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The role of the mine geologist in a business perspective is self-evident to some, but to others it may be a new concept. All mine geologists need to know exactly how they add value to the business if they are to be successful. Alternatively, if they do not add value, then they will become redundant. This paper seeks to understand some of the contributing problems that hinder the mine geologist from operating in a business perspective. In doing so, a new context (for some) is proposed to aid the mine geologist and the operation gain greater value from geology. The proposal suggests how to ensure that the activities of our geologists are intrinsically linked to the business process that we are involved in. The mine geologist can and must play a pivotal role in the success of an operation. To do this, they must understand some principles of business such as:process, customer/supplier relationships, and organisational structure. Our geologists must know the business objectives, understand the product that the customer needs and use their geological skills to deliver the product safely, on time and to specification. As geologists, we can be instrumental in ensuring that the operational environment is structured in such a way that maximum value is realised, not only from the mine geologists but the entire site team. In doing so, mine geologists will realise their full potential in delivering the outcomes the business demand, and therefore be recognised as strong contributors to business success.

Jan 1, 2000

By D Miller, M Dowling, R Domotor

"This paper is focused on blasting activities undertaken as part of the Pacific Highway Upgrade – Tintenbar to Ewingsdale – project (T2E). This is a ‘priority 1’ Pacific Highway road construction project in New South Wales (NSW), to be completed by mid-2015 (weather permitting). T2E will provide approximately 17 km of dual carriageway road starting at the northern end of the Ballina bypass and extending to the Ewingsdale interchange, and will complete the existing dual carriageway road between Ballina and the NSW/Queensland border.Roads and Maritime Services (RMS) (formerly the Roads and Traffic Authority) is delivering the project on behalf of the NSW state and federal governments. In October 2011, RMS awarded a contract to Baulderstone Pty Ltd (now Lend Lease Engineering Pty Ltd – Lend Lease) to design and construct T2E. One of the key elements in this project is the St Helena Tunnel.In order to avoid the steep grades of St Helena Hill, eliminate a well-known accident black spot and maintain the aesthetics of the Byron hinterland escarpment, RMS and Lend Lease prepared designs to construct a 434 m long dual carriageway tunnel, 46 m below the ridge line of St Helena Hill. Lend Lease elected, where geotechnical conditions permitted, to use drill and blast methods to excavate the full tunnel profile, instead of traditional mechanical excavation techniques.Since all blasting locations (both inside and outside the tunnel) were in close proximity to nearby residents, the NSW Department of Planning and Infrastructure imposed strict air blast overpressure (airblast), ground vibration (vibration) limits and limited working hours. Both RMS and Lend Lease recognised that these restrictions meant that nearby residents may be exposed to blasting activities for longer than was necessary. As a result, after close consultation and agreement with the nearby residents, RMS applied successfully to the NSW Department of Planning to increase the airblast and vibration limits, as well as the working hours.Working under these new conditions, Lend Lease employed a range of best practice drill and blast technologies provided by both Orica Australia Pty Ltd and Atlas Copco Mining and Rock Excavation to improve the safety and efficiency of blasting activities and to minimise the potential negative impacts of the blasting works on affected residents. These technologies included: the use of a continuous environmental monitoring system to record the results of the blast events and provide quick and easy reporting to key stakeholders to address RMS specification requirements electronic detonators to enable accurate hole detonation timing for vibration compliance and to give project engineers the flexibility and precision to alter each design to suit the geological profile of each face the use of two software programs and advanced drill rigs to enable the efficient design of blasts, electronic transfer of designs to the drill rigs, as well as in-hole monitoring and recording of drilling performance the use of a specialised bulk emulsion system to deliver fully coupled bulk explosives into face blastholes to maximise fragmentation, and decoupled bulk explosives into perimeter blastholes, to reduce overbreak and deliver a cleaner profile.By taking a progressive approach towards the environmental restrictions and the work hours imposed, as well as utilising best practice blasting techniques, RMS and Lend Lease were able to blast with confidence and achieve their production deadlines and reduce the total cost of the project.Most importantly, RMS and Lend Lease were able to meet their environmental obligations and work constructively with the nearby residents to ensure that the blasting was undertaken as safely and efficiently as possible without delay or negative impact.CITATION:Dowling, M, Domotor, R and Miller, D, 2014. Improving excavation efficiency at the St Helena Tunnel using best practice drill and blast techniques, in Proceedings 15"

Sep 17, 2014

By Y Xie, L O’Connor, S C. Dominy

"Sheeted vein gold deposits are characterised by multiple subparallel veins and free milling gold. In situ heterogeneity of mineralisation results in grade and process parameter variability, which will increase project risk. Measured variability is often enhanced by poorly designed sampling and test work protocols. Protocols that are optimised within the framework of the theory of sampling to suit the ore type, together with quality assurance/quality control systems, will reduce variability and provide fit-for-purpose results. The geometallurgical approach requires spatially distributed samples within a deposit to support variability modelling. Diverse attributes from core logging, mineralogical/textural determination and small-scale tests are used to measure variability. This contribution emphasises early stage geometallurgical intervention during project development. It presents a discussion of representative sampling in the context of the theory of sampling. A case study presents a protocol that exemplifies how data can be gained from a well-designed and planned program to support a resource estimate and prefeasibility study.CITATION:Dominy, S C, O’Connor, L and Xie, Y, 2016. Sampling and Test Work Protocol Development for Geometallurgical Characterisation of a Sheeted Vein Gold Deposit, in Proceedings The Third AusIMM International Geometallurgy Conference (GeoMet) 2016, pp 97–112 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Jun 15, 2016

A clear understanding of the meanings of terms is important when discussing a project. Whether it is a submission, an investment study, a feasibility study, an environmental impact statement, an estimate, a tender, a contract, or a close-out.report, the need for all parties involved to understand what is under discussion or what has been written is paramount. The clarity of definition and the level of understanding can affect the outcome of the project. It is vital that all parties know what is wanted, what is expected, and what it will cost. This paper draws attention to some of the problems that beset many projects, clients, project managers and contractors, and it is hoped that its presentation will encourage us to pay more attention to defining what it is that is required. Ultimately we should all be the richer for having defined and understood the requirements at the beginning rather than at the end.

Jan 1, 1990

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

It was Harold McMillan, Prime Minister of England 30 years ago, who used the phrase "The Wind of Change" to describe political events in Africa in his day. So well did this phrase capture the spirit of the time that it echoed around the world, and the echo has never stopped. Change is the constant factor in the society in which we live and everyone of us has had experience of the effect which it has had on our professional and personal lives.Change will not stop, it will continue at an increasing rate and the questions we must answer are how do we prepare ourselves to meet the challenge of future change and how do we take advantage of the opportunities which it will bring?It is these questions which I wish to discuss in this address.There is nothing new about change in the mineral industry, it has been happening for thousands of years and it will continue as long as civilisation exists on earth. One type of change is economic and we are all aware of the rises and falls which occur in the prices of metals and minerals (Figure 1). When these have happened in an orderly manner, and could be predicted and planned for, it has been possible to take advantage of the benefits and minimise ill-effects, but when they were sudden and precipitate, and could not be predicted, the consequences were serious. The extreme example, of course, was the oil price shock of the 1970s which had such disastrous effects on industry and society.Other types of change are social, cultural and political. They have all been important in recent years and will continue to be so in the future.But it is technological change which may well be the most important because its effects are profound and irreversible, and alter irrevocably the way in which we live. So in discussing the mineral industry in a changing world I will talk specifically about technological change.

Jan 1, 1989

By B E. Hall, D B. Kahler

"'Optimisation' has become a catchcry among many mining companies looking to tell the market how mining businesses will be improved and shareholder value increased. Consequently, the term 'optimisation' has been adopted by many service providers as they look to assist mining companies in achieving their objectives. But the explosion of services and products being offered with the label 'optimisation' has created some confusion. Mining companies ask for help in 'optimising' and service providers offer their assistance because they have a product that has the word 'optimisation' in its title. This is of course an over-simplification, but not by much! The authors' discussions in recent years with both mining companies and service providers have uncovered a number of very different definitions of optimisation.This paper provides a framework for identifying the scope and approach of different mining optimisation products and services, particularly the distinction between optimisation of components of the operation and the business as a whole. The different types of business optimisation are discussed, highlighting the failings of the mining industry's typical approach of strategy selection (as opposed to strategy optimisation). Mining business optimisation is discussed as a wicked problem, with the implication of this on how strategy optimisation models should be used and what the objectives of a business optimisation study should be.Case studies are also included to illustrate how fully flexible strategy optimisation models have been applied to assist decision-makers understand the impacts of changes in one part of the operation on the whole mining and treatment process, from geological models to the sale of product to customers.CITATION:Kahler, D B and Hall, B E, 2016. Strategic decision-making in mining – business optimisation using flexible evaluation models, in Proceedings Project Evaluation 2016, pp 215–225 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Mar 8, 2016

By M Gill, A Mathias

The mining industry has always been cost-focussed but in recent times mining companies have moved towards obtaining a competitive advantage through the implementation and sustainability of best practice in the areas of improved safety, operating costs, quality and productivity. This is the concept of Value In Use û that mining companies see value generated all the way to the bottom line through improved change, and those changes become an established mine practice. Many mining companies do not have the resources or the knowledge to sustainably achieve such an outcome. This has led to companies looking to their suppliers to deliver measured value to their business through partnership arrangements. Suppliers have been able to leverage their knowledge of products, product applications and services to offer alternative supply agreements that bring greater returns to their businesses while improving supplier/client relationships. Orica has developed such a partnership with Coal & Allied in the form of a Continuous Improvement Program. Coal & Allied is based in the Hunter Valley region of NSW and is the largest coal producer in that region. Both parties are contractually bound to jointly deliver Value In Use projects to Coal & AlliedÆs Hunter Valley Operations and Bengalla mine sites. It is the request of the Orica and Coal & Allied Steering Committees that this paper does not include the details of actual projects or the costs or key performance indicators associated with the program. This is to maintain the competitive advantage to both Orica and Coal & Allied through the implementation of such a program. It is in the writersÆ opinion that this paper does not lose any significance through this restriction as the most important component of the Continuous Improvement Program is not the projects themselves but the methodology behind them. With this in mind the paper will discuss the development of Value In Use offerings, the key aspects of the Coal & Allied and Orica joint program, what is a Value In Use project, how to measure its value, finally why and even more importantly what makes this program is a success.

Jan 1, 2004

By Walker E. R

IN the early age of steel it was made hy what is known as the cementation proeess, in which wrought iron was embedded in charcoal and heated in a mufflc furnace to a tcmperature of approximately 1100° C. for varying lengths of time, the length of time depending upon the amount of carbon (or better known in thosedays as the degree of hardness) required in the finished product.By this process the resultant product obtained was not of uniform quality, and because of this uncertainty of quality Huntsman was induced, in the year 1740, to introduee what is known as the crucible process.This process consisted of cutting into small pieces the product of the cementation process, placing these pieces in a crucible, and melting them down with the aid of a eoke-fired furnace, after which the molten metal was cast into suitahly shaped ingots, from which could be hammered any desired shape.A section of crucible furnace is shown in Fig. 1. By this means a product, very uniform in character, was produced.The process is still in use, but, owing to its high operating cost, it is mostly eonfined to the production of very high-grade carhon and alloy steels. Its position to-day as a producer of these high-grade steels is, however, being very seriously challenged by the electric process.It was owing to the excessive cost of crucible steels and the need of producing a steel in commercial quantities and at a reasonable cost, that led Sir Henry Bessemer to introduce what is known as the Bessemer process.

Jan 1, 1930

By J P. Moodie

Recent trends in flotation technology are briefly reviewed. These show that considerable development has been made as the operators, suppliers and technologists have responded to the challenges of the industry. Most of these advances have been based on empirical and phenomenological methods. There is a considerable opportunity to make further advances through a more fundamental, scientific approach. Some of this work is discussed and, although progress is being made on this front, industrial uptake has been somewhat slow. A number of specific issues facing the industry are discussed.

Jan 1, 2005

Cretaceous volcanic activity (Hauterivian Albian) in the Peruvian Andes can be found along the coast of Peru and the western edge of the Andes mountains between 15o30'S and 5o30'S, extending discontinuously in south to Chile and north to Ecuador and Colombia. This volcanic activity formed in three aborted marginal basins; the NNW-trending volcanic Ca±ete and Huarmey, and NNE-trending Lancones basins. These volcanic rocks are predominantly andesitic and basaltic in composition, of calc-alkaline and tholeiite affinity with subordinate dacitic and rhyolitic rocks. One notable feature is the appearance of æocoitasÆ from Ica (14oS) south to Santiago de Chile. These rocks have a calc-alkaline to alkaline affinity. From south to north, the continental crust gradually becomes thinner, allowing mantle material to rise towards the surface. Ophiolitic sequences of this type form a marginal basin in Colombia. Very low-grade regional metamorphism which affects the volcanic rocks also varies gradually from south to north. Between Santiago de Chile and Ica this takes the form of burial metamorphism, with moderate geothermal gradients (20o-30oC/km). Metamorphism in the Huarmey basin is transitional between burial and ocean-floor metamorphism, with very high geothermal gradients (>3000C/km). High geothermal gradients are also apparent in metamorphism of the Lancones basin, though less than the other basins. Ocean-floor metamorphism is present in the ophiolitic sequence in Colombia. Associated mineral deposits in the Huarmey and Lancones basins, and in the north, are of the volcanic massive sulphide-type (VMS). The principal deposits in Peru are Leonila Graciela (20 Mt Zn and Pb) and Tambogrande (40 Mt Cu and Zn). There are also smaller mines and prospects. To the south of Lima, manto-type Cu deposits (CuMT) are found with a mineralogy of chalcopyrites, pyrites, magnetite, actinolite and apatite. The main example is Raul Condestable (10 Mt Cu). Other prospects are present to the south and Chile has some very large mines of this type (El Soldado, Lo Aguirre). The notable differences between the CuMT and the VSM deposits are thought to be the result of the prevailing conditions in the earthÆs crust during the Hauterivian Albian. To the south, calc-alkaline and alkaline volcanic activity in aborted marginal basins, with thicker crust, was thick, produced moderate geothermal gradients associated with burial-type regional metamorphism and deposits of CuMT. In the north aborted marginal basins associated with calc-alkaline to tholeiitic volcanic activity and a gradually thinning crust, produced transitional regional metamorphism between burial-type and ocean-floor type, associated with high to very high geothermal gradients and VMS deposits. In Colombia these conditions led to ophiolite extrusive rocks, ocean-floor metamorphism and also VMS deposits.

Jan 1, 1999

By S Harvey

An inrush of water or mud into an underground mine, or sudden subsidence above mining voids represent low probability but high impact risks in underground mining. About two such incidents involving multiple fatalities or loss of production are reported each year worldwide. On average, Australia experiences one such incident every three to four years. This paper reports the development of a Standard that is intended to eliminate fatalities due to inrushes and subsidence.

Jan 1, 1998

By J Johansson, J Lööw

Attractive mining workplaces are good, safe and healthy environments. They are also workplaces that the workforce of the future wants to work in. As skilled miners and engineers are already scarce, this is important both for today and for the future. However, the future of mining will also be subject to increased international competition. In attempting to become more competitive, many mining companies turn to rationalisation, looking to both rationalise their production and organisation as well as optimise their processes. Work organisation is important in both rationalisation and providing attractive mining work. As a result, this paper investigates a ‘lean production’ (LP) philosophy for the organisation of future mines. The aim of the paper is to investigate to what extent LP can be used to organise for attractive mining. It first defines what attractive mining work is and to what degree it can be influenced by work organisation. A short insight into the LP concept will be given as well as a review of how it is discussed and utilised in mining today. In conclusion, a summary of LP’s potential to realise future attractive mining is given.CITATION:Lööw, J and Johansson, J, 2015. Work organisation for attractive mining – lean mining and the working environment, in Proceedings Third International Future Mining Conference, pp 197–204 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Nov 4, 2015

By R Goater, P Kirsch, S Goater, I Goater

With staff productivity and retention a crucial factor in the longevity of AustraliaÆs mining industry, some mining companies are increasing their focus on the health and well-being of their people, to minimise the risks of deteriorating health in an ageing workforce. Many of AustraliaÆs mining operations rely heavily on long distance commuter (LDC) rosters, which are argued to have a significant impact upon worker health, wellbeing and lifestyle choices. The potential impact of workforce health on mine safety performance, efficiency and operating practice is an interesting additional line of enquiry. Food choice, exercise and recreation initiatives offer living and working conditions that æempower healthy choicesÆ in the shift worker community, but do not guarantee improved worker wellbeing. This paper explores first-hand the experiences of one individual over two and a half years of employment at different mine sites, under different shift conditions and across different operating crews. Novel insights and recommendations concerning the LDC lifestyle are offered through integrating reflections on one individualÆs fly-in, fly-out (FIFO) experiences in open pit mining operations from personal, family, professional and academic perspectives.CITATION:Goater, S, Goater, R, Goater, I and Kirsch, P, 2012. This life of mine - Personal reflections on the well-being of the contracted fly-in, fly-out workforce, in Proceedings Eighth Open Pit OperatorsÆ Conference , pp 31-40 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Sep 18, 2012

By R Bertuzzi

Permanent rock bolts in civil engineering are taken as having to serve their design purpose for at least 50 years. In many projects the design life is specified as greater than 100 years. A review of recent Australian tunnelling projects shows that substantial differences exist in the level of corrosion protection provided for permanent steel shafted rock bolts. This paper reviews the current state of practice and sets out what the authors consider to be appropriate requirements for corrosion protection.

Jan 1, 1999

By V Srinivasan, P Knights, C T. Farrelly

By 2025, with the widespread industry adoption of remote operation centres and advanced analytics, mining companies will find themselves making better, more informed decisions across the value chain. Process automation will drive significant business integration and reorganisation. Better collaboration between functions will make cross value chain optimisation a reality. Wherever possible decisions will be automated, based on analytical models and embedded in an enterprise decision management (EDM) architecture. This will take care of many of the minor day-to-day or the minute-to-minute decisions that consume operators and managers today. More flexible information technologies and architectures derived from the extensions to Web 2.0 and service oriented architecture (SOA) will solve many of the integration issues of today. The ongoing business imperatives for doing more with less people will make true collaboration with partners such as mining contractors, equipment vendors, transport providers, suppliers and maintenance contractors commonplace throughout the industry. All these organisations will be linked in and share common goals and objectives in real-time while providing visibility of internal constraints and available capability, allowing optimised decisions to be made across the extended enterprise. Humans will increasingly move to a more supervisory role and will use advanced collaboration to quickly solve complex abnormal issues that span the value chain out to the extended enterprise. The open collaboration and communication models instilled in the workforce through the widespread use of social networking technologies will drive thought leadership far beyond current æbest practiceÆ thinking. This will encourage the mining industry to extract the business value from rapidly converging fields of study such as environmental sciences, neuroscience, psychology, engineering, information technology and business finance. The future of mining will see a more uniform distribution of data savvy workers between the ages of 20 - 40, forcing a change in current operations. This group will drive the adoption of ubiquitous computing, augmented reality, presence and digital labelling. The enterprise will shift from a relatively static disparate set of functions to a digitally aware, integrated and interactive environment with information available, in context and just in time, to those who need it. The networked virtual enterprise will therefore be a reality.

Jan 1, 2008

By I Cameron

Simulation is increasingly being used to analyse mineral processing operations and explore efficiency options. Engineers that use simulation are rightly concerned with the quality and applicability of the underlying models. However, many of these models have a significant empirical component, and the best structure for this component may not be apparent. There is an opportunity to improve the quality and application range of these models by exploring potential structures for this empirical element. One approach to this problem is the use of structural optimisation, which is a formalisation of the model development process. This method searches through a family or hyper-structure of candidate models for a model that is optimal with respect to some measure of model quality. This method has been applied to the modelling of an industrial flotation circuit. The result was a model that was a significant improvement over a number of standard models reported in the literature. Structural optimisation provides a method to compare potential models in a systematic and efficient way, and hence to improve the structure of process models.

Jan 1, 1998

By C Catania

Mining companies and operations across the globe typically target best practice financial management, along with a focus on economically driven mine plans. Not only is this inherent in running a successful mining business, but also critical in addressing investor scrutiny. The standards for social and environmental practices is less consistent than this, with most companies adopting standards that are driven through legislative and compliance requirements of the nations in which they operate. Although there is still room for improvement, Australian is a country that stands at the forefront of social and environmental legislation, driving more sustainable planning practices for mining operations, with an ever-increasing focus on mine closure considerations. Of the many nations yet to reach such a legislative position, Kazakhstan is a place where some companies are driving towards world class standards beyond what is government mandated. CITATION:Catania, C, 2018. World-class mine planning for a sustainable future in Kazakhstan Mining, in Proceedings Life-of-Mine 2018, pp 6–7 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 25, 2018

By D Mcleod, S Brindley, S Green

The design and engineering of flotation circuits is driven by numerous inputs, including (in no particular order) testwork outcomes, site considerations, type of separation required, energy sensitivity of the flotation response, personal experience and preference for flotation machines, maintenance access requirements, operability, level of automation and capital constraints.This paper discusses these and other issues in the Australian context and covers the flotation of copper/gold ores and polymetallic (copper/lead/zinc) ores. The paper discusses aspects of the following: how should testwork be done and what are the important inputs and outcomes? how should testwork results be interpreted and how does this impact on equipment selection? what processes can have a critical impact on flotation circuit performance, eg thickening and regrind? what options are available with the typical æflatÆ Australia site? how do you minimise capital cost and what impact can this have on flotation circuit operation and maintenance? how should circuits be controlled and operated? Particular focus is placed on some practical aspects of process design and engineering and the potential impact that engineering decisions can have on flotation plant operation.

Jan 1, 2005

Once and for all, the debate on the exponent in Gy's formula is pushed to its limit. It is explained why an exponent of 2.5, obtained when using a square root of nominal size d to adapt the value of a calculated liberation factor to a different comminution size, will rarely be encountered in practice, if no arbitrary decisions are made.

Mar 1, 2010