FIFR and LTIFR
The FIFR decreased from 0.19 per million man-hours in 2004,
to 0.14 per million man hours in 2005, an improvement of 26%.
Since 1998 (when the company was established in its current
form) this rate has improved by 64%. However, the LTIFR rose
from 6.56 per million man-hours to 6.77 in 2005. While this is a
marginal increase, it does break the downward trend and means
that the year-on-year targeted decrease of 20% was not met.
Nonetheless, many of the individual operations within the
company turned in a good performance as can be seen from the
table alongside.
The primary causes of fatalities in the South Africa region
remain falls of ground (88%), with seismically induced falls of
ground accounting for 41% of all fatalities. Other major causes
are transport-related accidents (6%).
Using lagging and leading indicators in the management of safety
AngloGold Ashanti operations use both leading and lagging
indicators in monitoring safety performance.
The lagging indicators are those that have traditionally been
used to measure actual performance. These include: LTIFR,
serious injury frequency rate (only in South Africa), FIFR and
severity frequency rate. All these rates are expressed as per
million hours worked.
Through the enterprise-wide risk management programme that
has been implemented within the South Africa region, it is now
possible to identify at operational level most of the
significant risks and then to establish the related leading
indicators - those that indicate a predisposition to an event or
situation that could precipitate or be conducive to an accident
or incident. These include, for example, the amount of
overtime worked in a section and the disciplinary process
applied.
Health
The most significant occupational health threats to AngloGold
Ashanti are noise-induced hearing loss (NIHL) and occupational
lung disease (OLD). In South Africa, TB in silica-exposed
employees is also considered to be an occupational disease.
Noice induced hearing loss
Hearing conservation programmes exist at all operations. Based on current performance, NIHL is still a health threat in the South Africa region despite a downward trend over the past three years. Baseline audiograms, performed in terms of new compensation regulations, form the basis for future assessment of employees in terms of hearing loss.
Using engineering initiatives to reduce noise at source is
the priority management tool, with all drills and fans having
been silenced to date. Other noisy equipment is being attended
to on a priority basis and investigations aimed at identifying
other sources that could result in hearing loss are continuing.
Emphasis is also being placed on auditing and evaluating
underground work areas in terms of risk.
The hearing conservation programme includes the provision of
hearing protection devices (HPDs) and annual audiometry
examination of all employees. While indications are that HPDs
are increasingly being used, the monitoring systems and training
efforts also emphasise the employee’s responsibility to protect
his/her hearing. While NIHL rates have decreased, the region
continues to focus on this area as there is evidence of
continued hearing loss occurring since the baseline study,
although the degree of loss is not yet at a level that would
warrant compensation.
FIFR: 1998 to 2005
(per million hours worked) - South Africa   |
|
LTIFR: 1998 to 2005
(per million hours worked) - South Africa  |
Occupational lung disease
In South Africa, exposure to silica dust remains one of the
major contributing factors to the development of OLD. In this
context OLD includes TB, TB silicosis and obstructive airways
disease. Of these, TB is the most pervasive and is compounded by
a high (estimated 30%) HIV prevalence in the mining population,
which greatly increases the risk of TB. About 85% of employees
with TB are HIV positive.
Initiatives to eradicate dust and improve methods of dust
control have continued, as have TB control programmes. The
latter have been enhanced through the use of active TB case
finding, supported by digital diagnostic radiography (DDR). The
Occupational Health Centres at the Vaal River and West Wits
operations each have a DDR facility. In addition a mobile DDR
unit was commissioned during 2005 at Vaal River. The unit moves
from shaft to shaft to facilitate more frequent x-raying of
employees in an effort to detect and treat TB infection earlier,
thereby preventing its spread and lessening the severity of its
impact. The success of this mobile DDR has prompted the order of
a further unit for the West Wits operations. (See
case study: Taking TB control a step closer to
employees.)
Treatment of TB is available free of charge to all employees
and contractors. The extension of the TB control programme to
contractors is believed to be one of the reasons behind the
success of the AngloGold Ashanti TB management programme by
reducing the prevalence and therefore infectious pool of the
illness among contractor employees.
While the rate for new TB infections has decreased, the
disease remains an area of concerted effort in light of
HIV/AIDS, an ageing workforce and longer careers underground.
In 2004 Aurum Health Research, then a subsidiary of AngloGold
Health Service, was granted $14 million over a five-year period
by the Consortium to Respond Effectively to the AIDS/TB Epidemic
(CREATE) and a research programme is now being implemented. The
grant, which is part of a larger award of $45 million to CREATE
by the Bill and Melinda Gates Foundation, is being used to
research strategies around TB control in the South African gold
mining industry. In addition to Aurum, members of CREATE
include, among others, the Johns Hopkins University Center for
Tuberculosis Research, the London School of Hygiene and Tropical
Medicine, the University of Stellenbosch and the World Health
Organization. (See case study: Pioneering TB research programme launched.)
The research being conducted by Aurum follows extensive
consultation and collaboration with several South African gold
mining companies, including AngloGold Ashanti, Gold Fields and
Harmony, the departments of Health, Labour, and Minerals and
Energy and various labour unions and associations. The aim of
this specific research programme is to determine the effects of
community-wide preventive therapy on TB rates in the South
African gold mining industry.
Silicosis
Silicosis is an occupational lung disease caused by the inhalation of free silica dust which is present in mining areas where quartz concentrations are high, as is frequently the case in deep-level mines.
AngloGold Ashanti is working with the state, unions and other mining companies in
developing strategies to improve access to and use of the follow-up treatment and
compensation systems under the Occupational Diseases in Mines and Works Act (ODMWA),
especially for ex-employees.
In Brazil new cases of silicosis have largely been
eradicated. The company continues to provide medical and other
support services to ex-employees who have contracted silicosis.
HIV/AIDS
HIV/AIDS continued to receive attention in the South Africa
region. By the end of December 2005, 32.4% of the workforce had
undergone voluntary counselling and testing (VCT), with over
3,250 employees currently enrolled in the Wellness Programme and
934 of these on antiretroviral
treatment (ART). HIV/AIDS is dealt with under the
Regional Health Threats section of this report.
Malaria
Malaria is one of the most significant health threats at the
East and West African operations and is discussed in the
Regional Health Threats section of this report.
Heat and physical fitness
Deep-level mining is often accompanied by exposure to heat.
AngloGold Ashanti employs a heat stress management programme to
promote the health and well-being of its employees and to meet
the requirements of legislation. (See case study in Report to Society 2004: New heat tolerance centre at West Wits.)
AngloGold Ashanti’s South African mines operate some of the
most sophisticated and largest refrigeration plants in the
world. These are used to cool the underground working
environment. Stoping wet-bulb temperatures averaged 28.3?C for
the year, while development face wet-bulb temperatures averaged
28.3?C. A temperature greater than 29.5?C is believed to affect
the safety and productivity of employees. Temperatures of
greater than 27.5?C require that a Heat Stress Management
Programme be maintained at that mine.
A related issue is the operation of the Functional Work
Capacity (FWC) test battery developed by AHS and featured in the
Report to Society 2003. The use of this test battery has been
extended to assess the fitness of women for work underground,
which is particularly important in light of the South African
mining industry’s Charter requirements.
Fatigue management
The management of fatigue is an issue at a number of
operations, particularly where rotational shifts are worked, and
where work is continuous. In Western Australia, AngloGold
Ashanti has been engaged in discussions with authorities with
respect to fatigue and fatigue management and, in particular, a
risk-based approach to managing the issue. Extensive work has
been undertaken at Sunrise Dam in Australia in assessing risk,
identifying potential problems and putting the
appropriate controls in place. Work done at Sunrise Dam will be extended to Navachab in Namibia
in 2006. (See case study: Managing Fatigue at Sunrise Dam.)
The management of occupational safety and health is a prime
responsibility of line management, from the executive level to
the first-line supervisory level
Safety and health is overseen by the Board Committee on
Safety, Health and Sustainable Development. This committee’s
role is to evaluate the social, economic, environmental and
health effects of the company's operations on both local and
global communities and to achieve a sustainable balance between
economic and social development with due regard to the safety
and health of employees and the impact of AngloGold Ashanti’s
operations on the environment. One of the stated primary
objectives of this committee is to ensure the elimination of all
work-related accidents and diseases. The committee conducts
on-site inspections on matters of serious concern and in 2005
such a visit was conducted at Ergo, which is currently in
closure mode.
The constitution of the committee requires a majority
representation by non-executive directors. The committee
currently comprises four non-executive directors, Bill Nairn
(chairman), Dr James Motlatsi, Dr Sam Jonah and Simon Thompson,
as well as chief executive officer Bobby Godsell and Neville
Nicolau, chief operating officer, Africa; members of management,
including the other chief operating officers; regional heads;
and heads of disciplines (environment, safety and health,
community and corporate affairs) are invited to attend.
The management of safety and health is the responsibility of line management at an
operational level, who in turn are supported by specialist safety and health personnel. In
South Africa, health services are provided by AngloGold Health Service (AHS), a separate but
wholly-owned subsidiary of AngloGold Ashanti.
On 15 June 2005 AngloGold Ashanti became a signatory to the
South African Mine Health and Safety Council’s (MHSC) new safety
and health targets in respect of injuries, silicosis and noise
at a summit held in Johannesburg. The MHSC is a tripartite
(employers, labour and government) body. This was followed by
operational safety launches which were aimed at revitalising the
strategic safety and health thrusts launched in 2004, and to
demonstrate support for the MHSC’s targets and plans.
Managing safety and health in South America
Roles and responsibilities are well defined in the management of safety and health in the South American operations. Each operational unit has its own safety department (run by a safety engineer and technicians at plant, mine and maintenance departments) and health department. These in turn report to the operating manager who reports to the general operating manager responsible for the region. Safety and health information from all the operations is coordinated at a central point, under the auspices of the South American regional office.
We will set safety and health objectives based on
comprehensive strategic plans and will measure performance
against these plans
The group's values and business principles on safety and
health and the accompanying safety and health policy are minimum
guidelines for the group in respect of safety and health.
Regions and operations are encouraged to develop their own
specific principles, guidelines and policies in line with local
conditions and legislation. Examples of mine safety and health
policies may be found on the website.
It is the company’s view that safety and health must form an integral part of the management of the operations. In the South Africa region the company has taken this a step further with the belief that ill health has an impact on both safety and productivity and has put in place a new strategic framework - Wellness in the Workplace - which adopts an integrated approach. The overall aim of this approach is to engage and retire healthy and productive people. The concept refers to physical well-being - from the employees’ entry into the organisation through to departure - and recognises the interdependence between safety, health, the environment and productivity. This requires an integrated and coordinated approach by the safety, health and environment, medical and human resource disciplines.
The programme has three phases, namely: the
pre-employment/engagement phase; the exposure to the social and
occupational environment during the employment phase; and the
termination/post-employment phase.
Falls of ground workshops are held every quarter in the South
African region. An action plan was developed and some
improvement has been evident in the latter part of the year. (See case study: Fall of ground management in South Africa.) Examples of mine safety and health policies:
We are committed to complying with all relevant occupational
health and safety laws, regulations and standards. In the
absence of such standards, leading practice will be adopted. The
company will not tolerate or condone deliberate breaches in
standards and procedures
During 2005 there were no significant breaches of the safety and health legislation and regulations, applicable to the company’s operations.
A list of some of the
laws, regulations and standards applicable to safety and health (PDF - 14KB)
The company is committed to providing all necessary
resources to enable compliance with these principles. We will
provide all necessary personal protective equipment
Mining operations frequently take place in areas where there is limited infrastructure, particularly in respect of health care services. In these cases, or where the economies of scale make it cost-effective for the company to provide for its own needs, specialist facilities and infrastructure are established.
In South Africa health care and medical
surveillance are handled by AHS, which provides health care
services to the group’s more than 37,000 South African employees
and a growing number of dependants.
AHS owns and manages two world-class hospitals, numerous
community-based clinics, on-mine medical stations and two
occupational health centres. The service employs 1,134 people,
60% of whom are health care professionals. Each AHS hospital has
medical, surgical and maternity wards, an intensive care unit,
operating theatres, casualty and outpatient facilities, as well as radiography, occupational therapy and
physiotherapy services. Employees have unlimited access to these
facilities.
At Obuasi in Ghana health care services are provided at the
Edwin Cade hospital. (See Report to Society 2004: Upgrade planned for the Edwin Cade Memorial Hospital at Obuasi.) At other smaller operations such as Geita, Navachab, Siguiri, Sadiola, Yatela, Morila, Bibiani and Iduapriem, on-mine medical facilities cater for employees needs and, in some cases, for their dependants. (See Report to Society 2004: Model mine medical facility at Iduapriem.)
On-mine facility provides high level of service to Geita employees
Geita’s on-site medical facility provides medical
surveillance and care to mine employees. Overseen by the mine’s
health services manager, the facility employs four doctors and
associated medical care staff. The nurses are trained to conduct
visual acuity, spirometry, audiometry tests and to operate the
X-ray machine; a qualified radiographer visits the facility for
three hours per day. The doctors conduct the physical
medical examinations and issue the certificates of fitness to
the employees.
The facility is equipped with a five-bed ward, digital X-ray
unit, audiometer with a booth, sperometer and lung function test
equipment, and Snellens chart for visual acuity testing.
This facility promotes prevention and provides diagnosis and
treatment for work-related injuries and illnesses for employees
of Geita.
The Siguiri medical centre, for example, is overseen by three medical doctors and has a facility for minor surgery and 14-bed in-patient accommodation. The facility is available to the entire workforce and their dependants, and also provides limited services to surrounding communities.
At Sadiola and Yatela in Mali, the medical surveillance programme is run jointly by the medical staff and the Human Resources Department. The on-mine medical facilities are considered by the company to be among the best in the region and, at Sadiola, a well-equipped small hospital is on site.
Medical surveillance facilities in South America
Medical surveillance programmes are in place at each operation. Services include health examinations on admission to employment, on transfers, on returning to work following more than 30 days’ sick leave, and on disengagement from the company. All employees undergo annual periodical health examinations. First-aid facilities are available at each operation, and there are agreements in place with local hospitals to attend to more serious cases.
- At Cerro Vanguardia a mobile ICU and an ambulance are available full-time. Two medical teams work on weekly shifts, each comprising a doctor, two nurses and a radiologist.
- At Serra Grande a doctor and a nurse work full-time; X-rays are taken at the local hospital.
- At AngloGold Ashanti Minera??o a team consisting of three doctors, 10 nurses, one radiologist and an audiotherapist work on shifts at all units (Cuiabá and C?rrego do S?tio Mines, Queiroz Plant, and the Lamego Project).
We will implement safety and health management systems based on internationally recognised
standards and we will assess the effectiveness of these systems
through periodic audits
While safety and health performance is overseen at a corporate level, with strategies for specific issues being driven at this level (such as protocols for and the auditing of the management of cyanide), individual regions and operations are encouraged to develop their own safety management systems and cultures.
Twelve of AngloGold Ashanti’s global operations have, up
until now, used the National Occupational and Safety Association
(NOSA) specifications for safety management systems and external
auditing and certification. NOSA had been in existence for 54
years but was placed into provisional liquidation in May 2005.
The principles underlying the NOSA system have been maintained
at these operations and plans to use an alternative
specification, OHSAS 18001, have begun. (See box on OHSAS
below.)
Defining OSHAS 18001
The Occupational Health and Safety Assessment Series (OHSAS 18001) specification, presents requirements for an occupational health and safety management system, to enable an organisation to assume a proactive role in controlling its occupational health and safety risks as well as to improve its overall performance. It does not state specific OHSAS 18001 performance criteria, nor does it give detailed specifications for the design of a management system, but rather suggests standards covering the following aspects:
- general requirements
- policy
- planning for hazard identification, risk assessment and risk control
- legal and other requirements
- objectives
- management programme
- structure and responsibility
- training, awareness and competence
- consultation and communication
- documentation
- document and data control
- operational control
- emergency preparedness and response
- checking and corrective action
- performance measurement and monitoring
- accidents, incidents, non-conformance and corrective and preventive actions
- records and records management
- audit
- management review
A company implements safety management systems based on the OHSAS 18001
specification in order to eliminate or minimise risk to employees and other interested parties
who may be exposed to risks related to its activities; implement, maintain and continually
improve the safety and health management system; assure itself of its conformance with its
stated policy; demonstrate such conformance to others; seek certification/registration of its
safety and health management system by an external organisation or make a selfdetermination
and declaration of conformance with this OHSAS 18001 specification.
Operations set their own strategic plans in terms of safety
and health management in accordance with their own specific
circumstances. At Geita mine in Tanzania, for example, emphasis
in 2006 will be placed on, among other things: development and
training of safety representatives; compliance with site driving
regulations; increased drug and alcohol awareness and testing;
investigation and implementation of behaviour-based safety
systems; worker fatigue management; and succession planning and
localisation in respect of safety.
At Morila in Mali, the focus remains on the implementation of
the Behaviour-Based Safety Programme, first introduced two years
ago. This remains necessary as the majority of accidents is
still related to the behaviour and attitude of the individuals
involved.
At Bibiani in Ghana, a behaviour-based safety system is to be introduced in 2006, while attention will also be given to improved contractor management to ensure greater contractor commitment to safety. At Iduapriem, also in Ghana, the most significant safety challenge relates to vehicular safety. A high-profile campaign implemented in the latter half of 2005 has shown some success and will be continued in 2006.
Safety and health - recognition and awards in 2005
AngloGold Ashanti
Minera??o |
ISO 14.001 - May 2005 by NQA (National Quality Assurance) |
| 5-Star NOSA Integrated System - February 2005 by NCA-NOSA Certification |
| ISO 9001 to the Laboratory - July 2004 by BVQI / UKAS Certification |
| Bibiani |
ISO 14001: 2004 Re-certification successful |
| First place in the Zone B National First Aid Competition |
| Placed first as Best Safety Mine in Ghana at National Safety Competition, both organised by the Ghana Mines Department and the Chamber of Mines. |
| CC&V |
On 6 May 2005, the Colorado State Senate recognised the outstanding achievement made at CC&V for their “exemplary record of over 1 million hours without a lost-time accident”. Senator Tom Wiens introduced and read the resolution of behalf of the 65th General Assembly. |
| CC&V has been nominated to Colorado Mining Association forrecognition of 24 months without a lost-time injury. |
| A mine operations general foreman has also been nominated in recognition of his outstanding role in championing the DuPont STOP programme and the recently introduced Risk Assessment and Management process. |
| Geita |
Retained ISO 14001 certification for the second time |
| Retained NOSA 4-Star rating |
| Tanzanian Presidential
Merit Award for Environmental Excellence |
| Achieved 3.4 million LTI free hours in August |
| Achieved 25 million fatal free hours |
| Great Noligwa |
Achieved 1,000,000 fatality-free shifts on 2 July 2005 |
| Savuka Mine |
Mine South African Region Underground Operations - Safety Shield Competition for the 2nd consecutive year |
| Iduapriem |
Achieved 6 million man hours without a lost-time injury in May 2005 |
| Won the Ghana Mines Department/Chamber of Mines Safety Competition and placed second behind Bibiani in the national event. |
| Was adjudged the most improved mine in safety practices by the Ghana Mines Department. |
| Kopanang |
Achieved 1,000,000 fatality-free shifts on 7 November 2005 |
| Dick Fisher Award for 2005 |
| Moab Khotsong |
Was awarded a Special Recognition Award for Outstanding Safety Performance by the Mine Health and Safety Council |
| Morila |
Second place in the Mali INPS Safety Competition in April 2005 |
| Mponeng |
For the first time, reached 1,000,000 fatality-free shifts in January 2005 |
| Navachab |
NOSA award for safety for an open-pit mine in Namibia |
| Retained NOSA 4-star status |
| Sunrise Dam |
Finalist in the Chamber of Minerals and Energy Safety and Health Innovations Awards for the electrical tag idea |
We will conduct the necessary risk
assessments to anticipate, minimise and control occupational
hazards. We will promote initiatives to continuously reduce the
safety and health risks associated with our business activities
Risk assessments are conducted at both group and operational level, from the risks relating to the group as a whole to risks associated with specific working places, with the aim of understanding the potential safety and health risks that exist so that they may be removed or reduced to tolerable levels.
A detailed discussion on risk analysis within the group can be found in the Annual Report 2005.
Risk assessment may be conducted by or with the assistance of external consultants, by the group's corporate office, by underwriters (for insurance purposes) or by the operations themselves. In recent years, risk assessment has been extended to the rock face, with basic hazard identification skills being taught to front-line supervisors and employees.
At Navachab in Namibia, for example, internal risk assessments were conducted by every mine department during the year, with an overall risk assessment also having been completed. In addition, risks assessments are conducted for specific issues, such as pit slope stability and on the tailings storage facility, and these are undertaken by external consultants.
In Australia, risk management is a primary management tool that is used on new projects and day-to-day activities. Each department has identified all of their risks and controls and during 2006 will review these registers for compliance.
The South Africa region has embarked on an enterprise-wide
risk management process over the last two years. As part of
this, the most serious risks have been extensively assessed and
management plans have been put in place to address them. These
are are those risks that have traditionally been identified as
disaster risks, namely, flooding, explosions from explosives and
flammable gases, falls of ground, fires, incidents relating to
cyanide, chemicals, tailings facilities (slime dams), vertical
transport, horizontal transport, dust, noise and thermal
environment.
Further details on medical surveillance for other operations:
Medical surveillance date: Morila in Mali
| Date |
Initial medicals |
Exit medicals |
Transfer medicals |
Periodic medicals |
| 2005 |
257 |
28 |
1 |
686 |
Medical surveillance date: Navachab in Namibia
| Date |
Pre-employment* |
Exit medicals |
Transfer medicals |
Periodic medicals |
| 2005 |
75 |
5 |
1 |
348 |
*To establish baseline following move to owner mining
Medical surveillance date: Geita in Tanzania
| Date |
Initial* |
Exit medicals |
Transfer medicals |
Periodic medicals |
| 2005 |
1,671 |
769 |
0 |
977 |
* Reasons for the large number of initial medicals include the transition to owner mining, and the need to recruit additional employees following the dismissal of employees during a strike early in 2005.
Medical surveillance date: Siguiri in Guinea
| Date |
Initial* |
Exit medicals |
Transfer medicals |
Periodic medicals |
| 2005 |
202 |
0 |
3 |
742 |
* Includes casual employees and trainees
Medical surveillance date: Bibiani in Ghana
| Date |
Initial |
Exit medicals* |
Transfer medicals |
Periodic medicals |
| 2005 |
99 |
418 |
2 |
380 |
*Large increase in exit medicals as a result of current downsizing at the mine.
Medical surveillance date: Iduapriem in Ghana
| Date |
Initial |
Exit medicals* |
Transfer medicals |
Periodic medicals |
| 2005 |
269 |
46 |
0 |
291 |
Medical surveillance date: Serra Grande in Brazil
| Date |
Initial |
Exit medicals* |
Transfer medicals |
Periodic medicals |
| 2005 |
47 |
52 |
0 |
288 |
Medical surveillance date: AngloGold Ashanti Minera?ao in Brazil
| Date |
Initial |
Exit medicals* |
Transfer medicals |
Periodic medicals |
| 2005 |
302 |
62 |
0 |
1,142 |
Medical surveillance date: Sadiola and Yatela in Mali
| Date |
Initial |
Exit medicals* |
Transfer medicals |
Periodic medicals |
| 2005 |
925 |
197 |
0 |
918 |
Emergency preparedness in place in South Africa
Emergency preparedness plans both in respect of employees and community members are in place in the South Africa region. The approach to identifying and preparing for emergency situations is governed by the risk management process and OHSAS 18001. Emergency preparedness plans include preparation for fires, hazardous material accidents, biological threats, high angle rescues and bomb threats.
Different emergencies are treated by different response teams. Each of these is trained to be effective within its area of activity. Among others, there are in teams for asset protection services, fire and emergency services (both surface and underground), ambulance services, mine-based rescue teams and the Mines Rescue Service (MRS). All employees receive a level of basic training and paramedics are available at the operations to ensure a quick response. Refresher training is held at prescribed intervals, as are emergency drills and review processes.
The emergency Asset Protection Emergency Control Centre and the Mponeng Control Centre function as the centres from which fire and emergency services are dispatched to the Vaal River and West Wits operations respectively.
For employees, each of the two South African geographical regions has contracted ISOS to run their ambulance services. These are based at the two hospitals and manned round the clock by advanced life support paramedics. This service is available to the public in the event of a major disaster in the area, as is the use of the two hospitals, which have trauma facilities, theatres and ICU. (See case study: Emergency rescue services at the South African operations.)
At Geita mine in Tanzania, a major quantitative risk
assessment was undertaken during the year by a combined
corporate office and on-site team. The outcomes included
recommendations for pit slope design, emergency evacuation
procedures and training, and high-wall stability monitoring.
A risk-based safety management programme has been initiated
at CC&V in the United States. Verification of the risk
assessment baseline and commitments for action plans on higher
rated risks in operating departments were undertaken, and the
first quarterly review of risk reduction efforts was completed
at the end of September. Encouraging results were achieved, with an improvement of about 60% in the higher rated risks.
At the South American operations, annual Hazard
Identification and Risk Assessments (HIRAs) are undertaken by
company teams and these are subject to internal and external
audits. The HIRA is carried out for each activity, identifying
hazards, outcomes, likelihood, and existing and proposed control
measures. The final result is a matrix indicating a Residual
Risk Profile and respective controls. The process has brought
about a significant reduction in the number of lost-time
injuries in recent years. These risk profiles are also used
during periodic inspections and for induction training.
Emergency preparedness in South America
A number of emergency action plans have been developed for the South American operations in Argentina and Brazil:
- to deal with residue spillages that may have an impact on the environment;
- for tailings dams, to ensure safety and/or minimise risk hazards to communities living around tailing dams or risk areas. Simulations of dam failures have been undertaken;
- in the event of an incident or accident underground or on surface, including first aid for victims, measures to control panic and to guide employees to safety, to minimise environmental damage and damage to assets;
- for sodium cyanide spillage or accidents; and
- underground fires, to protect employees and to minimise damage to company assets.
At Cerro Vanguardia in Argentina, where the operation is in a remote area, drills are conducted on a monthly basis.
In Brazil the operations are located close to a number of communities. Simulations of various emergency situations are conducted regularly in conjunction with community members and specific organisations such as civil defence, hospitals and military police.
While risk management has become a normal part of the
operation of the business, specific projects also require risk
assessments to be undertaken. This is the case with the Cuiabá
Expansion Project where raise-boring of a 780-metre long,
5-metre diameter upcast shaft was undertaken. This upcast shaft,
which serves the purpose of conveying used air from lower
stoping zones to surface, will significantly improve
environmental conditions on the lower levels of Cuiabá mine. A
geotechnical risk assessment has been undertaken and will be
considered in the planning of this operation. (See case study: Ventilation system upgrade at Cuiabá mine in line with expension.)
Emergency preparedness plans are in place at all operations.
At Morila, for example, cyanide ’man-down’ (when an employee has
been exposed to and affected by a cyanide-related incident) and
fire drills are conducted on a regular basis, while an emergency
management plan involving local government, the local chief and
other regulatory authorities is in place. At Navachab, the
mine’s emergency preparedness plan is currently under review and
includes assisting the local community in the event of an
emergency. In 2005 the following emergency drills were held: pit
evacuation; motor vehicle accident on the main road; fire drills
in the different departments; fire drill, combined with two
first aid cases at the plant; and cyanide ’man-down’ drills.
At Geita, the site emergency response team train twice a week after hours and one full day per
month. They also receive training in all aspects of emergency response from external agencies.
Emergency procedures have been developed for a wide range of
potential emergencies at Bibiani mine, and all shifts have been
trained accordingly. Bibiani has worked closely with the Local
National Disaster Management Organisation so as to integrate
with the procedures in place for the wider community. In 2005,
20 members of the community were trained in basic first aid as part of this process.
There is a comprehensive mine-wide emergency response plan in
place at Iduapriem with four emergency rescue stations and a
trained response team in each department. A comprehensive drill
schedule is overseen by the health and safety manager, who also
liaises with the community on emergency-related issues.
CC&V has several emergency response plans in place: a cyanide
emergency response plan, a waste management plan which includes
a hazardous waste contingency and a waste minimisation plan, a
spill countermeasure and contingency plan, and the code 90
procedures
designed to provide medical response to injuries and accidents.
The emergency response plans specify responses by on-site
personnel with the skills normally required in the event of a
particular emergency. Notable exceptions are the cyanide
emergency response plan and the code 90 procedures where the
personnel assigned responsibilities are members of
CC&V’s mine rescue team. Members of this team are specially
trained to provide medical assistance in the case of injuries
and cyanide exposures.
Risk assessment processes at CC&V
A safety and health risk assessment was
performed at CC&V during the year, with the assistance of the corporate office. The assessment, along with risk rankings
and the risk index matrix, was rolled out
to operating departments at the end of the second quarter. The assessment was accepted and during the first quarterly
progress review at the end of September, approximately 60% of the risk rankings of action items (highest risk rankings)
identified by the assessment showed improvement.
In June a risk assessment was undertaken by Zurich North America,
CC&V’s workers’ compensation, business interruption and general liability
insurance carrier. This assessment recommended that a defensive driving
course be taken by people who drive company-owned transportation. By the
end of the third quarter, approximately 75% of the affected people had
completed the course.
International Mining Industry Underwriters (IMIU) performed an annual
assessment in July. Current risk reduction initiatives at CC&V achieved an overall
score of 79%, which was better than the world average of 73% (as observed by
IMIU). Several new recommendations were received from the assessment. By
the end of the third quarter, most of these recommendations had been undertaken.
In the Australia region, there is an integrated crisis and
emergency management plan in place and this is tested regularly
by desk top scenarios or actual ‘man-down’ type exercises for
the emergency response team.
We will establish and maintain a system of medical surveillance for our employees
Medical surveillance is an integral part of the management of occupational safety and health.
At the South African operations medical surveillance is
conducted in line with the Mine Health and Safety Act 29 of
1996: two occupational health centres are in place, one at Vaal
River and one at West Wits. Each has two doctors qualified in
occupational health and 25 supporting staff. In addition, each
mine has an on-site occupational nurse. These two centres
perform about 50,000 medical surveillance examinations a year.
Medical surveillance is also undertaken at other operations,
in line with specific needs and local legislation. At Geita
pre-employment medical examinations were performed on all new
employees in 2005 as part of a move to owner mining. At Morila,
for example, a medical surveillance system and schedule is
managed by the on-site medical practitioner and
undertaken at the mine clinic. Each employee undergoes an annual
medical examination, while random testing of employees in
specific work-risk categories is also undertaken.
We strive for employee involvement and consultation with
employees or their representatives to gain commitment in the
implementation of these principles
Safety and health agreements and policies, which have been negotiated with representative unions, are in place at many of the operations.
In South Africa this process is governed by the Mine Health
and Safety Act. Each operation has its own agreement with the
union representative of the majority of employees, the National
Union of Mineworkers (NUM), but these agreements are normally
extended to all the unions represented in the company. Joint
health and safety committees are in place at every
operation, in line with the Mine Health and Safety Act and all
working places are covered by such agreements. 2,030 workplace
and 24 full-time safety and health representatives have been
trained, designated and appointed.
At Morila, the union which represents 100% of the workforce
participates in and signs off on the election of safety
representatives, in conjunction with the labour inspector from
regional government. These 20 employees are elected for a period
of three years. The union is an active participant in monthly
safety and health management meetings, as well as in
investigations held into accidents and incidents.
Agreements are in place between management and the unions in
respect of safety and health at Sadiola and Yatela. Union
representatives are employed in the different departments and
function as an extension of management. Fifteen union members
are elected in total and they perform a vital function in terms
of reporting defects and possible risk exposure areas.
At Navachab, safety and health agreements are in place with the Mineworkers Union of
Namibia (MUN), which represents 80% of the workforce. The MUN participates in the mine’s
Health and Safety Steering Committee.
In Ghana employee safety and health is catered for in the
collective bargaining agreements with the unions that cover all
categories of employees. A Safety Day, the first of its kind,
was held at Obuasi in September and was attended by employees
and their families. This was followed by a safety workshop for
senior production managers and safety managers from Ghana and
Guinea. Following this workshop, these operations resolved to
adopt OHSAS 18001 as their safety management system, including
the accompanying risk management programmes.
Where no formal agreements are in place or where the
operations are not unionised (such as at CC&V and Sunrise Dam),
participation by employees is encouraged as it is a fundamental
philosophy of the group that safety and health is the
responsibility of each individual, as well as that of
management.
Safety communication at CC&V
Safety and health issues are communicated through safety
meetings conducted by line supervision - crew supervisor,
general foremen, superintendent and upward to include the vice
president and general manager. Formal notification of on-site
and international incidents is made through the Safety
Department to all email addresses at CC&V; all line supervisors
have access to a computer in their work area. Statistics,
special notices, etc. are posted on bulletin boards site-wide.
The employee handbook contains a special safety message from the
vice president and general manager.
We will communicate openly on safety and health issues with
employees and other stakeholders
AngloGold Ashanti believes that the involvement of employees
and, where applicable, employee representatives, in safety and
health is crucial to success. Communication on matters relating
to safety and health is not only necessary to create awareness
and commitment to standards and best practices, but also enables
information to be distributed to and shared by management and
employees.
Communication tools include meetings, notices and signage,
the intranet, mine-based newsletters, safety newsletters,
launches and other events, posters, videos and induction
procedures.
The company interacts on a regular basis with a wide range of
stakeholders in respect of safety and health issues, both
formally and informally.
At Geita, for example, there are a number of forums in which
issues of common interest are discussed with community
stakeholders.
At Sadiola use is made of oral and written communication.
Activities include posters and the use of local FM radio
broadcasts covering different topics each week. The community is
involved in safety communication, which is discussed at
scheduled meetings at the mine to inform and to educate
stakeholders on issues of concern. At the workplace weekly
communications meetings and monthly meetings of safety
representatives are held while the SafeGold report is published
monthly.
A list of some of the
key safety and health stakeholders (PDF - 12KB)
We will ensure that employees at all levels receive
appropriate training and are competent to carry out their duties
and responsibilities
The provision of appropriate training is essential to ensure
that employees are competent to carry out both their duties and
responsibilities safely. In South Africa, the Department of
Minerals and Energy (DME) has formulated new Fall of Ground
regulations which legislates that first-line supervisors are
empowered, both in terms of examining and making safe their work
areas, and in withdrawing from working areas should these be
considered by employees to be unsafe. (See
Report to Society 2004: Implementing fall of ground
regulations.) A wide range of safety training initiatives
was undertaken in 2005, and details of these may be viewed on
the website.
We will require our contractors to comply with these
principles and we will seek to influence joint partners to apply
them as well
In a number of AngloGold Ashanti operations contractors are
employed to undertake some mining and processing operations and
specialist services. It is the company’s philosophy that
contractors must act and be treated in the same way as
employees.
All accidents involving contractor employees are reported and
investigated in exactly the same way as they would be for
AngloGold Ashanti’s own employees. Contractors on the South
African operations, for example, are required to appoint safety
representatives and participate in various safety and health
meetings. At Geita, contractors have been brought into the
monthly meetings with senior staff on safety, health and
environmental issues.
In Argentina and Brazil, the training and management of contractors is seen an important
safety initiative as contractors, in particular, have high turnover rates.
In Australia, where much of the operational mining and
processing is outsourced to contractors, they are included in an
evaluation of the company’s risk profile.
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