Evolution is committed to providing a healthy and safe workplace and target an injury free work environment for all personnel.

Our Approach and Performance

Evolution is committed to providing workplaces where our people including contractors and business partners are physically and psychologically safe, healthy, and well. We apply risk management principles with a focus on eliminating hazards, and where that is not possible, ensuring that risk is managed within agreed tolerability levels. This is achieved through the ongoing review and improvement of risk including bowtie risk assessments for material and critical safety risks and the identification and active management of critical controls associated with these.

Our workforce is expected to comply with health and safety requirements that are supported by our systems and processes, including our Sustainability Policy, and Sustainability Performance and Strategic Performance Standards. We measure our health and safety performance using a combination of leading indicators, lagging indicators and performance targets established during the annual business planning process. Our primary lagging indicator for measuring health and safety performance, and for benchmarking against peers, is the Total Recordable Injury Frequency (TRIF). Other lagging indicators are Lost Time Injury Frequency (LTIF). All frequencies are calculated based on a 1,000,000 work-hours formula using OSHA principles. Leading indicators are also measured and reported on a monthly basis including proactive reporting ratios, training compliance rates, field interactions, investigations closed on time and an action close out on time calculation.

Success Through Collaboration

To achieve our objectives, we depend on the commitment, leadership, teamwork, engagement, and involvement of everyone in our workforce – employees and contractors alike. Our workforce is actively involved in health and safety through participation in working groups, project teams, business improvement initiatives and health and safety committees, or by way of designated health and safety representatives.

All significant incident investigations are presented to the COO, Vice President Sustainability and site representatives in weekly report, review and share meetings and other more detailed reviews as required. Findings and key learnings are discussed and then shared across the business with the aim of preventing a recurrence.

Consolidated health and safety performance data is frequently evaluated to identify trends and develop focused incident and injury prevention strategies. Statistics, incident details and summary investigation findings are readily available and accessible to employees, contractors and visitors and a monthly report is published across the business. This is available on the Intranet for access by all. Health and safety performance results are reported to the Leadership Team and shared across our operations monthly, then reviewed quarterly with the Board Risk and Sustainability Committee.

Our Performance

In FY21 we focussed on building a learning and proactive culture so that people fully understand the controls in place
relating to our material and critical risks that keep them safe in the workplace.

Each operation implemented sound initiatives to help reduce the risk of incidents and to minimise the risk of injuries and illnesses. Performance was variable across the sites ranging from “excellence” to “requiring improvement” (at two operations where the majority of injuries occurred). Tailored programs and plans have been designed to address the specific needs of each site and are being measured and tracked which focus on leadership, courageous conversations, behaviours and “seeing” hazards. There has been ongoing commitment to the review of material actions to ensure these are addressed and 100% closed out. This is reviewed on a weekly basis, reported on monthly and independently verified.

There were 54 recordable injuries during FY21, with 14 being lost-time injuries, resulting in a TRIF of 9.62. The TRIF did not meet the 5.25 target. Whilst this was disappointing, the types of recordable injuries experienced shifted to injuries of a lower order, demonstrating a reduction in higher order or those where a more severe injury could have occurred. This was further supported with improvement in leading indicators such as reporting and communication of serious incidents and their casual factors, proactive significant incident reporting, training compliance rates, field interactions and closure of investigations and actions on time. This trend supports an improved culture of reporting and is evidence that controls are operating to prevent the most serious consequence.

The focus on risk management was also supported by audits at all sites, with no significant findings identified. These findings were also verified through external review and audit. We are continually learning, improving and sharing how we create safe and healthy workplaces with an emphasis on preventing serious outcomes, with an increased use of technology and data driven insights to reduce risk.

Safety Performance Comparison FY21 FY20 FY19

Number of safety interactions

49,107

54,287

32,588

Number of hazards reported

13,337

13,415

13,040

Significant incidents reviewed with senior management (%)

100%

100%

100%

Proactive Significant incidents

38

34

n/a

TRIF

9.62

6.76

8.31

TRIF Target

5.25

5.50

4.95

LTIF

249

2.07

1.75

Fatalities

0

0

0

Total Hours Worked

5,612,912

5,323,912

4,570,433

  1. Our safety performance includes both employees and contractors.
  2. Total Recordable Injury Frequency (TRIF) is calculated as (total number of recordable injuries [including fatalities, lost time injuries, restricted work and medical treatment injuries] x 1,000,000) / total hours worked.
  3. Lost Time Injury Frequency (LTIF) is calculated as (total lost time injuries x 1,000,000) / total hours worked.
Note: the safety interactions and hazards information for FY21 (excludes data from Cracow (divested late FY20) and interactions from the Red Lake operations. The intervention programme for Red Lake has commenced and is focused on leadership, courageous conversations, behaviours and “seeing” hazards. This data commenced in late Q3 FY21 and will be reflected in FY22 data.

Wellbeing

Workplaces that promote mental and physical health and psychological safety are vital to building trust and respect. By investing in mental health and wellbeing programs, we aim to improve health, safety, and business outcomes.

We engaged and supported our people using onsite health practitioners. This was complemented by a wellbeing framework,
a mental health support framework and mental health first aid training across operations, which equips people and their
families with knowledge to proactively manage their own wellbeing and provides access to tools and support for early
intervention and recovery.

Other initiatives at our operations to support a mentally healthy workplace included R U OK Day initiatives, mental health
first aid training and fatigue management training for employees and supervisors, and the Blue Tree Project. There were 296
people who had proactive treatment for pre-existing conditions.

In FY22 the wellbeing framework is being enhanced to develop an organisation-wide focus on psychological safety
supported by the development of leading indicators to monitor and track wellbeing across the workforce.

Case Study

Blue Tree Project and Wellbeing Initiative at Cowal and Mungari.

Contractor Health and Safety

We engaged and supported our people using onsite health practitioners. This was complemented by a wellbeing framework,
a mental health support framework and mental health first aid training across operations, which equips people and their
families with knowledge to proactively manage their own wellbeing and provides access to tools and support for early
intervention and recovery.

Other initiatives at our operations to support a mentally healthy workplace included R U OK Day initiatives, mental health
first aid training and fatigue management training for employees and supervisors, and the Blue Tree Project. There were 296
people who had proactive treatment for pre-existing conditions.

In FY22 the wellbeing framework is being enhanced to develop an organisation-wide focus on psychological safety
supported by the development of leading indicators to monitor and track wellbeing across the workforce.

Emergency Preparedness

Emergency response programs are in place at all our operations and are rigorously reviewed and assessed to ensure the business is well prepared to respond to an incident and/or an emergency. Our emergency response teams comprise of employees with additional training in emergency protocols, procedures and equipment. The emergency response programs include extensive emergency drills and training, such as mine rescue scenarios / training, fire drills, CPR first-aid training, and training in the use of hazardous materials suits and other safety equipment.

FY21 has been a year where there has been an ongoing and active CMT and IMTs established for COVID-19. These teams continue to meet on a regular basis to address the ongoing COVID-19 issue. Additional examples where IMTs have been established with support from a CMT include cyclones at Mt Carlton, floods at Cowal and forest fires at Red Lake.

We continue to build the capability of 173 members in our Emergency Response Team (ERT) to support our operations and to assist our communities through significant incidents or threatening situations. Our emergency response teams maintain close working relationships with community-based emergency responders and provide additional support and resources to local responders in the event of a serious off-site incident. In cases of disaster and irregular weather events such as floods and forest fires, our emergency responders are ready and prepared to assist community-based response teams to protect our workers, assets and neighbours.

We continue to build the capability of more than 170 in our Emergency Response Team (ERT) to support our operations and to assist our communities through significant incidents or threatening situations. Our emergency response teams maintain close working relationships with community-based emergency responders and provide additional support and resources to local responders in the event of a serious off-site incident. In cases of disaster and irregular weather events such as floods and forest fires, our emergency responders are ready and prepared to assist community-based response teams to protect our workers, assets and neighbours.

Emergency Response and Crisis Management

Emergency Response Action: to commence immediately to prevent loss of life, damage to the environment or property and to minimise harm
Level 1 Response: Operations Emergency Response Team (ERT) action at a site level
Level 2 Response: Incident Management Team (IMT) action from site and local external involvement
Level 2.5 Response: Customised grouping of Leadership Team (CMT sub-team), if required in support of a site, operations or exploration IMT level 2 activation
Level 3 Response: Crisis Management Team (CMT) Leadership Support and Management

The framework above outlines how Evolution responds to an emergency or crisis. This framework is supported by the Crisis Management Plan that outlines the roles, responsibilities and processes to be followed by the corporate Crisis Management Team in the event of a crisis, both at a site and at a Group level.

Case Study

Kalgoorlie Surface Mine Emergency Response Competition 2021 at Mungari.

Case Study

TRIF Safety Record – Leaders in the Community and at Work at Mt Rawdon.

2021 Sustainability Report

FY21 ESG Performance Data

ESG and Regulatory Reporting

Codes, Policies & Standards

FY21 Sustainability Case Studies

Tailings Dam Management Disclosure 2021

Climate Risk Position Statement

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