COLLERIES COMMITTEE CHAMBER OF MINES 21 AUGUST 2013
Points for Discussion 1 Introduction of the Senior Manager: Logistics 2 Safety results - YTD 3 27 June 2013 Work Stoppage Feedback Weekend Work Stoppage and support required 4 Integrated Logistics Strategy - Overview 5 2
It gives me great pleasure to announce the following new senior management appointment in Primary Energy Division. New Senior Manager: Logistics Mr. Edward Funyufunyu (Eddy) is appointed as a Senior Manager: Logistics within the Logistics Department in Primary Energy with effect from the 12 August 2013. Eddy brings with him a wealth of supply and logistics experience as he was previously employed as the Service Cluster Head at Masana Petroleum Solutions responsible for strategic leadership across four functions (Supply/ Logistics/HSSE/Assets). He previously worked for both Engen Petroleum and BP Southern Africa. 3
Safety YTD (Fatal) • FCA: 7 Incidents • Four Public • Two Contractor • 1 Medical (under investigation) • Del: 7 Incidents • Six Public • 1 Medical (investigation findings still to be provided) 4
RESULTS FCA’s Fatal Free Days: 24 Days Delivered Fatal Free Days: 38 Days 5
27 June 2013 Work Stoppage • FCA believe Delivered don’t adhere to life saving rules includes speeding, driving in misty conditions, tailgating, following distance, and number of trucks • Delivered believe FCA don’t adhere to life saving rules includes speeding and driving in misty conditions • Very little effort to reduce queuing and standing times at Sources and Power Stations – leads to fatigue • Transporters lack competent Operations and Safety Managers • Work stoppage sessions should happen more often and not when fatalities occur • Not all transporters promote safety incentives • Some transporters still remunerate based on loads and not pay as per NBCRFI 6
27 June 2013 Work Stoppage (Cont.) • Many transporters don’t have transporter safety packs or they are not updated/ accurate • Rapid and extensive Public awareness of the coal transportation business in order to reduce public caused fatalities • High driver turnover and suggests the lack of consistency of competent drivers – not all drivers have defensive driver training. The need to screen drivers is critical • Owners have concern over driver attitudes/ concern over behaviour once they are on their own on the roads • Not all companies install drive cams proactively. This is improving but not fast enough • Evident that there is a difference between companies in management participation, understanding and support to the drivers • Road conditions pose a serious safety concern and leads to fatigue due to the increased concentration required 7
Road Conditions • The Hendrina Carolina and Breyton Ermelo roads (not indicated what the problem is, but generally complaints that the roads are too narrow) • The bridge on the R38 from Tutuka to Bethal is too narrow • Carolina Ermelo road too narrow • Visibility at the R542 / R35 stop • Kriel / Kinross intersection - high accidents • R546 - public vehicles don’t stop at the STOP • Coming off the N3 into Nigel needs a robot • Balfour Heidelberg road is too narrow 8
Other useful control measures requested • Drive cams in all their trucks – good response however opportunity for all to comply • Installation of side under-runs on all their trucks • Provide Eskom with a fleet list of all Eskom Business routes to control number of vehicles on the road and to curb congestion at destination • All vehicles to have full and extra visibility markings where possible for the truck to be identifiable in poor visibility conditions. • Global telematics tracking OBC systems DX 250’s on all trucks and give Eskom a view of their Eskom business trucks 9
PROFILING COMPANIES AND DRIVERS • Reason for issuing of Driver ID Tags per driver: a) Regularly monitor and assess driver behaviour b) Profile driver behaviours that warrant specific training and to arrange accordingly c) Reward good drivers based on safety performance incentives d) Manage poor performing drivers from a safety perspective e) Manage poor performing companies contractually who are not managing safety proactively 2013/09/04 10
Monthly Overloading Trends 12
Weekend Stoppages - Background • During the 5 year period, there were 134 incidents resulting in fatalities (regardless of the number of fatalities in each of the incidents) • 68% of the incidents (91) were at night (18:00 – 06:00) 13
Fatal Incidents per day of the week 00:00 – 24:00 68% of the fatal incidents happened at night, i.e. 18:00 – 06:00 14
Day of the week – Night time 18:00 – 06:00 15
Day of the week – Day time 06:00 – 18:00 16
Night time incidents Saturday night rate of increase Friday night rate of increase 17
Trending per night The other nights all trend downwards 18
Conclusion • For the 5 year period: • 36% of the fatal incidents happen between Friday 18:00 and Sunday 06:00 • 15% for a Friday night • 6% for a Saturday during the day • 15% for a Saturday night • The trend for a Friday night and Saturday night is increasing (as well as a Thursday night), especially at the very end of the window period 19
Controls to be put in place 1. The stoppage during night times only allows companies to rest their drivers as well as Roshcon employees 2. If Roshcon is rested we can have more resources to ensure more visibility on the roads during the day 3. Working during the day on Saturday relieves the pressure and prevents the impact of the night stoppages on Fri and Sat from rolling over to Sunday which may cause other safety problems like congestion, queuing and tailgating 4. As a control we can institute 100% alcohol testing in our operation in two ways: a. Roshcon random alcohol testing b. Transporters testing at their yards before drivers leave the yard. For example, Jabula does this as a routine practise 5. Stoppage may hurt already cash strapped transporters and this in conjunction with operational inefficiencies could cause transporters to take short cuts especially on safety measures. Drivers may lead to poor driving behaviour to meet targets and cover losses 20
Controls to be put in place 6. If we adopt this stoppage we need to up our operational game on the days we do operate by giving assurance that: a. Coal is available b. Ensure accuracy of coal availability report c. Prevent excessive rerouting d. Manage delivered fleet and size by: i. Sticking to the hourly rates ii. Providing Eskom the daily weighbridge data iii. Proving Eskom a fleet list g. Ensure loading infrastructure at mines are effective and adequate h. Ensure offloading infrastructure at power stations are effective and adequate i. 21
Phase 1 Rollout: February 2012 ! 22
General Incident Findings • Lack of update of the companies safety pack and timeous provision of updates to Roshcon Safety • Lack of adherence to companies own transportation safety plan • Adequacy of the number of truck drivers - taking 12 hour shift times into account • Scheduling of drivers – shift management plans • Monitoring of driver hours to comply with bargaining council • Payment of drivers in accordance with bargaining council and non-load based remuneration • Company management of fatigue • Company induction and orientation of drivers • Lack of safety culture in companies - Leadership and vision of safety from the directors • Lack of trip route assessment culture – this is critical in knowing the route environment on every trip • Vehicle inspection check list in accordance with Eskom Vehicle Policy • Driver recruitment – process, check, black-listed drivers, medicals, inductions 23
Lessons learnt • Vehicle visibility and markings is critical especially for night time or poor visibility conditions • Comply with all road traffic rules • Comply with life-saving rules … DO NOT SPEED (MAX IS 80km/h) • Overtaking is a high risk activity • Adapt your driving and speed to the prevailing conditions. Defensive driving techniques are lacking or not practiced. Retraining is required. • Poor behaviour by other drivers / companies is no reason / excuse to display the same poor behaviour • Don’t work longer than the maximum working hours allowed for as per bargaining council resolutions • Get rest in line with the minimum rest periods normally every 2-3 hours • Don’t accept load based incentives. Report this to Eskom directly • Update your transporter safety pack 24
Roshcon BMS commitment • Deal contractually with safety non-compliance • Increase monitoring and safety resources • More efficient investigation turn around times including suspensions • Immediate transporter safety pack compliance audit includes checking of vehicle markings and visibility indicators 25
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