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INSIDE

THE REDPATH GROUP’S GLOBAL NEWSLETTERAfrica | Asia | Australia | Europe | North America | South America

redpathmining.com

A UNITED FRONT: REDPATH’S AMERICAN PROJECTS

REDPATH AUSTRALIA Wins National Award for

Health and Safety Innovation.

REDPATH AFRICA Makes an Impression at

Electra Mining Botswana 2017

THE REDPATH GROUP’S GLOBAL NEWSLETTER

2017OCTOBER

Safety - First, Last and Always.

THE REDPATH GROUP’S GLOBAL NEWSLETTERredpathmining.com

Table of Contents

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03

06

08

1216

1220

Safety and President’s Message

Global Community

On-site: Miner Details

A United Front: Redpath’s American Projects

Safety - First, Last and Always

Guest Spotlight

Submit your content to be considered for inclusion in the next issue of the Advance: [email protected]

On the cover: Redpath was awarded the production mining contract working with Barrick Gold at their Golden Sunlight Mine project, in Montana in 2015.

“PT Redpath Indonesia believes that safe production can only be achieved when the Mining Safety Management System (OHS and MOS) is well-executed.”Eko Prasetyo, Safety Superintendent PT Redpath Indonesia

PRESIDENT’S MESSAGE

SAFETY MESSAGE

Strong encouragement has been received from the Government of Indonesia (GOI) relating to the management of mining safety which includes OHS and MOS. The GOI has issued the Regulation of the Minister of Energy and Mineral Resources of the Republic of Indonesia Number 38, year 2014, on Application of a Safety Management System for Mineral and Coal Mining (known as the Mining Safety Management System - MSMS3814).PT Redpath Indonesia believes that safe production can only be achieved when the Mining Safety Management System (OHS and MOS) is well-executed. Through the use of the SMART method (Systematic, Measurable, Attainable, Reasonable and Time), and alongside the full support from management, our steps in implementing the Safety Management System of Mining is taking shape.

“Nothing is so important that we can’t take the time to do it safely.”George Flumerfelt, President and CEO The Redpath Group

In order to achieve safe production, Occupational Health and Safety (OHS) must always be our top priority. Equally important, is Mining Operation Safety (MOS).MOS consists of all activities protecting the mining operations through safety, efficiency, and productivity. System management, maintenance/care of facilities, equipment, security, infrastructure installations, competence of the technical staff, and evaluation of a technical review of the mine’s production, are all important aspects that deserve our time and commitment.The development of science and technology in mineral mining, is becoming increasingly complex. The foundation of the operating safety system is aligned with the second point of the 5 Point Safety System: Is your workplace and equipment in working order?

The mining industry can be reluctant to adopt new technology, but indications are that this is about to change. Talk these days is all about digital transformation, robotics, automation, the latest information gathering and management techniques. In order to remain one of the leading mine contractors in the world, Redpath needs to stay abreast of these new technologies and find ways to adapt to the changing business environment by adopting practices that will increase productivity. Redpath’s long history of innovation and the tremendous ‘can do’ spirit that I encounter everywhere I go in the Redpath world, gives me Safety - First, Last and Always.

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great confidence that we will be able to continue to develop new and innovative ways to deliver safe, quality and cost-effective solutions for our clients.I am pleased to advise that we are having a solid year in terms of our safety performance and are winning our share of new work with several projects in the final stages of negotiation. I am optimistic that our contracted work backlog will soon be at record levels.Keep up the great work everyone and remember that “nothing is so important that we can’t take the time to do it safely”.

redpathmining.com 2017OCTOBER 3

Visitors mingle with Redpath representatives during the Electra Mining Botswana tradeshow. The event was held over three days in September, and featured the latest technological advances in mining and power generation in the mining industry.

The booth set up just prior to the opening of the show.

Redpath Mining Africa operations executive Graham Roberts, being interviewed by BIT Brands on our service offerings and innovations.

(L-R) Davlin Richardson, Graham Roberts and Bennie Burger visited diamond producer Debswana’s offices while in Gaborone for the conference.

Redpath at Dumelang Electra Mining Botswana!The Redpath Mining Africa team recently completed a successful showing at Electra Mining in Gaborone – Botswana’s home of Africa’s leading mining, industrial and power generation exhibit. The biennial event brings together leading business decision-makers, purchasing influencers and other industry professionals over three days, in the country’s capital city of Gaborone.

Redpath Mining Africa’s stand attracted a number of high profile guests from the Botswana government and mining industry, including Botswana’s vice president, Honourable Mokgweetsi Masisi; Minister of Transport and Communications, Honourable Kitso Mokaila, Botswana’s Ministry of Mines, as well as representatives from Debswana, Maatla Resources, Gem Diamonds and BCL Limited.

The main attraction to the Redpath stand was the intricate scale model of Ghaghoo Diamond Mine’s Incline Sand

Tunnel – a milestone project which Redpath Mining South Africa executed in Botswana’s remote Central Kalahari Game Reserve in 2013.

In addition to the exhibits, the show hosted a number of interactive displays, live demonstrations and technical presentations from speakers the likes of Botswana Chamber of Mines CEO, Charles Siwawa and Anglo American Platinum’s Head of Protection Services, Mandla Zembe.

Overall, the show was a resounding success, welcoming over 2,000 visitors over the three day period. The Redpath team that manned the stand for the duration of the show flew the Redpath flag high – Graham Roberts, Operations, was interviewed on-camera by BIT Brands on our presence at the show, while Davlin Richardson, Business Infrastructure and Marketing, was interviewed by Beneath Botswana Magazine on our involvement in the Ghaghoo Incline Sand Tunnel Project.

THE REDPATH GROUP’S GLOBAL NEWSLETTERredpathmining.com4

Redpath Responds to Flood in a FlashA flash flood occurred in Tembagapura on August 15th around 8:00 pm, causing the Uteki River to swell and wash mud and debris down the valley and into town, causing extensive damage to infrastructure. Power and water were offline during the following days.

PTRI was called upon to assist with drilling and blasting large rocks that were blocking the flow of the river under the Uteki Bridge. Redpath’s MRC crew, led by Darryl Wylie, mobilized quickly, where they set up pluggers and jacklegs and drilled off several large pieces to be blasted into smaller chunks and removed via excavator.

Redpath also helped clear out the catchment areas. These areas accumulate water from the mountain, to be treated and supplied as clean water to Tembagapura. Debris had blocked the flow, restricting water supply to the town. PTRI was quick to respond, and some good old hand mucking saved the day. The crew reported that the mountain water was a ‘little cool’ to say the least!

The Republic of Indonesia celebrated the 72nd anniversary of Independence on August 17th of this year, during a flag-raising ceremony held on Tembagapura’s soccer field.

Over the years, the cultural, religious and ethnic diversity represented on PT Redpath Indonesia’s team has provided strength for the company, especially during challenging times.

Two days before Independence Day, a flash flood and land slide hit Tembagapura. As a team, Redpath’s Mechanized Raise crew stepped up to help restore the water supply, and blast a large rock that was obstructing a bridge. The efficient teamwork provided much-needed assistance to the affected area, and furthered the belief that difficult times can be faced together.

May the spirit of Independence Day motivate everyone to work productively, promote teamwork and stay safe each day on the job. Be a hero to

your family!

Happy 72nd Independence

Day. Merdeka!

The 28 crew members consisting of Redpath and Sangati; (Back, L-R): Yohanes Kristiantoro, Laura Saragi, Devi Pinangkaan, Fitriarta Saputra, Syech Muchtar, Hendi Zuber, Kusmantoro Hardoyo, Denny Dyatmoko, Dadang Prasetyo, Derek Suweni, Oji Fauzi, Parlaungan Hutauruk, M. Iqbal, Edri Safnil, Aryono Seto. (Front, L-R): Wiwit Subagyo, Ari Magai, Jino Korobu, Kaiser Wanma, Syafaruddin Hamzah, Oktaf Numberi, Andreas Arfusau.

Indonesia Celebrates 72nd Year of Independence

(L-R) Hendrik Yembise; Mohamad Supian; Arif Usman and Darryl Wylie.

redpathmining.com 2017OCTOBER

Deilmann-Haniel Supports Historical Mine Site

The Zollverein Coal Mine has been part of the UNESCO list of World Heritage Sites since December 14, 2001.

Dave Hansman, Senior Vice President of The Redpath Group, recently visited the Zollverein Coal Mine Industrial Complex located in the city of Essen, North Rhine-Westphalia, Germany.

Since its final day of production in the mid-1980’s, the Zollverein has been preserved for posterity to ensure that people in the Ruhr region remember the coal mining that played such a large part of the history of the area. Without any operational coal mines in the area, this historical monument is made even more significant. The Zollverein is an excellent example of former mines in the area and an outstanding job has been done in converting it to a cultural and historical attraction.

Deilmann-Haniel has a small crew of ten to twelve people who go to work each day underground in this mine, something the tourists are unaware of, to perform maintenance work on the shaft, pumps and other equipment. Without their continuing work and support, the site may not continue to be the grand piece of history that will serve to educate generations to come.

The restaurant in the main shaft collar house area.

Overlooking the complex.

Family Picnic Boasts International FlareRedpath Canada Limited hosted its annual family picnic on the grounds of the operational headquarters in North Bay, Ontario, Canada in August. The warm, sunny day was a much-needed reprieve from the cold, rainy weather that marked much of the summer in the region.

Attendees were treated to a world of different cultures through activities, food, song and dance! A mariachi band kept the mood light and jovial, and a beautiful dancer gave lessons to the children.

Children toted lanyards with ‘passports’ on them which were stamped at each activity centre they visited. Inflatable attractions allowed the the youngest participants to burn off some energy, while the older ones enjoyed games like ring-toss, potato-sack races and face-painting.

As always, this family-favourite event was well-attended and everyone is already looking forward to next year’s festivities!

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Redpath Mining South Africa staff members pose for a photo in the small mining town of Gravelotte (Limpopo, South Africa) en route to a site visit at Stibium Mining’s Mopani Mine.

Tujuh Bukit site visit in East Java. This is a great example of two business units within Redpath coming together to align skillsets. (L-R) Danang Darpito, Engineer General Foreman PTRI; Allan Brady, Raiseboring General Manager - Redpath Australia; Nicky Herault, Project Manager - PTRI and Clayton Donnelly, Commercial Manager - Redpath Australia.

SITE VISITS

The first Redbore 60 arrived in Chile in August and was contracted for its inaugural run by Aura to work at Codelco’s Andina block cave mine. The initial scope of work consists of several 2 m diameter blindhole ventilation raises; Redpath’s first 2 m blindhole raises at a global level. The first raise, of many 2 m raises, has been completed.

The Santiago office of Redpath celebrated Chilean Independence Day with a Chilean style “parrillada”. The meal included many cuts of meat, salads, accompanied by local musicians and dancers. Special guests for the event included Randy Grenon, Redpath South America, who was in Chile with his wife Susan, just in time for the celebrations! (L-R) Randy Grenon, Susan Grenon and Monica Salvo, Executive Assistant for Redpath South America.

(left) Monica Salvo, Executive Assistant, speaks with a visitor to the Redpath booth during the job fair.

Redpath South America Participates in Santiago Job Fair

Redbore 60 Arrives in Chile Chilean Independence Day!

Qualified professionals for its Raisebore operations were the target audience for Redpath South America who participated in a two-day job fair in Santiago, Chile recently.

Organized by Trabajando.com (a local career site for Chile), the fair drew over 9,000 visitors, and 40 exhibitors. The Redpath booth served a dual purpose; representing the company, and acting as an on-site interview venue.

This was the first time the company had participated in this type of event in Chile, and it proved valuable. Juan Marquez, Organizational Development Lead, remarked “As a result of our participation, we were able to connect with highly-qualified professionals, adding to our database of candidates.”

If you are interested in working for Redpath, please visit: redpathmining.com/careers

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UNDERGROUND CONSTRUCTION

Oyu Tolgoi’s Shaft #5 Reaches Project MilestoneOyu Tolgoi’s project has evolved in incredible ways since Redpath first started work there in 2004. Shaft #5 was the most recent location for yet another project milestone, when the shaft bottom reached 800 metres in early September. The hard work put forth from all teams from Rio Tinto, Dayan (A Redpath Hasu Megawatt joint venture) and Redpath, has resulted in extraordinary development over the years and an excellent safety record. Congratulations to everyone on reaching this important milestone!

A picture is worth a thousand words! This before and after comparison shows the level of decay Redpath was dealing with at the start of the project, and the craftsmanship of the completed construction.

Restoring the Past for the FutureJ.S. Redpath Corporation recently completed the rehabilitation of an access tunnel for Chugach Electric, an electric utility supply company based in Alaska, United States. The project consisted of the complete repair of a tunnel which was originally developed in 1952. The scope of work included rebuilding the existing high wall, tunnel, removal of existing wood tunnel lagging, ground support, the repair of existing steel sets and a fresh portal structure. The tunnel lining was placed using galvanized sheeting, and concrete fill between the sheets and open ground. Chugach Electric requires the tunnel lining to last 50 years, so adequate materials were given careful consideration. The work was completed 28 days ahead of schedule.

Grasberg Block Cave Construction Moves ForwardThe GBC Construction Project in the Grasberg Block Cave Mine (GBC) got off to a good start in July of this year. The project to construct draw points and accesses will see over 2,400 of these draw points constructed during the next few years.Each draw point consists of a steel lintel set weighing over 4,000 kg when assembled, which is then concreted in place and designed to control muck flow from the draw point. High strength concrete wear bumpers leading into the lintel set from the access, provide a protective barrier to reduce undercutting of the entry pillars. High strength concrete floors in the draw point area and panel access help reduce maintenance cost and increase the reliability of the future mine operation.During August, the Redpath team safely assembled the first steel sets in the GBC extraction panels and completed outfitting of office areas and a workshop / fabrication area. With recruiting and mobilization during July, August achievements also included the review of safety systems and construction methodologies with a strong emphasis placed on training the new workforce. The development of systems to schedule and track over eighteen separate activities per draw point were also completed. The coming months will see the team continue to grow as the targets increase!

One of over 2,400 steel draw point lintel sets to be installled over the coming years.

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A UNITED FRONT: REDPATH’S

AMERICAN PROJECTS

GOLDEN SUNLIGHT PROJECT Montana, United States Barrick Gold Corporation

Contributors: Kellan Osborne, Assistant Superintendent; Brandon Holton, Project Engineer

Manpower: 55 Redpath employees, and 11 contractors.

Duration: May 2015 - present

Golden Sunlight Mine is located three hours from Yellowstone National Park, where local opinions of mining are critical, and responsible environmental practices are essential. Mining has been a core industry in the state of Montana for over a century. Golden Sunlight is located 48 kilometres from Butte, MT, home to a rich history of mining both surface and underground. This element, combined with local operating mines, has produced a talented local workforce proving to be advantageous to project staffing.

Redpath began mining operations at Golden Sunlight in May of 2015. At the time, Golden Sunlight was an active open pit mine, and Redpath’s initial scope of work included excavation of one portal, 1.6 kilometres of existing

Redpath’s foray into the American market back in the 1970’s has been a lively one, fraught with successes and

learning opportunities along the way. As the company has grown and

changed over the years, the experience of the past has come

to serve it well, tackling new and exciting challenges. Every project is

another opportunity to learn and grow, as Redpath continues to find its place at the forefront of innovation, safety and quality workmanship.

The past decade in particular has seen extremely challenging market

conditions, ever-narrowing margins, heightened

competition and technological advances

that were only dreams forty years ago. As Redpath continues

its journey to push the boundaries of

mining, our philosophy stands strong, that

challenge is an important part of life!

Enjoy this look into of some of the incredible accomplishments and insight gained by Redpath’s teams from the United States.

2017OCTOBER 9

drift rehabilitation, 1.7 kilometres of lateral

development and 725,000 tons of production mining.

Shortly after mobilization, surface production mining ceased,

due to highwall instability in the primary open pit, and feasibility issues in satellite pits. Where underground mining was intended to supplement open pit production operations initially, all production was now required from underground operations.

Following the completion of the first portal (two additional portals have since been excavated) and completion of the first 122 metres of development, Redpath began rehabilitation of existing underground workings. Prior to Redpath’s underground contract, there were two previous underground contracts. Many of the existing workings of these contracts are being used for the current scope of work. The last underground workings were completed in 2009 and all of the existing drifts required rehabilitation including shop facilities and explosive/cap magazines. Prior contractors operated smaller underground

equipment and many haulage ways had

to be enlarged.

Once the primary rehabilitation was completed, sub-level

development began to establish stope blocks. Reverse Circulation (RC)

drilling followed development to further define the stopes. Stope production mining began once the first stope block was developed in November 2015, and has been the critical path due to the surface production shutdown. Foraco Limited Canada has performed all production and RC drilling for the project thus far. Unlike traditional underground stope mining, all initial stopes at Golden Sunlight broke through to the pit highwall on surface. Muckers, operating remotely with proximity detection technology, could often be seen mucking in these open stopes from the surface.

In addition to the 6.7+ kilometres of lateral development that has taken place to date, Redpath raisebores have bored five raises on-site varying in size from 1.2 metres to 3.1 metres in diameter. 1.2 metre escapeway raises are equipped with Safescape raise liners for secondary escape from lower levels of the mine and 3.1 metre holes are used for ventilation. The first 1.2 metre raise completed was drilled from surface and serves as a secondary escape in the event of a total pit failure in the west highwall.

One of the challenges overcome on this project has

been safely and effectively operating in an open pit

with a west wall that has moved up to 28

centimetres per day. The west

wall put an early end

to the

primary pit mining and has been a site challenge for over a decade. West wall movement along the west shear is tracked by radar, GPS, robotic total stations, multi-point borehole extensometers, Rock-its, sloughmeters and instrumented split sets. Critical thresholds have been established for wall movement, with a focus on acceleration/deceleration as the wall moves constantly. When critical thresholds are exceeded, mining activities are halted until the wall movement is within safe thresholds.

The initial stope blocks were all located in the hanging wall of the west shear. Mining in a moving mass creates its own set of challenges! Underground monitoring along the shear was installed and checked daily, and weekly drift rehabilitation was common. It was

common to see deformation in 10.2 centimetres of shotcrete over two or three days. There are no current

mining requirements that require interaction with the west shear.

Acid rock drainage is a site concern from both an environmental and operational standpoint. Due to the large amounts of iron sulfides in the rock, oxidation occurs sharply when the rock contacts water, dropping the pH level and creating acidic water. It was not uncommon to encounter pH levels as low as 2.5 in the water underground, and handling water with levels this low required stainless steel or plastic pumps and piping.

Redpath has taken on the unique responsibility of providing a Mine Rescue team for the Golden Sunlight underground. Twenty-two team members, led by Safety Supervisor and Mine Rescue Trainer, Brock Morgan, make up the current mine rescue team. Training is conducted bi-monthly and consists of both Redpath and Barrick employees. The team provides mine rescue coverage for eight local small mines and a government agency, the Bureau of Land Management.

The project is now more than 876 days LTI-free, and Redpath was presented with the Contractor Sustaining Safety

“Every project is another opportunity to learn and grow, as Redpath continues to find its place at the forefront of innovation, safety and quality workmanship.”

THE REDPATH GROUP’S GLOBAL NEWSLETTERredpathmining.com10

Performance Award for two years without any

Lost Time Injuries.

Due to stope mucking

being the primary production

methodology, remote mucking

is an integral part of daily operations.

One innovation the project has initiated is

the development and implementation of

remote mucking pre-operation equipment cards.

With proximity detection technology being one of the

safety controls, pre-operation systems tests have proven to be a

valuable safety asset.

Exploration drilling continues to discover additional ore bodies and expand known stopes. Estimated quantities for future work include 2.3 million tons of production ore, with 18.3 kilometres of development and multiple raisebore raises.

BENBOW DECLINE PROJECT Montana, United States Stillwater Mining Company

Contributors: Theron Harper, Project Superintendent; Malcolm Clark, Project Engineer

Manpower: 38 Redpath employees, four Stillwater Mining Company (SMC) employees.

Duration: September 2016 - May 2019

The initial design of the Benbow Decline was a 3.11 kilometre development drift through the Beartooth Mountain Range. SMC’s sole purpose of the decline is for the life of mine ventilation intake. Redpath has been contracted to drive 1.8 kilometres of decline development and 1.3 kilometres of the footwall lateral

development which will break through with SMC’s concurrent development crew.

From the autumn of 2015 until June of 2016, the highwall that Redpath would portal into experienced failure three times. SMC mitigated future rock slides by benching the entire pad, bolting and screening the highwall and building a very large buttress that significantly minimized the permanent surface area of the entire construction site. The intention for the site’s infrastructure was for it to be established before mobilization however, due to highwall failures, all five contractors were delayed until Redpath’s actual mobilization in September 2016. This meant that while Redpath was constructing the shop and batch plants, four other contractors were working on the waste rock storage area, water treatment plants #1 and #2, generator building, digging utility lines through the portal pad and establishing the main access road to the portal pad. Congested work areas and working with OSHA compliant contractors were the first challenges addressed.

Redpath broke ground on October 3, 2016 and a significant push to begin excavation and establish the necessary support systems before the first snow began. As the water treatment plants were still being constructed, Redpath was required to use

an excavator with an Alpine Grinding head to advance the first 73.2 metres due to excessive Nitrogen levels in blasting agents. Advance rates ranged from 30 centimetres/hour in the clay formations to 3 centimetres/hour in the limestone/dolomite formations. The first 16.8 metres of development involved grinding through a 3.7 metre bench of soft clay and 1.8 metre top layer of buttress material. Upon reaching the original highwall, Redpath advanced with 1.52 metre cuts and supported the excavation with split sets, resin bolts, 4.88 metre spilling and 10 centimetres of fiber-reinforced shotcrete.

Due to proper quality control testing and significant clay formations, it was determined that the first 16.8 metres of buttress development and 10.7 metres of portal development would have to be re-bolted with the use of 2.4 and 3.7 metre Super Swellex bolts.

Between October and January, the crews dealt with high winds topping out at 171 kilometres per hour, sub-freezing temperatures that dropped to -49°C, and major failures on newly-received equipment. While challenges resulting from weather could be managed with adjusting the temperature, equipment issues proved to be more difficult, and hindered progress.

Towards the end of December 2016, it was determined that the mine site as a whole would run out of power before the two 1.5 MW generators came online. In order to continue advance, Redpath was directed to install a temporary 800 kW generator 61 metres underground. This also required the installation of a 61 metre exhaust ventilation and fueling system. The site operated on temporary air, water and power for six months due to the water treatment plants and the two generators remaining offline. This required all surface lines to be heat-traced and insulated, equipment air lines had to be blown out and filled with antifreeze after every use, and the men travelled to and from work without operational toilet or dry facilities.

It wasn’t until the end of December that the heading could no longer be effectively advanced by using the grinder. At this point, Redpath was approved to line drill the face and load with detcord, trim, and a minimal amount of stick powder. Once approved for blasting, the crews would advance

“The project is now more than 876 days LTI-Free, and Redpath was presented with the Contractor Sustaining Safety Performance Award for two years without any Lost Time Injuries.”


549 metres of the decline and 305 metres of underground infrastructure from January to April. Development

rates averaged 5.6 metres/day to 8.5 metres/day.

In April 2017, a 274 metre core hole was drilled by First

Drilling, a subcontractor engaged by Redpath.

The intent of the probe was to

provide insight into ground

and water

conditions. After drilling

107 metres the crew hit 100

gallons per minute (gpm) and a three

metre void. From this point on, all of the drilling

fluids that typically would be reverse circulated at the drilling

location were lost. It was suspected that the drilling company had hit a common geological feature known as a VUG (void underground). While excavating the first 549 metres of the decline, Redpath mined through numerous VUGs ranging from the size of a computer desk, to the size of a 15 metre flatbed trailer tipped up vertically. The 274 metre hole was completed on May 1, and before tripping the drill out of the heading, a VK packer was installed at the source of the water. This allowed development crews to excavate within 15 metres of the anticipated water course without hitting the 100 gpm in-flow.

By May 11, 2017, the day shift had mined within 7.6 metres of the anticipated probing station. The Jumbo operator was drilling his round when one of his holes started to make two gpm of water in-flow. Ten minutes later after completing his 37th hole, the drill steel punched into a 100 gpm water course that quickly connected to the remaining holes in the face. Since this time, Redpath has been grouting what appears to be an underground stream/river through a significant cavern of

unknown depth. The crews have dealt with primary and secondary probe patterns that produce anywhere from 200 to 500 gpm collectively. Redpath’s crews have pumped 1.7 million kilograms of grout in 90 days, with a plan in place to continue grouting until the water stops. Once this is achieved, four 18.3 metre probe holes will be drilled every 15.2 metres, with large probes being drilled every 274 metres for the remaining 1.2 kilometres of decline development.

Valuable lessons were learned during the development of the decline, especially pertaining to equipment maintenance. Reviewing maintenance histories for equipment that is being received from other projects will ensure all machinery is up to the task at hand.

When large volumes of water are encountered, it is in everyone’s best interest to have a grouting expert come to site and review the situation.

Extra resources need to be considered when constructing major infrastructure in the first 30 days. This mitigates delays as the project advances.

POGO PROJECT Alaska, United States Sumitomo Metal Mining Pogo, LLC

Contributors: Paul Anderson, Project Superintendent; Ty Cortner, Project Superintendent

Manpower: 87 Redpath employees, 300+ Pogo employees.

Duration: January 2005 - present

The Pogo project is one of Redpath’s longest-running projects in the company’s history. Located in a remote location approximately 145 kilometres southeast of Fairbanks, Alaska and 64 kilometres northeast of Delta Junction, Alaska on the Goodpaster River. The project has undergone many changes over the years, affecting the scope of work and the billing structure. Working in a permafrost environment, temperatures throughout the winter can

reach -40°C, with temperatures in the summer reaching in excess of 30°C.

The scope of the original project included the development and construction of two mine portal accesses set in permafrost, as well as the supply and installation of all mine services including power, water, primary ventilation fans, pre-water treatment facilities, and the excavation of the coarse ore bin. The installation of all material handling facilities including the supply and installation of grizzlies, the rock breaker. Excavation, installation of ground support as required for four kilometres of decline and lateral ore access drift. Rehabilitation of 2.2 kilometres of existing exploration development was also part of the scope.

The initial contract was awarded in October 2004, with mobilization to site kicked off in November 2004 and progressing though January 2005. Setting up in -45°C weather created a steep learning curve for employees to operate and maintain equipment.

January 2005 saw the beginning of the ore access development from the 515 and 575 portals; rehabilitation of the pre-existing 465 decline and the beginning of the new access excavation.

2017OCTOBER


The first mechanized primary ventilation raise kicked off in March, as well as the construction of the underground dewatering facilities for delivery of discharge water to surface treatment plant.

During the summer of 2005, the second mechanized primary ventilation raise, coarse ore bin, ore bin feeder and grizzly/rockbreaker were all excavated alongside the installation of the primary ventilation systems. Ongoing ore access development continued from March 2005 through to October 2006, where 3.8 kilometres of ramp and ore access, and 200 metres of mechanized raise excavation were completed. In October 2006, advance rates of 18 metres per day were achieved, which increased to 28 metres per day beginning in late 2010, to present day.

Additional ore zone production was taken on in 2014, including the excavation of 600 metres of mechanized raise for secondary ventilation and escapeways. Development and construction of the fourth portal access and decline progressed, as well as installation/construction of permanent electrical and dewatering facilities. Redpath’s role has been to assist SMM Pogo in all areas of underground work as required and, since 2006, Redpath has been invited to take on additional work, with the current contract running into 2019.

Innovative methods to maintain the project schedule while working with up to 15 subcontractors on-site was required; this meant sharing a minimal site footprint amongst many workers. By prioritizing the needs of each contractor through the Construction Management Group and limiting delivery of materials

by staging off site, (helping reduce the site footprint), the overall project schedule and progress was kept on target.

Some of the post-construction highlights of this project that have been realized by Redpath:

• Through August 2017, 89 kilometres of six metre by seven metre ore access decline was completed, despite intermittent difficult ground conditions and significant ground water in-flows requiring high pressure cement grouting.

• 2014 to 2017 saw no Lost Time Injuries, despite contributing 600,000 man hours.

• Redpath exceeded SMM Pogo’s expectations for preventing environmental incidents.

• Produced 15% of gold ore feed to the mill; 300 tons per day in addition to the development requirements.

• Completed 75% of the mobile equipment rebuilds on-site, with minimal maintenance facility footprint, reducing SMM Pogo overall costs.

• Maintained SMM Pogo’s expected requirements, remained consistently under budget, contributing to the extension of contracts for ten years.

The challenges faced by Redpath during its tenure on-site have been many. Sub-arctic conditions required crew members and equipment to adapt to working in a cold climate. Maintaining the drill water above freezing temperatures was difficult without being able to rely on brine for drilling. This was managed through the use of heated tanker trucks, fit with re-circulating pumps and tank

heaters. Additionally, all discharge water had to be hauled up to 3.2 kilometres, just to reach the only on-site water treatment facility.

Significantly poorer ground conditions than expected in the coarse ore excavation necessitated moving the ore bin, throat and conveyor feed location twice. This also created difficulties in maintaining the effectiveness of the pilot raise for slashing of the ore bin.

Logistically speaking, mine access is by an all-weather road but all materials, supplies and equipment arrived from the continental U.S. or Canada. Most deliveries are by barge to Anchorage, Alaska and then are trucked to Fairbanks and then to site. Timely delivery required diligent monitoring of shipping progress as shipments were often delayed by poor marine conditions, which could result in project schedule delays. Additional inventory of all needed supplies resulted in higher expenditures to maintain the project schedules as required.

Maintaining a workforce who were unfamiliar with working and living in sub-arctic conditions, (and a camp environment!), proved demanding on the crew and management.

Flexibility on Redpath’s part was required to adapt to SMM Pogo’s ongoing mining and construction requirements which were not in the original planned scope of work. Daily changes to the schedule required adjustment in order to continuously achieve the client’s set goals.

Water was a challenge in its own right, as site water discharge permits necessitated flooding of primary decline development on a regular basis, resulting in delays to project schedules.

575 m

eter e

levati

on portal -

Pogo Projec

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Surface water accumulation during storm events tested the capacity of treatment facilities and required that the mine remain in order so that the excess water could be processed without compromising development progress. This was critically important as water discharge quality is a primary focus of environmental regulation. Lag time for the treatment of water stored underground induced significant pumping delays to project schedule.

Logistics are a common challenge on most Redpath projects, and Pogo has been no different. Shipping delays, increased inventory, a lack of mining supply vendors in the project area and dealing with equipment vendors who are unfamiliar with underground mining, were all obstacles that were overcome during the development.

A unique difficulty for the project was the frequent interaction with bears and other wildlife. Sadly, this is a real-life threat and a SMM Pogo subcontractor was killed by bear in the summer of 2017. Bears in and around the camp areas require diligence to avoid potentially fatal incidents. On the roads, Moose and Caribou are a common hazard, so sharp eyes and quick

reflexes are necessary to mitigate the risk.

Ground conditions also caused a stumbling block as development into new ore zone areas uncovered significant fault structures, resulting in delays. Increases in ground water in-flow necessitated a higher frequency of high pressure cement grouting to ease water treatment requirements. Some of the long-term openings (which have been open for 12 years!) required rehabilitation, further complicating traffic patterns and haulage routes.

In order to obtain adequate storage for equipment and materials, mobilization was completed using a staged approach. Allowing for schedule delays, if required, at the beginning of the project helped establish adequate and appropriate setup. Arriving prepared for the difficult winter conditions and rehearsing the project plan for site setup prior to actual mobilization assisted in an efficient start to the project.

Developing initial relationships with local vendors to educate them on material and supply requirements would have alleviated some of the stress with regard to project materials. If the project area does not have infrastructure to provide materials on a timely “local” basis, this is good to know as early as possible so that alternate routes or processes can be outlined

prior to the project start. Additionally,

encouraging major equipment

vendors to ensure

they

have factory trained personnel familiar with the equipment types to be operated, allows for efficient maintenance and repair times. By the same token, having critical spares available locally also allows shorter downtimes should an equipment failure occur.

The future is bright for mining in narrow vein orebodies on-site at Pogo. Approximately 70% of the mine production will come from narrow vein methods, and production demands from these areas has significantly increased Redpath’s personnel and equipment as a result. Safety performance, expertise and efficiencies in narrow vein mining are forecasted to result in significantly lower overall mining cost for SMM Pogo, and Redpath intends to stay the course with strong safety records and production performance. Maintaining success at Pogo is the key to continuing to be Alaska’s underground contractor of choice.

NEVADA PROJECTS Nevada, United States Newmont Mining

Contributor: Mathew Perkins, Area Superintendent

Manpower: Ten Redpath raisebore employees.

Duration: 2010 - present

The overall project scope for the raiseboring project at Newmont entails 1,000 - 2,000 feet reamed per year. Two Redbore 50s and one Redbore 40 have been utilized on-site to accomplish this.

Redpath received the first contract with Newmont in Nevada in 2010, for their Exodus and Leeville projects. The scope of the work was approximately 304.8 metres of 3.1 metre diameter raisebore work starting at their Exodus project and then finishing up at their Leeville project which was just 3.2 kilometres away. The relationship grew in a positive way such that Redpath was awarded with additional work in 2011 at the Leeville site. In 2010 Redpath was also awarded an eleven raise program at Newmont’s Midas


mine in Midas, Nevada. This program went on to grow to over twenty raises, and last over three years.

Over the past seven years Redpath and Newmont have had a great working relationship on all of their Nevada sites. Redpath has been sole-sourced for approximately 304.8 metres of raisebore work within the northern Nevada projects, which has blossomed to include Leeville, Exodus, Chukar, and Pete Bajo. The Midas mine site was sold to Klondex in 2015 and Redpath continued completing raisebore work there.

The majority of the work completed for Newmont has been 3.1 metre diameter raises ranging from 30.5 to 152.4 metres in length. For two years, Redpath also had a Redbore 70 on-site at the Leeville and Pete Bajo projects, completing 4.9 metre diameter ventilation raises and ore passes. Redpath also completed an entire pilot hole program at the Leeville site so that Newmont could transfer paste throughout the mine site.

This work consisted of over 305 metres of pilot hole drilling

and installing casing in the holes. The pilot holes

ranged from 90 degrees down to 22 degrees.

Some of the major challenges that Redpath

has encountered while working in northern

Nevada are significant weather changes,

and extremely poor ground

conditions.

The weather in northern Nevada can range from -29°C to 43°C and with approximately 20% of the raises completed existing on surface, Redpath has had to become adept with shelter construction for the crews. The poor ground conditions that were encountered led to numerous challenges for both the pilot hole drilling and the reaming cycle. Evaluating numerous core samples and developing grouting plans has been the key to success.

During the past seven years working on the Newmont projects, Redpath has been able to maintain almost all of the same key drillers. During this time period these projects have served as perfect training grounds for up and coming drillers arriving from various contracts on the projects, and sometimes from Newmont as well. Redpath has completed over 1,600 days on the Newmont sites without any incidences or injuries, and Newmont has appreciated Redpath’s safe-work mentality along with high quality working standards. Redpath and Newmont will continue working together and building the relationship for years to come.

KENSINGTON PROJECT Alaska, United States Coeur Mining Inc. Contributors: Darcy Buchanan, Project Superintendent, Jason Morrison, Area Manager

Manpower: 25 Redpath employees, 350 CAK (Coeur Alaska Kensington) employees. This is a joint venture involving a First Nations group.

Duration: July 2015 to present

Site setup for the Jualin Exploration Decline included surface preparation for offices and shop facilities; rehabilitation of the existing portal access high wall excavation and development

and construction of the mine portal access including the portal canopy. Over 2,500 metres (inclusive of five metre by six metre -15% decline) was excavated and had ground support, pre-water treatment excavations, power distribution excavation stations and diamond drill stations developed. Mine services developed included power,

water, the ventilation system for the decline, mine de-watering system and pre-water treatment facilities.

Elements that were additional to the original scope of the project included excavation, design,

supply and installation of the water treatment facility. The exploration drift in Kensington Mine measures 600 metres in total length, and due to water in-flow, high pressure cementatious grouting in 20 metre curtains was necessary.

The initial contract was awarded in May 2015, with mobilization to site running July through August 2015. Beginning in August, surface preparation and ground support of the portal high wall was kicked off, as well as the development and construction of the portal access.

Some of the challenges faced during the construction of the portal access were related to the fact that the portal was 70 metres perpendicular to the mill process and project power generation facility. There was a high degree of concern on behalf of CAK for potential damage to the existing infrastructure. The excavation was completed in extremely tight quarters. Advancing with traditional drill and blast methods, this required tightly-spaced drill patterns using minimal explosives covered by 46 cm blasting

“Redpath and Newmont have had a great working relationship on all of their Nevada sites. Redpath has been sole-sourced for approximately 305 metres of raisebore work within the northern Nevada projects.”


mats placed on hangars at the new portal collar.

The camp facility’s drinking water line was buried half a metre under the portal entrance, adding to the delicate nature of the work. The line was protected against future traffic by placing a fifteen metre long by three metre wide marine shipping container over the water line in the portal area, barricaded with caution tape.

CAK operational activities in the area were interrupted continuously

which created delays and required additional traffic

precautions with spotters placed in designated

locations to assist with CAK’s access

to the area.

Excavation of the decline

commenced in September of

2015, including the grouting of the portal area

and full curtain grout at any time when an individual probe

hole indicated water flow of more than three gpm. Under full curtain

grouting conditions, water in-flows up to 800 gpm intercepted progress, necessitating high pressure grouting with the probe curtain accepting up to 125 tons of cement.

An additional hurdle to overcome was the strict water discharge requirements by which CAK had to abide under state law. Nitrate residual from blasting,

resulted in the necessity for a water

treatment plant capable of reducing nitrate levels. To

solve this challenge, Redpath designed and constructed a water

treatment plant capable of lowering the nitrates to safe levels.

Exploration and definition drilling with a subcontractor to CAK began in November, where water in-flows of 300 gpm in individual core holes were encountered. As required, Redpath assisted in grouting the exploration holes to ensure progress continued. A planned water pumping system was expanded to remove additional water in-flow, and an alternative water collection system was developed to separate water not in contact with active decline advance areas, in order to bypass the treatment facility with clean water from diamond drilling water intercepts. From December 2015 through August 2017 advancing the decline continued under full grout curtain, with over 1.8 kilometres of decline completed. Grouting times effectively doubled CAK’s project costs and doubled the project completion time, but were necessary to continue under the ground conditions. In August, CAK began excavation in the Jualin decline and Redpath mobilized to the Kensington main mine to begin development of exploration laterals.

The ability to multi task and act deftly to manage changing conditions and roles played an important part in Redpath’s efforts on-site. The

installation of 3.6 kilometres of discharge water piping to the project’s primary water treatment facility (while CAK continued operation at Kensington) is a prime example. Redpath can take pride in realizing advance rates of ten metres per day in the exploration drift, since mobilizing to the primary mine. Redpath exhibited great flexibility in assisting CAK’s subcontractors with operational difficulties, while balancing development.

Over two years, the site saw no Medical Aids or Lost Time Injuries, and two Safe Worker of the Quarter awards were handed over to Redpath crew members. Employees on-site are loyal to Redpath, with many possessing three and five year safety awards.

Commitment to innovation remained alive and well at Kensington as a cement grout hopper capable of holding one cubic metre of cement with an automated scale and delivery to grout mixing units was developed. Thoughtful items including curtains, spray bars and exhaust fans, helping to eliminate employee exposure to cement dust during grouting operation, were instituted. A jib system was also developed to transport and deliver cement to the hopper system, reducing employee exposure to suspended loads and cement dust.

152017OCTOBER


The timely arrival of supplies and equipment was dependent on diligent communication and tracking of shipments. Supplies arrived once per week by barge and were off-loaded at port, 12.9 kilometres from site. Logistics required a timely arrival to the Seattle port in order to be transported. A one-day delay to arrive in Seattle would result in a two-week delivery time. Delays caused increased inventory expense, and contingency plans for extended work beyond the original project scope should always be in place to ensure the availability of additional equipment and manpower with the upswing of new startup projects.

This joint venture agreement with the First Nations group aligned with the client’s preference for working with First Nations people and commanded respect and preservation in the historical mining area.

The site is located in an area with the strictest water quality requirements in Alaska, and was subject to close scrutiny by federal, state and local regulation. The original project approval required appeals to the United States Supreme Court

regarding wetlands, and the permit was

issued by the army corp of

engineers.

Some of the lessons to share from this experience revolve around the fact that projects with high discharge water quality standards require careful preparation of standards and system prior to mobilization. Significant delays to planned advance rates and schedule delays can always be expected.

The current status of the project sees an extension through November 2017, with additional work potential in the future.

As with past projects, Redpath’s relationships with clients, subcontractors, competitors and aboriginal people opens the doors to many opportunities both in North America and around the globe. Challenge is an important part of life, and sometimes the flexibility to take on challenges within our areas of expertise that are outside the project scope are necessary. This fosters growth within the company’s skilled labour force, and continues the strong relationships Redpath maintains with its clients and employees.

Australian Mining Safety Innovation Wins Top AwardAt this year’s Queensland Mining Health and Safety Conference, Redpath was announced as the winner of the 2017 mining health and safety innovation award.The innovation, called the SAFE STOP Anti-Jam Door Unit, prevents a worker from crushing his or her hand in a door jam on mobile equipment. A worker at the plant yard in Brisbane came up with the idea, based on child safety latches, and developed the unit alongside a mechanical engineer.

Graeme Christie, HSEQ Manager, presented the innovation to a panel of ten judges and approximately 600 delegates. Redpath was a top ten finalist of the 23 submissions, and was also awarded top place for this same innovation by the Ontario Mine Contractors Safety Association in Ontario, Canada.Since the win, several companies including Glencore and Anglo American have asked for additional information about the units. This is just another example of Redpath innovation influencing the mining industry!


Impumelelo Raiseboring Team Wins Sasol Mining Safety Award

The Redpath Mining South Africa Raiseboring team working on the Sasol mining Impumelelo project, have been awarded Sasol Mining’s Safety Performer of the Month Award. At the time of the award being presented, August 30, 2017, the team had been running 238 LTI-Free days since mobilising to site in December 2016. Congratulations to all team members for keeping Safety - First, Last and Always top of mind!

Zambia’s Safety Record Continues to ShineRIG Resources On June 17, 2017 this project achieved 1,000 LTI-Free days on all three of its operations, including the joint venture head office, Mufulira development and the Central Shaft development. From the start of this operation to date, no Lost Time Injuries were recorded.

Mindola Deeps Achieved 365 days LTI-Free on July 31, and 150 days Total Injury-Free in August.

Synclinorium Achieved 1,200 days LTI-Free on September 15, and 430 days Total Injury-Free on the first of September.

Redpath Mining South Africa Brings First Aid and Fire Safety Training to the Forefront

Redpath Mining South Africa employees Tjaart Kleu, Sizwe Zulu, Emsie Maduna and Charmane Gopal recently completed their First Aid Level 3 training. The training, which took place over a five day period, touched on elements including emergency childbirth and water-related emergencies.

In an effort to prepare for emergency situations, RMSA management recently took all staff members through basic training on the theory behind firefighting and different types of fire extinguishers. Each employee had an opportunity to extinguish a controlled fire, to tie practical experience with theoretical knowledge.

Congratulations to the Redpath Electrical crew on site at PT Freeport Indonesia for achieving 1,500 LTI-Free days! This is an amazing accomplishment that deserves celebration. Here, members of the crew pose with their newly-designed shirts commemorating the event.

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Paul Huschilt runs from a monster during his presentation on Seven Humour Habits for Workplace Wellness.

Consider It Done.This simple phrase speaks volumes to the Redpath brand and our people who live it everyday.I was recently asked about Redpath’s track

record in mechanized development in the context of experience with prototype machines. The discussion covered some history from the Redpath/Robbins Shaft Boring Machine, long round technology, and the Compact Underground Borer (CUB). We then looked at the OK Tedi TBM project, the Grosvenor mixed shield TBM and multiple roadheader and continuous miner projects that Redpath Australia has done.Our innovations in Raiseboring engineering and manufacturing range from the flagship Redbore 100 (one of the most powerful drills ever built) to our suite of upreaming machines which are the preferred machine at major block cave mines around the world.The fleet represents our impressive commitment to innovation and continuous improvement. This is not the next management fad; it’s a decades long, ‘engrained in Redpath DNA’ approach to always striving to do and be better.While we are building structure in our global innovation and continuous improvement efforts, we are not bureaucratizing those efforts. We’ve all seen others do this and ultimately fail, as process overtakes intended result and stifles the innovative spirit.I’m excited at the prospects for the next generation that’s entering Redpath now. The entire industry is entering a period of renewed interest in innovation and change which will provide scope and challenge for decades to come.

Safety Day Success for the Americas Group

A sunny Tuesday in September saw the gathering of Redpath Safety professionals and colleagues for the second Safety Day in 2017. Hosted at the Best Western in North Bay, Ontario, colleagues from across the globe joined the group to discuss best practices and hear a variety of speakers.

The day was kicked off with information from the Project Services team updating everyone on Redpath’s compliance policies, and to introduce Chantal Bruneau as a newly-instated Compliance Officer.

George Flumerfelt, President and CEO, then took the mic to speak about what safety really means to us.

Kyla McKay, Safety and Training Coordinator, discussed statistics on current injuries, with pinchpoints being a major focus.

Up next was Glen Lyle from MIRARCO, and his presentation on New Best Practices in Risk Management. Glen’s takeaway idea was that we should focus firstly on determining reasons for fatalities and that in doing so, a reduction in more minor injuries will follow. He stated that a good strategy is to adopt the ‘if / then’ philosophy – IF these are the conditions, THEN it is safe to work.

Following Glen was a Potentially Fatal Event review, in which everyone was broken into teams to analyze the root causes, impacts and future preventative strategies of the event.

Alistair Ross, Director of Operations for Vale, offered insight on Energetic Leadership on the Road to Zero Harm. Alistair’s engaging presentation with real-life scenarios demonstrated how energizing the right people at the right time can create drastic changes to safety culture in any industry.

Paul Huschilt then took to the stage with his talk on Seven Humour Habits for Workplace Wellness. Paul’s exciting presentation had the group playing ‘Simon Says’, and involved an overhead projector, with a variety of props. He provided statistics on how humour helps to alleviate stress and how it can make us healthier and more productive!

Bruce Fraser then directed an exercise highlighting the IRS System. Each group analyzed the meaning behind each aspect of the IRS system.

Scott Hayne’s closing remarks were focused around the theme of ‘time’. Don’t rush; don’t take shortcuts that could cause irreparable damage to you or others.

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Mike Kelly, Senior Vice President, Redpath Canada Limited; President, Redpath Raiseboring Limited


Redpath Mourns the Loss of a Great Leader and ComradeRedpath mourns the loss of long-time friend and colleague, Dan Kelly, Senior Manager of Raiseboring. Dan’s 35 year career with Redpath began in the fall of 1982, at 20 years of age. Initially, he had been working as a miner for Sherritt Gordon Mines at Ruttan Mine in Leaf Rapids, Manitoba, and just four years

Flags were lowered to half-mast at Redpath’s raisebore operations in North Bay to honour the passing of Raiseboring Senior Manager, Dan Kelly, on September 19, 2017, after a brief illness.

later, he became Field Superintendent. In 1987, he transferred to Redpath’s head office in North Bay and by 1990, had assumed the role of Raisebore Operations Manager.Dan’s passion for raiseboring and his fluency in technical development saw him travel internationally to further the reach of Redpath’s raiseboring program. He was a pioneer in the design and manufacture of the Redbore fleet of raise drills and was a true testament to the phrase, “Built by raisedrillers for raisedrillers.”Left to cherish his memory is Dan’s wife Kathleen, his three children, Dennis (Kaarina), Steph (Fred) and Russell (Asheena) all of North Bay. He was a proud grandfather to Bristol and Ryder. He will be missed by his brother, and colleague, Mike Kelly Sr. (Val) and his niece and nephew, Kristen and Michael Jr.On behalf of the global Redpath community, we extend our condolences to Dan’s family, his coworkers and his countless friends.

Redpath USA has been subcontracted by a local civil contractor, IMCO General Construction, for the underground work in a civil infrastructure excavation project located in Washington, United States. This project entails water temperature conditioning (WTC), and is for a local utility company called the Snohomish County PUD (SNO PUD).Redpath will excavate a 198 metre long drift with varying cross sections ranging from 4.5 metres x 4.4 metres to 1.8 metres x 2.4 metres. The project scope involves surface excavation, concrete construction, steel pipe work, and a short drift excavation. IMCO will proceed with concrete and steel pipe work once Redpath is done drilling and blasting. On-site are five miners, two mechanics, a single boom Quasar Jumbo drill, one CAT 1300 scoop, one JCI 220 scoop and some small support tools and equipment.

The drift is a straight line; to be driven at 10% uphill for approximately 107 metres, then transition to 16% uphill for the remaining 91 metres, with the majority of the excavation at 3 metres x 3.7 metres. The estimated job length is approximately four months.The portal pad is located at the base of an earth dam (Culmback Dam) which is holding back Spada Lake. The portal pad is very small and located adjacent to the Sultan River, leaving no road access to the portal pad. All equipment and materials are being shuttled down the face of the earth dam using a small tracked cart towed by a crane. Anyone working at the portal pad must hike 14 flights of stairs to access the job site!The motivation behind this project is an environmentally-considerate one: warming the water temperature in the nearby Sultan River. Currently, an outfall structure conveys water from the lower elevations of Spada

Lake to the river. This water is always cold - too cold for the fish. There is an in-take structure which takes water from the upper elevations of Spada Lake to a powerhouse 22.5 kilometres downstream via a 4.3 metre diameter TBM tunnel. The WTC drift Redpath is driving will intersect the TBM tunnel and divert warmer water into the Sultan River raising the temperature, so the fish will spawn… yes, this tunnel is for the fish!

Warming the Way for Nature; Redpath Drives a Drift

A) the portal face, and B) the Sultan River!

A B


Stay in touch!The Advance is published three times per calendar year, but there’s no need to wait until the next issue for the latest news from Redpath! Our social media channels and website are populated with career opportunities, project achievements and interesting trivia. Follow us, ‘like’ us and stay connected!

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Global manpower count as of September 30, 2017

6,421

Safety - First, Last and Always.

[email protected]

@TheRedpathGroup

The Redpath Group

facebook.com/The Redpath Group

Millions of Hours Worked by Region | January 1 - August 31, 2017

EuropeAustraliaAsiaAfrica North America

South America

I have had the pleasure of working for Redpath for over 25 years, and during that time, I have witnessed the company’s growth to become a leading international mining contractor. Having been involved in some interesting projects that have been a challenge both technically and logistically, I can attest that “Challenge is an important part of life”. This is the guideline that drew me to Redpath and one of the reasons I remain.Safety is our core value, and our global statistics prove that, but we cannot continue to differentiate ourselves from others on safety alone. Competition in the industry is fierce, and due to our client’s increased focus on safety, we must keep complacency at bay, and respect our vulnerability.To foster growth, we must continually propel our drive for innovation, training, and the quality of our work. Our Philosophy states that we will “provide a level of service to the mining industry which will exceed normally accepted standards”, it is this mindset and vision

that maintains Redpath at the top of the industry. The quality of our work around the globe is second to none, and the starting point of our work on project sites, is commonly very evident.Redpath has a fantastic supervisor training program, and nothing has given me more pride than to see the development of an employee progress from Miner through to Superintendent running one of our projects. During a Train the Trainer class I attended recently, I noticed a participant who was initially challenged by his public speaking skills. After two days, this employee turned out to be the most improved during his final presentation. The training works!Redpath has always been open to change, we would never have survived this long if we weren’t. Falling back on “that’s the way we have always done it”, doesn’t work for Redpath. The list of innovations developed by Redpath is long and continues to grow. We must continue to encourage employees to develop and present fresh ideas!

GUEST SPOTLIGHT“If you are new to Redpath, enjoy the ride. It may get bumpy at times and try to throw you off, but have fun - hold on, and only look back to see the lessons learned.” Mark Immonen, General Manager, J.S. Redpath Corporation The Redpath Group

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