As maintenance teams navigate the realities of working at height, a new approach is emerging, one built on foresight, not afterthought.
Working at height remains one of the most persistent and serious issues across mining and resource operations. The risks are well understood, yet they continue to manifest, particularly during maintenance work. In this space, where access is complex, time pressures are high, and tasks are often reactive, the difference between control and potentially dangerous situations can hinge on a single overlooked detail.
For many operations, maintenance represents the convergence of multiple risk factors: non-routine tasks, limited access points, variable weather, and the frequent involvement of external contractors. These realities make “safety first” more than a slogan; it must become a discipline, embedded in every stage of planning and execution.
The first principle of a safety-first approach is that prevention begins long before anyone straps on a harness. In the rush of shutdowns or unplanned repairs, there’s a tendency to default to control measures at the lower end of the hierarchy, fall arrest systems, permits and personal protective equipment (PPE). But the real gains in safety come when organisations look higher up that hierarchy, asking a more fundamental question: does this task even need to be done at height?
Engineering solutions such as remote inspection cameras, modular plant components and ground-level assembly areas are proving that, in many cases, the answer can be “no”. Even where height access remains necessary, proactive planning allows teams to choose safer options; fixed walkways instead of ladders, engineered platforms instead of scaffolds, or mechanical lifting aids that reduce human exposure.
When this mindset is applied early in the maintenance planning process, height safety becomes an outcome of good design rather than a burden of compliance. The safest rescue plan, after all, is the one that never needs to be used.
Across the mining sector, the majority of maintenance tasks involving height are carried out by contractors. They bring vital expertise and flexibility, but they also introduce variability in systems, culture and competence. Too often, contractors are treated as outsiders to the safety ecosystem, briefed on the rules but excluded from the planning.
A true safety-first approach treats contractors as partners. It begins with verifying their capability and continues through shared ownership of risk. This includes confirming that height safety training is current and workers hold genuine competency, the training is relevant to mining environments, rescue plans are specific to the task and location, and all equipment used for fall protection has a traceable inspection history. Beyond compliance, it means involving contractors in pre-start discussions, risk reviews and post-job debriefs so lessons flow both ways.
When contractors are embedded in the conversation, not just supervised through it, safety culture shifts from control to collaboration. This is where most of the untapped value in contractor management lies.
Even with competent people and good intentions, the physical environment plays a decisive role. Fixed access systems, anchor points, and walkways in mining settings endure relentless conditions: corrosion, vibration, heat and mechanical impact. Without rigorous inspection and re-certification, what was once compliant can quickly become unsafe.
Temporary systems pose similar risks. The word “temporary” should never be mistaken for “improvised.”
Every scaffold, portable anchor, or restraint system must be engineered for its intended load and location. When teams understand that height safety is as much an engineering discipline as it is a procedural one, the quality of their decisions improves. The result is not just safer access, but greater confidence in the integrity of the work environment itself.
People, behaviour and the pause
No safety system can compensate for rushed decisions. Human factors, fatigue, complacency and production pressure remain the most common precursors to fall-related incidents. Encouraging workers to pause, think and plan before stepping off the ground is one of the simplest yet most powerful defences available.
Leaders set the tone. Their presence in the field, willingness to listen and recognition of cautious decision-making send a message far stronger than any slogan. The ability to stop and reassess a job when conditions change should be celebrated, not criticised. When people feel trusted to act on their judgement, they are more likely to take ownership of their safety and the safety of those around them.
Even in well-managed operations, incidents can occur. That is why a safety-first approach also demands a credible rescue capability. Rescue planning should never be an administrative formality; it must be a rehearsed and practical skill.
Mining operations, particularly those in remote locations, cannot rely solely on external emergency services. Teams on site must be equipped and trained to act immediately, with the right gear and the confidence to use it. Regular drills improve readiness and reinforce the importance of prevention: every rescue practice serves as a vivid reminder of why planning matters.
Learning, sharing and improving
Each near miss, unsafe condition, or positive intervention carries information that can prevent future harm. The best organisations treat these not as isolated events but as opportunities for system-wide learning. Digital tools now make it easier than ever to capture, share and analyse these insights across teams and sites.
By aligning with recognised frameworks such as ISO 45001 and the Model Code of Practice: Managing the Risk of Falls at Workplaces, operations can benchmark their practices against national and international standards. But it is the local sharing of knowledge, between crews, between shifts, and between operators and contractors, that most powerfully reinforces a safety-first culture.
Some still view safety as an obstacle to efficiency. In reality, the opposite is true.
Well-planned maintenance that reduces height exposure often delivers better task design, cleaner workflows and fewer delays. Removing uncertainty through engineering and competence improves schedule adherence and quality of work. The decisions that protect people also enhance performance.
When safety is embedded in planning and design rather than enforced through paperwork, it stops being a competing priority and becomes part of the way work is done.
Strength in anticipation
“Safety first” is not defined by the presence of harnesses, helmets, or procedures. It is defined by anticipation, the ability to see risk before it manifests, to design out exposure before it becomes a problem, and to involve every person on-site in the act of prevention.
Working at height will always carry risk, but that can be managed, controlled and often removed when planning, engineering and decision-making align. In an industry where complexity and consequence meet every day, this is the foundation of sustainable safety performance, and of workers’ right to go home safely, no matter how high the job takes them.
By Working at Height Association – Australia chief executive officer Scott Barber