...SUMMARY OF CASE STUDY –LEADING THE RECUE OF THE MINERS IN CHILE MASTER OF ARTS PROJECT PLANNING AND MANAGEMENT LDP 604: Project Planning Design and Implementation BY MWAURA CAROLINE GATHONI L50/82458/2015 A Term Paper Submitted in the Partial Fulfilment of the Requirements for the Award of Masters Degree in Project Planning and Management University Of Nairobi October 2015 INTRODUCTION: The case study is an account of the rescue crew’s efforts of 33 miners, trapped in a medium sized copper and gold mine in Chile. The narration is derived from interviews that the authors conducted with various people who played key roles in the rescue mission. Mining in Chile is not a novelty; it is a country rich in mineral resources and the world’s largest producer of copper. Mining accidents had been recorded in the past some of which ending in tragedy. The locality in which the mining disaster occurred – The Atacama Desert region alone hosted 884 mines. The events relayed in the case study commence on August 5, 2010 to October 13th 2010, when the operation was crowned with a victorious. The sheer tenacity and preciseness of the rescue team led by the Chilean mining minister Laurence Golborne has been compared to that of the National Aeronautics and Space Administration’s (NASA’S) efforts in April 1970 when they successfully returned the damaged...
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...Leading the Rescue of the Miners in Chile Disaster struck on August 5, 2010. Thirty-three miners, drilling 700 meters (2,300 feet) below the surface, were entombed by a massive cave-in. They had been working in a medium-sized copper and gold mine beneath the moonlike wilderness of the Atacama Desert near the city of Copiapó, Republic of Chile (Chile), some 800 kilometers (500 miles) north of the country’s capital, Santiago. Chilean Mining Minister Laurence Golborne had arrived in Quito, Ecuador, at 9 p.m. that same day with Chilean President Sebastián Piñera on a state visit. At 11 p.m., Golborne’s smart phone came to life with a message whose brevity spoke urgency: “Mine cave-in, Copiapó; 33 victims.” Golborne informed the president the next morning and flew on commercial air flights to Lima, Peru, and then to Santiago. He then took a Chilean Air Force (FACH) flight to Copiapó, and, from there, he was driven some 45 kilometers to the mine, finally arriving at 3:30 a.m. on August 7. Piñera, a business-friendly Chilean president inaugurated on March 11, 2010, had recruited Golborne, an engineer, entrepreneur, and corporate executive, to serve as Chile’s minister of mines. Golborne had served as chief executive of Cencosud S.A., a large retail firm, and under his leadership, the company had increased annual sales ten-fold, entered the Brazilian, Colombian, and Peruvian markets, and opened two new business lines, including financial William and Jacalyn Edgar Professor of Management...
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...communication strategy is audience segmentation (Gupta, 2011). Audience segmentation will allow the spokesperson to speak to key market segments, which have different concerns than other segments. In the example of the Chile mine collapse the main segments are; Chile mine owners, trapped miners, family members, media, Chile government, and the corporation’s employees. In the case of the Chile mine collapse the owners did not have a crises management plan in place to handle the crises. They failed to handle the crises communication, contingency planning, containment, and had no plan for a resolution. The troubled mine owners even attempted to hide the fact of the collapse but were unsuccessful thanks to the miner’s families. The families of the trapped miners who built a camp near the accident site played a vital role to draw their government attention to the problem. The president of Chile instructed the state secretaries to take direct charge of the rescue mission (Meza, Vidal, 2011). The Chile Government proved to be very effective in the ability to handle the crises. They successfully segmented the stakeholders and maintain control of the messages for each segment. Once the location of the miners was found and the Chile government knew all 33 of the miners were alive they established communication methods to...
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...Primera in northern Chile, which trapped 33 workers for two months (Weik 2010). The workers were trapped 2300 feet underground (Wikipedia, 2014). The owners of the company had to make sure the public received the correct information. They were not only dealing with the people of Chile but people from all around the world. Their first priority was talking with the family of trapped victims; second was the employee of the company; third the media; fourth what channel of communication will be used to notify families and employees. Minera San Esteban Primera had to make sure the message was accurate and based on details to insure that the message was received as intended. What are some considerations to remember given the different roles and people in the audience? In order for Minera San Esteban Primera to be effective when meeting with their audience (family member, employee and the media), they must take in consideration the demographic make-up (gender, life style, religion, age, and education), needs, and hopes (money, rescue plan, the cause of the cave in, a point of contact) of the people. What would be the potential needs of the families of the miners in receiving a message about this incident? The company must meet with the families face-to-face to reassure them that they are doing everything in their power to rescue their family members. Some possible needs of the families will be are their family member still alive (“all 33 miners are reported alive”...
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...the case study of the Chile mining disaster that happened in August 5th 2010. It was once of the most unanticipated disaster that attracted the attention of the entire world. The miners of gold were trapped in the mine for many days. The rescue team was led by a newly elected minister of mining: A successful businessman with little or no information regarding the mining or rescue operations. The dilemma was on how to handle the victims, the relatives of victims, the media and the country at large. This was a matter of life and death. The number of stranded miners was 33. * Identify the key problems and issues in the case study. * Formulate and include a thesis statement, summarizing the outcome of your analysis in 1–2 sentences. 2. Background Chile has been known as one of the leading mineral explorers in the world as well as having numerous mining fields with different minerals. Mining has been extensively been sources of income thus many people are engaged in mining. This activity has been descripting as dangerous with many miners losing their life. The number of deaths in the mining field has increased considerably in the past few years up to 2010 as companies continue to breach mining rules and regulations. * Set the scene: background information, relevant facts, and the most important issues. * Demonstrate that you have researched the problems in this case study. Body This body is divided into the different rescue dates and activities...
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...accordingly. One example of how the importance of knowing your audience can have an impact on the deliverance of a message is the 2010 Chilean mine collapse. On August 5, 2010, a gold and copper mine in northern Chile caved in, trapping 33 miners 2,300 feet below the surface. For a period of 17 days, rescue workers scrambled to determine whether there were any survivors and finally they were able to reach the chamber where the miners were all found alive. The mine’s ventilation shafts allowed fresh air to reach the miners and they drank water from underground storage tanks (Chile Mine Accident, 2011). Food was sent down the tiny bore hole while the rescue workers continued drilling another tunnel with hopes of rescuing the miners as soon as possible. After approximately two months, one of the drills finally reached the miners. The workers were able to create rescue shaft that allowed the miners to be lifted, one by one, out of the mine (Hughes, 2010). Media coverage of the incident provided the watching world with constant updates on the rescue efforts. However, the needs of the family members would likely include access to specific information about the rescue efforts and the condition of the miners. To further reassure the family members of the trapped miners, the owners of the mine had to figure out the best means of communicating effectively and accurately with...
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...persuade the audience. If the goal of the message is not clear, the audience will not understand the message, thus an ineffective message. On August 5, 2010 in northern Chile, a San Jose copper mine collapsed, encasing 33 miners underground. When the news of this collapse spread, every person around the world was captivated with the story. In early communications, it was unclear how long it would take to bring the miners up and was estimated to be approximately four months. The reaction to this communication brought a human frenzy as people pondered the thought of underground and buried alive. A total of 69 days had passed before the first miner saw the daylight giving the world a sigh of relief. The chances of survival for these miners were in the hands of those planning and strategizing over the rescue. It was the communication of the Chilean Government, who realized their limitations, to quickly recruit the assistance of organizations that could fill the gaps of those limitations to rescue the miners. NASA, who has experience in testing and training crews for extended periods of isolation, was called in to help. The Chilean people quickly learned the communication link between the miners and the outside world was of great importance. After 17 days with no way of knowing what was happening or how the miners were doing, a bore...
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...Knowing Your Audience Paper and Communication On August 5, 2010 in Chili, a San Jose Mine collapsed. The Minera San Esteban Primera Company had their employees working during this collapse, which was fatal 33 miners were killed. They fell in hole that was 300 meters or 2,300 feet below. The 33 fatal employees consist of one Bolivian and 32 of them were Chileans. At this time there was chaos wondering if there were any survivors in the trapped hole. When the media came out and broadcasted the news, all of that was reported was havoc and chaos leaving the whole world wondering and assuming the worse for 17 days. The Minera San Esteban Primera Company next step was to coordinate a rescue, and how they were going to address the families of the 33 trapped workers. The Minera San Esteban Primera Company amazing impressed and inspired Chili with their rescue mission. The rescue that had the miners trapped for a few months in a narrow shaft that was a half of mile deep was successful. The rescue took almost a full day to accomplish once communication was established. Moreover, with the quick training and coordination of Luis Urzua is which helped the miners survived. Luis Urzua was the last member to come out of the hole. Chili has unstable mines, because of their frequent earthquakes. Therefore, with the impressive techniques and resources, Codelco, which is as state owned mining company, started drilling exploratory holes, eight to be exact. On the seventeenth day...
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...deep in the Atacama Desert, one of the driest and harshest regions on earth, about 45 kilometers (28 mi) north of the regional capital of Copiapó, in northern Chile, South America.[1] The buried men, who became known as "Los 33" ("The 33"), were trapped 700 meters (2,300 ft) underground and about 5 kilometers (3 mi) from the mine's entrance via spiraling underground service ramps. The mixed crew of experienced miners and technical support personnel, with less experience working underground, survived for a record 69 days deep underground before their rescue.[2][3] Previous geological instability at the old mine and a long record of safety violations for the mine's owners had resulted in a series of fines and accidents, including eight deaths, during the dozen years leading up to this accident. [4][5][6] As a result of the mine's notorious history, it was originally thought that the workers had probably not survived the collapse or would starve to death before they were found, if ever. The country of Chile had just endured the 2010 Chile earthquake and its associated tsunami less than six months before the accident. The Chilean people's strong empathy for the workers and their grief-stricken families and the nation's tremendous outpouring of public concern led the national government to take over the faltering search and rescue operation from the mine's financially strapped owners, privately held San Esteban Mining Company. With the significant resources that the state-owned mining...
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...2010. In Chile the roof collapsed inside the main access tunnel of a mine and left 33 Miners trapped 2,300 feet underground. It was not known if all the miners were alive until 17 days later when a bore hole reached the miners and they passed a note up stating that all 33 miners are well. Once the communication was established with the miners, food and supplies were sent down and also games to keep them physically and mentally fit till the rescue. A "Camp Hope" was set up for family and friends. It was very crucial to keep the communication between the miners and their families so they can maintain their mental health. Once a week the minors could talk to their family by video and letters were exchanged which were not filtered. The Rescuers started plans to drill a hole and then widen it so the miners can be pulled out by a capsule. It was stated that it would take four months to complete the task. NASA and Chiles submarine fleet were asked on tips on surviving in extreme confined conditions and there was also help from the Chilean government and psychologists. When the miners were told that it might take two to four months to rescue them, they rationed their supplies, limited themselves on how much they ate a day. They had to make sure they did not gain weight because they could not be more than 35 inches around the waist in order to make it out of the tunnel. After 69 days and about 8 hours, the first miner was lifted from the capsule and the rescue of all...
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... Technology played an important role in the communication of the 33 miners that were trapped for 69 days underground. All types of communication were used from live minute to minute news coverage to the world tweeting about the collapse on twitter. With television, radio it is easy to sensor the communication do the strict guidelines these agency have concerning tragic events. The reporters delivering the news ensure that what they are communicating is accurate information. Understand that the workers family and coworkers are worried about the miner’s survival. In larger incidents, such as this the information must be controlled to keep panic at a minimum. Communication efforts to the miners are equally important. There were numerous measured taken to ensure the miners mental fortitude. There was a bore hole that allowed the miners to let the world know that the miners are alive. This communication came 17 days later after all thought the 33 miners had parish. The rescuers lowered a video camera down to the miners this communicated to the people up above that the miners were in good health. The miners exchanged letters to their family and friends through the bore hole as well. The family members were also allowed to talk to the miners via a phone they was dropped through the bore hole. They sent board games and cards so that the miners could occupy themselves so they could stay in good faith. The Chilean government...
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...copper mine collapsed in San Jose, North Chile, trapping 33 workers underground. It was not until 17 days later that rescuers discovered that all of the trapped men were still alive. The Chilean government took over day one and brought in oilrig trucks to dig ½ mile down to the trapped miners. The oilrigs drilled a 26 in wide hole in which they sent a cage down to the miners. Rescuers needed to care for the miners’ health with food, exercise, and games while ensuring the miners girth stay under 35 inches. Once the cage reached the miners, it took 1-3 hours to bring one miner up at a time. The rescue operation had a price tag of around $10 million to $20 Million. The rescue operation was watched from around the world although it initially did not have national exposure until an editor helped it go viral. Supplies such as fresh air, clothing, food, medicine, sleeping cots, electricity, and running water were provided through two six in boreholes spanning 2300 feet. On the surface families stayed near the mine at a make shift camp called ‘Camp Hope” and were able to send and receive letters in an effort to comfort the miners during the rescue which initially thought would take up to 4 months. The miners did understand that the rescue would take some time and requested a small television to watch their beloved soccer games. After 69 pain-staking days, the miners began ascending from the depths below during an operation taking over 22 hours. Miners were provided with UV goggles to protect...
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...CASE STUDY: “LEADING THE RESCUE OF THE MINERS IN CHILE” COURSE: LDP 604 DESIGN PLANNING AND IMPLEMENTATION NAME: WAIGURU LEILA WANJIRU REGISTRATION NUMBER: L50/76280/2014 AN ASSIGNMENT SUBMITTED IN PARTIAL FULFILLMENT FOR REQUIREMENT FOR THE AWARD OF DEGREE OF MASTERS OF ARTS IN PROJECT PLANNING AND MANAGEMENT. 3RD NOVEMBER, 2014 Chilean Miners’ Rescue On 5th August, 2010 Chile hit the headlines with 33 miners drilling 2300 feet below the surface in a copper and gold mine in Atacama Desert, 800 kilometres North of Chile’s Capital Santiago were trapped by a massive cave- in. Chilean Mining Minister, Laurence Golborne, who had accompanied President, Sebastian Pinera, on a state visit to Quito, Ecuador, got the news at 11pm shortly after their arrival. Golborne informed the president the following morning and flew to Santiago via Peru on commercial flights then took a Chilean Air force flight to Copiapo before a 45-kilometre drive to the mine, arriving on August 7. Golborne, an engineer and entrepreneur, was recruited by the business friendly president who was inaugurated in March 2010 after success as Chief Executive of Censoud A, a large Chilean retail firm. Just 4 months in office with no mining background, Golborne took charge of a widely viewed disaster recovery effort. 69 days later, all 33 miners were rescued. Crew Foreman Luiz Urzua led the 33 trapped miners to form a small society to ration food, preserve morale, and protect their scarce resources. A surface team numbering...
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...Knowing Your Audience and Communication Release BCOM/275 Knowing Your Audience and Communication Release On August 5, 2010, the world focused on a small copper mine named San Jose Mine In northern Chile, when it was discovered that a mining shift had collapsed and thirty three miner’s were trapped 310 meters (1017 feet) below the ground. This tragedy captured audiences of every source of mainstream media around the world. The media reported updates on the conditions of the trapped miners daily until their rescue on October 9, 2010. People were drawn to the families of the trapped miners. Because of the magnitude of this unnatural disaster, audiences worldwide were depending on the reporters to give them every detail possible. Not to mention those connected to the disaster: family, close friends, coworkers, and the rescue teams of the trapped miners. Many people living thousands of miles away from the disaster site hoped for a glimpse of the trapped miners and their rescue. For the family and friends of the thirty three miners’ who were trapped deep below the Earth’s surface it would be the mining company’s responsibility to notify them immediately It is very important to know the specific needs of your audience during this type of tragedy. Traditionally; radio, television, telephones, and newspapers have been the main source of delivering important messages but, in this specific incident all forms of media were used because people all over the world were interested...
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...of the families of the miners in receiving a message about this incident and the potential needs of the company’s employees when receiving a message about this incident. Finally the question “What actions must you take before and after the message is delivered to ensure that it was received as intended?” will be answered. There are various similarities within all four articles. First, no one knows exactly if the men trapped below were able to make to an emergency shelter in the mine where there was three to four days of emergency rations stored. All reports do concur to the fact that drilling back down to rescue the miners will be difficult and will take some time. However, once news of the collapse spread through the local community and finally to the world, the families of those men trapped were angry and frustrated with the lack of news. The families’ of the miners require some type of feedback on their current status and that everything possible is being done to assist them. The biggest drawback is being trapped that far below, the mining company and rescue teams did not have answers for those families. Turning to the employees, whether they are working in another mine or part of the top side crews, you now have hesitation of returning to work in these mines for fear being in the same predicament. It is very likely that friends are trapped. The company’s employees need reassurance that this was a “freak accident” and that once the miners are safe a complete investigation...
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