Section 5 - System Optimisation: there is a whole of system overview of activities that deliver safe and productive outcomes, when necessary, modifications are made
Vehicle Interaction management is well coordinated, practical and integrated with routine operational and business processes
This group of Business Inputs includes the system-level business inputs necessary for ongoing safe and productive use of mobile equipment. These focus on having a whole of system overview of activities and when necessary, making modifications. This includes:
- Operators in control of mobile equipment are trained, competent, authorised, alert and situationally aware.
- People who routinely work around mobile equipment are trained, competent, authorised, alert and situationally aware.
- Work environments are designed to be as error free as is practical.
- Ensuring that mobile equipment interactions are routinely reviewed during production planning and scheduling.
Mobile equipment operations are monitored and adjusted to remain safe and productive.
Review individual Business Input at comment level
1. BI-05D.01 Clear accountabilities for managers, superintendents and supervisors are included in comprehensive, site relevant road design guidelines and traffic management plans
Site road design guidelines and traffic management plans identify specific accountabilities by organisation position.
General Manager
Site road design guidelines and traffic management plans identify specific accountabilities by organisation position.
Competent senior managers, line managers and supervisors understand their accountabilities to:
- Develop and maintain roads that meet road design standards including meeting regulatory requirements, based on identifying and controlling any failure modes and required business inputs (risks and controls)
Develop and maintain effective traffic management plans .
Line managers are confirmed as being competent in meeting their accountabilities for mine design and traffic management plans. There is a formal process for approving new roads development and traffic management plans. This includes ensuring that all regulatory obligations are met.
Supervisors monitor activities of road construction crews – confirming their activities meet site requirements.
Superintendents and Planning personnel confirm that construction and traffic management are safe and productive.
Action – Formalise mine design criteria – Formalise mine design criteria, migrate information from a few key people so it is captured and formalised for ongoing application at Atlas
2. BI-05D.02 Clear accountabilities for planners are included in comprehensive and site relevant road design guidelines and traffic management plans
Site road design guidelines and traffic management plans identify specific accountabilities for planners.
Manager Mining/Operations
Site road design guidelines and traffic management plans identify specific accountabilities for planners to ensure that resources are allocated and managed for:
- Developing and maintaining roads that meet road design standards
- Developing and maintaining effective traffic management plans
Planners reference and apply site road design and traffic management plans to ensure safe and productive operations.
Short term planners trained and assessed in mine design guidelines and develop plans according to the guidelines. Issued designs are formally reviewed and marked as approved to mine / construct. Traffic management is considered at each process step.
Regular planning meetings review traffic management. Design plans / instructions are signed off by competent accountable personnel confirming that relevant road design and traffic management requirements are being met.
Action – Mine planner training – Prepare a training and awareness package for mine planners that confirms their roles and responsibilities
3. BI-05D.03 Effective contractor management processes
Site contractor management processes are effective.
Manager Mining/Operations
Site contractor management processes are effective, and they include:
- Planning and analysing contract programs to identify all required business inputs (controls)
- Mobilisation information
- Access and induction information
- Allocation of facilities e.g. workshops, parking, offices, equipment laydown, operating areas etc.
- Equipment minimum standards e.g. vehicle markings and lighting requirements
- Traffic management and other operational interfaces
Nominated contract superintendents provide contractor information on site requirements.
Contract superintendents provide oversight and instructions to contractors.
Supervisors of contractors confirm that people engaged on tasks and equipment in use meets site requirements.
- WHSMR – 014 (1) (f) Contractor management and interoperation of their safety management to be included in SMS
- WHSMR – 020 SMS info to be provided to Contractors – including underlying risk registers
- WHSMR – 021 Contractor to provide their SMS to the Operator including their Risk Assessments
Action 1 – Systems level integration between contractor and Tronox – Integrate Yellow Iron and Tronox SMS, cross map and confirm the intent of documents, procedures, forms etc.
Action 2 – Set clear accountabilities for contractor Management – Confirm that accountabilities sees for contractor Management have been assigned and people are aware of their responsibilities, including following the steps for contractor engagement
4. BI-05D.04 Position descriptions that specify expected supervisor performance
Supervisor performance descriptions.
Human Resources Manager
Documented requirements for Supervisors to reinforce requirements. Appointments are also made for all other roles needed to achieve execution of required Effective Controls and Controlled Support Activities.
Set out in the Job Description and Employment contract and re enforced during the Interview Process, Daily Mining Meetings.
Relevant Documents
- Mining and Area Inspections
- Safety Interactions
- Hazard Reporting through to close out
- Haul Smart Digital System
- Toolbox Discussions
- Mining Meeting Minutes
Personnel are appointed and signed off to Supervisory positions.
All YIF Mining Supervisors have completed a Supervisor Course and will further complete the Tronox Work Supervisor/Task Coordinator Course.
Electronic training system which confirms currency of skills including supervisory skills needed for implementation and monitoring of required control support activities.
This Business Input is monitored by Behaviour’s and benchmarked against Lead and Lag indicators throughout.
- NSWFMG 22.03 – Include fatigue management obligations in role requirements and accountabilities
- NSWFMG 23.02 – Include supervision and supervisor knowledge in fatigue control processes
Action 1 – Supervisor appointment and development – Confirm the processes and steps for appointing supervisors and their associated training and competency plans.
5. BI-05D.05 Site fatigue management processes are comprehensive and optimise work rosters
Site fatigue management processes are comprehensive and designed to support employees.
Human Resources Manager
Site fatigue management processes include:
- Education and awareness packages for shift workers
- Optimum shift roster design
- Hours of work and rest requirements including travel time
- Additional work hours management
- Advice and support for supervisors to remove fatigued persons from the workplace e.g. prestart fitness for work judgments,
- Fatigue call ups during shift
The Site Fatigue Management guidelines are set out and distributed to relevant YIF/ Oz Mining Supervisors/Managers/HSE Leaders and the Shift Roster has been set out to comply with the guidelines ensuring a 24 hour break between the change over from Day Shift – Night Shift.
Any Additional Hours over the 12 hour shift requires a documented RA and approval by the Tronox Representative based on critical task where HSE may be compromised if not completed.
Identifying, assisting and removing any Fatigue person from the workplace will be outlined in the Risk Assessment, Tool boxed and assessment tools to assist in the awareness and recognising signs including steps to be taken if recognised.
Relevant Documents
- Fatigue Management Procedure
- Fatigue Management Policy (Tronox)
- Fatigue Management Toolbox including Signs and prevention
- Mining Risk Assessment/SWMS/Take 5X5
Post review – implement relevant Work Scheduling and Planning Fatigue Management controls.
A 7 Day, Rest 1 and 7 Night Shift Roster is set out inline with Tronox Fatigue Management Guidelines.
Site fatigue management awareness and training is being completed to schedule.
Site hours worked tracking systems send reports and identify exceedances.
The 7 Day Rest 1 7 Night will be reviewed and Monitored for effectiveness and impact once the Shift Commences.
- NSWFMG 15.01 Make allowance for travel times in work rosters
- NSWFMG 15.02 Design rosters to allow sleep and home life
- NSWFMG 15.03 – Night shift considerations
- NSWFMG 15.04 – Consider length of shift and number of consecutive shifts
- NSWFMG 15.05 – Consider break length between shifts
- NSWFMG 15.06 – Include roster considerations in work planning
- NSWFMG 15.07 – Consider commute times in work scheduling
- NSWFMG 15.08 – Consider recovery breaks in roster plans
- NSWFMG 15.09 – Make allowance for shift start/finish times
- NSWFMG 15.10 – Avoid planning high risk work for night shift
- NSWFMG 17.01 – Consider and analyse fatigue risks
- NSWFMG 17.02 – Review fatigue and incident reports
- NSWFMG 17.03 – Assess job and work environment factors
- NSWFMG 17.04 – Regularly review external information on fatigue
- NSWFMG 20.01 – Minimise fatigue by allowing sleep periods
- NSWFMG 20.02 – Increase break between shift blocks
- NSWFMG 20.03 – House workers close to work
- NSWFMG 20.04 – Provide longer mid shift breaks
- NSWFMG 20.05 – Educate workers on lifestyle choices to minimise fatigue
- NSWFMG 20.06 – Develop processes to manage fatigued workers
- NSWFMG 21.01 – Conduct a trial before changing any roster
- NSWFMG 22.01 – Set up an maintain a monitoring regime for fatigue controls
- NSWFMG 22.02 – Review controls after incidents or issues
- NSWFMG 22.03 – Include fatigue management obligations in role requirements and accountabilities
- NSWFMG 22.04 – Consult widely on fatigue control measures
- NSWFMG 23.01 – Train workers in fatigue control requirements
- NSWFMG 23.02 – Include supervision and supervisor knowledge in fatigue control processes
- NSWFMG 23.03 – Obtain expert guidance
- WHSMR – 043 Fatigue risks for workers to be managed.
- WHSMR-S2(1)(b) Health CP to address fitness for work, fatigue, and alcohol / other drug issues
Action 1 – Fatigue management, shift start times – Start times for shifts, do we alter for dawn and dusk.
Action 2 – Fatigue management, night shift work demands – Processes for managing night shift work demands for maintenance personnel. Provide information to night shift production supervisor about task scheduling on nightshift based on task demand and complexity.
Action 3 – Fatigue management, include in authority for mining – Review the authority for mining activity checklist, does it adequately consider fatigue?
Action 4 – Introduce a comprehensive for Fatigue management – Implement a comprehensive fatigue management process and adapt for site use. Consider climate extremes including hydration requirements, roster cycles travel to and from site with up to 5 hours drive from some employees, supervisor support, intervention processes and relationship with alcohol et cetera.
Action 5 – Fatigue management, travel time – Working times include travel on first and last shift.
6. BI-05D.09 Change Management Process
Applied and effective change management processes are in use at the operating site.
General Manager
New equipment, road network, traffic flow adjustments etc. follow a defined change management process that:
- Confirms the scope
- Identifies potential impacts for mobile equipment and personnel
- Confirms how hazards will be controlled e.g. signs, barriers, etc.
- Communicates relevant information to personnel
The process is applied when introducing new equipment and new processes.
Superintendents or Supervisors apply the process when there is a need make significant operational changes e.g. in the road network or traffic flows.
Site fatigue management awareness and training is being completed to schedule.
Site hours worked tracking systems send reports and identify exceedances.
The 7 Day Rest 1 7 Night will be reviewed and Monitored for effectiveness and impact once the Shift Commences.
- WHSMR – 011 (2)(e) Any changes made to the SMS after an Incident to be documented
- WHSMR-129 – Requirement to notify the regulator of other upsets or major changes at the mine
Action 1 – Support the change management process with adequate resources – Confirm the resources required for effective change management processes including communication. Note this includes regular updates of the traffic management plan and communication from induction onwards on the triggers where change management processes are expected to be applied.
Action 2 – Management of change triggers – Define the triggers for change management. The process is not well understood to further work at a forum to develop criteria and understanding
Action 3 – Regularly communicate changes and updates to the traffic management plan – Introduce a process where there is a formal and regular distribution of updates and changes to the traffic management plan. This process would emphasise changes in conditions and include compliance reports on the state of road’s and et.
7. BI-05D.11 Emergency Preparedness
The site has a formal approach for emergency preparedness.
General Manager
There should be a formal approach to emergency preparedness on site. It should include multiple scenarios and consider local response, emergency response through to crisis management.
Scenarios include:
- Single vehicle crash
- Crash with multiple vehicles
- Vehicle roll over
- Equipment fire
- Emergency escape
- Entrapment
- Engulfment e.g. stockpile dozer falls into a void, vehicle in water
- Environmental incident – spills of material being carried and/or releases of fuels and lubricants
In determining preparedness, determine the appropriate number of trained personnel (internal and external) with the required response equipment and associated first aid/site medical facilities – that are available during work activities.
Emergency resources are developed and maintained based on planning.
Shift checks. Periodic audits. Post incident reviews.
- WHSMR – 014 (1) (g) SMS to include Emergency Procedures and Response plan
- WHSMR-088 (1) Emergency Plan must be prepared.
- WHSMR-088 (2) – ER Plan to cover all aspects of preparedness and response to (M)UEs on site
- WHSMR-088 (2) (d) – Emergency plan should be readily understandable by Workers and ERT members.
- WHSMR-088 (4) – 88 Duty to prepare emergency plan
- WHSMR-090 – Operator to implement the ER Control Plan
- WHSMR-094 – Operator to conduct annual review (audit) of ER Plans or after any change in Regs or a MUE
- WHSMR-S7 – Site Emergency Response Control Plan should considered the regulated requirements
Action 1 – Emergency Information quick reference TARP resource – Consider a quick reference TARP resource to support consistent emergency response in defined situations.
8. BI-05D.12 External to site obligations are effectively met
The site Traffic Management Plan (or equivalent) documents and monitors how relevant external to site expectations are met.
General Manager
The Traffic Management Plan (TMP) documents how relevant external to site expectations are met for:
- Regulatory and legal obligations
- Company requirements
- International Standards.
External expectations and obligations are mapped to business inputs that have been assigned to accountable people.
The status of relevant external to site expectations are routinely reviewed.
As required, updates are made.
9. BI-05D.99 There is a documented site Traffic Management Plan
Mobile equipment management is well coordinated, practical and integrated with routine operational and business processes.
General Manager
There is a site process for developing and implementing a traffic management plan (TMP) or equivalent that:
- Documents the safe and productive outcomes required when working with or around mobile equipment;
- Provides information on the site, road network layout and allowances for vehicle movements included in mine planning
- Identifies the situations and circumstances, where working with or around mobile equipment can result in fatalities, injuries and incidents;
- Details the business and operational processes that prevent or mitigate the development of these situations and circumstances;
- Confirms how the status of these business and operational processes is monitored;
- Describes how these business and operational processes are maintained and improved
Traffic Management Plan (TMP) in place, which includes:
- Design and planning requirements
- Documented procedures for high consequence and repeating tasks
- Training modules in key requirements covering all use of vehicles for transport, load movement, creation of excavations and road network construction/maintenance
- Maintenance requirements for mobile equipment documented
Physical conditions in the work areas include the provision of signage for direction and location of traffic flows, park up locations, etc.
Approval protocols for the Traffic Management Plan include checks by all relevant technical and operational departments.
Regular internal and external audits confirm the plan meets requirements and is being followed appropriately.
- WHSMR-Part 2 (4) (e) Roads PHMP should consider speeds, volume and different vehicle types
- WHSMR-Part 2 (4) (g) Roads PHMP should consider interactions with public traffic
Action – Review mine design road requirements – Review mine design road requirements. Our mine design considers grade but with dimensions can vary at ramp bottoms and on corners. Consider the use of a road design module.
10. BI-05P.01 Shift to shift communication
There is a formal process for logging and communicating operational status between work shifts.
Manager Mining/Operations
There is defined shift handover process that:
- Provides an update on operating conditions and status
- Equipment in use information
- Progress to plan
Supervisors apply the shift to shift communication process.
Communications log.
WHSMR – 014 (1) (r) Communication arrangements – between and within shifts to be included in SMS.
WHSMR – 027 (a – 0d) Implement a formal process for communicating the state of the workings between shifts (with sign offs)
Action – Handovers for support services – There are a range of handover practices at Atlas, look for standardisation.
11. BI-05P.02 Site change management process apply to changes in equipment, road networks and traffic flows
Applied and effective change management processes are in use at the operating site and these apply to:
- Changes in road networks and traffic flows
The introduction of new models and types of mobile equipment and components e.g. introduction of electric battery powered equipment
Manager Mining/Operations
New equipment, road network or traffic flow adjustments follow a defined change management process that:
- Confirms the scope
- Identifies potential impacts for mobile equipment and personnel
- Confirms how hazards will be controlled e.g. signs, barriers, et.
Communicates relevant information to personnel.
The process is applied when introducing new equipment.
Superintendents or Supervisors apply the process when there is a need to change the road network or traffic flows.
New equipment controls are communicated and implemented.
Traffic modifications and implemented controls are logged and communication to incoming shift crew(s).
12. BI-05P.03 Consultation and communication on traffic management plan
Mobile equipment operators and other involved personnel contribute to a safe and productive mobile equipment operations site.
General Manager
The site has a formal consultation and communication approach that includes the development and maintenance of a traffic management plan.
The process:
- Involves knowledgeable and experienced personnel in planning
- Informs all personnel on their responsibilities and expected actions
- Engages with all personnel as part of any technology selection or introduction process
- Gathers information about concerns, hazards, incidents and other matters related to safe and productive operations
The traffic management plan is signed off.
- Trainers confirm that workers/operators are informed of the formal and informal consultation and communication strategies available on site
- Workers/operators participate in planning processes, changes to plant/process/workplaces and incident reviews
- Workers/operators report hazards, incidents and other concerns to supervisors and more senior site personnel as required
- Records of communication are collected, stored and accessed in line with site information control requirements
Supervisors regularly reinforce workers/operators understanding of site consultation and communication processes – particularly reporting on hazards and actively participating in planning/review meetings.
Action 1 – Regularly communicate changes and updates to the traffic management plan – Introduce a process where there is a formal and regular distribution of updates and changes to the traffic management plan. This process would emphasise changes in conditions and include compliance reports on the state of road’s and et.
Action 2 – Review sign off process for authorising mine roads – Review sign off process for authorising mine roads
Action 3 – Review schedule for issuing traffic flow maps – Review scheduled for issuing and reissuing traffic flow maps.
Action 4 – Check Road design criteria matches travelling speeds – Review the road design criteria to confirm that design matches operating speeds. Consider camber and corner arc radius.
Action 5 – Introduce a formal process to review roads – Introduce a formal process to review roads to the required standard.
13. BI-05P.04 Skilled and experienced personnel are accountable for specifying and selecting mobile equipment and mobile equipment components
Accountability for the selection of mobile equipment and mobile equipment components (e.g. tyres, trailers, attachments, etc.) is assigned to a suitably experienced and qualified person(s).
General Manager
Selection takes into account:
- Company equipment specifications (speed settings for different vehicle configurations (e.g. low speed with tray/tub up), markings, operating duties, etc)
- Development of specifications includes reviewing available standards (both in sector as well as other relevant sectors (e.g. automotive)) and benchmarking against other operations and industry sectors)
- Reviewing selected equipment in detail to confirm that key components (critical spares) are identified and included in selection and purchasing activities
- Life cycle considerations are made to optimise the operation vs legacy disposal considerations for any item of equipment
- Where the vehicle will be operated (e.g. type of surface, condition of surface, road gradient, road camber or profile, turn radii, quarry or underground, type and condition of dumping and loading areas, climate)
- Sight line/visibility requirements arising from the road network/workings layout
- How the vehicle will be operated (e.g. average and maximum speeds, maximum wheel load, average load, TKPH, weight distribution, length of cycles empty and laden, shift duration, number of cycles per shift)
Operator and passenger protection e.g. seating, restraints, protection from cargo etc.
Technical workers assess the site conditions, mine planning and gather information as an input to the development of specifications and implementation of processes for acquiring mobile equipment/components.
Trainers and superintendents confirm technical worker’s understanding of selection processes for site. Audits are regularly conducted to confirm that all equipment deployed meets site requirements and that competencies of personnel are meeting training strategies.
14. BI-05P.05 Skilled and experienced personnel are accountable for determining the operating parameters for mobile equipment use
Accountability for the selection of mobile equipment and mobile Mobile equipment is designed/selected to meet operational requirements (people, infrastructure and site) and operates within its design parameters.
Manager Mining/Operations
Decisions on equipment operating parameters consider
- Operating conditions: Type of surface; Condition of surface; Road gradient; Road camber or profile; Turn radii (horizontal and vertical); Quarry or underground; Type and condition of dumping and loading areas; Climate and season (and associated road watering/maintenance requirements); Operator constraints/requirements
- Routine operations: Average and maximum speeds; Maximum wheel load; Average load; TKPH; Weight distribution – load stability and security; Cycle length – empty and laden; Shift duration; Number of cycles per shift; Mix and numbers of vehicles to deploy (as for short-term planning); Recording and reporting of operating and maintenance performance
Periodic duty: Towing capacity; Loading and tipping non routine loads – clay, water logged, reactive materials etc.
Assign responsibilities for assessing site conditions and achieving safe and productive outcomes.
Equipment reliability and production outcomes.
WHSMR – 071 Implement the VCP with a surface fan, underground VCDs and protection measures to keep workings safe.
Action – Review haul distances to Crayfish – Review haul distances to Crayfish to confirm that tyre heating hazards are being well managed.
15. BI-05P.06 Structured line and functional support for supervisors when applying site performance management processes
All supervisors are supported so they can effectively apply site performance management processes.
Human Resources Manager
Site performance management processes are well defined and have with clear accountabilities for supporting supervisors.
KPI’s both Production, Health and Safety and Environmental have been set out for the project with a number of Internal and External Stakeholders tasked to assist with the compliance of.
A Supervisors responsibility is clearly outlined in the Job Description and Contract of Employment and there are support services available within YIF/OZ Mining from HSE Managers, Mine Manager, Project Manager through to HR and the CEO.
Tronox too have support services onsite in the HSE Team, Mining Coordination Team and Site Mine Manager.
There is a formal performance management process at site with oversight of the process by senior managers.
Supervisors are trained and mentored.
There will be progressive training of all Supervision within the YIF Team including the Tronox Works Supervisor Training Package.
Training is also completed informally during the 9:30 Mining meeting which includes all relevant stakeholders from both YIF/OZ Mining and Tronox, challenges are raised daily with mentoring and suggestions offered during this meeting.
Site personnel records.
Monitoring is in the way of KPI’s and the achievement of, this is gaged daily during the Mining Meeting as well as during morning Pre Start Meetings, Post day conversations, Daily Inspections and Safety and strategy Contacts.
16. BI-05S.01 Regular and consistent application of performance management processes
Operating sites have effective performance management processes, that are applied consistently.
Human Resources Manager
There is a formal performance management process that includes advice and models for guidance. Training and assessment in Performance Management elements is part of supervisory development. As required, support and advice is provided for line managers by support staff.
Set out in the Quality Management plan is the Key Responsibilities of each Staff Member through to CEO are outlined clearly and the support services are outlined with assistance from external Stakeholders.
Accountabilities are understood by all Supervisors and Line Managers as well as the escalating process for further Mentoring/Training.
Relevant Documents:
Further assistance is required in this field regarding accurate assessment and Monitoring of our Supervisory Group.
Supervisors use the site performance management process to manage breaches and other non-conformances. The process includes escalation for serious breaches. The performance management process includes appeal and review processes.
Accountabilities are understood by all Supervisors and Line Managers as well as the escalating process for further Mentoring/Training. Communication, direction and further informal training occurs as required and identified during various meetings.
Personnel records.
Monitored through both HSE and Performance Based KPI’s through Hazard Identifications, Near Miss, Incidents, and Risk Assessments and whether the Concern is escalated and dealt with correctly.
- WHSMR – 014 (1) (t) Include the continuous improvement and quality control aspects for the SMS in the document.
- WHSMR – 015 (a) Include performance standards for SMS elements that are detailed and linked to continuous improvement.
- WHSMR – 015 (b) SMS performance standards should describe how they are to be met
Action 1 – Performance management process indicators – Establish processes including key performance indicators. Note performance management processes need to be sound before the implementation of technology.
Action 2 – Improve performance management approaches – Review current performance management processes and their application. Consider required improvements to deliver on performance expectations by role.
17. BI-05S.02 Effective incident reporting, investigation with effective corrective actions
Incident investigation is a business improvement process for identifying and solving issues that compromise site safety and productivity.
Health, Safety and Training Manager
Sites have formal approach for incident reporting, investigation and determining corrective actions.
Yellow Iron Fleet/Oz Mining have adopted Haul Smart to record hazards identified through to corrective actions and close out.
Near miss and incident investigations are addressed, documented with findings and learnings communicated back to the work group in order to prevent re-occurrence.
Relevant Documents
- Yellow Iron Fleet/Oz Mining incident report form
- ICAM reporting if required
- Hazard reporting booklets
- Haul Smart digitised format
- Hazard Register
There is a formal approach for reporting and investigating incidents, determining and implementing corrective actions.
- Setting investigation scope and criteria are part of the process.
- Personnel leading investigations are trained.
- Recommendations for corrective actions are reviewed and approved by senior managers.
Incident reporting is re-iterated daily and hazard identification heavily promoted to eliminate hazards preventing incident.
Processes in place to confirm investigations are meeting site requirements and that all actions are being closed out.
- Senior management review incident investigations
- Corrective actions are assigned, and progress tracked.
- There is a periodic analysis of incident patterns.
Various stakeholders form a part of the investigation that is also reviewed by external stakeholders (Tronox and subject matter experts).
- WHSMR – 011 (1) Control measure to be reviewed to a notifiable incident, or an incident referred to in clause 128
- WHSMR – 011 (2)(a) Incident records to include the causes of the incident
- WHSMR – 011 (2)(b) Incident record to identify any WHS issues arising
- WHSMR – 011 (2)(c) Recommendations identified from an Incident review to documented and kept
- WHSMR – 011 (2)(d) Action items identified from an Incident review to be controlled and closed out
- WHSMR – 011 (2)(e) Any changes made to the SMS after an Incident to be documented
- WHSMR – 012 (2)(a, b) Incident analysis where the causes and WHS issues are identified should be kept.
- WHSMR – 012 (2)(c, d) Any actions arising from an incident investigation / analysis and their close out comments to be kept
- WHSMR – 014 (1) (n) Notifiable incident reponse to be included in the SMS.
- WHSMR – 014 (1) (o) Procedures for Investigating and responding to Incidents to be included in the SMS.
- WHSMR-178 – Site injury and incident reporting should consider the regulated types of incident outcome
- WHSMR-179 – Site incident reporting should consider the regulated types of dangerous incident
- WHSMR-S8 – Incident reports should include all of the regulated requirements and be provided to the regulator
Action 1 – Performance management process indicators – Establish processes including key performance indicators. Note performance management processes need to be sound before the implementation of technology.
Action 2 – Improve performance management approaches – Review current performance management processes and their application. Consider required improvements to deliver on performance expectations by role.
18. BI-05S.03 Hazard and incident reporting process that generates value adding corrective actions
The site has an effective and well used hazard and incident reporting process.
General Manager
There are site systems for responding to and reporting work area problems.
Change management process for implementing actions post incident.
All personnel are trained in site processes for hazard identification, reporting and control. This includes ceasing work if required.
Hazard and incident reporting and review processes.
WHSMR – 011 (2)(c) Recommendations identified from an Incident review to documented and kept
WHSMR – 012 (2)(c, d) Any actions arising from an incident investigation / analysis and their close out comments to be kept
Action 1 – Improve access for BSL for incident reporting – Improve access for BSL for incident reporting. Note CATS is hard to use and there is limited access for BSL.
19. BI-05S.05 Appropriate system for scheduled inspections include structured checklists and defect reporting
Structured inspections, conducted by supervisors, workers and others, are effective and efficient.
General Manager
Structured inspections, conducted by supervisors, workers and others, are effective and efficient for:
- Confirming worker actions are in line with site requirements (procedures, etc.) and mentoring non-conformances in line with performance management protocols
- Equipment checks and servicing (with escalation of any identified defects) through pre-start, planned and in-field inspections
- Area and facilities inspections (including signage, delineation, windrows/bunds, strata/slope conditions, etc.)
Emergency equipment status inspections.
Inspections are scheduled and based on detailed standards e.g. OEM servicing requirements for equipment and engineering/statutory guidance on required frequency of inspection of roadways and surrounding excavations.
The inspection process details the competence required for personnel undertaking and reporting on findings.
Defects/non-conformances are categorised to improve decisions on whether Operators/workers/equipment are safe to continue operating with and other hazards are addressed using the site’s performance, hazard and incident reporting protocols.
Scheduled inspections are carried out to plan.
Non-conformances are reacted to in line with performance, defect and TARP protocols.
WHSMR – 037 (1) Supervision and inspection arrangements to be developed, implemented and maintained
WHSMR – 037 (2) Inspections to have a procedures, nominated frequency and required competency of the Supervisor
WHSMR – 037 (3) Frequency and nature of inspections to be based on a risk assessment of the areas of the mine
WHSMR-085 (1) Prepare and implement an inspection plan
20. BI-05S.06 Comprehensive fitness for work process includes alcohol and other drugs
Site requirements that all employees, contractors and visitors are fit for duty (unimpaired) while in the workplace.
Human Resources Manager
An effective site fitness for duty approach that:
- Applies equally to all, influences positive behaviours and helps people
- Emphasizes self-management, individuality accountability and shared responsibilities
- Includes “credible threat” AOD (alcohol and other drugs) impairment screening processes and consequential discipline
- Recognizes and responds to the multiple reasons why people may be impaired at work covering fatigue, stress, intoxication, workplace stressors e.g.hot working conditions
- Supports supervisors to remove impaired persons from workplaces and then deals with the reason for impairment
- Minimizes inconvenience to the majority while delivering required outcomes
The Fitness for work Procedure sets out all the parameters above including roles and responsibilities for Workers, Supervisors, Project Mangers and CEO and abbreviated below.
1. Purpose
2. Scope
3. References
4. Responsibilities
5. Definitions
6. Statutory Requirements
6.1 Risk Assessment
7. Pre-Employment Medicals
8. Fatigue Management
8.1 Responsibilities
8.2 Length of Shift
8.3 Hazardous Manual Tasks
8.4 Heat Stress
9. Alcohol and Other Drugs
9.1 Zero Tolerance Policy
9.2 Medical Conditions
9.3 Alcohol Screening
9.4 Drug Screening
10. Management of Contractors
11. Employee Assistance Program (EAP)
12. Training and Awareness
13. Records
14. Document History and Status
Further to this Fitness for Work, D&A, Fatigue and Hydration is discussed daily during the pre start meetings and is documented and Controlled in our Mining and Maintenance Risk Assessments for Shift Work.
Relevant Documents
- Fitness for Work Policy
- Fitness for Work Procedure
- Pre Start
- Toolbox
- Mine Meetings
- Safety Contacts
- Risk Assessments
Training and awareness for all personnel on site fitness for work process and their responsibilities.
Following YIF Induction and Policies, Tronox Induction and Specific Atlas Inductions. Documented Toolbox Sessions are held with employees regarding Fitness for work with alternate Subjects discussed at different times ensuring the employees remain engaged rather than loading them up with all the information at once.
Aggregated fitness for work performance reports.
The Fitness for work for all the employees is monitored daily via Verbally asking the individuals “Are you fit for work”, BAC and temperature testing is completed daily as well as Covid 19 Tests on entry to site, after 48 hours and available for all at any time that may be feeling unwell.
WHSMR – 044 Hazards arising from consumption of alcohol or drugs to be managed
WHSMR-S2(1)(b) Health CP to address fitness for work, fatigue, and alcohol / other drug issues
Action 1 – Train supervisors to apply fit for duty processes – Provide support and training for supervisors to identify fit for duty issues such as fatigue at the morning meetings. Training should in include improving skills and applying processes including clear intervention processes.
Action 2 – Fitness for Work, automated testing – Consider automated fitness for work testing, is this possible.
21. BI-05S.07 Senior management review, update, and confirm the Traffic Management Plan as being fit-for-purpose
Senior managers periodically confirm that the site Traffic Management Plan (or equivalent) is fit-for-purpose.
General Manager
The Traffic Management Plan is reviewed, updated, and confirmed as being fit-for-purpose by senior management:
- After high potential mobile equipment incidents;
- Before significant operational changes e.g. engagement of contractors, opening of new production areas, deployment of new equipment etc
- Before the introduction of new technology e.g. mobile equipment operator fatigue monitoring, proximity detection systems etc.
Periodically – at least annually (including confirming that appropriate resources are being applied).
Implementation of the Traffic Management Plan involves:
- Higher level Traffic Management Plans (TMP) are prepared by Technical and Operational superintendents
- The TMP is formally reviewed by relevant stakeholders – Survey, Engineering, Maintenance, Development and Services superintendents or senior supervisors (ideally in a team review process or alternately through a transmittal and sign-off process)
- Confirmed TMP’s are reviewed by Senior Management who formally approve the plan for take-up on site
- TMP performance is reported on and regularly reviewed by Senior Management
Reports are prepared on the operation of the plan on a regular basis for review by site senior leaders.
Independent to site review/audit of the Traffic Management Plan on a regular basis to confirm site requirements align with leading practice.
Action 1 – Regularly communicate changes and updates to the traffic management plan – Introduce a process where there is a formal and regular distribution of updates and changes to the traffic management plan. This process would emphasise changes in conditions and include compliance reports on the state of road’s and et.
22. BI-05T.11 Strategy for testing, reviewing and maintaining the currency of the emergency response plan
Emergency response planning is a well-established business process that includes mobile equipment incidents.
Emergency Response Officer
Establish emergency response plan with a review cycle that is an accountability of a senior organisational position. Requirements for trained and competent emergency responders being called and how they should respond to a mobile equipment incident should be documented and included in site procedures and training modules.
Tronox Atlas site is in the process of constructing a processing plant for mineral sand and has associated infrastructures such as camp and haul road. Information regarding the requirement for trained and competent emergency responders being called and how they should respond is contained in the Atlas mine construction emergency response plan and can easily be accessed through the Tronox document control system( Smartsolve). Tronox provide Occupational first aid training for all relevant emergency responders. Tronox Atlas has a traffic management plan (AP_ME_4.4.22023) that provides guidance on how to safely manage hazards and risks involving mobile plants, light vehicles, roads and other operating areas at Atlas construction sites. Also, Tronox has a general traffic management plant that covers its Australian East mining site( AP_ME_3.6.04012). Both traffic management plan can easily be accessed by all employees through the Smartsolve.
Relevant Documents:
- Atlas Emergency response plan
- Atlas traffic management Plan
- Tronox Eastern Operation Traffic management Plan
- Emergency Drills
- Training Register
Emergency responders are trained in depth and all site personnel are given awareness training around the requirements for raising and responding to a range of incidents. Records of drills includes responses to mobile equipment incident scenarios.
All relevant emergency responders at Atlas are provided with Occupational First aid training and all site personnel are given awareness training. During OFA Training scenarios are provided for emergency response to incidents that involve vehicle accident. the list of drills are as follows:
- Atlas Patient Evacuation Drill
- Wallis medical emergency drill
- Covid Positive
- Fire Drill
- Patient transport
- Night Evacuation drill
Periodic audits. Periodic emergency and crisis management exercises. Post incident reviews.
- Weekly inspection check on ambulance
- Fortnightly inspection check on the air strip
- Monthly Airstrip Flare inspection.
- Weekly check on the fire warden box
- Weekly check on Oxygen
- WHSMR-093 – Operator to confirm annual testing of the ER Control Plan and include input from external ER Providers
- WHSMR-094 – Operator to conduct annual review (audit) of ER Plans or after any change in Regs or a MUE
Action – TARP information sharing with commissioning team – Update the commissioning team and all external parties on emergency responses including for TARPs. Confirm their roles and accountabilities.