Australian Mining June 2015 by Prime Creative Media

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VOLUME 107/5 | JUNE 2015

THE WORLD’S LARGEST

CONE CRUSHER TASMANIAN SPOTLIGHT WOMEN IN INDUSTRY FINALISTS MINERALS PROCESSING

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COMMENT

GRIN AND BEAR IT THE CONTRACTION IN THE IRON ORE MARKET IS NOW THE NEW NORM.

COLE LATIMER

ozmining@cirrusmedia.com.au

n this editor’s comment I really want to discuss the iron ore war of words, cartel claims, and allegations of companies purposefully flooding the market to remove competition. This has its roots in the boom era, with many high cost players entering the market for the simple fact that many of the financial barriers that previously existed had been removed. These companies had the backing, they definitely had the will, and importantly there were hungry buyers on the market. Anyone with even half decent deposits started making a killing, and many others lined up to get into the game… even if in the longer term the price wasn’t sustainable. With the Chinese buyers now all but gone, the will of the market has crumbled, but the will to keep mining certainly hasn’t, which has seen miners dig themselves into a hole. However, much like the situation itself, there is an oversupply of commen-

tary, supposition, and opinion that for the most part lends nothing to the debate or is outright wrong. All the attention has been laser-focused on this issue, with Twiggy slamming Rio Tinto and BHP and their Pilbara operations, and all the while Gina Rinehart remains conspicuously silent as her Roy Hill operations – which are ramping up as we speak – are almost ignored in the “debate”. The other thing that’s been ignored is the fact that this simply isn’t just an Australian issue. It goes well beyond the Pilbara, and isn’t located solely within our shores; it is a global issue. The government can call all the parliamentary inquiries it likes, but trying to regulate a global industry and force all the operators in Australia to play fair with one another – even if the government held that kind of power – simply wouldn’t work and might even disadvantage Australian operators against other international players.

Now with China and Vale signing agreements that will see China invest in the S11D operation (an iron ore mega mine in Brazil), we have China opening its ports to Vale’s mega carriers, and the Asian nation taking protectionist actions to support its own iron ore industry Australia is in an even worse position. The bull days are gone and we just have to grin and bear it. So that’s it. Iron ore is down, and likely to stay down. The companies that can’t compete, even if regulation is brought in, will likely collapse unless they learn to mine smarter. The market will contract, and unless a new rapacious buyer comes onto the market – with some looking towards a rapidly developing African continent – then the iron ore sector will shed a few junior players and be a smaller space.

FRONT COVER On the front cover of this edition of Australian Mining we’ve focused on the installation of the world’s single largest cone crusher, and the move towards bigger more efficient machines as the industry shifts from the rapid rampup construction phase into an era of production. We’ve also examined the issue of how this production phase is coping with a slowdown in demand, particularly in iron ore, and the war of words that has erupted as the major and minor players fight it out amongst themselves. Minerals processing is also in view.

ASSOCIATE PUBLISHER MARTIN SINCLAIR Email: martin.sinclair@cirrusmedia.com.au EDITOR COLE LATIMER Tel: (02) 8484 0652 Email: ozmining@cirrusmedia.com.au JOURNALISTS VICKY VALIDAKIS Tel: (02) 8484 0964 Email: vicky.validakis@cirrusmedia.com.au BRENT BALINSKI Tel: (02) 8484 0680 Email: brent.balinski@cirrusmedia.com.au BEN HAGEMANN Tel: (02) 8484 0884 Email: ben.hagemann@cirrusmedia.com.au

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CONTENTS

TASMANIAN SPOTLIGHT

MATERIALS HANDLING

26-29

10-11

GREEN LIGHT FOR A GREENER MINE A Tasmanian copper mine is pushing towards a reopening

BRINGING PRODUCTIVITY TO THE LOGISTICS END OF RESOURCES Overcoming the challenge of loading and unloading equipment

HARD ROCK MINING WEAR RESISTANCE

12-14

LARGEST UNDERGROUND RAISE BORER Face to face with massive raise borers

30-31

FIGHTING PIPE CORROSION Getting more out of your equipment

QUARRYING, CRUSHING & SCREENING

THE WORLD’S LARGEST CRUSHER The biggest cone crusher in mining is installed

IRON ORE IN FOCUS

32-33

A NEW APPROACH IN NEW ZEALAND Creating capacity in quarries

BULLFIGHTS IN BARCELONA Major mining CEOs go head-to-head

AUTOMATION

A NEW BENCHMARK IN AUTOMATION Milestones achieved in autonomous haul trucks

WOMEN IN INDUSTRY FINALISTS

34-40

INDUSTRY ADVOCACY….P36 MARKETING COMMUNICATIONS….36 EMPLOYER OF THE YEAR….P38 RISING STAR….P38 EXCELLENCE IN MANUFACTURING….P39 EXCELLENCE IN MINING….39 EXCELLENCE IN ENGINEERING.…39 BDM OF THE YEAR….P40 SOCIAL LEADER….40 MENTOR OF THE YEAR….40

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22-25

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INDUSTRIAL COMMENT

IRON ORE MINERS SHOULD LEAVE THE MARKET IF THEY CAN’T COMPETE IS IT TIME FOR FAILING COMPANIES TO SIMPLY LEAVE, OR IS BIG MINING COLLUSION HURTING THE SECTOR? RICHARD HEANEY WRITES.

ron ore prices are plummeting, federal budget tax receipts are shrinking and Fortescue Metals Group chairman, Andrew “Twiggy” Forrest, reckons he knows who is to blame: BHP Billiton and Rio Tinto. Forrest says these competitors drove down prices by flooding the market with product and has pushed for a federal parliamentary inquiry into their actions – a prospect Prime Minister Tony Abbott is said to be considering. Forrest told ABC RN Breakfast last week that “when the chief executives of two of the most important companies to Australia both talk the market down, both say they’re going to oversupply the market there’ll be a lot of collateral damage to the Australian economy, employees by the tens of thousands, companies, and we no longer have a free market”. On Tuesday, BHP Billiton CEO Andrew Mackenzie responded by saying his firm has been a “very responsible fair producer” that had already partially slowed production, adding that “it’s a normal free market; if you allow it to remain free, it will allow the customer

to enjoy the lowest cost of supply and therefore the most sustainable price and that stimulates demand and it’s good for the world economy… our prime customers in north Asia will be extremely disappointed that they paid high prices for iron ore to stimulate new production and then they expected of course that the price would come back to normal”. Mackenzie has a point. It seems sensible for high cost producers to either reduce their costs or leave the market if they cannot compete.

PLAYING A LONG GAME

It would appear that both Rio and BHP Billiton are making production decisions that are consistent with very long term, low cost operations. The astronomical prices of the last 10 year mining boom were a pleasant aberration, and many see the current lower prices as a price correction. Commodity projects involve numerous checks for feasibility prior to construction, during construction and once the project starts producing. Some projects, like the BHP Billiton Jimblebar Mine expansion project

(completed in 2014) have contributed to BHP’s increasing output. Yet there has also been a raft of improvements to BHP’s supply chain over the years as the company works to increase efficiency. Each of these decisions are carefully weighed against current iron ore prices and expected future iron ore prices. Each decision step is inherently uncertain and projects can, and do, fail from time to time. Huge companies like BHP Billiton and Rio exist because of their ability to deal with shocks and their ability to plan for the long term. These companies have planning horizons of 50 years or longer for many of their projects. A serious error in the supply chain or in the assessment of the quality of the resources at an early stage can lead to disaster once production starts. These companies have extensive quality control systems in place to minimise the chance of these errors occurring. Rio Tinto established a presence in Western Australian iron ore with the Mount Tom Price mine in 1966 and the Channar mine in 1990. Similarly, BHP Billiton established Mount Whaleback in 1968. Its Jimblebar project was recently expanded, resulting in increased production as noted in its 2014 annual report, yet this project was initially established 25 years previously. These projects are not driven by short term price movements. The investments are huge and the risks substantial.

RELATIVE NEWCOMERS HIGH COST PRODUCERS ARE FACED WITH AN UNENVIABLE POSITION

Many of the smaller Australian producers grew rapidly to deal with the increasing world demand and dramatic increases in prices that took place in the mid-2000s.

AUSTRALIANMINING

JUNE 2015

HIGH TONNAGES ARE CREATING AN OVERSUPPLY

For example, Fortescue Metals Group was formed in 2003. Its Cloud Break Mine construction began in 2006, with first production shipped in 2008. Output was further increased with the development of the Solomon Hub, completed in 2014. Fortescue says it is currently the fourth-largest iron ore producer in the world. There are a raft of other iron ore producers that have been created over the last 10 to 15 years, including Atlas Iron, which was listed in 2004. These miners have not seen the long periods of low-to-decreasing prices that have characterised the last 25 years. Iron ore prices have changed rapidly over the last 10 years and this has wreaked havoc with development decisions. In 2004, the iron ore price in US dollars per dry metric tonne was around $USD16 per tonne. This price would have supported a very different project to that which might be considered in 2006, when the price was $USD33 per tonne. And again, decisions might be different in 2010, when prices exceeded $USD100 per tonne. Many of the large BHP and Rio projects currently in play were developed during periods when prices were around $USD13 per tonne. These companies have long memories and very restrained development decision making processes. In a free market, they should not be punished for planning ahead or expected to operate at less-than-optimum efficiency just because their competitors cannot keep up.

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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. IRON ORE CONTINUES ITS UPWARDS MOVEMENT Iron ore has lifted again, providing welcome relief to miners as the downturn continues to bite. The price rose by close to a dollar in a single night, trading at US$62.10 per tonne at the Chinese port of Tianjin. This is a jump from the price rise recorded earlier, after it reached US$61.18 at Chinese ports, and a surge forward from the lows of early April, where the price reached US$46.70 per tonne. The news is even more welcoming on the Metal Bulletin’s iron ore index, which recorded a rise of US$62.76 the previous day. It is unknown as of yet whether this strengthening F N 1 1 1of3the _ 0iron 0 0ore _ price S A Fis an outlier or dead cat bounce, or if it

is part of the commodity’s return to a more stable plateau price.

US PASSES HISTORIC SPACE MINING BILL

ownership of materials found in space. Now the US has taken the lead again, with the passing of its ‘Space Resource Exploration and Utilization Act of 2015’, which is designed to establish “the guidelines regarding the development of space resources by non-federal entities”. “This bill would create a domestic framework for assigning property rights for resources from asteroids and for settling any related legal disputes,” the bill states. This means companies, as opposed to only nation states, have the rights to resources they obtain in space. “Any asteroid resources obtained in outer space are the property of the entity that obtained such resources, which shall be entitled to all property rights thereto, consistent with applicable provisions of Federal law,” the bill states. Prior to this bill no legislation existed outlining the rights of companies to resources mined from asteroids, although the issue of lunar mining still remains a contentious one.

The US has taken a major step forward in the latest space race, after passing a bill defining mineral rights in space. The US first drafted its first space mining focused bills in September last year, in order to promote the development of a commercial asteroid resources industry for outer space in the United States and to increase the MAN OVERBOARD exploration and utilisation of asteroid PRESUMED DEAD resources in outer space”. This was the first major step in regulating and supporting extra-terrestrial A crew member of a Korean coal mining since the 1967 Outer Space transport ship was presumed dead by Treaty, which 1 2 0 1 3 set - 1out 0 -international 1 5 T 0 9 : 2 1 : falling 2 2 + overboard. 1 1 : 0 0 standards for space exploration and The man was noticed missing, and a search of the vessel K Pride was carried out with an incident recorded on May 14, but unions were not informed until almost a fortnight later. The ship was en-route to the port of Newcastle. International Transport Federation co-ordinator Dean Summers said the incidence of people falling from ships or jumping overboard was on the increase. “It’s another disaster in a long line of disasters and as I have been saying for a long time we have seen a spike in people being lost over the side and reported suicides,” he said. “This time it looks like a man just wasn’t noticed around the place and so his co-worker notified the captain and so they turned the ship around but they were looking for a few days and just haven’t found him.” Korean owner of the vessel SK shipping said there would be an investigation, and told the ABC it would involve the Australian Police, however AustralLeading the way in high visibility impact protection, New ian Federal Police referred the ABC to Safepad Edges are designed to cover protruding or hazardous NSW Police. edges. Made from high quality EVA foam, Safepad products are

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ORE PROCESSING CENTRE TO RECEIVE FEDERAL FUNDING The Federal Government has announced a new round of funding to boost research in improving minerals

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JUNE 2015

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processing and manufacturing. A new Co-operative Research Centre for Optimising Resource Extraction (CRC ORE) will be established thanks to $34.45 million to fund activities until 30 June 2021. The CRC ORE will be headquartered in Brisbane, helping to continue development of Australia’s mining services sector by targeting operational inefficiencies, and enabling the recovery of low-grade ore deposits in an energy and cost effective ways. The manufacturing industry will also receive $40 million for a CRC until 2022. Industry minister Ian MacFarlane said the centres would drive research for new developments for collaboration between industry and research. “CRCs are a highly successful way of bringing industry and research organisations together to apply the latest research knowledge to the real-world problems facing industry,” Macfarlane said. “More than 60 organisations, including multi-nationals, SMEs and peak industry bodies, will be involved in these CRCs. “They will bring together a wide range of skills and knowledge, as well as financial support, to increase productivity in their sectors.” MacFarlane said the CRCs would work in with new Industry Growth Centres to address common goals and priorities, and take advantage of the new integrated approach for dealing with challenges and market opportunities for local businesses.

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TASMANIAN SPOTLIGHT

GREEN LIGHT FOR A GREENER MINE THE REOPENING OF A TASMANIAN COPPER MINE COMES AS THE COPPER INDUSTRY SEES A BULLISH FUTURE.

hile the world suffers from a downturn as the mining boom slides abruptly to an end, there are still bright spots, particularly in Tasmania. Despite being the nation’s smallest state, the island actually bucked the trend the rest of the nation suffered, and instead of facing decline it has stayed strong and continued growing. According to the most recent Fraser Global Mining Survey, which measures the perception and attractiveness, as well as ease of doing business, in different mining regions around the world, Tasmania was one of the few Australian regions that grew. In fact the state ranked well ahead of New South Wales, and not too far behind Queensland, globally. With a state staying afloat in the face of decline it is little wonder that its mines are coming back as well. Copper Mines of Tasmania (CMT) have taken a step forward in re-opening the Mt Lyell mine after getting the greenlight for planned recommencement of operations. The mine has been in care and maintenance since July 2014 after a rockfall in a ventilation shaft halted operation. This, combined with low commodity prices and previous incidents at the site, forced the owner of CMT, Vedanta, to reevaluate the market and delay a re-opening. Prior to this more recent shutdown, the mine had been closed

after an unfortunate spate of fatal incidents in which three workers were killed in two separate accidents over the space of two months. In December 2013 work was suspended after double fatality, where two men were killed in a mine shaft accident. Less than a month later a man operating a loader for the site’s contractor – Barminco – was killed when a mudslide ripped through the lower levels of the mine. Vedanta has now given the go-ahead for the mine to move to a final feasibility stage for the restarting of mining following a review of Mt Lyell’s technical and economic feasibility. “This is fantastic news and a very positive major step forward towards recommencement of copper production at Mt Lyell in the next 15 months,” CMT’s Mt Lyell projects and site manager Jared DeRoss said. “We have determined the new mining methods that we will adopt and the ore body we will mine. “The next stage is to carry out a detailed technical design of the mining system, layout of the new mine and safety systems, and do further work on the economic feasibility of the operation,” he said. Speaking to the local West Coast Council mayor Phil Vickers, he told Australian Mining these steps are welcome news for the region. “This is fantastic news for the community,” Vickers said. “It’s great, and while for those still out of work it can’t come quickly enough, we can’t speak highly enough of Jared DeRoss,

his team, and the way in which they’ve approached reopening this mine and moved forward with the mine’s owners. “We’ll soon have the mine reopened in a sustainable manner, and support for the community.” CMT is targeting new development work by October or November, with actual production restarting around 12 months afterwards. DeRoss has previously told Australian Mining the operation has been carrying out underground exploration since April 2014, and has now added around 20 million tonnes of ore to the site’s

audited ore resource, bringing its total to 50 million tonnes. In the meantime the mine is continuing its care and maintenance activities to ready the mine for re-opening. A tailings dam raise is also underway, to be completed later this month, while dredging was on track for completion by August. DeRoss added CMT has been also working closely with WorkSafe Tasmania on the site’s safety and risk management. The turnaround and reopening off the mine is serendipitously tied into a trend in copper, which is seeing a return to a

bullish state for the metal. Speaking to BNP Paribas managing director energy and natural resources - investment banking Asia Pacific, David McCombe, he explained in the short term “copper will be coming off over 2015 through to 2017, but it will be moving up again to the back end of 2017”. Looking beyond this period Wood Mackenzie estimates a price of US$300 per pound by 2020 and beyond while analysts polled by Consensus Forecast expect an average of US$291.8 per pound for 2018 through to 2022. AM

THE REOPENING COMES AS COPPER MAKES A REBOUND

AUSTRALIANMINING

JUNE 2015

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HARD ROCK

LARGEST UNDERGROUND RAISE BORER IN AUSTRALIA THE HERRENKNECHT RBR600-VF IS ONE OF THE MOST ADVANCED RIGS AVAILABLE, WITH A RANGE OF SAFETY FEATURES TO TAKE THE RISK OUT OF DRILLING.

ybar’s acquisition of the Herrenknecht RBR600VF has been a coup, not only for big bore drilling, but for safety in Australian contract raise boring. In the effort to provide mining services Australia-wide that are safer and more efficient, NSW based drilling contractor Pybar have acquired one of the largest raise bore rigs in Australia. In fact, with capability to drill up to an eight metre diameter to a depth of 1.2 kilometres, Pybar are now in possession of the second largest raise-bore rig in Australia: the RBR600-VF. Built by German manufacturer Herrenknecht, the variable frequency drive rig was built for a single job in Europe before it was fully refurbished over six months and then picked up by Pybar for a cool $6 million investment. Pybar operations manager Dave Hunter said that with the current stock of drill rods the RBR600-VF has current capacity to drill to 800 metres, and can be ready to go to 1000 metres within the month. “We’re targeting more mature mines with a need for deeper, wider shafts to access infrastructure or ventilate at depth,” he said. The rig’s capacity rates to 550kNm of reaming toque, and 10,000kN of thrust, which is the equivalent of 1000 tonnes of lifting power, making it the only rig of that size or larger in Australia which

can be deployed underground. It has an extended height of 6.65 metres and a retracted height of 4.86 metres, with a depth of 2.3 metres and width of 2.4 metres. The rig is a modular unit, with a selferecting feature that enables set up in a mere three days, also helped by a trackmount unit which can be taken underground. “It’s a cost saving exercise because you don’t have to get a 100 tonne mobile crane to put the rig up,” Hunter said. “The core unit doubles as an erector unit, and it can also lift the beams after you’ve completed the hole, you can connect the rig and tram it off, there’s no lifting over the drilled hole.” Pybar raisebore superintendant Phillip Viljoen said the compact design the RBR600-VF offered high flexibility, even in confined spaces, making it suitable for a variety of applications in the mining industry. “Besides the high performance and operational safety the RBR600-VF, the tried and tested frequency converter controlled drive concept uses lower energy consumption,” he said. “Transport of the rig can be by road with trucks without special transports and by ship in standard sea containers.” However it’s the technology behind this rig that really sets it out from the crowd. Viljoen said the Herrenknecht is a variable frequency AC (alternating cur-

HAS LOWER ENERGY USAGE

AUSTRALIANMINING

rent) drive machine, putting it at top end of drilling technology. “The electric motors achieve significantly higher efficiency compared to hydraulically powered machines,” he said. “Variable speed and torque control also allows the precise transmission of power to the drill string. “This increases the efficiency of the drilling operation without risking overloading of the individual drill pipes.” Viljoen said that with heavy drill rods, the innovative active float concept designed by Herrenknecht can also reduce the load on threaded connections when screwing and unscrewing. “Lifting the floating box by means of a hydraulic cylinder reduces wear and extends the life of the drill rods. “Raise bores come in hydraulic drive, which has very high power consumption, and they are very cumbersome machines, old technology. The first of the electric rigs were Direct Current drive,” he said. “Then you have Direct Current drives with variable frequency, and now the latest in technology is Variable Frequency with the Alternating Current drive.” The high power and versatility of the

JUNE 2015

USES REMOTE BREAKOUT TECHNOLOGY

rig means it’s pairing with the new generation Sandvik 501 cutter gives it superior power when it comes to breaking through hard rock. Viljoen said the RBR600 has double the penetration rate using the 501 cutter, a result that lesser rigs cannot achieve with the same gear. “What makes this rig unique is it has the capacity to perform to the full requirement of the 501 cutter,” Viljoen said. “That’s what Herrenknecht pushes: The thrust and torque of the machine enables the cutters to be used at full capacity. “Some machines can’t allow you to put full weight on the cutters, which means you can’t penetrate the ground or rock as quick as possible. “If you don’t put the full weight on cutter you actually expose yourself to bigger risk of having to change out the cutters, and technically you’re taking longer to drill a hole, because that cutter Continued page 14

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From page 12

SOME THINK LONG-DISTANCE TRANSPORT IS INFRASTRUCTUREINTENSIVE. WE THINK DIFFERENT.

has a certain lifespan with particular use.” Fully automated for mechanised wrenching and rod handling, the rig removes the risks associated with manual handling when dealing with day-today drilling processes. In addition this speeds up the process, meaning greater and more predictable efficiency with no risk of workplace injury in the rod handling process. Some of the biggest risks in raise boring are associated with manual handling,” Hunter said. “They say the lightest thing in raise boring is the pay packet. Everything else is big and heavy.” With the drilling controls located within an operator’s cabin, there is no need for personnel near the machine, except to remove the plastic thread caps on drill rods. Another major improvement soon to hit the Pybar arsenal for the RBR600 is the use of remote breakout technology, which will further speed the drilling process. At present to remove reamers from the bottom of large diameter raise holes, many mining companies enforce a safe work methodology which dictates lowering the cutting head to the bottom of the hole for removal the cutter head. “You can finish the hole, but you have to stop short because some mines maintain that it’s not safe to lift the reamer

out of the hole, so they ask you to lower the head to the bottom, then you need to go across and cut the last rod off,” Hunter said. “We’re looking at a unique system that you can drive in, connect to the drill pipe and break it out. “Nobody is exposed to the open shaft, to unsupported ground, or will be working near an open hole, as there could be loose rock that can fall down the hole, so we’re in the process of finalising the design for a remote unit that goes in, connects to the rods, and breaks the connection.” This method will also apply to replacing a worn cutter head, which will save the time of pulling and replacing the entire drill string from the hole for the sake of a single sacrificed rod. With rod movement from 15 to 20 metres per hour, this will represent significant improvement to time efficiency for any cutter removal. On top of these safety features Pybar will also offer remote presinking for ground unsuitable to form the hole collar. Conventionally presinking requires significant labour inside the pre-sunk hole, however Pybar propose to use a new methodology which will see the hole started with a Herrenknecht VSM vertical shaft miner, which will preclude the need for personnel to work inside the hole for concreting and reinforcing purposes. AM

Transporting materials from remote locations has traditionally required significant infrastructure investments in road or rail links, vehicles, personnel and fuel. BEUMER offers an economical, efficient and environmental alternative – long-distance overland conveying. This gives you a dedicated, around-the-clock transport link at the fraction of the cost of infrastructure development. The reduced noise and air pollution minimises environmental impact and improves personnel safety. Add to that a high degree of design flexibility and customisation and you can see why overland conveying makes a big difference to operational efficiency and environmental protection. For more information, visit www.beumergroup.com

MANUAL HANDLING IS REDUCED TO ONLY REMOVING THE PLASTIC THREAD CAPS

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AUSTRALIANMINING 24.03.15 15:37

JUNE 2015

AM0615_000_PYB

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DOING MORE WITH LESS Awarded Australian 2014 Contract Miner of the Year, PYBAR’s success is based on safe, rapid underground infrastructure development and consistent reliable production. As Australia’s third largest underground mining contractor, PYBAR has the agility and resources to provide scalable, market leading services nationally. With a focus on efficiencies and safety without compromise, one of our guiding principles is to do more with less for our clients.

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AM0615_016

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2015-05-25T08:59:06+10:00

QUARRYING, CRUSHING & SCREENING

THE WORLD’S LARGEST CRUSHER THE WORLD’S LARGEST CONE CRUSHER HAS BEEN INSTALLED.

s the commodities mar- cused on serviceability and ease of mainkets come under pres- tenance, the new MP2500 is as easy to sure miners are turning maintain and service as a smaller sized to smarter ways to mine crusher, which is carried out through speas they search for great- cialised tools provided with the crusher,” Metso said. er efficiencies. It went on to state that it features a On site operators are seeing, as a result of declining ore grades, that more hydraulic socket removal system that alrock has to be processed to meet their lows the socket to be easily removed from the mainshaft without the need for heat, current production targets. This places increased loads and wear which removes process variables and reon equipment, which leads to rising op- duces the overall stress put upon the socket and main shaft, while a dual acting erational costs. One of the ways in which miners are tramp cylinder eliminates the need for overcoming these target issues is by turn- an adjustment ring clearing jack. Metso have also designed a new locking to mega-machines instead of multinut that eliminates the need for a large ple, smaller machines. Metso has been working with Cana- wrench to tighten and loosen the mandian miner First Quantum Minerals at tle, allowing for a more efficient liner its Sentinel copper mine in Zambia to replacement. Its lubrication skid design features exincrease efficiencies on site by installing the world’s largest cone crushers, ternal pumps that are highly serviceable and maintain while featuring a backvalued at around $15 million. The miner has ordered two MP2500, up pump, while its bowl thread auto called that as it has 2500HP, with plans grease system maintains the proper levto have the machines operational in Au- el of grease. A redesigned hydraulic power unit algust this year. The crusher reportedly has the larg- lows for ease of access to all of its inest feed opening of any cone crusher ternal components for increased overall serviceability. made to date. The crusher also has a force optimised The machines were selected for the project due to the capacity for process- tramp system calibrated to operate using a balance between protecting the ing extremely high volumes of rock. Designed for secondary and tertiary crusher and maintaining a constant setapplications, the crushers have the larg- ting, allowing for consistency in prodest available feed opening in the indus- uct particle size distribution. “Safety is improved by limiting sertry, which aids the increase throughput and overall crushing circuit performance. vice and maintenance to a smaller pool Weighing in at 450 tonnes, it has a top of equipment,” Metso added. According to First Quantum the largcapacity of between 5425 to 7166 mtph. The machine also helps to cut down- er capacity has allowed the site to use times, due to a greater focus on main- fewer crusher units at Sentinel, which A M0 6 1 5 _ 0 0 0 _ S U M 1 previously 2 0 1 5 had - 0 four 5 - MP2150 1 5 T 1 units 5 : 5half 4 : 1 0 + 1 0 : 0 0 tenance. “Due to a design process which is fo- the size of the new crusher. AM

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QUARRYING, CRUSHING & SCREENING

A NEW APPROACH IN NEW ZEALAND NEW EQUIPMENT IS BRINGING GREATER PRODUCTIVITY TO A NEW ZEALAND QUARRY.

amily company Sim- ume so quickly now we’ve had vious indicator of industry concox Construction has to change the feed excavator in fidence in the product. “This is probably the sinrecently implemented order to keep up; we’ve gone mobile tracked equip- from a 12 tonner to a 23 tonne gle biggest investment in plant we’ve made in the company’s ment from German machine.” Simcox Construction’s three 30-plus year history, so we had manufacturer Kleemann to work across two quar- machines – a Mobicat jaw crush- to look at every angle before we ry operations near Blenheim, er, MCO9 EVO cone crusher leapt in. Then once we made at the top of New Zealand’s and Mobiscreen MS16D screen the decision to go with Klee– are the first of their type in mann, we wanted the first of South Island. the machines here within a pretA couple of months down the New Zealand. But Kleemann’s growing us- ty quick timeframe. track, Simcox personnel say the “Gary Payne from Wirtgen new equipment is already prov- age in Australia, combined with ing its worth as an investment OEM support through parent New Zealand put the wheels in superior crushing and screen- company Wirtgen, gave Clark in motion and did an outstandand colleagues the confidence ing job; we ordered the mobile ing technology. tracked jaw at Christmas and it “The biggest changes the Kl- to invest. “We looked to Australia and was delivered in January. eemann jaw, cone, and screen “The ability for us to have have brought are in terms of could see – with around 200 units greater efficiencies and increased already on the ground there – the first machine on site withproduction,” Simcox Construc- we had a level of expertise and out major disruptions to our tion’s A MAntony 0 6 1 5Clark _ 0 said. 0 0 _ S U L experience Z 1 with 2 0Kleemann 1 5 - 0 5on - 1 9schedules T 1 4 : was 2 6 :a game-chang4 9 + 1 0 : 0 “In fact we’re generating vol- our doorstep, as well as an ob- er for us; it was a real signal

we’d invested in the right gear and the right people.” Simcox Construction’s crushing foreman Richard Price agreed. “I’ve been involved in the quarry industry for over 30 years and I’d never actually seen a Kleemann before our machines arrived, but I was sold on them pretty quickly. “Everything is so much faster and there is far less downtime compared to our old machines. As well as upping the size of the feed excavator, we used to have one front-end loader carting away, but now we require two. “We’ve just finished crushing a large amount of AP65 and we had no problems what-so-ever. If there’s a jam, the machines are 0all self-regulating, so not only will they suspend processing au-

THE SITE NOW HAS FASTER PRODUCTION CAPABILITY

tomatically; they’ll give you information on-screen as to where the jam has occurred. “That sort of smart technology is great because it’s protecting the integrity of the machines, which means they should be able to provide us with consistent crushing for a long time,” he said. “The technology the Kleemann equipment utilises is a big step up for us and we’ve adjusted the way we operate accordingly,” Clark concluded. “It has really given us the ability to produce a superior product at a faster rate, which is a pretty good equation as far as I’m concerned.” AM

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pecially when it comes to dewatering. Whether the water has its source hat you can get on with your work. That’s where Sulzer comes in. Sulzer g difficult water from mining operations. We offer not only a complete range and maintenance-friendly technologies. Supporting them is the expertise ective solution – no matter how much water you face.

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AUTOMATION

A NEW BENCHMARK IN AUTOMATION KOMATSU’S AUTONOMOUS HAULAGE SYSTEM HAS PASSED A NEW MILESTONE.

he Autonomous Haulage System (AHS) pioneered by global mining and construction equipment giant Komatsu for large mining operations, has passed a landmark milestone of 330-million tonnes of material moved. Based on conventional large mining trucks, Komatsu’s FrontRunner autonomous trucks are not remote controlled but run completely autonomously with a full truck fleet monitored by a single controller located thousands of kilometres away. Operating 24 hours a day, seven days a week, these trucks deliver significant safety, productivity, reliability, performance and operational benefits to mine fleet owners. Komatsu Australia’s managing director Sean Taylor observes that Komatsu leads the way globally in the successful implementation of autonomous haulage systems in production mining. Several years of research and development effort have been invested by the company to ensure the safe, productive and reliable operation of autonomous trucks, both in Australia and around the world. Used for hauling either overburden to waste dumps or paddock dumps for spreading, or mined resources to the crusher area or stockpiles, Komatsu FrontRunner trucks are typically loaded by conventionally operated manned loading tools such as shovels or front-end loaders. Each truck is equipped with a combination of vehicle controllers, precision GPS, an obstacle detection system (ODS) using

radar and laser, and a wireless network system developed by Komatsu. The AHS Central Control System uses a detailed map of the mine area, including haul roads, loading areas, dump areas and refuelling and maintenance areas to assign required routes to each truck. The loading tools are also fitted with high precision GPS and an integrated touch-screen computer showing the location and direction of movement of all items of mobile plant within the FrontRunner fleet’s operational area. The loading tool operator uses the onboard touch-screen computer to ‘spot’ the approaching truck to the correct load-

ing location, ‘telling’ the truck when it can move into position to be loaded, and then move off to the dump area once it is loaded. The autonomous system is able to determine whether the material has to be dumped at fixed crusher plant locations for mined ore or the overburden waste dumps. According to Taylor, safety has been prioritised during the development of the FrontRunner system. For instance, the FrontRunner truck’s ODS can detect light mine vehicles and other mobile mine equipment on the mine site, enabling it to slow down or stop altogether when required.

350 MILLION TONNES HAVE BEEN MOVED VIA THE SYSTEM

AUSTRALIANMINING

JUNE 2015

The FrontRunner also addresses the problem of fatigue, especially at night – one of the biggest safety issues with dump truck operation. Mine personnel report that they feel safer and less stressed with FrontRunner trucks operating around them because of their constant and predictable movements. The FrontRunner system has also significantly changed the personnel requirements to operate and control the trucks. Taylor explained that a Komatsu 930E truck in a 24/7 operation typically requires up to a total of five operators to cover shift changes and FIFO work patterns. A FrontRunner truck, in comparison, requires just a single controller per shift to supervise the entire truck fleet. However, autonomous truck operations require significantly higher skills and more people to maintain and keep the system going, including specialists in electronics, GPS and control systems. Komatsu’s FrontRunner system offers a more accurate component life prediction because they are consistently driven to their optimum operating capabilities at all times. Tyre wear is also reduced due to the trucks constantly achieving their optimum travel speeds, acceleration, braking and steering requirements. In addition to lower fuel consumption, the system ensures increased productivity and production by eliminating any need to stop for shift changes or crib breaks; allowing longer periods between service requirements; and minimising unscheduled downtime. AM

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2015-05-26T10:54:08+10:00

MINERALS PROCESSING

A MOVING SOLUTION A PRESENTATION AT PASTE 2015 HIGHLIGHTED AN INNOVATIVE CHEMICAL APPROACH TO TAILINGS.

A CHEMICAL POLYMER WAS ADDED TO THE TAILINGS DURING PROCESSING

s the environmental guidelines for mining become stricter, and companies seek to become more sustainable as part of their operating procedures, they are looking at smarter ways to approach minerals processing. One South Australian mineral sands operation recently worked with BASF on its project to develop a novel solution for the management of its tailings deposition and overall rehabilitation process, with the two highlighting the work in a paper at the recent PASTE conference. Martin Edgar, BASF Rheomax market manager for mining solutions Asia Pacific, and Lewis Utting, the global project and business development manager for mining solutions at BASF, explained to Australian Mining the steps in developing an innovative chemical solution for tailings. As part of the mining licence, the site has a maximum defined operational footprint of the open area of the mine. Extraction at the site follows the ‘moving hole’ concept where topsoil and overburden is removed; the ore is mined; and tailings are deposited in the mined out cells at an average rate of 10 metres per day, which is then capped by the overburden. This backfill tailings consisted of seven parts overburden to one part slurried PCP waste. The cells were filled with tailings one-by-one where possible, however if slimes levels were unusually high or if the end-of-line polymer dosing was incorrect, then slower dewatering led to an increase in consolidation time and a need to relocate discharge points to the next cell, before returning them to the previous cell to complete the deposition once further dewatering had oc-

curred and sufficient space was available. This process resulted in significant time and machinery costs due to constant wall building and spigot relocation work. “The mine itself faced a unique challenge, as they essentially had to rehabilitate a moving hole,” Edgar explained. “As they mined the narrow strandlines they had to then fill the hole behind them, so the challenge is not just putting the tailings in the void as you have the problem that the coarse and fine material separate,” he said. Because of this it is important that dewatering, consolidation, and stabilisation of the back deposited tailings happen quickly and efficiently. According to Utting, BASF worked with the mineral sands operation to implement a tailored chemical tailings solution, rather than the more traditional

methods: a mix of art as well as science. “Driven primarily by economic pressures, the decision to modify the tailings cell design can retrospectively be shown to be born out of a healthy mix of both operational art and science,” BASF said. The tailings are treated using a high molecular weight Rheomax ETD 9050 polymer, which rapidly releases clean water for re-use in the concentrator plant. The polymer binds the coarse and fine particles together to create a nonsegregating deposit, decreasing the time until onset of consolidation and accelerates the rate of consolidation itself. “As the polymer treatment released water quickly it provided faster and better consolidation to help the miner meet its 10 metre per day target,” Edgar said. According to BASF, “the changes observed in the responses of the tailings however were larger than the authors

THE PROCESSES AIDED FASTER DEWATERING

AUSTRALIANMINING

JUNE 2015

have observed in similar test programs, and larger than most published examples in literature”. In addition to these, another development for the mineral sands mine was to adjust the natural acidic pH of the tailings to a slightly alkaline level using lime. This was done to overcome a throughput bottleneck in the slimes thickener and reduce polymer dosing levels in the slimes thickener and tailings applications. “The addition of lime to take pH up from 4 to 8 has changed the properties of mineral sands slimes and given a 20 per cent increase in thickener throughput capacity and an 80 per cent reduction in flocculant dosing rate to the feedwell,” BASF said. This impact of the lime addition on polymer dosing, together with the effect of lime on tailings consolidation properties, was also investigated. By redesigning the configuration of tailings cells at the operation it means that for every linear kilometre of strandline, only 300 metres of retaining walls are required, instead of 1.6 kilometres of wall as was previously required. However, while this methodology can’t be implemented at every operation, with Utting stating “the value is where the tailings are fine grained and have a high clay content,” and when you have high dissolved salts or permeability challenges with the tailings it provides a more sustainable option. “By approaching tailings in a smarter way, and tailoring an approach to the specific needs of an organisation you can increase the life of your tailings facility,” Utting said. “That’s our focus and our expertise, and why we look at how we can apply our chemical suite effectively, to an area that has historically been ignored.” AM

AM0615_000_MET

2015-05-14T14:50:11+10:00

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MINERALS PROCESSING

A NEW PEAK IN PROCESSING AN INSIGHT INTO AN UPGRADE TO A MINERALS PROCESSING PLANT.

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ining companies around the world continue to face the challenge of increasing their productivity. Streamlining operations and optimising automation and control processes provides mining companies with a way to meet their production goals in the current global market. New Gold’s Peak gold mine is a gold and copper underground mining operation located in the Cobar gold field in the central west, in New South Wales, Australia. The mine produces gold dore for sale at the Perth mint and copper concentrate which is sold to markets in Asia. The site comprises of five commercially activemines and a copper-gold processing plant. To optimise the Peak gold mine processing plant to improve throughput rates and process control,New Gold called on Rockwell Automation and mineral processing solution provider, Manta Controls to increase productivity and cost savings while also improving environmental outcomes.

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ed by the Rockwell Automation Systems and Solutions Business team. The 814kW winder at Peak is utilised to transport personnel and materials so it was important to ensure the safety and reliability of the winder. According to Michael Graves, solutions consultant, Rockwell Automation, “we provided a tailored solution based on our proven mine winder safety, control and drive systems”. “All phases of the engineered solution were completed by our Local Drive Systems Engineering and Production facility based in Lane Cove in New South Wales in association with New Gold.” The winder upgrade ensures that the winder conforms to the latest safety standards and provides ease of maintenance by using common control and communication platforms. The next stage of the project was to optimise the Peak gold mine’s processing plant to increase productivity of the operation. SAG mills are a critical component in mineral processing operations; at the same time, they are a difficult process to control. There are a large number of variables involved in the process but the main objective is to maximise throughput. According to Vivian Beehan, mill manager at the New Gold operation: “We set out to optimise the Peak gold mine process-

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MINERALS PROCESSING

THE ADVANCED CONTROL SYSTEM ALLOWED FOR A GREATER OVERVIEW AND UNDERSTANDING OF THE PROCESSING PROCESS, AS WELL AS DEVELOPING MORE EFFICIENT THROUGHPUT.

ing plant to improve throughput rates to take process control to the next lev- dation in a tank leach circuit. The reel,” John Karageorgos, Manta Controls sulting sludge is then smelted into gold and process control.” dore bars. Ore from the Peak, Perseverance and managing director, said. As a result of the advanced control and To reduce costs and improve environNew Occidental orebodies is crushed underground and hoisted to a surface process optimisation solution, the Peak mental outcomes, the control around the stockpile and ultimately to the SAG mill mine was able to increase throughput by cyanide system in the leaching circuit feed conveyor, while ore from New Co- two percent which equates to an extra was optimised by incorporating Manta’s bar and Chesney is hauled to Peak where 18,000 tonnes per year, adding an extra Cyanide Leach Cube into the ControlLogixcontrol system. This allowed for it is fed into the SAG mill feed convey- 2000 ounces of gold per year. “The life of our mill lining system advanced process control of the leachor via a separate bin. “A standard ‘off the shelf’ control sys- has also been extended allowing us to ing circuit and the amount of cyanide tem would not be enough to effective- push more tonnage through the mill. used was significantly reduced. “We went from using roughly around ly improve throughput and control for We’ve been able to push our relines out this processing plant,” Sean Smith, NSW so we’re now doing three a year instead 1.8 kilogram of cyanide per tonne to state sales manager for Rockwell Auto- of four which is also providing a signifi- roughly 1.45 kilogram per tonne in a cant cost saving,” Karageorgos said. period from the beginning of January mation, explained. 2013 to December 2013,” Beehan said. The solution provided utilised the ad“That’s a significant cost saving convanced control and programming capa- REDUCING CYANIDE sidering that each tonne of cyanide costs bilities of ControlLogix from Rockwell CONSUMPTION Automation integrated with the ManOnce the ore has been through the about $4000. Additionally, as a result of ta Cube – the advanced control system SAG-mill, gold and silver are recovered cyanide reduction, recovery from the from Manta Controls. in a gravity circuit with Knelson con- leach circuit has increased by an extra “The Manta Cube took more than centrators, further concentrated in an 1800 ounces of gold.” Gold, silver and copper from Peak 18 years to perfect but now provides intensive leach reactor, electrowon and a clever control system that can lever- sludge smelted in a gas-fired furnace to are also recovered as a copper concenM 0advanced 6 1 5 _ process 0 0 0 _control P E R func1 produce 2 0 1gold 5 - dore 0 5 bars. - 1 5ATthird 1 1 method : 3 0 : 1 trate 5 + 1 : 0 0 in 0a conventional flotation circuit. ageAthe The flotation concentrate is thicktionality of the ControlLogix platform of gold and silver recovery is by cyani-

Eliminate corrosion. Reduce maintenance.

ened, dewatered and stockpiled prior to being transported to the smelter. The Manta Thickener Cube with a Smart Diver was implemented on the Tailings Thickener to improve the settling rates, rake torque, the underflow density and ultimately increase the efficiency of the thickening process. According to Beehan: “We’ve seen that our tailings thickener is better controlled and we are getting higher densities out of it. An additional bonus is that we used to spend a lot more time ‘babysitting’ or looking after the Tailings Thickener prior to installing the Thickener Cube with a Smart Diver but now we can dedicate that time to other tasks. We’ve also seen an increase in the density of our tailings system which helps us to meet our environmental commitment.” “The project has been a huge success from a production, cost saving and environmental point of view and to top it off there was no significant downtime with very little interruption to processing.” AM

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AUSTRALIANMINING

The Composite Experts™ 25

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MATERIALS HANDLING

BRINGING PRODUCTIVITY TO THE LOGISTICS END OF RESOURCES THE GORGON PROJECT HAS HAD IT’S SHARE OF PRODUCTIVITY ISSUES, BUT ONE PLACE THAT IS NOT SUFFERING IS THE LAYDOWN YARD, THANKS TO A REVOLUTIONARY NEW LOGISTICS PLATFORM DESIGN.

he challenge of loading and other end of the journey another crew concerns, unloading a well packed sea unloading shipping contain- must unload it, and this is not without container can be a very difficult job. Using a Franna, there’s a lot of crane ers involves a balance of ef- its hazards. As usual with a manual handling job, movements in a confined space, which ficiency and safety. On the one hand the con- there’s 1001 ways a worker can wind up burns a lot of fuel and presents chaltainer must be well-packed injured, all the way up to horrific and lenges to the rigger and crane driver to crush to maximise A M 0 2 1 cargo 5 _ 0space, 0 0 _but S Ethe R load1 fatal 2 0 1 5 injuries. - 0 1 - 2 0 T 1 0 : 3 3 : 5 get 4 +the 1 1job : 0done 0 safely and in a timeQuite apart from the obvious safety ly manner. ing crew must be mindful that at the

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Presenting at the inaugural CeMat exhibition in Sydney last month, Australian logistics solutions company Seabox International have devised a sea-container loading system that reduces loading and unloading times, swaps the Franna Continued page 28

AM0415_000_ESS

2015-03-23T14:20:07+11:00

Keepi tSaf e, Keepi tCl ean Whenc onveyor ss hutdown,c or es t af far eof t enover whel medandmai nt enanc eofc onveyorbel tc l eaner s , s ki r t s ,i mpac tbedsandot herc onveyorac c es s or i esar eof t enover l ookedors er vi c ei sper f or medbypeopl e whoar enott r ai nedt os er vi c et heequi pment .Unl es sc onveyorac c es s or i esper f or m atopt i mall evel s ,bel t damage,c ar r ybac kands pi l l agec anr es ul t .

ESS pr ovi descompet encybasedt ec hni ci anst o speci ﬁcal l ymoni t orandmai nt ai n ConveyorBel t Cl eani ng,Seal i ngandSuppor tsyst ems. ESSt ec hni ci ansar eabl et oi nspectcondi t i onsand pr oduceacondi t i onr epor tandmai nt enancepl ant hat canbeact i onedbyOwner s,Cont r act i ngcompani esor ESSt ec hni ci ansi namannert hatpr i or i t i z est he mai nt enancebasedonr i skanal ysi s. ESSof f er sar angeofﬂexi bl emai nt enanc eand moni t or i ngs er vi c est oens ur eopt i mum per f or manc e f r om t hepl ant sc onveyi ngs ys t ems .Wet ai l orour s er vi c est oyourr equi r ement s . ESSMai nt enanc eandMoni t or i ngSer vi c esI nc l ude; •I ns t al l at i onandCommi s s i oni ng •Ser vi c eandMai nt enanc e •I ns pec t i onandRepor t i ngSer vi c es •Ons i t et r oubl es hoot i ng •Si t eCompl i antVehi c l esandEqui pment •Mai nt enanc eCont r ac t s •ConveyorAc c es s or yMai nt enanc eTr ai ni ng

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MATERIALS HANDLING

From page 26 crane for a forklift, and all but eliminates manual handling hazards for the crew. Seabox International managing director Shaun Moore worked closely with representatives of resources construction contractors CBI Kentz to develop a system that would improve the productivity and safety of one of Australia’s largest offshore construction projects, the Gorgon Project. Named the CROWS (Container RollOut Warehousing System), implementation of this system has resulted in massive productivity gains for the construction contractor CBI Kentz. CROWS is a stackable, roll-out storage system designed for use in sea containers, 20 or 40 metres long. The system allows any kind of cargo to be safely strapped down into platforms, which are stacked and rolled inside a shipping container for transport. On arrival at the destination the container can be opened and have the platforms rolled out safely using a forklift. Everything from large pipework to vehicles can be transported using the CROWS.

RESEARCH AND DEVELOPMENT

With a background in designing and manufacturing purpose built logistics platforms, A M 0 6 Seabox 1 5 _ 0 knew 0 0 _how T Y to R deal with the challenge laid down by CBI

THE SYSTEM OVERCAME YARD Kentz, to ensure their organisation of CONSTRAINTS parts and material would not impede the progress of the job. One of the key constraints faced by CBI Kentz was the minimnal footprint laydown, is very small for a project of allowed for the materials laydown yard. this scale. “The introduction of the CROWS has Gorgon Project materials and logistics manager Rob Lowe said the envi- increased storage space on Barrow as it ronmental concerns specific to Barrow allows four racks to be safely stacked on Island prevented the usual approach to top of each other.” The key to the success of the CROWS assigning space for a laydown yard. “The island’s Class A Nature Reserve development was one of a collaborative status had created additional challenges effort between Seabox and CBI Kentz, one which did not fit the bill for a traduring construction,” he said. “The State Agreement under which ditional procurement. Andrew Constantine said the CROWS Gorgon operates limits the land availby CBI Kentz, was to 1the which 1 able 2 0 5 -Project 0 5 - 1 5 T 1means 4 : 2 the 1 : 1 project, 4 + 1 0visualised : 0 0 total construction footprint, including one they needed to get right in a very

short space of time, and for that reason necessitated finding a short cut to the process from innovation to procurement. “First of all [in a conventional procurement] you identify the need, you develop a business case, specifications, develop and execute that tender plan, you hopefully get a contract, and that’s where the real risk starts, for the supplier and the client,” Constantine said. “You go through a design, test, and evaluation process, and then you’ll go into that project management, fabrication delivery phase, and that’s the complex phase, that’s where you’ve got to pool your resources… and you’ve got to have your project team in there from the very start.” Constantine knew that the constrained time frame of a construction project was not the ideal situation for procuring a new innovation, but in this case necessity had to become the mother of invention. “What we found on this project was that we didn’t have the time to go through that full process to get this system out,” he said. “We had to come up with an abridged process that would achieve the change during the life of the project.” “It seemed like the materials and logistics team could be the ones to hold up the project schedule, and at the time it looked like we were going to be that team that would be the weak link.” In order to increase the efficiency of

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2 0 1 5 - 0 2 - 2 0 T1 1 : 0 4 : 1 3 + 1 1 : 0 0

MATERIALS HANDLING

the materials operation at Gorgon, Constantine was already familiar with a logistics platform built for military purposes by Seabox, but it needed some crucial changes made. First of all the design needed to meet the strict quarantine requirements enforced by Chevron on Barrow Island. “We needed to get rid of all the nooks and crannies, we needed to have that sealed up from an environmental point of view for quarantine purposes on the island, so any gaps were filled up so that every part of the CROWS could be easily inspected for contamination or vermin,” Constantine said. In addition, the CROWS had to be stackable to be used for warehousing purposes, and at present CBI Kentz uses the CROWS system for warehousing both under cover and outdoors, with the system stackable to four high. It also needed to be designed for more

loading points, so that unusual or regular shaped items like pipework could be tied down in different ways as the load demanded. “To achieve that we made sure it had a full bar along the side of the CROWS for tying down,” Constantine said. “But above all things the chief concern was the safety of crews unloading the containers. Now we don’t have anyone going inside containers, and we have reduced crane movements onsite. “This goes a long way to reducing the risk of pinch points in manual handling, the crush injuries that can be extremely damaging.” Now the Gorgon Project boasts a worldclass materials laydown and warehousing facility, all achieved through an innovative logistics platform which works within a minimal footprint, with principle focus on productivity, safety, and environmental concern. AM

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CROWS IS STACKABLE FOR WAREHOUSES

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WEAR RESISTANCE & LUBRICATION

FIGHTING PIPE CORROSION A PRACTICAL HOW-TO FOR HALTING PIPE CORROSION IN OIL AND GAS BY THE AUSTRALIAN CORROSION ASSOCIATION.

s the global economy continues to grow the markets for petroleum products continue to expand. To meet increasing demand, more and more oil and gas infrastructure is being built. Corrosion poses a threat to all infrastructure and the economic impact of all types of corrosion and its degradation of infrastructure, such as pipelines, oil rigs and towers, represents an annual cost of many millions of dollars to the industry. Pipelines vary from simple steel tubes to state-of-the-art spiral-wound, flexible lines, with diameters ranging from 50 millimetres to two metres. Pipelines are integral to the oil and gas industry, where they form the gathering systems joining wells to process facilities and the distribution system delivering product to refineries and markets. Whilst non-ferrous materials such as fibreglass and polypropylene can be used in non-crit-

ical, low pressure applications, the overwhelming majority of petroleum pipelines are constructed from metal. Whether buried or on the surface, all metal pipelines are exposed to a range of physical, climatic and chemical environments that can cause corrosion. Aging or damaged infrastructure presents many challenges to the oil and gas industry and regulators worldwide. There are thousands of kilometres of pipelines associated with the oil and gas wells and platforms operating in more than 50 countries around the world. These facilities vary in size, shape, and degree of complexity. Much of this infrastructure was built in the 1950s and designed in accordance with lower standards than are currently prescribed. Some facilities are operating well beyond their intended service life and others have suffered damage as a result of storms or accidents or, because of the lack of active maintenance pro-

grams have deteriorated to the extent that there is now doubt as to their continued structural integrity. Oil and gas pipelines are often coated with several layers of protective material and fitted with cathodic protection devices that inhibit corrosion. Internal pipe maintenance and cleaning is usually conducted by sending a scrubbing device or â&#x20AC;&#x2DC;pigâ&#x20AC;&#x2122; (originally named because of the squealing noise early versions made as they traversed the line) through the pipeline at regular time intervals. Other, more sophisticated pigs, fitted with cameras and sensors, are able to inspect the integrity of welds and the internal condition of the pipe as they move along. Achieving the most effective corrosion control strategies is likely to require changes in industry management and government policies. Industry must take advantage of future developments in protective coatings technology in order to reduce the overall cost AUSTRALIANMINING

JUNE 2015

of corrosion. Advances in corrosion protection will include coatings that are both physical barriers and contain corrosion inhibitors that are released when a coating becomes damaged or in the presence of a corrosive environment. Historically, metallic zinc and primers containing chromate have provided excellent corrosion protection. These materials have properties that allow coatings containing them to actively respond to a corrosive environment while maintaining a barrier to that environment. Advances in coating technology can offer significant cost savings if developed and successfully demonstrated. Zinc, polyurethane and powder coating technologies make them a superior alternative to epoxy resin technology for longer-term service life. Zinc gives a very basic cathodic protection effect as a thin coating, polyurethane is effective and aesthetically appealing, while powder coatings can meet

the environmental and regulatory challenges. All companies are striving to reduce maintenance budgets for their infrastructure while optimising performance, so new corrosion protection materials must be cost effective and nonhazardous. Some of the latest advances in coating technology has been development of protective coatings that can respond to damage and changes in the external environment. However, such coatings must not be a threat to the environment and maintenance personnel and ideally must be applied using conventional methods currently used to coat structures for environmental protection. New materials such as nanostructured materials and organic metals may be appropriate as the basis for developing damage-responsive coatings and structures. Internal corrosion controls for gas pipelines includes reducing the water content of the gas and adding inhibitors to the fluid flow.

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WEAR RESISTANCE & LUBRICATION

For oil pipelines, internal cor- those used in the estimation of beam supports and the saddle clamps that cause the majorirosion is mitigated by reducing the corrosion allowance. The oil and gas industry in- ty of problems. the water content then adding Visual inspection and other corrosion and scale inhibitors, vests large sums of money in the design, laying and protec- non-destructive testing is often and biological controls. difficult and it is virtually imPipeline operators must con- tion of pipelines. In comparison, far less atten- possible to paint or otherwise tinually monitor the effectiveness of their chosen corrosion tion is paid to the mounting and maintain some areas of the pipe bracing structures that support at the support. Some of these controls. support types may even develErosion in the internal pipe- and guide a pipeline. One of the most common op bi-metallic contact. line wall can be controlled by Despite both the pipe and removing solids from the stream support methods is to lay the and by the mechanical design pipe on to a standard structural support being steel, the metelement such as an I-beam or allurgical differences can still of the layout. Corrosion caused by moisture metal channel and secure it in provide a small potential differin a gas stream can be controlled place with a stabilising U-bolt. ence to create a corrosion cell. The shape of a cylindrical A similar method is to use a by decreasing the dew point of the gas to a temperature below saddle clamp, where the pipe pipe on a flat surface forms a the lowest operating tempera- is clamped between two rolled crevice where moisture gathers ture likely to be encountered plates, with one of the plates and evaporation is restricted. The moisture softens the welded to a structural element. in the pipeline. These two categories account paint, which fails and exposOne way to allow for corrosion is to make the pipe wall thick- for more than 95 per cent of sup- es bare metal which is then in er to provide additional metal port points on a typical structure. constant contact with water. Once corrosion starts there One alternative is to weld a for corrosion loss. The corrosion allowance should part of the pipe, which is usu- can be rapid wall loss leading anticipate the maximum metal ally free to move, directly to to eventual failure of the pipe. An effective way to reduce loss over the life of the pipe- the support structure. This is a common approach corrosion risk is to minimise the line and ensure that sufficient contact point between the supwall thickness remains to enable for insulated piping systems. There are a number of other port and pipe so that no crevthe pipeline to operate safely. A corrosion allowance should alternative pipe supports, such ice is formed. Water cannot be trapped, so not be a substitute for other cor- as flange bolt supports, various rosion protection measures since type of pipe hangers and other corrosion no longer occurs. actual A Mcorrosion 0 6 1 5 _rates 0 0 in 0 _pracK O M specialty-type 1 2 0 supports. 1 5 - 0 5 - 1 4 T 1With 5 : minimal 5 6 : 4 9contact, + 1 0 : air 0 0 Not surprisingly, it is the can also circulate and evapotice can be much higher than

AUSTRALIANMINING

JUNE 2015

rate moisture beneath pipes, and itâ&#x20AC;&#x2122;s far easier to inspect the contact area. If the material of the support is non-metallic, the pipe can be electrically isolated so there is no contact between dissimilar metals. AM

LESS ATTENTION IS TYPICALLY PAID TO MOUNTING, CREATING POTENTIAL FUTURE PROBLEMS

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IRON ORE IN FOCUS

BULLFIGHTS IN BARCELONA: MAJOR MINING CEOS GO HEAD-TO-HEAD THE STORY OF IRON ORE IS A BECOMING A HEATED ONE, AS IRON ORE MAJORS BATTLE FOR SUPREMACY.

t’s a bullfight in Barcelona as the bosses of Rio Tinto, BHP Billiton and Glencore attend the same conference but make very different mining presentations. The majors were in Spain for the 2015 Global Metals, Mining and Steel Conference, and in the space of 24 hours, all have had their say on the future of the sector. But it’s the different tacks the three CEOs have taken that has caught the eye of industry spectators. Rio Tinto chief Sam Walsh has reiterated that its iron ore growth strategy is in safe hands, claiming demand out of China will remain strong. BHP Billiton CEO Andrew Mackenzie says his company is in a process of simplification that will see capex slashed as costs come down. Meanwhile, Glencore boss Ivan Glasenberg has come out swinging, and once again schooled the other miners on the issue of supply and demand.

RIO TINTO

The world’s biggest miner has copped a lot of flak lately from a range of people questioning its iron ore strategy in light of a depressed price. FMG chairman Andrew Forrest, Cliff Natural Resources CEO Lourenco Goncalves along with WA Premier Colin Barnett have slammed Rio for its approach, claiming that its ongoing ramp up to 350 Mtpa by 2017 is hurting the market, driving prices down and other miners out. At the conference in Barcelona, Walsh defended his company’s tactics, stating high-cost produce exiting the market was just part of the mining game. “Mining is a cyclical industry. High prices brought in marginal producers, often based on overly optimistic assumptions and aggressive business models,” Walsh said. “These tonnes are now exiting the market, which is part of normal supply and demand. “ Walsh said there was sure to

be further “turbulence” as the market adjusts and low grade, high-cost material leaves the market. Part of this turbulence has been the exit of several highcost Australian producers who cannot sustain operating at the current volatile market. The price of iron ore has halved since this time last year and is currently trading at around $US59 a tonne. However it dropped to $US47 per tonne in early April, and the government’s latest budget has predicted a price average of $US48 per tonne for 2015-16. Many blame Rio (as well as BHP and Vale) for producing record tonnages of ore flooding the market. One of the most vocal opponents has been Forrest, whose own operations in the Pilbara are suffering. Forrest recently revealed that his company had been forced to let go of 100 workers a day due to iron ore’s depressed state. He is blaming the majors for AUSTRALIANMINING

JUNE 2015

the bearish sentiment which has befallen the iron ore industry and went as far as to urge the public to “stand up” and ask if the multi-national miners have a social licence to operate. Rio’s stance has always been that if it caps production as Forrest has suggested, then others will rush to fill the void. It says it is doing the right thing by its shareholders by increasing its brownfield expansions. At the conference, Walsh said the story out of China is being mistold, and that growth in the country is strong, even though it is changing. “This year’s estimated increase of 7 per cent in Chinese GDP is just over $1 trillion, larger than the economy of Poland,” Walsh said. “The nature and mix of growth in the Chinese economy is also changing, and I will say more on this shortly, but let’s be clear that in this new normal we will still see continued solid economic growth from a larger base.” Walsh said this “new normal”

would see around 1 billion tonnes of Chinese crude steel production by 2030, which requires average growth of around 1 per cent per annum. However this figure is at odds with the forecast of Li Xinchuang, deputy secretary-general of the China Iron and Steel Association, who recently said the country’s steel production would not reach the one billion mark. Xinchuang said steel production in China would not grow beyond 900 million tonnes. “It cannot (get to one billion), trust me, I have been in the business 30 years,” he said. “We understand it cannot go over 900 million tonnes — we think roughly 800 million to 870 million.” Still, Walsh told investors at the conference that continued new infrastructure and housing stock will be required to support urbanisation while the replacement of existing buildings and infrastructure is also expected to be a significant driver in the coming decade.

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IRON ORE IN FOCUS

years, and said the demerger of South32 would deliver even more benefits to the company. “We believe we can go even further with a simpler portfolio and improve margins by reducing costs more deeply than the competition,” he stated. With iron ore and metallurgical coal markets currently “well supplied” Mackenzie said BHP does not expect to invest significantly more in these businesses at this time. “Instead our capital will be focused on the commodities we believe will have attractive supply fundamentals,” he said.

“Given the quality of our material, our location and superior marketing capability, Rio Tinto will continue to be a supplier of choice to the Chinese market,” Walsh said.

BHP BILLITON

Mackenzie presented a slightly different message at the conference, choosing to focus on the company’s assets and the importance of keeping a lid on costs in “highly competitive and cyclical markets”. Like Rio, BHP has also been called into question in recent months over its iron ore strategy, and accused of working to keep a lid on a price rise. The miner has since been given a little reprieve after it revealed it would not invest in a planned debottlenecking at Port Hedland, a move which will stop 20 billion tonnes of iron ore from entering the seaborne market. The company has hit back at claims about its iron ore expansions, revealing that its Board had not approved an iron ore investment since 2012. But BHP still has plans to add 5 million ore tonnes this year, taking its total output to 250 Mtpa. Speaking in Barcelona, Mackenzie said the low iron ore price seen over the past few months is likely to continue. “At today’s lower rates of demand growth, incremental supply will take longer to absorb,” Mackenzie said. But in an attempt to rubbish talks of holding back volume, Mackenzie’s argument mirrored Rio’s that the move would only encourage others to fill the void. “We operate in highly competitive and cyclical markets, where earnings outperformance through the cycle depends on being the most efficient supplier, not supply restraint.” Mackenzie said. “Any attempt to curtail lowcost supply in open markets only encourages the continuation – or entry – of more costly production. This deprives the market of its power to deliver the most efficient supply. “Therefore our ongoing success does not rely on supply restraint but instead rests on our foundation of the right commodities, the best assets, operational excellence, balance sheet strength, and capital discipline. A combination of these attributes serves us well during all points in the

GLENCORE WALSH STILL SEES A STRONG CHINA AHEAD

cycle, but particularly in the current environment.” Instead of entertaining ideas of culling production, Mackenzie spoke of the importance of cutting costs and focusing on simplification. Mackenzie said BHP’s capital and exploration expenditure would fall to $US9 billion in the 2016 financial year, from $US12.6 billion in 2015. Meanwhile, BHP expects to cut unit costs at its Western Australian Iron Ore operation by 21 per cent to $US16 per tonne during the 2016 financial year. Mackenzie said BHP had secured productivity gains of nearly $US10 billion in recent

A long-time critic of the other majors’ production ramp ups, Glasenberg used part of his conference presentation to get back to the basics of supply and demand. This is not the first time the Glencore chief has given miners a simple lesson in economics. Speaking at the company’s annual general meeting in Switzerland last week, Glasenberg blamed falling commodity prices on overproduction by other mining houses. “Unfortunately our competitors in the world have produced more supply than demand, and commodity prices are down for that reason,” he said. “I’m doing my level best to convince my competitors that we should understand demand and supply.” In February he stated that

MACKENZIE IS FOCUSED ON REMAINING COMPETITIVE

blame for the iron ore price fall should land squarely on the shoulders of major miners who have undertaken expansion projects. While last year Glasenberg stated the industry had been saturated with new mines that led to a surplus in metals and shrinking profits. Glencore has been quoted as saying it was not willing to cannabilise its revenue for volumes. Staying true to his word, Glasenberg decided to cut the company’s Australian coal production by 15 per cent, or 15 million tonnes, earlier this year. “We don’t want to be the ones forcing the price down with oversupply,” he said at the time. And it seems Glasenberg want-

ed to keep this message fresh and alive during his speech in Barcelona. “The mining sector is suffering a crisis of confidence,” he said “Oversupplying markets regardless of demand is damaging the credibility of the industry.” Glasenberg said mining had been one of the worst performing sectors in the last 12 months, with commodity investment flows now $US60 billion blow their 2012 peaks. He went on to state that it was critical to understand supply and demand fundamentals, stating that key emerging markets are maturing. In one slide, the outspoken CEO even used direct quotes from the majors in which they are defending their iron ore strategies to send an ominous warning: He then went on to state what differentiated Glencore was its diverse resource base that exposed the company to mid and late demand cycle commodities such as copper, zinc, nickel, aluminium and lead. So which CEO is correct? They all are in the sense that all three are doing what they deem best for their shareholders within the constraints, or opportunities, of investment decisions of years past. While they all make cogent arguments, it will be the markets themselves that have the last say as to which strategy will work best long-term. AM

THE STORY OF IRON ORE IS HEATING UP INTO A WAR OF WORDS

AUSTRALIANMINING

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WOMEN IN INDUSTRY AWARDS

AUSTRALIA’S WOMEN IN INDUSTRY FINALISTS A ROUND UP OF THE WOMEN GOING ABOVE AND BEYOND IN AUSTRALIA’S INDUSTRIAL SECTORS.

ustralian Mining is proud to present the finalist for the 2015 Women in Industry Awards. Last year’s inaugural Women

in Industry Awards were a huge success, and with over 100 entries, this year’s program is also proving to be very popular within the industry. The Women in Industry Awards recognises and

rewards the achievements of women working in the industrial sectors, and aims to raise the profile of women within Australia’s industry, as well as promote and encourage excellence. Australian Mining has teamed

THE AWARDS RUN ACROSS 10 CATEGORIES

AUSTRALIANMINING

JUNE 2015

up with Manufacturers’ Monthly and PACE 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 national awards program of its kind to encompass mining, manufacturing and engineering, it also encourages the industrial world to raise the profile of women working in the differing sectors by embracing diversity and flagging clear paths for the next generation to follow. And with so many thoughtleaders together in one room on the night of the awards, it provides a forum for women to meet and exchange information, ideas and solutions to problems and offers individuals an opportunity to expand personal and business networks, maintain awareness

LAST YEAR’S INAUGURAL AWARDS SAW MORE THAN 150 ATTENDEES

of industry developments and make a contribution to other women in the industrial sectors. Any women working in the industrial sector can enter the awards next year, with this year’s event culminating with a cocktail event at the Ivy Ballroom in Sydney on Thursday the 25th of June. We look forward to seeing you all there.

CATEGORIES • BDM of the Year • Employer of the Year • Excellence in Engineering • Excellence in Manufacturing • Excellence in Mining • Industry Advocate • Marketing/ Communications • Mentor Award • Rising Star Award • Social Leader

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WOMEN IN INDUSTRY AWARDS

Platinum Sponsor After the success of the 2014 inaugural Women in Industry Awards, Pacific Merchandising has upped its commitment to the event. The company is the Platinum Sponsor for 2015. Recognising excellence amongst women in male dominated industries is a great way to provide inspiration and leadership for change. Pacific Merchandising looks forward to wonderful entres from some of the innovative women out there in the field. Pacific Merchandising is an experienced industry specialist supplier of promotional merchandising to Mining, Oil & Gas, Construction and Transport and Australian Trade Unions. A one-stop shop with expert help from sourcing to art design, decoration to manufacture, and gift packaging to freighting, the company specialises in leading global brands and wholly Australian craftsman designed and manufactured goods, such as custom belt buckles (and keyrings). Pacific Merchandising 1300 88 77 95 www.PacificMerchandising.com.au

Excellence in Mining Mining Machinery Developments Australia ( MMD Australia) is a designer and manufacturer of material processing equipment used in varied types of surface and underground mining operations worldwide. In particular, MMD extended the technology of mineral degradation with the original development of low profile high capacity compact sizing machines in 1978. MMD Australia is an equal opportunity employer which encourages women to join, not only the mining industry, but the varied industry sectors in Australia and abroad. Today the company celebrates the excellence women bring to our environment and encourage all similar organisations to join it. MMD Australia 07 3193 2800 www.mmdsizers.com

Excellence in Engineering ABB is one of the worldâ&#x20AC;&#x2122;s leading power and automation engineering companies. It provides solutions for secure, energy-efficient generation, transmission and distribution of electricity, and for increasing productivity in industrial, commercial and utility operations. Ultimately, the company helps customers meet their challenges with minimum environmental impact and with safety and quality as the highest priority. ABBâ&#x20AC;&#x2122;s portfolio ranges from light switches to robots for painting cars or packing food, and from huge electrical transformers to control systems that manage entire power networks, mining operations and factories. Its products and solutions serve a number of industries including mining, oil and gas, manufacturing, paper, transport, marine, consumer, automotive and building industries. Employing 145,000 people across 100 countries, including nearly 2000 people in Australia, ABB understands what it means to provide a workplace that is career enriching and culturally safe. The company encourages individualism, values diversity and understands that culture forms part of everything it does. ABB in Australia is proud to support the Women in Industry awards and to recognise and acknowledge the value of a diverse workforce. The company looks forward to playing its part at the event and wishes the best of luck to all participants. ABB Australia 1800 222 435 new.abb.com/au

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INDUSTRY ADVOCACY CARLI HOBBS – GENERAL MANAGER, GLADSTONE ENGINEERING ALLIANCE Carli Hobbs is an advocate across many different industries, but her passion is for companies based within the Gladstone region. Hobbs works tirelessly between local industry groups, government departments and individual local businesses advocating the region and GEA member companies. With a staff of only three, Hobbs and her committee have aligned local business offerings with major industrial players across a myriad of industries now permanently based in the region including LNG, power generation, alumina refining, aluminium smelting, cement manufacturing, chemical manufacturing as well as many others. Under her guidance, the organisation has seen significant growth, is recognised as the peak industry body for Central Queensland and is now operating as a highly successful, self-sufficient Not-for-Profit organisation. ILL FOLLINGTON – EXECUTIVE (FOUNDING) DIRECTOR, INDUSTRY MID NORTH COAST Jill Follington is passionate about manufacturing in Australia and is determined to see businesses and individuals succeed. Her passion combined with her entrepreneurial spirit resulted in the formation of IMNC and continues to see the member organisations work together and learn from one another. Follington has worked tirelessly, without any financial reimbursement, to not only improve the image of manufacturing, but to form a cohesive group for the industry. Her passion is in developing “clusters” of like-minded people to make things happen and she has brought this passion to manufacturing on the Mid North Coast. Follington has a natural gift for building relationships and creating environments where people can work together, this was most recently demonstrated in the formation of Women In Manufacturing. Women In Manufacturing is an initiative to drive improvement in how IMNC engages with and encourages women

in the manufacturing sector. Through Follington’s strong regional network, women from across the Mid North Coast met for the first time to understand the challenges for businesses and women in pursuing manufacturing careers. Follington was able to bring together people from manufacturing, training, finance, law, state and federal government to share ideas and commit to real actions that can be implemented quickly. IRINA LINDQUIST – HEALTHCARE SOLUTION ARCHITECT, SCHNEIDER ELECTRIC Irina Lindquist has been an outstanding contributor to the work of the Digital Hospital Design group (HISA) of which she is a key member. The group’s objective is to broadly influence the way in which technology is applied in healthcare, enabling high quality, people centric and cost effective care. Within the Digital Hospital Design group she designed and delivered the critical problem solving process it uses to focus healthcare leaders on how to harness technology to drive their clinical and business outcomes. In addition she has been an important contributor to the strategy and community engagement of the group. The skills she has exhibited in her work with the Digital Hospital Design group have also been reflected in the commercial work with her employer Schneider. CHRISTINE KATIC – OPERATIONS MANAGER, BOC LIMITED As the Production Manager of BOC’s South Australia and Northern Territory Operations, Christine Katic is responsible for leading all activities related to these sites. She has excellent technical skills with a specialty in chemical engineering and a unique ability to work with all levels of business to achieve outcomes in often challenging circumstances. In addition to this role, Katic was also the Head of Healthcare Operations for BOC’s entire South, Pacific business. She has played a significant role in advocating innovative solutions for use in the healthcare industry like the adoption of 3D Modelling for BOC’s

installation of the medical gas pipeline at the new Royal Adelaide Hospital. Katic led a team of almost 30 staff to implement this highly sophisticated technology that will pave the way for future installations. Katic is also the Chair of the Trustee’s Member Engagement and Communication Committee. ELIZABETH LEWIS-GRAY – CHAIRMAN, AUSTMINE Elizabeth Lewis-Gray has been a stalwart of industry since 1996 when she co-founded Gekko Systems. Since then, Lewis-Gray has grown Gekko to a multinational business and used her know-how to inspire others in the sector. In 2013, Lewis-Gray was appointed as chair of Austmine, the peak industry body in Australia for the mining equipment, technology and services (METS) sector. Cementing her high regard within the industry, Lewis-Gray was been appointed as the Chair of the Mining Equipment, Technology and Services (METS) Industry Growth Centre by the Department of Industry and Science Minister, Ian Macfarlane. The METS Industry Growth Centre is part of the Federal Government’s Industry Innovation and Competitiveness Agenda which seeks to stimulate innovation and entrepreneurship, improve competitiveness, and create new job opportunities. JKYM CLARKE – FOUNDER AND DIRECTOR, SHE’S EMPOWERED Having worked as an accountant in the mining industry for seven years, Kym Clarke understood the challenges women faced on-site with their workwear from a fit-for purpose, comfort and style perspective. This inspired her to create the SE Workwear range. With zero knowledge about designing and manufacturing clothes, Clarke spent weeks researching and ended up boarding a plane to Asia to find a manufacturer. Clarke had never been to China, knew nothing about creating a workwear line but she did

know she could create a positive change for women in industry. Since the brand launch in November 2013, the SE Workwear collection has rapidly gained traction with Clarke now having regular involvement and engagement across the gender equality debate through keynote speaking and media. This passion and enthusiasm has seen the business evolve into a full service offering, to not only continue to delivering the message of equality, but to be there on the journey with support, mentoring, products and business services to women at all levels from students to entrepreneurs, women in trades to senior corporate executives. SUZANNE DAUBNEY – MANAGING DIRECTOR, BANNISTER DOWNS DAIRY Suzanne Daubney has consistently proven herself to be a tireless and passionate advocate for the agriculture and food sector, and her contributions to the industry are plenty through her representation on numerous boards and committees. Daubney is an excellent example of a business woman with a bold, passionate and powerful vision not just for her business, but also for the local community she lives, the people she employs and the industry she propels forward for the betterment of all Australian dairy farmers. WA’s Minister for Regional Development; Lands, and Minister Assisting the Minister for State Development, Terry Redman, says Daubney was an invaluable source of information and advice to him when he first took up the position as Minster for Agriculture in 2008. At that time, Redman was looking to develop a series of policy settings that would assist industry to grow and remain strong and sustainable in the future. “This culminated in an industry round table in October 2012 in Perth at which Daubney’s strong and considered views greatly added to the value of the debate and where Government’s policy setting needed to be,” Redman said.

MARKETING COMMUNICATIONS NATALIE CHAPMAN – CORPORATE COMMUNICATIONS MANAGER, ALKANE RESOURCES Natalie Chapman and her communications team have enthusiastically brought a new way of communicating the complexities of Alkane’s Dubbo Zirconia Project and the job opportunities available to the local communities in the Central West. This has assisted Alkane with its open and transparent way of doing business in forging new relationships, and cementing old ones, with members of the community of all ages. It has also helped the company communicate with and educate Federal, State and Local government and their Departmental staff and has generated praise for the information program from the NSW Minister for Energy and Resources Anthony Roberts. Senior Manager Industry Investment Resources and Energy at NSW Trade & Investment Robert Blayney is also a fan of Chapman’s work.

“I think the DZP Infographic will be great for giving the general public a good overview of the project at things such as local community events,” he said. “It addresses most of the issues commonly raised by the local community – including radiation, dust & noise and places these in perspective – the visuals make it very easy for the public to comprehend the relative levels. “I like the way the project is put in perspective towards the top the page, where you look at current global production and compare that to expected DZP production. “The uses section also answers people’s questions about why the products from DZP are important.”

effective marketing communication strategies to help grow BOC’s business. She has worked in Marketing Communications across almost every business unit at BOC during her tenure. The knowledge that she has gathered from working across different business divisions at BOC has meant that she is a regular “go-to person” for staff members who have a query related to marketing communications within BOC or a product in general. Although she has been at BOC for fifteen years, Willcox continues to deliver better marketing results, always ensuring that her next campaign is more successful than the last.

ROSALINDA WILLCOX – MARKETING COMMUNICATIONS SPECIALIST, BOC LIMITED Since joining BOC more than fifteen years ago, Rosalinda Willcox has consistently implemented

SALLY DURRANT – COUNTRY COMMUNICATIONS MANAGER, ABB AUSTRALIA Sally Durrant has been described as a “breath of fresh air” to ABB’s Australian business around

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the marketing and communications area. An ambassador of ABB, her input to the Country Management Team is highly valued and has been described as refreshing. Durrant and her team are the external voice of ABB to its customers, to the media, and to the Government, and ensure a consistent brand and a consistent message and find ways to get that message out whether through media relations, events, sponsorships or the ABB website. She also helps connect management and the great things ABB is doing across its business internally, ensuring employees are engaged and up-to-date on company news. Keren Meers is the Oceania Senior Marketing Coordinator for Ernst & Young and worked with Durrant for three years and continues to be inspired by her. “Sally should be commended for her leadership qualities and ability to inspire those who work around her,” Meers said.

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WOMEN IN INDUSTRY FINALISTS

EMPLOYER OF THE YEAR INDEPENDENT RACKING INSPECTIONS & AUDITS Independent Racking Inspections & Audits, under the leadership of Jayne Helding, has fostered a unique flexible working environment for the many women who have been attracted to and retained by the company. IRIA is unique in providing a dynamic working environment by offering flexible hours and the option of working remotely to enable women to work that would otherwise not be able to due to restricted requirements. Even more unique is that IRIA operates in the male

dominated industry of warehousing, and retains this model oriented at attracting and retaining a female workforce. Melanie Daniels has been an employee of IRIA for four years, and says Helding has proven to be a inspiring leader. CABLEX At Cablex currently over 60 per cent of all staff members are female, well above the Australian engineering/equipment manufacturing average of 22 per cent. Women are also very well represented at management level and above, with 50 per cent being female.

Cablex’s COO and part owner Heidi Krebs is also a female. This high representation of females through all levels of the organisation has meant that women continue to be trained, challenged and mentored within the organisation and therefore given equal opportunities for progression within the company. Cablex has developed many formal workplace initiatives which women find favourable in the work place including job redesign, flexible working options for those with family responsibilities, up-skilling and the appointment of talented women. The company also provides many social opportunities for the team which enable strong bonds and a

high level of trust to be formed between all employees. Many of the factory level employees are from a variety of cultural backgrounds with English being their second language. The culture and set up of the factory space encourages them to feel part of a team and less isolated. They are continually provided with ongoing training and access to a variety of projects. Cablex has developed a culture and working environment which encourages team work, community, precision, dexterity and quality. Unlike many other tradition manufacturing environments Cablex provides ongoing challenges to its staff, and is a family friendly and collaborative workplace.

EXCELLENCE IN MANUFACTURING SVETLANA ZATSEPIN – MANAGING DIRECTOR, COOLON LED LIGHTING Svetlana Zatsepin came to Australia in 1991 with her husband, children, and a budding love for a country that would become her new home. While learning English, she used her electronics engineering background to assemble and solder PCBs. Her meticulous attention to quality resulted in growing demand for production of PCBs, and soon her husband, Alex, left his occupation at Bosch to join her in a family venture, creating electronic circuitry designs while Zatsepin focused on production. From humble beginnings, the wife and husband team grew the company to employing 50 people, with Zatsepin managing production, accounting, purchasing of electronic parts, quality control, building facilities, HR and all business administration. Through determination and perseverance, Zatsepin learned how to deal with the challenges of growing a business and developing strong leadership skills, while maintaining a keen eye on the quality of production. MICHELLE VINCE – GROUP RANGE DEVELOPMENT MANAGER, BLUNDSTONE GROUP Michelle Vince accepted an invitation from Centen-

nial Coal to discuss improvements to existing range of boots and consider developing a new underground mining leather boot. After initial meeting with Centennial representatives and discussions around understanding the environments for which the boots would be required to work in, Vince along with colleagues spent days underground in operations in varying conditions, engaging coalface personnel to discuss issues with current boots on the market and what their requirements were to make the working day as comfortable as possible. Working closely with mining personnel and representatives, she lead development, trials and production of a completely new product. The new boot compiled new softer, lighter, more durable leather that had previously been used in hiking and fire retardant footwear. It incorporated a new lacing system, called the “boa”, which included a ratchet style fitting with aviation grade steel lacing, which gave an even and controlled tightening around the foot and leg. CHRISTINE MORRIS – HR DIRECTOR, JOY GLOBAL AUSTRALIA During her tenure at Joy Global, Christine Morris has seen the highs and lows of the mining industry with periods of record revenue to a period of business

realisation where the market dropped significantly. Morris has been able to effect the required changes to the business in this time whilst keeping the respect and support of her colleagues. Morris was the mastermind behind the merger between two business units (Joy Mining Machinery and P&H MinePro) with distinctly different cultures and the integration of a business acquired by Joy Global (LeTourneau). These mergers were all executed with minimal impact to the business. Through her direct contact, Morris was also responsible for an initiative that saw the formation of a partnership that resulted in manufacturing employees becoming embedded within Joy Global customer’s operations so as to explore opportunities for improvements post production and to expand the economic benefits for both customer and the organisation.

kitchen of her home where she begun hand making the (future) award-winning Soma Bite range. Galbiati has developed 3 health snack bar ranges for the Soma Organics brand – the award-winning Soma Bite range, Your Soma Bar – protein bar; and the latest project Eco Bars – a raw energy snack made from cricket flour. During this time, Galbiati has met with national and international buyers, the largest being Woolworths Ltd. where the award-winning Soma Bite range has now been stocked for 18 months in what started in 100 stores and is now over 400 stores nationally.

COLLY GALBIATI – MANAGING DIRECTOR, SOMA ORGANICS In late 2012, Colly Galbiati launched premium snackfood company Soma Organics Pty Ltd. Galbiati is passionate about healthy eating and raising public awareness for quality organic food and nutrition and through this passion, Soma Organics was born. In November 2012, Soma Organics started in the

KAMINI WIJEKULASURIYA – MANUFACTURING MANAGER, WESTERN SYDNEY SERVICE CENTRE, BLUESCOPE Kaminin Wijekulasuriya is the Manufacturing Manager at BlueScope’s (BSL) Western Sydney Service Centre (WSSC), the company’s flagship COLORBOND Paintline. She is a successful and highly regarded operations manager in the business and has contributed significantly to BlueScope’s success in some of the most challenging parts of its operations. From the waterfront, through ironmaking, raw materials and now in coating and finishing operations, Wijekulasuriya’s leadership style has brought people along with her whilst successfully reducing costs.

KATE FRANCIS – CIVIL ENGINEER, HYDER CONSULTING Kate Francis is a Civil Engineer who graduated with First Class Honours from the Queensland University of Technology in 2012. She has a double major in Civil Engineering and Environmental Engineering. Since graduating, Francis has been employed at Hyder Consulting. Francis has worked in both the Urban Development and Transport teams. She has experience in all facets of civil design, contract administration, preparation of cost estimates and independent verification. Kate also has experience in business development through the pursuits of major projects, bidding/ tendering and legal training. As her career progresses, Francis’ responsibilities have increased and she has acted as the lead civil engineer and project leader on several developments. She is experienced in managing resources and time to deliver quality results to clients.

KATE MACFARLANE – PRODUCT MANAGER, BOC LIMITED Since joining BOC more than four years ago, Kate Macfarlane has consistently achieved excellent results and helped develop strategies to grow BOC’s bulk business and delight its customers. She has been a key player behind expanding the supply chain of Ethylene in Australia for BOC South Pacific. She has demonstrated leadership in safety, lifted the quality of internal processes, nurtured and grown stakeholder relationships within BOC and with suppliers and lead the day‐to‐day customer relationship interface with great success. The repository along with the process she developed to ensure it was kept up to date benefited both BOC and customers. Her contributions and work have not gone unnoticed, recently she was selected to take‐part in a round‐table forum with Linde BOC’s global CEO, which only a select few Australian employees participated in.

RISING STAR SALLY MAYBERRY – ENVIRONMENTAL ADVISOR, ORIGIN ENERGY Sally Mayberry’s role determines environmental risks, deciphers legislative requirements and works towards implementing on-ground solutions. A business critical supply chain issue occurred early 2014 and Mayberry was called upon by Origin’s field operators to coordinate the urgent sampling of 14,000 soil and drilling mud samples. All drilling rigs were stood down in response to the HSE risk at significant monetary and scheduling cost. At this point Mayberry’s role was critical to the success of the taking this action. Using her environmental knowledge and relationships with internal and external stakeholders and service providers, she was able to coordinate a response team of specialists to over 190 different sampling locations. Every soil analysis laboratory in Australia was dedicated to analysing the samples as a matter of urgent priority under Mayberry’s supervision. The eventual compliance outcome of the event was

that waste transport was identified as a significant risk to the business. Subsequently, Mayberry developed practical tools to enable stakeholders to make sound decisions, and ensure legal requirements were adhered to in the field. RACHEL HOGAN – ABB GRADUATE PROGRAM, ABB AUSTRALIA Rachel Hogan joined ABB’s Power Conversion business unit during her first 6-month rotation within ABB Australia’s Graduate Engineering Program. Hogan has contributed to ABB’s power Conversion business unit in many ways. She utilised her engineering expertise to set up the technical parameters of a substantial solar inverter installation at the site of a large global manufacturing organisation. Additional tasks undertaken by Hogan included: supporting the integration activities of an acquired company, solar marketing communications activities, an analysis of zero tariff metering, as well as conducting an electric vehicle market study for the Australian market. AUSTRALIANMINING

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EXCELLENCE IN MINING GAIL CLAMP – SPECIALIST MINE MANAGEMENT, RIO TINTO COAL AUSTRALIA Gail Clamp currently holds the role of Specialist – Mine Management within the productivity division of Rio Tinto Coal Australia. This role requires her to be involved with projects that drive optimisation within most areas of mining and work with multiple open cut sites within RTCA, to provide a common valuable output. In some cases she not only needs to competently learn about the technology involved but as well, bring together minds, work cultures, methodology, integration, site expectations and business objectives for a common goal. She works with key mine stakeholders and the Mine Monitoring and Control teams at each site on various projects. Through these staged Focus drives Clamp has not only helped produced real traceable value for the business but has been integral in driving leading practices for standardisation, streamlining and automating processes which has resulted in many outcomes like increased real time optimisation of the mining fleet; reduced workload from automating logic; increased production and data accuracy in labour/material/equipment tracking; designing and developing new tools to optimise the blasting, load, haul, dump cycle; mentoring and training dispatchers as well as writing processes; integration of systems for faster information transfer for real-time decision making or monitoring and many other facets of open cut mining process. Clamp’s approach to her work is unique and she adapts her style to effectively encourage and communicate with others at any role level to drive outcomes to the highest possible standard. The

culture change required to achieve a step change in performance is not an easy task and Clamp’s approach to managing change from the onset of an Optimisation project is visible. KATHY ZUNICA – SENIOR GEOLOGIST, AMC CONSULTANTS Kathy Zunica was recently engaged by Ignite Energy Resources to work on the Gelliondale Project. Zunica was tasked to provide ongoing advice and bespoke modelling and analysis on the deposit based on the resource estimate completed by AMC at an earlier date. Dane Stewart, Manager of Resource Development for Ignite, says Zunica’s assessment of the type of modelling undertaken, geo-statistical analysis, inputs into the PRMS evaluation and ongoing prefeasibility assessment have been invaluable. Stewart said the previously unknown nature of the company’s benefaction technology provided a number of theoretical challenges, stating that Zunica dealt with these challenges with “assuring confidence”. “I believe her to be on the leaders in the industry when it comes to modelling techniques and resource evaluation,” Stewart said. Zunica also received a rave review from the Geological Survey of Victoria (GSV) where she has provided specialist resource modelling and documentation services over the last two years. Zunica has reviewed coal models built by GSV, greatly increasing the validity and accuracy of the modelling. This included help with model input data preparation and reviewing existing reports. Zunica’s

input has enabled GSV to undertake in-house coal resource modelling, therefore reducing the cost associated with this work. MARIA JOYCE – GENERAL MANAGER, MEC MINING Just over 12 months ago Maria Joyce took on the challenge of the General Managers role for MEC Mining. Through this position she is responsible for the leadership, mentoring and technical output of all of the Australian based consultants both in the office and on site (35 permanent staff and additional subcontractors). Joyce champions the culture within MEC Mining and this is something that she holds close to her heart. Her team is like a tight knit family; they support each other through the good and bad times, collaborate and treat one another with the respect and integrity each individual deserves. The second major focus in her role that sets her apart from others in the industry is her strength in maintaining quality client relationships. From pit engineers working in the Bowen Basin all the way through to company CEOs across the world, Joyce has an exceptional ability to continuously keep the lines of communication open with clients and ensure that her team delivers trusted expertise and proven outcomes on each and every project. Finally, Joyce’s wealth of technical and operational knowledge and expertise in mining engineering are what elevate her above other individuals in the sector. Joyce won the BMA Business Excellence and Innovation Award for her “Dragline Wait on Dozer Project”,

which led to significant increases to Dragline operating efficiencies. She is highly regarded as a leader in her field. Joyce has also become widely recognised as an industry expert in XPAC and XACT. STEPHANIE HARDY – ENVIRONMENTAL ADVISOR, MONADELPHOUS KT PIPELINES Not only is Stephanie Hardy working with the industry to ensure there is minimal environmental impact on the environment, she is also paving the way for fauna relocation techniques in the industry and providing the WA government with new records of species only found in the Pilbara. She also works with some of the top herpetologists in Australia to identify rare and possibly new subspecies. Part of Hardy’s role centres around providing information to work crews educating them on what to do if confronted by a snake or reptile and who to contact for injured wildlife. Hardy also provides records of fauna locations to the WA government so that they may better know the location and whereabouts of wildlife species. She also worked with the pipeline industry project managers to better improve their techniques in relocating fauna by improving the tools used i.e. new designs in bags and hooks so they don’t break (commercial bags and hooks are made of aluminium which is quite weak) and using extendable painting poles (2-3m long) to be able to reach the bottom of the trench (commercial fauna/hooks and bags are too short). Her designs in this regards have been shared across other pipelines in Australia including APLNG’s gas pipeline network in QLD.

EXCELLENCE IN ENGINEERING CHRISTINE CHARLES – HEAD OF SPACE PLASMA, POWER AND PROPULSION DIVISION, THE AUSTRALIAN NATIONAL UNIVERSITY Prof, Christine Charles is a highly respected member of the Australian and international space industry. She is known for her technical excellence, her ability to translate research into innovative solutions for industry, and her dedication to mentoring students, in particular young women. Prof. Charles is the Head of the Space Plasma, Power and Propulsion (SP3) Laboratory at the Australian National University. For the past twenty years, she has been working on experimental expanding plasmas (hot ionized gases) and their applications to electric propulsion, microelectronics and optoelectronics, astrophysical plasmas, and more. Astrium, now part of Airbus Defence and Space, started its collaboration with Prof. Charles’ team back in 2006 following her successful early tests of the Helicon Double Layer Thruster (HDLT). Such collaboration eventually culminated in the successful Australian Research Space Program project that resulted in the setup of the Wombat XL Space Simulation facility in the performance qualification test of the HDLT in its Gen III version. Across the years the HDLT proved to the in many aspects a source of inspiration for the whole international electric propulsion community, e.g. it introduced the novel concept of operating with different propellants. To put this into perspective for the non-specialist reader, such concept is now part of the technology

road maps of most advanced spacefaring countries of our planet.

prompt and sound engineering decisions being made to develop solutions.

CLAIRE BIANCO – ENGINEERING SUPERVISOR, CECIL PARK PLANT, CSR LIMITED In late 2014, the CSR Cecil Park site undertook a multi-million dollar upgrade of its facility to restore a previously mothballed section of its manufacturing plant. The implementation timeframe and budget was an aggressive target and Claire Bianco, who was a recently new employee for CSR, was given the opportunity to take on the project manager role which she enthusiastically accepted. The project would require the co-ordination of multitudes of external contractors, in-house operators and site engineering teams to work together whilst not impacting the existing ongoing manufacturing processes of the plant. As Bianco was not based at the Cecil Park manufacturing plant previously, there were very few established relationships, so she would need to quickly develop these to succeed. Her engaging, open and honest approach and strength of character allowed Bianco to develop effective working relationships in a very short timeframe, building teams that were willing to go above and beyond what would normally be expected of them. Her focused contractor management ensured that external personnel were well across all site WHSE matters and were safely delivering objectives. Her strong engineering skills were constantly demonstrated, with all problems encountered resulting in

HAYLEY MCIVER – SENIOR PROCESS ENGINEER, AUSENCO Hayley McIver is a core member of the Ausenco process engineering team and provides professional and competent support to the work Ausenco does in coal. McIver manages studies, does detailed process engineering and then goes to site to provide commissioning services and operator training to ensure the facility designed can achieve its design goal, or better. For six months McIver led a team of process engineers as part of Ausenco’s operational support and intervention for Vale Coal in Mozambique – the world’s largest Coal Handling and Preparation Plant, with a design capacity of 28 MT feed tonnes per annum. McIver led the team to lift yields from 34.6 per cent to a peak of 42.4 per cent (May ‘14 to Feb ‘15). This has realised nominal revenue gains for the client in delivering both a better product split (+USD$6.9M) and a higher coking yield (+USD$43.0M). These client benefits have been significant and substantially realised through McIver’s efforts. She is exceptionally well regarded by her colleagues and other contractors on the site. Her work has led the client, Vale’s Kevin Masterton, Director of Moatize Mine in Mozambique, to state that McIver is “one of Ausenco’s two key people for the project team”.

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CARA RYAN – OFFICE MANAGER, BUILDING PERFORMANCE CENTRE, SCHNEIDER ELECTRIC For her part in in establishing the Australian remote service performance centre for Schneider Electric, Cara Ryan has been nominated for the Excellence in Engineering Award. Schneider Electric says Ryan was responsible for providing customers with remote facility management support and the deployment of one of the most advanced building analytics solutions on the market. Not only did she successfully start up this important new team and launch the analytics solution to the Australian market, she has taken it upon herself to understand the needs of Schneider’s customers and creatively solve problems. An example of this creativity was when she began to leverage Schneider’s building HVAC analytics tools to provide predictive maintenance to marque customers like Melbourne Airport. She utilised the analytic findings to re-task preventive maintenance activities by focusing on equipment that showed early signs of failure. This has become a best practice shared across Schneider globally. Director of Schneider’s global field services, Brandy Moore, says the remote performance centre is critical to the business as it is the foundation of a new portfolio of services Schneider Electric is launching globally to transform how it approaches maintenance in buildings.

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BDM OF THE YEAR CARLY BRADSHAW – BUSINESS DEVELOPMENT AND OPERATIONS MANAGER, AUSTRALIAN DUST CONTROL Carly Bradshaw is responsible for the design and functioning of the entire business and has created the systems that sustain and operate the company, providing Australian Dust Control with the framework to source and service new business. Specifically, Bradshaw has created multiple one-off and ongoing sales campaigns, which the company execute to generate fresh leads and maintain existing client relationships. In her latest campaign, Bradshaw created a dynamic list of current clients, combined with new exciting leads she has found. Once the list was compiled and crosschecked to make sure all contact details and lead sources were correct, Bradshaw scheduled a sales and marketing meeting. In this meeting she ran through the new campaign making sure colleagues understood the nature of the relationship with each potential new lead and their respective industry so that the marketing strategy was tailored for success.

CARRIE HARTFORD – SENIOR ENGINEER, JENIKE & JOHANSON In January 2012, Carrie Hartford moved her husband and three children from California USA to Perth to establish a new engineering office and lab facility for Jenike & Johanson (J&J). J&J is a specialised bulk material engineering firm with expertise in powder and bulk materials storage, handling, conveying, and processing. Hartford arrived in Perth to an empty office and warehouse. Soon the office and lab were filled with state of the art solids flow characterisation equipment. For the first time in history, Western Australia became home to one of the few world-class centres for bulk solids characterisation. EMMA COOK – BUSINESS DEVELOPMENT MANAGER, AGILITY PROJECT LOGISTICS Emma Cook has implemented a strategy of aggressive targeting of focused markets through in depth research of perspective clients business drivers, and facilitated the introduction of a solution-based sales

approach, enabling clients to focus on increasing their market share. Cook successfully grew an internal culture of total customer commitment and Australasian Business Development Manager at Agility Project Logistics, Ross O’Dwyer, said Cook’s consistent approach on always adding value and expressing the client’s success in the market has led to some great project wins. SANDRA TAYLOR – TENDER MANAGER I&R EAST, LEND LEASE Since joining Lend Lease in October 2013, Sandra Taylor has developed and implemented a robust strategy for bids and tenders that is used across the business to support new business growth. The bid/no framework is a decision matrix in the precontracts process that has the needs and drivers of clients at its core. It is designed to identify critical gaps to produce a development strategy that best fits the clients’ needs and to identify opportunities to increase our knowledge and understanding of the client before

bidding. Taylor has driven a thriving team culture that is based on open dialogue and team work. Tender submission quality and evaluation processes have increased as a result of Taylor’s leadership; and she has developed and initiated processes and systems for work winning, tender evaluation, quality and submission. NICOLETTE HINSON – GENERAL MANAGER BUSINESS DEVELOPMENT AND STRATEGY, ELGAS Nicolette Hinson has made a significant contribution to growing Elgas’ business since she became General Manager for Business Development and Strategy in 2011. Under Hinson’s leadership, Elgas has significantly grown its liquefied natural gas (LNG) stationary energy business with revenues increasing some 2500 per cent since 2011. Hinson drove the signing of two major customers and expanded the sales personnel team to grow the LNG business in Queensland and New South Wales.

SOCIAL LEADER TEAGAN DOWLER – FOUNDER, THE BLUE COLLARED WOMAN Teagan Dowler started a social media movement called The Blue Collared Woman (The BCW). The BCW is dedicated to supporting and empowering women to be confident leaders in the engineering, construction and resource industries. The ethos of The BCW is to encourage women who work in these (and other masculine industries) to view their feminine side as a strength and remain true to their values, whilst being savvy and aware of the cultures they work within. This platform exists as a website, blog, Facebook page, Instagram and Twitter account. Across all of these platforms The BCW has over 1,600 subscribers. SUE WEBSTER – EXECUTIVE OFFICER, AGRIBUSINESS GIPPSLAND Since Sue Webster assumed the position of execu-

tive officer of Agribusiness Business, the group has transacted $750,000 in local, state and federal government assistance, as well as corporate support, all used for industry-good activities. In that time the group has been directly involved in the formation of five local agri-companies that employ 10-15 people. In 2013, Agribusiness Gippsland was chosen as one of 16 of Australia’s best-practice regional groups to address the national Sustainable Economic Growth for Regional Australia forum in Coffs Harbour. Webster has also been asked to address the Royal Agricultural Society of NSW agribusiness forum in Sydney mid-year. JILL FOLLINGTON – EXECUTIVE DIRECTOR, INDUSTRY MID NORTH COAST Jill Follington is the inspiration and energy behind the first regional industry association that is led by 10 CEOs or managing directors of the largest manufacturing companies across the region.

SShe was also the founder of the first Regional Economic Board that has since inspired strong working relationships between the 6 LGAs in the region, a Regional Manufacturing industry Action Plan and also a plan for tourism, construction and transport and logistics. Follington also works on many youth committees and has helped the surf clubs in the Hastings region to better facilitate their enterprises so that they can create income generation for future sustainability. SAMANTHA KERR – SCADA, COMMS & PROTECTION IMPLEMENTATION ENGINEER, ENERGEX Samantha Kerr is a leading female engineer who has provided significant positive social benefit through her creation of the “Save Our Sanity” (SOS) interactive sessions in Queensland through Women In Engineering Qld (WIEQ), a special interest group of Engineers Australia. The SOS program aims to retain

women in engineering through fostering positive support networks and providing continuing professional development. The SOS program recently won a High Commendation Award for Most Encouraging Student or Not for Profit Group in Gender Diversity through Engineers Australia in November 2014. NICOLE BORKOWSKY – ASSOCIATE DIRECTOR, CDIF GROUP Nicole Borkowsky has been a member of the Women in Engineering Queensland (WIEQ) Committee since June 2013. WIEQ is a group within Engineers Australia, whose objective is to attract, support, celebrate and retain women in the engineering profession. It serves all women in engineering by organising and supporting a variety of activities throughout the year that promote this objective. Borkowsky began as Co-event Coordinator and now fills the role of Sponsorship Officer. Membership of the WIEQ committee is voluntary.

MENTOR OF THE YEAR CHRISTINE COTTON – REGIONAL GENERAL MANAGER, TCYO FIRE & SECURITY Christine Cotton is strong advocate for the development of Tyco’s people regardless of gender, however her real passion lies with ensuring the company’s female talent not only receive career development opportunities but also in assisting them balance the many demands of life in general. Cotton has been instrumental in the establishment and ongoing development of Tyco’s Pacific Women’s Growth Network ensuring the program remains at the forefront of Tyco’s daily activities. As a part of Cotton’s Women’s Growth Network initiative, she led the formation of what has now become known as the “bubble assignment” – an opportunity for a high potential female to step out of their normal role for a period of time (up to 90 days) and work on a dedicated project outside of their normal sphere of influence. This concept is spreading across Tyco globally and is

something the company is planning to expand on to provide more safe-haven development opportunities. ASHLEA WALLEY – VTEC MENTOR/ DSG PROGRAM COORDINATOR, WIRRPANDA FOUNDATION Ashlea Walley works as a mentor with the Wirrpanda Foundation in the Deadly Sista Girlz program and Vocational Training and Employment Centre (VTEC) which has seen her work with young Aboriginal and Torres Strait Islander women and their families. She has demonstrated her dedication to the young Aboriginal and Torres Strait Islander women by supporting them through their training to secure sustainable long-term employment and create a positive relationship with employers for future jobseekers. Walley participated in the Miss NAIDOC Perth 2014 Empowerment and Leadership Program which is a six week program to encourage and support young AUSTRALIANMINING

Aboriginal women as future leaders and role models in our community. She was crowned the winner of Miss NAIDOC 2014 and has proved to be a worthy and inspirational winner. SIMON BRADWELL – MANAGING DIRECTOR, EBM-PAPST A&NZ PTY LTD Simon Bradwell was appointed Managing Director of ebm-papst A&NZ Pty Ltd in 2005, and with him the company’s management approach changed. Now the company has 66 per cent of the engineering team female and 50 per cent of the leadership team female whereas in 2005 all these roles were performed by men. Ongoing mentoring of staff takes place in the form of small and large, but always consistent support activities, such as encouragement of females to speak up in meetings, assigning responsibility for new tasks, and always having an open ear.

JUNE 2015

VANESSA SEWELL-ROSENBERG – TALENT & ORGANISATION DEVELOPMENT MANAGER, BOC Vanessa Sewell-Rosenberg is the Talent and Organisation Development Manager at BOC South Pacific and has been a vital member of the Human Resources division for more than six years. Sewell-Rosenberg has a passion for developing best-practice programs that have measurable outcomes and in 2013 was awarded a Green Belt certification in Six Sigma for a project that proposed best-practice approaches for vocational training and methods for achieving return on investment. When Sewell-Rosenberg took over BOC’s Graduate Development Programme in 2011, a fresh approach was needed for recruiting and developing graduates. There were less females applying for graduate positions and this was reflected in the higher proportion of males recruited to the program.

You are invited to the 2nd annual

2015 Women in Industry Awards Australian Mining, PACE and Manufacturers’ Monthly are partnering to acknowledge the exceptional women who have achieved success through their invaluable leadership, innovation and commitment to their sector.

Awards Dinner: Time: Venue: Costs:

This is your opportunity to join us in recognising the women who are driving change in your industry and – in doing so – breaking down barriers and creating new possibilities for the next generation.

Thursday 25 June 2015 6.30pm for a 7.00pm start The Ivy Ballroom Single tickets – $165 Inc GST Table of 10 – $1320 Inc GST

For further information please contact Samantha.gilroy@cirrusmedia.com.au (02) 8484 0944

To secure your companies involvement at this year’s event visit

www.womeninindustry.com.au

Platinum Sponsor