Breakout Session SummaryMining Industry

November 1-2, 2007

Mining Team

Stephen ThompsonShiv Sinha

Allen ChristyRick Marlowe

Jim AngelDan Della-Giustina

Overall Mining Industry Trends and Organizational Consistency with Trends

Better performers (low incident rate) are not immune to fatalities and the rate is not necessarily an indicator of potential fatality prevention

High quality safety programs may not provide protection against fatalities

Internationally – contractors have higher fatality rate Domestically – employees have higher fatality rates 2006 Data presented by MSHA shows mixed results

between coal (employees higher) and metal/non metal (contractors higher) in domestic setting

Most Significant Organizational Weaknesses

Risk perception problems – perception that it can’t happen or it can’t happen to me – element of overconfidence

Lack of leadership skills among mining line organization (7 key element of leadership – vision, credibility, collaboration, communication, action oriented, feedback and recognition and accountability)

Lack of understanding of risks Lack of formal risk assessment process Business needs and competition push us to be too risk

tolerant Lack of understanding of human performance

concepts and/or needs

Most Significant Organizational Weaknesses

Overextended equipment life Non-standardized equipment Lack of cohesiveness – Lack of

organizational sharing of information Non-standardized crew work practices Lack of written standard procedures Risks associated with work

environment/condition changes are not recognized

Most Significant Contributing Causes

Lack of human resources to provide adequate training and to develop and maintain written procedures and a lack of trained H&S professionals

Lack of identification and control of the risk of fatality Lack of hazard recognition training Lack of well established safe work procedure for all tasks High turnover rate - frequent new employees Lack of established human performance principles No industry safety equipment standards Lack of use of current technology Lack of perceived need to change

Solutions & Best Practices for Fatality Prevention

Written pre-job planning document used for every job – must include a risk assessment (IPDE)

Empower employees to do whatever it takes to do a job safely and then hold them accountable

Develop formalized leadership safety training program (should include a selection and promotion process for leaders)

Safety audits driven (led by) by the leadership Incident investigation/root cause analysis programs and training Develop strong safety culture and climate principles Deployment of human performance principles (traps, triggers and

tools) Implement new employee screening processes – aptitude, physical

capabilities, drug and alcohol, etc. Implement wellness programs

Areas of Future Research

Determine the psychological relationship to risk-taking behavior (risk tolerance)

Explore technological improvements in mining equipment

Adult education/teaching technologies