Report home Report to society 2003

www.anglogold.co.za
Annual Financial Statements 2003
Contact us
Feedback
Glossary
Site map
Print & downloads
Home| About this report| Living our values| By GRI| Case studies| Economic performance| Annual financial statements
          
 
Occupational safety  
 
Download PDF PDF - 630KB Print
Mike LeRoy, Health, Safety, and Environment Manager for the Australia region.
The following 9-step process was used:
 
 
Case studies
Australia
7.6 Preparing for the worst – the Emergency Management Plan at Sunrise Dam, Australia

As part of Sunrise Dam?s commitment to maintaining the highest standards of safety and management, the mine has developed an Emergency Management Plan (EMP) that provides a starting point for the management of incidents that have the potential to, or actually have caused, an emergency situation. This plan is one element of AngloGold Australia?s comprehensive emergency management system ? it interfaces with the corporate Crisis Management Plan and covers major emergency events. The EMP also identifies those circumstances that may cause an emergency as identified by the extensive risk assessments undertaken at the mine.

?Although we probably can?t plan for every eventuality, we can certainly try,? says Health, Safety and Environment Manager for the Australia region Mike LeRoy. ?In so doing, we can ensure that planning and preparedness for emergencies is timely, that the response is co-ordinated and most importantly, that accurate information is communicated to key personnel during and subsequent to any emergency.?

Emergencies that are prepared for include a fatality or multiple serious casualties, a cyanide spillage, a missing person, an underground fire, a rockfall, a plane crash, any other major environmental mishap or process interruption.

?Simulated emergencies take place to test the effectiveness of the EMP on a regular basis,? says Mike.
 


 Tim Irimies conducting a simulated “rope” rescue of a person from a berm in the open pit.
 
Elements of the emergency plan
Ensuring the safety of people is the top priority;
Developing plant and section emergency shutdown procedures with the minimum of loss with no further risk to personal safety;
Ensuring external emergency services and Sunrise Dam Gold Mine response personnel are not exposed to unreasonable hazards;
Involving external support services at the discretion of the incident controller, immediately an emergency is perceived to be beyond the capability of the internal resources;
Matching the response to an emergency to the need. Assessment of the severity of the emergency, and therefore the level of response, is the initial responsibility of the on-scene commander in liaison with the incident controller;
Ensuring that all key personnel receive adequate training and are provided with appropriate communications equipment so they can be contacted quickly; and
Ensuring the availability of resources and the preparedness of personnel.
 
7.7 Going underground at Sunrise Dam ? identifying risks
 
In anticipation of a move to underground mining at the Sunrise Dam mine, after seven years of operation as an open pit mine, AngloGold Australia undertook a far-reaching risk assessment as the first stage in the implementation of a systematic risk management programme. Included in this was the identification of possible safety and health risks related to operational and maintenance activities associated with drilling, blasting, bogging (ore extraction by an underground loader), trucking and support areas (such as mine services, technical services, operations management).

A team of 12 people was involved in the risk assessment process, from management and operations personnel to safety professionals. The process used the ?Workplace Risk Assessment and Control? (or WRAC) method, which is based on the concepts contained in the current Australian Standard related to risk management.

Says Mike LeRoy, Health, Safety and Environment Manager in the Australia region office, ?This risk assessment is based upon a tried and tested process and the events and hazards identified are largely based on the experience and judgement of the members of the team. The main aim was to identify the significant hazards or events, not every hazard or event.
 
Going underground. One of the first steps undertaken when Sunrise Dam received the go-ahead for underground mining was a wide-ranging risk assessment. Some 1,600 risks were identified as part of this process.
 
Risk profile for activities and tasks without and with controls in place.
 

Risk profile for activities and tasks without and with controls in place.

Enlarge Risk profile diagram
 
?The risk assessment identified some 1,600 hazards associated with underground mining that could have some effect on the safety and health of underground employees at the operation. Of these, about 31% are considered as very high risk and a further 26% are considered high risk. All of these risks will be managed using a formalised management plan and are being considered in the mining planning. ?
 
Risk category Risk rankings Number of events Percentage
    Before
controls
After
controls
Before
controls
After
controls
Very High (VH) 1 ? 8   480   27   31% 2%
High (H) 9 ? 16   411   23   26% 1%
Moderate (M) 17 ? 20   363   273   23% 18%
Low (L) 21 ? 25   303   1,234   20% 79%
       
    1,557 100%
 
Underground development commencing at Sunrise Dam in Western Australia.
 
Business principle:
  AngloGold as an employer – safety
and health
Key indicators
Milestones - 2003
Safety and health policy and agreements
Review of 2003
  Governance and structure
  Safety performance
  Causes of fatal accidents
  Overcoming the challenges
Reporting in line
with GRI
Objectives for 2004
Case studies
  South Africa
  East and West Africa
  Australia
  7.6 Preparing for the worst ? the Emergency Management Plan at Sunrise Dam, Australia
 
  7.7 Going underground at Sunrise Dam ? identifying risks
 
  South America
  North America
         
    Top | Case Studies    
Ethics & governance   Community   Safety   Health   HIV/AIDS   Environment   Labour practices