risk management

RISK MANAGEMENT

K D PRASADGM(Min)/(Vig)

Bharat Coking Coal Limited

The greatest difficulty in the world is not for people to accept new ideas but for them to forget their old ones!

John Maynard Keynes

Everything is Fine!

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Or So It Seems!

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RECOMMENDATION OF THE 9TH CONFERENCE ON SAFETY IN MINES HELD ON 2ND & 3RD

FEBRUARY, 2000 AT NEW DELHI

Recommendation: 4.0Risk Management As a Tool for Development of Appropriate

Health and Safety Management Systems

4.1 Every mining company should identify one or more mines and should undertake a formal risk assessment process aimed at reducing the likelihood and impact of mishaps of all kinds in mines. Subsequently risk assessment process should be extended to other mines

4.2 Risk assessment process should aim at effective management of risks, by identifying,

(i) which risks are most in need of reduction, and the options for achieving that risk reduction,

(ii) which risks need careful on-going management, and the nature of the on-going attention.

4.3 The risk assessment exercise should follow an appropriate process.

4.4 Risk management plans shall be prepared on the basis of risk assessment and implemented in the identified mines.

WHAT IS RISK?

As per Oxford dictionary, Risk is,“the chance or probability of danger, loss, injury or other

adverse consequences”In any system, if the risk is

managed effectively – the losses are reduced

THE FIRST DUTY OF BUSINESS IS TO SURVIVEAND THE GUIDING PRINCIPLE OF BUSINESS

ECONOMICS IS NOT MAXIMISATION OF PROFITS -

IT IS THE AVOIDANCE OF LOSS.-Drucker

Look after the losses and the profits will look after themselves.

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Murphy’s LawAnything that can go

wrongwill go wrong

Mc Faddens’ hypothesis

Murphy was an utter optimist

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RISK ASSESSMENT: WHERE?

Potential for mishap – with serious consequencesPresence of large number of risks with varying degree of consequence & likelihood,

Mine with limited resources Availability of early warning in way of “near miss” situationsChanged circumstancesNew equipment, method, etc.Modification of method, machines, etc.

TerminologyHazards: a source of potential harm or a situation with a potential to cause loss

Risk: the chance of something happening that will have an impact on objectives . It is measured in consequence and likelihood

Terminology(cont)

Risk assessment: the process whereby risk management priorities are evaluated.

Risk management: the systematic application of management policies , procedures and practices to the tasks of identifying , analysing , assessing , treating and monitoring risk

OBJECTIVES OF RISK MANAGEMENT

In the mining industry it aims to:

reduce the likelihood and impact of mishaps of all kinds,reduce the inherent potential for major accidents which could injure or kill many people,damage the environment ,cause serious production and also thus profit losses

FOUNDATIONS OF RISK MANAGEMENT

• Understanding of what could happen and how

• Real and visible commitment to managing the risks

Management of risk Or anything else

Planning organising controlling leading

The basic control loop

Process

Review

OBJECTIVE OUTCOME

RISK MANAGEMENT PROCESSHazard

identif ic ation

Ris kas s es s m ent

D eveloping andim plem enting of

proc edures

M onitoring theeffec tivenes s of p roc edures

CONTINUAL PROCESS

Developing andimplementing

controls

Hazards must be identified and Hazards must be identified and assessed to find out :assessed to find out :

How and to what extent people could be injured or harmed.

How and to what extent property and the environment could be damaged or harmed.

It is important that these hazards are highlighted (risk ranked) to:

Identify those which require immediate attention.

Develop a programme to deal with all hazards, in a defensible order.

What can go wrong?

• What people are present and what are they doing? – Can it cause an accident?

• What energy sources are present? – Can it cause an accident?

• What machinery and or equipment is present and what is its condition?– Will it be safe to use or operate? – Can it cause a accident?

Examples of hazards

In personal life• Financial• Personal safety• To your propertyIn a mine

examples

Which of the three factors is the most likely to cause it to go wrong?

• Human error event, - Slip, Violation, or lack of Ability.

• Energy event, - Failure to contain, or Failure to control.

• Physical event,- Structural failure, or Machine failure.

Hazards identification processes (the sources of injury or loss)

Previous experienceWork process evaluationConsultation with employeesSpecialistsFault tree analysisSafety data informationSignificant incident or accident reportsIn-situ surveys

Hazard identification using energiesA hazard is an uncontrolled and /or unwanted release of energyMechanicalElectricalGravityFluids or airChemicalNuclearHeatLightNoiseETC ETC

HAZARD IDENTIFICATION, HAZARD IDENTIFICATION, WHICHEVER METHOD IS USED, WHICHEVER METHOD IS USED, SHOULD BE DONE BY A TEAM SHOULD BE DONE BY A TEAM

OF PEOPLE, WITH A VARIETY OF OF PEOPLE, WITH A VARIETY OF RELEVANT BACKGROUNDS AND RELEVANT BACKGROUNDS AND

EXPERIENCE.EXPERIENCE.

Objectives of risk assessmentIdentify which risks are most in need of attention, and the option for achieving that risk reduction

Identify which risks need careful ongoing management, the nature of the ongoing management as well as the indicators that show that the risk is being managed.

Why do we do a risk assessment?

To rank why?

scarce resources

Let us consider the resources required to cope with hazards.


identif ic ation



proc edures


CONTINUAL PROCESS


controls

Essentials for assessing risk

TeamsDetailed and systematic approachComprehensive checklists ( problems -hazards)Key questions to be answered and decision to be madeHigh risk reduced and high consequences preventedRisk reduction actions listed - set to timetableListing of routing management actions, monitoring programme and auditing process.

Consequence Likelihood

Risk consists of basically 2 dimensions:

Where: consequence is the size of the loss or damageand Likelihood is the chance that it might happen

RISK

CONSEQUENCE LIKELIHOOD

Probability EXPOSURELives lost Property lostMoney lostChances lostProduction lostImage lostTime lostReserves lostEffect on peoplePublic outcry

In terms of years In terms of 1000 yrsIn terms of daysIn terms of occurrence

PersonsAreaCapital Resources.

In chanceser time

Severity

Risk = consequence x likelihoodRisk = consequence x probability x exposure

What is consequence in terms of this formula?

Consequence is the outcome of an event or situation. In terms of health and safety, it is the degree of harm that could be caused to people exposed to the hazard, the potential severity of injuries or ill health and / or the number of people who could be potentially affected.

How do we evaluate consequence?

Catastrophe - This is the worst possible case involved with fatalities, releases off site and high financial loss

Disaster - Normally associated with the potential for a fatal injury.

Very Serious - Normally associated with very serious accidents resulting in disability.

Serious - Normally associated with lost time accidents. Minor - Has the potential to cause minor injuries which may

require first-aid treatment. Insignificant - Does not, unless other circumstances prevail,

have the potential to cause injury.

Some possible categories are:

Scales for rating consequence

Several Dead = 5One dead = 1Significant chance of fatality = 0.3 One perm disability = 0.1Many lost time injuries =

0.01One lost time injury = 0.001Small injury = 0.0001

What is exposure?Exposure consists of two factors:

How often people are exposed to the hazard

How long are they exposed to the hazard.

How do we rate exposure?An example

Continuous = 10Frequent (daily) = 5Seldom (Weekly) = 3Unusual ( Monthly) = 2.5Occasional (Yearly) = 2Once in 5 years = 1.5Once in 10 years = 0.5Once in 100 years = 0.02

Probability

May well be expected = 10.0Quite possible = 7.0Unusual but possible = 3.0Only remotely possible = 2.0Conceivable but unlikely = 1.0Practically impossible = 0.5Virtually impossible = 0.1

This is the chance that a person will be harmed when they are exposed. We use the following probability ratings:

History is always a good guide

Remember all these scales are not Remember all these scales are not to confuse you to confuse you but to allow you to do a but to allow you to do a comparable assessmentcomparable assessment

The objective is mainly to rank the The objective is mainly to rank the hazardhazard so that you know where to spend so that you know where to spend your attention and resourcesyour attention and resources

Risk RankingThe risk assessment should already

give credit for the risk controls found in place.

The effectiveness of these controls to reduce risk must be carefully reviewed.

If risk is not tolerable, we then have to decide by what extent it has to be reduced.

Calculating RiskStick to one system of values

Risk = likelihood x consequence

or using our scales

Risk = probability x exposure x consequence

Maximum tolerable risk is 400

Some simple rules;

Stick to one system

There is more than one right way

Remember the objective

Don't try and pre-empt the answer

Don't make the answer fit a hidden objective

Use the assessment to rank

Use one team to do comparative ranking

It is the input to the next step only

By doing an assessment you have not achieved anything else except ranking the risks.

Risk assessment should be carried out by a team because:One person’s experience is limited and the consensus of a team is always more accurate.

The more people involved in a risk assessment process, the greater the awareness of hazards inthe company.

Everybody in the team has a duty to make sure the risk controls work.

Common faults or problemsOmitting credible accidents or incidentsUnwarranted or motivated optimismUnstated or unsupported assumptionsUse of the process to justify a predetermined outcomeOmission of common mode failuresDifficulty of estimating the likelihood of human error

Now we have a most Now we have a most perfectly assessed riskperfectly assessed riskWhat do we do now??What do we do now??


identif ic ation



proc edures


CONTINUAL PROCESS


controls

Systems safety work process model

Safe production

people Methods

Equipment

Environment

INPUTS OUTPUTS

WASTE OR SURPLUS

Characteristics of a safe and productive workplace

• Competent people • Fit-for-purpose equipment• Suitable work methods

(or processes and procedures)

• Planned and controlled work environments

Risk Control Hierarchy Elimination - Modification to the process method or material to eliminate the hazard

completely. ( 100% )

Substitution - replace the material, substance or process with a less hazardous one. ( 75% )

Separation - Isolating the hazard from persons by safeguarding, or by space or time separation. ( 50%)

Administration - Adjusting the time or conditions of risk exposures ( 30% )

Training - Improving skills therefore making tasks less hazardous to persons involved. ( 20% )

Personal protective equipment - using as the last resort, appropriately designed and properly fitted equipment where other controls are not practicable. (5% )

M e t h o d s F o r R i s k R e d u c t i o n– DesignDesign Design out hazard, Design out hazard, design in controlsdesign in controls

– EliminationElimination Modify process to Modify process to completely eliminate hazardcompletely eliminate hazard

– SubstitutionSubstitution Replace with less Replace with less hazardous hazardous alternativealternative

– Re-designRe-design Re-design to eliminate Re-design to eliminate or reduce riskor reduce risk

– SeparationSeparationGuard, Separate in time Guard, Separate in time or spaceor space

– AdministrationAdministration Procedures, trainingProcedures, training

– PPEPPE Strengthen the targetStrengthen the target– Only Apply Administration & PPE to Residual Risk Left Only Apply Administration & PPE to Residual Risk Left

After Design, Substitution Etc.After Design, Substitution Etc. Effe

ctiv

enes

s &

Cos

tE

ffect

iven

ess

& C

ost

W h a t i s A c h i e v a b l e !

Zero Risk is Not AchievableZero DiseaseZero Incidents / AccidentsZero Lost Time InjuriesZero Fatalities

Culture at Our Mines will determineour goals

Controlling Risks

Remember to ask - Will the action to be implemented - – Eliminate the hazard– Reduce the chance of a event – Reduce the severity of the hazard.– Will these reductions make the threat

reasonable and therefore tolerable.”

Try to reduce risks wherever possible to make the situation intrinsically safe.

Risk assessment --control

Set a standardMeasure performance Determine differenceFind out what is the reasonRectify problem

Risk assessment is control before the time.

Control

Risk Assessment Simply Means.....

How bad are the hazards and risks?

How much do weknow about it, and how to control it?

Are ways tocontrol therisk available?

How muchwill it cost,compared tothe benefit?

1

2

3 4

FOUR STEPS TO RISK MANAGEMENT

Identify the hazards

Measure the risks

Develop the controls

Can you live with it?

1

2

3

4

Gainful utilisation of resourcesCasts specific responsibilities on operatorsConfusions are eliminatedMore acceptable for involvement of grass root levels, designed by operatorsFlexibleSelection of best possible means to achieve goal – left to operatorIntroduction of new technology – expeditedNo scope for gray areas

RISK ASSESSMENT A BETTER WAYGREATER FLEXIBILITY TO THE MINE MANAGEMENT FOR MANAGEMENT OF RISKS DETAILED HAZARD ANALYSIS

RISK PRIORITISEDSYSTEMATIC AND STRUCTURED APPROACHIDENTIFICATION OF CAUSESHIGHLIGHTS WHERE RESOURCES SHOULD BE USED BETTER TEAM WORKCLEARLY DEFINES ACCOUNTABILITYEASIER MONITORING OF ACTIONS

PROCESS FOLLOWED• MANAGEMENT TEAM IDENTIFIED ALL THE

MAJOR HAZARDS OF JAMADOBA COLLIERY• RISK RATING OF EACH HAZARD CALCULATED ON

BASIS OF

• CONSEQUENCES

• EXPOSURE

• PROBABILITY

• HAZARDS PRIORITISED BY RANKING OF RISK

MAJOR HAZARDS IDENTIFIEDHAZ No CONS EXPS PROB RISK

RATING1 15.0 5.0 3.0 225.02 15.0 2.0 7.0 210.03 15.0 3.0 3.0 135.04 5 3 7 105.05 5 3 7 105.06 15.0 2.0 2.0 60.07 15 2 2 60.08 5.0 3.0 3.0 45.09 15.0 2.5 1.0 37.5

10 15.0 2.0 1.0 30.011 15.0 2.0 1.0 30.012 100.0 0.5 0.5 25.013 5.0 2.0 2.0 20.014 5.0 2.0 2.0 20.015 5.0 2.5 1.0 12.516 5 2.5 1 12.5

HAZARDS

INADEQUATE VENTILATION

INADEQUATE TRAINING OF PEOPLE

STRATA CONTROLROPE HAULAGEMOVEMENT OF PERSONSFALL OF OBJECTS

USE OF EXPLOSIVESHAND TRAMMINGCONVEYOR FAILURESINADEQUATE MAINTENANCE OF ELECTRICAL EQUIPMENT

INADEQUATE MAINTENANCE OF TRAVELLING ROADSIMPROPER USE OF TRAVELLING ROADWAYS

ABSENTEEISM AND ALCOHOLISMCOAL DUSTMATERIAL HANDLINGUSE OF IMPROPER TOOLS

MAJOR HAZARDS– INADEQUATE VENTILATION– STRATA CONTROL

IDENTIFIED MECHANISMS CAUSING THE HAZARDSRISK RATING OF EACH MECHANISM DETERMINEDMECHANISMS PRIORITISED

MECHANISM RANKING FOR INADEQUATE VENTILATION

HAZ

HAZARD MECHANISMS CONS EXPS PROB RISK RATING

AIR LEAKAGE INTO RETURNS Leakage through ventilation doors/belt doors 5.0 5.0 7.0 175.0AIR LEAKAGE INTO RETURNS Leakage through stoppings 5.0 5.0 7.0 175.0HIGH RESISTANCE OF INTAKES Number of mine cars on haulage system 5.0 5.0 7.0 175.0HIGH RESISTANCE OF INTAKES Number of mine cars standing on landings 5.0 5.0 7.0 175.0REDUCED EFFICIENCY OF FAN Slipping of V belts 40.0 2.0 2.0 160.0AIR LEAKAGE INTO RETURNS Leakage through water drains 2.0 10.0 7.0 140.0IMPROPER DISTRIBUTION OF AIR TO FACES

Improper planning of face ventilation 15.0 3.0 3.0 135.0AIR LEAKAGE THROUGH AIRLOCK Leakage through doors and windows 5.0 5.0 5.0 125.0

AIR LEAKAGE THROUGH AIRLOCK Leakage through head gear structure 5.0 5.0 5.0 125.0IMPROPER DISTRIBUTION OF AIR TO FACES

Poor workmanship in installation of brattices and ducting 5.0 5.0 5.0 125.0

IMPROPER DISTRIBUTION OF AIR TO FACES

Inadadequate monitoring of face ventilation 5.0 5.0 5.0 125.0


Poor discipline in maintaining brattice and ducts 5.0 5.0 5.0 125.0

HIGH RESISTANCE OF SECTION INTAKES

Drivage of narrow galleries 5.0 5.0 5.0 125.0


use of damaged ducting 5.0 5.0 5.0 125.0


Reduction of cross sectional area due to poor erection of brattice

5.0 5.0 5.0 125.0

AIR LEAKAGE THROUGH AIRLOCK Short circuiting due to poor door discipline 5.0 3.0 7.0 105.0

CALCULATED RISK SHEET REFERENCE No J/V 99/1

ACTION PLANS• IDENTIFICATION OF CONTROL MEASURES

• FORMULATION OF ACTIONS

• ASSIGNMENT OF RESPONSIBILITY

ACTION PLAN FOR INADEQUATE VENTILATIONMECHANISMS CONTROLS RESPONSIBILITY

Ventilation officer, Assistant managerVentilation officer

Ventilation Officer

To minimise number of belt doors Ventilation Officer & Deputy ManagerVentilation OfficerVentilation OfficerVentilation Officer

Reduction in number of stoppings Deputy Manager &ManagerMinimisation of leakage through strata adjacent to stoppings

Ventilation Officer

Number of mine cars on haulage system

Monitoring of mine car movements on haulages

Overman & Assistant Managers

Monitoring of mine car movements at transfer points

Assistant manager & Deputy ManagerVentilation officerVentilation Officer & Deputy Manager

Number of mine cars standing at transfer points

Monitoring of placement of belt doors

Minimisation of leakageLeakage through ventilation doors/belt doors

Prompt rectification of any discovered leakage

Close monitoring of stopping Prompt rectification of any discovered leakage

Minimisation of leakage

Reduction in standing of mine cars on haulages in high resistance Provision of transfer points in low resistance areas

Proper planning of transfer point locationsProvision of air crossings if possible

Assessment of high resistance

Provide air crossings where possibleCorrect positioning of stoppings

Proper planning of workingsSealing of roadway surfaces adjacent to stoppings

ACTIONS

Close monitoring of ventilation and belt door condition

Leakage through stoppings

MECHANISM RANKING FOR STRATA CONTROL

HAZARD MECHANISMS CONS EXPS PROB RISK RATING

ROOF FALLS IN DEVELOPMENT POOR SUPERVISION OF MINING OPERATIONS 15.0 5.0 7.0 525.0ROOF FALLS IN DEVELOPMENT POOR WORKMANSHIP 15.0 5.0 7.0 525.0ROOF FALLS IN DEVELOPMENT WEAK ROOF STRATA 15.0 5.0 7.0 525.0ROOF FALLS IN DEVELOPMENT INFERIOR QUALITY OF WOODEN SUPPORTS 15.0 5.0 7.0 525.0SIDE FALLS WEAK SIDES 15.0 5.0 7.0 525.0ROOF FALLS IN DEVELOPMENT SLIP PLANES 15.0 3.0 7.0 315.0ROOF FALLS IN DEVELOPMENT DIRECTION OF DRIVAGES PARALLEL TO CLEAT 15.0 2.5 7.0 262.5SIDE FALLS DIRECTION OF DRIVAGES PARALLEL TO CLEAT 15.0 2.5 7.0 262.5ROOF FALLS IN DEVELOPMENT DELAYS IN STOWING IN BOTTOM LIFT 40.0 2.5 2.0 200.0ROOF FALLS IN DEVELOPMENT INADEQUATE STOWING OF BOTTOM LIFT 40.0 2.5 2.0 200.0ROOF FALL IN STOWING SECTIONS INADEQUATE STOWING 40.0 2.5 2.0 200.0ROOF FALL IN STOWING SECTIONS DELAYS IN STOWING 40.0 2.5 2.0 200.0ROOF FALL IN EXTRACTION ( CAVING) SECTIONS

WITHDRAWAL OF SUPPORTS NOT TO PLAN 15.0 3.0 3.0 135.0

ROOF FALLS IN DEVELOPMENT DELAYED ERECTION OF SUPPORTS 15.0 3.0 3.0 135.0ROOF FALL IN EXTRACTION ( CAVING) SECTIONS

SLOW EXTRACTION RATE 15.0 3.0 3.0 135.0

ROOF FALLS IN DEVELOPMENT DELAYS IN SUPPLY OF ROOF SUPPORT MATERIAL TO FACE

15.0 3.0 3.0 135.0

ROOF FALLS IN DEVELOPMENT POOR WORK ATTITUDE 15.0 3.0 3.0 135.0SIDE FALLS INADEQUATE SIDE SUPPORT 15.0 3.0 3.0 135.0ROOF FALLS IN DEVELOPMENT PRESENCE OF FAULTS/DYKES 15.0 2.5 3.0 112.5SIDE FALLS PRESENCE OF OVERHANGING SIDES 15.0 2.5 3.0 112.5ROOF FALLS IN DEVELOPMENT SYNCLINAL STRUCTURE 15.0 3.0 2.0 90.0

CALCULATED RISK SHEET REFERENCE No J/SC 99/1

ACTION PLAN FOR STRATA CONTROLNo MECHANISMS CONTROLS RESPONSIBILITY

PROVISION OF MORE GEOLOGICAL INFORMATION.

AGM(P&S)

RESTRICTED WIDTH OF GALLERIES. SURVEYOR & ASSISTANT MANAGER.

IMPROVED SUPPORT DENSITY MINING SIRDAR/OVERMAN & ASSISTANT MANAGER

IMPROVED SIDE SUPPORT MINING SIRDAR, OVERMAN & ASSISTANT MANAGER

IMPROVED BLASTING PATTERNS SHOTFIRER/OVERMAN & ASSISTANT MANAGER

IMPROVED GEOLOGICAL INFORMATION. GEOLOGIST, SURVEYOR

MAPPING OF FAULTS AND DYKES GEOLOGIST, SURVEYOR

COMMUNICATION OF PRESENCE OF FAULTS/DYKES

SURVEYOR, ASSISTANT MANAGER & MANAGER

SYNCLINAL STRUCTURE COMMUNICATION OF PRESENCE OF SYNCLINE

SURVEYOR, ASSISTANT MANAGER & MANAGER

ACTIONS

Assessment of side conditions and installation of correct support density

Detailed systematic mapping of workings to be undertakenDetailed systematic mapping of workings to be undertaken

Improved interaction between surveyor and assistant managers

Improved interaction between surveyor and assistant managers

Correct assessment of required blasting pattern.

Assessment of roof conditions and installation of correct support density

WEAK ROOF STRATA Detailed exploration of mine property to be made and information mapped. Systematic monitoring in offset plan of the galleries to be implemented.

WEAK SIDES

PRESENCE OF FAULTS/DYKES

TEAM SUMMARY– EASIER WAY OF UNDERSTANDING & CONTROLLING

RISKS– PROCESS HAS FLEXIBILITY TO LOOK AT ALL RISKS

• SAFETY & ENVIRONMENT• PRODUCTION PROBLEMS• ECONOMIC LOSS• COMPANY REPUTATION

– EFFECTIVE WAY OF SHARING OTHER PERSONS IDEAS AND EXPERIENCES

– GREATER ACCEPTABILITY AND ADAPTABILITY BY MANAGEMENT

– EFFECTIVE WAY TO KEEP PACE WITH NEW TECHNOLOGY

INDIVIDUAL VIEWPOINTS• JAMADOBA TEAM

– UNION REPRESENTATIVES SHOULD BE INVOLVED IN RISK

PROCESS

– MINING LAWS SHOULD ASSIST, NOT HINDER PROCESS

– GREATER TRANSPARENCY IN SAFETY MANAGEMENT

– PROMOTES BETTER UNDERSTANDING WITHIN GROUP

INDIVIDUAL VIEWPOINTS• B.C.C.L. & I.I.S.CO REPRESENTATIVES

– NEW APPROACH TO SAFETY MANAGEMENT APPRECIATED

– ALL LEVELS OF EMPLOYEES SHOULD BE INVOLVED IN PROCESS

– PERSONS HAVING GOOD EXPERIENCE OF RISK ACTIVITY AREA SHOULD BE INCLUDED IN ASSESSMENT TEAM

– TECHNIQUE SHOULD BE GIVEN WIDE PUBLICITY AND PROPAGANDA

INDIVIDUAL VIEWPOINTS• D.G.M.S.

–PROCESS WOULD ALLOW EFFECTIVE REVIEW OF RISKS AT INDIVIDUAL MINES

–PROCESS SUPPORTS BETTER DECISION MAKING BY GREATER INSIGHT INTO RISKS

–PROCESS HELPED TO UNDERSTAND APPLICATION OF RISK ASSESSMENT TO INDIAN CONDITIONS

–PROCESS SHOULD BE ENCOURAGED BY D.G.M.S. THROUGHOUT THE INDIAN MINING INDUSTRY

–PLANS SHOULD BE SUBJECTED TO PERIODICAL REVIEW

INDIVIDUAL VIEWPOINTS

–TEAM SHOWED QUICK UNDERSTANDING OF PROCESS

–TEAM WORKED WELL TOGETHER

–PROCESS WOULD BE READILY ADAPTABLE TO INDIAN

MINING INDUSTRY

–KNOWLEDGE BASE OF INDIAN MANAGEMENT VERY HIGH

HOW CAN WE MAKE THE PROCESS SUCCESSFUL?

ONLY THREE WAYS:1. MANAGEMENT COMMITTMENT

2. MANAGEMENT COMMITTMENT3. MANAGEMENT

COMMITTMENT

risk management

Education