As artificial intelligence (AI)-powered systems become more prevalent across mine sites, a new safety challenge has emerged—not in the data itself, but how frontline personnel respond to it. This abstract explores the concept of "organisational trust thresholds" in the context of AI-generated alerts in Queensland mining operations.

AI and Internet of Things-enabled technologies now monitor everything from cabin air quality and engine performance to vehicle behaviour and geofence breaches. These systems offer precise and timely risk detection. Yet the effectiveness of these technologies is often undermined by a disconnect between data output and human response. In practice, alerts may be ignored, overridden, or misunderstood—especially if workers lack context or confidence in the system.

Trust in AI systems is influenced by a range of psychological and cultural factors: prior experience with false positives, unclear escalation protocols, perceived surveillance, or insufficient training. Without trust, even the most advanced systems fail to translate data into safety outcomes.

This abstract presents a human-centred model for increasing trust in automated systems, grounded in principles from organisational psychology, behavioural safety, and digital literacy. It proposes interventions such as collaborative alert reviews during toolbox talks, transparent logic mapping for AI outputs, and feedback loops between operators and system designers.

When workers understand not only what an alert says—but why it matters and how it was generated—they are more likely to act. Raising the organisational trust threshold turns passive alerts into proactive decisions, reinforcing both safety culture and personal agency on the job.

: Leadership within the mining industry is at a pivotal crossroads. The traditional hierarchical structures of command and control are no longer sufficient to navigate the complexities of modern mining operations. This presentation will explore the critical distinction between being a "boss" and being a "leader," emphasizing the need for proactive, inclusive, and adaptive leadership to foster a culture of safety, resilience, and engagement.
Drawing upon real-world examples and industry challenges, this session will discuss how leadership should extend beyond job titles, influencing every level of an organization. It will highlight the impact of mentorship, shared responsibility, and the importance of fostering a psychologically safe workplace.
The presentation will incorporate key insights from Chaos Theory and Game Theory, demonstrating how small leadership actions can create lasting positive changes within teams. It will also emphasize the importance of mental health initiatives in sustaining a workforce that is both productive and safe, sharing the inspiring story of Josh Jones, The One Arm Bandit, who turned personal adversity into a mission for workplace safety advocacy.
Additionally, this talk will explore the role of New-to-Industry (NTI) personnel and experienced workers in shaping the future of mining. It will discuss how pairing NTI workers with seasoned professionals accelerates knowledge transfer, reduces safety risks, and strengthens workplace culture.
Dr. Nikky Labranche’s contributions to dust and respiratory health will also be showcased, illustrating how leadership in occupational health drives meaningful change across the industry.The mining industry’s future depends on strong, visionary leadership that prioritizes safety, engagement, and adaptability. This presentation aims to challenge traditional mindsets, equipping attendees with the insights and tools needed to drive meaningful change within their teams and organizations.

At BHP, the safety and wellbeing of our workforce remains our highest priority—both on site and within our accommodation villages. A safe, secure, and inclusive village environment is essential to attracting and retaining a diverse and engaged workforce.

In 2020, BHP Mitsubishi Alliance (BMA) commenced the Resident Security Improvement Plan which aligned to the Accommodation Village Security Operation Standard, aimed at significantly enhancing safety across all BMA-managed accommodation. Following this, BMA initiated a staged rollout of security upgrades, commencing with four BMA-owned villages in 2020 and expanding to third-party village partners in 2023.

Key features of the security enhancements include:
• Enhanced lighting across communal areas and carparks
• Comprehensive CCTV coverage
• Duress alarms in shared facilities (e.g., gyms, laundries)
• Personal duress alarms (available upon request)
• Improved wayfinding systems
• Confidential check-in processes
• Strengthened key management protocols
• Self-closing and self-locking doors
• Door chains and peepholes (or equivalent measures)
• Window security screens and limiters
• Blackout blinds in accommodation rooms
• Dedicated accommodation rooms close to central facilities as required
• Security notices displayed in all rooms and public amenities
• 24/7 on-site security response (including a safe walk buddy program)
• Implementation of the Alcohol Management Standard

To support these upgrades, BMA also established a dedicated Village Security Team. This team plays a critical role in managing security controls, standardising procedures, responding to incidents, and enhancing the overall safety experience for village residents.

This presentation includes a case study highlighting the implementation of BMA’s security model and its positive impact. Notably, the initiative has contributed to a 77% reduction in reported security events in FY24, reflecting the creation of a more psychosocially safe and secure environment for our coal mine workers.

As Queensland mining evolves, so must our approach to safety. Traditional risk management focuses on hazards, controls, and compliance, assuming workers follow procedures. However, in high-pressure mining environments, this overlooks a critical factor: human factors & behaviour.
Risk management assumes rational decision-making, yet research shows behaviour is influenced by emotion, social pressures, and habit. Risk perception fluctuates due to cognitive and environmental factors. This is where Limbic Risk becomes crucial.
Limbic Risk refers to psychological states impacting decision-making in safety-critical environments: Pressure, Distraction, Irritation, Fatigue, and Complacency. These can undermine safety systems, leading to incidents where we ask, “What were they thinking?” Rational thinking may have been absent.
In mining, where hazards are constant and errors costly, addressing Limbic Risk is essential. Workers may be physically present but mentally disengaged—misjudging hazards or prioritising efficiency over caution. These unseen risks demand a shift in safety strategies.
Compliance and procedures alone are insufficient. To improve safety and governance, mining must integrate human behaviour into risk strategies. This requires moving beyond compliance to a human-centred approach that acknowledges cognitive workload, environmental stressors, and social influences.
By embedding Limbic Risk awareness into safety management, we foster a culture where workers feel psychologically safe to communicate, reflect, and challenge assumptions. Leadership engagement, innovative training, and addressing hidden risks enhance individual accountability and organisational resilience.
If sustainability is key to mining’s future, we must go beyond traditional risk management. Are we ready to adapt, or will we continue assuming humans operate like machines?

Despite their importance in multiple fatality prevention, Principal Hazard Management Plans (PHMPs) often fail to deliver real value.

In many operations, these documents are either outdated, overly complex, disconnected from risk assessments or not read by those responsible for execution.

The result? A critical gap between what's written and what’s done.

This presentation tackles one of the most overlooked but impactful opportunities in mining safety: how to right-size your PHMPs so they add value, not volume.

Drawing on real-world examples from multiple Queensland sites, it challenges the status quo of bloated and shelf-bound PHMPs. Instead, it advocates for a clear and concise approach where the PHMP defines the what, not the how, and functions as the “centre of the octopus,” linking out to operational documents that provide the detail.

The presentation explores:
• How to structure PHMPs for maximum clarity and usability
• The ideal relationship between PHMPs and Bowtie risk assessments
• Common mistakes in content, scope, and document hierarchy and how to avoid them
• The role of Critical Controls and how to link PHMPs into the Safety and Health Management System (SHMS)
• What "right-sizing" really means and how to begin the process

Participants will leave with practical insights into improving the relevance and effectiveness of their PHMPs. They’ll also learn how to assess the maturity of their current plans using a simple self-assessment method shared during the session.

But most importantly, attendees will gain a framework that helps ensure PHMPs don’t just tick a compliance box, but actively support supervisors, risk owners, and frontline teams in managing principal hazards.

If your PHMPs are too long, too vague, too technical, or too outdated this session will show you how to transform them into clear, useful documents that work in practice, not just on paper.