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MMMA Safety Summit Seminar

22 August 2008
MODULE 1 1

Context: The Role of Leadership

Cynthia Carroll impact due to simple philosophy, continually communicated:
Unequivocal non-acceptance of status quo Clear expectation of ZERO HARM If we continue to injure employees, we dont deserve to be in business Non acceptance of didnt he/she do something stupid Clear on management accountability No advancement if safety record is poor Care, respect, dignity at the core

Context: Anglo Safety Framework

Anglo Safety Way - version 2
Standard 2 - Safety Risk Management Journey

Fatal Risk Standards Golden Rules Self-Assessment Peer Review

Zero Harm
Main focus on the 3 safety principles of Zero Harm: Zero mindset No repeats Simple, non-negotiable standards This about the work culture we create

Context: The Role of Leadership

CE IMPACT BACKED UP BY CLEAR SIGNALS
First summit of TOP 120 dedicated to safety (June 2007) Physical presence (with CEcom & CEOs) at fatality sites High profile leadership changes Extended closure of at risk operations

Context: The Role of Leadership

CE ACTION ON MINE CLOSURES

Certain shafts up to 5 weeks Executive engagement with all workers (22,000) Fundamental reinforcement of the right to refuse to work in
unsafe conditions

Endorsement by major unions Immediate fixing of short term issues and programmes for
others

Significant production and revenue loss

Provided a burning platform for the second safety summit of 2007

Anglo Safety Way Standard 2: Risk and Change Management

Hazards shall be proactively identified, risk-assessed and appropriately managed on an ongoing basis.

Assessment processes shall include changes to operations, processes, personnel and routine and non-routine activities.

Safety Risk Management Process - Programme

VISION
All our people make the right decisions affecting safety

PURPOSE
To establish and embed a world class One Anglo safety risk management process that delivers radical improvement in safety for all our people Head of Programme: John Landmark Design & Developmen t
Jim Joy

Comms & Buy In

Linda MacLeod Brown

Strategy & Planning

Moses Monnapula

Capacity Building
Michelle Cilliers

Verification

Phil Tanner

SRMP: A4 Executives programme

A
AIM

A4
To initiate a radical change in safety within the Divisions, Functions and Corporate through improved understanding of Safety Risk Management (SRM) so executives make and lead all strategic decisions consistent with SRM principles.

OUTCMES

A clear understanding of the Anglo SRM Process. A deeper insight into RA/RM concepts, RA methods, the integration into the Divisions SRM; Ability to apply the understanding to strategic SRM decisions Recognition of personal thinking about safety using the SRM concepts; And have produced an Anglo SRM Journey Plan in order to make a step forward in the journey, suitable to integrate with SIPs.

RA = Risk Assessment

RM = Risk Management
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SRMP: A3 Managers programme

A
AIM

A3
To initiate a radical change in safety within operations and disciplines through improving a managers understanding and practice of SRM leading to better decisions affecting safety.

OUTCMES

A deeper practical understanding of RA/RM concepts, RA methods, the SRM integration into the site or discipline; Ability to determine the quality of SRM activities and systems, scope a RA and apply tools for comparison with good practice SRM approaches; Recognition of personal thinking about safety using the SRM concepts;

And have produced a plan in one of the following areas: 1. Improvements to SRM risk assessment; or 2. Improvements to SRM in a business process; or 3. A step change plan for the total SRM journey

RA = Risk Assessment

RM = Risk Management
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SRMP: A2 Supervisors programme

A
AIM

A2
To initiate a radical change in safety within operations and disciplines through improving a supervisors understanding and practice of SRM leading to better decisions affecting safety.

OUTCMES

In all routine and unique work processes: - adopt a proactive approach to task planning and associated risk management - develop effective safe work expectations i.e. guidelines or Safe Operating Procedures (SOPs) as well as review tasks where the existing SOP is less than adequate

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SRMP: A1 All employee programme

A
AIM

A1
To initiate a radical change in safety within operations and disciplines through improving all employees understanding and practice of SRM leading to better decisions affecting safety.

OUTCMES

A positive, practical understanding of SRM concepts The ability and motivation to undertake a Stop, Think and Decide technique before every task and during the task should conditions change; A clear understanding of where Stop, Think and Decide fits into their role, including accountability; Challenge to any traditional thinking that might be barriers to successful application, and Assessment related to those skills.

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University Partnership Agreements

Universities identified as being best vehicles for delivery of A3 due to
Access to experienced lecturers with significant experience in mining and mineral processing Consistent quality control of the delivery and assessment process Development of relevant local case studies

UPAs have been set up with universities in

Australia South Africa South America Europe Discussions with China and North America

University Partnership: A Global Presence

7 active university partners in 5 countries

C M

U B N A C U U C S M L U B U

U C U N U So P W U C U T

P U

Current Partner Prospective future partner

Lecturers
Quality lecturers are key to the success of the rollout Critical that the lecturers themselves are comfortable with the message and that where applicable, self-transformation has taken place Train the Trainer workshops held, final selection done by UQ Regular lecturer workshops held to drive continuous improvement of delivery Lecturer availability drives the course delivery dates

Geographical Challenge

Implications: the numbers

Sustainability of the A3
UPAs will provide ongoing education to new and promoted employees Will introduce new learnings and ensure the course remains relevant Anglo will encourage continuous learnings and benchmarking to ensure progress is accelerated UPAs are driving for the incorporation of the material into undergraduate courses across all engineering disciplines

Exercise

Minerals Industry Risk Management (MIRM) Maturity Chart

N C C C

C C

O C W

REGRESIVE
A

REACTIVE
Prevent a similar incident P

PLANNED

PROACTIVE

RESILIENT

N R A P I N A A A

R A

R A

R A O C I T A A E P

L I A A

C I R

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Hearts and Minds Model

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The Anglo Safety Risk Management Process

CARING FOR MYSELF

THE ROAD TO ZERO HARM

CREATING A CARING CULTURE IN ANGLO

CARING FOR OTHERS

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The Anglo Safety Risk Management Process

PEOLE SYTEMS
S1. Risk Management Adoption S2. Strategic Planning S3. Project & Process Design Management S4. Major Hazard/Priority Risk Identification and Management S5. Change Management S6. Job and Task Planning S7. Hazard Identification and Reporting S8. Training and Competency S9. Communications S10.Knowledge Management S11.Maintenance S12.Procurement S13.Contractor Management S14 .Incident Investigation and Analysis S15. Emergency Response S16. Safety Performance Measurement S17. Auditing and Monitoring P1. Personal Risk Attitude P2. Caring & Recognition P3. Management Leadership and Commitment P4. Safety Accountability P5. Employee Involvement and Consultation P6. Coaching and Mentoring

Compliant does NOT refer to legal compliance

THE ROAD TO ZERO HARM

CREATING A CARING CULTURE IN ANGLO

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The Anglo SRMP Self Assessment Tool

Little formal interest, exposed, regressive, vulnerable, starters,

P1. Personal Risk Attitude caring for myself The safety risks in the mining industry are accepted as a necessary consequence and the person has a fatalistic outlook. This is often expressed as mining is tough, people get killed.

Responsive, awareness

Preventative, compliance, understanding

Competent

Generative, creative, excellence

Risks and the need to control them are recognised, but the person doesnt perceive themselves to be exposed. They tend to state It wont happen to me.

The person will follow specified procedures except when production is at stake. There is an acceptance of shortcuts, as long as nothing happens. I follow the procedures and rules when I know someone is watching me.

The person doesnt wilfully put themselves in danger, and follows procedure at all times. Shortcuts are not seen as an option. I follow the procedures because I want to.

The person will not carry out a task if unsafe, even if procedure allows it. Safety is a value; it is no longer seen as a competing priority. All people express this as This is just the way I do things.

* - employees A

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Layered Risk Assessment (RA)

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Swiss Cheese Model

Risk Management Controls

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Layered Risk Assessment (RA)

Provide good info for a quality Risk Register and possibly Major Hazard Management Plans

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Control Framework

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Layered Risk Assessment (RA)

Provides good info for a quality Project / Change / Issue Improvement Plan

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Layered Risk Assessment (RA)

D SOP

SOP Provides safe info for a quality SOP or Job Plan

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Layered Risk Assessment (RA)

H ve the person t a S op & Think and proceed with a task only if safe Provides quality last minute go or no go guidance

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Layered Risk Assessment (RA)

MOSTLY DESIGN & ENGINEERING

?
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MOSTLY BEHAVIOURAL

Layered Risk Assessment (RA)

RISK ASSESSMENT TOOLS WRAC, FTA, BTA, etc. FMEA, HAZOP, FTA, BTA, etc. WRAC, JSA Take 5, SLAM, Take Time Take Charge

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Types of Human Errors

Slips / Lapses UNINTENTIONAL

Lapses of attention; inadvertent omissions, natural human limitations

Mistakes
Lack of knowledge to select the appropriate plan of action

Violations
Deviation from understood and accepted normal practice for whatever reason Routine or Exceptional
James Reason

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Tripartite Summit
In April this year Anglo, Government and the Unions undertook to jointly achieve a breakthrough in safety performance in South African operations They committed to seven underlying principles which will see this being achieved At the A4 course next week 16 members from the participating organisations will be attending, attesting to the faith they have in the SRMPs ability to enable the breakthrough required

One Safe Anglo

To date numerous A3 and cross divisional A4 sessions have been held across the world In June the first South American A3 was held with representatives across divisions, viz. Anglo Base and Anglo Ferrous, as well as across operations, who had never met Similarly the South American CEOs of Anglo Base and Anglo Ferrous and their executives attended the A4 together Sharing of insights, experiences and best practices were seen as highlights, all contributing to achieving the vision of One Safe Anglo

Risk Champions Course

The SRMP will create demand for skills to execute quality RAs, and we need to develop this in house In October 2008, 42 participants from all Anglo divisions will meet in Brisbane to undergo an intense four week course
W1: Tailored A3 with strong facilitation focus W2: Risk facilitation skills W3: Teams at operations implementing learnings W4: Consolidation, accident investigation techniques

Achieving our Vision

We will know Zero Harm has been achieved when Anglo American is recognised for
Providing a safe and caring workplace; Having a globally consistent approach, look and feel to managing all aspects of the business; An image that is synonymous with safety and reliability; Having achieved and maintained breakthrough safety performance within the mining sector; Influencing the standards and norms for safe operations in global mining.

QUESTIONS?