Minera Antamina - ViewPoint 5... · 2014-10-08 · Minera Antamina: Mining industry draws oVER...

focusing on sustainability

at minexpo

MInIng InduSTRy dRAwS oVER

40,000 To MInExPo 2008

ShInIng A LIghT on ThE MInER’S LIFE

Men of the deeps

nEw TEChnoLogy IMPRoVES hAuL RoAd wATERIng

a publication of caterpillar global mining

CREATIVE SOLUTIONS TO solve skills shortage

2009: ISSuE 5

Minera AntaminaSETTINg ThE STANdARd.

dRIVINg ThE fUTURE.

c Cat global Mining / Viewpoint / 2009: issue 5

These are challenging times for many global

industries—and the mining sector is no exception. But

we are confident that the industry will remain a steady

and influential contributor to economies worldwide.

While much of the industry is adjusting near-term plans

for production, capital outlay and growth, we believe

there are opportunities to be gained during this slow-

down. We look forward to working with our dealers and

customers on getting back to some of the basics—a

luxury that isn’t always afforded during tremendous

growth cycles. Focusing on continuous improvement

projects, improving maintenance processes, and getting

equipment current on safety issues and other updates

will allow mine sites around the world to be in a better

position to take advantage of the growth when it does

occur.

The outstanding attendance at MINExpo 2008 in

September supports our belief that the mining industry

is focused on the long-term strategic issues. In this

issue, you’ll find a story about MINExpo and the Cat

exhibit.

Also in this issue, we take readers to one of the most

productive mines in the world—Antamina Mine in

Peru, which set the standard for a greenfield operation

and continues to drive the future of what a sustainable

mining operation should look like. We continue our

focus on sustainability with an overview of MINExpo’s

concentration on the important topics of Health,

Safety, Environment and Community.

We address the industry’s critical issue of managing

and maintaining a skilled workforce, and highlight the

importance of a dedicated effort to haul road watering,

including new truck technologies that control water sprays.

Viewpoint is just one of the tools Caterpillar provides

customers to help them operate more safely and

efficiently, improve productivity and increase

profitability. This focus on continuous improvement

is even more important as together we navigate the

difficult road ahead.

I’m pleased to present this edition of Viewpoint, a Caterpillar Global Mining publication produced for and about the mining industry.

Chris CurfmanPRESIdEnT, CATERPILLAR gLobAL MInIng

caterpillar editorial board: dan Hellige, Editor; erik elsmark, wheel dozers and Loaders; John enderby, China and India; greg gardner, Europe, Africa and Middle East; chris gehner, underground Mining; larry gregory, Trucks; dan Hellige, Safety; tony Johnson, Marketing; Kent lynch, Tractors; Keith malison, Latin America and the Caribbean; patrick mohrman, Field Support; glenn morrison, Australia, Indonesia and new Zealand; shane o'brien, north America; david schricker, 6 Sigma

Viewpoint is a publication of cat global mining, producer of the mining industry’s broadest line of equipment and technology. Caterpillar serves the worldwide mining community through its vast dealer network and a single division called Caterpillar global Mining, headquartered in Peoria, u.S.A., with additional offices worldwide.

Cat global Mining / Viewpoint 1

SETTIng ThE STAndARd. dRIVIng ThE FuTuRE. 12

nEwS FRoM CAT 29

MInExPo 2008

FoCuSIng on SuSTAInAbILITy 6

table of Contents

Haul road watering 26

Mining industry employs creative solutions To SoLVE SkILLS ShoRTAgE 20

MEn oF ThE dEEPS

Shining a light on the miner’s life 28

nEw TEChnoLogy IMPRoVES

Minera Antamina:

Mining industry draws

oVER 40,000 To MInExPo 2008 2

2 Cat global Mining / Viewpoint / 2009: issue 5

MINExpo International 2008, held Sept. 22-25 in

Las Vegas, Nevada, USA, was a record-setting event

in every way—with 11,000 more visitors and 30

percent more square footage than MINExpo 2004.

Hosted by the National Mining Association (NMA),

the U.S. mining industry’s Washington, D.C.-

based trade group, MINExpo boasted nearly 42,000

registered attendees and 1,300 exhibitors spread

over 600,000 square feet of exhibit space at the Las

Vegas Convention Center.

By the end of the first day, more than 31,000

people had been through the exhibit and

registration had reached 41,000—exceeding

the total number of visitors at the 2004 show

by a third.

“There’s no other place in the world where mining

companies can see the number of products and

services shown at MINExpo,” said Moya Phelleps,

the NMA’s senior vice president of member

services. “From the largest trucks in the world

to computer programs to vendors who offer

financial services—anyone who is involved in the

mining industry at any level was at MINExpo.”

The range of products at MINExpo included the

latest in automation and robotics; safety and

communications equipment; engines and parts;

materials handling and processing equipment

and services; pollution control equipment;

reclamation equipment and services; computer

applications; consulting and financial services;

and much more.

In addition, a conference program with 20

educational sessions tackled issues affecting the

mining industry, with many of the industry’s top

professionals leading the discussions.

M I N I N g I N d U S T R y d R A w S

oVER 40,000 To minexpo 2008Caterpillar presents show’s largest exhibit


1/ LoVAT, a leading global manufacturer of tunnel boring machines (TbMs) recently acquired by Caterpillar, displayed a replica of one of its products at the Cat® Mine Site @ night venue. LoVAT specializes in the custom design, manufacture and technical support of tunnel boring machines utilized in the construction of circular tunnels.

2/ Caterpillar showcased the technical features of the new C175 engine.

3/ Caterpillar displayed its latest underground mining products and technologies, including this R2900g load-haul-dump machine equipped with the MInEgEM™ underground automation system. The display also showcased the new Ad55b truck, powered by the C27 ACERT® engine for an increase in speed on grade.

gLOBAL ANd INdUSTRy-wIdE EVENT

MINExpo is touted as the

largest mining exhibition

in the world. Phelleps

reported that official

delegations from 16

countries visited the Las

Vegas Convention Center.

NMA attendance data

shows that more than

10,000 of the registered

attendees represented

mining and processing

companies, which is nearly

a 40 percent increase over

MINExpo 2004. Other

attendees included those who provide services to

the industry—such as financial experts, engineers,

consultants and contractors—as well as original

equipment manufacturers and dealers.

Caterpillar Inc. estimates thousands of its customers

attended MINExpo, including a first-ever delegation

of 100 professionals—60 of them customers—from

China. More than 80 Caterpillar dealerships served

as hosts—with 20 of these dealerships attending

MINExpo for the first time.

Caterpillar Inc.’s Stu Levenick, group president,

reflected on the outstanding attendance: “While

the global economy is cause for concern, no other

event brings together so many key players in the

mining industry, and the outstanding attendance

shows the value of this event, even in uncertain

times. The NMA pulls it off in spectacular fashion

and we congratulate them for hosting such a

successful event.”

“While Caterpillar has a large presence at the

show, we were pleased to share the MINExpo stage

with nearly 100 of our dealers and look forward

to working alongside them to serve our mining

customers,” Levenick continued. “Our dealers

brought their customers from all regions of the

world. The show has truly grown into a global event,

addressing many issues that the industry faces.”

MORE ThAN EQUIPMENT

In addition to highlighting best mining

practices and advanced mining technology,

MINExpo also called attention to the mining

industry’s commitment to mine safety and

environmental performance.

The NMA offered participants 20 educational

sessions covering surface and underground

mining, metal commodities, exploration, new

mine developments, processing and workforce

development.

Caterpillar dedicated a full day to its global Health,

Safety, Environment and Community (HSEC)

Forum, held at Caesars Palace on the Saturday

before MINExpo began. More than 400 mining

company representatives, Cat dealer

representatives and HSEC experts attended the

event, which featured displays, opportunities to

learn best practices, and facilitated discussions

addressing industry challenges.

LARgEST EXhIBITOR

The largest and most comprehensive state-of-the-

art indoor exhibit at MINExpo was presented by

Caterpillar. The 40,000 square feet of exhibit space

highlighted Caterpillar’s mining products, services,

technology and people.

“MINExpo is an important event for Caterpillar

because mining is such an important part of our

business,” said Caterpillar Chairman and CEO

Jim Owens. “Mining equipment continues to

represent a growing portion of our sales.”


1

2

3

Caterpillar’s theme—“Mining safely. Mining

more. Mining right.”—highlighted the company’s

commitment to mining efficiently and productively

while doing the utmost to protect the health

and safety of miners, the environment and the

communities where mining companies operate.

Mining saFely.

The Cat exhibit showcased a number

of the company’s advancements in

improved equipment safety. The

machines on display demonstrated

significant ergonomic and safety-related

improvements. Advancements in

machine access were highlighted with

new integrated ladder, stairway and lift

systems demonstrated on the Cat® 797F,

795F AC and 777F mining trucks, 993K

wheel loader and D11T track-type tractor

models exhibited on the show floor.

Cat showcased updated engineering designs that

provide ground level access to the regular service

and maintenance points on the machines, helping

to improve the safety of maintenance personnel.

Virtual training simulators, designed to improve

operator performance and safety, were located

throughout the exhibit and offered hands-on

demonstrations.

Mining More.

MINExpo set the stage for Caterpillar

to unveil its next generation of mining

trucks, designed to help mining customers

produce more, including the Cat 777F

and 797F mechanical drive trucks and the

new 795F AC electric drive truck.

“The development of our next generation of trucks

was the single largest investment we have ever

made into this important product line,” said Chris

Curfman, president of Cat Global Mining and vice

president of Caterpillar Inc. “In the next five years,

our complete line of mining trucks will be updated

with new features and technologies.”

Completing the updated mining truck line will be

new versions of the 785 and 789 mechanical drive

trucks, as well as a new 793, which will be available

in both mechanical drive (793F) and electric drive

(793F AC) versions.

The exhibit also showcased the new 993K wheel

loader, a product designed specifically for the

mining industry, and highlighted Caterpillar’s

underground mining product line and technologies.

“Caterpillar is one of the only major manufacturers

that offer products for both surface and

underground mining,” said Curfman. “We have

aggressive plans in place to continue to grow our

underground mining business. We’ve expanded our

manufacturing capabilities and have a project under

way to develop and manufacture underground drills

and underground service support vehicles.”

The exhibit also provided an overview of

Caterpillar’s strategy for autonomy, including a

dramatic representation of an autonomous mine

site in 2013 and the technologies used to build it.

The display featured the DARPA Urban Challenge

winner, Boss. The robotic vehicle is a 2007 Chevrolet

Tahoe that was developed by Carnegie Mellon

University and sponsored by Caterpillar. Autonomous

systems for large track-type tractors and underground

mining equipment also were on display.

“We’re working with customers and the industry

directly to develop our autonomous mining truck

2

1

3

1/ Caterpillar introduced the 795 AC, a completely

new truck model that features the new Caterpillar® AC drive

system, developed and supported entirely by Caterpillar to assure

complete system integration and support of controls, electronics

and components.

2/ MInExpo attendees view a dramatic representation of an

autonomous mine site in 2013 at the Caterpillar exhibit.

3/ Virtual training simulators like this one in the Cat exhibit

can help companies improve safety, increase production, offer training flexibility and

reduce costs.



Caterpillar hosts China delegation at

Minexpo 2008

At MINExpo 2008, Caterpillar played host to a China delegation consisting of more

than 60 customers, who visited the Cat exhibit and attended a series of Cat organized

activities including factory visits, equipment demonstrations, Mine Site @ Night

and China Day presentations. These activities combined to provide Chinese mining

customers an extensive experience with Caterpillar and its mining offerings.

“We felt it was important for our potential Chinese customers to visit production lines

and get to know the long heritage and quality management behind our equipment,” said

Kebao Yang, President, Caterpillar Global Mining China.

For most Chinese customers, it was their first visit to MINExpo and an opportunity to see

firsthand a wide range of mining products and services.

“Now, after visiting MINExpo and being exposed to the mining machines and solutions,

I know why Cat is regarded as a market leader,” said Hu Kaijiang, general manager of

Shenhua Xinjiang Energy Sources Co. Ltd. The company is the largest coal producer in

China and recently purchased the first Cat D11T track-type tractor in the country.

Tan Rui, deputy chief engineer of Kunming Non-ferrous Design Institute, who is involved

in mining feasibility and fleet designs of many big mines in China, appreciated the

opportunity to learn about underground mining offerings. “Before the trip, I never heard

that Caterpillar also offers underground mining machines,” he said. “I was especially

impressed by the commitment from Cat to mining safely.”

MINExpo’s focus on safety and sustainability earned praise from the China delegation.

“In terms of company development stage, I think Level One is to develop market

and strive for survival,” said Qu Xiangdong, general manager of Chalco Guangxi, the

largest bauxite producer in China and the second largest in the world. “Level Two is to

optimize the profitability, and Level Three—the highest level—is to achieve sustainable

development through the success of customers and the upgrading of the industry. I see

Caterpillar at Level Three.”

Caterpillar’s sustainable development film, “Ground Rules,” also received praise from the China

delegation. Yuan Junhong, secretary general of China Chemical Mining Association, was so

excited about the sustainable growth concept of the film, he asked for a Chinese version to

submit to the state-owned Assets Supervision and Administration Commission of the State

Council, the key policymaker in China’s mining industry. “We shall not only upgrade the China

mining industry with more productive machines and more advanced technology, but also with

more social responsibility and commitment to safety and sustainable growth,” he said.

program,” said Curfman. “We plan to have trucks

running under pilot and field follow in late 2009 or

early 2010, with expected commercial availability in

late 2013.”

Beyond products, Caterpillar’s exhibit also

showcased the company’s mining offerings for

electric power generation, financial products, world

trade and other product support services.

Away from the exhibit, more than 6,000 people

attended Cat’s Mine Site @ Night, which celebrates

the capabilities of the Cat dealer network and the

service they provide to support the entire machine

lifecycle. The star of the evening was a 100,000-

hour 793 truck from the Sierrita mine in Arizona.

Customers also had the opportunity to view a

side-by-side display of Cat’s mechanical and electric

drive powertrains, as well a display by tunneling

equipment manufacturer LOVAT.

Mining right.

Caterpillar’s ongoing commitment to

sustainability—and how it is integrated

into mining—was another important

aspect of the MINExpo 2008 program.

The company previewed its latest industry film,

“Ground Rules: Mining Right for a Sustainable

Future,” in a theater on the exhibit floor. The film,

shot in high definition in locations around the world,

focuses on educating the public about mining’s

intrinsic value to society and illustrates how mining

companies are doing it in a sustainable manner.

Advancements in engine and emissions technology

were displayed as the company introduces its latest

engine line-up, including the new C175 engine for

its largest mining trucks. Every machine on the

exhibit included Caterpillar’s patented ACERT®

Technology, designed to reduce emissions and

improve fuel efficiency.

“By pursuing sustainable development and

sustainable progress—in every aspect of our

business— we strengthen our ability to meet

the emerging sustainability requirements of

both our domestic and international customers,”

said Curfman. ■



Caterpillar hosts global Health, safety, environment and Community Forum

MINExpo 2008, held Sept. 22-25 in Las Vegas,

Nevada, USA, was the largest exhibition of mining

equipment and services in the industry’s history.

And while equipment and services took center

stage throughout the event, the show’s sponsor and

many of the exhibitors followed the industry’s lead

and focused also on the important topics of Health,

Safety, Environment and Community (HSEC).

The National Mining Association (NMA), sponsor

of the event, dedicated a number of its 20 MINExpo

education sessions to important HSEC topics.

Health and safety sessions covered issues such

as promoting safety cultures with a goal of zero

injuries in mines worldwide, and minimizing safety

risks through equipment design.

Environmental topics included water management,

waste management and air quality, including the

future of biodiesel and its impact on emission

reductions. Community topics included sessions on

workforce planning strategies and training for the

workforces of the future.

hOSTINg AN INdUSTRy-LEAdINg fORUM

One major exhibitor, Caterpillar Inc., dedicated

a full day to an industry-leading HSEC Forum,

held at Caesars Palace on the Saturday before

MINExpo began. More than 400 mining company

representatives, Cat® dealer representatives and

HSEC experts attended the event, where they had

the opportunity to gather with mining professionals

from around the world; view displays from Cat

customers, Caterpillar® divisions and industry

experts; learn best practice solutions from other

mining organizations; and engage in facilitated

discussions addressing industry challenges. The

HSEC Forum also was the site of the premiere of

Cat’s new educational film, “Ground Rules: Mining

Right for a Sustainable Future.”

“The challenges of community socio-economic

development are frequently left to ‘community

experts’ and social scientists to analyze,” said

John Groom, former chief operating officer for

the International Council on Mining and Metals

(ICMM). “The actual delivery of better results on the

ground, at a mine site, usually falls to the mining

professionals whose engineering skills are not

necessarily the most appropriate. The Cat HSEC

Forum presented a great opportunity to discuss

mining and community development and related

challenges with a ‘new’ audience of mining folk.”

Participants were welcomed by Caterpillar leaders

Chris Curfman, president of Caterpillar Global

Mining, and Sid Banwart, vice president of the

company’s Human Services Division.

Banwart presented an overview of what Caterpillar

is doing from a corporate perspective to support

sustainable development and emphasized the

company’s commitment. “Business, for a long time,

was unsure of its role. Many felt that these problems

were best left to governments, philanthropists

and non-governmental organizations to solve. But

leaders of successful companies see the need to

be active partners in the sustainable development

space—and they’re often driving the solutions.”

Specific projects currently under way at Caterpillar

focus on holding water consumption flat, increasing

energy efficiency, reducing waste with a goal of

“zero waste to landfill,” and using Leadership in

Energy and Environmental Design (LEED) criteria

and green building standards for new building

projects worldwide.

Curfman focused on ways Caterpillar partners

with its customers in the mining industry to

make sustainable progress possible—such as

its partnership with BHP Billiton to develop

autonomous technologies and products; and

health- and safety-related projects like Work Area

Vision System, Slow Speed Object Detection radar

focusing onsustainability

at minexpo 2008


systems, new ground level maintenance centers on

machines, and improved access and egress systems.

He pointed out the importance of Caterpillar’s

investment in projects dedicated to bringing more

sustainable products to market. “Ongoing research

and development are critical to our ability to explore

alternative fuel use, enhance machine safety,

develop autonomous products and provide other

solutions that enable customers to operate more

sustainably,” Curfman said.

EdUCATINg ThE PUBLIC

one of the highlights of Caterpillar’s HseC Forum was the premiere of “Ground Rules: Mining Right for a sustainable Future.”The sequel to Cat’s popular “Common Ground”

educational film, “Ground Rules” was produced

The film Ground Rules illustrates creative and core concepts of sustainable development and social responsibility through six existing and developing mines around the world. It was shot at mine sites in Canada, Australia, Chile, Indonesia, ghana and the united States.

to raise awareness of all that the mining industry

is doing to operate sustainably. Furthermore, it

highlights the importance of mined materials in

modern, everyday life.

The film follows the development of a new

mine as it works to become a model of

sustainable practices. As a geologist and mine

manager tackle the complex problems facing

any new mine with creative solutions, they

draw on the experiences and achievements of

other mine sites around the globe to illustrate

core concepts of sustainable development and

social responsibility.

“We’re pleased to stand with the industry to

educate the public about the vital role mining

plays in everyday life,” said Curfman. “We thank

the six companies that allowed us to poke and prod

around their sites in order capture their stories.”


ShARINg SUCCESS STORIES

the HseC Forum Gallery Walk was made up of 20 booths, each demonstrating best practices in the area of sustainable development. “We designed the Gallery Walk to give our

customers the opportunity to demonstrate how they,

as industry leaders, shoulder global responsibility

while supplying the raw materials essential for

society’s progress,” says Dan Hellige, Caterpillar’s

HSEC manager and coordinator of the forum.

Exhibitors included Caterpillar customers and non-

governmental institutions, as well as Caterpillar

groups focused on HSEC issues. Customers

exhibited a wide variety of topics, including:

Biodiversity, Rio Tinto. The company highlighted

its biodiversity strategy, which focuses on land

management—first reducing and minimizing

impact, then engaging in biodiversity offsets.

Managing Fatigue through Wellness and Education,

Anglo American. This booth discussed the need for a

multidisciplinary approach to fatigue management.

Risk and Opportunity Management, Newmont

Mining Corp. The company highlighted its safety

principles; management of health risks; and

initiatives that help protect the environment.

Indigenous Workforce Training, Freeport-

McMoRan Copper & Gold. “Taking the high road

to success” showcased how the company is

developing an indigenous workforce, providing

training, and developing current employees.

The Controlled Water Cart, Thiess. This booth

highlighted how Thiess solved a problem of

inconsistent water application on unsealed haul

roads by developing a Controlled Water Cart, which

reduces water usage and has a significant reduction

on accidents caused by poor road conditions.

Courageous Leadership for Safety and Health,

Barrick. This booth emphasized Barrick’s

commitment to employee safety and health.

Building Community Relationships, Vale Inco.

This booth focused on Vale’s improved

communications with the community in Itabira,

Brazil, and Inco’s efforts to become a neighbor of

choice in Sudbury, Canada.

Booths were also presented by the ICMM, World

Business Council for Sustainable Development,

Pew Center for Climate Change, and Opportunity

International. In addition, Caterpillar presented

exhibits covering Alternative Fuels, Object Detection,

Operator Fatigue, Access/Egress and Materials

Stewardship. The company’s new SAFETY.CAT.COM

site also exhibited at the Gallery Walk.

dEBATINg INdUSTRy ISSUES

the HseC Forum’s Discussion arena gave participants the opportunity to attend four professionally moderated “round table discussions,” where recruited experts debated issues and presented a variety of diverse and sometimes challenging viewpoints. Moderated by a sustainability specialist and

consultant, experts represented mining companies,

NGOs, and Caterpillar.

BUILdINg COMMUNITy PARTNERShIPS

“Developing Guidelines for the Sustainable

Development Evaluation of Mining Projects—

Local, Regional and National Scales,” focused on the

state-of-play for sustainability guidelines and how

mining companies can work in partnership with

regulators and the local communities with the aim

of maximizing corporate, national and community

benefits, while at the same time minimizing the

social and physical impacts.

The hSEC Forum gallery walk featured

booths on a wide variety of topics,

including:

1/ "Courageous leadership for safety

and health" by barrick

2/ "biodiversity" by Rio Tinto

3/ "Risk & opportunity Management" by

newmont 1 2 3

dOINg IT RIghT

Sustainability was top-of-mind as Caterpillar prepared and

produced the materials for the hSEC Forum. The company

used existing materials to construct the infrastructure of

the gallery walk booths instead of creating booths specifically

for this event. If exhibitors decided not to have their

booths transported for re-use, Caterpillar made arrangements to have the materials recycled.

All signage was made either from recycled or recyclable

materials such as post-consumer waste plastic bottles, recycled paper and byproducts

from the manufacture of cotton fabric.


Panelist John Groom of the ICMM emphasized

that the industry must contribute to sustainable

development. “There is no such thing as a

sustainable mine,” Groom said. “But we supply

vital materials and we simply have to operate.

The mining industry must turn materials into

other forms of capital that will last well beyond

the life of the mine. We have to do this in an

environmentally and socially responsible fashion.

And we must demonstrate how it works at a

national and local level, contributing to both

countries and communities.”

“Research shows that countries that develop an

integrated approach are the most successful in passing

development down throughout other entities,” Groom

continued. “Companies must be in partnership with

the government and non-governmental organizations,

and they must make sure those in authority have

the skills to apply the mineral wealth.”

Co-panelist Luke Danielson, an environmental

lawyer and principal of the Sustainable Development

Strategies group, stressed that it is important to apply

the mineral wealth throughout the country and into

the local communities. “It doesn’t work to have an

enormous wealth generator surrounded by a sea of

poverty,” he said. “It also doesn’t work when mining

companies attempt to solve just one problem—

building a school, for example. This is part of the

‘company town’ model—a model that the industry is

moving away from. The new model has moved from

dependence to independence. Mining companies

and communities must work as partners.”

OBTAININg VISION ZERO

Is it possible for mining companies to achieve zero

injuries? The four members serving on the “Safety:

Obtaining Vision Zero” discussion panel believe so.

“I work for a company that truly believes in a

zero injury culture and that all injuries can be

prevented,” said panelist Charles Doane, director

of health and safety at Freeport-McMoRan Copper

& Gold. “We’ve had millions of hours without lost

time injuries and this shows us zero is possible.”

This panel focused on the shared responsibilities

necessary to ensure the safety and health of global

mineworkers. The four panelists, all members of

the Earth Moving Equipment Safety Round Table

(EMESRT), explored the safety continuum and the

challenges of achieving it.

The discussion began with a short video prepared by

Shell and the UK Energy Institute, outlining the steps in

the “HSE Ladder,” a model that can be used throughout

the industry. Companies move through these steps as

they develop a culture where HSE can flourish:

Pathological— Who cares as long as we’re not caught?

Reactive— Safety is important; we do a lot every time

we have an accident.

Calculative— We have systems in place to manage

all hazards.

Proactive— Safety leadership and values drive

continuous improvement.

Generative— (High Reliability Organizations) HSE

is how we do business around here.

Panelist Jim Joy, professor and director of the Minerals

Industry Safety and Health Centre (MISHC), stressed

the importance of following the path. “You can’t skip a

step,” he said. “You have to do them one at a time. And

you have to line up your people with your activities.”

The panelists shared their companies’ journeys

along this ladder, and all agreed it can be a long,

slow process. “We’re not at the top yet,” said Alan

Miskin, BHP Billiton’s fatal risk control manager.

“We spend a lot of time and money but I don’t think

we’re at the ‘preaching’ level. There is so much

variance and you can slip from one level to another.”

Xstrata Coal’s Tony Egan shared a success story

about a 20-year-old site purchased by the company

that existed in the reactive state. About five years

after the implementation of a safety system, Egan

reports the site has developed a true safety culture.

“It took a lot of effort, but we went from a lost time

injury frequency rate of 60 and a total recordable

injury rate of 90, and within two years we got

recordable injuries down to 10 and lost time

to zero,” said Egan, the company’s manager of

engineering systems and support.

Doane said Freeport-McMoRan was moving up

the HSE ladder, then took a step back and re-

evaluated priorities. “We were spending as much


time trying to resolve a minor injury as we were

on events where someone could have gotten

killed, he said. “Now our primary efforts are

centered on fatality prevention.”

Freeport-McMoRan also has found two key areas

that lead to high performance in health and safety.

“Without exception it requires active, visible leadership

coupled with accountability,” said Doane. “If you

don’t have these two aspects, you can’t succeed.”

Miskin agreed, but pointed out that leadership

takes many forms. “anyone can exercise leadership in health and safety,” said Miskin. “You can have a very passionate individual be the person who sweeps the floor. He can motivate the people around him and do things the right way and encourage change.”The panelists have found that improving health

and safety has had an added benefit to their

companies—an increase in profitability. “At the

same time we were building toward a safety culture,

we also saw massive improvements in productivity,

costs and attitude in our workforce,” said Egan.

AddRESSINg CLIMATE ChANgE

There is growing global consensus that climate

change is a reality, and that its cause is directly

linked to the emission of greenhouse gases.

Panelists in “The Reality of Climate Change: Are

You Engaged” discussed the key issues that the

mining industry must consider when developing

strategies to address climate change, as well as

how to best engage in this global debate.

Government, non-governmental and industry leaders

are gearing up to offer new ways of reversing climate

trends. Governments must decide how they will

continue not only to maintain but to increase their

standard of living while reducing the greenhouse gas

footprint, explained panelist Manik Roy, director of

congressional affairs for the Pew Center for Climate

Change. A number of options are being considered:

Voluntary programs. Roy says significant work has

been done in this area, but the economy as a whole

has not responded.

Federal subsidies for research, development and

deployment. This option requires a bureaucracy

to identify which technology is the best and to halt

development of those not selected.

Command and control. Under this option, a

government bureaucracy sets a limit on emissions

and requires a specific technology be used to

accomplish the reduction.

Cap-and-trade system. Under this system,

governments set limits on emissions and the

marketplace decides how to meet those limits. This

solution shows the most promise, Roy maintains.

Under cap-and-trade, companies reduce emissions

either through improved efficiencies or by

purchasing emissions from other companies.

Roy said that no matter what decisions are made

on reducing carbon emissions, it’s extremely

important for businesses—including those in

the mining industry—to engage in the climate

control debate.

Panelist Marcelle Shoop, Rio Tinto’s principal

adviser for sustainable development and climate

change, agreed. “The nature of our industry makes

climate control critical,” she said. “We are looking

at how we operate, how we deliver products to the

marketplace, and government policies that address

climate change.”

The key is using technologies to reduce emissions

from coal, Shoop maintained, saying significant

funding from the public sector is essential.

Peabody Energy’s Vic Svec agrees. “Coal is being

used in increasing amounts, with about 75 nations

developing coal plants right now, said Svec,

Peabody’s senior vice president of investor relations

and corporate communications. “Coal has been the

fastest growing fuel in the world, and the world is

continuing to use it.”

Development of new technologies is the answer

to conducting business in a carbon-constrained

world, said Svec. In China, Peabody is the only

non-Chinese equity partner in the country’s US$1

billion “GreenGen” project—the first near-zero

emissions coal-fueled power plant with carbon

capture and storage in China. Peabody also is a


partner in FutureGen, a similar project in the

United States that has funding secured but is

temporarily stalled while awaiting support from

the next presidential administration.

Panelist John Disharoon, sustainable development

manager at Caterpillar, stressed that reducing carbon

emissions must be a global issue. “Co2 doesn’t know a zip code,” Disharoon said. “If the United states and europe have strict standards, and China and India do nothing, there is no success. all nations, all economies, have to participate. the hope is that once they see our commitment, others will follow suit.”

MANAgINg A SUSTAINABILITy-LITERATE wORkfORCE

Panelists in the “Workforce Management: Skills

Shortage & Development” session addressed the

mining industry’s challenge in maintaining a

healthy, skilled workforce—referenced in another

article in this edition of Viewpoint. They also

touched on the need to develop a workforce that

is focused on sustainable development.

Katherine Madden of the World Business Council

for Sustainable Development, who serves as a

manager responsible for implementing sustainable

development, discussed the skill sets necessary for

workers in the mining industry. “They need to be

specialists and technicians,” said Madden. “But

they also have to develop sustainability literacy.

Everyone in the company needs to understand what

sustainability is.”

Madden said it is necessary to make sustainable

development “real” for employees. “It’s important

to put it in everyday terms,” she said. “For example,

take employees home and teach them about energy

efficiency and why it’s important.”

As companies face challenges in finding and

keeping their skilled workers, Madden explained

that a focus on sustainability can be a differentiator

that is useful in recruitment. “New graduates

in particular want to work for a company that is

sustainable,” she said.

Caterpillar’s Ed Cullen, manager of the company’s

Global Manpower Development Division,

agreed, pointing out a recent company online

sustainability forum that addressed this important

topic. “We had huge participation,” he said. “We

had responses from more than 2,200 people in

just 48 hours—and they came from all salary

grades. They all want to be catalysts. They all

want to make a difference.”

Another way to focus on sustainability in the

workforce is by partnering with local authorities

and providing indigenous people opportunities.

For example, mining company Vale and the

community of Itabira have grown together

through the years. An effort to improve their

co-existence led to a diagnosis of the relationship

and the development of Coexistence and Strategic

Action plans.

Vale agreed to increased dialogue and shared

decision-making, involving employees,

neighborhood leaders and local residents through

committees, public meetings and gatherings. “We’re

always working together to decide what is best for

the company and the community,” said Marcelo

Perpetuo, maintenance manager for the Southeast

Ferrous Minerals Department at Vale. ■

1/ Environmental lawyer Luke danielson discusses the importance of mining companies and local residents working as partners to build sustainable communities.

2/ From left, mining company representatives Alan Miskin, Tony Egan and Charles doane, all members of the Earth Moving Equipment Safety Roundtable, discuss the importance of working toward zero injuries.

1 2

“ While workers may not realize how ‘sustainable development’ is defined, they know what it means to work for a company that cares about the impact it is having on the environment and on the people it employs. People want their families to be proud of the work they are doing.” – MARCELo PERPETuo, VALE


Just eight years sinCe its opening, antaMina Mine in peru

is one oF the largest and Most produCtive Mines in the

world. and already this suCCessFul Copper and zinC

operation is in the beginning stages oF a MaJor expansion.

MINERA ANTAMINA:

setting tHe standard. driVing tHe future.

When mining companies consider expanding their operations, oftentimes they must overcome a

number of hurdles—such as obtaining a social license or addressing safety and environmental concerns.

However, this is not the case with Antamina—a mine that set the bar for a greenfield operation five years

ago and continues to drive the future of what a sustainable mining operation should look like.

“Antamina set the standard in our country for safety and for good relationships with employees and the

community,” says Jorge Durán, mining division manager of Caterpillar dealer Ferreyros. “They go above

and beyond what is required—and that has been a key to their success.”

Decisions are driven by a desire to be a sustainable business, not just by cost or profitability, says Durán.

“Cost is second tier or third tier in their decision-making,” he says.


“In the past, the primary purpose of a mine was to produce metals and generate a profit,” says Gonzalo Quijandría, Antamina’s manager of corporate affairs. “Now we’re talking about the balance of the community and other stakeholders so that they realize the benefit. And we balance the need of future generations as well.”

ABOUT ANTAMINA

Antamina produces different mineral concentrates,

primarily copper and zinc, as well as molybdenum,

silver and lead, which are secondary byproducts.

The concentrates are fine mineral dust that has been

reduced to microns with a high metallic content.

The Antamina surface mine, mill and concentrator;

a 302-kilometer (188-mile) underground pipeline for

transporting concentrates; and the port facilities at

Huarmey on the Pacific Ocean, are owned by BHP

Billiton Plc. (33.75 percent), Xstrata (33.75 percent),

Teck Cominco (22.5 percent) and Mitsubishi

Corp. (10 percent). The independent companies

jointly formed the Peruvian company in 1996

after acquiring the long-known minerals deposit

from Minero Peru. As of April 2007, the operation

employed 1,500 workers, with more than 98 percent

of them Peruvian. In addition, Antamina has

around 2,000 strategic partners.

The deposit is a large copper skarn with zinc, silver,

lead, molybdenum and bismuth mineralization.

Recently updated estimates show total proven and

probable reserves of about 745 million tonnes (821

million short tons) grading 1.06 percent copper, 0.67

percent zinc, 11.7 grams/metric tonne (0.40 ounces/

short ton) silver and 0.03 percent molybdenum. The

concentrator also produces saleable lead-bismuth

concentrates. Ore reserves yield a 23-year mine life.


dEVELOPINg A dIffICULT SITE

Antamina’s US$2.2 billion construction program

was one of the largest new mine development

projects ever undertaken in the mining industry.

It took more than four years to reach the mineral

deposits and required the removal of several

mountain tops and the draining of a lagoon.

The ore body is in the rugged Western Cordillera

range of mountains at an altitude averaging 4,300

meters (14,100 feet)—an altitude that creates a

difficult working environment for both operators

and their machines. Just getting to the site required

construction of 210 kilometers (130 miles) of roads,

including a 118-kilometer (73-mile) paved highway

connecting Conococha to Antamina.

MANAgINg ThE IMPACT

In addition to the logistical challenges, Antamina

faced a number of unique challenges in the area

of environmental protection and management

of community interaction. Antamina has been

innovative in its approach to these issues, and

as a result, has set new standards in Peru for

environmental management and sustainable

development.

“Managing the environment is a priority for us,” says Antonio Mendoza, environmental manager for Antamina. “From finding ways to minimize emissions and discharges into the environment, to reducing waste and avoiding spills, we use state-of-the-art technologies to prevent and control the impact of our operations.”For example, while it would have been easier to

build a road to truck copper and ore to the nearest

seaport, Antamina’s owners instead built a pipeline

that uses water to transport the ore down the

mountainside. The pipeline has a station with four

high-pressure pumps and four valve/choke stations,

as well as emergency evacuation ponds to reduce

3


the excessive pressure produced by the decline

toward the Punta Lobitos terminal.

After it’s purified, the water from the pipeline is

used to irrigate an experimental farm in the middle

of the desert.

A number of programs and policies are in place

to keep tabs on the mine’s environmental impact.

A training program teaches Antamina’s employees,

strategic partners and contractors the importance

of taking care of the environment in their everyday

tasks. In addition, employees and partners

participate in planned inspections to identify

potential hazards, evaluate risks and point out

unsafe practices.

A detailed environmental monitoring and control

program mandates regular sampling to test water

and air quality. “Antamina believes that permanent

monitoring is essential to our environmental

management program,” says Mendoza. “We

monitored our environmental impact during

the construction stage, we’re doing it during the

operation stage, and we will continue to do so once

we reach the closure stage.” The mine monitors

discharges into the environment and evaluates the

quality of surface water, ground water, air, soil, crops

and animals (terrestrial and aquatic) that may be

impacted by its operations.

In addition, a closure and restoration plan is

already being implemented in preparation for the

end of the mine’s life. “We’ve been taking recovery

action since the construction phase began, by

planting native and exotic species that are known

for their adaptability,” says Mendoza. “We’re also

working to limit environmental impacts and protect

watercourses and sensitive habitats.”

The recovery and protection of organic soils,

including research to determine suitable plant

species and ensure optimal conditions in the areas

to be recovered, are also key issues to be considered

to guarantee the success of the program throughout

the life cycle of the operations, he said.

While environmental considerations played a large

role in development of the site, Antamina paid a

great deal of attention to the impact its operations

1/ The Punta Lobitos Port facilities near huarmey were designed to export copper and zinc concentrates from Antamina. The terminal has coastal and marine facilities to receive, filter and store concentrates, as well as a 271-meter (890-foot) long dock that includes a hermetic conveyor belt for concentrates.

2/ A reinforced underground pipeline transports the copper and zinc concentrates from Antamina to the port to be exported. The fully monitored pipeline includes a parallel fiber optic network that sends information about the minerals’ progress through the pipeline and inter-connects the entire company.

3/ Antamina’s community development programs include a focus on improving production and productivity levels in farming, the primary activity of local inhabitants. Programs include a “potato seed” program, education on crops technology, Alpaca raising, and an experimental center for the development of improved sheep.

4/ Antamina’s water monitoring program is aimed at determining the level of compliance with current water quality standards and identifying the potential impact of mining operations on the quality of water bodies. Monitoring is carried out in about 60 surface water stations and 20 ground water stations, including both mine and port locations.1

4

2


would have on the people there. Through the

Minero Antamina Fund, the mine has committed

US$125 million in social programs, the most

significant amount invested in poverty alleviation

by any private company in Peru.

Antamina operates in an area with low economic

standards. The Conchucos Valley, immediately

surrounding the mine, is a remote area that has

little access to resources for development and was

at the mercy of terrorist violence in the 1980s.

“We think it’s important for our business objectives

to be aligned with the hopes and aspirations of the

people in these communities,” says Quijandría

“That’s why we are in constant communication with

them. Our goal is to improve the living conditions

of our neighbors and to do it in a responsible

manner, working together with the state, non-

government organizations and, most importantly,

the community itself.”

The company has developed a number of programs

to improve education and health services, create

more productive farming, help in the development

of small businesses and support local culture and

heritage.

“We consider ourselves a part of the local community,” says Quijandría.

PROdUCINg COPPER ANd ZINC

After two years of exploration and nearly four years

of construction, Antamina achieved commercial

production on Oct 1, 2001. Antamina estimated it

will produced 1.1 million tonnes (1.2 million short

tons) of copper concentrate and 600,000 tonnes

(661,400 short tons) of zinc concentrate during 2008.

Keeping the mill and concentrator fed is an around-

the-clock task, as throughput averages 85,000 tonnes

(94,000 short tons) per day. To supply that ore, the

site moves 360,000 tonnes (397,000 short tons) of

material daily.

Antamina operates four Bucyrus 495B shovels

and six Caterpillar® 994D and 994F wheel loaders,

working with a fleet of 54 Caterpillar 793C and 793D

trucks. At least one of the loaders is operating as

a production loading tool at all times as the mine

operates five mining faces.

There are eight principal ore types and many other

variations. As a result, stockpile blending is done on

site. That task keeps one loader busy, and the other

loader works on clean-up jobs or as a substitute for

a shovel undergoing maintenance.

“We blend to optimize concentrator production,”

says Dan Gurtler, mine development manager,

“and we have achieved increased throughput and

recovery rates.”

The stripping ratio is about 2:1, which makes waste

removal a big part of the mining plan. The current

1/ Antamina has a number of educational programs that provide training for teachers and students and focus on improving educational quality and management in 41 schools.

2/ The Conchucos Valley, immediately surrounding the mine, is a remote area in Peru that has little access to resources for development. Antamina seeks to improve the living conditions of its neighbors by working together on health, education, infrastructure and economic development.

3/ Antamina has strategic alliances with several organizations, including the Technological Institute of huarmey, to support education projects for different population sectors in the community.

1

2


site is about 2 kilometers (1.2 miles) long and

1 kilometer (0.6 mile) wide. The highest elevation

is 4,800 meters (15,750 feet) and the lowest is a bit

more than 4,100 meters (13,450 feet), though the

excavated area is about 500 meters (1,640 feet) deep.

The first division of the material is done with a

simple rotary grinder, which has an average capacity

of 72,600 tonnes (80,000 short tons) a day. Huge

blocks of ore are reduced to 13-centimeter (5-inch)

blocks suitable for the concentrator plant. Once the

material is fractured, the loading process begins.

This product is sent on a conveyor belt through

a 2.6-kilometer (1.6-mile) tunnel that crosses the

mountain.

The nature of the minerals extracted at Antamina

made it necessary to design and build a highly

complex, state-of-the-art concentrator plant in

Yanacancha. Worth US$755 million, the plant has

a design capacity of 70,000 tonnes (77,000 short

tons) per day but is capable of processing 72,600

tonnes (80,000 short tons) of up to six different

types of material at the same time. The plant is

industry-leading in terms of automization, safety

and environmental respect.

OPERATINg SAfELy

The mine also is known for the high standards

it sets for safety. “It’s not the results, it’s not

the numbers and profitability that differentiate

Antamina,” says Ferreyros’ Durán. “It’s the safety

culture of the mine—the attitude. They think of

safety as a culture. We all learn from their efforts.”

Antamina requires everyone on the site—including

contractors and visitors—to follow strict safety

policies. Specific high-altitude physicals and

additional medical tests are required for everyone on

site. Antamina promotes the health of its workforce

by providing annual exams and partnering in

healthy lifestyle campaigns within the local

communities.

The site has adopted key systems to evaluate

and control risks, such as the Integral System of

Management of Risks at Antamina (SIGRA) and

Analysis of Security (AST).

The site also has a focus on transportation in

cooperation with the local communities. For

example, because of the challenging terrain, driving

after dark is not permitted.

“We have policies and procedures to monitor the

safety of everyone who visits Antamina,” says

Enrique Alania, manager of industrial safety,

health and logistics.

The mine provides ongoing training for truck

operators that includes the use of truck simulators

to reduce truck delays and reinforce safe operating

techniques. Mine-wide, the accident rate has

dropped from more than 17 reportable incidents

per million hours worked to 2.25 during the past

two years. Some of the success is attributable to a

3


communications program developed with input

from all supervisors, who meet one-on-one with

the equipment operators who report to them.

“We can see progress—but this is an area where we will never be able to stop working,” says Alania. “We want to assure that everyone is conscious of the risks and that we work to control them in each activity of the day.”

fOCUSINg ON IMPROVEMENT

Having already laid claim to the title of world's

largest producer of combined copper and zinc—

and having been recognized also for its social and

environmental contributions—Antamina managers

have their sights set higher as the mine transitions

from meeting world-class production goals to

instituting world-class operating and maintenance

systems.

“Every day we work to improve our processes and

achieve operational excellence,” says Saúl Lozano,

manager of continuous improvement. “Our initial

focus is on effective and efficient administration

of key processes using Lean and 6 Sigma tools.

By doing this—and maximizing the contributions

of our partners—we will succeed.”

For example, Antamina has instituted new haulage

road standards to deal with the tough condition of

the site. High altitude and 10 percent ramps out of

the pit present difficult conditions for the trucks and

truck operators. Weather adds to problems, as the

mine gets significant rainfall during the September

to May rainy season, and rolling resistance increases

while traction decreases. The new standards include

using selected, crushed rock for road base, crowning

for better drainage, and ensuring that all roads are

30 meters (98 feet) wide. The newest trucks are

equipped with the Caterpillar Road Analysis and

Control system (RAC) for detailed evaluation of the

roadways based on strut pressures. Six Caterpillar

16H motor graders handle road maintenance.

When it’s not raining, dust can be a problem. To

ensure a proper water supply during the dry season,

the mine has improved the water distribution

system. Three water tankers—two Cat® 777-based

tankers and a trailer package—constitute the current

dust suppression fleet. To help ensure safety, the

mine has instituted a policy of shutting down

sections of roads if they become too dusty. The

policy by itself focuses supervisors on remedying

dust problems before they become severe.

Antamina also has had the Caterpillar Global

Mining audit team evaluate wheel loader and motor

grader operations to identify inefficient operating

techniques. After identifying needed changes,

trainers worked with supervisors and operators


1/ The mine’s state-of-the-art concentrator plant is industry-leading in terms of automization. The plant produces three types of copper and zinc concentrates as well as small amounts of molybdenum, lead-bismuth and bornite.

2/ Antamina’s maintenance group is divided into three areas of responsibility, with Cat dealer Ferreyros taking care of the mine’s fleet of Caterpillar track-type tractors and motor graders.

first in the classroom and then in the mine. “We

eliminated many bad practices,” Gurtler says.

BUILdINg A MAINTENANCE TEAM

Improvement efforts are not limited to the

operations department. Fleet management and

maintenance are moving forward, too. Beyond

the common problems of supply logistics and the

lack of trained technicians, Antamina is working

to change the organizational culture to improve

teamwork between the maintenance department

and operations.

“The maintenance department must be aligned with

the mission of our customer,” says Victor Pariona,

manager of maintenance. “And the production

department is our customer. We must work together

to improve reliability and to cost-effectively achieve

targeted prodution.”

Because the Caterpillar dealer, Ferreyros, and

Bucyrus Service Pro also provide maintenance

services at the mine, the maintenance group is

divided into three areas of responsibility. The

production group consists of Antamina employees

who maintain the truck fleet, wheel loaders and

wheel dozers. Bucyrus Service Pro handles the

maintenance of the shovels, and Ferreyros handles

maintenance of the mine’s 11 Caterpillar tractors

and the half-dozen Cat motor graders.

Dividing the maintenance tasks among three

organizations enables Antamina to meet its needs

for trained technicians. Ferreyros has provided

much of the training for Antamina technicians

maintaining Caterpillar equipment. In fact, many of

those technicians previously worked for Ferreyros.

Ferreyros also handles all Caterpillar component

rebuilds in its extensive shops in Lima. Additionally,

Caterpillar is working with Antamina to determine

optimized preventive maintenance schedules for

the 793C truck fleet.

The maintenance department continues to build its

maintenance planning program and to work toward

predictive maintenance—all as part of the Antamina

focus on changes that will bring long-term benefits

to the mine.

LOOkINg TO ThE fUTURE

Antamina has a number of strategies in place

as it looks toward the future. A new model of

resources has been developed and research and

exploration continue.

“We have achieved significant progress in each

of our strategic areas,” says Quijandría. “We’re

working with the interest groups to assure a

sustainable future for the community beyond the

life of the mine. And we’re always conscious of

the need to show success in our co-existence with

others—improving the confidence the public

has in the mining industry as a source of growth

for Peru.” ■

1 2


One of the most difficult areas for the mining

industry has always been managing and

maintaining a skilled workforce. The industry is all

too aware of the importance of its human capital

and its direct impact on the bottom line.

As the demand for mining materials and the

number of new mining projects has grown over the

last five years, so has the importance of developing a

skilled workforce. At the same time, the industry is

dealing with the fallout from years when commodity

prices were low, students pursued better-paying

careers elsewhere and mining schools shrank.

Today, the average age of a production worker in

mining is close to 50. While current economic

conditions will ease some of the burden of skills

shortages, the industry cannot afford to be caught

short-handed during the recovery.

Even with no growth in its mining sector, Canada

will require 87,000 new workers over the next

10 years to meet demand. The Minerals Council

of Australia, in a recent report, estimated that

by 2015 Australia would need 70,000 employees

on top of the 120,000 it has now to keep up

with demand. An estimated 75,000 workers are

required to work in mines in South American

countries. While these numbers and time tables

may shift due to global economic conditions, over

the long term the demand for skilled labor in the

mining industry will still exist.

“I’m concerned that given the current economic

situation, employers might try to save money

by cutting staff and training,” says Anthony

Hodge, president of the International Council

on Mining and Metals (ICMM). “That’s exactly

what happened in the 1980s and 1990s, when

mining schools were reduced all over the world,

particularly in Canada and the United States. And

now, of course, the industry is facing a crisis in

human resources—there are some companies that

will have, in the next five years, retirements across

their systems of 40 to 50 percent of their people.

It’s absolutely without precedent.”

IdENTIfyINg ThE CAUSES

While growing demand for commodities had

dramatically increased the need for an expanded

workforce, the shortfall can also be attributed to a

number of additional causes. Like many industries,

mining is affected by retiring baby-boomers, who

possess a great deal of knowledge that has not been

passed onto a younger generation of miners.

In addition, changes in technology and general

modernization of the mining industry have

increased the training, education, and skills

required for the average worker. These changes

have not only made it more difficult to find

qualified employees, but they have also resulted

in higher salaries; longer, more intensive training;

and larger investments in human capital.

mining industry employs creatiVe solutions

to solVe sKills sHortage

worKforce deVelopment is critical focus for many companies


Other causes of the shortage include:

• The specialized nature of some jobs in the industry

• A history of under-investment in the industry

during downturns

• A lack of awareness of the opportunities in mining

• A lack of promotion of the positive aspects

of the industry

• Remote locations of mining operations

• A history of fluctuating employment rates that

follow the boom and bust cycle

• Concerns about safety and managing the difficult

lifestyle that mining requires.

Ed Cullen, manager of the Global Manpower

Development Division at Caterpillar Inc., believes

the root cause goes back more than two decades.

“Twenty years ago, educational systems began

encouraging all students to go to four-year colleges,”

he says.

“ this push de-emphasized the skilled trades and now it seems that 80 percent of students, at least in the United states, aspire to go to college. those who actually go to college and graduate is a small fraction of that number. We need to re-emphasize that skilled trades are a good career choice.”

Hodge says it’s important that mining is portrayed

as an industry focused on sustainability. “Graduates

are increasingly interested in the reputation of their

prospective employer, so any perception that mining

is a dirty business will do nothing to attract new

talent,” says Hodge, who in addition to his duties at

ICCM is a professor of mining and sustainability at

Queen’s University in Kingston, Ontario, Canada.

“I am in a privileged position to see just how excited

students are about the sustainability aspect of the

industry. Linking sustainability ideas and mining

makes sense to my students and brings a whole

new light to mining. At ICMM it is the same for our

members. I find this encouraging, though there is

much that remains to be done.”

fINdINg SOLUTIONS

Mining companies and the organizations that

support them are introducing new ways of

combating workforce challenges. To increase

retention and development of current employees,

companies are offering flexible hours, increased

salaries, ongoing training and clear career paths.

New employees are developed through in-house

training institutes; partnerships with colleges,

universities and technical schools; new training

techniques like simulators that speed learning;

mentoring programs with knowledgeable veterans;

and more.

photos/ high-tech equipment and advanced systems like those found on most mining operations require a highly specialized workforce. Many technicians are trained to be specialists dedicated to certain activities.

“ We need to work with students and their parents to help them understand the opportunities in industrial careers such as manufacturing, mining and ore processing.” – Ed CuLLEn, CATERPILLAR


Companies also receive support from governments

and non-governmental organizations. For example,

institutions like Australia’s Mining Industry Skills

Centre, South Africa’s Chamber of Mines, and

the ICMM in the United States, conduct research,

report and deliver workforce development and

training initiatives to provide knowledge and

support to mining companies.

“We recognize the industry has to get more

involved,” says Cullen. “We need a grassroots effort.

There is no magic pill.”

While promoting the positive aspects of the mining

industry will help, Cullen believes it will also require

personal recruitment. “One-on-one relationships

will cause people to be interested,” he says.

gROwINg A wORkfORCE Of TEChNICIANS

High-tech equipment and advanced systems like

those found on most mining operations require

a highly specialized workforce. Caterpillar,

Cat dealers and customers are addressing this

challenge with training institutes that are having

a significant impact on reducing the shortage in

their workforces.

Cat’s Dealer Service Technician Program, called

ThinkBiG, trains students to become dealer

technicians in many industries, including mining.

Currently, 19 programs are in place or under

development through partnerships between

Caterpillar, Cat dealers and community and

technical colleges.

The two-year, college-level program teaches students

how to service Cat equipment using cutting-edge

diagnostic and maintenance systems, advanced

technologies, and high-tech tools. Students

earn an associate’s degree that can be used for

further studies toward a four-year degree if they

choose. ThinkBiG combines classroom work with

experiential learning—giving students hands-on

practice with Cat machines and engines.

The program has graduated over 1,500 students in

seven countries, with the capacity to graduate 300

to 350 per year. More than 40 Caterpillar dealers

participate in ThinkBiG programs.

“If this opportunity had not appeared to me, I

would’ve had to emigrate to Spain to study and

work, said Carlos Arias, a ThinkBiG graduate from

Ecuador. “I didn’t want to go because I wanted to

graduate and work in my country.”

Other dealers, like Gecolsa, the Cat dealer in

Colombia, provide their own independent training.

Gecolsa created its Training Institute at its mining

business headquarters in Barranquilla as a source

of trained technicians and engineers to satisfy the

massive demand for resources for the mining sector

in Colombia.

“ We anticipated the growth in demand before it happened,” says Ricardo Chegwin, Gecolsa’s technical manager. “We simultaneously implemented the plan to increase the number of technicians and

photos/ Technician training combines classroom work with experiential learning—giving students in-the-field practice so they are comfortable and knowledgeable at a hands-on level.


engineers while we were expanding our facilities.”

Gecolsa expanded its capabilities in its machine

shop, service shop and Component Rebuild Center

(CRC) in Barranquilla, as well as at its customer

work sites. “The brick and mortar expansion was the

easy part compared to human development.”

Gecolsa had provided training on a smaller scale for

many years, but recently improved and expanded its

program to train large numbers of technicians. In

2003 Gecolsa had 38 students (30 technicians and

eight engineers). By 2004, that number had more

than tripled to 118 (79 technicians, 24 engineers

and 15 technicians-in-training). In 2008, the

institute had 141 new technicians, 36 new engineers

and 37 technicians-in-training.

The Gecolsa institute focuses heavily on

technicians and engineers, educating primarily

students who have graduated from the Colombian

National Technical Institute. While these students

are already technically trained, the Gecolsa institute

provides training that is very specific to the

mining industry and its equipment.

“There are government-sponsored technical

schools that give young people the basics,” says

Luis Jiménez, operations manager. “Our course

provides intensive training on Caterpillar systems,

including engines, hydraulics, brakes, hoist,

powertrains, electronics and tools like VIMS and

Failure Analysis.”

The training provided by Gecolsa at the institute,

as well as ongoing training provided throughout

an employee’s career, are based on specific

competencies. These competencies address

government requirements while also meeting

the level of skills established by Caterpillar as

necessary to perform proper maintenance on its

machines. This combination has allowed Gecolsa

Institute to be recognized by the government as

an official Institute for Employment and Human

Development.

Gecolsa needs its engineers to be knowledgeable

at a hands-on level. “They can’t be scared of iron

and they can’t be scared to get their hands dirty,”

says Jiménez. “We want them to go through

a program with technicians and study with

technicians and eat and breathe with them during

their formal training.”

The institute’s program consists of 67 specific

skills that technicians will learn during their six

months of training—from the basics to systems

operation, preparing them to perform proper

maintenance, including component removal and

installation. When they are finished at the institute

and continue to grow their careers, they may reach

the advanced technical level and be qualified to

perform diagnostics. “When they reach that level,

then we have a complete technician,” says Carlos

Escorcia, training area coordinator. “In essence, we

are building a technician, step by step.”

In addition to technical skills, the Gecolsa Institute

includes intensive study in English, focused on

reading. Students also learn self-development

and effective communication skills, helping them

become more successful when interacting within

the company and with customers.

During the last three months—the practical stage

of the institute—the new technicians are joined

by experienced ones, creating a competitive

environment that improves the performance of

both groups.

“As these technicians develop their skills, we

make periodic evaluations so if we need

someone to perform a special task—electronic

troubleshooting, for example—we know who we

can call on to efficiently and confidently perform

the repair,” says Escorcia.

Building a team of specialists

A main focus of the institute today is on developing

more focused and specialized training based on the

tasks one or a group of technicians must perform.

It’s one of the main differences between the Gecolsa

institute and other training programs, such as

Caterpillar’s Think BiG.

“We don’t train technicians to do everything,”

says Chegwin. “They are not generalists at all.

They are trained specifically for tasks focused

“ When these students become employees of the mine, it has a tremendous economic impact on them and their families. they can afford better homes, better living conditions, better education for their children, and raise their standard of living significantly.” – RICARdo ChEgwIn, gECoLSA


Matco was pleased when it got its first full Maintenance and Repair Contract, for a fleet of 26 machines—mostly Cat 777s and 992Gs—for a mining customer. But as the dealership took on the responsibility of caring for this fleet, it became apparent that it would also have to build a workforce of technicians to do the job.

In response, Matco developed an aggressive plan to expand its team, implementing a unique mining training program that has helped increased its service—expanding its workforce to nearly 450 technicians.

Matco looked inside its own organization, identifying the most skilled technicians across all the industries it serves and providing them additional training on mining equipment. “our top technicians were invited to take part in a focused training program, says alfredo Fonseca, general service Manager. “they learned a lot about safety, and they spent six months on the sites working with veteran technicians, doing repairs and mine-specific maintenance.

“The best technicians earn a certification by Matco,” says Fonseca. “And the best of the best get Cat-certified,” he says.

“Ten years have passed since the beginning of this successful business relationship, and both the mining customer and Matco have benefited,” Fonseca says. “This is reflected in the growth both companies have experienced—the customer fleet and Matco’s workforce have expanded to about four times their original size.”

BUILdINg SIMULATORS—ANd TEChNICIANS

Like other companies facing a shortage in technicians, Matco began looking for a way to speed up the learning process. As they considered options, they kept in mind the adage: “What you hear, you forget. What you see, you remember. What you do, you understand.”

“we decided to use hands-on simulators to break the formal way we used to do training,” says Fonseca. “we were doing classes, tests, etc., which are important—but our goal

wasn’t to be a school. we needed to certify that students either can or cannot perform a specific skill.”

“The challenge was where to get the simulators for all of these skills we need to measure,” he continues. “So we decided, ‘We’re going to build them.’ Then we said, ‘Where do we get the manpower to build these simulators.’ And we decided, what better way for students to learn than to build the simulators themselves?”

In partnership with a local university, Matco developed the Programa Practicantes Internship Program, which takes the school’s best students each year and gives them the opportunity to learn at Matco. The majority of the interns are studying to be electrical or electronic engineers. Interns receive compensation for transportation and other expenses.

Projects are defined based on service department needs relative to training, technician development, operations, etc. Local universities are solicited for candidates in their sixth semester or higher. The new interns are introduced to the service team and the project to be developed is assigned. Once they are familiar with the project, a work plan is presented.

The most common project is to design a training simulator. Typically these are based on components donated from Cat as a result of warranty failure. Matco interns have developed dozens of simulators. The majority are engines, but some projects simulate transmissions or hydraulics. Others focus on topics like safety, contamination control and service truck design.

From day one, the students are a part of the Matco organization. “They feel like they are working in the company, learning and preparing for real life. I treat these guys like they were any other service engineer in the company,” Fonseca says. “They are more than just students; they commit to finishing the projects they are responsible for in a timely manner. That kind of early commitment shapes the character of our future service engineers.”

REAPINg ThE BENEfITS

“The results of the program have proven to be invaluable,” say Fonseca. “The interns have fulfilled service department needs through the development of lube trucks, training materials, filtration and fluid dispensing systems, and service shop control systems—all of which ultimately lead to more efficient operations while reducing cost and increasing revenues.”

Matco’s training philosophy has been modified as a result of the training aids. The training is organized to provide 30 percent class time and 70 percent simulator time. The results have been reflected in a rise in the technicians’ production capacity, parts and machine sales, and a reduction of redo in the shop—which has been reduced from 6 percent to 1 percent three years in a row; the Cat benchmark is 2 percent.

Cat dealer Matco builds unique

technician training program



mainly on maintenance activities at a customer’s

mining operation.

Gecolsa’s technicians are developed with skills

in very focused areas. “For example, we used to

develop preventive maintenance technicians—

technicians that are efficient and skilled in oil,

fluids, filters, etc.,” he says. “Now we’re developing

technicians that are specialized in activities like

removal and installation of major components in

mine sites and disassembly and assembly in the

CRC shop.”

Having dedicated specialists allows quicker repairs.

“The faster and more focused on the task we can be,

the better our customers’ machine availability and

reliability will be,” says Escorcia.

Community involvement

Another Gecolsa training institute recently opened

near the Colombian coal mining sector of La

Jagua in partnership with local mining companies

Drummond and Prodeco; Gecolsa; and the Servicio

Nacional de Aprendizaje (SENA), the country’s

National Training Service, which was created in

1957 as a result of the joint initiative of organized

workers, entrepreneurs, the Catholic Church

and the International Labor Organization. SENA

invests in the social and technical development of

the Colombian workers—offering and executing

vocational training for the integration of people to

productive activities that contribute to the economic,

social and technical development of the country.

The La Jagua training center will serve the mining

community by developing a diverse workforce and

creating opportunities in the various disciplines

within the mining industry. To Gecolsa, the new

center is an opportunity to respond to the intense

requirement for more technicians and engineers,

and also to meet the social need of the community.

“This training center has been a tremendous

benefit for the local community,” says Chegwin.

“It helps our mining customers address social need

and minimize the political issues by adequately

preparing people for employment.”

fOCUSINg ON OPERATORS

In addition to finding and training skilled

technicians, mining companies and equipment

dealers must also address a shortage of skilled

operators to work in the mines. Gecolsa offers

training for all of the equipment it sells, supporting

that training with a trainer who travels to the site.

Special training modules also allow customers to

train their own new operators.

Typically, operator training consists of 10 hours in

the classroom, 10 hours in a simulator, 10 hours

on-site becoming familiar with the machine, and 10

hours operating the machine while being supervised

by a trainer.

Gecolsa believes it’s very important for its customers

to have their operators well trained—so they can work

safely as well as achieve the optimal cost-per ton.

Peter Salfinger, CEO of Immersive Technologies,

partners with companies to provide simulators—a

safe, effective learning environment. Simulators

train to a higher skill level, he maintains, by

providing a range of scenarios, production

techniques and emergency situations.

Research shows simulator-trained operators are

generally more productive on real machines.

Simulators also reduce costs by decreasing the

need for training supervision and lowering the

training time and machine operating costs.

They also offer training flexibility because training

is available at any time.

Simulator systems are also available through

Caterpillar. The Cat Virtual Training System (VTS)

teaches entry-level operators the basic machine

operation skills and application knowledge. Systems

are available for the M Series motor grader, large

hydraulic excavator, large wheel loader and medium

off-highway truck.

Salfinger said simulator technology has been well

received and is having a substantial impact in

developing countries, helping new mines get up and

running. An added benefit of the simulator training

is that it uses computer/video game type scenarios,

which a younger generation of potential employees

finds familiar and attractive. ■

“ simulators help reduce training times, which sometimes are up to 50 percent shorter. an added benefit is the reduction in maintenance costs and less damage to machines because operators are trained in a controlled environment.” – PETER SALFIngER, IMMERSIVE TEChnoLogIES


Mine sites have been controlling haul road dust the

same way for generations: Operators fill their water

truck, drive onto the haul roads (often at speeds

slower than the trucks around them) and then

quickly spread the contents of their tank. However,

the process of placing the right amounts of water

in the right locations with the right application or

spread of water is a much more complicated task,

requiring different approaches for different haul

road conditions. Add to this that mining operations

in some cases assign the task to less experienced

operators and it becomes easy to understand

why some mine sites are watering improperly—

compromising safety, wasting fuel and water and

even reducing tire life.

That’s why Caterpillar Inc. and some of it’s mining

customers have been cooperatively developing new

smart watering technologies: to make accurate

watering a simple, safe and efficient task for mines.

SAfETy ISSUES

Improper watering creates ideal conditions for haul

road accidents. As a result of over-watering, haul

road surfaces become spongy and slick, causing

trucks (especially empty haul trucks) to lose traction

and slide. It can also cause engines to rev and tires

to spin, increasing fuel burn and reducing tire life.

Under-watering creates its own set of hazards, such

as allowing dust to permeate the site. These wakes

of dust reduce visibility and can tax the various

filtration systems on the machines, including those

serving the operator environment. Dry patches also

create potential hazards when directly adjacent to an

oversaturated patch of ground—especially on bends

in the road. If a truck starts sliding on a wet patch and

then hits a dry surface, a stopping-effect can occur

which could cause structural damage to the truck.

SMART wATERINg

The unique approach Cat and its customers have

created (and are currently testing) addresses these

issues by making use of a semi-automated onboard

watering system, controlled by a simple operator

interface. Within the cab, the operator chooses from

an array of specific watering conditions, selecting

the mode of operation that best describes the type of

haul road situation he is encountering.

new tecHnology solVes inconsistent

Haul road watering

SMART wATERIng IMPRoVES SAFETy, REduCES CoSTS



Making use of specialized, smaller and highly

adjustable spray nozzles—which are placed closer to

the ground on a lowered spray bar for greater spray

control—the technology automatically applies water

to the surface of the haul road in an ideal spread for

each application. In addition to correct watering,

this automated approach enables operators to keep

their hands on the wheel and their eyes on the road.

The new technology also adjusts for the speed of the

truck, enabling the operator to travel more at the

speed of haul road traffic. And when the water truck

speeds up or slows down, electronic sensors on the

truck recognize the change in velocity (as well as the

amount of dust in the air) and the system regulates

water flow and activates the spray heads accordingly.

BETTER TEChNIQUE

During periods of peak demand, operators

tend to flood haul roads with streaks of water to

give themselves time to respond to other tasks.

Caterpillar has found that a more appropriate

approach, however, is to distribute water evenly

using spots or pulses. For this reason, smart

watering has been designed to spread water more

precisely in a staggered spray or drizzle formation.

Water is laid down in an even coverage—just

enough to control dust without causing slick or

spongy conditions.

This pulse or spot watering approach also saves

water. Engineers estimate a savings of 10 percent

over traditional watering techniques. And because

smart watering allows for travel at normal speeds

without revving the engine for higher revolutions,

engineers estimate an additional 10 percent savings

on fuel, as well.

“Typically, pulse watering is the ideal approach,”

says Caterpillar haul road support specialist Kent

Clifton.

“ there are timers available today that you can use to set cycles or rhythms to give you those pulse patterns. You can adjust them to your ground speed, how much water you need and how long of a duration for the spray. of course, the new smart watering system will automate most of that.”

AddITIONAL SAVINgS

When purchasing a new water truck, the relative

costs of adding this smart technology will be

minimal compared to the value of the safety

improvements on haul roads. The potential

operational savings could make for an enormous

return on investment, as well.

Says Clifton: “When you water a haul road properly,

you make an impact not only on tire life, but on

component life, your brakes and your wheel groups.

You reduce your fuel burn. Ultimately, you make the

site safer for everyone.” ■

According to the Queensland Department of

Mines, at least one vehicle slides out of control

in Queensland every two to three weeks due

to haul road saturation. So mining contractor

Thiess spent two years developing its own

Controlled Water Cart for the Collinsville Open

Cut Mine in North Queensland. Much like the

projected Caterpillar design—and using a Cat

off-highway truck as the base—the Thiess cart

features:

• Automated water delivery based on truck speed

• Lowered spray bar with more, smaller

spray heads

• No water delivery below 5 kilometers

per hour (3 miles per hour)

Thiess soon rolled out its new technology to

nine other sites due to the success achieved

at Collinsville. Coupled with site changes like

greater operator training and accountability,

the Controlled Water Cart enabled Thiess to:

• Minimize its haul road accident rates

• Achieve plant maintenance savings

• Extend tire and transmission lives

• Reduce water usage by about 10 percent

• Reduce ongoing maintenance costs

“Controlled water solutions like the one

developed by Thiess are really in their infancy,”

says Clifton. “The technology has come a long

way already, but we’re well on our way toward

additional enhancements, such as a more

operator friendly interface.”

CONTROLLEd wATER CART— dEVELOPEd By ThIESS ANd CATERPILLAR

Since 1967, The Men of the Deeps, a choir of

working and retired coal miners from the island

of Cape Breton in Nova Scotia, Canada, have been

singing of the work and lifestyle of the coal miner.

Their recent Caterpillar sponsored performances

during MINExpo 2008 were a moving tribute to the

mining industry’s hard-working men and women.

Dressed in the miners’ garb of coveralls and hard

hats, they made an impressive impact when they

walked to the stage in total darkness with their

helmet lamps providing the only light.

Organized in 1966 as part of Cape Breton’s

contribution to Canada’s Centennial Year (1967),

the group’s inception was an effort to preserve

in song some of the rich folklore of that island’s

coal mining communities. The group has

performed in every province and territory in

Canada, in a number of U.S. cities, the People’s

Republic of China and Kosovo in the former

Republic of Yugoslavia.

www.menofthedeeps.com

the Men oF the deeps:

sHining a ligHt on tHe miner’s life



lovat reFurbishing MaChines to support proJeCts in russia

Russian contractor Transtonnelstroy, owner of two LOVAT RME222SE Tunnel Boring Machines (TBMs), recently contracted Caterpillar owned LOVAT to perform a complete refurbishment of both machines. After undergoing a comprehensive inspection, the TBMs, originally delivered in the 1980s, were modernized and retrofitted with current technologies and state-of-the-art safety equipment as part of the refurbishment program. Both machines had their diameters increased to support planned future tunnel projects in Russia, including a 2,691-meter (8,830-foot) long tunnel in the Zapolyamaya Coal Mine in Vorkuta. Refurbishment of the TBMs, performed in Russia under the supervision of LOVAT technicians, was completed in spring 2008.

ground-engaging tools Feature haMMerless installation

Caterpillar® LM Series™ Ground-Engaging Tools (GET) feature a new “hammerless” retention system that improves safety and productivity. The new Caterpillar CapSure™ tip-retention design allows tip installation and removal using only a 19-millimeter (3/4-inch) ratchet. The pin and retainer are integral with the tip, so the technician needs only to turn the side-mounted locking system 180 degrees, exerting minimal force to activate the system. Positioning access to the locking system on the side of the tip reduces wear and results in easier, faster tip replacement.

new underground truCk Features More power

The new Caterpillar AD55B articulated truck for underground mining with the Cat® C27 ACERT® engine features more power and enhanced braking and retarding for faster speed on grade and greater productivity. The 55-tonne (60.5-short-ton) capacity truck also has new components and layouts for greater reliability and easier maintenance. Operator comfort and safety are enhanced with smooth transmission shifting, a new system to absorb shock, an ergonomically designed operator station, and a safety interlock system that automatically applies the park brake if the operator fails to do so before exiting the cab.

shroud systeM proteCts underground loader buCkets

Caterpillar’s new Mechanically Attached Shroud System provides extended cutting-edge life for buckets used on three Cat underground loader (LHD) models—the R1700G, R2900G and R2900G XTRA. The shroud system features hammerless installation and removal, allowing safe, fast shroud segment changes for reduced downtime and increased productivity. The new shroud segments are retained via a simple mechanical system that incorporates a locking pin and retaining piston secured with a cap screw. The design offers protection for both the top and bottom surfaces of the bucket lip, and the shroud segments feature increased wear material to prolong service life.

Cat Celebrates 30 years oF high drive

Caterpillar recently marked 30 years since it introduced the revolutionary high-sprocket drive system on the D10 Track-Type Tractor. Today, the high-drive system has become an industry icon and continues to set the standard for large dozer track systems. Well over 100,000 high-drive tractors have been sold around the world. Advantages include a suspended undercarriage that keeps the track on the ground in varying conditions, providing outstanding balance and maximum performance across all applications, a modular design that helps simplify maintenance procedures to reduce downtime; outstanding operator visibility; and easy disassembly of the tractor for easier transport.

Cat oFFers new learning opportunities

Caterpillar’s Equipment Training Solutions now include e-learning opportunities, as well as instructor-led, simulator-based classrooms and in-the-iron programs. The new e-learning curriculum includes tips and techniques on safety, machine inspection and operation. Technology-enabled learning creates a new type of classroom—one that is created when users log onto a Web site, insert a disc or join a virtual classroom. A Virtual Training System using simulators is another key tool, providing a safe environment to learn skills on hydraulic excavators, motor graders, off-highway trucks, wheel loaders and wheel tractor scrapers.

Cat to develop autonoMous blasthole drill systeM

Caterpillar recently announced a development program that will create an autonomous system for blasthole drills used in surface mining operations. Cat will design the drill control program by building on the proven software and hardware of the AQUILA™ Drill System, which uses satellite navigation to determine precise hole location and collar height, enabling correct positioning of the drill and accurate drilling depth. The autonomous drill system will leverage the sensing and motion technologies used in the Caterpillar autonomous haulage system and will integrate with the Cat autonomous mine infrastructure.

new reManuFaCturing FaCility will serve eMerging Markets

As part of its plan to increase remanufacturing operations and better support the mining industry in Asia, Caterpillar has announced it will open a new remanufacturing facility in Singapore. The site will serve as the regional source for remanufactured major components, including mining truck engines, transmissions, final drives and torque converters. The new 20,000-square-meter (215,278-square-feet) facility will expand Caterpillar’s current remanufacturing operations in the Asia-Pacific region, which includes an existing facility in Shanghai, China. The facility is expected to be operational by mid-2010.

Cat earns sustainability designation For eighth year

Caterpillar has been named to the Dow Jones Sustainability World Index for the eighth straight year and has retained the leadership position in the Industrial Engineering sector for the third year. The process involves a thorough analysis of corporate economic, environmental and social performance, assessing issues such as corporate governance and citizenship, risk management, branding, climate strategy, supply chain standards, product stewardship and occupational health and safety.

news catfrom

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Minera Antamina - ViewPoint 5... · 2014-10-08 · Minera Antamina: Mining industry draws oVER...

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