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Larry Snyder, Safety,
Health and Environment Manager at CC&V.
Both CC&V and Safety, Health and Environment Manager, Larry
Snyder, were recognised by the Colorado Division of Minerals and
Geology and the Colorado Mining Association for undertaking
almost two years of construction on the expansion project
without having a single lost-time injury. |
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Case studies
North America |
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| 7.10 STOP programme implemented in North America |
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Although the Cripple Creek & Victor (CC&V) mine
in North America has an exemplary safety record, that does not mean
that mine management has stopped their safety initiatives. In fact,
this surface mining operation recently introduced a Safety Training
and Observation Programme (STOP) which was developed by
international safety experts, Du Pont.
Says Larry Snyder, Safety, Health and Environment Manager at CC&V,
?STOP for supervisors is an excellent behaviour-based observation
programme that gives us the means to achieve safety excellence. The
programme trains management ? from the general manager to the
front-line supervisor ? to observe behaviour in several key areas
and to take appropriate action that will help change employees?
behaviour. It develops observation and communications skills so that
positive steps can be taken to ensure a safer workplace."
The programme promotes behavioural safety changes by providing the
tools essential to supervisors to observe employees in critical
areas of behaviour and correct inappropriate acts and reinforce
proper safe behaviour. Emphasis is placed on using the STOP Safety
Cycle. This is the process of:
DECIDE ? Make safety a top priority
STOP ? Give your full attention to the work area
OBSERVE ? Look for unsafe acts and unsafe conditions
THINK ? Consider how safety will be affected by what you have
observed, and
ACT ? Use good judgment to eliminate unsafe acts and unsafe
conditions
Supervisors are required to complete a STOP card on their
observations and are required to correct unsafe acts and unsafe
conditions as well as commend safe acts and safe conditions.
Observations are then tracked over time.
Says Larry, ?STOP training for supervisors began in February 2003
and included all supervisory personnel, from the Vice President and
General Manager to the front line supervisor. Training in STOP for
all other employees began in August 2003. Operating departments
completed STOP training in December 2003. Administrative departments
were so intrigued by the programme that they decided to join the
training effort in November 2003. They are currently scheduled to
complete their training in April 2004. We feel that STOP training is
valuable in keeping employees oriented and focused on unsafe acts in
specific work practices, the leading causes of injury.
Results from the mining department are encouraging. The end-of-year
incident rate, as defined by the Mines Safety and Health Act (MSHA)
in the US, was 1.4 reportable injuries per 200,000 man hours, down
from 2.5 at the end of 2002. But the results from the processing
department are not as good, indicating that there is still more work
to be done there. The incident rate there was 13.4, up from 5.5 at
the end of 2002. |
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STOP programme is based on the following principles: |
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All injuries and occupational illnesses
can be prevented; |
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Safety is everyone?s responsibility; |
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Management is directly accountable for preventing
injuries and occupational illnesses; |
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Safety is a condition of employment; |
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Training is an essential element for safe workplaces; |
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Safety audits must be conducted; |
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Safe work practices should be reinforced and all
unsafe acts and unsafe conditions must be corrected
promptly; |
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It is essential to investigate injuries and
occupational illnesses as well as incidents with the
potential for injury; |
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Safety off the job is an important element of our
overall safety effort; |
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Preventing injuries and occupational illnesses is good
business; and |
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People are the
most critical element in a successful safety and health
programme. |
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