Portfolio Operating Model

A major iron ore portfolio ran without a common structure across scheduling, reporting and assurance. It was rebuilt around one, so that capital decisions across more than A$11 billion of committed and pipeline investment drew on a single, consistent view.

Closure Liability Governance

Mine closure liabilities exceeding A$5 billion across several Pilbara assets sat outside any clear governance, a material financial and reputational exposure. A steering committee was established to bring those liabilities, and the decisions behind them, under board-level oversight.

Investment Acceleration

A$2.1 billion iron ore investment was carrying timeline risk and rising study costs. Independent due diligence brought the timeline forward by more than eighteen months, and avoided around A$15 million in study costs.

Joint Venture and Co-management

A$2.7 billion iron ore joint venture between a major Australian miner and a Chinese steel partner needed a partnership built to hold for decades. Australia's first nationally recognised co-management framework with Traditional Owners was designed for it, and built into the governance of the venture itself.

Investment Decision Refresh

A$2.1 billion iron ore development needed one decision framework connecting strategy, capital and Traditional Owner considerations before final investment decision. The framework shortened engagement timelines, lowered the risk carried into the investment, and was later adopted across the portfolio.

Brownfield Capital Case

One of the largest brownfield mining developments in Australia in the past decade needed capital governance and Traditional Owner engagement established from feasibility through to final investment decision. That groundwork carried the project into execution.

Regional Water and Closure Strategy

Major Pilbara operations needed a long-term strategy bringing together environmental obligation, community engagement and closure liability. The framework that resulted moved environmental obligation out of a parallel process and into capital decisions as a governed input.

Workplace Conduct Reform

A major Australian miner needed serious cultural reform addressing discrimination and harassment across its operations. The reform streams led there became the foundation of the company's wider cultural change, and shaped industry practice well beyond it.