Providing a safe working environment
Respecting the rights of others
The health and safety of our people is our number one priority. We are pleased with our progress this year in reducing the overall accident frequency rate (AFR), by 13% compared with 2014, and our accident severity rate (ASR) by 15%. We achieved this through general improvements in occupational health management and Group safety standards. We continued to focus on near-miss incident reporting, with a further 6,500 near misses being reported this year (2014: 2,000). Near misses are a key leading indicator of potential incidents, and reporting is vital in allowing us to learn from them to avoid future accidents. We help employees with their personal safety through our global programme, thinkSAFE!. The programme covers key health and safety topics in 26 languages and in 2015 we developed new e-brochures to raise awareness of: slips, trips and falls; near misses; manual handling; and wellbeing. Auditing is key to maintaining safety standards. In 2015, we carried out 59 health and safety audits, with support from external experts where necessary. We shared the key learnings and best practice from these audits across the Group. Part of managing our health and safety risks at our plants is a total plant risk management programme (TPRM) and a catastrophic risk management (CRM) programme for the most potentially serious risks. In 2015 we strengthened TPRM by adding further modules, and introduced new software allowing detailed modelling and analysis of potentially catastrophic environments. The vast majority of our manufacturing sites continue to be certified to the health and safety standard OHSAS 18001 or equivalent, while a small number are working towards certification.
The GKN Code requires all Group companies to treat employees fairly and with respect, recognising their abilities, differences and achievements. Each year, all GKN leaders are required to confirm that they understand the values and behaviours expected of them as leaders in promoting the right behaviours within GKN. In 2015 they were also asked to confirm that they had received, read and understood the new GKN Code. All our leaders certified that they had done so.
In 2015 we launched an upgraded HR system, ‘MyGKN’, which brings together our HR and employment data with personal development management tools. In 2015, more than 20,000 online courses were completed by GKN employees. In 2016, our online learning tool will be upgraded and integrated into the new ‘MyGKN’ system. The Group has an organisation-wide succession planning and development programme to help our people develop the capabilities required to deliver the business plan. In 2015, the Group internal recruitment rate for management roles was 78% (2014: 70%). Voluntary turnover of management employees, which excludes compulsory redundancies, terminations and retirements, was 4.1% (2014: 4.5%), in line with our target range of less than 5%.
Diversity and inclusion
Our aim is to ensure that the workforce is representative of the countries and markets in which we operate and the communities in which we are located, including an appropriate mix of gender and other under-represented groups. In 2015, we set a goal for 2020 that 20% of GKN’s leadership should be women and, in time, 20% be from under-represented ethnic groups. As of 31 December 2015, women made up 12.6% of leaders and 10% of all other employees. This year, we established a Group-wide project team with each division creating its own tailored diversity and inclusion (D&I) action plan. All senior leaders attended D&I awareness training sessions and the GKN leadership bonus scheme (STVRS) was linked to the implementation of our D&I programme. We also launched an intranet section for all GKN employees to raise awareness of the importance of D&I, answer FAQs and share information.
As at 31 December 2015