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By R C. Schodde

The future of any mining company depends on maintaining and growing its access to high-quality mineral resources. Often the true size of a given resource is not fully recognised until after mining has commenced. Also, the strong desire to increase production puts pressure to expand the resource base of the mine to get maximum value out of the capital employed. This, plus diminishing M&A opportunities and declining world-class greenfield discovery rates, makes brownfields exploration a high priority activity in any operating company. For the success and long-term survival of the company it is critical that this is done well. The primary aim of brownfields exploration is to find or acquire new deposits within economic transport distance of an existing mine that will add materially to shareholder value through: mine or capacity expansion, displacement of lower-margin ore from the mine plan, preserving and extending the mine life, and ensuring potential value is understood in order to maximise potential future mine development or exit. A number of strategic principles are important in any program designed to achieve these aims: understanding the life of mine (LOM) production profile and the related key drivers for exploration, understanding the dynamic nature of the brownfields search space, understanding and measuring depletion of the brownfields search space, understanding the potential of the near-mine region, investing in exploration technology to expand the search space, and investing in a basic geological understanding of the ore-environment. Examination of the LOM profile will highlight critical issues facing development plans for the mine including future grade and throughput issues, key technology requirements or innovations and scenarios for increased production. Exploration targets in the brownfields program should address these key issues. Often it is as æsimpleÆ as keeping mine development sufficiently far ahead of extraction to allow time for the various phases of exploration and resource assessment drilling. Because of the low additional capital costs required, expansion of the brownfields search space is strongly leveraged to: metal prices, development of new markets, incremental operating cost reductions, strategic changes in downstream requirements in integrated businesses, depletion of higher unit-value ores, and new technologies (both extraction and exploration). Therefore the brownfields search space is likely to incrementally expand through time and must be regularly reviewed. This is also important as any given search space will be progressively exhausted, resulting in smaller and higher cost discoveries. It is therefore important to monitor and critically review sustained trends of increasing brownfields discovery cost. The first wave of discoveries in any camp are usually empirically driven and do not need a strong geological understanding. However, an improved geological understanding is critical to making the next generation of hidden discoveries. To illustrate these points, a case study was carried out on the exploration and development history of the Kambalda nickel camp. Over a period of 40 years, more than 40 deposits were found containing over 1.7 million tonnes of nickel metal. Efficient mines need to maintain reserves for operating flexibility. Consequently, the company needs to clearly understand the global resource in order to maximise its full potential. In addition, understanding the full brownfields potential earlier in the development of a deposit rather than later, creates optionality through the flexibility that this understanding brings to future development choices. To ensure best practice in attaining this aim, the roles and responsibilities of the exploration team and the mine operation should be clearly understood. It is important for the explorers and the operators to have shared views about what needs to be done. Typically, mine operators would be accountable for identifying future resource requirements to support the life-of-mine production schedule whilst explorers would be accountable to ensure best-practice assessment of brownfields exploration opportunities. This would include an assessment of the global undiscovered endowment in the regional near-mine area. The balance between brownfield exploration drilling and resources to reserve conversion will need to be decided to ensure efficient operations are maintained. Both need to agree the optimum level of brownfields funding taking into account: urgency to replace or grow reserves, and quality of opportunities (relative to those elsewhere). The ultimate cost of ignoring the full brownfields potential of an operating asset can be significant, ranging from inefficient and poorly planned operations, lost opportunity cost and resultant value through under-utilised resources and, in the worst case, early exit from the asset at the bottom of the commodity cycle û leaving behind huge amounts of shareholder value.

Jan 1, 2006

By D Kent

"There has been a revolution occurring in underground mining over the last several years, where big headline items such as the Internet of Things (IoT), optimisation, managing data, data mining etc – the list of current catchphrases, goes on. In the end these are nothing new; but the ‘things’ (sensors) are becoming smaller, cheaper and easier to deploy, and the analysis much more powerful as computer processing speeds increase. However, to take advantage of the myriad of devices out there and gain the processing power to analyse and use the data, a reliable ‘conduit’ is needed for that information to be delivered where it can actually be used. That is, a high quality data network.Modern mining is like any other industry in the information age: the access to reliable data is the first, critical step in improving productivity (Stevens, 2015). The convergence of communications onto an IP (Internet Protocol) backbone has been the driving force in enabling the productivity gains in general industry over the last two decades.This paper overviews how this technology has developed as an enabler in accessing productivity and safety benefits, and how it has used access to large amounts of data to manage mining processes underground. Reams of data are useless, but with the reliable receipt, analysis, processing and feedback system in place to use that data, benefits can be realised.Automated mining systems are increasingly being seen as a key requirement for a productive mining operation, and the importance of an integrated communication network infrastructure to support such systems is growing. Another emerging driver is the much talked about IoT and data analytics, both dependant on reliable, accurate, high volume data.The author will outline how communication infrastructure is fundamental to the operation of such systems, and explain why the resultant communication networks require much more than just increased bandwidth (data capacity) to properly support the automation and other data hungry systems within the overall mine operation.Mining operations embarking down this road are discovering that the required network must be based on a true enterprise level architecture to, not only enable the mine’s current plans for remote or automated mining, but also to provide a scalable and integrated platform for future developments. The emerging issues for the communication network to truly support automation systems include: increased complexities of operating and maintaining multiple networks integration issues with disparate systems problems with reporting, particularly as demands for corporate reporting and compatibility with enterprise systems become the norm ongoing management challenges, which will only increase with the proliferation of new technologies.How certain mining operations lay the necessary foundations to meet their current requirements, while supporting their visions for a more automated and proactively managed mine, will be explored.CITATION:Kent, D, 2017. Modern mining – why bandwidth matters, in Proceedings 13th AusIMM Underground Operators’ Conference 2017, pp 123–128 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Oct 16, 2017

Over the past decade most, if not all participants in the resources sector have been involved in initiatives to improve margins, reduce costs and improve business profitability. In many cases the initiatives undertaken have fallen short of their stated objectives, and in some cases have resulted in the terminal decline of the underlying business. In reviewing why many such initiatives fail, a common theme of arbitrary cost reduction and a focus on minimising cost as opposed to maximising value and cashflow emerges. This paper proposes a structured process that allows mine owners and managers to develop an understanding of their cost structure and optimise production and cost outcomes from the business. The broad objective of cost optimisation is to create value by getting more out of existing and new assets by focussing on operational areas, particularly production and maintenance. The paper uses practical examples to highlight the application of cost driver trees as a mine improvement tool.

Jan 1, 2002

By S Dunham

For decades we’ve been focusing on reconciliation as a tool to validate mineral resource estimates. And for decades we’ve been misleading ourselves. The concept of reconciliation is simple. Predict, measure, compare and assess the quality of the prediction. This four-step process reflects the ideas of statistical process control and the plan-do-check-act cycle of Shewhart and Deming fame and our intuitive understanding of using system feedback to improve performance. In an ideal world where data is robust and dense this type of feedback loop can be useful. In the mining industry however, there are some fundamental flaws with the conceptual framework. At almost every stage of the process from pre-estimation through to final production the mining system is plagued by material challenges with data and measurement quality and quantity, system delays, and losses from a supposedly closed system. These issues can and do impact on the benefits sought from reconciliation. Instead of providing feedback leading to improved estimation, reconciliation can result in poor decisions, distracting investigations, and exacerbate the noise in an already noisy system. Before we can rely on reconciliation as a management tool, we need to address the multiple challenges present in our everyday practices. Some of the most critical issues are addressed in this paper.

May 24, 2023

Minerals are of course important to our way of living and hence the search and exploitation of minerals has always had a high priority in Australia. Metal mining commenced in South Australian in the 1840s when silver-lead and copper were first mined. This was Australia's earliest mining era and led to the rush that never ended. This and subsequent mining periods have had significant, widespread impact on local and national economic development, settlement, and social conditions.

Jan 1, 1993

By J J. Culberson

The past 10 years has seen use of computers become widespread in the mining/exploration industry (including coal, precious and base metals, oil/gas and industrial minerals). This paper will concentrate on the use of computers as a tool to provide technical solutions (including data management, mine planning and operational support) to this industry rather than the use of computers to aid accounting, maintenance and inventory (æcommercialÆ) applications. This paper will review the processes and benefits of the use of computers in mining. We then review the use of technical computing locally here in New Zealand and see what business benefits local users have found from using computers in mining. We have, in research for this paper, spoken with mining software vendors from around the world to find out what is currently the æbest practiceÆ in the industry. The paper will then list what those vendors see as the ultimate improvement on the cards for the future of mining software.

Jan 1, 2000

We have been exploring for minerals in Australia for over 100 years and our methods are constantly improving - but why do we pros- pect? Is the effort justified? Obviously the main motive is economic gain. It is now and always has been but conditions are changing rapidly. Once it was the prospector who could cash the nugget. Then it was the syndicate, the small company, an amalgamation of small companies, the large company, the corporation; the multinational corporation - where do we go from there? Early there was personal satisfaction and excitement in out-door activity which gave scope for individual energy, hope and in some cases reward. There still remains the satisfaction, either individual or corporate that a mineral discovery creates new wealth and makes a contribution to the nation's well being. Parallel with developments has always been the growth of restraints on exploration, frequently out of phase with the current mineral developments - miners' rights, licences, titles, royalties, mining laws and regulations, taxation etc. As the operations have become more complex so the restraints have become more confining until it is now very necessary to question whether the chances of economic gain justify the risk and responsibility of mounting costly mineral exploration leading-to extensive capital development.

Jan 1, 1974

By M Tsai

Tube bundle gas monitoring systems have been used in the mining industry for over 50 years. The initial design was based on four individual gas analysers along with a series of solenoid valves, gas sample conditioning and flow control mechanisms to ensure the correct gas flow stream volume to the analyser. Simtars staff have identified flow control issues when providing operational support to coalmines on numerous occasions. The accuracy of the oxygen analysis is dependent on control of the gas flow to the analyser. Oxygen is one of the parameters used in calculating Graham’s ratio which is used for the detection of spontaneous combustion activity in coalmines. This paper will provide data which identifies the flow control issues by comparing mine site records for the two surface sample lines in the analyser room and the gas cage. Mine sites will be deidentified within the paper. The paper will discuss some of the changes that have been made in modern tube bundle systems and compare the change to the initial design specification developed by the UK National Coal Board, investigate possible operational impacts and provide a technical fix to solve the current flow issues being experienced at some mines.

Oct 12, 2022

By P M. Hetherington, F A. Pym, M P. Murphy, K E. Crook

Consultants in the mining industry have the opportunity to visit interesting deposits all over the world. Each deposit has its own set of challenges to face when it comes to defining and understanding the deposit geology and the economics to make it viable for extraction. Some of the challenges can include appropriate data capture, sampling techniques, structural characteristics, geochemistry, geophysics, lithology definition, and economic boundaries. It is essential that the practices used at each deposit (eg drilling, sampling, geological modelling, resource estimation etc) are documented and the results obtained are robust and defensible. The Competent Person is not always aware of instances where their resource estimation practices have not been substantiated. ‘You don’t know what you don’t know’ is a phrase frequently used during a mineral resource audit. Technical work to substantiate drilling, sampling, density, assaying, geological modelling and estimation processes is not always completed. Audited Competent Persons often comment: • ‘I was unaware that this was required.’ • ‘I have not had training in this area and do not know how to complete the checks required.’ • ‘This is how we’ve always done it.’ Examples of audits where it was found that geological practices were not substantiated are examined here. A discussion is included on why substantiation of these practices is important, and potential reasons as to why there are instances of unsubstantiated processes and practices are discussed.

Mar 22, 2022

By P A. Tilyard

There have been enormous changes in mineral processing in the past four decades. For example grinding mill power has increased by an order of magnitude, regrinding is done to -10 microns and flotation machines are 100 times bigger. Operating staff have unprecedented opportunities for online monitoring and performance control of mineral processing plants. Sophisticated instruments can provide a plethora of data characterising the mineralogy and surfaces of particles. Digital computers allow complex calculations on huge amounts of data including modelling and simulation of machine and plant performance. However, all these changes have not necessarily lead to better metallurgical results. An analogy can be drawn with the thoroughbred racing industry in Australia. Significant advances in scientific knowledge in animal genetics, physiology, biomechanics and nutrition applied to the business have resulted in only a two per cent reduction in winning times for the Melbourne Cup and Caulfield Cup since the 1920s. A critical look at some mineral processing metrics suggests similar failures to improve performance despite putting in more resources. In fact certain parameters such as operating times and plant start-up performance are considered to have remained static or even deteriorated. There has been an emphasis on 'process' at the expense of 'outcomes'. The industry's strength has been in finding technical (or 'hardware') solutions while its weakness has been at the people end of the business in maximising and consolidating the gains from the technologies. Some trends in plant design over these years have exacerbated the apparent deskilling of operating and technical staff. Despite unparalleled options for communications, some staff are embarrassingly uninformed about technical developments in their fields. The 'boom and bust' cycles of the industry, together with trends in tertiary education and the effects of fly-in, fly-out (FIFO) operations, raise serious questions about the sustainability of human capital in the mineral processing sector. This paper by two experienced mineral processing engineers, with contributions from other senior practitioners, reviews these trends. While there may be an element of 'the older we are, the better we were', it is an attempt to identify the issues and propose solutions.

Jan 1, 2009

New South Wales mining legislation reinforces a systematic approach to safety management. It is now a requirement of all mines in the coal, metalliferous and quarrying sectors in NSW to prepare a Mine Safety Management Plan. The paper briefly outlines work currently being undertaken by the Safety Operations Branch of the NSW Department of Mineral Resources (DMR). The DMR is working proactively with NSW mines in the preparation and implementation of effective Mine Safety Management Plans. There is a growing realisation that a systematic approach to safety management, underpinned by the process of hazard identification, has real potential to improve safety in the workplace. The paper briefly describes the framework used in a current æmines education programÆ and its æduty of careÆ foundation. Particular attention is paid to the role of mining operators in the implementation of Mine Safety Management Plans and their expected behaviour in demonstrating compliance. One challenge is convincing some mining operators that they must adopt new ways of working. Safety Operations officers are often reminded of the need to translate Mine Safety Management Plans into practical safety systems during audits and inspections of mines and through investigations into accidents and incidents. To have a real effect on the mineÆs safety performance, using these systems must be a normal way of going about a dayÆs work for all persons who work at the mine: not a safety manual collecting dust on the mine managerÆs bookshelf. Mine Safety Management Plans are important to mining operators. Not only will positive involvement in the development and use of safety systems ensure they meet their obligations under mining legislation, but it will also help prevent themselves or their workmates being injured or killed.

Jan 1, 2002

Thank you for the invitation to address The AusIMM Young LeadersÆ Conference here today. When I first saw the conference theme û æadvancing technologies and their future applications in the mining industryÆ û my interest was sparked because there is little doubt that technology and technological advances will determine the relevance of this industry in the future. And the people seated here today are major players in determining the minerals industryÆs destiny.During my 20-year association with the mining industry, I have observed a number of significant changes that have been delivered as a result of the vision of technical specialists. These changes have built a more competitive industry, a more socially acceptable industry and most importantly an industry with ever-improving safety performance. The purpose of my address is to attempt to provide a context and foundation for other presenters over the following two days. Today, I wish to try to answer the question, æWhy do we invest in new technology in the mining industry?Æ, via: a brief history lesson, a review of the needs of the business, a look at the process for improvement, and finally an example from WMC ResourcesÆ current technology portfolio. I would like to take a very brief walk back in time. During the iron and bronze ages, whilst our ancestors IÆm sure never spoke the phrase ænecessity is the mother of inventionÆ, I am sure they lived by it. Undoubtedly more so than we do today. The roots of geology, mining and extractive metallurgy grew out of the need for better tools in order to get access to the basic necessities of life. It was their superior ability to generate and deliver these ætechnologyÆ improvements that underpinned great civilisations such as the Egyptians, Romans and Incas. The application of mineral technology improvements by these civilisations was crucial to their success, it was their competitive advantage at the time. Many historical texts include detailed descriptions of both mining and processing fundamentals that formed the basis of many of todayÆs operations and processes. However, it is technological improvements to these fundamentals, as well as the development of new technologies, that have preserved the fundamentals as viable options for the industry today. Even in my time in the industry, there have been substantial improvements in the way business processes operate. When I first started working in a gold mine in WA in the late 1980s, the office had one PC (a 286 processor). All data was managed by paper and then often re-typed into other databases. Electronic mine design and process control was in its infancy. Today, massive amounts of data are recorded, analysed and acted upon almost without any human interaction. Our industry today has far different challenges than those described by Argricola. These are many and diverse, but new technologies are required to address three distinct classes of need: 1. Societal needs: physical needs for food, shelter, recreation and leisure; community and political needs for less waste, less emissions, better safety and working conditions, less energy consumption and sustainability. 2. Individual needs: intellectual needs to create innovative technical and organisational ideas. 3. Wealth generation needs: investor needs for maximising operating efficiency and value growth. Each new technology, to varying degrees, fulfils one or all of these needs. In many cases, the driver of a technological development was to fulfill only one of these needs, but after it was implemented, the development actually fulfilled each need. I would like to expand on these needs.

Jan 1, 2003

Recent well-publicised problems with the start-up of new mining projects have continued to feed the perception that the mining business in general and Ore Reserves in particular are a poor risk. New mines commonly experience difficulties when the true variability of ore characteristics becomes apparent during commissioning. At this critical stage, the impact of lower metal recovery, reduced throughput or increased consumption of reagents and energy can have a catastrophic effect on economic returns, as illustrated by the premature closure of some operations. There appear to be several common reasons contributing to the poor performance of mining projects, of which three are examined here: lack of early risk assessment before feasibility studies are started, inadequate sampling for metallurgical test work and variability of the run-of-mine (ROM) ore. An underlying feature of these issues is the lack of effective interaction between geologists, mining engineers and metallurgists/ process engineers. Geologists need to be more aware of ore processing issues and the range of characteristics that need to be considered as part of the resource estimate. Metallurgists need a greater understanding of the variability of the run of mine ore in terms of all the characteristics that influence the design and operation of the plant. Mining engineers need to determine the short-term variability of the ore in the mine schedule, so that there is confidence that the quality of the run-of-mine ore will be within the design specifications of the plant. A substantial overlap between these disciplines and sharing of areas of responsibility is necessary if these and other technical problems are to be better understood, production estimates are to be improved and commercial risks are to be reduced. Although the JORC Code (1999) provides guidelines for reporting all the issues that are material to an Ore Reserve estimate, some issues are rarely fully addressed in Ore Reserve reports. In particular there is no formal requirement for a metallurgist to assure his or herself of the appropriateness of the Ore Reserve classification. Consequently the level of uncertainty related to recovered grade and ore processing characteristics may be understated. It is suggested that to meet the concerns of bodies funding new mineral developments a stronger multi-disciplinary approach to the analysis of mineral deposits and reporting of Ore Reserves is required. The culmination of this approach would be the formal requirement for a geologist, mining engineer and a metallurgist to co-sign Ore Reserve reports.

Jan 1, 2002

By A Fern, A Hawkes, o, T Vincent

The modern workplace has changed dramatically in recent years with an increased emphasis on the psychological well-being of employees. While adhering to a certain standard of psychosocial safety at work is now not only a moral, but legal obligation in Australia, it begs the question: how can organisations begin to ensure psychosocial safety? A positive psychosocial safety climate is one where employees feel they are psychologically safe, feel supported in their work and are not exposed to work-related stressors that can negatively affect their mental health. Such a climate can help boost productivity and create a more positive working environment. This presentation will provide a twopronged approach to understanding and managing psychosocial safety: pairing a traditional risk assessment with climate measurement. Risk assessments can provide several benefits, including identifying and characterising work-related hazards, identifying the nature and severity of the risks to employees and prioritising necessary interventions for reducing or preventing psychosocial harm in the workplace. However, these assessments can have certain limitations, especially when it comes to capturing some of the less obvious causes of psychosocial harm. Climate measurement can provide valuable insights into employees’ perceptions of the work environment, identify areas of concern that may not have been identified in the risk assessment and help to guide organisational changes that will enhance employees’ psychosocial well-being over time. It will also be argued that climate should be assessed from a broad perspective exploring general, physical, social and psychological aspects of safety climate. This presentation will explore why conducting risk assessments in conjunction with detailed climate measurements is integral to protecting the psychosocial safety of employees in the workplace and demonstrate why employers should view the two approaches as complementary and interconnected. Best practice recommendations will be provided for the risk assessment, climate measurement and psychosocial interventions

Apr 16, 2024

By R M. Lonsdale, M D. Goodz

"With an ever-increasing dynamic business environment, successful stakeholder engagement is becoming more fundamental to achieving desired outcomes in today’s mineral resource industries. It is imperative to be proactive in correctly identifying all stakeholders and initiating early contact. This builds trust relationships, which are essential to ensure future decision-making processes are streamlined.Often neglected is a company’s obligation to select the correct team to represent its values and mission. The company requires representation that demonstrates an understanding and commitment to its operations and people, the safety and health of the community and environment, and most importantly, represents the decision makers. Stakeholders need to believe that the engagement process is genuine and that the company representatives are aligned towards targeted outcomes that will benefit all stakeholders in some way.Among others, stakeholders include shareholders, staff, families, community, service and supply providers, regulators, land managers and the political/financial framework. Depending upon the mineral product, stakeholders may include ports, international offtake clients and those along the route. New stakeholders continually evolve during mine life, and the engagement process requires an investor–community–public relations (IR/CR/PR) team to anticipate change and actively scan perception and chatter.Successful communication is more than delivering a message; it is about engaging stakeholders and confirming the feedback loop to ensure the correct message is communicated and the relationship is strengthened.The nature of the mining company’s branding and the public’s perception of company intentions will dictate whether there is willingness to allow the company to follow its desired path. This in turn controls the company’s most scarce resource – time. Timing is fundamental to achieving targeted outcomes with minimal cost and delays, marketing in a peak cycle and acquiring critical capital for development and growth.Branding and stakeholder engagement effectively controls and extends to the company its social licence to operate.CITATION:Goodz, M D and Lonsdale, R M, 2016. Stakeholder engagement – who are you, what do you stand for and why? In Proceedings International Mine Management Conference, pp 239-248 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Jun 22, 2016

Once and for all, the debate on the exponent in Gy's formula is pushed to its limit. It is explained why an exponent of 2.5, obtained when using a square root of nominal size d to adapt the value of a calculated liberation factor to a different comminution size, will rarely be encountered in practice, if no arbitrary decisions are made.

Mar 1, 2010

By A N. Kasnanto, D A. Sims, J Pocoe, B Pulungan

In this case study we compare the sampling quality of diamond drilling (DD) and reverse circulation (RC) drilling at the high sulfidation Purnama gold–silver (Au-Ag) deposit located in northern Sumatra, Indonesia.There was a systematic bias of 23 per cent gold metal under-call in the diamond drilling based Ore Reserve estimate compared to the mill reconciliation over three years of production. The RC based Grade Control data and mill production data were in much closer accord. Investigation led to quantification of the significantly reduced sampling imprecision (or improved precision) of RC drilling samples relative to diamond drilling samples and the determination of a grade bias between the drill types caused by sample volume and metal distribution in the mineralisation. An infill RC drilling program was undertaken to improve data density across the pit for inclusion in the Mineral Resource estimate. This subsequently increased Au metal in the estimate by 16 per cent.The sampling imprecision of primary diamond drill sampling is rarely tested. Duplicate sampling can be used to quantify sampling imprecision at each stage of subsampling. In diamond drilling it is tested at the primary sampling stage via second half core sampling, while RC sampling is tested with field duplicate sampling at the rig. Duplicate data can be compared in a number of ways to determine imprecision including Thompson-Howarth plots which quantify imprecision to allow comparison between different methods and protocols. Comparing sampling imprecision between data sets and data types allows determination of optimum drilling and sampling protocols and can reflect upon the underlying validity of Mineral Resource input data and estimation outputs.CITATION:Sims, D A, Pocoe, J, Kasnanto, A N and Pulungan, B, 2017. Why combine reverse circulation and diamond drilling in Mineral Resource estimation at Purnama?, in Proceedings Tenth International Mining Geology Conference 2017, pp 413–422 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Sep 20, 2017

Mineral processing is at the hub of the exploration-mining-metals production system. Because of the large volumes of material processed, incremental technology investments can pay off better than for other parts of the system. However, much of mineral processing remains a 'black art', because we are behind in investing in modem technologies. Consequently, we have one of the best opportunities to improve efficiency and competitiveness through the application and transfer of technologies that have already been developed for other industries. The reluctance of minerals companies to place priority in our area is not because we lack new ideas; our senior management has not been convinced, based on our previous results, that such investments will pay off as well as other investment opportunities competing for the same resources. The key is the proper establishment of technology strategy and more effective transfer of technology. The presentation will identify the failure mechanisms of technology transfer and will present a model for improving the success rate, a prerequisite for raising the priority of mineral processing investment. Topics emphasised include strategy formulation, human resources planning, and total quality management principles applied to improving technology transfer.

Jan 1, 1993

The Taupo Volcanic Zone inNew Zealand and the Philippine Mobile Belt in the Philippines are characterized by active subduction, active volcanism and high seismicity. The main factors affecting characteristics of geothermal systems in both countries are: tectonic setting, source magmas, maturity of the systems, and depth to the degassing magma body. Within New Zealand, geothermal systems are grouped into arc- and rift-type. Fluids in arc-type systems contain high amounts of volatiles (<20%), with high CO2/Cl, CO2/He, and N2/Ar ratios. Mantle-type volatiles predominate in rift-type systems. Philippine geothermal systems are largely arc-type, the topography is rugged, leading to the separation of water and vapour upflows, as opposed to the overlap found in New Zealand. The relatively shallow depths of degassing magma bodies in the Philippines results in steeper geochemical gradients, leading to higher proportions of arc-type magmatic water (>40%) and higher Cl contents (3000 - 10 000 mg/kg), Maximum temperatures are also higher, reaching up to >400¦C. Arc-type alteration assemblages in New Zealand and the Philippines are similar. Because Philippine geothermal systems are less mature, have higher temperatures and steeper geochemical gradients than New Zealand ones, advanced argillization is more widespread occurring down to depths of 2000 m. Mineral phases are more varied due to the active input of magmatic waters and the formation of vapor conditions at depth, forming P04-, B-, Li-, Ce-, F-, and Cl-bearing minerals at high temperatures. In the Philippines, high temperature magmatic-hydrothermal to contact metamorphic assemblages containing biotite, amphiboles and pyroxenes are relatively common, but rare in New Zealand.

Jan 1, 1995

By D J. Brake

There has been a strong trend over the past decade in hard rock mines towards the use of very high powered auxiliary (or secondary) fans; in many mines, the installed power for the secondary ventilation system now exceeds that of the primary ventilation system. This also reflects the trend to use two-stage auxiliary fans pushing air into a single ‘trunk’ duct that in turn splits into multiple branches with multiple outlets feeding multiple workplaces. This often produces a poor result in terms of face flows due to the high resistance, high leakage and badly managed duct outlets, as well as high fan capital and operating (power) costs, which in turn also results in a higher cost for the underground power reticulation/distribution systems. This paper explores the reasons why this trend exists and what ventilation practitioners can do to utilise less expensive systems that simultaneously deliver better workplace conditions. It includes a case study.CITATION:Brake, D J, 2017. Auxiliary ventilation design – why and how mines waste so much power on inferior systems, in Proceedings Australian Mine Vent Conference 2017, pp 27–34 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Aug 28, 2017