Management Plan Mine Safety Doc ID No. Version No. Owner Next Review Date Mine Safety Management Plan Risk Statement: High This document will be reviewed on a one yearly basis, unless a process change occurs earlier than this period, due to significant changes in the operation that may affect health and safety or if required to, as instructed by an official from the NSW regulators; or by the legislation. THIS DOCUMENT IS UNCONTROLLED WHEN PRINTED Page 1 of 34
Revision Summary First Issue Issue Date Implementation Requirements Approved By 0 28 Aug 08 Document created to provide framework for ESHMS and satisfy legislative requirements (Kerrie Edwards) NMT Version No. Revision Date Clause No. Revision Details Approved By 3.3 4.5.3 Included direct MHSR clause 29 and 32 (Kerrie Edwards) 1 20 Aug 09 Appendix C & D Updated to reflect changes to management structure NMT Table 2 Removed the word ensure 2 20 Oct 09 3 20 Jun 13 4 31 Jan 14 3.1.2 Included SOPs as a Level 1 Risk Assessment (Rachael Whiting) 5.3 Detailed levels of investigations 1.0 Introduction / Overview: updated to reflect current status in mining operations (Rachael Whiting & Leisa Jensen) 2.0 Purpose: created in line with document format 3.0 Scope: moved from front page in line with document format HSEQ MS: updated to reflect migration from ESH MS to HSEQ 4.0 MS (including all sub-clauses) Appendices: updated to reflect current status in organisation 5.0 structures Updated to reflect change in ownership from Rio Tinto to 1.0 China Molybdenum 1.1 Updated Exploration Licences Section reviewed after release of DII Bulletin SB13-05 Too many underground fires. Section contains the necessary processes 4.2.6 to identify and control the risk of fires in underground plant. The only change is to the references to additional supporting documentation. NMT Larry Jaudon HSE Manager Rob Cunningham HSE Manager Approval Position HSE Manager Automatic Notifications NPM All Personnel Hard Copy Locations Not Applicable Associated Documents to be reviewed Not Applicable THIS DOCUMENT IS UNCONTROLLED WHEN PRINTED Page 2 of 34
TABLE OF CONTENTS 1.0 OVERVIEW... 5 1.1 Background... 5 1.2 Mining Context... 6 1.3 Regulatory Requirements... 7 2.0 PURPOSE... 9 3.0 SCOPE...10 4.0 HEALTH, SAFETY, ENVIRONMENT & QUALITY MANAGEMENT SYSTEM (HSEQ MS)...12 4.1 Plan...12 4.1.1 Health, Safety and Environment Policy...12 4.1.2 Legal and Other Requirements...12 4.1.3 Hazard Identification and Risk Management...12 4.2 Do...15 4.2.1 Organisational Resources, Accountabilities and Responsibilities...15 4.2.2 Training, Competency and Awareness...17 4.2.3 Supplier and Contractor Management...18 4.2.4 Documentation and Document Control...18 4.2.5 Communication and Consultation...19 4.2.6 Operational Control...20 4.2.7 Business Resilience and Recovery...22 4.3 Check...24 4.3.1 Measuring and Monitoring...24 4.3.2 Non-conformance, Incident and Action Management...25 4.3.3 Data and Records Management...26 4.3.4 Performance Assessment and Auditing...26 4.4 Review...27 4.4.1 Management Review...27 5.0 APPENDICES...27 5.1 Appendix A: NPM Management Structure...28 5.2 Appendix B: Register of Management Position Occupants...30 THIS DOCUMENT IS UNCONTROLLED WHEN PRINTED Page 3 of 34
LIST OF FIGURES FIGURE 1: PROJECT LOCATION... 5 FIGURE 2: EXPLORATION LICENCES... 6 FIGURE 3: PROCESS FLOW CHART... 7 FIGURE 4: CONTINUOUS IMPROVEMENT CYCLE OF NPM HSEQ MS...10 FIGURE 5: AN OVERVIEW OF THE NPM HSEQ MS...10 FIGURE 6: MAJOR HAZARD SOURCES FROM SQRA (2012 SAFETY SQRA)...14 LIST OF TABLE TABLE 1: MINE SAFETY MANAGEMENT PLAN REQUIREMENTS... 8 TABLE 2: SUMMARY RESPONSIBILITIES AND ACCOUNTABILITIES FOR KEY ROLES...15 TABLE 3: QUALIFIED POSITIONS AT NPM...16 TABLE 4: SITE TRAINING PROGRAM...17 TABLE 5: SITE CRITICAL MEETINGS AND COMMUNICATION METHODS...19 TABLE 6: PLANT SAFETY LIFE CYCLE...22 TABLE 7: HEALTH SURVEILLANCE PROGRAMS...24 THIS DOCUMENT IS UNCONTROLLED WHEN PRINTED Page 4 of 34
1.0 OVERVIEW 1.1 Background CMOC Mining Services Pty Limited (CMOC) is the manager of the Northparkes Joint Venture, an unincorporated joint venture between CMOC Mining Limited (80%); Sumitomo Metal Mining Oceania Pty Ltd (13.3%); and SC Mineral Resources (6.7%). Northparkes Mines (NPM) is a copper-gold operation in Goonumbla, situated 27 kilometres north west of the town of Parkes (refer to Figure 1 and Figure 2). Construction of the ore processing plant and associated facilities began in 1993. Open cut mining commenced on the E22 and E27 ore bodies in late 1993. Development of the E26 Lift 1 block cave underground mine began in 1995, with full scale production commencing in 1997. Figure 1: Project Location THIS DOCUMENT IS UNCONTROLLED WHEN PRINTED Page 5 of 34
Figure 2: Exploration Licences Mining Tenement Area * Expiry Date Minerals Notes EL 5323 76 gu 17 Jul 2013 Group 1/10 Pending renewal application lodged 9 July 2013 EL5800 42 gu 8 Jun 2015 Group 1/10 EL5801 170 gu 7 Jan 2014 Group 1 / 10 Pending renewal application lodged 17 Dec 2013 ML1247 1,629.6 ha 26 Nov 2033 Cu, Ag, Au ML 1367 826.2 ha 26 Nov 2029 Cu, Au ML1641 24.42 ha 25 Mar 2031 Cu, Ag, Au * gu refers to graticular unit 1.2 Mining Context Current operations at NPM primarily comprise the E48 block cave mine that feeds a processing plant with a capacity of approximately 6 million tonnes per annum (Mtpa). The underground mine is accessed via a decline ramp from the surface for people and materials with ore transported to the surface via inclined conveyors and a hoisting shaft with a nominal capacity of 7.2 Mtpa. NPM utilise low cost block cave mining and exploits industry leading technology such as semi-autonomous loaders and various cave monitoring systems. THIS DOCUMENT IS UNCONTROLLED WHEN PRINTED Page 6 of 34
The E48 block cave mine is currently the only ore body actively being mined and is located approximately 2 kilometres north of the E26 block caves (Lift 1 and Lift 2). The mine is accessed via existing underground mine infrastructure. Ore handling systems for the E48 mine leverage the existing underground material handling system in place for E26. The E48 mine comprises approximately 12 kilometres of underground development, ten extraction drives (an additional three are currently being constructed), crusher, workshops and facilities and an additional section of underground conveyor. Ore processing consists of four stages: crushing; grinding; flotation; and thickening / filtering. In addition to producing concentrate, the ore processing team also manages tailings disposal and concentrate logistics to port. The concentrator was constructed in two modules. Each module consists of its own grinding and flotation circuit, concentrate thickener and filter. After extracting the copper and gold bearing minerals, the tailings are combined in a single tailings thickener before being deposited in the new Estcourt tailings storage facility. NPM copper concentrate is transported to a rail siding at Goonumbla where it is then transported by rail to Port Waratah, for shipping to overseas customers. A summary of the mining process is captured in Figure 3. Figure 3: Process Flow Chart Open Cut stock piles Underground E48 Rail to Port Waratah 1.3 Regulatory Requirements This Mine Safety Management Plan (MSMP) has been developed in accordance with the requirements of the Mine Health and Safety Act (MHSA) 2004 and Mine Health and Safety Regulations (MHSR) 2007. Table 1 indicates the applicable sections / clauses 1 of the legislation that this document addresses and where it is addressed within this document. 1 Note: Table 1 is not an exhaustive list and is intended as a general guide only. THIS DOCUMENT IS UNCONTROLLED WHEN PRINTED Page 7 of 34
Table 1: Mine Safety Management Plan Requirements Legislative Requirement Reference MHSA MHSA MHSA s30 Contents of mine safety management plan (1) A mine safety management plan for a mine must include summaries of, or references to: (a) any regulations under this Act that apply to the mine, and (b) any systems, policies, programs, plans and procedures developed and implemented under this Act or the regulations in relation to the mine, and (c) any codes, standards, or guidelines that apply to the mine. (2) A mine safety management plan for a mine must provide: (a) the basis for the identification of hazards, and of the assessment of risks arising from those hazards, by the operator of the mine, and (b) for the development of controls for those risks, and (c) for the reliable implementation of those controls. (3) A mine safety management plan must include: (a) the document that sets out the management structure required under Subdivision 3, and (b) the contractor management plan required under Subdivision 4, and (c) the emergency management plan required under Subdivision 5, and (d) any other matter required by the regulations. s35 Operator must prepare management structure (1) As part of the mine safety management plan for a mine, the operator of the mine must prepare a document that sets out the management structure of the mine. (2) The management structure must: (a) nominate persons within the structure by position and must outline their areas of responsibility and accountability, and (b) include competent persons with appropriate engineering competence, and (c) include competent persons to perform the functions of supervisors of the mine. (3) An operator must take all reasonable steps to maintain the management structure. This includes having others acting in, and the timely filling of, vacant positions in the structure. (4) During an emergency, the management structure of a mine may be suspended and a different management structure may be put into place for the duration of the emergency. s36 Register of persons occupying positions (1) The operator of a mine must keep a register at the site of the mine containing the names of persons occupying positions in the management structure of the mine. (2) The register must cover both current occupants of positions and occupants for the previous 5 years (including any period before the commencement of this section). Section THIS DOCUMENT IS UNCONTROLLED WHEN PRINTED Page 8 of 34 1.3 3.0 4.1.1 4.1.2 4.1.3 4.2.1 App A & B 4.2.3 4.2.7 4.2.1 Table 2 App A Table 3 (3) The register is to be made available for inspection on request by a government official, a site check inspector or by any person who works at the mine. MHSA s37 Operator to prepare contractor management plan 4.2.3 4.2.1 4.2.1 App A
Legislative Reference MHSA MHSR Requirement As part of the mine safety management plan for a mine, the operator of a mine at which contractors are proposed to be used must prepare a contractor management plan stating how the risks arising from the use of contractors at the mine will be managed. s42 Operator must prepare emergency plan The operator of a mine must ensure that an emergency plan that complies with this Subdivision is prepared for the mine. c14 Additional contents of mine safety management plan For the purposes of s30(3)(d) of the Act, the mine safety management plan for a mine must include: (a) an occupational health and safety policy that includes the occupational health and safety objectives for the mine, (b) the arrangements for the safe use of plant pursuant to WH&S legislation, including the acquisition of fit-for-purpose plant and its commissioning, operation and maintenance, (c) the arrangements for hazard identification, WH&S risk assessment and risk control at the mine so as to meet the requirements of the WH&S legislation, including (but not limited to) the conduct of regular site inspections, (d) the arrangements for appropriate instruction, training and provision of information for persons so as to meet the requirements of the WH&S legislation relating to the provision of instruction, training and information, (e) the arrangements for supervision at the mine, (f) the arrangements for communication at the mine, including (but not limited to): (i) the exchange of information between shifts regarding hazards that may affect the health and safety of persons at the mine, and (ii) a system that enables effective communication between supervisors and other persons for the purpose of receiving instructions in the event of imminent risk, and (iii) a system that provides for the recording of the name of any person who is underground at a mine and their probable location from time to time, and (iv) a voice communication system from the surface parts of a mine to critical infrastructure locations in the underground parts at the mine, (g) any site safety rules, with the detail of arrangements for ensuring that all persons at the site, whether employees, contractors, suppliers or visitors, are informed of the rules, (h) the arrangements for document control and record keeping, being arrangements that include: (i) the use, distribution and control of documents required to be kept by the Act, this Regulation or the WH&S legislation, and (j) the instruction of persons in the use, distribution and control of such documents. Section 4.2.7 4.1.1 4.2.6 4.1.3 4.3.4 4.2.2 4.2.1 4.2.5 Table 5 4.2.2 4.2.4 4.3.3 2.0 PURPOSE The MSMP provides an overview of the NPM Health, Safety, Environment and Quality Management System (HSEQ MS), which is aligned with ISO 14001 and NSW legislative requirements (in particular the MHSA and the MHSR). In addition, it highlights the elements that make up the NPM HSEQ MS and is a key document towards ensuring THIS DOCUMENT IS UNCONTROLLED WHEN PRINTED Page 9 of 34
all areas of the business are integrated and aligned to achieve the goals of NPM. As NPM has recently divested from the Rio Tinto Group, it is currently migrating Corporate Management Systems to its own Management System. The HSEQ MS will be used by NPM employees, contractors and visitors to promote: safe, health conscious and environmentally responsible systems of work effective participation and consultation with employees and contractors effective management of hazards early reporting of incidents and thorough investigation measurement, evaluation and continuous improvement 3.0 SCOPE This document is designed to meet the requirements of the MHSA and the MHSR. It applies to all activities undertaken by NPM including mining and exploration activities; processing of copper / gold ore resources (including activities conducted at Goonumbla Siding); project development (throughout all phases, i.e. conceptual studies; order of magnitude; prefeasibility studies; feasibility studies; execution and construction; commissioning and ramp up); maintenance activities; mine closure (including rehabilitation of mined areas; post closure; care and maintenance); logistics; associated service and support functions; bore fields; farming operations; and products. NPM presently has formal certification to ISO 14001 Environmental Management Systems. NPM has elected not to seek formal certification to OHSAS 18001 / AS/NZS 4801 Occupational Health and Safety Management System or ISO 9001 Quality Management System. The HSEQ MS is an integrated management system that is arranged into a 17 element model and follows the continuous improvement principles of Plan, Do, Check and Review (refer to Figure 4 and Figure 5) to encourage rigour and consistency in the management of health, safety and environment across the business. The HSEQ MS Reference Manual (3-3542) is the overarching document that sets out the minimum requirements that apply to NPM operations, which focus on the specific aspects of health, safety and environment management. Figure 4: Continuous Improvement Cycle of NPM HSEQ MS THIS DOCUMENT IS UNCONTROLLED WHEN PRINTED Page 10 of 34
Figure 5: An overview of the NPM HSEQ MS 1. Policy To state the intentions, commitment and principles of NPM in relation to the management of health, safety, environment and community. n la P re tu fu e th to g k in o L s u o u tin n c o h g u ro th 2. Legal and Other Requirements d n a n e v e ro p c h a ro p a tic a m s y s te rk o w to a g in h lis b s ta e m im. t 3. Hazard identification and risk management 4. HSEQ Management improvement planning 6. Training, competency and awareness 7. Supplier and contractor management 8. Documentation and document control 9. Communication and consultation 10. Organisational Control 11. Management of change 12. Business resilience and recovery 13. Measuring and monitoring 14. Non-conformance, incident and action management 15. Data and records management 16. Performance assessment and auditing w ie v e R 17. Management review w R r s e g n a h c fo d e n e th v ie e s e w a h o d e id w w D e n o d b jo e th g tin e G. t. t. To establish, implement and maintain processes that identify, update, communicate and evaluate legal and other requirements, as well as identifying how they are applicable to HSE risks to ensure they are understood and complied with. To ensure that HSE hazards, aspects and opportunities are identified and their resulting risks to people, property, assets and the environment are evaluated and managed. To ensure objectives and targets are established for significant HSE hazards, aspects and opportunities to drive continuous improvement and that plans are developed to achieve them. 5. Organisational resources, accountabilities and responsibilities To ensure HSE responsibilities are allocated and accountability for the maintenance and continual improvement of HSE management is established at every level of the business. To ensure people are trained competently and understand the risks and controls associated with the activity that they perform. To ensure that products and services undertaken by contract to NPM are effectively managed for HSE risk and meet stated requirements. o D k c e h C To develop, implement and maintain a documented system to control all documents and data relating to the implementation of the HSEQ MS. To ensure and facilitate the involvement and participation of all employees, contractors, customers and relevant stakeholders in the management of HSE issues. To ensure procedures are developed and documented to address significant HSE risks / impacts and potential deviations; plant and equipment having a potential to impact HSE performance are maintained to meet design descriptions and specifications; and risks / impacts addressed in the HSE Performance Standards are identified and controlled. To ensure that change does not harm people, damage the environment, damage physical assets, or result in lost production. To ensure the appropriate level of resources (plans, procedures, facilities, equipment and trained personnel) are available for effective response to control and recover from business resilience and emergency situations. To ensure that work place and environmental performance meet the required standards. o d to u o To ensure that all non-conformances, incidents and lessons learned are recorded and corrective actions determined. To ensure all relevant records and related data are maintained, accurate, current and, where necessary, secure. To ensure performance assessment and audit results are used to identify and correct problems and create improvement plans to ensure compliance with objectives, targets and other requirements. To ensure the business HSEQ MS is efficient and effective in managing HSE performance and meeting other requirements. THIS DOCUMENT IS UNCONTROLLED WHEN PRINTED Page 11 of 34
4.0 HEALTH, SAFETY, ENVIRONMENT & QUALITY MANAGEMENT SYSTEM (HSEQ MS) 4.1 Plan The planning stage in the continuous improvement cycle is made up of the following four elements: 1. Policy 2. Legal and Other Requirements 3. Hazard Identification and Risk Management 4. HSEQ Management Improvement Planning 4.1.1 Health, Safety and Environment Policy NPM is committed to meeting the requirements of the Health, Safety and Environment (HSE) Policy. This policy leads the HSEQ MS and defines the overall direction for HSE management at NPM. All activities are conducted in accordance with the HSE Policy and are aligned with the Health, Safety and Environment Standards. All inducted personnel are made aware of their responsibilities in relation to the HSE Policy and it is made readily accessible through display in prominent locations and on the NPM intranet. References Health, Safety and Environment Policy (3-3543) 4.1.2 Legal and Other Requirements NPM is committed to complying with all relevant legislation, licences, company standards, Australian and International Standards, guidelines, codes and other requirements. In order to maintain legal compliance, it is necessary to identify and understand the legal and other requirements applicable to activities at NPM. A register of these legal and other requirements is maintained within the HSEQ MS in accordance with the Legal and Other Requirements Register. NPM documentation is updated as required to reflect changes in applicable legal and other requirements. References Legal and Other Requirements Register (3-3545) 4.1.3 Hazard Identification and Risk Management The on-going identification of health and safety hazards and associated consequences is a key component of the HSEQ MS in driving the overall site improvement process. NPM has a three tiered approach for risk management processes. NPMs risk framework provides clear guidance for the level of hazard identification, risk assessment and risk management. THIS DOCUMENT IS UNCONTROLLED WHEN PRINTED Page 12 of 34
NPM complies with relevant legislation (company, Australian and International standards) relating to hazard identification and hazard management, as per the requirements of Element 2: Legal and Other Requirements. Hazard identification and risk assessments are nominated as a control method in a range of areas within the HSEQ MS and are required under legislation for many activities undertaken by NPM. The requirements stated in this section are the minimum requirements for risk assessments undertaken across the business. They include identification of the most appropriate type of assessment tools to be used and the most appropriate skills based facilitator and teams. Hazard Identification NPM uses an integrated approach in identifying health and safety hazards through various processes and systems as listed below: prescriptive legislative requirements task based assessments formal qualitative, semi quantitative or quantitative risk assessments planned area inspections incident, hazard and suggestion reporting system through the NPM Isolated Business Solution (NIBS) incident alerts fit for purpose equipment assessments, pre-start checks and maintenance management of change processes (including risk component) external and internal auditing process safety interaction system lean tracking / notice boards departmental improvement plans Risk Assessment Pre-task hazard assessments (level 1), which are task-based assessments either completed individually or in small teams as part of daily work activities (e.g. Pre-Task Hazard Assessment (PTHA) or Job Hazard Analysis (JHA)), must be completed by all personnel prior to all work or tasks being performed. Qualitative risk analysis (level 2), which uses the 5x5 risk matrix to evaluate risks against work areas or Similar Exposure Groups (SEGs), must be completed for each site, project or business and documented in a centralised risk register. Quantitative risk analysis (level 3), which uses numerical data models and technical expertise to evaluate risks (e.g. SQRA TM ), must be completed for all risks that have THIS DOCUMENT IS UNCONTROLLED WHEN PRINTED Page 13 of 34
been evaluated as critical through qualitative risk analysis (level 2). Figure 6 summarises the SQRA major hazard sources for NPM. Figure 6: Major hazard sources from SQRA (2012 Safety SQRA) Selection of a Risk Assessment Tool A number of factors affect and influence the selection of an appropriate tool including, task complexity; task location; number of people involved; data and information on the specific risk; external influences; and cost. Details of definitions are as per the requirements of the NPM HSEQ MS Element 3: Hazard Identification and Risk Management (Guidance Note). Facilitators and Team Members for Risk Assessment A comprehensive risk assessment is dependent on knowledgeable facilitators and participating teams. Risk assessment facilitators and teams are chosen based on a number of factors, including experience; knowledge; and availability. External facilitators may be used, where necessary. The NPM HSEQ MS Element 3: Hazard Identification and Risk Management (Guidance Note) provides general guidance to assist with the selection process. Risk Control The Hazard and Risk Management Procedure (currently being drafted) establishes where elimination of risk is not reasonably practicable, controls are applied to minimise the risk level to the lowest possible level. Risk and Hazard Control Implementation Risk and hazard controls are typically tracked using electronic methods. Tracking systems include the NIBS and the risk register. These systems allow for recording and monitoring of risk and hazard control actions. Additionally, for critical risk there is a dedicated Risk Reduction Measures program and Critical Control Monitoring Plans which aim to reduce the level of risk and monitor the adequacy / effectiveness of critical controls. Implementation is also monitored through planned external and internal audits and review processes. References Risk Assessment Level 1 (PTHA) Work Instruction (3-3556) Risk Assessment Level 1 (JHA) Work Instruction (3-3555) Risk Assessment Level 2 (Qualitative) Procedure (3-3557) THIS DOCUMENT IS UNCONTROLLED WHEN PRINTED Page 14 of 34
4.2 Do Risk Assessment Level 3 (Quantitative) Procedure (3-3562) Risk Register () The doing stage in the continuous improvement cycle is made up of the following eight elements: 5. Organisational Resources, Accountabilities and Responsibilities 6. Training, Competency and Awareness 7. Supplier and Contractor Management 8. Documentation and Document Control 9. Communication and Consultation 10. Operational Control 11. Management of Change 12. Business Resilience and Recovery 4.2.1 Organisational Resources, Accountabilities and Responsibilities The NPM management team, engineering and survey positions, supervisor roles and the HSE department organisational structures are shown in Appendix A. Appendix B lists the current incumbents holding management positions at NPM and includes the names of the incumbents who have held those positions in the last five years. Details of HSE accountabilities for various key roles are outlined in the HSE Accountabilities Procedure. Table 2 provides an overview of responsibilities and accountabilities for these roles. Table 2: Summary Responsibilities and Accountabilities for key roles Role Responsibilities and Accountabilities General Manager Department Managers provide systems to manage HSE hazards and significant risks provide safe systems of work undertake regular review of systems to ensure continuous improvement opportunities are identified implementation of the site HSE Policy establish department priorities based upon hazards and significant risks develop and implement improvement programs to address hazards and significant risk implement systems to provide appropriate training so that staff can maintain the skills to undertake nominated role functions in a competent manner implement a program to undertake regular work place inspections and audits and action findings accordingly understand, be aware of and apply relevant legislation provide appropriate resources to allow for a safe work place THIS DOCUMENT IS UNCONTROLLED WHEN PRINTED Page 15 of 34
Role HSE Manager Supervisors All personnel Responsibilities and Accountabilities In addition to the Department Manager role: implement and maintain the HSEQ MS in accordance with legal and other requirements report performance of the HSEQ MS to the senior management team provide specialist advice to site undertake work practices in a safe manner identify and report safety and health hazards in the work place and implement controls provide staff with the opportunity to attend training programs associated with their nominated role functions comply with relevant safety and health requirements implement and maintain hazard controls undertake relevant risk assessment for activities / tasks Additional details of responsibilities and performance requirements are documented in position descriptions and relevant work procedures within the HSEQ MS. In the event that a position is left vacant (i.e. through absence from site or position vacancy) another position will be delegated to the role for that period. The Human Resources team manages site recruitment processes to ensure that vacancies for key roles are filled as soon as possible. NPM recruits professionals with qualifications equivalent to Australian tertiary standards. Those roles that require registration or a licence are targeted as key selection criteria during the recruitment process. Table 3 provides a list of qualified positions at NPM. Table 3: Qualified Positions at NPM Position Qualification Current Employee Manager Underground Operations Certificate of Competency as a Production Manager (Below Ground) Manager HSE Certificate of Competency as a Production Manager (Below and Above Ground) Superintendent Underground Operations Mine Surveyor Certificate of Competency as a Production Manager (Below and Above Ground) Registered Mine Surveyors NSW Board of Surveyors and Spatial Information (Below Ground and Above Ground) Eric Strom Robert Cunningham Angus Wyllie Geoff Arnold Senior Electrical Engineer Registered Michael Wood Underground Surface Electricians and Licensed Electricians (20) NPM will appoint a person with equivalent qualifications to act as Manager of Mining when the appointed person expects to be absent from the mine for a period of more than 2 days and if the period is more than 7 days, notification is made to the Chief Inspector. NPM also appoints for either roles (Electrical Engineer and Mechanical Engineer) a person with appropriate qualifications to act as a Qualified Electrical Engineer and a THIS DOCUMENT IS UNCONTROLLED WHEN PRINTED Page 16 of 34
Qualified Mechanical Engineer, when the appointed person expects to be absent from the mine for more than 7 days. If either role is absent from the mine for more than 1 month, then NPM appoints a person with equivalent qualifications to act as a Qualified Electrical Engineer and Qualified Mechanical Engineer and notifies the Chief Inspector. References HSE Accountabilities Procedure (3-3563) Leave Management Procedure (3-4085) 4.2.2 Training, Competency and Awareness All personnel working for or on behalf of NPM are made aware of their safety and health responsibilities in relation to the HSE Policy and HSEQ MS requirements, consequences of deviating from the policy and procedures, role in emergency response and the hazards and controls associated with their particular tasks and roles. Training and awareness programs may include inductions, training sessions and various multi-media communication of this information across site. All personnel working for or on behalf of NPM are considered competent in managing the hazards in their work area by virtue of qualifications, experience or training. NPM identifies competency requirements based on health and safety hazards associated with roles and functions of employees within the organisation. To address training needs, training programs are implemented and records are maintained for verification purposes. Inductions NPM delivers a number of different inductions (including general, department / area and visitors) and capture all employees, contractors, suppliers and visitors as applicable. The inductions cover a range of topics, including (but not limited to) site safety rules, site standards for high risk hazard management, emergency evacuation, first aid facilities and incident reporting requirements. All individuals are re-inducted on a two yearly basis. Training NPM manages and delivers a comprehensive training program. The program is outlined in Table 4. Table 4: Site Training Program Training Type Description Core Work Skills Department Work Skills Role Specific Work Skills HSE Specific Training that may be required by legislation, standards or the company and are often compulsory for specific positions e.g. inductions; HSE awareness training. Training that is relevant to the occupation in any designated area of the company and includes the majority of courses related to HSE performance e.g. risk assessments and safety interactions. Training that is required to provide individual managers and employees with the skills and knowledge applicable for their specific area and responsibilities e.g. role specific work skills; trade skills; ore process / mining skills. Employees that carry out critical HSE activities receive specific training as required. All HSE training requirements are identified as components of the Core Work Skills and Departmental and Role Specific Work Skills. THIS DOCUMENT IS UNCONTROLLED WHEN PRINTED Page 17 of 34
References Training Systems Management Plan (3-3567) General Induction () Department / Area Inductions (various) Visitors Induction () 4.2.3 Supplier and Contractor Management NPM maintains a Contractor Management Plan; the content reflects the prescribed matters in accordance with the MHSR Clause 29 and includes: assessment of contractor health and safety policies, procedures, competence of persons, occupational health and safety performance and the extent to which plant is fit for purpose prior to engagement site induction of contractors, contractor employees and sub-contractors monitoring of contractor compliance with site health and safety requirements, including requirements imposed by the MHSA or MHSR communication arrangements between the operator and contractors and appropriate consultation with the contractor s employees Additionally the plan meets internal requirements in order to control the risk that may be introduced to the company, through the engagement of contractors by: ensuring hazards associated with proposed contract work are identified communicating safe work requirements for the work to be performed assessing potential contractors and only awarding contracts to those who can perform safe work briefing all contractors prior to work commencing, including details of relevant safe work procedures monitoring the work of contractors during the contract evaluating the work of contractors at the end of the contract References Contractor Management Plan (3-3549) 4.2.4 Documentation and Document Control NPM have established procedures for controlling documents that are linked to the HSEQ MS to ensure: periodic review and approval by relevant personnel current versions of documents are easily located and available in identified locations obsolete documents are promptly removed from points of issue and use and archived appropriately documentation is legible, dated (with dates of revision) and readily identifiable THIS DOCUMENT IS UNCONTROLLED WHEN PRINTED Page 18 of 34
Those documents linked to the HSEQ MS include any that are required to be prepared by legislation or internal requirements. The HSE Manager is the owner of the MSMP. The MSMP and referenced documents are available via NPM s document control system (intranet and hard copy as required) and is available for inspection by persons who work at the mine, or an authorised person. References HSEQ MS Documentation and Document Control Procedure (3-3681) 4.2.5 Communication and Consultation Effective communication and consultation between all key stakeholders is important for the successful implementation and operation of the HSEQ MS. Specific communication and consultation mechanisms are outlined in Table 5. Engagement of contractors is also considered a critical part of the NPM communication and consultation process. Channels are maintained at NPM for internal communication and consultation of safety and health information and HSEQ MS requirements at relevant levels throughout the organisation. These include a variety of meetings, regular reporting and training programs. Critical meetings and communication tools that are used to exchange information between shifts, work areas and Departments are outlined in Table 5. NPM also communicates relevant procedures and requirements to suppliers, customers and contractors via contractual agreements, regular meetings and training programs. Table 5: Site Critical Meetings and Communication Methods Communication Purpose Method Daily Morning Meetings Shift Change Meetings Monthly HSE Meeting Weekly NPM Leadership Team Strategy Meeting Special Information Presentations Contractor Principal Meetings FACE TO FACE Daily team meetings to promote HSE awareness and general communication. Information cascades down line to all employees. For shift change to communicate HSE hazards, change management and work schedules. Held by teams, team leaders, superintendents, managers and contractors to allow discussion of HSE issues and activities. NLT meeting to discuss high level HSE requirements including leading / lagging indicators and HSE Incidents. For implementing new procedures such as Drug and Alcohol Testing Procedure [as required]. Communication / discussion of site changes and issues. Line management (incl. supervisors) Shift Supervisors Department Manager NLT Content specific Contractor Management Team Between All employees and contractors Shift employees and contractors Department employees and Cat 1 contractors Content specific Contractor Principals THIS DOCUMENT IS UNCONTROLLED WHEN PRINTED Page 19 of 34
Communication Method Purpose Between Quarterly Reviews UHF, VHF and leaky feed portable radio Mobile and landline phone Presented by senior management to provide a review of the previous quarter s performance including HSE performance. SEPARATED BY DISTANCE Voice communication utilised for day to day operational communication in both the surface and underground work area. One method to communicate the need for evacuation from an area or emergency response. Voice communication utilised for day to day operational communication in the surface work areas. One method to communicate the need for evacuation from an area or emergency response. Stench Gas Communicates to the underground employees that evacuation to refuge chambers is required immediately. Underground Tag Boards Notice boards and display signs NPM portal page Email Tag boards are located at the entrance to the portal and in the underground mine and development areas to maintain an accurate record of who is underground and their probable location. VISUAL Located across site and allows for promotion and communication of HSE issues and activities. Allows employee access to HSE general information, HSE incidents, safety statistics, incident alerts, etc. Allows for communication, reminders and promotion of HSE issues and activities. General person to person communication. Management Team Various Various Various Underground Employees HSE Department NPM Portal HSE department and various All employees and contractors Various Various Underground Employees Line Management All employees All employees All employees References Communication and Consultation Management Plan (3-3685) Underground Tag Board Procedure (3-4129) Underground Emergency Response Plan (3-3859) 4.2.6 Operational Control Operational controls are required to be implemented where activities are identified as having the potential to cause harm in the work place. Safe operating procedures, management plans, procedures and programs are established, documented and maintained for all operational activities to minimise risks and reduce the potential consequences or frequency of a hazard occurring. Operating procedures are reviewed on a regular basis and revised as appropriate, to ensure all significant aspects of the operation are appropriately controlled. New procedures are developed on an as needs basis. THIS DOCUMENT IS UNCONTROLLED WHEN PRINTED Page 20 of 34
All personnel working for or on behalf of NPM are made aware of the relevant operating procedures when undertaking their duties. Responsibility is delegated to the most appropriate level of supervision to manage compliance. In addition, all personnel working for or on behalf of NPM are accountable for the execution of their tasks using the safety tools provided and to highlight any hazards to the appropriate supervisor. References Ground Control Management Plan (3-3842) Explosives Management Plan (3-3692) Fire Risk Register () Hazard Rectification Process () Ventilation Survey (3-3693) Control of Electrical Hazards Standard (3-3782) Fit For Purpose Mobile Equipment Risk Assessment Procedure (3-3803) Fit for Purpose Hand Tools Procedure (3-4010) Procurement Policy () Mine Plans Mine plans are prepared under the supervision of a registered mining surveyor and are certified by the registered mining surveyor. The mine plans will be updated when it no longer accurately reflects the workings that have been carried out at the mine or the workings that are proposed to be carried out at the mine. As a minimum, certified mine working plans shall be updated once every year in accordance with the Survey and Drafting Directions for Mine Surveyors. Interim plans may be produced on a monthly / quarterly basis for the purposes of scheduling and general information. Interim plans are not mine plans unless they meet the requirements of the regulations and are stated as doing so. References Underground Mine Plan Survey and Drafting Directions for Mine Surveyors- NSW Metalliferous and Extractive Industry 2008 Safe Use of Plant and Electricity NPM has a comprehensive assessment and inspection process to ensure that plant is fit for purpose and compliant with the requirements of the legislation. Part of this process includes conducting detailed fit for purpose risk assessments. These assessments are designed to cover all facets of commissioning, operational and maintenance requirements. The fit for purpose assessment is based on MDG15, the requirements of the NSW legislation, relevant Australian Standards (including AS4024 Machine Guarding) and DII Safety Alerts. Plant maintenance and operation includes detailed isolation data sheets and isolation procedures (including lock out and tag out). This extends to electrical THIS DOCUMENT IS UNCONTROLLED WHEN PRINTED Page 21 of 34
safety for use and maintenance of all plant and equipment and includes an extensive testing program based on AS3760 and prescriptive legislative requirements. In addition, NPM has a Management Plan by which to control electrical hazards, which outlines the requirements for electrical workers and all personnel. This Management Plan makes reference to various pieces of legislation as well as site wide and department specific procedures. Through NPM asset management policies and procedures, a detailed asset lifecycle is developed and maintained. This provides for consideration of safety and other aspects at all steps of an assets life. This includes: conception, scoping and development of concept development of design and systems construction and commissioning of the asset consideration of operational readiness preparation and development of operating requirements on-going maintenance and other activities to sustain and extend the life of the asset deconstruction and decommissioning of the asset post feasible economic input of the asset An overview of the plant safety lifecycle is summarised in Table 6. Table 6: Plant Safety Life Cycle Life Cycle Plant and Equipment Safety Aspect Reference Design / Construction/ Commissioning Use and maintaining of plant Use and maintaining of plant Use and maintaining of plant Use and maintaining of plant Use and maintaining plant Equipment commissioned to comply with NSW and national legislation, standards and codes, and in accordance with known best industry practice. Equipment designed by qualified engineers. Formal hazard identification, risk assessment process fit for purpose risk assessment. Eliminate or control hazards as per hierarchy of risk control. Consultation, training and competency assessment for equipment. Operations based on OEM manuals and safety requirements. Implement program and document instruction, training, supervision and how accessed. Scheduled maintenance and inspection (including electrical) regime. Out of service, lock out and tag out procedures for maintenance and faulty equipment. Formal hazard identification, risk assessment process, FFP assessments Includes both mechanical (physical) and operational requirements Development of procedures (JHA / SOP) NPM procedures isolation 4.2.7 Business Resilience and Recovery NPM has a Business Resilience and Recovery Program (BRRP). The BRRP is risk-based and the program is comprised of the following four inter-related plans: THIS DOCUMENT IS UNCONTROLLED WHEN PRINTED Page 22 of 34
a) business resilience management b) emergency response (incorporating first aid and emergency evacuation requirements) c) business continuity d) information and technology disaster recovery The plan has been developed and is consistent with Mine Health and Safety Regulations 2007, Clause 32. The BRRP addresses the following matters in accordance with this clause: the requirements for an employer to provide for emergencies made by the WHS legislation the mechanism for the warning of an emergency at the mine the provision of resources, personnel and training for dealing with an emergency at the mine suitable equipment to respond to an emergency the impact and operation of the mine emergency plan with any emergency response plans prepared by emergency services organisations for the area in which the mine is located first aid arrangements, including the provision of facilities and competent person/s to provide first aid treatment at the mine the conduct of emergency exercises to test the response capability of the mine for emergency scenarios arrangements for the treatment of electric shock and burns and for the training of person/s providing such treatment Additionally, these plans meet internal requirements and identify: direction in the event of any emergency situation associated with the mine and its various activities the roles and responsibilities of various key positions during an emergency response (these may differ from day to day operational responsibilities) a summary of the most likely emergency response scenarios based upon the site risk register reporting requirements (both internal and external i.e. DTI) resource requirements to assist in an emergency response (i.e. facilities, personnel, training etc.) A volunteer Emergency Response Team is maintained on site and this is managed by a dedicated Emergency Response Co-ordinator. The team are trained to respond to the various emergency scenarios that may occur at the mine, including fire fighting, search and rescue, application of first aid and vehicle extrication. THIS DOCUMENT IS UNCONTROLLED WHEN PRINTED Page 23 of 34
References Emergency Management Plan (3-3862) Underground Emergency Response Plan (3-3859) Business Resilience and Recovery Plan (3-3861) Area specific Emergency Response Plans (various) 4.3 Check The checking stage in the continuous improvement cycle is made up of the following four elements: 13. Measuring and Monitoring 14. Non-conformances, Incident and Action Management 15. Data and Records Management 16. Performance Assessment and Auditing 4.3.1 Measuring and Monitoring NPM have in place a work place monitoring program to evaluate potential exposures of our workforce. The monitoring program is risk based and carried out by the health team under the advice of an Occupational Hygienist. Where possible, monitoring is conducted to Australian Standards and NATA accredited laboratories used. The Occupational Hygienist undertakes quality control checks to ensure relevance and accuracy of data. This program is linked to our medical surveillance program. Any exceedances to occupational exposure limits are reported immediately via an incident record in the NIBS to highlight the potential requirement of additional work place controls. An extensive medical surveillance program is in place to determine individuals fitness for particular types of work and to check for adverse effects from work place exposures. The program is risk based and includes biological monitoring where relevant. The program also includes a wellness component to advise workers on lifestyle related issues. Data from the above programs is analysed regularly and reported to the management team to assist with strategic planning and is also used to update the site s risk register. Health surveillance programs are outlined in Table 7. Table 7: Health Surveillance Programs Monitoring Type Monitoring Description Personal inhalable dust (including XRF analysis for metal dusts and fumes) respirable dust (including respirable crystalline silica) diesel particulates dosimetry radiation Biological blood lead urinary arsenic Work Place sound level measurement water (including residual chlorine, legionella, chemical, microbiological) THIS DOCUMENT IS UNCONTROLLED WHEN PRINTED Page 24 of 34
Monitoring Type Monitoring Description radiation thermal stress References Occupational Hygiene Monitoring Standard (3-3889) Water Quality and Monitoring Management Plan (3-3756) Particulates Management Plan (3-3743) Ionizing Radiation Management Plan (3-3749) Fatigue Management Plan (3-3753) Hearing Conservation Management Plan (3-3895) Thermal Stress Management Plan (3-3751) 4.3.2 Non-conformance, Incident and Action Management Non-compliances may be identified by a range of mechanisms including: review of monitoring results complaints work area inspections audits incident reports Incidents and near misses at NPM are reported internally through the site incident reporting and investigation process, which is supported by a database to manage the system. The relevant Department Manager is responsible for determining whether an incident or near miss will be investigated, however, all incidents with an actual or potential consequence of high or critical will be investigated. There are three levels of investigation at NPM: Level 1: no investigation required as corrective actions are able to be determined at the time of the incident Level 2: basic investigation required for any incident where further facts need to be identified in order to determine the contributing factors Level 3: detailed investigation required for all incidents with an actual or potential consequence of high or critical and then analysed using the TapRooT methodology Incident investigations (including establishment of corrective actions) are conducted and authorised by designated personnel. At a minimum, health and safety incidents are assigned recommendations for corrective and preventative actions prior to close out of the incident. All corrective actions for non-conformance findings from audits and inspections are actioned through the NIBS system. Incident reporting is undertaken in accordance with the Incident Management Procedure. THIS DOCUMENT IS UNCONTROLLED WHEN PRINTED Page 25 of 34
All significant incidents and near misses that meet the criteria for reporting to the DTI as outlined in the MHSR 2007 are required to be reported to the Department Manager as soon as possible. The Department Manager will make the notification to the DTI. Notifiable incidents that are reportable to the DTI are also reported to CMOC and Joint Venture partners. The frequency and severity of incidents and non-conformances are used in the Management Review process for determining the effectiveness of the HSEQ MS. Injury Management The injury management process is designed to ensure that any person injured at NPM is managed proactively to return to work as quickly as possible. Records associated with each injury are maintained to allow: Workers Compensation claims to be progressed quarterly reporting to the Chief Inspector trend analysis by NPM References Incident Management Procedure (3-3898) Injury Management Procedure (3-4345) Workers Compensation SOP () 4.3.3 Data and Records Management Records that are required to be kept both from a legislation or internal requirements perspective are managed through an archive system (electronic and hard copy as required). Records that are kept by NPM include (but not limited to): records of compliance with HSE legislation monitoring result records complaints records external HSE reports incident and injury and reports HSE aspects of equipment maintenance e.g. inspection records, calibration reports training records audit reports References Record Management Procedure (3-3906) 4.3.4 Performance Assessment and Auditing Regular work place health and safety inspections of operations are conducted on a regular basis. Each Department maintains a schedule and nominates various positions to undertake the inspections. These inspections, in conjunction with incident report analysis, assist to assess site compliance with the HSEQ MS. A full site standards audit is conducted on a two yearly basis by external auditors. THIS DOCUMENT IS UNCONTROLLED WHEN PRINTED Page 26 of 34
All corrective actions for non-conformance findings from audits and inspections are actioned through the RTBS system. References Health, Safety and Environment Inspections SOP (3-3909) Internal Auditing Procedure (3-3911) 4.4 Review The review stage in the continuous improvement cycle is made up of the following element: 17. Management Review 4.4.1 Management Review The NPM management team is responsible for the ongoing review of the effectiveness of the MSMP and continuous improvement of the HSEQ MS. The review addresses the possible need for changes to policy, objectives and other elements of the HSEQ MS in light of system audit results, changing circumstances and the commitment to continual improvement. References Management Review Procedure (3-3912) 5.0 APPENDICES Appendix A: NPM Management Structure Appendix B: Register of Management Position Occupants THIS DOCUMENT IS UNCONTROLLED WHEN PRINTED Page 27 of 34
5.1 Appendix A: NPM Management Structure THIS DOCUMENT IS UNCONTROLLED WHEN PRINTED Page 28 of 34
The NPM organisation chart is maintained in the RTBS system and identifies all positions held on site (supervisory or otherwise). Indicated below are the three tiers of management structure that hold statutory roles or supervise teams / individuals. General Manager Manager HR, Training, Community and External Affairs Finance Director Financial Management Manager Health, Safety, Environment and Farms Manager Asset Management Manager Ore Processing Manager Underground Mining Superintendent Training Superintendent Business Services Superintendent Environment and Health Superintendent Fixed Plant Maintenance Superintendent Production Manager Technical Services Specialist Community and External Affairs Superintendent Information Systems Specialist Health and Safety Superintendent Maintenance Services Superintendent Technical Senior Surveyor Mining Specialist Source and Buy Specialist Risk Management, Systems and Compliance Superintendent Mobile Equipment Superintendent Production Specialist Supply Co-ordinator Emergency Response and Access Control Superintendent Engineering Senior Analyst Business Senior Advisor Integrated Services and Logistics THIS DOCUMENT IS UNCONTROLLED WHEN PRINTED Page 29 of 34
5.2 Appendix B: Register of Management Position Occupants THIS DOCUMENT IS UNCONTROLLED WHEN PRINTED Page 30 of 34
SITE WIDE (not including Projects) Management Position Title Current Incumbent Previous Incumbent (name) Managing Director (S0030145672) General Manager (S0030145672) Manager Administration (no known position number) Manager People and Capability Development (S00263551) Manager Human Resources (S30730979) Manager Commercial (S00263597) Manager Business Improvement ** (S00263546) Financial Director ** (S0030403500) Manager Health, Safety, Environment and Farms ** (S00263594) Position no longer exists Stefanie Loader (Apr 2013) Position no longer exists Stefanie Loader Andrew Lye (acting) Craig Stegman General Manager Barry Lavin Chris Beaumont Keith Calder Rob Burns Managing Director Craig Stegman Leanne Heywood Vicki Blazek Warrick Ranson THIS DOCUMENT IS UNCONTROLLED WHEN PRINTED Page 31 of 34 Previous Incumbent (period of time in position) Apr 2012 to Apr 2013 Mar 2012 to Apr 2012 Jun 2010 to Mar 2012 Jul 2007 to Jun 2010 May 2005 to June 2007 Sept 2004 to April 2005 Feb 2003 to Aug 2004 Aug 2002 to Feb 2003 Jun 2010 to Apr 2013 Jul 2007 to Jun 2010 May 2005 to Dec 2009 Nov 2002 to May 2005 1999 to Nov 2002 Position no longer exists Adele Bintley Jan 2010 to May 2013 Susan Grant (May 2013) - - Position no longer exists Jacques Labuschagne Jan 2010 to Dec 2012 Position no longer exists Jacques Labuschagne (Jan 2013) Rob Cunningham (Oct 2013) Eric Evanson Daniel Rawsthorne Leanne Heywood Jacques Labuschagne (acting) Clay Collins Larry Jaudon Nicole Gregory (acting) Kerrie Edwards Manager Operational Support Stephen Alexander Andrew Lye (acting) Claire Silvera (acting) Peter Power Johann van Dyk Jul 2011 to Feb 2013 Jan 2011 to Jul 2011 Jan 2010 to Nov 2010 Sept 2012 to Dec 2012 Jun 2011 to Sept 2012 Jun 2012 to Sept 2013 Feb 2012 to Jun 2012 Sept 2009 to Feb 2012 Feb 2009 to Aug 2009 Jul 2007 to Jan 2009 Jan 2007 to Jun 2007 Oct 2006 to Jan 2007 Jan 2006 to Oct 2006 Sept 2003 to Nov 2005
Management Position Title Current Incumbent Previous Incumbent (name) Manager Operational Support (no known position number) General Manager Operations (S30403511) Manager Asset Management ** (S00263618) Manager Ore Processing and Logistics ** (S00263605) Manager Underground Operations (S00263570) Manager Technical Services (no known position number) Manager Exploration and Evaluation (no known position number) Manager Geoscience (S002276451) Manager Tunnel Boring Projects (S00263637) THIS DOCUMENT IS UNCONTROLLED WHEN PRINTED Page 32 of 34 Previous Incumbent (period of time in position) Greg Jackson 2000 to Sept 2003 Position no longer exists Andrew Lye Feb 2009 to Aug 2009 Position no longer exists Simon Cameron Aug 2011 to Feb 2013 Hubert Lehman (Jan 2011) Matthew Betts Jan 2007 to Sept 2010 Hubert Lehman (acting) (Feb 2014) Eric Strom (Feb 2013) Position no longer exists Position no longer exists Anthony Butcher Alain Bouchard (acting) Miles Naude Noel Huggett (acting) Darryl Messenger Craig Stegman Garry Martin Eric Strom (acting) James Low (acting) Elton Peebles Rob Cunningham (acting) Con Panidis Craig Stegman Iain Ross Dave Nicholls Iain Ross Wayne Trenning Steve Duffield General Manager Projects Blair Scott (acting) Andrew Lye Jonathon Lew Feb 2011 to Feb 2014 Aug 2010 to Feb 2011 Jun 2007 to Aug 2010 Jul 2006 to Jun 2007 Dec 2004 to Jul 2006 Dec 2002 to Nov 2004 1993 to Dec 2002 Nov 2012 to Feb 2013 Jul 2012 to Nov 2012 Jun 2007 to Jul 2012 Feb 2007 to Jun 2007 May 2006 to Feb 2007 Dec 2004 to May 2006 Jul 2003 to Jan 2005 Jul 2002 to Aug 2003 Jul 2000 to Jul 2002 2006 to Feb 2009 Aug 2004 to Aug 2006 Sept 2009 Nov 2008 to Feb 2009 Jan 2005 to Oct 2008 Jan 2002 to Dec 2004 Pamela Naidoo (Apr 2013) Step Change Projects Mar 11 to Apr 2013 Position no longer exists Rob Cunningham Step Change Projects ** Over time, role titles have changed, the one listed is the most recent role title. Refer to position number in system for previous role titles. Apr 2013 to Dec 2013 Jan 11 to Apr 2013
E26 LIFT 2 PROJECT (2001 to 2004) Management Position Title Current Incumbent Previous Incumbent (name) Previous Incumbent (period of time in position) General Manager Projects Position no longer exists Chris Beaumont Richard Dossor Nov 2003 to Aug 2004 Oct 2000 to Nov 2003 Mine Manager (certificate) Position no longer exists Steve Powell 2001 to Dec 2003 Construction Manager Position no longer exists Chris Beaumont Jul 2003 to Oct 2003 Technical Services Manager Position no longer exists Steve Duffield 2001 to Aug 2004 E48 PROJECT DEVELOPMENT (2006 to April 2009) Management Position Title General Manager Underground Operations Current Incumbent Position no longer exists Previous Incumbent (name) Andrew Lye (acting) Matthew Betts (acting) Craig Stegman Previous Incumbent (period of time in position) Jan 2008 to Jan 2009 Aug 2007 to Dec 2007 Jun 2006 to Aug 2007 Mining Manager Position no longer exists Elton Peebles Jul 2007 to Apr 2009 Engineering Manager Position no longer exists Matthew Betts Jan 2007 to Apr 2009 Technical Services Manager Position no longer exists Wayne Trenning Feb 2006 to Feb 2009 E48 PROJECT (September 2009 to September 2010) Management Position Title General Manager Projects (E48 inclusive) (S00263616) Current Incumbent Previous Incumbent (name) Previous Incumbent (period of time in position) Position no longer exists Andrew Lye Sept 2009 to Sept 2010 THIS DOCUMENT IS UNCONTROLLED WHEN PRINTED Page 33 of 34
OPEN CUT (July 2003 to January 2011) Management Position Title Manager Surface Mining (S00263554) Current Incumbent Position no longer exists Previous Incumbent (name) Rob Cunningham Mike Priestly Closed Craig Stegman Iain Ross Previous Incumbent (period of time in position) Feb 2010 to Jan 2011 Nov 2007 to Feb 2010 Dec 2006 to Nov 2007 Dec 2003 to Dec 2006 Jul 2003 to Dec 2003 STEP CHANGE (September 2010 to Apr 2013) Management Position Title Current Incumbent Previous Incumbent (name) General Manager Projects (S00263616) Manager Infrastructure (S0030381674) Manager Mine Design (S00276450) Manager Tunnel Boring Projects (S00263637) Manager Geoscience (S002276451) Manager Community and External Affairs (S0030397912) Previous Incumbent (period of time in position) Position no longer exists Andrew Lye Sept 2010 to Apr 2013 Position no longer exists Matthew Betts Sept 2010 to Apr 2013 Position no longer exists Manager - Infrastructure Damien Hersant Apr 2011 to Apr 2013 Jan 2011 to Apr 2011 Position no longer exists Rob Cunningham Jan 2011 to Apr 2013 Position no longer exists Pamela Naidoo Erik Ronald (acting) Craig Riley Oct 2012 to Apr 2013 Mar 2012 to Oct 2012 Mar 2011 to Mar 2012 Position no longer exists Brad Welsh Jan 2011 to Apr 2013 THIS DOCUMENT IS UNCONTROLLED WHEN PRINTED Page 34 of 34