Alumina Limited


As a non-operating partner in AWAC, Alumina Limited views workplace safety as a key performance indicator because:

  • It is a fundamental right for employees, contractors and visitors to be safe at work. 
  • It demonstrates the level of management control and expertise that Alcoa brings to operating the AWAC joint venture.
  • A safe work environment encourages work participation and attendance, which drives productivity and performance. 

Managing safety in AWAC’s complex mining and manufacturing environment requires strong systems as well as a focussed safety culture committed to continuous improvement.  As the operator Alcoa has invested substantial intellectual, financial and system resources over several decades to understand the key drivers behind safety behaviour with the sole aim of eliminating fatalities and serious injuries from AWAC’s operations. Alcoa's stated goal for a healthy workplace is to eliminate all health hazards that could potentially affect employees, contractors, and other individuals within their managed facilities which includes AWAC's global operations. If elimination is not feasible, Alcoa reduce the risk to the fullest extent possible.

Approach to Safety

Zero work-related injuries and illnesses remains the long-standing goal that is at the core of all training and initiatives developed by Alcoa as manager/operator of all AWAC facilities.

Alcoa have developed a strategy to continually build on safety practices and actively address safety risks.

Their approach to safety focuses on four main activities:

  • Identifying hazards and assessing the risks associated with products, services and operations
  • Developing and implementing both design and operational controls with built-in layers of protection to mitigate the impact of those risks;
  • Monitoring and maintaining our hazard recognition, risk assessment and operational control activities to ensure they are current and effective; and
  • Reacting to correct gaps in protective systems and continuously improving system stability.

Safety involves people and employee engagement is a crucial factor in creating and sustaining a safe work environment. At AWAC sites, efforts include safety suggestion systems, problem-solving teams, and pre-job briefings. Toolbox meetings, safety committees and individual accountability for specific aspects of safety. One initiative is the Stop for Safety coin campaign. It encourages and recognises employees who stop themselves or a colleague and seek help if they believe the situation is unsafe or they are unsure of the potential outcome. It is intended to reinforce employees that they have been delegated the authority to stop work when they perceive a potentially unsafe situation, regardless of the circumstances and will be supported by management.

In assessing progress towards a goals, the two main safety metrics include: 

  • Lost Workday (LWD) Incident Rates: which represent temporary or permanently disabling incidents that impact the long-term health and welfare of employees and contractors.
  • Total Recordable Incident (TRI) Rates: the more frequent incidents in critical areas, such as ergonomics, noise, and hand/finger injuries that result in lost time or restricted work activity, as well as those that require medical treatment.

Results and goals 2016 

Regrettably in 2016, AWAC recorded a single fatality, a contractor working at the Alumar alumina refinery. This is an unsatisfactory result and the operations strive daily to achieve the goal of zero fatalities, serious injuries and serious illnesses.

In 2016, Alcoa Corporation as operator/manager of the AWAC operations, revised its safety strategy to better align with its risks and opportunities. The strategy focusses on two key areas:

  • Preventing and mitigating fatalities and life-altering injuries and,
  • Implementing more transparent, accessible and inclusive reporting.

Prevention and mitigation

This is structured around understanding work processes and their associated risks as opposed to assuming how the work is performed.


Alcoa in refocusing its fatality prevention process and improving safety, directed their effort on plant floor and operational work areas including:

  • Critical risk management – each location develops a registry of all safety hazards
  • Critical 6 plus 1 – six most critical hazard categories – mobile equipment, crane, confined space, fall control, lock/tag/verify and electrical plus a critical hazard for each production process – mining (haul trucks), refining (chemical burns), smelting (molten metal
  • Risk based assessment – to identify high risks from an on the plant-floor evaluation
  • Worker on foot initiative – people on foot cannot be in the same area as vehicle
  • Human performance – work towards certification in a core operating standard based on human performance. Teaches employees how to anticipate and recognise error and error-likely situations to predict, reduce, manage and prevent fatalities and injuries from occurring.
  • Skill builders – training sessions on a critical safety topic. Topics rotate.
  • Environment, health and safet (EHS) onboarding system – to acclimate new EHS employees, plant managers and vice presidents of operations to the EHS culture.
  • Contractor safety process – within the alumina business unit, rolled out a new contractor safety process in 2017.

Also all of AWAC employees are authorised to stop their work or that of a colleague if they consider the situation is unsafe or if they are unsure of the potential outcome.


Commencing in 2017, Alcoa have introduced for all AWAC operating locations, the reporting of safety rates including employees, temporary workers and supervised and non-supervised contractors. This is intended to increase transparency of reporting and improve safety investigations and will drive ownership of safety to include all persons at AWAC sites.

Other new metrics that will be monitored are closing-out actions on high-risk findings from the risk based assessment as well as the completion rates of putting controls in place for the critical 6 plus 1.

Fatalities by Gender



    Male      Female   
2012 0 0
2013 0 0
2014 0/1 0
2015 0/1 0
2016 0/1 0

Lost Workday Rate

Employees and supervised contractors

    Global    Australia    Europe    North America  South America
2010 0.22 0.54 0 0.46 0.12
2011 0.19 0.19 0 0.28 0.11
2012 0.17 0.58 0.11 0 0.02
2013 0.20 0.50 0 0.25 0.05
2014 0.17 0.42 0 0.50 0.06
2015 0.16 0.2 0 0.23 0.09
2016 0.16 0.41 0 0 0.14

Lost workday rate represents the number of injuries and illnesses resulting in one or more days away from work per 100 full-time workers

Lost Workday incidents by Gender

Employees and supervised contractors


    Male      Female      Total   
2010 32 2 34
2011 14 2 16
2012 29 0 29
2013 26 1 27
2014 22 1 23
2015 11 0 11
2016 20 0 20

Days Away, Restricted and Transfer Rate

Employees and supervised contractors

  Global  Australia  Europe  North America  South America 
2010 1.18 1.69 0 3.82 0.43
2011 1.07 1.73 0.45 3.95 0.39
2012 0.71 1.54 0.22 1.55 0.14
2013 0.56 1.19 0 1.11 0.08
2014 0.51 0.86 0.12 1.01 0.09
2015 0.39 0.42 0.12 0.92 0.09
2016 0.31 0.23 0 0 0

Days away, restricted and transfer rate includes lost workday cases plus cases that involve days of restricted duty and job transfer per 100 full-time workers.

Days Away, Restricted and Transfer Incidents by Gender Employees and supervised contractors


  Male  Female  Total 
2010 114 11 125
2011 121 12 133
2012 87 4 91
2013 66 4 67
2014 46 1 47
2015 23 0 23
2016 9 1 10

Total Recordable Incident Rate Employees and supervised contractors

 GlobalAustraliaEuropeNorth America South America 
2010   3.62 0 5.35 0.78
2011   3.43 0.45 5.08 0.45
2012   2.81 0.34 2.95 0.44
2013   2.39 0.11 3.19 0.23
2014   2.06 0.46 4.36 0.40
2015   1.0 0.36 4.72 0.09
2016 1.49 1.60 0.91 4.49 0.57

Total recordable incident rate represents the number of injuries and illnesses resulting in days away from work, job transfer or restriction, medical treatment or other recordables per 100 full-time workers.

Total Recordable Incidents by Gender

  Male  Female  Total 
2010 227 17 244
2011 223 13 236
2012 169 6 175
2013 141 5 146
2014 127 6 133
2015 81 2 83
2016 84 6 90

Alumina Limited’s Results

While Alumina Limited has a relatively small operational footprint, we focus on our safety performance through training. There were no recordable injuries for the year or Lost Work Days as a result of incidents.

*LWD and TRI Rates are based on 200,000 work hours