How EMESRT Operates

Governance framework

Whilst EMESRT is not a registered entity, it is committed to ensuring that its practices reflect good governance.

EMESRT aims to deliver practical outcomes at an industry level, with a work program that involves delivering specific projects. EMESRT’s Advisory Group members, who are senior managers in their respective organisations, make contributions based on their availability, experience and expertise.

Secretariat and financial management support is provided on a fee-for-service basis by a third-party provider. Expert consultant support is sourced as required.


EMESRT membership is open to mining companies and the members provide the direct funding for EMESRT activities through an annual membership fee. The fee is set based on a 24-month rolling activity and project plan, which is reviewed annually.

Significant value is contributed from the in-kind involvement of all stakeholders in the many related project activities. This includes coordinating and connecting work already in progress by other organisations. Indirect funding is accessed via groups such as ACARP’s coal industry research, university research, and other technical research and development conducted by other organisations.

Each year performance against the EMESRT Success Factors is reviewed at the annual planning workshop and outcomes reported to industry through this report. As required legal reviews that consider liability and anti-trust issues are undertaken for EMESRT projects and important communications.

EMESRT Advisory Group members are aware of managing anti-trust issues at all meetings and the information below is communicated in all EMESRT workshops and other industry forums. These processes have been in place since OEM engagement work commenced in 2006.

Risk management

In scope, EMESRT will:

Out of scope, EMESRT will not:

  • Focus on design of earth moving equipment in surface and underground mines
  • Provide aligned design expectations based on risk
  • Involve interested mining companies in the industry
  • Share openly with all interested OEM’s and other third-party suppliers
  • Listen, consider and value OEM and third-party supplier contributions
  • Provide information on leading practice to OEM’s and third-party suppliers
  • Share leading practice to assist mining equipment users in achieving health, safety and environmental compliance goals
  • Discuss commercial issues or anything of an anti-trust nature
  • Provide approval for OEM or third-party designs
  • Share OEM confidential information with other OEM’s or third-party suppliers
  • Impose adoption of solutions on member company sites

Continuity and renewal

One of EMESRT’s significant strengths is the continuity of its representatives from member organisations. A core group of company representatives were responsible for establishing EMESRT and have remained involved.

Each has made significant contributions to developing the reach and profile of EMESRT and supported the evolving operational processes that can deliver successful industry-level projects. Importantly, they have established and maintained good relationships with senior managers in OEM’s and industry third-party supplier organisations.

One of the most important challenges facing EMESRT is capturing the core representatives’ decades of effective work so EMESRT can continue beyond its original cohort of pioneers. Meeting this challenge has required formalising and updating EMESRT’s operational processes as well as documenting the journey of current and past projects to provide insights into the activities that made a real difference in improving outcomes for users.hips with senior managers in OEM’s and industry third-party supplier organisations.

The effectiveness of EMESRT’s approach for engaging with and influencing organisational decision-makers is reviewed at each EMESRT strategy and planning review meeting.

While EMESRT’s role within the industry is well understood and highly regarded by senior OEM leaders and other industry supplier organisations, it has a lower profile in mining companies, including those that are members.

This uneven profile was reconfirmed during ongoing collaboration with the ICMM ICSV program in 2021, where senior OEM manager participants consistently and publicly endorsed EMESRT’s successes and ongoing relevance.

This situation reflects EMESRT’s underpinning philosophy of focusing on delivering useful outcomes. However, the EAG is working to increase EMESRT’s profile and influence with all stakeholders, to increase capacity and support project outcomes.

Relevant stakeholders include research organisations internationally, regulators, industry associations and senior managers in operating mining companies (including EMESRT members).