engineer

mining engineer

principal

senior advisor

specialist

Rio Tinto

I have worked for Rio Tinto almost eight years and delivered many projects successfully. Some projects were very challenging due to many operational staff with personal empires. As a project manager you get to know the traits of many stakeholders across the business and find the best way to get things done. I enjoyed my time with Rio and I have learned so much about the business and the job really developed me too. I have gained enormous experience and were fortunate to meet very senior stakeholders during the time I delivered key projects. In my role as Principle, I was responsible for the governance of the mine operations and expansion projects IT and technology requirements. This was a serious challenge since everyone was trying to do their own thing with little understanding why we try to control things. The governing part was mostly around standardization and cost. My role was to prevent people from spending. It teaches me to learn to work with diverse people and diverse operational areas. I have gained enormous people skills during my time at Rio which was needed to work with a large portfolio and many leaders with a budget that they can spend to get done what they want done. In many areas business rules were completely ignored which is probably a standard thing in a large organization.
My overall rating is only a 3 Star purely because of my knowledge I've gained with my MBA. There are little attention paid to the quality of managers and how they apply succession and appropriate performance evaluations. There is little visibility to MoR and only those well known to executives, really get the opportunity to develop in career development. Most managers or leaders prevent HiPos from developing. Can't count everyone under this statement though, there are really good and quality people working at this large organization and managers with really good qualities. In my MBA I have learned a lot about how to manage and treat people to get the best out of them. I have also learned how HR should be aligned with the business goals. In Rio HR is outsourced, leaving most development to the direct leaders discretion. If your leader nominates you and his leader agrees, then maybe you get a chance. If I get an opportunity at Rio again, then I will do what I did before, deliver to the best I can, but will not keep my hopes high to be noticed for a key role. On the end of the day it comes down to who you know. As Project Managers we are also guilty of that but in Project Management you have to surround yourself with HiPos because you have deadlines to meet. Rio will always remain a great company to work for and their remuneration packages are very well structured.

Your shift begins with getting the Truck and Load Fleet on the Circuit moving Ore to assigned Dump Locations while trying to build a Drumbeat and fielding 2way calls from Operators, phone calls from Plant, Supervisors, Workshop, Infield Maintainers and Servicemen.  All of this is being done while changing Equipment  Statuses' in accordance with the Global Time usage Model.  Very busy time of the Day.
Skill #1 - Being able to make INFORMED DECISIONS in a busy, high pressure environment.  How the Controller achieves this is up to the individual.
Skill #2 - Remaining CALM in an Emergency Situation.  
Skill #3 - Ability to PREDICT and plan for the untold possibilities of something going wrong and have a plan already formulated for that particular situation.
Skill #4 - BUILDING RELATIONSHIPS with all Stakeholders to the point of TRUST. Talking to Supervisors, Maintainer ect. is the best way to find out how another person thinks and what plans are they formulating from a Site perspective.
Skill#5 - PASSION to do well, achieve plan on a daily basis, continually learn and improve.
There are many move Skills you can develop to make you a better Dispatcher/Mine Controller or Plant Controller but in my opinion the 5 above are the BIG HITTERS.
These are just some of the reasons that I enjoy doing my jobs.
This is one of those jobs, where it is up to you how easy or how difficult you want to make it.  There is a wealth of information available to Controllers, it is up to the individual to seek it out.  
I enjoyed my time at the Operations Centre as we were a untied Crew who helped and supported each other with Training and knowledge.   Dual Roles as Mine Controller/Dispatcher and Plant Controller made  my job diverse and interesting.  Having one person to cover for Meal Rotations both in Dispatch and Plant Control.  I also participated in Training and knowledge sharing from my time on Site as a Truck Operator, helping those who have not worked on a Mine to understand why thing are "that way".  
The most difficult part of the Role is communicating instructions to a culturally diverse Load and Haul Fleet, where everyone understands the message the 1st Time. 
That not all, as a Dispatcher you are require to monitor the Ore Grade results form the Lab, for the Shift.  Make Supervisors, Planners and Grade Controller aware if the Ore Grade is not within the planned specifications.  Discuss contingencies with all Stakeholder and make the required changes to the Load and Haul Fleet little to no impact to the flow of Ore to the Crusher/Plant, thereby maintaining Plant Rate.


Working 12 hour shifts 2 days 2 nights ,Working in a team environment operating equipment from the crusher via 17 km of overland conveyors with 4 transfer stations to the stockpiles which have 4 main stacking areas.We have a bucket reclaimer on the North stockpile which reclaims up to 2000tph and a barrel reclaimer on the Southern stockpile which reclaims up to 700tph .Both reclaimers feed the plant either in tandem or solo. We utilise an emergency stockpile which feeds the plant via a dump hopper fed with a 992FEL. My area is also responsible for the Export system which is made up of 3 alumina silos, 1 hydrate silo and 8 export conveyor belts via 7 transfer stations that feed the shiploader. 
As a control room operator it is my responsability to manage and monitor all the above systems to achive safe daily production targets write end of shift reports, shiploading reports, log all downtime into the ampla downtime reporting system, relay any relavent information to the operator on the ground, ie blocked chutes ,faults, conveyor offtracks, high temperatures, hatch changes, fault finding, answer phones and dispatch information to all levels of the organisation, Manage the stockpiles and pile numbers as well as Submitting work orders into the system.
I am a valued and respected member of our close nit team and respect everybody I work with.
The hardest part of my job in the control room is finding a balance to optimise every piece of machinery to its maximum potential without comprimising daily targets and ensuring safe practices are maintained at all times by my work group.
One of the things i pride myself on is the fact that at the end of every shift i go home knowing that i have done everything over and above what was expected of me for that shift.

•	Led a team of 25, running two draglines, blast drills, a grader and 8-12 bulk push dozers
•	Ran morning toolbox meetings, set daily production targets and noted areas for improvement
•	Ensured compliance with Rio Tinto’s Golden Rules and additional safety and environmental policies and laws
•	Supported site superintendent and liaised with planners regarding blast designs and dragline plans
•	Trained and coached new and experienced operators in safe and efficient work practices – took on heavy workloads to continually mentor personnel in best practice
•	Showed personnel how to fix operational problems on plant, using hands-on experience of machine operations
•	Promoted safety improvements in constructive performance reviews, turning any incidents into opportunities for staff to learn and take personal responsibility so as to prevent future incidents
•	Drove process improvements and worked closely with management to implement cost reduction strategies
•	Performed the role of Acting Superintendent as required, overseeing 150-200 personnel including contractors
•	Built and maintained positive interdepartmental relationships with maintenance, pre-strip and coal production staff, to work cooperatively towards common goals
Key Achievements:
•	Achieved a 30% decline in incident reporting from January 2011 to December 2012
•	Saved $1-1.2 million by reducing a three-man operation down to a two-person operation on the draglines
•	Personally operated dragline and organised another supervisor on the day of a Rio Tinto operator’s funeral, saving around $45,000 an hour by running the machine personally – overcomes challenges to meet production targets

Arrive onsite 0545, participate in shift supervisor handover at 0600 check mail and diary.
0700 shift handover optional.
Address isolations requirements and problems
Check reporting system for actions to be completed action as required.
Attend weekly planning and commitment meetings for input in relation to permit to work.
Review outstanding documents edit as required forward to doc register.
Walk through permit offices red side production complete safety interactions or isolation audits as per time allows.
Write up audit results and forward to safety dept. send feedback to authorised persons audited to highlight improvements or to give positive comments.
Review plant top priority progress and update log.
Participate in hand over of daily work instruction to shift supervisor.
If plant and processes allow leave site at 1530 but remain on call.


Alternate days would start the same but include carrying out assessments for permit to work officers, presenting permit to work courses or completing permit to work risk assessments and variations as required by the site procedure manual.
 
The management team I work with are very much individuals how ever are also a close team.

Hardest part of the job is the necessity to be constantly reminding permit to work writers of the requirement for attention to detail.

Best part of the job is the interaction and influence you can have on others within the training and assessment role. 

The most satisfying part of the job is when you work with a group to achieve a safe outcome for a task and you receive positive feedback from the work group on the care and attention to detail that was given to the task.

Design and development of plans to prepare the projects and ensure timely execution  with values of up to 1.8 billion US  Management, delegation and overseeing  all contractors and staff on the project – up to 60 at any given time   Sound capabilities to complete all associated reports and all complete required administration tasks    Close liaison and communication with internal executive level staff and external clients and suppliers  Assisting with staff training, inductions and development in regards to Rio Tinto systems, policies and procedures   Primary technical support for the crew undertaking and responsible for problem solving and trouble shooting   Ensure all process checks and audits are performed to required safety standards and reporting requirements   Ongoing audits and monitoring of all work throughout the project to ensure compliance requirements are met  Communication of all information to shift crew around targets, expectations, performance and any other issues  Management of shift coordination meetings, shift hand over and ensuring all production schedules are met  Sound knowledge in Occupational Health and Safety standards, legislation and requirements   Reporting of all project hours – disciplinary matters – progress tracking  Working with client representatives to ensure all quality control and quality assurance standards achieved  Issuing of permits for; Hot Works, Confined Space, Working at Heights – Rio Tinto Permit to Work  Supervision of contract crew on BP Fuel terminal reinforcement of BP permits

As part of the Graduates, Leadership & Diversity Team, my core responsibility was the management and facilitation of the 2013 Graduate Inductions, which included events management, presentation creation, point of contact for graduates, trainers, supervisors and speakers.

During my time at Rio Tinto, I gained a strong understanding of the corporate working environment and culture. I also gained specialist knowledge about the mining industry and the company's many functions and top down managed corporate structure. 

Events and time management were two key areas of growth for me throughout the Inductions. Having such a diverse range of responsibilities from creating the powerpoint presentations, to organising training sessions and venue booking, allowed me to expand these skills. 

I was lucky enough to be part of a productive, hard working and tight team, which was made up of myself, a graduate and our supervisor. All of my co-workers were extremely friendly and supportive. I really felt like I was part of the family after such a short period of time.

The hardest part of the job was learning to multitask and juggle a number of duties at once. However, I'm grateful for it because multitasking and time management are now two of my strong points.

The most enjoyable part of the job was the diversity of the role and being able to help graduates begin their prosperous careers.

Role: Railways Division-Maintenance Coordinator
2008
Communicate and organize integration between Loco Workshops, Rail Operations,  Track, Signals and Systems Teams, Enter purchasing and scheduling data into SAP R3 System, Warehousing Operations Plan and Schedule Locomotive Maintenance, Ensuring that Rail Operations operate efficiently and ensuring that the Rail Maintenance, Requests are forward to appropriate teams to ensure Rail safe working, Liaise with Train Control and Train Controllers to ensure that faults are attended to in a Timely manner to reduce production loss
Checking Train Control Screen for faults and trains arrivals & departures
Log signal problems into signal Fault Data Base Log locomotive problems into Locomotive register, Enter fuel into computer; work with Yard System Controller to plan next six Hours locomotives need fuel and work plan for workshop
Check calls with signal techs from 7 mile and Tom Price Working with train drivers & workshop through radio channels Coordinate with Yard System Controller, Use of LEAN and Six Sigma Process improvement tools
Truck Driving, Manage emails, passing messages, write into hand over sheet.
Co-ordinating Morning Meetings (ORE CARS, LOCO, SIGNAL & OPERATIONS)

Typical work day was enjoyable enough. My observation was the FIFO arrangement with flying and bus trip takes a lot out of people generally and encroaches on R&R time.

The leadership supported clicky behaviour and drama. 

Sycophantic behaviour was the lever to progress. 

Unfair contradictory and hypocritical company policy created conflict and confusion.

People brave enough to challenge any status quo were managed out.

Lack of skill, understanding and knowledge around social psychology by leadership at all levels was indicated through 1. the mismanagement of various staff members who displayed dysregulated nervous systems that evolved due to the harsh working enviroment, chronic low level invalidation and various company systems. 2. Ability of staff members to create toxic alliances within the team.

On arrival to depot liase with train control about outstanding activities to be attended, Catch up with previous shift activities,then attend to faults or proceed with Maintenance, return to depot and log days events.

I have learnt a large amount of administration and communication aspects that can more efficiently enhance the day to day and future direction of workplace activities.

Management seem to be proactive in keeping up with the smooth opperation of facilities but unfortunately have not provided the support and training that was indicated during the employment process.

My co-workers are a diverse group that are a great team to work with that will supply assistance if required.

The hardest part of my job would be the decreasing amount of organisation and increasing amount of expectation without getting the assistance required while the most enjoyable aspect is the constantly evolving requirement of product knowledge and challenge of keeping up a reliable and smooth running rail network.

Top Job Titles	Average Salary
Engineer 3 salaries reported	$123,333 per year
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