2. ?...

5. SABITA Health & Safety Seminar 2012 Much Asphalt is a Murray & Roberts company and 100% owned by M&R As an organization we strictly adhere to the M & R ethos of Health & Safety Today I would like to share with you: – Some of the challenges we face on a daily basis and how we deal with these challenges with specific reference to: How do we work and live safely? Monitoring and reporting as a management tool Progress regarding the DuPont Bradley Curve

6. Over the years we have made good progress in installing a positive health and safety culture and we have significantly reduced the lost time injury rates nationally. Safety is a journey and needs all the help from renowned organizations to apply proven best practices that will improve health and safety performance. Western Cape LTIFR = 0 Health and Safety as a journey

7. Challenges  How do we avoid accidents?  Can one predict human behaviour ?  How does human behaviour influence attitudes and actions  How do you instill good human behaviour?  How do you instill a sound health and safety culture?

8. Health and Safety Culture  After suffering a series of significant incidents in the workplace, we soon realised that we have not been able to adequately address key factors that underpin our health and safety performance and culture.  Cannot continue with same actions taken in the past  Drastic measures needed to be taken

9. Independent assessment of the Health and Safety Culture within Much Asphalt The M & R Holdings board and DuPont Sustainable Solutions undertook a comprehensive assessment of the Group’s South African operations against best practices of safety management standards and to develop a set of improvement recommendations: – Safety Perception Survey Safety Perception Survey – Safety Management Evaluation Safety Management Evaluation Embarked on a journey to ZERO HARM

10. Injuries Journey to Zero Harm: What motivates you?? Time Dependent culture Independent culture Interdependent culture Discipline/fear Rules Supervisory Control Personal Commitment Self-Managing Self-Discipline Self-Responsibility Personal Goals Care for Self Team Building Team Commitment Development in Team Help Others Conform Value for Each Other Team Goals Safety Culture “I do it so I don’t get caught” “I do it so I don’t get hurt” “I do it so none of us gets hurt”

11. Progress on DuPont Bradley Curve Evident that some of the employees are still in the dependent stage, while others are in the independent stage – great deal of overlapping – Means that some of the employees still need to given instructions – Quite a number of employees follow the SWP (Safe Work Procedure) – Monitoring of measures put in place

12. Challenge vs Solutions Health and Safety Awareness Training – Bitsafe Training (bitumen decanting) – Hunt for Hazards (plant & offices) – Reporting all incidents & accidents – Investigating all accidents & incidents – 24 Hour Safety Alerts Branches operating as little empires remained a challenge. – Made progress – gap between actual practice and the desired reality did not demonstrate the effort put into this campaign – moving from dependent to independent.

13. OHSAS 18001 Much Asphalt then aspired to become OHSAS 18001 accredited. As an accredited member, all branches had to step up to the required standards and operate in this framework. – This provided a great sense of direction and uniformity among the branches – Same vision for everybody – All documentation was standardized The implementation of a good Health and Safety Management System gave rise to new aspirations, greater heights, greater achievements that underpinned the Much Asphalt branding of: “….Together we can…”

14. The Health and Safety Management System Monitoring and reporting as a management tool – monthly reporting Corporate & Branch specific objectives Branch Management plan – Reporting on Near Misses (40-60 per month) Reporting on Near Misses – No blame policy – Added benefit visible felt leadership (VFL’s) Branch Indicators (Target vs Actual) Safety meetings / Invocoms / Wellness Talk Planned Task Observations Near Misses LTIFR

15. Continuous Improvements To align ourselves to get to next level of excellence in Health and Safety 10 FRCP (Fatal Risk Control Protocol) were introduced – Simple terms = 10 Life saving rules Simple terms = 10 Life saving rules Core values of Much Asphalt “…Together we can…” Care - for our people Act with Integrity – in all business dealings Are Accountable – and taking responsibility for our actions Respect - people’s differences treating them with dignity Are Committed – to deliver on our promises

16. THANK YOU “… Together we can achieve ZERO HARM…”

18. T Tag

22. .

23. Safety Perception Survey (SPS) A culture assessment survey that identifies key insights provided from a cross-section of the organisation from corporate office leadership to factory floor workforce. This is a self evaluation of the prevailing safety culture within the culture

24. Safety Management Evaluation (SME) An assessment and data analysis process (which includes fieldwork, interviews and sight tours) designed to look at closely at the process by which each operating business current cultural safety and risk-based elements are managed. This rigorous process serves to help validate the SPS findings and offers a complete picture of how our organisational cultureand risks.