Kimlin Consulting
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Our Experience

KEY AREAS OF EXPERTISE

Business and People Strategy

Thiess Services

  • Preparation and implementation of HR, IR and HSE strategy and change management plans which were aligned to the business direction and designed to develop a high performance culture, improve safety performance and reduce overall people costs. These strategies contributed to the return of the business to profit in 2014, and the reduction in injury rate by 40%.

Xstrata Zinc

Developed Employee Relations strategies to meet organisational objectives, which included:

  • Stabilising the turnover and labour cost base in order to enable the Mine’s growth strategy;
  • Replace the existing non-union EBA (which covered all employees up to Management level) with the aim of unlocking productivity restraints and aligning the employment model with that of Xstrata Zinc; 
  • Successfully negotiate the new EBA with relevant unions whilst up-skilling the leadership team in effective union management and relationships.Engaged with management and employees to determine McArthur River Mine’s current attraction and retention position within the labour market. Analysed outcomes and developed various strategic directions to improve MRM’s position in preparation for EBA negotiations and the commencement of a major growth project, including a fully costed business case.

Xstrata Coal

  • Engaged with senior leaders in the development of career path models and detailed development processes which were fully integrated into role descriptions, development planning, talent management, performance management and short term incentive programs. This contributed to Oaky Creek’s attraction and retention strategy.

Rio Tinto – Kestrel Mine Extension Project

  • Preparation and implementation of the Project Execution Plan for HR, IR/ER, competency based training, project resourcing and contractor accommodation relating to the construction phase of the project.
  • Development and implementation of the IR/ER Strategy to mitigate risk, including processes to evaluate tenders, mobilise and manage contractors and accommodation management. Implementation of the strategy included engaging, knowledge transfer and up-skilling leadership of both the project and the PCM through workshops, formal training, coaching and advice. As a result there was no lost time due to union intervention, on-boarding of contractors was streamlined and IR risk reduced due to improved tender evaluation.
  • Development of the project contractor accommodation strategy, including a fully costed business case. This resulting in the expansion of the village to accommodate increased numbers of contractors required to ensure the critical timeline was adhered to.

Santos

  • The preparation of HR Strategy and philosophy, and related documentation, required to support the Project attaining Financial Investment Decision (FID) in order to proceed to execution phase. Including the identification of HR related business risk to the project, and the preparation of the project HR and organisational strategy.
  • The preparation of the Organisational Capability and Development Strategy and Plan, the Competency Based Training Strategy and Plan, and the Project Resourcing Strategy and Plan.

QGC

  • Developed and implemented the HR and IR strategic 5 year and annual plans to ensure the organisational and project strategy and goals were achieved, and project business risk was mitigated and managed.
  • The implementation of the IR strategy resulted in the negotiation of an EBA for the proposed LNG plant to underpin labour costing and to reduce industrial risk during ramp up and commissioning. A major undertaking was also prepared in conjunction with operational management to prepare the gas fields operations for collective bargaining in order to secure terms and conditions, stabilise the workforce, provide a stable base for on-going labour budgeting and to minimise legacy risk associated with the major works which were about to commence.

 

BHP Billiton - Cannington

  • Developed and implemented 5 year and annual plans aligned to business strategy and designed to enable the achievement of business goals.
  • Developed a multifaceted Attraction and Retention Strategy designed to stabilise the organisation during a period of significant mining skills shortages, high labour competition, and changing IR legislative environment.
  • Developed all documentation, strategy and change management plans for the Cannington major project including the preparation of definition phase documentation, HR and IR strategy, and project remuneration and retention plans.

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