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This means that we also expect everyone, wherever they work
and whatever they do, to use our systems and equipment in the
right way, and make themselves aware of any risks and dangers in
the workplace so that everyone can take steps to prevent accidents
from occurring. This is particularly crucial at the moment as we
plan future growth, which means there will be greater safety risks
across the business. To incorporate an additional 4,000 people
into a business means the potential for hazard is increased.
Recognising this reality, and managing it, is something we place
the highest priority on.
It is our aim to become the global sector leader, which
means leading in safety performance too. To do that we need a
strong safety foundation and record before we can further grow
and succeed.
A good understanding of our belief that safety and operational
efficiency are not competing virtues can be gained from the
business case underpinning recruitment. Many people working
within the resources industry at present do not really need that
particular job. Current economic conditions in the resources
industries mean the labour market is a sellers’ market and there
is a considerable degree of choice available to the appropriately
skilled candidate.
Safety always figures in the top two or three reasons why a
particular company attracts or retains talent. When remuneration
levels are consistently high across the board, and the nature of the
work fairly standardised in many respects, the point of difference
becomes more critical. Within the mining industry the surest way
of achieving this is safety.
To put it more starkly, the best way
not
to attract the best
people is to have a poor safety record or reputation.
Rio Tinto’s general safety record is excellent, and certainly
our improvement over the last decade has been tremendously
satisfying. But two fatalities in the Pilbara in 2011 demonstrated
just how catastrophic the consequences can be when things do
not go according to plan. A ‘root and branch’ diagnostic review of
our entire safety performance has been charged with identifying
structural or behavioural issues so as never to see such sad
occurrences again.
As it was, even before the fatalities there were some indications
of a barrier preventing zero harm. Lost time through injuries and
other industry-recognised metrics have recently shown only
marginal improvement. We now measure and track ‘near miss’
incidents and view them as a particularly significant indicator
– the bottom line is if it was close
enough for us to be grateful nothing
happened, then it is unacceptable. The
challenge now is how to get through this
‘flat line’ performance.
One particular focus of Rio Tinto’s has
been our awareness of being fit for work,
in all senses of the term. A major cause
of injuries, and of poor performance in
general, is fatigue. Whether increased
risk of vehicle incidents – still the most
dangerous single factor of the mining
industry – or more hand injuries (almost
invariably caused by carelessness)
– fatigue is a root cause.
With a large and increasing FIFO
workforce, Rio Tinto has adopted
a pioneering Fatigue Management
Program to reduce the risk of tiredness
and stress from affecting work performance, and improving
the lifestyle. The practical measures carry their own obvious
benefit, such as there being no flights before 6.00am, better
camp designs to assist night-shift workers and improved diet
and recreation facilities.
Less obvious changes to the mining lifestyle will, in time,
prove of at least equal benefit, I believe. One example – scheduling
shift changeovers to enable departingworkers a decent opportunity
to rest up and hopefully nap ahead of the fly-out. Early days
still, but our anecdotal evidence tells us the week off begins on
Day One, with little or no ‘winding down’ delay to eat into the
precious family time.
Getting our people home at the end of the day, to enjoy being
with those who matter most, is the only motivation necessary for
Rio Tinto doing whatever it takes to achieve zero harm.
SOME TASKS IN MINING ARE INHERENTLY HAZARDOUS.
MANAGING THEM IS THE KEY, AND RIO TINTO’S
RIGOROUS SAFETY PROCEDURES MUST BE APPLIED
A HEALTHIER LIFESTYLE, IMPROVED DIET AND MORE EXERCISE OPTIONS ALL
CONTRIBUTE TO WORKERS PERFORMING MORE EFFICIENTLY AND MORE SAFELY
TRAIN CONTROL AND SCHEDULING, ONCE DONE
IN THE CHALLENGING PILBARA CONDITIONS,
ARE NOW DONE FROM PERTH
FROM 1,300 KILOMETRES AWAY, THE HIGH-TECH
OPERATIONS CENTRE IN PERTH MARRIES
EFFICIENCY AND GREATER SAFETY TO REDUCE RISK
MINESITE 2011
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