The MOSH Leading Practice Adoption System – a leading practice in its own right
S Malatjiand J M Stewart
(Chamber of Mines of South Africa and JM Stewart Consulting)
There has been a remarkable improvement in the safety performance of the South African mining industry since 2003. Many
factors and initiatives have been responsible for this, but ultimately, they all find expression in actiontaken by operational
management on mines. Ideally, this action should be voluntary and originate from on-mine considerations of how best to
provide and maintain a working environment that is safe and without risk to the health of employees. Although legislative or
other top down dictates may sometimes result in short-term improvements, if the action taken constitutes reluctant
compliance, it is unlikely to stand the test of time. It is in this context that the MOSH Leading Practice Adoption System has
an important role to play, in that it is focussed on achieving conditions that lead to voluntary and eager adoption of identified
leading practice. Cutting edge techniques derived from behaviour science have been embedded in the detailed systematic
approach of the adoption system to achieve this intrinsically sustainable outcome. In this sense, the MOSH Adoption System
is a leading practice in its own right. Its potential contribution in addressing the lesser improvements achieved to date in the
area of occupational health, as well as the substantial safety challenge that still remains, should be clear to those committed
to achieving zero harm work places in the South African mining industry. The primary purpose of this paper is to present the
MOSH Leading Practice Adoption System in a readily understood format. A graphical style presentation with brief supporting
notes is used for this purpose.
Motivating context for development of the System
2013 Tripartite Industry Milestones
Notes
MINING INDUSTRY TRIPARTITE OCCUPATIONAL HEALTH AND SAFETY
TARGETS AND MILESTONES SET IN 2003
OCCUPATIONAL SAFETY
Industry Target: Zero rate of fatalities and injuries
Milestones:

In the Gold Sector: By 2013 achieve safety performance levels equivalent to current
1.
international bench marks for underground metalliferous mines, at the least;

adoption system was developed
In the Platinum, Coal and Other Sectors: By 2013 achieve constant and continuous
to assist industry in its efforts to
improvement equivalent to current international benchmarks, at the least.
meet the Tripartite agreed
OCCUPATIONAL HEALTH
Industry Target: Elimination of Silicosis
Occupational Health and Safety
Milestones:

The MOSH Leading Practice
Milestones.
By December 2008, 95% of all exposure measurement results will be below the
occupational exposure limit for respirable crystalline silica of 0.1mg/m3 (these results are
2.
individual readings and not average results)

After December 2013, using present diagnostic techniques, no new cases of silicosis will
in 2003 and in 2005 the CEOs of
occur amongst previously unexposed individuals (Previously unexposed individual =
the major mining companies
individuals unexposed prior to 2008, i.e. equivalent to a new person entering the industry at
committed their companies to
2008).
Industry Target: Elimination of Noise Induced Hearing Loss (NIHL) (The present noise
achieve the 2013 milestones.
exposure limit specified in regulation is 85dB/A)
Milestones:


The milestones were agreed to
3.
After December 2008, the hearing conservation programme implemented by industry must
The MOSH Adoption system
ensure that there is no deterioration in hearing greater than 10% amongst occupationally
was developed in 2007 and
exposed individuals
piloted in 2008.
By December 2013, the total noise emitted by all equipment installed in any workplace must
not exceed a sound pressure level of 110dB (A) at any location in that workplace (includes
individual pieces of equipment).
Copyright
Copyright in this brochure is vested in the Chamber of Mines of South Africa. The brochure may be used, without liability to the Chamber, by
its members and by others who see benefit in its use, provided that it may not be reproduced in whole or in part in any form for the purpose
of offering commercial services to any person or organization, without the prior written permission of the Chamber. Use of the brochure and
its contents is the sole responsibility and liability of the user.
Fatalities / million hours worked
Fatality rates for gold mines
0.50
Milestones set
CEO Commitment
0.40
MOSH System agreed
0.30
Gold Mines
Milestone Target
0.20
0.10
2013 Milestone (0.05)
0.00
2000
2002
2004
2006
2008
Years
2010
2012
2014
4.
progress since 2003, but
attainment of the milestones will
Fatality rates for Platinum and Coal mines
Fatalities / million hours worked
Industry has made considerable
require further sustained effort
0.30
for the foreseeable future.
Platinum mines
Coal mines
0.20
Milestone Target
0.10
2013 Milestone (0.03)
0.00
2000
2002
2004
2006
2008
Years
2010
2012
2014
Key features of the adoption system – industry ownership and behaviour modification
5.
Industry ownership – schematic of the MOSH structures
The Task Force is comprised of
senior executives from mining
companies. It decides on the
major areas of risk to be
addressed by the adoption
Chamber Council
Adoption Team Sponsors
system.
MOSH Task Force
(One per team)
6.
led by experienced persons
Advisory Body
Chamber Executive
(Tripartite)
seconded to the Learning Hub by
mining companies. The teams,
Learning
Hub
MOSH Secretariat
The MOSH Adoption Teams are
which include representatives
Specialist support for MOSH adoption teams
from the mining companies, are
supported by a specialist
MOSH
MOSH
MOSH
Adoption Team
Adoption Team
Adoption Team
No 1
No 2
No 3
No 4(max)
(Noise)
(Dust)
(Falls of Ground)
(Transport &
Machinery)
secretariat.
MOSH
Adoption Team
7.
Leading Practices having the
greatest OHS improvement
potential are selected at a
workshop involving technical
experts drawn from the mining
companies and other
Facilitation of widespread adoption of leading practice
Mosh Leading Practice Adoption System – a leading practice in its own right
S Malatji and JM Stewart
organisations as appropriate.
Page 2
Schematic of the Behaviour Change Process
8.
The adoption system
recognises that a change in
people’s behaviour is
Misperceptions
Poor understanding
Knowledge gaps
Disbelief
Misperceptions
fundamental to the adoption of
Existing Mental Model
any new practice or technology.

Without this, adoption will not
-Misplaced Resistance-
occur.
9.
It also recognises that
sustainable adoption requires
Direct
Enquiry
Process
prevailing mental models, which
can act as barriers to adoption,
to be identified and addressed
through appropriate behavioural
Analysis of direct enquiry responses to
establish prevailing Mental Model
communication and leadership
Expert model of
risk situation
Compare with expert model and behaviour
science to identify communication and
leadership gaps and needs
Best Available
Knowledge
behaviour programmes.
10.
Established
behaviour science
Importantly, the required
behavioural programmes are
derived from a comparison of
Behavioural communication
plan to address:
 Misperceptions
 Knowledge gaps
 Harmful beliefs
Leadership behaviour
plan to address:
the prevailing mental model with
 Training needs, etc.
 Key behaviours
 Supervisor support
scientifically established best
It makes sense to me
It will improve my safety
Safe production is important
We must make it work

-Well-founded Acceptance-
available knowledge.
11.
Industry ownership and
behaviour modification are two
key features of the MOSH
New Mental Model
Leading Practice Adoption
System. Together they
distinguish it from all previous
approaches at facilitating the
transfer and adoption of new
technology or practice.
Simple logic of the MOSH Adoption process
The basic MOSH process
Step 1
Identify the leading practice with the greatest OHS benefit
12.
The essence of the MOSH
Adoption Process is extremely
Step 2
Document the leading practice, including behavioral plans
simple. It is not new. What
makes it special is the detail –
full implementation of the detail
is thus most important.
Step 3
Facilitate widespread adoption of the leading practice
Mosh Leading Practice Adoption System – a leading practice in its own right
S Malatji and JM Stewart
Page 3
13.
The two schematic
representations of the
process shown here
Legend for both figures
illustrate the systematic
BC
Behavioural Communication
LB
Leadership Behaviour
step by step approach,
COPA
Community of Practice for Adoption
as well as the time scale
LPAG
Leading Practice Adoption Guide
and detailed nature and
LP
Leading Practice
scope of the process,
which is presented here
in broad terms.
Mosh Leading Practice Adoption System – a leading practice in its own right
S Malatji and JM Stewart
Page 4
Ongoing provision of specialist support
14.
In order to ensure that the
industry led MOSH
Adoption Teams are fully
Permanent full-time specialist
secretariat to support Adoption Teams
and Process
effective in executing the
MOSH adoption process
they are supported by a
dedicated full-time
 Adoption Specialist for each Adoption
Team
 Behaviour Specialist
 Monitoring Specialist
 Administrative support
secretariat with the
necessary specialist and
administrative skills. This
is a very important
enabling aspect of the
adoption system.
Establishment of MOSH Adoption Teams in key risk areas
Fatalities / million hours
Fall of Ground - Fatality rates
0.16
0.14
0.12
0.10
0.08
0.06
0.04
0.02
0.00
2002
15.
There has been a
remarkable improvement in
FOG fatality rates since
2002. It is no longer the
stand-out leading cause of
fatalities in SA mines.
2004
2006
2008
2010
2012
2014
Year
Fatalities / million hours
Transport and Machinery - Fatality rates
0.09
0.08
0.07
0.06
0.05
0.04
0.03
0.02
0.01
0
2002
16.
accidents as a cause of
fatalities in SA mines is now
comparable with those
caused by falls of ground.
With increasing
mechanisation the
importance of this risk area is
likely to grow, and efforts in
2004
2006
2008
2010
Year
Mosh Leading Practice Adoption System – a leading practice in its own right
S Malatji and JM Stewart
Transport and Machinery
2012
2014
this area will need to be
intensified.
Page 5
% compliance with 0.1 mg/m3 requirement
Respirable dust - compliance levels
100
95
Shortfall
90
85
80
17.
% Exposures < 0.1 mg/m3
eliminate silicosis one of the
Target
75
2003
Control of respirable dust to
major challenges facing the
2004
2005
2006
2007
2008
2009
2010
2011
2012
mining industry. Silicosis is
Years
responsible for disability and
death on a scale that is
clearly unacceptable.
Reported new cases of silicosis
1,800
1,600
Number of cases
1,400
1,200
1,000
800
Gold mines
600
Platinum mines
400
200
0
2002
2004
2006
2008
Years
2010
2012
Noise - Exposure and Impact
100
350
PLH = Percentage loss of hearing
Exposure:
% of employees > 85 dB(A)
300
80
250
70
60
200
50
150
40
30
Exposure
20
Impact
10
0
2006
50
Elimination of Noise Induced
Hearing Loss (NIHL) due to
conditions at work is another
major risk area. It is
responsible for significant
harm being experience by
the workforce. Ideally, the
problem should be
addressed at source by
buying quiet equipment and
maintaining it so.
2007
2008
2009
2010
Years
2011
Mosh Leading Practice Adoption System – a leading practice in its own right
S Malatji and JM Stewart
100
Impact:
No. of employees with PLH shift > 10%
18.
90
2012
0
2013
Page 6
Developing an expert understanding of the risk situation
Basic Framework of a Generic Causal Chain Risk Summary Table
19.
The need for an expert
understanding of the
Part A – Description of the causal chain
risk area being
No
Nature of the hazard
No
Exposure to the hazard
No
Outcomes of exposure
addressed is obvious.
Description of the different
Description of all the ways in
Without such an
hazard/s (substances /
categories of exposed
which workers might be
understanding the risk
equipment / events / etc.)
persons, the nature and
affected and harmed by
Description of the identified
of addressing symptoms
exposure to the risk,
duration of exposure, and
including biological or
physiological effects.
any other details that
and not causes is real.
characterise the exposure
Data Gaps
20.
Identify any gaps that need to
Identify any gaps that need
Identify any gaps that need to
be investigated
to be investigated
be investigated
there is another equally
important reason.
Part B - Current risk mitigation controls and strategies
Identify and describe
In the adoption system
Unless one has such an
Identify and describe
understanding, it is not
Identify and describe
possible to identify the
Weaknesses
knowledge gaps,
Identify and describe
Identify and describe
Identify and describe
misperceptions and
mistaken beliefs of
Part C – Possible improvements in risk mitigation controls and strategies
adopters and key
Identify and describe
Identify and describe
Identify and describe
stakeholders. It is these
Possible new practices
Identify and describe
mental models that can
Identify and describe
act as barriers to
Identify and describe
adoption of a selected.
leading practice
Example expert model influence diagram - for the dust risk
Crushing, tipping, milling,
screening, etc.
Rock
processing
Rock
transport
Scraping, loading, hoisting,
conveyors etc.
Drilling, blasting, mechanised
mining, etc
Adequate ventilation
for dilution
Rock
breaking
Ventilation
planning
Ventilation
control
Source /
process
Ore Body
Traffic flow, Conveyor belts, Transfer/tip location,
Production rate, vehicles, material handling
Effective control mechanisms
to be in place and maintained
Correct allocation at the right
place
Production
work plan
Ventilation
management
21.
Insignificant
Significant
model. The model may
take the form of a causal
Exposure
chain risk summary table
Controls
Selection /
installation
Human
Factor
Monitoring
Control at source was identified as the
area of highest risk - see expanded
detail on controls below
Biological
and / or an influence
Health
Outcomes
Xray changes (visible tissue
change).
Lung function changes as a
result of fibrosis (restrictive).
Autoimmune response
resulting in increased
susceptibility to TB and other
connective tissue diseases,
e.g. Scleroderma.
Mosh Leading Practice Adoption System – a leading practice in its own right
S Malatji and JM Stewart
this expert understanding
is captured in an expert
Mobility
Silica, Asbestos, Coal
Hard metals (from tool use such as
grinders), lung exposure to certain fumes
such as ammonia and chlorine
Auditing
In the adoption system
Pneumoconioses (Silicosis,
Coal workers’ Pn).
Connective tissue
diseases.
Restrictive/ obstructive
airways diseases.
TB and other
(cardiovascular diseases,
pulmonary cancer).
diagram.
Silicosis & TB (Severity of
outcomes), morbidity/ mortality/
quality of life.
Family/ societal/ community.
Compensation.
Retirement medical surveillance
Dust risk levy, Poor public image
Stock price/ share value .
Page 7
Selection of the leading practice with greatest potential
Preparatory Work
Risk assessment
analysis
Adoption Team
(Group) inputs
Review of R&D
outcomes
22.
Input from
selected experts
Visits and
discussions at
mines
Draft expert model
and list of potential
leading practices
A special workshop involving
the most experienced and
knowledgeable people in
industry is held to select the
leading practice that has the
greatest potential to improve
Identify / invite key persons to participate in workshop
OHS in the risk area in
question.
Workshop
Facilitated &
structured to consider
/ identify potential
leading practices
23.
The practice is selected using a
rigorous procedure and relevant
selection criteria agreed upon
by workshop. participants.
Leading practice selection criteria agreed at workshop
Selected Leading Practice with greatest
OHS benefit
Identification of potential adoption mines and their key persons
24.
With input from the Task Force
and mining company
representatives of the MOSH
Adoption Team, all potential
adoption mines, and the key
Identification of potential adoption mines
people at these mines are
identified.
Is the leading practice applicable at the mine?
Input and guidance:
25.
Will the mine benefit from adoption?
 Task Force Rep.
 Adoption Team
 Group Specialist
This enables:
 The identification of key
adopters, decision makers and
other key stakeholders.
Contact details of Manager and relevant Specialist?
 The selection of an appropriate
group of persons to be
interviewed in the direct enquiry
process to establish the
Prioritised list of potential adoption mines
(To focus on mines with greatest benefit – most likely
adopters – interviewees for direct enquiry process –
recipients of early behavioural communications
material)
prevailing mental models, and,
26.
The initiation of a communication
process to inform key persons of
relevant findings and
developments.
Mosh Leading Practice Adoption System – a leading practice in its own right
S Malatji and JM Stewart
Page 8
Identification of prevailing mental models
27.
The direct enquiry process
recognises that all
interviewees are experts about
what they experience. It is thus
a respectful process. It is used
to identify the mental models
Identify key adopters and other stakeholders
of the key adopters, deciders
and other stakeholders.
Develop direct enquiry protocol (procedures / questions)
28.
The carefully developed open
ended questions of the direct
enquiry process provide the
Select persons to be interviewed
interviewees with an
opportunity to confidentially
Train interviewers and conduct enquiries
say exactly what they think.
29.
The empirically determined
mental models provide the
Analyse responses and establish mental model
basis for developing
behavioural communication
Develop Behavioural Communication
and
Leadership Behaviour plans
and leadership behaviour
plans that are generically
applicable to the complete
spectrum of identified potential
adoption mines.
Documenting the leading practice at the Source mine
30.
Technical details:
Investigate and document
A detailed plan is developed for
conducting the investigations at
the source mine.
31.
Investigation of the behavioural
aspects is based on the insights
Leadership detail:
Investigate and document
gained in developing the generic
Detailed Source
investigations report
Communications:
Investigate and document
behavioural plans.
32.
The behavioural aspects
observed at the source mine are
used to update the generic
behavioural plans.
Example materials
 Training
 Communications
 Signage
33.
The investigations seek to
capture all the information
needed to enable the practice to
be replicated at another mine.
Mosh Leading Practice Adoption System – a leading practice in its own right
S Malatji and JM Stewart
Page 9
Identifying and documenting the full value case
34.
The value case is determined
for each leading practice
through a process of careful
investigation.
Financial Impacts





Strategic Impacts





Initial cost
Operational cost
Financial benefits
Production
Etc.
35.
Health & Safety
Relationships
Image
Investor support
Etc.
The value case includes
business case considerations
but it also identifies the often
more important strategic
benefits associated with
adoption of the leading practice.
36.
Setting the goal of achieving
zero harm at work is
aspirational and admirable:
The Generic Value Case
adopting and appropriately
acting on it requires high-level
strategic decision making.
Provision of a Leading Practice Adoption Guide to facilitate widespread adoption
Part 1:
Strategic
Context
 The problem
 The practice
 The value case
Part 2:
Detailed
Adoption
Guidance
Part 3:
The Leading Practice
 Technical details
 Behavioural communication
 Leadership behaviour
37.
This is a user-friendly document
that contains all the information
that a potential adoption mine
needs to voluntarily decide
Summary framework of overall adoption plan
1
1
2
3
4
5
6
7
8
9
10
11
12
13
whether or not to adopt the
Weeks
Activity
Ste p
2
3
4
5
6
7
8
9
10
practice, and to then successfully
11 12 13 14 15 16 17 18
Facilitate adoption decision
S ecure support for adoption
E stablish and effective mine adoption team
P repare initial plan for adoption
Initiate baseline monitoring programme
E stablish effective relationship with the COP A
Update key stakeholders on progress
P lan and conduct direct enquiries
Customise generic behavioural plans
Harmonise leading practice with with mine standards
Assess risks and develop final adoption plan for approval
Develop training and communication materials
Brief and train key mine persons
14 Implement pilot adoption of the practice
15 M onitor evaluate and report on performance
16 Finalise and implement mine-wide roll-out plan
adopt the practice should it
decide to do so.
38.
The Leading Practice Adoption
Guide (LPAG) makes it clear that
the leading practice comprises of
three equally important legs. All
three need to be implemented for
adoption to be complete and
sustainable.
Detailed appendices:
Pro-forma plans - Worksheets -Example materials
Mosh Leading Practice Adoption System – a leading practice in its own right
S Malatji and JM Stewart
Page 10
Customisation of the leading practice at adoption mines
Mine-specific circumstances
39.
The adoption procedures outlined
in the Leading Practice Adoption
Conduct direct enquiries to
establish mine-specific
mental model issues
Review practice
against mine
operational
standards
Guide include guidance on
customising the leading practice
to fit in with mine-specific
circumstances.
Customise noncore elements of
Leading Practice
Customise Generic
Behavioural
Communication Plan
Customise Generic
Leadership
Behavioural Plan
The Leading Practice Adoption Workshop - initiates facilitation of widespread adoption
Workshop Purpose
 To initiate the process
of facilitating
widespread adoption
 To establish a
Community of Practice
for Adoption – a COPA
40.
Who to attend?
 Mine Managers
 Relevant specialists
 Other key stakeholders
Key persons from all identified
potential adoption mines are
invited to attend the Leading
Practice Adoption Workshop.
41.
The workshop, which leads to
the establishment of a
Community of Practice for
Adoption (a COPA)actively






What is covered?
Leading Practice details
Value case
Behavioural processes
Leading Practice Adoption Guide
Role and function of COPA
Establishment of COPA
Mosh Leading Practice Adoption System – a leading practice in its own right
S Malatji and JM Stewart
starts the process of
facilitating industry wide
adoption of the selected
leading practice.
Page 11
Establishment of a Community of Practice for Adoption – for on-going facilitation




Who?
Mine Managers (initially)
Relevant specialists
Mine Adoption Team Manager
Mine Behavioural Overseer
42.
COPA
Provide ongoing
facilitation of the
adoption process




Modus operandi?
Regular meetings
Jointly implement Leading
Practice Adoption Guide
Work directly with lead
adopter mine
Assist other adoption mine
to extent possible
The COPA serves as a mechanism
for mines to acquire guidance,
assistance and specialist training to
achieve successful adoption of the
Leading Practice.
43.
The COPA terminates its existence
when its members feel that it is no







What?
Explain / use Leading Practice
Adoption Guide
Provide / arrange training
Problem solving
Provide / arrange assistance
Share adoption experience
Continuous improvement
Mine visits as appropriate
longer needed.
Conclusion – the process is continuous
Disband COPA when no longer needed
Identify new leading practice with best potential
Cycle of
continuous
OHS
improvement
44.
The process of continuous
improvement never stops.
Investigate / document new practice for adoption
Establish COPA and facilitate widespread adoption
Acknowledgement
The role and contribution of the MOSH Adoption Teams, the Learning Hub Secretariat and Chamber member mining
companies to the development of the MOSH Leading Practice Adoption System is gratefully acknowledged. So too is the
contribution of Decision Partners LLC, Pittsburgh, USA, particularly in regard to development of the behaviour-based
techniques that form a key element of the system. Much of the material presented in this paper is drawn from the Guidance
Handbook on the MOSH Leading Practice Adoption System prepared by J M Stewart on behalf of the Chamber of Mines of
South Africa.
Mosh Leading Practice Adoption System – a leading practice in its own right
S Malatji and JM Stewart
Page 12