HSE Performance Management

Responsibilities

HYest Leadership Team

• Set strategic HSE direction and targets for the Company Scorecard.
• Ensure capability, resources, and governance processes support continuous improvement.

General Managers and Area Managers

• Responsible for meeting HSE performance targets at state and area levels.
• Attend site-based Proactive Planning Meetings and Capacity Report Reviews each quarter.
• Support improvement actions and ensure consistent leadership visibility across projects.

Project Teams

• Accountable for planning and delivering work safely and in line with HSE procedures.
• Participate in Capacity Reporting and support risk management, coordination, and verification activities.

HSE Business Partners

• Lead monthly Capacity Reporting and coach project teams to meet HSE performance expectations.
• Support project teams with performance insights, capability building, and local improvement actions.

HSE Managers

• Oversee Capacity Reporting quality, assurance activities, and trend analysis across their areas.
• Partner with senior leaders to prioritise site visits, address systemic issues, and support HSE governance.

Definition of HSE Performance

Hansen Yuncken defines our HSE performance as our capacity to proactively plan for things to go right so we create greater potential for safe, environmentally responsible outcomes.
Our objective is to continue having better conversations about health, safety, and the environment across our business, as evidenced by our Capacity Reporting Process.

Company Balanced Scorecard

The Company Balanced Scorecard Structure consists of four levels of scorecards as follows:

1. National Scorecard – Owner: CEO
2. State Scorecard – Owner: General Manager
3. Area Scorecards – Owner: Area Manager
4. Project Scorecards – Owner: Project Manager

The Scorecards are used to record each level’s KPIs across four key performance areas:

• Financial – profitability, turnover, and cost control.
• Client – satisfaction, engagement, and reputation.
• Processes – project delivery, safety, and efficiency.
  • For HSE performance within this category, each level monitors and measures both Lag Indicators and Leading Indicators
• Capabilities – leadership, skills development, and staff engagement.

Lag and Leading Indicators

We track lag indicators across all occurrences, with a dedicated focus on those relating to High Risk tasks to help guide future decisions and identify key areas for improvement.

Lag indicators give us a quantitative view of past performance, such as MTIFRs, LTIFRs, and TRIFRs, showing the outcomes of work that has already occurred.

Leading indicators provide a more qualitative view of our risk profile, using forward-looking conversations about planning and our Capacity Reporting process to highlight focus areas and create greater potential for safe outcomes.

By considering both lag and leading indicators together, we gain a balanced understanding of our safety performance and can make more informed decisions on where to direct our efforts.

These measures are available at the project, area, state, and national level via the Power BI HSEQ Dashboard.

HSE Capacity Reporting

Hansen Yuncken uses HSE Capacity Reporting to measure how effectively teams are applying HSE processes to plan and deliver work safely and consistently. As our primary method for tracking leading indicators, it highlights where performance is strong, where additional support is needed, and where improvements can be made.

The process follows the ADKAR model (Awareness, Desire, Knowledge, Ability, Reinforcement) and helps both project teams and states build capability over time. It also provides senior leaders with visibility across projects, supports due diligence obligations, informs targeted coaching and resourcing, and drives continuous improvement. Capacity Reporting forms a core part of our HSEQ governance, alongside the Company Scorecard and National Strategy.

Each report considers:

• Planning and readiness for upcoming high-risk work.
• Application of HYer Standards and work planning (SWMS, permits, resourcing).
• Worker engagement, subcontractor coordination, and consultation.
• Management of issues, events, and learning opportunities.
• Verification that controls are effective and work is being executed safely.

Focus Activities

Focus activities are selected by the Safety and Sustainability BFWs to align with the intent of the Company Scorecard (Processes portion). Activities are generally kept consistent for the Scorecard period (financial year) but may be adjusted as needed to reflect changing business priorities. Any changes are to be agreed by the involved BFWs and communicated through the States.

HSE focus activities for the 2025/26 financial year include:

1. HSE Alignment and Business Partnership
2. Site Establishment, maintenance, and shut down
3. Proactive Planning Meetings
4. Work Delivery (HYer Standards, SWMS, HRW Check Ins, Workers Tools)
5. Learnings

Process and Frequency

Each month, ahead of Project Monthly Reviews, the Capacity Reporting follows this process for every active project:

• The HSE Business Partner consults with the Project Manager to compile the information, completes the Monthly Capacity Report meeting in HammerTech by adding commentary and next steps, and selecting an overall ADKAR rating for each focus activity.
• HSE Managers review each meeting, validate findings, adds extra commentary, and saves Inspection.
• Inspection data is visible via the Capacity Reporting tab in the HSEQ Dashboard, displaying latest Capacity Reporting entry, Proactive Planning entries, and other relevant inspections giving an overview of project status.

Trends and significant findings are discussed in State forums (e.g. HSE Committee meetings, ADKAR/Capacity review meetings) and shared with Senior Management through established reporting channels.

Each quarter, the National HSEQ&S Manager and General Managers provide national and state-specific updates at the QBR.

Continuous Improvement

To support continuous improvement of HSE performance processes, General Managers are committed to implementing actions from Capacity Reports and other findings in partnership with the HSE Function, so far as is reasonably practicable.

Insights from Capacity Reports, audits, inspections, observations, incidents, and subcontractor feedback drive ongoing learning and targeted improvements across projects. The process for System-wide continuous improvement is documented in the Management System Review procedure within Governance.

Sharing Learnings

Learnings from risk processes and HSE performance activities may be raised through forums such as HSE Committees, Capacity/ADKAR Reviews, or shared informally via email or direct communication with HSE Managers. These learnings may relate to Event Learnings, Workers Tools, Audit Findings, Industry Alerts, Inspector Notices, or updates to processes and procedures.

Learnings shared from these forums are then discussed at Fortnightly HSE Manager Meetings to determine which should be shared more broadly across the business, and agree on the most appropriate method of communication.

Audits and Assurance Activities

Audits and assurance activities are conducted in accordance with the HSE Inspections and Auditing Procedure.

Senior Leader Involvement

General Managers and Area Managers are expected to play an active role in both operational planning and performance oversight for HSE. To support this, each Senior Leader must:

• Attend at least one Proactive Planning Meeting on site per quarter, to engage directly with the project team in forward planning and HSE discussions; and
• Attend at least one Capacity Report Review per quarter, to contribute to performance evaluation and support continuous improvement across projects.

These two activities ensure Senior Leaders maintain a visible presence on site and remain engaged in both planning and performance aspects of HSE.

All participation is to be recorded in the relevant HammerTech module. Attendance at Proactive Planning Meetings, Capacity Report Reviews, or any related observations should be documented accordingly.

Site scheduling is prioritised based on project complexity, risk profile, and previous visit history. Coordination is managed by the Area Manager and HSE Manager to ensure consistent leadership presence across all projects.

CEO and Head of HSEQ & Sustainability – Project HSE Performance Visits

The CEO and Head of HSEQ & Sustainability conduct dedicated quarterly HSE performance visits to project teams across the country.

The purpose of these visits is aligned to the HSE Performance definition and are scheduled each quarter based on operational risk profiles and insights from Capacity Reports.

Definitions and Abbreviations

ADKAR – Awareness, Desire, Knowledge, Ability, Reinforcement (change and capability model used in Capacity Reporting)

BFW – Business Function Workgroup

Capacity Reporting – Structured HSE performance review process aligned to Scorecard

HSE – Health, Safety, Environment

HRW – High Risk Work

LTIFR, MTIFR, TRIFR – Lost Time Injury Frequency Rate, Medically Treated Injury Frequency Rate, Total Recordable Injury Frequency Rate

QBR – Quarterly Business Review

SFARP – So Far As is Reasonably Practicable

SWMS – Safe Work Method Statement

Senior Leaders – General Managers and Area Managers

References

• Work Health & Safety Act 2011
• Occupational Health and Safety Act 2004 (Victoria)
• Federal Safety Commissioner (FSC) Audit Criteria – FP1 Senior Management Commitment
• Federal Safety Commissioner (FSC) Audit Criteria – FP5 Project Performance Measurement
• ISO 45001:2018 Occupational Health and Safety Management Systems

Documents and Useful Links

• HSE Inspections and Auditing Procedure
• Management System Review Procedure
• Project Monthly Reporting Procedure