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By J M TORLACH

Learning is an iterative process, and we might reasonably expect that after more than a century of mining during an era of sustained technological development, (following a millenium or two of unrelieved hard physical graft), that the more obvious physical hazards could by now be competently managed. It is perhaps a reflection on the perversity of human nature that we have not fully learned our lessons in this exacting environment, and that worse, we have still too often failed to profit by the experience of those lessons. The more obvious underlying factors which impact on this situation are examined briefly, as a prelude to consideration of some outstanding examples of recurrent problems experienced in recent years. Reasons for the continued existence of sub-standard practices are outlined, with a focus on the human element, and finally proposals for appropriate remedial strategies are summarised. This paper therefore seeks to examine and discuss some of our deficiences and to suggest some directions for the way ahead.

Jan 1, 1992

By N Burgio

Block cave mines are often thought of as rock factories where high volumes of production are mined from a fixed area suggesting little requirement for geological input and control. Yet caving operations have peculiar and specific technical requirements from prefeasibility through to post-mining reconciliation. Whilst essential elements such as resource definition, geological interpretation and sampling strategies are common to all mining methods, planning for a block cave requires a different emphasis and philosophical approach in how we deal with these issues. We will examine why a geoscientist’s input is critical towards the successful planning, design and monitoring of a caving operation.

Aug 22, 2011

By A Galley, M Plouffe, T Hynes

Canadian mining research has recently been reinvigorated through a pan-Canadian research strategy driven by the industry, the research community and government departments. These organisations have come together to form the Canada Mining Innovation Council, whose role is to focus and increase mining research in the country. One of the major themes of the organisation is environment; including major research initiatives on energy, tailings and environmental stewardship. Other major initiatives on exploration, mineral extraction and mineral processing will also consider environmental benefits in the research projects they undertake. All the initiatives have their priorities determined principally by the mining and exploration companies, whose first obligation is to determine the long-term research priorities of the industry as a whole, rather than for their individual companies. Only after industry consensus on priorities does the research community become engaged in the implementation of specific projects to address those identified priorities. A goal of the program is to effectively create a virtual mining research laboratory, by engaging all the major research centres in the country. Membership to date includes most of the major mining companies operating in Canada and almost all of the mining-related universities. Other members include federal, provincial and territorial governments, consulting and service companies and manufacturers.CITATION:Hynes, T, Plouffe, M and Galley, A, 2012. A new approach to mining research in Canada, in Proceedings Life-of-Mine 2012 , pp 333-338 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 10, 2012

By T P. Medhurst

In many cases mine design is the most important driver of the profitability of a mining project, however to reach an æoptimumÆ mine plan many compromises have to be made. Some of the fundamental profit (and loss) drivers relate to stoping methods and stope design parameters. Inevitably trade-offs have to be made between the stability of underground openings, ground support costs and production efficiency. This paper looks at the role of geomechanics in the mine planning and design process. The concepts of æcontrollable lossesÆ and æuncontrollable lossesÆ are developed as a means of partitioning ground control costs. A stope design example is given which provides a method of examining mining costs, and includes a decision making element in order to quantify geotechnical impacts and select stope dimensions. The method also provides a general framework as a means of balancing ground control costs against maximising returns from an underground mining project.

Jan 1, 2000

By F I. Cox, D Peeler, T Bodisco

"Diesel particulate matter (DPM), in particular, has been likened in a somewhat inflammatory manner to be the ‘next asbestos’.From the business change perspective, there are three areas holding the industry back from fully engaging with the issue:There is no real feedback loop in any operational sense to assess the impact of investment or application of controls to manage diesel emissions.DPM are getting ever smaller and more numerous, but there is no practical way of measuring them to regulate them in the field. Mass, the current basis of regulation, is becoming less and less relevant.Diesel emissions management is generally wholly viewed as a cost, yet there are significant areas of benefit available from good management.This paper discusses a feedback approach to address these three areas to move the industry forward. The six main areas of benefit from providing a feedback loop by continuously monitoring diesel emissions have been identified: Condition-based maintenance. Emissions change instantaneously if engine condition changes. Operator performance. An operator can use a lot more fuel for little incremental work output through poor technique or discipline. Vehicle utilisation. Operating hours achieved and ratios of idling to under power affect the proportion of emissions produced with no economic value. Fuel efficiency. This allows visibility into other contributing configuration and environmental factors for the vehicle. Emission rates. This allows scope to directly address the required ratio of ventilation to diesel emissions. Total carbon emissions. For National Greenhouse Emissions Reporting (NGER)-type reporting requirements, calculating the emissions individually from each vehicle rather than just reporting on fuel delivered to a site.CITATION:Cox, F I, Bodisco, T and Peeler, D, 2014. Continuous remote emissions monitoring – the lynchpin for air quality management, in Proceedings 12th AusIMM Underground Operators’ Conference 2014, pp 137–142 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Mar 24, 2014

Times are changing for the mining industry. Civil society is demanding that miners pay more attention to the ways they impact on, and engage with, communities around their mines. Miners, in turn, are being forced to adapt and learn new social skills for which they were not originally trained. They are doing so in the middle of a broad resources boom, which is adding short-term operating challenges at the same time as miners need to be developing thoughtful solutions to longer term community issues. This paper examines a number of the issues that now loom on the horizon of mining companies. These include: human resources challenges and the crisis in minerals education; continuing community and social expectations of the resources industry and the impacts they will have, for example, on product stewardship, greenhouse gas emissions and the use of increasingly precious water resources; and current impediments to mineral exploration spending.It is concluded that the greatest challenge for the minerals industry is to develop a stronger cadre of local leaders and for the larger global miners to empower their local management to take on stronger public leadership responsibilities. There is a need for executive leadership to remember both the longer term and shorter term cyclical nature of the mining industry in developing solutions to community problems. Above all there is a compelling case for mining industry leaders to be more actively engaged with the wider community in the resolution of these issues.

Jan 1, 2005

By B Rouvray, R Bertuzzi

The development of a design-and-construct tunnelling project in Australia from its concept to its construction requires designs to be prepared and reviewed at several distinct stages prior to documenting ‘for construction’. On recent projects the post-tender stages have been variously called 30 per cent—70 per cent—100 per cent; or concept–substantial–final; or system definition–preliminary–critical. The design is reviewed at each stage by the designer’s internal reviewer, the contractor and its independent advisor(s), the owner and its independent advisor(s), the project’s independent certifier, proof engineers and often third-party stakeholders and their advisors. Documentation for each stage often dominates the design effort, at times distracting from design. This paper presents the authors’ experience of this design-and-review process. Comparisons of design budget and actual design spend and design program implications are presented. It is postulated that a subtle change has occurred in our industry that has diminished the value of the design dollar. Is there a better process? An alternative is suggested.CITATION:Bertuzzi, R and Rouvray, B, 2014. Reducing the cost of tunnel design in Australia, in Proceedings 15th Australasian Tunnelling Conference 2014 , pp 501–506 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Sep 17, 2014

Traditional in situ fan flow test methods under accepted standards require determinations to be made of both static pressures and total pressures during testing. This is to determine the resultant velocity pressures, which are vital in the accurate determination of the final fan airflow. These crucial velocity pressure (Vp) determinations are normally determined using simple manometric instrumentation such as an electronic manometer or an inclined liquid filled manometer. There is relatively little noise or fluctuation in the static pressure determinations and they can be quite easily and accurately recorded. There is almost always considerable fluctuation in the velocity pressure determinations though due to the highly turbulent and irregular velocity profile normally found in such in situ installations. This velocity turbulence means that the recording of such data is subject to random human error as the observer tries to average such fluctuations mentally during the observation period. Worse than this, and in the extreme, the recording of such velocity pressure data could actually easily be misreported if, for some reason, persons chose to do so.The author has devised a field method using highly accurate quartz crystal logging barometers to objectively record these velocity pressures. The method eliminates the ability to either mistakenly or intentionally misreport these crucial velocity pressures and is carried out in parallel with the recognised methodology, so result comparisons can be drawn. As such, a far greater level of confidence can be achieved in the final flow performance results than using the traditional more subjective method. Further to this it is difficult and almost impossible to refute the results using this ancillary substantiation method.The accurate determination of fan flows due to the impost of the carbon tax has taken on much more significance given the financial impacts in Australia at this time. The methodology detailed herein can be applied equally for both fan flow compliance testing and the verification of mine airflow data for greenhouse gas emission evaluations.The paper utilises the results of one 24-point pitot traverse to demonstrate the various findings. These include the very wide range of velocity pressures, which were logged at most of the measuring stations. It also illustrates how the method is utilised and compares the results derived from both this method and the more subjective traditional method along with the benefits of logging the velocity pressure results during the testing process.CITATION:Rowland, J A, 2013. Removing some subjectivity from traditional BS 848 and ISO 5802 in situ fan flow tests, in Proceedings The Australian Mine Ventilation Conference , pp 155-162 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 1, 2013

By S B. Fitch, S A. Wilson, A J. R Barr, P R. Searle

Improving the safety culture and performance of any operation is a fundamental goal of every mine operator. Methods of implementing, or changing a culture have developed from the early methods of operant conditioning, for example rewarding crews for achieving nominated safety milestones i.e. 3 months Lost Time Injury (LTI) free through to the current model of engaging a workforce through education and empowerment. As a large scale and mature operation with multiple contractors, Telfer has been exposed to numerous programs throughout its history. This has provided the opportunity to build on and complement these systems by integrating key elements from each. SAFE 360° is a new approach developed to engage the workforce in a holistic approach to encourage positive behaviours across all facets of an individual’s life which results in a focus on situational awareness at all times, rather than being workplace specific. It is based on three key modules: • Emotional Intelligence • Mindfulness • Situational Awareness Each module has a series of modules that help enhance the individual’s sense of self, leading to an ability to self-reflect and self-manage whilst empowering them with the moral courage to challenge their peers to raise standards. Since commencing this SAFE 360° behavioural safety risk management journey in November 2017, we have witnessed a change in the way our workforce engages with each other, their workplace and with management. There has been an increase in hazard perception, identification and ownership of issues, and we have seen a significant decrease in site TRIFR rate from 13.7 to 5.7 (as of April 2019). This paper will provide an overview of the program, how it has been implemented, case studies to demonstrate outcomes and KPIs used to measure effectiveness.

Mar 15, 2021

In Australia we usually define "resource" in purely material terms, and rarely relate it to intellect and human capacity. We look at the sheer abundance of our natural resources and are satisfied with the feeling that we don't really need-to rely on using our brains. Certainly our country is fortunate to have the mineral resources it does, but in many ways Australia's worst enemy is its "lucky country" syndrome because we tend to underutilise the great resource we have in the capacities of our people. Raw material exports will undoubtedly continue to contribute a major share of our export revenue, but to harness the riches our country has to offer most effectively we need the vision and planning necessary to bring together our material and human resources. There is a need not only to find, exploit and process our minerals economically, but to turn as much of our mineral wealth as possible into high value products before it leaves the country. In particular we must use our brainpower if we want to maximise economic benefit from and political influence over the strategic minerals which leave our shores. In the past we have been successful in finding and exploiting minerals because our mining industry has been in the forefront of private sector research and development. But if Australia is to have an advantage over other mineral rich countries in insulating itself from the effects of cyclical swings in commodity prices, then the future of the industry must lie even more in technological sophistication rather than depending. on such considerations as size and location of mineral deposits. To survive, our mineral industry must have the foresight and resourcefulness to make its own luck. There are two keys to increased efficiency in exploration and production and in further processing methods: enhancement of the skills of the workforce and continual improvement of R&D.

Jan 1, 1986

This paper endeavours to lay as concisely as possible, before the members the salient features of local gold milling practice, and to point out in what respects this practice differs from that of other large mining camps. This is essentially a free milling ore the gangue being quartz and the gold occurring in a coarse form. At times the ore crushed contains a good deal of slate, the latter imparting to the tailings a somewhat leaden hue.Small amounts of sulphides, chiefly iron pyrites, and at times smaller quantities of arsenical pyrites, zinc blende, and galena are contained in the stone. The average amount of sulphides contained in the ore cannot well be ascertained, as the concentrate obtained in all cases contain too much silica to form a basis of calculation...

Jan 1, 1902

By J Jackson, D C. Curry, A C. Keith

Australian Bureau of Statistics (ABS) data shows that since 2006 the balance of capital costs associated with mine development has become weighted greater than 75 per cent to enabling infrastructure and less than 25 per cent on process plant, equipment and machinery. The well-developed mine planning techniques including pit optimisation and scheduling and process plant design and optimisation have typically proceeded in a linear fashion from geology, mine planning, through processing, with some iterations back to the mine. Only then is attention paid to planning and costing of enabling infrastructure in any detail.Optimisation has typically involved developing cut-off grades, mine plans and schedules and ore processing that produces maximum economic ore. Infrastructure has then been sized æto suitÆ the mining and processing core business drivers.What the ABS data, together with global trends, indicates is that infrastructure can no longer be an afterthought if miners wish to achieve robust project value estimates, realistic ore to market costing and resource statements based on achievable economic cut-off grades.In addition, with such a large proportion of the costs originating from non-mining or processing activities, a mining operation can only be truly optimal if these aspects are given due consideration in the mine design stages, based on quality geometallurgical inputs so that the size and cost of enabling infrastructure is optimised to maximise project value.This paper outlines an iterative holistic approach to mining project development, which integrates the geometallurgical approach and enables infrastructure planning into project design and evaluation. It presents case studies showing reduced overall costs, increased net present value (NPV) and reduced project delivery timelines.CITATION:Curry, D C, Keith, A C and Jackson, J, 2013. Is a 2.5 per cent success rate good enough? Traditional mine development methods have the tail wagging the dog, in Proceedings The Second AusIMM International Geometallurgy Conference (GeoMet) 2013 , pp 113-128 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Sep 29, 2013

By G Malherbe, J Gonzalez, D C. Franklin, J Bassan, C T. Farrelly

To respond to ever-increasing challenges, mining companies have been experimenting with new business models and technologies in order to speed mine development, production, processing and transport. The various experiments involve mobile access to data, intelligent sensors, advanced analytics, virtual collaboration, virtual reality, automated equipment, remote operations centres and strategic partnerships. A synthesis of all these components creates a ænetwork effectÆ that can dramatically improve the overall effectiveness the entire operation. The concept of the Network Centric Mine borrows from a variety of industries, including defence, aerospace, aviation, petroleum, utilities and manufacturing. Central to the concept are improvements to the way we connect people, process, information and technology, resulting in a more highly collaborative business model, with roles and processes designed to take advantage of new technology. The components of the mining operation act as a connected network aimed at a common goal, regardless of the boundaries of organisation and location.The design of this new organisational ecosystem needs to take into account the recent advances that enable the æplug and playÆ integrated collaborative environment, including cloud computing, mobile devices and social networking, as well as advances in augmented reality, robotics, geo-location, digital labelling, simulation and analytics. However, the most consistent lesson from other industries is the need to properly enable the behaviour and process changes necessary for success.Benefits from adopting a network centric approach include the more effective use of scarce expertise, improved data and information analysis, reduced process variance, and more informed and faster decision-making. The future of mining will see more technology savvy workers who will drive the adoption of new processes. The operations will shift from a relatively static and disparate set of functions, to a digitally aware, dynamic, automated, integrated and interactive environment, with increased agility, lower operating costs, higher productivity and improved safety.CITATION:Farrelly, C T, Malherbe, G, Gonzalez, J, Bassan, J and Franklin, D C, 2012. The network centric mine, in Proceedings International Mine Management 2012, pp 143-160 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Nov 20, 2012

By I Manege, S M. Bennett

The PT Kaltim Prima Coal (KPC) operation is a large scale coalmine operating on the east coast of Kalimantan (Borneo), Indonesia. Originally developed under a coal contract of work (CCOW) with the Indonesian Government, new legislation has led to uncertainty as to the actual life of the mine, the size of the operating lease or mining area, the rehabilitation compliance requirements and other areas of concern. The actual life-of-mine (LOM) plan is therefore in a constant state of flux and must be updated and modified with every new piece of information.Under the CCOW system, the mine life ran from the first year of production (1992) for 30 years (2021), with the potential to extend for a further two ten-year periods. KPC has always intended to run until at least 2041. Under the new legislation, the potential term of the CCOW (to be replaced by a mining license) is open to interpretation, resulting in KPC having to prepare plans allowing for a LOM that may end in 2021, 2031, 2041 or a range of other possible periods of time.Uncertainty about legislation (and hence the mine life) possible production rates and available work areas; variable coal prices and costs; varying management contexts; the substantial reserves available; difficulty sourcing dump space; potential rehabilitation costs and the dependence of a community of over 100 000 people on a single operation sees the LOM and mine closure teams preparing dynamic yet thoroughly robust plans that are updated on multiple occasions per year.This paper will describe the procedure followed by KPC and the potentially show stopping issues that must be dealt with.CITATION:Bennett, S M and Manege, I, ?2014. Life-of-mine planning in a dynamic environment, in Proceedings Life-of-Mine 2014 , pp 379–388 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 16, 2014

By D Connelly

As the resources sector becomes tougher with rising costs and cyclical metal prices, mining companies need to continue to reduce their costs and do more with less. Many new resource projects fail to come in under or on budget based on Feasibility Studies. Particularly, capital expenditure (CAPEX) proves difficult to achieve for resource projects. A number of resource projects have failed because of aggressive plant CAPEX cost cutting resulting in projects with no surge capacity and are unable to achieve design throughput. In addition, the plants are not operable because of the omissions. In recent times many businesses have also experienced the "costs" of simply implementing aggressive operating "cost cutting” measures as a strategy for solving business performance problems. This paper looks at technology driven, employment related, luxury cuts, department cuts and restructuring cuts. In the past companies used an incremental approach based on the use of past budget information as an integral part of the budget construction process going forward. The use of performance reports and Management Information Systems (MIS) is examined along with the role of continuous improvement in achieving sensible cost cutting.

Aug 8, 2011

By G Danckert

The key technical theme of ‘orebody knowledge’ has been applied by Rio Tinto in the Pilbara iron ore precinct from 1966, when operations first started there. It forms the basis of present day application, as well as planning for the future.This paper will review how the early towns and mines commenced and how they formed the basis of Rio Tinto’s early operations, on which the Pilbara precinct has been based. A profile of the last decade of Pilbara growth will be highlighted, together with the current integrated network of mines, rail and ports and the next generation of expansions.The paper will specifically describe the Rio Tinto process of significant resource evaluation, including comprehensive drilling programs and the conversion from resource to reserves. It will also describe the overall mine planning process, both from the strategic view, as well as for short-term mine plans.The ability to innovate in resource development will be discussed. This will include not only the technical dimension of changing cut off grades, use of low-grade ores and managing low-grade stockpiling and beneficiation, but also the broader application of new technology and innovation in the iron ore business.

Jul 11, 2011

By Riley S. J

Ranger Uranium Mine is located within the Alligator Rivers Region of the Northern Territory of Australia and surrounded by the World Heritage listed Kakadu National Park (Figure 1). The mining operation is currently producing about 1500 tonnes of uranium oxide annually, as well as considerable volumes of waste rock, low grade ore and tailings. The rehabilitation of the project should ensure that the radioactive mill tailings and other contaminants remain contained for at least 200 years, as required by the existing guidelines (Commonwealth of Australia, 1987). The present uranium mining operation is regulated by the Northern Territory Department of Mines and Energy who must refer to the Environmental Requirements when considering regulatory options. These Environmental Requirements were agreed by the

Jan 1, 1994

By Riley S

Many regulatory bodies have, or are considering, guidelines that require rehabilitated mine spoils to be erosionally stable (satisfying quantitative limits) over specified design lifetimes. One of the problems facing the industry is that many of the computer models used for erosion assessment were developed for agricultural applications and are unable to predict the change in the shape of engineered landforms over extended periods of time. In particular, they cannot predict where valleys and gullies will develop in the landforms and how big or deep they will be. Furthermore, many existing models require considerable skill to use. A computer model (SIBERIA) developed by the first author, able to model this valley and gully development over long design lifetimes, and which is directly based on digital terrain maps is discussed here. Proposed rehabilitation strategies for waste rock dumps at Ranger Uranium Mine as assessed with SIBERIA are discussed. New features of SIBERIA of interest to the mining industry include the spatial distribution of erosion, deposition and gully development, and various measures of the quantitative risk of failure. A collaborative project with the Queensland Coal Association, involving the first author, aims to deliver these capabilities to the coal industry in a user-friendly package. The objective is the cost-effective rehabilitation of strip mines. Some preliminary results from this project are presented.

Jan 1, 1994

MR. W. E. WAINWRIGHT occupied the chair, and in introducing the lecturer said, on account of the absence of the vice-president, it fell to his lot to introduce the lecturer. Mr. Tennberg, he said, was visiting Australia, and those present might wonder who he was.He understood that the lecturer w~s a reputable practising geophysicist, associated with a reputable company! It was rather desirable perhaps to say that the Institute had made some inquiries with regard to his status. Geophysics was a comparatively newscience, and had suffered several hard knocks in Australia and elsewhere. Most of those knocks had been the result of undue optimism of a number of people who did not understand what they were talking about. It had been claimed that geophysics was a...

Jan 1, 1930

By T Nassis, P Louw, M R. Fry, T du Toit

Business intelligence (BI) and business analytics (BA) are established IT technologies that are used extensively in the business environment. This paper discusses the use of these technologies in production environments and beneficiation plants.Assmang’s Khumani mine is an iron ore operation located in the Northern Cape, South Africa. Assmang Limited is jointly owned by African Rainbow Minerals Limited and Assore Limited. This paper presents a case study of a BI solution applied to this plant, which is used by metallurgists, supervisors and all levels of operations and management to extract and analyse data to control and optimise the operation of the plant.The main advantage of adopting an established BI solution is the ease with which production personnel can extract and analyse data. The data is easily presented in familiar spreadsheets and no IT staff or specific training is required to achieve this.The solution adopted at Khumani mine uses a data mart with a multidimensional model (called an online analytical processing (OLAP) cube) acting as the main repository and source of data. The OLAP cube simplifies the access and analysis of plant data.The OLAP cube stores data in a specifically-designed way, which allows extraction and analysis to be performed quickly. It is designed to hold large amounts of data on a long-term basis, which could be for the life of the plant. It also performs automatic aggregations over many dimensions on a background process.A major benefit in adopting such a BI solution is that it allows common BA methods to be applied. This is due to both the efficient long-term storage of data and the availability of standard BA tools. BA tools are now able to perform data mining, predictive analytics, forecasting and other machine-learning algorithms. This paper presents the possible use of such advanced data analysis methods in a beneficiation plant.CITATION:Fry, M R, Nassis, T, Louw, P and du Toit, T, 2015. The use of common business intelligence and analytics tools in the operation and optimisation of iron ore process plants, in Proceedings Iron Ore 2015, pp 129–138 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 13, 2015