The safety overview follows Description 2008 to 2010 2011 PTD 12 Month Rolling

The safety overview follows description 2008 to 2010

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captured on a sheet called the Safety Dashboard. The safety overview follows: Description 2008 to 2010 2011 PTD 12 Month Rolling Jul-11 Hours worked 17,720,312 5,616,888 23,337,200 10,530,838 57,505 LTI free hours 2,410,197 3,374,825 3,374,825 3,374,825 57,505 LTIFR (1,000,000 hrs) 0.85 1.07 0.90 0.85 0.00 LTIFR (200,000 hrs) 0.17 0.21 0.18 0.17 0.00 First aid cases 223 62 285 0 Medical cases 75 10 85 0 LTI 14 6 20 9 0 Fatalities 1 0 1 0 0 Near misses 102 15 117 0 Environmental incidents 57 4 61 0 EFR (1,000,000 hrs) 3.22 0.71 2.61 0.00 This table shows our safety performance, broken up into a yearly comparison, project to date (PTD) and 12 month rolling. All measurable indicators are recorded. For the exclusive use of Z. Liu, 2019. This document is authorized for use only by Zhao Liu in Transforming Organizations taught by Christian Baldia, New York University from Mar 2019 to May 2019.
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Page 18 9B12C015 Exhibit 5 (continued) The Medupi joint venture also has a LTI-free record of 3,374,825 hours. The PM SAFETY AUDIT GRAPH follows, where the straight line is the target and the curved line the actual according to the safety audit: *Straight line target; curved lines actual The graph represents our safety audit percentage for the entire site on a weekly basis. We can easily pick up trends as to when our safety is improving and when it is getting worse. This is important in the fight to stop an incident from occurring. We have a safety audit target of 95 per cent. Medupi JV is committed to achieving our targets and completing the task at hand on time. This is supported by our Medupi values on the Game Plan. Two values stand out when looking at on-time delivery. The first is “walk our talk . ” This means that we are committed to do what we say. No empty promises will be made. The second value is “teamwork and mutual respect . ” This means that we are committed to working together and with each other and that we will respect each other. Medupi JV implemented various performance measures to track our performance on productivity. Departmental dashboards were implemented to measure, calculate and track the productivity on site. The dashboards focused on the following key indicators: Weekly labour efficiencies: The labour efficiencies are measured weekly. The report identifies poor production based on the hours worked and concrete poured by each business unit and indicates if the efficiencies are increasing or decreasing: in the graph below the straight line is the target, whereas the curved line indicates the actual efficiency trend for all areas: * Straight line target; curved line actual For the exclusive use of Z. Liu, 2019. This document is authorized for use only by Zhao Liu in Transforming Organizations taught by Christian Baldia, New York University from Mar 2019 to May 2019.
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Page 19 9B12C015 Exhibit 5 (continued) Weekly plant utilization and availability: Plant utilization and availability are measured on a weekly basis to indicate if Medupi is utilizing the plant effectively and to identify if resources are depleted which may affect production.
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