World Mining Magazine by World Mining Magazine

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Women in mining: a business imperative Gender is on the agenda in the mining industry

March 2015

World Mining

World Mining Magazine

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Welcome to the new edition of World Mining Magazine. World Mining Magazine is distributed across the globe to companies who are directly involved and supply the global mining industries. Our readers consist of Presidents, VP’s, Directors and senior management. The magazine is distributed in hard copy printed format and is also delivered electronically. Our current subscribed readership stands at approximately 93,050 (23,750 in hard copy print and 69,300 in electronic format). The magazine will also be distributed at all major exhibitions and conferences and additional copies will be printed for distribution at these events. We have opportunities for companies to advertise and submit editorial for future editions and also for companies to feature as the front cover and lead article. Please take a look at the media information (figures last updated December 2014) and if you require anymore details please contact us at info@ogsmag.com

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TOTAL 93050

Readers by Position: POSITION

READERS

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World Mining Magazine is published by Worldwide Business Media Limited, London, EC1V 2NX United Kingdom. Registered No. 6809417 England/ Wales. VAT No. 972 7492 76. All rights reserved. Reproduction in whole or any part without written permission is strictly prohibited. Liability: while every care has been taken in the preperation of this magazine, the publishers cannot be held responsible for the accuracy of the information herein, or any consequence arising from it. All paper used in this production comes from well managed sources.

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Magazine

World Mining

Contents

Cover Story Page 6:

World Mining Magazine 2015 World Mining Magazine is published by Worldwide Business Media Limited, London, EC1V 2NX United Kingdom. Registered No. 6809417 England/ Wales. VAT No. 972 7492 76. All rights reserved. Reproduction in whole or any part without written permission is strictly prohibited. Liability: while every care has been taken in the preperation of this magazine, the publishers cannot be held responsible for the accuracy of the information herein, or any consequence arising from it. All paper used in this production comes from well managed sources.

Women in mining: A business imperative

EDITORIAL: NEWS AND FEATURES

Page 14 GE Mining: Meet the coal mining machine that never sleeps Page 18 New collaboration agreement at Goldcorp’s Red Lake Gold Mine Page 18 Sirius Resources begins to mine nickel at Nova Page 21 OZ Minerals in A$10 million deal to move HQ to Adelaide Page 21 Intertek invests over £1 million expanding corrosion testing facilities Page 22 News in brief Page 22 New conveyor belt cleaner from Martin Engineering Page 25 2014 Mining M&A activity lowest for 10 years Page 28 The Liebherr Troubleshoot Advisor improves service efficiency Page 30 BHP Billiton: Technology and innovation in global mining Page 42 VersaDev Page 44 Vale celebrates sister port agreement with Qingdao Port Page 47 Bureau Veritas: Risk and safety services Page 52 Atlas Copco’s Minetruck MT42 gets major upgrade

Page 4 Page 19 Page 20 Page 23 Page 24 Page 24 Page 26 Page 29 Page 37 Page 41 Page 43 Page 46 Page 51 Page 56

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Worldwide Business Media Ltd. Tel: +44(0)203 5751249 Sales email: info@ogsmag.com Editor email: editor@ogsmag.com

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Women in mining: a business imperative There are fewer women in mining than in other industries, but gender is on the agenda now, reports Martin Ashcroft

World Mining Issue 2

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AngloAmerican

ining has historically been a manâ&#x20AC;&#x2122;s world, but the industry has changed in many ways over the last 50 years. It is still thought of as a heavy industry, of course, but the heavy lifting is now done by modern machinery rather than muscle power. Most mining jobs today involve knowledge and skills in areas like geology, engineering and technology, rather than physical strength. Mining is by no means the only industry to have undergone major change, but while modernisation

elsewhere has generally brought a dramatic increase in the participation of women in the workforce, there are still fewer women in mining than in any other industry you can mention. Why that should be the case is a question that has exercised the minds of many industry organisations (not exclusively female) and a consensus seems to be emerging that the best way for women to make a decisive move into the mining old boysâ&#x20AC;&#x2122; club is to demonstrate the business case for their inclusion. You can understand a typical

man in a typical mining company feeling a little suspicious of, if not threatened by, initiatives promoting women. Positive discrimination can, understandably, cause resentment because gender based recruitment targets do at first sight appear discriminatory. The major sponsors of women in mining understand that stamping their feet or chaining themselves to the railings is not the way to win votes in the 21st century, so if their campaigns are to gain any traction, their ideas need to be clearly explained. Itâ&#x20AC;&#x2122;s not

Women in mining the finalists in the 2015 Women in Resources Awards sponsored by The Chamber of Minerals and Energy of Western Australia. Announcing the finalists CME chief executive Reg Howard-Smith said: “Nationally over the past ten years the number of women working in the resources sector has more than doubled. It is vital to keep this momentum.” The inaugural Thiess Women in Resources National Awards (WIRNA) were held in Brisbane last September. One of the awards was actually won by a man. Stuart Forrester, operations manager for Iluka’s Narngulu operations, was recognized as Gender

“Where our workplaces are more inclusive and collaborative, we achieve superior performance results”

about men v women, they insist, it’s about diversity. Despite peaks and troughs in the world economy in general, and in mining in particular, the underlying trend is towards growth. The mining industry is therefore always looking to recruit, and if a woman is qualified and capable of doing the job there is no reason aside from prejudice to deny it to her. But if every woman who wanted to work in mining could get a job if she was good enough, we wouldn’t need gender targets and all the programmes and initiatives that

clutter companies’ annual reports and corporate social responsibility statements. There are barriers to be overcome, that’s for sure.

Awards

If the number of awards in the industry is any yardstick, there must be plenty of women in mining already. Wherever there are mines in the world there are mining awards, and in recent years there has been a proliferation of awards for women. Voting is taking place as I write for

Diversity Champion for increasing the proportion of women at the WA mining operation from 16.5 percent in 2012 to 25.4 percent in 2013. Mike Fraser, human resource president at BHP Billiton, gave the keynote address at the WIRNA ceremony. “Diversity and inclusion make good business sense,” he said. “We have found that where our workplaces are more inclusive and collaborative, we achieve superior performance results. Safety results are better, production is more stable, employee engagement is higher and turnover is lower.” So there are oases of diversity and the usual suspects are once again in the vanguard, but if diversity is to flourish across the industry as a whole, campaigners have to win support in the boardroom, and women have to gain entry there themselves. Female representation at board level has been somewhat stagnant lately, however, but has been dragged back into the headlines by the publication of Mining for Talent 2015 – A review of women on boards in the mining industry 2012 -2014, the third annual

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report on the subject by the lobby organisation Women in Mining (UK). Co-authored with PwC and sponsored by some of the industry’s heavyweights, including Anglo American, BHP Billiton, Glencore, Newmont and Rio Tinto, the report analyses gender diversity at board level in the top 500 global mining companies, making it an authoritative document on the subject. The report examines the correlation between company performance (financial, environmental, social and governance) and the presence of women on management teams and boards. It also contains the results of a survey of male and female mining

“The argument for more women in leadership roles in the mining industry is a business imperative, not just a debate about equality” industry professionals, highlighting what they see as barriers to entry for women in the industry. Another revelation is that the percentage of women on mining company boards has risen no more than one percent a year over the last three years. In the top 100 listed mining companies the proportion of women rose from 8 percent to 11.1 percent from 2012 to 2014. Over the top 500 listed mining companies it rose from 4.9 percent to 7.9 percent. No wonder people are campaigning about it. You would expect the sponsors to be among the pacesetters, and in general you would be right. At Anglo American, in 2013 over 15 percent of the workforce were women. They don’t say how many of those are secretaries and how many work at the coal face, as it were, but that’s a question for another day. At Rio Tinto women represented 18 percent of the workforce, 14 percent of board members and 15 percent of senior managers.

The last of the all-male boards

It doesn’t always follow that early adopters of diversity at grass roots level feel the same way about welcoming women into the boardroom, however. Glencore, for instance, another key sponsor of Women in Mining (UK), was until 2014 one of only two companies in the FTSE 100 without a woman on the board. The other, incidentally, was another mining company— Antofagasta. The latter appointed Vivianne Blanlot as a non-executive director

in March 2014. Glencore followed in June 2014 with the appointment of Patrice Merrin, a Canadian former mining executive, as an independent non-executive director. The UK government played a key role in the demise of the all-male board in this country. In 2011 there were 21 companies in the FTSE 100 with all-male boards. After former trade minister Lord Davies set targets for female representation, by mid-2014 Glencore was the last to comply, but not before a little public haranguing from business secretary Vince Cable.

Women in mining

In comparison with the FTSE 100, however, the figures for mining companies alone show that in 2012 less than half (47%) of the top 100 listed mining companies had female board representation. This increased to 58 percent in 2013 and rose again in 2014 to 61 percent. The percentage of the top 100 listed mining companies with more than two women on the board has more than doubled over the three years the reports have been produced, but only from 16 percent in 2012 to 34 percent in 2014. The WIM (UK) report also found that

although the number of women on boards has increased by 3.1 percent since 2013, 94 percent of positions are non-executive roles. Canadaâ&#x20AC;&#x2122;s largest mining company, Teck, for instance, appointed Laura Dottori-Attanasio and Tracey McVicar as non-execs last November. Both were recruited from leadership roles in the financial services industry. While these appointments contribute to the level of female representation in the industry, it is doubtful whether they are exactly what WIM (UK) and its supporters are striving for.

Better, you would think, for women to work their way up the management chain, gaining experience in operations, and then to be promoted from within. But the number of women in executive positions has barely changed in recent years. In the top 100 mining companies the percentage rose fractionally from 11.3 percent in 2012 to 11.49 percent in 2014. The top 500 mining companies made marginally more progress, with the percentage of female executives

World Mining Magazine Issue 2 www.ogsmag.com

increasing from 10 percent in 2012 to 11.48 percent in 2014, but it’s hardly a tidal wave.

A business imperative

Eschewing the social and emotional grounds for encouraging thparticipation of women at all levels of mining, the WIM (UK) report concentrates on delivering the message that diversity is good for business. “In this final report, after three years of analysis, the results can’t be denied,” says Amanda van Dyke, chair of Women in Mining (UK).

“The argument for more women in leadership roles in the mining industry is a business imperative, not just a debate about equality. Mining companies will find it harder to enjoy sustainable long-term best-in-class success so long as gender diversity remains off the agenda.” The report claims “a correlation between women on boards and better dividend yield, earnings per share, enterprise value to reserves (EV/R) and return on capital employed,” but is careful to acknowledge that “a correlation between two variables

does not necessarily imply that one causes the other.” WIM (UK) believes, nevertheless, that the correlation is “sufficient for us to take notice.” A similar conclusion was drawn on the opposite side of the world. The Mining Industry Human Resources Council (MiHR), in its report, RampUP: A Study on the Status of Women in Canada’s Mining and Exploration Sector, commented: “A critical mass of women at all levels of an organisation, including senior management, has been linked to higher organisational performance.”

Women in mining

university and college enrolment in the geosciences is almost equal between men and women. “Something clearly happens along the career path to deter women from advancing, because the numbers of women dwindle consistently from entry, to a sparse population at board levels.” Stephney Dallmann, director at PwC and WIM (UK) executive board member, added: “Through the process of producing this report we have spoken directly to the people that matter and we hope the report will be the catalyst for

“Something clearly happens along the career path to deter women from advancing because the numbers of women dwindle consistently”

Barriers

This year’s WIM (UK) report was the first to look in depth at the factors preventing more women from reaching the highest levels. “The mining industry has long suggested that the lack of women in management was due to a lack of qualified women,” says van Dyke. “Our analysis shows that there are more than enough talented women for the wide variety of roles available.” One significant statistic emerging from the report is that while almost a third of graduates recruited into mining were female, by the time they reached

mid-level management the proportion of women had fallen to 10 percent. To fix the “leaky pipeline” the report concludes, “it may be important for more companies to introduce schemes for women to gain operational experience if we are to increase the number of women that ultimately reach the executive board level in the mining industry.“ A recent article by The Global Mining Standards and Guidelines Group (GMSG) explodes the myth that the lack of available women begins with education. In Canada, it points out,

the mining industry to make a change and welcome more female candidates.” She may be a little over-optimistic in this hope, however, as Courtnay Hughes, project manager, sector studies, at the MiHR points out. ”Even if your company adopts and promotes an inclusive culture,” Hughes explains, “mining is faced with a unique challenge in dealing with multiple environments. “You’ve got the mine site. You’ve got the corporate office, individuals in the field doing exploration, all being linked together in the sector. What can happen is you may have a strong corporate policy about respect in the workplace and diversity, but getting that to trickle to all sites and all places that your company is doing business is a challenge.” If boardrooms can be convinced of the business imperative, however, we may see more female faces around the table sooner rather than later.

World Mining Magazine Issue 2 www.ogsmag.com

Meet the coal mining machine that never sleeps 14

GE Mining

Deep below the earth’s surface, a curious, flat, snake-like machine is busy slicing its way through low and narrow coal seams. It’s longer than a bus, barely the height of a tennis racket, and rarely needs to stop as it leaves behind vast underground caverns supported by pillars of coal and rock. Known as the GE Fairchild F330, it’s one of just a few continuous mining machines that can selectively target these narrow seams to extract high quality coal between soft, sedimentary rock. With each swing of its unique double helix shearers coal is extracted from the mine wall and automatically channelled onto a conveyor belt that carries it directly to the surface. Not only does this continuous system make mining more productive, the shearers are perfectly designed to minimise coal dust to create a cleaner, safer environment for miners. That’s achieved in part by the use of wet head shearers that leave room for air to sweep across the coalface, diluting dust and methane. The highly targeted movement of these shearers extracts coal that’s largely uncontaminated by other types of rock, reducing production time and costs. Finally, when the coal seam has been fully extracted, the F330 conducts a final pass through the mine and drills through the pillars to extract recoverable material, allowing the roof to collapse as it leaves each room. “There are coal seams so low and narrow that it would be impossible to get to them without an F330,” said Craig Setter, General Manager, at GE Mining Equipment. “Even under the harshest conditions the F330 is a very productive, very safe approach to mining in places most equipment simply can’t access.”

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Lucky Baldwin Mine - Big Bear, California (Logan Brumm)

Monthly news & features

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New collaboration agreement at Goldcorp’s Red Lake Gold Mine

Goldcorp has signed a collaboration agreement with Wabauskang First Nation which provides a framework for the development of its Red Lake Gold Mines and offers long-term benefits for the northwestern Ontario First Nation. Goldcorp now has collaboration agreements in place with all of the First Nations which assert Aboriginal and treaty rights near its active operations in Canada: Red Lake Gold Mines, Musselwhite Mine, Porcupine Gold Mines and Éléonore Mine. “This new agreement is about so much more than economic benefits,” said Brent Bergeron, Goldcorp’s executive vice president of corporate affairs and

sustainability at the signing ceremony on 29 January. “It’s about long-term partnership, open dialogue and shared prosperity. It demonstrates our company’s ongoing commitment to develop Northern Ontario’s natural resources in a mutually-beneficial and sustainable way, and will bring welldeserved recognition to the people of Wabauskang.” “This agreement is a significant achievement for our community,” said Wabauskang Chief Martine Petiquan. “Agreements like this one are an essential part of ensuring that our treaty rights are respected when companies want to develop the lands and resources in our territory.”

Sirius Resources begins to mine nickel at Nova Australian exploration company

Sirius Resources began mining at its Nova mine in Western Australia, exactly as planned on 26 January 2015 - Australia day, following receipt of statutory approvals. Mining at Nova started exactly two and a half years after the discovery announcement, which the company said was “extraordinarily rapid progress for a nickel mine of world significance.” The company also told investors that

The collaboration agreement includes skills training and employment opportunities for business development and contracting, and a framework for issues resolution, regulatory permitting and Goldcorp’s future financial contributions. Red Lake is a municipality in the Canadian province of Ontario, 332 miles northwest of Thunder Bay. Red Lake Gold Mines is one of Goldcorp’s top producing sites, yielding over 400,000 ounces of gold in 2014. The company is expanding development in the Red Lake area through its Cochenour project, which is expected to produce first ore later this year.

it had identified capital cost savings of A$30 million without compromising quality, due to the highly competitive nature of the mining services sector at the present time. “It is very satisfying to have started mining of Nova exactly two and a half years since the announcement of its discovery,” said MD Mark Bennett. “We have started the project on time, on plan and significantly within original capital expenditure budget estimates.”

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Monthly news & features

OZ Minerals in A$10 million deal to move HQ to Adelaide

OZ Minerals has agreed to move its headquarters from Melbourne to Adelaide after the South Australian government offered the inducement of a A$10 million investment in a research partnership. The company owns and operates the high quality Prominent Hill coppergold mine and the Carrapateena advanced exploration copper-gold

project. “The move makes sense as OZ Minerals’ two major copper assets . . . are here in South Australia,” said SA Premier, Jay Weatherill. “The State Government is investing $10 million to partner with OZ Minerals and local universities to develop new technologies aimed at unlocking our unique but deeply covered mineral

deposits,” he added. In last year’s feasibility study OZ Minerals estimated that the Carrapateena deposit could be developed into a $2.98 billion mine with a life of 24 years, delivering more copper and jobs than Prominent Hill. “This sends a clear signal to other resource and energy companies that South Australia wants to be the nation’s resources hub and we are prepared to invest in innovation to grow business and create new jobs,” said Weatherill. OZ Minerals is also investing $18m as part of its commitment to the partnership, which is said to include the construction of a demonstration plant. In its market announcement, OZ said it was downsizing its “corporate structure and cost base” for the move to SA, which will take six months. The company has also begun a strategic review of its business operations, scheduled for completion by April. In the quarter ending 31 December 2014, OZ Minerals produced 26,002 tonnes of copper, taking annual production to 92,615 tonnes, ahead of the 85,000 to 90,000 guidance range. It also produced 36,288 ounces of gold, taking annual production to 148,192 ounces, also ahead of the 130,000 to 140,000 guidance range.

Intertek invests over £1 million expanding corrosion testing facilities Intertek has invested £1.2m expanding its centre of excellence for corrosion testing services to help extend the life of assets and equipment in the oil and gas industry. The expansion, driven by major new contract awards worth around £1m, takes the total investment in the Manchester, UK, site to over £5m since it first opened in 2008. Originally consisting of two units with a total size of 10,000 sq ft, the facility has been extended twice previously

and now covers 27,000 sq ft. “We believe that our newly expanded facility is the largest of its kind in the world,” said Graeme Dicken, Business Manager for Testing at Intertek Production and Integrity Assurance. The additional space will ensure that we can meet the increasing demand from clients to tackle the problems they are facing with respect to the use of materials and chemicals in extreme environments.” The site provides specialist

laboratories for sour service, high pressure/high temperature, coatings and non-metallics, chemical treatment testing and particularly corrosion fatigue studies. Corrosion is reported to cost the oil and gas industry $1.4bn annually. As well as the Manchester centre of excellence, Intertek has an established international network of corrosion and production chemistry laboratories in Aberdeen, Houston, Kuala Lumpur, Abu Dhabi and Adelaide.

Monthly news & features The University of British Columbia’s Sauder School of Business will launch an Executive MBA in Strategic Mining Management in September 2015 to provide the business and operational training and social and environmental perspectives necessary for a sector bracing itself for a demographic shift in leadership. “Over the next five to ten years, many mining executives will be retiring,” said Rohan Hazelton, VP Strategy, Goldcorp Inc, the lead industry partner for the program. “The industry needs a new wave of leadership.”

New conveyor belt cleaner from Martin Engineering

World Mining Magazine Issue 2 www.ogsmag.com

* * * Centaur Holdings has acquired prospecting rights for the De Roodepoort Coal Project in Mpumalanga Province, South Africa. Mine planning works will now commence on the prospecting rights and further drilling is planned in the first quarter of 2015. De Roodepoort is estimated to have ‘in situ’ reserves of over 54m tons and a ‘life of mine’ of over 25 years. Centaur Group CEO Daniel McGowan said: “The recently completed acquisition of the Prospecting Rights is part of Centaur’s strategic plan for its mining division.” * * * Centerra Gold and Premier Gold Mines are forming a 50:50 partnership to own and develop the latter’s Trans-Canada properties in Ontario, including the Hardrock Gold project. Centerra will contribute up to C$300m ($239m) in cash to the partnership, while Premier will contribute all the property, assets and rights it holds in respect of the property. * * * Atlas Copco is to discontinue its Powercrusher mobile crushing and screening business at its plant in St. Valentin, Austria, this year. The company will arrange for customers to continue to receive aftermarket service and support for their existing fleet. “We are discontinuing this business as it does not fit strategically for us,” said Johan Halling, President of Atlas Copco’s Mining and Rock Excavation Technique business area.

Martin Engineering has designed a new conveyor belt cleaner with a reduced purchase price and a lower overall cost of ownership. The heavy-duty primary belt cleaner delivers the same performance and durability as the model it replaces, while reducing the amount of urethane going to landfill. The Martin QB1 Cleaner HD also features a no-tool replacement process that can be performed safely by one person in less than five minutes. Reduced weight will also facilitate easier blade replacement, and the one-pin mounting system helps reduce downtime for maintenance. “We’ve simplified the manufacturing process and also re-engineered the blade itself,” explained global engineering manager Paul Harrison. “The new profile will be less complex to produce, and because it can be roll formed or manufactured on a press brake, it will be easier to source throughout the world from any Martin Engineering manufacturing site.” The QB1 HD uses Martin Engineering’s unique CARP technology (constant angle radial pressure) to maintain the most

efficient cleaning angle and pressure against the belt. A low blade-to-belt pressure of around 2psi helps protect the belt, splice and cleaner itself. As the blade wears, neither the surface area nor the angle is compromised, ensuring maximum performance throughout its life. The QB1 HD is available in lengths of 18 to 96 inches and can also be ordered in 10-foot slugs, allowing distributors or customers to cut to length for increased versatility. “This design also features a simpler cut-to-length process,” Harrison continued. “Instead of keeping a number of different blade sizes in inventory, distributors and customers can stock the 10-foot sections and cut to length as needed.” * * * Headquartered in Neponset, Illinois, Martin Engineering provides manufacturing, sales and service from factory-owned business units in Brazil, China, France, Germany, Indonesia, Mexico, South Africa, Turkey, India and the UK, and under exclusive license with ESS Australia.

Monthly news & features

2014 Mining M&A activity lowest for ten years

he number and value of merger and acquisition deals in the global mining and metals sector hit a ten year low in 2014, according to research published by analysts Ernst & Young, with most transactions being driven by divestments and forced sales in the face of falling commodity prices and risk-averse capital markets. EY analysis released today shows it was the fourth consecutive year of declining M&A activity in the sector, with deal volumes down 23% year-onyear from 703 in 2013 to 544 in 2014, the lowest volume of deals since 2003. Overall deal value was down 49%

year-on-year from US$87.3 billion in 2013 (excluding the Glencore/Xstrata merger) to US$44.6 billion in 2014, the lowest since 2004. EY Global Mining & Metals Transactions Leader Lee Downham acknowledges that the outlook for 2015 varies by commodity, but comments that, “while there is a sense that the mining and metals M&A market has hit its trough, deal activity is likely to remain subdued in the face of ongoing price volatility and capital discipline across the industry. “Distressed situations may drive opportunistic buying in certain

commodities, “ he continues, “but most industry acquisitions will be mergers between equals that provide synergies for both parties, or consolidation opportunities.” In other words, it’s likely to be a good year for vultures, unless you help each other stay alive. The EY research shows that buyers came largely from within the sector during 2014, with 82% of deal value and 71% of deal volumes undertaken industry acquirers. The number of megadeals (defined as being more than US$1b) fell by nearly 40% from 18 in 2013 to just 11 in 2014.

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Liebherr

The Troubleshoot Advisor Improves Service Efficiency 28

Liebherr-Mining Equipment has developed an advanced software tool in order to minimize downtime by maximizing troubleshooting efficiency. Available online or offline in specific cases, the Liebherr Troubleshoot Advisor is capable of detecting the cause of existing breakdowns for mining trucks and excavators and proposing a procedure according to the results of diagnostic tests. This software tool is currently supporting the field service teams in more than 20 countries. Based upon recent artificial intelligence developments, the Troubleshoot Advisor assesses and reports the probability of potential incidents based on data collected by Liebherr personnel. For example, if the breakdown symptom is “The truck won’t start,” the system presents a series of diagnostic questions for the technician in order to derive the root causes of the breakdown. As the software is used the problems and possible solutions are continually calculated and catalogued, and as more data is gathered the more accurate the Troubleshoot Advisor will become. This continual development reduces troubleshooting time and costs associated with lengthy mean time to repair. The Troubleshoot Advisor is a “learning” system that improves its performance over time as data about the typical causes of and most relevant solutions for specific problems are entered into the system. This technology is used in many different industries, especially in the medical and aerospace fields. Since the system’s inception, the Troubleshoot Advisor has integrated more than 1,000 guides for a range of hydraulic mining excavators from the R 9250 to the R 9800, as well as for the T 282 C mining truck. The system contains more than 5,000 troubleshooting actions for improving machines availability, and thanks to personnel feedback this expert knowledge base is growing every day.

World Mining Magazine Issue 2 www.ogsmag.com

BHP Billiton:

Technology and innovation in global mining 30

Mining is the backbone of BHP Billiton. Formed from a merger between BHP and Billiton, two small mining companies founded in the mid-1800s, BHP Billiton is now a world leader in the diversified resources industry. The company is among the worldâ&#x20AC;&#x2122;s largest producers of major commodities including aluminium, coal, copper, iron ore, manganese, nickel, silver and uranium, and have substantial interests in oil and gas. The diversification of the BHP Billiton portfolio continues to be a defining attribute, along with a forward thinking philosophy that embraces innovation and technological advancement. 31

World Mining Magazine Issue 2 www.ogsmag.com

History Billiton’s roots trace back to 1851 and a tin mine on a little known island in Indonesia, Billiton (Belitung) island. Billiton became a global leader in the metals and mining sector and a major producer of aluminium and alumina, chrome and manganese ores and alloys, steaming coal, nickel and titanium minerals. Billiton also developed a substantial and growing copper portfolio. Broken Hill Proprietary’s rich history began in a silver, lead and zinc mine in Broken Hill, Australia. Incorporated in 1885, BHP engaged in the discovery, development, production and marketing of iron ore, copper, oil and gas, diamonds, silver, lead, zinc and a range of other natural resources. BHP was also a market leader in value-added flat steel products. BHP and Billiton merged in June 2001, becoming one of the world’s largest diversified resources businesses that is today among the world’s largest producers of major commodities, including aluminium, coal, copper, iron ore, manganese, nickel, silver and uranium, and with substantial interests in oil and gas. In 2010, BHP Billiton celebrated its 150th anniversary and three significant milestones: Billiton’s establishment on 28 October 1860, BHP’s incorporation on 13 August 1885 and BHP Billiton’s listing on the Australian and London Stock Exchanges on 29 June 2001.

Business Areas BHP Billiton’s’ aluminium business has a portfolio of assets in three stages of the primary aluminium value chain: mining bauxite, refining bauxite into alumina and smelting alumina into aluminium metal. 32

It is one of the world’s largest integrated producers with operations in South America, Southern Africa and Australia. Aluminium is a widely used non-ferrous metal with demand driven by end use consumption in transportation, packaging, construction and household items. Its nickel business is one of the world’s largest nickel miners, the fifth largest refined nickel producer and a global supplier of nickel to the stainless steel industry. BHP Billiton has two producing assets located in Australia and Colombia. Austenitic stainless steel, or nickel-containing stainless steel, promotes a more stable and ductile structure that contributes to corrosion resistance. This product is instrumental to many industries including architecture, transport, aerospace, medical and heavy industries as well as chemical processing and energy applications. Nickel is also an essential element in many non-stainless steel applications like specialty alloys, foundry, chemicals and refractory material industries. In May this year BHP Billiton announced a review of its Western Australian Nickel West business, comprising the Mt Keith, Cliffs and Leinster mines and associated concentrators, the Kalgoorlie smelter, the Kambalda concentrator and the Kwinana refinery. This review is now complete and the preferred option, the sale of the business, has not been achieved on an acceptable basis. The Company will only pursue options that maximise value for shareholders. At this time, Nickel West will remain in the BHP Billiton portfolio as a non-core asset and the Company will continue to operate the business to realise its full value. Nickel West Asset President, Paul Harvey, said: “The focus of Nickel

West will remain on delivering safe and efficient production whilst pursuing every opportunity to maximise productivity, to reduce operating costs and increase free cash flow.” The manganese business has two producing assets located in Australia and South Africa and is a world leader in the seaborne supply of manganese ore and a global producer of manganese alloy.

BHP Billiton

Manganese is an indispensable element in the manufacturing of steel, which in turn is an essential material in many industries including construction and transportation. Its use in the steel making process results in increased strength, resistance and machinability. BHP Billitonâ&#x20AC;&#x2122;s globally diversified coal business produces thermal coal primarily for use in the electric power generation industry and high quality hard coking coal

for use in the international and domestic steel industry. With operations strategically located in areas with seaborne access, the business delivers logistical advantages to its customers. BHP Billiton has access to dedicated deep-water ports allowing the use of large capacity vessels to further build on regional logistic advantages. There are eight thermal coal operations located in South Africa, Australia, the United States and South America.

In addition to seaborne supply into the Atlantic and Pacific markets, BHP Billiton services domestic markets in South Africa, Australia and the United States. Metallurgical coal has a total of eleven operations and a further two green-fields mines under construction in Australia. These assets produce high quality hard coking coal, which is an essential raw material in the production of steel. This high quality hard coking coal is produced from low cost asset bases in Queensland (predominantly 33

World Mining Magazine Issue 2 www.ogsmag.com

open cut mines owned in an alliance with Mitsubishi Development Pty Ltd and Mitsui) and New South Wales (100 per cent underground operations). With long life reserves, a strong portfolio of undeveloped resources and key infrastructure, the Coal business has the flexibility to continually expand BHP Billiton’s production capacity in line with customer needs. In October this year BHP Billiton opened the US$3.4 billion Caval Ridge Mine, which has created around 500 jobs in Queensland. Caval Ridge Mine is the BHP Billiton Mitsubishi Alliance’s eighth operation in the region and will initially produce up to 5.5 million tonnes per annum of premium quality metallurgical coal. The mine was delivered below budget, and produced its first coal three months ahead of schedule. BHP Coal President, Mr Dalla Valle said the official opening was an opportunity for BHP Billiton and Mitsubishi to showcase a world class new mine in Queensland, which will contribute to Australia’s coal export industry. “Today’s opening of the Caval Ridge Mine is a significant milestone for BHP Billiton. The operation will produce metallurgical coal for the steel industry and has been constructed with the latest technology to be one of the most productive, sustainable and highly performing metallurgical coal mines in the world,” he said. “Energy efficiency is a key focus for the mine and was built into its design and management system. This includes the use of highly efficient equipment and the optimisation of truck, shovel and dragline movements. This 34

improves the efficiency of our energy use and helps minimise our greenhouse gas emissions. Since commencing operation, the Caval Ridge team has already achieved an Australian record for the amount of overburden moved by a shovel in one week.” Mr Dalla Valle noted that recently BHP Billiton’s Coal business has needed to make some difficult decisions to ensure its operations remain sustainable. “We are confident that if we maintain our productivity focus then we will continue to have a globally competitive business that will provide employment opportunities for generations to come,” he said. Mr Dalla Valle said he was proud of the diverse workforce at Caval Ridge Mine, which helps shape a positive and productive culture at site. “Caval Ridge Mine’s workforce, who commute from Cairns and Brisbane, include 21 per cent females, three per cent Indigenous and 43 per cent new-to-industry employees. We have invested considerably in recruiting and training new entrants to the coal industry who will work alongside some of our experienced operators,” he said. “Having a FIFO operation enabled us to reach a wider potential employee pool across the State, not only bringing greater diversity but also enabling us to share the economic benefits of the mine more broadly. Over 30,000 people applied for around 950 roles at Caval Ridge and its sister mine Daunia.” BHP Billiton, in partnership with Mitsubishi, is the largest employer

in the Bowen Basin region, with over 7,000 employees. Of the eight operations, six have a residential workforce and FIFO is just one part of the company’s workforce offering, enabling choice for employees on where they would like to work and live. BHP Billiton’s copper business has an excellent portfolio of mining operations with substantial growth opportunities and a number of expansion opportunities — both greenfield (new sites) and brownfield (developments on existing sites).

BHP Billiton

This is allowing the company to expand production significantly through various projects. With a portfolio of large, low-cost mining operations — including the Escondida mine in Chile which is the world’s largest single producer of copper — the aim is to become the pre-eminent supplier in copper through capacity expansions, reliable supply and innovative solutions. The operations also produce uranium oxide concentrate, lead concentrates and zinc concentrates, and provide

base metal concentrates to custom smelters and copper cathodes to rod and brass mills and casting plants. BHP Billiton is also focused on exploration. Its greenfield activities allow exploration of some of the most geologically prospective terrains across a wide array of countries and operating environments. Exploration activities include opportunity identification, application for and acquisition of mineral title, early reconnaissance operations to multimillion-dollar delineation drilling

programs. BHP Billiton Iron Ore is one of the world’s leading iron ore producers with operations in Australia and Brazil, selling lump and fine product from Australia and iron ore pellets from its Samarco operation in Brazil. Principal iron ore operations are based in the Pilbara region of northern Western Australia. The operation comprises a complex integrated system of seven inland mining operations, more than 1,000km of rail, 35

World Mining Magazine Issue 2 www.ogsmag.com

stockyards and two separate port facilities located in Port Hedland. These operations are owned through a number of Joint Venture arrangements. BHP Billiton Iron Ore is a 50:50 joint venture partner with Vale at the Samarco operations in Brazil. Iron ore is a major component in many modern office towers, including iconic structures around the world. It is also used extensively in motor vehicles, washing machines, refrigerators, ovens and other white goods. In pursuing ongoing growth plans, BHP Billiton Iron Ore is committed to working with its local communities to support sustainable development in the region and ensure their needs are incorporated into the company’s expansion plans. BHP Billiton Petroleum has exploration, development, production and marketing activities in more than a dozen countries around the globe, with a significant position in the deep water Gulf of Mexico, onshore US and Australia. Petroleum also operates assets in the United States, Australia, United Kingdom, Trinidad and Tobago and Pakistan. Its oil and gas strategy is to focus on material opportunities, at high working interest with a bias for operatorship. It also holds interests in exploration blocks, exploring for significant upstream opportunities in proven basins and promising prospects around the world using the latest seismic and geophysical technology to locate new resources.

14,500 square kilometres of highly prospective ground in the Saskatchewan potash basin. The Jansen Project, located 140 kilometres east of Saskatoon, Saskatchewan, is its most advanced project and is in feasibility study stage.

Innovation and Advancement BHP Billiton has always looked to new technologies to better manage its businesses and safeguard the wellbeing of its employees. For example, the potential to be exposed to situations that result in fatigue exists in many BHP Billiton operations. Driver fatigue, working long hours and failure to identify the symptoms of fatigue and personal factors that can contribute to fatigue are all major safety concerns. BHP Billiton is working to ensure operations have programs that increase fatigue awareness and highlight the impact of personal factors on the issue. Its operations are also required to have fatigue management plans in place to better address potential exposure.

BHP Billiton’s potash activities are aimed at potash project development. Its interest in potash is via development projects largely within the Canadian province of In the specific case of driver fatigue, .nossravPotash laH & nossrais vllaa H dglobally na RT ,nediloB :noitdrowsiness cudorp dna tnetnomay C Saskatchewan. be exacerbated by ,dnulgöH tgneB :snoitartsulli dna sotohP nossravlaH & nossravllaH :ngiseD traded irregular schedules ,otohcommodity pkcotSi ,dnaleiW ,mprimarily ahruD miT ,nossuused alO leinaD ,llaWshift ed sraLwork ,greB nafand etS littnA anilE ,nergmloH aniluaP ,nogaaJ ,aideM eroM ,xipnacS ,muesuM åetfellekS as a,afertiliser. BHP Billiton has.nårybkfiarG aand poses safety risks to drivers and ksnevS ,nothgirC lieN .4102 ,others mlhtS GMTwho :gnitnirshare P exploration rights to over the road. In 2011, 36 3

two of its businesses, New Mexico Coal, in the US, and Western Australia Iron Ore (WAIO), in Australia, modified controls to manage driver fatigue. At New Mexico Coal, technology detects driver drowsiness (which can manifest as micro-sleeps) through infrared sensors fitted to the dashboard of mobile equipment and gives drivers an immediate audio alert. The technology, called ‘Seeing Machines Driver Safety System’, is viewed as less invasive than systems that require specialised eyewear and it also provides real-time reporting of micro-sleeps so supervisors can stop the driver quickly if needed. Results from the initial six-month period show the system raised worker fatigue awareness and the number of fatigue-related incidents decreased from 169 to 46. The technology is used alongside a worker education program that emphasises the importance of a healthy lifestyle in managing fatigue. At WAIO, rosters were amended in FY2011 to better manage fatigue. WAIO also revised its fatigue training process and improved tracking to ensure all personnel complete the training. Fatigue training is now included in the WAIO induction program, a EFIL NREDOM ROF SLATEM

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World Mining Magazine Issue 2 www.ogsmag.com

Supervisors are obliged to complete additional training to help them create a culture where fatigue is actively and openly discussed and to develop skills in identifying signs and symptoms. BHP Billiton is also looking to new technology to improve its business. In 2013 it began piloting and introducing new technologies in selected assets including integrated remote operating centres, autonomous haulage, autonomous drilling and different ways of evaluating and modelling ore bodies. BHP is moving to what it calls ‘Next Generation Mining’. This is driven on one hand by technology advances in autonomy and sensing. That coincides with a drive for growth in far more complex, deeper, lower-grade ore bodies.

Striving For Excellence In October this year BHP Billiton presented its plans simplify its portfolio, in order to maximise value and shareholder returns by reducing operating costs and improving capital efficiency. BHP Billiton Chief Executive Officer, Andrew Mackenzie, said: “We are confident that our productivity drive will be accelerated by the demerger proposal we announced in August. A simpler portfolio, focused on our 19 core assets, will retain an optimal level of diversification while generating even stronger growth and margins.” Production from the core portfolio is expected to grow by 23 per cent over the two years to the end of the 2015 financial year as the Company completes high-return, brownfield projects and embeds productivityled volume gains. BHP Billiton remains on track to meet all 2015 38

financial year production guidance. The Group has cut unit costs across all its mineral businesses and expects further reductions across the core portfolio. Unit costs at Western Australia Iron Ore fell 12 per cent in the second half of the 2014 financial year and a 25 per cent reduction is expected in the medium term. Production costs in the Copper business have also fallen despite grade decline. Escondida unit costs declined by 22 per cent in the last two years and we forecast another five per cent reduction in the 2015 financial year. At Queensland Coal, a 24 per cent reduction in operating costs has reestablished the business as a leader in its industry. BHP Billiton expects to reduce unit costs by a further 10 per cent, to below US$90 per tonne, in the 2015 financial year as it continues to increase throughput from its installed infrastructure. In Petroleum, forensic benchmarking of every component of our Onshore US drilling program has significantly improved capital productivity. Drilling costs in the Black Hawk fell 16 per cent in the 2014 financial year. Onshore US operating costs are also expected to improve with a 10 per cent reduction forecast in the 2015 financial year. BHP Billiton expects to embed a minimum of US$3.5 billion in annualised productivity gains7 by the end of the 2017 financial year with more than US$2.3 billion to come from cash cost savings. The company’s longstanding capital management framework defines four priorities for cash flow: to retain a solid A credit rating to maintain a strong balance sheet through the cycle; to at least

maintain or grow its progressive base dividend in every reporting period; to invest selectively in highreturn opportunities through the cycle; and to return excess capital to shareholders in the most efficient way. Mr Mackenzie said: “We see our capital management strategy as a precondition to maximising shareholder value. It has allowed us to invest through the cycle and grow our dividend at an average annual rate of 17 per cent over the

BHP Billiton

last decade without interruption. Our core portfolio includes a suite of development options that are expected to generate an average rate of return of over 20 per cent. As our capital efficiency improves we will be able to create more value for less investment. We believe we can significantly reduce annual capital expenditure relative to our current plans while maintaining our growth trajectory.” BHP Billiton’s focus in Iron Ore and Coal is to safely stretch

the potential of our existing infrastructure and equipment. In Copper, BHP Billiton holds many of the industry’s best brownfield development options with projects under evaluation at Escondida, Spence and Olympic Dam. In Petroleum, the Group continues to prioritise value over volume, which dictates a focus on Onshore US liquids development and investment in high-return brownfield projects across the Conventional business.

Mr Mackenzie said: “In the Eagle Ford and Permian we are forecasting liquids production of approximately 200 thousand barrels per day by the 2017 financial year. This is expected to generate significant value as investments in our liquids-rich Onshore US wells typically generate returns of over 50 per cent. In time, we expect to fully develop our Haynesville gas field given the quality of our acreage. As we look to improve the balance of liquids and gas across our Petroleum portfolio we have 39

World Mining Magazine Issue 2 www.ogsmag.com

initiated the marketing of our Fayetteville acreage. However, we will only divest the field if it maximises value for shareholders.â&#x20AC;? In closing, Mr Mackenzie said: â&#x20AC;&#x153;Our strategy, including our commitment to a strong balance sheet, has worked well for our owners. We have delivered a total shareholder return of 394 per cent over the last decade including US$64 billion in dividends and buy-backs. By safely improving operating and capital efficiency we will maximise value and increase cash returns to our shareholders. Improving our competitiveness will benefit shareholders and the local communities and economies in which we operate.â&#x20AC;? BHP Billiton never takes its performance for granted. It continues daily to strive to safely operate all of its assets at capacity and continue to identify those resources that it will leave to the next generation of BHP Billiton leaders. BHP Billiton is committed to the health and safety of its people, the environment and the communities in which it operates. The long-term nature of its operations allows it to establish long lasting relationships with the host communities where it works together to make a positive contribution to the lives of people who live near its operations and to society in general. An unrivalled portfolio of high quality growth opportunities will ensure BHP Billiton continues to meet the changing needs of its customers and the resources demand of emerging economies at every stage of their growth.

World Mining Magazine Issue 2 www.ogsmag.com

VersaDev

VersaDev Established in 2000 in Adelaide, South Australia, VersaDev provides businesses with turnkey off the shelf and bespoke technology solutions. At start-up the company worked on solutions for local government. In 2002 VersaDev were asked to become a Microsoft certified partner, a move that greatly increased the company’s visibility in the marketplace. VersaDev strengths are its staff and their ability to quickly respond to its clients’ needs. The business has been built through enterprise level managed solutions, and VersaDev’s close partnerships with its client base. BHP Billiton is the world’s largest diversified resources company. It is also VersaDev’s biggest client in terms of software usage by processing volume. The partnership began with BHP’s Shared Services Centre in Adelaide. BHP wanted a fast turnaround for their software needs and VersaDev were able to provide a range of solutions. The business critical nature and deliverable timing of their projects, with implications for business process improvements and the need for access for independent auditing, required a solution which was flexible, easily manageable yet needing to be delivered rapidly. Based on the Microsoft .NET Framework and delivered through the web browser, VersaDev systems provide BHP Billiton personnel with the ability to use a solution which is real time, eliminate labour intensive manual processing, utilise user security based workflow and sign-off and report effectively on outcomes. VersaDev also provides BHP Billiton with versaSRS, a flexible and scalable solution for managing service request processes. As a result, BHP Billiton has adopted versaSRS for managing service requests for both Human Resources, Supply & Financial Services to effectively manage required actions and requests internally throughout the organisation globally. The nature of BHP Billiton’s business is continual improvement and they have people in the business who are dedicated to this, so the fit with VersaDev was good. As time as gone on and the partnership has grown this ethos remains within BHP Billiton right across the globe. Most recently VersaDev has been working with BHP Billiton at their headquarters in Saskatoon, Canada, to deliver a stakeholder community communications system that provides transparency across the various projects in the region. It is a reflection of BHP Billiton’s ongoing ethos that they are keen to be highly visible and accountable within the local community. The partnership with BHP Billiton has been a good local story for a local Australian firm. 42

World Mining Magazine Issue 2 www.ogsmag.com

Vale celebrates sister port agreement with Qingdao Port

An innovative agreement establishing sister-port relationship between Vale’s Ponta da Madeira Port Terminal in Brazil and the Port of Qingdao in China was signed, which paves the way for increasing iron ore trading volumes between Brazil and the Port of Qingdao together with information exchanges and studies of common interest and mutual benefit. Under the agreement, Ponta da Madeira Port Terminal and the Port of Qingdao will further strengthen their cooperation to exchange information, best practices and studies in relation to trade vitalization and promotion of shipping routes between Brazil and China. This includes examining improvement opportunities in logistics and transportation services for increasing of iron ore volumes; cooperative port planning and development, port operation and management, procedure optimization and productivity improvement; use and promotion of low-carbon products and scientific and technological achievements. These low-carbon projects and green initiatives to improve logistics methods and processes, as well as exchanges on energy savings and emission reduction efforts, highlight the commitment to environmental sustainability of Vale and the Qingdao Port Group. Mr. Luiz Meriz, Iron Ore Marketing Director of Vale, signed the agreement together with Mr. Cheng Xinnong, President of Qingdao Port Group. Located in the northeast state of Maranhão in Brazil, Ponta da Madeira is capable of accommodating five ships at the same time. It is mainly used to export iron ore, and also handles manganese ore, copper concentrate and pig iron produced by Vale, as well as third parties’ pig iron and soybeans. In 2013, Ponta da Madeira was responsible for the shipment of 112 million tons, of which 105.6 million tons of iron ore. Port of Qingdao is located on the east coast in North China. It is an important hub for international trade in the West Pacific and one of the world’s largest ports with comprehensive functions. In 2013, Port of Qingdao handled 450 million tons of cargo and its container volume was 15.52 million TEU, both ranking world’s No. 7. Annually handling over 100 million tons of inbound iron ore, Port of Qingdao is an important discharging port and distribution center for iron ore. 44

Vale

airgreenland.com

We know the drill

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Our 12 robust AS-350 helicopters can handle almost any task. It is the ideal helicopter for sling operations with our experienced and competent long-line sling pilots.Â Our 8 Bell 212s with their versatile and spacious cabins, are effective in mobilizing your exploration camp. Our Dash 7s are very flexible combi/cargo aircraft that can meet all passenger and cargo requirements. With its unparalleled STOL capability, it matches the short runways all over Greenland and it is capable of landing on frozen lakes and other simple runways. We are simply your sustainable choice in Greenland. You just have to ask.

Air Greenland Charter, Tel. +299 34 34 34, e-mail: glcharter@airgreenland.gl, www.airgreenland.com/charter

Bureau Veritas

Industry Division Risk and Safety Services in the UK

Founded in 1828, Bureau Veritas is a global leader with genuine depth of experience with international risk management. Our reputation is based on the quality and competence of our professional engineers with regulatory and operational experience across the entire lifecycle of major hazard installations in the UK and worldwide. Safety Reports: A full Range of Services for COMAH and Safety Case Compliance We write safety reports which reflect our clients’ specific design and management arrangements, demonstrating compliance with regulatory requirements and agreed codes of practice. We perform consequence and risk modelling including Quantitative Risk Assessment, Cost Benefit Analysis and survivability solutions for emergency systems in both onshore and offshore installations.

Key Benefits:

• • • • • •

Provides a rational basis for improved decision making and monitoring of risk controls in particular for layout planning and equipment selection Identifies targets for risk reduction in a cost effective manner and provides design basis for fire and blast protection mitigation measures Compliance with national and international design codes and regulations Provides inputs to as low as reasonably practicable demonstration Identifies Safety Critical Procedures and Equipment Clear documentation available for auditing by management and Health & Safety regulations.

Risk Management Workshop Facilitation We provide effective and optimised hazard identification and risk management by facilitating workshops using the following risk methodologies: HAZID, HAZOP, ALARP, SIL, LOPA, FMEA, SIMOPS and CRA. Our clients continue to use our engineers due to their pragmatic approach to workshop facilitation, which ensures group participation and a comprehensive design review covering the asset lifecycle. We provide transparent, clear and auditable reports to demonstrate compliance to Health & Safety regulations that site risk is being managed to levels as low as reasonably practicable. This means supporting our clients in the management of hazards and implementation of any necessary safeguards identified during the workshop. We also work with our clients to ensure continuity of process safety knowledge and competence of their personnel in the key risk areas at your facilities.

Key Benefits:

• • • • •

Systematic approach to hazard identification to allow for adequate HSE planning to ensure safety through all lifecycle phases Potential hazards / deviations from intended design function are identified and corrected HSE process and equipment hazards are revealed Compliance with national and international design codes and regulations Workshop sessions and action responses are auditable by management and legislative inspectorates

Bureau Veritas

Process Safety Management

Relying on real-world experience, our engineers help you improve performance and manage risk by providing Process Safety Management (PSM) solutions designed to statutory obligations and best practice guidance across the oil & gas, manufacturing, power & utilities, nuclear, pharmaceuticals and aerospace sectors. We work closely with our clients to determine which PSM improvements are appropriate, and help innovate new processes or revamp an existing programme. We fully plan, design and develop PSM programmes, converting industry standards into site-specific procedures and provide implementation support.

Key benefits

• • •

Development of systems / procedures that prevent unwanted releases of hazardous substances The instilling and strengthening of the process safety culture and operational discipline required to achieve excellence The assessment and continuous improvement of your PSM performance.

Our services include

• • • • • • • • • •

Process Safety information review & regulatory compliance Design, implementation and benchmarking of corporate process safety management standards and systems to international best practice Process Safety Performance Indicators Operating procedures Employee participation, training & competency assurance Contractor management Management of change systems Permit to work Audit & inspection Incident investigation HAZID - Hazard Identification Study HAZOP - Hazard and Operability Study ALARP - As Low As Reasonably Practicable SIL - Safety Integrity Level, LOPA – Layer of Protection Analysis FMEA - Failure Mode and Effect Analysis FMECA - Failure Mode, Effects and Criticality Analysis SIMOPS - Simultaneous Operations System CRA - Coarse Risk Analysis QRA- Quantitative Risk Assessment CBA - Cost Benefit Analysis

Our geographical network

Global QHSE provider Established: 1828 Coverage: 140 countries Locations: 1,330 offices and laboratories Employees: 61,600 Aberdeen

Servicing UK clients in: Grangemouth Glasgow

Newcastle Upon Tyne Belfast

Durham

Dublin

World Mining Magazine Issue 2 www.ogsmag.com

Warrington

Hull

Manchester

Birmingham

Great Yarmouth

Milford Haven Harlow London

Witham Canvey Island

• • • • • • • • • • •

Banking and international finance

• •

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Food supply chain Government and public sector Marine and shipping Metals and minerals Nuclear Oil and gas Power and utilities Property Refining and processing Retail and consumer products supply chain Wind: onshore and offshore

Plymouth

• •

270 offices and labs 16,300 employees

Europe, Middle East and Africa

Asia-Pacific

• •

670 offices and labs 23,600 employees

390 offices and labs 21,700 employees

t: 0845 600 1828 e: info@uk.bureauveritas.com w: www.bureauveritas.co.uk

BR/IRB/0414

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World Mining Magazine Issue 2 www.ogsmag.com

Atlas Copco

Atlas Copcoâ&#x20AC;&#x2122;s Minetruck MT42 gets major upgrade

Atlas Copco

217

The popular 42-tonne truck from the Atlas Copco Minetruck range looks set to embark on another successful journey following a major upgrade for increased productivity, safety and sustainability. Atlas Copcoâ&#x20AC;&#x2122;s Minetruck MT42 was introduced to the market in 2009, and has since been a faithful workhorse for mines around the world. Now a range of new improvements has given this 42-tonne capacity vehicle the means to beat its own high productivity record. The most striking upgrades are a newly designed box with an innovative tailgate solution and a new engine alternative fulfilling engine emission regulations. 53

World Mining Magazine Issue 2 www.ogsmag.com

Atlas Copco

New box with tailgate

The new box is made of high strength steel. It has the same physical envelope size as the previous model, but with a reduced dump height. The geometry is new with optimized internal plate angles, making it easier for material to be released. In addition, the new box is equipped with an innovative tailgate, which acts as a spill guard. The tailgate folds down automatically behind the box before dumping without affecting either ground clearance or visibility for the rear view camera. The gate is hydraulically operated and the status of the gateâ&#x20AC;&#x2122;s position is presented for the operator on the display in the cabin.

Tier 4 final engine

The new engine alternative for Minetruck MT42, the Cummins QSX15, meets the exhaust emission requirements of both EPA Tier 4 final and EU Stage IV, moving forward to meet near-zero emission levels. Compared to Tier 3 emission levels the new engine represents a 90 percent reduction for both PM (particulate matter) and NOx (nitrogen oxides). The engine installation is fully integrated into the design of the Minetruck MT42 and the Atlas Copcoâ&#x20AC;&#x2122;s Rig Control System, RCS. As an example, the status of the particulate filter and the level of the diesel exhaust fluid tank can be monitored on the display in the cabin. The engine alternative is only suitable for markets with supply of Ultra Low Sulphur Diesel (ULSD), and low ash engine oil. 54

Atlas Copco Atlas Copco

Retarder for higher speed

The Minetruck MT42 is also prepared for an optional electromagnetic retarder braking system. When hauling downhill, the retarder creates resistance and retardation, providing wear-free braking. Under the right conditions it can also allow for a higher speed, resulting in increased productivity. This solution can be especially useful in applications with a high degree of haulage downhill with load, such as haulage of waste rock fill or in cut and fill applications. “All these new features make this truck even better when it comes to productivity, safety, reliability and sustainability”, says Marcus Lundbergh, Product Manager at Atlas Copco. “It’s all about moving as much ore as possible in a safe and controlled manner and the upgraded Minetruck MT42 is unmatched in doing that.” Atlas Copco says it will be ready to start deliveries of the new Minetruck MT42 in 2015. For further information please contact: Marcus Lundbergh, Product Manager Phone: +46 (0)70 191 5781 E-mail: marcus.lundbergh@se.atlascopco.com Patrik Johansson, Project Leader Marketing Communications Phone: +46 (0)70 602 1249 E-mail: patrik.johansson@se.atlascopco.com 55

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