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Delivering excellence in communications,
marketing and graphic design to mining
and energy companies.

communicate with us…

tainable metal production
roken Hill

e creation from our
elopment projects and
oration assets

Engaging,
fresh and
innovative
The experienced Platform team
ensures that your company’s
message hits its target every time.
Platform is a vibrant communications, marketing
and graphic design consultancy. We provide
strategic business solutions to Australia’s mining
and energy industries.
Platform offers a broad and integrated suite of
services via our team of marketing, communications,
investor relations and graphic design consultants.
We deliver detailed and effective advice to ensure
innovative and successful corporate communication
strategies for our clients.

We have
the best people
Our hand-picked consulting team
is qualified across a range of disciplines
including marketing, journalism,
communications, investor relations,
law, business and graphic design.
Our team understands how the resources industry
works, with many possessing previous experience
in the mining and energy industry.
Equipped with the best people, Platform delivers
a comprehensive range of communication
services to many of Australia’s leading mining
and energy companies.

Kirsty Danby

Jen Stone

Our Principal Consultant, Kirsty has 17 years experience
in the corporate communications and public relations
arenas. Prior to establishing Platform Kirsty worked
in-house for BHP Billiton, Woodside Energy and Alcoa.
She provides strategic communication and issues
management advice to all of our clients.

Our Digital Marketing Specialist, Jen has 10 years
of senior marketing experience. She is a marketing
specialist with expertise in digital media and marketing
for e-commerce businesses. In past roles, she worked
as a Retail Strategy Director for Carat, managing brands
including David Jones, Woolworths, Dick Smith, BWS
and Big W.

Lynda Rovis-Hermann
Lynda is a senior communications professional with
significant experience in the Western Australian
resources sector providing high level strategic advice and
counsel. Her experience includes working both in-house
and as a consultant for organisations such as Newmont,
WorleyParsons, Fortescue, Hess Australia, Woodside
and Barminco Mining Services.

Liz Dumas
Liz, our Senior Consultant, has more than 15 years
public relations experience across health, consumer,
corporate, government and resources – with expertise
in communications strategy development, project
management and stakeholder relationships.

Chloe lbbott
Our Corporate Communication Specialist, Chloe is the
former Acting Manager Communications for Queensland
Rail (Infrastructure). Prior to that she worked in-house
with Rowland in Brisbane, Myer in Melbourne and as an
Employment and Industrial Relations lawyer with Corrs
Chambers Westgarth in Perth.

Tracey Cook
Our Senior Journalist, Tracey has more than 10 years
experience in the media industry, specialising in business
journalism. She has worked for The West Australian,
Financial Times Business in London and Business News.

Brisbane

Matthew Payne
Matthew has more than fourteen years experience in the
resources sector and State Government. He worked in
regional development agencies in throughout Western
Australia and was employed as the Goldfields Executive
Officer for the Chamber of Minerals and Energy of WA.
Prior to joining Platform Communications, Matthew was
Project Manager for the proposed $200m Multi-User
Iron Ore Facility at Esperance Port. Matthew specialises
in project and stakeholder management, government
relations and policy development.

Michelle McDonald
Our Strategic Marketing Consultant, Michelle has over
17 years experience working within the communications
industry in in-house roles, multinational capacities and
public corporations. She has worked across a broad
range of companies and agencies in the resource,
service and university sectors.

Ron Berryman
Ron has extensive experience in journalism, media and
public relations and has worked for a number of highly
regarded publications including the New York Times,
the Sun News Pictorial, the Herald Times, the Weekly
Time, Aspermont Limited, News Limited and the West
Australian. Ron performs high level editing and conducts
Platform’s media training for clients, most recently with
Newmont Asia Pacific.

Perth
Canberra
Melbourne

Shanna Crispin
Shanna has extensive journalism experience specialising
in business and financial reporting. Shanna has worked
for leading national broadcasters in New Zealand.
She has also worked for business-focused publications
in London and most recently led Western Australia’s
Business News’ coverage of the technology, health,
not-for-profit and hospitality sectors.

Claire McLeod
With more than nine years in the graphic design industry,
our Senior Graphic Designer Claire has developed
and managed corporate branding and identities,
and advertising for clients across the oil and gas,
mining, property, tourism and not-for-profit industries.

Mike Winter
Mike has over nine years experience within the industry
and has an in depth knowledge about the mining sector,
due to his experience working with companies such as
Chevron, BHP Billiton and Conoco Phillips. Mike holds
a passion for interactive design and brand development
as well as possessing a diverse knowledge of both print
and digital solutions.

have substantial
experience in
the field.

from Perth

condensate is technicallyrecoverable from three
producing wells in the
Including nine destinations within China,
B18b
reservoir at the
plus hong Kong and
Taipei
sorochynska licence.

DARWIn

Hawkley is selling
its gas into the local
market at a gross price
of $11.22 per mcf
(thousand cubic feet).

bAlI

ARGYLE

KUnUnARRA

bROOMe

pORT heDlAnD
KARRAThA
CLOUDBREAK
BARIMUNYA
WEST ANGELAS
the first well at
BROCKMAN
eXMOUTh
the chernetska
licence was spud
on may 6.

a $15.1 million
capital raising
closed oversubscribed
(40.55 million shares
at 37 cents).

A second
well at the
neWMAn
Sorochynska
licence is
planned for
Q4 2011.

pARAbURDOO

CARnARVOn

The Sorochynska
and Chernetska projects
are in the proximity
of well developed
infrastructure.
GeRAlDTOn

plans are
in motion
KAlGOORlIe
to develop a stand-alone
processing plant for the
gas and condensate
production from the
RAVenSThORpe
eSpeRAnCe
sorochynska
field.
bUSSelTOn
WINDARLING

pertH

production at 6.6 mmCF/d gas
and 254 bbl/d condensate with
potential levels at 3,000 Boe/d
once all wells online through
ThE GRANITES
assets located
in prolific
hydrocarbon basin.

We are
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At Platform, our strength lies in our ability to provideFIFO and ch
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Our consultants help clients to identify their stakeholders
and educate our clients on how to communicate Passenge
efficiently and effectively. Our services meet the highest
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As part of o
standards and are delivered on time and on budget.
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With a solid foundation of transparent communication
connect We
and relationship building, Platform has fostered lasting
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relationships with clients, media, industry associations,
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community groups, employees and key stakeholders.
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Technical writing and editing

Issues management

Marketing

Platform’s core writing and editing strengths are
the solid foundation of our communication services.
The writing is tailored and targeted to suit different
audiences, ensuring client communications are
appropriate, engaging and transparent.

Mismanaged issues can rapidly accelerate into crises
in today’s fast-paced world of global communications.

Platform offers a full suite of marketing
and communication services to our clients.

The Platform team is often required to produce technical
documentation and interpret complex scientific and
financial language for consumption by the general public.

Platform has the expertise to develop a thorough
and empathetic understanding of stakeholder opinion
while exploring the potential impacts of an issue.

Our work includes writing, editing, proofing, media
releases, community newsletters, newspaper editorials,
advertisements, reports, speeches and online content.

We offer a range of issues management services
to facilitate constructive two-way communication
between our client and key stakeholders including
media monitoring, reporting and analysis, developing
issues management strategies, community and
stakeholder consultation and environmental forecasting.

Platform’s comprehensive and strategic marketing
communication plans are designed for both internal
and external stakeholders. This service includes
targeted key messages, stakeholder and media
relations strategies and recommendations for
relevant marketing collateral, events and publicity.

Media relations and monitoring

Change management

Platform offers specialised media relations advice
and services, with the guidance of our Media Manager,
to assist our clients to more effectively reach and
engage with their target audiences. We understand
the media process and have established positive
working relationships with media representatives.

The Platform team knows that change is an inevitable
and constructive part of any business. We also know
that effective management of that change is critical
to business success.

Services include media releases, media tours,
media kits, photography, media monitoring
and analysis, client briefings on media protocols,
advancing client relationships with media and
developing their public profile.

Our consultants assist clients to effectively manage
both internal and external communications throughout
transitional periods and restructuring processes.
Platform have successfully assisted clients to rollout
new workplace agreements, introduce new reporting
structures and develop clear change strategies.

Our consultants have a proven understanding of
business and customer needs and how to most
effectively add value in developing and implementing
marketing, brand and communications strategies.

Investor relations and reporting
Platform produces compelling and accurate
investor documents.
Our consultants develop, manage, write and design
annual reports, prospectuses, tenders, ASX releases,
AGM speeches and presentations. Our service also
includes analyst and investor tours and facilitated
investor focus groups.
We operate with the highest standards of discretion
and ethics and deliver successful results within
timeframes and project requirements.

Internal communications

Mergers and acquisitions

Social investment programs

Platform can help your company engage, inform
and educate employee groups and other internal
stakeholders by delivering custom-made internal
communication support and materials.

Communication plays a vital role in all elements
of the merger and acquisition process.

The Platform team delivers effective community
relations programs through skills in relationship building,
negotiation and impact assessment to foster an open
dialogue between communities, organisations and
key stakeholders.

Examples of our internal communication campaigns
include reward and recognition programs, leadership
programs and performance monitoring evaluation.

Platform consultants are adept at developing customised
communication strategies for clients undergoing
mergers, acquisitions and takeover defences.

We can also provide communication programs for
human resource rollouts and transitions, recruitment
campaigns and merger and acquisition activities.

We provide communication advice and produce a range
of communication tools to articulate our client’s position
at all phases of the process. These include strategy
design, target statements, ASX and media releases
and post-merger integration.

Social and digital media

Crisis management

Platform offers specialised social and digital media
advice and services to assist our clients to effectively
communicate through social and digital media channels.

Platform will react quickly and provide valuable
advice and support in the event of a company crisis.

Our social and digital media specialist can offer clients
valuable advice to stay abreast of changes in the digital
landscape and ensure they’re proactive and innovative.
Platform provides tailored marketing solutions including
defined social media objectives, effective content
management strategies, digital marketing and social
communications strategies, social media monitoring,
online advertising, campaigns and advice on using
digital technologies to maximise marketing performance.
We can also assist clients with social media training
and integration of social media channels into existing
marketing and communication strategies.

Our team of communication specialists, copywriters,
journalists and graphic designers will guide and
support you through any crisis with the utmost
sincerity and discretion.
The service comprises internal and external
communications, including media, government, union
and employee relations. We produce holding statements,
co-ordinate media conferences, draft press releases,
Q&A documents and speeches at short notice.

Our consultants help create partnerships that are
both measurable and aligned with corporate vision
and business strategy.
We can develop sponsorship parameters, assess
sponsorship proposals against business strategies,
negotiate terms and benefits of partnership agreements
and produce marketing and promotional campaigns
for clients.

Event management
Meticulous planning and attention to detail is the
key to Platform’s success in the complex event
management arena.
Our team attends to every aspect of your event
from concept through to creation.
The Platform service includes media releases, corporate
publications, brochures, briefing notes and speeches.

Secondments and in-house support
Platform regularly provides clients with in-house
assistance or secondments from one week to one year.
Our consultants seamlessly fill temporary job vacancies,
provide annual leave cover and assist with work overflow
and specialised projects.

We are
creative
Platform Communications delivers
compelling and original designs
for our clients. Whether you need
a complete brand design in multiple
mediums or a single communications
project, our graphic design team
can assist.
We deliver innovative creative solutions
by integrating our strategic approach
across a broad palette of creative materials.

You can rely on us
Platform’s highly-skilled design team delivers
professional results, on time and on budget,
every time.

Factsheets, brochures and newsletters

Exhibition booths and collateral

Photography

Whether electronic or printed, the most effective and
versatile means of internal and external communication
are factsheets, brochures and newsletters.

Platform’s graphic design team creates exhibition
booths to attract interest, clearly articulate client
messages and maximise available space.

Stylish and striking imagery is a critical element
of any effective website, brochure, corporate
document or event.

These documents provide a quick and concise medium
to convey key messages and important information.

Our original design concepts convey information
in a format that is innovative, interesting and succinct.

Platform can arrange photography and manage
image libraries on behalf of clients.

Our team develops editorial and design concepts
that successfully deliver corporate messages and
information to target audiences.

Platform can also develop themed factsheets,
brochures and branded promotional items to add
a tactile and lasting element to client exhibitions.

We draw on both in-house talent and a stable of
trusted external photographers to enhance corporate
communications coupled with appropriate imagery.

Websites and online communications

Corporate identity and branding

We audit our clients’ websites and aim to update their
online presence, generating new ideas that are creative,
eye-catching, informative, competitive and professional.

A strong and recognisable brand is essential to
establish and grow an organisation’s corporate identity.

Our photographers have on-site experience and work
closely with Platform’s in-house design team to ensure
images match design ethic and company protocol.

We offer three website options:

ƒƒ Static website
ƒƒ HTML website
ƒƒ Content managed website
We also work with clients to design and develop
intranet sites, including SharePoint.

Platforms’ corporate branding services include developing
original logos, advising on colour palettes, introducing
graphic elements and creating style guides to assist
with capturing and communicating company values.
Our designers excel at translating an organisation’s
goals, values and functions into a consistent and
compelling corporate brand image.

Our clients
We are the leading communication and
design firm in Perth focused on mining
and resources communications.
We specialise in the resources sector, working alongside
mining and energy companies, and suppliers working
within the industry.
Platform places the highest value on client relationships
and takes pride in delivering a professional communication
and design service that exceeds all expectations.

Our client list includes resource majors, mid-tier producers,
explorers and developers, industry associations and leading
technical and operational suppliers to the resource industry.

BHP BILLITON

project management | concept | writing | design | production

Beyond the Mine

OUR PEOPLE

our People
At Newmont we measure our success
as a company and industry leader
by the impact we have on the lives
of our personnel, their families and
the communities we operate in.
We expect all employees and
contractors to act with integrity,
respect and demonstrate leadership
in safety and stewardship of the
environment and community.

At 31 December 2012, Newmont
employed 5,188 staff and contractors,
including 234 Indigenous personnel,
at our Australian and New Zealand
operations. Our Indigenous workforce
equates to 4.5 per cent of Newmont’s
total Australian workforce, compared
to the mining industry’s national
employment average of 4.7 per cent
and 2.7 per cent in other industries.

We encourage all employees to
share career aspirations, identify key
strengths and develop an action plan
to achieve their goals. Employees at
all levels of the business are offered
development programs targeting
the specific skill sets required for
leadership in their role. Ongoing
support is available to follow up
on this skill development. We also
offer opportunities for international
assignments and travel, providing the
chance to learn and develop a wellbalanced global business perspective.

Attracting and retaining personnel
remains a challenge in the mining
and resource sector. To strengthen
our position as an employer of choice
we continue to provide initiatives and
incentives in the areas of leadership
development, rosters, working
conditions, employee development
opportunities, competitive salary
packaging and flexible work
arrangements including support for
Indigenous employees and contractors
and their cultural commitments.

With mineral deposits often located
in remote areas across the globe,
our operations present opportunities
to work with men and women from
different cultures, races, religions
and traditions.

Turnover

Twenty two female employees at
grade 103 and above attended two,
multi-day workshops titled ‘Women
in Newmont’ in 2012. This leadership
program was developed in 2011
in collaboration with the Australian
Institute of Management (AIM) as part
of our Asia-Pacific Workplace Diversity
Strategy. The program focused on
issues women face in leadership
positions in a predominately
male-dominated industry. In total
51 of our employees have completed
the program since introduction.
Our flexible working arrangements
for parents, particularly women,
were recognised with an ‘Outstanding
Company Initiative’ award at the 2012
Chamber of Minerals and Energy
Women in Resources Awards.
The Casual Haul Truck drivers
(or Hotseaters) initiative provides
parents with the opportunity to
learn and operate a haul truck while
working within school hours.
This initiative won the Western
Australian Chamber of Mining and
Energy women in mining award and
was a finalist in the national awards.

Asia-Pacific Workplace
Diversity Strategy
We implemented a Workplace
Diversity Strategy in 2012 to attract
and retain diverse talent within
our business. We will continue to
implement this strategy in 2013, which
includes continued development and
training for female leaders, monitoring
of critical gender related statistics and
measures and targeted recruitment of
women in non-traditional roles.

Turnover decreased at all Asia-Pacific
operating sites in 2012, averaging 13
per cent. This figure decreased from
an average of 17 per cent in 2011,

In 2012 the Federal Government’s
Equal Opportunity for Women in
the Workplace Agency (now the
Workplace Gender Equality Agency)
recognised our equal opportunity
policies and procedures for meeting
all Federal regulatory and compliance
requirements regarding equal
opportunities for women.

AuS/nZ WoRKfoRCe BReAKdoWn
EMPLOYEES

CONTRACTORS

TOTAL

SiTE

2010

2011

2012

2010

2011

2012

2010

2011

2012

Boddington

756

1,010

1,009

943

946

717

1,699

1,956

1,726

Jundee

146

159

175

423

477

431

569

636

606

KCGM

706

782

845

358

380

395

1,064

1,162

1,240

Perth

281

321

273

38

30

10

319

351

283

910

1,086

Tanami
Waihi
TOTAL

457

547

578

453

539

345

149

125

272

327

285

406

476

410

2,968

3,005

2,487

2,699

2,183

4,967

5,667

5,188

8

WOMEN iN LEADERShiP

Diversity and global inclusion is a
core value at Newmont. We believe
our diversity is an organisational
asset that delivers greater creativity,
innovation, improved decision-making
and employee engagement.

923

134
2,480

indiGenouS PeRSonneL

WOMEN AT NEWMONT

with the exception of the Subiaco
Regional Office where turnover
increased by one per cent to
12 per cent. This figure includes the
redundancies of 60 roles in late 2012
(from across all operations) as a result
of increasing cost pressures and
decreasing gold price, which required
a major review of budget, resourcing
and staffing levels. The cost pressures
and rapidly decreasing gold price
meant a shift from a business
strategy that focused on growth
during strong gold prices to a strategy
that required operations to focus on
cost-effective production.

Beyond the Mine 2012

(inCLudeS neWMont eMPLoyeeS And ContRACtoRS)

2010
SiTE

2011

2012

NuMBER

%

NuMBER

%

NuMBER

%

Boddington

64

3.8

68

3.5

84

4.9

Jundee

22

3.9

24

3.8

35

5.8

KCGM

29

2.7

28

2.4

36

2.5

2

Perth

0.6

4

1.1

2

0.7

Tanami

82

9.0

69

6.4

82

8.9

TOTAL

200

4.0%

193

3.4%

234

4.5%

WoMen in the WoRKfoRCe 2012

AuS/nZ eMPLoyee tuRnoVeR
(% RoLLinG 12 MonthS)

SiTE

2010

2011

2012
15

11

17

Jundee

9

19

8

KCGM

26

20

20

Perth

11

11

12

Tanami

33

30

19

Waihi

3

4

4

Boddington

21% FEMALE
EMPLOYEES

NEWMONT ASIA PACIFIC

WoMen in MAnAGeMent
% Of
MANAGEMENT
ThAT iS
fEMALE

newmont aims to build a workplace culture that fosters leaders
and allows individuals to thrive, contribute and grow.

SENiOR MANAGEMENT

MiDDLE MANAGEMENT

2010

2011

2012

2010

Boddington

0

0

0

8

11

7

Jundee

0

0

0

13

2011

14

2012

11

KCGM

0

0

0

21

29

19

7.1

9.1

6

18

23

17

Tanami

0

0

0

11

10

14

Waihi

0

0

0

17

27

14

Perth

9

Beyond the Mine 2012

Platform provides ongoing communications
and graphic design support for Newmont Asia
Pacific’s internal and external communication
and marketing activities.
Platform offers strategic advice, roll-out support
for internal campaigns such as safety leadership
programs, IT projects, change management.
We have undertaken stakeholder engagement
strategies, site architecture planning and copywriting
for Newmont’s APAC Sharepoint / intranet site.
In 2013, Platform provided support for the production
of the 2012 Asia Pacific Sustainability Report,
Beyond the Mine. Platform’s design team produced
a revitalised report, in line with Newmont’s international
branding guidelines that provided a refreshed look that
successfully communicated Newmont’s sustainability
and environmental performance across each of its sites.

N E W M O N T A S I A PA C I F I C

N E W M O N T A S I A PA C I F I C

Our culture
Our vision is to be
the most valued and
respected company
through industry
leading performance.

Giving back to the
communities we operate in

The health and safety of our workforce
is paramount. Newmont has made
a firm commitment to achieve to “Zero
Harm” – that is, to operate a fatality and
injury free business – within five years.

The relationships with the communities
in which Newmont operates are
fundamental to our business. These
communities serve as our hosts and
we endeavour to ensure our presence
delivers benefits to the entire community.

Our goal is to lead the industry
in health and safety performance,
with zero fatalities and the lowest
Total Recordable Accident Frequency
Rate (TRAFR) and Occupational
Illness Rate amongst our peers.
Newmont has implemented a robust
safety management program, leading
safety management systems, standards
and procedures to ensure employees
are equipped with the resources they
need to work safely.

Our people
Newmont aims to build a workplace
culture that enables individuals
from diverse backgrounds to thrive,
contribute and grow. We actively
encourage diversity across our
workforce and are focused on boosting
female employee representation.
All Newmont employees and
contractors are expected to act with
integrity, respect and demonstrate
leadership in safety and stewardship
of the environment and community.
Employees at all levels of the business
are offered development programs
targeting the specific skill sets required
for leadership in their role.
With mineral deposits often located
in remote areas across the globe,
we offer opportunities for international
assignments, travel and the chance to
work with men and women from different
cultures, races, religions and traditions.

Produc
than going more
ld
newmo
nt.com

Our sites

Safety – our most
important value

Newmont has a plethora of initiatives
and incentives in the areas of
leadership development, rosters,
working conditions, employee
development opportunities, competitive
salary packaging and flexible work
arrangements including support for
Indigenous employees and contractors,
and their cultural commitments.

The most critical element of our
community development program
is the development of a shared vision
for the future by proactively supporting
projects and programs that meet the
needs and priorities of our communities.
Newmont’s Indigenous Diversity initiative
targets seven per cent Aboriginal
Australians in the workplace. As part
of this initiative Newmont focuses
on recruitment, training and retention
of Indigenous employees to improve
diversity at our Boddington and
Tanami sites. Newmont’s Indigenous
employment strategy seeks to surpass
the targets identified within our
voluntary yet legally binding Community
Partnership Agreement with the Gnaala
Karla Booja people of Boddington and
our Consolidated Mining Agreement
conditions for Walpirri people of Tanami.
Employment of Aboriginal people
is one of many avenues by which
we seek to decrease the economic
and social disadvantage experienced
within Indigenous communities.

Community investment
Local community investment
is an integral component of
Newmont’s approach to building
positive community relationships
and delivering long-term benefits
to the regions in which it operates.
The Newmont community investment
focuses on funding projects or
agencies that:
> Support Indigenous communities by

enhancing employment opportunities
and preserving Indigenous heritage
and knowledge;
> Deliver improved educational

outcomes and boost skill sets;
> Develop greater capacity and

leadership in local communities;
> Promote healthier lifestyles.

We have surpassed
the national average for
Indigenous employment
with a 4.9 per cent
average for Newmont’s
Australian operations
versus the Australian
Mining industry average
of 4.6 per cent.

ASIA PACIFIC REGIONAL OFFICE
WESTERN AUSTRALIA

LOCATION Subiaco, Perth
EMPLOYEES ~150 permanent /

~10 contract

Our environment,
our legacy, our future
Newmont integrates environmental
management into all aspects of the
mine life cycle – from planning through
to development, construction, operation
and closure – to maximise the beneficial
aspects of a mine operation and
to minimise potential impacts.
The responsible closure
and reclamation of Newmont’s
operations is a key indicator
of our sustainability performance.
Newmont is committed to leaving
a positive legacy for the communities
and environments in which we
operate and embed environmental
considerations throughout the mine
life cycle to ensure our sites can support
productive post-closure land use and
provide sustainable advantages to
local communities.
Newmont also has an expansive
exploration program that continuously
evaluates potential prospects and seeks
to enhance the resource base across
the Asia Pacific region, opening up
new opportunities for Newmont and
the communities we are involved in.
Newmont has commenced work
to secure government approvals to
advance our Boddington operations
and extend the mine life.
We are also considering the possibility
of extending our KCGM operations past
the current 2029 operational mine life,
subject to government approvals.

BODDINGTON

TANAMI OPERATIONS

WAIHI

NORTHERN TERRITORY

NEW ZEALAND

WESTERN AUSTRALIA

LOCATION 550km north-west of Alice

LOCATION 150km southeast of Auckland

MINE Boddington Gold, two large open pits

LOCATION 600km east of Perth

Springs

EMPLOYEES ~1,000 permanent /

MINE Fimiston open pit and Mt Charlotte

MINE Callie underground mine

underground mine

EMPLOYEES ~1,150 permanent and contract

EMPLOYEES ~850 permanent /

PRODUCTION 183,000 ounce of gold

WESTERN AUSTRALIA

LOCATION 130km south-east of Perth

~750 contract
PRODUCTION 734,000 ounce of gold

and 71.6 million pounds of copper in 2012

~400 contract

in 2012

RESERVES Boddington Gold,
two large open pits

PRODUCTION 680,000 ounce

of gold in 2012

RESERVES 2.2 million ounce of gold

LIFE OF MINE Beyond 2040

RESERVES 8.8 million ounce of gold

Newmont’s Boddington operation
is located near the rural farming town
of Boddington, on the doorstep of
Western Australia’s capital city of Perth.

LIFE OF MINE 2026

The operation is the newest addition
to our Asia Pacific portfolio. The site
is a large open pit operation that
commenced commercial production
in November 2009 and achieved its
first million ounce milestone in March
2011, 18 months after commissioning.
Boddington achieved its two million
ounce milestone in August 2012.

Newmont Boddington
Gold has a life of mine
beyond 2040.

KALGOORLIE CONSOLIDATED
GOLD MINES

Boddington consists of two open
pits in the Saddleback Greenstone
Belt and the main zone of gold
mineralisation occurs over a strike
length of more than five kilometres and
a width of approximately one kilometre.

at year-end 2012

The Super Pit, managed by Kalgoorlie
Consolidated Gold Mines (KCGM)
on behalf of joint venture partners
Newmont Australia and Barrick
Australia Pacific, is located in the
south-east corner of Goldfield’s
city Kalgoorlie-Boulder.
The operation consists of Fimiston
Open Pit (Super Pit), Mt Charlotte
Underground Mine, Fimiston Mill
and Gidji Roaster. The Super Pit
is mined 24 hours a day, every
day of the year. When the mine
is completed it is expected to be
3.6 kilometres long, 1.6 kilometres
wide and up to 650 metres deep.

at year-end 2012
LIFE OF MINE Beyond 2020

Newmont’s Tanami Operations are
located in the Northern Territory’s
remote Tanami Desert.
Since November 2010, Tanami
Operations has been 100 per cent
Newmont owned and operated.
The operations are located on
Aboriginal freehold land owned by
the Warlpiri people and is managed
on their behalf by the Central Desert
Aboriginal Lands Trust.
Tanami is divided into three distinct
areas: The Granites, where our
administration and milling operations
are located; Dead Bullock Soak,
also known as Callie, where mine
production and maintenance is
located; and Twin Hills Village,
home to the fly-in fly-out workforce.

MINE Trio underground deposit and Martha open pit mine
EMPLOYEES ~400 permanent and contract
PRODUCTION 67,000 ounce of gold and 539,000 ounces of silver in 2012
RESERVES 0.3 million ounce of gold at year-end 2012
LIFE OF MINE 2021

The Martha open pit and Trio
underground mines are managed by
Newmont Waihi Gold in the town of
Waihi in New Zealand’s North Island.
The original Martha mine, one of the
most important gold and silver mines
in the world, closed in 1952 and later
resumed as an open pit operation
in 1987. The Trio underground mine
began production in 2012 while the
Favona underground mine, which
first began construction in 2004,
was closed in 2011.

The newest addition to Newmont’s
mining assets is the Correnso
underground mine, located in Waihi
East. Mine development began
in December 2013 and mining is
scheduled to commence in late 2014.
The Correnso mine workings will
be situated 300 to 130 metres
underground and will be first mine
under residential properties permitted
in New Zealand. The mine is subject to
stringent consent conditions, especially
those relating to blast vibration.

Our talented team also assisted Newmont with
their 2013 Golden Gecko Award Submission for
their Wiluna Martu Land Management Collaboration
and their quarterly newsletter, Dig This.

project management | concept | writing |
design & artwork | production | logistics

The majority of Australians reside
on the coastal areas, with the
east, south-east and south-west
coasts hosting the majority of the
population. Beach activities and
water sports make up an integral
part of the Australian way of living.

alian
the Austr
and play
Live, laugh

Immerse yoursel
f in Austral
ia’s

Let Austral
ia’s

es
open spac
and wide
age.
Sun, surf
prize pack
the total

marine life
take you to
a new world.

alia
- Austr

is

The Australian way of life is extremely
warm and friendly. People are always
willing to offer a helping hand and the
culture demonstrates a great sense of
humour that is noticeable around the
nation.

natural beauty.

Queenslan
magic of
Enjoy the

passport
d - your

Australia is extremely multi-cultural
with over 200 languages spoken and
people from all different nationalities
and backgrounds. The Australian lifestyle is unique, making it an interesting
place to prosper and grow.

alia.
to Austr

Relish in Australia’s casual
and laid-back lifestyle.

Australians are incredibly spontaneous
and love to talk. They also value
independence and time efficiency.
This is prominent in places such as the
work-place, schools and universities.

Platform developed and produced a creative and
stylish marketing campaign to showcase BHP Billiton /
BMA Coal as the Australian employer of choice at the
expo. The campaign highlighted the Australian culture
and lifestyle, and generated interest for Australian
workers in today’s tight labour market.

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B oA RD I n g PA s s
This could be your ticket to Australia.

Please return to the BHP Billiton Mitsubishi Alliance (BMA) stand at
TIME

DATE

nAME

occuPATI on

EMAIl

for your interview with a BMA Human Resources representative.
TIME

DATE

PC00913_BMA Coal_Boarding Pass V 8 AW.indd 1

BMA COAL / BHP BILLITON
Platform Communications was engaged by BHP Billiton
/ BMA Coal to develop a bold and unique marketing
concept for a recruitment campaign to be launched
at the Opportunities Australia EXPO in Calgary and
Edmonton, Canada.

POst

Australia is one of the most
dynamic and lively societies
in the world. It is home to
people from over 150 countries
around the globe and boasts a
safe and secure environment
for individuals to live, work
and study.

Considered one of the most ‘openminded’ nations in the world,
Australia has developed a flourishing
reputation in the areas of ethnic
media, international business and art,
culture and religion. Residents can
settle down in an environment that
adapts easily to change and respects
international cultures.

way.

27/4/11 5:01:43 PM

Our design team used its creative and innovative
expertise to produce a dynamic Australian themed booth
for the expo, along with a stylised interview room that
featured BHP Billiton / BMA Coal corporate branding.
Platform also produced a full suite of marketing collateral,
including the production of a DVD, and travel-themed
promotional collateral to advocate BMA Coal and the
Australian way of life.

logo | design | website development | branding |
advertising | photoshoots | marketing | writing

The Dire
ct
of CKA Ri ors & Staff
sk Solutio
invite you
ns
to
Christmas share some
cheer!

Date

6 Decem
ber 2011
5:00pm
to 7:00pm
Frasers Res
taurant,
Fraser Ave
nue, Kin
gs Park
Function
Room 1
RSVP
By 28 No
vember
2011
to Desire
e on 921
4 7400 or
desiree.ge
[email protected]
risksolutio
ns.com
Time

Venue

CKA RISK SOLOUTIONS
Platform Communications consultants have worked
with CKA Risk Solutions for a number of years to help
promote their business to key stakeholders and clients.
CKA is an independent, specialised insurance broking
and risk consultancy service provider that has quickly
developed a national reputation for its mining and
resources industry expertise.
Platform has developed a suite of communication,
marketing and promotional materials on behalf
of CKA including a website, corporate brochures,
factsheets, banners, advertisements, invitations
and client presentations.

m

Our Approach

INSU
RANC
E BRO
KING

Risk
Analysis

Ownership

Identify risks

Company Structure

Quantify risks

Company Mission

Probability

Business Strategy

Rank

Scope of Work

Risk Retention

Corporate Objectives

Risk Treatment

Insurance
Risk

Core Drivers

Expat Medical / Travel






Location Risks
Scope of Cover
Domicile of Expats
Coverage Scope / Limits






Geographical Spread
Evac Requirements
Medical Services
Travel Profile






Public & Products
Liability / Professional
Indemnity






Contract Conditions
Scope of Cover
Contract Duration
Third Party Exposures






Sub Contractors
Scope of Works
Principal Indemnities
Revenues

• Loss History
• OS&H Controls
• Consequential
Loss Exposure

Core
Competency

Contractors Plant
& Equipment







Asset Values
Blend of Assets
Scope of Cover
Latent Ground conditions
Static v Operational Plant







Risk Exposure
Risk management
Geographic Spread
Contractual Conditions
Loss history

• Remotely operated
• Declared values
• Basis of Settlement

• Injury Management
- Best Practice
- Workers’ Attitude
• OS&H
• Contractual Conditions
• Risk Profile
• Insurer Perception








Claims Experience
Employee Numbers
State of Connection
5 Prong Approach
“Team” Approach
Service Providers

• Claims Treatment
• Sense of Urgency /
Time – Delays Cost $
• Principal / Client Relationship
• Principal Indemnities
• Annual Wageroll

Other Insurance
Classes

• Risk Profile
• Scope of Works
• Contractual Compliance

• Asset Spread
• Loss History
• Risk Appetite

• Risk Retention
• Scope of Cover
• Class Specific Cost Drivers

Service Provider
Remuneration

• Scope of Work
• Value for Money

• KPI’s
• Fair & Reasonable

• Accountability
• Measurable
• Pay for what’s needed

Under Excess
Self Insured

• Uninsured Losses
• Incident Reporting
• Maintenance Records

• Uninsurable Losses
• Data Capture
• Dollar Swapping

Balance Sheet
Workers’
Compensation

Major Challenges
& Concerns



• Transparent as experts • in
Results Driven
CKA’s people are widely regarded
workers’
compensation
solutions with
the best industry• Unidentified Risks
credentials.
• Identification
Retained Losses

Our market leading approach is about ‘connection’ –
connecting with clients, insurer and external service providers.

other
fee

gpl

wc
under
x/s

>

Strate
gy

Outc
omes

expat

Core
Drive
rs
Core
Com
peten
cy

cut C
orpo
rate V
ision
Risk A
nalys
is
Insura
nce R
isk

CKA’s approach to workers’ compensation is unique
and enables our clients to achieve significant financial and
operational benefits.

Reducing your premiums
At CKA, we recognise that workers compensation costs, like other
business expenses, can be controlled. We strive to help our clients
streamline their workers’ compensation costs and premiums by
providing tools and services designed to proactively address and
manage workers compensation and safety requirements.
Quite simply, workers’ compensation premiums are a function of claims
costs and the insurance company’s margin. CKA’s model influences
the cost of claims and the insurers margin by amounts that have
traditionally been unachievable. This allows CKA to reduce premium
costs for its clients that traditional broking strategies have not allowed.
Our unique tools and proven strategies are embraced by insurers.
CKA’s strategy is a ‘game changer’ and consistently achieves results for
our clients that they previously thought were impossible.

For clients
we connect finance,
HR and safety
department expertise
and objectives to
improve performance
while reducing costs.

FINANCE
Reduce cost

Client’s existing costs

CKA model

cost reduction

Insurer Margin

Reduce
Insurer Margin

Corporate
governance and
due diligence

HUMAN
RESOURCES
Workplace
management

continual
pursuit of
cost reduction

Projected cost
of claims
Reduce cost
of claims

SAFETY
Reward for OSH
investment

Key Cost Drivers
Key cost drivers can be influenced differently by various parties within
client, insurer and service provider organisations. Connecting each
influence to maximise the total value for our clients is part of CKA’s
unique workers’ compensation model.

>
>

For insurers
we connect underwriting
and claims (these
functions commonly act
independently and do
not integrate to provide
benefits for our clients)

For external service providers
we connect our clients with service providers
(who are commonly engaged by insurers and do not
fully appreciate the client) to reduce costs and to work
in unison to drive the performance of the insurer.

Traditionally, the various parties involved in the workers’ compensation
process have functioned independently. CKA’s unique model provides
the ‘glue’ and the expertise to achieve the best in any workers’
compensation program.

Other brokers have their own broking strategies which aim to get the
best price for their clients. This normally relaying on taking involves
presenting historical information (claim, wages, etc.) and using this
historical information to get quotes from various insurers.
CKA’s approach is different. While other brokers use traditional and old
techniques, we maximise key cost drive benefits with positive, proven
strategies. Before we start negotiating with insurers, we undertake a
detailed analysis of the key cost drivers for each client. This process
changes the paradigm and allows significantly better premium
outcomes to be achieved.

CKA – your workers’
compensation safety net

01/ The best professional risk
assessors for the job

The quality of our people sets CKA
apart from our competitors. We set the
bar high and selectively recruit the very
best broking professionals and claim
Improving your approach to safety and risk is our motivation.
managers in the business.Insure
The CKA
At CKA we proactively manage
risks associated with your Know Byrnecut’s
KnowtheByrnecut’s
comprises Australia’s leading
business, aiming to not only reduce your premiums, but to
Business
Risks team
what?
insurance specialists with extensive
deliver continuous improvements in your safety performance
experience servicing clients from the
too.
resources industry. CKA’s directors all
CKA helps our clients to manage risks by applying a dynamic
have more than 20 years’ experience
and systematic, risk-based approach. Our risk profile
working with both mining principals and
methodology is one of many elements that set us apart from
contracting companies.
our competitors.
Our clients receive a guaranteed personal
We are market leaders because we:
service from our most senior people,
and we pride ourselves on building
long-lasting, multi-level relationships with
employ the best professional risk assessors
every one of our clients.
and claims managers;

> 01
> 02

receive bottom-line benefits through reduced
premiums;

> 03

apply a tailored, integrated approach to meet
cross-function objectives for OHS, HR and
Finance;

> 04

stay at the forefront of safety and risk
management by using the latest tools,
technologies and management systems;

> 05

build long-term relationships with clients;

> 06

share our connections with industry-specific
workforce injury management and integration
suppliers;

> 07

adopt a fact based risk assessment process
to enable continuous risk improvement for our
client; and

> 08

provide our client with emergency response
advice during times of crisis.

02/ Bottom-line benefits
through reduced premiums
At CKA, we recognise that workers
compensation costs, like other business
expenses, can be controlled. CKA can
offer unique workers’ compensation
insurance differences to deliver
bottom-line benefits to clients by:
- streamlining workers’ compensation
costs and premiums by providing
tools and services designed to
proactively address and manage
workers’ compensation and safety
requirements;
- simplifying the insurance process to
help clients make informed decisions
that are appropriate for their needs;
- minimising the amount of paperwork
you need to complete, saving you
time and money; and
- providing hands-on service from
senior, experienced CKA people.
03/ A tailored, integrated approach
CKA’s analysis of the key factors
impacting OHS, HR and Finance
creates shared common drivers as we
examine the key factors influencing your
workers’ compensation costs.
We assist our clients by:
- developing claims management
processes to promote a safe and
healthy workplace;
- providing early reports of injuries; and

Preparation is critical.
Information is powerful.

Workers Compensation
Families / Single
Loss History
Workers Comp Eligibility

CKA People

Strategy

Outcomes
for Byrnecut

Client & Industry
Knowledge

1. Corporate Analysis

Minimise Cost

Technical Capabilities

3. Insurance Program
Analysis

CKA Service Approach
CKA Credentials

Business Climate

International /
Australian Blend

Byrne

A’s m
od
deliv el
er
prehe a
n
idual sive,
ris
on ta k
ilored
necu
t
Grou
p.

TEND
ER

Byrnecut
Corporate
Vision

- ensuring suitable duties to injured
workers and return to work plans.

04/ Staying at the forefront of
safety and risk management
While our core business is to provide
insurance, at CKA we have also
developed a reputation as innovators,
educators and leaders in safety and risk
management. We use the latest tools,
technologies and management systems
to remain market leaders in this area.
We communicate regularly with our
clients to demonstrate the financial
benefits that can be gained from
operating safe work environments,
such as reduced workers’
compensation premiums.
This incentive encourages our
clients to strive towards continuous
improvements to safety performance.
05/ Long term relationships
with clients
At CKA, we work hard to build
multi-level relationships with each
client and ensure we are well known
in key function areas (OHS, HR and
Finance), as well as the Managing
Director level.
Our risk based philosophy and unique
‘advice-driven’ service culture ensures
corporate insurance buyers now have
a credible choice. We always remain
independent of the bureaucracy and
we are always answerable to our client.
CKA encompasses a teamwork
ethic that encourages us to work with
the client, rather than for the client –
we become an extension of our
clients’ team.
06/ Strong network of
service providers
CKA maintains strong connections with
resource-specific service providers for
injury management, rehabilitation, health
and legal advice. By sourcing quality,
professional advice, we can facilitate
early and appropriate rehabilitation and
Return to Work management.
We actively select the best service
providers in each area of speciality to
complement and add value to our client
service commitment.

Marketing
International
Placements
Additional Services
CKA Culture

2. Risk Analysis

4. Insurance Market
Analysis
5. Insurance Program
Design
6. Core Cost Drivers

Certainty / Confidence
Compliance
Correct Insurance /
Self Insurance Blend
Save Time / Hassle

7. Placement Strategies
8. Insurance Market
Engagement
9. Outcomes
10. Examples

• Downtime
• Below Excess

07/ Risk assessment process
Key cost drivers can be influenced
differently by various parties within
client, insurer and service provider
organisations. Connecting each
influence to maximise the total value
for ourWhat
clients effects
is part of the
CKA’s unique
workers’ compensation ‘key cost driver’
cost
of insurance?
model.
Based
on this model,
we undertake an assessment of
qualitative and quantitative influences
with a client’s business to determine
the favourable (or unfavourable)
impacts these are having on workers’
compensation performance and cost.
CKA’s assessment process is
recognised by insurers and assists
us to articulate a clients risk profile
(present and emerging) based on fact
rather than speculation.
08/ Crisis response
At CKA we adopt a holistic, commercial
and, most importantly, an immediate
response for our clients to help manage
crisis situations. We provide our clients
with experienced resources on the
ground to help plan and manage
what are commonly unforeseen
consequences of a crisis event.
Our crisis response service
offering includes:
- WorkSafe inspections and control of
workplaces;
- grief counselling;
- media and PR communications;
- legal assessment and investigation;
- mitigation of consequential additional
workers’ compensation exposures
(e.g. resultant stress claims from
other workers); and
- implementing early intervention
strategies to minimise potential
claims costs, common law exposures
and potential other legal exposure
for the clients’ directors and senior
executive team.

Ability to
do the job

How we
do it

Getting
Results

event management | strategic advice | design | writing

ApplicAtions

LYNAS CORPORATION
The Platform team has worked with Lynas
Corporation over a number of different projects
including recruitment marketing, writing, designing
and editing internal newsletters, and strategic
internal communication planning.

Delivering Rare Earths world-wide,
Lynas Corporation contributes to
a brighter world.
Rare Earths are found in everyday items such as
fluorescent lights, hybrid vehicles, wind turbines,
flat panel displays, disk drives, digital cameras,
computers and televisions.
The value of Rare Earths is increasing due
to the high demand for technological
items which require Rare Earths
elements. There is no known
substitute for Rare Earths.

PC0XXXX_Lynas_Pull Up Banners 850x2000 V 11 AW.indd 2

29/07/11 5:44 PM

PC0XXXX_Lynas_Pull Up Banners 850x2000 V 11 AW.indd 1

29/07/11 5:44 PM

FOREWORD FROM NICHOLAS CURTIS

2002
2004

The opening of the Mount Weld
Concentration Plant is a significant
company milestone, marking the
culmination of 28 years of hard
work and development by Lynas
Corporation.
We are celebrating the launch of our
achievement at Mount Weld, which has
resulted from strong leadership, technological
innovation, a compelling team spirit and aspiring
commitment to achieving success.

2005

Lynas ta
kes 100
pe
control
of the w r cent
hole re
through
The Mo
source
the com
unt We
pletion
the acq
ld proje
receive
of
uisition
ct
s full en
of Anaco
Industri
vironm
a
p
provals
nda
es Ltd (w
ental
a
nd a no
hich acq
Ashton
su
n
b
uired
stantia
Mining
l change
Ltd in 2
environ
000).
to the
mental
Indepen
approva
dent ass
is grante
l
essmen
d
of Mou
.
t
nt Weld
Rare Ea
deposit
The Mo
rths
is comp
u
n
t
Weld p
leted, re
in a do
receive
roject
sulting
ubling o
s full cl
f estim
7.7 Mt
earance
relation
ate to
at 12 p
s in
to
e
A
r
b
cent fo
origina
917,00
Heritage
r
l
0t Rare
and Na
Earths
tive Title
Oxide.
.
Lynas e
The glo
stablish
bal dem
es its o
brand, R
and for
Earths
wn RED
are Eart
Rare
O
xi
d
e
h
s Direct
is estim
provide
at 90,0
, to
ated
superio
00 tonn
r custo
support
es per y
up more
mer
to glob
ear,
th
a
a
n
l
custom
Lynas p
eight p
compa
e
lans to
ers.
r
cent
red to 2
work d
with en
004.
irectly
d users
through
RED m
arketin
g.
A techn
ical fea
si
bility st
the Mo
udy for
unt We
ld Rare
project
Earths
is comp
leted. T
shows
he stud
an e
y
about 1 conomic mine
1 years
life of
, with si
resourc
gnifican
es beyo
t
nd that
date.

s Even

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dd 1

COMM
EM
THE OF ORATING
FICIAL
OPENIN
OF THE
G
M
CONCE OUNT WELD
NTRAT
ION PL
AN

Our objective is to create long-term value
through the discovery, development and
conversion of the natural resources and Rare
Earths present at Mount Weld. We are committed
to delivering positive results for the company and
its shareholders. The Mount Weld Concentration
Plant is now processing Rare Earths ore, which
will yield Rare Earths concentrate for use in the
Lynas Rare Earths business.
Rare Earths mineral resources at Mount Weld
combine an estimated total resource of 1.416
million tonnes REO (Rare Earths Oxide), making

it the richest known deposit of Rare Earths in the
world. Lynas is committed to complying with all
respective and applicable legislation, regulations
and international standards to ensure the safe,
reliable and efficient production of Rare Earths.
Today, we enjoy the benefits of that vision and
glimpse into the future of Rare Earths production.
Exploration is crucial to the future growth of any
resources business and the Lynas Mount Weld
exploration team continues to be a contributing
factor to our success. At Lynas, we recognise
that our employees are fundamental to our
organisation and we would like to take this
opportunity to thank all Lynas personnel and
employees for their hard work and dedication for
working towards making our vision into a reality.
The combined talent of the countless individuals
who contributed to Mount Weld is
to be commended.
I would also like to thank the Laverton
community for its support as we ramp up to
Rare Earths production. We are committed to a
long-term, sustainable future within the Laverton
community. The Company has established strong
relationships with local government and partners

PC01011_Lynas Event Booklet V 20 AW.indd 4

1/08/11 11:37 AM

Nicholas Curtis AM
Executive Chairman

PC01011_Lynas Event Booklet V 20 AW.indd 5

1/08/11 11:37 AM

2002
2004

2005

Discovery of Mount Weld in
Western Australia.

Lynas investigates the
treatment of Mount Weld
Rare Earths concentrate by the
process known as ‘Sulphuric
Acid Bake’.

Lynas takes 100 per cent
control of the whole resource
through the completion of
the acquisition of Anaconda
Industries Ltd (which acquired
Ashton Mining Ltd in 2000).

The Mount Weld project
receives full environmental
approvals and a nonsubstantial change to the
environmental approval
is granted.

Independent assessment
of Mount Weld Rare Earths
deposit is completed, resulting
in a doubling of estimate to
7.7 Mt at 12 per cent for
917,000t Rare Earths Oxide.

The Mount Weld project
receives full clearances in
relation to Aboriginal
Heritage and Native Title.

Lynas forms a Joint Venture
with Ashton Mining Ltd to
develop the Mount Weld Rare
Earths project with 35 per
cent ownership and an option
to move to a controlling
equity position.

PC01011_Lynas Event Booklet V 20 AW.indd 4

I thank you for participating in the celebration
of achieving a key milestone. This booklet
highlights the distinctive qualities central
to the Mount Weld Concentration Plant. It
acknowledges our achievements to date and
recognises the people who have made our
journey so rewarding.

EARLY
2000

Lynas Gold NL is listed on the
Australian Stock Exchange.

Change of control in
June 2001.
Sells its interest in the
Paraburdoo gold project and
renamed to Lynas Corporation
Limited. Lynas changes its
focus from gold to Rare Earths
as competitive pressures apply
to China’s production of Rare
Earths.
China’s surplus releases its
processing capacity for raw
material, resulting in Lynas’
opportunity to toll treat
material from Mount Weld.
The largest processor of Rare
Earths in China, Gansu Rare
Earths Group signs a Heads of
Agreement with Lynas.

1/08/11 11:37 AM

Our team’s multi-disciplinary service provides Lynas with
any solution they may require at any organisational level.

We look forward to continuing the execution
of our strategy to create a reliable, fully
integrated source of Rare Earths from mine
through to market.

1983
1999

Incorporated in WA as Yilgangi
Gold NL and renamed to
Lynas Gold NL in 1985.

OUR JOURNEY
TOWARDS THE
FUTURE

and is working towards identifying future
partnerships that will benefit the region and
the Laverton community.

Lynas establishes its own RED
brand, Rare Earths Direct, to
provide superior customer
support to global customers.
Lynas plans to work directly
with end users through
RED marketing.

The global demand for Rare
Earths Oxide is estimated
at 90,000 tonnes per year,
up more than eight per cent
compared to 2004.

A technical feasibility study for
the Mount Weld Rare Earths
project is completed. The study
shows an economic mine life of
about 11 years, with significant
resources beyond that date.

PC01011_Lynas Event Booklet V 20 AW.indd 1

Platform’s event management team has also worked
with Lynas’ operational and corporate offices to deliver
successful events. These events include a site visit to
the Mount Weld operation and local community with
ex-West Coast Eagles footballer David Wirrpanda to
celebrate the commencement of production. The event
was a large scale official opening ceremony, which was
attended by special guests and dignitaries from around
the world.

1/08/11 11:37 AM

strategic marketing | design | writing

WORLEYPARSONS
Platform was engaged to provide market insight by
undertaking competitive analysis, perception surveys
and developing a marketing plan across various
business units. We have developed a range of marketing
and communication tools, and a set of bespoke
business development folders with directional dividers.
Platform was also engaged to undertake WorleyParsons’
quarterly newsletter, Westside Story. Our design team
used their creative expertise to produce a fresh and
engaging newsletter to communicate the latest news
to employees and key stakeholders.

business
development

business
development
competitive analysis

target audience/
market opportunities

target audience/
market opportunities

value proposition

value proposition

value proposition

value proposition

biographies

biographies

biographies

biographies

cross marketing
opportunities

cross marketing
opportunities

cross marketing
opportunities

cross marketing
opportunities

marketing plan

marketing plan

marketing plan

marketing plan

conferences/events

conferences/events

conferences/events

conferences/events

awards

awards

awards

awards

marketing materials

marketing materials

marketing materials

marketing materials

stakeholder relationships

stakeholder relationships

stakeholder relationships

stakeholder relationships

geotechnical

competitive analysis

target audience/
market opportunities

water

power

competitive analysis

business
development

target audience/
market opportunities

competitive analysis

dredging

business
development

business
business
development
development
01

02

03

04

05

06

07

08

09

10

11

12

In 2012, Platform developed the “Unmask the Cast”
campaign which showcases WorleyParsons’ support
for Black Swan State Theatre Company as the
Cast Sponsor. WorleyParsons approached Platform
Communications this year to create a fresh new
design to show the company’s continued support
as the Cast Sponsor. Platform’s creative team
brainstormed and designed a bespoke concept
‘From Upstream to Upstage’ to cleverly incorporate
WorleyParsons and the drama of the threatre.

project management | concept | design | marketing | writing | editing |
logistics | audio/visual | media | production

The face of Mining

is changing

have YoUR saY aboUT

fUTURe Mining Jobs

THE RESOURCE CHANNEL
Platform provided strategic marketing and graphic
design support to The Resource Channel since
its inception.
Platform and The Resource Channel joined forces
to implement an industry-first marketing campaign
to promote an online survey targeting potential mining
and resources employees. The survey was conducted
to determine the level of interest for trainees, semiskilled,
female and Indigenous participants for fly-in, fly-out
opportunities from Brisbane.
The Platform team developed a stirring online marketing
campaign called ‘the face of mining is changing’.
Emotive photography was a critical element to
the campaign, which was also conceptualised by
Platform. The campaign specifically targeted tradesmen,
business women, farmers and working mothers as ideal
candidates, and was distributed through publications
and media channels with relevant demographics.
The strategy was supported by a print campaign
to reach a wider target audience.

Your
Gas oppor
Tech tunity
nolo
t
about The Resource Channel
gy Co exhib
are it at A
ers
Louustralian
nge
The Resource Channel is
the only multi-award winning
employment information
website, dedicated to the
total Australian Resource
Sector (mining, oil and gas,
resource construction),
offering one go-to point
for those already working
in the industry and those
looking to enter.

Through responsible traffic generation and
alliances with industry specific publications,
The Resource Channel extends its branding
reach to an audience of more than 300,000
each month.

The website offers a unique platform for
companies to engage, communicate and
educate both passive and active candidates
about projects, the candidate and employee
value proposition and operations as it relates
to employment.

• Covers every job category and level

Simple, centralised, specialised

Platform’s design team designed a range of marketing
collateral on behalf of The Resource Channel including
adverts, promotional material, banners and brochures.

• Industry-related employment news
• Job seeker tips and advice
• Tracks projects, current and future
opportunities
• Dedicated industry job board
• Custom built for industry by industry
• Integrated job and blog format
• Indigenous only job board

PLATFORM COMMS 02140

• Appeals to passive and active job market

brand development | project management | logo | concept | design | writing
| branding | website | media relations

TERSUM ENERGY
Tersum Energy approached Platform as an emerging
sustainable energy company looking to develop and
promote its brand identity amongst stakeholders
including prospective partners and investors.
Platform’s team worked collaboratively with Tersum
management to develop a brand, logo, stationery suite,
corporate brochure and website helping Tersum to
stand out in the sustainable energy market. The team
drew inspiration from the company’s values and goals
in addition to the Latin translation of “Tersum Energy” to
“clean energy” to develop colour palettes and graphics.
Platform has since undertaken additional projects for
Tersum including media relations. Working closely with
Tersum’s Managing Director Rod Littlejohn, Platform’s
Media Manager provided specialised media relations
advice to leverage the brand amongst key stakeholders
and strengthen relationships with media.

definition

reduce

1
2
3
4
5

reuse

recycle

recover
energy

Waste minimisation
is aimed at reducing
the amount of waste
produced.

Recovering value from
a discarded item by
using it repeatedly
without reprocessing
or remanufacturing.

Waste is reprocessed
into a new product.
This includes collection,
sorting, reprocessing
and manufacture.

The conversion of
non-recyclable waste
into energy sources
such as electricity or
fuel through a range
of processes.

landfill

A site where
non-recyclable
waste materials
are disposed of.

43.8

million tonnes

of solid waste
produced annually
in Australia.

17%

That equals over 2 tonnes of waste per person
each year.
This increased by 35 per cent from 2002/03 –
largely due to sustained economic growth and
the associated consumption as incomes grow.

Energy from waste is a new technology to
Western Australia. Its acceptance in 2013
by the Western Australian Environmental
Protection Authority (EPAWA) is recognition
that the industry has a place in the
development of a sustainable energy mix.
The EPA(WA) identified six principles that operators such as Tersum
will need to comply with:
Principles

Tersum’s approach

Proven
technology

Tersum has developed relationships with
leading technology providers that have been
successfully using the technology across
Europe and North America.

Australia has been far more successful at reusing
wastewater than solid waste.

of total annual
wastewater

is currently reused.

Australia’s water reuse has grown steadily,
but opportunities to reuse solid waste are
limited primarily due to health concerns.

Waste input to
determine
technology selection

Tersum has relationships with three alternate
technology providers allowing for flexibility
in partner selection based on waste input.

22.7

91 per cent of Australian households recycle
but uncertainty of recyclable items hinder
participation rates.

All technology providers currently meet European
Union’s Waste Incineration Directive standards
for emissions.

of waste gets recycled
(that’s only 52%).

WA recycles 810kg of waste per person compared
to ACT which recycles 1,730kg per person.

Meet European
Union’s Waste
Incineration
Directive standards
for emissions
Waste to be
residual waste

26%

There is almost no energy recovery in Australia,
with this segment representing just 1 per cent
of waste management.

Most Western Australia municipalities or
landfill operators already undertake reuse and
recycling activities. Tersum intends to work with
municipalities or landfill operators to use residual
landfill waste.

million tonnes

of total landfill
gas emitted

each year is captured
by Australian landfills.

21.3

million tonnes

of waste is dumped
in landfills in Australia
each year.

In summary, Tersum Energy’s approach promotes clean energy recovery systems to achieve sustainable waste management,
progress towards a zero landfill society and helps reduce our dependence on energy derived from fossil fuels.

und

fo

re da

mo

21x

on

carb

Tersum Energy is committed
to using proven technology
that has been trialled and
tested and meets the best
environmental standards.

5,247,000
tonnes
of waste

2

generated in
western australia
in 2006/07

was sent

3 to landfill
SWEDEN

NEEDS MORE TRASH
(because it has turned
all it’s got into energy)

Tersum will monitor and report on emissions
of concern as outlined in the Australian
Government’s National Pollutant Inventory.

sweden converts

Disposal of residual
by-products

Tersum will be negotiating safe reuse of
residual by-products such as industrial water
and inert aggregate.

of waste into heat &
electricity each year

Tersum uses patented gasification processes that extract energy by
breaking down solid waste material and converting this into syngas.
This is a non-incineration process that exposes solid waste to high
temperatures to heat the chemical compounds of the waste material,
which in turn breaks down into gas. The gasification process does not
produce the same sort of emissions as the engines and turbines in
standard power station processes. The compliance of the gasification
process is comparable to natural gas.

2 million tonnes

1
2
3
4

waste

gasification

gas
refining

energy
generation

68%
MORE

Household and industry

energy from waste

diox

Emission monitoring

In 2007, there were 58 landfill gas generation plants
in Australia with a capacity totalling 165.3MWh.

Australia is still reliant on the least sustainable
strategy for waste management – landfill disposal.
Waste management efforts to date do not focus
on targeting zero landfill.

Export of energy
to market

NEis
THA fill tha
n
g
ME in land
e
magin id

western australia
produces 68% more
landfill per person than
the national average

recovered heat

The Environment Protection and Heritage
Council (EPHC) published a waste report
in March 2010, using data collected during
the 2006/07 financial year.

recovered heat

To illustrate how energy recovery fits into
the Australian waste management structure,
it’s important to understand Australia’s
current situation.

waste facts:

Platform also provided support to Tersum at the
All Energy Australia 2013 Conference designing
a bespoke exhibition booth with supporting collateral
to communicate Tersum’s vision for sustainable
energy in Australia.
Gasification
The gasification process has been successfully used for more than 30 years
across Europe and North America, meeting the strict standards of European
Directive 17. Tersum has access to a combination of systems tailored to
unique requirements, all focused on using the same basic gasification process.

Production
of syngas

1 tonne

post-recycled
municipal solid waste*

150kg
construction
aggregate

crude
syngas

Waste composition is analysed to determine the most suitable technology
application for the energy from waste process.
Waste is transported to the energy from waste processing facility.

Waste is fed into the high temperature conversion chamber of the
gasification process. Through super heating in a controlled oxygen
environment, the chemical compounds of the waste break down and
are released in a gaseous form. This process prevents combustion,
allowing the efficient transformation of complex solid compounds into
basic gaseous elements – a crude synthetic gas (syngas).
The remaining solid residue is further processed into an inert pellet suitable
for use as a construction aggregate.

300L water
7-15kg metals

clean
syngas

The crude syngas is refined and cleaned to remove sulphur, acid gases,
unwanted compounds and segregate heavy metals found in the waste stream.
The syngas is then rapidly cooled to remove the water content. Heat is recovered
from this process and can be used to heat the initial conversion chamber or used
to create steam to generate additional electricity.
The result is a clean synthetic gas, consisting of hydrogen, carbon monoxide
and carbon dioxide.

1 MWh
electricity

Potential to produce
8.3% of Australia’s
annual electrical needs
and reduce landfill and
CO2 emissions.
* Based on municipal solid waste with a calorific value of 14,200 MJ/Tonne.

Waste treatments

how does energy
from waste work
in Australia?

We have outlined the technology used in one example below to showcase
the potential of our energy from waste process.

input/output equation

Engine technology has evolved so that major manufacturers have
a range of products that use syngas to generate base load electricity.
Heat recovery is deployed to maximise efficiency with the process.

Base load energy is delivered to market (households and industry)
via established networks and tailored solutions for customers.

Gasification
technology
converts waste
into energy

Diversion of waste

Household and industry

Waste treatments

Households and industry use 3,962 PJ of
electricity and produce 44 million tonnes of
waste per annum that consists of household
and industrial waste, rubber and recyclables.

Application of proactive waste strategies
including avoidance, reuse and recycling,
divert 53 per cent of waste generated,
reducing the volume of landfill to 21 million
tonnes per annum.

Diversion of waste

Gasification technology
converts waste to energy

Waste is diverted from landfill to a
processing facility.

Patented gasification processes with
controlled oxygen injection and rapid cooling
of gases convert waste into syngas and
potable water.

Production of syngas

Export of energy to market

Syngas is used as a fuel source to generate
base load power or as a fuel source for
industrial activities.

Generation of base load energy is delivered to
households and industry through established
networks or syngas is provided to the industry.

strategy | internal/external communications | prooject management |
concept | writing | editing | photography | design | production | logistics

FREQUENTLY ASKED QUESTIONS
Employees in FIFO compatible roles

BHP BILLITON IRON ORE

22. If I accept FIFO when will I relocate?
15. What, if any, new infrastructure will be required to
facilitate this shift to FIFO – camps, planes, etc?
We will be using existing camp infrastructure and facilities at both
Port Hedland and Newman. At this stage, additional flights will
not be required, but this may change in the future.

16. Will there be one camp?
We will accommodate employees in a variety of accommodation
facilities.
17. Is this being driven by the skills shortage and not
the shortage of residential accommodation?
No. The decision to offer new and existing employees
FIFO arrangements is to ensure that we can continue to
resource the future of our business and accommodate our
expanding workforce.

EXPRESSION OF INTEREST

FIFO

FIFO arrangements
are offered to new
starters and existing
employees in FIFO
compatible roles!

23. I am residing in Company housing e.g. rental, HPP, HOS.
How does FIFO affect my housing arrangements?
Housing arrangements are different for each employee. It is
recommended you discuss your individual circumstances with
your site Housing Department – Port Hedland (9140 1564),
Newman (9175 3610).

FIFO

FREQUENTLY ASKED QUESTIONS

BHP Billiton IRON ORE

My Benefits

FREQUENTLY ASKED QUESTIONS
Employees in FIFO compatible roles

For Stakeholders

24. What are the travel and accommodation arrangements
for FIFO employees?
The Company will coordinate accommodation arrangements for
FIFO employees and travel arrangements between Perth and site.
Travel and accommodation will also be discussed during the
FIFO discussion with your Supervisor and HR Advisor.

18. How do the current global circumstances impact on
the decision to expand FIFO arrangements?

The Platform team assisted BHP Billiton
Iron Ore as they integrated fly-in / fly-out
arrangements into their operations.

25. Do FIFO employees have to live in Perth?
It is preferred that FIFO employees reside in Perth. If you wish to
live somewhere other than Perth, you should discuss this with
your Supervisor or HR Advisor.

We are currently experiencing a housing shortage due to the level
of growth in our business over the past couple of years. This means
we are currently unable to provide all of our employees with
suitable residential housing in Port Hedland and Newman. This has
prompted the decision to expand the use of FIFO in our business.

27. I’m not sure if FIFO is for me. Is there someone I can talk
to about my personal circumstances?

Based on our current growth projections, we expect that, with
our current growth plans, the housing shortage will continue.

Yes. You can discuss your circumstances with your Supervisor
or HR Advisor.

At this stage, the current financial circumstances have not
significantly impacted on WAIO growth plans. However, like all
other businesses, we will continue to monitor the current financial
circumstances and the impact on our business, both in the short
and longer-term.

The Employee Assistance Program (EAP) is also available. The
EAP is an independent and confidential counselling service made
available to you and your family by the Company. This service can
be accessed in Perth, Port Hedland or Newman. The EAP can be
contacted in Perth: 1800 616 099, Port Hedland: 9173 6377
or 0419 916 572, Newman: 9175 3661 or 9175 3358.

At this stage, we do not anticipate that the current financial
circumstances will signficantly alter the housing shortages
in the communities in which we operate. However, if this situation
changes, we will review our use of FIFO arrangements.

IRONIRON
ORE ORE

28. If I have any questions, who do I contact?
Any additional questions can be directed to your Supervisor
or Human Resources Advisor.

bhpbilliton.com

bhpbilliton.com

Iron Ore

Iron Ore

A member of the BHP Billiton Group

A member of the BHP Billiton Group

BHP Billiton

IRON ORE

IRON ORE

BHP Billiton

225 St Georges Terrace
Perth Western Australia 6000
PORT HEDLAND
HR Department
T 08 9173 6401
F 08 9173 6160

FIFO

Timing of your relocation and transition to FIFO will depend upon
operational requirements and your personal circumstances. Your
Supervisor will discuss this with you.

NEWmAN
HR Department
T 08 9175 3777
F 08 9175 1256

PC00154_BHPBIO_FIFO
PC00153_BHPBIO_FIFO
Brochure AW SUB.indd
STAKEHOLDERS
1
FAQs AW.indd 1

225 St Georges Terrace
Perth Western Australia 6000
PERTH
HR Department
T 08 6224 4014
F 08 6224 4274

PORT HEDLAND
HR Department
T 08 9173 6401
F 08 9173 6160

9/12/08 4:42:51 PM

NEWmAN
HR Department
T 08 9175 3777
F 08 9175 1256

PC00153_BHPBIO_FIFO ROLES FAQs AW SUB.indd 1-2

Platform is experienced in developing tailored
internal communication strategies for clients.
Our consultants have particular expertise in
the development of communication strategies
relating to change management.

PERTH
HR Department
T 08 6224 4014
F 08 6224 4274

9/12/08 9:55:50 AM

9/12/08 4:48:05 PM

IRON ORE

Platform identified stakeholders and developed
key messages and communications
strategies as part of this process.
Our team wrote, designed and produced script
notes, fact sheets, brochures, media releases,
Q&As, quick reference guides and posters
to facilitate communications during the change
process, ensuring continuity, accuracy and
alignment with BHP Billiton’s corporate messages.
Platform consultants provided internal support as the
change was implemented across all the Iron Ore sites.

logo | concept | project management | design and artwork | production

many rivers

helping many others

big hearts

move many hands

Leeuwin Beeck is not unlike a gardener. In the tough
conditions of the Pilbara he nurtures seeds of ideas and
dreams, helping them grow and reach their full potential.
As a field officer for Many Rivers, Leeuwin supports
Indigenous and other Australians to establish and
develop micro and small businesses, by offering
finance and commercial advice to those unable
to raise capital from traditional lenders.
“We help our clients plant their seeds of ideas,
and nurture the development of their business.
Provided the clients are ‘fair dinkum’ and committed,
we help them grow and support them for as long
as it takes,” Leeuwin said. “By living in the same
community as our clients we take the journey with
them, often playing the roles of part social worker
and part business banker.”

PLATFORMCOMMS2707

PLATFORMCOMMS2707

Atlas Founder and Chairman
David Flanagan has witnessed
the positive impact of Many Rivers
first hand and is a big supporter
of the groups’ hands-on approach
to clients and the community.

Atlas has grown from
a start-up company into
one of Australia’s largest
iron ore exporters in just
10 years. It is a reputation
to be proud of.

It is Atlas’ reputation for generous
corporate philanthropy and volunteering
that the company holds dear.
Atlas’ community investments include
Community Partnerships, Helping Hands
grants, philanthropic grants or company-wide
volunteering days. Manna Inc and Many Rivers
Microfinance are among the many community
groups to receive support from Atlas.

atlasiron.com.au

Atlas first partnered with Many
Rivers three years ago to help
them establish a Pilbara presence.
This support has grown and Atlas
is now a National Partner, assisting
the organisation to deliver services
to people around Australia.

Every day Many Rivers field officers walk alongside
those who are marginalised and disadvantaged.
They see their clients deal with an array of challenges,
including overcoming intergenerational welfare
dependency, remoteness, language, education
and health issues. Many face dysfunctional family
and community circumstances.
Demand for support throughout Australia has seen
the Many Rivers community bloom. Since beginning
as a single site operation in Grafton, Northern New
South Wales in 2007, Many Rivers has grown to
operate in 14 locations, with 16 field officers working
across New South Wales, Queensland and Western
Australia. 584 businesses have been established

or expanded through the assistance of Many Rivers.
Of these businesses, 70% are still operating, and
a further 8% have ceased due to their owners
obtaining other employment. They have provided
531 loans totalling $2.9 million and maintained an
89% loan repayment rate. Many Rivers field officers
are currently meeting and business planning with
a further 304 clients. Many Rivers continues
to sew the seeds of success, assisting people
and their communities to realise their potential.
Despite this success, and the support of corporate
partners such as Atlas, Many Rivers has significant
funding gaps in Western Australia and needs your
help so that they can continue to operate in areas
of significant disadvantage – where other sources
of funding do not exist. Philanthropic donors are at
the heart of the Many Rivers’ purpose and with your
help the organisation will be able maintain current
operations and expand into new areas of need.
Please consider financially supporting their work
by contacting:
Francois Witbooi
BUSINESS DEVELOPMENT AND PARTNERSHIP MANAGER

0477 329 093
[email protected]

manyrivers.org.au

ATLAS IRON
Atlas Iron Limited approached Platform with a strong
need for a refreshed brand.
It led to Platform’s creative team using innovative
expertise to develop a modified look for Atlas through
adjustments and improvements to its existing brand.
Platform was also trusted with the responsibility of
rolling the refreshed brand out across the company,
which included the design and production of; corporate
stationery, pull-up banners, and adverts as well as
redesigning Atlas’ corporate website and intranet.
That first body of work resulted in Platform becoming
a trusted partner with Atlas relying on its marketing
and communication expertise to deliver a bespoke crisis
communications strategy, annual reports and regular
internal newsletters.

concept | writing | design | photography | production

Cyclone responsiveness
provision of additional fleet
aircraft and resources at short
notice to respond to cyclone
evacuation needs:
“Your outfit has been supporting
Fortescue from day 1 and although
your ongoing support is always
appreciated, your ability to jump
huge hurdles is really valued.”
February 18th 2011:
Ron Dagostino – Fortescue,
on Skywest’s ability to move
1350 staff in one day on short
notice, prior to Cyclone Carlos
crossing the pilbara Coast.

Alicia Turner and Julie Randall
Airport Duty Managers

It is common for Fortescue operations located in port hedland and the
pilbara to be subjected to cyclones on an annual basis. During the summer
months operations such as Cloudbreak and Christmas Creek are hit with
destructive weather that impact their operations for days, even weeks. being
in partnership with Fortescue, Skywest and Virgin Australia have a unique
understanding of the necessity to be constantly prepared to assist Fortescue
when a situation arises.

Cyclone monitoring- Operations Team & bOM

Cyclone trigger reached- Fortescue contacted

Fortescue evacuation requested

Joint Operations Co-ordination

“I just wanted to take the opportunity
to say thank you to you and your
teams and also ensure your bosses
are aware of the amazing efforts you
and in many cases your teams have
gone to for Fortescue over the past
week and a half. The Skywest team
who found planes, crews, helped our
people, cleaned planes, herded the
masses, loaded all our of passengers
and freight (and in some cases then
off loaded), landed planes and
provided some good mystery
trips too – all with smiles, all with
a sense of urgency and many
working very long hours.”

Combined Skywest & Virgin fleets evacuate staff

Martine Martin, Operations
Manager at Fortescue after Cyclone
heidi.
24

post Cyclone Guest Recovery

A joint
approach

Skywest and Virgin Australia’s teams
of experienced and skilled staff have
dealt with cyclones such as Cyclone
George in March 2007, Cyclone
Carlos in February 2011 and,
most recently cyclone heidi in
January 2012, in categories
ranging from 2 to a severe 4.
Through exceptional teamwork,
communication and the ability to
think on their feet both airlines have
more than proven their capability in
taking on challenges that are both
unpredictable and unavoidable.

It is not only the understanding
of crisis management but also the
mutual understanding and respectful
relationship between Skywest,
Virgin Australia and Fortescue that
ensures that each operation runs
smoothly all year round. Relocating
thousands of Fortescue staff during
cyclones and the aftermath of these
cyclones is challenging for all parties,
however both teams have developed
together a system that is both flexible
and reactive.

Marcus Ritchie
Pilot

Skywest and Virgin Australia have
established a joint cyclone response
structure, including the establishment
of a team who work exclusively with
Fortescue, and who will immediately
be ready to assist should disaster
strike. Operations start with pilots
continuously moving passengers out
of the cyclone site and to the safety of
perth. From there it is the operations
and management team that ensure
that each passenger is accounted
for, that they are provided with food,
beverage and all necessities, and, for
those passengers who cannot return
to their eastern states home, are
provided with accommodation.
both airlines understand the
importance of communication
between all parties in handling cyclone
operations, and keeping everyone
involved calm and informed. In times
of need all staff including pilots,
management and operations staff,
will work together and contribute to all
roles in order to ensure that operations
run smoothly and efficiently. When the
team is subjected to technical difficulty
it is common for even the pilots to
manually distribute boarding passes
and check passengers in.

Marcus ritchie is the Fleet Manager and a Captain on board the Airbus
320 fleet. He has been with skywest since the start of the Airbus fleet
two years ago. He works almost exclusively with Fortescue Metals group
(Fortescue) and was one of many skywest employees on hand to help
Fortescue employees evacuate their port Hedland site during Cyclone
Heidi in early January 2012. Marcus piloted one of six aircraft that moved
between 3000 and 4000 Fortescue employees back to the safety of perth
over a six day period.

According to Marcus, teamwork is the key to what sets Skywest apart from other
airline carriers. “We are one big family; everyone brings their own set of skills to
the table,” Marcus said.

even under pressure from the weather, families of the employees and the
passengers themselves, Marcus said that the Skywest team alongside Fortescue
remained as close and helpful as ever. With a mutual understanding of the
demands from both teams and an appreciation for each other Skywest and
Fortescue have sustained an unyielding relationship.

Although the Fortescue operation was Skywest’s top priority during the cyclone
period there was no negative impact on their other business operations.

Virgin Australia have introduced
business Class on most domestic
routes across Australia. business Class
provides luxury appointments such as
leather seating with generous recline,
gourmet food and beverage service
and complimentary access to Virgin
Australia’s lounges and priority security
screening, check-in and boarding.

KUnUnARRA

bAlI

bROOMe
ThE GRANITES

Charter services

pORT heDlAnD
KARRAThA
CLOUDBREAK
BARIMUNYA
WEST ANGELAS
BROCKMAN

eXMOUTh

pARAbURDOO
neWMAn

The Virgin Australia and Skywest 10 year strategic alliance enables flexibility,
serves customers well, and provides reliable services to regional Western
Australia. We believe this is a real partnership that demonstrates an underlying
commitment to servicing the resources sector.

CARnARVOn

bRISbAne

Our charter service is the most
important part of our business,
representing 60% of Skywest’s
income. With a fleet of Fokker 50’s
(46pax), Fokker 100 Jets (100pax)
and A320 (162pax), we cater for all
FIFO and charter needs. Destinations
and flight scheduling can be tailored
to suit, with operations into unsealed
runways possible with Fokker 50
Aircraft. We are proud to be the
largest provider of regional charters
in Western Australia.
Passenger Services

SyDney

We are proud of the relationship we have established with Fortescue. Our
priority is to get your employees to their destinations safely and on time. every
day we aim to give your employees their very best flying experience. We’re
doing this by offering a premium customer service, and a host of facilities and
services that cater for the needs of each and every employee.

being a smaller airline carrier,
consisting of experienced and skilled
staff, Skywest are very adaptable in
handling unpredictable situations such
as cyclones. “We fix issues and make
sure things happen. In comparison to
bigger airlines, I don’t think they can
be as reactive as Skywest,” said Alicia.

“It is always a great pleasure working with Fortescue Metals. They are all really
great people,” said Marcus.

The new, luxury Business Class

ARGYLE

a real partnership

“We just work really well with them.
Although it was a hard time, it was
enjoyable to keep that relationship
going,“ said Julie.

“We just fly the aeroplane, we are not the guys who make it happen, the guys
that make it happen are the people who are all around us.”

Satellite image of TC George at
10:55 am WDT 8 March
(image courtesy of nASA)

Skywest, Virgin Australia
and Fortescue…

This is not the first time Alicia and
Julie have worked alongside Fortescue
in a situation like this. In May 2011,
Skywest and Fortescue worked
together to move employees out of
their port hedland site when it was
hit with more extreme weather. Julie
believes that it is these situations which
cement the already strong relationship
between Skywest and Fortescue.

Marcus is no stranger to flying under these conditions. After living in the
Kimberley and The pilbara for ten years he is well adapted to the pressures
of unpredictable weather and handling his aircraft within this. Marcus said
that it is the extensive experience of the Skywest team and himself that made
this operation so successful. From a pilot’s perspective, having a complete
understanding of your aircraft is imperative to handling emergencies such as this.

DARWIn

Including nine destinations within China,
plus hong Kong and Taipei

Cyclone heidi was a challenging
time for everyone involved with long
hours and the unpredictable nature
of the event, all who were involved
were constantly thinking on their
feet. however, this is nothing new
to Alicia and Julie who are subjected
to unpredictable working conditions
each day. This is what they love about
their job; “you don’t know what you
are going to get from day to day,”
said Julie.

GeRAlDTOn

ADelAIDe

KAlGOORlIe
WINDARLING

MelbOURne

pertH
RAVenSThORpe
bUSSelTOn

skywest

eSpeRAnCe

As part of our regular passenger
service, Skywest and Virgin Australia
connect Western Australian regional
centers with perth and the rest
of Australia.

Rewarding frequent flyers
The agreement between Skywest
and Virgin Australia allows Fortescue
employees to earn and redeem
Velocity reward points on both
networks. As part of the proposal,
Fortescue employees will receive:
• Membership to Virgin Australia’s

Velocity Frequent Flyer program;
and
• All Fortescue employees will have

access to Virgin Australia Frequent
Flyer program with the same
status as they have with any other
Frequent Flyer program.

Our international connections are
through Virgin’s partnerships with
Delta, Air new Zealand, etihad and
Singapore Airlines. Singapore Airlines
provide a direct link to Asia from perth
to nine destinations within China,
plus hong Kong and Taipei (Taiwan).

AlbAny

RPT SERvICES
ChARTER SERvICES

Virgin AustrAliA/pArtner Airlines

/ Request for Tender : Clarification Document for Fortescue (Skywest & Virgin Australia)

PC01418_SkyWest FMG Submission PRINT v2.indd 24

Direct link to Asia
from Perth

Alicia turner and Julie randall
have worked together at
skywest for just over four years,
as Airport Duty Managers.
they are part of the team that
work exclusively with Fortescue
and were on hand during the
Cyclone Heidi operation. they
were the ladies behind the scenes
liaising between the passengers,
Fortescue and their own staff,
and managing operations
ensuring that everything
ran smoothly. they describe
themselves as “the people who
fix things.”

Request for Tender : Clarification Document for Fortescue (Skywest & Virgin Australia) / 25

31/01/12 5:31 PM

PC01418_SkyWest FMG Submission PRINT v2.indd 25

31/01/12 5:31 PM

20

/ Request for Tender : Clarification Document for Fortescue (Skywest & Virgin Australia)

Request for Tender : Clarification Document for Fortescue (Skywest & Virgin Australia) / 21

PC01418_SkyWest FMG Submission PRINT v2.indd 20

31/01/12 5:31 PM

PC01418_SkyWest FMG Submission PRINT v2.indd 21

31/01/12 5:31 PM

SKYWEST
Skywest A special interest in fostering
genuine Indigenous engagement
like FMG, Skywest are strongly
focused on genuine Indigenous
engagement, and align closely
to Fortescue’s Indigenous
engagement program. We aim
to provide a genuine, holistic
approach to addressing all
of the barriers to meaningful
employment for Indigenous
people, not just singular token
initiatives that fail to provide a
complete solution.
Skywest continues to strive to create and maintain
sustainable training initiatives that attract and
retain Indigenous people and also benefit their
communities. like FMG, we identified very
early on that an ongoing commitment to the
Indigenous community was critical. It formed part
of our overall vision to align our aims with the
needs and values of the Indigenous community.
We also have a signed covenant with AeC,
ensuring we foster a culture and practice which
supports the recruitment and retention of
Indigenous staff. by becoming an AeC employer,
we are excited to join business peers like Fortescue.

12

/ Request for Tender : Clarification Document for FMG (Skywest & Virgin Australia)

The Skywest Aboriginal
Engagement Strategy

Fortescue’s VTeC program set a precedent
for industry. excited by its success,
Johanna Ramsay, Skywest’s executive
General Manager Charter, and Tony
Shaw, Managing Director and Founder of
Indigenous Services Australia collaborated
to create a program modeled on the
Fortescue VTeC Indigenous engagement
program. This has resulted in the Cabin
Crew School with seven initial recruits.
Along with setting goals for Indigenous
engagement, we see a great opportunity
to provide a learning platform for our
non- Indigenous staff and the rest of
the community. In this vein, the Skywest
Aboriginal engagement Strategy forms
part of a broader strategy to raise
awareness about traditional practices
and values of Indigenous people in rural
Australia. This is really important to
Skywest and will continue to be a cultural
pillar for Skywest.

by end of

2013 (15.7 FTE)

Skywest
Aboriginal Participation Targets
Diversity Training
Employee Cultural

Skywest approached Platform with an urgent request
to develop a tender proposal to highlight the benefits of
its unique aviation operations and business partnerships.

by end of 2012

We are excited to identify the training
needs of Indigenous people, seek counsel
from community representatives, assist
with family concerns and broadly promote
understanding of cultural factors which
affect Aboriginal people in the workplace.
The Indigenous community forms part
of our whole community and we are as
important in our own unique diversity as
we are in our combined strength.
Request for Tender : Clarification Document for FMG (Skywest & Virgin Australia) / 13

Contractor /
Sub-contractor
target

Direct
employment

Long term
target

14

/ Request for Tender : Clarification Document for FMG (Skywest & Virgin Australia)

Request for Tender : Clarification Document for FMG (Skywest & Virgin Australia) / 15

In just three days Platform created a 28 page tender
proposal showcasing the non-financial aspects of
Skywest’s business and its strong understanding of
client needs and business issues. The content and
creative design of the proposal differentiated Skywest
from its major competitors and highlighted its strategic
partnership with Virgin Australia.
The Platform team conducted on-site interviews and
photo shoots with Skywest employees to produce
several case studies and feature articles that captured
the heart and soul of the regional aviation company.
Platform’s design team created a visually dynamic
document that presented key messages with simple
and creative graphics.
With persistence and hard work the tender was
completed on time, including printing and personal
delivery of the tender proposal.

GO West
Request for Tender : Clarification Document for Fortescue (Skywest & Virgin Australia)

Request for Tender : Clarification Document for Fortescue (Skywest & Virgin Australia) / 1

PC01418_SkyWest FMG Submission PRINT v2.indd 1

31/01/12 5:30 PM

WEBSITE EXPERTISE
To effectively engage and inform online readers,
electronic communication requires a specialised style
of writing. Platform understands that messages for
digital distribution must be clear, concise and appealing
to a wide audience whilst continuing to reflect important
and relevant information.
Our writers have developed electronic media content
for clients including BHP Billiton, Wolf Minerals, Golden
Eagle Mining, CKA Risk Solutions, Schlam Engineering,
AMC, DGR Global, Tigris Gold Limited, Hawkley Oil &
Gas, Central Mining & Contracting, Astute Learning as
well as for our own site.
Creative, clear and modern designs ensure the
websites we create are engaging and accessible.
Our expert graphic design team provides website
design and development advice to ensure our clients’
marketing strategies and communication tools
are complemented by a unique and aesthetically
pleasing website. Platform offers a range of website
services, including project management, editorial,
graphic design and imagery management.

Online communication is the most effective
marketing tool. Web is just the beginning
to your online growth.

2010 AnnuAl RepoRt Perilya limited

Issue 01

AlSo In thIS ISSue

November 2012

Think safety
2010 AnnuAl RepoRt Perilya limited

Visiting site just got easier

2010 AnnuAl RepoRt Perilya limited

Rail Makes a Difference
Lifesaving commitments - the latest
A closer look at what’s coming
Simplified approach to HSE notifications

02
04
2010
annual
06
report
16
18
22
23

ChAiRmAn’s letteR

Perilya Limited
abn: 85 009 193 695

Ceo’s Review

Annual General Meeting
the annual general meeting of perilya limited
will be held at 10:30am on 6th May 2011 in the
conference suite, level 8, exchange plaza,
2 the esplanade, perth, western australia 6000.

opeRAtions Review
FinAnCiAl peRFoRmAnCe
ResouRCes & ReseRves
Five-yeAR peRFoRmAnCe summARy
FinAnCiAl stAtements

our
international
operations

1

Broken Hill

a solid foundation with 2.8Mtpa
concentrator. loM plan 10+
years based on reserves

2

Flinders

optionality – cashflow positive

3

mt oxide

potential copper project

4

Cerro de maimón

copper, gold and silver Mine.

5

moBlan litHium
ProjeCt

6

ranau (50%)

early stage copper/gold project
in Malaysia

perilya is an australian
base and precious metals
mining and exploration
company, which owns
and operates the iconic
broken hill zinc, lead,
silver mine in nsw
australia and, with the
successful takeover
of globestar Mining
corporation in december,
the cerro de Maimón
copper, gold & silver mine
in the dominican republic.

chairman’s
letter

01

Since its resizing in 2008, the Broken Hill
operation has significantly improved its
productivity, profitability and cashflow.
The Reserve and Resource update in June 2010
extended the mine life to a little over 10 years life.
Looking forward, the anticipated metal production
for Broken Hill is approximately 120,000 tonnes
of combined zinc and lead with expected C1 cash
costs for 2011 of approximately US$0.50 - 0.60/lb
of payable zinc forecast.
In the Pan-Pacific area, Perilya has an active
exploration and development program in the
Broken Hill region and in the Flinders region in
South Australia. Perilya is also undertaking a
comprehensive development study on its
Mount Oxide copper project located in the
Mount Isa region, Queensland. In addition,
the company is seeking to recommence
exploration once licenses have been renewed
on its 50% interest in its copper/gold project
in the state of Sabah, Malaysia.

Dear Shareholder,
On behalf of the Board of Directors I am pleased to
present to you the 2010 Annual report and Financial
Statements for Perilya Limited. The Company’s
performance over the last twelve months represents
an outstanding result on all fronts including safety,
operational performance, financial performance and
strategic growth.
Each year your Board reviews the period just gone
and, in light of that review, adjusts where necessary
the short and long term strategic goals of the
Company to ensure that they remain appropriate in the
circumstances. With the implementation of significant
changes within the organisation and our operations
during late 2008 through 2009, it was important during
2010 for the Company to not only consolidate this
platform, but to build on these improvements.
You may recall that at the commencement of 2010 I said
that “we start the new financial year with the exciting
challenge to build on this strong platform of growth
that we have developed and I have every confidence
in Paul Arndt and his team to successfully meet that
challenge”. I went on to outline five key areas that the
Board had identified where Management should focus
its attention and deliver on to ensure maximum benefit
for our shareholders. Those areas were:

In January 2011, Perilya successfully acquired 100%
of the TSX-listed GlobeStar Mining Corporation.
This acquisition gives Perilya immediate access
to the low cost Cerro de Maimón copper, gold and
silver mine in the Dominican Republic which has a
seven year mine life. The Maimón mine is forecast
to produce 9,300 tonnes of saleable copper,
15,000 ounces of gold and 340,000 ounces of
silver annually at a cash cost of approximately
US$0.80/ Ib of copper.
Perilya is actively exploring for copper and gold in
its Dominican mineral concessions, encompassing
more than 328 square kilometres. Perilya also
owns lateritic nickel resources in the Dominican
Republic and holds a 60% interest in the Moblan
Lithium Project in Quebec, Canada.

5

Over the past eighteen months the Company has
been actively looking for a suitable acquisition to
complement the Broken Hill operations and to diversify
the Company’s cashflow. The GlobeStar acquisition
delivers all of this and more with its strong existing
mining operations and cashflow coupled with a highly
prospective suite of exploration and development
projects that further complement Perilya’s existing
suite of projects. I congratulate Paul and his team for a
identifying and executing a highly successful takeover
of GlobeStar, which has delivered to Perilya geographic
and product diversification whilst being earnings per
share accretive.

Perilya is 52% owned by Shenzhen Zhongjin
Lingnan Nonfemet Co. Ltd, which is China’s third
largest zinc producer.

• Building on the strong platform we had developed
with our restructure and evaluating and
implementing growth options internally and through
external acquisitions where appropriate in the base
and precious metals sectors;

4

• Continuing the efficient and safe mining at
Broken Hill;

The Acquisition also demonstrates Perilya’s ability
to successfully operate in other parts of the world,
with different types of mines and products and
across a range of languages and jurisdictions so as
to become a truly global organisation. I am confident
that this positions Perilya well going forward to
acquire or develop, where appropriate, further projects
anywhere in the world through our expanded strategic
relationships and skill base.
With our Australian operations, importantly, through
our expansion in the Broken Hill region and the
potential development in the Flinders region of direct
shipped zinc silicate ore we are bringing on line further
zinc production at a time when the world is heading
toward a supply deficit. This ensures that Perilya is well
positioned to benefit from that future supply deficit in
line with the Company’s long term strategic plan.

On behalf of the Board, I thank Paul Arndt, the
management team and all employees past and present
for their outstanding efforts during the period and our
shareholders for their support of the Company.

Hawkley oil & Gas

01 OVERVIEW

two
thousand
& eleven
annual
report

02 INVESTMENT HIGHLIGHTS

hawkley oil and gas limited
ABN 68 115 712 162

03 PROJECTS LOCATION
04 CHAIRMAN’S REPORT
06 OPERATIONS OVERVIEW
12 RESERVES SUMMARY
13 FINANCIAL REPORT
63 ASX ADDITIONAL INFORMATION

two thousand & eleven annual report

Directors

auDitors

Mr Paul Morgan

Ernst and Young
11 Mounts Bay Road, Perth WA 6000

EXECUTIVE CHAIRMAN

Dr Michael Earle
CHIEF EXECUTIVE OFFICER AND
MANAGING DIRECTOR

Mr David Riekie

Phone
Fax

+61 8 9429 2222
+61 8 9429 2436

Security Transfer Registrars Pty Ltd
770 Canning Highway
Applecross WA 6153

company secretary

Phone
Fax

Mr Ian Hobson
registereD office
Suite 5, 95 Hay Street, Subiaco WA 6008
Phone +61 8 9388 8290
Fax
+61 8 9388 8256
Website www.hawkleyoilandgas.com
principal place of Business
45 Ventnor Avenue, West Perth WA 6005
Phone
Fax

+61 8 9429 8803
+61 8 9429 8802

Hawkley Oil & Gas is an
upstream appraisal and
develOpment cOmpany
fOcused On tHe explOitatiOn
Of discOveries made in
tHe dnieper-dOnets Basin,
ukraine’s prOlific Gas
Basin. Hawkley Owns
100 per cent Of twO
explOratiOn licences
- sOrOcHynska and
cHernetska - wHicH
includes tHe riGHt
tO pilOt prOductiOn
Of HydrOcarBOns.

Hawkley’s vision is to create a
world-class, multi-billion dollar,
independent oil and gas company,
with a portfolio of quality assets that
will maximise shareholder returns.

our
vision

share registry

NON EXECUTIVE DIRECTOR

NON EXECUTIVE DIRECTOR

Mr John Hopkins

Zhang Shuijian
CHAIrMAn

I am pleased to say that with the highly successful
takeover of GlobeStar Mining Corporation in December,
the attainment of new all-time records in terms of
safety performance at Broken Hill, maintenance of
C1 cash costs well below market guidance, improved
operating cash margins on our zinc sales, the Broken
Hill mine life extension announced in December and
the announcement post end of the year of the Board’s
decision to approve the re-opening and development
of the Potosi/Silver Peak mines, Paul and his team has
again delivered on all of these goals.

1

Michael Earle
took over the role
of CEO and
Managing Director
on June 1.

Independent expert
moyes & Co. estimated that
42.2 billion cubic feet of gas
and 1 million barrels of
condensate is technicallyrecoverable from three
producing wells in the
B18b reservoir at the
sorochynska licence.

In a further sign of Hawkley’s growing stature since its debut on the Australian
Securities Exchange on 29 June 2010, a successful $15.1 million capital raising
was conducted in April. The placement of 40.55 million shares at 37 cents
closed oversubscribed.

+61 8 9315 2333
+61 8 9315 2233

The Hawkley management team has a long record of successful asset
selection and operations. The team’s international oil and gas experience,
particularly in Ukraine, puts the Company in a very strong position to deliver
further success with existing assets and to acquire further assets that satisfy
the Company’s key strategic criteria.

Bankers
National Australia Bank
1238 Hay Street, West Perth WA 6000

Hawkley has a
professional team of
technical experts that
have substantial
experience in
the field.

Steinepreis Paganin
Lawyers and Consultants
Level 4, The Read Building
16 Milligan Street, Perth WA 6000
+61 8 9321 4000
+61 8 9321 4333

stock exchange

production at 6.6 mmCF/d gas
and 254 bbl/d condensate with
potential levels at 3,000 Boe/d
once all wells online through
assets located in prolific
hydrocarbon basin.

a $15.1 million
capital raising
closed oversubscribed
(40.55 million shares
at 37 cents).

Hawkley Oil and Gas Limited
ASX code - HOG

the first well at
the chernetska
licence was spud
on may 6.

Greg lilleyman
President Pilbara Operations

Our previous approach delivered too
many messages through too many
programmes; it was hard to connect
with and created too much work for
team leaders.

The new approach will be simple,
consistent and address critical risks
and hazards on sites.
I want you to be part of our journey
towards zero harm. Change takes
time, but I want you to know that we
have made a start and hope that you
will join us on the journey of achieving
an injury-free workplace.

NEWSLETTERS, REPORTS AND BROCHURES

Nickel
Exchange

Nickel West

Continued positive
drilling results may
extend Leinster mine life
Mt Keith Gift helps
fill RFDS coffers

Hawkley is selling
its gas into the local
market at a gross price
of $11.22 per mcf
(thousand cubic feet).

solicitors

Phone
Fax

The challenge is to move from being
processes and systems driven to
having systems that are simple, and
allow us to concentrate more on
doing our jobs safely.

iSSuE 10
JuLY 2012
WEStERN AuStRALiA

Hawkley’s first well in the Company’s Chernetska Licence in the north-east
part of the Dnieper Donets Basin was spud in May 2011. Chernetska-1 is
an appraisal well designed to test a number of oil and gas flows that were
encountered in a previous well drilled in the 1980s, namely Slobidska-321.
Chernetska-1 will target three oil and two gas zones.
In keeping with Company strategy to take control of the production and
processing chain, Hawkley plans to develop a stand-alone processing facility
for gas and condensate production from the Sorochynska Licence at an
estimated cost of $7 million. Among the benefits of the gas plant will be
removal of bottlenecks that restrict production and improved revenue through
reduction of approximately $300,000 monthly processing fees.

We are facing our biggest challenge yet.
The challenge is to ensure that every day we all
stay safe at work so we can continue to enjoy the
things that are most important to us – our family,
friends, workmates, hobbies and interests.

Our team regularly manages, writes, edits and designs
internal and external reports and newsletters for our
clients to ensure regular and efficient communication
of key messages.

Investment
hIghlIghts

In February 2011, Hawkley achieved a major milestone when production
started at Sorochynska-201. The well has delivered an average of 6.6 million
cubic feet of gas with 254 barrels of condensate per day, which the Company
is selling into the local Ukraine market - Europe’s fourth largest gas market
and the third largest gas producer. There is potential for several wells within
Sorochynska, each of which could have similar production rates. A second
Sorochynska well is scheduled for late 2011.

Thinking about safety? We are.

We’re developing
a simpler
and easier to
implement
approach to
safety. We want
you to be safe
at work and at
home.”

• Extending the life of our Broken Hill mine; and
• Leveraging the surplus value of surplus capacity of
the infrastructure at broken Hill through the strategic
development of additional ore sources in the region.
3
2

A regular update on safety improvement activities in Pilbara operations.

Our focus over the ensuing 12 months will be to
integrate the new acquisition and implement an
active near mine exploration programme with a view
to extending the life and/or size of the Maimón mine.
There will also be a number of potential decisions
around development projects and, through the strong
support of our major shareholder, Zhongjin Lingnan,
we will continue to actively look for further acquisition
opportunities. 2010 has been a very active and
exciting year for Perilya and we expect to build on the
momentum created throughout 2011.

• Maintaining our focus on cost control and increasing
the profit margins of our operations;
6

03

Erin’s death
defying jump
Delivering workplace
improvements for
our people

A second
well at the
Sorochynska
licence is
planned for
Q4 2011.

The Sorochynska
and Chernetska projects
are in the proximity
of well developed
infrastructure.

plans are in motion
to develop a stand-alone
processing plant for the
gas and condensate
production from the
sorochynska field.

Amazing

adventure

platform communications pc01141

in Antarctica
01

Hawkley Oil & Gas limited 2011 AnnuAl RepoRt

02

Hawkley Oil & Gas limited 2011 AnnuAl RepoRt

14

BASE RESOURCES LIMITED ANNUAL REPORT 2014

BASE RESOURCES LIMITED ANNUAL REPORT 2014

07

REVIEW OF
OPERATIONS
FROM DEVELOPER
TO PRODUCER

October
2013
Commenced mining
operations and HMC
production

ANNUAL R E PO RT

Kwale’s 13 year mine life, Base expects
to mine and process 140mt of ore and
produce 4.6mt of final product for sale.

MINING & PROCESSING
The mining operations at Kwale are based
on a conventional dozer trap mining unit
(DMU), using Caterpillar D11T dozers to
feed the DMU. The DMU is a cost effective
method of mining, which is particularly well
suited to the type of ore at Kwale. Over

Kwale is designed to process ore to recover
three separate products – ilmenite, rutile
and zircon. Ore is received at the wet
concentrator plant (WCP) from the DMU
via a slurry pipeline. The WCP removes
slimes at a particle size less than 45μm,
concentrates the valuable heavy minerals
(ilmenite, rutile and zircon) and rejects most
of the non-valuable, lighter gangue minerals.

In October 2013, mining commenced at the
higher-grade Central Dune zone. Since then,
the ramp up of mining activity has delivered
steadily increasing throughput. In the final
quarter of the year under review, mining
rates averaged more than 1,200 tonnes per
hour (tph), and delivered the targeted design
capacity for this phase of the operation.
Mining grades have also steadily improved
as the mining activity approaches the high
grade regions of the Central Dune. Average
ore grades increased from 6.4% heavy
mineral (HM) to 8.1% HM from the March
to June quarter. Mining activities will remain
focussed on the Central Dune zone for
the first eight years of the operation.

The WCP incorporates a number of gravity
separation steps using spiral concentrators.
The heavy mineral concentrate (HMC),
containing 90 per cent heavy minerals,
is then processed in the mineral separation
plant (MSP).
The MSP cleans and separates the ilmenite,
rutile and zircon minerals and removes
any remaining gangue. This is accomplished
by a combination of attritioning, electrostatic
separation, magnetic separation, classification
and gravity separation. The ilmenite and most
of the rutile produced is then transported
in bulk to Base’s own Likoni Port facility.
The balance of the rutile and all of the
zircon produced is containerised prior
to transporting to the main Mombasa
container port.

MARKETING
& SALES

First bulk shipment sails

400,000

10.0

360,000
320,000

8.0

240,000

6.0

200,000
4.0

160,000
120,000

2.0

80,000
40,000

Ilmenite produced ACTUAL
Ilmenite produced Forecast
Ore mined ACTUAL

Jun–16

Mar–16

Jun–15

Dec–15

Mar–15

Rutile produced ACTUAL
Rutile production Forecast
Ore mined Forecast

Sept–15

Jun–14

Dec–14

0.0
Sept–14

0

Zircon produced ACTUAL
Zircon production Forecast
Target design production rate achieved

ORE MINED (MT) (ANNUALISED)

280,000

Dec–13

February
2014

FORECAST

Mar–14

Commenced ilmenite and
rutile production through
the MSP

TONNES OF PRODUCT (ANNUALISED)

December
2013

ACTUAL

Visual communication is a critical part
of helping perople understand and
engage with your key message.

In December, Base commenced processing
of HMC through the MSP to produce
the first ilmenite and rutile. The rampup program has delivered a steady
improvement in production and recoveries
since. At the end of the financial period,
the Company achieved quarterly
throughput of 141,753 tonnes of HMC –
a 25% increase from the previous quarter.

Kwale Production Summary
440,000

Sept–13

DELIVERING
ON POTENTIAL

PROJECT OVERVIEW
Base operates the 100% owned Kwale
Mineral Sands Project in Kenya, which
commenced production in late 2013.
Kwale is located 10 kilometres inland from
the Kenyan coast and 50 kilometres south
of Mombasa, the principal port facility for
East Africa. The project was acquired by
Base in 2010. Following the completion
of feasibility study enhancements
and financing, development of Kwale
commenced in October 2011. The Project
is based on a mine life of 13 years, and
features a high grade ore body with a high
value mineral assemblage. Over the next six
years, it is expected to produce an annual
average of 80,000 tonnes of rutile, 360,000
tonnes of ilmenite and 30,000 tonnes of
zircon, making Base a globally significant
producer of mineral sands products.

Platform has produced reports for clients, including
annual reports for Perilya Limited, Bannerman Resources,
ADX Energy, EON Foundation, Hawkley Oil & Gas and
annual sustainability reports for BHP Billiton. Platform
also produced the Worsley Alumina Conveyor Magazine
for BHP Billiton in Collie and Boddington from concept
phase through to production.
Production of these publications involves data review,
interviewing, writing, editing, proof reading, design
andartwork to create original designs, photography
management and production. Our team’s expertise
enables Platform to manage the entire project fromstart
to finish including printing and mail distribution. The
service represents a cost efficient option for our clients
to ensure their projects are of the highest standard.

TWENTY
06

Platform’s team members are experienced in the
simultaneous, cohesive management and production
of numerous publications and providing expert writing
and editorial advice.

Base has secured seven off-take
agreements across its three product
streams, which run for the first three
to six years of production from Kwale.
The agreements are with some of the
world’s largest consumers of titanium
dioxide and zircon products, including
a cornerstone agreement with DuPont
Titanium Technologies.
The agreements provide off-take security
for Kwale containing firm minimum
annual off-take volumes subject to annual
production forecasts by Base. Pricing is

derived from prevailing market values,
based on agreed price indices or periodic
price negotiations. A minor portion of the
Base production volume over the first
three to six years of operation has been left
available for spot sales.
To the end of the 2013/14 financial year,
Base had exported more than 150,000
tonnes of product from Kwale, delivering
into all of its off-take agreements in
addition to some spot contracts.

perth. sydney. melbourne. brisbane.

CONFERENCES AND EXHIBITIONS
Platform’s original design concepts for exhibition booths
convey company information in a way that is engaging,
interesting and succinct. Our booths are designed to
attract stakeholder interest, clearly articulate messages
and maximise space.
Perilya’s flagship
operation is the iconic
Broken Hill Zinc, Lead
and Silver mine

On Solid Ground
Established in 1987, Perilya has
gone on to acquire a suite of assets,
assembling a diverse portfolio of
quality base metal operations and
exploration projects.

Perilya’s Australian
Projects

Perilya is an Australian
base metals mining and
exploration company with
a quality suite of assets

Perilya’s operations at the
iconic Broken Hill mine includes
the Southern and Northern
operations, encompassing
an exploration decline at Potosi
and the evaluation of an open
cut at the Flying Doctor deposit.

3
1

2

3

Broken Hill
Southern Operations OPERATING
North Mine
DEVELOPING
Potosi
DEVELOPING
Flying Doctor
PROJECT
Flinders
Beltana
STOCkPILE
Reliance
PROJECT
Mount Oxide

EXPLORATION

Perilya’s focus is on
extending asset life
and value creation from
development projects
and exploration programs

Perilya is one of
the top 20 global
producers for zinc
and the top 10 for
lead production.

Exploration is underway, extending
out to a 10 kilometre radius from
the concentrator.

Brisbane

Our comprehensive service caters for clients’
needs from start to finish and includes:

Our Focus

ƒƒ
ƒƒ
ƒƒ
ƒƒ
ƒƒ
ƒƒ
ƒƒ

• Extending the life of our operations
• Sustainable metal production
at Broken Hill

2

• Value creation from our
development projects and
exploration assets

1
Sydney

Perth

Perilya has rapidly
grown from a junior
explorer to a company
with one operating
mine, substantial cash
reserves, and several
definitive exploration
prospects in Australia.

Adelaide
Melbourne

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Concept and theme development
Photography
Copywriting and editing
Graphic design
Print management
Delivery and distribution
Set-up and pack-down for the day

The service also includes the creation of supporting
communication collateral such as fact sheets,
brochures, branded promotional items, merchandise
and custom flooring that complements individual
company messages and themes.
Platform’s highly-skilled consultants work closely
with clients to deliver professional results.

Conferences and exhibitions provide
our clients with a perfect opportunity
to showcase their services and
capabilites to the wider mining
and resources industry.

Platform Communications
Perth
a Suite 8, 256 Fitzgerald Street
Perth, Western Australia 6000
t +61 8 6467 7640
e [email protected]
platformcommunications.com.au

JAN2015

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