The foundation of our event measurement is our corporate Event Management Information System (EMIS), a web-based system that is accessible to very staff member, which collects information from each of our operations about potential hazards, events and the actions taken to resolve them. This also includes all health, safety, environmental, regulatory and public complaint incidents, near misses, unsafe acts and conditions, their root causes, actions taken, and preventive measures to avoid such incidents in the future.403-2c
Because of the potential risk to our people, the public and the environment, our Executive Committee are immediately informed of all high potential near misses, recordable injury events and serious incidents entered into our EMIS. This reflects the critical importance of HSE at Vermilion. Lost time incidents and serious events are also reported to all staff throughout the company, with a focus on key learnings and prevention.
Our data collection, methodologies and tracking have consistently improved since our first public reporting from the years 2012 and 2013. This baseline has progressed into trend analysis and beyond. It now allows us to assess a detailed set of analysis associated with identified hazard exposure and root cause, with particular consideration given to our top fatal risks, allowing us to identify additional areas for improvement.
Vermilion uses a variety of HSE performance measurements that provide timely information on the progress and current status of the strategies, processes and activities we use to manage risk and safety. These are reported internally on a real-time, monthly, quarterly and annual basis, with select metrics included in our sustainability reporting.
We focus our efforts on the development of meaningful leading indicators that tell us how effective we are at identifying and reducing hazards in the workplace. Our leading indicators include activities such as contractor observations, site inspections, finding closeout, compliance/regulatory inspections, emergency response exercises, management and staff participation in safety meetings and site visits. They also measure the development activities influencing safety performance and continuous improvement.
We recognize that to adequately assess HSE performance, we need to take a balanced approach by also measuring outcomes. These lagging indicators (outcomes) include elements such as lost time incidents, total recordable injuries, motor vehicle accidents, liquid spills and release volume, and emergency response plan effectiveness.
However we realize that such lagging indicators are reactive in nature, can be a poor gauge of prevention, and sometimes may lead to falsely interpreting low injury rates as an absence of risks in the workplace. Because of the drawback associated with this type of metric, we prefer to concentrate our energy towards more proactive performance measures.
Our HSE KPIs are included in the calculation of our Corporate Performance Scorecards for 1-year performance (25% weighting) and 3-year performance (via the significant HSE contributions to CDP, SAM and Sustainalytics rankings, which carry a 10% weighting). As such, they directly impact all employee and senior management team compensation. (For more information, see our Leadership section.)
We also use the analysis of results from our staff HSE Perception Surveys, and audit and compliance reviews, to understand areas for further development. This feeds reviews and improvements to our HSE MS and our sustainability work.