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Contemporary approaches to safety management appear to be failing short of meeting its mark in improving mine safety. This is evidenced by the high workers compensation, high incidence rates and fatalities. Evidence from high-risk and complex organisations points towards safety culture as being important in improving site safety. In more recent years resilience engineering has been touted as a new and innovative way of managing safety. This paper reviews and synthesises previous literature on safety culture and resilience engineering. It then highlights methods that can be used to measure safety culture and resilience engineering, and explores similarities and differences between complex organisations and gold mining to identify opportunities for more innovative approaches to improving safety in gold mining operations through safety culture and resilience engineering.

Aug 1, 2010

By D L. Head

Critical risk management (CRM) has become one of the latest safety buzz terms in mining. Everyone seems to be doing it, everyone seems to know about it, yet we are still having fatalities in our industry from well understood hazards such as mobile equipment amongst others.

May 5, 2022

Transport infrastructure constitutes, since always, an essential link between regions, countries and continents, for economical, commercial and human purposes. Permanently growing mobility needs, which are encountered in the whole world, lead to a more and more clear necessity to increase and modernise these transport infrastructures, as well in quantity as in quality, for all transport modes, and for all what is able to be transported, from people to consumption goods and energy. With only very few exceptions, transport infrastructure achievements have for long been the concern of the sole public authorities, at the various levels, which put them, mostly free of charge or at very low cost, at the disposition of the user or the customer.

Jan 1, 1999

By C Killip

Working in Australia’s harsh climate can have a significant impact on the health, safety and productivity of our teams, but is our working environment expected to be more prone to heat stress in the future? Climate modelling suggests that we are likely to encounter more frequent heatwaves and higher apparent temperature. Does this mean that our teams will be at greater risk of heat stress, and are we prepared to deal with the changes in our future climate and the potential impacts on our working population? This paper will review the recent research on climate and projected changes to all meteorological parameters that are important in understanding the likelihood of heat stress. The paper will also describe the challenges encountered in the management of heat stress in a workforce, and then outline a systematic approach to heat stress management that will allow you to assess your own risk and manage your day-to-day operations into the future.CITATION:Killip, C, 2015. Future climate – is heat stress a real risk for the future and how can we better manage it?, in Proceedings Third International Future Mining Conference, pp 181–188 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Nov 4, 2015

Alternatively are they a necessary evil'? Exploration geologists are a much higher profile group but then again the higher they are the bigger they Bill. At a mine site they are reluctantly being accepted as equals by mining engineers given the requirements of the `Code' in the reporting of Ore Reserves. How best can mining geologists service their customers? Are more revealing questions to be answered in who are their customers? In the past mining geologists lived isolated existences pouring over plans and sections, now with user-friendly software packages available and the use of LAN, mining geologists and mining engineers talk electronically - God forhid what the future might hying - they might even talk to accountants and metallurgists!

Jan 1, 1997

The Koongarra uranium deposit was discovered in August 1970 by Noranda Australia Limited. Denison Mines Limited acquired the rights of ownership in October 1980 and has continued the 'struggle' to bring the proposed mine, containing approximately 13 300 tonnes of U308 of Indicated ore and having a value of $1 billion (1984 dollars), into operation. During the 14 years that have passed, the owners have found it necessary to deal with numerous Federal, State and Territory government departments, aboriginal representatives, handle thousands of communications, attend and convene countless meetings and spend millions of dollars. This paper addresses the history, the requirements, the problems and the costs to date for what - no return.

Jan 1, 1984

I am very grateful to have the honor of delivering this Key- note Speech to all of you here today, to the Chairman Mr Cope- man, and to all the organisers. As you heard, I was mainly involved for a very long time in the purchase of iron and steel raw materials for Nippon Steel Corporation. Today, however, I would like to talk to you about a much wider issue, namely, how the Japanese steel industry is going to change towards the 21st Century, and what will be the main technical innovations and trends behind those changes. I will also mention the effect that the changes are likely to have on the procurement of raw Materials.

Jan 1, 1988

In mid-1998 Atlas Copco Rock Drills AB introduced the first member of a new family of drill rigs. This new family, Rocket Boomer L1C/L2C/L3C, is based on modern computer technology and also on what is characterised as information technology. The design of the drill rigs are modularised both in hardware as in the software. This means that the functionality of the drill rigs is upgradable step by step. Added upon the basic drill rig functions are the new options as ABC Regular (known also as Contour Control), ABC Total, drillplan generator and communication products. The main objectives of these functions are to facilitate real quality drilling.

Jan 1, 2003

By T McLeod, B Catto

AngloGold Ashanti Australia’s (AGAA) Tropicana gold mine (TGM) geology department seized the rare opportunity of building a new geology department for a new operation: the philosophy, the people and the processes. Not satisfied with the status quo, or simply repeating what was familiar and already known, the vision was for an innovative, agile, multidiscipline, high performance team, capable of delivering on expectations.To achieve this, the geology department has operationalised key components of human resource management (HRM).This paper describes the operational design and implementation of key HRM components: job analysis, organisational design and organisational development. The benefits of this approach are presented in terms of engagement and autonomy in roles, opportunity for role variety and flexibility of the organisational structure. The result is a geology department that provides the functions of mine geology, resource development, regional exploration, survey, data management, geographic information systems (GIS), resource modelling, scheduling, sample preparation, resource coordination and hydrogeology, and even geotechnical engineering for a year!Considerations for application in other geology departments are presented in terms of fundamental requirements and lessons learnt. Fundamental requirements for success have been the sustained support of the general manager, valuing the scrutiny that comes with continuous improvement, high quality HRM systems and tools within the organisation, and a committed leadership group within the department. One of the most important lessons learnt is that a robust process of ‘induction to role’ is critical – the process of familiarising new starters with who we are and the way we work.CITATION:Catto, B and McLeod, T, 2017. Rewriting the rule book – geology organisational design, in Proceedings Tenth International Mining Geology Conference 2017, pp 137–142 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Sep 20, 2017

Young professionals are riding the current wave of high demand for their services and relatively little competition for placements. The attraction and retention of quality incumbents has therefore become a significant strategic issue for companies in our industry. Money is important, but poorly structured career development and lack of learning opportunities can discourage the highest paid professionals from being enthusiastic and striving for excellence. This will inevitably lead to the search for a new position. Important factors at play include the young professionalÆs lack of understanding of career pathways and poor quality, or lack of, structured on-the-job training and professional development. Too often young and not so young professionals are faced with the reality that fabulous looking (and paying) jobs can be quickly reduced to the monotony of repetitive tasks in an isolating environment. While it is the responsibility of the incumbent to manage their own career and professional development, without experience, how is anyone meant to understand the importance of their roles and the options for career development? Mentoring is therefore essential to the strategic plans of every organisation and the strategic plans of every professional. Mentors will accelerate learning, guide decision making and develop both competency and confidence as they share their experience, both technical and regarding the machinations of a particular discipline, within our industry. Mentors need not be from the same organisation as the mentee and in some cases this may be a distinct advantage. This paper discusses mentoring as an opportunity for young professionals and mentors to initiate and maintain a supportive relationship, the responsibility of management to get mentoring right and the responsibility of young professionals to demand the opportunity for professional development through mentoring.

Jan 1, 2006

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 W Akpan

The Royal Bafokeng community in South AfricaÆs North West Province represents a unique case in Sub-Saharan Africa in terms of its positioning in the natural resource economy. It receives royalties directly from mining firms for the extraction of Platinum Group Metals, which include platinum, ferrochrome, rhodium and palladium. In 2007, royalty income of about R290 million (approximately US$32.2 million) was reported. Such direct revenues have enabled the community to invest in educational, medical and other social infrastructure, thus complementing governmentÆs social provisioning efforts. Indeed, the Bafokeng community owes its present-day modernisation efforts to mineral rights, and in particular, the legal-institutional arrangement that has enabled it to play an active role in South AfricaÆs lucrative extractive economy. However, the distribution of platinum wealth in this community is not only uneven, but also appears to have had little impact on the broader socio-economic conditions in the community. Despite claims by community leaders of heavy investment in education and skills development, the community continues to be faced with very high levels of unemployment, illiteracy, sprawling informal settlements, poor access to medical facilities and malnutrition. This paper examines the sociological paradoxes and contradictions thrown up by the approach adopted to involve community members in the mobilisation of mining royalties for developmental ends. The central argument is that the current æmodelÆ contradicts the communityÆs stated goals of using platinum wealth to drive up broad-based development and modernisation. This is mainly because it leaves out the vast majority of community members, who are uneducated and unskilled. The core analysis is based on pilot data from an ongoing study in the Royal Bafokeng community.

Jan 1, 2009

By L Manca, P B. Hills, D Tyler, N Pollington

This paper describes a collaborative project undertaken by Newcrest Mining Limited (Newcrest) and pitt&sherry to identify, develop and then implement global best practices to manage the exposure to inrush (dry and mud) hazards in underground mining operations. An extensive literature review was undertaken to identify past experience globally and the current state of knowledge and practice in managing inrush hazard. A key requirement of the literature review was the development of a list of guiding questions which would form a framework for approaching operators to discuss the topic, capture recent learnings and understand current operating practices to allow the development of a best practice solution. An initial cohort of 14 mines across four continents chose to contribute and detailed interviews were carried out by the project team. The outcome from the literature review, interviews with participating mines and various internal discussions was a comprehensive summary document detailing Basic versus Best Practice management of the inrush hazard. This document is being used as a gap analysis tool by Newcrest to assess and guide the management of inrush hazard at their existing and future operations. The summary document has also been provided to the participating mines for their consideration. The project is iterative and will continue to evolve as new experiences, knowledge and practices come to light.

Mar 15, 2021

By J P. Sykes, A Trench

"The common-held view of the future of copper mining is one of declining quality of mineral resources and increasingly limited long-term development options. This decline, in turn, is viewed as inevitably leading to increasing economic, socio-political and environmental costs. As a result, new technologies and innovations will be required to mitigate cost escalation. The future is therefore typically summarised as a battle of a ‘below-ground’ declining quality asset base pushing costs upward versus ‘above-ground’ technology and innovation driving costs downward. The role that high quality new mineral discoveries could play in mitigating industry cost pressures is typically understated, if considered at all. New high quality discoveries can be mined at lower cost than existing assets and potentially if discovered in the right locations within a more amenable contemporary environmental and socio-political setting. Such deposits, once discovered, would improve the overall quality of the industry asset base, as well as benefitting their owners substantially through higher margins. However, to target new high quality deposits explorers need some understanding of the nature of high quality copper mines in the long-term future. Conventional scientific and economic techniques for analysing the future of copper supply, generally by studying the project pipeline, ignore as yet undiscovered resources and also struggle to fully incorporate the multiple internal and external factors that could impact upon copper mining practices in the future.Scenario analysis is specifically designed to consider multiple factors interacting in the future, and is thus more creative than simply looking at the visible project pipeline. The use of scenarios is therefore potentially capable of providing insight into aspects of the future of copper mining about which little is currently known or that remains considerably uncertain. In this study, the Oxford University Scenarios methodology was employed to analyse different plausible futures for copper mining and the consequent implications for exploration targeting strategies. The scenario analysis highlights two key dimensions or axes that serve to map out potential industry futures: firstly the technical and economic optimisation of the existing industry; and secondly the generation of new prospects or ‘search space’ for the copper industry. These two axes in turn frame four different scenarios for the future of the copper mining industry. These copper mining scenarios are then compared to the 20 largest existing copper mines and projects, and their owners, to determine if any represent an appropriately robust exploration targeting proxy: none do. The paper therefore concludes that efforts by industry are required to generate mine concepts that would be viable across all scenarios, and thus act also as exploration targeting proxies. In the interim, companies will have to seek to build portfolios that create an overall robust asset base, out of individually less robust assets. Failure to do this implies that consequential, irreversible strategic decisions lie ahead for the copper mining industry, which may be a threat to both incumbents and the very industry itself. This situation makes strategic exploration targeting in the copper industry very difficult.CITATION:Sykes, J P and Trench, A, 2016. Using scenarios to investigate the long-term future of copper mining and guide exploration targeting strategies, in Proceedings International Mine Management Conference, pp 265-290 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Jun 22, 2016

By B Howard, M Jones, D Pershke

"Current closure objectives and criteria are often difficult to achieve and are not delivering value for money outcomes at closure. Current mine closure processes tend to focus on rehabilitation and revegetation of landform structures to as close to premining condition as possible, rather than focusing on the functions of those structures and values they provided. Because mining has highly disturbed the environment, premining conditions and vegetation are often not achievable and objectives and criteria aimed at achieving close to these conditions have been shown to be very costly.The authors have developed a broader approach to developing mine closure plans that is based on environmental risk and gaining post-closure social, environmental and economic value. We think the focus should shift from trying to return the original landscape to returning functions and values provided on- and off-site. If it is not possible to return values on-site in a cost-effective manner, investment should be provided to deliver equivalent values elsewhere.This process can provide better stakeholder acceptance, deliver better environmental outcomes on the tenement and within the catchment and significantly reduce costs, whist fulfilling closure obligations.This framework should enable closure teams to: focus on the functions and services that are important to achieve as outcomes post-closure, rather than a focus on revegetation and replacing the premining biophysical structure engage meaningfully with stakeholders regarding closure outcomes and link outcomes to stakeholder values conduct transparent option evaluations that enable stakeholders to clearly understand the costs and benefits associated with each option and to participate in dialogue on option selection.We present examples of how the framework could be applied to identify alternate closure options that achieve equivalent value outcomes while reducing the costs of closing the mines.CITATION:Howard, B, Pershke, D and Jones, M, 2014. Achieving better mine closure outcomes for less money, in Proceedings Life-of-Mine 2014, pp 615–620 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Jul 16, 2014

How often does one hear that a recent feasibility study was not a success? Alternatively, when scope of the feasibility study was sent out to tender there was a large discrepancy in tendered prices. If the tendered prices were to be compared to the consumer market, for instance the purchase of a car, where the concept is transport in a controlled and safe manner, prices vary by large factors, but then so do the specifications. In the case of a feasibility study, prices should be within a tighter margin as the tenderers are all quoting against the same concept and specification. Why do these discrepancies occur? Price discrepancies will in every likelihood be attributed to two main factors; one, the perceived amount of work and two, the ability of the bidder to carry the risk associated with the feasibility study. It is, therefore, important that the scoping of the feasibility study covers the detailed requirements as clearly as possible stating what level of accuracy is required. The feasibility study is one of the first activities in the life of a project. The study, like the project it is investigating, is subject to the constraints of time, cost and quality. Its primary objectives are to demonstrate the viability of a project within the outlined scope and constraints.

Jan 1, 1998

By H Jones

Closure cost estimates may be generated at any stage of a mining operationÆs life; commencing with the initial prefeasibility studies and continuing through to the final decommissioning cost estimates. However, not all mine closure cost estimates are necessarily the same. Cost estimates will vary depending on the purpose for which they are prepared, the organisations requiring or undertaking the estimate and the stage of the mining operation. Different organisations can legitimately arrive at disparate cost estimates for closing the same mine because the organisations have different reasons for requiring the estimates. Another, equally valid, reason for potentially wide variations in cost estimates by different organisations on the same mine site is the different definitions of æclosure costsÆ used by different estimators. This paper considers the different approaches by different organisations including operating companies, government authorities and financial organisations and uses a hypothetical example based on practical experience to illustrate some of these differences in estimation methods.The paper suggest that a more consistent approach to closure cost estimating in the Australian mining industry would assist mining companies, governments, the accounting industry and the broader community to better understand this complex component of mine planning. One possible approach to closure cost estimating is briefly outlined.CITATION:Jones, H, 2012. Closure cost estimation - All things to all men?, in Proceedings International Mine Management 2012, pp 115-124 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Nov 20, 2012

By R Steven

"Surveying, and as a result, surveyors, have been around since the start of time, and it has been said that so has their methodology!The theodolite and tape have been the backbone of a time-tested practice that has led to ground breaking advancements such as electronic distance measurement (EDM), global positioning system (GPS) and positional laser scanning. However, it was the introduction of the unmanned aerial system (UAS) that has allowed mine sites such as St Ives to take the next step towards truly turning survey data into metadata.This paper will explain how the unmanned aerial vehicle (UAV) was adapted to meet the requirements of a mine site supporting a major open pit operation, and how the open pit mining team adjusted their planning and production processes to maximise use of the extra data and information available to them.The advantages of the system include point cloud surveys with corresponding large-scale up-to-date photography and computer generated high detail contouring of mined areas that are then incorporated into the mine plan. All the while, the use of the UAV must be tailored to each specific problem encountered and a solution then matched.Citation:Steven, R, 2016. Trials, Tribulations and Triumphs of Unmanned Aerial Vehicle Surveying at St Ives Gold Mine, in Proceedings Ninth AusIMM Open Pit Operators' Conference 2016, pp 170–184 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Nov 15, 2016

By D Xu

BHP Billiton Iron Ore is one of the world’s premier suppliers of iron ore. It currently has operations in Western Australia and Brazil and also has some iron ore interests in West Africa.BHP Billiton’s Optimisation R&D team has developed a proprietary mine planning optimisation tool that uses a mixed integer linear programming (MILP). This tool is called Blasor and it is used to rapidly evaluate the resource development potential (RDP) scenarios for the company’s business development strategy. In addition it generates life of asset (LOA) mine plans for the company’s operations and growth projects. The Blasor optimiser maximises the discounted operating cash fl ow (DCF) as the objective function, subject to mining, processing and transportation capacity constraints and blended product quality constraints. The paper will outline how Blasor has been applied to the resource development potential (RDP) strategy scenario studies, growth project evaluations and LOA mine planning within BHP Billiton Iron Ore.The practical application of Blasor to resource planning optimisation within BHP Billiton Iron Ore has demonstrated the value of such a tool for optimising strategic directions through the evaluation of a number of carefully proposed scenarios and maximisation of operational decisions, such as cut-off grade, open pit development sequence, etc. Particularly for the company’s business development direction studies, Blasor plays the role of a fair valuation tool in that it discovers the most valuable resource development scenario, thus establishing a sound basis for comparing the economic merits of each scenario.

Jul 11, 2011

By J Coombes

"In today’s challenging climate of reduced staffing, limited funding and uncertain markets, we are called on to operate more productively and ‘be more innovative’. As an industry, we are quick to identify our practice areas as a mark of our role in the machinery of the mine value chain. We proudly note our profession – ‘geologist’, ‘mining engineer’ or ‘accountant’ – and demarcate our responsibilities and even our physical space. We even subdivide our disciplines into sacred entities such as ‘logging geologist’, ‘resource geologist’ or ‘structural geologist’ to prevent any blurring as though somehow the confusion will cost valuable disciplinary ground. How can we function professionally to heed the call to be more productive and more innovative?The purpose of this paper is to underscore what is expected from project evaluation, examine the ways in which we work as an industry and explore alternatives used in other industries and environments.The paper begins with a summary of project evaluation expectations and the ways in which disciplines typically interconnect when conducting project evaluations. Next, the paper examines alternative work frameworks and making a distinction between multidisciplinary, interdisciplinary and transdisciplinary frameworks. In-practice examples of these frameworks in alternative industries and contexts provide evidence for application as well as an opportunity to examine their pros and cons.The paper closes with a call to re-examine working practices in the mining industry, with a view to enhancing productivity and heeding the call for greater innovation.CITATION:Coombes, J, 2016. Transcending the mining discipline divide – multidisciplinary, interdisciplinary or transdisciplinary?, in Proceedings Project Evaluation 2016, pp 2–10 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Mar 8, 2016