Maintaining a successful loss prevention program

"The Loss Prevention Program and management style applied at Kidd Creek enabled them to maintain a 1.02/200 000 man-hours accident frequency over a 20-year period. Falconbridge Limited, Kidd Creek Division operates a major zinc, copper, silver mine, two gold mines and a metallurgical facility in Timmins, Ontario. The metallurgical site and the base metal mine are 17 miles apart and joined by their own railroad. The minesite consists of two shafts, one 3000 feet deep and the other to 5200 feet deep, as well as the necessary maintenance and service shops. The metallurgical site consists of a 14 000 STPD concentrator, a zinc refining plant, copper smelter, copper refinery, and the necessary maintenance shops. The two gold mining operations are adjacent to the metallurgical site.At the time of writing this paper the workforce consisted of some 2500 people divided between the two sites. Nine hundred and ninety-two employees are stationed at the minesite, with the remainder at the metallurgical site and gold mines. The workforce in the Timmins operation is non-unionized and reflects the belief that employee interests are well served.Beside providing competitive wages and an excellent benefit package, Kidd Creek takes special pride in its employee relations practices and continued efforts in communication.In each of the programs referred to, there have been equal involvement by both management and the employees. Each crew, under the direction of a supervisor, makes up its own health and safety committee. To maintain a successful Loss Prevention Program, it is essential that management and the employees work closely together and provide meaningful input and effort to succeed.At this point, refer to the lost time injury frequency as a measure of failure and refer to the opposite end of the scale as the measure of success. The ultimate goal of every operating company is to have a zero frequency, therefore denoting 100070 success. The company uses most of the tangible safety aids found in other mining operations, such as safety posters, safety reminders, check lists, and the use of the Neil George Safety System. The difference is the manner and style of management at the Kidd Creek Division. Their ""open door"" policy and the close association, between management and the employees, has always served them well. Also, at Kidd Creek they believe they have a well-trained and dedicated workforce."