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The New South Wales coal industry is a highly mechanised well organised industry which has developed from an annual production of slightly less than 13 million tons in 1950 to over 33 million tons in 1969. Although continuous miners were not introduced into the mines until 1950, by Jillle 1969 the percentage of coal won by these units was 87.3. The paper describes mining conditions in the various coalfields of the State, their complexities and problems and how these have been dealt with. The introduction of fully mechanised long wall faces has presented a challenge which has been accepted and descriptions of systems in use are discussed. Major expansion of the industry is anticipated to meet the requirements of the growing Australian steel industry, for local power generation and to meet the increasing demands of overseas markets.

Jan 1, 1971

By Higgins RJ

Environmental investigations have been undertaken by Ok Tedi Mining Limited (OTML) since 1981 when the Ok Tedi Environmental Study was commenced. Environmental monit- oring and management programmes were implemented in 1983. The programmes included water quality monitoring, river flow and sediment monitoring, surveillance of aquatic biological communities and a health and nutrition survey of the local people. These original programmes have continued, and additional programmes of work have been developed and revised to reflect changing operations and the need to focus investigations on specific areas and issues of concern. In April 1990, following the establishment by the Government of Papua New Guinea (PNG) of environmental management criteria for the Fly River system, compliance monitoring programs were introduced. Details of the compliance and additional monitoring programmes undertaken by OTML throughout the Ok Tedi and Fly catchments, including programmes of investigation in the Fly River estuary, Gulf of Papua and Torres Strait, are presented.

Jan 1, 1991

The magnesite deposits near Young, N.S.W., occur in decomposed serpentine rock below a soil. and alluvial cover. They show considerable variation in both quality and depth which greatly hampers mining operations. Seismic refraction techniques afford methods of conducting detailed and reconnaissance surveys which yield a depth and velocity analysis of the serpentine/magnesite refractor. The measured seismic velocities may be used as an index of the presence and quality of the deposits. The Seismic Timer which was used in the test surveys is a simplified seismograph which makes use of seismic reciprocity by replacing the conventional seismic shotpoints with geophone stations and the conventional geophone stations with impact points of a sledge hammer. Thi,s enables the use of detailed seismic refraction techniques which yield the depth and velocity analysis of the refractor.INTRODUCTIONThe magnesite deposits near Young, N.S.W., were produced by a process of leaching and enrichment of magnesium in serpentine rock. The magnesite occurs in nodular form emplaced in decomposed rock at shallow depths below soil and alluvium. The depth ranges from close to the surface down to some tens of feet. The deposits are patchy and show considerable variation in both quality and depth, giving riseto considerable difficulties in mining operations.Due to the thorough leaching of the surface material, geochemical tests carried out so far have not proved satisfactory for locating the pockets of magnesite enrichment.It was decided to test the application of detailed shallow seismic refraction methods to the investigation of both the depth and quality of the deposits. The tests were carried out...

Jan 1, 1962

Since the introduction of the Neil George Five Point Safety System, to the underground sections of The Zinc Corporation, Limited and New Broken Hill Consolidated Limited mines in March, 1969, the Disabling Injury Frequency Rate has been halved and shows signs of contin- uing to fall. The total accident frequency rate has also fallen, although the decrease has not been as significant. Before the introduction of the Neil George Safety System, analyses of the direct causes of accidents showed that approx- imately 25 per cent were caused by "unsafe conditions", while 75 per cent were attribu- table to "unsafe acts". Within twelve months of introducing the system, these percentages had significantly changed to 7 per cent unsafe conditions and 93 per cent unsafe acts. Today, the figures are 3 per cent and 97 per cent respectively, and these figures clearly show that the main emphasis in the current programme must be directed towards making the operating men safety conscious. The effort must be focused on changing the minds of men.

Jan 1, 1975

It is my pleasure to deliver the first Keynote Address to the first joint conference between The Australasian Institute of Mining and- Metallurgy and The American Institute of Mining, Metallur- gical and Petroleum Engineers. I am particularly pleased to be participating in this first joint meet- ing as I have been a member of one Institute for 41 years and the other for 35 years. An examination of the membership of both Institutes confirms the fact that the mineral in- dustry is an international one. This has long been the case and basically stems from the occurrence of mineral resources in most countries of the world. It is therefore fitting that these two 'Inter- national Institutes', representing the professions involved in the mineral industry, should choose `International Resource Management' as the theme of the first joint conference. The topic of this Keynote Address is `The mineral equation' or the counterbalancing supply and demand items and the factors affecting them. I propose to attempt to present the overall picture of the mineral equation as subsequent papers and sessions will deal with specific items in more detail. My thesis is broad and deceptively simple; it is that the continued existence and growth of world material civilization depends, in large measure, on the continued use and further dis- covery of world mineral resources. Material civili- zation is used as a broad term to include the pro- duction of man's shelter and tools together with the production of the `consumer' goods and ser- vices needed by society. First let us spend a few minutes looking at the development of material civilization.

Jan 1, 1978

The mining industry is facing tremendous economic challenges. Fluctuating and depressed commodity prices, the ever-increasing pressure from environmental legislation and the competing global opportunities for capital investment are placing enormous strains on every aspect of the mining business. At the same time, mines are generally becoming older and deeper with all the logistical and rock mechanics difficulties that this entails. In the face of these new challenges the industry looks to technological advances to make operations more efficient and profitable. One approach is to develop and implement highly automated and computerised equipment as part of a trend towards major reductions in the underground workforce. This approach requires more capital investment rather than less and requires a more sophisticated and well-educated workforce with skills which are generally in high demand in society as a whole. It is difficult to see how the benefit that can be gained from such technology can justify the expenditures necessary to make it operate reliably underground on a daily basis. Nor is it easy to foresee how the mining industry, based as it is often in very remote areas, will be able to hire and retain sufficient numbers of people to maintain such fleets of equipment. Another approach, and the one which I favour, is the implementation of much greater control over the whole of the mining process. Mining is essentially a very simple process - we break rock and move it. The most cost-effective means of moving and processing the mining product depends entirely on the way it is broken - it depends on primary fragmentation by blasting. I propose that the way forward for the industry in the face of our present difficulties, is not new technology but is to utilise the level of technology which currently exists in ways which have traditionally been regarded as too difficult or too inflexible - improved fragmentation and the use of conveyors. The technical success of this approach depends on the complete re-design of the ore handling system from the face or stope drawpoint to surface. The fundamental issue which determines the success of this approach is designed fragmentation.

Jan 1, 1995

By K Gilliland

The past decade has seen the widespread implementation of computerised real-time operational management systems in open pit mines. While these systems have made a significant impact on operational efficiency at a process level, surprisingly little work has gone into integrating these systems with other IT systems, including those used for tactical planning and enterprise resource planning. As a result of this gap in the information hierarchy, the goal of optimising an entire operation, or multiple operations, remains elusive. Implementation of computerised operational management systems in underground mines has been much slower. This is a significant, though often overlooked, reason why the productivity for underground mining is generally so much lower than for open pits. The historical reluctance to implement computerised operational management systems underground can in part be attributed to the underground environment, particularly the difficulty in establishing effective communications. Another factor retarding the implementation of systems underground has been the perception that the nature and scale of underground mining does not lend itself to computerised operational management. This perception can be challenged, not only by a process level examination of the underground mining, but also by a holistic examination of the entire industry. In recent years, the mining industry as a whole has destroyed rather than created wealth and underground mines are major culprits. The degree of value destruct has been more pronounced with underground mines, as the usual problem û low commodity prices û has been exacerbated by the harsh environment, low productivity and a æfog of warÆ no longer generally found in open pits. Faced with these realities, underground mines will have to adopt modern management tools or suffer extinction at the hands of an unsympathetic investment community. All is not gloom and doom, however. Technological advances have largely overcome the difficulties associated with the underground environment. As a result, there is a small, but growing, number of underground mines using computerised operational management systems to directly improve the bottom line. Much greater improvements can be realised if the industry takes advantage of the recent convergence in technology, to integrate process information with tactical and enterprise resource planning systems in order to provide a solid platform for all decision-making. This would result in the æeÆ mine. Given that the underground fraternity is essentially starting with a blank sheet, they have the opportunity to æsteal a marchÆ on open pit mines, who may be constrained by legacy systems. The benefits of the æeÆ mine are presented through a hypothetical case study that examines the shortfalls of the non-æeÆ mine. The paper ends by presenting a future vision for the æeÆ mine.

Jan 1, 2000

The necessity for agreed project outcomes, which are in accordance with client needs, and the subsequent requirement for a unique approach to managing project implementation is discussed. Reasons for appointing a separate project team to manage a project are established. The selection of a project manager, based on the services they can provide and on their characteristics, skills and management style, is discussed. The consequences of selecting the wrong project manager are explored. A broad overview of the requirements for the project team is provided. Criteria for the selection of team members, and the role played by the project manager in this selection, are discussed. The levers that drive `on-time and on-budget' projects are discussed in terms of the project's vision, goals, controls, and incentives.

Jan 1, 1997

SOME 70 miles south-east of the of Auckland lies the town of Waihi-the centre of the Waihi goldfield, at present the mining pride of New Zealand. That the glory of most mining camps is evanescent forms an axiom to which it may be expected Waihi will prove no exception. For the last fifteen years, however, Waihi has been an important gold-silver producer, with an annually increasing output, so that now the area ranks as one of the leading goldfields of the world.

Jan 1, 1911

The Osborne copper-gold deposit (within the Trough Tank project area) is located in the Cloncurry Shire about 195 kilometres south-east of Mount Isa. It is hosted by Proterozoic metasediments of the Eastern succession of the Mount Isa Inlier. The deposit is overlain by 25-40 metres of Mesozoic cover, so it represents a true "blind target". Placer Exploration has 100% outright ownership of the property, having purchased the remaining 10% interest in the property from Shell in early 1993.Intensive exploration, both surface and via drilling at Osborne, has taken place since 1985, when CSR Limited Mineral Exploration and Development Group (acquired by Placer in 1988) entered into a joint venture with Billiton Minerals. Exploration effort from 1985 to June 1988 outlined a 20 kilometre strike length of magnetic horizons, in what was termed the North-East, Central and Southern anomalies, which were drilled with weak indications of copper-gold mineralization in the North-East anomaly. During the later half of 1989, four core holes were drilled into the shallower northern partofthe North-East anomalywhere previous drilling had outlined economic intersections of mineralization. These holes encountered high-grade copper-gold mineralization confirming the potential for an economic deposit to be hosted within the ironstone sequence. Further drilling involving over 400 holes (100 kilometres of drilling) has brought the deposit up to its present resource status.The current resource inventory is 36 million tonnes grading 2.0% copper and 1.0 grams pertonne gold and includes a high-grade zone of 13 million tonnes grading 3.6% copper and 1.5 grams per tonne gold. The discovery of this potential economic mineralization resulted from a persistent exploration effort based on indications that a large mineralizing system existed within a sequence of ironstones.

Jan 1, 1993

By Cairncross A. A

Papers on technical aspects of the Melbourne Underground Rail Loop project are being presented at this conference or have been presented previously or will be presented at other forums. This paper provides the framework for these papers by presenting the overall engineering tasks. The conceptual design, the special investigations undertaken, the management of the project and the construction development are highlighted.

Jan 1, 1981

As I drove in from the airport on Sunday somebody said `On the right you will see Dun- troon, which is the military training school of Australia.' So I asked the driver, where did they get that name? `Oh,' he said, `from some people who built a house there. That was it's name- Duntroon.' It strikes a note with me because, that's the name of a 12th century castle on the west coast of Scotland where I spend what leisure hours I have and, therefore, it establishes the long connection between Australia and my native land. There is also a story I should tell you about the oil industry and its upsurge in Scotland recently which has resulted in great prosperity. And in Edinburgh, the walls of the banks are bulging-because of the incursion of foreign exchange and other resources.

Jan 1, 1978

By Thomas MJ

The Cannington silver-lead-zinc deposit is located at latitude 21¦ 52' 9" South, longitude 140¦ 55' 10"" East, on the south-eastern margin of the Proterozoic Mount Isa Block (Figure 1), 135 kilometres south-east of Cloncurry. Access is via a graded shire road for 80 kilometres south from the small pastoral community of McKinlay.REGIONALThe deposit is hosted by the Proterozoic Soldiers Cap Group within the Mount Isa Block Eastern Succession. South of the Cloncurry Beardsmore et al (1988) have grouped part of the Eastern Succession stratigraphy intothe Fullarton River and Soldiers Cap groups (1760-1740 million years) which together make up the Maronan Super Group. This is an apparently conformable sequence 10 kilometres thick and consists of metamorphosed sediments and volcanics with intrusive amphibolite bodies.The Maronan Super Group has experienced a complex history of deformation with up to six events having been recognized. The stratigraphy trends broadly north-south and is predominantly characterized by tight, upright isoclinal fold structures.

Jan 1, 1993

By Miskelly N

The Joint Committee of The Australasian Institute of Mining and Metallurgy (AusIMM) and the Australian Mining Industry Council (AMIC) have published a Code for the Reporting of Identified Mineral Resources and Ore Reserves. The Code is the result of an initiative begunin 1971 to achieve industry self regulation of Resources and Ore Reserves reporting which resulted first in guidelines for reporting standards but which have now been incorporated in ASX Listing Rules as a Code withsignificant sanctions ensuring compliance. This paper describes the background to the Code, its key provisions, and comments on practical aspects of1 working with the Code and compliance issues.

Jan 1, 1990

The Auscoke project has reached-a stage where a pilot plant nominally able to produce 100 t.p.d. of coked briquettes is being brought on stream during Nov. 1971 . The targets for this stage of the project are to establish the technological and economic value of Auscoke for the iron blast furnace, and to verify the commercial feasibility of large scale plants. The project originated at the B.H.P. Central Research Laboratories (C.R.L.) and work to date has shown that using a two stage contin- uous process, strong large coke can be produced at good productivities from medium or low volatile poorly caking coals. General features of the pilot plant and processing are discussed.

Jan 1, 1972

The location of the Inglewood Goldfield is 40 km north-west of Bendigo on the Calder Highway and covers an area of over 1600 hectares. The field was discovered during the 1850s gold rush and over 16 000 people camped on the field. Mining first began in 1859 and since then more than seven tonnes of gold has been removed from four major lines of reef. Most of the gold was won in the period between 1900 and 1940.. Goldquest NL currently has leases over approximately 1550 hectares and through its historical research has identified 142 known reefs.

Jan 1, 1993

By Lynch A. J

The success of the Australian mining industry depends on the quality of its skills. High quality skills supported by a culture which demands success lead to innovations, good practices and prosperity. Average skills lead inevitably to mediocrity. Universities play an essential role in the development and use of skills but the crucial industry-university links have been subordinated to conventional academic interests in training mining and processing engineers. It is only in the area of post-graduate research degrees which are oriented towards the mineral industry that Australia can claim world leadership. Deficiencies are not due to lack of training resources, they are due to inadequate utilisation of the resources that are available. Australia can and should have the world's best mineral engineering school, with a branch in Asia where many of its customers are and close ties with South America where some of its production operations will be. Some steps which might be taken to achieve this are proposed.

Jan 1, 1995

By Russell F. M

Following the accident in the Peterson section of Mufulira mine in September, 1970, a method had to be found of extracting up to 300 000 tonnes of ore per month from this area without inducing caving. Sandfill mining methods were chosen, necessitating a plant capable of producing both cemented and uncemented fill on a large scale. The paper covers the design and construction of this sandplant which is thought to be unique for its size, as it incorporates three 3 000 tonne capacity settled storage silos, a 500 tonne capacity cement silo, mixing tanks and a control room situated underground. The plant is designed to handle an aver- age of 440 tonnes per hour with a maximum of 660 tonnes per hour for limited periods, delivering either uncemented fill or cemented fill in proportions varying from 1:6 to 1:30. The instrumentation and equipment necessary to give one man operation of the plant is described and the fill mining methods now in use at Mufulira are briefly outlined.

Jan 1, 1973

By McGregor GW

The Utah International group of companies has a wide geographic spread of operations, including a significant interest inAustralia's largest coking coal operation in Queensland, steaming and coking coal mines in USA, a copper mine in Canada, a half interest in an iron ore operation in Brazil, a number of smaller operations, and a significant portfolio of undeveloped properties in South America, South Africa and South East Asia.The opportunity to acquire this group of companies presented an immediate problem to BHP in that it was regarded as too large for BHP to absorb by itself. In addition, there was a concern that such an acquisition would increase BHP's coking coal exposures to unacceptable levels. Despite these dilemmas, BHP was keen to acquire Utah.A plan was therefore developed and agreed to by General Electric (GE) (the then owner of Utah) which would give BHP nine months in which to put together a consortium to share in the ownership of the Queensland coal assets (plus coal assets owned by BHP), and to arrange a project financing for use by BHP and the consortium. BHP would own 100% of the rest of the assets.

Jan 1, 1985

Predicting the future is a task that should always be delegated. If that is not possible, then stating your views confidently, but retrospectively, is preferable. Hindsight encourages clarity of thought and sharpens perception. When all else fails one can look back into history and see the trends, evaluate the current situation and project it a little way into the future - in this case 10 years. In exploration the rate of change has been increasing over the past 20 years. With expected developments in technology, legislation, and their sociological impacts, we will see such rapid change over the next decade as to make us uncomfortable, unless we are prepared for it.   The social obligations of our industry also have changed enormously over the past 20 years and are still changing. This will lead to further changes in the way we conduct our business if we wish to stay in business. As exploration technology improves, a further dimension is added by the expectations of the communities in which we operate. This extra dimension needs to be quantified so that we not only keep up with current developments but also get ahead of the game. This paper is based on the New Zealand experience, some of which will be familiar to mineral explorers in other countries.

Jan 1, 1997