This paper advances an integrated model for managing psychosocial risk, human performance and critical control reliability in mining. Although the industry has made substantial progress in physical hazard management, serious incidents continue to occur in technically mature systems. This suggests that residual risk is increasingly shaped by human, organisational and cultural conditions. Drawing on mining contexts in Australia, Canada, Chile and Southern Africa, the paper introduces the Rehumanising Mining Framework as a systems-based approach for aligning human capability, leadership practice and operational controls. The RCO operating philosophy—Results, Caring and Order—is presented as a practical mechanism for translating this framework into disciplined operational practice. Behaviour-Based Safety is reframed as an execution layer within a broader socio-technical system. Behaviour is treated not as the primary cause of failure, but as observable evidence of whether work design, leadership, capability and controls are functioning effectively. The ‘Don’t Drop the Clay Pot’ concept is used as a human-centred anchor for linking operational risk to consequence. The framework is illustrated through a practice-based implementation example from Caledonia Mining (Blanket Mine), demonstrating how psychosocial risk, leadership and critical control assurance can be integrated into operational practice. The paper contributes a unified, measurable and human-centred governance model for strengthening safety, resilience and operational performance across contemporary mining operations by treating psychosocial conditions as determinants of critical control reliability rather than as separate well-being concerns.