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By M I. Roberts

Corporate and workplace culture, as many owners, directors, executives and managers know, is by far the most powerful determinant of productivity. It’s much more significant than buildings and equipment. Yet although no one today would build a building or machine without a plan, few leaders have a plan for building and sustaining a safer and more productive culture.Using practical ways, culture can be planned and shaped as desired. Success requires implementing a project plan for changing the systems that drive behaviours that in turn shape attitudes. The combination of behaviour and attitude together with leadership largely shape culture.To improve performance, leaders need to:1. improve the organisational systems that drive behaviour2. action a project plan for improving specific performance metrics 3. demonstrate leadership that is conscious, disciplined, committed and passionate for purposeful use of human energy.This paper explains all three factors in practical ways with operational and corporate examples. It details understanding and applying the power of fundamental statistical analysis tools to recalibrate, focus and drive proactive leadership that takes responsibility for process improvement, supporting people and ensuring accountability.Experience and practical understanding of human and organisational behaviour confirm that the Measurement ? Analysis ? Reporting system combined with conscious leadership is by far the most powerful driver of behaviour. This wisdom produces profound changes in leadership style and behaviour. It develops outstanding leadership to create and sustain a safe and highly productive culture reliably producing consistently high quality products. It is the key to developing accountability, employee retention and a sustained competitive advantage.CITATION:Roberts, M I, 2016. Building safe, productive cultures and leadership, in Proceedings International Mine Management Conference, pp 163-178 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jun 22, 2016

By D M. Hunter, S M. Iveson, K P. Galvin

For low density materials such as coal, density-based fractionation of particles via the sink-float method is relatively simple due to the availability of liquids of suitable density; however, for high density minerals, suitable heavy liquids are less available and those that are available are expensive and pose significant hazards. At best, sink-float separation can be performed up to densities of 4400 kg/m3 with the use of Clerici’s solution at elevated temperatures. Hence the direct measurement of grade-recovery and density-partition curves is problematic. Therefore, in most cases, beneficiation plants must rely on methods such as QEMSCAN, density tracer particles or very limited information to guide them in the design and optimisation of their plants.This paper describes a density-fractionation method utilising laminar flow through a system of parallel inclined channels to generate a series of overflow fractions at different flow velocities. Here the particles are subject to precise hydrodynamic forces with minimal dispersion or mixing. The size distribution of each overflow fraction at a given flow velocity is obtained using a laser particle size analyser, and combined with a laminar flow model to deduce the corresponding density distribution. The paper describes the application of the method to measure the separation achieved using a REFLUX Classifier to obtain the corresponding feed, product and reject ‘washability curves’, and in turn the full partition surface. Approaches used to corroborate the findings are discussed.CITATION:Hunter, D M, Iveson, S M and Galvin, K P, 2017. A batch elutriation technique for the density-based fractionation of iron ore, in Proceedings Iron Ore 2017, pp 195–104 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 24, 2017

By Dunkin H. H

Flotation tests in a laboratory flotation cell at pH 8-8.5 and other sui}plementary tests were carried out on sphalerite-quartz and sphalerite-pyrite-'quartz mixtures. Depression of sphalerite resulted vvhen the addition of copper sulphate exceeded an optimum value. Evidence that this depression was due to collector deficiency because of reaction between copper sulphate and collector is presented. It was not found possible to devise a direct analytical method suitable for .plant control of reagent addition. A possible means of control using potassium cyanide and a higher pH is discussed.INTRODUCTIONAt the Rosebery mill of Electrolytic Zinc Co. of Australasia Ltd., recovery 'of sphalerite in the zinc concentrate occasionally drops unexpectedly. Experiment in the mill and mill laboratory has suggested that one of the factors causing this may be the addition of more than an optimum amount of copper sulphate. On such occasions, an increase in the collector addition improves zinc recovery in the zinc concentrate, but only at the expense of sphalerite-pyrite selectivity.To examine the phenomenon more thoroughly, and if possible to find some means of determining the optimum addition of cepper sulphate and controlling the actual addition at this optimum, one of the authors (W. J. T.) was employed by the Electrolytic Zinc Co. of Australasia' to carry out investigations in the Mining Department, University of Melbourne, under the joint direction of R. B...

Jan 1, 1954

The sixth international symposium on mining with fill nearly coincides with the 25th anniversary of the Jubilee Symposium on Mine Filling. That symposium, held in August 1973 in Mount Isa, in part to commemorate the 80th anniversary of The Australasian Institute of Mining and Metallurgy, was the first in what has turned out to be a very successful series of symposia. Subsequent symposia were held in Sudbury, Canada (1978), Lulea, Sweden (1983), Montreal, Canada (1989) and Johannesburg, South Africa (1993). The series of symposia has now become an established part of the mining industry calendar, and it will be interesting to see which country is given the honour, and accepts the challenge, to organise the next symposium. When the chairman of the conference organising committee invited (or was it instructed?) me to prepare and deliver one of the keynote addresses, his request was for me to be in parts historical, controversial, predictive and entertaining. The mix was left to me, with one proviso - that an early pioneer of mine filling in Australia be given due recognition. The chairman of the organising committee alone will be able to determine if I fulfilled the last objective. My success, or otherwise, with the other objectives will have to be judged by my fellow delegates. One way of predicting the future, or some small part of it, is to revisit where we have already been with a view to determining the existence of any trends that may impact on the future. An historical review of filling practice and research, with special emphasis on Australian experience in particular and worldwide in general over the previous 25 years, will enable me to address the historical and predictive objectives.

Jan 1, 1998

By R Knight

"In project evaluation there are two matters of keen interest to non-executive directors: the process by which an investment recommendation is reached, as well as the investment itself, as presented. It is sometimes mistakenly believed that Boards of directors are interested only in the result. That is not so. The process by which project evaluations are derived and socialised with the Board is as important as the result, sometimes more so.Setting aside the gloomy predictions of the doomsayers and looking through short-term volatility in supply and demand, the overall availability of mineral resources more often than not exceeds demand. There are in reality more development projects in prospect at any one time than are needed to meet the market. Only the fittest will prosper, although some others may survive.Optimism springs eternal in the mining industry and every project promoter, executive or entrepreneur has a convincing project development case. Some will create value for shareholders, but the historical evidence suggests that many will fail to meet the expectations set in their evaluation.Boards of directors make the final decision to invest, or not, in a new mine. Knowledge is power, and on that basis the balance of power favours management. Management has the facts (or in some cases, what passes for fact) and the passion to invest. The non-executives have the power of approval – yes or no – but before making a decision directors must demonstrate due diligence, the essential precursor to project approval.Management has a vital part to play in facilitating that due diligence process and in encouraging the independent thought processes of the Board. A closed approach by management fosters a negative, risk-averse attitude on the part of the Board. One that encourages an understanding of the rigour of the project evaluation process and the robustness of the result will allow directors to understand better the implications of their decision.CITATION:Knight, R, 2016. Project evaluation – a non-executive director’s perspective, in Proceedings Project Evaluation 2016, pp 11–19 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Mar 8, 2016

One of the earliest and continuing challenges in driving sustainable development in large scale resource industry projects is around the issue of assessment û how do you measure the sustainability of a mineral operation? One of the key road blocks when confronted with this challenge is the temptation of technical folks to reach for a definition of sustainability or sustainable development. But definitions, by definition, have boundaries and limitations that serve to constrain thinking û they limit the thinking of what we can achieve with sustainability (it also acts as a barrier that constrains innovation). Rather than seeking definitions, better understanding of the core perspectives around sustainability and their application to the minerals industry provides a much more powerful platform from which to conduct assessments. But it is only when these perspectives are combined with the right framework and supporting techniques that the complex becomes doable. With the support of the perspectives and the framework, various assessment and measurement methodologies can be used; the challenge is communicating to stakeholders the sustainability character of the project in ways that are meaningful and to which people can connect. Assessment is not about finding the best or most accurate methods that fulfil strictly academic and possibly abstract requirements. The challenge is to help people understand what the impacts are, and what the value contributions will be, in a format and language that make sense in their world-view.

Jan 1, 2009

By I Gipps

A vision of what the future mine involves all aspects of mining, ie orebody access, ore stoping, material transport, processing and waste material disposal. This paper examines one aspect of the future mine: rock extraction, stoping, automated for remote operation, high productivity and low cost. Concepts for the future require a re-think of the mining process and ROES® re-examines how bulk stoping of ore can be undertaken and how this should be redesigned to accommodate the possibilities that exists with remote control and automated operations.ROES® is a new mining system for underground mines and quarries utilising a shaft located close to or within the stope for the ore breakage process. The system is designed to exclude personnel from contact with production drilling, explosive placement and detonation so all of these tasks are remotely controlled or automated. Survey of the shaft, stope back and broken rock within the stope will occur, following each blast, by remote control or automated techniques. The survey will include excavation geometry, rock fragmentation, geotechnical characterisation and estimation of ore grade. Blastholes will be surveyed before placement of explosives and, with the survey data, the optimal explosive placement and blast timing will be determined with the best available information.ROES® is designed for application in open stoping or sublevel caving in disseminated, geologically defined, thick tabular or narrow vein ore bodies. Technologies developed for ROES® will also have potential applications to caving operations, reducing the risk of frozen ore and poor fragmentation. In a typical sublevel open stope application, ROES® will reduce the stope associated development by half and will allow ore to be brought on-stream sooner and at lower cost. Other savings will flow with the centralisation of mining activities and operational data, reduction in mining fleet, reduction in ventilation requirements, improved occupational safety and reduced mine complexity.

Nov 22, 2011

Following a decline in direct and indirect employment in the minerals industry between 2000 and 2003, the situation reversed in 2004 and employment rose by 12 per cent. Furthermore, there are forecasts of continuing employment growth in the minerals industry in the immediate future. For those of us charged with promoting the virtues of a career in the minerals industry this is encouraging news, as it provides us with the evidence to promote the increasing employment opportunities of a healthy and vibrant industry. However, for many others û particularly the employers in this industry û the news is not so rosy. The jobs are there, and in increasing numbers, but the workers arenÆt! Employers right across the industry are finding it increasingly difficult to fill vacancies with suitably qualified and skilled employees and the competition is becoming fiercer. In the minerals and energy sector, questions are being asked and solutions sought on the industryÆs ability to attract and retain a skilled workforce. From many quarters û industry, government and the education sector, calls for urgent action are becoming louder. The reasons for this are well known û the nature of the work, the remote location, perceptions of the industry, an aging workforce, the gender imbalance, the shrinking demographic of school leavers. It is the latter I wish to focus on û the Generation Y demographic û those who have recently left school, those who are in higher education or have recently entered the workforce, or those who are still at secondary school. These young people are the next cohort of potential employees for the industry. But our need for them appears to be greater that their perceived need for us! How do we engage them so they are informed about the industry? How do we inform and advise them so they are prepared to consider further education and training in disciplines and skill areas relating to our industry? How do we guide and motivate them to give it their best shot and work in it û at least for part of their working life? These are fundamental questions that many within the industry have been grappling with for quite some time. Let me share with you some of the strategies that the Minerals Council is implementing to address this issue.

Jan 1, 2005

Anglo American Metallurgical Coal (AAMC) manages five open cut coal mines in Queensland and New South Wales, producing approximately 30 million tonnes per annum. The size and complexity of these mines require efforts by a large and diverse number of personnel to minimise adverse geotechnical events from occurring. To achieve this, the AAMC coal mines in Australia are developing a concept of managing the geotechnical risks associated with open cut coal mines. The overall system utilises a combination of internal training, a management system (operational management systems) and standards, numerical modelling, monitoring, inspections and audits. The development of the standards as well as training and mentoring of exploration personnel, geotechnical engineers, engineering geologists and mining engineers with an interest in the geotechnical aspects of mining, training of the production workforce, mentoring and training of the technical staff create the basis for achieving a pro-active rather than a reactive system. Audits are used to assure that personnel are maintaining the standards and to facilitate cross-mine leanings so that best practices are developed across all sites.

Nov 25, 2010

By L Kormos, V Lawson, G Hill, G Marrs

"In sulfide nickel deposits throughout the world, pentlandite and pyrrhotite are commonly found together along with varying amounts of chalcopyrite and platinum group minerals (PGMs). The mafic or ultramafic host silicates associated with the sulfide mineralisation commonly exhibit a complex assemblage of magnesium bearing silicates, many of which themselves contain significant nickel. Four types of ore are proposed, each presenting their own processing challenges. These are: economic grades of Ni, Cu and PGE (platinum group element) in a pyrrhotite-bearing sulfide deposit, with low pyrrhotite to pentlandite ratios  economic grades of Ni, Cu and PGE in a pyrrhotite-bearing sulfide deposit, with moderate to high pyrrhotite to pentlandite ratios uneconomic high pyrrhotite: low tenor deposits low-grade low sulfide, high MgO ± PGE deposits that can sometimes be economically mined and processed.The grades and recoveries of nickel concentrates produced from sulfide ores can be significantly impacted by the ore mineral texture, the nickel tenor of the sulfides, and the polytype of pyrrhotite which may be either hexagonal (non-magnetic) or monoclinic (magnetic). The mineralogy of the silicates is also of great importance, especially the magnesium silicates and those which tend to produce particles which are asbestiform or which affect slurry viscosity. Other magnesium silicates such as serpentine carry nickel in solid solution, limiting the recovery entitlement of nickel by flotation because serpentine is not amenable to sulfide flotation mechanisms. Differences in plant flow sheets and reagent assemblages are required to effectively separate these minerals.Experience from a variety of plant operations and from extensive flow sheet development programs are discussed. Examples are given of where significant improvements in nickel circuit performance can be made by adjusting plant physical processing conditions or process chemistry to compensate for measurable ore properties and characteristics.CITATION:Lawson, V, Hill, G, Kormos, L and Marrs, G, 2014. The separation of pentlandite from chalcopyrite, pyrrhotite and gangue in nickel projects throughout the world, in Proceedings 12th AusIMM Mill Operators’ Conference 2014, pp 153–162 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Sep 1, 2014

The issue of retrenchment is a topic of considerable relevance for the Papua New Guinea (PNG) mining, petroleum and gas industries. The unique environments in which Porgera Joint Venture (PJV) and other similar operations operate are likely to confront these industries with particular dilemmas that will require a range of investments to mitigate the problems associated with retrenchment and employment. This paper discusses retrenchment and employment in the PNG mining industry using the specific case study of PJV. The paper deals with the issue of employment and retrenchment of local workforces in the PNG context, which presents a serious challenge for the resources industry and the achievement of sustainable development objectives. The issue of future retrenchment of the workforce as a result of mine closure is an obvious challenge for both PJV and the Porgeran community at large, who have now come to rely upon both the employment opportunities presented through the mining. This paper examines these challenges and in doing so highlights some progress made by PJV. The paper also discusses downsizing, strategic practices and holistic approaches of retrenchment and employment. In doing so the paper highlights issues that have been overlooked in both academic and applied studies from global and local perspectives in the PNG mining sector. The latter sections articulate the relevance of the information provided by the case study in the wider context of retrenchment. The conclusion promotes a perspective that a great deal more investment will be required by all stakeholders to respond to the challenges of managing retrenchments and mine closure.

Jan 1, 2009

By L Nienaber

Mines, after becoming operational, often retain the same support and reinforcement designs developed in the feasibility study. These designs are conceived from limited drilling data and regional experience, thus having an empirical flavour. Empirical designs are perceived to be conservative, catering for a variety of failure mechanisms, which are not always present in mine development drives.This begs the question: If you were to invest in the necessary resources to obtain sufficient data and complete the required analyses for the different development drives in the mine, to engineer a support and reinforcement scheme with the capacity to match the demand of the rock mass, what is the difference in cost when comparing an empirical design to an engineered design?To answer this question, mine tunnels with different geometries and orientations, where detailed structural data was available, were selected for a comparative design exercise. Material cost, development cost, cycle time and professional fees for engineered and empirical designs were estimated. The outcome is summarised in the following paper that discusses the process followed and the results of the design comparison.

Mar 8, 2011

By M I. Roberts

As Australia’s mining industry painfully retrenches, mining executives and managers strive to remain viable by seeking significant productivity increases directly through process improvement and indirectly by improving leadership and workplace culture, the most powerful determinant of productivity. Culture is the combination of people’s attitudes and behaviour, together with leadership values and focus.Comprehensive new and automated data collection and management systems promise much for improving productivity, yet despite rapid advances in measurement and sharing of data, the use of data can reduce productivity unless behavioural aspects are considered and designed as part of implementation. This is because systems drive behaviour that in turn shapes attitudes to determine culture.Experience from many mine sites and other industries in three countries confirm that the most powerful drivers of people’s behaviour are the Measurement-Analysis-Reporting system and business leadership.This paper discusses fundamentals of practical, statistically valid process measurement, analysis and reporting systems before discussing associated leadership considerations for sustained improvement in safety, productivity, employee retention, leadership, accountability and commercial returns.The key to productivity improvement is improving core processes and important support processes. In turn, the key to process improvement is identifying the major process components and their interaction by measuring and then analysing their variation and level of performance. Understanding variation is often neglected yet is usually highly significant. It is essential that the fundamentals of statistically valid yet practical process and data analysis are understood and incorporated into system design to ensure productive, informed behaviour.The design and use of Measurement-Analysis-Reporting systems influences behaviour most profoundly and determines people’s effectiveness. Behavioural aspects are detailed by focusing on six primary drivers of human behaviour and five basic systems for managing businesses. These are integrated in a seven-step process and productivity improvement methodology that combines statistical, analytical, systems and behavioural factors.The paper includes development, implementation and tracking of a project plan for improving management and leadership systems to drive aligned behaviours. This key leadership responsibility is essential for improving performance to get the most from capital while providing people with the opportunity to develop greater autonomy, which is essential for self-discipline, responsibility, initiative and accountability.CITATION:Roberts, M I, 2015. Integrating measurement, systems and leadership to build safe, productive cultures, in Proceedings Third International Future Mining Conference, pp 73–82 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Nov 4, 2015

This paper reviews rehabilitation, closure, and post-closure management of the Tui, Golden Cross, and Martha Mines, all of which are located in the Waikato Region of New Zealand. There was no requirement for rehabilitation of the Tui mine, which was abandoned in 1973. There was a requirement to rehabilitate the Golden Cross mine. Mining at that site ceased in 1997, and rehabilitation is now well advanced. When first approved, there were some requirements for rehabilitation of the Martha Mine, but when reconsented in 1998, those were extended, and in addition a requirement for post-closure management was included. As a result, a Trust, funded by the mining company, has been established to take long-term responsibility for the site following completion of closure. The different rehabilitation/closure requirements at each of these sites illustrates that we have learnt something from the experiences of the past.

Jan 1, 2003

By M Cooksey, Z Zhu, N Langrené, W Chen, T Tarnopolskaya

"Dynamic decision-making can significantly increase the value of mining projects and deliver better sustainability outcomes under conditions of uncertainty. Despite its benefits, dynamic decision-making is rarely used by the mining industry, possibly because of the complexity of the algorithms used to make sequential decisions under uncertainty and difficulties in visualising the optimal strategies. To achieve better outcomes in practice, decision-makers in industry would benefit from a tool that would help them to understand and implement the results of the analysis.CSIRO is developing innovative dynamic decision support tools that include an intuitive graphical display of the boundaries between the regions of different optimal decisions, which would significantly assist optimal sequential decision-making under uncertainty. The dynamic decision support tool is based on novel stochastic optimal control methodologies that can be used to optimise decisions in situations with multiple uncertain variables and decisions (Tarnopolskaya, Chen and Bao, 2015; Chen et al, 2015; Langrené et al, 2015). The types of market uncertainties that can be considered include commodity prices, interest rates and exchange rate, while the key orebody uncertainties include the reserves, boundaries between ore types and even geometallurgical parameters.The dynamic decision support tools have a number of benefits and can be used to:construct optimal operational strategies and to optimally manage resources projectsgain insight into optimal strategies under different market conditions and project settings compare expected project values under different project settings and to select the setting that provides best sustainability outcomes.This extended abstract demonstrates the use and benefits of the dynamic decision support tools using a synthetic case study of a gold mine.CITATION:Chen, W, Langrené, N, Tarnopolskaya, T, Zhu, Z and Cooksey, M, 2016. Dynamic decisions under uncertainty – a case study on a gold mine, in Proceedings Life-of-Mine 2016 Conference, pp 20–23 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Jun 28, 2016

By D Willis, A Shanahan, C Jacobs, T Luxner

The application of tunnel boring machines (TBM) for reef mining is a unique practice with benefits over current mining methods given the right geology and geometry of the orebody. The Stillwater Mining Company (SMC) of Nye, Montana, USA operates two mines for obtaining platinum metals. The operation is currently using a 5.5 m diameter open-type machine for further mine development, as well as another TBM that they own.The latest 7.1 km bored tunnel, known as the Blitz Tunnel, will be routed parallel to the ore deposit in igneous mafic intrusive rock, and will be used for the life of the mine operation. It will be used to map the ore deposit, and provide a rail haulage route.Detecting the reef in relation to the TBM requires careful analysis. Diamond core drilling occurs ahead, above, and alongside the machine at every 150 m. The core is drilled, logged, and interpreted on the spot, concurrent with boring. Based on the data, the TBM is readjusted so that it stays on the correct bore path.This paper will highlight the application and benefits of TBM usage for reef mining, with detailed descriptions from the mine site.CITATION:Willis, D, Jacobs, C, Luxner, T and Shanahan, A, 2014. Tunnel boring machine usage speeds up development at Stillwater Mine, in Proceedings 15th Australasian Tunnelling Conference 2014 , pp 683–690 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Sep 17, 2014

The old Trekelano mining area is situated in the Cloncurry Gold and Mineral Field 14 km east-south-east of Duchess. It connected with the main Cloncurry-Dajarra railway line by a private line from Juenburra, a distance of 10 km. The distance by rail from Townsville is 561 km. The area was first mentioned circa 1902 - 1903 when a very short report said, that a Tony Allis had taken a parcel of copper ore out of a mine which, he called æThe InheritedÆ. After that report, nothing further was printed until about 1906, when traces of copper were noticed on a wagon track going to Kiama Well. The Trekelano deposit did not outcrop, with the cap covered by about two metres of soil. The deposit was named after an early pastoral holding. The early prospectors were however disappointed by TrekelanoÆs low copper grades, approximately five per cent Cu. This is understandable when, in those days, about 25 per cent was the cut-off grade for mines in the district. Meanwhile, The Hampden Mining and Smelting Company were constructing a smelter to treat their sulphide ores at Kuradala that was replacing their high grade oxides ore. By about 1910, the Hampden Mining and Smelting Company was experiencing smelting problems, and needed suitable oxidised copper ore to blend with the Kuradala pyritic ore. Someone must have remembered the Trekelano low-grade oxides, resulting in agreement to mine and cart the ore to Duchess, from where it was railed to Hampden, as Kuradala was known at that time.

Jan 1, 1998

By N Cusworth

The development of a resource project inevitably requires the investigation of a vast range of issues across most engineering disciplines û mining, metallurgical, chemical, civil, electrical, mechanical and environmental û as well as the geosciences. It is also a characteristic feature of the resource industry that no two orebodies û and hence no two development projects û are the same. So these technical issues have to be addressed to a greater or lesser extent in evaluating any resource projectÆs development potential. Not surprisingly then, technical issues tend to predominate when assessing the development potential of a project in the process typically referred to as ædoing a feasibility studyÆ. But the principal purpose of a æfeasibility studyÆ is to determine whether a development opportunity makes good business sense, not just whether it is technically possible. Resolution of technical issues is often seen as the primary focus of a feasibility study, whereas in reality, these technical issues are the basis upon which an asset delivery and business plan is built. This is not to say that technical issues are unimportant û they are a prerequisite to the demonstration of a projectÆs viability. The feasibility study process must therefore demonstrate that not only have the technical issues been satisfactorily addressed, but also that the broader commercial, economic and social issues have been considered in the development of a comprehensive business plan, which includes an assessment of the risk-reward profile of the proposed development. This paper will present a framework for the conduct of æfeasibility studiesÆ and provide guidance to minimum standards and best practice.

Jan 1, 2007

By R M. Smart, A T. Harrison

Backfill systems using unconventional cementitious binders have been successfully used in relatively deep and hard rock tabular mines for longwall, scattered stoping and shaft pillar removals. Two unconventional cementitious systems are discussed: A ground granulated blast furnace slag (GGBS) with an activator containing lime. This has been used with a total tailings æstableÆ slurry at a relatively low dosage of less than seven per cent, by mass, based on dry solids. The room and pillar stopes supported with this fill were up to 20 m high and the tailings were relatively high in pyrite. A GGBS binder plus a silicate based activator and gelling agent that virtually eliminated all water drainage (and hence post filling shrinkage). The system used a slurry, but the addition of the activator created a final placed product that had the behaviour of a paste. The system has been successfully used for almost ten years in the following applications: stoping widths (mining heights) above 1.6 m; and shaft pillar removals in seismically active areas at the end of the life of the shafts. This paper discusses the technical merits and costs of the systems and compares them to other fill systems (including true paste systems). the acceleration (normally g, 9.81m/sec2) is increased to a significantly larger (but generally unmeasured and unknown) value, as shown in Figure 1.

Jan 1, 1998

The Canada Centre for Remote Sensing (CCRS) has developed an airborne sensor, the SWIR Full Spectrum Imager (SFSI) which detects in the short wave infrared range of the solar spectrum from 1220 to 2420 nm. In June of 1995, a demonstration flight was undertaken in the state of Nevada with the support of the companies listed above. The focus of the flight was to collect image data over well known mineral deposits with the objective of evaluating the applicability of this sensor to alteration mineral mapping. Some of the Nevada sites chosen include Cuprite and Goldfield, volcanic hosted acid sulfate systems; Yerington, a structurally complex porphyry copper deposit; and Virginia City, a quartz-sericite-pyrite vein system with advanced argillic pods. Ground spectral data was collected with the PIMA-II spectrometer. Solar reflectance calibration was done by Desert Research Institute personnel at Virginia City and Cuprite. This paper will discuss the configuration of the sensor and present image and ground data for Goldfield and Virginia City.

Jan 1, 1995