Recent Trends in the Effective

Management of Safety in the Global

Mining Industry

Glenn Lyle, MSc, P. Eng.

Director, Health, Safety and Risk Management
Mining Innovation, Rehabilitation and Applied Research Corporation
(MIRARCO)
Laurentian University
Sudbury, Ontario, Canada
 Discussion Outline

1. Our Progress on Accident Reduction

2. Globalization of safety management best practice.
3. Safety professionalism.
 Substitution
• Tom Hethmon was scheduled to present today
• He was called away on an urgent work mater
and asked me to substitute for him
• I have used some of his slides in the
presentation.
• He wanted me to extend his regrets. He
wishes that you have a great conference
 MIRARCO – What we are

A unique, hybrid, not-for-profit entity comprised of teams of 38 scientists &

engineers, IT & business professionals, and students engaged in 5 core
research domains:

1. Mining Safety Research (MSR)

2. Geohazard Assessment and Risk Mitigation (GRC)

3. Ventilation and Production Optimization (VPO)

4. Energy, Renewables and Carbon Management (ERCM)

5. Climate Adaptation and Sustainable Communities CASC (OCCIAR)

1
 Trends

• LTI frequency over the last 20 years

 Trends

• LTI frequency over the last 20 years

• Fatality frequency over the last 20 years

 What do the Statistics Tell Us??

• Significant reduction in lost time injuries

• Less reduction in fatalities

 ICMM Global Safety Performance

Year Fatalities Fatality Frequency Rate*

2017 51 0.03
2016 63 0.03
2015 60 0.03
2014 55 0.02
2013 91 0.04
2012 90 0.03
 Why are Fatal Accidents Still Occurring?

• Work with large energy sources

• Tools used for other incidents have not been
as effective for fatalities

• Over reliance on Behavioural Based

Safety
 What can be done?

• Correct Worker Behaviour is and always will

be very important

• But
 What can be done?

• Correct Worker Behaviour is and always will

be very important

• But

• Need to add in a strong “Systems” approach

to Risk Management
Modified Heinrich Pyramid
 Global Best Practices
• Well defined Risk Assessment Process and
Standards
• Use of a 4 layer model for Risk Assessment
• Recognition that Safety Maturity is a Journey
• Understanding the role of Controls and
Control Monitoring
• Understanding the role of Critical Controls
 Globalization of Safety Management Best Practice.

• Mining companies around the world are converging on a

common strategy for safety and health management.
• Why this is important:
1. It improves the industry’s ability to assess what works
well and what does not.
2. It allows for company-specific variations in
implementation.
3. It improved collaboration and greater acceptance of best
practice and sharing of incident information.

Mining is becoming very Globalized

 Use of Risk Assessment
• Globally recognized as the necessary first step
• In 2017 Ontario (Canada) introduced
legislation requiring Mining Companies to
undertake Risk Assessments
• Companies progress on this has varied
• Many lessons to share from this exercise
 Quantifying the benefit
of risk management Major
Risk
• For 25 years the QLD Coal mines Mgmt
have applied risk mgmt. changes
• The fatality rate has gone from 1 in
5000 to 1 in 30,000.
• There have been no ‘disasters’ in
the last 20 years.

• With an average of 30,000

employees for the past 20 years.
That is a saving of 5 lives per year
for 20 years, or 100 lives.

• Source: Mark Parcell

 Risk Assessment Tools
• Break the common tools into 3 general groups
– At the face tools
– First Level tools
– Second Level tools
 Risk Assessment Tools

• At the face tools: worker and worker

supervisor
• 5 point Safety Cards, 5 Point System
• Take 5, SLAM, etc.
• JSA - Job Safety Analysis
• “If Then”
➢ Normally undertaken by worker and/or supervisor
➢ Move from Operational thinking to Tactical
thinking

18
 Risk Assessment Tools

• WRAC - Workplace Risk Assessment & Control

• FMEA - Failure Modes, Effects & Criticality
Analysis
• HAZOP - Hazard and Operability Assessment
➢First level of analysis
➢Team based assessment
➢Evaluation of risk for multiple unwanted events
➢Develop a Risk Ranking
➢Completion measured in hours

19
 Risk Assessment Tools

• Fault / Logic Tree Analysis

• Event Tree Analysis
• Bow Tie Analysis

➢Second level of analysis, team based

➢Detailed analysis of 1 major unwanted event
➢Assess for ALARA/ALARP
➢Completion measured in days

20
 Example SHE Risk Matrix
- to find the priorities
Event Risk Rating
Consequence 1 2 3 4 5
Likelihood Minor Low Medium High Major
5 Medium Significant Significant High High
Almost Certain (19) (10) (6) (3) (1)
4 Medium Medium Significant High High
Likely (20) (16) (9) (5) (2)
3 Low Medium Significant Significant High
Possible (23) (18) (13) (8) (4)
2 Low Low Medium Significant Significant
Unlikely (24) (21) (15) (12) (7)
1 Low Low Medium Medium Significant
Rare (25) (22) (17) (14) (11)

Not Tolerance
‘4 Layer’ Risk Assessment (RA)
and Risk Management
The Risk Management 4 Layer Model
RRs and Actions

Plans and Actions

‘Safe’ Work Methods

Personal Awareness
 MOSTLY
DESIGN &
ENGINEERING

MOSTLY
BEHAVIOURAL
 Basic Risk Management Maturity (Journey) Chart
No Care Blame Compliance Ownership
Way of Life
Culture Culture Culture Culture

Accept that incidents Prevent a similar Prevent incidents Tune the systems Way we do business
happen incident before they occur thru ownership

No Risk Reactive Risk Regular Risk Proactive Risk Integrated Risk

Assessment Assessment Assessment Assessment Assessment

Poor Limited Causal Open Causal Proactive

Investigation Investigation Investigation Investigation Investigation

No Auditing Ad hoc Auditing Regular Targeted External

Auditing Auditing Auditing
 The G-MIRM SHE Risk Management Journey
SYSTEMS
S1. Risk Management Adoption
PEOPLE S2. Strategic Planning
S3. Project & Process Design
P1. Personal Risk Attitude Management
P2. Caring & Recognition S4. Major Hazard / Priority Risk
P3. Management Identification and Management
Leadership S5. Change Management
and Commitment S6. Job and Task Planning
P4. Safety Accountability S7. Hazard Identification and Reporting
P5. Employee Involvement S8. Training and Competency
and Consultation S9. Communications
P6. Coaching and S10.Knowledge Management
Mentoring S11.Maintenance
S12.Procurement
S13.Contractor Management
S14 .Incident Investigation and Analysis
S15. Emergency Response
S16. Safety Performance Measurement
S17. Auditing and Monitoring
 GMIRM (Global Minerals Industry Risk
Management)
Aims
1. To initiate a change in operational risk
management through improving managers’
understanding and practice of risk management.
2. To challenge and affect the way managers as
individuals make decisions, behave, lead and live
with regard to risks.
 GMIRM (Global Minerals Industry Risk
Management)

• Available in 4 levels
– G4 for Executives, 1-2 days
– G3 for Managers, 4 days
– G2 for Supervisor, 2 days
– G1 for everyone, ½ to 1 day
 Natural Progression in Mining Safety

Regulations (only)
Internal standards & programs
Auditing & assurance
Mining Incidents

Risk management
First wave
Management systems
Behavior modification
Second wave
Leadership development

Third wave Culture enhancement

Time
 Maturity Journey in Mining Safety

Difference between Hazard and Risk

Mining Incidents

First wave
Role of Controls
Second wave

Third wave Management of Controls

Time
Jim Joy
ICMM Member Companies
 ICMM – Health and Safety
Critical Control Management
 Motivation
“The top factors for why fatalities, serious injuries, serious
diseases and high potential incidents occur are due to
people not properly identifying risks, controls not being in
place, or the controls not being effectively implemented or
maintained”.
(ICMM 2013 Requests for proposals – Health and safety risk managing in the mining and metals sector)
Critical Control Management
Target Outcome for each Step
 Firstly what is a control
Aids to help identify a control

Is it a human act,
object or system No

YES

Does it prevent or Not a

mitigate/recover an
unwanted event? No control

YES

Is performance specifiable,
observable, measurable
and auditable? No

YES
A control
Adapted from Source: M. Hassall, J. Joy, C. Doran and M. Punch, Selection and Optimisation of Risk
Controls. ACARP report no C23007, 2015. Available at www.acarp.com.au/reports.aspx.
 New Control Definition

• Act - Something you can see a person do,

monitor, measure. Training and procedures
are not controls.
• Object – a barrier an engineered device
• System – a combination of an object and an
act, also know as a Technical System
 Opportunities from New Definitions

• Act - Something you can see a person do,

monitor, measure. Training and procedures
are not controls.
• Review training and procedures to ensure that
the desired ACT is clearly identified.
 Critical Control Caution
• Success of a Critical Control Program will
depend upon the “Safety Maturity” of the
organization
• Understanding that all Controls are important
not just the critical controls
• Requires a detailed Risk Assessment (such as
Bow Tie)
• High level of effort and commitment required
 Critical Control Caution

• Critical Control Program

• Must be part of a Control Management

Program
 Work Process
Critical Control
Critical Control CCM
General Mgmt Planning
Limited Control Focus Focus
Characteristics
Control focus

Compliance but CCM is an accepted,

Seeing value and CCM is driven
Leadership Compliance support H&S important part of
appreciating the focus by line leaders
recommendations work processes
Mindsets
Work methods
“Get it Limited appreciation Engaged in the process & CCs are an
Individual and CCM
in the green” for the Control focus some CC understanding accepted focus
is the same
Mindsets
Proactive & Proactive &
Basic Historical or Systematic Historical Effective Historical
Finding the lessons learned lessons learned
Proactive or Proactive or Proactive
highest risk processes are combined processes
Methods for PUEs Methods for PUEs Methods for MUEs
to identify MUEs identify MUEs
unwanted events
Controls noted
BTA applied to Critical Controls CCs are identified Identified CCs include
Analysing controls to re-rank risk
discuss controls and identified using BTA with objectives and info for work process
& identifying but no significant
their effectiveness & effectiveness performance requirements integration
control discussion
the most critical
No discussion of CC performance Integrated CC info
Defining required No performance Control info defined,
required control requirements defined is in work process
requirements defined including accountability
control performance performance and the verification process requirements
Limited , if any, Some monitoring is All CCs are systematically Verifying
Embedding & Some informal or sporadic
embedding and defined & done for embedded, verified and the work process
monitoring of controls
managing controls monitoring of controls Critical Controls status is reported includes CCs
Sporadic actions Improved Action Deviations from CC Any deviations from the Acting on deviations
Improving related to controls, Management but not monitoring generate CCMP expectations are in work process
controls close out limited well linked to controls Actions investigated and actioned includes CC needs

PUE = Priority unwanted event BTA = Bowtie Analysis MUE = Material Unwanted event CC= Critical Control
 Safety & Health Professional Credentials.

S&H Discipline Certification & Registrations Country

Safety & Health Certified Safety Professional (CSP) U.S.
Generalist Canadian Registered Safety Professional (CRSP) Canada
Certified Generalist OHS Professional (COHSProf) Australia
Certified Chartered Generalist OHS Professional (ChOHSP) Australia
Diploma in Occupational Safety and Health (DOSH) U.K.
Occupational Certified Industrial Hygienist (CIH) U.S.
Hygiene1 Registered Occupational Hygienists (ROH) Canada
Certified Occupational Hygienist (COH) Australia
Certificate of Operational Competency in Occ. Hygiene (COCOH) U.K.
Diploma of Operational Competency in Occ. Hygiene (DOCOH) U.K.
Human Factors Certified Professional Ergonomist (CPE) U.S.
Health Physics Certified Health Physicist (CHP) U.S.
Mining Safety Certified Mine Safety Professional (CMSP) U.S.
 Certified Mine Safety Professional (CMSP).

Based on the Body Of Knowledge:

I. Fundamental Knowledge of Science & Engineering
II. Leadership, Organization & Culture
III. Safety, Health & Risk Management
IV. Management Systems, Regulations & Assurance
V. Professional Skills, Conduct & Ethics

Education Experience

S&H Degree = 3 years

Mining degree = 2 years 10 years; a minimum of five (5)
CMSP
Liberal arts degree = 1 year years in safety-specific role.
Associate Degree = 0.5 years
 Certified Mine Safety Professional (CMSP)

To become a CMSP, you must:

• Have ten (10) years of mining experience, five of which must
have been in mine safety and/or health.
• Be currently employed in a mine safety or health position.
• Pledge to abide by the CMSP Code of Conduct.
• Pass a 200 question examination.

To maintain your CMSP, you must:

• Professional development is required.

• 25 points per 5-year cycle.
• Submit renewal application and fee by requested date.
International Academy of Mine Safety & Health
Management of SME (IAMSH-SME)

To learn more about the CMSP:

www.SMECMSP.org
CMSP@smenet.org

SME: Society for Mining, Metallurgy and Exploration; Denver, Colorado, USA
Thank you for your attention

• Comments or Questions?