外籍安全官撰写报告肯定鲁班比安全生产工作

时间:2019/5/15 8:37:00 699人次浏览


安全经理詹姆斯·马莱是金诚信鲁班比项目公司聘请的外籍安全官。近日,他在撰写题为“鲁班比安全工作:零工伤、零事故”的安全报告中,充分肯定了鲁班比项目公司在安全生产工作中采取的有力措施和取得的成效,同时提出了有益的建议。
       在报告中,詹姆斯·马莱认为,生产的终极目标是创造一个良好的工作环境,一个对自己、对同事和对设备零伤害的环境。尽管我们这里的表现尚未可视为典范,但令人欣喜的是2019年第一季度金诚信鲁班比项目部未发生工伤事故。
       报告中说,当管理层在生产活动中将安全生产作为最重要的原则导向时,实现改善绩效之旅就有了更牢靠的基础。因为没有安全就无法保障生产,非长远之计,这是最基本常识。
       在总结鲁班比的经验中,他认为安全是措施实施到位的结果,本策略就是让金诚信鲁班比的每个员工都能遵循以下方面:
       1. 保持良好的沟通。项目公司除了每日沟通会议外,还实行每周一次的管理沟通会议,更新并告知员工安全及生产绩效。会议为期三天,以覆盖所有的轮班作业。通过会议的沟通,确定了安全生产的衡量标准,表现良好的员工得到了认可,并对其努力进行嘉奖。
       2. 强化安全意识和知识的辅导。不断强调使用安全保护,是灌输个人安全意识的关键过程之一。实现本质安全不仅有利于保护每一位员工,甚至对居家安全生活方式都大有裨益。通过专业小组辅导课程来更新标准知识并提高对要求的理解,使得员工的安全意识不断增强。
       3. 确保行为安全。众所周知,“行为”主要取决于行为的结果或后果。因此,必须确保并立即处理不达标或财产损失的不安全工作做法。
       4. 签署安全承诺。金诚信的每个员工都签署了个人承诺,遵守矿山的重要安全规则,承诺还包括不遵守任何重要安全规则可能被解雇。这些规则在入职期间进行讨论,并定期与员工一起回顾,提醒遵守。
       当然,任何事情都不可能做到尽善尽美,毫无瑕疵。在短期内,我们将进一步改进以下方面,加强安全管理体系建设:
       1. 加强监管。所有主管必须对要完成的工作有明确的角色、职责和责任;建立安全和生产程序,确保安排与安全和生产相关的要求并得到正常执行,以确保所有操作合规。
       2. 营造安全文化。将当前的“指挥和控制”安全文化改变为“对话式”安全文化,让员工成为积极改变我们安全绩效的一部分。赋权员工必须具备能力知道自己可以并有权在正当理由下说“不”,而不必担心受管理者责备。
       3. 让安全意识进入常态化。短期安全意识活动和倡议必须不断推进,其目的是创造高水平、常态化的安全意识。在安全生产中,要防止员工骄傲自满并使其长期保持警惕性,时刻不放松。(鲁班比综合办)

 

 Remarks from Safety Officer of Lubambe Copper Mine
       James Marais is the Safety Officer recruited by JCHX Zambia for Lubambe Copper Mine, who recently spoke highly of the achievements obtained in terms of safety production at Lubambe Copper Mine in his report titled “The journey at JCHX Lubambe to an injury and ultimately an incident free performance”, in which he also proposed beneficial suggestions. James believes that, at JCHX Lubambe the ultimate goal is to create an environment in which people can perform work without causing harm to themselves, co-workers and equipment. Although still not at a level where the performance can be regarded as exemplary, it is to note that for the first quarter, 2019 JCHX Lubambe had no incidents resulting in personal injury. The journey towards an improved performance started off when management stopped production activities to re align efforts to that of safety as the principle approach to safe production as production without safety cannot be guaranteed and is not sustainable.
       With the understanding that safety is an outcome or consequence of the measures implemented the approach was to align everybody at JCHX Lubambe in terms of the following:
       1. Communication:
       a. In addition to the daily communication session it was decided to institute a weekly management communication session to update and inform the workforce of safety as well as production related performance. These meetings are scheduled over a period of three days to cater for all of the shifts.
       b. Recognition: Measurement criteria for safe production were identified and employees who are performing well are recognised and given a token of appreciation for their efforts.
       2. Safety Awareness and Coaching:
       a. The application of the “Ukuboko” safety hand was emphasised as one of the key processes to instil personal safety awareness, the benefit of this safety process is that it can also be utilised at home to support safety as a lifestyle.
       b. Dedicated groups are also taken through coaching sessions to refresh standards and improve understanding of the requirements.
       3. Behaviour Safety:
       a. It is common knowledge that “Behaviour” is mainly governed by the outcome or the consequence of the act being performed. Therefore it is important to ensure that unsafe work practices resulting in substandard conditions or property damage are dealt with without delay.
       4. Safety Commitment:
       a. Everybody at JCHX have signed a personal commitment to comply to the key safety rules at the mine, part of the acknowledgement is also the awareness that non-compliance to any of the key safety rules could result in dismissal.
       b. These rules are discussed during induction and regularly reviewed with employees as a constant reminder to comply.
       Of course, there is space for further improvement. In the short term, we will further improve and enhance our safety management system by addressing the following areas:
       I. Supervision
       a. All supervisors must have clear roles, responsibilities and accountabilities for work to be performed.
       b. To establish safety and productivity routines where safety and production related requirements are scheduled and performed on a regular base to ensure compliance.
       II. Safety Culture:
       a. To influence the current “command and control” safety culture to that of a “conversational” safety culture where employees are part of the effort to positively influence our safety performance.
       b. Empowerment – Employees must be equipped to know that they have the ability and are empowered to say “No” for the right reason without the fear of victimisation.
       III. Safety Awarenessh
       a. Short term safety awareness campaigns and initiatives must continuously create high levels of safety awareness and prevent persons falling in the trap of complacency. (Marais James-Safety Manager from Lubambe)


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