ICL’s 5 Safety Principles
The 5 ICL Safety Principles are:
- EHS Management System.
- Commitment and Engagement.
- Risk Management.
- Organizational Competence.
- Learning Organization.
Each principle is led globally by an assigned ICL manager that, with the support of representatives from sites around the globe, developed recommendation and an implementation plan. In 2019, ICL started the rollout of these plans throughout the organization. Following are details on how these principles are currently being implemented:
An ICL Global Safety Management System (and proactive KPIs)
ICL is developing a global EHS Management System based on the ISO/RC structure. The Management system defines ICL Policy and Guidelines and creates a common language across the company for EHS. As part of the system, safety and occupational health enforcement plans are implemented in all ICL divisions. Also, periodic internal and external audits are performed to confirm compliance with all safety regulations and procedures.
Part of the ICL Global EHS Management System is the establishment of Key Performance Indicators (KPIs) for EHS. ICL’s focus is on proactive indicators that prevent EHS related events from occurring.
The Global ICL Proactive KPIs for 2019 are:
- EHS Audit Plan Completion: completing 100% of planned audits across the organizations.
- Event investigations completed on-time: completing >90% of investigations for high and medium severity safety incidents within the internally defined designated 15 days post-incident.
- Competition of CAR’s (Corrective Action Reports) on-time: implementing required actions from CAR created following high and medium severity safety incidents, and following safety audits. >90% of these actions should be completed in the defined time frame (and 100% of actions will generally be implemented).
- Hazard Recognition Index: all sites will proactively recognize and report on at least 2 hazards per site employee per year. The KPI is also aggregated and measured on an ICL Division and ICL Global level.
- Process Hazard Assessments (PHA): completing 100% of planned process-specific assessments across the organizations.
- Job Safety Assessments (JSA): completing 100% of planned assessments. The plan is to assess the 10 most risky roles per site.
- Legally mandated training on-time: completing 100% of EHS trainings legally required in the different countries and regions where ICL operates.
Commitment and Engagement
ICL’s Senior Management is undertaking specialized EHS training, aimed to build a better understanding of EHS concepts and allow the managers to make proper inquires as they visit sites across the company’s global operations. The goals of this process are changing the company mindset, driving all sites and BU’s to adopt improved safety behavior and improving day-to-day commitment, as well as engagement levels of ICL employees worldwide.
Example of such inquires include:
- What was your response to a specific safety incident (both immediate and later)?
- What did you learn from the incident?
- What hazards do you recognize?
- Have you assigned the proper resource to prevent similar incidents/mitigate the hazard?
As another example of management engagement, all ICL plant managers in Israel undergo an advanced certification course for work safety, established by the Ministry of Economy. The course is a mandatory requirement before commencing their role as plant manager.
To further promote safety engagement, Several ICL sites and BU’s issue awards to ICL and contractor employees for their safe behavior and/or engage in annual safety contests between sites (including prizes for safety achievements).
In addition, many ICL sites have created BU/Site specific employee engagement plans such as the ‘Safety by Routines’ program (see further details below) and the HOP (Human Operational Performance) program, to improve the safety culture. These programs include (among else), the establishment of site improvement teams that operate to develop and implement advanced and original ideas for improving safety.
Some ICL sites maintain site-specific safety committees that are comprised of representatives of management and employees. Each committee defines and implements safety measures such as mandating the use of personal protection equipment, requiring periodic checkups for employees and collecting fines for safety violations. Work regulations include instructions on a range of issues, including hygiene, as well as explicit disciplinary measures in the event of safety violations.
Safety and health issues are also included in most ICL labor agreements. For example, the following health and safety topics are covered by the Company’s labor agreements in Israel:
- Personal protective equipment
- Joint management – employee health and safety
Committees - Participation of worker representatives in health and
safety inspections, audits and accident investigations - Training and education in health and safety issues
- Complaints mechanism – right to refuse unsafe work
- Periodic inspections
- Enforcement
Risk Management
ICL’s Risk Management Principle will focus on process safety at all sites throughout the company. To accomplish this, the company has merged applicability requirements from United States Process Safety Management and EU Seveso regulations. Each site will conduct an applicability assessment according to these regulations, while also following the company standards. The major risks identified will be analyzed, and the sites will develop mitigation plans. The sites are currently in the data collection process according to this updated approach.
As ICL is a highly diverse company in operational terms, risks can vary significantly between sites. For example, Chemical facilities have some significantly different risk factors compared to ICL’s underground mines in the UK and Spain. The site-specific risks need to be identified and then mitigated.
Among else, the risk surveys include a focus on occupational hazard- with the purpose of preventing employees from being exposed to hazardous materials and processes in plants.
Organizational Competence
Organizational Competence is defined as how well individuals are trained and competent to do the tasks that are assigned to them.
In 2019, an EHS skills and knowledge matrix is being developed to promote organizational competence. It defines the expertise needed at all levels of the organization regarding EHS. A gap analysis is currently being done to identify where additional training and expertise are needed in ICL in order to meet the company’s EHS goals and objectives. In 2019, the plan is to support the Risk Management Principle while building expertise in Job Safety Analyses and Process Hazard Analyses as well as implementing ICL’s global EHS Procedures such as LOTO (Lockout-Tagout), Permit Required Confined Space Entry, Working at Heights and Management of Change. All employees need to be trained regarding all relevant safety data and procedures for their specific role in the company.
As part of the organizational competence principal, ICL has developed trained, skilled and well-equipped emergency groups at its production sites to ensure an appropriate response to industrial emergencies and natural disasters. The emergency groups, and other relevant employees perform emergency drills with various scenarios in accordance with an annual plan.
Learning Organization
ICL conducts comprehensive and repeated safety training and certification control systems for all employees, service providers, contract employees and others entering and working at the company sites.
ICL aims to implement a mindset of learning from failure and successes across the organization. Analysis of accidents and “near misses” is encouraged and conducted by all ICL sites. Management meetings often include a case analysis of a recent safety incident, including conclusions and corrective actions taken.
Knowledge sharing is encouraged through regional safety forums, headed by regional safety leaders (for Israel, Europe, Americas, APAC). These Forums discuss ICL guidelines and policies, present safety events and hazards recognized at specific sites, and share ideas on prevention methods and lessons learned. This systematic knowledge sharing system helps to implement best practices and to create a safer working environment.
“Safety By Routines”- Engaging the employees and creating a safety culture
The "Safety by Routines" program has been implemented in some of ICL largest sites in Israel. The purpose of the program is to improve plant safety performance in ICL plants by creating a unified, proactive and preventative safety management routine to reduce the number of incidents and accidents.
ICL researched and mapped the primary causes of accidents and discovered that one of the main factors of accidents is the human factor. Results indicated that ~85% of accidents occur due to human error or work that wasn’t performed in accordance with recommended guidelines. As a result, the company is implementing programs to assimilate a culture of safety. One of these programs is ‘Safety by Routines’, which is based on ‘Best Practices’ gathered from ICL’s production sites worldwide. Managers were asked what factors contribute most to safety and the resulting seven routines were integrated into day-to-day conduct. These routines include emergency drills, professional training, safe environmental patrol, executive control, roundtables (lesson learning), weekly discussions and weekly closing sessions. Managers conduct surprise rounds to determine employee preparedness and adequate supply of safety equipment. The roundtables are an opportunity to discuss and learn about events without taking disciplinary action, taking into account a broad range of perspectives.
This program is supported by a mobile app and software that allows workers to send messages regarding issues and hazards of which they become aware, and to receive in return an update on actions taken to resolve or remove the hazards. Removing hazards before accidents occur reduces the risk of injury. Managers can also receive a clear view of safety performance in the plant.
Plant managers are responsible for fulfilling and implementing the program and engaging in the routines continuously. Each plant is certified at the end of the process.
