Mining industry approaches to risk and responsibility: managing safety in outsourced environments

DuPont: Safety Management in a Re-Engineered Corporate Culture

Having seen significant improvements to accident rates in the last 40 years, companies in the Swedish mining industry now show a greater focus on the development of safety cultures throughout their organisations and workplaces. However, there is a lack of research examining the different safety initiatives and strategies practiced in the industry today. This study explores the potential influence and consequences such initiatives may have on the development of safety cultures in the Swedish mining industry. Twelve interviews with experts on safety initiatives from four different Swedish mining organisations were conducted and analysed in a process based on qualitative thematic analysis to identify notable connections to safety culture development. The results of these interviews highlight proclivities in the implementation and use of safety initiatives such as subjects of focus, methods and desired effects. This enables the interpretation of the conceptualisation and methods for the development of safety culture in these organisations based on their approaches to safety development. We believe the results of this study can serve as support for discussions on safety culture development in the Swedish mining industry, and be of interest for international mining industries, in addition to approaches to research in this field. However, we also believe it is important to emphasise the opportunities to approach safety culture in mining from different perspectives than those common today.

Interdependent living: labouring families and the Swedish mining industry in the late seventeenth century

Occupational Health and Safety Management and Turnover Intention in the Ghanaian Mining Sector

Mining industry perspectives on indigenous rights: Corporate complacency and political uncertainty

The impact of the mining industries on the Canadian economy : by R.W. Boadway and J.M. Treddenick, Centre for Resources Studies, Queen's University, Kingston, Ontario, 1977, 116pp

Doing Safer Masculinities: Addressing at-Risk Gendered Behaviours on Mine Sites

The mining industry is one of the most dangerous industries and requires comprehensive occupational health and safety management to protect the mining industry employees. However, occupational accidents greatly influence employee turnover in the mining industry. Following the predictive study approach, a cross-sectional survey was designed to collect quantitative data from 275 workers in the mining industry. The data were analysed using standardized questionnaires, multiple regression, multi-collinearity tests, means, and standard deviation methods. The results show that the correlation coefficient revealed a negative association between occupational health and safety elements such as safety training ( r = −.31, p < .01), safety leadership ( r = −.28, p < .01), fire safety ( r = −.33, p < .01), safety measure ( r = −.25, p < .01), and the likelihood of turnover. Safety training (β = −.32, p < .01) and fire safety (β = −.231, p < .01) were shown to be critical indicators of employee turnover. Our findings suggest that safety training and fire safety play a pivotal role in occupational health and safety to minimize employee turnover in the mining industry of Pakistan. It was concluded that this study provides a better understanding to improve mining sectors and help to reduce the high employee turnover intention in the mining industry. The study also suggests that improving safety training and fire safety could reduce employee turnover and enhance workers’ well-being in the mining industry.

The Occupational Safety and Health Act and the Serious Accident Punishment Act, which has been in effect since January 27, 2022, specify that workers' opinions must be heard regarding safety and health. This study was conducted because it was judged that listening to workers' opinions can identify potential harmful and risk factors at construction sites and establish disaster prevention measures, ultimately affecting safety and health performance. In this study, three legal factors and four system factors were configured as independent variables, and safety and health performance was configured as a dependent variable through interviews with 37 safety and health management managers, safety managers, and health managers of C Construction Company and a review of previous research. . A survey was conducted from January 11, 2024 to January 24, 2024 targeting 162 safety and health management managers, main contractor management supervisors, main contractor safety managers and health managers, partner company management supervisors, and partner company safety managers. Statistical analysis was performed on the data collected using the SPSS program. As a result of research on the survey items, validity and reliability were confirmed to be good, and in terms of legal factors, committees and councils, listening to opinions in risk assessment, and in system factors, meetings and TBM (Tool Box Meeting) had a significant impact on safety and health performance. It was confirmed that In the future, safety and health performance is expected to improve at construction sites through active listening to workers' opinions on the legal and systemic factors identified in this study.

The recent trend in the United States and Shell Oil Company E&P has been to increase use of contractors to do specialized work. Many companies now use contractors almost exclusively for operations such as drilling, well workovers, construction, and many speciality and routine maintenance tasks. Today, approximately 75% of Shell Oil Company’s actual operating work force in E&P is contract. Several recent industry catastrophes have pointed to inadequately trained contract workers as a primary cause. Industry is accused of using contractors to reduce operating costs and contractor safety is an issue in many regulatory initiatives in the United States. Contractor safety performance must be brought up to the same standards as company performance. The E&P industry has had a long standing practice of using competitive bids based on rigid specifications as our primary method of contractor selection. Historically, the competitive bidding process has been primarily to select qualified contractors who provided the best value for the money. The management of safety has been the contractor’s responsibility with little effort historically to evaluate the contractor’s ability to carry out that responsibility. Clearly, HS&E considerations must become an increasingly important part of the contractor selection process. In Shell Oil Company E&P we are evolving from a bidder selection process to a program of "Matching Owner and Contractor." We have begun to expand our efforts to make better assessments of contractor’s HS&E capabilities and values in pre-bid considerations. We are focusing our pre-bid evaluations to select contractors that have strong HS&E commitments and values similar to ours. We are looking for contractors who have management processes and structures in place to insure their HS&E performance is consistent with our requirements. Contractor safety performance in our industry must be brought up to the same standards as operating companies. In Shell Oil E&P we will only use those contractors who can and are willing to do that.

The paper presents the results of sociological qualitative research on safety management in work organization. The focus was on how to adapt the workforce to the sanitary regime during the time of the COVID-19 pandemic in the lignite mining and energy sector in the Bełchatów poviat (Łódź voivodeship, Poland). The study aimed to identify the dimensions of safety and the work culture created in crisis conditions as perceived by workers. Based on the conducted analysis, the process of adapting employees to the new rules of work organization was reported, including the transition from fear and anxiety to control over threats and negative emotions. The essence of the research was to support institutional memory to consolidate the existing knowledge and use it in the future.

Occupational health services (OHS) are often described as an important resource to reduce work-related diseases and improve the workplace. This paper identifies key factors for successful collaboration between Swedish OHS providers and their client companies. Interviews were carried out with representatives of 15 companies and their OHS providers. The interviews were transcribed and their content analyzed. The results revealed that successful collaboration was highly correlated with six factors. First, the collaboration depends on both parties; ``it takes two to tango''. Second, the company and the OHS provider have a joint commitment to a long-term collaboration. Third, the collaboration is built on frequent contact at different organizational levels. Fourth, the company has a well-structured work environment for occupational health and safety management. Fifth, the OHS provider uses a consultative approach in its prevention and promotion activities. Finally, OHS providers seek to treat the company, not the individual. Our research indicates that a successful collaboration requires both occupational health and safety management (OHSM) within the company and the assistance of a competent OHS provider. A change toward more promotion and prevention services benefits the company, since the occupational health services are better tailored to the company's needs.

Managing occupational health and safety in the mining industry

In the oil and gas industry, the criticality of safety is at the heart of all projects and operations, as the direct and indirect costs of just one accident can be sufficient to make any of the major multinational companies insolvent. Safety management stands mainly on a tripod of human, technical and/or operational and organizational accident causation factors, with their safety management tools. Presently, the human and technical and/or operational factors have well-developed tools and models for preventing and mitigating their occurrence and impact, leaving the organizational factors without deployable models or tools. To close this gap in industrial accident prevention and mitigation, an organizational reliability model is proposed to provide the diagnosis of organizational reliability states, complete with recommendations and improvement opportunities in the complex, high-risk, error-prone upstream sector of the offshore oil and gas industry. This model applies two analytical paradigms; the HRO scales audit and template analysis, which are quantitative and qualitative methods respectively. Both approaches were used to assess the organizational reliability state of a multinational oil and gas company (High Reliability Organization – HRO) having offshore projects and operations in two operating regions; Norway and UK. The template analysis involved running 25 interviews with stakeholders that met the model's sampling criteria, and coding the interview themes into the template of a-priori themes derived from reviewed HRO literature. The HRO scales audit survey was also run on a wider group of 60 respondents selected based on the same sampling criteria. The weighted averages of codes on the final template were checked against the results of the HRO scales audit. The model's predictive validity was confirmed by the remarkably similar results from the qualitative and quantitative analyses, which clearly picked out fine details of the strengths and improvement opportunities in the HRO's safety management system. Sixteen (16) recommendations and improvement opportunities were provided from the model run. This paper proposes the deployment of this model for meeting the identified safety management use cases in the oil and gas industry which includes the safety first priority, activity-based safety cost reduction, which is highly topical in lowering operating costs in the current global low oil price regimes, and for contractor and supply chain safety management.

Safety is considered a top priority due to its significance in safeguarding human lives and properties, especially in high-risk industrial sectors such as aviation, oil and gas, construction, transportation, steel manufacturing, and mining industries. These industries are plagued by workplace injuries, illnesses, and fatalities because of the dangerous work environments. As such, it is very vital to integrate safety into every work process in any industrial environment just like quality is built into products and services. It is important to establish and execute an effective safety management system to prevent the risks of irreversible accidents. This chapter begins with a background to safety management in industrial engineering and a discussion of the various issues of industrial safety management. It follows with an extensive description of existing and commonly used safety performance measurement methods. Several case studies are used to explain the methods and explore the important application areas relevant to most industrial sectors. The techniques and tools for safety data collection, analysis, and sharing are introduced together with their applications for safety management. The last section explains how emerging technologies can be implemented in most industrial sectors to enhance safety management.