Breakthrough shutdown strategy

Client: Gold producer
Location: Papua New Guinea
Duration: four months


Our client wanted to strengthen its business position and capitalise on rising gold prices without compromising safety, operational reliability, or financial performance. The site leadership team believed the organisation’s shutdown strategy presented several potential opportunities to increase plant uptime and boost operational stability. The large gold miner sought out Minset’s team of highly experienced shutdown experts to help redesign and reset its shutdown strategy and direction.


Leveraging Minset’s partnership philosophy and practical approach, the team:

  • Reviewed and assessed assets, strategies, and processes using asset criticality and risk profiles to ensure the right work was completed at the right time.
  • Identified shutdown strategy options that safely and cost-effectively optimised production, reliability levels, and asset maintenance practices.
  • Engaged with plant area engineers to identify potential equipment modifications to transition to the preferred shutdown strategy.
  • Used the client’s production-based financial modelling to weigh up the options and provide a solid decision-making framework for the local leadership team.

Minset collaborated with site personnel to demonstrate that shifting from four shutdowns to two major and two minor events each year could generate millions of dollars in extra revenue through increased stability, higher production, and longer periods of operation.

Minset’s pragmatic and balanced approach ensured the right work was identified, supported, and successfully executed. Working side-by-side with site leaders, Minset identified gaps and areas for improvement so the organisation could quickly and safely move to the new shutdown cadence and implementation plan. The comprehensive plan strengthened existed processes and suggested a new team structure, roles, and capabilities. It also streamlined shutdown logistics, accommodation managment, and reviewed site access. Importantly, it also delivered more effective progress tracking and reporting and monitored the site’s state of readiness through an innovative digital shutdown management system.



  • Efficiently engaged teams across the site so they could contribute, identify transition requirements, and promote buy-in
  • Identified and addressed capability gaps


  • Implemented a digital shutdown management software system to drive greater planning, visibility, and real-time decision-making
  • Implemented a sustainable shutdown process to support new strategy delivery


  • Increased plant uptime and extended periods of operational stability
  • Forecast annual revenue increases of $30m+
  • Delivered improvements with minimal additional CAPEX investment