Mining companies recognise that the sustainability of their business is, amongst other factors, dependent upon efficient risk management in the exploration, extraction and processing of mineral resources, including sound mine excavation design, operational execution and validation practices. 

In the mining industry, discussions on risk management are often focused on the process, in particular the risk assessment component, with insufficient attention given to the foundation principles and the supporting framework – as defined for example in ISO 31000.  However, at an executive level, management remains accountable for risk management but may not possess the necessary expertise required to fully grasp its complexities. It is therefore incumbent upon the various technical disciplines to clearly articulate the coordinated activities required, for senior management to direct and control the company with respect to its risk attitude and appetite. 

This paper provides guidance on business processes that incorporates elements from both the risk management principles and framework to support a company-specific governance approach, tailored to its unique operational context, that will benefit the business. 

This is important to risk owners and technical personnel involved with risk criteria. Notably, where this involves geotechnical engineering, there needs to be transparent, repeatable, robust business processes in place for data management, geotechnical design, operational execution, performance validation, competency management, records management, and site-based assurance.

These business processes are discussed by highlighting the specific challenges in the geotechnical engineering discipline and addressing leadership, group risk and project management, mineral resource and reserve reporting, critical hazard management and a group geotechnical engineering standard.

Co-authors: Julian Venter, Kobus du Plooy and John de Souza