Download - Key Safety Initiatives1
Safety Initiatives
Key Components for Continuous Safety Improvement
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2003 2004 2005 2006 2007
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Mining Safety Performance
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2003 2004 2005 2006 2007
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Mining Safety Performance
Safety Performance Milestones
Winfield South Mine 2,000,000 hours without a disabling injury
Oak Hill Mine 4,000,000 hours without a recordable injury
Beckville Maintenance Dept. 1 year without a disabling injury
Beckville Mine 6 months injury free
Martin Lake Railroad 18 months without a disabling injury
Tatum 1168 days without a recordable injury
Big Brown Mine 8 years without lost time injury
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2003 2004 2005 2006 2007
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Mining Safety Performance
Safety Performance Status ’07 vs. Prior Year
Lost-time rate 54% improvement
Dart-rate 59% improvement
80% of mining operations worked without a lost-time injury
30% of mining operations worked without a recordable injury
Total incident rate 34% better than industry average
1st Quarter Accomplishments
Completed comprehensive MSHA 8-hour refresher training Initiated studies (geotech) for ground control at all sites MSHA Safety stand downs by managers all mines with all employees Completed safety blitz @ BB, KO, TO, MO Retrained RR personnel on car maintenance @ ML & MO Safety Performance Solutions safety survey/gap analysis WS
• Started phase 1 of behavior process training Complete review of safety reps job activities Preop train the trainer started Developed supervisor safety training program Completed safety database specifications and vendor review Updated safety handbook ready for union/labor relations review Identified vendor for drug and alcohol baseline/random testing Held one day training for safety reps to address standardization Prepared draft template for addressing awards & recognition Defined top 10 process safety initiatives
• Identify a training budget as a line item to support all employee safety training
• Finalize vendor contract for turnkey drug testing process
• Gain consensus for award & recognition process across Luminant
• Supervisor safety leadership training completed
• Phase 2 of behavior based training at Winfield South completed
• Review Luminant’s safety process and strategic direction
• Leverage our commitment on safety to enhance relationships…build management
trust/credibility
•Developed contractor talking points/issues to host a conference call 3rd quarter
• Identify key issues for a union management summit on safety gaps
• Focus on craft accountability and reducing tolerance for not following the rules
• Completed action plan for integrating process safety
• Created taskforce to update Rail Road task training and preop process
• Conduct safety blitz @ Beckville... Oak Hill, and Tatum completed
Second Quarter Activities for Continuous Safety Improvement
Key Strategies Continuous Safety Process Improvement
Communicate a shared vision Senior management involved in safety performance celebrations Reinforce the message that “If it’s not safe, don’t do it Support sharing of real time safety information through a comprehensive
database
Remove obstacles and empower broad based action among supervisors Clearly define supervisors role in safety by focusing on:
Confronting unsafe practices Reinforcing safe practices Balanced daily view of productivity, safety, and quality Supervisors will complete a comprehensive safety leadership
training program
Strategic Issues
Transition BST & SPS to Luminant defined behavior process
Identify a needs assessment for potential health risks of environmental exposures
Develop medical standards for new hire and return to work job placement
Conduct periodic and routine industrial hygiene sampling protocol
Drive safety performance by activities based metrics ( # of observations, safety inspections,
near-miss reporting, etc.)
Develop a comprehensive communication plan to achieve optimum awareness
Clearly define accountability structure for all operations/staff stakeholders
Transition KPI’s to total incidents
Implement a comprehensive wellness process and tracking system
Incorporate near-miss reporting and corrective action process
Align ROI and Safety to enhance awareness with job package process
Hold management workshop for benchmarking world class and defining Luminant safety
process gaps
Safety Reps Routine Job Activities
Allocation of Time Distribution for Current Job Priorities
Safety and Health : Key Activity Classifications
Administration
Communicating the vision
Medical Care
Policy/Procedures/Guidelines
Training & Development
Awards and Recognition
Regulatory/Internal Compliance Regulatory/Internal Compliance
Incident investigations. Injury investigations (root cause analysis) Equipment/facility damage investigations Near miss investigations Fire investigations Each investigation involves a quick summary and incident gram distributed. Follow up review to ensure corrective action was initiated.
Maintaining regulatory and other safety related reports. Participate in monthly safety rep meeting. Attend committee functions (central safety committee, mine maintenance and
operations meetings, electrical committees, and local safety rep meetings. General administrative tasks (emails, phone messages, face to face discussions.
AdministrationAdministration
CommunicationCommunication
Establish clearly defined goals and expectations. Sponsor continuous sharing of best practices. Capitalize on streamlining information systems.
Real time reporting as events occur Safe production as a daily message
Posture safety as a core value Internal publications Regulatory arena (MSHA/OSHA) Public forums Address safety as an agenda item for all meetings
World Class Safety Culture
Operational Safety
Management Commitment
Personal Commitment to Safe Behavior
Vision, Safety Goals and Metrics
Fleet S
afety Standardization
Behavioral S
afety System
Safety Inform
ation System
Risk and S
hared Services
Health &
Wellness
Rew
ard & R
ecognition
Training &
Skills D
evelopment
Subject: Thermo Safety Action Plan
Daily rides with supervisors for some one on one feedback and gain insight
as to what issues they see as opportunities for improvement and concerns.
Talk to at least 10-15% of the craft employees to understand their issues
and concerns.
Focus on gaining insight as to recommendations by both groups on taking
corrective action.
Maintenance is a primary area to understand barriers to timely corrective
action on equipment repair and how the status of repairs is communicated.
Held shift meetings @ Thermo to discuss continued commitment to safety
as a priority, employee accountability to shut down unsafe equipment,
importance of communicating with management and stress the open door
policy, and address bringing back two supervisors.
Subject: Thermo Safety Action Plan
Attend daily shift change meetings and reinforce the message that
we are facilitating best practices and want everyone’s
support/recommendations.
Attend Thursday safety meetings to discuss general observations
and point out areas that are handled well and ask questions about
issues of concern.
Consider how well preops are appropriately
identifying/documenting issues and aligned with what you observe.
Spend time with the BST facilitators (Jackie Hooker/Lyle Lawler) and
gain their perspective on gaps in the behavior process and general
views on safety concerns and processes that are working well.
Two Week Culture Survey
Major areas for improvement:
• Communication• Accountability
• Teamwork
Two Week Culture Survey - Communication
Problem (Poor communication) Solutions
• Safety∙ Central Safety Committee∙ BST Action Plan tracking system∙ Recognition of achievements∙ SPS Safety Survey and Assessment
• Operating System∙ New visual management system∙ Process Improvement Form feedback
• Maintenance/Operations∙ G Area plan∙ Communication of weekly plan
Two Week Culture Survey - Accountability
Problem (Lack of action to correct hazards)
Solutions• Increased accountability for all employees (including but
not limited to)∙ Housekeeping (facilities and equipment)∙ Highwalls/Spoil (parking under and/or working near)∙ No smoking in shop∙ Ramp, haulroad and berm conditions∙ Lock out / Tag out procedures∙ Safe equipment operation
• Potential for counseling and/or discipline
Safety The Next Steps
Key Characteristics Top Decile Safety Performance
Commitment/Involvement Leadership Team
Standard Practices
Standardized Behavior-Based Process
Focused Communications
Measurement (leading indicators)
Ownership
Key Strategies Continuous Safety Process Improvement
Drive out complacency and maintain a sense of urgency Focus on uniform systems, processes, and practices Define accountability and responsibility through the fleet
Create a guiding coalition for organizational change Utilize a comprehensive safety culture survey to identify gaps Develop site specific tactical/strategic action plans based on survey
priorities
Build a shared vision for daily integration of safety with productivity Identify activities based metrics (leading indicators) Focus on sharing best practices
Standard Practices
Implement a uniform approach to exposure monitoring (Industrial Hygiene
Sampling)
Define minimum job-specific physical requirements
New hire medical exams including chest x-ray and pulmonary function testing
Return-to-work medical evaluations
Establish uniform contractor compliance guidelines
Incorporate a systems approach to accident investigation
Establish a safety framework throughout the company
Provide for comprehensive focused safety training (budget line item)
Correct deficiencies as soon as possible
Reduce tolerance level for not following the rules
Decision-based Safety
Identify and promote safe behavior
Create a mindset that all injuries are preventable
Promote individual accountability for safety/coworkers
Benchmark alternatives to BST
Initiate pilot program at Winfield South as potential
transition alternative March ‘08
Enable broad-based action for all employees
Define core competency standards
Assure ongoing process for continuous improvement
Communications
Define clearly defined goals and expectations
Sponsor continuous sharing of best practices
Capitalize on streamlined information systems
Real time reporting as events occur
Safe production as a daily message
Posture safety as a core value
Internal publications
Annual report
Regulatory arena (MSHA/OSHA)
Public forums
Address safety as an agenda item for all meetings
Measurement
Establish upstream factors to assess performance
Near misses
Safety meetings
Process audits
Behavioral observations
Inspection of physical conditions “Safety Blitz” incorporating process
safety
Focus on activities that demonstrate employee involvement
Ownership
Ensure safety process is driven by operations management
Establish line management responsibility and accountability
Ensure safety reporting structure is at the appropriate level
Incorporate wellness as a cost avoidance strategy
Extend safety process to incorporate family issues
Sponsor annual skills development safety conference