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By Beardsmore G. R

Geothermal gradients in the Gippsland Basin commonly exceed 35¦ C/km. Consequently models of thermal maturation may indicate exploration targets with an anomalous age/depth distribution. However regional geothermal models are constrained primarily by observations of surface heat flow. High geothermal gradients may simply reflect the presence of low conductivity coal beds within the basin. Heat flow data are not readily available for the Gippsland Basin. Normally special purpose drill holes are required to provide direct determinations of surface heat flow. These provide core samples for thermal conductivity and allow measurements of a stable geothermal gradient at least one year after drilling. Different indirect procedures are now required to provide estimates for the Gippsland Basin. Bottom hole temperatures can be used with suitable corrections to provide an indication of the regional geothermal gradient. However the corresponding thermal conductivities are more difficult to determine. Geophysical logs can be used to detect the major lithologies but detailed statistical analysis is required for numerical estimates. Complex mixing models are now suggested for geothermal surveys linking physical properties to variations in the mineralogy of each well. Allowing for low conductivity coal measures the data in the Gippsland Basin suggest values for heat flow consistent with regional trends in Australia. Interpretation is complicated by overprinting of transient thermal events with different time scales. Apart from the tectonics of basin evolution geothermal signatures may be complicated by regional ground water migration, the 'hot spot' trace associated with southward younging of Cainozoic volcanism, diagenesis, and basin refraction.

Jan 1, 1992

By D Bertoldi, C Haines

"The Waihi Gold Mine (WGM) operated by OceanaGold New Zealand Limited is a wholly owned subsidiary of the OceanaGold Corporation of Australia. Traditionally WGM has stockpiled and processed separate campaigns of open pit and underground ore. The ore is processed via a conventional semi-autonomous grinding (SAG) / ball circuit (SABC). The low aspect SAG mill operates in a closed circuit with two 20" cyclones, whilst the ball mill is also a closed circuit with a 10" cyclone cluster. A major wall movement in April 2015 ceased open pit operations indefinitely, 18 months ahead of the mining plan. This immediately reduced the forecast mill tonnage leaving two options: begin campaign milling or change the operating strategy and target lower throughput. Additional cost pressures necessitated improved milling cost efficiency. The immediate ore restriction limited processing alternatives to within the existing major infrastructure. Available comminution circuit survey data laid the foundation for developing a comminution model using the JKSimMet™ software package (version 6, created by KJTech). A number of flow sheet variants were then evaluated based on predicted throughput and efficiency. The comminution models suggested opportunities for improved efficiency lay in reducing throughput and increasing utilisation rather than on/off campaign milling under the existing operating philosophy. A series of process alterations followed, delivering new cost efficiencies that maintained the current $/t processing cost. This paper aims to review the change in circuit performance and examine the decisions and challenges faced following the transition from a high tonnage SABC circuit to lower tonnage SABC circuit.Citation:Haines, C and Bertoldi, D, 2016. The Transition from Semi-autogenous to Autogenous Milling at Waihi Gold, in Proceedings 13th AusIMM Mill Operators’ Conference 2016, pp 303–312 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Oct 10, 2016

By M Dickie

During the 1980s and early 1990s low cost gold treatment plants were at the forefront of the Australian engineering and mineral processing business. This opportunity was the result of a high gold price and innovative design by emerging engineering companies in an expanding market. The low cost approach to gold plant design and project execution resulted in smaller and shorter life projects becoming viable and the multiplicity and fast track approach of the projects resulted in sharp learning curves. From the mid 1990s to the early 2000s the relatively low commodity prices and resultant reduction in minerals opportunities also resulted in innovative design in both small and large plants, albeit on a reduced scale. The innovation was associated with alleviating capital cost pressures for large capacity low-grade (eg NewcrestÆs Cadia) or small-scale (eg JubileeÆs Cosmos) projects to either improve NPV or to enable the project to be won and profitable in the competitive lump sum environment. Between 2004 and 2008 the engineering market became less competitive from an engineerÆs perspective due to the high demand for engineering services in a high price commodity market. The need for innovation remained but was driven overtly by shortages in water, power and personnel and long equipment lead times. This paper discusses some of the factors that contribute to the capital cost of a project and the scope for improving the likelihood of financing and increasing the project net present value (NPV). Case studies with recent large copper concentrator projects will be used to demonstrate how a value driven approach to project and plant layout can result in significant improvement in NPV.

Jan 1, 2009

Before presenting this address I desire to express my appreciation of the honour which has been conferred on me by my election as iPresident of The Australasian Institute of Mining and Metallurgy. At this stage it might not be out of place to recall that Broken Hill was the birthplace of The Australasian Institute of Mining and Metallurgy, originally formed as the Australasian Institute of Mining Engineers in 1893.In selecting for my address the topic of "The Broken Hill Mining Industry and its Contribution to the Economy of Australia" I realise it is impossible to cover fully every aspect of the nation's economy which owes all or part of its origin to the Broken Hill field. Nevertheless, I feel that some attempt should be made to give credit to the Broken Hill mining industry for its part in the progress which Australia has made over the past seventy years.. If we care to reflect for a moment it soon becomes apparent that, not only is the Broken Hill mining industry an important producer of base metals for domestic and overseas consumption, but its profits have provided the means whereby many of Australia's leading secondary industries have been established or built up. Examples which come to mind are the founding of the iron and steel industry by the Broken Hill Proprietary Company; the establishment of plants at Port Pirie in South Australia, and at Risdon in Tasmania, for the production of metallic lead and zinc; and also at Port Kembla for the smelting of copper ores. From profits derived from operations at Broken Hill, capital has also been provided to assist other new essential...

Jan 1, 1956

By H Fletcher

Iron Ore Holdings Ltd (IOH) is an emerging junior iron ore company that is actively developing projects in the Central and Western Pilbara region of Western Australia. IOH commissioned URS Australia Pty Ltd (URS) in mid-2008 to prepare environmental assessment documents for the Phil’s Creek Project, which was rapidly moving into the development phase. This project comprised a small open cut iron ore mine that was expected to deliver approximately seven million tonnes over a five year mine life.IOH faced several challenges in the environmental assessment process for the Phil’s Creek Project. Although the Phil’s Creek Project attained approval but has now been placed on hold, it is a useful case study to discuss these challenges and how IOH addressed them. Several important lessons were learned through this process that can assist other proponents in addressing environmental challenges in a constructive and proactive manner.One major challenge faced by IOH related to the endangered northern quoll (Dasyurus hallucatus). Another challenge was the unusually high species richness of troglofauna recorded within the project area, with several species initially known only from within the proposed pit footprint.Meeting and overcoming these challenges has provided IOH with an increased understanding of the level of input required for consultation with government departments regarding environmental assessments, and this should stand the company in good stead for developing future tenements. Challenges in regards to the environmental assessment process may be faced during future developments, but IOH’s experiences to date and the lessons learned from the Phil’s Creek Project, will help pave the way for successfully overcoming them.

Jul 11, 2011

By R D ROSENTHAL

BHP Iron Ore Ltd's Mt Whaleback is the largest single open-pit iron ore mine in the Pilbara region of Northwestern Western Australia. A division of BHP Minerals, one of three core businesses of Broken Hill Proprietary Company Ltd (BHP), BHP Iron Ore - Newman is a joint venture with minor participants C Itoh Minerals and Mitsui. Mine planning for Mt Whaleback generates detailed sequence plans for a long term forecast incorporating equipment requirements, marketing forecasts, and pit development strategy. Utilisation of several computer packages, both commercially available and site modified, are necessary to achieve such a demanding task.

Jan 1, 1992

By B Newcombe

From many years practical industrial experience the author has drawn together a list of the key points to consider when embarking on a large-scale geometallurgical project. Fundamental aspects which must be considered include (but are not limited to):understanding the variability of the orebody both laterally and with depth;comminution properties and variability;flotation properties, requirements and variability – differing ore zones may have substantially different requirements for optimal performance;the role of texture – the consequences of both grain size and distribution and how the circuit will handle these;realistic expectation in terms of the financial requirements and time frame results are required within; andintegration of, and communication between key personnel within the various departments of the site (mining, geology and processing) is a fundamental aspect of any geometallurgically based processing system. An example of a highly complex nickel sulfide ore will be used as the basis of discussion.

Sep 5, 2011

By Harper F

This paper outlines the authors' views of the methodologies which can be employed to value mineral properties at different stages of development for the purposes of project financing, mergers and public floats. This paper discusses the key issues in Discounted Cash Flow (DCF) analysis including the importance of data verification and the shortcomings in DCF analysis. Stockmarket valuation measures and valuation methodology for exploration and pre development projects are examined through examples and pitfalls are identified. The use of valuations in corporate transactions and their strategic value is also discussed.

Jan 1, 1994

By A Dennis, T Hunter, R Coleman

For metallurgical plant design, it is necessary to progress through successive phases of test work, piloting and process development before involving all the other engineering disciplines and “freezing” the process design criteria and flow sheet. This process usually relies upon the experience, skills and personal preferences of various technology providers, study and engineering entities, test work and metallurgical laboratories and, most importantly, the owner’s team and its operators. Current industry trends include lower grades, more complex orebodies, geometallurgy in defining orebody variation and design envelopes, more common “hybrid” plant processes and the market demands for more reliable, timely and predictable early plant performance.This paper will discuss interaction of these trends and provide guidelines for the level of detail and technical complexity required for a number of different “typical” examples. The paper will pay particular attention to the study definition level translated into the required detail and certainty needed by the overall process “owner” and original equipment manufacturer (OEM) equipment suppliers to ensure the best real plant performance. Some recent case studies will be discussed. In many projects, at a late stage of project definition, it has become common practice to undertake a “value engineering” phase. Although it could be argued that this should be undertaken earlier, it is largely driven by an overall need to reduce capex and “optimise” the perceived “fat” built into the project during the detailed design process. This value engineering can be very counterproductive to project timing and operational performance and warrants discussion.The paper is intended to promote discussion on a topic of wide interest. The authors’ diverse backgrounds and experiences are integral to the views in this paper.CITATION:Dennis, A, Coleman, R and Hunter, T, 2017. Critical process design considerations from test work to operations, in Proceedings MetPlant 2017, pp 12–30 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Sep 11, 2017

By J Vann

Geometallurgy is inherently multidisciplinary and it gains its power to deliver improved outcomes for the minerals industry by bridging silos between disciplines. This cross-disciplinary approach unlocks value, identifies (and avoids) value destruction and provides a pathway to better implementation of an energy efficient and sustainable minerals industry. Despite this promise, we argue that the cross disciplinary approach also represents the greatest threat to the success of geometallurgy. Some key cross disciplinary issues identified are:Geometallurgy has so far evolved in the technical sphere, mainly by collaborations of geologists and metallurgists. Consequently, in many cases the business dimensions and value have not been incorporated. Financial and risk evaluation viewpoints need to be assimilated into the geometallurgical paradigm. In fact, until such measures are integrated into practices, the value cannot be fully demonstrated.The historical and current efforts on geometallurgy have been highly focused on improved sampling and measurement of geometallurgical properties or appropriate proxies. This work has been driven by professional and academic geologists and metallurgical engineers. It is notable that mining engineers (who are critical in the value delivery of geometallurgy through changed planning approaches) have so far been at the margins, or absent. The construction of valid three dimensional (3D) geometallurgical models raises some important organisational, mathematical and geostatistical considerations. The enhancement of resource models to account for geometallurgical aspects must be managed carefully if the full value of geometallurgical thinking is to be realised.The use of 3D geometallurgical models to change business decision making and practices is the real nub of the problem. We believe sophisticated scenario based evaluation methods are required if the potential impacts of spatial rock properties on processes further down the mining value chain are to be realistically evaluated. Such changed practices require ‘whole of value chain thinking’ to embed this change into the business in an ongoing way.Because profitable geometallurgy demands changed approaches to business decision-making and also organisation of the firm (radically changed in some cases), the senior executive viewpoint must be incorporated into the language and thinking of geometallurgy. This is unavoidable if the establishment of a geometallurgical approach to project evaluation, development and operation is to be successful and sustained.A powerful analogy for the problem faced by geometallurgy is the transformation of safety culture in the mining industry in the past 20 years. We argue that, as in the safety revolution, explicit models, cultural change and management of the ‘soft’ dimensions of the problem are pivotal to success of geometallurgy. In light of this, we propose a model (‘the Geomet Curve’) that gives a framework and pathway for geometallurgy in seven steps. The implications of this model for technical and organisational steps required at different stages are discussed.

Sep 5, 2011

In New York City, on the walls of the library of the United Engineering Societies are these words:"Engineering-the art of organising and directing men and of controlling the forces and materials of nature for the benefit of the human race," but who, reading the schedules of even our best engineering schools, would infer that engineering is an art or that it should always havejn mind the benefit of the human race? While it must be remembered that our engineering schools exemplify the British cult of the amateur, that cult which lets men who have never attended a lecture on "Education" or perhaps nevereven read a book on it, become enginering teachers by profession (and so educators by inference), the root of the matter is to be found in the fact that our educational aims, and consequently our educational practice, seem suited much better to the position engineering held in the community in 1900 than to the position it holds to-day. This civilization of ours has developed, !;loth for good and for ill, into one based largely on engineering achievement; technical progress is so continuous and so rapid that thevalue of descriptive knowledge of current practice is ever lessening; enough must be imparted to make the young graduate immediately employable, and this amount is sufficient for illustrating the principles on which practice is based and on which its advance depends, but the young graduate's technical progress depends much less on his having acquired additional knowledge than on his ability to acquire knowledge, so, paradoxically, the more useful knowledge there is availabJe the less of it the student should be taught.Less conspicuous but fully as important is the enlargement of the field of work of engineering graduates, especially its extension to the initiating of policies and to the broader problems of administration. At present the road to such positions lies normally through a considerable period of professional work, but it is by no means unlikely that the field will soon include much that requires little professional expel'ience. At all events it is safe to say that the changed. and changing position of engineering in the communitydemands the attention of the engineering schools and that profitable discussion of engineering education demands some understanding of the real nature of education and of the part which engineering plays in the life of the community.THE NATURE OF EDUCATIONUnfortunately "to educate" supplies an example of how words degenerate in meaning; most people regard it as the equivalent of "to instruct"; a small number feel they have gone to. the root of the matter when they say...

Jan 1, 1941

The economic viability of base metal and gold production projects at Chillagoe, North Queensland has been elusive or difficult to achieve. Because of isolation and low grades metallurgical efficiency has always been essential. This paper, concentrates on the Chillagoe Railway and Mines Company's operations from 1898 to 1914 and Elders Resources Limited's current developmental operations at Red Dome. The technological methods of concentrating, smelting and refining the copper, silver, lead and zinc by the Chillagoe Company will be outlined as well as their understanding of the geological aspects of the ore bodies and the stock market speculation. The Chillagoe Company failed in its economic management but developed the region. Elders Resources have successfully redeveloped the region including fostering the tourist potential of the area through their expert financial, engineering and metallurgical strategies within the external economic parameters of the Pacific Region.

Jan 1, 1987

Optimisation of the Advanced Automation System at Inmet Mining's PyhSsalmi Mine, Finland

Sep 13, 2010

By Pratt V

The economic, social and political environment of the mining and minerals industries is, as we all know, volatile and affected by constantly changing international forces. In addition, the outcome of negotiations with overseas customers is often uncertain for long periods, or even unfavourable. The industries and companies represented at this Conference are in an arena of high competition, risk taking and enormous capital outlay. They are industries which our overseas markets (rightly or wrongly) have criticised for industrial relations problems, unreliable production and uncertain deliveries. They are industries which have an urgent need to be cost effective and competitive at all levels of activity.A critical factor in the mining and metallurgy industries is, therefore, its human resources and its human resource management. It requires the full use of available talent, innovation, skills and qualifications within its workforce, and the appropriate management of these resources.

Jan 1, 1985

By M Erskine, R Mills

This paper approaches tailings dam risk management from the perspective of how other high hazard industries approach the management of their catastrophic event risks, with the aim to provide recommendations from these learnings for the industry to adopt.

Jul 1, 2021

Large mining operations need equipment that consistently performs as expected. The most effective way of ensuring this is to have a defined life cycle with an optimised maintenance strategy. The determination of this life cycle is an economic decision, influenced by the construction and utilisation of the equipment. An effective life cycle costing (LCC) tool must be able to process the many variable factors involved.Many factors influence the costs that are associated with a machine over its life. The most variable of these are the costs of maintaining the equipment. Maintenance costs are dependant not only on the utilisation of the machine, but also on the strategy that has been developed to support the machine through its life. A combination of supplier support, component changes, regular servicing and unscheduled maintenance needs to be modelled, based on a variety of drivers. Traditionally spreadsheets have been used to model these factors, but the increasing complexity of the situation can make spreadsheets unwieldy and difficult to manage. A database solution that breaks each activity into its constituent components, links them to an associated mine plan driver and then aggregates the result is the ideal tool to provide a time based cost profile. The evaluation of a number of scenarios, representing different maintenance strategies/life cycles can be rapidly undertaken. Auditability through inbuilt tools is required to provide easy tracing of data. Use of the host company's account structure allows for reporting against the standard chart of accounts.

Dec 6, 2010

By H Ishikawa, H Zhou, M Spagnolo, R Halomoan, S Palaniandy

The Karara Mine concentrator commenced operation in November 2012 to produce high-grade magnetite concentrate. The circuit consists of three stages of comminution plus magnetic separation at each stage for early gangue rejection. High-Pressure Grinding Rolls (HPGRs) are used for fine crushing, followed by ball mills and TowerMills in secondary and fine grinding duties respectively. In recent times, the plant throughput rate has had to exceed design by 18% to maintain the targeted concentrate productivity. Meanwhile, the ore hardness has increased by 25% to 15 kWh/t, leading to changes in the circuit operation and design. These changes led to coarser and harder feed to the TowerMill circuit that affects the subsequent separation processes. Nippon Eirich (the TowerMill manufacturer) has partnered with Karara Mining Limited (Karara) to optimise the TowerMill circuit operation to achieve a circuit product with an 80% passing (P80) of 35 µm. Several activities, including a TowerMill circuit audit and performance evaluation, multi-component analysis, modelling and simulation, were carried out as part of the optimisation exercise. The circuit audit results revealed that the TowerMill circuit feed size F80 had increased and ranged from 67–75 µm. The circuit product P80 ranged between 42–55 µm. The average circuit specific energy was 3.4 kWh/t. Moreover, the differences in density between magnetite and gangue minerals had affected the hydrocyclone performance where the efficiency curve exhibits coarse end deflection indicating that low-density coarse material was bypassing to the overflow stream. A multi-component analysis was carried out to further investigate the coarse end deflection of the hydrocyclone efficiency curve. The analysis showed that the magnetite and gangue minerals had different cut sizes of 32 and 64 µm respectively. Furthermore, 33% of the magnetite (below 35 µm) was being recycled back to the mill due to the density effect. Based on these findings, several recommendations for process improvement were identified and implemented including:• converting to a bottom feeding configuration to improve the grinding efficiency in the mill• additional grinding power in the fine grinding duty to compensate for the increase in plant throughput and ore hardness• improved classification efficiency by converting to smaller size hydrocyclones. Simulation studies carried out to evaluate the impact of these implementations had indicated that a P80 close to 35 µm with a steeper size distribution could be achieved by using the bottom feed configuration with additional grinding power. The TowerMill circuit was converted to bottom feed configuration and the performance was evaluated. The operating work index, size specific energy and circulating load were 30% lower than the top feed configuration, indicating that the bottom feed configuration had a higher grinding efficiency. This paper discusses the outcome of the circuit audit, multicomponent analysis, circuit simulations, improvement strategies and quantification of the improvements. CITATION:Palaniandy, S, Spagnolo, M, Halomoan, R, Zhou, H and Ishikawa, H, 2017. Fine grinding circuit process improvement at the Karara mine concentrator, in Proceedings MetPlant 2017, pp 101–120 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Sep 11, 2017

By H Haghighi

Haul roads are often permanent unsealed access roads used by heavy haul trucks to transfer minerals. These roads can deteriorate rapidly which results in potholes, deformations and dust. Downer EDI Works has successfully provided efficient solutions to the mining industry to maintain their haul roads. HaulPac as a solution package is a process in which a bituminous emulsion is used to create a stable and durable pavement. The emulsion penetrates the road and binds the particles together, creating a stable base. It also seals the surface and prevents water from penetrating the underneath layers. Bituminous emulsion can increase the strength of the pavement material and decrease the road surface degradation which results in dust suppression. However, the everincreasing price of commodities, the necessity of reducing carbon emissions and the increasing use of autonomous haul trucks have made it vital to invest in novel maintenance solutions that can meet the needs of the mining industry in a cost-effective manner. This paper outlines the benefits of bituminous emulsion in terms of productivity, safety and environment followed by Downer’s approach to evaluate the suitability and to optimise the amount of product. The potential for changing the colour of the treated surface is explored and an initiative that incorporates end-of-life tyres of haul trucks into the pavement is introduced. And finally, an innovative method using artificial intelligence to estimate dust emission is presented.

Sep 18, 2023

By C Kusi-Manu, E Nyamusika

Geita Gold Mining Limited (GGML) is owned and jointly managed by Ashanti Goldfields Company (Ghana) and Anglogold (South Africa). The mine is currently one of the largest gold producing open pit operations in Africa producing 620 000 ounces of gold and mining in excess of 70 000 000 tonnes of material per annum. The mine currently has 2000 full time employeeÆs and a mine life in excess of 12 years. Geita Gold Mine is comprised of 11 different gold deposits situated in the Lake Victoria Goldfields of North Western Tanzania (Figure 1). The gold deposits are primarily associated with banded ironstone formations within an Archaean greenstone belt. Current global resources, including Inferred, stand at 129.5 million tonnes grading 3.91 g/t (16.2 M oz). Open pit reserves total 70.4 million tonnes grading 4.16 g/t (9.4 M oz). The majority of the gold resource is hosted by the three deposits (Nyankanga, Lone Cone and Geita Hill) within the æGeita TrendÆ a large and continuous (>4 km long) mineralised zone (Adofo, 2002). Geita Gold Mine commenced operations in June 2000, as the second large-scale open pit gold mine in Tanzania. The new workforce of 800 people had no previous experience in open pit gold mining. Since the start of the operation, Geita Gold MineÆs management ambition was to become a world leader in the application of best practice in all technical disciplines and in operational success. Staff development and training was identified as one of the major components in the company achieving its aim. Geita Gold MineÆs management has committed the necessary training staff, resources and the commitment of over $US 1 M a year to staff training and development programs for 2003 and 2004. The process and management of Geita Gold MineÆs mining geology staff training and development program is presented in this paper.

Jan 1, 2003

By G MORRIS

The mining industry has been rightly proud of its environmental achievements and it would be fair to say that in some areas the Australian mining industry is at the forefront of world practice in environmental management and mine rehabilitation. The `environment' has certainly been a growth area over the past three decades with growing awareness in the 1960s, some large battles and the of significant legislation in the 1970s. The most important period however has been the 1980s and so far the 1990s where, in addition to the of some more rigorous legislation, we have seen the practical application of environmental management/rehabilitation Techniques.

Jan 1, 1992