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By D Tanzil, H Jones

Every mine will close! Charting a profitable course through mine operations to acceptable mine completion requires that risk and opportunity management planning of the mine life begin as early as possible in the life cycle. Management targets and metrics are required to identify and navigate the course to successful mine completion based on economic, social and environmental criteria. This paper outlines the application of The Metrics NavigatorÖ principles to the life cycle of a mine site. In general, metrics are required to make key strategic ideas apparent, transforming those ideas into a manageable set of quantitative measures that guide communication and decision making. For example, the chemical industry has established metrics that focus on the life cycle impacts of its products and eco-efficiency of their processes. Other industry sectors have focused attention on workplace and community well-being outcomes. These management metrics are necessarily organisation-specific, aligned to stakeholdersÆ expectations and the strategic outcomes sought, as well as the cause-and-effect relationships underlying key issues. Recently, the Global Environmental Management Initiative (GEMI), a consortium of multi-national companies, developed The Metrics NavigatorÖ. The guidance document provides a structured process for assessing and developing metrics for key environmental, social, and economic issues based on business and stakeholder perspectives. It incorporates best practices learned from the chemical and other industry sectors and has since been applied to develop metrics that guide life cycle strategies. The paper examines how the life cycle of a mine site could benefit from experiences in other industry sectors where sustainability metrics have guided strategy. It considers the potential application of The Metrics NavigatorÖ process to the life cycle of a hypothetical Australian mine site using the processes that have been successful in other industry sectors.

Jan 1, 2009

By J Lombardi, M Weidenbach

"OZ MineralsÆ Prominent Hill copper-gold concentrator is located 650 km north-east of Adelaide, 130 km north-east of BHP BillitonÆs Olympic Dam operation and 130 km south-east of the regional township of Coober Pedy, in the Gawler Craton region of South Australia. The concentrator was built in 2008 and commenced commercial production in early 2009. The Prominent Hill concentrator is comprised of a conventional grinding and flotation processing plant with a 10 Mt/a ore throughput capacity, operating well over the design rate of 8 Mt/a. Increased throughput rates have seen a decreased water recovery from the tailing thickener due to operating above design. Subsequently, greater pressure was placed on the site water balance and bore field off-take rates due to increased evaporation losses from greater volumes of water reporting to the tailing storage facility. This resulted in a trade-off between water availability and milling rates as part of the operating strategy.Two projects were implemented to increase the tailing thickener underflow density, thus improving water recovery directly back into the operating plant, reducing water losses via evaporation and decreasing the reliance on the bore field system operating at maximum rates to maintain mill throughput. The two projects were: tailing thickener feedwell redesign implementation of the Manta Cube control system.This paper discusses the background, implementation and benefits attained from these two key projects. Combined they have allowed a two to three per cent increase in tailing thickener underflow density to be consistently achieved, which has allowed greater water recovery. As a result, the processing plant has been able to operate at higher throughput rates when required, with greater water availability in the process plant recirculating system and a reduction in occurrences of the plant being æslowed downÆ due to water supply shortfalls. Both projects have also delivered a significant reduction in flocculant usage.CITATION:Weidenbach, M and Lombardi, J, 2012. Tailing thickener operability and control improvements at Prominent Hill, in Proceedings 11th AusIMM Mill OperatorsÆ Conference, pp 137-142 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Oct 29, 2012

By S Lloyd, J Chow, S Fitzpatrick, D Greenup

The Tropicana deposit was discovered in 2005 after AngloGold Ashanti followed up an unexplained gold-in-soil anomaly. Discovered in a remote, barely-explored area of Western Australia not previously thought prospective for gold, Tropicana is the most significant gold find in Australia for more than a decade. The new, large scale open pit gold mining operation will produce an annual production of around 330 000 to 400 000 oz over a ten year mine life mining around 60 Mt/a.Process plant construction started in early 2012 and is due to finish in the December 2013 quarter. The mining contract was awarded to Macmahon Holdings (Macmahon) and mining commenced in July 2012 using conventional drill and blast, truck and excavator open cut methods.As a construction and start-up project in a greenfields location, the establishment of mining activities at Tropicana Gold Mine (TGM) involves the implementation of technical and operational systems, including the mining contract. Some of these systems and likely challenges were identified during earlier studies, while others were not foreseen until they were encountered. Alternatively, the time frames around implementation change depending on the changing knowledge of the project and industry environment. These systems include those common to the industry and those specific to the operation and location.This paper examines the implementation and development of a number of the systems specific to the establishment of mining operations, including the history, process and some outcomes. Although expected to be discrete systems to implement, they become interdependent. This linkage between systems further offers challenges and opportunities for the continuous progress of each system and for TGM as a whole.CITATION:Chow, J, Fitzpatrick, S, Greenup, D and Lloyd, S, 2013. Tropicana Gold Mine - mitigating the challenges of a mining start-up, in Proceedings World Gold 2013 , pp 51-60 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Sep 26, 2013

By D Andrew, G Stanway, P Mahoney, C Griebel

The iron ore mining industry is currently going through an adjustment from high to more moderate growth as China’s economy transitions from capital-intensive investment to a more services-oriented economy. We are now witnessing a renewed focus on productivity improvements and cost savings as planned expansions are completed. Despite the scale and importance that the mining industry plays in the global economy, innovation literature is generally more targeted at faster-moving industries with shorter innovation timeframes and lower capital requirements. To fill this gap, VCI set out to understand the state of innovation in the mining industry in 2014. This State of Play report aims to give an objective appraisal of the strengths and weaknesses of innovation in mining. The report has three sections covering both the structure and delivery of innovation in mining:Ecosystem – focused on understanding how the iron ore mining innovation ecosystem system works, including the roles of large and small miners, service companies, researchers and governments. Our recommendations focus on what is required for the system to work well and improve the level and quality of innovation in the industry.Strategy – how do companies define their innovation strategy in relation to their corporate strategy? How are these related to prevailing global and industry trends? How do they communicate this with their business? How successful are they? These are among the questions that this section attempts to answer. Our recommendations are pitched at the executive leadership of iron ore mining and service companies.Delivery – focused on how companies develop and deliver innovation, looking at the success of different structural options, leadership and culture, partnerships and the best approaches to change. Recommendations are aimed at improving outcomes within the iron ore mining value chain, including the role that suppliers play.CITATION:Stanway, G, Mahoney, P, Andrew, D and Griebel, C, 2015. Understanding the state of innovation in the iron ore industry, in Proceedings Iron Ore 2015, pp 631–646 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 13, 2015

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

By R M. S Watsford, M Davis

In 2015, MMG Limited commenced further action to improve operating margins and establish a blueprint for future growth in the Australian environment. This action was taken in the context of weakening metal prices and high input costs that arose during the Australian minerals boom.MMG was formed in June 2009 following the purchase of the majority of assets of OZ Minerals Limited by China Minmetals Corporation (CMC) through its subsidiary China Minmetals Non-ferrous Metals Co Ltd (CMN).Since formation MMG has been implementing a business model to deliver a standard way of operating. The overarching purpose of the business model is to enable fast integration of acquired assets to realise improved productivity and performance. CMN established MMG as a vehicle to reach their growth targets through further development or acquisition of mineral assets in jurisdictions external to mainland China.The business model is underpinned by the MMG operating model. The operating model defines how MMG is arranged to deliver the company strategy.This paper describes the application of the operating model to the formation of the Australian operations into a single business unit from multiple stand-alone operating sites. The development and impact of the business model on MMG’s performance is also presented.The extension of the operating model to the Australian operations has led to improvement in safety performance, direct costs and productivity. These improvements have been achieved through reducing duplication, simplification of systems and rapid deployment of improvement initiatives.The successful implementation of the operating model to Australian operations strengthens the platform for further growth. Hence, delivering on the aim of the business model.CITATION:Watsford, R M S and Davis, M, 2016. MMG’s Australian operating model – the implementation, successes and learning, in Proceedings International Mine Management Conference, pp 291-302 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jun 22, 2016

By C J. Moran

Given that the mining industry is committed to sustainable development principles and that Australia is experiencing changes to the regulatory environment that aim to modernise the water sector and encourage adoption of consistent approaches, there is a well defined need for the Australian minerals industry to develop a water accounting framework. This requires: key terms and definitions for water metrics for use in the Australian minerals industry that is consistent with the wider water sector, a suite of metrics representing key components of an operationÆs water balance, a calculation method for some of the metrics, and a reporting protocol. This paper presents the methodology that was used to derive these four components. Existing accounting frameworks were reviewed and key terms and definitions that were consistent with current requirements were proposed. A calculation methodology was developed to obtain some of the key indicators and variables that cannot be easily measured directly (water loss through evaporation is an example). The adopted terms and definitions dictated model development, with the conclusion that a systems approach was the most effective calculation process. To test the proposed definitions and calculation methodology, values for water metrics were derived for eight sites. The proposed framework and definitions could deal with the specific situations selected as case studies. The associated calculation methodology produced complete accounts at various levels. Some elements of the accounts could be directly checked against available data and simulations. The framework captured well variations in the reuse efficiencies; reuse efficiency could even vary for similar processes. It is concluded that this preliminary accounting framework provides a consistent language and metrics for quantifying and communicating water management, both at the intersection of the site with the surrounding landscape (through detailed reporting of site inputs and outputs) and within operational activities. Using this consistent framework for quantifying and documenting water use within an operation will provide a platform for compiling and comparing minerals industry water use with other sectors. This may support benchmarking activities within regions or companies and help demonstrate leadership amongst water users in water resource stewardship. The approach presented here is applicable to a wide variety of mining and processing activities, and biophysical environments, and can be adopted as the first step towards developing national water accounts for the Australian Minerals Industry.

Jan 1, 2009

By A N. Kusnanto, D Sims, L Henim, S Crispin, J Hertrijana

The high sulfidation Purnama Au-Ag deposit located on the Indonesian island of Sumatra entered production in mid-2012 following a two-year program of construction and development. Discovered in 1997 following a regional stream sediment geochemical sampling program by the Normandy Anglo Asia joint venture, it is the first and largest deposit in G-Resource’s Martabe Project to enter production and is the centrepiece of a series of six deposits totalling 8.1 Moz Au and 73.8 Moz Ag in Mineral Resources (G-Resources, 2013a).In 2011 investigation into the controls of high-grade mineralisation in isolated parts of the deposit identified a potentially significant mineralisation style which had not been previously recognised or accommodated in the resource model. An extensive investigation of core and logging data followed to confirm the distribution of the somewhat unusual mineralisation style – a sedimentary-like cavity infill of very high-grade auriferous pyrite within the steep hydrothermal breccia feeders to the system. With the bulk of mineralisation located within the adjacent volcanic sequence and sandy-matrix phreatomagmatic breccia surrounding the feeders, the lack of constraint for high-grade intersections in the hydrothermal breccia zones had potential to significantly impact the mine plan in the lower sections of the planned pit through overestimation of local gold grade. Combined with new data emerging from grade control drilling and infill resource drilling in the pit, a program of reinterpretation of the deposit was initiated to update the geological and alteration framework underpinning the resource model. The result has improved the economics of the project and added metal to the Ore Reserve for Purnama.CITATION:Sims, D, Henim, L, Hertrijana, J, Kusnanto, A N and Crispin, S, 2014. Remodelling the Purnama deposit – an interpretation case study from G-Resources Martabe Project, Indonesia, in Proceedings Ninth International Mining Geology Conference 2014 , pp 229–236 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Aug 18, 2014

By S Mundell, J Armstrong, M Evans

"Automation is a common goal within the coal industry for reasons such as efficiency, reliability and sustainability. However, it requires standards and frameworks so business systems can communicate effectively. Automation of sample analysis processes has been difficult to establish due to a lack of direct business system communication between commercial laboratories and mining companies. This has resulted in manual procedures that have contributed to problems relating to analysis instructions, sample identification, results formats and visibility of status.These problems result in loss of data and confidence in data validity, loss of process efficiency and inability to react to issues. An Australian Coal Association Research Program project (Evans, Armstrong and Arboleda, 2014) has addressed these issues through the Coal Quality Data Exchange methodology for direct business system communication between coalminers and commercial laboratories to optimise the transfer of coal quality data.The benefits to the coalminer of the framework are:increased clarity and auditability of what is being sent to the laboratory and what was requestedreduced potential for error introduced through manual transcription tasksincreased speed of loading of analytical results to the customer Geoscientific Information Management Systemimproved turnaround time for analytical resultsincreased knowledge about what took place in the laboratory with respect to the determination of the analytical resultsincreased visibility of the status of a ‘work order’. The benefits to the technology companies and commercial laboratories is a common framework on which to build a sustainable solution that gets away from the multitude of formats catered for today and time consuming manual processes. The common framework significantly advances the future possibilities for the automation of sampling and analysis processes in a production environment.CITATION:Armstrong, J, Mundell, S and Evans, M, 2014. Automating communications between laboratories and mines – a case from the coal industry, in Proceedings Ninth International Mining Geology Conference 2014 , pp 351–360 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Aug 18, 2014

By L Dyer, A Keith, G D. Corder

As mining activity moves to remote and less developed locations globally, a holistic approach to mine development is fundamental for achieving a balance between strong financial returns and corporate social responsibility and transparency. Key inter-related fundamentals such as social licence to operate, life-of-mine operational planning, minimising environmental impacts and, most importantly, attractive investment returns for the mining company all contribute to the viability of any new mining project.However, the typical practice in the mining industry is often to treat environmental and social/community aspects as separate compliance issues that are dealt with at minimum cost and disruption to the project and resulting operation. This often results in less than optimum environmental and social outcomes, and presents considerable liabilities at the time of closure when rehabilitation programs continue to require funding when all revenue has ceased.The five capitals model seeks to identify each of the key contributors to sustainable development as financial, manufactured/physical, social, human and natural to formulate a type of triple bottom line approach balancing these often competing project factors. The SUSOP® sustainability risks and opportunities framework, developed by the mining industry, bases its approach on the five capitals model and proposes an approach that breaks down enterprise silos to identify innovative solutions for life-of-mine sustainability. This framework has been developed with the nature of mining projects in mind in order to produce approaches and outcomes relevant throughout the life cycle from the planning phases, through project design and construction into operation and closure.This paper argues the need for a more holistic approach to the development and operation of mining projects, and presents case studies where a holistic approach has been applied, in whole or part, and discusses the lessons learned from these case studies.CITATION:Corder, G D, Keith, A and Dyer, L, 2014. A capitals based approach – leading innovation in planning for life-of-mine sustainability, in Proceedings Life-of-Mine 2014, pp 499–512 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 16, 2014

By C J. Pitzer

The prevention of fatal risks is a key objective for the global resources industry, especially considering poor performance with regard to fatality rate reduction and the continued occurrence of mine disasters globally. However, the industry has a credible history, over several decades, of the development and deployment management systems to control potential Serious Injury, Fatal and Catastrophic (P-SIFC) risks. While these systems have had a significant impact on the thinking and approaches to the prevention of fatal risks, fatal accident rates have not shown the desired reduction. Recent fatal and serious injury events in Australia have led to the establishment of several enquiries to further identify improvements that could be considered. Globally, fatal accident rates remain stubbornly high or plateaued in many jurisdictions, and several catastrophic events have occurred, such as tailing dams disasters in Brazil and South Africa, and the recent coalmine disaster in Turkey. Apart from the apparent lack of progress, it is evident that the deployment of critical risk systems has introduced more bureaucracy, slower response systems and additional burdens on already overloaded middle and supervisory levels of management. Organisations are rarely able to effectively tap into the risk source of risk knowledge of the frontline worker and supervisor, for various reasons discussed in this paper. To establish a valid and valuable channel of critical risk information flow from the frontline employee, Debmarine Namibia instigated the development and deployment of a system called SafeSENTRY, where the focus is on the ‘dynamic identification of dynamic risks’. This paper outlines the system, the principles of the design, the range of risk metrics that can be derived from the observations of the frontline operators, and demonstrates how a range of posited shortcomings in critical risk management is addressed how features of the High Reliability Organization (HRO) have been developed.

Mar 29, 2023

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 Flanagan, M M. Mete, A R. Tiryaki, M Guresci

First Quantum Minerals (FQM) operates the Cayeli underground copper mine in Turkey. In response to a lost time incident (LTI) that occurred at the mine in 2022, the mine management decided to introduce a new safety approach on-site. The initiative began with a comprehensive safety culture analysis conducted by Arti Consulting, involving focus group studies. Employees actively participated in candid discussions, sharing their insights on safety issues and offering solutions. These conversations were meticulously audio recorded, resulting in over 150 000 words collected from more than 100 employees. These transcribed narratives then underwent rigorous semantic analysis, with the assistance of a sociologist, to identify and dissect patterns of unsafe behaviour. This analysis found areas for improvement, particularly in near-miss and incident reporting, quality of safety toolbox talks and effectiveness of pre-work risk assessments. Subsequently, mine management deliberated on these insights and devised corrective actions. An emphasis was placed on involving all employees in the corrective actions through communication training, empowering them to own the decisions and changes made. These impactful measures were seamlessly integrated into FQM’s Think! Safety Program, which embodies FQM’s sensible health and safety strategy. FQM partnered with Strika Entertainment (Strika) to develop innovative visual-first safety communication tools that use illustration, animation and graphic design to simplify complex messaging into easy-to-understand edutainment. As part of this approach to safety communications, Cayeli and Strika revamped the safety toolbox talks to encourage employees to voice their concerns and receive feedback when their suggestions were implemented. The response from employees has been positive, with over 200 unsafe behaviours and conditions reported within the initial two months of launching the Think! Safety Program. Remarkably, the Cayeli Mine has not experienced any LTIs for the past 500 days as of 9 December 2023. This paper encapsulates the dedicated efforts to transform Cayeli into a safer mining operation.

Apr 16, 2024

By C Harrison, A Bowskill

The Ambuklao hydroelectric dam was originally constructed in the 1950s in the remote and mountainous region of the northern Philippines. Following its construction the dam has suffered heavily due to siltation and a partial collapse of the intake structure due to a 7.8 magnitude earthquake that struck the region in 1990. Between the years 1990 and 1999 the power station progressively lost its capacity to generate power. In 1999 the owner took the power station out of commission. The power station remained idle over the next 12 years. In 2008 the power station was sold to a new owner who commissioned the rehabilitation works.The rehabilitation project restored the operating status of the power station in June 2011 and increased its capacity from 75 MW to 105 MW. The civil contract of the rehabilitation project required the construction of a new intake structure behind an in situ rock coffer dam on the edge of the existing reservoir, new 6.2?m diameter × 124?m deep blind sunk shaft behind the intake structure, which connects to a new 6.8?m horseshoe profile headrace tunnel that ultimately connected onto the existing vertical penstocks which feed three No 35 MW Horizontal Turbines rated at 155?m head.The unique challenge in rehabilitating this existing hydropower station involved finding solutions that would conclusively deal with the challenging geological and hydrogeological conditions associated with excavating new tunnels and a drop shaft beneath a live dam.McConnell Dowell was awarded the civil works package for the rehabilitation works in August 2008. The Ambuklao rehabilitation program took 33 months to complete.Over 600?m of tunnels were excavated in highly weathered and often challenging geotechnical conditions via drill and blast with the extensive use of high-pressure fissure grouting to control groundwater ingress that was surcharged by the dam.This paper focuses on the use of high-pressure fissure grouting that took place to enable the excavation of the new waterway system and intake structure.CITATION:Bowskill, A and Harrison, C, 2014. High-pressure fissure grouting for drill and blast tunnelling, Ambuklao, Philippines, in Proceedings 15th Australasian Tunnelling Conference 2014 , pp 141–152 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Sep 17, 2014

By J Tibbett, A Colebourn, B Hebblewhite, F Suorineni

The concept of Big Data refers to data sets that are so large, variable and/or complex that traditional data processing applications struggle to integrate the data for effective investigation, analysis and value generation. With advances in sensor technology and smarter equipment, the mining industry is experiencing Big Data, and in a different way to how the intelligence and marketing communities experience Big Data. Future mining will bring larger, more complicated and diverse data sets increasing the strain on traditional data integration and investigation techniques. Block caving is an important mining method for the extraction of massive, low-grade ore deposits due to its low operating cost and high production potential, given the right orebody geometry and ground conditions. This paper focuses on block caving due to its increasing popularity and importance in the future economic extraction of multiple commodities. The block cave mining system (BCMS) is a complex interrelation of factors, and due to the reliance on natural processes within the system, it is one of the least understood mining methods. Obtaining information on the factors within the BCMS generates large, complex data sets on various time scales. Each sensor network within the BCMS combines spatial and temporal information with tens to hundreds of recorded parameters. Data sets are quickly moving from multidimensional to n-dimensional. Optimisation of the BCMS is only possible through a holistic analysis approach, thus involving the integration of multiple, diverse, n-dimensional data sets (Big Data). This paper presents a current example BCMS Big Data situation involving 12 sources of information with differences in volume, data format and frequency of data generation. This suitability of virtual reality scientific visualisation (VRSV) as a solution to BCMS Big Data interpretation difficulties is then discussed. These 12 data sets can be effectively integrated using VRSV for intuitive and accelerated investigation of the BCMS. Potential future Big Data within the BCMS is presented involving 20 sources of information resulting from our increased need for monitoring and advancements in technology. Current methods of defining queries may not be suitable within these future complex, multidimensional data sets, and the potential of artificial intelligence algorithms within this system is discussed. These advancements in technology and machine learning lead to the requirement of live data acquisition and analysis. VRSV is identified as a suitable technology to satisfy the needs of real-time insight into the performance of these future caves for optimised management and reduced risk.CITATION:Tibbett, J, Suorineni, F, Hebblewhite, B and Colebourn, A, 2015. Virtual reality scientific visualisation – a solution for big data analysis of the block cave mining system, in Proceedings Third International Future Mining Conference, pp 109–116 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Nov 4, 2015

By P Standish

Qualitative risk assessment methods are not well suited to considering complex systems and potential interactions of new technology. As part of supporting tier one mining organisations and international industry groups, the author and colleagues have innovated processes to help provide better solutions to sites/companies considering a move to implementing proximity detection and collision avoidance systems. The process identifies required operating states for the system. By applying a combination of research and team-based analyses, a rigorous identification of credible failure modes which could cause these states to be lost, is identified. Finally, required business inputs, expressed in practical terms are distilled from regulator, industry, organisation and site in a way which clearly addresses the failure modes and so retain the required operating states. These business inputs identify improvements for site arrangements (EMESRT levels 1 to 7) before identifying functional requirements for technological collision avoidance solutions (levels 8 for advisory and 9 for autonomous). The paper presents a case study synthesised from multiple sites analyses and will provide guidance on where to find additional resources to assist in making the best possible transition to better equipment and road network solutions.

Jun 22, 2022

By K Jupp, T J. Howard

Cliffs Natural Resources Pty Ltd (CNR) operates iron ore mines in the Koolyanobbing region of Western Australia, about 50 km north of the town of Southern Cross. Ore is trucked from three geographically isolated sources to the crusher at Koolyanobbing, where it is blended before and during crushing. Lump and fines products are produced and railed to Esperance for ship loading and export to Asian customers. CNR is examining alternative processing paths, from mining to ship loading, with the aim of improving efficiency and reducing costs. Modifications to the system must be consistent with potential future expansions and maintain the low inter-shipment grade variability on which CNR prides itself and has built a strong relationship with its customers. In searching for the optimum process design, many options from mine face to ship loading must be evaluated and compared. Pilot plant studies are infeasible, while complex mineralogical interactions, competing goals and numerous possible system configurations limit the applicability of theoretical analysis. It was therefore concluded that simulation modeling would provide the confidence to take the next step into production trials. This paper describes techniques applied at CNR to simulate grade variability resulting from potential process design changes. The simulation models are easily run Excel-based modules, with each module representing a different part of the process. The modules use extensive Visual Basic macros driven by Excel's user-friendly interfaces. Presentation of the results is enhanced by Excel's excellent graphical capabilities. The simulation software stores and graphically presents time-stamped data from a run, enabling detailed analysis of different process configurations. Final success of a simulation run is measured by inter-shipment variability (standard deviation and process capability) and in-process ore tonnages. Meaningful results from the simulations require the initial input data contain the same correlations present in the real production environment, between the mineral components, production linkages and across time. The data also have to allow simulation of potential changes to mining method and introduction of new pits into the blend. Mining data from the real operations under study are therefore used, with average grades and variability adjusted to match potential future development proposals. It is also necessary to filter out medium and long-term variations from the production data as this variability is best controlled through the conventional medium to long-term mine planning process, not by the process design being studied. The filtering was carried out using a Fourier transform technique, which is described.

Jan 1, 2009

By S Novak

A world-class example of sustainable development in practice, the Local Resource Development Initiative (LRDI) grew from agreements between the Ambatovy nickel mine developers and the Government of Madagascar. A program of training and community development, the LRDI aims to maximise local benefits by optimising the integration of local resources during the construction period of the mine. By local resources, we mean the local labour force as well as local goods and services. Begun in 2007, the foundation of the LRDI is to integrate local resources into the mining project and where gaps are identified, design and implement training, mentoring and other programs to fill those gaps. The principal accomplishments are: the establishment of training centres that trained over 4000 people in little over one year, 96 per cent of whom hired to work at the mine; a support program for local micro, small and medium enterprises that has led to the award of 65 contracts for goods and services with training and mentoring of over 100 local businesses; and a number of special projects that have, among other results, strengthened local agricultural development and created employment for young people. The LRDI provides unique insights into key indicators and lessons learned to strengthen the social and economic sustainability of mining projects in developing countries. The paper will discuss these in terms, among others, of: the importance to project success of upstream planning to address socio-economic issues; the role of civil society and other local partners to strengthen and expand sustainability outcomes, and to spur governments to demand that major projects promote economic and social sustainability; and the integration of mine sustainability with sustained regional social and economic development.

Jan 1, 2009

This research is about human development and socio-economic progress of the main mining areas of Chile in the period 1990 - 2007, and especially about the positive effects that mining activity has on poverty reduction and indicators related to the Millennium Development Goals of the United Nations. The analysis is doubly interesting, if one considers that the economic and social developments in Chile, recognised and prominent among the Latin American economies and developing nations, are more evident in mining areas as Tarapacß and Antofagasta (northern Chile), which concentrated than more 70 per cent of investments and mining assets in the country. Additionally, the study concludes with methodological reflections for the evaluation of socio-economic impact in the mining industry in developing countries.

Jan 1, 2009

By P Mikula, R Geranmayeh, R Carlton, M Ferguson, R Whiting

The concept of using specially designed slot blasts to mine through stress abutments that intersect faults, while controlling fault-slip seismicity, has come of age at Mt Charlotte Mine. Due to the high and adverse stress field and the presence of major faults, the mine is vulnerable to significant fault-slip seismicity. As mining proceeded, advancing stress abutments around various mined areas encroached on several major subvertical faults. If the sequence formed a diminishing pillar between stope and fault, the removal or failure of that pillar daylighted the fault, and often resulted in significant fault-slip seismicity. A new strategy called ‘Tight Slot Blasting’ (TSB) was developed to restrain or dampen this style of fault-slip movement. The TSB has geometric similarities to a conventional cut-off slot used to create stress shadows, but its function is different. Its objective is to trigger and control a sudden shift of the stress state on a fault from an initial stable state, through an unstable transition, to a second stable state. A TSB firing advances a long tall narrow slot through a stressed abutment between a stope void and a nearby fault, using a rapid blast with a low swell ratio, so that the slot substantially and rapidly fills with blasted rock fragments. During the blast process, the stressed rock is rapidly removed and transformed into the fragmented rock fill in the slot. The strategy deliberately allows a fault-slip episode to manifest at a chosen time and place. The tight-packed broken rock in the slot performs an essential shock-absorbing function by controlling the slip amount and rate on the fault, while at the same time the fill becomes compacted by the movement. This controls the dissipation of fault-slip energy, and greatly reduces the seismic response in time and space. A small closure across the slot occurs, with consequent relaxation and destressing of the adjacent rock mass. Stress monitoring data shows that slot creation lowers the abutment stress in the nearby rock mass, while the newly placed fragmented rock fill acts as a shock absorber, providing considerable resistance to substantial fault-slip movement that otherwise could deliver a significant seismic event. First used in 2007, the strategy has been refined to become a routine specialised practice for management of seismically hazardous situations at Mt Charlotte, with 12 successful TSBs conducted to date. Despite mining through multiple high stress abutments, seismic reactions have not exceeded ML 2.1 with any TSB firing, all remaining below the site tolerable maximum of ML 2.3. This paper presents an overview of the strategy, and five case examples of the strategy in critical stressed areas in July 2016, Sept 2017, Dec 2017 and two in Oct 2020. The strategy has successfully managed the seismicity and is expected to remain an essential part of the seismic management plan at Mt Charlotte Mine.

Nov 29, 2022