Resource People - AMMA Centenary Special Edition

RESOURCE Special Edition RESOURCES AND ENERGY LEADERS LOOK TO BRIGHT FUTURE AMMA MEMBERS CELEBRATE CENTENARY OF SUCCESS THE PEOPLE BEHIND AUSTRALIA’S GREATEST INDUSTRY

Special centenary edition

TO THE VALUED MEMBERS, PEOPLE AND COMPANIES ACROSS AMMA'S 100 YEAR HISTORY - THANK YOU -

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Special Edition RESOURCES AND ENERGY LEADERS LOOK TO BRIGHT FUTURE AMMA MEMBERS CELEBRATE CENTENARY OF SUCCESS THE PEOPLE BEHIND AUSTRALIA’S GREATEST INDUSTRY

Editor Tom Reid tom.reid@amma.org.au Deputy Editor Brad Thompson brad.thompson@amma.org.au AMMA Contacts 1800 627 771 membership@amma.org.au www.amma.org.au

www.amma.org.au | SPECIAL EDITION | RESOURCEPEOPLE

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REGULARS

04 Chief Executive’s message MEMBER FEATURE

06 Ensign drills into brighter future 32 Mt Lyell to rekindle century of benefits LEADERSHIP

10 Challenge to change industry perception 12 Roy Hill adds pink for breast cancer, celebrates production milestone 14 Past presidents reflect on industry change 16 Merger navigates Solstad Farstad into strong position 18 Downer inks historic Indigenous agreement at Century WORKFORCE

20 Cohesive culture underpins INPEX values 22 Gold producer in pursuit of greatness

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25 Horseplay in the coal tribunal OHS & WELLBEING

26 Clough heeds call for better health 28 Healthy future for Queensland’s most remote miner TRAINING

38 Transferable skills for the future 39 Fortescue welcomes record number of graduates 40 WA educator prepares world-class mining talent 40 AMMA guides skills development for employers 41 Aussie student lands top prize at US science fair DIVERSITY

42 Half century of success for Arnhem Land employer 46 Leadership program develops Aboriginal autonomy 46 Business leaders inspire next-gen Australian talent

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47 Setting the Compass on flexibility 48 Gender diversity spotlight: Viva and St Barbara awarded for equality breakthroughs 50 Ground-breaking gender study shores up Sodexo's leadership INNOVATION

52 Technology mineral tracking and analysis breakthroughs 54 Australian METS sector preparing to beat the world 56 Woodside teams up with NASA to launch industry robotics program ECONOMY

60 Bristow keeps offshore resources on the move 62 Opportunities abound as Territory lifts fracking ban 63 Industry leaders guide Resources 2030 Taskforce 64 Chevron unveils collaborative approach for gas development 68 New dawn for Australia’s LNG industry RESOURCEPEOPLE | SPECIAL EDITION | www.amma.org.au

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REGULARS

From the CEO This special edition of Resource People marks 100 years of AMMA providing membership support to Australia’s nation-building resources and energy industry.

AMMA – known as the Australian Resources and Energy Group – is the national employer group for our industry, representing the enormous diversity of employers and businesses that fall within it.

This includes mining and oil and gas operators, but also engineering and construction, transport and logistics, maritime, facilities and asset management, smelting, refining and all the services and supply chain businesses, large and small, that support our industry.

So, as AMMA celebrates its centenary year, we also celebrate the role Australia’s wider resources and energy industry has played to Australia’s past and present, and its continued role into the future.

Our industry is critical to the Australian economy, critical to employment and national prosperity, and critical to the Australian way of life.

Our sector contributes half of Australia’s exports, almost 10% of GDP, four per cent of the workforce, $25 billion in annual wages and salaries and $12 billion in taxes and royalties each year.

Whether it be our contribution to infrastructure development – roads, schools and hospitals – or the development and sustainability of rural towns and entire resource-rich regions, Australia would not be the nation it is today if not for the resources and energy industry.

Therefore, this special edition magazine is about celebrating this success, and

100 1917:

years of history

24 miners representing 15 organisations meet in Melbourne to discuss formation of national employer association.

1910s

AMMA’s special and sustained role supporting this wonderful sector.

We’ve filled these pages with feature stories on some of the longest and most valued employers from our sector together with exploring workforce excellence, innovation, training and workplace diversity.

We’re privileged to have interviews with key identities of the resources and energy industry, providing their views on everything from the exciting future that lies ahead and the continuous transformative “future of work” changes that employers in our sector are world leaders in.

A WALK THROUGH AMMA’S HISTORY It was indeed transformative social and industry change facing Australia’s mining industry that led to AMMA’s formation 100 years ago.

Founded in Melbourne as the Australian Mines and Metals Association, it is

1938: 1929:

Bitter 15-month long dispute in New South Wales coal fields.

1920s

1918: February

Australian Mines and Metals Association founded, George Charles Klug of British Broken Hill Pty Ltd and Zinc Corporation Ltd appointed president.

1918: November

AMMA President Richard Owen and AMMA chief executive Steve Knott looking back at the employer group’s inaugural AGM minutes from 1918.

First Annual General Meeting of AMMA takes place.

Dalfram Dispute sees workers strike over iron ore exports to Japan; Commonwealth puts embargo on ore exports due to belief resources would run out.

1930s Great Depression sees coal production and exports plummet.

Mining and smelting commences in Mt Isa.

1946:

fascinating to read the extracts of AMMA’s first annual general meeting in 1918, to learn that repatriating Australian men returning from service in The Great War back into productive and well remunerated work, was one of the key early priorities of the group.

In addition, AMMA’s first President, a Broken Hill Mining identity named George Charles Klug, foreshadowed significant changes including mass industrialisation coming to the industry as the value of Australia’s mineral resources began to be understood.

It was also noted that the trade union movement was growing in power and social significance. An extract from those first AGM minutes is as follows: "The world must bend its energies to the reweaving of the industrial fabric, and the readjustment and improvement of the relations between employer and employed, to re-establish our industries on such a

Bureau of Mineral Resources formed after WW2, leads to surge of mineral discoveries.

1940s 1949:

23,000 coal miners strike for seven weeks, with military intervention required.

1956:

Boilermakers decision sees Commonwealth Conciliation and Arbitration Commission created.

1950s AMMA expands to Queensland and Western Australia as new mines open on back of discoveries.

Australia lifts embargo on iron ore exports, new minerals discovered and Pilbara begins to develop; militant unionism increases.

1960s 1965:

Oil and gas discovered in Bass Strait, followed by North West Shelf in 1971.

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footing as will conduce to their preservation and expansion, the promotion of a better spirit between capital and labour, and contentment amongst the workers."

Over the next few decades, big industrial changes drove demand for AMMA’s specialist support. Labour reorganisation saw landmark strikes in coal and iron ore, industrial awards were set, standard conditions and employee entitlements were introduced.

The 1956 Boilermakers’ decision led to a new national industrial relations tribunal, where AMMA would carve a niche representing members. The middle of the century also saw the mining industry develop and prosper, while AMMA grew and diversified.

During that period of growth AMMA was served in the President role by some of the greatest trailblazers in Australian resources history. For example, distinguished miner Sir Arvi Parbo, chairman of WMC Resources and Alcoa for decades, led AMMA during the 1970s.

In the 1980s, Charles Copeman would be AMMA President shortly before he courageously pursued industrial reform at Robe River in 1986, which would be a game changer for the Pilbara’s iron ore sector.

During these decades, as Australia began to create great national wealth from its emerging oil and gas sector, AMMA’s remit expanded significantly.

The workplace relations environment

1974:

Industrial action peaks at record 2.5 million working days lost.

1970s General growth experienced across mining, oil and gas sectors.

was very challenging, disputes and disunity were affecting the whole industry as AMMA, with the support of its members, lead the way for transformational workplace relations reforms through our engagement with industry and government.

Through thought-leading publications such as The Way Ahead in 1988 and Beyond Enterprise Bargaining in 1999, AMMA provided a pivotal employers representative voice in support of beneficial workplace relations reforms over the past 30 years.

The investment surge of the 2000’s would see AMMA become the organisation it is today.

Our brand was synonymous with the strategies and support that saw tens of thousands of people build the biggest wave of resources and energy projects ever in Australia’s history.

Importantly, this period also saw AMMA evolve and look beyond industrial relations to our members’ full breadth of people-related needs. We began assisting with everything from skills development and project resourcing strategies to supervisory training and HR practices.

We launched the Australian Women in Resource Alliance in 2012 and continue to manage the national program for increasing women’s participation in our sector, involving an industry-first mentoring program that has matched more than 300 mentoring pairs.

AMMA is also involved in mental health initiatives for the sector, promotion

Commercialisation of Bass Strait and NWS sees AMMA expand its influence.

1983:

Prices and Incomes Accord negotiated to restrain wages and address widespread strikes.

1980s 1984:

Australia riding another gold boom with 24 new mines opened in just 24 months.

1988:

AMMA releases The Way Ahead as blueprint for industrial relations reform.

1993:

Keating Government introduces enterprise bargaining system along with new legal right for unions to strike.

1996:

Howard’s Workplace Relations Act builds on collective agreement options introduced by Keating and adds individual statutory agreements.

LOOKING TO A BRIGHT FUTURE As we reflect 100 years since AMMA’s founding, I am immensely proud of the consistency of AMMA’s support and leadership.

We’ve never been a weathervane on workplace relations policy issues; always reflecting the considered views of our very supportive and engaged membership.

In addition, as is the case for our members, we have expanded and evolved while retaining our core expertise and identity.

The enormous community of interest within AMMA’s network is on display for all to see.

The passion, the number and the diversity of people who’ve been involved with the industry and AMMA over the past century are indeed very special nation building people.

Going forward, that legacy will serve our industry well as we enter an exciting new era, driven by cutting-edge technology.

Simply put, we’ve got a tremendous history and will have a tremendous future.

A bright future for the resources and energy industry and all those within it, providing a bright future for all Australians. RP

2005:

WorkChoices legislation introduced, spurring revival in trade union movement.

2009:

Fair Work Act recentralises workplace relations system under new tribunal, the Fair Work Commission.

1990s Consolidation of big growth in mining and oil and gas seen in prior decades.

of resources and Mining, Equipment, Technology and Services careers to school children, leadership development, Indigenous employment, and much more.

2000s

1998:

Australian Waterfront reforms bring about big productivity improvements.

1999:

AMMA releases report Beyond Enterprise Bargaining: The Case for Ongoing Reform of Workplace Relations in Australia.

Record investment and construction activity into Australian resources and energy projects.

Australia becomes a global hotbed for resources innovation and technology, including METS sector, automation and Floating LNG.

2010s 2015:

Productivity Commission reviews workplace system, AMMA contributes extensive resources and energy sector evidence for system change.

2018:

AMMA celebrates 100 years of industry support and leadership.

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MEMBER FEATURE

Ensign drills into

brighter future After 64 years in the Australian oil and gas industry, leading drilling contractor Ensign Energy has seen the sector’s growth, retraction and evolution. Using the recent downturn to invest in technology, efficiencies and collaboration, the company is poised for new opportunities.

www.amma.org.au | SPECIAL EDITION | RESOURCEPEOPLE

MEMBER FEATURE

The positive industry forecast means Ensign Energy is again ramping up its work for clients.

ENSIGN ENERGY has not just ridden out the recent industry downturn, it strategically positioned itself to take advantage of more favourable market conditions.

The company is Australia’s largest onshore drilling contractor, catering for all types of clients including junior explorers, mid-tier operators and market giants such as Santos and Origin Energy.

Ensign’s 300-strong workforce is currently operating eight mobilised drilling rigs predominantly in the Cooper and Surat Basins.

This is a big contrast to 2010, when Ensign had 21 drilling rigs working the fields, however achieving higher efficiencies through a smaller asset base is a very deliberate strategy within a drastically changed market.

The sharp drop in oil prices post2014 took its toll on the entire resources and energy industry, felt no more acutely than in drilling. Yet while the lean period challenged the sector, it was a battle Ensign was prepared to meet head on and invest for the future.

“A significant portion of our activity effectively was gone so we learned how to manage a much tighter market, a much more competitive market,” Peter Koutsoukos, County Manager, Ensign Energy Australia, said.

“During the downturn, operators were really focused on their production wells, making sure they could maintain their production to fulfil their supply commitments to the market.

“We are now seeing a willingness from operators to go out and drill some of these exploration wells that have been on the books for quite some time, but the funds weren’t

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available to be able to take them on.

“This is enabling some of the operators, ultimately our clients, to start spending money around exploration, which is something they hadn't been doing during the downturn.”

Ensign used the period to focus on ways to operate smarter and ensure the company’s readiness for an eventual upturn. Everything from technology to management processes was on the table.

“Automation and innovation plays a key part for us at Ensign and I do believe that is partly the reason for our success throughout the recent downturn,” Mr Koutsoukos, a mechanical engineer who joined the company 15 years ago, said.

“Ensign invested a significant amount of capital to design and construct efficient, highly automated rigs in North America of which we were able to then mobilise into Australia.

“All these benefits of the automation and the technology that we've been able to bring into Australia has meant that we've been able to retain the work during the downturn and it also puts us in the best position to win any work in the future as it come available.”

Mr Koutsoukos knows a thing or two about getting the right rig for the job.

He has managed rig-rebuild projects in Dubai worth $50 million and oversaw a complete refurbishment program in Libya – the first international drilling contractor to undertake such work in the country.

It is little wonder Ensign has such a focus on high-tech rigs, with worldwide interest in the older style, conventional technology rigs having waned significantly.

RESOURCEPEOPLE | SPECIAL EDITION | www.amma.org.au

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MEMBER FEATURE Ensign Energy is working with its clients to offer more attractive arrangements for employees by securing medium-tolong term work.

Ensign Energy’s approach to its people gives the company a competitive advantage.

“We can see that in the United States and Canada, and it's no different here in Australia,” Mr Koutsoukos explained.

“Whenever there's a downturn, it's the old conventional rigs that get stacked first because the operators want to move forward with the high-tech rigs.”

An area of recent interest has been the south-eastern part of South Australia, with Ensign drilling a successful well for Beach Energy and forecasts indicating the region is primed for growth.

The onshore drilling specialist is also re-entering the Northern Territory with operators looking to commit to projects previously put on hold.

“We’re also seeing a commitment to more drilling and more production wells in the areas and the fields that we've been operating for a long time,” Mr Koutsoukos continued.

“There's an appetite on the part of the operators to start increasing their targets around well-counts for the year, which ultimately means more work.”

This demand means Ensign Energy is preparing to introduce additional drilling rigs, leaning on its improved efficiency in rig movements as it looks to capitalise on the new opportunities emerging in the industry.

“It has been a real collaborative effort as operators and contractors worked together to be able to achieve this level of efficiency,” Mr Koutsoukos said.

“But in all reality, we had to. Otherwise, it would be very difficult to have survived the past three years.

“I really enjoy developing those genuine collaborative relationships with our clients, which then allows us to use that as a platform to grow.”

And while the stronger industry outlook is welcome, it comes with resourcing issues that drilling employers such as Ensign Energy are all too familiar with.

Skills shortages from 2010 to 2014 posed a challenge and the renewed uptake is again testing capacity to attract experienced drillers back into the workforce.

“What the industry in general is finding is that a lot of the people that were made redundant several years ago are not necessarily willing to come back into the industry. That's one of the big challenges we have,” Mr Koutsoukos explained.

The cyclical nature of drilling demand creates this industry-wide challenge, but Ensign Energy is working with its clients to offer more attractive arrangements for employees by securing medium-to-long term work.

Through collaboration with various operators, Ensign Energy aims to utilise one rig to fulfil the drilling commitments of numerous operators, which then extends the overall campaign and creates continuity of employment.

Another utilisation strategy is Ensign’s

www.amma.org.au | SPECIAL EDITION | RESOURCEPEOPLE

approach to drilling for all segments of the market, both small and larger operators. Mr Koutsoukos said explorers contract Ensign because “we understand the importance of a successful outcome”.

“We give them the confidence that we'll go in there and do the best job possible for them,” he said.

“We can't guarantee that the wells will be a success, but we go in and drill safely, work efficiently, and then essentially move out.”

This competitive advantage is driven by Ensign Energy’s approach to its people.

“Our people are our greatest asset and no matter what level of automation and technology we utilise, at the end of the day, we need to have the right people to be able to drive this technology,” Mr Koutsoukos said.

“We treat everybody as a leader; we listen to all our people and their suggestions. Importantly, everybody has the right to stop a job irrespective of what level they're at, and that's something that we enforce from the very top down.

“It's these types of things that then create a high level of morale and energy and enthusiasm, and allow us to achieve these great milestones, even during a downturn.” RP

MEMBER FEATURE

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Ensign Energy is preparing to introduce additional drilling rigs, to capitalise on new opportunities.

INNOVATION IN DRILLING The ADR-1500 is Ensign Energy’s flagship ‘big rig’, capable of drilling down more than five kilometres. It reduces the workforce’s exposure to heavy equipment and machinery as the driller and assistant driller work in an air-conditioned cabin, driving the rig using a console with buttons and joysticks.

“It also means that handling the drill-pipe, which is essentially bringing it up to the drill floor, picking it up, making the connection, running it in the hole, and then obviously running it out and laying it out sideways; the technology enables us to do that without any human contact or need for people to intervene in the process,” Mr Koutsoukos said.

Crane-less rigs have been designed by Ensign Energy to keep costs down and also reduce the amount of time required to move each rig. It means a crane is not required to mobilise and de-mobilise the rigs.

“We've truly revolutionised the big rig industry whereby bringing in this crane-less technology has allowed us to significantly reduce the cost of moving rigs around the countryside,” Mr Koutsoukos said.

Ensign Energy’s smaller rigs, the ADR-200, also have the same level of automation as the big rigs, but are advantaged by their ability to work on ground which hasn't necessarily been graded or levelled. They work with minimal disturbance and can move very quickly.

Ensign Energy is utilising its drilling expertise to prepare for the industry uptake.

GLOBAL LINKS FOR SHARED SUCCESS Ensign Energy is a Canadian global company that acquired Australian-owned OD&E (Oil Drilling and Exploration) in 2002.

Having been established in 1954, OD&E was instrumental in the development of Australia’s oil and gas industry, working with some of the sector's first operators and clients.

A raft of mutual benefits were realised in the merger – Ensign Energy expanded its international portfolio, while it enabled new rigs to be built for Australia, along with the introduction of higher technology and safe automated rigs, which had been a challenge for OD&E at that point in time.

“OD&E was also quite successful as an international drilling

contractor because, at the time, it had operations not only in Australia, but in New Zealand, in Indonesia; the company had been operating in Oman for quite a long time as well as Libya,” Mr Koutsoukos said.

In return, OD&E was also able to share to the world some of the systems already in place.

While there remains many shared benefits and market similarities within the now-global company, the biggest difference between Australia and the Americas is in labour accessibility.

As more mature markets, Canada and the United States have greater pools of skilled labour in regional areas, whereas this remains an area of ongoing development for Australia.

RESOURCEPEOPLE | SPECIAL EDITION | www.amma.org.au

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LEADERSHIP

Challenge to change industry

perception: AMMA President

Enhancing the public's perception about how the resources and energy industry has benefitted the Australian way of living is critical for the sector’s future, according to one of the industry’s most well respected leaders.

AN EDUCATIONAL campaign to highlight the positives and myth-bust the negatives of Australia’s resources and energy industry must be a non-negotiable priority for the sector.

That’s the message from ExxonMobil Australia Chairman and President of Resources and Energy group AMMA, Richard Owen, as he opens up to Resource People on the biggest challenges and opportunities for the industry’s next phase of growth.

“If we look at a lot of the wealth that has been created in the country, it's come out of the resources industry. It underpins a lot of the Australian way of life,” Mr Owen said.

“And even if you look at a lot of the turmoil that's happened around the world, the reason why it hasn't impacted Australia so much is because we've had a buffer from a healthy strong resources industry.”

Mr Owen said the challenge is for industry to unite and better sell the message of how it benefitted Australians. ”One of the ways in which the oil and gas sector, the resource industry in general and AMMA is evolving is they are realising they've got to get much more into public advocacy, because there is a lot of negativity around industry and business in general,” he said.

“We're all finding ourselves having to spend more time out talking to people, to educate people so they actually understand both what the business is, the industry is, but also how critical it is to our way of life.”

Mr Owen also believes the industry must get on the front foot as to ‘why’ Australia is developing its natural resources.

“As a community, we often forget that business is developing natural resources because the Australian government and the Australian people want the resources developed,” he explained.

“We're losing that connection between

The industry must better sell the message of its vast benefits.

what the government wants and how the government achieves what it wants.

“They actually want people to come in and they want businesses to thrive in the country to develop those natural resources, because it's those natural resources that underpin the wealth of the country and actually underpin the future of the country.”

While the resources and energy industry continues doing the heavy-lifting for Australia’s prosperity, the future looks a little different to the past.

As industry continues to embrace transformation into the future, Mr Owen identified ‘reinvention’ as both the biggest challenge and biggest opportunity facing the sector.

“One of the great things about working for ExxonMobil is we have a history that's more than 100 years old, similar to AMMA that's been around for 100 years,” he said.

“The only reason those organisations have been around for 100 years is they continually change, they continually evolve, deal with

www.amma.org.au | SPECIAL EDITION | RESOURCEPEOPLE

If we look at a lot of the wealth that has been created in the country, it's come out of the resources industry. It underpins a lot of the Australian way of life.

- Richard Owen new issues and re-invent themselves to make sure they are still relevant.

“The challenge going forward is to make sure that we continue to manage change and to re-invent ourselves, either as an oil and gas industry or as a resource sector or as an employer group.”

35 YEARS OF INDUSTRY PASSION Richard Owen lives and breathes the resources industry and has spent his working life entirely with ExxonMobil.

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Following three decades in the global hydrocarbons sector across engineering, operational and management roles, he was named Chairman of the ExxonMobil group of companies in Australia in 2013.

The company he leads today is very different from that when he started with ExxonMobil in 1983. The development of Bass Strait was only into its 13th year.

“The wealth out of Bass Strait actually underpinned a lot of the social changes that happened during the '70s,” Mr Owen said.

“Without that wealth we probably would never been able to afford a lot of those social programs that were introduced through the Whitlam and then Fraser governments as well.”

Mr Owen said the Bass Strait discoveries fortified wealth generation and important skills development.

“We actually trained a lot of people in the whole practice of finding, developing,

ExxonMobil develops both resources and people, Richard Owen says.

and producing oil and gas and that really spurred the industry in Australia,” he said.

“This also allowed us to send trained people from Australia overseas to participate in the oil and gas industry around the world.”

Regarding his relatively new role as AMMA President, having been appointed in 2017, Mr Owen was attracted to the employer group’s diversity of industry representation.

“I’ve really been able to see and understand the diversity of the group that's represented by AMMA,” he said.

“It may be the resource sector, but there’s so many different aspects to it, all the way along that supply chain, and everyone involved in it has the same common purpose.

“They actually do want to help the development of natural resources in Australia, but they also want to have strong,

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healthy and productive workforces.”

He reiterated that AMMA developed ‘resources’ in the broadest sense of the word – from natural resources to people resources.

“We're not only developing oil and gas, we're also developing people,” he said.

“One of the attractive things about AMMA as an organisation is that it actually cares about the development of natural resources in Australia, but also the development, attracting the right people, developing those people and making sure that we've got a strong capable workforce in Australia.

“People management is very complex and has many different aspects to it. One is to attract and retain people and the other is to have some of the best practices in how we actually manage people.

“AMMA brings both of those elements together.” RP

RESOURCEPEOPLE | SPECIAL EDITION | www.amma.org.au

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LEADERSHIP

Roy Hill adds pink for

breast cancer, celebrates production milestone Splashing a coat of pink across Roy Hill’s fleet of ore movers is raising much-needed funds and awareness for breast cancer. It comes as the miner celebrates becoming the single largest iron ore mine in Australia.

ROY HILL is continuing to embark on a colourful journey to support breast cancer by adding a touch of pink to its mining truck fleet.

In May, the iron ore employer launched its fifth fleet of pink mining trucks, adding another two to its stable of brightly-painted ore movers.

Weighing more than 200 tonnes each, the colour theme fits Roy Hill’s commitment to support breast cancer victims and breast cancer research.

It comes after the miner’s Australiafirst introduction of a pink truck fleet back in mid-2016.

“Our trucks are painted pink in support of breast cancer patients and our wonderful women at Roy Hill, several of whom have had their lives devastated by breast cancer,” said Gina Rinehart, Executive Chairman of the Hancock Prospecting Group and Roy Hill.

Mrs Rinehart said the combination of pink mining trucks, together with Roy Hill matching funds raised by staff to assist breast cancer sufferers and research, was a world-first.

She called on the rest of the sector to join in supporting the cause.

“This frightening disease needs to be eliminated, to free women especially of this fear, and I would be very happy if other companies followed our lead to help breast cancer patients and researchers,” she said.

It has now become a tradition at Roy Hill for a staff member who has been impacted by breast cancer to be included in the christening ceremony for the new trucks.

Last year, a truck was named after Luisa Condello, described by Mrs Rinehart as Roy Hill’s “friendly and very special” Remote Operations Centre

Roy Hill CEO Barry Fitzgerald, Hancock Prospecting and Roy Hill Executive Chairman Gina Rinehart, and Hancock Prospecting Executive Director Tad Watroba, celebrate the christening of more Roy Hill Pink Trucks.

receptionist, who was diagnosed with breast cancer at age 30.

“One of our staff approached me and asked me would I mind having a truck named after me, well, I nearly fell off my chair I think. I felt very surreal and very, very honoured and humbled for such a huge honour,” Ms Condello commented on having a pink truck in her name.

The truck-naming celebrations coincided with the ramping up of the Roy Hill iron ore mine, located 250 kilometres east of Port Hedland, to 55 million tonnes per annum.

SAIL OUT MARKS 55MT RAMP-UP Roy Hill has celebrated a major milestone - becoming the largest single

www.amma.org.au | SPECIAL EDITION | RESOURCEPEOPLE

iron ore mine in Australia.

A landmark ship sail out was held to celebrate Roy Hill hitting the 55 million tonne per annum achievement, with Mrs Rinehart, along with representatives from Roy Hill’s three partners, sailing out on the Berge Toubkal.

It was only the second time such a sail out has occurred from Port Hedland, with the other being Roy Hill’s first iron ore shipment in December 2015.

“This voyage marks part of the great effort across our Roy Hill company which has seen us have the quickest ramp up time in the Pilbara for an iron ore mine to get to 55 million tonnes and now 55 mtpa,” Mrs Rinehart said.

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“And with the best safety record in Pilbara for a major mining project. I would especially like to recognise and thank all the people who have contributed to this effort, including all employees of Hancock and Roy Hill through the years.”

Upon returning to port, five locomotives were then given a new identity, christened with the names of influential people within the company.

The first locomotive was named after Hancock and Roy Hill Executive Director Tad Watroba, described as “instrumental” in assisting the development of the project.

Other locomotives were named after Roy Hill’s minority owners – Marubeni, POSCO and China Steel Corporation (CSC), and “Barry” after Roy Hill CEO Barry Fitzgerald, who has been with the project since 2010.

At the ceremony, Mrs Rinehart reflected on the operations phase of the project, which has landed 80 million tonnes to be shipped through the port.

“The people at our port operations have loaded that ore onto more than 445 vessels,” she said.

“Those vessels have travelled almost three million kilometres in delivering ore to our customers. That is equivalent to more than 3.8 return trips to the moon.” RP

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Roy Hill CEO Barry Fitzgerald and Hancock Prospecting and Roy Hill Executive Chairman Gina Rinehart.

The two trucks joining the pink fleet The first new pink truck, Berge Toubkal, is named after the 210,000 DWT Newcastlemax ship, which at the time of the ceremony was visiting Port Hedland and carries Roy Hill’s iron ore to ports around the world.

Mrs Rinehart was made Godmother of the Berge Toubkal at a ceremony in China last year. “It gives

me great pleasure to continue this link to now include our mine, which provides iron ore for this massive ship to carry,” she said.

The second truck was named after breast cancer survivor, Cass Ropata, who works as a Health Safety and Environment Training Supervisor for Roy Hill.

RESOURCEPEOPLE | SPECIAL EDITION | www.amma.org.au

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LEADERSHIP

Past Presidents reflect

on industry change

Throughout its 100 years of industry leadership, the Presidency of Resources and Energy Group AMMA has read like a “who’s who” list of Australia’s best respected mining, oil and gas leaders.

Names like Sir Arvi Parbo, Charles Copeman and Terry Palmer are just a few of the industry trailblazers to have filled the role.

For this special AMMA Centenary Edition of Resource People, we spoke to AMMA’s three most recent past presidents for their views on the industry’s past, present and future.

Eve Howell

AMMA PRESIDENT 2006-2008

Eve Howell has spent four decades in the UK and Australian oil and gas industry, including with Apache Energy (now Quadrant) and Woodside Energy. She was the first female President of AMMA, leading the organisation from 2006-2008.

What has kept you in the resources and in particular the petroleum industry for as long as it has?

EH: One of the things about mining and petroleum is the people in those industries are international, there's such a range of people, such a range of talents, such a range of different professions, that it actually makes it an incredibly interesting place to work.

I started in petroleum in the UK back in the 1970s, then came to Australia with a resources job and found it to be so invigorating. In the 1980s the petroleum industry was really developing in Australia, and it was amazing to be part of that.

Since then, we've seen this incredible expansion of our gas exports. We've now got world class LNG plants exporting gas into Asia and all over the world. There’s still a lot to come with the evolution of technologies and companies going to deeper and deeper frontiers.

What are you most proud of from your time as AMMA President?

EH: It was important for me to have a petroleum person as President of AMMA. It would bring hydrocarbons and minerals together, which I felt was very worthwhile.

People understood that AMMA represented both oil and gas and minerals employers.

Also, it was in a period where women weren’t getting a lot of exposure to the industry. I’ve always believed the best way of getting women involved is for them to have role models and to see people who were doing roles like the President of AMMA or actually working in the industry.

This would encourage more young women to think "well, this is a career for me”.

How well is the industry addressing gender diversity?

EH: The industry has come a long way.

I think where we still have an issue is probably at the education level, in schools and the general societal acceptance of women going into the resources industry.

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It's still not promoted by a lot of teachers or mothers or fathers and that's really where the next step has to come.

Employers can play their role by promoting the benefits and the excitement of working in the resources industry.

AMMA is celebrating its Centenary.

What do you believe to be its core value?

EH: In terms of AMMA having a whole of industry approach, I think that is one of its big strengths and probably one of the contributing factors to it being around for 100 years.

There is so much economic value-add from that whole combination of operating companies on the services side that comes on top of the actual mining and oil and gas projects.

The relationship between the suppliers and the service providers and the project operators themselves. It's really critical to the success of the industry as a whole, so an organisation that embraces the whole range is admirable.

LEADERSHIP Graeme Hunt

amma president 2002-2004, 2015-2017

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Ian Smith

amma president 2010-2015

Graeme Hunt was head of BHP Billiton’s global iron ore division during his first stint as AMMA President (2002-2004) and later returned to the role (2015-2017) when CEO of Broadspectrum Limited. Today he is Chairman of AGL Energy.

During his five years as AMMA President (20102015) Ian Smith was CEO of Newcrest Mining and later Orica Limited. A 40-year industry veteran, he was raised in Broken Hill and has traced his family ties to mining back hundreds of years.

What attracted you to the role of AMMA President not once, but twice?

GH: It’s a very important organisation and one that’s been very effective as well. It’s carved out an important niche in working with employers to get the most out of their organisations, focusing on productivity and industrial relations.

When I first became involved with AMMA it was just the start of the upswing in market demand. There was a lot of latent capacity across most commodities and AMMA played an important part working with the various employers and making sure they had better workplace arrangements.

You’ve led a diverse range of resources and energy companies, how important is it for AMMA to have that diversity within its membership?

GH: It’s been a real strength of AMMA to be able to work across the whole resources sector. While some other industry associations tend to specialise in different parts, AMMA found the right balance over time between policy and advocacy support, but also the practical service provision.

And of course, we specialise in the people side of the industry, which is just one part, but an enormous part of the industry. It’s a place where employers can go to solve today's problems, but also to get some insights on what the challenges are for the future.

What do you see as the biggest challenge for resources and energy employers today?

GH: One of the challenges, I think, is maintaining relevance as an employer of choice with younger generations. And, at the same time, managing the trend towards more automation.

In my first stint as President, people talked about the potential for driverless trucks and trains, but no one really thought it was going to happen as quickly as it has.

That whole world of automation, data and the ability to run big operations from thousands of kilometres away, requires a whole lot of different thinking about how you structure your organisation and deal with people challenges.

On a personal note, what is it about resources that has kept you in the industry for your entire career?

GH: The resources sector is a global sector that provides a very multifaceted set of opportunities that most others don't give you.

If you're a mine manager or a refinery manager or a gas plant manager in remote and regional Australia, you're not just running the plant, you've got a role in the township. You've got a role in all the infrastructure that supports those facilities.

What does the resources industry mean to you, and to Australia as a nation?

IS: For me, personally, my whole life has been around mining.

Every Friday night I would listen to my father and my uncles discuss mining around the dinner table. I’ve learnt from my career, and the amount of mines I've been involved with around the world, that mining's very underrated in what it brings to a country.

It brings development, it brings educational opportunities and employment opportunities. It’s a fundamental industry all around the world and even more fundamental for Australia.

Does the industry sell that message, of its value to the Australian community?

IS: I think we started losing that battle back in the 1970s. The industry tends to pull into itself and go into its shell every time it comes under pressure. It needs to display to people that it's an open industry and talk about the benefits that it brings.

The industry as a whole has to be more upfront, take on more debate, but be more open, which is the most important thing.

What operational challenges and opportunities lay ahead for the resources and energy industry?

IS: One of the challenges is to open up the potential of the whole of the Australian land mass. Australia’s been dominant in mining for over 160 years but only about 20 per cent of Australia has been properly explored.

The industry, and Australia as a whole, should be putting more money into technology that will allow exploration of the 80 per cent of our land mass that’s still undercover. If Australia can crack that, then mining and resources can continue to prop up the economy for the next three or four hundred years.

The second challenge is in productivity. Mining's a very capital-intensive industry. You've got to utilise equipment and process in the best possible way, and you can only do that if you have flexibility of labour and can allow people to be flexible in the way they apply their labour.

What role do you see AMMA playing in addressing these challenges?

IS: What attracts me to AMMA is that continual effort to ensure flexibility is enshrined in the way we work.

Being involved in both services and mining companies really brings home that the whole of the industry needs to have those interfaces enacted in the most flexible way possible.

Where AMMA has more expertise than other representative groups, and where it can be more effective, is to help governments frame their policies in regard to industrial relations and workforces to bring the best outcomes for the industry and the people who work within it.

RESOURCEPEOPLE | SPECIAL EDITION | www.amma.org.au

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LEADERSHIP

MERGER NAVIGATES SOLSTAD

Farstad into strong position Merging four companies from the strong Norwegian shipping culture has allowed Solstad Farstad to harness “the best of all into the best of one”. For the company’s Australian operations, it means more capabilities through increased access to a bigger and more versatile fleet of vessels.

The merger to form Solstad Farstad has created better access to a bigger and more versatile fleet of vessels. Pictured are the Normand Reach and Far Seeker working off Darwin in 2017.

A YEAR on from a merger creating the world's largest fleet of offshore supply vessels, Solstad Farstad is eyeing opportunities from a resurgent offshore oil and gas market.

Increased optimism follows the dust settling on Norwegian ship owners Solstad Offshore, Farstad Shipping, Deep Sea Supply and Rem Maritime coming together in June 2017 to rebrand as Solstad Farstad.

With more favourable conditions on the horizon, Solstad Farstad is now strongly positioned to take advantage of future prospects.

“The current offshore oil and gas market is beginning to see signs of recovery and although 2018 will still be a testing period there are positive indications of an upward trend,” said Phil Stewart, Managing Director - Solstad Farstad Australia.

“While the opportunity in the market is encouraging with several major drilling, exploration and development programs listed in 2019 and forward, the value to the vessels’ owners and operators is still well below sustainable levels.

“This is the main driver behind the merger to present a larger, reinforced business unit to be able to survive through the current market value until the balance returns.”

Mr Stewart labelled the consolidation

Solstad Farstad is ready to capitalise on improving market conditions following the merger in 2017.

as necessary to combat the “challenging market” but one which opened up potential growth in Australia.

“Solstad Farstad remains committed to the Australian region retaining our competencies and onshore organisation through a challenging market, ensuring we are here for the long-term and can deliver high-end service to our clients now and well into the future,” he said.

By pooling the talent and assets of each company, the merger resulted in a combined fleet of 140 vessels and a global workforce of 3000 people.

“The most significant synergy was in the consolidation of the four companies into one large company, under a combined but streamlined management system developed from the best practices of each,” Mr Stewart said.

“The four merged companies have all been borne out of very strong Norwegian shipping culture that has allowed Solstad Farstad to harness the best of all into the best for one.”

Like all mergers, there was a level of both optimism and uncertainty, necessitating significant changes for the global business.

“We have reorganised and realigned Solstad Farstad into a strong matrix organisation that can deliver the solid corporate support to all of the strategic

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The four merged companies have all been borne out of very strong Norwegian shipping culture that has allowed Solstad Farstad to harness the best of all into the best for one.

- Phil Stewart operating regions of which Australia is a key locale,” Mr Stewart said.

“There is close contact between head office on a daily/weekly basis which allows for a concerted global business to be delivered under a strategic region footprint.”

Solstad Farstad’s Australian operations maintain an active fleet of 13 vessels with a national workforce of 330 people, both onshore and offshore.

An increased level of resources and support from the company’s headquarters in its Norwegian base of Skudeneshavn has also allowed new tonnage to be introduced to the fleet.

“Solstad has a solid history in the offshore oil and gas sector so combining the expertise and tonnage from all

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broad range of platform supply vessels, our fleet caters to a wide variety of operational needs,” Mr Knight said.

“The high end specification Solstad Construction and Maintenance Vessel fleet, is seamlessly complimented by the Farstad high capacity Anchor Handling Tug Supply fleet and the Deep Sea Supply large Platform Supply Vessel fleet. In addition the new fleet line supporting the aquaculture business sector has been introduced.

“Solstad Farstad has a unique market position with its ability to offer full life of field support services; from exploration, installation, commissioning to operation and production and finally to decommissioning.

“We now have the fleet and expertise to support our client from beginning to end.”

Energy efficiency has also been a focus of the company with its cutting-edge Solstad Green Operations campaign reducing emissions of polluting gasses.

“We are actively engaged in developing energy efficiency across the fleet including battery pack, LNG and duel fuel vessels,” Mr Knight said.

“Solstad Farstad has embraced the Solstad Green Operations initiative which was kicked off in 2009 and is now seeing daily fuel burn savings of up to 50MT per day across the legacy Solstad Offshore fleet.”

CHALLENGES OF A MERGER A wave of unknowns are associated with any merger, and Natasha Lindfield, Crew Manager, Solstad Farstad, explained the company successfully supported its people through the

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four companies has rendered Solstad Farstad in all strategic regions, including Australia, much more robust and capable than it previously existed as separate entities,” Mr Stewart said.

The merger has also increased the number of available and relevant vessels across all aspects of the global company business, said Jeff Knight, Operations Director, Solstad Farstad.

“In Australia it has provided a much more effective management capacity through the joining of the Farstad Shipping and the Solstad Offshore teams in Perth,” he said.

“The new company has consolidated its fleet presence to ensure that its Australian permanent offshore seafarers are fully engaged and with a much more certain future than previously seen during the belly of the market downturn.

“The savings through synergy of the two incumbent partners (Farstad and Solstad) in Australia combined with the interaction with the Singapore (International) team has provided a more extensive and manageable strategic business outcome through effective operations and efficient commercial presence.”

NEW FLEET READY FOR MARKET UPTAKE Solstad Farstad’s range of capabilities has been vastly beefed up thanks to the combined fleet of the merged entities.

“From high specification construction and inspection, maintenance and repair vessels, to the highly flexible anchor handlers and a

So

Keith Soutar – Commercial Director Solstad Farstad Australia; Lars Peder Solstad CEO Solstad Farstad ASA; Jeff Knight – Operations Director Solstad Farstad Australia; and, Phil Stewart Managing Director – Solstad Farstad Australia, at the opening of the Australian Office in Perth last year.

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transition by focusing on transparency.

“Supporting our employees through the uncertainty of change was our priority and the biggest challenge,” she said.

“This has been mainly achieved through open and frank dialogue followed up by transparency and sensible communication.”

With the task of melding different sets of individual workplace principles, the company zeroed in on being consistent and preparing employees for implemented system changes.

“In general terms though, the main focus was to alleviate any uncertainty within the organisation of changes through merger and we kept our clients, affiliates, suppliers and contractors well informed of any real and potential impact from the merger specifically in terms of what may affect them,” Ms Lindfield said.

Australian experience has played a significant role in the merger, with the country’s 300 permanent seafarers averaging seniority of 8 years.

“Having a large crew pool whom are highly trained, allows us the capability and flexibility to significantly increase our number of vessels operating in Australia ensuring they are manned with competent and highly experienced crew.

Our seafarers are highly-experienced in a broad range of operations allowing us to confidently deliver to our clients including providing solutions and innovative ways in which to execute difficult operations and problem solve,” Ms Lindfield said. RP

RESOURCEPEOPLE | SPECIAL EDITION | www.amma.org.au

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LEADERSHIP

Downer inks historic

Indigenous agreement at Century A mining services agreement in Queensland has been hailed as an ‘industry-first’ for its cultural recognition and empowerment of traditional owners.

DOWNER HAS ANNOUNCED its joint venture with Indigenous partner Waanyi has been awarded a historic life of mine contract to provide mining services at New Century Resources’ Century open pit, one of the world’s biggest zinc mines.

Downer said the Mining Services Agreement with the Waanyi Downer Joint Venture (WDJV) forms part of a “unique compensation arrangement” between New Century Resources and the Waanyi People.

The agreement has been lauded as a sustainable pathway to appropriately recognise the value of Indigenous cultural heritage, while also empowering traditional owner communities with mining developments on their land.

Waanyi Chairman Alec Doomadgee praised Downer for its engagement and consultation during negotiations.

“This Australian-first agreement genuinely recognises the significant value of Indigenous peoples,” he said.

“This could only happen with our trusted JV partner in Downer, where we have a genuine relationship built on enduring mutual respect.

“Our ability to engage in real economic development through the Waanyi Downer JV will contribute significantly to a model of selfdetermination for the Waanyi People.”

The agreement includes potential for further development at two blocks next to the main Century open pit, which hinges on an expansion feasibility study due by the end of September 2018.

Work to be carried out as part of the agreement includes waste and ore removal and haulage; equipment supply and maintenance; drilling services; and

Downer signs joint venture partnership with Waanyi Enterprises, representing local traditional owners, for work at Century Mine in Queensland.

Downer and Waanyi have already developed excellent working relationships with New Century Resources and we look forward to working closely with them to achieve their long-term endeavours for economic rehabilitation of the Century Mine.

- Grant Fenn technical and mine management.

Downer CEO Grant Fenn said the agreement demonstrated the company’s extensive experience and mining services expertise.

“Downer and Waanyi have already developed excellent working relationships with New Century Resources and we look forward to working closely with them to achieve their long-term endeavours for economic rehabilitation of the Century Mine,” he said.

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WDJV Chair Warren Mundine, former head of the Prime Minister’s Indigenous Advisory Council, said the Waanyi people are central to the agreement.

“The focus has always been, and must remain that the operation is on Waanyi country and must benefit the Waanyi People,” he said.

“This is why this arrangement has been so successful to date, and will continue to be, because of this focus.

“I’d like to think this partnership

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New Century Resources and built on the land of the Waanyi People.

FLEXIBLE WORK ATTRACTING NEW DOWNER EMPLOYEES In another Downer initiative, hiring managers have been asked to challenge the status quo by welcoming back new employees with flexible arrangements.

Downer’s Mining business has implemented the Welcome Back Program to help capture experienced and oftenuntapped talent from the market.

Flexible work arrangements are considered for potential employees who may be returning to work following parental leave or childcare responsibilities, carers of an elderly or ill family member; or those following a mental health issue

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is unique and a case study for other operations around the country.”

New Century Resources Managing Director Patrick Walta said the company looked forward to continuing to collaboration and cooperate with the Waanyi People and working with the Waanyi Downer JV. The historic mining services contract is in addition to a training contract awarded earlier this year to the Waanyi Regen Joint Venture (WRJV), a 50:50 joint venture between Waanyi Enterprises, who represent local Traditional Owners, and Downer company ReGen. The Century Mine is a large, open cut zinc, lead and silver mine located in North West Queensland. It is owned by

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or personal injury.

Downer believes Do the program wner will attract top talent, further diversify the workforce and increase retention.

The program will offer a flexible approach to employees through considering varied working hours, school hours, part time roles, adjusted rosters, condensed hours (working more hours one day then another to make up total hours), varied working locations, regional offices or remote locations, working from home, job sharing, splitting shifts or splitting days. RP

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I’d like to think this partnership is unique and a case study for other operations around the country.

- Warren Mundine

The Waanyi Downer Joint Venture has been awarded an ‘Australian first’ contract by New Century Resources.

RESOURCEPEOPLE | SPECIAL EDITION | www.amma.org.au

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WORKFORCE

Cohesive culture

underpins INPEX values AN INPEX initiative aiming to better integrate contractors and employees at its Ichthys LNG Project site has delivered the energy provider strong benefits in collaboration and alignment to company values.

INPEX delivers its cultural alignment workshops, bringing together one big operational team.

AHEAD OF THE start-up phase for the Ichthys LNG Project, the company embarked on a contractor alignment journey to bring together one big operations team.

Delivered in a series of cultural alignment workshops involving 300 personnel from the Onshore Operations team, TRACE JV (INPEX’s Onshore Operations Maintenance Services contractor) and other vendors, the initiative resulted in positive working relationships ahead of the challenging next phase of the project.

General Manager Onshore Operations Glen Bajars said the timing of the workshops was important with about half of the Onshore Operations field personnel teams being made up of contractors.

“We wanted to make sure the combined Onshore Operations team was going into the impending challenging

We wanted to make sure the combined Onshore Operations team was going into the impending challenging start-up phase, fully aligned with the INPEX values in relation to working together as a big extended operations team.

- Glen Bajars start-up phase, fully aligned with the INPEX values in relation to working together as a big extended operations team,” Mr Bajars said.

“Overall, it has been a very productive exercise.”

Initially rolled out at the general manager and CEO level, the success and positive feedback flowing from the sessions demanded more workshops for all levels of the business.

It was then delivered to site supervision

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and team leaders, before word continued to spread about the benefits of the sessions, resulting in the roll-out to all levels of the workforce.

The workshops had a consistent theme, focusing on the INPEX Values – safety, integrity, diversity, ingenuity and collaboration, while establishing the collective goal of producing LNG and establishing positive working relationships.

A number of positive case studies on the program have validated the time

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INPEX Senior Leadership and Culture Advisor Tracey Hancock facilitated the workshops and said the concept was embraced right away by employees.

The INPEX-operated Ichthys LNG Project is nearing its operational start-up phase.

and effort invested by the company to strive for better cohesiveness between contractors and employees.

At the final workshop, TRACE JV Maintenance Services Director Christopher Brophy addressed team members from INPEX, TRACE and other vendors, commending INPEX for its commitment to collaboration and ingenuity.

He also noted it was the first time he had seen this type of initiative rolled-out through all levels of both the company and contractor businesses, and cascaded through technician level right up to directors.

The workshops were facilitated by INPEX Senior Leadership and Culture Advisor Tracey Hancock working with the Onshore Operations management team and TRACE. Hancock said the concept was embraced from the outset and was pleased that all levels of the business

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were given the opportunity to participate.

“Initially, we intended to focus on senior leaders however, the response was so positive that we felt it would be beneficial to deliver the workshops to all personnel,” she said.

“We received post workshop feedback indicating that the good will generated in the workshops had far reaching effects, resulting in better communication and collaboration across teams.” The sessions were interactive and set KPIs to ensure the tracking of the agreed upon goals.

Such was the success of the initiative with the onshore team, similar workshops will be held with INPEX’s major Offshore and Engineering operations contractors.

The Ichthys LNG Project is expected to produce 8.9 million tonnes of LNG and 1.6 million tonnes of LPG per annum during its estimated 40 year lifespan. RP

Women excel at Ichthys LNG INPEX’s success in attracting a diverse array of women to its ranks is a strong indicator at how times are rapidly changing in the traditionally male-dominated LNG and construction industries.

More than 1100 Territory women are progressing their careers on the Ichthys LNG Project across an array of roles including production operations, marine logistics, health, safety and environment and laboratory analyst.

Almost 300 of these women are working in trade-based roles.

“It’s fantastic to see so many local women working on the largest project in the history of the Northern Territory, especially in a variety of roles that have predominantly been held by men,” said Rebecca Cass, INPEX External Affairs Manager, NT. The Ichthys LNG Project has a number of strategies and programs driving this success.

For instance, its long-standing partnership with Palmerston Girls Academy delivers initiatives aimed to boost school attendance rates and raise levels of attainment for Aboriginal and Torres Strait Islander girls in Years 7 through 12.

Earlier in the year, to celebrate International Women’s Day, INPEX also conducted a professional development seminar and networking event for employees to hear from inspirational women in leadership roles on the project. RP

RESOURCEPEOPLE | SPECIAL EDITION | www.amma.org.au

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WORKFORCE

Gold producer in pursuit of greatness

Tapping into renewed industry confidence, Australian gold producer Newcrest Mining is doubling down on its commitment to people and culture as it powers through its second phase of transformation.

NEWCREST MINING has zeroed in on its next phase of growth but, like many mining companies, has no illusions about the challenges lying ahead.

Australia’s leading gold producer is expanding its search for talent as it prepares to overcome the looming roadblock of skills shortages in the resources and energy industry.

The path of sourcing the right skills for the job is well-trodden for many companies and Melanie Allibon – Newcrest’s Executive General Manager People – explained the company is ready to think outside the square to overcome the challenge.

“A major challenge that we face, along with other mining organisations, and indeed across multiple sectors is the ‘War for Talent’,” Ms Allibon said.

“We need to fish outside the mining pond, and ensure the culture we are building is both a diverse and inclusive

Success firstly has come from our commitment to genuine improvements in safety and embedding a culture of no-nonsense and accountability.

- Melanie Allibon

one, where people are developed and supported and thus want to stay.”

Pockets of skills shortages are starting to emerge as the broader mining industry outlook lifts, and the gold sector has been one of the first impacted by the talent squeeze.

“There is a definite shortage of talent in

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the key areas such as operations, mining engineers and metallurgists. Ensuring our culture continues to be strong is critical to address this,” Ms Allibon said.

“We need our people to talk about us and build on the strong reputation that we have.

“In addition we are working to ensure our

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Newcrest Executive General Manager People Melanie Allibon

reward and recognition programs drive the performance required.”

Not only is the focus on people and culture critical for skills outcomes, it’s also crucial to the success of Newcrest as it continues on its transformational journey.

“We are on a journey at Newcrest; we’ve built a solid foundation that will enable us to transition from good to great,” Ms Allibon said.

“The outlook for the company looks good and we have really clear goals we’re working towards now we’re in our second phase of transformation.

“We have highly capable and engaged people at Newcrest who are already delivering superior returns back to the company and for the communities in which we operate. I see this continuing.”

The first stage of the transformation started in 2014 and encompassed safety and operational discipline, cash

generation, profitable growth and a culture of accountability and personal ownership.

The second phase now underway, according to Ms Allibon, aspires to have “world class capabilities” across six key areas: safety leadership; process control and analytics; management operating system; asset management; safe mine design; and exploration and resource capture.

An important part of Newcrest’s future lies internationally, including new development plans for the Wafi-Golpu project in Papua New Guinea.

The updated Wafi-Golpu Feasibility study was released this year, outlining a world-class, multi-decade project with development likely to take until 2022.

“We have a clear pathway forward for the project with our joint venture partner and we are committed to working with

the government and people of PNG to develop this truly world-class asset,” Ms Allibon explained.

“Once developed the mine will employ almost 1000 people.”

EXISTING MINES STRONG, LOCAL AND ABROAD PNG is historically a place of success for Newcrest Mining, with its Lihir mine continuing to perform strongly.

Ms Allibon points to safety and embracing local skills as key to Lihir’s success.

“Success firstly has come from our commitment to genuine improvements in safety and embedding a culture of nononsense and accountability – an owner’s mindset,” she said.

“At Lihir our people have been demonstrating this every day and this has helped Lihir continue on its journey to reach its full potential.

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Through this we’ve developed a highly skilled and stable local workforce, which has been beneficial to both Newcrest and the local community.

- Melanie Allibon

“Secondly, we use a localised strategy in recruitment and training to build the capacity and skills of our Newcrest Lihirian and PNG workforce.

“Through this we’ve developed a highly skilled and stable local workforce, which has been beneficial to both Newcrest and the local community.”

Ninety per cent of the 5000-strong workforce are PNG nationals and Lihir also generates important indirect benefits to the country’s economic, health and safety capacities.

One of the key programs delivered such benefits is Newcrest’s Healthy Living initiative which was launched in October 2016.

“The program is aimed at helping Lihir’s workforce take charge of their personal health by focusing on addressing lifestyle diseases that impact on PNG and expatriate communities,” Ms Allibon said.

“Things like diabetes, high cholesterol levels, cardiac arrest and HIV/AIDS. “We’ve had more than 3,400 employees sign up to receive a personal health

consultation and the results in terms of reducing high risk cholesterol, hypertension and other risks has been immense.”

Newcrest Mining’s international footprint also reaches Indonesia, with the Gosowong site’s two underground mines both nearing end of mine life.

Production was up in the March quarter from December and negotiations with the Government of Indonesia regarding the contract of work for the Gosowong mine continue.

“This is a slow process but is nearing conclusion,” Ms Allibon said.

“We face challenges and opportunities across all of our sites but we work with the governments and local communities, and this is no different in Indonesia.”

Closer to home, Ms Allibon said there were plenty of positives at the company’s Australian Cadia and Telfer mines.

She commended the people at Cadia for working “incredibly hard” to safely restore the operation to normal production following the tailings dam breach in March this year, labelling

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it “a real example of the power of collaboration”.

The company commenced depositing tailings into the Cadia Hill open pit in May, and Ms Allibon expects the New South Wales mine to return to full production in 2018.

In Western Australia, Ms Allibon described the Telfer gold mine as a success story for developing the skills of local people.

Last year it announced funding for the next cutback of the open pit, extending its life to around 2023.

“There is still a lot of gold to be mined at Telfer and we are investing to continually develop the site, and just last year announced a $93 million investment into the next cutback,” she said.

“The team there have also been working hard with the local community and we have built a very strong relationship over many years with the Martu people, the traditional owners of the land surrounding the mine.

“We have trained 500 Martu men and women in the past 15 years.” RP

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Horseplay in the

coal tribunal

“Pit ponies” used in underground tunnels hold a special place in the hearts and history of Australian mining, and were also central to one of the industry’s quirkiest workplace disputes.

IN AN ILLUSTRIOUS career spanning 27 years with the national workplace relations tribunal, former Commissioner Norman Mansini AM presided over his fair share of unusual cases.

However nothing quite matched the stoush between Mount Isa Mines and the Queensland Colliery Employees Union (later the CFMEU), over the retirement of the last “pit ponies” to haul carts from the tunnels of the Collinsville Coal Mine.

Such was the workers’ affection for the ponies – actually full-sized Clydesdales – the 35 animals remaining at Collinsville in the mid-1980s were signed up as full members of the union in a bid to preserve their employment status.

When Mt Isa Mines announced its intention to retire the pit ponies in 1985, the workforce declared the move unfair and took the matter to the Coal Industry Tribunal, with the case coming before Commissioner Mansini.

“The horses were magnificent animals, and a mainstay in Australia’s coal mining industry prior to mechanical methods,” said Mr Mansini, now 94 years old.

“They were full-time members of the union, which brought an unfair dismissal case against the employer when the horses were told they could no longer operate down the mine.”

Mr Mansini recalled the special bond between the miners and the horses, which some of the men used to ride up to the surface at the end of their shifts.

The dispute over their retirement was not only novel, but complex. After four years of challenges and appeals, the matter was finally put to bed with the remaining “ponies” sent to a quiet retirement at a nearby station.

As a memento of the quirky case, Mr Mansini was presented with a framed photograph of the ponies by the union and a large oil painting by renowned local artist Frances Rowland-Wregg, commissioned

by Collinsville Coal Company.

Oil painting by Francis RowlandWregg, presented to Commissioner Mansini

by Collinsville Coal to commemorate the case.

Former Collinsville Coal workers with bronze “pit pony” statue.

Historical image of pit pony at work, circa 1920s.

The horses were magnificent animals, and a mainstay in Australia’s coal mining industry prior to mechanical methods.

- Norman Mansini AM “I’ve still got both of those, proudly, to this day. They’re both very good,” he said.

The legacy of the pit ponies also lives on in the Collinsville community, with the animals forming a major part of the fond nostalgia around the coal industry’s history and contribution to the region.

In 2015, marking 25 years since the Clydesdales were retired, the town unveiled a bronze sculpture of the animal in front of 400 onlookers in Collinsville’s Sonoma Park.

Speaking to the Industry Queensland at the statue’s unveiling, former CFMEU Collinsville lodge president Mike Brunker,

whose father Ray used to work with the horses in the mine, recalled the mateship the workers had with the animals. “(When) the boys went on strike, it was simply just them trying to hold on to the horses for as long as possible,” he said.

“We all knew they had to go eventually, it was just so sad when they did because they were like a symbol of mining in Collinsville and how it was done.”

Mr Mansini’s oil painting and photograph are on display at AMMA's Melbourne office, where granddaughter Amanda Mansini is Director Workplace Relations. RP

RESOURCEPEOPLE | SPECIAL EDITION | www.amma.org.au

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OHS & WELLBEING

Clough heeds call

for better health

Improving health outcomes for kids in Western Australia’s mining regions is the focus of a new partnership between Clough and Australia’s leading children’s charity.

THE CLOUGH FOUNDATION, which administers the engineering and construction company’s philanthropic activities, has joined forces with the Starlight Children’s Foundation to deliver better health for kids in the Pilbara and Goldfields regions.

Clough CEO and Foundation Director Peter Bennett, said the newfound partnership would develop positive health experiences in remote communities.

“I’ve always been inspired by the work that Starlight Children’s Foundation does, and see them as innovators in their sphere,” he said.

“As such I’m very pleased to announce this partnership, and look forward to supporting them in their endeavours to improve health clinic attendance and help enhance the community’s relationship with the healthcare system throughout Aboriginal communities in Western Australia.”

Megan Strickland, Starlight Children’s Foundation Hospital Programs Manager, said Clough’s support would help increase the charity’s reach.

“Starlight Children’s Foundation partners with Earbus Foundation to support children and families as Earbus provides Ear Health Clinics Services in communities across the Pilbara and Goldfields,” she said.

“Clough’s support assists us to create positive healthcare experiences for the children and improve health outcomes in their communities.”

The collaboration is committed to reducing the incidence of chronic middle ear disease throughout Indigenous and other vulnerable rural communities in Western Australia.

Some studies suggest that up to 90 per cent of Aboriginal and Torres Strait Islander children in remote communities have some

Engineering, Procurement and Construction employer Clough has partnered with Starlight Children’s Foundation for health outcomes.

form of middle ear disease.

The condition can result in hearing impairment in the long-term and also impact on a child’s speech, language and learning, and contribute to behavioural problems affecting social, emotional and educational development.

The partnership will help Starlight deliver its programs on the principles of “positive psychology” where fun plays an important role in improving overall wellbeing. By providing positive distractions from fear and pain, Starlight helps sick kids create positive emotions, build resilience and develop self-esteem.

Clough hopes partnerships such as the one it has established with the Starlight Foundation will lower the prevalence of the disease, resulting in happier, healthier communities overall.

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The collaboration is part of the Clough Foundation’s ongoing support of organisations, communities or causes that provide sustainable benefits to society.

NEW CONTRACTS FOR CLOUGH On the business front, Clough has secured two new engineering, procurement and construction contracts for resources developments by BHP Billiton and Alcoa of Australia.

The BHP contract relates to early works progressing the non-process infrastructure for the BHP South Flank Iron Ore Project, commencing mid-year.

Mr Bennett said Clough had been delivering EPC solutions in other sectors in recent years and the BHP contract is a “natural progression” for its capability to extend into mining.

“These early works provide a strong

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Clough at a glance • Clough works with some of the world’s largest companies to engineer, construct, commission and maintain a range of facilities for oil and gas, metals and minerals, and infrastructure projects.

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• Established in 1919, the company’s services are underpinned by a commitment to project delivery excellence spanning almost 100 years.

• Today the company has a workforce of nearly 2,500 people from operating centres across Australia, Asia, Africa, Papua New Guinea, UK, USA and Canada.

Clough has built a reputation for project delivery excellence through working with some of the world’s largest companies.

Clough’s workforce comprises of nearly 2,500 people in Australia, Asia, Africa, Papua New Guinea, UK, USA and Canada.

Clough’s support assists us to create positive healthcare experiences for the children and improve health outcomes in their communities.

- Megan Strickland

platform to continue building the relationship between our companies,” Mr Bennett said.

The engineering and construction of this facility will be self-performed by Clough’s WA based team, with the scope including civil, structural, mechanical, piping, electrical and instrumentation.

The Alcoa EPC contract is to develop an impurity processing facility at its Wagerup alumina refinery.

Mr Bennett said Clough last worked at the facility in 1990 and welcomes the opportunity to return. RP

Clough Foundation supports local communities • Founded in 2014, the Foundation provides support to organisations, communities or causes that provide sustainable benefits to society.

• Under a six pillar strategy, the Foundation’s investment decisions focus on sustained benefits in communities where Clough operates in the areas of:

• Children & Youth • The Arts • Indigenous • Empowering Women • Education • Healthy Communities

RESOURCEPEOPLE | SPECIAL EDITION | www.amma.org.au

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OHS & WELLBEING

Healthy future for Queensland’s most remote miner

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Cape Flattery is one of the largest silicia mines in the world.

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After more than half a century in operation, Cape Flattery Silica Mines has furthered its reputation for community leadership in Far North Queensland by amplifying its commitment to health and wellbeing.

SPECIALISED HEALTH and wellbeing programs for each of its employees is no small undertaking for Cape Flattery Silica Mines, but an investment proving to be a “win-win” for the employer and its people.

It’s just another example why the region’s leading employer is held in high regard in the community and boasts exceptional retention rates.

Founded in 1967, Cape Flattery Silica Mines’ has seen more than half of its circa 90-strong workforce stay with the company for more than a decade.

“In that period of over 50 years, we've employed entire generations of the same family, from grandfather to father, and now even the grandsons are working at Cape Flattery,” Cape Flattery Silica Mines Chief Financial Officer Sumant Narula said.

“Our longest serving employee has been with us for 32 years, and one-third of our workforce is Indigenous, from the local community of Hope Vale.”

Such generational success hasn’t seen Cape Flattery Silica Mines rest on its laurels. Last year the company upped the ante on employee care with a comprehensive health and wellbeing drive.

The program saw all employees undergo full medicals before being allocated a dietician, physio and other health professionals.

“We looked at their diet and exercise, and overall looked at ways to improve their work-life experiences in relation to fitness,” Mr Narula explained.

“Each employee sat with a dietician and went through, basically, what they eat, how often and the quantity. From there they were given a program to better their diet and eating habits.”

RESOURCEPEOPLE | SPECIAL EDITION | www.amma.org.au

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OHS & WELLBEING

Sumant Narula

Healthy food options are provided at the silica mine site by Cape Flattery’s inhouse chefs.

“We also reduced plate sizes and all the other little things such as having little flyers on the table documenting what was good food and what was bad food,” Mr Narula continued.

“It’s about providing the type of information to help our employees make the right choices for their health.

“The employees will benefit from our health and wellbeing program and also the company will benefit – happy and healthy staff are productive workers and it also sends a message to others in the community about looking after your health.”

The program is ongoing with the next round of medicals due at the end of the year, hoping to build on a number of employees already recording improved health numbers.

The employees will benefit from our health and wellbeing program and also the company will benefit – happy and healthy staff are productive workers and it also sends a message to others in the community about looking after your health.

- Sumant Narula

SUSTAINABILITY KEY TO FUTURE Located 220km north of Cairns abutting the Great Barrier Reef, Cape Flattery Silica Mines covers a lease of around 63km² and is home to an estimated resource of over 200 million tonnes of silica sand.

Owned by Japan’s Mitsubishi

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Corporation, it produces the highest levels of silica sand for any mine in the world, and is a major supplier to Asian manufacturers of flat screen TVs, phones and glass products.

One of the most remote mine sites in Australia, it’s also an integral

Cape Flattery Silica Mines has an extensive rehabilitaiton program.

longstanding part of the local community.

“As a major employer in the Cape region, it's an attractive company to work for,” Mr Narula said.

“It has a good roster, good pay, and the employees are able to live and stay in the community.”

Cape Flattery’s success with longterm Indigenous employment is aided

by Human Resources Manager Joanne Bambie being a member of the local community.

“If the local, Indigenous guys have any issues they find it a lot easier to speak to Joanne than a non-Indigenous person,” Mr Narula explained.

“She can relate. She's lived in the community and is part of the extended family to a lot of our employees.

“It’s a big benefit for Cape Flattery to have someone like Joanne in that liaison position. Not only is she great at her

OHS & WELLBEING

job, she understands the culture and knows the people.

Rehabilitation of the site has also been a major focus for the mine and is an integral part of its environmental commitments.

“The mine has been operating for 50 years and it likely could be, at least another 50 to 100 years left that we still have available,” Mr Narula said.

“So it's an ongoing rehabilitation program – it’s not a matter of just planting any type of native bushes, we actually take seeds before we mine and then we propagate them in our nursery.

“Once the area is mined, we replace the topsoil back into the mined area and then go in and actually get some of the native plants that we propagated and re-plant them in that area.

“We pretty much rehabilitate like for like.”

Environmental sustainability will play a significant role in the future of Cape

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Flattery Silica Mines. Adding to its existing water recycling system, the company is now investigating wind generation as a cleaner power option to its dieselpowered generators.

While early in the feasibility studies, Mr Narula is excited by the potential that renewables may offer for the next phase of the mine’s life cycle.

“Cape Flattery is a very windy area it's either windy or very windy here,” Mr Narula joked.

“From our experience, it pretty much blows 24 hours a day so we are looking at the pros and cons of wind power to supplement our current diesel usage and cut down on our hydrocarbon usage.

“We’ve just finished celebrating 50 years of success here, but with these types of new initiatives on the horizon it’s safe to say the future is very exciting for Cape Flattery.” RP

RESOURCEPEOPLE | SPECIAL EDITION | www.amma.org.au

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MEMBER FEATURE

A view of the town of Queenstown, with the smelter stack in the back drop.

Queenstown was built to support the operations at Mt Lyell.

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MT Lyell to rekindle century of benefits Another chapter is set to be added to one of the most iconic stories in Tasmania’s rich mining history. Mt Lyell, a founding site of Australian Resources and Energy Group AMMA and one of the oldest mining fields in Australia, is hoping to restart operations 135 years after explorers first discovered the region’s riches.

RESOURCEPEOPLE | SPECIAL EDITION | www.amma.org.au

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MEMBER FEATURE

The smelter in full swing at the turn of the 20th century.

FOR SHEER LONGEVITY, Mt Lyell has stood the test of time as arguably the longest continually worked metalliferous mine in Australia.

Since the 1890s, more than 130 million tonnes of ore has been mined from numerous orebodies in the world-class mining field.

It has produced more than 1.7 million tonnes of copper metal together with 70 tonnes of gold and 1,300 tonnes of silver as by-products.

But more important has been the mine’s contribution to the communities and economies of the west coast of Tasmania.

Mt Lyell has been the lifeblood of the mining-reliant region, facilitating the building of surrounding towns to support and service its operations.

Despite its value to the region, the mine’s long history has also endured some unwelcome events.

In 1912 Mt Lyell shocked the nation when it became the site of the worst

disaster in the history of Australian metalliferous mining after a fire broke out underground and claimed the lives of 42 employees.

A Royal Commission was inconclusive on the cause but theories include either an electrical fault or deliberate action behind the disaster. A memorial at the Queenstown cemetery remains a poignant reminder of the tragedy.

More recently, the tragic deaths of three employees in two separate incidents across 2013 and 2014 was a major contributor to the mine ceasing production in mid-2014 at a time when copper prices were plummeting.

This year, 2018 marks the 135th anniversary of the discovery of gold at the Iron Blow mine near Queenstown, which began Mt Lyell’s amazing mining heritage.

Having been under care and maintenance since 2014, the plan for Copper Mines of Tasmania (CMT), which

www.amma.org.au | SPECIAL EDITION | RESOURCEPEOPLE

took ownership of the mine in 1995, was always to restart production once a safer mine plan was implemented and further resource definition work was completed.

Mt Lyell still has large mineral resources and great exploration potential.

Stronger copper prices, sustained support and faith in its future from its parent company Vedanta and some help from the Tasmanian State Government is paving the way for a restart of production expected later this year.

Restarting the mine will see its direct workforce rise from the 80 full-time equivalent positions currently to around 300 positions. An additional 750 indirect jobs is expected to flow-on for the region.

More than $100 million was spent during care and maintenance and in excess of $100m is also needed once a restart decision is made, prompting CMT General Manager Peter Walker to declare this icon of Tasmania’s mining sector ready to start its new chapter.

1883 Gold was first discovered at Mt Lyell. Three gold diggers, Mick and Bill McDonough and Steve Karlson, pegged the 50-acre claim in the Linda Valley.

1887 1922 Robert Carl Sticht an American metallurgist was appointed chief metallurgist at Mt Lyell.

Sticht successfully designed and supervised the construction of the ‘smelters’ and in 1897 became General Manager. Sticht attained the first truly successful pyritic smelting result, whereby copper ore was smelted without the use of introduced fuel, gaining him the reputation as the world’s greatest authority on pyritic smelting. Sticht’s 25-year tenure as manager spanned a successful mining era.

However, one of his less successful legacies, arising from his pyritic smelting process, was the barren landscape of Queenstown.

Although a technical success, pyritic smelting had a horrendous cost to the environment in the destruction of a vast area of rainforest and pollution of local rivers. Sticht died in 1922, and his house, Penghana still stands proudly above the township.

The mineral stichtite commemorates his name.

Operations in full swing at West Lyell back in 1938.

1893 The amalgamation of the Mt Lyell and North Lyell companies formed the Mt Lyell Mining and Railway Company.

1896 Copper production commenced. In the coming years, two competing smelters, ports, railways and towns were built. A railway was built between Teepookana and Penghana (now Queenstown). By 1901 the line had reached Strahan, and Queenstown was thriving.

1914 The Lake Margaret Power Station (the oldest operating hydro electric scheme in Australia), was built for the Mt Lyell Mining and Railway Company to supply power the mine, as it does to this day.

1932 More than $100 million was spent during care and maintenance and in excess of $100m is also needed once a restart decision is made, prompting CMT General Manager Peter Walker to declare this icon of Tasmania’s mining sector ready to start its new chapter.

“We’re really looking forward to restarting what is an important mine for the community,” he said.

“Most importantly, we’ve received a lot of support from all levels of government and the local business community to get to this stage.

“A significant amount of hard work has been put into the feasibility of reopening the mine and we understand the positive flow-on benefits to the community are much needed.

“Obviously, times have changed and we have to look at different ways we can operate the mine – more efficiently and more safely.”

Various upgrades to the mine in recent years have been crucial to addressing these challenges.

The main decline access to the mine, which was constructed in the 1970s, has been refurbished and raised to current standards.

Into the future it has a vision of being

The first road reached the field connecting Queenstown to Hobart.

1954 Geoffrey Blainey published his book “The Peaks of Lyell” which was based on his thesis; the definitive story of Mt Lyell which documents the history of the Mt Lyell Mining and Railway Company, and the surrounding satellite townships. The 5th edition was published as Mt Lyell closed in 1994 and the 6th edition was published in 2000.

1963 The road to Burnie in the north was completed and the Abt railway that linked Queenstown to its port in Strahan was closed.

1892 Two Adelaide financiers who saw a fortune in copper which was being overlooked in the search for gold bought the mine and formed the Mt Lyell Mining Company. Another mine was established at North Mt Lyell.

1895 The town attached to the Mt Lyell mine became known as Queenstown and by 1901 was the third largest town in Tasmania.

1912 Forty-two men die at Mt Lyell in what is known as the ‘Mt Lyell Disaster’, (six months after the sinking of the Titanic), caused by an underground fire which saw the men perish through smoke inhalation and lack of oxygen. A Royal Commission into the cause is inconclusive. Mines rescue systems, as we know today, were born of this tragedy.

1918 Mt Lyell Mining and Railway Corporation becomes one of five mining employers to found the Australian Mines and Metals Association – today known as Australian Resources and Energy Group AMMA. The site remains within AMMA’s membership today.

1936 Mt Lyell became the first metalliferous mine in Australia to mine and treat more than one million tonnes in a year.

1957 Mt Lyell became the first Australian mine to exceed two million tonnes in a year.

1969 Pyritic smelting finished at Mt Lyell. Copper concentrate now shipped from Burnie port.

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MEMBER FEATURE The Limestone quarry.

A view of the old open cut at Mt Lyell.

www.amma.org.au | SPECIAL EDITION | RESOURCEPEOPLE

a minimal emission mine, maximising renewal energy and electrifying its trucking fleet for all ore haulage.

It is envisioned that electric-driven trucks will bring ore to the surface, bringing Mt Lyell up to speed with the latest technological innovations in Australia’s mining sector.

In addition to the use of technology, it is planned to retire the existing shaft and winder that were built in the 1970s in order to lift production up to 3.5mtpa from the existing 2.4mtpa.

There is also an ambition to remove people from the frontline of the extraction process and out of harm’s way.

“The existing crushing and processing circuits reflect the age of the mine and while they have performed exceptionally well over the years; it is now time for an update,” Mr Walker said.

“We are planning to dismantle the entire crushing circuit and replace it with a new surface primary crusher and a High Pressure Grinding Rolls secondary crusher.

“At the same time, the old flotation circuit will be stripped out and replaced with a new circuit.

“We should see significant benefits in safety, environment and reduced energy costs.

“A new plant will reduce our conveyors from the existing 42 down to about five.

“The mine and its history is something that everyone involved should be proud of over the years.

“But it is now time to operate it in the 21st century and provide the copper to meet emerging technology.

“This will mean a shift in the type of skills needed, so that we will need technicians and diagnostic experts.”

Mr Walker was confident the west coast will continue adapting to meet changing demands.

“We will need up to 300 people directly employed at the mine when we restart,” he said.

“While technology is replacing some jobs, other roles are being created that never previously existed.

“It will be an exciting time for the

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The mine and its history is something that everyone involved should be proud of over the years.

- Peter Walker area after some difficult times in the last few years.

“However, everyone at Mt Lyell is committed to a safe operation where everyone goes home each day with no harm.”

A RICH DISCOVERY AT MT LYELL Nestled in an isolated and rugged section of the eastern flank of a ridge connecting Mt Lyell to Mt Owen lay a bounty of riches. It’s hard to imagine three gold diggers would’ve known the enormity of what they had stumbled upon when they pegged out a claim on the shoulder of a remote Tasmanian mountain in 1883.

As well as gold, the Iron Blow mine contained bonanza silver which bankrolled early and fast development of the mine and infrastructure. The mine was full of surprises, and was found to contain significant amounts of copper.

Copper production commenced in 1896, with 28 companies attracted to the field during these boom times.

The prized find instigated the rapid development of the area with two main competing mining companies emerging, each with their own smelters, ports, railways and towns.

The amalgamation of the Mt Lyell and North Lyell companies in 1893 made for one of the greatest mining mergers the country had seen to form the famous Mt Lyell Mining & Railway Company, known thereafter as “‘Mt Lyell” which continued mining the five main clusters of orebodies until 1994.

For the first half of the 20th century Mt Lyell was one of the world’s largest copper mines and, in 1936,

was the first metalliferous mine in Australia to mine and treat more than one million tonnes in a year.

In 1957 it was the first mine to exceed two million tonnes in a year.

Mt Lyell had also produced 750 tonnes of silver and 45 tonnes of gold since commencing in the 1890s to the company’s closure in 1994.

Upon restart, a $20m exploration program is planned underground, but it is recognised that the future of Mt Lyell rests in its greenfields exploration.

DRIVING LOCAL DEVELOPMENT Like most longstanding mining operations, Mt Lyell has ridden plenty of ups and downs throughout its colourful history. There is no question however, that its existence and success has been integral to the economic prosperity of Tasmania’s west coast communities and Tasmania as a whole.

At the peak of its powers as the mine’s smelting centre, the Queenstown population swelled to over 5,000. Today, it sits well below 2,000.

In 1924 the mine established its own football team, Smelters, who played on the local gravel football oval, described by some as the most infamous football field in the country. While the mine no longer has its own team it proudly supports the local association, and the gravel oval, built in 1895, continues to terrify visiting teams to this day.

With such a strong historical connection to the wealth of the community, the locals are optimistic the Mt Lyell mine’s resurrection will restore the township to its former glories. RP

Just one year after celebrating its centenary, The Mt Lyell Mining and Railway Company abandoned the site in 1994, at a depth of 600 m below surface, in a period of low metal prices. Prior to closure of the Mt Lyell Company, Gold Mines of Australia Limited signed an agreement with the state government to purchase the mine lease and develop a tailings dam. Before this all tailings, an estimated 100 million tonnes, were disposed of into the Queen River.

1999 In early 1999 CMT is acquired

by Sterlite Industries a Vedanta Resources company.

20012003 CMT produces one of the cleanest copper concentrates in the world and its concentrates are exported to Vedanta’s smelter in Tuticorin, India and in both 2001 and 2003 CMT won the state export award.

20112013 There are some 22 known ore bodies within the Mt Lyell mineral field. The ore body currently mined is the Prince Lyell ore body which is still open at depth. In 2011 the shaft depth is 648 metres, with over 201,000 tonnes mined each month producing almost 100,000 tonnes of concentrate per year. Mt Lyell is employing over 200 mining contractors and 120 CMT employees directly and 250 people indirectly, most of whom are local residents.

2015 A new mining method is developed with plans to re-open in November 2015. However, due to continued falling global copper prices, the project is put on hold for a further 2 years which sees the site move into an extended care and maintenances phase.

2017 Tasmanian State Government announces $9.5 million investment to assist Copper Mines of Tasmania to undertake a range of projects essential for the restart of operations.

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1995 Tasmanian State Government sought new operators for the mine and Copper Mines of Tasmania (CMT) purchased the assets and the mine was officially re-opened.

2000 Sterlite is part of the Indian based Vedanta Resources Group which continues to develop the mine at Mt Lyell and support the community of Queenstown. Vedanta is proud to be investing in new projects which will create local employment opportunities and enhance Queenstown’s considerable value in mining tourism.

2003 The Mt Lyell Mining and Railway Company’s Abt Railway is re-birthed as the Wilderness Railway and was officially opened in Queenstown by Prime Minister John Howard, in 2003. During the 15 years since it has become a world class tourist attraction.

2014 Due to several factors, including the tragic incidents of December 2013 and January 2014 and historically low copper prices, CMT announces the mine will be placed in care and maintenance resulting in significant job losses. The processing area alone lost over 360 years of combined service to Mt Lyell when the plant was closed in mid 2014.

2015 2017 Investments are made in researching mine upgrades, mine safety, and especially technology, including conversion to a fully electrified site with electric trucks extracting the ore.

2018 Vedanta Group’s Board of Directors will vote to approve CMT’s recommencement of mining at Mt Lyell in the near future.

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TRAINING

Transferable skills Increasing the transferable skills capacity of employees at a Queensland mine site is giving the workforce an opportunity to further their prospects if they decide to forge a path outside of the industry.

RECOGNISING that some career paths take a different twist, employees at New Hope Group’s Jeebropilly Mine are taking the opportunity to grow and develop in their preferred area of specialisation.

As the mining operation at Jeebropilly winds down after many years, New Hope is instilling its employees with confidence for the future by offering training onsite to place them in good stead for future employment opportunities.

“It is important to us that our employees and their families have a secure future after they have finished working at Jeebropilly,” Jeebropilly Health, Safety and Training Coordinator Brendan Ryan said.

By upskilling its workforce through training, staff are able to build a

transferable skill set that will allow them to enter into workplaces outside of the resources sector once they move on from the mine.

Mr Ryan recognised the investment into New Hope’s people was paying off.

He said training played a vital role in preparing employees for life after they move on from Jeebropilly.

“On a day-to-day basis, it is our people who influence our success,” he said.

Mr Ryan encourage all employees to take advantage of training that will further their prospects.

“The training we offer our employees is designed to keep them safe and compliant at the mine site but the skills can be used across all aspects of their lives,” he said.

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machinery maintenance, fork lift operation, first aid and firefighting, risk management and general communication will give our workers the edge in the future.”

Jeebropilly Site Senior Executive Trent Knack said New Hope was proud of the work to upskill the mine’s workforce and pointed to its two major training programs - behavioural training program and the safety leadership - as key to improving the capacity of their people.

“Combining these two programs ensures that safety is always front of mind and productivity performance is boosted across the site.”

New Hope Group’s Jeebropilly Mine was a finalist in the 2017 Queensland Training Awards in the Medium Employer of the Year category. RP

Safety focused skills in heavy machinery maintenance, fork lift operation, first aid and firefighting, risk management and general communication will give our workers the edge in the future.

- Brendan Ryan

Employees at New Hope Group’s Jeebropilly Mine are getting the opportunity to expand their skillset as part of extra training.

www.amma.org.au | SPECIAL EDITION | RESOURCEPEOPLE

TRAINING

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Fortescue welcomes record

number of graduates

Twenty-eight apprentices are now skilled to take up positions at Fortescue Metals Group’s operational sites across the Pilbara. The figure marks the largest cohort of MA MEM apprentices to graduate through the company’s successful training initiatives.

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Fortescue has celebrated the graduation of 28 apprentices now positioned at its sites across the Pilbara.

A RECORD number of graduates from Fortescue’s job-ready apprenticeship program are now armed with the skills needed to succeed in the resources and energy industry.

Three women were among the group of 28 graduates who have now taken up permanent jobs at sites across the Pilbara following official graduation.

Graduate Thomas Thyne, who has started at the Cloudbreak mine as a heavy mobile mechanic, said Fortescue’s program allowed him to complete his apprenticeship and also gain confidence working as part of a large team.

“The inclusion in our apprenticeship of six-monthly rotations across different sites, as well as a three-month external secondment, means you become a wellrounded tradesperson through exposure to all aspects of the trades,” he said.

A range of trades are covered within Fortescue’s apprenticeship program, including electricians, heavy vehicle mechanics, fixed plant mechanics, fabricators and light vehicle mechanics.

The program has been running for

more than six years – and incorporates Fortescue’s Trade Up program, which was launched in 2015, as an innovative apprenticeship program, specifically for Aboriginal and female team members.

It provides successful applicants with the opportunity to start a 12-month traineeship and then provides a pathway to a four-year apprenticeship program.

Fortescue Chief Executive Officer Elizabeth Gaines congratulated all the graduates who were recognised at an official ceremony at the Fortescue Trades Training Centre at Cloudbreak.

“At Fortescue, we are committed to providing training and employment pathways for the next generation of our workforce and to ensure they are maximising learning opportunities throughout their apprenticeship,” she said.

“In line with our approach to creating opportunities for Aboriginal Australians, we are pleased that nearly 80 per cent of all our apprentices are Aboriginal.”

The apprenticeship program complements other initiatives already in place, including Fortescue’s Trade Up

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and Vocational Training and Employment Centres, which are providing sustainable career development prospects for Aboriginal and female team members.

“Nationally, female participation in the trades that service the mining industry is around one per cent. If we want to benefit from greater diversity in the resources sector, we need to ensure we are building a greater pool of talent,” Ms Gaines said.

Fortescue earlier this year celebrated a major operational milestone with the export of its one billionth tonne of iron ore, a decade after the company’s first commercial shipment from Port Hedland. RP

RESOURCEPEOPLE | SPECIAL EDITION | www.amma.org.au

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TRAINING

WA educator prepares

world-class mining talent THE NEXT generation of industry talent is in good hands with a Western Australian university ranked second best in the world for Mineral and Mining Engineering.

Curtin University held second place in the category of Mineral and Mining Engineering for the second year running, and also ranked as a top 100 university in eight subjects in the 2018 QS World University Rankings by Subject.

Curtin’s ranking in the Mineral and Mining Engineering subject outlines its commitment to developing highly sought after skills for the nation’s mining sector.

Other Australian universities in the top 10 included the University of Western Australia (seventh), the University of New South Wales (ninth) and the University of Queensland (10th).

The Colorado School of Mines in the United States was the top-ranked university in the world.

The ranking evaluates more than 1100 institutions and assesses university performance across four areas – research, teaching, employability and internationalisation – and looks at six performance indicators, including academic reputation and student-tofaulty ratio.

One of Curtin’s key facilities is the WA School of Mines (WASM), which has been educating the next generation of miners since 1902.

Attracting strong industry partnerships and investment in hightech facilities, WASM operates from campuses in Perth and the historic mining town of Kalgoorlie.

The school’s discipline areas include Mining Engineering and Metallurgical Engineering, Chemical Engineering, Petroleum Engineering, Exploration Geophysics and Mineral and Energy Economics. RP

Curtin University in Western Australia continues to a breeding ground for talent in the resources and energy industry.

AMMA guides skills development for employers REFORM AND DEVELOPMENT of Australia’s national vocational education and training (VET) policies will continue to be steered to fit the needs of resources and energy industry employers.

It comes after AMMA Director Industry Services Tara Diamond (pictured) was reappointed to the Australian Industry & Skills Committee (AISC).

Ms Diamond will be a strong voice directing Australia’s skills landscape as the Commonwealth representative to AISC. “These programs assist employers with their skills, training and recruitment needs, including attracting and retaining more women in the industry,” Ms Diamond said.

“The AISC’s role is vitally important in ensuring Australia’s training system provides the skills and knowledge needed to grow our country’s businesses and economy.”

She will work with Chair Professor John Pollaers, the Committee and Assistant Minister for Vocational Education and Skills, Karen Andrews MP, to continuing delivering a suite of industry programs “With their strong leadership and wealth of industry experience, Professor Pollaers, Ms Diamond and the other committee members have worked hard to ensure Australian industry has a key role in

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training package development,” Assistant Minister for Vocational Education and Skills, Karen Andrews MP, said.

Through the network of 64 Industry Reference Committees, industry has a driving role in determining the relevance and content of nationally recognised vocational education and training (VET) qualifications, ensuring training packages reflect the needs of employers.

AISC is driving a range of new initiatives such as collaboration by different industry sectors to develop common units of competency in emerging areas like cyber security, big data, supply chains and automation. RP

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Aussie student lands top prize

at US science fair

The award-winning feats of Australian students at an international competition have further enhanced our nation’s reputation as a leading global innovator.

AUSTRALIAN INGENUITY came to the fore among 1800 high school students from more than 75 countries at the world’s largest international precollege science competition.

Judges were impressed by Oliver Nicholls’ safety-improving window cleaning gadget at the Intel International Science and Engineering Fair (Intel ISEF) in the United States, landing the Sydney teenager the Gordon E. Moore Award The 19-year-old Barker College student created a fully-autonomous robotic window cleaner, designed to reduce human injury and decrease the costs of window cleaning on medium rise commercial buildings.

The small robotic device uses drones, motors and propellers to navigate building facades and clean windows using water and micro-fibre scrubbers.

His invention stood out from all others at the prestigious event where students are awarded the opportunity to showcase their independent research and compete for on average $4 million in prizes.

Oliver said his inspiration for the project came from talking to Occupational, Health & Safety personnel at his school about safety incidences.

“I discovered that someone had fallen off a glass pane they were cleaning, and at a similar time there was a collapse of a gantry in the city,” Oliver said.

“These two things combined for me to go ‘why can’t I just automate that and make that a robot? Why does that need to be a person doing a dangerous activity’?”

Oliver was among a delegation of Australian students who excelled at the international competition, with five of Australia’s finalists securing a total of 11 major award wins.

CSIRO Education and Outreach Director Mary Mulcahy said it was another example of Australia’s great science being

Caitlin Roberts took out third place in the Life Sciences, Biomedical Sciences category for her project focusing on how nutritional intake can be optimised.

Angelina Arora scored a scholarship to Arizona University for her new solution to the world’s growing plastic problem.

Oliver Nicholls made a big impression with his innovative and safety-improving fullyautonomous robotic window cleaner.

By having our high school students winning international awards, we are further strengthening our international reputation as an innovative country.

- Mary Mulcahy recognised on the global stage.

“Australia is one of the best places in the world to start a career in science, technology, engineering and mathematics (STEM),” Ms Mulcahy said.

“By having our high school students winning international awards, we are further strengthening our international reputation as an innovative country,” Angelina Arora from Sydney Girls High School scored fourth place in Physical

Sciences, Environmental Engineering category, winning a scholarship to Arizona University.

Caitlin Roberts from Friends School in Tasmania landed third place in the Life Sciences, Biomedical Sciences category.

Jade Moxey Sapphire Coast Anglican College, NSW) and Macinley Butson (The Illawarra Grammar School, NSW) scored third Place in the Physical Sciences, Environmental Engineering category. RP

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The YBE haulage operation in action at Rocky Bay.

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While the link between mining and Indigenousowned companies is pervasive, not too many can lay claim to YBE’s rare milestone - 50 years of delivering opportunities and outcomes in North East Arnhem Land.

YBE employee Clifford Wanambi has been going to work with a smile on his face for more than two decades.

he needs to know to be successful in work,” Mr Knyvett said.

“He loves it so much that we have to ask him to take leave.

“It’s quite amazing that someone can be strong among those who can potentially bring him down.”

Despite jobs being plentiful, Mr Knyvett concedes getting local people into employment can be a challenge.

As the region's leaders in the training and employment of Yolngu people, YBE is seen as a major player in how ‘work’ is perceived in a community where welfare dependency is prevalent.

“It’s a choice, whether they want to work or be on welfare, because the difference in Nhulunbuy is that there’s jobs here whereas most Indigenous communities don’t have jobs,” Mr Knyvett said.

“But it still can be very difficult to move people into those jobs.”

Mr Knyvett said YBE had embraced what others saw as challenges to Indigenous employment at mining sites.

“There’s generally an expectation that working with an Indigenous company should the same as any other, but there’s a whole bunch of reasons as to why it’s not,” he said.

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CLIFFORD WANAMBI is one of many success stories created from YBE’s expertise and passion for placing Yolngu people in the right job.

For 22 years, he’s come to work with a beaming grin on his face, proud of the fact he’s working for a living.

As the company celebrates 50 years, the Nhulunbuy-based Aboriginal company has made a difference to many lives in North East Arnhem Land.

“The most rewarding part of this job are the wins you have around long-term Indigenous employees,” said Murray Knyvett, General Manager, YBE Employment.

“Clifford has been with us for 22 years and is the type of employee who makes all the hard work worthwhile.

“He has all the same hurdles as everyone else out here, but he gets over them and comes to work with a smile on his face every day.”

Fully-equipped with his truck licenses, Mr Wanambi is an all-rounder who also enjoys grounds maintenance duties and has been a leading hand for YBE for many years.

“He might have limited literacy and numeracy, but he doesn’t allow that to stop him going to work. He knows what

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YBE runs a successful rehabilitation nursery for Rio Tinto.

“Especially up here we have a very strong Indigenous culture and identity that is very much still intact.

“They are very traditional – we juggle work with ceremonies and funerals, so we need to be flexible and that is very difficult working in the mining world.

Twenty-six local clan groups are shareholders in YBE and it’s this community ownership that has laid the platform for success.

“We say to each Yolngu person who comes here as an employee that this is your company – if you are from one of the 26 local groups, you are a part owner of YBE,” Mr Knyvett said.

“We try to make them see that connection and that they should be proud of YBE, and that they should come and work here.

“About 2500 people live in Nhulunbuy, and many that you talk to in the community have at some stage worked for YBE.”

They are very traditional – we juggle work with ceremonies and funerals, so we need to be flexible and that is very difficult working in the mining world.

- Murray Knyvett YBE is a 100 per cent Indigenousowned, private company, with each of the 26 traditional clan groups of North East Arnhem Land having equal ownership.

“One of the beauties of YBE is that it is the one thing that distributes the financial benefit of mining in North East Arnhem Land to the rest of the community,” Mr Knyvett said.

Despite 26 groups involved, Mr Knyvett said the board was “very functional and when they stepped into the boardroom it was all business”.

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YBE CELEBRATES HALF CENTURY OF EMPLOYMENT YBE was borne from the desire to create jobs and economic opportunities for locals in 1968 – and that hasn’t changed in 2018 as it celebrates 50 years.

Company founder Keith Larner’s vision for meaningful training and employment from Nabalco’s bauxite mine led to development of the Yirrkala Brick Works.

“Yirrkala was a mission back then, and Keith was one of the missionaries and knew about the establishment of

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Environmental services is now YBE’s biggest department, focusing on rehabilitation of mine sites.

One of the beauties of YBE is that it is the one thing that distributes the financial benefit of mining in North East Arnhem Land to the rest of the community - Murray Knyvett

YBE Chairman Dangatanga Gondarra.

a bauxite mine so he started talking to some of the leaders about how they could benefit,” Mr Knyvett said.

“After talking to some of the elders they came up with the idea of a brick works to help build the town.

“It started as a very small operation to start with and grew quickly as demand for bricks increased.”

From there, the company progressed into the delivery of bricks and continued to grow its capabilities before moving into civil works and landing some bigger contracts on the mine.

The company’s diversification journey continued and has had up to 170 people on its books at any one time.

YBE has been hauling bauxite for Rio Tinto for almost 30 years, at times operating a 24/7 crew with continuous trucking to move more than 9 million tonnes per annum.

Now it is back to “steady day work” with 90 employees (40 per cent Indigenous) hauling 1.25 million tonnes of bauxite per year for Rio Tinto.

YBE also performs civil earthworks for the NT Government, East Arnhem Shire, and Rio Tinto. The majority of this work is road building and maintenance, drainage works, house pads, demolitions and other general earthworks throughout the region.

Environmental services is now its biggest department for rehabilitation on mine sites, including seed collection, running a nursery, managing invasive pest and weeds and water monitoring.

PREPARING FOR THE FUTURE With only 10 to 12 years of operating life left at Gove, YBE is one of many businesses preparing for change as Rio Tinto’s likely exit draws closer.

“It will be a difficult time for Nhulunbuy, people are starting to think about the future,” Mr Knyvett said.

“Tourism will ramp up – there’s not a person in Australia who wouldn’t enjoy it if they came to Gove – it’s an amazing place.

“YBE has identified that if we wait until the mine finishes we’ll be in trouble, so we’re looking elsewhere and have opened an office in Darwin and have started moving part of our administration team there already.

“We’re beginning to explore opportunities elsewhere and we’ve got a brand and a story behind us that’s amazing and unique and gives us a competitive advantage on the work we chase.

“We don’t know of any other Indigenous company 50 years old, and we’re proud of fact we’ve succeeded and we are still here.” RP

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Leadership program develops

Aboriginal autonomy CURRENT and emerging Aboriginal leaders from across Western Australia will come together to inspire and instigate meaningful change as part of a new initiative.

Chevron Australia has partnered with inaugural WA Aboriginal Leadership Institute (WAALI), expanding on the company’s already successful Yorga Djenna Bidi pilot program – an Aboriginal Women’s Leadership program designed by Aboriginal women, for Aboriginal women.

Yorga Djenna Bidi (meaning women’s movement or women’s journey), was developed in 2015 to fill a gap in leadership mentoring and resulted in 42 women successfully completing the fivemonth program.

Building leadership and governance

capacities to overcome Aboriginal disadvantage will be the focus of the newly-expanded initiative, inspiring participants to affect meaningful change within their families and communities.

The leadership-focused scheme will help bring together current and emerging Aboriginal leaders, promoting autonomy in the state's indigenous communities.

One of the Institute’s core focus areas is the expansion of the WA Aboriginal Women’s Leadership Initiative, supported

by Chevron Australia (featured page 64).

“Supporting the WAALI Women’s Leadership program is just one of the ways we are committed to help create and strengthen long-lasting economic, social and cultural outcomes for the communities

in which we operate,” Chevron Australia Managing Director Nigel Hearne said.

WAALI will offer a range of programs focusing on key areas of development such as financial literacy, personal development, reconciliation and performance management.

WAALI Co-Chairperson and 2016 Aboriginal Western Australian of the Year, Rishelle Hume, emphasised the significance of instilling autonomy amongst Aboriginal communities.

“We need to nurture a new generation of Aboriginal leaders and invest in their leadership development, to create a robust future for my people where there is no longer a need to talk about ‘closing the gap’,” she said. RP

Business leaders inspire next-gen Australian talent AUSTRALIA’S aspiring leaders have been set on a path to success following the launch of AMMA’s Future Leaders Network.

Designed to assist in developing the next wave of leadership, the inaugural event gave a select group of ambitious professionals the unique opportunity to learn from two of Australia’s most entrepreneurial and professional business leaders.

The network of budding leaders heard valuable insights and leadership success stories from special guests Sky News political commentator, television anchor and former Chief of Staff to the Prime Minister of Australia, Peta Credlin, and successful fashion designer, entrepreneur and international businesswoman Karen Gee. AMMA Director Workplace Relations Amanda Mansini was proud to launch the network in Melbourne.

“We were incredibly fortunate to have two high calibre leaders of business, politics and media, not to mention role models, supporting the launch of the inaugural Future Leaders Network event and sharing their experiences,” Ms Mansini said.

“It was great to hear their personal leadership journeys and learn from their insights and advice.”

The new industry initiative was launched by AMMA to advance the next wave of leadership, not only in the resources and energy sector, but all industries across Australia.

Bringing together the next generation of Australian leaders, the Network exposes them to role models who provide invaluable insights on leadership and development.

“While there are existing support groups and networking style events in the industry, AMMA noticed a gap in those catering

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AMMA Director Workplace precisely Relations Amanda Mansini for the with Karen Gee and Peta Credlin at the launch of the calibre and Future Leaders Network. ambitions of the exclusive group of people invited to take part in the Network,” Ms Mansini said.

“These are individuals who are already successful in their careers. They join us from a range of disciplines across the industry, with commonality in terms of their paths to leadership and passion for achieving greater levels of success.

“We are committed to ensuring our country’s future is in the very best hands, which is why we have specifically handpicked a network of budding future managers, leaders and executives.”

The Network will host a range of events throughout the year, providing the tools, experience and insights required to set aspiring leaders on a clear path to leadership. RP

DIVERSITY

disability employment COMPASS GROUP Australia’s commitment to employing people with a disability goes far beyond winning awards.

Employing more people with a disability is an integral part of the world’s largest catering company’s diversity and inclusion strategy.

And it’s resulting in widespread benefits - from culture and morale, to staff retention and flexibility.

Rosie McArdle, Executive Director HR and Risk, Compass Group Australia, said the company’s teams that included a person with a disability had a distinct advantage.

“People with a disability are really happy to be employed, especially with a supportive employer and this positivity is contagious,” she said.

“Working alongside someone with physical or mental challenges, and supporting them to grow in confidence and skills has a strong feel good factor.

“These benefits also flow on to our customers and clients who are happy to see everyone is getting a ‘fair go’.”

Last year, Compass Group Australia employed an additional 77 people who identified as having a disability - partnering with clients to create supportive work environments that enable individuals to excel.

The company, which provides food and support services to the resources and energy industry, was rewarded for its commitment to diversity by earning the Employer of the Year Award at the 2017 National Disability Awards.

Ms McArdle’s advice for other employers looking to follow suit is simple.

“Don’t hesitate - employing someone with a disability is a win for all involved,” she said.

“Take advantage of the great support available via organisations such as the Australian Network on Disability and partner

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Leading disability employer Compass Group Australia is continuing to reap the rewards from its strategy to cultivate a diverse and inclusive culture.

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Rosie McArdle, Executive Director, HR & Risk Compass Group Australia, Natasha Caflisch, Head of Diversity Projects, Compass Group Australia, Ella Cassidy, Compass team member at Lady Cilento Children’s Hospital, Hon. Jane Prentice, Assistant Minister for Social Services and Disability.

It might be that a person can’t do a full eight-hour shift, or they can’t stand for extended periods of time, or perhaps they may be nonverbal or hearing impaired.

In all cases, adaptability is the key to success.

- Rosie McArdle with Disability Employment Services (DES).”

The company has an open mind and recognises every individual is different when it comes to employing people with a disability.

“We work with site managers to discuss the needs and abilities of new employees,” Ms McArdle said.

“It might be that a person can’t do a full eight-hour shift, or they can’t stand for extended periods of time, or perhaps they may be non-verbal or hearing impaired. In all cases, adaptability is the key to success.

“As an organisation we have the

willingness and flexibility to challenge standard job specifications and create roles to best match a person’s capability.

“People with a disability have unique skills and capabilities that we value and want in our organisation - it is that simple.”

She said any workplace adjustments were low-cost, and employment incentives were available through DES. “We seek to match the right person with the right role, in the right part of our business,” Ms McArdle said.

“We focus on the individual’s interests and abilities first and foremost - some of the DES providers are outstanding at this.

“They really become invested in our business, know our people, know our values, know our processes and only offer candidates aligned with the inherent requirements.

“Over the last 12 months, of our employees who joined us through our DES Partners we have retained 94 per cent.

“This is a higher retention rate than for our general workforce.

“They love having a job, they love being part of a team, the team love having them on the team – it is such a satisfying experience for all involved.” RP

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Gender diversity spotlight:

Viva and St Barbara awarded for equality breakthroughs Two AMMA members are lighting the gender diversity path for others in the resources and energy industry with their progressive and award-winning initiatives.

St Barbara and Viva Energy continue to set the industry benchmark, with the companies’ commitment to gender equality earning coveted Workplace Gender Equality Agency (WGEA) ‘Employer of Choice for Gender Equality’ citation for 2017-18.

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St One of the methods helping boost female participation is auditing and eliminating gender-specific language from job advertisements and role descriptions, along with updating advertising templates to highlight its achievements and commitment to improving diversity and gender equality.

The miner also has a formal process in place to ensure gender bias is not a factor in assessing the performance of male and female employees, including identification of talent, through unconscious bias training.

Levelling out the gender pay gap is being achieved through an established People Strategy with policy and guidelines supporting gender equality.

There is now monthly gender pay gap analysis for the entire organisation, with zero per cent pay gap for like-for-like roles, and the focus now on increasing the number of women in professional and leadership roles to help address the issue.

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GENDER JOURNEY ONGOING AT ST BARBARA After four consecutive years of recognition as a leading employer for gender equality, St Barbara still has plenty more achievements in sight for its workplace transformation journey.

Managing Director and CEO Bob Vassie has been a WGEA Pay Equity Ambassador since 2014, passionately driving change for better outcomes in the workplace.

He said the company grabbing a citation for the fourth consecutive year confirms St Barbara’s commitment to addressing pay equity and ensuring gender equality in recruitment, promotions and reward and recognition.

“Gender equality is a journey and, whilst I am delighted with St Barbara’s progress in gender equality in what has traditionally been a male-dominated industry, we are actively pursuing further improvement,” he said.

Mr Vassie encouraged more resource companies to participate in the WGEA Employer of Choice program and experience the benefits of gender equality.

The gold miner has a number of bold and progressive initiatives to achieve gender equality, including a target of 30 per cent total women in the workplace by 2018.

As part of its strategy, St Barbara campaigns to recruit women into underrepresented areas such as trades and technical roles.

St Barbara’s gender equality journey continues to reap rewards for the company.

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VIVA ENERGY TARGETS SUPER GAP Addressing the superannuation gap was a key feature of Viva Energy earning Employer of Choice for Gender Equality (EOCGE) citation for 2017-18.

According to Viva Energy CEO, and Male Champion of Change, Scott Wyatt, the citation was reward for the energy company’s focus on improving gender diversity.

He said Viva Energy took a strong leadership position in helping employees, particularly women, have equal access to opportunities to develop their careers.

“I’m particularly proud of the work we’ve done in addressing the superannuation gap,” he said.

“We recognised that women face unique challenges when it comes to retirement savings with statistics showing they retire on average with less than half the amount of superannuation than men.”

Last year Viva Energy became the first Australian company to offer employees a fulltime superannuation payment of 12 per cent

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Dawn Conway at Viva Energy’s refinery. The company’s advanced policies and culture are making real change on workplace gender equality across the organisation.

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Gender equality is a journey and, whilst I am delighted with St Barbara’s progress in gender equality in what has traditionally been a male-dominated industry, we are actively pursuing further improvement.

- Bob Vassie

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Viva Energy Integrity Manager Annie Martyn is proud of the company’s progressive culture.

an enormous difference to the retirement savings of female employees who traditionally take extended time off to have children and often return to work part While the policy applies time,” Mr Wyatt said. equally to men and women, The company’s progressive culture enabled the implementation of policies it is clear it will make an enormous difference to the driving real change on workplace gender equality across the organisation. retirement savings of female The EOCGE citation is a voluntary employees who traditionally leading practice recognition program take extended time off to designed to encourage, recognise and promote active commitment to achieving have children and often gender equality in Australian workplaces. return to work part-time.

“As a WGEA Pay Equity Ambassador, - Scott Wyatt I am enormously encouraged by the increased commitment from corporate Australia to addressing workplace gender base salary for up to five years during unpaid equality as evidenced through this year’s EOCGE citations,” Mr Wyatt said. parental leave and part-time work periods.

“I hope the increased focus “While the policy applies equally to encourages other businesses to men and women, it is clear it will make

recognise the importance of proactively addressing this challenge, not only for their employees, but also for the ongoing success of their businesses.”

Workplace Gender Equality Agency (WGEA) Director Libby Lyons said Viva Energy’s citation stemmed from its innovative initiatives on flexibility, paid parental leave, supporting women in leadership and addressing gender pay gaps.

“I congratulate Viva Energy for its commitment and recognition of the benefits that improved gender equality can bring to its business,” she said.

“Employers like Viva Energy are setting the benchmark for other Australian workplaces to follow.”

Other EOCGE citation holders for 201718 from the resources and energy industry include Alcoa, Caltex and Origin Energy.

Mirvac was the sole recipient from the construction sector. RP

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Ground-breaking gender study

shores up Sodexo’s leadership

Sodexo, a major services provider to the resources and energy industry, is continuing to break new ground in diversity and inclusion both locally and abroad.

Goals of the Sodexo Women’s International Forum for Talent • Reach 40% women among Sodexo's top senior leaders (globally) by 2025.

• Increase the number of women in operations.

• Create a culture of Inclusion.

Sodexo delivers a diverse range of services to remote resources sites (Johnpaul Dimech centre)

WITH MORE than 5,000 employees delivering over 100 integrated services, including facilities management, hospitality and asset maintenance, it’s safe to say diversity in skills and capabilities is a core part of Sodexo Australia’s business model.

In Australia, more than 50 per cent of Sodexo’s workforce and 40 per cent of its management team is female. This is closely matched by the brand globally, which includes 427,000 employees around the world.

Globally the company has been named to Bloomberg’s 2018 Gender-Equality Index for its advancement in gender equality, and last year was ranked in the top 10 of Diversity Inc magazine's Top 50 Companies for Diversity list for the 9th consecutive year.

Being awarded such accolades doesn’t mean Sodexo rests on its laurels.

• Serve as role models and advocates for gender diversity.

This year the employer released the results of a five-year, one-of-a-kind gender study it undertook involving 50,000 managers across 70 operating entities worldwide.

The ground-breaking Sodexo Gender Balance Study found that genderbalanced management teams perform better on every key business objective.

Operating margins, client satisfaction and employee retention, among other key performance indicators, were all higher among gender-balanced teams, meaning a ratio between 40 and 60 per cent women to men (see breakout box opposite page).

Sodexo’s global human resources director Sue Black, said the results added a new, compelling dimension to a growing body of research that demonstrates the business benefits of gender equity.

“The distinctive nature of the study, with

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Corporate leaders have the opportunity to influence culture in the workplace and make this a reality.

– Johnpaul Dimech

its examination of both financial and nonfinancial performance indicators across so many levels of management and the pipeline to leadership, is a significant piece of the overall picture on importance of gender in the workforce for enhanced outcomes,” she said.

In the Asia Pacific region, Sodexo Regional Chairman Johnpaul Dimech is a

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Sodexo receives big benefits from its incredibly diverse workforce, locally and abroad.

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passionate champion for gender equity.

Shortly after the global study results were released, Mr Dimech addressed the Global Summit for Women in Sydney regarding how the company values gender balance and diversity.

Held in Australia for the first time in 28 years, the summit attracted 1,250 women from 65 countries.

“I have two sons and two daughters.

I want my daughters to have the same opportunities as my sons,” Mr Dimech said, adding a personal note.

“As a company that promises to improve quality of life for people, corporate responsibility and especially gender diversity lies at the core of everything we do.

“Corporate leaders have the opportunity to influence culture in the workplace and make this a reality.

“We believe it’s good for business and that’s why we commissioned the Sodexo Gender Balance Study to prove it.

“It found that key performance indicators, such operating margins, client satisfaction and employee retention, were all higher among our gender-balanced teams.”

Mr Dimech also explained that Sodexo’s commitment to a “100 per cent gender balanced management team” by 2025 is a key part of the company’s “Better Tomorrow 2025” corporate responsibility commitment.

Better Tomorrow 2025 covers a range of social responsibility targets and issues, and is described as a “roadmap to build responsible behaviour into every aspect of (Sodexo’s) business”.

The cornerstone of Sodexo’s gender strategy is the Sodexo Women's International Forum for talent (SWIFt), an advisory board dedicated to promoting women's advancement.

SWIFt brings together 34 senior leaders representing 17 different nationalities from 4 continents and all areas of the organisation.

Facilitated by a 10-member steering committee, the group aims to increase women's representation in leadership positions through tangible initiatives. RP

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Sodexo Asia Pacific Regional Chairman, Johnpaul Dimech, spoke at the 2018 Global Summit for Women.

Key findings from the Sodexo Gender Balance Study • Operating margins significantly increased among more genderbalanced teams.

• Gender-balanced entities had an average employee retention rate 8 percentage points higher.

• Gender-balanced management reported an employee.

engagement rate 14 percentage points higher.

• Gender-balanced entities had an average client retention rate 9 percentage points higher.

• Gender-balanced entities saw the number of accidents decrease by 12 percentage points.

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technology Mineral tracking

and analysis breakthroughs

Ground-breaking technologies are increasing transparency and productivity in the oftenlaborious process of getting resources from mine to market. By improving processes to track minerals to market and speeding up sample analysis time, mining companies are reaping the rewards of innovation.

This opens up a whole range of possibilities for our clients to review their processes to take advantage of the accessibility to results, which ultimately will deliver cost savings to their business.

- Andrew Broad

Samples prepared for the photon assay unit

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TECHNOLOGY BREAKTHROUGHS are paving the way for efficiencies and transparency gains in the mining sector.

From slashing drill sample analysis wait times, to tracking product every step of the way from mine to market, cutting edge technology advancements are resulting in significant productivity improvements.

Gone are the days of waiting up to 48 hours for a drilling sample to be analysed, with Ausdrill subsidiary MinAnalytical recently installing a Chrysos photon assay machine.

The world-first technology, developed by the CSIRO, has been installed at Ausdrill’s Canning Vale facility in Western Australia, slashing the time it takes to analyse a drilling sample to less than 10 minutes.

An “assay” is the process of testing metal ore to determine its ingredients and quality. The new “photon assay” process is a breakthrough alternative to the traditional fire assay process, combining high speed with high reliability.

Within minutes, the chemistry-free approach to mineral analysis gives a higher accuracy result than fire assays.

Not only does the result take much less time to be produced, the sample preparation phase is also cut down.

And, unlike the fire assay process, the sample isn't destroyed, allowing for future re-testing.

“For Australian mining companies, this technology delivers such a fast turnaround that has never been available to the market before, and does so with less sample preparation and in a non-destructive fashion,” said Ausdrill’s Chief Operating Officer – Australia, Andrew Broad.

“This opens up a whole range of possibilities for our clients to review their processes to take advantage of the accessibility to results, which ultimately will deliver cost savings to their business.

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Technicians operating the photon assay unit

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Hastings Technology Metals plans to use blockchain technology to trace and track product from its Yangibana mine in WA.

ledger for recording transactions.

Functioning like a ledger, the blockchain It is a game changer for creates a tamper-proof, indelible record of transactions. current supply chain The technology has been touted as relationships. suitable for companies who want to be - Charles Lew as accountable as possible or open up information previously hidden in databases.

And that’s exactly what appeals to Hastings Technology Metals.

“This is game-changing technology, The miner hopes the transparent and it has certainly generated a lot of tracking will provide confidence to interest in the industry, with several consumers as to the quality and viability major companies supplying samples of MREC from the Yangibana mine for the validation process that we are meeting ethical, environmental and currently working through.” responsible standards of production.

While gold is currently the focus for the Hastings Executive Chairman technology, it may be used to analyse Charles Lew said the company’s other minerals in the future.

Blockchain-enabled Supply Chain The first machine has the capacity to Platform is a decentralised supply chain analyse up to 50,000 samples per month, management system. with a further commitment made to install “It is a game changer for current supply the next two units into Kalgoorlie. chain relationships,” he said.

He said the platform would “meet NEW SUPPLY TRACKING the demands of ethical mining, TECHNOLOGY environmental awareness and source of The breakthrough in minerals analysis origin of the raw material”. comes as a rare earth metals miner turns “This technology will provide Hastings IS “BLOCKCHAIN” A GAME CHANGER? to a growing technology trend as a way with significant commercial and financial The term “blockchain” has become to simplify how its precious product is opportunities as we move forward widely used and is best explained as tracked from mine to market. to bring the Yangibana mine into software innovation operating as a Hastings Technology Metals has production,” Mr Lew said. RP announced plans to develop a supply chain decentralised, open-source digitalised platform using “blockchain” technology.

The technology will trace and track Mixed Rare Earth Carbonate (MREC) produced from its Yangibana mine in the Gascoyne region of Western Australia to customers.

The development of an open, decentralised digital ledger for deployment throughout its operational network will include information such as pricing, material composition, and transaction history, including the date, time and location of production.

Each shipment will be accompanied by Radio-Frequency Identification (RFID) tags, Quick Response (QP) codes and “smart contracts” so the source, ownership, quality and weight can be checked and tracked along the supply chain.

Essentially, the blockchain allows digital property to be created independent of third parties, through services traditionally monopolised by banks, such as electronic funds transfers.

As the database is stored across a network of computers rather than a central server, data entries are time-stamped, append-only and always accessible.

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Australian METS sector

preparing to beat the world As automation and robotics continue to evolve, the new Chair of METS Ignited is ensuring employers are ready for the opportunities offered by the changing face of work.

LYLE BRUCE knows the Australian Mining Equipment, Technology and Services (METS) sector has the potential to be a world leader.

With sweeping changes to how mines operate continuing over the next 10 years, the newly-appointed METS Ignited Chair said METS companies were presented with unique opportunities.

“They can supply technologies, the services, and the equipment, and the innovation that's necessary to apply the automation and robotics that the industry is asking for,” he said.

“I say it's a great opportunity, there's also a challenge and a risk because if the Australian METS companies don't step up and do that, others will.”

Supporting the Australian METS sector in skilling up and moving into automation and robotics is an area METS Ignited is focusing much of its energy.

“We can be supplying the world market in this area,” Mr Bruce said.

“There are obviously large international companies that have done a lot of work around automation, but there are many, many tasks in mining that need to be automated.

“The Australian METS sector has a huge opportunity, and a challenge, in fulfilling the needs of the mining companies moving forward around automation.”

With automated drilling, trucks and trains, and talk of shovels and tools now emerging, the next revelation is mines without people, Mr Bruce said.

“From a broader perspective, and if you go along to a mining conference you'll hear from some of the mining companies their visions of the future, which is effectively a people-less mine,” he said.

“There'll be a remote control centre where all the people are and where they're making decisions, but the mining will occur autonomously.

Using technology to prepare for the mines of the future.

“Now, we're a long way away from that, but that's the vision of the mining companies, and they're putting that out there as a challenge to the supply sector to say get working on the technologies that we need to make this possible.

“It's a broad vision of the future. When I say people-less mines, it doesn't mean that people aren't employed. It means that people aren't in the dirty, nasty jobs that have traditionally been part of mining, and in a lot of situations still are. But there will still be more highly-paid and highly-skilled work to be done to run those operations.”

A leader in the mining and METS sector for 35 years, Mr Bruce is Chair of two Australian mining technology companies (MineWare and Blast Movement Technologies), an advisor to others, and a partner of Jolimont GMS, a specialist investor in mining technology companies.

He was CEO of GroundProbe for 10 years, taking the Australian mining technology from university research to commercial success, becoming the world leader in mine slope stability monitoring.

The company’s technology monitors risk of slope failure in open cut mines and detected hundreds of failures, giving warning and enabling people and equipment to be moved out of the mine in

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time to ensure that there was no damage.

One of his career highlights was a miner approaching him at a trade show and shaking his hand and thanking him for saving his life.

“He was in a mine where an alarm went off and he was able to get out of the mine in time before the wall came down,” Mr Bruce said.

PREPARING METS SECTOR FOR GROWTH OPPORTUNITIES Mr Bruce said the pendulum was swinging with companies now more inclined to invest in technology, but there remained challenges.

“It comes at a cost, particularly if there's risk around the new technology,” he said.

“There's certainly a big push at the moment for the mining companies to apply more advanced technologies.

There's a lot of talk about data analytics, automation, the mine of the future, the digital mine. All of these things are real and the technologies are being developed to enable it to happen.”

Small, emerging companies who supply large mining companies with an innovative idea still found it hard to get any traction – an area METS Ignited is seeking to improve.

METS Ignited work with small

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State-of-the-art technology is heightening the capacity of mining companies in Australia.

METS Ignited four part strategy 1. Accelerating commercialisation and innovation 2. Developing the METS sectors' capabilities 3. Growing exports 4. Improving the regulatory framework METS Ignited Chair Lyle Bruce.

companies to show them how they can work with the large mining companies, and conversely, works with large mining companies to get them to see some of the barriers they've put in place.

Mr Bruce described METS Ignited as a middle-man to break down barriers, providing education that's necessary for the smaller companies to act with the level of professionalism, the level of systems and safety that's necessary to be able to supply the large companies.

A major challenge is influencing Australian METS companies to act on a global scale.

“There are a lot of fantastic Australian METS companies, but there aren't many world-class companies,” Mr Bruce said.

“One of the big challenges is tapping the export market, and being willing and able to grow to a size that they can actually be a player in the world market.

It's quite a challenge.”

Collaboration is the key to overcoming this challenge, with Mr Bruce pointing to

“Two or three companies working together can make each of them much more successful than any one of them would've been on their own is what I'm really seeing now and what METS Ignited is focusing on.

“Collaboration is a big buzz word for us at the moment around trying to get companies to work together, to collaborate, to solve bigger problems, and to provide a more integrated solution to the customers because the customers will buy those integrated solutions.

“If the smaller companies can get together and create a more integrated solution, then the opportunities to take I say it's a great opportunity, that to market are much greater. I think there's also a challenge the companies could be a lot more successful. That's one of the areas that and a risk because if the Australian METS companies we're really driving to the future.”

METS Ignited is planning for fostering don't step up and do that, clusters over this next year, with a pilot others will. program in the Mackay region for a cluster – Lyle Bruce that is showing signs of success. RP

clusters and information sharing as ways to open up companies’ long-held protection of ideas and commercial positions.

“What I'm seeing now with my METS Ignited hat on, is the potential for companies to work together and to put aside some of their paranoia around sharing commercial success because the pie is big enough for multiple companies to work together,” he said.

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INNOVATION

Woodside teams up with NASA to launch industry

robotics program Disruption isn’t a dirty word at Woodside – it’s a welcome interference driving the company to push its capability boundaries.

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WOODSIDE HAS a reputation of breaking new ground with its innovative mindset.

Set by its enthusiasm and willingness to breaking the mould, the Australiangrown, global oil and gas company is now stepping further outside its comfort zone.

As it prepares for the next wave of LNG growth, Woodside is perpetually on the hunt to identify improvements to how it operates.

By recognising value in developing new relationships outside of the oil and gas industry, the company is now linking with scientists at the CSIRO, universities and NASA and innovators and inventors in other sectors.

Woodside CEO and Managing Director Peter Coleman said the seemingly unconventional strategy to explore the expertise of other industries was necessary to prepare for the future.

“We welcome disruptors and are open to new ideas,” Mr Coleman said.

“Innovation is the ability to discover, develop and test ideas and solutions that can improve the way we do things across our entire business.

“Innovative thinking should shape everything we do: from the design of our facilities, to the commercial arrangements that underpin them, to how we and our partners interact with others in resource development.

“We can achieve the best outcomes if we combine innovative thinking by our own people with fresh ideas from outside our industry.”

Learning from other industries challenges the status quo and drives improvement, Mr Coleman said.

“Those external perspectives can save us from the complacency that is a real risk if we just talk to each other, in our own echo chamber,” Mr Coleman said.

Woodside is preparing to expand production to meet growing global LNG demand and its focus on continual improvement is playing a significant role in its planning.

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Our plans to upgrade the Pluto and North West Shelf facilities give us an opportunity to integrate advanced technologies that were not available when these plants were built.

– Peter Coleman

To cater for expected new demand for LNG in the early 2020s, the company is advancing plans to develop its Scarborough and Browse gas resources through its existing Pluto and North West Shelf processing facilities on Western Australia’s Burrup Peninsula.

“Our plans to upgrade the Pluto and North West Shelf facilities give us an opportunity to integrate advanced technologies that were not available when these plants were built,” Mr Coleman said.

“We have proven, reliable plants that we can now transform into smart plants.”

Described as bold, but simple plans, the planned upgrades will see a whole new data-driven nerve system installed to capture, transmit and analyse data.

Woodside’s innovative system includes smart sensors: a small magnetic device, 12cm by 7cm, which can sense and transmit data about how equipment is performing.

The sensors improve monitoring of machine health – and were designed in-house, reducing the cost from around $30,000 to purchase and install a device to less than $300, with ambitious plans to reduce the cost to as low as $3.

“This is significant because we intend to deploy thousands per facility to give us a wealth of data that we have not had before,” Mr Coleman said.

“The sensors can detect and identify problems with a machine’s performance by a change in vibrations and temperature.

“That data can be updated continually.

With the right algorithms, we can analyse it and improve how our facilities operate.”

The sensors build on the company’s work with the CSIRO on wireless technology, with an agreement with the agency to collaborate on transforming existing off-the-shelf vehicles into autonomous robotic systems.

Woodside is also working with NASA to understand how the latest developments in robotics can be applied to the company’s remote locations.

“These technologies will give us the ability to detect and respond to emerging issues in our facilities before they disrupt operations,” Mr Coleman said.

Data science, digitalisation and robotics were developed in sectors outside of oil and gas, but Mr Coleman recognised the need to tap into external expertise.

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But it is not the only way Woodside is thinking outside the square.

The company is tackling commercial challenges in a similar way, such as the LNG truck-loading facility being built at its Pluto plant.

Pilbara miners will have an option to use cleaner, local fuel from the facility to power their operations and run their trucks and trains, in preference to imported diesel.

“It’s different to anything we’ve done before,” Mr Coleman said.

“It’s of a much smaller scale. But we were able to think big and see the benefits - reducing emissions and building a new market for our product in our own backyard.”

ADVANCING INNOVATION THROUGH ROBOTICS Woodside’s commitment to cognitive science and robotics has positioned the company as a leading innovator in oil and gas globally.

As global demand rises for affordable and reliable energy, the technology investment is creating cost efficiencies, solving business problems and accelerating growth.

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The Pluto LNG onshore gas plant.

Cargo transported on an LNG tanker from the North West Shelf Project in Western Australia.

Woodside CEO and Managing Director Peter Coleman is seeking out expertise from other industries to prepare for the future.

The company realises innovation is essential to long-term sustainability, underpinned by a strategy focusing on driving innovation across the value chain.

NASA, CSIRO and the Australian Robotics Research Alliance (ARRA) are strategic partners in its vision for the adoption and creation of robotics and automation technology.

Woodside EVP Exploration & Technology Shaun Gregory said teaming up with NASA was delivering significant benefits across the business.

“Woodside’s collaboration with NASA is a good example of how technologies developed for space exploration have relevance to other industries,” Mr Gregory said.

“We are combining our knowledge of cognitive science with NASA’s expertise in Robonauts to explore how robotic technology can improve safety, reliability and efficiency in high-risk and remote environments.”

Mr Gregory conceded that artificial intelligence will revolutionise the future of work, but said concerns that the

Under Woodside’s development proposal for Scarborough, gas will be processed through an expansion of the pictured Pluto LNG onshore gas plant.

application of new technologies could lead to job losses were misplaced.

“We are embracing innovation and turning it to our advantage,” he said.

“Woodside has a proud history as a pioneer of the oil and gas industry and now we are taking the industry to new frontiers by adopting and developing innovation that builds on our strengths but challenges our thinking.

“Technologies that provide quicker access to knowledge can free up people's time, allowing them to think creatively, achieve more and succeed sooner.

“In our industry, that can help us make better decisions faster and potentially accelerate the commercialisation of a resource.”

“With every generation, the types of jobs that are needed change, and we are currently undergoing another generational change.

“As a society, we need to ensure our future workforce develop the skills that will be needed.”

Mr Coleman said the industry’s transformation demanded a strong imagination of how work is undertaken in the future to support progress on developments.

Woodside EVP Exploration & Technology Shaun Gregory said artificial intelligence will revolutionise the future of work, but concerns of job losses were misplaced.

“Our industry has decades of experience to draw on and learn from, but the world is changing fast - and we need to be prepared to change with it. As we embark on a new phase of growth, we are focused on the future and our role in it,” he said.

AUSTRALIAN-FIRST SPACE AGENCY Woodside’s technological expertise was on show in May this year, with the company’s Perth office showcased to launch the first Australian Space Agency.

Aimed at increasing Australia’s current 0.8 per cent share of the $US345 billion global space economy, $41 million will be invested to establish the agency and facilitate tripling the size of the country’s domestic space industry to up to $12 billion by 2030.

“Woodside is utilising space technology, for example, to get rid of the dirty, dull and dangerous in automated mining and to create, quite literally, more jobs,” Innovation Minister Michaelia Cash said, using Woodside as a cutting-edge example.

“Because of the demand for space-related technologies, Woodside has been able to add on a whole new workforce specifically designated to this type of work.” RP

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BRISTOW KEEPS OFFSHORE

resources on the move

Bristow Helicopters has been a critical part of Australia’s oil and gas industry for over 50 years, providing safe and reliable transport for workers heading to production facilities hundreds of kilometres offshore.

BRISTOW is a leader in the highly specialised offshore aviation market ferrying crews to and from every major oil and gas operator on Western Australia’s North West Shelf and the business has soared with the industry it services.

Australia's resource provinces are often so remote that many thousands of people, from cleaners, machinery operators to specialist engineers, travel to work by air.

Most workers are employed on a fly-in flyout basis, living on site for short periods before travelling home for a break at the end of their swing.

Some of the most remote and challenging destinations are the offshore oil rigs and production platforms along WA’s North West Shelf. Thousands of people are employed in the offshore oil and gas industry and more than 20 percent travel on a Bristow helicopter to work – more than 70,000 passenger journeys every year.

Bristow Helicopters Australia was the first civil helicopter transport company to work in oil and gas, making its debut in the 1960s as WA emerged as an important player on the world market.

Entrepreneurial founder Alan Bristow had a vision for using helicopters to safely transfer passengers, which was previously done by marine transfer. The use of helicopters reduced transfer time and improved the safety of passenger transfers. With his vision and lead, others followed, and today the use of helicopter transfer is commonplace and a critical part of oil and gas projects.

Over 50 years since operations began; leading resource companies like Woodside, ConocoPhillips, INPEX, BHP, Shell, Santos, Vermilion, Origin, Quadrant and Chevron have depended on Bristow to provide safe and reliable transport for their offshore workers.

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The North West Shelf has been the company's major focus since we began operating in Australia.

- Daniel Bowden “The North West Shelf has been the company’s major focus since we began operating in Australia,” said Asia Pacific Region Area Manager Bristow Helicopters Australia, Daniel Bowden. ”Our reach has continued to grow and we now provide services across the nation from fixed wing operations in the Northern Territory, through to rotary operations in the North West Shelf to Victoria’s Bass Strait.”

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The Bristow search and rescue crew showcased its expertise with a successful mission, finding two boys stranded for 21 hours, in remote waters earlier this year.

BRISTOW TO THE RESCUE Routine crew changes are Bristow’s core business, but the company’s flight crew are an important part of the community providing crucial medical evacuations and marine search and rescue operations.

Remote offshore operations can be a high-risk environment and Bristow’s staff are trained, equipped and ready for any mission with specialised flight/ technical crew and engineering support staff regularly participating in simulated exercises involving community rescue organisations, commercial vessels and oil and gas companies.

This is crucial to ensuring Bristow is prepared for any situation.

“Our work on the North West Shelf has really showcased how exposed and remote the region is and the huge distances we have to cover. Our reach

and response time is outstanding,” Mr Bowden said.

“Bristow is often the only quick response air transport available between the mainland and the rigs so we provide a 24/7 medical evacuation service. If someone is ill or injured we can reach them in a matter of hours.”

“We also provide search and rescue support in the event of someone falling overboard or if found adrift at sea or in remote terrain we have the capacity for day-winching to help retrieve persons from land or water.”

“Whether people are working offshore or there’s a recreational boating incident, it’s comforting to know we are there, working closely with emergency services and with the support of our clients to help keep everyone safe along our coastline.”

Earlier this year, Bristow’s crew

headed a desperate rescue mission searching the remote waters off Ningaloo Reef for two teenage boys missing at sea. After 21 hours with no food, water or safety gear, the eagleeyed Bristow crew defied the odds, successfully locating the teenage boys and winching them to safety.

“Bristow has a proven track record in the conduct of safe and efficient offshore helicopter operations in support of the oil and gas industry within the Asia Pacific Region,” Mr Bowden said.

“We are justifiably proud of our history in Australia, across both our crew change and Search and Rescue operations; a result of Bristow’s past, present and future commitment to safety that is encapsulated in our Target Zero philosophy, and remains our number one core value - safety first.” RP

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Opportunities abound

as Territory lifts fracking ban A project forecast to create around 4000 jobs is pressing full steam ahead following the lifting of a hydraulic fracturing ban in the Northern Territory.

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NTOS

announced a MA MEM new contract B AM to transport gas along the NGP to Dyno Nobelowned n chemicals ci t e c i v ot company P Incitec Pivot’s Gibson Island fertiliser plant in Brisbane.

The new deal will see Jemena transport at least 32TJ of gas a day, adding to another contract on the pipeline to transport 31TJ per day of gas to Incitec Pivot’s Phosphate Hill plant in northwest Queensland.

It is one of a number of agreements Incitec Pivot has entered into for the interim supply of gas to ensure a sustainable future at its Gibson Island facility.

IPL Managing Director & CEO Jeanne Johns said it was one of many efforts from the company to ensure the sustainable future of its Gibson Island facility and called on the East Coast gas industry and Governments to “recognise that domestic manufacturing needs affordable gas prices to remain viable”. RP

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works for many years, with the removal of the hydraulic fracturing ban in the Northern Territory just what was needed to spark confidence and assure viability of an extension to the Galilee Basin.

It comes after Jemena last year signed a binding agreement with Galilee Energy to work together towards agreed development milestones which will fast-track plans to deliver a large new source of gas from Galilee Energy’s Glenaras Gas Project in the Galilee Basin in central Queensland to the east-coast domestic gas market.

Jemena’s Executive General Manager of Corporate Development, Antoon Boey, said large new sources of gas need to be produced and delivered to the market as quickly as possible to overcome gas supply concerns on Australia’s east coast.

“By undertaking the early planning works, both Jemena and Galilee Energy will be ready to proceed to front end engineering and design (FEED) on both pipeline and field development in 2019 with the objective of first gas to market in 2022,” he said.

Jemena’s Managing Director Paul Adams said the NGP is expected to be completed later this year, with early works on the expansion planned for next year.

In June this year, Jemena also

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LEADING OIL and gas producer Santos hailed the resumption of onshore gas exploration as an opportunity for Australia to reap similar benefits to America’s shale oil revolution.

“With exploration and appraisal success, the NT’s McArthur Basin has the potential to do for the NT and Australia what the shale gas revolution has done for America, providing the competitive advantage to breathe life back into energy-intensive industries and generate wealth for the nation,” Santos CEO and Managing Director Kevin Gallagher said.

“Opening up access to this clean energy resource in the Territory is a great outcome for national energy security, potentially attracting new energy-intensive industries to Darwin and supporting new and expanded pipelines connecting to the east coast domestic gas market.”

“This is a great outcome for Territory communities because it will reinvigorate the economy there, generating jobs, local business opportunities and the social investments that gas companies make to help build a better future for the communities in which we operate.”

Mr Gallagher pointed to a window of opportunity to also grow LNG exports as global supply gaps open up in the early to mid-2020s.

The lifting of the moratorium also gave energy company Jemena the certainty required to announce it would progress expansion of its $800 million Northern Gas Pipeline (NGP).

Early estimates on works to expand and extend the NGP have indicated the cost of the project between $3 and $4 billion.

The NGP, a 622 kilometre pipeline linking Northern Territory gas to the east coast market via a pipeline from Tennant Creek to Mount Isa, is expected to be finished by late 2018.

Expanding the pipeline has been in the

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Industry leaders guide

Resources 2030 Taskforce Australian Resources and Energy Group AMMA recently brought together some of the sharpest industry minds to inform the Resources 2030 Taskforce of the challenges and opportunities facing the sector.

THE RESOURCES 2030 Taskforce Report will be well-guided after AMMA facilitated two roundtable consultations with key resources and energy industry leaders.

CEO-level executives from a broad cross-section of AMMA’s membership came together for roundtables to discuss the industry’s challenges and opportunities with Minister for Resources and Northern Australia Matthew Canavan and Taskforce Chair Andrew Cripps.

The first meeting in May guided the initial direction of the Taskforce, while industry leaders once again came together in July to drill down on pressing matters for the sector and assist in fine-tuning the Taskforce’s report due later this year.

“These roundtable meetings were attended by senior executives from some of Australia’s most significant employers across the hard rock mining, coal, oil and gas and related service sectors,” Steve Knott, AMMA Chief Executive, said.

“We were pleased to host these roundtables as part of an invaluable consultation process which has guided the work of the Resources 2030 Taskforce, established by Minister Canavan to ensure the long-term future of Australia’s resources sector.”

The Taskforce was established by the Australian Government to examine and make recommendations on ensuring Australia’s resources and energy sector remains globally competitive and sustainable.

It seeks to generate reform ideas that will help ensure the long-term future of Australia’s resources sector.

Key themes raised by industry leaders at the roundtables included: • Infrastructure – The importance of a long term view and planning to overcome challenges in developing infrastructure, being central to new resources development.

CEOs from AMMA’s membership discussed the key industry issues for the future with the Resources 2030 Taskforce.

Industry leaders discussed key topics for the resources and energy sector's future at the Brisbane roundtable.

• Reduce red tape – To support reduced complexities of multi-faceted government interactions as an obstacle to progression, including but not limited to land exploration licenses, royalties and employment.

• Technology – Develop a strategy to position Australia as a world leader, attract economic support for research, innovation and technology.

• Facilitating the right skills – Attract and train the skills the resources industry needs in the longer term.

• Industry to inspire and lead – Development of a culture that motivate generations of Australians to appreciate and support the resources industry as sustainable, job creating and for the benefit of a brighter future for all Australians.

Mr Knott said the Minister expressed his gratitude and noted it was one of the best industry consultation exercises he has undertaken in recent times.

The Taskforce was due to release its final report in August. RP

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collaborative approach for gas development Operators in the Carnarvon Basin have been challenged to join forces and improve efficiencies, after the Australian boss of energy giant Chevron laid out a bold vision for the next phase of hydrocarbons development.

CHEVRON Australia managing director Nigel Hearne has an ambitious blueprint for the future of Western Australia’s Carnarvon Basin, focusing on better collaboration to unearth the region’s full potential.

The cornerstone of his grand plan is a multi-user, open access offshore pipeline, connecting shared offshore infrastructure, to facilitate better connectivity between operators in the basin.

Plans to stimulate development at one of the country’s most prospective regions comes 66 years after the company’s maiden discovery of Carnarvon Basin oil.

“A Trans Carnarvon Basin Trunkline could link remote accumulations such as Scarborough, Thebe and the Exmouth fields, to existing gas facilities such as the North-

West Shelf, Pluto and Wheatstone,” Mr Hearne said.

“Something like this would enable gas from offshore fields to flow to where it is needed, and when it is needed via an onshore interconnector across the Burrup Peninsula.

“Combining this with existing pipelines to shore that interconnect with the Dampier Bunbury Natural Gas Pipeline, the opportunities for system optimisation and value creation are mind boggling.”

Today the basin is a sprawling network of oil and gas infrastructure generating billions of dollars in revenue and creating thousands of jobs.

“Going forward, greater industry collaboration, supported by governments, will most efficiently unlock the resources in the ground and extend the benefits,” Mr Hearne continued.

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Oil and gas teamwork a proven world-wide model Infrastructure collaboration is not common in Australia, but it’s an established practice elsewhere around the world, according to Chevron boss Nigel Hearne.

“There are many other examples where industry collaborates in non-competitive areas, such as logistics, to deliver shared benefits and lower costs - we can do the same right here,” Mr Hearne said.

1. The North Sea - a network of pipelines and hubs. Chevron leverages third party infrastructure through its partnership in the critical ‘Forties’ pipeline. This pipeline system brings onshore much of our operated and nonoperated oil and gas.

2. In Canada, the Basin Wide Transportation and Transshipment System provide the structure for cooperation among the nine oil producers in Atlantic Canada. The nine producers share costs and access to tanker and terminal capacity.

3. The United States shale gas ‘revolution’, which Mr Hearne witnessed firsthand in Pennsylvania’s Appalachian basin. “There, the resource was developed safely and responsibly through collaboration with companies, communities and governments, working together to deliver energy security for the region,” he said.

A satellite image shows the enormity of the Gorgon LNG Plant on Barrow Island.

“It will ensure the most economically efficient approach to the future development of Australia’s offshore resources.

“Collaboration will maximise the potential of Australia’s abundant resources. As we develop more fields and bring them to shore to fill available LNG processing capacity, we’ll get more LNG to market and with it greater volumes of domestic gas for Western Australia.”

Mr Hearne challenged other companies operating in the region to match the vision of those who explored and founded the Carnarvon Basin and North West Shelf.

“It’s important we look at the next phase of opportunities in the Carnarvon Basin and understand what our industry’s vision is and are we developing current and future opportunities in the best way possible?” he said.

“Key challenges will be ensuring the soon-to-be 11 LNG trains currently in production run at a 100 percent capacity over the next 30-plus years, along with delivering sufficient supplies of natural gas to the domestic gas market and improving our international competitiveness to attract ongoing investment.

“Meeting these challenges will require a significant shift in how we go about our business and I believe it’s time for us to

reinvoke the vision and big thinking of the North-West Shelf pioneers and take a shared approach to the development of the basin.

“With a few exceptions, historically we’ve seen ‘go it alone’ and point-topoint development strategies in the basin. They have suited individual players and the record $200 billion investment spend by the industry.”

The upshots of collaboration would drive efficiencies, minimise duplication of infrastructure and boost Australian government revenue. By working together, Mr Hearne believed development of several hydrocarbon fields, including remote, deep and current uneconomic fields, became more likely.

“We need to think about what is possible if we were to work together to create a truly interconnected gas gathering system which would ensure no resources are left in the ground or value on the table,” he said.

“We minimise duplication of pipeline infrastructure, and keep our established gas plants full, creating an interconnected and efficient transportation system.

“It also delivers greater domestic gas volumes to shore enabled by increased LNG volumes and we create the best possible opportunities for local industry and WA jobs.

“The industry’s environmental footprint

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is also improved by having a smaller number of pipelines.”

“An interconnected basin will provide the most efficient and economical solution to develop the gas of the future.”

The proposal would further contribute to Perth’s ever-growing reputation as a world-class LNG services hub and invite local companies to supply, service and operate an expanded offshore and onshore gas industry.

“If we get it right, it optimises development of potentially stranded resources and has superior economics over individual or ‘point-to-point’ concepts, keeping LNG and domestic gas plants full for longer and helping secure Australia’s energy future,” Mr Hearne said.

The idea of an interconnected gas gathering system would be a lucrative proposition carrot in attracting the next wave of investment.

And Mr Hearne said the timing couldn’t be better to explore a more collaborative approach as the appetite for cleanerburning natural gas grows.

Global LNG demand projections and supply forecasts indicate strong gas demand out to 2030 and beyond.

“One of the major opportunities of a concept like this is the ability to bring more

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and reliable supplier of cleaner-burning natural gas to customers in the region,” Mr Hearne said.

“Through ongoing collaboration, we need to invest in both the infrastructure and the local skills and capability required to maintain our long-term energy position and contribute to the jobs of the future.

“Benefits are expected to flow through to Australian industry, arising from local project management, drilling and completion activities and subsea infrastructure installation.”

The Wheatstone platform and pipeline are operational and ready for production starting from the second LNG train this year.

domestic gas to the WA market, as a result of developing hydrocarbon fields that might otherwise languish,” Mr Hearne said.

“Creating value through sharing existing infrastructure, filling existing processing capacity and building new, right-sized, multi-user infrastructure delivers the efficiencies and significant economies of scale necessary to ensure energy supplies for decades to come.”

But Mr Hearne understands it’s a scheme requiring a myriad of other factors to be successful.

“Let’s not forget, achieving an interconnected basin will still rely on attracting the necessary investment to commercialise these remote and technically challenging fields,” he said.

“It will require inspired industry leadership, political and fiscal conditions that support investment for these long-term and capital-intensive projects, and it will require government and regulatory support.”

Described as a once-in-a-generation strategic opportunity, individual interests would need to be set aside to create additional value across a basin-wide system.

“Collaboration will make the pie bigger, not just take a bigger slice of a smaller pie,” Mr Hearne said.

WHEATSTONE IN FOR THE LONG HAUL The company’s Wheatstone facility lays claim to being Australia’s first liquefied natural gas (LNG) hub and celebrated its first shipment in October 2017. Located 12 kilometres west of Onslow on the Pilbara coast of Western Australia, Wheatstone’s onshore facilities consist of two LNG trains with a combined capacity of 8.9 million tonnes per annum (MTPA), and a domestic gas plant.

“This is the most effective way to open Wheatstone is considered a legacy up new gas resources and deliver energy asset that will be an important contributor security and greater economic benefits. to the Australian economy for the next 30 “While our industry has faced these types of challenges before, and can again, plus years, providing significant economic, social and community benefits. adapting to new and greater barriers will “Wheatstone, along with the Gorgon mean doing our business in a different way.

“Visionaries have got Australia to this point, Project, forms part of a new generation of facilities positioning Australia as a leading let’s shape our shared energy advantage by and reliable supplier of affordable natural embracing a new vision for our future.” gas to the world," Mr Hearne said.

At full capacity, the Wheatstone GORGON FIRES UP STAGE TWO Long term supply has been ensured for Project’s two train LNG facility is expected to contribute around six percent of the Chevron Australia’s Gorgon natural gas Asia Pacific region’s total future LNG plant with the company green-lighting production, delivering 8.9 MTPA of LNG stage two of the project in May this year. for export to customers in Asia.

The Gorgon natural gas facility is one The Project’s domestic gas plant also of the world's largest LNG projects and has the capacity to produce 200 terajoules the largest single resource project in per day of domestic gas for the Western Australia's history.

Australian market. When combined with The $55 billion project will produce a domestic gas from the Chevron-operated targeted 15.6 million tonnes of LNG a Gorgon Project, there is capacity to year, with stage two part of the original produce 500 terajoules per day - about 50 development plan for Gorgon. percent of current domestic gas supply in Stage two includes the expansion Western Australia. of the subsea gas gathering network Production started from Wheatstone’s required to maintain long-term natural second LNG train in June, transforming gas supply to the LNG plant and Chevron from project builder to worlddomestic gas plant on Barrow Island. class operator and leading domestic gas “Our world-class natural gas facilities supplier to Western Australia. RP have transformed Chevron into a leading

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ECONOMY & FINANCE

NEW DAWN FOR AUSTRALIA’S

LNG industry

Shell’s landmark project – the world’s largest offshore floating facility – is one step closer to start-up. The much-anticipated Prelude floating liquefied natural gas (FLNG) project clocked up a significant milestone in June with the introduction of gas on board.

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The gigantic Prelude FLNG facility, measuring 488m long and 74m wide, is readying for operational phase.

THE IMPORT of gas from the Gallina, an LNG Carrier from Singapore, is the latest development as the much-hyped Prelude facility prepares to extract, liquefy and store gas at sea, before it is exported to customers around the globe.

Prelude’s utilities can now switch to run on gas rather than diesel, with intake of gas an opportunity to test processes and systems before the subsea wells are opened at start-up.

The Gallina’s arrival was the first time a vessel had berthed side-by-side with Prelude and tested its offloading arms, specifically designed to ensure safe offloading while both the facility and the other vessel are moving.

Once on board, the LNG makes its way through process equipment and pipework and is stored within tanks in the hull of the facility, specifically designed to withstand the ‘sloshing’ of the product that could happen due to the movement of Prelude.

Four of the huge LNG tanks, at 39,000 cubic metres each, are now full.

Prelude vice president David Bird was

Now, more than ever, we must maintain our unrelenting focus on the safety of our people and our environment.

- Didrik Reymert excited to reach the milestone but remains focused on the end goal.

“It’s equally important we don’t lose sight of the end goal – the safe and reliable startup of our incredible asset, Prelude, and the delivery of gas to our customers,” he said.

Prelude Project Director Didrik Reymert stresses the importance of safety now the facility is ‘live’.

“The risk profile of the facility has changed fundamentally and this has a great impact on how we work,” he said.

“Now, more than ever, we must maintain our unrelenting focus on the safety of our people and our environment.

“Introducing gas onto Prelude is an important step towards start-up but there

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is a lot of work to do before we get there.”

The next step will be to test and ready the LNG plant on board Prelude in preparation for opening the wells, followed by ‘start-up, ramp-up’ period before LNG is produced.

Measuring 488m long and 74m wide – the length of four football fields – the Prelude comprises five times more steel than the Sydney Harbour Bridge, is almost double the length of the Titanic and more than 20 times as wide.

Prelude reached Australian waters in late July last year, where it will be located in the Browse Basin, approximately 475km north-north east of Broome in Western Australia, for the next 20 to 25 years. RP

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