Source: SRG planning board (peak daily required vs filled), bucketed by shutdown commence month. A retained core absorbs the troughs; cells show filled/required with fill-rate %.
| Campaign | JUL '26 | AUG '26 | SEP '26 | OCT '26 | NOV '26 | TOTAL |
|---|---|---|---|---|---|---|
| MFC combustor build | 53/75 (71%) | — | — | — | — | 53/75 (71%) |
| 110 boiler shutdown | — | 50/55 (91%) | — | — | — | 50/55 (91%) |
| Calciner campaign | — | — | 44/48 (92%) | — | — | 44/48 (92%) |
| Strip & recovery (core) | 38/38 (100%) | 38/38 (100%) | 38/38 (100%) | 38/38 (100%) | 38/44 (86%) | 190/196 (97%) |
Maintenance scaffolding mobilisation — week 3
Core crew of 38 on site (5×10 roster). Strip campaign on calciner access ahead of plan; two long-standing scaffolds cleared using shutdown hoists, recovering ~14 t of trapped Layher material back to the yard.
MFC combustor build pack walked down with planning ahead of the July shut. No safety events; one hazard observation raised and closed (housekeeping, L3 landing).
Specialist services brought together under a single CELB structure, introduced in three phases — each built directly around the structural inefficiencies set out in the business case.
Scaffolding
- Maintenance & shutdown scaffolding planned as one scope
- Quiet periods become strip campaigns; clear long-standing scaffolds
- Shutdown cranage & hoists recover trapped material
- Retained core carries site knowledge on high-risk builds
NDT
- Specialist capability shared across sites
- Smoother scheduling, higher equipment & people utilisation
- Inspection aligned to shutdown execution windows
Sheetmetal, Blast & Paint
- Scalable multi-discipline support model
- Continuity between work fronts; capability shared on demand
- Operational & commercial efficiencies across campaigns
| Milestone / campaign | Window | Peak labour | Status |
|---|---|---|---|
| Shared-resources model commencement | 01 Jul 2026 | Core 38 | Active |
| MFC combustor build | Jul 2026 · 1 week | 15 / shift | On track |
| 110 boiler shutdown | Aug 2026 · 1 week | 12 / shift | On track |
| Calciner campaign | Sep 2026 · 2 weeks | 6 / shift | Planned |
| EA transition / Muja release window | Nov 2026 | — | Watch |
| Phase 2 — NDT integration | Q1 2027 | TBC | Planned |
| Phase 3 — Sheetmetal, blast & paint | Q3 2027 | TBC | Planned |
| Activity | Jul 26 | Aug 26 | Sep 26 | Oct 26 | Nov 26 | Dec 26 | Q1 27 | Q2 27 | Q3 27 |
|---|
Demand fluctuates sharply across the cycle. The shared model smooths the peaks against a retained core, turning the troughs into strip and recovery campaigns. Forecast peak shifts are flagged against the campaign they belong to.
- · Management, supervision, HSE & admin overhead absorbed within SRG's existing Worsley shutdown scope — nil additional charge.
- · Five-day week, 5×10-hour shifts; Friday penalty exposure removed.
- · Option 1 (local labour) requires visa-supported resourcing while the Muja shut runs to Nov 2026.
- · Lifts already exist in target facilities; shutdown cranage & hoists shared for material recovery.
- · EA transition window — optional $5,000 retention incentive to protect against industrial action.
- · Mark Cowle — General Manager, Southwest (SRG Global)
- · Emile Muller — Area Manager, CELB (SPA lead)
- · Shutdown Superintendent — existing shutdown structure
- · HSE Advisor — existing shutdown structure
- · Maintenance Supervisor & Leading Hand — beneath existing coordinator
- · Jeremy Gledhill — South32 Worsley Alumina (client contact)
As requested, indicative costings. Overhead and plant to run the model are absorbed within SRG's existing shutdown scope at no additional charge to South32.
| Description | Opt 1 · Local + visa | Opt 2 · Perth + LAHA |
|---|---|---|
| Execution labour | $2,246,994 | $2,298,672 |
| Equipment | $275,239 | $275,239 |
| Disbursements, LAHA & mobilisation | Nil | $45,750 |
| Overhead (super, HSE, admin) | $0 | $0 |
| Total (ex GST) | $2,522,233 | $2,619,661 |
Option 2 carries +$97,427 over Option 1, driven by labour. Optional early-mobilisation retention incentive of $5,000/head available through the EA transition.
| Annual spend | Rebate |
|---|---|
| $14m | 1.25% |
| $16m | 1.50% |
| $18m | 1.75% |
| $20m | 2.00% |
Worst case the banding shifts down by $1.5m — to $12.5m / $14.5m / $16.5m / $18.5m — at the same rebate percentages.
A continuous, dated feed of execution shift reports — safety status, manning, progress, forecast work and any concerns. Days with no work are shown so the record is complete.
Maintenance scaffolding mobilisation — week 3
Safety: No injuries, no environmental events. One hazard observation (housekeeping, L3 landing) raised and closed same shift.
Manning: 38 of 41 rostered on site (5×10). 3 on approved leave/RDO.
Progress: Calciner strip campaign ahead of plan; two long-standing scaffolds cleared with shutdown hoists, ~14 t Layher recovered to yard. MFC combustor build pack walked down with planning.
Forecast: Continue calciner strip; begin MFC combustor pre-fab staging Monday.
Strip campaign & material recovery
Safety: Nil events. Pre-start focus on dropped-object prevention during dismantling at height.
Manning: 39 on site. VOC/Pegasus verification confirmed current for all crew.
Progress: Cleared standing scaffold at the No.4 unit; hoist recovery removed double-handling. Maintenance ply and gap protection upgraded on two work fronts using existing carpentry labour.
Forecast: Continue recovery; planning walk-down for MFC combustor tomorrow.
No Work — site stand-down (planned RDO)
Planned roster day off. No crew on site. Record retained for completeness.
Core team onboarding & planning integration
Safety: Nil events. Two hazard observations raised (access gate, lay-down housekeeping), both closed.
Manning: 41 on site including 4 new inductions completed (Layher, site familiarisation).
Progress: Integrated maintenance + shutdown scaffolding plan loaded into the OMS. First combined look-ahead issued; better-planned areas no longer queued behind last-minute execution.
Forecast: Begin calciner strip campaign Thursday.
Shared-resources model — week 3 kickoff
Safety: Nil events. Weekly safety interaction held on dropped objects and exclusion zones for hoist recovery.
Manning: 37 on site; 5×10 roster confirmed across the core team.
Progress: Confirmed shutdown cranage/hoist availability for material recovery. Reviewed MFC combustor (15/shift), 110 boiler (12/shift) and calciner (6/shift) labour profiles against the retained core.
Forecast: Complete inductions; finalise integrated look-ahead.
The controlled register for the CELB shared-resources engagement — proposal, commercial, reporting, compliance, safety and quality.
CELB Shared Resources Business Case — South32 Worsley Issued▸
Letter of Offer and business case setting out the proposed overhead structure, opportunities and benefits, indicative costings and a volume-rebate structure. Addressed to Jeremy Gledhill, South32 Worsley Alumina, June 2026.
⤓ Business_Case_CELB_Worsley_Jun2026.pdf ⤓ Letter_of_Offer.pdfCommercial summary & indicative costings Issued▸
Option 1 (local labour + visa support): $2,522,233 ex GST. Option 2 (Perth labour + LAHA): $2,619,661 ex GST. Overhead returned at zero. Volume rebate banded 1.25%–2.00% on annual spend.
⤓ Costings_Options_1-2.xlsx ⤓ Volume_Rebate_Schedule.pdfFigure 1 — Proposed CELB shared-resources structure Issued▸
Org structure: maintenance scaffolding folded beneath the existing Worsley shutdown structure. Superintendent, HSE advisor and administration lines returned at zero cost.
⤓ CELB_Org_Structure.pdfLive reporting platform — scope & access Live▸
Reporting delivered through live dashboards drawn directly from SRG's Operations Management System — accurate, current and available to South32 in real time. Secure, cloud-based access for project leaders, South32 representatives and key personnel. Coverage:
- · Workforce tracking — movements, hours worked, availability
- · Compliance & VOC status — Pegasus verification, training records
- · Access system utilisation — scaffold and rope access
- · Progress against milestones and the maintenance plan
- · Safety metrics — incidents, near misses, hazard observations
- · Resource management — equipment usage, stock levels, logistics
Quarterly performance review — terms of reference Scheduled▸
Quarterly meetings tracking KPIs and safety indicators, addressing non-conformances and upcoming contract events, and identifying improvement opportunities.
⤓ QPR_Terms_of_Reference.pdfWorkforce compliance register — Pegasus & VOC Current▸
Verification of competency and training records for the core team. 100% current as at 19 Jun 2026. Maintained live from the OMS.
⤓ VOC_Pegasus_Register.xlsxWHS management plan & SWMS library Current▸
WHS plan, SWMS for scaffold erect/dismantle and hoist recovery, dropped-object controls and exclusion-zone procedures for material recovery at height.
⤓ WHS_Management_Plan.pdf ⤓ SWMS_Scaffold_Hoist_Recovery.pdfNDT & inspection readiness (Phase 2) Planned▸
Forward register for the NDT phase — ITPs, inspection alignment to shutdown windows, and equipment/people utilisation tracking. Populated as Phase 2 mobilises.
⤓ NDT_Inspection_Plan_DRAFT.pdf