1. High Potential Incident Intervention

2. Background 2 The principle policy of Downer Blasting Services regarding to our staff is “Zero Harm” The success of this principle is measured by Lag and Lead indicators with targets based on the previous years achievements and industry best practice.

3. LAG Indicator Targets 3 Total Recordable Injury Frequency Rate < 5.0 Medical Treatment Injury Frequency Rate < 2.5 Lost Time Injury Frequency Rate < 1.0

4. LEAD Indicator Targets 4 1 “Take 5” per operator per shift 1 “Safety Behaviour Observation” per supervisor per week 1 “Hazard Report” per supervisor per week 1 “Safety Toolbox Meeting” per supervisor per week

5. LEAD Indicator Targets 5 1 “Safe Task Observation” per supervisor per month 1 “Site Safety Inspection” per supervisor per month Preliminary incidents investigation conducted by supervisor regardless of consequence level

6. Safety Statistics 6 Total Recordable Injury Frequency Rate4.2 Medical Treatment Injury Frequency Rate 1.4 Lost Time Injury Frequency Rate 0.0 All Lead Indicator KPI targets achieved

7. Safety Culture 7 Based on the LAG and LEAD Indicator statistics the safety culture appears to be healthy. While reviewing the incident data a disturbing trend appeared “High Potential Incidents” “HPI’s” have low “Actual Consequences” but have high “Potential Consequences” The business was experiencing 1 HPI per month

8. HPI Review 8 An evaluation of the Lead Indicator data identified “Quantity” not “Quality” Not all HPI’s investigations reflected the potential consequences Investigation findings not shared with the entire business

9. HPI Investigations Reviewed 9 Failure to follow the procedure Training focused on compliance Risk Assessments failed to identify all potential hazardous scenarios Lack of supervision

10. HPI Intervention Strategy 10 Lead Indicator KPI’s changed to focus on quality to achieve improvement All HPI’s are managed as an actual high level severity incident All HPI investigations are presented to the CEO

11. HPI Intervention Strategy 11 The intervention requires two projects to run simultaneously Project 1: Conduct “safe Task Observations” Project 2: Complete restructure of “Training”

12. HPI Intervention Strategy “Safe Task Observations” 12 Prioritised list for procedural review Every operation conducts the same review Week 1 the supporting risk assessment is reviewed Week 2 the procedure is reviewed during application

13. HPI Intervention Strategy “Safe Task Observations” 13 The data from the risk assessments and procedural reviews is collated and summarised This data is then feed to the Training Project team

14. HPI Intervention Strategy “Training” 14 Process mapping Improved document control Consistency in the material Updated Risk Assessments

15. HPI Intervention Strategy “Training” 15 New Safe Work Procedures eLearning development and implementation Support material – handbooks, reference guides

16. HPI Intervention Strategy “Training” 16 In field electronic tablets Improved transition for staff between sites Minimal hard copy training records

17. Key Aspects of the Process Map 17 Identify the Risk Management Required Identify the Critical Task Identify the Document Type / Document Hierarchy Identify the Key Content of the Document Identify the Emergency Procedures Critical Task Steps (what to do / Individual Activities) Steps within the Individual Activities (how to do)

18. DBS Process Map Rules 18 Critical Tasks must cover the key tasks associated with any process The map must include all of the individual activities undertaken within the collective critical task (horizontal flow) The process map should be limited to a single silo of steps within any individual activity (vertical) All document must match the safety management systems document hierarchy All critical tasks must end with the appropriate emergency management / contingency plan (what do I do if it goes wrong) document

19. Example Process Map “Explosives Loading Area Preparation” 19