Mine Health and Safety Council

Achieving Zero Harm by

Promoting a Culture of OHS in the SAMI12th of November 2015

MHSC & KZN RTF Roadshow

Fleckson

Safety Research Coordinator

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Presentation Outline1. MHSC mandate, vision & overview

2. MHSC Research needs analysis

3. MHSC initiatives (WIM / 2014 OHS summit milestones)

4. MHSC Culture Transformation Framework (CTF)

5. Conclusion

• MHSC is a national public entity established in terms of the MHSA, No 29 of 1996.

• Advise the Minister on all occupational health and safety (OHS) issues in the mining industry relating to:

Research -(develop and implement) Legislation -(review and develop) Promotion -(disseminate research findings)

*Possible research outcomes• Development of education, training and awareness material.• Identification of potential leading practices.• Developing / identifying technology.• Developing / reviewing standard operating procedures, codes of practices, regulations and guidelines.• Identification of areas requiring further research.

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MHSC Mandate

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MHSC Mandate……

Driven by

VISION • Being a knowledge leader and the trusted advisor to the

Minister & Stakeholders on OHS matters in the SAMI.• Promoting OHS transformation in the SAMI towards

the achievement of Zero Harm to employees & communities affected by mining activities.

MISSION • Promoting OHS culture in the SAMI by providing advice

to the Minister, liaising with statutory bodies & fostering an effective tripartite partnership.

• Creating and disseminating information on leading practices to the mining industry.

MHSC Vision and Mission

MHSC Overview

1. Human Factors / Behavioral Safety.

2. Rockfalls.

3. Rockbursts.

4. Explosions and Fires.

5. Machinery and transport systems.

6. Airborne pollutants.

7. Physical hazards.

8. Occupational Diseases.

9. Special Projects.

MHSC Research Thrust Areas

MHSC Research needs analysis processNo. Process Due date 1 Review of OHS statistics and data obtained primarily from the Department

of Mineral Resources to establish research priorities. 30th of November 2015

2 Review of previous research done locally and internationally to ensure that there is no duplication of research efforts.

30th of November 2015

3 Assessments of external developments that impact on OHS such as economic considerations, new technology and skills capacity. The latest developments are considered which are having an impact on OHS in the industry and which may require MHSC intervention to bring about an improvement.

30th of November 2015

4 A review of the current projects for analysis to see if the outcomes will necessitate further work during the next financial year.

30th of November 2015

5 Stakeholders inputs into the research needs based on evidence based motivations for research.

30th of November 2015

6 Stakeholder workshop - Originators to present on evidence based motivations for research

31st of January 2016

7 SIMRAC approval 29th of February 2016

8 MHSC approval 31st of March 2016

9 Research Procurement During the 2016/2017 financial year

Research motivation template MHSC 2017/2018 ANNUAL RESEARCH PROGRAMME: EVIDENCE BASED RESEARCH MOTIVATION

1. Research question to be addressed 2. Champion / Study Mine

3. Background / motivation to the research question

4. Expected outcomes of the research

5. Envisaged duration of research

6. Estimated cost of the project

7. Name and contact details of the originator of the project

Evaluation of the motivations• The submitted evidence based motivations will be assessed as

“Supported” or “Not Supported”.

• Supported evidence based motivations will be scored as follows:

1 – low priority2 – medium priority3 – high priority

• The scoring will be presented to SIMRAC with the projects ranked from “high priority” to “low” for subsequent recommendation to the MHSC for approval.

Recap: Research needs analysis• Stakeholders to submit their motivations to the MHSC by

the 15th of December 2015.

• The involvement of stakeholders at the research determination stage will ensure:

That “real challenges and issues” as experienced at the “coalface” are address to enhance OHS conditions in the SAMI.

Better implementation of research outcomes (increased sense of ownership).

Improved data collection and access to champion sites

MHSC Initiatives - Issues faced by WIM

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• About 10% of the total Workforce in the SAMI are women.

• Introduction of women into the historically male dominated

mining industry comes with OHS challenges -MHSC conducted

research to address OHS issues affecting WIM.

• PPE for women – (PPE for WIM Handbook- Hardcopy / e-copy

in English, Zulu, Sotho, Tsonga & Afrikaans; PPE for WIM

designs; PPE for WIM guidelines).

• Safety and Security challenges impacting WIM- (guidelines to

assist the SAMI to deal with WIM challenges).

• Awareness material to curb Sexual Harassment at workplaces.

MHSC Initiatives - PPE for Women in Mining

• Conducted research to mitigate against risks from FOG, Transport & machinery systems, explosions & fires, occupational exposures etc.

• Development of books / handbooks in rock engineering, safety, ergonomics, occupational health, hygiene etc.

• Development of the culture transformation framework - Promoting a culture of OHS in the SAMI.

• Development of training and awareness material such as banners, pamphlets, posters, videos

MHSC Initiatives - Research

• Refuge Bays Regulations.• Cyanide management guidelines.• Explosive regulations.• PPE guidelines.• Electrical regulations. • Trackless Mobile Equipment guidelines.• Underground rail bound equipment guidelines.

MHSC initiatives - Regulations / Guidelines

MHSC Initiatives - 2014 OHS MilestonesAim - Accelerate the journey to zero harm.

Key features• The milestones were developed collaboratively by the stakeholders.• The milestones were agreed upon by our Principals.

MHSC Initiatives - 2014 OHS MilestonesKey features…

The milestones are “SMART”:

Specific - Clear action plans and initiatives were developed for each milestone.

Measurable – Indicator of progress is defined.

Assignable - Roles and responsibilities defined.

Realistic – Implementation of risk-specific activities such as the adoption of leading practices and implementation of research outcomes.

Time-related - Clear timeframes for delivery

Culture Transformation Framework• 100% implementation of the

Leadership, Risk Management, Data Management, Diversity Management, Leading Practice and Bonus and Performance Incentive pillars by December 2020.

• Implementation of the Integrated Mining Activity, Technology, Inspectorate, Tripartism, Regulatory Framework pillars after December 2020.

Establish Centre of Excellence for research, research implementation and capacity-building

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Elimination of fatalities and injuries• Zero fatalities by Dec 2020• 20% reduction in serious injuries per year by Dec 2016• 20% reduction in lost time injuries per year from Jan 2017

Elimination of occupational diseases- By December 2024 95% of all exposure measurement results must be below the following limits for the respective respirable dust:• 0.05 mg/m3 for silica dust• 1.5 mg/m3 for platinum dust• 1.5 mg/m3 for coal dust• No new cases should occur amongst previously unexposed individuals

Elimination NIHL• By December 2024, noise emitted by equipment should not exceed 107

dB(A).• By December 2016, no employee standard threshold limit will exceed 25

dB from the baseline .

Reduction and prevention of TB, HIV & AIDS• By December 2024, the TB incidence rate should be at or below the

National TB incident rate.• 100% of employees offered HIV Counseling and Testing (HCT) annually

& all eligible employees linked to an Anti Retroviral Treatment (ART) programme.

MHSC Initiatives- 2014 OHS Summit milestones

Background of the CTF

• Over the years, the SAMI’s focus has been on attempting to improve OHS conditions through technical interventions with little consideration of the human and organisational elements.

• Evidence indicate that:- Human and organisational Factors contributes about 88% of all accidents and incidents in the workplaces.

• A paradigm shift is required to:- focus on organisational and human factors in-order to accelerate the attainment of Zero Harm.

• There is need to:- “change our minds in order to change our mines”.

“Changing Minds,………….

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…………..Changing Mines”

ZERO HARM

Health and safety culture (HSC)

HSC must be our way of life (lifestyle).

HSC encompasses the extent to which we will:

• Commit to personal responsibility for OHS.

• Act to preserve, enhance and communicate OHS concerns.

• Strive to actively learn, adapt and modify behavior based on lessons learned from mistakes.

CTF Vision & Mission

Vision All Tripartite Stakeholders of the SAMI, must see a future in which EVERY MINE EMPLOYEE SHALL RETURN FROM WORK UNHARMED EVERY DAY.  MissionThrough individual and collective efforts, all stakeholders of the SAMI must:

• Adhere to the values of care and dignity towards each other.• Shy away from a culture of blame .• Pursue a fair sanction through honesty , transparency , trust and

equality to attain ZERO HARM.

 

CTF Strategic Approach

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We must acknowledge that:a) Our approach was wrong in the past; we need to move away from the

culture of blame and paternalism.b) An effective OHS strategy involves multiple dimensions such as

leadership behaviour, employee behavior, culture, management systems and technology .

NB: The above dimensions vary in nature and magnitude between different companies and sites , thus priorities may differ .

In building our OHS strategy we must:a) Express clear roles and responsibilities at all levels.b) Be proactive and systematic.c) Aim for systems that are simple.d) Aim for systems that are understood by all employees.e) Aim for systems which empower employees.d) Aim to build a trusting culture.e) Adopt leading practice and research outcomes to improve OHS .

Recap: 2014 OHS Summit Milestones- Implement CTF

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Implementation of the approved CTF By December 2020 there will be 100% implementation of:

o The Leadership Pillar of the CTF o The Risk Management Pillar of the CTF

o The Bonus and Performance Incentive Pillar of the CTF

o The Data Management Pillar of the CTFo The Diversity Management of the CTF o The Leading Practice pillar of the CTF

After December 2020 the remaining pillars will be implemented:o The Integrated Mining Activity Pillar of the CTFo The Technology Pillar of the CTFo The Inspectorate Pillar of the CTFo Tripartism Pillar of the CTF

o Regulatory Framework Pillar of the CTF

Initiatives – Activities

TRANSFORMING THE SOUTH

AFRICAN MINING

INDUSTRY

MHSC’s Culture TransformationFor each pillar there is:

1. Objective2. Minimum Standards3. Roles and Responsibilities4. Action Plan:

• Gap analysis between minimum standards and your current standards.

• Closing the identified gaps. • Implement.• Check and continually improve.

LEADERSHIP PILLAR

All Leaders must lead by example in walking the ZERO HARM talk • Leaders must play a critical role in changing culture.

Minimum standards

A leadership programme for all operational levels of leadership which includes, as a minimum:

1. An annual performance assessment of zero harm leadership.

2. A leadership development programme.

3. A visible leadership programme with measureable targets.

4. A programme to effectively engage and empower workers.

RISK MANAGEMENT PILLAR

We must eliminate risks at their source and investigate the root causes of incidents – Shy away from the culture of blame

Minimum standards

The accident investigation system must, as a minimum, include:

1. A distinction between different types of human error (slips or lapses).

2. An explicit consideration of organisational system issues.

3. A regular evaluation, carried out by a multi-functional internal stakeholder team.

BONUSES AND PERFORMANCE INCENTIVES PILLAR

ZERO HARM must be prioritised ahead of production

Minimum standards

We should strive to have a ZERO HARM based bonus system that:

1. Enhances safe and healthy production.

2. Includes a combination of leading / lagging / OHS indicators in the determination of the zero harm.

3. Includes a regular evaluation of whether those affected by the bonus system understand it and consider it fair.

DIVERSITY MANAGEMENT PILLAR

We must remove obstacles to the kind of workplace relationships that are conducive to achieve ZERO HARM (racism, genderism and any forms of unfair discrimination).

Minimum standards

1. Diversity management competence must be a requirement for all levels of management (to be part of the leadership programme).

2. A focal point to champion diversity management in the organization.

3. Regular diversity audits (to be part of the monitoring of the culture transformation in the organisation.)

4. We must adopt a culturally-sensitive way to deal with serious injuries and fatalities; e.g. allowing an opportunity for mourning say through holding a memorial service at the affected operation.

5. A culturally-sensitive OHS awareness process to raise awareness about OHS issues.

LEADING PRACTICE PILLAR

We must take a common approach to identifying and facilitating the adoption of leading OHS practices and research outcomes.

Minimum standards

1. Support sector level initiatives on the implementation of research outcomes and adoption of leading practices (MOSH / MHSC).

2. Investigate leading practices/new research objectively with appropriate consideration of benefits and risks to be as low as reasonably practicable.

3. Leadership support at all levels have a clear understanding of what they have to do to enable and lead sustainable adoption and this is appropriately included in their performance contracts.

4. There is early and effective involvement of those affected by the adoption including their knowledge, beliefs and values.

5. Adequate training, technical support and explicit financial resources for adoption.

6. Monitoring of progress with the adoption and sustained monitoring of its impact through self-assessment and independent verification.

DATA MANAGEMENT PILLAR

• We must establish a data system that allows effective and timely collection, capture, analysis, communication, dissemination – Assist the SAMI to make informed decisions on OHS issues

The road to ZERO HARM• Attaining ZERO HARM is a journey

which is long, windy and bumpy

• Through TRIPARTISM, huge progress has been made in reducing the frequency of mining fatalities in the SAMI: 482 in 1994 vs 84 fatalities in 2014.

• Reaching the CTF’s 2020 milestones is indeed a difficult task that calls for dedication and co-operation from all

Zero Harm

Skills, capacity

and training

Relevant knowledg

e and informatio

n

Health and Safety Culture

Conclusion - Attaining ZERO HARM

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• The 2014 OHS milestones includes the implementation of CTF pillars as agreed upon by our Principals.

• Implementation of CTF Pillars, research outcomes and leading practices are Mining Charter requirements aimed at improving OHS conditions.

• Stakeholders are encouraged to think out of the box and come up with practices which surpasses the CTF minimum standards thus potentially become LP for the sector.

EVERY MINE WORKER RETURNING FROM WORK UNHARMED EVERYDAY

MINE HEALTH AND SAFETY COUNCIL

STRIVING FOR ZERO HARM