Health and Safety

Our safety programs emphasize the importance of our vision and values, that people are our most important asset and the safety of our employees and the communities in which we operate is a core part of our ethical business philosophy.

Please refer to the "NSG Group Health and Safety Policy".

Significant Injury Rate (SIR)

■ Significant Injury rate (SIR)
■ Percentage Significant Injuries (%)

Safety organization and strategy

The NSG Group Sustainability Director reports to the Chief Operating Officer.

Monthly safety updates are provided to the COO while more in-depth management reviews are completed every six months with the senior operations team comprising the heads of the four SBUs and the heads of the Group functions. These reviews were held by round table in March and October 2019, and March 2020.

All injuries at work are regarded as avoidable. We require full reporting of all incidents, no matter how minor, and appropriate investigation to ensure we learn from all such events.

The Group has a focused site approach that provides additional support and more regular reviews for sites that have more than a defined number of significant injuries.

Safety performance

Safety improvement has been developed to focus on three main areas: leadership, specifically our first line leaders; managing our high risk activities and understanding the behaviors that lead to injuries. NSG Group drives proactive safety through a measure called NABIS (NSG Anzen Bunka Improvement Strategy) this process has three main areas reflecting our focus points.


Asking our leaders at all levels of the business to show visible and demonstrated leadership, through discussion and spending more time in our production areas talking to leaders and teams about improvements using systems such as GEMBA walks. More recently the GEMBA process now includes CoVid 19 reviews using the GEMBA principles.

We continue to ensure all our leaders assess themselves against our 10 key leadership behaviors, asking them to lead by example and to review their teams against a set of principles, such as never walking past an unsafe act without talking to the individual.

Responsibility and accountability of the leaders are to ensure that people follow the procedures and safety rules for the tasks we ask them to complete. This area continues to ask leaders to consistently review the ability of their colleagues to competently complete the tasks. Improving the way in which we communicate safety through regular opportunities for two-way briefings and more formal safety meetings with employees and their representatives is an important way of providing clear information on both reactive and proactive safety initiatives; this area has posed challenges during the CoVid19 pandemic however teams have continued to find inovative ways to communicate with remote teams and social distancing rules are in place for teams attending sites. Leadership teams are required to ensure this communication process is effective. Training our colleagues is a fundamental part of delivering our services to our customers. Ensuring our employees have the tools and ability to deliver our commitments in a safe and ethical manner requires a continual review and update on training needs and competences. Leaders are required through NABIS to ensure that, from a safety point of view, people have the correct knowledge to complete this task.

Asking people to become proactively involved in safety in our plants is part of the leader's responsibility and in NABIS we ask our leadership teams to look for opportunities to involve teams and individuals in safety projects, with the implementation of suggestion schemes and participation in Kaizen processes across many of our larger manufacturing plant being a part of this process.

The second part of NABIS is measuring Safety 4 Ways, which includes:

  • Safety Improvement Plans (SIP) - reducing hazards and risks through planned improvements of conditions and behaviors that lead to incidents.
  • Incidents of High Potential Severity (IHPS) - reviewing all incidents with a critical eye, asking what could have happened and could the incident have led to a serious injury or fatality; then taking preventative actions.
  • Key Safety Behaviors (KSB) - focus on how our employees complete tasks, working to reduce at-risk behaviors through frequent feedback.
  • Significant Incident Rate (SIR) - The Significant Injury Rate (SIR) is our primary reactive indicator.

The SIR records injuries requiring medical treatment or the reallocation of duties to allow an individual to continue working, expressed as a rate per 200,000 hours worked. The Significant Injury Rate for the year to March 31 2020 remained at 0.31.

Finally, NABIS requires our leadership teams to manage our high-risk activities.

We are committed to our high-risk reduction program and the safety tools we have in place.
We continue to focus on the following areas:

  • Working where there is a risk of falling
  • Vehicle and pedestrian safety
  • Machinery safety: guarding, frequent access and complete isolation
  • Contractor control, including permits
  • Materials handling: moving glass, load security, grabs, trolleys and pallets
  • Driving in connection with work

The Groups commitment to NABIS for larger sites has been reinforced around the globe with a verification process. This ensures EHS professionals within the group review the self assessment scores submitted by the larger operational plants. This process forms part of plant leadership teams performance reviews.

During FY20 the group continued with its planned expansion of the NABIS process into smaller sites and into its office environments, this process is in place to achieve the overall goal of all NSG employees being invloved in a NABIS process.

NABIS for smaller sites: NABIS continues to utilize the headings of the main NABIS tool. However, in the case for NABIS for smaller sites it takes into account the different operational and management requirement of smaller businesses within the group.

NABIS for Offices: This NABIS is for the functional and operational parts of our organization that do not have a standard manufacturing format and focuses on the risks identified by these functional groups and asks leaders to involve their teams in performance improvement relevant to their activities.

Improving our root cause analysis is a fundamental part of the groups improvement strategy, it is only by identification of the underlying causes of accidents and incidents that the group operations will improve in the longer term. To help improve this the group introduced the 5Q process within its significant injury (SI) and incident of high potential severity (HPS) reporting processes. The questions require sites to provide information to SBU regional leadership teams about longer term actions related to the areas.

To further support the the groups drive for improvements in SI and HPS reporting in FY21 the group will replace its global reporting system AIRSWEB with the newest version AVA. This update will enable plants to report issues on the shopfloor, review and discuss possible improvement with employees at the time and record this in a single place. In addition the system will allow action to be more easily tracked to completion. The reporting process on AVA will include the 5Q system described previously.

NSG Group Annual Safety Day

The NSG Group Annual Safety Day took place on October 11, 2019 its main focus across the group was mental health and wellbeing. Plants around the globe delivered information and training to all levels of the organisation in an effort to raise awareness of mental health issue. The group will continue to have its 10th safety day in October 2020. The challenge will be having safety day with our employees whilst ensuring that all CoVid 19 precautions are in place.

Moving safety to the next level

The safety strategy remains the same, with a focus on improving the effectiveness of our safety tools and programs. We believe that our employees and leaders will make the difference in moving safety to the next level through the following initiatives:

  • Independent audits of our safety tools to drive a more consistent approach, develop our safety skills and improve our shared learning. These audits were across regions and across sites within a region for maximum impact.
  • Further improve our level of proactive employee involvement as a means of continuing to change our safety culture.
  • Further develop our first-line supervisors to improve our overall level of safety leadership.