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Client – Oxiana Location – 135km SE Coober Pedy Status – Greenfield, startup

Client – Oxiana Location – 135km SE Coober Pedy Status – Greenfield, startup. THE MINE Open Pit (final) 1.4km x 1.2km x 510m deep Copper/Gold Strip ratio 6.25:1. N. E. THE CONTRACT – 6 YEARS Mobilize September 2006 Start Mining 1 st October

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Client – Oxiana Location – 135km SE Coober Pedy Status – Greenfield, startup

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  1. Client – Oxiana Location – 135km SE Coober Pedy Status – Greenfield, startup

  2. THE MINE • Open Pit (final) 1.4km x 1.2km x 510m deep • Copper/Gold • Strip ratio 6.25:1 N E

  3. THE CONTRACT – 6 YEARS • Mobilize September 2006 • Start Mining 1st October • Stage 1, Mining Infrastructure – Dec 2006 (completed) • Stage 2, Ore to ROM – March 30 2008 (mine depth 100m) • 40bcm in 18 months

  4. Mine Infrastructure - WORKSHOP

  5. THE EQUIPMENT • Progressive Mobilization • Key Components • 3 x Liebherr 996 Exc • 24 x CAT 793Ds

  6. A big difference!

  7. Another big difference ! 100tonnes 135tonnes 225tonnes

  8. At the Start - THIESS OBSERVATIONS • Mining culture not widespread in SA • Few experienced open pit mining operators • Support in SA for large scale open pit mining limited

  9. 25% SA 75% outside SA THIESS CONCLUSIONS ! Recruit 75% experienced operators • Focus the recruiting of operators outside SA • Import mining knowledge from outside SA • Experienced management, supervisory team to be imported Proposed employment distribution at Prominent Hill

  10. RECRUITMENT REQUIREMENTS • Overall Numbers – 150+ Staff • Desire of Oxiana to maximise SA recruitment • Oxiana sponsored trainees from Coober Pedy • Required levels of experience • Advertising • National press - “Crow Eaters come home” • State and regional press

  11. RECRUITMENT REQUIREMENTS High standards set from the start • Candidates put through high level of scrutiny • Reference checks • Medical, including drug and alcohol • Physio - full muscular skeletal • Psychological

  12. RECRUITMENT OUTCOMES • Poor response generally outside SA • Huge interest in SA • Successful candidates from SA - 89%

  13. RECRUITMENT OUTCOMES • Wide regional spread in SA 11% Non SA 33% Country SA 13% Coober Pedy 9% Northern Region SA 34% Adelaide

  14. RECRUITMENT OUTCOMES Experienced or not? • Only 23% judged to have required level of experience 23% Experienced 39% Limited or nil Experience 38% Some Experience

  15. PROMINENT HILL AT THE START • Very large open pit • Very large mining equipment • Critical targets • High level of inexperienced operators • New management/supervisory team

  16. PROMINENT HILL AT THE START What was the impact of these factors on safety?

  17. = LTI = RWI = MTI WAS THIS A CRISIS? No of Staff on Site No of Recordable Injuries

  18. EARLY OBSERVATIONS • Operators • Level of experience was not as planned • Level of information required to be absorbed by operators too much • Training • Industry standards • Extent of “Greeny” levels • Supervision • gave mixed messages • imported cultures an issue • Morale & enthusiasm on site still high!

  19. EARLY OBSERVATIONS • Poor understanding of and application to procedures • People believed they were doing the right thing for the company – shortcuts ! • Too much information too quickly • Heaps of enthusiasm • Realisation “Rome not built in a day”

  20. OUR CONCLUSIONS • We needed to act immediately and • Our ability to influence culture was at its highest

  21. THE NEED FOR “INTERVENTION” • Belief that changing behaviour was crucial • Focus people on the consequence of choice • Ensure our systems became entrenched • Take advantage of good morale • Re focus our training

  22. ACTIONS AGREED • Stronger, more measured application of training • Procedural • Hazards identification • Mobilise senior safety professional • Senior management led “Day of Action” • Introduction of Training Simulator

  23. THE DAY OF ACTION What did we set out to do? • Demonstrated that management cared • Put a “line in the sand” • Look at the implications of behaviour & choice • Reinforced our ‘Safety Messages’ • Safety is Everyone’s business • Safety is not a choice – it is the way we do our business • Everyone needs to demonstrate safety by their actions

  24. THE DAY OF ACTION The Process 1) We asked people to • Look at what has happened so far on the project • Tell us what they thought was good or bad on their work site • Tell us what they thought could be improved • Make personal commitments 2) Management made commitments

  25. DAY OF ACTION Messages • Used humour • Reality

  26. Training Simulator

  27. OUTCOMES SINCE “THE DAY OF ACTION” • 120 identified actions – 95% closed out • The strength of feedback • Significantly less incidents - minor • Productivity improved

  28. No of Staff on Site No of Recordable Injuries = LTI = RWI = MTI The benefit of Intervention !

  29. FOLLOW UP – WHERE TO FROM NOW ? • Another ‘Day of Action’ • Simulator • Continuing reinforcement of Procedures • Management contacts to continue • Up skill Supervisors - ‘Field Leadership Programme’ • Captain and the Coach Programme

  30. “The Captain and the Coach”

  31. OVERALL CONCLUSIONS • The time to influence a mine site culture is at the beginning • Focus on behaviour • Harness enthusiasm and committment • Senior management intervention is powerful • Commitment by employees is better achieved if feedback is continuous and issues raised closed out

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