Global Safety. 16 November 2007 AMM Meeting. Wilco Uys

Transcription

1 Global Safety 16 November 2007 AMM Meeting Wilco Uys

2 Safety Management is like sweeping water uphill. You can never stop

3 Sustainable Development Sustainable Development to be implemented throughout the group. Defined the concept as: the internalisation of environmental and social responsibilities into our core business strategy, in a phased manner that enables us to deliver lasting benefits to current and future generations of shareholders, employees and all other stakeholders

4 Integrated SHE Approach SHE Policy Sasol IRMS (Integrated Risk Management System) Vision Values Strategy Working SHE Policy Safety Health Environment Safety Milestones Mining Process Safety Management Standards DuPont SIP² Sasol Mining SHE Model Health Milestones Dust Improvement Plan Noise Action Plans Environmental Management Program Compliance EMP Amendments OHSAS ISO SIMRAC (Safety in Mining Research Advisory Committee) Toolkits Root Cause Analysis (RCA), HIRAC, Safe Making Behaviour Legislation Mine Health & Safety Act Sasol SHE Centre Guidelines

5 Sasol Vision To be a respected global enterprise, harnessing our talents in applying unique, innovative and competitive technologies to excel in selected markets in the energy, fuels, chemicals and related sectors in Southern Africa and worldwide

6 Sasol Values Customer focus We meet customers needs by providing world-class service, optimal product performance and efficient support systems Winning with people We reward performance and the promoting and harnessing of diversity. We respect and encourage individuals to grow as unique contributors both to their teams and the entire organisation Safety We commit to eliminate all incidents and work to world-class safety standards

7 Sasol Values Excellence in all we do We pursue world class business and operating standards and superior performance within a framework of sound governance and internationally accepted health and environmental standards and practices Continuous improvement Our innovative spirit drives us as we continuously improve our performance Integrity We maintain the highest level of ethics, fairness and transparency in our interaction with each other, customers and all other stakeholders

8 SHE Management Strategy SHE Management is decentralised to the operations where line personnel take full responsibility. The decentralised SHE Management functional experts are supported by a small core team of administrators and SHE Management specialists that supply SHE thought leadership and strong templates to the operations. Sasol Mining wide issues such as Government and Industry matters will be dealt with by the core team with proper inputs by line personnel.

9 SHE Management Strategy (continued) Definitions Strong Templates Robust, mutually agreed and standardised formats and processes used in the management of SHE. Strong templates guide and align actions to ensure sound governance. Examples Uniform layouts and approaches towards Mandatory Codes of Practices Standardised incident analyses based on barrier analysis technique SHE Thought Leadership Taking the lead in managing knowledge regarding SHE management world best practices. Always up to date with latest SHE management trends and give direction towards world class SHE performance.

10 Sasol Mining : SHE Policy

11 Sasol Mining : SHE Policy

12 Sasol Mining : Working SHE Policy We will maintain and operate our equipment and facilities to produce, transport and process coal with a Zero Harm approach to ourselves, our environment and our facilities.

13 Sasol Mining SHE Model Educate our our Zero Employees Harm Knowledge Incidents Skills Skills Abilities Abilities Awareness Awareness Enforce Behaviour Self discipline Discipline Complying Coaching Communication Demonstrating Instructions Actively caring Recognition Engineer the the Environment Instructions Rules Set standards Housekeeping Propaganda Auditing Codes SHE integrated of practice risk Operating management procedures system Codes of practice Operating procedures Equipment Tools Equipment Tools

14 Industry Milestones Safety Industry Target : Zero rate of fatalities and injuries In the Coal Mining Sector: by 2013 achieve constant and continuous improvement equivalent to current international benchmarks, with a year on year improvement of 20% at the least.

15 Industry Milestones (continued) Health Industry Target : Elimination of Dust Dust Mechanical Miner sampling 90% of samples taken must be below 5mg/m³ Personal Sampling By December 2008, 95% of all exposure measurement results will be below 0.1mg/m³ silica and 2mg/m³ coal dust After December no new cases of silicosis and pneumoconiosis ( Coal Miner s Lung ) amongst previously unexposed individuals (Previously unexposed individual = individuals unexposed prior to 2008, i.e. equivalent to a new person entering the industry at 2008).

16 Industry Milestones (continued) Health Elimination of Noise Induced Hearing Loss (NIHL) (The present noise exposure limit specified in regulation is 85dB(A) By December no deterioration in hearing greater than 10% amongst occupationally exposed individuals By December noise emitted by all equipment must not exceed 85dB(A).

17 Sasol Mining: Safety and Health Management Approach 1 Process Approach: Structured and Systematic Elemental Implementation Process Methodology Ownership: Process Custodian Element Custodian Implementation Custodian Elemental Intent, Guidelines Protocol: What and How to be done. Sasol / Sasol Mining Standardized Templates Limited Departmental Customization Process Evaluation: OSHAS Certification

18 OHSAS 18001: The Sasol Mining Way OHSAS Elements PSM Elements Mining PSM Standards Custodian General Requirements Custodian Occupational Health and Safety Policy Planning: Hazard Identification Risk Assessment Controls Legal Objectives Programme Operations Manager Group Safety Manager Mining Legal Advisor Operations Manager Operations Manager PSM = Process Safety Management

19 OHSAS 18001: The Sasol Mining Way OHSAS Elements PSM Elements Mining PSM Standards Custodian Implementation and Operation: Structure and responsibility Training, Awareness and Competence Consultation and Communication Documentation Document and Data Control Operational Control Emergency Preparedness and Response Mining Risk Manager Operations Manager Specialist SMB Custodian Mining Risk Manager Group Safety Manager Mining Risk Manager PSM = Process Safety Management

20 OHSAS 18001: The Sasol Mining Way OHSAS Elements PSM Elements Mining PSM Standards Custodian Checking and Corrective action: Performance Measurement Harm incident / incident Records Audits Management Review Mining Risk Manager Operations Manager Mining Risk Manager Lead Internal Auditor Operations Manager PSM = Process Safety Management

21 OHSAS 18001: The Sasol Mining Way Additional PSM Elements not covered by OHSAS Service Providers Operational Control Work Permits

22 Roles and Responsibilities : Line Organisation Investigating incidents Scheduling and conducting audits Developing safety rules Developing safe job procedures Initiating safety programs and activities Training employees in the safety aspects of their jobs Training supervisors in their safety responsibilities

23 Roles and Responsibilities : Line Organisation (continued) Conducting safety meetings Chairing safety committees Determining safety goals and objectives Disciplining for safety Establishing and enforcing safety rules Planning for emergencies

24 Roles and Responsibilities : Safety Professionals Coordinating all site safety activities Advising management on safety issues Analysing sitewide safety needs Plotting sitewide safety audit trends Classifying injuries Providing resource information on safety Analysing injury patterns Liaison with external stakeholders

25 Sasol Mining Safety Improvement Plan³ Safety Focus Areas Timeline Action 1 Personal attitude towards Safety The Leadership of Sasol Mining has adopted 4 or 5 personal safety behaviours that demonstrate commitment to Safe Making Behaviour. Some examples are : Active caring process (Cleansing process) for contravening basic Safety rules Continuous All Crucial conversation with respect to personal attitude on Safety when reported Level 4 upwards Never walk past an unsafe behaviour or situation without intervention. (Zero Harm Risk Approach) Continuous All Live by Personal Safety Pledges Continuous All Sharing best practice within agreed strategy and guidelines October 2007? Always demonstrate Safe Road behaviour Continuous All She KPA must have a minimum weighting of 20% and should include both output as well as input KPI s FY 07/08 Operations Manager Develop management standard protocols to enforce Visible FELT Leadership November 2007 Safety Behaviour Specialist All LWDC and potential LWDC presentations will include referenced to procedures to test compliance October 2007 Operations Manager o Test revision of procedure after a repeat accident All Develop a sustainable incident reporting system with recognition October 2007 Group Safety Manager Implement buddy system with supervisors when a new person enters site October 2007 Operations Manager Principle Organisations don t change, people do. People change one by one! If it s going to be, it s up to me The personal attitude towards Safety at Sasol Mining, especially by Supervisors and Next Higher Managers forms the base of Sasol Mining s Safety Improvement Plan. This is deemed so important that a Personal Action Plan Facilitator has been appointed to facilitate always up to date Personal Action Plans of Sasol Mining s leadership.

26 Sasol Mining Safety Improvement Plan³ (continued) Safety Focus Areas Timeline Action 2 Skills and Competency Development Safety and Health Structure: Create understanding that training, awareness and competence is an OSHAS element (4.4.2) and it should be integrated with the Safety and Health structure Training: EWG Workshop to understand Mining Qualifications Authority requirements and actions to comply Accelerated Training programme for Miner and Artisan development to Shiftboss and Foreman competence. Establish a reserve bench for Miner and Artisan training. Standards for site specific training based on Franchising concept Develop a modular (CE type) training for Safety Professionals 1October 2007 onwards Operations Manager Training Manager Technical Training Manager Training Manager Group Safety Manager Standardized Electronic Incident investigation 1 November 2007 onwards Expectra/Repro Risk The Hazard Identification Risk Assessment Controls (HIRAC) and Safe Making Behaviour (SMB) coaching concepts will form the base of Sasol Mining s coaching methodology 1 September 2004 onwards Supervisors Send selected Leaders to DuPont sites overseas for international Safety and Health exposure 1 February 2008 onwards Managing Director Principle Excellence requires passionate people with the appropriate skills, competence and experience

27 Sasol Mining Safety Improvement Plan³ (continued) Safety Focus Areas Timeline Action 3 SHE Roles and Responsibilities Confirm revised roles of: Safe Making Mabeka Full Time Safety representatives (Selected by Safety Representatives) Safety Representatives Review Management Standard Roles, Responsibilities, Authority and Accountability in Sasol Mining SHE Doctrine (page 123) Define the roles and responsibilities of Subject Matter Experts SMB Specialist Group Safety Manager Group Safety Manager Group Safety Manager Group Safety Manager, Subject Matter Experts Principle Clear roles and responsibilities flows from the effective communication and management of expectations

28 Sasol Mining Safety Improvement Plan³ (continued) Safety Focus Areas Timeline Action 4 Service Providers Sasol Service Provider audit Continuous Sasol Secunda Shared Services SP Audit Team Service Provider site specific harm incident reduction plans Standardize Sasol Mining specific Service Provider Operational SHE Manual with set minimum requirements Starting October Complete February 2008 Starting October Complete March 2008 Service Provider Safety and Health Custodian Service Provider Safety and Health Custodian Revise contracts when and where appropriate Annually Safety Core Team, PSM Review and agree improvement plan for next steps July 2006 Steering Committee Principle If Service Providers are treated like employees, they tend to behave like employees

29 Sasol Mining Safety Improvement Plan³ (continued) Safety Focus Areas Timeline Action 5 Process Safety Management Sasol Mining Process Safety Management network champion appointed July 2006 Operations Manager Embed the OSHAS elements as part of an integrated Mining Process Safety Management approach Develop site specific registers based on: Safety Management Baseline Risks Sasol Mining Legal Register Incident Closure Test the electronic based incident analysis methodology Refine the Sasol Coal Supply (SCS) SAP based incident closure methodology and roll out Sasol Mining wide Evaluate having three phases in Incident investigation each phase with specific participants Crucial discussions on Lost Workday Cases and selected harm cases January 2008 Onwards Commence January 2008 Commence October 2007 October 2007 Onwards November 2007 Onwards November 2007 Onwards March 2007 onwards All Group Safety Manager Group Safety Manager: OSHAS Element Custodian Group Safety Manager SCS SAP Super User General Manager: Sasol SHE Managing Director Principle Successful Process Safety Management systems implementation requires dedicated, competent resources backed by committed senior line management

30 Sasol Mining Safety Improvement Plan³ (continued) Safety Focus Areas Timeline Action 6 Best Practices Follow-up sessions with DuPont to address findings of the 3 nd safety review April 2008 Safety Core Team, DuPont Safety Resources Enhancement of Best Practices identification, application and adoption through an agreed methodology Ensure the application of Best Practices internally at the Sasol Mining operations November 2007 Continuous Group Safety Manager Safety Core Team, Sasol Mining to actively participate in the Safety initiatives of the South African Chamber of Mines and Mine Health and Safety Council and to access Best Practices from other mining companies Appoint subject matter experts on selected topics to close loop on learning from incident investigations and best practices implementation Continuous Continuous Principle The rate at which best practices can be leveraged company wide significantly enhances the existing safety culture Line Leadership Operations Manager, Safety Core Team Safety Core Team

31 Sasol Mining Safety Improvement Plan³ (continued) Safety Focus Areas Timeline Action 7 Governance Review SHE Forum Mandate November 2007 Operations Manager SHE Forum attendance of cardinal importance March 2007 onwards Wednesdays site specific SHE inspections and actions (in-house, own team at own site) January 2008 Onwards Populate the SAP Enterprise Documentation Management System (EDMS) including Know Risk 3 January 2006 and SAP Risk Control onwards Mine and Plant Managers, Managers Engineering Services, Chief Safety Officers Mine and Plant Managers Safety Core Team, Line Personnel Redraft disciplinary code of practice to include drug and alcohol testing, fatal behaviour contravention and access control November 2007 Human Resources Manager Manage SIP³ as a Project with an appointed Project Administrator and Tracker November 2007 Onwards Operations Manager, Group Safety Manager Principle High integrity assurance is a key leading indicator of the effective identification and control of Safety, Health and Environmental risks.

32 Sasol Mining : Incident Investigation and Closure Methodology Reportable or harm incident 75% time 15% time 10% time In loco inspection Analysis Root cause Causes and contributory factors Root cause statement Remedial action Preventative action Leadership Commitment Execution of action Critical for closure Track implementation of action Barricade off No disturbances Rescue personnel Correct Persons Present Those investigating Responbile Managers Union Representative(s) Legal Advisor(s) Surveyor(s) Subject Matter Expert(s) DME Inspector(s) Those involved Statements from injured and witnesses Photographs Re-construct chain of events Gather relevant information Keep area fenced off until cleared by MD Adequate Venue Correct Persons Present Permanent Process Facilitator All Mine / Department Manager s Involved Mine/Department Personnel Union Representative(s) Legal Advisor(s) Ad-hoc Surveyor(s) Subject Matter Expert(s) Review statements Review available information Construct story line Identify and analyse hazards Identify and assess barriers/controls Have actions been done? Audit Team Chief Safety Officers Are actions effective? Determined by repeat incident occurrences Proper Project program with time lines Sasol Mining SHE Forum will identify those actions that need to be implemented Sasol Mining wide

33 The Eight Red Flags of Safety New on the job Unplanned Mining out of sequence Make a plan Subcontractor Excessive overtime Poor housekeeping No/Poor supervision High risk situations Fatality in the making

34 Sasol Mining Dust Improvement Plan Dust Focus Area 1. Personal attitude towards Safety and Health Timeline Action The Leadership of Sasol Mining has ascribed to the Milestones of the Mining Charter. It is an obligation to reach the targets for Health and Safety by the dates set for achievement. Each person is required to contribute fully towards meeting legal requirements through the following: Never walk past an unsafe behaviour or situation without intervention (Zero Harm Risk Approach) Accept accountability for the dust created during the production process Accept responsibility to ensure that the legal requirements are met Continually encourage the reporting of dusty conditions Incorporate commitment to dust requirements into Personal Action Plans (Lead Indicators including Roles and Responsibilities) Promote awareness through insisting on compliance to the required specifications Principle Ignorance of the law is not acceptable. One can not hold another at ransom for your own transgressions. 6 May 2005 onwards December 2005 December 2005 December 2005 onwards January 2006 December 2005 onwards Employees All All All All All

35 Sasol Mining Dust Improvement Plan Dust Focus Area 2. Perform a baseline study Timeline Action Determine if the dust suppression equipment currently deployed at the Sasol Mining operations can ensure conformance to the legal requirement at prevailing production levels Communicate the results April 2005 May 2005 onwards Inus Labuschagne Principle To prove that compliance with dust suppression requirements is achievable.

36 Sasol Mining Dust Improvement Plan Dust Focus Area Timeline Action 3. Optimise existing systems Intake air Ensure that dust suppression equipment on conveyor systems is installed according to the specified requirements Ensure that travelling roads are maintained free from lose dust, treated or kept wet Ensure that stonedust refill points are well ventilated to the return airway Ensure that dust from bunkers does not contaminate intake air Maintain air utilisation as per requirements Continuous miner dust Ensure that the dust suppression system installations are correct as per specified requirements Ensure that the equipment on the cm is maintained as per specified requirements Ensure that maintenance teams and operators take ownership of the maintenance process Ensure that prep shift teams perform their maintenance duties and understand their impact on compliance Principle Equipment will only perform to the level it is cared for. Employees must understand that dust suppression equipment is installed to allow the production process to be performed in a safe and healthy manner. This is ineffective if not cared for and the people exposed will be at risk. December 2005 December 2005 onwards December 2005 December 2005 December 2005 onwards December 2005 onwards December 2005 onwards December 2005 onwards December 2005 onwards Engineers Managers Services Occupational Hygienists Occupational Hygienists Occupational Hygienists Engineers Engineers Shaft Managers Chief Foremen Mine Overseers Chief Foremen Mine Overseers

37 Sasol Mining Dust Improvement Plan Dust Focus Area 4. Coaching and Training Sasol Mining has assigned a specialist on dust suppression to do regular daily underground coaching/training sessions at the mechanical miners It is expected of you to ensure the continuous application of dust suppression best practices in all aspects, ranging from equipment standardization to operational practices. Regular daily underground coaching/training sessions will thus form an integral part of your improvement strategy. On-the-coalface knowledge transfer will be of paramount importance. Induction training is done weekly by an Occupational Hygienist Specialist in-section audit and coaching through the safety auditing team and to close the loop on learning from deviations and best practices implementation Implement the use of the new standard manual CI Training Officials must be fully trained in the standard for dust suppression Principle An informed person will be able to make an informed decision. Timeline 01 September 2005 December 2005 onwards 04 April July December April 2006 Action Mine Managers Managers Engineering Services Production Supervisors (Mining and Engineering) Occupational Hygienists Paul Strydom M/O, S/boss, Miner Paul Strydom M/O, S/boss, Miner Occupational Hygienists Mine Managers Managers Engineering Services Training and Induction CI Coordinator Occupational Hygienists

38 Sasol Mining Dust Improvement Plan Dust Focus Area 5. Transfer Best Practices Sasol Mining to actively participate in the Safety initiatives of the South African Chamber of Mines and Mine Health and Safety Council and to access Best Practices from other mining companies Sasol Mining to lead the South African Colliery Environmental Practitioners Association as to access Best Practices from other mining companies 6. Hazard Identification Deploy real time dust monitors to assist in immediately identifying dust concentrations exceeding the limit Train all users of real time dust monitors in the use of the instrument Principle Managing the inherent hazards of an operation / process requires that these hazards are IDENTIFIED, UNDERSTOOD and subsequently CONTROLLED. Timeline 2004 onwards 2003 onwards 05 December December 2005 Action Occupational Hygienists Occupational Hygienists Occupational Hygienists Occupational Hygienists Mine Overseers

39 Sasol Mining Dust Improvement Plan Dust Focus Area 7. Develop Hardware Timeline Action Develop the Fogger unit with Joy to function on the continuous miners Develop the Cyclone scrubber with Megchem and Epsilon Engineering Services Investigate the Wet head auger application Investigate the principle of self-cleaning water nozzles Principle Develop means to perform better than the current legal requirement. June 2005 to March 2006 August 2005 to June 2006 Ongoing December 2005 Project Team Project Team Dick Wardle

40 Sasol Mining Dust Improvement Plan Dust Focus Area 8. Governance Clarify and operationalise Roles and Responsibilities. Reviewed existing standards Maintain the existing inspection sheet usage and reporting structure Implement measures to reduce the time lag for results from laboratory to the next day Principle High integrity assurance is a key leading indicator of the effective identification and control of Safety, Health and Environmental risks. Timeline 12 December 2005 November 2005 Ongoing December 2005 Action Occupational Hygienists Mine Managers Occupational Hygienists Occupational Hygienists Occupational Hygienists

41 Sasol Mining Bradley Safety Strategy Recordable Case Rate 2,5 2,0 1,5 1, ,5 The Bradley model indicates the relationship between Organisational Safety Management and the Recordable Case Rate over time July 2005 (1.51) Sasol Mining November 2007 (0,71) Avoid Fatal Behaviours Prevent Fatal Behaviours Continuous Safe Making Behaviour Phase Dependent Independent Interdependent Intervention Safety Management Training Operational Technical Training Hazard identification Risk Assessment Controls One-on-one Coaching Behaviour and Task Observation Safe Making Behaviour Key Words Compliance, Discipline, Rules Stick to Procedures Obey Rules Integrity; Self-responsibility and Selfdiscipline Love for self Collaboration, maturity, team building and commitment Brother s keeper Style Manage Manage /Llead Lead I do it so I don t get caught I do it so I don t get hurt I do it so none of us gets hurt

42 Business Units - Recordable Case Rate Sasol Mining Business Units Recordable Case Rates 12 Month Moving - October 2007 (Including illness cases) Tw istdraai Plant 0.23 OTS 0.57 SCS 0.83 Business Unit Syferfontein UG Twistdraai Sasol Mining Brandspruit Bosjesspruit Middelbult 1.56 Sigma 1.67 Divisional Recordable Case Rate Recordable Case Rate

43 Recordable Case Rate (Excluding Illness cases) Sasol Mining Business Units Recordable Case Rates 12 Month Moving - October 2007 (excluding illness cases) Tw istdraai Plant Bosjesspruit OTS Business Unit Twistdraai Syferfontein UG SCS Sasol Mining Brandspruit Sigm a 0.97 Middelbult Divisional Recordable Case Rate Recordable Case Rate

44 Fatality Case Rate Sasol Mining Anglo BECSA Xstrata Exxaro Coal Total Coal Delmas 0.05 Fatality Case Rate Nov-06 Dec-06 Jan-07 Feb-07 Mar-07 Apr-07 May-07 Jun-07 Jul-07 Aug-07 Sep-07 Oct-07

45 Lost Workday Case Rate Sasol Mining Anglo BECSA Xstrata Exxaro Coal Total Coal Delmas Lost Workday Case Rate Nov-06 Dec-06 Jan-07 Feb-07 Mar-07 Apr-07 May-07 Jun-07 Jul-07 Aug-07 Sep-07 Oct-07

46 Recordable Case Rate Sasol Mining Anglo BECSA Xstrata Sasol Group Target Exxaro Coal Total Coal Delmas Sasol Mining(incl illness cases) Recordable Case Rate Nov-06 Dec-06 Jan-07 Feb-07 Mar-07 Apr-07 May-07 Jun-07 Jul-07 Aug-07 Sep-07 Oct-07

47 Number of Mechanical Miners SASOL MINING Number of Mechanical Miners below 90% compliance to the 5mg/m³ limit Monthly Actual 2006/ Number of Machines Nov 06 Dec 06 Jan 07 Feb 07 Mar 07 Apr 07 May 07 Jun 07 Jul 07 Aug 07 Sep 07 Oct 07 Bosjesspruit Brandspruit Middelbult Sigma Syferfontein TwistColliery

48 What works for us at Sasol Mining Subject Matter Experts Full-time union secondment Monthly SHE Forum Open safety cheque book Peer pressure Rigorous on a repeat Awareness Specialist

49 Safety Challenges Low hanging fruit is gone Achievements more difficult Instil leadership passion determination to excel Maintaining SHE Awareness Nurturing a SHE culture Journey to Zero Harm never ending Incident rates are not true measures of supervisory performance and commitment Declining injury rates not a guarantee to prevent a catastrophic incident (BP Texas City incident 15 dead and plus U$ billion claims) On the right track NEVER allow substandard acts Far from having arrived

50 Safety Imperatives Personal safety to set example Employee dedication / passion / pride Consistency the base of sound safety leadership walk the talk (24/7) Housekeeping Safety professionals on site at work Near hit reporting (and discussion) Harm incidents / near hit incidents are teachable opportunities Rewards sufficiently large to gain attention and maintain interest

51 Safety Trends Leadership commitment Clear values Integrated production / Safety approach Regular review of Safety Management systems Continuous auditing, coaching and feedback to Line Leadership Incident investigations facilitated by outside parties / internal specialists Upturn in training 6 days per year Supervisor safety meetings evaluated and rewarded Behavioural safety common thread