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

Mining Safety: Changing Culture, Improving Performance Pierre Gratton President & CEO The Mining Association of Canada December 4, 2014 Istanbul, Turkey

About MAC The national voice of 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

Ontario Mining: Lost Time Injuries, 1970 to current 1974 – Dr James Ham appointed 14,0 Commissioner to investigate matters related to the health and safety of workers in mines 1980- Burkett Commission examined the adequacy of existing arrangements 12,0 2007- Common Core for and practices that may affect the 2005 - Common Core for Basic Generic First Line Supervisor - safety in mines and mining plants Smelter Operations, Non- Surface Mining, Surface and production workers in Smelters Underground Diamond Drilling Operations and 1987- Common Core for First Line 2003 -Mandatory Training - 10,0 Underground and Surface Production Supervisors Common Core for Basic Lost time Injuries/200,000 Emp. Hrs. Underground Hard Rock, and Underground Hard Rock Mine 2011- Bill 160 passed, Common Core/ Specialty Modules Service Types bringing in sweeping for Underground Soft Rock 8,0 changes to OHS Act. 2002 -Mandatory Training - Occupational health and Common Core/Speciality safety mandate moved Modules Surface Miner from WSIB to MOL. CPO and Prevention Council 6,0 1979- Mandatory Training established: given broad powers 1992--Common Core/ Specialty Common Core/Specialized Skills for concerning workplace Modules for Mill Process Underground Hard Rock Mining safety. Operations 1985 – Stevenson Commission 4,0 on improving ground stability and mine rescue 2,0 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 0,0 2012 1970 1975 1980 1985 1990 1995 2000 2005 2010 Year Source: WSN Mining Injury Statistics, 1970 - 2012.

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 Photo: Syncrude Canada, 7 Fort McMurray

Components of TSM: Focus Areas and Protocols Environmental Stewardship Communities and People Energy Efficiency Tailings Management Aboriginal & Community Energy Use & Greenhouse Gas Outreach Emissions Management Biodiversity Conservation Management Safety & Heath Management Crisis Management Community of Interest Advisory Panel 8

TSM Protocols and Indicators Safety and Health Environmental Energy Communities and People Stewardship Efficiency Policy, commitment Energy Use Crisis Biodiversity Aboriginal and and accountability Tailings Safety and and GHG Safety and Management Conservation Community Management Health Emissions Health Planning Management Outreach Management Corporate Planning, Tailings biodiversity Energy use and Community of Crisis Policy, Policy, management conservation GHG emissions interest (COI) management implementation commitment and commitment and policy and commitment, management identification preparedness accountability accountability commitment accountability and systems and operation communications Facility-level Tailings biodiversity Energy use and Effective COI Planning, Planning, management conservation GHG emissions engagement and Review implementation implementation dialogue Training, behavior system planning and reporting systems and operation and operation implementation and culture Assigned Energy and GHG accountability and Biodiversity COI response emissions Training, behavior Training, behavior Training responsibility for conservation mechanism performance and culture and culture tailings reporting targets management Monitoring and reporting Annual tailings Monitoring and Monitoring and Reporting management reporting reporting review Performance Operation, maintenance and Performance Performance surveillance (OMS) manual

TSM Rating System AAA • Excellence and Leadership AA • Integration into management decisions and business functions A • Systems/processes are developed and implemented B • Procedures exist but are not fully consistent or documented; systems/processes planned and being developed C • No systems in place; activities tend to be reactive; procedures may exist but they are not integrated into policies and management systems 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 occupational 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 operate. 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 13 fulfill them.