Breakout Session Summary Mining Industry November 1-2, 2007

Mining Team Stephen Thompson Shiv Sinha Allen Christy Rick Marlowe Jim Angel Dan Della-Giustina

Overall Mining Industry Trends and Organizational Consistency with Trends Better performers (low incident rate) are not immune to fatalities and the rate is not necessarily an indicator of potential fatality prevention High quality safety programs may not provide protection against fatalities Internationally – contractors have higher fatality rate Domestically – employees have higher fatality rates 2006 Data presented by MSHA shows mixed results between coal (employees higher) and metal/non metal (contractors higher) in domestic setting

Most Significant Organizational Weaknesses Risk perception problems – perception that it can’t happen or it can’t happen to me – element of overconfidence Lack of leadership skills among mining line organization (7 key element of leadership – vision, credibility, collaboration, communication, action oriented, feedback and recognition and accountability) Lack of understanding of risks Lack of formal risk assessment process Business needs and competition push us to be too risk tolerant Lack of understanding of human performance concepts and/or needs

Most Significant Organizational Weaknesses Overextended equipment life Non-standardized equipment Lack of cohesiveness – Lack of organizational sharing of information Non-standardized crew work practices Lack of written standard procedures Risks associated with work environment/condition changes are not recognized

Most Significant Contributing Causes Lack of human resources to provide adequate training and to develop and maintain written procedures and a lack of trained H&S professionals Lack of identification and control of the risk of fatality Lack of hazard recognition training Lack of well established safe work procedure for all tasks High turnover rate - frequent new employees Lack of established human performance principles No industry safety equipment standards Lack of use of current technology Lack of perceived need to change

Solutions & Best Practices for Fatality Prevention Written pre-job planning document used for every job – must include a risk assessment (IPDE) Empower employees to do whatever it takes to do a job safely and then hold them accountable Develop formalized leadership safety training program (should include a selection and promotion process for leaders) Safety audits driven (led by) by the leadership Incident investigation/root cause analysis programs and training Develop strong safety culture and climate principles Deployment of human performance principles (traps, triggers and tools) Implement new employee screening processes – aptitude, physical capabilities, drug and alcohol, etc. Implement wellness programs

Areas of Future Research Determine the psychological relationship to risk-taking behavior (risk tolerance) Explore technological improvements in mining equipment Adult education/teaching technologies