TMCC Corporate Information - InfoMine

1. INTRODUCTION 

Thyssen Mining – Focused on Safety, Quality and Cost 

TABLE OF CONTENTS 

2. ORGANIZATION 

• Who is Thyssen Mining? 

• History of Thyssen Mining 

• Thyssen Schachtbau GmbH, Germany 

• Thyssen Mining Construction of Canada Ltd. (“TMCC”) 

• Mudjatik Thyssen Mining Joint Venture (“MTMJV”) 

3. PHILOSOPHIES 

• Safety, Quality, and Cost 

• Vision and Value Statements 

• Commitment to First Nations 

• Commitment to Local Communities 

4. PERSONNEL 

• Corporate Organization Chart 

• Key Management Personnel 

• Key Project Personnel 

5. PROJECTS 

• Approach to Projects 

• Current Projects 

• Past Projects 

• Photos of Various Projects 

6. POLICIES 

• Safety Policy 

• Training Policy 

• Environmental Policy 

• Alcohol & Controlled Substance Policy 

7. SAFETY 

• Thyssen Safety Management Plan (“TSMP”) Summary 

• Six Year Safety Statistics 

8. CONTACT INFORMATION 

“Keep safety in mind as your constant companion…”

Thyssen Mining – Focused on Safety, Quality, and Cost 

INTRODUCTION 

Thyssen Mining is a leading underground mining contractor in the western U.S.A. and Canada and a world 

leader in shaft sinking. Our expertise includes: 

• Shaft sinking 

• Shaft boring 

• Mine development (level, ramp, and raise) 

• Mine operation (stoping, tramming, hauling, etc.) 

• Mine rehabilitation and dewatering 

• Ground control 

• Raise boring 

• Raise mining 

• Road header operation 

• Civil tunneling 

• Civil and mine construction 

• Mechanical and electrical installation 

• Ground freezing 

• Grouting 

• Shotcreting 

• Project management 

Thyssen Mining has operated in North and South 

America since 1960. It is part of the Thyssen Group of 

Getchel Mine Headframe, Nevada 

The Thyssen Schachtbau Group of Companies are world leaders 

in shaft sinking with over 300 shafts sunk around the world. 

Companies, which has operated since the late 1800’s. The Thyssen Group is recognized around the world as 

one of the pre-eminent names in mine construction and has a network of companies operating internationally 

around 

the world. 

The vision of Thyssen Mining is to be the premier mining contractor in North and South America. Our desire is 

to 

be the “Contractor of Choice for Employees, Clients, Partners and Suppliers.” 

Thyssen Mining has specific goals and objectives. We will have the lowest significant incident frequency in the 

industry (total combined lost time, medical aid, and first aid 

injuries per 200,000 man-hours worked). We will be the most 

productive, cost efficient, and well-managed contractor in the 

industry. We will be the most profitable, financially sound 

contractor in the industry and return dividends to our 

shareholders. 

Thyssen’s Focus 

“Safety, Quality, Cost” 

To achieve the above, our focus is on “Safety, Quality, and 

Cost”. Every employee understands these three words, and 

they are part of our management culture. Everyone works to 

continuously improve the company in all areas, to make us the 

most 

attractive contractor in the industry for our clients. 

With regard to safety, we provide training and support for all 

our employees, supervisors, and managers. We have 

developed the Thyssen Safety Management Plan (“TSMP”), 

which we believe is the best safety management plan in the 

industry. We have Safety, Training, Environmental, and 

Alcohol & Controlled Substance Policies and back their 



implementation at all levels of management. We conduct Safety Audits and Employee Perception Surveys of 

all our sites twice per year to ensure compliance and measure implementation of our programs, policies, and 

procedures. 

In conjunction with our clients, we have developed work procedures, standards, and policies for use on all our 

sites. We have highly experienced, professional Project Managers, Project Superintendents, Supervisors, 

Engineers, Administrators, and Work Crews. Many of these people have worked for Thyssen Mining for much 

of their career, and understand the work ethic and professionalism we endeavor to bring to all projects so the 

work is completed to the highest standards possible. 

Thyssen Mining utilizes JDEdwards software and utilizes 

Project Management Controls for all our projects. These 

project controls are initiated in the bidding/budgeting 

process, and are then implemented on site for each project. 

Daily, weekly, and monthly reporting controls exist to 

allow monitoring of labor, material, and other costs, as 

well as schedule and productivities. Whenever feasible, all 

project sites are linked to head office through a computer 

network, allowing information to travel between sites and 

head office, or directly from site to site. For example, all 

our safety information, procedures, and policies are 

available to all sites through our computer system. 

Thyssen Mining is also a leading innovator in introducing 

new technology and methods to the mining industry. 

Over 40 years ago our Company introduced freezing 

technology in North America and has used it to sink over a 

dozen shafts in the Canadian potash industry. Over the 

years, we have been involved in the introduction of 

roadheaders, the V-mole shaft borer, electric- hydraulic 

shaft jumbos, and raise boring to the North American 

mining industry. Today we continue to be on the forefront 

of technology and work closely with equipment suppliers 

and clients to make mining safer and more cost effective in 

an increasingly competitive industry. 

P lease review the information outlined in this 

Qualification Document to gain a more thorough 

understanding of Thyssen Mining. Additional information 

on our Company can be found at our web site at www.thyssenmining.com 

Thyssen Mining has and will continue to be a leading 

innovator of technology in the mining industry. 

Do not hesitate to contact us for additional information, and please consider Thyssen Mining for any and all 

projects you may have. Our contact information is included in Section 9 of this document. 


Who is Thyssen Mining? 


THYSSEN MINING ORGANIZATION 

For the purpose of simplification, Thyssen Mining, in this document, refers to any and all of the Thyssen Group 

of Companies that currently operate in North America. These companies currently include: 

• Thyssen Mining Construction of Canada (“TMCC”) – Canada, U.S.A., South America; 

• Mudjatik Thyssen Mining Joint Venture (“MTMJV”) – northern Saskatchewan; and 

These companies are part of an international group of companies, owned and controlled by Thyssen Schachtbau 

International B.V. 

History of Thyssen Mining 

Thyssen Mining’s roots go back to the Industrial Revolution in Europe and the 

company’s founder, August Thyssen (1842 - 1926). August Thyssen was born to 

a poor family in the Rhineland, but quickly became a self-made millionaire 

through use of vertical integration of his companies. Recognizing the vast natural 

resources of the Ruhr for iron and steel production, Thyssen literally transformed 

the region and is considered one of the fathers of the Industrial Revolution in 

Europe. 

In 1867, Thyssen founded his first rolling mill. In 1871, he established the firm 

“Gewekschaft Deutscher Kasiser" that united all his coal and steel companies 

under one name. The company sunk its first shaft in 1871, in the Hamborn 

coalfield. In 1905, the company began including shaft freezing techniques within 

its field of operations. The company sank two shafts in Belgium in 1911, its first 

international work. 

Thyssen purchased land, mines, steel plants, railroads, ships, and docks to vertically integrate his businesses 

from source to market. In 1919, he formed Thyssen Schachtbau GmbH which detached itself from the main 

Thyssen Group. Thyssen’s holdings eventually extended from Germany to France, Belgium, the Netherlands, 

India, Russia, and South America. His companies became the biggest coal operators in Germany and, by the 

outbreak of World War I, Thyssen’s companies employed 50,000 workers and produced over one million tons 

of steel and iron per year. The Thyssen family had become one of the world’s wealthiest families and, at the 

time of his death in 1926, the Thyssen family’s holdings were estimated to be 

worth more than 100 million dollars. 

Fritz Thyssen (1873-1951) 

Leading German Industrialist 

August Thyssen (1842-1926) 

A founder of the Industrial 

Revolution in Europe 

Fritz Thyssen (1873 - 1951) succeeded his father and took over the family’s iron, 

steel, and coal business at the age of 53. Fritz was a leading German industrialist 

and engineer, and a shrewd businessman. He combined the family holdings into 

a trust (Vereinigte Stahlwerke AG (United Steelworks Co.) that controlled more 

than 75 percent of Germany’s coal reserves and employed over 200,000 people. 

In 1939, Fritz Thyssen fled Germany and went to Switzerland. Hitler confiscated 

the family fortune and Fritz was stripped of his German citizenship. Fritz 

Thyssen moved to France in 1940 and, in 1941, as he was about to flee to South 

America, the Vichy government, under the control of Germany, arrested him. He 

and his wife spent the remainder of the war in German prison camps such as 

Dachau and Buchenwald. After the war, Thyssen was able to regain some parts 

of the family fortune. However, he died in 1951, at the age of 77, and his wife, 

Amelia zur Helle Thyssen (1878 - 1965), inherited what was left of her husband’s steel and coal empire. 



In the break up of German heavy industry imposed by the Allies following World War II, the Vereinigte 

Stahlwerke was liquidated, and the steel-making firm, August Thyssen-Hutte AG, was one of 18 companies 

created from the remains. This company became publicly owned in 1953 and grew rapidly in the post-war 

economic boom. It acquired several other major West German steel makers in the 1960’s and became the 

nation’s largest steel producer. The company diversified in the 1970’s, renamed itself Thyssen AG, and 

branched out into the manufacturing of building and construction products, industrial production systems, 

elevators, and other goods. In 1997, Thyssen AG and rival, Krupp GmbH, merged their steel operations into a 

joint venture named Thyssen Krupp Stahl AG, the third largest steel maker in the world. 

After World War II, Thyssen Schachtbau GmbH became the main private holding of the Thyssen family. Under 

Amelia zur Helle Thyssen, the company continued to grow and diversify into mining, construction, and 

manufacturing. The company also expanded internationally through acquisitions and the start up of new 

enterprises. 

Thyssen Group 

Today, The Thyssen Group, through subsidiaries, partnerships, and joint ventures, works internationally in 

Europe, Great Britain, Africa, Asia, Australia, and North America. The company is privately owned by Count 

Claudio Zichy-Thyssen (1942 - present), the great-grandson of industrialist August Thyssen. 

The company has sunk over 300 shafts worldwide for a total depth exceeding 150,000 meters. In addition, the 

company has competed hundreds of thousands of metres of tunnels and lateral development utilizing a variety of 

equipment such as road headers, tunnel boring machines, and drill jumbos. The company is recognized around 

the world as one of the pre-eminent names in mine construction. Thyssen Group’s business units include 

Mining International, Mining Germany, Production Germany, Construction Germany, and Construction 

International (see attached figures). 

Thyssen Mining Construction of Canada (“TMCC”) 

Thyssen Schachtbau GmbH originally started working in North 

America in 1960 through a joint venture company called 

Associated Mining Construction ("AMC"). AMC was formed to 

sink shafts in the newly developing Saskatchewan potash 

industry, using freezing techniques imported from Germany. 

During the next decade, the company sunk over 9 major shafts in 

the province. 

Thyssen Mining – Operating in North and South 

America since 1960 

In 1972, with the potash industry maturing, AMC was 

restructured, taken over by Thyssen Schachtbau and its name 

changed to Thyssen Mining Construction of Canada Ltd. as 

Thyssen Schachtbau took 100 percent control of AMC. The 

company diversified into other areas of the mining industry, and 

expanded in western Canada. Expansion included increasing the 

type of contracting work performed and the minerals worked in, 

and TMCC became a full service underground mining contractor 

for the North American mining industry. 

In the 1980’s and 1990’s, the company continued to expand into 

Canada and the United States. Today, we are world leaders in 

shaft sinking technology and are involved in joint venture 

projects around the world. 


Mudjatik Thyssen Mining Joint Venture (“MTMJV”) 


In 1997, TMCC and Mudjatik Enterprises Inc. formed a joint 

venture partnership to provide mining services in northern 

Saskatchewan. The Mudjatik Thyssen Mining Joint Venture 

(“MTMJV”) was the first of its kind in Canada, and serves as a 

model to the industry. The structure of the joint venture is 50 

percent owned by Mudjatik Enterprises Inc., a First Nations 

owned company, and 50 percent owned by TMCC. TMCC acts 

as the manager/operator. 

MTMJV has gained a reputation as a leading supplier of underground development and mining services. Since 

its inception, the MTMJV has completed work at: 

• Cameco Corporation, Eagle Point Project; 

• Cameco Corporation, Macarthur River Project; 

• Cogema Resources Inc., Cluff Lake Project; and 

• Cigar Lake Mining Corporation, Cigar Lake Project. 

The joint venture provides excellent employment and training benefits for First Nations and Metis residents of 

northern Saskatchewan. This, in turn, contributes to the economic and social well being of the region. 

TMCC is currently negotiating similar joint venture relationships with First Nation groups located throughout 

Canada. TMCC recognizes the rights of First Nations to participate in development of mining projects, and is 

committed to working with them to advance First Nation economic opportunities, while, at the same time, 

preserving their cultural and environmental needs. 



Thyssen Mining – The Contractor of Choice 

TMCC Raise Boring at McArthur River 


Thyssen Mining International Joint Ventures 


Thyssen Mining works internationally through other companies in the Thyssen Schachtbau Group. This work 

often takes the forms of internal joint ventures within the business units of the company, and also with external 

partners. Recent joint venture projects throughout the world are as follows: 

• Thyssen Schachtbau/Byrnecut/RUC Joint Venture - joint venture formed to complete shaft sinking and 

lateral development for Barrick’s Bulyanhulu Mine, Tanzania; 

• Thyssen Schachtbau /RUC Joint Venture - joint venture arrangement for shaft boring in Africa; 

• Thyssen Mining International Joint Venture - joint venture completed for development work at Tara 

Mine, Ireland. 

• Byrnecut/RUC/TMCC Joint Venture – joint venture formed to complete shaft sinking for Newcrest 

Mining Limited, Telfer Project. 

The advantage of such joint venture agreements is that it brings the financial strength and technical expertise of 

various partnering groups together to complete projects. It allows equipment and manpower to be shared 

between the partners, lowering costs for the clients. It also allows technology and knowledge transfer, which 

strengthens each of the partners, as well as the client. 

Thyssen International Joint Ventures allow technology and knowledge transfer between the partners and the client 


Thyssen Mining 

Construction of Canada 

(TMCC) 

(100%) 


Construction Inc. 

(TMCI) 

(100%) 


Construction of Australia 

Pty. Ltd. 

(100%) 

Byrnecut 

Mining 

(Australasia, Africa) 

(70%) 

Jetcrete Australia Pty. 

Ltd. 

(71%) 

Thyssen Schachtbau 

Mining Division 

(100%) 


Shaft Sinking and 

Drilling Division 

(100%) 

GSES Gluckauf 

Sondershausen GmbH 


Group of Companies 


Engineering Division 

(100%) 

Emscher Aufbereitung 

GmbH 

(100%) 

Micro Cabon Brennstoff 

Technik Gmbh 

(50%) 


Construction Division 

(100%) 

ASD Asbestdeponie 

Gmbh Thuringen 

(25%) 


Rohrtechnik Gmbh 

(100%) 

DIG Deutsche Innenbau 

Gmbh 

(100%) 

TIMM Fliesen GmbH & 

Co. KG 

(100%) 

AMPO Modulair B.V. 

(100%) 

Ostu-Stettin 

Hoch und Tiefbau 

GmbH 

(88.6%) 

Ostu-Stettin Projecktbah 

GmbH 

(100%) 

Stettin Hungaria Kft. 

(100%) 

Ostu Stettin Tunnelbay 

GmbH 

(100%) 

Thyssen 

Great Britain Ltd. 

(100%) 

Thyssen 

Construction Ltd. 

(100%) 

Thyssen 

Engineering Ltd. 

(100%) 

Thyssen Mining and 

Technical Services 

Limited 

(100%) 

Thyssen Insurance 

Group Limited (100%)

W 


Construction of 

Canada (TMCC) 

100% 


Construction Inc. 

(TMCI) 

100% 

N 

S 

E 

Thyssen Mining International 

Thyssen 

Schachtbau GmbH 

(Parent - 100%) 

Byrncut Mining Pty 

Ltd. 

(70%) 

Jetcrete Australia 

Pty. Ltd. 

(71%) 


Construction of 

Australia Pty Ltd. 

(100%)

SAFETY, QUALITY, AND COST 

Thyssen Mining is committed to a management culture that is focused on “Safety, Quality, and 

Cost”. All of our employees strive to excel in each of these areas, as part of our goals to be the 

premier underground mining contractor in the North America and to be the contractor of choice 

for employees, clients, partners, and suppliers. 

We are committed to having the lowest significant incident frequency (“SIF”) in the industry. 

The SIF represents the combined lost time, medical aid, and first aid accident per 200,000 man 

hours worked by Thyssen Mining employees. In order to achieve this, we provide training to our 

employees and to also provide the best possible supervision and management. We have 

implemented the Thyssen Safety Management Plan (“TSMP”) and are committed to following 

the Plan at all levels of management and in the work force. 

Thyssen Mining is committed to providing the best quality work done by any underground 

mining contractor in the North America. We achieve this by hiring the best people available and 

providing the best management and supervision available. Most of our personnel are long time 

employees of the company and have a commitment to excellence. We have implemented the 

Thyssen Mining QA/QC Manual to set standards and allow measurement of quality for our 

projects. 

We are committed to minimizing cost for the client without sacrificing safety or quality. This is 

accomplished by use of project accounting and project management controls, supply and 

equipment agreements, minimization of overhead costs, and through selection of the best project 

methodology in the bidding process. We utilize a formal risk management analysis as part of our 

bidding process, and address risk as part of our cost estimates.

VISION STATEMENT 

Thyssen Mining’s goals are to: 

VISION AND VALUES STATEMENTS 

• Be the premier underground mining contractor in North America; 

• Be the mining contractor of choice, for employees, clients, partners and suppliers; 

• Be the mining contractor with the lowest significant incident frequency in the industry; 

• Be the most productive, cost efficient and well managed contractor in the industry; and 

• Be profitable, financially sound and return dividends to our shareholders. 

VALUES STATEMENT 

Thyssen Mining places the utmost value on: 

• Commitment to and from our employees, clients, partners and suppliers; 

• Commitment to and from the community where our projects are located; 

• Commitment to advancing the mining industry as a whole with the public; 

• Technical innovation and excellence; 

• Maximization of productivity without sacrificing safety; 

• Minimization of the significant incident frequency; 

• Protection of the environment; 

• Employee training and personal development; and 

• Continuous improvement.

COMMITMENT TO FIRST NATIONS 

Thyssen Mining is committed to working with First Nations groups individually and jointly to 

ensure the benefits from mining are transferred to those persons and communities that are 

affected by mining projects. 

We recognize the right of First Nations to participate in the development and operation of mining 

projects, and we are committed to help to advance First Nations’ economic opportunities. We 

also recognize the additional needs for First Nations to preserve their culture and to protect the 

environment, and will endeavor to address these concerns. 

Thyssen Mining is committed to hiring First Nations persons and providing training and 

employment opportunities. It is our goal that the opportunities and training provided by Thyssen 

Mining will have long-term social and economic benefits for the individual, as well as the 

community. 

It is our desire to establish joint venture business arrangements with First Nations as a means of 

developing business opportunities in the mining industry. Thyssen Mining recognized the 

advantages of having First Nations as business partners and, in return, is committed to 

transferring knowledge, training, and expanded opportunities back to the First Nations.

COMMITMENT TO LOCAL COMMUNITIES 

Thyssen Mining recognizes the need to support local communities associated with mining 

projects and the need for the company to represent itself favorably with local residents. Thyssen 

Mining also represents the client in the community and understands that the actions of our 

employees in the community also reflect on the attitude of the residents towards the client. 

With the above in mind, Thyssen Mining tries to hire and train locally whenever possible. This 

is difficult, as contracting projects are generally short in duration, require highly skilled labor, 

and increased training costs also increase contract costs for the client. However, Thyssen Mining 

is committed to working with the client to maximize local recruitment of employees for its work. 

Thyssen Mining also requires its employees to sign a pre-employment agreement indicating that 

they must represent themselves professionally and suitably in the community. Failure to do so 

will lead to their dismissal. While we cannot control an employee’s actions during non-working 

hours, we have taken steps to minimize any potential problems and have the ability to terminate 

employees for poor conduct in the community. 

Thyssen Mining is committed to working with our clients to enhance the public image of the 

mining industry in the community and in the public.

Shop Manager 

Dwayne Metz 

Shop Clerk 

Judy Schwartz 

Purchasing Clerk 

Jeff Schaeffer 

Shop Mechanics 

Manager 

Northern Projects 

Colin Wilson 

Vice President 

Operations 

Volker Ebert 

Manager Potash & 

Misc. Projects 

J.D. Smith 

US Projects 

Manager 

Raiseboring 

Colin Wilson 

Raiseboring 

Superintendent 

Al Turtle 

Chief Engineer 

Jerzy Konopka 

IT Coordinator 

Mike Selinger 

President 

Rene Scheepers 

Manager Bus. 

Dev. & Contracts 

Adrian Bodolan 

Manager, Safety 

Dave 

Speerbrecker 

Safety 

Coordinator 

Rob Marlatt 

Executive 

Assistant 

Kim Ebert 

Receptionist 

Gabriela Buttner 

Human Resource 

Coordinator 

Carmen Firlotte 

Payroll 

Administrator 

Debbie Hubich 


Organization Chart 


Finance 

Jim Haines 

Controller 

Lisa Burko 

Acountant 

Pete Ehrmantraut 

Account Payable 

Administrator 

Eileen Lindemann

KEY PERSONNEL 


Resumes of key Thyssen Mining personnel are attached. Thyssen Mining has considerable international 

operating and project experience as reflected in the depth and variety of the resumes. 

Thyssen Mining Management Personnel 

Thyssen Mining’s management is made up of personnel with considerable international expertise. This 

experience and diversity of background allows the Company to support clients in major and minor projects and 

to provide clients with solutions to difficult problems that can impact a company. Their knowledge and 

experience in completing projects can significantly cut costs for clients and help ensure that projects are 

complete on schedule and budget. 

Key Thyssen Mining management personnel include: 

• Rene Scheepers, President: 24 years of International underground mine operations and contracting 

which includes experience as a miner and supervisor and on-site engineering and management duties. 

His experience also includes responsibility for general management of large mining contracting 

companies. 

• Volker Ebert, Vice President, Operations: 26 years experience in underground speciality mining in 

Canada, U.S.A. & Germany. He has comprehensive expertise in mining supervision, engineering 

design, construction and operation of mining and industrial facilities and has unique expertise in 

specialized shaft sinking, shaft boring, longwall operations, roadheader applications and in a patented 

mining system in vertical veins. 

• Colin Wilson, P.Eng., Area Manager, Northern Operations: Mine Engineer with 22 years experience in 

underground mine operations and engineering. 

• J.D. Smith, P.Eng, Area Manager, shaft sinking and special project: 22 years experience in Canada and 

U.S.A. 

• David Speerbrecker, Manager – Occupational Health & Safety: 18 years experience in safety 

management with Thyssen Mining. 

• Adrian Bodolan, Manager, Project Controls: 20 years of mine engineering and project administration in 

Europe and Canada. 

Total Combined Experience: 132 years Average Experience: 22 years 

International Experience: Canada, U.S.A., Germany, Australia, Australia, Argentina, Chile 

Key Administrative Personnel include: 

• Jim Haines, CA, Vice President Finance: Chartered Accountant with 17 years of experience in public 

practice, the public sector and industry. While in public practice, he was involved in accounting, 

auditing and corporate and personal tax planning. In the public sector, he was involved in the 

implementation and administration of the Goods & Services Tax. 

• Dwayne Metz, Equipment & Shop Manager: 11 years experience in heavy equipment. 

• Jerzey Konopka, Chief Engineer: 40 years experience in underground mine design and construction with 

specialty in shaft construction. 



• Carmen Firlotte, Human Resource Coordinator: has been involved in Thyssen Mining’s Human 

Resource area for the last 19 years, including ten years in the Payroll Department. She has extensive 

experience in the areas of payroll, pension plans and Workers’ Compensation. 

• Mike Selinger, IT Coordinator: 7 years experience managing a computer network with several remote 

sites. He is proficient with the installation of computer software and hardware, diagnosis and troubleshooting 

of software/hardware problems, providing technical support for end-users, software and 

application development, installation of computer networks including cabling and connectivity, 

development of software and database applications using Lotus Notes, Microsoft Access and Microsoft 

Outlook and computer and network management. 

Thyssen Mining Project Personnel 

The Company has a core of experienced site managers and supervision currently working on projects. Most of 

their personnel have worked for Thyssen Mining for a significant number of years, and the Company has 

invested in their personal development and growth. In return, these people bring considerable expertise to any 

project, and allow for quick mobilization and completion of work on schedule and budget. 

• Ray Hagel, Project Superintendent: 40 years experience in all aspects of mine development and 

construction. 

• Pierre Rancourt, Project Manager: 36 years experience in underground contracting in Canada and 

U.S.A. 

• Fred Hurley, Project Superintendent: 34 years experience in underground operations, which have 

included TBM tunnels, shaft sinking, ore pockets, grouting, shotcreting, driving raises, drifts, inclines, 

declines and rehabilitation projects. He is experienced in cut and fill; block caving and shrink stope 

mining methods and has 26 years experience in a supervisory and management capacity. Employment 

responsibilities have included hiring, planning, scheduling, estimating, purchasing, budgeting, cost 

control, and safety training. 

• Glenn Jacobson, Project Superintendent: 31 years experience in shaft sinking, development, and 

construction. He has comprehensive shaft sinking and tunnelling experience using both conventional 

and mechanical methods of excavation and is also experienced in setting up surface support plants and 

systems such as freeze plants, water treatment plants and compressed air systems. 

• Steve White, Project Superintendent: 30 years experience in shaft and tunnelling development and is 

experienced on Robotic carriers, Aliva pumps and predampers and has a strong background in various 

ground support techniques as well as safety programs 

• David McIntyre, Project Superintendent: 24 years experience in shaft sinking and development. His 

experience covers nearly all aspects of mine development and includes shaft sinking, lateral 

development and training. 

• Cal Pelican, Project Superintendent: 24 years experience ranging from experience ranges from shaft 

sinking to drift mining and construction, and includes grouting, shotcreting, blasting, diamond drilling 

and supervision in hard rock and potash mines. 

• Al Turtle, Raise Bore Site Superintendent: 25 years of raise bore experience, operating Redbore 40, 

Robbins 61-R, 71-R, 82-R, 85-R, 97-RL and Ingersoll Rand RBM-7 machines. 



• Mike Johnston, Raise Bore Site Supervisor: 27 years experience in operating Subterranean 003, 

Robbins 61-R and 85-R and Ingersoll-Rand RBM-7 raise bore machines. He has drilled in excess of 

50,000 lineal feet of conventional raises of various diameters and has also drilled horizontal and blind 

bore holes as well as a raise in frozen ground. 

Total Combined Experience: 271 Years 

Average Experience: 30 Years 

International Experience: Canada, U.S.A., Britain, Brazil, Germany, Australia, Chile, Philippines, the 

former Soviet Union, China, Greece, Mexico and Peru 

Thyssen Mining Employees 

Thyssen Mining has developed a core of dedicated employees and has provided them with training and 

experience on a variety of projects. This core of employees can be drawn on for any project, ensuring that the 

best people available are mobilized for any job. Resumes of these employees can be supplied upon request. 


TEAM MANAGEMENT - 

THE PREFERRED APPROACH TO PROJECTS 

In all projects, there is a significant amount of risk born by the owner and the contractor in 

completing work on budget and on schedule. This can be due to a number of factors such as 

unknown ground conditions, water problems, project financing and permitting delays, etc. which 

are beyond the control of both parties. Recognizing this, Thyssen Mining prefers to take the 

"Team Management" approach to implementing projects, working with the owner and other 

parties to the mutual benefit of all. 

Team management involves a partnership or alliance between the owner, contractor and other 

associated parties (such as engineers, project management firms, other contractors, consultants, 

etc.). The concept is to create a Project Team that integrates personnel from all the combined 

parties to create a group that is dedicated to the completion of the project. 

For example, in an operating mine, the owner might assign a Project Facilitator to a given project 

to ensure that manpower, equipment, material and supply movement are optimized and 

prioritized for both the owner and the contractor. This Project Facilitator may be required to 

report to the Project Manager who may be from the contractor. 

The advantage of such approach is to allow the owner and contractor to better manage risk based 

on the fact that all parties work together drawing upon expertise of the group to come up with 

viable solutions to problems. Administrative costs are minimized by eliminating the overlap of 

tasks that are generally carried by separate parties, but are now carried out by a dedicated project 

team. Communications for the project is improved, schedules and budgets are better met, and 

management of the contractor and owner work together rather than in adversarial rolls. 

The ultimate result is to allow the contractor to minimize the cost of risk in the bidding process, 

ultimately lowering the contract bid. A mechanism is in place to deal with risk, if and when it 

occurs, and manage the impact on project costs and schedules. 

Thyssen Mining is prepared to work with our clients using an "open book" bid approach and/or 

work on a target price basis. We are prepared to review the entire bid with the client in order to 

ensure the most accurate bid and to minimize cost to the client. In this manner, risks associated 

with each project can be identified and mechanisms establish to deal with their impacts and 

costs.

Period Client / Project Type of Contract 

TMCC Role 

October 2004 

(24 Months) 

August 2004 

to 

December 

2004 

August 2004 

to 

December 

2004 

July 2004 

to 

October 2004 

July 2004 

to 

September 

2004 

June 2004 

to 

November 

2004 

June 2004 

to 

December 

2004 

May 04 

(12 Months) 

March 2004 

(15 Months) 

Cameco Corporation 

Cigar Lake Project 

Northern, Saskatchewan 

Aurizon Mines Ltd. 

Casa Berardi Project 




Agrium Inc. 

Potash Operations 

Vanscoy, Saskatchewan 

Potash Corporation of 

Saskatchewan Inc. 

Lanigan Division 

Lanigan, Saskatchewan 







IMC Potash Colonsay ULC 

No. 2 Shaft 

Colonsay, Saskatchewan 

Under Ground Vaults and Storage 

Hutchinson, Kansas 


THYSSEN MINING CONSTRUCTION OF CANADA LTD. 

RESUME OF EXPERIENCE 

Lump Sum/ 

Unit Rate 

Lump Sum/ 

Unit Rate 

Lump Sum/ 

Unit Rate 

Contact 

Barry Schmitke 

General Manager 

Tel: (306) 956-6787 

Gilles Brousseau 

Mine Manager 

Tel. (819) 339-5621 



Tel: (306) 956-6787 

Cost Plus Leroy Rayburn 


Tel: (306) 668-4343 

Lump Sum Rob Jackson 

Mechanical Engineer 

(306) 365-5310 

Cost Plus 

Prime Contractor 

Cost Plus 




Tel: (306) 956-6787 



Tel: (306) 956-6787 

Cost Plus Wayne Rice 

Purchasing Manager 

Tel: (306) 944-2223 

Unite Rate & 

Lump Sum 

Mr. Lee Spence 

President 

(620) 662-6769 

Description Original 

Value 

• Shaft Construction and 

Underground Development 

$40.0M 

CDN 

• Shaft Collar Construction $2.3M 

CDN 

• Hoist Installation $800,000 

CDN 

• Shaft repair works $150,000 

CDN 

• Shaft Steelwork and bin repairs $540,000 

CDN 

• Shaft #1 Service Upgrade $1.1M 

CDN 

• Shaft #2 Collaring/Lining and 

Concrete Work 

• 45m x 6.0m diameter. 

$2.7M 

CDN 

• Rehabilitation using Roadheader $300,000 

CDN 

• Sinking frozen shaft for under 

ground storage facility. 

• 210m depth, 4.8m diameter. 

“Keep safety in mind as your constant companion…” 

$3.5M 

USD 

Final 

Value 

In Progress 

$2.4M 

CDN 

Completed 

$150,000 

CDN 

$540,000 

CDN 

$1.1M 

CDN 

$2.7M 

CDN 

In Progress 

In Progress 

Reason for +/- 

Extended 

Extended

January 2004 

to 

March 2004 

January 2004 

to 

January 2007. 

(3 Years) 

December 

2003 

to 

April 2004 

November 

2003 

(15 Months) 

August 2003 

to 

April. 2004 

April 2003 

(24 months) 

March 2003 

(24 months) 

February 

2003 

(42 months) 

September 

2002 

to 

July 2004 

July 2002 

(36 months) 

May 2001 

(67 months) 

Penn West Petroleum Ltd. 

Calgary, Alberta 

Kete Whii Procon Joint Venture 

Ekati Mine 

Northwest Territories 

International Minerals & Chemical 

Corporation (Canada) Limited, K-2 

Mine 

Esterhazy, Saskatchewan 

Newcrest, Telfer Mines 

Western Australia 

Getchell Gold Corporation 

Turquoise Ridge Project 

Golconda, Nevada 

Shore Gold Inc. 

Saskatoon, Saskatchewan 

Climax Molybdenum Company 

Henderson Mine 

Empire, Colorado, USA 

Climax Molybdenum Company 

Henderson Mine 

Empire, Colorado, USA 

Companhia Vale Do Rio 

Doce/Mineracao Fazenda 

Brasileiro, Teofilandia,Brazil 


(Joint Venture with Mudjatik 

Enterprises Inc.) 

Eagle Point Mine 

Northern Saskatchewan 




McArthur River Mine, Shaft #1 



Lump Sum Mr. George Swerdan 

(403) 777-2596 

Unit Rate & lump 

sum 

Subcontractor 

Cost Plus & 

Lump Sum 

Unit Rate Work 

Joint Venture 

Jim Dales 

Vice President, Procon 

Walt Kocalka 

Senior Project Engineer 

Tel: (306) 745-4279 

Daniel Gillespie 

Project Engineer 

Lump Sum Norm Guppy 

Engineering Manager 

(775) 529-5001 ext. 2415 

Cost Plus – labour 

& equipment 


Unit Rate 


Unit Price 


Unit Rate 


Unit rate 


Unit Rate & labour 

hire 


Ken MacNeill 

Chairman 

Tel: (306) 664-2202 

Christina Bakavelou 

Contracts Administration 

Tel: (303) 569-3221 

Mike Ley 

Contracts Engineer 

Tel: (303) 569-3221 

• Sinking of frozen shaft to recover 

oil well. 

• 30m x 4.3m 

• 4.0 m diameter raise boring. 

• 2,200 meters 

$1.25M 

CDN 

$5M 

CDN 

• Replacement of #3 Storage Bin $325,000 

CDN 

• Shaft strip and line 

• 1,100m x 7.3m 

• Development, Rehabilitation and 

construction work. 

• Frozen shaft and 25,000 tonnes bulk 

sample. 

• 250m x 4.5m. 

• Mine, muck, and bolt miscellaneous 

drift headings, raise cutouts and 

chute cutouts. 

• 5,800 ft of raisebore development. 

• 6ft-10ft diameter 

$21.0M 

AUD 

$4.7M 

USD 

$3.5M 

CDN 

$3.6M 

USD 

$2.7M 

USD 

Marcelo Goncalves • 2,300 m of 3.0 m raise boring. $3.8M 

CDN 

Dave Neuberger 

Manager 

Tel: (306) 956-6332 

Dave Bronkhurst 

Mine Manager 

Tel: (306) 633-2001 

• Raise Boring 

• 12 ft diameter vent raises and 42 

inch slot raises. 

• 1,000 meters 

• Underground development and 

construction. 


$1.3M 

CDN 

In Progress 

$325,000 

CDN 

In Progress 

$8.0M 

USD 

In progress 

Additional 

Work 

In progress Contract 

Extended 


Extended 

$2.0M 

CDN 

$1M CDN In progress 

$6M 

CDN 

Scope of work 

change after 

change of 

ownership 


Extended

April 1, 2002 

(36 months) 

July 26, 2002 

(30 months) 

July 2002 

to 

January 2004 

July 2003 

to 

September 

2003 

June 2003 

to 

November 

2004 

June 2003 

to 

December 

2004 

Dec. 21, 2002 

to 

Jan. 3, 2003 

October 2002 

to 

January 2003 

Sep. 9, 2002 

to 

Dec. 31, 2002 

Sep. 1, 2002 

to 

Dec. 18, 2002 

Aug. 27, 2002 

to 

Sept. 5, 2002 




Eagle Point Mine, 


North American Tungsten 

Corporation 

Cantung Mine, N.W.T. 

Kete Whii Procon Joint Venture 

Ekati Mine 

Northwest Territories 













Mine 





Agrium Inc. 












Labour Hire 


Monthly rates 

Rental Agreement 


sum 

Subcontractor 


Dave Neuberger 

Manager 

Tel: (306) 956-6332 

Bob Gilroy 

Project Manager 

Tel: (604) 515-7504 

Jim Dales 

Vice President, Procon 

Lump Sum Rob Jackson 

.Mechanical Engineer 

(306) 365-5310 

Cost Plus 


Cost Plus 


Cost Plus 


Cost Plus 


Labour hire 


Lump Sum 


Lump Sum 




Tel: (306) 956-6787 



Tel: (306) 956-6787 

Walt Kocalka 


Tel: (306) 745-4279 



Tel: (306) 956-6787 

Leroy Rayburn 


Tel: (306) 668-4343 

Rob Jackson 

Mechanical Superintendent 

Tel: (306) 365-5300 


Mine Superintendent 

Tel: (306) 633-2001 

• Labour supply underground 

development production and 

construction. 

• Rental agreement for mechanics 

and equipment. 

• 1.5 m and 3.0 m raise boring. 

• Completed 540 meters 

$25M 

CDN 

In progress 

$2M CDN $1.1M 

CDN 

Tendered 

Value: 

$0.4 CDN 

• Shaft Steel Replacement $370,000 

CDN 

• Shaft #1 Service Upgrade $1.1M 

CDN 

• Shaft #2 Collaring/Lining and 

Concrete Work 

• Changing of tubbing bolts. 

$2.7M 

CDN 

N/A 

• Freeze pipe relocation $100,000 

CDN 

• Changing of pipe. 

• Phase II of loading pocket 

rehabilitation for Shaft No. 1. 

• Beam and block wall removal. 


• Installation of landings and ladders. 

$75,000 

CDN 

$143,084 

CDN 

• Construction of emergency egress. $180,000 

CDN 

$1.5M 

CDN 

$613,000 

CDN 

$1.1M 

CDN 

$2.7M 

CDN 

$12,800 

CDN 

$80,000 

CDN 

$306,869 

CDN 

$480,000 

CDN 

$185,000 

CDN 

Client in 

Receivership 

Extra 

Work 

Contract 

Extended 

Cost Plus 

Ahead of 

Schedule 

Extra Work 

Extra Work 

Extra work

Aug. 2002 

to 

April 2003 

July 9, 2002 

to 

July 31, 2002 

July 4, 2002 

to 

Jan. 2, 2003 

July 2, 2002 

to 

Aug. 3, 2002 

July 2002 

to 

December 

2002 

June 22, 2002 

to 

July 19, 2002 

May 2002 

to 

March 2003 

Apr. 26, 2002 

to 

July 15, 2002 

August 1999 

to 

August 2001 

May 2001 

to 

June 2001 

Feb. 2001 

to 

April 2003 

August 2000 

to 

March 2001 

Canadian Projects Limited 

Pingston Hydro Project 

Revelstoke, British Columbia 







Mine 


IMC Potash Colonsay ULC 

No. 2 Shaft 

Colonsay, Saskatchewan 

Boliden Westmin (Canada) 

Limited 

Myra Falls Operations 

Campbell River, B.C. 



Mine 


Stillwater Mining Company 

Nye, Montana, USA 

Teck Cominco Metal Ltd. 

Sullivan Mine 

Kimberley, B.C. 




McArthur River Mine, Shaft # 3 




Cory Division 

Saskatoon, Saskatchewan 

Canadian Projects Limited 

Pingston Hydro Project 

Revelstoke, British Columbia 

Imperial Oil Limited 

Cold Lake, Alberta 


Cost Plus Casey Rip, P.Eng. 


Tel: (403) 508-1563 

Lump Sum 


Lump Sum 


Lump Sum 



sum 


Lump Sum 


Unit Rate 


Unit Rate 


Unit Rate 


Labour Hire 


Lump Sum 


Lump sum, labour 

hire 


Rob Jackson, 

Mechanical Superintendent 

Tel: (306) 365-5300 

Walt Kocalka 


Tel: (306) 745-4279 

Wayne Rice 

Purchasing Manager 

Tel: (306) 944-2223 

Don Gove 

Supervisor, Material Manager 

Tel: (250) 287-9271 

Walt Kocalka 


Tel: (306) 745-4279 

Bob Taylor 


Tel: (406) 932-8314 

Bob Newcombe 


Tel: (250) 427-8422 


Mine Manager 

Tel: (306) 633-2001 

Al Wilyman 

Senior Mine Engineer 

Tel: (306) 382-0525 

Casey Rip, P.Eng. 


Tel: (403) 508-1563 

Dennis Friesen 

Tel: (403) 2373201 

• Track re-alignment, pipe 

installation, raise support, lining 

installation, infrastructure support. 

• Phase I of loading pocket 

rehabilitation for Shaft No. 1. 

• Changing of shaft steel. 

• Installation of cheese weight 

inspection platform. 

• Potash station rehabilitation. 

• Raise boring for an ore pass 230 m 

long x 2.4 m diameter at 70 0 and a 

228 m long x 1.8 m diameter vent 

raise at 87.5 0 . 

N/A 

$200,786 

CDN 

$109,048 

CDN 

$267,000 

CDN 

$450,000 

CDN 

• Changing of shaft steel. $108,869 

CDN 

• Production and Development 

Mining. 

• 406 ft of Alimak raise excavation 

and pump pipe installation. 

• Shaft Sinking 

• 540m x 6.0, concrete lined 


• Installation of shaft discharge line 

and station brow head cover. 

• Stairway/steel modifications. 

• Hydroelectric tunnelling and 

raiseboring contract involving 450 

m of 1.8 m diameter raisebore and 

3,600 m of 2.4 m x 2.7 m railbound 

tunnel. 

• Grouting concrete bulkhead for 

underground penstock 

• Oil well recovery by frozen shaft. 

• 84m x 4.4m 

$3 M 

USD 

$445,000 

CDN 

$12.6M 

CDN 

$0.16M 

CDN 

$9.6M 

CDN 

$2.5M 

CDN 

$11.8 M 

$225,000 

CDN 

$178,934 

CDN 

$287,799 

CDN 

$620,000 

CDN 

$108,869 

CDN 

$3M 

USD 

$477,563 

CDN 

$13.6M 

CDN 

$0.16M 

CDN 

$12.4M 

CDN 

$2.57M 

CDN 

Extra Work 

Extra Work 

Extra Work 

Extra Work 

Extra Work 

Contract 

Extended 

Change Orders 

Grouting bonus 

and shaft steel 

installation 

bonus. 

Additional 

Ground Support 

Additional 

Engineering

July 2000 

to 

Nov. 2001 

July 1999 

to 

July 2002 

June 1998 

to 

Jan. 1999 

Jan. 1998 

to 

June 30, 2002 

Jan. 1998 

to 

March 1999 

Sept. 1998 

to 

March 2002 

June 1997 

to 

Jan 2001 

January 1996 

to 

August 2002 

May 1996 

to 

Feb. 1999 

November 

1996 

to 

April 1997 


East Boulder Project 

Big Timber, Montana, USA 


McArthur River Mine 



Nye Project 


Cogema Resources/Cluff Mining 



D/P & D/J Orebodies Underground 

Mining 

Cluff Lake, Saskatchewan 



Enterprises Ltd.) 










Agrium Inc. 



Getchell Gold Corporation 

No. 2 Production Shaft 

No. 1 Ventilation Shaft 

Turquoise Ridge Project 

Golconda, Nevada 

Outokumpu Metals 

Montcalm Project 

Timmins, Ontario 

Unit rate 


Labour Hire 


Unit rate 

Prime 

Contractor 

Labour Hire 


Unit Rate 


Unit Rate 


Unit rate 


Labour Hire 


Unit Rate 

Prime 

Contractor 


Bob Taylor 


Tel: (406) 932-8314 

Paul Fox 

Tel: (306) 633-2001 

Dee Bray 

Senior Engineer 

Tel: (406) 328-8400 

Steve Grinius 


Tel: (306) 498-2233 

D. Neuburger 


Tel: (306) 956-6558 

Bob Taylor 


Tel: (406) 932-8314 

Martin Quick 


Tel: (306) 956-6558 

Leroy Rayburn 


Tel: (306) 668-4343 

Mike Owsley 

Tel: (775) 529-5001 

Lump Sum Veikko Koskela 

Tel: (416) 364-3110 

• 17,000 ft of lateral development. 

• 3,500 ft of vertical development. 

• Underground construction. 

$55M 

CDN 

• Raise boring – labour hire. $1.2M 

CDN 

• 12,000 ft of ramp and lateral 

development 


$4M 

USD 

• Contract mining @ 500 tons/day. $18M 

CDN 

• 3,725 m of lateral development. 

• 400 m of raise boring. 

• 27,000 m of diamond drilling. 

• Contract mining; Ore and muck 

haulage; Backfilling. 

• 34,000 ft of underground 

development. 

• Production stoping @ 400 tons/day. 

• 560m x 6.0m concrete lined shaft. 

• 7,300 m of drift development on 

two levels. 

• 700 m of raise bore drilling. 

• Installation of all necessary rock 

support (bolts, shotcreting & 

mesh). 

Road concreting and freezing hole 

drilling. 

• Rehabilitation of shaft bottoms at 

Shaft #1 and Shaft #2. 

• 8,000 ft of lateral development. 

• 4,150 ft of shaft sinking. 

• Loading pocket 

• Shaft equipping. 

• Raise boring and lining. 

• Excavate and line 43m deep shaft 

collar. 

$16.5M 

CDN 

$10.6M 

CDN 

$36M 

CDN 

$44.0M 

USD 

$400,000 

CDN 

$45M 

CDN 

$1.2M 

CDN 

$4.4M 

USD 

$24.2M 

CDN 

$17.5M 

CDN 

$63.4M 

CDN 

$60.8M 

CDN 

$4.1M 

CDN 

$44M 

USD 

$790,000 

CDN 

Project 

Cancelled by 

owner 

Extra 

Development 

18 month 

contract 

extension 

Extra Work 

Contract 

extension – devt 

Stoping added 

Construction 

added 

2 Years contract 

extension and 

additional 

construction 

work 

Not specified 

labour hire 

Extra Work

September 

1995 

to 

August 1997 

Nov. 1995 

to 

Nov. 2001 

Feb. 1993 

to 

June 1997 

June 1991 

to 

Dec. 1997 

January 1990 

to 

August 1998 

Oct. 1989 

to 

Oct. 2000 

Hudson Bay Mining & Smelting 

Trout Lake 

Companhia Vale do Rio Doce 

Fazenda Brasileiro 

Teofilandia, Brazil 


McArthur River Shaft #1 and 

U/G Test Mine Development 





Inco Ltd. 

McCreedy East 

#1 Shaft 

Cigar Lake Mining Corporation 

Test Mine Project 

Cigar Lake, Northern 

Saskatchewan 


Lump Sum Carlos Morao • 415m Shaft deepening 

• 6.0m diameter & development 

Unit Rate 


Unit Rate 

Prime 

Contractor 

Unit rate 


Unit Rate 


Unit Rate 

Labour Hire 


Odilon Paraense 

Mine Planning Manager 

Tel: 011-55-75-616-5500 


Mine Manager 

Tel: (306) 6332001 

D. Neuburger 


Tel: (306) 956-6558 

• 2 - 1.83 m dia. vent raises, totalling 

168 m. 

• 1 - 2.13 m dia. vent raise, totalling 

366 m. 

• 22 - 3.05 m dia. vent raises, 

totalling approx. 3,000 m. 

• 2 - 1.83 m dia. vent raises, 90 deg. 

dip, totalling 189 m. 

• 800 m of lateral development. 

• 18' dia., 680 m deep, concrete lined 

shaft, including shaft collar, hoist 

and headframe set up and grouting. 

• 13,700 m of lateral development. 

• Freezing of six 70 ft raise collars on 

surface. 

• 1,800 ft of Alimak raises. 

• 276,000 tons of test mining. 

• 100.4 m of 1.52 m dia. horizontal 

boring - first time in Canada. 

• 1,200 m of raise boring. 

• Contract mining; Ore and muck 

haulage; Backfilling 

Jon Gill • 1,402m x 5.8m diameter shaft & 

development. 



Tel: (306) 956-6787 


• Lateral development of approx. 

900 m, including pre-grouting, 

NATM, and using ground freezing 

through one section. 

• Probe hole drilling and grouting. 

• Installation of heavy ground support 

(steel sets and shotcrete). 

• Installation of watertight bulkheads. 

• Test mining using high pressure 

water. 

• Labour hire. 

$4.0M 

USD 

$29.26M 

CDN 

$68.1M 

CDN 

$4M 

USD 

29.26M 

CDN 

$68.1M 

CDN 

$26M 

CDN 

Contract value 

not specified, 

labour hire

Thyssen Mining Head Office, Regina 

Thyssen Mining Shop, Regina 



Headframe Erection 

Shaft Sinking

Mine Development and Production 

Mine Development and Construction 



Mine Development and Production 

Mechanical and Electrical Installation

Raise and Shaft Boring 



Ground Freezing 

Freeze Plant Operation

Underground Construction 

Shotcrete and Grouting 



Roadheader Operation


Commitment to Safety, Quality, Cost 


SAFETY POLICY 

Thyssen Mining is committed to a strong safety program that protects its staff, its property and 

the public from accidents. There is no task that cannot be done safely and Thyssen Mining is 

committed to ensuring that this philosophy is implemented across all of our operations. 

Employees at every level are responsible and accountable for Thyssen Mining’s overall safety 

initiatives. Complete and active participation by everyone, every day, in every job is necessary 

for the safety excellence the company expects. Management supports coordination of safety 

among all workers at the job sites. 

Management supports participation in the program by all employees and provides proper 

equipment, training and procedures. Employees are responsible for following all procedures, 

working safely, and wherever possible, improving safety measures. 

An injury and accident free workplace is our goal. Through implementation of the “Thyssen 

Safety Management Plan”, we can accomplish this.

TRAINING POLICY 

Thyssen Mining believes that proper training of employees is a key element in achieving a safe 

and productive workplace. Not only will the number of unplanned events decrease with proper 

training, but productivity and equipment availability will increase and operating costs will 

decrease. 

Thyssen Mining will ensure that all employees are adequately trained for the tasks that they are 

required to undertake. 

Thyssen Mining is committed to ensuring that these principals are promoted throughout our 

operations and workforce. 

In order to achieve an appropriate level of training, the necessary resources will be provided and 

programs implemented which will involve both internal and external resources. 

Audits will be undertaken at regular intervals to ensure that the stated goals are being achieved 

and that training programs are being implemented in an appropriate manner.

ENVIRONMENTAL POLICY 

Thyssen Mining is committed to the protection of the environment and to ensure that our 

operations and personnel create no significant negative impact to the environment. There is no 

task that cannot be done in an environmentally responsible manner and Thyssen Mining is 

committed to ensuring this philosophy is implemented at all our operations. 

All Thyssen Mining projects are planned and carried out with strict adherence to government 

guidelines. In addition, Thyssen Mining follows the specific requirements of the client and their 

policies and procedures. 

Employees at every level are accountable and responsible for ensuring all standards are met. 

Complete and active participation by everyone, every day, in every job is necessary for the 

environmental excellence the company expects. Management supports coordination of 

environmental protection amongst all workers at the job. 

Management supports participation in environmental protection by all employees and provides 

proper equipment, training and procedures. Employees are responsible for following all 

procedures, working responsibly and wherever possible, improving environmental protection 

measures. 

No negative environmental impact is our goal. By following policies, procedures and 

government standards as well as due diligence, we can accomplish this.

ALCOHOL & CONTROLLED SUBSTANCE POLICY 

Thyssen Mining strives to provide a safe workplace for all employees and establishes programs 

and policies to promote high standards for employee health. Thyssen Mining has compelling 

interest to eliminate the illegal use of drugs and misuse of alcohol from its workplace. 

Illegal drug use and abuse as well as alcohol use and abuse jeopardizes the health and safety of 

the drug or alcohol user, the user’s fellow employees and the safety of the general public. An 

employee who uses or abuses drugs or alcohol is more likely to become involved in serious 

accidents. Furthermore, drug and alcohol abuse directly, or indirectly, increases absenteeism 

and reduces productivity. The adverse effects of illegal drug and alcohol use results in increased 

utilization of sickness and disability benefits, and increased insurance premiums. Finally, 

Thyssen Mining owes an obligation to its customers to perform our work safely, efficiently and 

on schedule, and drug and alcohol abuse undermines the accomplishment of this goal. 

While Thyssen Mining has no intention of intruding into private lives, employees are expected to 

be in condition to perform their duties throughout their workday. Employee involvement with 

alcohol and drugs, off-the-job as well as on-the-job, can have an impact on the work place and 

our ability to accomplish our goal of a work environment free from the affects of alcohol and 

drug abuse. 

In order to monitor and manage the use of alcohol and drugs in the workplace, Thyssen Mining 

has implemented an alcohol and drug-testing program. All employees will be required to 

participate in this program. 

In addition to achieving a drug & alcohol free workplace, it is our commitment to preserve the 

privacy and personal dignity of each employee and applicant. All employees of Thyssen Mining 

will be affected by this policy. 

This policy applies to every location or project where Thyssen Mining has employees, be it a 

separate company, an association or a joint venture.

THYSSEN SAFETY MANAGEMENT 

PLAN (TSMP) - Summary


TSMP – THYSSEN SAFETY MANAGEMENT PLAN 

With the changing times it is important to ensure that all that can be done is done. 

Thyssen Mining has developed a plan to ensure that we fulfill our obligations to the 

regulators, clients and to our employees. By using the TSMP as a resource to refer to, we 

can be proactive about safety rather than reactive. We also hope to accomplish good due 

diligence, reporting to our clients, regulators and most importantly to our employees 

about safety performance. 

The TSMP is made up of four main categories and each is just as important as the other. 

If you refer to the picture of the yellow house the base is designed to be the policies for 

us to follow which in turn create the pillars, Communication, Hazard Management & 

Training. With poor structure of either of these pillars our roof (Performance 

Indicators) will collapse and our performance will be poor. 

The TSMP is a living, breathing document that will undergo changes as we make 

improvement in our workplace. New technology and ideas are always being reviewed 

and encouraged to enhance the safety of our employees. Changes to the TSMP will be 

handled by maintaining a controlled number of actual documents to ensure that all 

information is relevant and up to date. Updates will be sent to the sites for each 

document as they occur. 

The TSMP is something that has been reviewed with each person that works at Thyssen 

Mining and is promoted as our new and improved safety program. Attached are the 

summaries of each topic under each category. 


COMMUNICATION 


COMMUNICATION is what we do to GIVE to GET UNDERSTANDING 

� 5-Point Safety System 

Each employee is required to fill out and have with them their completed 5-point 

safety card while at work. This must be done at the start of each shift. 

� 5-Minute Pre Shift Safety Talk 

This is to be done at the start of each shift with each member of the crew in 

attendance. The supervisor will take five minutes to talk about a safety topic of his/her 

choice. 

� Workforce Toolbox Safety Meeting 

This is a safety meeting that is conducted weekly with only the supervisor present 

with his crew. Safety people are encouraged to attend and participate but are not to run 

the meeting or prepare the meeting for the supervisor. The supervisor is completely 

responsible for this meeting 

� Formal Weekly Safety Meeting 

This is a safety meeting that includes all supervisory personnel and crew on site or 

on shift. Items to be discussed should be work related and preventive measures for the 

prevention of incidents and accidents in the work place. Formalized minutes and a 

structured agenda are required. Management will introduce new programs, review 

incidents, discuss new procedures, etc in this meeting. 

� Significant Incident Reports 

In order to inform other sites of serious accidents or incidents it must be 

communicated. Each site is responsible for ensuring that “Significant Incidents” are 

posted on Lotus Notes, on bulletin boards and reviewed at safety meetings etc. 

� Accident Investigation 

Accident Investigation is an opportunity to communicate the results of an incident 

and prevent any further incidents of that nature. 


� OH&S Committees 


Each project that employee more than 10 employees is required by TMCC to have 

an Occupational Health and Safety Committee. The OH&S Committee will meet once a 

month and file a formal report to the OH&S branch. 

External Resource Material 

Safety magazines, posters and articles will be forwarded to the sites. These are to 

be utilized by the site supervision to increase safety awareness, add some interest to the 

safety program and make safety meetings interesting at each site. The Senior Safety 

Coordinator will distribute this information. Employees are encouraged to participate in 

any contest that brings safety awareness upon him/her. 

� Quarterly Safety Coordinators Meetings 

These will be conducted to ensure that all personnel involved in the safety 

program are properly informed, get a chance to discuss issues and develop new ways of 

dealing with safety concerns. Additionally review of corporate goals, group performance 

and new initiatives will be discussed. Minutes will be kept of the meeting and distributed 

to the attendee’s with the appropriate responsibilities of each member highlighted. 

� Quarterly Project Manager Meetings 

This is done to ensure that all project managers are on track with goals and to 

discuss various safety and production issues at their respective sites. This is also a good 

avenue for introducing the Project managers to new information and ideas. 

� Weekly Senior Management Meetings 

These are done weekly with the idea of keeping the team involved and informed 

on changes on the sites. Information passed on starts with safety and continues through 

site activity and followed up by future prospects and tenders. 

� Safety Representatives 

This involves the US regs requiring that each crew have a safety rep, which is 

similar to the OH&S that is in Canada. This safety rep is the crew spokesperson when 

other avenues have been exhausted. Further exact details can be found in Part 40 of the 

30 CFR. 

� Perception Survey 

This survey will be done annually to see how well TMCC is doing in regards to 

the Safety. This is a good way to check if management’s view of safety success is in line 

with the views of the employee’s. Employees are asked anonymously how they feel 

about certain aspects of the Safety Program and the information is reviewed for which 



areas of the safety program is requiring attention. The information regarding the survey 

is located on lotus notes for all TMCC staff/management personnel to access. 

HAZARD MANAGEMENT 

“Minimizing loss is as much improvement as maximization of profit”- Louis Allen 

� Planned Inspections 

Inspection is one of the best tools available to find problems and assess their risks 

before accidents and other losses occur. A well-managed inspection program can meet 

goals such as these: 

1. Identify potential problems that are not anticipated during design or task 

analysis. 

2. Identify equipment deficiencies. 

3. Identify improper employee actions. 

4. Identify effects of changes in processes or material. 

5. Identify inadequacies in remedial actions. 

6. Provide leaders self-appraisal information. 

7. Demonstrate leadership commitment through visible activity for safety 

and health. 

These are the required Planned Inspections. 

• Check Scaling 

• Workshop & Surroundings 

• Underground Workings 

• Surface Magazines 

• Surface Areas 

• Mechanic Shop 

• Office/Dry 

� Internal & External Audits 

As part of the continuing need to monitor safety and work practices it is important 

to scrutinize the workplace. This leads to having someone internal or external conduct an 

audit of our work habits and documentation. Thus far Thyssen has used it’s own people 

to conduct audits reviewing the workplace. Internal audits will be conducted twice a year 

and external auditors will be acquired as the need arises. 

� Procedures 

Taking the time to develop task procedures and practices for the critical work 

activities will save a great deal of time in the end. They provide carefully thought out 

guidance, based on the best available knowledge, of how to do critical tasks in the most 

efficient way. 


� Task Observations 


Planned observation is a tool for observing conditions and practices in an 

organized and systematic way. It enables you to know with a high level of confidence 

how well people are performing specific tasks. It enables you to …. 

• Pinpoint practices that could cause accidents, injuries, damage, 

inefficiency and waste, 

• Determine specific needs for coaching and training 

• Learn more about the work habits of your people 

• Check the adequacy of existing task methods and procedures 

• Follow-up on the effectiveness of recent training 

• Give appropriate on the spot constructive correction 

• Spotlight specific behaviors for recognition and reinforcement. 

For planned Task Observations Thyssen Mining uses the following forms to document 

the task being observed and what corrective action has been taken. 

• Task Observations (with check list) 

• PPE Inspection 

• Form for Monitoring the number of inspections completed 

� Hazard Identification and Rectification 

Hazard identification and rectification can only be done after analysis of the work 

environment has been done. By completing and following up on findings from planned 

inspections, internal & external audits, procedure updating & reviewing, and task 

observations. By completing these particular pieces of information we are able to 

recognize hazards and make corrections. 


During accident investigations, it’s what’s done with the information once it has 

been gathered that is important. Analysis of the data will point out the hazards thus 

making it easier to identify and correct the problems before they strike again. Thyssen 

Mining reviews all accidents with crews, OH&S members and management to ensure all 

that can be done to prevent a reoccurrence is being done. This is done at the Weekly 

Management meetings, safety meetings, etc., as described in the Communication section 

of the TSMP. 

� WHMIS 

Most industrialized countries require that a Material Safety Data Sheet (MSDS) or 

similar document must accompany all chemical substances that are manufactured, 

imported, sold or used in a manufacturing process. These should be kept on file for 

review in the purchasing shipping and receiving, environmental, health and safety 

departments as well as where the chemicals are used. MSDS labels identify physical 



hazards such as the potential for fire, explosion, and reactivity, as well as primary routes 

of entry into the human system, such as inhalation, ingestion, or skin absorption. Such 

information can be of great use when identifying hazards in the workplace. All Thyssen 

Mining employees will be exposed to WHMIS training during their orientation as well as 

yearly refreshers. 

� Alcohol and Drug Standard and Testing 

As stated in the Alcohol and Drug policy manual, Thyssen Mining strives to 

provide a safe workplace for all employees and established programs and policies to 

promote high standards for employee health. The company has a compelling interest to 

eliminate the illegal use of drugs and misuse of alcohol from its workplace. A copy of 

the Thyssen Alcohol & Drug Policy is available upon request. 

� OH&S Committees 

In order to carry out their responsibilities under the Occupational Health and 

Safety Act, certified members of health and safety committees must learn how health and 

safety hazards are recognized, assessed and controlled. Further information can be 

reviewed in the OH&S Act & Regulations. 

TRAINING 

� Policies & Procedures 

“If you think training is expensive, try ignorance” 

A policy is a plan that communicates the guidelines for making decisions and 

taking action. For example, TMCC has policies that cover hiring, discipline, alcohol & 

drug abuse and so forth. 

In general a policy should focus on matters of importance and guide people on 

how they are expected to behave at the workplace. Typically the majority of policies are 

developed at the main office while job procedures are developed in the field. 

A job procedure is a written, step-by-step description of how to do a job from start 

to finish. Job procedures are sometimes referred to as “proper job procedures” or 

“methods”. Written job procedures are used to train new workers and workers that are 

moved to new jobs. Workers also use Job procedures as a reference, especially for 

complex jobs, particularly hazardous jobs, or for jobs that are not done very often. A job 

procedure contains the appropriate safe work practices and highlights safety points. 

� Competency Based Training 

At present the system that is used to instruct and guide employees on the 

operations regarding mining equipment and methods of mining has been adopted from 



the Ontario Common Core. This training system has proven to be very beneficial in our 

operation. All employees will be exposed to this method of training from the first day. 

Designated trainers will instruct and monitor the progress of the employees and ensure 

that the employee is comfortable and competent on a piece of mining equipment or a 

mining method before releasing him/her to the crew. Continued support and instruction 

will be provided from the shift supervisor as well as more experience employees. All 

new employees to the workforce will be partnered with experienced employees. At no 

time should an inexperienced new employee be left to work alone underground. 

Training Modules Developed from Task Observations/Risk Analysis & JHA’s 

This is yet to be developed by the Safety Department 

� Written Theoretical Testing 

During the orientation process, task training and new procedures being introduced 

into the workplace, employees will be asked to complete and pass written theoretical 

tests. These tests are given to show that people understand what is required and if they 

have retained the information. These tests are not meant to find fault with the employees 

but rather where more training is required and who is in need of it. 

� Site Orientation 

Safety studies show that new workers are almost twice as likely to have an 

accident as experienced workers. Also, companies with formal orientation for all new 

hires have average compensation rates 25% lower than companies without formal 

orientation. Employees, who are new to the job and to the work environment, are at an 

especially dangerous point. This is why site orientation is so important and critical. 

� Hazard ID Training 

In conducting a hazard assessment, four components must be examined to see 

what risks are present, the people (employees, visitors, clients, suppliers, etc.). It is 

important to realize that the hazard assessment does not deal strictly with things that are 

wrong at the present time. An assessment must also recognize what could go wrong. In 

examining the above four areas and the process that combines these items, keep asking 

the question “What if? “. 

� OH&S Rep Training 

Where there is a committee at the workplace, the employer must ensure the 

committee co-chairpersons are trained in the duties and functions of a committee. It is a 

good idea to train all the committee members. 

Where there is a representative at the workplace, the employer must ensure that the 

representative is trained in his or her duties and functions as a representative. 



Committee and representative training is available from the Occupational Health and 

Safety Division, safety associations and other agencies approved by the division to 

deliver training. 

� Supervisor Training Program 

Several times a year the Safety Department will conduct training for the site 

supervision. Sites are expected to send their supervisors that have not attended the course 

or could benefit from a refresher course. Supervision will be asked to attend refresher 

courses every two years to ensure that they are up to date as to the inner workings of the 

Thyssen Safety Program and what has changed in the industry for new safety methods. 

� Safety Manual 

The Thyssen Safety Manual is comprised of all the basic procedures that would 

be or could be seen at a typical mining work site. The manual is designed to offer 

guidelines to new employees of Thyssen mining and are to be adhered to. Each 

employee will be exposed to the manual at his or her orientation. Each employee will be 

required to read the manual and acknowledge having done so in writing. Attached is a 

copy of the manual. 


Accident investigation is a critical part of any safety program at any work place. 

Through out the TSMP it has been referred to. This part of the TSMP reviews the 

process for the how to conduct an accident investigation. This information provided is 

only a guideline and in the event of a serious incident the procedures mentioned in the 

Communications & Hazard Management should be referred to. 

Supervisory positions will receive in depth training for accident investigation and 

this section is to be used only as a guideline. 

PERFORMANCE INDICATORS 

� Statistics 

As part of the TSMP it is important to review our safety statistics to give a good 

perspective of where we are as a company. The majority of the statistics are based on 

frequency and severity. 

� Incident Review 

To have an incident in the workplace can be a terrible thing. Not learning 

something from that incident is a crime. Incident review is key to ensuring the safety of 

the worker, the productivity of the workplace and having a good morale. 


� Industry Comparisons 


Industry comparison is key to understanding if we as a company are achieving a 

realistic level of safety in our organization. This is done by comparing our statistics to 

those in similar industries. As mentioned in “Statistics” the industry uses the same 

formula to calculate their injury rates. Monthly Thyssen mining compares it’s self to our 

peers in the industry. 

� Group Safety Awards 

Thyssen Mining has developed a strategy to recognize good safety performance at 

the various work sites. For every 100,000 man-hours or 6 months (which ever comes 

first) the site will receive a “Safety Award”. As some of the projects that Thyssen 

performs are less than 6 months or 100,000, these projects will be awarded for 

completing the project without any loss time injuries. Sites are encouraged to send 

emails, faxes, and memos congratulating other sites when a milestone is achieved. 


Thyssen Mining Safety Record for the past 5 years – All operations Canada & US. 

Thyssen Mining 5 Year 

Safety Statistics 

Employees Manhours 

First Aid 

Frequency 

Medical Aid 

Frequency 

Lost Time 

Frequency 

Lost Time 

Severity 

Significant Incident 

Frequency 

2004 391 790455 26.06 7.59 1.01 11.64 34.66 

2003 452 653660 18.36 8.87 .92 37.02 28.15 

2002 388 530834 14.32 12.43 2.64 289.36 29.39 

2001 503 867021 12.92 13.38 1.85 134.94 28.14 

2000 535 1158033 17.96 12.61 2.42 160.62 32.99 

5 Year Average 454 800,006 17.92 10.98 1.77 126.72 30.67 

Thyssen Mining experienced one fatality in 2001


THYSSEN MINING CONTACT INFORMATION 

General inquiries should be directed to: 


P.O. Box 1997 

2409 Albert Street North 

Regina, Saskatchewan 

S4P 3E1 

Telephone: (306) 949-6606 

Fax: (306) 543-5844 

Email: info@thyssenmining.com 

Webpage: www.thyssenming.com 

If you wish to direct an inquiry to a specific person, please review the organizational chart contained in 

this document for names and positions. 

Inquiries related to business development or bidding on projects should be directed to: 

Rene Scheepers 

President 

Telephone: (306) 949-5921 (direct line) 

Email: rscheepers@thyssenmining.com

TMCC Corporate Information - InfoMine

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