Disappointingly, the number of lost time injuries and medically treated injuries increased in 2004. There were nine lost time injuries, compared to three in 2003 and five in 2002, and 13 medical treated injuries, compared to eight in 2003 and five in 2002. This includes four medical treated injuries during the 23 day major shutdown in March 2004.

Definitions
LTIFR	Lost-time injury frequency rate - the number of lost-time injuries per million hours worked.
MTIFR	Medically-treated injury frequency rate - the number of medically-treated injuries per million hours worked.

Sprains and strains were the most frequent incidents, followed by lacerations. To address the number of sprain and strain injuries, a ‘Take Time, Take Charge’ module on the cause and prevention of sprains and strains was delivered by team leaders to work groups.

In addition to lost time and medically treated injuries, KNR also report serious potential incidents. These are incidents considered to have the potential to result in a fatality or permanent physical disability. During 2004, KNR recorded 22 serious potential incidents, compared to 14 during 2003. Seven of these occurred during the major shutdown in March.

A quarter of serious potential incidents related to electric shock incidents. In response to this, an Electrical Safety Lead Team was formed to address the cause of electric shock incidents. The team reviewed historical electrical incidents to determine root causes. They identified a large number of incidents related to the use of portable electric equipment and welding. The team is currently investigating the substitution of electrical power tools with pneumatic, hydraulic and battery operated equipment. The review has also generated a number of Toolbox Talks on electrical safety for distribution across the site.

The refinery continues to support a ‘Learning from Incidents’ program to ensure all personnel on-site are aware of all lost time injuries, medically treated injuries and serious potential incidents. This involves the distribution of a ‘One Page’ Bulletin to all personnel and briefing of work groups by team leaders.

Safety Management

Efforts to improve safety performance across the Kwinana Nickel Refinery have focussed on team building and improving safety leadership. Key safety initiatives implemented during 2004 include:

• ‘The Difference’ training program aims to engage people personally in managing safety. A key component of the program at Kwinana Nickel Refinery involved the development of the video ‘It Lasts a Lifetime’ which reflects the life-long impacts from an accident in 1978, which resulted in the deaths of Steven Hayward and John Bell while they were working in the Hydrogen Plant at KNR. Steven and John's families and workmates contributed to the video, giving frank and very personal accounts of their loss and their feelings. During 2004, 22 programs were held, with up to eighteen employees/contractors attending each session. In 2005 the program will continue for all employees and contractors.



• Distribution of the monthly Safety Indicator Updates to ensure employees are provided with a balanced safety performance scorecard. Performance data provided lost time and medical treated injury frequency rates as well as minor injuries, hazards/near misses, unsafe behaviors, the number of outstanding incident investigations and actions. The updates are distributed via email by the General Manager and are accompanied by a monthly safety message. Posters are also placed on plant notice boards.

The Site Safety Lead Team operates as the key employee safety forum, with representatives from the workforce and the site management team. The team is responsible for reviewing site safety performance and identifying initiatives to promote improved safety performance.

A key initiative undertaken by the group in 2004 was the Safety Excellence Award Program, conducted during the 2004 major shutdown. This program provided recognition of a work team's outstanding level of commitment to improving safety performance on-site during the major shutdown. The Site Safety Lead Team made seven awards with the recipients of each award given $4,000 to donate to their nominated local charity.

Crisis and Emergency Preparedness

Emergency and Crisis Management at the refinery is based on a three-tiered structure, with Emergency Response Teams and Emergency Management Team at the site supported by a corporate Crisis Management Team.

The Emergency Response Teams conduct life saving first aid, fire fighting and undertake repair and recovery in response to an incident. Police or other Emergency Services may provide assistance in some situations. There are shift teams of between seven to ten members, and a day shift team of ten members. The day shift crew substitute on day shift for any shortfalls in the shift teams and are on standby at day shift tasks.

To ensure the Emergency Response Team members have the appropriate skills, ten Emergency Response Team skills training modules are completed every year. Members of the Emergency Response Team must undertake at least eight modules each year. Training drills are also undertaken to test the effectiveness of the team.

The Kwinana Nickel Refinery is a member of the Kwinana Industries Mutual Aid (KIMA) Organisation which supplies additional support for emergencies and/or environmental incidents and is administered by Kwinana Industry Council. The KIMA plan is activated when an incident is beyond the capability of the member Company concerned or when the incident will affect other industries in the area.

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