MCM BULLETINA Magazine for Employees

Issue 13_2nd half 2016

MESSAGE FROMGENERAL MANAGER

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Where the Heart isthe Mind Follows

In this issue:

Page 3: ..............................................................................................................................General Manager MessagePage 4: .................................................................................................Message from General Manager on SafetyPage 5: ................................................................................................................................................Mauritanides 2016Page 6: ...............................................................................................................Where the heart is, the mind followsPage 7: .....................................................................................................Internal Communications Survey ResultsPage 8: ..................................................................................................................Fatigue Risk Management SystemPage 9: ...............................................................................................................................................Talented EmployeePage 10: ................................................................................................................THINK in the Mind of an EmployeePage 11: ..............................................................................................................Success Story from the CommunityPage 12: ...........................................................................................................................................Excavator CAT390FPage 13: .....................................................................................................................................................Workers VoicePage 14: ..........................................................................................................................................Memories from 2016Page 15: ..........................................................................................................................................FQM WAY PrinciplesPage 16: .................................................................................................................................................................SUDOKU

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MCM Bulletin_Issue 13_2nd half 2016

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MESSAGEGENERAL MANAGER

from

2016 stands out as another unique year in the life of MCM. 2015 was also unique but in a polar opposite manner, compared to 2016. For this reason, I feel we should take a

We started 2016 with a commitment to WORK AS A TEAM. Even as we said this, we would never have guessed that the year would turn out the way it did. a very strong Q1, with copper and gold production above budget and feed grades for each of the 3 months at 1.17%Cu (Budget was 1.15%Cu!). A drop in feed grades then followed through Q2 and Q3, following a drastic loss of access to ore caused by a number of factors; chief among these was a lack drill capacity (due to the delayed delivery of drill rigs purchased in Q4 2015), low avail-abilities of haul trucks and loading equipment (particularly the aged PC1250 units) and deteriorating pit

increased tear and wear of equip-ment). With a number of these issues addressed towards the end of Q3, there was a glimmer of a recovery towards the end of Q4, with mining volumes picking up and access to ore increasing, albeit very slowly. A completely mixed year, to say the least.The temptation when one has had a mixed year such as we have had is to say ‘FORGET IT & LOOK AHEAD’ ….. ‘BLANK IT OUT and move on’. The result of such an attitude in a case such as ‘our 2016 experience’ can be a missed learning

opportunity - even ‘once in a lifetime’ learning opportunity! We should all take time to REFLECT, LEARN and GROW. The key learning points from my perspective:

tant to use our talents to the full, purposefully pursuing the extraordi-nary every single day.

Discussing encumbrances (‘walls’/barriers) or winging about them does not take them away. Work that needs to be done must be done!

relationships: It should always be about the team – about us, all of us & never about ‘ME’. It is important to get all team members to feel ‘they belong’, enough to take collective responsibility and accountability for results.

opportunity to learn from each other and from every experience.The above list is certainly not comprehensive. I am sure each one of us will have a variety of learning.

will be amazed at how packed our experiences in 2016 are with life lessons.2017 will no doubt be challenging, as we continue to focus on mining at planned rates and the markets (commodity prices) continue to be depressed. Mining at planned rates is the only sure way of improving and maintaining access to ore (raw

options) to also allow for blending

for grade (copper and gold) and hardness. Additional equipment

starting with the arrival of Caterpil-lar 390 excavators in Q4 2016 and various other equipment (Cat 785 trucks, Dozers etc.) will assist on this front. Also, improvements in operator productivity and of our equipment maintenance manage-ment and systems will ensure the levels of production we attain are sustained for the long term. We saw commodity prices at 9-year lows during 2016. Although, commodity prices forecasts still look bleak, our optimism for 2017 comes from knowing (from our experiences!) that a TEAM that stands together, can overcome and succeed in a depressed market.There were also a number of positives in 2016. For instance the process plant’ ability to maintain copper recoveries at above 90% even for very low feed grades, following successful full implemen-tation of the SGS expert system on

other initiatives was a big positive. The other was the successful commissioning of a new Knelson unit – a major construction project that was fully managed in-house by the site E&S team. Another was the focus of the team on the bottom line;

cies and reducing wastage to ensure

even at the low production levels.

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I could cite many other examples but

close to my heart. The CSR team started a literacy training program

health matters and basic entrepre-neurial skills. The program has been

numeracy and business skills that

to their communities to set up income generating projects and onto a path of self-reliance.

the tough periods of 2016 and the

pulling together as a team, putting our energies into pursuing the

maintaining a ‘can do’ attitude in

2017.

Anthony MUKUTUMA

I sent out a message on 29th December covering a number of key aspects on 2016. They say ‘one cannot understand one’s future, without understanding one’s past’!Now on safety. Although there was a marginal improvement in lagging indicators (number of LTI’s) for the year, the site still has a lot of work to do to attain the level of safety commensurate with the best in our industry. Two areas to focus on in 2017:‘I am my Safety Officer’If we all remember that the goal of every ‘safety initiative’ in the work place is simply that we all get back to our homes in the same state we left our homes, it is easy to see that safety is in our hands. The Safety Team is responsible for providing the tools, training and systems to achieve this responsibility; each one of us has 100% responsibility for our own and others’ safety.‘Make me a Safe Work Place’Work done on pre-start actions and THINK trainings, and the investment in collision avoidance and fatigue management systems will no doubt go a long way in making our work place, a safer work place. We can all also contribute here by timely reporting near-misses and hazards, and focusing on housekeeping. Management, through the Safety Department and HOD’s, however has to take the lead on this by arranging periodical (set frequency) work place inspections and ensuring there is follow-up resolution of all unsafe conditions identified.By each one of us working as a Safety Officer and being diligent about taking corrective actions in our work areas, I believe 2017 can be a SAFER year for all of us.WE ARE MCM. WE ARE ONE TEAM. MCM UNITED!

Anthony Mukutuma

MESSAGE FROM GM ON SAFETY

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MAURITANIDES is an established event, inaugurated in all of its previous editions by His Excellency Mohamed Ould Abdel Aziz, President of the Islamic Republic of Mauritania.The event is about three days of plenary sessions, technical workshops, exhibitions and provides the opportunity to participants to visit Mauritania’s mining sites. The participants include investors from all conti-

tions, Mauritanian decision makers, development partners, companies involved in the mining and petro-leum exploration and associated service sectors.MCM as a major player in the Mauritanian mining sector has participated into this great event in both conferences and exhibition, its CSR Coordinator has presented about the CSR and Environment strategies adopted by the company and its stand was honored by the visit of his Excellency Mohamed Ould Abdel Aziz, President of the Republic.

4TH MAURITANIAN MINING, OIL AND GAS CONFERENCE & EXHIBITION

Main theme: “Diversifying Mauritania’s natural resource portfolio”

The 785C Mining Truck is engineered for performance, designed for comfort, and

cations, the 785C Mining Truck keeps materialmoving at high volume to

Rugged construction creates a durable machine.

long life with low operating costs.

is 150 T and its top speed whenloaded is 54.71 km/h, MCM has

CAT 785C DUMP TRUCK

ngineered for performance, designed for comfort, and

k keeps material

sts.

nas

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What is it in the workplace that makes some perform while others seem to struggle? IQ, EI, a feeling of ownership/full responsibility and good results (tail wind), to make mention but a few, are known drivers of perform-ance. The subject is wide and a search of literature on performance drivers shows that the subject is well trodden by many over the years, with widely varying conclusions.Simon Sinek, a regular TED speaker, talks about ‘feeling safe’ as a key performance driver. In a well delivered TED Talk session, Simon points out that good leaders (implying leaders that get the best performance out of the individuals in their teams) are those that make their direct reports ‘feel safe’. Simon provides a very profound insight into a key performance driver: ‘feel safe’. When one speaks of ‘feeling safe’, one must be clear that this is not referring to providing certainty. In the dynamic markets of the 21st Century (the 'VUCA world' as it is aptly termed by many), no one should expect certainty and no leader should be expected to provide it. Uncertainty in our world today is a given.In the article ‘Moving Towards Safe Uncertainty’, Jeremy Keeley covers the subject of 'certainty versus uncertainty' and 'safe versus unsafe' very well. Jeremy introduces the concept of the ‘Safe-Uncertainty’ quadrant as the optimal working quadrant. In the ‘safe-uncertain’ quadrant, Jeremy posits that the disposition of individuals in the team is ‘edgy, energetic, learning and empowering’, as opposed to: 'dangerous and damaging' in the 'certain-unsafe' quadrant; 'vulnerable and rudderless' in the 'unsafe and uncertain' quadrant; and 'unrealistic, blocked, denying and controlling' in the 'safe-certain' quadrant.

We can explore the foregoing concepts further.

The human mind is wired to ruminate on whatever appears to be the most imminent and highest impact threat. In a workplace where the threat for personal safety (injury, dismissal or limited career prospects) is high, the focus of individual team members will be on self-preservation or the search for options to move on. A mind that is in this mode will be preoccupied and will not have the capacity or motivation to focus on the challenges that uncertainty in the markets continuously presents. The reverse is also true: a mind that sees market challenges as the highest impact threat (even as the only threat!) will focus on addressing these with complete resolve and all faculties.Ensuring the focus of individuals in the team is on the business 100% thus becomes a key performance driver. By creating an environment where the focus is not on personal safety but on the business is extremely important.Bring it all together:Leaders looking to get the best out of the individuals in their teams should:

individual team members; and

nent and likely – to the business.Get the conditions right and individual team members, who will, in most cases, understand the strengths of their organization and the markets t, will focus their minds on looking for opportunities for success.

WHERE THE HEART IS, THE MIND FOLLOWS!

By Anthony Mukutuma

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In November 2016, MCM conducted a communications survey amongst the employees seeking their opinions and thoughts regard-ing the level of internal communications. In total 153 people responded to the survey of which 58% were general workers. Approxi-mately 15% of the workforce responded to the survey.MCM would like to thank all those who provided their feedback.The table below shows the main results of the survey.

INTERNAL COMMUNICATIONS SURVEY RESULTS

Target area ResultConnection to the organization% of staff that understand the strategic goals of the organization 87%% of staff who are committed to the organizations vision 99%% of staff how know what they should do to help the company meet its goals and objectives. 99%% of staff who are proud to be member of their teams. 95%% of staff who stated that their teams inspire them to do their best work 93%

Communications processes

% of staff who rate the conveying of senior management decisions and directions as good or very good 76%

% of staff who rate the conveying of department updates/outputs as good or very good 72%% of staff who rate the conveying of policies and procedures as good or very good 71%

Meetings attendance

% of staff who get to participate in staff meetings within their sections on daily, weekly or monthly basis.

69%

% of staff who get to participate in a meeting where the head of department is present on daily, weekly or monthly basis. 70%

% of staff who get the opportunity to have a say on the issues that affect them in their departments on daily, weekly or monthly basis.

72%

% of staff who state that their direct supervisors speak to them about safety issues on daily, weekly or monthly basis. 90%

% of staff who state that their supervisors speak to them about cost saving on daily, weekly or monthly basis. 78%

Sources of information% of staff who rate weekly communications announcement as main source of information 19%% of staff who rate MCM bulletin as main source of information 10%% of staff who rate TV monitors as main source of information 16%% of staff who rate HoD as main source of information 10%% of staff who rate supervisors as main source of information 34%% of staff who rate employee information session as main source of information 2%% of staff who rate colleagues as main source of information 7%% of staff who rate MCM website as main source of information 2%

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DRIVER SAFETY SYSTEM (DSS)IN-CAB MONITORING TO KEEP OPERATORS ALERT AND ALIVE

Fatigue and distraction are an inevitable force of nature. Their consequences can be costly, even fatal. At MCM, safety department found that most of accidents involving heavy equipment occur because of fatigue and distraction, reason why MCM manage-ment decided to intervene before it’s too late with investing approximately US$ 1 million in the installa-tion of a fatigue monitoring system. The Driver Safety System (DSS) is a non-intrusive, in-cab fatigue detec-tion technology that instantly alerts operators the

WHAT DOES IT LOOK FOR?

Fatigue detection technology works by monitoring eye-closure duration, relaxed mouth and jaws and head pose. If the DSS detects a fatigue or distraction

event the operator is immediately alerted through

alarm, then an alert message will be sent to the dispatcher. The fatigue or distraction event is sent to a monitoring

will analyze the data (only authorized people on site see the data) and provide reports to management. The objective of this huge investment is to save operators

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Sada Moussa KellyPlanning Supervisor

Sada graduated with a bachelor in international trading and logistics from the private insti-tute of logistics of Dakar in 2010 and then he did some internship in Dubai Port of Dakar and SOBOMA MRT. He had also conducted surveys while the presidential elections in Mauritania.Sada applied through internet for an offer at MCM in March 2011 where he has been selected and he joined the company as a store man at the warehouse responsible of receiving the containers coming to site and codifying items. After two years working at the warehouse, Sada applied through an internal offer for back-end planner at Engineering Department and he was selected, it was a new experience for him but the great team he worked with provided him with the necessary

Given the hard work he showed over two years, Sada was promoted to be a supervisor involved in all process plant maintenance operations in terms of planning and logistics. He ensures that mainte-nance costs are under control and don’t go above budget because he believes that every cent and every percent count, “my goal is to share my knowledge with my team and make it more productive and more committed to company’s vision and objectives” Sada says.He thinks that the secret behind the strength of his

team members is the involvement of each one of them in the whole process of planning and the trust he has placed in each one of them. Sada says “working hard, aiming high and having a short term development plan for each single period are the key elements for the great success”. Sada is now leading successfully the planning team and is looking forward to developing new more compe-tences and skills.

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1- What’s THINK is about?

THINK is not teaching us how to think, it’s a way to improve the way we look after our safety and the safety of others around us.

2- Our Behavior

60% - 80% of accidents at Mining industries are human related, we’re human and we do mistakes, but we still can change and think better of our safety and others’ safety to reduce the number of accidents, it’s not easy to change but not impossi-ble, I invite you to do a commitment and say ‘From today I will think better about my safety and the safety of others around me’ as I did today and start practicing it until it becomes a habit.

3- Safety Leader

As our behavior affect others, we all have to lead with good example and:

Never violate procedures. Not being pressed for time. Do proper planning. Do proper handover. Stay aware of our surrounding. Improve communication; seek for

feedback and always double check. Avoid being distracted at work. Resolve all hazards around us. Do not exceed our personal limits. Do not neglect the feeling ‘’something

isn’t right’ when we’re doing a job. Do not exceed tools/Equipment capabili-

ties.

Take rest when we’re fatigued. With this behavior we minimize the risk and encourage people to do so.

4- Team Work

I would like to invite you to read about GEESE and how they perform as a team.

THINK IN THE MIND OF AN EMPLOYEE

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Vatimetou Choueikh (DISABLED WOMAN)

I came to Akjoujt town when I was a kid and I left the school in the middle of primary level, since that moment I did not stop thinking about the future and how to be an active person from my family. Unfortu-nately, no opportunity was offered to me in terms of education or training until 2016 when I’ve been selected by the regional directorate of social affairs to

take part of sewing machine training organized and funded by MCM.At the end of the sewing machine training, I’ve been

own small business. I hired a location and started with products that are popular in my city e.g. women bags, beddings, kid bags etc. the income I generate now helps me look after my family and I can see that more people are becoming interested in my products.The goods I produce are very cheap compared to those offered in the market with no difference in the quality but I think people need time to notice that. Sewing techniques I learned during the training period were very practical and easy; I’ve been able to start quickly learning the sewing and fashion designing secrets from

the training providers. My goal was to set up my own business and become an independent person in terms of generating income.I would urge my friends to be more productive and to

success, for disabled people, I would say don’t give up learning and don’t let your disability break your deter-

chance when you move from where you are now.

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The 390F L is built to keep the production numbers up and operating costs down. Its real power is its hydraulic system. It can literally move tons of material all day long with a great deal of speed and precision. In fact, the hydraulic system and engine work together to keep fuel consumption to an absolute minimum – all without impacting the productivity. When MCM decided to take out service the aged PC1250 due to the high mainte-nance costs and low availability, CAT 390F has been chosen as replacement and 3 excavators were brought from Panama to MCM site where they have been assembled and commissioned.

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1. When and how did you join MCM?

I applied for an MCM employment offer in February 2011 and I’ve been selected for the position of chemical engineer in May 2011. At that moment, I did not have much information about MCM but the main reason to apply was to start new experience in copper and gold processing.

2. What is the role of the assay lab in the process?

Assay lab plays the role of the eye in the processing to make sure process is going the right way, the assay lab provides important information to process team about the quality of recovery every 2 hours. It provides information about the level of copper, gold, arsenic and iron in processed ore minute by minute which allow the process team to ad ust otation.Assay lab assists the logistics by identifying containers to be loaded and primary report of concentrate before it is being shipped to clients. It provides as well assistance to mining department by analyzing samples to identify ore that feeding the plant.

3. What changes has working with MCM brought to your working and social life?

Working at MCM has always been ideal for me in both social and profession life, I work close to my family which stays in Atar (170km from Akjoujt) and I work within an excellent professional environ-ment allowing me to deepen my experience in mining industries

4. What initiatives you personally undertook to improving productivity and reducing cost?

I’ve undertaken few initiatives to reduce cost without impacting the quality such as:Reuse of culture tubes (test tubes) for arsenic and gold after cleaning them properly instead of using them one time and throw them away.I reduced the frequency of losing lab glassware by training the staff on the proper glassware handling

On safety side: I drafted SWP for save acid handling 5. How THINK approach could improve safety?As THINK champion I consider THINK as one of biggest approaches undertaken by FQM to improve safety not only on site but also in our own lives. 6. In your opinion, does MCM improve the lifestyle of local community?In my opinion, there is a huge change happening in the local community’s lifestyle which I can summarize in the following:- Support courses for students funded by MCM which improved signi cantly the pass rate.- Access to water is available more than ever in the whole region and the capacity of water storage in peripheral areas has been widen.- Construction of a modern regional hospital providing the neces-sary health services. - Employment of hundreds of people from local community.- Training of hundreds of people from local community in various elds.

7. Do you think that internal communications is in need of improvement and how?I think that we just need to keep focusing on improving people’s engagement to make sure messages are well communicated downward and upward and help people understand better the importance of communications.8. What are your recommendations to MCM management?I would recommend continuing the enhancement of people skills through domestic and abroad training and put in place a strategy that encourages people to stay in the company.

Elghadhi Ahmed KoryChemical Engineer at the Assay Lab

WORKERS VOICE

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MCM Bulletin_Issue 13_2nd half 2016

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Last issue’s solution

HardHard MediumMedium

The objective is to insert the numbers in the boxes to satisfy only one condition: each row, column and 3x3 box must contain the digits 1 through 9 exactly once.