Achieving Zero Harm by Promoting a Culture of OHS in the SAMI

Transcription

1 Achieving Zero Harm by Promoting a Culture of OHS in the SAMI 6 th of April 2017 Mpumalanga Surface Mines and Quarries RTF Meeting Fleckson Safety Research Coordinator

2 Presentation Outline 1. MHSC mandate OHS summit milestones 3. SAMI Culture Transformation Framework (CTF) 4. WIM 5. Conclusion

3 MHSC Mandate MHSC is a national public entity established in terms of the MHSA, No 29 of 1996: Conduct research to influence: Mining OHS practice (Generation of Knowledge and Technology). Mining OHS legislation - (review and develop) Advise the Minister on all OHS issues in the SAMI (Annual OHS research program, OHS KTT opportunities, OHS Legislation). Promotion -(disseminate research findings and other OHS initiatives)

4 Promoting a culture of OHS. MHSC Role in the SAMI Fostering an effective tripartite partnership. Driven by

5 MHSC Overview

6 MHSC Research Thrust Areas Safety Occ Health Special projects Rock falls Rock bursts Explosions and Fires Airborne pollutants Physical hazards Occupational diseases Human factors / behavioral safety Machinery and Transport systems

7 MHSC Initiatives OHS Summit milestones Elimination of fatalities and injuries Zero fatalities by Dec % reduction in serious injuries per year by Dec % reduction in lost time injuries per year from Jan 2017 Elimination of occupational diseases- By December % 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. Culture Transformation Framework 100% implementation of the Leadership, Risk Management, Data Management, Diversity Management, Leading Practice and Bonus and Performance Incentive pillars by December Implementation of the Integrated Mining Activity, Technology, Inspectorate, Tripartism, Regulatory Framework pillars after December Establish Centre of Excellence for research, research implementation and capacity-building

8 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.

9 Changing Minds,.

10 ..Changing Mines

11 MHSC did research to close this gap Hence the birth of the CTF 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.

12 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. Mission Through 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.

13 CTF Strategic Approach 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.

14 Recap: 2014 OHS Summit Milestones- Implement CTF Implementation of the approved CTF By December 2020 there will be 100% implementation of: othe Leadership Pillar of the CTF othe Risk Management Pillar of the CTF othe Bonus and Performance Incentive Pillar of the CTF othe Data Management Pillar of the CTF othe Diversity Management pillar of the CTF othe Leading Practice pillar of the CTF After December 2020 the remaining pillars will be implemented: othe Integrated Mining Activity Pillar of the CTF othe Technology Pillar of the CTF othe Inspectorate Pillar of the CTF otripartism Pillar of the CTF oregulatory Framework Pillar of the CTF

15 CTF Pillars Reference: CTF Document (Will be circulated with presentation) For each pillar there is: 1. Objective 2. Minimum Standards 3. Roles and Responsibilities 4. Action Plan: Gap analysis between minimum standards and your current standards. Closing the identified gaps. Implement. Check and continually improve.

16 CTF Pillars Implementation Plan Develop adjustment Implement adjustment Review adjustment Plan to system/programme adjustment Gap analysis

17 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.

18 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.

19 BONUSES AND PERFORMANCE INCENTIVES PILLAR We must promote ZERO HARM 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.

20 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 selfassessment and independent verification.

21 DATA MANAGEMENT PILLAR We must establish a robust OHS data system that allows effective and timely collection, capture, analysis, communication, dissemination. Assist the SAMI to make informed decisions on OHS issues

22 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. Adopt a culturally-sensitive OHS awareness process

23 WIM: Culture Transformation Framework (CTF) The mining charter and the 2014 OHS summit milestones requires the SAMI to implement the approved CTF. The diversity management pillar calls for the elimination of racism, genderism and any forms of unfair discrimination in the SAMI if ever the target of Zero Harm is to be attained. The successful implementation of this pillar will attract more women into the mining sector and also ensure that their health, safety and security is well managed. Having more WIM will have a positive effect on health and safety practices and production???

24 MHSC Initiatives Addressing challenges faced by WIM 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. Women in mining have special health and safety needs resulting from their unique anatomical and physiological makeup. It is against this background that the MHSC conducted research to address OHS issues affecting WIM.

25 PPE WIM This project aimed to develop comprehensive and systematic requirements to assist the mining industry in the selection and provision of appropriate and suitable PPE (clothing, ablution and sanitary facilities) for WIM: PPE for WIM Handbook- Hardcopy / e-book in English, Zulu, Sotho, Tsonga & Afrikaans. A catalogue to assist the SAMI to select appropriate PPE for WIM. PPE for WIM guidelines. Recommended PPE for WIM designs.

26 PPE WIM Designs

27 SAFETY & SECURITY OF WIM Developed best practice guidelines to assist the SAMI to adopt and implement robust and effective prevention strategies of violence and sexual harassment as important safety and security challenges faced by women in the South African mining industry. Mines are encouraged to review, update and align current policies and procedures on workplace violence and sexual harassment in the mines with the best practice guideline to enhance safety and security of WIM. Awareness material to curb Sexual Harassment at workplaces: video, booklet, pamphlets, posters.

28 WIM: Way forward MHSC will continue to collaborate with the SAMI to address the Health, Safety and Security challenges faced by WIM through research and dissemination of research outcomes (workshops): PPE for WIM handbook. PPE for WIM guideline Best practice guideline to enhance safety and security of WIM. Sexual harassment video, booklet, pamphlets, posters

29 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 73 fatalities in Achieving the CTF s 2020 milestones is indeed a difficult task that calls for dedication and co-operation from all tripartite stakeholders

30 Conclusion - Attaining ZERO HARM The 2014 OHS milestones includes the implementation of CTF pillars as agreed upon by our Principals. Implementation of CTF Pillars (incl WIM), 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.