Safety is our priority
Mining is a high-risk industry. The nature of our core business activities of exploration, mining, construction and processing creates a complex work environment requiring a rigorous health and safety culture. In line with our core Value ‘Protect’, it is our responsibility to create a safe and healthy workplace for our 4,000+ employees and contractors. We understand that failing to manage these high-risk environments has the potential to result in injury or loss of life.
Maintaining an active health and safety culture is critical to achieving an injury-free, stress free and healthy work environment. Our safety culture entails strong, visible safety leadership and robust processes, controls and training, empowering our workforce to be their own safety leaders. Our goal is for everyone to go home safe and healthy every day.
Risk management is the foundation to how we manage health and safety, from hazard awareness and identification, and routine review and assessment of mitigating measures to reduce the risk to as low as reasonably practicable.
Our Safety, Health & Wellbeing Policy defines principles and commitments to safeguard the wellbeing of persons impacted by our activities and to comply with all applicable legal and regulatory requirements.
We have adopted tiered assurance of our health & safety systems and performance comprising regular internal reviews, overseen and supported by the Sustainability Committee, as well as independent review of conformity against ISO 45001 at Sukari.
...is for everyone to go home safe and health from each shift.
Maintaining an active health and safety culture is critical to achieving an injury-free, stress-free and healthy work environment. Our safety culture entails strong, visible safety leadership and robust processes, controls and training, empowering our workforce to be their own safety leaders.
Risk management is the foundation to how we manage health and safety, from hazard awareness and identification, and routine review and assessment of mitigating measures to reduce the risk to as low as reasonably practicable.
Centamin’s Safety, Health and Wellbeing Policy is guided by the principle of shared responsibility, and a belief that all employees, individually, are responsible for the creation of a safe working environment for themselves and their colleagues. Everyone is a safety leader with the objective to collectively create an environment where all employees are empowered to make changes.
We believe that to effectively drive a positive safety culture and achieve our vision of zero harm to our workers, there needs to be a strong commitment from our leadership group. We expect, without exception, our leadership group across all levels of the organisation to advocate our Company’s values; lead by example; prioritise safety and health above production; visibly promote safety and health; and be accountable for compliance within their areas of responsibilities.
We strive to create good social and living conditions for our workforce. This is expected to have the dual benefit of improving worker health and mental wellbeing, productivity and motivation.
Our Safety, Health & Wellbeing Policy commits to promoting, educating and supporting our workers to maintain a healthy lifestyle. We have engaged with our workforce to identify and evaluate potential mental and physical health risks and impacts and developed wellbeing programmes and the facilities to achieve, maintain and support optimal health.
Health-related campaigns are regularly communicated and discussed through pre-shift meetings to promote awareness, management, and preventative measures. The range of topics covered are based on prevalent medical conditions, and include common non communicable diseases, communicable diseases, mental wellbeing, personal hygiene and the effect that seasonal environmental changes may have on the body.
At Sukari, we have established a Wellbeing Committee that is tasked to support our employees adopt healthier lifestyles.
PHYSICAL WELLBEING
We provide a screening service that enables employees to test their general health and to assess for non-communicable diseases such as hypertension and diabetes.
During 2022, 1,135 (Sukari – 951; Côte d’Ivoire – 184) employees were screened, of which 120 (Sukari 91; Côte d’Ivoire – 29) recorded results outside the normal blood sugar or blood pressure level. These employees were provided individual health management programmes. During 2022, the testing capabilities at the Sukari operation were expanded to include cholesterol level and percentage body fat.
At our remote sites, employees are accommodated in camps where the close proximity of living quarters, shared ablution and catering arrangements elevates the risk of communicable disease. We manage these risks with mandatory immunisation and testing programmes for our food handlers; mandatory PPE requirements; reinforcing positive behavioural practises; providing training and guidance on cleaning techniques; stringent waste management plan; and a food safety management plan which follows the Hazard Critical Care Points (“HACCP”) principles and is overseen by dedicated hygiene officers.
At Sukari, we offer a voluntary immunisation programme for all employees which includes an annual flu vaccine and COVID vaccine. At Doropo, we partnered with the local health authorities in running voluntary HIV awareness and testing sessions.
To promote and instil healthy lifestyle choices, we provide a wide range of sporting facilities and clubs, including football, running, fishing, table tennis and gym facilities with access to strength and cardio training options. To encourage participation in these sporting activities, events are arranged through the year which in 2022 included interdepartmental football tournaments, a 20km relay running race and participation in the Côte d’Ivoire Chamber of Mines Mining Olympiads.
MENTAL WELLBEING
A mental wellbeing programme is in place at Sukari that aims to break the stigma attached to mental health, support those experiencing health concerns and build resilience against possible mental health triggers.
The stressors identified during the risk assessment were largely around working in a physically and emotionally challenging environment due to the demand of long shifts and rosters and production pressures; and having to manage family responsibilities whilst working away from home at 20 to 40 days at a time.
Measures to minimise these stressors include:
- Awareness sessions to the site leadership group on identifying and supporting employees showing signs of stress.
- Conducting Planned Task Observations as one of our leading indicators which ensures that the necessary tools are available to carry out work efficiently.
- A Fitness for Work programme which includes an established Fatigue Management plan and Drug and Alcohol Policy.
- A zero tolerance approach outlined in our Code of Conduct towards any form of harassment including bullying, aggression and violence.
- Minimising the stress of living away from home by providing accommodation arrangements and facilities that are comfortable, conducive to resting and privacy and investing in entertainment, recreational and social activities and infrastructure
We recognise that no matter how robust management systems may be, it is necessary to prepare for the failure of a system or control and ensure that there are plans and resources in place to reduce the consequence of such a failure.
For this reason, emergency preparedness and response is an integral part of our operational health and safety management system.
Due to the remoteness of the site and the expected delay of receiving external support, Sukari has a dedicated emergency response team which is equipped and trained to deal with any number of scenarios involving surface and underground mine infrastructure and activities including fire, confined space, high angle, hazmat and motor vehicle-related emergency situations; as well as an ambulance furnished with advanced life support equipment. Testing of scenarios is carried out routinely each month through exercises and drills to identify any shortcomings in training, resources or processes and procedures that can be improved to minimise the impact of an emergency. All emergency response personnel are required to undergo recertification annually and attend a set number of training hours each month.
In addition to the asset-level emergency preparedness and response plan, we maintain a Crisis Management and Business Continuity Plan in the case of severe disruptions to the organisation.
In 2022, we strengthened our emergency preparedness and response capacity to support the transition to owner underground mining. The emergency response team has increased from nine to 21 full time members and is now supplemented by a volunteer brigade of first responders.
Accredited training has been provided to the emergency response team on underground mine rescue training, NFPA fire fighter training, and maintenance and servicing of the refuge chambers.
