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By J Missen, P Currie, J Bohan, D Clark

AGL is one of Australia’s leading integrated energy companies and the largest ASX listed owner, operator and developer of renewable energy and thermal generation in the country. AGL owns and operates the 2210 MW Loy Yang A power station and adjacent 30 Mt/a brown coalmine in the Latrobe Valley, Victoria. It also supplies coal to the nearby 1050 MW Loy Yang B power station owned by the GDF Suez (Engie)/Mitsui partnership. The mine is currently nearly 5 km long, more than 2 km wide at the operating face and up to 200 m deep. AGL employs a large workforce at Loy Yang and a substantial amount of services are performed on-site by contractors and consultants.GHD provides mine planning, earth sciences, civil/geotechnical engineering, dam surveillance, plant engineering and environmental services to AGL Loy Yang through an alliance framework. GHD is one of the world’s leading professional services companies operating in the global markets of water; energy and resources; environment; property and buildings; and transportation. In addition to GHD’s global footprint, the company also has a significant Victorian presence, including a permanent, well-resourced regional office in Traralgon, approximately 10 km from Loy Yang, as well as a permanent site office.A joint paper on the Loy Yang mine professional services alliance model was written for the AusIMM International Mine Management Conference in 2006 by Woods and Wood. Now ten years on, this paper provides an overview of the present relationship and arrangements, including the continued transformation of the alliance model and maturing of the relationship contract.These are challenging times, with increasing cost and regulatory pressure driving change in the broader energy and resources industry, and locally including both the mining and power sectors at Loy Yang. Flexible models to achieve a balance between internal personnel and access to key external skills, whilst achieving value for money and transparency, is increasingly critical. The right drivers and performance measures are essential, particularly when confronted with potential major technical and environmental risks (considering significant ground failure and fire events that have occurred elsewhere within the Latrobe Valley over the last decade) within a sector that is reducing costs and optimising production.This case study discusses the alliance status and changes, reasons behind adjustments and what the future is likely to hold. The paper also explores the validity of the original objectives and the extent to which they have been achieved. The philosophy of the alliance is to continue closely aligning the objectives of the two companies in the best interests of the Loy Yang site and immediate surrounds/stakeholders. Quality of service, costs, timeliness, health and safety (H&S) and some operational activities (aquifer depressurisation) remain important aspects and are reflected in key indicators for which performance is measured.CITATION:Clark, D, Bohan, J, Currie, P and Missen, J, 2016. AGL energy, Loy Yang and GHD – a further case study in alliancing: ten years on, in Proceedings International Mine Management Conference, pp 321-330 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jun 22, 2016

By H Bateman, I Cawrse, G Carnes, S Cawrse

In developing mineral resources, the focus typically centres on the management of identified social and environmental impacts and compliance with regulatory requirements. However, opportunities to protect and enhance the environment and communities are most effective in the planning and design phases. Achieving the objective of integrating sustainability considerations as an element of design decision making requires that the design criteria be technically sound, relevant to the project and applicable to desired design outcomes. This is particularly important for projects employing virtual teaming, where design engineers may be geographically dispersed and are unlikely to be familiar with site specific sustainability challenges and opportunities. This paper documents the approach taken by BHP Billiton to incorporate sustainability principles, objectives and guidelines in design criteria for the Olympic Dam Expansion (ODX) project. It describes the range of inputs used in defining sustainability objectives which interface in a framework that is dynamic and transferable to other mining projects and to engineering design in general. The Sustainability in Design Criteria document distils statutory requirements, corporate standards, lessons learned and leading industry practice into a single coherent framework that supports engineers to approach problem solving as a holistic and integrated exercise with a long term perspective. The framework also serves to improve linkages between internal stakeholders by fostering greater communication, collaboration and innovation to deliver more sustainable outcomes through the design process.

Jan 1, 2009

By O Bascur, A Soudek

Large metallurgical complexes are substantial users of energy, water and assets. To improve the effectiveness of energy and assets the quality of the data and events become paramount for real-time operational management. A lack of resources at the local operations and at the enterprise makes it impossible to process the sea of information and many projects have failed. As such, a novel approach for implementation of continuous improvements at the local level and innovations at the strategic level was implemented at all operating plants at Anglo American Platinum. Sixteen concentrators, three smelters and two refinery process systems were integrated to scale the information for manufacturing services at the local and enterprise level. The new capability of an enterprise real-time monitoring and diagnosis software infrastructure was available to implement many business strategies in tandem. Mineral and metallurgical processing knowledge is used to simplify the implementation of the data model. As such, asset monitoring, energy, production and process control management were implemented in an integrated approach reusing the same data but with different context and time horizons to have a standard methodology for local root cause analysis. This paper will highlight a sustainability management approach to change and empower the local and strategic team to collaborate using a new approach for adaptive reporting and condition-based event management and notifications. The results based on the integrated and collaborative team efforts will be presented. OSIsoft Plant Information system was installed and configured to achieve a targeted reduction in energy consumption of 15 per cent by 2015.CITATION:Bascur, O and Soudek, A, 2014. Implementation strategies for energy effectiveness and sustainability – example of Anglo American Platinum, in Proceedings 12th AusIMM Mill Operators’ Conference 2014 , pp 101–108 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Sep 1, 2014

By J Northfield, L Neesham

The GRE46 Underground Project lies beneath the environmentally unique and culturally endowed shore of Lake Cowal. The ore body is open both along strike and at depth and is currently defined to a strike length of 1.5km and depth of 800m. The Warraga exploration decline commenced in March 2019 and represents the first stage of the Project, which is expected to underpin production at Cowal Gold Operations (CGO) for a period exceeding 10 years. Mining operations at Cowal commenced in 2005, following a period of over 20 years of exploration and permitting. In 2015 Evolution Mining (Cowal) Pty Limited (Evolution) acquired the operation from Barrick Gold Ltd (“Barrick”). Barrick had a life of mine plan that anticipated a cessation of operations in 2024 at a processing rate not exceeding 7.5 Mtpa. Evolution have grown the regional endowment considerably and have a currently approved mine life out to 2032 with a currently approved maximum processing rate of 9.8 Mtpa. This paper examines the history, current status and future path of one part of that plan, the GRE-46 Underground Project. Topics for discussion include discovery, Mineral Resource growth under different ownership philosophies, planning, permitting and commissioning of an exploration decline and bulk sampling project, and integration with the possible future mine. Environmental sensitivities affecting regulatory approvals, timeframes, technical challenges, opportunities and solutions are discussed, along with the path required to fast-track production from the existing 14Mt, 1.4Moz Mineral Resource while complying with the requirements of modern, responsible project development stewardship.

Mar 15, 2021

By D Kilkenny

Underground contractors in the mining industry must be prepared to take a position at the forefront of innovation of equipment and work methods in order to maintain a competitive advantage over in-house operations and remain relevant. Innovative concepts such as split-feed development jumbos, high capacity trucks and loader guidance systems were implemented by contractors to stay ahead of ‘the pack’. All of these are now common across the industry.The demands of regular participation in competitive tendering coupled with aggressive fleet depreciation, means contractors tend to have more communication and opportunities to work with equipment suppliers than mine owners. Therefore, they are more likely to influence equipment design and product directions. They also have a unique opportunity to assist in trialling new concepts and technologies across a wide variety of operating conditions rather than being restricted to one mine.In addition, as a ‘guest’ on a mine site, mining contractors do not have the luxury of creating the environment for their preferred systems, rather they must have the capacity to adapt their technology to suit the offered environment at a particular mine. This leads to a pursuit of adaptive technologies that can be implemented selectively and seamlessly without excessive disturbance rather than ‘all-of-mine’ systems. These incremental innovations then become available for use across the mining industry where they can add value as ‘bolt-on systems’ to existing operations.Mining contractors, therefore, act as the bellwether for industry practices and equipment. However, in order to maintain their position they must engage industry stakeholders to deliver practical, innovative and cost-effective technologies that add value and result in an improved bottom line for all. This paper uses case study material to illustrate how the Byrnecut Group has approached innovation and how the theory of Disruptive Technology applies to underground mining innovation.CITATION:Kilkenny, D, 2017. Innovation in mining – a contractor’s role, in Proceedings 13th AusIMM Underground Operators’ Conference 2017, pp 59–68 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Oct 16, 2017

By P Donecker

Like all chains, iron ore values chains are only as strong as their weakest link, which in ore processing is often the humble chute. While mechanically the simplest element in the iron ore flow sheet, chutes are often the most problematic and regularly the major cause of unscheduled downtime. Chute designs have remained static for decades, despite the extra demands being placed on them by grade reduction, which impacts chutes in three ways viz: 1. Higher volumetric rates as infeed increases to meet production targets. 2. Higher moisture content as mining goes below water table. 3. Stickier properties as the dilution phase is often clay based. While there is no shortage of ideas and the geometry options are infinite, the fact is that chute design has not kept pace with grade decline and has remained essentially unchanged. One reason cited for this lack of innovation is the difficulty evaluating and de-risking designs. While the power of computers running Discrete Element Method (DEM) models has advanced, the models themselves still need to be ‘calibrated’ with the dynamic properties of the ore. Flow properties commonly measured for bin design are useful for static situations only and were never intended to predict dynamic behaviour as in chutes, a critical qualification lost in the mists of time. So while they always produce a colourful and reassuring animation, DEM models informed by static ore properties often result in wildly inaccurate real world predictions. Responding to this low success rate, many operators are now utilising physical modelling to help reduce risk and avoid the consequences of having an underperforming chute in their value chain. Physical testing, in a dimensionless scale-down of the proposed system (bulk material and chute geometry), addresses the shortcoming of mathematical models designs and when used in combination with DEM is the best option. In the ideal world, the focus of chute modelling should be innovative design concepts aimed at addressing future needs, however in reality the focus is nearly always on modifications to installed chutes that are underperforming even today. This situation can be traced back to design procedures which if informed at all, are based static ore properties. As an industry, we need to break this cycle and become more proactive, which means addressing flaws in the current design process. In 30 years of providing modelling support to the industry, I have looking at hundreds of underperforming chutes in the iron ore industry. This practical experience has led to a unique and unbiased perspective on chute design and their performance in the real world. The knowledge presented in this paper can not only be used to help avoid baked-in problems now, but also help guide and evaluate designs so we can deal with the challenges of our low-grade future.

Sep 18, 2023

By M G. Shaw, M A. Rhamdhani, S P. Singh, A R. Duffy, B Eisenbart, A K. Shukla, G A. Brooks

The field of astrometallurgy is a growing area of study. Metal production on the Moon is likely to begin in less than a decade as major space agencies such as NASA (National Aeronautics and Space Administration) and CNSA (China National Space Administration) are preparing to construct permanent lunar bases. The utilisation of regolith to generate oxygen and metals is expected to be important in the development of a sustainable lunar habitat. This paper provides an overview of potential metallurgical processing methods for lunar conditions, emphasising the impact of lunar factors on slag chemistry. The interaction between regolith and the extracted metals, as well as their impact on slag composition and refractory performance, are critical considerations in metal production on the lunar surface. The initial research on lunar metallurgical technologies is focused on oxygen extraction and Fe-Si alloys are reported as the by-products of these processes. This paper delves into the fundamental thermodynamics associated with the carbothermic reduction of lunar regolith. Thermodynamic analysis using the FactSage™ ver 8.2 software package indicates that the Fe-Si alloy can be produced as a metallic product from the lunar regolith at temperatures ranging from 1400°C to 1600°C under terrestrial conditions. However, under ultra-high vacuum conditions (3 × 10-15 bar) on the Moon, the required operating temperature for producing ferrosilicon would be significantly reduced. Thermodynamic modelling results indicate that under lunar vacuum conditions, Fe-Si alloys only exist as solid phases at lower temperatures below 650°C. At higher temperatures, both Fe and Si are expected to be present in the gas phase. In this work, the carbothermic reduction of the Lunar Mare Simulant (LMS-1) is conducted under terrestrial conditions. The findings indicate that the process can readily yield Fe-Si alloys with 7–10 wt per cent Si at 1600°C. Additionally, energy dispersive spectroscopy (EDS) analysis of the resulting Fe-Si alloy indicates the presence of phosphorus up to 1 wt per cent.

Aug 21, 2024

By L Dyer, A Keith, G D. Corder

As mining activity moves to remote and less developed locations globally, a holistic approach to mine development is fundamental for achieving a balance between strong financial returns and corporate social responsibility and transparency. Key inter-related fundamentals such as social licence to operate, life-of-mine operational planning, minimising environmental impacts and, most importantly, attractive investment returns for the mining company all contribute to the viability of any new mining project.However, the typical practice in the mining industry is often to treat environmental and social/community aspects as separate compliance issues that are dealt with at minimum cost and disruption to the project and resulting operation. This often results in less than optimum environmental and social outcomes, and presents considerable liabilities at the time of closure when rehabilitation programs continue to require funding when all revenue has ceased.The five capitals model seeks to identify each of the key contributors to sustainable development as financial, manufactured/physical, social, human and natural to formulate a type of triple bottom line approach balancing these often competing project factors. The SUSOP® sustainability risks and opportunities framework, developed by the mining industry, bases its approach on the five capitals model and proposes an approach that breaks down enterprise silos to identify innovative solutions for life-of-mine sustainability. This framework has been developed with the nature of mining projects in mind in order to produce approaches and outcomes relevant throughout the life cycle from the planning phases, through project design and construction into operation and closure.This paper argues the need for a more holistic approach to the development and operation of mining projects, and presents case studies where a holistic approach has been applied, in whole or part, and discusses the lessons learned from these case studies.CITATION:Corder, G D, Keith, A and Dyer, L, 2014. A capitals based approach – leading innovation in planning for life-of-mine sustainability, in Proceedings Life-of-Mine 2014, pp 499–512 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 16, 2014

By K Fiedler, A Newell, P D. Munro

Test work is the foundation upon which the success of projects and subsequent operations is laid, reflected in Professor Arthur Taggart’s pithy observation: ‘Make your mistakes on the small scale and your profits on the larger scale’. Indeed, Professor AllanTrench has succinctly noted that ‘Get the metallurgical characteristics wrong and you don’t have a project’.With deposits becoming lower grade, more structurally and mineralogically complex, final products requiring lower levels of impurities and tailings management demanding more attention, test work now assumes even greater significance in the acceptance and successful execution of a project. This paper is the first in a series aiming to stimulate thought on the metallurgical test work process by getting back to the fundamental basics through exploring and providing some guidelines for the metallurgical testing world, noting preferred practices as well as precautions and mitigations. This covers the key characteristics of metallurgical test work programs, including what needs to be done, sample selection, quality control and associated drivers, and most importantly, selecting, assessing and managing test work facilities. CITATION:Newell, A, Munro, P D and Fiedler, K, 2018. Metallurgical test work – between a rock and a hard place, in Proceedings 14th AusIMM Mill Operators' Conference 2018, pp 15–32 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Aug 29, 2018

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 D Andrew, G Stanway, P Mahoney, C Griebel

The iron ore mining industry is currently going through an adjustment from high to more moderate growth as China’s economy transitions from capital-intensive investment to a more services-oriented economy. We are now witnessing a renewed focus on productivity improvements and cost savings as planned expansions are completed. Despite the scale and importance that the mining industry plays in the global economy, innovation literature is generally more targeted at faster-moving industries with shorter innovation timeframes and lower capital requirements. To fill this gap, VCI set out to understand the state of innovation in the mining industry in 2014. This State of Play report aims to give an objective appraisal of the strengths and weaknesses of innovation in mining. The report has three sections covering both the structure and delivery of innovation in mining:Ecosystem – focused on understanding how the iron ore mining innovation ecosystem system works, including the roles of large and small miners, service companies, researchers and governments. Our recommendations focus on what is required for the system to work well and improve the level and quality of innovation in the industry.Strategy – how do companies define their innovation strategy in relation to their corporate strategy? How are these related to prevailing global and industry trends? How do they communicate this with their business? How successful are they? These are among the questions that this section attempts to answer. Our recommendations are pitched at the executive leadership of iron ore mining and service companies.Delivery – focused on how companies develop and deliver innovation, looking at the success of different structural options, leadership and culture, partnerships and the best approaches to change. Recommendations are aimed at improving outcomes within the iron ore mining value chain, including the role that suppliers play.CITATION:Stanway, G, Mahoney, P, Andrew, D and Griebel, C, 2015. Understanding the state of innovation in the iron ore industry, in Proceedings Iron Ore 2015, pp 631–646 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 13, 2015

Since the days of Adam Smith and Milton Friedman the discussion of corporate citizenship and sustainability has been flooded with multiple contradictions, with proponents of sustainability saying that it is a crucial cog in the business strategy, while those against, maintain that æthe business of business is businessÆ and therefore sustainability issues are just add-ons. Sustainability arises from a deeply held vision by corporate leaders that businesses can and should play a role beyond just making money. Businesses should embrace the understanding that everything that a company does has an impact both internally and externally (communities, employees and customers), and the natural environment. This paper highlights the approach that led to a view that there is a contradiction between profitability, sustainability and community development, and we provide a further argument to the contrary. This argument is based on a comprehensive literature review of over three decades by various scholars linking corporate social performance and corporate financial performance. Driefontein Gold MineÆs approach is that of linking the community development, natural environmental and employee well-being initiatives and projects to the mineÆs business strategy. The paper further highlights the coordination and implementation mechanism of sustainability at the mine where the accountability lies with the head of the mine operations. A two pronged approach is employed where there is an internal dialogue on sustainability between the various departments coordinated by the sustainable development department and an external tri-sector partnership with local government, interested and affected parties and the mine. These approaches are closely linked to the contributions towards the mineÆs financial bottom line.

Jan 1, 2009

By G McCullough, J Bassan, d P. Knights, C T. Farrelly

By 2045, carbon-neutral mines will be economically producing products that are vital for the world’s transition to renewable energy. After overcoming significant technical challenges (and the investment of significant capital), leaders have successfully eliminated the use of diesel and other fossil fuels by introducing a wide range of new decarbonisation technologies. These leaders will be reaping the benefits of lower production costs (resulting from elimination of diesel), stable and predictable operations, and easier access to capital for their future projects. This paper describes a future scenario of how a net zero carbon and zero-entry mine could operate by taking maximum advantage of technologies in development or already proven in other industries. Some miners have been unsuccessful in their efforts to reach decarbonisation targets. Instead, they have been forced to close or offload their assets to be acquired by operators with better sustainability credentials, or, in some cases, to indigenous or community-based enterprises with vested interest in making operations viable and sustainable. Regardless of ownership structure, all successful mining operations will have fostered strong and positive community relations that bring education, health, security and economic development opportunities to the communities while respecting their traditions, land-uses and culture. As shallow, easy to mine deposits have become scarce, the majority of new mines are underground. Advancements in electric underground technology and the feasibility of ‘zero entry mining’ (with no personnel in active mining zones) has made it increasingly possible to economically operate underground mines, even at shallow depths. The newest mines have a near zero footprint on the surface, produce no harmful by-products, and are employing in-place or in situ methods of extraction that are efficient and low impact. Surface land-uses, such as agriculture and renewable energy generation, continue in the immediate vicinity of the mine, with no significant ground disturbance, community impact or environmental footprint.

Sep 1, 2024

Addressing community concerns in relation to an economic activity, particularly when it causes significant community impacts, is especially important for the development of extractive industry projects. Pipelines comprise an integral part of many hydrocarbon developments, which may cause different effects on local economic development, communities and the environment compared with open cast mines. This paper explores community impacts associated with a case study of the oil pipeline æEastern Siberia-Pacific OceanÆ in the Republic of Sakha (Yakutia), Russia. Based on semi-structured interviews, conducted in 2006 - 2008 in Russia, the paper investigates claims of local communities about potential impacts of the pipeline development of their environments and economic activities as well as community claims for greater involvement in sharing the benefits from this major infrastructure project. A community of Indigenous people, Evenk, is likely to be most profoundly affected by the development due to impacts on their traditional activities such as hunting and reindeer herding. The paper examines in detail the regional economic, social, environmental and Indigenous peoples concerns over the construction of the oil pipeline and investigates actions and methods adopted by community organisations to voice their concerns about the pipeline development. Finally, the paper assesses the process of interaction between the pipeline developers and regional stakeholders.

Jan 1, 2009

By J Lööw, M Nygren, E Segerstedt, L Abrahamsson

The purpose of the paper is to discuss socially sustainable development in the mining industry and the communities surrounding the mines. The discussions are based on results from a prestudy and literature review on mining and sustainable development conducted during 2013–2014 at Luleå University of Technology in Sweden. ‘A social licence to mine’ is important for the mining industry, but the social dimension is a relatively underdeveloped dimension when it comes to sustainable development in general and the mining industry in particular, one reason probably being the lack of effective methods for capturing social impacts. The mining industry and the surrounding communities face many challenges that provide both possibilities and obstacles to socially sustainable development; eg aspects such as gender, work conditions and cultural aspects. For example, a strong mining workplace culture and community identity can create strong cohesion but also lead to excluding certain groups, rejecting new ideas and reinforcing obsolete values. Other challenges include recruitment, as well as health and safety in relation to an increased use of fly-in-fly-out, contractors and automation of mining. Some challenges relate to the effects of fluctuations in the mining market. There is a lack of research that links attitudes, policies and activities within companies to their impact on the wider community, and vice versa. Future research should also include the development of methods and indicators for social sustainability relevant for mining – in other words: how do mining companies get ‘a social licence to mine’?CITATION:Abrahamsson, L, Lööw, J, Nygren, M and Segerstedt, E, 2015. How to get a social licence to mine, in Proceedings Third International Future Mining Conference, pp 125–136 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Nov 4, 2015

By W Russell, P Wighton, J Franke

Recent advances in ruggedised industrial control system technology and architecture in combination with latest technologies in the fast-evolving 3D LiDAR sensor sector becoming available have enabled the implementation of sophisticated automation algorithms for mining equipment such as bucket wheel reclaimers, as published by the authors in the peer reviewed AusIMM 2019 Iron Ore conference proceedings. This paper provides an overview of a second use case for such automation technology in bulk material ports integral to iron ore operations. The real-time 3D machine-vision based port automation system described in this paper was originally developed for the BHP-Mitsubishi Alliance’s (BMA) Hay Point port. The system has seen deployment at other major mining and general ports in Australia, such as at Dalrymple Bay Terminal (DBT) (shown in Figure 1) managed by Dalrymple Bay Infrastructure Management (DBIM), Hay Point, Queensland. It has the following use cases:

Nov 8, 2021

By R C. A Minnitt

The Witwatersrand Supergroup is host to the world’s largest gold deposits. The location, quantity, grade, continuity and other geological characteristics of a Mineral Resource are either known, estimated from specific geological evidence and knowledge, or interpreted from a well constrained and portrayed geological model. Establishing such a model is an integral part of the evaluation process in the Anglogold Ashanti (AGA) group, and is referred to as a Geoscience Business Model for the mining operations. The geological model established over the years has relied on detailed descriptions of the mineralisation, and understanding of the regional and local geology of the Witwatersrand sediments, in the West Wits and Free State goldfields. The processes of data collection in regard to underground stope and developing mapping, structural and sedimentological mapping, and the geological inputs to mine planning systems are described, together with aspects of drilling, sampling, grade control, and data management. Anglogold Ashanti’s Geoscience Department employs a complex and unique process to generate the Mineral Resource, including a 3D geological structure model of the orebodies which are usually highly faulted, and a robust mineralisation/facies model on which the decisions about domain boundaries are established. A Mineral Resource Inventory System (MRIS) has a dynamic graphic interface to the resource database that is used for compiling the resource statement. It is also used to determine the gold-called-for, as well as short and long-term planning. A unique estimation process using the extensive closely spaced stope face sampling database and the more widely spaced surface drilling information is used in combination in the Macro Co-Kriging estimation. The use of different support sizes in the C0-Kriging process is preceded by the equally unique ‘clusterisation’ and ‘acceptorisation’ procedures by which the data are quality controlled and assured prior to their use in the kriging process. The Mineral Resource and Ore Reserve estimates are classified according to the SAMREC code through a method that ensures that they are compliant, auditable, transparent and reconcilable with previous Mineral Resource and Ore Reserve statements.

Aug 22, 2011