Risk management in the mining sector through complex systems

There is a wide diversity of concepts related to complexity. What the Santa Fe Institute (USA) calls "systemic" corresponds to what Morin (Morin, 2006) calls "complex". Mariotti (2000) outlines the need for a unified terminology. When understanding complexity, it can be perceived as a fabric (what is woven together) of heterogeneous inseparably associated constituents (.) (Morin, 2006). According to different authors, the main drivers of complexity can be found in human behaviour and in uncertainty. This structural of dynamic complexity can be organizational, technological, or nested in human relationships. The complex interrelationship that exists between individuals within an organization or project and its influence on competitiveness can be studied by individual emotional intelligence and organizational behaviour (Love, Edwards, and Wood, 2011). According to ISO 31000: 2009, risk management "refers to a coordinate set of activities and methods that is used to direct an organization and to control the many risks that can affect its ability to achieve objectives". When concerning any sector, industry, services, project, or activity, the use of models or theories are required as guidelines. Therefore when its basic elements comprehend human behaviour and/or uncertainty, in order for risk management to be effective and adapted as much as possible to reality, it must be operational within complex systems, as already demonstrated in different R&D environments. Risk management faces particular challenges when approaching more specific needs, such as in the mining sector. The ILO convention (C175, 1995) concerning Safety and Health in Mines, establishes "that workers have a need for, and a right to, information, training and genuine consultation on and participation in the preparation and implementation of safety and health measures concerning the hazards and risks they face in the mining industry", and furthermore recognizes "that it is desirable to prevent any fatalities, injuries or ill health affecting workers or members of the public, or damage to the environment arising from mining operations". In this context, risk assessment of integrated operations can be improved by complex risk models and dynamic environments (Grotan, Storseth and Albrechtsen, 2011). Hence, complex systems can provide decision makers with a supporting tool comprising a three axis analysis model. Each of the three axes (X, Y and Z) comprehends a multi-variable linear function f i: X: f_1 (management variables related to mining); Y: f_2 (variables related to risk management systems) and Z: f_3 (variables related to complex systems. Designing, developing, and testing a risk management decision-making model within complex systems, transversal to other hazard sectors of all economic activities, may provide organizations with sustainable and integrated risk management indicators.