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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 A P. Wilkinson

This paper reports on the implementation of the critical control concept to manage material risks in the mining and metals industries. The critical control management (CCM) approach assumes it is better to identify weaknesses in risk controls before an incident happens as opposed to discovering weaknesses from an investigation after an incident occurs. The first is sometimes referred to as active monitoring and the second as reactive monitoring (Health and Safety Executive and Chemical Industries Association, 2006). Both are needed. However, whilst methods for both active and reactive monitoring of risk controls are well established in many high hazard industries, such as oil and gas, petroleum and chemical industries, until the publication in 2015 of the International Council on Mining and Metals (ICMM) guides, (Good Practice Guide and the subsequent Implementation Guide) (ICMM, 2015), there was no specific mining and metals industry guidance on critical control management. This paper reports on progress in implementing the ICMM guidance drawing on two main sources. First, a benchmarking survey of a representative sample of coal and metalliferous mines, both underground and open cut/pit), sponsored jointly by the Queensland Resources Council and the Queensland Commissioner for Resources Safety and Health in the context of a recommendation that the Queensland mining industry adopts high reliability organisation (HRO) principals (Queensland Resources Council and Commissioner for Resources Safety and Health, 2022). Second, it draws on Noetic’s experience of implementing critical control management in mining and other high hazard industries in Australia, Africa, China and North America (Wilkinson, 2018). The paper describes good practices found and where significant improvements can be made, providing specific and actionable examples of both. From this it also identifies how future guidance on this topic could be improved.

Apr 16, 2024

Most mining operations have been happy to live in blissful ignorance of what their equipment is really capable of. Shareholders have been shown increasing tonnes output per employee (due to rationalising employee numbers). It is now known that the best practice for large mining trucks is 52 per cent higher than average or best practice for excavators is 41 per cent higher than average, or 38 per cent in shovels or 35 per cent with draglines, etc. The data is available. The bell curve of performance is flat. Substantial underperformance is rife. If you are working in or supplying equipment or services to one of the majority of operating mines that donÆt achieve best practice surely you want to know why. Or maybe you donÆt? For many mining people this sort of knowledge could be dangerous to their career so keeping the MD or CEO in the dark is a good option. Many suppliers donÆt want the performance of their equipment benchmarked? Mining consultants donÆt have the data so they are happy to keep guessing. Unfortunately, many Business Improvement or Business Excellence projects are about ticking the participantÆs æcareer boxesÆ. The first step to capacity utilisation is knowing what the capacity is. Even then people and culture will get in the way. People are the biggest hurdle to capacity utilisation. This paper will discuss what the mine of the future (and today) will need to do to utilise the productive capacity of its assets. It is not just benchmarking. It is not just automation. It is not just technology. It is about engaging those people who impact on equipment performance; right from the operator up to the Mine Manager. Doing it better involves a process to facilitate change and a culture which says it is OK to try even if you are wrong.

Jan 1, 2009

The arbitration process, and its drawbacks: Any time you have taken part in a major arbitration, and the decision, when it comes out, is not what you thought it would be (which is bound to happen occasionally), the normal reaction is something like æthe arbitrator got it wrongÆ. Again normally, when you have cooled down a bit, and you look in more detail at the decision, you can see, probably, æwhere he got it wrongÆ (it is only male arbitrators who get it wrong). Ultimately, when reason prevails, and you reflect on it, you can see that what really happened was that you failed to get the arbitrator to see what you were getting at in the point or points concerned. This is doubly frustrating, when you consider what has been involved in getting to this point, having been through it all at least twice. An alternative to this process may be the dispute review board.

Jan 1, 1999

By J Heyes, R Getty, M Sanapala

Closure is an inevitable part of the life cycle of every mine. Successful closure outcomes critically depend upon early and ongoing integration of closure planning and mine planning. Early and holistic integration minimises residual risk and maximises opportunity to leave a cost-effective, positive legacy for the company, investors and future land users. Both disciplines are inherently interconnected and aim to maximise ‘value’ via trade-offs. Historically, integration of closure into mine plans has been poorly implemented across the industry. There is still a perception that closure planning only starts as the end of a mine life approaches. This inevitably leads to tension when making business decisions, with progressive closure often being deferred due to short-term drivers and incentives. To create a positive legacy after production has ceased, this tension can be managed by transparently and fully informing business decision-makers, such that the impacts of short-term decisions on long-term closure objectives are understood. BHP recently updated a business-wide standard ‘Our Requirements for Closure and Legacy Management’ designed to strengthen collaboration, education and integration of closure across the entire life cycle of the asset. Concurrently, the ‘Life of Asset’ definition was refined to include the postproduction phase, until closure objectives have been met. This paper discusses the criticality of mine planning integration with closure and how updates to Our Requirements sharpen the focus from transactional to transformational planning. These concepts are applicable to any mining operation aiming to achieve successful closure across the full asset life cycle, from exploration to post-production.

Sep 18, 2023

I want to explore whether it is valid or even useful to talk about sustainable corporations. After 20 years of focus on sustainable development, the concept of a sustainable corporation is not particularly helpful and it may in fact be profoundly misleading. Why? û because it obscures the need for corporations to be recognised as part of a sustainable society, rather than achieving some kind of corporate nirvana divorced from the social, political and environmental reality. It is more helpful to ask whether corporations are ready to recognise that they are one player among many within society û with the demands this would place on them in terms of transparency, accountability and social responsibility. The achievement of sustainable development has become the new corporate orthodoxy of many large corporations. It has become a clichT to argue that corporations must become æsustainableÆ. The achievement of æsustainabilityÆ is encouraged, as the ultimate step in some form of corporate evolution. We are failing to recognise that sustainability a process û not an end in itself. An enormous array of instruments is being developed to measure when sustainability is or is not being achieved. For example, corporate reporting has burgeoned into an art form, which describes æsustainabilityÆ in a variety of ways. There is no external standard applied to such reporting. These descriptions are quite partial and often place the best possible gloss on the companyÆs activities. I have become increasingly uneasy about this rhetoric and this paper has allowed me the luxury of sorting out my unease. I will discuss, largely in the Australian context, the current debate and literature and describe the way some global mining corporations are dealing with these questions, and finally, offer some suggestions which might be helpful at the operational level.

Jan 1, 2002

A mining operation can be identified as demonstrating prudent management when a number of vital characteristics are evident.All risks and opportunities that are critical to the on-going success of the operation have been identified and are being effectively managed. All significant tasks and events are plan driven. All levels of management visibly support the policies of the operation through their attitude, behaviour and actions as well as words. Supporting evidence for required activity and the outcomes is readily available. Improvement mechanisms are working to advance the key business processes. Everyone is working towards satisfying the needs of the stakeholders of the operation. When these characteristics are integrated with the satisfaction of all legislative requirements, all industry codes and optionally all relevant international management system standards then an operation is fulfilling all the requirements of a Due Diligence Process. The majority of mining operations do not show all of these characteristics and therefore unnecessarily suffer from missed profit opportunity and constant cost pressure, less than acceptable safety and health and environmental performance and consequent poor relations with employees, unions and regulators. In these operations the characteristics to be observed are quite different.Serious incidents are occurring with no sign of a rate decrease. The operation lurches from one panic ituation to another. Management are absent in their leadership, but very active in developing rules and enforcement methodologies. The operation has no history. Re-inventing the wheel with employees who come and go at an alarming rate seems to be forever occurring. All efforts are directed at controlling the business outputs with a strong emphasis on blame. Everyone is trying to look busy to avoid the ever-present cost reduction threats. To change to more prudent management utilising a Due Diligence Process is not theoretically difficult. However it does take clear direction, focussed efforts, supporting actions with appropriate tools and perhaps most importantly an internal desire and drive to become such an operation. A Due Diligence Process is about doing the important things that have to be done, providing the understanding of why they are important, demonstrating proof of activity and effectiveness, and leading the way through effective management.

Jan 1, 1998

The role of the mine geologist in a business perspective is self-evident to some, but to others it may be a new concept. All mine geologists need to know exactly how they add value to the business if they are to be successful. Alternatively, if they do not add value, then they will become redundant. This paper seeks to understand some of the contributing problems that hinder the mine geologist from operating in a business perspective. In doing so, a new context (for some) is proposed to aid the mine geologist and the operation gain greater value from geology. The proposal suggests how to ensure that the activities of our geologists are intrinsically linked to the business process that we are involved in. The mine geologist can and must play a pivotal role in the success of an operation. To do this, they must understand some principles of business such as:process, customer/supplier relationships, and organisational structure. Our geologists must know the business objectives, understand the product that the customer needs and use their geological skills to deliver the product safely, on time and to specification. As geologists, we can be instrumental in ensuring that the operational environment is structured in such a way that maximum value is realised, not only from the mine geologists but the entire site team. In doing so, mine geologists will realise their full potential in delivering the outcomes the business demand, and therefore be recognised as strong contributors to business success.

Jan 1, 2000

It is easy to demonstrate the importance of aggregates in any conversation about infrastructure and other engineering artefacts. Peoples around the world have made use of stone to enrich and enhance their lives since the earliest days of civilisation. In New Zealand, Maori used hard durable rocks for weapons, tools, and basic structures. European settlement accelerated the use of quarried materials and formed the basis for development of our society as we see it today. Logic might suggest that the quarrying sector would be recognised positively for, and encouraged to continue to contribute to, this underpinning of the way we are. The reality is æNot In Most Back YardsÆ. Why? The rock is where it's always been (often overlooked) and our æsocialÆ environment is today's hard place. For a resource-based business in New Zealand, that environment is principally the Resource Management Act, with the widespread power it has distributed to anyone prepared to invest their time. This coupled with a lack of leadership and direction in the implementation of the Act has created a climate that stifles development and diverts energy and resources to æplaying the gameÆ rather than ælifting the gameÆ. Perhaps the real costs of this are not yet widely recognised. The paper will draw mainly on the experience of endeavouring to consent a ægreenfieldÆ quarry in the Waikato region. This is supported by commentary based on nearly 10 years of ælivingÆ with the RMA at sites across much of New Zealand. RMA Scorecard Summary: Effects based? Rarely. Level playing field? No. Maori Consultation? Could do better. Efficient use of resources? No. Timely? No. Is it working for other sectors? Certainly not the quarrying industry's customers and end users.

Jan 1, 2000

By B Murphy, S O’Connell, J L. Heath

In the 1989 best-seller The 7 Habits of Highly Effective People, the author, Stephen Covey, highlights the importance of maintaining not only ‘production’, but also, ‘production capacity’. When operating a modern flotation concentrator, production is often measured in terms of concentrate tonnage, tonnes milled and plant utilisation. There are very few metrics that focus directly on flotation equipment condition in relation to performance, which is analogous to Covey’s production capacity principal. It is evident on many mine sites that flotation equipment condition is not monitored on a proactive basis and that the prevailing culture is to wait for a failure, before addressing an issue.This paper discusses examples of how poor equipment condition can lead to production loss through poor metallurgical performance. Actual examples are given where these problems have occurred in operating plants. An outline is provided on how metallurgical and maintenance departments can work together to protect production capacity and gain more from existing equipment.CITATION:Murphy, B, O’Connell, S and Heath, J L, 2014. Maximising value through maintaining your flotation equipment, in Proceedings 12th AusIMM Mill Operators’ Conference 2014 , pp 71–76 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Sep 1, 2014

By L Y. Yang, Z Wang

This work presents the fundamental properties of CITIC magnetite concentrate and its performance in pelletising and sintering. CITIC concentrate has been widely used in pelletising to produce pellets for blast furnaces. It is also used in sintering to benefit from its sintering performance. CITIC concentrate has excellent balling properties owing to its size distribution, particle surface properties, large specific surface area and balling index, leading to strong green pellets and product pellets. When used in sintering at appropriate levels, sinter bed permeability improves, productivity is increased while coke consumption reduces, and sinter strength improves.

Nov 8, 2021

Perhaps one of the most important conferences or symposia which our Institute has conducted, was the joint Aus. LM.M./AJ.M.E. meeting held in Canberra in May 1978, with the theme International Resource Management (Woodcock, 1978).We were privileged to witness active participation in the meeting by outstanding personalities from the mining and metallurgical industries of Australia and New Zealand, the United States of America, Canada and the United Kingdom and to hear addresses on subjects of international significance to the mining and metallurgical industries.Our Institute is one concerned with professionalism.The principal objects of The Institute as described by our founders include, "promoting the arts and sciences connected with the economical production of the useful minerals and metals, and the welfare of those in the industries, by meetings for social intercourse, and the reading and discussion of professional papers, and to circulate by means of publications amongst its members and associates, the information thus obtained".Sir Maurice Mawby (1968) said in his Presidential Address to the Institite, "the most important aspect of these objects was the promotion of the arts and sciences of the mining industry".Why is it then, that a large proportion of the papers given at the meeting in Canberra dealt with world wide social aspects of the mining and metallurgical industries, rather than the technology, the arts and sciences of mining and metallurgy as principal factors in international resource management?The answer is quite simple of course, and that is that the social and political factors are the principal factors which create the demand for basic raw materials and in the long term determine the costs and prices of the commodities which our professional abilities are drawn upon to produce.

Jan 1, 1979

The history of mining is rightly proud of its achievements in improving productivity and cost improvements over the years. No matter what measure is used, tonnes per manhour, cost per tonne, etc vast improvements have been made over the last hundred years. In fact over the last ten years in Australian coal mines raw coal output per employee has increased by 60 per cent. When one examines why these improvements have taken place the principal reasons have been technological advancement in mining equipment, excavator and dump truck capacity increases, longwall and continuous miners continually improving in reliability and size. Of course all these improvements are correlated to an increase in capital cost. Even with the above-mentioned advances the pressure for increased performance is as strong as ever. The international mining and mineral-processing sector is currently operating in a recessive market with some traditional commodities, eg gold trading at 20 year lows. During recessive times senior management will demand greater returns on capital employed: the obvious choices being reducing costs or increasing throughput. In addition, head office environments will often place a capital freeze on operational management so the opportunity to take advantage of technological change is not available. The challenge is, therefore, to increase throughput and cut costs without the need for capital. The answer is to optimise the existing labour and plant. If done systematically a result in productivity improvement, in our experience, as high as 45 per cent can be achieved with the average across South East Asia and Australasia being 21 - 23 per cent. The intention of this paper is to present a systematic approach to labour and machine utilisation thereby gaining the greatest possible return on the existing capital base.

Jan 1, 1999

By B Ellis

Brunswick Mine is one of the largest underground zinc/lead mines in Canada, producing 3.4 million tones of ore annually. As mining activities advance to deeper levels, ground pressure also becomes greater. To cope with the highly stressed ground, the mine has taken some strategic measures to ensure the targeted production level. Such measures include the implementation of a pastefill system and transferring the mining method from primary/secondary stoping to pillarless pyramid stoping. With the pillarless mining method, stope sizes become smaller and the number of active stopes is also less than before. In addition, mining sequence and cycle time have to be strictly followed according to production schedule. The blasting project described in this paper tackles one of the steps in the mining cycle aimed at shortening the blasting cycle time in a stope. Furthermore, this project was conducted and managed with the Six Sigma initiative in Noranda which was implemented in the fall of 1999. Like a typical process review, the blasting operation was examined by breaking it down into many steps that can be quantified and measured. Each activity was then correlated with different factors associated with blast design as well as blast operations underground. It was found that the utilisation of voids plays a key role in the blasting cycle time. With improved void utilisation ratio, blasting cycle time has been reduced from an average of 12 shifts to ten shifts per stope. This improvement translates into approximately 180 000 tonnes of ore being blasted without any increase in manpower. This paper presents the technical aspects of the study, as well as some operational issues and improvements made during the project.

Jan 1, 2001

In most mining operations the ore undergoes several processes such as drilling, blasting, loading, hauling, crushing, grinding and liberation to become the final salable product. Drilling and blasting is an important step in this process chain and itÆs results such as fragmentation, muckpile shape and looseness, dilution, damage and rock softening effect the efficiency of downstream processes. The value created per ton of broken ore is the difference between the price it commands when sold as the final product and the cost to produce it. Traditionally, the total process in the mining industry is classified into two groups as mining and milling. These are managed as separate cost centres inspite of the interdependency. Each process has a budget and production target and emphasis is usually on maximising production (tons) and minimising cost rather than the overall profitability of the whole business unit. The efficiency of each process is considered to be satisfactory as long as they are within budget and meet the production targets. The mine and mill managers usually try to optimise each process independently rather than the entire process. This paper discusses the potential pitfalls of decreasing the drilling and blasting cost per ton of broken rock without considering its impact on downstream processes. It introduces a holistic approach to blast optimisation by identifying and measuring the leverage that blast results have on different downstream processes and then optimising the blast design to achieve the results that maximise the overall profitability rather than just minimising the drilling and blasting costs. This paper demonstrates the benefits of such a holistic approach to blasting based on computer model simulations and field studies from metal and open cut coal mining.

Jan 1, 2001

By V O’Brien

The suitability of magnetic surveys flown at low altitudes to identify buried heavy mineral (HM) strands has long been accepted. This is despite the low intensity magnetic response often obtained from such strands. The fundamentals of the magnetic survey method dictate that the closer the instrument is to the source the stronger the response. As such the optimal elevation for the magnetometer is at or near the surface. Iluka sought to use a ground based magnetometer to aid in the exploration target generation process and allow accurate targeting of exploration drill holes. Following the initial trial Iluka recognised the potential additional application of data obtained by a ground based magnetometer over known strand deposits. The detail of the ground magnetic images can confirm the assumed strand continuity between cross-sections of close spaced drilling and can aid in the definition of the geometry of different generations of mineralisation. The ability to confidently determine that the deposit has not been truncated by post emplacement erosion of the mineralised deposit may enable reductions in drilling requirements as well as assisting mine planning activities. Iluka intends to investigate advanced modelling of the magnetic data to determine the level of strand geometry and HM content resolution that can be achieved from the ground magnetic survey data and its potential application in the mining grade control process.It is anticipated that the surveying of Iluka’s known resource deposits will provide the ability to correlate the magnetic response from new exploration targets with those from known deposits for a given depth, HM grade and mineralogy suite.

Oct 5, 2011

By L J. de Lange

As a material asset for mining entities, the resources and reserves (RR) estimation processes are surprisingly underrepresented in the assurance landscape. When press reports expose them being inaccurately reported, or in merger and acquisitions processes, their importance becomes clear. The impact of erroneous RR numbers (both positive and negative) could have a material impact on an entity’s reputation and value.The technical nature and ‘black magic’ connotations of the RR estimation processes are possibly reasons why audit committees are not actively involved with it. Internal auditors avoid the RR processes for similar reasons. Also the traditional approach to obtain assurance on RR is expensive and is therefore only performed when it is absolutely required.However, stakeholders’ expectations of good governance are growing. Part of this increased focus is based on attaining a higher degree of certainty about the current and forecasted position of the entity. Stakeholders are also increasingly more interested in non-financial areas of entities, as the future success of an entity is more than a set of financial metrics.Consequently, the RR estimation processes should be visible on the agendas of audit committees. Monitoring of key controls is required as part of the governance obligations for senior management and the audit committee. So once it is on the audit committee’s agenda, the question then becomes, how will that agenda be supported by an assurance process that is cost-effective?The main objective of the paper is to describe a model of RR assurance that has been effectively applied in some mining companies. The paper discusses one particular approach that provides an audit committee with the required assurance regarding RR processes. The approach ties the assurance needs of the audit committee to the needs of the technical experts in the entity, therefore involving two important figures. It also offers assurance providers with a model to audit ‘through’ the RR processes rather than ‘around’ them. The paper then discusses top-down and bottom-up approaches that provide assurance at different levels of an entity.A governance audit that focuses on the RR processes is suggested as a top-down approach. A bottom-up approach assesses the design adequacy of internal control processes. A hybrid model is described which meets the needs of diverse stakeholders including the audit committee and the RR community.The hybrid model combines the expertise of professionals in both internal audit and RR. The right balance of these skills directed by a singular approach ensures that a credible result is achieved.This approach is not as expensive as some verification approaches used in the industry and can, as a result, be performed on a more regular basis.The last element of the paper looks at implementation of the reporting mechanism. An assurance process aimed at continuous improvement further enhances the robustness and reliability of RR reported by an entity.CITATION:de Lange, L J, 2016. Resources and reserve assurance processes – a framework for improved governance, in Proceedings International Mine Management Conference, pp 21-34 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jun 22, 2016

By P Wood, S Leveritt

This paper will introduce some innovative strategies for simulator training that are intended to improve the level of safety and operational performance of heavy equipment operators. The key strategy is to design simulator training to deliver improved work performance outcomes. This strategy is underpinned by a process for engaging workers in knowledge discovery and transfer that has been developed as an outcome of an Australian Coal Association Research Program (ACARP) funded project conducted at open cut coal mines in Australia. The process is expected to deliver improvements in the safety and operational performance of heavy equipment operators by informing training content about how experienced operators manage unexpected situations around the site. Tapping into the tacit knowledge that experienced operators gather over time can provide site specific and timely information about situational cues used to manage the unexpected. This type of information complements basic skills training by helping the trainee understand the operational context in which the acquired skills will be applied. Inexperienced operators have traditionally gained experience through their own actions, observing the actions of others and by taking the advice of mentors who have æbeen there, done thatÆ and developed operational decision making skills for safe and productive work performance. Leadership and mentoring techniques that contribute to effective knowledge delivery will also be discussed.Other simulator training strategies include refresher training, change management, emergency response training and testing the usability of new equipment and technologies prior to their introduction on-site. A key challenge ahead for the resources sector is the development of knowledge elicitation techniques that suit the operational workforce. A challenge for simulation and modelling professionals is to develop and refine techniques that support cost-effective customisation and regular updates of simulator scenarios.CITATION:Leveritt, S and Wood, P, 2012. Raising the simulator training bar - Strategies for improved work performance and effective utilisation of site-based simulators, in Proceedings Eighth Open Pit OperatorsÆ Conference , pp 65-70 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Sep 18, 2012

By D Bruce

OZ Minerals’ Carrapateena mine is a Sublevel cave mine located in South Australia, approximately 160 km north of the regional centre of Port Augusta. Carrapateena commenced underground development in 2016, with production commencing in 2019 and ramping up to 4.25 Mtpa by December 2020. In pursuit of continual improvement, the Carrapateena mining team sought to identify how it could better interrogate its current productivity levels and its drivers (root causes). During this process the team were confronted by a disconcerting number of different opinions (which often conflicted) on our actual productivity performance which led to a need for review. Although reliable data and a well-designed time utilisation model (TUM) existed, it was still unclear what actions needed to be put in place to improve productivity. This was for the following reasons: • Data sources were disparate unless significant effort was applied to compile them. • Data sources were not available in a format that could be easily viewed or analysed. • General understanding of the data which was collected and how it could be used was poor. • Process of regularly analysing performance and forming tangible actions to improve was lacking rigour. A project was then started with the goal to fix the areas stated above. An initial requirements gathering exercise was undertaken to identify key data sources for site which returned a staggering 42 known systems which were then shortlisted to the key systems that contained operational data and could generate tangible improvements when analysed. This paper discusses the approach to selecting the OZ Minerals Insights Hub as the chosen platform, and the effort and collaboration between cross-functional departments that was involved in transforming the data so it could be displayed in a useful way. The data sources identified included a fleet management system, two planning databases, a control system historian, and a mobile fleet machine data system. New processes were also introduced to digitally capture daily commentary; this was achieved utilising SharePoint Forms. Data pipelines were then developed in the Insights Hub platform to automate the ingestion and transformation of the raw mining data into curated data models for end user consumption. Tableau dashboard packages have been created to support facilitation of short interval control, daily review meetings, and weekly review meetings as well as data analysis of key equipment and locations. These dashboards visualise the mining data models in a form that provides the user a clear picture of what has occurred, why it has occurred, and where to focus improvement efforts. This has resulted in a team which is more accountable, more equipped to assess the root cause of performance, and more regularly able to make data driven decisions. The next step? To build this out from Mine to Mill and create a data indexing tool which will drive self-service reporting, a data agnostic platform and predictive tools that help our people continue to be one step in front.

Mar 29, 2023

By J P. Sykes, A Trench

"The common-held view of the future of copper mining is one of declining quality of mineral resources and increasingly limited long-term development options. This decline, in turn, is viewed as inevitably leading to increasing economic, socio-political and environmental costs. As a result, new technologies and innovations will be required to mitigate cost escalation. The future is therefore typically summarised as a battle of a ‘below-ground’ declining quality asset base pushing costs upward versus ‘above-ground’ technology and innovation driving costs downward. The role that high quality new mineral discoveries could play in mitigating industry cost pressures is typically understated, if considered at all. New high quality discoveries can be mined at lower cost than existing assets and potentially if discovered in the right locations within a more amenable contemporary environmental and socio-political setting. Such deposits, once discovered, would improve the overall quality of the industry asset base, as well as benefitting their owners substantially through higher margins. However, to target new high quality deposits explorers need some understanding of the nature of high quality copper mines in the long-term future. Conventional scientific and economic techniques for analysing the future of copper supply, generally by studying the project pipeline, ignore as yet undiscovered resources and also struggle to fully incorporate the multiple internal and external factors that could impact upon copper mining practices in the future.Scenario analysis is specifically designed to consider multiple factors interacting in the future, and is thus more creative than simply looking at the visible project pipeline. The use of scenarios is therefore potentially capable of providing insight into aspects of the future of copper mining about which little is currently known or that remains considerably uncertain. In this study, the Oxford University Scenarios methodology was employed to analyse different plausible futures for copper mining and the consequent implications for exploration targeting strategies. The scenario analysis highlights two key dimensions or axes that serve to map out potential industry futures: firstly the technical and economic optimisation of the existing industry; and secondly the generation of new prospects or ‘search space’ for the copper industry. These two axes in turn frame four different scenarios for the future of the copper mining industry. These copper mining scenarios are then compared to the 20 largest existing copper mines and projects, and their owners, to determine if any represent an appropriately robust exploration targeting proxy: none do. The paper therefore concludes that efforts by industry are required to generate mine concepts that would be viable across all scenarios, and thus act also as exploration targeting proxies. In the interim, companies will have to seek to build portfolios that create an overall robust asset base, out of individually less robust assets. Failure to do this implies that consequential, irreversible strategic decisions lie ahead for the copper mining industry, which may be a threat to both incumbents and the very industry itself. This situation makes strategic exploration targeting in the copper industry very difficult.CITATION:Sykes, J P and Trench, A, 2016. Using scenarios to investigate the long-term future of copper mining and guide exploration targeting strategies, in Proceedings International Mine Management Conference, pp 265-290 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Jun 22, 2016