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The AJ Parker Cooperative Research Centre for Hydrometallurgy is the focus of a world-class effort in providing technical solutions to the minerals industry. The 85 FTE staff are drawn from the CentreÆs five joint venture research partners comprising universities (Curtin, Murdoch and Qld) and government research agencies (CSIRO and WA Dept of Industry and Resources). There are also 12 industry partners, representing most of the leading mining companies in the world. Around 45 postgraduate students, mainly PhDs, make a significant contribution to the research effort. Total annual expenditure on R&D is around $17 million.Hydrometallurgy activities encompass both fundamental and applied research across the alumina, gold and base metal sectors. The Centre is now growing its client base into overseas markets, particularly North America, South Africa and Europe. Quality, strategic R&D by the Parker Centre is seen by the industry as an attractive investment. A recent survey of the industry revealed an estimated ten-fold return based on direct costs of research to the client. In addition, the Parker Centre has a strong commitment to education of postgraduate students wishing to enter the mining industry as well as providing specialist courses for those technical professionals already employed in the industry. The wide range of employment opportunities in the mining industry is reflected in the diversity of the disciplines amongst the CentreÆs research team, eg extractive metallurgy, chemistry, biotechnology, physics, engineering, molecular modelling, microscopy, geology and computational fluid dynamics. How does an atomic force microscope and molecular modelling improve our ability to control gypsum scaling or understand crystallisation of alumina in a Bayer plant? Can a biologist contribute to the problem of the slow leaching of copper from chalcopyrite? Why are computational fluid dynamics and lasers the basis of understanding how to make thickeners work more efficiently. Can you combine a PhD or Honours degree with industry experience? What is crud and why is nickel stressed? These are typical examples of the CentreÆs research activities and demonstrate the contributions of its multi-disciplinary teams which keep the Australian mining industry at the cutting edge of advanced global technology.

Jan 1, 2003

By D Pearce

The 15-year long debate between the industry, Government and Aboriginal people about the rights and wrongs of Land Rights, the right of Aboriginal people to control development on their land and the relationship between the parties, has been long and often bitter. It has so far been a war of words and often the truth has been the first casualty. This paper looks at the debate and presents the perspective of Aboriginal people, as well as looking at how the industry and Aboriginal people can work together for everyone's benefit. It addresses such matters as: ò why Aboriginal people believe they have the right to control development on their land; ò the perception that Aboriginal people are anti-development; ò the perception that Aboriginal land is 'locked-up'; and ò how companies can negotiate with Aboriginal people.

Jan 1, 1994

In the future to excavate sufficient coal for power generation, two dredgers would be required to dig overburden or interseam 70010 of the time and three dredgers 40010 of the time. One overburden system was not adequate for this requirement, making coal production reliability vulnerable. TS5 spreader is the new machine element of this system. The selection of the best type of machine configuration to suit the application was then subject to an internal SECV VE Study, a registration of interest and a tender for two machine alternatives. This paper outlines the reasons why SECV planned the Secondary Overburden System and how the Krupp machine met these requirements. It also identifies the main design features of the machine and its constructability which will allow the machine to be operational by the end of May, 1990.

Jan 1, 1989

By Cocks T

The 15-year long debate between the industry, Government and Aboriginal people about the rights and wrongs of Land Rights, the right of Aboriginal people to control development on their land and the relationship between the parties, has been long and often bitter. It has so far been a war of words and often the truth has been the first casualty. This paper looks at the debate and presents the perspective of Aboriginal people, as well as looking at how the industry and Aboriginal people can work together for everyone's benefit. It addresses such matters as: ò why Aboriginal people believe they have the right to control development on their land; ò the perception that Aboriginal people are anti-development; ò the perception that Aboriginal land is 'locked-up'; and ò how companies can negotiate with Aboriginal people.

Jan 1, 1994

By J Canterford

There is an apparent push to develop and commercialise "new and innovative" process flow sheets. A not-too-difficult reality check clearly demonstrates that the success rate of this push is not particularly significant and in fact could be regarded as a waste or misappropriation of R&D funding and the associated brain power. As Julian Sumner Miller would comment "why is this so?" To put it bluntly, many of the so-called innovative developments are equivalent to gold plating the dunny door - visually interesting but of very limited practical value. This presentation encapsulates some personal lessons learnt over the past 45 years.CITATION:Canterford, J, 2013. Developing a ænew and innovativeÆ process flow sheet - Traps for all players of all ages, in Proceedings MetPlant 2013 , pp 1-5 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 15, 2013

All too often engineers and project teams focus on building æthingsÆ, and they tend to see the key goals as meeting the project cost and schedule targets. We frequently compound the problem by unknowingly rewarding engineers for building bigger, more complex, more æbullet proofÆ and hence more costly æthingsÆ. Unfortunately the end result all too often ends up being a disappointment in terms of business performance. The term æshareholder valueÆ may never have entered the discussions during the development process. This paper deals with the fundamental issues, which tend to pre-dispose new developments to success or to failure. As project management concepts are not particularly complex, it begs the question why is it that the failure rate of new developments is so high? It is argued that the answer lies more in people behaviour issues than in project management tools and processes.

Jan 1, 2002

A cry that is often heard from front-line employees, particularly as a mine grows or circumstances change is "We used to be one big team but now they have set up teams for different functions - we don't know what's going on and we don't share resources any more. We used to just get in and do what had to be done, now we can't.". It usually occurs after management decides that, with the increasing mine complexity, functions and accountabilities of a manageable size need to be identified and defined for individuals and teams to facilitate optimum performance. However, as the statement indicates, these changes have often not delivered all the intended benefits. This paper will explore the reasons why the full benefits have not been realised and will identify actions which can be taken to improve the likelihood of optimal outcomes.

Jan 1, 1998

At Yucca Mountain, USA, a tunnel is being built according to nuclear quality standards. It has proved possible to meet very high quality demands while at the same time achieving high advance rates. To be able to do this, routines on how to record and store quality related information have been established. This has meant that a new philosophy has entered the tunnelling industry. Especially for nuclear waste projects, of which Yucca Mountain is one of the first ones to be built, the experiences made and the quality assurance program established will be of great importance for future projects. The paper gives examples of what the Nuclear Quality Assurance system has meant in practice for the tunnelling at Yucca Mountain. And, it also explains why a non-grouted bolt, Super Swellex-, was chosen for long-term reinforcement in the tunnels which might host nuclear waste for thousands of years.

Jan 1, 1999

The accurate calculation of ore reserves is one of the most important functions under- taken at a potential or operating mine. In recent years there has been a trend towards recommending more and more complex techniques for the calculation of reserves. However these are not always necessary and many improvements could be made by the use of all potential data and a heavier geological input. An ore reserve should be the result of geological not mathe- matical or engineering reasoning. All ore reserve estimates are wrong and the important thing is to.recognise why they-are wrong and to take action to minimize the errors. Geostatistics and other complex mathematical techniques may appear to answer all our needs for ore reserve accuracy but there are many drawbacks, not least of which is the communi- cation gap which may develop between the operator and both management and production Personnel.

Jan 1, 1979

MIM Holdings Limited has acquired a reputation for the successful application of R&D to develop break-through technologies for the mining industry. The Isa Process tank-house technology has been licensed to copper refineries throughout the world, and almost 40 per cent of the worldÆs copper is refined using this technology. Isasmelt copper and lead smelting technology is either in use, or is currently being installed, by eight companies in eight countries around the world. Jameson Cell technology is widely used in the coal mining industry and increasingly in the base-metal industry. The IsaMills developed at Mount Isa and McArthur River made it possible to develop the McArthur River and George Fisher orebodies. This paper will address the need for innovation and then discuss the development of the IsaMill and Isasmelt technologies. It will conclude with some comments about why MIM has been so successful in developing such technologies.

Jan 1, 2002

By P Guj, J A. Bell

The valuation of early-stage exploration projects requires a valuer to take into account a large number of uncertain value drivers, the interplay among which may be non-linear. This paper examines some of the key value drivers including geology, target metrics, project area and maturity, the market and the psychology behind the decision-making process. The commonly accepted valuation methods and their underlying logic are outlined, including a view on why they evolved, what value drivers they attempt to address and their potential shortcomings. These methods include the multiple of exploration expenditure, geoscience rating, expected values and market based methods. The potential future valuation methods of replacement values and neural networks are also introduced along with how to minimise heuristic bias and error within the market-based approach.CITATION:Bell, J A and Guj, P, 2012. Exploration value drivers and methodologies, in Proceedings Project Evaluation 2012 , pp 17-28 (The Australasian Institute of Mining and Metallurgy: Melbourne).

May 24, 2012

Over the last 15 years the contract mining concept has developed into an integral part of the Australian mining industry. Today it is a $2 billion per annum industry with the potential to continue to grow at a rate of between ten and 20 per cent. Australian contract miners have also exported the concept overseas where growth prospects are unlimited. The industry today is at a cross-road where both contractors and mine owners must consider the current state of the contract mining industry and where it is heading. To look at the present and the future, it is necessary to look back at the history of contract mining and why it has developed. Current industry concerns can then be summarised and the areas that need to be considered to enable the industry to prosper, reviewed. The ultimate goal is to reach solutions with benefits to both the mining companies and the contractors.

Jan 1, 1996

By Chisholm J. M

Why go to the CIS? The vast mineral potential of the Commonwealth of Independent States (CIS) has long been recognised, but it has taken the lowering of the iron curtain to open up the region to serious mineral development consideration by the Western World. The advent of a free market economy and the emergence of the Independent States with pressing needs for foreign investment has led to a greatly improved investment climate. Coupled with the desire for some of the more entrepreneurial resources companies to head the wave of investment to the region, this sequence of events has promised a great deal, but delivered only modest progress to-date. Potential gold project development has provided the major focus, for three reasons: the region is highly prospective for gold, gold projects tend to have a relatively lower start-up capital cost compared to base metal and fossil fuel projects and finally bullion or refined gold is more readily transportable and easier to sell.

Jan 1, 1996

A critical appraisal of the wide variety of processes used in the pyrometallurgical production of metals and non-metals shows that there is a strong physico-chemical and, in particular thermodynamic, basis for the variety. Based on this, a simple classif- ication scheme has been developed which makes it possible to understand the methods for extracting individual metals and non-metals pyrometallurgically and to assess which are the more attractive routes. The analysis presented shows why there are essentially two broad routes for pyrometallurgical production of metals and non-metals; viz., the reduce- refine and the refine-reduce routes. Halides have the role in pyrometall- urgical processing of producing pure compounds for subsequent reduction. The criteria which determine the selection of reduction method for oxide raw materials and intermediate halides (e.g., use of carbon, hydrogen, a more reactive metal or electrowinning) are examined critically in the paper. The treatment of sulfide raw materials is considered also, particularly the criterion for smelting sulfides directly to the metal.

Jan 1, 1987

This paper reviews the issues of mining machinery automation with special emphasis on underground applications. Automation is desirable because it offers the following advantages: ò increased safety by reducing human exposure to hazards of underground mining; ò higher productivity; and ò reduced wear of equipment. In spite of these advantages and in spite of numerous attempts over the past several decades, mining automation has been a difficult proposition, partly because no two mining operations are exactly alike and these operations are carried out in an unpredictable environment. This is the main difference between automation in factories and in mines and that is why mining automation has been lagging so far behind factory automation. Automation is possible only when the machine 'knows' its workspace. In a factory, this workspace can be 'described' to the machine because it is sufficiently controlled. In a mine, the environment undergoes continuous change and the only way the machine can 'know' its workspace is through real-time sensing.

Jan 1, 1995

In a modern economy there is a compelling case why governments should not own property rights to mineral deposits. Assuming they do, however, governments will use these constitutional rights to raise revenue. They have two basic instruments to achieve this; a royalty charge on price or a rent tax on income/profits. On the one hand, a royalty charge creates a 'deadweight loss' to society by increasing cut-off grades and decreasing the life-of-mine. They are also regressive. However, they are easy to administer. On the other hand, a rent tax avoids the problem of 'deadweight loss'; it does not impact on the life-of-mine because the tax structure is neutral. But, they are difficult to administer correctly, particularly in the determination of rents and the definition of mining per se. If rents are incorrectly determined capital markets are distorted. And, if mining activities are incorrectly defined, downstream activities could be adversely affected.

Jun 1, 2010

Last evening, in Auckland, I heard the Chairman of Heinz US, Dr Tony O'Reilly (who, in addition to Heinz's ownership of our largest food processor, also has substantial personal investments in this country), advocate New Zealand as a 'regional corporate capital'.   Why would someone like Dr O'Reilly hold that view? No doubt, as one of Ireland's great rugby players of the 50s and 60s, he admires at least one thing that we do very well (confirmed again in Dublin over the past weekend). But that's not sufficient to support such a view.   He cited many reasons for preferring New Zealand over, say, Sydney, Australia, calling this 'the most rational in which to locate [an] international headquarters', including û +         we have no capital gains tax; +         a more 'pro-business environment'; +         a 'first class' legal and banking system; and +         a 'simple political system'.   I can find no better 'text for today's address.

Jan 1, 1997

By A T. Job, P R. McAree

There is significant value at stake in the mining industry from the implementation of new technologies that support the enhanced profitability and sustainability of mines. However, in order to realise this value, new technology must be implemented in a way that is both effective and sustainable. The industry has a mixed history for technology implementation that provides fertile ground for understanding what is necessary for innovation to deliver value. This paper describes early stage research investigating why this is so, with the aim of improving how to deliver value. Several case studies are provided covering both successful and unsuccessful technology interventions. The paper identifies the common factors that emerge from the case studies, and offers a path forward for further research in this area.CITATION:Job, A T and McAree, P R, 2017. Three case studies on the implementation of new technology in the mining industry, in Proceedings Iron Ore 2017, pp 407–414 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 24, 2017

Shane is enjoying his new work. Six months ago, he was stocking shelves at his local supermarket and decided to make the big move to a job in mining with more challenge and, of course, more dollars. He's been through his inductions, received his training tickets and is now working in a crew of eight underground at a fly-in, fly-out (FIFO) operation. There are many more systems and processes here than in his retail job, and Shane's comfortable that his safety is being looked after. He is enjoying the continually changing work and conditions, it makes the job interesting. It's taking some time to get used to the roster and he is worn out by changeover, but he gets more time with friends and family during R & R.   Generally, the mining industry has a maturing safety culture and well developed systems. This sometimes lulls people into a false sense of security. Safety systems cannot anticipate every possible situation, nor can they replace people's perception, thinking and decision-making. To manage safety, it's critical to find the right balance between dependence on systems and a healthy fear and respect of risks we face.   As safety standards are raised, systems tend to get more thorough and complex. When a new person joins a mining crew, we induct and train them to provide the information they need. As labour availability again becomes short, and many new people join our industry, we shouldn't assume they know the fundamentals. We need to explain not only what they are expected to do, but why doing what we ask and expect will keep them safe. We must equip people to deal with both the routine and the unexpected.   This presentation explores the challenges of balancing a structured, systematic approach to safety with the need to also equip people to deal effectively with risks everyday in dynamic and extraordinary situations.   Session purpose Introduce participants to a way of looking at risk from a different perspective, as a force for change and progress, if managed well. Demonstrate that risk is something we need to engage with emotionally as well as physically, if we want our risk management efforts to be successful. This purpose will be achieved through an entertaining and engaging presentation, using photos and case studies. The session will initiate interest to explore new ways of thinking about risk and generate discussion about the balance between people and systems. What is the right balance and why getting it right enhances the safety culture, while getting it wrong can impact on safety, business performance and sustainability.

Jun 1, 2010

By G McCullough, B Mutsaers, J Jessop

"*This is an abstract only* Geometallurgical initiatives have demonstrated considerable value to operations that have trialled them. However, it is extremely difficult for these initiatives to become properly embedded into the operations and for that value to be realised on an ongoing basis.This paper will explore some of the historical reasons why this is the case. Some of these reasons include the limited tools available to manage an integrated operation. These, in turn, have resulted from poor communications infrastructure, inadequate sensor capability and the way technical mining software has evolved over the last 30 years.This paper will then investigate how the evolution of technology in recent years can help overcome these constraints and compare progress with similar industries.CITATION:McCullough, G, Mutsaers, B and Jessop, J, 2013. Obstacles to embedding geometallurgy decision-making into operations and how to increase maturity of this critical capability, in Proceedings The Second AusIMM International Geometallurgy Conference (GeoMet) 2013, pp 139-140 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Sep 29, 2013