The document provides an update on the construction progress of Kinsevere Stage II, a copper mining project in the Democratic Republic of Congo. It is reported that construction is 78% complete and on track to be finished in roughly four months. Over 1,000 workers are actively working on construction and commissioning. All areas of the plant are progressing including earthworks, buildings, mechanical and electrical works. Safety remains a top priority with an excellent record. The orphanage donation efforts of Anvil employees in Lubumbashi are also summarized, who are regularly collecting and delivering food and supplies.

1. News about Anvil Mining Limited … Democratic Republic of Congo, Canada, Australia … December 2010
| People | Explore | Develop | Mine | Grow | Sustain
At the end of November, Kin-
severe Stage II was about
78% complete and forecast to be
roughly four months from start of
production.
More than 1,000 construction and
management personnel are working
towards completion of the construc-
tion and commissioning work, and
will continue through the Christmas
period to ensure earliest practical
production of first copper. The
construction status at present is:
● Earthworks are almost fully
completed. The ponds are not yet
fully completed but work is well
advanced.
● Concrete works and brick/block
Kinsevere Stage II: 78% done
– and steaming ahead safely
Kinsevere Stage II as it was in late November, 2010
Anvil’s senior project manager ALAN WALKER gives a state-of-play update from site
IN THIS EDITION … 2: Gardens surround the office 3: Dashboard keeps a finger on our productive pulse
4-6: Hearts open to Lubumbashi orphanages 7: Matched and hatched 8: Eddie K more than just the barman
The Anvil
As the challenges of the last couple of years are
put behind us and we move on towards com-
pleting Kinsevere Stage II, it is perhaps a fitting
time to reintroduce our company newsletter, The
Anvil.
This newsletter is for us; employees of Anvil. It is
for recording what I like to call “every day great-
ness”; those seemingly simple, little things that are
being done all around the company during the ordi-
nary course of the working day and working night,
that often go unnoticed, but which are contributing
to building Anvil into a substantial mining com-
pany.
It is also for recording human interest stories of
which there are many, every day.
I invite you to take a few moments from time to
time, to pen off a few words and send them into the
newsletter. You may be surprised how interested
others will be in the stories you have to tell.
A message
from CEO
Bill Turner
► Continued on Page 2

2. 2
2
buildings are almost completed and
are expected to be finished by the
end of December.
● Structural works are mostly
completed. Handrails and flooring
is being finished off, with painting
teams busy across the site.
● Mechanical items are mostly
placed, with only a few repaired/
rectified items to be supplied. An
additional crane for the electro-
winning area has been bought and
is expected in March 2011 (before
production of first copper).
● Piping work is progressing
well, but slower than initially
planned. Particular attention is now
being given to complete full sys-
tems as needed for commissioning
of utilities and services.
● Electrical work is progressing
in all areas of the plant, but particu-
larly in the EW and services areas,
as these contain the majority of
cables and are required for the start
of commissioning.
● The control room is a prefabri-
cated building and is only expected
in December, but instrument instal-
lation has started
The project is progressing
smoothly with steady, solid pro-
gress in all areas of the plant, and
all disciplines. Several parties are
involved in the Stage II effort, the
major contractors being Ausenco,
Group 5 Projects, Trepax, MCK,
CCC and Aquatan. All of this
would be to no avail without a
skilled operations team ready to
take over the plant. Recruitment of
the full team has been accom-
plished on time by the HR depart-
ment: the operations team to run,
maintain and support the Kinsevere
operation is appointed, shift teams
are being assembled and training in
safety and operational procedures
has started. A big effort has been
taken in developing the training
materials and in translation to
French, for training of Congolese
employees.
The training materials and meth-
ods being employed are considered
to be best-in-class and should en-
sure that the personnel are ready for
active involvement during commis-
sioning of the project.
The AMCK team of commission-
ing specialists (from PPM Solu-
tions) will mobilise from early De-
cember and will assist with con-
struction inspections, commission-
ing preparations and testing to
make the handover as smooth as
possible.
All of the first fills and consum-
ables required for the plant have
been ordered; most of the minor
items have been delivered already
and the large bulk deliveries will
start in January 2011 when it is safe
to bring them into the plant.
Safety continues to be of highest
concern. The construction safety
record to date is excellent, with
almost 1.9 million man-hours
worked without a lost time injury
and the two million LTI-free mile-
stone is expected to be reached
before Christmas.
The onset of the wet season has helped the establishment of flowerbeds which now surround the mining and admin offices
► From Page 1
It is all go
on Stage
II, with
more than
1,000
people on
extended
shifts
around
the site

3. 3
3
Dashboard keeps finger on
Anvil’s performance pulse
When the global financial
crisis of 2008/9 struck, it
had the effect of exposing compa-
nies’ Achilles Heels as they battled
to keep black ink in their books.
And while less fortunate mining
companies went under during this
calamitous period, Anvil had the
advantage of having operational,
cash-producing mines – along with
the flagship Kinsevere Stage II in
an advanced stage of development.
But while Anvil survived, it was
pretty much touch-and-go as the
company’s financial position be-
came more precarious – and drastic
measures were taken to keep the
company alive.
The GFC, however, exposed the
fact that the company’s financial
controls were not as stringent as
they might have been. And in sur-
viving the GFC, it became critical
to keep management’s finger more
firmly on the pulse to staunch op-
erational or corporate financial
bleeding.
One such innovation to help keep
tabs on costs and efficiencies was
the introduction of a Dashboard at
head office in Perth. Situated cen-
trally for everyone to see at some-
time or other during the working
day, the large-screen television
presents a daily, blow-by-blow
account of what is happening at
Kinsevere, along with other indi-
rectly relevant information, as well
as a slideshow of images from site.
Behind the Dashboard’s develop-
ment were group business analyst
Troy Barclay and corporate busi-
ness analyst Andi Wolf.
“We wanted to focus on the key
performance indicators (KPIs), the
key drivers in our business –
whether that happened to be metres
drilled or tonnes mined,” said Troy.
“In the past, we would get a number
of spreadsheets emailed around to a
group of people within the com-
pany which would contain a whole
heap of stats and associated graphs.
But right now we are simply focus-
ing on the mining, crushing, HMS
processing and sale of the product.
From these figures, we can tell
whether we are on target against
budget – and whether we are going
to cover our costs or not.”
So if there is a hypothetical lag of
10% in any particular stage of the
process, plans can be made to drive
the business to make up the short-
fall. “It is all about better decision-
making,” Troy added.
Andi said that the KPIs were used
to limit the masses of numbers.
“We have hundreds, if not thou-
sands of numbers. But they don’t
always give you a full picture so we
try to reduce them to as few as pos-
sible, following the value chain.
There are leading indicators and
lacking indicators … if you just
report on profit, which is typical
financial reporting, it is all in the
past. But if we track what happened
in the mine yesterday, we are able
to ask the right questions straight
away. If you follow traditional fi-
nancial accounting, it is always
looking back, reactive. When you
have real-time information, you can
make decisions with a much more
proactive approach.”
There are six slides with informa-
tion pertaining to site operations,
share and copper price movements.
A further 14 slides contain images
of the fast-changing landscape at
Kinsevere Stage II. The pictures are
typically updated every fortnight, or
when an important new piece of
gear is installed.
The information for the
Dashboard is imported from Excel
spreadsheets into the company’s
Troy Barclay, left, and Andi Wolf with the Dashboard, which came online at Perth head office in April this year
► Continued on Page 8

4. 4
4
Employees open hearts, wallets
Irene Mwenge’s private mission to help
a Catholic girls’ orphanage in Lubum-
bashi has snowballed into a concerted
drive by expatriate staff at Kinsevere and
Perth to collect cash to buy food as often
as possible for the children who live there.
Irene, personal assistant to Anvil’s op-
erations vice president Paul Chare, has for
some time visited the orphanage regularly
with her young son, taking food and other
basic items for distribution.
Through her interaction with staff and
children at “Maison d’accuel Amani pour
filles”, word got around at Kinsevere that
this was a cause worthy of sympathetic
attention.
So when Green Team project manager
Joseph Daoud heard that a baby at the
orphanage needed urgent medical atten-
tion, he whipped out his wallet.
“Irene told me about this sick orphan.
The baby was having difficulty breathing.
Being an orphan – and sick – in Africa is
not an enviable situation, so I provided
some money for a visit to a doctor, medi-
cine and some decent food.”
Joseph stresses that it was a very small
amount of money. “Considering that
sometimes we spend more than that hav-
ing dinner and a drink.”
Needless to say, Joseph was delighted
that he was able to help restore the child’s
health. “I received pictures of the baby
afterwards, and he looked healthy, which
was a great pleasure to see. If there are
future requirements for Ezekiel Saidi, I
will be happy to help again.
“Ezekiel” is the name orphanage staff
gave the lad shortly after his birth on May
24 this year. Irene explains that Ezekiel’s
mother had health problems and was not
conscious during the child’s birth. As a
result, complications arose when the boy
ingested liquids during birth, which later
led to jaundice and fluid on the lungs.
The orphanage does not have the money
to afford doctors’ consultation fees and
medicines – and this is where donations
from people like Joseph really count.
Irene took Joseph and chief executive
Bill Turner to the orphanage during Sep-
tember 2010 – and since then, several
Anvil employees have visited the estab-
lishment.
At much the same time in the Perth
office, human resources administrator
Michelle Kirkby had begun collecting
second-hand clothes from staff, originally
intended to be sent to villages near Kin-
severe mine.
However, when she became aware of
the basic needs of the young people living
at the orphanage, it was decided to redi-
rect some of the children’s clothing there.
Generous donations were made by corpo-
rate staffers … and the clothing piled up
in Café Anvil.
Senior executives, including Paul Chare,
took it upon themselves to lug the suit-
cases and satchels stuffed with clothes
back to the Congo. They ended up in
Irene’s office at Kinsevere, who made
sure the items of clothing got to the kids.
Irene was overwhelmed, and upon re-
ceiving a large consignment from Perth,
emailed this message to the corporate
office: “I’d like to express my gratitude on
behalf of the orphanage kids, thank you so
much for all the clothes, caps and bags.
Surely, there are very few blessed people
who remember to be a blessing in some-
body else life. Thanks for caring, putting a
smile on the kids’ faces and for bringing
them a gleam of hope for a better tomor-
row. May the Lord bless you all including
your families and touch each one of you at
your point of need.”
Things then really started to take on
greater proportions. At Kinsevere, health,
safety, security and environment manager
Gavin Schiller and mine operations super-
intendent Colin Bald came up with an idea
for a competition to collect money for the
orphanage food fund. They invited site
and corporate employees to place bets on
which day the first rains would fall at site.
Gavin explains: “I’ve worked in Zambia
and betting on the predicted day of the
start of the rainy season is pretty common-
place at mine sites. So I thought, let’s do it
at Kinsevere and make it a charity event. I
figured that if I got enough people in-
volved the pool would be attractive –
someone would win half the pool and the
orphanage kids would win the other half.”
It certainly worked: A total of $325 was
raised and the competition’s winner, Mi-
chelle Kirkby, donated her winnings back
to the fund. Then, between them, Gavin
and training manager Danny Shaune gen-
erously put in a further $225, bringing the
total to $550. (Michelle correctly pre-
dicted that the first rains would fall on
October 15.)
Amazingly enough, this amount of
money was sufficient to feed the girls at
the Catholic orphanage, and the boys’ and
girls’ Methodist orphanages – a total of
120 children – for two weeks.
With the cash in the back pocket, Gavin,
Michelle, information management ad-
ministrator Lauren Santos and assistant
translator Sara Katanga set off with driver
Jacob Kisimba to buy some essentials for
each of the three institutions: two 25kg
bags of maize meal, 50kg of rice, a box of
frozen fish and 20 litres of cooking oil.
They then visited the three orphanages
in late October to deliver the food, with
At the Catholic Girls’ Orphanage in Lubumbashi are, from left, Irene Mwenge, Ron Fisher, Jacky
Numbi Kasongo, Joseph Daoud, Jan van Schaik and Alice Musasa Sambwe
Information management administrator Lauren
Santos with orphanage children

5. 5
5
to Lubumbashi orphanages
both Michelle and Lauren finding the
experience both confronting and moving.
Gavin, an Aussie who has a fair bit of
experience of Africa, was not unduly sur-
prised at the rudimentary surroundings in
which these children live.
While both girls’ orphanages appeared to
be fairly reasonably organised and clean,
the same could not be said for the boys’
facility.
Gavin said the long, narrow building
lacked decent airflow and natural sunlight.
“The building is at the bottom of a hill
near effluent – and it doesn’t smell very
good. The interior is very damp and in-
fested with mosquitos.” This hit a note
with Gavin, who had recently recovered
from a bout of malaria.
There are fewer boys in orphanages than
there are girls in such institutions in
Lubumbashi and the reason for this is
fairly simple. The boys tend to be able to
rough it out more easily as street kids,
polishing shoes or doing odd jobs. It is
more challenging for girls to defend them-
selves, let alone survive, on the streets of
the Congo’s second largest city.
Gavin and mates are determined to keep
the food donation project alive. “We’ve
agreed to take food to the kids every
month. I’ve pitched a couple of ideas to
Brendan (Moseley, metallurgy manager)
on fund-raising ideas. Michelle (Kirkby)
has undertaken to drive it from Perth, and
kick their butts to raise some money,” said
Gavin who added he was hoping to per-
suade corporate Anvil to match contribu-
tions raised by staffers.
Gavin said he felt the orphanage food
assistance should remain low key. “When
some of our national colleagues found out
what we’d done, they asked us why we’d
not invited newspaper and television jour-
nalists to report on it. But we don’t want it
to be that. It is more about personal re-
ward.”
During the course of the visits to the
three orphanages, Gavin asked Sara to
translate a single point to orphanage kids
and staff: that the delivery of food was the
result of a group fund-raising effort by
Kinsevere employees. “We got that across
to all the dorm managers and they were
very appreciative,” said Gavin.
Sara echoed this. “These kids and their
minders are just amazed at how much the
people from Anvil care about them.
Sometimes the kids feel like they have
been forgotten, that people do not know
they exist and that no-one cares about
them.”
This was Sara’s first outing to the or-
phanages but she reprised her role as
translator again in November when, after
buying food with Irene, took a group of
expatriates which included Tim “Ol’
Smoothie” Wilmott, Russell “Big Fella”
Johnstone and Michael “Luciano Pava-
Gentle giant Gavin Schiller, above, with some of the lads at the Methodist Orphanage for
boys in Lubumbashi. Pictured right is Michelle Kirkby with baby Ezekiel Saidi
Chief executive officer Bill Turner learns some of the finer points of hair-braiding from girls at
the Catholic Orphanage
► Continued on Page 6

6. 6
6
The first orphanage, reached
after an hour’s drive into and
through Lubumbashi, comprises a
walled compound containing three
single-storeyed buildings linked by
covered walkways. Upon arrival we
were met by the smiling faces of
most of the 46 girls who call this
home.
We were given a thorough tour of
the facilities by the maternal staff,
each of whom bottle-fed an infant
as they showed us around. I was
impressed by the cleanliness and
neatness of the simple furnishings.
Each neatly made bunk bed
sported a grey blanket adorned with
a large, colourful heart. Outside,
newly-weaned puppies gambolled
over food scraps while laundry
dried in the sun.
Our provisions were offloaded in
a matter of minutes and we all gath-
ered together for some group pho-
tos. Then I was handed a little bun-
dle of joy and took my place in the
photo with all the girls.
The second orphanage, for boys,
is situated in the grounds of a large
church and provides spartan accom-
modation for the lads, some of
whom were terribly slight.
Their humble accommodation
was dark and gloomy but the boys
showed their delight upon our arri-
val and gave an eager hand to carry
the heavy bags.
The sight of a juvenile carrying a
bag of meal which might easily
equal his own weight was touching.
We were shown through the ac-
commodation accompanied by
strains of full-voiced harmonies
from the church in which a lavish
wedding was being celebrated.
Our final visit of the day was to
another girls-only facility in a large
converted house. There we were
greeted by the happy squeals of a
score of children of similar age to
my very own and they quickly
transformed into a bevy of beauties;
posing for our instamatics; demand-
ing another and another and laugh-
ing at the instant replay on the little
screen. Four girls, aged from about
three to six, sat upon a fallen tree
and beckoned me over to take their
photo. As I approached, an older
sibling sprawled herself across their
feet to get into the frame, and in so
doing, all the little children toppled
backwards off the tree, landing
upside-down in a heap behind.
Forgetting the unsnapped shot I
hurried over expecting to hear wail-
ing from all quarters; but instead I
observed the pained determination
of the little people who have
learned all too early to get up and
get on with life no matter what.
As we travelled home that eve-
ning we reflected on the experi-
ence; the awkward inter-cultural
greetings (do we embrace or shake
hands?) the exuberantly happy
greetings, our struggles with French
and the orphans showing off their
English.
We discussed the importance of
making appropriate contributions to
a needy cause. In a short afternoon
visit we had met about 150 chil-
dren. Perhaps we’d got more out of
the day than the kids themselves?
In a large city such as Lubum-
bashi where most people barely
scratch a living there must be thou-
sands of orphans and children in
need of shelter, food and parenting.
We felt like we’d only just
scratched the surface …
rotti” Paul to visit the children.
This time, Irene and Sara had
$1,200 to spend buying food for the
orphanages, which was collected
through an initiative of Kinsevere
expatriates.
Process training officer Rob
Baron, who drove the fund-raising
this time, takes up the story: “A
couple of us thought we’d have
some donation boxes made, and put
them on the bar counter on Satur-
day evenings, which is when every-
one is there to feed their faces on
barbequed meat.”
Rob said that maintenance manager
Geoff Savage opened the boxes on
November 13 after two Saturdays.
“The seals on the carefully fabri-
cated boxes were unceremoniously
hacked apart, and they came up
with $1,095. The box was re-issued
to the public, and hey-presto, $5
more was donated to ring it up to a
nice round total of $1,100. But
there was more to come! A bolt out
of the blue came the following
morning in the form of another
$100 donation, to bring it up to a
rather nice-sounding $1,200.”
Thanks to the increased amount of
money raised, Irene and Sara were
able to extend the shopping list
beyond staple foods and include
some basic “luxuries” like baby
formula, toothpaste and bath soap.
A final word from Michelle
Kirkby in Perth: “A huge thank you
to everyone for getting behind the
fundraising, and your efforts in
helping us to help the kids. The
teamwork and willingness across
the company to assist in enabling us
to make the lives of these children a
little brighter and bring smiles to
their beautiful faces is greatly ap-
preciated.”
► From Page 5
Scratching the surface
Process shift supervisor/
trainer TIM WILMOT was one of a
small group of Anvil employees
who went on an outing to de-
liver food to three orphanages
in Lubumbashi (see main story
on pages 4 and 5). Here Tim,
pictured with baby Ezekiel
Saidi, records some of his per-
sonal impressions of the visits

7. 7
7
Operations vice president Paul Chare married Ai Hua in
Melbourne on November 1
Matched and hatched
THE pictures on this page reflect some of the mile-
stone events in the lives of Anvil employees. If an
event of importance occurs in your life – marriage,
birth, an award or achievement – please email an
image and details to barrya@anvilmining.com so that
we can publish the item in a future edition of The
Anvil newsletter.
If you have a story to tell, or have something inter-
esting to share with others, call Barry on 6129.
Jamie Morton spent six months on contract in the Perth office
assisting acting chief financial officer Lui Evangelista before
the appointment of CFO Philippe Monier. Here Jamie is caught
by mum Louise bathing daughter Sienna Justine, who arrived
in the world on August 8. Jamie has since been appointed
CFO for about-to-list mining company BrazIron Ltd.
Proud grandfathers in the Perth office are John Ryan, left, and Russell Boylan. John’s granddaughter, Samara Grace Duff,
arrived on October 25 and Russell’s granddaughter, Ariana Lee Boylan, arrived on August 16

8. 8
8
business analytics, budgeting and
forecasting tool, TM1. Andi ex-
plains: “We store it in TM1 and
then bring data into an appropriate
form for reporting – and then dis-
play it on the screen. The screen is
driven by a laptop which is part of
the network.”
Both Troy and Andi point out,
however, that the Dashboard repre-
sents more than an aid to decision-
making by sharing information.
Troy said that many in the corpo-
rate office had never been to site.
“Now we can show them what it
looks like, how we are tracking in
different areas and it has the effect
of pulling in everyone as part of the
same team. Bill (chief executive
Turner) can bring visitors into the
office, investors, bankers, journal-
ists whatever, and they can immedi-
ately get a picture of what is going
on at Kinsevere.”
Andi said budgets were previ-
ously done in Perth, but that func-
tion had now devolved to site. “In
mining, you cannot control your
sales. Whatever you produce, you
sell, so if you want to be better and
improve, you have to bring your
costs down. And before you bring
costs down, you first have to bring
them under control. I think we have
arrived at the stage where we have
a pretty good forecasting system.
We compare the actuals with the
forecasts and try to analyse what
the reasons for variations are – and
get everyone on board to share
accountability. When we did the
budgets from Perth and the num-
bers came out differently at site, it
was because site had limited input
in the budgeting process. Now we
try to get every head of department
at site to enter departmental num-
bers, so they are determining what
costs will be – and then they can be
measured every month, and the
variances explained.”
This also helped close the psy-
chological gap between “them” (in
head office) and “us” (at site).
Both Troy and Andi stress that
the Dashboard concept will perform
a greater role in future as Kinsevere
Stage II is up and running.
“Looking ahead, we hope to
eliminate the manual step (of data
transfer). With the new SXEW
coming on stream, we will be able
to extract the information from the
PLS system at site. Hopefully, we
will be able to draw the numbers
straight out of there and into TM1.
That is our vision for this time next
year.
“It will be real-time information.
At the moment, it is quite labour-
intensive as it takes Andi nearly an
hour to get the information up on
screen,” said Troy who, like Andi,
is satisfied with the Dashboard’s
benefits since its launch on April
16, 2010.
Bill Turner shares this view: “The
Dashboard is a great concept that
Troy and Andi have developed,
which provides everyone with the
essential information to keep ‘a
finger on the pulse’ as far as opera-
tions are concerned,” said Bill.
► From Page 3
The double life of barman Eddie K
Eddie Kadiosha is the smiling
face behind the bar at Kin-
severe’s camp at night but by
day, you’ll find him hard at work
at the University of Lubumbashi
where he is in the final stages of
completing a degree.
Eddie is in the final year of his
qualification in the science of
economics and management, dur-
ing which he is studying public
and monetary economics.
His is a five year degree, three
for the qualification and then a
further two to qualify for the
appropriate licence.
“I am now in my final year, I
am paying my own way through
university and that’s why this is a
good job for me.” Eddie is em-
ployed by Star Business Interna-
tional, which seconds its employ-
ees to do contract work for Aden,
the Kinsevere camp caterers. “I
can work at night and do my
studies during the day. Once I
have finished my qualification, I
will be able to get a good job.”
He says he has had lots of sup-
port and interest from the guys
working at Kinsevere. “I’d like to
work for Anvil one day, it would
be good experience because it is a
big company with new systems,”
said Eddie who completes his
course in July 2011.
Because his degree covers sev-
eral disciplines in finance and
management, he’d be able to
work “wherever there are num-
bers” – human resources, finance,
accounting, logistics or admini-
stration.
But, for the time being, he re-
mains the cheerful barman at
Kinsevere …
Eddie Kadiosha,
student by day,
Kinsevere barman
by night