$4.8m in savings achieved in 12 weeks over three areas

Tackled $105m of spend

Bulk earth moving productivity increased from less than 2000 ccm per week to over 3000 ccm per week within 8 weeks

Over 6.5% or $5.3 million in savings achieved on 30 non-strategic contracts with annual spend of $80 million

7 consecutive weeks above steady-state production rate within 6 months of the first blast.

The net impact on the business will be in excess of $50m per annum.

$3 million in purchasing cost reductions, with an additional $5 million identified

Daily drilling rates improved 110% (by increasing availability and improving maintenance)

A decrease in key supplier SLAs from 3 days to 3 hours, estimated to significantly further improve customer satisfaction.

Plan for reliable coal supply and strategy for negotiating a win-win outcome for both parties.

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