Reduction in the number of contractors, enabling the higher frequency and intensity of interfacing between client and contractors, and improving the sustainable economics of contractors.

High-level confirmation of potential for 15-20% value savings achievable through 15 major idea areas

Identified potential for a 15% increase in volume resulting in an incremental NPV impact of $700M

Reduction of capex to near original PFS figure – savings of over 20%

Reduction in the number of contractors, enabling the higher frequency and intensity of interfacing between client and contractors, and improving the sustainable economics of contractors.

20% improvement in EBIT

40% reduction in overtime across the site

Identified $202m in Capex reduction ideas through multiple idea generation sessions

Increase mine volumes by 6-10% with the existing equipment and crews by reducing downtime and increasing throughput rate

98% of YTD budget achieved, making budget for the first time in 5 years

Conforming bid redesigned to come in at 52% of original bid

Identified 120 ideas with an initial value of $1.2 billion through multiple Idea Generation Sessions

20% of FTE spend eliminated by (i) eliminating outcomes, (ii) reducing targeted service levels, and (iii) simplifying tasks

Additional 20% of FTE spend transferred back to the BUs for rationalisation

Separation of the 2 businesses without increased headcount

29 % decrease in G&A headcount relative to pre-merger organisation

$40 million saving in capital cost

4% increase in output above record production rates, with minimal capital spend

80% improvement in "on-spec" loop production (essential to the elimination of cathode downfall

75% reduction in cathode downfall

Over $380m of cash was delivered to the bottom line in 6 months (annualised rate of $530m)

First cash savings were flowing within 1 week of project inception

Over 100% increase in tonnes of cobalt produced from custom feed sources

Approximately $50 million in additional, annualised revenue generated

Locked in savings of ($8M) within 10 weeks.

ROM coal production raised by 45% (12.5Mtpa)

Raised the capacity of the mine’s major bottleneck, explosive loading, by 73%

Increased the potential project NPV by roughly 500%

Increased the maximum potential annual output from the mine by 50%

Improved the project’s NPV from below zero to over $250 million

20% CAPEX reduction on the primary project under review

Build the management infrastructure for a multi-billion dollar, greenfield, mining and processing site

The PIP ROCX process identifies the drivers of value

impartial diagnosis and shared pathway forward

Increasing overall weekly tonnage rate by 35%

Increasing ship loading rates

Reduced contractor spend by $30m p.a. within 4 months of being on site

Improvements have been recorded and sustained in almost all performance metrics

Performance turnaround at a leading provider of global outsourcing services

Identified areas of weakness and high risk in the approach to project execution

63% reduction in railway Wagon Total Turnaround Time (WTT)

60% reduction in Wagon Handling Time (WHT)

In eight months they had locked in $20m of savings with an additional $56m in implementation.

Total value of ownership driver trees

Reverse engineered suppliers’ costs

28% increase in ROM tonnes production rate

10% increase in prime product yield

40% reduction in loader (a bottleneck) breakdowns

11% increase in LHD availability

A number of Contract Mining Companies have engaged PIP to make improvements in their already lean businesses