Mining can be dangerous.
Exposure to mining equipment, harsh weather conditions, loud noises, potential rock falls, dangerous chemicals, confined spaces, slips, trips and operator error can all contribute to workplace injuries. Therefore, safety has long been a significant concern for the mining business.
Barrick is committed to achieving a zero-incident work environment with a safety culture based on teamwork and leadership. Nothing is more important than the
safety, health and well-being of our workers and their families.
Operating a safe workplace is our commitment to our employees and the way we do business. It goes hand‑in‑hand with operational success.
Our safety vision:
Every person going home safe and healthy every day
Barrick’s Safety & Health Policy and Safety & Health Management System are the primary tools that guide our efforts to achieve zero incidents. They require safety and occupational health evaluation, planning and design to be integrated into our business development strategies. Safe production is always our goal, and these tools help sites stay committed to continuous improvement in safety performance.
We have implemented key safety & health programs and activities, training for all employees, special training for emergency response teams, performance measurement, risk-assessment processes, recognition programs for safety achievement, and a steady flow of information to keep people focused on continuous safety improvement. Regular corporate assurance reviews at our operations help identify safety and occupational health hazards and that effective controls are in place and are monitored for continued improvement and effectiveness. When safety and health assurance reviews identify deficiencies, we identify the root causes underlying these deficiencies so that effective corrective actions can be implemented.
Our 2015/2016 Assurance Review cycle will focus on controls for the Barrick-identified fatal risks to further our efforts towards the elimination of workplace fatalities.
We regret to report that we had three fatalities in 2015 and extend our deepest condolences to the families of these colleagues. We pledge to redouble our efforts to live up to our vision for everyone to go home safe and healthy every day.
Jeffery Ngiya was fatally injured at the Porgera mine when the lime truck he was operating missed a curve in the road. At our Lumwana mine, Peter Chanda received fatal injuries when the truck he was operating backed over a stockpile and rolled over. During a winter storm at the Cortez mine, a haul truck slid backwards, striking the dovetail of the bed into the cab of another truck and fatally injuring Douglas P. Hicks.
Any mining-related fatality is unacceptable and affirms the importance of our focus on ensuring that effective life-saving controls are in place for our fatal risk activities.
As a result of these incidents, all site General Managers reviewed trends and causes of mobile equipment incidents at their sites. The results of this review were presented with findings and opportunities for improvement to Barrick’s executive leadership team. Key areas of focus during the review were:
A number of recommendations came out of this review relating to operator competency; road conditions; incident tracking and reporting; collision avoidance technology, radio operations training, global standards for mobile equipment control center operations and opportunities to enhance current technologies.
We aim to optimize employee health and well-being because poor health may increase the risk of injury and illness and can decrease productivity. We seek to identify and manage the risks arising from physical, chemical and other workplace hazards by anticipating, identifying, evaluating and controlling these health hazards and exposures in the first place.
To do this, our sites carry out specific occupational health activities and programs, depending on the exposure at each site to safety risks. Barrick’s Safety & Health Policy and Safety & Health Management System are the primary tools that guide our efforts towards achieving zero incidents. They require safety and occupational health evaluation, planning and design to be integrated into our business development strategies.
Barrick monitors sites to ensure they are meeting industrial hygiene standards, including regulations on dust, noise control and ergonomics. Our sites also promote wellness, including stop-smoking programs, fatigue management, travel security training and other initiatives. Through data collection and monitoring, we have identified respiratory illness, improper body positioning that contributes to sprains and strains, fatigue and poor lifestyle health as the top health risks within the company. We have put in place a number of programs to address these risks.
Our goal is to create a sustained trend towards the elimination
of occupational illness at our mine sites.
Barrick’s Safety and Health Management System and programs are designed with the ultimate goal to prevent all incidents from occurring in the first place.
At the same time, the company maintains a high degree of emergency preparedness with appropriate plans, resources and training to minimize the impact on workers, families, the community and operations should an emergency occur.
Based on risk assessments, our sites develop appropriate plans and provide the resources and training required to respond effectively to potential emergencies. Regular drills and simulations test emergency readiness. Visitors to any of our sites must take part in a safety induction program so they are informed about safety precautions and emergency measures during their visit.
In addition, Barrick maintains trained emergency response teams at every site. These highly trained, skilled professionals are the first responders to any mine emergency. They are experts at first aid, firefighting, dealing with hazardous chemicals and emergency rescues.
Barrick believes that everyone is responsible for workplace safety. Therefore, we have safety committees at all sites and hold regular safety meetings to fit the needs of each site. Many of our operations conduct daily safety meetings, while others conduct meetings on a weekly basis.
Joint representation of managers, supervisors and workers on our safety committees ensures that we hold each other accountable for superior safety and health practices and provide the leadership and resources needed to achieve our vision. Safety interactions, using tools such as Visible Felt Leadership and task observation programs, are also conducted by functional areas within each operation to involve all workers in eliminating unsafe conditions in the work environment.
Along with safety committees, safety training programs are conducted for contractors and employees at all Barrick operations and projects, as well as at our office locations. This is a requirement of the Barrick Safety and Health Management System and is included in the assurance review process.
Our employees received nearly 300,000 hours of safety,
health and emergency response training in 2015.
Any mining activity carries an element of risk, and we have worked diligently to develop a culture of leadership through our Courageous Safety Leadership program. Courageous Safety Leadership has been a cornerstone towards achieving our vision of “Every person going home safe and healthy every day” since 2004. There has been an 84% improvement in reducing the injury rate since its introduction.
We recently revamped our Courageous Safety Leadership training, now known as “Courage to Care”, which was rolled out globally in the third quarter of 2015. This is the next step in Barrick’s journey to achieve zero incidents. Courage to Care is taking us from “I make a difference” to “We make a difference” and building an interdependent culture, where we foster good relationships and care for others to make the right decisions at all levels of the company. This one-day workshop is designed for all employees at every level of the company, as well as our long-term business partners.
Barrick experienced an 84% improvement in reducing
the injury rate
since the introduction of
Courageous Leadership in 2004.
Barrick’s safety culture is the driving force in our everyday activities. The Visible Felt Leadership (VFL) program is a critical aspect of this. This company-wide program encourages managers and supervisors to be active in the field daily, coaching and mentoring employees and discussing safety to reinforce the message that “no job is worth doing in an unsafe way.”
During 2015 many employees around the world demonstrated their commitment to safety through their initiatives. The Barrick Safety & Health Awards recognize the actions they have taken—however big or small—to protect their colleagues’ well-being, as well as their own.
Over the past ten years, we have seen a substantial improvement in our total reportable injury frequency rate (TRIFR) and other safety statistics. Although we are encouraged by this trend, we know we must continue to increase our efforts so that we can improve even further. Our goal remains zero incidents.
Through our annual risk analysis, we have identified 15 fatal risk categories that continue to be our focus for improvement going forward. The top five risk categories include Mobile Equipment (Heavy), Mobile Equipment (Light Vehicle), Stored Energy, Fires (fixed and mobile), and Cranes and Lifting Devices. The internal assurance review process and trending analysis help to identify emerging risks, as well as to show where progress is being made towards improving controls and reducing fatal risk-related incidents.
Our vision is the generation of wealth through responsible mining — wealth for our owners, our people, and the countries and communities with which we partner.
By providing your e-mail address, you are consenting to receive press releases and other information concerning Barrick Gold Corporation and its affiliates and partners. You may withdraw your consent at any time.
© 2017 Barrick Gold Corporation© 2017 Barrick Gold Corporation