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By W G. Rowley

The Fortescue Metals Group story began in 2003 with a vision to establish an infrastructure project that would connect the stranded iron ore deposits of the Pilbara region of Western Australia with the steel mills of Asia. Following exploration successes in the Chichester Ranges using their new exploration model, Fortescue established significant iron ore resources at Cloudbreak and Christmas Creek during 2004 and 2005. By May 2006 the definitive feasibility study for mine, rail and port was completed, many of the key government approvals had been obtained, product development and market acceptance were complete and 1.07 Bt of total proved plus probable iron ore reserves were defined to support a 20 year mine life from the Cloudbreak and Christmas Creek deposits. Project construction commenced in September 2006 following a successful $3.2 billion capital raising. By April 2008, the mine and processing plant at Cloudbreak were completed along with the Herb Elliott port facility at Port Hedland and 256 km of heavy haul railroad linking the mine with the port. Mining of overburden commenced at Cloudbreak in late 2007 and by 15 May 2008 the first shipment of iron ore had departed for China. In the first 12 months of operation total shipments amounted to 24.6 M wet metric tonnes with weighted mean composition of 58.9 per cent Fe (64.4 per cent Fe calcined), 4.3 per cent SiO2, 2.0 per cent Al2O3 and 0.047 per cent P. Exactly 3.5 years between the Cloudbreak discovery hole and commercial production. The project success depended on many technical breakthroughs including a new exploration model, application of the surface miner as the main mining production unit, design of a new marketable fines product called æRocket FinesÆ, a highly efficient ædesandÆ flow sheet for upgrading of 2.4 per cent alumina run-of-mine to 1.9 per cent alumina Rocket Fines, 40 t axle loads for the heavy haul railway and a high capacity-highly automated port facility.

Jan 1, 2009

By A G. L Pratt, M S. Kemp

BHP has used many innovative techniques when recruiting its workforce for the Cannington Project. Looking for a balance of experience and enthusiasm it was necessary to develop pre-selection tests to reduce the initial number of applicants to a manageable number for first interviews in Townsville. Success at this stage led to an applicant, and their spouse, to go through a second interview at the mine site. The full process from application to job offer took up to six months, but the results were felt to be worth the effort. The approach taken has resulted in a highly motivated and flexible workforce. This paper outlines the philosophies behind CanningtonÆs recruitment process, highlights some of the issues associated with the approach, and offers some measures of the outcomes.

Jan 1, 1998

No paper available.

Jan 1, 1996

The Pacific Rim countries ofAustralia, New Zealand, Papua New Guinea, Indonesia, Fiji, Philippines and Solomon Islands will be reviewed from an equity investors perspective.   The following areas will be covered: Country risks Exploration spending and activity Project development Taxation Relative cost of doing business Environmental considerations Political/bureaucratic situations Capital raising Equity markets as a source of funds Developing market funds The aim of the paper will be to outline the most attractive areas for investment by equity and private funds plus documenting the changes needed in the less favourable countries if they are to attract investors.

Jan 1, 1995