Creating a Safety Culture at Prominent Hill. Client – Oxiana Location – 135km SE Coober Pedy...
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Transcript of Creating a Safety Culture at Prominent Hill. Client – Oxiana Location – 135km SE Coober Pedy...
Creating a Safety Culture at Prominent Hill
Creating a Safety Culture
at Prominent Hill
Creating a Safety Culture at Prominent Hill
Client – Oxiana
Location – 135km SE Coober Pedy
Status – Greenfield, startup
Creating a Safety Culture at Prominent Hill
Creating a Safety Culture at Prominent Hill
E
N
THE MINE
• Open Pit (final)1.4km x 1.2km x 510m deep
• Copper/Gold
• Strip ratio 6.25:1
Creating a Safety Culture at Prominent Hill
Creating a Safety Culture at Prominent Hill
THE CONTRACT – 6 YEARS
• Mobilize September 2006
• Start Mining 1st October
• Stage 1, Mining Infrastructure – Dec 2006
(completed)
• Stage 2, Ore to ROM – March 30 2008 (mine depth
100m)
• 40bcm in 18 months
Creating a Safety Culture at Prominent Hill
Mine Infrastructure - WORKSHOP
Creating a Safety Culture at Prominent Hill
THE EQUIPMENT
• Progressive Mobilization• Key Components
• 3 x Liebherr 996 Exc• 24 x CAT 793Ds
Creating a Safety Culture at Prominent Hill
A big difference!
Creating a Safety Culture at Prominent Hill
Another big difference !
100tonnes 135tonnes 225tonnes
Creating a Safety Culture at Prominent Hill
At the Start - THIESS OBSERVATIONS
• Mining culture not widespread in SA
• Few experienced open pit mining operators
• Support in SA for large scale open pit mining limited
Creating a Safety Culture at Prominent Hill
THIESS CONCLUSIONS !
Recruit 75% experienced operators
• Focus the recruiting of
operators outside SA
• Import mining knowledge
from outside SA
• Experienced management,
supervisory team to be
imported
25% SA
75% outside SA
Proposed employment distribution at Prominent Hill
Creating a Safety Culture at Prominent Hill
RECRUITMENT REQUIREMENTS
• Overall Numbers – 150+ Staff
• Desire of Oxiana to maximise SA recruitment
• Oxiana sponsored trainees from Coober Pedy
• Required levels of experience
• Advertising
National press - “Crow Eaters come home”
State and regional press
Creating a Safety Culture at Prominent Hill
RECRUITMENT REQUIREMENTS
High standards set from the start
• Candidates put through high level of scrutiny Reference checks
Medical, including drug and alcohol
Physio - full muscular skeletal
Psychological
Creating a Safety Culture at Prominent Hill
RECRUITMENT OUTCOMES
• Poor response generally outside SA
• Huge interest in SA
• Successful candidates from SA - 89%
Creating a Safety Culture at Prominent Hill
RECRUITMENT OUTCOMES
• Wide regional spread in SA
9% Northern
Region SA
33% Country SA 13% Coober Pedy
11%
Non
SA
34% Adelaide
Creating a Safety Culture at Prominent Hill
RECRUITMENT OUTCOMESExperienced or not?• Only 23% judged to have
required level of experience
39% Limited or
nil Experience
38% Some Experience
23% Experienced
Creating a Safety Culture at Prominent Hill
PROMINENT HILL AT THE START
• Very large open pit
• Very large mining equipment
• Critical targets
• High level of inexperienced operators
• New management/supervisory team
Creating a Safety Culture at Prominent Hill
PROMINENT HILL AT THE START
What was the impact of these factors on safety?
Creating a Safety Culture at Prominent Hill
WAS THIS A CRISIS?
No of Recordable
Injuries
No of Staff
on Site
Recordable Serious Incidents Oct-Mar
8
6
4
3
2
4
0
1
2
3
4
5
6
7
8
9
Oct Nov Dec Jan Feb Mar
0
20
40
60
80
100
120
140
= LTI
= RWI
= MTI
Creating a Safety Culture at Prominent Hill
EARLY OBSERVATIONS• Operators
Level of experience was not as planned
Level of information required to be absorbed by operators too
much• Training
Industry standards
Extent of “Greeny” levels
• Supervision
gave mixed messages
imported cultures an issue
• Morale & enthusiasm on site still high!
Creating a Safety Culture at Prominent Hill
EARLY OBSERVATIONS
• Poor understanding of and application to procedures
• People believed they were doing the right thing for the
company – shortcuts !
• Too much information too quickly
• Heaps of enthusiasm
• Realisation “Rome not built in a day”
Creating a Safety Culture at Prominent Hill
OUR CONCLUSIONS
• We needed to act immediately and
• Our ability to influence culture was at its highest
Creating a Safety Culture at Prominent Hill
THE NEED FOR “INTERVENTION”
• Belief that changing behaviour was crucial
• Focus people on the consequence of choice
• Ensure our systems became entrenched
• Take advantage of good morale
• Re focus our training
Creating a Safety Culture at Prominent Hill
ACTIONS AGREED
• Stronger, more measured application of training• Procedural• Hazards identification
• Mobilise senior safety professional• Senior management led “Day of Action”• Introduction of Training Simulator
Creating a Safety Culture at Prominent Hill
THE DAY OF ACTION
What did we set out to do?• Demonstrated that management cared• Put a “line in the sand”• Look at the implications of behaviour & choice• Reinforced our ‘Safety Messages’
Safety is Everyone’s business Safety is not a choice – it is the way we do our business Everyone needs to demonstrate safety by their actions
Creating a Safety Culture at Prominent Hill
THE DAY OF ACTION
The Process
1) We asked people to• Look at what has happened so far on the project• Tell us what they thought was good or bad on their work
site• Tell us what they thought could be improved• Make personal commitments2) Management made commitments
Creating a Safety Culture at Prominent Hill
DAY OF ACTION
Messages• Used humour• Reality
Creating a Safety Culture at Prominent Hill
Training Simulator
Creating a Safety Culture at Prominent Hill
OUTCOMES SINCE “THE DAY OF ACTION”
• 120 identified actions – 95% closed out
• The strength of feedback
• Significantly less incidents - minor
• Productivity improved
Creating a Safety Culture at Prominent Hill
Recordable Serious Incidents Oct-Jun
2
33
4
2
3
4
6
8
0
1
2
3
4
5
6
7
8
9
Oct Nov Dec Jan Feb Mar Apr May Jun
0
20
40
60
80
100
120
No of Staff
on SiteNo of Recordable
Injuries
= LTI
= RWI
= MTI
The benefit of Intervention !
Creating a Safety Culture at Prominent Hill
FOLLOW UP – WHERE TO FROM NOW ?
• Another ‘Day of Action’
• Simulator
• Continuing reinforcement of Procedures
• Management contacts to continue
• Up skill Supervisors - ‘Field Leadership Programme’
• Captain and the Coach Programme
Creating a Safety Culture at Prominent Hill“The Captain and the Coach”
Creating a Safety Culture at Prominent Hill
OVERALL CONCLUSIONS
• The time to influence a mine site culture is at the beginning
• Focus on behaviour • Harness enthusiasm and committment • Senior management intervention is powerful• Commitment by employees is better achieved if
feedback is continuous and issues raised closed out