A process should be in place for delivering and maintaining competency-based training to provide skilled personnel for all roles on site.

The training management system:

• Matches skills to roles e.g. through a training needs analysis
• Presents information that is appropriate for the audience
• Confirms requirements for safe and productive operations
• Assesses competency e.g. through written and practical tests
• Requires ongoing maintenance of skills for operational, design, planning, and leadership role holders

Procedure, Competence, Training and Assessment HSMP 4.2 PR V12 4/6/24 – S6.1 Identify training needs taking a risk-based approach and prepare a TNA for each role in a Department. 6.1.9 Competent people to be engaged to prepare and administer TNAs.  S6.2 All people to be Trained and Competent. S6.3 to 6.6 People to be appointed after inducted and if needed have First aid and other non-technical skills. S6.7 and 6.8 Manage training and keep records.

OFI-101 Resolve document reference duplicates for different GHG operations

Consultant Comment: During ‘work as documented’ mapping for Tarkwa, documents for Damang were also provided. Some of these had duplicate or similar titles.

If these duplicate or similar documents are accessible by decision makers at both sites then choosing the incorrect document could result in site inappropriate design or planning decisions.

Review how the document information protocol applies to documents across all GHG operations. Identify situations where common standards apply and where site specific approaches apply and update document management processes.

• Appropriately qualified trainers deliver well-structured training.
• Regular refresher training and self-learning activities are planned and executed to maintain currency of skills for all personnel on site

• Reports are generated from the training management system to confirm employee competence and skill levels.
• Audits and challenge tests are conducted to confirm standards of skill development and maintenance are in place.

All workers who operate mobile equipment at the mine are trained and assessed for competency for operating defined equipment type, identifying and managing operating environment and vehicle interaction hazards.

All workers who operate mobile equipment at the mine (and other workers who routinely interact with vehicles e.g. maintainers) are trained and assessed for competency covering site and role relevant aspects including:

• Understanding requirements for authorisation to operate equipment and to be in a work area (supervisor or mining official clearances)
• Completion of pre-start inspections
• Correct operating techniques (including communications required for starting and moving, identifying and maintaining no-go zones around mobile equipment etc.); appropriate brake and retarder use during equipment operation
• Equipment load limits – weight and dimensions
• Site requirements for loading and unloading covering: Load security and stability based on site conditions and requirements; Vehicle stability precautions to be taken when raising trays, tubs, or buckets and tipping loads e,g, identifying loads types that can hang up e.g. when transporting clays; Securing of loads;
• Proper movement of people: wearing seatbelts; not transporting passengers in buckets, trays etc.; ensuring that passengers wear seatbelts or other restraints
• Preparation before servicing and maintenance, including: Electrical isolation of equipment; cleaning of all mud or loose material; travelling to maintenance location or parking fundamentally stable
• Identification and management of infrastructure hazards e.g. HV powerlines
• Use of refuelling equipment and refuelling procedures
• Park-up procedures to achieve fundamental stability
• Identification and reporting of poor road conditions such as substandard delineation, windrows or bund heights, road surface, obstructions etc.
• Tyre management including preventing and dealing with tyre heating and managing flat tyres
• Identifying and responding to mechanical and electrical faults while driving
• Constraints for operating around pedestrians
• Precautions for use of remote controlled equipment
• Responding to unintended equipment operations or movements
• Site emergency requirements
• Prevention of and response to tyre fires including activating the fire suppression system
• Responding to events that impact on tyre and vehicle integrity (e.g. contact with debris, etc.)

Comptence Training and Awareness Procedure, V12, 4/6/24, HSMP 4.2 PR – S6.1 Determine training needs …identification of required skills, generation of a training log, minimum skills relate to understanding HSMS work standards

Mobile equipment operator training is delivered to schedule. Where applicable training is supported by use of equipment simulators – to safely confirm competency in emergency and unwanted situations such as mechanical or electrical faults, fire, emergency stop, over-speed, sticky loads, etc.)

OFI-146 Review Operator Training for Installed Technology

Workshop participants discussed mobile equipment operator training and questioned what is formally documented and how it is communicated.

They were unsure of how information about using installed technology for CAS and OAS is being communicated for new operators and during operator refresher training and authorisation.

Confirm that operator training in the use of technology includes pre-start checks, defect reporting, expected response to alarms, and are part of simulator refresher training.

OFI-145 Review Operator Training for Equipment Features by Vehicle Type.

The workshop participants identified situations where mobile equipment operators do not understand all the features of the equipment that they are using.

Lack of knowledge of equipment features and requirements can lead to unwanted operating practices and cause damage to equipment.

Review training modules to confirm that key operational aspects of equipment are well covered and easily understood by operators in training. Provide visual information about equipment features by type as a reference in work areas.

Training status reports.

Skills matrix reviews and updates.

Routine audits of the training management system are commissioned and reviewed by senior personnel.

Off Highway Dump Truck-Operator Practical Assessment – Confirms understanding of key skills and machine requirements by observing pre-use checks and machine operation.

Mobile equipment sight lines and blind spot information, by vehicle type, is documented and communicated to vehicle operators.

Training modules include specific information on operator vision limits and sight lines for the vehicles in use. The information is provided in a format that is audience appropriate and available as a reference in the work area.

Training and assessment for people who operate mobile equipment covers sight lines and blind spots. Mobile equipment operators are aware of vehicle sight lines and blind spots by vehicle type and this information is regularly reinforced.

OFI-117 Consider providing visual reference materials for mobile equipment operators.

Mobile equipment operators are provided training by their employers, the Tarkwa Mine Business Partners. Each two years, based on the renewal cycle for their Ghanaian national drivers license, mobile equipment operators are reassessed and reauthorised to work on site by the Tarkwa Gold Fields training team. This reassessment includes use of simulators and is supported by detailed, visual training and support material covering equipment operations, mobile equipment information including expected responses to alerts and alarms.

Workshop participants were largely unaware of the training and support material and discussed options for making it available beyond the two year reauthorisation cycle. Their initial focus was on responses to alerts and alarms but they also recognised the usefulness of having information by vehicle type available covering sight lines and blind spots, prestart checks, emergency response e.g. fire suppression and emergency egress, and other general operating details.

Consider working with business partners and adapting training materials to develop visual reference material that can be in equipment cabins and workplaces e.g. laminated cards, information cycling on videos etc.

OFI-122 Update simulator modules to include sight lines

Vehicle operators get limited exposure to the real experience of restricted sight lines from heavy mobile equipment during their training. It is understood that there are options to update simulator training to highlight sight lines by equipment type supported by a 360 degree camera view.

Lack of understanding about sight lines for operators of mobile equipment and people that work around mobile equipment has resulted in significant incidents, including multiple fatalities.

Consider updating the simulator training to include the use of 360 degree cameras to increase the level of understanding of sight lines from operator positions in the cabin.

Confirmation that work area references are available.

Records of topics covered at inductions, training, pre-shift meetings, near miss reviews etc.

Interaction monitoring with by-exception reporting from vehicle cameras and collision avoidance technology.

Required emergency checks before operation are documented and communicated to vehicle operators.

Vehicle operator emergency check training by vehicle type covers:

• Cabin integrity
• Cabin housekeeping (restraining/removing loose objects)
• Use of seatbelts, restraints and interlocks 
• Rescue and escape devices e.g. installation of oxygen generating self-rescuers in dozers that operate on stockpiles where there is a risk of falling into a void
• Emergency escape
• Auto shutdown
• Reversing alarms
• Other relevant information about protective systems 

The information is provided in a format that is audience appropriate and available as a reference in the work area.

Training and assessment of vehicle operators confirms that they understand the required emergency related prestart check requirements for the vehicle that they are operating.

Prestart inspection forms capture that emergency checks are completed.

OFI-146 Review Operator Training for Installed Technology

Workshop participants discussed mobile equipment operator training and questioned what is formally documented and how it is communicated.

They were unsure of how information about using installed technology for CAS and OAS is being communicated for new operators and during operator refresher training and authorisation.

Confirm that operator training in the use of technology includes pre-start checks, defect reporting, expected response to alarms, and are part of simulator refresher training.

OFI-117 Consider providing visual reference materials for mobile equipment operators.

Mobile equipment operators are provided training by their employers, the Tarkwa Mine Business Partners. Each two years, based on the renewal cycle for their Ghanaian national drivers license, mobile equipment operators are reassessed and reauthorised to work on site by the Tarkwa Gold Fields training team. This reassessment includes use of simulators and is supported by detailed, visual training and support material covering equipment operations, mobile equipment information including expected responses to alerts and alarms.

Workshop participants were largely unaware of the training and support material and discussed options for making it available beyond the two year reauthorisation cycle. Their initial focus was on responses to alerts and alarms but they also recognised the usefulness of having information by vehicle type available covering sight lines and blind spots, prestart checks, emergency response e.g. fire suppression and emergency egress, and other general operating details.

Consider working with business partners and adapting training materials to develop visual reference material that can be in equipment cabins and workplaces e.g. laminated cards, information cycling on videos etc.

Training system records confirm that vehicle operators are trained and competent in carrying out required prestart checks.

Supervisors and maintainers review the quality of prestart records.

Maintenance reports confirm that faults detected at prestart checks are being corrected.

Site travelling speeds by vehicle type are documented and communicated in a style that is appropriate for the audience.

Training modules for vehicle operators include specific information on travelling speeds by vehicle type for all relevant scenarios.

Training should be assessed to ensure that personnel understand vehicle speed expectations:

• At crests
• On curves and at intersections
• In restricted or congested areas (where vision aids or spotters should be considered)
• When towing
• When loaded (and adjusting for different types of load)
• When conditions change (slippery, rough, spillage, loss of sight lines, etc.)

The training information is provided in a format that is audience appropriate and available as a reference in the work area

GHG Tarkwa Traffic Management Plan, Mining Operations Procedure, TGM 1.10.54 WI as approved for use 01-03-07

6.1.5. Speed Limits

Maximum speed limit signs are located on all roads throughout the mine site. Every driver/ operator is responsible for ensuring that the posted speed limit is complied with. The maximum speed limit on all haulage roads in the mining area is 60km/h unless otherwise sign posted. The maximum speed limit in mine villages is 35km/hr unless sign posted otherwise. Drivers shall drive to condition at all times.

Equipment and vehicles shall be operated and driven safely at a speed which is consistent with the prevailing site conditions (road and weather condition). Site conditions can vary considerably over a relatively short period of time, either because of changing weather conditions, reducing visibility or by road conditions deteriorating; reducing traction or becoming more slippery or because of the volume of traffic which accelerates wear and tear on bends and other areas where braking takes place. Compliance to speed limits on-site and off-site shall be tracked via GPS units installed in Gold Fields Tarkwa Mine vehicles and on-site for Contractors.

Training and assessment of vehicle operator understanding of safe travel speeds by vehicle type for a range of scenarios and conditions.

Mobile equipment operators are aware of travel (and operating) speeds and this information is regularly reinforced.

Vehicle operator training and assessment records.

Confirmation that work area references are available.

Vehicle operation monitoring with by-exception speed reporting.

By exception incident reviews.

OFI-135 Review speed limit communication and enforcement.

Workshop participants discussed incidents cause by speeding at Tarkwa including vehicle roll overs and slides. They also consider situations where vehicles travelling too slowly have caused traffic issues on both access and haul roads.

Slow moving vehicles generate driver frustration and potential for higher risk driving manoeuvres. Speeding above limits increase the likelihood of vehicles losing control.

Review site processes for communicating, monitoring and reinforcing the requirements to travel at zoned speeds and adjust for conditions and circumstances.

Site give way, and right of way requirements are documented and communicated in a style that is appropriate for the audience.

Training modules include specific information on site give way and right of way requirements.

The information is provided in a format that is audience appropriate and available as a reference in the work area.

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Training and assessment records confirm that vehicle operators and personnel who work around mobile equipment understand site give way requirements for vehicle interactions relevant to their role.

At a minimum this includes understanding site give way requirements for:

• Right of way
• Hierarchy of vehicles
• Intersection approach speeds
• Intersection spacing requirements

Vehicle operator training and assessment records.

Confirmation that work area references are available.

Vehicle operation monitoring and reporting using proximity detection technology and geofencing records.

By exception incident reviews.

Information on managing road works is documented and communicated in a style that is appropriate for the audience.

Training modules for vehicle operators include specific information on road maintenance hazards and controls covering:

• Roles and responsibilities for briefing, communications, and instructions
• Non-standard road conditions e.g. temporary narrowing
• How to pass or overtake an operating grader
• Communication requirements between road works crews and vehicle operators
• Hazard notification, awareness, and management e.g. the use of signs
• Scenarios based on incidents that illustrate what can go wrong

The information is provided in a format that is audience appropriate and available as a reference in the work area.

Vehicle operator training and assessment confirms managing road works across the full range of scenarios and conditions, including grader operations, is well understood and applied.

Road work briefings and with update communications take place before and across shifts.

Vehicle operator training and assessment records.

Confirmation that work area references are available.

Workplace observations during road maintenance.

Vehicle operation monitoring and reporting using proximity detection technology.

By exception incident reviews.

OFI-129 CAS Project to include providing CAS data to augment current inspection processes.

Workshop participants report that there are adequate Tarkwa mine procedures, processes, and operator training for managing interactions between road maintenance crews and operations.

While the application of processes to manage interactions can be observed and assessed, this observation performance measure is at best periodic.

Explore if CAS technology can be used to identify the subset of vehicle interactions between road maintenance vehicles and operations mobile equipment (and light vehicles). If it can, consider the value of developing performance measures for interactions with road maintenance equipment.

Information about site standards for segregation windrows (bunds) is documented and communicated in a style that is appropriate for the audience.

Training modules and awareness updates for vehicle operators covers road network safety features including the different size and types of windrows (bunds) in use for:

• Edge protection minimum height and width based on equipment in use at site
• Road way segregation on corners
• Road way segregation at intersections including approach heights for light vehicle visibility
• Temporary bunding e.g. for in field maintenance

The information is provided in a format that is audience appropriate and available as a reference in the work area.

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Training and assessment for vehicle operators confirms that they understand general road network safety features, including

• Site standards for different types of windrows (bunds)
• Where they are used, and
• How to report bund issues and defects

Vehicle operator training and assessment records.

Confirmation that work area references are available.

Workplace hazard reporting by vehicle operators.

By exception incident reviews.

All workers who maintain mobile equipment are trained, competent and authorised for the tasks that they carry out.

Mobile equipment maintainers are trained and competent for the tasks that they undertake, including:

• Preparation for works: Understanding and accessing work orders and checklists; preparing and receiving permits for activities such as hot work live work, or confined space entry; Isolation of energies
• Monitoring, inspecting, checking and measuring for: Temperature of components; V-belts; pre- and post-maintenance; testing (normally) pressurised components; safety related devices (isolation points, brakes, steering, load carrying members, etc.)
• Replacing, repairing, or adjusting: Hoses; restraints and brackets; specific equipment in safety or operational systems; fire suppression systems; fuel systems; brake and steering components; fitting of energy restraint components such as lagging, heat shields, sound insulation, guards, etc.

• Mobile equipment maintainer competency training is delivered to schedule.
• Maintainers complete work orders based on their skills and training and site supervision requirements.

OFI-167 Review process that confirm mobile equipment is ready for use after maintenance.

Workshop participants discussed challenges for recruiting and retaining experienced maintainers. Examples include experienced site drill fitters being offered international roles.

A lack of skilled and experienced maintenance staff has consequences including increases in equipment down time and the likelihood of defective equipment being returned to operations. Performance measures include equipment availability, early breakdowns, fires, and equipment failures that can cause vehicle interaction incidents.

Review and confirm that business partner processes to confirm that mobile equipment is ready for use after maintenance are adequate. Consider a review of recruitment and retention processes for equipment maintainers.

OFI-155 Review processes for managing equipment breakdowns and field repairs.

Workshop participants advise that broken down equipment in the operating environment is often not secured and protected. Also significant in-pit repairs are carried out at Tarkwa by the Business Partners.

Broken down equipment parked on, or being repair beside, hauls roads creates vehicle interaction hazards. There are a range of well established controls that include communication, demarcation, and longer term protection using earth bunds etc.

Review, update and train personnel in understanding how to apply site standards to manage broken down equipment. Confirm that supervisors monitor that controls are in place and make corrections when required.

• Training, competency, and skills status reports.
• Equipment reliability metrics, defect analysis and by exception incident reports.

OFI-143 Review technician numbers on shift

Workshop participants discussed frequent occasions when there are not enough technicians available on shift to perform repairs.

Delayed repairs can lead to compromised equipment being put back into service.

Review the manning levels for technicians on shift to confirm sufficient numbers are available.

Site standards for PPE, high visibility clothing, lights, communication equipment, alerting devices, and other items required in operational areas are documented and communicated in a style that is appropriate for the audience.

Requirements for personnel visiting or working in operating areas are documented in a style that is appropriate for the audience. They provide details and illustrations covering minimum standards for PPE, high visibility clothing, lights, communication equipment, alerting devices, and other items required in operational areas.

Personal Protective Equipment Guidelines No Ref V-00 19/01/2022 Pg 5 High Visibility Clothing required in operating areas

Information on the minimum PPE and equipment standards before entering operational areas is provided at inductions and during training. Information detailing standards is communicated to all employees, contractors, and visitors.

Consultant Comment – There is a difference in requirements between the Guidelines and the Induction Training (no high-viz stripe on trousers).

By exception reporting, and investigation of circumstances where minimum PPE and equipment standards are breached.

If new technology is introduced, it improves fatigue management by operationally integrating and enhancing existing processes.

Apply relevant site and company relevant for complex socio-technology projects.

OFI-102 Review and formalise escalating responses for operator alertness detected by OAS.

Tarkwa Mine has installed Operator Alert System (OAS) technology and has an onsite monitoring control room. The technology and supporting processes are mature and fully operationally integrated at site.

Workshop participants confirmed that OAS technology is a significant vehicle interaction control in continuous mining operation. However, their discussion and review of procedures that escalating responses based on lapses in operator alertness are not in the procedure and are not included in OAS operator training materials. There is a response protocol is detailed in poster format for OAS monitoring staff and is applied routinely.

The Tarkwa OAS and supporting practices set a Gold Fields benchmark. Consider reviewing and updating all supporting procedures and training modules so that they capture site practice for responding to differing levels of alertness detected in-field personnel.

Site and company reviews for technology that can support and enhance existing fatigue management approaches follows this sequence:

• Carry out a baseline assessment of existing fatigue control effectiveness
• Consider the benefits of technology to enhance or replace existing fatigue management controls
• Establish functional and performance requirements and request that vendors confirm:
• What the technology does
• What the technology does not do
• Work with knowledgeable and experienced personnel to anticipate potential changes in operator behaviour after technology is introduced
• Confirm the processes that will prevent or mitigate these changes
• Include these processes in the technology implementation plan
• Prepare the business case for the technology investment;
• Prepare an operational implementation plan that engages the workforce
• Consider how the new technology can provide data and information that can be applied to improve site operations

Project management reviews.

Performance monitoring after technology implementation.

Performance expectations for safe and productive outcomes are documented and communicated to all personnel.

Performance requirements are detailed by role and are used for training and competency assessments.

Supervisors continually review, reinforce performance expectations.

Performance management processes provide feedback that supports safe and productive behaviours and corrects unsafe and non-productive behaviours.

Employee training and assessment confirms understanding of site performance expectations for:

• Obeying site rules
• Following site procedures
• Responding to instructions
• Meeting site standards
• Reporting and responding to safety issues

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Training system and employee records confirm that all personnel understand the site performance expectations that are relevant to their role.

There are documented recruitment and selection processes that meet site, company, and legislative requirements in place.

The recruitment phase includes general processes with details that relevant to the vacant role.

1. A job description that describes duties, conditions, and responsibilities of the vacant position
2. A step that identifies where potential candidates can be sourced and considers: How and where the vacancy will be advertised to potential candidates; Options for internal recruitment; Options for contacting passive candidates; When the vacancy closes
3. How applicants are kept informed of progress

The selection phase documents general processes with details that are relevant to the vacant role covering:

4. How candidates are screened (confirming experience, skills and qualifications) and shortlisted
5. The interview process for shortlisted candidates
6. Candidate evaluation
7. Reference and background checking
8. Tests and assessments e.g. medical screening
9. Selecting the successful candidate
10. Contractual agreement between the company and successful candidate
11. Informing supervisors and company support functions such as payroll about the new employee and their start date
12. Informing the unsuccessful candidates

Interview discussions The processes described align with the good practice model and this is applied more for trades personnel (where turnover is higher).

Job descriptions.
Recruitment and selection metrics including time to fill jobs, length of employment, probation etc.
Human Resources recruitment and selection records.

1. Medical providers and site based rehabilitation officers support the recovery of injured workers
2. Alternate duties are identified as required to support an injured worker transition back into their original role
3. Permanently impaired workers transition to alternate site based roles or leave the site to obtain off-site employment and care

1. When an incident occurs where a worker is injured the site rehabilitation officer engages with medical services to support a return-to-work process and document the requirements as a return-to-work plan
2. Injured workers follow their return-to-work plan whilst they are continuing to recover
3. Fully healed workers return to full time duties
4. Workers who can not return to their original roles are guided to alternate site, or off site, roles and treatment programs

OFI-166 Review RTW and rehabilitation processes

Consultant Comment: Poor control of return to work processes can lead to impaired operators working on equipment.

Workshop participants noted that medical support and rehabilitation processes present an opportunity for improvement on site. In particular the use of these processes when workers are returning from an injury (e.g. due to falls from equipment or impact from violent movements in cabins) can prevent recurrence of the injury.

Review return to work and worker rehabilitation processes.

1. Medical and rehabilitation reports are prepared by the return-to-work coordinator for review by senior leaders
2. As required the Human Resources Manager or other leaders intervene to support a worker transitioning to alternate roles, employment, or care
3. Records of injury outcomes are provided to relevant stakeholders for tracking and reporting

Site load movements are well planned, and hazards are identified and managed.

There are site processes in place for planning and managing materials and equipment load movements covering:

Load movements

• Identifying and managing complex or heavy load requirements (including downward forces (excavators and loaders))
• Equipment selection for loading and unloading – confirming the load is within the rated capacity
• Transport equipment selection – confirming the load is within the rated capacity and appropriate for the planned transport route
• Load restraints
• Transport routes consider interactions with other workgroups including travel speeds
• Unloading locations and tip points are level, stable, and suited to the vehicle and load being unloaded or tipped
• Notifications and warning e.g. to operations
• Barriers between the load and personnel in the transport vehicle
• As required off-site transport permits

Hazardous materials transport

• Flammable liquids or explosives are transported in rated and approved vehicles
• Site notification, communication, and warnings are deployed

SAFE LOADING, TRANSPORTATION AND UNLOADING OF VEHICLES, Ver 6 2/1/23, Ref TGM 2.10.013 WI – Points cover safe loading, load distribution, load size and shape, and vehicle operation

OFI-100 Review site processes for managing non-standard loads.

Workshop participants discussed site processes and practices for the safe movement of non-standard loads. They identified gaps in how operators are informed and the application of required controls for managing non-standard loads.

Review site documentation for movement of loads and associated training modules and confirm that control advice is adequate e.g. maintaining load stability for wet bulk loads, load placement, route planning, use of escorts, the role of spotters when reversing etc.

Personnel apply site processes to plan and execute safe and productive load movements.

Personnel involved in the movement of loads understand their accountabilities and are authorised to apply site processes for:

• Identifying load weights
• Equipment required for loading and unloading
• Equipment required for transporting
• Determining transport route constraints
• Documentation, notification, communication, and warning
• Identifying and managing other hazards

OFI-174 Review linking VIMS overload capability to dispatch

Failing to gather, transfer and act on information about loads being carried by haul trucks can result in equipment damage, vehicle over-speeds, and unwanted vehicle interactions e.g. through spillage, mobile equipment breakdown etc.

Workshop participants identified that the Tarkwa Mine vehicle information management system (VIMS) has the capability to inform maintainers of overload conditions but this system is not yet linked to the dispatch system.

Consider linking VIMS to dispatch so that overloading situations and trends can be monitored and notified to effectively manage overloading.

OFI-156 Review site towing practices.

Workshop participants advised that there have been incidents when towing broken down equipment from the pit.

Inadequate towing practices can result in equipment under tow run aways and uncontrolled interactions on the road network.

Review site towing practices, confirm that both business partners have approaches that meet site standards.

Load movement plans are documented and logged.

By exception equipment damage and incident investigation findings.

Hazardous material movement audits.

Transport equipment maintenance records e.g. barriers remain in place

Tyre hazards and their controls are documented and communicated to all personnel, based on their role.

Awareness and training information provides information on tyre hazards and their controls covering:

Mobile Equipment Operations

• Reinforcing equipment operations that extend tyre life
• Tyre maintenance area access
• Tyre and wheel assembly pre use inspections and defect reporting 
• Emergencies, including: Managing electrical storms; High voltage – emergency response; Equipment fires; Quarantine park up areas; Tyre pad access; Tyre pre use inspections and defect reporting 

Awareness and training material is illustrated with information about actual incidents and is based on organisational role.

Tyre hazard and control material is prepared for a range of organisational roles.

There is training and assessment for mobile equipment operators on tyre management including emergency response.

General tyre hazardous awareness information is part of site and operating area inductions.

Awareness material on tyre hazards and their controls is documented and used for pre-shift and safety meetings etc.

Vehicle operator training and assessment confirms that tyre hazard management and controls are well understood and applied for general operations and in emergencies.

Induction and awareness records confirm that all personnel are aware of tyre hazards and their controls appropriate to their role.

The operational deployment of new or upgraded communications equipment and technology is well managed.

There is a site standard for selection, testing, and operational deployment of new or upgraded communications equipment and technology.

It is supported by site processes and protocols for technology selection that require:

• A use case that summarises the costs and benefits
• Site duty requirements for the technology
• Functional requirement details
• Technical requirements e.g. communications infrastructure WIFI networks, dedicated telecommunication networks, cabling, on and off site computing capacity, etc.
• Performance requirement details
• Selection, pilot, and operational deployment

New or upgraded communications and technology is tested and commissioned before being operationally deployed.

Selected technology testing, pilots, reviews, and operational deployment approaches include:

• Pilot assessment of technology against site duty requirements
• Cold commissioning e.g. collision detection initially done in silent mode to minimise operational disruptions and integrate other business systems
• Confirming ongoing logistics, and maintenance support requirements.

An approved project management plan for the operational deployment of new or upgraded communications equipment and technology.

All vehicles in operating areas meet site specifications for lights, signage, and markings.

The Introduction to Site process confirms that mobile equipment specifications for:

• Reversing and head lights
• Running lights
• Indicators
• Identification numbers
• Supporting documentation
• Maintenance and servicing requirements details

Apply when:

• Purchasing new or used equipment
• Transferring equipment to site
• Hiring equipment
• Assessing contractor equipment

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Mobile equipment is assessed and approved for use following the Introduction to Site processes.

All vehicles in operating areas meet site requirements for:

• Reversing and head lights
• Running lights
• Indicators
• Identification numbers
• Supporting documentation of conformance for plant safety dossiers
• Maintenance and servicing requirements

Mobile equipment approval for site use records for mobile equipment.

Maintenance records e.g. replacement of non-standard components post mobile equipment deployment.

By exception reporting of non-conformance of operating mobile equipment.

Regular mobile equipment operational and maintenance audit findings.

When sensors that monitor equipment components and systems have been fitted, the data is utilised to improve and sustain performance.

When sensors and monitoring systems for equipment components and systems have been fitted, the data is utilised to improve and sustain performance.

Site infrastructure requirements for data transfer are specified.

Onboard and off-board data capture, transfer, and storage are specified e.g. tyre pressure and temperature, acceleration, braking, engine revs, speed, strut pressure, alarm status etc.

Specifications for how equipment data is aggregated, sorted, monitored for drift, reported, and analysed are in place.

On-board systems monitor equipment usage, data is transferred via site infrastructure.

The data is aggregated and sorted so that it can be used for performance monitoring, reporting, and analysis.

OFI-114 Improve implementation of consistent fleet ID across site systems.

The Tarkwa VICE review confirmed that fleet identification for vehicle types is not always available and may be inconsistent.

Without adequate knowledge of vehicle types then unwanted proximity alarms may be generated.

Further define the issues and work with the technology provider to resolve how fleet IDs are loaded and tracked inside and across multiple systems. Establish agreed points of truth and checks.

OFI-115 Improve quality of data networks on site.

Workshop participants noted that there are frequent disconnects due to poor signal and network challenges around the Tarkwa operations.

With loss of signal the ability for dispatch to contact and advise operators of responses to alarm states is impaired.

Improve quality and reliability of site data networks to support timely and reliable alarm responses.

Accurate, timely, and tailored reports on equipment usage and performance are provided to operators, supervisors, mine planners, maintenance personnel, training, and management.

Reports are reviewed and performance drifts are identified and corrected.

The protective systems and safety related components of on-site approved mobile equipment remain functional.

Maintenance strategies related to cabins, passenger restraints, access and egress, auto shutdown and other relevant protective systems are in place for all vehicles on site and include:

• Regular visual checks and inspections
• Measurements (with tolerances)
• Proof testing

Replacement of components based on OEM schedule, recommendations, and site duty requirements.

Work orders for equipment on site are completed in a timely manner covering:

• Cabin integrity,
• Restraints (including load carrying restraints),
• Access and emergency egress
• Auto shutdown and other relevant protective systems

Maintenance planners close out work orders when confirmed as completed and prepare regular status reports on work order status for equipment on site.

OFI-144 Review effectiveness of maintenance backlog management processes.

Workshop participants indicated that there are problems with the maintenance backlog system and incomplete mobile equipment tasks are not being rescheduled as required.

The backlog system used by maintenance planners is currently not working effectively.

Confirm if the issue is relevant for both Business partners and the review maintenance systems to confirm backlog issues are being managed and tracked through to resolution.

OFI-123 Consider in-field maintenance inspections prior to planned services.

The workshop participants discussed how mobile equipment maintenance inspections are carried in the pit before scheduled maintenance by Tarkwa Mine Business Partners. They confirmed that the practice is not routine.

This sometimes results in defects not being repaired because all the maintenance requirements for a vehicle arriving for a service have not been identified.

Consider the cost benefits of implementing a process for in-field maintenance inspections to assist with maintenance planning.

Equipment availability metrics.

Reports on maintenance work order close out are prepared by maintenance planners for review by senior personnel

Metrics on the status of safety related work orders.

Reviews and investigations after significant maintenance failures.

Mobile equipment alarms, cameras and advice screens are functional during operations.

Each category of mobile equipment has an approved standard for alarms, cameras, advice screens, and other warning devices.

There are comprehensive site processes in place to apply and maintain this mobile equipment standard including:

• Selection
• Site use approval
• Inspection and calibration
• Proof testing
• Cleaning and washing
• Defect reporting
• Equipment stand down requirements
• Repairs and replacement
• Planned maintenance including proof testing, component replacement based on OEM schedule, recommendations, and site duty requirements.

Inspection, calibration, proof testing, defect reporting, repair, maintenance and other processes relevant to mobile equipment alarms, cameras, and in cabin monitors, and other warning devices are consistently applied.

Prestart checks and infield calibration includes checking and reporting on the status of operator relevant alarms, cameras, advice screens, and other warning devices.

OFI-144 Review effectiveness of maintenance backlog management processes.

Workshop participants indicated that there are problems with the maintenance backlog system and incomplete mobile equipment tasks are not being rescheduled as required.

The backlog system used by maintenance planners is currently not working effectively.

Confirm if the issue is relevant for both Business partners and the review maintenance systems to confirm backlog issues are being managed and tracked through to resolution.

OFI-123 Consider in-field maintenance inspections prior to planned services.

The workshop participants discussed how mobile equipment maintenance inspections are carried in the pit before scheduled maintenance by Tarkwa Mine Business Partners. They confirmed that the practice is not routine.

This sometimes results in defects not being repaired because all the maintenance requirements for a vehicle arriving for a service have not been identified.

Consider the cost benefits of implementing a process for in-field maintenance inspections to assist with maintenance planning.

1. The current and approved standard for each category of mobile equipment details requirements for alarms, cameras, advice screens, and other warning devices.
2. Monitoring that prestart checks are being undertaken to required standard.
3. Equipment availability metrics include defect stand down information.
4. Reports on maintenance work order close out are prepared by maintenance planner

OFI-118 Review frequency of mobile equipment alarm system checks

Workshop participants discussed the frequency and adequacy of maintenance checks and testing of vehicle alarm and alert systems. They raised questions about consistency, quality, and scheduling of checks.

Concerns were raised on alarm systems that do not fail-to-safe. They also recognised that defective or non-functioning alert and alarm systems during vehicle operations can result in significant incidents and equipment damage.

Review site processes for checking and tests of mobile equipment alarms. Consider both OEM installed third-party technology alarms.

Key mobile equipment systems and components such as brakes, electric drive propulsion elements, steering, and wheel assemblies do not fail without detection or warning.

Each category of mobile equipment has an approved standard for key systems and components.

There are comprehensive site processes in place to apply and maintain this mobile equipment standard including:

• Selection
• Site use approval
• Inspection and calibration
• Prestart checks
• Reporting operator performance
• Defect reporting
• Equipment stand down requirements
• Repairs and replacement
• Planned maintenance and component replacement based on OEM schedule, recommendations, and site duty requirements.

Defect reports, alarms, and non-conforming actions of operators and maintainers are analysed to consider additional inspections and maintenance, further operator training, and performance monitoring.

GHG Tarkwa Traffic Management Plan, Mining Operations Procedure, TGM 1.10.54 WI as approved for use 01-03-07 provides details of site requirements for brakes in Section 6.2.1.2. Brakes. This includes a requirement for light vehicles accessing the mining operational area to undergo mandatory brake testing.

Inspection, calibration, defect reporting, repair, maintenance, and other processes relevant to mobile equipment key systems are consistently applied.

Mobile equipment prestart checks and in field testing check and report on the status of key systems.

A defect reporting system is in place with clear guidance on the actions to be taken if mobile equipment key systems are compromised.

OFI-144 Review effectiveness of maintenance backlog management processes.

Workshop participants indicated that there are problems with the maintenance backlog system and incomplete mobile equipment tasks are not being rescheduled as required.

The backlog system used by maintenance planners is currently not working effectively.

Confirm if the issue is relevant for both Business partners and the review maintenance systems to confirm backlog issues are being managed and tracked through to resolution.

OFI-123 Consider in-field maintenance inspections prior to planned services.

The workshop participants discussed how mobile equipment maintenance inspections are carried in the pit before scheduled maintenance by Tarkwa Mine Business Partners. They confirmed that the practice is not routine.

This sometimes results in defects not being repaired because all the maintenance requirements for a vehicle arriving for a service have not been identified.

Consider the cost benefits of implementing a process for in-field maintenance inspections to assist with maintenance planning.

1. The current and approved standard for each category of mobile equipment details key system and component operational requirements.
2. Monitoring that prestart checks are being undertaken to the required standard and frequency.
3. Equipment availability metrics include defect stand down information.
4. Reports on maintenance work orders close out for key systems.
5. Incident analysis of component or key system failures that occurred without warning or detection.

Prestart checks confirm that mobile equipment operators and people who work around mobile equipment can communicate.

Mobile equipment operators and personnel who work around mobile conduct prestart checks that confirm:

• Radios are working
• Radios are set on the correct channel
• Other communication devices are working and set up correctly (where relevant)

There is a well-defined site defect management process to manage faults in communications equipment before and during operations. It includes what to do when there is a fault.

Radio and other communication device users are trained in:

• Site call up and response standards
• Managing faults and defects
• Emergency calls
• Equipment prestart checks

OFI-151 Review site processes and confirm that they are adequate to support required radio communications.

Workshop participants discussed site processes and schedules for the routine checking of radios in mobile equipment. This includes prestart checks, defect reporting, and scheduled maintenance of radios and site infrastructure. It also incudes confirming minimum requirements for radios in heavy mobile equipment, service vehicles, light vehicles and for pedestrians.

Surface mining operations typically deliver safe and productive outcomes using radios to support disciplined positive communications to manage interactions in working areas. Workshop participants report that radio faults do occur and that pre start and routine schedules for checking radios and communication infrastructure are inconsistent.

Review site processes and confirm that they are adequate to support required radio communications. Involve Business Partners in the review.

OFI-110 Review Tarkwa Communications Infrastructure and Radio Use.

Workshop participants report that there are ongoing site issues with communication equipment, including competition for radio use, incorrect use of radios, and network blind spots in the mine.

Effective radio and data communications are essential for safe and productive mine operations and cover positive communications and dispatch.

Review radio use discipline, radio availability e.g. radios in light vehicles accessing the pit, network coverage etc. Establish site minimum standards.

Training record reviews.

Prestart records confirm that checks are completed.

Supervisors monitor and coach on the quality of operator prestart checks.

Maintenance planners review prestart forms and raise work orders as required.

As required investigations of communication faults.

OFI-147 Review Review Light Vehicle Prestart Process

Light vehicle prestart checks are required and carried out at Tarkwa mine.

Workshop participants report that LV prestart checks are generic and do not include installed technology and communications equipment. Also some forms are not submitted on time.

Review Light Vehicle prestart check process, confirm that reporting and defect management processes are satisfactory. Confirm requirements for prestart checks for CAS and OAS technology and communications equipment.

Site infrastructure and fixed plant remains structurally sound.

There is a site standard for the construction, inspection, and maintenance of infrastructure and fixed plant.

It is supported by comprehensive site processes for:

• Construction approval
• Construction and commissioning
• Inspections of infrastructure and fixed plant
• Repairs and maintenance
• Isolation from mobile equipment
• Weather damage failures
• Demolition

Site infrastructure and fixed plant remains structurally sound during normal operations and failures are managed if they occur.

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Construction, inspection, and maintenance and other processes relevant to site infrastructure and fixed plant are consistently applied.

A defect reporting system is in place with clear guidance on the actions to be taken if site infrastructure or fixed plant are compromised.

Infrastructure and fixed plant inspection, maintenance, and repair reports.

As required, investigations of infrastructure and fixed plant failures.

Site tailored road design standards support the delivery of safe and productive outcomes and are applied to construct and maintain haul roads, ramps, benches, loading and dumping areas, parking areas, access to service areas and other relevant infrastructure.

The site road design specifications consider prevailing weather conditions, equipment in use, operator experience, available construction materials, tyre and equipment life, equipment maintenance, fuel usage, and productivity.

Site road design guidelines provide tailored specifications for:

• Physical constraints: Width of pavements, sizes of roadways, linear and cross grades, and ramp size (guidance based on type of equipment in use and tasks undertaken); Curvature (both horizontal and vertical); pavement shape
• Site specific requirements: Emergency stopping and run-off areas if required for long downhill sections of roadway; Surface / pavement material; Construction or mining of segregated roadways that separate heavy mobile equipment and light vehicles; Parking areas covering location, size, and delineation; Storage areas covering separation, segregation and access requirements; Workshops, fuel bays and battery charging locations (considering any introduced flammable liquids or gases, distances, and traffic flow requirements); Stockpiles; Access to bins or tip points (crushers, passes, etc.); Safety berms or windrows; Dump geometry (including tip heads); Roadways around infrastructure e.g. overhead HV lines; Line of sight for equipment operators (including orientation of UG portals, break-aways and intersections, workshops, management of doors and ventilation screens, and longer haul roads)
• General road network features: Guideposts, delineators, roadway signage (beside or above roadway); Signs and barriers; Lighting (area and traffic control); The installation of one way block lights for intersections, long driveages and drifts; Location and requirements for installation of required infrastructure (pipes, cables, lighting, etc.)

Accountabilities are assigned for the complete road network life-cycle: Preparing designs; Processes to achieve as-built sign-off; Roadway inspections; Scheduled roadway maintenance; Interim repair works; Decommissioning or moving to alternate uses.

GHG Tarkwa Traffic Management Plan, Mining Operations Procedure, TGM 1.10.54 WI as approved for use 01-03-07

Section 6 Traffic Standard gives guidance on design, construction, layout, and key parameters such as pavement width, gradient and cross slope, edge protection, intersections (including round-abouts (circles)), and maintenance requirements.

6.1.2.7. Road Intersection Intersections shall be at 90 degrees and crossroad intersections shall be avoided, wherever possible.

6.1.2.8. Acceptable (preferred) intersection since the side road is at 90 degrees to the main road Round About This type of intersection shall be avoided wherever possible Roundabouts should regulate the intersection of no more than two roads wherever possible. All roads are given the same level of priority and traffic is to give way to the LEFT. This will be shown with roundabout YEILD signs placed on all approaches to the intersection. Roads should intersect at 90°. Major roads joining a roundabout will be divided down their centre line by a traffic island at least 5m long.

OFI-141 Review, update, and apply the Tarkwa Traffic Management Plan

GHG Tarkwa Traffic Management Plan, Mining Operations Procedure, TGM 1.10.54 WI was first approved for use on the 01-03-07. It is still current but has not been reviewed and updated since initial publication. It is a comprehensive document that confirms a range of site design and operating requirements that reflect good mine design and operating practice at Tarkwa.

However, during the Tarkwa 2024 Vehicle Interaction Control Effectiveness (VICE) review, workshop participants identified misalignments between this key reference document and operational practice and conditions. These include:

• Road and ramp conditions – construction and maintenance
• Non-conforming intersections and circles (roundabout) design and construction 
• Limited availability and use of radios for general pit communications
• Unclear Positive communications e.g. passing, and approaching mobile equipment
• Obscured or missing Traffic Signage
• Lack of infrastructure and signage to support management of pedestrians
• Parking practices not aligned with documented requirements for physical segregation from heavy vehicles

These issues were confirmed by supporting consultants during mine tours and interviews.

Consider a review of the Tarkwa Traffic Management plan in conjunction with the development of Gold Fields Minimum Standards for Vehicle interaction controls. At a minimum the review should revisit and update minimum requirements for:

• Intersection design – bench mark against industry developments since 2007 including defaults to T intersections where possible
• Simplifying intersection design and construction to fully leverage upgrades and to support successful further deployment of CAS technology
• Road and ramp maintenance
• Positive communications protocols and practices

Road networks (and excavations) are constructed following design guidelines and ‘as built’ is checked off against design before handover.

Maintenance crews reference design guidelines during routine maintenance, repair e.g. after flooding and upgrades, to confirm that minimum standards are in place.

Routine mine road housekeeping rapidly removes spillage, maintains good water drainage, repairs potholes, rutting and depressions.

GHG Tarkwa Traffic Management Plan, Mining Operations Procedure, TGM 1.10.54 WI as approved for use 01-03-07

6.1.3. Road Maintenance and Repair

Roads must be regularly maintained so that they do not develop bumps, ruts or potholes, which may make control of vehicles difficult or cause health problems due to whole-body vibration.

OFI-163 Review Road Construction and Maintenance Standards

Workshop participants report that haul road construction and maintenance is sometimes inadequate.

Issues include steep ramps sometimes greater than 10%, rough ramps, substandard maintenance on haul roads. This situation increases equipment and tyre damage, slows production, and physically stresses operators.

Confirm Tarkwa Mine road design standards and update processes to construct and maintain infrastructure to site standards.

OFI-162 Review mine planning input to speed limits.

Workshop participants discussed how and when mobile equipment speed limits are set during the mine planning and design processes.

Incorrect speed limits can lead to vehicle over speed events e.g. when cresting and tyre overheating.

Review and confirm the processes for setting site speed limits is considered during mine design and planning.

OFI-157 Review road maintenance practices for vegetation control.

Workshop participants confirmed that there are frequently tree branches close to roads or extending onto pavements.

Branches and then other obstructions on roadways can lead to incidents occurring.

Review and update road maintenance practices to include addressing encroaching vegetation and dead fall.

In date and approved site road design guidelines and supporting resources.

Sign-off records of as built and as maintained against design standards.

Work area inspections non-conformance reports and analysis.

CAS technology heatmaps and reports.

Monitoring of equipment operators reporting and resolution of debris and deterioration.

Dust is well controlled without overwatering the road surface.

Site performance requirements are in place for water cart operators so that dust is controlled without creating a slippery road.

Performance requirements may include:

• Spray application e.g. strip spraying
• Spray bar patterns and timing
• Water application based on speed
• Using an automated spray system

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Mobile equipment operators provide feedback on dust control and overwatering.

Supervisors monitor dust control watering operations.

Trainers reinforce importance of watering and communication for water cart operators.

Water cart operator performance assessment against site requirements for dust management without overwatering.

By exception incident reporting.

Digital reports from automated water carts.

Safe working distances are always maintained between power lines and mobile equipment e.g. cranes, trucks, forklifts, etc.

Procedures in place specifying minimum approach distances and required controls when working near and travelling under powerlines.

Warning devices required on power lines – Tiger Tails, Signage and Power Line Corridor entry permits.

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Supervisors and mine planners are aware of minimum approach distances to power lines from mobile plant implement expected controls e.g. use of permits in some circumstances.

Supervisor, superintendents, and managers monitor the activities of vehicle operators working around powerlines and confirm meet site performance requirements.

Task level workflow logs

Permits

Supervisor inspections

Lift plan records

There is a site process that details expected responses from operators when there are changes in road surfaces.

Site specific information is available for vehicle operators to assist with identifying and managing changes in road surfaces based on vehicle type covering:

• Weather variables such as rain, snow, ice etc.
• Changes in road sheeting
• Over watering for dust control
• During road maintenance or construction
• Slips and debris (including responding to strata failure monitoring systems and observed conditions (surface and underground))
• Movement of work areas such as tip heads (movement of edge) and stockpiles (slip/slump of material being dug)
• Loading and unloading areas

Initiating road maintenance activities (pavement and signage).

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Training, assessment, and sign-off that vehicle operators can identify and notify changing road conditions including in excavations and dump areas.

Vehicle operators notify supervisors about changes to, and hazards, present within the road network.

Supervisors or Superintendents respond to the identified hazard or change.

Hazard reports.

Road maintenance records.

Supervisor inspections and logs.

There are formal processes in place for managing changes in conditions that can compromise safe production.

Procedures in place for managing changes to normal mobile equipment operations covering:

• Electrical storms
• High winds and raised dust
• Reduced visibility (e.g. fog, mist, loss of area lighting)
• Road pavement conditions (wet, damaged, etc.)
• Compromised access controls, etc.

Also conditions which compromise normal road traffic operations such as:

• Limited access to working areas
• Short term work plans increase vehicle movements and interaction intensity
• External traffic movements e.g. escorting loads

Consider developing Trigger Action Response Plans for site relevant changes in conditions. Use gradated levels with required responses such as:

• Green Level. Threat is not present or can be well managed using routine processes and equipment.
• Yellow Level (optional). Threat is present but not yet hazardous. This level is communicating situation detail, increasing awareness, and monitoring and communication changes.
• Amber Level. Threat level has increased and can be managed through changes to processes and heightened vigilance of workers and supervisors.
• Red Level. Threat is continuing to increase and workers (apart from any deployed to reduce the threat) are withdrawn to safe locations.

Supervisors and workers are trained in developed TARPs and their competence is confirmed.

Conditions beyond those expected trigger an appropriate response from sites escalating awareness and ceasing operations as appropriate.

Significant (Amber and above) triggers are communicated to more senior personnel on site.

Training and awareness records.

TARP levels and site responses are approved and in-date.

Records of communications and notifications of Amber and Red levels, including with external parties as required.

OFI-137 Review understanding for applying processes when there are significant changes in operating conditions or circumstances.

Workshop participants confirmed that there are site processes in place for dealing with changes in operating conditions and circumstances e.g. third parties on mine site.

However, they questioned knowledge and awareness levels on the application of these processes, including triggers for their implementation and key actions that follow.

Review understanding and capability of operators and other in-field personnel e.g. drillers and field maintenance to notify and act on changes in operating conditions and circumstances.

There are formal processes in place for managing heavy rain, electrical storms, and other extreme weather events.

Procedures in place for storm situations and other weather impacts on roads and mobile equipment operations.

Develop and implement a process to minimise potential for fire from lightning strikes and other weather impacts 

• Monitor lightning activity using meteorological forecasts and other early warning detection systems
• Lightning protection or diversion systems should be installed in accordance with appropriate standards (e.g. National Fire Protection Agency 780 2011 Standard for Installation of Lightning Protection Systems; AS/NZS 1768 2007 Lightning Protection)
• Provide timely communications to allow sufficient time for all exposed site personnel to seek appropriate safe shelter
• Place equipment in protected area away from fuel sources (i. stop damage; ii. Stop spread to fleet)
• Instigate awareness training for workers that highlights the risks of lightning strikes and other exposure to weather related impacts (slippery roads, etc.) 
• Develop a trigger action response plan (TARP) for lightning and electrical storms that outlines responses to a storm at certain distances away from the mine (e.g. a staged response depending on distance)
• Procedure for the use and protection of explosives in known lightning conditions

OFI-106 Consider Developing a site TARP to consistently manage Electrical Storms.

Workshop participants confirmed managing Electrical Storms (lightning) at Tarkwa Mine is decided on a case by case basis. They also discussed how weather tracking radar might be used to monitor the distance to storm fronts.

This approach does not deliver a consistent response to managing the hazards from electrical storms such as lightning strikes on heavy mobile equipment causing tyre bursts, premature detonation of explosives, or strikes to pedestrians in the open.

Confirm the ability to track the distance of electrical storms from Tarkwa. Benchmark and adapt approaches that have been developed and deployed at other Gold Fields surface operations e.g. Trigger Action Response Plans (TARPs) that detail actions to be taken when there is an electrical storm based on distance from site.

Training and assessment in the process and threshold for initiating the ceasing operations process for mobile equipment operators, supervisors, and managers during storms and other weather conditions impacting road network safety

Summary information on the process steps and thresholds is available on Trigger Action Response Plans (TARP) or equivalent.

The summary information includes site relevant weather condition thresholds and expected actions when it is no longer safe to continue normal operations using mobile equipment.

Supervisors monitor activities of Vehicle Operators during storms – confirming their activities meet site requirements.

Training records are regularly checked to confirm currency of workers understanding around storm and lightning response requirements.

Loading mobile equipment from fixed infrastructure is safe and productive.

The loading system must prevent the cabin of the vehicle from entering the area under the bin, unless a Falling Object Protection System (FOPS) that exceeds the maximum weight impact, is installed over the vehicle cabin to protect the operator.

Operational and safety requirements are specified in procedures and other documents and media e.g. instructional videos. They provide information to the operator about:

• Vehicle access
• Vehicle loading
• Vehicle exit
• Leaving the vehicle during loading
• Emergency response

They include relevant change management thresholds such as:

• Changes in vehicle type
• New operators

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Engineering sign-off that the loading system and the vehicle in use meet are fit for use.

Vehicle operators are trained and assessed in loading requirements, including emergency response.

Supervisor oversight.

Equipment selection records.

Training records.

Supervisor inspection records of loading operations.

1. Nomination of an accountable role holder to coordinate all communication with government agencies and third-parties
2. Development of a schedule for communicating that aligns with all requirements of leases, licenses and commitments
3. Implementing a process for communicating any incidents or complaints to relevant parties providing information on the event and site plans for managing these
4. Summary reports being prepared on all communication and consultation activities
5. Engagement with lobbying groups to be alerted to and provide guidance on government policies which could impact site operations

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1. Accountable and responsible role holders are informed of obligations for consultation and communication as part of their role descriptions
2. Scheduled communication activities are tracked and executed on
3. Any events on site which could trigger interest (either mandated or generally) from third-parties are pro-actively communicated to relevant stake-holders
4. Advocacy activities occur in line with emerging interests by site and external stakeholders

1. Senior management on site regularly confirm understanding of consultation requirements with nominated role holders
2. Reports on communication activities are reviewed by senior management on site
3. Information provided to third-parties is included in site information management systems, with tracking to generate follow-up or review as appropriate
4. Senior leadership updated on advocacy activities

Proximity Detection Systems meet site functional, performance, and technical requirements and deliver capable solution outcomes.

Proximity Detection Systems are selected to deliver site relevant Capable Solution Use Case

• A capable solution delivers better vehicle interaction control performance by improving the quality of decision-making from task execution through to mine operations and design.
• A capable solution considers relevant aspects of the operating environment, production requirements and equipment design.
• Where technology is a part of a capable solution, it is operationally integrated.

The Capable Solution Use Case has these elements:

Technology Functional Requirements – these define what new technology Vehicle Interaction Controls can and do not do.

• Identify relevant company vehicle interaction requirements for new technology controls (EMESRT Level 8 and 9) based on operation type: e.g. underground coal mining, underground hard rock mining, open cut mining, refinery etc.
• Upgrade potential, data management and fit with future mine digitisation plans and other relevant information for each option.
• Compare site and company requirements, identify any difference e.g. additional site-specific requirements and/or restrictions e.g. requirement for machine swing interlocks, orebody precludes use of magnetic field PDS etc.

Technology Performance Requirements – site performance requirements are determined by site personnel considering the site personnel considering the consequences of operating without the new technology control in place.

• Review site equipment defect reporting and classification processes.
• Working with operational personnel, set version 1 of expected performance parameters.
• Summarise site expected performance capability, installation and maintenance costs, upgrade potential, data management and fit with future mine digitisation plans and other relevant information in that can be deployed in a Request for Proposal (RFP) and to assess responses.

Site Technical and Infrastructure Requirements – where relevant, these cover technical requirements to support the deployment, installation, and operational integration of new controls e.g. extensions of site WiFi networks, installation of private 5G networks.

Include questions on technical and infrastructure requirements in Request for Proposal (RFP).

Prepare a site functional, performance and technical specification for use when issuing a Request for Proposal (RFP), assessing, and selecting VI Collision Control technology options offered by Original Equipment Manufacturers (OEMs) and Third-party technology suppliers.

Applying User Requirements to assess and select technology to:

• Prepare a comprehensive Request for Proposal (RFP) for potential collision control technology provider Capable Solution User Requirements
• Issue the RFP to potential technology providers asking for details of how their product performance against site functional and performance requirements.
• In the RFP, confirm site technical and infrastructure requirements if that technology option is selected.
• Review each RFP response and summarise capability, installation and maintenance costs, logistical support, upgrade potential, data management and fit with future mine digitisation plans and other relevant information for each option.
• Select the best fit from technology suppliers and prepare a shortlist for senior management review and decision.
• Include and assessment of the costs and benefit of each shortlisted option including:
• The Credible Failure Mode(s) being addressed from VICE Baseline
• Potential new Credible Failure Modes
• Impacts on other current Vehicle Interaction Controls
• Practicality and impact, has the approach been applied elsewhere?

Pilot work with technology option personnel and experienced site personnel to:

• Plan a feasibility pilot for vehicle interaction control improvement technology projects approved by senior management (consider a multi-stage feasibility pilot with stage gates to identify and deselect shortlisted options that do meet site expectations)
• Train people who will work directly with the technology option and make the balance of the workforce aware of the feasibility pilot(s).
• Report back on feasibility pilot results and confirm the results align with User Requirements, include feedback from operational personnel involved in the feasibility pilot.
• Summarise the outcomes from each technology option feasibility pilot against Site User Requirements. Consider functional, performance, technical, infrastructure, logistics and support requirements if the technology option is selected.

Based on the pilot results, make a go- or no-go decision on operational deployment.

OFI-139 Confirm and Communicate Plan and Timelines for CAS installation

At the time of the November 2024 Vehicle Interaction Control Effectiveness (VICE) review, only part of the mobile equipment fleet at Tarkwa mine was operating with collision avoidance systems (CAS) installed.

Mobile equipment operating without an installed CAS system installed is invisible. Workshop participants support the further installation of CAS systems and consider that light vehicles are a priority category.

Communicate details on project priorities, timelines for installation, and management commitment to further improve vehicle interaction controls at Tarkwa Mine.

OFI-127 Identify and link VICE workshop outputs relevant to the CAS Project

Workshop participants highlighted the importance of getting the collision avoidance system in place and operating at Tarkwa.

Lack of complete coverage of CAS leads vehicles not being readily visible in operations and there are many failure modes. Many of these can be addressed by having test stations installed at all go lines.

Workshop participants support the CAS project and support linking their issues and opportunities for improvement captured in the VICE workshop to the project.

When implementing vehicle interaction control improvement technology projects consider:

• Demands on operations during deployment e.g. releasing personnel for training, making mobile equipment available for technology installations.
• Logistics and infrastructure upgrade timing, these may be determined by availability of technology and key personnel.
• Practical management of performance requirements e.g. how are technology failures managed.
• Following deployment what roles will be accountable and responsible for control effectiveness, involve these roles in operational deployment before project handover.
• Stakeholder management covering how feedback will be captured during deployment and after handover.
• Impacts on existing site process and approaches e.g. supervisor workloads, availability of technicians for maintenance and repairs, capacity of digital infrastructure, reporting capability etc.
• The direct performance metrics provided by technology, including how the information will be applied to support decision making at multiple levels including:
• Responses to non-standard events detected by technology.
• Adjustment of technology configurations and thresholds based on site functional requirements.
• Applying aggregated data to review and improve current design and operating approaches.
• Practical management of performance requirements e.g. how are technology failures managed.
• How to leverage new performance metrics indirectly to improve understanding of the effectiveness of existing vehicle interaction controls.

OFI-130 Leverage technology to improve vehicle interaction monitoring by category and location.

As with every other large mining operation, there are thousands of vehicle interactions each day at Tarkwa mine. Without leveraging technology, analysing interaction patterns at scale is not possible.

Current approaches to assess and monitor performance are based on observations by individuals.

Explore if CAS technology, or technology combinations such as CAS and Dispatch can be used to identify different subsets of vehicle interactions e.g. heavy vehicle to light vehicle, pedestrian interactions, service truck, maintainer vehicles to operations equipment etc. If it can, consider the value of developing performance measures for different categories of vehicle interaction. Include location in the analysis.

Personnel undertaking inspection, servicing, maintenance or recovery work on equipment in operational areas are protected from mobile equipment and other workplace hazards.

Sites have a consistent, defined, and measurable process for managing mobile equipment and other hazards in production areas during:

• Inspection
• Equipment servicing
• Equipment maintenance work
• Equipment recovery

The process defines:

• Where, and in what circumstances it applies
• Hazard identification and control assignment
• How decisions on delineation are made and deployed
• The experience and competency required before authorisation to work in a production area
• Communication requirements
• Responsibilities of trades and service personnel
• Mobile equipment responsibilities
• Production area owner responsibilities

Trades, service and other personnel meet site requirements for working on equipment in production areas – with placement of windrows, barriers, cones, warning signage, geo fences and other measures implemented.

Designated and segregated in-pit work areas.

Communication protocols with mine controller and supervisor.

OFI-155 Review processes for managing equipment breakdowns and field repairs.

Workshop participants advise that broken down equipment in the operating environment is often not secured and protected. Also significant in-pit repairs are carried out at Tarkwa by the Business Partners.

Broken down equipment parked on, or being repair beside, hauls roads creates vehicle interaction hazards. There are a range of well established controls that include communication, demarcation, and longer term protection using earth bunds etc.

Review, update and train personnel in understanding how to apply site standards to manage broken down equipment. Confirm that supervisors monitor that controls are in place and make corrections when required.

Planning documentation.

Operational logs for service and maintenance personnel.

Authorisation records for personnel who carry out servicing and maintenance tasks in operational areas.

Notification records.

Maintenance, production supervisors, and mobile equipment operators monitor performance.

Maintenance and production supervisors monitor trades and service personnel to confirm performance.

Personnel approaching a vehicle parked in operational areas are protected from unexpected vehicle movements.

Sites set minimum requirements for approaching and accessing parked mobile equipment, these consider the:

• Possibility of a resting operator who wakes up and moves off without detecting the person accessing the parked equipment.
• The position for parking other vehicles.
• Communication with parked equipment to confirm the presence of an operator.
• Direction of travel if the parked vehicle drives or rolls away.
• Isolation requirements on entering the footprint of the parked vehicle.

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Training and assessment in requirements for accessing parked vehicles for:

• Operators
• Supervisors
• Maintenance and service personnel
• Trainers
• Specialist contractors

Requirements are reinforced in site and area inductions.

Training and assessment records.

Induction records.

Supervisors and mobile equipment operators monitor performance.

Reports from CAS Systems

Walkways are designed, constructed, and maintained to site standards.

Walkway design and construction follows site design requirements for protecting walkways near vehicle travel paths. These may include using:

• Windrows and bunds
• Physical barriers
• Pedestrian crossings
• Under or over passes
• Delineation of no-go and danger zones for pedestrians etc.

Vehicle sightlines and other features such as lighting and proximity alarms are considered when designing and constructing walkways.

OFI-141 Review, update, and apply the Tarkwa Traffic Management Plan

GHG Tarkwa Traffic Management Plan, Mining Operations Procedure, TGM 1.10.54 WI was first approved for use on the 01-03-07. It is still current but has not been reviewed and updated since initial publication. It is a comprehensive document that confirms a range of site design and operating requirements that reflect good mine design and operating practice at Tarkwa.

However, during the Tarkwa 2024 Vehicle Interaction Control Effectiveness (VICE) review, workshop participants identified misalignments between this key reference document and operational practice and conditions. These include:

• Road and ramp conditions – construction and maintenance
• Non-conforming intersections and circles (roundabout) design and construction  
• Limited availability and use of radios for general pit communications
• Unclear Positive communications e.g. passing, and approaching mobile equipment
• Obscured or missing Traffic Signage
• Lack of infrastructure and signage to support management of pedestrians 
• Parking practices not aligned with documented requirements for physical segregation from heavy vehicles

These issues were confirmed by supporting consultants during mine tours and interviews.

Consider a review of the Tarkwa Traffic Management plan in conjunction with the development of Gold Fields Minimum Standards for Vehicle interaction controls. At a minimum the review should revisit and update minimum requirements for:

• Intersection design – bench mark against industry developments since 2007 including defaults to T intersections where possible
• Simplifying intersection design and construction to fully leverage upgrades and to support successful further deployment of CAS technology
• Road and ramp maintenance
• Positive communications protocols and practices

OFI-126 Develop a walkway design standard and include in mine design guidelines.

The workshop participants were not aware of any formal specifications around pedestrian walkway designs and construction e.g. for go lines, around workshops.

This lack of a site design specification means that there is no consistency in how walkways are created and maintained on site.

Benchmark good practice at Gold Fields. Develop a Tarkwa mine walkway standard on the site design guidelines.

Walkways are constructed and maintained to meet site requirements.

Site design requirements are referenced before any walkway modifications are made e.g. new mobile equipment, facility use change etc.

Walkway commissioning and handover records confirming that ‘as built’ meets design requirements

Housekeeping and facilities inspection records.

Maintenance records.

There is a formal handover process between work crews that records and communicates operational status.

There is a formal handover process between work crews that records and communicates:

• Progress to plan
• Equipment status
• Operating and work environment conditions, hazards, and controls in place
• Interactions with other work groups or people
• Any other current and anticipated issues

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At the beginning of the work period, supervisors brief their work crews on relevant items.

At the end of the work period, a log is prepared for the next work crew.

Communications logs are completed and available for the next work crew.

Prework briefings are delivered.

There is an effective and applied communication protocol for managing interactions between pedestrians and mobile equipment.

Sites have consistent, defined, and measurable processes for managing interactions between pedestrians and mobile equipment. These define communication requirements based on the situation including:

• Approaching and accessing heavy vehicles
• Working independently in an area where vehicles are operating
• Working alongside a vehicle in the same workgroup
• How to move past a vehicle when working underground or in a constricted space e.g. if pedestrians cannot move to a position of safety in a roadway, the vehicle must stop, the operator must acknowledge the pedestrian presence and allow the pedestrians to walk past the vehicle before continuing

They also confirm what communication equipment and signage is required for different situations on site, for example

• When personnel are working on the ground at least one member of the work party must be in possession of a two way radio or equivalent.
• Standard radio (or other communications) call-up protocols are followed.
• Signage alerting vehicle operators to the presence of work in an area.
• Cap lamp signals when working underground.
• Collision Avoidance System handshake or acknowledgements etc.

Training and assessment in requirements for working in operational areas as a pedestrian.

Requirements are reinforced in area inductions and periodically at start of shift or similar briefings.

Planners and supervisors identify workgroup interactions and confirm required communication before entry and during work.

Permanent or mobile signs provide call up information

OFI-151 Review site processes and confirm that they are adequate to support required radio communications.

Workshop participants discussed site processes and schedules for the routine checking of radios in mobile equipment. This includes prestart checks, defect reporting, and scheduled maintenance of radios and site infrastructure. It also incudes confirming minimum requirements for radios in heavy mobile equipment, service vehicles, light vehicles and for pedestrians.

Surface mining operations typically deliver safe and productive outcomes using radios to support disciplined positive communications to manage interactions in working areas. Workshop participants report that radio faults do occur and that pre start and routine schedules for checking radios and communication infrastructure are inconsistent.

Review site processes and confirm that they are adequate to support required radio communications. Involve Business Partners in the review.

Training records confirm that relevant personnel are competent e.g. maintainers, service personnel operators, supervisors.

Supervisors monitor performance.

Records of start of shift or similar awareness briefings.

Collision avoidance system logs and reports on equipment and pedestrian interfaces.

By exception hazard and incident reporting.

Approaching and accessing mobile equipment follows a consistent, defined, and measurable process.

Sites have consistent, defined, and measurable process for approaching and accessing mobile equipment. The process covers pedestrians and light vehicles approaching:

• Working heavy vehicles
• Parked heavy vehicles
• Required positive communications
• When it is safe to enter a work area
• Heavy vehicle safe state e.g. park brake engaged, access ladder lowered and implements grounded (if relevant)

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Training and assessment in positive communications and the process for accessing a heavy vehicle are included and reinforced in multiple training and awareness modules e.g. operator training and area inductions.

The site requirements for managing interactions between:

• Pedestrians and vehicles
• Heavy vehicles and light vehicles

are routinely reinforced and communicated at shift briefings.

Training records confirm that relevant personnel are competent e.g. maintainers, service personnel operators, supervisors.

Supervisors monitor performance.

Collision avoidance system logs, reports, and heatmaps.

By exception hazard and incident reporting.

Nil vehicle to vehicle contacts during travelling and queuing operations.

Site requirements for separation between vehicles when travelling in the same direction, and when queuing, are clearly stated.

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Vehicle operators are trained and assessed on their understanding of required separation distances – including challenge testing and observation to confirm they are alert to road network features which provide additional guidance on how far they are from the vehicle in front.

Training records confirm the currency of vehicle operator understanding of separation distances.

Specified review period to retain competencies are stated and tracked.

Supervisors monitor vehicle operator performance.

Proximity detector logging and exception reporting.

The design and installation of delineators assists mobile equipment operators to accurately estimate separation distances.

Road designs and construction requirements include standards for the accurate spacing of delineators along the road network.

Spacing guideposts are placed at distances relative to the distance required to be maintained between mobile vehicles.

Site design requirements specific the use of reflector colours e.g. Use red reflectors on the left, white on the right.

OFI-141 Review, update, and apply the Tarkwa Traffic Management Plan

GHG Tarkwa Traffic Management Plan, Mining Operations Procedure, TGM 1.10.54 WI was first approved for use on the 01-03-07. It is still current but has not been reviewed and updated since initial publication. It is a comprehensive document that confirms a range of site design and operating requirements that reflect good mine design and operating practice at Tarkwa.

However, during the Tarkwa 2024 Vehicle Interaction Control Effectiveness (VICE) review, workshop participants identified misalignments between this key reference document and operational practice and conditions. These include:

• Road and ramp conditions – construction and maintenance
• Non-conforming intersections and circles (roundabout) design and construction 
• Limited availability and use of radios for general pit communications
• Unclear Positive communications e.g. passing, and approaching mobile equipment
• Obscured or missing Traffic Signage
• Lack of infrastructure and signage to support management of pedestrians
• Parking practices not aligned with documented requirements for physical segregation from heavy vehicles

These issues were confirmed by supporting consultants during mine tours and interviews.

Consider a review of the Tarkwa Traffic Management plan in conjunction with the development of Gold Fields Minimum Standards for Vehicle interaction controls. At a minimum the review should revisit and update minimum requirements for:

• Intersection design – bench mark against industry developments since 2007 including defaults to T intersections where possible
• Simplifying intersection design and construction to fully leverage upgrades and to support successful further deployment of CAS technology
• Road and ramp maintenance
• Positive communications protocols and practices

Road construction crews place and maintain delineators at required distances.

Commissioning and handover records confirming that ‘as built’ meets design requirements

Supervisor inspection records.

Installed proximity detection systems are fully leveraged to assist equipment operators, pedestrians, supervisors, and site management improve operational performance.

Installed proximity detection systems are fully leveraged to assist equipment operators, pedestrians, supervisors, and site management improve operational performance.

When proximity detection systems are fitted, data is from vehicles, pedestrians, and infrastructure is sent to:

• Support and monitor operator performance, including making interventions.
• Alert and update supervisors on operator performance.
• Analyse and improve operational processes.

Data and associated information are managed following site privacy and record keeping standard.

Reports and analysis may include:

• Inputs to operator score cards.
• Heat maps that check planning assumptions.
• Checks on operating environment layouts.

OFI-114 Improve implementation of consistent fleet ID across site systems.

The Tarkwa VICE review confirmed that fleet identification for vehicle types is not always available and may be inconsistent.

Without adequate knowledge of vehicle types then unwanted proximity alarms may be generated.

Further define the issues and work with the technology provider to resolve how fleet IDs are loaded and tracked inside and across multiple systems. Establish agreed points of truth and checks.

Reports confirm proximity data is being captured, transmitted, aggregated, analysed and applied improve vehicle interaction performance for:

• Individuals
• Supervisors
• Operating sites

Confirmation that site privacy management standards are being maintained e.g. through audits or reviews.

Performance metrics e.g. operator score cards, supervisor interactions, construction and maintenance of the operating environment meets design standards.

OFI-130 Leverage technology to improve vehicle interaction monitoring by category and location.

As with every other large mining operation, there are thousands of vehicle interactions each day at Tarkwa mine. Without leveraging technology, analysing interaction patterns at scale is not possible.

Current approaches to assess and monitor performance are based on observations by individuals.

Explore if CAS technology, or technology combinations such as CAS and Dispatch can be used to identify different subsets of vehicle interactions e.g. heavy vehicle to light vehicle, pedestrian interactions, service truck, maintainer vehicles to operations equipment etc. If it can, consider the value of developing performance measures for different categories of vehicle interaction. Include location in the analysis.

OFI-115 Improve quality of data networks on site.

Workshop participants noted that there are frequent disconnects due to poor signal and network challenges around the Tarkwa operations.

With loss of signal the ability for dispatch to contact and advise operators of responses to alarm states is impaired.

Improve quality and reliability of site data networks to support timely and reliable alarm responses.

Significant interaction threats will initiate the site cease operations process and plans.

There is a process and threshold for ceasing mobile equipment operations at site because of significant interaction threats caused by:

• Unauthorised access (pedestrian, wildlife, or vehicles).
• Non reversible equipment moving on a roadway (e.g. into underground or down a narrow ramp).
• Breakdowns.
• Emergency response e.g. fires, compromised tyres etc.
• Escorted vehicles.
• Other relevant site circumstances.

Significant interaction threat awareness, training and assessment for vehicle operators, supervisors and management covering:

• Anticipating and identifying significant interaction threats
• Notifying
• Expect actions e.g. using Trigger Action response Plan (TARP) thresholds and actions
• Worker observations of potentially dangerous situations

Real world examples are used for training, induction, and start of shift briefings. Examples include an explanation of how interaction threats develop

OFI-150 Update emergency response requirements across all roles.

Workshop participants discussed site emergency response processes and identified situations where personnel have not acted as expected based on emergency response process design and training. Issues discussed include continuing to operate during an emergency and entering  the emergency locations.

Unexpected vehicle or pedestrian movements while responding to an emergency can compromise the response.

Review operator understanding of their expected actions for a range of typical site emergencies e.g. fire, tyre incident, vehicle incident, third-part on site etc. Include site response processes including ceasing operations and not entering emergency locations. Review current training and awareness materials and refresher schedules and update as required.

Training and assessment records.

Approved and in-date TARPs or equivalent.

By exception post incident reviews.

OFI-137 Review understanding for applying processes when there are significant changes in operating conditions or circumstances.

Workshop participants confirmed that there are site processes in place for dealing with changes in operating conditions and circumstances e.g. third parties on mine site.

However, they questioned knowledge and awareness levels on the application of these processes, including triggers for their implementation and key actions that follow.

Review understanding and capability of operators and other in-field personnel e.g. drillers and field maintenance to notify and act on changes in operating conditions and circumstances.

Site fatigue management processes are comprehensive and designed to support employees.  

Site fatigue management processes include:

• Education and awareness packages for shift workers 
• Optimum shift roster design
• Hours of work and rest requirements including travel time
• Additional work hours management
• Advice and support for supervisors to remove fatigued persons from the workplace e.g. prestart fitness for work judgments,
• Fatigue call ups during shift

OFI-171 Consider benchmarking Tarkwa shift rosters against other operations.

Managing fatigue in mining operations is a challenge for all continuous mining operations. Effective management of fatigues requires a whole of system approach that includes the design of shift rosters.

Workshop participants discussed the shift rosters deployed by Tarkwa Mine Business Partners and identified an opportunity benchmark against how other operations manage shift rosters to manage fatigue.

Benchmark Tarkwa shift rosters against other Gold Fields operations, consider duration, cycle sequence, time off, number of panels etc.

OFI-102 Review and formalise escalating responses for operator alertness detected by OAS.

Tarkwa Mine has installed Operator Alert System (OAS) technology and has an onsite monitoring control room. The technology and supporting processes are mature and fully operationally integrated at site.

Workshop participants confirmed that OAS technology is a significant vehicle interaction control in continuous mining operation. However, their discussion and review of procedures that escalating responses based on lapses in operator alertness are not in the procedure and are not included in OAS operator training materials. There is a response protocol is detailed in poster format for OAS monitoring staff and is applied routinely.

The Tarkwa OAS and supporting practices set a Gold Fields benchmark. Consider reviewing and updating all supporting procedures and training modules so that they capture site practice for responding to differing levels of alertness detected in-field personnel.

Compare industry good practice to current site approaches covering:

Work Hours Policy

Develop working-hours policy for daily work hours, maximum average weekly hours, total hours over a three-month period, and managing commutes and work-related travel.

Managing Work Rosters

• Design working hours and rosters to provide for adequate sleep opportunity (considering time for eating, washing, personal commitments etc.).
• Make sure that there is enough time in a break for a minimum of six hours sleep
• Set the number of consecutive days that can be worked.
• Adopt a forward rotation roster systems for shift work (day-evening-night).
• Avoid quick shift changeovers such as finishing at 11 am and starting again at 7 am.
• Avoid starting or finishing shifts between 10 pm and 6 am.
• As far as possible maintain predictable shift rosters and provide adequate notice of changes.
• Allocate shift and night workers consecutive days off to allow for at least two full nights rest including some weekends.

Hours of Work

• Ensure that workers have and take adequate and regular breaks so that they can rest, eat, and rehydrate.
• Ensure adequate lunchroom and ablution facilities.
• Control the length of shifts – increase resourcing, control overtime especially unscheduled overtime.
• Put in place overtime restrictions when people already work 12 hour shifts.
• Control the length of shifts to 14 hours, except for exceptional circumstances.
• Control emergency call outs, shift swapping and overtime to ensure at least two consecutive nights sleep before and after commencing roster to allow for recovery.
• Limit use of standby and on-call duties.
• Ensure that responding to emergencies does not result in excessive hours.
• Except for emergencies, give at least 24 hrs notice before changing someone from day shift.
• Consider alternatives for personnel who have difficulties adjusting to working hours and shift patterns.

Commuting and Travel

• Use journey planning to manage long commutes and travel requirements.
• Provide alternative transport options at end of overtime and shift work to relieve commuting burden.

Work Demands

• Schedule safety critical work outside low body clock periods (i.e. between 2 am and 6 am).
• Structure shifts and work plans so that demands are highest towards the middle of the shift and decrease towards the end.
• Adequate multiskilling across crews to allow for fatigue relief.
• Provide adequate resources to cover breaks for operators of equipment that is in service continually.

Shift and Night Work;

• Keep sequential night shifts to a minimum.
• Avoid overtime allocations after afternoon or night shifts.
• Include rest periods in the work schedule and allow time for controlled sleeping and napping if necessary.

Monitor Performance

• Monitor actual time worked against the allocated roster to identify if excessive hours are being worked.

OFI-170 Review provision of resting rooms for fatigue management.

Managing fatigue in mining operations is a challenge for all continuous mining operations. Effective management of fatigues requires a whole of system approach that can include providing comfortable locations for taking fatigue breaks.

Workshop participants discussed Business Partner processes for taking fatigue breaks noting that there are limited options for short rests.

Review the benefits of providing dedicated resting rooms for fatigued mobile equipment operators.

Site fatigue management awareness and training is being completed to schedule.

Site hours worked tracking systems send reports and identify exceedances.

OFI-169: Review site processes for tracking and monitoring hours worked.

Workshop participants discussed site processes for fatigue management including how cumulative hours worked, including travel time, are monitored at Tarkwa Mine.

They noted that excessive hours at work without adequate breaks results in fatigued mobile equipment operators.

Consider a review of the effectiveness of the current hours of work tracking system. Confirm that it considers commutes and captures information on hours worked including:

• Maximum shift length 
• Maximum average weekly hours
• Total hours over a three-month period

Suitably qualified and experienced personnel, with operating site knowledge, specify and select fit for purpose mobile equipment and related components (e.g. tyres, trailers, and attachments).

The process for preparing equipment and component specifications considers relevant company and site standards for:

• Operator and passenger protection e.g. seating, restraints, protection from cargo etc.
• Lights and markings
• Speed settings for different vehicle configurations e.g. low speed with tray or tub up)

The process for selecting equipment and component considers where the vehicle will be operated: 

• Location e.g. surface or underground
• Road network layout
• Sight line requirements
• Type and condition of surface
• Road gradient
• Road camber or profile
• Turn radii
• Type and condition of dumping and loading areas
• Climate range

The process for selecting equipment and component considers how the vehicle will be operated: 

• Average and maximum speeds
• Maximum wheel load, average load, TKPH, and weight distribution
• Cycle length empty and laden
• Shift duration and number of cycles per shift) 
• Special components such as water tanks and sprays, suitability for road works, explosives or hazardous goods transport, etc.

The selection process also considers supplier relationships and ongoing site support.

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Suitably qualified and experienced personnel, with operating site knowledge:

• Confirm site current and future operating conditions
• Apply relevant company and site standards
• Prepare equipment and component specifications
• Select equipment and components that meet site requirements

Deployed mobile equipment and associated components deliver required production outcomes at the expected cost e.g. equipment maintenance and service schedules meet plan.

Consider equipment performance measures e.g. availability, planned versus breakdown maintenance, mean time to failure etc.

Nominated personnel assist contractors, and other service providers, to deliver site business and operational objectives, efficiently and effectively.

Contractors are selected based on their ability to provide required services and their alignment with company business, environmental, community, and health and safety values and management systems.

Nominated personnel assist contractors, and other service providers, to deliver site business and operational objectives, efficiently and effectively.

At contract commencement nominated site personnel provide information on site requirements including:

• Mobilisation information
• Access and induction information
• Allocation of facilities e.g. workshops, parking, offices, equipment laydown, operating areas etc.
• Equipment minimum standards e.g. vehicle markings, lighting requirements, fire detection and suppression standards
• Traffic management and other operational interfaces
• Site induction and training requirements
• Emergency management

After project commencement, there is an agreed meeting or series of meeting to review performance, consult and resolve issues.

HSMP 5.4 PR–CONTRACTOR MANAGEMENT comprehensively details site contractor management processes.

Site contract managers regularly meet with contractors and other service providers and review:

• Performance against contract or service agreement obligations
• Personnel are meeting site requirements e.g. for access control, traffic management, fatigue management etc.  
• Equipment meets site requirements e.g. plant files, maintenance records, minimum requirements for access, fire detection and suppression system etc.
• Issues and hazard management

Contractor performance review meeting records.

Records that contractor issues are documented and resolved e.g. hazard management.

Observations and audit findings e.g. contractor equipment matches site minimum standards.

Feedback from contractors.

The site has a formal approach for emergency preparedness that includes vehicle incidents.

There should be a formal approach to emergency preparedness on site that includes vehicle incidents. Planning should consider multiple scenarios and locations and the corresponding capabilities for local response, site emergency response, and assistance from external agencies.

Vehicle incident scenarios include:

• Pedestrians struck by vehicles
• Single vehicle crashes
• Crashes between multiple vehicles
• Vehicle roll overs
• Equipment fires
• Emergency escapes from heights
• Entrapment
• Engulfment e.g. stockpile dozer falls into a void, vehicle in water
• Environmental incidents – spills of material being carried and releases of fuels and lubricants

Consider all locations taking into account potential response times, the capability of local and site emergency responders, and the availability of recovery equipment and other resources.

A senior site position is accountable for site emergency and crisis management response and recovery capability.

Emergency response plans have a review cycle and are also reviewed after incidents. Emergency response information is available in the workplace in a format that is audience appropriate.

OFI-172 Review Site Capability to manage foreseeable Vehicle Related Emergencies.

There is an established emergency response capability at Tarkwa mine to cover medical, fire, and other emergencies. There is also a hospital on the mining estate.

Workshop participants discussed how often specific vehicle incident emergency drills were carried out covering; light vehicle roll over, entrapment, crash, rescue from HME, mobile equipment fires, etc.

Confirm that site and local community emergency response planning and capability for foreseeable vehicle incidents is adequate.

OFI-150 Update emergency response requirements across all roles.

Workshop participants discussed site emergency response processes and identified situations where personnel have not acted as expected based on emergency response process design and training. Issues discussed include continuing to operate during an emergency and entering  the emergency locations.

Unexpected vehicle or pedestrian movements while responding to an emergency can compromise the response.

Review operator understanding of their expected actions for a range of typical site emergencies e.g. fire, tyre incident, vehicle incident, third-part on site etc. Include site response processes including ceasing operations and not entering emergency locations. Review current training and awareness materials and refresher schedules and update as required.

Reviews of vehicle related emergency response drills.

By exception incident reviews.

The site Traffic Management Plan (or equivalent), and associated documents, describe how relevant external to site expectations are met.

The Traffic Management Plan (TMP) and associated documents detail how relevant external to site expectations are met for:

• Regulatory and legal obligations
• Company requirements
• International Standards and good practice

This information is maintained and updated as part of site document management requirements.

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External expectations and obligations are:

• Mapped to site activities
• Assigned to responsible personnel based on their role

If the mapping process identifies gaps and opportunities for improvement, then these are reviewed by management for relevance and possible action.

TheTraffic Management Plan lists all relevant external requirements with details of how they are met on site.

The status of the site activities mapped to external expectations are monitored and reviewed.

The Traffic Management Plan is periodically updated.

Leadership and supervisory expectations of supervisors are documented, communicated, and performance is routinely assessed.

There is a supervisor development and appointment pathway. Reference company supervisory and leadership models are in place and available for ready reference by supervisors.

Leadership Skills reinforced:

• Motivates and builds the team
• Safety and productivity leadership – emphasising safe production without undue pressure or coercion of workers
• Judgment and timely decision making
• Understanding of company requirements

Supervisory Skills:

• Planning and communication
• Delegation
• Conflict management
• Delivering outcomes and maintaining standards
• Employee performance management
• Employee appraisal and development

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Supervisors apply their leadership and supervisory skills to deliver safe and productive outcomes.

Line managers support the supervisors who report to them.

Functional roles such as Human Resources and Safety assist supervisors with information and support.

Supervisor appraisals completed to schedule.

Supervisor development plans are prepared and implemented.

There are records and evidence that supervisor are applying their skill e.g. completed employee appraisals, task reviews, inspections, performance management commend or correct records, daily planning, prestart meetings, review of operational logs etc.

The site has an effective and well used hazard and incident response and reporting process which avoids placing workers at risk of injury.

There is an effective site hazard and incident reporting processes that:

• Can be applied by all personnel, including contractors and visitors.
• Aligns with the site emergency response and notification process (such as provision of first aid).
• Allows personnel to efficiently report and resolve work area problems including allowances for not working if there is a threat to health or safety, or a potential to cause environmental or community harm.
• Captures information for investigation, reporting and trend analysis.

Personnel on site:

• Are trained in site processes for incident and hazard identification, reporting and control. The training includes guidance on when to cease work and also when to preserve an incident scene.
• Identify any hazard present is reacted to by removing or isolating the hazard (ceasing work as required)
• Report any incident which occurs.

OFI-136 Improve Communication of Incident Learnings

Tarkwa Mine has a comprehensive incident and hazard reporting process supported by the INX platform.

While comprehensive information is captured and recorded in the INX platform, workshop participants discussed situations where the post incident learnings have not been communicated well to the general workforce.

Review incident learnings communication format. Consider key information required by filed personnel and improve the process, if required.

• Reviews are made on the quantity and quality of hazard and incident reports.
• Tracking of corrective actions.
• Time to complete incident investigations is tracked and reported on.
• Timing and quality of feedback to personnel who reported hazards or incident is tracked and reported on to senior personnel on and off site.

Applied and effective change management processes, incorporating comprehensive risk and control management steps, assist senior manager decision-makers to deliver safe and productive outcomes for the business.

There is a defined change and risk management process that:

• Confirms the reason and goals
• Engages stakeholders and communicates reasons as a business case (risk and rewards)
• Uses good practice project management approaches to develop a plan with a schedule and outcomes.
• Includes and references inputs from subject matter and technical experts in the project plan.
• Where appropriate, the plan and associated work program are reviewed and formally analysed using a facilitated group process involving subject matter and technical experts, site leaders, workers, designers, suppliers, and other stakeholders.
• Applies risk and control management processes that support the work program by identifying hazards, considering relevant loss experiences, assessing risks including critical risks and confirming their controls.
• Gains senior manager approval to resource and execute the plan.
• Monitors and evaluates progress to plan
• Continues to communicate with stakeholders.
• Adapts and adjusts to hazards and controls based on work program schedule.
• Confirms and delivers the operating processes, procedures, equipment, infrastructure, risk and control management processes required after the change is fully implemented.
• Recognises milestones and celebrates success.

The level of effort and rigour applied to the hazard identification, risk assessment, and application of controls during change management considers situation complexity, the range of potential outcomes, and the likelihood of a loss of one or more required operating states.

HSMP 5.3 PR TGM OPERATIONAL PROCEDURE MANAGEMENT OF CHANGE

The scope of the procedure covers changes to new product, plant, equipment, machinery, software, staffing or process that take place on the mine including changes to existing process, products or services. Scope examples include changes to roads (construction or diversion).

OFI-103 Consider including a mobile equipment change example in MoC documentation and training

Consultant Comment: The Tarkwa HSMP PR 5.3 PR Management of Change document is a comprehensive document that provides a structured approach including managing stakeholder communications. It has multiple examples of the types of change that will trigger its application.

However, the list of examples do not include changes to mobile equipment.

Consider adding a mobile equipment as a change example. Also, check the change management document reference from HSMP 1.0 MN (the current reference is TGM 9.14 PR)

Senior managers identify when thresholds for applying the change and risk management process are crossed such as:

• New technology implementations
• A change in work process e.g. moving from development to production, transitioning from surface to underground mining, changes in traffic flows
• The introduction of new equipment types
• Scale up of workforces
• Significant workforce changes e.g. use of contractors
• Significant operational changes in infrastructure e.g. for road network layouts
• Opening of new operating areas
• Significant onsite capital works
• Regulated and periodic review triggers for existing risk analyses supporting site controls

Accountability for applying the process is assigned to a role e.g. project manager.

The level of effort and rigour applied to the hazard identification, risk assessment, and application of controls during change management considers situation complexity, the range of potential outcomes, and the likelihood of a loss of one or more required operating states.

HSMP 3.3 PR – Hazard Identification and Assessment of Risks and Opportunities details site hazard identification, risk assessment and determining controls. This document describes site processes for identifying, analysing, evaluating, managing and communicating risks and their potential safety, health and environmental impact on employees, contractors and other stakeholders. Section 3 includes accountabilities.

Gold Fields Ghana apply four types of Risk Assessment:

1. Baseline risk assessment
2. Issue-based risk assessment (e.g. WRAC, HAZOP, BOWTIE, etc)
3. Task planning risk assessment
4. Continuous Risk Assessment (Take 5 risk assessment

OFI-161 Review the consistent application of site change management processes.

Consultant Comment: Tarkwa mine has well documented and externally certified change management processes in place. However, workshop participants discussed situations where the process was not fully applied.

Making changes without input from all stakeholders can result in suboptimal implementation and introduce new risks and hazards. Examples discussed include contractor introduction of new equipment types, and making changes to the planned activities in constrained work areas (at the lowest RLs (bottom) of the pit in particular).

Review how the application of change management processes is monitored at Tarkwa.

Reports on change and risk management activities are reviewed by maintenance planners, technical services and engineering personnel.

Process change reports are reviewed by the relevant Manager.  

Changes are authorised by an accountable supervisor or manager who confirm that the change has been:

• Assessed over a representative period and under a variety of operational conditions.  
• Included in all relevant processes including training, maintenance, documents and future specifications.  
• Communicated to all relevant stakeholders including the Regulator when applicable 
• Detailed on relevant plans, process maps, schematic diagrams, documents and procedures.  

Applied and effective change management processes are used when there are changes in road networks and traffic flows.

Changes to road networks and traffic flow adjustments follow a defined change management process that:

• Confirms the scope
• Identifies potential impacts for mobile equipment and personnel
• Confirms how hazards will be controlled e.g. signs, barriers, etc.
• Communicates relevant information to personnel

HSMP 5.3 PR TGM OPERATIONAL PROCEDURE MANAGEMENT OF CHANGE

The scope of the procedure covers changes to new product, plant, equipment, machinery, software, staffing or process that take place on the mine including changes to existing process, products or services. Scope examples include changes to roads (construction or diversion).

When change management thresholds for modifying the road network or traffic flows are crossed, supervisors apply relevant parts of the site change management process.

OFI-109 Improve management of change for road and traffic flow changes

Workshop participants report that changes to the road networks and traffic flows are not always communicated to all stakeholders.

Lack of vehicle operator knowledge about changes to traffic flows and road networks can lead to significant vehicle interactions.

When changes to road networks and traffic flows are made, apply the stakeholder notification process detailed in site procedures. Consider developing a communication logs communications with key stakeholders such as maintenance and service personnel, Business Partners, Emergency Response, Drill and Blast, Technical department etc.

New performance standards controls are communicated and implemented.

Traffic modifications, new hazards and their controls are logged and communicated to shift crews.

OFI-120 Review how changes to traffic flows and road networks are communicated to stakeholders.

Workshop participants confirm that site management of change processes are applied to manage changes in road networks and traffic flows.

However, communication of changes to all stakeholders is reported as being inconsistent. This has caused vehicle interaction issues.

Review how communication about traffic management changes is planned and executed. Identify all stakeholders and confirm communication channels, review recent examples and apply for future changes to traffic management and road networks.

All legal expectations, company policies, standards, and other obligations are mapped to site processes.

Sites shall ensure that general and specific external requirements are mapped directly to the Management System Framework and, as required, to other business processes so that commitments to meet external expectations are effectively delivered.

Source documents (e.g. legislation, ISO Standards etc.) shall be available to all employees.

GFWA ESG Contractors and Suppliers June 2023

Part 2 – point 3 confirms requirement for contractor and their subcontractors to comply with approved codes, relevant health and safety legislation, industry standards etc.

Part 2 – points 4 and 5 confirm requirements for meeting site standards and applying site approved processes including GFG standards,

Legal and other requirements shall be communicated appropriately to direct and indirect employees and inform operational work processes.

Sites shall implement and maintain a process that systematically identifies, registers, updates, and assigns both general and specific external requirements, including contractual and legal, to organisational positions.

Information and plans as required are generated, transmitted to external parties, and kept secure and private.

HSMP 3.4 – PR LEGAL AND OTHER REQUIREMENTS

PURPOSE

The purpose of this Health and Safety Management Procedure (HSMP) is to ensure that processes
are in place to:

• Identify, track and review legislative and other OH&S requirements applicable to the Tarkwa Gold Mine operations; and
• Where required, ensure that appropriate action is taken to comply with these obligations.

Key External Requirements Referenced include

• Minerals and Mining (Health and Safety) Regulations, 2012 (L.I.2182) 
• Labour Act (Act 651), 2003
• Workmen’s Compensation Law (PNDCL 187), 1987
• Workmen’s Compensation (Calculations of Compensation Instrument) L.I. 1371 1989, LI 1342, 1987, Act 546, 1998, Act 597, 2001, Act 330, 1993, Act 582, 2001, LI 1342, 1987, Act 179, 1963, Act 592, 2000
• ICMM – Health and Safety Critical Control Management – 2015
• Group Health and Safety Reporting Guideline

There are periodic checks to confirm that sites have identified and mapped all relevant external expectations to company processes.

Reviews also confirm that these company processes meet the requirements of these external expectation requirements and this is appropriately recorded.

HSMP 3.4 – PR LEGAL AND OTHER REQUIREMENTS

6.6 Legal Compliance Audit
A legal compliance audit shall be conducted once per year by an external party to ensure the mine’s compliance with legal requirements and other standards as may be applicable. The audit shall include actual performance evaluation against applicable laws.
The report will be submitted to the Health and Safety Manager for review and inclusion in the Management Review process.

Site road design guidelines and traffic management plans identify specific accountabilities by organisation position.

Site road design guidelines and traffic management plans confirm site performance requirements and assign accountability for their delivery to an organisation position.

Competent senior managers, line managers, engineers and technical workers, and supervisors understand their responsibilities and accountabilities to:

• Develop and maintain roads and supporting infrastructure that meet site, company, and regulatory design standards and requirements.
• Anticipate, identify, prevent, and mitigate compromises to roads and supporting infrastructure
• Develop, communicate, and maintain effective traffic management plans.

GHG Tarkwa Traffic Management Plan, Mining Operations Procedure, TGM 1.10.54 WI as approved for use 01-03-07

Part 3 Responsibility

This section confirms functions and tasks by responsible position for Managing Director, General Manager, Designated Managers and department Managers, Mining Manager, Protection Service Manager, Learning and Development Training Coordinator, Human Resources, direct and indirect employees, and visitors.

Design and Construction Accountabilities Reference 6.1.2.6

All road designs by the planning team outside the mine site must be reviewed by the Chief Surveyor, Senior Mine Engineer, and Unit Manager Mining before the mine manager’s final approval. However, all in-pit roads (permanent and temporary) must be reviewed by the Chief Surveyor and Senior Mine Engineer before the mining manager’s final approval. After the road is constructed, it should be signed off.

OFI-141 Review, update, and apply the Tarkwa Traffic Management Plan

GHG Tarkwa Traffic Management Plan, Mining Operations Procedure, TGM 1.10.54 WI was first approved for use on the 01-03-07. It is still current but has not been reviewed and updated since initial publication. It is a comprehensive document that confirms a range of site design and operating requirements that reflect good mine design and operating practice at Tarkwa.

However, during the Tarkwa 2024 Vehicle Interaction Control Effectiveness (VICE) review, workshop participants identified misalignments between this key reference document and operational practice and conditions. These include:

• Road and ramp conditions – construction and maintenance
• Non-conforming intersections and circles (roundabout) design and construction 
• Limited availability and use of radios for general pit communications
• Unclear Positive communications e.g. passing, and approaching mobile equipment
• Obscured or missing Traffic Signage
• Lack of infrastructure and signage to support management of pedestrians
• Parking practices not aligned with documented requirements for physical segregation from heavy vehicles

These issues were confirmed by supporting consultants during mine tours and interviews.

Consider a review of the Tarkwa Traffic Management plan in conjunction with the development of Gold Fields Minimum Standards for Vehicle interaction controls. At a minimum the review should revisit and update minimum requirements for:

• Intersection design – bench mark against industry developments since 2007 including defaults to T intersections where possible
• Simplifying intersection design and construction to fully leverage upgrades and to support successful further deployment of CAS technology
• Road and ramp maintenance
• Positive communications protocols and practices

There are formal processes and design references that are applied by competent and experienced line managers to:

• Develop, maintain, review, and update the site traffic management plan (or equivalent)
• Maintain existing roads and supporting infrastructure.
• Develop new roads and supporting infrastructure.

The design references set site performance standards and consider site, company, and regulatory design standards and requirements.

OFI-163 Review Road Construction and Maintenance Standards

Workshop participants report that haul road construction and maintenance is sometimes inadequate.

Issues include steep ramps sometimes greater than 10%, rough ramps, substandard maintenance on haul roads. This situation increases equipment and tyre damage, slows production, and physically stresses operators.

Confirm Tarkwa Mine road design standards and update processes to construct and maintain infrastructure to site standards.

Traffic management plans are applied and maintained.

Site inspection and reporting processes confirm that new and existing roads and supporting infrastructure meet site performance expectations, for example: 

• Supervisors monitor road construction and maintenance crews to confirm their activities meet site requirements
• Superintendents and planners schedule operations for safe and productive traffic management outcomes 
• Mine planners consider future vehicle interaction hazards and reliable controls

There is a documented and current site Traffic Management Plan that assigns accountabilities and details the processes required for safe and operationally integrated outcomes when working with mobile equipment.

There is a site process for developing, implementing, and maintaining a traffic management plan (TMP) or equivalent that: 

• Documents the safe and productive outcomes required when working with or around mobile equipment
• Includes requirements covering travel to and from the site (journey management) and addresses health and hygiene considerations for site rest and comfort areas
• Identifies the situations and circumstances, where working with or around mobile equipment can result in fatalities, injuries and incidents (assessing hazards and risks)
• Details the business and operational processes that prevent or mitigate the development of these potentially harmful situations and circumstances
• Confirms how the status of these business and operational processes is monitored
• Describes how these business and operational processes are maintained and improved

GHG Tarkwa Traffic Management Plan, Mining Operations Procedure, TGM 1.10.54 WI as approved for use 01-03-07

Part 2 Scope

The scope of this document encompasses all Tarkwa Mine surface operations including contractors and near mine exploration activities. This plan applies to all roads that are serviced and controlled by Gold Fields Tarkwa Mine including all haul roads to the mining areas and any other areas used by vehicles and equipment on site such as car parks, Tailings Dam access roads, ROM pads, Waste dump and workshop areas. This plan outlines and controls the operation of all vehicles and equipment operating on site and the required vehicle and equipment standards that must be met. All personnel, including contractors and visitors, shall comply with the requirements outlined in this document.

The Traffic Management Plan details the site processes:

• That ensure that people who operate or work around mobile equipment are trained, competent and authorised.
• That govern how fit-for-purpose mobile equipment is selected and approved for site use. 
• For managing pedestrian and mobile equipment interactions and mobile equipment to mobile equipment interactions.
• That guide knowledgeable and experienced people through the design, construction, and maintenance of the operating environment for mobile equipment.

The TMP also confirms there is adequate capability and a plan for managing mobile equipment emergencies involving:

• Trauma first aid
• Freeing trapped or pinned personnel
• Rescue from heights
• Equipment fires
• Equipment contacts with powerlines
• Equipment struck by lightning

The TMP also documents how relevant external to site expectations are met for:

• Regulatory and legal obligations
• Company requirements
• International Standards and good practice

OFI-168: Confirm that experienced senior managers have oversight of site Traffic Management Plans

Workshop participants discussed how experienced senior management from both Business Partners and Gold Fields have oversight and approve site traffic management plans and related processes. They also noted the extensive experience of senior managers from both Business Partners and Gold Fields.

While processes are in place to delegate authority and review effectiveness, participants noted that pit conditions were not always to standard with variation in design and construction.

Review and implement processes for maintaining, updating, and communication site traffic management plans. Confirm that site design and construction standards are applied and monitored.

The TMP is reviewed, updated, and confirmed as being fit-for-purpose by senior management:

• After high potential mobile equipment incidents
• Before significant operational changes e.g. engagement of contractors, opening of new production areas, deployment of new equipment etc.
• Before the introduction of new technology e.g. mobile equipment operator fatigue monitoring, proximity detection systems etc.
• Periodically – at least annually

Senior managers periodically confirm that the site Traffic Management Plan (or equivalent) is fit-for-purpose.

The Traffic Management Plan is reviewed, updated, and confirmed as being fit-for-purpose by senior management:

• After high potential mobile equipment incidents;
• Before significant operational changes e.g. engagement of contractors, opening of new production areas, deployment of new equipment etc.
• Before the introduction of new technology e.g. mobile equipment operator fatigue monitoring, proximity detection systems etc.
• Periodically – at least annually.

Occupational Health and Safety (OH&S) Management System Manual Ref No – HSMP 1.0 MN Implementation Date – 24/12/2004

5.1 LEADERSHIP AND COMMITMENT

TGM Management shall demonstrate its commitment to Health and Safety leadership by:

Leading by example;

• Communicating positive health and safety values and behaviours throughout TGM;
• Allocating adequate resources to health and safety management;
• Establish processes to identify and assess health and safety hazards and to ensure compliance with legal and other obligations;
• Co-ordinating, planning and delegating authority as appropriate;
• Committing to measurable objectives, performance indicators and targets aimed at the elimination of occupational injuries and illness;
• Ensuring that employees can participate in Health and Safety Management System activities;
• Measuring performance and maintaining corrective action systems; and
• Regularly reviewing the effectiveness of the Health and Safety Management System.

Traffic Management Plan reviews are prepared by Technical and Operational superintendents and reviewed by relevant stakeholders representing Survey, Engineering, Maintenance, Development, Services, and other relevant sections.

The review process also involves inputs from knowledgeable and experienced operators, supervisors and health and safety committee members.

OFI-168: Confirm that experienced senior managers have oversight of site Traffic Management Plans

Workshop participants discussed how experienced senior management from both Business Partners and Gold Fields have oversight and approve site traffic management plans and related processes. They also noted the extensive experience of senior managers from both Business Partners and Gold Fields.

While processes are in place to delegate authority and review effectiveness, participants noted that pit conditions were not always to standard with variation in design and construction.

Review and implement processes for maintaining, updating, and communication site traffic management plans. Confirm that site design and construction standards are applied and monitored.

Routine operational reports confirm that the road network has been constructed and is being maintained to standard.

By exception incident reporting.

Formal reviews of the Traffic Management Plan to confirm if the site performance requirements are being met.

Reviews also consider alignment between site performance requirements and

• Industry good practice
• Regulatory requirements
• Company standards