bold spirit - ArcelorMittal South Africa

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66 ArcelorMittal South Africa Annual Report 2010 Safety, health and wellness In our plans to achieve a future where all health and safety incidents are eliminated, entrenchment of fatality prevention standards and learning from incidents at other sites have been identified as key elements. Management of health and safety Nothing is more important than the health, safety and wellbeing of our employees and contractors. The nature of our business involves a diverse array of potentially dangerous situations. We have and continue to invest time and resources to changing mindsets, behaviours and eliminating conditions that may lead to fatalities, injuries or adversely impact our employees, contractors and the communities we operate in. We have identified our four critical focus areas: a continued focus on fundamentals; the necessity for a culture that identifies and eliminates unsafe acts and conditions before they lead to incidents; a culture of openness; and a culture of operational discipline. Focus on fundamentals In our plans to achieve a future where all health and safety incidents are eliminated, entrenchment of fatality prevention standards and learning from incidents at other sites have been identified as key elements. A number of key projects that will enable us to reach our goal of zero incidents have been identified and are currently at varying stages of completion. Culture of anticipation Significant safety improvements are predicated on the early identification and rectification of unsafe behaviours and conditions. We have placed emphasis on shop floor audits (which are face to face leadership interventions with employees and contractors), auditing our plants to ensure that their general conditions do not pose undue health and safety risks, increased our emphasis on contractor management and supervision, and sought to inject a greater element of interactivity into our training. Adverse findings from all these various elements are analysed to determine the potential worst outcome and these identified risks are then rectified. Culture of openness One of the biggest challenges facing us is creating a culture where everyone feels responsible for the safety and wellbeing of other employees and contractors, and where they believe they are empowered to act accordingly. In order to generate such a culture the right processes need to be in place. Firstly, visual leadership is required – leadership that ensures that all our employees understand that they have an important role in achieving our health and safety goals. Secondly, we have to continue building health and safety into our daily routines. Health and safety must be top of our agendas in all our meetings. General managers hold safety site meetings attended by employees, contractors and union representatives every month (OHSACT requires meetings at least every three months). Safety meetings are also held at the beginning of each shift and all new employees receive mandatory safety training as part of induction. Health and safety is a key topic covered by formal agreements with trade unions, and general managers hold bi-monthly meetings with trade union representatives. In the past, trade unions have filled the single seat on the board’s Safety, Health and Environment (SHE) committee on an annual rotational basis. However, following requests made by trade unions during the year, we agreed to grant both trade union representatives a permanent seat on this committee. Celebrating and recognising safety successes is a necessity for creating a culture of openness. Until recently we have tended to focus more on
67 ArcelorMittal South Africa Annual Report 2010 the disciplinary aspects of health and safety. We have revised a reward system to better balance the need for disciplinary actions with the need for affirming and rewarding safe behaviour. Operational discipline Operational discipline starts with ensuring that standards and procedures have been developed and that adequate management systems are in place. Thereafter the standards and procedures must be aligned with local legislation and ArcelorMittal Group requirements. It is imperative that practices are consistent with procedures. For example, one of our key requirements is that no task may be commenced without hazards being identified and the risks of that job being assessed. On the whole this is adhered to, but occasionally lapses do occur and these are dealt with when discovered. Initiatives for improvement The loss of five lives in 2009 served to strengthen our resolve to achieve our goal of zero injuries and fatalities. During the year we implemented stricter controls, greater leadership involvement at all levels on issues of safety and an intensified focus on entrenching safety standards. We significantly increased safety training. Some R10 million was invested in general safety and healthrelated training. This amounted to 113 different courses, 27 awareness interventions, over 33 000 training inventions comprising approximately 133 000 hours. This compares with R6.5 million invested in health and safety training in the previous year. Health and safety The global ArcelorMittal Group has set itself a goal of becoming the safest steel and mining company in the world, and although much remains to be done before we achieve this ambition, our focus on continuous health and safety improvement has helped us progress in the right direction. Safety highlights and challenges We are extremely proud of having finished the year on zero fatalities and well within target for Lost Time Injury Frequency Rate (LTIFR), our key safety indicator. We stepped up health and safety training dramatically, particularly relating to the Fatality Prevention Standards. In spite of these significant gains, however, much still remains to be done. We have also put measures in place to improve our emergency response plans. Regrettably, one fatality at our Vanderbijlpark Works occurred in February 2011. The root causes of this crushing accident are still under investigation. Fatality prevention standards The entrenchment of the group’s ten fatality prevention standards (FPS) remains central to improving our safety performance. These standards are: • Contractor management • Cranes and lifting • Isolation and lock-outs • Vehicles and driving • Working with gas and in confined spaces • Rail safety • Working at heights • Shop floor audits • Emergency preparedness • Incident investigation FPS champions conducted crosssite audits to test compliance and benchmark each site against the FPS. The audit team also tested compliance against the Permit to Work standards. Audit results have informed remediation plans on each of the safety standards investigated, to help us achieve our goal for full compliance with FPS compliance at Level 3. Contractor management Contractors continue to be included in all health and safety engagement, training, measurement and reporting. They are subject to the same health and safety standards as our own employees. All contractors must comply with OSHAS 18001. Improving our emergency response plans We continued to implement Vanderbijlpark Works’ emergency response improvement programme throughout the company, following the benchmarking and gap analysis exercise conducted with ArcelorMittal’s Gent plant which embodies best practice in this area.
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