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“Institutionalizing” Safety Risk M t A lManagement across Anglo
John LandmarkAusIMM, Brisbane
October 2009
Discussion points
1. Context - a single approach to Safety Risk Management.
2. How are we rolling out the SRMP across Anglo?
3. What is it? A brief introduction and basic vocabulary.
4. Anglo Journey Model - concepts for safety maturity continuums. g y p y y
5. Lessons learned from rolling out a global programme.
1. Context: The need for transformation
Lost-time injury and Fatal injury frequency ratesLTIFR FIFR
2.00
2.50
0.08
0.10
1.50 0.06
0 50
1.00
0 02
0.04
0.00
0.50
00 01 02 03 04 05 06 H1
0.00
0.02
2000
2001
2002
2003
2004
2005
2006
2007
H1
LTIFR FIFR
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4
2. Safety Risk Management Programme t t
To establish and embed a world class ‘One Anglo’ safety
structurePURPOSE
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 safetyVISION
All our people make the right decisions affecting safety.
Design & C Strategy & Capacity VerificationDesign &Development
Jim Joy
Comms & Buy In
Linda
Strategy & Planning
Moses
Capacity Building
Michelle
Verification
Phil Tannery Linda MacLeod
BrownMonnapula Cilliers
5
University Partnership: A Global Presence7 active university partners in 5 countries
Camborne School of
Laurentian University
Mines
Beijing University
University of British
ColumbiaUniversity of
Utah
Catholic University of the North
University of São Paulo
Wits University
University of Pretoria University of Queensland
University of Cape Town
Current Partner
Prospective future partner
A4 - ExecutivesA3 - ManagersA2 - SupervisorsA1 All l
6
A1- All employees
SRMP Education - Geographical Focus
4%1%1%
7%
South Africa
Europe
South America
Australia
Rest of Africa
Rest of world
North America
87%
7
A4 Attendance
A4 Attendance 2007 - June 2009
500
550
600
350
400
450Planned
200
250
300
Num
bers
Actual
100
150
200
0
50
Nov-07 Jan-08 Mar-08 May-08 Jul-08 Sep-08 Nov-08 Jan-09 Mar-09 May-09 Jul-09 Sep-09 Nov-09
Month
A3 Attendance
A3 Course attendance - June 09 (YTD)
3500
4000
2500
3000
ces
Planned
1500
2000
Atte
ndan
c
500
1000
Actual
0Jun-07 Aug-07 Oct-07 Dec-07 Feb-08 Apr-08 Jun-08 Aug-08 Oct-08 Dec-08 Feb-09 Apr-09 Jun-09 Aug-09 Oct-09 Dec-09
Month
Line AccountabilityConcepts & Communication3
Hazard
Energies
Risk
Risk Analysis and Assessment
Controls/Barriers
Risk Management
Leadership & CommitmentIntegrated Risk Management Journey Appreciation
p
10
Concepts and Terminology
• Risks and Decisions : Strategic, Tactical & Operational
P i R i D i i• Proactive vs Reactive Decisions• Energies : Way to look for hazards
• Hazard : Potential for harm
• Unwanted Event/Incident : Specific description
• Risk : Measure of Likelihood and Consequence
• Controls/Barriers/Defences : Attempts to reduce riskControls/Barriers/Defences : Attempts to reduce risk
• Risk Management : The total process
• Risk Assessment tools : HAZOP SWIFT WRAC JSA etc• Risk Assessment tools : HAZOP, SWIFT, WRAC, JSA etc.
• Risk Analysis techniques : 5 by 5 matrices and others
11
Minerals Industry Risk Management Process•(modified version of AS4360:2004)
Risk Assessment
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‘Layered’ Risk Assessment (RA)
RISK ASSESSMENT TOOLS
WRAC, FTA, BTA etcBTA, etc.
FMEA, HAZOP, FTA, BTA, etc.
WRAC, JSAWRAC, JSA
Take 5, SLAM, T k TiTake Time
Take Charge
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‘Layered’ Risk Assessment (RA)
MOSTLYDESIGN &
ENGINEERING
MOSTLYBEHAVIOURAL
14
4. Anglo’s Journey Model
• Describes the different phases that businesses must go through to achieve world class safety performance and become a safety leaderand become a safety leader
• Helps managers assess safety maturity
• Education provides tools & techniques to define operational action plans tooperational action plans to progress on the journey
• Four layer approach to risk for different levels of decision-making
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“Hudson Model”GENERATIVE
HSE is how we do businessround here
PROACTIVEW k bl th t
round here
We work on problems that we still find
CALCULATIVEWe have systems in place to
manage all hazards
REACTIVESafety is important, we do a lot
ti h id t
PATHOLOGICAL
every time we have an accident
Who cares as long aswe don’t get caught
Anglo Safety Risk Management Journey Guidance
P1 Personal Risk Attitude
PEOPLE SYSTEMSP1. Personal Risk AttitudeP2. Caring & RecognitionP3. Management Leadership
and CommitmentP4. Safety Accountability
S1. Risk Management AdoptionS2. Strategic Planning
S3. Project & Process Design ManagementS4. Major Hazard/Priority Risk
Identification and ManagementP5. Employee Involvement
and ConsultationP6. Coaching and Mentoring
gS5. Change Management
S6. Job and Task PlanningS7. Hazard Identification and Reporting
S8. Training and CompetencyS9 CommunicationsS9. Communications
S10.Knowledge ManagementS11.MaintenanceS12.Procurement
S13.Contractor ManagementS14 I id t I ti ti d A l iS14 .Incident Investigation and Analysis
S15. Emergency ResponseS16. Safety Performance Measurement
S17. Auditing and Monitoring
THE ROAD TO ‘ZERO HARM’ CREATING A CARING CULTURE IN ANGLOTHE ROAD TO ‘ZERO HARM’ CREATING A CARING CULTURE IN ANGLOTHE ROAD TO ‘ZERO HARM’ - CREATING A CARING CULTURE IN ANGLO THE ROAD TO ‘ZERO HARM’ - CREATING A CARING CULTURE IN ANGLO
18
The Anglo SRMP – Self Assessment Tool
Little formal interest, exposed, regressive,
Responsive, awareness
Preventative, compliance, understanding
Competent Generative, creative, excellence
vulnerable, starters,
P1. Personal Risk The safety risks in the Risks and the need to The person will follow The person doesn’t The person will not carry Attitude“caring for myself”
ymining industry are accepted as a necessary consequence and the person has a fatalistic outlook. This is often expressed as “mining is
control them are recognised, but the person doesn’t perceive themselves to be exposed. They tend to state “It won’t happen to
pspecified procedures except when production is at stake. There is an acceptance of shortcuts, as long as nothing happens “I follow the
pwilfully put themselves in danger, and follows procedure at all times. Shortcuts are not seen as an option. “I follow the procedures because I
p yout 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 expressed as mining is
tough, people get killed”.state It won t happen to me”.
happens. I follow the procedures and rules when I know someone is watching me”.
procedures because I want to”.
people express this as “This is just the way I do things”.
* - ‘employees’ refers to Anglo American and contractor personnel
19
The Anglo SRMP – Self Assessment Tool
Little formal interest, exposed, regressive,
Responsive, awareness
Preventative, compliance, understanding
Competent Generative, creative, excellence
vulnerable, starters,
P1. Personal Risk The safety risks in the Risks and the need to The person will follow The person doesn’t The person will not carry INCREASINGAttitude
“caring for myself”
ymining industry are accepted as a necessary consequence and the person has a fatalistic outlook. This is often expressed as “mining is
control them are recognised, but the person doesn’t perceive themselves to be exposed. They tend to state “It won’t happen to
pspecified procedures except when production is at stake. There is an acceptance of shortcuts, as long as nothing happens “I follow the
pwilfully put themselves in danger, and follows procedure at all times. Shortcuts are not seen as an option. “I follow the procedures because I
p yout 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
PEO
• Care and respect
INCREASING
expressed as mining is tough, people get killed”.
state It won t happen to me”.
happens. I follow the procedures and rules when I know someone is watching me”.
procedures because I want to”.
people express this as “This is just the way I do things”.
OPL
p• Involvement• Communication• Openness
* - “employees” ������ �� A���� A������� ��� ���������� ���������
LE
• Development• Empowerment
20
The Anglo SRMP – Self Assessment Tool
Little formal interest, exposed, regressive,
Responsive, awareness
Preventative, compliance, understanding
Competent Generative, creative, excellence
vulnerable, starters,
P1. Personal Risk The safety risks in the Risks and the need to The person will follow The person doesn’t The person will not carry S INCREASINGAttitude“caring for myself”
ymining industry are accepted as a necessary consequence and the person has a fatalistic outlook. This is often expressed as “mining is
control them are recognised, but the person doesn’t perceive themselves to be exposed. They tend to state “It won’t happen to
pspecified procedures except when production is at stake. There is an acceptance of shortcuts, as long as nothing happens “I follow the
pwilfully put themselves in danger, and follows procedure at all times. Shortcuts are not seen as an option. “I follow the procedures because I
p yout 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
SYS • Safety system definition
INCREASING
expressed as mining is tough, people get killed”.
state It won t happen to me”.
happens. I follow the procedures and rules when I know someone is watching me”.
procedures because I want to”.
people express this as “This is just the way I do things”.
STE
• Integration of risk assessment• Line management ownership• Focusing of RA, AI and auditing
* - “employees” ������ �� A���� A������� ��� ���������� ���������
MS
g g
21
The Road to ‘Zero Harm’
SELF
HE
RS
RIN
G F
OR
MYS
RIN
G F
OR
OTH
CAR CAR
THE ROAD TO ‘ZERO HARM’ - CREATING A CARING CULTURE IN ANGLOTHE ROAD TO ‘ZERO HARM’ - CREATING A CARING CULTURE IN ANGLO
22
5. Learning points for similar complex, cross cutting initiativesinitiatives• Leadership – inclusive, adaptive, opportunistic, passionate; avoid
top‐down or ‘decree‐like’ approaches; encourage co‐design, co‐planning d i l t tiand co‐implementation.
• Teams - invest time in ‘forming, storming and norming’; develop a clear exit strategy to disband once project is fully embedded.
• Project Planning -spend quality time on the upfront scoping of projects; articulate the desired outcomes; don’t re‐invent the wheel each time; pilot new processes before roll out.
• Governance – form group of senior executives and opinion makers from across Anglo as a sounding board to reaffirm the project team’s approach and progress and to clear the path ahead of the team to ensure progress; f l d t b th Chi f E ti k ti t dformal endorsement by the Chief Executive serves as a key motivator and enabler!
• Sustainability - ensure absolute clarity of roles between service providers d A l d th t d d k land Anglo; reduce the strong dependency on key people.
• Dealing with diversity - recognise the challenge of simultaneously developing common approaches and catering for diversity across Anglo.
Summary - Anglo Safety Risk Management ProgrammeProgramme
PURPOSE
To establish and embed a world class ‘One Anglo’ safety i k t th t d li di l i trisk management process that delivers radical improvement
in safety for all our people.
VISION
All our people make the right decisions affecting safety.
24
Rates improved in 2008 and 2009
Lost-time injury and Fatal injury frequency ratesLTIFR FIFR
2 00
2.50LTIFR
0 08
0.10FIFR
1 00
1.50
2.00
0 04
0.06
0.08
0 00
0.50
1.00
0 00
0.02
0.04
0.00
200020012002200320042005200620072008
0.00
20 20 20 20 20 20 20 20 20
LTIFR FIFR
External interest, recognition and adoption
More information?More information?
Michelle Cilliers [email protected]
Mob +27 (83) 272 4592