Bringing Together Health and Safety Management Systems, Risk Management and Critical Control Management *L. Humphries 1Minerals Industry Safety and Health Centre, University of Queensland, Australia, (*Presenting author: e.humphries@uq.edu.au) Abstract Mining organisations implement health and safety systems in markedly different ways, particularly in how those systems connect with Operational Risk Management (ORM). Based on my personal observations, professional interactions, audits, workshops, and implementation experience across multiple sites and sectors, I have identified common patterns in how system design decisions, often implicit, shape frontline control of potentially fatal risks. Where the system architecture is unclear, inconsistent, or fragmented, it becomes extremely difficult for supervisors and crews to access credible, area-specific information about the status of critical controls, and the system struggles to function effectively where work occurs. This paper clarifies the kinds of design decisions organisations make (knowingly or unknowingly), illustrates how those choices shape operational reality, and offers a practical set of decision-point questions that attendees can use to evaluate their own systems and reinforce risk control at the point of work. Keywords World Mining Congress, safety management systems, critical controls, risk management 1. SCOPE AND CONTEXT The paper examines variation in how health and safety management systems are designed and operated across mining organisations, with particular attention to their relationship with Operational Risk Management (ORM) and to the mechanisms used to define, verify, and communicate controls for potentially fatal hazards. The focus is not on promoting a single “best” architecture, but on revealing how different architectures create different outcomes, especially for frontline decision-making and assurance. 2. SOURCE OF EVIDENCE Findings derived from my personal observations and lessons learned through audits, operational workshops, system implementations, and engagement with professionals across multiple organisations with frontline supervisors, operational leaders, and senior managers. Evidence includes facilitated discussions, and reviews of real organisational artefacts such as 14
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