Agrico slashes injury rates by shifting responsibilities

Introduction Agrico Mining Co.'s Florida mining division has three surface mines and employs nearly 700 workers. The division produces some 6.3 Mt (7 million st) of phosphate rock annually. It is a good business. And Agrico has made it better by making it safer through a new approach to mine safety. In one year, Agrico - the second largest phosphate mining company in the US - recorded a stretch of one million manhours without an accident. That same year, the direct cost of accidents dropped to $9137 from a previous five-year average of about $50,000. Together with Don Roe, division manager of safety and security, Division General Manager Don Morrow made 1981 a watershed year for safety at Agrico. Morrow called on consultants from Safety Management Services of Du Pont's Specialty Services division to strengthen a safety program that was already better than average. From the late 1970s and into 1981, lost-workday cases (LWCs) were costing Agrico an estimated average of $22,000 each. And they were occurring with alarming frequency. In 1977, the company recorded six LWCs at an incidence rate of 0.64. This was followed by a jump to nine cases in 1978. In 1979, both occurrences and the rate increased - 10 LWCs at a 1.19 rate. The number of LWCs decreased to seven in 1980, with a rate of 0.71. Agrico instituted a far-reaching safety program in 1981, which began to take full effect in 1982. LWCs dropped from five in 1981, to three in 1982. And the direct cost plummeted from $110,346 to $28,828. In 1983, the mines recorded only one LWC. Its $9137 cost represented a reduction of $101,209 since the Safety Management Services of Du Pont had been called in. Through early 1984, the LWC incidence rate at the facility's three mines, phosphate drying plant, and transportation department was down to 0.26. This is 84% lower than the 1982 mining industry average, making it the safety leader among all Agrico companies, including its chemical plants. New Approach Agrico had the basics of a safety program in place when the Du Pont consultants arrived. But Du Pont suggested changes in responsibilities and company philosophy that formed the foundation of