Overview Mandatory common core training for diamond drillers in

In September of 1988, The Canadian Diamond Drilling Association asked the Hard Rock Mining Committee to assist in the development of underground and surface modular training programs for diamond drilling.

This request was the direct result of the Ministry of Labour’s intent to legislate mandatory Common Core training for diamond drill firms working in Ontario.

The underground portion of the program is complete and will soon be a requirement under the Mining Regulations. Now, for the first time, diamond drill firms operating in Ontario will be required to give high priority to the development and accreditation of modular training.

N. Morissette Canada Inc. has taken a pro-active role in accepting the proposed legislation, in the sense that we intend to reap the benefits of a properly managed training program.

By definition, Common Core Modular training is a self-paced, performance-based training system which provides workers-trainees with the knowledge, skills and attitudes required to be competent workers.

Common Core was first introduced into the hard rock mining industry in October of 1979, resulting from recommendations of the “Royal Commission on Health and Safety in the Mining Industry” (better known as the “HAM Commission”). The commission identified that a high number if injuries were occurring among young and inexperienced miners. The commission targeted this area and recommended that the industry, government and labour give high priority to the development, standardization and accreditation of modular training and qualification for workers in mines.

The decision to implement modular training for underground miners on an industry-wide basis was incorporated as a requirement under the mining regulations.

Two years later, the Burkett Commission, a joint federal-provincial inquiry commission reported on safety of workers in the Ontario mining industry. The commission acknowledged a 21% reduction in injuries sustained by young and inexperienced miners since the implementation of Common Core modular training. The commission reinforced the effectiveness of Common Core modular training for all new workers.

Years later, in early 1988, the Ontario legislature’s Standing Committee on Resources Development again reported on accidents and fatalities in the Ontario mining industry. The committee recommended that contractors, or more specifically, diamond drill contractors incorporate a training program modelled around modular training.

But why Common Core for the diamond drill industry in Ontario? Well, the answer is quite simple; take a look at our injury frequency. For years we’ve been consistently higher than any other group within the mining sector.

Who are the accidents happening to? Again, similar to that of the past within the mining industry, the injuries are occurring to those with little experience.

What are the immediate causes of the accidents? Substandard actions, due either to poor attitudes or improper procedures.

How are the accidents being prevented? Certainly not by changing or developing training procedures.

Since the industry had shown little improvement in our accident frequency, the Ministry of Labour had no alternative but to legislate mandatory training.

Initially, the training program used for training new miners was targeted for diamond drillers. However, thanks to the initiative of Clarence Watson and Jean-Guy Raymond, the Canadian Diamond Drill Association asked the Hard Rock Mining Committee to assist in the development of underground and surface modular training programs for diamond drillers.

The tripartite committee felt they did not have the expertise to develop such a program and recommended to the Ministry of Skills Development that a separate committee be formed with representatives from the diamond drill industry to complete the task.

This newly formed Underground Training Development Committee worked diligently for one and a half years and developed guidelines for training diamond drillers.

The Underground Program consists of two levels; Basic (Helper) and Runner.

To complete the Helper Level successfully, the trainee/worker must demonstrate the required competence in 10 modules. Two additional modules have been developed and must be successfully completed to attain the Runner Level.

The Committee stipulates that the training must be demonstration based rather than time based and should take place in the normal work environment of the trainee.

In order to attest to the competency of employees, a company is required to submit for signing authority. More specifically, Ontario operators must submit to the Ministry of Skills Development: a written application and resume of the designated training officer requesting signing authority. The Ministry, after reviewing the application, will then request to meet with senior management from the firm to verify eligibility before signing authority is granted.

Out of province operators must follow the same procedure as well as maintaining an Ontario address.

Once legislated the program will appear in the Occupational Health and Safety Act for Mining and Mining Plants (O.H.S.A.) under Section 10, of the regulations.

Like any other Act and Regulations, there are offenses and penalties.

Under provisions of Bill 208 which have already received Royal Assent, officers or directors of a company that fail to comply with the provisions can now be held personally responsible.

Who is going to enforce compliance? The Ministry of Labour as well as the industry itself self policing.

It will be self policing in the sense that any substandard training within the industry will eventually surface. Signing authorities are responsible for their firm’s compliance and if found guilty of conducting substandard training, signing authority may be revoked and fines levied.

The Ministry of Labour will also be checking to ensure compliance. The Ministry of Labour is looking very closely at our industry and the nature of the injuries.

N. Morissette has taken a pro-active role in accepting the proposed regulations in the sense that we intend to reap the benefits of a properly managed training program.

Not only do we foresee a reduction in injuries and compensation cost, but we also see an increase in job satisfaction, loyalty, team spirit, and a more efficient, flexible and cost effective operation; the list goes on and on.

The meet our needs of safety, quality, productivity, cost effectiveness, our employees must have certain knowledge, attitudes, and skills. Their development cannot be left to chance; or trial-and-error. They require a planned process such as common core.

N. Morissette has dedicated hundreds of hours developing a training manual including methodology on meeting our objectives and evaluating follow-up. Training is well underway, with 90 per cent of our underground workforce trained to the basic level.

James Goodwin is safety and training supervisor for N. Morisette Canada Inc.