Health and Safety
It is our primary responsibility to provide our employees a safe and healthy working environment. By doing so, we can improve our employees’ work-life balance, and positively impact their motivation, henceour productivity and business performance.
- Protect the most valuable and important resource of our company – our human capital – from any occupational health and safety risks or hazards.
- Ensure that OHS is an integral part of our business and is actively supported through management, leadership and commitment.
- Protect the Company from any legal challenges by complying with at least the local legal requirements and by applying industry best practices to set higher standards than these legal requirements.
- Protect all other resources and assets from any losses that may arise from work-related risks and hazards.
Location based cross-functional H&S committees meet on a monthly basis and report to the Country Health and Safety (H&S) committees on a quarterly basis. Group H&S Manager coordinate H&S matters in collaboration with the Country Committees throughout all CCI countries and report to the Health & Safety Steering Committee, which meets every six months. The CEO is highest rank executive with the ultimate responsibility and the HR Director is at the top in the chain of command for H&S.
Health and safety issues are managed through the Coca-Cola Operating Requirements (KORE). All our operating plants had been certified with OHSAS 18001 Management System certification by 2017. Furthermore, OHS issues are handled within the context of collective bargaining agreements signed with labor unions. In 2019, CCI plants that need to be audited will be certified with ISO 45001 (the replacement of OHSAS 18001).
To expand and strengthen our occupational health and safety culture, we provide targeted and periodic OHS trainings to our employees and our contractors that conduct work on behalf of CCI.
Our Performance in 2018
In 2018, we simplified and standardized our occupational health and safety practices. In such a year when we strengthened our stand as a workplace safety leader and made it a focal point of attention, we improved our performance in dealing with such issues measured against each benchmark.
Goals and Commitments
*** You can check the table by scrolling to the right
|Performance in 2018
|OHS policy, procedures and systems
|To have no major findings from KORE and local legal audits.
|In 2018, we have successfully passed from 4 unannounced KORE audits that took place in Gujranwala, Karachi, Dushanbe and Çorlu.
|To apply the online system in Jordan.
|Alert driving has been applied in Jordan. The vehicle crash rates were improved by 37%.
|To apply the telematics system for the countries with high Vehicle Crash Rates.
|Azerbaijan and Kyrgyzstan have implemented the telematics.
|Reduce the last year’s overall LTIR score by 20%.
|LTIR score was reduced by 21.5%
|OHS Along the Supply Chain
|To improve supervision system for contractors.
|The permit to work system has been revised. Contractor risks have been identified and added in CCI risk management.
|To spread reporting to all remaining countries in the scope, which are Jordan, Kazakhstan, Azerbaijan, Kyrgyzstan.
|All countries now have their country level detailed reporting.
- There was no lost time due to accidents in 15 of our 26 plants.
- The total number of accidents decreased by 20% compared with 2017.
- There was a 30% increase in workplace safety training time provided to employees compared with 2017.
- In 2018, we provided about 53,200 human-hours of OHS training to our employees throughout our operations. The main topics of the training sessions were first aid, confined space, working at height, emergency response, CCI’s Golden Rules, defensive driving and forklift safety.
- Through our internal digital social media application “Workplace” by Facebook, we established a group dedicated to H&S.
Hand in Hand Safety Program Progress
In 2016, we had established the Hand in Hand Occupational Safety System in order to standardize occupational health and safety practices at CCI. Below are some examples of the progress that were made in 2018 to support our targets:
- The number of accidents reduced by 20%
- CCI improved its H&S performance in terms of the Safety Maturity Index (SMI) score by + 5%.
TCCC Health & Safety Culture Program
The program focuses on the people and unsafe behavior that are frequently observed in the routine and non-routine operations. In a typical production environment, majority of the incidents happen as a result of risky employees behavior. The culture transformation program first identifies the most common unsafe practices. The second step is to build a corrective and preventive action plan to transform the unsafe practices into safe behavior. The program uses both conventional methods like reward and recognition procedures, disciplinary actions, trainings and some other new tools like safety olympics (H&S awareness competition), dramas with safety themes.
To expand and strengthen our occupational health and safety culture, we provide targeted and periodic OHS trainings to our employees and contractors conducting work on behalf of CCI.
In 2018, we provided 53,229 person-hours of OHS training to our employees throughout our operations. The main topics of the training sessions included first aid, confined space, working at height, emergency response, CCI’s Golden Rules, defensive driving and forklift safety.
OHS Training (Human-hour)
Our Performance in 2018
For more details on our 2018 OHS Performance, please refer to Section 3: Performance Indicators.