1 Beltana Development

2 Beltana Overview Process Control Continuous Improvement Summary

3 Beltana MG1 to 4

4 Beltana Located near Singleton. Started in December Set up as Individual Business Units.

5 Beltana Total of 21 Million tonnes mined to date. Total of 70 km of roadway driveage to date. 70

6 Beltana Development Drive 3.0m x 5.4m roadways. Install 4 x 1.8m roof bolts with 1.5m spacings. Install 2 x 1.2m rib bolts per 1.5m and once depth of cover exceeds 175m 4 x 1.2m rib bolts per 1.5m.

7 Equipment Used Single Miner Unit with: –1 x 12cm12. –2 x 10SC32 Shuttle cars 16 tonne pay load. –Stamler Breaker Feeder. (1700tph)

8 Process Control Beltana is set up as 3 Business Units that stand alone and are aligned to a process. –Development –Longwall –Services

9 Organizational Chart

10 Development Leadership Development Leadership

11 Process Control Development team responsible for everything.. –People –Production / Maintenance Strategies –Materials / Spares –Process Improvement –Short term plan –Costs –Rebuilds –Budgets The Process is not Operations and not Engineering it is Development.

12 Process Control Crew Supervisors run their shift and are accountable to the Development Coordinator. Undermanager's do not fill a traditional role.

13 Crew Leadership

14 Process Control Crew Supervisor’s have 12 men in their crew. One being a Maintenance Supervisor.

15 Process Control Crew’s are responsible and accountable for everything inbye the portal. Contractors are used for roads and stoppings only.

16 Beltana prides itself for sustainability. If a key person is out of the system then the process is sustainable. This is achieved by growing from within. Process Control

17 This is both formal and informal but is looked at as a part of the culture. You can’t manage what you don’t measure. This is achieved by planning involving the people, implementing, measuring, reviewing and re-measure. Continuous Improvement

18 Shift Start meetings. Shift reviews. Weekly Plan / Reviews. Continuous Improvement

19 Continuous Improvement Panel Panel Reviews. Panel Supervisors meetings. Hazard / Improvement Process. Panel Standards / Audits.

20 Continuous Improvement Beltana went from 4 to 7 Million tonnes per year. Development had to develop a process which could maintain a 7 million tonne Longwall. The following evolved.

21 Continuous Improvement 70/30m System Single Miner Unit (12CM30) 4m/hr system. 70m30m 100m CycleMetresCut RateProduction Section Advance DaysPer Cyclem/hrShiftsHoursShifts

22 Continuous Improvement 100m Pillar Single Miner Unit (1 x 2CM30’s) 4m/hr system. 12% improvement. 100m CycleMetresCut RateProduction Section Advance DaysPer Cyclem/hrShiftsHoursShifts

23 Continuous Improvement 100m Pillar Super Unit (2 x 12CM30’s) 5.8 m/hr system. 40% improvement 100m CycleMetresCut RateProduction Section Advance DaysPer Cyclem/hrShiftsHoursShifts

24 Continuous Improvement 100m Pillar Single Miner Unit (1 x 12CM12) 6.5m/hr system. 24 % improvement. Total Process Improvement 95% 100m CycleMetresCut RateProduction Section Advance DaysPer Cyclem/hrShiftsHoursShifts

25 Continuous Improvement People and the machines are the success to our process. Due to the fact that people were involved, they selected and then owned the machines and the process.

26 Continuous Improvement Ergonomics was a major consideration in our machine selection process. The following slides show the final result.

27 12CM12

28 Ergonomics

29 10SC32

30 Stamler Breaker Feeder

31 Stamler Breaker Feeder

32 Summary Our People are our No.1. asset. We Control the whole Process. We are committed to detailed Planning.

33 Summary The Process is owned by all stakeholders. We strive for very high Standards. High = Safe + Productive Standards Place Place Productive

34 Beltana Single Miner Unit Maintenance Pipe Extension Retics / DCB Section Advance 0