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Western Mining Company

Western Mining Company (WMC) was an Australian based minerals producer with business interests in 19 countries. It was the world's third largest nickel producer, owning 40% of the world's largest alumina producer (Alcoa World Alumina and Chemicals), and was a major producer of Copper, Uranium, Gold, Fertiliser, and Talc.

WMC built its business on large, low cost and long life assets which are globally competitive and believed that long term success relies on high standards of ethical conduct, responsible environmental management and strong partnerships with the communities within which it operates.

WMC Projects and Engineering


In 1996 the WMC Projects and Engineering (P&E) required specific Duty of Care training for their senior personnel.


Ringshaw Consulting liaised with the P&E Department Heads to scope the specifics of the training. The training modules were designed and developed including trainer manuals and guidelines; participant manuals and workbooks; and overhead transparencies.

The P&E Senior Management attended a pilot program and evaluated the course content, presentation and methodology, and subsequently approved the course. Courses were then scheduled and conducted for all appropriate P&E staff.

WMC Kalgoorlie Nickel Smelter


The WMC Kalgoorlie Nickel Smelter (KNS) contracted Ringshaw Consulting to review their existing procedures, including but not limited to Accident Investigation, Internal Auditing, Permit to Work and Personal Protective Equipment and suggest recommendations necessary to ensure compliance with legislative requirement and KNS philosophy. Neil was also required to develop procedures for Performance Management, Safety Training, Statutory Compliance, and Personnel Training and Development.


Ringshaw Consulting liaised with the appropriate site personnel and senior management. It was determined that KNS were to retain ownership of the development of the process by committing both management and other staff input to the content and final outcomes particularly in relation to monitoring and maintaining training requirements.

The procedures reflected the Quality Systems of the KNS and were structured in a format consistent with EEO principles and met the appropriate legislative requirements.

Ringshaw Consulting developed specific procedures as required and facilitated the KNS personnel through the development an implementation process being aware of and consistent with WMC's ISRS approach to Loss Control in that development.

WMC Resources Ltd Belmont Laboratory


WMC Nickel Operations Technology Development Group (WMC Resources Ltd Belmont Laboratory) contracted Ringshaw Consulting to design and develop a Safety Management System in concert with the Laboratory stakeholders.


Neil Ringshaw consulted with the Laboratory Manager and Department Heads to scope out the project. A proposal was put up and a strategy submitted for approval. The process was outlined in a series of presentations to the staff and commitment was obtained from the Department Heads to ensure appropriate resource would be made available as required.

The process involved a complete rewrite of all the Lab personnel job descriptions to actually suit the positions as determined from the Job Safety Analysis that were conducted after JSA Training, Inductions were re-designed to incorporate appropriate legislative requirement.

The Lab procedures were designed and or re-designed and implemented. Emergency evacuation procedures were subsequently designed and tested; and accident investigation courses conducted for the supervisory staff and safety representatives.

As a result of the safety management system the Belmont Laboratory personnel had not recorded a lost time injury for the following 2 years.

WMC Projects and Engineering — Training Strategy


The WMC Projects and Engineering required total OSHE Training strategy developed for a greenfield mining project.


Ringshaw Consulting in association with WMC P&E designed and developed a training matrix and strategy for all personnel involved or likely to be involved in the project.

The training matrix comprised of 5 Distinct Phases:

  1. Feasibility Study;
  2. Design Engineering;
  3. Tendering/Procurement;
  4. Construction; and
  5. Commissioning/Hand-over.

Four specific Training Modules were developed:

Each of the 5 Phases had specific Modules of required training, for example all phases included Safety Management Principles and only Phase 4 and 5 required participation in all 4 Modules.

The process was revolutionary in its methodology, it included recognition of prior learning, a "step system of learning" was designed around self paced learning, classroom content was designed to be kept to a minimum, practical exercises were included with facilitated workshops and interactive group dynamics.

Dependent on the Phase and the participant's level of cognisance, the Unit's method of delivery may be modified accordingly whilst maintaining the integrity of the course content.

WMC Mt. Keith Operations — Safety Day Out


The WMC Mt. Keith Operations SEQ Coordinator had had several discussions with Neil Ringshaw in relation to several issues at Mt. Keith including appropriate induction training, succession planning and safety management systems. As a result of some on–site visits and further discussion with the Human Resources Manager and other stakeholders it was agreed that Ringshaw Consulting would develop a training course to identify the competencies required by on site personnel.

The scope was to design and develop the course to be presented over an eight hour time–frame and to apply the process of Job Safety Analysis to jobs performed in the workplace commensurate with the capacity in which personnel are employed and the functions performed, and utilise this process in the development of Safe/Standard Operating Procedures. This in turn would identify the competencies required by those personnel to perform the job safely.


Ringshaw Consulting designed and developed a one day course to suit the criteria it is the "Job Safety Analysis and SOP Development" course.

A proposal called "Safety Day Out" was put up and a strategy submitted for approval. A trial of the process was conducted on site, in presentations to the staff, resulting in commitment from the Resident Manager and appropriate Department Heads to ensure appropriate personnel would be made available as required for attendance at the Safety Day Out.

The STOP for Safety program was conducted over a series of days, consisting of 4 theory and practical sessions combined, a BBQ lunch was provided and each participant was given a "T–shirt" with the logo on the front and back of the shirt.

At the end of each course, the participants from each of the natural work groups had identified all of the jobs associated with their respective occupations. Identified the most hazardous and completed a Job Safety Analysis on it, developed a Safe/Standard Job Procedure as a result of the JSA and identified the Competencies required to perform that job.

Mt. Keith management were to then provide the resource to allow the remainder of the jobs to have JSAs and SOPs conducted and appropriate documentation completed.