The introduction of a best practice supervisor leadership training programme across Xstrata Coal's South African operations in 2005 is helping to improve safety performance and raise the status of supervisors among the workforce.

In the past, Xstrata Coal South Africa did not have a formal performance and succession management system in place for the measurement, selection and succession planning of supervisors. Supervisors were the 'best employees' selected from our miners, artisans or plant operators. This practice resulted in a number of supervisors not having received formal training in supervision and people management, and less well developed skills in hazard identification, risk perception and behavioural change. Addressing the role of the supervisor was identified as a critical intervention.

Xstrata Coal South Africa Operations Director John Gardner said a revolutionary programme was needed to address the training and skills issue as well as re-empowering the supervisor role, which had suffered from lack of credibility.

"There were no structured training programmes available for supervisors in the industry – the South African Mining Qualifications Authority is still in the process of establishing a standard based qualification, and the 'off-the-shelf' courses were too academic and not applicable to the role of mining supervisors," he said.

"This meant we had to develop our own training programme; one that was practical, job related and competency based. Our 28-day course encompasses the principles of self learning, group dynamics and the Kolb and Fry learning cycle which includes conceptual, experimental, concrete and reflective learning.

"The understanding and practical application of knowledge and skills forms the core of the assessment process. Participants are led through a path of self discovery by the facilitators, while innovative and practical exercises, role plays, video/photo equipment and learning techniques are applied to master and embed new knowledge, skills and understanding. The programme is divided into eight modules which cover legal duties, technical knowledge, safety leadership, resource management, people management, safety training and coaching."

A baseline examination was held prior to training to establish existing levels of knowledge of the legal, HSEC and other requirements of their specific jobs. By the end of the training programme all participants achieved 100% in this examination, a significant increase from average scores of around 40% before training and testimony to the effectiveness of this comprehensive course. Back on the job, performance is audited monthly by compliance managers.

At the end of the course, the supervisors had obtained:

• greater knowledge and understanding of the fundamentals of safety, health and environment;
• improved knowledge and understanding of the learning material, principles and techniques;
• improved ability to apply and transfer their knowledge, skills and competencies to their teams;
• a change in attitude and commitment towards safety and safety management;
• a learning file for reference, ongoing training revision and inserting memory joggers (short process descriptions); and
• general and specific standards for their specific areas of responsibility.

Feedback from the training was that, despite initial reservations, supervisors found the planned task observations, emotional intelligence, and people and resources management modules particularly helpful.

The programme is already producing results. There have been measurable improvements in HSEC performance, production, industrial relations and good housekeeping at all sites since the trained supervisors have returned to work. These supervisors score between 85% and 100% on the monthly compliance audits compared to scores of around 50% for supervisors who have not yet participated.