Nectar Coal Handling Mozambique (NCHM) operates the Beira Coal Terminal (TCC8) on behalf of mining companies. NCHM began operations in 2011, initially facing challenges with equipment and developing workforce skills. However, through continuous process improvements, training programs, and a focus on safety, NCHM has increased terminal productivity and rates while achieving top safety performance metrics. NCHM aims to be a leader in bulk materials handling through operational excellence, customer satisfaction, and sustainable development.

1. Presentation to
5th Annual Mozambique Coal Conference
21-22 July 2014 Maputo, Mozambique
Felix Ciguenza Operations Manager Beira Coal Terminal TCC8

2. Nectar Group Limited
• Established since 1972 with Head Office in the U.K.
• Key areas of business: Bulk Handling, Bagging, Bulk
Terminal Management, Transport Logistics,
Warehouse Management and Consultancy
• Over 40 years of experience in developing regions
• Worked over 75 countries and 150 different locations
• Annually over 12 million tonnes handled
• Owner and manager of large
fleet of bulk handling equipment

3. Nectar Coal Handling Mozambique
• Nectar Coal Handling Mozambique
(NCHM) operate the Beira Coal Terminal
(TCC8) on behalf of Cornelder de
Moçambique SA and CFM
• Nectar Group Ltd. is our parent
company.
• TCC8 is a critical part of the Vale and Rio
Tinto supply chain from mine to
customer.
• We employ over 200 local employees
and another 100 indirectly through
service providers.

4. Nectar Coal Handling Mozambique Milestones
• NCHM unloaded the first train from
the Beira Rail Siding into dump trucks
in early August 2011, whilst the first
vessel was loaded in late August by
manual skips in Quay 9.
• The terminal construction and
commissioning was completed in
February and March of 2012.
• The first train unloaded to stockyard
through stacker in February 2012
• The first Vessel loaded through quay 8
ship loaders was on the 21st Feb 2012.
Average gross loading rate of 220tph

5. TCC8 Coal Terminal Quay 8 Site

6. TCC8 Unloading at a Glance
• Trains offloaded by 4 (3 duty/1 standby)
excavators are on straddles and run over
the wagons using a conventional bucket.
• The excavators are directly over the
wagons and move in the same direction
as they empty rake of 42 wagons of 63T
capacity on a single railway line.
• The excavators unload onto 4 mobile
hoppers which run on rails parallel to the
unloading conveyor.
• Each hopper has a belt feeder. All are
linked to control the flow off material
onto the unloading conveyor. To the
nominal capacity of 2000thp.
• The long travel of each hopper is
controlled by remote control by the
excavator driver.

7. TCC8 Stockpile/Reclaiming at a Glance
• Stockpiling is done by a single rail mounted
stacker unit constructed by FAMAK .
• 2 longitudinal piles (A and B) parallel to the
stacking conveyor.
• Max pile height is 12.8 meters (12.0m
working height) with a stockpile base of
49.8 meters.

8. TCC8 Vessel Loading at a Glance
• Both reclaim conveyors of 2400tph nominal capacity
feed onto a single loading conveyor that feeds into a
Splitter bin which has the dual purpose of acting as:
1. Surge capacity and
2. Split the single stream into 2 equivalent streams.
These streams feed onto 2 fixed Tele-stackers.
• The pivotal fixed Tele-stackers are capable of slewing,
luffing and have a telescopic feature at its end. This
allows for greater flexibility with varying freeboard of
the vessel with varying tide and air draft.

9. IBJ AWARD Best Terminal Nov 2013

10. IBJ AWARD Best Terminal Nov 2013
The winners of the IBJ awards are selected by an independent auditing panel of
experienced and respected judges drawn from the international dry bulk cargo
handling industry.
The judges were impressed with Nectar’s excellent operational performance in a
challenging terminal start-up situation, the emphasis on setting and maintaining the
highest standards for Health & Safety, and the on going focus on continual
performance improvement.
The other shortlisted companies in this category were Euroports, Belgium, J Muller,
Germany. Pacific Coast Terminals, Canada. Solent Stevedores, UK
Nectar faced very stiff competition from some very experienced and well-established
operators from around the world, which makes our achievement in winning this award
even more impressive.

11. Terminal Process
• People Operational Excellence
• Develop and Introduce Company
Policies = People performance
• Safety Culture and Felt Leadership.
• Continuous Process Improvements.
• Risk analysis, Identify High Risk
activities and develop Critical Safe
Procedures then rollout to workforce
with individual training plans.
Organisational Startup Priorities
Steps to deliver high performance Terminal Operations
Equipment + People = Operational Process

12. Organisational Startup Priorities
Terminal
Process
• Workforce development to aligning “skill set” with
business requirements.
• Immediate Implement a workforce career paths and
succession plan.
• High absenteeism.
• High employee turnover.
• Equipment = Continuous Process
Improvements……THIS is EASY
Steps to deliver high performance Terminal Operations

13. Política para fumadores
A politica para a “Proibição de Fumo” aplicada na Nectar Coal
Handling Moçambique
The following areas are NON SMOKING areas:
As seguintes áreas são áreas de ”Proibição de Fumo”:

Todas as áreas com ar-condicionado

Escritórios, cabines de trabalho e salas de conferências

Control Room

Dentro dos FELs, Escavadeiras e Cabines de controle do Stacker.

Todos os compartilhado veículos da empresa.

Áreas reservadas para as refeições

Áreas identificadas especificamente como perigosas e subestações
elétricas
Qualquer área com o sinal de proibição "Proibido fumar" ou áreas fechada.
Principais Regulamentos da Terminal TCC8
 Nunca coloque em risco a vida de ninguém, incluindo a sua.
 Nunca deixe ninguém trabalhar num ambiente de risco.
 Fornecer e seguir todos os procedimentose críticos da segurança no trabalho seguros.
 Opere a maquina somente quando competente e credenciado
 Nunca venha ao serviço sabendo que estás sob influência de álcool
 Não consumir ou fornecer álcool ou possuir drogas ilícitas no site.
 Não abusar ou ameaçar fisica ou verbalmente a ninguem
 Não entre com arma de fogo ou armas não autorizadas no local.
 Não roube,defraude ou cause deliberadamente danos materiais as pertenças da TCC8,
dos outros funcionários ou visitantes no terminal.
O não cumprimento destas regras pode levar a acção
disciplinar ou despediment
Responsabilidade Ambientais da Terminal
TCC8
TCC8 espera se que todos funcionários, fornecedores e visitantes no site para
agir de modo ambientalmente responsável.
A empresa compromete-se a:
 Sensibilizar todos os colaboradores e prestadores de serviços para garantir que eles
compreendam as responsabilidades ambientais e responsabilidades nas suas áreas
de serviço.
Company People Policies
Visão do Grupo NectarNossa visão é sermos reconhecidos pelos nossos clientes e dentro da comunidade marítima, como um
dos melhores ensacadores do granel e manuseio de granéis sólidos empresas operacionais dos terminais
do mundo
Para alcançar esta visão, iremos:
Clientes
 Proporcionaremos serviços fiáveis, com custos competitivos de transporte total & soluções
logísticas relacionados com o objetivo de maximizar a satisfação do cliente e fornecer um serviço
de classe mundial.
 Maximizar a satisfação do cliente através da compreensão das necessidades dos clientes,
fornecendo serviços confiáveis e consistentemente atender e superar as expectativas dos clientes.
 Oferecer serviços eficazes com valor acrescido, onde há uma demanda por exemplo, temporizacão
dos serviços do armazenamento, capacidades de armazenamento, logística, rastreabilidade de
cargas, etcExpedição / Comunidade Financeira
Atingir um crescimento com rentabilidade consistente de modo a fortalecer
TCC8 Tratamento Justo dos Trabalhadores
na Terminal.
 A Companhia proíbe a discriminação em qualquer decisão relacionada com o trabalho,
com baseada na raça, cor, nacionalidade, religião, genero, deficiência física ou mental,
condição médica (relacionada ao câncer ou características genéticas), ascendência, estado
civil, idade, orientação sexual , ou cidadania
 A Companhia esta comprometida em criar iguais oportunidades de emprego e um
ambiente de trabalho onde cada funcionário é tratado com justiça, dignidade e respeito.
 A Companhia acomodará as limitações físicas e mentais ja conhecidas dos indivíduos de
uma ou doutra maneira qualificados com deficiência. Se um indivíduo necessita
acomodações ou assistência , ele ou ela deve entrar em contacto com os recursos
humanos.
 A Empresa não tolerará assédio ou discriminação por qualquer pessoa com base nas
diversas características ou culturas daqueles que trabalham para a Companhia
 Qualquer forma de violência no trabalho ou assédio sexual é estritamente proibido
 Para os trabalhadores que observarem ou sofrerem qualquer forma de discriminação,
assédio ou violência, a Companhia dara uma série de formas de reportar o incidente,
incluindo sem exclusão o supervisor de linha, Director e Director de Recursos Humanos.
.
Group Vision
Core Values
Principle Rules
Environmental Policy
Drugs and Alcohol Policy
Safety and Environmental Policy
Human and Vehicle interaction
Nectar H&S Induction document
Nectar Fair Treatment Policy
Nectar Code of Conduct
Risk Assessment

14. TCC8 People Safety Strategy
Excellent in Safety transcends into ALL aspects of
Operational Excellence

15. TCC8 People Safety Strategy

16. Safety Culture
High quality SHE is about achieving the appropriate
“Safety Culture” within our Organisation

17. What is “Felt Leadership”

18. The Evolutionary Model of a Safety Culture

19. People Risk Management
Elimination
Substitution
Engineering controls
Personal Protective Equipment

These Controls are
normally associated
with Equipment
and CAPEX. And
incorporated in the
design stages
Administrative & PPE controls  People
Administrative controls are changes to the
way people work.
• procedures,
• employee training,
• signs and warning labels.
Administrative controls limit or prevent
exposure to the hazards,
Examples. alcohol breath tests. Higher
frequency Mobile Equipment Brake
inspections. Etc.
Terminal has many inherited risks
Mobile and Fixed Equip >> Interactions
Mob Equip >> People Interactions
We are accountable for what we CONTROL

20. TCC8 Safety Results
Top Percentile in industry equivalents
Fatality
(0)
Lost Time
Injury (2)
Medically
Treated Injury
(5)
All Injuries (14)
August 2011 to June 2014
Fatality
Frequency
Rate
LTFIR
MTIFR
AIFR
0
1.39
4.17
9.7

21. Equipment Process Improvements
• Hopper feed belt redesign
• Belt protection from foreign metal damage from mine
• Installation of Unloading Hopper Grillages
• Improvement in Metal Magnet remover.
• High quality Metal detector with internal intelligence.
• Improved Pull key devices.
• Hopper and chute wear liners redesign and installation of low
friction coefficient wear plates.
• All new projects require some level of equipment redesign on start up of operations.
• Proactive Root Cause Analysis  Small step continuous improvements.
• Start up productivity was low and major redesign work was required to increase
productivity levels to design Nominal Capacity.

22. 14 x Hopper Feed belt redesign
Feed belt motors continually stalling. Insufficient power on start up to overcome
the friction of material inside hopper.
Hopper opening reduced from 950 to 720mm with engineering rework on
hopper throat.
Unloading: In the initial stages we had 7
stalled motors/month. After
modifications Nil. Net Unloading rate
have gone from 560tph to 1290tph. 14hr
delays per month eliminated.
Vessel Loading: Averaging approx. 88
stalled motors/month in the initial stages.
After mod nil stalled. 44hr delays per
month eliminated. Loading rates from
400tph to 800tph.
0.0
100.0
200.0
300.0
400.0
500.0
600.0
700.0
800.0
900.0
1,000.0
Equipment Process Improvements

23. Belt Protection from foreign debris.
First 12 months of operations resulted in $US 1.5M dollars worth of belt damage
due to ripped conveyors from foreign debris.
Equipment Process Improvements

24. Equipment Process Improvements
Installation of Unloading Hopper Grillages
First 12 months of operations resulted in $US 1.5M dollars worth of belt damage
due to ripped conveyors from foreign debris.

25. Equipment Process Improvements
Improvements in Metal Magnet remover.
First 12 months of operations resulted in $US 1.5M dollars worth of belt damage
due to ripped conveyors from foreign debris.
• Trough frame converter to non
magnetic stain less steel.
• Rollers under magnet converted to
non magnetic material
• Trough angle reduced from 45 to
35 degrees
• Magnet height reduced 200mm to
increase magnetism and extraction
efficiency.
• Extraction efficiency improved 85%

26. Equipment Process Improvements
High quality Metal detector with internal intelligence.
First 12 months of operations resulted in $US 1.5M dollars worth of belt damage
due to ripped conveyors from foreign debris. PLUS Downtime
In the 1st 4 months of operations. Metal detector have
detected 120 assorted pieces of metallic metals.
Approximately 30 pieces had the potential to damage the
belt.

27. 0
500
1000
1500
2000
2500
3000
3500
Jan-13 Feb-13 Mar-13 Apr-13 May-13 Jun-13 Jul-13 Aug-13 Sep-13 Oct-13 Nov-13 Dec-13 Jan-14 Feb-14 Mar-14 Apr-14
LostMinutes/Mt
Pull key delays on Unloading Sequence
Jan 2013 to April 2014
Minutes lost per Million tonnes (mim/Mt)
Installation of New Style
Pull keys on CV101 and UHoppers
Equipment Process Improvements
Over-sensitive Pull Keys: The Pull Key type on the main unloading conveyor was not suitable.
By its design during unloading a certain amount of spillage from the excavator, wagon or hopper
is unavoidable.
Due to their excessive sensitivity the Pull Keys create nuisance alarms and unnecessary
conveyor shutdowns when the spillage coal falls on top of the Pull Key wires, which due to their
positioning happens multiple times per day. The accumulated delays was reducing terminal
capacity.

28. Equipment Process Improvements
A combination of “high moisture” and a “high
fines content” from Tete coal >30-40% -1.0mm
has a negative effect on the bulk flow
characteristic during handling at the Terminal.
Meteorological conditions during the “wet
season” has a negative effect on the coal moisture
and therefore the negative flow characteristics
through chutes/hoppers.
A high frequency of blocked hopper and chutes
due to the sticky nature has led to a high incident
of spillage and delays.

29. Equipment Process Improvements
Blocked Hopper. Material
hanging on walls during
unloading.
Installation of low friction coefficient
UHMW Plastic. Eliminates material
hangup and blocking in Hoppers
Blockages in Hoppers

30. Equipment Process Improvements
Blockages in Chutes
• Tunra Bulk handling testing.
• Modeling from data collected.
• Concept on chute modification agreed
on.
• 3 pronged approach.
• Use of LFC Alumina Ceramics.
• Maintain coal stream in a narrow
stream.
• Reduce speed of coal just before
exiting chute so Speed of coal =
Speed of conveyor belt.
• Trial chute will be installed soon to
prove modeling predictions.

31. Our People are our Strength.
Developing
our people
with training.
Training and
more
TRAINING…….
Skill set of
employees
had to be
developed
from day ONE!
Full time
Trainer at
worksite
developing
employees by
continuous
training.
Training
modules
developed and
linked to
career path
promotion and
succession
plan.
Promotional ability
has reduced
employee turnover.
Resignations in
2012 (18). In 2013
only (9) . So far in
2014 only (2) have
resigned.
Develop employee and
organisational capability
to identify employee
development needs for
current roles to ensure a
ready supply of talent for
key roles in the FUTURE

32. Our Results – Productivity
T/hr
Train unloading Terminal Productivity t/h

33. Our Results – Delays
0:00
48:00
96:00
144:00
192:00
240:00
288:00
MinutesLost/1Mt
Unloading Terminal Delays

34. Summary
Combination of Equipment + People = Operational EXCELLENCE
As managers we are only ACCOUNTABLE for what we control
Do More with Less.
Modifying peoples behaviours requires NO Capital
Root cause analysis. Break down problems to manageable pieces.
• Collect the Data
• Plan Act Check Do MODEL
Continuous IMPROVEMENT never stops