Beyond compliance: elevating safety standards in underground mining

Mining leaders must elevate underground safety standards to protect workers and boost operational excellence and profitability. 

In brief

• Underground mining safety is evolving, with proactive risk management to protect lives and strengthen operational resilience.
• Strong environment, health and safety (EHS) programs link safety to profitability, improving efficiency and reputation, and attracting investment for long-term success.
• Leadership, culture and technology drive leading-class safety standards, shifting from compliance to performance-based models.

Enhancing critical risk management is vital for driving improvements in safety and operational excellence in the mining sector. According to the International Council on Mining and Metals’ (ICMM) 2024 Safety Performance Report, the mining industry experienced a rise in fatalities in 2024, with 42 reported across ICMM’s 24 member companies. This marks an increase from 36 fatalities in 2023 and 33 in 2022, indicating a troubling upward trend over the past three years.

43% of those fatal incidents occurred underground. Indeed, underground mining presents a unique set of challenges and risks that distinguish it from other subsectors. Mine collapse incidents have tragically underscored these dangers, serving as a stark reminder of the critical importance of safety in underground operations.

By proactively reinforcing safety protocols and advancing critical risk management practices, mining organizations can enhance operational resilience and achieve improved outcomes in the future.

Safety and profitability: a dual imperative

Evidence for the relationship between safety and profitability in mining is mounting. According to the 2025 EY Global EHS Maturity Study, organizations that invest in robust EHS programs experience significant operational efficiencies and improved business performance.

In Canada, 70% of surveyed executives reported their health and safety initiatives positively impacted their bottom line. This correlation emphasizes safety is not merely a regulatory obligation but a strategic business imperative. Companies that prioritize safety can reduce accident rates, enhance organizational reputation, strengthen talent retention and ultimately drive profitability.

The study further revealed 85% of Canadian respondents attributed operational efficiency improvements to a robust EHS approach. As mining leaders pursue underground projects, integrating safety and fatality prevention into their core operating strategies will remain essential for sustained growth. This dual focus on safety and profitability can create a virtuous cycle where enhanced safety measures drive better financial performance, opening the door to new avenues of growth investments.

The financial implications of safety can also extend beyond immediate cost savings. Investors are increasingly scrutinizing companies’ safety records and EHS practices, recognizing a strong safety track record can mitigate risks and enhance long-term value. A mining company with a solid safety reputation is more likely to attract investment and new business, and maintain a competitive edge in the market. Integrating safety into business strategy is not just about compliance: it’s about positioning the organization for success.

Bridging gaps: leadership, culture and technology

Equally important in addressing safety performance gaps is the establishment of a safety culture, led from the top of the organization, that prioritizes accountability and continuous improvement.

Strong leadership is crucial in establishing a safety-first organizational mindset. Executives must actively engage with employees, encouraging open communication about safety concerns and promoting a proactive approach to risk management. Significant injury and fatality prevention requires a mindset shift across the workforce, from the C-suite to the operators on the ground. This cultural shift is essential to creating an environment where safety is prioritized at all levels.

Technology also has a role to play in enhancing safety measures and facilitating proactive critical risk management. EY’s 2025 Global EHS Maturity Study indicates that while many organizations deploy integrated EHS platforms, there is still a significant opportunity to invest in advanced technologies that can shift safety management from reactive to proactive.

For example, real-time data analytics from in-field verifications can help identify potential control failures before they escalate into major incidents. By embedding safety into the organizational culture and prioritizing technological advancements, mining companies can create leading-class safety standards that protect their workforce and enhance operational safety and efficiency.

Ultimately, the pursuit of “zero harm” in underground mining should not be viewed as an impediment to productivity, but rather as a concurrent objective that drives success. By recognizing the interconnectedness of safety and profitability, mining leaders can foster a culture of safety that prioritizes their workforce’s wellbeing while achieving operational excellence. The commitment to safety must be nothing short of unwavering: it not only protects lives, but contributes to the industry’s long-term sustainability and profitability.

Summary

Underground mining demands stronger safety measures as risks and fatalities rise. Forward-thinking companies are embedding critical risk management, leadership engagement and advanced technology into operations. These efforts not only protect workers but also improve efficiency, reputation and profitability. By prioritizing safety as a strategic imperative, mining organizations can achieve sustainable growth and set new benchmarks for operational excellence.

Rana Labban is a Partner at EY Canada. She leads the firm’s Environment, Health and Safety practice. With more than 25 years of multisector experience, Rana develops strategic leadership transformation in addition to effective health, safety and environment management systems.