Mr S S Shrivastava

8/17/2019 Mr S S Shrivastava

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Mining Safety – Challenges andBusiness Opportunities

Presented by –Mr. S S Shrivastava

(Head-Jindal Open Cast Coal

Mines)


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Indian Mining Industry – MineralSubgroups (-age share !ategory

"ise)


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Indian Mineral

#esour!es


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Introdu!tion

Ha$ard – % situation "ith the potential to!ause har& or danger.

'nsae %!t – 'nsae a!t is any a!t thatdeviates ro& a generally re!ogni$ed sae "ay

or spe!ied &ethod o doing a *ob and "hi!hin!reases the probabilities or an a!!ident.

'nsae Condition – 'nsae !onditions areunsatisa!tory physi!al !ondition e+isting in a"or,pla!e "hi!h render it unsae.

#is, – he li,elihood that the har& ro& aparti!ular ha$ard is reali$ed.

Contd.


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Introdu!tion

%!!ident – 'ndesired and unplannedevents "hi!h &ay !ause personal in*uryda&age to property or e/uip&ent or losso output or all three.

0angerous O!!urren!es 1 #eportableIn!idents – events or situations that !ouldhar& e&ployees at "or, in su!h a "ay that

there is a legal re/uire&ent to report the&. 2ear Miss – hese are any or& o a!!ident

"hi!h !ould result in in*ury or loss but doesnot.


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Cause – Efect Pyramid


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34e!ts o %!!ident

Physi!al 5 Mental da&age (trau&a)"ith a possibility o atalities.

6oss o Ma!hinery Hu&an and

3!ono&i!al #esour!es. 6oss o &ar,et reputation. #edu!ed !o&&it&ent and *ob

satisa!tion resulting in higherturnover.


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Saety #egulatory 7eatureso Indian Mining Industries

% Separate %!t (Mines %!t – 89:;) 5 #ules(Mines #ules – 89::) 5 #egulations (CM# – 89:<5 MM# 89=8) govern the "or,ing o &ines.

0ire!torate >eneral o Mines Saety has beenor&ed or ensuring sae "or,ing in Mines. 3ntry is restri!ted in the &ine areas "ithout the

0>MS approved PP3s.

Statutory Certi!ates are issued by 0>MS to the!o&petent persons ater suitable e+a&ination1sor "or,ing in supervisory 5 &anage&entpositions in &ines.


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Mining 6egislation

Mines %C89:;

CM# 89:<(- 7or e!hni!al

Matters related toMines)

Mines #ule 89:=(- 7or ?elare 5

%&enities related toMines)

Cir!ulars

@y-6a"s 5 Standing Orders to be ra&ed 5 i&ple&ented bystatutory persons holding higher &anage&ent positions at unit

level

Mandatory

#e!o&&endatory


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#ole o e!hnology in 3nhan!ingSaetyROLL - OVER PROTECTOR Rear View Camera

AFDSS TDS


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#ole o e!hnology in 3nhan!ingSaetyRemote Controlled LHD

Remote Controlled Dozer

Unmanned Mining

Hydraulic Jumo drill


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Have "e #ea!hed the

li&it o sae "or,ing"ith theseA

Or

?e are at the


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Hierar!hy o Ha$ard MitigationMethods

3li&ination

Substitution

3ngineering1Isolation

%d&inistration Control

Personal Prote!tive 3/uip&ent

(Eliminate human

being from exposure)

(Substitute jobs to

reduce exposure)

(se of technologyto reduce exposure)

(!raining" SO# etc$)


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2e" Con!epts o Saety – @eyondMini&u& #egulatory

#e/uire&ents

B3#O H%#M

OHS%S - 8DD8

@ehavior @ased Saety


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Bero Har&DefnitionE - Bero Har& &eans no one (e&ployees

servi!e providers !usto&ers !o&&unity andsta,eholders) "ill su4er any har& (&ental or physi!al).

In !ru+ Bero Har& !an be e+plained asE

F Zero atalities;

F Zero permanently disabling injuries;

F Zero injuries to members o the public; and

F Zero long-term harm to health.

Moreover at the heart o Bero Har& is a !o&&it&ent toeli&inate the ris, o serious har& to e&ployees partnersand the publi!.


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@uilding a Sustainable BeroHar& Culture – : steps

Contd.


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Bero Har& Culture – : steps

Reporting Culture : #eporting !ulture is the "illingness o e&ployees to report in!identsin!luding near &isses and errors. he depth o a reporting !ulture is

dire!tly i&pa!ted by a *ust !ulture.

Risk !are Culture :

#is, Controls are ,no"n and understood at all levels "ith thisunderstanding o ris, underpinning ho" "e approa!h our pro*e!tdelivery "hilst en!ouraging an innovation to !ounter e+isting ordeveloping ris,s.

Contd.


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"earning Culture :

he learning !ulture reers to the ability and readiness o theorgani$ation to analy$e saety related data dra" !on!lusions anda!t upon the re!o&&endations.

#normed Culture : %n inor&ed !ulture reers to the level o a"areness and !urren!y

o a"areness by &anage&ent and operators o the hu&ane/uip&ent te!hnologi!al pro!ess and environ&ental a!tors "hi!h!ould i&pa!t operational saety.


Contd.


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$ust Culture : % *ust !ulture is one in "hi!h reporting is a!tively en!ouraged "ithan e&phasis on learning ro& these reports versus bla&ing thoseinvolved. 3&ployees are a"are o the di4eren!e bet"een

a!!eptable and non-a!!eptable behavior % !learly !o&&uni!atedset o non - negotiables and a !onse/uen!e &anage&entra&e"or, are a!!epted.



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SIG @asi! /uestions to as,

(8)?hat a& I a!!ountable orA

(;)?hat are the ,ey ha$ards and ris, in &y area o a!!ountabilityA

()Ho" do I go about &aintaining a !lear pi!ture o the ,ey ris,s in&y area o a!!ountabilityA

()?hat Criti!al Controls !an be used to &anageK these ris,s byeli&inating the& and i not pra!ti!able to do so by !ontrollingthe&A

(:)Ho" do I ,no" these !ontrols are a!tually in pla!eA

(=)Ho" do I ,no" these !ontrols are e4e!tive in &anaging theris,sA


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Co&&it&ents or Bero Har&

Bero Har& &eans delivering on the ollo"ing shared !o&&it&entsE

%liminating ha&ardsE %ll our businesses "ill identiy and plan outha$ards in all a!tivities they underta,e.

%liminating atal risksE %ll our businesses "ill identiy atal ris,s andestablish Bero Har& design &anage&ent and behavioural proto!olsto eli&inate the&.

'aintaining Zero (arm day to dayE %ll our businesses "ill establish

and &aintain &anage&ent &onitoring revie" audit and assuran!esyste&s geared or Bero Har&.

Contd.


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)eeping the public sae rom harmE %ll our businesses "ill&anage and &aintain Bero Har& levels o separation se!urity&onitoring and ste"ardship to saeguard &e&bers o the publi!ro& e+posure to our ha$ards.

)eeping all our people healthyE %ll our businesses "ill

!ondu!t health !he!,s and health ris, assess&ents to ensurethere is no long-ter& har& to health ro& "or,ing in ourbusiness.

*orking !ith our customersE %ll our businesses "ill enlist the

support and !o-operation o !usto&ers to a!hieve Bero Har&.

'aking saety personalE %ll our people "ill &a,e saety apersonal !o&&it&ent.

Co&&it&ents or Bero Har&


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LBero Har& is about going ho&e saely

at the end o ea!h day and &a,ing surethe person "or,ing ne+t to you does thesa&e. Bero Har& is a &utual pro&ise

and !o&&it&entE "eKre a&ily and "eare dedi!ated to loo,ing out or oneanother. 3&bra!ing Bero Har& is the rst

step to"ard !reating a sae "or,pla!eand a stellar saety and peror&an!ere!ord.


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B3#O H%#M

OHS%S - 8DD8



#e/uire&ents


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Why Behavior Based Saety

Saety is about people.Co&plian!e is not suN!ient.

Conse/uen!es drive behavior.

Motivating

Peror&an!e 7eedba!,

ruly proa!tive

@road a"areness

0eep Involve&entProven e4e!tive

rans!ends "or,pla!e saety


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+eha,ior +ased aety: *hat#s #t✔n e/cellent tool or collecting data on

the 0uality o a company1s saetymanagement system

✔ scientifc !ay to understand !hy

people beha,e the !ay they do !hen itcomes to saety

✔2roperly applied3 an e4ecti,e ne/t

step to!ards creating a truly pro-acti,esaety culture !here loss pre,ention isa core ,alue

✔Conceptually easy to understand butoten hard to implement and sustain


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+eha,ior +ased aety: *hat#s #t 5ot6 ✗7nly about obser,ation and eedback

✗Concerned only about the beha,iors oline employees

✗ substitution or traditional risk

management techni0ues

✗bout cheating 8 manipulating people 8a,ersi,e control

✗ ocus on incident rates !ithout a ocuson beha,ior

✗ process that does not need employeein,ol,ement

raditional Saety Preventive


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raditional Saety – PreventivePro!ess

9e!er9e!erccidencciden

tsts

aetyaety

rainingraining 2olicies2olicies loganloganss

aetyaety

'eetings'eetings

ContesContes

ts 8ts 8

!ard!ard

CommitteCommitte

es 8es 8

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rr

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llaa

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@@S – % !y!li! pro!ess


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Implementation o BBS. 9ocus inter,ention on obser,able beha,ior.


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9acts about (uman+eha,ior :(uman +eha,ior is a unction o :

➢cti,ators !hat needs to be done➢Competencies ho! it needs to be done

➢Conse0uences !hat happens i it is done)

(uman +eha,ior is both :

➢7bser,able

➢

'easurable

hereore3 +eha,ior can be 'anaged


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7our types o Conse/uen!es

Positive #einor!e&ent (#)(0o this 5 youQll be re"arded)

2egative #einor!e&ent (#-)(0o this or else youQll be penali$ed)

Punish&ent (P)(I you do this youQll be penali$ed)

3+tin!tion (3)(Ignore it and itQll go a"ay)

Behavior


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hree @asi! /uestions or @@S

*hat behaviors are beingobservedA

*hy are those behaviors presentA5o! *hat "ill be done to !orre!tthe syste& de!ien!iesA


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Behavior Based Saety – Flowchart


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B3#O H%#M

OHS%S - 8DD8



#e/uire&ents

I t d ti


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7( E L#art of the o%erall management system that

facilities the management of the Occupational &ealth 'Safety riss associated ith the business of the organi*ation

!his includes the organi*ational structure" planning acti%ities"responsibilities" practices" procedures" processes and

resources for de%eloping and achie%ing" re%ieing andmaintaining the organi*ation+s Occupational &ealth ' Safety policy,$

Standard - ./ document" established by consensus and

appro%ed by a recogni*ed body" that pro%ides for commonand repeated use" rules" guidelines" or characteristics foracti%ities or their results" aimed at the achie%ement of theoptimum degree of order in a gi%en context

British Standards Institute

Introdu!tion


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7or&ation o OHS%S 8DD8 E;DD<

•Originally developed in early 899DKs as @S DD.

•#evised in ;DD< by @SI to be &ore !o&patible "ith ISO8DD8.

•7ra&e"or, or an e4e!tive Occupational &ealth ' Safety –

Manage&ent Syste&.

•8< ele&ents designed in parallel to ISO 8DD8.

•%llo"s third-party !erti!ation 1 registration.


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P0C%


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OHS%S Pro!edure


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Bene#ts o !"SS

8)I&proved OHS peror&an!eo Prevent health and saety ha$ard

;)#edu!ed liability

)7e"er a!!idents

)#edu!ed !ostso Prevent ill health in the rst pla!e than to &edi!ation

:)I&proved publi! i&ageo 3nhan!ed !usto&er trusto Co&petitive advantage

=)@etter a!!ess to !apital

Si&plied Model o OHS%S


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Si&plied Model o OHS%S8DD8


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Mr S S Shrivastava

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