Anton Guinea, Director, The Guinea Group of Companies Pty Ltd
Anton Guinea, Director, The Guinea Group of Companies Pty Ltd
Dieter Haage
Anglo American
Mathew Haddrick
Site Safety and Health Representative
Brent McKay
BMA Saraji Mine
The mining industry has historically managed fatigue in an ad hoc fashion. A majority of leaders simply told their employees to “toughen up and deal with it” this is all part of the job. The slightly better leaders would encourage their employees to focus on sleep and preparing for work when they were away from the job. Most employees accepted that they were paid well and “being tired is simply part of the job and why they get the big bucks”.
This presentation will focus on the journey Saraji mine travelled to develop our current fatigue culture, procedures and education materials. Currently the site has a solid process, a good education program, and strong tools for managing fatigue. The current culture has improved but it is a long journey and many employees still haven’t embraced the fatigue policy fully.
The journey was initiated by the site SSHR, through bipartisan support of Management, incorporating key work force participation. Site was able to learn and understand that our miners were struggling throughout the shift and were exposing themselves and other road user to an increased risk of a fatigue related accident. This presentation will share some details on the journey Saraji has embarked on to achieve a common objective of reducing fatigue related events.
Keith Haley – General Manager, Saraji Mine, BHP Billiton Mitsubishi Alliance
ABSTRACT
Are some people born to take more risk and others born to play it safe? Does a race car driver have a different genetic makeup from a librarian? Do miners in general have a different brain and risk tolerance from the population as a whole?
Induction into the mining industry requires companies teach workers about Risk. In fact, the entire act is devoted to understanding and managing risk, “Shall not expose coal mine workers to an unacceptable level of risk.” Typically, teaching risk assessment during induction is a very academic exercise. Risk assessment training is presented from the textbook perspective and explains probability and consequence of an event. The general population does not understand the academic side of risk assessment and they do not use “safety terms” to talk about risk. Companies use induction training to start teaching the safety hierarchy of controls to mitigate risk. These are great concepts, but for most workers they are new words and terms. This education is important; it gives the industry a common language and allows us all to communicate and understand risk better.
This presentation is the precursor to the intellectual process described above. This presentation helps others understand what needs to be unlearned. When teaching co-workers about risk, understanding what they already know is critical. Induction training should consider helping people unlearn what they think is innate. This presentation will demonstrate one perspective on where risk acceptance develops, how deeply entrenched risk tolerance is in each of us, and where and why risk-taking habits form.
Chris Hall
Superintendent Geotechnical, Cannington Mine, South32
Cannington mine is a silver lead zinc operation located in north west Queensland. The operation has been in production since 1997. Ore is primarily moved through an underground material handling system comprising of a crusher, conveyor and hoist. The underground crusher and conveyor system were sited in lower grade ore when the mine was first commissioned and a mine design exclusion zone was established around them. As the mine matured, stopping fronts advanced towards the crusher, resulting in an increase in damage of rock mass and ground support within infrastructure areas in the lower parts of the mine.
In response to preliminary observations of crusher chamber deformation, additional ground support was designed and installed. As the rate of damage began to exceed the rate of rehabilitation, monitoring of rock mass became the predominant control to ensure that exposure to personnel working in the crusher chamber was appropriately safe. The intensity of the monitoring regime continued to increase as the rockmass deformed to the point that new laser scanning technology was implemented to provide short interval monitoring. Ultimately, the monitoring system enabled a safe and controlled closure of the chamber.
James Hall
Partner, Ashurst
Brett Elgar
Counsel, Ashurst
In November 2018, the Coal Mining Safety and Health Act 1999 was amended to introduce a number of significant reforms.
A number of the changes were aimed at improving the focus on contractor management and safety. We discuss these important changes and their practical implications for the industry.
Bo Hanson,Director,
Nathan Sharpe, Director,
Laura Geitz and Grant Polwarth, Director, Talisman People Pty Ltd
Prof Alex Haslam, Professor of Social and Organisational Psychology, University of Queensland