The Xstrata-managed operation is located in the NSW Hunter Valley. The nearby underground South Bulga operation runs out of recoverable longwall reserves in early 2003 with mining scheduled to finish in the E7 panel by February/March.
As a punch longwall, Beltana does not require any mains development. This factor coupled with very good mining conditions, high levels of engineering and contemporary work practices is expected to deliver FOB cash costs in line with the best of the open-cuts, according to operations manager Jon Romcke.
Roche Mining, which won the initial development contract for the first block, has completed 90% of the development of panel one. At project completion, December 2002, approximately 15 km of total development will have been completed by Roche.
Since June 2002, the permanent workforce, under operating company, Beltana Highwall Mining, started development of maingates two and three. John Pala, director of consulting company Palaris Mining, has been working on site to provide project support in the transitional stage between mining stopping at South Bulga and starting at Beltana. Palaris is also providing assistance with recruitment and equipment selection.
“At the project’s inception there was an emphasis on the organisational and people systems,” Pala said.
"There is a recognition of the key role played by the front-line supervisor. This role has been strongly aligned with the management of the business and has included putting in place an effective crew structure with clear accountability and performance measures."
Within Beltana's manning structure the crew supervisor role is fully salaried. Crew supervisors have accountability for crew performance, and other KPIs such as safety (including statutory), communications, performance reviews, leave management and cycle time measurements on shift.
"The crew has to operate as a close-knit unit, made up of individuals with complementary capabilities. Teamwork, safework, flexibility and attendance are key attributes."
The typical crew includes a maintenance supervisor and six technicians. As crews are expected to be flexible and focused on the needs of the work area, there is no absenteeism replacement. Routine communication sessions take place ten minutes pre and post shifts.
A performance incentive scheme has also been introduced, with a shift in emphasis away from the traditional production bonus (only) scheme to one based on key business measures. The suite of business measures that are used measure and reward performance in areas of safety, absenteeism, quality, cost and output.
At an operational level, detailed cycle time studies are being conducted each shift. Drilling and bolt installation times are being measured as well as shuttle-car load times, wheeling speeds and dump times. As Pala remarked, you can't improve what you don't measure.
Using these principles has already delivered a 28% improvement in the drill cycle and a 22% improvement in the dump cycle, Pala said.
The roadways are being mined at a height of 2.9m. Roadway support is 1.5m long mesh modules with 4 x 1.8 m bolts per module and 1.2m rib bolts. One single continuous miner is expected to meet the mine's long-term development requirements, with a secondary production machine available for backup. Performance is currently around 4.5-5.5m per operating hour and the single unit is expected to average 1200-1400m per month.
The performance of the permanent workforce has to date been excellent, Pala said with no lost time or disabling injuries, high standards of housekeeping and "gun-barrel" straight roadways.
