Health and Safety


Health and Safety is an overarching value for Bamburi Cement. We have numerous programs to support the health of our most valued stakeholders – people. Implementation of the Health and Safety (H&S) Improvement Plan continued in 2017 with good results as shown in table below:

No           Pillar                                 Action                                                                                 Status       




Road Safety


Improvement in Road Safety with focus on driver management, relationships with transporters and *IVMS upgrade for all transporters  not meeting specs








Health Program maturity assessment and follow-up actions






*HSMS Audits

Cross  plants HSMS audits by cross  functional teams from different sites with

inclusion of Area team





H&S Leadership



H&S Leadership Training for Supervisors







Each site to identify and implement an iconic action on housekeeping each quarter





Fatality Prevention


Implement actions from structural integrity survey carried out in 2016 for

Mombasa Plant



*IVMS - In Vehicle Management System

*HSMS - Health and Safety Management System


Description                                                  FY 2017                            Budget FY 2017                Actual FY 2016   










4 (1 road incident)*







Medical Injuries




First Aid Injuries




Road Overall Compliance




Safety Observation Reports




Risk Assessment Audits




VFL Reports




LTI (Lost Time Injury) - Number of injuries sustained by an employee that will ultimately lead to the loss of productive work time in the form of worker delays or absenteeism.

TIFR (Lost Time Injury Rate) - Number of injuries relative to the total number of hours worked multplied by 1,000,000.

LTIFR (Lost Time Injury Frequency Rate) - The number of lost time injuries within a given accounting period, relative to the total number of hours worked in that period multplied by 1,000,000.

Fatalities - a death caused by a workplace or work-related accident

VFL – Visibly Felt Leadership

*Refer to fatalities information provided in Group MD’s statement on Page 8

Safety of our employees, contractors and third-party suppliers

The leading indicators i.e. actions put in place to prevent accidents proactively, tracked well against budget and against quarter four 2016 performance. These leading indicators are safety observations, Visible Felt Leadership (VFL) reports carried out by the Executive Committee and Managers, risk assessment audits to help improve the quality of our risk assessments and closure of high risk actions.

Implementation of the Health and Safety Improvement Plan (HSIP) in 2017 went according to plan with 100% closure of planned actions in all sites. This success was attributed to leadership commitment by Group Managing Director, the Executive Committee and Site leadership teams. The improvement plan progress was tracked at high level in the monthly Industrial and Executive leadership meetings.


Housekeeping is a key element in our safety actions and in our improvement plan. Good housekeeping is a vital factor in preventing accidents. The great majority of all work accidents are caused during handling of goods or materials and by people falling, being hit by falling objects or striking against objects in the workplace.  All these causes can be reduced by good housekeeping practices.

Furthermore, we believe that efficient production  and a good working environment are complementary. The elimination of inefficiencies and accident hazards caused by unfavourable conditions in and about the workplace is essential in getting work done properly and safely. In 2017, all sites at both corporate and Plant level came up with iconic actions on which to focus so as to solve identified housekeeping issues in a sustainable manner. All sites were able to close out the agreed actions by the end of the year.

Reward and Sanction Policy

In Kenya, we rolled out a transporters reward and sanction policy that was developed by ourselves and representatives of our transporters. The policy was launched in the last quarter of the year. For rewards, a total of 40 employees and contractors were rewarded on positive H&S behaviour such as stopping unsafe work, being H&S champions, reporting safety observations, innovative ideas in H&S and most importantly refusal to do unsafe work.   In addition, there were 180 sanctions carried out with most of the violations being employees and/or contractors departing from the H&S rules. The three rules mostly violated were:

  • Rule No. 1 -  Control and assess all risks before carrying out any task,
  • Rule No. 3 – Use of Personal Protective Equipment (PPE)
  • Rule No. 4 - Use of alcohol and drugs.

Plant audits

A total of 4 Health and Safety Management Systems

(HSMS) audits were conducted in 2017 as follows:

Period                      Site


Quarter 1


Bamburi Special Products (BSP)


Quarter 2


Mombasa Plant


Quarter 3


Lafarge Eco Systems (LES)


Quarter 4


Nairobi Grinding Plant (NGP)



 Closure of remedial actions generated by these audits is ongoing with a target given for all sites to close all level 1 findings within 3 months  from the date  of the audit. We closed  the year at a closure rate of 98% of level 1 finding across all sites. The audit teams were cross-functional from different departments and sites i.e. BSP, Mombasa Plant, NGP, LES and Head Office. All the audits were led by Executive Committee members.


Leadership training

In the year, we also rolled our H&S Leadership training for Supervisors in all sites in a module known as Operational Safety training. LIFE program was also launched in Nairobi Grinding Plant targeting the supervisors.


Road safety

We recognize that road safety is an issue of utmost national concern, and this is reflected in our investments over the last fifteen years in our standards, practices and procedures. To enhance this commitment, we launched a new vehicle management system  from the fleet tracking system, which resulted in transporters undertaking an In-Vehicle Monitoring System (iVMS) upgrade. The iVMS includes speed and iVMS digital mapping, driving hours monitoring, ability to perform geo-fencing and web based data transfer via cellular or satellite networks. By close of the year, implementation was at 22% of transporters against a target of 15%.

A challenge  participant being rewarded with a first aid boxby the Plant Manager ‘Train the trainer’ defensive driving training was also initiated with our transporter partners with a pass rate of 90% achieved. A total of 51% of drivers in the country have already been trained against the new curriculum against a target of 50%.

In Uganda, all our transporters installed iVMS leading to closure at 100%. In addition, 85% of the trucks have camcorders installed which is a step change in our ability to monitor driver behaviour and reference during investigations.

We expect  that in the first quarter  of 2018,  we will have concluded the ‘Train the trainers’ program by AEGIDE and later certify 100% of drivers by year end. This will not only empower drivers but also go a long way in improving road safety performance.

To complement the Government’s efforts, we have continued to share our experiences and knowledge in safety with Kenyans, especially communities next to our sites and along the corridors where our raw materials and finished products are transported. Bamburi Cement has for the last ten years conducted annual road safety awareness campaigns in December to sensitize road users of road safety issues ahead of the festive season, a period traditionally associated with high incidences of accidents on Kenyan roads. The theme for 2017 was ‘Makinika Barabarani, Okoa Maisha’ that simply translates to ‘Drive Safely, Save Lives’. In the campaign, more than 1,200 drivers and 1,000  boda-boda operators benefited  from defensive driving / riding training and as well as improved awareness on road safety.