1 2 3 4 5 6 7

Take leadership –
demonstrate
commitment
1
 11 22 33 44 55 66 77

PRINCIPLES

2
PRINCIPLE 1 2 3 4 5 6 7

! Safety is
a moral imperative
and a value!

3
PRINCIPLE 1 2 3 4 5 6 7

!
Sustainable economic
success requires leadership
in safety & health!

4
PRINCIPLE 1 2 3 4 5 6 7

! Safety is the responsibility

of managers –
not of experts!

5
PRINCIPLE 1 2 3 4 5 6 7

Safety requires

! a safety culture
and the commitment
of all people in the workplace –
managers and employees!

6
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ARGUMENTS

7
ARGUMENTS 1 2 3 4 5 6 7

Each Euro
Each invested
Euro invested
in occupational
in safety

?
and healthoccupational
generates asafety
 Complete
commercial
generates
potential
reportssuccess
on accidents
a potential
andfor
of and
health
increased
forincidents
2.20 Euro
are a sound basis for targeted prevention
increased commercial success
of 2.20 Euros

ROP = 2.2
8
ARGUMENTS 1 2 3 4 5 6 7

Value of Companies
(Results
Each Euro of a Research
invested inStudy from
occupational safety

?
German Universities and the Value Group GmbH)
and health generates a potential for increased
„The
 Complete
commercial value
reports successof companies,
on accidents
of and
2.20incidents
Euro
are a sound basis for targeted prevention
investing in people,
is benchmarked by

40 %
better than that of others.“
9
ARGUMENTS 1 2 3 4 5 6 7

Why does it pay to invest

Each Euro invested in occupational safety
in safety?

?
and health generates
commercial
a potential
 Cost of an accident:
 Complete reportssuccess
on accidentsof
(material damage, first aid,
quality defects,
and
2.20
for

social insurance contributions):

increased
incidents
Euro
are a sound basis for targeted prevention

$50,000

 Operating profit margin: 5%

 Additional turnover to be generated
only to compensate
accident costs: $1,000,000
10
ARGUMENTS 1 2 3 4 5 6 7

Economic outcome benefits

Each Eurofrom
invested in occupational
improved OSH safety

?
and health generates a potential for increased
 Complete
 Optimized
reportssuccess
commercial onprocesses
accidents
of and
 Optimized quality
 Less scrap rate
2.20incidents
Euro
are a sound basis for targeted prevention

 Lower lending rates

Less interruptions of production process
 Less damages and losses

11
ARGUMENTS 1 2 3 4 5 6 7

Higher motivation of people

Each Euro invested in occupational safety

?
and health
 generates
commercial
a potential
Higher employee
 Complete
andreports
success
motivation
awareness for increased
on accidents
of and
2.20incidents
Euro
are a sound basis for targeted prevention
 Better employee communication
and involvement

12
ARGUMENTS 1 2 3 4 5 6 7

Improved image
Each Euro invested in occupational safety
 Better company image…

?
and health generates a potential for increased
 against
 Complete competitors
reports on accidents
commercial success
are a sound
 with basis
of and
2.20incidents
Euro
for targeted prevention
state authorities
 in public
 by customers
 by financial stakeholders/investors

13
ARGUMENTS 1 2 3 4 5 6 7

Improved image
Each Euro invested in occupational safety

?
 Higher
and health attraction
generates a for qualified for
potential staffincreased
in recruitment
 Complete reportssuccess
on accidents
commercial of and
2.20 incidents
Euro
are a Documentation
sound basis forof
targeted prevention
Corporate Social Responsibility (CSR)

14
 11 22 33 44 55 66 77

IMPLEMENTATION

15
IMPLEMENTATION 1 2 3 4 5 6 7

The road
to leadership and
commitment

16
IMPLEMENTATION 1 2 3 4 5 6 7

Analyze leadership,
commitment and safety
culture in your mine
(internal view, benchmark
with competitors,
sector performance, …)

17
IMPLEMENTATION 1 2 3 4 5 6 7

Collect facts
(statistical data, behavior
of employees, behavior of
contractors, …) showing
the quality of leadership
and commitment

18
IMPLEMENTATION 1 2 3 4 5 6 7

Ask for consultation

with the CEO to discuss
improvement options

19
IMPLEMENTATION 1 2 3 4 5 6 7

Improve implementation
of leadership at every
level of management

20
IMPLEMENTATION 1 2 3 4 5 6 7

Communicate the
expected leadership
amongst managers
and employees

21
IMPLEMENTATION 1 2 3 4 5 6 7

React if obligations
and rules are not
followed

22
IMPLEMENTATION 1 2 3 4 5 6 7

Care for regular review

of leadership and
safety culture

23
IMPLEMENTATION 1 2 3 4 5 6 7

Care for continuous

improvement of
commitment, safety
culture and leadership

24
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GOOD
PRACTICE

25
GOOD PRACTICE 1 2 3 4 5 6 7

Sector Policy: ICMM's 10 Principles

The International Council on Mining and Metals
(ICMM) brings together 22 mining and
metals companies as well as 34 associations.
It represents some 1 million employees.

In May 2003, ICMM’s CEO-led Council committed

member companies to implement and measure
their performance against 10 sustainable
development principles.

26
GOOD PRACTICE 1 2 3 4 5 6 7

Sector Policy: ICMM's 10 Principles

1. Implement and maintain ethical business practices
and sound systems of corporate governance.
2. Integrate sustainable development considerations
within the corporate decision-making process.
3. Uphold fundamental human rights and respect
cultures, customs and values in dealings with
employees and others who are affected by our
activities.
4. Implement risk management strategies
based on valid data and sound science.
5. Seek continual improvement of our health
and safety performance.
27
GOOD PRACTICE 1 2 3 4 5 6 7

Sector Policy: ICMM's 10 Principles

1. Implement and maintain ethical business practices
and sound systems of corporate governance.
2. Integrate sustainable development considerations
within the corporate decision-making process.
3. Uphold fundamental human rights and respect
cultures, customs and values in dealings with
employees and others who are affected by our
activities.
4. Implement risk management strategies
based on valid data and sound science.
5. Seek continual improvement of our health
and safety performance.
28
GOOD PRACTICE 1 2 3 4 5 6 7

Sector Policy: ICMM's 10 Principles

6. Seek continual improvement of our environmental
performance.
7. Contribute to conservation of biodiversity and
integrated approaches to land use planning.
8. Facilitate and encourage responsible
product design, use, re-use, recycling and
disposal of our products.
9. Contribute to the social, economic and
institutional development of the communities
in which we operate.
10. Implement effective and transparent engagement,
communication and independently verified reporting
29 arrangements with our stakeholders.
GOOD PRACTICE 1 2 3 4 5 6 7

Success of RAG
(German Hard Coal Mining Company, 30,000 employees)

95
Accidents per 1 million working hours

24

 4,3

416 30 6 0

1960 1990 2000 2010

30
GOOD PRACTICE 1 2 3 4 5 6 7

‘Leadership on Occupational Safety’

(Cemex Poland)

 Site visits by the whole top-management

(president, board members and directors)
 Visits devoted exclusively to health and safety matters
 Informal discussions with employees
 Suggestions on the reporting of hazards
passed on to site managers

34
GOOD PRACTICE 1 2 3 4 5 6 7

‘Leadership on Occupational Safety’

(Cemex Poland)

 Training programme introduced for managers

 Inclusion of drivers of vehicles transporting
concrete and cement, as traffic accidents
were the most common type of accident
 Meetings between managers and drivers
 CEMEX OSH rules applied to contractors

35
GOOD PRACTICE 1 2 3 4 5 6 7

‘Leadership on Occupational Safety’

(Cemex Poland)
Results
 increase in the number of potential
accident report forms submitted by employees
 number of accidents fell by two-thirds
from 2009 to 2012
 first prize in an OSH competition among
CEMEX operations in 50 countries

36
GOOD PRACTICE 1 2 3 4 5 6 7

‘RWE Philisophy and principles’

(RWE Power Germany)

Guiding philosophy:
"All injuries can be avoided: Occupational
health & safety come first."

Principles
1. We don't want any accidents.
2. We don't do any work that can't be carried out safely.
3. We all set an example.
4. We don't look the other way.
37
5. We treat external workers like our own.
GOOD PRACTICE 1 2 3 4 5 6 7

Set Health and Safety on every

1 agenda, from briefing to board
meetings – as number 1!
Consequently follow your own
2 safety policies and set an example
on site as CEO
React personally and instantly to
3 each unsafe behavior you notice

Don Williamson, former president and CEO

Rogers Group Inc.
@ 2. Atlantic Alliance Conference, Orlando (Florida) 2005

38
GOOD PRACTICE 1 2 3 4 5 6 7

[We] must have consistency between

what is said and what is done,
especially when the message comes
from top management.

Thomas Keller, CEO, Codelco

@ ICMM Health and Safety Conference, Santiago de Chile 2012

39
GOOD PRACTICE 1 2 3 4 5 6 7

Culture is what people do voluntarily

and habitually, particularly in the absence
of supervisors.

Peter Cowley and Manuel Vergara,

Newmont
@ ICMM Health and Safety Conference, Santiago de Chile 2012

40
GOOD PRACTICE 1 2 3 4 5 6 7

“We won’t produce unless we can do it

safely.”

Red Conger
President, Freeport-McMoRan Americas

@ ICMM Health and Safety Conference, Santiago de Chile 2012

41
 11 22 33 44 55 66 77

CHECKPOINTS

42
CHECKPOINTS 1 2 3 4 5 6 7
Is safety and health amongst your personal top priority
1
as CEO / employer and how do you show this?
Did you set a written company policy showing
2
the significance of OSH amongst your company values?

3 Do you communicate the value of safety?

Is the top management committing to the level

4
of safety and health amongst the company’s values?
Do all managers at every level know about the priority
5
of safety and health?
Do all the managers know exactly upon their
6
personal obligations and responsibilities?
Do you have financial incentives for good
7
or bad safety performance for employees and managers?

43
CHECKPOINTS 1 2 3 4 5 6 7
Do all employees know about the priority
8
of safety and health?
Are you and all managers setting examples
9
for the priority of safety and health?
Are your managers obliged to carry out
10
regular workplace safety inspections?
Is safety and health on every agenda
11
of company meetings?
Do all managers at every level know about the priority
12
of safety and health?
Do all the managers know exactly upon their
13
personal obligations and responsibilities?
Do you have financial incentives for good
14
or bad safety performance for employees and managers?

44