TMCC Corporate Information - InfoMine
TMCC Corporate Information - InfoMine
TMCC Corporate Information - InfoMine
You also want an ePaper? Increase the reach of your titles
YUMPU automatically turns print PDFs into web optimized ePapers that Google loves.
1. INTRODUCTION<br />
Thyssen Mining – Focused on Safety, Quality and Cost<br />
TABLE OF CONTENTS<br />
2. ORGANIZATION<br />
• Who is Thyssen Mining?<br />
• History of Thyssen Mining<br />
• Thyssen Schachtbau GmbH, Germany<br />
• Thyssen Mining Construction of Canada Ltd. (“<strong>TMCC</strong>”)<br />
• Mudjatik Thyssen Mining Joint Venture (“MTMJV”)<br />
3. PHILOSOPHIES<br />
• Safety, Quality, and Cost<br />
• Vision and Value Statements<br />
• Commitment to First Nations<br />
• Commitment to Local Communities<br />
4. PERSONNEL<br />
• <strong>Corporate</strong> Organization Chart<br />
• Key Management Personnel<br />
• Key Project Personnel<br />
5. PROJECTS<br />
• Approach to Projects<br />
• Current Projects<br />
• Past Projects<br />
• Photos of Various Projects<br />
6. POLICIES<br />
• Safety Policy<br />
• Training Policy<br />
• Environmental Policy<br />
• Alcohol & Controlled Substance Policy<br />
7. SAFETY<br />
• Thyssen Safety Management Plan (“TSMP”) Summary<br />
• Six Year Safety Statistics<br />
8. CONTACT INFORMATION<br />
“Keep safety in mind as your constant companion…”
Thyssen Mining – Focused on Safety, Quality, and Cost<br />
INTRODUCTION<br />
Thyssen Mining is a leading underground mining contractor in the western U.S.A. and Canada and a world<br />
leader in shaft sinking. Our expertise includes:<br />
• Shaft sinking<br />
• Shaft boring<br />
• Mine development (level, ramp, and raise)<br />
• Mine operation (stoping, tramming, hauling, etc.)<br />
• Mine rehabilitation and dewatering<br />
• Ground control<br />
• Raise boring<br />
• Raise mining<br />
• Road header operation<br />
• Civil tunneling<br />
• Civil and mine construction<br />
• Mechanical and electrical installation<br />
• Ground freezing<br />
• Grouting<br />
• Shotcreting<br />
• Project management<br />
Thyssen Mining has operated in North and South<br />
America since 1960. It is part of the Thyssen Group of<br />
Getchel Mine Headframe, Nevada<br />
The Thyssen Schachtbau Group of Companies are world leaders<br />
in shaft sinking with over 300 shafts sunk around the world.<br />
Companies, which has operated since the late 1800’s. The Thyssen Group is recognized around the world as<br />
one of the pre-eminent names in mine construction and has a network of companies operating internationally<br />
around<br />
the world.<br />
The vision of Thyssen Mining is to be the premier mining contractor in North and South America. Our desire is<br />
to<br />
be the “Contractor of Choice for Employees, Clients, Partners and Suppliers.”<br />
Thyssen Mining has specific goals and objectives. We will have the lowest significant incident frequency in the<br />
industry (total combined lost time, medical aid, and first aid<br />
injuries per 200,000 man-hours worked). We will be the most<br />
productive, cost efficient, and well-managed contractor in the<br />
industry. We will be the most profitable, financially sound<br />
contractor in the industry and return dividends to our<br />
shareholders.<br />
Thyssen’s Focus<br />
“Safety, Quality, Cost”<br />
To achieve the above, our focus is on “Safety, Quality, and<br />
Cost”. Every employee understands these three words, and<br />
they are part of our management culture. Everyone works to<br />
continuously improve the company in all areas, to make us the<br />
most<br />
attractive contractor in the industry for our clients.<br />
With regard to safety, we provide training and support for all<br />
our employees, supervisors, and managers. We have<br />
developed the Thyssen Safety Management Plan (“TSMP”),<br />
which we believe is the best safety management plan in the<br />
industry. We have Safety, Training, Environmental, and<br />
Alcohol & Controlled Substance Policies and back their<br />
“Keep safety in mind as your constant companion…”
Thyssen Mining – Focused on Safety, Quality, and Cost<br />
implementation at all levels of management. We conduct Safety Audits and Employee Perception Surveys of<br />
all our sites twice per year to ensure compliance and measure implementation of our programs, policies, and<br />
procedures.<br />
In conjunction with our clients, we have developed work procedures, standards, and policies for use on all our<br />
sites. We have highly experienced, professional Project Managers, Project Superintendents, Supervisors,<br />
Engineers, Administrators, and Work Crews. Many of these people have worked for Thyssen Mining for much<br />
of their career, and understand the work ethic and professionalism we endeavor to bring to all projects so the<br />
work is completed to the highest standards possible.<br />
Thyssen Mining utilizes JDEdwards software and utilizes<br />
Project Management Controls for all our projects. These<br />
project controls are initiated in the bidding/budgeting<br />
process, and are then implemented on site for each project.<br />
Daily, weekly, and monthly reporting controls exist to<br />
allow monitoring of labor, material, and other costs, as<br />
well as schedule and productivities. Whenever feasible, all<br />
project sites are linked to head office through a computer<br />
network, allowing information to travel between sites and<br />
head office, or directly from site to site. For example, all<br />
our safety information, procedures, and policies are<br />
available to all sites through our computer system.<br />
Thyssen Mining is also a leading innovator in introducing<br />
new technology and methods to the mining industry.<br />
Over 40 years ago our Company introduced freezing<br />
technology in North America and has used it to sink over a<br />
dozen shafts in the Canadian potash industry. Over the<br />
years, we have been involved in the introduction of<br />
roadheaders, the V-mole shaft borer, electric- hydraulic<br />
shaft jumbos, and raise boring to the North American<br />
mining industry. Today we continue to be on the forefront<br />
of technology and work closely with equipment suppliers<br />
and clients to make mining safer and more cost effective in<br />
an increasingly competitive industry.<br />
P lease review the information outlined in this<br />
Qualification Document to gain a more thorough<br />
understanding of Thyssen Mining. Additional information<br />
on our Company can be found at our web site at www.thyssenmining.com<br />
Thyssen Mining has and will continue to be a leading<br />
innovator of technology in the mining industry.<br />
Do not hesitate to contact us for additional information, and please consider Thyssen Mining for any and all<br />
projects you may have. Our contact information is included in Section 9 of this document.<br />
“Keep safety in mind as your constant companion…”
Who is Thyssen Mining?<br />
Thyssen Mining – Focused on Safety, Quality, and Cost<br />
THYSSEN MINING ORGANIZATION<br />
For the purpose of simplification, Thyssen Mining, in this document, refers to any and all of the Thyssen Group<br />
of Companies that currently operate in North America. These companies currently include:<br />
• Thyssen Mining Construction of Canada (“<strong>TMCC</strong>”) – Canada, U.S.A., South America;<br />
• Mudjatik Thyssen Mining Joint Venture (“MTMJV”) – northern Saskatchewan; and<br />
These companies are part of an international group of companies, owned and controlled by Thyssen Schachtbau<br />
International B.V.<br />
History of Thyssen Mining<br />
Thyssen Mining’s roots go back to the Industrial Revolution in Europe and the<br />
company’s founder, August Thyssen (1842 - 1926). August Thyssen was born to<br />
a poor family in the Rhineland, but quickly became a self-made millionaire<br />
through use of vertical integration of his companies. Recognizing the vast natural<br />
resources of the Ruhr for iron and steel production, Thyssen literally transformed<br />
the region and is considered one of the fathers of the Industrial Revolution in<br />
Europe.<br />
In 1867, Thyssen founded his first rolling mill. In 1871, he established the firm<br />
“Gewekschaft Deutscher Kasiser" that united all his coal and steel companies<br />
under one name. The company sunk its first shaft in 1871, in the Hamborn<br />
coalfield. In 1905, the company began including shaft freezing techniques within<br />
its field of operations. The company sank two shafts in Belgium in 1911, its first<br />
international work.<br />
Thyssen purchased land, mines, steel plants, railroads, ships, and docks to vertically integrate his businesses<br />
from source to market. In 1919, he formed Thyssen Schachtbau GmbH which detached itself from the main<br />
Thyssen Group. Thyssen’s holdings eventually extended from Germany to France, Belgium, the Netherlands,<br />
India, Russia, and South America. His companies became the biggest coal operators in Germany and, by the<br />
outbreak of World War I, Thyssen’s companies employed 50,000 workers and produced over one million tons<br />
of steel and iron per year. The Thyssen family had become one of the world’s wealthiest families and, at the<br />
time of his death in 1926, the Thyssen family’s holdings were estimated to be<br />
worth more than 100 million dollars.<br />
Fritz Thyssen (1873-1951)<br />
Leading German Industrialist<br />
August Thyssen (1842-1926)<br />
A founder of the Industrial<br />
Revolution in Europe<br />
Fritz Thyssen (1873 - 1951) succeeded his father and took over the family’s iron,<br />
steel, and coal business at the age of 53. Fritz was a leading German industrialist<br />
and engineer, and a shrewd businessman. He combined the family holdings into<br />
a trust (Vereinigte Stahlwerke AG (United Steelworks Co.) that controlled more<br />
than 75 percent of Germany’s coal reserves and employed over 200,000 people.<br />
In 1939, Fritz Thyssen fled Germany and went to Switzerland. Hitler confiscated<br />
the family fortune and Fritz was stripped of his German citizenship. Fritz<br />
Thyssen moved to France in 1940 and, in 1941, as he was about to flee to South<br />
America, the Vichy government, under the control of Germany, arrested him. He<br />
and his wife spent the remainder of the war in German prison camps such as<br />
Dachau and Buchenwald. After the war, Thyssen was able to regain some parts<br />
of the family fortune. However, he died in 1951, at the age of 77, and his wife,<br />
Amelia zur Helle Thyssen (1878 - 1965), inherited what was left of her husband’s steel and coal empire.<br />
“Keep safety in mind as your constant companion…”
Thyssen Mining – Focused on Safety, Quality, and Cost<br />
In the break up of German heavy industry imposed by the Allies following World War II, the Vereinigte<br />
Stahlwerke was liquidated, and the steel-making firm, August Thyssen-Hutte AG, was one of 18 companies<br />
created from the remains. This company became publicly owned in 1953 and grew rapidly in the post-war<br />
economic boom. It acquired several other major West German steel makers in the 1960’s and became the<br />
nation’s largest steel producer. The company diversified in the 1970’s, renamed itself Thyssen AG, and<br />
branched out into the manufacturing of building and construction products, industrial production systems,<br />
elevators, and other goods. In 1997, Thyssen AG and rival, Krupp GmbH, merged their steel operations into a<br />
joint venture named Thyssen Krupp Stahl AG, the third largest steel maker in the world.<br />
After World War II, Thyssen Schachtbau GmbH became the main private holding of the Thyssen family. Under<br />
Amelia zur Helle Thyssen, the company continued to grow and diversify into mining, construction, and<br />
manufacturing. The company also expanded internationally through acquisitions and the start up of new<br />
enterprises.<br />
Thyssen Group<br />
Today, The Thyssen Group, through subsidiaries, partnerships, and joint ventures, works internationally in<br />
Europe, Great Britain, Africa, Asia, Australia, and North America. The company is privately owned by Count<br />
Claudio Zichy-Thyssen (1942 - present), the great-grandson of industrialist August Thyssen.<br />
The company has sunk over 300 shafts worldwide for a total depth exceeding 150,000 meters. In addition, the<br />
company has competed hundreds of thousands of metres of tunnels and lateral development utilizing a variety of<br />
equipment such as road headers, tunnel boring machines, and drill jumbos. The company is recognized around<br />
the world as one of the pre-eminent names in mine construction. Thyssen Group’s business units include<br />
Mining International, Mining Germany, Production Germany, Construction Germany, and Construction<br />
International (see attached figures).<br />
Thyssen Mining Construction of Canada (“<strong>TMCC</strong>”)<br />
Thyssen Schachtbau GmbH originally started working in North<br />
America in 1960 through a joint venture company called<br />
Associated Mining Construction ("AMC"). AMC was formed to<br />
sink shafts in the newly developing Saskatchewan potash<br />
industry, using freezing techniques imported from Germany.<br />
During the next decade, the company sunk over 9 major shafts in<br />
the province.<br />
Thyssen Mining – Operating in North and South<br />
America since 1960<br />
In 1972, with the potash industry maturing, AMC was<br />
restructured, taken over by Thyssen Schachtbau and its name<br />
changed to Thyssen Mining Construction of Canada Ltd. as<br />
Thyssen Schachtbau took 100 percent control of AMC. The<br />
company diversified into other areas of the mining industry, and<br />
expanded in western Canada. Expansion included increasing the<br />
type of contracting work performed and the minerals worked in,<br />
and <strong>TMCC</strong> became a full service underground mining contractor<br />
for the North American mining industry.<br />
In the 1980’s and 1990’s, the company continued to expand into<br />
Canada and the United States. Today, we are world leaders in<br />
shaft sinking technology and are involved in joint venture<br />
projects around the world.<br />
“Keep safety in mind as your constant companion…”
Mudjatik Thyssen Mining Joint Venture (“MTMJV”)<br />
Thyssen Mining – Focused on Safety, Quality, and Cost<br />
In 1997, <strong>TMCC</strong> and Mudjatik Enterprises Inc. formed a joint<br />
venture partnership to provide mining services in northern<br />
Saskatchewan. The Mudjatik Thyssen Mining Joint Venture<br />
(“MTMJV”) was the first of its kind in Canada, and serves as a<br />
model to the industry. The structure of the joint venture is 50<br />
percent owned by Mudjatik Enterprises Inc., a First Nations<br />
owned company, and 50 percent owned by <strong>TMCC</strong>. <strong>TMCC</strong> acts<br />
as the manager/operator.<br />
MTMJV has gained a reputation as a leading supplier of underground development and mining services. Since<br />
its inception, the MTMJV has completed work at:<br />
• Cameco Corporation, Eagle Point Project;<br />
• Cameco Corporation, Macarthur River Project;<br />
• Cogema Resources Inc., Cluff Lake Project; and<br />
• Cigar Lake Mining Corporation, Cigar Lake Project.<br />
The joint venture provides excellent employment and training benefits for First Nations and Metis residents of<br />
northern Saskatchewan. This, in turn, contributes to the economic and social well being of the region.<br />
<strong>TMCC</strong> is currently negotiating similar joint venture relationships with First Nation groups located throughout<br />
Canada. <strong>TMCC</strong> recognizes the rights of First Nations to participate in development of mining projects, and is<br />
committed to working with them to advance First Nation economic opportunities, while, at the same time,<br />
preserving their cultural and environmental needs.<br />
“Keep safety in mind as your constant companion…”
Thyssen Mining – Focused on Safety, Quality, and Cost<br />
Thyssen Mining – The Contractor of Choice<br />
<strong>TMCC</strong> Raise Boring at McArthur River<br />
“Keep safety in mind as your constant companion…”
Thyssen Mining International Joint Ventures<br />
Thyssen Mining – Focused on Safety, Quality, and Cost<br />
Thyssen Mining works internationally through other companies in the Thyssen Schachtbau Group. This work<br />
often takes the forms of internal joint ventures within the business units of the company, and also with external<br />
partners. Recent joint venture projects throughout the world are as follows:<br />
• Thyssen Schachtbau/Byrnecut/RUC Joint Venture - joint venture formed to complete shaft sinking and<br />
lateral development for Barrick’s Bulyanhulu Mine, Tanzania;<br />
• Thyssen Schachtbau /RUC Joint Venture - joint venture arrangement for shaft boring in Africa;<br />
• Thyssen Mining International Joint Venture - joint venture completed for development work at Tara<br />
Mine, Ireland.<br />
• Byrnecut/RUC/<strong>TMCC</strong> Joint Venture – joint venture formed to complete shaft sinking for Newcrest<br />
Mining Limited, Telfer Project.<br />
The advantage of such joint venture agreements is that it brings the financial strength and technical expertise of<br />
various partnering groups together to complete projects. It allows equipment and manpower to be shared<br />
between the partners, lowering costs for the clients. It also allows technology and knowledge transfer, which<br />
strengthens each of the partners, as well as the client.<br />
Thyssen International Joint Ventures allow technology and knowledge transfer between the partners and the client<br />
“Keep safety in mind as your constant companion…”
Thyssen Mining<br />
Construction of Canada<br />
(<strong>TMCC</strong>)<br />
(100%)<br />
Thyssen Mining<br />
Construction Inc.<br />
(TMCI)<br />
(100%)<br />
Thyssen Mining<br />
Construction of Australia<br />
Pty. Ltd.<br />
(100%)<br />
Byrnecut<br />
Mining<br />
(Australasia, Africa)<br />
(70%)<br />
Jetcrete Australia Pty.<br />
Ltd.<br />
(71%)<br />
Thyssen Schachtbau<br />
Mining Division<br />
(100%)<br />
Thyssen Schachtbau<br />
Shaft Sinking and<br />
Drilling Division<br />
(100%)<br />
GSES Gluckauf<br />
Sondershausen GmbH<br />
Thyssen Schachtbau<br />
Group of Companies<br />
Thyssen Schachtbau<br />
Engineering Division<br />
(100%)<br />
Emscher Aufbereitung<br />
GmbH<br />
(100%)<br />
Micro Cabon Brennstoff<br />
Technik Gmbh<br />
(50%)<br />
Thyssen Schachtbau<br />
Construction Division<br />
(100%)<br />
ASD Asbestdeponie<br />
Gmbh Thuringen<br />
(25%)<br />
Thyssen Schachtbau<br />
Rohrtechnik Gmbh<br />
(100%)<br />
DIG Deutsche Innenbau<br />
Gmbh<br />
(100%)<br />
TIMM Fliesen GmbH &<br />
Co. KG<br />
(100%)<br />
AMPO Modulair B.V.<br />
(100%)<br />
Ostu-Stettin<br />
Hoch und Tiefbau<br />
GmbH<br />
(88.6%)<br />
Ostu-Stettin Projecktbah<br />
GmbH<br />
(100%)<br />
Stettin Hungaria Kft.<br />
(100%)<br />
Ostu Stettin Tunnelbay<br />
GmbH<br />
(100%)<br />
Thyssen<br />
Great Britain Ltd.<br />
(100%)<br />
Thyssen<br />
Construction Ltd.<br />
(100%)<br />
Thyssen<br />
Engineering Ltd.<br />
(100%)<br />
Thyssen Mining and<br />
Technical Services<br />
Limited<br />
(100%)<br />
Thyssen Insurance<br />
Group Limited (100%)
W<br />
Thyssen Mining<br />
Construction of<br />
Canada (<strong>TMCC</strong>)<br />
100%<br />
Thyssen Mining<br />
Construction Inc.<br />
(TMCI)<br />
100%<br />
N<br />
S<br />
E<br />
Thyssen Mining International<br />
Thyssen<br />
Schachtbau GmbH<br />
(Parent - 100%)<br />
Byrncut Mining Pty<br />
Ltd.<br />
(70%)<br />
Jetcrete Australia<br />
Pty. Ltd.<br />
(71%)<br />
Thyssen Mining<br />
Construction of<br />
Australia Pty Ltd.<br />
(100%)
SAFETY, QUALITY, AND COST<br />
Thyssen Mining is committed to a management culture that is focused on “Safety, Quality, and<br />
Cost”. All of our employees strive to excel in each of these areas, as part of our goals to be the<br />
premier underground mining contractor in the North America and to be the contractor of choice<br />
for employees, clients, partners, and suppliers.<br />
We are committed to having the lowest significant incident frequency (“SIF”) in the industry.<br />
The SIF represents the combined lost time, medical aid, and first aid accident per 200,000 man<br />
hours worked by Thyssen Mining employees. In order to achieve this, we provide training to our<br />
employees and to also provide the best possible supervision and management. We have<br />
implemented the Thyssen Safety Management Plan (“TSMP”) and are committed to following<br />
the Plan at all levels of management and in the work force.<br />
Thyssen Mining is committed to providing the best quality work done by any underground<br />
mining contractor in the North America. We achieve this by hiring the best people available and<br />
providing the best management and supervision available. Most of our personnel are long time<br />
employees of the company and have a commitment to excellence. We have implemented the<br />
Thyssen Mining QA/QC Manual to set standards and allow measurement of quality for our<br />
projects.<br />
We are committed to minimizing cost for the client without sacrificing safety or quality. This is<br />
accomplished by use of project accounting and project management controls, supply and<br />
equipment agreements, minimization of overhead costs, and through selection of the best project<br />
methodology in the bidding process. We utilize a formal risk management analysis as part of our<br />
bidding process, and address risk as part of our cost estimates.
VISION STATEMENT<br />
Thyssen Mining’s goals are to:<br />
VISION AND VALUES STATEMENTS<br />
• Be the premier underground mining contractor in North America;<br />
• Be the mining contractor of choice, for employees, clients, partners and suppliers;<br />
• Be the mining contractor with the lowest significant incident frequency in the industry;<br />
• Be the most productive, cost efficient and well managed contractor in the industry; and<br />
• Be profitable, financially sound and return dividends to our shareholders.<br />
VALUES STATEMENT<br />
Thyssen Mining places the utmost value on:<br />
• Commitment to and from our employees, clients, partners and suppliers;<br />
• Commitment to and from the community where our projects are located;<br />
• Commitment to advancing the mining industry as a whole with the public;<br />
• Technical innovation and excellence;<br />
• Maximization of productivity without sacrificing safety;<br />
• Minimization of the significant incident frequency;<br />
• Protection of the environment;<br />
• Employee training and personal development; and<br />
• Continuous improvement.
COMMITMENT TO FIRST NATIONS<br />
Thyssen Mining is committed to working with First Nations groups individually and jointly to<br />
ensure the benefits from mining are transferred to those persons and communities that are<br />
affected by mining projects.<br />
We recognize the right of First Nations to participate in the development and operation of mining<br />
projects, and we are committed to help to advance First Nations’ economic opportunities. We<br />
also recognize the additional needs for First Nations to preserve their culture and to protect the<br />
environment, and will endeavor to address these concerns.<br />
Thyssen Mining is committed to hiring First Nations persons and providing training and<br />
employment opportunities. It is our goal that the opportunities and training provided by Thyssen<br />
Mining will have long-term social and economic benefits for the individual, as well as the<br />
community.<br />
It is our desire to establish joint venture business arrangements with First Nations as a means of<br />
developing business opportunities in the mining industry. Thyssen Mining recognized the<br />
advantages of having First Nations as business partners and, in return, is committed to<br />
transferring knowledge, training, and expanded opportunities back to the First Nations.
COMMITMENT TO LOCAL COMMUNITIES<br />
Thyssen Mining recognizes the need to support local communities associated with mining<br />
projects and the need for the company to represent itself favorably with local residents. Thyssen<br />
Mining also represents the client in the community and understands that the actions of our<br />
employees in the community also reflect on the attitude of the residents towards the client.<br />
With the above in mind, Thyssen Mining tries to hire and train locally whenever possible. This<br />
is difficult, as contracting projects are generally short in duration, require highly skilled labor,<br />
and increased training costs also increase contract costs for the client. However, Thyssen Mining<br />
is committed to working with the client to maximize local recruitment of employees for its work.<br />
Thyssen Mining also requires its employees to sign a pre-employment agreement indicating that<br />
they must represent themselves professionally and suitably in the community. Failure to do so<br />
will lead to their dismissal. While we cannot control an employee’s actions during non-working<br />
hours, we have taken steps to minimize any potential problems and have the ability to terminate<br />
employees for poor conduct in the community.<br />
Thyssen Mining is committed to working with our clients to enhance the public image of the<br />
mining industry in the community and in the public.
Shop Manager<br />
Dwayne Metz<br />
Shop Clerk<br />
Judy Schwartz<br />
Purchasing Clerk<br />
Jeff Schaeffer<br />
Shop Mechanics<br />
Manager<br />
Northern Projects<br />
Colin Wilson<br />
Vice President<br />
Operations<br />
Volker Ebert<br />
Manager Potash &<br />
Misc. Projects<br />
J.D. Smith<br />
US Projects<br />
Manager<br />
Raiseboring<br />
Colin Wilson<br />
Raiseboring<br />
Superintendent<br />
Al Turtle<br />
Chief Engineer<br />
Jerzy Konopka<br />
IT Coordinator<br />
Mike Selinger<br />
President<br />
Rene Scheepers<br />
Manager Bus.<br />
Dev. & Contracts<br />
Adrian Bodolan<br />
Manager, Safety<br />
Dave<br />
Speerbrecker<br />
Safety<br />
Coordinator<br />
Rob Marlatt<br />
Executive<br />
Assistant<br />
Kim Ebert<br />
Receptionist<br />
Gabriela Buttner<br />
Human Resource<br />
Coordinator<br />
Carmen Firlotte<br />
Payroll<br />
Administrator<br />
Debbie Hubich<br />
Thyssen Mining<br />
Organization Chart<br />
Vice President<br />
Finance<br />
Jim Haines<br />
Controller<br />
Lisa Burko<br />
Acountant<br />
Pete Ehrmantraut<br />
Account Payable<br />
Administrator<br />
Eileen Lindemann
KEY PERSONNEL<br />
Thyssen Mining – Focused on Safety, Quality, and Cost<br />
Resumes of key Thyssen Mining personnel are attached. Thyssen Mining has considerable international<br />
operating and project experience as reflected in the depth and variety of the resumes.<br />
Thyssen Mining Management Personnel<br />
Thyssen Mining’s management is made up of personnel with considerable international expertise. This<br />
experience and diversity of background allows the Company to support clients in major and minor projects and<br />
to provide clients with solutions to difficult problems that can impact a company. Their knowledge and<br />
experience in completing projects can significantly cut costs for clients and help ensure that projects are<br />
complete on schedule and budget.<br />
Key Thyssen Mining management personnel include:<br />
• Rene Scheepers, President: 24 years of International underground mine operations and contracting<br />
which includes experience as a miner and supervisor and on-site engineering and management duties.<br />
His experience also includes responsibility for general management of large mining contracting<br />
companies.<br />
• Volker Ebert, Vice President, Operations: 26 years experience in underground speciality mining in<br />
Canada, U.S.A. & Germany. He has comprehensive expertise in mining supervision, engineering<br />
design, construction and operation of mining and industrial facilities and has unique expertise in<br />
specialized shaft sinking, shaft boring, longwall operations, roadheader applications and in a patented<br />
mining system in vertical veins.<br />
• Colin Wilson, P.Eng., Area Manager, Northern Operations: Mine Engineer with 22 years experience in<br />
underground mine operations and engineering.<br />
• J.D. Smith, P.Eng, Area Manager, shaft sinking and special project: 22 years experience in Canada and<br />
U.S.A.<br />
• David Speerbrecker, Manager – Occupational Health & Safety: 18 years experience in safety<br />
management with Thyssen Mining.<br />
• Adrian Bodolan, Manager, Project Controls: 20 years of mine engineering and project administration in<br />
Europe and Canada.<br />
Total Combined Experience: 132 years Average Experience: 22 years<br />
International Experience: Canada, U.S.A., Germany, Australia, Australia, Argentina, Chile<br />
Key Administrative Personnel include:<br />
• Jim Haines, CA, Vice President Finance: Chartered Accountant with 17 years of experience in public<br />
practice, the public sector and industry. While in public practice, he was involved in accounting,<br />
auditing and corporate and personal tax planning. In the public sector, he was involved in the<br />
implementation and administration of the Goods & Services Tax.<br />
• Dwayne Metz, Equipment & Shop Manager: 11 years experience in heavy equipment.<br />
• Jerzey Konopka, Chief Engineer: 40 years experience in underground mine design and construction with<br />
specialty in shaft construction.<br />
“Keep safety in mind as your constant companion…”
Thyssen Mining – Focused on Safety, Quality, and Cost<br />
• Carmen Firlotte, Human Resource Coordinator: has been involved in Thyssen Mining’s Human<br />
Resource area for the last 19 years, including ten years in the Payroll Department. She has extensive<br />
experience in the areas of payroll, pension plans and Workers’ Compensation.<br />
• Mike Selinger, IT Coordinator: 7 years experience managing a computer network with several remote<br />
sites. He is proficient with the installation of computer software and hardware, diagnosis and troubleshooting<br />
of software/hardware problems, providing technical support for end-users, software and<br />
application development, installation of computer networks including cabling and connectivity,<br />
development of software and database applications using Lotus Notes, Microsoft Access and Microsoft<br />
Outlook and computer and network management.<br />
Thyssen Mining Project Personnel<br />
The Company has a core of experienced site managers and supervision currently working on projects. Most of<br />
their personnel have worked for Thyssen Mining for a significant number of years, and the Company has<br />
invested in their personal development and growth. In return, these people bring considerable expertise to any<br />
project, and allow for quick mobilization and completion of work on schedule and budget.<br />
• Ray Hagel, Project Superintendent: 40 years experience in all aspects of mine development and<br />
construction.<br />
• Pierre Rancourt, Project Manager: 36 years experience in underground contracting in Canada and<br />
U.S.A.<br />
• Fred Hurley, Project Superintendent: 34 years experience in underground operations, which have<br />
included TBM tunnels, shaft sinking, ore pockets, grouting, shotcreting, driving raises, drifts, inclines,<br />
declines and rehabilitation projects. He is experienced in cut and fill; block caving and shrink stope<br />
mining methods and has 26 years experience in a supervisory and management capacity. Employment<br />
responsibilities have included hiring, planning, scheduling, estimating, purchasing, budgeting, cost<br />
control, and safety training.<br />
• Glenn Jacobson, Project Superintendent: 31 years experience in shaft sinking, development, and<br />
construction. He has comprehensive shaft sinking and tunnelling experience using both conventional<br />
and mechanical methods of excavation and is also experienced in setting up surface support plants and<br />
systems such as freeze plants, water treatment plants and compressed air systems.<br />
• Steve White, Project Superintendent: 30 years experience in shaft and tunnelling development and is<br />
experienced on Robotic carriers, Aliva pumps and predampers and has a strong background in various<br />
ground support techniques as well as safety programs<br />
• David McIntyre, Project Superintendent: 24 years experience in shaft sinking and development. His<br />
experience covers nearly all aspects of mine development and includes shaft sinking, lateral<br />
development and training.<br />
• Cal Pelican, Project Superintendent: 24 years experience ranging from experience ranges from shaft<br />
sinking to drift mining and construction, and includes grouting, shotcreting, blasting, diamond drilling<br />
and supervision in hard rock and potash mines.<br />
• Al Turtle, Raise Bore Site Superintendent: 25 years of raise bore experience, operating Redbore 40,<br />
Robbins 61-R, 71-R, 82-R, 85-R, 97-RL and Ingersoll Rand RBM-7 machines.<br />
“Keep safety in mind as your constant companion…”
Thyssen Mining – Focused on Safety, Quality, and Cost<br />
• Mike Johnston, Raise Bore Site Supervisor: 27 years experience in operating Subterranean 003,<br />
Robbins 61-R and 85-R and Ingersoll-Rand RBM-7 raise bore machines. He has drilled in excess of<br />
50,000 lineal feet of conventional raises of various diameters and has also drilled horizontal and blind<br />
bore holes as well as a raise in frozen ground.<br />
Total Combined Experience: 271 Years<br />
Average Experience: 30 Years<br />
International Experience: Canada, U.S.A., Britain, Brazil, Germany, Australia, Chile, Philippines, the<br />
former Soviet Union, China, Greece, Mexico and Peru<br />
Thyssen Mining Employees<br />
Thyssen Mining has developed a core of dedicated employees and has provided them with training and<br />
experience on a variety of projects. This core of employees can be drawn on for any project, ensuring that the<br />
best people available are mobilized for any job. Resumes of these employees can be supplied upon request.<br />
“Keep safety in mind as your constant companion…”
TEAM MANAGEMENT -<br />
THE PREFERRED APPROACH TO PROJECTS<br />
In all projects, there is a significant amount of risk born by the owner and the contractor in<br />
completing work on budget and on schedule. This can be due to a number of factors such as<br />
unknown ground conditions, water problems, project financing and permitting delays, etc. which<br />
are beyond the control of both parties. Recognizing this, Thyssen Mining prefers to take the<br />
"Team Management" approach to implementing projects, working with the owner and other<br />
parties to the mutual benefit of all.<br />
Team management involves a partnership or alliance between the owner, contractor and other<br />
associated parties (such as engineers, project management firms, other contractors, consultants,<br />
etc.). The concept is to create a Project Team that integrates personnel from all the combined<br />
parties to create a group that is dedicated to the completion of the project.<br />
For example, in an operating mine, the owner might assign a Project Facilitator to a given project<br />
to ensure that manpower, equipment, material and supply movement are optimized and<br />
prioritized for both the owner and the contractor. This Project Facilitator may be required to<br />
report to the Project Manager who may be from the contractor.<br />
The advantage of such approach is to allow the owner and contractor to better manage risk based<br />
on the fact that all parties work together drawing upon expertise of the group to come up with<br />
viable solutions to problems. Administrative costs are minimized by eliminating the overlap of<br />
tasks that are generally carried by separate parties, but are now carried out by a dedicated project<br />
team. Communications for the project is improved, schedules and budgets are better met, and<br />
management of the contractor and owner work together rather than in adversarial rolls.<br />
The ultimate result is to allow the contractor to minimize the cost of risk in the bidding process,<br />
ultimately lowering the contract bid. A mechanism is in place to deal with risk, if and when it<br />
occurs, and manage the impact on project costs and schedules.<br />
Thyssen Mining is prepared to work with our clients using an "open book" bid approach and/or<br />
work on a target price basis. We are prepared to review the entire bid with the client in order to<br />
ensure the most accurate bid and to minimize cost to the client. In this manner, risks associated<br />
with each project can be identified and mechanisms establish to deal with their impacts and<br />
costs.
Period Client / Project Type of Contract<br />
<strong>TMCC</strong> Role<br />
October 2004<br />
(24 Months)<br />
August 2004<br />
to<br />
December<br />
2004<br />
August 2004<br />
to<br />
December<br />
2004<br />
July 2004<br />
to<br />
October 2004<br />
July 2004<br />
to<br />
September<br />
2004<br />
June 2004<br />
to<br />
November<br />
2004<br />
June 2004<br />
to<br />
December<br />
2004<br />
May 04<br />
(12 Months)<br />
March 2004<br />
(15 Months)<br />
Cameco Corporation<br />
Cigar Lake Project<br />
Northern, Saskatchewan<br />
Aurizon Mines Ltd.<br />
Casa Berardi Project<br />
Cameco Corporation<br />
Cigar Lake Project<br />
Northern, Saskatchewan<br />
Agrium Inc.<br />
Potash Operations<br />
Vanscoy, Saskatchewan<br />
Potash Corporation of<br />
Saskatchewan Inc.<br />
Lanigan Division<br />
Lanigan, Saskatchewan<br />
Cameco Corporation<br />
Cigar Lake Project<br />
Northern, Saskatchewan<br />
Cameco Corporation<br />
Cigar Lake Project<br />
Northern, Saskatchewan<br />
IMC Potash Colonsay ULC<br />
No. 2 Shaft<br />
Colonsay, Saskatchewan<br />
Under Ground Vaults and Storage<br />
Hutchinson, Kansas<br />
Thyssen Mining – Focused on Safety, Quality, and Cost<br />
THYSSEN MINING CONSTRUCTION OF CANADA LTD.<br />
RESUME OF EXPERIENCE<br />
Lump Sum/<br />
Unit Rate<br />
Lump Sum/<br />
Unit Rate<br />
Lump Sum/<br />
Unit Rate<br />
Contact<br />
Barry Schmitke<br />
General Manager<br />
Tel: (306) 956-6787<br />
Gilles Brousseau<br />
Mine Manager<br />
Tel. (819) 339-5621<br />
Barry Schmitke<br />
General Manager<br />
Tel: (306) 956-6787<br />
Cost Plus Leroy Rayburn<br />
Superintendent<br />
Tel: (306) 668-4343<br />
Lump Sum Rob Jackson<br />
Mechanical Engineer<br />
(306) 365-5310<br />
Cost Plus<br />
Prime Contractor<br />
Cost Plus<br />
Prime Contractor<br />
Barry Schmitke<br />
General Manager<br />
Tel: (306) 956-6787<br />
Barry Schmitke<br />
General Manager<br />
Tel: (306) 956-6787<br />
Cost Plus Wayne Rice<br />
Purchasing Manager<br />
Tel: (306) 944-2223<br />
Unite Rate &<br />
Lump Sum<br />
Mr. Lee Spence<br />
President<br />
(620) 662-6769<br />
Description Original<br />
Value<br />
• Shaft Construction and<br />
Underground Development<br />
$40.0M<br />
CDN<br />
• Shaft Collar Construction $2.3M<br />
CDN<br />
• Hoist Installation $800,000<br />
CDN<br />
• Shaft repair works $150,000<br />
CDN<br />
• Shaft Steelwork and bin repairs $540,000<br />
CDN<br />
• Shaft #1 Service Upgrade $1.1M<br />
CDN<br />
• Shaft #2 Collaring/Lining and<br />
Concrete Work<br />
• 45m x 6.0m diameter.<br />
$2.7M<br />
CDN<br />
• Rehabilitation using Roadheader $300,000<br />
CDN<br />
• Sinking frozen shaft for under<br />
ground storage facility.<br />
• 210m depth, 4.8m diameter.<br />
“Keep safety in mind as your constant companion…”<br />
$3.5M<br />
USD<br />
Final<br />
Value<br />
In Progress<br />
$2.4M<br />
CDN<br />
Completed<br />
$150,000<br />
CDN<br />
$540,000<br />
CDN<br />
$1.1M<br />
CDN<br />
$2.7M<br />
CDN<br />
In Progress<br />
In Progress<br />
Reason for +/-<br />
Extended<br />
Extended
January 2004<br />
to<br />
March 2004<br />
January 2004<br />
to<br />
January 2007.<br />
(3 Years)<br />
December<br />
2003<br />
to<br />
April 2004<br />
November<br />
2003<br />
(15 Months)<br />
August 2003<br />
to<br />
April. 2004<br />
April 2003<br />
(24 months)<br />
March 2003<br />
(24 months)<br />
February<br />
2003<br />
(42 months)<br />
September<br />
2002<br />
to<br />
July 2004<br />
July 2002<br />
(36 months)<br />
May 2001<br />
(67 months)<br />
Penn West Petroleum Ltd.<br />
Calgary, Alberta<br />
Kete Whii Procon Joint Venture<br />
Ekati Mine<br />
Northwest Territories<br />
International Minerals & Chemical<br />
Corporation (Canada) Limited, K-2<br />
Mine<br />
Esterhazy, Saskatchewan<br />
Newcrest, Telfer Mines<br />
Western Australia<br />
Getchell Gold Corporation<br />
Turquoise Ridge Project<br />
Golconda, Nevada<br />
Shore Gold Inc.<br />
Saskatoon, Saskatchewan<br />
Climax Molybdenum Company<br />
Henderson Mine<br />
Empire, Colorado, USA<br />
Climax Molybdenum Company<br />
Henderson Mine<br />
Empire, Colorado, USA<br />
Companhia Vale Do Rio<br />
Doce/Mineracao Fazenda<br />
Brasileiro, Teofilandia,Brazil<br />
Cameco Corporation<br />
(Joint Venture with Mudjatik<br />
Enterprises Inc.)<br />
Eagle Point Mine<br />
Northern Saskatchewan<br />
Cameco Corporation<br />
(Joint Venture with Mudjatik<br />
Enterprises Inc.)<br />
McArthur River Mine, Shaft #1<br />
Northern Saskatchewan<br />
Thyssen Mining – Focused on Safety, Quality, and Cost<br />
Lump Sum Mr. George Swerdan<br />
(403) 777-2596<br />
Unit Rate & lump<br />
sum<br />
Subcontractor<br />
Cost Plus &<br />
Lump Sum<br />
Unit Rate Work<br />
Joint Venture<br />
Jim Dales<br />
Vice President, Procon<br />
Walt Kocalka<br />
Senior Project Engineer<br />
Tel: (306) 745-4279<br />
Daniel Gillespie<br />
Project Engineer<br />
Lump Sum Norm Guppy<br />
Engineering Manager<br />
(775) 529-5001 ext. 2415<br />
Cost Plus – labour<br />
& equipment<br />
Prime Contractor<br />
Unit Rate<br />
Prime Contractor<br />
Unit Price<br />
Prime Contractor<br />
Unit Rate<br />
Prime Contractor<br />
Unit rate<br />
Prime Contractor<br />
Unit Rate & labour<br />
hire<br />
Prime Contractor<br />
Ken MacNeill<br />
Chairman<br />
Tel: (306) 664-2202<br />
Christina Bakavelou<br />
Contracts Administration<br />
Tel: (303) 569-3221<br />
Mike Ley<br />
Contracts Engineer<br />
Tel: (303) 569-3221<br />
• Sinking of frozen shaft to recover<br />
oil well.<br />
• 30m x 4.3m<br />
• 4.0 m diameter raise boring.<br />
• 2,200 meters<br />
$1.25M<br />
CDN<br />
$5M<br />
CDN<br />
• Replacement of #3 Storage Bin $325,000<br />
CDN<br />
• Shaft strip and line<br />
• 1,100m x 7.3m<br />
• Development, Rehabilitation and<br />
construction work.<br />
• Frozen shaft and 25,000 tonnes bulk<br />
sample.<br />
• 250m x 4.5m.<br />
• Mine, muck, and bolt miscellaneous<br />
drift headings, raise cutouts and<br />
chute cutouts.<br />
• 5,800 ft of raisebore development.<br />
• 6ft-10ft diameter<br />
$21.0M<br />
AUD<br />
$4.7M<br />
USD<br />
$3.5M<br />
CDN<br />
$3.6M<br />
USD<br />
$2.7M<br />
USD<br />
Marcelo Goncalves • 2,300 m of 3.0 m raise boring. $3.8M<br />
CDN<br />
Dave Neuberger<br />
Manager<br />
Tel: (306) 956-6332<br />
Dave Bronkhurst<br />
Mine Manager<br />
Tel: (306) 633-2001<br />
• Raise Boring<br />
• 12 ft diameter vent raises and 42<br />
inch slot raises.<br />
• 1,000 meters<br />
• Underground development and<br />
construction.<br />
“Keep safety in mind as your constant companion…”<br />
$1.3M<br />
CDN<br />
In Progress<br />
$325,000<br />
CDN<br />
In Progress<br />
$8.0M<br />
USD<br />
In progress<br />
Additional<br />
Work<br />
In progress Contract<br />
Extended<br />
In progress Contract<br />
Extended<br />
$2.0M<br />
CDN<br />
$1M CDN In progress<br />
$6M<br />
CDN<br />
Scope of work<br />
change after<br />
change of<br />
ownership<br />
In progress Contract<br />
Extended
April 1, 2002<br />
(36 months)<br />
July 26, 2002<br />
(30 months)<br />
July 2002<br />
to<br />
January 2004<br />
July 2003<br />
to<br />
September<br />
2003<br />
June 2003<br />
to<br />
November<br />
2004<br />
June 2003<br />
to<br />
December<br />
2004<br />
Dec. 21, 2002<br />
to<br />
Jan. 3, 2003<br />
October 2002<br />
to<br />
January 2003<br />
Sep. 9, 2002<br />
to<br />
Dec. 31, 2002<br />
Sep. 1, 2002<br />
to<br />
Dec. 18, 2002<br />
Aug. 27, 2002<br />
to<br />
Sept. 5, 2002<br />
Cameco Corporation<br />
(Joint Venture with Mudjatik<br />
Enterprises Inc.)<br />
Eagle Point Mine,<br />
Northern Saskatchewan<br />
North American Tungsten<br />
Corporation<br />
Cantung Mine, N.W.T.<br />
Kete Whii Procon Joint Venture<br />
Ekati Mine<br />
Northwest Territories<br />
Potash Corporation of<br />
Saskatchewan Inc.<br />
Lanigan Division<br />
Lanigan, Saskatchewan<br />
Cameco Corporation<br />
Cigar Lake Project<br />
Northern, Saskatchewan<br />
Cameco Corporation<br />
Cigar Lake Project<br />
Northern, Saskatchewan<br />
International Minerals & Chemical<br />
Corporation (Canada) Limited, K-1<br />
Mine<br />
Esterhazy, Saskatchewan<br />
Cameco Corporation<br />
Cigar Lake Project<br />
Northern, Saskatchewan<br />
Agrium Inc.<br />
Potash Operations<br />
Vanscoy, Saskatchewan<br />
Potash Corporation of<br />
Saskatchewan Inc.<br />
Lanigan Division<br />
Lanigan, Saskatchewan<br />
Cameco Corporation<br />
(Joint Venture with Mudjatik<br />
Enterprises Inc.)<br />
McArthur River Mine, Shaft #3<br />
Northern Saskatchewan<br />
Labour Hire<br />
Prime Contractor<br />
Monthly rates<br />
Rental Agreement<br />
Unit Rate & lump<br />
sum<br />
Subcontractor<br />
Thyssen Mining – Focused on Safety, Quality, and Cost<br />
Dave Neuberger<br />
Manager<br />
Tel: (306) 956-6332<br />
Bob Gilroy<br />
Project Manager<br />
Tel: (604) 515-7504<br />
Jim Dales<br />
Vice President, Procon<br />
Lump Sum Rob Jackson<br />
.Mechanical Engineer<br />
(306) 365-5310<br />
Cost Plus<br />
Prime Contractor<br />
Cost Plus<br />
Prime Contractor<br />
Cost Plus<br />
Prime Contractor<br />
Cost Plus<br />
Prime Contractor<br />
Labour hire<br />
Prime Contractor<br />
Lump Sum<br />
Prime Contractor<br />
Lump Sum<br />
Prime Contractor<br />
Barry Schmitke<br />
General Manager<br />
Tel: (306) 956-6787<br />
Barry Schmitke<br />
General Manager<br />
Tel: (306) 956-6787<br />
Walt Kocalka<br />
Senior Project Engineer<br />
Tel: (306) 745-4279<br />
Barry Schmitke<br />
General Manager<br />
Tel: (306) 956-6787<br />
Leroy Rayburn<br />
Superintendent<br />
Tel: (306) 668-4343<br />
Rob Jackson<br />
Mechanical Superintendent<br />
Tel: (306) 365-5300<br />
Dave Bronkhurst<br />
Mine Superintendent<br />
Tel: (306) 633-2001<br />
• Labour supply underground<br />
development production and<br />
construction.<br />
• Rental agreement for mechanics<br />
and equipment.<br />
• 1.5 m and 3.0 m raise boring.<br />
• Completed 540 meters<br />
$25M<br />
CDN<br />
In progress<br />
$2M CDN $1.1M<br />
CDN<br />
Tendered<br />
Value:<br />
$0.4 CDN<br />
• Shaft Steel Replacement $370,000<br />
CDN<br />
• Shaft #1 Service Upgrade $1.1M<br />
CDN<br />
• Shaft #2 Collaring/Lining and<br />
Concrete Work<br />
• Changing of tubbing bolts.<br />
$2.7M<br />
CDN<br />
N/A<br />
• Freeze pipe relocation $100,000<br />
CDN<br />
• Changing of pipe.<br />
• Phase II of loading pocket<br />
rehabilitation for Shaft No. 1.<br />
• Beam and block wall removal.<br />
“Keep safety in mind as your constant companion…”<br />
• Installation of landings and ladders.<br />
$75,000<br />
CDN<br />
$143,084<br />
CDN<br />
• Construction of emergency egress. $180,000<br />
CDN<br />
$1.5M<br />
CDN<br />
$613,000<br />
CDN<br />
$1.1M<br />
CDN<br />
$2.7M<br />
CDN<br />
$12,800<br />
CDN<br />
$80,000<br />
CDN<br />
$306,869<br />
CDN<br />
$480,000<br />
CDN<br />
$185,000<br />
CDN<br />
Client in<br />
Receivership<br />
Extra<br />
Work<br />
Contract<br />
Extended<br />
Cost Plus<br />
Ahead of<br />
Schedule<br />
Extra Work<br />
Extra Work<br />
Extra work
Aug. 2002<br />
to<br />
April 2003<br />
July 9, 2002<br />
to<br />
July 31, 2002<br />
July 4, 2002<br />
to<br />
Jan. 2, 2003<br />
July 2, 2002<br />
to<br />
Aug. 3, 2002<br />
July 2002<br />
to<br />
December<br />
2002<br />
June 22, 2002<br />
to<br />
July 19, 2002<br />
May 2002<br />
to<br />
March 2003<br />
Apr. 26, 2002<br />
to<br />
July 15, 2002<br />
August 1999<br />
to<br />
August 2001<br />
May 2001<br />
to<br />
June 2001<br />
Feb. 2001<br />
to<br />
April 2003<br />
August 2000<br />
to<br />
March 2001<br />
Canadian Projects Limited<br />
Pingston Hydro Project<br />
Revelstoke, British Columbia<br />
Potash Corporation of<br />
Saskatchewan Inc.<br />
Lanigan Division<br />
Lanigan, Saskatchewan<br />
International Minerals & Chemical<br />
Corporation (Canada) Limited, K-2<br />
Mine<br />
Esterhazy, Saskatchewan<br />
IMC Potash Colonsay ULC<br />
No. 2 Shaft<br />
Colonsay, Saskatchewan<br />
Boliden Westmin (Canada)<br />
Limited<br />
Myra Falls Operations<br />
Campbell River, B.C.<br />
International Minerals & Chemical<br />
Corporation (Canada) Limited, K-1<br />
Mine<br />
Esterhazy, Saskatchewan<br />
Stillwater Mining Company<br />
Nye, Montana, USA<br />
Teck Cominco Metal Ltd.<br />
Sullivan Mine<br />
Kimberley, B.C.<br />
Cameco Corporation<br />
(Joint Venture with Mudjatik<br />
Enterprises Inc.)<br />
McArthur River Mine, Shaft # 3<br />
Northern Saskatchewan<br />
Potash Corporation of<br />
Saskatchewan Inc.<br />
Cory Division<br />
Saskatoon, Saskatchewan<br />
Canadian Projects Limited<br />
Pingston Hydro Project<br />
Revelstoke, British Columbia<br />
Imperial Oil Limited<br />
Cold Lake, Alberta<br />
Thyssen Mining – Focused on Safety, Quality, and Cost<br />
Cost Plus Casey Rip, P.Eng.<br />
Project Manager<br />
Tel: (403) 508-1563<br />
Lump Sum<br />
Prime Contractor<br />
Lump Sum<br />
Prime Contractor<br />
Lump Sum<br />
Prime Contractor<br />
Unit Rate & lump<br />
sum<br />
Prime Contractor<br />
Lump Sum<br />
Prime Contractor<br />
Unit Rate<br />
Prime Contractor<br />
Unit Rate<br />
Prime Contractor<br />
Unit Rate<br />
Prime Contractor<br />
Labour Hire<br />
Prime Contractor<br />
Lump Sum<br />
Prime Contractor<br />
Lump sum, labour<br />
hire<br />
Prime Contractor<br />
Rob Jackson,<br />
Mechanical Superintendent<br />
Tel: (306) 365-5300<br />
Walt Kocalka<br />
Senior Project Engineer<br />
Tel: (306) 745-4279<br />
Wayne Rice<br />
Purchasing Manager<br />
Tel: (306) 944-2223<br />
Don Gove<br />
Supervisor, Material Manager<br />
Tel: (250) 287-9271<br />
Walt Kocalka<br />
Senior Project Engineer<br />
Tel: (306) 745-4279<br />
Bob Taylor<br />
Vice President<br />
Tel: (406) 932-8314<br />
Bob Newcombe<br />
Project Manager<br />
Tel: (250) 427-8422<br />
Dave Bronkhurst<br />
Mine Manager<br />
Tel: (306) 633-2001<br />
Al Wilyman<br />
Senior Mine Engineer<br />
Tel: (306) 382-0525<br />
Casey Rip, P.Eng.<br />
Project Manager<br />
Tel: (403) 508-1563<br />
Dennis Friesen<br />
Tel: (403) 2373201<br />
• Track re-alignment, pipe<br />
installation, raise support, lining<br />
installation, infrastructure support.<br />
• Phase I of loading pocket<br />
rehabilitation for Shaft No. 1.<br />
• Changing of shaft steel.<br />
• Installation of cheese weight<br />
inspection platform.<br />
• Potash station rehabilitation.<br />
• Raise boring for an ore pass 230 m<br />
long x 2.4 m diameter at 70 0 and a<br />
228 m long x 1.8 m diameter vent<br />
raise at 87.5 0 .<br />
N/A<br />
$200,786<br />
CDN<br />
$109,048<br />
CDN<br />
$267,000<br />
CDN<br />
$450,000<br />
CDN<br />
• Changing of shaft steel. $108,869<br />
CDN<br />
• Production and Development<br />
Mining.<br />
• 406 ft of Alimak raise excavation<br />
and pump pipe installation.<br />
• Shaft Sinking<br />
• 540m x 6.0, concrete lined<br />
“Keep safety in mind as your constant companion…”<br />
• Installation of shaft discharge line<br />
and station brow head cover.<br />
• Stairway/steel modifications.<br />
• Hydroelectric tunnelling and<br />
raiseboring contract involving 450<br />
m of 1.8 m diameter raisebore and<br />
3,600 m of 2.4 m x 2.7 m railbound<br />
tunnel.<br />
• Grouting concrete bulkhead for<br />
underground penstock<br />
• Oil well recovery by frozen shaft.<br />
• 84m x 4.4m<br />
$3 M<br />
USD<br />
$445,000<br />
CDN<br />
$12.6M<br />
CDN<br />
$0.16M<br />
CDN<br />
$9.6M<br />
CDN<br />
$2.5M<br />
CDN<br />
$11.8 M<br />
$225,000<br />
CDN<br />
$178,934<br />
CDN<br />
$287,799<br />
CDN<br />
$620,000<br />
CDN<br />
$108,869<br />
CDN<br />
$3M<br />
USD<br />
$477,563<br />
CDN<br />
$13.6M<br />
CDN<br />
$0.16M<br />
CDN<br />
$12.4M<br />
CDN<br />
$2.57M<br />
CDN<br />
Extra Work<br />
Extra Work<br />
Extra Work<br />
Extra Work<br />
Extra Work<br />
Contract<br />
Extended<br />
Change Orders<br />
Grouting bonus<br />
and shaft steel<br />
installation<br />
bonus.<br />
Additional<br />
Ground Support<br />
Additional<br />
Engineering
July 2000<br />
to<br />
Nov. 2001<br />
July 1999<br />
to<br />
July 2002<br />
June 1998<br />
to<br />
Jan. 1999<br />
Jan. 1998<br />
to<br />
June 30, 2002<br />
Jan. 1998<br />
to<br />
March 1999<br />
Sept. 1998<br />
to<br />
March 2002<br />
June 1997<br />
to<br />
Jan 2001<br />
January 1996<br />
to<br />
August 2002<br />
May 1996<br />
to<br />
Feb. 1999<br />
November<br />
1996<br />
to<br />
April 1997<br />
Stillwater Mining Company<br />
East Boulder Project<br />
Big Timber, Montana, USA<br />
Cameco Corporation<br />
McArthur River Mine<br />
Northern Saskatchewan<br />
Stillwater Mining Company<br />
Nye Project<br />
Nye, Montana, USA<br />
Cogema Resources/Cluff Mining<br />
(Joint Venture with Mudjatik<br />
Enterprises Inc.)<br />
D/P & D/J Orebodies Underground<br />
Mining<br />
Cluff Lake, Saskatchewan<br />
Cameco Corporation<br />
(Joint Venture with Mudjatik<br />
Enterprises Ltd.)<br />
Eagle Point Mine<br />
Northern Saskatchewan<br />
Stillwater Mining Company<br />
Nye, Montana, USA<br />
Cameco Corporation<br />
(Joint Venture with Mudjatik<br />
Enterprises Inc.)<br />
McArthur River Mine, Shaft #2<br />
Northern Saskatchewan<br />
Agrium Inc.<br />
Potash Operations<br />
Vanscoy, Saskatchewan<br />
Getchell Gold Corporation<br />
No. 2 Production Shaft<br />
No. 1 Ventilation Shaft<br />
Turquoise Ridge Project<br />
Golconda, Nevada<br />
Outokumpu Metals<br />
Montcalm Project<br />
Timmins, Ontario<br />
Unit rate<br />
Prime Contractor<br />
Labour Hire<br />
Prime Contractor<br />
Unit rate<br />
Prime<br />
Contractor<br />
Labour Hire<br />
Prime Contractor<br />
Unit Rate<br />
Prime Contractor<br />
Unit Rate<br />
Prime Contractor<br />
Unit rate<br />
Prime Contractor<br />
Labour Hire<br />
Prime Contractor<br />
Unit Rate<br />
Prime<br />
Contractor<br />
Thyssen Mining – Focused on Safety, Quality, and Cost<br />
Bob Taylor<br />
Vice President<br />
Tel: (406) 932-8314<br />
Paul Fox<br />
Tel: (306) 633-2001<br />
Dee Bray<br />
Senior Engineer<br />
Tel: (406) 328-8400<br />
Steve Grinius<br />
General Manager<br />
Tel: (306) 498-2233<br />
D. Neuburger<br />
General Manager<br />
Tel: (306) 956-6558<br />
Bob Taylor<br />
Vice President<br />
Tel: (406) 932-8314<br />
Martin Quick<br />
General Manager<br />
Tel: (306) 956-6558<br />
Leroy Rayburn<br />
Superintendent<br />
Tel: (306) 668-4343<br />
Mike Owsley<br />
Tel: (775) 529-5001<br />
Lump Sum Veikko Koskela<br />
Tel: (416) 364-3110<br />
• 17,000 ft of lateral development.<br />
• 3,500 ft of vertical development.<br />
• Underground construction.<br />
$55M<br />
CDN<br />
• Raise boring – labour hire. $1.2M<br />
CDN<br />
• 12,000 ft of ramp and lateral<br />
development<br />
“Keep safety in mind as your constant companion…”<br />
$4M<br />
USD<br />
• Contract mining @ 500 tons/day. $18M<br />
CDN<br />
• 3,725 m of lateral development.<br />
• 400 m of raise boring.<br />
• 27,000 m of diamond drilling.<br />
• Contract mining; Ore and muck<br />
haulage; Backfilling.<br />
• 34,000 ft of underground<br />
development.<br />
• Production stoping @ 400 tons/day.<br />
• 560m x 6.0m concrete lined shaft.<br />
• 7,300 m of drift development on<br />
two levels.<br />
• 700 m of raise bore drilling.<br />
• Installation of all necessary rock<br />
support (bolts, shotcreting &<br />
mesh).<br />
Road concreting and freezing hole<br />
drilling.<br />
• Rehabilitation of shaft bottoms at<br />
Shaft #1 and Shaft #2.<br />
• 8,000 ft of lateral development.<br />
• 4,150 ft of shaft sinking.<br />
• Loading pocket<br />
• Shaft equipping.<br />
• Raise boring and lining.<br />
• Excavate and line 43m deep shaft<br />
collar.<br />
$16.5M<br />
CDN<br />
$10.6M<br />
CDN<br />
$36M<br />
CDN<br />
$44.0M<br />
USD<br />
$400,000<br />
CDN<br />
$45M<br />
CDN<br />
$1.2M<br />
CDN<br />
$4.4M<br />
USD<br />
$24.2M<br />
CDN<br />
$17.5M<br />
CDN<br />
$63.4M<br />
CDN<br />
$60.8M<br />
CDN<br />
$4.1M<br />
CDN<br />
$44M<br />
USD<br />
$790,000<br />
CDN<br />
Project<br />
Cancelled by<br />
owner<br />
Extra<br />
Development<br />
18 month<br />
contract<br />
extension<br />
Extra Work<br />
Contract<br />
extension – devt<br />
Stoping added<br />
Construction<br />
added<br />
2 Years contract<br />
extension and<br />
additional<br />
construction<br />
work<br />
Not specified<br />
labour hire<br />
Extra Work
September<br />
1995<br />
to<br />
August 1997<br />
Nov. 1995<br />
to<br />
Nov. 2001<br />
Feb. 1993<br />
to<br />
June 1997<br />
June 1991<br />
to<br />
Dec. 1997<br />
January 1990<br />
to<br />
August 1998<br />
Oct. 1989<br />
to<br />
Oct. 2000<br />
Hudson Bay Mining & Smelting<br />
Trout Lake<br />
Companhia Vale do Rio Doce<br />
Fazenda Brasileiro<br />
Teofilandia, Brazil<br />
Cameco Corporation<br />
McArthur River Shaft #1 and<br />
U/G Test Mine Development<br />
Northern Saskatchewan<br />
Cameco Corporation<br />
Eagle Point Mine<br />
Northern Saskatchewan<br />
Inco Ltd.<br />
McCreedy East<br />
#1 Shaft<br />
Cigar Lake Mining Corporation<br />
Test Mine Project<br />
Cigar Lake, Northern<br />
Saskatchewan<br />
Thyssen Mining – Focused on Safety, Quality, and Cost<br />
Lump Sum Carlos Morao • 415m Shaft deepening<br />
• 6.0m diameter & development<br />
Unit Rate<br />
Prime Contractor<br />
Unit Rate<br />
Prime<br />
Contractor<br />
Unit rate<br />
Prime Contractor<br />
Unit Rate<br />
Prime Contractor<br />
Unit Rate<br />
Labour Hire<br />
Prime Contractor<br />
Odilon Paraense<br />
Mine Planning Manager<br />
Tel: 011-55-75-616-5500<br />
Dave Bronkhurst<br />
Mine Manager<br />
Tel: (306) 6332001<br />
D. Neuburger<br />
General Manager<br />
Tel: (306) 956-6558<br />
• 2 - 1.83 m dia. vent raises, totalling<br />
168 m.<br />
• 1 - 2.13 m dia. vent raise, totalling<br />
366 m.<br />
• 22 - 3.05 m dia. vent raises,<br />
totalling approx. 3,000 m.<br />
• 2 - 1.83 m dia. vent raises, 90 deg.<br />
dip, totalling 189 m.<br />
• 800 m of lateral development.<br />
• 18' dia., 680 m deep, concrete lined<br />
shaft, including shaft collar, hoist<br />
and headframe set up and grouting.<br />
• 13,700 m of lateral development.<br />
• Freezing of six 70 ft raise collars on<br />
surface.<br />
• 1,800 ft of Alimak raises.<br />
• 276,000 tons of test mining.<br />
• 100.4 m of 1.52 m dia. horizontal<br />
boring - first time in Canada.<br />
• 1,200 m of raise boring.<br />
• Contract mining; Ore and muck<br />
haulage; Backfilling<br />
Jon Gill • 1,402m x 5.8m diameter shaft &<br />
development.<br />
Barry Schmitke<br />
General Manager<br />
Tel: (306) 956-6787<br />
“Keep safety in mind as your constant companion…”<br />
• Lateral development of approx.<br />
900 m, including pre-grouting,<br />
NATM, and using ground freezing<br />
through one section.<br />
• Probe hole drilling and grouting.<br />
• Installation of heavy ground support<br />
(steel sets and shotcrete).<br />
• Installation of watertight bulkheads.<br />
• Test mining using high pressure<br />
water.<br />
• Labour hire.<br />
$4.0M<br />
USD<br />
$29.26M<br />
CDN<br />
$68.1M<br />
CDN<br />
$4M<br />
USD<br />
29.26M<br />
CDN<br />
$68.1M<br />
CDN<br />
$26M<br />
CDN<br />
Contract value<br />
not specified,<br />
labour hire
Thyssen Mining Head Office, Regina<br />
Thyssen Mining Shop, Regina<br />
Thyssen Mining – Focused on Safety, Quality, and Cost<br />
“Keep safety in mind as your constant companion…”<br />
Headframe Erection<br />
Shaft Sinking
Mine Development and Production<br />
Mine Development and Construction<br />
Thyssen Mining – Focused on Safety, Quality, and Cost<br />
“Keep safety in mind as your constant companion…”<br />
Mine Development and Production<br />
Mechanical and Electrical Installation
Raise and Shaft Boring<br />
Thyssen Mining – Focused on Safety, Quality, and Cost<br />
“Keep safety in mind as your constant companion…”<br />
Ground Freezing<br />
Freeze Plant Operation
Underground Construction<br />
Shotcrete and Grouting<br />
Thyssen Mining – Focused on Safety, Quality, and Cost<br />
“Keep safety in mind as your constant companion…”<br />
Roadheader Operation
Thyssen Mining – Focused on Safety, Quality, and Cost<br />
Commitment to Safety, Quality, Cost<br />
“Keep safety in mind as your constant companion…”
SAFETY POLICY<br />
Thyssen Mining is committed to a strong safety program that protects its staff, its property and<br />
the public from accidents. There is no task that cannot be done safely and Thyssen Mining is<br />
committed to ensuring that this philosophy is implemented across all of our operations.<br />
Employees at every level are responsible and accountable for Thyssen Mining’s overall safety<br />
initiatives. Complete and active participation by everyone, every day, in every job is necessary<br />
for the safety excellence the company expects. Management supports coordination of safety<br />
among all workers at the job sites.<br />
Management supports participation in the program by all employees and provides proper<br />
equipment, training and procedures. Employees are responsible for following all procedures,<br />
working safely, and wherever possible, improving safety measures.<br />
An injury and accident free workplace is our goal. Through implementation of the “Thyssen<br />
Safety Management Plan”, we can accomplish this.
TRAINING POLICY<br />
Thyssen Mining believes that proper training of employees is a key element in achieving a safe<br />
and productive workplace. Not only will the number of unplanned events decrease with proper<br />
training, but productivity and equipment availability will increase and operating costs will<br />
decrease.<br />
Thyssen Mining will ensure that all employees are adequately trained for the tasks that they are<br />
required to undertake.<br />
Thyssen Mining is committed to ensuring that these principals are promoted throughout our<br />
operations and workforce.<br />
In order to achieve an appropriate level of training, the necessary resources will be provided and<br />
programs implemented which will involve both internal and external resources.<br />
Audits will be undertaken at regular intervals to ensure that the stated goals are being achieved<br />
and that training programs are being implemented in an appropriate manner.
ENVIRONMENTAL POLICY<br />
Thyssen Mining is committed to the protection of the environment and to ensure that our<br />
operations and personnel create no significant negative impact to the environment. There is no<br />
task that cannot be done in an environmentally responsible manner and Thyssen Mining is<br />
committed to ensuring this philosophy is implemented at all our operations.<br />
All Thyssen Mining projects are planned and carried out with strict adherence to government<br />
guidelines. In addition, Thyssen Mining follows the specific requirements of the client and their<br />
policies and procedures.<br />
Employees at every level are accountable and responsible for ensuring all standards are met.<br />
Complete and active participation by everyone, every day, in every job is necessary for the<br />
environmental excellence the company expects. Management supports coordination of<br />
environmental protection amongst all workers at the job.<br />
Management supports participation in environmental protection by all employees and provides<br />
proper equipment, training and procedures. Employees are responsible for following all<br />
procedures, working responsibly and wherever possible, improving environmental protection<br />
measures.<br />
No negative environmental impact is our goal. By following policies, procedures and<br />
government standards as well as due diligence, we can accomplish this.
ALCOHOL & CONTROLLED SUBSTANCE POLICY<br />
Thyssen Mining strives to provide a safe workplace for all employees and establishes programs<br />
and policies to promote high standards for employee health. Thyssen Mining has compelling<br />
interest to eliminate the illegal use of drugs and misuse of alcohol from its workplace.<br />
Illegal drug use and abuse as well as alcohol use and abuse jeopardizes the health and safety of<br />
the drug or alcohol user, the user’s fellow employees and the safety of the general public. An<br />
employee who uses or abuses drugs or alcohol is more likely to become involved in serious<br />
accidents. Furthermore, drug and alcohol abuse directly, or indirectly, increases absenteeism<br />
and reduces productivity. The adverse effects of illegal drug and alcohol use results in increased<br />
utilization of sickness and disability benefits, and increased insurance premiums. Finally,<br />
Thyssen Mining owes an obligation to its customers to perform our work safely, efficiently and<br />
on schedule, and drug and alcohol abuse undermines the accomplishment of this goal.<br />
While Thyssen Mining has no intention of intruding into private lives, employees are expected to<br />
be in condition to perform their duties throughout their workday. Employee involvement with<br />
alcohol and drugs, off-the-job as well as on-the-job, can have an impact on the work place and<br />
our ability to accomplish our goal of a work environment free from the affects of alcohol and<br />
drug abuse.<br />
In order to monitor and manage the use of alcohol and drugs in the workplace, Thyssen Mining<br />
has implemented an alcohol and drug-testing program. All employees will be required to<br />
participate in this program.<br />
In addition to achieving a drug & alcohol free workplace, it is our commitment to preserve the<br />
privacy and personal dignity of each employee and applicant. All employees of Thyssen Mining<br />
will be affected by this policy.<br />
This policy applies to every location or project where Thyssen Mining has employees, be it a<br />
separate company, an association or a joint venture.
THYSSEN SAFETY MANAGEMENT<br />
PLAN (TSMP) - Summary
Thyssen Mining – Focused on Safety, Quality, and Cost<br />
TSMP – THYSSEN SAFETY MANAGEMENT PLAN<br />
With the changing times it is important to ensure that all that can be done is done.<br />
Thyssen Mining has developed a plan to ensure that we fulfill our obligations to the<br />
regulators, clients and to our employees. By using the TSMP as a resource to refer to, we<br />
can be proactive about safety rather than reactive. We also hope to accomplish good due<br />
diligence, reporting to our clients, regulators and most importantly to our employees<br />
about safety performance.<br />
The TSMP is made up of four main categories and each is just as important as the other.<br />
If you refer to the picture of the yellow house the base is designed to be the policies for<br />
us to follow which in turn create the pillars, Communication, Hazard Management &<br />
Training. With poor structure of either of these pillars our roof (Performance<br />
Indicators) will collapse and our performance will be poor.<br />
The TSMP is a living, breathing document that will undergo changes as we make<br />
improvement in our workplace. New technology and ideas are always being reviewed<br />
and encouraged to enhance the safety of our employees. Changes to the TSMP will be<br />
handled by maintaining a controlled number of actual documents to ensure that all<br />
information is relevant and up to date. Updates will be sent to the sites for each<br />
document as they occur.<br />
The TSMP is something that has been reviewed with each person that works at Thyssen<br />
Mining and is promoted as our new and improved safety program. Attached are the<br />
summaries of each topic under each category.<br />
“Keep safety in mind as your constant companion…”
COMMUNICATION<br />
Thyssen Mining – Focused on Safety, Quality, and Cost<br />
COMMUNICATION is what we do to GIVE to GET UNDERSTANDING<br />
� 5-Point Safety System<br />
Each employee is required to fill out and have with them their completed 5-point<br />
safety card while at work. This must be done at the start of each shift.<br />
� 5-Minute Pre Shift Safety Talk<br />
This is to be done at the start of each shift with each member of the crew in<br />
attendance. The supervisor will take five minutes to talk about a safety topic of his/her<br />
choice.<br />
� Workforce Toolbox Safety Meeting<br />
This is a safety meeting that is conducted weekly with only the supervisor present<br />
with his crew. Safety people are encouraged to attend and participate but are not to run<br />
the meeting or prepare the meeting for the supervisor. The supervisor is completely<br />
responsible for this meeting<br />
� Formal Weekly Safety Meeting<br />
This is a safety meeting that includes all supervisory personnel and crew on site or<br />
on shift. Items to be discussed should be work related and preventive measures for the<br />
prevention of incidents and accidents in the work place. Formalized minutes and a<br />
structured agenda are required. Management will introduce new programs, review<br />
incidents, discuss new procedures, etc in this meeting.<br />
� Significant Incident Reports<br />
In order to inform other sites of serious accidents or incidents it must be<br />
communicated. Each site is responsible for ensuring that “Significant Incidents” are<br />
posted on Lotus Notes, on bulletin boards and reviewed at safety meetings etc.<br />
� Accident Investigation<br />
Accident Investigation is an opportunity to communicate the results of an incident<br />
and prevent any further incidents of that nature.<br />
“Keep safety in mind as your constant companion…”
� OH&S Committees<br />
Thyssen Mining – Focused on Safety, Quality, and Cost<br />
Each project that employee more than 10 employees is required by <strong>TMCC</strong> to have<br />
an Occupational Health and Safety Committee. The OH&S Committee will meet once a<br />
month and file a formal report to the OH&S branch.<br />
External Resource Material<br />
Safety magazines, posters and articles will be forwarded to the sites. These are to<br />
be utilized by the site supervision to increase safety awareness, add some interest to the<br />
safety program and make safety meetings interesting at each site. The Senior Safety<br />
Coordinator will distribute this information. Employees are encouraged to participate in<br />
any contest that brings safety awareness upon him/her.<br />
� Quarterly Safety Coordinators Meetings<br />
These will be conducted to ensure that all personnel involved in the safety<br />
program are properly informed, get a chance to discuss issues and develop new ways of<br />
dealing with safety concerns. Additionally review of corporate goals, group performance<br />
and new initiatives will be discussed. Minutes will be kept of the meeting and distributed<br />
to the attendee’s with the appropriate responsibilities of each member highlighted.<br />
� Quarterly Project Manager Meetings<br />
This is done to ensure that all project managers are on track with goals and to<br />
discuss various safety and production issues at their respective sites. This is also a good<br />
avenue for introducing the Project managers to new information and ideas.<br />
� Weekly Senior Management Meetings<br />
These are done weekly with the idea of keeping the team involved and informed<br />
on changes on the sites. <strong>Information</strong> passed on starts with safety and continues through<br />
site activity and followed up by future prospects and tenders.<br />
� Safety Representatives<br />
This involves the US regs requiring that each crew have a safety rep, which is<br />
similar to the OH&S that is in Canada. This safety rep is the crew spokesperson when<br />
other avenues have been exhausted. Further exact details can be found in Part 40 of the<br />
30 CFR.<br />
� Perception Survey<br />
This survey will be done annually to see how well <strong>TMCC</strong> is doing in regards to<br />
the Safety. This is a good way to check if management’s view of safety success is in line<br />
with the views of the employee’s. Employees are asked anonymously how they feel<br />
about certain aspects of the Safety Program and the information is reviewed for which<br />
“Keep safety in mind as your constant companion…”
Thyssen Mining – Focused on Safety, Quality, and Cost<br />
areas of the safety program is requiring attention. The information regarding the survey<br />
is located on lotus notes for all <strong>TMCC</strong> staff/management personnel to access.<br />
HAZARD MANAGEMENT<br />
“Minimizing loss is as much improvement as maximization of profit”- Louis Allen<br />
� Planned Inspections<br />
Inspection is one of the best tools available to find problems and assess their risks<br />
before accidents and other losses occur. A well-managed inspection program can meet<br />
goals such as these:<br />
1. Identify potential problems that are not anticipated during design or task<br />
analysis.<br />
2. Identify equipment deficiencies.<br />
3. Identify improper employee actions.<br />
4. Identify effects of changes in processes or material.<br />
5. Identify inadequacies in remedial actions.<br />
6. Provide leaders self-appraisal information.<br />
7. Demonstrate leadership commitment through visible activity for safety<br />
and health.<br />
These are the required Planned Inspections.<br />
• Check Scaling<br />
• Workshop & Surroundings<br />
• Underground Workings<br />
• Surface Magazines<br />
• Surface Areas<br />
• Mechanic Shop<br />
• Office/Dry<br />
� Internal & External Audits<br />
As part of the continuing need to monitor safety and work practices it is important<br />
to scrutinize the workplace. This leads to having someone internal or external conduct an<br />
audit of our work habits and documentation. Thus far Thyssen has used it’s own people<br />
to conduct audits reviewing the workplace. Internal audits will be conducted twice a year<br />
and external auditors will be acquired as the need arises.<br />
� Procedures<br />
Taking the time to develop task procedures and practices for the critical work<br />
activities will save a great deal of time in the end. They provide carefully thought out<br />
guidance, based on the best available knowledge, of how to do critical tasks in the most<br />
efficient way.<br />
“Keep safety in mind as your constant companion…”
� Task Observations<br />
Thyssen Mining – Focused on Safety, Quality, and Cost<br />
Planned observation is a tool for observing conditions and practices in an<br />
organized and systematic way. It enables you to know with a high level of confidence<br />
how well people are performing specific tasks. It enables you to ….<br />
• Pinpoint practices that could cause accidents, injuries, damage,<br />
inefficiency and waste,<br />
• Determine specific needs for coaching and training<br />
• Learn more about the work habits of your people<br />
• Check the adequacy of existing task methods and procedures<br />
• Follow-up on the effectiveness of recent training<br />
• Give appropriate on the spot constructive correction<br />
• Spotlight specific behaviors for recognition and reinforcement.<br />
For planned Task Observations Thyssen Mining uses the following forms to document<br />
the task being observed and what corrective action has been taken.<br />
• Task Observations (with check list)<br />
• PPE Inspection<br />
• Form for Monitoring the number of inspections completed<br />
� Hazard Identification and Rectification<br />
Hazard identification and rectification can only be done after analysis of the work<br />
environment has been done. By completing and following up on findings from planned<br />
inspections, internal & external audits, procedure updating & reviewing, and task<br />
observations. By completing these particular pieces of information we are able to<br />
recognize hazards and make corrections.<br />
� Accident Investigation<br />
During accident investigations, it’s what’s done with the information once it has<br />
been gathered that is important. Analysis of the data will point out the hazards thus<br />
making it easier to identify and correct the problems before they strike again. Thyssen<br />
Mining reviews all accidents with crews, OH&S members and management to ensure all<br />
that can be done to prevent a reoccurrence is being done. This is done at the Weekly<br />
Management meetings, safety meetings, etc., as described in the Communication section<br />
of the TSMP.<br />
� WHMIS<br />
Most industrialized countries require that a Material Safety Data Sheet (MSDS) or<br />
similar document must accompany all chemical substances that are manufactured,<br />
imported, sold or used in a manufacturing process. These should be kept on file for<br />
review in the purchasing shipping and receiving, environmental, health and safety<br />
departments as well as where the chemicals are used. MSDS labels identify physical<br />
“Keep safety in mind as your constant companion…”
Thyssen Mining – Focused on Safety, Quality, and Cost<br />
hazards such as the potential for fire, explosion, and reactivity, as well as primary routes<br />
of entry into the human system, such as inhalation, ingestion, or skin absorption. Such<br />
information can be of great use when identifying hazards in the workplace. All Thyssen<br />
Mining employees will be exposed to WHMIS training during their orientation as well as<br />
yearly refreshers.<br />
� Alcohol and Drug Standard and Testing<br />
As stated in the Alcohol and Drug policy manual, Thyssen Mining strives to<br />
provide a safe workplace for all employees and established programs and policies to<br />
promote high standards for employee health. The company has a compelling interest to<br />
eliminate the illegal use of drugs and misuse of alcohol from its workplace. A copy of<br />
the Thyssen Alcohol & Drug Policy is available upon request.<br />
� OH&S Committees<br />
In order to carry out their responsibilities under the Occupational Health and<br />
Safety Act, certified members of health and safety committees must learn how health and<br />
safety hazards are recognized, assessed and controlled. Further information can be<br />
reviewed in the OH&S Act & Regulations.<br />
TRAINING<br />
� Policies & Procedures<br />
“If you think training is expensive, try ignorance”<br />
A policy is a plan that communicates the guidelines for making decisions and<br />
taking action. For example, <strong>TMCC</strong> has policies that cover hiring, discipline, alcohol &<br />
drug abuse and so forth.<br />
In general a policy should focus on matters of importance and guide people on<br />
how they are expected to behave at the workplace. Typically the majority of policies are<br />
developed at the main office while job procedures are developed in the field.<br />
A job procedure is a written, step-by-step description of how to do a job from start<br />
to finish. Job procedures are sometimes referred to as “proper job procedures” or<br />
“methods”. Written job procedures are used to train new workers and workers that are<br />
moved to new jobs. Workers also use Job procedures as a reference, especially for<br />
complex jobs, particularly hazardous jobs, or for jobs that are not done very often. A job<br />
procedure contains the appropriate safe work practices and highlights safety points.<br />
� Competency Based Training<br />
At present the system that is used to instruct and guide employees on the<br />
operations regarding mining equipment and methods of mining has been adopted from<br />
“Keep safety in mind as your constant companion…”
Thyssen Mining – Focused on Safety, Quality, and Cost<br />
the Ontario Common Core. This training system has proven to be very beneficial in our<br />
operation. All employees will be exposed to this method of training from the first day.<br />
Designated trainers will instruct and monitor the progress of the employees and ensure<br />
that the employee is comfortable and competent on a piece of mining equipment or a<br />
mining method before releasing him/her to the crew. Continued support and instruction<br />
will be provided from the shift supervisor as well as more experience employees. All<br />
new employees to the workforce will be partnered with experienced employees. At no<br />
time should an inexperienced new employee be left to work alone underground.<br />
Training Modules Developed from Task Observations/Risk Analysis & JHA’s<br />
This is yet to be developed by the Safety Department<br />
� Written Theoretical Testing<br />
During the orientation process, task training and new procedures being introduced<br />
into the workplace, employees will be asked to complete and pass written theoretical<br />
tests. These tests are given to show that people understand what is required and if they<br />
have retained the information. These tests are not meant to find fault with the employees<br />
but rather where more training is required and who is in need of it.<br />
� Site Orientation<br />
Safety studies show that new workers are almost twice as likely to have an<br />
accident as experienced workers. Also, companies with formal orientation for all new<br />
hires have average compensation rates 25% lower than companies without formal<br />
orientation. Employees, who are new to the job and to the work environment, are at an<br />
especially dangerous point. This is why site orientation is so important and critical.<br />
� Hazard ID Training<br />
In conducting a hazard assessment, four components must be examined to see<br />
what risks are present, the people (employees, visitors, clients, suppliers, etc.). It is<br />
important to realize that the hazard assessment does not deal strictly with things that are<br />
wrong at the present time. An assessment must also recognize what could go wrong. In<br />
examining the above four areas and the process that combines these items, keep asking<br />
the question “What if? “.<br />
� OH&S Rep Training<br />
Where there is a committee at the workplace, the employer must ensure the<br />
committee co-chairpersons are trained in the duties and functions of a committee. It is a<br />
good idea to train all the committee members.<br />
Where there is a representative at the workplace, the employer must ensure that the<br />
representative is trained in his or her duties and functions as a representative.<br />
“Keep safety in mind as your constant companion…”
Thyssen Mining – Focused on Safety, Quality, and Cost<br />
Committee and representative training is available from the Occupational Health and<br />
Safety Division, safety associations and other agencies approved by the division to<br />
deliver training.<br />
� Supervisor Training Program<br />
Several times a year the Safety Department will conduct training for the site<br />
supervision. Sites are expected to send their supervisors that have not attended the course<br />
or could benefit from a refresher course. Supervision will be asked to attend refresher<br />
courses every two years to ensure that they are up to date as to the inner workings of the<br />
Thyssen Safety Program and what has changed in the industry for new safety methods.<br />
� Safety Manual<br />
The Thyssen Safety Manual is comprised of all the basic procedures that would<br />
be or could be seen at a typical mining work site. The manual is designed to offer<br />
guidelines to new employees of Thyssen mining and are to be adhered to. Each<br />
employee will be exposed to the manual at his or her orientation. Each employee will be<br />
required to read the manual and acknowledge having done so in writing. Attached is a<br />
copy of the manual.<br />
� Accident Investigation<br />
Accident investigation is a critical part of any safety program at any work place.<br />
Through out the TSMP it has been referred to. This part of the TSMP reviews the<br />
process for the how to conduct an accident investigation. This information provided is<br />
only a guideline and in the event of a serious incident the procedures mentioned in the<br />
Communications & Hazard Management should be referred to.<br />
Supervisory positions will receive in depth training for accident investigation and<br />
this section is to be used only as a guideline.<br />
PERFORMANCE INDICATORS<br />
� Statistics<br />
As part of the TSMP it is important to review our safety statistics to give a good<br />
perspective of where we are as a company. The majority of the statistics are based on<br />
frequency and severity.<br />
� Incident Review<br />
To have an incident in the workplace can be a terrible thing. Not learning<br />
something from that incident is a crime. Incident review is key to ensuring the safety of<br />
the worker, the productivity of the workplace and having a good morale.<br />
“Keep safety in mind as your constant companion…”
� Industry Comparisons<br />
Thyssen Mining – Focused on Safety, Quality, and Cost<br />
Industry comparison is key to understanding if we as a company are achieving a<br />
realistic level of safety in our organization. This is done by comparing our statistics to<br />
those in similar industries. As mentioned in “Statistics” the industry uses the same<br />
formula to calculate their injury rates. Monthly Thyssen mining compares it’s self to our<br />
peers in the industry.<br />
� Group Safety Awards<br />
Thyssen Mining has developed a strategy to recognize good safety performance at<br />
the various work sites. For every 100,000 man-hours or 6 months (which ever comes<br />
first) the site will receive a “Safety Award”. As some of the projects that Thyssen<br />
performs are less than 6 months or 100,000, these projects will be awarded for<br />
completing the project without any loss time injuries. Sites are encouraged to send<br />
emails, faxes, and memos congratulating other sites when a milestone is achieved.<br />
“Keep safety in mind as your constant companion…”
Thyssen Mining Safety Record for the past 5 years – All operations Canada & US.<br />
Thyssen Mining 5 Year<br />
Safety Statistics<br />
Employees Manhours<br />
First Aid<br />
Frequency<br />
Medical Aid<br />
Frequency<br />
Lost Time<br />
Frequency<br />
Lost Time<br />
Severity<br />
Significant Incident<br />
Frequency<br />
2004 391 790455 26.06 7.59 1.01 11.64 34.66<br />
2003 452 653660 18.36 8.87 .92 37.02 28.15<br />
2002 388 530834 14.32 12.43 2.64 289.36 29.39<br />
2001 503 867021 12.92 13.38 1.85 134.94 28.14<br />
2000 535 1158033 17.96 12.61 2.42 160.62 32.99<br />
5 Year Average 454 800,006 17.92 10.98 1.77 126.72 30.67<br />
Thyssen Mining experienced one fatality in 2001
Thyssen Mining – Focused on Safety, Quality, and Cost<br />
THYSSEN MINING CONTACT INFORMATION<br />
General inquiries should be directed to:<br />
Thyssen Mining<br />
P.O. Box 1997<br />
2409 Albert Street North<br />
Regina, Saskatchewan<br />
S4P 3E1<br />
Telephone: (306) 949-6606<br />
Fax: (306) 543-5844<br />
Email: info@thyssenmining.com<br />
Webpage: www.thyssenming.com<br />
If you wish to direct an inquiry to a specific person, please review the organizational chart contained in<br />
this document for names and positions.<br />
Inquiries related to business development or bidding on projects should be directed to:<br />
Rene Scheepers<br />
President<br />
Telephone: (306) 949-5921 (direct line)<br />
Email: rscheepers@thyssenmining.com<br />
“Keep safety in mind as your constant companion…”