Minera Antamina

Transcription

Minera Antamina

2009: issue 5
A publication of Caterpillar Global Mining
Mining industry draws over
40,000 to Minexpo 2008
Minera Antamina
Setting the standard.
Driving the future.
shining a light on the miner’s life
Men of the Deeps
focusing on
Sustainability
at minexpo
new technology improves
haul road watering
CREATIVE SOLUTIONS to
solve skills shortage
I’m pleased to present this edition of Viewpoint, a Caterpillar Global Mining
publication produced for and about the mining industry.
These are challenging times for many global
Also in this issue, we take readers to one of the most
industries—and the mining sector is no exception. But
productive mines in the world—Antamina Mine in
we are confident that the industry will remain a steady
Peru, which set the standard for a greenfield operation
and influential contributor to economies worldwide.
and continues to drive the future of what a sustainable
While much of the industry is adjusting near-term plans
for production, capital outlay and growth, we believe
there are opportunities to be gained during this slowdown. We look forward to working with our dealers and
mining operation should look like. We continue our
focus on sustainability with an overview of MINExpo’s
concentration on the important topics of Health,
Safety, Environment and Community.
customers on getting back to some of the basics—a
We address the industry’s critical issue of managing
luxury that isn’t always afforded during tremendous
and maintaining a skilled workforce, and highlight the
growth cycles. Focusing on continuous improvement
importance of a dedicated effort to haul road watering,
projects, improving maintenance processes, and getting
including new truck technologies that control water sprays.
equipment current on safety issues and other updates
will allow mine sites around the world to be in a better
position to take advantage of the growth when it does
occur.
Viewpoint is just one of the tools Caterpillar provides
customers to help them operate more safely and
efficiently, improve productivity and increase
profitability. This focus on continuous improvement
The outstanding attendance at MINExpo 2008 in
is even more important as together we navigate the
September supports our belief that the mining industry
difficult road ahead.
is focused on the long-term strategic issues. In this
issue, you’ll find a story about MINExpo and the Cat
exhibit.
Chris Curfman
President, Caterpillar Global Mining
Caterpillar Editorial Board: Dan Hellige, Editor; Erik Elsmark, Wheel
Dozers and Loaders; John Enderby, China and India; Greg Gardner, Europe,
Africa and Middle East; Chris Gehner, Underground Mining; Larry Gregory,
Trucks; Dan Hellige, Safety; Tony Johnson, Marketing; Kent Lynch, Tractors;
Keith Malison, Latin America and the Caribbean; Patrick Mohrman, Field
Support; Glenn Morrison, Australia, Indonesia and New Zealand; Shane
O'Brien, North America; David Schricker, 6 Sigma
c Cat Global Mining / Viewpoint / 2009: issue 5
Viewpoint is a publication of Cat Global Mining,
producer of the mining industry’s broadest line
of equipment and technology. Caterpillar serves
the worldwide mining community through its
vast dealer network and a single division called
Caterpillar Global Mining, headquartered in
Peoria, U.S.A., with additional offices worldwide.
table of contents
men of the deeps
Shining a light on the miner’s life
MINExpo 2008
focusing on sustainability
new technology improves
haul road watering
26
Mining industry draws
6
over 40,000 to minexpo 2008
Mining industry employs creative solutions
to solve skills shortage
Minera Antamina: Setting
20
28
2
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the standard.
Driving the future.
News from cat
Cat Global Mining / Viewpoint 1
M I N I N G in d ustr y d ra w s
over 40,000 to
MINExpo 2008
Caterpillar presents show’s largest exhibit
MINExpo International 2008, held Sept. 22-25 in
Las Vegas, Nevada, USA, was a record-setting event
in every way—with 11,000 more visitors and 30
percent more square footage than MINExpo 2004.
Hosted by the National Mining Association (NMA),
the U.S. mining industry’s Washington, D.C.based trade group, MINExpo boasted nearly 42,000
registered attendees and 1,300 exhibitors spread
over 600,000 square feet of exhibit space at the Las
Vegas Convention Center.
By the end of the first day, more than 31,000
people had been through the exhibit and
registration had reached 41,000—exceeding
the total number of visitors at the 2004 show
by a third.
“There’s no other place in the world where mining
companies can see the number of products and
2 Cat Global Mining / Viewpoint / 2009: issue 5
services shown at MINExpo,” said Moya Phelleps,
the NMA’s senior vice president of member
services. “From the largest trucks in the world
to computer programs to vendors who offer
financial services—anyone who is involved in the
mining industry at any level was at MINExpo.”
The range of products at MINExpo included the
latest in automation and robotics; safety and
communications equipment; engines and parts;
materials handling and processing equipment
and services; pollution control equipment;
reclamation equipment and services; computer
applications; consulting and financial services;
and much more.
In addition, a conference program with 20
educational sessions tackled issues affecting the
mining industry, with many of the industry’s top
professionals leading the discussions.
GLOBAL AND
INDUSTRY-WIDE EVENT
MINExpo is touted as the
largest mining exhibition
in the world. Phelleps
reported that official
delegations from 16
countries visited the Las
Vegas Convention Center.
NMA attendance data
shows that more than
10,000 of the registered
attendees represented
mining and processing
companies, which is nearly
a 40 percent increase over
MINExpo 2004. Other
attendees included those who provide services to
the industry—such as financial experts, engineers,
consultants and contractors—as well as original
equipment manufacturers and dealers.
MORE THAN EQUIPMENT
1
In addition to highlighting best mining
practices and advanced mining technology,
MINExpo also called attention to the mining
industry’s commitment to mine safety and
environmental performance.
2
The NMA offered participants 20 educational
sessions covering surface and underground
mining, metal commodities, exploration, new
mine developments, processing and workforce
development.
Caterpillar dedicated a full day to its global Health,
Safety, Environment and Community (HSEC)
Forum, held at Caesars Palace on the Saturday
before MINExpo began. More than 400 mining
company representatives, Cat dealer
3
Caterpillar Inc. estimates thousands of its customers
attended MINExpo, including a first-ever delegation
of 100 professionals—60 of them customers—from
China. More than 80 Caterpillar dealerships served
as hosts—with 20 of these dealerships attending
MINExpo for the first time.
Caterpillar Inc.’s Stu Levenick, group president,
reflected on the outstanding attendance: “While
the global economy is cause for concern, no other
event brings together so many key players in the
mining industry, and the outstanding attendance
shows the value of this event, even in uncertain
times. The NMA pulls it off in spectacular fashion
and we congratulate them for hosting such a
successful event.”
“While Caterpillar has a large presence at the
show, we were pleased to share the MINExpo stage
with nearly 100 of our dealers and look forward
to working alongside them to serve our mining
customers,” Levenick continued. “Our dealers
brought their customers from all regions of the
world. The show has truly grown into a global event,
addressing many issues that the industry faces.”
representatives and HSEC experts attended the
event, which featured displays, opportunities to
learn best practices, and facilitated discussions
addressing industry challenges.
LARGEST EXHIBITOR
The largest and most comprehensive state-of-theart indoor exhibit at MINExpo was presented by
Caterpillar. The 40,000 square feet of exhibit space
highlighted Caterpillar’s mining products, services,
technology and people.
“MINExpo is an important event for Caterpillar
because mining is such an important part of our
business,” said Caterpillar Chairman and CEO
Jim Owens. “Mining equipment continues to
represent a growing portion of our sales.”
1/ LOVAT, a leading global
manufacturer of tunnel boring
machines (TBMs) recently
acquired by Caterpillar, displayed
a replica of one of its products
at the Cat® Mine Site @ Night
venue. LOVAT specializes in the
custom design, manufacture
and technical support of tunnel
boring machines utilized in the
construction of circular tunnels.
2/ Caterpillar showcased the
technical features of the new
C175 engine.
3/ Caterpillar displayed its latest
underground mining products
and technologies, including
this R2900G load-haul-dump
machine equipped with the
MINEGEM™ underground
automation system. The display
also showcased the new AD55B
truck, powered by the C27
ACERT® engine for an increase
in speed on grade.
Mining more.
MINExpo set the stage for Caterpillar
to unveil its next generation of mining
trucks, designed to help mining customers
produce more, including the Cat 777F
and 797F mechanical drive trucks and the
new 795F AC electric drive truck.
1
Caterpillar’s theme—“Mining safely. Mining
more. Mining right.”—highlighted the company’s
commitment to mining efficiently and productively
while doing the utmost to protect the health
and safety of miners, the environment and the
communities where mining companies operate.
2
Mining safely.
The Cat exhibit showcased a number
of the company’s advancements in
improved equipment safety. The
machines on display demonstrated
significant ergonomic and safety-related
improvements. Advancements in
machine access were highlighted with
new integrated ladder, stairway and lift
systems demonstrated on the Cat® 797F,
795F AC and 777F mining trucks, 993K
wheel loader and D11T track-type tractor
models exhibited on the show floor.
1/ Caterpillar introduced
the 795 AC, a completely
new truck model that features
the new Caterpillar® AC drive
system, developed and supported
entirely by Caterpillar to assure
complete system integration and
support of controls, electronics
and components.
2/ MINExpo attendees view a
dramatic representation of an
autonomous mine site in 2013 at
the Caterpillar exhibit.
3/ Virtual training simulators
like this one in the Cat exhibit
can help companies improve
safety, increase production,
offer training flexibility and
reduce costs.
3
Cat showcased updated engineering designs that
provide ground level access to the regular service
and maintenance points on the machines, helping
to improve the safety of maintenance personnel.
Virtual training simulators, designed to improve
operator performance and safety, were located
throughout the exhibit and offered hands-on
demonstrations.
“The development of our next generation of trucks
was the single largest investment we have ever
made into this important product line,” said Chris
Curfman, president of Cat Global Mining and vice
president of Caterpillar Inc. “In the next five years,
our complete line of mining trucks will be updated
with new features and technologies.”
Completing the updated mining truck line will be
new versions of the 785 and 789 mechanical drive
trucks, as well as a new 793, which will be available
in both mechanical drive (793F) and electric drive
(793F AC) versions.
The exhibit also showcased the new 993K wheel
loader, a product designed specifically for the
mining industry, and highlighted Caterpillar’s
underground mining product line and technologies.
“Caterpillar is one of the only major manufacturers
that offer products for both surface and
underground mining,” said Curfman. “We have
aggressive plans in place to continue to grow our
underground mining business. We’ve expanded our
manufacturing capabilities and have a project under
way to develop and manufacture underground drills
and underground service support vehicles.”
The exhibit also provided an overview of
Caterpillar’s strategy for autonomy, including a
dramatic representation of an autonomous mine
site in 2013 and the technologies used to build it.
The display featured the DARPA Urban Challenge
winner, Boss. The robotic vehicle is a 2007 Chevrolet
Tahoe that was developed by Carnegie Mellon
University and sponsored by Caterpillar. Autonomous
systems for large track-type tractors and underground
mining equipment also were on display.
“We’re working with customers and the industry
directly to develop our autonomous mining truck
program,” said Curfman. “We plan to have trucks
running under pilot and field follow in late 2009 or
early 2010, with expected commercial availability in
late 2013.”
Beyond products, Caterpillar’s exhibit also
showcased the company’s mining offerings for
electric power generation, financial products, world
trade and other product support services.
Away from the exhibit, more than 6,000 people
attended Cat’s Mine Site @ Night, which celebrates
the capabilities of the Cat dealer network and the
service they provide to support the entire machine
lifecycle. The star of the evening was a 100,000hour 793 truck from the Sierrita mine in Arizona.
Customers also had the opportunity to view a
side-by-side display of Cat’s mechanical and electric
drive powertrains, as well a display by tunneling
equipment manufacturer LOVAT.
Caterpillar hosts China delegation at
MINExpo 2008
At MINExpo 2008, Caterpillar played host to a China delegation consisting of more
than 60 customers, who visited the Cat exhibit and attended a series of Cat organized
activities including factory visits, equipment demonstrations, Mine Site @ Night
and China Day presentations. These activities combined to provide Chinese mining
customers an extensive experience with Caterpillar and its mining offerings.
“We felt it was important for our potential Chinese customers to visit production lines
and get to know the long heritage and quality management behind our equipment,” said
Kebao Yang, President, Caterpillar Global Mining China.
Mining right.
Caterpillar’s ongoing commitment to
sustainability—and how it is integrated
into mining—was another important
aspect of the MINExpo 2008 program.
The company previewed its latest industry film,
“Ground Rules: Mining Right for a Sustainable
Future,” in a theater on the exhibit floor. The film,
shot in high definition in locations around the world,
focuses on educating the public about mining’s
intrinsic value to society and illustrates how mining
companies are doing it in a sustainable manner.
Advancements in engine and emissions technology
were displayed as the company introduces its latest
engine line-up, including the new C175 engine for
its largest mining trucks. Every machine on the
exhibit included Caterpillar’s patented ACERT®
Technology, designed to reduce emissions and
improve fuel efficiency.
“By pursuing sustainable development and
sustainable progress—in every aspect of our
business— we strengthen our ability to meet
the emerging sustainability requirements of
both our domestic and international customers,”
said Curfman. ■
For most Chinese customers, it was their first visit to MINExpo and an opportunity to see
firsthand a wide range of mining products and services.
“Now, after visiting MINExpo and being exposed to the mining machines and solutions,
I know why Cat is regarded as a market leader,” said Hu Kaijiang, general manager of
Shenhua Xinjiang Energy Sources Co. Ltd. The company is the largest coal producer in
China and recently purchased the first Cat D11T track-type tractor in the country.
Tan Rui, deputy chief engineer of Kunming Non-ferrous Design Institute, who is involved
in mining feasibility and fleet designs of many big mines in China, appreciated the
opportunity to learn about underground mining offerings. “Before the trip, I never heard
that Caterpillar also offers underground mining machines,” he said. “I was especially
impressed by the commitment from Cat to mining safely.”
MINExpo’s focus on safety and sustainability earned praise from the China delegation.
“In terms of company development stage, I think Level One is to develop market
and strive for survival,” said Qu Xiangdong, general manager of Chalco Guangxi, the
largest bauxite producer in China and the second largest in the world. “Level Two is to
optimize the profitability, and Level Three—the highest level—is to achieve sustainable
development through the success of customers and the upgrading of the industry. I see
Caterpillar at Level Three.”
Caterpillar’s sustainable development film, “Ground Rules,” also received praise from the China
delegation. Yuan Junhong, secretary general of China Chemical Mining Association, was so
excited about the sustainable growth concept of the film, he asked for a Chinese version to
submit to the state-owned Assets Supervision and Administration Commission of the State
Council, the key policymaker in China’s mining industry. “We shall not only upgrade the China
mining industry with more productive machines and more advanced technology, but also with
more social responsibility and commitment to safety and sustainable growth,” he said.
focusing on
sustainability
at MINExpo 2008
Caterpillar hosts global Health, Safety,
Environment and Community Forum
MINExpo 2008, held Sept. 22-25 in Las Vegas,
Nevada, USA, was the largest exhibition of mining
equipment and services in the industry’s history.
And while equipment and services took center
stage throughout the event, the show’s sponsor and
many of the exhibitors followed the industry’s lead
and focused also on the important topics of Health,
Safety, Environment and Community (HSEC).
The National Mining Association (NMA), sponsor
of the event, dedicated a number of its 20 MINExpo
education sessions to important HSEC topics.
Health and safety sessions covered issues such
as promoting safety cultures with a goal of zero
injuries in mines worldwide, and minimizing safety
risks through equipment design.
Environmental topics included water management,
waste management and air quality, including the
future of biodiesel and its impact on emission
reductions. Community topics included sessions on
workforce planning strategies and training for the
workforces of the future.
HOSTING AN INDUSTRY-LEADING FORUM
One major exhibitor, Caterpillar Inc., dedicated
a full day to an industry-leading HSEC Forum,
held at Caesars Palace on the Saturday before
MINExpo began. More than 400 mining company
representatives, Cat® dealer representatives and
HSEC experts attended the event, where they had
the opportunity to gather with mining professionals
from around the world; view displays from Cat
customers, Caterpillar® divisions and industry
experts; learn best practice solutions from other
mining organizations; and engage in facilitated
discussions addressing industry challenges. The
HSEC Forum also was the site of the premiere of
Cat’s new educational film, “Ground Rules: Mining
Right for a Sustainable Future.”
“The challenges of community socio-economic
development are frequently left to ‘community
experts’ and social scientists to analyze,” said
John Groom, former chief operating officer for
the International Council on Mining and Metals
(ICMM). “The actual delivery of better results on the
ground, at a mine site, usually falls to the mining
professionals whose engineering skills are not
necessarily the most appropriate. The Cat HSEC
Forum presented a great opportunity to discuss
mining and community development and related
challenges with a ‘new’ audience of mining folk.”
Participants were welcomed by Caterpillar leaders
Chris Curfman, president of Caterpillar Global
Mining, and Sid Banwart, vice president of the
company’s Human Services Division.
Banwart presented an overview of what Caterpillar
is doing from a corporate perspective to support
sustainable development and emphasized the
company’s commitment. “Business, for a long time,
was unsure of its role. Many felt that these problems
were best left to governments, philanthropists
and non-governmental organizations to solve. But
leaders of successful companies see the need to
be active partners in the sustainable development
space—and they’re often driving the solutions.”
Specific projects currently under way at Caterpillar
focus on holding water consumption flat, increasing
energy efficiency, reducing waste with a goal of
“zero waste to landfill,” and using Leadership in
Energy and Environmental Design (LEED) criteria
and green building standards for new building
projects worldwide.
Curfman focused on ways Caterpillar partners
with its customers in the mining industry to
make sustainable progress possible—such as
its partnership with BHP Billiton to develop
autonomous technologies and products; and
health- and safety-related projects like Work Area
Vision System, Slow Speed Object Detection radar
systems, new ground level maintenance centers on
machines, and improved access and egress systems.
He pointed out the importance of Caterpillar’s
investment in projects dedicated to bringing more
sustainable products to market. “Ongoing research
and development are critical to our ability to explore
alternative fuel use, enhance machine safety,
develop autonomous products and provide other
solutions that enable customers to operate more
sustainably,” Curfman said.
EDUCATING THE PUBLIC
One of the highlights of Caterpillar’s
HSEC Forum was the premiere of
“Ground Rules: Mining Right for a
Sustainable Future.”
The sequel to Cat’s popular “Common Ground”
educational film, “Ground Rules” was produced
to raise awareness of all that the mining industry
is doing to operate sustainably. Furthermore, it
highlights the importance of mined materials in
modern, everyday life.
The film follows the development of a new
mine as it works to become a model of
sustainable practices. As a geologist and mine
manager tackle the complex problems facing
any new mine with creative solutions, they
draw on the experiences and achievements of
other mine sites around the globe to illustrate
core concepts of sustainable development and
social responsibility.
“We’re pleased to stand with the industry to
educate the public about the vital role mining
plays in everyday life,” said Curfman. “We thank
the six companies that allowed us to poke and prod
around their sites in order capture their stories.”
The film Ground Rules illustrates
creative and core concepts of
sustainable development and
social responsibility through six
existing and developing mines
around the world. It was shot at
mine sites in Canada, Australia,
Chile, Indonesia, Ghana and the
United States.
The HSEC Forum
Gallery Walk featured
booths on a wide
variety of topics,
including:
1/ "Courageous
leadership for safety
and health" by Barrick
2/ "Biodiversity" by
Rio Tinto
1
3/ "Risk & Opportunity
Management" by
Newmont
2 3
SHARING SUCCESS STORIES
The HSEC Forum Gallery Walk
was made up of 20 booths, each
demonstrating best practices in the
area of sustainable development.
“We designed the Gallery Walk to give our
customers the opportunity to demonstrate how they,
as industry leaders, shoulder global responsibility
while supplying the raw materials essential for
society’s progress,” says Dan Hellige, Caterpillar’s
HSEC manager and coordinator of the forum.
DOING IT RIGHT
Sustainability was top-of-mind
as Caterpillar prepared and
produced the materials for the
HSEC Forum. The company
used existing materials to
construct the infrastructure of
the Gallery Walk booths instead
of creating booths specifically
for this event. If exhibitors
decided not to have their
booths transported for re-use,
Caterpillar made arrangements
to have the materials recycled.
All signage was made either
from recycled or recyclable
materials such as postconsumer waste plastic bottles,
recycled paper and byproducts
from the manufacture of
cotton fabric.
Exhibitors included Caterpillar customers and nongovernmental institutions, as well as Caterpillar
groups focused on HSEC issues. Customers
exhibited a wide variety of topics, including:
Biodiversity, Rio Tinto. The company highlighted
its biodiversity strategy, which focuses on land
management—first reducing and minimizing
impact, then engaging in biodiversity offsets.
Managing Fatigue through Wellness and Education,
Anglo American. This booth discussed the need for a
multidisciplinary approach to fatigue management.
Risk and Opportunity Management, Newmont
Mining Corp. The company highlighted its safety
principles; management of health risks; and
initiatives that help protect the environment.
Indigenous Workforce Training, FreeportMcMoRan Copper & Gold. “Taking the high road
to success” showcased how the company is
developing an indigenous workforce, providing
training, and developing current employees.
The Controlled Water Cart, Thiess. This booth
highlighted how Thiess solved a problem of
inconsistent water application on unsealed haul
roads by developing a Controlled Water Cart, which
reduces water usage and has a significant reduction
on accidents caused by poor road conditions.
Courageous Leadership for Safety and Health,
Barrick. This booth emphasized Barrick’s
commitment to employee safety and health.
Building Community Relationships, Vale Inco.
This booth focused on Vale’s improved
communications with the community in Itabira,
Brazil, and Inco’s efforts to become a neighbor of
choice in Sudbury, Canada.
Booths were also presented by the ICMM, World
Business Council for Sustainable Development,
Pew Center for Climate Change, and Opportunity
International. In addition, Caterpillar presented
exhibits covering Alternative Fuels, Object Detection,
Operator Fatigue, Access/Egress and Materials
Stewardship. The company’s new SAFETY.CAT.COM
site also exhibited at the Gallery Walk.
DEBATING INDUSTRY ISSUES
The HSEC Forum’s Discussion Arena
gave participants the opportunity to
attend four professionally moderated
“round table discussions,” where
recruited experts debated issues and
presented a variety of diverse and
sometimes challenging viewpoints.
Moderated by a sustainability specialist and
consultant, experts represented mining companies,
NGOs, and Caterpillar.
Building community partnerships
“Developing Guidelines for the Sustainable
Development Evaluation of Mining Projects—
Local, Regional and National Scales,” focused on the
state-of-play for sustainability guidelines and how
mining companies can work in partnership with
regulators and the local communities with the aim
of maximizing corporate, national and community
benefits, while at the same time minimizing the
social and physical impacts.
Panelist John Groom of the ICMM emphasized
that the industry must contribute to sustainable
development. “There is no such thing as a
sustainable mine,” Groom said. “But we supply
vital materials and we simply have to operate.
The mining industry must turn materials into
other forms of capital that will last well beyond
the life of the mine. We have to do this in an
environmentally and socially responsible fashion.
And we must demonstrate how it works at a
national and local level, contributing to both
countries and communities.”
the Earth Moving Equipment Safety Round Table
(EMESRT), explored the safety continuum and the
challenges of achieving it.
“Research shows that countries that develop an
integrated approach are the most successful in passing
development down throughout other entities,” Groom
continued. “Companies must be in partnership with
the government and non-governmental organizations,
and they must make sure those in authority have
the skills to apply the mineral wealth.”
Calculative—We have systems in place to manage
all hazards.
Co-panelist Luke Danielson, an environmental
lawyer and principal of the Sustainable Development
Strategies group, stressed that it is important to apply
the mineral wealth throughout the country and into
the local communities. “It doesn’t work to have an
enormous wealth generator surrounded by a sea of
poverty,” he said. “It also doesn’t work when mining
companies attempt to solve just one problem—
building a school, for example. This is part of the
‘company town’ model—a model that the industry is
moving away from. The new model has moved from
dependence to independence. Mining companies
and communities must work as partners.”
Panelist Jim Joy, professor and director of the Minerals
Industry Safety and Health Centre (MISHC), stressed
the importance of following the path. “You can’t skip a
step,” he said. “You have to do them one at a time. And
you have to line up your people with your activities.”
The discussion began with a short video prepared by
Shell and the UK Energy Institute, outlining the steps in
the “HSE Ladder,” a model that can be used throughout
the industry. Companies move through these steps as
they develop a culture where HSE can flourish:
Pathological—Who cares as long as we’re not caught?
Reactive—Safety is important; we do a lot every time
we have an accident.
Proactive—Safety leadership and values drive
continuous improvement.
Generative—(High Reliability Organizations) HSE
is how we do business around here.
The panelists shared their companies’ journeys
along this ladder, and all agreed it can be a long,
slow process. “We’re not at the top yet,” said Alan
Miskin, BHP Billiton’s fatal risk control manager.
“We spend a lot of time and money but I don’t think
we’re at the ‘preaching’ level. There is so much
variance and you can slip from one level to another.”
Is it possible for mining companies to achieve zero
injuries? The four members serving on the “Safety:
Obtaining Vision Zero” discussion panel believe so.
Xstrata Coal’s Tony Egan shared a success story
about a 20-year-old site purchased by the company
that existed in the reactive state. About five years
after the implementation of a safety system, Egan
reports the site has developed a true safety culture.
“I work for a company that truly believes in a
zero injury culture and that all injuries can be
prevented,” said panelist Charles Doane, director
of health and safety at Freeport-McMoRan Copper
& Gold. “We’ve had millions of hours without lost
time injuries and this shows us zero is possible.”
“It took a lot of effort, but we went from a lost time
injury frequency rate of 60 and a total recordable
injury rate of 90, and within two years we got
recordable injuries down to 10 and lost time
to zero,” said Egan, the company’s manager of
engineering systems and support.
This panel focused on the shared responsibilities
necessary to ensure the safety and health of global
mineworkers. The four panelists, all members of
Doane said Freeport-McMoRan was moving up
the HSE ladder, then took a step back and reevaluated priorities. “We were spending as much
Obtaining Vision Zero
time trying to resolve a minor injury as we were
on events where someone could have gotten
killed, he said. “Now our primary efforts are
centered on fatality prevention.”
Federal subsidies for research, development and
deployment. This option requires a bureaucracy
to identify which technology is the best and to halt
development of those not selected.
Freeport-McMoRan also has found two key areas
that lead to high performance in health and safety.
“Without exception it requires active, visible leadership
coupled with accountability,” said Doane. “If you
don’t have these two aspects, you can’t succeed.”
Command and control. Under this option, a
government bureaucracy sets a limit on emissions
and requires a specific technology be used to
accomplish the reduction.
Miskin agreed, but pointed out that leadership
“Anyone can exercise
leadership in health and safety,”
said Miskin. “You can have a very
passionate individual be the person
who sweeps the floor. He can motivate
the people around him and do things
the right way and encourage change.”
takes many forms.
The panelists have found that improving health
and safety has had an added benefit to their
companies—an increase in profitability. “At the
same time we were building toward a safety culture,
we also saw massive improvements in productivity,
costs and attitude in our workforce,” said Egan.
Addressing climate change
There is growing global consensus that climate
change is a reality, and that its cause is directly
linked to the emission of greenhouse gases.
Panelists in “The Reality of Climate Change: Are
You Engaged” discussed the key issues that the
mining industry must consider when developing
strategies to address climate change, as well as
how to best engage in this global debate.
Government, non-governmental and industry leaders
are gearing up to offer new ways of reversing climate
trends. Governments must decide how they will
continue not only to maintain but to increase their
standard of living while reducing the greenhouse gas
footprint, explained panelist Manik Roy, director of
congressional affairs for the Pew Center for Climate
Change. A number of options are being considered:
Voluntary programs. Roy says significant work has
been done in this area, but the economy as a whole
has not responded.
Cap-and-trade system. Under this system,
governments set limits on emissions and the
marketplace decides how to meet those limits. This
solution shows the most promise, Roy maintains.
Under cap-and-trade, companies reduce emissions
either through improved efficiencies or by
purchasing emissions from other companies.
Roy said that no matter what decisions are made
on reducing carbon emissions, it’s extremely
important for businesses—including those in
the mining industry—to engage in the climate
control debate.
Panelist Marcelle Shoop, Rio Tinto’s principal
adviser for sustainable development and climate
change, agreed. “The nature of our industry makes
climate control critical,” she said. “We are looking
at how we operate, how we deliver products to the
marketplace, and government policies that address
climate change.”
The key is using technologies to reduce emissions
from coal, Shoop maintained, saying significant
funding from the public sector is essential.
Peabody Energy’s Vic Svec agrees. “Coal is being
used in increasing amounts, with about 75 nations
developing coal plants right now, said Svec,
Peabody’s senior vice president of investor relations
and corporate communications. “Coal has been the
fastest growing fuel in the world, and the world is
continuing to use it.”
Development of new technologies is the answer
to conducting business in a carbon-constrained
world, said Svec. In China, Peabody is the only
non-Chinese equity partner in the country’s US$1
billion “GreenGen” project—the first near-zero
emissions coal-fueled power plant with carbon
capture and storage in China. Peabody also is a
partner in FutureGen, a similar project in the
United States that has funding secured but is
temporarily stalled while awaiting support from
the next presidential administration.
Panelist John Disharoon, sustainable development
manager at Caterpillar, stressed that reducing carbon
“CO2 doesn’t
know a zip code,” Disharoon said. “If
the United States and Europe have strict
standards, and China and India do
nothing, there is no success. All nations,
all economies, have to participate.
The hope is that once they see our
commitment, others will follow suit.”
emissions must be a global issue.
Managing a sustainability-literate
workforce
Panelists in the “Workforce Management: Skills
Shortage & Development” session addressed the
mining industry’s challenge in maintaining a
healthy, skilled workforce—referenced in another
article in this edition of Viewpoint. They also
touched on the need to develop a workforce that
is focused on sustainable development.
Katherine Madden of the World Business Council
for Sustainable Development, who serves as a
manager responsible for implementing sustainable
development, discussed the skill sets necessary for
workers in the mining industry. “They need to be
specialists and technicians,” said Madden. “But
they also have to develop sustainability literacy.
Everyone in the company needs to understand what
sustainability is.”
Madden said it is necessary to make sustainable
development “real” for employees. “It’s important
to put it in everyday terms,” she said. “For example,
take employees home and teach them about energy
efficiency and why it’s important.”
As companies face challenges in finding and
keeping their skilled workers, Madden explained
that a focus on sustainability can be a differentiator
that is useful in recruitment. “New graduates
in particular want to work for a company that is
sustainable,” she said.
Caterpillar’s Ed Cullen, manager of the company’s
Global Manpower Development Division,
agreed, pointing out a recent company online
sustainability forum that addressed this important
topic. “We had huge participation,” he said. “We
had responses from more than 2,200 people in
just 48 hours—and they came from all salary
grades. They all want to be catalysts. They all
want to make a difference.”
Another way to focus on sustainability in the
workforce is by partnering with local authorities
and providing indigenous people opportunities.
For example, mining company Vale and the
community of Itabira have grown together
through the years. An effort to improve their
co-existence led to a diagnosis of the relationship
and the development of Coexistence and Strategic
Action plans.
Vale agreed to increased dialogue and shared
decision-making, involving employees,
neighborhood leaders and local residents through
committees, public meetings and gatherings. “We’re
always working together to decide what is best for
the company and the community,” said Marcelo
Perpetuo, maintenance manager for the Southeast
Ferrous Minerals Department at Vale. ■
“While workers
may not realize
how ‘sustainable
development’ is
defined, they know
what it means to
work for a company
that cares about the
impact it is having
on the environment
and on the people
it employs. People
want their families
to be proud of
the work they are
doing.” – Marcelo
Perpetuo, Vale
1 2
1/ Environmental lawyer
Luke Danielson discusses the
importance of mining companies
and local residents working as
partners to build sustainable
communities.
2/ From left, mining company
representatives Alan Miskin,
Tony Egan and Charles Doane,
all members of the Earth Moving
Equipment Safety Roundtable,
discuss the importance of
working toward zero injuries.
Minera Antamina:
Setting the standard.
Driving the future.
Just eight years since its opening, Antamina mine in Peru
is one of the largest and most productive mines in the
world. And already this successful copper and zinc
operation is in the beginning stages of a major expansion.
When mining companies consider expanding their operations, oftentimes they must overcome a
number of hurdles—such as obtaining a social license or addressing safety and environmental concerns.
However, this is not the case with Antamina—a mine that set the bar for a greenfield operation five years
ago and continues to drive the future of what a sustainable mining operation should look like.
“Antamina set the standard in our country for safety and for good relationships with employees and the
community,” says Jorge Durán, mining division manager of Caterpillar dealer Ferreyros. “They go above
and beyond what is required—and that has been a key to their success.”
Decisions are driven by a desire to be a sustainable business, not just by cost or profitability, says Durán.
“Cost is second tier or third tier in their decision-making,” he says.
“In the past, the primary purpose
of a mine was to produce metals
and generate a profit,” says
Gonzalo Quijandría, Antamina’s
manager of corporate affairs.
“Now we’re talking about the
balance of the community and
other stakeholders so that they
realize the benefit. And we
balance the need of future
generations as well.”
About Antamina
Antamina produces different mineral concentrates,
primarily copper and zinc, as well as molybdenum,
silver and lead, which are secondary byproducts.
The concentrates are fine mineral dust that has been
reduced to microns with a high metallic content.
The Antamina surface mine, mill and concentrator;
a 302-kilometer (188-mile) underground pipeline for
transporting concentrates; and the port facilities at
Huarmey on the Pacific Ocean, are owned by BHP
Billiton Plc. (33.75 percent), Xstrata (33.75 percent),
Teck Cominco (22.5 percent) and Mitsubishi
Corp. (10 percent). The independent companies
jointly formed the Peruvian company in 1996
after acquiring the long-known minerals deposit
from Minero Peru. As of April 2007, the operation
employed 1,500 workers, with more than 98 percent
of them Peruvian. In addition, Antamina has
around 2,000 strategic partners.
The deposit is a large copper skarn with zinc, silver,
lead, molybdenum and bismuth mineralization.
Recently updated estimates show total proven and
probable reserves of about 745 million tonnes (821
million short tons) grading 1.06 percent copper, 0.67
percent zinc, 11.7 grams/metric tonne (0.40 ounces/
short ton) silver and 0.03 percent molybdenum. The
concentrator also produces saleable lead-bismuth
concentrates. Ore reserves yield a 23-year mine life.
3
Developing a difficult site
Antamina’s US$2.2 billion construction program
was one of the largest new mine development
projects ever undertaken in the mining industry.
It took more than four years to reach the mineral
deposits and required the removal of several
mountain tops and the draining of a lagoon.
The ore body is in the rugged Western Cordillera
range of mountains at an altitude averaging 4,300
meters (14,100 feet)—an altitude that creates a
difficult working environment for both operators
and their machines. Just getting to the site required
construction of 210 kilometers (130 miles) of roads,
including a 118-kilometer (73-mile) paved highway
connecting Conococha to Antamina.
Managing the impact
In addition to the logistical challenges, Antamina
faced a number of unique challenges in the area
of environmental protection and management
of community interaction. Antamina has been
innovative in its approach to these issues, and
as a result, has set new standards in Peru for
environmental management and sustainable
development.
“Managing the environment is
a priority for us,” says Antonio
Mendoza, environmental manager
for Antamina. “From finding
ways to minimize emissions and
discharges into the environment,
to reducing waste and avoiding
spills, we use state-of-the-art
technologies to prevent and control
the impact of our operations.”
For example, while it would have been easier to
build a road to truck copper and ore to the nearest
seaport, Antamina’s owners instead built a pipeline
that uses water to transport the ore down the
mountainside. The pipeline has a station with four
high-pressure pumps and four valve/choke stations,
as well as emergency evacuation ponds to reduce
1/ The Punta Lobitos Port facilities near Huarmey
were designed to export copper and zinc concentrates
from Antamina. The terminal has coastal and marine
facilities to receive, filter and store concentrates,
as well as a 271-meter (890-foot) long dock that
includes a hermetic conveyor belt for concentrates.
2/ A reinforced underground pipeline transports the
copper and zinc concentrates from Antamina to the
port to be exported. The fully monitored pipeline
includes a parallel fiber optic network that sends
information about the minerals’ progress through
the pipeline and inter-connects the entire company.
3/ Antamina’s community development programs
include a focus on improving production and
productivity levels in farming, the primary activity
of local inhabitants. Programs include a “potato
seed” program, education on crops technology,
Alpaca raising, and an experimental center for the
development of improved sheep.
1
4/ Antamina’s water monitoring program is aimed
at determining the level of compliance with current
water quality standards and identifying the potential
impact of mining operations on the quality of
water bodies. Monitoring is carried out in about 60
surface water stations and 20 ground water stations,
including both mine and port locations.
2
4
the excessive pressure produced by the decline
toward the Punta Lobitos terminal.
After it’s purified, the water from the pipeline is
used to irrigate an experimental farm in the middle
of the desert.
A number of programs and policies are in place
to keep tabs on the mine’s environmental impact.
A training program teaches Antamina’s employees,
strategic partners and contractors the importance
of taking care of the environment in their everyday
tasks. In addition, employees and partners
participate in planned inspections to identify
potential hazards, evaluate risks and point out
unsafe practices.
A detailed environmental monitoring and control
program mandates regular sampling to test water
and air quality. “Antamina believes that permanent
monitoring is essential to our environmental
management program,” says Mendoza. “We
monitored our environmental impact during
the construction stage, we’re doing it during the
operation stage, and we will continue to do so once
we reach the closure stage.” The mine monitors
discharges into the environment and evaluates the
quality of surface water, ground water, air, soil, crops
and animals (terrestrial and aquatic) that may be
impacted by its operations.
In addition, a closure and restoration plan is
already being implemented in preparation for the
end of the mine’s life. “We’ve been taking recovery
action since the construction phase began, by
planting native and exotic species that are known
for their adaptability,” says Mendoza. “We’re also
working to limit environmental impacts and protect
watercourses and sensitive habitats.”
The recovery and protection of organic soils,
including research to determine suitable plant
species and ensure optimal conditions in the areas
to be recovered, are also key issues to be considered
to guarantee the success of the program throughout
the life cycle of the operations, he said.
While environmental considerations played a large
role in development of the site, Antamina paid a
great deal of attention to the impact its operations
1/ Antamina has a number of
educational programs that provide
training for teachers and students and
focus on improving educational quality
and management in
41 schools.
1
2/ The Conchucos Valley, immediately
surrounding the mine, is a remote
area in Peru that has little access to
resources for development. Antamina
seeks to improve the living conditions
of its neighbors by working together on
health, education, infrastructure and
economic development.
3/ Antamina has strategic alliances
with several organizations, including
the Technological Institute of Huarmey,
to support education projects for
different population sectors in the
community.
would have on the people there. Through the
Minero Antamina Fund, the mine has committed
US$125 million in social programs, the most
significant amount invested in poverty alleviation
by any private company in Peru.
Antamina operates in an area with low economic
standards. The Conchucos Valley, immediately
surrounding the mine, is a remote area that has
little access to resources for development and was
at the mercy of terrorist violence in the 1980s.
“We think it’s important for our business objectives
to be aligned with the hopes and aspirations of the
people in these communities,” says Quijandría
“That’s why we are in constant communication with
them. Our goal is to improve the living conditions
of our neighbors and to do it in a responsible
manner, working together with the state, nongovernment organizations and, most importantly,
the community itself.”
The company has developed a number of programs
to improve education and health services, create
more productive farming, help in the development
of small businesses and support local culture and
heritage.
“We consider ourselves a part
of the local community,” says
Quijandría.
2
Producing copper and zinc
After two years of exploration and nearly four years
of construction, Antamina achieved commercial
production on Oct 1, 2001. Antamina estimated it
will produced 1.1 million tonnes (1.2 million short
tons) of copper concentrate and 600,000 tonnes
(661,400 short tons) of zinc concentrate during 2008.
Keeping the mill and concentrator fed is an aroundthe-clock task, as throughput averages 85,000 tonnes
(94,000 short tons) per day. To supply that ore, the
site moves 360,000 tonnes (397,000 short tons) of
material daily.
Antamina operates four Bucyrus 495B shovels
and six Caterpillar® 994D and 994F wheel loaders,
working with a fleet of 54 Caterpillar 793C and 793D
trucks. At least one of the loaders is operating as
a production loading tool at all times as the mine
operates five mining faces.
There are eight principal ore types and many other
variations. As a result, stockpile blending is done on
site. That task keeps one loader busy, and the other
loader works on clean-up jobs or as a substitute for
a shovel undergoing maintenance.
“We blend to optimize concentrator production,”
says Dan Gurtler, mine development manager,
“and we have achieved increased throughput and
recovery rates.”
The stripping ratio is about 2:1, which makes waste
removal a big part of the mining plan. The current
3
site is about 2 kilometers (1.2 miles) long and
1 kilometer (0.6 mile) wide. The highest elevation
is 4,800 meters (15,750 feet) and the lowest is a bit
more than 4,100 meters (13,450 feet), though the
excavated area is about 500 meters (1,640 feet) deep.
The first division of the material is done with a
simple rotary grinder, which has an average capacity
of 72,600 tonnes (80,000 short tons) a day. Huge
blocks of ore are reduced to 13-centimeter (5-inch)
blocks suitable for the concentrator plant. Once the
material is fractured, the loading process begins.
This product is sent on a conveyor belt through
a 2.6-kilometer (1.6-mile) tunnel that crosses the
mountain.
The nature of the minerals extracted at Antamina
made it necessary to design and build a highly
complex, state-of-the-art concentrator plant in
Yanacancha. Worth US$755 million, the plant has
a design capacity of 70,000 tonnes (77,000 short
tons) per day but is capable of processing 72,600
tonnes (80,000 short tons) of up to six different
types of material at the same time. The plant is
industry-leading in terms of automization, safety
and environmental respect.
Operating safely
The mine also is known for the high standards
it sets for safety. “It’s not the results, it’s not
the numbers and profitability that differentiate
Antamina,” says Ferreyros’ Durán. “It’s the safety
culture of the mine—the attitude. They think of
safety as a culture. We all learn from their efforts.”
Antamina requires everyone on the site—including
contractors and visitors—to follow strict safety
policies. Specific high-altitude physicals and
additional medical tests are required for everyone on
site. Antamina promotes the health of its workforce
by providing annual exams and partnering in
healthy lifestyle campaigns within the local
communities.
The site has adopted key systems to evaluate
and control risks, such as the Integral System of
Management of Risks at Antamina (SIGRA) and
Analysis of Security (AST).
The site also has a focus on transportation in
cooperation with the local communities. For
example, because of the challenging terrain, driving
after dark is not permitted.
“We have policies and procedures to monitor the
safety of everyone who visits Antamina,” says
Enrique Alania, manager of industrial safety,
health and logistics.
The mine provides ongoing training for truck
operators that includes the use of truck simulators
to reduce truck delays and reinforce safe operating
techniques. Mine-wide, the accident rate has
dropped from more than 17 reportable incidents
per million hours worked to 2.25 during the past
two years. Some of the success is attributable to a
communications program developed with input
from all supervisors, who meet one-on-one with
the equipment operators who report to them.
“We can see progress—but this
is an area where we will never be
able to stop working,” says Alania.
“We want to assure that everyone
is conscious of the risks and that
we work to control them in each
activity of the day.”
Focusing on improvement
Having already laid claim to the title of world's
largest producer of combined copper and zinc—
and having been recognized also for its social and
environmental contributions—Antamina managers
have their sights set higher as the mine transitions
from meeting world-class production goals to
instituting world-class operating and maintenance
systems.
“Every day we work to improve our processes and
achieve operational excellence,” says Saúl Lozano,
manager of continuous improvement. “Our initial
focus is on effective and efficient administration
of key processes using Lean and 6 Sigma tools.
By doing this—and maximizing the contributions
of our partners—we will succeed.”
For example, Antamina has instituted new haulage
road standards to deal with the tough condition of
the site. High altitude and 10 percent ramps out of
the pit present difficult conditions for the trucks and
truck operators. Weather adds to problems, as the
mine gets significant rainfall during the September
to May rainy season, and rolling resistance increases
while traction decreases. The new standards include
using selected, crushed rock for road base, crowning
for better drainage, and ensuring that all roads are
30 meters (98 feet) wide. The newest trucks are
equipped with the Caterpillar Road Analysis and
Control system (RAC) for detailed evaluation of the
roadways based on strut pressures. Six Caterpillar
16H motor graders handle road maintenance.
When it’s not raining, dust can be a problem. To
ensure a proper water supply during the dry season,
the mine has improved the water distribution
system. Three water tankers—two Cat® 777-based
tankers and a trailer package—constitute the current
dust suppression fleet. To help ensure safety, the
mine has instituted a policy of shutting down
sections of roads if they become too dusty. The
policy by itself focuses supervisors on remedying
dust problems before they become severe.
Antamina also has had the Caterpillar Global
Mining audit team evaluate wheel loader and motor
grader operations to identify inefficient operating
techniques. After identifying needed changes,
trainers worked with supervisors and operators
1
1/ The mine’s state-of-the-art
concentrator plant is industryleading in terms of automization.
The plant produces three types
of copper and zinc concentrates
as well as small amounts of
molybdenum, lead-bismuth
and bornite.
2
2/ Antamina’s maintenance group
is divided into three areas of
responsibility, with Cat dealer
Ferreyros taking care of the
mine’s fleet of Caterpillar tracktype tractors and motor graders.
first in the classroom and then in the mine. “We
eliminated many bad practices,” Gurtler says.
Building a maintenance team
Improvement efforts are not limited to the
operations department. Fleet management and
maintenance are moving forward, too. Beyond
the common problems of supply logistics and the
lack of trained technicians, Antamina is working
to change the organizational culture to improve
teamwork between the maintenance department
and operations.
“The maintenance department must be aligned with
the mission of our customer,” says Victor Pariona,
manager of maintenance. “And the production
department is our customer. We must work together
to improve reliability and to cost-effectively achieve
targeted prodution.”
Because the Caterpillar dealer, Ferreyros, and
Bucyrus Service Pro also provide maintenance
services at the mine, the maintenance group is
divided into three areas of responsibility. The
production group consists of Antamina employees
who maintain the truck fleet, wheel loaders and
wheel dozers. Bucyrus Service Pro handles the
maintenance of the shovels, and Ferreyros handles
maintenance of the mine’s 11 Caterpillar tractors
and the half-dozen Cat motor graders.
Dividing the maintenance tasks among three
organizations enables Antamina to meet its needs
for trained technicians. Ferreyros has provided
much of the training for Antamina technicians
maintaining Caterpillar equipment. In fact, many of
those technicians previously worked for Ferreyros.
Ferreyros also handles all Caterpillar component
rebuilds in its extensive shops in Lima. Additionally,
Caterpillar is working with Antamina to determine
optimized preventive maintenance schedules for
the 793C truck fleet.
The maintenance department continues to build its
maintenance planning program and to work toward
predictive maintenance—all as part of the Antamina
focus on changes that will bring long-term benefits
to the mine.
LoOking to the future
Antamina has a number of strategies in place
as it looks toward the future. A new model of
resources has been developed and research and
exploration continue.
“We have achieved significant progress in each
of our strategic areas,” says Quijandría. “We’re
working with the interest groups to assure a
sustainable future for the community beyond the
life of the mine. And we’re always conscious of
the need to show success in our co-existence with
others—improving the confidence the public
has in the mining industry as a source of growth
for Peru.” ■
MINING INDUSTRY EMPLOYS CREATIVE SOLUTIONS
TO SOLVE
SKILLS SHORTAGE
Workforce development is critical focus for many companies
One of the most difficult areas for the mining
industry has always been managing and
maintaining a skilled workforce. The industry is all
too aware of the importance of its human capital
and its direct impact on the bottom line.
As the demand for mining materials and the
number of new mining projects has grown over the
last five years, so has the importance of developing a
skilled workforce. At the same time, the industry is
dealing with the fallout from years when commodity
prices were low, students pursued better-paying
careers elsewhere and mining schools shrank.
Today, the average age of a production worker in
mining is close to 50. While current economic
conditions will ease some of the burden of skills
shortages, the industry cannot afford to be caught
short-handed during the recovery.
Even with no growth in its mining sector, Canada
will require 87,000 new workers over the next
10 years to meet demand. The Minerals Council
of Australia, in a recent report, estimated that
by 2015 Australia would need 70,000 employees
on top of the 120,000 it has now to keep up
with demand. An estimated 75,000 workers are
required to work in mines in South American
countries. While these numbers and time tables
may shift due to global economic conditions, over
the long term the demand for skilled labor in the
mining industry will still exist.
“I’m concerned that given the current economic
situation, employers might try to save money
by cutting staff and training,” says Anthony
Hodge, president of the International Council
on Mining and Metals (ICMM). “That’s exactly
what happened in the 1980s and 1990s, when
mining schools were reduced all over the world,
particularly in Canada and the United States. And
now, of course, the industry is facing a crisis in
human resources—there are some companies that
will have, in the next five years, retirements across
their systems of 40 to 50 percent of their people.
It’s absolutely without precedent.”
IDENTIFYING THE CAUSES
While growing demand for commodities had
dramatically increased the need for an expanded
workforce, the shortfall can also be attributed to a
number of additional causes. Like many industries,
mining is affected by retiring baby-boomers, who
possess a great deal of knowledge that has not been
passed onto a younger generation of miners.
In addition, changes in technology and general
modernization of the mining industry have
increased the training, education, and skills
required for the average worker. These changes
have not only made it more difficult to find
qualified employees, but they have also resulted
in higher salaries; longer, more intensive training;
and larger investments in human capital.
photos/ High-tech equipment and advanced
systems like those found on most mining
operations require a highly specialized
workforce. Many technicians are trained to
be specialists dedicated to certain activities.
Other causes of the shortage include:
• The specialized nature of some jobs in the industry
• A history of under-investment in the industry
during downturns
• A lack of awareness of the opportunities in mining
• A lack of promotion of the positive aspects
of the industry
• Remote locations of mining operations
• A history of fluctuating employment rates that
follow the boom and bust cycle
• Concerns about safety and managing the difficult
lifestyle that mining requires.
Ed Cullen, manager of the Global Manpower
Development Division at Caterpillar Inc., believes
the root cause goes back more than two decades.
“Twenty years ago, educational systems began
encouraging all students to go to four-year colleges,”
he says.
“This push de-emphasized the skilled
trades and now it seems that 80
percent of students, at least in
the United States, aspire to go to
college. Those who actually go to
college and graduate is a small
fraction of that number. We need to
re-emphasize that skilled trades are
a good career choice.”
Hodge says it’s important that mining is portrayed
as an industry focused on sustainability. “Graduates
are increasingly interested in the reputation of their
prospective employer, so any perception that mining
is a dirty business will do nothing to attract new
talent,” says Hodge, who in addition to his duties at
ICCM is a professor of mining and sustainability at
Queen’s University in Kingston, Ontario, Canada.
“I am in a privileged position to see just how excited
students are about the sustainability aspect of the
industry. Linking sustainability ideas and mining
makes sense to my students and brings a whole
new light to mining. At ICMM it is the same for our
members. I find this encouraging, though there is
much that remains to be done.”
“We need to work
with students
and their parents
to help them
understand the
opportunities
in industrial
careers such as
manufacturing,
mining and
ore processing.”
– ed cullen,
caterpillar
FINDING SOLUTIONS
Mining companies and the organizations that
support them are introducing new ways of
combating workforce challenges. To increase
retention and development of current employees,
companies are offering flexible hours, increased
salaries, ongoing training and clear career paths.
New employees are developed through in-house
training institutes; partnerships with colleges,
universities and technical schools; new training
techniques like simulators that speed learning;
mentoring programs with knowledgeable veterans;
and more.
photos/ Technician training combines classroom work
with experiential learning—giving students in-the-field
practice so they are comfortable and knowledgeable
at a hands-on level.
Companies also receive support from governments
and non-governmental organizations. For example,
institutions like Australia’s Mining Industry Skills
Centre, South Africa’s Chamber of Mines, and
the ICMM in the United States, conduct research,
report and deliver workforce development and
training initiatives to provide knowledge and
support to mining companies.
“We recognize the industry has to get more
involved,” says Cullen. “We need a grassroots effort.
There is no magic pill.”
While promoting the positive aspects of the mining
industry will help, Cullen believes it will also require
personal recruitment. “One-on-one relationships
will cause people to be interested,” he says.
GROWING A WORKFORCE OF TECHNICIANS
High-tech equipment and advanced systems like
those found on most mining operations require
a highly specialized workforce. Caterpillar,
Cat dealers and customers are addressing this
challenge with training institutes that are having
a significant impact on reducing the shortage in
their workforces.
Cat’s Dealer Service Technician Program, called
ThinkBiG, trains students to become dealer
technicians in many industries, including mining.
Currently, 19 programs are in place or under
development through partnerships between
Caterpillar, Cat dealers and community and
technical colleges.
The two-year, college-level program teaches students
how to service Cat equipment using cutting-edge
diagnostic and maintenance systems, advanced
technologies, and high-tech tools. Students
earn an associate’s degree that can be used for
further studies toward a four-year degree if they
choose. ThinkBiG combines classroom work with
experiential learning—giving students hands-on
practice with Cat machines and engines.
The program has graduated over 1,500 students in
seven countries, with the capacity to graduate 300
to 350 per year. More than 40 Caterpillar dealers
participate in ThinkBiG programs.
“If this opportunity had not appeared to me, I
would’ve had to emigrate to Spain to study and
work, said Carlos Arias, a ThinkBiG graduate from
Ecuador. “I didn’t want to go because I wanted to
graduate and work in my country.”
Other dealers, like Gecolsa, the Cat dealer in
Colombia, provide their own independent training.
Gecolsa created its Training Institute at its mining
business headquarters in Barranquilla as a source
of trained technicians and engineers to satisfy the
massive demand for resources for the mining sector
in Colombia.
“We anticipated the growth in demand
before it happened,” says Ricardo
Chegwin, Gecolsa’s technical
manager. “We simultaneously
implemented the plan to increase
the number of technicians and
engineers while we were expanding
our facilities.”
Gecolsa expanded its capabilities in its machine
shop, service shop and Component Rebuild Center
(CRC) in Barranquilla, as well as at its customer
work sites. “The brick and mortar expansion was the
easy part compared to human development.”
Gecolsa had provided training on a smaller scale for
many years, but recently improved and expanded its
program to train large numbers of technicians. In
2003 Gecolsa had 38 students (30 technicians and
eight engineers). By 2004, that number had more
than tripled to 118 (79 technicians, 24 engineers
and 15 technicians-in-training). In 2008, the
institute had 141 new technicians, 36 new engineers
and 37 technicians-in-training.
The Gecolsa institute focuses heavily on
technicians and engineers, educating primarily
students who have graduated from the Colombian
National Technical Institute. While these students
are already technically trained, the Gecolsa institute
provides training that is very specific to the
mining industry and its equipment.
“There are government-sponsored technical
schools that give young people the basics,” says
Luis Jiménez, operations manager. “Our course
provides intensive training on Caterpillar systems,
including engines, hydraulics, brakes, hoist,
powertrains, electronics and tools like VIMS and
Failure Analysis.”
The training provided by Gecolsa at the institute,
as well as ongoing training provided throughout
an employee’s career, are based on specific
competencies. These competencies address
government requirements while also meeting
the level of skills established by Caterpillar as
necessary to perform proper maintenance on its
machines. This combination has allowed Gecolsa
Institute to be recognized by the government as
an official Institute for Employment and Human
Development.
Gecolsa needs its engineers to be knowledgeable
at a hands-on level. “They can’t be scared of iron
and they can’t be scared to get their hands dirty,”
says Jiménez. “We want them to go through
a program with technicians and study with
technicians and eat and breathe with them during
their formal training.”
The institute’s program consists of 67 specific
skills that technicians will learn during their six
months of training—from the basics to systems
operation, preparing them to perform proper
maintenance, including component removal and
installation. When they are finished at the institute
and continue to grow their careers, they may reach
the advanced technical level and be qualified to
perform diagnostics. “When they reach that level,
then we have a complete technician,” says Carlos
Escorcia, training area coordinator. “In essence, we
are building a technician, step by step.”
In addition to technical skills, the Gecolsa Institute
includes intensive study in English, focused on
reading. Students also learn self-development
and effective communication skills, helping them
become more successful when interacting within
the company and with customers.
During the last three months—the practical stage
of the institute—the new technicians are joined
by experienced ones, creating a competitive
environment that improves the performance of
both groups.
“As these technicians develop their skills, we
make periodic evaluations so if we need
someone to perform a special task—electronic
troubleshooting, for example—we know who we
can call on to efficiently and confidently perform
the repair,” says Escorcia.
Building a team of specialists
A main focus of the institute today is on developing
more focused and specialized training based on the
tasks one or a group of technicians must perform.
It’s one of the main differences between the Gecolsa
institute and other training programs, such as
Caterpillar’s Think BiG.
“When these
students become
employees of
the mine, it has
a tremendous
economic impact
on them and their
families. They
can afford better
homes, better
living conditions,
better education
for their children,
and raise their
standard of living
significantly.”
– Ricardo Chegwin,
Gecolsa
“We don’t train technicians to do everything,”
says Chegwin. “They are not generalists at all.
They are trained specifically for tasks focused
wasn’t to be a school. We needed to certify
that students either can or cannot perform a
specific skill.”
“The challenge was where to get the simulators for all of
these skills we need to measure,” he continues. “So we
decided, ‘We’re going to build them.’ Then we said, ‘Where
do we get the manpower to build these simulators.’ And we
decided, what better way for students to learn than to build
the simulators themselves?”
Cat dealer Matco
builds unique
technician
training program
Matco was pleased when it got its first full Maintenance and
Repair Contract, for a fleet of 26 machines—mostly Cat 777s
and 992Gs—for a mining customer. But as the dealership
took on the responsibility of caring for this fleet, it became
apparent that it would also have to build a workforce of
technicians to do the job.
In response, Matco developed an aggressive plan to expand
its team, implementing a unique mining training program
that has helped increased its service—expanding its
workforce to nearly 450 technicians.
Matco looked inside its own organization, identifying the
most skilled technicians across all the industries it serves and
providing them additional training on mining equipment.
“Our top technicians were invited to take part
in a focused training program, says Alfredo
Fonseca, General Service Manager. “They learned
a lot about safety, and they spent six months on
the sites working with veteran technicians, doing
repairs and mine-specific maintenance.
“The best technicians earn a certification by Matco,” says
Fonseca. “And the best of the best get Cat-certified,” he says.
“Ten years have passed since the beginning of this
successful business relationship, and both the mining
customer and Matco have benefited,” Fonseca says. “This is
reflected in the growth both companies have experienced—
the customer fleet and Matco’s workforce have expanded to
about four times their original size.”
Building simulators—and technicians
Like other companies facing a shortage in technicians,
Matco began looking for a way to speed up the learning
process. As they considered options, they kept in mind
the adage: “What you hear, you forget. What you see, you
remember. What you do, you understand.”
“We decided to use hands-on simulators to
break the formal way we used to do training,”
says Fonseca. “We were doing classes, tests,
etc., which are important—but our goal
In partnership with a local university, Matco developed
the Programa Practicantes Internship Program, which takes
the school’s best students each year and gives them the
opportunity to learn at Matco. The majority of the interns
are studying to be electrical or electronic engineers. Interns
receive compensation for transportation and
other expenses.
Projects are defined based on service department needs
relative to training, technician development, operations,
etc. Local universities are solicited for candidates in their
sixth semester or higher. The new interns are introduced
to the service team and the project to be developed is
assigned. Once they are familiar with the project, a work
plan is presented.
The most common project is to design a training simulator.
Typically these are based on components donated from
Cat as a result of warranty failure. Matco interns have
developed dozens of simulators. The majority are engines,
but some projects simulate transmissions or hydraulics.
Others focus on topics like safety, contamination control
and service truck design.
From day one, the students are a part of the Matco
organization. “They feel like they are working in the
company, learning and preparing for real life. I treat these
guys like they were any other service engineer in the
company,” Fonseca says. “They are more than just students;
they commit to finishing the projects they are responsible for
in a timely manner. That kind of early commitment shapes
the character of our future service engineers.”
Reaping the benefits
“The results of the program have proven to be invaluable,”
say Fonseca. “The interns have fulfilled service department
needs through the development of lube trucks, training
materials, filtration and fluid dispensing systems, and
service shop control systems—all of which ultimately
lead to more efficient operations while reducing cost and
increasing revenues.”
Matco’s training philosophy has been modified as a result
of the training aids. The training is organized to provide
30 percent class time and 70 percent simulator time. The
results have been reflected in a rise in the technicians’
production capacity, parts and machine sales, and a
reduction of redo in the shop—which has been reduced
from 6 percent to 1 percent three years in a row; the Cat
benchmark is 2 percent.
mainly on maintenance activities at a customer’s
mining operation.
Gecolsa’s technicians are developed with skills
in very focused areas. “For example, we used to
develop preventive maintenance technicians—
technicians that are efficient and skilled in oil,
fluids, filters, etc.,” he says. “Now we’re developing
technicians that are specialized in activities like
removal and installation of major components in
mine sites and disassembly and assembly in the
CRC shop.”
Having dedicated specialists allows quicker repairs.
“The faster and more focused on the task we can be,
the better our customers’ machine availability and
reliability will be,” says Escorcia.
Community involvement
Another Gecolsa training institute recently opened
near the Colombian coal mining sector of La
Jagua in partnership with local mining companies
Drummond and Prodeco; Gecolsa; and the Servicio
Nacional de Aprendizaje (SENA), the country’s
National Training Service, which was created in
1957 as a result of the joint initiative of organized
workers, entrepreneurs, the Catholic Church
and the International Labor Organization. SENA
invests in the social and technical development of
the Colombian workers—offering and executing
vocational training for the integration of people to
productive activities that contribute to the economic,
social and technical development of the country.
The La Jagua training center will serve the mining
community by developing a diverse workforce and
creating opportunities in the various disciplines
within the mining industry. To Gecolsa, the new
center is an opportunity to respond to the intense
requirement for more technicians and engineers,
and also to meet the social need of the community.
“This training center has been a tremendous
benefit for the local community,” says Chegwin.
“It helps our mining customers address social need
and minimize the political issues by adequately
preparing people for employment.”
FOCUSING ON OPERATORS
In addition to finding and training skilled
technicians, mining companies and equipment
dealers must also address a shortage of skilled
operators to work in the mines. Gecolsa offers
training for all of the equipment it sells, supporting
that training with a trainer who travels to the site.
Special training modules also allow customers to
train their own new operators.
Typically, operator training consists of 10 hours in
the classroom, 10 hours in a simulator, 10 hours
on-site becoming familiar with the machine, and 10
hours operating the machine while being supervised
by a trainer.
Gecolsa believes it’s very important for its customers
to have their operators well trained—so they can work
safely as well as achieve the optimal cost-per ton.
Peter Salfinger, CEO of Immersive Technologies,
partners with companies to provide simulators—a
safe, effective learning environment. Simulators
train to a higher skill level, he maintains, by
providing a range of scenarios, production
techniques and emergency situations.
Research shows simulator-trained operators are
generally more productive on real machines.
Simulators also reduce costs by decreasing the
need for training supervision and lowering the
training time and machine operating costs.
They also offer training flexibility because training
is available at any time.
Simulator systems are also available through
Caterpillar. The Cat Virtual Training System (VTS)
teaches entry-level operators the basic machine
operation skills and application knowledge. Systems
“Simulators help
reduce training
times, which
sometimes are
up to 50 percent
shorter. An added
benefit is the
reduction in
maintenance costs
and less damage
to machines
because operators
are trained in
a controlled
environment.”
– Peter Salfinger,
immersive
technologies
are available for the M Series motor grader, large
hydraulic excavator, large wheel loader and medium
off-highway truck.
Salfinger said simulator technology has been well
received and is having a substantial impact in
developing countries, helping new mines get up and
running. An added benefit of the simulator training
is that it uses computer/video game type scenarios,
which a younger generation of potential employees
finds familiar and attractive. ■
New technology solves inconsistent
haul road
watering
Smart Watering improves safety, reduces costs
Mine sites have been controlling haul road dust the
same way for generations: Operators fill their water
truck, drive onto the haul roads (often at speeds
slower than the trucks around them) and then
quickly spread the contents of their tank. However,
the process of placing the right amounts of water
in the right locations with the right application or
spread of water is a much more complicated task,
requiring different approaches for different haul
road conditions. Add to this that mining operations
in some cases assign the task to less experienced
operators and it becomes easy to understand
why some mine sites are watering improperly—
compromising safety, wasting fuel and water and
even reducing tire life.
That’s why Caterpillar Inc. and some of it’s mining
customers have been cooperatively developing new
smart watering technologies: to make accurate
watering a simple, safe and efficient task for mines.
Safety issues
Improper watering creates ideal conditions for haul
road accidents. As a result of over-watering, haul
road surfaces become spongy and slick, causing
trucks (especially empty haul trucks) to lose traction
and slide. It can also cause engines to rev and tires
to spin, increasing fuel burn and reducing tire life.
Under-watering creates its own set of hazards, such
as allowing dust to permeate the site. These wakes
of dust reduce visibility and can tax the various
filtration systems on the machines, including those
serving the operator environment. Dry patches also
create potential hazards when directly adjacent to an
oversaturated patch of ground—especially on bends
in the road. If a truck starts sliding on a wet patch and
then hits a dry surface, a stopping-effect can occur
which could cause structural damage to the truck.
Smart watering
26 Cat Global Mining / Viewpoint / 2009:
2008: issue 5
The unique approach Cat and its customers have
created (and are currently testing) addresses these
issues by making use of a semi-automated onboard
watering system, controlled by a simple operator
interface. Within the cab, the operator chooses from
an array of specific watering conditions, selecting
the mode of operation that best describes the type of
haul road situation he is encountering.
Making use of specialized, smaller and highly
adjustable spray nozzles—which are placed closer to
the ground on a lowered spray bar for greater spray
control—the technology automatically applies water
to the surface of the haul road in an ideal spread for
each application. In addition to correct watering,
this automated approach enables operators to keep
their hands on the wheel and their eyes on the road.
The new technology also adjusts for the speed of the
truck, enabling the operator to travel more at the
speed of haul road traffic. And when the water truck
speeds up or slows down, electronic sensors on the
truck recognize the change in velocity (as well as the
amount of dust in the air) and the system regulates
water flow and activates the spray heads accordingly.
Better technique
During periods of peak demand, operators
tend to flood haul roads with streaks of water to
give themselves time to respond to other tasks.
Caterpillar has found that a more appropriate
approach, however, is to distribute water evenly
using spots or pulses. For this reason, smart
watering has been designed to spread water more
precisely in a staggered spray or drizzle formation.
Water is laid down in an even coverage—just
enough to control dust without causing slick or
spongy conditions.
This pulse or spot watering approach also saves
water. Engineers estimate a savings of 10 percent
over traditional watering techniques. And because
smart watering allows for travel at normal speeds
without revving the engine for higher revolutions,
engineers estimate an additional 10 percent savings
on fuel, as well.
“Typically, pulse watering is the ideal approach,”
says Caterpillar haul road support specialist Kent
Clifton.
“There are timers available today that
you can use to set cycles or rhythms
to give you those pulse patterns.
You can adjust them to your ground
speed, how much water you need and
how long of a duration for the spray.
Of course, the new smart watering
system will automate most of that.”
Additional savings
When purchasing a new water truck, the relative
costs of adding this smart technology will be
minimal compared to the value of the safety
improvements on haul roads. The potential
operational savings could make for an enormous
return on investment, as well.
Says Clifton: “When you water a haul road properly,
you make an impact not only on tire life, but on
component life, your brakes and your wheel groups.
You reduce your fuel burn. Ultimately, you make the
site safer for everyone.” ■
Controlled Water Cart—
developed by Thiess and Caterpillar
According to the Queensland Department of
Mines, at least one vehicle slides out of control
in Queensland every two to three weeks due
to haul road saturation. So mining contractor
Thiess spent two years developing its own
Controlled Water Cart for the Collinsville Open
Cut Mine in North Queensland. Much like the
projected Caterpillar design—and using a Cat
off-highway truck as the base—the Thiess cart
features:
• Automated water delivery based on truck speed
• Lowered spray bar with more, smaller
spray heads
• No water delivery below 5 kilometers
per hour (3 miles per hour)
Thiess soon rolled out its new technology to
nine other sites due to the success achieved
at Collinsville. Coupled with site changes like
greater operator training and accountability,
the Controlled Water Cart enabled Thiess to:
• Minimize its haul road accident rates
• Achieve plant maintenance savings
• Extend tire and transmission lives
• Reduce water usage by about 10 percent
• Reduce ongoing maintenance costs
“Controlled water solutions like the one
developed by Thiess are really in their infancy,”
says Clifton. “The technology has come a long
way already, but we’re well on our way toward
additional enhancements, such as a more
operator friendly interface.”
The Men of the Deeps:
Shining a light
on the miner’s life
Since 1967, The Men of the Deeps, a choir of
working and retired coal miners from the island
of Cape Breton in Nova Scotia, Canada, have been
singing of the work and lifestyle of the coal miner.
Their recent Caterpillar sponsored performances
during MINExpo 2008 were a moving tribute to the
mining industry’s hard-working men and women.
Dressed in the miners’ garb of coveralls and hard
hats, they made an impressive impact when they
walked to the stage in total darkness with their
helmet lamps providing the only light.
Organized in 1966 as part of Cape Breton’s
contribution to Canada’s Centennial Year (1967),
the group’s inception was an effort to preserve
in song some of the rich folklore of that island’s
coal mining communities. The group has
performed in every province and territory in
Canada, in a number of U.S. cities, the People’s
Republic of China and Kosovo in the former
Republic of Yugoslavia.
www.menofthedeeps.com
Russian contractor Transtonnelstroy, owner of
two LOVAT RME222SE Tunnel Boring Machines
(TBMs), recently contracted Caterpillar owned
LOVAT to perform a complete refurbishment
of both machines. After undergoing a
comprehensive inspection, the TBMs, originally
delivered in the 1980s, were modernized
and retrofitted with current technologies and
state-of-the-art safety equipment as part of the
refurbishment program. Both machines had
their diameters increased to support planned
future tunnel projects in Russia, including
a 2,691-meter (8,830-foot) long tunnel in
the Zapolyamaya Coal Mine in Vorkuta.
Refurbishment of the TBMs, performed
in Russia under the supervision of LOVAT
technicians, was completed in spring 2008.
Ground-Engaging Tools
feature hammerless
installation
Caterpillar® LM Series™ Ground-Engaging
Tools (GET) feature a new “hammerless”
retention system that improves safety and
productivity. The new Caterpillar CapSure™
tip-retention design allows tip installation and
removal using only a 19-millimeter (3/4-inch)
ratchet. The pin and retainer are integral with
the tip, so the technician needs only to turn
the side-mounted locking system 180 degrees,
exerting minimal force to activate the system.
Positioning access to the locking system on
the side of the tip reduces wear and results in
easier, faster tip replacement.
New underground truck
features more power
The new Caterpillar AD55B articulated truck
for underground mining with the Cat® C27
ACERT® engine features more power and
enhanced braking and retarding for faster
speed on grade and greater productivity. The
55-tonne (60.5-short-ton) capacity truck also
has new components and layouts for greater
reliability and easier maintenance. Operator
comfort and safety are enhanced with smooth
transmission shifting, a new system to absorb
shock, an ergonomically designed operator
station, and a safety interlock system that
automatically applies the park brake if the
operator fails to do so before exiting the cab.
» For more Caterpillar news,
visit www.cat.com
news cat
From
LOVAT refurbishing machines
to support projects in Russia
Shroud system protects
underground loader buckets
Cat to develop autonomous
blasthole drill system
Caterpillar’s new Mechanically Attached Shroud
System provides extended cutting-edge life
for buckets used on three Cat underground
loader (LHD) models—the R1700G, R2900G
and R2900G XTRA. The shroud system features
hammerless installation and removal, allowing
safe, fast shroud segment changes for reduced
downtime and increased productivity. The new
shroud segments are retained via a simple
mechanical system that incorporates a locking
pin and retaining piston secured with a cap
screw. The design offers protection for both the
top and bottom surfaces of the bucket lip, and
the shroud segments feature increased wear
material to prolong service life.
Caterpillar recently announced a development
program that will create an autonomous
system for blasthole drills used in surface
mining operations. Cat will design the drill
control program by building on the proven
software and hardware of the AQUILA™ Drill
System, which uses satellite navigation to
determine precise hole location and collar
height, enabling correct positioning of the drill
and accurate drilling depth. The autonomous
drill system will leverage the sensing and
motion technologies used in the Caterpillar
autonomous haulage system and will integrate
with the Cat autonomous mine infrastructure.
Cat celebrates 30 years
of high drive
Caterpillar recently marked 30 years since it
introduced the revolutionary high-sprocket
drive system on the D10 Track-Type Tractor.
Today, the high-drive system has become
an industry icon and continues to set the
standard for large dozer track systems. Well
over 100,000 high-drive tractors have been
sold around the world. Advantages include
a suspended undercarriage that keeps the
track on the ground in varying conditions,
providing outstanding balance and maximum
performance across all applications, a modular
design that helps simplify maintenance
procedures to reduce downtime; outstanding
operator visibility; and easy disassembly of
the tractor for easier transport.
Cat offers new learning
opportunities
Caterpillar’s Equipment Training Solutions
now include e-learning opportunities, as well
as instructor-led, simulator-based classrooms
and in-the-iron programs. The new e-learning
curriculum includes tips and techniques on
safety, machine inspection and operation.
Technology-enabled learning creates a new
type of classroom—one that is created when
users log onto a Web site, insert a disc or join
a virtual classroom. A Virtual Training System
using simulators is another key tool, providing
a safe environment to learn skills on hydraulic
excavators, motor graders, off-highway trucks,
wheel loaders and wheel tractor scrapers.
New remanufacturing facility
will serve emerging markets
As part of its plan to increase remanufacturing
operations and better support the mining
industry in Asia, Caterpillar has announced
it will open a new remanufacturing facility in
Singapore. The site will serve as the regional
source for remanufactured major components,
including mining truck engines, transmissions,
final drives and torque converters. The new
20,000-square-meter (215,278-square-feet)
facility will expand Caterpillar’s current
remanufacturing operations in the Asia-Pacific
region, which includes an existing facility in
Shanghai, China. The facility is expected to
be operational by mid-2010.
Cat earns sustainability
designation for eighth year
Caterpillar has been named to the Dow Jones
Sustainability World Index for the eighth
straight year and has retained the leadership
position in the Industrial Engineering sector for
the third year. The process involves a thorough
analysis of corporate economic, environmental
and social performance, assessing issues
such as corporate governance and citizenship,
risk management, branding, climate strategy,
supply chain standards, product stewardship
and occupational health and safety.
Viewpoint is published in English.
Text-only versions in Chinese, French,
Portuguese, Spanish and Russian are
available at www.cat.com/viewpoint.
Viewpoint es publicado en Ingles.
Versiones en Chino, Francés, Portugués,
Español, y Ruso disponibles en texto
únicamente a www.cat.com/viewpoint.
Viewpoint est publié en Anglais.
Les versions texte-seul sont disponibles en
Chinois, en Français, en Portugais, en Espagnol,
et en Russe à www.cat.com/viewpoint.
Viewpoint é publicado em Inglês.
Versões somente em texto em Chinês, Francês,
Português, Espanhol e Russo encontram-se
disponíveis no site www.cat.com/viewpoint.
Вьюпойнт публикуется только на
английском языке.
Переводы текста на китайский,
французский, португальский, русский
и испанский языки находятся на сайте
www.cat.com/viewpoint.
For a subscription, please e-mail your contact
information to [email protected]
www.cat.com
© 2009 Caterpillar | All Rights Reserved | Printed in USA
CAT, CATERPILLAR, their respective logos, “Caterpillar Yellow”
and the POWER EDGE trade dress, as well as corporate and
product identity used herein, are trademarks of Caterpillar and
may not be used without permission.
AEDQ0048

Minera Antamina

Transcription

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