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It is our company’s mission, based on its scientific and technical expertise in surface mining, to minimize the occurrence of accidents, and in effect, protect the safety and health of its workers.

Management model of Occupational Risks is a European Directive 89/391 /EEC -June 12, 1989 on the introduction of measures to encourage improvements in the safety and health of workers in the workplace (Framework Directive) and inturn, this directive is supplemented by the following:

DIRECTIVE 94/33 / EC -June 22, 1994, on the protection of young people in the workplace.

DIRECTIVE 92/85 / EEC -October 19, 1992, on the introduction of measures to encourage improvements in the safety and health of pregnant workers and workers who have recently given birth or are breastfeeding in the workplace (tenth individual Directive pursuant to paragraph 1 of Article 16 of Directive 89/391 / EEC).

DIRECTIVE 91/383 / EEC -25 June 1991 laying down measures to encourage improvements in the safety and health of workers in the workplace in both direct and indirect employment.
PEAL, in implementing these policies creates a model of management of occupational risk prevention, which seeks to respond to the concrete reality of the company, adapting to the legal framework for the prevention of occupational risks during work, with the specific conditions that
the activity requires. It’s assumed that the company works as a contractor with direct operating activity controlled by the holding company. And considering the mobility and rotation of staff and the duration in the workplace.
Our Centralised Organisation model makes certain that Headquarters has full knowledge and control of preventative measures in all activities in each workplace. In turn independent operations have the ability to act directly; so that every workplace has the necessary autonomy to
take the required action.

This model of organization, gives the company great adaptability and speed in our everyday
dealings with our clients.

The characterisation of this model can be defined as follows:

Flexible system: Fits the specific realities of each work centre. 

Standardized System: In contrast to this albeit working in conjunction and interdependent with the flexible-system. The performance model is similar in all the company’s workplaces. It facilitates mobility, but without losing the independent flexibility of the system above.
Participatory - Close System Integration: Try to include all of the parties involved in the operations, instrumental in making prevention a priority while working. Minimizing conflict.

Prevention - production - Economy. Based on Experience - Coherent: In relation to the previous point. Considering our staff and their agile performance: systems are fast and efficient and not choked up. We try to offer the ability to obtain maximum flexibility when drawing up documentation, procedures and so forth.

User-oriented - Simplicity: this system not only considers health and safety staff but it makes sure that the tools, documents and internal rules, for instance, have the operators and end users fully in mind.

Constant Evaluation - Continuous Improvement: Each element of the system is subject to ongoing scrutiny, ensuring it’s suitability for day-to-day operations. This includes paying attention to legislative changes and implementing changes or improvements to technology whenever possible.
Separate system - Logical - Technical: Apart from legal requirements the elements of the system are based on a logical and reasoned rationale, and its implementation is determined by technical parameters. Analysis and evaluation of solutions are taken from the maximum number of perspectives.

Integration: The preventive measures include all divisions of the organisation; it is crucial that they are not perceived as adversarial and participation is uniform. Thus the principles of integration and user orientation are nurtured.

This set of features, logically, must be supported by a legal framework, which is always adapted to the specific region and country.

The goal in employing this system is minimising any accidents or hazards. This inevitably leads to higher productivity; in terms of staff (fewer accidents => fewer days lost), improved performance of machinery, equipment and facilities (reduced number of breakdowns = > Fewer stops => Increased Production). In short, improving the competitiveness of the company.

In order to attain these results, PEAL’s Prevention System is structured around the following:
1. Management Guidelines (MG) / Management Manual (MM)
2. Annexes to MG / MM
3. Tool-Boxes (System Tools)
4. Safety Cards
5. Operation Safety Guides
6. Technical Reports