All work carries risks. However, we identify and mitigate our risks by using our Operational Excellence Management System (OEMS) and enhancing our technology, tools and competency at all levels. We have a stringent safety policy, we consistently train our workforce, and we give our employees and contractors the authority and responsibility to stop work if they believe conditions are unsafe. We also are a leader in providing health awareness and education programs to our employees and their dependents and to residents of the communities where we operate.
what we’re doing
Our commitment to the health and safety of our workforce is one of the values in The Chevron Way. It reads, “We place the highest priority on the health and safety of our workforce and protection of our assets and the environment.” This commitment is also managed through our OEMS and reinforced at all levels of the corporation.
committed to safety
Chevron is dedicated to the safety of facilities throughout their life cycle, from design to decommissioning.
For the last 15 years, we have expanded our systems to support a culture of safety. We strive to achieve world-class performance and prevent all incidents through a rigorous and systematic process of continuous improvement. Our workforce truly believes that incidents are preventable and that “zero incidents” is achievable. We have policies, processes, tools and behavioral expectations in place to assist us in achieving that goal. Chevron commissions Lloyd’s Register Quality Assurance Ltd. each year to provide independent assurance on the effectiveness of our processes for reporting health, environmental and safety indicators to the Oil and gas industry guidance on voluntary sustainability reporting (2015) industry guidelines maintained by IPIECA (the global oil and gas industry association for environmental and social issues), the American Petroleum Institute and the International Association of Oil & Gas Producers.
The single largest factor for success in operational excellence (OE) is leadership accountability. Leaders are focused on getting results the right way and behaving in accordance with our values. Through their actions, leaders at every level manage and drive execution and reinforcement of the OE culture, instill operational discipline, and work to ensure that everyone in their organization complies with OE requirements. Across our business, leaders inspire their teams to strive to achieve zero safety, health and environmental incidents.
Chevron is committed to preventing serious injuries and fatalities, which requires operational discipline among our more than 58,000 employees and our full-time-equivalent contractor workforce of 214,000. This means performing every task the right way every time, from assessing hazards to executing each step of the job to conducting a post-activity review. We also build leader fluency in human performance—the way people, culture, equipment, work systems and processes interact. Leaders are integrating these concepts to improve procedures and incident investigation quality and learning.
Personal safety is managed by multiple targeted processes within our OEMS. Written safe-work practices are a core part of our comprehensive safety program. These safe-work practices help ensure that potentially hazardous work, such as electrical work or entry into a confined space, is properly planned, permitted, executed and closed out to prevent workplace injuries and incidents. We take steps to ensure that our contractors meet the same safety principles by making our expectations clear and verifying compliance with requirements for safe-work practices.
We eliminate or mitigate risks by identifying hazards, taking actions to reduce them and sharing what we know throughout our operations. To accomplish this, we have developed our hazard identification tool, our job hazard and safety analysis, and our Preventing Serious Injury and Fatalities Field Guide. These tools help those involved in high-risk activities identify and control the significant potential hazards unique to each job activity. We also started implementing worker-level training to increase awareness of error-likely situations.
Chevron supports many workforce safety programs. With much of our workforce operating motor vehicles on and off the job, we are committed to improving road safety. Our comprehensive Road Safety Management Program is part of our OEMS, and our Motor Vehicle Safety Standard identifies and mitigates risks associated with motor vehicle operations to help protect our employees and contractors from serious injuries and fatalities. Since 2003, Chevron has prohibited using cellphones and electronic devices while driving a company vehicle or driving on company business. We also require many individuals in our workforce to complete specific defensive driver training. For more than 15 years, we have provided a custom defensive driving training program through our partnership with the Smith Driver Improvement Institute. Our motor vehicle crash rate is among the lowest in our industry.
Our behavior-based safety programs, which include peer evaluations, improve safety awareness among our entire workforce. Employees and contractors alike know they have stop-work authority and the responsibility to stop unsafe and at-risk behaviors without repercussions.
Personal safety performance
2015 was one of our best years in personal safety performance among our entire workforce. Our Days Away From Work Rate and Motor Vehicle Crash Rate were the lowest we have ever recorded, and our Total Recordable Incident Rate matched the record low set in 2014. The Lost Time Incident Frequency (Days Away From Work incidents and fatalities per million work-hours) was 0.10, down from 0.25 in 2009. The rate of work-related incidents that led to at least one employee or contractor fatality per 100 million work hours was 0.51, down from 1.85 in 2009.
Our Zero Is Attainable Personal Safety awards are granted quarterly to eligible Chevron organizations that complete 1 million work-hours or 1,000 days worked with no Days Away From Work or restricted duty incidents and no fatalities. In 2015, 77 organizations received 243 Personal Safety awards.
Although we have achieved industry-leading performance in preventing injuries, we still experienced three contractor fatalities in 2015, which is not acceptable to us. Each incident is thoroughly investigated so we can understand and learn from the root causes and put solutions in place to help prevent similar incidents. We share lessons learned throughout the company and apply them in our work practices. We have intensified management focus on assuring that critical safeguards are in place and functioning for high-risk activities.
In 2015, we introduced the Serious Injury and Fatality Metric throughout the company to help our operations reduce the potential for high-consequence events. We analyze actual incidents and near-miss events to gauge whether they had the potential to cause a fatality or serious injury. The metric helps facilitate dialogue and drive our operational focus on events with the highest potential consequence and the application of safeguards that keep us operating safely.
We are working together with other companies in our industry to improve work processes that will prevent these serious incidents. During 2016, we continue to maintain our sharp focus on verifying and validating that safeguards are in place, functioning and effective.
For an in-depth look at Chevron’s safety statistics, read the 2015 Corporate Responsibility Report.
We also apply our OEMS to manage process safety as we work to prevent serious incidents, such as explosions, fires and accidental releases. To identify hazards and reduce risk, we conduct systematic reviews of facilities and projects, engaging third-party reviewers in certain cases, and we conduct in-depth hazard analyses to prevent injury and loss of containment. Multiple layers of protection are engineered into our designs to safeguard our operations and prevent or mitigate the possible effects of human mistakes and mechanical failures.
In 2015, we achieved a new low in combined Tier 1 and Tier 2 loss-of-primary-containment incidents, as defined by American National Standards Institute/American Petroleum Institute Recommended Practice 754. Programs aimed at improving these metrics involved enhancements to asset integrity management, effective operating procedures and risk management, process safety performance tracking, well safety, and the building of process safety competency at all levels of the organization. Our Zero Is Attainable Process Safety awards are granted quarterly to eligible Chevron organizations that achieve six consecutive months without a Tier 1 or Tier 2 loss-of-primary-containment incident. In 2015, 42 organizations earned 60 Process Safety awards.
Despite our success in reducing loss-of-containment events, serious incidents in 2015 remind us that we must continue to work toward zero process safety incidents. Through what we learn, we improve our procedures, training, maintenance programs and designs to avoid repeating incidents. We share lessons learned throughout the company and with industry organizations, such as the American Petroleum Institute and the Center for Chemical Process Safety.
Chevron works to minimize the risks and impacts associated with the manufacture, transport, use and disposal of our products. Product assessments are conducted for all new products. Periodically, existing products are reviewed according to the company's Product Stewardship Process. We assess safety, health and environmental information, as well as compliance with product safety legal requirements, both where our products are made and where they are sold or used. Animal testing is often required by regulatory agencies and may be critical for demonstrating safety. We are committed to using alternatives to animal testing whenever possible.
We strive to take a leading role in the industry to reduce the number of animals used for research. Current computational toxicology models have evolved to better assess complex chemistries and are used in combination with known information on a chemical and surrogates to assess the hazard potential. This results in minimizing animal testing requirements where alternatives to testing are allowed and sometimes enables targeted approaches to testing where still required.
Management systems like the OEMS help us identify and comply with product stewardship requirements around the world. We apply common global processes and computer systems to capture and communicate information on the safe handling, transport, use and disposal of our products. We also use those processes and systems to communicate emergency contact information. We have a comprehensive surveillance process to monitor and evaluate the growing number of new regulatory programs that may apply to our products.
For example, in Europe, the chemical regulatory framework Registration, Evaluation, Authorization and Restriction of Chemicals (REACH) requires manufacturers and importers to register their chemicals and provide the European Chemical Agency with extensive information about the potential environmental and health effects of their products. Chevron has developed and implemented rigorous programs at our manufacturing plants, and along the entire supply chain, to meet REACH requirements. To date, we have successfully completed more than 100 substance registrations.
The Product Stewardship Process also covers standard hazard communication practices, such as safety data sheets (SDSs) and product labeling. Chevron maintains a global database of SDSs and product data sheets for lubricants, fuels and other products marketed by Chevron in North America, Latin America, Africa and the Middle East, Europe, and the Asia-Pacific region. The sheets contain information on the safe use of and potential hazards associated with these products.
Proper labeling and transportation of our products from one country to another can be challenging, and the U.N. Globally Harmonized System of Classification and Labelling of Chemicals (GHS) is leading changes toward labeling and SDS requirement consistency around the world. In addition, Chevron is classifying the chemicals that it makes based on their potential environmental and health effects and reauthoring SDSs in accordance with the GHS. In 2015, Chevron generated 27,791 SDSs in 37 languages to meet these requirements.
The health of our employees is important to Chevron. We recognize that healthy employees are better able to do their jobs. We also know that many of our employees and contractors plan on working later into life.
We work to help address some of the health risks our employees face. Diseases such as malaria, tuberculosis and HIV/AIDS remain prevalent in some of the countries where we operate. We work to help protect our workforce from outbreaks such as Ebola and polio and emerging diseases like the Zika virus. Lifestyle diseases, such as cardiovascular disease, diabetes and obesity, are also affecting our workforce.
Chevron provides support programs and services to help our employees live healthier lives. We consider workforce and community health issues to be key aspects of our project planning. Our coordinated approach to health involves a combination of processes, policies, benefits and environmental supports. Our Fitness for Duty process evaluates whether employees are able to perform the essential physical, psychological and cognitive requirements of their job safely without risk to themselves, others or the environment. We also encourage personal health through wellness programs, including the global Healthy Heart program and quarterly health focus areas, and onsite fitness centers at many of our locations. Our focus on whole-person health includes a global Employee Assistance and Worklife program that provides psychological health support to organizations, employees and their families.
For nearly three decades, HIV/AIDS has threatened our workforce, their families and the communities where we operate. Chevron believes that multinational companies have a key role to play in the global effort to combat HIV/AIDS and other infectious diseases. Our workplace HIV/AIDS policy and training combines educational programs, peer-to-peer training and counseling, and access to community-based care and treatment to keep healthy workers disease-free and to educate HIV-positive workers on living with the illness. In 2015, we received a Corporate Global Health Leadership Award from Pangaea Global AIDS for our long-term commitment to fighting AIDS.
The potential for repetitive stress injuries exists in every aspect of our lives. The goal of Chevron's Repetitive Stress Injury Prevention (RSIP) Plan is to identify each worker's level of risk for developing repetitive stress injuries through on-the-job computer use and to implement preventive measures to reduce that risk, which includes providing ergonomic offices. An important component of the RSIP Plan is the Rapid Response process, which encourages identifying risk and reporting discomfort early. This enables us to provide intervention for workers who are experiencing discomfort or who are at high risk. Over the past 10 years, Rapid Response has worked with more than 10,000 employees. In the United States program managed by Global Health and Medical, for those reporting with low discomfort (0 to 3 on a 10-point scale), over 90 percent resolved their discomfort through ergonomic intervention.
Global recognition for comprehensive wellness
Chevron was the runner-up in the multinational category of the 2015 Global Healthy Workplace Awards, sponsored by the Global Centre for Healthy Workplaces. This prestigious award addresses worksite wellness best practices as defined by the World Health Organization. Employers from over 20 countries vied for the distinction of being considered among the world's healthiest workplaces. The Chevron application featured our comprehensive health and wellness efforts including our global focus on cardiovascular disease and HIV/AIDS.
Chevron's Healthy Heart Program is a proactive program focused on reducing cardiovascular disease risk factors by offering an annual voluntary risk assessment and educational resources to employees and their adult dependents. In the countries where the program is deployed, country-specific motivation and follow-up programs are defined to ensure integration with existing worksite programs.
In Nigeria and Angola, peer health educators provide peer-to-peer counseling on HIV/AIDS, tuberculosis, malaria, nutrition, diabetes awareness, exercise and cardiovascular health. Peer health educators are trained to address personal health holistically and are able to mobilize the workforce and their communities to increase their awareness of personal health and its impact on safety and productivity. This approach was a highlight of the Global Healthy Workplace award, and is being extended to Indonesia and other locations.
Chevron’s comprehensive wellness programming includes a focus on psychological wellbeing and integration with safety, occupational health and environmental supports. Our global quarterly programs provide educational toolkits and local programs that address risk factors for cardiovascular and other non-communicable diseases and the links between health, safety and productivity. The programs we offer vary by country and can include a risk assessment, personalized action plans, coaching, physical activity programs and health promotion.