SAFETY AT HZL
Cautious at Work
The key material
Health & Safety
Priority of the
An unrelenting objective
At HZL, we are committed to being a business without
fatalities, serious injuries or occupational illness.
We firmly believe that every incident is preventable.
'zero harm to people' is our paramount health and
We are committed to providing safe working
conditions and have effective management systems
in place to ensure the wellbeing of all our employees
and others who may be affected by our operations.
Establishing a zero
harm culture at
work and enhancing
safety by eliminating
fatalities, incidents and
- Establishing a Zero Harm
culture at work and enhancing
safety by eliminating fatalities,
incidents and illnesses
- Recognising Occupational
Safety as a core value and
driving responsibility towards
Safety, Health & Environment
(SHE) to protect the people we
work with and society at large
- Taking initiatives towards
ensuring utmost safety
of its employees and the
environment they work in. The
Safety Excellence Journey is a
significant initiative on this front
- Governing safety through
the Apex Body which is the
Corporate Safety Council,
chaired by the CEO, and
involves various leaders from
all verticals. The business HSE
Head is the Member Secretary
of this council
- Building the three safety pillars:
safety culture transformation,
capacity building and process
- Achieve zero fatality
- Achieve zero occupational
- Improve occupational health
- Effective High Potential Risk
- Critical review and
audit of safety standard
Performance in FY 2019
- Constituted Safety Innovation
- Introduced Fatality & Serious
injury Prevention Programme
(FSIPP) Subcommittee as
- 11 mandatory online safety
- Released videos on machine
guarding and excavation
- Strengthening of Emergency
preparedness of organisation -
Fire team successfully arrested
the chlorine gas leak at Chhoti
Sadri of Pratapgarh District and
saved the life of ~ 2,000 people
of that area
HZL aspires to achieve excellence in safety practices and performance.
Therefore it has put a system in place to:
Enable people's involvement
Assign accountability on
safety to the line
rules and progressive
on safety from line
Integrate safety into the
Form an integrated
approach to build in
safety within the contract
Safety at HZL is driven by the Corporate Safety Council,
which is chaired by the CEO, and has the Chief HSE Officer
playing a key role in the council. The apex body has six
corporate subcommittees and five zone apex committees,
with primary function to set system and procedures in place
and to steer safety in business with ultimately helping the
organisation to achieve zero harm.
Safety Councils have also been regularised at the
Independent Business Unit (IBU) level to bring more
accountability with regard to safety. Monthly safety
meetings are conducted at all the IBUs involving key leaders
and their active participation, which helps business to
improve processes of safety through decision-making.
We also have a formal joint ‘management-worker’ health
and safety committee, which is the governing body
for monitoring the implementation of organisations
occupational health and safety programmes and drives.
It has equal representation of Management and workers
Most employees do participate in these safety committees.
Committee meetings are held regularly to gauge the
effectiveness of these programmes as an assurance process
to safety implementation.
Key safety subcommittees
||Roles and responsibilities
Safety Interaction and Audit Subcommittee
- Deploy, monitor and review unit Safety Observation and Audit process at HZL for achieving world-class safety performance
- Ensure that all unit employees have adequate standard and procedures to define and implement a process to improve behavioural safety using safety interaction system
- Implement, deploy and continually review safety interaction processes at zones for achieving world-class safety performance
- Effective communication to make all employees aware about the incident management & investigation
process that supports the objective of reporting, investigating and communicating all incidents. The
principle that underlies this is 'the only reason an investigation is undertaken is to prevent a recurrence' and
focusses only on finding ‘fact’ and not ‘fault’
- Develop, deploy and continually improve incident reporting and investigation process uniformly across all
businesses of HZL
- Deploy, monitor and review a rigorous Contractor Safety Management System to allow HZL to partner with
contractors who share HZL’s values for safety and operational excellence
- Implement and improve Contractor Safety Management (CSM) system in our operational units
- Standardise contractor management cycle for contractor awareness, involvement and improvement
- Implement and maintain risk management systems & processes in order to eliminate process safety
incident and injuries
- Ensure that adequate rules and procedures are available for all employees and contractors at HZL to work
safely and effectively
- Implement a process to identify, develop, train and implement the high risk standard and procedure
Introduction of Fatality and Serious incident Prevention Programme (FSIPP) Subcommittee
With an aim to enhance focus on high-risk activities and monitoring the effectiveness of control measures,
we introduced the 6th subcommittee – FSIPP subcommittee
The key objectives of the FSIPP subcommittee is to:
- Ensure that all the identified high-risk activities are analysed for risks and control measures defined,
implemented and monitored
- Drive organisation fatality and serious injury prevention programme in a structured way
- Periodic monitoring, audit and horizontal deployment of critical controls across all locations
Safety Committees – Composition
HZL believes in fostering a culture of transparent reporting
and encourages employees to report every incident in order to
eliminate all potential hazards and risks in our operations and
prevent reoccurrence. During the year, HZL reported an increase
in the number of incidents although there is reduction by 26%
over the previous five years.
This year, there was an increase in lost time
injury frequency rate from 0.27 to 0.63 partly on
account of higher local contract workforce and
increase in underground mining operations.
This puts a high onus on HZL to enhance skill
development and safety training of the local
workforce and several initiatives are being
taken in this area.
There were seven fatalities during the
year – four in mining and three in smelting
operations. The cause of these incidents have
been thoroughly investigated and effective
controls are being put in place to prevent
Safety trainings of 0.81 Million man-hours
were conducted to strengthen adherence to
safety standards and procedures.
Lost Time Injury Frequency Rate (LTFIR)
For us the life of our people and their families are of paramount importance. As an
organisation, we are committed to achieve safety excellence in our business and
have embedded safety as an integral part of our Business. To achieve this we
have adopted a strategic approach based on the following three pillars:
- Safety Whistle Blower
- Safety Town Hall
- Safety Stand Down
- Action Employees
Can Take (AECT)
- Safety Training
- Safety Training Kiosk
- Safety Training Park
- Online Safety
- Emergency Response
& Rescue Drill
- Engaging Experts for
- Safety Standards
- Fatalities &
Prevention Plan (FSIPP)
- Safety in Operations
- Hazard Analysis
- Safety Improvement
- Innovation & Technology
A culture of safety
HZL’s Health, Safety and Environment policy defines our
commitment to protect employees and others affected by
operations while a set of standards, guidelines, operating
procedures and systems detail the accountability,
mandatory controls and requirements for managing the
business in a safer way.
Key elements of the safety programme
The HSE policy, related guidelines and standards are
implemented to maintain safety and wellbeing of our
people at workplace, respond responsibly to incidents and
undertake appropriate provision to mitigate risks.
All units are OHSAS 18001certified and migrating towards ISO
45001 with Hazard Identification and Risk Analysis (HIRA) in
place for all activities. For every significant risk, appropriate
control measures are implemented as per the hierarchy of
elimination, substitution, engineering, administration and
Personal Protective Equipment (PPE).
- Never compromise my own safety or the safety
of my co-workers to get the job done
- Never take shortcuts or bypass the safety
features to perform the task quicker or easier
- Perform my job with understanding that working
safely is a condition of my employment
- Never walk past the work being done in unsafe
manner; stop the job if it is not safe
- Actively look for hazards, promptly report them,
and take appropriate action to warn others
- Always follow the Life Saving Rules
- Always do my job with 100% compliance of
- Be a good safety role model for my friends and
family. Even when off the job, I will voluntarily
participate in the safety promotional activities
and will demonstrate safe behaviour at all times
Hazard analysis and risk
We, at HZL, follow the ‘5*5' Risk Matrix for risk assessment,
wherein risks are identified, categorised as per impact and
probability and mitigation plan are prepared. There is a
formal process for hazard identification, risk assessment
and control to effectively manage workplace and safety
hazards across the units. Training on identification and
assessment of risk is imparted to employees. Apart from this,
we have techniques called Hazard and Operability (HAZOP)
and Process Hazard Analysis (PHA) to identify process risks
and prepare appropriate mitigation plans through audits.
We have developed Standard Operating Procedure (SOPs)
for the 26 high risks we have identified and are implementing
phase-wise. Also, 14 Standards are being developed for
fatality prevention elements.
Lost time injury frequency rate
Million manhours of safety training
Periodic medical examinations of all
employees as applicable
Upgrading safety standards
Our operations require the mass transportation of coal to coal bunkers and we devote attention to making sure
that the process is carried out without interruptions and distress. We recognise the need to elevate uniform safety
procedures pertaining to the handling and operating of coal bunker trolley. Ideally, the trolley should run in auto
mode so as to employ least number of operators in the process, thereby engaging their productivity into more fruitful
occupations while keeping them safe from hazards.
What were the challenges
Our principal problem arose out of the fact that the bunker trolleys were dependent on human intervention, giving rise to potential
hazards in and around the plant. Further, the operators working with these machines were not safe, since they were exposed to the
How we intervened
We have varying layers of hierarchy that assess the efficacy of
our control measures. These layers are also useful in gauging
the modes that lead to failure in operation, causing hazards.
We identified the possible hazards present within the course of
bunker trolley automation, by means of a systematic process.
Devising and implementing the use of an auto operation facility
was viewed as the best way forward. In doing so, we installed
four new proximity switches. We crafted a forward and reverse
operation logic, in addition to incorporating Programmable
Logic Controller (PLC) based protection and interlocks as
well as a camera for remote monitoring. We retrained relevant
personnel to ensure sustenance of the measures.
What we achieved
One of the major risks associated with self-handling is the
possibility of operators being trapped by moving machinery.
However, following the implementation of control measures,
likelihood of occurrence decreased to 20%. Risk likelihood came
down from 25 to 5.
The safety innovation cell
Over the last decade, with HZL expanding its capacity from 0.5 Million to more
than 1.0 Mt in FY 2019, safety at the organisation has been impacted due to
involvement of a larger workforce, at our mines, smelters and projects.
To boost safety innovation, HZL decided to
explore best possible technologies as well as
innovations that can boost safety and mitigate
risks. A team of ten members was constituted
from smelters and mines to identify the top
10 risks faced by HZL. As part of this exercise,
the team collected last 10 years Fatality, High
Potential Incident (HIPO), Lost Time Injury
(LTI), Medical Treatment Injury (MTI) data and
analysed their root causes possibility of any
engineering control in that particular risk.
Focus on top 5 critical hazards
Fall of ground
Vision of the Safety
Be a benchmark in
safe work practices
by eliminating risk
through technology and
- Identifying innovative engineering
solutions for high-risk activities
- Eliminate/minimise manual
activities in material handling
- Improve awareness on safety
culture through Innovative ways
- Digitalisation of safety system
Innovation cell’s approach
- Understand high hazard activities in detail
- Review effectiveness of earlier action plan against each incident
- If risk is not mitigated, look for innovative solutions to
eliminate/mitigate risk through:
- Engineering control
- Benchmark solutions/visits to other mines/smelters
- Engaging engineering consultants
- Finalise the solution for implementation at one place and measure
- Horizontal deployment across all mines/smelters
Major innovative technological
developments from safety innovation cell
- Collision avoidance system – Proximity
Sensor/Radio Frequency Identification
- Innovative parking design
with no reversing/drive-in parking
- T Stick/Flasher light for underground
- Smart cone positive barricade system
Rock-falls prevention technologies
Rock and roof falls is one of the most common
and the leading cause of underground mining
accidents. The Safety Innovation Cell has
explored D-Fog, an early warning system for
fall of ground and introduced mobile scanning
device at Rampura Agucha Mine to know the
convergence of the area with ease of working.
To minimise manual interaction in rock bolting
& wire meshing, we explored a new technology called Mesha & jumbo guard in boomers/jumbos to
interlock hydraulic action during manual intervention.
Computerised permit-to-work system
SI cell with the help of ENSTRAPP, has developed a
permit-to-work authentication system called IntelliPERMIT
that integrates all aspects of permits-to-work, access
control and risk assessment, tracks the authorisation
levels of each employee at work, and ties permits into
access control with biometric fingerprint identification.
IntelliPERMIT has been installed and in use at Chanderiya
Lead Zinc Smelter (CLZS) and is being expanded for
horizontal deployment across all sites.
Seeing Machine, an Australian company, has developed
fatigue monitoring systems called Driver Safety System
(DSS) using patented eye and head tracking technology.
The DSS comprises a dash-mounted camera constantly
detecting the fatigue and distraction in the driver’s eyes.
This system was already installed at Rampura Agucha
Mines open pit trucks earlier. A new technology has been
developed by Daversman called seat vibration integrated
with dash board camera. The cell is exploring integration of
this technology with our systems at underground mines.
Mine rescue: Custom build refuge chambers
To facilitate easy rescue for more than 200 to 300 persons
inside underground mine, the Safety Innovation Cell has
asked Strata PDS (USA) to develop custom-built refuge
chambers for Sindesar Khurd Mines and Rampura Agucha
Mine in the first phase. It will be horizontally deployed in the
next phase in other mining units.
Crane smart safety
Material handling through EOT and mobile cranes in
mines and smelter is always challenging and is a high
potential hazard. Safety innovation cell has explored eight
engineering controls for EOT cranes to be implemented,
especially at smelters:
- Balanced lifting
- Access control
- Line of fire safety
- Accidental remote operation
- Auto hook latching
- Lift control & smooth hoist
- Specific weight lifting control and
- Crane hook latch live monitoring
at Rampura Agucha Mine
The number of vehicles and pedestrians are very high at mining premises. Seven fatalities have
been reported in the last 10 years at HZL and the recent fatality reported at Mochia revealed
that blind spot areas of mine truck operators lead to fatality.
The HSE department conducted an audit and a routine inspection at roads and parking areas
which revealed a major hazard 'struck by vehicle' and 'run-over' due to non-segregation
of pedestrians and vehicles and blind zones, creating 'line of fire', especially while
Few initiatives taken up by team to avoid MMI:
- Pedestrian walkway extension
- LED light stick on LMV's
- Speed breaker to control speed of vehicles
- 'One -way' traffic
- Improved road traffic signages and road marking
- Prohibition on usage of mobile in unauthorised areas
- Defensive driving technique and blind spot training
- Line of fire exhibition with live models
- Better handling of blind zones
- Following recommendations from this programme, we
implemented solutions like installation of additional
cameras. As a result, rear and side views improved
- Defensive driving technique training imparted to operators
and HZL, drivers and contract workers changed their
Strengthening safety performance
Towards safety excellence
We are pursuing a vision to become the best and the most sustainable corporate. To that end, we conducted a
Safety Perception Survey and Safety Management Evaluation of HZL's operations during February 2013. Soon after,
we announced the commencement of a long-term safety excellence journey for 48 months, in collaboration with
DuPont. We christened the journey ‘Aarohan’ with the meaning - ‘stepping up towards safety excellence’ in mind.
With our high benchmark for effecting positive
change in mind, it was necessary for us to transform
the culture of our organisation from reactive
to independent. At the same time, achieving
excellence in safety standards was paramount. The
journey involved a structured programme, which
was catalysed by four key levers:
- Engaging the senior leadership
- Inculcating a strong safety consciousness across
- Building skills and competencies for consistent
implementation along prioritised work
streams (such as safety interactions, incident
management, contractor safety management,
process safety management and others)
- Enhancing existing safety management systems
and enriching its associated ideals
Aarohan allowed us to see positive results achieved mainly on account of
our dedication, commitment and hard work towards becoming the safest
organisation and offering a supportive workplace. This programme enabled
employees to develop a personal sense of ownership and accountability,
through continuous dialogue related to safety issues.
One of our primary focus areas was to energise the senior management
into participating in the programme and thus leveraging a higher degree
of involvement to direct the team towards fulfilling the objective of ‘care’
and ‘zero harm’. The journey of Aarohan has succeeded in demonstrating
‘Visible Felt Leadership’ with the Line Management proactively taking
accountability and responsibility for safety and fostering a belief that all
incidents are preventable.
Since the implementation of this programme, we have realised better
reporting of leading indicators; an improvement in the quality of incident
investigation; increased active employee participation in safety-related
activities; and an improvement in the standardisation of systems as well as
the overall development of skills.
- Leadership-driven safety townhall, IBU-level safety
council, zone HSE coach programme, mining and smelting
safety workshops, second party safety audit and leadership
tour of shop floor to showcase felt leadership
- In light of the tailings facility failures in recent years
around the globe, we have proactively conducted stability
tests across our three tailing dams with the help of global
experts in addition to comprehensive internal audits by
cross-functional teams and recommendations from these
are being addressed on a priority basis
- Introduced Observance Day to sensitise all employees on
past incidents, implementation of its learnings and to avoid
reoccurrence of same incident in future
- 11 mandatory online safety tests were conducted to bring
awareness on various safety standards
- Videos on machine guarding and excavation standards
were released under training application. Safety videos will
be made for all standards in the coming years.
- We have introduced the safety stand down platform to
extend the learnings of an incident at any site to other units.
- We have rolled out monthly themes for our high-risk
activities and conducted various programmes (training
and awareness sessions, competitions, etc.) around these
themes to spread awareness across our operations.
- Automatic operation of coal bunker trolley was done
by installing proximity switches, forward and reverse
operation logic for trollies, protection of interlock by PLC,
installation of camera for remote monitoring. As a result,
likelihood of accident occurrence decreased by 20%
Electrically powered equipment can pose a significant hazard to workers, causing burns, shocks and electrocution.
Different sources and records revealed that most of the incidents that happened within electrical systems were at the
time of inserting or removing (rack in or rack out) circuit breakers from the circuit.
These incidents occurred while connecting or disconnecting the moving part from the charged part, known as
busbars. Generally, the rack in and out practice is performed by engineers, after the circuit breaker is opened.
This is done by rotating a handle, which is fixed on the breaker, anti-clockwise. Physical racking in and racking out
circuit breakers poses a potential risk of lethal arc flash exposure. The chances of flashing are more pronounced at
the time of disconnection, resulting in electrocution of the person performing the task.
We discussed the reduction of human interventions with OEMs. We identified motorised rack in and rack out
breakers, wherein operations are conducted remotely from an electrical control room. We implemented this feature
in a medium-voltage switchboard and were able to lower the risk of ‘line of fire’ accidents. Additionally, arch flash
protection relays protect equipment from getting damaged in case of internal faults.
Enhancing fire safety measures
In order to protect turbines from fire hazards similar to the one that occurred
in the Chanderiya Lead Zinc Smelter (CLZS) Captive Power Plant (CPP) and
the Zawar CPP, we initiated the process of turbine enclosure modification.
The primary reason for the fire was detected to be the oil leakage from the control valve servo meter seals, which lead to
the spillage of oil on to the hot turbine surface. Suitable actions has been taken for oil seal design however to avoid any
possibility of fire hazard , enclosure has been designed suitably keeping all hydraulic circuit outside the enclosure.
We designed the newly modified turbine enclosure in
such a way that all hydraulic governing circuit equipment
including government console, accumulators with piping,
servo assembly and so on are configured outside of the
enclosure. This was thought of in order to eliminate the
problem of seepage of oil, through seals and joints,
on to hot surfaces of the turbine equipment when
The maximum loss incurred in production at the CLZS CPP, from the
leakage and subsequent fire, was I 806.4 Lakh. We estimate that the
reconfigured turbine enclosure will generate just as much monetary
savings for us, since it prevents the possibility of a fire breaking out.
Quick action averting possible
At Chanderiya, our safety team detected chlorine gas leakage in Chhoti Sadri of Pratapgarh district, which threatened the
wellbeing of people in and around the location. We had to urgently address the issue in order to ensure that things did not
get out of hand and result in serious mishaps. Besides exposing the neighbouring communities to the dangers of a gas
leak, we had to tackle the general lack of awareness among our workforce regarding the probability of such an incident.
How we intervened
Our fire team responded swiftly to the problem and arrested the chlorine gas leak. The leakage occurred in the middle of the night and our
rescue team woke the people residing within 200 metres of the plant and promptly evacuated them from the area.
What we achieved
Our swift intervention ensured the successful stoppage of the chlorine gas leak at Chhoti Sadri within ten minutes of reaching the spot.
We were able to save the lives of ~2,000 people in the area, bringing them into the open and away from the affected area.
Training and awareness
Health and safety risks are communicated through regular training and
awareness sessions provided to the employees and contract workers to
improve their behaviour and attitude towards safe working practices.
All newly hired employees and contract employees undergo necessary
health and safety trainings before assigning of tasks.
Refresher training was also conducted throughout the year.
Communication cells have been established at the units to communicate
about safety to shop floor employees. Safety alerts are also released
which are displayed on notice boards to make employees aware of the
incidents that take place in any units and learnings are shared.
Safety trainings of 0.81 Million
man-hours were conducted to
strengthen adherence to safety
standards and procedures.
In particular, onboarding and
skill enhancement of contractor
workforce has become a critical
Enhancing competency of mining mates
As we transition to high level of mechanisation at Zawar
mines, it is imperative for us to enhance competency of
frontline supervisors to deliver growth in a safe manner.
Therefore, we have implemented a comprehensive Mining
Mate Training programme – a custom built, contextualised
3-stage programme, which includes assessment, training
and audit of mining mates at Zawar Mines in partnership
with a leading mining training specialist from Australia.
The course covers a range of key elements related to
statutory requirements and safety in mining operations.
A skill gap assessment of 300 mining mates was conducted
to understand the current knowledge of skills, roles &
responsibilities and a custom-built training programme
was developed with strong emphasis on their roles
Stage 1:Data from the assessment was analysed for
insights on each mining mate, ranking them based on their
performance during assessment.
Stage 2: A 15-day training programme was conducted
for 21 selected mining mates to develop them as
master mining mates.
Stage 3: These master trainers are imparting training to all
mining mates at Zawar mines.
The training modules are designed with a blend of classroom
and practical activities on the surface and underground
to improve operational and risk management skills and
empower mining mates to make informed decisions
regarding safety and production parameters.
Contractor safety management
HZL’s IT-enabled six-step contractor safety management programme
emphasises on safe execution of the contractual work by business partners.
We aim to bring all the IT-enabled platforms – SAP, Contractor Workforce
Management System (CWMS), field observation and critical incident history of
contractors under a common platform.
It involves providing them with safety training,
daily tool box talks, a work permit system, and
an independent assessment of their tools and
tackles, along with regular audits.
A dedicated Contractor Safety Management
Subcommittee is responsible for continually
improving Contractor Safety Management
(CSM) systems at all units and standardising
contractor management cycle for contractor
awareness and involvement.
Contractor Field Safety Audits (CFSA)
are conducted by trained executives for
Improvement Projects and Shutdown Activities
by observing them and giving feedback for
||Roles and responsibilities
- Model contract
- Safety conditions of contract
- Pre-award meeting
- Understanding of SHE requirements certificate
Training & orientation
- E-modules training
- Safety induction
- Job specification training
Managing the work
- Score cards
- Other audits
- Injuries/Medical Treatment Injury (MTI)/Lost Time
- Score card improvement
Key steps ensuring contractor safety
A minimum level of safety awareness and
implementation is built-in as a pre-qualification
criteria. This ensures that the contractor
comes onboard aware of the safety standards
expected and we are able to pick the best
fit contractor, thus ensuring safety for all.
The contract preparation and award process
involves pre-award meetings, elaboration of
safety conditions of contract, understanding
of SHE and all certification requirements
Hand-holding and capability building
Safety induction and job specific training is a
mandatory part of the induction process and
is continuously upgraded. Recently introduced
features include historical training record
based on bio-metric identification, enabling
HZL to track the training hours invested on a
particular contractor employee throughout
their engagement with us. We also maintain
CFSA, score cards and safety passports for all
our contractual workers.
Auditing and performance monitoring
In addition to the monthly meetings, FY 2019
onwards, the CSM has introduced quarterly audits as well. We also closely monitor
injuries/Medical Treatment Injury (MTI)/Lost
Time Injury (LTI) and score card improvement.
This enables us to be aware of any safety
gaps, take immediate precautionary steps to
resolve the issue, enhance safety measures
and provide specific training, if needed.
Occupational health management
Occupational health and wellbeing is as much important as safety. We maintain
the highest standards of work environment to minimise the exposure of our
workers to health risks.
Facilitating better health
We believe that functionality has much to do with proper maintenance
of our fronts and in this regard, it was necessary to upgrade our hospital
infrastructure at the Rampura Agucha Mine. It was also essential to
address the issue of hospital and medical records being maintained on
paper, which left room for making errors and misplacing documents. Thus,
we recognised the need for a complete renovation, internal and external,
of the hospital premises.
What were the challenges
At the outset, we identified multiple problems that afflicted the daily operations of the hospital. From improper functioning of the
Panacea software, inadequate equipment and diagnostic services to insufficient inventory of quality medicines and supplements,
unavailability of specialists and consultants and regulatory incompliance – we looked into a wide range of concerns. The state of
outpatient care left much to be desired. Further, ambulance services were not aligned to the HZL vehicle policy and standards.
How we intervened
Our involvement encompassed initiatives at multiple levels to renovate the premises, reconfigure advanced procedures and
equipment, and upgrade existing hospital amenities. We put in place systems that could allow the transactions to become paperless
so that proper records could be maintained. Suitable apparatus and personnel strength to handle the high volume of outside referrals
to our private hospital was arranged for. Furthermore, vehicles were refurbished, they were better equipped to deal with emergencies.
We implemented complete legal and statutory compliance with regard to biomedical Waste, radiation safety and pharmacy.
What we achieved
Our efforts were able to deliver satisfaction among employees and dependents of the colony and contractors. We also accomplished a
reduction in cost of purchase of medicines and ensured greater reliability in terms of their quality. Proper administrative operations also
allowed the saving of expired medicines and surgical instruments. Digitisation of operations allowed staff members to be relieved of
store management. Specialist services have been made available and children are now under better care. Early rehabilitation by
physiotherapy was also achieved. The rate of new patient admissions has been lowered, owing to improved diagnostic facilities and reduced
incidence of ailments. Overall absenteeism among employees has also gone down.
Establishing health and wellbeing at
HZL believes that all occupational diseases can
be prevented. We aim to eliminate occupational
illness by providing a workplace free from
occupational health and hygiene risk and by
proactively contributing towards healthier
lifestyles of our people to increase productivity,
reduce absenteeism and enhance retention.
Occupational health centres
We have established occupational health
centres at all mines and smelters with medical
professionals for regular health examination
of employees and contract workforce.
The operations of these health centres are
managed using software to coordinate all
aspects of patient care, from pre-registration
and admission to patient care and discharge.
Health services include pre-employment
medical check-up followed by periodic
medical check-ups with on-site medical
professionals to monitor the occupational
exposure limits. Depending on the nature
of exposure and surrounding risk, there are
different levels of processes, controls and
In pursuit of a healthy work environment, we
emphasise on controlling source of pollution
and monitoring exposure to hazardous
substances through technologically advanced
processes that reduce possible exposure
levels. Additionally, various life style
management trainings are conducted.
During the year, over
24,158 employees and
and initial medical
related cases were