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SUMMER 2017
ISSUE #31

W W W. A M S J . C O M . A U

MENS
HEALTH:
PROUDLY AUSTRALIAN OWNED & OPERATED

IF YOU FEEL DOWN,

SAY SOMETHING
PAGE 20
11.95 RRP ISSN 1833-3036 PRINT

FEATURE COMMENTARY SPECIAL FEATURE

POINT OF EMERGENCY 5 PATHWAYS

NO RETURN MANAGEMENT IN MINING TO DISASTER
Avoid costly mistakes Forming relationships Why industry continues
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 Q.
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P R I N T / D I G I TA L / M O B I L E A.
V I S I T W W W. A M S J.C O M . AU em
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Editor lon
Richard Szabo miningeditor@aprs.com.au ed
THE REGULARS 15 FIVE MOST EASILY AVOIDABLE de

Advertising Executive
OHS OVERSIGHTS reg
me

Kay Boyd (07)find

Many men 3012
10 FOREWORD
9705 to talk to others about suffering
it difficult
David Bendeich explains how you can ma
pe
Steve Orr, NSW Resource Regulator ensure the safety of workers while limiting
kboyd@aprs.com.au
depression. However, the consequences of staying silent can ind
potential liabilities.
Contributors 30 RISKY
mothball into even bigger health problems, according to MentalBUSINESS In t
dri
Safety Dave exposes a variety of common
Illness Fellowship Queenslands Acting CEO Jennifer Pouwer.
Steve Orr, Safe Work Australia, Jennifer 20 IF YOU FEEL DOWN, SAY frie

Pouwer, Tom Haynes, Maria Whitmore, David risk cultures that can exist in the workplace,
Bendeich, Dave Whitefield, Goran Prvulovic, and how to address them.
Daniel Hummerdal, Angela Bradby, Chris
Stephens, Luke Frost, Phil Abernethy, Rod 32 LEADERSHIP AND PATHWAY TO
Ramsay, David Boger, Said Aminossadati and SAFETY CULTURE
Michael Quinlan. Goran Prvulovic shares different perspectives
of safety culture that might surprise you.
Art Director
Ronald May prepress@aprs.com.au 50 AROUND THE WORLD
In this global village in which we live, it does
Digital Producer not hurt to check-out what the neighbours
Bernie McGrail bmcgrail@aprs.com.au have been up to in the world of safety.
ISSN
1833-3036 (PRINT)
58 TRAIN OF THOUGHT
Accommodating the circumstances and
needs of each individual worker is just as
important as offering workplace training to
them.
APRS Media Head Oice 60 INNOVATION
4/31 Thompson St, Bowen Hills, QLD 4006 A premier mineral sands mining company
(07) 3229 5344 has procured new automated bag-filling
technology, writes David Boger.
Subscribe
www.isubscribe.com.au/APRS 56 HOW TO ADDRESS SMELLY WORK
SITES
distribution@aprs.com.au
Many mine activities can create very
pungent smells, annoying workers and
(07) 3129 6415
people on neighbouring properties.
Disclaimer: APRS Media is not committed to nor takes
responsibility for the views expressed in articles or
64 LESSONS FROM THE PAST
In an era where we scarcely blink when a
advertisements herein. The publishers could not possibly
ensure that each advertisement published in this magazine probe lands on an asteroid, why do major
complies with the Trade Practices Act and responsibility
industries continue to kill workers in the
must therefore rest with the person, company or agency
submitting the advertisement for publication.
same old ways?
SPECIAL FEATURES
12 FEATURE INTERVIEW
With the Safe Work Australia Team
SOMETHING COVER
STORY
ing
alc
Staying silent can mothball into bigger lati
wo
health problems, warns Mental Illness
Fellowship Queenslands Acting CEO
Jennifer Pouwer.
24 HEAT STRESS ALERT
Lack of preparation can easily lead to
dehydration says Tom Haynes..
26 STAY IN CONTROL OF BLADDER,
BOWEL AND ERECTILE FUNCTION
Maria Whitmore says a change of lifestyle
can help avoid bladder, bowel and erectile
health problems.
40 PEOPLE ARE THE SOLUTION
Organisations can utilise hidden talents to
help staff realise their fullest intellectual,
writes Daniel Hummerdal.
44 BEST PRACTICE FOR SECURING THE
DIGITAL SPACE
As threats become more and more complex
in the modern digitised world, security
systems and solutions must also constantly
evolve, writes Luke Frost.
48 BRING BACK A SAFER MENTALITY
Back injuries are the most common, yet arguably
one of the most preventable injuries that occur in
workplaces.
50 UNDERSTAND DANGER BEFORE
POINT OF NO RETURN
Heavy vehicle safety specialist Chris
Stephens explores why industry understands
failures of the past, but continues to repeat
those mistakes in the present.

4 AUSTRALASIAN MINE SAFETY JOURNAL / Summer 2017 / www.amsj.com.au

 Tell me about yourself and your back-
ound in mental health?
My initial interest in mental health arose
om two distinct experiences working as an
ccupational Therapist: Firstly, working with
hildren and their families experiencing trau-
a, abuse, grief and loss and, in another role,
sisting unemployed individuals with mental
ealth concerns return to work. These clients
cluded Defence veterans as well as everyday
mployees whose mental health concerns
quired reasonable adjustment approaches
their employers.
workers often required to travel long distances
to find work. All of these factors, coupled with
job insecurity and compounded by the lack of
emotional support, often lead to depression
and in some instances suicide.
I think in these industries, it is a combination of
pressurised and often isolated working condi-
tions and an environment where conversations
about how you are feeling are not the norm
and perceived by many men as a sign of weak-
ness. The Australian attitude of shell be right
and getting on with it come at a significant
cost to the wellness of our workforce.

I moved into senior management and lead-
ship roles, this interest grew as did my ability
influence policy and service delivery design
thin community managed mental health and
e child protection system. I joined Mental Ill-
Q. Do you think there is a link between
male-dominated industries and mental
illness?
A. There is definitely a correlation betweenma-

A great choice when

ess Fellowship Queensland in August 2013 as
rector Services, overseeing service delivery
d policy and practice improvement across
ur five regions. I have recently stepped into
e acting CEO role at a time of major mental
le-dominated industries, such as mining and
construction and mental illness. The statis-
tics relating to mental illness amongst FIFO
workers, for example, are quite significant. A
study by Edith Cowan University revealed in

your safety depends on it

ealth reform at the Commonwealth and
ate level and the introduction of the National
sability Insurance Scheme.
ke many of us, my own life has been touched
family and friends who have had a formal
agnosis of a mental illness or are seeking to
nderstand and self-manage their own mental
ealth concerns, including symptoms, avail-
ble supports and treatment options.
2015 that FIFO workers are twice as likely as
the general population to have symptoms of
depression, with younger workers aged 18 to
29 being 50 per cent more likely to develop
depression. Not surprisingly, conditions such
as anxiety (22 per cent) and stress (19 per cent)
were also identified as issues in that particular
study. Another startling finding has been that
FIFO workers are six times more likely to die
from suicide than a workplace accident.

Statistics show there is an extremely high
cidence of mental illness and suicide in the
onstruction and mining industries. Why is
is?
There is a considerable amount of evidence
merging from within these industries that
dicates the high incidence of mental
ness and suicide correlates with a largely
LandCruiser 70 Series, built for a tough days work
ale-dominated workforce that often works
ng hours (in some instances for extend-
Suicide figures within the construction
industry are also shocking, with workers twice
as likely to die by suicide than Australians em-
ployed in other industries. Apprentices are two
and a half times more likely to commit suicide
than other young men of the same age.
Q. There is still a huge taboo surrounding
the discussion of mental illness, especially in
men. How can we combat this?

d periods of time) and under tight project A. In some respects, there is greater aware-
In the workplace,ness
eadlines. These workers are less likely to have employee
and acceptancesafety
around anxietyis and
number
de- one. And with a 5-Star
gular medical check-ups or seek help for pression, and this has been the result of some
ANCAP Safety Rating,
ental health concerns as culturally, stig- good workthe LandCruiser
by organisations 70 Single-Cab is up for the job.
that are increasing
a surrounding mental illness continues to their understanding in this space. That said,
Theres Vehicle Stability
ersist, particularly in these male dominated Control
there is still much to be done. toManykeep
men in your drivers rock-solid on
dustries. particular can find it difficult to open-up and
any terrain. Add atalktowing about how they are feeling, as theyup
capacity of fear to 3.5 tonnes and turbo-
the case of fly-in fly-out (FIFO) and drive-in being vulnerable and are concerned about
diesel
ive-out workers, they performance,
can be isolated from and
how they you
will be have
perceived the power to tackle the toughest
by workmates.
ends and families for weeks at a time, result- There is also the fear that their disclosure
g in loneliness andjobs. Fortoaexcessive
often leading workhorse you can
could potentially impact oncount on, LandCruiser 70 Series is
their ongoing

a great choice.
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ionship breakdowns. Likewise, construction
employment or future opportunities within
their organisation.
ork is cyclical, seasonal and sporadic, with
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2 AUSTRALASIAN MINE SAFETY JOURNAL / Summer 2017 / www.amsj.com.au
 UP FRONT
LETTER FROM THE EDITOR
CHANGE IS COMING HOPEFULLY FOR THE BETTER
W
hen the Australasian Mine Safety
Journal went to print, authorities had
passed new rules to protect coal
miners from the deadly black lung disease.
Queensland Parliament recently enacted
a suite of health and safety reforms,
including changes to coal health
and safety laws that make dust level
information publicly available. Health
checks will also be compulsory for
underground and above-ground miners as
well as reporting of black lung cases to the
State Government.
While the move is encouraging for coal
miners at risk of developing the disease, it
still offers little comfort to families whose
beloved have lost their lives to coal-mine-
dust lung disease. At least 18 Queensland
miners have been diagnosed with coal
workers pneumoconiosis, which is caused
by long-term exposure to respirable coal
dust.
Queensland Natural Resources and Mines
Minister Dr Anthony Lynham was right on
the money when he said black lung does
not belong in the 21st Century. Hopefully,
new measures that require each miners
chest being x-rayed and examined by at
least two medical experts will help prevent
more unnecessary deaths.
In the meantime, mine workers who are
unsure about their respiratory health are
encouraged to visit their local General
Practitioner. Read more about what these
changes mean for the industry on page
29.
Even though the worst of the summer
heat is behind us, an environmental health
and safety leader interviewed by Tom
Haynes warns the risk of heat stress is still
cause for concern.
Freo Group HSE Manager Warwick
Roe stresses the importance of worker
hydration, heat stress management
and education. He also emphasises the
importance of electrolytes in preventing
the potentially deadly condition of
hyponatremia, resulting from the
overconsumption of water which dilutes
blood sodium levels.
Roe recalls one unfortunate incident back
in 2015 when a worker had worked in
extremely hot conditions and was affected
even though he drank about 10 litres of
water throughout the day.
Fortunately, he rang the medical centre
in camp and they were able to come
and get him. He was in quite a bad way
and required urgent medical attention,
Warwick says.
The post-incident investigation found the
man could not quench his thirst no matter
how much he drank, a key indicator that
something is not right. Read more on page
24.
We also discuss that back injuries might
be the most common injuries that occur
in workplace, but are also one of the most
preventable.
Angela Bradby writes many workplace
back injuries are the result of
overextending the spine from heavy lifting,
pulling, pushing, or poor posture while
sitting for prolonged periods. Back injuries
at work are often painful and require
extended treatment and recovery periods.
She tells the story of Mat, a young
plumbing apprentice, who severely injured
his back on October 12, 2012. He was
diagnosed with a back strain and told to
rest over the weekend. However, Mat did
not return to work on Monday, in fact he
could not even get out of bed.
Sadly, Mat never returned to plumbing
again because he had actually crushed
and herniated two discs in his back and
one in his neck, which caused substantial
nerve damage not back strain as he had
been originally diagnosed for.
I have had to give up on a career I loved
and racing my dirt bike. The accident
affected my social life; my ego; my
confidence everything I loved to do and
everything that made me who I was, he
says on page 48.
In other news, University of New South
Wales Professor Michael Quinlan has
found a lack of will and not a lack of know-
how is a contributing factor to what he
describes to be the ten pathways to death
and disaster.
In his book, Ten Pathways to Death and
Disaster Learning from Fatal Incidents in
Mines and Other High Hazard Workplaces,
he reviews the official investigations into
23 fatal mine incidents in five countries:
Australia, Britain, Canada, New Zealand
and the United States, between 1992
and 2011. The examination revealed 10
recurring pattern causes.
Quinlan explores why incidents like fatal
explosions at the Upper Big Branch mine
in the United States and Pike River mine
in New Zealand, which both killed 29 coal
miners in 2010, are still occurring.
He writes these repeat incidents often
arise from strikingly similar causes, or
pattern failures. Failures or flaws are not
error or deficiencies in safety culture a
www.amsj.com.au / Summer 2017 / AUSTRALASIAN MINE SAFETY JOURNAL
popular but ambiguous concept. Failures
or flaws arise from conscious decisions
by those in charge of workplaces, by
governments or those responsible for
enforcing safety legislation.
Read his full list of causes on page 65.
Regular contributor Rod Ramsay
is exploring resources training in
Australia, and reveals accommodating
the circumstances and needs of each
individual worker is just as important as
offering workplace training to them.
Ramsay discusses resources training in
Australia is as diverse as the industry itself,
with thousands of registered providers
across the country delivering a broad
curriculum of courses, competencies,
certificates, qualifications and tickets
to people from all walks of life and at
different stages in their careers.
However, training delivery and
accessibility within the resources
industry is further complicated by remote
operations, technology upgrades, time
constraints, long work hours, shift rosters,
and fly-in fly-out workforces that are more
vulnerable to mental illness.
In addition to this, competence in this
diverse industry is about more than just
being able to perform a task; it is about
understanding and adapting to your work
environment, communicating well with
people around you and applying your skills
and knowledge to a variety of situations,
such as metal mining, coal mining, civil
construction, quarries and drilling. Read
more on page 58.
Other must-reads in this edition include
our feature story on SafeWork Australias
latest return to work survey, contractor
deaths and how a truck rollover happens
and safety news around the world.
WANT TO CONTRIBUTE?
Wed love to hear you thoughts on any of the stories in
this edition. Drop me a line at miningeditor@aprs.com.au
or catch up with us on Facebook. And remember,
Australasian Mine Safety Journal welcomes articles
and research reports from mining professionals across
Australia for review. We look forward to your submission
for our next edition.
Take care,
Richard Szabo
ACTING EDITOR
rszabo@aprs.com.au
9
 UP FRONT
FOREWORD
EMERGENCY
MANAGEMENT IN
MINING
An effective emergency management response is critical in the event of a mining disaster, and there mining companies need to
adopt recognised incident management processes, writes Steve Orr.
T
ragic events in Pike River New Zealand
and the Hazelwood Mine Fire in Victoria
highlight the inherent risks associated
with mining operations, and their often
complex emergency situations. Although
the two events are very different, there were
common public findings about the adequacy
of emergency management responses by
the mine operators and emergency services
involved.
Both the Pike River Royal Commission and
Hazelwood Mine Fire Inquiry recognise the
need for mining companies to adopt and
incorporate recognised emergency services
incident management processes in their
mine emergency plans.
These findings highlight the need for
regulators and emergency services agencies
to work closely with mine operators
to develop best practice emergency
management plans that reflect state
arrangements, local conditions, site risks and
available resources.
In Australia, the nationally recognised incident
management system is known as Australasian
Inter-Service Incident Management System
(AIIMS). This framework is founded on three
key principles of management by objective,
functional management and span of control.
10 AUSTRALASIAN MINE SAFETY JOURNAL / Summer 2017 / www.amsj.com.au
Mine operators and emergency service
agencies should enter into arrangements
using the AIIMS framework in order to
enhance emergency response capabilities
at mining operations. These arrangements
should be underpinned by emergency
management training and assessment
programs.
The NSW Resources Regulator is working
closely with mining industry stakeholders
and emergency service agencies to facilitate
best practice emergency management
planning, preparedness and response
capabilities. It is also testing and evaluating
these arrangements through the design
and facilitation of emergency management
exercises.
SHARING EARLY LEARNINGS FROM
INCIDENT INVESTIGATIONS
The Regulator has a strong policy of sharing
important safety information with the industry
and community in a timely manner.
It publishes safety alerts, safety bulletins,
weekly incident summaries, investigation
information releases and investigation
reports. These provide the industry with
valuable information about incidents,
circumstances and causation and guidance
about risk control measures.
In 2013, the Regulator developed and
implemented Investigation Information
Releases. These publications share important
safety information with industry following the
occurrence of a serious mining incident. They
contain information about early investigation
findings and assist mine operators to prevent
similar incidents from occurring in the future.
This approach has been well-received by
the mining and construction industries
plus worker representative bodies. The
Regulator receives positive feedback about
the publication of this information, and it is
even used for mine toolbox talks and training
programs.
DANGER OF FALLING OBJECTS
HIGHLIGHTED
Two recent mining industry fatalities in
November and December 2016 were the
subject of information releases. They
highlight the dangers of falling objects.
In the first incident a worker was struck by
a falling steel bucket at an opal mine in the
Mulga Rush Opal Fields west of Lightning
Ridge.
Two workers were mining underground at the
opal mine using a powered material hoist to raise
claystone up a 14-metre shaft to the surface.

During hoisting operations investigators
suspected the hoist went into an overwind
situation resulting in the hoist cable being
wound in the wrong direction onto the hoists
winder drum and the bucket unintentionally
being raised to the surface.
When the bucket reached the surface, the
hoist hydraulic system caused it to remain in
a static position suspended above the shaft.
In this position, the hoists hydraulic and
electrical system continued to operate and
prevented the bucket from falling.
While the bucket was stationary on the head
frame above the shaft, one worker climbed
into the sump at the bottom of the shaft to
clean-out earth and material from the base of
the sump (caused by material spillage).
During the task investigators suspected the
worker had bumped the lower limit switch,
which deactivated the hoists electrical and
hydraulic power, causing the bucket to free-
fall down the shaft at speed without hydraulic
resistance.
The bucket collided with the worker and he
suffered fatal injuries.
In the second incident, a worker was hit by a
falling semi-trailer tailgate while attempting to
clean out residual coal that had built up in a trailer.
Rather than using water to wash out the
trailer, as had been the usual practice, the
task was undertaken manually.
NSW RESOURCE REGULATOR
The soon-to-be deceased worker and two
colleagues moved to the rear of the trailer
where the worker used a shovel to lever the
tailgate open after its latching mechanism
was released. The two colleagues then
and-health/about-us/mine-safety-initiatives/
lifted the tailgate high enough to allow the
worker to prop the tailgate open using a pipe
spanner.
During this process the tailgate fell and struck
the workers head. He suffered critical head
injuries and died later. Both incidents remind
us about the dangers of falling objects and
highlight the importance of the hierarchy of
controls in eliminating or minimising risk.
implementation of the Regulators Incident
Since 2013, the Regulator has published 25
information releases. Further information
about other safety investigations undertaken
by the Regulator can be found here: www.
resourcesandenergy.nsw.gov.au/miners-
and-explorers/safety-and-health/incidents/
incident-updates
www.amsj.com.au / Summer 2017 / AUSTRALASIAN MINE SAFETY JOURNAL
CONNECT
WITH AMSJ
PROFIL E
STEVE ORR
Steve Orr manages the NSW Resource
Regulators Major Investigation and
Emergency Response Unit. The unit
was established in 1999 arising from
recommendations of the Inquiry into the
Gretley Disaster: www.resourcesandenergy.
nsw.gov.au/miners-and-explorers/safety-
gretley-inquiry
In this role, Steve leads a team of specialist
investigators and emergency management
personnel. Steve and his team work closely
with all stakeholders during critical incident
investigations and emergency response
situations.
The unit prepares investigation reports for
the Secretary of the NSW Department of
Industry and NSW Coroner.
The unit also works closely with the mine
safety inspectorate in the development and
Prevent Strategy: www.resourcesandenergy.
nsw.gov.au/__data/assets/pdf_
file/0003/657804/Implementing-the-
incident-prevention-strategy.pdf
The Regulator is responsible for the
regulation of work health and safety at mine
and petroleum sites across the state. Further
information about the Regulator can be
found here: www.resourcesandenergy.nsw.
gov.au/regulation
11
 UP FRONT
INTERVIEW
Q&A WITH SAFE WORK AUSTRALIA
Return to work
stats show divide
between states
Safe Work Australias latest data shows a significant divide between the states when it comes to injured workers
returning to work in the mining sector.
Compared to other industries, how does
mining fare in terms of work injuries?
Safe Work Australia (SWA) data shows that
mining has a relatively low incidence rate
of claims (claims per 1000 employees)
for serious injuries, those resulting in
absence from work of one working week
or more, compared to other high hazard
industries like agriculture, construction,
manufacturing and transport.
Mining has also shown the greatest
decrease in incidence rates over the last 10
years (see page 29 of Australian Workers
Compensation Statistics 2013-14: www.
safeworkaustralia.gov.au/sites/SWA/about/
Publications/Documents/961/Australian-
Workers-Compensation-Statistics-2013-14.
PDF
However, mining has the highest median
time lost (7.8 weeks in 2012-13) of any
industry once a claim is made for a serious
injury (see page 38 of Australian Workers
Compensation Statistics 2013-14). The
reason for this is unclear it could be
because there is less scope for mine
operators to provide mine workers with
suitable alternative duties during recovery
compared to other industries, and that mine
workers are therefore expected to be fully
recovered before resuming work after an
injury.
The 2016 National Return to Work (RTW)
Survey rate for the mining industry is shown
12 AUSTRALASIAN MINE SAFETY JOURNAL / Summer 2017 / www.amsj.com.au
in the table below. Please note, the data set
for the RTW Survey only had a sample size
of 68 workers for the mining industry.
HISTORICAL
SAMPLE %
RTW 92
Current RTW 77
3 month RTW 58
Explanatory notes:
RTW proportion of injured workers
who had returned to work at any time
since the claim was lodged.
Current RTW proportion of injured
workers who were back at work at the
time of the interview.
Three month RTW proportion of
injured workers who were back at work
at the time of the survey and who had
been working for a continuous period
of at least three months.
Historical sample injured workers
with 10 or more days absence from
work and who had submitted a claim
seven to nine months prior to the
survey.
RTW rates are higher than average in
Victoria, NSW and Tasmania while the
RTW rate is lower than average in SA, WA,
Qld and the NT. Why is there a disparity
between results in different states?
There are a number of factors that could
influence the RTW rates in different
jurisdictions, including industry mix and
differences in workers compensation
legislation between states and territories.
Improving recovery and RTW outcomes
for workers is a major objective of all
state and territory workers compensation
authorities, with a number of initiatives
being undertaken at the jurisdictional and
national level.
For example, South Australia (SA)
introduced new workers compensation
legislation, which came into effect in July
2015. It is worth noting the latest RTW
survey was too soon after the SA legislation
came into effect to see whether it has
resulted in improved RTW rates in SA.
What do these statistics mean for
business?
Businesses can see that there is still
opportunity to improve return to work rates.
The longer an injured worker is off-work,
the less likely it is they will return to work.
Each year more than 20 per cent of workers
with an injury resulting in 10 or more days
off work, are still off work seven to nine
months after their claim was lodged.
This represents a huge costs to workers
compensation schemes and businesses.
REGULAR

SAFETY ALERT

Workers reminded
to wear A seatbelt
after truck rolls
Mine workers have been reminded to wear a seatbelt while operating
or driving vehicles.

The Queensland Department of Natural Resources and Mines

(DNRM) is asking all mine workers to wear a seatbelt while operating
or driving a vehicle. It comes after a trainee operator was recently
thrown from the cabin during a truck roll over accident.

The trainee had been reversing a 27-tonne articulated dump truck

to tip a load of wet sand in a stockpile area. However, the right-hand
rear wheels rode up onto the edge of an existing stockpile and the
load in the tub shifted, tipping the trailer onto its side and rocking
the cab violently.

The operator was not wearing a seatbelt at the time of the incident
and was thrown about in the cab, first striking and breaking the
drivers window and then striking, breaking and falling through
the passenger side window to the ground. The operator suffered
lacerations to his arm and head which required hospital treatment.

Unfortunately incidents where the tubs of articulated trucks have

tipped over during tipping are too common and the Department
has previously issued Safety Alert #276 Articulated Dump Truck
When moving Heavy
Rollover, DNRM chief inspector of mines Phil Goode says.
Loads - comfort
equals Safety.
The risks of operating articulated trucks are generally well-
understood and most operations combine operator training,
procedures and standard work instructions to control these.

C1/2P-4_QLDGOVMINJOUR
However, investigations into tipping incidents regularly find
effectiveness of controls compromised by the operations failure to
implement and enforce them.

DNRM recommends:

trainees gaining operation experience must be always

Everyday demands are increasing, Safety is important.
adequately supervised to ensure relevant site procedures and To achieve Safety you require comfort.
requirements are being followed.
ensure operator training covers hazards of driving, including
Make sure you have an ISRI Seat.
reversing, over terrain that can affect the cross grade and lead
to instability of the vehicle.
site senior executives and supervisors must ensure site rules
and procedures are effective and enforced
mine operators must ensure audits of the safety and health
management system focus on the effectiveness of the hazard
controls, associated procedures and standard work instructions.

DNRM asks all proponents to place this announcement on

Seating - on a higher level.
noticeboards and ensure all relevant people receive a copy: www. www.isri.com.au
dnrm.qld.gov.au/mining/safety-and-health/alerts-bulletins-search/
alerts-bulletins/mines-safety/driver-thrown-from-cab-in-articulated-
truck-roll-over

www.amsj.com.au / Summer 2017 / AUSTRALASIAN MINE SAFETY JOURNAL 131

 UP FRONT
INTERVIEW
It also has a significant impact on the
physical, psychological, social and financial
health of the injured worker.
What can businesses do to help improve
RTW rates, in terms of prevention versus
ixing?
Benefits of improving safe and sustainable
RTW outcomes include better health and
wellbeing outcomes for injured workers as
well as reduced costs for both employers
and workers compensation schemes.
Employers play an important role in
supporting a worker to RTW following an
injury.
Factors which have a positive influence on
RTW outcomes include early contact and
employer support at the time the worker
was injured as well as during recovery.
Workers satisfaction with their employer
has also been found to have an important
influence on RTW following injury.
Other effective approaches to improving
RTW rates include:
employers responding positively to
injuries by making an effort to find
suitable duties and aiding the worker
in their recovery
a positive and respectful workplace
culture prior to the injury in terms
of fairness, supervisor support, and
policies and practices
improving systems to encourage
14 AUSTRALASIAN MINE SAFETY JOURNAL / Summer 2017 / www.amsj.com.au
early injury reporting and early claim
lodgement
avoiding disputes, where possible
More information on the role of the worker
in improving RTW rates can be found in
the Safe Work Australia publication Return
to Work Survey: Role of the Employer and
Workplace: www.safeworkaustralia.gov.au/
sites/swa/about/publications/pages/rtw-
survey-role-employer-workplace-2013
Jurisdictional workers compensation
regulators and insurers have a range of
resources available on their websites
to assist businesses in returning their
workers to work earlier and safely. SWA
has published case studies highlighting
exemplary organisational systems and
practices for early interventions and return
to work: www.safeworkaustralia.gov.au/
sites/swa/workers-compensation/rtw-case-
studies/pages/return-to-work-case-studies
PROFILE
SAFE WORK
AUSTRALIA
Safe Work Australia (SWA) is the body
leading the development of national policy to
improve work health and safety and workers
compensation across Australia. The interests
of the Commonwealth, states and territories
as well as workers and employers in Australia
are all represented. Together SWA will
work to achieve healthier, safer and more
productive workplaces through improvements
to Australian work health and safety and
workers compensation arrangements.
SWA is responsible for coordinating and
developing national policy and strategies,
developing and maintaining model work,
health and safety (WHS) laws, undertaking
research and collecting, analysing and
reporting data. SWA works collaboratively
with WHS authorities, industry groups and
unions to achieve the national vision of
healthy, safe and productive working lives.
FEATURE

WORKPLACE HEALTH

most
easily
avoidable
OHS
oversights
www.amsj.com.au / Summer 2017 / AUSTRALASIAN MINE SAFETY JOURNAL 15
 BUSINESS FOCUS
SAFETY
Things that
go wrong
M
any years ago I owned a Labour Hire
business. It was an interesting few
years and ultimately I lost interest in
it for a variety of reasons including Workers
Compensation claims. I thought you might
find it interesting to read of some of the
claims we faced. We were not an RTO back
then and I now believe had we been more
OHS/WHS savvy we could have avoided most
of the incidents. Here are some of the things
that did go wrong.
INCIDENT 1.
We had 2 workers with a not for profit
organisation which, as an income producing
activity, collected glass at the roadside. Our
2 workers were at their depot and the task
was to take the glass and tip it manually into
a hopper that then flailed the glass into small
particles which were bagged and on sold for
recycling to glass manufacturers.
I received a call stating one of our people was
in hospital undergoing surgery to resew some
fingers on to his hand. I drove to the hospital
and, once he was well enough to chat I asked
him what happened. He replied the hopper
got stuck so I put my hand in to clear it out. I
used my other hand to push the dead mans
switch so I could tell when it was cleared.
I was staggered by this and asked him why
he did this instead of calling the supervisor
over. His response I dont know bro, I guess I
wasnt thinking.
16 AUSTRALASIAN MINE SAFETY JOURNAL / Summer 2017 / www.amsj.com.au
INCIDENT 2.
We had a number of people working in a
major Australian manufacturing company
and the call of nature was upon one of them.
He left his workstation and walked to the
bathroom. As he walked along the designated
walkway he passed a boiler which exploded,
sending him across the walkway and into
the wall. He was hurt but thankfully largely
uninjured. Our risk assessment did not cover
this contingency nor did the host employers.
INCIDENT 3.
We had a group of workers in with a large
retailer and their task was to put all the
clothing out overnight ready for the post-
Christmas sale. One of our people bent over
in the stock room and as she did so she hit
her head on the corner of some shelving. This
was a serious incident that involved surgery
and rehabilitation that went on for a very long
time.
Looking at these 3 incidents all these years
later I wonder if training would have made a
difference? Clearly Incident 1 was something
that should never have happened, with due
respect to the person involved who would
want to put their hand in a hopper that flails
glass? I think we should have paid more
attention to this persons induction to the site
Harold Baldry
and the equipment as this could easily have
been avoided.
Visit www.hbalearningcentres.com.au and call 1300 721 503 and
to find out how we can make a difference.
Incident 2 seems to me to be very difficult
to avoid, the organisation involved is a large
public company and their service record
was impeccable. I cant see how we could
have done anything about this thus the term
Reasonably Practicable comes into play.
If you are not sure what that means then
perhaps you might like to research the Work
Health and Safety Act 2011 (https://www.
legislation.gov.au/Details/C2016C00887).
Incident 3 should have been negated by a
Hazard control being put into position by
the host employer; steel corners are sharp
and obviously dangerous. I also believe we
should have been more thorough in our risk
assessment which should have identified this
possibility of injury.
Your workplace is definitely far more
dangerous than the above environments
so please make sure you take every
opportunity to talk to your Health and Safety
Representative of any potential risks you see
around you and your work mates. Nothing
you contribute will be regarded as silly and
your contribution may just allow someone to
go home to their family tomorrow.
So we start a new year called 2017 and all of
us at HBA hope you have a very Safe year, we
hope we play a part in keeping you safe.
 We also offer courses in:

Training and Assessment

Safety is Everybodys Project Management

Leadership and Management

Reponsibility! Quality Auditing

You work on a mine site so you know what it is like: there are potential hazards
everywhere and each one can cause injury, death or loss.

Too busy to do a course? We have the solution!

For busy people we offer courses with three different delivery models:
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HBA Learning Centres

Nationally Recognised Qualifications/Multiple Locations Australia-Wide

1300 721 503 RTO 31261

www.hba.edu.au
Sydney | Melbourne | Gold Coast | Canberra | Adelaide | Darwin | Perth
 FEATURE
WORKPLACE HEALTH
Australian Occupational Health and Safety legislation demands that all hazards in the workplace be identified
and risk managed to protect workers. This ensures the safety of the workers in tandem with limiting the
potential liabilities of a company, writes David Bendeich
F
rom 2012 to 2013 the economic cost of
work related incidents in Australia was a
staggering $61.8 billion, according to Safe
Work Australia.
It is necessary for companies to be aware of
common oversights already present within
their Occupational Health and Safety (OHS)
protocols. With that in mind, here are five
OHS oversights that can easily be avoided.
PREPARE A RISK MANAGEMENT PLAN
Every business should identify all hazards in
their workplace, assess how serious each risk
is and then outline how to minimise it. The
first task is to design a risk management plan
that is based upon and prepared through the
consultation of current onsite staff.
Next, implement the appropriate training
necessary to put the plan into action. An
efficient risk management plan can give a
company piece of mind through assessing all
possible risks specific to its production facility.
Additionally, risks may vary and change over
time within different industries of production.
Due to the possibility of additional risk, it is
advisable to reassess the case specific risk
management plan every six to 12 months to
ensure that no potential hazards have gone
overlooked.
MANAGE SLIP HAZARDS
One of the most common hazards in any
type of workplace are injuries through falling
18 AUSTRALASIAN MINE SAFETY JOURNAL / Summer 2017 / www.amsj.com.au
also known as slip hazards. The protocol for
adhering to and avoiding the possibility of
slip and trip hazards is simply identifying the
problem areas and fixing them.
Steps to avoid physical slip and trip hazards
include keeping your workplace tidy, storing
all materials appropriately, using anti-slip
mats, anti-slip plates and anti-slip tapes.
Additional items to be considered include
labeling differing floor heights, keeping the
workplace well-lit at all times, and ensuring
that workers have the appropriate training
and footwear applicable to their role and
environment.
FIREPROOF YOUR WORKPLACE
Fire prevention is one of the most important
protocols to adhere to in the workplace. It
is necessary that every company has a fire
emergency and evacuation plan. As always,
it is the companys prerogative to ensure
that all staff are made well aware of potential
fire hazards and adequately trained in how
to respond during a fire-related emergency.
It is advisable to invest in high-quality fire
extinguishers and fire blankets, keep them
easily accessible and train staff in how to use
them.
SECURE THE PLANT
Production plants that have not been secured
properly can cause fatal injuries. Injuries
may include cargo slipping, wheels moving,
getting caught in machinery and overturning
vehicles.
It is necessary for a company to protect
their staff by utilising appropriate guards on
all machinery including cargo nets, wheel
safety chocks, reflective tape and protective
padding as well as personal protective gear.
In addition, it is always advisable to mandate
periodic inspections and testings of all
machinery in a production facility. This
consistent monitoring can help to limit
the amount of unexpected malfunctions
while also maintaining a high standard of
production for any type of equipment in the
plant.
STAFF CONSULTATION
The single, most informative way to avoid
OHS issues is for the company to listen to
their staff the people who operate the plant
and who are hands-on in the environment.
All workers should be able to identify
dangers associated with their work. Although
consultation is a two-way street, many
workplaces do the paperwork but do not
follow through with training or ongoing
consultation.
By keeping consultations between staff and
management regarding OHS consistent, a
company is guaranteed to limit the amount of
potentially hazardous risks in the workplace.
PROFILE
DAVID BENDEICH
David Bendeich is the National Sales and
Marketing Manager at ovesco. Utilising
practical lessons learnt from an engineering
trade background, David has employed the
same basics to develop his logical approach
to customer focus through sales and marketing.
Since starting work at ovesco (www.ovesco.
com.au) in 2003, he has promoted the
company brand and way it aligns itself with
the range of products sold, and customers
they sell to.
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lock out a number of different energy sources, such as
large valves, steering wheels on vehicles, a number of
circuit breakers or fuse holders.
The devices are available as standard with one or two
metre cables, and with a steel wire cable, or a plastics
cable for use where metal cannot be used (i.e. electrical
cabinets). Additional cables can be supplied in lengths of
6m or 15m, making these devices suitable for locking out
multiple points with one lock. Accommodates up to four
padlocks.

MFL-2

The full range of Cirlock products are available from your local Electrical Wholesaler.
www.cirlock.com.au sales@cirlock.com.au T 07 5445 2910
 FEATURE

HARD HAT Q&A FEATURE

Health:
If you
are
feeling
down,
say
something
Many men find it difficult to talk to others about suffering
depression. However, the consequences of staying silent can
mothball into even bigger health problems, according to Mental
Illness Fellowship Queenslands Acting CEO Jennifer Pouwer.

20 AUSTRALASIAN MINE SAFETY JOURNAL / Summer 2017 / www.amsj.com.au

Q. Tell me about yourself and your back-
ground in mental health?
A. My initial interest in mental health arose
from two distinct experiences working as an
Occupational Therapist: Firstly, working with
children and their families experiencing trau-
ma, abuse, grief and loss and, in another role,
assisting unemployed individuals with mental
health concerns return to work. These clients
included Defence veterans as well as everyday
employees whose mental health concerns
required reasonable adjustment approaches
by their employers.
As I moved into senior management and lead-
ership roles, this interest grew as did my ability
to influence policy and service delivery design
within community managed mental health and
the child protection system. I joined Mental Ill-
ness Fellowship Queensland in August 2013 as
Director Services, overseeing service delivery
and policy and practice improvement across
our five regions. I have recently stepped into
the acting CEO role at a time of major mental
health reform at the Commonwealth and
State level and the introduction of the National
Disability Insurance Scheme.
Like many of us, my own life has been touched
by family and friends who have had a formal
diagnosis of a mental illness or are seeking to
understand and self-manage their own mental
health concerns, including symptoms, avail-
able supports and treatment options.
Q. Statistics show there is an extremely high
incidence of mental illness and suicide in the
construction and mining industries. Why is
this?
A. There is a considerable amount of evidence
emerging from within these industries that
indicates the high incidence of mental
illness and suicide correlates with a largely
male-dominated workforce that often works
long hours (in some instances for extend-
ed periods of time) and under tight project
deadlines. These workers are less likely to have
regular medical check-ups or seek help for
mental health concerns as culturally, stig-
ma surrounding mental illness continues to
persist, particularly in these male dominated
industries.
In the case of fly-in fly-out (FIFO) and drive-in
drive-out workers, they can be isolated from
friends and families for weeks at a time, result-
ing in loneliness and often leading to excessive
alcohol consumption, substance use and re-
lationship breakdowns. Likewise, construction
work is cyclical, seasonal and sporadic, with
www.amsj.com.au / Summer 2017 / AUSTRALASIAN MINE SAFETY JOURNAL
workers often required to travel long distances
to find work. All of these factors, coupled with
job insecurity and compounded by the lack of
emotional support, often lead to depression
and in some instances suicide.
I think in these industries, it is a combination of
pressurised and often isolated working condi-
tions and an environment where conversations
about how you are feeling are not the norm
and perceived by many men as a sign of weak-
ness. The Australian attitude of shell be right
and getting on with it come at a significant
cost to the wellness of our workforce.
Q. Do you think there is a link between
male-dominated industries and mental
illness?
A. There is definitely a correlation betweenma-
le-dominated industries, such as mining and
construction and mental illness. The statis-
tics relating to mental illness amongst FIFO
workers, for example, are quite significant. A
study by Edith Cowan University revealed in
2015 that FIFO workers are twice as likely as
the general population to have symptoms of
depression, with younger workers aged 18 to
29 being 50 per cent more likely to develop
depression. Not surprisingly, conditions such
as anxiety (22 per cent) and stress (19 per cent)
were also identified as issues in that particular
study. Another startling finding has been that
FIFO workers are six times more likely to die
from suicide than a workplace accident.
Suicide figures within the construction
industry are also shocking, with workers twice
as likely to die by suicide than Australians em-
ployed in other industries. Apprentices are two
and a half times more likely to commit suicide
than other young men of the same age.
Q. There is still a huge taboo surrounding
the discussion of mental illness, especially in
men. How can we combat this?
A. In some respects, there is greater aware-
ness and acceptance around anxiety and de-
pression, and this has been the result of some
good work by organisations that are increasing
their understanding in this space. That said,
there is still much to be done. Many men in
particular can find it difficult to open-up and
talk about how they are feeling, as they fear
being vulnerable and are concerned about
how they will be perceived by workmates.
There is also the fear that their disclosure
could potentially impact on their ongoing
employment or future opportunities within
their organisation.
21
 FEATURE
HARD HAT Q&A FEATURE
small, in our workplaces, and amongst our
own networks of friends and family members.
Asking people how they are, and having open
conversations about mental health and sharing
experiences, normalises mental illness and
reduces stigma. Leadership is required by our
governments and employers alike. Its not suf-
ficient to hold a training session about mental
health if organisations are not then creating
a workplace environment where employees
feel comfortable to let someone know they
are finding things really difficult and may need
help. Managers and supervisors also have to
develop the confidence and skills needed to
identify and approach a staff member they are
concerned about and ask the right questions,
listen and offer their support.
Q. Do you think companies are doing enough
in regards to mental health support?
A. There is always more that can be done to re-
duce stigma around mental illness and provid-
ing mentally healthy workplaces is a positive
start. There is definitely increasing awareness
among Australian businesses about the cost
of mental illness in terms of absenteeism, pre-
senteeism and compensation claims. A recent
PricewaterhouseCoopers mental health report
estimated in 2014 that mental illness costs
Australian businesses approximately $11 billion
per annum. This same report highlighted the
return on investment for successfully creating
a mentally healthy workplace is positive at
2.3 that is, for every $1 spent, there is an
average $2.30 of benefits to be gained.
MIFQ recently launched its own mental health
education and training initiative called intuitis,
which offers workplace programs for staff and
managers alike. We have found the level of
interest for this type of training is increasing
across all sectors. Organisations are not only
wanting to educate their staff but also change
their workplace culture, so that staff feel they
can speak to their manager or a work col-
league if they are feeling overwhelmed or are
not coping. Employees need to know that they
22 AUSTRALASIAN MINE SAFETY JOURNAL / Summer 2017 / www.amsj.com.au
will be supported and not judged or penalised Building resilience is also the key. This gives
in any way for having the courage to speak up. the ability to assess and consider negative
situations as opportunities to learn, grow and
Q. What are some tips for workers who arent develop, rather than challenges that cannot be
sure how to approach the mental health overcome. This might mean changing the way
conversation, whether it be themselves things are usually done or learning a new skill
suffering, or their mates? or approach in response to whatever is going
on in life.
A. Dont be afraid to talk about it; talking open-
ly about mental illness, and the impact it has, If you would like to discuss mental health
improves a persons ability to recover. If youre and wellbeing in your workplace, please
worried about someone but dont feel confi- contact Jennifer Pouwer of MIFQ on 07 3358
dent about talking to them, find someone who 4424 or via email at jenniferp@mifq.org.au
is comfortable speaking with them instead.
Other options include seeking support from
their General Practitioner (GP). GPs might
develop a mental health plan with a person,
which can assist them to get access to a
psychologist and other services that can help
to improve their mental health.
There are also a number of telephone help-
lines, apps and online supports available,
which have been developed to support mental
health. Most workplaces also have an EAP
(Employee Assistance Program) that staff can
access confidentially.
Q. Can you share some tips on how workers
can improve their mental health?
A. Identify what works for you and put some PROFIL E
simple strategies in place to look after yourself.
JENNIFER POUWER
This could include: MENTAL ILLNESS FELLOWSHIP QUEENSLAND
Jennifer Pouwer is a senior executive
spending time with friends and family and with extensive experience in general
management through key leadership roles
maintaining social networks
in service facing, policy and regulatory,
within Commonwealth and State Government
looking after physical health by exercis- portfolios and the non-government sector.
ing, eating healthy foods and consuming
enough water
Her role scope has included the diverse
and complex human service portfolios of
maintaining intellectual and spiritual con-
child protection, disability employment and
nections, such as taking time out to read
vocational rehabilitation services as well as
a book, complete a crossword, undertake community mental health, health, aged care,
mindfulness or wellbeing activities or utilise community services and consulting services.
online apps
Make Mental Health
Your Priority
Have you noticed a change in the behaviour of a colleague or
team member? Are they irritable, indecisive or exhausted? They
could be the one in every three remote workers that experience
mental illness.

Together with its rewards, working in the mining industry can

be challenging, with a higher rate of mental illness, coupled with
social isolation and a high risk work environment. Did you know
though that your actions can make a difference? Research has
shown that a supportive workplace environment can help tackle
mental health problems head on.

Rio Tinto has taken great strides to understanding the mental

health and wellbeing challenges faced by their workforce at
its Weipa bauxite mine, on Cape York. There is nothing more
important than every single one of our people going home
safely after their shift, said Rio Tinto General Manager, Weipa
Operations, Dan van der Westhuizen. Mental health is an
integral part of their personal wellbeing and safety, and we
recognise that as an employer. We have a key role to play to help
create a supportive and mentally healthy workplace.

Recognising the need for further training and support, Rio Tinto
Weipa teamed up with the Black Dog Institute. The training
workshops run by the Black Dog Institute helped to build
capacity in frontline leaders to:

help recognise the signs and symptoms of mental illness

talk about mental health
appropriately support team members with a mental illness
promote self-care and wellbeing in a busy environment.

The Black Dog Institute also provides a range of factsheets,

videos and online tools.

So to find out how you can make a difference in your workplace,

visit http://www.blackdoginstitute.org.au/

Take action.
blackdoginstitute.org.au
 FEATURE

HEAT STRESS

Onsite
dehydration
heat stress and
hyponatremia
warning
A lack of preparation can easily lead to dehydration that can prove fatal for onsite
workers. However, there are some simple steps each workplace can take to prevent
unnecessary danger, writes Tom Haynes.

24 AUSTRALASIAN MINE SAFETY JOURNAL / Summer 2017 / www.amsj.com.au

 HIGH TEMPERATURES PROMPT SAFETY
WARNING IN QUEENSLAND
by Stephen Kariahe
Content Writer at SafetyCulture
With hot temperatures expected across Queensland, employers
are being warned to protect workers from heat stress.
Head of Workplace Health and Safety Queensland Dr. Simon
Blackwood says there is a need for employers to plan ahead
and protect workers from heat stress during the hot summer
months.
A heat stress tool to help predict if heat-induced illness is likely is
available on Workplace Health and Safety Queensland website.
I urge bosses to look after their staff this summer and use
this basic thermal risk assessment tool when it comes to heat-
related illness, Blackwood says.
Employers must provide their workers with heat and sun
protection, as well as general sun safety tips. However,
employees should also speak up if they are concerned that they
are working in an unsafe, hot environment.
If you or your workmates are struggling in excessive heat or
high humidity, do not stall talk to your supervisor immediately.
Employers must ensure workers wear protective gear including
a hat and sunscreen, take adequate breaks, seek shade and
keep hydrated to prevent heat exhaustion, heat stroke, fainting,
and cramps.
Workplace Health and Safety Queenslands managing the work
environment and facilities code of practice provides guidance
for managing the risks associated with outdoor work.
For more information on how to protect your workers this
summer, visit www.worksafe.qld.gov.au or call the Workplace
Health and Safety Queensland Infoline on 1300 369 915.
Photo credit: SafetyCulture Library

A
safety manager working on a major
construction project in the northwest
of Western Australia has stressed the
importance of worker hydration, heat stress
management and education.
Freo Group HSE Manager Warwick Roe
emphasises the importance of electrolytes
in preventing the potentially deadly
condition of hyponatremia, resulting from
the overconsumption of water which dilutes
blood sodium levels.
implementing industrial hydration solutions electrolytes for optimum hydration in harsh
provider, THORZTs scientific-backed Australian conditions.
hydration and heat stress management
program has been embraced by workers.
It is claimed to be:
We have been running it for over two years low in sugar or sugar free
now and it is a great program, Warwick says. gluten free
caffeine free
It comes in at an angle that tries to proprietary electrolyte formula
understand what the industry is about and containing essential amino acids
the needs of the workers themselves. That is
why it fits so well.

We did have a case of hyponatremia last For me it gives scientific validation of the
summer and other companies working process and it has better depth of meaning
onsite also had a few cases, he says. than what other companies are offering.

Roe recalled one unfortunate incident back
in 2015 when one worker had worked in
extremely hot conditions and was affected,
even though he drank about 10 litres of
water throughout the day.
Fortunately, he rang the medical centre in
camp and they were able to come and get
him. He was in quite a bad way and required
urgent medical attention, Warwick says.
The post-incident investigation found the
man could not quench his thirst no matter
how much he drank, a key indicator that
something is not right.
MALNUTRITION IS A FACTOR
Heat stress is another issue on the Freo site,
according to Warwick, who reveals workers
with poor diet and physical fitness are most
at risk, as are those at the beginning of a
swing.
He stresses that training and education
is critical to managing risks, saying how
EDUCATING WORKERS IS THE KEY
Warwick revealed how having THORZTs
hydration and heat stress education
delivered by professional athletes resonates
with workers, and that it has also resulted
in widespread acceptance of urine specific
gravity (USG) hydration testing.
The THORZT program allows management
PROFIL E
to track, monitor and provide feedback to
the workforce. The success of the program TOM HAYNES
means Freo Group will be ramping-up KUDOS MEDIA
testing in the warmer months.
Tom Haynes is the director of Kudos Media,
a Sydney content marketing agency. He has
Warwick adds that in addition to drinking enjoyed an extensive media career, which
the correct fluids, other hydration and heat has seen awards and accolades for his work
stress offerings like electrolyte Icy Poles and as a journalist and editor. He loves to tell a
cooling products also play a part in reducing good story.
heat stress onsite.
Phone: 1300 304 950
THORZT is promised to be a great tasting,
Email: tom@kudosmedia.com.au
scientifically proven mix of cutting-edge
branch chain amino acids and low Gi Website: www.kudosmedia.com.au
carbohydrates for sustained energy release,
combined with a formulated blend of

www.amsj.com.au / Summer 2017 / AUSTRALASIAN MINE SAFETY JOURNAL 25

 FEATURE

MENS HEALTH

Stay in
control
of bladder
bowel and
erectile
function
For whatever reasons, the prospect of an earlier death than
women from preventable diseases has yet to convince some men
to improve their lifestyles. Perhaps the prospect of bladder, bowel
and erectile consequences might provide further motivation, writes
Maria Whitmore.

26 AUSTRALASIAN MINE SAFETY JOURNAL / Summer 2017 / www.amsj.com.au

M
ale deaths outnumber female deaths
across all age groups until they reach
65-plus, but that is only because
so many men are dead before reaching
this age.
Men visit the doctor less often than
women, and only go when their condition
is advanced. According to data from the
Australian Bureau of Statistics back in
2008, some of the most common causes
of premature death among men are heart
attacks, strokes, respiratory disease,
diabetes and lung, colon, rectum and
prostate cancers.
Perhaps an added incentive for taking
better care might be the knowledge that
certain habits like those prescribed by
the Continence Foundation of Australia for
healthy bladders and bowels also lower the
chance of developing erectile dysfunction
and incontinence.
Healthy habits for warding off some of most
common killer diseases are essentially the
same as those for promoting good bladder
and bowel health which equates to a
better chance of living with full control of
bladder, bowel and erectile function.
LACK OF AWARENESS IS TO BLAME
Continence nurse advisor and National
Continence Helpline coordinator Stephen
Marburg says men are often unaware of the
impact lifestyle habits had on their bladder
and bowel.
Drinking enough fluids is a big issue,
particularly for men working long hours with
few breaks. If the urine is darker than pale
lemon colour, theyre not drinking enough,
he says.
And if theyre not drinking enough, their
urine gets concentrated and irritates the
bladder, which tries to get rid of it. That
causes frequency and urgency.
Marburg warns drinking too many caffeine
or sugar-based fizzy drinks can irritate the
bladder too.
And alcohol, which is a diuretic, [should]
only [be consumed] in moderation, he says.
Constipation is another significant issue,
particularly if men do not drink or exercise
enough, or eat too many processed foods.
Not many people realise that constipation
has a big impact on the bladder. A full
compacted bowel can push up against the
bladder, risking accidental leakage which is
urge incontinence, Marburg says.
And straining on the toilet when you
are constipated can stretch and weaken
the pelvic floor muscles, much like
overstretched elastic. These muscles are
really important for continence.
MUSCULAR DAMAGE IS A POSSIBLE
CONSEQUENCE
Pelvic floor muscles could also be stretched
and damaged as the result of being
overweight or by ongoing, excessive heavy
lifting.
Marburg describes the pelvic floor muscles
as trampoline-shaped and stretching from
the tailbone to the pubic bone, and between
both sitting bones.
They are responsible for holding up the
pelvic organs and closing off the urinary
and anal sphincters. They also play a role in
gaining and maintaining erections, he says.
www.amsj.com.au / Summer 2017 / AUSTRALASIAN MINE SAFETY JOURNAL
In the past the focus has been on women
doing their pelvic floor exercises, but we
now know that they have benefits for men in
conditions associated with prostate disease
and erectile dysfunction. There is good
research telling us they can be effective
in the treatment of premature ejaculation
(Pastore et al, 2014) and erectile dysfunction
(Dory et al, 2005).
Recent Australian research has found that
men who perform pelvic floor exercises
before prostate surgery regain their
continence earlier than men who start them
after surgery (Chang et al, 2015).
TOILET TRAINING COULD BE THE KEY
The final step for bladder and bowel health
was the development of good toilet habits.
You should only have to go urinate four
to six times a day, and perhaps once
overnight, Marburg says.
The normal range of bowel motion
frequency, he says, is anywhere between
three times a day to three times a week, and
the best time to go is as soon as the urge is
felt.
This urge is the gastrocolic reflex - the mass
movement of contents through the bowel,
and it happens about 10 to 30 minutes after
a meal, most strongly felt after breakfast,
Marburg says.
The stool should not be too hard, and
should come out relatively easily. If you hold
on too long, the urge will pass and you risk
constipation.
Marburg also recommended the use of a
foot-stool for adopting the correct sitting
position leaning forward with knees higher
than the hips which straightens out the
27
 Five steps to healthy bladders and
bowels, as recommended by the
Continence Foundation of Australia,
include:
Drinking well
Eating healthy
Keeping active
Toning your pelvic floor
Practicing good toilet habits

colon and makes it easier for the bowel to be improved, if not cured, he says.
empty.
Marburg urges men with any bladder
CONCERNED MEN ARE SEEKING HELP or bowel concerns to visit their General
Practitioner or speak to one of the
Marburg reveals that around 30 per cent continence nurse advisors on the free and PROFILE
of calls to the Helpline are from men, who
are often highly embarrassed about their
confidential National Continence Helpline by
phoning 1800 330 066.
MARIA WHITMORE
EDITOR, CONTINENCE FOUNDATION OF
incontinence problems.
AUSTRALIA
Visit continence.org.au for more
Remember, you are not alone and there is information. For instructions on male pelvic Maria Whitmore is editor and journalist
a lot of help out there. While incontinence is floor exercises, log onto at the Continence Foundation of Australia
not normal at any age, in most cases it can physiotherapy.asn.au (CFA), the peak body for continence
promotion, management and advocacy.
CFAs mission is to represent the interests
REFERENCES of Australians affected by, or at risk of,
bladder and bowel control problems and
Pastore A.L. et al (2014). Pelvic floor muscle rehabilitation for patients with lifelong act as an advocate for their interests. CFA
premature ejaculation: A novel therapeutic approach, Abstract at the 29th Annual EAU is supported by the Australian Government
Congress. Department of Health under the National
Continence Program.
Dorey G1, Speakman MJ, Feneley RC, Swinkels A, Dunn CD. (2005), Pelvic floor
For more information email m.whitmore@
exercises for erectile dysfunction. BJU Int. 2005 Sep;96(4):595-7.
continence.org.au or phone 03 9347 2522
and visit www.continence.org.au

28 AUSTRALASIAN MINE SAFETY JOURNAL / Summer 2017 / www.amsj.com.au

REGULAR

GOVERNMENT POLICY

Laws finally changed to protect

miners against black lung
Authorities have yielded to widespread concerns about the horrifying effects of black lung, and passed new rules to protect
Queensland coal miners from the deadly disease, writes Richard Szabo.
Queensland Parliament will make a suite of health and safety reforms
become law from 1 January 2017.
Changes have been made to coal health and safety laws that
will make dust level information publicly available. As part of the
changes, health checks will be compulsory for underground and
above-ground miners as well as reporting of black lung cases to the
State Government.
These regulatory changes are a critical element of our commitment
to detect and prevent all forms of coal mine dust lung disease
including coal workers pneumoconiosis, Queensland Natural
Resources and Mines Minister Dr Anthony Lynham says.
This is a disease that does not belong in the 21st Century, and I am
determined to continue to work with industry, unions and doctors
to protect our coal miners. This system ensures every workers chest
x-ray is examined independently by at least two medical experts.
I encourage any mine worker past or present who has concerns
about their respiratory health to see their doctor.
Eighteen Queensland miners have been diagnosed with coal
workers pneumoconiosis, which is caused by long-term exposure to
respirable coal dust.
Following introduction of the dual reading screening system in July
2016, more than 2000 coal mine worker chest x-rays have been read
first by an Australian radiologist and sent to be read by the National
Institute for Occupational Safety and Health.
Under the new regulations:
All new coal mine workers will undergo a health assessment,
including respiratory function and chest x-ray examinations, on
entry into the industry enabling doctors to detect changes
that may occur over time
Above-ground coal mine workers will undergo a chest x-ray and
respiratory function test at least once every 10 years. If they
have worked underground, it will be at least every five years
Companies will be required to provide dust monitoring data to
the mines inspectorate every three months
An advisory committee of industry, union and government
representatives will review the data and it will be published
online
Black lung will become a notifiable disease, meaning mining
companies must report known cases to the queensland mines
inspectorate
Coal mine workers permanently retiring from the industry can
now ask their employer for a retirement examination, including
respiratory function and chest x-ray examination
Chest x-ray examinations to be performed in accordance with
international labour organisation guidelines
Tougher regulations are part of the three-pronged approach
announced in july to:
Prevent new cases of coal workers pneumoconiosis
Identify existing cases early
Provide a safety net for workers with the disease

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 REGULAR
RISKY BUSINESS
What is your risk
culture like?
Safety Dave exposes a variety of common risk cultures that can exist in the workplace, and how to address them.
LETS START WITH CULTURE
Culture presents a paradox for most
organisations and people in that it is easy
to talk about but difficult to define. That is,
most people can readily comment about
what the culture of their organisation is like
(good, bad, toxic, positive etc.). However, if
asked to define it many struggle and, in my
experience, they typically default to the idea
of culture being about behaviour.
The most common culture as behaviour
definition is culture is what we do around
here. This idea is convenient in that it
provides a nice and simple definition to
something we might sense as being complex
but, in the end, it is too simplistic to be useful.
It implies that to understand the culture of an
organisation, all I would have to do is observe
the behaviour but this tosses-up a number of
issues.
WHAT ABOUT NIGHT SHIFT?
Do you change your behaviour depending
on where you are and who you are with?
30 AUSTRALASIAN MINE SAFETY JOURNAL / Summer 2017 / www.amsj.com.au
Do workers behave differently during night
shift compared to day shift? Does behaviour
change in the lead-up to a big audit? These
all show that behaviour varies within the
culture of the organisation or group. In fact,
culture is typically very difficult to change, so
it is not culture changing before an audit; it is
people implementing solutions.
CULTURE IS ABOUT SHARED BELIEFS
An alternate view (from behaviour) is that
culture is about the shared underlying
assumptions that drive behaviour at a
group level. These shared underlying
assumptions are group based beliefs about
the organisation that have been developed
over time in response to internal and external
challenges and, importantly, they are
considered to be valid enough by the group
to be passed onto others.
In this world, culture is messy and complex.
It resists easy classification or measurement
because it sits within each of the individuals
who make it up. However, it helps explain
why we change our behaviour depending
in where and are and who we are with; why
night shift can have a different but consistent
set of behaviours even though different
people work it; and why people react the way
they do in the lead-up to audits. In essence, it
is because they have either learnt to or been
taught to.
YOUR RISK CULTURE
So your risk culture, a subculture of the
broader organisational culture, is about
the beliefs and shared assumptions that
exist in relation to risk not the risk related
behaviour. To identify risk culture you need
to look behind the behaviour to discover the
assumptions and beliefs driving it.
There will be further discussion about how
you can do this soon but, to give a bit more
of an idea, these are the types of things I am
interested in discovering to help uncover the
risk culture of an organisation:
How is risk being defined?
What is considered risky around here
(safety, environment, financial, etc.)?
 How do the staff think the organisation is about beliefs and not behaviour, and you corporate line on risk; ask them to tell you
perceives risk (eg. threat or cannot really see beliefs. A good place to about what risk means to them; ask them to
opportunity)? start is with language. That is, what people
talk to you about what they consider to be
say collectively and individually. At its heart,
WHY BOTHER? investigating culture is about engaging and risky? Ask them what they think about the
listening to people, not observing them. In way the organisation tackles (not manages)
Risk seems a central part of every business my experience, if you ask questions in the risk? That will give you much more insight
now, whether it is discussing risk in general, right way, and then genuinely listen, you will
about risk culture than any behaviour.
or having to complete a risk assessment gain an insight into what people think. I try
each time you start a shift. However, if we to ask questions like tell me about or talk
have different underlying beliefs about risk, me through , rather than what is or do
it creates dialogue and great difficulty in you.
achieving a meaningful outcome. This is
because the real issue for culture is not so FINAL WORD
much whether it is positive or negative, it is
whether it is consistent and predictable or Culture and risk are both very complex issues
cracked and disconnected. that resist simplification. However, there is
huge opportunity in embracing both in a
By way of example, within safety we nearly meaningful way. As mentioned above, the
always treat risk as if it were bad (is the goal real danger with culture is where it is cracked
not to eliminate risk wherever possible?). and disconnected. Where what is said by
What if individuals doing the work think that the organisation is not matched with what
risk is okay? What if their belief about risk people believed who are a part of it. Where
is that without risk there is no learning or an organisation says they value learning, for
growth? Or what if the organisation thinks the example, but suppresses risk-taking to the PROFILE
purpose of using a permit to work-process point where innovation and growth cannot
equates to managing safety risk, but the happen because people have learnt if you DAVE WHITEFIELD
people using it believe it is just to manage make a mistake you will be fired. DIRECTOR - PEOPLE AND RISK
legal risk (to protect someone)?
With culture you cannot go straight to the fix, Dave works with organisations to enhance
HOW IS CULTURE PERCEIVED? you have to go through the discovery process engagement and connection, specifically in the
areas of leadership and culture
first. Go and have conversations with people
This is a tricky question given that culture about risk, but do not ask them to repeat the

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 REGULAR
SAFETY CULTURE
Leadership and
pathway to safety
culture
Historically, there have been varying views on the meaning of safety culture. Goran Prvulovic
shares different perspectives that might surprise you.
S
afety Culture is indeed a tough subject.
In fact the mere term culture, from the
organisational perspective, is still a term
for which there is no unilateral agreement.
This subject has been extensively covered
by work of prominent organisational culture
thought leaders such as Schein, Weick,
Reason, Hudson, Hopkins and others.
Historically, there have been varying views
on the meaning of safety culture. It was often
described as a summary of individual and
collective values, assembly of characteristics
and attitudes, collective mindfulness or
shared basic assumptions. Most of those
ideas currently converge around one central
point, which describes safety culture as a set
of accepted collective practices within the
organisational environment or as Schein put
it so eloquently in the early 1990s: The way
we do things around here.
SAFETY CULTURE IS ABOUT VALUES
Both, Reason and Hopkins align in the view
that previously accepted description of
safety culture being about individual and
collective values or shared assumptions
is not as useful as viewing the culture as
collective practices, mostly as practices
can over time influence individual values
which are notoriously difficult to change. The
notion is that by changing organisational
practices, the culture can be modified much
more readily and efficiently, according to
Hopkins.
From the safety practitioners point of
view, this is something of a revelation. The
idea makes perfect sense. Why attempt to
change peoples values when the only thing
really needed in order to change culture
is to focus on what is actually done in
organisations? If people change practices,
32 AUSTRALASIAN MINE SAFETY JOURNAL / Summer 2017 / www.amsj.com.au
they will change cultures and also, in time,
individual values.
This is where things start to become difficult;
the idea about collective organisational
practices is more than 25 years old, yet it
does not appear to have inflicted much
change or at least not a widespread
transformation in organisational behaviour.
This is an interesting development and in
order to understand the issues, the idea
needs to be well understood and examined.
DECISION MAKERS FUNDAMENTALLY
OWN SAFETY
The concept of collective practices
developing and influencing organisational
safety culture is based on a fundamental
ownership of safety amongst the most senior
decision-makers, especially on their own
behaviours and practices. Responsibility,
accountability and ownership for safety
culture rests firmly with senior management
as a building block of not only the safety
culture, but organisational culture as a whole.
Schein, Reason and Hopkins clearly
of verbalisation of safety and observable
articulate this thinking with Hopkins
leadership behaviours and practices
describing this as: It is the leaders who
displayed in daily business conduct,
determine how the organisation functions
and it is their decision-making, which especially in decision making. Actual
determines whether an organisation exhibits observable practices of senior leaders are
the practices which go to make up a culture those that fundamentally underpin the verbal
of safety. This clearly identifies leadership commitment, set the importance of safety in
at the senior organisational levels as the key the organisation and in turn create a culture
creating factor of safety culture, and this of safety in a true sense of it being the way
view is a mainstream thinking in the safety we do things around here.
profession as it is in modern concepts of
management and organisational behaviour. Those practices are specifically around
what senior leaders in organisation
TURN CULTURE INTO THE WAY THINGS emphasise in their daily conduct, what they
ARE DONE make important through verbal and body
language, what they routinely question,
It is paramount to highlight the difference measure, recognise, reward and see as
between leadership commitment in context the fundamental factor in promotions
 REGULAR
SAFETY CULTURE
and especially how they make operational
decisions in terms of making safety an
ultimate priority at the sharp end.
Perhaps the real question steaming from this
discussion is: Can a good safety culture exist
on the organisational level without those
practices of the most senior leaders? In the
authors view, and in the view of many senior
safety professionals, it is highly unlikely
at least not in the way safety culture is
generally being perceived as a stable, caring,
mindful, sustainable and consistent display
of expected behaviours and practices
especially at operational, work execution
levels.
The reasons for this are simple; practices
of the most senior leaders arguably set
what is really important in the organisation,
behind the fanfare and formal advertised
position, organisational language or fancy
slogans. Those observable practices and
behaviours of senior leaders are consciously
and unconsciously modelled and conformed
to by senior operational managers and are
in the same way relayed and cascaded
further down the stratum levels to their
direct reports, amplifying and modifying
along the way until they reach workers at the
sharp end. This often causes big differences
between work execution methods and
professed organisational values, with a
shock and surprise effects at the top of the
organisation when major accidents occur.
HUMAN PSYCHE PLAYS A BIG PART
Contrary to some behaviourally based safety
approaches, tendency and motivation to
behave safely is deeply embedded in human
psyche. The appropriate skillset, alignment
of professed organisational values with the
actual operational practices of the leadership
team are the most critical elements for
what people really need to be able to work
safely and be mindful of risks. Achieving this
alignment is the most effective method in
achieving behavioural modification in the
workplace from the safety perspective, far
surpassing ability and effectiveness of any
other behaviourally based safety program or
method.
The ability of senior management and the
leadership team to understand the impact of
their own behaviours, practices and be aware
of hidden subliminal messages often
passed through verbal, written, oral and
body language is fundamental for creating
the organisational safety culture. Even more
so, the ability to show courage, willingness
to change and adjust those practices at the
most senior levels is absolutely essential for
taking the organisation on the journey of
cultural improvement. It is the only way to
build and sustain a successful safety culture.
34 AUSTRALASIAN MINE SAFETY JOURNAL / Summer 2017 / www.amsj.com.au
This article will not discuss the reasons why
some organisations and their leadership
team take different approaches, which
distance top leadership and management
layers from safety or pursue strategies that
are based on a belief that safety culture can
be grown at lower organisational levels and
flow from the bottom up. Those reasons are
worthy of separate discussion. However,
there is one critical factor that needs to be
noted because it exists in various forms in
all organisations and alongside observable
behaviours and practices of senior
leadership, it is yet another critical indicator
of the particular stage in organisational
cultural development
PEOPLE AS SOLUTION AND AGENTS OF
SUCCESSFUL RECOVERY
Seniorleadership
disconnected,poor
ownershipofsafety
Inhibited
Disengagedseniorline
management,notaccountablefor
safetyperformance
Peopleareseenaskeyaccident Humanerrors(unsafeacts)are
causationagents.Blameand
managementbyfear
Poorleadership,supervisionand areprevalent
managementskills
Nooperationalaccountabilityfor
safetyperformance,safetyis
delegatedtoSafetyManagerand
advisors
Poorcommunicationandlackof
transparency
Manyinjuriesareseenas incident
unavoidable
Mostfrontlinestaffnot withlagindicatorswithInitiatives
interestedinsafety(apathy)
Unwillingnesstoreporterrorsand Poorreportingculture
nearmisses
Lowoperationaldiscipline,
inconsistentinworkmethods,
safetybreachesandshortcutsare
common
Peopleasaproblemandcausesofaccidentsandlosses
3 system
People as a problem and causes of
accidents and losses
People as a factor to control
People as an integral part of the system
The view of people, which is often
consciously and unconsciously driven and
supported from the senior organisational
levels, differs across organisations and
industries and ranges from a viewpoint that
people are the key problem, which needs to
be fixed and controlled to people being an
integral part of the system and finally to a
view that people are the solution and agents
of successful recovery. There is a clear
correlation of those viewpoints to individual
stages of organisational cultural maturity.
Each of those stages is unique and clearly
identifiable from a variety of observable
indicators and characteristics.
LEADERSHIP SAFETY CULTURE MODEL
There have been many concepts and
models designed and used over the years to
Seniorleadershipnot
walkingthetalk,unaware
oftheimpactsoftheir
behavioursandpractices
Reactive
Limitedaccountabilityofseniorline
managementforsafety(mostlyafter
majoraccidents)
Heavyfocusonsystemsdevelopmentand
commonlyidentifiedasrootcauses
ofaccidents.Punitiveapproaches
Accountabilityforsafetyis
delegatedtosafetyfunction
Problemsandvulnerabilitiesare
mostlyidentifiedviaaccident
investigations,accidentsare
repeated
Safetyisonlyimportantpost
Safetyperformanceismeasured
drivenfrominjurydata
Heavyfocusonbehaviouralsafety
programs(fixthepeopleapproach)
Safetyisnotapriorityinoperational
activities
Seniorleadershipmakes
consciouseffortstoensure
theirbehavioursandpractices
aremodelledbylinemanagers
Transitional
SafetyKPIsformanagershowevermostly
lowerrankingmanagersareheld
accountable
heldaccountableforsafetyperformance
proceduralcompliance
Safetyisarecognisedlinemanagement
accountability,Safetyprofessionals
emergingascoachesandmentorsrather
asownersanddoers
Supervisorsactivelyinvolvedinaccident
investigations
Managementrecognisessystemicnature
ofaccidentsandimpactofmanagement
decisions
Emergenceofproactiveanticipationand
analysisofrisksatseniorlevels(whatif)
Developmentandpartialimplementation
ofjust,flexibleandlearningcultures
Improvedemployeeengagement,
communications,sharingoflearnings
Increasedrelianceonleadindictors,data
drivenmeasurementofsafety
performance
Safetyasapriorityisverbalisedbutoften
takesastepbackatworkexecutionlevel
Peopleasafactortocontrol
Figure1PathwayLeadershipSafetyCultureModel
describe different stages of organisational
safety culture and the journey to safety
excellence. Two most distinct models still in
use today are the DuPont Bradley curve and
Hudson evolutionary model. Each of them
has served as a valuable step in progression
of safety efforts worldwide with some
distinct differences of note.
Bradley curve describes four stages in this
journey, beginning with a reactive stage
where safety is practiced by natural instinct
where people are not taking responsibility,
and progressing towards the final stage
where safety is owned at frontline levels and
employees feel responsible for themselves
and others. This model makes two critical
assumptions. Firstly, the reactive stage is the
beginning of organisational journey and no
other stages exist, which are lower on this
evolutionary scale.
Seniorleadershipowns Seniorleadership
safety,drivesaccountability, behavioursandpractices
consistentlydemonstrate
makessafetyimportant
thatsafeproductionisa
throughtheirpracticesand
behaviours primarymeasureofsuccess
Mature Resilient
SafetyKPIsembeddedatall
managementlevels,linkedtopromotion
SafetyKPIsasaformality,safetyisa
decidingfactorinpromotionsatall
andrewards.Seniorlinemanagersare levels.Operationsareproudoftheir
ownershipofsafety
Systemsevolvingtocaterforhuman Systemsdesignedaroundhuman
factors fallibility
Qualifiedandexperiencedsafety Qualifiedandexperiencedsafety
professionalsathighestorganisational professionalsatexecutivelevel,
levels,othersareintegratedin involvedindecisionmaking.Safety
managementteamsandusedascoaches functionincoachingroleatalllevels
Supervisorsaresafetyleaders,leading Highcompetenceoffrontlinestaff
safetyinvestigations
Genuinecooperationwiththeworkforce
Just,informed,flexibleandlearning
culturesoperatingwithsupportofthe
Capable,trainedfrontlinemanagement workforce
Risksareanticipatedandevaluatedat Constantlylookingforvulnerabilities,
planninganddecisionmakingstages verifyingcriticalcontrolsandresponse
tounexpected.Highoperational
Proactiveidentificationandevaluationof
risksandcriticalcontrols discipline
Transparencyincommunications Lookingdeepintoevents,building
Just,flexibleandlearningculturesare knowledgeratherthandumbingdown
functional Frontlinefeedbackisseenascritical
LeadIndicatorsasprimarymeasureof Flexible,expertisebaseddecision
success makinginhighrisksituations
Safetyisapriorityinplanningand Safetyismeasuredbypositivesand
executionofwork proactivemeasurestaken
Nocompromiseapproachonsafetyin
executionofwork.Widespreadself
reinforcementofexpectedstandards
atoperationallevels
Peopleasanintegralpartofthe Peopleassolutionandagents
ofsuccessfulrecovery
The second is based around people and
their natural instincts. By placing human
natural instincts at the lowest end, this
model points-out an inherent unsafe nature
of humans if they are not controlled or
otherwise motivated. In authors experience,
this is hardly the case; people are generally
very responsible, calculated risk takers by
design, have strong natural sense of self
preservation and the ability to work safely,
which needs to be promoted and enhanced
not suppressed thought control and
restriction.
There are many industrial examples
worldwide where human natural instinct
and the use of heuristics in rapid decision-
making has saved the day. It is the strange
thing we have developed technology to try
to eliminate or control the human condition
and our imperfect design, but are at the
same time relying on human natural instinct
to control those systems, feel things system
cannot, adapt to unexpected and bring them
back to normal from malfunction. When
we consider this, it is difficult to see human
natural instinct as unsafe.
Essentially Bradleys curve passes the
message that people are a problem to
control, and it places the crucial emphasis
on ownership of safety and responsibility
on individuals, specifically those on the
sharp-end. It does not mention criticality
of leadership, their own accountability
or influence of their practices on the
organisational safety culture. On the other
hand, the Hudson model is much more
comprehensive. It acknowledges importance
of a top-down approach in driving safety
culture and the correlation between
management beliefs, their allocation of
priorities and organisational ability to
change.
The pathway model proposed in this paper
is a leadership safety culture model. It
is intended as yet another step forward
in the quest for providing pathways to
organisational cultural development.
Amongst other traits typical for each phase
in organisational cultural development,
the model is based on the following key
characteristic and principles:
Behaviours and practices: Of the most
senior leaders are key factor in defining the
entire organisational behaviour towards
safety by directly and critically influencing
the behaviours and practices at all stratum
levels, defining what is really important in the
organisation, setting acceptable norms and
creating a culture of safety.
Ownership and accountability: For safety
performance belongs with the line
management. How this is allocated and
applied in an organisation is a typical
characteristic of the particular stage on
the journey to developing a safety culture.
It speaks volumes of how the organisation
understands modern principles in safety
and risk management, organisational
development and business improvement. It
THIS IS A SPECIFIC VIEW EACH ORGANISATION HAS OF
PEOPLE, THEIR ROLE IN ACCIDENT CAUSATION AND
DEVELOPMENT OF SAFETY CULTURE:
Disengaged senior line management, not accountable for safety performance
People are seen as key accident causation agents. Blame and management by
fear
Poor leadership, supervision and management skills
No operational accountability for safety performance, safety is delegated to the
safety manager and advisors
Poor communication and lack of transparency
Many injuries are seen as unavoidable
Most front-line staff are not interested in safety (apathy)
Unwillingness to report errors and near misses
Low operational discipline, inconsistent in work methods, safety breaches and
shortcuts are common
indicates risk savviness and organisational
maturity of the leadership team and their
real commitment to improving safety
performance. Consistent ownership of
safety and good safety performance cannot
sustainably exist at the sharp end without
strong ownership of safety at the most
senior levels of management as well as a
willingness to hold accountable those who
are entrusted with planning, scheduling,
resourcing and executing operational
activities.
The view of people and their role in safety
is a defining component of organisational
safety culture and each step on the journey
towards a culture of resilience. Particular
view of people significantly influences
the entire approach of health and safety
management, starting with the content and
flavour of safety management systems,
allocation of responsibilities, practices of
management and supervision and execution
of work.
PATHWAY SAFETY CULTURE IS NOT
EVOLUTIONARY
The pathway safety culture model is not
an evolutionary model. To call it as such
would be to potentially imply some kind
of autogenous, spontaneous or semi-
spontaneous cultural change. This is
important in the context of understanding
past efforts of some organisations to change
culture from the bottom-up via various safety
interventions, aimed at changing behaviours
of workers without changing practices of the
senior leadership team.
Safety culture does not evolve on its own
or develops from the bottom up with
support from above. This is the critical
mistake from the past. Instead, in order to
be created enhanced or changed, safety
culture requires a conscious, systematic
www.amsj.com.au / Summer 2017 / AUSTRALASIAN MINE SAFETY JOURNAL
and consistent effort from the top of the
organisation downwards, backed up with the
consistent alignment of safety values with
actual demonstrated practices the same as
production or any other type of culture.
Pathway model is a leadership and change
management model, describing critical
observable organisational behaviours
present in each cultural stage as well as
direction and practical improvements
organisation can undertake to continue
on the journey. This journey and appetite
for continuous improvement is entirely a
conscious choice of the senior decision
makers.
The model does not suggest each
organisation begins the journey from the
same starting-point. There are organisations
which are in reactive or transitional
space even at their conception and
commencement of business activities, as
are those which evolve to mature stage and
slip back into lower stages, often through
change in leadership and structure. Journey
in this space is a very dynamic affair and
almost completely connected to quality,
resolve and changes in top organisational
leadership.
Some important characteristics of each
stage in the Leadership Safety Culture Model
are:
Inhibited: This stage is marked not by
a lack of care as suggested sometimes
in other models, rather by a significant
disengagement at the senior leadership
levels from safety accountabilities,
with poor ownership of safety where
the general view is that safety is the
responsibility of workers and safety
professionals. At this stage senior decision
makers do not drive accountability for
safety with line managers and people
being seen as the main causes of
accidents, with widespread punitive
actions being taken. Human factors are
poorly understood and managing by
fear and blame is common. Reporting
culture is reduced to events which cannot
be hidden, learning culture is in infancy,
apathy towards safety at the sharp end
is prevalent and operational activities
are undertaken with little planning or
anticipation of risks. Repeats of similar
events are common. Many organisations
begin their journey in this space but some
stay in this space for a very long time
Reactive: In this space behaviour and
leadership practices at the top levels
are often paradoxical in nature. Senior
leadership understand the expectation to
make safety important, they verbalise it
but their actual decision-making actions
and practices are inconsistent and often
35
 REGULAR
SAFETY CULTURE
TRANSITIONAL Senior leadership not walking the talk, unaware of the impacts of their behaviours and practices
RESILIENT Senior leadership owns safety, drives accountability, makes safety important through their practices and behaviours
MATURE Senior leadership behaviours and practices consistently demonstrate that safe production is a primary measure of success
contrary to professed values. They believe
this verbalisation of safety is enough to
set the scene of what is important and are
unaware of the negative influence of their
behaviours and practices to stratum levels
below. At this stage in development, line
managers are generally unaccountable for
safety performance unless in rare cases of
significant events. Ownership of safety is
generally delegated to safety function and
safety only becomes important after major
incidents occur. Incident response often
consists of a mass display of commitment
by gathering important managers, making
promises and pledges with going back to
old ways soon afterwards. Human action
is routinely identified as a root cause
in accident investigation with almost
obsessive views of individual human
behaviour driving, in some cases, multiple
applications of behaviourally based safety
approaches aimed to fix people
Transitional: This stage is a very
important stage in development for any
organisation striving towards reliability and
safety excellence. It is a game-changer
as it means the leadership team is not
only starting to be self-aware of the
influence their practices have on stratum
levels and the messages they send, they
are also starting to focus on ensuring
those messages are interpreted correctly
and modelled by senior line managers.
Transference of the same messages to
lower-ranking managers and supervisors
is often inconsistent. Ownership and
accountability for safety performance is
shifting towards line management where it
rightfully belongs and safety professionals
are starting to be used as thinkers and
coaches to management structures rather
than doers. This stage is marked by
strong number and incident rates focused
approach to management of safety, heavy
reliance on compliance in applications
of systems and processes as well as
emergence of learning, just and flexible
cultures. The value of people engagement
is recognised however people are seen
as a factor to control in terms of making
systems functional. Punitive approaches
for noncompliance are common. However,
the understanding in human fallibility is
also emerging and influencing outcomes
of some accident investigations. Some
36 AUSTRALASIAN MINE SAFETY JOURNAL / Summer 2017 / www.amsj.com.au
INHIBITED Senior leadership disconnected, poor ownership of safety
flexibility exists for users at sharp end to
change systems of work. It is important
to note that some organisations stay in
this space for a very long time, drifting in
and out between reactive and transitional
stages. The step towards mature culture
is probably the most difficult one to make
and it requires serious commitment from
mature and trained leadership
Mature: At this particular stage on the
journey, senior leadership is of particular
quality and very self-aware. They are
mindful of safety implications resulting
from their decision making processes,
they drive strong accountability with
line management and are modelling the
importance of safety through their own
behaviour. They hold safety as a key factor
in promotions and allocation of rewards,
maintain frequent visibility at sharp end
and ensure that messages they pass are
consistent and being followed by local
leaders. Safety professionals are firmly
accepted as coaches and mentors with
strong presence at executive levels.
Supervisors are recognised as a critical
role and are trained, supported and
expected to own safety performance
of their teams. Focus on systems and
processes are strong. However, they
are increasingly being developed to
accommodate human condition rather
than the other way around. People are
seen as an integral and critical part
of the system with corresponding
cooperation and involvement. Risks are
routinely assessed in decision-making
with increased focus on catastrophic
risk management and departure from
previous number driven, high frequency
low consequence events.
Resilient: This stage is marked by mature
leadership, which has a high degree
of understanding how organisational
safety culture is formed, enhanced
and sustained. This leadership is able
to consistently display behaviours and
practices, which are completely in line
with professed values and organisational
advertised position and that demonstrate
safety results are not only valued
but a primary measure of successful
production. Senior leadership does this
by paying systematic attention to safety
REACTIVE
in everything they do; it is simply a way
of life and modus operandi. In this final
stage, accountability for safety by line-
management is a basic paradigm, and one
demonstrated with pride. Lines between
management and workers are blurred;
at least when it comes to safety and the
frontline staff is not an owner but rather
a partner in the ownership of culture.
Leadership and promotions are defined
and obtained by safety related behaviours,
practices and achievements. Organisation
is fully aware at all levels that just by
reaching this state, organisation has not
reached a final destination. Its journey
and the real task of maintaining constant
state of awareness, probing the existing
controls and looking for unexpected has
only just begun.
Safety KPIs are used as a formality;
safety is a deciding factor in
promotions at all levels. Operations
are proud of their ownership of
safety.
Systems are designed around
human fallibility.
Qualified and experienced safety
professionals at executive level, are
involved in decision making. There
is a safety function in coaching role
at all levels.
High competence of frontline staff.
Just, informed, flexible and learning
cultures operating with support of
the workforce.
Constantly looking for
vulnerabilities, verifying critical
controls and response to
unexpected. High operational
discipline.
Looking deep into events, building
knowledge rather than dumbing
down.
Frontline feedback is seen as critical.
Flexible, expertise based decision-
making in high risk situations.
Safety is measured by positives and
proactive measures are taken.
No compromise approach on safety
in execution of work. Widespread
self-reinforcement of expected
standards at operational levels.

HOW TO AFFECT CHANGE
Embarking on a journey of cultural change is
not a simple process for any leadership team
and it usually requires external assistance
and coaching. As a guide, the following are
essential steps and phases, which need to be
taken and experienced by the top leadership
team:
Realisation: Coming to terms with
reality and a need to change can be
very confronting and challenging,
even amongst the most experienced
executives. There has to be a process of
internal justification, which needs to be
driven from the moral standpoint more so
than anything else, despite the fact that
Senior leadership makes conscious eorts to ensure their behaviours
safety is indeed a good business.
and practices are modelled by line managers:
Desire and alignment: Just because
there is a need to change does not mean
that all members of the executive team
will be ready to embark on it. Alignment
at this level is absolutely paramount
for success as many attempts to affect
significant organisational changes have
failed precisely for this reason. Alignment
is a job for a CEO who is the main owner
of the whole organisational culture and
a key change agent in this process.
Executives are either on, or off the bus
that CEO is driving forward, it is usually as
simple as that.
Safety KPIs embedded at all management levels, linked
to promotion and rewards. Senior line managers are held
accountable for safety performance.
Systems are evolving to cater for human factors.
Qualiied and experienced safety professionals are at the highest
organisational levels, others are integrated in management
teams and used as coaches.
Supervisors are safety leaders, leading safety investigations.
Genuine cooperation with the workforce.
Capable, trained front line management.
Risks are anticipated and evaluated at planning and decision
making stages.
Proactive identiication and evaluation of risks and critical
controls.
Transparency in communications.
Just, lexible and learning cultures are functional.
Lead Indicators are used as primary measure of success.
Safety is a priority in the planning and execution of work.
Limited accountability of senior line management for safety
(mostly after major accidents).
Human errors (unsafe acts) are commonly identiied as root
causes of accidents. Punitive approaches are prevalent.
Accountability for safety is delegated to safety function.
Problems and vulnerabilities are mostly identiied via accident
investigations, accidents are repeated.
Safety is only important post incident.
Safety performance is measured with lag indicators with
initiatives driven from injury data.
Poor reporting culture.
Heavy focus on behavioural safety programs (ix the people
approach).
Safety is not a priority in operational activities.

Assessing ability: Senior leadership team

needs to be objective and realistic of what
they are trying to achieve, what resources
they need and key strengths they are
missing and need to introduce to ensure
successful change. Very few organisations
are ready and able to embark on this
journey from the emerging or reactive
stage completely on their own. They
usually require specialised, often external
resources and internal champions or
project leads. Taking the organisation
on the journey unprepared can be very
damaging and disheartening for everyone.

www.amsj.com.au / Summer 2017 / AUSTRALASIAN MINE SAFETY JOURNAL 37

 REGULAR
SAFETY CULTURE
Safety KPIs for managers however
mostly lower ranking managers are
held accountable.
Heavy focus on systems
development aAnd procedural
compliance.
Safety is a recognised line
management accountability; safety
professionals are emerging as
coaches and mentors rather than
owners and doers.
Supervisors are actively involved in
accident investigations.
Management recognises the
systemic nature of accidents and
impact of their decisions.
Scope: Define scope, resources and
specific steps, which need to be taken to
reach next stage on the cultural journey.
Aim to achieve a step change, cultural
change can take a significant amount
of time, sometimes years. Ensure that
a change plan is part of the long-term
organisational strategy and it is in line with
SMART methodology.
Enrolment: Once on board, senior
leadership team needs to bring on board
the rest of the business, starting with their
direct reports and penetrating all stratum
levels.
Action: Start the implementation of the
change and involve employees at all
levels. Develop a short and long-term
business strategy around the cultural
change. Maintain momentum and focus
on implementation over time with regular
review meetings.
Changing organisational culture is a hard
business; it takes huge amounts of energy
and time. However, potential returns are
increased profitability, lower risk profile and
improved health and safety of employees,
and this really should be all the motivation
any leadership team needs to take their
organisation on the journey of improving the
safety culture.
In closing, context and principles explained
in this paper should not be interpreted
38 AUSTRALASIAN MINE SAFETY JOURNAL / Summer 2017 / www.amsj.com.au
Emergence of proactive anticipation
and analysis of risks at senior levels
(what if).
Development and partial
implementation of just, lexible and
learning cultures.
Improved employee engagement,
communications and sharing of
learnings.
Increased reliance on lead
indicators, data-driven
measurement of safety
performance.
Safety as a priority is verbalised but
often takes a step back at the work-
execution level.
as overstatement of the roles of senior
management in creation of safety culture.
This is a simple representation of the reality
all face as humankind moves further into the
21st Century.
Organisations are made and controlled by
people and so are the norms and accepted
behaviours within them. There is no value
in believing that safety culture can be
delegated to lower stratum levels, travel
upwards from there or exist outside of the
overall organisational culture applied to
productive or financial activities.
Safety culture and its development is a
fundamental leadership function and
responsibility. Behaviours and practices
at the top of organisations, especially in
operational decision making, reward and
recognition strategies and accountability
of line managers are true representations
of what is really important and what safety
culture really is about the way we actually
do business around here.
FOR A FULL LIST OF REFERENCES,
VISIT WWW.MININGREVIEW.COM.AU
PROFILE
Goran Prvulovic
MOCCHLTH&SAF
Goran Prvulovic is an experienced risk
management professional with over 25
years of operational and occupational,
health and safety experience (HSE)
gained, with a combination of large
multinational client and contractor
organisations. He has held a number of
senior HSE leadership roles in the mining,
mineral processing, refining, transport
and power generation sectors where he
directly managed large, multifunctional
HSE teams and coached senior leadership
teams.
His journey of leadership in
operationalising risk management
systems on the large scale, modifying
organisational behaviour and
creating people based systems and
processes provided an unique insight
and experience needed for creating
environments that are capable of
harnessing human potential and enhancing
organisational resilience.
Gorans operational background,
combined with an exceptional HSEQ
technical knowledge and experience
enable him to approach organisational
safety performance issues with a unique
practical perspective. His exceptional
communication and influencing skills are
specifically tailored to match target
groups and ensure the message gets
across in the way that it drives critical
thinking and leadership development.
Goran holds a Masters Degree in OHS
from Edith Cowen University in Western
Australia. He also holds a number of
vocational educational qualifications.
He is developing a consultancy business
focused on safety leadership and
upskilling of front line management in
management of safety and risks. He
enjoys development and execution of
training as well as occasional writing.
REGULAR
BLACK LUNG INQUIRY
Inquiry hears horrors of
black lung
Authorities have yielded to widespread concerns about the horrifying effects of black lung, and passed new rules to protect
Queensland coal miners from the deadly disease, writes Richard Szabo.
United States black lung specialist Dr Robert Cohen recently told a
State Parliamentary inquiry the absence of confirmed cases seems
hard to believe.
You are mining significant quantities of coal in Queensland and not
to have one single case, it sort of begs the imagination, he says.
Thats something that really should ring alarm bells and have people
thinking were not looking carefully.
The remarks fly in the face of the mining industrys three-decade view
that black lung had been eradicated.
If you do not take x-rays well or do not look at the x-rays, you will not
find disease in your population and you do not have to do anything
about it, he says.
When deputy committee chair and Queensland MP Lawrence
Springborg asked whether 70,000 former coal workers in the
US had black lung listed as contributing to their death on their
death certificate, Cohen claimed that figure was a significant
underestimate.
Springborg claims that as many as one in 70 current coal workers
have some sign of black lung found in their x-rays.
You are potentially talking about thousands of coal workers in
Queensland who have had black lung disease which has probably
contributed in many cases to their death, he told a press conference.
THE
SAFETY
TO YO
OUR
CRICOS Code: 00219C | RTO Code: 40939 | P_AD_160455_AMSJ_1
Former coal miner Steve Mellor is emotional a year after being
diagnose with black lung.
This should not be like this; men are dying just because we went to
work thats all we did we went to work and now we are going to
die from it, he told the ABC.
We need to stop it from happening again, we need to stop these
people from going underground and getting this disease.
Committee chair Jo-Ann Miller revealed thousands of x-rays were
discovered in a shipping container adjacent to a Health Surveillance
Unit in Ipswich.
We understand that a lot of that evidence, their x-rays, have
probably been destroyed now. It is an indictment on public
administration in this state that this has occurred, she says.
Cohen recommended that mobile clinics be one-way to improve
surveillance of the disease.
The inquiry was due to report its findings in April 2017.
STUDY OHS
AT AUSTRALIAS LARGEST REGIONAL UNIVERSITY
If youre looking to advance your career in occupational health and safety,
CQUniversity Australia has a wide range of courses to suit your needs, from
certificates and diplomas to undergraduate and postgraduate options.
Designed in consultation with industry, CQUniversitys OHS courses provide
you with career opportunities within a growing industry, with a wealth of
opportunities for hands-on learning.
CQUniversity makes study all about you with outstanding support services,
and on-campus or distance education study options. Benefit from access to
more than 20 regional and metropolitan locations across Australia.
Choose from course options to get you started or advance your career in OHS:
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CG48 - Associate Degree in Occupational Health and Safety
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CC49 - Graduate Certificate in Advanced Safety Science Practice
CC78 - Graduate Certificate in Fatigue Risk Management
CC77 - Graduate Diploma of Occupational Health and Safety
CC76 - Master of Advanced Safety Science Practice
CC79 - Master of Safety Science (Specialisation).
Apply now to study in 2017.
cqu.edu.au/studysafety
www.amsj.com.au / Summer 2017 / AUSTRALASIAN MINE SAFETY JOURNAL 39
 FEATURE

SAFETY CULTURE

People are the

solution
Organisations employ people who are capable of going and beyond their roles and responsibilities, and can
utilise these hidden talents to help staff realise their fullest intellectual, emotional and creative potential, writes
Daniel Hummerdal.

I
once ran some focus groups on a mine
site with a goal of identifying conditions
that made work difficult. One of the issues
identified with the workforce was that work
is difficult when you drive at night and you
cant see signage, rocks, and other traffic.
After presenting this and other findings to
the project employees during a pre-start
meeting, one of the truckies came up to
me and said much to my surprise: Let me
know if you need any help in assessing
effectiveness or placing the lighting towers.
Ive got a masters degree in lighting; I can
help.
This truck operator had, up until that point,
been defined by the role and responsibility
that the organisation had given him: Operate
a truck. However, his potential was clearly
much bigger than that and he was keen to
contribute more. I passed on his name to the
managers, but I do not know what happened
with this after I left. However, this experience
triggered a question and perspective that
I have explored since that people are the
solution.
FIND THE TALENT FROM WITHIN YOUR
ORGANISATION
Organisations are filled with people whose
capacity goes above and beyond the roles
and responsibilities assigned to them. Every
organisation is a bundle of more or less
untapped intelligence, passion, knowledge,
creativity, collaboration, know-how and
innovation.
These skills can be used to improve, detect,
assess ambiguous environments, optimise
cutting edge technology that have not been
fully understood yet, carry-out work under
competitive pressures to do more with less,
care about colleagues, speak-up, and lend a
helping hand. Organisations are free to make
use of this hidden resource to realise its

40 AUSTRALASIAN MINE SAFETY JOURNAL / Summer 2017 / www.amsj.com.au

intellectual, emotional and creative potential.
The question we need to ask ourselves may
not be how people can be the solution,
rather how come the potential of people is
so often overlooked, disregarded, discarded
and even disdained when it comes to safety?
Because this potential remains a relatively
unexplored resource in most companies
visited. This capacity to innovate and create
is more often than not considered a problem
an unpredictable threat that had better be
kept at bay and within confined roles and
responsibilities handed down.
Over the last couple of years, it has been
puzzling why organisations so willingly and
frequently turn away from or against this
potential resource their people when it
comes to safety:
why avoid achieving the fullest potential?
why do so many organisations copy what
others do?
why are so many organisations keen on
importing products produced elsewhere?
why is there so little creativity with
safety?
why are we so keen on using outside
expertise rather than looking for the
answer within our own organisations?
Why are there so few celebrations of local
initiatives?
The following are two potential answers as to
why people are often considered a problem
as well as some steps towards making
people the solution.
CONTROL AND PREDICTABILITY ARE
HIGHLY DESIRABLE
When functions are designed, control
and predictability can be highly desirable
features. Control and predictability can
appear to be tempting notions when under
pressure to carry out projects on time, on
budget, without any losses to machinery,
people or environment. Humans with their
free will, subjectivity, creativity, autonomy
and capacity to see and combine things
in unexpected ways, do not really fit the
ideals of control and predictability. So this
idea, this potential about people being the
solution, is perhaps too disruptive. You have
no idea what people can come up with.
Peoples potential brings great uncertainty
into our plans.
In fact, it takes a lot of effort to keep this
potential at bay. To maintain or increase
control and predictability, organisations
tend to opt for a prescriptive approach. By
imposing prescriptions around methods,
behaviours and values, organisations
reduce reactivity, mess, diversity, variation,
uncertainty but also creativity and
autonomy. They also increase repetition,
conformity, discipline, uniformity and order.
It is crucial to recognise that prescriptions
have a goal of transforming the
consciousness of the prescribed person to
align with the person who prescribes. The
more you prescribe and ask for compliance,
the more of a problem people become, and
the less engagement and creativity you will
have. Why should people be engaged when
the thinking, designs and solutions have
been handed down to them? How can they
be engaged when all that has already been
done for them?
Safety managers should really ask
themselves: Do I really want engagement,
or is it buy-in into compliance I am looking
for?
ESCAPE FROM FREEDOM
Another reason why organisations escape
their own potential is perhaps more
www.amsj.com.au / Summer 2017 / AUSTRALASIAN MINE SAFETY JOURNAL
interesting. When faced with an unknown
and uncertain future and something that
may potentially go wrong, people and
organisations have a tendency to look to
something external to project their hopes
on, displace doubt and have something to
cling onto. Essentially, this is a belief that
organisations will be saved if staff rely on
something external.
This may be a:
standard
best practice
method developed elsewhere
charismatic leader
set of sparkly rules
theory
more evidence-based science
question: What would market-leading
company x do?
All these potential points of stability may be
good in their entirety. They can all be quite
appealing as someone else has already
thought about the issue much more, so why
follow their lead?
DESIRE FOR STABLE TOOLS IS
RELATIVELY UNSTABLE
In contrast to this, the desire for stable tools
to chart and master an unknown future,
what staff can offer is relatively unstable and
unattractive.
This can include:
what you want is something objective.
People are susceptible to whims or
subjectivity
it is way more attractive to rely on laws of
regularity, rather than peoples hunches
and gripes
you probably want facts, not individual
opinions
41
 FEATURE
SAFETY CULTURE
you will want numbers, rather than
descriptions
you will want the one best way, rather
than exploring the many good enough
ways that people may have developed
you may prefer something that has been
tested and validated, over the new and
unproven things that people can come
up with
you would obviously like something
formal, like a set of accountabilities,
rather than informal relations built on
fuzzy trust
it would be good if you could have
something static and written down,
rather than something that is changeable
you are likely to prefer precise rules,
rather than approximate interpretations
It is a soothing notion that people can
buy or access safety and security from
somewhere, and that safety is a product
that can be put in place. It is potentially a
relaxing thought people can escape doubt
and responsibility to be the best they can,
by copying someone else. However, the cost
of escaping your own freedom to embrace
safety in a way that only you can, is the
loss of creativity, engagement, ownership,
own potential, authenticity, and general
excitement about the world.
OVERCOMING THE FEAR OF FREEDOM
When you step outside mainstream ways
of being and seeing safety, and commit to
realising your own organisational potential,
you are likely to suffer varying degrees of
isolation, confusion, doubts, ambiguity and
other difficulties that first emerge when
you face great uncertainty about your own
capability.
If you want to step off the beaten track, you
will have to start benchmarking yourself.
It may take a while to establish your own
standards after a long period of relying on
someone elses. Your organisation will also
expose itself to critique and even potential
legal action should things not work out.
To see through chaos and make it past the
valley of despair, you and your organisation
need to assume autonomy and responsibility
by starting to relate your actions to yourself.
Here are three steps that can help with the
transition:
Look within. If you want innovation and
engagement; if people are the solution, you
cannot default to looking for the solution
42 AUSTRALASIAN MINE SAFETY JOURNAL / Summer 2017 / www.amsj.com.au
externally to your business. It is much more
intriguing to assume that somewhere in your
own organisation there is already a solution
to keeping staff safe. Otherwise you would
have more incidents. Figure out is enabling
people to work safely. Start by looking at
what already works.
Ask, listen and explore how your people
understand their world plus how they
contribute. Ask staff what they care about,
struggle with and ideas they have. For
safety professionals of the future, it will be
most likely be more important to be able to
explore than to have all the answers.
Start small. Do not do everything at once;
there is no need to abandon everything that
you have done to date and stand naked in
the mud waiting for ideas and inspiration to
start flowing. That would be arrogant and
probably boring. Start small instead and run
micro experiments, be creative and obtain
permission to try things locally. If it works,
expand and roll it out; if it does not work,
you can shut it down, learn from mistakes
and try again.
OVERCOMING DRIVE FOR CONTROL
AND PREDICTABILITY
Accept that you cannot eliminate the drive
for control and predictability. Control and
predictability is, to a large extent, what
organisations are about and in many ways
what they are supposed to do.
But you can design co-generative processes
to find solutions. Safety, or organisational
life in general, is not free for an all/laissez-
faire type, whimsical walk in the park.
Leaders should still approve and decide
which solutions are put in place, but can
easily engage many minds available to do
the thinking for what the solutions might be.
You can help your workforce evaluate ideas,
and present them to management. You can
maintain control and people can still be
the solution. When leaders and workers are
engaged in co-generative exploration, you
make better use of the resources you have
available.
Change the social fabric. Safety, and
work in general, is always embedded in a
social structure. Unless you tweak, stretch
and recombine the social fabric of your
organisation who talks with whom, about
what, what happens with the information not
much is going to change. The most common
issue I see is there are filters between those
with access to resources, and those with the
most intimate understanding of sensitivities
and what might work. If you want innovation
and engagement you need to change
this social setup and bridge the gap, or at
least combine people in a new way. The
good news is this is actually quite easy and
straightforward. If you are a manager reach
out, get out from behind your desk and start
spending more time with messy details of
your operations. Start asking more questions
to listen more, collect more information from
the front line, and create a more interactive
interface between the many facets of your
organisation.
THE VERDICT
The one-sided application of externally
developed practices that were developed
for yesterdays needs, makes us blind to
what we currently face, but also locks up the
resources we have available to overcome.
To overcome this we need the collective
wisdom, curiosity, and creativity and we
need to become the best we can be.
The best organisation is:
where individual differences are
considered a resource
making their own discoveries
where solution are driven by people
taking responsibility, rather than
meeting top down accountabilities
The biggest threat to safety is not the non-
compliant worker. Instead, the greatest
danger lies in the belief in authority,
uniformity and external expertise. The
challenge ahead is not one of winning
hearts and minds to ensure safety. Instead,
the challenge is to figure out how to enable
people and organisations to unleash their
own capacity to create the future they would
like to see.
PROFIL E
DANIEL HUMMERDAL
DIRECTOR OF INNOVATION, ART OF WORK
After an initial career as a commercial pilot,
Daniel Hummerdal studied psychology. Since
then he has worked as accident investigator
with the Swedish Civil Aviation Administration
as a human factors consultant with Dedale
(France); safety innovation leader in
engineering, construction and mining; and
been engaged in industrial safety research
in Sweden, France and Australia.
Visit www.artofwork.solutions for more
information.
 HEALTHY BODY HEALTHY MIND

BUSINESS FOCUS

HEALTHY BODY HEALTHY MIND

Dont turn your

Donton
back turn your
change
back on change
At the height of the mining and resource construction boom, the nations airports, particularly
Perths, were a sea of yellow and orange high-viz shirts. In some of the terminals, you were
lucky if you could find a plastic seat to sit on while you waited for your plane.
At the height of the mining and resource construction boom, the nations airports, particularly
Perths, were a sea of yellow and orange high-viz shirts. In some of the terminals, you were

B
lucky if youinevitably,
ut then, could findtheaworld
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seat to sit on headaches,
while you waited
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andyour plane.All these
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were completed and came on line If you havent got some sort of handle on speaking, its scary in the beginning, messy in

B
ut then, inevitably, the world began headaches, fatigue and insomnia. All these Like everything, change has three phases
at about the same time as Chinas frantic change then, when you are in the workshop, the middle and pretty good at the end. You
to change. Construction projects symptoms can be distinctly unpleasant. - a beginning, a middle and an end. Generally
construction boom slowed down. Iron ore out on the paddock or down the hole, your just have to be patient - and courageous.
were completed and came on line If you havent got some sort of handle on speaking, its scary in the beginning, messy in
and other resource prices started to drift safety and the safety of the people youre
at about the same time as Chinas frantic change then, when you are in the workshop, the middle and pretty good at the end. You
south. If you listened
construction boomcarefully, you could
slowed down. hear
Iron ore working with
out on the will beor
paddock compromised.
down the hole, your justBroadly
have tothere are 2 approaches
be patient to coping with
- and courageous.
pencils beingresource
and other sharpened in head
prices offices
started and
to drift safety and the safety of the people youre change: control coping and escape coping.
boardrooms all listened
south. If you over thecarefully,
country.you could hear People
workinghave
with all
willsorts of different responses
be compromised. Broadly there are 2 approaches to coping with
pencils being sharpened in head offices and to change. Some people go into denial. If youcontrol
change: choosecoping
control coping,
and escapeyou refuse to
coping.
A few years ago,allanyone
boardrooms over the who could pull on
country. Some
Peoplepeople
have allbecome hysterical.
sorts of different Some
responses become a victim. Instead, you take charge
a pair of steel-capped boots and stand up people immediately
to change. Some people try to
gorecapture
into denial.what andchoose
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whatever you can
coping, you to be part
refuse to
inside a hi-viz
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ago, got
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victim. Instead, This
you take includes
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pair of days,
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jobs onboots and
site are stand
quite up to
hard -people immediately
a rebound romancetry to recapture
is a what
classic example. and you do whatever
managing you can to be part
your feelings.
comeinside a hi-viz
by and shirt to
harder gotkeep.
a job if they wanted change
All thesehas taken away
responses from them nothing
do absolutely of the change management. This includes
one. These days, jobs on site are quite hard to - a rebound
but slow down romance is a classic
the change processexample.
and managing
If, on theyour feelings.
other hand, you choose escape
So, come by and harder
what happened? to keep.is what
Change All these responses
make it more painful. do absolutely nothing coping, you go into denial/avoidance
happened. And its far from the first time. but slow down the change process and If, on the other
mode hand, you
with regard choose
to the escape
change. You avoid
So, what happened? Change is what make it more painful. coping, you go into denial/avoidance
A quick look at the history of mining in Even if you understand intellectually that the thinking about it and responding to it. For
happened. And its far from the first time. mode with regard to the change. You avoid
Australia will reveal a regular cycle of booms change thats forced upon you is good for you example, rather than be a part of the change
A quick look at the history of mining in Even if you understand intellectually that the thinking about it and responding to it. For
and slow-downs. Australias landscape is (like leaving an unhappy marriage or leaving a management, you avoid going to meetings,
Australia will reveal a regular cycle of booms change thats forced upon you is good for you example, rather than be a part of the change
littered with mines that came on line, made job you dont like) youll probably experience you show up late if you do go and you dont
and slow-downs. Australias landscape is (like leaving an unhappy marriage or leaving a management, you avoid going to meetings,
money and then were abandoned when
littered with mines that came on line, made the normal grieving process. In the first place contribute anyway.
job you dont like) youll probably experience you show up late if you do go and you dont
resource
moneyprices fell.were
and then Its been going on
abandoned ever
when you will be in denial,process.
then youll befirst
angry, then
the normal grieving In the place contribute anyway.
since the convicts
resource andIts
prices fell. thebeen
soldiers
goingstumbled
on ever youll
you will be in denial, then youll be angry, thento
be sad but, eventually, you will come Clearly, control coping is by far the best
off the
sincedecks of the First
the convicts and Fleet onto the
the soldiers rocky
stumbled accept
youll be- sad
evenbut,
likeeventually,
- the change. Importantly,
you will come to option.
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control coping
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far the in the
best
shores of Sydney
off the decks ofHarbour. And its
the First Fleet ontonot going
the rocky simply
acceptallowing
- even likeyourself to experience
- the change. these
Importantly, drivers
option. seat coping
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putsof usinwould
you the much
to stop
shoresanyoftime soon.
Sydney Harbour. And its not going feelings and notyourself
simply allowing resisting
to them will help
experience them
these rather
drivers drive
seat than
- and be aofpassenger.
most us would much
to stop any time soon. pass more
feelings andquickly.
not resisting them will help them rather drive than be a passenger.
Change is inevitable but that doesnt make pass more quickly. Theres plenty of change going on in the
Change
it any easieristo
inevitable
deal with.butThe
thatfact
doesnt make
is that the You cant control change. You might as Theres
miningplenty
andof change going
resources sector onright
in the
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things weeasier
cantto deal with.
change endThe
up fact is that us.
changing the You stand
well cant control change.
on a beach You
with might asand try
a bucket mining and resources sector right now
the truth is its difficult for a lot of us and
to cope
things wewhen
Sometimes, cant change
changeend makesup changing
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tide comingwith
in.aHowever,
bucket and you try thewith.
truthThere
is its difficult for a lotofofstrategies
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thatSometimes, when change
things are falling makes you
apart around you,think
they to stop
can the tide
choose how coming in. However,
you react to change. youIf you with.
areThere are a number
very useful of strategies
when dealing with which
change
that things are falling apart
are really just falling into place. around you, they can choose how you reactyou
to change. If you areand
veryweuseful when dealing with change toolbox
struggle against change wont win and explain them in our Change
are really just falling into place. struggle against change you wont win and and we explain them in our Change toolbox
youll be very unhappy. Like being caught talk, part of the suite of Resource Minds
Change triggers powerful responses youll be very unhappy. Like being caught talk, part of the suite of Resource Minds
in a rip at the beach, if you struggle youll toolbox talks rolled out by Rural and Remote
Change triggers powerful responses in a rip at the beach, if you struggle youll toolbox talks rolled out by Rural and Remote
physically and emotionally and change can become exhausted and probably drown. Mental Health.
physically and emotionally and change can become exhausted and probably drown. Mental Health.
and does affect your mental health. Unless The only thing you can do is to relax, accept
and does affect your mental health. Unless The only thing you can do is to relax, accept
youyou
approach change sensibly
sensiblyand
andcalmly,
calmly,itit whats If change is issue
an issue in your worksite, call us.
approach change whats happening
happening and andtrust
trustyoull
youllbebeallall If change is an in your worksite, call us.
cancan
often precipitate a mental health
healthproblem right Sometimes change is what we need.
often precipitate a mental problem right in
in the longrun.
the long run. Sometimes change is what we need.
- most commonly
- most commonly anananxiety
anxietydisorder.
disorder.
There areare
There a number
a numberof of
easily recognisable
easily recognisable
symptoms
symptoms of anxiety: they
of anxiety: include
they includea a
pounding
poundingheart, sweating,
heart, sweating, upset
upsettummy,
tummy, Formore
more information
For information on on
thethe RRMH,
RRMH, including
including videovideo presentations,
presentations,
frequent urination
frequent or or
urination diarrhoea,
diarrhoea,shortness
shortnessofof weinvite
we invite
youyou
to to
loglog
on on to our
to our website
website at www.rrmh.com.au,
at www.rrmh.com.au,
breath,
breath, tremors,
tremors, twitches
twitches and
and muscletension,
muscle tension, email
emailinfo@rrmh.com.au
info@rrmh.com.au or call 1300
or call 51 59
1300 5151.
59 51.

1 AUSTRALASIAN MINE SAFETY JOURNAL / Spring 2016 / www.amsj.com.au www.amsj.com.au / Summer 2017 / AUSTRALASIAN MINE SAFETY JOURNAL 43
 FEATURE
SAFETY SOFTWARE
Modern best
practices for
securing both
the physical&
digital space
As threats become more and more complex in the modern digitised world, security
systems and solutions must also constantly evolve, writes Luke Frost.
G
one are the days when a single perimeter
can be considered enough to keep the bad
guys out. Every device that enters a secure
environment must be considered to be a
potential threat; every file can be compromised;
and every secure credential must be subjected
to scrutiny.
In modern mining facilities, systems are rapidly
being adapted to incorporate autonomous
machines, business intelligence programs are
constantly recording and analysing data from
a host of sources, leveraging these insights
to improve efficiency and business continuity
but the whole melange of interconnected
systems and information-gathering nodes
means that the number of access points for
potential criminal activity are exponentially
increased.
SECURITY SOLUTIONS SHOULD COVER
EVERYTHING
A security solution needs to cover everything
within this environment from the staff that
enter a secure area, through to the machines
they operate, the devices they carry with them,
44 AUSTRALASIAN MINE SAFETY JOURNAL / Summer 2017 / www.amsj.com.au
the computers they log on to, and the network
that connects it all together.
Looking first at the physical security of a mine
site, the tried-and-tested proximity or prox
card is being replaced by smart identity cards
as the go-to method for giving personnel
access to areas of the site. The prox card has
been effective for many years, allowing staff to
enter a certain section of the secure ecosystem
and denying access to other areas. However,
a modern solution can offer a whole lot more
deeper levels of security, access to logical
as well as physical spaces, in-built memory for
recording staff details and work history, even
cashless vending and time and attendance
records.
Jordan Cullis, head of identity assurance Asia
Pacific at HID Global, said: Identity and access
management solutions should include strong,
multi-factor authentication, as well as credential
management for secure access to networks,
workstations, cloud applications and online
services. This places power back in the hands
of those who need it, allowing administration
to control access to different areas of a site but
also to devices, networks, cloud-based apps
and files. A dynamic solution can close off a
certain part of a site at pre-ordained times, if
there is risk in a certain area or environment.
Modern solutions can work in accord with one
another, provided the management solution is
built on an open-platform. Surveillance can be
brought into the same operational environment
as access control and an alarm system.
A true converged system allows administrators
to control many aspects of a sophisticated
security solution from a single, central location.
This removes many layers of complexity, and
makes administering the solution more simple
and efficient, Cullis says.
SURVEILLANCE CAMERAS WILL DETER
TRESPASSERS
Surveillance cameras at strategic areas
around the perimeter will of course also deter
unwanted visitors, but cameras within the
secure ecosystem will also bring a level of
safety to both the mine operations and people
living and working inside the boundary.
 BUSINESS FOCUS
MENTAL HEALTH
Mentally healthy
workplaces vital
for Australias
mining sector
T
he mental health of Australias mining
workers needs to be a top priority for
employers, especially in the wake of
thousands of job losses after metals prices
crashed last year.
On top of the daily stressors of working in a
physically demanding industry, miners must
deal with worries about their job security as
well as the strain of the fly-in fly-out lifestyle
and being separated from loved ones. And
as employers search for ways to increase
productivity in the challenging metals
markets of 2016 and beyond, they need to
consider promoting and supporting workers
mental health.
Many Australian mining workers battle long
hours, harsh work conditions, regular travel
and isolation which can take a heavy toll
on their mental health, beyondblue CEO
Georgie Harman said.
Theyre often separated from their friends
and family for months on end and theyre
cut off from the supportive social networks
they usually enjoy at home. Its not hard to
understand how all this can take a physical
and psychological toll.
Ms Harman said a supportive and
encouraging work environment often led to
happier and more engaged workers, as well
as increased productivity.
It is up to employers and managers to
ensure their workers have a safe working
environment and that includes a mentally
healthy workplace.
Research by PwC showed that there is an
average return on investment of $2.30 for
every $1 organisations invest in mentally
healthy workplaces. For smaller organisations
in the mining industry this ROI can be as high
as $15.
Instinct and Reasons 2014 Employer of
Choice study found 71 per cent of Australian
employees believed a mentally healthy
workplace was important when looking for
a job and about 60 per cent were more
committed to an organisation if it was a
mentally healthy work environment.
Employers have a legal responsibility
to provide a safe working environment
for employees, and legislation requires
businesses to identify and minimise
workplace risks to mental health.
So how can we tell whether a workplace is
healthy? Some common attributes are:
Its an environment where everyone
from employees to top-tier managers
www.amsj.com.au / Summer 2017 / AUSTRALASIAN MINE SAFETY JOURNAL
Beyondblue raised awareness
of mental health and wellbeing
among mine workers at a
roadshow in the Pilbara.
are open about mental health and
wellbeing: where there is no distinction
between how someone is supported if
they have a broken leg or depression.
Education is provided on how to
address risk factors for employees in
the mining industry, including isolation,
work design, financial management,
relationship breakdown, and alcohol use.
Rosters are flexible to help cope with
long work hours and demanding
conditions.
Employees are offered quality food,
medical and accommodation options as
well as opportunities, such as organised
sports, to interact with colleagues and
the community outside of work.
Everyone supports each other.
Managers and workers provide social
and professional support to each other,
particularly within work teams, which
protects individuals against the stressors
of demanding work.
Lower stress and sick leave.
Absenteeism, as a result of poor mental
health, almost halves to 13 per cent
(State of Workplace Mental Health in
Australia report) when employees feel
supported.
For more information about creating mentally
healthy workplaces and developing an action
plan go to www.headsup.org.au
45
 The latest IP cameras are far more
sophisticated than CCTV cameras that have
been in operation for many years. They can
offer features such as remote pan, tilt and zoom
(PTZ), to better focus on a particular area or
event. Software that manages the cameras
can also feature advanced screening alerts,
which can learn what normally appears inside
a certain field of vision, then sound an alarm
if unexpected events or objects, such as an
unattended box, appear within the image.
Conversely, a system can be set to detect
objects unexpectedly going missing from an
area as well.
Features like Smart Search and Smart Guard,
PTZ and Wide Dynamic Range (WDR) allow
security officials much greater control over their
networked cameras, and better vision at all
times of the day and night, said Andrew Craze,
country manager at Connector Systems (an
Ingram Micro company).
Older, fixed cameras have worked fine for a
long time, but modern IP cameras add a host
of features that maximise a security networks
effectiveness.
Surveillance cameras also afford miners living in
remote areas a sense of wellbeing and personal
safety, which can have a bearing on mental
health. Knowing that a remote area is under
constant surveillance, and the site is being
screened for dangerous or unsocial behaviour
can be positive for reducing the feeling or
remoteness and isolation that some miners
experience while onsite.
CARBON BLACKS
10 BEST PRACTICES
FOR BATTLING
RANSOMWARE
Back up data regularly and verify the
integrity of those backups.
Secure offline backups. Ensure these
backups are not connected permanently
to the computers and networks they are
backing up.
Configure firewalls to block access to
known malicious IP addresses.
Logically separate networks to prevent the
spread of malware.
Patch operating systems, software and
firmware on devices.
A secure network can, in fact link smart ID cards
to other smart building features. Lights activate
when an individual enters an area, or unlocks
the door to their Donga. Air conditioning can
also activate, ventilation switch on and cameras
activate to check an individual is safe all of
46 AUSTRALASIAN MINE SAFETY JOURNAL / Summer 2017 / www.amsj.com.au
which helps secure the area, and makes life
a little bit safer and easier for those on the
ground.
Devices that staff carry onto a site need to
be constantly screened as well, especially if
they are allowed access to the WiFi network.
Bring your own device poses a severe security
problem for any level of enterprise, mine sites,
office admin blocks and even headquarters
in major hubs and capitals. Staff need to be
aware that any device carried within a secure
perimeter can be harmful.
MINING COMPANIES CAN FALL PREY TO
CYBER-ATTACKS
Like all enterprises, mining companies can fall
prey to cyber-attacks including ransomware.
During ransomware attacks, cyber criminals
infiltrate computer systems, scramble files, so
they become unreadable and then demand
a ransom for returning the files to normal.
According to the FBI, 4000 organisations are
attacked each day worldwide.
It is essential to stop ransomware before it
starts, according to Sean Walsh, ANZ regional
sales director for data security leader at Carbon
Black.
While traditional antivirus protection is
insufficient defence, a complete, next-
generation endpoint security solution will see
every threat, stop the most attacks and quickly
identify and close any security gaps, he says.
Implement an awareness and training
program. End users are targets, so
everyone in the organisation needs to
be aware of ransomware and how its
delivered.
Scan all incoming and outgoing emails to
detect threats and filter executable files
from reaching end users.
Enable strong spam filters to prevent
phishing emails from reaching end users
and authenticate inbound email to prevent
spoofing.
Block ads. Ransomware is often distributed
through malicious ads.
Use the principle of least privilege to
manage accounts. No users should be
assigned administrative access unless
absolutely needed.
In addition to the typical IT endpoints (desktop
computers, laptops etc.) that need protecting
from malware and phishing, there is the
added-risk of a mining companys industrial
control systems (ICS) environment being
compromised.
Built for optimising productivity, not security,
systems that run fixed-function devices 24/7
are creating security vulnerabilities that many
companies are unable to see or remediate.
Here too a complete endpoint solution that
sees every threat, stops most attacks and
quickly identifies and closes security gaps can
help. A lightweight, proven next-generation
endpoint protection platform will help replace
outdated antivirus scanners and protect critical
and unsupported systems.
Computer assets such as HMIs, servers and
workstations running commercial operating
systems (Windows, UNIX, Linux) are the most
perceived security risks in mining. Continued
reliance on legacy antivirus solutions and aging
industrial-control systems, combined with a
rapid increase in networked devices, have left
assets more vulnerable than ever. It is time to
replace the antivirus solution.
STOP MORE ATTACKS WITHOUT LOCKING
DOWN SYSTEMS
It is essential to stop and see more attacks
without adding resources, and to lock down
critical, regulatory mandated and high-risk
systems by preventing unauthorised software
execution. A company needs to monitor
and control file and system changes, and
application configurations in its SCADA
systems.
A proven next-generation endpoint protection
platform will stop the most attacks, see every
threat and close any security gaps.
In closing, there are many ways that a mining
operation can secure business continuity
without the threat of physical or digital
infiltration including end-point security, logical
and physical access control managed by a high
level Identity and Access Management solution
as well as surveillance cameras and alarms
operating as part of a converged solution.
It takes constant vigilance and a strong security
policy. However, it is definitely possible to lock
the bad guys out in the cold through vision,
expertise and a broad-ranging approach.
PROFILE
LUKE FROST
DIRECTOR, PR DEADLINES
Luke Frost is a professional writer and
consultant, working with a range of high-
profile international companies. He specialises
in the information technology, communications,
manufacturing, resources and security sectors.
Mobile: 0407 271 064
Email: luke.frost@prdeadlines.com.au
management.
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 FEATURE
INJURY PREVENTION
BRING BACK A
SAFER MENTALITY
Back injuries are the most common, yet arguably one of the most preventable
injuries that occur in workplaces, writes Angela Bradby.
W
e know that most workplace back
injuries are the result of overextension
of the spine from heavy lifting, pulling,
pushing, or poor posture while sitting for
prolonged periods. Back injuries at work are
often painful and require extended treatment
and recovery periods.
The following is the story of Mat, a young
plumbing apprentice, who severely injured his
back on October 12, 2012.
MATS STORY
Friday started like any normal day for Mat. He
arrived to site early to get as much done as
possible before it got hot, as the weather had
been rainy and humid.
He worked alongside his workmate and
remembers chatting to him about the fact he
only had about one month of his plumbing
apprenticeship to go and how he was looking
forward to being a qualified tradesman.
Mat recounts how he had loaded his
motorbike on the back of his ute early that
morning as he had a race meeting that
weekend and had planned to drive straight
from work to the meet.
At about 2:30pm, the site supervisor came
over and asked Mat and his workmate to help
lift a water tank. Mat recalls hesitating at first
because he still had to finish the work they
were doing and he didnt want to have to work
back - he was looking forward to getting to his
race meet after work. The supervisor insisted
the boys help, so they stopped what they were
doing and lent a hand.
The water tank delivery company had tried
to postpone the lift until the next week,
due to wet, muddy conditions. However,
due to time pressures and completion
48
1 AUSTRALASIAN MINE SAFETY JOURNAL / Summer 2017 / www.amsj.com.au
dates the site supervisor pushed the water
tank delivery company to deliver the tank
that day as it had to be plumbed in and
operational. It was later determined that the
water tank delivery company did not drop
the tank in the usual set-down point due to
the wet, muddy conditions.
This meant the tank had to be manually
moved (carried) to the desired point on-
site - this was not standard procedure and
presented some inherent, unacceptable risks.
No JSA was done, no pre-start was conducted
and no one stopped the job.
Mat recalls feeling uneasy about conducting
the lift and even remembers saying something
to the effect of: This looks too heavy to lift.
But he did not feel comfortable saying no or
stopping the job.
A group of four workers, including Mat, picked
the tank up and began carrying it to where
it needed to be. After carrying it about 15
metres, Mat lost his footing on the slippery
ground and slid down the sloped ground
and over a retaining wall. Worrying about
damaging the tank he tried to hold onto it - a
huge mistake.
The tank went over the retaining wall with
him. Mat felt his back twist when he came
to a halt and then experienced the scariest
feeling he has ever felt his legs were numb
and it felt like he was being stabbed in the
back repeatedly.
One of the guys yelled out you right
mate?. Mat shouted back a typical
response - Ill be right mate. He thought
he had just pinched or strained something
- no big deal. When he couldnt get up his
workmate came over to him and could see
something was very wrong.
The site supervisor called an ambulance, and
it was then that Mat realised he wouldnt be
going riding that weekend. Today he says
he had a shell be right mentality and telling
his story since the accident has made him so
very aware of that attitude amongst young
Aussie workers. This is something us HSE
professionals are acutely aware of, as it is one
of our biggest challenges.
The ambulance arrived as Mat began to
pass out from the pain. They gave him
some pain relief and loaded him into
the ambulance. His workmate phoned
Mats father who met him at the hospital
and arranged for his ute (with his prized
possession the motorbike) to be picked
up from site. At the hospital X-rays were
taken and they showed no bone damage.
He was diagnosed with a back strain and told to
rest over the weekend. Mat called his boss, who
had been informed of the incident, and told him
the good news and that he would see him on
Monday. At this stage he had no idea this was
the start of the toughest road he had ever been
down. Mat did not return to work Monday, in fact
he could not even get out of bed.
Sadly, Mat never returned to plumbing again.
It turned out Mat had crushed and herniated
two discs in his back and one in his neck,
which caused substantial nerve damage not
the back strain originally diagnosed. Now
looking back, three-and-a-half years after the
accident, Mat acknowledges that his whole life
changed on that day.
I have had to give up on a career I loved and
racing my dirt bike. The accident affected my
social life, my ego, my confidence, everything I
loved to do and everything that made me who
I was, he says.

It was all gone in an instant. It was the worst
thing that ever happened to me.
Over the last three and a half years Mat has
gone on what he describes as a rollercoaster
ride of emotions. At first he kept his chin
up and did two hours of physiotherapy
everyday, motivated to get back on a
motorbike. As time went on, his back got
worse, despite all the treatment and the
realisation that he was not going to ride
again or be a plumber hit home.
I got severely depressed and at the time I was
suicidal, I had all but given up, he says.
I met with a number of physios and
surgeons who told me they couldnt do
anything more to help, but I could not
accept that this was as good as it would
get. Surely I would not have to live in
pain like this for the rest of my life. I was
20-years-old and fit and healthy when the
accident occurred.
Mat finally met a surgeon who was willing
to operate using some advanced medical
technology prosthetic discs.
When I met with Mat to write this article
he was five months post surgery and
improving everyday.
I still have some pain and cant do everything
I want too, yet! I work hard every single day on
physio and have re-structured my life, he says.
Mat has a new career, one that he actually
enjoys more than plumbing. While he cant
race motocross (and never will again), he has
bought a racecar and enjoys his new hobby
almost as much as riding bikes.
Mat has started a business and has begun
talking about his accident in the hope it will
make other young workers stop and think.
If I can stop one person from getting hurt at
work, just one, I will feel a bit better. I dont
want anyone to go through this or worse,
says Mat.
Acknowledging his post-accident life isnt
easy, especially knowing that he took his
health and fitness for granted.
Through my struggles I have found new ways
to enjoy things and Ill never give up on my
recovery. I just wish it didnt happen, that is
all, he reflects.
Young people are over-represented in injury
statistics compared with any other age group.
According to Youthsafe, another concern is
that young males aged between 15 and 25
years old are far more frequently and severely
injured than young females the same age.
The consequences of injury are lifelong and
youth injury has a major impact on the short
and long term health of individuals and their
families, as well as creating a huge burden on
the Australian health system.
Manual handling is a high-risk activity in
workplaces. In 2013/14, 33 per cent of serious
workers compensation claims were the result
of muscular stress while lifting or handling
objects. Furthermore in 2013/14, the bodily
location most commonly affected by injuries
and diseases that led to serious claims was the
back (22%). Other common bodily locations
were the hand, fingers and thumb (13%),
shoulder (11%), and knee (10%).
I used to think workplace health and safety
was one of the most boring topics in the
world. I would hate when a safety officer came
www.amsj.com.au / Summer 2017 / AUSTRALASIAN MINE SAFETY JOURNAL
I understand that if
my company had a
workplace health and
safety management
system and a positive
safety culture, I may
have felt comfortable
saying no...
on site checking what we were doing and I
zoned out at safety meetings or toolbox talks,
Mat admits.
But I have a whole new appreciation
for workplace health and safety now. I
understand that if my company had a
workplace health and safety management
system and a positive safety culture, I may
have felt comfortable saying no when
the site supervisor asked us to carry a 300
kilogram water tank.
If I had stopped and thought about my safety
and wellbeing, if I had engaged with the safety
officer, if I had listened during meetings,
toolbox talks and training - perhaps I never
would have gone through the hell I have over
the last three-and a-half-years.
It has taken a life changing injury for this
young man to see the value in workplace
health and safety systems and a positive
safety culture. Mat has now completed
his Certificate IV in Workplace Health and
Safety and has begun speaking to groups of
workers (generally in heavy industry) about his
experience.
He has a very clear message: Workplace
health and safety really is the first priority and
I never overlook it now. Dont be afraid to
speak up if something doesnt feel right and,
above all, if the job is unsafe just stop it! Dont
become another statistic.
When asked what motivated him to push aside
his fear of public speaking and start sharing
his story to groups of workers, he simply
stated: If I can stop other young people taking
unnecessary risks and prevent other workers
injuring themselves, I will feel I have achieved
something to be proud of. That is why I speak
about what happened to me.
49
2
 FEATURE

CONTRACTOR DEATHS

Understand
danger
before
passing
the point
of...........
Heavy vehicle safety specialist Chris Stephens explores why industry understands failures of the
past, but continues to repeat those mistakes in the present and causes unnecessary deaths
on Australian roads.

50 AUSTRALASIAN MINE SAFETY JOURNAL / Summer 2017 / www.amsj.com.au

www.amsj.com.au / Summer 2017 / AUSTRALASIAN MINE SAFETY JOURNAL 51
M
any people are unaware of the past
lessons behind the establishment of the
Truck Rollover Prevention Program that
made it such a big success.
Sadly, people have not learned from the past.
Insanity can be defined by doing the same
thing over and over, and expecting a different
outcome each time.
After spending millions of dollars in
researching safety, the conclusion often
reached was: We need to do more research.
It seemed as though nothing brought any
major change, which brings back memories
of the national introduction of mandatory
seat belt legislation back in 1972. Namely, in
many heavy vehicle rollover accidents, no one
listened to the driver and the driver was always
at fault.
WHAT WENT WRONG?
causes
myths
enforcement
information
actions
ownership responsibility
Geometry factors that can influence a heavy
vehicle propensity to rollover include:
camber
superelevation
longitudinal slope (grade)
HISTORICALLY DRIVERS WERE:
paid by freight volume - not per hour/weight
macho in attitude with big chrome exhausts,
lots of noise and telling others to get rid of
that girly Volvo
considered to be a good driver if travelling
from A to B in less time with more weight
competitive by reducing safety
did the job for $5 less than Fred if they
skipped servicing the brakes this week
propagated myths by bravado
always rolled the truck first
did not wear a seatbelt to jump clear
regarded as having a poor education
told by school teachers: If you do not do
this, you will end up being a truck driver
unwilling to speak-up about risks
scared of being sacked for not being a good
driver, if they were unable to reach Sydney
faster than a Lamborghini
operators, accountants and schedulers
being uninformed and unaware what drivers
had to do to achieve desired outcomes
SOLUTION:
figure out who needs to know
what is it that they all need to know
backed by science - not baffle with science
how can that be shown to everyone
how can anyone understand
how do we make it a consistent message
keep it stupid simple (KISS) principle has to apply
Make the problem visible and simple:
The rollover prevention program is generally
known as a DVD pack with:
videos
presentation
models
guide book on delivering
framework for code of behaviour
But in reality it is simply a method to:
focus on industry behaviour change, not
just drivers
it does include mnemonic slogans, fatigue
reduction concepts, sleep fixes
How did I get to the models and how or why does
it work?
not targeted at one person, or task in the chain
simple to understand
rustic but backed by science
obvious without being condescending or
demeaning
not a bums on seats method of delivery
all can attend and get something from it
derived from: Hear and forget, see and
remember, touch and understand
concentrate on the touch that works for
everyone to understand
filling-in a checklist is to memorise, know
why the checklist exists is understanding
understanding changes behaviour
PROFILE

radius
change in radius


simple, visual, non technical
make it visible CHRIS STEPHENS
lane width and number of lanes real models UNILON
time and distance to change real video Chris has extensive experience working in
size of change cost/benefit high-technology fields, after having obtained
consistency go back to basics a degree in electronic engineering and
who needs to know several post grad accreditations in related
Combinations of these are not exclusive; they what do they need to know disciplines. He published world-first research
are compounding, multiplying the errors how am I going to show them outcomes while lecturing for 15 years at La
squared. how am I going to get them to agree on the Trobe University and at RMIT. Chris quickly
became known as the witch doctor by solving
solution
challenging technology problems as if it
were done by black magic. This resulted in a
worldwide reputation in this field, with projects
from tennis-playing robots, mega yachts,
power management, building management,
industrial controls, automotive safety and
control to security systems, defence systems
and even unique theme park rides.

Chris currently owns three independent

KEY MESSAGES TO APPLY THE MODEL
UNDERSTAND THE PROBLEM
Dont repeat the mistakes of the past!
Dont get hung up on technology is the answer
Dont get into group-think situations
Dont move the problem elsewhere, it is usually worse
Do consult outside the immediate problem area
Do rework it if the solution looks too complex - KISS
Do consider other areas and the impact on them
Do remember perfect is the enemy of better
companies specialising in industrial
automation, transport safety, and unique
problem solving. He currently has support
agreements with the worlds largest banking
groups, state department of corrections,
state government road agencies, mining
groups and a number of top-level facility
maintenance companies. However, his greatest
achievement is the least technological
project, that is the Truck Rollover Prevention
Program. This program has now incubated
two other programs for senior school maths
and physics hands on education, as well as a
trial program for driver awareness prior to
obtaining a learner driver permit. Both have
had incredible success in the trials for both
students and teachers.

52 AUSTRALASIAN MINE SAFETY JOURNAL / Summer 2017 / www.amsj.com.au

 Seeing whos struggling
isnt always obvious.
Chances are one of your three mates
needs to talk. One simple question could
change their life. Just ask R U OK?

Visit ruok.org.au
 NEWS
WORLD OF DANGER
SAFETY NEWS
Around the World
1. ZIMBABWE
Hundreds of gold miners have suffered
serious injury after a machete fight broke-
out between illegal gold-mining syndicates
at the Shurugwi Gold Mine in Central
Zimbabwe.
Some 732 artisanal miners were injured
between in the 12 months to January 2017,
according to statistics gathered from a
source at Shurugwi District Hospital.
The Zimbabwean mining blackmarket is
infamous for its frequent machete wars
according to zwnews.
Police blame the lack of machete war
victims who are willing to report assault
for making it diicult to maintain accurate
crime statistics. Some 96 per cent of the
machete assaults go unreported.
However, victims say they do not report
crimes because mafia groups allegedly
threaten to kill them if they speak out.
As a way to get medical assistance
without a police report, I lied and told the
medical staff that I had a mine accident,
mine victim Conwell Ncube told zwnews.
Small Scale Miners Shurugwi chairperson
Isaac Chibendera describes violence on
the gold fields is concerning.
I got more than 500 artisanal miners
injured last year only at the mine, and most
of the cases have not been reported to the
police, he says.
The artisanal miners do not report the
violence perpetuated against them.
Instead, they take the law into their hands
by taking revenge on their persecutors
hence skyrocketing the number of people
injured by machetes at the mine every
month.
Source: https://zimnews.net/700-injured-gold-mining-
wars-machete-fights-get-deadlier
54 AUSTRALASIAN MINE SAFETY JOURNAL / Summer 2017 / www.amsj.com.au
2. INDIA
Dozens of coal miners have been trapped
under rubble after the Lalmatia open-cast
Coalfields collapsed in northeast India.
The mine owned by Eastern Coalfields
Limited (ECL) confirmed rescue workers
managed to dig out at least a dozen
bodies, but there are still at least 38 more
who were unaccounted for.
Landslides in the hard rock area below
ground-zero led to the collapse of heaps
of earth from the upper portion of the site.
This is something rare, ECLs Rajmahal
project BN Shukla operation director told
the Times of India.
There was no mining taking place there at
Bhodaiya.
Oicials have not ruled-out ECL is to
blame, saying all those found dead were
contracted workers. The miners were hired
through Mahalaxmi Engineering Company,
a Gujarat based sub-contractor tasked with
excavating the coal mines.
We will not spare anyone found guilty of
negligence, Jharkhand chief secretary
Rajbala Verma says.
Eyewitnesses say at least 12 trucks and
three earth-movers were also trapped
along with staff under the debris.
Indian Prime Minister Narendra Modi
has offered to help, with the Central
Government announcing Rs 5 lakh in
compensation to each of the deceaseds
families. The State Government offered Rs
2 lakh in compensation plus Rs 25,000 to
each of the injured. ECL also announced
Rs 5 lakh in compensation for each of the
deceaseds family members.
Source: http://timesofindia.indiatimes.com/city/ranchi/12-
miners-die-36-lay-trapped-in-godda-ecl-mine-collapse/
articleshow/56262543.cms
3. TANZANIA
An Asia-backed gold mine in 3
northwest Tanzania has literally
collapsed, leaving more a dozen
workers trapped. 1
The Chinese-financed RZT Gold
Mine in Nyarugusu recently
suffered a partial collapse,
trapping 14 people for at least
two days. Affected staff include
a group of miners and their
Chinese-national supervisor.
Rescue workers have succeeded in
inserting an air pipe into the 35-metre-
deep shaft, according to mining oicial
Yahaya Semamba.
We are digging but, at the same time, we
are reinforcing the walls so as to prevent
them from collapsing while the work is
going on, he told The Citizen.
Relatives of those trapped waited anxiously
for their family members to return to the
surface.
When [my husband] walked out of the
house I thought I would see him the
next morning, but until 10pm he was yet
to return and I started to worry, partner
Neema Charles told IOL.
Regional oicial Ezekiel Kyunga revealed
the cause of the accident is unclear.
The accident represents the third such
incident at different gold mines in the
same region since the year 2010
Source:http://www.iol.co.za/news/africa/fourteen-
trapped-in-tanzania-gold-mine-collapse-7525160

4. CHINA
Nine people are dead and further three
injured after a coal mine exploded in Chinas
Hunan Province.
Nearly 30 miners had been working
underground when the accident occurred
in Lianyuan city, with 16 of them finding
their way to the surface and another four
being saved by a rescue team.
The coal mine, which has an annual
production capability of 90,000 tonnes,
belongs to a local company named Tengfei
Coal Company Limited. Chinas state-run
mouthpiece, Xinhua News Agency, believes
the company had already obtained all the
necessary permits and licences.
Underground pre-shift security checks were
always strictly executed during his time
working there, according to an anonymous
miner who left the coal mine back in 2016.
While the State Administration of Work
Safety is yet to confirm the exact cause
of the blast, Hong Kongs The Standard
reported the site was a high gas mine.
Coal mine explosions are sadly
commonplace in China, with production
often seen to be prioritised over safety
standards due to a lack of regulatory
enforcement from authorities.
http://gbtimes.com/china/nine-killed-chinese-coal-mine-
blast
4
2
5. UNITED STATES
One person is dead after an underground
coal mine accident in Kentucky, USA.
Forty two-year-old Ray Hatfield of Hi Hat
was declared deceased after suffering fatal
injuries while working at the mine, which is
owned by R&C Coal LLC in Pikeville.
Hatfield worked as a conveyor belt
attendant, apparently with more than 23
years of experience.
Details of the accident remain undisclosed,
but the mine was shut down after
the accident and stayed closed until
the Kentucky Department for Natural
Resources Division of Mine Safety
thoroughly investigated the place of the
accident.
I am asking all Kentuckians who
understand and appreciate the power of
prayer to please join with me in praying for
the family, friends and co-workers of the
Pikeville coal miner who tragically lost his
life on the job, Kentucky Governor Matt
Bevin told the West Virginia Illustrated.
United we stand, divided we fall; we are
Kentucky.
http://www.wvillustrated.com/story/34365016/
underground-mine-accident-kills-one-in-kentucky
www.amsj.com.au / Summer 2017 / AUSTRALASIAN MINE SAFETY JOURNAL
6. NORTHERN TERRITORY
A dozen gold miners are recovering after
being exposed to toxic fumes caused by an
accident in the Northern Territory.
Newmont Mining recently confirmed a
chemical accident created sulphur dioxide
fumes at the Granites Gold Mine in the
Tanami Desert, about 540km northwest of
Alice Springs.
The incident resulted from the flushing of
chemical reagent lines as part of shutdown
preparations, Newmont Mining told News
Limited.
Twelve workers were affected by gas
and flown to Alice Springs Hospital for
treatment.
Some employees suffered a sore throat,
nausea and chest tightness. One worker
received an intravenous drip while a medic
treated him onsite.
Initial indications are that the affected
employees are recovering well from their
symptoms, but [they] will continue to be
closely monitored, a Newmont Mining
spokesperson says.
The workplace has returned to normal; the
incident has been reported to regulatory
authorities and will be fully investigated.
http://www.news.com.au/national/breaking-news/nt-
mine-accident13-exposed-to-toxic-gas/news-story/40c9c
9ea6ae4612ceb4f289823c37eed
55
 REFULAR
ENVIRONMENT
Address smelly
work sites before
they become a
real stinker
Many activities at a mine can create very pungent smells, annoying workers and people on neighbouring
properties. Phil Abernethy reveals there are some simple steps to avoid unnecessary disputes about air pollution
that could end in costly clean-up and containment expenses.
S
ometimes arguments can arise over
confusion over what exactly pollution is.
For the record, pollution is the addition to
the ecosystem of something detrimental to it.
One of the most important causes of
pollution is the high-energy usage by
modern, growing populations. Air, water
and noise pollution are three different ways
in which the environment can be polluted.
While there is a monetary cost involved
with cleaning-up and containing pollution,
there are far greater costs associated with
the devaluation of real estate, human health
issues and the effect on biodiversity.
Pollutants do not need to directly harm
humans to have an environmental impact.
A good example of this is carbon dioxide
which, while relatively harmless to the human
body, is the prime driver in global warming.
This, in turn, can affect human health such
as increasing the incidence of malaria due to
changing weather patterns.
WHAT IS THAT SMELL?
Odour is a common air quality complaint
and essentially a nuisance issue. Under the
different state and territory legislation, an
organisation whose activities may cause
an odour could be required to provide
information on management practices or use
equipment that prevents or minimises the
odour.
56 AUSTRALASIAN MINE SAFETY JOURNAL / Summer 2017 / www.amsj.com.au
Most mine sites will not have to deal with
odour complaints due to the distance mining
activities are located from residential sites.
However, this may not always be the case
for quarrying operations that can be subject
to urban encroachment. Even then odour
producing activities are unlikely.
Odours can be caused by individual,
identifiable compounds that can be
monitored using appropriate detection
equipment or complex mixtures of
compounds, often complicated to
characterise. Australia has developed a
standard for measuring odours: AS/NZS
4323.3-2001 Stationary source emissions
method three determination of odour
concentration by dynamic olfactometry.
This method estimates the intensity of a
smell by presenting diluted air samples to
trained panellists (trained noses). Results
are given in OU/m3 (odour unit / per cubic
metre of air). One odour unit corresponds
to 40 ppb n-butanol, which is defined as the
concentration of an odour in an air sample
that can be perceived by 50 per cent of
panellists (AS/NZS 4323.3:2001).
BEST PRACTICE METHODS SHOULD BE
USED
Operators of new and existing odour-
generating activities should employ best
practice methods to prevent or minimise
odour.
Four main approaches may be applied
separately, or in combination:
site selection and design layout: Ensure
the size and shape of the site maintains an
adequate buffer from surrounding land;
determine if local or topographical conditions
could exacerbate the odours; check the
appropriateness of surrounding planning
zones and assess the likelihood of cumulative
impacts with other activities.
odour management at the source: Use
alternative materials and equipment; select
design options to collect and manage
odours; implement quality control systems;
establish maintenance and training programs;
use best available technology; contain the
odour sources; work in negative air pressure
buildings; run operations under favourable
weather conditions; reduce the rate of
discharge and, in the case of stacks, increase
the discharge height.
Management of odour dispersion: Provide
vegetation or other barriers to change the
patterns of odour dispersion; provide a buffer
around the facility by purchasing or taking a
lease on neighbouring properties; change the
height of discharge and dilute the odour with
air using fans.
Management of odour at the receptors:
Ensure the buffer distance between your
operation and the neighbours is maintained
by objecting to proposed land zoning
changes. Owning the buffer zone is the most
effect measure to maintain separation, even if
the zoning changes.
WHERE IS THAT SMELL COMING FROM?
Sources of odours can be classified into
two categories: Discrete point sources,
such as stacks; and diffuse area sources,
such as anaerobic ponds. Point sources are
often easier to manage. The most common
mitigation methods, which may be used in
combination, include:
PHYSICAL CHEMICAL
dilution scrubbing
physical adsorption oxidation
coverage incineration
masking
BIOLOGICAL COMBINED
biofiltration bioscrubbers
WHICH METHOD OF ADSORPTION SHOULD
BE USED?
Physical adsorbers commonly use activated
carbon or alumina pellets impregnated
with permanganate. These materials are
highly porous and, consequently, there is
a large surface area upon which odorous
compounds may be adsorbed. Activated
carbon is generally chosen for point sources
containing organic gases and vapours, or
some inorganic gases and some metallic
vapours.
Vapour needs to be pre-treated before
it passes through activated carbon to
improve the efficiency of the adsorbent. If its
temperature is high or if it contains dust, the
moisture content is high.
Liquid scrubbing of gases to remove odours
is carried out by directing the odorous gas
stream through a suitable solvent to adsorb
odours, or by chemical treatment with a
suitable reagent. Some commonly used
solutions include sodium hydroxide (for
hydrogen sulfide and mercaptans), sodium
hypochlorite (for unsaturated organic
compounds) and diluted sulfuric acid (for
ammonia). This method is more economically
efficient than incineration and adsorption
on activated carbon, when the volume of
odorous gas to be treated is greater than
5000 cubic metres per hour. The main types
of gas adsorption equipment include packed
towers, plate or tray towers, spray towers,
venturi and fluidised-bed scrubbers.
It is important that hot, moist vapour streams
be cooled before contacting scrubbing
solutions. Condensers can be used to
condense moisture.
Thermal oxidation, on the other hand, uses
high temperatures to destroy odorous
compounds by submitting odours to a high-
temperature for long enough to oxidise the
compounds.
Biofiltration involves biological processes
(bacterial action) to remove odours. Bacteria
grow on inert supports, allowing contact
between gases and the bacteria itself. The
process is self-sustaining, but the systems
require careful maintenance as the bed on
which bacteria grows has to be replaced
regularly.
Biofilters are relatively low-cost to build and
operate. Many food processing plants require
treatment to be air contaminated with the
odour of cooking cabbage. The biofilter
effectively removes all traces of odour and
the adsorption media of pine bark can
be used if kept moist by water fed from a
dripline.
Bioscrubbers use the combined principles
of liquid scrubbing and biofiltration to
remove odours from gases. However,
bioscrubbers can only be used successfully
if the contaminants can be removed from
the waste gas by adsorption in water or
water/activated sludge mixture. Furthermore,
contaminants must be biologically
degradable.
The test method described above essentially
determines how much dilution of the odour
laden air is required to be detectable. The
more dilution required, the higher the odour
rating and therefore the more intense the
www.amsj.com.au / Summer 2017 / AUSTRALASIAN MINE SAFETY JOURNAL
odour becomes. This gives a strong lead on
how to deal with problem odours - dilution is
the solution.
This can often effectively eliminate problem
odour by simply mixing with a fan, supplied
source of clean air.
PROFILE
Phil Abernethy
ABSORB ENVIRONMENTAL SOLUTIONS,
DIRECTOR
Phil Abernethy is an environmental educator
and a consultant who developed Australias
first Certificate IV in On-Site Environmental
Management and Advanced Diploma of
Environmental Management.
With a passion for the natural environment
fostered from an early age, Phil is inspired
to share his experiences and offer industry
insight as part of his commitment to sharing
environmental knowledge.
After graduating with a B.E. (Chem, Hons),
M.B.A., and completing Post Graduate Studies
in environmental impact assessment, Phil had
over three decades of experience in chemical
engineering and providing environmental
best practice commissioning and operating
sugar mills.
He established Absorb Environmental Solutions
in 1996 and Absorb Training in 2009,
and also founded the Institute of On-site
Environmental Management.
Visit www.absorbenviro.com.au for more
information on Phil and his work.
57
 REGULAR
TRAIN OF THOUGHT
Training in
the resources
industry:
Recognising individual needs
in diverse environments
Accommodating the circumstances and needs of each individual worker is just as important as offering workplace
training to them, Rod Ramsay writes.
W
hen you board a flight, do you ever
check to see if the pilot has a ticket?
When you have an operation at the
hospital, do you ever ask the surgeon to see
their tickets? Like me, you probably dont, but
you reasonably expect that someone does,
otherwise they shouldnt be there.
Resources training in Australia is as diverse
as the industry itself. Thousands of registered
providers across the country deliver a broad
curriculum of courses, competencies,
certificates, qualifications and tickets to
people from all walks of life and at different
stages in their careers.
Training delivery and accessibility within the
resources industry is further complicated by
remote operations, technology upgrades,
time constraints, long work hours, shift rosters,
and fly-in fly-out workforces that according
to recent studies are more vulnerable to
mental illness.
In addition to this, competence in this diverse
industry is about more than just being able
to perform a task; it is about understanding
and adapting to your work environment,
communicating well with people around you
and applying your skills and knowledge to a
variety of situations, such as metal mining,
coal mining, civil construction, quarries and
drilling.
58 AUSTRALASIAN MINE SAFETY JOURNAL / Summer 2017 / www.amsj.com.au
TRAINERS FACE MULTIPLE PRESSURES
There are a lot of pressures at play; it is not
easy for trainers or workers in such demanding
environments.
Training helps keep Australian workforces
proficient and safe, so there is no dispute that
it is worth the effort. However, it is has become
increasingly apparent that accommodating
the circumstances and needs of each
individual worker is just as important as the
training itself. At the Resources Industry Skills
Association, their view is that both more
resources and learning are required for trainers
to become more effective in recognising and
managing individual needs.
With respect to individual needs, a key area of
focus in recent years has been Foundation
Skills, which is a positive initiative designed
to improve language, literacy and numeracy
(LLN). In other words, this refers to the ability
to speak, listen, read and write in English, and
use mathematical concepts.
SKILLS ARE THE KEY TO COMPETENCE
It is widely known that without adequate skills
in those areas, individuals often struggle to
demonstrate their competence either in the
classroom or in the field. In the resources
industry, there are two sets of resources to
assist trainers in being able to identify the LLN
levels of individuals - namely, the Foundation
Skills Assessment kit and guidebook entitled
Diggin In.
The kit aligns with the Australian Core Skills
Framework and addresses LLN levels for
all RII qualifications. It contains information
and assessments for each level, using
the competency standards and industry
references to be able to determine whether
an individual will be able to succeed at a
particular level without further assistance.
Great resources are available through the
website, Skillsdmc.com.au
LEARN TO RECOGNISE BARRIERS TO
MENTAL WELLBEING
Another major area of trainer development,
apart from the technical skills and knowledge,
is being able to identify when someone has or
is suffering from anxiety and/or depression. It
has become widely recognised and accepted
in our communities during recent years
that there are many causes behind these
conditions.
Conditions may not be obvious and even
be difficult to manage, if someone has
no understanding of anxiety, depression
and other related factors. These health
issues are not generally related to specific
competencies, so the student may be very
capable and experienced. However, certain
adverse behaviours may be obvious.
competencies, so the student may be very
capable and experienced. However, certain
How to manage people with these issues is
adverse behaviours may be obvious.
not the key, rather how to be aware of them,
and for trainers to find out where to find more
How to manage people with these issues is
information that will help them understand
not the key, rather how to be aware of them,
certain behaviours.
and for trainers to find out where to find more
information that will help them understand
There are many organisations where you can
certain behaviours.
get further information, such as Beyond Blue,
Mates in Construction and the more recently
There are many organisations where you can
launched Mates in Mining.
get further information, such as Beyond Blue,
Mates in Construction and the more recently
Read their articles here:
launched Mates in Mining.
matesinconstruction.org.au
matesinconstruction.org.au/mining
Read their articles here:
glencore.com/sustainability/case-
matesinconstruction.org.au
studies/p/mates-in-mining
matesinconstruction.org.au/mining
glencore.com/sustainability/case-
TRAINERS NEED TO BE MULTI-SKILLED
studies/p/mates-in-mining
Trainers within the resources industry need
TRAINERS NEED TO BE MULTI-SKILLED
to have a wide range of skills to perform
effectively in diverse environments where
Trainers within the resources industry need
their students are located. They not only
to have a wide range of skills to perform
need to have good knowledge and skills
effectively in diverse environments where
in the competencies they deliver, but
their students are located. They not only
should be exceptional people managers,
need to have good knowledge and skills
communicators, and listeners.
in the competencies they deliver, but
should be exceptional people managers,
communicators, and listeners.
Working many years in the industry has shown
it is advantageous to have some know-how in
helping individuals to access the support they
Working many years in the industry has shown
need outside of the technical aspects of their
it is advantageous to have some know-how in
job.
helping individuals to access the support they
There is no doubt that mine safety and health
need outside of the technical aspects of their
has improved. The training model has also
job.
improved. But, training is not about having
There is no doubt that mine safety and health
a ticket, its not about compliance. Its about
has improved. The training model has also
understanding what we all have to do to
improved. But, training is not about having
ensure we have safe productive mines.
a ticket, its not about compliance. Its about
understanding what we all have to do to
The question for all of us, is quite simply, do PROFILE
ensure we have safe productive mines.
we have the current knowledge and skill to
carry out our responsibilities in a way to ensure
Rod Ramsay
PROFILE Industry Skills Association, CEO
The question for all of us, is quite simply, do Resources
our own safety and health and the safety and
we have the current knowledge and skill to
health of others. If you cant answer that, you
carry out our responsibilities in a way to ensure
Rod
Rod RamsayRamsay
has worked in the training sector
of the industry for more than 30 years,
probably need a bit more training. Resources Industry Skills Association, CEO
our own safety and health and the safety and and is passionate about ensuring there is a
Rod Ramsay has worked
health of others. If you cant answer that, you vocational education and in the training
training systemsector
that
Until we achieve our goal of acceptable risk of thefor
industry for more than 30competent
years,
probably need a bit more training. works everyone and ensures
and zero incidents we must continue to and is passionate
people are on the about
job. ensuring there is a
improve the knowledge and skill of all mine vocational education and training system that
Until we achieve our goal of acceptable risk works for everyone and ensures competent
workers. Training is so much more than just
and zero incidents we must continue to people are on theSkills
job. Association (RISA)
simply having a ticket. Resources Industry
improve the knowledge and skill of all mine has a vision to engage with industry
workers. Training is so much more than just partners to achieve leading practice in
Resources development.
Industry Skills Association (RISA)
simply having a ticket. workforce RISA plays an
has a vision to engage with industry
important function in working with industry
partners to achieve leadinga practice in
and regulators to maintain vigil on safety,
workforce development. RISA plays an
training in the industry and to highlight areas
important
where function in and
improvements working with industry
innovation are
and regulators to maintain a vigil on safety,
needed.
training in the industry and to highlight areas
where improvements and innovation are
needed.
www.amsj.com.au / Summer 2017 / AUSTRALASIAN MINE SAFETY JOURNAL 59
 FEATURE

INNOVATIONS

Aussie logistics
leader fills-up
A premier mineral sands mining company has procured new automated bag-lling technology,
writes David Boger.

THE AUTOMATED BULK

BAG FILLING STATION
FILLS BULK BAGS WITH
UP TO 160,000 KG OF
ABRASIVE MATERIALS PER
EIGHT-HOUR SHIFT

SKID-STEER LOADER
DEPOSITS MINERAL SANDS
INTO THE 2.5M3 CAPACITY
HOPPER WHILE THE SCREW
CONVEYOR MOVES THE
MATERIAL TO THE BULK BAG
FILL HEAD.

THE SWING-DOWN
FILL HEAD PIVOTS TO
A VERTICAL POSITION,
ALLOWING THE OPERATOR
TO SAFELY AND RAPIDLY
ATTACH BAG STRAPS TO
FILLER LATCHES WHILE
STANDING ON THE PLANT
FLOOR. PUSHING ONE
THE FILLED BAG AND BUTTON INFLATES THE
PALLET MOVE OUT ON MATERIAL INLET AGAINST
THE ROLLER CONVEYOR THE BAG SPOUT, AND
AND ARE REMOVED FOR INITIATES ALL AUTOMATIC
SHIPMENT. BAG FILLING FUNCTIONS.

A PNEUMATICALLY
TOUCH-SCREEN OPERATED PRODUCT
INTERFACE ON SAMPLER CAPTURES A
THE PLC ALLOWS 4.3OZ (142G) SPECIMEN
PROGRAM SETUP AND FROM THE MATERIAL
ACTIVATION OF FILLING STREAM FOR PRODUCT
CYCLES. QUALITY DOCUMENTATION.

60 AUSTRALASIAN MINE SAFETY JOURNAL / Summer 2017 / www.amsj.com.au

C
ristal Mining Australia recently procured
Flexicon Corporation Australias Bulk Bag
Filling System for the Qube Bulk Picton
Facility, 80km southwest of Sydney.
When Cristal decommissioned its in-house
bagging operation, Qube Bulk seized
the opportunity to improve sandbagging
operations by devising a bulk bag-filling
solution in concert with Flexicon.
The result was a mobile system that filled
up to 80 bulk bags or 160,000 kg with the
abrasive materials per eight-hour shift
automatically, accurately and dust-free.
A division of Australias largest provider of
import and export logistics services, Flexicon
manages more than 20 million tonnes
of bulk product shipments per year. This
now extends to filling bulk bags with three
different types of abrasive mineral sands.
QUICK TURNAROUND DEMANDS
MOBILITY
Bulk truck shipments from Cristals Mineral
Separation Plant are delivered to storage
sheds at Qube Bulks Picton Facility. With
limited lead time for outgoing orders, the
company admits productivity is a critical part
of the bulk-bagging process.
Often due to market situations, we receive
orders fairly late and need to bag the product
in a short timespan to get the shipping
containers loaded with bulk bags and to
the port on-schedule, Qube Bulk regional
manager Jos Pascoe says.
The need to respond to orders for any
combination of the three materials stored in
different sheds demanded a mobile solution.
Flexicon proposed a skid-mounted mobile
bulk bag filling station with a 2.5 sqm
capacity hopper and a 220mm-diameter,
3m-long rigid tube screw conveyor to move
materials to the bulk bag fill head. The
solution was promised to deliver 20m3 per
hour of material into bulk bags weighing
up to 1000kg or 2000kg each. The skid
measures 4m by 2.25m and the unit stands
3.4m high.
A forklift moves the mobile filler between
storage sheds, depending on which material
needs to be loaded. Pascoe claims the
system, including its 2.75 m-long offload roller
conveyor, can be set up and running at a new
location within 20 minutes.
FROM BULK TO BAG IN THREE MINUTES
Once an order is received and the filling
station is positioned in the appropriate
storage shed, Pascoes crew can fill up to 80
bags per eight-hour shift. Pascoe says from
that timeframe about half is actually spent
filling with the material and the other half
spent placing pallets, hanging empty bags
and conveying filled bags out of the station.
Obviously, filling larger bags takes a bit
longer, he says, but thats still only about
three minutes per 2000 kg bag.
A skid-steer loader empties bulk material into
the feed hopper. The bottom of the hopper
funnels the granular mineral into the steel
tube screw conveyor inclined at a 45-degree
angle. The conveyor is equipped with a
heavy-duty stainless steel spiral to handle
the free-flowing but abrasive mineral sands,
which range in density from 2200 kg/m3 to
2750 kg/m3.
The conveyor design itself does not include
any bearings or rotating seals, and the drive
motor is mounted above the discharge point,
preventing abrasive minerals from grinding
on bearings or seals at the drive shaft.
A pneumatically-operated product sampler
automatically captures a 142g specimen from
the material stream during the fill cycle, for
product quality documentation.
Pascoe plans for greater productivity as his
crew becomes acclimated to the new system.
We are targeting 100 bags in an eight-hour
shift, he says.
That will allow us to fulfill a typical
40-container order in about five working
shifts.
The short turnaround is critical because
Pascoes biggest scheduling concern
is the time spent between releasing of
shipping containers for pick-up and packing
containers to meet shipping deadlines.
ERGONOMIC FEATURES PROTECT
WORKERS, BOOST PRODUCTIVITY
In keeping with Australias focus on workplace
health and safety, Pascoe required operation
that was both ergonomic and efficient. To
this end, the pivot-down fill head allows
safe, rapid connection of bag loops to the
filler latches without standing on the roller
conveyor, straining to reach overhead
bag connection points or inserting hands
between fill head components.
Dust is contained by an inflatable bag spout
seal and a telescoping discharge chute
between the conveyor outlet and filler inlet,
and by venting displaced air and dust to a
filter sock.
Once a bag is filled latches automatically
release bag loops, and the roller conveyor
moves the bag out of the filling area for
tagging and transfer to the shipping
container.
Features like easy bag attachment and no
manual handling of loaded bags or pallets
minimise worker exposure to potential
injuries, Pascoe says.
We were concerned about workers being
exposed to dust in the storage sheds, but the
filler discharge chute contains all [the] dust.
www.amsj.com.au / Summer 2017 / AUSTRALASIAN MINE SAFETY JOURNAL
AUTOMATED CONTROL DELIVERS
PRECISE MEASUREMENT
The units PLC touch screen automates
everything except for connection between
bag straps and latches, and pulling the bag
spout over the deflated spout seal.
It is all programmed and its accuracy has
been impressive, Pascoe says.
All you have to do is set the PLC for 1000 kg
or 2000 kg bags. Once the bag is in position,
you press the start button, the inflator for
the bag spout starts automatically and the
product starts flowing.
Load cells under the filler send signals to the
PLC to stop the conveyor when the bag gains
the desired target weight.
The PLC also automates other aspects of the
process including activating the powered
roller conveyor and product sampler and
other actions based on feedback from
sensors.
PROFILE
DAVID BOGER
GLOBAL BUSINESS DEVELOPMENT VP,
FLEXICON
David is vice president, global business
development at Flexicon Corporation,
which is headquartered in Bethlehem,
Pennsylvania, USA. During his tenure at
Flexicon, he previously held the positions
of service engineer, applications engineer,
sales manager, and sales and marketing vice
president. He holds a Bachelor of Science
degree in chemical engineering from the
Rensselaer Polytechnic Institute in Troy, New
York.
Flexicon is touted to be a global leader
in the design and manufacture of bulk
handling equipment, with manufacturing
facilities located on four continents. Flexicon
manufactures a broad range of equipment
including flexible screw conveyors, tubular
cable conveyors, pneumatic conveying systems,
bulk bag fillers, bulk bag conditioners, bulk
bag dischargers, weigh batching systems,
manual dumping stations, drum/box/container
dumpers, and custom-engineered plant-wide
systems integrated with new or existing
processes.
Flexicon Corporation (Australia)
78 Westgate Street, Wacol Qld 4076
Phone: 07 3879 4180
Email: sales@flexicon.com.au
Website: www.flexicon.com.au
61
 FEATURE
INNOVATIONS
Fibre and sensors take
centre-stage at
global event
Fibre-optic and photonics sensor technology were hot topics at an international event held in Brisbane, writes
Saiied Aminossadati.
T
he 2nd international Fibre-optic and
Photonic Sensors for Industrial and Safety
Applications Conference (OFSIS2017)
recently welcomed experts in fibre-optic and
photonics sensors from around the world.
The event hosted by The University of
Queensland was held on 8-10 January 2017 at
the University of Queensland.
The conference provided a unique interactive
platform for the research and industrial
communities to discuss the fibre-optic
and photonic sensing technology, their
laboratories and field trials, and new
insights into their advanced manufacturing
techniques and applications.
Areas discussed throughout the conference
included:
fibre-optic sensing technologies
distributed sensing systems
environmental monitoring
safety in industry: Mining, oil and gas,
food, defence, nuclear power
public safety
intelligent safety instruments
biomedical and medicine
The conference saw four plenary sessions,
25 keynote, 16 technical and over 30 poster
presentations to more than 150 delegates
from more than 10 countries across academia
and industry. The conference was technically
sponsored by IEEE Photonics Society
conference chair Dr Saiied Aminossadati
says.
Papers selected to feature at the conference
have been published by Measurement and
IEEE Xplore after a rigorous peer-review
process.
62 AUSTRALASIAN MINE SAFETY JOURNAL / Summer 2017 / www.amsj.com.au
ADVANCEMENTS RANKED HIGH ON THE
AGENDA
The plenary session focused on advancement
in fibre optic and photonic sensors. Professor
Kenneth Grattan from George Daniels
Professor of Scientific Instrumentation, City,
University of London was the first plenary
speaker. He says fibre-optic sensors have
been developed extensively over the last
thirty years.
However, in recent years, important
applications of these systems have been
developed to meet a range of challenging
industrial applications. Civil and structural
engineering industries have been aware of
the need for better monitoring of the multi-
billion-dollar civil infrastructure, whether it
be bridges, buildings, towers or other critical
parts of what makes modern towns and cities
function well.
GADGETS ADAPT TO DIFFERENT
ENVIRONMENTS
Professor Benjamin Eggleton from the
Australian Centre for Ultrahigh Bandwidth
Devices for Optical Systems presented
the development of integrated devices,
consisting of chip-scale electronics
possessors, optoelectronic devices and
on-chip acoustic devices, that sense,
analyse, respond to, and manipulate their
environment.
Professor Yun-Jiang Rao from the Key
Laboratory of Optical Fibre Sensing and
Communications in China discussed recent
progress in fibre-optic sensors for industrial
and safety applications. He reviewed sensing
systems for high-temperature strain sensing
and pressure measurements, and distributed
fibre-optic sensing systems for long distance
remote strain/temperature/vibration
measurements.
Finally, Professor Perry Ping Shum from
Nanyang Technological University in
Singapore discussed the advantages of
fibre-optic sensors such as light weight,
immunity to radio frequency interference and
electromagnetic interference, high sensitivity,
compact size, corrosion resistance, easily
multiplexing and potentially low cost.
EVENT CREATES DISCUSSION ON
RESEARCH
The conference also included an industry-
research discussion panel session that
focused on opportunities and challenges for
the development and utilisation of fibre-optic
and photonic sensors in various industrial
applications.
The session was chaired by Dr Jeremy Davies
and leaders of various research centres
and industries including geotechnical
engineering, mining and oil and gas (UQ,
Rio Tinto, Anglo American, China National
Petroleum Corporation, Emtek, Insulect
Australia, METS Ignited) as well as original
equipment manufacturers (Joy Global,
Yokogawa, AP Sensing, Micron Optics), and
world experts from fibre-optic and photonic
sensing research centres participated in this
session.
Conference secretary Moe Amanzadeh says
the panel discussion looked into the status of
fibre-optic and photonic sensing technology
in all industrial applications and identify the
opportunities and challenges for it use in
mining industry.
 PROFILE

SAIIED AMINOSSADATI
UNIVERSITY OF QUEENSLAND, SENIOR
LECTURER
Dr Saiied Aminossadati and his team are
conducting extensive fundamental and applied
research on various fibre-optic based sensors.
This includes the development of gas sensors for
underground mining applications, distributed
temperature and acoustic sensing systems for
conveyor belt monitoring, robust monitoring
systems for roof deformation in underground
mining, slope stability in surface mining and
shape sensing systems for mining equipment.
These projects have received financial support
from the mining industry and Australian Coal
Association Research Program.

Dr Aminossadati began his engineering career in

1984, and qualified with BEng in 1989, MEng in
1994 and PhD in 1999. He joined The University
of Queensland as an engineering lecturer in
2006. He has been involved in the development
of mining engineering curriculum at the national
level for the Mining Education Australia since
2007. He is the leader of mine ventilation and
fibre-optic sensing research at the University of
Queensland and has successfully received several
internal and external competitive research
grants. He has published more than 110 peer-
reviewed Journal and Conference papers and
given more than 40 oral presentations.

He has gained international recognition for his

research on thermos-fluids, underground mine
ventilation and fibre-optic sensing systems. He is
using his close relationship with mining industry
to introduce new technologies in this industry and
collaborating with a number of national and
international institutes in this field.

www.amsj.com.au / Summer 2017 / AUSTRALASIAN MINE SAFETY JOURNAL 63

REGULAR

LESSONS FROM THE PAST

 REGULAR
LESSONS FROM THE PAST
In an era where we scarcely blink when a probe lands on an asteroid, why do
major industries continue to kill workers in the same old ways? University of
New South Wales Professor Michael Quinlan writes a lack of will and not a
lack of know-how is behind the ten pathways to death and disaster.
I
n mining, apart from electrocution and
incidents with machinery, the ways miners
are killed fires and explosion, falls of
ground, falls from height, inrush/inundations
and asphyxiationhave been known for
hundreds of years. They have also been the
subject of regulation in the United Kingdom
and other wealthier countries for more than
150 years.
With a litany of death and disasters to
learn from, why are incidents like the fatal
explosions at the Upper Big Branch mine in
the United States and Pike River mine in New
Zealand, which both killed 29 coal miners in
2010, still occurring?
Even in workplaces with shorter histories,
like oil rigs, repeat disasters still occur. These
repeat incidents often arose from strikingly
similar causes, or pattern failures. Failures
or flaws are not error or deficiencies in safety
culture a popular but ambiguous concept.
Failures or flaws arise from conscious
decisions by those in charge of workplaces,
by governments or those responsible for
enforcing safety legislation.
DEADLY PATTERNS
In my book, Ten Pathways to Death and
Disaster Learning from Fatal Incidents in
Mines and Other High Hazard Workplaces,
I reviewed the official investigations into
23 fatal mine incidents in five countries:
Australia, Britain, Canada, New Zealand and
the United States between the years 1992
and 2011.
The examination revealed 10 recurring
pattern causes:
Engineering, design and maintenance
flaws
Failure to heed warning signs
Flaws in risk assessment Again, the same pattern failures played a
Flaws in management systems recurring and conspicuous role in these
Flaws in system auditing incidents, including the fire at BPs Texas
Economic or reward pressures City Refinery that killed 15 workers and
compromising safety the Deepwater Horizon oil rig disaster
Failures in regulatory oversight that killed 11 workers and did monumental
Worker or supervisor concerns that environmental damage.
were ignored
Poor worker or management CLEAR LESSONS
communication and trust
Flaws in emergency and rescue Almost all these incidents arose from causes
procedures that were both predictable and preventable.
In most cases there was clear evidence
Almost every incident had at least three of of serious flaws long before the incident
these pattern causes. Well, over half had five that were ignored by management. Flaws
or more. Several, like Pike River, had all 10; were not addressed by regulators due to a
this applied to both single fatality incidents lack of resources or effective enforcement
and multiple fatalities. measures.
The most common pattern flaws included There was often a clear interaction between
design, engineering and maintenance pattern failures. One recurring connections
failures, failures to heed warning signals, was that cost-cutting and production
flaws in management systems, worker and pressures often underpinned failures in
other concerns that were ignored, poor engineering and maintenance, as occurred
emergency procedures, and failures in at BPs Texas City refinery in 2005. Other
regulatory oversight. flaws like inadequate rescue and emergency
procedures were evident at the Piper Alpha
The book also examined workplace disasters North Sea oil rig fire in 1988 that killed
in other high hazard workplaces including 167 workers, and the Pike River coal mine
airplanes/aviation, major hazard facilities, explosion that killed 29 miners in 2010.
factories, oil rigs and refineries across a
wider timescale, 1980 to 2011, and array of Changes to work organisation including
countries. downsizing and restructuring can rapidly
Directors take credit for the nancial success of organisations
but very few appear to take a corresponding responsibility
for failures that result in the death of those that work for
them. That this bizarre situation is accepted as normal is
telling about what the rhetoric about safety coming rst
really means.
www.amsj.com.au / Summer 2017 / AUSTRALASIAN MINE SAFETY JOURNAL 65
 REGULAR
LESSONS FROM THE PAST
corrode even initially robust safety regimes.
The outsourcing and offshoring of aircraft
maintenance in the USA was responsible for
at least six serious airline incidents, including
three multiple fatality crashes, between 1995
and 2009.
NOT LISTENING
Fatal incidents examined in the book also
repeatedly pointed-out serious flaws in
safety management systems. This included
a focus on routine risks, like relatively
minor injury, behaviour and personal safety
rather than process safety. This approach
presumed quite incorrectly that managing
routine risk would also minimise the chance
of low frequency/high impact events
(sometimes, like at Deepwater Horizon,
referred to as black swans).
Systems were typically top down,
with limited and ineffective feedback
loops to report on problems or failures.
Disempowering workers and marginalising
unions exacerbated this problem.
The need for management to listen to safety
concerns raised by workers, supervisors
and others was a serious concern, although
relatively few official investigations into
incidents explored this issue. Legislation
in Norway and Australia that gives worker
representatives in high-hazard industries,
especially mines and oil rigs, the powers
to better safeguard workers, remains the
exception.
This highlights how disempowered workers
are the lack of respect given to their
knowledge and concerns even in industries
where there is a significant risk of death, like
dock work, seafaring, construction, oil rigs
and mines, and after a disastrous incident.
Some popular explanations of disaster and
death at work did not stand up to scrutiny.
The incidents did not arise from complex
technology, unknown hazards, poor safety
culture or simple human error.
Unsafe behaviour was at most the last
failure point in a system that was already
severely corroded, and such behaviour was
commonly both condoned and conditioned
by management through poor training
and supervision, production pressures or
66 AUSTRALASIAN MINE SAFETY JOURNAL / Summer 2017 / www.amsj.com.au
pay incentives and bonuses and the use of
contractors.
WORKER INSPECTORS
My findings provide a clear guide for
interventions. Unfortunately, the current
political economy of safety makes this
unlikely to occur in anything other than a
sporadic and partial fashion.
In two countries, Australia and New Zealand,
regulatory intervention after serious
incidents did address many of the pattern
causes of deaths in mining. This included
improving enforcement systems and
mandated requirements on management
systems, including protocols to deal with
potentially dangerous incidents, alongside
detailed regulation on known hazards. The
mines inspectorate was also overhauled to
ensure regulations were enforced including
regular auditing of safety systems and both
the reporting and investigation of high-
potential incidents.
Another critical element of the new regime
was empowering worker representatives
in mines to take on most functions of
government mine inspectors, including
roving full-time union safety officers. This
system, with origins dating back to the
1870s, provides an additional source of
oversight with one clearly dedicated to
protecting workers.
Since introduction of this regime in the two
major mining states of Australia during the
late 1990s, there has been no mine disaster
at a time when there has been a substantial
expansion of mining activities.
In at least two of the other three countries,
Canada and the USA, there was no
such learning and indeed the rise of
neoliberalism has seen a progressive
weakening of occupational health and
safety by encouraging hazardous forms
of work organisation, trying to marginalise
unions/collective voice, undermining
labour standards (with mantras about the
need for flexibility and removing regulatory
burdens on business), cutting resourcing
to inspectorates and promoting ineffective
forms of light touch regulation.
GOING BY THE BOOK
Michael Quinlans new book
provides a devastating critique
of failed safety management and
regulatory practices in vogue at
modern workplaces.
OBSCENE RHETORIC
In all five countries there was evidence of a
pervasive mantra of the need to reduce the
regulatory burden on business or red tape,
an obscenity in the context of work safety
laws whose goal is to stop the spilling of
blood at work.
MINE CHARGES
Unions and campaigners have welcomed
the November 2014 indictment on criminal
safety charges of the former head of a US
mining firm with an unmatched record
of fatalities and safety violations. Donald L
Blankenship, former chief executive officer
of Massey Energy Company, is charged with
conspiracy to violate mandatory federal
mine safety and health standards and a
string of other offences.
In the US, the effect of almost 30 years of
regulatory erosion is evident in repeated
failures of regulatory oversight, like the
2013 ammonium nitrate explosion at the
West Fertilizer Company in Texas that killed
15. In Australia, a union-hostile Federal
Government has reviewed safety laws in the
area of directors responsibilities, the powers
of safety representatives and right of entry
for unions.
The failure of governments to hold boards
of directors accountable for their decisions
affecting safety and their connivance in
the weakening of unions and worker input,
has also limited any incentive for learning.
Prosecution, let alone conviction or gaoling
of directors whose decisions (including the
failure to consider safety consequences)
contributed to deaths, is exceptionally
rare and then usually limited to smaller
companies.
These facts are eloquent testament to
the point that irrespective of the rhetoric,
workplace safety does not come first,
or even second or third when it comes
to the priorities of governments or most
corporations.
GLOBAL CATASTROPHE
While the book focused on five rich
countries with longstanding regulatory
regimes and some level (though corroding)
 knowledge is not created in a social vacuum.
The political economy perspective argues that safety, including workplace disasters, can only
be understood in the context of the distribution of wealth and power within societies, and
dominant social policy paradigms that privilege markets and prot, production or economic
growth over safety.

of accountability the same pattern causes DELIBERATES NOT ACCIDENTS

were identified in incidents in high hazard
workplaces in low to middle income
countries like Brazil and China.
The same point can be made with regard
to the 2014 mine disaster in Soma,
Turkey where 301 miners died and there
was evidence of inadequate rescue
and emergency procedures and poor
inadequate regulatory oversight to name but
two pattern causes.
While the same pattern causes appear
to apply to these countries there are
differences, most notably more endemic
corruption of the political and regulatory
apparatus and weaker accountability to the
community. For example, the failure to hold
or make public official investigations.
The capacity of unions and community
groups to raise safety concerns is often
seriously compromised by repressive
actions of the state. In states like China, this
avenue is made almost impossible by the
states failure to tolerate independent unions
or community dissent.
Global supply chains are increasingly
facilitating the erosion of safety standards
by moving work to countries with minimal
safety standards and no protocols for raising
standards as part a free trade agenda.
The 2013 Rana Plaza building collapse in
Bangladesh which killed over 1100 mainly
garment factory workers, many producing
clothing for the West exemplifies this.
Until these problems are redressed fatal
incidents and disasters that are entirely
preventable will continue to occur in both
rich and poor/middle income countries,
even if the risk of death remains far higher in
the latter.
Well-established knowledge about what
causes these incidents, and how they can
be remedied, will continue to be ignored
while more fashionable but ineffective
measures like promoting safety culture and
behaviourally based safety hold sway.
Photo credit: American Friends Service
Committee Regional Communication
Coordinator Bryan Vana
Failure and flaw are not interchangeable
with the term error. Failures and flaws
may include errors of judgment but to see
failures and flaws only in terms of errors
would be both too narrow and misleading.
Errors suggest mistakes. As this book will
show, the failures and flaws leading to
mine disasters are more often the result of
conscious decision-making and structured
in the sense that they are the result of
priorities, hierarchies, domains of authority
and even ideologies.
WHOSE SAFETY CULTURE?
The problem is, however, not simply a
lack of specificity but what the concept
has tended to overlook, de-emphasise or
disguise. Its general application has been
one where factors that structure work
the pressure for profit and production,
legislative regulation and the like are treated
at best in a fragmented way or more often
ignored. The notion of culture implies shared
corporate or organisational values, but such
a notion of sharing is misleading.
WHAT WE DONT KNOW WE KNOW
Belated or ineffective intervention was
commonly enormously costly in social,
economic and human terms because the
problem had been allowed to escalate.
The study [EEAs 2001 Late lessons of early
warnings] provided a powerful argument
that major risks of this type could be
foreseen and remedied at an early stage,
if the precautionary principle was applied
acting in ways that gave the benefit of
doubt to caution once credible evidence for
concern was found.
It has been through the progress of error
that we have had evolutionary maturation.
When things are uncertain, sometimes trial
and error learning or the precautionary
principle are all we have. We take calculated
risks but dont know the outcome.
PROFIL E
MICHAEL QUINLAN
PROFESSOR OF UNIVERSITY OF NSW SCHOOL
OF MANAGEMENT
Michael Quinlan is professor in the School
of Management at the University of New
South Wales and also holds a fractional
appointment in the Business School,
Middlesex University, London. Individually
or in a team, he has prepared a number of
reports on occupational health and safety
for governments (including investigations
and audits) in Australia and New Zealand
including trucking safety (2001 and 2008),
the Beaconsfield gold mine fatality (2006-
07), Comcare Review (2008), Pike River mine
disaster (2011) and audits of the Tasmanian
mines inspectorate (2010, 2012 and 2014).
He has served on a number government
OHS advisory bodies, including the Expert
Reference Group on post-Pike River mine
safety regulation and the NZ Extractive
Industry Advisory Group.
Michael has also been a member of
international teams preparing reports on
labour inspectorate responses to new and
emerging risks at work for the European
Commission (2011), and a report on the
determinants of OHS practice for the EU
Occupational Safety and Health Agency in
2013). He has also done expert work for
SafeWork Australia (including a discussion
paper on supply chains and networks
in 2013) and the International Labour
Organisation - including a working paper on
non-standard work and OHS in 2015.

www.amsj.com.au / Summer 2017 / AUSTRALASIAN MINE SAFETY JOURNAL 67

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