Quarry Sep 2020

The Cat 966 GC offers a high value proposition to the Australian quarrying sector

SEPTEMBER 2020

12 TIMES THE SAVINGS WITH MODERN LOAD CELL TECH

TRACKED JAW ADDS TO FAMILY BUSINESS GROWTH

Why the right weighbridge technology can be vital to an operation’s profits, productivity

How a mobile jaw crusher is assisting a fourth generation family business to expand

30

REVAMPED LOADER DESIGN 64 YEARS IN THE MAKING

28

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OFFICIAL JOURNAL OF THE INSTITUTE OF QUARRYING AUSTRALIA

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IN THIS ISSUE SEPTEMBER 2020

VOLUME 28, ISSUE 9

FEATURES 17 SOLUTIONS IN PIT DESIGN, STOCKPILE MEASUREMENT How state of the art blast design software and drone technology is assisting with improved safety and cost savings for producers.

21 REAPING REWARDS OF ON-LINE PARTS SERVICE A contracting and plant hire business is ordering essential replacement parts faster than ever, courtesy of an online ordering platform.

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REVAMPED 8-TONNER The Cat 966 GC offers a high value proposition to the Australian quarrying sector.

20

OLD VS NEW LOADERS A 37-year-old workhorse refuses to bow out as its modern successor starts work.

24 ALIGNED APPROACH TO TYRE MANAGEMENT How an off-road tyre manufacturer’s productivity solutions program can provide more than just reliable tyres.

36 TURNKEY PLANT OPENS WAY TO GLASS SAND MARKET A multinational sand plant and equipment supplier is providing the turnkey solutions required for the Tunisian glass sand market.

42 KEY ACCOUNTS: STRENGTHS, WEAKNESSES Mike Cameron provides a SWOT analysis of key account planning and explains the concept of ‘stop signs’.

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12 TIMES THE SAVINGS Why the right weighbridge technology can be vital to an operation’s profits, productivity.

SEPTEMBER 2020

OFFICIAL JOURNAL OF THE INSTITUTE OF QUARRYING AUSTRALIA

12 TIMES THE SAVINGS WITH MODERN LOAD CELL TECH

TRACKED JAW ADDS TO FAMILY BUSINESS GROWTH

Why the right weighbridge technology can be vital to an operation’s profits, productivity

How a mobile jaw crusher is assisting a fourth generation family business to expand

30

28

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QUARRY

The Cat 966 GC offers a high value proposition fo the Australian quarrying sector

How a mobile jaw crusher is assisting a fourth generation family business to expand.

46 BRANCHING OUT IN COMMITTEE ROLES Two industry veterans talk about the rich experiences of volunteering with the IQA through its branch committee roles.

SEPTEMBER 2020

www.quarrymagazine.com

REVAMPED LOADER DESIGN 64 YEARS IN THE MAKING

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BATTLESHIP SHINES

COVER ADVERTISER: The Astec KPI FT3055 has been working at Hopkins Bros’ Midgee Quarry since March 2020.

For more information, turn to page 30 or visit astecaustralia.com.au

EVERY MONTH 06 FROM THE EDITOR

48 IQA NEWS

08 FROM THE PRESIDENT

49 FROM THE IQA CEO

10 NEWS THIS MONTH

50 GEOLOGY TALK

16 PRODUCT FOCUS

Volcano remains hidden in plain sight

Quarry September 2020 3

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EDITORIAL

MAINTAINING A STEADY SPEED, COURSE IN DIFFICULT WATERS

I

t’s been a fascinating, challenging 12 months since Quarry joined Prime Creative Media (PCM). We could never have predicted the COVID-19 curveball but the magazine itself has held its course and shown some encouraging growth in the digital space.

While Quarry in the past had a presence online – through quarrymagazine.com and associated electronic newsletters and direct mailouts – an area we never really capitalised on was social media, particularly on LinkedIn and Facebook.

Since quarrymagazine.com was relaunched last November, we have rebuilt our social media presence and increased traffic to our website – by 57.5 per cent in the period from November 2019 to July 2020.

Similarly, the subscription base for our weekly enewsletter has risen by 55 per cent. Our LinkedIn and Facebook pages have also grown, thanks to the increased frequency of updated news and features.

Every issue of Quarry in 2020 can also be viewed via Issuu (quarrymagazine. com/latest-magazine).

As encouraging as this digital growth is, it constitutes about 30 per cent of our readership. The printed magazine is the preferred medium for the other 70 per cent (consistent with results from our 2017 survey when 65 per cent said they read most or all of the magazine).

Further, 300 subscribers took advantage of PCM’s home subscription campaign at the beginning of COVID-19 to arrange for the magazine’s delivery to their residences (not jobsites).

A decade ago, there was strong speculation that many publications would go digital by the early 2020s.

However, based on recent discussions with advertisers and suppliers to the industry, print is an important medium, even with younger, more tech-savvy professionals. The rumours of print’s demise were greatly exaggerated and

the statistics show there is plenty of room and opportunities for Quarry to grow – in the print and digital realms.

It is never easy to tell from print and web data what our readers think about the quality of our material – but the strong numbers assure us we must be on track. Further, we liaise regularly with the IQA on suitable material and treat all reader feedback seriously, taking note of suggestions and ideas. For example, we have sought this year to publish as many profiles of industry awards recipients and other professionals as possible and emphasise the values of education and collegiality.

In tune with this thinking, this month we profile state branch committee chairmen Phil Harris (Western Australia) and Ben Palmer (Tasmania), as they tell their stories about volunteering for the IQA – and why other members should follow their lead (see pages 46-47). Indeed, a rewarding aspect of working on Quarry is spending time with interesting people on the phone/video or (better still, pre-COVID-19) in person. The industry truly has outstanding people. The more acknowledgement we can give them, the better.

So, how do I sum up Quarry’s last 12 months? I would say our good ship is maintaining a steady speed and course in difficult waters. We have made progress in the digital realm and – in spite of COVID-19 – we’ve continued to produce the magazine, the recent 202021 Supplier Directory and our online publications without disruption and with plenty of enthusiasm. As I wrote at the start of COVID-19, we will continue to tell positive, informative stories about the industry and its people. Further, I invite all readers to pitch ideas and supply feedback at any time.

Published by:

A DECADE AGO, THERE WAS STRONG SPECULATION MANY PUBLICATIONS WOULD GO DIGITAL BY THE EARLY 2020S. THE RUMOURS OF PRINT’S DEMISE WERE GREATLY EXAGGERATED ...

11-15 Buckhurst Street South Melbourne VIC 3205 T: 03 9690 8766 www.primecreativemedia.com.au Publisher John Murphy john.murphy@primecreative.com.au

Editor Damian Christie damian.christie@primecreative.com.au

Journalist Nickolas Zakharia nickolas.zakharia@primecreative.com.au

Business Development Manager Les Ilyefalvy les.ilyefalvy@primecreative.com.au

Client Success Co-ordinator Ben Griffiths ben.griffiths@primecreative.com.au

Design Production Manager Michelle Weston michelle.weston@primecreative.com.au

Art Director Blake Storey Graphic Design Jo De Bono Subscriptions T: 03 9690 8766 subscriptions@primecreative.com.au The Publisher reserves the right to alter or omit any article or advertisement submitted and requires indemnity from the advertisers and contributors against damages or liabilities that may arise from material published. © Copyright

DAMIAN CHRISTIE Editor

– No part of this publication may be reproduced, stored in a retrieval system or transmitted in any means electronic, mechanical, photocopying, recording or otherwise without the permission of the publisher.

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Quarry September 2020

FULL PAGE ADVERTISEMENT PAGE 7

PRESIDENT’S REPORT

VALUES OF DIVERSITY, RESPECT AND INCLUSION START AT THE TOP The Institute of Quarrying Australia

I

QA member and Komatsu CEO and MD Sean Taylor has been recognised with the IQ’s Caernarfon Award after the paper he presented at the IQA conference in Geelong in October 2019 was submitted by the IQA.

culture where everyone feels they belong and are accepted no matter their gender, race, age, or sexual preference. Every organisation strives to get the best out of their people, so why not aim to have everyone included?

This IQ international award is for the best paper presented at an Institute conference, seminar or meeting anywhere in the world and which is judged to have contributed to the advancement of some aspect of the industry. The Caernarfon Award was endowed by the IQ North Wales Branch and it is named after the town where the very first Institute meeting took place in 1917. The award was inaugurated in 1989.

I hear the comment that political correctness has gone too far. I would argue that fairness and consideration has not gone far enough. Why explore the boundaries of respect, when just doing and saying the right thing is not that hard?

The IQ President’s Committee, which comprises the Presidents from each Institute, unanimously supported Sean’s paper titled Let’s talk about diversity and inclusion.

The key message from Sean’s paper has provided much thought and discussion. At the centre of Komatsu Australia’s diversity and inclusion program is the principle of respect.

If anyone anywhere makes a comment that is considered to be disrespectful, every employee is empowered to make the statement “Say again?”

The purpose is to create a moment for those involved to think about what was just said and to think about if the comment is disrespectful, which then encourages the person who made the comment to think again and remedy the situation. This is a great way to bring about a positive conversation as opposed to an adversarial one.

It helps to build a positive and progressive culture.

Culture starts with leaders everywhere committed to the value of diversity, inclusion and respect. Diversity and inclusion can only come from a positive

8

Quarry September 2020

I congratulate Sean on his award and Komatsu for striving for a positive work culture that aims to include and get the best out of everyone.

Talking about change, there has been no other time in our lives where change isn’t forefront of everyone’s minds. How we cope, and how we positively deal with change can be helped if we reach out to one another. The IQA family is a wonderful place to find a friendly ear and I am positive our members would be more than happy to spend time with you. Making the decision to help yourself, by getting help and support, is the right one.

For more information, about the IQA’s mental health support initiatives, contact CEO Kylie Fahey at quarry.com.au or visit likeminded partners such as Beyond Blue, beyondblue.org.au We also want to hear from you with any ideas and comments on how the IQA can keep progressing.

On behalf of the IQA board and administration, we wish you, your family, and friends all the very best of physical and mental health during these incredibly challenging times.

SHANE BRADDY President Institute of Quarrying Australia

Educating and connecting our extractive industry

quarry.com.au WHY EXPLORE THE BOUNDARIES OF RESPECT, WHEN JUST DOING AND SAYING THE RIGHT THING IS NOT THAT HARD?

The Institute of Quarrying Australia’s goals are: 1. To provide world class professional development for the extractive industries.

2. To establish an Australasian Academy of Quarrying.

3. To align service offerings with industry needs.

IQA CONTACTS: Chief Executive Officer Kylie Fahey PO Box 1779 Milton BC QLD 4064 Phone: 0477 444 328 ceo@quarry.com.au Company Secretary Rod Lester Phone: 0408 121 788 rgl@rlester.com.au Finance Officer Gemma Thursfield Phone: 0402 431 090 gemma@quarry.com.au General, membership and financial inquiries should be directed to admin@quarry.com.au or phone 02 9484 0577.

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NEWS

KOMATSU AUSTRALIA CEO WINS INSTITUTE OF QUARRYING’S CAERNARFON AWARD ‘SEAN’S PRESENTATION OPENLY SHARED KOMATSU’S JOURNEY TO IMPROVE DIVERSITY AND INCLUSION’ KYLIE FAHEY IQA CEO

Komatsu CEO and managing director Sean Taylor is the recipient of the 2020 Caernarfon Award for Komatsu’s Say Again? campaign to encourage diversity in the workplace.

Komatsu chief executive officer and managing director Sean Taylor has won the Institute of Quarrying’s (IQ) 2020 Caernarfon Award for his campaign to encourage diversity in the company.

Since 1989, the IQ’s Caernarfon Award has annually recognised the best presentation from its international members.

Judged by the IQ Presidents, it is received by an individual who has been deemed to have made the most significant contribution to the advancement of the science and practice of the quarrying industry.

Komatsu Australia chief executive

officer and managing director Sean Taylor was recently announced as the recipient of the 2020 Caernarfon Award for his Let’s talk about diversity and inclusion presentation, delivered at an IQA conference in October 2019.

“As an industry we have promoted the benefits of a diverse workforce for years. IQA members learned from Sean’s presentation what organisations can achieve when there is co-ordinated commitment from within to bring about real change,” Sean Braddy, the IQA President and Boral’s national quarries general manager for

resources and development, said.

Taylor’s presentation focused on improving diversity within Komatsu and the company has since taken steps to apply this method of thinking.

Current research shows that a pragmatic approach to diversity and inclusion in the workplace can lead to stronger resilience and performance – something that is particularly important in the COVID-19 pandemic.

As part of Taylor’s presentation, Komatsu’s Say Again? campaign encourages its workforce to be conscious of language and ideas that may undermine diverse team building.

“Sean’s presentation at the Geelong conference openly shared Komatsu’s journey to improve diversity and inclusion across Komatsu and provided valuable lessons on leadership through the Say Again? campaign, led by Sean and the senior managers at Komatsu,” IQA chief executive officer Kylie Fahey said. “His presentation received outstanding feedback and the most follow up and interest.

Taylor described receiving the award as an “unexpected honour”.

“That our experiences have been recognised by the IQA and the rest of the IQ community as delivering value to the industry is an unexpected honour and we are thrilled to receive this award,” he said. •

STAGE 4 RESTRICTIONS TO HAVE ‘SEVERE’ IMPACT The Australian Industry Group has warned of a “material impact on a national level” in the construction sector, following tightened COVID-19 restrictions in Victoria.

While the Australian PCI recorded a 7.2-point increase to 42.7 points in July 2020, the Australian Industry Group (Ai Group) has expressed concerns that Victoria’s Stage 4 restrictions may cause significant disruptions in the construction sector.

July put the Australian PCI back in a similar range to its February 2020 level, and while still in the red, it indicates the industry was beginning

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Quarry September 2020

to bounce back from COVID-19.

Ai Group head of policy Peter Burn said the industry will have a bitter pill to swallow in the coming months, due to Victoria’s harsher restrictions that have been enforced to muzzle the high COVID-19 case numbers.

“The sudden tightening of restrictions on Victorian construction projects will have a material impact at a national level in the coming period and will have particularly severe consequences for activity, employment and on the many businesses that supply into the construction sector in Victoria,” he said.

Ai Group fears worsening conditions in August due to harsher COVID-19 restrictions in Victoria.

“Further policy measures will be required to stem a longer wave of job losses and business closures.” •

BRANDY HILL QUARRY GRANTED EXPANSION APPROVAL Hanson Australia’s Brandy Hill Quarry expansion, near Port Stephens, New South Wales, has been given the green light by the NSW Independent Planning Commission.

The approval will see Brandy Hill’s footprint extended by 55ha and increase its rock production from 700,000 tonnes to 1.5 million tonnes per annum.

Supporters of the application highlighted 10 extra full-time jobs will result from the expansion, along with future employment for truck drivers, suppliers and contractors.

A concrete batching and recycling facility will also be constructed and will import solid concrete waste for reprocessing.

The quarry expansion was approved on 16 July, after the NSW Department of Planning, Industry and Environment finalised its assessment of Hanson’s development application in May. The commission found that an influx in heavy vehicle traffic due to the expansion would be mitigated through a condition that requires road infrastructure works prior to the quarry’s production increase.

Hanson has been granted approval to expand its Brandy Hill quarry to a 1.5 million tonne per annum asset.

This was achieved by Hanson pledging a further $1.6 million to constructing new bus bays and a shared pathway along Brandy Hill Drive.

Restrictions have also been given to trucks from entering the site before 6.00am, with Hanson required to manage and prevent trucks from travelling on the haul roads prior to this time. .

“Hanson has been a part of the local community for over 37 years and we look forward to continuing to play an active role in the community by supporting local jobs and the local economy,” a Hanson spokesperson told Quarry. •

HOLDEN ‘UNAWARE’ OF INTEREST IN TEST TRACK AS FUTURE QUARRY The sale of Holden’s Lang Lang Proving Ground in Victoria is fuelling community speculation that it will be turned into a quarry – a claim which Holden denies.

The Lang Lang Proving Ground, in Melbourne’s southeast, has been listed for sale by real estate company CBRE. The 877ha facility was put on the chopping board earlier this year after US car giant and Holden parent company General Motors announced the Australian car brand would be retired at the end of 2020.

“Holden has no comment on the sale of the Lang Lang Proving Ground or any of the speculation that has been associated with it,” a Holden spokesperson told Quarry.

Holden did however confirm

that potential buyers have shown recent interest.

Quarry can reveal part of an email that Holden’s government relations director sent to a local councillor, which said it is not aware of parties that are intending to use Lang Lang Proving Ground for quarrying.

“Whilst the sale is a competitive and confidential process, as you could imagine, various parties have shown an interest in the facility for the continued use of its tracks and associated buildings,” the email reads.

“Holden is not aware that any interested parties might want to utilise the site for quarrying. .

General Motors has owned the Lang Lang Proving Ground since 1957. •

‘WE LOOK FORWARD TO PLAYING AN ACTIVE ROLE IN THE COMMUNITY BY SUPPORTING LOCAL JOBS AND ECONOMY’ HANSON AUSTRALIA SPOKESPERSON

HOUSING DEVELOPMENT TOO CLOSE TO QUARRIES Goulburn Mulwaree Council has advanced a draft housing strategy close to two Boral sites near Highland Way in New South Wales.

The Draft Urban and Fringe Housing Strategy was signed by councillors in July, and included amendments that pinpoint suitable areas for residential development to 2036.

According to the Goulburn Post, an open forum at the council’s recent meeting saw Boral metropolitan operations manager James Collins ask for land near the company’s Peppertree Quarry and Marulan South limestone mine to be excluded from the development strategy. “(It could) facilitate residential land within 5km of (Boral’s) existing operations and within 3km of future operations,” he said.

“To our mind, that would threaten viability.”

Collins also suggested there was no visible demand for residential land near the quarry.

He also fears that noise from operations at Boral’s sites in certain weather conditions (eg heavy winds that carry sound), though allowed for in the consent conditions, would generate complaints.

A nearby rail spur also poses an issue, as it transports product from Peppertree Quarry with an average of 50 trains per week.

Boral’s Marulan South operations consist of the Marulan South limestone mine, which is close to 200 years old, and the Peppertree Quarry, which was granted approval in 2007. •

Boral fears a housing development near two of its NSW operations could threaten their viability.

Quarry September 2020 11

NEWS

CONSTRUCTION INDUSTRY FORUM PLOTS INDUSTRY RECOVERY The Australian Construction Industry Forum (ACIF) has released a set of key industrybacked recommendations for where stimulus activity could be directed in the building and construction industry to quell the COVID-19 impact. The ACIF report recommends spending be directed to residential, non-residential and infrastructure construction, with a focus on Australian-made construction products.

ACIF also said in the report government stimulus works should be spread throughout the sector “as a few large infrastructure projects will not reach the majority of the industry”.

COUNCIL PUSHES BRIDGE STREET QUARRY REHABILITATION ‘WE HAVE A TREMENDOUS OPPORTUNITY TO DO SOMETHING SPECTACULAR’ PAUL ANTONIO, TRC MAYOR

Toowoomba Regional Council is proposing to introduce a new advisory committee as part of its ongoing bid to rehabilitate an idle quarry into a world-class tourist attraction.

The Bridge Street Quarry was used for more than 100 years and is owned by the Toowoomba Regional Council (TRC), which has been keen for some time to repurpose the inactive site.

TRC mayor Paul Antonio hopes the quarry will be transformed into a tourist attraction in Toowoomba.

Plans for a Bridge Street Quarry Development Advisory Committee have been recently proposed with the TRC to advance the quarry’s rehabilitation process.

To fast-track planning for infrastructure investments, the ACIF suggested introducing a panel to speed up infrastructure investment.

The Committee will be instructed to inform the Council on the strategic direction for development of the site that is in line with the Bridge Street Quarry Redevelopment Feasibility Study 2018 (KPMG).

Other stimulus recommendations include cladding remediation and bringing planned infrastructure forward such as maintenance projects, which are less dependent on material supply.

Other requirements include advising the council on funding, recommendations on the development of the site, advising the council on technical work and supplying information to the council

“The industry employs 1.2 million Australians in over 390,000 businesses, it is essential for Australia that we get this right,” ACIF executive director James Cameron said.

ACIF has several members across the industry, including the Australian Institute of Building, National Association of Women in Construction and Society of Construction Law Australia.

To view the report Construction’s bridge to recovery, visit the ACIF home page:acif.com.au •

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Quarry September 2020

on the marketing opportunities of the site.

“We have a tremendous opportunity to do something spectacular in the old quarry site which would bring thousands of visitors to the Toowoomba Region every year,” Antonio said.

“While we may still be in the very early stages of this long-term project, you only have to look at an area like Queens Park to appreciate how important it us for to do the groundwork now.

“We’ve seen a number of examples across the world at how successful quarry garden projects can be, but it’s important we lay the proper foundation to do this.” •

ALEX FRASER UPGRADES SUPPLY HUB C&D PLANT Recycled aggregates producer Alex Fraser Group has increased the production capacity at its Laverton plant by up to 50 per cent after several upgrades that will enable the blending of concrete and rock within the construction and demolition plant.

There was a two-stage installation in March of new conveyors, a magnet, and a 373kW cone crusher.

The first stage involved the removal and replacement of the Astec K400 crusher with an Astec K500+ cone crusher. The second stage involved rerouting the Cv5 conveyor from the plant’s Kawasaki crusher to the K400 which moved to the second stream.

The ACIF has suggested a panel to speed up construction project approvals.

The Bridge Street Quarry may soon be repurposed into a tourist attraction.

Improvements to the Laverton plant should save energy and reduce emissions. The upgraded design is

Upgrades at Alex Fraser Laverton will increase throughput by up to 50 per cent.

less dependent on heavy machinery like front end loaders. Alex Fraser has more improvements in the pipeline.

“We have consistently invested in all our sites and there’s always improvements to be made to safety, productivity, and housekeeping,” Alex Fraser’s managing director Peter Murphy told Quarry. •

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NEWS

UNNATURALLY ROUND ROCK SPHERES ARE PERFECTLY NATURAL Round balls of rock, known as concretions, have washed up on Canada’s Arctic shoreline.

The strange concretion phenomenon is common, but take millions of years to form.

Concretions are found across areas of Kodiak Island on Alaska’s southern coast and Qeqertarsuaq in Greenland.

According to Geologist Survey of Canada researcher Marc St-Onge, the strange rock formations are formed when a pile of sediment made from mud, silt or sand is located near a flowing body of water.

Other harder materials found in bodies of water, such as shells, leaves and fossils, are then pushed into the sediment pile through the flowing water.

The spheres are formed when a “cementing mineral” dissolves in the sediment pile, such as calcite which forms limestone. For millennia, layers of concrete-like rock form on top of the pile – with the outer layers being softer and easier to erode.

But to form a perfect sphere, St-Onge has estimated it takes millions of years from the impacts of waves and ice.

While organic materials such as leaves, teeth, shells or fossils generally make up the nucleus of a concretion, inorganic objects have also been known to be at the centre of less perfect concretions. Military shells, bombs and shrapnel have been found in concretions formed in an English coastal salt marsh. •

NSW FAST-TRACKS CSR QUARRY MODIFICATION THE MODIFICATION HAS A CAPITAL INVESTMENT VALUE OF $85M

CSR’s modification to its Badgerys Creek clay quarry project in New South Wales has been included in a tranche of projects the State Government is fast-tracking to inject $4.3 billion into the NSW economy.

The modification of Badgerys Creek Quarry (Mod 4) will cost $25 million to continue its operations.

Mod 4 will provide water transfers for the construction of Western Sydney Airport, along with improvements to rehabilitation and landform outcomes for the strategic planning of the Western Sydney Aerotropolis.

CSR is proposing to change the project approval to allow for dewatering of a pit at the site and extraction of the remaining clay at Badgerys Creek Quarry, at a depth of 35 metres.

It is also proposing the importation of virgin excavated natural material (VENM) to backfill the dewatered pit and other pits for rehabilitation

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Quarry September 2020

purposes, along with the establishment of a grid-connected solar farm.

The modification has a capital investment value of $85 million and is expected to supply 40 construction jobs, and 150 operational jobs.

CSR’s Badgerys Creek Quarry is located next to Western Sydney International Airport and is 200ha in size. The airport is due to open in December 2026.

The outcomes to tranche four of NSW’s fast-tracked projects were set to be announced towards the end of August 2020. •

FIRST-EVER CONCRETE RUNWAY TO BE BUILT IN ANTARCTICA The Australian Government has advanced its plan to build a paved runway near its Davis research station in the Vestfold Hills, Antarctica.

The “Davis aerodrome” project has been put out for competitive tender by the Australian Government for the 2.7km paved runway, along with a 4.5km access road and other aerodrome and station infrastructure.

The project will enable yearround flights between Australia and Antarctica, with stations currently inaccessible by air or ship in winter.

Australia’s current Antarctic aviation system only has flights in summer between Hobart and the Wilkins Aerodrome ice runway in Antarctica.

All runways in Antarctica are made from ice, with the Davis Aerodrome being the first paved runway on the frozen continent.

Completely round rocks, known as concretions, are simply a natural phenomenon.

The modification of the Badgerys Creek Quarry will cost $25 million.

When operational, Davis Aerodrome will become Australia’s primary aviation hub, with flight paths currently

A paved runway project in Antarctica, commissioned by Australia, is up for tender.

being created for intercontinental and intracontinental aircraft.

Construction materials and items are planned to be transported by icebreakers and ice-strengthened cargo vessels to a new wharf, which will be built from material sourced within the project footprint, near the Davis research station.

The runway itself will be constructed from pre-cast concrete pavers that are made in Australia and assembled in Antarctica. •

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To submit new product and equipment releases, email: les.ilyefalvy@primecreative.com.au

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GYRATORY CRUSHERS WITH MORE POWER, RELIABILITY With 22 of its gyratory crushers sold to the Australian market, thyssenkrupp offers crushers for a wide array of applications, along with continual design improvements to make the best machines possible. Its crushers feature state of the art designs but also maintain simplicity and ease of use. thyssenkrupp was recently awarded a contract to supply its KB 54-67 gyratory crusher to Newmont Mining Services, for Newmont Gold Mine’s Tanami Expansion 2 Project. It features 450kW of power and offers serviceability and confidence in its longevity as a machine.

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BISALLOY INTRODUCES WEAR 450 AND 500 PLUS TO RANGE Designed to endure the toughest wear and tear, Bisalloy’s Wear 450 and 500 PLUS are two new products designed with improved impact toughness. Featuring high hardness and abrasion resistance, the Wear 450 and 500 PLUS are guaranteed to be to be readily weldable and formable for a wide range of applications. Bisalloy’s Wear PLUS is designed for a number of demanding applications, providing guaranteed impact toughness, and increased life expectancy in sliding and gouging situations. The Wear 450 and 500 PLUS have been hardened with a nominal hardness of 450 and 500 HBW, ensuring they are ready for highly demanding applications.

More information: Bisalloy, bisalloy.com.au

PREVENTING BELT SLIPPAGE WITH RUBBER TORSION MOTOR BASES Belt tensions issues tend to occur when the vee-belt drive is directly connected to a screen, rather than a lay or jack shaft. Leverlink’s rubber torsion spring features a simple design, where the spring is pre-loaded against the screen opposing force via the vee-belts to prevent slippage at start-up and avoid skewing smaller screens on their springs. The rubber torsion spring motor bases are designed and manufactured in Australia.

More information: Leverlink Australia, leverlink.com.au

16

Quarry September 2020

DRILL & BLAST

HIGH-TECH SOLUTIONS IN QUARRY DESIGN AND STOCKPILE MANAGEMENT

D

rill and blast companies are not where you would expect to find leading edge technology being used to help quarries manage pit design, measure stockpiles and resource volumes all while improving safety.

Impact Drill & Blast has been using drones to do profile surveying of benches for its digital drilling and blasting design software for many years, saving hours of walking the bench with a GPS rover. More recently the drone has been coupled with GPS-guided drills which has sped up the delivery of broken rock for its customers.

Impact Drill & Blast is a familiar name in the quarries of Victoria and South Australia.

However, the company and name grew with the amalgamation of three family-owned drill and blast companies in early 2019 and now operates across the country.

Managing director Rui Chen said that the new business model is to use technology to help improve customers’ operations and improve their own efficiency. “We use drones and a new blast design software to produce digital images to get the most out of the blasting,” he said. “Our Sandvik GPS-guided drills reduce the time spent doing mark-ups.

We have converted 100 per cent of blasting to electronic detonators for more accurate timing and better control of the blast. This has improved safety during loading and blasting as well as delivering downstream cost savings for our customers.”

The Impact technical support or shot firer flies the drones to profile the face and create a digital 3D image of the area to be blasted when designing the drill pattern. The first time on-site they do the initial set up of ground control points (GCP) for the survey.

Once these are established, the drone is flown and what could have taken half a day to survey is done in a fraction of the time.

The data is retrieved from the drone and the software creates a 3D image of the area.

“We can provide this information to our customers for stockpile volume measuring, or they can use the topographical info for designing pits, drains and roads,” said North Queensland operations manager Luke Payne. “The drone also allows us to capture high resolution videos and photographs, all

Data retrieved from a drone is used in blasting design software to generate a 3D image of the area.

of this from a drone that is less than two kilograms.”

Measuring stockpiles and blasted rock reserves was a natural progression for the company to provide a fully integrated service to its customers. One Central Queensland quarry receives a 3D model of its current pit, benches, broken rock stocks and processed stockpiles monthly. The volume measurement of the broken rock stock allows the quarry to estimate when the next blast will need to be done, leading to better planning and a more efficient operation.

The current practice for most quarries is to have staff walking on stockpiles to measure them while equipment works nearby, and the shot firers walk the bench marking up the location of drill holes for the driller. For safety management, many sites were stopping operations while the manual survey was conducted, as people are exposed to hazards and risks that could be reduced or eliminated.

When Impact Drill & Blast conducts a drone survey in the pit, people are away from equipment, the operation does not have to stop, and safety is improved.

Digital imaging technology has enhanced the information that is already available to Impact’s customers through its We Manage website. We Manage allows customers to log in and access information and reports for the activities Impact has conducted onsite, including safety, pre-starts, drill data,

Drones are just some of the innovations assisting quarries with pit design, stockpile measurement and resource volumes.

blast reports and blast videos. We Manage is included as part of Impact Drill & Blast’s integrated solution and the customer can download the data at any time.

Through use of drones, digital imaging and design, GPS drilling and new blasting technology, Impact Dill & Blast is delivering value to its customers by offering a fully integrated service.

For more information on its survey and design service, dial 1800 2 IMPACT or email info@impactdrillblast.com • Source: Impact Drill & Blast

Quarry September 2020 17

LOAD & HAUL

REVAMPED EIGHT-TONNE LOADER DESIGN 64 YEARS IN THE MAKING

The Cat 966 GC wheel loader - a culmination of more than six decades of R&D in wheel loader design - is expected to hit Australia’s Caterpillar dealerships in late September and brings with it a huge value proposition for the local quarrying sector. Nickolas Zakharia writes.

M

ost people have heard someone say that things are simply not as affordable as they once were. The price of fuel in particular is a common water cooler conversation for anyone that owns a vehicle.

And while the “good old days” of low cost fuel and cheap living might seem like a distant memory, the team at Caterpillar have launched the efficient and value-orientated Cat 966 GC wheel loader in Australia.

Operating costs are a huge factor to any quarry operation, with Cat’s new wheel loader designed for quarry customers who want their jobs done as efficiently as possible.

“You’re simply getting more bang for your buck,” Caterpillar product specialist Dick Mars told Quarry.

Designed to fit the bill of small and midsize quarries, the 966 GC can be used in a wide range of conditions. In particular, the eight-tonne capacity loader can typically fill a greater variety of trucks, unlike a larger 10-tonne capacity loader which will be limited to filling larger trucks. Its 239kW Cat C9.3B engine is part of what gives this wheel loader low ownership and operating costs.

The Tier 3 engine has a common-rail fuel injection system with triple filtration that allows for a wider range of fuels and is designed for 18

Quarry September 2020

The 966 GC wheel loader has been engineered with strong digging performance and high breakout forces through a design that Caterpillar has refined over many decades.

low fuel consumption and reduced sound levels, while still maintaining a strong power margin for its class of wheel loaders.

“The 966 GC is really our new branding of simplicity and ease of operation,” Mars said.

The “beauty”, he said, of the Cat C9.3B

engine is its fuel consumption. Fuel consumption is based on engine revolutions per minute (RPM) and cylinder size.

“If you’ve got an electronic control module where you can control that fuel burst into the chamber deriving more power, you’re

producing good power and good breakout force in a smaller engine that’s burning less fuel,” Mars explained. “Smaller engines have less costs in terms of consumables such as oils and filters and so forth.”

Z-BAR LINKAGE The lightweight wheel loader also produces higher power than some competitors’ heavier options.

“Some of our competitors are using 10- and 11-litre size engines and they’re producing somewhat less or similar engine power but we’re doing it with a smaller engine,” Mars said. “The same power generated from a smaller size engine provides the same breakout force as a larger engine which is what you need when you’re in a digging situation.”

He added Caterpillar’s Z-bar loader linkage has been engineered with strong digging performance and high breakout forces through a design that Caterpillar has refined over many decades.

“Caterpillar developed the very first Z-bar linkage in 1956 on a 944 (wheel loader) – that was the very first wheel loader manufactured,” Mars said.

“The Z-bar technology is basically a very simplistic design. For example, pushing on the bottom of the cross bar that pulls on the top link is what gives you the highest breakout force you can possibly get.

“Every manufacturer has variants to that (Z-bar), all of which would confidently argue the point that nothing beats Z-bar.”

LOAD-SENSING TECHNOLOGY The 966 GC also comes standard with a loadsensing hydraulic system which continuously adjusts the flow and pressure to match the operating situation. This drives down pump load and fuel usage.

“Load-sensing is where the operator pulls on a bucket lever, that increases or decreases the flow of oil through that pump, and that gives him that sensing of the strength of the input command that he’s putting into that linkage,” Mars explained. “In essence, the more he moves the lever the quicker the responsiveness of the pump activates the cylinders that work that bucket.

“Load-sensing technology has been around for quite some time,” Mars added. “But it’s the finesse of how you use the solenoids and how you use the electronics to run the load sensing capabilities.

“On the GC, we’re using a pilot system and that pilot system simply gives you variability

SPECS

CAT 966 GC

ENGINE

CAT C9.3B

MAX POWER

239kW @ 1600 rpm (ISO 14396)

STATIC TIPPING LOAD, ARTICULATED

14 tonnes (14,321kg)

BUCKET PIN HEIGHT

4256mm

DUMP CLEARANCE (WITH TEETH AND SEGMENTS)

2882mm

BREAKOUT FORCE (WITH TEETH & SEGMENTS)

158kN

WHEEL BASE

3550mm

OPERATING WEIGHT

21 tonnes (21,756kg)

in the opening and closing of that valve and therefore gives that load sensing capability.”

Mars said load-sensing technology provides greater capability to less skilled operators and levels the playing field.

“When you have load-sensing hydraulics, you can enable a wider variety of operators,” he explained. “You actually are promoting and helping the site become more efficient.”

‘DNA OF DURABILITY’ As a larger model to Cat’s five-tonne capacity 950 GC wheel loader, the 966 GC incorporates the DNA of its older 966H counterpart to deliver, with the added benefit of enhanced fuel efficiency, power, reliability and value.

For Mars, the components and design retain customer trust that a new Cat wheel loader is going to perform as reliably as the previous Cat legacy platforms.

“A lot of these machines, like the 966 GC, use a lot of legacy components from previous models such as our H-series,” Mars said.

“That really provides the DNA of durability that a lot of our customers have come to expect.

“Often you’ll go to quarries and you’ll see parked out the back an old 966E or an even older machine. When you’ve been using front linkages and front loader arms for that long, it wouldn’t make sense to redesign the wheel loader so we basically take some of that proven componentry and you bring it back into life with some of these GC products.”

COOLING FAN Also standard on the 966 GC is a hydraulically driven, variable speed cooling fan to adjust temperature and add further

savings to fuel costs.

“The 966 GC is fitted with an on-demand hydraulic fan – and again this is not new technology,” Mars said. “We’ve had this out since the G-series in the early 2000s.

“The on-demand hydraulic fan senses the temperature and increases or decreases the fan speed to suit. So lower fan speed uses less power and that saves fuel. There’s no point having a fan running at full RPM when you just start the machine first thing in the morning.”

In order for the 966 GC to don the Caterpillar logo, it had to undertake stringent field testing to ensure it was ready for extreme conditions and environments. This was achieved through Caterpillar’s field follow program, which involves Cat dealers and customers testing machines in real world environments.

“We take them to customer jobsites and we get the customer to use that machine in the appropriate environment, where we maintain and manage the machine,” Mars said.

“Sometimes we make small adjustments to design and so forth.

“We’ve had nine field followed 966 GC machines around the world working in various customer jobsites in countries like Dubai, the USA, China and Asia since late 2018. Those nine machines amassed almost 30,000 hours in total. So, that gives us a high level of confidence.

“A lot of these field followed machines have done enough quarry work to satisfy a two year stint in an average quarry which does an average of around 1500 hours a year.”

The Cat 966 GC is expected to become available in the Australian market between late September and early October. • Quarry September 2020 19

LOAD & HAUL

NEW LOADER SWINGS INTO ACTION BUT VINTAGE WARHORSE KEEPS LOADING ON

O

ne of the largest shire councils in Tasmania has just bought a new Komatsu wheel loader – but has declined to trade its “old” one, which is 37 years’ young and still going strong.

The loader has simply been put on light duties and placed on standby to help the new one in times of overload.

Central Highlands Council, which services 12 percent of the total landmass of Tasmania, has been through three amalgamations since the original Hamilton Shire bought the Komatsu W60-1 in 1982.

The “old loader, as the 15-strong road network workforce calls it, has been the hub of a program of self-sufficiency for the entire time, working in the council’s own quarry.

The hour metre gave up working years ago, jammed north of 30,000 hours, but the loader has kept on keeping on.

“Because of budgets, and the area we have to cover, we do a lot of our own work ourselves,” Barry Harback, council’s supervisor of roads and services, said.

That means maintaining 619 metres of unsealed and 118 kilometres of sealed road with a pass at least once a year, using dolerite red gravel taken from the council’s own quarries.

It’s an efficient operation, minimising the need for external contacting services. Council is even breaking new ground by building its own new sealed road – a 1.2km stretch replacing a gravel section into Hamilton.

The sheer size of the council’s boundary – encompassing about 8000km2 of hilly, densely wooded and largely wilderness area, means that the road network workforce drives its machinery hard.

More than a decade ago, the council bought a newer wheel loader (not a Komatsu) to work the quarry while the DashOne moved to the adjacent landfill area requiring less mechanical stress.

But when the newer machine had transmission trouble, the “old loader” simply swung back into action and took on the main task. Council staff even re-fitted the DashOne’s long removed bucket weigh scales and it worked perfectly.

“It’s been a phenomenal run,” Harback said. “When we decided to finally buy a new 20

Quarry September 2020

New meets old: the Komatsu WA270-8 bucket to bucket with its predecessor the W60-1.

Since going into duty, the WA270-8 has been hard at work in the council’s quarry.

Komatsu – the latest WA270-8 – there was no reason, and no way, we were going to part with the ‘old loader’. The W60-1 is back on landfill duties while the WA270-8 works the quarry.”

Harback has been in the unusual position of being able to drive the two machines from two eras back to back.

“The Dash-Eight is smooth to operate, it’s so quiet you can hardly hear it, and its air conditioned,” he said. “The Dash-One is a bit vintage.”

The operating controls are completely different. The Dash-One has massive forward and reverse levers sticking out of the

dashboard and a bucket lever rising from the floor. The Dash-Eight operates on an intuitive joystick.

Council and Komatsu’s Tasmanian branch added a bucket extension to the Dash-Eight to provide it with a 0.3m3 greater capacity, making the filling of trucks more efficient.

“We’re still getting better fuel use from the new machine, even with its greater workload,” Barry said, “although that’s just my estimate, we haven’t done a formal test.”

The new WA270-Eight is fully covered by KOMTRAX, Komatsu’s on-board machine health, and performance monitoring system.

Electronics were still in their infancy when the Dash-One was built.

“We haven’t had to call on KOMTRAX yet,” Harback said. “We have just on 200 hours on the new machine and we’ll use Komatsu’s warranty service to maintain it.

But when the warranty period is complete, Komatsu will continue to overview the two machines, plus the Komatsu graders which are also on Council’s fleet.

“Service is a strong part of why I am a Komatsu man,” Harback said. “I know if anything does go wrong, we can rely on them for anything we need.” • Source: Komatsu Australia

Australia’s leading designer and manufacturer of rubber torsion spring motor bases.

EARLY ADOPTER REAPS REWARDS OF ONLINE PARTS SERVICE

Motorbase - Crushers

B

ennett Contracting and Plant Hire of Clermont, 300km inland from Mackay and almost 1000km from Brisbane, signed onto the my.komatsu.com.au parts online ordering platform simply to streamline its day to day business with its key machinery supplier.

Instead, it has found a pathway to ordering essential replacement parts for its other machines as well, at a substantial cost saving – and it has significantly reduced freight costs to its remote depot.

The service has already created savings “in the thousands”, all of which have gone to the company’s bottom line.

Consolidation of its parts supply onto one ordering system had reaped substantial rewards, according to Bennett’s workshop maintenance manager Patrick Anderson.

Komatsu launched the intuitive parts ordering portal on its my.komatsu.com.au customer website just 12 months ago, specifically to assist customers like Bennett Contracting maximise its service and maintenance schedules.

The portal is available to all Komatsu customers as a free of charge subscription.

“I must admit I was sceptical when my Komatsu customer support sales representative Alistair Ross presented it to me,” Anderson said. “I’m pushing 50 and I’ve been used to doing my parts ordering business over the phone, even though it can be aggravating.”

Ross helped his client to get started on the portal and to open a range of opportunities well in excess of a streamlined ordering system.

“If I order parts worth more than $500, the freight to my workshop is free,” Anderson said. “A reasonable percentage of my orders come from Brisbane so that represents a huge saving, especially if I’m smart about predicting my needs to ensure they meet the minimum freight requirement.”

Bennett Contracting runs a fleet of five 650-series Komatsu graders

Motorbase - Screens, Feeders

Motorbase - Pumps

Chain & Belt Tensioners

Bennett Contracting’s workshop maintenance manager Patrick Anderson (left) and Komatsu Customer Support Sales representative Alistair Ross stand next to one of five Komatsu 650 graders operated by Bennett Contracting.

sales@leverlink.com.au or www.leverlink.com.au

LOAD & HAUL

and two D65 bulldozers at the hub of a hire fleet which encompasses more than a dozen prime movers and associated lighting plants and generators.

“We’ve just taken on another Komatsu D65 bulldozer to service increasing requirements from the shire,” Anderson said. “The myKomatsu customer portal provides instant access to the online Parts Books for the new machine, so its management has become easier and more visible right from the outset.”

Bennett Contracting services mines, agriculture and council requirements over a 300km radius, and adheres to a strict 250hour servicing policy on all its machinery, made necessary by extreme operating conditions. Dust on earth works, particularly, is a major concern.

“The Komatsu portal has opened great opportunity to us,” Anderson said. “It offers a range of top quality components to suit all our machinery, especially regular replacement items like fuel and air filters.

“Some are at prices well below those we’d been paying, and when you take into account

Patrick Anderson says the Komatsu portal is “very intuitive”, making online orders very easy.

the reduced freight charges, it’s a very competitive arrangement.”

Bennett Contracting began more than 20 years ago as an adjunct to the agricultural operation of local cattle farmers Greg and Sophie Bennett, with “a Komatsu grader and a water truck,” according to Anderson.

It has grown to employ more than 30 skilled operators – substantial in a rural community with a population of just 3000 – and according to Anderson, it is continuing to grow.

According to Alistair Ross, take up of the my.komatsu.com.au portal in Emerald and the Isaac shire has been growing significantly.

“The interruption brought about by COVID-19 restrictions has reduced contact at our branch and made an on-line service even more essential,” he said.

Customers are able to pay by credit card or on account, and receive live tracking updates via email during the delivery process, starting with an instant confirmation that the order has been received.

“Access to a complete order history, including those made by means other than the online portal, gave customers full transparency of their spend with Komatsu and aids their accounting process,” Ross said.

“Importantly, the portal has been made extremely intuitively so customers can import and export shopping cart choices at the click of a button without having to manually enter every single part number. It’s a system which virtually eliminates errors.” • Source: Komatsu Australia

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Safe Social Distancing

LOAD & HAUL

Bisalloy Steels first began operations in 1980 and has grown to become a global success.

STEELS MANUFACTURER

CELEBRATES 40TH ANNIVERSARY

B

isalloy Steels this year celebrates its 40th birthday, having proven the long-term competitiveness of high performance quenched and tempered plate steel products.

The company began operations in Wollongong in 1980, and quickly forged a reputation throughout Australia and other parts of the world for its high wear and high strength Bisalloy branded products.

Listed on the ASX in 2003, Bisalloy Steels counts mining, quarrying and exploration companies, industrial and commercial equipment manufacturers, defence organisations and others among its clients.

Employing more than 80 people locally and a further 160 internationally, Bisalloy now services not only Australia, but a growing number of international markets.

To facilitate continued global growth, the company has majority-owned distribution channels in Indonesia and Thailand, as well as distribution networks in the United Arab Emirates, South Africa and China.

Bisalloy Steels’ penetration into Asian markets was strengthened in 2011 when the company established a 50/50 joint venture with Shandong Steel, making Bisalloy Shangang the sixth largest steel company in China, and the second largest premium quench and tempered brand in China for wear and structural steel markets.

Bisalloy also complements its range with product supply partnerships set up in Europe, Scandinavia and most recently North America, making Bisalloy Steels a truly global player. In July, Bisalloy also renewed its co-operation agreement with ADG Mobility to continue providing high strength steels to the South African and greater African markets, where options on high performance steels are

Bisalloy Wear steel is used in dump truck trays which have to stand up to high levels of abrasion and heavy impacts.

traditionally limited. The combined Bisalloy South Africa venture between both companies is designed to provide steel for armoured vehicle manufacturers.

The Australian production site based in Wollongong has the capacity to produce more than 60,000 tonnes per annum. The facility also has International certification for Safety and Environmental Management, as does its facility in China.

Bisalloy Steels’ managing director Greg Albert credited the company’s innovation, staff, and loyal customer base for its ongoing success.

“Achieving 40 years in business is a wonderful milestone and as a company we’re immensely proud to have an Australian manufacturing base that

produces world-class products,” Albert said.

“Over the years we’ve worked hard to adapt to market needs and have developed a range of products that are extremely well regarded and trusted by our customers across a range of industries. Our high strength steels have enabled our customers to design products that would not have otherwise been possible.

“On behalf of Bisalloy Steels, we would like to thank our customers for their continued support and also give special mention to our dedicated employees both in Australia and throughout the world, and thank them for their work ethic, strong values and focus on safety. We look forward to the next 40 years.” • Source: Bisalloy Steel

Quarry September 2020 23

LOAD & HAUL

ALIGNED APPROACH COVERS COLLABORATION, CONSULTATION

S

ince the development of radial tyre technology by Michelin in 1946, quarrying and construction tyres have been the technological “gems” that have been recognised as top performers in the market. Michelin’s quarry and construction tyre range is designed to give the highest levels of reliability, focusing on safety and performance.

For large mining customers, the key to optimising production, revenue and ultimately profit margins lies in their ability to maximise their productivity and efficiency. Today’s quarries are increasingly adopting similar principles, aiming to produce more output whilst maintaining or reducing inputs, helping to reduce costs and increase their bottom line.

This challenging task requires maximising the contribution of every asset, from uptime of heavy equipment, loaders and trucks through to the correct tyre products being used on that equipment.

Since tyres play such an important role in keeping equipment moving, the most value needs to be extracted from each one. The correct tyre can deliver improved productivity, cost management and tyre life performance.

Besides the number one requirement of safety, operators can see and feel a range of performance benefits that come with choosing the correct tyre, including grip, traction, further distance per hour and increased damage resistance. The correct tyre can also allow the equipment to carry an increased mass and/or speed per load, per cycle, that enables the equipment to meet their optimum productivity potential.

For management, additional cost benefits include but are not limited to reductions in tyre and fuel consumption, reduction in replacement service costs, scrap tyre disposals, and a reduction in equipment downtime.

Historically, tyre brand and product choices have primarily revolved around unit price.

While price is an important factor, decisions are now focusing on the value being delivered by each tyre product, whether through increased productivity and/or tyre life. When looking at choosing tyres, there are two important questions to consider: •W hat contribution is the tyre making in your operation today?

24

Quarry September 2020

Michelin’s XTRA LOAD tyre range can be employed across a range of earthmoving vehicles in the quarrying environment.

•W hat additional contribution could be made by the tyre in terms of safety, value, productivity and efficiency?

Choosing the correct tyre brand and pattern for quarry machines can be the first step in ensuring optimum productivity, cost and operational management.

R&D BENEFITS Michelin continually invests in research and development to innovate tyre products and solutions, as seen in the XTRA LOAD range allowing quarry users to transfer these benefits and learnings into their operations. After all, not all tyres are created equal.

Michelin’s XTRA LOAD GRIP & XTRA LOAD PROTECT products are designed and engineered to meet the specific needs of quarry operators using rigid dump trucks, whether those needs are to maximise grip in loose ground conditions or extra protection in more aggressive and rocky applications.

However, equally or more importantly, they also enable increased payloads, increased average workday speed and provide better wear life while doing so.

Michelin XTRA DEFEND, and Michelin XTXL products are also designed and engineered

to meet the specific needs of quarry operators using articulated dump trucks, and loaders respectively. Whether those needs are to maximise tyre life, and/or provide additional crown or sidewall protection, they also enable increased productivity, via higher tonne kilometres per hour (TKPH) capability for XTRA DEFEND, or via increased load carrying capacity for XTXL, when compared to major competitors.

While tyre choice is crucially important, another essential part of the equation is the services that can be provided around this tyre choice, to realise and maximise the benefits.

This is where the alignment of Michelin’s Quarry Productivity Solutions comes into play.

Michelin is dedicated to supporting a quarry’s ability to optimise the productivity of its equipment, with the tyre as a key contributor. Quarry equipment can be more productive when it consistently goes faster, carries more load, and has less downtime – all of which the right tyres can deliver.

Like the productivity of a machine, truck or loader, the productivity of a tyre and contribution to the machine’s productivity should be measured, determining how much work a tyre has contributed over its life,

effectively determining its value to a quarry.

When a machine’s full potential is realised in a quarry operation, be it through utilisation, speed and/or load, it can be validated in various ways. Two primary methods include: 1. Same production or output, achieved with lower input or machines hours, therefore reducing operation costs and potentially reducing fleet requirements.

2. Increased production or output, while maintaining the current input or machine hours, lowering the cost per tonne of output.

In both cases, the ambition of Michelin is fully aligned, with the continuous aim to deliver increased production value per tyre.

INCREASED COLLABORATION Michelin’s Quarry Productivity Solutions include a portfolio of tools and services, where the Michelin team have innovative and powerful analytical tools at hand to support, provide solutions and achieve the goals of

Figure 1. Tyre pressure monitoring systems, including puncture comparisons, provide reliable solutions to monitor in real time the temperatures and pressures in tyres 24 hours a day, seven days a week.

quarry producers. Michelin is committed to meeting the individual needs of a quarry through a tailored consultancy approach.

Increasing this collaboration between quarries and Michelin representatives, Quarry Productivity Solutions can provide quarries with the necessary expertise, tyre and operational analysis, to support their

decision- making process, through to assisting with managing an implementation plan to achieve the shared objectives. This platform allows Michelin to consistently provide tangible expertise in the science of tyres.

The use of proprietary, purpose-built tools, capturing and analysing critical operational data, allows for the production and referencing of data, combined with a broad and comprehensive global experience in tyre usage. Some of the purpose-built toolings include: • Tyre pressure monitoring systems (TPMS, Figure 1). Michelin Tyre Care TPMS, and MEMS4, both provide reliable solutions to monitor in real time the temperatures and pressures in tyres 24 hours a day, seven days a week, increasing safety, planned maintenance, vehicle utilisation and management of tyre budget.

• GPS mapping. Multiple GPS measurement tools that capture detailed

Power, Precision, Performance.

E: jaques@terex.com

W: www.terexjaques.com MODULAR

© 2020 Terex Corporation. All rights reserved. Terex and Jaques are trademarks of Terex Corporation or its subsidiaries.

PORTABLE

STATIC

“The F-Class Portable Plant exceeds expectations and has boosted production by 25%.”

Figure 2. Weight study, which is the use of adapted scales, on-board weighing systems, target payload analysis, load accuracy and matching of loading equipment.

Merv Pidherney, Pidherney’s owner

HAVER & BOECKER

NIAGARA

Since opening in 1964, Merv Pidherney has invested in top quality equipment for his operation. That’s why he chose the F-Class Portable Plant. The vibrating screen’s innovative double eccentric shaft maintains consistent performance under surge loads while reducing blinding and pegging. The plant can be set up in under 30 minutes, and lowered in less than 5 minutes for easy screen media change-outs.

1-800-325-5993 | www.haverniagara.ca

Figure 3. TKPH+ uses on-board vehicle or fleet management system data to analyse and determine the site’s operational TKPH per application.

cycle data, cycle mapping, incline, decline, cornering, vehicle speeds and distances, etc, that allow both real time cloudbased analysis, or supplementary detailed reporting.

•D Box, a proprietary Michelin measurement tool, using both GPS and accelerometers, to capture detailed cycle information.

This includes circuit mapping, haul circuit design, equipment speed, cycle distance, as well as detailed vehicle data, such as dynamic tyre loads, lateral acceleration, tyre slip and other active characteristics of vehicles in each application within a quarry.

•W eight study (Figure 2), which is the use of adapted scales to get real load profile and load distribution by vehicle, per tyre, and the correlation of on-board weighing systems, as well as target payload analysis, load accuracy and matching of loading equipment.

•T KPH+, a proprietary Michelin reporting tool, using on-board vehicle or fleet management system data to analyse and determine the site’s operational TKPH per application (Figure 3).

Michelin’s expert knowledge and experience combined with its Quarry Productivity Solutions are there to support quarries in making the best use of their tyres and achieve their operational objectives safety, mobility, productivity and efficiency – today and sustainability for the long term.

To see the XTRA LOAD PROTECT or XTRA DEFEND in action, visit the Michelin Earth Mover Channel: www.youtube.com/ michelinearthmover For more information, email michelin.earthmover@michelin.com or visit https://www.michelinearthmover.com/en_asean/Welcome/ Quarries-and-Construction •

LOAD & HAUL

EXCAVATOR RANGE PROVIDES EXTRA MUSCLE FOR THE AUSTRALIAN MARKET

J

ohn Deere has an unrivalled reputation globally for dependable quality, proven reliability, outstanding durability, and strong performance. And now excavators designed, built, and backed by John Deere are available for operators to put to work right here in Australia. Boasting exceptional swing torques and lift capacities, the E330LC, E360LC, E380LC, and E400LC excavators provide generous muscle for mass excavation. But even with this extra ability, these excavators do not compromise the smooth control and multi-function capability that have become the trademarks of John Deere excavators.

The field-proven Deere PowerTech Plus engine offers fuel efficiency and is fully integrated with John Deere’s Intelligent Hydraulic (JD-IHC) system to deliver a fast, smooth response. A re-designed premium cab includes new ergonomic automotivequality styling, a new touch-screen monitor, and intuitive controls. Expanded bucket options and additional auxiliary hydraulic lines enable operators to power a wide array of attachments. Powerful and productive, yet efficient and easy to run, these large excavators can help an operation achieve its full potential.

The E330LC, E360LC, E380LC, and E400LC are built tough to deliver excellent uptime, with heavy-duty booms and arms, a robust electrical system, optimised hydraulic routing, and other customerinspired features. The sealed and lubricated undercarriage and heavy-duty welded X-frame provide a solid, stable platform, the sloped track frame resists material build-up to decrease cleaning time, a heavy-duty cooling system keeps the engine and hydraulic system running efficiently in the toughest environments, and full-length track guides and double-grouser track shoes are optional for rocky terrain.

John Deere excavators are durable and serviceable. The heavy-duty arm and boom are built for long life even in stark applications. Steel ribs protect the arm when curling a loaded bucket, and steel collars guard grease points in tough environments.

Optional extra side bumpers on two sides

The E360LC is one of four new heavy-duty excavators available to the Australian quarrying market.

of the upper frame on heavy-duty models protect the machine from damage on crowded jobsites. To keep things simple, fewer wires, mechanical relays, and electrical connectors are needed, due to solid-state electronics and an uncomplicated system architecture.

Featuring eye-catching automotive-quality styling, the spacious operator station is designed with convenience in mind. An 18cm touch-screen monitor provides quick access to machine features and functions.

Ergonomically placed controls, an automatic temperature control (ATC) system, and ample storage also help operators stay comfortable and productive all day.

John Deere excavators are backed by a National Dealer Service and Parts Network and with in-country proven Parts Distribution.

To learn more visit JohnDeere.com.au or contact your local John Deere Construction & Forestry dealer. RDO Equipment is the official distributor of John Deere product for most of Australia, while AFGRI Equipment manages the brand in Western Australia. • Source: John Deere Construction & Forestry Equipment

Expanded bucket options and additional auxiliary hydraulic lines enable operators to power a wide array of attachments.

Quarry September 2020 27

LOAD & HAUL

A train of side tippers prepare to receive their loads.

OPERATION MAKES 12 TIMES THE SAVING WITH MODERN LOAD CELL TECH The right weighbridge technology can be integral to a quarrying operation’s profits and productivity – as one aggregates businesses with multiple facilities discovered to its cost.

A

national aggregate supplier with multiple sites was experiencing regular downtime with junction box maintenance issues, especially on old load cell-based weighbridges, in its facilities.

Needing better reliability, the customer consulted its local Mettler Toledo industrial service team for a solution.

In a review of several locations involving five years of recorded services, it was determined the company had spent 12 times more on weighbridges using older style load cell systems than on Mettler Toledo’s Powercell PDX load cell technology.

“It was eye opening to see just how drastically different the numbers were from location to location,” the regional operations manager said. “The sites run similar amounts of trucks per day, so this was clearly an equipment issue rather than an environmental issue. After seeing this, I don’t know why we would continue with any other supplier than Mettler Toledo.”

The customer was pleased with the results and found the improved reliability and accuracy would be of benefit to more locations. By upgrading their existing load cells to Powercell PDX load cell technology, the customer immediately noticed significant improvements in reliability, cost savings in service-related issues and inaccuracies.

RELIABLE SOLUTION Mettler Toledo weighbridges with Powercell PDX rely on load cell technology without a junction box, which is the most common cause of downtime. This advanced 28

Quarry September 2020

For quarries, the wrong choice of load cells could mean spending up to 30 per cent more on every weighbridge.

technology provides quarries with a reliable weighbridge solution with proven and certified lightning and flood protection, and a 10-year manufacturing warranty, if entered into a service agreement. With proper routine maintenance, the Powercell PDX predictive diagnostics system virtually eliminates unplanned downtime and can be upgraded on existing weighbridges or on new weighbridges.

The customer entered into a maintenance agreement with Mettler Toledo, securing a 10-year warranty on its Powercell PDX technology to help ensure the weighbridge’s continued high performance, giving it peace of mind knowing the Mettler Toledo

weighbridge will ]deliver accurate and reliable results.

Table 1 is a comparison of the customer’s repair and replacement costs over five years for each weighbridge with analog and Powercell technology. It demonstrates that Powercell technology is significantly more reliable and cost-effective, with no load cells replaced compared to 32 analog load cells being replaced in five years. The repair cost with analog load cells was 12 times more expensive than the Powercell technology.

BENEFITS OF ACCURATE WEIGHBRIDGES Powercell load cells can support quarrying businesses by ensuring weighbridges

measure accurately 365 days per year.

Weighing errors result in operational inefficiencies that ultimately eat into profits, which Mettler Toledo can eliminate.

Leading industry accuracy is made possible from advanced active digital compensation technology. Microprocessors in Powercell PDX load cell technology compensate for environmental forces such as temperature changes and creep, to keep weighbridges measuring accurately and reduce degradation. Improved weighbridge accuracy provides owners’ certainty around precise billing, reduces inventory giveaway and enables Chain of Responsibility compliance.

In the case where an aggregate supplier weighing 100 trucks per day of crushed stone, with a gross combined weight of 50 tonnes and net load of 32 tonnes, could potentially be giving away one free load of crushed stone every eight days with as little weighing discrepancy as 0.04 tonnes.

This level of inaccuracy is not uncommon

Weighbridge technology

Weighbridge manufacturer

Load cell type

Five-year repair cost per weighbridge

Five-year total of load cells replaced per weighbridge

Site 1

Non-Mettler Toledo

Analog

$34,450

10

Site 2

Non-Mettler Toledo

Analog

$22,100

5

Site 3

Non-Mettler Toledo

Analog

$45,100

8

Site 4

Non-Mettler Toledo

Analog

$47,400

9

Five-year total repair spend competitive weighbridge

$149,050

32 Load Cells Replaced

Site 5

Mettler Toledo

Powercell

$9,350

0

Site 6

Mettler Toledo

Powercell

$1,100

0

Site 7

Mettler Toledo

Powercell

$2,100

0

$12,550

0 Load Cells Replaced

Five-year total repair of Mettler Toledo weighbridge

Table 1. The costs of implementing the Powercell PDX versus the old cell weighbridge tech.

for traditional weighbridges and is still considered legal for trade.

Weighbridge expenses fall into two major categories: buckets and unplanned break fixes. For aggregate operations, choosing analog load cells can mean spending 27 per cent more on every weighbridge.

Being the leading global, Australian and New Zealand manufacturer of weighbridges and services, Mettler Toledo can offer local

weighbridge support, Australian Made weighbridges, load cell upgrades, deck extensions, axle weighing, contactless driver control stations for social distancing and weighbridge software. Mettler Toledo can also provide Chain of Responsibility compliance for the quarrying industry and ensure weighbridge needs are met with high accuracy, reliability, safety and efficiency. • Source: Mettler Toledo

LI ND HA

FIXED

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ASTEC AUSTRALIA.

M SYSTEMS

an Astec Industries Company

1300 278 322 • enquiries@astecaustralia.com.au • astecaustralia.com.au

IN G CL

MATERIALS SOLUTIONS

RE

CY

AR DUL MO

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MATE R

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EQUIPMENT TO BUILD AND RESTORE THE WORLD’S INFRASTRUCTURE

GOING MOBILE

The Astec FT3055 tracked jaw crusher is playing an instrumental role in Hopkin Brothers establishment of a new quarry site in Raglan, south of Rockhampton.

TRACKED JAW EXPANDS

REACH OF LONG-TIME FAMILY BUSINESS The Hopkins family has been deeply involved in the growth of the Rockhampton region, particularly in construction infrastructure. Now, a piece of mobile plant is assisting the family to further grow its business, including the opening of a second quarry site. Damian Christie reports.

A

lthough Rockhampton-based Hopkins Brothers has been involved in the construction and earthmoving business for more than 30 years, opening the first of its quarries in the early 2000s, the influence of the Hopkins family in Rockhampton and the surrounding region of central Queensland actually dates back as far as the 1880s.

“Originally, my great-grandfather started the with his own bullock teams, and grandfather ran a horse drawn bus service ” Paul Hopkins, a fourth generation member of the Hopkins family, recalled. “My grandfather had the first motorised bus in Rockhampton, one of the old buses is still in the heritage village here in Rockhampton. At one stage, my father had a sand contract with the council – that was when he had to shovel the stuff by hand in the back of the truck. He then went into livestock transport, and brought the first semi-cattle truck in the district and that business is still going.

30

Quarry September 2020

“We then bought into a sand and gravel pit, and bought that off the original owner.

We started with an old scoop mobile loader that collected soil and granite, and then just kept going from there. It was a very small quarry then [circa 2002], and we’ve then built it up over the past 12 years. We’ve been mucking around with machinery and trucks all our lives really.”

The modern Hopkins Brothers business was formed in 1987 and over the ensuing 33 years the company has thrived in some highly regulated industries. Paul Hopkins is one of six managing directors, all of whom comprise five brothers and one sister with previous experience in the transport, earthmoving and commercial fields.

The modern company’s commodities and services today include hard rock quarry products, sand, soil and gravel materials, earthmoving and plant hire, specialised transport and logistics services, and rail infrastructure construction.

In the past decade, Hopkins Brothers has contributed to a range of big-ticket developments. The company provided 350,000 tonnes of accredited quarry products (eg C-class, shot rock, road base, capping material, flood rock) to the Rocklands to Stanwell Rail Duplication Project and supplied rock filter material, shot rock and access materials for bridge construction on the Yeppen South Project. They also supplied TMR-certified road base materials (eg C-class, road base, flood rock and precoated aggregates), along with transportation services, earthmoving and plant hire to the reconstruction of the Bruce Highway (initially the Bajool to Midgee section, and subsequently Six Mile Creek to Gavial Creek).

Hopkins Brothers is a pre-qualified supplier of quarrying and landscape materials, and plant and equipment, to the Rockhampton Regional Council. Indeed, the company has played an important role in clean-ups following the damage wrought by tropical

cyclones in recent years, including Cyclone Marcia in 2015.

The company’s quarrying business is based primarily at its Midgee pit, based just off the Bruce Highway and about 15km from Rockhampton. The pit, which Hopkins Brothers has operated since 2002, can produce about 500,000 tonnes of aggregate per annum but the company also has other extractive interests as well.

According to James Hoseason-Smith, the quarry manager at the Midgee site, Hopkins Brothers has invested heavily back into the Central Queensland community, creating regional jobs, and supporting regional growth and major development projects. “In recent times we’ve seen the development of our Belmont Sand operation with its exceptional sand resource,� he said. “Our new contract crushing division is providing essential services to the upgrades happening in the Shoalwater bay training precinct as well as developing a number of satellite pits to provide additional resources

The FT3055 features a 762mm x 1397mm jaw crusher, with a 38mm stroke, and a 1270mm x 5486mm feeder.

for bulk fill and granite to the region.�

Paul Hopkins also added that the company is developing another quarry in Raglan, south of Rockhampton. “That’s where we are today,� he said while being interviewed by phone.

MOBILE PLANT Across its combined business divisions, Hopkins Brothers boasts in excess of 150 mobile plant and equipment, including earthmoving vehicles (eg loaders, excavators,

graders, dozers, tippers and water trucks), mobile crushers and screens, and a mobile pugmill, some of which is available for hire. At the Midgee quarry, it has also installed a fixed crushing circuit, much of which is fitted with plant and equipment from Astec Australia, including a Johnson Crusher International (JCI) Kodiak K300+ cone crusher and a horizontal 6203-32LP screen.

In its mobile plant fleet, Hopkins Brothers has also invested in Astec equipment: a Kolberg Pioneer Inc (KPI) 52S portable

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GOING MOBILE

pugmill plant, an Astec Mobile Screen (AMS) GT145 high frequency screen, a JCI FT6203CC track-mounted screen, the KPI FT4250CC horizontal shaft impactor (HSI) and screen, and the KPI FT2500 vertical shaft impactor.

The latest addition to the Hopkins fleet is the Astec KPI FT3055 jaw crusher plant (also known in the industry as a Vanguard Plus compression crusher). The FT3055 was introduced to the Midgee quarry in March this year, where it has spent about 250 hours processing the site’s hard rock deposit, which consists of an abrasive metamorphic rock of greywacke siltstone, at a throughput of about 300 tonnes per hour (with the potential to go higher still to 400 tph). While it is possible for the tracked HSI to work alone, it is currently operating as part of a mobile crushing and screening circuit at Midgee, and may be moved to Raglan in the near future where it will act as the primary crusher in a similar set-up.

Shaun Quinn, who is the account manager for Astec Australia’s Northern Region division, sold the FT3055 to Hopkins Brothers. He said the Vanguard Plus compression crushers are designed to “accept all manner of materials including hard rock, gravels and recycle pavements, as well as construction and demolition debris. Today’s hard rock producer requires more out of a jaw crusher.

They require massive crushing energy and a hydraulic closed side setting (CSS) adjustment to increase productivity and reduce downtime”.

He added the 59-tonne FT3055 is also the largest model that Astec offers on a tracked plant (bearing in mind there are larger models on portable chassis, such as rubber-wheeled plants). The fabricated one-piece mainframe is finite element analysis-designed and stress-relieved for robust conditions.

The FT3055 features a 762mm x 1397mm jaw crusher, with a 38mm stroke, and a feeder measuring 1270mm x 5486mm. Quinn said the larger stroke “decompresses the material more and opens wider, so material gets crushed and through the jaw faster.

Faster throughput, more capacity”.

A common flinger collar between the saddle block bearing and pitman bearing enables bearings to be positioned much closer than before, reducing the bending stresses of the eccentric shaft. “Since the stresses are reduced, the Vanguard jaw is able to use a smaller eccentric shaft,” Quinn explained. “The smaller components of the Vanguard Plus do not reduce the quality, it’s 32

Quarry September 2020

SPECS - ASTEC KPI FT3055 Application

Aggregates & Recycling

Output (tph)

680

Maximum Feed size (mm)

610

Hopper Size (m )

7.3

Features

Tramp iron relief system.

Powerplant (kW)

328 (Cat C13 Acert engine)

Conveyor Belt size (mm)

1200

Weight (tonnes)

56

Set-Up time

30 minutes

Remote control

Standard

3

just a better engineered design.

“Vanguard Plus jaws utilise an interchangeable wear lip to protect the pitman and jaw base from unnecessary wear. The ability to replace these points decreases the need for costly repair. Large dynamically balanced flywheels reduce the peak horsepower requirements.”

The standard hydraulic adjust wedge system removes the cumbersome manual shims, providing quick CSS adjustment and enhanced safety, with an option to upgrade this wedge style adjustment for a fully integrated tramp iron relief system (TIR). This upgrade enables the CSS to be monitored and automatically adjusted to maintain material specification during normal operation (even while crushing) and in an uncrushable event, high pressure oil is relieved and the CSS automatically opens to minimise any possible damage to the base, shaft and bearings. There is also the ability to control the CSS locally and remotely.

BUILT LIKE A BATTLESHIP Paul Hopkins told Quarry that the business purchased the FT3055 because it was updating some of the equipment, and “trying to get bigger, get more tonnes done. With the previous Astec equipment we’ve bought, the input from our workers was that the machines were user-friendly and easy to work on, and they are well built and simple to

use. They’re up there in price but we seem to be having a good return on our investment.

The service, the back-up is a pretty big thing too. We get on pretty well with all the Astec representatives. You can call them anytime and as soon as you get an answer from them, you know there won’t be any more dramas with the machine. I’ve visited Astec’s factories and seen them built, and the way they build them, they do it pretty well.”

Hopkins was also complimentary of Quinn, whom he has now worked with on and off for the past four years. “I originally bought a pugmill from Shaun, and since then I’ve bought two screens and two more crushers in the past four years. He always stays in contact with us and his fitters are really good. The way I look at it, if they are the same people all the time at the same company, then the company must be looking after their people and it means you’re not dealing with different people all the time. They’ve been helpful with all the work we’ve been doing, and I can ring Shaun at any time, and he’ll answer you and help you with your queries.”

Of the FT3055 itself, Hopkins said it has been “working really well. We’ve found that you can control the speed of the machine from the cab of the excavator. The operator can change the settings remotely, so for us, it’s been doing a great job. It’s a good jaw, it has had a lot of fair sized rock in it, and it’s pretty simple to operate. It’s very well built, and we’ve had no

trouble with it whatsoever at this stage.”

Quinn said the feedback he had received from Hopkins Brothers about the performance of the FT3055 was equally positive. “The operators like the user friendliness and layout of the equipment,” he said. “Since commissioning in early March they have been able to achieve a more consistent and uniform feed. Using our FT3055 upfront of their existing equipment has helped them achieve greater production figures and more consistent gradings.

“They also like that we’re only a phone call away if needed and speaking with someone that knows the equipment and can generally guide you over the phone is priceless.”

Asked why other quarrying producers should consider purchasing the FT3055, Quinn was quick-witted with his answer: “If you are in the market for a piece of equipment that is built like a battleship and made for the environment that is ‘rock crushing’, give an Astec Australia representative a call.” •

SPECS – ASTEC KPI MOBILE TRACK-MOUNTED JAW CRUSHERS Crusher

Feeder

Plant weight

Output

Model

mm

mm

tonnes

mtph

GT125

686 x 1067

1016 x 4267

36

295

FT2650

660 x 1270

1270 x 5486

47

363

FT3055

762 x 1397

1270 x 5486

59

635

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MOBILE PLANT

TRIO RAISES PRODUCTION THREEFOLD

T

hree new pieces of kit are revolutionising production in Broadspectrum’s Northland quarries in New Zealand.

Broadspectrum, formerly known as Transfield Services, undertakes civil and engineering projects in 20 countries around the world.

In the Northland region on NZ’s North Island, seven local quarries are supporting road projects. Their production has been boosted by the arrival of Kleemann mobile gear from distributor Wirtgen.

Broadspectrum acquired these Northland quarries, along with a number of key maintenance contracts, when it took over McBreen Jenkins in 2008.

In the past couple of years, Broadspectrum has renewed road maintenance contracts with the Thames Coromandel District Council, Kaipara District Council and the Far North District Council’s southern ward.

Other maintenance contracts include the West Waikato Network Outcomes Contract (NZ Transport Agency state highway), Auckland Transport (AT) South Rural, and AT Northwest Urban. Broadspectrum also undertakes construction projects from its bases in Waikato, Auckland and Northland.

In Northland, 70 per cent of the company’s aggregate is quarried at its Puketona site, which is located between Paihia and Kerikeri. The aggregate is mostly greywacke with a scoria and basalt intrusion, which is also extracted and processed into drainage products.

Quarries manager Neil Cates said that while the quarries largely support their own road projects, about 75 per cent of aggregate sales are to external customers.

“When I took over the management of the quarries, I wasn’t enthusiastic,” he recalled. “I have a construction background and thought I’d be here for a short while to temporarily fill a vacancy and then move on. That was eight or nine years ago now, and I absolutely love it – the quarries, the industry, the people!

“My goals have been to grow the business by providing quality products and great service to our customers, and show senior management that our quarries’ business is worth investing in.

“Our purchase of two Kleemann crushers and a Kleemann screen was our first major investment in 10 years, which highlights the commitment to the future of our quarries business.”

Cates was first introduced to Kleemann’s mobile plant range when he attended a Quarry 34

Quarry September 2020

The Kleemann mobile crusher circuit at work in Broadspectrum’s Puketona Quarry.

NZ annual conference in Hamilton. “I looked it over and was impressed – being Germanengineered, it was superbly put together. Along with being high quality, it was competitively priced, which surprised me,” he said.

“I then went out and saw them working. I was impressed with their output and with what the operators had to say about them.

“On top of that, the support network out of Australia gave me confidence that this brand was a good choice. The combination of all this was ideal.”

After quite a bit of work from Cates and others at Broadspectrum, the company bought a Kleemann MC110Z EVO jaw crusher, a MR130ZS EVO2 closed circuit impact crusher, and a MS13Z scalper screen.

The Puketona quarry manager John Batters said the new impact crusher was largely used to make general GAP products, and the two crushers work together to make products for the wash plant, 30/10 drainage chip, sealing chip, and concrete aggregate. The jaw crusher also makes gabion and drainage aggregates.

“In my time in the industry I’d never before used an impact crusher,” Batters said of the MR130ZS EVO2. “But I have to say I’ve been really impressed with it. The performance of the Kleemann gear has been well above what we expected. And it’s not only the volume that’s great, the products are good quality too.

“In the first hour we had the impact crusher running, we processed 280 tonnes – this was above even what the Kleemann guys had specced the gear for. I was certainly amazed – our old gear would have taken around two and a half hours to generate that amount.”

Production volume has certainly been a wow factor with the entire team, but what really stands out are the safety features.

“On the impact crusher, if you’ve missed something during set-up – not unfolded the conveyor, for example – it won’t start. It’ll tell you what the problem is, and you need to fix it before it will run,” Batters added. “The lockout system is great. If you want to open up the machine you can’t unless the key has been removed. You simply can’t start the machine while it’s open.”

Cates agreed the safety features are outstanding. “Whether you’re unblocking the jaw or accessing the machine for service, safety is a priority of the design.”

Cates and Batters complimented the quality of the machines’ engineering, saying the designs are well thought out, eg ladders and platforms are all in the logical places, the gear is spacious, it is fuel-efficient, and all the electric conveyors remove the need for hydraulic hoses.

Cates also sang the praises of Wirtgen sales manager for mineral technologies, Gary Payne, who sold them the Kleemann plant.

“I’m really happy with what Gary’s done. He’s great to deal with, offers good support, and answers questions promptly. He’s also very experienced and trustworthy. The production figures he gave us for the Kleemann gear were realistic, and his advice was sensible. It took four years to get this deal across the line. But now that it’s all here and working, we’re thrilled with our purchase.” • Source: Wirtgen Australia. Story courtesy of Quarrying & Mining NZ. Visit quarryingandminingmag.co.nz

SAFETY

AGGREGATE TESTING PROGRAM KEEPS AN EYE ON QUALITY CONTROL

P

roficiency testing is a means of determining the performance of individual laboratories for specific tests or measurement and an external audit of their quality control procedures. A standard proficiency testing program compares the measuring results obtained by different laboratories on identical samples.

Proficiency Testing Australia (PTA) is one of Australia’s largest, most experienced proficiency testing providers and recognised by International Accreditation New Zealand. The accreditation covers the specific proficiency testing programs listed on the agreed scope of accreditation and meets the requirements of ISO/IEC 17043:2010 Conformity assessment – general requirements for proficiency testing.

PTA is able to service the construction materials industry by offering proficiency testing programs for aggregate, soils, concrete, rocks, cement, asphalt and bitumen.

The purpose of the aggregates proficiency program is to assess a laboratory’s ability to competently perform the tests examined in accordance with the AS 1141 series of standards and to provide laboratories with additional external quality assurance and thus improve overall performance.

Participation in proficiency testing programs satisfies the requirements of ISO/ IEC 17025:2017 General requirements for competence of testing and calibration laboratories. This will enable construction materials companies to monitor their performance by comparison with results of other laboratories.

PTA currently runs two programs per year on coarse aggregate and is now in the process of establishing an additional program on fine aggregate.

In the coarse aggregate program, participating laboratories are supplied with one bucket of 14-20mm graded blend of aggregate, and the following tests may be performed on each sample: • AS 1141.4 Bulk density (Uncompacted and compacted).

•A S 1141.6.1 Particle density and water absorption of coarse aggregate.

•A S 1141.11.1 Particle size distribution Sieving method.

•A S 1141.12 Material finer than 75µm.

Typical test sieves, as used in aggregates testing and analysis.

In PTA’s coarse aggregate program, participating laboratories are supplied with a graded blend of material.

•A S 1141.14 Particle shape by proportional caliper.

•A S 1141.15 Flakiness index.

•A S1141.20.1 ALD Direct measurement 10 mm and greater.

In the fine aggregate program, participating laboratories will be supplied one bucket of 5kg fine aggregate, and the following tests may be performed on each sample: •A S 1141.5 Particle density and water absorption of fine aggregate.

•A S 1141.24 Aggregate soundness test by exposure to sodium sulphate.

•A S 1141.25.3 Degradation factor - fine aggregate.

•A S 1141.33 Clay and fine silt - Settling method.

•A S1141.34 Organic impurities other than sugar.

The main aim of these programs is to assess the competence of laboratories to undertake

this testing. Statistical outliers are identified using a robust z-score technique to detect excessively large variations between the individual laboratory and the overall consensus values. A final report, summarising the information submitted by all of the participants can be viewed on the PTA website at the conclusion of each round of the program.

An individual summary sheet about the performance of that laboratory in the program is also sent to each participant.

Each participating laboratory is assigned a code number to allow for confidential treatment of results in all reports and publications produced by PTA. For more information about the aggregates program, including fees, email ptaenquiry@ pta.asn.au or visit the PTA website: pta.asn.au/ index.php/programs/confidentiality • Source: Proficiency Testing Australia

Quarry September 2020 35

SAND PROCESSING

TURNKEY PLANT SOLUTION OPENS PATH TO GLASS SAND MARKET

In North Africa, it’s not the abundance of sand that matters but how efficiently it is processed and distributed. To that end, a multinational sand plant and equipment supplier is providing the turnkey solutions required to create up to five different products for the local glass market.

S

OMEVAM, a subsidiary of the Sebri Group, has operated sand quarries in Oueslatia, Tunisia serving the Tunisian national construction market since 2001.

Following testing of material, SOMEVAM saw the opportunity to diversify into the glass industry in North Africa and Europe and produce a range of supplementary products, including industrial sand and silica flour. The company also wanted to produce a 30-150 micron fraction that would make its offer unique in the region.

SOMEVAM sought an effective wet processing solution that would eliminate contaminants and offer variable cut points to increase the quality and commercial value of the end products.

Each day, SOMEVAM extracts 3000 tonnes of sand. In order to handle such quantities efficiently, while also adhering to stringent quality standards, requires the most advanced, durable and sustainable processing equipment.

Together, the Tunisian company and CDE Global have developed a tailor-made wet processing solution to support SOMEVAM to achieve its commercial growth aspirations.

The design process, underpinned by CDE’s co-creation approach, allowed CDE engineers to work directly with the SOMEVAM team to develop a modular wet processing installation perfectly suited to the feed material (including a silica content of 99 per cent) and the company’s production targets.

“Before we got into glass sand, we operated the Oueslatia site for the production of building materials,” Habib Sebri, the CEO of SOMEVAM, explained. “However, it was clear that the material on site presented an interesting commercial opportunity in the field of silica for flat glass applications such as windows, mirrors and flat glazing.”

Sebri said it was important to invest in the right sand treatment equipment to guarantee the success of the project.

“After exhaustive research of the various 36

Quarry September 2020

The SOMEVAM installation incorporates CDE’s AquaCycle thickener (left), with a capacity of 1500m³ per hour.

options at our disposal, we chose a modular wet processing solution from CDE. The expertise of the company’s engineers and sales team, its investment in innovation and new technologies, and the quality of the materials used during the manufacturing process were the key determining factors in our decision.”

four attrition cells, spiral separators, CDE’s Counter Flow Classification Unit (CFCU), a nano-cyclone, magnet, four EvoWash sand washing units and an AquaCycle water management solution. Combined, the system processes fine and coarse materials and eliminates contaminants to produce highspecification glass sand.

COMPLETE TURNKEY SOLUTION To guarantee precise control of sand cut points, SOMEVAM opted for a complete turnkey CDE solution. The CDE plant has the capacity to treat up to 200 tonnes per hour (tph) of sand, producing 100 tph of silica glass sand for the glass industry, as well as a range of secondary products including fine silica sand for silica flour production, foundry sand, concrete sand and road base.

The installation features a combination of CDE equipment operating in perfect synergy: an M4500 primary wash plant to classify materials, five high frequency Infinity screens,

CUTTING-EDGE TECHNOLOGY Since its launch in 2014, CDE’s M4500 has quickly become popular and has been installed in plants around the world. The high-tech plant is compact, powerful, easy to use and economical.

CDE’s cyclone technology uses centrifugal force for classifying materials rather than gravity, which retains every grain of viable sand in the system. The design of the cyclone also makes it possible to establish a number of variable parameters to obtain unrivalled cut-point precision.

Attrition, spirals and magnetic separation

processes are used to remove contaminants from the product and maximise the silica content.

“The M4500 demonstrates the effectiveness of CDE’s cyclone technology and the flexibility of our process and engineering teams, who have designed the process to produce very high quality glass sand to meet SOMEVAM’s requirements,” said Bassem Idriss, CDE’s project manager for the Europe and MENA regions. “The hydrocyclones were built according to the specific needs of the client, based on analysis of the feed material carried out by CDE during the pre-project phase.

“The process water, loaded with undesirable fines, is removed at the level of the overflow of the cyclones while the treated sand enters the dewatering and stockpiling phase.

With cutting points of incomparable precision, the products are treated according to the required standards and without risk of mixing.”

EFFICIENT WATER MANAGEMENT To produce a very clean sand product requires a very good supply of clean water.

The new installation incorporates CDE’s cutting-edge water management system, the AquaCycle thickener with a capacity of 1500m³ per hour. Waste water from the plant is processed by the AquaCycle thickener which recovers up to 90 per cent of the process water to be recirculated back into the washing plant, minimising the size and maintenance requirements of the settling ponds, which is particularly advantageous for the site in Tunisia.

“In Tunisia, a hot and dry country, it is important to consider the difficulties of accessing fresh water,” Idriss said. “It is essential not to waste a drop of water.

CDE’s AquaCycle allows SOMEVAM to recycle process water in a closed circuit for immediate reuse in the system.

“The wastewater, after passing through the de-aeration chamber and after having been in contact with the flocculant injection, passes

to the centre of the AquaCycle so that the flocculation process operates and acts on the sedimentation of the fines. The integrated flocculation unit allows precise dosing of premixed flocculant for effective decantation.

A single motor drives the AquaCycle rake arms for optimal sludge treatment before disposal.”

The CDE installation for SOMEVAM transforms the feed material into five high specification products with exceptional commercial value. It produces glass sand (150-650 microns) and related products, including oversized (3mm) ready to be used in water filtration systems, coarse sand (650 microns to 3mm) ready to be ground to make flour silica, ultrafine (30-150 microns) for ceramics or other industries, and iron-rich sand that can be used in sports fields. With a typical moisture content of 12 per cent, the materials are market-ready straight from the belts.

“Our CDE solution has made a huge impact on the glass sand industry in Tunisia and

FOR SALE BLACK BUTT PIT - URALLA N.S.W.

Located 22Km west of Uralla, joining Kingstown Road. Armidale - 44Km. Tamworth 100Km. Freehold in two titles operating as one pit.

FOR FURTHER DETAILS Selling as a unit complete with sand processing plant and gen set.

Deposit of granite, gravel and sand material available approx 485,000m 500,000m Graham MacDougall Washing plant through capacity 80-90 tonnes per hour.

0412 220 302 Crusher through capacity 90-100 tonnes per hour. graham@macdougall.com.au Granite gravel used as DGB - road construction and as a base for concrete.

Dan Fittler Sand used for redi-mix concrete - horse arenas - pipe fill.

0402 942 231 Decorative pepple used in landscaping. dan.fittler@macdougall.com.au Workshop container - oil container - gear shed and water tank.

Caravan complete with fittings as office.

TENDERS CLOSE THURSDAY OCTOBER 15 www.macdougall.com.au/property/black-butt-pit

SAND PROCESSING

Proficiency Testing Australia (PTA) offers scheduled and customised proficiency testing programs for construction materials testing laboratories: • Coarse and fine aggregate • Rocks • Soils • Concrete • Cement

For more information, please contact PTA at ptaenquiry@pta.asn.au

www.pta.asn.au

in the North African market,” Sebri said. “It represents the most advanced technology available on the North African market and has enabled us to become ultra-competitive in an industry with extremely high quality standards.

“Our glass sand is sold for the production of white glass, and the other fractions are sold for various industrial applications. Our quick return on investment was thanks to the power and efficiency of our CDE solution.

“We have succeeded in expanding our offer and positioning ourselves in new markets, which has strengthened SOMEVAM’s reputation with its customers for quality and consistency of service.”

CDE equipment is designed and manufactured to adapt to the circumstances of each unique site to maximise the quality and quantity of the materials produced. In the case of SOMEVAM’s siliceous site, the requirement was an extremely precise solution to support the business to expand its operations adhering to stringent quality standards in the glass sand market.

In collaboration with the client, the CDE team designed a tailormade installation capable of simultaneously producing five products of different particle sizes without the risk of mixing so as not to compromise their quality and consistency.

CDE engineers work with the company’s sustainability ethos in mind – to achieve a goal of zero waste and maximising water efficiency. CDE offers a range of advanced technology products with modular design features that can facilitate future upgrades to the existing system.

AFTER-SALES SERVICE Every CDE project benefits from its customer for life model.

It ensures transparent and effective communication from the beginning of the project until commissioning and unrivalled aftersales support.

“We are very satisfied with the value for money our CDE equipment has provided,” Sebri concluded. “We particularly appreciate the service we received. At the start of the project we visited CDE’s facilities in Northern Ireland and felt assured by the quality of the materials used and the expertise of its engineers, both in the design and in the manufacturing of our installation.

“CDE offers a complete service, from design to after-sales, managed at all stages of the project through a single point of contact and based on over 25 years of international experience and wet processing expertise. This was hugely important to us given the level of investment and the longevity of our operations.

“Mr Idriss, our CDE project manager in Tunisia, as well as CDE’s engineers on site, were present and attentive to all stages of the project, ensuring a smooth process. I can say without hesitation that CDE has revolutionised our operations.”

CDE, an industry-leading manufacturer of wet processing equipment, has announced plans to host a virtual trade event for the materials wet processing industry across the globe.

Continuing its Engineering Insights education series, the major two-day virtual event will take place on October 14 and 15.

Registration is free, but places will be limited for some roundtable and seminar sessions. For more information about the event or to register, visit cdeglobal.com/vevent • Source: CDE Global

SMART BUSINESS

TENDERS SOUGHT FOR FAMILY-RUN, EXPANSIVE NSW QUARRY SITE

B

alala Pit Quarry, located in the New England region of New South Wales, has been put up for sale by real estate agency MacDougall Rural Property.

The Balala Pit Quarry is situated on a 37ha property and has been providing granite and sand aggregates across three decades.

Located just 22km west of Uralla, the land was first bought by brothers Dan and Thor Ward in 1980 under their company Ward Bros Land Improvements, growing superfine merino wool and running Angus cattle.

The Uralla Shire council approached the Ward brothers in 1984 to test boring for road base and sand on the proposed pit area.

After discovering such significant granite and sand material available, the council first used the material as part of new road construction and road repairs.

“We realised there was good material there to be used for building farm roads,” Dan Ward told Quarry. “We started off in a small way doing earthmoving work and then it grew.

It just all worked in pretty well.”

Ward Brothers and Uralla Shire then started the Balala granite and sand pit in 1989. Dan was later appointed the mine manager and was responsible for its operation, and has continued to keep the quarry in operation together with site foreman Dave Hedges. Dan has worked hard alongside his brother Thor to turn the quarry into an essential part of supporting the local area.

The council regularly used its granite as a DGB layer under bitumen, on road construction and for repair work in the council area. Its granite resources have also become common in house and shed foundation underlays in the building industry. The granite is also used in driveways and farm roads.

Sand product from the Balala pit is used for concrete work, horse arenas, pipe fill and foundations.

Thor Ward retired from the quarry due to ill health, with Dan continuing to run the business to the present day. Sadly, Thor passed away in April, which has resulted in the decision to sell the Balala pit.

The Balala pit has a deposit of granite, gravel and sand material between 485,000m3 and 500,000m3 available, as reported by a geotechnical survey. “We will be providing

Dan Ward is selling Balala Quarry after more than 30 years in business.

further information to prospective tenderers,” Dan said.

For Dan, the location of the quarry in the New England/North West region of New South Wales provides a golden opportunity for the buyer.

“I think the location of it is one important thing and the quality of the material,” he said.

“The B-double trucks can pick up and go straight to town or further to field.”

The Balala pit is well placed to supply materials to a wide array of infrastructure projects on the horizon, including RMS roadworks, an industrial development near Armidale, works on a projected solar farm near Uralla and wind farms in the Walcha area.

It is being sold as a unit complete with sand process plant and gen-set – all of which are operational. This includes a washing plant rated at 80 to 90 tonnes per hour and a crusher with 90 to 100 tonnes per hour. A caravan complete with fittings as an office will also be sold with the quarry, along with a workshop container, oil container, gen shed and water tank.

Tenders for the sale of the Balala pit will close on Thursday, 15 October. For all inquiries, please contact Graham MacDougall, of MacDougall Rural Property, tel 0412 220 302, or visit macdougall.com.au

By Nick Zakharia

Quarry September 2020 39

SMART BUSINESS

MANAGING EMPLOYEE CONDUCT AND BEHAVIOUR IN THE WORKPLACE

Managing employee conduct and behaviour can be a challenge. The question of what is – and is not – appropriate in the workplace depends on a variety of factors, including the industry in which the employees work, the overall culture of the workplace and community standards at any given time.

I

n unfair dismissal claims relating to unacceptable conduct and behaviour, the Fair Work Commission (FWC) will consider all of these factors – industry, workplace culture, community standards – in determining whether the dismissal was fair.

The FWC was tasked with this in its recent decision in Meredith v Chad Group Australia Pty Ltd [2020] FWC 1467.

The employer in this matter was a familyowned and operated manufacturer and supplier of building products. It summarily dismissed a truck driver for yelling offensively at a supervisor, continually ignoring requests to leave the workplace and responding aggressively towards a sales employee. Prior to the dismissal, the employee had a familiar relationship with the directors (the family who ran the business).

Evidence was provided to the FWC by both former and current employees, which supported the position that the employee was known for being difficult to deal with and that he made others in the workplace feel uncomfortable.

One particular former employee stated that the employee often called him “arrogant, smarta***, dumba***, a c***”, and that he had threatened to “give him the Ivan Milat treatment”. The former employee stated that this behaviour had become normal in the workplace and that over time he began to feel unsafe around the employee, even after he had complained about the conduct and the employee had received a warning. The former employee stated that he eventually sought alternative employment because he felt the employer’s management could not protect him if the employee decided to physically harm him.

There was also evidence before the FWC that suggested that the employee would not often communicate his whereabouts when doing deliveries, and refused to take lunch breaks until after he had returned to the warehouse, even though he was encouraged 40

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to take them between deliveries.

On the day of the dismissal, the employee had returned to the warehouse following a series of deliveries and was immediately asked by a sales employee about the whereabouts of some arches. The employee did not have the paperwork and accordingly did not know where the arches were.

The employee then proceeded to take his lunch break but was then approached by his supervisor and questioned about the arches and his performance generally. The supervisor took exception to the employee’s “blasé” response and yelled at him to “go home and think about your job” and followed him around the warehouse telling him to “get out” on a number of occasions.

As the employee was leaving, he yelled to the sales employee to “F*** off! Go f*** yourself!” The supervisor then told the employee to “Get out of here! Go home!”

The employee then yelled at the supervisor: “You can go and get f***ed! F*** off! Go

f*** yourself!” The supervisor then told the employee that he was “done” and that he could not speak to others in that manner.

The employee did not deny that the conduct occurred. However, he argued that there were circumstances which resulted in him snapping on the day of the dismissal. He stated that he had been subjected to years of bullying and harassment, including swearing, belittling and the use of coarse, aggressive language towards him by his supervisor. He also claimed that his complaints had been ignored.

The FWC examined the employee’s allegations and, while satisfied that some of the alleged incidents occurred and that they may have contributed to further aggravating the employee, they were not sufficient to warrant the employee’s conduct on the day of his dismissal.

The FWC stated that the employee “is solely responsible for both his actions and his reactions”, which were unnecessarily

abusive and inconsistent with his employment obligations.

However, the FWC found that the employer had failed to afford the employee procedural fairness in effecting the dismissal. In this regard, the employer’s approach to dealing with the employee on the day of the dismissal had been devoid of any fairness, noting that he was not notified of the reason for his dismissal or provided with an opportunity to respond.

For this reason, the FWC found that the dismissal was procedurally unfair and harsh in the circumstances. It determined to issue directions as to remedy at a later date.

The FWC also noted that the dispute in this matter was one that could have been avoided had the employer realised that it had outgrown its family operation and that it needed formal processes in place for dealing with inappropriate workplace behaviour.

Instead, the employer failed to set parameters for or take reasonable action to manage the employee’s conduct and generally looked the other way. The FWC noted: [The employer]’s complacency when it came to dealing with [the employee]’s outburst or what they describe as a “tolerance of [the employee]’s conduct” resulted not only in a young employee fearing for his safety but enabled the conduct to escalate to circumstances where other employees were subjected to unnecessary and unacceptable abuse.

LESSONS FOR EMPLOYERS This decision highlights the importance of drawing the line between acceptable and unacceptable behaviour in the workplace and ensuring that employees are held accountable for behaviour that is inconsistent with those standards. Employers can face significant difficulty in relying on an employee’s unacceptable conduct and behaviour as a reason for dismissal if it is shown that such conduct and behaviour has been tolerated in the past.

This case also demonstrates the potential consequences of failing to properly manage employee conduct and behaviour in the workplace, as in this case, it placed the safety of other employees at serious risk.

VICARIOUS LIABILITY FROM SKYLARKING Enjoying the company of your colleagues is something most people hope to find in the workplace. It can make work much more enjoyable and lead to lasting friendships.

However, fun in the workplace can cross a line when it takes the form of dangerous skylarking or roughhousing.

Dangerous behaviour by colleagues can pose a serious risk to work health and safety and can breach the obligations that an employer owes to its workers and employees owe to each other. Where accidents and injuries occur, the results can be life altering for workers and very costly for employers, as demonstrated in the decision of Ajia v TJ & RF Fordham Pty Ltd trading as TRN Group [2020] NSWDC 371.

In that case, the worker concerned was a construction labourer employed through a labour hire firm. He was sent to work at a site under the direction and control of TRN Group (the Company) in Airds, NSW. After lunch one day in April 2016, the worker was returning to his duties when the site supervisor, in an act of skylarking, wrapped the worker in a bear hug. The two lost their balance and fell. The supervisor landed with his weight on the worker’s leg and ankle.

The worker felt immediate pain and was assisted to a lounge on site where first aid was administered. The worker’s condition worsened and the supervisor drove him to hospital. At the hospital, the worker, who was in extreme pain, was given pain killers and his ankle was x-rayed.

After the x-ray, while they were waiting for the results, the supervisor provided the worker with a completed incident report.

The supervisor told the worker they should record that the incident was an accident so they wouldn’t get in trouble. The supervisor read the contents of the incident report to the worker – he had written that the fall was the result of the supervisor tripping and grabbing hold of the worker in an attempt to break his fall. The worker signed the incident report, even though its contents were untrue.

The hospital x-rays showed that the worker had broken his ankle in the fall. He subsequently required three surgeries and underwent physiotherapy and rehabilitation.

However, he was unable to return to his pre-injury condition or to his pre-injury role in the construction industry. During the course of his rehabilitation, he was advised by a rehabilitation provider to pursue employment in other industries. After a period of workers’ compensation payments, followed by light duties, the worker eventually gained employment in the security industry as an alarm monitor, a primarily sedentary role.

Despite the surgeries and other treatments, the worker never fully recovered from his

injury and continued to suffer pain and restricted movement in his ankle. He eventually returned to the gym, but was forced to modify his exercises to account for his injury. The worker also suffered from significant scarring and scar sensitivity.

As a result of his injury and the ongoing impact it had on his career and his life, the worker brought a claim in negligence against the company alleging that it had breached its duty of care to him in the workplace.

The worker argued that the company had a duty to provide competent staff, a safe system of work and adequate supervision.

The worker claimed that the company failed in this duty because it knew about the supervisor’s skylarking behaviour and failed to properly train or discipline the supervisor for his conduct.

The court ultimately found in favour of the worker noting: It is well settled that an employer’s duty includes the removal of a source of danger to an employee posed by another employee who through his or her habitual conduct, poses a source of danger through skylarking or horseplay.

The court found that the company had actual knowledge of the risk of the supervisor’s skylarking because he had been involved in similar conduct with the worker in the past, and was the instigator of such conduct. Further, the supervisor was the company’s representative on the site and therefore his knowledge was the company’s knowledge.

The court found the company vicariously liable for the worker’s injury because the skylarking conduct that caused the injury was instigated by the company’s own supervisor, and the conduct was thereby impliedly authorised by the company.

The court ordered the company to pay $662,102 in damages to the worker for noneconomic loss, past and future economic loss, past and future superannuation, and past and future out-of-pocket expenses.

LESSONS FOR EMPLOYERS Employers have a duty of care to provide competent staff, a safe system of work and adequate supervision in the workplace.

This includes ensuring that supervisors understand appropriate standards of conduct in the workplace, both from themselves and from other workers. • This article appeared courtesy of Workplace Law. Visit workplacelaw.com.au

Quarry September 2020 41

SMART BUSINESS

IDENTIFYING THE STRENGTHS AND WEAKNESSES OF KEY ACCOUNTS Mike Cameron has previously outlined how key account planning can assist businesses with sales of products and/or service solutions. He now discusses the importance of identifying buyers’ strength and weaknesses, and explains the concept of ‘stop signs’ in the evaluation process.

T

he previous two articles about Key Account Plans laid the foundation for understanding the importance of: • A good sales strategy – namely, to set yourself up in the right position, that is, to be in the right place, with the right people, at the right time, with the right solution so that you can make the right tactical presentation to achieve your sales objective.

• Creating a framework through Key Account Plans (KAP) that fosters a win-win situation and manages every sales objective as a joint venture.

The process of creating and managing a KAP has seven steps which can be clearly identified in Figure 1: •S tep 1. Decide what you are selling, ie understand your sales objective.

• Step 2. Test your position and identify buyers, ie understand your customer base and your customer’s organisational chart, and identify buyers.

• Step 3. Rate and evaluate your buyers, ie their roles and influence, and interest in your sales objective.

• Step 4. Identify strengths, weaknesses, opportunities and threats (SWOT analysis), eg review alternative positions.

• Step 5. Create an action plan, ie draft and implement SMART action steps.

• Step 6. Close the deal, ie ensure that paperwork and your process is “painless”.

• Step 7. Monitor and seek feedback, ie monitor delivery, check that delivery meets (or exceeds) the promise, seek feedback from your customer’s buyers, review future business opportunities (Business Review and Development – or BRAD – meeting) and nurture the relationship.

In the previous article in this series, we reviewed, in some detail, the first three steps in the procedure. In this article, we will begin a thorough review of Step 4 – since it is a key function in the process of creating a Key Account Plan.

42

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A satisfactory outcome to a sale requires an intense analysis of the buyer’s strengths and weaknesses.

STEP 4 - SWOT ANALYSIS AND STOP SIGNS A. IDENTIFY ALL YOUR BUYERS. (i) Degree of influence (rated as high, medium or low) It is important for you to appreciate the degree of influence that each of the buyers can and/or will exert on your sales objective, eg: • If your advocate or one of the other buyers refers to one of their technicians’ expertise or an outside consultant’s knowledge and expertise, then you should pay them more attention and your selling strategy should reflect that “outside” influence.

• Your economic decision maker may be the critical person in the decision process but in some cases he/she may have delegated the responsibility for the decision process to someone else so that

they become the “rubber stamp”.

Note: Although an economic decision maker may delegate responsibility from time to time it can always be taken back at a moment’s notice – so beware!

There are five degrees of influence (critical factors): 1. Organisational impact. Where/how does your proposal assist or support your customer? If your proposal is a critical part of your customer’s strategic growth and/or future well-being then it is highly likely that the CFO, or even the CEO, will be a key member of the decision-making team due to the proposal’s potential impact on the organisation.

2. Level of expertise. Which of the buyers is most knowledgeable about the key aspects of your proposal/solution? Who do the buyers turn to for advice?

3. Location. Where are your buyers

located? Is he/she within the same office as the organisation’s other buyers? Note: If one buyer is in London and the other four are in Melbourne, guess which buyer will have the least influence?

4. Personal Priority. Which buyer personally will be affected positively by your solution? The higher priority, on a personal sale, that your sales objective has for a buyer then the greater likelihood that he/she will try to exert a significant degree of influence on the outcome of the purchasing decision.

5. Politics. Internal politics is probably the most common and single most irritating factor.

Note: Reporting structures may change; some of your buyers may move on; new people may be brought into the decisionmaking process and technical expertise or evaluation may be sought from outside the organisation. (ii) Buyer response modes. This critical element is all about knowing buyer attitudes - how the buyers perceive your proposal.

It is important for you to appreciate that they won’t buy if they don’t see an issue, a problem, a solution or a benefit. You need to identify their current receptivity to change, especially the change to their business that your proposal represents.

Buyer response modes are determined by: • The buyer’s perception of their current business situation.

• The buyer’s perception of how your proposal/solution is likely to impact upon their current business situation.

• The buyer’s perception of whether or not your proposal/change will close the gap or discrepancy between what is seen as their current reality and the future result(s) that they wish to achieve.

Regardless of the quality of your proposal/ solution, a buyer will not be receptive to change unless he/she recognises the gap between where they are now and where they want to be (frequently called a “discrepancy”).

There are four potential response modes: 1. Growth. The buyer does perceive this to be an essential discrepancy and feels that the gap between current reality and the desired results can be closed only if the quantity can be increased, quality improved, or both. If your offer shows how they can do more or better then it will resonate with this type of buyer.

The risk when dealing with a buyer in growth mode is that they are keen to say ‘Yes’ to any

Figure 1. The seven steps in the Key Account Planning process.

proposal that offers an immediate solution to the discrepancy that they have identified – though not necessarily yours. It is critical that your proposal is seen as the change that will reduce or eliminate the discrepancy and in the timeliest, cost effective and/or beneficial manner.

It is a mistake to believe that the buyer is necessarily talking about the company’s desire for growth. Frequently, it is about their personal reaction to your proposal. They want more, better, faster and improved product or service.

2. Trouble. The buyer can also see a discrepancy or a gap. That person has a problem or deviation or discrepancy from where they prefer to be, where they are or where they are heading; they want a proposal that will help them move their organisation back to where they believe it needs to be. In simple terms, if the proposal helps that buyer eliminate or mitigate their problem, they are likely to be strongly supportive.

Nothing gets the attention of a buyer more than when she/he is in trouble mode. They are looking for ways to avoid a loss, improve their situation, reverse the trend or prevent a potential crisis. This buyer wants to rectify issues within their business process/ procedures and get back to normal. Usually, they are not interested in the cheapest bid; they are looking for someone who can provide the solution – and as quickly as possible. Obviously, customers in trouble mode will take precedence

over all else, including growth mode.

Don’t confuse trouble for growth when the buyer makes a statement like: “I need more right now.”

3. Satisfaction. The buyer does not perceive a discrepancy or gap between their current reality and the outcome that he/she have planned to achieve – this buyer believes that they are “on track” and is clearly satisfied with the status quo so they see no reason to change. In simple terms, “no problem, no growth need, no sale”.

The first two response modes were easy to understand but the last two are not. The buyer who sees no gap or discrepancy between the results they require and what your proposal offers is in satisfaction mode.

The buyer in this mode requires a “stop sign” in their view, there is no discrepancy or gap for your proposal to close, and therefore there is no receptivity to change.

This buyer is wary of any kind of change and, in order for your proposal to be of any potential interest, she/he must move into trouble or growth mode. However, another buyer, who is supportive of your proposal and has identified the benefits that your solution offers, may be able to move the person in satisfied mode to a different mode. Over time, you may be able to demonstrate that there is a gap or discrepancy through offering a demonstration, referrals or additional supportive information.

4. Optimism. The buyer perceives reality as Quarry September 2020 43

SMART BUSINESS

being far better than any hoped for results.

These buyers are also unreceptive to a proposal that brings about change. However, changing business conditions can move this type of buyer from overconfident to trouble mode extremely quickly, so always be ready to capitalise on such shifts.

The same principle as point 3 above applies to overconfident buyers. This is the most difficult of buyers to sell to. Usually, buyers in this mode can’t be swayed. They don’t realise that things are too good to be true. This person will require a “stop sign”.

Each buyer falls into one of the above four modes regarding the problem you are solving. None of them will support the buying decision if they don’t wish to either avoid a loss or gain a benefit. You need to answer the question: “Does your customer’s plan to achieve a particular outcome match the expected results based on their current performance?”

If “Yes”, then this customer is unlikely to be a good candidate for your sale objective, regardless of the selling effort and time that you are prepared to commit to this prospect; they are satisfied (Mode 3). It doesn’t matter whether they really are on track or not, just that they believe that they are.

If there is a real problem ahead but they don’t perceive it, then this customer is optimistic (Mode 4) and it is highly likely that they are not going to buy your product or service. A lot of sales time can be wasted in this category.

The customers and buyers in which to invest your time and effort are in growth (Mode 1). They see an opportunity and know they are on track to achieve it.

Customers and buyers in trouble (Mode 2) should also be on your list of priorities since they don’t see themselves maintaining their current performance or achieving their planned results.

Trouble mode prospects have the better potential to offer you success since your product, service or solution may have the ability to address a fear they have of losing what they have currently versus growth mode prospects where you are offering a solution that will potentially meet their desire for a gain. “Fear” tends to be a better motivator than “greed”.

People buy when, and only when, they perceive a gap or discrepancy between reality and their desired results. Remember, it is as important, if not more important than determining what to sell, that you know all 44

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about when to call on a prospect or customer.

B. KEY ACCOUNT PRIORITISATION The basic principle of managing and prioritising your key accounts is to match the time and effort invested in any given account to its potential revenue (or, ideally, margin contribution). However, that potential is actually the product of two things: (i) how attractive a given account is (in terms of size, product mix, etc), and (ii) how achievable it is for your company and sales team to win the business. Ideally, you want to focus on customers and prospects who offer opportunities that are both highly attractive and highly achievable. With this in mind, the following list of questions offers you the opportunity to assess the attractiveness and achievability of your potential prospects and existing customers, eg: a. Attractiveness: • Does this prospect have a need for something that we can offer? • Is this opportunity with an existing customer (lower cost of sale)? • Is this a significant opportunity in terms of value or potential repeat business? • Does this opportunity offer a good margin potential? • Will this prospect or existing customer look at factors beyond price? • Will this opportunity meet our company’s strategic objective in any other way? b. Achievability: • Is there already an existing supplier/ vendor with a strong relationship? • Does the prospect have an important or urgent need (fear of loss or wish to gain a benefit)? • Which stage of the buying cycle are they in (generally, the earlier the better)? • Is the prospect or customer seeking advice?  • s the prospect or customer prepared to invest in the buying process? • Does our proposal/solution better meet the prospect’s needs and buying decision criteria than that being offered by our competition? • Is the prospect likely to perceive any insurmountable risks associated with our proposal/solution? • Do we have any significant advocates or adversaries within the prospect’s organisation?

Traditional qualification criteria tends to focus on the potential size and profitability of

a new account, whereas the additional factors listed above tend to be more value-based.

Attractiveness, in this context, refers to the potential long-term attractiveness of a prospect, rather than the value of the initial opportunity.

You should actively seek out small opportunities with large prospects and/or existing customers since small “wins” have a habit of growing quickly if you actively service the account, implement customerfocused strategies, meet and/or exceed your initial promise and follow-up at the conclusion of the deal.

C. STOP SIGNS AND TRAFFIC LIGHTS Stop signs and traffic lights are symbols used to highlight areas that need further attention, eg: • A stop sign advises you that you need to stop and review your position before moving forward.

• A stop sign should not be seen as a minor annoyance; it is an indication that there is a potential “roadblock” or missing information that could “derail” your sales proposal. It indicates that action is urgently required. • A stop sign is positive because it assists you to plan your tactical moves whilst identifying the potential for trouble.

Once you have prepared and offered a well considered alternative position you can eliminate the stop sign – while it also offers you a unique opportunity to leverage from strength (ie an area that clearly differentiates you from your competition). a. Stop signs and strengths. • Stop signs: • Critical information is missing.

• Uncertainty about the current information.

• Any buyer who has not been contacted. • A buyer who is new to their job. • Reorganisation.

Note: The more stop signs that you can identify, during the pre-meeting evaluation period, the better, eg: Strengths. • Areas of differentiation.

• Opportunities that can be used to improve your position (strategy). • Must be relevant to your current sales objective. • Diminishes the importance of competitors. • Diminishes the importance of price.

A strength is not a feature or a benefit (or any aspect of your product, service or solution) since your solution is only an advantage when the customer’s buyers perceive the value that you are bringing to their business. A strength: • Is an area of differentiation, which enables your existing customer or prospect to identify a difference between the solution you are offering and all their alternative options. They must be able to clearly identify why your difference is worthwhile to him/her or your key feature and benefit statements may prove worthless.

Traffic lights can be used as symbols in key account planning to highlight areas requiring further attention.

When compared with the average salesperson, high performers consistently identify a larger number of stop signs within their KAPs as they begin the strategic analysis process and prepare an effective action plan designed to achieve their sales objective. They treat the following as automatic stop signs: 1. Missing information. If you have a buyer whose role you don’t fully understand, or you can’t identify a key player. Always consider missing information about buyers and their roles as a signal that your sale may be in danger.

2. Uncertainty about information. It is important to reassess buyer roles whenever you become concerned or uncertain about the information that you already have in your KAP. Whenever you attempt to fit questionable information into your strategic analysis or action plan, you run the risk of ignoring what you really need to know.

3. Any uncontacted buyer. Any buyer that is missed or ignored is a potential threat. You don’t have to be the individual who makes that contact (in fact that may not be an ideal strategy) but you, as the key account manager, need to ensure that contact is made with all the people who can and will influence the buying decision.

You should select and use the person who is best qualified to meet a particular buyer. In some cases, it may be another

person within your organisation; in others, it may even be your advocate from within your client’s organisation.

4. Any buyer who is new to their job. This is an automatic stop sign, especially if you haven’t already made contact with these people. However, they shouldn’t remain as threats since one of your roles as a sales professional is to transform as many new buyers as you can into being supportive about your sales objective.

5. Reorganisation The new buyer is usually easy to spot; however, the more difficult situation to deal with is reorganisation because it may impact upon your sale in ways you have little or no opportunity to influence – hence the need for a stop sign.

The job titles associated with your existing contacts and their current job roles and accountabilities may stay the same but in reality they may have changed quite significantly. You should always re-identify all the players in the four buyer modes as soon as possible after any reorganisation within your existing customer’s or prospect’s organisation.

D. LEVERAGE FROM STRENGTHS When you know where a stop sign is you can work to eliminate that potential issue and identify the challenges that it offers you.

The important concept here is to convert stop signs into opportunities for strategic improvement in your tactical plan (the action steps within your KAP).

• A strength improves your position.

Your ability to identify and articulate a particular strength increases your chances for success in achieving your sales objective. However, by definition, if it doesn’t do that, then it isn’t a strength.

Anything that improves your appreciation of the complexities within your prospect’s organisation during the sales process, provided it is an area of dysfunction, can be considered as a strategic strength.

In turn, anything that inhibits your understanding should be seen as a stop sign requiring immediate attention.

•A strength is relevant to your current sales objective. When creating action steps within your KAP, it is critical that you focus on one manageable piece of business at a time. Given this cautionary note, your strength must be considered important to your customer’s buyers while supporting your current sales objective.

E. SUMMARY OF STRENGTHS 1. They differentiate your solution and your company from competitors.

2. They are opportunities to improve your position (strategy).

3. They are relevant to the current sales objective within the KAP. 4. They diminish the importance of price competition. • Mike Cameron is an IQA member and the principal of Strategically Yours. Visit strategically.com.au

REFERENCES & FURTHER READING Cameron M. Key account planning: The profile of an ‘ideal’ customer? Quarry 28(4), April 2020; 36-39.

Cameron M. Developing key accounts for new and existing customers. Quarry 28(7), August 2020; 44-47.

Quarry September 2020 45

IQA NEWS BRANCHING OUT IN IQA COMMITTEE ROLES - AN OPPORTUNITY FOR GROWTH The IQA is encouraging members of Australia’s extractive industry to network, learn and build their personal brands within the industry through its branch committee roles. Nickolas Zakharia spoke to two industry veterans about the rich experiences of volunteering with the IQA.

A

ustralia’s quarrying industry is part of the lifeblood that allows the nation’s major infrastructure projects to flourish.

With the onset of COVID-19 reaping unprecedented and unexpected circumstances throughout 2020, it has been vital for industries to come together to plan, educate and navigate the pandemic.

This is particularly important as state and federal governments ramp up their spending on infrastructure, which requires a strong supply of local aggregates.

And while the country’s quarries continue to keep the lights on, it has been vital for industry members to stay ahead of the curve with COVID-19 – knowing how to respond, where to seek advice for your quarrying business, and how certain restrictions will change the way the industry operates.

The IQA has fostered an important role in keeping the industry on its feet this year but it too has had to succumb to the many changes the entire world faces. Some events have seen a shift from in-person to online, and many national events have had to be reworked in light of border restrictions. The IQA’s members and branch committee teams have continued to demonstrate persistence in these challenging times.

With branches located across every state and territory in Australia, the IQA is made up of a team of passionate individuals who are active in the industry and all share a strong vision for the growth of quarrying in Australia while pushing the envelope forward.

IQA branch committee roles open up a wide array of benefits to members – all of which are relevant to improving their skills as professionals within the industry. Volunteering in an IQA branch committee position is not burdensome, and usually requires just a handful of hours per month.

There are a number of reasons why an individual would want to become an IQA committee member, including: •P assion for the industry.

•P rofessional and personal development.

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Phil Harris (second from left) says that one of the highlights of his time as WA branch chairperson was overseeing the organisation of the inaugural Women in Quarrying conference in Perth in October 2018.

•P ersonal brand building.

•L eadership opportunities.

•N etworking with other people in the industry.

•A committee role enables individuals to develop leadership and strategic skills alongside other IQA members. This also opens the door to networking and promoting your personal brand in the industry. Committee members will attend meetings to share ideas on what type of events and education is needed in their local branches.

CONNECTING THE INDUSTRY Like any industry, networking is paramount to growing quarrying businesses and staying in the loop with what’s happening.

Phillip Harris, the chairperson of the IQA’s Western Australian branch, told Quarry this remains a key aspect when considering taking up a position at the IQA. “I think the opportunity is that you get to network with people that have varying levels of experience on a broad spectrum,” he said.

“It’s not just quarrying personnel per se, there are suppliers and competitors.

“It’s not just a opportunity for networking but it’s also a chance to make new friends.”

Phil Harris is the chairperson of the IQA’s Western Australian branch and also an IQA Board director.

Harris first joined the Institute of Quarrying at the age of 20, when he was working in the UK “My ambition at that time was to become a quarry manager,” he said. “To become a quarry manager in the UK, part of the requirement was you had to be a member of the Institute of Quarrying (IQ) and to be a member of the IQ you had to sit a professional examination.”

By 23, Harris was a quarry manager and continues to remain in the industry after 35 years.

When he arrived in Australia, Harris’s

The Institute of Quarrying Australia

inclination to join the IQA’s branch committee was based on his desire to meet new faces in an entirely new country, while also giving back to the industry.

“The motivation for me to join the committee was to meet new people in a new part of the world but it’s also so I can put something back into the industry that has served me well for most of my career, and to help other people,” he said.

“When I came to WA I didn’t know anybody so going on to the committee was a chance to meet other people that were in the same industry as me, both suppliers and competitors.

“There are also opportunities for suppliers to join the committee because they get to meet and grow their network of customers.”

According to Harris, his current positions as chairperson of the IQA’s WA branch and as a member of the IQA’s board of directors both came unexpectedly.

“I didn’t think I’d become the local chairperson but I’ve been in that position now for four years. Then two years ago [immediate Past President] Clayton Hill asked me to nominate for a position on the board and I’d never considered doing that,” he said. “I gave it some thought, he persuaded me and here I am.”

Harris is currently working as Boral’s general manager of quarries and logistics for the Western Region. As a general manager in the quarrying industry, it is important to develop strong leadership skills – something that Harris has acquired with some help from his involvement in the IQA. “In the IQA, I’m not just working with my employees where I’m the boss as such, I’m working with like-minded people with similar experience who I get to collaborate with.”

A major highlight for Harris as branch chairperson was overseeing the first inaugural Women in Quarry event in WA. “I had a committee who had been there for a long time and at first were a bit concerned that we could pull it off and make it successful.

However, we persuaded everyone to get on board and give it ago and it was probably one of the most successful events we’ve held.”

In Harris’s extensive quarrying history, he noted there has gradually been a wide range of positive changes in the industry.

“I’ve seen a lot of improvement for sure,” he said. “I’ve have ladies who are driving dump trunks in frontline operation roles, not just the traditional admin roles. They are also working in logistics compliance, health and safety, and environmental.”

REWARDING EXPERIENCE Ben Palmer has been involved on and off in the quarrying industry for 25 years and today is the chairperson of the IQA’s Tasmanian branch.

“Twenty-five years ago I was involved in the family sand mining business, I had a break for 10 or so years and I then got back into it,” he told Quarry. “My family has been involved in sand mining for 50 years so I’ve always been exposed to some degree but more hands on, particularly in the last 10 years.”

For Palmer, the IQA not only offers development opportunities as a professional but the rewards of building new friendships and relationships with people in the industry through a wide range of activities.

“There’s an opportunity to network supply,” he said. “We supply to other colleagues in the industry so it’s always good to have a chat and banter in not just formal but informal circumstances.

“We’re a fairly social chapter down here in Tassie. As much as we convey all the other virtues of the IQA we do enjoy our social gatherings as well.”

Palmer said being on an IQA branch committee also provides a chance to be more in-tune with what’s happening across the industry.

“It certainly offers a greater awareness of your colleagues and members and greater awareness of their business and what they do,” he said.

As Tasmania’s IQA branch continues to grow, Palmer said he appreciates what has been established by past committee members.

“Early in the piece I wasn’t as involved,” he said. “I was very grateful for the organisation being in place and the hard work that our former committee members had achieved in growing the organisation in Tassie.

“Becoming chairperson wasn’t something I was chasing,” Palmer continued. “But I felt it was very important to pull my weight and continue on what prior committee members had built up over the years.

“What I noticed in my earlier years of membership is that the committee members tended to be on the mature side and they’d done their various stints in the committee multiple times. The baton has now been passed to the more middle aged group of the membership which is very important because we value what the older branch members have done for us and we want to be able to build on that hard work.”

Palmer nominated the Tasmanian branch’s technical weekends in years gone by as

Ben Palmer is the chairperson of the IQA’s Tasmanian branch.

major highlights of his time with the IQA and a testament to the hard work of his predecessors.

“Our former national IQA president John Stanton did an outstanding job on those technical weekends and exposing us to other sides of the mining and quarrying industries in Tasmania, along with the social element to meet with other colleagues in the state and interstate for that matter.”

Despite the onset of COVID-19, the Tasmanian branch was still able to proceed with its annual general meeting on 18 August, which included a guest speaker from Mineral Resources Tasmania (MRT). Palmer added that while the prospect of hosting future face to face meetings has become more challenging, thanks to COVID-19, there have been upsides in terms of each Tasmanian branch member’s workload.

“I would roughly spend about eight hours a month on branch committee work,” he said. “It would be two hours one week, another week it might be nothing, the next week might be three or four hours.

“We’re still hoping to run the technical weekend again in November, depending on what the status of COVID is at the time so we certainly have a lot of phone calls between ourselves as committee members, and a few nationally between [IQA CEO] Kylie Fahey and Lisa Stromborg [the IQA’s events and marketing manager].

“In some respects COVID has enabled more regular meetings from a committee perspective because you don’t have to factor in the time to travel or overnight stays just to enable a meeting. So there are positives there but nothing can replace the social side that’s in Tassie and I’m sure is in the other states too.”

To learn more about branch committee vacancies and roles, contact Lisa Stromborg, tel 0403 291 996 or email marketing@quarry.com.au • Quarry September 2020 47

IQA NEWS VIRTUAL AGMS, ONLINE WORKSHOPS AND WEBINARS CONTINUE AS SOME FACE TO FACE EVENTS RESUME A brief round-up of what’s happening in your IQA this month.

The IQA will also be conducting Learning from Disasters online workshops from late September. Online workshops that are confirmed include: • 24 September.

• 28 October.

More RCS and other online workshops for each state will be scheduled in the coming months. To book training for your site/organisation, contact the IQA secretariat, tel 02 9484 0577 or email admin@quarry.com.au

WA ADMINISTRATOR LEAVES A LEGACY

The Tuff tyres competition at the 2019 North Queensland golf day.

VICTORIAN SUB-BRANCH COMMITTEE AGM The Victorian sub-branch committee held its annual general meeting on 13 August, 2020. Branch chairperson Adrian Bourke highlighted the difficulties faced due to COVID-19 but reflected on the role the sub-branch played in “checking on each other” and supporting the changes required during the restrictions. The sub-branch is keen to schedule face to face events, including training, once restrictions are eased.

The newly-elected sub-branch committee for 2020-21 includes: • Adrian Bourke (branch chair) • Craig Staggard (secretary/treasurer) • Andrew Fowkes, Brad Godden, Adrian Bull, Ian McCartney, John Miltos, Scott Lean, Alister Shaw (branch committee members).

NORTH QUEENSLAND BRANCH AGM & GOLF DAY The North Queensland branch’s AGM will precede its annual golf day on Friday, 25 48

Quarry September 2020

September. The venue for both events is the Rowes Bay Golf Club, in Townsville.

The AGM will commence at 10.00am for one hour, followed by a sausage sizzle, registration period and player brief. The shotgun start for a four-ball Ambrose competition is at noon. The event will conclude with a barbeque and presentations to the best performers from 5pm.

Individual registrations are $100. Group registrations for a team of four players are $450 (including two golf carts). Player admission includes the cost of lunch.

Further information about the North Queensland annual golf day can be found at quarry.com.au

RCS ONLINE WORKSHOPS Following reductions to the Workplace Exposure Standards (WES) of respirable crystalline silica (RCS) from 0.1mg3 to 0.05mg3 in most states and territories, the IQA is conducting workshops on RCS on a virtual basis state by state. Online workshops that are confirmed include: • New South Wales – 17 September.

• Queensland – 8 October.

It is with sadness that the Western Australian branch farewells its long-serving branch administrator Celia Pavri. Celia has served as the branch administration for more than 13 years and was a driving force behind the branch’s success and connectivity.

In her time with the IQA, Celia supported all areas of membership, events and was instrumental in making the Women in Quarrying conferences so successful. She shared a personal bond and friendship with

IQA BRANCH CONTACTS ACT

Peter Hewson: 0429 001 476

NSW

Gemma Thursfield: 0402 431 090

Northern Gemma Thursfield: 0402 431 090 Hunter Gemma Thursfield: 0402 431 090 Illawarra

Dylan Treadwell: 0418 632 057

Central West Mitchell Bland: 0428 462 987 NT

Darren McKenna: 08 8988 4520

QLD

Jennifer Milward: 0419 782 688

Gladstone Jennifer Milward: 0419 782 688 Townsville Jennifer Milward: 0419 782 688 Cairns SA

Chris Wilson: 0438 134 752 Marie Cunningham: 08 8243 2505

Tasmania Nicholas Palmer: 0418 126 253 Victoria

Eli Carbone: 03 8637 4723

Vic Sub-branch Craig Staggard: 0407 509 424

WA

Celia Pavri: 0417 027 928

The Institute of Quarrying Australia

AWARD AN ENDORSEMENT OF THE INDUSTRY’S PROMOTION OF D&I The IQA is very proud to have supported Sean Taylor’s nomination to the Caernarfon award (see pages 6,8). Meaningful actions to improve diversity and inclusion are vital for all industries. This is particularly so when we look at the extractive industry and see an under-representation of women in technical roles and leadership roles.

The dialogue on diversity needs to go beyond gender. A truly diverse team has many proven benefits, including financial return. Diversity of thought will encourage innovations in the areas of safety, risk and customer service. We all need to take action where we can to make improvements in the diversity and inclusion (D&I) of our teams.

The ‘I’ in the D&I conversation is often more difficult as it is slightly more intangible

and harder to measure. The challenge is in having a culture where all employees feel included. Finding and keeping talent is a major investment in any organisation, so as leaders, we have to ensure our talent is engaged when they are at work. That’s the inclusion part.

Inclusion is for all members of the team. The inclusion piece of D&I means ensuring that those different voices are heard and valued and that they contribute to the organisation’s performance.

hosting face to face events to re-connect with members. In these times of COVID-19, the act of connecting with our networks is important, and quite a simple way to look at inclusion as we all find ways to adapt to change, motivate our teams and support each other.

The IQA is working to resume face to face events in states where restrictions will allow gatherings. The Queensland, Western Australian and Tasmanian branches are all

KYLIE FAHEY CEO Institute of Quarrying Australia

the members that ensured events always felt like “family”.

IQA BRANCH ANNUAL GENERAL MEETINGS

WA branch chair Phillip Harris said the committee was going to miss Celia and her ability to ensure the branch events were always on track and delivered on time. “On behalf of the WA branch and the IQA, we all wish Celia the best and hope she will stay in touch with the quarrying family she helped build here in the west,” he said.

DATE

Respirable Crystalline Silica wPDP

17 September

Learning from Disasters wPDP

24 September

Respirable Crystalline Silica wPDP

8 October

Learning from Disasters wPDP

28 October

Further information about these workshops can be found at quarry.com.au

DATE CONFIRMED

NSW Hunter subbranch (via Zoom)

24 September 2020

North Queensland branch & Cairns sub-branch

25 September 2020

Further details about these branch and sub-branch AGMs can be found at quarry.com.au

IQA NEW MEMBERS

UPCOMING PDP WORKSHOPS WORKSHOP

BRANCH

GRADE NAME

WA branch committee administrator Celia Pavri is moving on after more than 13 years in the role.

Associate Associate Associate MIQ MIQ Associate Associate MIQ Associate Associate Associate Associate Associate

Tamara Undy Brett Edwards Leeroy Wall David Connor Dela Pena Paddy Hogan Michael Cain Caroline Robinson Justin Munro Andrew McFarlane Ian Vernon Greg Dean Peter Mannix

BRANCH QLD QLD NSW NSW OS QLD QLD QLD QLD QLD NSW NQLD SA

Quarry September 2020 49

GEOLOGY TALK

VOLCANO REMAINS HIDDEN IN PLAIN SIGHT

The many natural colours of Brisbane tuff used in St Mary’s Anglican Church, Kangaroo Point, in 2016. Its colours include pink, green and purple.

An overview of Brisbane’s Bowen Terrace and Petrie Bight, against a backdrop of tuff rock, circa 1941.

Brisbane’s 226-million-year-old tuff rock has been used throughout the city’s various construction projects, but it also hides a destructive past.

Nickolas Zakharia reports.

manufactured by Brisbane-based Benedict Stone (Qld) Pty Ltd, a company that was established by James Duhig, the then Roman Catholic Archbishop of Brisbane.

Duhig used the stone for the Holy Name Cathedral in Fortitude Valley, Queensland.

Indeed, Brisbane tuff and Benedict stone were used in a number of Brisbane buildings, including the Commissariat Store, the Cathedral of St Stephen, Old Bishopsbourne Chapel, St Martin’s House, St Mary’s Anglican Church and the Manor Apartment Hotel.

In the past, Brisbane tuff deposits, which have a 100 to 150 megapascal strength, have caused headaches for the building of tunnels in Brisbane. However, since 2007, newer iterations of tunnel-boring machine (TBM), particularly with tungsten carbide cutting heads, have prevented this from being an ongoing issue. The Clem Jones Tunnel, which passes through the Kangaroo Point area, was successfully excavated with a newer TBM. There is little that remains of Brisbane tuff to be extracted as suburbs and land development in Brisbane have gradually covered it up. •

T

he ancient volcanic rock is commonly found at the Kangaroo Point cliffs, where it was extracted for use in the construction of some of Brisbane’s oldest buildings, including St Mary’s Anglican Church.

Tuff rock is a type of rock that forms because of a volcanic eruption. Brisbane’s variant is unique to the state and includes colours such as pink, green and purple due to oxidation processes.

Queensland museum geologist Andrew Rozefelds told the ABC the rock includes evidence of pyroclastic flows.

“Tuff is a type of rock formed by the compaction of volcanic ash and the Brisbane tuff also includes evidence of pyroclastic flows, as well,” he said.

According to Rozefelds, the rock fragments were deposited at the same time volcanic ash from an ancient volcano fell.

“These ash falls and flows can build up many metres of sediment and the Brisbane

50

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tuff is over 50 metres in thickness in some areas, and sometimes much more,” he said.

“These volcanic eruptions were incredibly destructive events, and branches and tree trunks have been found buried in these compacted ash falls.”

When tuff rock was extracted at Kangaroo Point, the modern day cliffs formed the back wall of an old quarry.

Builders in the 1930s tried to recreate the tuff into “Benedict Stone”, according to former Geological Survey of Queensland worker Ian Withnall.

“They actually crushed Brisbane tuff with granite from The Gap and mixed it with oxide to give it the right colour and moulded many of the building stones including the Tattersalls Club and The Manor Apartments with it,” Withnall told the ABC. Benedict stone is a combination of cement and crushed Brisbane tuff.

It was commonly used as an alternative to full stone construction and was

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