US$ 221 billion
Total aggregate sales
US$ 18.4 billion
Average monthly sales
US$ 114 million
Total spending on CSR (health and community)
Total number of employees
Probability of dying from NCDs per country/region
Glencore Health and Safety
To become a safety leader, and to create a workplace without fatalities, injuries or occupational diseases. To achieve strong safety and health performances at all our assets by resolving local challenges and transforming behavior at all levels of the organization.
- An initiative such as the SafeWork initiative (piloted in 2013 and rolled group wide in 2014) provides a framework for creating individual safety cultures across the company’s diversity of geographical locations, working conditions, organizational cultures and workforces. The overall message is that every single individual should use their authority to stop unsafe work: “Safe Work or Stop Work.”
- The fundamental components of SafeWork are:
- Fatal hazard protocols: these address Glencore’s most common causes of fatalities and serious injuries.
- Life-saving behaviors: these encourage workers to focus on critical hazards: those with the highest potential for serious injury or fatalities, and the safety behaviors that mitigate them.
- Supporting tools: these include risk awareness training, virtual reality training materials on each fatal hazard, and other training aids. Empowering first-line supervisors: we expect them to take responsibility for their work areas, manage technical safety aspects, such as wearing PPE, and motivate safe behavior.
- The company hosted the first annual fatality prevention summit
- Rollout of SafeWork initiative continued across the Group
- Implementation of catastrophic hazard and critical control management
Humanistic and productivity outcome:
- In 2014 1.58 lost time injury frequency rate (LTIFR) down from 1.87 last year
- 118,000 people have had training on the fatal hazard protocols and life-saving behaviors
- 91% of operations had new cases of occupational disease
The main challenges are at a small number of our operations, which have suffered from a history of poor safety culture and practices - success depends on ability to change this and improve safety performance.
- Continued sharing of leading practices and learnings across the Group
- Implementing SafeWork at all operations
- Completing identification of catastrophic hazards and corresponding critical controls
- Developing and rolling out occupational disease prevention framework
- Implementing action plans at Kazzinc and Mopani for their occupational disease cases