The cement manufacturing process is a complex heavy industry, employing many people in a variety of roles, and utilising road, rail and maritime transport to supply customers all over Australia.

Significant hazards exist in all areas of cement plant operations, requiring a proactive approach with management, employees and contractors working together to control and prevent harm. CIF members comply with national and state safety legislation as a minimum, using customised systems and policies to ensure compliance and a culture of continual improvement.

As the Australian cement industry is small by world standards, it is important for member companies to share information and best practices. The CIF provides the opportunity for such involvement, establishing an Australian taskforce in 2004 to share resources and work with the CSI taskforce to improve conditions in the local industry and globally.

The safety performance of the industry has improved markedly over the past few years, with the number of lost time injuries reducing by 48 per cent in the three years to 2004. CIF member companies are adopting lead safety indicators as well as traditional lag indicators such as the lost time injury frequency rate. The industry strives to continually improve practices and site conditions to control and reduce risks. Risk management focuses on investigating the likelihood and consequences of incidents.

The global cement industry is high risk when judged against other comparable manufacturing industries. The Australian performance, however, has been significantly better than that of overseas cement producers, with no fatalities since 2000. Nevertheless, the CIF launched an important initiative to prepare 18 ‘fatal risk control protocols’ to guide management toward holistic systems that prevent serious injuries or fatalities. This was prompted by a serious incident that resulted in burns to two employees at Blue Circle Southern Cement’s Waurn Ponds plant in 2003. Even though the likelihood of such serious injuries is low, the industry recognises that it must engender a culture of ‘safety .first’ as its highest value and not become complacent.

The protocols are targeted at eliminating hazards that, according to research, cause serious incidents in cement plants worldwide. CIF member companies are undertaking proactive initiatives to develop and implement integrated management systems. These measures have demonstrated benefits in improved morale, increased employee involvement, and substantial reductions in injuries leading to overall improved safety performance.

Examples of such initiatives include:

• Adelaide Brighton’s implementation of a comprehensive safety, health and environment management system.
• Cement Australia has developed a safety, health, environment and quality management program and is currently seeking system certification at key plants.
• Cement Australia’s use of video as a medium to illustrate issues relating to lessons from incidents and good practices.
• Blue Circle Southern Cement’s implementation of an injury management provider service which targets the early intervention in all cases of injury, as well as a health and wellbeing program.

From compliance to belief

Blue Circle Southern Cement Safety Leadership Team

By thoroughly re-evaluating safety practices at its NSW operations, Blue Circle Southern Cement has successfully applied a vision that takes safety from simply compliance to true belief.

An unacceptable injury record in 2002 prompted the company to enlist consulting expertise to define where it could improve. After conducting one-on-one employee interviews, a report was tabled identifying key areas in need of change.

A meeting of ‘top 20’ BCSC NSW managers was organised to review the report. A safety leadership team was promptly established to bring about cultural change. The team committed to meeting every six weeks and became responsible for executing an annual safety action plan.

Under the Think Safe, Work Safe, Live Safe, Drive To Zero banner, BCSC NSW has seen a remarkable improvement over the last two years, with hours lost reduced by 80 per cent, workers compensation cost down by 60 per cent and the 12 month rolling lost time injury frequency rate reduced from ten to less than two.