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Murray & Roberts Client Service was established in 2003 to facilitate a rapid and comprehensive response to all internal and external queries relating to any aspect of the Group's worldwide operations...
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Safety

At Murray & Roberts Cementation we believe that people are regarded as our best assets and therefore the safety of our employees and contractors is not negotiable. Our goal is Zero Harm and thus to establish an effective safety culture, safety leadership is paramount in pursuance of meeting our goal as an organisation. Safety Leadership relies on actively caring, confronting and coaching of employees to do work right the first time.

We believe that safety is a managed outcome which is accomplished through following a risk based approach to predict and prevent future events that could lead to a loss. Our line managers are accountable for this process and responsible for ensuring that supporting systems and procedures are in place. We are confident that our business management system is the right one, and have directed our efforts towards the effective and consistent implementation of this across the organisation.

Hazard identification and risk awareness are fundamental in establishing a risk smart culture within the organisation. Our focus areas include:

  • Business Management System
  • Fatal Risk Control Protocols
  • Behaviour Change Process
  • Competencies & Training
  • Lead & Lag Indicators

Safety Indicators

Murray & Roberts Cementation uses both a mix of leading and lagging indicators to measure overall safety effectiveness and performance.

Leading indicators are designed to drive and measure critical safety activities. When measured and monitored effectively, the data from the leading indicators enables effective intervention to address or reverse a negative trend before it results in injury, damage or loss.

Lagging indicators, such as injury statistics, provide an overall estimate of the progress required to achieve our vision of Zero Harm, but they do not measure the effective implementation of safety programs, proactive action plans and preventive activities in place.
If lagging indicators are used as the only index of safety achievement (or failure), they can do more harm than good, as people are not empowered to take control of safety and to develop an effective organisational safety climate.

The use of a larger proportion of leading indicators at individual and department levels reinforces personal involvement and improves the perceptions that individuals and work teams have about their ability to control and manage injuries.