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Societal expectations about how the industry operates and treats its people will be a key driver in the development of the Australian mining industry over the next 20 - 30 years (Moffat, Mason and Littleboy, 2009). Understanding these expectations will be critical in maintaining what much of the minerals industry calls its 'social licence to operate', or its public acceptance or approval. Yet what constitutes this social licence is poorly articulated, with little published research exploring the concept at a local operational level or at the national level in Australia or internationally. This research aimed to explore the societal expectations of the mining industry in Australia and test a participatory methodology to articulate them. Three workshops were conducted with a sample of 24 members of the 'Australian voting public' to explore community objectives for the onshore exploration and mining industry, and the underlying expectations for how the industry should operate in the future. Qualitative analysis of this data revealed three overarching objectives for the onshore mining industry held by participants. They thought that the industry should: advance Australia's national interests (including social well-being); minimise environmental impact, and; act in a socially responsible manner. Within each of these three key themes, or objectives, a number of tensions were evident in the views of participants regarding the trade-offs they are willing to make to secure economic benefit from mining, as well as the basic conditions for socially acceptable mining. These data provide an insight into the conditions for a national social licence in Australia for the mining industry, and the means for its realisation.

Jun 1, 2010

By B Clements, G Lane

The operations and project environments are very different, but overlap in many areas. The development of mineral processing projects is goal oriented, is schedule focused and is a contractual environment. The operating environment for a mineral processing plant is oriented around longer-term commitments, focused on delivery against budget expectations, and an environment heavily influenced by long-term personal relationships, community relationships, and people issues.Further contrast is evident in the way expenditure is managed. Projects commit large amounts of money quickly to meet schedule-based objectives. Operations manage expenditure to minimise operating costs and are able to, or are forced to delay decisions on large expenditures. However, these two environments need to come together in many ways, ranging from greenfields plant handover to a new operations and maintenance crew, to day to day interaction and management of brownfields projects, often in close proximity.This paper considers the different perspectives people bring to projects and early operations, including the advantages and disadvantages of æoperationsÆ input to a project and models for managing value adding during project development, implementation and debottlenecking.CITATION:Lane, G and Clements, B, 2012. Operations versus projects - How do people think and what are the implications?, in Proceedings 11th AusIMM Mill OperatorsÆ Conference , pp 11-16 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Oct 29, 2012

By P Thwaites

The mining industry uses many types of mineral and metallurgical plants to produce saleable product from ore mined. Plant design history has left current operations with a mixture of manual operation and various forms of automated process controls. Consequently, we typically see high-variability in the continuous operations together with a shortfall in the attainment of full capacity or higher utilisation of consumables.At a level of best practice, ‘operational performance excellence’ focuses on process control, using automation and control systems to deliver process optimisation. This more sophisticated delivery is a great deal more difficult than the first stage of equipment selection/installation. It includes the appropriate selection of the right instrumentation and control system, key process knowledge, individuals with a solid control engineering background/experience and the essential backing/support of the operations management team together leading to higher-value delivery. Robust solutions can be realised, considerably minimising process variation, thus leading to process optimisation. This approach results in an easier, efficient and safer process while providing considerable returns for the plant owners.How variable are your processes, and do you maintain optimised process performance with dedicated resources, modern instrumentation, ‘best practice’ control systems and performance monitoring tools? In this paper, these questions and their possible answers are discussed.I say we can do much more and be ‘more efficient’ in our efforts to remain competitive. This area remains a major opportunity for improved efficiency, minimising tailings losses and other milling costs.CITATION:Thwaites, P, 2014. Manual control, process automation or operational performance excellence – what is the difference?, in Proceedings 12th AusIMM Mill Operators’ Conference 2014 , pp 13–40 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Sep 1, 2014

By R M. Lonsdale, M D. Goodz

"With an ever-increasing dynamic business environment, successful stakeholder engagement is becoming more fundamental to achieving desired outcomes in today’s mineral resource industries. It is imperative to be proactive in correctly identifying all stakeholders and initiating early contact. This builds trust relationships, which are essential to ensure future decision-making processes are streamlined.Often neglected is a company’s obligation to select the correct team to represent its values and mission. The company requires representation that demonstrates an understanding and commitment to its operations and people, the safety and health of the community and environment, and most importantly, represents the decision makers. Stakeholders need to believe that the engagement process is genuine and that the company representatives are aligned towards targeted outcomes that will benefit all stakeholders in some way.Among others, stakeholders include shareholders, staff, families, community, service and supply providers, regulators, land managers and the political/financial framework. Depending upon the mineral product, stakeholders may include ports, international offtake clients and those along the route. New stakeholders continually evolve during mine life, and the engagement process requires an investor–community–public relations (IR/CR/PR) team to anticipate change and actively scan perception and chatter.Successful communication is more than delivering a message; it is about engaging stakeholders and confirming the feedback loop to ensure the correct message is communicated and the relationship is strengthened.The nature of the mining company’s branding and the public’s perception of company intentions will dictate whether there is willingness to allow the company to follow its desired path. This in turn controls the company’s most scarce resource – time. Timing is fundamental to achieving targeted outcomes with minimal cost and delays, marketing in a peak cycle and acquiring critical capital for development and growth.Branding and stakeholder engagement effectively controls and extends to the company its social licence to operate.CITATION:Goodz, M D and Lonsdale, R M, 2016. Stakeholder engagement – who are you, what do you stand for and why? In Proceedings International Mine Management Conference, pp 239-248 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Jun 22, 2016

By Deverux M

Heavy mineral deposits accumulate on shorelines with interrupted sediment input. Beach deposits, which form on shallowly dipping coastal plains, are most favourable. However, shallow shelves seaward of cliffed coastlines are known to contain economic deposits. Significantgeologicalconditions are defined, from review of the stratigraphic and geomorphic controls on known deposits , for heavy mineral accumulation on the Swan Coastal Plain.

Jan 1, 1986

By M Lund

Due to operational and regulatory practicalities, pit lakes will continue to be legacies of many open cut mining lease relinquishments. Unplanned or inappropriate management of these significant geographical features may lead to a short-term liability to all stakeholders during mining operations, or to ongoing liability to the local community and environment following lease relinquishment. However, the potential for pit lakes to provide benefit to companies, communities and the environment is frequently unrecognised and yet may be a vital contribution to the sustainability of the open cut mining industry. Improved remediation technologies are offering more avenues for pit lake end use than ever before, at the same time mining companies, local communities and regulatory authorities are also becoming more aware of the benefit these water resources have to offer. Sustainable pit lake management aims to better minimise short- and long-term pit lake liabilities, and yet also to maximise short- and long-term pit lake opportunities as well.

Jan 1, 2006

By M J. Nimmo

extremely powerful tools for building predictive and generative models. ML can be used for building highly accurate regression and classification models. But without careful data science and statistical analysis, a regression or classification model could be highly biased and completely wrong – and we may not even realise. An example rock density estimation task will be used to illustrate the potential gains and possible pitfalls in using ML and AI in Mineral Resource estimation. What could possibly go wrong? Nothing! For most simple regression or classification problems, very little. For density estimation, using the global mean may be all that is possible, but the resource classification would need to reflect the uncertainty in global estimation of tonnage. Everything! From data collection and measurement, from selecting ML and AI techniques and designing the analysis workflow to our own cognitive bias. The things that could go wrong are vast and may include but not limited to asking the wrong question, not asking questions, data bias, measurement errors, insufficient data coverage, not collecting the right variables, not collecting enough observations, collecting clustered samples, unbalanced data, filtering out data without reason (outliers), clipping data (outliers), relying on automatic feature selection, including irrelevant variables, excluding relevant variables, geological interpretation, changing context, blindly following best practice, splitting small data sets, subsetting large data sets, using the wrong tool for the task, insufficient budget to complete the analysis, not allowing enough time for testing and experimentation (the science), focusing too much on building the model (the engineering), not learning from the data, our assumptions, our preconceptions, and our skill. This paper will explore the question of how training regression models to predict rock density are affected by gaps in the data (missing observations and missing variables). What could possibly go wrong?

May 24, 2023

By K Ehrig

You are a geologist, geometallurgist, or metallurgist/process engineer and are fortunate enough to work for an organisation who asks you to design/execute a geometallurgy program. What seems like a simple request is actually not a trivial exercise. æRecipeÆ style manuals are not readily available. However, many æexpertsÆ are lurking around willing to deliver solutions which will solve all of your problems. Even though similar ore deposit styles (e.g. porphyry Cu, IOCG, Ni-laterites, calcrete hosted U, etc.) have many similar characteristics, each ore deposit is unique. Hence your geometallurgy program needs to be æfit-for-purposeÆ. This paper offers some insights gained via designing and executing geometallurgy programs from exploration through to production, and working at a mine where you are held accountable for your metallurgical performance predictors.CITATION:Ehrig, K, 2013. Geometallurgy - What do you really need to know from exploration through to production?, in Proceedings MetPlant 2013 , pp 28-33 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 15, 2013

Project managers must juggle many aspects to bring their project in on time, on budget, and in accordance with the aims of the project owner. Whether the project is a mining feasibility study, a technology implementation or a construction project, it falls to the project manager and his or her team to deal with risk from two standpoints, which may be at odds with one another. First, a project team must deal with risks to the project itself û that is, risks to on-time, on-spec and on-budget delivery against the value promise made to the customer. Second, there is the management of risks within the subject matter of the project, undertaken on behalf of the customer. The project manager cannot dodge this responsibility; yet there is a tendency (particularly in smaller, in-house studies) to avoid digging too deep, possibly for fear of what may be uncovered! This paper investigates the responsibilities of project teams in regard to risk management and reporting. It examines ownership of project risk; the nature of risk management activities undertaken by the team during the course of a project; and outlines some controls to ensure that the two opposing arms of project risk are reconciled for the benefit of both the project team and the project owner.

Jan 1, 2007

How the Australasian and Canadian Codes (VALMIN and CIMVal) approach mineral property valuation is described. Brief comment is also made on the International Valuation Standards CommitteeÆs interest in a global valuation standard for Mineral (Extractive) Industries and the South African SAMREC initiatives to adopt a VALMIN-like Code. The conventional tripartite classification of valuation approaches into those that are Market-based, Income-based and Cost-based is outlined. It is best practice to use as many of these approaches as possible (and as many methods as reasonable in the particular circumstances), given the quantity and quality of the data available on the Mineral Asset (which depends upon the state of development of the mineral property). The use of specific methods must satisfy the basic considerations of logic and reasonableness and the purpose of the valuation. The competence, judgement and repute of the valuer are critical factors, since all valuations are time and circumstance specific. What constitutes æMarket ValueÆ in the different jurisdictions is discussed and definitions are given. Challenges facing the globalisation of a VALMIN-type Code for the international Minerals Industry are the influence of real estate valuers and the US jurisdictional idiosyncrasies. This is mainly due to a fixation on real property rights with a preference for using real estate-like comparative sales techniques (Market Approach) to the exclusion of Income-based approaches; a regulatory reluctance in the US to accept that Resources have considerable value; and the International Accounting Standards BoardÆs preference for Historical, rather than Current Value, accounting.

Jan 1, 2002

By M S. Tuohy

Since the independent review of fatal accidents in the mining industry carried out by Dr Sean Brady (the ‘Brady Review’), High Reliability Organisations (HROs) and their operating principles have been discussed across the Queensland mining sector. HROs are organisations said to consistently avoid serious failures, reliably delivering their organisational objectives despite operating in environments characterised by high levels of inherent risk and/or operational complexity. HRO concepts have previously found application in other similarly hazardous industries to mining. However, as Hopkins (2009) pointed out, HROs ‘are very elusive creatures that inhabit the realm of theory more than the real world’. The Queensland Resources Council (QRC) with support from the Commissioner for Resources Safety and Health initiated a review of how HRO principles can be translated to the mining industry. The review was conducted by Noetic, an Australian management consulting company that specialises in hazardous industries, including mining and metals, and has prior experience applying HRO theory.

May 5, 2022

The 1999 edition of the Australasian Code for Reporting of Identified Mineral Resources and Ore Reserves (the æJORC CodeÆ) became effective in September 1999 and is the latest revision of a Code which was originally issued in 1989, but which has an ancestry dating back to the first JORC report released in 1972. The modifications introduced in 1999, which are briefly discussed in this paper, substantially improved the document, but did not materially alter the fundamentals of the Code, these being the Mineral Resource/Ore Reserve classification framework and terminology, and the requirements and guidelines for public reporting of Resources and Reserves. Codes or guides similar to the JORC Code exist or are under development in other countries, including the United States of America, Canada, the United Kingdom and South Africa. It is pleasing to note that the 1999 JORC Code has been used as a model by these countries in developing their latest standards, and has been a major influence in the formulating of international reporting standards. The JORC Code is primarily a document covering the reporting of the results of mining companiesÆ activities to the public. However, mining geologists are interested in practical assistance and guidance in carrying out their duties. The JORC Code provides this in four ways. It establishes a framework within which those preparing and publicly reporting Mineral Resource and Ore Reserve estimates must operate, by setting standards for the classification and reporting of Resources and Reserves and for qualifications of Competent Persons. It establishes the division of responsibility between the companyÆs Board of Directors and Competent Persons with respect to the preparation and reporting of Resources and Reserves, and empowers Competent Persons to materially influence how their Resource/Reserve estimates are reported to the public. It provides an extensive, detailed and practical check list of criteria to be taken into account in the preparation of Mineral Resource and Ore Reserve estimates. Finally, it provides a strong measure of due diligence protection in the event of litigation if it is followed with diligence and honesty.

Jan 1, 2000

The status of remote sensing data availability in New Zealand is outlined and discussed. Currently, two multispectral remote sensing satellites are providing regular data over New Zealand; aircraft scanner services are available from Australia.; operational radar satellite services are yet to materialise. The advantages and disadvantages of the various data types are compared and contrasted. Some image processing considerations are outlined.

Jan 1, 1993

By D Whitworth

The Golden Pig mine has embarked on a diamond drill program design philosophy that increases flexibility of the program by greatly increased drill pattern densities. The use of standard broad pattern diamond drilling at the Golden Pig mine has previously lead to operational inefficiencies and impacted significantly on the costs of the mine. The diamond drill program philosophy and its interaction with mine planning is explained. The case study of the E lode mining as used to internally justify the increased drill densities is detailed.

Jan 1, 2002

Water is required as a key strategic resource in most mining and metallurgical processes and, in some countries, it has become a limiting supply for the development of mining activity. During the last years, mining industry efforts have been successfully focused on water use efficiency in the different processes. However, these efforts will not be sufficient to compensate for the growing demand of mining products and the decrease of ore grades. New efforts should be oriented to the search for alternative water supplies such as sea water, with or without desalinisation, or water harvesting. But to survive this growing pressure and to get a social licence to operate, the mining industry can also assume a proactive attitude and pursue a prominent role in water management at regional and local scale. This paper reviews some of these emerging issues, particularly in the context of the Chilean copper industry.

Jan 1, 2009

By Grano S. R, Ralston J

It is the perennial problem most metallurgists face when examining data collected from laboratory float tests and plant surveys - there are more numbers than we know what to do with! The objective of this paper is to analyse and interpret a set

Jan 1, 1994

æSustainabilityÆ is one of those words that has gained more usage in popular discourse than in the dictionary. In fact it is not in many dictionaries at all. Typically, given this, it also seems to mean different things depending on whose lips it emerges from. It is now like a code word in that if people say it, you donÆt have to think about its meaning; it is just æthereÆ and is taken for granted. This is a problem for the mining industry as we are now using the term too and to be effective in what we do, we need to have a reality check and see how those outside who have views on us (æstakeholdersÆ maybe) use it. The core issue seems to be æsustainability of whatÆ: the industry?, a company?, the global environment?, particular ecosystems?, the community? At these levels, the term seems almost meaningless. If we do not even agree on what it is, at least broadly, our communication and possible partnerships for going forward will be difficult to say the least. One reference to æsustainÆ in my thesaurus is: æTo keep from failing during stress or difficultyÆ. This may be a clue to something approaching a common notion. I suggest that to use æsustainabilityÆ we make the following assumptions:that we are talking about human activity aimed at making a living that has an impact on the natural and social environment; that humans must make a living (though what this needs to include is problematic); that the impact of particular activities has been problematic to date and needs to be monitored, altered, stopped, etc; that there is stress on both social and natural environments; and that change can be effected in order that particular activities such as mining minimise their negative effects and maximise their positive. This is why we are taking part in sessions such as this one today. Two more initial observations: First, it strikes me that even with the above assumptions laid out, æsustainabilityÆ and æsustainable developmentÆ are too abstract and general as concepts. We have to break these high and mighty ideals down into workable, bite-size chunks, into practical ways of dealing with the world outside our sites and companies. Second, sustainability, on both sides of the fence, too often focuses on nature and environment as though they are independent of people and community. I would argue, perhaps provocatively, that sustainability is primarily a people issue and has to be tackled as such. I want to look at the overall climate for business today and how it has responded before I return to what we can and need to do as the mining industry to make æsustainabilityÆwork.

Jan 1, 2002

Answers to many questions arising in the different phases of exploration, estimation and production of a mineral deposit, can be found in the geostatistical theory of G. Matheron. It is shown that all these questions regarding sample size, number of samples, shape of drilling pattern can be answered as soon as the continuity of the mineralization is quantitatively characterized by means of a variogram. Next a formula which gives the variance of the error associated to any estimation procedure (i.e., any method and any sampling pattern) is given. Applications to the computation of the standard error of the'mean for various sampling patterns are shown, as well as how to use the formula to simulate several possible sampling strategies and choose the best one. Altogether it is shown how to answer the often heard question, "what happens if such and such sampling procedure is used?", rather than giving an hypothetical "optimal" solution.

Jan 1, 1976

By P Elliott, D Pershke

In a minerals processing context, sustainability is about using natural resources more efficiently to achieve maximum economic benefits with minimal environmental impacts. It embodies five overarching themes, which the paper will illustrate with practical examples from Australian minerals processing plants. These are:resource utilisation and materials efficiency,process waste reduction and enhancement of co-product values,reduction of water use and impacts,reduction of energy requirements and greenhouse gas emissions, andenhanced control of minor elements and toxic materials. Sustainability could be embedded profitably in minerals plant design in three dimensions: 1.technology,2.design, and3.operations. This presentation discusses a set of principles that could be applied to minerals processing technologies and provides an outline of sustainability assessment and opportunities evaluation tools. The application of the tools is illustrated through a case study by analysing a suite of nickel processing technology routes. The analysis reveals that current generation of nickel processing technologies do possess real potential to emerge as sustainability champions in integrated processing of nickel ores and concentrates, if they are designed, engineered, and operated for sustainability and adapted effectively to site specific constraints and opportunities. The paper will address data gaps and uncertainties regarding the impact of scaling up of pilot-plant performance, and provides strategies to overcome them.

Jan 1, 2006

By Kagl J, Publlier M, Nekitel S, Arumba J, Rangin C, Mosusu N

Since the advent of plate tectonic modelling, the Ramu-Markham valley has been thought the site of a classical island-arc/conti- nent collision zone. In this interpretation the units south of the Markham Valley are held to be island are / micrcontinental mate- rial accreted to Australia and those north of the valley are thought to represent a separate Finisterre island-arc terrane. Recent remapping by the Geological Survey of Papua New Guinea shows: (1) there is no terrane boundary along the Ramu-Markham valley (2) the Finisterre Volcanics are probably part of either a fore-arc sequence or oceanic plateau obducted onto a microcontinent/ volcanic-arc composite terrane, accreted to the continental Australian plate. A new tectonic model is proposed for northern PNG and involves: (I) Eocene to Late Oligocene subduction below a microcontinent remote from Australia to produce the Sepik are and related intrusives, the Finisterre Volcanics (fore-arc or possible oce- anic plateau), together with the Alife blueschist. (2) obduction of the Sepik arc in Late Oligocene-Early Miocene times over the advancing Australian plate. This resulted in crustal melting, some of the products of which are the Mid- dle to Late Miocene Akuna and Bismarck intrusive complexes of the Maramuni arc. (3) obduction of the Finisterre Volcanics began in Early Pliocene times and continues today. (4) post-Middle Miocene mineralisation is the result of melting after obduction of the Sepik microcontinent.

Jan 1, 1997