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By D Brown, Z Tabor

Projects must be flexible to account for the rapid development of new technologies and changing stakeholder expectations. Coupled with calls for bleeding-edge solutions, customers, shareholders, and regulators demand robust, safe products and systems-of-systems. Developing and integrating these solutions is becoming increasingly complex and maintaining the flexibility required to ‘pivot’ to effective solutions can be a serious challenge. The necessary flexibility is fundamental to the Agile ethos, and this family of methodologies therefore offers a potential solution to this challenge (Beedle et al, 2001). These have traditionally been delivered with systems engineering applied through a Waterfall methodology. Agile Systems Engineering combines both approaches and presents a means to achieve these goals without compromising flexibility, quality or safety. A robust methodology for the application of Agile Systems Engineering is required to enhance practical outcomes and reduce risk for real-world mining projects.

Sep 1, 2024

By M Russ, J Gediga

This paper shows an economic feasible approach to implement greenhouse gas (GHG) reduction measures into the mining and metallurgy industry (MMI). The goal to improve energy consumption is directly linked to the reduction of GHG emissions in the MMI. A baseline scenario of the considered reference system and of the respective reference year has to be designed and analysed. In a second step an analysis of the same operation using the best available technology (BAT) processes is carried out to generate a basis for a benchmark system. The identified gaps will be reported and the potential GHG emission reductions will be put into relation to the investment, running cost and generated carbon credits of the new process technologies to be implemented. This economic feasibility calculation is necessary to realise a cost efficient GHG reduction roadmap decision-making for implementing new technology into the companyÆs business operations. The GHG reduction roadmap is developed using the marginal abatement curve approach.

Jan 1, 2009

By D Misra, R Ganguli, S Bandopadhyay

The objective of this paper is to assess the accuracy and applicability of recent state-of-art methods such as the machine learning algorithms (MLA) for mineral resource estimation. Conventional methods such as geostatistics have been predominantly used in the mining industry for this purpose with varying success. Recent advances in the use of MLA have provided a fresh approach to obtain improved accuracy in the estimation of mineral resources. Two MLA methods: the neural network (NN) and the support vector machine (SVM) have been used to estimate a polymetallic ore deposit in Alaska.The general characteristic of SVM and NN emphasises the fact that they can approximate any multivariate non-linear relation among variables. Although neural network models are able to capture the nonlinear spatial relationships that may be present in the data, they are usually difficult to optimise under sparse data settings. Of the various NN alternatives, despite their effectiveness, the model selection and estimation process is typically difficult as it involves solving complex integration and optimisation of parameters. In support vector modelling (SVM), estimating of parameters involves optimisation of a convex cost function. The working principle of SVM makes it robust against noisy and extreme value data. At the same time, it can capture the spatial distribution of ore grade more effectively with careful modelling and selection of SVM parameters.The outcome of the MLA methods were compared to those of the geostatistical ordinary kriging (OK) application to study their generalisation ability. The comparison was made using the following goodness of fit criteria: mean-squared error; mean absolute error; mean error; and coefficient of determination. The results indicated that the MLA methods may improve the predictability of ore deposits and thereby reduce the inherent risk in mineral resource estimation.

Sep 26, 2011

By K Broadley

Risk and dispute resolution are linked. Dispute resolution techniques are brought to bear on a dispute - which is an outcome of a risk being wholly or partially realised. There has been an increasing awareness by business of risk as a component of doing business. There is an accompanying awareness of the need to manage risk - including legal risk. Many companies have undertaken a systematic review of their potential risks and endeavoured to put in place systems to help to avoid or manage risks. A legal risk management program will not prevent disputes arising. However, such a program should prescribe how that dispute will be managed. The management of the dispute will involve consideration of the dispute resolution procedure to be adopted. The most appropriate processes will take into account the practical, personal and commercial considerations surrounding the dispute and be as efficient, cost-effective and user friendly as achievable in the circumstances for the benefit of all the parties. Carrying on business in South East Asia, whether as an explorer or a mining operator, brings additional considerations to bear in legal risk management and the dispute resolution process. A significantly different perspective is required due to the varying nature of the legal systems in many South East Asian jurisdictions. These jurisdictions often have relative uncertainty as to the law. This impacts on the dispute resolution processes and also raises further timing and cost issues. The authors contend that this is all the more reason to endeavour, as practically as possible, to adopt a legal risk management and dispute resolution profile which will provide business with the greatest prospects of maintaining control of the dispute resolution process. This presents a greater chance of a successful outcome to the dispute. In these times of increasing pressures on profitability because of low mineral prices, all costs of a minerals business are being reviewed. In such times, a significant legal dispute may have even greater potential to adversely impact on the companies concerned, together with the careers of the people involved. In this paper possible approaches to managing disputes and a case study a legal dispute in which Freehill Hollingdale and Page were involved are discussed. The dispute concerned an international mining company developing a gold mine in Indonesia and one of its contractors in Indonesia. Described is how that dispute was resolved. This achieved a very satisfactory result for the client - all things considered. Given the æadditionalÆ problems associated with ascertainment and enforcement of ærightsÆ in South East Asia, the longer the parties can retain control over their dispute the better off they will be. For this reason, the authors set out in this paper the main additional dispute resolution tools available - that are appropriate for use throughout South East Asia.

Jan 1, 1999

By J OÆDriscoll, R Butler, L Winter

The iron ore mining district of Labrador West and adjacent Quebec is Canada's largest iron ore producer with almost 50 years of production. The area is currently experiencing a period of renewed activity not seen in decades that includes new mine development, mine expansion and exploration for new iron ore resources. All of the past and present production and exploration programs in the district are centred on the Lower Proterozoic Superior-type iron formations of the Knob Lake Group, located within the Grenville tectonic province of the Canadian Shield. The Knob Lake Group is a continental margin sedimentary sequence which was deformed and subjected to greenschist to upper amphibolite facies metamorphism during the Grenville orogeny. Regional deformation and metamorphism plays a key role in making the iron formation of the Knob Lake Group economic. The distribution of orebodies in the district is controlled by superimposed F1/F2 synclines which causes thickening of the iron formation through repetition. Ore mineralogy consists of specular haematite, magnetite and locally martite with quartz as the major gangue mineral. Regional metamorphism has caused an increase in grain size of the ore minerals making it more amenable to concentrating and pelletising. Altius has been active in Labrador West since 2003 and is now the second largest licence holder in the district with several iron ore exploration projects. The Kamistiatusset project is located in the heart of the region's transportation, power and mining infrastructure. The property has seen limited previous exploration, but covers several significant iron ore prospects. Work by Altius includes a helicopter-borne magnetic survey, ground magnetic and gravity surveys, geological mapping, sampling and 6000 m of diamond core drilling all of which confirm both a favourable geologic setting and ore mineralogy.

Jan 1, 2009

By D E. Thorp

The mining and concentration operations of New Zealand Steel have been carried out initially from the Waikato North Head (WNH) deposit since 1969 and subsequently from the Taharoa deposit since 1972. Over the years the WNH operation has produced about 1.2 million tonnes of concentrate which has been converted into steel, while total exports to the Japanese Steel Industry from Taharoa reached five million tonnes in February of this year. Recent expansion plans both in domestic steel production and in the ironsand concentrate export market have made it necessary for the company to look closely at, among other areas, the mineral processing of the titaniferous ironsands in both deposits. This paper deals with the recent test work carried out at WNH and Taharoa on the use of the cone concentrator unit as a primary gravity concentrating unit ahead of the magnetic separation stages and as a cleaner concentrator following the primary magnetic separation.

Jan 1, 1977

By T BoBo, D La Rosa, P Cameron

Efficient pre-concentration using natural and induced deportment starts with effective blast design. Leveraging these characteristics using Size-Based Grade Engineering® techniques requires detailed understanding and measurement of the particle size distribution (PSD) of the Run of Mine (ROM) ore. In turn, blasts must be designed to optimise fragmentation for the pre-concentration method. To be successful, fragmentation outcomes must be predicted and measured as part of the blast design process to account for the response ranking of the rock mass. The upgrade achieved using Size-Based Grade Engineering® methodologies will rely on the proportion of feed that reports to the screen undersize, so particle size distribution of the feed stock is of paramount importance if the potential benefits are to be achieved and maintained. Measuring actual fragmentation in the ROM ore and comparing with predictions allows the modification of subsequent blast designs to optimise fragmentation for pre-concentration scenarios. Automating this process can deliver significant increases in productivity and mine site profits. This paper discusses the importance fragmentation plays in Size-Based Grade Engineering® and explores technologies and methodologies used to measure it, consistently ensuring the best outcomes.

Nov 10, 2020

By A Buckley

Many policy issues facing the mining industry and affected communities are at a level of complexity that they can be called ‘wicked’ problems. The term ‘wicked’ in this context is used, not in the sense of iniquity, but rather as social and economic issues highly resistant to resolution. For the resource extraction sector and affected communities there are an array of challenges embedded in the industry’s production and profit paradigm, the remoteness of mineral reserves and affected communities’ expectations of economic benefit and a positive legacy. The mining industry as a whole is dominated by economic, political, legislative and market structures that influence and constrain interactions between mine operations and local communities. For communities, with particular reference to regional Western Australia, intractable problems include the uncertainty of, yet increasing dependence on, a mining economy. Questionable outcomes for local communities include the limited realisation of local employment and business development benefits, and low overall outcomes or low multiplier effects. ‘Wicked’ problems, according to the literature, are best addressed via collaboration. In the mid-west region of WA, with mining and infrastructure construction underway, alliances have formed between mining companies, the major port and rail infrastructure project (Oakajee Port and Rail) and regional and local governance stakeholders. The major impetus for these affiliations is to expedite planning and associated infrastructure development taking into account the lessons from other mineral-led regions. What has resulted is an array of innovative approaches to stubborn problems including planning well in advance of full-scale mining; regionally coordinated procurement; ‘mine ready’ local businesses; and strategic investments in social infrastructure; including community trust funds paid in advance of project delivery. This paper examines these innovative approaches/alliances and assesses their effectiveness in addressing long standing mining/community dilemmas.

Nov 22, 2011

Modem mineral exploration and development takes place within a data-rich context underpinned by a wide range of data acquisition, processing and interpretation technologies. This leads to requirements for consistent and explicit methods by which the relative risks - or success probabilities - of exploration programs can be assessed and communicated. Bayesian risk assessment methods are outlined which provide a starting point for this more rigorous approach to exploration investment.   Effective governance of information technologies becomes a core function of the modem competitive Board. As such it becomes a component of any business audit and any assessment of the quality and success potential of a company. Limited data however suggest that the average Board may be under-represented in this increasingly critical skill area.

Jan 1, 1997

I am honoured to be given the opportunity to share with you my thoughts on what will be the essential characteristics of æThe Mining Company for the 21st CenturyÆ. For me the 21st century is all about globalisation and the challenges and the opportunities that globalisation presents for the mining industry. To play on the global stage the successful mining companies must develop profiles that are global in: their operations diversity, their partnership relationships diversity, their customer relationships diversity, their workforce diversity, and their shareholder diversity. In my view æbigÆ will count in the 21st century, but big overlaid with quality: quality assets, quality people, quality partners, quality customer relationships, and quality image and reputation. Last year, Rio TintoÆs Leon Davis said when he addressed the Minerals Council of AustraliaÆs annual conference that Australian resource companies that wish to become global operators must develop an unequivocal international identity that will make that company a known and trusted quality wherever it seeks to do business. He went on to say that structuring and operating a business in a way that consistently manifests the qualities that inspire respect and evoke confidence is vital. I absolutely concur with what Leon said. Unfortunately, the fact is that, as we stand at the beginning of the 21st century, our industry and many of our companies are no better accepted by the world community than was the case five, ten, 15 or even 20 years ago. In fact, in some cases, the warmth of the acceptance may have subsided. To some extent the demonstrations that we saw recently in Seattle and Davos reflect a growing distrust, disquiet and cynicism in our communities. Here, however, I see an opportunity. While on the one hand the mood of disquiet presents many challenges, it also provides those of us who are willing to get out on the front foot in addressing the issues, and engaging in the dialogue, with a very significant opportunity to create a major competitive advantage. It provides the opportunity to earn respect and the opportunity to develop a reputation as a company that is sought as a joint venture partner and a company that is welcomed by governments and communities. Importantly, also, people will seek employment with such a company and will invest in such a company. The challenge is to change the way we behave and the way we are perceived by all the key stakeholders. Many of our industryÆs traditional skills are now commodities à many can be à and are out-sourced. The new critical skill for the 21st century à the real competitive advantage à will come from creating a real and genuine understanding of our role and what we stand for. Everything we do should demonstrate not only sound business principles, but also an understanding of the political, social, cultural and environmental impacts of our activities - at an international and a local level. This concept isnÆt new - but for large companies such as BHP, where we operate in more than 20 countries with diverse cultures, languages and religions - it requires enormous energy and dedication. It is complex. It is difficult. But I believe it is absolutely fundamental to our future.

Jan 1, 2000

As in other countries, gold mining inNew Zealand has been cyclic in character. Looking at these cycles may provide insights as to what may occur in the future and that is the basis for this study.   New Zealand has experienced four gold mining cycles. The first began in 1857, peaked in 1866 and terminated in 1890. This cycle was characterised by alluvial gold mining by individuals and small groups. This is referred to as the Labour Led cycle. The second cycle began in 1890 and reached its peak in 1906 and terminated in 1929. This cycle was characterised by the use of dredges in alluvial gold mining and was also the peak of hard rock mining. This cycle is referred to as the Technology Led Cycle. The third cycle peaked in 1940. This cycle was far less significant than the previous cycles, arising out of the depression when the unemployed embarked on small scale alluvial mining. This overprinted the continuing decline that occurred after 1906. This cycle is here referred to as the Depression Overprint Cycle.   The fourth cycle began in 1984 when production began to climb rapidly from a very low base. The growth in production was spurred by rising gold prices in the early 1980s resulting in relatively low grade gold-bearing alluvial ground becoming economic. But in the 1990s, production from the new hardrock mines in Coromandel and Otago has overshadowed alluvial production. This cycle is here referred to as the Price Led cycle.   What are the future prospects for gold in New Zealand? Although there are many factors involved, this will be largely determined by two factors; firstly, continued access to prospective gold-bearing properties, and secondly, the price of gold. Based on these factors, three future industry scenarios have been developed. The first of these is industry collapse, in which access to prospective property is constrained and prices mayor may not weaken. The second is industry consolidation, in which the available ground is accumulated by a small number of large companies who can use economies of scale to weather price fluctuations. The third scenario is industry growth, in which access to prospective ground is constrained in environmentally sensitive areas but is otherwise relatively unconstrained. Efficient companies are allowed to work in a policy and economic framework that allows them to make a major contribution to the economy.   While the industry cannot control these critical factors, a good knowledge of the positive role gold mining could play in the future economy may provide a framework by which the access issue, in particular, may be addressed from a balanced perspective.

Jan 1, 1994

By McKay AD

The bulk of Australia's uranium resour- ces was delineated in the last 18 years when a total of $563 million (1984 dollar values) was spent on uranium exploration. Australia's share of the low-cost Reasonably Assured Re- sources in the World Outside the Centrally Planned Economies Area (WOCA) increased from 1.5% in 1967 to 29% by the end of 1984 and its share of the low-cost Estimated Additional Resources (Category I) then stood at 25%. As of December 1984, Australia's uranium resour- ces were estimated by the BMR to be: Cost range US$80/kg U (US$30/lb U301) Reasonably Assured Resources 463 000 t U Estimated Additional Resources(I) 251 000 t U Cost range US$80-130/kg U (US$30-50/lb U308) Reasonably Assured Resources 63 000 t U Estimated Additional Resources(I) 126 000 t U The increases in Australia's resources was sustained by a group of large and rela- tively high-grade deposits which were disco- vered during the period 1969 to 1975. Austra- lia's share of the low-cost resources was also enhanced by a contraction of WOCA's low-cost resource base due to escalation of production costs for smaller low-grade deposits. Most of Australia's uranium resources are contained in the Proterozoic unconformity- type deposits of the Alligator Rivers uranium field and the stratabound deposit at Olympic Dam on the Stuart Shelf. Most of the remain- der of Australia's uranium resources is con- tained in calcrete-type deposits. Less than 10% of Australia's uranium resources are in sandstone-type deposits. Total Australian production to the end of 1984 amounted to 26 241 t U, representing 3.4% of WOCA's cumulative production. Aus- tralia's share of WOCA's annual production has steadily increased from 1.3% in 1977 to 11.2% in 1984 (4390 t U). The increases in Austra- lian production took place in the face of reductions of production in WOCA countries, principally the US, from a record level of 43 988 t U in 1980 to about 39 000 t U in 1984. New low-cost production centres, mainly in Australia and Canada, have partly compen- sated the decline in US production. The Department of Resources and Energy (1985) reported that Australian exports of yellowcake are expected to reach 10 000 t U308 (8480 t U) by 1993/94, representing an in- crease of about 13% oer annum.

Jan 1, 1986

By H Allday

The mining industry’s attention has shifted over the last decade with the recovery from the downturn resulting in greater development of innovation and new work methods in a bid to remain competitive and deliver higher productivity. The emphasis on cost reduction to improve profit margins has primarily been the focus of the “work smarter” campaigns embraced within the industry. But is this strategy holistically the best-for-business, or does it place a ceiling on revenue opportunities and inhibit mining companies from truly maximising value? Businesses need to maintain a balance between active cost management and revenue generation often resulting in cost reduction strategies at site level. These strategies have merit, assessing areas of cost wastage across operations and creating space for opportunity. However, this potentially can create distractions from the goal of enabling growth and lead to the sacrifice of quality and delivery. Focusing too heavily on cost reductions without addressing revenue generation is an unprofitable lens to look through, and the relationships between cost, revenue, quality and profit margin can often be overlooked resulting in missed opportunity to maximise value. How these relationships are effectively employed by mining companies to reap the rewards from an overarching corporate perspective down to site level remains a fluid concept depending on the nature, operating market and strategy of the business. A common directive from businesses to their operations is to strive for greater profitability and productivity. The quantification of these requirements, and the nature of the cascading message delivered, impacts the methods employed by the operational team to meet the expectations of the business. Cascaded strategies, if not delivered with appropriate participation and buy-in can often be perceived to be knee-jerk and create frustration for operations who are squeezed to deliver on expectations by slashing site costs. This squeezing is not only felt by the mining operation but at the individual level and can result in increased team stresses. In some cases, this may also steer behaviours towards activities that result in corner cutting and an elevation of operational risk, potentially increasing associated incidents and injury. Driving down costs by any means can create an unhealthy tunnel vision where value is no-longer assessed for best-forbusiness results. By flipping the viewpoint to a value-based approach revenue opportunity may be realised and potentially exceeded, however this opportunity may be missed if value is over shadowed by a cost heavy focus. By analysing a selection of real operational cases (ranging from mining contractors through to in-house mining giants), it becomes apparent that practical revenue maximisation strategies are not only key to an increase in value and cash flow but to a stronger understanding of business drivers for sites and operators alike. In the cases evaluated additional revenue opportunities are foregone in favour of cost reduction strategies resulting in negative impacts on the associated operations and wider businesses. Alignment towards value generation is king. If strategies are not implemented focusing towards value and revenue maximisation, the opportunity loss experienced by mining operations could continue be great and the question should be posed; when the next up-turn hits will operations be ready to reap the rewards or still have a glass ceiling above their heads?

Mar 15, 2021

By L Dawson, S Carr-Cornish, N Boughen, K Moffat, S Masterson

The risk and consequences of community rejection and loss of a social licence to operate is well articulated (Moffat et al 2018), however, the means for systematically managing this risk are less established. At the local scale, a mining operation is said to have a social licence to operate (SLO) when it achieves ongoing acceptance or approval from the local community and other stakeholders who can affect its profitability (Graafland, 2002). Without this social acceptance, it is very difficult for a business to operate effectively or profitably. It is well understood that social (or community) acceptance of a mine and its associated operations is a reflection of the quality of the relationship a company has with their host community (Thomson & Boutilier, 2011; Lacey & Lamont, 2014; Parsons et al., 2014; Moffat et al., 2015). Community relations are an integral part of successful mining operations and where these interactions are effective, they tend to foster mutual understanding, trust and support between a company and the host community (Kemp et al., 2006; Holley & Mitcham, 2016). Research further demonstrates that where such interactions are perceived to be procedurally fair, the increased trust created in these company-community interactions tends to lead to higher levels of acceptance of mining operations (Moffat & Zhang, 2014; Lacey et al., 2017).The challenge, however, is how to listen systematically to communities that mining and associated operations; communities that are often located across vast geographic areas and with diverse demographics. To date, traditional methods deployed to both guide and evaluate community engagement and social investment activities have been challenged to reflect the nature of the phenomenon they seek to observe, the voice of community. For example, detailed baseline surveys of community attitudes every three years by companies, as is the requirement within the policy frameworks of most large miners, provide rich insights but do not reflect the dynamic, temporal nature of the relationships that underpins their SLO. These processes typically are largely opaque to communities and distinct from the company’s engagement activities. The CSIRO Local Voices project was developed with Rio Tinto to go some way towards meeting this challenge of how to listen to the voice of community systematically. CITATION:Moffat, K, Dawson, L, Carr-Cornish, S, Boughen, N and Masterson, S, 2018. Listening to Local Voices – a systematic approach for understanding what a social licence to operate means for Rio Tinto in the Pilbara, in Proceedings Life-of-Mine 2018, pp 8–11 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 25, 2018

By T Horberry

This paper describes work conducted as part of an overall research project that aims to identify current and emerging trends in the development of automation and remote mining technologies, and to provide an operator-centred perspective to the design and deployment of such systems. More specifically, this paper outlines a research and development process being constructed to examine the issues of the human skills and capabilities required to operate or maintain automated/remote controlled mobile mining equipment. A human factors approach presented here, where the focus is upon designing equipment interfaces to fit operators, rather than purely designing and deploying the equipment based on a technology-centred approach. However, the importance of training to help develop the required skills and capabilities is also emphasised.The work built on a full review of the literature about the effects of automation in mining and elsewhere, extensive interviews with different stakeholders in mining automation and recognised best practice regarding designing for the human element in automated systems. The human element research and development process proposed is in four stages, ranging from understanding the tasks involved in both manual and automated equipment operation through to user trials to ensure that the automated systems are acceptable to operators and are fit for purpose.It is outside the scope of the current paper to present the full data collection described by this four stage process, but an overview of what will be collected is presented. As such, this paper focuses on the broad methods being developed, rather than the specific results to be obtained. The ultimate objective is to apply a broad ‘technology assessment’ approach to the design, deployment and evaluation of automated mining technologies, in particular by considering the user-centred design implications of these technologies.

Nov 22, 2011

The major technological advances of the last 30 years have profoundly reshaped mining practices. Machines keep getting bigger while productivity continues to increase and manning levels drop. These trends will continue and the introduction of breakthrough technologies will continue to accelerate, driven by a continued focus on lowering the cost of production, improving the productivity of workers and machines, and ensuring safer working environments. At the same time, global consolidation of mining companies has impacted on technology development in a range of ways. There are many potential technologies being proposed, some already operating in Australian mines. The automation of underground load-haul-dump (LHD) trucks for example, continues the process of removing workers from the most dangerous operating environments. Global positioning systems fitted to draglines, fibre optic communication channels, and 400 tonne trucks are only some examples of what lies ahead. However, where we need to return focus is to the technology of management û which is also one of the two key interrelated themes of this keynote address. Have we, as an industry, adequately been able to keep up with technological advances? Are our management systems as competent as the machinery we employ? The other key theme is the processes of globalisation and consolidation. What are the impacts on our industry? What are the implications of these processes, particularly for the ways in which we manage our people? My paper is divided into several components:some comments on the coal industry and the dramatic restructuring we have seen in recent years; in the context of this restructuring, an overview of my company and its evolution; my views on the role of contractors; some comments on the consolidation also occurring in the mining machinery and equipment, technology and services sectors; some observations on two major areas of technology û drill and blast; and trucks, shovels and excavators; the implications of consolidation and new technology for our employees and management; and finally some comments on research programs.

Jan 1, 2001

Listing on Australian Stock Exchange Limited ('ASX') is a means by which a company can prosper and grow by gaining access to a large capital market. This currently stands at over $300 billion for domestic securities listed on ASX. A company seeking listing will benefit from a higher profile and a greater spread of shareholders. These result from, among other things, improved communications with the investment community. ASX recognises that a decision to list is an important step for a company. Owing to the diverse nature and size of the companies that consider listing and the various steps involved, it is recommended that guidance of professional advisers is sought as early as possible in the listing process. A company seeking listing on ASX must meet the prerequisites for admission to the Official List which, along with the continuing obligations that must be complied with following admission, are contained in the Listing Rules of ASX. Listing on ASX requires a company to ensure that, among other things, the market is fully informed at all times so that investors can make informed investment decisions.

Jan 1, 1996

Optimisation of an open-pittable orebody raises many questions relating to the operation, corporate objectives and orebody characteristics. Often the `black box' is expected to provide instant answers to many complex questions. The aim of this paper is to pose some commonly asked questions that arise during an optimisation study, and to try to provide some answers. The questions are aimed at typical objectives that affect the project and are of primary concern with the decisions that affect its course during the various development stages.

Jan 1, 1997

The excavator selection process is quite complex due to the large number of influencing factors, many of these are variable and difficult to accurately define. The majority of mining companies prepare a tender of general specifications and suppliers will then match a product to those specifications. The mining company will then evaluate the tenders on the basis of the best available deal. In this paper, the importance of open pit excavator selection in terms of its impact on operating costs is analysed and discussed. A rigorous process for selection is then outlined.

Jan 1, 2003

Mining is both a high risk and a long term business. This is dramatically illustrated by the fact that, on average, the explorer will expend over $30 million in a ten year period for each significant economic discovery. The time required to complete the exploration process is one of the most substantial commitments made by any mining company. For example the time lag between the implementation of an exploration programme and an economic discovery is variously estimated to take two to ten years. The ore definition phase following discovery currently takes between two and five years while subsequent mine development may take one to two years in easy situations and up to 8 in difficult environments. In most countries the critical path through the early stages is determined largely by technical considerations but in almost all countries the path through the later phases is dictated by the plethora of permits, licences and community involvement steps.

Jan 1, 1982