We believe that key aspects of managing safety risk include having an inclusive workforce, where work is well‑designed and we continuously improve. Our safety risk management is supported through robust processes and internal standards.
We value an inclusive workplace where every employee and contractor can feel connected, valued and respected. This environment also provides an opportunity where people can freely share their concerns and ideas. Work is considered well-designed when potential causes of harm have been identified, and the work has been planned to reliably deliver safe outcomes. This is based on assessing the workplace, tools and equipment, processes and people, and ensuring that critical controls are designed before the work is scheduled. These controls must be verified as being in place and effective, before work commences.
Our overarching risk management framework consists of three components:
1. Our internal standards that define the key deliverables, materiality and accountabilities.
2. Our risk management process which identifies, monitors and manages potential risks and controls, to minimise the negative impact should a risk eventuate.
3. Three lines of defence to provide assurance of compliance with our internal standards.
Our internal safety standards describe the minimum mandatory requirement for nine core safety processes that are used to implement the risk management process at our operations. These processes are key components required for work to be considered well-designed.
As a global company, our people travel to many parts of the world. To ensure their safety as far as practically possible, we assess airlines against internationally recognised practices, we review destination risks, and travellers’ ﬂights are monitored through International SOS. Any of our people who are booked to travel automatically receive travel advice about their destination so they can assist in managing their own safety.
Our safety standards state our company-wide policy to prepare for and respond to emergencies.
Our operations are required to develop and implement Crisis and Emergency Management Plans (CEM) Plans. These CEM Plans are tested and audited annually to ensure preparedness, and this supports the proactive identification and remedy of any gaps in our ability to
CEM Plans include guidelines for appointing emergency response teams that oversee frontline response. If the situation requires escalation, our plans include additional management support to harness broader organisational support and resources including comprehensive communication plans.
Our CEM Plans assist in protecting our people during an emergency, minimising our impact on the environment and the surrounding communities and ensure a well-coordinated emergency response. Business continuity and recovery form part of the plan to mitigate significant operational loss.
The nature of our operations means that we have a lot of equipment and supplies, which can be a target for criminal activity. In some places where we operate, we have experienced security incidents.
To protect our people and assets, we engage dedicated and professionally trained security teams. All of our private security providers must meet the requirements of the International Code of Conduct for Private Security Providers and operate consistently with the Voluntary Principles on Security and Human Rights, which we adhere to. This includes specific training in the principles where required.
Andrew Taylor from TEMCO, was awarded a national Emergency Services Medal as part of Australia Day Honours.Read More
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