Large mining companies have faced the challenge of aligning their internal geotechnical and tailings dam management structures with the highest international standards, ensuring role clarity and a risk-focused approach. In a representative case, Data Riders served as a specialized consultancy to restructure the geotechnical governance of a global corporation in the sector. The central objective was to optimize the organization of technical and compliance teams by integrating existing management systems and sustainably strengthening the safety culture.
Technical Approach Adopted:
The project began with a detailed diagnosis of roles, responsibilities, and decision-making flows in tailings management. Following this, Data Riders implemented a RASCI matrix (Responsible, Accountable, Support, Consulted, Informed) for each critical geotechnical process. This matrix clarified who makes decisions, who executes, who provides technical support, and who needs to be consulted or informed at each stage. Simultaneously, functions were structured and two essential management systems were integrated—one for tailings dams and another for geotechnical mine control. These systems were incorporated into the organizational routine.
Another pillar of the team’s work was alignment with the GISTM (Global Industry Standard on Tailings Management). Special emphasis was placed on Principle 11 of the GISTM, which addresses the development of an organizational culture focused on learning, open communication, and early identification of problems. Data Riders conducted workshops and procedural reviews to ensure that communication about geotechnical risks flowed without barriers, transforming “surprises” into learning opportunities. This led to changes in the organizational design, guiding it toward risk orientation: the creation of internal incident analysis committees, post-event learning routines, and formal channels for field professionals to report concerns.
With its multidisciplinary expertise, Data Riders added value by combining technical knowledge in geotechnics with management practices and strategic vision. This case demonstrates how a specialized consultancy can redesign organizational structures so that dam safety and geotechnical operations become not just compliance obligations, but an integral part of the company’s DNA. The risk-oriented organizational design implemented became a benchmark, serving as a model for other units and ensuring that geotechnical governance is prepared for the challenges of modern mining.
