EMAL Dedicated To Excellence Aluminium Middle East Dubai, U.A.E Tuesday, April 23 rd, 2013.

EMAL

Dedicated To Excellence

Aluminium Middle East

Dubai, U.A.E

Tuesday, April 23rd , 2013

2EMAL Dedicated To Excellence

Established in 2007 under the leadership and patronage of

H.H. Sheikh Khalifa Bin Zayed Al Nahyan, President of the UAE.

EMAL

Tuesday, April 23rd, 2013 Aluminium Middle East, Dubai, U.A.E

EMAL Dedicated To Excellence

On the completion Phase ll, EMAL will be the largest Greenfield, Single-Site Aluminium Smelter in the world

Project aligned to 2030 Abu Dhabi strategic vision

Flagship of the UAE’s diversification and industrialisation strategy

Investment

Phase l $5.7B

Phase ll $3.8B

JV between MUBADALA and DUBAL

To be built in 2 phase with a total capacity of 1.4M t/PA

Developed in Khalifa Industrial Zone Abu Dhabi (KIZAD) - Aluminium Cluster.

Allocated area of 6 sqkm.

EMAL

3 Tuesday, April 23rd, 2013 Aluminium Middle East, Dubai, U.A.E


EMAL Production Capacity



Thousands

Regional Production


EMAL Phase I Construction

565,000 m3 CONCRETE2 Emirates Palace

75,000 t. STEEL6 Eiffel Towers

Cover 66 Soccer Fields500,000 m2 CLADDING

Over 2,000 EMPLOYEES

Recruited for EMAL operations

More than 50 nationalities

All backgrounds (Engineering, business, management)

Highly experienced (Dubal, Alcoa, Rio Tinto,…)

Smelter to Istanbul3,000 km of E. CABLES

Supplying equipments and machineries

OVER 40 countries

44,000 t. Aluminium160 Airbus A380

~ 90 Millions Man-Hours

24/7 hrs. WORK

Local and internationalOver 60 Contractors

6Tuesday, April 23rd, 2013 Aluminium Middle East, Dubai, U.A.E


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EMAL Dedicated to Excellence


FOUNDING Business Systems

CONTINUOUS IMPROVEMENT

Business Systems

EMAL OPERATIONS

FOUNDATION BUSINESS SYSTEMS




Power Plant

Shipment4

Coke

Pitch

Alumina

Reduction Casthouse1 2 3

9

36 anodes/cell, Replaced every 32 hrs

Aluminium Production Process


Foundation Business Systems

EMAL launched a number of “Foundation Systems” to transform from a massive construction site to an Operational marvel.

These included:

1. ORP framework – October 2007

2. CEO Dashboard – May 2008

3. Defining and Living the Core Values – July 2008

4. The A3 initiatives – May 2009



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1.0 Operations Readiness Plan (ORP) Framework



ORPHuman

Resources

Production Management

Conversion Cost

Supply and Logistics

Training

Recruitment

Induct

Raw Materials

ConsumablesSpares

IdentifyCatalogue

Store

Categories

Monitoring

Budget

PoliciesKPI

SOP

Order

2.0 CEO Dashboard



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4.0 Living the Core Values

• Everything can be improved

• Investing in today for tomorrow

• Protection of the environment

• Safety first, last and always

• We respect individuals and their differences and value local culture



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5.0 The A3 Initiative

• A3 is a strategically driven document where following points are articulated– Business Case– Present condition– Future Desired Condition (FDC)– Action Plan to move towards FDC.

• Strategic A3 articulates the Future Desired Condition (FDC) in terms of Balanced Score Card dimensions.

• All Divisions develop their Strategic A3 in line with the vision of the CEO.



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5.0 The A3 Initiative

BUSINESS CASEFUTURE DESIRED

CONDITION (FDC)

PRESENT CONDITION

ACTION PLAN TO GET THERE



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Power Plant



1 - Power Plant – Electricity Production• Since commissioning the Power Plant has generated, 30 Billion kWh (30 Million

MWh) which is equivalent to 8 days US domestic electricity consumption or 7 months state of New York domestic consumption.

• Likewise 30 Billion kWh is more than a Typical Development Country’s annual electricity consumption and more than 40% of UAE annual electricity consumption.

• As of 2012, 30 billion kWh is more than 80% of Dubai annual electricity demand and almost 50% of Abu Dhabi annual electricity demand.

2 - Power Plant – Water Production• Achieved 800,000,000 IG of water production on March 4th, 2013 and is targeted to

reach 1 billion gallons by mid-September-2013, which will be significant milestone.

The above has been achieved without single LTI in the Power Plant since the beginning of Operations in 2009.

Reduction Team

• EMAL achieved Steady State Operation, reached 1 million ton milestone on

November 17, 2011.



Reduction

• In February 2013, EMAL achieved 2 million metric tonnes of hot metal. This is a unique achievement by EMAL, compared against ,any other smelters. More importantly, not a single cell failed since the first cell started on December 2nd, 2009.

• Major upgrade project completed in September 2012, when EMAL Potlines reached 380 kA operation. This took production capacity to 800,000 of hot metal per annum. The upgrade was achieved without compromising EMAL’s core values particularly safety of our workforce (both direct and contractors).



Cast House



Cast House

Casthouse - Two Million Tonnes of Finished Production• On February 24th 2013, EMAL casted two millionth tonne of finished production.

• The aluminum product that realised this remarkable event was long length billet delivered to a local, UAE, customer who produces aluminum extrusions.

• To put it into perspective, two millions tonnes of aluminium could be used to make:– 11,600 Airbus A380 aircraft– 12.5 million automobiles– 125 billion CDs– 157 billion beverage cans

• EMAL has in a comparatively short time frame become a respected supplier of quality aluminum products to over 150 customers around the globe. EMAL is rapidly becoming a benchmark for the industry. This is a reflection of the commitment and dedication of the workforce and the quality of the leadership



Carbon, Lab and Port (CLP)

One Millionth Anode• The Millionth Anode casting was achieved on February 22nd, 2013.

• A continuous effort by the whole CLP team is the major contributor for this

achievement.



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EMAL OPERATIONS

CONTINUOUS IMPROVEMENTBUSINESS SYSTEMS



Continuous Improvement towards Operational Excellence



EMAL continues to move towards Operational Excellence using Lean Manufacturing Principles. Programs already running successfully include:

1. Suggestion Scheme (11310 suggestions presented, 42% implemented, 85% participation rate)

2. Kaizen Event initiatives (15 Kaizen Events successfully organized in all areas)

3. Problem solving A3 (247 A3 Problem Solving effectively Opened, 135 closed)

4. WOT 2.0 – Time motion studies (32 SOP’s reviewed and improved with Standard Times and waste elimination)

5. 5S workplace organization and work design across EMAL (500 walkarounds conducted, 24 winners of the monthly 5S competition)

6. Lean Manufacturing techniques and tools– May 2010

7. TPM – September 2012

8. Asset Management (to be launched – 2014)


EMAL is awarded Gold Occupational Health & Safety Award



RoSPA Achievement Awards


RoSPA is The Royal Society for prevention of Accidents; Patron Her Majesty the Queen-UK

Achievement awards are International and non-competitive based on the organisation's individual occupational health and safety performance assessed against the judging criteria.


EMAL, through TPM principles and techniques, is principally focused on progression from “Breakdown” towards “Proactive” Maintenance.

Operational Excellence - Last addition

Time

Emal Greenfield

Startup and ramp up Focus on Operational and

Maintenance Excellence

Focus on System Optimisation

Con

tin

uou

s

Imp

rovem

en

t

System Design and Planning

Asset Management

(2014)

Start up and Ramp up

Steady State Cost Control

Construction and Commissioning

TPM


EMAL Dedicated To Excellence Aluminium Middle East Dubai, U.A.E Tuesday, April 23 rd, 2013.

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