Mining Safety: Changing Culture, Improving Performance Pierre - - PowerPoint PPT Presentation

December 4, 2014 Istanbul, Turkey

Mining Safety: Changing Culture, Improving Performance

Pierre Gratton President & CEO The Mining Association of Canada

About MAC

The national voice

• f the mining

industry in Canada:

• Advocacy - to advance

the business of mining

• TSM Initiative –

stewardship and social license

• 38 members in iron ore,

gold, diamonds, oil sands, met-coal, base metals, uranium

• 49 associate members

in engineering, environment, finance

• Members engaged in

exploration, mining, smelting, semi- fabrication, supply

2

Canadian Mining – Our Best Export

• Leader in environmental excellence and responsible mine

management

• Pioneer of best practices in tailings management, acid

mine drainage and other environmental challenges

• Leadership in mine closure and reclamation
• Leader in corporate responsibility
• Development and implementation of Towards Sustainable

Mining

• Expertise in mining regulation and good governance
• Safety First
• More likely to be injured working for the public service than

for the mining industry

3

• 2. The Road to

Safety in Canada

4

Mining Safety in Canada

• Mine safety regulated by provincial (not federal) governments
• Mining is inherently dangerous but can be very safe when the right

steps are taken

• Journey to safety has been a long one, but today mine safety is a

core value

• Safety = Good business = Mining culture
• Today, mining is one of the safest heavy industries in Canada
• In some provinces, it is the safest.
• Key features:
• Tripartite oversight (government, industry, labour)
• Effective regulations
• Common Core or equivalent
• Mine Rescue Competitions
• John T. Ryan Award
• Towards Sustainable Mining (TSM)

5

0,0 2,0 4,0 6,0 8,0 10,0 12,0 14,0

1970 1975 1980 1985 1990 1995 2000 2005 2010

Lost time Injuries/200,000 Emp. Hrs. Year

Ontario Mining: Lost Time Injuries, 1970 to current

Source: WSN Mining Injury Statistics, 1970 - 2012.

1979- Mandatory Training established: Common Core/Specialized Skills for Underground Hard Rock Mining 1987- Common Core for First Line Production Supervisors Underground Hard Rock, and Common Core/ Specialty Modules for Underground Soft Rock 1992--Common Core/ Specialty Modules for Mill Process Operations 1996- Common Core for Underground Diamond Drillers Skills, Helper and Runner Levels and Common Core for Surface Diamond Driller Skills for Helper and Runner Levels 1974 – Dr James Ham appointed Commissioner to investigate matters related to the health and safety of workers in mines 1980- Burkett Commission examined the adequacy of existing arrangements and practices that may affect the safety in mines and mining plants 2005 - Common Core for Basic Smelter Operations, Non- production workers in Smelters 2003 -Mandatory Training - Common Core for Basic Underground Hard Rock Mine Service Types 2002 -Mandatory Training - Common Core/Speciality Modules Surface Miner 2007- Common Core for Generic First Line Supervisor - Surface Mining, Surface and Underground Diamond Drilling Operations and Underground and Surface

2012

2011- Bill 160 passed, bringing in sweeping changes to OHS Act. Occupational health and safety mandate moved from WSIB to MOL. CPO and Prevention Council given broad powers concerning workplace safety. 1985 – Stevenson Commission

• n improving ground stability

and mine rescue

TOWARDS SUSTAINABLE MINING (TSM)

• Mandatory participation for MAC members in

Canada

• Improves environmental and social performance in

critical areas beyond regulations:

• Environmental Footprint (tailings, biodiversity,

mine closure)

• Energy Efficiency (energy use, GHG emissions)
• Community and People (engagement, safety &

health, crisis management) Program Strengths:

• Performance measured at facility-level
• Monitored by external Community of Interest (COI)

Advisory Panel

• Results are externally-verified
• Encourages excellence and continuous

improvement

7

Photo: Syncrude Canada, Fort McMurray

Environmental Stewardship Tailings Management Biodiversity Conservation Management Energy Efficiency Energy Use & Greenhouse Gas Emissions Management Communities and People Aboriginal & Community Outreach Safety & Heath Management Crisis Management

Community of Interest Advisory Panel Components of TSM: Focus Areas and Protocols

8

Aboriginal and Community Outreach

Community of interest (COI) identification Effective COI engagement and dialogue COI response mechanism Reporting

Crisis Management Planning

Crisis management preparedness Review Training

Safety and Health

Policy, commitment and accountability Planning, implementation and operation Training, behavior and culture Monitoring and reporting Performance

Tailings Management

Tailings management policy and commitment Tailings management system Assigned accountability and responsibility for tailings management Annual tailings management review Operation, maintenance and surveillance (OMS) manual

Biodiversity Conservation Management

Corporate biodiversity conservation commitment, accountability and communications Facility-level biodiversity conservation planning and implementation Biodiversity conservation reporting

Energy Use and GHG Emissions Management

Energy use and GHG emissions management systems Energy use and GHG emissions reporting systems Energy and GHG emissions performance targets

Communities and People Environmental Stewardship Energy Efficiency

TSM Protocols and Indicators

Safety and Health

Policy, commitment and accountability Planning, implementation and operation Training, behavior and culture Monitoring and reporting Performance

Safety and Health

Policy, commitment and accountability Planning, implementation and operation Training, behavior and culture Monitoring and reporting Performance

• Excellence and Leadership

AAA

• Integration into management decisions and business

functions

AA

• Systems/processes are developed and implemented

A

• Procedures exist but are not fully consistent or

documented; systems/processes planned and being developed

B

• No systems in place; activities tend to be reactive;

procedures may exist but they are not integrated into policies and management systems

C

TSM Rating System

10

Public Reporting

• Publication of results
• company specific
• aggregated for the membership as a

whole

• On website (www.mining.ca)
• Useful for comparison between

companies (and peer pressure)

Safety and Health Protocol

• Informed by the OHSAS 18001:2007 Standard for Occupational Health and Safety

Management Systems

• Five performance indicators

1. Policy, commitment and accountability 2. Planning, implementation and operation 3. Training, behaviour and culture 4. Monitoring and reporting 5. Performance

• Refers to MAC’s Framework on Safety and Health
• Goal is to achieve a level A for each indicator

– Processes have been established to effectively plan for and manage safety and health to prevent the occurrence of all incidents, including a training program; – Safety and health performance is regularly monitored and reported both internally and externally; and – Continual improvement targets at each facility to move toward zero harm.

TSM Framework on Safety and Health

Members of the Mining Association of Canada believe that all injuries and

• ccupational disease can be prevented and we recognize that everyone is

entitled to work in a safe and healthy workplace. Consistent with our commitment in our Towards Sustainable Mining (TSM) Guiding Principles, we demonstrate leadership worldwide by protecting the safety, health and wellness of our employees, contractors and visitors. We also encourage and support health and safety awareness within the communities in which we

• perate. Member companies of the Mining Association of Canada have agreed

to the following commitments with respect to safety and health. We will:

• Provide safe and healthy workplaces by building, supporting and sustaining

behaviour and controls;

• recognizing that injury and occupational disease can be prevented, fatalities

eliminated and that the related controls are a shared responsibility of the company, employees, contractors and suppliers.

• Establish clearly defined and communicated responsibility and accountability at the

board and senior management level for the company’s safety and health performance.

• Implement and review policies, strategies, standards, metrics, and accountability

mechanisms to ensure that everyone understands company requirements and can fulfill them.

13

TSM Framework on Safety and Health

• Implement recognized safety and health management systems to ensure safe and

healthy workplaces, a culture of prevention and improvements in performance.

• Ensure effective injury prevention and disability management programs are in place

and actively promote health and wellness at work and at home.

• Actively encourage and support our contracting, supplier and community partners in

building their capacity to be safe and healthy, recognizing that we may be required to play a leadership role in this regard, where appropriate.

• Recognize that governments play an important role in enabling effective safety and

health controls and we will engage them in this regard.

• Set clearly defined and communicated performance targets that are integrated into
• ur business and risk management plans.
• Report on the related metrics for both employees and contractors using tracking with

systems that help assess and communicate our performance and include both leading and lagging indicators.

• We will work together to identify hazards and reduce risk to as low a level as

reasonably possible with zero harm being our primary goal.

14

A Typical Level A Safety and Health (S&H) Management System

Indicator 1 – Policy, Commitment and Accountability

• S&H Commitments have been made by senior corporate management and

communicated to the workforce

• Clear accountabilities for S&H are documented and understood throughout the

workforce and that roles and responsibilities are assigned for S&H management Indicator 2 – Planning, Implementation and Operation

• Mines have hazard identification, risk assessment and control process in place

that are used by all employees and there are documented safety standards and procedures in place

• There is a rigourous inspection regime in place and a good system for

maintaining S&H records

• Mines can demonstrate that there are adequate resource in place to implement

the S&H management system (e.g., budget allocation)

A Typical Level A S&H Management System

Indicator 3 – Training, Behaviour and Culture

• There is a functional and formal training

program in place that is based on the needs of the worker and focuses on hazard identification, reporting and prevention.

• The training program also includes an
• rientation for all employees,

contractors and visitors.

• There are resources assigned to

implement the training program and there is a competency assessment process for trainees

• A formal job/worker observation

program is in place to reinforce training and ensure routine safety checks and coaching are in place

A Typical Level A Safety and Health (S&H) Management System

Indicator 4 – Monitoring and Reporting

• A monitoring and reporting system is in place that includes leading and lagging

performance indicators that are used for prioritizing improvements

• There is a system in place for incident investigation and follow up and a

compliance audit program in place

• S&H performance is regularly reviewed by management and is used to inform

decision making

• There is a system in place for communicating the results of monitoring,

inspections an follow-up action with the workforce Indicator 5 - Performance

• Performance targets are established, tracked, trended and communicated to

the workforce.

• There have been no fatalities in the reporting year

Typical Elements of a AA and AAA System

• Undertake an internal audit or assessment of

the adequacy and effectiveness of their safety and health management System.

• AAA audit or assessment must be

conducted by an external party.

• Senior management demonstrates

leadership in driving to zero harm, assesses and responds to high potential events (near misses) and uses them as learning

• pportunities.
• Each individual in the business is

accountable for safety and health.

• A safety culture is encouraged by

incorporating safety and health criteria into annual business planning, purchasing decisions, performance appraisals and compensation systems.

Typical Elements of a AA and AAA System

• The mine promotes and encourages

health and wellness and a healthy lifestyle.

• The commitment to safety and health

is visibly embedded throughout the mine.

• Performance targets are set for both

leading and lagging indicators.

• Performance is benchmarked against

peers.

• The facility has met its performance

improvement targets for 3 out of the last 4 years.

Conclusion

• Mining is Canada’s best export
• Mine safety in Canada has made huge

progress but requires continuous attention

• Key features:
• Tripartite approach
• Effective regulations
• Training
• Cultural change throughout operations

and head office

• Towards Sustainable Mining drives

continuous improvement and public accountability for safety performance

20

For Additional Information

Pierre Gratton pgratton@mining.ca 613 233 9392 x 319

21