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We all have the right to work in a safe environment. In Diageo, our philosophy of Zero Harm is simple: everyone goes home safe, every day, everywhere.

Our approach

The safety of our people is our highest priority. Our Zero Harm programme is designed to ensure that all our people go home safe, every day, and is based on four pillars – prevention, culture, compliance, and capability. Our safety model, followed at all our sites, is based on strict health and safety controls, robust risk assessments, and a desire to improve safety standards continuously.


Last year, we introduced the Severe and Fatal Incident Prevention (SFIP) programme, specifically designed to identify and effectively control the highest risks in our operations. We are confident that this is the right approach and have committed significant leadership and capital resources to the programme. However, such an ambitious programme will take a number of years to embed fully. No fatality is acceptable, and we are resolute in our ambition to eliminate them from our business.

We are deeply saddened to report that four colleagues were fatally injured at work this year. In December, one of our Nigerian sales colleagues died in a traffic accident – tragic proof that driving remains the biggest risk to our people. We recognise that we have little control over significant driving risk factors such as road conditions or other drivers, but our approach focuses on elements we can control. To date, our SFIP programme has significantly reduced employee road traffic accidents in Nigeria, and we will continue to work to prevent severe and fatal incidents.

In April, two contract employees died at our Accra brewery in Ghana. One, a member of the brewing team, entered a disused basement area and was overcome by a lack of oxygen; the other was a member of site security who went in to help. Diageo does have a clear approach to confined space management covering all risks, procedures and emergency response plans; however, this tragic incident emphasises the importance of having robust procedures for identifying confined spaces, including locations not traditionally considered as confined spaces, such as disused and redundant parts of the plant. It is also a reminder to ourselves that we need to be constantly vigilant about activities not directly related to normal and official operations. We must ensure that all employees and contractors are fully aware of, and understand the hazards represented by, confined spaces, and that they are familiar with specific requirements for entry, including emergency response procedures.

The fourth fatality occurred in late June at our glass facility in Kenya. A contractor was killed in a lift when he got trapped between the door and the door frame on an upper floor. As we published this report, the fatality was still under investigation and the exact cause unconfirmed; the preliminary review confirmed that the lift was in working order and was up to date with statutory inspections.

Fatalities (2007–2013)
2007 2008 2009 2010 2011 2012 2013
Diageo (total) 1 4 0 2 4 1 4
Lost-time accident frequency rate per 1,000 full-time employees (2007–2013)1
2007 2008 2009 2010 2011 2012 2013
North America 38 29.3 23.2 9.98 5.06 4.15 1.94
Western Europe N/A2 N/A2 N/A2 5.43 5.96 2.63 2.80
Africa 22.6 19.91 4.15 2.87 1.48 1.69 2.093
Eastern Europe and Turkey N/A2 N/A2 N/A2 3.64 1.12 1.10 0.324
Latin America and Caribbean 8.53 4.87 3.47 2.78 3.42 1.44 0.905
Asia Pacific 5 2 1.4 1.97 1.41 0 1.26
Diageo (total) 16.5 12.4 7.4 4.96 3.73 2.14 1.976
  1. Number of accidents per 1,000 employees and directly supervised contractors resulting in time lost from work of one calendar day or more.
  2. Due to organisational changes, comparable data for this period is not available.
  3. Includes results from the Meta Abo (Ethiopia) acquisition this year for the first time. The LTA rate of the pre‑existing Diageo Africa business was 1.69 this year.
  4. Includes results from the Mey İçki (Turkey) acquisition this year for the first time. The inclusion of these numbers had little impact on Diageo’s total rate.
  5. Includes results from the Zacapa (Guatemala) acquisition this year for the first time. The LTA rate of the pre‑existing Diageo LAC business was nil this year. Zacapa is showing a 60% improvement in its LTA rate since acquisition.
  6. Includes results from the Sichuan Shuijingfang Co., Ltd (China). We are unable to break the number out due to local regulatory restrictions; however the inclusion of these numbers had little impact on Diageo’s total rate.
Number of days lost to accidents per 1,000 full-time employees (2010–2013)
2010 2011 2012 2013
Diageo (total) 190.71 158.79 106.63 66.37

Lost-time accidents

Our overall safety performance is on track and compares favourably with that of our peers. This year, our LTA frequency rate had fallen by over 60% compared with our baseline set in 2010, and we remain on target to reduce LTAs by 20% each year until 2015. Moreover, the severity of LTAs (measured by days lost as illustrated in the table) has reduced even further, dropping by almost 40% since 2012.

We have achieved this despite including results from our new acquisitions in Ethiopia, Turkey, China, and Guatemala, where safety programmes have not as yet been brought fully into line with Diageo’s. Our existing business therefore performed ahead of target; overall results were offset by the results of these acquisitions.

In Africa, safety performance has not been as positive as we aimed for, but within the results there are some highlights. Meta Abo, which has been included in our safety results this year for the first time, is showing a dramatic improvement, with a reduction of over 60% in LTAs. However, with eight LTAs there is still more to do. Our business in South Africa had an excellent year with no LTAs for the second year running, and our Nigeria sites achieved the same. Moreover, with the implementation of SFIP this year, our independent contractors experienced a 40% reduction in LTAs. However, even without the tragedy of the fatalities, our employee LTA performance in Africa was disappointing; our team there remains committed to improving next year, and will do so by continuing to focus on SFIP.

Our North American business continues to deliver exceptional improvement. Of particular note was our Amherstburg site in Canada, which achieved more than one million hours worked without an LTA. Overall, 75% of our manufacturing sites had no LTAs this year.

While we are pleased with our progress, our aim remains to have no accidents anywhere. Over the next 12 months we will focus on further embedding our SFIP and behaviour-based safety programmes, as well as working with our new acquisitions in delivering Zero Harm.

Performance against target
Target by 2013 2013 performance Achievement
Reduce our lost-time accident frequency rate1 by 60% compared to a 2010 baseline
60% Achieved
  1. Number of accidents per 1,000 employees and directly supervised contractors resulting in time lost from work of one day or more.

Reporting frameworks in this section

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