BMSP HRTR-01-726

ORIGINAL DATE 12.08.2021

REVISION NO:0

GRADUATE DEVELOPMENT PROGRAM

NGWARATI MINE (PORTAL 1)

SHEQ REPORT

Name: Tafadzwa Winston Muzorori

Mine Number: ZP2109017
Period: 15 November 2021 to 26 November 2021

DISTRIBUTION LIST
Mentor: C.Munjoma

Main Coach: R.Bhunu

Module Coach: M.Mangoyi

Technical Trainer: P. Matsheza

Training Superintendent: C. Bhiza

Date Printed:24-03-2024
Warning: Always refer to the Zimplats BMS website to confirm that this print is the latest version
before use
 TABLE OF CONTENTS

TABLE OF CONTENTS...........................................................................................................1
LIST OF TABLES................................................................................................................3
LIST OF FIGURES..............................................................................................................3
NOMENCLATURE AND DEFINITION OF TERMS.............................................................4
ABSTRACT...............................................................................................................................5
1.1 OBJECTIVES..............................................................................................................6
2 ZIMPLATS BUSINESS MANAGEMENT SYSTEM POLICY.......................................6
2.1 Legal compliance and adherence to international standards.......................................7
2.2 Prevention of all forms of harm...................................................................................7
2.3 Improving the business system....................................................................................8
3 IMPLEMENTATION OF THE BMS POLICY.................................................................9
3.1 Segmentation of Zimplats operational activities into sections of the PDCA cycle.....9
3.2 Plan..............................................................................................................................9
3.2.1 Mining division and relevant department Objectives..........................................9
3.2.2 Change management..........................................................................................10
3.3 Do..............................................................................................................................10
3.3.1 Communication and participation......................................................................11
3.3.2 Competence and resources.................................................................................11
3.3.3 Operations..........................................................................................................11
3.3.4 Emergency response and preparedness..............................................................12
3.4 Check.........................................................................................................................12
3.4.1 Monitoring measurement...................................................................................12
3.4.2 Audits.................................................................................................................12
3.4.3 Management review...........................................................................................14
3.5 Act.............................................................................................................................16
4 Zimplats Environmental Management..............................................................................16
4.1 Waste management....................................................................................................16
4.2 Effluents and Emissions Discharge and Control.......................................................17
4.3 Rehabilitation............................................................................................................18
5 SHEQ STANDARD OPERATING PROCEDURES.......................................................18
5.1 SHEQ Strategies........................................................................................................18
5.2 Mental health.............................................................................................................18
5.3 Off the Job/ Community Safety.................................................................................19

Page 1
 5.4 Safety citizenship.......................................................................................................19
6 SHEQ INITIATIVES.......................................................................................................19
6.1 SHEQ Stand Downs and daily safety talks...............................................................19
6.2 Trigger Action Response Plan (TARP).....................................................................19
6.3 SHEQ Campaigns......................................................................................................20
6.4 IMBOPS....................................................................................................................20
6.5 Planned Job Observations..........................................................................................20
6.6 General inspections...................................................................................................21
6.6.1 Underground inspections and SHEQ meetings..................................................21
6.7 Internal inspections and audits..................................................................................21
6.8 Visually Felt Leadership............................................................................................21
6.9 Boots on the ground...................................................................................................22
7 SHEQ PERFORMANCE AND REPORTING................................................................22
7.1 Safety Performance Trends.......................................................................................22
7.2 Mining Division and Department Safety Performance.............................................22
7.3 Zimplats Mining division safety performance..........................................................23
7.3.1 Leading indicator statistics for Chikurupati SDWT for the month of October..24
7.3.2 Leading indicator statistics for Chikurupati SDWT for the FY to date and the
month(October).................................................................................................................25
7.4 Data analysis for all SDWTs at Ngwarati for the month of October........................25
7.5 Chengeta reporting....................................................................................................26
8 SUPERVISOR SAFETY DEVELOPMENT PROGRAM...............................................26
9 RECOMMENDATIONS..................................................................................................27
10 CONCLUSION.................................................................................................................27
11 SIGN-OFF........................................................................................................................28

Page 2
LIST OF TABLES
Table 2-1: ISO standards and their fields of application........................................................................7
Table 5-1:Activities and standard procedures for those activities........................................................19
Table 6-1 :TARP escalation procedure time frames............................................................................21
Table 6-2:Issues raised and inspected..................................................................................................22

LIST OF FIGURES
Figure 2-1: The relationship between the BMS policy and ISO standards at Zimplats..........................8
Figure 2-2: The Deming cycle showing how the system is continuously improved..............................8
Figure 3-1:Department heads during a VFL........................................................................................13
Figure 3-2 : A DQS auditor addressing a team at Ngwarati mine........................................................14
Figure 4-1:Showing a hierarchy of waste management mechanisms...................................................17
Figure 7-1: Mining division LTI and total injuries trend.....................................................................23
Figure 7-2:Graphs showing LTI statistics for the mining division.......................................................24
Figure 7-3:Target based Leading indicator statistics graph for the month of October.........................24
Figure 7-4:Year to date and month to date leading indicator statistics for the month of October........25
Figure 7-5:Target based leading indicators for all SDWT at Ngwarati mine for the month of October.
.............................................................................................................................................................25
Figure 7-6: FY22 October Chengeta statistics breakdown from one of the SDWT during peer to peer
observation data collection..................................................................................................................26

Page 3
NOMENCLATURE AND DEFINITION OF TERMS

BMS Business Management System

SHEQ Safety Health Environment Quality

PJO Planned Job observation

VFL Visible Felt leadership

ISO International Standards Organization

LTI Lost time injury

FY Financial year

SDWT Self-Directed Working Team

TARP Trigger Action Response Plan

t Tonne

g Gram

BBI Behavior based intervention

PDCA Plan,Do,Check,Act

AMMZ Association of Mine Managers of Zimbabwe

SSDP Supervisor Safety Development Program

Page 4
ABSTRACT

This report gives a detailed account on the SHEQ module I went through for ten shifts at
Zimplats Ngwarati mine. The SHEQ module sought to enlighten me on the SHEQ system
and standard operating procedures of activities carried out at Ngwarati mine. More so, this
module sought to highlight the relationship that exists between the SHEQ system and the ISO
management system standards. During the time I was deployed to the SHEQ department as
dictated by my graduate learner program, I got an appreciation of the BMS policy, the mine’s
environmental policy and the SHEQ department’s performance and reporting. The Zimplats’
BMS policy which sets out the context, strategy, commitment and direction of the SHEQ
system subscribes to ISO standards namely ISO 9001, ISO 14001, ISO 31000, ISO 17025,
ISO 45001 and ISO 55000.
As part of the SHEQ module’s practicals, I took part in underground and surface inspections
with the SHEQ officer. To cap off my SHEQ module, I also did a Supervisor Safety
Development Program (SSDP). In a nutshell, the SHEQ module equipped me with
knowledge on the SHEQ system, ISO standards and operating procedures of activities within
the Zimplats Ngwarati mine production cycle especially those covered extensively covered
within my graduate training program.

Page 5
1 INTRODUCTION

The SHEQ department administers the BMS policy through integration of various ISO
standards put in place to manage the business. In addition to the above, the foundation from
which Zimplats’ BMS policy is anchored on, includes but is not limited to the Mining
(Management and safety) regulations (S.I.109 of 1990), Environmental Management Act,
Explosive regulations (S.I.72 of 1989), NSSA (Accident Prevention and Worker’s
Compensation Scheme, S.I.68 of 1990), Pneumoconiosis Act of 1996, Mining (Health and
sanitation) regulations of 1995 and the Water Act. Zimplats plans and crafts standard
operating procedures which are aligned with the requirements of the law and any other
applicable standards within the jurisdiction it operates.

1.1 OBJECTIVES
 To have an understanding of Ngwarati mine’s operating system in its totality.
 To appreciate the Zimplats BMS policy.
 To understand and grasp standard operating procedures.
 To have an appreciation of practical aspects of the SHEQ department.
 To analyse SHEQ performance and reporting

2 ZIMPLATS BUSINESS MANAGEMENT SYSTEM POLICY

Zimplats’ BMS policy is a structured and systematic way to manage risks within the
organization’s operations. The Business Management policy is also a framework that
provides the business’ operational safety guideline. The BMS policy strives to manage all
forms of risks associated with the business in order to minimize any form of loss. In an
operating environment where all forms of risks, be it endogenous or exogenous, pose a threat
to the viability of the business, the BMS policy provides a set of policies, practices,
procedures and processes which are used in developing and deploying strategies, their
execution and all associated management. At its core the BMS can be narrowed down to
three attributes which are;
i) legal compliance and adherence to international standards
ii) prevention of all forms of harm or destruction.
iii) Continuous improvement and refinement of any parts of the Business Management
System

2.1 Legal compliance and adherence to international standards

Zimplats, bound by its values, respects the laws and regulations of Zimbabwe. The company
always strives to make sure that all the provisions contained within its Business Management
System policy are consistent not only with the laws of the country it operates, but also with
international standards practices (ISO standards certification) and multilateral bodies global
compact principles (United Nations global compact principles). When it comes to
international certification standards, Zimplats revised BMS policy incorporates the
Page 6
requirements and guidelines of ISO 9001, ISO 14001, ISO 17025, ISO 31000, ISO 45001
and ISO 55000

ISO standard Field which the standard applies

9001:2015 Quality Management System
14001:2015 Environmental Management System
17025 General requirements for the competence of
testing and calibration
31000: Risk Management
45001:2018(replaced ISO 18001) Occupation Health and Safety Management
systems
55000 Asset Management
Table 2-1: ISO standards and their fields of application

Taking a leaf from Zimplats’ vision of being the safety and cost leader in the platinum
sector, the company set up effective systems that minimize any form of harm or loss. The
company’s business policy and all its standard operating procedures, align not only with the
laws of Zimbabwe, but with international best practices in order to manage any form of risk
in any part of the value chain.

2.2 Prevention of all forms of harm

Fundamentally, the BMS policy prioritizes prevention than detection of all forms of loss.
Section 5.2 of the BMS policy clearly stipulates the need to eliminate or minimize all forms
of loss. The minimization of any form of loss aligns with the principles at the core of the
BMS policy, which clearly highlight the need avoid any form of loss be it human, financial,
environmental or material.

Page 7
 ISO
9001
ISO ISO
55000 BMS 14001

Polic
ISO y ISO
45001 17025
ISO
31000
Figure 2-1: The relationship between the BMS policy and ISO standards at Zimplats
2.3 Improving the business system
Continuously improving the company’s business system leads to achievement of the
company’s objectives. Figure 2 shows the Deming cycle which comprises of four stages,
namely plan, do, check and act.

Continuously Improving the system

A P

Act Plan
Check Do
CC D
Figure 2-2: The Deming cycle showing how the system is continuously improved

Page 8
3 IMPLEMENTATION OF THE BMS POLICY

The implementation of the BMS policy revolves around the requirements of ISO 9001:
2015.ISO 9001 is the standard for quality management which is comprises 10 clauses.
These 10 clauses are segmented into four phases (Plan, Do, Check and Act). The cycle of
actions formed by those four phases is what is known as the Deming cycle or the PDCA
cycle. The Deming cycle comprises four stages namely the planning, the doing, the checking
and the action (PDCA). These stages of the cycle are interdependent and they are used to
ensure smooth flow of activities. Since one of the core principles of the BMS policy is
centred on the minimization of all forms of loss, the need to evaluate the performance of the
business system exists. The business management system is evaluated to come up with
remedial actions, which continuously improve the effectiveness of the system.

3.1 Segmentation of Zimplats operational activities into sections of the PDCA cycle
The 10 clauses of ISO 9001:2015 are grouped under each of the four phases of the PDCA
cycle. The first phase of the PDCA cycle, planning, is covered under clauses 4,5 and 6 of
ISO:9001. Planning spells out plans and the expectations of the company (6), roles and
responsibilities of the leadership (5) and the context of the organisation (4).

3.2 Plan
Planning takes into consideration the full scope of the business and all the activities that are
involved within Zimplats’ value chain. The scope of the organisation which is covered under
clause 4.3, looks at the boundaries and applicability of the BMS policy. Clause 5 which
primarily deals with the responsibility of the organisation’s leadership and their
commitments. Clause 5 also has a sub clause which deals with the environmental policy of
the organization. Clause 6, planning, is done in such a way that the requirements and
guidelines of the 6 international standards (ISO standards) and all domestic legal
requirements are met. Moreover, the planning phase of the PDCA cycle also outlines
expectations of all relevant stakeholders. For any activity within the company’s value chain,
objectives are set and plans to achieve them are done in compliance to the international
standards. Relevant to the mining division, FY21–FY22 mining division and departmental
objectives are set for the mines. Divisional and Ngwarati mine(departmental) objectives are
outlined below.

3.2.1 Mining division and relevant department Objectives

Mining division FY22 objectives

1. To deliver 7,163 million tonnes of ore at 6E grade of 3.482 g/t at a total unit cost of
$29.69/tonne.
2. To achieve 10 hectares of Open Pit rehabilitation.
3. To achieve a Lost Time Injury Frequency Rate (LTIFR) of 0.40.
4. To reduce average sickness absenteeism by 20% to 21,144 days.
Page 9
5. To achieve a labor productivity of 400 tonnes per SDWT man per month.
6. To enhance shareholder consultation and participation in the implementation of SHEQ
programs.

Ngwarati mine FY 22 objectives

1. To deliver 1,201389 million tonnes of ore at a 6E mill grade of 3.528 g/t and at total unit
cost of $24.93.
2. To improve labor productivity of overall tonnes / SDWT man /month to 415t.
3. To achieve a lost injury time frequency of 0.00.
4. To minimize and manage oil spills and leaks that can result in hydrocarbon contamination
of the bio-physical environment by achieving > 60% oil recovery.
5. To reduce sickness and absenteeism by 20% from FY2021 to FY2022.

Targets and objectives for BMS performance are set and approved by senior management on
a yearly basis. The following points are considered when setting objectives and targets;
i) Consistency with the Zimplats BMS Policy.
ii) Relevant legal and corporate objectives, taking into consideration the relative significance
of the risks involved within any operation.
iii) The views of interested parties and the need to prevent pollution in general.
iv) Technological options. Financial, operational and other business requirements.
v) Targets and objectives should be realistic, achievable, concise, simply stated, quantified
and measurable if possible, agreed with those responsible for their achievement.

BMS management programs or projects are established for set objectives and targets. The
basic structure of these programs can be narrowed down to objectives, responsibilities, stages
and timescales. BMS projects and plans can be developed for the whole company or per
operating unit or department. Set BMS targets are reviewed at various levels and meetings,
namely, at the SHEQ divisional meetings, at management review meetings and at operational
review meetings. Non-conformities to set objectives and targets are raised on a quarterly
basis.

3.2.2 Change management

Change management is a style of management that aims to encourage organizations and
individuals to effectively deal with changes taking place in their work. Zimplats as an
organization has strategies and mechanisms to ensure a smooth transition from any old
system, equipment or material being replaced to any new system, equipment or material. An
example of change management relevant to the division (mining) which this report was from,
is the machine automation system currently being trialed for the loading and hauling
operations at Mupani mine. The process of introducing automated hauling units is going
through a feasibility analysis which in itself includes change management.

Page 10
3.3 Do
This part looks at the implementation of the plan in order to achieve the set objectives and
targets. This section of the PDCA cycle, relative to provisions of ISO 9001 is made up of
clauses 7 and 8. Under clause 7 are support elements vital for the implementation of set
objectives and under clause 8, we find operations which are in essence practical measures
taken in pursuit of the organization’s targets and objectives. The implantation stage can be
broken down into the following:
Support
Elements that support the actual operations in the implementation phase of the PDCA cycle
are covered in clause 7:ISO 9001. The scope of clause 7 covers areas like resources (7.1),
competence (7.2), awareness (7.3), communication (7.4) and documentation of information
(7.5)

3.3.1 Communication and participation

Communication looks at availing the details of the plan to all interested stakeholder
especially those involved in the execution the plan. The importance of sharing plans and any
information of interest to the stakeholders is further highlighted in the BMS policy revision
16. As part of the BMS policy revision 16, the need to avail information to relevant
stakeholders is highlighted as one of the changes to the BMS policy. Participation looks at the
involvement of all relevant stakeholders in the implementation of plans and sharing of
ideas(feedback). Participation of stakeholders in the implementation of plans is highlighted as
one the adjustments in the BMS policy revision 16.

3.3.2 Competence and resources

As part of the implementation phase in the Deming cycle, Zimplats provides resources and
competent personnel to successfully achieve its objectives. From its inception up to 2010,
Zimplats had invested US$500 million to develop its mining and processing projects as well
as in social infrastructure. In October 2021, Zimplats signed a memorandum of agreement
with the government of Zimbabwe that will see Zimplats investing US$1.4 billion to develop
a new mine (Mupani mine), establish a base metal refinery and other projects like the setting
up of 110 MW solar power plant. Zimplats Holdings Limited has also invested over US$ 1
million on construction of a twin decline entrance system at Ngwarati mine, after an LTI due
to ground collapse at the area surrounding the decline entrance necessitated such at remedial
action. All these capital intensive projects are testament to the lengths to which Zimplats goes
to source resources necessary for the business’ growth. Projects carried out by Zimplats
require high level of expertise from professionals across various disciplines. Through its
recruitment policy and its drive to develop careers of its workers already within its system,
Zimplats makes sure competent professionals drive the organization towards its goals.

Page 11
3.3.3 Operations
Operations are in essence the practical step in the implementation of BMS policy. Relative to
the provisions of ISO 9001, operations fall under clause 8 and like support, they are part of
the Do phase in the PDCA cycle.
Operations which fall under the Do phase of the PDCA cycle includes a subset of activities
within it, like operational planning and control (8.1), emergency preparedness and response
(8.2), design and development of products (8.3), control of extended services (8.4),
production services and provision (8.5), release of products (8.6) and control of non-
conforming outputs (8.6).

3.3.4 Emergency response and preparedness

For every activity within Zimplats value chain, emergency response and preparedness
mechanisms are established to make sure that in the case of a hazardous occurrence the
company is ready to minimize or at best avoid any form of loss be it financial, material,
environmental or human. Every mine has the mine manager as an emergency coordinator and
his team of personnel comprising fire fighters, first aiders and any professionals deemed
necessary for the operationalization an emergency plan.
3.4 Check
The checking phase of the PDCA cycle is extensively covered in clause 9 of ISO 9001.
Checking, within the context of ISO 9001, pertains to performance evaluation of Zimplats’
business system. Clause 9, mainly deals with the following aspects of business systems
performance evaluation:
i) Monitoring measurement (9.1).
ii) Internal audits (9.2).
iii) Management review (9.3).

3.4.1 Monitoring measurement

Clause 9.1 of ISO 9001 mainly deals with quantification of a system’s effectiveness. This in
turn allows a business to identify any risks and bottlenecks within a system, thereby laying
the groundwork for the improvement of the system. All in all, clause 9.1 is about evaluating
business performance over time, measuring customer satisfaction to get feedback and
improvements of the product and systems that produce the product.

3.4.2 Audits
Clause 9.2 basically states that audits are held per planned intervals to verify if the QMS is in
line with the;
 Company’s own requirements,
 ISO 9001 requirements,
 and is effectively implemented and maintained.
Every stakeholder within the organization must cooperate with auditor to facilitate an
effective and successful audit. The BMS audit schedule is prepared annually.BMS audits are
Page 12
used for star grading. Departments are awarded stars based on their performance. Types of
findings unearthed during an audit can be narrowed down to the following;
i) Commendation.
Commendation findings pick up something exceptionally good within the system.

ii) Opportunities for improvement.

These are adjustments that add value to the business system. When recommendation to
improve a system are made, the onus fall on the company on whether to implement them or
not.

iii) Observations
These are usually assessments of the business system to check for any symptoms of non-
conformance, which if left unattended to, can lead to non-conformance.

iv) Non-conformity
These are any deviations from any standard or regulatory requirements. Non conformity also
includes any lapse in the system, caused by not adhering to the standard and procedures at all
times.
For Zimplats, there a mainly two types of audits. These are;
1. Internal audits
They are audits done by auditors from within the Zimplats Holdings Limited company.
These include BMS star grading audit, Housekeeping audit and the Grade and support audit.
These pick up conformance and non-conformance issues within operations and provide a
basis on which remedial actions for the issues raised in an audit are crafted.

Page 13
Figure 3-3:Department heads during a VFL.

2. External audits
These are done by independent auditors from outside the Zimplats Private Limited group.
These external auditors are from outside the organization This helps the company’s drive of
being a globally integrated giving its operations a world class status. Among the examples of
external audits at Zimplats is the DQS audit. This is done by the DQS certification company
through its auditors. An AMMZ audit done by the Zimbabwe Chamber of mines is another
example of an external audit.

Page 14
Figure 3-4 : A DQS auditor addressing a team at Ngwarati mine.

3.4.3 Management review

Reviews of Zimplats’ business system performance are done periodically. The executive
management committee holds them weekly, divisional and departmental SHEQ meetings are
held monthly while SHEQ board and Steercom meetings are held quarterly. These
management meetings are done to review the business’s performance consistent with the
requirements of clause 9.2 0f ISO 9001.

Risk Management
Before the commencement of any project there is always a risk associated with that project
before any controls are put in place. That type of risk is known as the inherent risk of the
project. After identifying the risk, a set of controls to alleviate or eliminate the inherent risk
associated with the project is put in place. The risk that remains after controls are put in place
is known as the residual risk of the project.

Risk rating =likelihood of the occurrence of a hazard * severity

Page 15
After the determination of the probability of a hazard’s occurrence the likelihood is rated and
the rating together with that which looks at the severity of the damage due to exposure to a
hazard are represented in a table. The product of the likelihood rating and the severity rating
gives us the risk rating. Residual risks which remain after controls have been put in place are
rated this way.
An example of rated risks is the Ngwarati mine top 20 risks for FY22

Safety Health Environment Quality

1.Fall of ground 1.Covid-19 1.Water pollution 1. Contractor
Management
2.At risk 2.Poor ergonomics 2.Land pollution 2. Grade
behaviour
3.Ground stability 3.Respiratory 3.Natural resource 3. Costs
infections depletion
4.Trackless mobile 4.Noise induced 4.Noise pollution 4.Skills
machinery hearing loss
5.Explosive 5.Poor mental health 5.Biodiversity loss 5.Machine availability
management

Risk Assessments.
The BMS Procedure, BMSP 4.3.1 on hazard identification and determination of controls
states that hazard/ impact and risk /impact assessments shall be done as;

Baseline risk assessment

This is done before any work on any project has been done so as to point out the risks and all
circumstances that may be encountered during the course of operation. They are done where

Page 16
no hazard/impact identification has been done. These also include Environmental Impact
Assessments. Baseline risks / impacts shall be reviewed at whenever necessary but not less
than once every two years.

Issue Based risk assessment.

They are done when non-routine activities are introduced to the operations for example the
introduction of new machinery to the operations. They are done so as to identify the hazards
and potential risks that come with the new development.
Pre-task risk assessment
They are done before performing any kind of task so as identify all the risks that are
associated with that task. Pre-task risk assessments are done as a team effort since many
people can identify many risks that may be missed by fewer people.

3.5 Act
On the PDCA cycle the “Act” part focuses on corrective actions to findings from the
checking process. The checking which involves audits and inspection comes out with
remedial action for issues raised. Remedial actions from the checking process are done during
the “Act” part. This stage is of critical importance because it continually refines the system
off any hazards within Zimplats’ operations. Within the context of ISO 9001, the “Act” part
focuses on improvement (ISO 9001, clause 10.1), non-conformances and corrective actions
(clause 10.2), continual improvement (clause 10.3).

4 Zimplats Environmental Management

The environmental policy is contained in the BMS policy and is guided by ISO 14001:2015
which maps out the framework for an environmental management system. Zimplats also
complies with the Environmental Management Act of 2002. Under the Zimplats
environmental management there is waste management, water management, rehabilitation,
biodiversity and materials and effluents discharge.

4.1 Waste management

Zimplats has controls in place that are aimed at managing waste effectively. Prevention at the
source is the most favoured option since it eliminates all possibilities of generating waste for
example substituting papers with computers for data storage. Minimisation is done when the
objective of elimination is not feasible. This is achieved by maximising the usage of certain
products. Reuse of materials is also one of the ways used to minimise the wastes that are
disposed. Reuse can be achieved by repairing the damaged parts of certain machinery.
Recycling is also done for example some plastic wastes. The least favoured yet necessary
option in waste management is disposal. Waste disposal is done in a systematic way so as
implement the some of the stages of waste management hierarchy. Waste segregation is done
at all Zimplats sites and it is achieved through the use of colour coded bins. The colours for
the bins and their respective uses are as follows: Yellow for recyclable paper waste, White for
Page 17
plastic waste, Blue for hazardous wastes and Green for biodegradable or non-hazardous
waste. Part of the waste management includes waste disposal. The waste disposal methods
used by Zimplats include but not limited to incineration, landfills, land farms, scrap yards,
salvage yards and recycling. Incineration of waste generated at Ngezi sites is done on the
western side of Ngezi village which is a leeward side.

Figure 4-5:Showing a hierarchy of waste management mechanisms

4.2 Effluents and Emissions Discharge and Control

The effluents that I took note of at Ngwarati mine that have the potential to damage the
environment are oil spillages that happen at the TMM workshop, the oil tanks surrounded by
the bund walls, the decanting bay and the boiler workshop. The oils also spill during
operation in the mine during operations. The controls in place to contain the oil spillages are
the bund walls enclosing the oil tanks and sumps where most of the oil spills collect and are
drained. There is also a concrete floor of the decanting bay and small berms designed to
contain any spillages that may happen during decanting. The bund wall is designed to have a
capacity of 110% compared to the tank capacity it encloses which effectively controls
spillages in the event of accidents.
There is also the use of fire suppression systems which reduce the chances of emitting gases
produced by combustion in the event of fire accidents.
4.3 Rehabilitation
Zimplats practices land rehabilitation in its operations in order to try and return the land as
close as practicable to the original state of land use. At the end of the third quarter of FY21

Page 18
the objective achieving open pit rehabilitation at 2% above the budgeted LCM had been
exceeded. Ecotourism is part of the agenda for rehabilitation of the mined out areas.

5 SHEQ STANDARD OPERATING PROCEDURES

To achieve the objectives of the BMS policy there are standard operating procedures that are
in place for whole mining division and there are procedures that are site specific depending
on the nature of operations. They are drafted during the baseline risk assessment stage when
all operations are analysed in terms of their process flow.

Activity Name of procedure Standard number of the

procedure
Barring down Barring down 10.1.4.10
Lashing Lashing 10.1.1.16
Support drilling Support drilling and roof 10.1.4.8
bolt installation
Lamp room Lamp room procedure 10.1.6.12
use ,maintenance and
servicing of lamp room
equipment
Table 5-2:Activities and standard procedures for those activities.

5.1 SHEQ Strategies

To make sure that the set objectives are met, Zimplats has the SHEQ department. Zimplats
has SHEQ strategies in place that are used to promote the overall safety of the company and
the business. The strategies have three main arms which are Mental health, Off the job safety
and Safety citizenship.

5.2 Mental health

This deals with behaviour based safety and that is the reason why there are fulltime
professional counsellors, on the job coaching on psychosocial issues and the training of
wellness champions.

5.3 Off the Job/ Community Safety

This includes community safety awareness, SHE meetings, community drills and clean up
campaigns. Some examples of the community drills are firefighting drills.

Page 19
5.4 Safety citizenship
Under this strategy there is Peer to peer observations (BBI Chengeta which means We Care),
Sub team focus and team pacts, Employee engagements, Safety maturity surveys, Individual
risk profiling (such as carrying HIRA before working in any area) and contractor safety.

6 SHEQ INITIATIVES

These are the initiatives used by the company to promote workplace safety. These include
SHEQ stand downs and daily safety talks, TARP, Usaputsa Chirongo, Ipapo FOG campaign,
Chengetas and IMBOPS.

6.1 SHEQ Stand Downs and daily safety talks

SHEQ stand downs are done at the start of every day shift. During the stand downs the
employees coming from off are briefed by the SHEQ representatives on the latest safety
flashes, the areas regarded as hot spots in the mines as they pose greater risk to the employees
during operations. This is part of the process for refreshing, refocusing and re-engaging of the
employees to the work place. The daily safety talks are done by all teams working on the
surface and in the mines. They are done at the beginning of every day so that everyone is
briefed on the risks and the remedial actions needed to be done. They are useful in
determining the state of mind of the employees before any work commences.

6.2 Trigger Action Response Plan (TARP)

This is an escalation initiative that was adopted to deal with hazards that take a long time to
deal with which may hinder the flow of operations. Escalation is made to a line supervisor of
higher authority than the other. The issues that are escalated are recorded in the TARP book
for record purposes. This initiative reduces the chances of incidents taking place as it brings
in the experience of the line supervisors into play. One of the activities where TARP is raised
during barring down which is covered in BMSP standard number 10.1.4.10. The escalation
procedure for other activities within the mining value chain at Zimplats are covered in BMSP
standard number 10.1.1.56. The table below summarizes the escalation process to be adhered
to when dealing with identified problem situations and breakdowns.

Problem
situation time

15 min >15 min - >1hr - >2hrs -10 hrs >10hrs-2 days >2-7 >1
60 min 2hrs days week

Page 20
 Employees Team Overseer Shiftboss Mine HOD SGM
leaders/ miner /Foreman Captain/Section
supervisors /Artisan Engineer/Section
Head.

Table 6-3 :TARP escalation procedure time frames

6.3 SHEQ Campaigns

They are adopted so as to promote workplace safety. Examples of these campaigns include
the drive to encourage reportage of near misses. Rewarding of mine workers who would have
reported high risk near misses by means of tokens is also done to encourage reporting near
misses. Reporting near miss incidents is important for the mining division or department to
identify leading incident indicators so as to minimize or at best eliminate them. Another
example of a SHEQ campaign is the “Gwara Ipapo Ipapo” campaign which is aimed at
encouraging workers who work in fall of ground prone areas to bar down unconsolidated
rocks in the hanging wall and sidewalls to avoid fall of ground related injuries.

6.4 IMBOPS
IMPOPS is an acronym for Identify Hazards, make a pact, Behavior modeling, observe
behaviors, Problem solving. IMBOPS are signed by the teams, sections, and at divisional
level by the line supervisors and the employees so as to meet common goals on safety, health,
environment and quality.

6.5 Planned Job Observations

For every activity that is done on the mine there are corresponding procedures that are in
place for those activities for example barring down procedure. So when PJOs are carried out,
the person to be observed is either told in advance or the PJO is randomly carried out.. There
is need for the company to do performance evaluation which is a part of the PDCA cycle. For
the purposes of performance evaluation and the risks that are associated with those activities,
there is need to conduct PJOs. The main purpose of PJOs is to monitor and assess at risk
behaviour or conditions emanating from critical activities with a view to effect adherence to
the work instructions and procedures. Knowledge of the procedures is also checked.
The frequency at which PJOs are done is dependent on the level of risk that is associated with
the activity being done. High risk activities are observed after every 3 months/quarter to
ensure safe working, Medium risk activities are done after every 6 months and the Low risk
activities are done after every 9 months.
6.6 General inspections
During my deployment to the SHEQ department as per requirements of my graduate
development program, I got an opportunity to do general inspections of the underground and
surface operations. The objective of these inspections is to ensure compliance to the company
objectives on SHEQ issues since they encompass all operations.

Page 21
6.6.1 Underground inspections and SHEQ meetings.
On the 8th of November 2021, myself, a team of 6 SHEQ representatives from all teams and
the chair of the meeting, SHEQ assistant Mr. A. Muza attended a meeting. The agenda of the
meeting was to discuss SHEQ issues and problems within various sections of the mine.
SHEQ representatives raised various issues which needed rectification and the issues were
noted down. The table below is a summary to the SHEQ issues raised in the meeting. SHEQ
representatives raise challenges pertaining to various issues within the mine’s sections

Issue raised Remedial action

Time management Enforcement of measure to encourage early
start off times.
Labour shortage Raise Tarp earlier so that remedial actions to
address labour shortage are put in place e.g.
enforcing the labour shortage procedure
Cap lamp batteries running out before end of Issue raised and cap lamps ordered from the
shift mine’s stores department
Diamond drilling holes discharging water in A channel redirecting the water discharge
a in a section. into sump was made.
Ventilation of a specific section Ends which needed to hole in order to allow
air access to some working ends were
prioritised
Table 6-4:Issues raised and inspected

6.7 Internal inspections and audits

SHEQ inspections
These are conducted by the SHEQ department on a weekly basis. During these inspections
conformances and non-conformances are picked up and action plans to remedy areas of non-
conformance are created. This process improves Zimplats business system by continuous
searching and remedying non-conformances within the system.

6.8 Visually Felt Leadership

They are inspections are done by the heads of departments. They are done with the aim of
identifying any non-conformance that may create unsafe working conditions. Conformances
are also picked and encouraged as an inspection checks the effectiveness of the system and
isn’t only limited to the identification of non-conformances. VFLs are held for a minimum of
one VFLper quarter for the top management and one VFL per month for HODs.

6.9 Boots on the ground

These are internal management- worker engagements done by the managerial team at the
mine. Areas of non-conformance to standard procedures and the active engagement between

Page 22
the management and workers on working conditions, make up the chief purpose of boots on
the ground inspections.

7 SHEQ PERFORMANCE AND REPORTING.

When assessing the SHEQ performance for both the mining division and the specific mines,
we look at the statistics for the leading and lagging indicators. Lagging indicators are the
incidents that have already occurred whilst leading indicators are a way of trying to predict
what could happen in the future. Examples of lagging indicators include LTIs and MTCs.
From the LTIs we can calculate the Lost Time Injury Frequency Rate. The leading indicators
used at Ngwarati mine include the number of Chengeta issues raised, the Non-Compliances,
the issues raised in the safety complaints book, the reporting from the Audits, VFLs,
Inspections and PJOs.
7.1 Safety Performance Trends.
SHEQ performance is tracked through the daily, weekly, monthly and yearly reports which
are analyzed to come up with week day trends, monthly trends and annual trends. The
breakdown of the trends gives room to narrow down on days or months of the year to analyze
and evaluate safety performance in order to make proactive decisions.

7.2 Mining Division and Department Safety Performance.

Mining division safety performance is a combination of the SHEQ performance for Ngwarati
mine, Rukodzi mine, Mupfuti mine, Bimha mine and Mupani mine. In the month of February
there was a fatality at Ngwarati mine caused by the collapse of the box cut. As of 09
November 2021, Ngwarati mine had 268 LTI free days. Total number of injuries are used to
measure the safety performance for the mining division and they are further broken down into
LTIs and MTCs.
Ngwarati mine SDWT statistics

SDWT Actual LTI free Possible LTI free Status

working as of 09/11/21 days as of
09/11/21.
Amakhosi 542 1224 Blue
Chikurupati 1064 1224 Blue
Chikopokopo 1224 1224 Blue
Pioneers 1224 1224 Blue
Mining Services 268 1224 Yellow

As of the 9th of November 2021, the Mining services SDWT was 2 days away from getting
the green status. The green status is obtained at 270 days. LTI free days of the Mining
services SDWT, the most recent working team to experience an LTI, were counted after the
14th of February 2021 incident when a construction worker specifically a telescopic boom lift

Page 23
operator (cherry picker operator) was fatally injured when rocks fragments measuring ~10m
by 20m by 35m closed at the portal entrance box cut leading to the worker being fatally
injured.

7.3 Zimplats Mining division safety performance

mining division safety performance(FY17-FY22)

50

45
43
40
38
35

30

25

20 20
19
18
15
14 14
11
10 10 10
9
8 8 8 8
7 7
6
5
4 4 4
3 3 3 3
2
1 1 1 1 1
0 0
FY 12 FY 13 FY 14 FY 15 FY 16 FY 17 FY 18 FY 19 FY 20 FY 21 FY 22

Total injuries LTIs Contractor LTIs

Figure 7-6: Mining division LTI and total injuries trend..

The graphs show the Lost time injury trends for the Zimplats mining division from FY12 to
FY22. The overall net trend of the number of LTIs has seen a sharp decrease especially FY12
to FY22.This shows the success of the SHEQ strategies and checking mechanisms which
continuously refine the system. One of Zimplats core principles is the non-recurrence of
incidents as such the drop shows a system that continuously learns from its previous actions.

Page 24
 LTIs Fatalities
10
9
8
7
Number of LTIs

6
5
4
3
2
1
0
FY17 FY18 FY19 FY20 FY21
Figure 7-7:Graphs showing LTI statistics for the mining division.
During FY21 on the 14th of February, the sole fatality of the mining division occurred at
Ngwarati mine. A portion of the box cut high wall collapsed, fatally injuring Mr Kudzanayi
Manyonganise, an employee of Eazi Access, a company contracted to the mine. During the
FY21, the group recorded two more LTIs, bringing the total to three down from nine the
previous year. The group rebounded from the setback to accumulate to 0.7 million LTI free
shifts by the end of FY21. The total number injuries decreased from 10 in FY20 to seven in
FY21.

7.3.1 Leading indicator statistics for Chikurupati SDWT for the month of October

During the trainee’s time allocated for the SHEQ month of October the trainee participated in
compiling data for the leading indicators and also participated analysing leading indicator
statistics for the month of October for the Chikurupati SDWT.

Leading indicators which are target based for the month of Oc-
tober
95 90
84
85
75
65
55
45
35 24 24
25
15 9 9
5
Chengeta Planned Job Observation Inspections
Target 84 24 9
Actual 90 24 9

Target Actual

Figure 7-8:Target based Leading indicator statistics graph for the month of October.
Page 25
7.3.2 Leading indicator statistics for Chikurupati SDWT for the FY to date and the
month(October).

Cummulative and monthly data for leading indicators

75

65

55

45

35

25

15

5
Stop and fix Fines Meeting

Year to date 72 7 27 NaN

Month to date 21 4 3 NaN

Year to date Month to date

Figure 7-9:Year to date and month to date leading indicator statistics for the month of
October

7.4 Data analysis for all SDWTs at Ngwarati for the month of October.

Page 26
 Target based leading indicators for October for all SDWTs at
Ngwarati mine
425 389
375 327
325
275
225
175
122
125 96
75 36 36
25
Chengetas On the Job coaching Inspections
Actual 389 122 36
Target 327 96 36

Actual Target

Figure 7-10:Target based leading indicators for all SDWT at Ngwarati mine for the month
of October.
7.5 Chengeta reporting
After the submission of Chengetas, on the job coaching forms, stop and fix forms by the
SHEQ representatives to the SHEQ officer the information is put into a database and filed.
For
All acts done to keep other people safe are recorded on the Chengeta forms. These forms are
submitted to the SHEQ department at the end of a shift and they are compiled and analysed to
come up with the statistical information on the issues raised. The analysis is done for all the
underground and surface operations. From underground operations the Chengetas for face
preparation, face drilling, lashing and support quadrants are put on the notice boards for the
teams to see issues being encountered. This information helps Ngwarati mine predict areas
prone to an incident so that incident preventative measures are put in place.
Some of the issues raised in the Chengetas such as poor ventilation, high temperatures and
dust in roadways must be placed in the safety complaints book but they are also useful in
determining the corrective actions needed to be done.

Page 27
 64N and 34N roadway
bumpy; 4

PPE non compliance; 2

Services far from active ends;

3

Operator not hooting; 3

Good practices; 22

Figure 7-11: FY22 October Chengeta statistics breakdown from one of the SDWT during
peer to peer observation data collection.

8 SUPERVISOR SAFETY DEVELOPMENT PROGRAM

We did the supervisor safety development program training for two days on the 11 th and 12th
of November 2021 . This program is designed to train all personnel in supervisory positions
SHEQ issues since SHEQ issues are part of the objectives of the organisation. The SSDP is
meant to equip leaders so that they can become proactive when it comes to SHEQ issues
when carrying out any work. This helps to reduce the work place injuries as the supervisors
are legal compliance officers, technical experts, trainers, people managers, safety leaders and
coordinators.

9 RECOMMENDATIONS

 Making working areas safe and engaging in housekeeping are cultures that need to be
nurtured at Ngwarati mine as there is room for improvement in the surface and
underground operations since this minimises or at best eliminates any regulatory non-
conformance which culminates in losses.
 Off the job safety awareness needs to be reiterated to the employees as the people show a
tendency of letting their guard down once offsite. Safety and health of the workers
outside the mine’s premises is equally important as it has a bearing on worker
productivity and absenteeism. Improving productivity and absenteeism reduction are
principal divisional and departmental objectives.
 On the job coaching is effective as it keeps the work force more aware of the safety
guidelines and work expectations.

Page 28
10 CONCLUSION

The SHEQ module has proved to be very useful to the graduate learner. This is due to the fact
that it raised awareness on work place safety and the need to maintain a safety culture on a
personal level basis and on an organisational basis. There is also an appreciation of the
strategies that are employed so as to ensure that the work force becomes proactive when it
comes to the SHEQ issues in the organisation.

Page 29
11 SIGN-OFF

Compiled by: Graduate Trainee

Signature……………………………. Date………………………

Reviewed by: Module Coach

Comments:
…………………………………………………………………………………………………
…………………………………………………………………………………………………
…………………………………………………………………………………………………
…………………………………………………………………………………………………

Signature……………………………. Date………………………

Reviewed by: Main Coach

Comments:
…………………………………………………………………………………………………
…………………………………………………………………………………………………
…………………………………………………………………………………………………
…………………………………………………………………………………………………
Signature……………………………. Date………………………

Reviewed by: Mentor

Comments:
…………………………………………………………………………………………………
…………………………………………………………………………………………………
…………………………………………………………………………………………………
…………………………………………………………………………………………………
Signature……………………………. Date………………………

Received by: Technical Trainer

Signature……………………………… Date………………………

Page 30
Received by: Training Superintendent

Signature……………………………… Date………………………

Page 31