1. THE AUSIMM PRESIDENTIAL ADDRESS FOR 2004 TO THE ILLAWARRA BRANCH – WEDNESDAY 11 TH AUGUST “AUSTRALIA: GLOBAL OR BUST” Dr. Ian Gould President 2004

2. GLOBAL CHALLENGES Internationalisaton Corporate Consolidation Sustainability Attraction and Retention GIVEN THESE DOES AUSTRALIA WANT TO RETAIN ITS COMPETITIVE ADVANTAGE IN THE RESOURCES INDUSTRIES? WHAT IS THE IMPACT ON AUSIMM?

3. MEETING THE CHALLENGES THE THREE “R’s” FOR AUSIMM SUCCESS Relevance Reputation Representation CAPITALISE ON DIVERSITY – AVOID DIVISION

4. THE 2004 AUSIMM REMUNERATION AND MEMBERSHIP SURVEY HIGHEST Representation (67% Very Important) AusIMM Bulletin (62% Often Used) Contact most often Local Branch (67%) AusIMM Codes (96% Important or Very Important) Technical Events (68% Very Important) Prof. Indemnity Ins (57% Most Important)

5. THE 2004 AUSIMM REMUNERATION AND MEMBERSHIP SURVEY 49% Globalisation Impacted. 69% AusIMM should do more Working in Remote Areas and Lack of Knowledge of Industry Major Reasons for Inability to Attract (96% Significant) Working in Remote Areas, Lifestyle and Prof. Fatigue Highest for Turnover 83% President’s Representational Role 72% Branch Structure Meets Needs

6. CONGRESS 2004 – AUGUST TOWNSVILLE ●Board Meeting (Codes, Finance) ●Congress (54 participants +) ●Awards Presentation – 2003 Awards ●Election of President 2005 – Dr Ian Gould ●Election of Directors 2005-7 ●Congress 2005 – Hunter Valley ●Start of Strategy Update - Watershed

7. OUTPUTS (1) Positive reinforcement current strategy and priorities are right Name and Logo – no change but new branding Promoting Industry as great career option Increasing size of Bucket (VET/PARA) Performance based Branch Funding Better ways to communicate OH&S recognition/Clarify CP Better induction processes/Professionalism Congress format greatly improved

8. OUTPUTS (2) Strategic Priorities: ●Branch roles and structures ●Influencing and catalysing ●Corporate and University support ●Attraction and Retention initiatives ●Promoting and understanding professionalism ●Open and efficient Organisation

9. REALITY CHECK 1.Valid If we achieve these priorities, will it really matter? 2.Actionable Can we realistically aspire to achieve these outcomes? 3.Not Replications Is someone else doing the job already? YOUR BOARD BELIEVES WE ARE: IN THE RIGHT GAME WE CAN WIN THERE IS NOT ALREADY A GOOD TEAM IN THE COMPETITION

10. ARE WE CONFIGURED TO SUCCEED? Requires actual and Perceived Unity and Collaboration We already have significant Internal and External Factionalisation Diversity within The Institute traditionally mainly accommodated by :- Geography (Branches) Disciplines (Geos, Mets, Engineers, Societies etc) Is this the most appropriate way to organize ourselves in an ever-changing world?

11. WHAT ARE THE NEW TIES THAT BIND IN THE 21ST CENTURY? Step changes in Globalisation, Communication and Knowledge Common Threats and Opportunities best define Interest Group. Types of Employment; eg. Self, Corporate, Consultant Field of Employment; eg. Industry, Academic, Government Expertise/Experience; eg. Planning, Exploration, Operation Personal Interest or Hobby International Focus

12. Ties That Bind Shared External Challenges (and Triumphs) eg: Rehabilitation Water availability Land access Taxation Regimes Commodity and Operational Issues Safety eg. Coal CF Metals Environment eg. Gold/Cyanide Use Technologies eg. Open Cut CF Underground Social and Community BUT NOT NECESSARILY TECHNICAL DISCIPLINES OR WHERE WE LIVE

13. ORGANISING FOR OUR DIVERSITIES – DO WE KNOW ENOUGH? Need to Know More about our Members More Sophisticated Interrogation/Research Identification of “Natural” Categories and Spread ALREADY WE KNOW THERE ARE STRONG DIVERSITIES BETWEEN BRANCHES, THEIR INTERESTS AND SKILL BASES

14. CONSULTANTS AND CORPORATES – SOME ANOMALIES Almost half AusIMM membership considers themselves as “Consultants” or “Contractors” Whether practicing or not Excluding Students, Graduates, etc. MICA’s approximately 200 members mainly in Sydney, Perth and Southern Queensland AusIMM membership skewed away from “Directly Employed Professionals” Membership bucket issues Growth of Consultants and Contractors MORE CORPORATE STAFF AND LEADERS SHOULD BE ENCOURAGED TO JOIN

15. ILLAWARRA BRANCH STRENGTHS Strengths: 37.5% over 55 whilst 23% are under 35 >21% are Students & Graduates 48% show Mining as their Preferred Interest Discip High number of Corporate Members (72.2%) but low numbers of CP’s (8%); also only 3 MICA members; However 38 Consultants (33%) 15% of Branch fall in Retired, Concessional, Honorary or waived category

16. ILLAWARRA BRANCH INTERESTS Interests in : Best practice Coal Mining Processing of Iron Ore and Steel making Tertiary Education and thus Students and new Professionals Technical Publications (Monograph 12 and Int. Transactions) Interest in Heritage WHAT ISSUES WITHIN THE UNIFIED INSTITUTE PRIORITIES CAN ILLAWARA BRANCH CHAMPION?

17. WHAT DO YOU THINK?

18. ILLAWARRA BRANCH MEMBER PROFILE 11% Concessional and Retired ! Grad e Company 0 0 7 6.25% 20 Students 14 Graduates 10 8.1% Members61 17.8% 12.5% 54.4% % AusIMM Fellows Associates Number Population

19. ILLAWARRA BRANCH CP’s & PREFERRED INTEREST GROUP Preferred Interest Group Total Geoscience 18 Mining Engineering 54 Metallurgy 17 Enviro 3 Management 5 Unknown 15 Totals 112 MICA Members 3