how can a linked crm-bow tie approach prevent fatalities ... · a little bit about rio tinto –rio...
TRANSCRIPT
How can a linked CRM-bow tie approach prevent fatalities and serious injuries?
Today’s presenter
Anthony DeakinChief Advisor - Critical Risk Management
Rio Tinto
Housekeeping
Webinar is = 45 mins
Question time = 15 mins
+ =
GoTo Webinar functions
Please type your questions here
Overview
• About Rio Tinto and our safety strategy
• CRM journey and system design
• The safety loop
• Application to vehicles and driving
• Programme learnings
A little bit about Rio Tinto
– Rio Tinto is a world leader in mining and metals
– We are 47,000 people working in around 35 countries across six continents
– We supply the materials essential to modern life
– We put safety first in everything we do
– We operate with pioneering spirit, harnessing innovation to help meet society’s needs in a changing world
– We produce essential materials responsibly, and are committed to minimising our environmental impact
– We partner for human progress, and share the benefits of what we do with our stakeholders
7
Rio Tinto Iron Ore, Pilbara
Where we operate
at December 2017
Europe
Australasia
Africa
Asia
SouthAmerica
NorthAmerica
Aluminium
Copper & Diamonds
Energy & Minerals
Iron Ore
Growth & Innovation
Key
Mines and mining projects
Smelters, refineries, processing plants, port, rail, shipping and power facilities remote from mine
Sales and marketing
Technology and innovation centres
0.9
4
0.8
1
0.6
9
0.6
7
0.6
7
0.6
5
0.5
9
0.4
4
0.4
4
0.4
2
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
Safety performance –A safety story in two parts
9
18
4
3
6
3 3
2
4
1
2
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
• Reduction in injury rates • But cannot eliminate fatalities. Why?
Fatal incidentsNumber
2All injury frequency ratePer 200,000 hours worked
0.42
Safety strategy –CRM is a key element of fatality
elimination
Our top priority is the safety, health and wellbeing of our people, contractors and suppliers. We are determined to create an environment that is fatality-free, where everyone goes home safe and well after every day and every shift.
Our safety triangle (left) shows:• Our approach to improving safety and health is
built on three fundamentals: fatality elimination; catastrophic event prevention; and reducing injuries and illness
• Four focus areas drive our improvement• Our values underpin the way we work
Questions
The CRM Journey
13
CRM context - a step towards zero fatalities
CRM provides a means to verify that critical controls are well designed,
understood, in place and working at the front line – where the risk exists.
Standardised process and content, enables efficiencies and learning
CRM Journey so far…
• Benchmarking with Escondida (BHP)
• Took what worked and adapted to Rio Tinto:− visual management− rigorous approach to
verifications− ‘embrace the red’− frontline focus
• Group adoption
• Rapid implementation
• Strong adoption and sharing
• No one site can claim the benchmark of best practice
• All sites playing a part in CRM’s evolution
2014 Now
System designCRM fundamentals - every person plays a role
Manager
Each layer is reinforcing and ultimately supports the frontline to STOP work if the critical controls are not in place or working.
15
CRM Portal – To capture, control content
and enable real time data
16
CRM mobility take-up for one of our
businesses
July 2017June 2018Oct 2017
Visual messaging, branding and
communications - central to the approach.
Questions
Bow-Tie
Critical Control
VerificationIncident
Learning
The safety loop
Unravelling the Bow-Tie
What is a critical control?
• An object or device
• A technical system
• A direct human action
On the ground outcomes –
vehicles and driving
Evaluating higher order controls
Multifaceted
Legacy vs new?
Questions
Results and impact
❑ Yet to achieve our goal of fatality free calendar year
• Understanding of fatality risks at front line
• Clarity on critical controls – the “critical few”
• Verifications to confirm effectiveness
• Targeted actions to address gaps
• Clearer roles and responsibilities
• Support desired culture
• Drive to standardisation
• Data and insights (controls, questions, location, time, day…)
• Quicker mobilisation of learnings
• Purposeful leader field time
• Increased mobility in the field
Seven critical control program tips
• Don’t invent – just implement.
• Reduce complexity, don’t multiply it
• Make it easier
• Ask the operators what is important
• Faster rollout = faster learnings
• Metrics and minds
• Believe it
Comments! Questions?
28
NRSPP
https://www.nrspp.org.au/