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Australians have always been great travellers but, traditionally Australian companies have been very conservative in contrast to more daring individual Australians. During the 1960s, '1970s and 1980s, the Australian companies spent much of their time exploring in Australia. It was only some of the major companies like CRA and BHP that had explored in places like Bougainville and Chile. However, during the mid-1980s some of the smaller companies started looking beyond their shore towards other opportunities in other countries. Why did they do this? Were they pushed or did they jump? And where did they go?

Jan 1, 1996

By J Brown, C Roberts

The scope of this paper is to recount the development of segmental linings used in tunnel construction, starting with its inception as an improvement to the brick-lined tunnel approach of Brunel in England and moving through the history and development to the present day, before finishing with a few insights into what the future might hold. The paper also discusses the motivation for the relatively recent move towards replacing conventional steel reinforcing cages with steel fibres and the reasons why steel fibre reinforced concrete (SFRC) is rapidly becoming the material of choice for manufacturing precast concrete segmental linings.

Jan 1, 2008

By A L. Withy

This paper is intended as a review from a planner's viewpoint, of the relationship between town and country planning, a primarily government activity, and the minerals industry, which, with the exception of coal, is a largely private enterprise activity. The paper first considers the nature of the system of planning in New Zealand, and the objectives sought by planners in relation to minerals are discussed. The reasons why these objectives are not generally being achieved are investigated. A final section deals with the gap between objectives and achievement, and suggests a number of ways in which this gap may be narrowed.

Jan 1, 1976

By R Long

The founder of social psychology is sometimes identified as Kurt Lewin. In a 1947 article, Kurt Lewin coined the term ‘group dynamics’. He described this notion as the way that groups and individuals act and react to changing circumstances. Lewin theorised that when a group is established it becomes a unified system with unique dynamics that cannot be understood by evaluating members individually. The discipline of social psychology really emerged out of World War II and tackled questions associated with human judgement and decision-making by the Nazis. For a comprehensive look at the development of social psychology look at Abelson, Frey and Gregg (2004).Social psychology is concerned with the way social arrangements affect human judgement and decision-making. What the author has done is apply the knowledge of this new discipline to an understanding of risk, safety and leadership. This paper will explain some of the developments in social psychology, such as the discovery of the bystander effect, Groupthink, bounded rationality, heuristics, risk homeostasis and the Milgram effect.The social psychology of risk tackles the way decisions are made about risk in their social context. Unless organisations understand that decision-making is socially conditioned, they are unlikely to be able to tackle the complexities of culture change or the development of risk maturity.The paper will offer a new understanding of why people do what they do, how risk makes sense and why a ‘dumb down’ approach to safety is dangerous. A model will also be presented that shows the pathway to risk maturity.CITATION:Long, R, 2016. The social psychology of risk, safety and leadership maturity, in Proceedings Seventh International Conference and Exhibition on Mass Mining (MassMin 2016), pp 31–42 (The Australasian Institute of Mining and Metallurgy: Melbourne).

May 9, 2016

By A Golsby

Gunite was invented in 1907 by Carl Akeley to repair a crumbling facade of the Field Columbian Museum in Chicago. The method used was to blow dry material out of a hose with compressed air and inject water at the nozzle as it was released. In 1911, he was granted a patent for his invention, the ‘cement gun’; the equipment used; and ‘gunite’, the material that was produced.The advantages of using the dry mix process is that the water content can be adjusted instantaneously, allowing more effective placement in overhead and vertical applications without using accelerators. The dry mix process is useful in repair applications when it is necessary to stop frequently as the dry material is easily discharged from the hose.This paper describes the applications and principles of the gunite pump system in underground coal mining and discusses why it is the preferred spraying system for both cement and plaster products.It also addresses improving productivity and examines dust, respirable crystalline silica (RCS) and health issues around gunite pump systems. The solutions include development of the latest componentry for current gunite pumps to improve their efficiency and allow their operation to be dustless.In particular, this paper addresses:why and where RCS is a problem in underground coal mininghow RCS hazards and its propagation can be managedhow the gunite pump system has become dustlesshow the gunite system has become more productivegunite occupational health and safety issues and how they have been solveda case study of gunite dry spraying.CITATION:Golsby, A, 2015. The development of a dustless dry gunite pump system in underground coal mining – a case study, in Proceedings The Australian Mine Ventilation Conference, pp 41–48 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Aug 31, 2015

Mr. Chairman, distinguished guests, ladies and gentlemen. Thank you for asking me to your conference, with its most fundamental and appropriate topic of 'Investment in Mining'. I must confess at the outset that I am one of those Australians who has rarely visited your fair land of New Zealand. This is in fact only my third visit, with all three related to Institute Conferences, and all much too brief. In so many ways your country provides a counterpoise to ours, despite the obvious disparities in size and population. And I am not only referring to the Bledisloe Cup! We would certainly each be much more lonely without the other, in this strange long-lost corner of the globe û if globes can have corners. Such an important factor in common in our shared heritages has been the mineral industry we have won from our alluvials and our rocks û especially for gold. So much of the major mineral developments which have supplied the world's appetite for metals and fuels in the past two hundred years has come from the countries settled in that period by people from Europe, especially those from the British Isles. So much of the technology for mineral and metal extraction has come from the skills of those people in New Zealand and Australia. And so much of the further development of metal processing and manufacturing of productive equipment has come from those people and from their cousins throughout the world. It is, I believe, a fair question to ask why we have failed to build on those early and considerable successes, and why we have in so many ways apparently been so content to allow others to add value to our raw materials, and to take our technological developments on to levels far beyond those that our domestic markets could sustain.

Jan 1, 1988

The hydrological cycle in nature, with particular reference to Australia . 2. The definition of water pollution drawing on the experience of several major countries. 3. A description of the pollutants in water, and why they are pollutants. 4. The classification of waters as defined by major overseas countries. 5. The criteria and standards developed by major overseas countries for the classification of waters. 6. A brief- summary of the legislation adopted by overseas countries for the control of water pollution, and of the organisation and administration of controls. 7. A study of Australian legislation and administration of controls of water pollution. 8. General observations and conclusions.

Jan 1, 1971

By MJ SMITH

For the past 150 years, drilling and blasting has been an integral part of the underground mining industry in Australia. Ever since Busby's Bore was developed using black powder to supply Sydney with water, miners have been drilling holes, filling them with explosives and blasting the rock into a manageable size. The drilling was fairly straight forward but the explosives were always a mysterious commodity. It worked, but how and why? The explosives industry is now working much closer to the mining industry to dispel these mysteries and also to aid the advancement of explosive technology. This paper looks at the results of these advances in the form of explosives, accessories and blasting systems.

Jan 1, 1992

Staff turnover percentages on projects in the minerals sector are at levels that would not be accepted in business less than five years ago. While this is being driven in part by the shortage in skills to service the industry there are underlying factors, beyond the increases in remuneration, adding to the turnover. Having identified the five major reasons why people do not stay, this paper confirms that leaders and the various styles are common to all companies. The paper comments briefly on these major reasons and suggests the problem is firmly with management. It also offers possible remedies to reduce the attrition and therefore improve the opportunities for a quality project evaluation.

Jan 1, 2009

By Batterham R. J

Some developments in copper, lead and zinc extractive metallurgy which have gone in to production or seem to be close to production scale are described with emphasis on why these innovations have been adopted.Mineral processing operations are now using: automated quantitative mineralogy,high capacity fine crushing equipment, ò fine grinding equipment, andcolumn cell flotation.Extractive metallurgy plants are using:ò bath smelting of concentrate at various scales, and ò flash converting of copper.Hydrometallurgical process developments are slower to make a commercial impact. Concerns about ability to handle impurities in the feed and production of saleable by-products are often major hurdles.An expression for the probability of implementing the first example of a new development is presented.

Jan 1, 1992

As partition curves are widely employed to characterize screening efficiency which, by definition, should include a time parameter, it is shown, perhaps for the first time, that time is already included in the partition curves and how. Laboratory and plant results are used to show how screening efficiency depends on feed composition, near-mesh and oversize material and screen motion, and how these factors may combine to give an erroneous result that two identically efficient screens are different and two screens of different efficiency are identical. Reasons are given which show why a renewed interest in screening would benefit not only screen engineers and operators but also those concerned in formulating standard specifications of screen analysis methods.

Jan 1, 1984

In responding to why some longwall roadway development rates are different among mines, the Roadway Development Task Group (RDTG) of Australian Coal Association Research Program (ACARP) has initiated a benchmarking study to survey each longwall mine to determine the correlation between roadway development practices and roadway development performances. This paper describes a web-based relational database system which has been developed purposely to monitor the performance of Australian longwall roadway developments aimed at assessing both the physical and operational factors which could influence roadway development practices and their performance indicators. Statistical analysis of an earlier survey suggested that continuous miner units that achieved more than 1750 m were units mining two-heading development.

Dec 6, 2010

This is the time of year tor the presidential address, and with the present incumbent engaged in the coal mining industry, it will therefore come as no surprise to you that the theme of my address this evening is concerned with coal.There are other reasons for this apart from my contact with the coal industry. At present, coal is supplying considerable overseas revenue at a time when the remainder of the mining market is in a somewhat depressed state. That times will change goes without saying, if history is to be believed.However, so far so good for coal. My first reaction when The Institute indicated its wish that I be president for 1976 was to become deeply conscious of the honour bestowed on me.On consideration, I realized that very few past presidents have been intimately connected with the coal mining industry to the extent of indulging in it for lengthy periods as a full time occupation or, conversely, a part time interest for a long time. It also appears that not one had started their career in the industry. In my case, 'also, there were 8 very interesting years ,as a gold miner and metallurgist before commencing in coal.It therefore seemed appropriate to endeavour to discover ,why this should be so, as coal mining is now a very important part of a very important industry. What were the reasons why the industry took so long to emerge when there were ample reserves of easily accessible coal?Frankie and Johnnie in their bar room epic of the depression years concluded, and I paraphrase, that "their story held no moral, their story told no tale". If my story has such a message, it could perhapsbe construed as reinforcing the oft-repeated dictums, true or false, that "history repeats itself" or "man never learns".Coal mining is by far our oldest major Australian industry except for agriculture. Its history is almost as old as that of settlement:For various reasons, there has been a glamour associated with metal mining ventures which prob...

Jan 1, 1976

Brisbane based and listed on the ASX, Eastern Corp is pursuing the development of coal projects in New Zealand. There are various reasons why New Zealand coals are of interest û substantial resources, stable political/economic environment, close to Asian markets. In just over 12 months, Eastern has secured an operating coal mine (Cascade) and a prospective exploration area (Whareatea West), both on the Denniston plateau region, on the south islandÆs west coast. A key focus of activities is the development of relationships with key stakeholders and the promotion of the local economy.   Certain barriers may exist to the entrance by foreign companies into the New Zealand coal mining sector. These include geological challenges provided by the heavy faulting of the coals, port and rail infrastructure constraints, and the ægreenÆ factor.

Jan 1, 2005

The word `environment' may have many different meanings but, for the purposes of this paper, I have assumed the definition included in the Environmental Protection Act 1986 (Western Australia). This Act defines `environment' as `... living things, their physical, biological and social surroundings, and interactions between all of these'. The Act further defines the `social surroundings of man' as `... his aesthetic, cultural, economic and social surroundings to the extent that those surroundings directly affect or are affected by his physical or biological surroundings'. This gives a very broad meaning to the idea of environment and environmental issues, and it is therefore understandable that the influence that environmental issues have on mining activity can vary so much from state to state, and even within states, and why the degree of influence can change so much with time.

Jan 1, 1990

By Parker RL

A 250 tons per day ammonia-ammonium carbonate leaching plant is now being operated by Samin Limited, to extract copper from the oxidised ores at the Burra mine. This forms the first stage of a plant, which will eventually have a capacity in excess of 1,000 tons per day. The article reviews the history of the mines at Burra and the metallurgical studies which have been undertaken since the old mines closed in 1917, in an endeavour to recover the copper from the low-grade deposits left by the original miners. The reasons why an ammonia leaching process was selected instead of the conventional flotation or acid leaching methods are discussed. The paper concludes with a detailed description of the plant and the basis on which it was designed.

Jan 1, 1971

By Sharpin PC

The countercurrent gas-solid-heat transfer during the drying of brown coal briquettes in the pilot carbonization plant at Morwell has been analysed and theoretical gas and solid temp-erature distributions through the drier have been calculated. Although the calculations rest on several simplifying assump-tions, to be corrected as the experimental work develops, the theoretical temperature distributions compare well with those observed in practical operation. Valuable conclusions are reached as to the effects of changes in drier operating con-ditions on the rate of drying of the briquettes which-controls the 2 strength of the char produced. The analysis shows why a limitation was reached in the improvement of char-strength in the pilot plant in 1961 and a prediction is made of ' a way ' in ' which the limitation could be overcome.

Jan 1, 1963

By Sharpin P. C

The countercurrent gas-solid heat transfer during the drying of brown coal briquettes in the pilot carbonization plant at Morwell has been analysed and theoretical gas and solid temperature distributions through the drier have been calculated. Although the calculations rest on several simplifying assumptions, the theoretical temperature distributions compare well with those observed in practical operation. Valuable conclusions are reached as to the effects of changes in drier operating conditions on the rate of drying of the briquettes which controls the strength of the char produced. The analysis shows why a limitation was reached in the improvement of char strength in the pilot plant in 1961 due to the performance of the drier and a prediction is made of a way in which the limitation could be overcome.

Jan 1, 1966

By K Hobbs

Mining is experiencing a difficult period of low profitability and declining productivity. To achieve sustainability, mining companies are challenged with improving output, quality and safety while decreasing costs. At the same time, organisations are having to manage a workforce in which individuals no longer accept a traditional style of management, employees prefer more flexible employment, and diversity within teams is becoming the expected norm.Increasing organisational diversity has been shown to have a positive impact on performance and therefore sustainability. Gender diversity and equality between working men and women is the area most studied in this regard. Executives are becoming more aware of the correlation between gender diversity and performance with some larger organisations having dedicated resources to increase the number and status of women in their organisations. Despite this, limited improvement in gender equality is apparent globally over the last decade with some industries, including mining, going backwards. So why is this the case and what other strategies are available?In 2015, the United Nations Women National Committee Australia (UN Women NCA) in conjunction with Autopia released a white paper discussing the lack of visible change in gender equality despite the widespread implementation of merit-based personnel management strategies. Using research from around the world and thoughts from influential government, education and business leaders, the paper ‘Rethinking Merit’ debunks the myth of the meritocracy. It provides a number of recommendations for organisations committed to improving their performance and sustainability through diversity, including a variety of real-life company examples, instead of relying solely on merit-based decision-making.This paper takes the recommendations of ‘Rethinking Merit’ and applies them to the mining industry. It shows the relevance that rethinking merit has for the industry and why applying the recommendations can result in an increase in diversity, therefore enabling greater performance and sustainability of mining companies. This paper provides case studies from Aurizon, Iluka Resources and BHP Billiton and, as a guide for managers, a generic diversity strategy designed to be implemented alongside traditional merit-based personnel management techniques.CITATION:Hobbs, K, 2016. Rethinking merit for a sustainable mining industry, in Proceedings International Mine Management Conference, pp 139-154 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jun 22, 2016

Project delivery in our current market is not as efficient as it could be. Industry at large (both client and consultant), is diligently following the engineer, procure, construct, manage (EPCM) or engineer, procure, construct (EPC) delivery models and not necessarily appreciating the underlying principles that make them the effective tools they were to start with. We often misinterpret project management with EPCM and end up with a literal and superficial interpretation instead of the disciplined risk reduction and business value capture exercise it is intended to be. One of these underlying principles is the project team as resource or commodity depending on which perspective we follow. Some of us understand this principle only too well and succumb to the temptation to take advantage of the imbalance in the understanding of EPCM by selling bodies and hours. Value and return on investment do not always come into the equation. The latecomers and aspirants are struggling with this as a barrier of entry into this lucrative market, since as we all know - people as commodity was becoming and still is a scarce resource. Clients are also waking up and asking why 1000 engineers on the floor are better than 100, when engineering design in all aspects of industry, new technology aside, is mature. Why is it that we start with a clean sheet of paper with every project or that neighbours in the same industry segment and location just happen to have completely unique conditions and circumstances that require totally original design (Local conditions aside)? The answers to this question appear when we explore the role of the project team and how it is structured. We will need to investigate team culture and levers for success. Then we will formulate a business case for a team to be able to follow traditional project management practices with EPCM delivery models but yet end up with an alternative look, feel and result. An outcome where more input is not necessarily better and the client and consultant both are aligned with success measured in dollars and a win-win outcome for both parties.

Jan 1, 2009