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The End of the Line for Roadway Development By Michael Kelly, CSIRO Exploration & Mining Michael Kelly highlighted that roadway development performance remains one of the threats to expansion of Australia underground coal exports to the growing Asian market. In a recent industry study, automation was highlighted as one of seven strategies for roadway development improvement. Growing Asian markets The expansion of the Asian coal market is a long term driver for expansion of the underground coal industry in Australia - if significant productivity improvements are made. Imports of steaming coal by Asian APEC members are predicted to rise by from 150 MT to 190 MT. Australia is one of the few countries which has a potential capacity larger than predicted internal needs. Predictions are for exports of black steaming coal from Australia to increase from 50.3 MT in 1992 to 106.3 MT in 2010. To meet this prediction, an investment of $10.7 billion (in 1992 dollars) will have to be made in mining and transport facilities. This is equivalent to the opening of a major new mine each year until 2010. Many of these mines will be underground operations. However, much of Australia's capacity to respond to increased Asian demand will depend on its ability to develop underground technologies and improve productivity. The inability to make sustained improvements in roadway development rates has to date been one of the main reasons why new underground projects have failed to deliver the expected returns.

Jan 1, 1997

This paper is intended to continue the subject in the light of recent work, from where it was left at the conclusion of the discussion on the excellent paper by the late Mr. Noel Haszard. The position then obtaining is briefly summarised below:-The points which received general agreement at that time were:-'(1) That the gold occurs, probably in an elemental form, in a state of very fine division in the pyrite.(2) That the aim in roasting of Kalgoorlie flotation concentrates should be to obtain the maximum porosity possible. The gold tellurides were amenable to treatment with either a' solution of high lime and cyanide strength combined with fine grinding, or bybromocyanidation without re-grinding.(3) That a low roasting temperature is essential during the elimination of the first atom of sulphur, if the final calcine is to give a good extraction by cyanidation.(4) Even with the best temperature conditions of roasting then determined, and after a period of cyanidation of the calcines until no further extraction was obtainable, the lowest calcine residues obtainable were equivalent to approximately 1·8 dwts. per long ton, based on an original concentrate of pure pyrite.There was some division of opinion at the time as to whether the temperature of the later stages of roasting was significant, and also as to the reason why the initial roasting temperatures had so marked an effect.

Jan 1, 1939

Since its commercial in Australia at Broken Hill in the early part of the 20th century, the flotation process has grown to become the single most important minerals separation method available to mineral processing engineers. Statistics on flotation are impressive both in terms of growth of tonnages treated and in terms of the variety of separations accomplished. Because of the steady decline in the grade of ores and because many of the ores remaining are finely disseminated mixtures of minerals (many of them in a highly oxidized state) mineral processing scientists and engineers are now con- fronted with the problem of improving and modifying conventional flotation techniques so as to be able to effic- iently process these more refractory types of-ores. The flotation process did not come into being as the result of an intensive fundamental research effort but, in a similar way to so many other methods used in the processing of raw materials, it was developed over the years by the continued application of empirical methods. As a result, most of the basic research in this field has long been concerned with the problem of explaining why the existing process works so well. We are now at the stage where any further substan- tial extension of the flotation process will demand a more profound understanding of its fundamental principles. Current knowledge of flotation fundamentals is still far from the stage where processes can be designed, optimized, and controlled from first principles. The extensive

Jan 1, 1984

By G Small, A Lazamanana, C Greet

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

Sep 7, 2015

By P Micale

Geological data provides the foundations for the mining value chain. It is used to underpin the modelling and planning and consequently optimise downstream business decisions. However, it is often forgotten or taken for granted. End users often assume the data to be sound without verification. Geological data can be considered a company’s number one asset. Subsequently, the storage, use and management of this data need careful curation and time invested in preserving and protecting it. An established polymetallic mine with 20 000 drill holes could have a data replacement value in excess of $500M at 2020 prices, excluding labour and salary costs. The Australasian Code for Reporting of Exploration Results, Mineral Resources and Ore Reserves (the ‘JORC Code’) provides guidelines for Public Reporting. Within the code, Table 1 requires discussion around the different types of geological data, its collection and use. What is needed is additional details regarding the validation and integrity of the geological database. A comprehensive guideline specifying minimum geological standards for geological databases has been developed. This expands on the critical points outlined in Table 1 of the JORC Code. This guideline can be used by companies where geological databases are managed in-house or used to assess these services’ outsourcing. This guideline will ensure that geological data is reliable and unadulterated and can be used with confidence. Using this guideline will assist in preserving the investment of geological data in the mining value chain

Mar 22, 2022

By J H. J Holtzhausen

Never has there been more focus on the health, safety, and well-being of our employees at the workplace. Ever evolving expectations of individuals, companies and clients are shaping regulatory reviews and advancing standards across the world in the drive to zero harm. The technology is advancing at a rapid pace, which is now allowing continuous real-time monitoring of contaminants to take place in the harshest of environments.

Oct 12, 2022

Diversity; what a wonderful topic. Diversity; the condition or quality of being diverse, different, varied to the point that the very word diversity means different things to different people. As one example of diversity the American Science Magazine (April, 1994) contained a light-hearted interview with Dr Noitall who was pushing his case for diversity.

Jan 1, 1996

By M Boon, M Franklin

This paper outlines the journey of cultural maturation and management system development at the Mt Rawdon (MRO) gold mine from its acquisition by Evolution Mining Limited (Evolution) in late 2011 to 2016.Evolution embarked upon a series of projects that aimed to improve the operational consistency and implementation of change on-site, while leveraging off the existing strengths of the operation. This document describes the gaps that were identified, the processes used to close them, and the resulting cultural change and production outcomes, with a specific focus on how to optimise the culture at any mining operation.MRO had a history of four owners in less than three years when it became a key asset of Evolution. The site leadership team (SLT) decided to influence the culture at MRO by reviewing and upgrading the existing management processes.The first priority was to improve transparency and collaboration at the SLT level, followed by improving competency in project management. The next phase was to strengthen the internal communication using a deliberately designed network of meetings, communication screens and other initiatives. Once there was some traction, the focus moved toward increasing production volume and decreasing cost per unit by improving short-term planning and execution capability. Together with other initiatives, this resulted in improved collaboration between all functions, which in turn netted over 37 per cent mining production uplift.Following solid success, a process of prioritisation and alignment management was implemented. This supported the ‘Mine to Mill one operation’ ideal and allowed the SLT to decide month-by-month what actions were to be prioritised. These priorities incorporated production realities and longer term imperatives of the balanced business plan.Much of this work was completed during a period of declining gold prices and a relentlessly strong Australian dollar, making it difficult to justify spending money on improvement projects. This work proved critical for the operation’s long-term survival.CITATION:Boon, M and Franklin, M, 2016. Improving consistency of delivery at Mt Rawdon Operation, in Proceedings International Mine Management Conference, pp 305-320 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jun 22, 2016

By S Flanagan, M M. Mete, A R. Tiryaki, M Guresci

First Quantum Minerals (FQM) operates the Cayeli underground copper mine in Turkey. In response to a lost time incident (LTI) that occurred at the mine in 2022, the mine management decided to introduce a new safety approach on-site. The initiative began with a comprehensive safety culture analysis conducted by Arti Consulting, involving focus group studies. Employees actively participated in candid discussions, sharing their insights on safety issues and offering solutions. These conversations were meticulously audio recorded, resulting in over 150 000 words collected from more than 100 employees. These transcribed narratives then underwent rigorous semantic analysis, with the assistance of a sociologist, to identify and dissect patterns of unsafe behaviour. This analysis found areas for improvement, particularly in near-miss and incident reporting, quality of safety toolbox talks and effectiveness of pre-work risk assessments. Subsequently, mine management deliberated on these insights and devised corrective actions. An emphasis was placed on involving all employees in the corrective actions through communication training, empowering them to own the decisions and changes made. These impactful measures were seamlessly integrated into FQM’s Think! Safety Program, which embodies FQM’s sensible health and safety strategy. FQM partnered with Strika Entertainment (Strika) to develop innovative visual-first safety communication tools that use illustration, animation and graphic design to simplify complex messaging into easy-to-understand edutainment. As part of this approach to safety communications, Cayeli and Strika revamped the safety toolbox talks to encourage employees to voice their concerns and receive feedback when their suggestions were implemented. The response from employees has been positive, with over 200 unsafe behaviours and conditions reported within the initial two months of launching the Think! Safety Program. Remarkably, the Cayeli Mine has not experienced any LTIs for the past 500 days as of 9 December 2023. This paper encapsulates the dedicated efforts to transform Cayeli into a safer mining operation.

Apr 16, 2024

In the UK during the 1990s the energy companies had developed a policy of æDash for GasÆ, building large natural gas power stations to produce more than 30 per cent of the UKÆs electricity demand. The price of imported thermal coal was dropping and the electricity generators were putting pressure on the UK coal producers to produce coal at a reduced cost. Imported coal from Columbia, South Africa, America and Australasia had increased their market share in thermal coal sales to over 50 per cent of a 55 Mtpa market. The pressure on the UK coal industry to reduce costs and improve productivity levels from an ever decreasing resource was high. Companies were benchmarking their operations on the imported coal producers and had to realign their organisations, productivity levels and costs to world best practice, not just technically, but in world class organisational management techniques.

Jan 1, 2005

By R Young

Independent Project Analysis (IPA) is in the business of benchmarking the performance of capital projects on behalf of owner companies in the processing and extractive industries. IPA assesses between 500 and 800 projects each year. The projects are conducted globally and range in size from about $1 million to over $30 billion. Using the data, we are able to benchmark the performance of Australian projects against the rest of the world. This presentation focuses on the performance of large (greater than $100 million) projects that involve chemical or thermal processing.We regularly hear calls for more processing to be conducted in Australia but on the other hand industry leaders are concerned about the poor success rate of solids processing projects in Australia. Data gathered by IPA indicates that there is good reason for the concern. Out of a sample of 31 large processing projects conducted in Australia, 23, or 74 percent, were classed as failures. This performance is significantly worse than for similar projects in other parts of the world. The presentation analyses why the performance is worse and demonstrates that many of the reasons behind the failures were manageable by the project team. Furthermore, members of the project teams on at least half the failed projects knew that the projects were on a path to failure before the project was authorised but could not be heard.The presentation discusses how large projects that involve process design and, in many cases, new technology, need to be set up for success. *This is an abstract only. No paper was prepared for this abstract.*

Aug 8, 2011

By G Corder

Even though most major operating companies in the minerals industry have Board-level endorsed sustainability principles and objectives, design engineers typically have no mechanism that allows them to implement those objectives in their work. In addition, the existing project management systems do not readily deliver the innovative solutions needed to address key sustainability issues, such as those related to significantly reduced carbon emissions, minimal environmental impacts, and maintaining the societal ‘licence to operate’. SUSOP® (SUStainable OPerations) is an approach for the integration of sustainable development principles into the design of mineral processes, which has been developed through the Co-operative Research Centre for Sustainable Resource Processing (CSRP). Somewhat analogous to the well entrenched HAZOP (Hazard and Operability) studies, SUSOP® is a holistic, systematic and rigorous mechanism for identifying and assessing sustainability opportunities and risks at each stage of project development - from corporate planning, through design and operation, to decommissioning and rehabilitation – without compromising financial rigour. SUSOP® was developed, tested and enhanced through its application to real case studies in the minerals industry. This development path provided significant insights into the process of identifying and evaluating opportunities for improving an operation’s contribution to sustainability and its long-term business case.This paper will discuss the need for a methodical approach for integrating sustainability principles into mineral processing plant design, present the key elements of SUSOP®, and outline its development path through real case studies. In addition, the reasons why such an approach will have growing importance into the future will be raised.

Aug 8, 2011

By J-P Franzidis

Mill operators have traditionally been forced to rely on grade-recovery curves and overall flotation rate constants when analysing proposed improvements to plants. This has led to loss in money and time when a proposed change that showed potential in laboratory scale tests failed to show improvement in the plant. Frequently, this is a result of the operators being unable to gain insight into how and why the proposed change affected the flotation performance. This is due to the classical models not including any description of the subprocesses of flotation and their individual contribution to the overall flotation performance. A new flotation model has been developed as part of the AMIRA P9 project that separates the flotation process into subprocesses and includes the contribution of both the pulp phase and froth phase to the overall flotation recovery. It is not possible to determine the individual components of this new model on traditional pilot plants as they lack the required flexibility and scale. Therefore a new pilot plant has been developed known as the Floatability Characterisation Test Rig (FCTR) that has the flexibility and features required for the determination of the flotation subprocesses. The flexibility and features of the FCTR also make it an ideal tool for investigations into many different aspects of flotation research. These include the effect of reagents, grinding, and power on the flotation performance. This paper will describe the methodology for using the FCTR in these fields of research and highlights the advantages of using the FCTR over traditional methods.

Jan 1, 2000

By C A. Myburgh, S Craig, K Deb

In focusing on open pit mine scheduling, one of the biggest areas that a mining engineer can add value is in the area of cut-off grade optimisation. It is not atypical to add up to an extra 20 per cent in value by bringing forward higher-grade ore and deferring costs into the future.There are many techniques available to maximise net present value (NPV) when applied to open pit mine scheduling. That in itself raises the question of why so many of these techniques exist. The short answer is that none of these techniques are robust. Every time the problem changes, the algorithms also have to change.Instead of trying to make a problem fit the constraints of an existing technique, there is much to be said for usefully hybridising different approaches. This paper describes an innovative approach where evolutionary algorithms are combined with both local search and linear programming. The goal is maximising NPV through optimisation of cut-off grade policy and extraction sequence for an open pit mine. The cut-off/cut-over grade policy produced caters for multiple processing streams and stockpiles.Finally we demonstrate the quality of the algorithm by comparing some results with a well-known mathematical solution.CITATION:Myburgh, C A, Deb, K and Craig, S, 2014. Applying modern heuristics to maximising net present value through cut-off grade optimisation, in Proceedings Orebody Modelling and Strategic Mine Planning Symposium 2014, pp 155–164 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Nov 24, 2014

By S M. Stewart

Industry, especially extractive industry, must now give serious attention to the impact its operations have on the natural environment and on the economic, social, and cultural context within which it operates.   While this obligation is statutorily managed, there has been a recent shift towards a culture of self responsibility. Industry is now talking about earning its ôsocial licence to operateö and the importance of maintaining the ôtriple bottom lineö, thus adding environmental and social performance to the usual financial criteria used to measure organisational performance. The social context within which companies operate has also become more sensitive with industry responding to a growing public expectation that it conduct itself in a way that strives for sustainability by operating and developing in a way that meets the needs of the present without compromising the ability of future generations to meet their own needs.   There are glowing accounts of industries engaging and collaborating with the communities within which they are based. In amongst these are also some disasters which result from cultural assumptions, industry created dependencies and the failure to attain community buy-in despite significant investment by the industry involved.   There are also remarkable stories of communities, and action groups within communities, being a significant catalyst for positive change of their natural, cultural and social environment. In amongst these stories there are also accounts of long and drawn out battles; adversarial situations where no one wins; a litany of mistrust, tricks and tactics, with the better resourced party ultimately achieving its primary objectives at the cost of the other (and at the cost of any potential fruitful, mutual relationships).   So what makes the difference in achieving the positive rather than negative outcomes? The answer lies in the way the outcomes are achieved. Building relationships based on good communication, respect for divergent views, mutual understanding, and the development of trust and empathy, makes it possible to identify shared goals and objectives that best meet the needs of all parties.   Research indicates the mining industry is making good progress in developing policy and commitment to community development and engagement but that, ætranslating commitments into improved practices at the site level remains one of the industryÆs toughest challengesÆ. (Australian Government - Community Engagement and Development Handbook October 2006 @ page 49.)   This paper considers the merits of a process of community collaboration and what it has to offer in terms of meeting that challenge.

Jan 1, 2007

Downstream value-adding is a strategic issue for a country like Australia, which has a resources-driven sector of a scale that has significant impact on the national economy. The question of why producers are not doing more to ævalue-addÆ is often asked. In Australia this debate takes place within the context of: an era of unprecedented growth in demand for resources driven by the rapid urbanisation of China, India and others;impending legislation and uncertainty around carbon pricing;rapidly rising energy costs;significant supply-side shortages including infrastructure, skills and manufacturing capacity; andsignificant industry consolidation of primary resource producers with commensurate improvements in market power.There are several examples of resource-based industries which have developed their business along the complete value-chain; for example large oil and gas producers successfully span upstream and downstream operations including refining and petro-chemicals as well as retail distribution of fuel and other products. Relevant frameworks that provide insight and understanding into the strategic issues around value-adding are reviewed and examples of the application of these frameworks to companies and industries which have successfully adopted a strategy of integrating along the value-chain, as well as those players who have focused on parts of the value-chain are presented. The issues around value-adding in Australia are then reviewed with reference to these frameworks and it is concluded that the issue is a conflict between the objective companies who wish to maximise financial value versus the desire of governments to increase economic benefits. An approach to aligning these objectives is proposed.

Jan 1, 2008

Until recently, nickel laterite projects have been largely ignored, due to their supposedly higher treatment costs compared with sulphides, and to their perceived processing difficulties. A number of laterite projects in the 1970s were abandoned because of high capital and operating costs, while others experienced severe technical difficulties. Conventional wisdom had it that laterites would not be exploited until most of the sulphide orebodies had been depleted. Why then, have Australian mining and exploration companies started a resurgence of interest in the treatment of nickel laterites? It all began with the Bulong project, which has been under study since 1987, while more recently two further projects, Murrin Murrin and Cawse, have been initiated and are being fast-tracked to take advantage of the current high nickel and cobalt prices. A further project in NSW, Syerston, has also been investigated at bench-scale, but no further development has yet been announced. All these projects have the following advantages: 1. Good location near a major mining centre and,reasonably close to power, water, roads, accommodation and a developed service industry. 2. Straightforward, low cost mining. 3. Low cost of acid or sulphur. 4. Good to very good cobalt credits. In addition, there have been significant technological developments in the design and operation of high pressure autoclaves and high rate thickeners, as well as solvent extraction and electrowinning technology. This has helped to decrease capital costs and technical risks, and has allowed the development of alternative flowsheets to the existing laterite operations (Taylor, 1996).

Jan 1, 1996

It may at first sight appear somewhat presumptuous for the writer to attempt to discuss a subject in which he cannot pretend to possess any special scientific training; but a sufficient apology can surely be found in the fact that a very large percentage of the accidents from explosives occurring in metalliferous mines is traceable to the ignorance of the characteristics of these compounds by the miners who have to handle them, and to their deliberate disobedience of the rules laid down for their guidance by the manufacturers, the government regulations, or the special rules of the mines.The only method which promises any possibility of improvement upon these conditions is to substitute reason and understanding for the rule-of-thumb principle which says "you should do this" or "you should not do that." In the one case his own knowledge and intelligence enables the miner to avoid any dangerous practice in the other his inclination prompts him to do anything which will save time, provided he is not found out or at best trusting to his memory to tell him what is dangerous, without the reasoning which makes that memory easy.Another evil of rule-of-thumb knowledge is that, from its very nature, it prevents adaptability, and so we find that old miners, who learnt blasting in the days of black powder, cannot understand why high explosives do not require heavy tamping, or because copper bars are permitted in tamping powder they should not be used with other explosives...

Jan 1, 1903

Jan 1, 2004

Both here and in Australia, the unique commercial and tax features of joint venture are finding favour in forestry, fishing, technology and infrastructure projects. For New Zealand mining companies, joint ventures provide a means of access to foreign know how and investment funds, while retaining their corporate independence and their hard-earned tax losses.   This paper discusses some of the practical income tax and GST considerations where a joint venture structure is contemplated. The first part of the paper considers income tax, and in particular how joint ventures enable companies to access and carry forward tax losses. It explains why a joint venture may be advantageous relative to a jointly owned company.   The second part of the paper concerns GST and the focus is on two aspects: 1.   Joint ventures may be registered for GST. In some instances they have no choice and are required to do so. Where a joint venture is registered in respect of a taxable activity, the members are not permitted to register in respect of the same activity. This may be problem where the member has incurred its own expenses and the member wishes to register in its own right to claim back the GST on those expenses. This paper explores the issue and possible solutions. 2.   It is not uncommon to see joint ventures claiming GST on the costs of production, and the production being sold (and GST is being charged) by the members. In this paper we consider whether these arrangements have a tax risk, and what can be done to make them technically sound.

Jan 1, 2005