3
personnel experienced in start-up operations. At this stage,
the in- house team is typically not yet prepared to operate
the plant autonomously, as daily operations involve vari-
ous challenges and unexpected events. This situation cre-
ates a gap, as illustrated by the bars in Figure 1, which, if
not adequately addressed, can result in delays in achieving
targets, operational hazards (HSE), crew frustration, and
substantial financial burdens.
In large mining companies with multiple assets and
frequent new projects, the HR gap shown in Figure 1 may
be addressed by a dedicated team of specialized profes-
sionals. These individuals travel from one start-up site to
another, ensuring consistent methods and company culture
are applied across all locations. However, this approach is
uncommon for most mine start-ups, where a commission-
ing team often needs to be assembled from scratch. In addi-
tion to having different disciplines and appropriate staffing
levels, the commissioning team should also exhibit a range
of skills and personalities that differ from those of the typi-
cal plant and management team that will eventually oversee
the plant operations in the long term.
Mining engineering is a practical and conservative field,
often cautious about adopting new, unproven technologies
and methods. This mindset is prevalent among engineers
and professionals, even at the undergraduate level. Webber-
Youngman and Callaghan (2011) studied a promotion of
young mining engineers, characterizing the profiles using
Hermann Brain Dominance Index (HBDI). The results,
shown on the right circle of Figure 2, reveal a strong profile
polarization toward the A quarter (Analytical) of the HBDI
model.
This type of profile is generally adequate for process
engineering and steady-state plant operations. However,
for plant start-ups, a broader range of skills are required, as
illustrated on the left circle in Figure 2):
• Relational skills:
– To build trusted relationships during training and
companioning, to respond positively to stress, and
to handle challenging, transitory situations
– To lead, inspire, and ensure cohesive collaboration
among all stakeholders.
• Experimental skills: To identify solutions to unusual
or unexpected challenges and rely on intuition for
quick decision-making
• Practical skills: To integrate methods and solutions
drawn from prior experiences, including start-ups
and challenging operational challenging situation.
The atypical skills are essential to navigate the unique
demands of plant start-up phases effectively.
In addition to requiring a broad spectrum of profiles,
the start-up team should integrate several key disciplines:
• Manager: The commissioning manager must bring
all stakeholders together, including the client, and
manage expectations effectively
• Mechanical and electrical commissioning team:
This specialized crew, separate from the construc-
tion team, is dedicated to proofing that each piece
of equipment is ready (pre-operation verification or
POV))
• Circuit commissioning team: Usually composed of
end-users, such as metallurgists or process engineers,
Figure 2. Ideal HBDI Index for a commissioning team (left)vs Typical mining engineering group
distribution (Webber-Youngman and Callaghan, right)
personnel experienced in start-up operations. At this stage,
the in- house team is typically not yet prepared to operate
the plant autonomously, as daily operations involve vari-
ous challenges and unexpected events. This situation cre-
ates a gap, as illustrated by the bars in Figure 1, which, if
not adequately addressed, can result in delays in achieving
targets, operational hazards (HSE), crew frustration, and
substantial financial burdens.
In large mining companies with multiple assets and
frequent new projects, the HR gap shown in Figure 1 may
be addressed by a dedicated team of specialized profes-
sionals. These individuals travel from one start-up site to
another, ensuring consistent methods and company culture
are applied across all locations. However, this approach is
uncommon for most mine start-ups, where a commission-
ing team often needs to be assembled from scratch. In addi-
tion to having different disciplines and appropriate staffing
levels, the commissioning team should also exhibit a range
of skills and personalities that differ from those of the typi-
cal plant and management team that will eventually oversee
the plant operations in the long term.
Mining engineering is a practical and conservative field,
often cautious about adopting new, unproven technologies
and methods. This mindset is prevalent among engineers
and professionals, even at the undergraduate level. Webber-
Youngman and Callaghan (2011) studied a promotion of
young mining engineers, characterizing the profiles using
Hermann Brain Dominance Index (HBDI). The results,
shown on the right circle of Figure 2, reveal a strong profile
polarization toward the A quarter (Analytical) of the HBDI
model.
This type of profile is generally adequate for process
engineering and steady-state plant operations. However,
for plant start-ups, a broader range of skills are required, as
illustrated on the left circle in Figure 2):
• Relational skills:
– To build trusted relationships during training and
companioning, to respond positively to stress, and
to handle challenging, transitory situations
– To lead, inspire, and ensure cohesive collaboration
among all stakeholders.
• Experimental skills: To identify solutions to unusual
or unexpected challenges and rely on intuition for
quick decision-making
• Practical skills: To integrate methods and solutions
drawn from prior experiences, including start-ups
and challenging operational challenging situation.
The atypical skills are essential to navigate the unique
demands of plant start-up phases effectively.
In addition to requiring a broad spectrum of profiles,
the start-up team should integrate several key disciplines:
• Manager: The commissioning manager must bring
all stakeholders together, including the client, and
manage expectations effectively
• Mechanical and electrical commissioning team:
This specialized crew, separate from the construc-
tion team, is dedicated to proofing that each piece
of equipment is ready (pre-operation verification or
POV))
• Circuit commissioning team: Usually composed of
end-users, such as metallurgists or process engineers,
Figure 2. Ideal HBDI Index for a commissioning team (left)vs Typical mining engineering group
distribution (Webber-Youngman and Callaghan, right)