How the Shift to Control Management May Have Contributed to Increased Fatalities

16 hours ago

3 min read

Data on Coal Mining Fatalities

Global and Australian data show concerning trends:

Region	Period	Trend in Fatalities	Observations
Australia (QLD & NSW)	2018–2022	Fatalities increased after years of decline	Shift towards compliance-heavy systems noted
United States (MSHA Data)	2016–2023	Coal mining fatalities increased after regulatory rollbacks and shifts towards "self-regulation"	More focus on checklist compliance rather than proactive risk assessment
China	2021–2023	Fatalities spiked despite tighter control measures	Indicates control alone is not enough without hazard elimination
India	2018–2022	Continued high fatality rates despite increased control measures	Failure to address root causes through risk-based decision-making

In Australia, between 2018 and 2022, there was a notable increase in fatalities in Queensland’s mining sector after a long period of decline. Investigations by the Queensland Coal Mining Board of Inquiry highlighted a compliance-focused culture rather than true risk management, which meant hazards were not proactively addressed—they were just controlled on paper.

1. Focus on Compliance (Control Management) Over Hazard Elimination

Risk management aims to eliminate hazards where possible (e.g., automation to remove workers from high-risk zones).
Control management often relies on administrative controls and PPE, which are less effective in reducing fatal accidents.
Example: Instead of redesigning a mine layout to eliminate vehicle-pedestrian interactions, companies rely on high-visibility clothing and training—controls that still leave room for deadly incidents.

2. Decreased Worker Engagement and Critical Thinking

Workers are trained to follow procedures, rather than being empowered to assess risks dynamically.
If a control is in place on paper, it is assumed to be working—even if real conditions have changed.
Example: A miner might assume that because a gas detector has been installed (a control), it will always work—without checking if it has been calibrated or is functioning properly.

3. False Sense of Security from Paper-Based Controls

Companies focus on checklists and audits rather than genuine risk reduction.
Example: A site might have a "working at heights" procedure in place, but if fall prevention systems are not actually effective, fatalities can still occur.
Queensland’s mining safety regulators have repeatedly warned that many mines are failing to critically evaluate whether controls are actually reducing risk.

4. Reduced Investment in Higher-Order Controls

The Hierarchy of Controls prioritises elimination and engineering solutions, but companies have defaulted to procedural solutions because they are cheaper and easier to implement.
Example: Instead of investing in remote-operated machinery to eliminate worker exposure, mines rely on training workers to "be careful" (an administrative control).

5. Increased Complexity Without Real Safety Gains

Many mining companies have created complex safety management systems full of detailed rules and compliance measures. These systems are often difficult to navigate by the general worker or they may not have easy access at all, only relying on the Supervisor for guidance.
These systems create a false sense of control but do not necessarily address real-world hazards.
Example: Queensland’s Board of Inquiry found that mines had extensive safety paperwork, yet some fatal incidents involved basic failures like improper gas monitoring or unmaintained machinery.

Key Takeaways and Recommendations

What Needs to Change?

Issue	Solution
Over-reliance on compliance and administrative controls	Refocus on risk-based decision-making
Lack of real hazard elimination	Invest in engineering solutions (automation, remote operations)
Paper-based safety culture	Empower workers to actively assess risks, not just follow checklists
Static control measures	Continuously review whether controls actually reduce risk

Final thought:

The shift from risk management to control management appears to have contributed to increased mining fatalities, as hazards are often controlled on paper rather than eliminated in practice. The mining industry must re-balance its approach, prioritising critical risk thinking, hazard elimination, and engineering solutions over compliance-heavy control measures.