think about their circumstances or what they are about to do. It sounds simple, but it requires disciplined effort. In FY20, we will continue to work with psychologists to develop and refine tools and teaching methods to better equip our people in this most fundamental of safety behaviours. Safety results During the FY19 reporting period, IGO had no fatalities or serious injuries. IGO employees and contractors collectively suffered a total of two lost time injuries, three medically treated injuries and 12 restricted work injuries during the year. We acknowledge that beyond injuries, ‘near-miss’ incidents can have a wider impact causing distress to the affected individual or team, their families and workmates. In FY19, IGO experienced five ‘near-miss’ incidents where there was the credible potential for a fatality. Although each of these events resulted in no injury or a minor injury, the potential outcomes FY19 9.58 FY18 15.76 FY17 15.76 FY16 15.61 FY15 9.33 TOTAL REPORTABLE INJURY FREQUENCY RATE (TRIFR) (PER 1,000,000 HOURS WORKED) FY18 FY19 FY17 FY16 FY15 SERIOUS POTENTIAL INCIDENTS (SPI) FY19 5 FY18 13 FY17 12 FY16 25 FY15 7 FY18 FY19 FY17 FY16 FY15 IGO SUSTAINABILITY REPORT 2019 — 35