Group Health & Safety Management System 2010
H ealth and Safety is our first priority. It has been our priority for several years and it will continue to be until it becomes clearly embedded in the culture among everyone who works for, and with, Lafarge. Our focus on Health and Safety is here to stay. The ambition of the Group is to be amongst the safest companies worldwide and to have zero accidents and occupational health illnesses. To achieve this ambition, we must take a structured approach. The Health and Safety Management System (HSMS) explains that approach and provides the tools needed to become world class. The HSMS is an overarching system covering everything we have been doing in Health and Safety - including the Road Map - and it identifies what still needs to be done to reach our ambitions. The implementation of the Lafarge HSMS will help us to get to a new level of performance in Health and Safety through the key concept of continuous improvement. The HSMS is now a full part of our Lafarge Way. Our people, employees and contractors, must share in our commitment to Health and Safety. We will get to where we want to be by involving everyone, not because they are required to, but because we all understand and believe that it is the right thing to do, for ourselves and for the Group. I am grateful to you for your leadership and commitment to the Lafarge values. Bruno Lafont Chairman & CEO
Group Health & Safety Management System Purpose The Lafarge Health and Safety Management System (HSMS) promotes a safe and healthy working environment by providing a framework that describes how the organisation consistently identifies and controls its health and safety risks. It reduces the potential for injuries and occupational illnesses, improves overall performance and through the Plan-Do-Check-Act (PDCA) cycle ensures continuous improvement. The HSMS is an overarching framework from which all other H&S initiatives and documents flow. Scope The HSMS is mandatory and applies to all Lafarge businesses and joint ventures when Lafarge is either the majority shareholder or the managing partner. The HSMS applies to all individuals (i.e. employees, contractors, transporters, vendors and visitors), sites, plants, construction projects and offices. Lafarge businesses shall respect all local laws and regulations that are more stringent than the requirements specified in the HSMS. Continuous Improvement Cycle Planning (PLAN) Our planning is critical to the fulfilment of our policies. Effective planning helps us focus our resources on areas of most importance to us. Information gathered at the planning stage informs our processes for training, establishing operational control and the scope of measuring required. Implementation and Operation (DO) Our business units, sites and functional organisations provide resources, capabilities, structures and support mechanisms to deliver the policy objectives and areas identified through planning. Flexibility is required for the system to adapt to the changing demands of our operations. Checking and Assurance (CHECK) Our operations require assurance from the management system through the appropriate day-to-day measurement, monitoring and evaluation of its performance. Correctly implemented, it gives us the agility to identify noncompliance rapidly and take corrective action. Audit and Review (ACT) Our self-assessment and internal audit programs identify corrective actions and these are inputs to the subsequent continuous improvement cycle. Additionally all steps (Plan, Do, Check, Act) are reviewed and improvements to the process implemented. 2 0 1 0 I H e a l t h a n d S a f e t y M a n a g e m e n t S y s t e m I PA G E 3
Group Road Map & BU H&S Improvement Plan Findings identified through the implementation of the HSMS which potentially can increase risk across our operations are highlighted and prioritised on the Group Health and Safety road map. Solutions are developed and mandated for implementation by our operations through the BU H&S Improvement Plan which also includes the BU specific issues and concerns. Elements The building blocks of the HSMS are its elements. They are the mandatory components which ensure its robustness and resilience to existing and emerging risks. While some elements are fundamental and strategic and others are more tactical, like the links in a chain, they are all interdependent and key to the effective operation of the HSMS. Each element is supported by other processes and tools, some of which are also mandatory while others provide examples of good practice. When implementing the HSMS business units will customise it by adding extra supporting tools or processes which are focussed on their particular business needs. Health and Safety Management System (HSMS) PLAN DO ELEMENTS OF THE HEALTH AND SAFETY MANAGEMENT SYSTEM ACT CHECK R o a d SOLUTIONS M a p f o r c o n t i n u o u s i m ISSUES p r o v e m t e n PA G E 4 I H e a l t h a n d S a f e t y M a n a g e m e n t S y s t e m I 2 0 1 0
Element 1: Ambition, Policy and Rules Our Health and Safety Ambition is defined by the Group Executive Committee. This ambition will be achieved through the Group H&S Policy and Rules. Our Health & Safety Policy articulates senior management s Health & Safety philosophy, commitment and expectations, providing a visible guide for the entire organisation. It is signed and dated by the Group CEO and the highest ranking Lafarge employee managing each unit. The policy is made readily visible and accessible on site, and available to all stakeholders. Lafarge Group Health & Safety Rules set clear expectations from the Group Excom to reach the ambition and implement the policy. These rules apply to everyone and are non-negotiable. The policy and rules are communicated to all individuals within all levels of the workforce. The ambition, policy and rules are reviewed every three years to ensure their ongoing relevance, and reissued as necessary. Element 2: Leadership, Accountability and Organisation Leadership and Accountability Management are responsible for Health and Safety implementation, communication and compliance. Line managers visibly demonstrate their commitment and leadership through, at the very least, the following activities: Set goals, targets, leading KPIs and objectives, and review progress on a regular basis Implement, review and followup Road Map requirements through the BU H&S Improvement Plan Ensure managers, employees and contractors understand Health and Safety standards, advisories, procedures, good practices and expectations Ensure standards, advisories, procedures and activities are implemented Approve the necessary human and financial resources to implement the HSMS Provide direction and coaching to line and functional staffs Hold direct reports (N-1s) accountable for Health and Safety performance Sustain interest and communication in Health and Safety throughout the operation Ensure adequate technical skills are available to the operations Ensure employee participation in the development and implementation of programs and activities Conduct regular one-on-one interactions with their N-1s and field interactions with employees. Implement and maintain high housekeeping standards Managers and employees Health and Safety performance and behaviour are taken into consideration during the yearly appraisal process as well as for career progression. BU/Site H&S Improvement Plan All Lafarge BUs and sites have a Health & Safety Improvement Plan. This collates/assimilates the improvement actions identified from: 1) Gap Analysis associated with Group Standards, Advisories & Good Practices 2) The General Risk Assessment Process including Health Risk Assessment 3) Site Inspections and Audits 4) Fatality Alerts, Key Learnings and Significant Event Reviews 5) Site or BU related Incidents & Occurrences 6) Safety Bulletins (Internal or External) and Near Miss Reports 7) VFL visits and employee suggestions 8) Advice and Guidance from Government Inspection Agencies, either published guidance or as a result of an inspectors visit to the site 2 0 1 0 I H e a l t h a n d S a f e t y M a n a g e m e n t S y s t e m I PA G E 5
The documented Health & Safety Improvement Plan assigns a person to be responsible for completing the improvement action within a pre-determined timescale. BU and Site management keep the Improvement Plan under review, closing out actions as they are completed and adding new actions as they arise. The Health & Safety Improvement Plan is a critical part of the HSMS as it provides clear evidence of the site management's commitment and continual improvement effort. Organisation Each BU clearly defines Health & Safety roles, responsibilities and expectations for everyone in the organisation from BU Manager to employees. The purpose is to ensure the BU H&S efforts are well coordinated and optimized. Further, this contributes in clarifying accountability, training needs and personal performance objectives. Health and Safety functional organisation is defined and implemented throughout the Group down to the site level. This ensures that the line organisation is adequately supported, guided, coached and challenged. Element 3: Consultation and Empowerment To achieve excellence in Health and Safety, Lafarge strongly believes it needs the contribution from all employees. Further, Lafarge recognizes its workforce represents a rich source of knowledge and information with regards to risks in the workplace and the best means to mitigate these risks. Based on this premise, Lafarge is committed to engage all employees in its Health & Safety improvement efforts. Employee participation in Health & Safety activities is encouraged and promoted; such activities include but are not limited to: membership of H&S site committees participating in site inspections and audits conducting peer-to-peer interactions leading toolbox talk discussions within their team making improvement suggestions through local suggestion programs participation in H&S promotional activities (e.g. H&S Month) Participation in such activities is taken into consideration when setting yearly personal objectives and as part of the yearly performance appraisal process. All employees are empowered to stop a task which is deemed unsafe and take the necessary means to correct the situation. Moreover, when confronted with an unsafe work condition, employees are expected to take immediate and personal action to address the condition. At minimum, the person in charge of the area is informed so the situation is mitigated. On the basis of the above commitment, each BU and site defines and implements a process by which employees at all levels of the organisation are involved and active in the site Health & Safety activities and initiatives. PA G E 6 I H e a l t h a n d S a f e t y M a n a g e m e n t S y s t e m I 2 0 1 0
Element 4: Risk Management The core of the HSMS is the effective control of risks associated with our processes that can impact on our people and communities who are close to our operations. All tasks are assessed, risks identified and managed. A Group Health and Safety strategy is defined to address significant risks associated with our operations, to underline our holistic approach to risk management and to address effects on health. Scope The risk management process addresses all potential hazards including, but not limited to, the following: Equipment and machinery, e.g. conveyor belts Energy sources, e.g. electrical, hydraulic, mechanical Fall from height Mobile equipment & road transport, e.g. quarry vehicles, lift trucks, transport trucks Physical agents, e.g. noise, vibration, radiation Chemical agents, e.g. silica, heavy metals, exhaust gases Biological agents, e.g. legionella, malaria Ergonomics, e.g. repetitive movements, ageing Process The 5 steps of risk management are: Hazard identification Defining the population at risk Risk analysis, risk rating and risk prioritisation Risk mitigation through the hierarchy of control Monitoring and review This process must be conducted periodically or as soon as there is a change of equipment or a change in operating procedure/process. Tools It is expected that BU s and sites will prioritize, manage and address their overall risks based on a sound risk assessment process. Group standards, advisories and good practices addressing specific risks are developed and mandated for implementation in all operations. These tools are continuously reviewed and new tools added to ensure that all risks are reduced to as low as practicable. At the BU and site levels, tools and initiatives are defined to address local risks (e.g. slips, trips and falls). Implementation Risk assessments are carried out by people competent to perform this task and sufficiently address any potential harm. People who may be impacted by the identified risk are involved in the risk management process and are trained in the consequent safe operating procedures. Risk assessment is a key element of the effective Management of Change. 2 0 1 0 I H e a l t h a n d S a f e t y M a n a g e m e n t S y s t e m I PA G E 7
Element 5: Emergency Preparedness Systems, procedures and resources are in place to ensure that in the event of an incident our people, the public, the environment, our assets and our reputation are protected from harm. Plans are in place to effectively manage different emergency scenarios. The essential requirements are: 1. Plans are risk-based and take into account: Hazards inherent to our processes, stored energy and materials External hazards from surrounding industrial processes and material transported by road, rail and sea Geographic location which can potentially expose the site to natural disasters, civil unrest and insurgency Availability, effectiveness and accessibility of external support or partners, e.g. local authorities, medical facilities, other businesses, NGOs. 2. Plans address: The health and safety aspects of any emergency response The response strategies for handling all potential emergencies including medical emergencies The internal organisation, responsibilities and external stakeholders required to manage the different emergency scenarios The business continuity plan in case the emergency escalates into a crisis. 3. A designated authority is identified and is responsible: For ensuring that effective plans are in place and clearly communicated to all stakeholders specially when changes are made For ensuring that competent response teams, internal and external, are established For procuring appropriate equipment and facilities to support the emergency response, and are compatible with external necessary resources, For ensuring that the plans are tested and reviewed regularly to validate and strengthen their robustness and lessons learnt from incidents root cause analysis are incorporated. 4. Communication system is in place to ensure that: There are agreed protocols for information exchange with all stakeholders Relevant personnel receive appropriate media training All stakeholders are aware of how to respond in case of emergency. Element 6: Accident-Incident Reporting and Investigation All incidents and accidents are reported, investigated and learnings shared. Health and Safety incidents and accidents are defined as any unplanned event or condition which results in or has the potential (near miss) to result in injury or illness. The management level of incident or accident review and investigation is conducted according to the actual or potential consequence of the occurrence. Incident investigations are analysed to determine root cause(s) and appropriate corrective action(s), with records of investigations maintained. Processes are in place to ensure timely and effective implementation of corrective actions. Each site has a written procedure outlining the specific requirements for incident or accident reporting and investigation. The Group A/I Reporting & Investigation Standard further defines the reporting and investigation requirements. PA G E 8 I H e a l t h a n d S a f e t y M a n a g e m e n t S y s t e m I 2 0 1 0
Element 7: Competent People Employees, managers and contractors are trained to work safely and manage Health and Safety in their area. H&S training is an integral element of each individuals understanding of their job. Initial training includes an orientation to the site, as well as general and job-specific training. Training is also conducted when employees transfer to new jobs or when an operating process changes. Refresher training is performed periodically as required by law, best management practice or as a result of ongoing assessment activities, audits and incidents. Each site has a training plan/procedure detailing Health and Safety training requirements, courses, activities and records at the site. The content of the training takes into account local aspects and legal requirements. Element 8: Communication The aim of communication is to maintain the engagement and motivation of the workforce, as well as ensuring that information is effectively disseminated for an effective decision making process. Lafarge has established a process and organisation for communicating on Health and Safety to all stakeholders. Effective communication is fundamental to engaging with the workforce and external bodies and the key subjects covered include: Policy & Rules, Standards & Advisories, performance, progress towards goals, achievements, incidents, procedures, good & effective practices and Serious Event Reviews. As a minimum the communication framework includes: Clear, established information flow networks and communication channels that allow top-down and bottom-up communication Strong collaboration between the H&S and Communication functions at all levels of the organisation to define and prioritize communication content and methods Line management driven approach with workforce participation in the implementation process H&S awards & rewards as part of Group, Division, Region, BU and site recognition programs Storing of all key H&S information on the Group Intranet (L.O H&S Portal) accessible to all employees as a reference. Creating a dialogue with local communities, industry-related associations, governments and NGOs about H&S via the BU s Stakeholder Relations program. A two-way process to address H&S complaints/concerns of internal as well as external stakeholders. 2 0 1 0 I H e a l t h a n d S a f e t y M a n a g e m e n t S y s t e m I PA G E 9
Element 9: Documentation and Record-keeping Systems are designed and implemented for creating, distributing, controlling and managing documents and records prepared in support of Health and Safety requirements. Documents are defined as written standards, procedures, toolboxes, etc. that describe intended actions. Records are defined as written documentation of activities that have taken place such as training records, meeting minutes, etc. The documents and records management systems comply with regulatory requirements on data protection, medical confidentiality and document retention. The record system also enables segmentation and analysis of data, helping to identify patterns and trends. This ensures proactive management of emerging risks. Element 10: Audit and Maturity Path Regular audits are carried out. The audit program evaluates the effectiveness of each operation s implementation of Group requirements such as Standards and Advisories, as well as local programs and procedures. As a minimum, the audit program documents and implements the following: Identification of persons responsible for conducting the audits Checklist and protocols that identify regulatory compliance issues, workplace hazards, unsafe work conditions and behaviours Organisation levels at which audits are performed (Group, Division, BU, Site) and their frequency Training for personnel responsible for conducting audits Audit outcomes reported to appropriate levels of management Means to ensure issues are addressed in a timely manner through effective implementation and follow-up of corrective actions A site/area/bu selfassessment using the HSMS Maturity Path tool is carried out every three years PA G E 1 0 I H e a l t h a n d S a f e t y M a n a g e m e n t S y s t e m I 2 0 1 0
LAFARGE 61, rue des Belles Feuilles - BP 40-75782 Paris Cedex 16 - France Ph: +33 1 44 34 11 11 - Fax: +33 1 44 34 12 00 http://lohealthandsafety.lafarge.com/wps/myportal/lohealthandsafety email: health_safety.comms.group@lafarge.com