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By R. L. Grayson, R. C. Althouse, L. A. Layne, M. J. Klishis

Introduction The researchers combine a detailed microanalysis of accident data and roof bolting field observations to develop new and meaningful risk indices for the roof bolter job classification. These indices incorporate information that has not been used in traditional measures of risk. The significant parameters that these new indices incorporate are the total number of accidents occurring within a particular work activity, the amount of time a miner usually spends performing the work activities in which the accidents occurred, and the average severity of the injuries incurred in the accidents. Being specific for a particular job, they aid comparisons among work tasks performed in the bolting cycle. The indices' specificity provide anew basis for reexamination of training and operational development of miners for specific jobs. Microanalysis The roof bolting microanalysis was performed by examining the empirical data and written summaries for all bolting accidents reported in the West Virginia Safety Information System (WVSIS) for the years 1983-1987. The WVSIS database contained more than 15,000 accident narratives. The microanalysis of bolting accidents covered 2083 reported personal injuries (RPIs). This large number of injuries, performed at an industry-wide level, provides a broad picture of the nature of roof bolting injuries. The analysis focuses on the activities associated with the cyclical routines of the roof bolting process. For this analysis, roof bolting tasks were categorized into work routines based on the sequence of work activities performed by roof bolters. Four work routines were identified within the overall bolting cycle. And these routines comprised 70% (1217) of all roof bolting accidents at the face. The routines include: face area preparation; tramming, positioning and setting the automated temporary roof support (ATRS); drilling holes; and installing bolts. The types of injuries most common within a routine and the average severity of those RPIs were also identified. Table 1 gives a breakdown of the percentage of accidents by the bolting routines. Another 19% of the roof bolting RPIs cannot be classified in a particular routine because of the vagueness of the narratives. However, it was clear that these accidents involved drilling holes or installing bolts. These results are consistent with previous research. It identified drilling and bolting, followed by tramming, as the most frequent sources of injuries (Helander, Krohn & Curtain, 1983). [Table 1-Accidents by bolting routines at the face Accidents Bolting routine Percent Number Face area preparation 18.2 222 Tram, position, ATRS 23.3 284 Drilling holes 34.2 416 Installing bolts 24.2 295 Total 1217] Roof bolter operators were involved in 82% (1706) of the 2083 accidents. The RPIs incurred by classified roof bolters occurred largely on working sections (95%) and at the face area on the working section (75%). Approximately 23% of the 1706 roof bolter RPIs occurred during tasks which were not part of the bolting cycle. These included belt utility work, providing supplies and section moves. Miners in other job classifications who were involved in roof bolting accidents accounted for the remaining 18% of the 2083 roof bolting RPIs. Among this group were section utility men and general laborers (41%), section machine operators (38%), and electricians and mechanics (11%). Another 9% were performing on-section supervisory functions. Face area preparation Face area preparation work led to a substantial number of injuries, although it accounted for the lowest number of injuries of the four routines. Several tasks were associated with the injuries incurred in this routine. Table 2 shows the percentage of injuries associated with face area preparation. [Table 2- Accidents occurring during face area preparation 26.6% Setting temporary and supplemental supports 24.8% Scaling roof and ribs 21.2% Installing ventilation devices 15.8% Handling supplies and materials 11.6% Miscellaneous tasks] The injuries commonly involved overexertion and 'struck by' falling coal and rock. Handling materials often led to overexertion injuries. Nearly 66% of the scaling-related injuries and about 33% of the injuries incurred during the setting of temporary supports involved 'strikes' by equipment, materials, top and rib. Tramming, positioning and setting the ATRS During tramming operations, workers were often struck by components of the machine and hit by loose roof and rib. Poor footing also led to slips, sometimes against the moving machinery. Table 3 gives a breakdown of accidents in this routine. Control levers were a significant problem in this routine.

Jan 1, 1993

By Willem Le Roux

The common law requires an employer to take reasonable steps for the safety of employees. In general, the duty of care means that the employer, acting personally or through its employees or agents, must take reasonable care for the safety of its employees (Van Deventer v Workmen?s Compensation Commissioner; 1962 (4) SA 28 T; Oosthuizen v Homegas (Pty) Ltd 1992 (3) SA 463 T).The duty of care includes the provision of safe premises, safe machinery and tools and a safe system of work. The obligation is not an absolute one, but is restricted by the concept of reasonableness. The common law duty may, in certain cases, include the assessment of hazards and risks. 2 International law Great emphasis has been placed in the Western world on the prevention of occupational diseases and injuries. Detailed statutes and regulations govern specific industries in many countries. See, e.g. the Control of Substances Hazardous to Health Regulations of the United Kingdom and various regulations applicable to the use of asbestos and lead, fire protection, mines and quarries, petroleum, etc. Risk management is an important part of managing health and safety. In the United Kingdom, the Management of Health and Safety at Work Regulations, 1999, require every employer to make a ?suitable and sufficient assessment of the risks to health and safety of his employees to which they are exposed whilst they are at work?. The particularity of the assessment is determined by the risk in question.

Jan 1, 2011

"A long-term mine production schedule optimization based on stochastic integer programming is presented that manages the risk due to geological variability and uncertainty while jointly considering mine profitability, truck fleet requirements and waste management. The evolution of the pit is controlled so that space within the mined-out pit is continuously provided to allow for tailings and waste rock to be replaced, thus minimizing the project’s environmental footprint. The method is applied at a taconite iron ore deposit and has a project net present value that is 16.9 percent higher than that of a conventional schedule and has a higher chance of meeting production forecasts. The stochastic schedule reduces equipment requirements by delaying waste mining and by mining selectively in order to meet plant ore feed requirements without stockpiling material, resulting in 23.7 and 26.2 percent lower mining capital and operating costs, respectively. IntroductionThe LabMag iron ore deposit is part of the Millennium Iron Range, a 210-km (130-mile) belt of taconite in northern Quebec and Labrador, Canada. LabMag has significant economic potential. It contains more than 3.3 Gt (3.6 billion st) of proven reserves at an average total iron content of 29.8 percent and is very low in impurities. However, on a project basis of 23 Mt/a (25 million stpy) of product, the required capital expenditure is estimated at more than $5 billion (SNC-Lavalin, 2014), which necessitates careful evaluation of all sources of risk. Resource estimation is one of the main sources of risk in a mining project as knowledge of the orebody is primarily based on drilling, which is often sparse because it is expensive. If the expected ore tonnages and qualities are not obtained when mining, the project cash flows are directly affected. The expected quantities and qualities of ore and waste are defined by the mine production schedule, which specifies the sequence of extraction and is dependent on the resource estimation. The goal of mine production scheduling is thus to maximize the expected profit, while also meeting all production targets and constraints, by creating an extraction schedule that is robust in the face of geological risk and has the highest chance possible of actually being realized."

Jan 10, 2017

By T Ireland, S Eratne, W Newns, P Spies

The approach to risk management during the procurement of major projects often has a significant outcome on the ultimate delivery of a project. The NZ$1.4 B Waterview Connection project is the largest and most complex project yet undertaken by the New Zealand Transport Agency (NZTA) and the procurement process for an alliance contract was refined to provide compliance with the International Tunnel Insurance Group (ITIG) Code of Practice for Risk Management of Tunnel Works (TCoP). The principle of shared risk within an alliance incentivises a common understanding of project risks prior to finalising the alliance agreement and therefore enables superior risk management through design, construction and beyond. Risk management practices need to be instigated well in advance of commercial phases, so that commercial competition does not lead to a significant elevation of project risk. In particular the practice of gaining commercial advantage by taking on a potentially unmanageable level of risk is one of the outcomes to be avoided by the TCoP.During the procurement phase the NZTA placed high value on design and construction mitigation measures proposed in order to address ground risks, as is appropriate for a major tunnel project. In order to achieve alignment on the level of geotechnical risks an Alliance Geotechnical Baseline Report (AGBR) process was developed.This paper describes the measures taken during the procurement process to achieve certainty with respect to outcomes and minimise project risks whilst also achieving value for money. Refinements to the procurement process to ensure compliance with the TCoP prepared by the International Tunnel Insurance Group (ITIG) are described along with the AGBR process applied as part of a suite of measures to achieve a successful procurement outcome.CITATION:Ireland, T, Spies, P, Eratne, S and Newns, W, 2014. Risk management and use of a geotechnical baseline report for a competitive alliance procurement?process, in Proceedings 15th Australasian Tunnelling Conference 2014 , pp 553–562 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Sep 17, 2014

By Sandy Worden

Coal mining companies in Australia are managing the high-consequence risks across their operations more effectively by using an interactive online risk management system known as Riskgate Developed by the Minerals Industry Safety and Health Centre (MISHC) at the University of Queensland, Australia, Riskgate contains detailed information about 11 high-consequence risk areas (called topics in the system) for opencut and underground coal mines (Table 1). The existing topics are: fires; strata control for underground mining; ground control for opencut mining; tires; isolation; collisions; explosions and explosives; manual tasks; and trips, slips and falls. Every Riskgate topic is focused on coal industry activities (mining, processing, transport and storage). The scope includes mine sites, lease areas and mine infrastructure (mobile, fixed plant, field equipment, buildings, road and rail transport), and all aspects of the mine life cycle from design through to decommissioning. The topics uniformly recognize that a loss of control can result in injury or fatality, equipment damage, production loss, reputation loss and environmental damage. However, the priority focus for Riskgate is the safety of mine personnel.

Jul 1, 2013

By A Querzoli, B Williams

In late 2014 the Flinders Power Management Team was executing business improvement plans to ensure continued electricity generation until 2028 and beyond. Six months later, in June 2015, the Board announced the closure of the Flinders Power South Australian business, including the Leigh Creek Coal Mine, the Northern and Playford Power Stations located at Port Augusta and the 250km railway line. The announcement was preceded by a brief period of internal planning. A date was soon set for ceasing coal mining operations, being November 2015. The mine is unique in many ways. Located approximately 550km north of Adelaide the site has over 100 years of history and was formerly operated by the South Australian Government. Privatisation in 2000 saw the mine continue operation under Perpetual Leases from the South Australian Government. The leases included exemptions from multiple sections of the Mining Act 1971, obliging primary regulation under the Mines and Works Inspection Act 1920. The coal, being a low rank sub-bituminous brown coal, is prone to self-heating and spontaneous combustion. The mine and company town Leigh Creek were the economic and cultural heartbeat of the community. Facilities at the mine were shared by the community and vice versa. While many mines across Australia and the world enter periods of care and maintenance, few have been actively closed to the point of relinquishment (Bennett and Lacy, 2016). A swift decision to close, followed by a short mining operations shutdown period, presented significant technical and regulatory challenges for both the mine operator and for Regulators. The subsequent joint risk mapping process employed by Flinders Power and South Australian Mining Regulators was a unique real-world example of collaborative mine closure planning and execution. Lessons learnt are valuable for all mines, production facilities and for Regulators, even for those who may wrongly assume that closure is many years away. CITATION:Williams, B and Querzoli, A, 2018. Risk management for minesite closure planning and execution – start now! Lessons from the closure of the Leigh Creek Coalfield, South Australia, in Proceedings Life-of-Mine 2018, pp 68–72 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 25, 2018

By S. E. Younis

The mining industry is currently looking to better understand, anticipate, and be able to mitigate business and operational risks in order to deliver the rewards of risk taking, and to minimize the frequency and impact of risk on the downside. Assessing risk works from the premise that the identification and management of existing risks can be very challenging, especially when threats are not easy to detect, the likelihood of occurrence is difficult to gauge, and/or the consequences are uncertain. Some approach this as a ?check the box? task, even though fire and safety incidents continue to occur and investigations often find the hazard analyses did not properly identify the cause or consequence. You cannot engineer protective designs and safeguards for causes and consequences that have not been identified appropriately. For the mining industry, risk management is an important tool for making critical decisions and, in some cases, meeting regulatory requirements. Providing high-quality documentation that meets both regulatory and corporate requirements is critical for maintaining safe, uninterrupted mining operations. Risk management is a five-part process: 1. Identify the hazards and their causes, 2. Determine the hazard consequences, 3. Calculate the frequency of occurrence, 4. Quantify the risk associated with the system, process, or procedure, and 5. Provide feasible solutions for the risks

Jan 1, 2012

By T Atkinson, A Cobb, R AJIington

Risk management is concerned with the whole spectrum of financial, geological, engineering, legal, governmental, social and occasionally ethnic issues, concerned with mining projects. The inherent risks in mining operations are well publicised, but new issues and hazards arrive on the scene and lake precedence, but the older risks still remain, while insurance cover may not he ‘full cover’ in the future. It has long been recognised that quantitative approaches to risk analysis can play a major role, but although these methods are capable of considerable theoretical precision, the lack of sound risk input data and experienced personnel limits the usefulness of theoretical analysis. It can, however, greatly assist in comparing cases, in identifying areas of risk and help in the investment decision process. Its major contribution to a mining project is that it imposes an investigative discipline that also assists in improving the quantitative approach to risk analysis and hence risk management. Risk analysis and risk management also requires sound common sense and major inputs from experienced geologists, mining, mechanical, electrical and mineral processing engineers. The Engineering Council, in 1992, issued a ten point code of professional practice entitled ‘Engineers and Risk Issues’ (The Engineering Council. 1992), covering our professional responsibilities, the law, our conduct, the need for a systematic approach to risk issues, the use of professional judgement, communications, risk management, evaluation of risk, our professional development in this field and the encouragement of public awareness of risk issues. This is a specific area of training perhaps long neglected by our industry and academic institutions (Atkinson. 1983).

Jan 5, 1996

By Emily Rose

The concept of risk management is applied to multiple aspects of the mining lifecycle including safety, mine design, business plan—anything that affects getting the ore to the mill for production. However, risk management is not a topic that can readily be taught in universities. Many situations require knowledge gained from experience to know how this impacts current and future operations. Recent graduates, who must develop and apply decisions based on geotechnical monitoring, likely have not developed “operational experience” and may not be aware of options and typical applications. Thorough resources that explain different monitoring systems, and when and how to implement them, are available for geotechnical professionals. Accessibility to this information can often cause information overload, leaving one unsure of where to start, without knowing where to start. This paper is intended to serve as a high-level overview of development practices, levels of risk, and risk tolerance for entry-level geotechnical and mining professionals who do not come from a geotechnical background. Summarized detail on typical monitoring practices, types of instrumentation, and how to communicate what the data indicates to key stakeholders are provided.

Feb 22, 2026

By Iain G. Bruce

The need to improve supply reliability while improving our environmental record during the past half decade of low metal prices has required the mining industry to prioritise expenditures. Quantitative Risk Assessments using third party reviewers and specialist risk management teams have assisted in identifying hazards that can both disrupt supply and impact the receiving environment. Graphical displays using risk ellipses can simplify the presentation of the results in a Probability-Consequence (PC) graph. Development of risk acceptability envelopes using readily available financial data superimposed onto the same PC space assists management to prioritise their risks and focus on risk reduction measures. Development of this system and examples of the successful implementation of the system from several recent projects are described.

May 1, 2003

By A. Moergeli

The Swiss are building the world’s longest tunnel, the 57-Kilometer (35-mile) long Gotthard Base Tunnel. Lot 252, Tunnel Amsteg: Two Hard Rock Tunnel Boring Machines (TBM) crossed hydro-thermally decomposed granite. While the East TBM advanced slowly but steadily, the West one got stuck for five months and had to be recovered by special means and methods. Both TBMs have finished their more than 11-Kilometer (7 miles) long drives successfully. Lot 360, Tunnel Sedrun: For the first time in tunneling, roadway support machines are used through most challenging, squeezing geology. They constantly advance in full face mode for about one Tunnelmeter/24 hours.

Jan 1, 2007

By A. Moergeli

The Swiss are currently building the world’s longest tunnel, the 35-mile long Gotthard Base Tunnel. At Sedrun, for the first time in tunneling, four Roadway Support Machines will drive through most difficult ground, supporting variable diameters of up to 13 m. The machines are prepared for their first deployment. At Amsteg, two Hard Rock TBMs have successfully crossed a known fault zone by applying full circle steel arches and shotcrete immediately behind the cutter head. Comparisons between Drill& Blast and Hard Rock TBM are shown.

Jan 1, 2005

By Ralph E. Burnham, Jeff Taylor, Jonson Montgomery, J. Kelly Ratliff, Rennie Montgomery, Martin Brashear

Top priorities for all blasting companies and individual blasters are risk management, safety of company personnel and the general public, regulatory compliance, and liability protection. On a daily basis, hundreds of shots are detonated by well-trained, skilled, and experienced blasters without incident. Unfortunately, accidents inevitably occur, which is why blasting is considered an “ultra hazardous” or “inherently dangerous” activity from a legal perspective. Despite countless regulations, recent advances in technology, improved training, ongoing research, and improved communication in the industry, mistakes and the resulting incidents continue to occur during blasting operations. These result in dangerous or deadly flyrock, site security lapses, increased complaints, blast damage claims, and lawsuits, which lead to increased insurance costs and other financial tolls for blasting companies. In life, lessons learned the hard way are rarely forgotten. The same is true in blasting operations. Blasting missteps and the resulting events are often the best catalysts for improving risk management and thereby reducing accidents, liability, and financial tolls. This paper provides a summary of two incidents, one safety and the other liability related, and the errors that resulted in a fatality in one case and a multi property lawsuit in the other. The two incidents provide examples that serve as a case study for lessons learned the hard way in blasting operations and offer guidance for the considerations that blasters and blasting companies should incorporate into daily operating procedures.

Jan 1, 2018

Risk management has taken on renewed vigor since the economic crisis of the late 2000s. The resources of governments, individuals, and corporations are being stretched to a point where only the most promising projects move forward. Risk management is a crucial part of the decision making process, yet it remains a broad term that includes disciplines from engineering to finance. A collaborative effort will be necessary to ensure that the most auspicious and appropriate projects are the ones moving forward. Risk management can be quantified to an extent by comparing the likelihood of an instance with the result of consequence of the instance occurring. In this manner it is possible to assign risk factors to instances and ultimately, begin to associate monetary value to the instance. Carbon sequestration is an emerging field that has a number of unique challenges. Risk management and mitigation must be an integral part of the overall picture. This begins with the planning and design phase, continues through implementation and production, site closure, and does not cease until termination of liability. The ability of carbon sequestration projects to successfully assess, mitigate, and recover from leaks will be a decisive characteristic of overall success. The costs of mitigation and failure will need to be analyzed on a test level, but will still need to be reliable enough to extrapolate to a commercial level operation. This paper will build a risk management profile based on case studies and field tests in Tennessee and Virginia. These tests are scheduled to commence in late 2013 and consist of small-scale injection tests in unconventional storage reservoirs with an emphasis on enhanced coalbed methane (ECBM) recovery and enhanced gas recovery. The ultimate goal will be to provide a clear and concise direction to move carbon sequestration from the test phase to commercial scale. While it is necessary from a risk management perspective to analyze all risk points, the scope of this paper will focus on pre-injection risk assessment for carbon dioxide (CO2) leakage potential. Despite the differences between the two tests, CBM compared to shale among other differences, a framework for analysis and mitigation can be developed pertaining to leakage risk. The probability of each type of failure will be assessed and analyzed, and plans to mitigate or reduce these risks will be reviewed.

Aug 1, 2013

The nature of the specialty glass and ceramic business magnifies the dependency of the ultimate product on the unique properties of their raw materials used to make them. This dependency has implications in the management of risk in the supply process which requires a special procurement organization and program commitment to be successful. The Coming system of managing critical materials and factors in development of alternate new suppliers and products is discussed.

Jan 1, 1989

One of the biggest drawbacks of deciding upon a heap leach method of treating gold ore is the risk associated with the full-scale production heaps not performing as predicted by the testwork. This paper examines the key decisions that are taken in the design of a heap leach project, and suggests ways in which exposure to these risks can be minimised. It also looks at monitoring techniques to give early warning of problems and possible remedial actions.

Jan 1, 1994

By Brendan Henry

The Canada Line is a 19km long automated light rapid transit system with 16 stations in Vancouver, BC, Canada. The Concession was awarded to InTransitBC to design, build, partially finance, operate, and maintain the system for 35 years. The project must be complete by November 2009 to be ready for the 2010 Winter Olympics to be held in Vancouver and Whistler, BC. The bored tunnel section consists of 2.45 km of twin bored tunnel and 3 stations. The station work is limited to the excavations and temporary support necessary to facilitate the bored tunnel works. A joint venture between SNC-Lavalin Constructors Pacific and SELI (SSJV) has recently completed the design and construction of this section. Work for the bored tunnel commenced in November 2005 with shoring and excavation works for the tunnelling operations pit that will become Olympic Village Station and will be completed in the spring of 2008. The tunnels were driven with a 6m diameter Earth Pressure Balance Tunnel Boring Machine (EPBM) and lined with 250mm thick, 5.3m diameter precast concrete segments. Seven hundred and fifty meters of each tunnel were driven through glacial and interglacial deposits of sand, silt, and clay with granitic boulders. The paper discusses the challenges faced in negotiating these soils which contained unforeseen geological conditions. These conditions were overcome by developing a systematic approach to Risk Management that included thorough risk assessments, regular risk management meetings with the participation of two of the world?s leading EPBM experts, Professor Eisenstein and Professor Kovári, and by the ability of the construction team to effectively analyze and mitigate problems.

Jan 1, 2008

By Peter Zhang, Mark Van Dyke, Ted Klemetti, Morgan Sears

Room-and-pillar mining is a mining method used in the United States to extract coal from underground, and pillar recovery is widely practiced for maximizing coal recovery and mining economics. Under certain conditions, room-and-pillar mining can create high stresses in coal pillars resulting in a coal outburst. These outbursts represent one of the more severe safety hazards in underground coal mines, potentially causing injuries and fatalities. Over the past ten years, coal outbursts have resulted in three fatalities in U.S. room-and-pillar mines. Though coal outbursts generally occur under deep cover, they are more likely to occur during pillar recovery and under multiple-seam mining conditions. Coal outbursts are generally associated with strong roof and floor and heavy loading of coal pillars, but it is difficult to predict whether, where, and when they will occur. In this respect, risk management provides a proactive tool to prevent coal outbursts in room-and-pillar mining by identifying mining areas with high risk of outburst and mitigating the risk accordingly.

Apr 26, 2022

By J. Duran

Mining at Phoenix is currently done by surface operation in the Fortitude and Bonanza Pits, at a combined rate of approximately 110,000 tons per day. A portion of the ore bodies targeted by these pits was mined previously by underground mining methods, dating back to the mid to late 1800?s. Most of the underground workings (voids) are located in the west central area of the Bonanza Pit. The surface operation requires excavation through voids, and there is a risk of pit floor subsidence that has to be addressed. This paper presents a review of the risk mitigation measures that were implemented to reduce risks to people and equipment working in the area.

Feb 23, 2014

By Jacob L. Mathis, Todd Tharpe, Jonathan Steflik, R. M. True

In June 2022, Louisville MSD completed a 6.5 km (4-mile), 6.1 m (20-foot) finisheddiameter CSO conveyance and storage tunnel system located along the Ohio River in downtown Louisville, Kentucky. During construction, the Ohio River Tunnel alignment was expanded 2.4 km (1.5 miles) into areas where natural gas was detected. Without delaying construction, the project team developed and implemented a natural gas risk mitigation strategy to safely excavate the tunnel via TBM and install concrete lining. The risk mitigation strategy included the installation of gas-vent borings, increased tunnel ventilation, retrofitting tunneling equipment for “gassy” operations, and modifying the project specific HASP.

Jun 13, 2023