INTRODUCTIONWhen ENRC, a Kazakhstan based mining company, became a leading global industry player and began trading on the London Stock Exchange in 2007, it set about benchmarking its performance in all safety areas against international standards.

DuPont was tasked with evaluating all of ENRC's seven sites in Kazakhstan and one in Russia. Based on this evaluation, it was determined that despite a strong commitment to safety at senior levels, investments of US$ 60 million to US$ 100 million per annum into safety systems, and an effective, well-organized safety department, there were still opportunities to improve a safety performance that had remained static over a ten year period.

It was determined that DuPont would help ENRC implement a new behavioral management system to improve safety, using the Donskoy GOK Ore Mining & Processing business at the TNK Kazchrome site as a pilot.

To do this, DuPont consultants implemented a series of tools to improve safety at ENRC, including:

In many instances, there was a discrepancy between what line managers—those accountable for safety performance—said and did.

There were a lack of specific, measurable and time-sensitive goals and objectives for the short and medium-term, making it difficult to track progress.

DuPont consultants felt that some employees gave production the priority over safety, and that some employees did not feel personally responsible for safety at work.

The entire organization is now responsible for safety instead of regarding it as the sole responsibility of the safety specialists and safety meetings have become much more targeted.

Safety communication also became a more open, two-way dialogue.

Internal tools, such as behavioral safety audits, became key to identifying unsafe behaviors versus external requirements and legislation.

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THE SITUATION AT THE OUTSET

While legislation in Kazakhstan tends to focus on facilities, the company decided to set different, additional targets (beyond those required by compliance) in order to reach international safety performance levels.

With the help of DuPont, the company set about increasing its range and consistency of statistical reporting, tracking not only fatalities, but also other incidents and near-misses.

SETTING A BASELINE

CONDITIONS

IMPROVEMENTS

CONCLUSION: CHANGE LED TO IMPROVED SAFETY

1

2

3

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5

61%

10%

SAFETY BASELINE

60%

KAZAKHSTAN MINING COMPANY

sustainable solutions | case study

REDUCTION IN THE NUMBEROF LOST TIME INJURIES

REDUCTION IN THE LOSTTIME INJURY FREQUENCY RATE

DUPONT ADDRESSES SAFETY BARRIERS

SAFETY POLICY IMPROVEMENTS: Implemented risk assessments, incident investigations and reporting standards.

GOAL: IMPROVE SAFETY PERFORMANCE BY 10% ON THE NEWLY ESTABLISHED BASELINE.

LEADERSHIP TRAINING: coaching sessions prepared senior management.

SAFE BEHAVIOR WORKSHOPS: trained employees in key safety protocols.

BEHAVIORAL AUDITS: two way dialogues with workers about safety.

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CASCADE SAFETY COMMITTEES: action plans created through discussion between line management and HSE specialists.