No injury is acceptable and all injuries are preventable.
“Throughout my career as an engineer, I’ve always placed an importance on personal safety and the safety of my teammates—it’s the right thing to do, and it’s the only way to operate.”
Neil Bruce, President and CEO
At SNC-Lavalin, we believe that zero injuries are fully achievable. That’s why we embed safety in everything we do. Safety is about more than numbers, processes and procedures. It’s about looking out for one another and ensuring that every person working at our offices and sites returns home safely at the end of each day. For us, there’s no greater measure of success than knowing that our conscious actions resulted in no one being hurt.
Oversight and reporting
The Executive Commmittee communicates health and safety (H&S) requirements to the sectors, business units, divisions and work sites. Site line management—executives, managers and supervisors—are accountable for implementing our Global Health and Safety Management System (GHSMS). Within each sector, a dedicated Health & Safety, Security and Environment (HSSE) Lead helps communicate the GHSMS and its requirements to our employees and partners.
The Executive Committee receives monthly reports on our global HSSE performance. Health and safety performance, challenges and opportunities are reported on a quarterly basis to the Safety, Workplace and Project Risk Committee (SWPRC) of the Board of Directors. Our CEO is aware of every recordable incident that occurs within 24 hours.
An integrated policy
On January 1, 2016, we replaced our Health & Safety Policy with an integrated Health & Safety, Security and Environment (HSSE) Policy. The new policy captures our commitments in each area while fostering the development of common processes. In early 2017, the Global Health & Safety, Global Environment and Global Security teams conducted their annual review of the policy and recommended its adoption with no modifications.
Code of Ethics and Business Conduct
Every year, all employees and consultants must review our Code of Ethics and Business Conduct and vow to abide by it. The Code contains a specific provision outlining our commitment to observe and comply with all applicable H&S standards and practices.
Global Health and Safety Management System
SNC-Lavalin’s goal is to achieve and maintain health and safety excellence by incorporating strategies, policies and standard operating procedures (SOPs) that promote employee, contractor and general public health and safety across all our businesses.
Our Global Health and Safety Management System (GHSMS) is the governing document for managing our organization-wide health and safety processes. The GHSMS outlines expectations and supports a common ‘One Company’ approach for robust health and safety throughout all SNC-Lavalin operations around the globe.
The GHSMS is based on the principles of continuous improvement and adopts the Plan-Do-Check-Act methodology. It helps us move beyond the status quo and towards achieving the next level of H&S performance. Our offices and project sites are audited against the GHSMS by our internal H&S group.
Global Health and Safety BlueBook
Every year, we publish the BlueBook. This consolidated, quick reference publication of our key health and safety documents includes our:
- Global Health and Safety Management System (GHSMS)
- Safety audit tool
- Critical risk control protocols (8)
- StepBack hazard assessment
- Leading and lagging indicators
- Incident reporting forms and investigation protocols
Our annual document review process sets the standards and communicates the requirements for the year which are then captured in the BlueBook. We distribute the BlueBook across our organization and to our clients and subcontractors to ensure everyone is working to the same standards and requirements. The BlueBook is available in print, electronically and via a smart phone application.
Most of our workforce is represented by formal joint management-worker H&S committees. Managers and employees are actively and strongly encouraged to hold regular safety meetings to help recognize and understand operational hazards and risks at offices and project sites. These meetings address appropriate mitigation, behaviours and responses. We also strive to promptly and effectively communicate important H&S information across our organization through emails, safety moments, toolbox meetings and our Knowledge Network.
The following H&S meetings take place at all our controlled sites:
- Weekly employee toolbox meetings to discuss H&S topics
- Weekly construction/operation coordination meetings - At these meetings, H&S topics are always the first item on the agenda. The construction/operation manager, site H&S manager and contractor representatives are expected to actively participate in these discussions. The site management team also assesses the contractors’ monthly performance against the project’s key H&S performance indicators.
In 2016, we established Perfect Days—a simplified way to help us improve and measure our health, safety and environmental performance on a daily basis. A Perfect Day is any day where no work-related recordable injuries, security issues or environmental releases incidents occur.
Perfect Days are tracked to acknowledge and record the good work we do at our offices and project sites around the globe. They’re promptly logged in our HSSE database to give us a real-time view of how we’re performing as the month progresses. The Executive Committee receives monthly reports on our global HSSE performance.
This simple measure recognizes perfect 24-hour periods and focuses us on replicating them. It helps us learn from each imminent danger, injury and incident as well as put measures in place to prevent their recurrence.
Each new day brings the opportunity to ensure people’s health and safety by encouraging them to work safely while protecting the environment and company assets.
We finished 2016 with 27 Perfect Days. Our goal for 2017 is a minimum of 30 Perfect Days across all our operations around the globe.
We publicly launched Perfect Days with our clients and business partners at our annual Client Safety Forum in Dubai on May 17 and 18. Our CEO spoke about worker engagement as a lever for promoting safe behaviour in the workplace. His key message: we need to ensure people return home after a day’s work in the same condition as they left.
At SNC-Lavalin, we track all our controlled sites—offices, operations and projects—they report all incidents and statistics for both our employees and our contractors. We require the same information from non-controlled sites where our direct hire employees are working.
In 2016, we made tremendous progress on our leading indicators or proactive measures, which, we believe, has positively impacted our lagging statistics, namely the Lost Time Incident Frequency (LTIF) and Lost Time Severity Rate (LTSR).
|Total Recordable Incident Frequency (TRIF)
||0.18 (no change from 2015)
|Lost Time Incident Frequency (LTIF)
||0.017 (58% decrease from 2015)
- Behaviour Interaction Program (BIP): 87% of projects achieved target
The BIP immediately reinforces the desired behaviours and helps us focus on the areas needing improvement.
- Imminent Dangers: 92% of projects achieved target
Imminent dangers help us resolve situations before they cause injuries.
- Incident Investigations: 99% of incidents investigated
- Safety Training: 87% of our sites achieved target of ensuring every employee received safety-related training
- Contractor Premobilization: 97% of contractors properly pre-assessed
- Corrective Actions: 92% on-time closure rate
2016 Recordable Incidents by body part
Tracking incidents by injured body part and the associated Critical Risk Control Protocol allows us to focus on our programs and initiatives in the right place to prevent these mishaps from recurring.
High Potential Incidents by Critical Risk Control Protocol