This paper reports on the implementation of the critical control concept to manage material risks in the mining and metals industries. The critical control management (CCM) approach assumes it is better to identify weaknesses in risk controls before an incident happens as opposed to discovering weaknesses from an investigation after an incident occurs. The first is sometimes referred to as active monitoring and the second as reactive monitoring (Health and Safety Executive and Chemical Industries Association, 2006). Both are needed. However, whilst methods for both active and reactive monitoring of risk controls are well established in many high hazard industries, such as oil and gas, petroleum and chemical industries, until the publication in 2015 of the International Council on Mining and Metals (ICMM) guides, (Good Practice Guide and the subsequent Implementation Guide) (ICMM, 2015), there was no specific mining and metals industry guidance on critical control management.
This paper reports on progress in implementing the ICMM guidance drawing on two main sources. First, a benchmarking survey of a representative sample of coal and metalliferous mines, both underground and open cut/pit), sponsored jointly by the Queensland Resources Council and the Queensland Commissioner for Resources Safety and Health in the context of a recommendation that the Queensland mining industry adopts high reliability organisation (HRO) principals (Queensland Resources Council and Commissioner for Resources Safety and Health, 2022). Second, it draws on Noetic’s experience of implementing critical control management in mining and other high hazard industries in Australia, Africa, China and North America (Wilkinson, 2018).
The paper describes good practices found and where significant improvements can be made, providing specific and actionable examples of both. From this it also identifies how future guidance on this topic could be improved.