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By A H. Bagherieh, S Mesroghli, H Jorjani, S Chehreh Chelgani

The rare earth elements (REEs) assay and recovery in leaching processes is being determined using expensive analytical methods, ICP-AES, and ICP-MS. This paper presents a neural network model to predict the effects of operational variables on the lanthanum, cerium, yttrium, neodymium recovery in the leaching of apatite concentrate. The effects of leaching times: ten to 40 min, pulp densities: 30 to 50 per cent, acid concentrations: 20 to 60 per cent and agitation rates: 100 to 200 rpm were investigated and optimised on REEs recovery in laboratory at a leaching temperature of 60¦C. The obtained data, on the laboratory optimisation process were used for training and testing of a neural network. A feed-forward artificial neural network with 4-5-5-1 arrangement, was capable of estimating the REEs leaching recovery. Neural network predicted values were in good agreement with the experimental results. The correlations of R = 1 in training stages, and R =  0.971, 0.952, 0.985 and 0.98 in testing stages were results for Ce, Nd, La and Y recovery predictions respectively and that theses values are considerably acceptable. It was shown that the proposed neural network model accurately reproduces all the effects of operation variables, and can be used in the simulation of a REEs leaching plant.

Jan 1, 2008

By D Hope, D K. Mukhopadhyay, J D. Harvey

South32 (S32), a globally diversified mining and metals company, is listed on securities exchanges around the world (ASX, JSE, LSE), with its primary listing being on the Australian Securities Exchange (ASX). Chapter 5 of the ASX Listing Rules (Australian Securities Exchange (ASX), 2019b) requires a mining entity to provide a summary of governance arrangements and internal controls with respect to its estimation processes, estimates and reporting of Mineral Resources and Ore Reserves annually. As a global company, it is also important to design and implement all governance processes and internal controls which can be used consistently across the organisation. The three lines model (previously known as the ‘three lines of defense’ model) is employed across South32 to manage risk where the first line (Practitioners) designs, implements and executes processes and controls to manage risk; the second line (Stewardship) identifies material gaps and improvement opportunities in the first line by monitoring conformance with the group requirements, legislative and regulatory obligations. Second line also assists with the development and improvement of core fundamentals based on industry good practise. The third line (Group Assurance) provides independent and objective assurance over the Group’s system of risk management and control. The estimation of resources and reserves for most of the operations within South32 is managed by the Planning function. The estimation process is part of the annual Life of Operation Plan (LoOP). The LoOP identifies and assesses the strategic alternatives for the development of an operation and recommends the preferred pathway based on value and risk. The LoOP starts with opportunity framing and the updated resources as an input and ends with the short-term plan and annual budget (the outputs). Ore Reserves estimates are one of the outputs from the LoOP. All the inputs and outputs follow internal standards and procedures which includes peer review and performance reconciliation. Stewardship (Second line) which is a centralised function has standards in place to ensure compliance to internal controls and external regulatory requirements. This includes assessment of the competence of Competent Persons, technical reviews, independent audits and training in the relevant chapters of the ASX Listing Rules, Guidance Notes and Appendices. Group Assurance (Third line) which reports to the Risk and Audit Committee of the Board of Directors ensures the design and operating effectiveness of the processes, standards and procedures associated with the estimation and reporting of resources and reserves. While the level of scrutiny has a different intent for each line in the three lines model, the overall purpose is to achieve a consistent outcome across the organisation

May 24, 2023

By Q Yu, G Ren, Z-Y Chen, J Yang

The wedge shape theory of the rock fragmentation range in bench blasting is presented according to the dynamic characteristics of rock fragmentation by blasting in open pit under the condition of hole-by-hole initiation. The finite element software ABAQUS was used to analyse the rock fragmentation mechanism. The rock mass stress contours, crack propagation and damage evolution of different moments were obtained. The results showed that the wedge shape theory of blasting is closer to the rock fragmentation in hole-by-hole blasting and is useful to the design and calculation of charge weight.CITATION:Yang, J, Chen, Z-Y, Yu, Q and Ren, G, 2015. The wedge theory of borehole charge design for bench blasting and its numerical simulation, in Proceedings 11th International Symposium on Rock Fragmentation by Blasting, pp 169–176 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Aug 24, 2015

By L M. Zhang, T H. Xu, J Zhao

Blasting is one of the most commonly used strategies for excavation in civil and mining engineering. Yet blasting can also bring along such undesirable effects as ground vibrations and soil disturbance. Numerical analysis is a powerful tool for estimating the effects of blasting and improving blasting design. In this research, a constitutive model for sand is proposed for the numerical analysis of blast-induced ground motions and wave propagation in soil mass. In the model, three model surfaces, ie the critical surface, the dilatancy surface and the bounding surface, are defined following the bounding surface hypoplasticity framework. The strain rate is included explicitly into the model formulations so that the proposed model is valid under high strain rate loadings caused by blast-induced vibrations. The performance of the proposed model is validated by the simulation of drained triaxial compression tests conducted on a crushed coral sand under different strain rates.CITATION:Xu, T H, Zhang, L M and Zhao, J, 2014. A bounding surface model for sand subjected to blast-induced vibrations, in Proceedings AusRock 2014: Third Australasian Ground Control in Mining Conference , pp 201–206 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Nov 5, 2014

By C Simpson

In 2011 the forecasted world demand for iron ore continues to grow, and during this time Australia is looked upon as a reliable supplier of high quality ore. The expansion of the current Australian mines is unlikely to meet the forecast demand. New mines are therefore being actively explored for and when discovered, are quickly being developed into mines in order to meet the world’s hunger for steel.The Solomon Project area is a large new iron ore discovery, located in the central Hamersley Ranges of the Pilbara province in Western Australia. The first Fortescue exploration drill holes commenced on the project in 2007 and to date three billion tonnes (Bt) of iron ore have been defi ned within the project area. Fortescue is fast-tracking the development of the ‘Solomon Stage 1’ project, with rail and mine construction commencing during 2011, and ore to be railed to Fortescue’s existing shipping operations at Port Hedland commencing in 2012. At a designed production rate of 60 Mt/a, the Solomon operation will be one of the biggest production centres of iron ore in the Pilbara.Deposit types include the three dominant mineralisation styles of the Pilbara province, being bedded iron deposits (BID), Channel iron deposits (CID) and detrital iron deposits (DID). All these mineralisation styles are present in large concentrations within the Solomon project area, and when mined will produce two product streams. These are a single product of CID, and a combined product from a blend of BID and DID material.This paper defines the geological characteristics of the Solomon iron deposits as recognised through the exploration and development of this vast resource over the three years since exploration commenced on the project.

Jul 11, 2011

By M Edwards

The paper outlines the successful application of some of the on-belt technologies available from Scantech International Pty Ltd and how these have provided benefits in a number of mining and mineral processing operations. Effective process control requires real time analysis so quality can be fed back to the previous process and fed forward to a subsequent process. A range of on-belt analysers that allows for full stream, continuous, non-contact analysis of conveyed materials is available to achieve this. Real time results can provide timely information for effective process control. Benefits of on-belt analysis systems become more evident once the true variability of material quality and moisture content in conveyed flows is measured. To obtain economies of scale in mineral processing operations large material flows are achieved using conveyors. The cost and effort to sample representatively increases as conveyor flows increase. One sample may represent a few tonnes or up to 10 000 tonnes of material. The turnaround time between sampling and availability of sample analysis data does not allow real time process control. Tonnage flow rate, moisture content and elemental or mineralogical composition are required to perform effective process control of most conveyed streams. Tonnages can be effectively measured using belt weighers. The analyses derived from small samples supplied by conveyor-based sampling systems contain high variability. On-belt, continuous analysers see all the material and, through short term compositing of analyses, supply less variable results. Real time analysis helps operators develop a better understanding of material variability. Analysers can be effectively utilised to improve the consistency of product quality through bulk sorting and blending control. Many existing users of the technologies have gained competitive advantages through their ability to supply a more consistent quality product to the market.

Jan 1, 2008

Responsibility for the administration of mineral resources is divided between federal and provincial governments. The paper traces the evolution of mineral policies at both levels of government, from the end of World War II to the present. In the immediate post-World War II years, the emphasis was on supplying the raw material needs of a rapidly growing world economy. Policies favouring growth and development of the Canadian mining industry were instituted during this period. Two decades of uninterrupted expansion (the 1950s and 1960s) ensued. The decade of the 1970s was a turbulent one for Canadian mineral producers. Governments intervened more substantially than ever before. Moreover, the industry suffered from an intense period of competition for resource revenues by the two levels of government. At the same time, far reaching changes were taking place in the structure of world mineral markets. To date in the 1980s, the mineral industry has, perforce, adapted to existing mineral market structures. Mineral policies, too, have shown signs of adapting to the needs of the mineral industry. Whether the resulting mix of policies will permit the revitalization of the Canadian mining sector remains to be seen.

Jan 1, 1986

By P Moynagh

"A plan is critical but on its own it is a bit one dimensional, the three dimensions critical to success over the long-term, through changing economic, geological and management conditions are:the quality of your planning an ability to see and adapt to change a disciplined continual improvement/learning system.This paper will examine how a number of major Australian resource companies have used a commitment management system to connect the ‘theory’ embodied in plans (whether mine, project, maintenance or training plans) and immediate reality ‘practice’ as experienced by supervisors and their crews in the workplace. This paper draws on management theory embodied in management operating systems (MOS), Lean, Theory of Constraints and Six Sigma approaches to continuous improvement and a good dose of real world experience. It is embodied in the statement: ‘successful organisations are driven by a series of commitments that people make to each other and deliver on’.Citation:Moynagh, P, 2016. Everyone Has a Plan Until They Get Punched in the Mouth – Creating Trust, Commitment and Results in Tough Times, in Proceedings Ninth AusIMM Open Pit Operators' Conference 2016, pp 293–299 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Nov 15, 2016

By S D. Dessureault

In one of North AmericaÆs largest mines, which contains more than six active coal-producing faces, mine controllers must meet the complex challenge of adhering to the mine plan while also ensuring customer quality. Fleet management systems (FMS) provide many different avenues to control production flows, from the faces to the various pit crushers. Nonetheless, mine controllers must balance a variety of factors such as unplanned downs, differing customer demands, their own daily key performance indicators (KPIs) related to equipment utilisation, among others. Deviating from the short-term mine plan is the most common means of balancing the other factors, since adherence to the plan is traditionally only measured during the weekly variance meeting with engineering staff. However, such deviation may be one of the most costly responses, as long-term scheduling issues may arise such as multi-face dead-heading or insufficient stripping. This paper focuses on the development of a system for real-time adherence to mine plan within a control room environment. This system is part of a larger blending-focused, multi-million dollar project with elements of a centralised remote control room, developed at the University of ArizonaÆs Mining Information Systems and Operations Management (MISOM) Mine Control Center (MC2). The mine plan (MPL) component of the overall blending system integrates both historical and real-time FMS data with mine plan requirements directly sourced from original systems (no additional input required). The measures, displayed largely as graphs, have tools to help controllers manage the production to facilitate adherence to the plan. Some measures are designed to motivate crews to perform by inciting competition between crews, softened through a study of the controller culture. The MPL component was deployed at the mine, and the before and after deployment adherence was measured. This paper discusses the technical development of the new tool, its deployment, and an ethnography (study of culture) to understand controller motivation.

Sep 26, 2011

By Prince R. G H, Guerney P. J, Frew J. A, Vanderkruk C. R, Wanigasekara-Mohoti D. K

This computer-aided design system for mineral processing flowsheets which are based on froth flotation, size reduction and classification combines an expert system for generating flowsheet structures with numerical models for the physical processes and the economics. Design decisions, such as specification, size and placing of process units and the destination of recycle streams, are based on clear technical and economic criteria. These decisions are controlled by user-set parameters, which allow the incorporation of industry experience and preferences and the generation of sets of good designs, from which choices may be made by further criteria, such as controllability. Liberation is now fully modelled and the early results from this extension continue to suggest potential substantial increases in added value over conventional approaches.

Jan 1, 1997

By Rashchenko AF, Voiloshnikov GI, Elshin VV, Khomutov VV

The sorption method for the precious metals recovery fromsolutions and pulps are a perspective trend of modernhydrometallurgy. Russian gold mining industry uses thesemethods, anion-exchange resins being applied as sorbents. Theanion exchange resins allow effective recovery of preciousmetals, however, they have several drawbacks as compared withactivated carbons: high cost of sorbents; difficulties arisingduring treatment of pulps with complex ion composition;necessity of using titanic equipment and thiourea for gold elutionfrom loaded anion-exchange resin and its regeneration.

Jan 1, 1993

By C Linklater, J Chapman, A Watson

Closure options under consideration at some sites include backfilling mined-out pits with waste rock. Backfill may include mineralised and non-mineralised waste rock. Following groundwater rebound, flow-through conditions may develop in the pit post-closure. The backfill located in the saturated zone below the water table may release solutes under such conditions. It is therefore important to understand the potential impacts that backfilled pits could have on postclosure groundwater quality.Geochemical characterisation programs are the foundation for assessing the potential chemistry of water that has contacted mined wastes. Such programs must be designed to obtain data relevant to the closure options under consideration. To complement standard testing techniques, SRK utilises saturated column testing designed to generate data on leaching rates under anoxic conditions that could be encountered within submerged backfill.This paper presents the findings of saturated column test work carried out on waste rock samples from an iron ore mine in the Pilbara.CITATION:Watson, A, Linklater, C and Chapman, J, 2016. Backfilled pits – laboratory-scale tests for assessing impacts on groundwater quality, in Proceedings Life-of-Mine 2016 Conference , pp 110–114 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jun 28, 2016

By L Blackwell

Strategic mine scheduling is an industry best practice for increasing the long-term value of mining operations and supply chains. The application of optimisation technology such as mixed integer linear programming (MILP) is able to achieve a mathematically optimal result for a given scheduling model. Such a model will typically define the available source material, processing options and desired constraints for accessing and processing the material. Most strategic scheduling models, however, do not include a sufficiently detailed model of capital expenditure options related to capacity expansion.Typical strategic schedule models do not include important capital expenditure features such as capacity decay or expiration (limited lifespan of trucks), precedence relationships over time (rail construction before a new plant or non-linear expansions due to economies of scale) or mutually exclusive option sets (choices of plant size). By not including these features, a strategic mine scheduling model for a capital-sensitive operation is unable to be optimised to deliver maximum value or profitability.This paper presents several results of MILP optimisation using advanced capital expenditure modelling for mining operations and supply chains. Results of the study demonstrate that optimising capital expenditure at the same time as optimising the mining schedule allows for minimisation of capital purchasing, optimal timing for those purchases and optimal scheduling around them. Overall, this results in an increase in net present value.CITATION:Blackwell, L, 2014. Capital expenditure modelling for strategic mine scheduling, in Proceedings Orebody Modelling and Strategic Mine Planning Symposium 2014 , pp 315–322 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Nov 24, 2014

By R Varden

This paper summarises the process taken to simplify 35 ground support standards accounting for the multiple development profiles, dynamic geotechnical environment and the practical safety implications of a large-scale change in the ground control standards. This reduction was required after an incident involving incorrect standards being issued. The subsequent investigation identified that: • Selection of ground support standard for a mining instruction (MI) is not straightforward due to multiple standards, standards not reflecting current reinforcement used and complex geotechnical environment being encountered. Instead, site-specific ground control instructions were being issued. • Ground support standards were hard to follow and confusing, errors were present and not all standards to scale. • Ground support standards being used did not reflect what was being installed, ie bolt type incorrect and mesh orientation different. • No process or tier action response plan (TARP) for operators to follow for ground control standard noncompliance. • No justification for ground support standards being used in the current geotechnical environment. • No process for ground support standard selection and thereby no paper trail to document and assess adequacy of performance. A project was undertaken to reduce and simplify the ground support standards, produce a justification document to support ground support design and develop a process for site practitioners to identify the type of ground support standard required for the mining instruction. The exercise of rationalising the ground support was met with some challenges, including: • Technical aspects to determine the level of demand and the capacity for each ground support scheme. • Training the geotechnical engineers how to determine the level of risk for each area. • Winning over other technical services staff and the underground mining contractor of the new approach and then implementation. One of the major successes was the acceptance by the underground operators who found the system simplified their work and gave them increased confidence in management of seismicity. The rationalised ground support standards have now been successfully in place for over two years.

Mar 29, 2023

Despite the large areas of sedimentary basins in Western Australia, the coal resources are very meagre., This is a serious problem for the State, which-at present-lacks any other alternate source of fuel-for power production.. Located coal deposits are all poor in quality and mostly brown coals of little importance. The best..coal suitable for extraction is at Collie, where a black=sub- bituminous non-coking coal is mined. Most other coals recorded are low grade or lignite, with high ash'and moisture content and a low calorific value. Coal was first discovered in Western Australia in the bed of the Irwin River, 50-miles south-east of Geraldton, by the Gregory brothers, explorers, in the year 18+6,. but although investigated, it has never been developed. The most noteworthy discovery of coal was in the Collie River, 26 miles east of Bunbury, by Arthur Perrin in 1883. Production commenced in 1898 and ever since, Collie has continued to be the State's sole producing coalfield.

Jan 1, 1964

By D Giurco

This paper presents the results from research undertaken in the CSIRO-funded Mineral Futures Collaboration Cluster on developing a future vision for the mining and minerals industry – Vision 2040 – in which the industry proactively contributes to long-term benefit for communities and the nation. Our research finds that Australia is currently experiencing mining-led prosperity due to high commodity prices, yet underlying this are challenges for maintaining market share due to lower productivity from extracting lower grade, more remote and complex ores. Whilst much focus has been on developing new technologies for finding and processing such ores, this paper assesses these activities, together with policy and market innovations in the context of needing to strengthen social, environmental and financial capital for long-term benefit. Vision 2010 sees mining activities linked to systems that are net providers of clean water, energy and ecosystem services, rather than minimising negative impacts alone; sovereign wealth funds are used to harness current prosperity for future innovation. Using a case study in lithium and comparisons to iron/steel, coal and copper – we illustrate the opportunities for new technology, policy and market innovations to link the mining and minerals sector in Australia to more sustainable patterns of production, consumption and prosperity.

Nov 22, 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

By Harrison AT, Smart RM

Backfill systems using unconventional cementitious hinders 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: 1. A ground granulated blast furnace slag (GGBS) with an activator containing lime. This has been used with a total tailings 'stable' 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 in high and the tailings were relatively high in pyrite. .\ GGBS binder plus a silicate based activator and gelling agent that virtually eliminated all water drainage (and hence post filling shnnkage). The system used a slurry, but the addition of the ;iutivator 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: ò sloping widths (mining heights) above 1.6 in; and ò 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).

Jan 1, 1998

Safety remains a critical priority for the Australian mineral resource industry and will receive increased focus in the future. This is particularly evident in underground coal mines where reserves are becoming deeper and more hazardous to extract. The CSIRO, through its Exploration and Mining Division, have recently delivered on two projects aimed at providing step-change capabilities in real-time risk management and hazard control. This paper describes the key outcomes of these projects.

Jan 1, 2005

By A Chandra, P Guj

Only a few complex real options can be valued using closed-form equations, such as the Black and Scholes formula, because these algorithms are restrictive and prevent the construction of practical project evaluation models. Although a binomial lattice method paired with the ærisk-neutral probabilityÆ provides an easier and flexible modelling of exploration and mining projects, it has limitations when projects are complex, long-lived and influenced by the interplay of various market and private uncertainties. In order to overcome these limitations, modern decision tree software using dynamic programming capability can be used for real option valuations. This is a powerful computational tool in which the impact of various sources of uncertainties can be differentiated, so that the optimal decision path can be explicitly displayed visually. There has been significant academic controversy surrounding whether different real option (RO) valuation methods would lead to different real option values (ROV). This paper, using a realistic copper mining example, demonstrates that as long as the same degree of subjectivity and consistency are used in different real option valuation methods, they yield the same result. This conclusion is valid irrespective of whether the cash flow volatility generated by various sources of uncertainties is handled in an aggregated or in an explicit and differentiated manner. This paper compares two choices for an investor either to æbuy now and developÆ a project or to enter into a ætwo-year option to purchaseÆ after the proponents have developed it. It also shows how significantly different net after-tax operating cash flows may be generated by these different choices on the same underlying asset represented by the project. This is due to the difference in the amount and timing of the relevant capital investments affecting the depreciation and amortisation charges and as a consequence, the income tax paid. CITATION:Guj, P and Chandra, A, 2012. Real option valuation of mineral exploration/mining projects using decision trees - Differentiating market risk from private risk, in Proceedings Project Evaluation 2012 , pp 177-188 (The Australasian Institute of Mining and Metallurgy: Melbourne).

May 24, 2012