Barrick Maintenance Management System - English

Maintenance Management

System

MEP-MS-0001

Table of ContentsAsset Management Policy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3Global Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4System Elements

1 Leadership . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .52 People and Organization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .73 Annual Improvement Plans . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .104 Equipment Maintenance Strategies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .125 Work Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .146 Performance Assessment and Measurement . . . . . . . . . . . . . .187 Reliability . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 208 Cost Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 239 Supply Chain, Contractors and Infrastructure . . . . . . . . . . . 24

Maintenance Management System Chart . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26

2 BARRICK OPERATIONS SUPPORT MAINTENANCE MANAGEMENT SYSTEM

BARRICK OPERATIONS SUPPORT MAINTENANCE MANAGEMENT SYSTEM 3

Asset Management PolicyAsset Management is the management of assets from design to disposal to ensuretheir integrity and performance to safely meet operational requirements.

We Believe■ Asset management affects every aspect of our business – safety, environment,

reputation, production, quality, cost and shareholder value.

■ Everyone has a role to play. Barrick people make the greatest contribution to delivering reliable performance and maximum value creation.

■ Effective asset management will ensure that all risks are identified and mitigated.

■ All equipment failures are preventable.

We Will■ Ensure compliance with the requirements of the Barrick Maintenance

Management System.

■ Adhere to all applicable laws and regulations.

■ Develop clearly defined policies and standard systems, processes, and proceduresfor the organization.

■ Provide leadership, direction and support for the asset management strategy.

■ Provide the necessary resources with the competency, capacity and capability to deliver on the asset management strategy.

■ Ensure that the foundations of asset management are in place throughout the organization.

■ Monitor compliance by reporting key asset management metrics and conducting periodic reviews of our operations.

■ Commit to continuous improvement and the use of appropriate technology.

Aaron RegentPresident and CEO

Peter KinverChief Operating Officer

Ivan MullanySenior Vice PresidentOperations Support


Global Maintenance Resources Effectively maintaining a site’s mining fleet, process plant and infrastructure is keyto mine site safety and productivity. Barrick’s global Maintenance, Engineering andProjects team provides standards, processes, systems, guidance and training to helpregions and sites maximize the performance of plant and mining equipment.

The Barrick Maintenance Management System defines the global standard formaintenance-related activities. Maintenance staff worldwide are committed toimplementing and improving the System as well as the standards and guidancenotes that underpin the Maintenance Management System.

For help and information, contact:

Derek BrownSenior Director Maintenance, Engineering and Projects +1 416-309-2913+1 647-502-4399 (mobile)[email protected]

Joseph Ashun Senior Manager, Maintenance Systems and Data Maintenance, Engineering and Projects +1 416-307-5062+1 416-399-5721 (mobile)[email protected]

Robert Cronin Senior Manager, Global Maintenance Maintenance, Engineering and Projects+1 416-309-2937 +1 416-371-1542 (mobile)[email protected]

Richard FifieldSenior Manager, Global Maintenance Maintenance, Engineering and Projects+1 416-307-5134+1 647-281-7599 (mobile)[email protected]


1 Leadership1.1 Maintenance Function and PurposeEach site leader should formally define the business purpose of the mainte-nance function, including:

■ The objectives of the maintenance group■ The contribution of the maintenance group to operational performance■ The support of a proactive maintenance approach■ The bias towards equipment reliability and optimization over reactive

maintenance■ Reinforce the role that well managed maintenance plays in the safety of

all site personnel

Barrick’s Maintenance Management System

provides a framework to help regional and site leaders

develop maintenance improvement programs.

The System defines the nine essential elements these

programs should contain.

Maintenance Management System


1.2 Leadership BehaviorsMaintenance leadership should exhibit the following behaviors:

■ Authentic and courageous – behave in an ethical and honest manner; foster an environment of high integrity, openness and transparency

■ Lead change – have the ability to mobilize people and gain support for change; encourage and generate creative solutions, trying different and new ways to deal with challenges and opportunities

■ Globally aware – work effectively with individuals of diverse cultures, inter-personal styles, abilities, motivations or backgrounds

■ Decisive – consider facts and alternatives but make timely decisions; focus and guide others in accomplishing work objectives; seek and promote accountability and see the tasks through to completion; set clear expectationsand communicate KPIs and targets

■ Communicate and collaborate – is a visible felt leader in the field; demon-strate and encourage teamwork; communicate with stakeholders proactively and effectively; build alliances with other functions and teams

■ Develop and empower – encourage employee growth and development through coaching and mentoring; empower employees by transferring responsibility and accountability to capable people with the necessary authority and resources to make and execute decisions

1.3 Management of ChangeThe site will have a Management of Change process that covers changes related to:

■ Equipment selection, design and modification ■ Maintenance organizational structure and resource levels■ Equipment maintenance tactics■ Operating environment/parameters■ Maintenance systems

2 People and Organization2.1 RecruitmentMaintenance employees will be recruited against role, competency and capabilityrequirements that consider their knowledge of equipment and maintenancepractices combined with attitude and experience.

2.2 Maintenance CompetenciesPeople appointed into maintenance roles must possess competencies as definedby the “Barrick Maintenance Competencies Guidelines” (MEP-GN-0009). The Maintenance Competencies Guidelines will be used to:

■ Guide the recruitment, selection, development and deployment of people in maintenance roles across Barrick

■ Provide maintenance practitioners with feedback, development, coaching and recognition for their performance

■ Assess, build, manage and reward the global maintenance talent pool ■ Identify strengths and development needs in maintenance practitioners

within or across regional business units and sites

2.3 Training and DevelopmentThe site shall have:

■ A training/skills matrix matched to a skills requirement analysis. This will be updated annually.

■ An annual budget, including time and resources (internal and external) to deliver the training.

■ A succession plan for all key technical and leadership roles. This should consider not only business needs but the potential and career aspirations of individuals.



2.4 Maintenance Team OrganizationThe maintenance organization and structure will be reviewed regularly andhave appropriate technical and leadership roles to support an effective main-tenance function. The organization should be developed based on site coveragerequired (including FIFO requirements), site complexity, and the skill leveland overall maturity of the maintenance function on site. Recommended organizational structures are shown on page 9.

2.5 Performance, Reward and RecognitionAll maintenance employees should have annual performance reviews that focuson an individual’s capability, deliverables, development, values and leadership.

Informal feedback should be provided on a more frequent basis as required.

2.6 Position Descriptions, Roles and ResponsibilitiesAll maintenance personnel will have position descriptions that define theirroles, accountabilities and responsibilities. The content of these position de-scriptions should be communicated to the maintenance team and to otherrelevant functions in the organization.


1 A: Cortez, Goldstrike, Lagunas Norte, Pierina, Veladero, Zaldivar. B: Kanowna, KCGM, Plutonic, Porgera. 2 C: Cowal, Granny Smith, Hemlo, Round Mountain, Turquoise Ridge. D: Bald Mountain, Darlot, Eskay, Golden Sunlight, Lawlers, Marigold, Ruby Hill, Storm.

* Structure for sites in Africa to be determined by African Barrick Gold based on business requirements.

Category ‘A’ and ‘B’ Mine Structure 1

Category ‘C’ and ‘D’ Mine Structure 2

Regional MaintenanceManager

Fixed Plant Specialist

Reliability Specialist

Maintenance Systems Specialist

Mobile Equipment Specialist

Mine General Manager

Maintenance Superintendent

OperationsSuperintendent

MaintenanceEngineer

Reliability Engineer

OthersOperationsManager

Mine General Manager

Maintenance Manager

OthersHR ManagerOperationsManager

Superintendent #1

MaintenanceEngineer

Reliability Engineer

Superintendent#3

Superintendent#2

Regional Structure

RECOMMENDED MAINTENANCE ORGANIZATION STRUCTURE


3 Annual Improvement Plans3.1 Corporate Maintenance Business PlanA Corporate Maintenance Business Plan shall be in place. The plan shall iden-tify the major goals that will underpin the contribution of maintenance to theperformance of the company. The plan shall have a time horizon of three years.The plan shall define:

■ The strategic goals■ The value and timing of the benefit delivered through the goals■ The actions required to deliver the goals■ The milestones in the implementation of each goal■ The responsibility assignments for activities within the plan

The Corporate Maintenance Business Plan will be developed with input fromregional maintenance managers and will be revised annually. The senior director,Global Maintenance and Engineering, is responsible for the management of the plan.

3.2 Regional Maintenance Business PlanEach region shall develop an annual Regional Maintenance Business Plancomprised of the following elements:

■ Barrick’s Strategic Objectives: – Respect Our People– Ensure License to Operate– Operational Excellence– Enhance Financial Strength and Flexibility– High Performance Organization– Growth

■ Key strategies for delivery of the outcome targets ■ Action plans for implementation of each key strategy

The Regional Maintenance Business Plan shall have a minimum time horizonof one year and shall be a sub-set of the Corporate Maintenance Business Plan.A process of regular review and re-forecasting of the Business Plan shall be im-plemented. The regional maintenance manager is responsible for the manage-ment of the plan.


3.3 Site Maintenance Business PlanEach site shall develop an annual Site Maintenance Business Plan, using theBarrick standard for “Developing a Maintenance Business Plan” (MEP-GN-0004).The Site Maintenance Business Plan shall be comprised of the following elements:

■ Barrick’s Strategic Objectives: – Respect Our People– Ensure License to Operate– Operational Excellence– Enhance Financial Strength and Flexibility– High Performance Organization– Growth

■ Key strategies for delivery of the outcome targets■ Action plans for implementation of each key strategy

The Site Maintenance Business Plan shall have a minimum time horizon of oneyear and shall be a sub-set of the Regional Maintenance Business Plan. A processof regular review and re-forecasting of the Business Plan shall be implemented.The site general manager, operations manager or maintenance manager is re-sponsible for the management of the plan, depending upon the organizationalstructure at the site.


4 Equipment Maintenance Strategies4.1 Equipment CriticalityAn initial equipment criticality assessment must be completed at each site, usingthe “Barrick Equipment Criticality Assessment” (MEP-GN-0001) as a guide.This should be reviewed every two years. The assessment must clearly define thecritical assets and equipment in the operation, and should consider the conse-quences of equipment failure on:

■ Safety■ Environment■ Production capacity■ Cost■ Regulatory requirements■ Corporate reputation■ Reliability

4.2 Equipment Maintenance StrategyFor each piece of equipment, there must be a strategy that documents themaintenance plans and includes all information relevant to the maintenanceapproach. Development of strategies should be based on the equipment criti-cality assessment, with the most critical assets given priority. Maintenancestrategies for all critical assets should be formally reviewed and approved by theregional maintenance leads. A maintenance strategy should include:

■ Operational strategy■ Statutory maintenance requirements■ Structural integrity inspection ■ Routine preventive maintenance tasks■ Condition monitoring■ Lubrication practices■ Component replacement intervals and tracking mechanisms■ Overhaul and repair policy■ Total cost of ownership analysis


4.3 Statutory and Regulatory RequirementsThe senior site manager must appoint competent persons to be accountable forthe management and maintenance of plant and equipment that falls understatutory and regulatory requirements.

There must be a register that records the details of equipment subject to statutorymaintenance. All inspections must be completed to comply with regulations asthey apply to the site.

4.4 Critical Asset Condition AssessmentEach site must conduct a condition assessment that addresses potential risks tocritical assets such as:

■ Structural integrity■ Power supply■ Fire suppression systems – refer to the document “Fire Fighting Systems

Mobile Mining Equipment” (MEP-MS-0005)■ Environmental controls


5 Work Management5.1 The Work Management ProcessAn efficient, repeatable work management process is fundamental to the main-tenance effort, providing the foundation for planning, budgeting, improvement,and achievement of targets. The standard Barrick work management processesare defined in “Barrick Maintenance Business Processes” (MEP-MS-0009).

Maintenance activities must be planned, scheduled, coordinated and adequatelyresourced. Targets must be set and performance measured.

5.2 OracleOracle R12™ is Barrick’s standard ERP platform and it consists of Finance, HR,Supply Chain, Maintenance and Project modules.

The Oracle eAM module is configured to support Barrick’s standard mainte-nance business processes.

Viziya WorkAlign Scheduler™ is an Oracle-approved and supported mainte-nance scheduling product, and is the standard for maintenance scheduling inBarrick.

5.3 Identification of WorkThere shall be a formal system for identifying and requesting maintenancework. Work requests should be prioritized and approved by frontline leaders.High priority work should be identified for immediate action while less urgentrequests are forwarded to the planning and scheduling team.

Feedback should be delivered to the originator advising if and when the workrequested will proceed.


5.4 Planning Each site shall have a formal system for planning work. This is supported by aComputerized Maintenance Management System (CMMS). Planning shouldhave several time horizons – weekly, quarterly and annually.

Maintenance plans should be integrated with the operations plan. Planned jobsmust include details of requirements for:

■ Labor■ Materials■ Duration and latest start date■ Tools and other special equipment■ Procedures, work instructions, and other supporting documentation■ Risk assessment and safety requirements

To improve planning efficiency, standard jobs should be established for all rou-tine preventive maintenance and high-frequency work. Refer to the document“Developing Standard Job Plans” (MEP-GN-0005).

There must be a formal process for releasing planned jobs to allow them to bescheduled after the above requirements have been satisfied.


5.5 SchedulingEach site shall have a formal system for scheduling work, which is supported bya Computerized Maintenance Management System (CMMS). Jobs should onlybe scheduled when the required planning is completed.

Schedules must be formally approved by maintenance and production leaders,and should be integrated with the operations plan. To allow communicationand preparation, the weekly schedule should be closed off and issued at least twoworking days before the start of the schedule period.

Schedules must be set with spare capacity to accommodate a reasonable level ofunscheduled (break-in) work. Typically, this might be 70% of labor scheduledwith 30% unallocated.

There must be a formal approval process to allow work to be deferred from thecurrent schedule period.

Compliance to the weekly schedule must be measured and reported.

5.6 ExecutionMaintenance work may only be undertaken if covered by a work order. Jobpreparation should be done in advance of commencing the task. This shouldensure that all procedures, tools, materials, safety assessments, etc., are available.

Supervisors must ensure that tasks are assigned to people with the requisiteskills and experience to carry out the job. Maintenance technicians are respon-sible for quality of workmanship. Supervisors are responsible for auditing andverifying work quality.

There will be a process to notify the Production department that equipment isready to return to service.

5.7 CompletionCompleted jobs are returned to the planner with comments and feedback on:

■ Quality of plan■ Additional work identified■ Changes/updates to procedures■ Labor used■ Data and measurements where required by the procedures

Work orders must be closed off in the CMMS.


5.8 ReviewAt the end of each schedule period, the site shall review:

■ Schedule compliance■ Break-in work■ Work identified■ Feedback on planning and scheduling quality■ Equipment performance following maintenance■ Backlog control

5.9 Shutdown ManagementThis sub-element refers to the management of significant maintenance outages;for example:

■ SAG/ball mill reline■ Autoclave reline■ Haul truck rebuild■ Electric shovel slew ring gear replacement

Each site will have systems and processes to enable plant and equipment shut-downs to be scoped, planned, scheduled and executed. Refer to the document“Shutdown Management” (MEP-GN-0002).

Shutdown management systems must cover:

■ Safety and environmental management■ Planning lead time requirements■ Organizational structure and roles and responsibilities■ Communication strategy (including meetings, progress reporting)■ Clearly defined scopes of work, aligned with overall maintenance strategy■ Shutdown schedule of work that contains all work being carried out during

the shutdown (including production ramp-down and start-up) and clearly identifies the critical path job(s)

■ Post shutdown review, covering:– Safety performance (including permits, isolations, and incidents)– Cost performance versus budget (for high cost jobs)– Planning quality– Schedule compliance/completion– Supply/logistics performance


6 Performance Assessment and Measurement6.1 Delay and Loss AccountingAn information capture and measurement system should be in place that records,codes, describes and allows the analysis of process and equipment delays and losses.

6.2 Understanding and Communication of MeasuresDefinitions and methods of calculating the measures are formalized, communi-cated and well understood. Measures are published and reviewed by maintenance,production and other teams to ensure accuracy and correctness.

6.3 Key Performance Indicators (KPIs)The “Barrick Standard Maintenance Key Performance Indicators” (MEP-MS-0003)will be used as a minimum standard for reporting. Barrick standard mainte-nance KPIs are:

■ Safety – TRIFR (Total Reportable Incident Frequency Rate)■ Planned Work %■ PM Compliance %■ Weekly Schedule Compliance %■ Schedule Loading % ■ Availability %■ Utilization %■ Mean Time Between Failure (MTBF) ■ Maintenance Cost Variance %

As and when required, additional key measures are identified, defined and usedto monitor performance for the specific needs of the operation.


Annual

Annual

Every two years

As required

A Cortez, Goldstrike, Lagunas Norte, Pierina, Veladero, Zaldivar

B Kanowna, KCGM, Plutonic, Porgera

C Cowal, Granny Smith, Hemlo, Round Mountain, Turquoise Ridge

D Bald Mountain, Darlot, Eskay, Golden Sunlight, Lawlers, Marigold, Ruby Hill, Storm

*Sites in Africa as required

Site Category AssessmentFrequency

6.4 Maintenance AssessmentsOn a periodic basis, sites will be assessed against the elements of the MaintenanceManagement System. The assessment team should comprise local, regional andcorporate representatives. Assessment results will be used to:

■ Identify good practices for sharing across Barrick■ Benchmark or establish baselines■ Measure improvement■ Define inputs into annual improvement plans

Refer to the documents “Maintenance Management Standards Assessment Tool”(MEP-MS-0002) and “Conducting a Maintenance Assessment” (MEP-GN-0003).

Sites should conduct their own self assessments in between formal assessments.Sites will be assessed according to the following categories taken from Barrick’sNon-Routine Spending and Capital Management Policy (June 2010).


7 Reliability7.1 Reliability ImprovementReliability specialists should be appointed as determined by organizationalrequirements. The focus of their work should be to improve the overall per-formance of the business by:

■ Identifying bottlenecks■ Optimizing plant OEE (Overall Equipment Effectiveness)■ Using data analysis to identify improvement opportunities based on:

– Production loss– High costs– Frequent breakdowns– Pareto of downtime drivers– Safety issues

■ Facilitating root cause analysis – refer to the document “Conducting a RootCause Analysis” (MEP-GN-0006)

■ Optimizing inspection frequencies, methods and techniques ■ Improving operating practices ■ Recommending re-engineering requirements

The reliability effort must:

■ Be cross-functional and include maintenance, production, safety, supply and engineering personnel

■ Be led by a dedicated person with appropriate skills and training■ Make use of reliable data sources, including:

– Delay accounting systems– Work orders (CMMS)– Cost reports– Incident reports– Control system information e.g. DCS


7.2 Condition MonitoringEach site should have a defined condition-monitoring program. Typically, theseprograms would include the use of techniques such as:

■ Thermography■ Vibration analysis ■ Oil analysis■ Non-destructive Testing (NDT)■ Ultrasonics■ Performance monitoring

Condition-monitoring strategies are part of the overall maintenance plan.They should be set up and managed in the CMMS. Equipment faults identifiedthrough condition monitoring must trigger follow-up work through the workmanagement process.

7.3 LubricationEach site should have a defined lubrication program that covers:

■ Contamination control■ Lubricant cleanliness targets■ Practices for storing, transferring and handling lubricants■ A register of lubricant types and applications■ Lubricant consumption monitoring■ Collection and disposal of waste lubricants

The lubrication program is reviewed regularly to rationalize lubricant types.The lubrication routines should be set up and managed in the CMMS.

7.4 Knowledge SharingThe Corporate Maintenance and Engineering Lead Team (MELT) will facilitateknowledge sharing by:

■ Conducting regular MELT meetings with regional involvement■ Managing an intranet site for communicating standards, policies, guidance

notes and good practices■ Sharing findings and opportunities from maintenance assessments and

other benchmarking exercises■ Participating in Regional Maintenance and Engineering (RMELT) meetings■ Encouraging regional leads to communicate directly with colleagues in

other regions

Regional maintenance leads will facilitate knowledge sharing by:

■ Conducting regular RMELT meetings with site involvement■ Establishing user groups or forums to discuss and share good practices■ Encouraging site personnel to communicate directly with their counterparts

at other sites in the region

Site maintenance leaders will facilitate knowledge sharing by:

■ Ensuring that the right people participate in knowledge-sharing forums■ Sharing successes within the region■ Actively seeking advice and knowledge from other sites

7.5 Technical Documentation and InformationA system should be implemented to ensure that technical manuals, site draw-ings and Standard Work Procedures are appropriately stored, reviewed and up-dated on a regular basis.


8 Cost Management8.1 Maintenance BudgetingMaintenance budgets should be established in alignment with operational needs.As a minimum requirement, 80% of the budgeted costs should be establishedusing a zero-based approach.

Budgets will be developed in a standard format using the Xeras budgetingsoftware package and in accordance with “Budgeting for Mine Maintenance”(MEP-MS-0007) and “Budgeting for Process Plant Management” (MEP-MS-0008).

8.2 Maintenance Cost ReportingMaintenance costs must be reported at a level which provides appropriatevisibility to allow effective control. As a minimum, maintenance cost reportingshould occur on a monthly basis and should include details of:

■ Maintenance budget■ Maintenance spend ■ Variance analysis ■ Trends■ Forecasts


9 Supply Chain, Contractors and Infrastructure9.1 Supply and WarehousingA process must exist to ensure that maintenance material requirements areidentified, sourced, handled, delivered and stored in an efficient, cost-effectivemanner, consistent with equipment maintenance strategies.

An inventory management strategy should be established in conjunction withthe supply group and equipment suppliers. The strategy should cover:

■ Spares held – defined by application of a critical spares review – “Spares Criti-cality Assessment” (MEP-GN-0010)

■ Min/max levels, spares/stock categorization (consumable, insurance, vendor-held, consignment, etc.)

■ In-stores storage and maintenance■ Preferred suppliers and service providers■ Use of shared inventory (between sites)

The use of uncontrolled satellite stores must be avoided.

A monthly review meeting should be held with the supply group and shouldaddress issues such as:

■ Stock outs ■ Critical spares status■ Incomplete/incorrect deliveries■ Expedite status■ Changes to maintenance plans■ Review of direct purchases and potential stock additions

9.2 Repairable SparesEach site should have an identified inventory of repairable spares. Guidancefor repair or replace decisions based on economic and reliability requirementsshould be developed. The site or region will have established specifications for:

■ Repair quality■ Inspection and testing requirements■ Transportation, packaging, and storage■ Warranty conditions■ A register of approved vendors for spares overhaul

Systems must be in place to allow tracking of the status and location of repairable components.


9.3 Contracting Maintenance ServicesWhere necessary, maintenance services and functions may be carried out bycontractors. Each site should develop a list of preferred, audited and prequalifiedservice providers. Contractor safety and health will be managed in accordancewith the Contractor Controls element of the Barrick Safety and Health Manage-ment System. Each site must have developed a contracting strategy (in the formof a formal document) that details:

■ When and why contractors are used■ Prequalification and selection requirements■ Tendering requirements■ Work scope expectations■ How contractors are to be supervised and managed■ How information from contractor work is captured and recorded in

Barrick systems■ Communication protocols■ Performance review requirements

9.4 Workshops and InfrastructureAppropriate workshop and infrastructure facilities should be provided to allowthe maintenance team to carry out their work in a safe and healthy environ-ment. These facilities should be suitable for the type of work undertaken andthe expected life of the operation.

All fuel and lubricant storage facilities and dispensing systems will conform tothe “Hydrocarbon Management Standard” (MEP-MS-0006).

9.5 Tools and EquipmentAppropriate tools and equipment shall be made available to carry out mainte-nance tasks. Systems should be in place to control, maintain and ensure thesecurity and integrity of tools and equipment.


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MEP-MS-0001/February 2011

For more information about standards, guidelines and resources, visit the Maintenance section of Operations Support on Barrick Central intranet.

Documents

Barrick Maintenance Management System - English