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Health and Safety

Building a positive culture of safety, high-potential risk control, occupational health and hygiene, and our safety performance against leading and lagging indicators.

GRI Indicators
403-103, 403-1, 403-2, 403-3, 403-4

Health and Safety


With 4% of gross domestic product impacted by lost-time injuries worldwide every year, the economic and human costs of occupational incidents and diseases are significant.1 Technology and automation present new opportunities to improve employee health and safety, often by taking people out of hazardous situations or areas, but they can also present new challenges.1,2

Mining and processing involves the handling of large volumes of materials, the use of heavy equipment and potentially hazardous production processes that pose potential occupational health and safety hazards and risks. Teck and other member companies of the International Council on Mining and Metals (ICMM) have set the collective goal of zero fatalities and are implementing measures to reduce injuries and to meet this goal. The 2018 ICMM Safety Report recorded 50 fatalities across member companies in 2018; this was a 2% decrease from 51 fatalities in 2017 and an 18% drop in fatality frequency.3

Safety is a core value and strategic priority for Teck. In 2019, we were deeply saddened by the fatality that took place in November 2019 at our Quebrada Blanca Phase 2 (QB2) project. We have carried out an in-depth investigation into the incident to learn as much as possible and to implement measures to prevent reoccurrences. In 2019, the High-Potential Incident Frequency was 16% lower year-over-year and our Lost Time Disabling Injury Frequency was 18% lower. Total Recordable Injury Frequency also decreased year over year by 24%.



Our Approach to Health and Safety

Mining and processing involves the handling of large volumes of materials, the use of heavy equipment, and hazardous processes. Poor occupational health and safety performance can significantly impact the lives of our employees, their families and the greater communities. Moreover, low performance in health and safety can negatively impact morale and reputation, productivity, and labour costs, and can result in fines and other liabilities.  

Health and Safety is a core value and strategic priority at Teck; nothing is more important than the health and safety of our people. We recognize our responsibility to identify and mitigate health and safety risks, and we believe it is possible for our people to work without serious injuries and occupational diseases. 

The Board of Directors, through its Safety and Sustainability Committee, broadly oversees health, safety, environment and community policies, systems, performance and auditing, including implementation of our Health, Safety, Environment and Community (HSEC) Management Standards. Health and safety incidents are recorded as they occur, and are reported in monthly company-wide performance reports and on a quarterly basis to the HSEC Risk Management Committee, which is made up of several members of our executive management team.

The following senior leaders are involved in implementing the management of health and safety:

  • The Senior Vice President, Sustainability and External Affairs reports directly to our CEO and is responsible for sustainability, health and safety, environment, community, and Indigenous affairs
  • The Vice President, Health and Safety leads our efforts from the corporate head office in supporting the development, education and training on Teck’s health and safety policies and practices for employees across all business units and operations

 

We also have an executive Health and Safety Advisory Committee to evaluate and inform health and safety policy change and initiative planning, and to provide additional oversight of performance.

For executive compensation, health and safety performance is measured through year-over-year statistics on Lost-Time Disabling Injury Frequency and on High-Potential Incident frequency, together with our performance against leading indicators based on our strategic objectives. Using both leading and lagging indicators aligns our bonus plan payout levels with how well we manage and evaluate health and safety performance across Teck.

Our Health and Safety Policy outlines our commitment to providing leadership and resources for embedding core values of health and safety across our company. Health and safety is also included within our Code of Sustainable Conduct, Expectations for Suppliers and Contractors, and Code of Ethics.

We work with various local, national and international organizations and programs to incorporate best practice of health and safety into our systems:

  • International Council on Mining and Metals (ICMM): A global industry association that represents leading international mining and metals companies who are required to implement the ICMM 10 Principles, including Principle 5 on health and safety performance
  • Mining Association of Canada (MAC): Promotes the development of Canada's mining and mineral processing industry; through MAC, we are required to implement the Towards Sustainable Mining program, which aids in improving industry performance
  • International Lead Association: An organization dedicated to serving lead producers and other companies that have a direct interest in lead and its use
  • International Zinc Association (IZA): A non-profit organization that promotes the role that zinc plays in product applications, human health, and crop nutrition

We have a three-pillar approach within our current health and safety strategy: building a positive culture of safety, identifying and effectively controlling our high-potential risks, and enhancing our prevention of occupational disease. These three areas drive continual improvement and support our vision of everyone going home safe and healthy every day. We continuously seek to strengthen and achieve a balance between the cultural and technical aspects of our health and safety program and ensure that these two aspects are complementary with one another.

Our Three-Pillar Approach

Teck’s Courageous Safety Leadership (CSL) program focuses on challenging existing values, beliefs and attitudes towards health and safety, and builds commitment from individuals to work in a healthy and safe manner. The program, rolled out in a series of phases, seeks to empower every employee to be a leader in health and safety by playing an active role in his or her own health and safety, as well as the health and safety of those around them.

Our most recent phase of CSL supports supervisors and other positional leaders in being an effective health and safety coach within the teams that they manage. They help our teams actively explore and respond to their health and safety strengths, opportunities and safe production challenges.

The CSL program is based on six principles:

  • I am responsible for my safety and for the safety of those around me.
  • I am empowered to be courageous. I must speak up if my safety or the safety of those around me is affected or can be improved.
  • My values, beliefs, attitudes, behaviours and actions have an impact on me and on others, both at work and at home.
  • A safe operation is a productive operation.
  • We achieve excellence in safety through a positive culture of safety and strong technical programs.
  • Safety is a core value at Teck and will not be compromised for any reason.

To proactively identify and mitigate high-potential risks, we maintain our High-Potential Risk Control (HPRC) strategy at all of our operations. This program focuses on improving the way we identify, implement and evaluate the controls that will most effectively prevent serious injury or loss of life.

The HPRC strategy aims to improve our ability to answer three key questions:

  1. What are our high-potential risks?
  2. What critical controls — measures that, when implemented, are more effective in preventing an unwanted event — do we have in place to manage these risks?
  3. What processes do we have in place to give ourselves the confidence that our controls are effective?

 

Employees across the business undertake Work Team Risk Assessments to help answer these questions, look for gaps and work together to close them. Follow-up effectiveness reviews help to validate that changes from risk assessments are being put into practice. Progress on the Work Team Risk Assessments is tracked on a monthly basis and it is considered as a component of Teck’s bonus plan.

We track all safety incidents and classify significant incidents as High-Potential Incidents (HPIs), Serious HPIs or Potentially Fatal Occurrences (PFOs). We are committed to investigating all significant incidents to comprehensively understand root causes and take actions to prevent recurrences.

Using the Incident Cause Analysis Method (ICAM) investigation methodology, we consider the contributing factors at the individual, team and organizational levels that led to each incident. Analyzing and learning from these incidents allows us to better identify and target actions for high-risk factors across our operations.

 

In accordance with our Occupational Health and Hygiene Strategy, we limit worker exposure to harmful substances by understanding our exposure risks and by providing personnel with suitable controls to protect their longer-term health, custom fit for their body type and size. We have controls in place to limit exposures and where personal protective equipment is required we ensure it provides proper protection and fits properly. We also support the professional development of our Occupational Health and Hygiene professionals through external and internal educational opportunities.

Our Occupational Health and Hygiene Committee leads development of our occupational hygiene programs. These programs are designed to limit worker exposure to potentially harmful substances and other sources of occupational disease. This includes exposure to dust, noise, vibration and hazardous chemicals. Our Teck-wide standard — Requirements for Occupational Hygiene Programs — provides consistent guidance for the management and monitoring of occupational exposures across the company. We have also implemented a corporate standard for occupational health surveillance – requiring ongoing health checks to provide early warning/identification of the potential for adverse health effects related to workplace exposures. These health checks assist with verifying that the controls used to reduce or eliminate exposures are working as intended.

The Committee has developed a standard training program to ensure our hygiene sampling efforts produce high-quality monitoring data on which to evaluate our progress. All of our operations have exposure reduction plans based on exposure risk assessments to ensure a pipeline of projects are in place to address exposures of concern. Highest risks affecting the greatest number of our workforce are prioritized. Our operations report progress against these plans through monthly reporting as well as annual and semi-annual verification. Progress against these plans is also a component of our bonus program.

We recently have funded a pilot project to evaluate the efficacy of new real-time particulate monitoring technology to better identify point sources and peaks creating the highest exposure(s) – funded though Teck’s Ideas at Work fund. This innovative technology will allow us to laser-focus our exposure reduction efforts.

Employee Health and Wellness

Our company-wide Health and Wellness program focuses on improving the physical and mental well-being of our employees. Programs under this strategy include mental health campaigns, flu clinics, fitness facilities, and site-specific health and wellness workshops.

One of the most successful initiatives under the program is our Know Your Numbers Campaign, which provides free cardiovascular health screening that measures several indicators, including blood pressure, cholesterol, casual glucose and body mass index. In addition, our employee benefits program, which varies by country of operation, provides access to a variety of wellness services, including counsellors, naturopathy and nutrition planning.

Teck maintains drug and alcohol policies that include pre-employment and post-incident testing. Outside of Canada, all of our operations have drug and alcohol policies that allow for testing, including random testing as permitted under local laws.

Our sustainability strategy outlines our goals in relation to continuously improving health and safety at our operations. In 2019, we conducted broad engagement with employees and external stakeholders to identify and prioritize global trends and issues, and we set a new sustainability strategy, including new goals in health and safety.

Strategic Priority:

  • Eliminate fatalities, serious injuries and occupational disease

 

Goals:

  • Contribute to the elimination of fatalities and serious injuries through significantly enhanced critical control verification for fatal hazards
  • By 2025, contribute to the elimination of occupational disease by implementing new technologies for real-time exposure monitoring to improve exposure controls for dust and welding fumes

 

Our focus in 2020 will be on making progress towards our new goals and concluding final steps on the 2020 health and safety goals within our previous sustainability strategy. By the end of 2020, we will:

  • Reduce serious injuries and eliminate fatalities by ensuring our high-potential risks have effective controls in place and by enhancing our culture of safety
  • Implement improved occupational health and hygiene monitoring and exposure control to protect the longer-term health of workers

 

For more information on our existing and new sustainability strategy goals, see the Sustainability Strategy section of our website.

Table 1: Health and Safety-Related Assurance

Type

Organization

Items Reviewed

External

Mining Association of Canada: Towards Sustainable Mining Assurance
  • Policy, commitment and accountability

  • Planning, implementation and operation

  • Training, behaviour and culture

  • Monitoring and reporting

  • Performance

External

International Council on Mining and Metals: Sustainability Report assurance

  • Number of fatalities

  • Number of lost-time injuries 

  • Lost-time injury frequency

  • Principle 5: Pursue continual improvement in health and safety performance with the ultimate goal of zero harm

  • Occupational disease cases and frequency rates

Internal

Risk-based Health, Safety and Environment audits 

  • Adherence to regulatory and permit requirements

  • Effectiveness of controls required by Teck safety standards

Following each of these types of assurance, applicable management teams use the results to inform future actions and Teck’s five-year planning process. We also manage findings through our corrective actions database and report monthly on actions associated with high-potential risk.

We report on our performance against these indicators and our progress towards our health and safety goals on an annual basis in our sustainability report. 

Our Performance in Health and Safety in 2019

Building a Positive Culture of Health & Safety

Launched in 2009, Courageous Safety Leadership (CSL) focuses on challenging existing values, beliefs and attitudes towards safety and builds commitment from individuals to work safely. More than 17,500 employees have been trained in CSL since inception of the program. In 2019, we implemented sustaining activities to realize our commitments from the fourth phase of our CSL program. We also continued to train new employees and contractors in the Introduction to CSL course. Approximately 1,500 directors, employees and contractors participated.

The aggregate results of our 2019 Health and Safety Culture Survey show an improvement compared to 2016 in the following categories:

  • 49% of employees who feel pressure to put production before safety, compared to 51% in 2016
  • 73% of employees rating Teck’s safety culture as “Good” or better, compared to 69% in 2016
  • 51% employees rating Teck’s safety culture as improved, compared to 50% in 2016

High-Potential Risk Control

As of the end of the year, all operations met or exceeded their 2019 High-Potential Risk Control targets for risk assessments and effectiveness reviews. These targets were conducting four Work Team Risk Assessments and four Effectiveness Reviews per operation. As a result of our improved risk assessment efforts across the company, we identified and shared stories of positive change. Teams across the company have tightened their controls for several key serious injury and fatality risks.

In 2019, we launched a new company-wide training module titled Introduction to Hazard Identification to equip employees and contractors with skills and a common understanding of hazard identification, and to give employees a clear understanding of key terms such as hazard, hazard types, risk and controls. To date, 85% of employees have completed this module at operations, exploration sites and projects. At our operations in British Columbia with United Steelworkers Union representation, we worked closely with the union to co-produce and implement the training; feedback from the union on the training was positive.

We also refined the application of our High-Potential Risk Control strategy and developed an internal Teck Vehicle Safety Strategy. Vehicle-related incidents represent Teck’s single largest category of incidents. Vehicle-related incidents typically result from a combination of three factors: the driver, the road environment and the vehicle. Improvement actions have been defined for each of these three key factors. The objective of this new strategy is to eliminate serious injuries and fatalities from vehicle-related incidents.

Occupational Health and Hygiene

We work to continuously enhance our occupational health and hygiene risk assessments, monitoring and exposure controls to protect the long-term health of employees. All of our operations were required to establish and implement exposure reduction plans in 2019. By the end of the year, all 12 operations were on track with their plan implementation.

Our Occupational Health and Hygiene Committee continued to implement a comprehensive sampling training program in 2019. The objective of the program is to provide all personnel who have a role in collecting hygiene samples with standard training for the collection of quality samples, including the collection of respirable particulate samples and noise monitoring and mapping.

We also implemented a new internal standard for occupational medical assessments based on exposure monitoring results. We also began implementing a pilot project at our Fording River, Greenhills and Highland Valley Copper operations to test new real-time monitoring technology to refine the application of exposure controls.

Safety Performance

We are deeply saddened to report that in 2019, we had a fatality. On November 27, 2019, a truck overturned between kilometre 80 and 81 of the Pintados Road at our Quebrada Blanca Phase 2 (QB2) project, resulting in the death of a subcontractor, a company providing services for construction of the QB2 project. To help prevent this type of incident from occurring again, we are conducting a detailed investigation and sharing learnings across our company and industry.

In 2019, our Total Recordable Injury Frequency (TRIF) was 24% lower than in 2018. Lost-Time Disabling Injury Frequency decreased year over year by 18%. Teck’s TRIF is slightly above the average compared to the ICMM, which is made up of many of the world’s largest mining companies.

Table 3: Health and Safety Performance – Teck Total1,2,3,4,5,6

 

2019

2018

2017

2016

Total Recordable Injury Frequency

0.82

1.01

1.01

1.13

Lost-Time Injuries

90

73(8)

89

73

Lost-Time Injury Frequency

0.34

0.36

0.45

0.42

Disabling Injury Frequency

0.20

0.26

0.17

0.28

Lost-Time Disabling Injury Frequency

0.54

0.62

0.62

0.72

Lost-Time Injury Severity

41.00

73.35

24.4

28.4

Number of Fatalities

1.2(7)

2

0

0

(1) Safety statistics in this table include both employees and contractors at all of our locations (operations, projects, closed properties, exploration sites and offices). For sites where Teck owns more than 50%, safety statistics are weighted 100%; for sites where Teck owns 50% or less, safety statistics are weighted according to Teck’s ownership of the operation. This includes the Antamina mine, in which we have a 22.5% interest. We define incidents according to the requirements of the U.S. Department of Labor’s Mine Safety and Health Administration. Severity is calculated as the number of days missed due to Lost-Time Injuries per 200,000 hours worked.
(2) Decrease in severity in 2019 is a consequence of the single fatality in 2019 versus two fatalities in 2018. Each fatality results in counting 6,000 lost days.
(3) A Lost-Time Injury is an occupational injury that results in loss of one or more days beyond the initial day of the injury from the employee's scheduled work beyond the date of injury.
(4) A Disabling Injury is a work-related injury that, by orders of a qualified practitioner, designates a person, although at work, unable to perform their full range of regular work duties on the next scheduled work shift after the day of the injury.
(5) A fatality is defined as a work-related injury that results in the loss of life. This does not include deaths from occupational disease or illness.
(6) Frequency indicators in this table are calculated by the number of events in the period multiplied by 200,000 and divided by the number of exposure hours in the period, which refers to the total number of actual hours worked by employees/contractors at a site where one or more employees/contractors are working or are present as a condition of their employment and are carrying out activities related to their employment duties. Hours of exposure may be calculated differently from site to site; for example, time sheets, estimations and data from human resources are inputs into the total number of exposure hours.
(6) There was one fatality at Fort Hills, which is operated by Suncor. See their sustainability report for further information.
(7) Data has been restated based on improvements in calculations.

 

Table 4: Health and Safety Performance – Teck Operated1,2,3,4,5,6 

 

2019

2018

2017

2016

Total Recordable Injury Frequency

0.88

1.16

1.25

N/A

Lost-Time Injuries

86

69

85

N/A

Lost-Time Injury Frequency

0.38

0.44

0.62

N/A

Disabling Injury Frequency

0.20

0.27

0.18

N/A

Lost-Time Disabling Injury Frequency

0.58

0.71

0.80

N/A

Lost-Time Injury Severity

43.16

94.59

34.66

N/A

Number of Fatalities

1

2

0

N/A

(1) Safety statistics in this table include both employees and contractors at all of our locations, in which Teck holds majority ownership and directly manages (operations, projects, closed properties, exploration sites and offices). For sites where Teck owns more than 50%, safety statistics are weighted 100%. We define incidents according to the requirements of the U.S. Department of Labor’s Mine Safety and Health Administration. Severity is calculated as the number of days missed due to Lost-Time Injuries per 200,000 hours worked.
(2) Decrease in severity in 2019 is a consequence of the single fatality in 2019 versus two fatalities in 2018. Each fatality results in counting 6,000 lost days.
(3) A Lost-Time Injury is an occupational injury that results in loss of one or more days beyond the initial day of the injury from the employee's scheduled work beyond the date of injury.
(4) A Disabling Injury is a work-related injury that, by orders of a qualified practitioner, designates a person, although at work, unable to perform their full range of regular work duties on the next scheduled work shift after the day of the injury.
(5) A fatality is defined as a work-related injury that results in the loss of life. This does not include deaths from occupational disease or illness.
(6) Frequency indicators in this table are calculated by the number of events in the period multiplied by 200,000 and divided by the number of exposure hours in the period, which refers to the total number of actual hours worked by employees/contractors at a site where one or more employees/contractors are working or are present as a condition of their employment and are carrying out activities related to their employment duties. Hours of exposure may be calculated differently from site to site; for example, time sheets, estimations and data from human resources are inputs into the total number of exposure hours.
(7) Reference data is not available because reporting of Teck Operated statistics began in 2017.

 

High-Potential Incidents

In 2019, our High-Potential Incident Frequency was 18% lower compared to 2018 and six Potentially Fatal Occurrences were reported at Teck-operated locations, which were investigated and for which corrective actions were developed. Where relevant, the results are shared with all of our business units and operations in order to facilitate a local gap analysis against the findings to prevent similar occurrences. We investigate potentially fatal occurrences to the same standard as actual fatalities.

Figure 3: High-Potential Incident Performance – Teck Total1,2 

(1) Frequency indicators in this Figure are calculated by the number of events in the period multiplied by 200,000 and divided by the number of exposure hours in the period, which refers to the total number of actual hours worked by employees/contractors at a site where one or more employees/contractors are working or are present as a condition of their employment and are carrying out activities related to their employment duties.
(2) Safety statistics in this table include both employees and contractors at all of our locations (operations, projects, closed properties, exploration sites and offices). For sites where Teck owns more than 50%, safety statistics are weighted 100%; for sites where Teck owns 50% or less, safety statistics are weighted according to Teck’s ownership of the operation. This includes the Antamina mine, in which we have a 22.5% interest.

 

Figure 4: High-Potential Incident Performance – Teck Operated1,2

(1) Frequency indicators in this Figure are calculated by the number of events in the period multiplied by 200,000 and divided by the number of exposure hours in the period, which refers to the total number of actual hours worked by employees/contractors at a site where one or more employees/contractors are working or are present as a condition of their employment and are carrying out activities related to their employment duties.
(2) Safety statistics in this table include both employees and contractors at all of our locations, in which Teck holds majority ownership and directly manages (operations, projects, closed properties, exploration sites and offices). For sites where Teck owns more than 50%, safety statistics are weighted 100%.
(3) Reference data is not available for 2016 because reporting of Teck Operated statistics began in 2017.

 

While our total High-Potential Incident (HPI) frequency and severity has declined since 2016, our business units and operations continue to experience HPIs. As such, we continue to focus on improving our understanding of high-potential risk and control effectiveness.

Process Safety Events

Process safety events are those that typically involve an unexpected mechanical integrity failure in a pipeline system or processing facility that may result in a fire, explosion, rupture or hazardous chemical leak. All high-potential incidents (including process safety events) were thoroughly investigated to identify corrective actions to minimize the potential for reoccurrence.

Table 5: Process Safety Events – Teck Operated1

 

2019

2018

2017

2016

Process-Related HPIs

2

7

6

11

Frequency (per 1,000,000 hours)

0.04

0.22

0.22

0.43

(1) Teck operated data covers all operations in which Teck holds majority ownership and directly manages.

 

Collaboration with Industry

Teck was part of the development of the ICMM publication Fatality Prevention: Eight Lessons Learned (2019). Lesson one in the paper describes the historically uneven focus between overall injury reduction efforts in the pursuit of “zero harm”, versus serious injury and fatality prevention. We believe that current corporate reporting requirements and sustainability report scoring indices may be promoting the wrong behavior by focusing on lower level injury reduction lag indicators such as Total Recordable Injury Frequency (TRIF). Teck believes the industry should continue to monitor and report on total injury lag performance, but not at the risk of distracting us from a relentless focus on eliminating serious injuries and fatalities. With intent and purpose, the weightings assigned to serious injury and fatality prevention lead and lag indicators should be adjusted accordingly.

Occupational Diseases

We report the incidence of occupational diseases at Teck, based on accepted workers’ compensation claims from each jurisdiction in which we work, for the disease categories set out in Table 6. In some cases, as our systems for reporting occupational diseases continue to mature, occupational disease cases and rates may increase in the short to medium term. This is a reflection of the long latency period associated with the development of occupational disease. We continue to enhance our application of improved risk-based controls to prevent occupational diseases.

Table 6: Occupational Disease Cases1,2,3

Disease Category

2019

2018

2017

2016

Respiratory Diseases

1

1

3

1

Hearing Loss(4)

4

2

5

9

Musculoskeletal Disorders

11

6

6

9

Cancer

2

0

0

0

Other Medical Disorders

1

8

4

2

Total

19

17

18

21

(1) Occupational disease data are collected from insurance providers such as WorkBC; global exploration or marketing offices are not included
(2) Occupational diseases are defined as an adverse, generally chronic and irreversible health effect associated with overexposure to chemical, physical or biological agents in the workplace (e.g., silicosis, bladder cancer, berylliosis, metal fume fever, asthma).
(3) Workers’ compensation claims data are for accepted claims over the past four years and are for employees only; contractor data is not included.
(4) The reporting for hearing loss may be under-reported, due to limited data availability.

 

Table 7: Occupational Disease Cases by Gender1,2,3

 

2019

2018

2017

2016

Female

1

4

2

0

Male

18

13

16

21

Total

19

17

18

21

(1) Occupational disease data are collected from insurance providers such as WorkBC; global exploration or marketing offices are not included
(2) Occupational diseases are defined as an adverse, generally chronic and irreversible health effect associated with overexposure to chemical, physical or biological agents in the workplace (e.g., silicosis, bladder cancer, berylliosis, metal fume fever, asthma).
(3) Workers’ compensation claims data are for accepted claims over the past four years and are for employees only; contractor data is not included.

 

Table 8: Occupational Disease Rate1,2,3

 

2019

2018

2017

2016

Total Occupational Disease Rate (per 200,000 hours)

0.18

0.17(4)

0.19(4)

0.22(4)

Total Occupational Disease Rate (per 1,000,000 hours)

0.90

0.84(4)

0.94(4)

1.10(4)

(1) Occupational disease data are collected from insurance providers such as WorkBC; global exploration or marketing offices are not included
(2) Occupational diseases are defined as an adverse, generally chronic and irreversible health effect associated with overexposure to chemical, physical or biological agents in the workplace (e.g., silicosis, bladder cancer, berylliosis, metal fume fever, asthma).
(3) Workers’ compensation claims data are for accepted claims over the past four years and are for employees only; contractor data is not included
(4) Methodology for calculations has been revised

 


Outlook for Health and Safety

Safety is a core value at Teck and we are committed to continuously improving our performance. In 2020, we will continue to focus on eliminating fatalities and reducing serious injuries by putting effective controls in place for our high-potential risks and by enhancing our culture of safety. We will also continue the implementation of our Introduction to Courageous Safety Leadership program for new employees and action key results from our second company-wide Health and Safety Culture Survey. Our efforts to improve occupational health and hygiene monitoring and improve exposure controls to protect the longer-term health of workers will also continue.

Moving forward, we will work towards our strategic priority of eliminating fatalities, serious injuries and occupational disease. We have set new goals for health and safety performance, which include enhancing critical control verification for fatal hazards and contributing to the elimination of occupational disease by implementing real-time new technologies for real-time exposure monitoring to improve exposure controls for dust and welding fumes. Our focus in 2020 will be on concluding the final steps of our 2020 goals within our previous sustainability strategy, and on making progress towards achieving our new goals.


Teck

Teck is a diversified resource company committed to responsible mining and mineral development with major business units focused on copper, steelmaking coal and zinc, as well as investments in energy assets.