Australian Mining - August 2016

WOMEN IN INDUSTRY WINNERS AUSTRALIAN MINING ON SITE VOLUME 108/7 | AUGUST 2016

AUTOMATION

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COMMENT

THOSE THREE LITTLE WORDS THE MINING INDUSTRY MAY NOT BE AT ITS ECONOMIC PEAK, BUT IT IS A PEAK TIME FOR IT TO INSTITUTE MAJOR CHANGE.

I

nnovation, innovation, innovation.

I swear people are constantly repeating this COLE LATIMER word so much in the mining industry that cole.latimer@primecreative.com.au many of them must be starting to say it in their sleep.

The mining industry needs to innovate; innovation will save mining; innovative or die! (a little over the top, but some are getting to these hyperbolic levels).

Yet, these aren’t empty statements, because the simple fact is that the mining industry needs to not only adapt innovative technologies and equipment, but to adopt an innovation mindset.

While at QME, in Mackay, there were a number of talks about this need for a change in mindset, moving away from the notion that mining simply needs to tighten its belt, cut costs, and make a few incremental productivity changes; instead moving to a new mindset about becoming more flexible and agile in the way they approach business.

Quite literally as I write this there is an innovation summit in WA focused on this very matter.

In its recent Innovation in Mining report, Deloitte explained that the industry understood the innovation concept but it is failing to implement it effectively, and the current focus on driving down capex and opex through cost cutting measures, as well as chasing incremental efficiencies to lift productivity, are no longer enough.

“Innovation is not only key to protect the future of the mining sector,” Deloitte said, “but that of the entire mining system, from the country in which the resources are harnessed to the people in its workforce, government, and the broader mining community.”

Deloitte’s national mining leader, Nicki Ivory was a little more blunt: “To remain globally competitive, Australian miners must decide if they are willing to go beyond the basics and incorporate a structured approach to innovation.”

So not too far off the ‘innovative or die’ standpoint.

But where can the industry look if it’s facing this innovation problem?

MANAGING DIRECTOR JOHN MURPHY EDITOR COLE LATIMER Tel: (02) 8484 0652 Email: ozmining@primecreative.com.au JOURNALISTS SHARON MASIGE Tel: (02) 8484 0854 Email: sharon.masige@primecreative.com.au PRODUCTION CO-ORDINATOR ZIBA MAHABAT Tel: (02) 8484 0625 Email: ziba.mahabat@primecreative.com.au

Most believe outside the industry.

As EY’s Paul Mitchell comments on later in this magazine, “It’s no longer good enough to rely on conventional wisdom and expertise from within the mining sector, the net must be cast wider and outsiders’ experience sought out to deliver that next productivity and efficiency boost.”

For a long time industry heads have said mining could learn more about productivity and efficiency by studying the manufacturing industry.

Unsurprisingly, BHP chairman Jac Nasser – a former president of automotive manufacturer Ford – advocates mining study the manufacturing industry for efficiency and innovation measures.

“Although there are as many differences between the automotive and mining sectors as there are similarities, forward thinking mining can likely make unanticipated productivity gains by taking lessons from this example – including reforming industrial relations, co-opting suppliers into the cost equation in an effort to extract efficiency, and shifting from traditional command-and-control hierarchies into a world of matrix or networked structures where human ingenuity is not overly hampered by rigid processes,” Deloitte said.

Even Rio Tinto’s former head of technology and innovation Greg Lilleyman said, “There may well be technologies from manufacturing, food processing, oil and gas or aerospace which are ripe for application [in the mining industry].”

When and how the mining industry chooses to fully embrace innovation, innovative thinking, and learn from the experiences of other industries is up to it, but the fact remains the industry must innovate sooner rather than later, and now – when we are at the bottom of the cycle and the dial has shifted from more tonnages to smarter tonnages – must focus on building for a new era of mining.

In this edition of Australian Mining we bring to you the latest from the Queensland Mining and Engineering Exhibition in Mackay, as well as the developments from the region, including an insight into Liebherr’s latest new trucks to hit Australia, and Sandvik’s innovation in its rebuild offering. We also focus on the Women In Industry award winners, and highlight the innovative women right across Australia’s industrial landscape who are excelling in their field. We also break down the top tips for fluid management in resources.

Cole Latimer Editor

SALES MANAGER JONATHAN DUCKETT Tel: (02) 8484 0866 Mob: 0498 091 027 Email: jonathan.duckett@primecreative.com.au ART DIRECTOR Michelle Weston GRAPHIC DESIGNER James Finlay, Blake Storey, Sarah Doyle SUBSCRIPTION RATES Australia (surface mail) $140.00 (incl GST) New Zealand A$148.00 Overseas A$156.00 For subscriptions enquiries please call GORDON WATSON 03 9690 8766

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FRONT COVER

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CONTENTS

AUSTRALIAN MINING ON SITE

FIFO

10

MORE THAN JUST MACHINES Rebuilding sustainability

24

NEXT LEVEL TRUCKING The newest machines to hit Australian shores

TRACKING TRAVEL CHANGES Changing how miners travel

INDUSTRY 4.0

26 11

PNG SPOTLIGHT ANOTHER BOUGAINVILLE BATTLE BORN? The latest round in the fight for Panguna mine

WOMEN IN INDUSTRY WINNERS

28-39

THE WOMEN WHO ARE LEADING THEIR FIELD IN AUSTRALIA’S INDUSTRIAL LANDSCAPE

12-13

PERSONNEL

EVENT WRAP

40-41

PUTTING THE CAP ON REDUNDANCY PAYMENTS A new limit on coal miners’ redundancy payouts

OPINION

14-15 42-43

SAFETY BLACK LUNG HEALTH SCHEME IS INADEQUATE How miners’ health systems are failing

16

ARE ENGINEERS MORE LIKELY TO BE TERRORISTS? Is there a link between engineering and terrorism?

AUTOMATION & REMOTE CONTROL

PRODUCTIVITY

18-19

GREATER EFFICIENCY AND PRODUCTIVITY NEED TO WITHSTAND VOLATILITY A breakdown of the steps miners need to take to overcome the slump

QME 2016 The themes and innovation at this year’s QME

THE FUTURE PROOF MINING PLANT How to prepare for the unknown

20 DRILLING DOWN IN PRODUCTIVITY Specialising production processes

44-46

TEST & MANAGEMENT

48 22-23

PUSHING PRODUCTIVITY AT THE FRONT LINE A three point plan to address productivity

REGULARS

INDUSTRIAL COMMENT

6

NEWS

8

PRODUCT SHOWCASE 50 AUSTRALIANMINING

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PROSPECT AWARDS 52

EVENTS 54

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INDUSTRY COMMENT

FOUR QUALITIES THAT HELPED SMALL BUSINESSES SURVIVE THE END OF THE RESOURCES BOOM NEW RESEARCH INDICATES THE SMALL TO MEDIUM ENTERPRISES WHICH SURVIVED THE PIVOT AWAY FROM RESOURCES SHARED FOUR QUALITIES, IRRESPECTIVE OF WHICH SECTOR THEY OPERATED IN. JERAD A. FORD, JOHN STEEN, AND MARTIE-LOUISE VERREYNNE WRITE.

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he “once in a lifetime” mining boom is officially behind us. Anaemic economic growth and unemployment have already beset the predominately resource-based economies of Western Australia and Queensland.

Recent reports out of Western Australia reveal companies are racking up debt to stay in business and many more are becoming insolvent.

But new research indicates the small to medium enterprises which survived the pivot away from resources shared four qualities, irrespective of which sector they operated in.

Boom to bust

Our recent study of the resilience capabilities of 400 small businesses in regional Queensland towns affected by the recent $60 billion plus investment in the coal seam gas to liquefied natural gas sheds some light on the subject.

These businesses have seen the dramatic rise in economic activity during the construction phase of these projects and then a reversion to more normal levels as the construction was completed. Many businesses were unprepared for the end of the cycle and experienced a bust in business conditions.

Four qualities key to survival

The study identifies several key capabilities that supported success in the bust period and beyond. These are proactiveness, connectedness, adaptation, and access to “slack” (or readily available) resources.

Proactive small firms that grow in the post-boom era are those that actively seek new product and service niches and reorient aspects of their business accordingly. They tend to be the first to initiate competitive actions such as introducing innovative products that are new to the industries they serve. They are quick to recognise new business opportunities based on rigorous marketplace analysis. They fully support new forays by reorganising business structures and investing in new capabilities.

Connected small firms actively cultivate and maintain business network partnerships. They are more likely to see their income increase during lean economic times because they curate and maintain diverse networks to mitigate against market demand fluctuations. By directly engaging with customers and suppliers, well-connected firms actively plan for potential market disruptions, proactively monitor the overall health of industry, and even conduct scenario planning exercises to test their assumptions in each of these areas.

AUSTRALIANMINING

Essentially, it appears that robust external network connections provide the basis from which firms can see, anticipate, and exploit market trends.

Adaptive businesses find workable solutions to new challenges and accommodate market disruptions by using existing resources in new ways and by quickly shifting things around to ensure that customers are never let down – no matter what.

Perhaps most important, businesses with slack resources are more hopeful to survive into the future. Active investment in good times in spare equipment, facilities and other production capacity, accruing finances and building and maintaining new staff that are not tied to the existing business, but rather are looking for new opportunities, is therefore crucial.

Do different firms respond differently?

We compared how firms from four major industrial groupings respond to booms, including retail, accommodation and food (16%), professional services (30%), industrial firms like manufacturing and construction (30%), and public related like health and recreation (24%). While no differences were visible in terms of intended business exit in the next two years, they did display differences across several resilience factors that relate to post-

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boom performance. This has several implications.

Professional service sector firms are likely to have trouble sustaining growth in the downturn. They tend to be less proactive and have below average slack resources.

Professional service firms were 2.3 times more likely to be below average in slack. Financial firms were 2.3 times more likely to have below average adaptiveness.

In contrast, retail firms appear to be more resilient. They were more likely to accrue slack resources, to anticipate changes in the marketplace, and to improvise in new circumstances.

The jury is out for the industrial group that, as a whole, did not lack in any of the major aspects of resilience. However, trouble might be in store for the transportation and storage firm subset that was 3.5 times more likely to be below average in pro-active seeking of new business opportunities.

But the very rural firms, furthest away from major town centres, may struggle the most because they lack in key resilience areas. They are 1.6 times more likely to be below average in connectedness - important for turnover - and 1.8 times more likely to be below average in adaptiveness - important to future performance expectations. AM This article was originally published on The Conversation.

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NEWS

THE LATEST MINING NEWS AND SAFETY AUSTRALIAN MINING PRESENTS THE LATEST NEWS AND SAFETY AFFECTING YOU FROM THE BOARDROOM TO THE MINE AND EVERYWHERE IN BETWEEN. VISIT WWW.MININGAUSTRALIA.COM.AU TO KEEP UP TO DATE WITH WHAT IS HAPPENING. COAL EXPORTS RISE IN THE HUNTER The Hunter Valley region has recorded rise in coal exports year on year, despite a drop in price.

The Hunter Valley Coal Chain Coordinator’s (HVCCC) latest monthly report show approximately 78.6 million tonnes of coal have been transported by rail to the Port of Newcastle in the first six months of 2016, increasing from 76.8 million tonnes in the previous corresponding period.

If this rate continues, Newcastle coal exports could exceed last year’s 158 million tonnes.

The report also shows the increased efficiency of Port Waratah Coal Services (PWCS), which operates the port’s three coal terminals. It now takes an average of 17 hours to load a coal ship, three hours less than in 2011.

Similarly, the Carrington terminal – which has recorded an average load time of 27 hours – slashed three hours off its load time since 2011.

In 2016, PWCS loaded 445 ships with coal, compared to 447 the same time last year.

Ships also have shorter wait periods this year, decreasing from seven days in 2011, to an average of two days.

PWCS records also indicate that Japan consumes nearly half of the Hunter’s coal, followed by Korea at 12.8 per cent, and China’s 11.9 per cent.

The price of thermal coal – the Hunter’s main export – has continued to drop, with a BHP Billiton operational review outlining a price of $US46 a tonne in the first half of the year, slipping from the $US49 a tonne in the six months to the end of December.

However, the price of coking coal has seen a minor increase over the past few months after actions to cut coking coal oversupply, such as China slashing output and reducing general supply levels.

KOMATSU TO ACQUIRE JOY GLOBAL Komatsu will acquire mining machinery manufacturer Joy Global for US$3.7 billion.

The acquisition is the first major step for Komatsu into the underground mining space since its partnership with GE to develop underground mining technology, as despite the fact it has manufactured mining equipment since 1921 “the company’s portfolio does not include equipment for underground mining”.

The acquisition also provides a new line of surface equipment.

“Further, the Company’s product lineup does not include super large-sized loading equipment for surface mining,” Komatsu added.

According to Komatsu, it bought Joy as part of its three-year growth strategy, part of which is focused on strengthening the company’s core mining equipment business.

“Demand for mining equipment has declined dramatically from the peak, reflecting economic slowdown in emerging countries and low commodity prices,” Komatsu said.

“Over the long term, however, the mining equipment business is projected to grow, driven by population growth and rapid urbanisation around the world. In terms of mining techniques, economic rationale will call for use of larger equipment in surface mining as well as further development of underground mining.

“Joy Global and Komatsu’s product lines will integrate well, expanding options for customers worldwide, as Komatsu can now offer the underground mining equipment and super large-sized loading equipment of which Joy Global is a leading provider.”

Aside from an entry into the underground mining space, the Joy Global acquisition also now provides Komatsu with a line of rope shovels and super large wheel loaders – which Komatsu says pairs well with its super large dump trucks –

as well as draglines and drills.

Caterpillar carried out a similar move in 2011, acquiring Bucyrus in order to gain exposure to underground mining and access the dragline market.

Ted Dohney, Joy Global CEO, outlined his business’ rationalisation behind accepting the offer, stating the company “believes this is the right partnership to meet the evolving needs of our customers while furthering our ability to lead the mining industry with game-changing technologies and best-in-class products”.

“Joy Global’s board of directors, in making its determination, considered the challenging market conditions the company believes are likely to persist,” he said.

“The mining industry continues to face cyclical headwinds from oversupplied commodities and reduced end user demand, resulting in cash flow restrictions for most producers, creating an increasingly challenging environment; we are also seeing structural changes in the US and China coal industry.”

Joy stated it will operate as a separate subsidiary of Komatsu, and retain its brand.

Komatsu added: “Merging manufacturing technologies and linking products through Komatsu’s fleet management system will further capabilities on both sides to directly engage with customers to optimise machine performance and enhance automation for safety and productivity gains.”

The acquisition itself is structured as “a reverse triangular merger between Joy Global and a wholly owned subsidiary Komatsu has established for the purpose of the acquisition”.

Joy Global will be the surviving company and the shareholders of Joy Global will receive a cash payment of US$28.30 per share, representing a 48 per cent premium.

AUSTRALIANMINING

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AUSTRALIAN MINING GETS THE LATEST NEWS EVERY DAY, PROVIDING MINING PROFESSIONALS WITH THE UP TO THE MINUTE INFORMATION ON SAFETY, NEWS AND TECHNOLOGY FOR THE AUSTRALIAN MINING AND RESOURCES INDUSTRY.

RIO TINTO TO TURN TO CONTRACTORS FOR IRON ORE Rio Tinto has announced it will now only hire contract labour for its iron ore operations.

The announcement is part of the miner’s new recruitment protocol for its iron ore division.

It is understood, as part of this new protocol, all external hires will be filled by Cat 1 contractors – with the exception of manager, superintendent and frontline supervisory roles – through the contract service providers Workpac, Skilled, and DT Workforce.

However, the miner will make exceptions relating to indigenous employment, trainees, graduates and apprentices.

A Rio Tinto spokesperson confirmed changes were made last week by the miner around its iron ore hiring protocols.

Unions have slammed the decision, calling it disappointing.

“The message that is preached by Rio is one of local jobs and supporting the communities that they operate out of,” a spokesperson said.

“The reality is we don’t see this in practice.

Contracting roles are an insecure form of employment and come with lesser wages and conditions than full time roles. This decision does nothing to support local Pilbara communities who are already struggling. The same communities who are providing Rio with record tonnage and profits.”

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AUSTRALIAN MINING ON SITE

MORE THAN JUST MACHINES AS THE MACKAY REGION’S COAL INDUSTRY CHANGES, SANDVIK IS CHANGING ITS OFFERING TO HELP THE INDUSTRY STAY SUSTAINABLE. COLE LATIMER WRITES.

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he mining industry is changing, and OEMs and suppliers are changing with it.

It is no longer enough to simply sell miners a large piece of equipment, you have to work with them to give them the support they need after it has been bought to ensure the machines are used as effectively as possible.

Sandvik has taken on this new way of doing business, expanding their offerings and aftermarket support to help miners achieve more.

During a recent visit to the group’s Paget facility, outside of Mackay, during QME, they explained to Australian Mining how the company remains agile in the downturn, and how it expands its capabilities to increase customer support One of the innovative ways Sandvik is working with its coalfields customers is by providing them with the capability of upgrading their existing fleet to get more tonnages,

without the major capital spend typically needed to add this extra capacity.

“What we’ve done is work with the customers during their rebuilds, offering to upgrade their ten tonne EDT LS 190 loaders, reworking the body, providing new axles, that lets them get an extra two tonnes per load,” Sandvik said.

“We’ve made the machines lighter with the same compact footprint, but with more brute power and increased stability.

“Importantly, there are no additional costs for the upgrades as it is an optional part of the rebuild program.”

The company went on to say “it saves money in one sense as saves them from having to hire machines to increase capacity, as now they can improve their fleet, but still own it”.

Although it is the first time Sandvik have carried out this process, the group is confident it will be popular moving forward, and have

AUSTRALIANMINING

already worked on risk assessments and getting cross-border compliance for the upgraded machines.

While at the facility, we were introduced to the 128 tonne D90 – one of the largest drills in Australia – which was in the workshop for its ‘midlife’ service.

“It’s coming in for new wiring, hydraulics, and an engine overhaul,” Sandvik said.

One of the most impressive aspects of the rebuild was the fact it was driven into the workshop in the first place, Sandvik explaining the driver managed to tram it in with a gap of only 200 millimetres either side.

Although the monster drill took up the majority of the main workshop floor (with components spreading out into the second, nearby workshop), the site still had different models of underground and surface machinery in for repairs and THE WAREHOUSE IS ONE OF THE FEW WITH 1000 VOLT CAPABILITY

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rebuilds at the facility.

One of the major focuses for the company was rebuilding the machines with lower diesel particulate matter emissions to make underground mining slightly safer, as well as increasing the efficiency of the vehicles, all to the highest national standards.

The site also stands out as it is only one of two facilities in the region with 1000 volt capacity, making it easier to work with and repair tethered underground vehicles.

During the tour, Australian Mining noticed a number of non-Sandvik vehicles, which were discontinued units from other brands that were being rebuilt and upgraded with Sandvik components.

It was also working with one major coal miner by not only providing the equipment, but also offering training. Sandvik had a rapid face bolter, and was providing simulated training on the surface at the facility, with those trained later teaching others on site how to use the machinery effectively – essentially fast tracking the machine’s usage and operator familiarity.

Part of this was providing a unique spare parts service, with a fully contained rig bolter repair box, that had all the spare parts, as well as tools, operators would need underground.

“It’s not just about selling machines, it’s about giving the miners greater support and aftermarket service, and being agile for the customers,” Sandvik explained.

This agility was typified in the warehouse, which not only saw itself a rapid response service, but also a quality gate, quickly crosschecking equipment quality before it went to field to ensure it can perform as it should.

“We’re a warehouse with a customer focus,” Sandvik said, “we work as a quality gate.”

“It’s about quality assurance in parts selling, and working with people on site to ensure that quality.”

“We keep spare parts for every machine sold, so when something happens out in the field – even at 2am, we can get someone in the warehouse quickly as we are on call, and have the part ready and sent out within 24 hours.” AM

AUSTRALIAN MINING ON SITE

NEXT LEVEL TRUCKING LIEBHERR’S LATEST MASSIVE TRUCK IS DRAWING HEADS IN MACKAY.

P

roductivity, innovation, and efficiency gains are what all miners are looking for in their machinery.

It’s no longer just being the biggest, but you have to be the best.

Australian Mining was lucky enough to see one of the machines that fulfil these criteria during a recent site visit to Liebherr’s Mackay facility.

The facility had on site the first of its newest trucks to hit Australian shores, the T 264 haul truck – a truck based on the manufacturer’s well-known T 282 C haul truck – which was being prepared to ship out to a coal mine soon.

The T 264 has a number of features designed to make it more productive in this current era of mining.

The electric drive truck has an impressive 2013kW engine output, driven by its Litronic Plus AC Drive system (with Liebherr adding it was one of the few OEMs that had its own in-house drive system), all powered by a Cummins QSK 60 engine, although this can be replaced with an MTU DD 16V4000 engine if the customers prefer.

It features a payload capacity of 221 tonnes, has a loading height of 6.3 metres, and an overall width of 8.6 metres.

According to Liebherr, it is also designed to operate for approximately 24 hours straight without refuelling thanks to its lower fuel consumption rate and 4920 litre fuel capacity.

The truck is not only turning potential customers’ heads; as the truck is parked in a prominent position within the Paget industrial estate even rival mining machinery manufacturers have asked if they can come on to the facility to see the T 264 face-to-face.

Utilising Big Data to help operators gain a productivity edge is a major aspect of the truck, which features 149 different diagnostic channels which gives not only the truck operators, but also dispatch, real time information on the truck’s status, fuel usage, operational patterns, and projected wear life.

This can all be accessible to the driver via an in-cab touchscreen.

Safety has also been key, with proximity and collision avoidance

sensors included on the truck, and even driver fatigue monitoring capabilities an option.

The machine also stands apart in terms of maintenance.

The majority of the vehicle maintenance repair points are located underneath the vehicle at ground level, so there is no need to work at heights, removing a potential safety hazard for operators.

Also, rather than having the brake discs on the inside of the tyre, the dynamic brakes are on the outside for ease of changeover.

Liebherr went on to state it is constantly working with customers in the field to respond to the changing demand in mining, and ensuring quality in design while remaining agile.

“Liebherr is huge on testing its components before they go out, it’s about quality at every stage, for instance every drive system is tested before going out to the field.”

Even the smaller aspects of the trucks are given focus.

“We’ve developed our own

AUSTRALIANMINING

ladders, and included diagnostic capabilities to monitor ladder health and ensure that it is always working correctly,” the company said.

Despite the downturn – particularly for coal, Liebherr said it remains focused on customer support in the region.

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“Even though the warehouse itself is only about three years old, the older facility – and Liebherr – have been in the area for more than a decade, we were here supporting the industry before the boom, and we plan on being here for the long term.” AM

PAPUA NEW GUINEA SPOTLIGHT

ANOTHER BOUGAINVILLE BATTLE BORN? RIO TINTO’S DECISION TO DIVEST ALL OF ITS SHARES IN BOUGAINVILLE COPPER MAY IGNITE YET ANOTHER ROUND OF BLOODSHED AS RIGHTS FOR THE MINE ARE FOUGHT. SHARON MASIGE WRITES.

T

he apparent postcard perfect paradise of Bougainville and its history is wrought with conflict, bloodshed, and constant appeals for autonomy, with the Panguna mine linked inextricably within it.

Under Germany’s rule in the 1880s, Bougainville was annexed from the Solomon Islands with whom they shared strong cultural, historical, and geographical ties.

After being embroiled in both WW1 and WW2, it was placed under Australian authority and later relinquished to administration by Papua New Guinea (PNG).

Bougainville repeatedly attempted secession from PNG – such as a failed independence attempt in 1975 – before PNG agreed to offer it limited autonomy; the island becoming one of its provinces and adopting the title Autonomous Bougainville Government (ABG).

secession attempts to breaking point.

The native Bougainvilleans felt disempowered in decisions relating to their environment and resources, claimed insufficient payment of royalties to traditional landowners, as well as wages, rent, and compensation disparities.

These issues intensified resentment towards both PNG and BCL.

Arson, sabotage, property and equipment damage, as well as attacks on individuals ensued, forced the mine to shut down in 1989.

“They wanted BCL and the National Government [PNG] to negotiate a new basis for mining – one that would be much fairer for both landowners and the rest of Bougainville. They had no intention to close the mine permanently.”

share of 36.4 per cent in BCL, which the company says “ensures both parties are equally involved in any consideration and decision-making around the future of the Panguna mine”.

Chris Salisbury, Rio Tinto Copper & Coal chief executive, said, “Our review looked at a broad range of options and by distributing our shares in this way we aim to

In a recent address to the ABG’s House of Representatives, Bougainville president John Momis – quoting figures from former BCL managing director Paul Quodling – said during the mine’s operations, PNG received 61.46 per cent of the total revenue, compared to the North Solomon Islands on behalf of the Bougainvillians, who received 4.28 per cent and mine lease owners just 1.37 per cent.

The uneven financial distribution from the mine sparked a violent backlash by the Bougainville Revolutionary Army (BRA) militant group that led to the mine’s closure and nearly a decade of civil war between PNG and ABG, during which some reports claim more than 20,000 lives were lost.

“The mine was closed as a result of action by landowners, mine workers, and people from adjacent areas,” Momis said.

However, it has remained closed ever since.

Momis added that now, landowners of the mine’s lease areas are left with issues which were caused by the tailings, deterioration of chemical storage areas, as well as associated environmental issues from the mine’s operation.

provide landowners, those closest to the mine, and all the people of Bougainville a greater say in the future of Panguna.”

Luke Fletcher, director of Jubilee Australia Research Centre, an organisation that promotes the human rights of groups affected by the actions of Australian companies or governments, told Australian Mining Rio’s exit has created instability on the island.

“The fact that some Rio shares have been handed over to the PNG Government has also added a destabilising factor to the whole situation because now PNG potentially has an influential role in Bougainville’s future, if the decision is taken to reopen the mine.”

He added that Rio should not have sold its shares without addressing the environmental obligations in conjunction with BCL. “We also believe that Rio has

The Mine

Copper was discovered on the island

by Australian geologists in the 1960s, with prospecting undertaken

by Bougainville Copper Limited (BCL) – a joint venture between Conzinc Rio Tinto and Broken Hill Corporation – in 1963. This led to the eventual development of the Panguna mine which began production in 1972, and soon became one of the world’s largest open cut mines.

During its 17 year life, the mine produced three million tonnes of copper, 784 tonnes of silver, and 306 tonnes of gold. During 1980 it had approximately 4000 employees, a third of them native Bougainvilleans, while around 200 local businesses also relied on BCL, with nearly half of their employees from Bougainville.

In regards to the operation itself, nearly 54 per cent of the BCL joint venture was owned

by Rio Tinto, 27 per cent by the Bougainvilleans, and 19 per cent by the PNG Government; the mine also accounted for close to half of PNG’s exports.

However, despite nearly a third of mine’s ownership held locally it exacerbated the underlying tensions relating to autonomy and failed

AUSTRALIANMINING

The future direction

Now an already in doubt mine’s future is even set to become even more clouded.

Earlier this year Rio Tinto decided to divest its 53.8 per cent share in BCL to its joint venture partners, saying it would allow Bougainville residents to have more input into decisions regarding Panguna.

The shares will be given to Equity Trustees to manage its distribution between ABG and PNG. If the transfer is complete, both ABG and PNG will have an equal

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PAPUA NEW GUINEA SPOTLIGHT

washed their hands of the role in the conflict; as the controlling interest in BCL, they bear responsibility for BCL’s actions in helping bring the country into a civil war. They have never acknowledged this, and now that they have sold their shares, there is even less chance than before that they ever will,” Fletcher said.

President Momis called for all the shares to be given to ABG and for Rio to address its environmental obligations.

“First, we must unite in demanding that the whole of the Rio 53.8 per cent shareholding in BCL be transferred to the ABG,” he said.

“Second, we must unite in developing the strongest possible international campaign to apply all necessary pressure on Rio Tinto to accept its mine legacy issues such as the needs of relocated villages.”

He said it was “grossly unjust” and “completely unacceptable” for Rio to negate responsibility and added that PNG should also contribute to remediating environmental issues caused by mining.

When asked whether the ‘obligations’ Rio had to complete following their exit included

environmental costs, a Rio Tinto spokesperson told Australian Mining, “ABG and PNG are keen on recommencing the operations. It will depend on what they decide.”

“In accordance with our existing management agreement with BCL, we have given the required six months’ notice to the BCL board. We will continue to meet our obligations during that period to ensure an orderly handover of the management of the company,” he added.

One lingering possibility is to reopen the Panguna mine, which Momis says could aid with the clean up efforts.

“Re-opening Panguna is generally recognised as the best way to achieve not only a clean-up of Panguna and the tailings, but also to fund economic development for the Panguna and tailings areas, and to provide the funding needed for Bougainville to have either real autonomy or independence,” he said.

Fletcher supported the notion of Bougainvilleans should make their own decisions over the future of the mine.

“It has always been our position that the people of Bougainville must decide what sort of development path

they want: one based on exploiting its mineral resources, including the Panguna mine, or one based on developing other industries like agriculture and fisheries,” he said.

“However, to make that choice, it is important that the people of Bougainville be fully informed about the implications of choosing one path or the other--clearly that has

not happened yet. All the talk is that Boungaiville needs Panguna to be financially solvent, although this is not self-evident.”

With the mine’s future still in limbo, and the island expected to hold another referendum on secession from PNG by 2019, it seems Bougainville’s battles will continue for a few years yet. AM

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PERSONNEL

PUTTING THE CAP ON REDUNDANCY PAYMENTS AS AUSTRALIA’S COAL MINING INDUSTRY COMES TO TERMS WITH THE RESURGENCE OF BLACK LUNG THE POSSIBILITY OF CAPPING COAL MINE WORKER’S REDUNDANCY PAY AT NINE YEARS HAS AGAIN THRUST THE INDUSTRY INTO THE SPOTLIGHT. SHARON MASIGE WRITES.

E

very four years the Fair Work Commission (FWC) conducts a review of the Black Coal Mining Industry Award, which outlines the minimum terms and conditions of employment. The Commission has the power to make variations to the award and allows the public to table submissions on suggested changes.

Sometimes it is positive for workers, other times for employers.

However, in a year when workers are struggling to deal with the resurgence of black lung, coal miners have received another blow in terms of their long term future.

This time the Coal Mining Industry Employer Group (CMIEG) – which represents several mining companies such as Glencore,

Peabody, and BHP Billiton BMA – has called for redundancy payments, currently uncapped, to now be capped at nine years.

The payment’s current uncapped status came after the Commission’s decision to delete an age based cap of 60 years from the award, which was deemed discriminatory by the Construction, Forestry, Mining, and Energy Union (CFMEU).

Off the back of this decision, the Full Bench suggested there “may potentially be some merit” in the suggestion of a new limitation on redundancy payments to replace the previous clause, paving the way for the CMIEG to put in their bid.

In their submission to the FWC, the CMIEG suggested, “The amount of any payment an employee is entitled to receive in respect of

AUSTRALIANMINING

severance pay… and retrenchment pay… [should be] limited to the amount the employee would receive after nine years’ service”, a maximum benefit of 27 weeks’ pay regardless of how long you work after the first nine years.

Under the current scheme, coal mine workers are entitled to one week’s severance pay for each year of work and, in terms of retrenchment, two weeks’ pay per year of employment: altogether three weeks per year of employment.

The CMIEG argues that the current scheme does not provide a “fair and relevant minimum safety net” for employment as they say it is “far in excess” of the minimum standard outlined in the National Employment Standard – the list of ten minimum employment entitlements

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for all employees.

They believe their proposal, if implemented, will be fairer and more relevant as it is consistent with past redundancy cases, takes into account other benefits available such as long service leave payments and government payments; and will still keep the initial formula of one week’s pay per year of service and two weeks’ pay per year of service for severance.

The Australian Industry Group (Ai Group), the peak body representative of businesses throughout a range of sectors, also supports the cap, arguing that the current scheme is unfair for employers.

In their submission, they said the scheme “as currently crafted, imposes a significant financial burden on employers which would, in the

PERSONNEL

relevant circumstances, be lifted if the CMIEG’s claim were granted. It would reduce the redundancy entitlement that is presently payable to employees with more than nine years of service.

Quite clearly, this will alleviate employment costs that presently face employers in the industry.”

However, the CFMEU is pushing against the cap, focussing on the impact it will have on workers.

Stephen Smyth, district president of the CFMEU in Mackay, told Australian Mining they did not want the scheme to change.

“We think it should remain as it is.

This is an entitlement they’ve [coal mine workers] had for a long time,” he said.

In their submission, the CFMEU said that not having a cap “will serve to maximise the entitlements that a low paid employee could accrue prior to retrenchment”.

Some reports claim that depending on their position, workers could lose between $50k and $150k in redundancy payments.

The CFMEU argued that the cap would discourage the retention of longer tenure employees as their redundancy payment would be less expensive compared to those with a shorter tenure. They also highlighted the difficultly to determine the effect the cap would have on the economy.

“It is difficult to comprehend how

the removal, or reinsertion, of a cap on redundancy payments, which may affect one segment of the coal industry workforce can be said to have any impact at a macro-economic level,” their submission states.

Director of the Collieries’ Staff and Officials Association Catherine Bolger is also against the cap, saying that workers could stand to lose between 18 and 63 weeks of

redundancy pay if it is successful.

“Workers who have given more than ten years’ service will be hit hard…losing tens of thousands of dollars in entitlements,” she said.

“Redundancy pay is essential to keep families and communities together and it is a breach of faith with the workforce for BMA to try to strip this fundamental entitlement from loyal workers.”

She also called for BMA to withdraw their application for the cap.

Australian Mining contacted the Fair Work Commission, however they declined to make a comment as the case is still up for review at the time of publishing.

The Commission will begin hearings on the submissions on November 7, after which a final decision will be made. AM

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CUTTERS

SAFETY

WHY THE HEALTH SCHEME FOR COAL WORKERS IS INADEQUATE TO DETECT BLACK LUNG AS THE NUMBER OF MINERS AFFLICTED WITH BLACK LUNG RISES, IT IS CLEAR THE CURRENT DETECTION SYSTEM HAS BEEN INSUFFICIENT IN FIGHTING THE DISEASE. MALCOLM SIM WRITES.

R

ecent cases of black lung in Queensland coal miners after many years of no known cases have raised important questions about control of dust exposure in coal mines, as well as the adequacy of medical screening to detect such cases at an early stage.

A review for the Queensland government on the health assessment of miners has identified serious deficiencies at virtually all levels of the scheme.

Black lung is the commonly used name for coal workers’ pneumoconiosis, which is a lung condition where inhaled coal dust causes scarring of lung tissue. Black lung can cause severe symptoms including shortness of breath, heart problems and death, and so it is important to detect it early and reduce further exposure to coal dust.

So what’s wrong with the Queensland coal miners’ health scheme?

Our review found several major deficiencies. These include: • a lack of appropriate training for doctors working within the scheme and a standardised process of deciding who should have chest x-rays • poor-quality tests to measure the functioning of the lungs • radiologists not being informed what they’re looking for in chest x-rays

• inadequate data collection • a lack of clinical guidelines for when follow-up tests and specialist referral are necessary.

The scheme also has limited ability for doctors to access previous medical findings. This makes it difficult to assess longitudinal changes.

Some criticism has been made of chest x-rays performed under the scheme, but this requires some further context. No-one doubts that radiological expertise is of a high standard in Australia, but the problem with chest x-rays being performed under the scheme is that the radiologists have not been notified that it is for screening of lung disease in coal mine workers.

The radiologists have not been specifically trained for the purposes of the scheme, nor have they used the specific ILO reporting form designed to identify early changes consistent with black lung.

Why did this happen?

A key original purpose of the health assessments was to identify early stages of black lung in any affected coal miners so that measures could be put in place to reduce coal dust exposure. In more recent years, this purpose has been lost. The prime focus of the health assessments has instead become a pre-employment medical assessment.

This loss of purpose has then influenced the operation of the scheme, as the doctors who do

AUSTRALIANMINING

POOR QUALITY HEALTH TESTING HAS PUT WORKERS AT RISK

these medicals haven’t focused on identifying early signs of black lung, but on whether the mine worker can do the job. This is a completely different perspective. This shift of focus away from lung screening has had a negative influence on the operation of the various components of the scheme.

The mining boom in Queensland compounded the problems with the health assessment scheme. The rapid expansion of the coal industry meant a huge influx of mine workers in a short time. As a result, the demand for health assessments for coal mine workers increased greatly, and the capacity of the health assessment scheme and the doctors performing these medicals became very stretched.

Complacency also played a factor.

There was a widespread belief that lung disease in coal miners was a thing of the past, based on the apparent lack of any black lung cases being identified by the scheme. But nothing could be further from the truth, as this disease is still a major problem in the US and many other countries. Therefore it requires constant vigilance.

Another important consideration is that workplace exposure limits for coal dust in Queensland are set higher than the more stringent levels in many other countries, and even in other states of Australia.

A major problem in the effective control of workplace diseases is exposure limits not in keeping with the latest evidence. This has been exemplified by the situation in Queensland coal mines.

Primary prevention of coal dust diseases, through the effective monitoring and control of coal

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dust, should be the main focus of prevention efforts in this industry.

Medical screening is a secondary prevention measure, which should be thought of as an adjunct to dust control, not a replacement for it. This is particularly important to remember for diseases with long latency periods from first exposure to disease onset, such as black lung. The importance of focusing on dust control in coal mines was also an important conclusion of a recent Senate inquiry into coal dust.

Wider implications

The findings of our review have important implications over and above the coal industry in Queensland and the coal mine workers’ health scheme. It is well known there is a serious underestimate of cancer and other chronic diseases resulting from workplace exposures.

For an advanced country, we know remarkably little about the extent and risk factors for occupational diseases.

The deficiencies of the Queensland coal mine workers’ health scheme, and the lack of reliability of the findings coming from it, have again highlighted this problem.

Australia needs more robust surveillance and other information systems to better document occupational disease, to assist in guiding prevention programs and to monitor the effectiveness of such programs. The workers of Australia deserve nothing less. AM Malcolm Sim is a professor of Epidemiology & Preventative Medicine, at Monash University This article was originally published on The Conversation.

PRODUCTIVITY

GREATER EFFICIENCY AND PRODUCTIVITY NEED TO WITHSTAND VOLATILITY PAUL MITCHELL, EY GLOBAL MINING & METALS ADVISORY LEADER BREAKS DOWN THE UPCOMING PRODUCTIVITY CHALLENGES FOR MINERS, AND HOW TO EKE OUT GAINS.

V

olatility will be an ongoing challenge for mining and metals companies for the foreseeable future.

Fluctuations in commodity prices have become more rapid and frequent as commodity demand has become increasingly unpredictable. The longer-term economic outlook is also volatile, leading to the possibility of substantial revisions to long-term metal price forecasts and making it hard for mining and metals companies to plan for the future.

The impact of China and emerging market demand is also difficult to understand or predict. So as prices fluctuate and there is limited pricing or demand visibility, as a result management is struggling to plan operations and capex.

Mining companies need to adopt a different mindset to successfully navigate this ongoing volatility. They must move faster and think differently to generate cash, strengthen balance sheets and develop plans for long-term profitability.

The key to success is to be agile.

This requires a productive, wellmanaged and cost-effective end-toend value chain. Our analysis and work with mining companies has identified six key areas that companies

should focus on to strengthen the business and manage ongoing volatility – cost reduction, working capital, productivity, capital effectiveness, portfolio strategy, and financing.

While this article focuses on just one of these levers – productivity – all six levers are important and need to be considered concurrently. EY’s latest report, Navigating volatility: do you change your business or the way your business works?, looks in detail at the actions that can be taken to utilise all six levers.

Productivity – finding the next 10-20 per cent

Productivity remains the number one operational challenge in the mining sector, with many still struggling to make an impact. Many of the gains to date have been realised via tactical short-term solutions, but to really achieve sustainable gains, the focus needs to be on the long term.

Most of the obvious opportunities across operations have already been addressed — it’s finding the next 10–20 per cent of productivity savings that can be difficult and complex. To do this, mining companies need to challenge themselves on best practice and they must learn from other sectors, particularly the manufacturing and industrial products sectors.

It’s no longer good enough to rely

on conventional wisdom and expertise from within the mining sector, the net must be cast wider and outsiders’ experience sought out to deliver that next productivity and efficiency boost.

Focus on the assets: an end-toend view

To achieve the next level of productivity improvement, mining companies need to move beyond point solutions, and adopt an end-to-end solution to transform the business.

We heard many anecdotes from participants in our 2014 survey, Productivity in mining: now comes the hard part, about the lack of communication between the functional departments and how a silo mentality has crept into the management of mining companies. Analysis and mapping of communication networks by researchers at the University of Queensland show how severe these problems have become at some mines.

Integration is a key challenge for improving productivity and requires an approach that breaks down these silos and adopts an end-to-end perspective.

Optimising an operation now requires a more complex balance of four core dimensions: safety, costs, productivity and license to operate.

This may end up with operations investing more in enabling capabilities to drive system reliability to drive

productivity to deliver shareholder value. To achieve end-to-end focus, mining companies need to consider: • An integrated governance structure across productivity initiatives.

• Optimal asset utilisation via loss elimination analysis and practices.

• Data analytics to provide quality information to support effective decision-making and productivity gains — the increase in availability of computational power and agility combined with the lowering of the unit cost of technology means that miners can now use predictive analytics to identify where equipment failures or plant bottlenecking is likely to occur and react before production is impacted.

This focus on asset performance together with other targeted areas such as fuel analytics has enabled some miners to achieve an overall reduction of up to 25 per cent in opex spend.

• Engaging the whole workforce — ensuring targets drive the right behaviours.

Most mining companies have already adopted an end-to-end approach for back office functions such as finance or procurement, but not for service functions like asset management or core functions like mineral processing.

Yet we believe that using a process model to achieve and sustain an endto-end approach is where the true enablers of productivity gains can be achieved.

Relentless pursuit of loss

Loss needs to be transparent, understood and acted upon. Reasons for loss fall under four major categories: Reliability — eg equipment and material supply losses Utilisation — eg labour supply and integration losses Throughput — eg payload and rate losses Quality — eg ore quality and ore to waste losses There is evidence of significant productivity improvement and value creation through the adoption of a manufacturing mindset. This changes the focus from traditional productivity efforts to establishing the capability AUSTRALIANMINING

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PRODUCTIVITY

and environment to enhance materials flows and equipment effectiveness.

This is supported by productivity metrics, in particular the use of OEE to drive throughput. Production uptime can quickly be increased by up to 5 per cent, and revenue enhancements can typically be delivered in the range of 10–20 per cent without significant investment.

Through stable and predictable operations, productivity, particularly around operations and maintenance activities, is also increased. Operations would spend less time firefighting, creating opportunities to support continuous improvement efforts. As a result, this approach also translates to improved safety, better forecasting and advanced integrated activity planning.

Many sectors outside of the mining sector have been extremely successful in eliminating loss by embedding manufacturing excellence across the organisation. Procter & Gamble (P&G), for example, is leading this space through their Integrated Work System (IWS) from which it has made manufacturing operations a competitive advantage. IWS uses a set of operational reliability-entered methods, tools and advanced analytics to identify and eliminate losses in operations and create a predictable and stable operating environment. This approach has proven highly successful

in eliminating loss, and has enabled them to achieve y-o-y savings of US$1.2b over the past three years.

Focus on leadership and culture

Productivity is an issue on the CEO’s agenda and needs a CEO solution to be resolved. The productivity journey requires a change of mindset, enabling and empowering operations to pursue losses. Leadership plays an important role in making this happen.

The critical role people will play in the productivity transformation cannot be overstated — productivity improvement is the role of everyone in the organisation. Relentless pursuit of loss can transform the business entirely.

There are three key areas miners can focus on to address integration and in turn improve productivity: 1. Engagement: Visibly felt leadership and significant investment in culture and capability are critical to reach the next level of productivity.

Productivity improvement is the role of everyone in the organisation — embodied by relentless pursuit of loss — and it can have a significant impact on transforming the performance and capability of the business. Telling people what’s important is empowering — people need to understand the importance

of improved productivity and the role they can play in achieving it. The integration challenge can be met head-on by increasing connectivity, emphasising the importance of communication and fostering an end-to-end view across the organisation.

2. Measurement and reward: What gets measured gets done — mining companies have the opportunity to measure and reward the actions of their staff to improve productivity and the way people go about delivering this. Productivity improvement through loss elimination is further driven by relevant and timely team metrics.

Mining companies should therefore gauge their teams on true measures of productivity such as heightened output, improved safety and loss elimination. It is equally important to recognise and reward teams and leaders who collaborate well across business units, keep other groups informed and involved and break down the silos.

3. Ongoing talent management: Managing talent post the supercycle is a major consideration for mining companies. The “war for talent” has not ended just because labour market conditions have eased. There is a greater need than ever before for “systems thinkers”

who can manage complexity and see improvements across the whole value chain, similar to the different skills and experiences that will come with greater gender diversification. In addition to emerging and lateral talent bringing new ways of thinking, retaining the wise, senior and experienced talent will be a key competitive advantage.

They have the right skills to realise productivity gains considering they were in the sector pre-boom and therefore have the experience of a leaner, more efficient operating model, culture and mindset.

CEOs are in the unique position of being able to drive and lead end-to-end solutions and transform a business, in a way that functional general managers cannot address. But to truly integrate, the entire leadership team needs to be engaged.

While the business’s objectives may not have changed, a refresh or review of the operational strategy can be an excellent tool in not only changing the focus of the business, but also in initiating a change in culture. A new operational strategy is a great way to drive a common sense of purpose and unity within a leadership team and focus it on resolving the critical issue of integration to transforming a business. AM

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PRODUCTIVITY

DRILLING DOWN IN PRODUCTIVITY

I

n the resources industry, it’s all about using the right tool for the right job to maixmise productivity, as you can hammer in a screw, but it’s better to use a drill.

As underground mining operations continue to seek ways to reduce costs and increase productivity, specialised drill rigs are offering a solution.

These machines have been designed with productivity in mind, as well as increased operator safety.

Specialised rigs can reduce the number of machines required on a project, increase productivity and safety, and ultimately deliver cost efficiencies.

They also offer solutions for complex drilling projects which are becoming increasingly common as mines move deeper underground.

Underground mining contractor Pybar Mining Services has recognised industry demand for expert drilling capability, expanding its fleet with a number of significant rig acquisitions in recent months.

“In the current climate, mines are seeking alternate ways to reduce costs, and improve efficiency and productivity – and improved safety goes hand in hand with this,” Pybar CEO, Paul Rouse, explained.

“The new rigs have a number of exclusive capabilities to perform

a highly specialised and flexible service which can reduce the number of rigs required onsite while increasing productivity and reducing costs. Each machine features safety improvements.”

One field the contractor has looked to is integrated raise bore and boxhole rigs.

One of Pybar’s recent purchases is the Atlas Copco Easer-L - a mobile raise bore rig designed to drill both upholes and down-holes like a traditional raise bore or boxhole rig but without the requisite for a concrete foundation.

It can drill 750mm boxholes and downholes to 60m, drill nine inch pilot holes and conventional raise bores up to 200m long, in drives of 4.5m x 4.5m.

“The Easer is essentially one machine for all small diameter raise bore drilling applications on site,” Rouse said.

“Its ability to rapidly relocate and setup in each new location improves the competitiveness of raise boring versus otherwise conventional drill and blast applications.

“In production slot drilling applications, the hole is straighter than those bored using conventional box hole boring machines - and of course straighter slot holes means much higher success rates in transitioning the stope into production.”

The machine is currently drilling AUSTRALIANMINING

boxhole production slot rises and escape ways at Saracen Minerals’ Deep South gold project in Western Australia.

Mobility is also key, and a tyremounted rig with 360 degree rotation has been used to lift productivity.

The Cubex Aries in-the-hole (ITH) drill rig offers a highly competitive, mobile and flexible large diameter ITH drilling solution.

Mounted on a mobile articulated carrier, the Cubex Aries can drill on a 360 degree rotation plane making it one of only a few tyre-mounted drills with this capability that are available for contract services in the Australian market. Service, production and slot holes can all be drilled with the one machine.

“ITH drilling can be beneficial to projects looking to increase the distance between production levels, therefore reducing capital and operating development costs; ITH allows for improved drilling accuracy in longer stopes,” he said.

“It also allows greater drilling diameter, length and accuracy for service holes over conventional top hammer drilling capabilities.”

The rig recently completed its first successful job for Pybar at the Northparkes Mines sub level cave project taking place at its E26 underground mine in NSW.

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AUGUST 2016

Narrow vein drilling

As mines become deeper and more complex, narrow vein mining is expected to become more prevalent, requiring highly specialised equipment with the ability to perform in narrower drives.

“For narrower drive and stope mining, particularly in deep mines where dilution has more of a cost premium and large excavations require intensive ground support, or where stope heights are restricted, specialist equipment suited to narrower drives is required,” Rouse said.

The Muki Micro Combo rig is the latest to join the Pybar fleet with capability to drill, rockbolt and longhole from drives and stopes as small as 1.8m x 3m. It has the unique capability to change between development and longhole drilling configurations in less than six hours, providing a completely flexible narrow mining solution.

“These rigs have bridged the gap we previously had between our production drilling fleet and our small diameter raise bore and boxhole boring capabilities - these specialised rigs allow us to deliver a best-for-application drilling solution with competitive rates and service to any underground mine in the country,” Rouse said. AM

PRODUCTIVITY

PUSHING PRODUCTIVITY AT THE FRONT LINE A THREE POINT PLAN TO ADDRESS PRODUCTIVITY AT THE MINE FACE HAS LONG REACHING IMPACTS.

I

t is often said that the most important person on a mine site with respect to productivity is not the mine manager, not the engineer, not the supervisor, but the humble machine operator,” Mineware CEO Andrew Jessett explains.

Very few other workers have such a direct, substantial, and measureable influence on the productive capabilities of shifts, with real time decisions made by operators having significant impacts to the overall bottom line of the mine.

So, as autonomous and semiautonomous haulage become more commonplace, variation in performance between machinery operators on loading equipment – such as payload, speed, and wear and tear on equipment – will continue to affect the whole load and haul process chain, as inefficiencies at the front end have repercussions to the overall value stream.

Essentially, the equipment operator at the front end has a major impact on the overall cost of mining.

According to Jessett, there are three key aspects to loader productivity that are directly related to these operators’ control: payload compliance; mine plan compliance; and machine damage management.

By providing accurate, real time information coupled with easy to use and understand technology, operators are able to address these three issues throughout each and every shift.

“Operator awareness in real time generates tangible productivity gains,” he said.

“Getting the operator actionable information in a timely fashion is the key to driving operator behaviour, this improves decision making.

“Production reports for the last month, the last week, the last shift, or even the last few hours provide dated information; if it’s not known now, it’s too late to be fixed later.”

In terms of payload compliance, the focus must be on both the rate and accuracy of the truck loading process.

By keeping the loader operator informed in real time it ‘tightens the bell curve’ for truck payload distribution, which leads to an average increase and consistency in each load, instead of over- or under-loading.

Unlike real time systems, traditional payload measurement systems provide less accuracy as they only measure once the truck leaves the loading zone, yet getting the information after the truck leaves provides very little value to loaders as they have already begun to shift focus to the next truck.

Real time payload measurement systems allow operators to proactively adjust the load and its distribution while it still has an impact, ensuring consistency in loading which not only provides better throughput, but also has an added bonus of lessening wear and tear on the trucks thanks to proper, even loading.

WHAT HAPPENS ON THE FRONT LINE WITH OPERATORS AFFECTS THE ENTIRE VALUE CHAIN.

AUSTRALIANMINING

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AUGUST 2016

“The challenges involved in maintaining accurately calibrated truck weighing systems, particularly for large fleets, and the significant fluctuations in the accuracy of strutbased payload weight measurement system as a truck is being loaded, means a loader based system is the only way to achieve the desired objective,” Jessett’s MineWare stated.

However, it is not just about installing the equipment, it’s also crucial to acquire and maintain operator acceptance and involvement in the change management process as the technology is adopted, and reinforce how clear and timely feedback can positively influence operator behaviour.

The aforementioned mine plan compliance is centred around ensuring the material excavated and loaded actually matches the mine’s plan.

To ensure this compliance with the plan, loading and excavation machine operators should be provided with real time, intuitive information that allows them to remain on track in terms of day to day planned excavation, and avoid unnecessary effort and remediation work.

Through the use of intuitive real time displays, operators are able to avoid issues before they have the chance to arise, as all the efforts in working towards higher productivity levels out of loaders, draglines, and excavators is functionally useless if they are loading the incorrect materials.

According to MineWare, its software provides operators with real time, 3D,

PRODUCTIVITY

colour-coded feedback on where they are digging compared to where they are slated to dig, can be combined with other technologies such as UAVs and terrestrial scanners, and gives quality data on detecting mine plan deviations to allow operators to avoid a problem before it occurs.

Now that miners are certain they are digging where they are meant to, the focus then moves to minimising machine damage and wear to avoid unscheduled downtimes.

Few benefits can be achieved through greater loading productivity if it results in increased maintenance and downtimes.

However, when payload monitoring and mine plan compliance tools are combined with machinery monitoring technology, productivity can be increased while minimising machine damage.

As always, a competent loader operation can, and does, outperform rougher operation, and in turn provides higher production yields and results in significantly less machinery damage.

One factor of potential machine damage is equipment vibration.

By analysing vibration rates and providing operators key metrics, in real time, machine damage can be minimised.

“If one tries to break a piece of fencing wire by pulling on each end

it will take considerable time and strength; however, if the same piece of fencing wire is bent back and forth the desired objective can be achieved with a lot less effort,” MineWare stated.

“A loading machine is no different.

Continual loading, unloading, and vibration take their toll on the machine and all its components. In fact, a doubling in machine load can equate to an up to eight-fold increase in damage done.”

Real time strain gauge recording, looking at the cumulative impact of load and vibration in measuring machine damage, can result in serious savings in component life.

“Minimising the variation in operator performance will improve overall machinery availability,” MineWare said.

“Involving the operators by keeping them informed helps them evolve their loading techniques and attitudes to smooth the operation and increase overall productivity and minimises its effect on machine availability.”

Jessett added: “While the benefits of Big Data, and the Internet of Things, will continue to grow and be delivered into the mining industry, it’s important to note the significant value from providing real-time, easy to use, actionable information to the people who have the greatest capability to act on it – the machine operators.” AM

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FIFO FOCUS

TRACKING TRAVEL TECHNOLOGY IS NOT JUST CHANGING THE WAY MINERS WORK ON THE FRONT LINES, BUT THE WAY THEY ACTUALLY GO TO REMOTE MINES.

D

espite the downturn, mining is pushing ahead, making major strides forward in terms of productivity, However, it’s not just the machinery that is seeing this change, it’s occurring right across the board, and technology is even driving travel improvements in mining.

“Miners have some of the most complex travel requirements of any industry in the world,” Carl Jones, head of Energy, Mining & Marine, American Express Global Business Travel, said.

Every week, Australian mining companies co-ordinate the movement of thousands of fly-in fly-out (FIFO) workers across the vast Australian continent.

Travel schedules are incredibly demanding for FIFO workers who will travel anywhere from between eight to 24 hours, including multiple transfers, both interstate and even international, just to get to site.

“Fortunately, technological innovation is improving the travel commute for FIFO workers, making them safer on the road and driving down costs for

mining companies. One example of this is our Passenger Name Record Automation Manager (PAM), propriety technology we have developed which has changed how travel to mining sites is booked,” Jones said.

The PAM program is a travel booking tool which integrates with the needs of both commercial and private travel operators and allows for automation of the travel booking requirements for FIFO workers.

“Where it previously took two to three weeks to manually book travel itineraries for over 2000 workers, this can now be processed in two to three hours,” Jones said.

“The bulk-booking capabilities of PAM is delivering significant savings in time and resources. Some mining companies’ report that 98 per cent of bookings are now devoid of human interaction, reducing the overall time needed to book flights for employees by up to 70 per cent.”

Better travel for FIFO workers

According to Jones, the program helps avoid missed connections, and aids in decreasing overall travel time for workers.

“For every hour spent on the road, FIFO workers could be spending valuable time with their families and that’s why PAM has been built in such a way as to always find the fastest route to and from mine sites. Because of this, we have seen many examples of FIFO workers experiencing faster commute times than when travel was previously booked manually.

“Furthermore, when a travel plan is booked using PAM, the functionality is such that a full itinerary can be produced outlining all details of the journey, including, public and private travel as well as where employees will be accommodated when they arrive on site. Previously, FIFO workers would have needed to receive this information from multiple sources.”

The new technology is also aiding mining companies in addressing duty of care issues.

The improvements are allowing companies to monitor the whereabouts of employees travelling for work with pinpoint accuracy in ways that have never previously been possible.

For companies who are managing a highly mobile, dispersed workforce

operating in remote locations, this offers real peace of mind when considering the safety and security of their employees in crisis situations.

“For example, using our travel disruption solution, EXPERT CARE, the precise location of workers during an environmental catastrophe can be obtained instantly so that evacuation can proceed unhindered,” Jones said., The technology doesn’t just track a FIFO worker to their last transit airport but will instead indicate if they are on route to or from the mine site, or if they are onsite.

“This complete end-to-end, real-time visibility of workers is so important when a mine evacuation is required. In a recent example, when extreme flooding affected North Western Australia in February this year, one of our clients was able to see exactly where all workers were on their journey to and from their mining sites. This meant they could arrange evacuations quickly and simply.” AM .

THE TECHNOLOGY DOESN’T JUST TRACK A FIFO WORKER TO THEIR LAST TRANSIT AIRPORT BUT WILL INSTEAD INDICATE IF THEY ARE ON ROUTE TO OR FROM THE MINE SITE, OR IF THEY ARE ONSITE.

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INDUSTRY 4.0

HOOKING YOUR FACTORY INTO AN INDUSTRY 4.0 WORLD THE INDUSTRY 4.0 CONCEPT HAS SLOWLY BEEN GAINING TRACTION OVER THE LAST FOUR YEARS, AND DESPITE ASPECTS OF IT IN USE, IT STILL HASN’T PROPERLY BEEN REALISED. MICHAEL FREYNY, EXECUTIVE GENERAL MANAGER, DIGITAL FACTORY, SIEMENS AUSTRALIA, TOLD BRENT BALINSKI ABOUT WHERE THINGS ARE HEADING AND WHAT IT MEANS FOR AUSTRALIAN COMPANIES.

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saw an interesting recent survey of German and US firms, which showed they had some concerns around having the right skills to capitalise on Industry 4.0. What roles can you see becoming more important for manufacturers?

Digitalisation skills are critical. The younger people coming through are digital natives but we have generations of existing workers who will need to rapidly re-skill and retool.

Industry 4.0 sees the blurring of many lines because traditional and discrete stages from design through to manufacture are now being merged through digitalisation and modern technology. The greatest challenge will be the rapid adoption of new skills and digital tools. Then this needs to be combined with industrial knowhow. The old definition of manufacturing makes way for a new definition. This brings with it a new composition of workers and skills where you will see the person with the monkey wrench also using a computer tablet and more people being competent with computer diagnostic and other digitalisation tools.

By the year 2000, some two billion gigabytes of data had been accumulated worldwide. Today, the same volume of information is generated in a single day. Big data is only useful if you can turn it into smart data. That requires people with incredible analytical abilities, with skills in science, technology, engineering and mathematics. The future also requires cross disciplinary collaboration to solve problems. Philanthropists Graham and Louise Tuckwell recognised this recently with Australia’s largest ever donation of $200 million to the ANU, specifically for this purpose.

The solution will come through new ways of teaching at schools which are solution-based and multi-disciplinary with a focus on STEM. We will also need new university programs that recognise the needs of future workforces and on the job learning that provides an engaging and practical approach to adopting new technologies and tools for employees needing to transition to this future.

Australia recently joined the global conversation around standardisation. What are some things that need to be addressed globally in terms of standardisation? How should our policymakers approach this?

Firstly, as a nation Australia needs to recognise that globalisation fundamentally

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changes our approach and we are no longer isolated. Essentially if we want Australian companies to be successful then they must be able to participate in global supply chains.

A German study of SMEs asked the question ‘What are the greatest challenges connected with implementing Industry 4.0?’ The highest response was ‘standardisation’. On a global level, adopting global standards is simply a ticket to the game. Unless you do this then you won’t exist.

Siemens Australia and New Zealand CEO Jeff Connolly is the chair of the Prime Minister’s Industry 4.0 Taskforce and I’m pleased to say that Standards Australia is now also part. The first working group is around standards and reference architectures.

It’s great to see that Standards Australia are connected to the German-led Plattform Industrie 4.0, which means we have an opportunity to not only align and adopt Australia’s approach, but also to make a valuable an active contribution to the future of digital networking standards globally.

If manufacturers are curious but wary, what are some places you’d advise them to examine and dip their toe in?

As a result of Industry 4.0, in the future billions of machines, systems, and sensors worldwide will communicate with each other and share information. This enables companies to make production considerably more efficient, with greater flexibility.

With Industry 4.0 the physical world is merging with the virtual world. Siemens PLM Software is used to virtually develop and test products before even a single screw is turned. Products reach the market as much as 50 per cent faster. Simulation makes this possible – often referred to as a digital twin – a virtual image of the product into which different designs of its individual components can be inserted and tested along the entire development chain. This approach was used to simulate the landing of the Mars Curiosity Rover in 2012. The landing was tested 8,000 times using Siemens PLM software.

Product Lifecycle Management (PLM) is such a broad array of digitalisation tools that everyone from a surfboard manufacturer, Firewire Surboards, which had humble beginnings in Australia and now distributes to 40 countries, through to a hi-tech automotive manufacturer such as Maserati, which built their latest Ghibli using a digital twin. You can start small or big.

PLM is helping facilitate many competitive advantages for companies. It allows things like

INDUSTRY 4.0

rapid prototyping, system simulation, customer customisation, workforce collaboration and the ability for fully design, test and simulate not just the product but the entire production process and value chain.

What is the role of PLM in meeting the increasing need for manufacturers to create connected products?

PLM is all about being able to connect globally, improve lead time, manage engineering and manufacturing process improvement.

This is the future of product efficiency and competition. Most companies are still managing product data and related manufacturing processes in an isolated manner.

Over the last 10-15 years, the focus of PLM and related engineering and manufacturing software products was about how to control data.

Global product engineering and manufacturing will demand a fresh look on how to manage manufacturing.

This will require a global connected approach in managing information about product manufacturing and supply chain options based on market demand and factory environments.

In a conversation we had recently with an experienced executive with a real enthusiasm for the concept, he said he saw manufacturing being “turned on its head” – an order defines the product and then the product tells the factory’s equipment what to make. Batches of one will be the rule. What do you have to say about this?

I know teenagers who customise their sports runners so they have something unique. Consumer and business demand is moving towards making a “batch of one”.

When I was at Hannover Messe last year the Siemens stand had mini perfume bottling line where you could instantaneously put a designer message via an iPad on your bottle without slowing the production line.

At our electronics and automation factory in Amberg, Germany, products already talk to the production line.

We’re already seeing this and living this at Amberg. Here we make electronics and automation equipment that other companies use to improve their own manufacturing processes.

Amberg showcases Siemens’ concept for a “digital enterprise.” The factory already employs production methods that will be the standard in many manufacturing facilities in a number of years. Products in the plant control their own assembly by directly communicating specific requirements and their next production steps via a product code to the machines.

Cosmetics manufacturer Dr. Kurt Wolff manufacture different products

on one single machine. BMW in Munich have several different models on the one production line in Munich – so you can see the trend.

Do you see this accelerating current trends, such as the move towards manufacturers being more service oriented, and for a smaller and smaller proportion of the overall value being created at the point of production?

Let me give you an example of the machine tool builder company SW (Schwäbische Werkzeugmaschinen) in Germany. As a highly specialised medium-sized company with about 300 employees, they naturally don’t have service engineers in every country who can support customers locally. But that’s not actually necessary. Based on their Machine Tool Analytics Services, they can now provide assistance to their customers in China, the US, and elsewhere right from their base in Germany.

in terms of exploiting data from MES, manufacturing operations management and elsewhere?

There’s no doubt that people are looking for solutions here because data if used correctly gets you those percentage gains needed to have a competitive advantage. And the opportunities to improve are all around us if we only know where to look. And Siemens has been expanding and building a portfolio of solutions exactly in this area.

In March this year, Siemens announced that it is now bringing the “MindSphere – Siemens Cloud for Industry” onto the market.

MindSphere has been designed as an open ecosystem that industrial companies can use as the basis for their own digital services, such as in the fields of preventive maintenance, energy data management or resource optimisation.

A deep understanding of customer needs and processes is essential in creating value. By focussing on smart data, instead of only big data, engineers can “smartly” combine product know-how and process expertise with data analytics to help customers reduce unplanned downtime and improve operational efficiency.

Siemens Digital Services provides connectivity, data integration and analytics, as well as cyber security.

It can securely connect our devices and equipment anywhere in the world, thereby enabling remote monitoring and remote maintenance.

By integrating the masses of data they produce with data from other sources, such as weather forecasts or field service data, and by performing advanced analytics, Sinalytics can create new insights.

What are some trends you see

Machine manufacturers and plant constructors can use the platform to monitor machine fleets for service purposes throughout the world, reduce their downtimes and consequently offer new business models. MindSphere also forms the basis for data-based services from Siemens, such as for the preventive maintenance of machine tools (Machine Tool Analytics) or integrated drive systems (Drive Train Analytics).

Are there any standout examples of what such processes can offer manufacturers? Are there any (preferably) local case studies that are worth considering?

One good example is how Dell leverages Omneo to explore billions of records and analyse millions of data combinations in under one minute with the help of data analytics. At the launch of Dell XPS13, it was noticed that the LCD was flickering on 2 of 6

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demo units. Dell was able to identify and isolate the problem in three hours vs three days.

What opportunities do the above present to Australian manufacturers, and how should they be looking to approach them?

We should approach this fourth industrial revolution with optimism.

For the first time ever, advancements in technology are allowing Australian manufacturers to be part of a much bigger global picture. Through digitalisation technologies we can participate in global supply chains.

Also, the cost of labour becomes less and less of the equation because the real value will be in the design, engineering, process expertise and services. Many traditional roles will be automated – whether in China, Australia or anywhere else.

For a company looking at what they should do, it’s important to start at the top. Industry 4.0 transforms the entire business. The immense scope of change it brings, and the level of investment required, means that it belongs on the CEO’s agenda.

From now until 2020, German industry will invest 40 billion Euro annually in Industry 4.0 applications.

Industrial firms surveyed say they will invest, on average, 3.3 per cent of their revenues in Industry 4.0 solutions over the next five years. This corresponds to nearly 50 per cent of all planned capital investments.

This is really happening and something you should be taking urgent action on. Within five years, in Germany, over 80 per cent of companies will have digitalised their value chains. The companies expect that by 2020, 86 per cent of horizontal and 80 per cent of vertical value chains will achieve a high level of digitalisation, and will thereby be closely interconnected.

I would also recommend you try to understand the benchmark – where do you sit next to your competitors?

What technologies are being used by your competitors? What can we do immediately and what do we need to plan for?

The potential for digitalisation is high. Another thing is to understand what data are you currently capturing or able to capture and what are you doing with it? Is it enough and is there something more you can do with the data?

And on a final note, look for a technology ‘partner’ rather than seeing technology companies as a typical “vendor” relationship. We’ve found that the companies where we are proactively and deeply connected are competitive – not just locally but often globally as well. AM

WOMEN IN INDUSTRY WINNERS

THE 2016 WOMEN IN INDUSTRY WINNERS

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AN INSIGHT INTO THE WINNERS OF THE THIRD ANNUAL WOMEN IN INDUSTRY AWARDS he third annual Women in Industry awards went off with a bang in Melbourne as hundreds gathered to recognise, celebrate, and reward women making extraordinary achievements right across Australia’s industrial landscape.

Despite only being the third event, nominations exceeded 100 entries, marking a growing trend towards recognition of how Australia’s women are excelling.

The Women in Industry awards themselves recognise and rewards the achievements of women working in the nation’s industrial, logistics, and engineering sectors, and aims to raise the profile of women within industry, as well as promote and encourage excellence. Australian Mining has teamed up with Manufacturers’ Monthly, PACE and now for the first time Prime Mover, Trailer, Logistics & Materials Handling, and Diesel to acknowledge women who have achieved success through their invaluable leadership, innovation and commitment to their sector.

The program aims to recognise women who are leading change in their chosen field and breaking down the barriers in what can often be male-dominated industries.

The only awards program of its kind to encompass mining, manufacturing, engineering and now both transport and logistics, it also encourages the industrial world to raise the profile of women working in the differing sectors by embracing diversity and creating clear paths for the next generation to

follow, as well as highlighting all the work done by the pioneering women of Australian industry.

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the first time ever, the calibre of all finalists was high.

Australian Mining congratulates all finalists, and winners, from the night.

Read on over the next few page to find out who took out which award, and why these women stand out in their field. AM

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WOMEN IN INDUSTRY WINNERS

EXCELLENCE IN ENGINEERING FOR HER WORK AS BOEING DEFENCE AUSTRALIA’S FIRST FEMALE CHIEF ENGINEER AND LEADING THE HELICOPTER AIRCREW TRAINING SYSTEM PROJECT, KATHYRN BURR HAS BEEN RECOGNISED WITH THE EXCELLENCE IN ENGINEERING AWARD.

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hief Engineer of Boeing Defence Australia, Kathryn Burr has been recognised with the Excellence in Engineering Award for her work in both industry and government on large-scale defence acquisition projects.e 2016 Industry Advocacy Award.

As the company’s first female chief engineer, Kathryn is responsible for the project’s technical integrity and safety of all systems delivered under the Helicopter Aircrew Training System (HATS) contract for the Australian Defence Force.

This appointment came after a decade spent with the Royal Australian Navy (RAN), in which she worked on a number of programs including management of both the Seahawk helicopter mission system and Collins Class submarines. Her role as a certification engineer on the Seasprite helicopter acquisition contract was also a perfect platform for her to demonstrate her leadership skills and outstanding engineering ability.

Kathryn’s excellent communication and engineering leadership skills lead to her uniting

teams to work together to solve complex problems. Her opinion and counsel is regularly sought by senior Boeing leaders who turned to her to help resolve program challenges.

Kathryn’s ability to help foster working relationships with HATS customers led to her addressing issues on the large Boeing acquisition

AUSTRALIANMINING

project in a direct and respectful manner. According to Arthur Mamalis, director of the HATS program, Kathryn is seen as a leader of people in software and interpersonal development.

“Kathyrn’s transparent communication skills and technical competence enabled her to make

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confident, respectful arguments, which built enduring trust between her team-mates and customer counterparts. I routinely take Kathryn’s counsel and would not hesitate to follow her lead.”

In choosing Kathryn to be the recipient of the Excellence in Engineering Award, the judging panel noted her amazing career in the industry, leading trust between customers and employees alike.

While she is humble about her achievements, Kathryn recognises the importance of sharing her experience with future engineering students who may be interested in entering the industry.

Kathryn says a growing aerospace industry in South East Asia, India and China means demand for commercial and defence aircraft, and therefore systems engineers, is only going to increase. She believes the best way to encourage young women to enrol in engineering at university is for them to study viable STEM subjects.

“I put out an ad for a structural mechanical engineer and I was excited about seeing the pool of candidates, however there was not one single female applicant in that pool of about 60,” she says.

“That, for me, is disappointing.

If you’re not attractive as a career to 50 per cent of the population then that’s a huge talent pool you are missing out on.” AM

WOMEN IN INDUSTRY WINNERS

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EXCELLENCE IN MINING FOR HER SUCCESSFUL RESTRUCTURING OF THE BHP COAL GEOSCIENCE AND EXPLORATION DEPARTMENT, KRISTY LIDDICOAT HAS WON THE EXCELLENCE IN MINING AWARD.

H

ead geoscience and exploration at BHP, Kirsty Liddicoat has been recognised for implementing and leading the department’s successful restructure.

The geoscience and exploration department consisted of more than 50 technical and operational professionals and through the extensive restructure, Liddicoat challenged paradigms to produced a change in thinking around geoscience capability and technology.

She effectively engaged with stakeholders to create a shared vision, purpose, and strategy, using project management systems and processes to find areas where simplification was needed to remove interfaces as well as improve accountability and operational efficiency.

With her efforts, the restructure was successful and delivered significant value to the business.

Liddicoat’s success is synonymous with BHP’s renewed focus on exploration both in Australia and in its overseas projects. The company aims to spend nearly 20 per cent of its capital budget on exploration, particularly targeting copper and oil.

In May, BHP CEO Andrew Mackenzie said they were increasing exploration “to take advantage of falling costs as others pull back”.

Many Australian other state budgets have put a strong focus on exploration. The WA state budget is providing $30 million between 2017 and 2020 for the state’s Exploration Incentive Scheme while the South Australian Chamber of Mines and Energy (SACOME) received $400,000 from their state’s budget for a range of programs to boost the resources sector.

In addition, the Federal Budget provided Geoscience Australia $100 million for the National Resources Development Strategy – Exploring for the Future programme, designed to map mineral, energy, and groundwater potential in northern Australia and South Australia.

Liddicoat is a degree qualified geologist and mining engineer with a Masters of Business Administration. She has multicommodity work experience in gold,

iron ore, bauxite, coal, and copper and has also sought exposure across a broad range of multi-disciplinary roles including mine design and planning, engineering, production, drill and blast, mine geology, exploration, and safety.

During her tenure as head of the geoscience and exploration department, Liddicoat’s

AUSTRALIANMINING

“DURING HER TENURE AS HEAD OF THE GEOSCIENCE AND EXPLORATION, LIDDICOAT’S COMMITMENT TO SAFETY HAS OVERSEEN A SUBSTANTIAL DECREASE IN INCIDENTS.”

commitment to safety has played a role in the substantial decrease in incidents.

Liddicoat’s motivation, natural communication style, and ability to lead with integrity is commended by

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her work colleagues, with one of her most admirable qualities being her commitment to developing others and driving diversity and inclusion.

In this respect, Liddicoat has been involved in a range of mentoring endeavours for both team members and external peers.

She was also the immediate past chair of the Australian Institute of Mining and Metallurgy (AusIMM) Women in Mining group (WIMnet) a national initiative which aims to promote the attraction and retention of women in the mining and minerals industry.

Ben Gillan, superintendent, exploration said Liddicoat brought a wealth of knowledge and leadership to the business and is highly regarded in their sector.

“Kirsty is passionate about improving our systems, developing new ways of operating, and always challenging her direct reports to stretch outside their operating capacity,” he said.

“She has a unique way to develop an individual’s thinking to push outside the realm of normal.”

Gillan also commented on the way Liddicoat devoted her time to graduate programs, mentor sessions, women in mining, and personal development.

“Kirsty always shares real life learnt examples that are relatable during day-to-day activities. [She] is a very effective communicator with a bank of key ideas for an ongoing dynamic resource environment.”

Mining engineer Ashwath Ravikumar, one of Liddicoat’s work colleagues, further commended her effective leadership, excellent mentorship of younger workers, and her approachable manner.

“She was open to suggestions and ideas from other personnel on site and [was] the first one to admit a mistake. She brought out the very best in people.”

Commenting on her achievements, the judges said she had strong business and mining credentials which she put to excellent use. They added that it provided evidence of a broad and diverse skill set being built. AM

WOMEN IN INDUSTRY WINNERS

EXCELLENCE IN MARKETING AND COMMUNICATIONS FOR HER SUCCESSFUL IMPLEMENTATION OF AN ENORMOUS NATIONAL REBRAND, JODIE COLLINS HAS WON THE 2016 MARKETING/COMMUNICATIONS AWARD.

J

odie Collins, Brand Manager for SWAP’n’GO, has implemented many marketing communication strategies in her 13 years at Elgas, but one of her top successes was achieved during the East-coast Kleenheat Rebrand.

The project started when Elgas acquired Kleenheat’s east-coast LPG distribution business in 2015, Collins took on the entire rebranding of all Kleenheat Swap assets and distributor signage across Australia – a massive undertaking given the legally required deadline of six months.

The rebranding itself went far beyond standard marketing materials, and included exterior steel signage, gas bottle cages, and more.

To understand the scope of the undertaking, she worked with the Elgas transition team to document all site locations, and worked with various vendors to receive quotes for each required component. She then worked with national contract account managers to come up with new artwork that was satisfactory to all parties.

In total, new steel signage was required for over 4,400 gas bottle cages across 2,600 sites. In many cases, the cage doors had to be removed, signage changed offsite with power tools, then returned to the site and reinstalled.

Addition, more than 1200 agents and distributors in four states required Elgas rebranding – and the steel signage installation was far more complicated than it sounds on paper.

Elgas Southern Division general manager Scott Sparre explained, “Before each rebranding could begin, she had to ensure the necessary approvals, work permits, and procedures were in place; she then had to make sure all contractors knew how to comply with each site’s specific regulations.”

“Adding another challenge was the fact that power tools were not allowed on most sites; this meant each cage door had to be removed, take off the property, and then swapped in an approved work space organised by Collins.”

On top of this some sites had multiple signage requirements, which

were carefully documented before installation commenced.

Once complete, she also had to provide photo documentation to confirm each location’s successful rebranding.

One of the most challenging aspects of the project was getting third-party LPG distributors and agents to comply in removing their signage and replacing it with Elgas materials.

Some did not share Elgas’ sense of urgency or legal imperative; Collins had to find shared incentives to persuade them to comply on time.

She remained organised in her documentation and persistent in her follow-ups, staying on top of each site’s progress around the country – and by the end of the six month period, she had successfully persuaded every single one.

Elgas marketing general manager Eric Hahn stated that “the logistics involved in delivering thousands of signs to locations across the country

AUSTRALIANMINING

“THE REBRANDING WENT FAR BEYOND STANDARD MARKETING MATERIALS, INCLUDING EXTERIOR STEEL SIGNAGE, GAS BOTTLE CAGES, AND MORE.”

was a job unto itself, but Collins did that and more much more: she organised all the artwork, managed the vendor request for quotes (RFQs), oversaw all asset distribution and installation, and obtained verified compliance from thousands of third-party locations and entities across the country”.

“Persuading all of those entities to comply on a timely basis was nothing short of miraculous on Jodie’s part.

This situation was made the more difficult by the fact that for the six months of rebranding activities, Collins continued her day-to-day role as SWAP’n’GO Brand Manager while she took on this major rebranding project.

Through her tireless work, the Elgas/Kleenheat rebranding was rolled out in full with all deadlines met – a huge success.

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Her tenacity, persistence, and tireless work separate her from others, Sparre added.

Her readiness to take on the enormous rebranding project in addition to her work as SWAP’n’GO Brand Manager is just one example of her consistent willingness to go above and beyond her normal responsibilities.

A proactive leader, Collins’ enthusiasm is contagious, as evidenced by her ability to motivate third party compliance across the country. She inspires others to work their hardest, and her diligent work ethic and organisational skills are unparalleled, Sparre said.

Commenting on her win, the judges said she was able to provide a great application of rebranding, which resulted in a clear project outcome. AM

WOMEN IN INDUSTRY WINNERS

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BUSINESS DEVELOPMENT MANAGER OF THE YEAR DONNA CURL, GENERAL MANAGER, INDUSTRIAL FILTRATION SOLUTIONS AT DONALDSON AUSTRALASIA, HAS WON THE BUSINESS DEVELOPMENT MANAGER OF THE YEAR AWARD FOR STRENGTHENING HER BUSINESS DESPITE THE CHALLENGES BROUGHT BY THE MINING AND MANUFACTURING DOWNTURN.

D

onna Curl had been recognised for her leadership and ability to guide her company through a period of economic instability.

Curl, general manager, Industrial Filtration Solutions at Donaldson Australasia, has been able to work through the difficulties in the mining and manufacturing economies to create a stronger business.

With the resources sector experiencing difficult financial

conditions, capital purchases in Curl’s business slowed down, but through her restructuring efforts, she was able to successfully turn her business around. Despite ongoing weakness across the markets here business services generated record levels of profitability while managing to surpass her annual sales goal. She was able to accomplish these goals with few employees and with new business partners she developed as an alternative route to market.

The downturn in the mining

AUSTRALIANMINING

industry is expected to continue, with NAB research indicating that more than 50,000 jobs will be lost and investment in the mining sector will decrease. This is in addition to the estimated 46,000 jobs lost during the 2012-12 and 2014-15 periods.

NAB head of Australian economics Riki Polygenis said, “Our models suggest that mining investment is likely to fall by around 70 per cent from its current levels over the next three years – implying that we are currently just over halfway down the

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mining investment ‘cliff’.”

In contrast, the Department of Industry, Innovation and Science and the Office of the Chief Economist’s latest Resources and Energy Quarterly report suggests a resurgence of the mining industry.

“Although the prices for Australia’s largest commodity exports – iron ore and coal – are projected to increase, they are expected to remain well below the prices recorded over the past few years,” the report stated.

There is, however good news for the manufacturing industry, with the sector experiencing its 12th consecutive month of growth, according to the Australian Industry Group’s Performance of Manufacturing Index for June. This expansion period is the best since September 2006 and has been helped by the lower Australian dollar.

Despite facing times of uncertainty during the restructure, Curl remained committed and kept her team involved in the decision making process. Through her efforts, the company has achieved a new business focus, new routes to market, and a line of new products. and working beside her is a dedicated group of individuals who are committed to Curl and her business.

Curl’s most admirable attribute among her work colleagues is her business ethic. She will stand by her product, and in turn, by her customers. She does not opt for the quick easy sale if the product doesn’t warrant the application and will not denigrate other competitors to make a sale.

One of her colleagues said Curl “will only sell value, and value that is a true benefit to the customer. If there are problems, Donna will be there, in person to make it right”.

“She also knows that it takes a lifetime to build a good reputation, and a minute to destroy one.”

The judges commented on her effective management of her business and said she had “good leadership despite facing difficulties within her own business and the industries she operates in.” AM

WOMEN IN INDUSTRY WINNERS

RISING STAR OF THE YEAR FOR HER GRASSROOTS FOOD MANUFACTURING BUSINESS START-UP SUCCESS STORY, COLLY GALBIATI HAS BEEN RECOGNISED AS THE 2016 RISING STAR OF THE YEAR.

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n recognition of her leadership and ingenuity in taking a start-up food manufacturing business from the kitchen to the supermarket, and her ability to recognise a niche market to white-label products for other snack companies and eventually open a private-label service and has begun consulting and producing products, Soma Organics’ founder Colly Galbiati has won the 2016 Rising Star of the Year award.

Her journey began in 2012, when Galbiati launched premium snack-food company Soma Organics.

She has always been passionate about healthy eating and raising public awareness for quality food and nutrition and through this passion, Soma Organics was born.

Soma Organics started in the kitchen of her home where she began hand making the since award-winning Soma Bite snack bar range.

She quickly saw success, and in turn, quickly ramped up production.

Due to the large increase of demand, she outsourced her successful home kitchen business into a full scale food manufacturer, specialising in snack bars in just over nine months.

Since then, Galbiati has increased the SKU’s and has grown availability of the Soma Bite range to more than 500 retailers across Australia -including Woolworths, IGA Supermarkets, Foodland Supermarkets, and independent retailers –and now also exports to Singapore and Dubai.

In 2013, Galbiati secured a deal with beverage company, Your Tea International Group, to create and co-brand a range of organic protein snack bars Your Soma Bar which is sold exclusively on the Your Tea website which has a popular reach of over 500,000 users.

She personally developed and designed the snack bar range from bar to branding; with the first bar already on the market.

Since kicking off Soma Organics, she has recognized a niche market to

According to Galbiati, she has learnt very quickly that you must be resilient being a small business owner in the food manufacturing industry.

As the snack bar sector becomes more saturated, she has learnt that diversification is key to maintaining a presence in the industry.

She has spearheaded Soma Organics new strategy to label products under Soma Organics, created partnerships, and produces white-labelled products, which she believes has been a wise move for the company in expanding its portfolio.

However it has not been an easy run; being a newcomer in the food manufacturing industry has its challenges.

Galbiati quotes she learns “every single day”, and has benefited by not having any preconceived ideas on how things should be done.

Food clichés aside, she has not followed a cookie-cutter template when launching a product range – she has developed strategies and looked at different ways of doing things.

She has disrupted the current methods of food development and product development, which has resulted in successful product ranges and a diverse business structure.

Because of her success and ‘grass-roots’ start-up success story, she is seen as a business example for many entrepreneurs in the health food space.

She has looked, down the track, to launch a mentorship program or consultancy service directed at health food startups to guide and assist in the confusing process.

This is not the first time the Women In Industry awards has GALBIATI LEARNT VERY QUICKLY THAT YOU MUST BE RESILIENT BEING A SMALL BUSINESS recognised Galbiati’s work, after OWNER IN THE FOOD MANUFACTURING INDUSTRY she took out the Excellence in Manufacturing award last year, and won awards from the Women Bar: a raw energy bar made from white-label products for other snack in Industry’s media support network cricket flour. More recently, she has companies then opened a private-label magazine Food & Beverage Industry pitched to a global and influential service and has begun consulting and News Magazine awards in 2014 for health company to private label a new producing products.

Best Snack Food, and in 2013 was a protein bar, which she developed.

Galbiati has also taken her business finalist in the Best Organic Food and The motto for Soma Organics is in a new, sustainable direction, Best Packaging category. AM ‘Diversify, Resilience, Success’. launching and co-founding the Eco AUSTRALIANMINING

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WOMEN IN INDUSTRY WINNERS

Sponsored by:

MENTOR OF THE YEAR SIMONE PAINTER RECEIVED THE MENTOR OF THE YEAR AWARD FOR CONTINUALLY SUPPORTING AND ENCOURAGING WOMEN IN HER WORKPLACE.

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hroughout her career in mining, Simone Painter, processing manager at Alkane Resources, has been involved in mentoring several women and helping them succeed in achieve their career goals.

Graduating with a Bachelor of Science (Metallurgy) from Murdoch University in 1996, Painter discovered the challenging realities of mining at age 20, on a FIFO site with 200 employees – that included only five women – where nude centrefolds decorated the office walls and men’s magazines littered the crib room.

Despite the conditions, Painter decided not to give up and continued to help other women succeed in the industry.

Mentors are important for helping women overcome career barriers in the STEM sector.

Tineke Willemsen, chair of the board of supervisor at Aletta Institute for Women’s History in Amsterdam and former professor of work and gender psychology at Tilburg University in the Netherlands, said mentored women have more job satisfaction, higher career commitment, and lower workfamily stress.

In turn, Willemsen added that their company’s also generate benefits including more committed and satisfied employees, lower turnover rates, a better transfer of organisational culture, and quicker integration of new employees into the organisation.

Australian National University Lecturer Merryn McKinnon highlighted that more female role models in the STEM sector helps younger women consider career possibilities in the sector, with mentors providing crucial support.

“The absence of senior females in STEM removes a source of visible role models for existing and aspiring women scientists. This is a problem for attracting and retaining female scientists.”

Prior to her role at Alkane, Painter worked for WA’s Sons of Gwalia, Independent Metallurgist Laboratories, the Big Bell Gold Mine, and at the Mt Isa Copper Concentrator. Between 2005 and 2013, she also held senior roles at the Cowal Gold Mine in NSW.

“OVER THE COURSE OF HER CAREER, PAINTER HAS BOTH EMPLOYED AND MENTORED 50 WOMEN, INCLUDING SEVERAL FROM INDIGENOUS BACKGROUNDS, IN ROLES SUCH AS CLERKS, OPERATORS, ENGINEERS, MANAGERS, AND TECHNICIANS.”

While working at the environmentally sensitive Cowal site, Painter ensured it complied with the International Cyanide Code, achieving a world first pre-operational certification.

In 2014, she led a team to commission the Tomingley Gold Operations (TGO) processing plant safely on schedule, and her subsequent management of the Cyanide Detox Circuit significantly increased production and reduced costs while achieving the lowest cyanide discharge levels in Australia.

Over the course of her career, Painter has both employed and mentored 50 women, including several from indigenous backgrounds, in roles such as clerks, operators, engineers, managers, and technicians. She builds their confidence by expressing belief in their abilities, sharing her experiences, providing helpful advice, and encouraging them to pursue promotions.

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On top of her responsibilities and workload, Painter would create time to provide emotional and practical support to female employees experiencing depression or domestic violence, or considering IVF treatment or suicide.

With Painter’s help, the women have been empowered to gain financial independence to save a deposit for their first car or house, complete their tertiary qualifications, travel, get medical treatment, or leave a toxic relationship.

Painter focuses her attention on the professional development of her colleagues, identifying the training courses that will enable them to achieve their career objectives faster. She also provides job sharing and flexible work arrangements if necessary, to help her team members balance their family and professional lives.

To further ensure the success of female employees, Painter also mentors their direct supervisor, typically male, if they lack experience in dealing with women in the workplace.

The judges applauded Painter’s outstanding effort, adding, “[It is] amazing to think of the impact one person can have on people’s lives.” AM

WHILE WORKING AT THE ENVIRONMENTALLY SENSITIVE COWAL SITE, PAINTER ENSURED IT COMPLIED WITH THE INTERNATIONAL CYANIDE CODE, ACHIEVING A WORLD FIRST PRE-OPERATIONAL CERTIFICATION

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WOMEN IN INDUSTRY WINNERS

INDUSTRY ADVOCACY AWARD AUSTMINE’S CHRISTINE GIBBS STEWART’S WORK IN LIFTING RECOGNITION OF THE METS SECTOR HAS SEEN HER WIN THE 2016 INDUSTRY ADVOCACY OF THE YEAR AWARD.

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or her role in working tirelessly to promote Australia’s Mining Equipment, Technology and Services (METS) sector as an industry in its own right, separate, although interconnected, to that of mining, Christine Gibbs Stewart of Austmine has won the 2016 Industry Advocacy Award.

Gibbs Stewart has worked to not only gain recognition for the METS sector, but also build its profile by spearheading the first ever national survey of the industry in 2013 which revealed its size; turnover; global export reach; and larger than expected employment numbers, and thus its importance to the Australian economy.

The scale of these numbers helped lead to national recognition of METS as a sector in its own right. She was involved from the very beginning in the bid to have the METS sector as one of the three federal government industry “precincts” which would receive funding, and which have now evolved into the six Industry Growth Centres.

METS Ignited is our sector’s industry growth centre, which was established following the work done

initially by Christine through the survey and the ensuing tender.

Whilst innovation has been a core element of Australian METS for many years, it was not always publicly acknowledged as such.

Since coming on board, she has brought innovation to the forefront in of the sector as a whole, adjusting the theme of the biennial Austmine conference to an innovation focus, launching Australia’s first METS Innovation Mentoring Program Working with Christine has contributed to the global perception of Australian METS as true innovators.

In her time as CEO, Gibbs Stewart has overseen two landmark industry surveys, delivered national METS Stakeholder engagement forums, broken down barriers between industry associations through strategic partnerships or Memorandums of Understandings with the Minerals Council of Australia, METS Ignited, CRC ORE, CRC Mining, Austrade and key government departments and advocated for the METS sector across numerous industries and functions.

She has been instrumental in working on the APEC Mining Taskforce with DFAT, which is an ongoing initiative She is well recognised for her passion, drive and commitment to

“CHRISTINE [GIBBS STEWART] HAS OFTEN BEEN THE UNACKNOWLEDGED DRIVING FORCE BEHIND MUCH OF OUR SECTOR’S RECOGNITION OVER THE PAST FIVE YEARS.”

changing how the METS sector engages with the mining industry.

One of her developments has been the Austmine Collaboration Laboratories, intensive one day workshops that bring together all stakeholders from the METS sector to solve the top industry challenges.”

Commenting on her work, Austmine chairman emeritus Alan Broome, said “Christine [Gibbs Stewart] has often been the unacknowledged driving force behind much of our sector’s recognition over the past five years and I would like to see her hard work and outstanding results finally acknowledged across our industry.

“Her championing of startup companies who have exciting new products and services, has been evident in her work at Austmine, including new membership category creation and Memorandums of Understanding with Unearthed Hackathons.

“At a time when the mining industry is struggling to remain competitive and afloat, it is more important than ever that METS, miners and relevant stakeholders

pull together to solve the industry’s challenges. Christine is spearheading programs and initiatives that embrace collaboration, innovation, productivity increase and sustainability, and competitiveness across Australian businesses.”

“Christine is remarkably active both around Australia and overseas, selling the Australian METS story,” Austmine chair Alexander Kachellek said.

“This includes participation in delegations to the Philippines, Cambodia, Hong Kong, Indonesia and Vietnam over the last 18 months where she has presented to high level delegates from mining companies and government officials on our sector. She has created and backed new national programs that support and underpin our sector during these challenging times; led industrywide surveys; hosted think tanks and championed whole-of-sector collaboration,” Kachellek said.

“In a time when our sector faces obstacles at every turn, Christine through her role at Austmine is fighting and winning by all accounts by identifying ways forward to make our industry even stronger; more innovative and more productive in the future. I can think of no greater industry advocate for the Australian METS sector.” AM SHE IS WELL RECOGNISED FOR HER PASSION, DRIVE AND COMMITMENT TO CHANGING HOW THE METS SECTOR ENGAGES WITH THE MINING INDUSTRY.

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WOMEN IN INDUSTRY WINNERS

SOCIAL LEADER OF THE YEAR ALICIA RANFORD RECEIVED THE AWARD FOR SOCIAL LEADER OF THE YEAR FOR HER ROLE IN DEVELOPING AUSTRALIA’S FIRST ONLINE SUPPORT SERVICE FOR WORKERS IN THE RESOURCES SECTOR.

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irector of Mining Family Matters Alicia Ranford has been recognised for her work in creating an online support service dedicated to helping workers and families survive despite the challenges of life in the mining and resources sector.

The idea for the support platform stemmed from her own experience with her young children who initially struggled to cope with their father’s fly in, fly out rosters as a mine worker.

Despite there now being a wealth of support websites and resources to support FIFO workers and their families, Ranford’s website, miningfm.com.au, was the first of its kind in Australia and the world, offering free professional and practical advice from industry experts and psychologists.

Before creating the website, Ranford spent more than 10 years doing FIFO work and living residentially in remote parts of Australia and South Africa. During that time, she wondered whether other families were struggling with the same issues.

She decided to establish her own support website - particularly to offer a free Q&A email service with a professional team of psychologists - to reach out to other workers and families. Through the site and MiningFM’s range of printed Survival Guides, Ranford’s work has strengthened the relationships of thousands of families, made children more resilient, boosted the emotional wellbeing of thousands of FIFO workers, and made workers more connected to their families.

Her initiative strives to ensure mining families throughout Australia – and increasingly around the world – do not feel alone during difficult circumstances.

Mining Family Matters also publishes a suite of guides to strengthen the relationships of families, with 140,000 copies sold nationwide since the fist guide was released in 2011.

The organisation now operates in the United States and Canada, with Ranford currently in talks to provide the services in Chile.

With the downturn in the

mining industry affecting workers and families, Ranford has also sought to increase understanding and acknowledgement of mental health in the industry, and provide resources on how to cope with roster changes, how to look for work, and how to transition from a FIFO schedule to a ‘normal’ life.

Ranford strongly advocates for families and workers in the resources industry, emphasising the positives despite the hardships families face when they’re living away from support networks.

In addition, Ranford helped establish the Rock Solid Suicide Prevention Program, a national initiative that aims to boost emotional resilience and prevent suicide in the male-dominated resources industry.

The program is a collaboration between Mining Family Matters and Wesley LifeForce Suicide Prevention. It began after discussions between Ranford and Wesley Mission strategic relationships manager Sam Yip about the rate of suicide among mining and resources employees, particularly FIFO workers.

In South Australia, Ranford

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RANFORD HELPED DEVELOP A FIRST OF ITS KIND MINING FAMILY FOCUS WEBSITE TO AID FIFO FAMILIES IN ADAPTING TO THE INDUSTRY

successfully gained the support of the Mining and Quarrying Occupational Health and Safety Committee (MAQOSHC) to fully fund a pilot program for the state’s mines and quarries.

Under the pilot program, comprehensive workshops were delivered by a Wesley LifeForce trainer to representatives from ten SA mines and quarries including Heathgate Resources, Iluka Resources, and Goolwa Quarries.

They also created workplace posters and a 32-page Rock Solid guidebook to offer advice on relationships, parenting, and workplace resilience.

Over the past five years, the Western Australian Department of Mines and Petroleum, through the Resources Safety Division, has sponsored the Mining Family Matters website.

The department works with the resources industry to reduce serious accidents and incidents, and provide tangible support for positive workplace cultural change. Working

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with organisations such as Mining Family Matters strenghthens the company’s commitment to making a difference to the minerals sector.

Through their sponsorship, families are able to access free professional information, services and support.

Acting manager support and development licensing and regulation, resources safety Dr. Su Ho emphasized Ranford’s professionalism in all aspects of her work.

“She is highly motivated, positive and innovative, and a passionate advocate for mining families,” she said.

“With our focus on mental wellbeing as an important human factor for maintaining a safe and healthy workforce, her work in the past couple of years to improve the resilience of mining workers facing tough times during the mining downturn is important.”

The judges commended Ranford’s efforts in creating the social platform to address major and often hidden issue and congratulated her on her initiative. AM

WOMEN IN INDUSTRY WINNERS

Sponsored by:

EXCELLENCE IN MANUFACTURING FOR HER ROLE IN LEADING A CARAVAN MANUFACTURER TO BECOME ONE AUSTRALIA’S LARGEST CARAVAN MANUFACTURERS, GABBY MONTAGNESE HAS BEEN RECOGNISED AS THE WINNER OF THE 2016 EXCELLENCE IN MANUFACTURING AWARD.

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n a relatively short time Gabby Montagnese has managed to steer New Age Caravans to be the largest full size caravan manufacturer and the second largest overall caravan manufacturer in Australia.

Montagnese was working in the metal framework industry in the early 2000’s when she decided to start her own RV company, waiting for just the right time to enter the industry.

“I saw a gap in the market: there were no modern, contemporary or ‘blingy’ caravans out there,” she said.

“So when the GFC hit, we started doing some modelling.”

According to Montagnese, the Australian RV industry has always had two problems: it’s highly maledominated and stuck in its ways.

So when she started her own business as the first – and to date only – female caravan company owner, she made it her mission to challenge this by employing a large number of women at all levels within the company, and producing caravans with unique, innovative designs not available elsewhere on the market.

Caravan Industry Association of Australia CEO Stuart Lamont said, “In what is a male dominated industry, Montagnese leads an organisation which has seen rapid

but sustained growth into what is now clearly the second largest manufacturer in the sector.”

New Age Caravans produced its first model in 2008 with the concept of moving away from traditional caravan designs and builds to designing and building high quality modern caravans which are today a benchmark in the industry, and by 2009 New Age had seven different designs and was producing on average five units per week.

Her determination and business acumen had seen continued success and continued company growth.

In 2013 a purpose built state of the art factory was built in Epping, Victoria which included state of the

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art CNC machines, three full scale recyclable water testing stations and a full scale weight bridge, a new concept indoor show room was also included near the factory.

As a testament to New Age’s success, the company received a million dollar grant in 2014 to increase production as part of a Federal and Victorian governments and Ford Australia-funded initiative.

The company is now producing approximately 1,000 caravans per year, comprising 11 models with 36 possible layouts.

The company employs over 160+ full time staff and over 40 dedicated contractors, Montagnese is recognised for running her business on the merits of innovations, quality, and a high level of customer service, which includes consistently developing and challenging her staff to produce the best service and product to the market.

Unlike traditional management, Gabby has developed a unique management style and a high level of company culture with ongoing staff development programs.

Lamont said she encourages strategy and has a willingness to establish a training culture, and has introduced a real focus on innovation

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and design to generate manufacturing efficiencies.

One of her philosophies is that we never stop training, learning or developing as we all have a lifelong pursue of perfection consisting of equilibrium between work and home.

Gabby has been in the spot light many times in the past, being awarded many awards over the years, only recently winning the NBAA Chairman’s Choice “Business Excellence Award” and being nominated for the Telstra “Woman of the Year”.

“What is more,” Lamont adds, “[is] her desire to participate in industry activities and learn from other case studies both locally and internationally has seen the business respond and develop, and now trends and innovations which have been implemented in both the product to market and the business as a whole are being looked at and attempted to be replicated – a real honour and sign of respect for the operation Montagnese heads up.”

Commenting on her win, the judges said there has been “great vision and skill demonstrated by Gabby in bringing her business to the best in class”. “[She is] a recognised leader in Australian manufacturing.” AM

WOMEN IN INDUSTRY WINNERS

EXCELLENCE IN COMMERCIAL ROAD TRANSPORT THE FIRST WOMAN IN FOUR GENERATIONS TO HOLD A MANAGEMENT POSITION IN HER FAMILY’S REMOVALS BUSINESS, MELISSA TAYLOR HAS WON THE EXCELLENCE IN COMMERCIAL ROAD TRANSPORT AWARD.

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anaging director of Taylor’s Removals & Storage Melissa Taylor has been recognised for successfully expanding her family business and implementing several programs to increase workplace balance and increase production.

Taylor graduated from the University of Southern Queensland (USQ) studying a Bachelor of Business with a double major in economics and government. After 14 years working in retail management, she joined her family’s transport company Taylor’s Removals & Storage in 2004.

Taylor is the first woman in four generations of the Taylor family business to work in a management position, with her main role to develop the organisation’s records management division, INFOstor

by Taylors.

Her ability to build the company and realise its potential was recognised when the USQ Faculty of Business nominated her for the Australian Institute of Management’s Young Manager of the Year award in 2006. Consequently, she was awarded the Inaugural Medal for Business Innovation.

In 2010, Taylor was appointed as a director and later promoted to managing director of the Taylor Group later in the year. She obtained her MR license on her 40th birthday.

Taylor has been appointed to several boards and committees including the Queensland Trucking Association, the Empire Theatre Board, Advisory Committee for the School of Management and Marketing at USQ, Toowoomba Committee of the Australian Institute of Management (AIM), Toowoomba Chamber of Commerce Board and the Transport and Logistics Workforce Advisory Committee (TALWAC).

Her passion to ensure her family name continued in the furniture removal business, motivated her to break through many barriers in those first few years in company. Since her arrival in the business, Melissa has

led her team to expand the way they look at the removal and storage sector – moving beyond just household and office relocations, into records management, crate hire, international relocations, and a sophisticated software system to modernise their business operations.

During her tenure in the business, Taylor has implemented several programs such as ‘Count Me In’, a Queensland Government project to create a more gender balanced workplace and emphasise the career opportunities for women in the transport and logistics industry.

Through this program, Taylor helped increase female participation from 10 per cent in 2011 to the current rate of 24 per cent.

She also implemented a pilot program that offered all employees an opportunity to achieve a minimum certificate level in their chosen role. This in turn increased job satisfaction, improved staff retention levels, and increased productivity.

Another initiative Taylor employed was the Structures Work Experience Program to allow high school students to gain real life experience in the transport and logistics industry. This resulted in four graduates gaining full time positions.

Taylor builds working relationships with schools, local and state government, and her industry associations to improve and promote the road transport industry. She often travels between Toowoomba and Brisbane to meet with government and regulators providing input to matters reflecting her business, industry, and regional location.

She was awarded the 2015 Queensland Trucking Association Trucking Woman of the Year and is also a finalist in the Australian Trucking Association’s 2016 Trucking Industry Woman of the Year category.

Shane Charles, chairman of Toowoomba Surat Basin Enterprise, who got to know Melissa when he was chair of the Chamber of Commerce said she made significant contributions to both her business and her community.

“Melissa is a tireless worker,

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whether that be as a board member of the Chamber of Commerce, as a board member at the Empire Theatre, as a business advisory group member for major infrastructure projects, or in her many and varied fundraising roles for local charities,” he said.

her role as managing director and successfully handled its tranistion.

“Melissa approaches every challenge with a great deal of tenacity and works diligently in creating an efficient and productive business,” he said.

“OFTEN INTER-GENERATIONAL BUSINESSES CAN PRESENT WITH A NUMBER OF SUCCESSION ISSUES, HOWEVER MELISSA HAS BEEN INSTRUMENTAL IN ENSURING A SUCCESSFUL TRANSITION OF THE FAMILY BUSINESS.”

In terms of her business, Charles said Taylor “brought many operational efficiencies, updated her fleet, and to her credit has created two new subsidiary businesses to assist in making the entire family operation more diverse, sustainable, and ultimately profitable”.

“Melissa has shown a great deal of thought leadership, resilience, and compassion in ensuring that management and operational succession has transitioned smoothly in the business,” he added.

Josh Daya, principal consultant at Gunther & Associates said Taylor transformed the business during

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“Often inter-generational businesses can present with a number of succession issues, however Melissa has been instrumental in ensuring a successful transition of the family business.”

Taylor’s business leadership was further applauded by Daya, who deemed her a “visionary” and an “empathetic leader.”

“Her strong entrepreneurial ability and commitment to excellence has been demonstrated in the way she leads her business. She has created a business with clear direction, a strong culture and work ethic within an accountable framework.” AM

EVENT WRAP

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EVENT WRAP

QME 2016 WRAP UP AN INSIGHT INTO WHAT WAS ON SHOW IN MACKAY, AND THE THEMES OF THIS YEAR’S QME.

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he Queensland Mining and Engineering Exhibition has closed for another year.

REEDMININGEVENTS director Robby Clark told Australian Mining this year’s show had around 200 exhibitors from a range of countries including China, Poland, and the US, as well as local businesses.

Companies like Toyota, SEW Eurodrive, ESS Engineering, Flexco, Metso, and Endress + Hauser were all on show with technology on stand.

SEW Eurodrive also used the event to announce its plans it open a new facility in Mackay, to support the region, early next year.

Despite the current mining slump, Clark said there had still been strong interest in attendance for the event, stating as of the night before the show there were more than 4500 preregistrations, as well as a number of miners bussing in from site over the duration of the event.

He went on to say there was more than just technology on stands, adding there were a number of informative

seminars and live equipment demonstrations.

Mackay mayor Greg Williamson welcomed the opening of the event, stating “QME has long been associated with Mackay, and were pleased to host this event”.

He went on to say events like this, as well as record export levels from Hay Point and Dalrymple Bay prove that it is still a strong coal industry, adding that while high prices are no longer the norm, the industry is shifting to become more sustainable.

Speaking to QME organiser REEDMININGEVENT’s executive director, John Gorton, he told Australian Mining that while the event has been smaller this year compared to previous events in terms of space, exhibitors, and attendance, there’s evidence that exhibitors at QME have engaged with high quality buyers and specifiers.

The exhibition itself was not the only event on during the week.

The Bowen Basin Mining Club also held the Queensland Mining Contractor awards in conjunction with QME.

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The event – hosted by Women In Industry awards finalist Jodie Currie – highlighted innovation and excellent work and products that have been carried out or developed

by Queensland contractors, such as dramatically slashing project time, or creating an app designed to monitor worker mental health.

The TEAM Group won the

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Queensland Mining and Energy Bulletin’s Contractor of the Year award for its development of a unique lift solution for a 143.6 tonne portal frame, cutting the number of cranes needed and delivering the frame to site with structural integrity intact.

This year’s event being noticeably smaller than the previous two QMEs did not concern Gorton.

“Events like QME are a barometer for the state of the industry,” Gorton said.

“There’s no doubt that the mining industry, and in particular coal, is undergoing a current downturn and this in turn affects events like ours, but over the week of QME we have been hearing and seeing a lot of positivity for the future as well as green shoots that are appearing, and the event will grow with the resources industry as it experiences a recovery.” AM

OPINION

IS THERE A LINK BETWEEN TERRORISM AND ENGINEERING? STUDIES HAVE SHOWN A PREPONDERANCE OF ENGINEERS AMONG TERRORIST RANKS, ESPECIALLY WHEN WE LOOK AT THE RELATIVELY RECENT SCOURGE OF ISLAMIST TERROR THE WORLD IS CURRENTLY GRAPPLING WITH. BRANKO MILETIC WRITES.

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irstly, to be historically accurate, terrorism is not an issue simply confined to the modern times.

The first recorded act by the Romans occured in the First Century AD, where the Zealots of Judea, also known as sicarii, or dagger-men, waged an underground campaign of murder and assassination of Roman occupation forces, as well as any Jews they felt had collaborated with the Romans.

Their motive was an uncompromising belief that they could not remain faithful to the dictates of Judaism while living under Roman rule.

Fast forward to late 19th Century Russian Anarchists, and then to modern-day statist-nationalists of various hues and persuasions which has seen terrorism utilised as a form of political discourse and a belief in the “propaganda of the deed”, with the most ‘successful’ (if that’s the right word) example being the 1914 assassination of the Austro-Hungarian Archduke by a Bosnian Serb nationalist – an event that eventually led to World War 1.

However, methods and results

aside, there is one other thing about terrorism that stands out – that is, the preponderance of engineers among their ranks, especially when we look at the relatively recent scourge of Islamist terror the world is currently grappling with.

For example, in a 2009 paper, Diego Gambetta, an Oxford sociologist, and Steffen Hertog, a political scientist at the London School of Economics, found that “among violent Islamists with a degree, those that have earned an engineering education are three to four times more frequent than we would expect…”

Citing their study of a group of 404 members of violent Islamist groups across the Muslim world, Gambetta and Hertog tracked down 178 violent Islamists, and found that 78 of them or 44 per cent were engineers.

Broadening the course of study to also include medicine and science, 56.7 per cent of their sample had studied these fields.

According to Gambetta and Hertog’s findings, this is a problem that has become unique to violent Islamist groups in the Muslim world.

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for example, engineers have been present, but to a far lesser degree than in the violent groups.

Among violent Islamist groups based in the West, education levels tend to be much lower on the whole. Meanwhile, non-Muslim and left-wing terror groups like Germany’s Red Army Faction, Italy’s Red Brigades, the Basque ETA organisation and the cacophony of Latin American guerrilla groups such as Columbia’s FARC rebels include almost no engineers at all.

Among most anarchist groups, engineers are equally absent. Rightwing groups such as Turkey’s Grey Wolves or US-based militia groups might include some engineers, but they are very much in the minority.

For those on the frontlines of our seemingly never-ending ‘War on Terror’, this may seem like a quirky anomaly, however from a sociological aspect, it does beg some researchers to ponder a number of rather tantalising questions.

How does one go from being an engineering student to being a terrorist? Here, the likes of Gambetta and Hertog emphasise that there is

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a connection between the inherent conservatism of an engineer and the “disappointment of thwarted expectations.” Somewhere in all that disillusionment, they claim, a terrorist is born.

Other questions that need answering include: Do engineering degrees select a certain kind of person that is predisposed toward acts of terror? Does something in these programs worsen some students’ tendency toward extremism? Or is the relationship between terrorism and engineering simply an intriguing correlation with no deeper meaning?

Getting back to Gambetta and Hertog, who have written a book on the subject, Engineers of Jihad: The Curious Connection Between Violent Extremism and Education, they found that most of the engineers in Islamic jihadist terror groups weren’t recruited into the movement; they joined by their own volition.

In fact, they argue in their book, the vast majority of engineers involved in 228 plots across the globe acted as group founders or leaders, with just 15 per cent being the actual bomb makers.

OPINION

THE CHIEF REASON SO MANY VIOLENT EXTREMISTS ARE ENGINEERS, GAMBETTA AND HERTOG THINK, IS THAT THESE ENGINEERING STUDIES APPEAL TO A CERTAIN KIND OF MIND

Delving deeper into the statistics, Gambetta and Hertog looked at nearly 500 Islamist extremists whose used violence to achieve their political aims dating back to the early 1970s.

They then narrowed this list down to 207 people who pursued higher education and whose university majors could be determined. A pattern began to emerge whereby 93

of them or roughly 45 per cent had in fact studied engineering.

As if to underline these findings, one of the most infamous bomb makers for the Palestinian Hamas terror group during the 1990s went by the nom de guerre of “The Engineer”.

What’s more, the frequency of engineers-cum-terrorists was found to far exceed what would be expected statistically since from the 19 countries represented in the sample, fewer than 12 per cent of all students in those countries actually had or currently were studying engineering.

Delving even further afield, the researchers found that of the 40 jihadists who studied at universities abroad, 27 happened to have studied engineering. In another study, comprising 71 extremists who were born or grew up in Western countries, 32 were engineers.

As an example, Khalid Sheikh Mohammed and Mohamed Atta, 9/11 mastermind and ringleader respectively studied mechanical engineering, electrical engineering graduate Mohammad Youssef Abdulazeez opened fire on two military facilities in Tennessee in the US, killing five soldiers. Bali bomber Imam Samudra was an engineer, while Kafeel Ahmed, who tried to bomb Glasgow Airport in 2007 received a degree in aeronautical engineering from Queens University in Belfast.

A 2014 paper by Sarah Brockhoff from the University of Freiburg – College of Economics and Behavioural Sciences argued that education often helps reduce terrorism in nations with sound institutions and dynamic economies, but that when the opposite conditions apply, education may fuel violent extremism. In other words, education can either halt or hasten the descent into terrorism, depending on the context or, for that matter, the time.

So are engineers more likely to

AUSTRALIANMINING

“DO ENGINEERING DEGREES SELECT A CERTAIN KIND OF PERSON THAT IS PREDISPOSED TOWARD ACTS OF TERROR? DOES SOMETHING IN THESE PROGRAMS WORSEN SOME STUDENTS’ TENDENCY TOWARD EXTREMISM? OR IS THE RELATIONSHIP BETWEEN TERRORISM AND ENGINEERING SIMPLY AN INTRIGUING CORRELATION WITH NO DEEPER MEANING?”

join the ranks of terror groups? The answer depends on who you talk to.

The chief reason so many violent extremists are engineers, Gambetta and Hertog think, is that these engineering studies appeal to a certain kind of mind. “It seems they’re selected rather than being shaped,” Hertog said. A college education can’t completely reframe how people think, he duly pointed out.

However, he also noted that, “What you can do is influence the social environment that allows some problematic tendencies to emerge.”

Pushing these notions one step further, Erin A. Cech, an assistant professor of sociology at Rice University, who earned undergraduate degrees in electrical engineering and sociology pointed out that, “Engineering education fosters a culture of disengagement that defines public welfare concerns as tangential to what it means to practice engineering.”

At the same time, many prominent researchers as well as engineering educators find this argument at best, dubious, at worst odious, and any attempt of ‘vocational profiling’ to be quite tenuous.

According to Norman L. Fortenberry, the executive director of the American Society for Engineering Education, engineering degrees emphasise human needs, contexts, and interactions. Far from fostering rigid thinking, he notes, they are designed to “build tolerance for ambiguity.”

Engineering, he says, is not a march to a single correct answer but a quest to find a satisfactory solution amid competing priorities and constraints, including social ones. Understanding the social forces that shape these

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priorities is crucial, he notes, to becoming a successful engineer.

The task is essentially sociological, he argues, but acknowledging at the same, “To be fair, we don’t teach sociology.”

While that may well be part of the overall problem, it is worth pointing out that on a global basis, only a very, very tiny – let’s call it a micro minority of engineers are ever likely to become radicalised and/or violent terrorists, whether of the Islamist variety or of the neo-Nazi / statistnationalist bent.

Then again, this could also all be part of an interesting sociodemographic cycle: the leftist terrorist groups of the 1960s and 1980s such as the Red Brigades, Direct Action or even the IRA involved a disproportionate number of operatives with humanities, arts or social sciences as an educational background.

Going back to the late 1900s, the violently-disposed Russian Anarchists also shared this interest in liberal arts and humanities for their educational foundation.

Whatever the answer is, one thing is certain: across the ages, education has been a path to enlightenment and social mobility. Any links between one vocational group or another with violence is both purely coincidental and statistically insignificant.

As Eli Wiesel, the 1986 Nobel Peace Prize laureate argued after the terrorist attacks on the US on September 11, 2001: “What is it that seduces some young people to terrorism? It simplifies things.

The fanatic has no questions, only answers. Education is the way to eliminate terrorism.” AM

AUTOMATION & REMOTE CONTROL

THE FUTURE-PROOF MINING PLANT SCHNEIDER ELECTRIC BDM PACIFIC, SHANE AYERST EXPLORES HOW PROCESS AUTOMATION SYSTEMS CAN EVOLVE MINING PLANTS AND HELP ADDRESS THE PROCESS OPERATION CHALLENGES FACED BY MINING INDUSTRY TODAY.

G

lobalisation, competition, material and resource pricings, aging workforces and regulatory pressures are just some of the challenges facing Australian mining companies. Some of these challenges grow more daunting by the day.

But Australia has always been an innovative force in making the best of difficult situations, particularly in the mining sector.

The external factors that affect mining are so volatile that it is difficult to pin down with absolute certainty what the industry will look like in a year - let alone five years or a decade. To combat these unknowns mining companies are using Industrial Internet of Things (IIoT) technologies to more effectively control their own assets and in-turn, creating future-proof mining plants with modern process automation at its core.

The Future-Proof Plant helps mining organisations in three ways: keeping pace with accelerating business and operational requirements; evolving with changing technologies; and attracting the right people, then supporting them with the required knowledge.

REAL TIME BUSINESS INFORMATION ALLOWS FOR SMARTER DECISIONS

1. The Speed Challenge

Over the last decade, critical business variables associated with industrial production has fluctuated. For example, today the price of the electricity that a mining operation consumes might change every 15 minutes. This increase in speed has also impacted the frequency in variation of the production value and

material costs of an operation.

Now, the speed of business is so fast that industrial operations must be able to respond to market changes in real time, including many traditional functions that industrial operations have performed in transactional business systems.

Real time business functions such as performance measures, activity-based

OBJECT BASED INDUSTRIAL SERVICE ORIENTED ARCHITECTURE HELPS BUSINESS REMAIN FLEXIBLE

AUSTRALIANMINING

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accounting and profitable safety and asset performance management, will need to operate succinctly in process automation systems.

These systems must be designed right from inception to be extremely agile, adapting to process changes quickly and easily. As these process changes are implemented, object-based industrial serviceoriented architecture (SOA) can help industrial companies to adapt flexibly. This future-proofs the operation while maintaining the operational integrity of the mining plant.

Tightly integrated, resourceto-market, data-driven businesses allow advanced Supply Demand Optimisation (SDO) systems to be implemented. These systems provide real-time visibility and predictive capability, allowing businesses to overcome the challenge of complex interlocked operations. In turn, this enables ‘lean’ production that meets market demands whilst mitigating bottlenecks.

2. The Technology Challenge

As well as helping companies meet business challenges by futureproofing operations, modern process automation systems embody all the

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AUTOMATION & REMOTE CONTROL

characteristics essential to keeping ahead of ever-evolving technological developments by future-proofing their technology as well.

Control room components such as operator consoles and engineering tools have much shorter lifecycles than process-connected components such as transmitters and control hardware. There is also an increased use of mobile technology, with two out of three businesses in a recent Schneider Electric IoT survey planning to implement the Internet of Things via mobile applications in 2016. No single computing architecture will monopolise these systems. Instead, IoT will flourish across systems, both at the edge and on premise. This in-part reflects ongoing security concerns, with cybersecurity threats related to IoT a critical challenge for future business. Making information available across heterogeneous computing environments will help end users adopt IoT solutions in the way that best suits their security and mission-critical needs while also offering those with legacy technology infrastructures a logical and manageable path forward.

Industrial businesses can protect their engineering investments and in many cases, use emerging technology to drive more value from their automation solutions. From an architectural perspective the key features of such an automation system are threefold: providing a distributed software architecture

that operates in standard operating system environments, utilising open industry standards and building a distributed object-based communication infrastructure.

In recent years, the concept of continuously-current technology has been taken to a new level by extending the basic system design to become an industrial service oriented architecture (SOA).

Looking at Schneider Electric technology as an example, clients found they could continually evolve to the latest state-of-theart technology – while preserving existing hardware, software and applications. This enabled clients to protect their engineering investments and in many cases to use emerging technology to drive more value from their automation solutions. This approach means Process manufacturers have the flexibility to continuously upgrade smaller components to meet emerging business needs, without having to upgrade everything at once, thereby minimising downtime.

Increased use of open standards, with a transparent data-driven approach is based on the desire among industrial companies to have common approaches, allowing systems to integrate and interoperate. Better integration enables the flow of data to information, knowledge and offers operational insight, encouraging efficient collaboration across mining plant operations.

AUSTRALIANMINING

3. The People Challenge

A final important issue facing industrial companies over the next few decades will be the changing workforce; retirements of the older workforce and training the next data-driven and more transitory generation. The processes of a Future-Proof Plant helps reduce the impact of these changes, primarily by using automation technology such as virtual reality to embed expertise into systems rather than people.

Properly designed automation software can help capture the intellectual property of engineers and operators before they depart, safeguarding important information and valuable processes. Software workflow engines at the system layer allow intellectual property to be embedded into the system environment. Therefore, critical information and knowledge can be passed on to new employees in the most succinct and efficient way. With these assets available on demand, operators and maintenance workers can be guided through unexpected and perhaps unsafe events via intellectual property embedded in automatically triggered workflows.

Automation systems with sophisticated design are also able to help facilities improve both safety and efficiency standards.

Operator training simulators used in conjunction with contextualised virtual reality training systems can help new mining operators achieve

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certification levels in less than half the time of traditional methods.

With the challenge often lying in training new operators how to respond to infrequent or unexpected events, simulation and augmented reality software can be programmed to effectively teach this.

Embedding lifetime training capability into the online environment through performance feedback mechanisms and performance prediction software ensures continuous worker development after certification. Since people learn by feedback control, providing the capabilities of the FutureProof Plant’s operational insight environment drives workers to even higher levels of performance than that of their predecessors.

The future – tomorrow and beyond

IIoT automation system technologies cannot address every challenge faced

by Australian mining. But creating Future-Proof Plants ensures that a company’s assets are used at their maximum capacity and efficiency and will continue to do so effectively in the coming years.

Protecting the operational integrity of plants, enhancing the operational insight of people and enabling plants to adapt easily and affordably to change are just some of the benefits local companies are already experiencing today. These benefits will help them remain competitive tomorrow and beyond. AM

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TEST & MEASUREMENT

TOP TEN WAYS TO INCREASE EFFICIENCY IN FLUID MEASUREMENT ENSURING ACCURACY IN FLOW MEASUREMENT CAN DRAMATICALLY LIFT PLANT PRODUCTIVITY.

A

ccurately measuring the flow and level of the various liquids and gases that travel through a process industry plant is a critical function for effective and efficient plant operations.

Plant upgrade or maintenance projects that focus continuous improvement in and automation of flow and level measurement (Fig 1) will improve plant productivity and lower overall production and maintenance cost by: • Optimising process efficiency and control • Increasing product through-put and yield • Decreasing the use of consumables • Reducing energy costs • Simplifying maintenance and avoiding unplanned maintenance • Ensuring employee and community safety • Complying with environmental regulations

Ten important industrial process plant functions that can benefit from accurate, repeatable and reliable electronic flow or level measurement are: • Pump protection • Tank liquid level/interface • Plant gases distribution • Fluid additive/injection monitoring • Compressed air consumption • Boiler fuel gas and air optimisation • Tank blanketing • Analyser flow assurance • Stack gas monitoring (CEMS, QAL1, MCERTS) • Flare gas measurement

#1 Pump protection

Pumping systems are extremely important to the continuous operation and production costs of process industry plants. It’s important for plant pumping systems to be 100 per cent operational with minimal downtime. As a result, flow

monitoring for reliable and troublefree pump protection is a necessary requirement to detect dry-running conditions. Failing to detect pump dry-running conditions results in extra maintenance and can shorten the life of a pump, which is typically expensive to replace.

The use of a flow switch, such as FCI’s Model FLT93S, rapidly detects declining flow rates, which can provide early warning to operations to the potential for pump run-dry events (Fig 2). Preventative flow monitoring extends the pump life cycle and increases the intervals between scheduled maintenance.

The flow switch is optimally installed in the feed line or discharge line of the pump, and it features two adjustable alarms/relays that are typically set one as a low flow warning signal and the second as a no flow (indicating an empty pipe), shutdown to avoid costly pump damage.

#2 Tank liquid level/interface

The reactor is often the central process in chemical and many other types of industrial process plants.

Level switches, such as FCI’s Model FLT93S, are installed to support various reactor, vessel or tank applications, protecting and ensuring the accuracy of reactor processes.

For low level monitoring, the switch is mounted near the bottom of the reactor or a flow switch is installed in the reactor discharge line to detect a near empty or empty reactor thereby eliminating contamination between batches.

A level switch is also used for high level detection/alarm to prevent an overfill or spill condition.

Furthermore, a thermal dispersion technology level switch is highly adept as a fast-responding interface sensor, detecting between foam, emulsion or any non-miscible fluids inside a vessel.

#3 Plant gases distribution

Many chemical and other process type plants utilise large amounts of nitrogen, argon, oxygen, hydrogen and other gases in their processes, plant power and safety systems.

Thermal mass gas flow meters, such as FCI’s Models ST50, ST75 and ST100, directly measure mass flow for accurate and repeatable process control and/or inventory purposes.

Where sub-metering is desirable to track individual location or station gas usage and its costs, thermal mass air/ gas meters are effective solutions (Fig 3). They measure wide turn-down and are very effective at measuring very low gas flows to detect the slightest usage or even a leakage condition. Furthermore, they have virtually no pressure drop and no moving parts to maintain to achieve the lowest installed cost.

#4 Fluid additive/injection monitoring

Liquid and gas additives are frequently injected into processes, including for example oil well heads, mercaptan into natural gas, chlorine into water treatment and more. To assure chemical injection flow is occurring, the ultrasensitive Model FLT93L is an inline flow switch for AUSTRALIANMINING

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TEST & MEASUREMENT

smaller pipe diameters which can detect gas flows down to 0.6 cc/sec and liquid flows down to 0.02 cc/ sec – ideal for virtually all injection processes.

This switch’s no-moving-parts flow element design provides outstanding durability and reliability under the harshest process conditions.

Moreover, the inherent thermal time delay, available in all FCI flow switch/monitors, prevents false alarms caused by flow pulsation and eliminates the need for auxiliary time delay relays.

#5 Compressed air consumption

Compressed air is useful for many industrial processes and plant applications. In compressed air systems, accurate, repeatable flow measurement helps to reduce the consumption of pneumatic air, improves manufacturing, assembly and process plant efficiency, and identifies leakages to eliminate wasted energy. Compressed air flow meters, such as FCI’s ST50 with its specially-designed FPC type compressed air sensor design, can measure compressed air accurately and rapidly detect system inefficiencies or expensive leaks.

The installation of air flow meters in large facilities with multiple air compressors allows operators to compare compressor usage and adjust them for optimum efficiencies. The use of mass flow meters at the point of compressed air output also helps to ensure peak performance at a given flow rate.

#6 Boiler fuel gas and air optimisation

Carefully monitoring the natural gas flow fuelling plant boilers minimises fuel consumption, lowers plant energy costs and reduces pollutant emissions. Optimising the fuel-to-air ratio for boiler control helps to both reduce plant fuel costs and protect the environment. The natural gas flow measurement solution provided by thermal mass flow meters, such as FCI’s Model ST98, allows facility engineers to monitor and control the precise amount of fuel needed to run HVAC boilers most efficiently.

The direct mass flow sensing technology of these thermal meters eliminates the need to add temperature sensor, pressure sensor and mass flow computer as is needed with other meter technologies.

Eliminating these components, as well as the plant real estate that they occupy and the technician time needed to install and maintain them, reduces plant instrument and operating costs.

#7 Tank blanketing

Nitrogen tank blanketing is a practice commonly used in the chemical, petroleum refining and other process industry plants to reduce the hazards associated with flammable liquids, improving safety in the plant and helping to increase productivity. Blanketing or padding is a process of applying nitrogen gas to the vapor space of a tank or vessel, minimising the possibility of an explosion or fire. Blanketing also helps decrease product evaporation and protects the tank from structural corrosion damage caused by air and moisture.

Air/gas flow meters, such as the Model ST100 from FCI, help to measure the flow rate of nitrogen more accurately in tank blanketing applications (Fig 4). They provide a repeatable and reliable output necessary for the tank blanketing valve to operate as designed, and provide safety and cost savings.

#8 Analyser flow assurance

Gas chromatographs (GCs), mass spectrometers, optical spectrometers and photometers are a few examples of analyser technologies applied in process and plant systems that need sample flow assurance. It is an accepted industry best practice that sampling systems have some type of flow monitor to assure valid samples and analysis.

Analyser flow switch/monitors, such as the FCI FS10A, are designed specifically for gas and liquid process analysers and sampling systems (Fig 5). It features a fast responding, highly repeatable sensor that installs easily into a standard tube tee fitting or new SP76 (NeSSI) modular manifold. The instrument’s microprocessor-based electronics, on-board keypad and serial I/O computer port provide easy and extensive field adjustability.

AUSTRALIANMINING

#9 Stack gas monitoring (CEMS, QAL1, MCERTS)

Flue gases are the general name given to the mixed composition gases that are the by-product of a combustion process. A flue is typically a large pipe, duct, stack, chimney or other venting attached to a process system such as a boiler, furnace, steam generator, oven, etc., through which waste flue gases are exhausted from the combustion process.

Flue gases need to be monitored accurately for process control data and reporting, which is often mandated by environmental and regional air quality regulations.

Single- or multi-point air/gas mass flow meters, such as FCI’s Model MT91, ST102A, ST98 and ST100, offer accurate and cost effective solutions to flue gas measurement.

Thermal dispersion insertion flow meters provide a cost-effective and accurate solution to flue gas flow measurement.

#10 Flare gas measurement

Flaring systems are used to burn off and dispose of waste, excess or off-gases and as a safety system to protect processes and equipment.

They are found throughout the world in oil, gas, petrochemical refining and other industrial processing plants. Flare flow meters are a critical component used in these systems that measure, monitor and report these gas flows (Fig 6).

Flare flow meters, such as the FCI ST100 Series, provide plant operations with a tool to signal abnormal process changes, early leak detection and report on flared gases to comply with environmental agency reporting regulations for greenhouse gases (GHG’s). Flare flow meters are installed in both land-based and offshore platform flare systems throughout the world.

Furthermore, many flare systems

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include an assist gas line, such as natural gas, to ensure effective and efficient combustion. Inlinetype (spool-piece) thermal flow meters, such as FCI Models ST75 and ST100L, support flare gas flow control, measure flare gas consumption and flow rate, as well as providing totalised flow data.

Conclusions

Fluid flow and level measurement accuracy and reliability are critical in many industrial process and manufacturing plants. They support efficient and high quality production operations, protect workers and equipment, ensure compliance with environmental regulations and reduce total operational costs. Plant upgrades, maintenance projects and process control initiatives that focus on improving the measurement and control of flow and level, better ensure that plants continuously operate as efficiently as possible.

The various manufacturers of flow and level instruments offer applications expertise and experience across multiple industries.

Their factory and field application engineers can provide optimum, cost-effective solutions for most common plant installations and also have the ability to engineer custom measurement solutions to meet unique or challenging special plant requirements.

If you’re experiencing a measurement or control problem, chances are instrument manufacturers already have solved it before in similar plants and conditions. Frequently, the installation of the current generation of intelligent flow/level instruments, with smart sensors, diagnostics and bus communications capability will pay for themselves after installation in a sometimes surprisingly short period of time. AM

PRODUCTS

MATERIAL SPREADER BODY Philippi-Hagenbuch has released the new Material Spreader Body to enhance mine haul road maintenance efficiency.

It improves the safety and traction of haul roads by applying road grit, and tackles deteriorating road areas by spreading repair material and building up areas.

The heart of the system is a patented PHIL Rear-Eject Body coupled with the new Material Spreader attachment. The Material Spreader spreads road grit, sand or other material ranging in size from very fine to more than 5cm. Operators can adjust the material spreading width from 4.6m to more than 18m, controlling

EXPLOSION PROOF EXTENSION CORD Larson Electronics has released the new EPEXC-8X-12.3-25 explosion proof extension cord designed to extend the reach of equipment in hazardous locations where power receptacles are not close to the work space.

The cord is 7.6m long, fitted with eight non-sparking, aluminium, explosion proof twist lock receptacles, and is terminated with a 20-A explosion proof plug. The cord, plug, and receptacles support a three pole, two wire design, suitable for most explosion proof equipment.

The cord is Class 1 Division 1 Groups C, D, and Class 2 Division 1 Groups E, F, and G rated, suitable

the spreading rate and width from the truck’s cab.

An optional top-loading Grizzly Screen controls the maximum size of the material being spread. The ejector blade on the PHIL Rear-Eject Body moves material to the rear of the body and into a Cross Auger Channel which gathers material

to the centre of the spreader and then discharges it onto a set of Material Spinners for spreading.

The system is made from Hardox 450 steel and designed to increase productivity.

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FLEET PRODUCTIVITY

for use in hazardous locations where flammable gases and vapours are present.

It is oil, chemical, and abrasion resistant for durability with the receptacles featuring deep recessed contacts for protection against arcing and a powder coat finish for resistance against corrosion.

This cord is suitable for connecting explosion proof lights, fans, and blowers, and extending the range of portable power supplies and substations within hazardous work areas.

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RungePincockMinarco Limited has announced the release of TALPAC 11.

With this release, TALPAC offers innovative and dynamic user interface enhancements as well as an expansion of its equipment library.

Simulation Solutions Product Manager, Adam Price said, “This latest release of TALPAC with its enhanced user interface environment and expanded equipment database will help our users achieve the next level of productivity needed.”

Designed specifically to meet the needs of the mining industry, RPM said TALPAC is the industry’s go-to haulage and loading simulation solution improving fleet productivity.

Price continued, “With mine productivity and efficiency at the forefront of mining agendas, TALPAC is the go-to tool for

simulating truck and loader haulage systems.”

With this release, TALPAC retains its reputation of having the industry’s largest and most comprehensive equipment database.

TALPAC allows users to experiment with its equipment database to investigate multiple fleet options to optimise productivity. In doing so, users are reducing risk and uncertainty and improving overall outcomes at their operations.

Price concluded, “TALPAC is key for evaluating the efficiency, productivity and economics of mining fleet. With this release, TALPAC 11 takes truck and loader simulation outcomes to the next level.”

• RungePincockMinarco www.rpmglobal.com

MINE SCHEDULING SOFTWARE Maptek has developed new tools in Maptek Evolution to improve mine scheduling processes.

Evolution 4.5 features a new graphics environment which already provides Maptek I-Site, BlastLogic and Eureka software users with a increased visualisation experience.

“The high performance graphics engine can display and manipulate large models of several hundred million blocks, along with the solids and triangulations that make up those blocks,” Steve Craig, Maptek manager of Scheduling Solutions, said.

“Scheduling is about maximising the value of your assets at a strategic level; however, it is crucial to ensure these plans are practical and can be implemented at a more tactical level in a shorter time frame,” Maptek stated.

The new Evolution Strategy and Origin allow engineers to achieve practical, high value schedules that can be implemented at a production level.

“Mines are complex environments and scheduling production is just as complex. Planners must consider cut-off grade, route and equipment allocation, cycle times, fuel burn and waste dump locations,” Craig said.

“There’s universal benef it in being able to present an integrated, holistic 3D view of a mine site by

simultaneously displaying multiple models, waste dumps, haul networks and topography.”

Evolution Phase allows engineers to build practical phases from a series of optimal shells very quickly.

Being able to cycle rapidly through this process ensures value is maximised from pit optimisation through to schedule optimisation.

Evolution Strategy maximises net present value and generates cut-off grade optimisation policies.

New options allow users build blend constraints and to track and report multiple elements and contaminants per process and/or destination. Existing stockpiles can be modelled with tonnage and grade items.

As well as minimum and maximum accumulation constraints for multiple processes, a global minimum cut-off can now be specified.

“If users want to run Strategy without cut-off grade optimisation, they can now fix their own cut-off grade policy,” Craig added.

“The optimisation process then determines the best extraction sequence for that setting. More importantly, users can simply turn this feature on and then determine the value adding capability of running with cut-off grade optimisation. In most cases we will

AUSTRALIANMINING

see a significant uplift in value of up to 25 per cent.”

Improved charting and export of schedules across multiple elements and processes is also included in upgrades to Strategy in this release.

Evolution Origin generates detailed scheduling scenarios from life-of-mine to short term planning horizons and can apply optimisation policies generated

by Strategy.

In version 4.5 users can now set maximum constraints per stage/group/ period for manipulating sequences through the model. Specifying multiple truck types to work in the same mining area allows for mining different material types with different equipment.

Improved interoperabilit y for haul network creation allows users to drag and drop a haul network created in Vulcan Envisage i nt o Evolut ion t o automatically configure the schedule network.

Multiple digger fleets can also be allocated.

Other features of the Evolution 4.5 release i n c lu d e s el e c t i n g imperial and metric units and currency and

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customising settings that persist into reporting and tabulations, allowing multination operations to use the software across multiple locations.

“Evolution 4.5 adds usability and variety to confirm its place among next generation technology,” said Craig.

“Mines can schedule their operations using our advanced optimisation techniques, which by their very nature are designed to mimic reality and complexity. Interoperability with the resource model, integrated workflows and parallel processing technology, and now the latest visualisation engine gives you a great scheduling solution.”

• Maptek www.maptek.com

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PROSPECT AWARDS AWARDS PROSPECT

THE PROSPECT AWARDS AUSTRALIAN MINING PREPARES TO RECOGNISE INNOVATION AND EXCELLENCE IN MINING AGAIN.

T

he Australian Mining Prospect Awards are launching again, and this time it’s our ‘lucky’ 13th Annual night.

Year after year Australian Mining seeks out the best technology, innovations, individuals and companies in the resources industry in an effort to recognise and reward their achievements over the last 12 months.

Whether it is better production rates, higher efficiencies, clever design, smarter technology, or simply someone who comes in each and every day and gives 110 per cent, the Prospect Awards are a forum to highlight the achievements that have been made.

And in the current mining and industrial climate, highlighting the successes being made across mining is crucial to demonstrate that it is still a sector which – despite the volatile commodities and high pressure markets – is still one that is forging ahead to become a better industry.

At last year’s event, which saw protests outside from various environmental and activist groups, hundreds gathered to celebrate an industry which has been doing it tough.

Innovation in safety; smarter ways of making mines more efficient and productive; and instituting better work processes

were all highlighted.

Since our awards in October last year things have become even more stressed, meaning now, more than ever before, the industry needs to take a step back and celebrate their many achievements.

With this in mind Australian Mining is opening nominations again for these awards.

So nominate someone you know who is making mining a better industry, and recognise those innovators today. AM THE AWARDS RAN ACROSS 15 CATEGORIES

THE EVENING SAW HUNDREDS OF PEOPLE GATHER TO CELEBRATE MINING

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CONFERENCES, SEMINARS & WORKSHOPS EVENT SUBMISSIONS CAN BE EMAILED TO EDITOR@ AUSTRALIANMINING.COM.AU

DIGGERS & DEALERS 2016 1 – 3 AUGUST KALGOORLIE, WESTERN AUSTRALIA, AUSTRALIA This leading annual conference combines presentations by listed mining and exploration companies with a large exhibition area housing exhibitors from the sector. A world class entertainment program ensures that delegates experience the very best of the style and hospitality of Kalgoorlie, the unofficial gold mining capital of Australia. +61 8 9481 6440 admin@diggersndealers.com.au www.diggersndealers.com.au

INTERNATIONAL CONFERENCE & EXHIBITION ON MINING, MATERIAL & METALLURGICAL EDUCATION 2016 1 – 3 AUGUST 2016 MONTREAL, CANADA The International Conference & Exhibition on Mining, Material & Metallurgical Education (ICMM) focuses on the exchange of relevant trends and research results as well as the presentation of practical experiences in mining, material & metallurgical pedagogy and education. The conference is intended for educators, engineers, managers, researchers, students, and representatives from industry who desire excellence in mining & metallurgical education. It provides a forum for sharing ideas; learning about developments in mining and metallurgical education; course content and structure; and interacting with professionals, experts, and colleagues in the field.

•ICMM ICMM2016@iaemm.com www.icanm2016.iaemm.com

MINERAL METALS METALLURGY MATERIALS EXHIBITION & CONFERENCE MMMM 2016 10 – 12 AUGUST 2016 NEW DELHI, INDIA

Metallurgy and Materials industries in the country, joint ventures, investments and technology transfer.

•IIM India iiocal@dataone.in www.iim-india.net

INTERNATIONAL GEOPHYSICAL CONFERENCE AND EXHIBITION ASEG-PESA 2016 21 – 24 AUGUST 2016 ADELAIDE, SOUTH AUSTRALIA The event will be jointly hosted by ASEG, PESA and AIG. The theme of the meeting is Interpreting the Past, Discovering the Future.

The Meeting will be held at the Adelaide Convention Centre located centrally in the city of Adelaide, overlooking the River Torrens and the new Adelaide Oval. The multi-award winning Adelaide Convention Centre enjoys a global reputation for excellence and is consistently rated among the world’s top convention centres. It is ideally located for both participants and sponsors.

The conference’s mixture of international and local speakers, in-depth educational offerings, and important delegate opportunities for contribution and discussion make it a “must attend” event for all in the geophysical and geological community.

•ASEG-PESA 08 8379 8222 asegpesaaig2016@plevin.com.au www.conference.aseg.org.au

INTERNATIONAL MINE MANAGEMENT 22 – 24 AUGUST 2016 BRISBANE, AUSTRALIA The focus of this conference is to discuss and share the high level challenges facing the minerals industry. Topics will include strategic and tactical approaches in the short term; how to retain sustainable development in the longer term in a capital constrained market; innovation and technology; and the importance of leadership in such times. We are encouraging our speakers to provide

their insights on the critical issues that our industry faces (and continues to revisit in each downturn). Do we really learn from one cycle to the next?

We have structured this event to encourage active participation between delegates and speakers by allocating time for panel discussions to achieve a better understanding of where our industry is heading, where it should be going and what we need to do to realise the true value and fundamentals of our minerals businesses.

•AusIMM 03 9658 6120 www.immconference.ausimm.com.au

MINEXPO INTERNATIONAL 2016 18 – 26 SEPTEMBER, 2016 LAS VEGAS, NEVADA USA MINExpo 2016 is all about solutions that make it possible for the mining industry to meet the challenges and capitalize on the opportunities in a rapidly changing world in need of metals, minerals and energy.

Solutions are found at MINExpo 2016 with imaginative new products and services, innovative technologies and learning from the expertise of others. That is why, every four years, leaders, managers and decision makers from the mining industry come to MINExpo.

MINExpo is the largest mining expo of its kind, spanning across 74,000m2, with 12 indoor and outdoor halls and featuring more than 1800 companies. The expo fosters engagement with experts, has education sessions and features the latest in equipment, services, products and technology.

•MINExpo 2016 www.minexpo.com

LIFE OF MINE 2016 28 – 30 SEPTEMBER 2016 BRISBANE, AUSTRALIA Life of Mine 2016 conference will highlight the latest issues and future trends in the mining industry with this year’s theme of extracting and processing ore with minimal residual risks. It will feature examples and case studies that use interdisciplinary approaches to improve outcomes and efficiencies to multidisciplinary issues.

Rachel Magill, Senior Coordinator, Events •AusIMM rmagill@ausimm.com.au www.ausimm.com.au

The MMMM is one of the most significant events in the Indian Minerals, Metals and Materials market and will serve as an ideal B2B platform for entrepreneurs, CEO’s, consultants, senior government officials, decision makers and trade delegations to congregate, brainstorm, showcase and forge meaningful business partnerships. This Business Platform will provide an excellent opportunity for interacting with luminaries from practically all corners of the globe, promoting business and giving a fillip to the growth & development of Minerals, Metals,

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AUSIMM MILL OPERATORS’ CONFERENCE 2016 10 – 12 OCTOBER 2016 PERTH, AUSTRALIA The 13th AusIMM Mill Operators’ Conference will provide the opportunity for plant operators, metallurgists, engineers and operational staff to learn, share and network with others in the minerals industry.

• Take part in the leading industry event dedicated to providing practical advice and knowledge sharing, to enhance operations across mineral processing plants including extractive metallurgy, process control and environmental issues • Engage in valuable discussions with the specialised operators presenting real and recent case studies and valuable experiences • Understand the true value of productivity to your overall operations and the impacts on costs and skill shortages, more complex orebodies and increasing international competitors • Network with industry providers during the trade show who are keen to share their knowledge with you • Challenge yourself and attend related professional development workshops to further your knowledge • AusIMM 03 9658 6120 esanneman@ausimm.com.au www.ausimm.com.au

INTERNATIONAL MINING AND RESOURCES CONVENTION (IMARC) 2015 7 – 10 NOVEMBER 2016 MELBOURNE CONVENTION & EXHIBITION CENTRE, MELBOURNE IMARC is Australia’s only truly international mining event. Uniting the entire mining industry, IMARC is where mining leaders, policy makers, financiers, technical experts, innovators and educators are brought together under one roof.

IMARC has the continued support of Australia’s three leading industry associations, the Australasian Institute of Mining and Metallurgy (AusIMM), Austmine and Australian Mines and Metals Association (AMMA).

• Meet 3000+ Australian and international mining experts, CEOs, government representatives and other industry leaders from over 35 countries ready to discuss.

• Network with key decision makers and influencers through a range of structured events from round tables, one on ones and social hubs.

• Inclusion of Mines and Money Australia – the country’s largest mining investment forum.

•IMARC 03 9021 2031 www.imarcmelbourne.com

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