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Although AustraliaÆs coal mining industry is currently experiencing a pleasing period of price relief, long-term trends toward lower real prices will surely continue. Higher price levels attract expansion by existing operators and market entrance by new operators. History clearly demonstrates the relentless long-term march toward ever lower real prices. Therefore, the need for economic returns applies constant pressure to improve productivity. To be sustained, high productivity requires a systematic response based on a solid understanding of critical productivity determinants. The most powerful determinant of productivity is now widely understood to be workplace culture. Culture largely comprises a combination of behaviours, symbols and attitudes. This paper will examine and review scienceÆs latest discoveries in human behaviour. It will provide a proven, practical framework for understanding behaviour and applying this knowledge. Significantly, it will highlight why conventional approaches toward improving productivity often provide disappointing economic returns. The modern understanding of behaviour factors will cover coal face operations. More importantly, because executive and managerial levels in coal mining have significantly greater impact on industry and mine productivity the paper will concentrate on leadership. Particular emphasis will be placed on use of modern systems and in particular use of what are by far the most powerful drivers of behaviours û measurement, analysis and reporting systems. The paper and presentation will show how conventional systems rooted in antiquated American legislation from the early 1900s stifle productivity improvement and drive suboptimal and even counterproductive behaviours. These commonly used systems will be compared with accurate and effective modern methods for assessing performance to improve productivity. These principles are proven in all industries and effective application in mining will be highlighted. Actual results will be used to demonstrate practical approaches successfully applied in both metal and coal mining in Australia and overseas.

Jan 1, 2005

By M I. Roberts

Corporate and workplace culture, as many owners, directors, executives and managers know, is by far the most powerful determinant of productivity. It’s much more significant than buildings and equipment. Yet although no one today would build a building or machine without a plan, few leaders have a plan for building and sustaining a safer and more productive culture.Using practical ways, culture can be planned and shaped as desired. Success requires implementing a project plan for changing the systems that drive behaviours that in turn shape attitudes. The combination of behaviour and attitude together with leadership largely shape culture.To improve performance, leaders need to:1. improve the organisational systems that drive behaviour2. action a project plan for improving specific performance metrics 3. demonstrate leadership that is conscious, disciplined, committed and passionate for purposeful use of human energy.This paper explains all three factors in practical ways with operational and corporate examples. It details understanding and applying the power of fundamental statistical analysis tools to recalibrate, focus and drive proactive leadership that takes responsibility for process improvement, supporting people and ensuring accountability.Experience and practical understanding of human and organisational behaviour confirm that the Measurement ? Analysis ? Reporting system combined with conscious leadership is by far the most powerful driver of behaviour. This wisdom produces profound changes in leadership style and behaviour. It develops outstanding leadership to create and sustain a safe and highly productive culture reliably producing consistently high quality products. It is the key to developing accountability, employee retention and a sustained competitive advantage.CITATION:Roberts, M I, 2016. Building safe, productive cultures and leadership, in Proceedings International Mine Management Conference, pp 163-178 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jun 22, 2016

By Y Lanwin

The Australian mining sector is undergoing a significant transformation with the adoption of advanced technology to the operational landscape. This has highlighted a critical disconnect between our traditional educational systems and the skill requirements of working with these advanced technologies. This paper aims to provide a behavioural science analysis of how the traditional manufacturing mindset, deeply rooted in our educational frameworks from primary to tertiary education, registered training organisations (RTOs), and in-house learning and development, is misaligned with the needs of today’s technologically advanced mining operations. Originating in the industrial revolution, the manufacturing mindset prioritised efficiency, mass production, and the division of labour. In educational institutions, this translated into an emphasis on rote learning, linear examinations, and a rigid adherence to processes and procedures. Such a system, while effective in producing a workforce suited for repetitive and predictable tasks, falls short in fostering skills like problem-solving, adaptability, flexibility, and coping with change – skills that are increasingly vital in a mining sector dominated by automation, robotics, and AI. The paper discusses how the focus on disciplined adherence to standard work procedures and processes in educational and training programs has inadvertently stifled creativity and autonomy in learners. This issue is compounded in the workplace, where employees, having been conditioned to operate within strict guidelines, now face the challenge of adapting to environments where autonomous decision-making and creative problem solving are crucial. In essence, the traditional approach to education and training has prepared individuals for a world of work that no longer exists. This paper advocates for a whole of pipeline approach, grounded in behavioural science, to revamp mining education and training. It highlights the importance of understanding and influencing the behavioural aspects of learning and recommends for an approach that promotes diversity, critical thinking, and adaptability, preparing the workforce to excel in the rapidly changing landscape of the Australian mining sector.

Sep 1, 2024

By J Westh, S Rashleigh, L Gallagher

Mining companies are moving towards automated haul trucks and other equipment. One reason for this is that if automated trucks can operate in a standard pattern over and over again without variation, then human error is reduced, if not eliminated.The challenge for mining production leaders/managers is to ensure operators follow standard operating procedures for load and dump operations, with each operator doing the same thing, every time. However, operators are only human and inconsistent performance is rife at every mine site. The finger may be pointed at the operators for not doing as instructed. The clarity and variability of trainer instructions may be considered causal to the problem. Herein lies the problem. Almost all operators believe they are following the procedure very closely; moreover, they all demonstrate a strong desire to conform to instruction.Using video analysis and feedback, each operator can be shown where and by how much they differ from the benchmark set by their company. Operators, often for the first time, can see definitively what they are doing, compared to industry best practice.The technology utilised by real-time video (RTV) crews measures time, distance and angles. It can overlay the video of the operator at the load site, with video of the perfect pass. Operators are amazed when they see how near to, or how far they are from best practice.The footage and data gathered by RTV assists operators in understanding exactly what adjustments are required to increase proficiency. It also assists load and dump superintendents to identify where in the process they are losing time. When translated to overburden removal or mineral/resource extraction, the result is large production economies without the need for large capital investment in new automated technology.CITATION:Westh, J, Gallagher, L and Rashleigh, S, 2012. Improving safety and mine productivity using real-time video technology, in Proceedings International Mine Management 2012, pp 173-188 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Nov 20, 2012

By P Wood, S Leveritt

This paper will introduce some innovative strategies for simulator training that are intended to improve the level of safety and operational performance of heavy equipment operators. The key strategy is to design simulator training to deliver improved work performance outcomes. This strategy is underpinned by a process for engaging workers in knowledge discovery and transfer that has been developed as an outcome of an Australian Coal Association Research Program (ACARP) funded project conducted at open cut coal mines in Australia. The process is expected to deliver improvements in the safety and operational performance of heavy equipment operators by informing training content about how experienced operators manage unexpected situations around the site. Tapping into the tacit knowledge that experienced operators gather over time can provide site specific and timely information about situational cues used to manage the unexpected. This type of information complements basic skills training by helping the trainee understand the operational context in which the acquired skills will be applied. Inexperienced operators have traditionally gained experience through their own actions, observing the actions of others and by taking the advice of mentors who have æbeen there, done thatÆ and developed operational decision making skills for safe and productive work performance. Leadership and mentoring techniques that contribute to effective knowledge delivery will also be discussed.Other simulator training strategies include refresher training, change management, emergency response training and testing the usability of new equipment and technologies prior to their introduction on-site. A key challenge ahead for the resources sector is the development of knowledge elicitation techniques that suit the operational workforce. A challenge for simulation and modelling professionals is to develop and refine techniques that support cost-effective customisation and regular updates of simulator scenarios.CITATION:Leveritt, S and Wood, P, 2012. Raising the simulator training bar - Strategies for improved work performance and effective utilisation of site-based simulators, in Proceedings Eighth Open Pit OperatorsÆ Conference , pp 65-70 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Sep 18, 2012

Young professionals are riding the current wave of high demand for their services and relatively little competition for placements. The attraction and retention of quality incumbents has therefore become a significant strategic issue for companies in our industry. Money is important, but poorly structured career development and lack of learning opportunities can discourage the highest paid professionals from being enthusiastic and striving for excellence. This will inevitably lead to the search for a new position. Important factors at play include the young professionalÆs lack of understanding of career pathways and poor quality, or lack of, structured on-the-job training and professional development. Too often young and not so young professionals are faced with the reality that fabulous looking (and paying) jobs can be quickly reduced to the monotony of repetitive tasks in an isolating environment. While it is the responsibility of the incumbent to manage their own career and professional development, without experience, how is anyone meant to understand the importance of their roles and the options for career development? Mentoring is therefore essential to the strategic plans of every organisation and the strategic plans of every professional. Mentors will accelerate learning, guide decision making and develop both competency and confidence as they share their experience, both technical and regarding the machinations of a particular discipline, within our industry. Mentors need not be from the same organisation as the mentee and in some cases this may be a distinct advantage. This paper discusses mentoring as an opportunity for young professionals and mentors to initiate and maintain a supportive relationship, the responsibility of management to get mentoring right and the responsibility of young professionals to demand the opportunity for professional development through mentoring.

Jan 1, 2006

People in economically developed societies demonstrate inherent human care for Earth and want to stop pollution. Yet efforts to clean Earth seem bogged in confusion from wildly contradictory and alarmist predictions of æclimate crisisÆ. Supposed experts openly disagree yet weÆre told thereÆs universal agreement humans are causing æthe end of life as we know itÆ. The turmoil combines with peopleÆs feelings of fear, guilt, anger, hopelessness and even resignation and apathy to trigger æclimate alarmÆ. The paper enables people to rediscover clarity, hope and support for Earth by understanding how climate alarm and confusion were created and how they actually increase pollution. Many people seem to think global warming is as serious as pollution and worry that questioning alarm will enable pollution. Yet theyÆre different. We need be even more concerned about climate alarm because history shows repeatedly that when buried by ignorance and panic real problems grow overwhelming. Environmental credibility is endangered by confused politicians and sensationalist media. When weÆre willing to re-evaluate what weÆve been told we replace fear and confusion with facts and freedom to identify opportunities. Combining this with practical understanding of human behaviour and leadership enables opportunities to be identified and action taken. The paper shows how confident, informed leadership leads and supports higher productivity and effective care for the natural environment.

Jan 1, 2009

By W Roy

When it comes to plan implementation and securing success in organisations in the 21st century, if there was such a thing as the secret to success it would be effective communication. Commoditisation brings financial, operational and cultural advantages to organisations that use effective communication. Effective communication tools turn æpeople problemsÆ into system control solutions, removing personality clashes that hide procedural malfunctions. By introducing communications frameworks available in the market place today, and case studies of their use, this paper provides insights into the successes available to organisations courageous enough to redefine their communications for the 21st century.

Jan 1, 2006

By R Goater, P Kirsch, S Goater, I Goater

With staff productivity and retention a crucial factor in the longevity of AustraliaÆs mining industry, some mining companies are increasing their focus on the health and well-being of their people, to minimise the risks of deteriorating health in an ageing workforce. Many of AustraliaÆs mining operations rely heavily on long distance commuter (LDC) rosters, which are argued to have a significant impact upon worker health, wellbeing and lifestyle choices. The potential impact of workforce health on mine safety performance, efficiency and operating practice is an interesting additional line of enquiry. Food choice, exercise and recreation initiatives offer living and working conditions that æempower healthy choicesÆ in the shift worker community, but do not guarantee improved worker wellbeing. This paper explores first-hand the experiences of one individual over two and a half years of employment at different mine sites, under different shift conditions and across different operating crews. Novel insights and recommendations concerning the LDC lifestyle are offered through integrating reflections on one individualÆs fly-in, fly-out (FIFO) experiences in open pit mining operations from personal, family, professional and academic perspectives.CITATION:Goater, S, Goater, R, Goater, I and Kirsch, P, 2012. This life of mine - Personal reflections on the well-being of the contracted fly-in, fly-out workforce, in Proceedings Eighth Open Pit OperatorsÆ Conference , pp 31-40 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Sep 18, 2012

By T Dawson, B Haskins

Fatigue is it the newest buzz word or is fatigue a real phenomenon that is creating safety and organisational risk for you? There is no debate that fatigue is natural, and it affects us all, just like gravity; however, there has been much debate on the severity of its impact in the workplace. For many years the impact was not measurable, hidden out of sight and, quite frankly, written off as the infamous ‘operator error’. Over the last several years, advancements in technology have provided safety and health professionals, sleep scientists, fatigue experts and organisations with the ability to monitor and detect fatigue events in real time, as well as predict and monitor increased risk for fatigue events. Caterpillar Safety Services has assembled an extensive and exceptional set of technologies that will provide the best methods and data to measure the impact of fatigue. This paper will discuss fatigue in the workplace and review the technologies and data sets available, which will allow the reader to determine whether this risk is real or rubbish.CITATION:Haskins, B and Dawson, T, 2017. Fatigue risk in your operations – real or rubbish? It actually depends , in Proceedings 13th AusIMM Underground Operators’ Conference 2017, pp 137–142 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Oct 16, 2017

By Y Lanwin

The Australian mining industry, a cornerstone of the nation’s economy, is on a journey towards greater equity and inclusion. Th paper introduces a comprehensive exploration of how universal design principles, stemming from architectural roots, have evolved through automation and digital technology into the more encompassing frameworks of inclusive design and equitable design. The paper proposes a practical framework for those involved in work, facilities and equipment design in the mining industry to identify and assess for equity and inclusion. Universal Design emerged in the 1960s with a primary focus on architecture, aiming to create spaces accessible to people of all abilities. Its foundational principles sought to ensure equitable use, flexibility, simplicity, perceptibility, tolerance for error, low physical effort and optimal spatial considerations. Over time, these principles evolved and expanded beyond physical spaces, finding applications in various fields, including technology, education and transportation. In response to advancements in technology and a growing understanding of the multifaceted nature of diversity, Universal Design evolved into Inclusive Design. Inclusive Design goes further than mere accessibility, considering a broader spectrum of users with varying cognitive, sensory, cultural and socio-economic backgrounds. It emphasises user centred design, customisation options, diverse user research and continuous iteration. Equitable Design emerged as a framework that addresses not only the diversity of needs but also systemic disparities. It emphasises fairness, justice and the elimination of structural inequities. Equitable Design encompasses accessibility and affordability, representation and diversity, ethical considerations and community engagement. This paper will explore the applications of these design principles through a series of case studies including village and on-site facilities, remote operations and office based work design and technology design. By applying these frameworks in a mining context, the paper proposes that mining companies and suppliers can improve diversity, equity and inclusion leading to safer, more engaged and productive workplaces.

Apr 16, 2024

By A A. Roberts, R F. Dewhirst

"Extensive literature surveys, research in the project environment and personal experiences both within and consulting to project teams have revealed some consistent ‘people factors’ that contribute most to ultimate project success. Outside of purely technical and business case issues, there are a small number of leadership characteristics – probably only ten – that if correctly applied can positively leverage a team’s impact on project success.Of the top seven project success characteristics that were consistently highly rated in a recent study, five of them were around leadership. The authors have focused on this topic, noting that good leaders need to display the following traits:passionate commitment to deliveryconsistent modelling and reinforcement of correct values and behaviourfocus on managing relationships well and energising teams and individualscarefully clarifying project vision from front-end loading stages onwardseffective decision making.Not every project manager can and does practise these behaviours all of the time, but being aware of them and receiving training or facilitation in improving their application of these skills can equip project managers with the essential tools to markedly improve their own performance and that of their teams.This paper draws upon experiences in the field and provides lessons – both good and bad – to illustrate. As well as examining leadership traits, the way in which a leader can establish, organise, motivate his or her team and ultimately lead them to success is examined. The paper shares methodologies that have been successfully used to track status within a team and generate appropriate recovery plans where required.In particular, the paper will examine a case study based on an amalgamation of real project issues in some challenging situations using virtual teams (ie physically distant teams located in different centres) to illustrate the importance of strong and positive leadership in achieving success across geographies, time zones and languages.CITATION:Roberts, A A and Dewhirst, R F, 2016. Leadership in projects – a recipe for success, in Proceedings Project Evaluation 2016, pp 49–58 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Mar 8, 2016

Rather like the mythical "Economic Man" "an employer" in this context must necessarily be an abstraction, and the views possessed by such an abstraction, a composite of many views known to have been expressed. Not even the complex Conciliation and Arbitration legislation in this country provides any helpful specifications, except in one peculiar particular. The Australian Conciliation and Arbitration Act provides an almost totally tautological definition, except in that one oddity referred to above. It is this : "An employer means any employer in any industry, and includes any person who is usually an employer in an industry, and also includes a Club." No doubt there is some perfectly justifiable reason for such specific and unique particularity in an otherwise meaning- less definition. That need not trouble us in this exercise.

Jan 1, 1982

By S Harrison

Work health and safety duties around Australia include duties to manage psychosocial health and safety (mental health) of workers engaged by businesses or undertakings and of other persons impacted by the operations of the business or undertaking. Persons conducting a businesses or undertakings must develop systems of work and policies and procedures for ensuring, so far as is reasonably practicable, the safety and health of workers and other persons. Officers have a duty to exercise due diligence and to ensure effective systems are developed, implemented and resourced. The developed systems will only be effective with worker’s co-operation and engagement. The duties placed on workers by work health and safety laws are an important part of the safety matrix of obligations. Supervisors and Leaders are workers and they play a critical role in delivering health and safety outcomes. To deliver these health and safety outcomes with respect to psychosocial safety Supervisors and Leaders need to understand their obligations and have a framework to use to assist them in understanding what workers require and what steps need to be taken to meet their duties. They also need to take steps to assist those workers that they supervise to meet their duties.

Apr 16, 2024

Contemporary approaches to safety management appear to be failing short of meeting its mark in improving mine safety. This is evidenced by the high workers compensation, high incidence rates and fatalities. Evidence from high-risk and complex organisations points towards safety culture as being important in improving site safety. In more recent years resilience engineering has been touted as a new and innovative way of managing safety. This paper reviews and synthesises previous literature on safety culture and resilience engineering. It then highlights methods that can be used to measure safety culture and resilience engineering, and explores similarities and differences between complex organisations and gold mining to identify opportunities for more innovative approaches to improving safety in gold mining operations through safety culture and resilience engineering.

Aug 1, 2010

By M John

The Kwinana Industrial Area (KIA) is by far the largest and most diverse industrial processing region (with supporting industries) in Western Australia. As with elsewhere in Australia (and globally), the KIA is facing sustainability challenges on various fronts, such as increasing water and energy scarcity, climate change, an aging workforce, and growing community expectations. Through the Kwinana Industries Council (KIC) the industries within Kwinana are working closely on common issues in the KIA, including the sustainable development of the region. Over the past decade, significant progress has been made by the industries towards the improvement of the sustainability performance at the company and regional level. Given the ever increasing sustainability pressures, there is strong desire to address sustainability challenges in the KIA, through a pro-active and collaborative industry approach. A sustainability roadmap is being developed to assist the KIC and its industry members with strategic decision making on the long-term sustainability of there. At the heart of the roadmap is a set of key performance indicators for each of seven priority themes or focus areas (water use, by-products produced, greenhouse gas emissions and energy use, economic performance, environment, community impacts and sustainable workforce). Aspirational targets and subsequent strategies are being developed for those activities where the KIC has an influence and can make a positive impact. The indicators and their targets enable constructive stakeholder discussions (eg with government and community) on emerging local issues and possible future directions for the KIA. The paper will report on the development process and the preliminary results of the sustainability roadmap for the KIA, including a historical perspective on milestones achieved so far and future aspirations.

Jan 1, 2009

By D A. Bowman, S Schafrik

With the goal of reducing injuries and fatalities related to haul truck accidents, this research investigates technologies and intervention strategies for improving worker training using a virtual environment (VE). Funded by the National Institute for Occupational Safety and Health (NIOSH), this research specifically focuses on training workers in preshift inspections of haul trucks to avoid preventable defects from causing worker injuries and expensive equipment damage. Improved training in these inspections is expected to increase uptime. The VE developed to train workers for preshift inspections consists of three phases: the virtual tour, the virtual inspection and the shift simulation. The virtual tour introduces information necessary to conduct a preshift inspection by guiding the worker around a haul truck, identifying parts to be inspected and explaining defects to look for. The virtual inspection assesses retention as the worker navigates around a haul truck and identifies defects. During the shift simulation, the worker is shown a simulation of the work shift, which animates severe consequences of any overlooked defects to emphasise the importance of preshift inspections. To provide multiple training platforms, desktop and CAVEÖ versions of the training VE were created. Flux Studio was used to model the environment and to produce Virtual Reality Modelling Language (VRML) files for the desktop version. DIVERSE, an application programming interface, was then used to implement a more realistic version of the VE in a CAVEÖ, a room-sized visualisation system. Initial feedback from mining colleagues indicates that the training VE may replace normal classroom training for preshift inspections in the future. As opposed to PowerPoint presentations and instructional videos, the training VE provides better spatial understanding of the location of parts and incorporates interactive features to actively engage drivers in the learning process, which may result in better retention. Initial feedback also indicates that minor improvements can be made to the virtual tour and virtual inspection phases.

Jan 1, 2008

By S B. Fitch, S A. Wilson, A J. R Barr, P R. Searle

Improving the safety culture and performance of any operation is a fundamental goal of every mine operator. Methods of implementing, or changing a culture have developed from the early methods of operant conditioning, for example rewarding crews for achieving nominated safety milestones i.e. 3 months Lost Time Injury (LTI) free through to the current model of engaging a workforce through education and empowerment. As a large scale and mature operation with multiple contractors, Telfer has been exposed to numerous programs throughout its history. This has provided the opportunity to build on and complement these systems by integrating key elements from each. SAFE 360° is a new approach developed to engage the workforce in a holistic approach to encourage positive behaviours across all facets of an individual’s life which results in a focus on situational awareness at all times, rather than being workplace specific. It is based on three key modules: • Emotional Intelligence • Mindfulness • Situational Awareness Each module has a series of modules that help enhance the individual’s sense of self, leading to an ability to self-reflect and self-manage whilst empowering them with the moral courage to challenge their peers to raise standards. Since commencing this SAFE 360° behavioural safety risk management journey in November 2017, we have witnessed a change in the way our workforce engages with each other, their workplace and with management. There has been an increase in hazard perception, identification and ownership of issues, and we have seen a significant decrease in site TRIFR rate from 13.7 to 5.7 (as of April 2019). This paper will provide an overview of the program, how it has been implemented, case studies to demonstrate outcomes and KPIs used to measure effectiveness.

Mar 15, 2021

By D Morgan, K Jones

"In March 2015 Northparkes Mines (NPM) installed a process mineralogy facility on-site. The laboratory included a TESCAN TIMA scanning electron microscope (SEM) and was the first SEM facility to be commissioned on a mine site in Australia. While the initial intent of the quantitative mineralogy laboratory was to provide information to drive processing plant improvements, in practice, it has been utilised for so much more and is now serving as an integral link between departments on-site. This multidisciplinary approach to orebody knowledge is a new strategy for NPM whereby all parts of the value chain are aligned towards the common goal of achieving process efficiency and stability while still maintaining high throughputs. The NPM experience is presented as a case study to illustrate how on-site process mineralogy can drive a realignment in business strategy with a common goal of mill optimisation, stability and more realistic forecasting through orebody knowledge and information sharing between disciplines.Citation:Jones, K and Morgan, D, 2016. On-site Process Mineralogy - Linking Departments and Disciplines with the Common Goal of Increasing Plant Performance, in Proceedings 13th AusIMM Mill Operators’ Conference 2016, pp 149–156 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Oct 10, 2016

Since the days of Adam Smith and Milton Friedman the discussion of corporate citizenship and sustainability has been flooded with multiple contradictions, with proponents of sustainability saying that it is a crucial cog in the business strategy, while those against, maintain that æthe business of business is businessÆ and therefore sustainability issues are just add-ons. Sustainability arises from a deeply held vision by corporate leaders that businesses can and should play a role beyond just making money. Businesses should embrace the understanding that everything that a company does has an impact both internally and externally (communities, employees and customers), and the natural environment. This paper highlights the approach that led to a view that there is a contradiction between profitability, sustainability and community development, and we provide a further argument to the contrary. This argument is based on a comprehensive literature review of over three decades by various scholars linking corporate social performance and corporate financial performance. Driefontein Gold MineÆs approach is that of linking the community development, natural environmental and employee well-being initiatives and projects to the mineÆs business strategy. The paper further highlights the coordination and implementation mechanism of sustainability at the mine where the accountability lies with the head of the mine operations. A two pronged approach is employed where there is an internal dialogue on sustainability between the various departments coordinated by the sustainable development department and an external tri-sector partnership with local government, interested and affected parties and the mine. These approaches are closely linked to the contributions towards the mineÆs financial bottom line.

Jan 1, 2009