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By X Feng, X Zhang, W Sun, Y Zhe, K Hou, B Zhao, H Liu

Pulang Copper Mine, being China's largest newly built mine using block caving, boasts an annual production capacity of 12.5 million tons. Production level and roadway stability hold the key to the successful application of block caving. However, with Tong Kuangyu being the only mine in China which has applied such a method, we currently lack relevant experience in the successful application of the method. This paper has studied the influence of different rock mass zonings, fault thickness, fault dip angles, on-site construction quality on the production level, roadway stability of block caving through numerical simulation and analysed the roadway stability in different kinds of support solutions so as to ensure the successful application of block caving in Pulang Copper Mine. The results have shown that the existing support method in Pulang Copper Mine can meet the requirement of roadway support in zone II and III, but could not satisfy the demand in terms of support strength in the relatively fragmented zone I area. When roadway passes through the fault, the deformation of surrounding rock and plastic zone of roadway will gradually decrease with the increase of fault dip angle; the deformation of surrounding rock and plastic zone of roadway will gradually increase with the increase of fault thickness. An ideal support effect can be achieved through the joint support of grouting and bolting when roadway passes through the fault. In the measured model of on-site construction, there is stress concentration in the intersection between the access and transverse drift of ore removal. Therefore, the stability of the roadway can be improved by improving the construction quality. CITATION:Sun, W, Hou, K, Zhang, X, Feng, X, Liu, H, Zhe, Y and Zhao, B, 2018. Research on supporting technology for production level roadways of block caving in Pulang Copper Mine, in Proceedings The Fourth Australasian Ground Control in Mining Conference (AusRock), pp 95–106 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Nov 30, 2018

It is a sad commentary on human nature that for every successful, unscrupulous entrepreneur you need a multitude of incautious, greedy investors. One wonders whether is will be ever possible to completely protect investors from their reckless gambling instincts, which are so widely encouraged elsewhere in society.

Jan 1, 1989

The ER&S Company operates a copper sinter plant, blast furnace and converter smelting complex at Port Kembla. Eighty percent of the smelter feed is dirty copper concentrates that contain some lead and zinc. The remaining twenty percent of the smelter feed is copper bearing secondary materials, some of which contain lead, zinc and tin. A predominately lead/zinc fume is produced during the smelting and converting of this feed mix. The composition and tonnage of fume produced at Port Kembla has varied over the years as the smelter feed sources have changed. The economic processing of the fume has always been dependent on the value of the metals contained in the fume and on the fume composition. Both pyrometallurgical and hydrometallurgical methods have been used to treat the fume for the recovery of some or all of the following metals - lead, zinc, tin, copper, cadmium, silver and bismuth. A detailed description of the treatment methods that have been investigated and used to process ER&S fume is given.

Jan 1, 1984

In spite of the efforts done in the past to implement in Codelco best practice guidelines and standards on several important sampling, assaying and variability issues, many people, particularly top managers and operators, are still not aware of the relevance of the use of the principles and practice of geostatistics, sampling theory, analytical chemistry and the understanding of processes variability from rock to cathodes. As a result, an important challenge for the sampling community is to find out the causes of this lack of awareness and to develop communication skills to influence the organisation, particularly the top management level. This situation is not affecting only Codelco; it is a common characteristic of the copper mining industry. The main cause is cultural. Judeo-Christian and occidental sciences are deterministic. This implies a disregard of process variation and the assumption that homogeneity is omnipresent. Another important aspect of the cultural challenge is education. Education is the most efficient way to transfer a system of ideas, traditions and practices. To implement proper courses of sampling theory and geostatistics and support to multidisciplinary education at universities, mining companies will improve teamwork between geologists, mining engineers, metallurgists and chemists. The improvements will imply a more sustainable and efficient mining business.

Mar 1, 2010

By S M. Stewart

Industry, especially extractive industry, must now give serious attention to the impact its operations have on the natural environment and on the economic, social, and cultural context within which it operates.   While this obligation is statutorily managed, there has been a recent shift towards a culture of self responsibility. Industry is now talking about earning its ôsocial licence to operateö and the importance of maintaining the ôtriple bottom lineö, thus adding environmental and social performance to the usual financial criteria used to measure organisational performance. The social context within which companies operate has also become more sensitive with industry responding to a growing public expectation that it conduct itself in a way that strives for sustainability by operating and developing in a way that meets the needs of the present without compromising the ability of future generations to meet their own needs.   There are glowing accounts of industries engaging and collaborating with the communities within which they are based. In amongst these are also some disasters which result from cultural assumptions, industry created dependencies and the failure to attain community buy-in despite significant investment by the industry involved.   There are also remarkable stories of communities, and action groups within communities, being a significant catalyst for positive change of their natural, cultural and social environment. In amongst these stories there are also accounts of long and drawn out battles; adversarial situations where no one wins; a litany of mistrust, tricks and tactics, with the better resourced party ultimately achieving its primary objectives at the cost of the other (and at the cost of any potential fruitful, mutual relationships).   So what makes the difference in achieving the positive rather than negative outcomes? The answer lies in the way the outcomes are achieved. Building relationships based on good communication, respect for divergent views, mutual understanding, and the development of trust and empathy, makes it possible to identify shared goals and objectives that best meet the needs of all parties.   Research indicates the mining industry is making good progress in developing policy and commitment to community development and engagement but that, ætranslating commitments into improved practices at the site level remains one of the industryÆs toughest challengesÆ. (Australian Government - Community Engagement and Development Handbook October 2006 @ page 49.)   This paper considers the merits of a process of community collaboration and what it has to offer in terms of meeting that challenge.

Jan 1, 2007

By J Nortier, J Dray

There is no single factor that determines the appropriate capacity for a mining project. It is driven by the size of the resource, the capacity of the market, the availability of capital, the availability of power, the availability of water, and a myriad of other considerations. There is also no single solution to the question of how big the project should be. However, to develop a project, the study team needs to select the configuration options that it regards as the best for the project. To be able to make this selection, the study team should consider the range of available options and do so at a level of detail that gives it confidence in the conclusion but does not lead to multiple detailed design exercises. Having considered the range of options, and with a clear definition of the project owner’s objectives and constraints, the work to be carried into feasibility studies can be focused appropriately. This paper discusses the process of completing strategic mine planning to identify project configuration options to assist in the selection of the processing plant throughput rate (Capacity Study) for a large greenfield open pit mine. The processes described in this paper allow for the basis of design to be set for subsequent studies that meets the objectives at a risk profile acceptable to the owner.

Jun 22, 2022

The current talk of risk management as a separate discipline and management function is like earlier imposition of Quality Control (QC) as an overlay on shoddy production management. Risk management is vital, but is integral in the way we marshal our staff, make decisions, then monitor and review and make crucial secondary decisions. New leaders must not assume that hiring experts ensures good decisions. It is only the essential step one. The worst company I worked for had more expertise than the best. The difference was in culture and decision-making processes. Failed feasibility studies, persistent technical factions in a company that cancel each other, heaps of expert consultant reports piled up like a dump of bricks, even great but half-managers in large and small companies cancelling expertise at their disposal, are the worst manifestations. Just daily foul-ups are common even amongst smart people. We miners have made a great industry but are content to drift far below excellence, even where that word is bandied around. All the management literature and management courses will not right the situation û we have been sending budding managers to this good stuff for two generations and the effects are worthwhile but marginal. A few key ideals, ideas and slogans are not the way. These make inspiring books that work about as long as the Christmas spirit does in the real world. What we need is a coachesÆ manual and a standard of the essential package of culture and work processes that make excellence possible and show how to maintain it long term. It has not been written until now because most managers want to remain dilettante amateur managers without the discipline that creates excellence. First, believe excellence is possible and worth any effort; then commit to it.

Jan 1, 2007

By E J. B van Etten

Pit lakes may form when open cut mining leaves a pit void that then fills with ground and surface waters. This often replaces terrestrial ecosystems that existed prior to mining with an aquatic ecosystem, affording an opportunity to improve regional aquatic biodiversity values through targeted aquatic restoration (McCullough and van Etten, 2011). Restoration theory provides guidance when restoring disturbed systems towards landscapes that are of regional value and relevance. But how do we identify a restoration target for a novel aquatic habitat that only exists in the new post-mining landscape? This paper presents a process of first identifying and then surveying local representative aquatic systems, to provide a direction for pit lake restoration efforts and achievement criteria for pit lake relinquishment, using a case study from a sand mining operation amongst wetlands in south-western Australia.The company mines silica sands following mechanical removal of topsoil and then extraction of the ore from below the watertable by dredging. Assessment of wetland and riparian vegetation was achieved through the establishment and measurement of temporary monitoring transects across five natural wetlands in the Kemerton area. Several more regional wetlands were also visited and observations made to supplement and validate these data.Distinct vegetation zonation was found across each wetland, although typically wetland basins were unvegetated or filled with younger woody plants with patchy distributions. Fringing riparian vegetation consisted of few species (commonly the paperbark Melaleuca rhaphiophylla and the sedge Lepidosperma longitudinale), but community composition and structure were variable between wetlands. The pattern of vegetation seen across natural wetlands was best explained by topography and soil chemistry, with low lying wetland areas more likely to experience regular flooding and accumulate organic matter and nutrients.In conclusion, where they are available, regional natural waterbodies may constitute the best valid restoration goal. Nevertheless, the goal may need to consist of a range of closure design opportunities, rather than a single target.

Oct 5, 2011

The face of project evaluation is changing continuously, making it ever more critical to get a clear understanding upfront of the objectives, decision-making processes and criteria of the project proponents. Requirements are usually significantly different for emerging æjuniorsÆ compared with long established major mining houses and companies in developing countries compared with western companies. Requirements are also different for different types of evaluations, such as due diligence studies compared with feasibility studies of æownedÆ projects and there are often key misunderstandings around the use of the term æbankableÆ. Further, it has become increasingly important with increasingly remote and lower quality resources to understand risk relativities such as infrastructure compared with the core processing facilities. This has also driven the need for more trade-off studies to determine the best balance between critical issues, such as optimisation of the interface between mine and processing plant, capital versus operating cost and automation versus labour. In every project evaluation, it is also critical to consider emerging trends and changing requirements and standards such as sustainability and community interface. Finally, the inescapable drive to reduce time to market has driven changes such as increased use of more standardised designs and innovative approaches to the transition from project development to execution. This paper begins with a brief review of the different objectives and risks of each project development stage to establish a framework for subsequent discussion of the different requirements of different types of companies in different locations, different types of evaluations and different types of projects and project components. This is followed by a review of changing requirements and standards and some innovative developments in sustainability and community interface are presented. Finally, the paper outlines a number of developments in the area of operational readiness planning that focus on minimising the time to achieve maximum return on investment.

Jan 1, 2009

Planning for the Macraes Extension project highlighted the need for additional tailings storage availability. The possible solution of developing new tailings impoundments in Northern Gully, in tum, led to concerns being expressed by the regUlatory authority over the assimilative capacity of Deepdell Creek. Philosophical differences over the appropriateness of applying a seepage model used to set standards in consents for the original project resulted in the company re-evaluating the whole monitoring system associated with tailings disposal and seepage control. Re-evaluation indicated problems arising from the existing in-stream water quality monitoring in respect of protection of the aquatic ecological system and verifiability of results. A new monitoring system was designed relocating the compliance monitoring point out of the stream and into the gully containing the tailings impoundments giving greater certainty of monitoring results to all parties and providing improved protection for the aquatic ecology of Deepdell Creek.

Jan 1, 1993

By D Cai, E Baafi

Various enabling technologies and systems have recently been introduced in the mining industry. Such systems include miner-bolters with concurrent cutting and bolting, employment of two shuttle cars, adoption of self drilling bolts and utilisation of continuous haulage or monorail systems. The paper discusses how Flexsim discrete event simulation models were used to assess how these proposed mining systems can best be used to achieve and sustain high roadway development rates of 10 m per operating hour for 20 h/day.

Sep 26, 2011

By D R. Anstey

The mining of magnetite iron ore in Western Australia will generate large volumes of waste rock and tailings over many decades. The need to dispose of these materials will result in massive waste landforms that will require significant planning and management. The formation of comparable man-made landforms is relatively common, as exemplified through past practice in gold and iron ore (haematite) mining. Unfortunately, the performance of these landforms, with respect to long-term stability (erosion resistance), the release of low pH seepage water and aesthetic impact, has commonly been disappointing and environmental legacies have been created as a result. Lessons that have been learnt from past, large mining operations indicate that there is a need to rethink the methods of waste disposal and landform development applied to magnetite mining. The environmental compliance criteria applied to magnetite mines for the storage of tailings and waste typically include minimising dust generation (particularly as the tailings and mine waste may contain asbestiform minerals), control of silt, minimising visual intrusion and management of potentially acid forming materials. In addition, the climate of Western Australia and the paucity of both surface and groundwater in the vicinity of the magnetite mines frequently necessitate water consumption to be minimised. This paper discusses the potential to co-mingle magnetite mining waste streams in a variety of ways to concomitantly satisfy the environmental compliance criteria and the operational requirements of the mine. These methods include co-mingling of coarse tailings and waste through dry-stacking, deposition of tailings as a paste, co-disposing of all wastes to form an integrated landform and the co-mingling of all waste streams to produce PasteRockTM (a blend of tailings paste and crushed waste rock). The paper demonstrates how these techniques can be applied to the magnetite mining industry to provide better outcomes than might be achieved using more conventional techniques, currently employed in large-scale mining operations.

Jan 1, 2009

By K Kermanshahi, J Allen, MáHilden, M Powell, S Mwansa, S Palaniandy

Approximately 420 VertiMills« (VTM) have been installed in mineral processing plants throughout the world, mainly in tertiary and regrind applications plus several in secondary grinding duties. Metso Minerals (Metso) and the Julius Kruttschnitt Mineral Research Centre (JKMRC) have commenced a collaborative research program in stirred milling technology focusing on mill performance evaluation, model development and scale-up methodology. Industrial VTMs are being assessed using a consistent circuit survey protocol to evaluate the performance of VTMs in comminution circuits. The survey protocol includes identification and modification of sampling points, appropriate sampling techniques, controlled circuit stability, and best sample analysis practice. To initiate this study four surveys were conducted in the tertiary grind circuit in the Ridgeway Concentrator at Cadia Valley Operations (CVO) that treats the full circuit throughput of over 800 tph. To deal with the high feed rate the site opted to lead the world in the application of stirred mills by installing the largest VTM, at 3000 hp (2240kW) in closed circuit with a hydrocyclone bank. On average the operating work index was 13.1 kWh/t, reducing the secondary grind product by 40 - 50 ¦m to the required 80 to 100 ¦m range. The applied specific energy is relatively low in these low-intensity stirred media mills at 2.7 kWh/t. The size specific energy was 24.2 kWh/t-75¦m. Based on the survey and operating data the VTM circuit is performing well in this high-throughput tertiary grinding application, producing a sub-100¦m product.CITATION:Palaniandy, S, Powell, M, Hilden, M, Kermanshahi, K, Allen, J and Mwansa, S, 2013. VertiMill« - Development of circuit survey and performance evaluation protocols, in Proceedings MetPlant 2013 , pp 162-175 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 15, 2013

By A G. L Pratt

Operational readiness is a commonly used term in mining and many other industry settings. However, translating this term into a coherent scope of work that is practical and meaningful is a challenge faced by many mining projects. This inhibits the allocation of resources to the work and its completion. The problem is with understanding how the terminology applies to establishing a mining operation. Resolving this problem requires clarity around what operational readiness means for a mining project’s transition to operations and who owns the tasks of completing operational readiness. The motivation for resolution of this problem is in appreciating the consequences arising from any lack of clarity in definition of this task, the timing of the work, and ownership for its completion. In broad terms, these consequences amount to an erosion of value at a critical time for both the new mine and the company and shareholders. This situation often arises where operational readiness is not adequately addressed in project’s study phases. As a result, neither time, resources nor money are adequately provided to complete the work required. In other cases, operational readiness is sometimes assimilated with the delivery of the project’s physical assets by the project’s construction team, rather than aligned with the establishment of the operating team to deliver the desired operational outputs. This paper argues that operational readiness starts in a project’s study phases and flows through into the start of operations. The definition of operational readiness is discussed as a task, and a model for its planning and completion is presented. This discussion includes assigning ownership for operational readiness planning and delivery to the General Manager of a new operation and the operations leadership team, who are central to the success of this work. After all, the reputations of this leadership team depend on the performance of the operation in its first few years. The author’s work over the last 20 years, leading operational readiness programs and the preparation of feasibility studies for mining projects, has provided the insights and evolution of ideas that are central to this paper. Operational readiness is fundamentally directed at ensuring a new mining operation gets away to a successful start and builds a solid foundation for the future of the mine/operation/province. It requires clarity of purpose, ownership and coordination by people in the operating team, and their preparation of the requisite process definition and establishment of the significant relationships required for operations. Without its successful completion, it is unlikely the new operation will meet and sustain its start-up targets. This paper discusses a practical approach to operational readiness for mining projects.

Mar 29, 2023

We all live in professional silos û comfort zones, where we talk to like-minded people with the same training, experience and view of the world. We note in passing the existence of other disciplines, but they are tolerated rather than embraced. To the geologist, the metallurgist is a mad scientist conjuring gold out of some foul solution about which the less said the better. To the metallurgist, the geologist is a bearded, self-appointed sage who guesses what is under our feet by sniffing the air, and drives a Land Rover badly. As to the view of mining engineers held by both geologists and metallurgists, this is best left to the imagination. And of course we are all confused by the term æmetallurgistÆ. I am called a metallurgist though my skills are in mineral processing not metal processing, but I canÆt be called a mineralogist because that definition is already taken. *Please note that this is available as an extended abstract only*

Jan 1, 2005

Classification within the Inferred Resource category is based on geological judgement and the balance of extrapolation versus interpolation that the Competent Person is prepared to accept. These resources are typically drilled at spacings well in excess of the geostatistical range and at a density that is non-uniform. In many cases, a substantial proportion of the available data will be historical, and should be considered with more recent data sources. The provision of a robust geological model will increase the confidence in any resource estimate, and should be viewed as a critical component. The definition of Inferred Resources is of great importance to vein gold projects, since Indicated and Measured Resources generally require costly underground development for delineation. Indeed, many gold vein operations possess substantial quantities of Inferred Resources (>75 per cent) in their resource inventory both at project start-up and during production. This contribution explores a number of the key issues when using the Inferred Resource category and presents four recent case studies.

Jan 1, 2006

By Merritt RR

The equilibrium phase relations in the Fe- Mn-Ti-0-S system were established at 1380 and 1485 K. The elemental distributions between the equilibrium phases were obtained by chemical- ly analysing selected samples from the phase study. The results are considered in relation to the coal reduction process for upgrading ilmenite. The beneficial effect of adding sulfur to a kiln that uses a manganese-rich feed is ex- plained by the formation of a metal-sulfide solid-solution phase that removes part of the manganese from the oxide system. The optimum conditions for operating the reduction kiln are determined, and the practical need to operate the kiln at other than optimum conditions is explained. It is shown how the experimental data can be used to predict the best compromise conditions for reduction and the resultant purity of the product.

Jan 1, 1980

The ore treatment expansion programme at Mount Isa Mines required the erection of a new lead-zinc concentrator to be known as No. 2 Concentrator. This concentrator was designed by Western-Knapp Engineering Company in conjunction with staff of Mount Isa Mines Limited. Metallurgical design followed conventional wet milling practice, but the size of many plant units is larger than previously used at Mount Isa. The. total capacity of the new plant is 150,000 tons per four weekly period, and the plant is designed to operate in two equal parallel sections.Erection was contracted on a turnkey basis, and the plant was commissioned as a production unit on 23rd June 1966.The existing concentrator, No. I, was converted to treat all copper ore, and the total capacity of the two plants is now 390,000 tons per four weekly period.

Jan 1, 1968

CONTENTS.IntroductionAcknowledgementsDescription of MineVentilation of MineOrganisation of Fire Fighting SquadsTraining of Fire Fighting SquadsRescue WorkFire Fighting and Rescue EquipmentFire AlarmsConclusionINTRODUCTION.This paper should be read in conjunction with that by R. P. Hooper, entitled "Underground Mine Fire Prevention at the South Mine," Broken Hill. Contents of the paper have been arranged similarly for easy reference. The methods used in educating employees in the use of Proto apparatus remain basically the same, but many changes in the methods and equipment used in subjugating fires have been brought about by the practical experiences gained by officers of the company in extinguishing the outbreaks which occurred in the latter half of 1944.Three fires took place during this period, the first in July, on M.L. 11 in openings leading to timbered workings previously worked and subsequently abandoned by...

Jan 1, 1946

By C Jones

When the Paulsens operation was poised to be placed on care and maintenance, Bill Beament and the rest of the Northern Star Resources (NSR) team capitalised on the opportunity to send the Ashburton region’s only operating gold mine into the record books.A three-stage strategy was devised by NSR to pay off the acquisition and maximise the return from the operation. The first stage was to mine the 55 000 oz mine plan and pay off the cost of the acquisition, then maintain profitable production beyond the seven months and re-establish a mine life. The second stage involved an early commitment to a 220 m long diamond drill drive being placed in the hanging wall of the orebody from which the extensions of the orebody could be further explored, allowing the second stage of the plan to come into effect and extend the mine life by converting Inferred Resources into the mine plan. The third stage of the initial plan was to utilise this drill drive and continue to drill deeper holes beyond the current limit of drilling in the ore zones to extend the orebody and increase the mine’s life.With an ever growing desire to further expand, the young company took on the bold move of establishing its own mining services division. A critical element to the success of this was ensuring that the right people were recruited with the appropriate specialised skill sets.Aligning common goals amongst all NSR team members, from the board and senior management to the work force on site, was critical to integrate the new and driven direction that Paulsens had adopted. It was essential to change the focus and a shift in all employees’ attitudes and values from a mine that was all but down and out, to a site that wanted to be kicking some serious goals.Teaming together a passionate and driven leader with a strong allied workforce was always going to put NSR in the best position possible to make Paulsens the success story that it now is. But without the calculated risks and enthusiastic attitude, the little known mine site in the Pilbara might have remained just that.CITATION:Jones, C, 2014. The Paulsens transformation – a shining light under a northern star, in Proceedings 12th AusIMM Underground Operators’ Conference 2014 , pp 191–196 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Mar 24, 2014