safetyriskmanagementprocess anglo american thekeytozeroharm

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T K Z H T O S A W

MMMA

Safety Summit Seminar

22 August 2008

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 don’t deserve to be in business”

Non acceptance of “didn’t he/she do something stupid”

Clear on management accountability

“No advancement if safety record is poor”

Care, respect, dignity at the core

2



Context: Anglo Safety Framework

Anglo Safety Way - version 2

Standard 2 - Safety Risk Management Journey

Fatal Risk Standards

Golden Rules

Self-Assessment

Peer Review

3



• 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

Zero Harm




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

5




CEAC TION ON MINECLOSURES

Provided a burning platform for the second safety summit of 2007

• 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

6



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.

Anglo Safety Way Standard 2: Risk and Change Management

7



To establish and embed a world class ‘One Anglo’ safety

risk management process that delivers radical improvement

in safety for all our people

All our people make the right decisions affecting safety

Design &

Development

Jim Joy

Comms

& Buy In

Linda

MacLeod

Brown

Strategy &

Planning

Moses

Monnapula

Capacity

Building

Michelle

Cilliers

Verification

Phil Tanner

Safety Risk Management Process - Programme

PURPOSE

VISION

8

Head of Programme: John Landmark



A A4

AIM

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.

OU TCOMES 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

9

SRMP: A4 Executives’ programme



A A3

AIM

To initiate a radical change in safety within operations and disciplines

through improving a managers’ understanding and practice of SRMleading to better decisions affecting safety.

OU TCOMES

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

10

SRMP: A3 Managers’ programme



A A2

AIM


through improving a supervisor’s understanding and practice of SRMleading to better decisions affecting safety.

OU TCOMESIn 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

11

SRMP: A2 Supervisors’ programme



A A1

AIM


through improving all employees’ understanding and practice of SRMleading to better decisions affecting safety.

OU TCOMES

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.

12

SRMP: A1 All employee programme



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

C U NU São P W U

U PU

Q

A U

C S

M

L

U

C S

M

B U

U C T

7 active university partners in 5 countries

U

B C

N U

Current Partner

Prospective future partner



Lecturers

• Quality lecturers are key to the success of the

rollout

• Critical that the lecturers themselves arecomfortable with the message and that where

applicable, self-transformation has taken place

• Train the Trainer workshops held, final selectiondone 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 courseremains 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

N R

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R R

A

L

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A A

R R

A

C

I

R

A

P R

A

O C

I

T

A

I R

A

P

I

E

A

N C

C

B

C

C

C

O

CW L

Minerals Industry Risk Management (MIRM) Maturity Chart

TA PPrevent a s imilar

incidentW

REGRESSIVE

PLANNEDREAC TIVE

PROAC TIVERESILIENT

19



Hearts and Minds Model

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The Anglo Safety Risk Management Process

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C A R I N G

F O R

M Y S E L F

C A R I N G

F O R

O T H E R S

THEROAD TO‘ZEROHARM’ CREA TING ACARING CULTUREIN ANGLO THEROAD TO‘ZEROHARM’ CREA TING ACARING CULTUREIN ANGLO



The Anglo Safety Risk Management Process

P1. Personal Risk AttitudeP2. Caring & Recognition

P3. Management Leadership

and Commitment

P4. Safety Accountability

P5. Employee Involvementand Consultation

P6. Coaching and Mentoring

PEOPLE

S1. Risk Management AdoptionS2. Strategic Planning

S3. Project & Process Design Management

S4. Major Hazard/Priorit y RiskIdentification and Management

S5. Change ManagementS6. Job and Task Planning

S7. Hazard Identif ication and Reporting

S8. Training and Competency

S9. Communications

S10.Knowledge ManagementS11.Maintenance

S12.Procurement

S13.Cont ractor Management

S14 .Incident Investigation and Analysis

S15. Emergency ResponseS16. Safety Performance Measurement

S17. Auditing and Monitoring

S YS TEMS

THEROAD TO‘ZEROHARM’ CREA TING ACARING CULTUREIN ANGLO THEROAD TO‘ZEROHARM’ CREA TING ACARING CULTUREIN ANGLO

22

Compliant does

NOT

refer to legal

compliance



The Anglo SRMP – Self Assessment Tool

* - ‘employees’ A A

Little formal

interest, exposed,

regressive,

vulnerable,

starters,

Responsive,

awareness

Preventative,

compliance,

understanding

Competent Generative,

creative,

excellence

P1. Personal Risk

Attitude

“caring for myself”

The safety risks in the

mining industry are

accepted as a necessaryconsequence and the

person has a fatalistic

outlook. This is often

expressed as “mining is

tough, people get killed”.

Risks and the need to

control them are

recognised, but theperson doesn’t perceive

themselves to be

exposed. They tend to

state “It won’t happen to

me”.

The person will follow

specified procedures

except when productionis 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 doesn’t

wilfully put themselves in

danger, and followsprocedure 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”.

23



‘Layered’ Risk Assessment (RA)

24



25

‘Swiss Cheese’ Model

Risk Management Controls




26

L

Provide good info for a quality

Risk Register and possibly Major

Hazard Management Plans



Control Framework

27




28

R

Provides good info for a quality

Project / Change / IssueImprovement Plan




29

D

SOP

SOP

Provides safe info for a qualitySOP or Job Plan




30

Have the person Stop & Think and

proceed with a task only

if ‘safe’

Provides quality last minute ‘go or

no go’ guidance




31

MOSTLYDESIGN &

ENGINEERING

MOSTLY

BEHAVIOURAL

?




32

WRAC, FTA,

BTA, etc.

FMEA, HAZOP,

FTA, BTA, etc.

WRAC, JSA

Take 5, SLAM,

Take Time

Take Charge

RISK ASSESSMENT TOOLS



33

Types of Human Errors

Slips / Lapses

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 reasonRoutine or Exceptional

UNINTENTIONAL

James Reason



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 SRMP’s abilityto enable the breakthrough required



One Safe Anglo

• To date numerous A3 and cross divisional A4sessions have been held across the world

• In June the first South American A3 was held withrepresentatives across divisions, viz. Anglo Baseand Anglo Ferrous, as well as across operations,who had never met

• Similarly the South American CEOs of Anglo Baseand Anglo Ferrous and their executives attendedthe A4 together

• Sharing of insights, experiences and best practiceswere seen as highlights, all contributing toachieving 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 Anglodivisions will meet in Brisbane to undergo an

intense four week course

W1: Tailored A3 with strong facilitation focusW2: 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 andreliability;

Having achieved and maintained breakthrough

safety performance within the mining sector;Influencing the standards and norms for safe

operations in global mining.

•



QUESTIONS?QUESTIONS?

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