Who am I? Per Renman, Group Safety Director, Boliden

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2 Who am I? Per Renman, Group Safety Director, Boliden Earlier positions; Land/Underground Surveyor, Planning/ Cost Engineer, Road/Dam Supervisor, Tunnel Superintendent, Technical Manager, EHS Manager, Business Unit Global EHS Manager Heavy Construction Engineer : 30 yrs experience from large complex infrastructure projects abroad in countries like; Finland, Norway, England, Poland, Uganda, Kenya, Etiopia, Zimbabwe, Lesotho, Mozambique, Kosovo, India, Iceland, Laos, Canada, Panama, Peru, Brasil, Chile, Sri Lanka, USA

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4 Safety experience from around the world Dehli Metro Cut and Cover Tunnel Project, India 6500 workers, 700 new employees every month, 85 % of workforce not able to read or write, start up metings every morning

5 B-Safe movie from Aitik - a true story with actually involved persons, 7 minutes long Backgrund to movie Produced as an important input to the BeSafe Days 2016 to reinforce the message of safety first After the movie Hold a discussion with the person next to you on your feelings after the movie. What could have beed done to avoid the accident? Do you believe the B-Safe concept is used on our workplaces? Shall we continue to do more B-Safe movies? 5 Boliden

6 Konkurrenskraftiga gruvor och smältverk En presentation om Bolidens säkerhetsarbete

7 Boliden levererar metaller till det moderna samhället Ledande metallföretag med fokus på hållbar utveckling Kärnkompetens inom prospektering, gruvor, smältverk och metallåtervinning Sex gruvområden och fem smältverk i Sverige, Norge, Finland och Irland Balanserad metallmix Zink och koppar Ädelmetaller, bly, nickel som biprodukt Omsättning 40 miljarder SEK medarbetare Boliden Group 7 Mars 2016

8 Boliden en del i den cirkulära ekonomin Ansvar för hela värdekedjan från prospektering och gruvverksamhet till produktion och återvinning Boliden Group 8 Mars 2016

9 Återvinning Världsledande inom metallåtervinning från elektronik, blybatterier och industriavfall Genom att bearbeta mellanprodukter och möjliggöra att ytterligare metaller produceras minskas mängden avfall 11% Andel återvunnet ingångsmaterial 9

10 Produktivitet i världsklass Ton per mantimme 4 Zink Underjordsgruvor 2016 Ton per mantimme 40 Koppar Dagbrott* med anrikningsverk Garpenberg Aitik 2 Tara Miljoner ton anrikad malm per år Miljoner ton anrikad malm per år Källa: Wood Mackenzie, * Dagbrott och gruvor med både dagbrott och underjordsgruvor Boliden Group 10 Mars

11 Automation ökar produktiviteten och säkerheten Teknisk utveckling mot autonoma maskiner Trådlös dataöverföring från kontrollrum med hjälp av läsplattor och smarta mobiltelefoner Kortare ledtider, ökad produktivitet och höjd säkerhet Trådlösa nätverk med positionering av människor och maskiner Kankberg; testnät för 5G under 2016 Garpenberg; utbyggnad av trådlöst nätverk klart tredje kvartalet 2016 Boliden Group 11 Mars 2016

12 Lösen: bolid3n Unit/Operation choose tab Insert/Header & Footer

13 WLAN applications Real-time positioning of machines Important emergency/evacuation features Mass positioning of auxiliary equipment by RFID On-line production planning, monitoring & reporting On-demand ventilation control Emergency and Process alarms to IP phones Voice over IP: One-to-one or Push-to-talk On-line maintenance data and status reporting Process control over mobile devices Business system over mobile devices Underground radio broadcast Boliden Area Operations

14 Volvo Autonomous Trucks "We expect to be able to significantly increase our customers' productivity while at the same time improving fuel efficiency and safety." TBD Boliden Mines Technology

15 Safety Culture Survey 2015

16 The Nordic Safety Climate Questionnaire (NOSACQ-50) 50 questions across seven dimensions, i.e. shared perceptions of; 1. Management safety priority, commitment and competence 2. Management safety empowerment 3. Management safety justice 4. Workers safety commitment 5. Workers safety priority and risk non-acceptance 6. Safety communication, learning, and trust in co-workers safety competence 7. Trust in the efficacy of safety systems Results Safety Culture Survey

17 Good level, in line with Boliden expectations < 85 Improvements still required Not acceptable level >76 Results Safety Culture Survey

18 Site \ Safety area Total Management safety priority Management safety empowerment Management safety justice Workers safety commitment Workers safety priority Safety communicatio n, learning Trust in safety systems Boliden total 77% 77% 75% 75% 73% 73% 79% 79% 78% 78% 70% 70% 80% 80% 81% 81% Site Mine Staff Bergsöe Rönnskär Garpenberg Aitik Boliden area Headquarter Total 83% 82% 80% 80% 79% 78% 78% KPI 1 78% 82% 76% 78% 76% 74% 76% KPI 2 81% 81% 75% 75% 75% 74% 73% KPI 3 86% 87% 86% 83% 79% 81% 82% KPI 4 81% 82% 79% 82% 81% 79% 75% KPI 5 80% 72% 73% 71% 73% 70% 78% KPI 6 85% 86% 85% 83% 84% 84% 79% KPI 7 88% 87% 87% 86% 86% 83% 85% Harjavalta Kokkola Tara Odda Kylylahti Smelter Staff 74% 76% 74% 78% 77% 69% 76% 72% 72% 73% 73% 75% 73% 66% 74% 70% 71% 73% 71% 69% 73% 63% 77% 75% 69% 66% 64% 68% 72% 69% 71% 76% 68% 70% 68% 73% 66% 61% 71% 69% 68% 67% 66% 72% 67% 66% 66% 69% 18

19 1. Management safety priority, commitment and competence hoose tab Insert/Header & Footer Results Safety Culture Survey

20 Strengths Safety communication, learning and trust in co-workers safety competence Trust in the efficacy of safety systems in Aitik, Bergsöe, Garpenberg and Rönnskär, Mine Staff Management strives for employees to have high safety competence Employees try hard together to achieve safety Employees try hard to find solutions Employees consider clear goals for safety important Unit/Operation choose tab Insert/Header & Footer

21 Weaknesses Management safety empowerment 30% employees respond negatively on involvement in decisions regarding safety Workers safety priority and risk non-acceptance 33% employees accept risk taking 23% employees break safety rules 30% management never asks employees opinion before taking safety decisions 20% fear of sanctions leads to not reporting 17% management accepts employees taking risks 17% safety inspections have no effect Unit/Operation choose tab Insert/Header & Footer

22 Safety No 1 Everyone leaves our sites unharmed, with maintained health every day Lennart Evrell, CEO and President Boliden 22 Unit/Operation choose tab Insert/Header &

23 Training of top 100 managers in Boliden What conclusion regarding LEADERSHIP can we make based on the Values? Where on the scale from red to green are you? Has all the answers Always the last word No clear rules Doesn t follow any rules Best for me My values Doesn t involve No patience Doesn t train things No trust No respect Asks questions Coaches to solutions Gives clear frames Follows rules Best for all Our values Always involves Shows patience Trains and supports Shows trust Shows respect 23 Boliden Area Operations

24 Target Group : Top 100 managers in Boliden and other key persons 24 Unit/Operation choose tab Insert/Header &

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26 Why safe behaviorsit starts with me We have worked on making our workplace a safe environment and we have also established management systems, work methods and routines to help us lower the number of accidents. But we have not spent much time on our behaviors. To reach really low numbers of injuries and unhealth we need to focus on how every individual can take a greater responsibility for our health& safety Workplace, Personal Protective Equipment (PPE) Management systems, working methods, competence and routines SAFETY CULTURE BEHAVIORS ATTITUDES 26

27 Boliden's Health& Safety Strategy Strategy To pursue continual health& safety performance improvements and establish a systematic safety road map to move all units to best in class. Health& Safety is owned by all Boliden employees The Strategy is built on mutual trust and preventive measures in order to reinforce a common culture with the firm believe that ; All accidents can be prevented To work safe is a commitment for employment A healthy and motived workforce is vital to our success Targets LTI frequency 2018: 0.0 Absence due to sickness shall not exceed 3.0 per cent % of the workforce engaged in Improvement Groups 2018 Action areas Leadership development and employee engagement programs Development of KPI s Golden Rules Contractor Safety Pro-active health initiatives 27 Revised version

28 Bolidens Säkerhetskulturtrappa Unit/Operation choose tab Insert/Header & Footer

29 The BSafe koncept: Boliden has developed the concept BSafe as part of our work with visual and clear communication about safety precautions, proper behavior and proper equipment in our workplaces. BSafe is important to involve employees and contractors in their daily health&safety work. Unit/Operation choose tab Insert/Header & Footer

30 A Boliden employee carrying the B-Safe logotype has committed to the following. Safety is important to me I want others to remind me of risks and unsafe behavior It is my obligation to remind others of risks and unsafe behavior I comply with safety rules and regulations Key steps for a good B-Safe conversation 1. Introduce yourself 2. Ask what work is being done 3. Ask (positively) what risks are involved 4. Discuss what could be done to reduce the risks 5. Agree on possible improvement action(s) (Be positive) 6. Thank the person(s) for their time Boliden

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32 Milliken- One of the world leaders in Safety Cases per 100 Associates U.S. Industry U.S.Textile Industry 3.6 MILLIKEN RECORDABLE INCIDENT RATE / 200,000 MAN HOURS

33 Involvement and engagement Mr. Roger Milliken ( ) CEO from 1947 to 2006 Record time between Lost Time Incidents 1.9 million hours. Current high for Milliken 9.8 million hours

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35 Group/Senior Management Safety Walk at Tara Mine May 27 th of 2016 Group Management Safety Walk

36 Focus Area- Contractor Safety Road Map Contractor Safety Anna Gejke-Haesert Jalle Oscarsson Per Renman Malin Söderman

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39 Communication of Safety Alerts och Safety Improvement

40 Safety Alert Brandincident med KAX Garpenberg Anrikningsverk En mindre brand uppstod på reagensavdelningen i anrikningsverket. Branden uppstod i en storsäckstömmare där kemikalien kaliumamylxantat (KAX) hanteras. KAX reagerar med vatten och bildar giftiga och brandfarliga koldisulfidångor och vätesulfidgas och den misstänkta brandorsaken är självantändning av dessa gaser. Driftspersonalen släckte elden och räddningstjänsten hjälpte till med utvädringen av brandröken. En operatör andades in en mindre mängd rök, men bedömdes av ambulanspersonalen att inte behöva vård. Händelsen är anmäld till Arbetsmiljöverket. Vidare utredning pågår. Klicka på bilden för att spela upp filmen! För mer information: Mattias Hibell, Sektionschef UH, Garpenberg

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43 Boliden Tara Mine, Ireland Unit/Operation choose tab Insert/Header & Footer

44 Säkerhet - utvecklingsplan (utdrag) KOMMUNIKATION - INSPIRATION B Safe dag för alla anställda och entreprenörer B Safe trappan kommuniceras Säkerhetsbudskap Lokala arbetsmiljöpriser Rollspel med skådespelare SYSTEM Ledningsronder Pulsmöten i produktionen Utredningsmetodik för chefer Coachmodell för hantering av beteenden Arbetsorder för besiktningspliktiga utrustningar Förbättrad nödlägesberedskap ENTREPRENÖRER Periodiska entreprenörs HMS- möten Utvärdering av entreprenörers HMS- standard Tydliggjorda krav i upphandlingar Tydligt anslagna kontaktpersoner för entreprenörer MATERIAL, UTRUSTNINGAR Aktiviteter för att förhindra ögonskador Standardisering av tunga maskiners sprinklersystem Förbättrad synlighet räddningskammare Boliden Area Operations

45 Day Stockholm Office, 9th December The event is held at WTC, Klarabergsviadukten 70 9 December Conference Room Manhattan Coffee Intro and Safety moment with Thomas Söderqvist Organizational and social work environment Lunch Focus area stress and workload Includes interactive work assignments and a stress level self assessment Coffee Closing up session

46 Starkt förbättrade resultat på 9 av 11 enheter, två stora smältvek kvar (Rönnskär och Kokkola) Okt Affärsområde Gruvor 70 % ökad proaktiv riskrapportering och 50% mindre olyckor R

47 Vi är rädda om varandra! Tack för att ni lyssnade