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By M Lund

Due to operational and regulatory practicalities, pit lakes will continue to be legacies of many open cut mining lease relinquishments. Unplanned or inappropriate management of these significant geographical features may lead to a short-term liability to all stakeholders during mining operations, or to ongoing liability to the local community and environment following lease relinquishment. However, the potential for pit lakes to provide benefit to companies, communities and the environment is frequently unrecognised and yet may be a vital contribution to the sustainability of the open cut mining industry. Improved remediation technologies are offering more avenues for pit lake end use than ever before, at the same time mining companies, local communities and regulatory authorities are also becoming more aware of the benefit these water resources have to offer. Sustainable pit lake management aims to better minimise short- and long-term pit lake liabilities, and yet also to maximise short- and long-term pit lake opportunities as well.

Jan 1, 2006

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 C Katonga

Mindola mine is currently the deepest mine in the Zambian copper belt. Stoping is currently active to 1330 m below surface with long range plans indicating future production from 1590 m level. The orebody is tabular and dips between 55o to vertical. The thickness varies from 8 to 14 m. The vertical crater retreat method of mining was first introduced at Mindola mine in the late-1980s following several trials that helped define the design criteria for its application. Over the last ten years the method has been continually modified to improve safety and maximise ore production. For example, due to the weakness of some rock units within the orebody formation and the instability of the hanging wall, the last VCR slices are usually between 8 - 10 m thick, and efforts are being made to strictly apply shrinkage method in order to reduce dilution. Recent advances in mining technology in the areas of equipment, blasting techniques, rock mechanics and materials handling have been employed to increase the overall productivity of the mine. Large down-the-hole machines capable of drilling 165 mm diameter blast holes, up to 80 m long are used in stoping. Each stope produces up to 20 000 tonnes of ore per month and can last for three months. Heavy systematic ground support of VCR development has significantly enhanced safety for mining crews and equipment. Crater mining has not only improved productivity and enhanced safety, but also overcome various problems associated with conventional sublevel open stoping previously employed at the mine. This paper discusses the technical and operational aspects of vertical crater retreat mining at Mindola mine during the last ten years. The changes in mining method are often accompanied by changes in mine design, blast design, mining equipment, ground support and operating practices.

Jan 1, 2000

By L Dawson, S Carr-Cornish, N Boughen, K Moffat, S Masterson

The risk and consequences of community rejection and loss of a social licence to operate is well articulated (Moffat et al 2018), however, the means for systematically managing this risk are less established. At the local scale, a mining operation is said to have a social licence to operate (SLO) when it achieves ongoing acceptance or approval from the local community and other stakeholders who can affect its profitability (Graafland, 2002). Without this social acceptance, it is very difficult for a business to operate effectively or profitably. It is well understood that social (or community) acceptance of a mine and its associated operations is a reflection of the quality of the relationship a company has with their host community (Thomson & Boutilier, 2011; Lacey & Lamont, 2014; Parsons et al., 2014; Moffat et al., 2015). Community relations are an integral part of successful mining operations and where these interactions are effective, they tend to foster mutual understanding, trust and support between a company and the host community (Kemp et al., 2006; Holley & Mitcham, 2016). Research further demonstrates that where such interactions are perceived to be procedurally fair, the increased trust created in these company-community interactions tends to lead to higher levels of acceptance of mining operations (Moffat & Zhang, 2014; Lacey et al., 2017).The challenge, however, is how to listen systematically to communities that mining and associated operations; communities that are often located across vast geographic areas and with diverse demographics. To date, traditional methods deployed to both guide and evaluate community engagement and social investment activities have been challenged to reflect the nature of the phenomenon they seek to observe, the voice of community. For example, detailed baseline surveys of community attitudes every three years by companies, as is the requirement within the policy frameworks of most large miners, provide rich insights but do not reflect the dynamic, temporal nature of the relationships that underpins their SLO. These processes typically are largely opaque to communities and distinct from the company’s engagement activities. The CSIRO Local Voices project was developed with Rio Tinto to go some way towards meeting this challenge of how to listen to the voice of community systematically. CITATION:Moffat, K, Dawson, L, Carr-Cornish, S, Boughen, N and Masterson, S, 2018. Listening to Local Voices – a systematic approach for understanding what a social licence to operate means for Rio Tinto in the Pilbara, in Proceedings Life-of-Mine 2018, pp 8–11 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 25, 2018

Since 1865 when Congress moved to create a Federal Mining Bureau, successive legislations have given rise to the current '!Federal Coal Mine Health and Safety Act, 1969. Coal beds from 22 feet to 20 feet thick are mined under covers from 50 to 2800 feet with full and partial pillar recovery equally popular and accounting for a total of 54% of the mines. Pillar recovery and roof support practices vary, and each operator must submit an overall roof control plan (within specific guidelines) for approval before undertaking any development. The guidelines relate to dimensions of openings, details of support, sequence of extraction, limits of extraction and caving details. Experienced and professional staff of M.E.S.A. provide roof control plans and make inspections and grant-approvals of principles of support and minimum support in pillar extraction, with provision for modifications with time. Guidance is given with training programmes and standards of supervision. All of these aspects are approached in the spirit of the Congress declaration that the first priority and concern must be the health and safety of the miner.

Jan 1, 1974

By T Hill, J Everingham, P Clark

Currently, social impact assessment (SIA) is used to determine social impacts across the life-of-mine (LOM) to closure. This paper draws on recently completed SIA reports from the Martha gold mine in Waihi and qualitative interviews in the community that explored post-closure options, to review the challenges mining companies face when engaging with iwi4 through the SIA process and what that may mean for closure planning. The Maori of New Zealand consistently lobby to have a distinct voice in resource management issues. This is in line with the evolution of indigenous participation in SIA globally and with New Zealand policies, not least of which, the Treaty of Waitangi (the founding document of New Zealand) makes provision for Maori self-determination with regard to natural resources. Land use for mining has been a source of conflict for Maori and mining can have profound cultural and social impacts on the Maori community, yet despite Treaty intentions their representation in SIA has been comparatively limited. With this in mind, the Waitangi Tribunal has released the Ko Aotearoa Tenei (Wai 262) report, which recommends far reaching reforms to laws and policies affecting Maori culture and identity including natural resource management. This landmark report seeks to move the Maori-Government relationship beyond grievance to partnership. Given suggested policy changes in Wai 262 and the risks of poorly conceived closure planning, it is timely to review where Maori currently fit into the SIA process. The findings of this research suggest that improvements to the outcomes of this process will require companies to act beyond compliance. However, these improvements may also ensure mining companies maintain their social license to operate and to ensure continued influence across the life of a project to closure.CITATION:Hill, H, Clark, P and Everingham, J, 2012. æThere is an emptiness for Maori here in WaihiÆ - Understanding indigenous perspectives on post-mine land uses in closure planning, in Proceedings Life-of-Mine 2012 , pp 153-160 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 10, 2012

By J P. Sykes, C Gemell, A Trench

The perceived and actual impact of government mineral policy upon the government share from gold mining revenues is assessed for ten key countries in which the gold sector is of relevance in advancing economic growth. Five African and five South American jurisdictions are considered, namely Burkina Faso, Ghana, Mali, South Africa and Tanzania from Africa; and Brazil, Chile, Colombia, Guyana and Peru in South America.Both the headline corporate income tax rate and royalty level are identified as poor indicators for the total government share. In addition, significant differences between industry perception and actual government tax levels are identified by this study. The quantitative financial analysis shows that there is no clear relationship between individual taxation rates, taken in isolation, and the overall average effective tax rate (AETR) paid by the project over its life. Neither companies nor governments should use individual taxation rates, or industry perceptions, in isolation to assess the overall competitiveness or equity of a country’s minerals taxation regime – such analysis can be very misleading.In this study, the perceived impact is determined from the well-established Fraser Institute survey published each year, and in 2014 compared 122 minerals jurisdictions globally. The actual impact is determined from quantitative modelling of the financial performance of a hypothetical gold mining project in each country. The technical parameters of the project are held constant; instead the differing mineral policies in each jurisdiction are applied to determine the resultant impact upon the relative share of the economic rents delivered to both private and public sectors. In the quantitative analysis, the total government share varies from 36.3 per cent in South Africa to 66.5 per cent in Ghana.CITATION:Gemell, C, Sykes, J P and Trench, A, 2016. Is perception reality? Evaluating the fiscal attractiveness of international jurisdictions for gold mining investment, in Proceedings International Mine Management Conference, pp 227-238 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jun 22, 2016

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

Jan 1, 2009

By Hillis R

As part of BHP Iron Ore's policy and goal of achieving a high standard of environmental management within its operations, a protocol for mine closure has evolved. The need to demonstrate sound environmental management with respect to site decommissioning meant that a comprehensive, environmentally sensitive closure protocol was required. Within this framework, a four-phase protocol was developed, the first phase was the determination of objectives in relation to site rehabilitation and end land use. The second phase was the determination of the process required to achieve these objectives. The third phase was the application of this process in a site specific manner. The fourth and final phase was monitoring of the site with regard to the achievement of determined objectives. The protocol was originally developed to direct the closure and decommissioning of the Goldsworthy site in 1992. This being the first total site decommissioning for BHP Iron Ore. Since that time the protocol has been successfully utilised for the closure of the Yampi (Koolan Island) operations (in 1993/94) and the Shay Gap/Nimingarra Operations (in 1994/95).

Jan 1, 1996

By Stewart R. D, Lawrence W, Youl M. J

The trend towards contracting by major coal mining companies such as BHP Coal and MIM Ltd is examined. Reasons why this trend is occurring are discussed and the concept of partnering is examined. Two case studies are given: the Mt Owen Mine in the Hunter Valley, NSW and the South Walker Creek Mine in the Bowen Basin, Queensland.

Jan 1, 1997

THE Yallourn chimney has aroused interest, as it is, for the time being, the tallest structural erection in Australia. Its height was not decided on, however, with the object of breaking records, but is purely incidental to the purpose which it serves. Theboiler plant at the briquetting works (first instalment) consists of five Babcock and Wilcox land-type water-tube boilers, each of 4510 sq ft. heating su:r£ace and 225 sq. ft. grate area in the form of step grates. Four boilers will normally produce 73,000 lb. of steam per hour at a gauge pressure of 265 lb. and a temperature of 6500 F., the fifth boiler being a reserve. Each boiler will consume about 100 tons of Yallourn coal per 24 hours. Provision is made for future installation of economizers, should it be found desirable. Designing for this condition, and allowing for a waste gas temperature of 3500 F. and an air temperature exceeding 1000 it was found necessary to have a draft of about 1.3 in. (water gauge) at the base of the chimney, and to deal with about 2000 cub. ft. of gases per second. Estimates were made of the cost of providing the necessary draught by means of fans and by means of a tall chill).ney. The annual charges of the two methods differed only slightly, and the tall chimney wasselected as being the more general practice in briquetting factories.Estimates were prepared for brick and concrete chiIlllleys. Yallourn bricks at that time were hand-made, and, while very suitable for domestic work, were not capable of withstanding high compressive stresses. The chimney design to suit these bricks thus required to be on very ample lines, resulting in high cost. Machine-made bricks from Melbourne would cost about £5 10s. per thousand on the site, with extra for radials, so that high cost again resulted. On the score...

Jan 1, 1924

The timber township of Powelltown, Victoria lies N.E. of Yarra Junction, 60 miles east of Melbourne and in the site of the mill of the Victorian Hardwood Company Proprietary Ltd.A lift gauge railway owned by the company connects Yarra Junction on the Warburton line, with the township through two or three smaller mill centres on the way.The company has been operating for some 12 years. In the divide, about four miles from Powelltown, between the Little Yarra and Latrobe rivers, cutting was continued with material being handled by winch and double incline haulage over the divide. A small bush locomotive dealt with the traffic between the divide and the cutting site.In order to reduce costs, which were heavy at the haulage, the company decided to make a continuous railway from Powelltown to the bush by means of a tunnel through the divide.Hand bore holes were put down on the proposed line of tunnel and showed that the divide at this point consisted of decomposed depth of about 100 ft. towards the eastern or Latrobe side - and that the undecomposed granite summit lay to the west of the surface summit.The bores also served to locate the underground water line, this was afterwards found to rise and fall with wet and weather.To avoid tunnelling in hard and heavy water, the grading of the was laid out with the summit of the hard granite the point in the line.

Jan 1, 1925

Iron ore in the Pilbara Region of Western Australia varies in composition giving iron ore a range of densities. An accurate density figure of the material leads to accurate calculations of production throughput. Density studies of two separate iron ore mines were conducted in the Pilbara. Procedures and results are reported here.The Pilbara Region of Western Australia has a number of iron ore operations. Two mines have conducted density studies of their materials. The purpose for the studies was to determine an accurate in situ bulk density that could be applied to volume and tonnage calculations of the operation. It was identified that density was one culprit causing calculation variations. Density is an important figure used to estimate ore reserves, equipment requirements, production rates and indirectly costs and sales revenue. One study was conducted at Rio TintoÆs Robe River Mine based near the town of Pannawonica. Its Mesa J orebody is currently being mined and is a low-grade deposit of goethite and hematite (Burnham, 2003). A separate study was conducted at BHP BillitonÆs Yarrie Mine situated north of Newman and east of Pardoo. Its orebody consists of high grade formed by a supergene enrichment of cherty material and a burial metamorphism to produce hematite (Richardson, 2002). The method used to determine density was by large-scale samples using the pre-mining in situ volume of the material and the weight in tonnes after mining.

Jan 1, 2003

By J Jackson, D C. Curry, A C. Keith

Australian Bureau of Statistics (ABS) data shows that since 2006 the balance of capital costs associated with mine development has become weighted greater than 75 per cent to enabling infrastructure and less than 25 per cent on process plant, equipment and machinery. The well-developed mine planning techniques including pit optimisation and scheduling and process plant design and optimisation have typically proceeded in a linear fashion from geology, mine planning, through processing, with some iterations back to the mine. Only then is attention paid to planning and costing of enabling infrastructure in any detail.Optimisation has typically involved developing cut-off grades, mine plans and schedules and ore processing that produces maximum economic ore. Infrastructure has then been sized æto suitÆ the mining and processing core business drivers.What the ABS data, together with global trends, indicates is that infrastructure can no longer be an afterthought if miners wish to achieve robust project value estimates, realistic ore to market costing and resource statements based on achievable economic cut-off grades.In addition, with such a large proportion of the costs originating from non-mining or processing activities, a mining operation can only be truly optimal if these aspects are given due consideration in the mine design stages, based on quality geometallurgical inputs so that the size and cost of enabling infrastructure is optimised to maximise project value.This paper outlines an iterative holistic approach to mining project development, which integrates the geometallurgical approach and enables infrastructure planning into project design and evaluation. It presents case studies showing reduced overall costs, increased net present value (NPV) and reduced project delivery timelines.CITATION:Curry, D C, Keith, A C and Jackson, J, 2013. Is a 2.5 per cent success rate good enough? Traditional mine development methods have the tail wagging the dog, in Proceedings The Second AusIMM International Geometallurgy Conference (GeoMet) 2013 , pp 113-128 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Sep 29, 2013

The discovery since 1990 of four major orebodies in the Mt Isa Inlier - Century Zn-Pb, Osborne Cu-Au, Cannington Pb-Zn and Ernest Henry Cu-Au - only serves to enhance the already high stature of the Inlier in world mining importance. Currently the known mineral resources of the Inlier represent about 11 per cent of the world's Pb-Zn resources, five per cent of the world's Ag resources, and one per cent of the world's Cu resources. More can be expected to be added to these impressive figures given that two-thirds of the Inlier remains obscured by younger cover. Individually, projects such as Century and Cannington may ultimately achieve `world's best' status; Century's proposed production of 450 000 tpa of Zn metal would rank it close to number one with Cominco's expanded Red Dog project in Alaska. Cannington, with projected production of 660 tpa Ag, could become the world's biggest producer of silver. For comparison, Mt Isa produced 170 000 t of zinc metal and 335 t of silver in 1995. The apparent physical diversity of deposits in the Mt Isa Inlier is matched by a great diversity of opinion as to their origins. Because Ernest Henry is hosted by `porphyries', it is described by some as a porphyry copper deposit, despite mineralisation age possibly post-dating volcanic age by 200 Ma. Cannington Pb-Zn could be a Broken Hill-type (BHT) exhalitive deposit, or a late epigenetic replacement `regional skarn'. Mt Isa - Hilton Pb-Zn deposits appear to have experienced all deformational events and he syn-diagenetic in origin, or may have experienced little of the above and be epigenetic replacement deposits formed late in the major Isan orogeny, some 150 Ma after deposition.

Jan 1, 1996

Having worked as a consultant for most of his 40-year working life, mostly as a mineral property valuer, the author has seen many poor valuations. Most were valuations of exploration tenements where the selection of the rather subjective, but necessary, geological inputs raised the main concerns. Those valuations involving iron ore prospects raise particular problems due to the special characteristics of such deposits. Iron ore is more like an industrial mineral rather than precious or base metals and Reserves are determined not by a traditional cut-off grade but by customer specifications. This is intended to be an overview/keynote paper on the current state of the growing (yet consolidating) Australian Iron Ore industry. It has now moved beyond Western AustraliaÆs æPilbara Big TwoÆ of Rio/BHPB (with the emergence of the irrepressible FMG and Hancock Prospecting) to include the YilgarnÆs æMidwest ManyÆ (including US re-entrant Cleveland Cliffs through Portman) and projects in other States. Ore types have moved from haematite Brockman to martite-goethite Marra Mamba (including the RobeÆs mesas and below water table Yandicoogina CIDs) and magnetite ore types. There are DSOs and secondary process feed. Mineral valuers have to reflect today upon these and many other determinants of value when choosing the most appropriate methodologies to adopt when technically assessing and valuing exploration tenements containing iron ore. Set against a frame work of the JORC Code (2004) and VALMIN Code (2005), the general valuation issues involved in using the cost methods (eg multiple of exploration expenditure), market methods (eg comparable sales, rules-of-thumb and joint venture terms) and income methods (eg synthetic discounted cash flow (DCF)/net present value (NPV) modelling) are discussed. Relevant factors when valuing iron ore properties are discussed, eg ore type, lump/fines ratio, stripping ratio, water table, impurities and grade, particularly the JORC confidence category of the identified mineralisation. Remoteness and access to existing rail infrastructure is a key consideration.

Jan 1, 2007

By G Small, A Lazamanana, C Greet

When conducting gold leach tests on free milling gold ores which method is the best, bottle rolls or the stirred beaker test? Recently, a client requested that gold leach tests be conducted using the stirred beaker methodology. When asked why, because the laboratory was set up to conduct tests using the bottle rolls technique the reply was that the stirred beaker leach test would replicate the plant more closely. Not wishing to upset the client, the instructions were followed. However, the opportunity was taken to complete additional tests so that the two leach procedures could be compared. Further, this comparison was completed on two different gold ores as well as a number of different grinding media types.This paper provides a description of the two laboratory techniques employed, and presents the results of these parallel tests. Interestingly, the assertion that the stirred beaker methodology more closely replicated plant performance was not validated. In fact, the results obtained using this procedure were noticeably different from those observed in the plant, with lower recoveries and significantly higher cyanide consumptions. The bottle rolls test however more adequately replicated plant performance in terms of recovery and cyanide consumption. The reasons for this are discussed in the paper.CITATION:Greet, C, Lazamanana, A and Small, G, 2015. Bottle rolls versus stirred beaker leach testing – which is best?, in Proceedings MetPlant 2015, pp 188–196 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Sep 7, 2015

When the Mining Bill came before the Victorian Legislature not so many months ago, the question arose whether mining managers required education, and to what extent. Some members of the House expressed themselves in a way which appeared to leave the impression that mining managers would be all the better if they were not brought up in a scientific school.To try and prove what we owe to science I will give a short history of colonial mining from the earlier period to the present time and compare results.I believe I am right in saying that South Australia is the pioneer colony in mining and to her belongs the credit of not dnly being the first mining colony, but also that her beginning turned out so successful, as the history of the Burra Burra copper mine will testify. At about the same time a little galena mining was carried on nearer to Adelaide, but as this did not prove a success and was only worked by tributing parties, little notice was taken of it.

By S Christensen

In August 2001 the Minister for Conservation declined an application by GRD Macraes for an access arrangement to enable work at the Globe Progress Mine near Reefton. In her decision, Ms Lee said:æI have considered whether potential compensation and the proposed safeguards against some of the adverse effects are sufficient to outweigh my concerns as to the loss of conservation values, consistency with the objectives of the Conservation Act, the purposes for which the land is held by the Crown and, to a lesser extent, the North Westland Regional Management Plan. I do not think they are sufficient. To my mind, my concerns as to the consistency with the objectives of the Conservation Act, the purposes for which the land is held and the loss of some conservation values in particular, outweigh any potential compensation and possible mitigation of adverse effects.Æ Commenting on the MinisterÆs decision Guy Salmon of the Ecological Foundation stated that the Minister should have invited the applicant to provide a 10 000 hectare pest-free wildlife sanctuary as part of the æpriceÆ for obtaining that access. However,æfor many people of green persuasion, it has become fashionable to say no every timeàthose who really have the well-being of the environment at heart, will want to look carefully at the bigger picture of environmental restoration needsàThe deciding criterion: the mining company should show that its involvement on conservation land would produce a net conservation gain. That is a criterion that creates the right incentives for win-win-win solutions on conservation land.ÆThis paper considers whether the concept of off site mitigation is one which fits within the current legal regime. Two questions arise:Can such mitigation/compensation be legally considered in access arrangements or required as a condition of resource consents? Is this a realistic option for industry to be pursuing?

Jan 1, 2002

By A Weeks, W J. Shaw, A Kuk

Grade control is a process that requires the interaction between many components of the mining operation and successful grade control is only realised through good data, robust systems, and a well-trained, motivated and disciplined workforce.The Mt Magnet Gold Project Pty Ltd (MMGP), a wholly owned subsidiary of Ramelius Resources Limited, started mining at Mt Magnet in February 2012 with high expectations for success. Positive cash flow would fund an aggressive exploration and mine development program in the area to increase mine life. Disappointment followed when after start-up the operation had issues achieving budget grade and realising the predicted grade of the mined ore. In January 2013, things started to improve. During the next six months, gold production steadily increased with successive months achieving record production. What had changed?Improvements started following the realisation that controlling grade was not the sole responsibility of the mining geologist and that everyone on-site has a role to play. This paper examines the factors that delivered success for MMGP.CITATION:Weeks, A, Shaw, W J and Kuk, A, 2014. Who is responsible for grade? – an evaluation of the value chain at Mt Magnet Gold Project, Western Australia, in Proceedings Ninth International Mining Geology Conference 2014 , pp 477–482 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Aug 18, 2014