Stora Enso's safety work is based on our goal of zero accidents. We are striving to become an accident-free workplace and to make sure everyone goes home safe, every day. This requires strong commitment from everyone, and a systematic approach to safety issues across all of our operations.
During 2013 we continued to apply our safety toolbox in all units. This toolbox was introduced in late 2011 and it includes practical, hands-on tools that directly address individuals’ behaviour. Units
are responsible for applying each tool and programme under the leadership of mill managers or unit managers, supported by local safety staff and the Group’s health and safety organisation. By the
end of 2013 joint safety committees had been established at 94 of our units, representing 78% of our workforce.
Our local Occupational Health and Safety (OHS) committees provide a common forum for employees and management to discuss safety issues and agree on actions to improve OHS practices locally. Our regional OHS networks bring together mills’ OHS managers to share best practices, learn from incidents,
and develop new tools and practices together. So far we have active OHS networks up and running in Finland, Sweden and Germany.
Our units report safety performance data monthly, and selected indicators are followed over a 12-month rolling average. Every month units are required to report on their progress in implementing the measures in our safety toolbox. For each tool a standard has been described, as well as clear steps for implementation and quantitative criteria, against which units must assess their own progress on a monthly basis. Over the coming years units will also be audited with regard to these criteria, in
order to identify areas for improvement and help share best practices and good initiatives across the organisation. Stora Enso's contractors' OHS statistics are reported separately from Stora Enso's units' figures. We are currently developing a Group level approach to contractors' wider OHS reporting. Group-level statistics on contractors' OHS performance are therefore not included in this report, except for fatal and serious accidents.
In order to incentivise safety improvements at our mills, our Group Leadership Team recognised selected units in 2013 based on their safety performance and the innovative, practical and effective ways they have applied our safety tools.
Our Health and Safety Policy is available at www.storaenso.com/sustainabilitypolicies.
During 2013 we continued to work towards our ultimate goal of zero accidents. Figures across the Group showed improvements compared to 2012. Our lost time accident (LTA) rate fell to 6.0 (7.7 in 2012). In terms of the impacts of safety performance on efficiency, this improvement in the LTA rate meant a total of 2 546 fewer lost working days than in 2012. In 2013 the Groupwide attendance rate was 96.8% (96.9%).
In recent years we have increasingly focused on the Total Recordable Incident (TRI) rate, particularly since the rates of uptake of sick leave following accidents vary considerably from country to country. During our review of our Global Responsibility Key Performance Indicators (KPIs) in 2013 TRI was selected as the key indicator of our safety performance.
Our new target is to achieve a TRI rate of less than 5.0 per million hours worked by the end of 2015. The rate declined to 14.0 in 2013 (16.7).
Nine fatal accidents occurred during 2013 in Stora Enso's operations, resulting in ten fatalities. Two of the victims were Stora Enso's own employees, seven were contractors, and one was a member of public. Most of these fatalities occurred while the victims were commuting to work, or in connection with transportation operations involving contractors.
Four of the fatalities were related to our joint venture Montes del Plata's mill construction project, and two occurred in connection with wood transportation operations in Uruguay. Other fatalities occurred at Stora Enso's mills in the Czech Republic, Russia, Germany and Poland.
One of our focus areas in 2014 will be safety issues in contractor management. Our mills and especially projects such as the construction of our board mill in Guangxi, China, employ large numbers of contractors, including many working on temporary contracts. The overall safety performance of a large construction project depends on how diligently all the different companies working at the same site follow the common safety rules. This requires a systematic approach to the OHS training of contractors before they are allowed to enter the construction site. It is also important to ensure that all workers have the required work permits indicating that they are able to carry out their work safely.
Serious illnesses are addressed by units in line with their local occupational health service models. Diseases are screened in regular health checks. The health impacts of large projects causing significant movements of labour and significant changes in local communities are also assessed and mitigated. In such cases mitigation plans are made in order to control any serious or contagious disease outbreaks.
The construction of our new board mill in Guangxi, for example, will entail significant movements and the presence of workers from other regions in the local community. Existing and potential health risks, such as transmittable diseases, or issues related to waste treatment and hygiene, are being assessed from viewpoints of both the workforce and local communities. Mitigating actions, such as publicity campaigns and preventive medication, are being defined in partnership with the local authorities so as to minimise any negative health impacts.