Company Profile - SAFEmap International

2009 

Company Profile: Safemap Africa 

Company Profile 

SAFEMAP AFRICA (PTY) LTD 

The purpose of this company profile is to provide a background 

inform interested, new, prospective and valued current clients 

of the behavioural and occupational safety services that can be 

rendered by Safemap Africa. 

669 Lobelia Street 

Morelleta Park 

Pretoria 

South Africa 

Tel: 012 998 2602 

Offices in 

Perth, Australia 

Brisbane Australia 

Maitland, Australia 

Vancouver, Canada 

Santiago, Chile 

Author: Francois Smith 

SAFEmap Africa 

24/02/2009 

1

Company Profile: Safemap Africa 2009 

At SAFEmap, through our commitment to safety, we: 

 

Have become leaders in safety innovation 

 

Provide an unequalled service on behavioural safety 

 

Provide a range of other safety management services 

 

Are specialists in safety culture change 

 

Conduct advanced safety research projects for industry 

Our approach and programs have the following features: 

 

Sustained and integrated with the client’s systems 

 

Based on advanced thinking in safety 

 

Aligned with risk and safety management 

 

Beyond systems, into winning hearts and minds 

 

Proven in the mining industry, globally 

Supported by specialist in the safety field 

SAFEmap©2009 2


Contents 

1. Introduction ..................................................................................................... 4 

2. SAFEmap Capability ......................................................................................... 4 

3. Industry Profile ................................................................................................ 5 

4. The SAFEmap approach ................................................................................... 6 

5. The SAFEmap Safety Journey ........................................................................... 7 

6. Review of previous and current SAFEmap change programs ........................... 9 

7. Other engagements……………………………………………………………………………………..11 

8. SAFEmap expertise ……………………………………………………………………………………..11 

9. Resources and personnel in SAFEmap ............................................................ 11 

9.1 SAFEmap personnel ................................................................................. 11 

9.2 Associates of SAFEmap ............................................................................ 14 

10. Training courses offered ………………………………………………………………………………16 

11. Other services offered ………………………………………………………………………………...18 

12. Basis of costing …………………………………………………………………………………………..19 

13. Supporting information ................................................................................. 19 



1. Introduction 

SAFEmap Africa is interested in working with prospective or current clients in a partnership to deliver 

certain risk and safety management services within a mutually beneficial cooperation agreement. This 

profile outlines our capability and experience in the resources and other industries and in safety. The 

SAFEmap approach is also discussed. Specific interventions by SAFEmap are outlined in the six 

improvement areas in safety identified through years of research and experience. 

Francois Smith (MD) will take overall management responsibility for the Client/SAFEmap partnership 

and be available to commence work as and when agreed. 

SAFEmap offers advanced and unique approaches to safety, leading the field of safety with new 

models, techniques and with international recognition. 

2. SAFEmap Capability 

SAFEmap International was founded in 1992 and has achieved significant success in the resources 

industry, where it specialises in a unique approach to safety: risk competency. SAFEmap has since grown 

into an internationally recognised leader in the organisational and individual behaviour management 

field. 

SAFEmap Africa is an Empowerment Company registered in July 2003, mainly because of extended 

interests of SAFEmap International into Africa and South America. 

SAFEmap is a flexible organisation that, through a number of associates and alignments, can deliver 

services to small and large organisations alike. Five continental and four regional offices are operated 

globally, namely for Western and Southern Australia from Perth, the Australian East Coast and South 

Pacific from Brisbane, Africa from Pretoria, Latin America from Santiago, Chilli and North America and 

Europe from Vancouver in Canada. 

SAFEmap has an outstanding record in the field of organizational and individual behaviour modification 

at all levels in the organization with blue chip companies such as Placer Dome Global, Xstrata PLC, BOC 

Australia, Debswana Mining in Botswana and Afrisam Cement in South Africa. 

SAFEmap operates offices as partnerships around the world: 

• SAFEmap Internal holding company, managed by Corrie Pitzer 

• Latin America, managed by Alejandro Steinhaus 

• Central America, managed by Rene Valle 

• Brazil, managed by Jorge Burgos 

• South Africa for Africa and Middle East, managed by Francois Smith 

• Australia (Western Australia and SE Asia), managed by Rawden Hill 

• Australia, (Eastern Australia and Asia), managed by Dave Olive 

• North America, managed by Marius Jacobs 

The partners in SAFEmap are all highly qualified and experienced in fields of safety, risk and behavioural 

psychology, and in complementary fields of safety systems, change management, project management, 

risk management and risk engineering, as outlined further in this document. 



3. Industry Profile 

SAFEmap specialises in the field of safety culture change and has achieved significant success with 

clients such as Goldcorp, Kinross Gold, BOC Gases, Xstrata, Sandvik, Holcim Cement (now Afrisam), 

Procon Group, Placer Dome Inc (now Barrick Gold), Petronas, Debswana/DeBeers, Breakwater 

Resources and many others over the past 15 years. 

SAFEmap has an initial background in conducting mine safety culture surveys and related research 

programs. In 2000 it was selected by the Minerals Council of Australia to conduct a safety culture survey 

of the Australian mining industry and in 2004 by the South African Chamber of Mines to conduct a 

similar survey of the South African mining industry. Corrie Pitzer also conducted several studies, in 1998, 

for the NSW Department of Mines on mine worker risk-taking behaviours, mine disasters and mine 

safety systems. 

SAFEmap has a long and proven track record of success and impact on industry safety and many 

referees comment favourably about our work, amongst others: 

Gordon Thompson, Chief Operating Officer, CAMEC Africa, previously Executive Director, South Deep 

Francois, have you been watching our safety results? I can’t really ascribe the sudden improvement to anything 

other than a change in the consciousness towards the SAFEmap process we have embarked on! The number of lost 

day accidents has dropped from an average of 11 LDI’s per week to 3 for the last 3 weeks – this last week we 

suffered a single LDI, (a silly one which I argue should have been a treat and return – but never the less he still 

suffered an injury!) 

More importantly I would like to share what one of my executives stated this morning at a Strategic session and 

that was: “I believe we are on the right track as far as this Health and Safety stuff is concerned – for me it has 

substance and not the stuff that was served up at the other operations I worked at!” 

Steve Reid, Chief Operating Officer, Goldcorp, Inc 

“The SAFEmap expertise in strategic safety management, leadership development and translation of systems to the 

workface is unequalled. I have seen it changing behaviours, motivations and performance.” 

Dale Ekmark, General Manager, Placer Dome, Debswana/DeBeers, (now GM Kazakhmys inc) 

“The SAFEmap leadership development process drives significant and measurable performance improvement, not 

only in safety but in all organizational outputs. I have managed organizations where the powerful impact of 

SAFEmap’s ‘transformational leadership’ was clearly visible and evident in our improvements. We deployed worldwide 

with outstanding results. I have personally witnessed spectacular results from Tanzania to Papua New Guinea 

to North America.” 

Tony Gibbs – Group Risk Manager (PPC) 

Hi Francois and the SAFEmap team, Thank you all for the effort you put in to the training conducted at our sites. 

From the feedback this has been some of the best training our team members have experienced. As the saying 

goes “it has been a pleasure doing business with you”. 

Dan Allan, President, Sandvik Mining and Construction, USA& Mexico, 

“SAFEmap’s approach to management is unique and conceptually very progressive – it is where we should be in the 

mining industry. Corrie leads a team of outstanding professionals and I believe he and SAFEmap can add 

tremendous value to any organization. They have to ours.” 



Rodney Stuparyk (Centerra Gold) 

“The SAFEmap programs have been installed in our Russian-speaking environment and with remarkable acceptance 

- in an environment where such acceptance is very rare. SAFEmap’s capability to operate in different cultures is 

unquestionable” 

Rogers Thusi, Debswana / De Beers 

The course was very enjoyable and extremely valuable. At no time did I doze off and I am the oldest member of the 

team! I think the whole arrangement was superb, from the venue, the food to the exercises. Using the team to 

teach each other was most innovative and we learnt from each other a lot more then than we did before. What I 

enjoy most about the course is that it not only claims to be an integral part of operations management and 

leadership, but it actually is part of operations management and leadership. 

4. The SAFEmap approach 

The SAFEmap approach to safety can best be described as “competency-based safety”. This unique 

approach was developed over 15 years of extensive research in the mining industry to address 

fundamentals of mine safety: 

In safety, the first challenge is to achieve a common language. The term ‘safety’ means different things 

to different people, but essentially it captures an ideal of ‘absence of harm’. It becomes a little more 

difficult if it means ‘absence of failures’ and really complex if it means ‘absence of risk’. It is essential to 

establish a common belief about the paradigms of safety and a common understanding of what 

‘excellence’ in safety really means, especially to the employee at the face. Without a shared vision, it is 

improbable, even impossible, that the organisation will be able to start the journey towards ‘excellence 

in safety’. 

The SAFEmap vision of an ideal organization is one where safety is eventually invisible. There are no 

posters, campaigns, targets or safety programs. Production and safety are seamless, with no ‘safety 

meetings’, no special committees, no separate points on agendas for safety and line management is 

truly accountable for safety. It is an organisation that does not investigate the causes of an accident, but 

analyses risk. It is an organisation that allows, elicits and rewards innovation, for which it must endure 

error, but not tolerate blunders. 

Developing the value-driven organisation is a process that takes time and executive accountability and 

there are three pre-requisites to develop the conviction that will result in action to work safely, as an 

individual, team, site or corporation. Firstly the anticipation skills and analysis of risks, secondly the 

motivation to take action and thirdly the integration of safety and operational processes. 

It is a complex and difficult road to travel for any organisation, with a stark reality: the goal will never 

‘finally’ be achieved, because, by definition, the journey can never end. Thus, safety is not defined by 

the absence of a number (zero accidents), but defined by the presence of Energy, Motivation and 

Competence (E=mc²!). The quest for a powerful and caring safety culture may not eliminate all injuries 

from our work places in the short term, but it gives the best possible chance to do so over the long term. 

Many safety researchers have identified human error, or risk-taking, as the biggest contributor to 

accidents and incidents. One of the earliest safety management specialists, HW Heinrich, indicated that 

85% of all accidents are “human-related”. For many years after that, the approach was mostly to train, 

instruct and to enforce rules. The American behavioural models became very popular in the safety 

discipline, and developed through various stages. Initially, the three E’s (Engineering, Enforcement, 

Education) was the most widely applied model for many decades, and slowly replaced in recent years 

with more participative behavioural models, such as achieved through peer observations. 



However, recent research in the field of behavioural safety and in the field of risk homeostasis suggests 

that risk-taking behaviour is a complex phenomenon, and not something that can simplistically be 

achieved only through the Antecedent-Behaviour-Consequence (ABC) model of human behaviour. It is 

rather surprising that the ABC model is still a popular model, despite the very obvious limitations it 

showed in many aspects of safety and risk management. 

The SAFEmap CBS approach to safety incorporates the most modern techniques of safety management 

available today, in our terms: human technology and engineering. It develops competent behaviour in 

the workplace through a variety of techniques and introduces a new concept in safety, namely “risk 

competence”. Risk competence is based on the premise that all workplaces contain risk to some degree 

and that employees will have to take risks in their daily work routine – otherwise they get nothing done. 

Instructing employees “not to do a job unless it is safe to do” is obviously a statement designed to 

protect management and not the worker. What work will an employee really be able to do that is 

“safe”? What is safe and what is safe enough? 

When will the employee know that it is safe, especially if a sad fact is that approximately 20% of deaths 

in the resources industry occur while employees are doing tasks according to the company’s 

procedures? 

The SAFEmap CBS process develops risk skills to ensure that when employees have to take those risks, 

they do so competently. SAFEmap provides a balanced focus on behaviour and a total solution of 

advanced safety techniques, systems and tools. Behaviour is influenced by both attitudes and risk 

perceptions of employees – their mindsets. 

5. The SAFEmap Safety Journey 

Starting the journey 

Safety is a journey that starts with a decision and a commitment, but has no end result, no final goal, no 

‘condition’ where perfect exists. There is no ‘safety paradise”, no decisive victory. 

Safety today… 

Safety and risk are often seen as two opposites, where we have to move from a condition of risk 

(danger) to a condition of safety (absence of harm). In this approach, we analyze accidents and prevent 

them, we set rules and enforce them, we educate our people not to take any risks and we ask them to 

identify hazards which we (as management) will eliminate or mitigate. Safety management has moved 

on from a dogmatic approach and has become a dynamic process in the modern business environment. 

In the first instance, it is no longer a ‘top-down management driven’ approach but one in which all 

employees, contactors, service providers and clients participate in. 

Risk is recognized as a circumstance that can have a positive outcome or a harmful one, sometimes a bit 

of both and that we have to balance those outcomes. If we don’t take risks, we will not achieve, if we 

don’t experiment we will not discover and if we don’t innovate, we will recede. We therefore have to 

find the fine balance between risks, rewards and potential harm. 

The journey ahead… 

Safety in these terms is a process through which we seek opportunities in a responsible way, develop 

skills in all our people to deal with risks competently, and confidently explore new and better ways to 

engineer and build things. It is part of the strategic planning and thinking and is integrated in every 

activity. Safety should be integrated in our business so that eventually it will become seamless and an 



accepted consideration before we make any decision. Line management is truly accountable for safety. 

They manage and coach their people to develop competence and reward and recognize them 

accordingly, gaining the trust and support of all. Employees will grow from being safe workers to 

become safety champions. 

• There are several criteria to be met before an organization can truly claim to be innovators: 

• They must know and understand their risks, and deal with the facts of risk, not the illusions; 

• They must gain the commitment of all; 

• They must develop their capabilities. 

The above three criteria have complex and demanding implications for each person or business unit. 

This requires careful training and deployment of the right resources of money, people and time, 

operationally and strategically. It is a difficult road to travel for any organization, with a stark reality: the 

goal will never ‘finally’ be achieved, because, by definition, the journey can never end. In this context, 

safety isn’t defined by the absence of a number (zero), but defined by the presence of energy, 

motivation and competence: the ‘zeniths’ of safety. 

Therefore, the quest for a powerful and caring safety culture will possibly not eliminate all injury or 

death from our work places in the short term, but it will give us the best possible chance to do so over 

the long term. 



The Safety Growth Model 

The Safety Growth Model has been developed by SAFEmap for self assessment, international 

benchmarking, and ultimately, a roadmap for improvement of safety purposes. Organisations can utilize 

the model to honestly and transparently assess their current safety status and to plan improvement 

actions that can take them to the next level of safety management. 

Very few organizations truly get to the higher echelons of resilient safety management because the 

required effort to reach and maintain such a high level of safety performance often seemingly has to 

compete directly with production for financial and other resources. The air at such high performance 

levels are extremely thin and it takes carefully planned and rigorously implemented actions to move the 

organization from “good” to “great” in safety management and performance. 

The Safety Growth Model depicts six (6) distinct stages of safety performance which are described 

below. There is never a clear cut between these stages and organizations must be brutally honest when 

conducting a safety maturity self assessment. It is also true that the exercise is highly subjective since 

employee’s perceptions at different levels, departments and positions in the organization varies widely 

and are influenced by recent personal observations and experiences. 

What does the road look like…? 

The road ahead has three lanes: 

• The values of the leaders, the organization and of the people have to be aligned and integrated; 

• The actions and behaviours of people at all levels of the business have to support the values; 

• The central lane is the one in which we have dynamics systems in place to address the dynamic 

risks, progressively and proactively. 

The SAFEmap Vision 

Our vision is to support our client’s evolution to an organization where safety is fundamental to what 

they do, where we truly care about their people around us and through which they gain global 

recognition that they are the best in the business. 

6. Review of previous and current SAFEmap change programs 

SAFEmap has achieved many successes with our clients internationally and we proudly announce 

them: 

Designed and implemented a comprehensive change program at Placer Dome between 2002 and 2005. 

At this time the company was taken over by Barrick Gold and they changed direction towards the 

Barrick-preferred safety management models. Up to this time, the performance levels of Placer Dome 

improved significantly, as measured by lag indicators, lead indicators and safety culture improvements 

measured by resurveys. Referees here include executives who are now employed at other companies, 

namely John Scott, Group Safety Director, Procon Group, Martin Raffield, now Mine Manager at Myra 

Falls Mine, Bob Cutriss, now Technical Manager at Breakwater Resources, Tim Baker: EVP, now COO at 

Kinross Gold. Many referees at ex-Placer Dome mines are also available if requested. 

Installed change programs at Xstrata mines in South Africa, both Coal and Alloys divisions and achieved 

best-ever and best-industry improvements in safety performance. This included leadership 

interventions, training and systems deployment and follow-up programs. It also included a deployment 

of a powerful risk culture change program called SIXeye on Safety, a process researched and developed 



by SAFEmap over a period of 10 years. Referees here include Sam Coetzer, MD for Xstrata Coal, Ras 

Alberts, CEO of Xstrata Coal and Riaan Cilliers, General Works Manager at Rustenburg Smelter. 

Currently installing a strategic safety improvement program at Jwaneng Diamond Mine (part of 

Debswana/DeBeers Group in Botswana) and deploying multi-level interventions at strategic, tactical and 

operational levels. This encompasses a large risk competency training intervention of all employees, as 

well as deployment of the SAFEmap Safety Leadership Program. Outstanding success has already been 

achieved in short time. Referees here include Dale Ekmark, General Manager and Mine Manager J Kirby. 

Installed leadership process interventions at Goldcorp, including re-energising the previously installed 

behavioural safety process (several Goldcorp mines were previously part of Placer Dome and continued 

the SAFEmap change programs.) The processes here include the StepBack risk process, 6 Point Safety 

System, SAFEaward incentive systems, Safety Coach and Champions program and Master Coach 

training. Goldcorp is also deploying the “GOLDENeye-on-Safety” (based on the SIXeye of SAFEmap). 

The X-Ray system is also deployed - an advanced Root Cause Analysis system that allows organizations 

to do accident/incident analysis at all supervisory levels, which can also acts as a risk prediction tool. 

Goldcorp is also fully deploying SAFEmap’s “Safety Leadership Course”, a course based on the 

transformational leadership model of Kouzes and Posner. Referees at Goldcorp include Steve Reid, Chief 

Operating Officer; Johan Jacobs, Senior Executive: Training and Development, Marc Lauzier: Safety 

Manager, Canadian Operations, and Dan Gagnon, General Manager, Red Lake Mine. 

SAFEmap Africa is in the process (since Jan 2003) of installing a comprehensive organisation culture 

intervention at all sites, factories, mines and depots of Afrisam Cement. The process includes the 

development of a three year strategy addressing organizational and safety issues such as 

communication, discipline, contractor management, training and the structure and role of the safety 

resources and expertise in the company. Referees are Duncan Bosch (project leader) and Charles 

Naude, MD of Afrisam South Africa. 

SAFEmap (North America) recently commenced with programs in at Centerra Gold at mines in 

Kyrgyzstan and Mongolia (Susan Mathieu, VP: EH&S) and Kinross Gold (Rick Baker, Sr. Vice President 

Environment, Health and Safety) which include various interventions, such as training of leadership, 

installing behavioural and risk competency systems and tools at their mines in Brazil, Chile, Russia and 

USA. 

Nestle Malaysia (9 factories) implemented the program from 1995, achieving significant changes in the 

values, beliefs, attitudes and behaviours of employees and managers, with the lead and lag indicators 

showing a similar dramatic improvement. Referee is William Kuek, Group SHE Manager. 

SAFEmap has also conducted major safety culture surveys for clients such as Brambles, Transfield 

Services, CSR, BHPBilliton and several other smaller organizations. The e-Profile safety culture survey 

data base is one of the largest in the world, totalling 75 000 employees from over 200 mining operations 

on 5 continents. 

Corrie Pitzer has facilitated several high level safety workshops for senior executives of Sandvik Mining 

and Construction in North America, and conducted a behavioural safety workshop for the “Round Table” 

of North American mining companies, including executives from Newmont, Placer Dome/Barrick, Phelps 

Dodge, Inco, and Falconbridge (Xstrata) in Reno, Nevada in 2005. 

Other referees in South America include: Codelco Chile, SCM El Abra (now Freeport), Cemento Melon 

(Lafarge) in Chile, Petrobras Energía in Argentina, AES, Cerro Vanguardia, Central Puerto, Gas Andes, 

Anglo American in Chile, Cia. Minera Zaldivar 

Detailed contact information for each of the above named referees is available on request. 



7. Other Engagements 

Safemap is currently engaged with a number of smaller projects and services at various organisations. 

• Presenting safety learnerships for the Master Builder’s Association and Transnet Freight Rail; 

• Conducting Board of Inquiries into all Transnet fatal incidents; 

• Contractor management for Sephaku Cement and Limpopo Roads Agency; 

• Safety and risk management training for Hullets Tongaat, Hullamin, Xstrata Coal and Alloys, 

Lafarge, PPC, Afrisam and a host of smaller companies; 

• New engagements with Lonmin, SA Mint; Redpath Mining, the Mining Qualifications Authority, 

Grinaker LTA, Goldfields and Anglo Gold Ashanti. 

8. The SAFEmap expertise 

SAFEmap is comprehensively experienced in working in a variety of cultures and able to translate our 

unique concepts and skills into those environments – at all levels of organizations. We have ‘translated’ 

our unique approaches to safety in Australian, African (RSA, Botswana, Tanzania), Asian (Malaysia, 

Indonesia, PNG), Russian, North and Latin American cultures. 

We have high level skills within our team of safety professionals who are dedicated to ideals of safety 

excellence, first and foremost. All senior partners are graduates at Master level, in safety science, 

business management and industrial psychology. 

Our approach is one of “gradual concept and skill transfer” to the client, simply because the best chance 

of success in safety improvements comes from client ownership and belief in the change process – 

which ensures SAFEmap’s success and credibility in the market place. 

Our primary skill is our ability to analyse, conceptualize and diagnose safety processes and dynamics. 

Our partners have participated in the Minex process and we have developed that capacity significantly 

in our approach. (For example, the MCA’s Self Assessment Tool for Minex was developed by Corrie 

Pitzer) 

9. Resources and personnel in SAFEmap 

SAFEmap has a number of experts in various fields as managing partners in each of the major mining 

regions in the world, namely Australia, Africa, South America and North America. 

We have a number of selected associates with specific expertise to complement our services to clients in 

a variety of areas. 

We are also in the process of establishing an office in UK/Europe to direct our increasing activities in 

Eastern Europe countries such as Russia, Kyrgyzstan and Mongolia. 

We are forming joint ventures around the world to direct activities on the various continents. 

9.1 SAFEmap personnel 

(See matrix on page 15 for SAFEmap internationally). 



Francois Smith is the Managing Director of SAFEmap Africa. He has worked in safety and related fields 

locally and internationally for 20 years and has vast experience in safety engineering, conventional 

safety and behavior-based safety. His thesis for his Masters Degree in Safety Management (USA) dealt 

with the critical success factors that are required to implement behavior-based safety programs 

successfully. As Corporate Safety Manager for Iscor and later Kumba Resources he was directly involved 

in the successful implementation of safety and health (including behavior-based safety) programs in 

these organisations. 

Eric Ratshikhopha is an Executive Director and has 30 years experience in Mining and other resource 

industries with JCI, Billiton and Xstrata. Eric has been an Executive Director for Social Responsibility with 

Xstrata South Africa for the past five years and has a BA.Hons (Ind Psych) and MBA qualification. 

Susan Pheiffer. Susan gained extensive knowledge in occupational health and safety during her career 

with Iscor, Newcastle which started in 1990. During 2000 she was promoted to Iscor Head office in 

Pretoria where she rendered a consulting service. She assisted management in the compilation and 

implementation of Health and Safety plans as well as the auditing thereof. She also assisted Iscor 

Corporate Office in the investigation of serious and fatal accidents, audits, scheduling and chairing of 

Corporate Health and Safety meetings and organizing SHE functions. During 2001 Susan joined IRCA in 

the Behaviour Intervention Department where she assisted customers in the implementation of a 

behaviour change process. During 2004 Susan worked as a consultant with Lexis Nexis. She conducted 

training, audits and assisted companies in the implementation of Occupational Health and Safety 

programs. She joined SAFEmap Africa in February 2005 where she is currently assisting clients with the 

implementation of SAFEmap’s Smartsafe Competency Based Safety process and other safety related 

needs. Her qualifications are: BA Degree (University of South Africa); National Diploma in Safety 

(Technikon SA); Master Management in Occupational Health and Safety (University of Queensland); and 

MBA (University of Queensland). 

Israel Makhoye, Training Manager of SAFEmap Africa with eighteen (18) years experience in safety 

training of which the last 4 years was specifically related to behaviour safety. He also do on-the-job 

coaching and conduct inspections and audits. 

Greg Heger. Greg joined SAFEmap Africa with six years experience of behavioral and psychometric 

consulting. He has represented one of the largest providers of psychometric assessments globally and 

was involved with all aspects of assessment, training and consulting around these tools. He has been 

responsible for the restructuring, development and management of staff of various offices within this 

company having run Sydney, Cape Town and Port Elizabeth branches. He has been responsible for 

providing behavioral interventions and tools within multi-national organizations such as Goodyear, 

Continental, Cadbury’s and Volkswagen SA. 

Gordon Olivier. Gordon Olivier has many years of experience as technical trainer and facilitator in 

Occupational Health and Safety (OHS). He did his apprenticeship in electrical work at Durnacol mine and 

was exposed to drilling and blasting, long wall mining and continuous mining in a coal mining 

environment. From there he moved to TRANSNET as a technician and later as a technical facilitator. 

Gordon also trained as a technical facilitator with the Technikon Northern Gauteng before he moved to 

NOSA as a lecturer ending his service there as a training project manager. Gordon was a senior facilitator 

with DEKRA Norisko before he joined Safemap Africa. 



Besides his Trade Diploma Electrical he has done numerous OHS courses including SAMTRAC, SAMTECH, 

Auditors, Environmental Management, Ergonomics, Occupational Hygiene, Incident Investigation and 

others. He did the City and Guilds of London facilitators courses and is an accredited assessor and 

moderator with the HWSETA. Gordon is a Registered Occupational Safety Practitioner (ROSPrac) with 

the Board of Registration for Occupational Health, Safety and Related Professionals (OHSAP). He is 

currently busy lecturing on behalf of the University of Pretoria to Anglo American doing the Safety Risk 

Management Process to all senior management. 

Anthony Sibanyoni. He is an experienced facilitator with years of service with MMC, NOSA and DEKRA. 

He has a BA (Education), is currently completing his National Diploma in Safety Management and has 

also done lots of short courses like SAMTRAC, ITIS, OHSAS 18001, GHSTC, AHSTRAC, Incident 

Investigation, Risk assessment, facilitators, assessors and moderator’s courses amongst others. 

Anthony is also a Registered Safety Practitioner (ROSPrac) with OHSAP as well as an accredited 

assessor and moderator with the HWSETA. 

Llewellyn Walljee became a member of SAFEmap Africa after many years of experience in the 

construction, engineering, local government and chemical fields. He served in companies like the 

Durban City Council with the Metro Police, various contractors like AE Construction, Kentz Engineering 

and LE Welding Services. During these periods he was not only exposed to the functional duties of his 

job but he also moved into the field of Occupational Health and Safety. 

He has also acted as a Health and Safety Compliance Agent for a well established OHS Consultancy firm. 

He is currently employed by SAFEmap Africa (Pty) Ltd. as an Occupational Health and Safety consultant. 

Llewellyn has his National Diploma in Police Management through Technikon Southern Africa, he has 

studied toward a Graduate Diploma in Forensic Auditing and Criminal Justice, has started studying 

towards a BA Degree with specialization in Asset and Crime Risk Protection and is currently busy with 

the National Diploma: Safety Management. Besides these studies he has also completed various short 

courses in Health and Safety, including SAMTRAC, Implementation of Occupational Health and Safety 

Law, Incident Investigation, Occupational Health and Hygiene and Environmental Management. 

Lemon Magalakwe, senior consultant with SAFEmap Africa with 25 years experience in underground 

Platinum Mining. He is a competent safety trainer and for the last 4 years specifically conducted 

behaviour safety related training. He also do on-the-job coaching and conduct inspections and audits. 

Lemon completed the New Manager Program through the University of Wits. 

Frans Pretorius. Frans joined the SAFEmap family in 2007 after 13 years of Military Service and being a 

senior officer. Since starting with the company he was extensively exposed to the field of industrial 

safety, health and environment. This gave him valuable knowledge and practical experience in SHE 

environment. He is currently responsible to act as a facilitator to deliver behavioural interventions, risk 

awareness courses en other SHE related courses at various companies like inter alia PPC. He has an 

Industrial Psychology degree from the University of Stellenbosch which enables him to effectively 

consider the human aspect in the field of industrial safety. 



Sarel Myburgh, part time consultant within SAFEmap Africa. Previously he was employed by Iscor Van 

der Bijl as Safety Manager. He has extensive experience in health and safety and has conducted safety 

training for many years. 

Sandy Mc Intyre. Sandy Mcintyre - Sandy started his working career as a policeman and during 1974 

accepted an appointment as a Safety Officer at the Iscor Works in Newcastle. He achieved a NADSAM 

during 1977 and grew in the ranks at the company until he was appointed manager of the safety 

function. During this period he was involved in the development and implementation of numerous H&S 

programs. During 1996 he left the safety field and started his own construction company until he joined 

SAFEmap Africa during June 2008. 

Lesiba Rabapane, junior consultant within Safemap Africa with many years of experience in teaching. 

Since joining Safemap Africa (last four years) he conducted specifically behaviour safety related training. 

He is also competent in doing on-the-job coaching, inspections and audits. He is currently doing his 

NADSAM through UNISA 

Koos Moima, safety instructor within Safemap Africa joined the company four years ago and is a 

competent trainer. He conducts specifically behaviour safety training but is also competent to do onthe-job 

coaching, inspections and audits. Koos is currently doing his NADSAM through UNISA 

Karabo Moima, safety instructor within Safemap Africa and joined the company three years ago. He is a 

competent trainer and conducts specifically behaviour safety training but is also competent to do onthe-job 

coaching, inspections and audits. 

9.2 Associates of SAFEmap 

• Ken Ainsworth, M.A., MBA, CMC, Learning & Development Associates, Toronto, Canada. 

Expertise in leadership coaching, development and performance analysis. 

• Alberto Julio Pastirik, BSc (Mech & Safety Eng), Argentina. Expertise in safety engineering, 

auditing, training and HR systems management. 

• Roberto Ceruti, , BSc (Eng), MSc (Quality Eng), Argentina. Expertise in quality and safety 

management certification and process facilitation 

• Legricon, Legal Risk and Compliance Consultants assists its clients in achieving and 

maintaining legal compliance in the field of occupational safety, health and environmental 

management. 

• Growth-Link Learning Technologies provides an exclusive range of complementary learning 

solutions in the human resources and related fields to clients. 

• PLC International (Kuala Lumpur) is SAFEmap’s service providers in South East Asia, for the 

full range of SAFEmap services. 

• SAFEmap has partnership agreements in place with some of the leading safety Universities 

worldwide, including the Universities of Pretoria and South Africa; 

• Thomas International is a world leader in psychometric testing and will assist SAFEmap 

Africa with leadership assessment and development if applicable. 

• David Broadbent; BSc, MSc (Applied Science) MBA, operates from Sydney in Australia and 

enjoys global recognition for his groundbreaking work in Transformational Safety 

Leadership. 



NAME LOCATION QUALIFICATIONS EXPERTISE 

Corrie Pitzer 

(CEO – International) 

Eric Ratshikhopha 

(Executive Director, RSA) 

Francois Smith 

(COO – Africa) 

Greg Heger 

(Senior Consultant, RSA) 

Susan Pheiffer 

(Ops Manager) 

Abel Modise 

(Consultant) 

David Broadbent 

(Manager – New South 

Wales) 

Dr Rosemary Murray 

(R&D) 

Koos Roux 

(Partner – Queensland) 

Alex Steinhaus 

(MD – Chile) 

Dave Olive 

(MD – East Aust) 

Hercules du Preez 

(Ops Manager) 

Claudia Marin 

(Consultant) 

Dave Apelt 

(Consultant) 

Rawden Hill 

(COO – Australia) 

Peter Masters 

(Consultant) 

North America 

(Canada) 

Africa 

(South Africa) 

Africa 


Africa 


Africa 


Africa 


Australia (NSW) 

North America 

(Canada) 

Australia 

(Queensland) 

South America 

(Chile) 

Australia 

Australia 

(Queensland) 

South America 

(Chile) 

Australia 

(Queensland) 

Australia 

(WA) 

Australia 

(WA) 

BA.Hons (Ind Psych), Dip (Ed) B Hons 

(B&A), MBA 

BA.Hons (Ind Psych), MBA 

B.Admin, M.Sc (Ind. Safety) 

Dip (Risk Management) 

BCom (Ind.Psych) busy with, 

N Dip (Mark Mgt), (Sports Mgt) 

BA (Ind Psych) Dip.OH&S, 

Master (OH&S), MBA 

Nat Dip. OH&S, SAMTRAC 

Dip Mining, Loss Control 

B.A. Hons (Psych) 

Advanced Trauma Specialist 

B Sc (Env Sciences), Ph.D 

Grad Dip (Ind. Management) 

B Comm Hons (Ind.Psych) 

M Comm (Ind Psych) 

BSc (Chem Eng) 

MBA (Corporate Management) 

Loss Control management Certiificate 

DNVAuditor Certification 

N3 (Elec. Eng.) 

MCSD (Microsoft) 

BSc (Civil Eng) 

Environment Engineer 

BSc Information Technology and 

Electronic Engineering 

B Comm (Psych) 

B Hons (Psych), MBA 

B.Sc (Mech Eng), 

Grad Dip Ed. 

Risk psychology, change and OD, risk management, leadership 

coaching and safety strategic management. 

Project management, Leadership processes, Safety culture change, 

Social responsibility, Change management. 

Root Cause Analysis, systems safety, organizational behaviour and 

corporate safety leadership. 

Behavioural and psychometric consulting, Coaching development, 

Leadership development, group dynamics and risk skill training. 

Legal requirements, safety systems, organization and individual 

behaviour and training management 

Risk Management, training and implementation, safety management 

systems. 

Leadership processes, safety culture assessment, safety auditing, 

EAP’s, operational risk management. 

Safety culture surveys, e-learning, risk research and development, 

program management. 

Competency training, safety auditing, safety culture assessment, 

feedback processes and interventions. 

Systems management, OSHAS 18001, training and development. 

Certification Audits in OH&S. 

Safety management systems, process safety, training and 

development. 

Business and systems analysis, risk management, performance systems 

measurement. 

Systems management, OSHAS 18001, training and development. 

Certification audits in management systems. 

Behavioural tracking, lead indicator measurement, software 

management 

Safety culture analysis, risk skill development, OD, change 

management, strategic management. 

Expertise in safety culture analysis, change management and training. 

15

10. Training courses offered 


COURSE DESCRIPTION DURATION DELEGATES 

Executive Management 

Corporate Governance (King III) 1 Day Min 6 – Max 12 

Safety Leadership Master Class for Executives 3 Days Min 12 – Max 15 

Advanced Risk Management (ISO 31 000) 2 Days Min 12 – Max 15 

Legal Liability for Executives. (OHS or MHS Act) 1 Day Min 6 – Max 12 

Senior and Middle Management 

Corporate Governance (King III) 1 Day Min 10 – Max 12 

Safety Leadership Workshop for Senior and Middle Management 

1 Day (4 hrs) 

2 Days follow-up 

Min 16 – Max 18 

Advanced Risk Management (ISO 31 000) 5 Days Min 15 – Max 18 

Legal Liability for Senior/Middle Management (OHS or MHS Act) 1 Day Min 10 – Max 20 

Competency Based Safety (CBS) 1 Day Min 10 – Max 15 

SIX-Ray Incident Analysis 2 Days Min 10 – Max 15 

Audits, Inspections and Reviews 1 Day Min 10 – Max 20 

Contractor Management 1 Day Min 10 – Max 20 

Hazard and Risk Awareness for Management 1 Day Min 10 – Max 20 

ISO 9001, 14001, OHSAS 18001 3 - 5 Days Min 10 – Max 20 

Auditors Course (14001, 18001, 9000) 5 Days Min 10 – Max 20 

Lead Auditors (14001, 18001, 9000) 5 Days Min 10 – Max 20 

Supervisory Level 

Supervisor Safety Development Program 10 Days Min 10 – Max 16 

Safety Leadership for Supervisors 2 Days Min 10 – Max 20 

Risk Management for Supervisors 3 Days Min 10 – Max 20 

Competency Based Safety for Supervisors 2 Days Min 10 – Max 18 

CBS and Safety Coaching for Supervisors 1 Day Min 10 – Max 18 

Legal Liability for Supervisors. (OHS or MHS Act) 2 Days Min 10 – Max 20 

Construction Regulations/Contractor Management 2 Days Min 10 – Max 20 

SIX-Ray Incident Analysis 2 Days Min 10 – Max 15 

Audits, Inspections, Observations and Reviews 2 Days Min 10 – Max 20 

ISO 9001, 14001, OHSAS 18001 3 – 5 Days Min 10 – Max 20 



Fundamentals of Safety 3 days Min 10 – Max 20 

16


COURSE DESCRIPTION DURATION DELEGATES 

Rest of Workforce 

Safety Accountability for the Workforce (DELTA) 2 Days Min 15 – Max 25 

Risk Assessments for the Workforce 2 Days Min 15 – Max 25 

Legislation for the Workforce (OHS or MHS Act) 1 Day Min 15 – Max 25 

Compensation for Injuries and Diseases Act 1 Day Min 15 – Max 25 

SHE Representatives. (OHS or MHS Act) 2 Days Min 12 – Max 15 

Risk Awareness for the Workforce 2 Days Min 10 – Max 20 

Performing Effective Workplace Inspections 1 Day Min 15 – Max 25 

Working at Heights, Confined Spaces 1 Day Min 15 – Max 25 

OHS Induction for the Workforce 1 Day Min 15 – Max 25 

Basic Workplace Safety Requirements 2 Days Min 15 – Max 25 

Basic First Aid Certificate 2 Days Min 8 – Max 12 

Advanced First Aid Certificate 5 Days Min 10 – Max 20 

Basic Fire Fighting 2 Days Min 10 – Max 20 

Safety Practitioners (Officers) 

Safety and Hygiene Certificate – Level 4 67 Days Min 8 – Max 15 

Safety Practitioner Learnerships 8 Months Min 8 – Max 15 

Safety Practitioner Development Program 15 Days Min 8 - Max 12 

Advanced Risk Management 5 Days Min 5 – Max 15 

Advanced Incident Analysis 5 Days Min 5 – Max 15 

Advanced Audits and Reviews 3 Days Min 15 - Max 20 

ISO 9001, 14001, OHSAS 18001 3 – 5 Days Min 10 – Max 20 



Fundamentals of Safety 3 days Min 10 – Max 20 

Contractors 

Contractor Management for Project Managers/Team 2 Days Min 8 – Max 15 

Construction Regulations for Supervisors 1 Day Min 10 – Max 20 

OHS Induction for Contractors 1 Day Min 15 – Max 25 

Basic Workplace Safety for Supervisors 2 Days Min 15 – Max 25 

Basic Workplace Safety for the Workforce 2 Days Min 15 – Max 25 

Basic First Aid Certificate 2 Days Min 8 – Max 12 

Advanced First Aid Certificate 5 Days Min 10 – Max 20 

Lock Out, Working at Heights, Confined Space 1 Day Min 15 – Max 20 



11. Services offered 

OTHER SERVICES 

Competency Based Safety® 

- Safety Culture Surveys 

- Organisation Culture Surveys 

- Behaviour Change Processes 

- CBS System Implementation 

Executive/Leadership Safety Coaching 

- Winning minds and hearts of all stakeholders 

- Assistance / advisory to implementation of 

effective safety strategy 

- Equipping Leaders with necessary skills 

Risk Management 

- Baseline Risk Assessments 

- Issue Based Risk Assessments 

- Develop Continuous Risk Assessment tools 

- Risk Management Training (All levels) 

Incident Investigations 

- Fatal injury analysis 

- Serious damage to equipment incidents 

- Disaster enquiry 

- Auditing incident management systems 

Occupational Health and Hygiene 

- Occupational Health Risk Assessment 

- Man-task job specification (Health) 

- Occupational Health Medical Surveillance 

- Pre-employment and exit medical 

examinations 

Legal Compliance Audits 

- Mine Health and Safety Act 

- Occupational Health and Safety Act 

- Compensation for Injury and Disease Act. 

Occupational Safety, Health and Environment 

System Implementation (18000, 14000, 9000) 

Contractor Management 

- Employee / Contractor Induction 

- Contractor management 

- Contractor auditing 

- Safety Officer Service 

Implementation period – 3 to 6 months 

One-on-One coaching 

Facilitation and training 

Apply SI-X-Ray technique 

Full spectrum of AIA services 

Done by highly qualified legal practitioners 

Certifications excluded 

Backed through a software package 



12. Basis of costing 

SAFEmap mostly operates on a “per project basis”, with detailed quoting for any project and parts/substeps 

of projects. The change program is divided into identifiable steps and each is allocated as a project 

with specific timelines, responsibilities and costs. 

Examples of the steps (and time-lined projects) in a change program are: 

• Analysis and profiling 

• Process and model development 

• Leadership alignment 

• Skills transfer to client 

• Integration support 

• Measurement and follow-up 

Where work is performed outside of scope, the cost basis reverts to time extended, with rates 

dependent on the level of work to be performed, namely strategic (e.g. facilitation), tactical (e.g. 

leadership training) or operational (e.g. employee training). 

13. Supporting information 

The safety model on which SAFEmap concepts are based is largely derived from the cognitive and 

behavioural psychology fields, and with a specific focus and emphasis that distinguishes it from 

traditional safety models: 

• The Safety Six® Strategies 

The Safety Six ® strategies define the broad approaches we follow in our quest for safety 

excellence. They are based on the fundamentals of all safety: leadership to show the way, 

integration, systems to guide actions, behaviours of people, information to get the facts and 

engineering to improve the physical conditions of work. 

o Winning the hearts and minds of people for safety requires leaders who value safety, who 

not only manage the day-to-day activities of the operations, but also lead their people with 

vision, compassion and inspiration. 

o Eliminate the boundaries, which involves the integration of safety into all core business 

activities. The integration of safety and operations is obvious, yet we have done our best in 

the past to separate them. We need our employees to integrate safety in their work, not a 

situation where safety is “done” only when the supervisors or the “safety officers” are near. 

This strategy brings significant changes to the roles of supervisors (now as coaches) and 

safety practitioners (now as facilitators). 

o Competence of the organization and people in identifying and managing risk. It requires a 

systematic focus on behaviours, risk perceptions and skills and is a long term process through 

which growth and incremental changes in organizational maturity is achieved. 

o Analysis of risk and performance, with a focus on safety culture, leadership styles, safety 

systems and processes, leading performance indicators and accident/incident data. The 

analysis of risk is formalized in the organization and actively pursued. Too often, the 

knowledge we have about risks stems from the accidents we have had, loosing sight of the 

fact that any one risk could result in several, sometimes numerous different accidents or 

outcomes. An accident path is only one of many in that circumstance. 



o Risk transformation to ensure that the overall management of safety is risk-based, systematic 

and responsive to the dynamic nature of risks. A risk-based approach to safety management 

is essential, because the risks in the organization are ever-changing and we need to be 

similarly flexible in our systems. 

o ‘Emagineering’ for safety to reduce risks in project design, infrastructure, construction and 

operations. Engineering is the most fundamental level at which we can mitigate risks, but we 

have to be mindful of behavioural consequences where people may become complacent 

when they develop illusions of being protected. 

• SAFEmap SMART ® focuses on risk-taking behaviour that views ‘risk-taking’ as a fundamental 

process in any organisation that delivers positive rewards when competent and negative 

outcomes when incompetent. Any organisation that “eradicates risk-taking” is also removing the 

‘engine room’ of achievement from its culture. Employees who innovate have to take risks, 

albeit well-calculated and well-executed ones, which cannot be done in a compliant-based 

environment. SAFEmap SMART® integrates these seemingly incompatible approaches to achieve 

step changes in organizations. 

• The e-Profile Safety Culture Analysis system is far beyond mere surveys of employee 

perceptions or culture surveys. It is the system that has been used by the Minerals Council of 

Australia and Chamber of Mines of South Africa to conduct benchmark studies on safety culture 

in 2000 and 2004 respectively. It has now been developed into a total system that integrates 

safety perception measures, safety performance analysis and safety lead indicator 

measurement. With this system, a central information base can be created and on a weekly, 

monthly, quarterly or annual basis measurements of employee perceptions of safety can be 

sampled at all mines in a group, analysed and profiled as a continuous ‘finger-on-the-pulse’ 

measurement (of hearts and minds). This system has recently been completed and is due for 

launch by June 2007. e-Profile is available in many languages, including Spanish, Portuguese, 

Russian, French, PNG languages, Arabic, Swahili, Indonesian, etc. 

• Value-driven safety leadership training is an approach aimed at ‘winning the hearts and minds’ 

of people for safety. It develops leaders who value safety, beyond their commitment to it and 

provides managers with leadership skills to set a safety vision and to direct and lead people to 

achieve that vision. It is a process through which leaders transform values into actions, visions 

into realities and risks into rewards and the practices of strategic safety. 

• The SI-X-Ray Root Cause Analysis process develops skills in creative, analytical and ‘root cause’ 

thinking about accidents and incidents. It is designed around the competencies of hazard-type 

analysis, assessment of various event controls, analysis of contributing causal factors, corrective 

and preventative processes and conducting follow-up. The SI-X-Ray process consists of an 

incident reaction schedule, where sites/units internally conduct advanced analysis of specific, 

high-potential incidents. 

“Perhaps the most important lesson of all that can be drawn is that the sum and quality of our individual 

contributions to the management of safety determines whether the colleagues we work with live or die” 

“Safety is not an intellectual exercise to keep some of us in business; safety is a matter of life and death” 

Brian Appleton, Senior investigator of the Piper Alpha Disaster, 1988

Company Profile - SAFEmap International

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