b'SAFETY & SECURITYopportunities to take action to prevent major loss from occurring.The CCM process consists of nine However, the reporting and corrective actions to prevent low severity, high frequency events do not correlate into a decreased probabilitysteps addressing planning and of high severity, low frequency events occurring. This has created a blind spot that the CCM approach can help overcome.Additionally, the successful application of the CCM approach can provide betterimplementationvisibility into, and improved mitigation of, our greatest risks.OneofthesustainabledevelopmentprinciplesoftheICMMsubstancesandatmospheres.Thecriticalcontrolsareintegrated is to seek continual improvement in OHS performance. CCM isintoeverystageofaprojectlifecycle.Insupportofcontinual designedtosupporttheprincipleofcontinualimprovement.Inimprovement,onaregularbasisGolderreports,tracksand a very practical manner, CCM provides a process to identify andcommunicates information pertaining to the management of critical manage critical controls that can either prevent a serious incidentrisks, the associated work activities, events and the critical controls. fromoccurringormitigatetheconsequencesshouldaseriousOrganizations intent on achieving zero fatalities need to take the incident occur. The CCM process starts with the recognition thattime to identify their critical risks and to know their MUEs. MUEs existing hazard identification processes can miss the identificationshould be tracked and information communicated throughout the ofmajorhazards.Itacknowledgesthatreducingminorinjuriesorganization, from top to bottom. When a potential MUE occurs, does not necessarily reduce the risk of major or catastrophic events.everyone needs to stop and ask, Does this impact my work? and ACHIEVABLE GOAL Should I be changing the way I work?CCM supports the belief that a goal of zero fatalities is achievable.2Finally, fatality prevention and the prevention of MUEs requires CCM is aimed at preventing the most serious types of health andspecific attention at the highest level of an organization, alongside safety events, MUEs. An MUE represents a material risk to peopleothermaterialrisks.ThesuccessfulimplementationofCCM and to business operations. Examples of MUEs include fires, explo- requires the support of senior executives in providing leadership sions, fatalities, critical injuries, overexposures to toxic, hazardousto the messaging, support to operations, and resources to manage substances,occupationalillnesses,etc.WithCCM,lessismore.requires that CCM be integrated into every stage of daily work. therisksassociatedwithmajorincidents.Successfulprevention InOHSriskmanagement,longcontrolprogramscanoftenbe complex, difficult to implement and challenging to understand. InNancyWilkisisaprincipalandseniorpracticeleaderinindustrial reality, some controls are more important than others. These arehygiene and EHS at Golder Associates Ltd.known as the critical controls. Critical controls should be clearly communicated and monitored more regularly. The CCM approach is focused on fewer, more manageable controlsthe controls that are truly critical. The CCM process consists of nine steps addressing planning and implementation. Each step has a target outcome with key actions and guidance provided within supporting ICMM documentation. A bowtie analysis is used to identify and review controls for the prevention or mitigation of a specific MUE. The final steps address verification and response to inadequate critical control performance.Automated Engineering ICMM, and the experience of others, indicate that organizationsTechnologies Ltd.usuallydonotgettheapplicationofCCMrightthefirst-time round. The CCM process is iterative, and the process steps will needServing the Aggregate Industry Since 1993to be revisited with time and as the workplace evolves.Organizations should use their subject matter experts to work through the CCM process. The most appropriate place to begin is toSurveying and Technical Servicesexamine the experience associated with the organizations corporate history and the foreseeable events based on the experience of the- Aerial Surveysindustry sector to which they belong. For example, for the OSSGA- Topographic Ground Surveysmembershipthismeansexaminingtheirrespectivecorporate- Stockpile Volume Analysishistory along with the foreseeable events based on the experience of- Overburden . Reserve Volume Surveysthe sand, aggregate and surface mining industries as well as asphalt and cement production. In2016,GolderintroducedaglobalCCMapproachaimedat fatalitypreventionandpertainingtothemanagementofcriticalStratfordGuelphrisks associated with heavy mobile equipment, driving, working at(519)273-9318 (519)821-8644heights, ground stability, suspended loads, and acutely hazardous www.autoengtech.com2ICMM (2015), Critical Control Management: Implementation Guide, p.3FALL 2019AVENUES 13'