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In the past two and a half years, over 40 000 metalliferous mining and related services personnel have been trained through an Australian Generic Safety Induction system. This is almost half of AustraliaÆs metalliferous mining related workforce. This remarkable industry acceptance and delivery of safety courses is supported by Acacia Resources, Great Central Mines, Homestake, Newcrest Mining and WMC Resources, amongst hundreds of other mining, exploration and major contracting and services companies. MARCSTA; the Mining and Resources Contractors Safety Training Association (a pro-active not-for-profit self-help group of 24 major contracting companies) developed this generic safety induction. MARCSTA set out to find the æcommon groundÆ necessary to help address the evident safety problems and cost of re-training that were plaguing development of an internationally competitive and productive export industry. The incredible expansion of Australian mining during the decade fuelled a need for out-sourcing, resulting in much larger numbers of contractors on-site. At the same time, changes within Australian legislation, community expectations and the development of huge fly-in/fly-out operations and widespread skills shortages led to a rapid labour turnover and a higher paid workforce. Many Australian mining houses also ran international operations, particularly in South East Asia and head hunted people across the world. The skill levels fluctuated and fell at some local operations. Employers could no longer rely on systematic in-house training of permanent employees to improve safety and productivity as workers could and often did move on. Serious discrepancies in both quality and quantity of safety induction training and work practices occurred. Repetitive, boring and ineffective safety training became an embarrassing and costly burden for companies and workers alike. Then a spate of mining deaths sparked highly publicity, workforce concern and a demand for improvement from government, unions and corporate stakeholders. MARCSTA recognised it had to develop a high-quality safety-training program to satisfy the needs of all employers and be acceptable to others within the industry. This induction system had to be flexible enough to meet differences in legislation between states and industry sectors and be portable to enable cost and time savings for the new transient workforce. Changes in the last two years as a result of evaluating and incorporating various Taskforce inquiries into underground mining fatalities later led to the development of the MARCSTA Underground Safety Induction. This logical development added to the run away success of MARCSTAÆs General Safety Induction and was seen to be essential for many surface mines that were planning to develop underground operations. There are many lessons that MARCSTA learnt during its development that Pacific and South East Asian mining operations can benefit from. The most important of these are the support of stakeholders within industry and the recognition of higher safety and health expectations from workers and government. This goes hand-in-hand with the productivity and return on investment expectations of companies and their shareholders.

Jan 1, 1999

By M McCarthy

Over the last six years Mandalay Resources has increased production rates and improved safety outcomes at its Costerfield mine in Victoria, Australia. This mine is an underground operation utilising narrow mining techniques to extract vertical veins, and produces up to 80 000 equivalent ounces of gold per annum, in both gold and antimony value.The operational challenges of narrow vein mining include controlling overbreak when veins being mined are only 300 mm wide. The mine has developed methods and modified equipment to suit extraction of these veins. Productivity improvements over the period have involved development of a stoping method and equipment to suit 1.8 m wide development drives. Over the last five years and during a skills shortage, recruitment, training and retention of personnel has been key to keeping corporate knowledge and skills to execute a careful efficient mining technique to minimise overbreak.Managing an underground operation close to nearby residents has unique challenges. Historically Victorian residents had family members work as underground miners; however, in the current day with few underground operations in this jurisdiction, community knowledge of mining has decreased. The Costerfield Operations are only 100 m from the nearest residence and the company values community engagement, partnership and investment with local Heathcote organisations.The mine has invested substantially in executive coaching of its leadership team early, which has paid dividends in problem solving potential of that team and ensuring the operation delivers on its promises to all stakeholders. The operation has become safer and employees are now more aware of their individual contribution in producing safe, efficient gold and antimony that benefit the whole operation, community and the region.CITATION:McCarthy, M, 2016. Costerfield – a narrow vein case study, in Proceedings International Mine Management Conference, pp 331-338 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jun 22, 2016

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 C Fountain

Australian mining and engineering companies have increasingly been investing in the mining industry in Brazil. It is a country of enormous mineral and agricultural wealth, with a well-established mining sector. Some Brazilian mining companies and personnel have been journeying in the opposite direction. There are significant differences in the approaches to engineering between the Australian and Brazilian industries that can cause confusion for companies operating in the other country. These range from differing expectations during the various stages of feasibility studies to style of plant and contracting strategies during the construction phase of projects. Some of the differences are driven by tax regimes, labour costs, or different settlement patterns. Others are the result of different histories and pressures on the industries in the two nations.This paper describes some of the differences in approach found in the two countries and some of the reasons for them.

Aug 8, 2011

By R Morrison, R Dunn

In many mineral processing operations, the reported production figures for an accounting period may not make the best use of available data. While most of the mathematical approaches, such as check-in/check-out, mass balancing, used in effective metallurgical accounting strategies are well understood, the sources and magnitude of measurement errors generally are not. As part of the æAMIRA P754-Metal Accounting and ReconciliationÆ project, a study was undertaken at the Northparkes copper/gold concentrator near Parkes, New South Wales to examine the data used in their concentrator metallurgical accounting system. This paper summarises the results of a detailed examination of the mass measurement systems around the concentrator as well as the primary sampling system used for grade estimation. The goal of this work was to develop practical techniques to quantify the error (ie both accuracy and precision) of the measured metal accounting information. With this information, statistical confidence levels for this data can then be calculated. If the errors are small, the effect of error in each piece of measured data can then be propagated to other calculated production figures such as recovery and feed grade using a statistical technique called æthe propagation of errorÆ.

Jan 1, 2007

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

The decision to contract or owner mine should be independent of, and should be made before, definitive estimated cost comparisons could be available. There is substantial potential risk of estimated cost comparisons being flawed due to difficulties in compiling comparable estimates for differing business objectives, errors and omissions or because of significant bias. In the current economic environment, escalating cost pressures potentially lead to increased incidence of disputes in mining contracts. The apparent cost of contractorÆs profit and overheads has tended to become more significant to owners. Economy-driven trends towards higher levels of performance and commercial risk for contractors, and the potential for more adversarial, difficult management; with attendant disputation between contractors and owners, have encouraged development of so-called ærelationship contractsÆ û partnering or project alliance contracts. The paper discusses the issues, circumstances when owner mining or contract mining is favoured and perceived advantages and disadvantages of contract mining. The implications of owner-perceived core business and core skills and outsourcing are also discussed. Techniques of introducing objectivity into the decision to owner or contract mine using matrix analysis or benefit comparisons are described. A disciplined procurement process should deliver a decision to owner or contract mine independent of, and prior to, any definitive comparison of estimated costs. A generic procurement process model is provided as a basis for discussion. Risk is discussed generally and as a significant factor in comparison of estimated operating costs. Consideration of risk and any prudent cost treatment are promoted as necessary pre-requisites to any comparison of estimated costs. The paper develops the concept that the decision to owner or contract mine should be based on real benefits that become obvious in the early stages of the development, particularly the procurement process; and before definitive estimated cost comparison can be available. In the context of this concept estimated cost comparisons tend to be confirmatory. Problems with comparing estimated ownerÆs operating costs with tendered contract prices are also discussed, particularly recovery of capital cost of equipment; and the owner minerÆs trade-off of operating risks for the residual contractorÆs margin attributed to overheads and profit. The paper concludes that sole reliance on a comparison of estimated ownerÆs operating costs with tendered contract prices in deciding to owner or contract mine is questionable and likely driven by a need to satisfy specific in-house customers.

Jan 1, 2003

By D A. Sims

This paper outlines the contributing factors to a series of erroneous Mineral Resource estimates which led to considerable loss, including significant reduction of mine life and consequently a large write-down of asset value. The error prompted divestment of the mineral asset in the short-term by the owners, a major mining company. There were multiple and complex contributions to the result: • The mine was undergoing a transition in the deposit geology with increasing depth that was not accommodated in the models. Early indications of the geological transition in initial drilling were generally unrecognised in resource modelling. The shortcomings of the models became apparent with increasing infill drilling and subsequent production reconciliation. • There was a lack of recognition of, and confidence in, site-based input and skills by corporate technical management. The site had a reputation internally for over-delivery to plan early in its life and that supported the anticipation of ongoing metal delivery into the mine plan by management. • A corporate lack of confidence in site being able to adequately domain the mineralisation led to the use of a CIK domaining process, rather than one which was geologically based. This domaining process led to gross over-statement of mineralisation trends reflected in the subsequent OK estimate. • Timelines on the outsourced estimation process were so short that validation was not possible. Obvious errors in the estimate versus data were not able to be used to correct the issues and the site’s Competent Person sign-off occurred without adequate checks. This case study is presented to reinforce the concept that Mineral Resource estimates are not solely based on the ability of the Competent Person to satisfactorily guide the process. There are usually multiple complex issues in the estimation process which need to be recognised and considered in judging reconciliations of model to actual.

May 24, 2023

By L Lachance, F Flament, D Leroux, S GariTpy

"Considerable metal values are often locked in stockpiles (ore, concentrates, heap leach pads, slags, reverts, etc.) and process equipment (bins, holding tanks, thickeners, etc.). This is more than enough to justify accurate accounting of such in-process metal inventories from both financial accounting and operational perspective. However, accurately determining the metal inventory of an in-process unit is often a challenge in industrial practice. Audits have shown that available indirect or direct measurements often carry large inaccuracies. Sooner or later, ignoring these measurement errors lead to unexpected incoherencies in reported metal balances. In such situations, coherent metal balances are then achieved through subjective and sometimes significant adjustments of in-process inventory levels. While such metal accounting methods applied by mineral processing engineers used to be rarely challenged, they are now being increasingly scrutinised by various stakeholders. Hence, metal accounting procedures that mitigate subjectivity in adjustments while still coping with the unavoidable uncertainty are more relevant than ever.This paper reviews three different metal accounting methods for reporting in-process metal inventory values. Their individual application strongly depends on the available measurements i.e. The indirect method where the metal inventory of a given process unit is determined by subtracting the cumulative reclaim from the cumulative feed carries important flaws. The direct method also comes with challenging accuracy issues so that emptying a process unit is often the best available inventory measurement. This reality is recognised for by further analysing a previously proposed operating mode where two interchangeable process units are alternately used. The third investigated method is the redundant method which combines indirect and direct methods for a given process unit. This paper reveals that the dual process unit operating mode and the redundant method can both significantly improve the estimation quality of in-process metal inventories.CITATION:Lachance, L, GariTpy, S, Leroux, D and Flament, F, 2013. Review of metal accounting methods for in-process metal inventories, in Proceedings MetPlant 2013, pp 102-117 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Jul 15, 2013

By R Valenta, J Owen, D Kemp, E Lebre, G Corder

Copper plays an essential role in our society. It is one of the key materials supporting economic growth and human development in emerging economies, for its common use in construction, power generation and transmission. It is also a critical metal for the transition to a low carbon future, particularly for its uses in renewable energy and electric vehicles. As a result, global demand for copper has been increasing steadily and is predicted to continue in the future. The demand-supply gap is currently growing, and new mines will be needed to fill it. This project observes the current pipeline of copper mining projects, which are characterised by technical complexity (lower grades, deeper deposits, complex mineralogy etc.) but also environmental, social and governance (ESG) complexities. A common assumption in the mining industry is that a rise in copper prices will unlock these deposits. However, while most technical complexities are price sensitive and are likely to be overcome in favourable economic conditions, the influence of ESG complexities is more difficult to evaluate. CITATION: Lebre, E, Valenta, R, Kemp, D, Owen, J and Corder, G, 2018. Accounting for social and environmental complexities in mining project developments: the case of copper, in Proceedings Complex Orebodies Conference 2018, pp 39–40 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Nov 21, 2018

By D Audeyev

The Cooljarloo North Mine has been shaped not only by operational and processing challenges, but by climatic and economic factors. This paper outlines some of these challenges and discusses how the operating strategy has been altered over time to mitigate the impacts.Since commissioning the wet concentrator in 1999, there have been many typical operational challenges to maximising valuable heavy mineral (VHM) recovery. These include: varying in pit feed grades, different slimes types and volumes, sizing extremes between VHM and trash minerals and decreased equipment reliability handling rocky ore. These issues were successfully mitigated by: in pit extraction strategies, upgrade of the de-sliming circuit, thickener modifications and flocculent changes, installing upgraded and additional spiral capacity, and various Feed Preparation Plant screening initiatives. Combined with the ingenuity, persistence and patience of the operating team, VHM recovery >95 per cent has been achieved.However, typical processing challenges have not been the only hurdles. Reduced rainfall and water availability has necessitated the strategic co-disposal of tailings and slime to increase the speed of water recovery: groundwater abstraction and water storage strategies have also been altered. With an observed reduction in the speed and magnitude of groundwater recharge, overburden backfill scheduling has become a priority mine planning function.Combined with the above challenges, the prevailing foreign exchange rate and mineral product prices have impacted profitability. At the height of the Global Financial Crisis in 2009, major changes to the operating strategy were made to maintain a viable dry mining operation in 2010. Working with the mining contractor the existing scraper and semi-fixed Feed Preparation Plant set up was replaced with a movable in pit dozer trap facility. The end result of changes to the mining method and primary screening was a ten per cent reduction in unit costs. This article will elaborate on some of the above mentioned challenges and successes achieved over the past ten years of operating the Cooljarloo North Mine.

Oct 5, 2011

By JSrvinen A, Yll÷ E

At Cominco's Zinc Refinery at Trail, British Columbia impurities are removed from zinc sulphate electrolyte by a two-stage purification process using zinc dust. Copper, cadmium and thallium are removed in the first stage whereas cobalt is removed in the second stage. Cobalt removal kinetics are affected by soluble antimony and copper additions to the electrolyte. This study was focused on the kinetics of cobalt removal by zinc powder cementation. Experimental variables included copper and antimony concentrations, pH and temperature. Common organic additives employed in zinc plants were studied to determine potential interactions with the cobalt removal process. Cementation products obtained from laboratory experiments and plant practice were studied using SEM. A number of significant results were obtained: 1. Copper and antimony ions were sustantially removed from solution during the early stages of the cementation reaction (within the first 15 minutes). Cobalt cementation kinetics are slow and follow a first order kinetic regime. 2. A drop in the cobalt removal rates can be correlated with a rise in the Eh of the slurry. 3. Ligninsulphonate, Percol 351 and animal glue at levels of 2 mg/L significantly impede cobalt cementation.

Jan 1, 1993

By C R. Fountain, W R. Cannings

The zinc-lead-silver mineral resource at Lady Loretta ranks amongst the worldÆs richest when measured in terms of in situ metal grades. However, the project remains undeveloped 28 years after its discovery in 1969. The primary obstacle to development has been the fine and complex grain structure of its ores, which make flotation concentration inefficient even with fine grinding. The size and remote location of the deposit have also hindered exploitation. BUKA planned to directly fume the volatile target metals from the ore when it acquired the project. Intensive, post-acquisition modeling showed the innovative processing route to be uneconomic, notwithstanding high metals recovery and low waste content in fume product. Progressive modifications and supplements to the underlying fuming process enhanced economics and resulted in a new mine-to-metal processing route for zinc-lead-silver ores. The proprietary, three-stage BUKA Zinc Process offers technical, economic and environmental advantages. It is expected to find widespread application in the treatment of ores and residues. However, neither continued R&D nor application to Lady LorettaÆs currently delineated resource can be justified under prevailing market conditions. The objectives and results of each step in the process development sequence are outlined with reference to their impact on the commercial viability of the Lady Loretta project.

Jan 1, 1998

By S Brochot, M-V Durance

In many cases, current metallurgical accounting practice does not consider the errors associated with the measurements used in obtaining the metal balance. Considering all measurement errors, including errors associated at each step of the process - from sampling and analytical errors to measurement errors in circuit instrumentation, can improve the accuracy of the final metal balance - assisting in the improvement of process performance, optimisation and control.The consequences of the inclusion of measurement errors on metal balance for different circuit configurations and typical metallurgical accounting practice (two product and three product formulae) will be discussed in this paper.Examples of the tools, methodology of implementation, and periodical metal balance tasks are presented to illustrate the advantage of this approach in meeting the different requirements of each department.CITATION:Brochot, S and Durance, M-V, 2012. A new approach to metallurgical accounting, in Proceedings 11th AusIMM Mill OperatorsÆ Conference, pp 217-224 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Oct 29, 2012

By A Woodley, A N. Danoucaras

In 2012 the Bureau of Meteorology, under the banner of the Water Accounting Standards Board, released the Australian Water Accounting Standard 1 (AWAS 1). This standard has been in development since 2007 with key milestones being the release of the Preliminary Australian Water Accounting Standard in 2009 and the exposure draft of the Australian Water Accounting Standard in 2010. Throughout this period, the Minerals Council of AustraliaÆs Water Accounting Framework has developed concurrently with the Australian standards and the standards have informed elements of the framework. However, the framework is not identical to the standard as the objectives between the two are different. The objective of the Water Accounting Framework is to create consistency in water reporting of the minerals industry and to assist companies reporting to corporate sustainability initiatives. The objective of AWAS 1 is to provide information to water management bodies to facilitate decisions about the allocation of water resources. Companies are to report on an annual basis - not only physical flows of water but contractual requirements to supply and obtain water - regardless of whether the transaction has been fulfilled in the reporting period. In contrast, the Water Accounting Framework only reports on flows that have physically happened. The paper will provide summary information on aspects of AWAS 1 that are most relevant to the minerals industry, show the alignment and differences between AWAS 1 and the Water Accounting Framework and explain how to obtain the information for the AWAS 1 reporting statements.CITATION:Danoucaras, A N and Woodley, A, 2013. Alignment and differences between the Australian Water Accounting Standard and the Water Accounting Framework for the minerals industry, in Proceedings Water in Mining 2013 , pp 85-90 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Nov 26, 2013

By T Harrington, M Cox

There have been many changes in the Australian mining industry during the last 30 years. One of the most dramatic changes, from a geological perspective, is the reduction of in-house geological staffing and an ever increasing reliance on contract and consulting services. As a result, there has been a change in the way geological information is generated, managed and retained within the industry. This paper describes the changes that have taken place in the industry, provides two case studies of how companies manage their geological Intellectual Property and reviews some of the issues associated with management of in-house and outsourced geology services.

Jan 1, 2009

By Seymour D

The disagregation and privatisation of the mining and power gene ration operations of the former State Electricity Commission of Victoria has being taking place over the past five years. This has transformed the service provision to the new organisations and has resulted in major change to the working lives and professional relationships of thousands of Australians. The authors wish to take this opportunity to explore the issues arising as the program of privatisation of public assets continues. Changes within the workplace which resulted from the outsourcing of the 'investigation and design' functions and more lately as a result of privatisation of the operating, generating and distribution businesses are discussed. The responsibility of managers retaining the services of design engineers has changed. There is an added responsibility of contract administration and an increased focus on intellectual property and strategic issues. The way in which the sectors are adapting is discussed and future directions are explored. We welcome this opportunity to explore the changes in professional life which have taken place over the last five years in the Latrobe Valley Power industry. Engineers and earth scientists have a pivotal role in the continuing successful operation of the three Latrobe Valley Mines of the generation companies. The Mines' collectively excavate annually over 13 million cubic metres of overburden and 48 million tonnes of coal for delivery to mine-mouth power stations and for briquette manufacture.

Jan 1, 1997

By P Hanna

In an effort to improve returns to shareholders, the Australian Mining Industry has consolidated considerably over the past decade or so. Technical services at mines have been re-structured, whilst those at corporate offices have been all but eliminated. A recent study of the role of the geologist in BM Alliance Coal Operations Pty Ltd (BMA), showed the adverse impact on the companyÆs performance due to a lack of geologists. With an education campaign, to demonstrate the contribution of geologists to the æbottom lineÆ and in increasing the options available to the company, the value of the geology role became better understood. The implications of the loss of invaluable corporate knowledge, when long serving geologists left the company, also became clear. Steps have since been taken to increase the numbers of company geologists, particularly on mine sites. In common with other sectors of the mining industry, the Australian coal industry is experiencing a critical shortage of experienced coal geologists, as companies have found in recent recruitment efforts. This is further evidence that the recommendations from the recent study by World Competitive Practices, commissioned by The Australasian Institute of Mining and Metallurgy, æRising to the ChallengeÆ have not been adopted. People, and the mineral resource base, are the assets from which mining companies gain a sustainable competitive advantage. Geologists, as the nexus between the resource base and people, are in a unique position to enhance the profitability of their companies. To maximise their contribution to the industry, and ensure that they receive due recognition, geologists must adopt a more commercial approach in their work and take a front foot stance in promoting their value to management. Geology is a core competency for all mining companies. The tendency for companies to outsource this function, to the detriment of the company geologist role, is not sustainable in the longer term. TodayÆs geologists need to work closely with management, technical and human resource professionals, universities and schools to ensure their significant value is well understood, and that the industry can attract, train and retain new recruits through the implementation of graduate programs and company career paths.

Jan 1, 2003

The world is getting flatter through internet, mobile phone technology, relatively low cost travel, massive outsourcing of manufacturing to China and the transfer of company backroom operations to India. In the iron and steel industry, however, things will remain relatively the same with slow gradual improvements in technology; only the geographic location of plants may change over time. Or will it? The blast furnace smelting process has remained largely unchanged since 1828 when James Neilson came up with the idea of preheated air being delivered to the tuyeres. Likewise, oxygen steelmaking that takes molten iron from such blast furnaces has remained conceptually unchanged since Sir Henry Bessemer invented an air-based system in 1856. These two processes are the core of integrated steel mills that we know today. Typically such mills consist of coke ovens, sinter plant, blast furnace, oxygen steelmaking, continuous caster, rolling mills and metal coating lines. In the intervening 150 years the only real disruptive technology to the integrated steel mill has been the minimill. Based on the use of the electric arc furnace (EAF), in conjunction with a continuous caster and rolling mill, the term minimill is used because steel products are produced at down to one-tenth the scale required for economic operation of an integrated mill, with the EAF producing molten steel using largely scrap steel as its feed, as against transforming coal to coke (coke ovens), iron ore, coke and limestone into molten iron (blast furnace) and molten iron to steel (oxygen steelmaking). There are, however, a number of technologies in development that may cause a paradigm shift in the way steel products are produced and perhaps push the evolution of the minimill as a disruptive technology. Two examples are direct iron smelting, where iron is produced in a matter of seconds by injection of ironmaking feed materials into a molten bath, and thin strip casting, where molten steel is cast into 2 mm strip or less, in similar time. Both have Australian connections. A leading iron smelting technology is the HIsmelt« process, which has its first commercial application at Kwinana, Western Australia, where a joint venture of international parties, consisting of Rio Tinto and the Nucor, Mitsubishi and Shougang corporations, are in the stage of ramping up commercial production. The leading strip casting technology is the Castrip« process that arose from development work done by then BHP Steel, with IHI of Japan, at Port Kembla, New South Wales in the 1990s. Nucor followed this work up, building the first commercial plant for the technology at its Crawfordsville site in Indiana in 2001 and has recently announced an intention to build a second plant in the USA. While both technologies are only into the early stages of commercialisation they are likely to change the face of iron and steelmaking as we know it over the next 20 years. This paper elaborates on the technology of the two processes, why they could change the face of the iron and steel industry forever, what might drive the rapid change and what the changes may look like.

Jan 1, 2006

I am honoured to be given the opportunity to share with you my thoughts on what will be the essential characteristics of æThe Mining Company for the 21st CenturyÆ. For me the 21st century is all about globalisation and the challenges and the opportunities that globalisation presents for the mining industry. To play on the global stage the successful mining companies must develop profiles that are global in: their operations diversity, their partnership relationships diversity, their customer relationships diversity, their workforce diversity, and their shareholder diversity. In my view æbigÆ will count in the 21st century, but big overlaid with quality: quality assets, quality people, quality partners, quality customer relationships, and quality image and reputation. Last year, Rio TintoÆs Leon Davis said when he addressed the Minerals Council of AustraliaÆs annual conference that Australian resource companies that wish to become global operators must develop an unequivocal international identity that will make that company a known and trusted quality wherever it seeks to do business. He went on to say that structuring and operating a business in a way that consistently manifests the qualities that inspire respect and evoke confidence is vital. I absolutely concur with what Leon said. Unfortunately, the fact is that, as we stand at the beginning of the 21st century, our industry and many of our companies are no better accepted by the world community than was the case five, ten, 15 or even 20 years ago. In fact, in some cases, the warmth of the acceptance may have subsided. To some extent the demonstrations that we saw recently in Seattle and Davos reflect a growing distrust, disquiet and cynicism in our communities. Here, however, I see an opportunity. While on the one hand the mood of disquiet presents many challenges, it also provides those of us who are willing to get out on the front foot in addressing the issues, and engaging in the dialogue, with a very significant opportunity to create a major competitive advantage. It provides the opportunity to earn respect and the opportunity to develop a reputation as a company that is sought as a joint venture partner and a company that is welcomed by governments and communities. Importantly, also, people will seek employment with such a company and will invest in such a company. The challenge is to change the way we behave and the way we are perceived by all the key stakeholders. Many of our industryÆs traditional skills are now commodities à many can be à and are out-sourced. The new critical skill for the 21st century à the real competitive advantage à will come from creating a real and genuine understanding of our role and what we stand for. Everything we do should demonstrate not only sound business principles, but also an understanding of the political, social, cultural and environmental impacts of our activities - at an international and a local level. This concept isnÆt new - but for large companies such as BHP, where we operate in more than 20 countries with diverse cultures, languages and religions - it requires enormous energy and dedication. It is complex. It is difficult. But I believe it is absolutely fundamental to our future.

Jan 1, 2000