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By J Johansson

The aim of this paper is to discuss how to form work and organisations in the mines of the future. The Kiruna underground iron ore mine in the far north of Sweden is used as an example on how technical development affects organisational issues like skills, work identity and gender. Over a period of 50 years one can see a transformation of work from manual underground work to automation and remote control from surface level. What characterised the old underground workface was the close relation between man and the hard rock and with arduous physical work under dangerous conditions. Today, the face miners are located on the seventh level of an office building close to the mine. There is also an emerging, and in many aspects already evident, knowledge transformation û from the old and obsolete physical and tacit knowledge and skills (for example the ability to æread the rockÆ) to something new, which can be described as abstract æhigh-techÆ knowledge and skills. The modern technology has created a new type of work û new in terms of competencies and knowledge as well as workload and organisation. At the same time the mining company are recruiting more women and promoting the former pure male work as attractive workplaces for both women and men. All this has effects on how individuals and company create and recreate skills, identity and gender. To some extent the technological development predestines these changes, but there are some choices to be done when forming good work and organisations for the mines of the future. The traditional mining workplace culture and behaviours and the old type of masculinity, the æmachoÆ style, will be challenged by the new æhigh-techÆ work and new competency demands. The changes risk meeting restoring responses, which can have negative impact on the performance of the organisation, for example making it inflexible and perhaps ælaggingÆ behind the technological development. These questions need to be handled when planning future mining.

Jan 1, 2008

By P F. Hodkiewicz

"Our understanding of mineral resources relies on three basic steps: data capture data interpretation model construction. Until recently, all three of these steps required significant time and manual effort to produce a single resource model for mine planning, typically taking more than a year to progress from drilling to the final block model. Over the past several years, BHP Billiton has been developing innovative workflows in rapid resource modelling projects to significantly reduce these time constraints and make the process more productive by replacing manual activities with automated ones. Rapid resource modelling is the process of combining recently developed off-the-shelf technology with internal technology developments to fundamentally change the way we collect, interpret, model and evaluate geoscience data. Initiatives include automated systems and standardised workflows to make it safer, faster and cheaper to continuously update multidiscipline resource models. Specifically, rapid resource modelling workflows combine: real-time analysis of drill holes and drill samples with downhole tools and hyperspectral scanning systemsautomated interpretation of drill hole intervals based on pattern-recognition algorithmscontinuous modelling workflows using implicit modelling software. This paper outlines technology developments and workflows that provide a more thorough understanding of mineral resources to support faster and more informed strategic, planning and production decisions.CITATION:Hodkiewicz, P F, 2014. Rapid resource modelling – a vision for faster and better mining decisions, in Proceedings Ninth International Mining Geology Conference 2014 , pp 183–188 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Aug 18, 2014

By B Beale

Bow-tie analysis is a commonly used tool to identify and display risks that have the potential for an undesired hazardous event. The output of the analysis are bow-tie diagrams, which are an effective and versatile communication format that can be applied to any type of risk. Contrary to their simplicity, a proper bow-tie diagram that maintains its usefulness and clear communication is difficult to build. Over two decades assisting Major Hazard Facilities with bow-tie analysis for Safety Cases, several common mistakes have been identified. This paper aims to highlight those issues with examples and provide improvement strategies. A sample of the most common mistakes are: - overly complicated risk analysis - poorly scoped and defined terms - poor descriptions and justifications - identifying too many dependent controls. Overly complicated risk analysis leads to wasted time in obtaining data for little gain. The bow-tie diagram is only a model. Effort should be redirected into identifying and managing controls that will make a tangible difference to site risk. Broad scopes lead to enormous and confusing bow-tie diagrams for both the user and the workshop team. Defining the scope of the study, the consequence severity of interest and critical control characteristics creates focused workshops and targeted analysis. With more definitive scope, there may be more bow-tie diagrams, however, they are succinct and specific. Well described causes are imperative for clear communication to users, regulators and future bowtie review workshop groups. It is best to use common wording structures and explain the event stepby- step. Also, clearly document any likelihood calculations and use data references where applicable. Identifying all possible controls creates a false sense of security that there are many layers of protection. In reality, most controls are dependent on a single system or person and could all be compromised from a single failure. A definition of a ‘bow-tie’ control is required whereby it must be independent from other controls. Improving the bow-tie analysis process will assist operators in developing meaningful and ‘operational’ bow-tie diagrams to support risk management systems and practices.

Apr 16, 2024

Risk management has become an essential tool for mining companies to ensure their projects are well-managed and profit expectations are achieved. Risk management has also become a mandatory corporate governance requirement in Australia for publicly listed companies and equally important to attract investors. This paper provides a brief overview of the essential tools needed to implement a practical risk management framework to comply with the internationally recognised ISO 31000:2009 risk management-principles and guidelines from the perspective of small or soon to be producing mining companies. To?successfully?deal with the unknown and to manage the opportunities and risks involved with a mining project requires a clear understanding of the basic risk management principles. These include how to develop a project risk register, how to develop a project risk treatment plan and how to manage and monitor project risks to take full advantage of the opportunities presented.The first step is to identify and fully appreciate the risks that face a mining project. There are many risk identification methods that can be used including checklists, brainstorming and hazard and operability (HAZOP) studies. These often lead to a telephone book full of risks which are near to impossible to manage. A risk library specifically designed?for mining?projects containing no more than 100 risks will cover the major showstoppers, is practical and can be readily implemented and successfully managed.A risk framework also needs to be established which is compatible with the companyÆs structure and objectives. Once each risk has been assessed in regard to consequence and likelihood and the risk control systems are in place they need to be assigned to the responsible manager. The extreme or high risks will require a risk treatment plan to be developed. Risks will change during the life cycle of a mining project. Hence, a reliable monitoring system is also required for compliance.CITATION:Jones, J A, 2012. Mine project risk management, in Proceedings Project Evaluation 2012 , pp 117-122 (The Australasian Institute of Mining and Metallurgy: Melbourne).

May 24, 2012

By I R. F MacCulloch

Bacterial oxidation of sulfide minerals is a familiar and commercially available process to enhance gold recovery with problem ores. Pintail Systems, a Colorado, USA based company had developed bio-processes for gold recovery based on natural mineral formation and transformation in a global mineral cycle. The biological recovery of precious metals from ore involves a number of mechanisms that are dependent on the metal-mineralogical association. These processes include: partial bio-oxidation of sulfide ores; oxidation of gangue minerals exposing gold to leaching; surfactant properties of bacteria/nutrient solutions that improve wettability of ores and solution contact with leachable gold and silver; and microbial production and excretion of trace amounts of gold lixiviants, and bio-fracturing or biological alteration of ore minerals. Pintail has demonstrated enhanced recovery of precious metals during cyanide detoxification of spent heaps at the end of mine life. Biological recovery processes also have the potential to be applied to in situ mining technologies. The in situ process application could recover gold from subgrade deposits, small deposits or those ore bodies with uneconomic stripping ratios for conventional mining. In situ biomining can be accomplished at a fraction of the cost of conventional mining and leaching and does not have the environmental liabilities associated with many conventional gold lixiviants.

Jan 1, 2004

By P Standish

Qualitative risk assessment methods are not well suited to considering complex systems and potential interactions of new technology. As part of supporting tier one mining organisations and international industry groups, the author and colleagues have innovated processes to help provide better solutions to sites/companies considering a move to implementing proximity detection and collision avoidance systems. The process identifies required operating states for the system. By applying a combination of research and team-based analyses, a rigorous identification of credible failure modes which could cause these states to be lost, is identified. Finally, required business inputs, expressed in practical terms are distilled from regulator, industry, organisation and site in a way which clearly addresses the failure modes and so retain the required operating states. These business inputs identify improvements for site arrangements (EMESRT levels 1 to 7) before identifying functional requirements for technological collision avoidance solutions (levels 8 for advisory and 9 for autonomous). The paper presents a case study synthesised from multiple sites analyses and will provide guidance on where to find additional resources to assist in making the best possible transition to better equipment and road network solutions.

Jun 22, 2022

By C N. Hatton, K Ward

Tailings operations are inherently reactive as operations personnel continuously contend with a concentrator reject feed (tailings) transient in physical and engineering properties, which places a constant constraint on capital and operational spending. It requires a unique skill set to manage the prescribed distribution of tailings under unenviable conditions. Enter the tailings operator, an oftenundervalued commodity and untapped resource that can provide benefits beyond the rigors of dayto- day operational support. Experience consistently demonstrates that skilled and committed operators can serve a vital function in the safe construction of a tailings storage facility. It takes a village to raise a tailings dam. An important part of this process is establishing a culture of operational accountability and ownership. Operator development training is nothing new. However, we find that many of the intrinsic operator skills are left unexploited, and an operator's experiential knowledge base and creativity are commonly overlooked and underutilized. With proper training and guidance, these skills can be harnessed, contributing to safe dam operations. Operator engagement, when properly facilitated, provides tangible benefits ranging from improved tailings engineering properties to reduced closure costs. One important benefit is helping transitioning tailings management from reactive to proactive. There are many processes involved in the reactive to proactive transition process. One element of that process includes engaging operators in the tailings management process and facilitating legacy ownership. The core of operational legacy ownership is measured and described using five-stage operator engagement rubrics. Levels of operator engagement are presented with a description of the incremental benefits of each stage. An important part of legacy engagement is providing the tools to operators necessary for managing the tailings. Therefore, the approach identifies specific methods used by operations personnel to control tailings distribution and in-place properties. The end goal of leveraging operator engagement is to facilitate committed ownership and transition tailings management from an inefficient, reactive process to an improved, cost-effective, proactive practice.

Jul 1, 2021

The ASC has a dual role of business facilitator and law enforcer. Only certain types of expert report are of interest to the ASC. The powers of the old Companies Code and the Corporations law are compared. NCSC Policy Release 149 was dependent on the prescriptive powers given to the NCSC in the Companies Code. The Corporations Law does not give the ASC power to prescribe the contents of expert reports. The requirement now is for all necessary information. Research evidence is that some investors want simpler prospectuses while others need more detail. The ASC's examination of expert reports is after registration of primary documents. This leads to a necessity for experts to maintain adequate records.

Jan 1, 1994

By S Dykes, R J. McCarthy, B Klein

There is growing interest in the mining industry on the application of ore sorting. While many are familiar with particle sorting, including the limitations that technology presents (e.g. throughput), bulk sorting, with its higher throughput potential, is less understood. Despite the potential to sort at higher throughputs, few operations have adopted bulk sorting processes, certainly not at large scale. It is suggested that the inability to reliably predict outcomes from bulk sorting may be limiting its adoption in mining projects. Consequently, an evaluation approach for bulk ore sorting has been developed such that mass pulls and grade upgrades can be predicted in the context of a mining study. The approach allows for evaluation of drill core assays and application of the consequently derived heterogeneity relationships to the block model for estimation of sorting outcomes. These processes were applied to conveyor-based bulk sorting for the CuMo project in Idaho, USA and are described in this paper.

Nov 10, 2020

By A R. Penney

Safety management, both personal and that associated with catastrophic hazard, helps to define the success of mining companies. Personal safety management, often categorised by slips, trips and falls, has been widely addressed, with numerous approaches successfully adopted. Catastrophic hazard can lead to a single accident (eg ground collapse, underground fires etc) causing multiple fatalities. Catastrophic hazard management in mining is an emerging discipline, and as such there are various pitfalls to demonstrate its effectiveness and success; it is much more than simply meeting regulatory requirements. Various standards, guidelines, and leading practices are available for reporting key performance indicators. While measuring and reporting safety related key performance indicators (KPIs) such as Total Recordable Injury Frequency Rate (TRIFR), Lost Time Injury Frequency Rate (LTIFR), are important, they often lack detail, and give little insight into the effectiveness of catastrophic hazard management strategies and controls. Catastrophic hazards are low likelihood, high consequence events, and as such demand a different management approach. Companies cannot use the suite of personal safety metrics to help demonstrate management of catastrophic hazards. In-field verifications have revealed that senior management commitment to safety is often clear, well organised, and resourced. However, there are often some inconsistencies between what management promotes and plan, to what the operational teams understand and implement. Communication and clear understanding of expectations were the common themes identified to help empower supervisors to reinforce requirements of catastrophic hazard management. A lack of specific, measurable, and time-sensitive goals and objectives for the short- or medium-term, making it challenging to track progress was another key observation. Development of an integrated, multi-disciplinary auditing process executed by an experienced team of technical subject matter experts, provided an in-depth understanding of the requirements of catastrophic hazard management. Areas such as underground fire prevention, explosive storage, electrical safety, mobile vehicle interactions, ground control, inrush, and shafts and winders management have substantial overlap and intertwined processes, and similar strategies for emergency responses. Auditing of catastrophic hazards and safety management systems compliance is only the first step in safety assurance. Completing operational performance audits in technical areas and benchmarking the site verification of safety management documents and verifications forms a critical part to clearly demonstrate industry leading safety practices. No longer is it the external inspection or regular hazard management plan review requirements that dominate, but rather the culture of continual hazard identification, management, controls verification, underpinned by improvement and follow-up verifications of the corrective actions.

Mar 29, 2023

In the pursuit of commercial solutions for environmental issues, individual problems are often identified, considered and resolved in isolation from other environmental matters and always at the end of the cycle û after the problem has been created. Inter-relationships are neglected if they are not seen to obviously impact on a specific problem and the issue at hand is plucked from the environmental landscape and dealt with in total isolation to all else. In a Zero Waste approach to environmental matters, all outputs are pursued as potential inputs. Industrial processes are viewed as a variation on natureÆs theme and opportunity pursued above all else. When viewed from this perspective, industry appears to have forgotten its origins. It has forgotten that it is principally about people. The juggernaut of global trade has forgotten that it is a small part of a big landscape and that its principal participants, people, cannot exist without healthy soil. Commercial activity in all parts of the world relies heavily on the ability of agriculture to produce the necessary inputs for industrial production. The care and nurturing of our soils is fundamental, not only to the survival of humanity, but also to the economic systems that support that humanity and to the industry which profits by it. Actual levels of domestic recycling in many countries around the world seldom reflect the 90 plus per cent desire to recycle recorded in surveys conducted by local authorities in almost every country. If the desire to recycle is far removed from the end result, why is it that the systems provided are so ineffective? It is obvious that what we do need is a recycling system that both engages and rewards the participant and stimulates the innate desire to support the environment. A recent trial in New South Wales, Australia, demonstrated that by giving individual households credits for recycling organic wastes, not only will contamination levels fall dramatically, but increased yields, improved soil structure, improved land values, reduced fertiliser costs and increased water use efficiency give the farmer good economic reasons for purchasing and applying quality composted product. By underpinning and securing the agricultural community, we secure the future of industry. The æCity to SoilÆ project linked the economic on-farm benefits of compost use with reduced contamination through the provision of rewards paid for by the purchase of product by the farmer.

Jan 1, 2006

By L Eriksson, D Penn, J Appelgren

Atlas Copco, a leading supplier of equipment and services to the mining and construction industries, is consistently pursuing its strategy to offer the most productive and economical solutions by continuously offering new innovative products. These are, in most cases, developed and tested in close cooperation with demanding end users before being officially launched on the international market. The demands for higher productivity and improved overall economy have resulted in systems for automation of the drilling cycle and also tools for integrating the drilling equipment to the production control system used by the customer. In terms of improving the blasted material quality, the company has placed emphasis on accuracy in the drilling process and documenting what has been drilled. By applying state of the art technology to the common automation platform, developed for the surface drilling market, major steps in improving overall drilling productivity and blasting performance have been achieved. This paper will give some examples derived from the latest development of solutions for the companyÆs surface drilling products.CITATION:Appelgren, J, Eriksson, E and Penn, D, 2012. Rotary drilling automation increasing operator productivity and drilling quality, in Proceedings Eighth Open Pit OperatorsÆ Conference , pp 13-18 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Sep 18, 2012

By P A. Kirsch, A Hine

Mining is a major global industry that requires the moving of considerable volumes of earth and rock (overburden) to win the valuable ore prior to mineral extraction and processing. As a result of this process, new landscapes are created, both extracted voids and overburden piles, as well as infrastructure for management of mine operations, wastewater, tailings, other raw materials, transportation and extreme rainfall events. Resource companies must develop and obtain regulatory approval for detailed plans that manage this displaced material through all phases of the life-of-mine and rehabilitate the site at the time of closure (including landform stability, revegetation and ongoing management).Individual mine sites operate in long time frames (ten to 50 years), with several mines often operating in the same region, generating cumulative overburden volumes and heavily altering the original landscape. These impacts are universally framed as a negative consequence of the industry, especially by modern society that values natural (and some agricultural) landscapes as pristine and almost sacred. Overburden and tailings are also seen as a problem, and are a significant business cost to mining practice.This paper looks to investigate perceptions of mining and post-mining landscapes, questioning the aesthetically driven emphasis on the ‘natural’. It proposes instead an opportunity to reframe the way we look at overburden and landscape impacts from mining, exploring the possibility of imagined post-mine landscapes unburdened by traditional aesthetic expectations. These landscapes, to be conceived by regional stakeholder roundtables, have the capacity to be built by regional mining consortia as a foundation for sustainable post-mining economies.Post-mine regeneration offers both the motivation and the basic materials to create an altogether new environment from a blank slate. Few circumstances allow the opportunity to truly explore a re-envisioning of the land on a huge scale, and the possibilities merit serious consideration.CITATION:Hine, A?and Kirsch, P?A, 2014. Dreams of futures past – curating post-mining landscapes, in Proceedings Life-of-Mine 2014 , pp 121–138 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 16, 2014

By A G. Noble

Tunnelling for hydro-electric power projects can be a very challenging component of the overall development. In contrast to urban transportation tunnelling where the logistics for access and supply of power, water and other essentials are readily available, hydropower projects are usually in very remote locations and all necessary plant, equipment, spares and materials need to be brought in and the site must function as a self sufficient unit.For a large scheme the river diversion tunnel(s) are usually on the initial phase critical path in order to meet the non-negotiable deadline of river diversion before the onset of the wet season. A newly formed tunnelling crew, once mobilised to the site for the project, will face the first major learning curve of the project’s systems and logistics during this critical tunnelling activity.Power tunnels convey the water to the turbines in the powerhouse and are usually on the critical path for the main works, especially if the scheme comprises a powerhouse located within an underground cavern. A modern cavern arrangement requires a complex warren of various openings: access adits, ventilation/cable tunnels, shafts, surge tunnels, etc.Hydropower tunnel construction tends to be dominated by tunnel boring machine (TBMs) or drill-and-blast excavation techniques and each has its challenges in very remote locations. TBMs still have long lead times as for any type of project, but additionally require a thorough roads and bridges infrastructure assessment of the country from the port of entry to the site to ensure a problem-free delivery. In some cases the project also requires the establishment of a complete precast concrete segment production facility and the space for creation of laydown areas; there is no ‘just-in-time’ delivery mechanism applicable to typical remote hydropower sites.This paper highlights the technical and risk management considerations in the planning, design and construction of tunnels for hydropower projects. It contrasts the typical factors that govern the design of urban transportation tunnels with those for remote hydropower tunnels. The perspectives of stakeholders are provided including those of international lenders. With examples from large and small scale projects across the globe it provides an insight to all parties and in particular, those tunnellers that are working in the hydropower field for the first time.

Mar 8, 2011

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

By Boland J

Prediction of rock cuttability by various excavation machines such as tunnel boring machines, road headers, rippers, picks, roller disc cutters, excavators, etc is of major concern to both civil and mining engineers and rock mechanics. In principle, the design of a rock cutting tool is based on achieving maximum excavation with minimum input energy, minimum applied force, minimum equipment weight and volume and, more importantly, minimum tool wear. When a rock material is indented by the force of a cutting tool and then unloaded several material zones form underneath and around the tool. As the tool moves into the rock the volume of its associated rock cavity (ie volume of displaced rock) expands and depending on the indenter's shape various phenomena may occur. Immediately beneath the tool a small zone in which the stress state is more or less hydrostatic, is formed which is underlain by an inelastic, or damaged, material zone. Both size and shape of this damaged zone control the magnitude of the indentation force and the chip formation mechanism during unloading. The rock is unable to store the whole strain energy induced by the tool and consequently the extra energy is expended either in forming new fracture surfaces and/or in plastic deformation in the damaged zone. Therefore, it is not surprising to see that both perfect-elastic and rigid-plastic constitutive models are not generally suitable for modelling indentation of rocks. In contrast elastoplastic constitutive models are more appropriate as they can include both elastic and plastic deformations (Kral et al, 1993). Elastic solutions for several half-space indentation problems can be found in most text books on elasticity and in particular in Timoshenko and Goodier (1951), Sneddon, (1951), Poulos and Davis (1974) and Johnson (1985a). If a failure criterion, eg the Mohr-Coulomb failure criterion, is applied to delimit elastic solutions for indentation problems, a lower bound limit of the applied indentation force (for a given indentation depth) can be estimated. It may be noted that elastic analyses, without any delimiting failure criteria, normally overestimate the indentation force. Plastic solutions for a few indentation problems may be found in Hill (1950), Johnson, (1985a) and Alehossein et al (1992). When analysing the behaviour of indented rocks the choice of an appropriate constitutive model describing effectively the behaviour of the rock at various stages and phases during indentation is a challenging issue. Several questions need to be answered before starting an effective analysis. The first question is of course: Which one of these is more appropriate for modelling zones underneath and around a cutter, elasticity or plasticity theory, continuum damage mechanics or fracture mechanics, and what is the bridging link between these various theories? Which mode is more dominant in fracturing rock, tensile or shear mode? What governs the mechanism of chip formation? What is the function, shape and the behaviour of the pulverised zone that forms just underneath a cutter? Is the hydrostatic stress state assumption reasonable for this zone? How does the rock change during the absorption and dissipation of the input energy and how does the indentation energy vary with rock type and depth of penetration? How can we model the damaged zone under the indenter? Furthermore does a plastic material form beneath the pulverised zone? When and how do radial and ring cracks form around and under an indenter?

Jan 1, 1995

By A Chadwick, J de Ross, C Adams

Imagine a æshinyÆ new mine, $1 B in the bank and record commodity prices. So how does a company and its management team create enough tension to maximise profit and to establish a culture that can weather the good and bad times?That was exactly the situation the team at OZ MineralsÆ world class Prominent Hill mine in South Australia faced in 2009.Three years later, the harder times have come - lower though still healthy commodity prices, rising industry costs, fierce competition for talent, geological and technical issues (common to developing mines). However, the company was able to maximise profit during the good times and equip the culture to deal with the tougher times with minimal turnover.Through the combination of simple systems and processes, people development, application of commercial technical acumen and a combination of yin and yang leadership, OZ Minerals has achieved something quite rare - sustainable continuous improvement.The journey started with a vision. The EGM Operations created the æsparkÆ. The dream was to create a æfranchise mineÆ that could be rolled out to new mines and acquisitions as the company grew. However, the real leadership came from his lieutenants who provided the important yin and yang. The GM commercial provided the tools, processes, systems and the bottom line focus. The GM operations focused on culture, leadership, training and sustainability. This powerful combination (along with some good old persistence) was able to create the critical mass required to make continuous improvement go æviralÆ.This paper explores this unique case to uncover the essential ingredients that were created and mixed together. It will touch on the key human, technical and system elements that helped achieve significant improvements in plant recoveries, mine throughput and operational efficiencies, while overcoming human capacity, geotechnical and contractual challenges.CITATION:de Ross, J, Chadwick, A and Adams, C, 2012. How to create a perfect storm, in Proceedings International Mine Management 2012, pp 239-250 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Nov 20, 2012

By T Stambolie

Mine planning processes are continuously evolving, increasing in complexity, and are required to be developed in shorter timeframes, often missing important steps in the process. Underground coal mines are also moving into more challenging environments, with the more favourable resources having been exhausted. In addition to traditional mine planning processes there is an increasing level of complexities associated with parallel systems including the preparation of Joint Ore Reserves Committee (JORC) compliant estimates (JORC, 2012 and Guidelines Review Committee, 2014) or seeking critical regulatory development consent to undertake mining. There is a clear link between geotechnical considerations and success of mining operations, and therefore it is essential that such considerations are elevated in both status and priority. It is obvious that geotechnical considerations are paramount in any mine, however it is imperative to accept that such considerations, and the collection of information relating to such, are undertaken from the onset of any mining project. CITATION:Stambolie, T, 2018. Elevating geotechnical considerations in the Australian underground coal industry and mine planning process, in Proceedings The Fourth Australasian Ground Control in Mining Conference (AusRock), pp 383–391 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Nov 30, 2018

By P Thompson, B W. Atkinson

Water treatment is not æcore businessÆ for mining companies.Just as mineral ores and coals are unique, each requiring detailed characterisation and pilot-testing to determine their optimum beneficiation route, so too are mine waters, each requiring careful assessment to determine the most appropriate treatment. There are many cases of æregret capitalÆ expenditure, whereby mines have installed off-the-shelf equipment only to find it inadequate for their purposes or grossly expensive and labour intensive to operate.Water may be required for potable purposes, ore processing, dust control and/or irrigation. A major driver will frequently be environmental constraints for off-site discharge. Mine water projects can become very complex, and detailed models need to be prepared and optimised to properly consider the raw water sources, the on-site storages, the on-site uses and the off-site discharges, as well as handling the residuals (by-products) of water treatment. By-products may be in the form of concentrated backwash streams or streams of elevated salt content. Careful management of the by-products is required to avoid recontamination of the source water.Regulators often drive mine owners toward reverse osmosis (RO) so that their discharges can be considered as æzero dischargeÆ in terms of potential pollutants. Such decisions need to be based on site-specific information rather than any form of æblanketÆ requirement. An analogy is that many humans like to consume mineral water rather than ænormalÆ tap water. Receiving environments also accommodate or even prefer their æmineralsÆ and so RO is neither warranted nor sustainable in many cases.This paper presents two case studies for operating mine sites, both of which have a significant excess of water requiring environmental discharge. The examples demonstrate a sensible balance between treatment type, environmental constraints, process implementation and residuals management. LIMN« æthe flow sheet processorÆ was used to model one of the case studies due to the complexity of the water system on that site.CITATION:Atkinson, B W and Thompson, P, 2013. Mine water - optimising for site and environment, in Proceedings Water in Mining 2013 , pp 9-14 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Nov 26, 2013

By M A. Noppé

Mining is inherently a risk-based business and risk governance is an integral part of corporate assurance and business decision-making. Mineral Resources and Ore Reserves are the key assets for a minerals company and senior management/company boards require assurance regarding the likely accuracy of estimated and reported technical information. Reviews and audits improve the level of assurance in the reliability of estimated short-term (grade control) estimates, reconciliation, Mineral Resources and Ore Reserves.Peer reviews and audits contribute not only to governance processes, but also provide valuable technical improvement opportunities, as well as mentoring and professional development guidance to those whose work is being reviewed. Technical review is particularly crucial at a time in the industry when companies are running lean or perhaps inexperienced teams, with limited technical or management oversight.Despite both industry guidance and some companies’ standards expecting or requiring reviews and/or audits of Mineral Resource and Ore Reserve generation and reporting processes, it is surprising how infrequently or ineffectively these are actually carried out. Examples of governance systems are presented, which include appropriate peer review processes that if effectively applied, can identify shortcomings in technical processes and provide timely correction to prevent, or mitigate against, erroneous outcomes.Peer reviews are ideally carried out concurrently with the preparation of data, selection of estimation procedures and validation of outputs from Mineral Resource and Ore Reserve estimation prior to the handover of results between disciplines, or the final reporting of results. Audits, on the other hand, are generally retrospective reviews by independent and/or external reviewers who rate the risks inherent with an already completed process, identifying opportunities for improvements in the future.This paper outlines the main components of peer reviews and audits, discussing how a combination of these can provide a structured and objective assurance system leading to systematic and disciplined processes to improve the effectiveness of, and confidence in, grade control, reconciliation, Mineral Resource and Ore Reserve risk management, and support good governance.CITATION:Noppé, M A, 2017. Improved assurance for Mineral Resource and Ore Reserve estimates and reporting through peer review and auditing, in Proceedings Tenth International Mining Geology Conference 2017, pp 143–148 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Sep 20, 2017