South Africa leads the world in its early enforcement of Proximity Detection Systems (PDS) on mining sites, but many mines still struggle to apply the advanced technology effectively. Pieter Wolfaardt from Apex, Booyco Electronics' training partner of choice, explains why change management is central to successful applications, and what this process involves.
Successful implementation of PDS combines advanced technology, structured training, and behavioural change.
He says implementing a Level 9 PDS on a mining operation is as much about behavioural changes as it is about technical solutions.
“Conducting an operational readiness assessment process upfront highlights all potential impacts on operations and pedestrian safety, giving the mine the opportunity to integrate Level 9 PDS smoothly with both the PDS and yellow fleet OEMs,” Wolfaardt says.
It is over two years since the South African Department of Minerals and Energy’s Level 9 intervention made it a legal requirement to install PDS on all trackless mobile machines (TMMs). This is the latest step in the country’s journey as a global pioneer in this field. The advanced pace of regulation has also spawned a vibrant local economy of PDS developers and suppliers, in which Booyco Electronics has been a prominent player since 2006.
Wolfaardt highlights that there is well-proven Level 9 PDS technology available to mines, and it has been shown to mitigate safety risks significantly. However, the best results require more than technical installations; they require a systematic process of change management by all involved.
“Integrating a Level 9 PDS into a mining operation fundamentally alters the way mines operate. Change management is about bridging the disconnect between the technology and the people.”
He notes that the change process impacts safety culture, production and operator behaviour. Without structured change management, resistance to new protocols can undermine the system’s effectiveness.
“In our experience, a lack of change management often leads to a mine experiencing undue production stoppages, miscommunication and frustration among operators and managers,” he says.
By fostering better understanding and acceptance, change management ensures that safety improvements translate into long term adjustments in behaviour – going beyond basic compliance to support a stronger culture of safety.
Wolfaardt says Apex, as the training service provider for Booyco Electronics, addresses these challenges by ensuring all stakeholders are involved and committed to the process. A key starting point is a mine steering committee, ideally chaired by the general manager, to ensure alignment across departments from procurement and human resources to engineering and production. Apex then assumes its role as the Level 9 PDS change management facilitator and trainer on this committee.
“Leadership commitment is the driving force behind successful Level 9 PDS adoption, so when a general manager champions the change, it signals to employees that safety is a core priority,” he says. “At the same time, every department must buy into the process and recognise their role.”
One of the main aspects of the change management process focuses on the mine’s traffic management plan, part of the baseline risk assessment prescribed by the Machinery and Occupational Safety Act. This plan will identify all the vehicles and zones of significant risk on the mine and starts with a traffic analysis.
“Developing a sound traffic management plan will ensure that the mine understands its current traffic situation: Which vehicles are in the TMM fleet? Where do they travel? How often, and at what speeds?” he explains. “The plan must also analyse aspects such as road conditions, illumination levels and ventilation – as well as the critical issue of interaction between machines, and between machines and pedestrians.”
It is important to identify pre-emptive traffic management adjustments that will minimise disruptions and enable mining operations to continue efficiently. Structured training is conducted with operators and other stakeholders, to understand the mine’s new operating dynamics.
“Training is a cornerstone of effective Level 9 PDS implementation and needs to be based on the gaps that we identify in the system,” Wolfaardt emphasises. “It focuses on change management with the people and educates personnel on new protocols. This often goes beyond classroom training and should be tailored to operational needs.”
He adds that effective communication strategies, such as regular briefings and transparent discussions about challenges, help to build trust and buy-in from employees. Engaging workers in safety committees and seeking their input on system refinements also promotes ownership of the change.
For more information visit: www.booyco-electronics.co.za