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![[The emergency plan] did not adequately contemplate a catastrophic
event underground…….
…minimal emergency exercises and no practices that simulated emergency
conditions.
9Pike River Royal Commission](https://image-private.slidesharecdn.com/20-191219231502/85/slide-9-320.jpg?hdnea=acl=/20-191219231502/85/slide-9-320.jpg*~exp=1769218363~hmac=a360b5f1f052fb999db4bfba3d49d53f9eb6b4c9f14f61301edd6dfcc7589d65&cb=1576797549)
Uploaded byNSW Environment and Planning
Emergency management
This presentation looks at some key elements within an effective emergency plan. Observations from previous emergency plan compliance programs are explored, and linked to discussions on significant variations in emergency preparedness across the various mining sectors. Heading into the future presents both challenges and opportunities for mine operators, particularly in the field of fast-paced media management needs of modern society and the move to strengthening public-private sector partnerships to meet the objectives within the national disaster resilience strategy.
Emergency management
- 1. Matt U’Brien Emergency Planning& Response Capability Team Emergency Planning: Planning for the pressure test
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- 3. The lessons ofa troubled past…. 3
- 4. • AIIMS training& structures • Example: Loy Yang Mine • 17 x Level 2 Incident Controllers • 9 Liaison Officers trained Incident Management Lessons 4 • CIMS training & structures • Emergency Services integrated throughout planning and training • Emergency Services and regulator embedded in response arrangements
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- 6. Emergency Planning requirements 6 •Explosives Act • WHS – Hazardous Chemicals > Sch11 • Dams Safety Act • Pollution / Environmental
- 7. • NSW EmergencyManagement principles: • Prevention, Preparedness, Response and Recovery. • The all agencies, all hazards approach. • Treatment of emergency risks identified. • Fundamentally similar to NZ and VIC HOWEVER: 7 Emergency and Rescue arrangements
- 8. “The lack offormal arrangements and training with other agencies for dealing with a large-scale emergency at an underground coal mine impacted badly on the emergency operation” 8Pike River Royal Commission
- 9. [The emergency plan]did not adequately contemplate a catastrophic event underground……. …minimal emergency exercises and no practices that simulated emergency conditions. 9Pike River Royal Commission
- 10. “The plan shouldbe capable of seamless integration with emergency services.” 10Pike River Royal Commission
- 11. “Contrary to suggestionsthat the Hazelwood mine fire was the ‘perfect storm of events’, all of the factors contributing to the ignition and spread of the fire were foreseeable. Yet it appears they were not foreseen.” 11Hazelwood Mine Fire Inquiry Report
- 12. 12 ABC news 22Nov 2019
- 13. Key focus areas: Selfescape / refuge system Site response capabilities Incident management capacity
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- 15. The challenges 15 “adequate” “sufficient”“suitable” “appropriate” “so far as reasonably practicable”
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- 18. Adequacy test…. Adequate numberof persons trained in the use of rescue equipment Adequate patient transport Adequate means of communicating with all affected persons Adequate numbers of workers are trained to administer first aid Adequate means of escape
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- 20. Self Rescuers • “providedwith an appropriate self-rescuer” • “ must conduct a risk assessment to determine whether self-contained self- rescuers should be provided” • “procedures, so far as is reasonably practicable, for rehydration and communication in an irrespirable atmosphere”
- 21. Hydration 21 • Expectations ofworkers – worst case scenarios: how far, how long • Heat and humidity (rest and….) • Heat stress & dehydration • Panic and disorientation
- 22. Daniel Rockhouse 2 secondsfrom bang to zero visibility • Burning eyes • Cant see hand in front of face • Confusion • Breathing from airline • Couldn’t get self rescuer working • Helping another on way out • No one waiting at portal www.stuff.co.nz
- 23. Escape and refuge •Lifelines: Do they do what they are meant to? • Are they installed to standard? • Maintenance • Trafficability in poor conditions • Ladderways & walking routes • Physical limitations • Signage
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- 25. Site medical capabilities •Golden hour – c1975 • based on traumatic injury outcomes research • State rescue policy breaks down response times, with 60 mins being the remote/very remote objective. quora.com
- 26. Your role….. Its riskbased and you tick every hazard on the list!
- 27. Fire Fighting • Installationstandards • Equipment and training • Differences across sectors • Assessing the fire risks – developing the firefighting strategy quora.com
- 28. Rescue • Equipment • Training/ procedures • Needs analysis
- 29. Hazardous Chemicals • Spillresponse capabilities • Fire Fighting • Combat agency integration
- 30. PPE for emergencies? quora.com •Significant differences across sectors • Traditional practices don’t protect people
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- 32. Incident management capabilities •Training in roles and testing whole system • Notifications are critical • Ready for reality? – Family/Media/Agencies • Learning under pressure is a big ask
- 33. Incident management capabilities CommandstructuresDuty CardsControl RoomsLiaison OfficersTraining and Exercising in roles
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- 35. Previous TAP outcomes •Potential events not identified and mapped to capabilities (controls) • Linkages across to-from other PHMPs / PCPs • Risk assessments (or process) of determining adequacy requirements • Rescue, Fire, Medical & Hazmat (equipment, capability and personnel) • Self Rescuer / escape equipment • Clearly identifying the controls needed, and those considered and not adopted & why • Transition from prescriptive requirements • ESO Consultation often inadequate
- 36. Previous TAP outcomes •Installation standards not adhered to: • Life lines & signage, fire fighting installations • Unrealistic maintenance of competency • Medical, rescue equipment, fire fighting and Incident Managers • Spread of capabilities (maintaining effective coverage) • Maintaining effective coverage across shifts
- 37. Previous TAP outcomes •Self escape expectations for general workforce (distances & hydration) • Firefighting strategies & abilities – not mapped to threat • Firefighting PPE – consideration & options • Safety management system inhibitors for external notifications
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- 39. External agencies –consultation & response • Underground mines >5 workers and all coal mines - Cl89 WHS(MPS) Regulation • NSW Rescue and Emergency Management arrangements • Underground environment makes it even more critical
- 40. Building trust –surviving the pressure test 40
- 41. • Fact Sheet:Notifying Emergency Services • Fact Sheet: Consultation Requirements • Emergency Plan Summary word document • Consultation Record template word document 41 Recent publications
- 42. Vibemedia.net.au Why did theyall turn up?
- 43. Dispatching systems This Photoby Unknown Author is licensed under CC BY-SA • ESOs Computer Aided Dispatch Systems linked • Inter-agency culture • If in doubt, pass it on • Call big, call early • Easier to stand down than ramp up • Legislative requirements to notify
- 44. A ‘standard’ response– what to expect • Section 51 – State Emergency and Rescue Management Act • SRB Policy – a standard response:
- 45. Incident notifications • WHSRegulation - Cl 43 • WHS (MPS) Regulation - Schedule 7 • NSW Mine Sub Plan • Code of Practice for Emergency Planning at Mines • Consultation specific requirements WHS(M&PS) Reg Cl 89 • Fact sheet – Incident Notifications
- 46. Incident notifications This Photoby Unknown Author is licensed under CC BY-SA
- 47. Getting it wrong…. Wesaid: “The mine’s emergency response team retrieved the operator, who was uninjured” (and included some nice photos in the publication…..) He said: “ This Photo by Unknown Author is licensed under CC BY-NC-ND
- 48. Emergency Services powers •Powers of entry (including by force) • Powers to perform functions • Offences for obstructing • Powers to investigate This Photo by Unknown Author is licensed under CC BY When there is a report of a hazardous material incident, a fire brigade must, despite anything to the contrary in any Act: (a) proceed with all speed to the site of the incident, and (b) try by all possible means to render the site of the incident safe and save any lives and property that are in danger.
- 49. Emergency Services powers •Powers of entry (including by force) • Powers to perform functions • Offences for obstructing • Powers to investigate This Photo by Unknown Author is licensed under CC BY The officer in charge at a fire or hazardous material incident may cause to be removed any person, vehicle, vessel or thing the presence of whom or which at or near a fire or hazardous material incident might, in the officer’s opinion, interfere with the work of any fire brigade or the exercise of any of the officer’s functions.
- 50. Emergency Services powers •Powers of entry (including by force) • Powers to perform functions • Offences for obstructing • Powers to investigate This Photo by Unknown Author is licensed under CC BY The NSW Police Force is responsible for co-ordinating rescue operations and for determining the priorities of action to be taken in rescue operations. (4) This section applies despite anything to the contrary in any other Act.
- 51. Emergency Services powers •Powers of entry (including by force) • Powers to perform functions • Offences for obstructing • Powers to investigate This Photo by Unknown Author is licensed under CC BY A coroner has jurisdiction to hold an inquiry concerning the cause and origin of a fire or explosion if the coroner is satisfied that the fire or explosion has destroyed or damaged any property within the State.
- 52. Getting ready forreality – Contemporary issues
- 53. Key focus areas: Selfescape system Site response capabilities Incident management capacity
- 54. Disaster resilience strategies intothe future: The role of industry supporting communities
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Editor's Notes
- #4 A PERSONAL STORY BEST DAD EVER KEYRING
- #5 When things go wrong, there are spectacular learnings: - The public attention is already on. Hazelwood, Pike River.
- #6 What is this legislation setting out to achieve? The Objects of the Act: TO ENSURE THAT EFFECTIVE PROVISIONS FOR EMERGENCIES ARE DEVELOPED AND MAINTAINED AT MINES.
- #7 COMPLEX INTER-RELATED and INTER-DEPENDENT PLANS NOT ALWAYS INTEGRATED or COMPATIBLE
- #13 8 WEEK JURY TRIAL – SUPREME COURT VIC 5 CHARGES – GENERAL DUTY TO WORKERS 5 CHARGES – DUTIES TO PERSONS OTHER THAN EMPLOYEES
- #16 Risk based approach: move away from prescription Must be based on risk, and appropriate controls implementation. Regulators do not accept tradition as an acceptable standard, or ‘its always been done this way’
- #18 If we apply the adequacy test to these two operating environments, why does the surface mine operator often have the paramedics and fully kitted out ambulance, when the workers 45 minutes drive from daylight working in a much higher risk operating environment get well meaning colleagues with first aid certificates and basic first aid?
- #25 TALK LATER ON LINKAGES TO POTENTIAL INCIDENTS HOW IS THE CAPABILITY DETERMINED?
- #31 KYLE: Hydraulics: CULTURE: - IDEAS, CUSTOMS & SOCIAL BELIEFS INFLUENCES
- #33 FAMILY MANAGEMENT – AVIATION RULE OF 1:12 Learning a new role, or doing an unfamiliar role in a pressure cooker is a big ask
- #36 Scope of TAP Self escape arrangements Consultation. Adequacy Consideration of recommendations Testing of EM plan (including recommendations by ESOs) Triggers and notifications Adequacy of rescue equipment Adequacy of persons trained Other matters (Schedule 11 etc)
- #41 All of a sudden you have public and private sector organisations coming together in quick time. Having to work in a foreign environment. Small things like ambulance electrical equipment restricted entry into underground coal mines Arriving at the gate only to be told to wait for an escort, then having to get into a cage, travel down 400m then get in a car and drive for an hour to the incident site 15km from the place you entered into the mine. Essential public – private relationships to make sure desired outcomes are met. Can you imagine having something with major hazard facility levels of chemicals and explosives stored on site, 50 people 2km underground, 100km out of town call to say there is an explosion, a fire or a collapse and having never been there or have any idea about the site? Hard lessons have already been learnt. The need is there. Functional relationships in a high stress, time critical and foreign environment cannot be forged with a handshake. The fact will be that the very people responsible for managing the risks that have failed, the same company trying to protect is reputation and manage responsibilities to shareholders will be the company you are dealing with. They will be the decision makers in the management of the incident. Trust will be low. People will be cautious and protective for many reasons.
- #46 Must adopt consultation recommendations about type of events and incidents to be notified
- #49 Despite anything contrary in any Act Proceed with all speed to the site of the incident Try by all possible means…
- #50 Cause to be removed any persons, or thing….
- #51 Despite anything to the contrary in any other Act
- #52 Coroners fire role
- #55 Evolution mining Newcrest
- #56 Private sector preparedness is not a luxury, it is a cost of doing business…… (The 9/11 Commission Report - Business Preparedness, Security)