Kuuntele WASMA Mining & Resources Podcast

In this episode, we have invited Ivy Chen, Principal Consultant of CSA Global and Director of Australasian Institute of Mining and Metallurgy (AusIMM) to the show. Ivy is also a Director at Western Power and Football West. Ivy is a skilled and knowledgeable geologist whose adept at incorporating technologies to various mining projects and excellent at diversified training. Her current role sees her auditig IPS to ensure that they pose a balanced view - a view that is important given that the resources industry leans toward optimism. Ivy chose an interesting career path out of university. Working with ASIC! A great listen for all. It was a pleasure to have Ivy with us. Ivy’s Career Journey [02:25] Ivy had always been in Australia but her expertise allowed her to represent as a trainer for the first Australian-Chinese joint venture in Shanxi Province. She taught a group of older Chinese geologist how to use computer-aided mined planning. [03:26] Ivy was amazed on how previous generation geologist draws highly-detailed maps and for her to translate them into a modern computer system is challenging yet fulfilling. Life as Principal Consultant [05:02] Ivy’s work, in a nutshell, is a to be a “Bulldust Detector” where she tests the risk disclosure of mining companies and see if there’s a balance between upside and downside. The mining industry are optimist and loves their project, but this love is the reason why companies tend to forget all the good things. It is her job to take detailed technical reports aided with lawyers to help everyone understand where the risk are and how well they are disclosed. Directorship Learnings [07:38] Ivy learned that a non-executive director is vastly different from someone being on operations. As a non-executive director, you are hands-off on the operation—you cannot tell anyone what they should and interfere with what the CEO is doing. All you do is ask questions, challenge their assumptions, and make them think outside the box that would allow them to craft solutions for any situation. Diversity [09:02] The mining industry is headed to the right direction when it comes to diversity. Ivy emphasizes that it should just be about gender, but also age and ability. She thinks that the mining industry is not great at accommodating disabled people who can contribute many things. Inclusivity should encompass everyone, even those who are different from the norm. The mining industry is headed there, but there are still things to improve. Issues [11:35] Ivy felt that the mining industry have not defined any clear solutions when it comes to social license and environmental issues with climate change on the bigger picture. The industry should learn how to measure and quantify reports for these critical issues that people outside the industry can understand. [12:29] The mining industry should show to other industry that they are better. With this, investments flows in and offers on lower interest rates. If the industry will not pay attention into this, Ivy thinks that everyone will lose their social license to operate. Everyone should be conscious of it and ensure to avoid it from happening. Leaders of Tomorrow [13:07] Ivy hopes that the leaders of tomorrow should understand social license and not take it for granted. Social license covers everything – family, friends, colleagues – in other words, the society. The mining industry is not separated from the rest. Everyone is a family and that is important for future leaders to understand. Social license is not just a check box for a compliance list—it is something deeper and meaningful. Learn more about Ivy Chen on: LinkedIn: https://www.linkedin.com/in/ivy-chen-06764613/ [https://www.linkedin.com/in/ivy-chen-06764613/]

Today, we talk with Matt Bennetto, Operations Manager at LinkForce. Joining us again is Rosie Allen from Rosie Allen Consulting, Mining Engineer and proud WASM graduate from the class of 2009. In this podcast we take a dive into diversity and how Western Australias largest shutdown business encourages diversity. Fun fact: 70% of employees at LinkForces Central Perth offices are female! Episode Timeline: Diversity Program [00:50] We have developed a program called LTGo Program, it’s an eight-week course with tickets and certifications for individuals that may not have the connection, ability, or opportunity to work. We give everyone the opportunity, even if you are white, indigenous, Asian, male, female, etc. [01:32] LinkForce has always taken the approach of recruiting future graduates in mechanical engineering, structural engineering, etc. with female engineers as my priority. Qualifications [02:09] With more than a thousand applicants, only 2% of females had applied for structural, civil, and mechanical engineering. Females are known for their attention to detail and drive that fits to our industry. Personal achievements are not enough to succeed, circumstances of diversity are just as important to be motivated. Priming Young & Gifted People [04:22] Teens already made a decision about their interest before they get to high school and enrolling at a university. Companies are starting to realize that having a diverse workplace should be addressed at the root level. [07:01] Curtains opens up to these gifted children. Many companies organize flights for a bootcamp. [09:32] It creates buzz for them. Seeing adults working in action at a large scale creates excitement for them. With technology and the aspects happening in the mining industry, the world is their oyster. Introducing your Work to your Child [10:56] Seeing your children watch with excitement, the question is how do you promote it to them? There are many career opportunities in Western Australia; geology, metallurgy, mining, engineering, surveying, fabrication—data and coding in the next decade. Key Quotes: [04:58 – 05:04] “Whether you have a son or daughter, they always want to be like their parents.” [03:04 – 03:14] “Regardless if you are a male or female, you always challenge yourself to be better at something.” Connect with Rosie through her socials: LinkedIn: https://www.linkedin.com/in/rosie-allen-consulting [https://www.linkedin.com/in/rosie-allen-consulting] Connect with Matt through his socials: LinkedIn: https://www.linkedin.com/in/matt-bennetto-a580a899/ [https://www.linkedin.com/in/matt-bennetto-a580a899/] Learn more about Link Force at: Website: https://www.linkforce.com.au/ [https://www.linkforce.com.au/] LinkedIn: https://www.linkedin.com/company/linkforce-engineering/ [https://www.linkedin.com/company/linkforce-engineering/]

In this episode, we have invited Matt Bennetto, Operations Manager of Linkforce. He worked on and supported some of WA's largest projects and companies Chevron Gorgon load-out facility, Christmas Creek, Utah Point, KCGM to name a few, with success and efficiencies improved every time. Matt understands reliability, communication, transparency but most of all honesty, which has assisted greatly throughout my career. Today, Matt talks all about shutdowns; his experiences, how he manages his people and leadership. Shutdown during the pandemic [01:22] With current situations relating to COVID, Matt and his company had to work closely with state and federal government to make sure that proper protocols are followed, like social distancing. As well as working closely with BHP, who were instrumental in coordinating and organizing everything from the information packs prior to attendance, coordinating multiple planes, and multiple buses to carry people. They had four meetings a day, with all the contractors as well as the morning client, and the key decision makers. These are then reported through to the federal government and state government of how they were managing it. Managing people [03:26] Matt work with a very large workforce, it is diverse and has different personalities. Leadership is key to any business, and it always sets a tone of culture, performance, and attitude. He thinks that Linkforce has a very strong and solid culture. From that, it runs into the leadership that are on site. Not everyone gets along in life, and there are different personalities but each of their leadership is significantly similar in that some may have stronger empathy than others. Matt believes in a leadership that cares and has passion for what they do. Because they are people driven business. Empathy is the most important thing. Good workplace culture [06:40] Matt thinks that what creates a good workplace culture is honesty, integrity, support, and ensuring that, at the end of the day, if you say something you stand by that having everyone's ability to voice their opinion in the company is very important. As wells as working with people that have similar passions, that operates or is pulling in the same direction as you. He has may similarities with his people wherein they come from a rural background, so they have similar interests like being early morning risers, the fencing all day, or cattle mastering or working in the cattle yards, etc. Attitude towards failure and mistakes [07:37] Matt shares that their business is people driven, they make mistakes. It's just how people own it and accept it. They have a very close leadership in their business where they monitor all sorts of aspects of whether it's a safety incident, or if we're seeing a trend, or if we're seeing sort of behaviors that could be coming from them as leaders. Software development [10:47] Their company developed a software because there needed to be an ability to measure and monitor how people are operating in shutdown. To reduce the time of meeting with a client and having one key leader talking to the client directly, and where you need your frontline leaders to be monitoring the field, so that there are no delays of time of where they actually need to be. Because of this, not only can they show the client the areas where they can potentially improve, but it also drives an improvement in their business. [13:05] The software was developed purely for something that has a timeline. So, everything that Matt and his people do each day at work, they are coordinated, one task flows to the next task because of this. They could be backfilling or working on the pace plan, looking at the pressures, and all of that will be in a timeline directed by either the client, the company, or the contractor. Go to https://www.linkforce.com.au/ [https://www.linkforce.com.au/] to know more about their services. You can also follow Matt on LinkedIn [https://www.linkedin.com/in/matt-bennetto-a580a899/]. Thanks to our producer Trixi [https://www.linkedin.com/in/trixi-oldfield-143a8978/] for the tireless effort that goes into the production of these episodes and also to Rosie Allen [https://www.linkedin.com/in/rosie-allen-consulting/] for joining us on the show.

Brett Cunningham is the MD of Mining Leaders Group. Pretty self-explanatory really….BUT…Brett does not just create mining leaders. He transforms mining businesses so they are industry leading. A seasoned C-suite executive across a number of private and public companies - Brett's strategic vision for our industry is at the forefront of the transformation we are seeing across the sector. Brett is spearheading the transformation we see in the mining industry by developing the leadership capabilities and strategies for companies to transform. Mining Leaders Group not only runs leadership training and facilitation courses – but also helps mining companies develop long term strategies at a corporate level. Brett has worked with some of the biggest resources companies in the world and it was a pleasure to have Brett share some of his knowledge with us. As someone who has been on the Optimise Program - I can first hand speak for the impact and power of the course and I'm sure you'll take a lot out of this podcast. [1:40] How do we deliver a step change in production? How do we meet the future energy and mineral needs? We cannot meet those future needs based on those existing practices. [2:40] What other technologies do you see having an impact on our sector? There is a change across all sectors. We need to invest in making time to look at what other sectors are doing. The augmentation of technologies are next. Defence and agriculture are some industries we can look to. [4:10] Upgrading your skills. What do we need to do? If we focus in at a leadership level. Unless leaders build their capabilities and open up their perspective and mindset then not a lot will change. We almost need to unlearn forecasting – straight line production and finance. We need to re-learn scenario planning. Multiple eventualities that you need to prepare your company for. [6:10] What is the starting point for staying ahead in leadership? Networking and managing your network strategically. By mixing with different sectors of the industry we give ourselves shared experiences to learn from each-other. Are you always drawing down on your network like a bank account? Or are you growing it? [7:20] Tips for emerging leaders. Defining factors of your future success and performance is around self-awareness. Self-Awareness is one of these skills. Being aware of ourselves and our effect on others is a key too. Building that capability to look in the mirror, stop, understand and reflect. [8:50] Leaders aren’t born. They’re made. Understanding why you want to be a leader is important. projects that give you a good opportunity and figure out what you enjoy. What are the opportunities and experiences that will test your leadership experiences? What experiences do you enjoy? DO you enjoy being technical? Technical leadership is another pathway to consider. Don’t get too hooked up on a title – the title does not make you a leader. [10:40] Impacts of a bad leader? The erosion of trust. A fundamental. Leaders who have not been consistent and being truly getting behind their people. This erosion of trust is the start of poor leadership. [12:10] Books to read on Leadership: Principles by Paul Browning. Awake At Work – Michael Carroll. [12:50] Fears for our industry: As a sector. Can we learn and change fast enough? Do we have the knowledge to create new value within the sector. That still is not a core capability. We need to quickly get good at harnessing, adopting and implementing technology. [14:00] Diversity. How do we understand it? Developing highly capable female leaders. When combining male and females in leadership courses one common discussion point is that women are listened to, but are not heard. We all need to do better, and focus on being present and to truly hear what people are saying. [15:20] Weaknesses of emerging leaders. A strong reliance on their IQ and their technical capability to perform. Do you understand the end to end nature of the business? From exploration to product. Knowing each process is integral to building your capability as a leader. If you want to transform your business through your leaders then you can get a hold of Brett Cunningham here [http://www.miningleaders.com.au].

What would it have been like for explorers back in the 19th century when they stumbled across large mineralised systems? The thrill. The excitement. The opportunity of a lifetime! Dr. Jonathan Bell may well be revisiting the steps taken in history with a new discovery in Greenland which is fast becoming a target for mining activity. In this podcast Jonathan discusses the different approach that Greenfields has taken to sourcing their financing - Crowdfunding. A must listen for anyone looking to diversify their spread of investors during capital raising for stock exchange listing. [1:00] What is a mining incubator? [1:30] Uncertainty. [1:50] Copper staining all over the place with significant grades and no one there. Are we seeing two sedimentary copper basins? [2:30] Survivorship bias [3:15] The Greenfield Exploration Team [4:20] Going down the well trodden path OR go down the less walked path [5:00] Crowdfunding vs Private Placements [5:30] Reporting and ASIC regulatory guidelines [5:48] What sort of updates do investors get? Continual updates [6:00] JORC reporting and Greenfields stance [6:40] IS there resistance? Just curiosity. Traditional investment channels still have their place. [7:10] Reaching the spread requirements for a ASX listing. [7:30] Raising private capital is incredibly difficult. Crowdfunding is a way to knock on many doors. [8:00] Start-ups as the growth engine of the economy. Once again - thanks to our Executive producer Trixi Olfield for her effort in putting this podcast together. A big shout out to Matt Bennito from Link Force for allowing us to record in your sound proof offices. If you want to hear more and keep up to date with Jonathan Bell you can find more information here [https://www.gexpl.com/]. Please subscribe to this podcast and leave us a review so that we can spread the amazing stories that make up our industry. Seasons greetings from the WASM Alumni Team.