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Teleoperation is one method by which an operator can remotely control and monitor a vehicle. The operator monitors the status and progress of the remote vehicle by watching the video transmitted from one or more cameras which are mounted on the vehicle. In the case of an LHD, it will be fitted with three cameras. For a twin-boom Jumbo, four cameras are mounted on the drill, three of which will have remote pan, tilt, 15x zoom, focus and lens cleaning controls. The advantage of teleoperation is that an operator can stand in the drive and send the remote vehicle around a corner, completely out of sight and still clearly see what is happening. This means that an LHD returns with a full bucket and a Jumbo can be operated from a safe distance. Standing in the drive teleoperating vehicles, exposes the operator to passing traffic including the remote vehicle. There are two solutions to this problem. One is to equip the operator with a Nautilus æBuddyÆ jacket which will help to protect them from all vehicles. The other is to move the operator into a safe room or area, away from the fumes, the noise and the traffic. In this comfortable, less stressful environment, the operator will be more productive and less likely to accidentally damage the vehicle. The operatorÆs æsafeÆ room does not have to be a formal control room, it can be any area which has AC or DC power available and is large enough to contain a chair and a 1.5 m x 0.75 m table. The æsafeÆ room can be on the surface or underground, it does not matter to the operation of the Nautilus Equipment. If the LHDÆs, trucks, locomotives, etc are automatically guided from origin to destination, the operator is free to operate several vehicles at a time, performing only those tasks which are too difficult for a computer to do by itself.

Jan 1, 1998

Since the days of Adam Smith and Milton Friedman the discussion of corporate citizenship and sustainability has been flooded with multiple contradictions, with proponents of sustainability saying that it is a crucial cog in the business strategy, while those against, maintain that æthe business of business is businessÆ and therefore sustainability issues are just add-ons. Sustainability arises from a deeply held vision by corporate leaders that businesses can and should play a role beyond just making money. Businesses should embrace the understanding that everything that a company does has an impact both internally and externally (communities, employees and customers), and the natural environment. This paper highlights the approach that led to a view that there is a contradiction between profitability, sustainability and community development, and we provide a further argument to the contrary. This argument is based on a comprehensive literature review of over three decades by various scholars linking corporate social performance and corporate financial performance. Driefontein Gold MineÆs approach is that of linking the community development, natural environmental and employee well-being initiatives and projects to the mineÆs business strategy. The paper further highlights the coordination and implementation mechanism of sustainability at the mine where the accountability lies with the head of the mine operations. A two pronged approach is employed where there is an internal dialogue on sustainability between the various departments coordinated by the sustainable development department and an external tri-sector partnership with local government, interested and affected parties and the mine. These approaches are closely linked to the contributions towards the mineÆs financial bottom line.

Jan 1, 2009

By G Dunstan

The Ridgeway gold mine has been an enigma of the international underground hard rock community for nearly 20 years. It nearly didn’t eventuate as it was more than 500 m below a farmer’s paddock in Central New South Wales when the exploration team, looking for open pit deposits, got a sniff on its last attempt and then drilled the high-grade discovery hole. It took separate studies to find an economic mining approach. Newcrest, then a mid-tier mining company, took the venture that set it on a path of growth and built what was to become the backbone of the company for the next 15 years.The initial mining method was sublevel caving (SLC) for the upper 300 m of the orebody. The nameplate production rate for the SLC was 4 Mt/a, which was reached in June 2002 shortly after the commissioning of the materials handling system. The ultimate production rate was subsequently lifted to around 6 Mt/a through a series of innovative and efficiency initiatives. In June 2007, approval was granted for the development of a block cave (BC) operation to extract the ore reserve situated immediately below the existing SLC operations, Ridgeway Deeps. The BC was designed at approximately 6 Mt/a to match the concentrator and a systematic improvement process through the entire underground system again saw delivery rates consistently around 10 Mt/a.In line with the production rate increases, Newcrest was also committed to advancing caving knowledge through a number of targeted research and development experiments and new processes. These were primarily related to improving cave ore recovery through systematic draw marker trials, cave propagation through preconditioning techniques with associated monitoring systems. New technologies were also developed to improve the safety and efficiency of the mine through data collection, cave establishment techniques, production dispatching and autonomous loading.CITATION:Dunstan, G, 2016. The truth is stranger than fiction – the story of Ridgeway gold mine, in Proceedings Seventh International Conference and Exhibition on Mass Mining (MassMin 2016), pp 19–30 (The Australasian Institute of Mining and Metallurgy: Melbourne).

May 9, 2016

Blasting effectiveness must be gauged by total production costs. ANFO charges made up in polythene "sausages" are not as profitable as is indicated by the price of ANFO. All-slurry charges are warranted only where blastholes cannot be dewatered effectively, or where drilling costs are very high. An increase in blasthole diameter leads to coarser fragmentation. This effect is most pronounced in tough and massive or blocky strata, or in ground which consists of unfissured boulders in a softer matrix. When ANFO and some slurry-type charges of small diameter are used in plastic-acting ground, charges may fail to detonate through precompression by charges fired on an earlier delay. The optimum blasthole length is rarely less than four times the burden distance. For best results, blastholes should be inclined to the vertical and parallel to the face. Nominal burdens and spacings are often altered radically by the initiation sequence. For best fragmentation, all blastholes must have good effective faces, and should be effectively stagg- ered with an actual spacing:burden ratio in the approximate range 2.0-5.0.

Jan 1, 1975

By Neville Rockhouse

This paper examines the interrelationship of conducting full risk assessments in the context of the coal mining industry and under the framework of the Health's Safety in Employment Act 1992. In the context of Occupational Health's Safety, Risk Management is a holistic management process that can be used by individuals working in all organisations and from all industries. The Australian New Zealand Standard 4360: 2004 defines a Risk as being; The chance of something happening that will have an impact on objectives. This definition is followed by several notes that include: a risk is often specified in terms of an event or circumstance and the consequences that may flow from it, risk is measured in terms of a combination of the consequences of an event and their likelihood, and risk may have a positive or negative impact. For the purposes of this paper, the above definition will be adopted. This paper examines the newly expanded approach of the fully documented risk management process in the New Zealand coal mining industry. This is done in the context of the coal mining regulations but more importantly by using the framework of the Health & Safety in Employment Act 1992. This legislation under Section 6 requires all employers to, Take all Practicable Steps to prevent harm coming to employees while at work and to others who might be at or in the vicinity of a workplace. When the term 'all practicable steps' is studied, one can clearly see that such steps should be the same steps taken that a prudent and reasonable person would have taken given the same type of circumstance. Due to the fact that in New Zealand parliament made statutes is administered by a Government Department, means that their breaches will be heard before a judge in the District Court. Under the Westminster System of Justice, a basic dictum of that court in matters relating the occupational health and safety is that a breach needs to be satisfied to a specific standard. That standard is, 'Beyond a reasonable Doubt'. One of the primary benefits of adopting a proactive approach to risk management is that if the industry were to adopt similar approaches, then this mythology could be seen as an industry standard. As such, the approach carries the same status in a court of law, as that of an Approved Code of Practice.

Jan 1, 2007

My topic for today is the Crown Minerals of the future. New work initiatives are underway and the organisational structure is being overhauled. These are not insignificant changes and in this paper briefly summarises these proposals. These new work initiatives and changes to the organisational structure will have implications for the industry as a whole and also for the way individual clients interact with Crown Minerals.

Jan 1, 2003

DIVERSITY There are plenty of examples to show that diversity has been the fundamental downfall of many organisations, particularly when you consider the international position. What about core business, the return of companies to key competence directions and market focus. The stockmarket for instance defines groups and companies in key groups of core business. The expectation is that companies toe the line and do not diversify across their areas of defined expertise. In essence, the market has given notice that the requirements are to focus and stick to our core business. So what right does the conference have to suggest that diversity is the key to prosperity. Hasn't the organiser read the book, studied the history, listened to the market - obviously not. Have they got it wrong, My feeling and belief is no - the organisers have got it right. However, the matter is not as simple as first perceived. What is Diversity, or Diversification as I would prefer? Is it a product position? Is it a geographic position? Is it an expansion or change in services offered? Does a gold mining company diversify into copper or diamonds or aluminium or nickel? Does a gold miner in Australia diversify into China or Kazakhstan or West Africa? How do the two relate? They don't. A successful company will always possess a 'core competence' not so much a 'core business'. The best example of this is the service company extraordinaire - McDonalds. They don't sell hamburgers or french fries, they sell a service, a convenience, a lifestyle. The core business is hamburgers and if McDonalds were to diversify further into new styles of hamburgers, I suggest to you they would fail. But if McDonalds were to diversify into other products based on their 'core competence', provision of service, then I would suggest to you they would be very successful. The service procedure, service machine, service system, the formula, stava the rnnetant the nrnrlnrte -

Jan 1, 1996

By D Johansson, C Yi, U Nyberg

Emulsion explosives are a common industrial explosive and have a non-ideal detonation behaviour. The detonation performance for a given product changes with the charge diameter, ground conditions, con?nement and density. The burning process of an emulsion explosive has been modelled with an ignition and growth model in the LS-DYNA code. The parameters in the burning rate function are calibrated by the detonation velocities and the detonation front curvature radii from emulsion explosive tests. A Perl program was developed for an efficient estimation of the parameters, and the results show that the calibrated parameters can predict both detonation velocities and the detonation front curvatures.CITATION:Yi, C, Nyberg, U and Johansson, D, 2015. Parameter determination of an ignition and growth model from emulsion explosive tests, in Proceedings 11th International Symposium on Rock Fragmentation by Blasting, pp 585–590 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Aug 24, 2015

By M Araos, I Onederra

A novel explosive formulation that substitutes the use of ammonium nitrate (AN) with hydrogen peroxide (HP) as the main oxidising agent has been developed and tested as part of an Australian Coal Industry Research Program (ACARP) project. The main objective was to provide a step-change solution that has the potential to completely eliminate NOx fumes in blasting. The development of this HP/fuel-based explosive started with a comprehensive detonation characterisation program, consisting of unconfined velocity of detonation (VOD) measurements of samples at different diameters, densities and void sensitisation techniques. VOD results showed that the HP/fuel-based explosive mixtures behaved similarly to non-ideal commercial explosives; in that way mixtures could be tailored to achieve specific detonation performance targets. The next stage of testing in this development involved preliminary confined tests to evaluate the rock breakage potential of the HP/fuel-based explosive mixtures. Fully instrumented single-hole tests were conducted in a limestone quarry. Results from these preliminary trials confirmed the rock breakage performance of HP/fuel-based explosive mixtures. The confined VOD measured in one of the tests was 5100 m/s in a 102 mm diameter blasthole at a density of 0.96 g/ml. The corresponding borehole pressure measurement of this HP charge was 2.61 GPa with a detonation temperature of 2921°C. Based on near-field accelerations, both HP and ANFO charges displayed similar attenuation characteristics in the test conditions. Post-blast observations indicated that the breakage performance of the HP mixtures clearly reflected the in-hole detonation performance measurements obtained, confirming the ability of these explosive mixtures to both fragment and effectively displace the rock mass under evaluation. Further research work continues with the future commissioning of a prototype mixing and delivery unit, the successful completion and analysis of data from multiple-hole trials, and further characterisation work associated with product stability, reliability and performance under different geotechnical conditions.CITATION:Onederra, I and Araos, M, 2015. Detonation and breakage performance of a hydrogen peroxide-based explosive formulation, in Proceedings 11th International Symposium on Rock Fragmentation by Blasting, pp 565–574 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Aug 24, 2015

Mineral processing is at the hub of the exploration-mining-metals production system. Because of the large volumes of material processed, incremental technology investments can pay off better than for other parts of the system. However, much of mineral processing remains a 'black art', because we are behind in investing in modem technologies. Consequently, we have one of the best opportunities to improve efficiency and competitiveness through the application and transfer of technologies that have already been developed for other industries. The reluctance of minerals companies to place priority in our area is not because we lack new ideas; our senior management has not been convinced, based on our previous results, that such investments will pay off as well as other investment opportunities competing for the same resources. The key is the proper establishment of technology strategy and more effective transfer of technology. The presentation will identify the failure mechanisms of technology transfer and will present a model for improving the success rate, a prerequisite for raising the priority of mineral processing investment. Topics emphasised include strategy formulation, human resources planning, and total quality management principles applied to improving technology transfer.

Jan 1, 1993

The theme of my address to your Institute, indeed its name, is "The Mineral Industry - What Next?" Knowing that I was required to make four appearances, and not wanting to be too repetitious, I wrote a rather long speech of which I will deliver various sections at different places, with a common introduction. Specific areas I have addressed are "Exploration", "New sources of minerals and energy", and "Mining and metallurgy of the future".

Jan 1, 1984

By M Manefield, G Bournival, S Ata

Asteroids contain an abundance of valuable resources such as: nickel, cobalt, gold, platinum and rhodium. Whilst the consumption of mineral resources on Earth continues to deplete, meteoroids have the potential to become a significant source of minerals. Even though the minerals content of asteroids may be relatively high, the valuable minerals are more likely to be only a small portion of the total ore present in the main body. The ores must, therefore, be processed to extract the metals of interest from the waste. Existing terrestrial technologies rely on manipulating the physical and chemical properties of minerals. The application of these techniques to asteroids processing, however, is not straightforward due to the presence of different conditions such as zero gravity and lack of water in space. This paper discusses potential separation and extraction techniques that can be used for processing of asteroids.CITATION:Ata, S, Bournival, G and Manefield, M, 2015. Resource recovery in space, in Proceedings Third International Future Mining Conference, pp 275–280 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Nov 4, 2015

By T Trott, G Lumley

"The mining industry suffers from a shortage of professional and other workers. Research and analysis has demonstrated a close correlation between high performance in productivity, maintenance and safety. There is also a significant correlation between engagement and performance. It is the hypothesis of the authors that mines can use a strategy of establishing themselves as a high-performance mine to attract and retain high caliber professional people: step 1 is to become best practice in equipment performance (productivity, maintenance and safety) step 2 is to brand the mine as æbest practiceÆ by sharing what has been confidential performance and outcome information with the general industry.Previous research has shown that many professional people are attracted by the prospect of a high achieving site because of the learnings and the support for continually doing better. In addition, a link has been established in previous research between productivity and safety. Operators and drivers are attracted to sites which have fewer dangerous people operating or driving. Good management delivers exceptional performance and a work site which high caliber managers and operational personnel people want to work at. The strategy requires commitment and proper execution but it can work. The strategy needs a specific approach and this paper will discuss this. A case study is provided from a mine which over a nine month period increased dragline performance by 15 per cent and reduced stress on the boom by 30 per cent. This mine paid the employees (professional and operational) $25 000/a less than the major mines but the operators and professional people would not leave; in fact, people were happy to be paid less to work there.CITATION:Lumley, G and Trott, T, 2012. Using best practice operations as a strategy for attracting and retaining professional people, in Proceedings International Mine Management 2012, pp 35-52 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Nov 20, 2012

By I KylmSkorpi, H Mansikkaviita

The traditional direct-heated drying process has been replaced by the steam drying process in non-ferrous metal smelters, where steam is available from waste heat boilers. Many recent projects have selected Kumera Steam Dryers in equipping a new production line or modifying an old production line. The industrial performance of the steam dryers has shown significant energy saving and emission reduction. The steam dryers have been operated at high availability and long maintenance interval. As the process principle of Kumera Steam Dryer is different from other equipment, the set-up for steam dryer plants is configured to fit the smelter site and operation conditions to achieve optimal performance. This article discusses the equipment involved in the steam drying process and their combination options.

Jan 1, 2008

By L Manca, P B. Hills, D Tyler, N Pollington

This paper describes a collaborative project undertaken by Newcrest Mining Limited (Newcrest) and pitt&sherry to identify, develop and then implement global best practices to manage the exposure to inrush (dry and mud) hazards in underground mining operations. An extensive literature review was undertaken to identify past experience globally and the current state of knowledge and practice in managing inrush hazard. A key requirement of the literature review was the development of a list of guiding questions which would form a framework for approaching operators to discuss the topic, capture recent learnings and understand current operating practices to allow the development of a best practice solution. An initial cohort of 14 mines across four continents chose to contribute and detailed interviews were carried out by the project team. The outcome from the literature review, interviews with participating mines and various internal discussions was a comprehensive summary document detailing Basic versus Best Practice management of the inrush hazard. This document is being used as a gap analysis tool by Newcrest to assess and guide the management of inrush hazard at their existing and future operations. The summary document has also been provided to the participating mines for their consideration. The project is iterative and will continue to evolve as new experiences, knowledge and practices come to light.

Mar 15, 2021

By G J. A Dewar

The Australian Corporations Law generally requires Independent Expert Reports to be presented in support of capital raising or in defence of mergers and takeovers. The introduction of the VALMIN Code in 1995 (and its recent revision issued as the VALMIN Code, 1998) made Assessment and Valuation Reports in these circumstances much more comprehensible than before because of its key requirements for transparency and materiality. By forcing the Independent Valuer to provide an explanation of the reasoning behind the estimation of a particular resource asset, VALMIN allows the reader to clearly see any error or illogicality in the valuation methodology used and to seriously question or even reject the resulting value. Even though many elements of resource asset valuation practice are undeniably subjective, there must be some basis of objective rationality to it. Independent resource asset Valuers are the essential link between mineral explorers/miners on the one hand and brokers/analysts/fund managers/investors on the other. The minerals and financial industries both expect them to not use inappropriate or invalid valuation methods and illogical steps within these methods. This paper examines some of the less sensible ways in which some of the main techniques that Valuers commonly use to assess the fair market value of mineral properties have been applied in recent instances. The authors hope to discourage the adoption or perpetration of the æWhat-number-did-you-have-in-mind?' approach. It is MINVALÆs view that as many methods as possible should be used in any resource asset valuation. If any of the resulting estimates are in approximate agreement (particularly if they were derived using the less subjective of the available methods), ie if they cluster, they are probably more persuasive as being the Preferred Value of the asset than outlier values within the Valuation Range.

Jan 1, 1999

By P Micale

Geological data provides the foundations for the mining value chain. It is used to underpin the modelling and planning and consequently optimise downstream business decisions. However, it is often forgotten or taken for granted. End users often assume the data to be sound without verification. Geological data can be considered a company’s number one asset. Subsequently, the storage, use and management of this data need careful curation and time invested in preserving and protecting it. An established polymetallic mine with 20 000 drill holes could have a data replacement value in excess of $500M at 2020 prices, excluding labour and salary costs. The Australasian Code for Reporting of Exploration Results, Mineral Resources and Ore Reserves (the ‘JORC Code’) provides guidelines for Public Reporting. Within the code, Table 1 requires discussion around the different types of geological data, its collection and use. What is needed is additional details regarding the validation and integrity of the geological database. A comprehensive guideline specifying minimum geological standards for geological databases has been developed. This expands on the critical points outlined in Table 1 of the JORC Code. This guideline can be used by companies where geological databases are managed in-house or used to assess these services’ outsourcing. This guideline will ensure that geological data is reliable and unadulterated and can be used with confidence. Using this guideline will assist in preserving the investment of geological data in the mining value chain

Mar 22, 2022

Sixty years after its inception, after an alternation of periods of admiration and rejection by the industry, Sampling Theory can now be seen as going through its golden age. A brief history of its successive transformations and progresses achieved by its author, Pierre Gy, and his followers, reveals the theoretical as well as practical difficulties that had to be vanquished to reach this point. Its current level of acceptance and corresponding trends are discussed and illustrated, with an insight on its increasing real role in the industry and future prospects for its further development.

Jan 1, 2008

This short paper outlines the authorÆs views regarding the progress we have made as an industry in managing mining assets over the past 500 years. It represents a personal view û but one founded in fact-based observations of mining companies and of the mining industry in general. There is no doubt that AgricolaÆs views as expressed in De Re Metallica (1556) were visionary. There is also little doubt regarding another issue û that whilst a great deal has been learnt about the management of mines since AgricolaÆs time, observations suggest that best practice management is the exception rather than the rule across our industry. Although insights regarding the successful management of mines have become apparent, we still witness unnecessary errors in our industry that lead to the loss of shareholdersÆ funds. By highlighting some aspects of current best practice, particularly in the arena of operations management, it is hoped that this short paper contributes a small step along the next 500-year-long learning curve. The paper concludes with a brief description of the progress and impact of continuous improvement initiatives at Kalgoorlie Consolidated Gold Mines (KCGM). Located in the Kalgoorlie Goldfields, KCGM is currently AustraliaÆs largest gold mine producing over 800 000 ounces of gold per annum. Improvement initiatives at KCGM look set to deliver some $100 million in value over life-of-mine.

Jan 1, 2004

By L Dawson, S Carr-Cornish, N Boughen, K Moffat, S Masterson

The risk and consequences of community rejection and loss of a social licence to operate is well articulated (Moffat et al 2018), however, the means for systematically managing this risk are less established. At the local scale, a mining operation is said to have a social licence to operate (SLO) when it achieves ongoing acceptance or approval from the local community and other stakeholders who can affect its profitability (Graafland, 2002). Without this social acceptance, it is very difficult for a business to operate effectively or profitably. It is well understood that social (or community) acceptance of a mine and its associated operations is a reflection of the quality of the relationship a company has with their host community (Thomson & Boutilier, 2011; Lacey & Lamont, 2014; Parsons et al., 2014; Moffat et al., 2015). Community relations are an integral part of successful mining operations and where these interactions are effective, they tend to foster mutual understanding, trust and support between a company and the host community (Kemp et al., 2006; Holley & Mitcham, 2016). Research further demonstrates that where such interactions are perceived to be procedurally fair, the increased trust created in these company-community interactions tends to lead to higher levels of acceptance of mining operations (Moffat & Zhang, 2014; Lacey et al., 2017).The challenge, however, is how to listen systematically to communities that mining and associated operations; communities that are often located across vast geographic areas and with diverse demographics. To date, traditional methods deployed to both guide and evaluate community engagement and social investment activities have been challenged to reflect the nature of the phenomenon they seek to observe, the voice of community. For example, detailed baseline surveys of community attitudes every three years by companies, as is the requirement within the policy frameworks of most large miners, provide rich insights but do not reflect the dynamic, temporal nature of the relationships that underpins their SLO. These processes typically are largely opaque to communities and distinct from the company’s engagement activities. The CSIRO Local Voices project was developed with Rio Tinto to go some way towards meeting this challenge of how to listen to the voice of community systematically. CITATION:Moffat, K, Dawson, L, Carr-Cornish, S, Boughen, N and Masterson, S, 2018. Listening to Local Voices – a systematic approach for understanding what a social licence to operate means for Rio Tinto in the Pilbara, in Proceedings Life-of-Mine 2018, pp 8–11 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 25, 2018