Belinda Martin – SSE, Sibelco Australia Pty Ltd
ABSTRACT
The fact is that most mines do not close when their mineral resources are exhausted but close prematurely due to a range of reasons including geotechnical, economic, regulatory and other pressures. Mining companies can develop and implement a mine closure plan that will highlight risks and set out a work breakdown structure to get from point A to point B, but keeping your employees focused on safety, motivated and retained brings many challenges. Strong leadership, a simple safety management system, ‘value add’ processes and ensuring employees have access to the right tools and equipment are extremely important but it is the workforce culture that drive safety and business outcomes. This paper will outline the challenges an impending 2019 mine closure brings and will explain the impacts on the workforce and the steps my team and I are taking to keep our workers safe up until the day we raise the ladder for the final time.
Kellen Timboe – Account Manager, Caterpillar Solutions, Caterpillar of Australia
Adam Austin – Health and Safety Manager, HSE Mining
ABSTRACT
Getting buy-in to big safety change at every level of the organisation, from the leadership team to the operator crews, is an essential component of any culture-change process. This presentation will offer hands-on insights into how HSE Mining applied culture change methodologies to engage their employees in the rollout of the latest fatigue risk management technology.
Further we will discuss how the solution helped HSE in achieving immediate and dramatic safety performance outcomes. Caterpillar Solutions will discuss how the latest safety technologies can bring you even closer to your Zero Harm goals when implemented with your employees at the core. You can’t predict how your individual employees will react to a new organizational wide safety technology initiative but, you can plan to help them through the process.
Andrew Russell – Managing Director, Actrua
ABSTRACT
Actrua
The Safety Leader of the future will be different to the Safety Leader of today. How different? We predict the role will be vastly different.
The term VUCA that was created by the US Military is used to describe a workplace that is Volatile, Uncertain, Complex and Ambiguous. This is the work environment that many Safety Leaders face today. But are they adequately prepared to deal with it? No!
Globalisation and digitisation are just two factors creating significant impacts on a changing workplace. We are already witnessing widespread mental health issues due to the changes we face, not only at work, but in the home and community also.
In this presentation we will discuss strategies to nurture and develop our Safety Leaders of the future. Not only for their own personal wellbeing, but for the health and safety of the organisations that they lead.
We will discuss the 70 – 20 – 10 principle of learning and development, share successful case studies and explore the contribution of formal learning, coaching, mentoring and perhaps most importantly, the influence of role models.
Cristian Sylvestre – Managing Director, HabitSafe
ABSTRACT
Most organisations think of personal safety in terms of hazards, knowledge or conscious decisions. Although these have merit, and may be part of an overall solution, they are not enough to prevent all incidents in mining. So, what is missing?
Neuroscience estimates that 95% of what we do is subconscious. That is, the majority of our actions are mostly done while on autopilot, and not just low risk ones. We are aware of what we are doing, but we are not making “active” conscious decisions from step to step. This is not because of psychology; it is because of the brain chemistry in humans that resulted from evolution.
Although being in autopilot serves us well most of the time, it can also result in unintentional incidents. The solution is not to do away with autopilot (as if we could), but to use behaviour-change science to help people be safer.
Drawing on the latest research, this presentation explores the role played by inattention and distraction while being on autopilot. If people can understand (without blame or fault) how unintentional incidents come about, and how these can be minimised, they engage more fully, comply more and make “safer” conscious decisions. This enables people to contribute with more purpose to a positive safety culture, thereby improving safety performance significantly.
Safety performance data collected from 7 Australian coal mine operations (open cut and underground) show an average of 60% reduction in TRIFR within 2 years.
Martin Watkinson – Executive Mining Engineer, Simtars
ABSTRACT
The 2018 Level 1 Mine Emergency exercise held at Grosvenor mine in July 2018 is the 21st Level 1 exercise held in Queensland. This paper and presentation will provide preliminary feedback to industry on the learnings and recommendations from review of the assessor inputs.
The scenario will be explained along with the elements of emergency response that were evaluated. Some video footage will also be utilised to emphasise the learning points. Reference will also be made to the current evaluation of Level 1exercise recommendations being undertaken by the Task Group 4 evaluation team as part of the process for preparing a recognised standard on emergency response.
Dr Snezana Bajic – Technical Services Manager, Simtars
ABSTRACT
There have been many mine disasters in the last century, globally. The common issues faced by mine rescue teams is re-entering the mine to rescue or recover. This paper will focus on actions and risks associated to decisions made during a past major mine disaster in south Serbia, in a small mining community in Aleksinac.
The mine was opened by Djordje Dimitrijevic and Johan Apel on 28th May 1883, for coal to supply Aleksinac Brewery. The first accident occurred in 1924, where 10 miners died. The second accident was in 1983, where 34 lives were lost. The entire north sector morning shift of 90 coal miners were lost at 11:59am on Friday 17th November 1989. The cause of this disaster can be attributed to a negligence and a fire which ignited coal dust in the “Morava” shaft panel number 445, 700m below the surface. The rescue teams risked their lives to recover the bodies of the victims to the surface in 25 days. They entered with minimal knowledge of the underground atmosphere and conditions.
The disaster influenced the decision to close the mine in 1990 despite the 27 million tonnes available coal reserves. On this pleasant and sunny day, 90 families lost their beloved and 132 kids were left without fathers. “We, miners, have a nice greeting “Srećno” (Good luck), and yet we have no luck” stated the late deputy Vukoje Marković, just few days before he lost his life in this terrible mine disaster.
Dr Gareth Kennedy – Director, Mine Safety Technology Research Centre, Simtars
ABSTRACT
Simtars commenced operation in 1986, with purpose-built analytical and research facilities commissioned at Redbank in 1988. The Queensland Government established Simtars following the tragedies of Box Flat Colliery and Kianga No 1 Colliery explosions, which occurred in the 1970’s. Over the last 30 years Simtars has made significant contributions to industry.
Simtars has recently launched its new five year research strategy to help improve safety and health outcomes for Queensland’s future mining industry. The research strategy focuses on four key areas including health, safety, emergency response and emergency preparedness.
Through consultation with industry, this sets a framework for a more consolidated approach to research. Key areas will initially focus around respirable dust, human-machine interactions, emergency preparedness, spontaneous combustion and explosion characterisation and survivability.
This paper will present a summary of Simtars’ research journey over the last 30 years, an overview of current research projects, and finally discuss the plans for the future.