Health and Safety


Total recordable injuries per million hours of work (TRIF)


Lost-time injury frequency per million hours of work (LTIF)


Number of unsafe situations reported by employees


Number of senior leaders who participated in an HSSE workshop and training program


Reduction in lost-time days per injury relative to 2015


Fatal accident that occurred at one of our power stations in Russia

Healthy People Make for a Strong Company

High temperatures, high pressure, and high voltage: generating and storing energy is about harnessing powerful forces. And doing it safely. Opinions about what’s safe may differ from one employee to the next, and safety approaches and standards vary by country. But at Uniper we have a clear message for our entire company: our people are our most important asset. Neglecting their health and safety (H&S) would not only be irresponsible and unethical. It would also endanger our business performance. Our commitment to H&S also extends to the employees of our business partners and to the people who live near and visit our facilities. We’re ambitious. We want to deliver a very good H&S performance.

That’s why we’ve established a culture of continual improvement. Our top priority is to prevent accidents. First and foremost this safeguards our people’s health. But it also enables us to avoid the additional costs of work stoppages and lost time. Maintaining high H&S standards is likewise essential for us to obtain and retain the permits we need to operate our business. These standards are important components of the contracts with our business partners.

Comprehensive HSSE Management

At Uniper, H&S management is subsumed under health, safety, security, and environment (HSSE) management. Its purpose is to provide everyone who works for us with a safe and healthy work environment and to prevent accidents. It applies to our physical assets (such as power plants, gas-storage facilities, fueling stations) and to our offices. It’s based on clear structures and established processes that define roles and responsibilities, set guidelines, offer support, and articulate specific steps to promote continual improvement. Our HSSE team helps our organization and employees to integrate H&S standards into their strategic and operational planning, business decisions, and daily activities.  HSSE Improvement Plans, which include H&S targets and improvement measures, are developed on an annual basis, and progress is monitored regularly. These plans help us live up to our commitment to continual improvement. Our H&S effort considers the fact that our organization is continually changing and that work arrangements are becoming more flexible.

We expect our employees, managers, and contractors alike to comply with our high standards. We support them by means of guidelines, policies, standards, and management systems. To a large degree, the HSSE management systems of our operating units and subsidiaries are certified to comply with Occupational Health and Safety Assessment Series (OHSAS) 18001, an internationally recognized standard for such systems.

Coverage (OHSAS) 18001













United Kingdom


The table includes only consolidated assets. It does not include assets in Belgium (Langerlo, which was sold in January 2016, and Vilvoorde, which is in strategic reserve and not operational), decommissioned plants, or administrative offices.

In addition, our companywide HSSE management system is part of our integrated asset and HSSE management system. We’re currently revising this system to incorporate other relevant processes and systems. It is particularly important to us that information flows freely in both directions: from the top down (such as when we issue H&S policies and directives) and from the bottom up (such as when employees tell their supervisor about their safety concerns).

Taking responsibility

Wherever we operates, everyone who works for Uniper is responsible for H&S. Our objective is to prevent accidents before they happen. All employees at all levels of our company are responsible, as individuals and collectively, for helping us achieve this objective. Every manager is expected to lead by example.

Our HSSE function plays a key role in our H&S effort. It advises and supports the Management Board in developing our HSSE strategy and in setting HSSE policies and standards. It also reports on our H&S activities and performance. HSSE supports other Uniper functions in adopting our HSSE standards, monitoring their compliance, and reviewing their report on their HSSE performance. This report is part of the Quarterly Performance Dialogs (QPD) on all relevant areas of their operations that all Uniper functions submit to the Management Board. The HSSE function uses meetings of the HSSE Consultative Council to conduct an ongoing dialog with our operating functions and Works Council: it informs them of the latest plans and developments and also listens to their suggestions and expectations for our HSSE management.

Uniper HSSE Organization

We’ve defined principles and minimum standards for HSSE management that apply along our entire value chain

Uniper HSE Business Policy

This document states our general commitment to minimizing risks as much as possible, complying with all legal requirements (and, in some cases, going beyond them), and continually improving H&S and environmental (HSE) performance. The policy applies to our employees as well as our suppliers and contractors and their employees.

Uniper Health, Safety and Environment Policy Statement

This document defines specific commitments. It was signed by the Management Board and the Works Council, who thereby pledge to actively promote HSE and to strive for zero harm.


HSE Management System Framework


This document defines the framework for effective HSE management and excellent performance in these areas. It sets specific requirements for the contents and certification of our entities’ HSE management systems and also makes recommendations. It is based on international standards for HSE management systems (OHSAS 18001, ISO 14001, EMAS) and industry best practice.

Raising awareness, sharing knowledge

HSSE management can only be effective if employees at all levels of our company are aware of the H&S risks of their job and area of responsibility. They need to understand how to keep these risks under control. To do this successfully, they must comply with all safety rules, procedures, and behaviors. Because we believe that a superior H&S performance starts at the top, we offer our senior leaders workshops to raise their awareness of HSSE risks and the measures we take to mitigate them. In addition, we conduct numerous training sessions, certification programs, and informational campaigns for our employees and contractor employees.

We conducted an interactive HSSE workshop and training program designed especially for our senior leaders. Its purpose was to build their skills in HSSE leadership. During the course of 2016, 247 senior leaders (including all Management Board members) participated in the workshop, which serves as the foundation for a range of the HSSE programs for senior leaders as part of our improvement plans for 2017 to 2019.

New HSSE identity

Uniper is a new company, so we decided it should also have a new HSSE identity, one that includes elements of our new corporate culture, such as the Uniper Way. We started by holding a series of workshops in all of our regions in the spring and summer of 2016. These brought together employees from a wide variety of functions, and their purpose was to take a fresh look at HSSE issues from our employees’ perspective. We used this information to develop a new, Uniper-specific HSSE identity statement. Its preliminary wording is:

  • We only work safely
  • We look after people’s health
  • We protect our people and our assets
  • We act with responsibility to reduce our environmental impact.

HSSE and our Communications team are now working together to develop an implementation strategy for our new HSSE identity and to communicate it throughout the company.

Health management strategy

Demographic change is affecting our workforce. In 2016 we therefore set out to rethink our health management with an eye toward maintaining our people’s capacity to work amid a rising average age in our workforce and to reduce their work-related stress. Early in the year we reviewed our existing health-management tools and initiatives. We determined that we need a more efficient structure and more targeted communications to deliver these initiatives effectively. The Health team then designed a new health-management strategy, which was approved by the Management Board at the end of 2016. It establishes a robust framework for all our health-management tools and initiatives.

We’ll continue to help foster our employees’ health in 2017. Our goal for 2017 is to communicate our many health-promotion offerings more effectively and at regular intervals by establishing a Health channel on the HSSE page of Ping, our internal social media platform. The user-friendly channel will present all our offerings, grouped by theme. We also again plan to conduct health-promotion activities in specific countries and across Uniper, including colon cancer screening, resilience training, and our annual flu vaccination.


Pilot projects at our plants and offices

In 2016 we conducted a wide variety of health-promotion activities at our facilities. They ranged from presentations on different health issues to free checkups. In the United Kingdom we held Health Days in which we offered stress-management workshops and information on health maintenance. In Germany we provided free flu vaccinations at the end of the year. At our administrative offices in Düsseldorf and elsewhere, we continued to encourage employees to make use of in-house fitness studios, to participate in movement courses, and to take advantage of our physiotherapy program. In Germany and the United Kingdom we have a partnership with a health consultancy firm: our employees can talk confidentially with the firm’s expert staff in person or by telephone to discuss any health questions or issues they might have.

In addition, we launched two pilot projects. First, we implemented a trial initiative in which a professional trainer led 15-minute workplace mini-workouts aimed at improving employees’ mobility, strength, and relaxation techniques. Second, as part of our focus on healthy eating, we placed fresh fruit in refreshment areas once a week.

Support for service providers and suppliers

The employees of our contractors suffer accidents more frequently than our own employees. To address this discrepancy we rolled out a special contractor-management program based on existing safety rules, procedures, and best practices. The program is part of our HSSE Improvement Plan for 2017 to 2019. In 2016 we conducted a series of Contractor Management and Engagement Workshops, focusing in particular on our power stations in Europe and Russia in the fourth quarter. The workshops received positive feedback, both from management and from the employees at the facilities. Attendees saw the workshops as a useful forum for identifying areas for improvement in key processes. The active participation of procurement staff, who play a pivotal role in our contractor-management processes, contributed to the workshops’ success. The workshops will continue in 2017. In addition, our operating businesses and procurement team decided to establish a cross-Uniper group to share knowledge and address common safety issues identified at the plant and regional levels.

Learning from experience

Learning from dangerous situations, accidents, and near misses is an important part of how we continually improve our HSSE management. An effective safety organization transforms accidents and dangerous situations into opportunities for improvement by ensuring that each one is reported, investigated, and analyzed. We’ve developed processes and procedure for these purposes. This includes issuing HSE Alerts on imminent dangers or threats. We investigate every accident and near miss with the potential for a severe accident. An investigation’s scope and methods reflect the severity of the accident. The purpose is not to assign blame but rather to identify an accident’s direct and root causes. We use this information to design and implement improvement measures and then share the findings of the investigation across our organization. We have special procedures for accidents whose severity is rated as very high and near misses whose potential severity is rated as very high. Such incidents need to be analyzed using systematic methods to identify their root cause.

Analyzing accidents using BSCAT

Identifying a risky situation and eliminating its causes are easier said than done. In the case of accidents whose severity is rated as very high and near misses whose potential severity is rated as very high, our generation fleet conducts a software-based investigation and analysis using the widely respected barrier-based systematic cause analysis technique (BSCAT). BSCAT not only seeks to identity an accident’s direct causes but also the circumstances that made it more likely and the barriers that failed to prevent it or were lacking. We use the findings to take corrective and preventive action.

We use this information to design and implement effective corrective measures that prevent the accident from recurring, address its root causes, and thus improve our HSSE management. We summarize the investigation’s findings and communicate them in Quarterly Learning Bulletins, which employees across our company can access at a share point.

Destination Zero Toolkit

To get to zero accidents, we need every employee on board. This toolkit draws on decades of experience and offers a range of practical tools to improve safety awareness and practices, including a questionnaire for assessing a facility’s safety culture and simple guidelines for investigating accidents.

“The Right Way” Brochure

Our HSSE team issued a brochure depicting 64 different situations that led to real accidents. The brochure, which is available companywide, uses no words. Instead, its readily comprehensible images show the right way to do things and to stay safe in the workplace. A picture tells a thousand words.

Safety Walk & Talk

Our senior managers conduct periodic safety walks at our facilities during which they talk with the crews about safety and assess a facility’s work conditions and activities. They talk with our own employees, contractor employees, and plant management. This gives our senior managers the opportunity to demonstrate their personal commitment to H&S, to give specific feedback (both positive and negative), and to suggest and agree to improvement measures. The HSSE team provides our senior managers with Safety Walk & Talk cards. These checklists help them structure their visit and document improvements.

Reporting our H&S performance transparently

As part of our commitment to continually improving our H&S performance, we’ve defined key performance indicators (KPIs). We use both lagging indicators (which describe our past performance) and leading indicators (which describe emerging trends in our performance). The leading indicator for 2016 was the completion rate for our HSSE Improvement Plan. We track and report KPIs at regular intervals and set specific KPI targets for different units and functions at our company.

Our main medium for reporting accidents is the HSSE Monthly Report, which provides detailed information about any accidents that have occurred as well as accident statistics for the company as a whole and by country. It also fulfills certain reporting requirements. Alongside reporting accidents, we also place significant emphasis on identifying, analyzing, and communicating near misses and unsafe situations. This enables us to take prompt corrective action to prevent an actual accident from happening. In 2016 we significantly improved our reporting of unsafe situations, and in some regions we were also able to do so for our reporting of near misses and minor accidents. In Russia the number of reported safety observations, which was already very high, increased again by nearly 10% year on year.

Regrettably, this positive development was overshadowed by a fatal accident that occurred in January, 2016 at Surgutskaya power station in Russia. A 26-year-old contractor employee fell from a height of 28 meters and suffered fatal injuries. In line with our policies, the accident was investigated and analyzed by our own and independent experts. The findings were communicated, and improvement measures were put in place. In remembrance of the victim and in sympathy with his family, all Uniper facilities and offices observed a minute of silence on February 1 2016.

We also report our accident figures and progress toward our annual HSSE targets in HSSE Monthly and Quarterly Reviews, which are presented to the Management Board and other senior leaders along with the reports on the financial and nonfinancial KPIs for other parts of the company. The degree to which we achieve our HSSE targets (in other words, our accident KPIs and the completion rate for our HSSE Improvement Plans) is factored into the variable compensation of Uniper senior managers.



The total recordable injury frequency (TRIF) index indicates the number of accidents experienced by Uniper and contractor employees per million hours of work. Some parts of our company have their own TRIF target, and progress toward these targets is monitored at regular intervals. Our TRIF of 1.68 for 2016 is substantially below the figures for the previous years, although a direct comparison is impossible because these figures are for the entire E.ON Group prior to the spinoff of Uniper.

TRIF Employees


TRIF Contractors


TRIF Combined




The lost-time injury frequency (LTIF) index indicates the number of lost-time accidents experienced by Uniper and contractor employees per million hours of work. LTIF is less comprehensive than TRIF but is still compiled and reported by many companies. Although our LTIF of 1.18 for 2016 is very good in comparison to the previous years and the industry as a whole, it remains our goal to prevent all accidents.

LTIF Employees


LTIF Contractors


LTIF Combined


We periodically measure the completion rate of the HSSE Improvement Plans for Uniper as a whole and for certain business units. At year-end 2016, the completion rate for Uniper as a whole was 94%; those of our individual business units ranged from 85% to 95%. In view of the challenges we faced in our first year as an independent company, we’re pleased with this performance, although we’re aiming for an improvement in 2017.

Assured Content

Selected figures were independently audited and are identified by the “audited” check symbol   .
Qualitative content related to the Management Approach was also part of the assurance.

Download the Assurance Statement here