Committed to Zero

Safety DMA

Committed to Zero is the name of our safety journey, which was formally adopted in 2016. It means a personal commitment by every employee and contractor to make the right choices so everyone goes home safe at the end of each day. We believe that all injuries are preventable and no job is so urgent or so routine that it cannot be done safely.

We recognize that our goal of Zero Harm can only be achieved and sustained through strong leadership and the commitment and active participation of all employees and contractors. Our Health and Safety Policy sets out clear principles for fostering a positive safety climate, including establishing performance targets. We have also tied executive and operational leadership compensation to performance against our safety targets.

We work with many third-party contractors to support our business and it is critical that they meet our safety standards as well. To ensure everyone at our mine site is Committed to Zero harm, we have developed contractor safety screening processes, where a contractor’s safety programs, total recordable injury frequency rates (TRIFR) and Workplace Safety and Insurance Board (WSIB) claims are reviewed and the company is given an overall safety rating. Once contractors are selected, our safety team conducts audits and works with their personnel to manage any identified risks. As an added step, each and every contractor undergoes the same safety training as our employees.

Joint Health and Safety Committees

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All employees are represented by Joint Health and Safety Committee composted of worker and management representatives. At the mine, 67 people in total or 8% of our onsite workforce are committed to improving health and safety conditions in the workplace. Similar committees are active at both our Toronto and Cochrane offices.

We focus our safety systems in six key areas:

  • Leadership – providing visible safety leadership and clear direction about our expectations for maintaining safe operations
  • Education and training – providing the training needed to safely perform all job functions, including emergency response
  • Risk management – identifying, assessing and providing the necessary tools and programs to manage all risks associated with health and safety
  • Accountability – holding management, employees and contractors responsible and accountable for both individual and team health and safety performance
  • Communication – promoting clear, honest and open lines of communication at all levels
  • Performance standards – meeting or exceeding all legislated requirements and driving continuous improvement by setting new health and safety targets and measuring our achievements

2016 Performance

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Our 2016 total recordable injury frequency rate (TRIFR) of 1.7 was an improvement over the last two years’ results. We attribute this strong performance to the ongoing commitment of employees and the implementation of recommendations made by our safety consultant, DuPont Safety Systems, in early 2017.

We strengthened the Visible Felt Leadership (VFL) program, in which senior managers and superintendents dedicate two hours a week to visiting their own and other areas of operations to talk about safety and a variety of other thoughts, ideas and concerns employees may have. In 2016 our leaders conducted 788 VFL tours across the mine site. We also established leading safety indicators for managers to provide early feedback on actions that could result in unsafe workplace conditions or lead to injury.

Total Recordable Injuries by Type

2016

Restricted work injuries 9
Medical treatment injuries 12
Lost time injuries 6

2015

Restricted work injuries 21
Medical treatment injuries 9
Lost time injuries 4

2015-2016 12 Month Rolling TRIFR Performance

2016 DGC + Contractors 2015 DGC + Contractors
January 2.25 2.52
February 2.24 2.57
March 2.15 2.54
April 2.31 2.45
May 2.16 2.46
June 1.76 2.43
July 1.61 2.56
August 1.60 2.48
September 1.59 2.47
October 1.58 2.38
November 1.51 2.47
December 1.68 2.32

Case Study

Bringing Safety to Life

Committed to Zero is the name of our safety journey – and our way of living. It means making the right choices, in everything we do, so that everyone goes home safe at the end of each day.

We implemented a number of initiatives in 2016 to strengthen our safety culture and drive performance improvements. A lot of work was focused on job-related safety training and safety leadership. However, we also needed to step up safety-related communications so employees across the organization would understand the importance placed on safety at the highest levels of our organization, be reminded that safety is worth the extra effort and attention, and feel comfortable speaking up or stopping work if something was unsafe. Among the steps we took to bring safety to life in new and different ways:

  • Committed to Zero was launched as a rallying cry and reminder of our commitment. Along with it, employees were given personal first aid kits, gloves and safety glasses to take home, because safety at home is just as important as safety at work.
  • We introduced Safety Moments as a new corporate meeting standard. These are brief safety talks about specific subjects at the beginning of each meeting. They serve as a reminder that safety must be our first thought before anything else. It’s one way we’re showing how safety applies across all aspects of our operations, not just the mine or process plant.
  • At our annual Family Day event, where employees bring their families to the site, we asked a number of people why they work safely and why they’re committed to zero. Their answers were captured on video and tell a heartfelt story about why safety really matters. The video was later shown at employee town hall meetings.

Watch the video

The Business Case

for safety

  • Lost time incidents benefit no one. Injuries can have far-reaching negative effects on employees and their families. There is also a business impact by way of lost productivity and increased insurance premiums.
  • A safe workforce is a productive workforce. Planning and pre-checks before starting work help identify potential hazards and opportunities for being more efficient.
  • A strong safety culture helps to attract and retain employees.