28 / 92
26 Independence Group NL
The use of diesel-powered plant in underground mining has steadily increased since
the 1960s. During this time, diesel- driven mechanised machinery has largely replaced
physical labour or pneumatically driven machines. As a result of the combustion
process, diesel engines emit diesel particulate matter (DPM), exhaust gases, including
a wide range of organic vapours, and a small amount of metallic compounds.
Although it has long been known that diesel emissions pose both short- and long-
term risks to health, ranging from mild effects, such as headaches, irritation and
nausea, to respiratory disease, in 2012, the International Agency for Research on
Cancer (IARC) classi ed diesel engine exhaust emissions as carcinogenic to humans.
In response to the health risk posed by diesel combustion emission, IGO has engaged
in air quality and emission monitoring to establish the significance of the issue at our
mines. This monitoring indicated that emission concentrations were below levels of
concern.
However, as a precautionary measure, in 2013 IGO commenced a program of works
to trial diesel emission filters of our heavy mobile equipment at Long Operation. Given
the success of these trials, diesel emission filters are being progressively fitted to all of
our underground heavy mobile plant. We also continue to trial the use of biodiesel.
MANAGEMENT SYSTEMS
The framework for IGO’s Management System is based
on the well-recognised ‘Plan-Do-Check-Act’ (PDCA)
methodology and the International Organization for
Standardization (ISO) guidelines. This methodology includes
a component of continuous improvement in all processes
so an organisation never reaches a state of ‘business as
usual’, but continues to seek ways to improve.
As our business grows and evolves so too will our
Management Systems. At present we are working to
develop and implement 19 IGO Common Management
System Standards (refer to Figure 7).
BUSINESS STRATEGY
IGO’s business strategy is to develop and achieve growth.
To this end our focus is to create a leading diversified
Australian mining company that delivers superior returns
for all stakeholders while maintaining a focus on:
•
maximising value from our current asset portfolio
•
maintaining capital discipline and retaining a strong
balance sheet while pursuing strong free cash flow
•
value creative growth, targeting opportunities that
have scale, and generating high margins over a long
mine life
•
our people
•
maintaining a social licence to operate.
Delivery on our strategy will provide both growth and
long-term sustainability to the organisation with clear value
for our stakeholders. The key elements of the strategy to
provide long-term stability to the organisation include:
•
a diversified commodity mix – The diversified
commodity portfolio in IGO portfolio provides a
insulation against volatility of a single commodity
•
a strong balance sheet – The strong balance sheet
provides optionality for the company and also
protection against short-term volatility
•
quality assets – The Company has a portfolio of
quality producing and development assets. The
operations are high-margin. Both the Tropicana JV and
the anticipated Nova Project are long life of mines,
ensuring the sustainability of IGO.
IGO has made significant progress in delivering on the
business strategy during FY2015.
SAFETY CASE STUDY:
STUDY DIESEL EMISSIONS
This methodology includes a component of
continuous improvement in all processes so an
organisation never reaches a state of ‘business
as usual’, but continues to seek ways to
improve.