3-3547 4 HSE Manager 31 Jan 15
Mine Safety
Management Plan
Risk Statement: High
This document will be reviewed on a one yearly basis, unless a process change occurs earlier than this period, due to significant changes in the operation that may affect health and safety or if required to, as instructed by an official from the NSW regulators; or by the legislation.
Revision Summary
First
Issue Issue Date Implementation Requirements Approved By
0 28 Aug 08 Document created to provide framework for ESHMS and
satisfy legislative requirements (Kerrie Edwards) NMT
Version
No. Revision Date Clause No. Revision Details Approved By 1 20 Aug 09
3.3
4.5.3 Included direct MHSR clause 29 and 32 (Kerrie Edwards)
NMT Appendix
C & D Updated to reflect changes to management structure Table 2 Removed the word ‘ensure’
2 20 Oct 09 3.1.2 Included SOPs as a Level 1 Risk Assessment (Rachael Whiting) NMT 5.3 Detailed levels of investigations
3 20 Jun 13
1.0 Introduction / Overview: updated to reflect current status in mining operations (Rachael Whiting & Leisa Jensen)
Larry Jaudon HSE Manager 2.0 Purpose: created in line with document format
3.0 Scope: moved from front page in line with document format 4.0 HSEQ MS: updated to reflect migration from ESH MS to HSEQ MS (including all sub-clauses) 5.0 Appendices: updated to reflect current status in organisation structures
4 31 Jan 14
1.0 Updated to reflect change in ownership from Rio Tinto to China Molybdenum
Rob Cunningham HSE Manager 1.1 Updated Exploration Licences
4.2.6
Section reviewed after release of DII Bulletin SB13-05 ‘Too many underground fires’. Section contains the necessary processes to identify and control the risk of fires in underground plant. The only change is to the references to additional supporting documentation.
Approval Position Automatic Notifications
HSE Manager NPM All Personnel
Hard Copy Locations Associated Documents to be reviewed
TABLE OF CONTENTS
1.0 OVERVIEW ... 5 1.1 Background ... 5 1.2 Mining Context... 6 1.3 Regulatory Requirements ... 7 2.0 PURPOSE... 9 3.0 SCOPE ...104.0 HEALTH, SAFETY, ENVIRONMENT & QUALITY MANAGEMENT SYSTEM (HSEQ MS) ...12
4.1 Plan...12
4.1.1 Health, Safety and Environment Policy ...12
4.1.2 Legal and Other Requirements ...12
4.1.3 Hazard Identification and Risk Management ...12
4.2 Do ...15
4.2.1 Organisational Resources, Accountabilities and Responsibilities ...15
4.2.2 Training, Competency and Awareness ...17
4.2.3 Supplier and Contractor Management ...18
4.2.4 Documentation and Document Control ...18
4.2.5 Communication and Consultation ...19
4.2.6 Operational Control ...20
4.2.7 Business Resilience and Recovery ...22
4.3 Check ...24
4.3.1 Measuring and Monitoring ...24
4.3.2 Non-conformance, Incident and Action Management...25
4.3.3 Data and Records Management ...26
4.3.4 Performance Assessment and Auditing...26
4.4 Review ...27
4.4.1 Management Review ...27
5.0 APPENDICES ...27
5.1 Appendix A: NPM Management Structure ...28
LIST OF FIGURES
FIGURE 1: PROJECT LOCATION ... 5
FIGURE 2: EXPLORATION LICENCES ... 6
FIGURE 3: PROCESS FLOW CHART ... 7
FIGURE 4: CONTINUOUS IMPROVEMENT CYCLE OF NPMHSEQMS ...10
FIGURE 5: AN OVERVIEW OF THE NPMHSEQMS ...10
FIGURE 6: MAJOR HAZARD SOURCES FROM SQRA(2012SAFETY SQRA) ...14
LIST OF TABLE
TABLE 1: MINE SAFETY MANAGEMENT PLAN REQUIREMENTS ... 8TABLE 2: SUMMARY RESPONSIBILITIES AND ACCOUNTABILITIES FOR KEY ROLES ...15
TABLE 3: QUALIFIED POSITIONS AT NPM ...16
TABLE 4: SITE TRAINING PROGRAM ...17
TABLE 5: SITE CRITICAL MEETINGS AND COMMUNICATION METHODS ...19
TABLE 6: PLANT SAFETY LIFE CYCLE ...22
1.0 OVERVIEW
1.1 Background
CMOC Mining Services Pty Limited (CMOC) is the manager of the Northparkes Joint Venture, an unincorporated joint venture between CMOC Mining Limited (80%); Sumitomo Metal Mining Oceania Pty Ltd (13.3%); and SC Mineral Resources (6.7%). Northparkes Mines (NPM) is a copper-gold operation in Goonumbla, situated 27 kilometres north west of the town of Parkes (refer to Figure 1 and Figure 2).
Construction of the ore processing plant and associated facilities began in 1993. Open cut mining commenced on the E22 and E27 ore bodies in late 1993. Development of the E26 Lift 1 block cave underground mine began in 1995, with full scale production commencing in 1997.
Figure 2: Exploration Licences
Mining
Tenement Area
* Expiry Date Minerals Notes
EL 5323 76 gu 17 Jul 2013 Group 1/10 Pending renewal application lodged 9 July 2013
EL5800 42 gu 8 Jun 2015 Group 1/10
EL5801 170 gu 7 Jan 2014 Group 1 / 10 Pending renewal application lodged 17 Dec 2013
ML1247 1,629.6 ha 26 Nov 2033 Cu, Ag, Au ML 1367 826.2 ha 26 Nov 2029 Cu, Au
ML1641 24.42 ha 25 Mar 2031 Cu, Ag, Au * ‘gu’ refers to graticular unit
1.2 Mining Context
Current operations at NPM primarily comprise the E48 block cave mine that feeds a processing plant with a capacity of approximately 6 million tonnes per annum (Mtpa). The underground mine is accessed via a decline ramp from the surface for people and materials with ore transported to the surface via inclined conveyors and a hoisting shaft with a nominal capacity of 7.2 Mtpa. NPM utilise low cost block cave mining and exploits industry leading technology such as semi-autonomous loaders and various cave monitoring systems.
The E48 block cave mine is currently the only ore body actively being mined and is located approximately 2 kilometres north of the E26 block caves (Lift 1 and Lift 2). The mine is accessed via existing underground mine infrastructure. Ore handling systems for the E48 mine leverage the existing underground material handling system in place for E26. The E48 mine comprises approximately 12 kilometres of underground development, ten extraction drives (an additional three are currently being constructed), crusher, workshops and facilities and an additional section of underground conveyor.
Ore processing consists of four stages: crushing; grinding; flotation; and thickening / filtering. In addition to producing concentrate, the ore processing team also manages tailings disposal and concentrate logistics to port. The concentrator was constructed in two modules. Each module consists of its own grinding and flotation circuit, concentrate thickener and filter. After extracting the copper and gold bearing minerals, the tailings are combined in a single tailings thickener before being deposited in the new Estcourt tailings storage facility.
NPM copper concentrate is transported to a rail siding at Goonumbla where it is then transported by rail to Port Waratah, for shipping to overseas customers. A summary of the mining process is captured in Figure 3.
Figure 3: Process Flow Chart
1.3 Regulatory Requirements
This Mine Safety Management Plan (MSMP) has been developed in accordance with the requirements of the Mine Health and Safety Act (MHSA) 2004 and Mine Health and Safety Regulations (MHSR) 2007. Table 1 indicates the applicable sections / clauses1 of the legislation that this document addresses and where it is
addressed within this document.
Open Cut
stock piles Underground E48
Table 1: Mine Safety Management Plan Requirements
Legislative
Reference Requirement Section
MHSA s30 Contents of mine safety management plan
(1) A mine safety management plan for a mine must include summaries of, or references to:
(a) any regulations under this Act that apply to the mine, and
(b) any systems, policies, programs, plans and procedures developed and implemented under this Act or the regulations in relation to the mine, and (c) any codes, standards, or guidelines that apply to the mine.
(2) A mine safety management plan for a mine must provide:
(a) the basis for the identification of hazards, and of the assessment of risks arising from those hazards, by the operator of the mine, and
(b) for the development of controls for those risks, and (c) for the reliable implementation of those controls. (3) A mine safety management plan must include:
(a) the document that sets out the management structure required under Subdivision 3, and
(b) the contractor management plan required under Subdivision 4, and (c) the emergency management plan required under Subdivision 5, and (d) any other matter required by the regulations.
1.3 3.0 4.1.1 4.1.2 4.1.3 4.2.1 App A & B 4.2.3 4.2.7
MHSA s35 Operator must prepare management structure
(1) As part of the mine safety management plan for a mine, the operator of the mine must prepare a document that sets out the management structure of the mine.
(2) The management structure must:
(a) nominate persons within the structure by position and must outline their areas of responsibility and accountability, and
(b) include competent persons with appropriate engineering competence, and
(c) include competent persons to perform the functions of supervisors of the mine.
(3) An operator must take all reasonable steps to maintain the management structure. This includes having others acting in, and the timely filling of, vacant positions in the structure.
(4) During an emergency, the management structure of a mine may be suspended and a different management structure may be put into place for the duration of the emergency.
4.2.1 Table 2 App A Table 3 4.2.1 4.2.1
MHSA s36 Register of persons occupying positions
(1) The operator of a mine must keep a register at the site of the mine containing the names of persons occupying positions in the management structure of the mine.
(2) The register must cover both current occupants of positions and occupants for the previous 5 years (including any period before the commencement of this section).
(3) The register is to be made available for inspection on request by a government official, a site check inspector or by any person who works at the mine.
App A
Legislative
Reference Requirement Section
As part of the mine safety management plan for a mine, the operator of a mine at which contractors are proposed to be used must prepare a contractor management plan stating how the risks arising from the use of contractors at the mine will be managed.
MHSA s42 Operator must prepare emergency plan
The operator of a mine must ensure that an emergency plan that complies with this Subdivision is prepared for the mine.
4.2.7
MHSR c14 Additional contents of mine safety management plan
For the purposes of s30(3)(d) of the Act, the mine safety management plan for a mine must include:
(a) an occupational health and safety policy that includes the occupational health and safety objectives for the mine,
(b) the arrangements for the safe use of plant pursuant to WH&S legislation, including the acquisition of fit-for-purpose plant and its commissioning, operation and maintenance,
(c) the arrangements for hazard identification, WH&S risk assessment and risk control at the mine so as to meet the requirements of the WH&S legislation, including (but not limited to) the conduct of regular site inspections,
(d) the arrangements for appropriate instruction, training and provision of information for persons so as to meet the requirements of the WH&S legislation relating to the provision of instruction, training and information,
(e) the arrangements for supervision at the mine,
(f) the arrangements for communication at the mine, including (but not limited to):
(i) the exchange of information between shifts regarding hazards that may affect the health and safety of persons at the mine, and
(ii) a system that enables effective communication between supervisors and other persons for the purpose of receiving instructions in the event of imminent risk, and
(iii) a system that provides for the recording of the name of any person who is underground at a mine and their probable location from time to time, and (iv) a voice communication system from the surface parts of a mine to critical
infrastructure locations in the underground parts at the mine,
(g) any site safety rules, with the detail of arrangements for ensuring that all persons at the site, whether employees, contractors, suppliers or visitors, are informed of the rules,
(h) the arrangements for document control and record keeping, being arrangements that include:
(i) the use, distribution and control of documents required to be kept by the Act, this Regulation or the WH&S legislation, and
(j) the instruction of persons in the use, distribution and control of such documents. 4.1.1 4.2.6 4.1.3 4.3.4 4.2.2 4.2.1 4.2.5 Table 5 4.2.2 4.2.4 4.3.3
2.0 PURPOSE
The MSMP provides an overview of the NPM Health, Safety, Environment and Quality Management System (HSEQ MS), which is aligned with ISO 14001 and NSW legislative requirements (in particular the MHSA and the MHSR). In addition, it highlights the elements that make up the NPM HSEQ MS and is a key document towards ensuring
all areas of the business are integrated and aligned to achieve the goals of NPM. As NPM has recently divested from the Rio Tinto Group, it is currently migrating Corporate Management Systems to its own Management System.
The HSEQ MS will be used by NPM employees, contractors and visitors to promote: • safe, health conscious and environmentally responsible systems of work • effective participation and consultation with employees and contractors • effective management of hazards
• early reporting of incidents and thorough investigation • measurement, evaluation and continuous improvement
3.0 SCOPE
This document is designed to meet the requirements of the MHSA and the MHSR. It applies to all activities undertaken by NPM including mining and exploration activities; processing of copper / gold ore resources (including activities conducted at Goonumbla Siding); project development (throughout all phases, i.e. conceptual studies; order of magnitude; prefeasibility studies; feasibility studies; execution and construction; commissioning and ramp up); maintenance activities; mine closure (including rehabilitation of mined areas; post closure; care and maintenance); logistics; associated service and support functions; bore fields; farming operations; and products.
NPM presently has formal certification to ISO 14001 Environmental Management Systems. NPM has elected not to seek formal certification to OHSAS 18001 / AS/NZS 4801 Occupational Health and Safety Management System or ISO 9001 Quality Management System. The HSEQ MS is an integrated management system that is arranged into a 17 element model and follows the continuous improvement principles of Plan, Do, Check and Review (refer to Figure 4 and Figure 5) to encourage rigour and consistency in the management of health, safety and environment across the business. The HSEQ MS Reference Manual (3-3542) is the overarching document that sets out the minimum requirements that apply to NPM operations, which focus on the specific aspects of health, safety and environment management.
Figure 5: An overview of the NPM HSEQ MS 1. Policy
16. Performance
assessment and auditing
15. Data and records
management
14. Non-conformance,
incident and action management 12. Business resilience and recovery 11. Management of change 10. Organisational Control 17. Management review 13. Measuring and monitoring 9. Communication and consultation 8. Documentation and document control
7. Supplier and contractor
management 6. Training, competency and awareness 4. HSEQ Management improvement planning 3. Hazard identification
and risk management
2. Legal and Other
Requirements
To state the intentions, commitment and principles of NPM in relation to the management of health, safety, environment and community.
P la n L o o k in g t o t h e f u tu re th ro u g h c o n ti n u o u s im p ro v e m e n t a n d e s ta b lis h in g a s y s te m a ti c a p p ro a c h to w o rk . R e v ie w R e v ie w t h e n e e d f o r c h a n g e s . C h e c k D id w e d o w h a t w e s o u t to d o . D o G e tt in g t h e j o b d o n e .
To ensure HSE responsibilities are allocated and accountability for the maintenance and continual improvement of HSE management is established at every level of the business.
To ensure people are trained competently and understand the risks and controls associated with the activity that they perform.
To ensure that products and services undertaken by contract to NPM are effectively managed for HSE risk and meet stated requirements.
To develop, implement and maintain a documented system to control all documents and data relating to the implementation of the HSEQ MS.
To ensure and facilitate the involvement and participation of all employees, contractors, customers and relevant stakeholders in the management of HSE issues.
To ensure procedures are developed and documented to address significant HSE risks / impacts and potential deviations; plant and equipment having a potential to impact HSE performance are maintained to meet design descriptions and specifications; and risks / impacts addressed in the HSE Performance Standards are identified and
controlled.
To ensure the appropriate level of resources (plans, procedures, facilities, equipment and trained personnel) are available for effective response to control and recover from business resilience and
emergency situations.
To ensure that change does not harm people, damage the environment, damage physical assets, or result in lost production.
To ensure that work place and environmental performance meet the required standards.
To ensure that all non-conformances, incidents and lessons learned are recorded and corrective actions determined.
To ensure the business’ HSEQ MS is efficient and effective in managing HSE performance and meeting other requirements.
To ensure performance assessment and audit results are used to identify and correct problems and create improvement plans to ensure compliance with objectives, targets and other requirements.
To ensure all relevant records and related data are maintained, accurate, current and, where necessary, secure.
To ensure objectives and targets are established for significant HSE hazards, aspects and opportunities to drive continuous improvement and that plans are developed to achieve them. To ensure that HSE hazards, aspects and opportunities are identified and their resulting risks to
people, property, assets and the environment are evaluated and managed.
To establish, implement and maintain processes that identify, update, communicate and evaluate legal and other requirements, as well as identifying how they are applicable to HSE risks to ensure they are
understood and complied with.
5. Organisational
resources, accountabilities and responsibilities
4.0 HEALTH, SAFETY, ENVIRONMENT & QUALITY MANAGEMENT SYSTEM
(HSEQ MS)
4.1 Plan
The planning stage in the continuous improvement cycle is made up of the following four elements:
1. Policy
2. Legal and Other Requirements
3. Hazard Identification and Risk Management 4. HSEQ Management Improvement Planning
4.1.1 Health, Safety and Environment Policy
NPM is committed to meeting the requirements of the Health, Safety and Environment (HSE) Policy. This policy leads the HSEQ MS and defines the overall direction for HSE management at NPM.
All activities are conducted in accordance with the HSE Policy and are aligned with the Health, Safety and Environment Standards.
All inducted personnel are made aware of their responsibilities in relation to the HSE Policy and it is made readily accessible through display in prominent locations and on the NPM intranet.
References
Health, Safety and Environment Policy (3-3543)
4.1.2 Legal and Other Requirements
NPM is committed to complying with all relevant legislation, licences, company standards, Australian and International Standards, guidelines, codes and other requirements.
In order to maintain legal compliance, it is necessary to identify and understand the legal and other requirements applicable to activities at NPM. A register of these legal and other requirements is maintained within the HSEQ MS in accordance with the Legal and Other Requirements Register. NPM documentation is updated as required to reflect changes in applicable legal and other requirements.
References
Legal and Other Requirements Register (3-3545)
4.1.3 Hazard Identification and Risk Management
The on-going identification of health and safety hazards and associated consequences is a key component of the HSEQ MS in driving the overall site improvement process. NPM has a three tiered approach for risk management processes.
NPMs risk framework provides clear guidance for the level of hazard identification, risk assessment and risk management.
NPM complies with relevant legislation (company, Australian and International standards) relating to hazard identification and hazard management, as per the requirements of Element 2: Legal and Other Requirements.
Hazard identification and risk assessments are nominated as a control method in a range of areas within the HSEQ MS and are required under legislation for many activities undertaken by NPM.
The requirements stated in this section are the minimum requirements for risk assessments undertaken across the business. They include identification of the most appropriate type of assessment tools to be used and the most appropriate skills based facilitator and teams.
Hazard Identification
NPM uses an integrated approach in identifying health and safety hazards through various processes and systems as listed below:
• prescriptive legislative requirements • task based assessments
• formal qualitative, semi quantitative or quantitative risk assessments • planned area inspections
• incident, hazard and suggestion reporting system through the NPM Isolated Business Solution (NIBS)
• incident alerts
• fit for purpose equipment assessments, pre-start checks and maintenance • management of change processes (including risk component)
• external and internal auditing process • safety interaction system
• lean tracking / notice boards • departmental improvement plans
Risk Assessment
Pre-task hazard assessments (level 1), which are task-based assessments either completed individually or in small teams as part of daily work activities (e.g. Pre-Task Hazard Assessment (PTHA) or Job Hazard Analysis (JHA)), must be completed by all personnel prior to all work or tasks being performed.
Qualitative risk analysis (level 2), which uses the 5x5 risk matrix to evaluate risks against work areas or Similar Exposure Groups (SEGs), must be completed for each site, project or business and documented in a centralised risk register.
Quantitative risk analysis (level 3), which uses numerical data models and technical expertise to evaluate risks (e.g. SQRATM), must be completed for all risks that have
been evaluated as critical through qualitative risk analysis (level 2). Figure 6 summarises the SQRA major hazard sources for NPM.
Figure 6: Major hazard sources from SQRA (2012 Safety SQRA)
Selection of a Risk Assessment Tool
A number of factors affect and influence the selection of an appropriate tool including, task complexity; task location; number of people involved; data and information on the specific risk; external influences; and cost. Details of definitions are as per the requirements of the NPM HSEQ MS Element 3: Hazard Identification and Risk Management (Guidance Note).
Facilitators and Team Members for Risk Assessment
A comprehensive risk assessment is dependent on knowledgeable facilitators and participating teams. Risk assessment facilitators and teams are chosen based on a number of factors, including experience; knowledge; and availability. External facilitators may be used, where necessary. The NPM HSEQ MS Element 3: Hazard Identification and Risk Management (Guidance Note) provides general guidance to assist with the selection process.
Risk Control
The Hazard and Risk Management Procedure (currently being drafted) establishes where elimination of risk is not reasonably practicable, controls are applied to minimise the risk level to the lowest possible level.
Risk and Hazard Control Implementation
Risk and hazard controls are typically tracked using electronic methods. Tracking systems include the NIBS and the risk register. These systems allow for recording and monitoring of risk and hazard control actions. Additionally, for critical risk there is a dedicated Risk Reduction Measures program and Critical Control Monitoring Plans which aim to reduce the level of risk and monitor the adequacy / effectiveness of critical controls. Implementation is also monitored through planned external and internal audits and review processes.
References
Risk Assessment Level 1 (PTHA) Work Instruction (3-3556) Risk Assessment Level 1 (JHA) Work Instruction (3-3555) Risk Assessment Level 2 (Qualitative) Procedure (3-3557)
Risk Assessment Level 3 (Quantitative) Procedure (3-3562) Risk Register ()
4.2 Do
The doing stage in the continuous improvement cycle is made up of the following eight elements:
5. Organisational Resources, Accountabilities and Responsibilities 6. Training, Competency and Awareness
7. Supplier and Contractor Management 8. Documentation and Document Control 9. Communication and Consultation 10. Operational Control
11. Management of Change
12. Business Resilience and Recovery
4.2.1 Organisational Resources, Accountabilities and Responsibilities
The NPM management team, engineering and survey positions, supervisor roles and the HSE department organisational structures are shown in Appendix A.
Appendix B lists the current incumbents holding management positions at NPM and includes the names of the incumbents who have held those positions in the last five years.
Details of HSE accountabilities for various key roles are outlined in the HSE Accountabilities Procedure. Table 2 provides an overview of responsibilities and accountabilities for these roles.
Table 2: Summary Responsibilities and Accountabilities for key roles
Role Responsibilities and Accountabilities General
Manager • • provide systems to manage HSE hazards and significant risks provide safe systems of work
• undertake regular review of systems to ensure continuous improvement opportunities are identified
• implementation of the site HSE Policy
Department
Managers • • establish department priorities based upon hazards and significant risks develop and implement improvement programs to address hazards and significant
risk
• implement systems to provide appropriate training so that staff can maintain the skills to undertake nominated role functions in a competent manner
• implement a program to undertake regular work place inspections and audits and action findings accordingly
• understand, be aware of and apply relevant legislation
Role Responsibilities and Accountabilities HSE
Manager • In addition to the Department Manager role: implement and maintain the HSEQ MS in accordance with legal and other
requirements
• report performance of the HSEQ MS to the senior management team
• provide specialist advice to site
Supervisors • undertake work practices in a safe manner
• identify and report safety and health hazards in the work place and implement controls
• provide staff with the opportunity to attend training programs associated with their nominated role functions
All
personnel • • comply with relevant safety and health requirements implement and maintain hazard controls • undertake relevant risk assessment for activities / tasks
Additional details of responsibilities and performance requirements are documented in position descriptions and relevant work procedures within the HSEQ MS.
In the event that a position is left vacant (i.e. through absence from site or position vacancy) another position will be delegated to the role for that period.
The Human Resources team manages site recruitment processes to ensure that vacancies for key roles are filled as soon as possible. NPM recruits professionals with qualifications equivalent to Australian tertiary standards. Those roles that require registration or a licence are targeted as key selection criteria during the recruitment process. Table 3 provides a list of qualified positions at NPM.
Table 3: Qualified Positions at NPM
Position Qualification Current Employee
Manager Underground
Operations • Certificate of Competency as a Production Manager (Below Ground) • Eric Strom
Manager HSE • Certificate of Competency as a Production
Manager (Below and Above Ground) • Robert Cunningham
Superintendent
Underground Operations • Certificate of Competency as a Production Manager (Below and Above Ground) • Angus Wyllie
Mine Surveyor • Registered Mine Surveyors – NSW Board of Surveyors and Spatial Information (Below Ground and Above Ground)
• Geoff Arnold
Senior Electrical Engineer • Registered • Michael Wood
Underground and
Surface Electricians • Licensed • Electricians (20) NPM will appoint a person with equivalent qualifications to act as Manager of Mining when the appointed person expects to be absent from the mine for a period of more than 2 days and if the period is more than 7 days, notification is made to the Chief Inspector.
NPM also appoints for either roles (Electrical Engineer and Mechanical Engineer) a person with appropriate qualifications to act as a Qualified Electrical Engineer and a
Qualified Mechanical Engineer, when the appointed person expects to be absent from the mine for more than 7 days. If either role is absent from the mine for more than 1 month, then NPM appoints a person with equivalent qualifications to act as a Qualified Electrical Engineer and Qualified Mechanical Engineer and notifies the Chief Inspector.
References
HSE Accountabilities Procedure (3-3563) Leave Management Procedure (3-4085)
4.2.2 Training, Competency and Awareness
All personnel working for or on behalf of NPM are made aware of their safety and health responsibilities in relation to the HSE Policy and HSEQ MS requirements, consequences of deviating from the policy and procedures, role in emergency response and the hazards and controls associated with their particular tasks and roles. Training and awareness programs may include inductions, training sessions and various multi-media communication of this information across site.
All personnel working for or on behalf of NPM are considered competent in managing the hazards in their work area by virtue of qualifications, experience or training.
NPM identifies competency requirements based on health and safety hazards associated with roles and functions of employees within the organisation. To address training needs, training programs are implemented and records are maintained for verification purposes.
Inductions
NPM delivers a number of different inductions (including general, department / area and visitors) and capture all employees, contractors, suppliers and visitors as applicable. The inductions cover a range of topics, including (but not limited to) site safety rules, site standards for high risk hazard management, emergency evacuation, first aid facilities and incident reporting requirements. All individuals are re-inducted on a two yearly basis.
Training
NPM manages and delivers a comprehensive training program. The program is outlined in Table 4.
Table 4: Site Training Program
Training Type Description
Core Work
Skills Training that may be required by legislation, standards or the company and are often compulsory for specific positions e.g. inductions; HSE awareness training.
Department
Work Skills Training that is relevant to the occupation in any designated area of the company and includes the majority of courses related to HSE performance e.g. risk assessments and safety interactions.
Role Specific
Work Skills Training that is required to provide individual managers and employees with the skills and knowledge applicable for their specific area and responsibilities e.g. role specific work skills; trade skills; ore process / mining skills.
HSE Specific Employees that carry out critical HSE activities receive specific training as required. All HSE training requirements are identified as components of the Core Work Skills and Departmental and Role Specific Work Skills.
References
Training Systems Management Plan (3-3567) General Induction ()
Department / Area Inductions (various) Visitors Induction ()
4.2.3 Supplier and Contractor Management
NPM maintains a Contractor Management Plan; the content reflects the prescribed matters in accordance with the MHSR Clause 29 and includes:
• assessment of contractor health and safety policies, procedures, competence of persons, occupational health and safety performance and the extent to which plant is fit for purpose prior to engagement
• site induction of contractors, contractor employees and sub-contractors
• monitoring of contractor compliance with site health and safety requirements, including requirements imposed by the MHSA or MHSR
• communication arrangements between the operator and contractors and appropriate consultation with the contractor’s employees
Additionally the plan meets internal requirements in order to control the risk that may be introduced to the company, through the engagement of contractors by:
• ensuring hazards associated with proposed contract work are identified • communicating safe work requirements for the work to be performed
• assessing potential contractors and only awarding contracts to those who can perform safe work
• briefing all contractors prior to work commencing, including details of relevant safe work procedures
• monitoring the work of contractors during the contract
• evaluating the work of contractors at the end of the contract
References
Contractor Management Plan (3-3549)
4.2.4 Documentation and Document Control
NPM have established procedures for controlling documents that are linked to the HSEQ MS to ensure:
• periodic review and approval by relevant personnel
• current versions of documents are easily located and available in identified locations
• obsolete documents are promptly removed from points of issue and use and archived appropriately
Those documents linked to the HSEQ MS include any that are required to be prepared by legislation or internal requirements.
The HSE Manager is the owner of the MSMP. The MSMP and referenced documents are available via NPM’s document control system (intranet and hard copy as required) and is available for inspection by persons who work at the mine, or an authorised person.
References
HSEQ MS Documentation and Document Control Procedure (3-3681)
4.2.5 Communication and Consultation
Effective communication and consultation between all key stakeholders is important for the successful implementation and operation of the HSEQ MS. Specific communication and consultation mechanisms are outlined in Table 5. Engagement of contractors is also considered a critical part of the NPM communication and consultation process.
Channels are maintained at NPM for internal communication and consultation of safety and health information and HSEQ MS requirements at relevant levels throughout the organisation. These include a variety of meetings, regular reporting and training programs. Critical meetings and communication tools that are used to exchange information between shifts, work areas and Departments are outlined in Table 5.
NPM also communicates relevant procedures and requirements to suppliers, customers and contractors via contractual agreements, regular meetings and training programs.
Table 5: Site Critical Meetings and Communication Methods
Communication
Method Purpose Between
FACE TO FACE
Daily Morning
Meetings Daily team meetings to promote HSE awareness and general communication. Information cascades
down line to all employees.
Line management (incl. supervisors) All employees and contractors Shift Change
Meetings For shift change to communicate HSE hazards, change management and work schedules.
Shift
Supervisors Shift employees and contractors
Monthly HSE
Meeting Held by teams, team leaders, superintendents, managers and contractors to allow discussion of HSE issues and activities.
Department
Manager Department employees and
Cat 1 contractors
Weekly NPM Leadership Team Strategy Meeting
NLT meeting to discuss high level HSE requirements including leading / lagging indicators and HSE Incidents.
NLT
Special Information Presentations
For implementing new procedures such as Drug and Alcohol Testing Procedure [as required].
Content
specific Content specific
Contractor
Principal Meetings Communication / discussion of site changes and issues. Contractor Management Team
Contractor Principals
Communication
Method Purpose Between
Quarterly Reviews Presented by senior management to
provide a review of the previous quarter’s performance including HSE performance.
Management
Team All employees and contractors
SEPARATED BY DISTANCE
UHF, VHF and leaky feed portable radioVoice communication utilised for day to day operational communication in both the surface and underground work area. One method to communicate the need for evacuation from an area or emergency response.
Various Various
Mobile and landline
phone
Voice communication utilised for day to day operational communication in the surface work areas. One method to communicate the need for evacuation from an area or emergency response.
Various Various
Stench Gas Communicates to the underground
employees that evacuation to refuge chambers is required immediately.
Various Underground
Employees
Underground
Tag Boards Tag boards are located at the entrance to the portal and in the underground mine and development areas to maintain an accurate record of who is underground and their probable location.
Underground
Employees Line Management
VISUAL
Notice boards and display signs
Located across site and allows for promotion and communication of HSE issues and activities.
HSE Department All employees
NPM portal
page Allows employee access to HSE general information, HSE incidents, safety statistics, incident alerts, etc.
NPM Portal All employees
Email Allows for communication, reminders and promotion of HSE issues and activities. General person to person communication.
HSE department
and various All employees References
Communication and Consultation Management Plan (3-3685) Underground Tag Board Procedure (3-4129)
Underground Emergency Response Plan (3-3859)
4.2.6 Operational Control
Operational controls are required to be implemented where activities are identified as having the potential to cause harm in the work place.
Safe operating procedures, management plans, procedures and programs are established, documented and maintained for all operational activities to minimise risks and reduce the potential consequences or frequency of a hazard occurring. Operating procedures are reviewed on a regular basis and revised as appropriate, to ensure all significant aspects of the operation are appropriately controlled. New procedures are developed on an as needs basis.
All personnel working for or on behalf of NPM are made aware of the relevant operating procedures when undertaking their duties. Responsibility is delegated to the most appropriate level of supervision to manage compliance.
In addition, all personnel working for or on behalf of NPM are accountable for the execution of their tasks using the safety tools provided and to highlight any hazards to the appropriate supervisor.
References
Ground Control Management Plan (3-3842) Explosives Management Plan (3-3692) Fire Risk Register ()
Hazard Rectification Process () Ventilation Survey (3-3693)
Control of Electrical Hazards Standard (3-3782)
Fit For Purpose Mobile Equipment Risk Assessment Procedure (3-3803) Fit for Purpose Hand Tools Procedure (3-4010)
Procurement Policy ()
Mine Plans
Mine plans are prepared under the supervision of a registered mining surveyor and are certified by the registered mining surveyor.
The mine plans will be updated when it no longer accurately reflects the workings that have been carried out at the mine or the workings that are proposed to be carried out at the mine.
As a minimum, certified mine working plans shall be updated once every year in accordance with the ‘Survey and Drafting Directions for Mine Surveyors’. Interim plans may be produced on a monthly / quarterly basis for the purposes of scheduling and general information. Interim plans are not mine plans unless they meet the requirements of the regulations and are stated as doing so.
References
Underground Mine Plan
Survey and Drafting Directions for Mine Surveyors- NSW Metalliferous and Extractive
Industry 2008
Safe Use of Plant and Electricity
NPM has a comprehensive assessment and inspection process to ensure that plant is fit for purpose and compliant with the requirements of the legislation.
Part of this process includes conducting detailed fit for purpose risk assessments. These assessments are designed to cover all facets of commissioning, operational and maintenance requirements.
The fit for purpose assessment is based on MDG15, the requirements of the NSW legislation, relevant Australian Standards (including AS4024 – Machine Guarding) and DII Safety Alerts.
Plant maintenance and operation includes detailed isolation data sheets and isolation procedures (including lock out and tag out). This extends to electrical
safety for use and maintenance of all plant and equipment and includes an extensive testing program based on AS3760 and prescriptive legislative requirements. In addition, NPM has a Management Plan by which to control electrical hazards, which outlines the requirements for electrical workers and all personnel. This Management Plan makes reference to various pieces of legislation as well as site wide and department specific procedures.
Through NPM asset management policies and procedures, a detailed asset lifecycle is developed and maintained. This provides for consideration of safety and other aspects at all steps of an assets life. This includes:
• conception, scoping and development of concept • development of design and systems
• construction and commissioning of the asset
• consideration of operational readiness preparation and development of operating requirements
• on-going maintenance and other activities to sustain and extend the life of the asset
• deconstruction and decommissioning of the asset post feasible economic input of the asset
An overview of the plant safety lifecycle is summarised in Table 6.
Table 6: Plant Safety Life Cycle
Life Cycle Plant and Equipment Safety Aspect Reference Design /
Construction/ Commissioning
Equipment commissioned to comply with NSW and national legislation, standards and codes, and in accordance with known best industry practice. Equipment designed by qualified engineers.
Formal hazard identification, risk assessment process, FFP assessments Use and maintaining of plant
Formal hazard identification, risk assessment process – fit for purpose risk assessment. Eliminate or control hazards as per hierarchy of risk control.
Includes both mechanical (physical) and operational requirements Use and maintaining of plant
Consultation, training and competency assessment for equipment. Operations based on OEM manuals and safety requirements.
Development of procedures (JHA / SOP) Use and maintaining of plant
Implement program and document instruction, training, supervision and how accessed.
Use and maintaining of plant
Scheduled maintenance and inspection (including electrical) regime.
Use and maintaining plant
Out of service, lock out and tag out procedures for
maintenance and faulty equipment. NPM isolation procedures
4.2.7 Business Resilience and Recovery
NPM has a Business Resilience and Recovery Program (BRRP). The BRRP is risk-based and the program is comprised of the following four inter-related plans:
a) business resilience management
b) emergency response (incorporating first aid and emergency evacuation requirements)
c) business continuity
d) information and technology disaster recovery
The plan has been developed and is consistent with Mine Health and Safety Regulations 2007, Clause 32. The BRRP addresses the following matters in accordance with this clause:
• the requirements for an employer to provide for emergencies made by the WHS legislation
• the mechanism for the warning of an emergency at the mine
• the provision of resources, personnel and training for dealing with an emergency at the mine
• suitable equipment to respond to an emergency
• the impact and operation of the mine emergency plan with any emergency response plans prepared by emergency services organisations for the area in which the mine is located
• first aid arrangements, including the provision of facilities and competent person/s to provide first aid treatment at the mine
• the conduct of emergency exercises to test the response capability of the mine for emergency scenarios
• arrangements for the treatment of electric shock and burns and for the training of person/s providing such treatment
Additionally, these plans meet internal requirements and identify:
• direction in the event of any emergency situation associated with the mine and its various activities
• the roles and responsibilities of various key positions during an emergency response (these may differ from day to day operational responsibilities)
• a summary of the most likely emergency response scenarios based upon the site risk register
• reporting requirements (both internal and external i.e. DTI)
• resource requirements to assist in an emergency response (i.e. facilities, personnel, training etc.)
A volunteer Emergency Response Team is maintained on site and this is managed by a dedicated Emergency Response Co-ordinator. The team are trained to respond to the various emergency scenarios that may occur at the mine, including fire fighting, search and rescue, application of first aid and vehicle extrication.
References
Emergency Management Plan (3-3862)
Underground Emergency Response Plan (3-3859) Business Resilience and Recovery Plan (3-3861) Area specific Emergency Response Plans (various)
4.3 Check
The checking stage in the continuous improvement cycle is made up of the following four elements:
13. Measuring and Monitoring
14. Non-conformances, Incident and Action Management 15. Data and Records Management
16. Performance Assessment and Auditing
4.3.1 Measuring and Monitoring
NPM have in place a work place monitoring program to evaluate potential exposures of our workforce. The monitoring program is risk based and carried out by the health team under the advice of an Occupational Hygienist. Where possible, monitoring is conducted to Australian Standards and NATA accredited laboratories used. The Occupational Hygienist undertakes quality control checks to ensure relevance and accuracy of data. This program is linked to our medical surveillance program. Any exceedances to occupational exposure limits are reported immediately via an incident record in the NIBS to highlight the potential requirement of additional work place controls.
An extensive medical surveillance program is in place to determine individuals’ fitness for particular types of work and to check for adverse effects from work place exposures. The program is risk based and includes biological monitoring where relevant. The program also includes a wellness component to advise workers on life-style related issues.
Data from the above programs is analysed regularly and reported to the management team to assist with strategic planning and is also used to update the site’s risk register. Health surveillance programs are outlined in Table 7.
Table 7: Health Surveillance Programs
Monitoring Type Monitoring Description
Personal • inhalable dust (including XRF analysis for metal dusts and fumes)
• respirable dust (including respirable crystalline silica)
• diesel particulates
• dosimetry
• radiation
Biological • blood lead
• urinary arsenic
Work Place • sound level measurement
Monitoring Type Monitoring Description • radiation
• thermal stress References
Occupational Hygiene Monitoring Standard (3-3889) Water Quality and Monitoring Management Plan (3-3756) Particulates Management Plan (3-3743)
Ionizing Radiation Management Plan (3-3749) Fatigue Management Plan (3-3753)
Hearing Conservation Management Plan (3-3895) Thermal Stress Management Plan (3-3751)
4.3.2 Non-conformance, Incident and Action Management
Non-compliances may be identified by a range of mechanisms including: • review of monitoring results
• complaints
• work area inspections • audits
• incident reports
Incidents and near misses at NPM are reported internally through the site incident reporting and investigation process, which is supported by a database to manage the system.
The relevant Department Manager is responsible for determining whether an incident or near miss will be investigated, however, all incidents with an actual or potential consequence of high or critical will be investigated. There are three levels of investigation at NPM:
• Level 1: no investigation required as corrective actions are able to be determined at the time of the incident
• Level 2: basic investigation required for any incident where further facts need to be identified in order to determine the contributing factors
• Level 3: detailed investigation required for all incidents with an actual or potential consequence of high or critical and then analysed using the TapRooT methodology
Incident investigations (including establishment of corrective actions) are conducted and authorised by designated personnel. At a minimum, health and safety incidents are assigned recommendations for corrective and preventative actions prior to close out of the incident. All corrective actions for non-conformance findings from audits and inspections are actioned through the NIBS system.
Incident reporting is undertaken in accordance with the Incident Management Procedure.
All significant incidents and near misses that meet the criteria for reporting to the DTI as outlined in the MHSR 2007 are required to be reported to the Department Manager as soon as possible. The Department Manager will make the notification to the DTI. Notifiable incidents that are reportable to the DTI are also reported to CMOC and Joint Venture partners.
The frequency and severity of incidents and non-conformances are used in the Management Review process for determining the effectiveness of the HSEQ MS.
Injury Management
The injury management process is designed to ensure that any person injured at NPM is managed proactively to return to work as quickly as possible. Records associated with each injury are maintained to allow:
• Workers Compensation claims to be progressed • quarterly reporting to the Chief Inspector
• trend analysis by NPM
References
Incident Management Procedure (3-3898) Injury Management Procedure (3-4345) Workers Compensation SOP ()
4.3.3 Data and Records Management
Records that are required to be kept both from a legislation or internal requirements perspective are managed through an archive system (electronic and hard copy as required). Records that are kept by NPM include (but not limited to):
• records of compliance with HSE legislation • monitoring result records
• complaints records • external HSE reports
• incident and injury and reports
• HSE aspects of equipment maintenance e.g. inspection records, calibration reports
• training records • audit reports
References
Record Management Procedure (3-3906)
4.3.4 Performance Assessment and Auditing
Regular work place health and safety inspections of operations are conducted on a regular basis. Each Department maintains a schedule and nominates various positions to undertake the inspections. These inspections, in conjunction with incident report analysis, assist to assess site compliance with the HSEQ MS.
All corrective actions for non-conformance findings from audits and inspections are actioned through the RTBS system.
References
Health, Safety and Environment Inspections SOP (3-3909) Internal Auditing Procedure (3-3911)
4.4 Review
The review stage in the continuous improvement cycle is made up of the following element:
17. Management Review
4.4.1 Management Review
The NPM management team is responsible for the ongoing review of the effectiveness of the MSMP and continuous improvement of the HSEQ MS.
The review addresses the possible need for changes to policy, objectives and other elements of the HSEQ MS in light of system audit results, changing circumstances and the commitment to continual improvement.
References
Management Review Procedure (3-3912)
5.0 APPENDICES
Appendix A: NPM Management Structure
The NPM organisation chart is maintained in the RTBS system and identifies all positions held on site (supervisory or otherwise). Indicated below are the three tiers of management structure that hold statutory roles or supervise teams / individuals.
General Manager
Manager
Asset Management Ore ProcessingManager
Manager Health, Safety, Environment and Farms Manager Underground Mining Finance Director Financial Management Manager Technical Services Superintendent Production Superintendent Business Services Superintendent Information Systems Specialist Source and Buy
Specialist Supply Senior Analyst Business Superintendent Production Superintendent Technical Superintendent Fixed Plant Maintenance Superintendent Maintenance Services Superintendent Engineering Superintendent Environment and Health Manager HR, Training, Community and External Affairs Specialist Health and Safety
Specialist Risk Management, Systems and Compliance Co-ordinator Emergency Response
and Access Control
Senior Surveyor Mining Senior Advisor Integrated Services and Logistics Superintendent Training Specialist Community and External Affairs Superintendent Mobile Equipment
SITE WIDE (not including Projects)
Management Position Title Current Incumbent Previous Incumbent
(name) (period of time in position) Previous Incumbent Managing Director
(S0030145672) Position no longer exists Andrew Lye (acting) Stefanie Loader
Craig Stegman General Manager Barry Lavin Chris Beaumont Keith Calder Rob Burns Apr 2012 to Apr 2013 Mar 2012 to Apr 2012 Jun 2010 to Mar 2012 Jul 2007 to Jun 2010 May 2005 to June 2007 Sept 2004 to April 2005 Feb 2003 to Aug 2004 Aug 2002 to Feb 2003 General Manager
(S0030145672) Stefanie Loader (Apr 2013) Managing Director Craig Stegman Jun 2010 to Apr 2013 Jul 2007 to Jun 2010 Manager – Administration
(no known position number) Position no longer exists Leanne Heywood Vicki Blazek
Warrick Ranson
May 2005 to Dec 2009 Nov 2002 to May 2005
1999 to Nov 2002
Manager – People and Capability Development
(S00263551)
Position no longer exists Adele Bintley Jan 2010 to May 2013
Manager – Human Resources
(S30730979) Susan Grant (May 2013) - -
Manager – Commercial
(S00263597) Position no longer exists Jacques Labuschagne Jan 2010 to Dec 2012 Manager – Business Improvement **
(S00263546) Position no longer exists Daniel Rawsthorne Eric Evanson
Leanne Heywood
Jul 2011 to Feb 2013 Jan 2011 to Jul 2011 Jan 2010 to Nov 2010
Financial Director **
(S0030403500) Jacques Labuschagne (Jan 2013) Jacques Labuschagne (acting) Clay Collins Sept 2012 to Dec 2012 Jun 2011 to Sept 2012 Manager – Health, Safety,
Environment and Farms ** (S00263594)
Rob Cunningham (Oct 2013) Larry Jaudon
Nicole Gregory (acting) Kerrie Edwards
Manager – Operational Support Stephen Alexander Andrew Lye (acting) Claire Silvera (acting)
Peter Power Johann van Dyk
Jun 2012 to Sept 2013 Feb 2012 to Jun 2012 Sept 2009 to Feb 2012 Feb 2009 to Aug 2009 Jul 2007 to Jan 2009 Jan 2007 to Jun 2007 Oct 2006 to Jan 2007 Jan 2006 to Oct 2006 Sept 2003 to Nov 2005
Management Position Title Current Incumbent Previous Incumbent
(name) (period of time in position) Previous Incumbent
Greg Jackson 2000 to Sept 2003
Manager – Operational Support
(no known position number) Position no longer exists Andrew Lye Feb 2009 to Aug 2009 General Manager – Operations
(S30403511) Position no longer exists Simon Cameron Aug 2011 to Feb 2013
Manager – Asset Management **
(S00263618) Hubert Lehman (Jan 2011) Matthew Betts Jan 2007 to Sept 2010
Manager – Ore Processing and Logistics **
(S00263605)
Hubert Lehman (acting) (Feb 2014) Anthony Butcher
Alain Bouchard (acting) Miles Naude Noel Huggett (acting)
Darryl Messenger Craig Stegman Garry Martin Feb 2011 to Feb 2014 Aug 2010 to Feb 2011 Jun 2007 to Aug 2010 Jul 2006 to Jun 2007 Dec 2004 to Jul 2006 Dec 2002 to Nov 2004 1993 to Dec 2002
Manager – Underground Operations
(S00263570) Eric Strom (Feb 2013) James Low (acting) Eric Strom (acting)
Elton Peebles Rob Cunningham (acting)
Con Panidis Craig Stegman Iain Ross Dave Nicholls Iain Ross Nov 2012 to Feb 2013 Jul 2012 to Nov 2012 Jun 2007 to Jul 2012 Feb 2007 to Jun 2007 May 2006 to Feb 2007 Dec 2004 to May 2006 Jul 2003 to Jan 2005 Jul 2002 to Aug 2003 Jul 2000 to Jul 2002
Manager – Technical Services
(no known position number) Position no longer exists Wayne Trenning Steve Duffield Aug 2004 to Aug 2006 2006 to Feb 2009 Manager – Exploration and Evaluation
(no known position number) Position no longer exists General Manager – Projects Blair Scott (acting)
Andrew Lye Jonathon Lew Sept 2009 Nov 2008 to Feb 2009 Jan 2005 to Oct 2008 Jan 2002 to Dec 2004 Manager – Geoscience
(S002276451) Pamela Naidoo (Apr 2013) Step Change Projects Mar 11 to Apr 2013 Manager – Tunnel Boring Projects
(S00263637) Position no longer exists Step Change Projects Rob Cunningham Apr 2013 to Dec 2013 Jan 11 to Apr 2013
E26 LIFT 2 PROJECT (2001 to 2004)
Management Position Title Current Incumbent Previous Incumbent (name) (period of time in position) Previous Incumbent General Manager – Projects Position no longer exists Chris Beaumont
Richard Dossor Nov 2003 to Aug 2004 Oct 2000 to Nov 2003
Mine Manager (certificate) Position no longer exists Steve Powell 2001 to Dec 2003
Construction Manager Position no longer exists Chris Beaumont Jul 2003 to Oct 2003
Technical Services Manager Position no longer exists Steve Duffield 2001 to Aug 2004
E48 PROJECT DEVELOPMENT (2006 to April 2009)
Management Position Title Current Incumbent Previous Incumbent (name) (period of time in position) Previous Incumbent General Manager – Underground
Operations Position no longer exists Matthew Betts (acting) Andrew Lye (acting) Craig Stegman
Jan 2008 to Jan 2009 Aug 2007 to Dec 2007
Jun 2006 to Aug 2007
Mining Manager Position no longer exists Elton Peebles Jul 2007 to Apr 2009
Engineering Manager Position no longer exists Matthew Betts Jan 2007 to Apr 2009
Technical Services Manager Position no longer exists Wayne Trenning Feb 2006 to Feb 2009
E48 PROJECT (September 2009 to September 2010)
Management Position Title Current Incumbent Previous Incumbent (name) (period of time in position) Previous Incumbent General Manager – Projects
(E48 inclusive)
(S00263616)
OPEN CUT (July 2003 to January 2011)
Management Position Title Current Incumbent Previous Incumbent (name) (period of time in position) Previous Incumbent Manager – Surface Mining
(S00263554) Position no longer exists Rob Cunningham Mike Priestly
Closed Craig Stegman Iain Ross Feb 2010 to Jan 2011 Nov 2007 to Feb 2010 Dec 2006 to Nov 2007 Dec 2003 to Dec 2006 Jul 2003 to Dec 2003
STEP CHANGE (September 2010 to Apr 2013)
Management Position Title Current Incumbent Previous Incumbent
(name) (period of time in position) Previous Incumbent General Manager – Projects
(S00263616) Position no longer exists Andrew Lye Sept 2010 to Apr 2013
Manager – Infrastructure
(S0030381674) Position no longer exists Matthew Betts Sept 2010 to Apr 2013
Manager – Mine Design
(S00276450) Position no longer exists Manager - Infrastructure Damien Hersant Apr 2011 to Apr 2013 Jan 2011 to Apr 2011
Manager – Tunnel Boring Projects
(S00263637) Position no longer exists Rob Cunningham Jan 2011 to Apr 2013
Manager – Geoscience
(S002276451) Position no longer exists Erik Ronald (acting) Pamela Naidoo
Craig Riley
Oct 2012 to Apr 2013 Mar 2012 to Oct 2012 Mar 2011 to Mar 2012
Manager – Community and External Affairs
(S0030397912)
