外籍清静官撰写报告一定鲁班比清静生产事情

清静司理詹姆斯·马莱是人生就是博鲁班比项目公司约请的外籍清静官。克日，他在撰写题为“鲁班比清静事情：零工伤、零事故”的清静报告中，充分一定了鲁班比项目公司在清静生产事情中接纳的有力步伐和取得的效果，同时提出了有益的建议。

在报告中，詹姆斯·马莱以为，生产的最终目的是创立一个优异的事情情形，一个对自己、对同事和对装备零危险的情形。只管我们这里的体现尚未可视为规范，但令人欣喜的是2019年第一季度人生就是博鲁班比项目部未爆发工伤事故。

报告中说，当治理层在生产运动中将清静生产作为最主要的原则导向时，实现改善绩效之旅就有了更牢靠的基础。由于没有清静就无法包管生产，非久远之计，这是最基本知识。

在总结鲁班比的履历中，他以为清静是步伐实验到位的效果，本战略就是让人生就是博鲁班比的每个员工都能遵照以下方面：

1.坚持优异的相同。项目公司除了逐日相同聚会外，还实验每周一次的治理相同聚会，更新并见告员工清静及生产绩效�＞刍嵛谌�，以笼罩所有的轮班作业。通过聚会的相同，确定了清静生产的权衡标准，体现优异的员工获得了认可，并对其起劲举行夸奖。

2. 强化清静意识和知识的向导。一直强调使用清静�；�，是贯注小我私家清静意识的要害历程之一。实现实质清静不但有利于�；っ恳晃辉惫�，甚至对居家清静生涯方法都大有裨益。通过专业小组向导课程来更新标准知识并提高对要求的明确，使得员工的清静意识一直增强。

3. 确保行为清静。众所周知，“行为”主要取决于行为的效果或效果。因此，必需确保并连忙处置惩罚不达标或工业损失的不清静事情做法。

4. 签署清静允许。人生就是博的每个员工都签署了小我私家允许，遵守矿山的主要清静规则，允许还包括不遵守任何主要清静规则可能被开除。这些规则在入职时代举行讨论，并按期与员工一起回首，提醒遵守。

虽然，任何事情都不可能做到精美绝伦，毫无瑕疵。在短期内，我们将进一步刷新以下方面，增强清静治理系统建设：

1.增强羁系。所有主管必需对要完成的事情有明确的角色、职责和责任；建设清静和生产程序，确保安排与清静和生产相关的要求并获得正常执行，以确保所有操作合规。

2. 营造清静文化。将目今的“指挥和控制”清静文化改变为“对话式”清静文化，让员工成为起劲改变我们清静绩效的一部分。赋权员工必需具备能力知道自己可以并有权在正当理由下说“不”，而不必担心受治理者谴责。

3. 让清静意识进入常态化。短期清静意识运动和建议必需一直推进，其目的是创立高水平、常态化的清静意识。在清静生产中，要避免员工自满自满并使其恒久坚持小心性，时刻不松开。（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)