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By K Hobbs

Mining is experiencing a difficult period of low profitability and declining productivity. To achieve sustainability, mining companies are challenged with improving output, quality and safety while decreasing costs. At the same time, organisations are having to manage a workforce in which individuals no longer accept a traditional style of management, employees prefer more flexible employment, and diversity within teams is becoming the expected norm.Increasing organisational diversity has been shown to have a positive impact on performance and therefore sustainability. Gender diversity and equality between working men and women is the area most studied in this regard. Executives are becoming more aware of the correlation between gender diversity and performance with some larger organisations having dedicated resources to increase the number and status of women in their organisations. Despite this, limited improvement in gender equality is apparent globally over the last decade with some industries, including mining, going backwards. So why is this the case and what other strategies are available?In 2015, the United Nations Women National Committee Australia (UN Women NCA) in conjunction with Autopia released a white paper discussing the lack of visible change in gender equality despite the widespread implementation of merit-based personnel management strategies. Using research from around the world and thoughts from influential government, education and business leaders, the paper ‘Rethinking Merit’ debunks the myth of the meritocracy. It provides a number of recommendations for organisations committed to improving their performance and sustainability through diversity, including a variety of real-life company examples, instead of relying solely on merit-based decision-making.This paper takes the recommendations of ‘Rethinking Merit’ and applies them to the mining industry. It shows the relevance that rethinking merit has for the industry and why applying the recommendations can result in an increase in diversity, therefore enabling greater performance and sustainability of mining companies. This paper provides case studies from Aurizon, Iluka Resources and BHP Billiton and, as a guide for managers, a generic diversity strategy designed to be implemented alongside traditional merit-based personnel management techniques.CITATION:Hobbs, K, 2016. Rethinking merit for a sustainable mining industry, in Proceedings International Mine Management Conference, pp 139-154 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jun 22, 2016

By P Mitchell, S Pushpan, G Ferres, K Bobbermien, L Hudson

"Falling commodity prices and a rising supply surplus have ushered in a period of restraint in capital project investment across the global mining and metals sector. Competition for capital project funding has seen fewer projects progress through investment gates and a stronger focus on projects that deliver gains in capital productivity and strategic outcomes.Over the course of the 2015 financial year, EY conducted a study of 108 projects in the global mining and metals sector (EY analysis; Larsson and Ericsson, 2014; SNL Financial, 2015). The projects studied were at various life cycle stages and related to the development of copper, iron ore, gold, coal, nickel and other commodities. Each individual project investment exceeded US$1 B, and the studied group represented a cumulative investment value of US$367 B.The research found that the majority of projects were delayed and/or over budget when measured against the initial estimates made during the early stages of the project life cycle. Of the surveyed projects, 69 per cent were identified as facing cost overruns with an average overrun of 62 per cent above the initial estimate and 50 per cent reported schedule delays, even after remedial acceleration initiatives.The analysis found that budget and schedule overruns could be attributed to five key causes:project management factorsstakeholder conflictsresource constraintsregulatory, and policy-related challengesunfavourable external environment.Improving project delivery performance starts with successful planning, followed by rigorous management during delivery. From global experience on large and complex capital programs, EY has observed a consistent theme of underinvestment and a lack of focus in three often-overlooked but critical areas:implementing effective governance and reporting frameworks with lead indicators that reliably flag emerging risks while they can still be mitigatedallocating adequate cost and time contingency to account for risks across the life cycleenhancing the value of contingency by aligning contingency plans with scenario plans.This paper explores the surprising findings of the study, proposes a root cause model and examines key considerations in applying these critical enabling techniques.CITATION:Hudson, L, Mitchell, P, Ferres, G, Bobbermien, K and Pushpan, S, 2016. Are your megaproject schedules and costs under – or out of – control?, in Proceedings Project Evaluation 2016, pp 75–85 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Mar 8, 2016

By D Finn, D Kentwell

Experience has shown that the E-Type multiple indicator kriging (MIK) estimation technique often works well for resource estimation in stockwork mineralisation that contains a mixture of high and low-grade mineralisation types that are difficult or impossible to separate spatially. E-Type MIK, like ordinary kriging (OK) is a smoothing estimator and where data is sparse can result in estimates of grade tonnage curves that do not reflect the true block variability at selective mining unit (SMU) scale. The rank and replace (RR) estimation methodology is designed to reproduce both local block accuracy and true block variability at SMU scale and has shown good results when used with highly skewed unimodal diffusive style mineralisation. This paper examines the use of RR with mosaic style mineralisation typically found in stockworks via a case study using real data from Newcrest’s Telfer West Dome deposit. Resource level estimation results for ordinary kriging (OK), E-Type MIK and RR are compared to close spaced grade control models as the reference reality.Results show that stationarity requirements and declustering can severely impact on the usefulness of the rank and replace technique and that it should only be used where trends are not too strong and data are relatively uniformly spaced. This does not rule out its application to stockwork or mosaic style deposits. However, in this case, the presence of trends and different data densities requires the non-stationary domain to be further broken down into sub domains for the RR technique to be effective.CITATION:Kentwell, D and Finn, D, 2017. Testing new estimation techniques – rank and replace: a stockwork case study, in Proceedings Tenth International Mining Geology Conference 2017, pp 365–374 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Sep 20, 2017

By M Gwynne

McArthur River Mine is located approximately 50 km south-east of the NT township of Borroloola and approximately 120 km from the Gulf of Carpentaria. The mine hosts a series of layered shallow dipping tabular orebodies, with current reserves of approximately 22 Mt, grading 13.6 per cent zinc, 6.3 per cent lead and 65 g/t silver. Owing to economic considerations, the lower most orebody (No 2 orebody) has been selected for initial mine production. Following the completion of the No 2 orebody, mining will transfer to the lower grade and metallurgically more complex No 4 orebody. The mine employs a total of 235 people throughout the underground and surface areas. The majority of the workforce work a fly-in/fly-out, seven-day- on/seven- day- off roster with 12-hour shifts. Presently, a further 18 contractors are involved in trial mining areas. An apparent dip room and pillar technique has been selected as the primary mining method. Officially opened in September 1995, the current production rate of 1.2 Mt per annum will eventually escalate to 1.5 Mt per annum. Though most production is achieved through the use of conventional loaders, trucks and jumbos, the recent development of methods utilising scrapers, hand held machines and modified jumbos has produced encouraging results in steeper dipping areas of the mine. Initial production has been hindered by several factors including extensive and largely unpredictable faulting, worse than expected ground conditions and difficulties with some mining equipment. Compounded by the relatively thin 3 m ore seam, initial mining resulted in high dilution and poor production. This paper describes the development of unique planning and production systems that were evolved in order to overcome these problems and achieve the targeted production rates and head grade.

Jan 1, 1998

By L Mollison, K W. Mills, N R. P Baczynski, M F. Lee, I A. de Bruyn

This is the first of two papers concerned with rock stress inputs to various mine design issues at the large Ok Tedi open pit mine in Papua New Guinea. The companion paper (also published at this conference) is ‘The Application of Rock Stress Inputs to Stability Assessments at Ok Tedi Mine, Papua New Guinea’ (de Bruyn et al, 2014).Stresses are a required input for numerical modelling of mine design issues. However, for some operations, like the very large Ok Tedi open pit mine in remote rugged mountainous terrain, direct and representative measurement of rock stresses can be technically difficult and expensive. In such situations, development of an appropriate and sufficient understanding of rock stresses can be challenging.This was addressed for Ok Tedi by considering the following:The tectonic and regional geologic setting of the mine.Results from three different programs of rock stress measurement over 19 years, including hydraulic fracturing (1991), acoustic emission (2007) and overcoring (2010). Some interesting results of the overcoring work are discussed. It was done in a 4 km long drainage tunnel, which intersected a thick monzodiorite intrusive that has metamorphosed contacts to host contact Ieru Formation siltstones; anomalously low horizontal stresses were measured within the monzodiorite.Compilation of rock stress measurements from other New Guinea mines and prospects, both in Papua New Guinea and Indonesian West Papua.Comparisons between the variable Ok Tedi rock stresses and similar data from other porphyry copper deposits.CITATION:Lee, M F, Baczynski, N R P, Mills, K W, de Bruyn, I A and Mollison, L, 2014. Rock stresses at Ok Tedi, Papua New Guinea, in Proceedings AusRock 2014: Third Australasian Ground Control in Mining Conference , pp 337–346 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Nov 5, 2014

By P Breuer, A Simons

The sulfidisation, acidification, recycle and thickening (SART) process is currently being used at NewcrestÆs Telfer Gold Mine to recover cyanide and copper from the cyanidation tails of the pyrite concentrate carbon-in-leach (CIL) process. While the process has been effective at attaining high recoveries of cyanide and copper, the Telfer SART plant has experienced higher than expected sulfide additions to achieve these recoveries. This paper details the results of surveys on the Telfer SART plant, which show that residence time appears to be causing the high sulfide consumptions. The paper also details the results of laboratory scale experiments which confirm the observed residence time impact during the acidified stage of SART.CITATION:Simons, A and Breuer, P, 2013. The impact of residence time on copper recovery in Telfer Gold MineÆs cyanide recycling process, in Proceedings World Gold 2013 , pp 189-196 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Sep 26, 2013

By A Marta

Geomembrane (GMB) liners are being used more frequently for the storage or capping of mine waste due to stricter regulatory requirements relating to environmental protection. The longevity of any liner system will be a function of environmental conditions, design (including materials selection), construction and condition monitoring during operations or closure. Based on experience and case studies, this paper presents a review, from design to handover, of some of the smaller and often overlooked details that can have significant impacts on the performance of the GMB and the project overall.The topics covered will include approaches to selecting and testing GMBs to ensure they are suitable. Design considerations to aid installation and quality assurance during construction. Understanding action leakage rates and the consequences of leakage when it creates whales. Construction quality control and assurance procedures, including a brief discussion on non-destructive liner integrity testing. CITATION:Marta, A, 2018. Geomembranes – from design to handover and some of the lessons learnt, in Proceedings Mine Waste and Tailings Stewardship Conference 2018, pp 190–207 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 23, 2018

By O Bascur, A Soudek

Large metallurgical complexes are substantial users of energy, water and assets. To improve the effectiveness of energy and assets the quality of the data and events become paramount for real-time operational management. A lack of resources at the local operations and at the enterprise makes it impossible to process the sea of information and many projects have failed. As such, a novel approach for implementation of continuous improvements at the local level and innovations at the strategic level was implemented at all operating plants at Anglo American Platinum. Sixteen concentrators, three smelters and two refinery process systems were integrated to scale the information for manufacturing services at the local and enterprise level. The new capability of an enterprise real-time monitoring and diagnosis software infrastructure was available to implement many business strategies in tandem. Mineral and metallurgical processing knowledge is used to simplify the implementation of the data model. As such, asset monitoring, energy, production and process control management were implemented in an integrated approach reusing the same data but with different context and time horizons to have a standard methodology for local root cause analysis. This paper will highlight a sustainability management approach to change and empower the local and strategic team to collaborate using a new approach for adaptive reporting and condition-based event management and notifications. The results based on the integrated and collaborative team efforts will be presented. OSIsoft Plant Information system was installed and configured to achieve a targeted reduction in energy consumption of 15 per cent by 2015.CITATION:Bascur, O and Soudek, A, 2014. Implementation strategies for energy effectiveness and sustainability – example of Anglo American Platinum, in Proceedings 12th AusIMM Mill Operators’ Conference 2014 , pp 101–108 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Sep 1, 2014

The mining industry, both here and internationally, is continually developing increasingly sophisticated software to compute mineral resource estimates, but these processes cannot compensate for a flawed geological interpretation of the geology of the economic commodity(s) concentrations. Quality assurance and quality control (QA/QC) is becoming increasingly common in association with the sampling and assaying practices within the industry. However, it is rare in the case of a geological interpretation associated with mineral resource estimation. Why? In the context of this paper, QA/QC relates to the use of statistical and graphical tools to show that the geological economic commodity concentrations have been appropriately domained. Domaining is essential to improve the chance of getting a mineral resource estimate right. Commodity value and acceptable concentration variation within a mineral resource can be ingredients that make mineral resource estimation difficult to get right. But it is possible to get it right a very high proportion of the time. It is more likely to occur when inappropriate data consolidation is minimised. In any case, inappropriate data consolidation is significantly reduced when the geological interpretation is strongly consistent with the data and it is demonstrable. To achieve quality global estimates of geological domain concentrations, it is essential that the geology of the prospect is understood sufficiently that the deposit is appropriately domained. Appropriate domaining occurs when sample populations are separated in such a way that only data in harmony with each other within the population contributes to the domainÆs concentration estimate. The paper will use four brief case studies to illustrate how QA/QC can be used to display data and validate the underpinning geological interpretation through its associated domaining to get it right when it comes to a mineral resource estimation.

Jan 1, 2007

By J Krahn

In designing climate exposed soil structures such as caps and covers over mine waste it is necessary to include the wetting and drying influences of the local climate in order to accurately predict the net water, vapour and oxygen fluxes across the ground surface and through the base of the covers. The most advanced evaporative flux modelling tools currently available to practitioners have been limited to rigorous one-dimensional models (ie SoilCover) or semi-empirical two-dimensional models (ie Hydrus-2D). It is common practice to use the rigorous one-dimensional evaporative flux model results to develop a surface boundary function that can then be applied within a saturated/unsaturated two-dimensional model. However, this is not an ideal situation and results in a further approximation of the real system being modelled. This paper will highlight the use of a new modelling tool, VADOSE/W, which brings existing, rigorously formulated evaporative flux theory into the familiar setting of a two-dimensional model. The model is enhanced for simultaneous two-dimensional oxygen gas transport analysis, which has direct application in the mine waste industry. A key focus of the paper will be addressing the limitations of one-dimensional analysis for cover systems on sloping and hummocky terrain.

Jan 1, 2003

By W Malone, J Garrett

FLSmidth (FLS) has spent the last 15 years, working with customers and engineering houses to deliver innovative improvements in crusher safety, coupled with the latest, maintenance friendly, crusher design. The key focus being to prevent service personnel from working underneath the crusher during maintenance and obviate the need for personnel to be exposed to suspended loads when performing tasks such as, main shaft installation, for example. Improvements include: full top-service capability to ensure the safest and fastest way to disassemble the crusher for maintenance purposes, which also removes the requirement for a service cart; a selfaligning main shaft which ensures remote assembly is now possible, keeping service personnel well out of harm’s way; And rotable shells, or the ability to perform relines off-station, allows for quick shell ‘swap-over’ without the downtime associated with removing, refitting and curing time associated with epoxy backing. The high flow spider improves large material entry into the crusher, reducing blockages and downtime and therefore maintains crusher capacity. Each size of crusher in the range comes with an option to increase the standard feed opening to a larger one if desired to compensate for ‘blocky’ or ‘elongated’ feed material, a common problem for Pilbara hematite iron ores. Power capability has also been increased with a maximum of 1500 kW, to match the higher throughput capacities being achieved. This due to uprated eccentric speeds and larger discharge annulus. Increased eccentric throws and mantle diameters are also now a reality, when compared to more traditional designed gyratory crushers. To keep up with the improved design features of the Mk V, digitalisation has also been upgraded to maximise performance capabilities to ensure that the most efficient reduction and throughput capacities are achieved, whilst utilising the higher powers now available as standard. Condition monitoring ensures that the crusher is at its optimum operating capability by monitoring and adjusting the crusher settings via feedback from additional sensors, ie main shaft spin, temperature and vibration. Camera monitoring capabilities are available as is an advanced oil contamination monitoring system. As a result of the above design improvements, it will be shown that the Mk V range offers benefits such as: enhanced safety features, increased availability, faster maintenance turnarounds, higher power utilisation, equivalent product size at higher throughput capacities and with Remote operation capabilities. All of which result in a gyratory crusher with higher levels of safety and a lower per tonne operating cost.

Sep 18, 2023

By H Fletcher

Iron Ore Holdings Ltd (IOH) is an emerging junior iron ore company that is actively developing projects in the Central and Western Pilbara region of Western Australia. IOH commissioned URS Australia Pty Ltd (URS) in mid-2008 to prepare environmental assessment documents for the Phil’s Creek Project, which was rapidly moving into the development phase. This project comprised a small open cut iron ore mine that was expected to deliver approximately seven million tonnes over a five year mine life.IOH faced several challenges in the environmental assessment process for the Phil’s Creek Project. Although the Phil’s Creek Project attained approval but has now been placed on hold, it is a useful case study to discuss these challenges and how IOH addressed them. Several important lessons were learned through this process that can assist other proponents in addressing environmental challenges in a constructive and proactive manner.One major challenge faced by IOH related to the endangered northern quoll (Dasyurus hallucatus). Another challenge was the unusually high species richness of troglofauna recorded within the project area, with several species initially known only from within the proposed pit footprint.Meeting and overcoming these challenges has provided IOH with an increased understanding of the level of input required for consultation with government departments regarding environmental assessments, and this should stand the company in good stead for developing future tenements. Challenges in regards to the environmental assessment process may be faced during future developments, but IOH’s experiences to date and the lessons learned from the Phil’s Creek Project, will help pave the way for successfully overcoming them.

Jul 11, 2011

By L Mottola

Three decades ago mining companies, principally in North America, aided by machine and explosive manufacturers, started significant attempts to develop and implement automated mining systems, mainly underground. These tended to be motivated by decreasing cost, increasing productivity, reducing labour requirements, and improving safety. These are important business drivers, however, little attention was given to the underlying goal of mining automation, namely to bring upstream processes in control and reducing variation, as seen in downstream mineral processing plants.This paper first reviews the nature of Lean Thinking and its application in the context of the growing commitments by industry to develop future automated mine production systems. The paper then makes reference to prior and current experiences in open pit blasthole drill and shovel performance monitoring, to demonstrate the principle that machine performance data offers as a means, not only to characterise the dynamic geological and working environment, but also to provide a foundation for automation. In this case, drill and shovel monitoring was originally motivated as a means to optimise blast fragmentation through more effective drill and blast designs that are based on an accurate determination of the bench geological and geotechnical characteristics, hence managing variation in the drilling and blasting process. This paper considers how automating and integrating such components of the mine production system would bring processes into a controlled state, creating value at the face, within a framework of Lean mining.

Nov 22, 2011

This address was delivered at the Annual Conference Presidential Dinner held in Sydney on 11 July 1988.The Australasian Institute of Mining and Metallurgy brings together, voluntarily, people with a professional interest in the disciplines and skills which are employed in the mineral industry, and in relation to that industry.We come together because we have a mutual interest in improving what is done by the mineral industry, in all its aspects. It is this sense of continuing improvement, of doing better, of doing as well as we can, as our knowledge and skills improve, that unites us in creating and fostering a professional association of likeminded people.We know from our professional training and experience that enormous progress has been made, at an ever-increasing rate, in the mineral industry, particularly this century. We know that the mineral industry has played a very major role in providing the means by which so many more people survive to live longer, healthier ,and more interesting lives, than ever before. Indeed, together with the oil and gas industry, which is an integral part of the mineral industry but has achieved its own commercial distinction, it is fair to claim that the mineral industry has played the major role in providing the means for the advancement of the human, quality of life.We do not need to make any great claims on human society in consequence of our statement of these contributions. The facts, for those who are aware of them, speak for themselves. Our more modest interest, as members of our professional association, is to look to the future, while conscious of our heritage as a guide to what more might be done, in that future.We certainly do not claim that this indisputable contribution made to human welfare by the mineral industry gives us some moral position of superiority from which to claim greater support or understanding from the wider community of people.On the other hand we know that as members of the mineral industry we have a responsibility to do what we can to help other people to be aware of, and to understand the significance of, those facts which will only speak for themselves if we take the trouble to make them known. And we have a number of organisations. The Institute itself, The Australian Mining Industry Council, the various State Chambers of Mines, the industrial relations body, The Australian Mines and Metals Association, and others, each of which in its own way endeavours to add strength to the individual efforts which we each should make.We may look at these facts about our mineral industry as simple dry statistics, even with their undoubtedly improving trends, or we can see them, and portray them to others, as expressing something which is much more. We can portray them as expressing the outcomes of our professional determination to strive to do better, whatever it i,s we find ourselves doing in this mineralindustry.We may seek to describe our efforts as being in pursuit of excellence, or by other such high-sounding phrases, but I prefer to describe those efforts as simply our strivings to make everything we do better next time-much as the dedicated golfer tries to do, but with, may I suggest, more evident success achieved in the mineral industry; which is one reason why I don't try to play golf.May I suggest to you that trying to do better, is very simply the true basis of professionalism? We are trained and practised to see the opportunity for improvement-not to be static in a world which we know is changing so rapidly in every aspect around us. We must be dynamic, which means optimistic, about improving the world in which we find ourselves.

Jan 1, 1988

By B P. Micke

Central Norseman Gold Corporation was established in 1935 and has been mining on the Norseman field in Western Australia since then. It is Australia’s longest continuously operating gold mining operation at nearly 80 years, although it has had its periodic challenges in the intervening years.Over the last 40 years, a series of open pit mines around the Dundas Goldfield have supplied lower cost mill feed to the Phoenix Mill at Norseman from time to time but this has largely come to an end for the foreseeable future. Now that underground ore sources are once again the principal mill feed, there are several challenges to be met for an ongoing profitable operation.During the last 20 years, there have been three different owners and this has affected the manner in which the operations were managed quite significantly. These differing approaches are contrasted and examined in some detail from both the operational and financial aspects.Planning of a downsized operation to ensure sustainable profitability in the future in a mining environment where there has rarely been more than two to four years of reserves ahead of the mill for planning purposes has been a significant challenge. Several of the options examined are described, including alternatives for future mine development.CITATION:Micke, B P, 2014. Managing the margin at Norseman, Western Australia – a case study, in Proceedings 12th AusIMM Underground Operators’ Conference 2014 , pp 119–128 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Mar 24, 2014

This paper discusses the requirements for a successful simulation modelling study, and the steps involved in the modelling process. Advantages and disadvantages of simulation are described, and a case study highlights how not to go about it. Two other case studies, for a decline truck haulage and a block caving production operation, are used to illustrate the types of variables whose impact may be investigated. Typical results are presented to indicate the sorts of presentation styles the author has found useful for conveying study results to project sponsors. Standard spreadsheet charting techniques can be very useful in this respect, but the possibilities are limited only by the imagination of the study team.

Jan 1, 2000

The Graham Farmer Freeway Project in Perth, Western Australia, is the largest urban infrastructure project ever carried out in the State. At a project cost of over $360 million, it also ranks as one of the largest in Australia and is even large by world class standards. The project provides a much needed east-west freeway bypass around the CBD of Perth, linking the Great Eastern Highway in the east with the Kwinana and Mitchell Freeway system in the west. The Bypass will have 6.5 kilometres of freeway, a major bridge over the Swan River, several pedestrian overpasses and underpasses, dual use paths, interchanges and flyover bridges and a rail tunnel. The whole project is being carried out over a four-year time frame, due to be complete and open to traffic in June 2000. The project has been divided into two stages, with Stage 1 including the 1.63 kilometre long Northbridge Tunnel, the subject of this paper.

Jan 1, 1999

By B Broad

"Establishing ventilation in the early stages of a new mine is an essential step to achieve scheduled outcomes that ultimately drive the financial success of an operation. If the primary ventilation is not in place in time to support a contractorÆs work output, then the ore delivery is likely to be severely impacted. Options to increase ventilation in order to address shortfalls are limited. This in turn can lead to reduced revenue generation at a time when a mine is at its highest capital outlay. This can have implications for any company, but even more for an explorer moving to producer. The ventilation put in place to cover the start-up period is also unlikely to cover any extended or increased load required to meet schedule delays.The following paper examines two issues in relation to ventilation with a focus on small to medium projects where the company is establishing a mine using a mining contractor. The issues being: potential impacts on the contract and tender process when using a mining contractor key mine design considerations, such as æcrunch timeÆ, as they interact with ventilation achieving a successful ramp up.A recommendation is made for higher levels of detail around secondary ventilation leading up to the primary fan installation. The information should be included as part of the tendering process and preliminary project execution planning. Understanding the æcrunch timeÆ concept can lead to strategies, as well as back up plans, to minimise any negative impact.By understanding key risks around primary ventilation establishment for a new mine, detailed design work can be completed where it is needed most. Value is added by reducing uncertainty and a payback with better contract terms and a more robust ramp up plan. This will improve the economic return for the company and reduce the risk.CITATION:Broad, B, 2013. Contract considerations and other critical ventilation aspects in achieving a new mine ramp up, in Proceedings The Australian Mine Ventilation Conference, pp 207-214 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Jul 1, 2013

By W Stange, N Hanson

An important aspect of the project evaluation process is the achievement of a clear and quantitative understanding of the primary drivers influencing project value and risk. A business scenario-based approach is required to ensure that the project meets value and risk hurdles over the short, medium and longer term. Adopting an optimising approach can aid significantly in the development of a project concept into a business that is optimal and sustainable in the longer term. Through the application of case studies, based on work performed with various mining organisations during the last five years, this paper will demonstrate how project value and robustness can be optimised. Experience has demonstrated that applying this approach results in significant value improvements and risk reduction û primarily by application of a rigorous, fact-based analysis and optimisation process that rapidly increases management team understanding and insight of key driver of value and risk.

Jan 1, 2007

By D Lees, D Gilchrist

Sydney has hundreds of kilometres of sewer tunnels. Many of these are over 50 years old and some have been in service for more than 100 years. The tunnels are predominantly constructed in Hawkesbury Sandstone and many are unlined.Principles have been developed over many years for the safety factor required in designing and constructing new tunnels but these do not necessarily relate to the operation and maintenance of existing tunnels, and in particular those that do not necessarily require personnel access for anything other than regular inspections.Assessment of the stability of these established tunnels needs to take account of their size, their age, their function, and their method of construction, as well as the geology in which they are situated and any support measures which have been installed. More importantly a stability review needs to take account of the consequences of a collapse, with regard to the inspection process, carrying out of any required repairs and the long-term performance of the tunnel.This paper is based upon the authors’ experiences inspecting and reviewing more than 200 km of tunnel in the last ten years. It will show some of the procedures and methods adopted by Sydney Water, how these can be presented as an acceptable procedure in line with other safety standards, and how they might be adopted for other similar historic rock tunnels.CITATION:Gilchrist, D and Lees, D, 2014. The development of a procedure for the inspection of unlined rock service tunnels, in Proceedings 15th Australasian Tunnelling Conference 2014 , pp 543–552 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Sep 17, 2014