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| Mike LeRoy, Health, Safety, and
Environment Manager for the Australia region. |
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Case studies
Australia |
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| 7.6 Preparing for the worst – the Emergency
Management Plan at Sunrise Dam, Australia |
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As part of Sunrise Dam?s commitment to maintaining
the highest standards of safety and management, the mine has
developed an Emergency Management Plan (EMP) that provides a
starting point for the management of incidents that have the
potential to, or actually have caused, an emergency situation. This
plan is one element of AngloGold Australia?s comprehensive emergency
management system ? it interfaces with the corporate Crisis
Management Plan and covers major emergency events. The EMP also
identifies those circumstances that may cause an emergency as
identified by the extensive risk assessments undertaken at the mine.
?Although we probably can?t plan for every eventuality, we can
certainly try,? says Health, Safety and Environment Manager for the
Australia region Mike LeRoy. ?In so doing, we can ensure that
planning and preparedness for emergencies is timely, that the
response is co-ordinated and most importantly, that accurate
information is communicated to key personnel during and subsequent
to any emergency.?
Emergencies that are prepared for include a
fatality or multiple serious casualties, a cyanide spillage, a
missing person, an underground fire, a rockfall, a plane crash, any
other major environmental mishap or process interruption.
?Simulated emergencies take place to test the effectiveness of the
EMP on a regular basis,? says Mike.
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Tim Irimies conducting a simulated “rope” rescue of
a person from a berm in the open pit. |
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| Elements
of the emergency plan |
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Ensuring the safety of people is
the top priority; |
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Developing plant and section
emergency shutdown procedures with the minimum of loss
with no further risk to personal safety; |
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Ensuring external emergency
services and Sunrise Dam Gold Mine response personnel
are not exposed to unreasonable hazards; |
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Involving external support
services at the discretion of the incident controller,
immediately an emergency is perceived to be beyond the
capability of the internal resources; |
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Matching the response to an
emergency to the need. Assessment of the severity of the
emergency, and therefore the level of response, is the
initial responsibility of the on-scene commander in
liaison with the incident controller; |
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Ensuring that all key personnel
receive adequate training and are provided with
appropriate communications equipment so they can be
contacted quickly; and |
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Ensuring the availability of
resources and the preparedness of personnel. |
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| 7.7 Going underground at Sunrise Dam ? identifying risks |
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In anticipation of a move to underground mining
at the Sunrise Dam mine, after seven years of operation as an open
pit mine, AngloGold Australia undertook a far-reaching risk
assessment as the first stage in the implementation of a systematic
risk management programme. Included in this was the identification
of possible safety and health risks related to operational and
maintenance activities associated with drilling, blasting, bogging
(ore extraction by an underground loader), trucking and support
areas (such as mine services, technical services, operations
management).
A team of 12 people was involved in the risk assessment process,
from management and operations personnel to safety professionals.
The process used the ?Workplace Risk Assessment and Control? (or
WRAC) method, which is based on the concepts contained in the
current Australian Standard related to risk management.
Says Mike LeRoy, Health, Safety and Environment Manager in the
Australia region office, ?This risk assessment is based upon a tried
and tested process and the events and hazards identified are largely
based on the experience and judgement of the members of the team.
The main aim was to identify the significant hazards or events, not
every hazard or event. |
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Going underground. One of the
first steps undertaken when Sunrise Dam received the go-ahead for
underground mining was a wide-ranging risk assessment. Some 1,600
risks were identified as part of this process. |
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| Risk profile for activities and tasks without and with controls in place. |
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Risk profile for activities and tasks without and with controls in
place.
Enlarge Risk profile diagram |
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| ?The risk assessment identified some 1,600
hazards associated with underground mining that could have some
effect on the safety and health of underground employees at the
operation. Of these, about 31% are considered as very high risk and
a further 26% are considered high risk. All of these risks will be
managed using a formalised management plan and are being considered
in the mining planning. ? |
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| Risk category |
Risk rankings |
Number of events |
Percentage |
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Before
controls |
After
controls |
Before
controls |
After
controls |
| Very High (VH) |
1 ? 8 |
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480 |
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27 |
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31% |
2% |
| High (H) |
9 ? 16 |
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411 |
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23 |
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26% |
1% |
| Moderate (M) |
17 ? 20 |
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363 |
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273 |
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23% |
18% |
| Low (L) |
21 ? 25 |
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303 |
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1,234 |
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20% |
79% |
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1,557 |
100% |
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Underground development
commencing at Sunrise Dam in Western Australia. |
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