Achieving 100 Per Cent Safe Operations
We did not achieve a perfect safety record in 2014. Tragically, we experienced both an employee and a contractor fatality in separate incidents in 2014.
In March 2014, an employee of our Liquids Pipelines business segment (LP) in North Dakota was involved in a three-car collision in which he sustained injuries that eventually resulted in his death. Driving is the most dangerous activity our employees are involved in. In recognition of this fact and as a result of this incident, in 2014, we formed a Driving Safety Committee, which implemented several mitigation initiatives. These initiatives, along with our increased focus on driving safety, will continue into 2015.
In August 2014, a contract worker clearing vegetation along one of our Gas Pipelines & Processing business segment’s (GPP) rights-of-way in Texas struck an Enbridge natural gas pipeline with his equipment, causing the pipeline to rupture. The individual sustained injuries from the rupture that resulted in his death. We shared what we learned from this tragic incident, and implemented a number of initiatives across the company to mitigate the risks associated with clearing vegetation.
In addition to the two fatalities mentioned above, our health and safety performance in 2014 included the following metrics:
- 77 recordable employee injuries (compared to 82 in 2013)
- 0.94 recordable injuries per 200,000* employee hours worked (compared with 1.14 in 2013, representing an improvement to our six-year average of 1.27)
- 0.11 lost-days injuries per 200,000* employee hours worked (compared with 0.17 in 2013, representing an improvement to our six-year average of 0.22)
*The formula for calculating injury rate (whether it be recordable injuries or lost-days injuries) is: number of injuries X 200,000 / employee hours worked, where the 200,000 hours in the formula represents the equivalent of 100 employees working 40 hours per week, 50 weeks per year.
In 2014, our employees worked more than 16.4 million hours, which is an increase of almost two million hours above the number they worked in 2013 (14.4 million hours). While our 0.94 recordable injuries per 200,000 employee hours worked and 0.11 lost-days injuries per 200,000 employee hours worked rates did not equal zero, they were the lowest that they have been since we began tracking them – all during a time when the number of hours that employees worked increased.
All incidents, whether regulatory recordable or not, are reported to local supervisors, as well as to our Health and Safety Department for tracking, trending and communication regarding lessons learned. Every quarter, we analyze our safety incidents from several angles, including injured body parts, and nature and root cause of the injury. Our analysis leads us to take specific actions to drive down incidents and drive up repeatable safety performance.
We have included all of our health and safety metrics (company-wide and by business segment) in our Enbridge 2014 Health & Safety Metrics spreadsheet.
Our absentee rate in 2014 was 4.23 days absent per employee, compared with 3.86 days in 2013. We use the “average days absent per employee” metric because we do not track scheduled hours in our Human Resources system.
Looking Out for Safety
We all contribute to our safe and reliable operations by keeping safety as our primary consideration in all actions and decisions.
In addition, we all contribute by making proactive formal safety observations that help us to identify and address unsafe conditions or actions, and to recognize and acknowledge safe behaviours and situations. In 2014, employees and contractors made 161,296 safety observations.
Remembering Disastrous Incidents through Stories
In 2014 we introduced a series of foundational safety stories to our employees and contractors. The stories focus on four disastrous incidents from our past that killed and injured members of the public and of our team, disrupted lives and communities, and damaged the environment.
As an organization we stop and remember these incidents on their anniversaries to remind ourselves of the consequences of failing in our duty to be safe. The stories include the first-hand experiences of those who witnessed and responded to the incidents, and are intended to make us uncomfortable, to create an emotional connection to safety and to bring us face-to-face with the tremendous responsibility we bear.
By remembering the incidents and the impact they had on individuals, communities and the environment, we help ensure that everyone who works for Enbridge has a common understanding of the importance of safety.
Each of our business segments has evaluated the training that its employees need to safely perform their jobs and has created position-specific descriptions. Using this information, we have created training matrices that enable us to ensure that each employee has the necessary training and knowledge.
Our employees spent more than 162,000 hours in 2014 building their safety knowledge and skills. Over the past eight years, we have almost quadrupled the average number of environment, health and safety (EH&S) training hours per employee, and have increased the total number of environment, health and safety training hours by more than six times.
||Total EH&S Training Hours
||EH&S Training Hours/Employee
Health and Safety Committees
In 2011, each of our operating business segments undertook an initiative to enhance their safety culture. In 2012, the business segments established Health & Safety Committees to promote engagement at all levels and to establish clear lines of communication for decision making. In 2013, we re-conducted a safety culture perception survey that we had originally conducted in 2011 to measure the progress of this initiative. The survey results indicated that we had increased our safety culture strength by 13 per cent since 2011, thanks in part to our Health & Safety Committees.
Expanding our EH&S Team
Our team includes hundreds of experts who support our progress in the areas of health, safety, environment and the integrity of our systems, and whose sole professional focus is to drive excellent safety and reliability performance.
We have significantly increased the number of EH&S personnel, with the number rising to 270 in 2014, compared with 253 in 2013. This is representative of our business growth, and of our increased focus on EH&S excellence, operational reliability and commitment to attaining a world-class EH&S culture.
Executive Field Visits
Our senior leaders demonstrate their personal commitment to safe and reliable operations through field visits. Over the course of 2014, our executive leaders, including those outside of the operational business segments, participated in 135 field visits across the organization, connecting with hundreds of employees.
During the visits they travel to field locations and meet with employees to better understand the work they are doing, to hear about challenges they face in their daily activities, to talk about safety, and to identify areas where we can improve our safety practices and performance.
2013 Operational Reliability Report
In October 2014, we released our 2013 Operational Reliability Report, which outlines the progress we have made toward our goal of 100 per cent safety, zero incidents and industry leadership. We distributed over 110,000 printed copies to internal and external stakeholders, and posted the report on enbridge.com
Industrial Hygiene Programs
We maintain industrial hygiene programs under which we identify stressors (such as airborne contaminants, noise, heat stress) in our workplaces, and recommend steps to prevent injury and illness. We also regularly assess the effectiveness of the various controls we use to protect workers, including engineering controls, administrative controls and personal protective equipment.