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Australia today is one of the leading countries in the fields associated with the mineral industry, an industry which accounts for over 50% of overseas income and revenue to government. This is no accident. In order to be competitive in what was recog- nised very early in the country's history as a highly profitable busi- ness, the Australian mineral industry (mining, extractive and refining metallurgy) has traditionally been very innovation con- scious, a characteristic which has been evident from the begin- ning of the industry or very nearly so: Australia's geographic isolation and the dispersion of the mineral industry over wide distances made an exchange of ideas difficult and often impossible. One needs only to look at the inaugural address given by Sir Henry Ayers, the first president of the then Australasian Insti- tute of Mining Engineers, in Adelaide on 4th April, 1892 (1) "There is probably no other pursuit which depends more on its productive development and profitable results than in the extent and application of the scientific and mechanical knowledge possessed and exercised by its manager." and "Having in view the value of the mining industry of Austral- asians, they should be urged to apply their best skill with all the scientific and mechanical knowledge obtainable to its future development."

Jan 1, 1988

By Gaulton R

The Commission maintains a data base first computerised in 1957 and containing information from over 18 000 boreholes located mainly in the Latrobe Valley area. Some of the borehole derived information dates from the turn of the century, although most of it has been collected as a result of Commission investigations conducted over the past 40 years. The Resource Data Base contains not only information gained directly from the drilling itself but includes the results of chemical and physical testing on many hundreds of thousands of samples retrieved from boreholes. Replacement value of the Resource Data Base has been estimated to be around $200 million, and it's integrity and accessibility is clearly of paramount importance, not only to existing mining and power generating functions but to the future evaluation and use of the vast brown coal Resource.

Jan 1, 1992

By G Neely

COPING WITH COMPLEXITY In every industry, and mining is no exception, plant and processes increase in complexity over time and managers and operators need correspondingly more knowledge. The mine manager has to delegate details to operators, engineers, metallurgists, accountants, safety specialists, personnel officers and the rest. Is it reasonable then, to expect the Mines Inspector to be competent to judge the conduct of all these operations against the criterion of the regulations? Obviously not, but what are the alternatives? One is a superficial inspection where the inspector goes on a hazard hunt for broken steps and missing handrails. Another is one in which an army of specialist inspectors marches on a mine, sometimes outnumbering the staff. Each is competent to assess some part of the operation and if he or she can find an opposite number among the mine staff, they can discuss details. But what good does it achieve? The system acts to remedy present defects and to make recommendations which, if only they were followed, would prevent the same things happening again. Given that this process has been going on since the first Factory Act of about 1840, how is it that there are any more defects left to put right? The answer of course is that defects keep appearing, and new defects arise as fast as the old ones are found and corrected. Further progress can only be made by preventing defects at their source.

Jan 1, 1994

Kinetic Study on the Leaching of Vanadium from LD Converter Slag Using Sulfuric Acid In order to reduce the environmental impact due to land disposal of LD (Linz-Donawitz) converter slag from steelmaking plant and to valorise this waste material, an acid leaching study was carried out to assess the effect of several parameters on the kinetics of vanadium dissolution. The characterisation and morphology of the feed investigated using XRD, XRF. The factors influencing leaching vanadium such as particle size, temperature, slurry density and the concentration of sulfuric acid were investigated and optimised. The maximum vanadium recovery about 95 per cent achieved at 70¦C, S/L: 1/15, acid concentration: 3M and for 150 minutes of leaching time. The dissolution of vanadium in sulfuric acid shows that there are two stages in the kinetics of leaching. At the first 15 minutes, there is a sharp increase in the amount of vanadium extracted and at longer leaching time, the extraction increase slightly. In the present work, the shrinking core model (SCM) was used to describe the acid leaching of vanadium compounds. A summary of the controlling regimes in the SCM are examined below for short time (less than 12 min.) and long time (more than 30 min.) stages. So, it was found that the kinetics of leaching in both stages is controlled by solid product diffusion regime.

Sep 13, 2010

By A B. Christie

The Institute of Geological and Nuclear Sciences' Mineral Resources Programme is currently carrying out research under two major projects:   HAREM (Hauraki Andesite Rhyolite Epithennal Mineralisation) The Hauraki Goldfield lies within a belt of andesite-dacite-rhyolite volcanics of Miocene Pliocene age which is underlain by a basement of Mesozoic greywacke. It contains some 50 separate epithermal gold deposits and is a world-class gold and silver producer. The HAREM project is aimed at improving models of the epithermal gold mineralisation, and to better understand the processes and controls of origin, transport and deposition of the gold.   MARGO - (Marlborough Gold) The MARGO project is aimed at determining the geological factors that controlled the formation of the Mesozoic mesothermal gold-antimony-tungsten deposits in the Marlborough Schist belt. Following reconnaissance work on 12 deposits, our current work is concentrated on deposits in the Wakamarina valley.

Jan 1, 1994

In the plumbing of vertical shafts the methods employed and equipment used, are generally made to best suit existing conditions. Undoubtedly, there is no method that can be called standard or that can be used with equal ease and success on all shafts. At the Mount Isa Mines Limited property in Northern Queensland, Australia, local conditions have presented no major difficulties to be overcome in shaft plumbing work. In fact, compared to those at many shafts, the problem has been rather simple. There are three vertical shafts connecting main mine workings, with the greatest plumbing depth for any single lift, 350 ft.Other conditions pertaining to plumbing work have been generally normal.The method we have employed is, in principle, similar to the Weisbach orientation method with a variation that does not necessitate damping of the wires to bring them to rest. Although conditions encountered have not been such that damping the wires would have been inconvenient, we feel we have saved much time and eliminated unnecessary...

Jan 1, 1940

In May 1977 a new dam was commissioned for disposal of 600,000 metric tonnes/year of tailings. Design basis, costs and construction problems are described. Problems arose, assoc- iated with lack of experience in building such a dam "from scratch". Solutions are described land costs given.

Jan 1, 1978

By P C. Hagan

Production scheduling is often reliant on an estimation of a mineÆs trucking capacity. While this mechanistic approach is relatively simple, it often over-estimates actual throughput resulting in under-utilisation of downstream process and a shortfall in revenue. An alternate approach has been developed that recognises the interdependency between processes in the mine production system including materials loading, haulage and crushing. This approach incorporates a heuristic model based on queuing theory that accounts for the variability in performance of individual processes and that this paper presents the results of a study comparing the conventional approach to mine scheduling with a capacity constrained model at a large open cut mine having a truck and shovel fleet. The capacity constrained model consistently predicted a lower material throughput compared to the conventional approach. Differences in throughput between the two approaches were found to increase with loading time, for example when loading time exceeded 3.9 minutes there was a shortfall of up to 40 per cent in estimated throughput. Longer travel times tended to ameliorate any differences. When applied to a mine schedule that extended over a two and a half year period, the difference was equivalent to a shortfall of nearly eight per cent in total material movement.

Jan 1, 2007

The mining industry is the largest source of foreign income for South Africa. It is also the main source of employment in the country and, as an industry; it is also one of the largest. Due to the labour-intensive nature of the industry, labour costs in South African mines make up nearly 50 per cent of the total mine cost. It is thus imperative to have optimum labour planning and labour management systems in place.The focus of this study was to investigate current underground labour-planning models. It is shown that there are serious limitations. The range between an oversupply and undersupply of labour can be as high as ten per cent. A new system was therefore developed to ensure a constant labour demand and supply on a daily basis. One of the main objectives was to determine the existing labour supply range and thus the requirements to fill the undersupply. For this purpose, a specific methodology was designed to capture and process all the relevant information. Mine personnel was involved throughout the entire process to ensure ownership of the new model. This buy-in was achieved through planning workshops, interactive presentations and discussions. The improved frequency of daily blasts validated the new system by providing the correct amount and mix of the labour force. The new labour-planning model was then extended to optimise revenue. Implementation on a mine resulted in increased income of R95 million.

Dec 6, 2010

Urban development to the south of Sydney is approaching areas of current and proposed coal mining. Already some structures and residential areas are affected by mining subsidence.Subsidence resulting from either conventional pillar extraction methods or longwall mining has been monitored for 15 years to enable the characteristics of the surface deformation to be determined.The vertical and horizontal displacements of survey stations on the surface are monitored and the results arc used to calculate subsidence, changes in slope of the surface, curvatures along the subsidence profile, and the ensile and compressive strains. These features are in turn related to the underground extraction to give a description of surface subsidence and the development of subsidence with time.Subsidence investigations have been carried out over all or part of the workings of six collieries in the Southern Coalfield.Two case histories illustrate the procedure in the investigation of subsidence phenomena. The first example is the study of the subsidence over a series of longwall panels in one seam and the second is a study of subsidence over pillar extraction in two seams one above the other. From the results of the investigations the effects of panel widths on subsidence are determined.This and other information assists mine planning in areas where surface movement and deformation are important considerations.

Jan 1, 1980

This paper discusses the impacts that advances in metallurgy and process engineering have on minerals project execution. Ausenco's business is focused on integrating minerals processing technology and the delivery of cost effective processing plants that exceed client performance expectations. The metallurgical development is a small but critical part of this process. Metallurgical development and innovation outcomes need to be transformed into an engineered solution and that solution converted into an operating plant in a cost conscious and competitive environment. Including new or innovative processes in a project flow sheet increases a project's technical and commercial risk. However, it also gives the project, and/or the engineering company, a potential advantage over projects using mainline practices. Managing the balance between risk and opportunity has been a cornerstone of Ausenco's success in recent years. Some advances in "technology" that are discussed in the paper include: larger capacity equipment new flow sheet concepts simplification of process interfaces, and more effective project strategies The common theme is that having a new idea can be the easy bit, putting it into operation effectively involves numerous people, many interfaces and strong project management.

Sep 13, 2010

The Leigh Creek Coalfield is owned and operated by the Electricity Trust of South Australia to supply fuel to the Northern Power Station. To supply electricity at lowest cost, a costing and decision process that establishes the role of the Leigh Creek Coalfield in the overall system planning and operation is required. The costing is integrated in that it is based not just on a particular mine plan but on the wider need to supply a particular electrical demand. The detail costing has evolved over time from manual to main-frame computer to microcomputer techniques. Now there is a choice between fast consistent costs and a slower but more detailed and flexible costing.

Jan 1, 1990

By L Boczek

The term Engineer of Record (EoR) is commonly used in North America and South Africa to define the responsible person for the design, construction and operational phases of a tailings storage facility (TSF). Recently, this role has been elevated in prominence within Australia, but what does it really mean? Recent updates to international TSF guidelines suggests appointing an EoR is good practice, but where does the responsibilities of the EoR start and finish. Interestingly, both Samarco and Mount Polley failures had active EoR’s in place. This suggests that nominating an EoR alone, is not the full answer to mitigating the potential for a TSF failure. Appropriate construction and operational practices are key to the success of the design of TSFs, where all too often, operators ignore the operating plans developed by the designer. To be successful, a key consideration of the EoR role, is involvement in the operational phase of the TSF. This requires ‘buy-in’ from the mine managers and a change in the way TSFs are perceived by site. This paper explores how the roles and responsibilities of the EoR can assist in improving governance of TSFs if implemented effectively and what role the client has to ensure the success of the EoR.

Jul 1, 2021

At the present time this plant is treating by direct cyanidation 1,000 tons of ore from Open Cut mining and dumps, and 1,200 tons of current flotation tailing obtained from the Sulphide Mill, per day.The following table shows the average analysis of the two feed products (see Table 1):Precipitation Process.-The pregnant solution obtained by the cyanidation of the above has the following general analysis:-Gold 0·600 dwt. per tonTotal Cyanide 0·050 %Free Cyanide 0·045 %Calcium Oxide 0·015 %KCNS 0·060 %Na2S20S 0·140 %CaS04 0·200 %Cu 0·050 %Zn 0·004 0/0K4Fe (CN) 6 NilThis solution, after standard clarification, is precipitated by means of zinc dust and a soluble lead salt.

Jan 1, 1939

In classical drill and blast underground mining methods, especially narrow vein operations economic quantities of broken ore can be left behind following normal mucking operations on the stope floors. The ore left behind can have significant economic value and if not collected can be lost forever. This paper reviews techniques for cleaning this material from stopes that have been used in the past and reviews possible modern techniques that can be applied to ensure this valuable material is removed from the stopes.

Aug 1, 2010

By L Mackinlay

The Apeketon Business Hub in Lihir, Papua New Guinea, emerged in 2019 through a partnership between Australian Business Volunteers (ABV) and Lihir Gold Limited (LGL), a subsidiary of Newmont Corporation. This development was driven by a shared vision for the Lihir gold mining operation to further enhance opportunities for the local community and strengthen the economy’s resilience post-mine. At its core, the business hub serves as the epicentre of ABV’s operations in the region. It includes a drop-in resource centre which provides the community with mentoring and consulting services, and access to a range of impactful workshops facilitated by ABV’s local staff and skilled volunteers. These workshops focus on local Lihirians but are open to the entire community, including Newmont employees. We design and continually refine Apeketon Business Hub support programs and offerings driven by community priorities, building trust through long-term relationships, and working side-by-side on real-time challenges. We offer three core programs to different levels of the community, from individuals and families to start-ups, large corporations, and landowner groups. There is significant demand for the support services provided by ABV, with over 350 Lihirians participating in our workshops over the 2023 calendar year. One of the hub’s core offerings is the Family Money Management Program, which addresses crucial challenges faced by Lihir households, particularly in terms of financial resilience. The program takes a comprehensive approach, assisting families in long-term planning and developing skills to effectively manage the income they derive from their employment with LGL and other enterprises. Significantly, the program also addresses financial stress, a factor often associated with domestic violence (Fox et al, 2002). By empowering women and promoting joint financial decision-making, the Family Money Management Program fosters a culture of savings and improved financial management, ultimately enhancing economic resilience within the community.

Sep 1, 2024

By Kato T, Eguchi M, Seino T, Itagaki K, Kimura T, Muto T, Shimizu T, Kobayashi T

Behaviour of minor elements in the dust collecting system connected with fluidized bed roaster for zinc concentrate was investigated by use of the bench scale experimental appara- tus. The dust collecting system was consisting of two dust chambers, hot electrostatic precip- itator, washing tower, mist electrostatic pre- cipitator, drying tower, absorption towers and potassium permanganate solution towers. Some volatile elements such as lead, cadmium and arsenic tend to concentrate in the fine calcine obtained in hot electrostatic precipitator especially in the case of the roasting with insufficient air supply. Special attention was paid to behaviour of mercury. In the roasting tests for plain zinc concentrate, it was considered that most mercury volatilizes at first as elemental vapour in the roaster, but with decrease in temperature of gas around a half of mercury forms compound, and both elemen- tal and compound forms of mercury were found in the gas stream. Elemental mercury is of course difficult to be trapped in the dust collecting system. To promote the compound formations, some additives for concentrate, such as selenium and halogens were effective, especially selenium of a few times equivalent to form HgSe repre- sented complete conversion of mercury from elemental to compound. To clarify the behaviour and removal mech- anism of mercury, various small scale laboratory tests were also carried out. It was confirmed that mercury sulfate formation is possible if temperature and flow rate are adjusted adequate- ly for gas stream consisting of 02-SO2-N2. To trap elemental mercury, various substances were tested, and excellent results were obtained with selenium. Satisfactory results were obtained with a selenium disc heated at 100 to 200¦C in a mercury containing gas stream. Also, applica- bility of scrubbing method with SeO2 solution was investigated, and the solution containing a few hundred ppm SeO2, 0.01 per cent additive and 6 per cent H2SO4 proved to be satisfactory.

Jan 1, 1980

The title of my presentation is `Nursing One's Resources', words that fit a young organisation like Ross Mining and words we had to apply to reach our current level as a company. To get to where we are, we had to nurse, foster and treat carefully all our available resources in the widest sense of the word, namely: ò a stock or supply that can be drawn upon (funds, mineral resources, human resources); ò the means available to achieve an end; ò skills in devising expedients; and ò practical ingenuity. I do not claim that Ross Mining is now the perfect mining company. However, we have become a profitable, dividend- paying, gold mining and exploration company which is to our knowledge, currently the cheapest gold producer on the Australian continent. Nursing our resources got us where we are and will guide us in our future development. The words `nursing one's resources' are I feel particularly applicable to mining-as I like to argue that the extractive mining industry has a social responsibility to optimise the metal output and value from each orebody which is being exploited, and preferably leave no metal behind. Likewise, a modem company cannot survive into the future without maximising and optimising its human resource potential. In this presentation I would like to present a number of actual examples of nursing one's physical and human resources. Before I do that, I will give a brief background to Ross Mining. Ross Mining NL is a young Queensland-based company that gained its stock exchange listing in September 1987 and that poured its first gold in 1989 from its own developed Belyando Mine, located in Central Queensland. We have now reached the stage of a medium-size gold producer, producing approximately 70 000 ounces of gold per year, mainly from the Yandan Gold Mine, also in Central Queensland. Our production is set to increase to over 100 000 ounces in the near future. Recent increases in our resource base have secured us a future of ten to 15 years. As a young, newly listed company, we faced all the dangers that most new small floats do as a new entrant into an established industry. However, one advantage of being young and perhaps naive, is summed up by the following Zen Buddist saying: In the beginner's mind there are many possibilities, in the expert's mind there are few. A mining company's main assets are the sum of its resource base and the skills and talents of its people. Attempting to optimise both the physical and human resources within the company has been to-date the key to our success. The first example I would like to present is linked to the exploitation of the Belyando Gold Mine in Central Queensland.

Jan 1, 1995

By R Russell

The relative infrequency of fatalities and other serious events can give them an appearance of being random, of being beyond any reasonable degree of anticipation and prevention. In fact, the vast majority of these events result from exposures that are identifiable, measurable, and manageable. The lessons of prominent incidents, such as the Space Shuttle Columbia, OxyÆs Piper Alpha, Esso Longford, BP Texas City, Massey Mine, as well as lessons from single fatality events, is that alongside the proximate causes of each incident, there also coexisted an underlying fabric of systems, mechanisms, and culture that allowed risk in the workplace to persist and often to become normalised. All of these ingredients of the organisationÆs safety fabric lend themselves to the influence and intervention of senior leaders. The difficulty is that traditional injury prevention paradigms are not sufficient for addressing the precursors that lead up to catastrophic and fatal events. A recent study of such events, led by Dr Thomas Krause concluded that the descriptive aspect of HeinrichÆs safety triangle is useful, but that the predictive aspect is not. The study surfaced reasons why a reduction in less serious injuries does not necessarily correspond to a proportionate reduction in catastrophic and fatal risks. This presentation expands on the findings to include the concept of exposure to the event potential linked to precursor events and the framework for leading an organisation to be both cognisant and effective in eliminating such events.CITATION:Russell, R, 2012. Shifting the cultural paradigm for the prevention of catastrophic and fatal events, in Proceedings International Mine Management 2012, pp 91-96 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Nov 20, 2012

Both the miner and the Regional Water Board have legal obligations to ensure that all discharges of water from a mine site are free of harmful wastes, and that proper authorisation is obtained to abstract, divert, or discharge water. This requires long-term planning of water management for the whole of the mine site. Guidance is given in the paper on the issues which must be covered in water right applications.

Jan 1, 1986