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By D Kent, D Eisner

A lot of talk has been generated about the so called ‘Internet of Things’ (IoT) and its potential to transform the way we interact with our homes and devices. But the true potential and value of IoT is not going to be realised by the general consumer but by businesses.This paper outlines the application of IoT in mining and how it is a natural extension to the base networks becoming commonplace in both surface and underground mines. The potential for ubiquitous monitoring throughout a mining operation at low capital and support costs will transform the ability to monitor, analyse, report and manage all of the key processes involved in a mining operation.Importantly, the paper will discuss the practical applications that the IoT offers mining and explain how this really is transformative technology, not just the latest buzz words from the information technology (IT) world. If leveraged correctly the impact on mining, its cost base and efficiencies, is enormous.CITATION:Kent, D and Eisner, D, 2015. What the internet of things means to mining, in Proceedings Third International Future Mining Conference, pp 65–70 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Nov 4, 2015

By L Dzinza, K C. Corin, M Tadie

The recycling of process water comes with increased electrolyte concentrations that affect water quality, which may in turn affect the flotation performance of valuable minerals (Hirajima et al, 2016). Electrolytes such as Ca2+, SO4 2- , Mg2+ and S2O3 2- have been surmised to have an impact on the action of flotation reagents such as collectors (Ikumapayi et al, 2012). Xanthate collectors are known to play a significant role in imparting hydrophobicity on mineral surfaces to enhance their flotation. The interaction between minerals and xanthates is well known to be electrochemical in nature. Such redox processes may be elucidated by electrochemical techniques. Since the mechanisms involving the interactions between electrolytes in process water with sulfide minerals and the subsequent adsorption kinetics of collectors are not well understood, this study therefore aims to provide fundamental knowledge to unpack the mechanisms involved when electrolytes interact with Platinum Group Minerals (PGMs) and how these interactions may affect xanthate adsorption. The interaction of sodium iso-butyl xanthate (SIBX) in the presence of electrolytes at increasing ionic strength was investigated by rest potential measurements, to explain the impact of electrolytes on the adsorption of SIBX on PGMs in the flotation process. Rest potential measurements for PdTe2 and PdS were conducted in an air saturated 0.05 M di-sodium tetraborate decahydrate solution, in the absence and presence of SIBX and electrolytes. It was found that the existence of sulfide and telluride on palladium affects the mechanisms in which electrolytes interact with Pd mineral surfaces. An increase in the ionic strength of Na2S2O3, CaCl2 and MgCl2, increased the interaction between the salts and PdS, thus decreasing the extent to which SIBX interacted with PdS. An increase in ionic strength for Na2S2O3 increased the interaction between Na2S2O3 and PdTe2 and therefore decreased the extent to which SIBX interacted with PdTe2. Other salts investigated in this study increased the rate of oxidation of PdTe2 with an increase in ionic strength thereby enhancing the interaction of SIBX and PdTe2. This study has shown that mineral type, electrolyte type and concentration all have an impact on the mechanisms that result in the adsorption of SIBX on PGMs.

Aug 24, 2022

By J D. Pease, J M. I Tuppurainen, P D. Munro

This paper examines how legislation and regulation can be external drivers of technical change in mineral processing and extractive metallurgy and how the industry can respond. Two examples are considered; the production of copper metal from concentrates and the cyanide process for gold production.The Clean Air Act (1970) in the USA initiated a wave of attempted innovations in the extractive metallurgy of processing copper sulfide concentrates to meet forthcoming standards on sulfur dioxide emissions. Interestingly, a satisfactory technical solution existed (flash smelting and gas capture) but had not been widely adopted.Nearly fifty years later the primary copper industry finds itself with new challenges. One major challenge is how to deal with the increasing level of arsenic in copper concentrates. Most countries impose an upper limit on arsenic in imported concentrate; typically, 0.5% As or less. Higher arsenic concentrates can be blended with cleaner ones to meet the limit, but this tactic cannot be used indefinitely as the average arsenic level of global concentrates rises inexorably. Further, smelters (often in urban locations) cannot be expected to deal with both ever-increasing arsenic in the feed and stricter restrictions on emissions and disposal. A rising “inventory” of primary copper deposits are already constrained from development by high arsenic concentrate. These deposits will need to be developed if future copper demand is to be met. An economic and technical solution to arsenic is needed. The gold industry may also face challenges in the use of cyanide, by far the dominant lixiviant used in gold and silver production. Public perception has driven restrictions on the use or transport of cyanide in some jurisdictions. History suggests that such pressure is only likely to increase. While there are several alternative lixiviants, none can yet match the utility and economics of cyanide.Such important issues will not be resolved by incremental change or new equipment items. They require development of new process technology - a tectonic event rather than an incremental change. It requires sustained effort (and expenditure) over decades and is very unlikely to result from “business as usual” for producers, suppliers or academics. Past major process developments were driven by a dire need for economic survival or by legislative change. What will drive the future changes?CITATION:Munro, P D, Pease, J D and Tuppurainen, J M I, 2017. Technology change by regulation – a cresting wave?, in Proceedings MetPlant 2017, pp 45–58 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Sep 11, 2017

By C Killip

Working in Australia’s harsh climate can have a significant impact on the health, safety and productivity of our teams, but is our working environment expected to be more prone to heat stress in the future? Climate modelling suggests that we are likely to encounter more frequent heatwaves and higher apparent temperature. Does this mean that our teams will be at greater risk of heat stress, and are we prepared to deal with the changes in our future climate and the potential impacts on our working population? This paper will review the recent research on climate and projected changes to all meteorological parameters that are important in understanding the likelihood of heat stress. The paper will also describe the challenges encountered in the management of heat stress in a workforce, and then outline a systematic approach to heat stress management that will allow you to assess your own risk and manage your day-to-day operations into the future.CITATION:Killip, C, 2015. Future climate – is heat stress a real risk for the future and how can we better manage it?, in Proceedings Third International Future Mining Conference, pp 181–188 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Nov 4, 2015

I am honoured to be given the opportunity to share with you my thoughts on what will be the essential characteristics of æThe Mining Company for the 21st CenturyÆ. For me the 21st century is all about globalisation and the challenges and the opportunities that globalisation presents for the mining industry. To play on the global stage the successful mining companies must develop profiles that are global in: their operations diversity, their partnership relationships diversity, their customer relationships diversity, their workforce diversity, and their shareholder diversity. In my view æbigÆ will count in the 21st century, but big overlaid with quality: quality assets, quality people, quality partners, quality customer relationships, and quality image and reputation. Last year, Rio TintoÆs Leon Davis said when he addressed the Minerals Council of AustraliaÆs annual conference that Australian resource companies that wish to become global operators must develop an unequivocal international identity that will make that company a known and trusted quality wherever it seeks to do business. He went on to say that structuring and operating a business in a way that consistently manifests the qualities that inspire respect and evoke confidence is vital. I absolutely concur with what Leon said. Unfortunately, the fact is that, as we stand at the beginning of the 21st century, our industry and many of our companies are no better accepted by the world community than was the case five, ten, 15 or even 20 years ago. In fact, in some cases, the warmth of the acceptance may have subsided. To some extent the demonstrations that we saw recently in Seattle and Davos reflect a growing distrust, disquiet and cynicism in our communities. Here, however, I see an opportunity. While on the one hand the mood of disquiet presents many challenges, it also provides those of us who are willing to get out on the front foot in addressing the issues, and engaging in the dialogue, with a very significant opportunity to create a major competitive advantage. It provides the opportunity to earn respect and the opportunity to develop a reputation as a company that is sought as a joint venture partner and a company that is welcomed by governments and communities. Importantly, also, people will seek employment with such a company and will invest in such a company. The challenge is to change the way we behave and the way we are perceived by all the key stakeholders. Many of our industryÆs traditional skills are now commodities à many can be à and are out-sourced. The new critical skill for the 21st century à the real competitive advantage à will come from creating a real and genuine understanding of our role and what we stand for. Everything we do should demonstrate not only sound business principles, but also an understanding of the political, social, cultural and environmental impacts of our activities - at an international and a local level. This concept isnÆt new - but for large companies such as BHP, where we operate in more than 20 countries with diverse cultures, languages and religions - it requires enormous energy and dedication. It is complex. It is difficult. But I believe it is absolutely fundamental to our future.

Jan 1, 2000

Is your company paying taxation on profits which are partly illusory?ò Are unions making wage demands based on erroneous notions of the real level of value added to your companyÆs production?ò Do you receive historic data on profit contributions by different products, or for different market areas, which you feel may be misstated?ò Do you find that cash is not always readily available to pay dividends out of reported earnings because, it is required to finance additional working capital without a real increase in the level of activity?ò Are your planning and budgeting routines hampered by the need to rely on historic financial data which bear little resemblance to what the future may hold for your company?ò Are you able to maintain your business at its optimum operating capability or do you feel each year that it becomes more and more difficult to achieve the same volumes of prdduction at the same level of return on assets employed without having to raise more capital?If your answer to any of these questions is "yes", then it is very likely that Current Cost Accounting (CCA) has something to offer you!characteristics of the mining industry and for single venture mining operations.

Jan 1, 1984

As has been the case since the early Phoenician traders, the minerals used by modern man come from deposits scattered around the globe. The price received is more and more being set by worldwide supply and demand. Thus the price component in the profit equation:Profits = Material sold (units)x(Price/unit û Cost/unit) is largely determined by others. The recent price history for two of the major metals, copper and iron, are given in Figures 1 and 2, respectively. As can be seen there has been a steady decline in the prices (when expressed in constant dollars) over the 20 years which have lapsed since the first of the International Conferences on Mass Mining, æDesign and Operation of Caving and Sublevel Stoping MinesÆ was held. If one would look back over the entire 20th century this would also be the trend. Cost containment/reduction through efficient, safe and environmentally responsive mining practices is serious business today and will be even more important in the future with increasing mining depths and more stringent regulations. A failure to keep up is expressed very simply as: Profit This, needless to say, is unfavourable for all concerned (the employees, the company, and the country or nation). The mining companies have had to look at ways of reducing the expense part of the profit equation while maintaining safe, environmentally conscious operations. Table 1 summarises the rules for working in todayÆs economy.

Jan 1, 2000

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

Jan 1, 2005

By Satayev IS, Shepelev DV

Various ways for applying the X-ray fluorescent method to process lump-by lump separation of secondary aluminium raw materials (scrap, slags, waste) as well as ferrosilicon and ferrochromium are being considered and physically demonstrated. A commercial X-ray radiometric sorter has been developed for processing secondary raw materials. Marketable quantities of aluminium scrap with appropriate copper and zinc content have been produced for smelting with a minimal additional of pure aluminium. An industrial complex for scrap processing, incorporating two X-ray radiometric sorters from the Hammermils company is successfully operating at one of the works in Russia.

Jan 1, 1993

By P B. Hills

Almost a quarter of a century since Bridges (1993) documented techniques for the assessment of ground conditions in a seminal paper in the Proceedings Second International Mining Geology Conference, the necessary role of the geologist in recording geotechnical data on exploration properties and in mines remains. Typically, the geologist is the first professional on the exploration property. Of course, most exploration properties don’t become mines. However, when a property does start to come together and form a coherent mineral deposit and professionals from across the minerals industry spectrum, including specialist geotechnical engineers, become increasingly involved, it remains the geologist who has the most intimate knowledge of the deposit. By association, that knowledge extends to the character of the rock mass.Throughout the various phases of prefeasibility, feasibility, construction and production, culminating in the mature mine, the knowledge of the rock mass held by the geologists continues to grow. In the current era of minimising cost and optimising profit, meeting the requirements and expectations of stakeholders ranging from fellow employees to investors, industry and financial regulators and the broader public, in a social environment where occupational health and safety concerns are of uppermost concern in every endeavour, the value of the geologists’ observations cannot be understated. Mines nowadays employ more geotechnical engineers than they did in the early 1990s when Bridges (1993) wrote his paper. More funds are available for specific geotechnical investigations of exploration properties and mines; none-the-less, those programs remain limited in their extent and there is a wealth of additional data available for collection with the appropriate training, at little additional effort. Fundamentally it is all about the numbers. Any hole not geotechnically logged is a hole that will need to be drilled again if the data is required. Any face, surface or underground, not geotechnically mapped is one that may need to be mapped a second time. That doesn’t mean every hole or every face. However, it is the proposition of this paper that the opportunity for additional geotechnical data to be gathered during traditional geological investigations is an opportunity that cannot be ignored. Occupational health and safety requirements demand that the geotechnical risks associated with mining are appropriately managed. Mining regulations in most Australian and overseas jurisdictions requires the consideration of geotechnical risk through formalised management plans. The Joint Ore Reserves Committee (JORC) Code requires the consideration of modifying factors more than ever before. The benefit to be realised through improved geotechnical understanding by geologists on the ground leads to improved occupational health and safety, optimised reporting compliance, and improved financial and social outcomes for the exploration property and ultimately for the mine that follows.CITATION:Hills, P B, 2017. The necessary role of the geologist in geotechnical data gathering, in Proceedings Tenth International Mining Geology Conference 2017, pp 347–354 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Sep 20, 2017

I want to explore whether it is valid or even useful to talk about sustainable corporations. After 20 years of focus on sustainable development, the concept of a sustainable corporation is not particularly helpful and it may in fact be profoundly misleading. Why? û because it obscures the need for corporations to be recognised as part of a sustainable society, rather than achieving some kind of corporate nirvana divorced from the social, political and environmental reality. It is more helpful to ask whether corporations are ready to recognise that they are one player among many within society û with the demands this would place on them in terms of transparency, accountability and social responsibility. The achievement of sustainable development has become the new corporate orthodoxy of many large corporations. It has become a clichT to argue that corporations must become æsustainableÆ. The achievement of æsustainabilityÆ is encouraged, as the ultimate step in some form of corporate evolution. We are failing to recognise that sustainability a process û not an end in itself. An enormous array of instruments is being developed to measure when sustainability is or is not being achieved. For example, corporate reporting has burgeoned into an art form, which describes æsustainabilityÆ in a variety of ways. There is no external standard applied to such reporting. These descriptions are quite partial and often place the best possible gloss on the companyÆs activities. I have become increasingly uneasy about this rhetoric and this paper has allowed me the luxury of sorting out my unease. I will discuss, largely in the Australian context, the current debate and literature and describe the way some global mining corporations are dealing with these questions, and finally, offer some suggestions which might be helpful at the operational level.

Jan 1, 2002

By T Horberry

This paper describes work conducted as part of an overall research project that aims to identify current and emerging trends in the development of automation and remote mining technologies, and to provide an operator-centred perspective to the design and deployment of such systems. More specifically, this paper outlines a research and development process being constructed to examine the issues of the human skills and capabilities required to operate or maintain automated/remote controlled mobile mining equipment. A human factors approach presented here, where the focus is upon designing equipment interfaces to fit operators, rather than purely designing and deploying the equipment based on a technology-centred approach. However, the importance of training to help develop the required skills and capabilities is also emphasised.The work built on a full review of the literature about the effects of automation in mining and elsewhere, extensive interviews with different stakeholders in mining automation and recognised best practice regarding designing for the human element in automated systems. The human element research and development process proposed is in four stages, ranging from understanding the tasks involved in both manual and automated equipment operation through to user trials to ensure that the automated systems are acceptable to operators and are fit for purpose.It is outside the scope of the current paper to present the full data collection described by this four stage process, but an overview of what will be collected is presented. As such, this paper focuses on the broad methods being developed, rather than the specific results to be obtained. The ultimate objective is to apply a broad ‘technology assessment’ approach to the design, deployment and evaluation of automated mining technologies, in particular by considering the user-centred design implications of these technologies.

Nov 22, 2011

By D A. Kepert, I J. Tehnas, M A. Pudovsk

BHP Billiton (BHPB) was the first company to start iron ore mining in the Pilbara at Mt Goldsworthy in 1966 through Goldsworthy Mining Limited (GML - then Consolidated Goldfields Australia, Cyprus Mines and Utah). Operations later started at Newman on Mt Whaleback in 1969 with the Mt Newman Mining Joint Venture (MNM û then comprising American Metals Climax û AMAX, Colonial Sugar Refineries û CSR and BHP). In 1986 it acquired majority ownership of MNM, and at the same time the previously 100 per cent BHPB owned but undeveloped Yandi property came on board. Purchase of Jimblebar (formerly McCameyÆs Monster) occurred in 1990 and full ownership of Goldsworthy followed in 1991. With the exception of Jimblebar (100 per cent owned), all mines are now 85 per cent BHPB and the balance with Itochu and Mitsui. This evolution of the company resulted in an eclectic mix of mines/ores, each with their varied exploration and evaluation histories. Discussion of some aspects of these histories, and reflections on changes in exploration-related activities with particular reference to discussion of advances in geological understanding since the 1960s forms the basis of this paper. BHPB presently has open cut mines at four main centres û Newman, Jimblebar, Marillana Creek (Yandi) and Yarrie û and is currently developing the former GML Area C near Yandi. With the exception of NewmanÆs Mt Whaleback mine and immediate satellites, all are contract operated. Ore is carried on BHPB railroads (696 km total) for export through the companyÆs Nelson Point or Finucane Island shipping facilities at Port Hedland. Some is directed to the BHPB Boodarie Iron hot briquetted iron plant near Finucane Island. Over 73 Mt of ore was produced by BHPB in calendar 2001, and the company has now mined over 1500 Mt in Western Australia since their operations at Yampi Sound first started in 1956.

Jan 1, 2002

By H Guthrie, J Hodder, J Bain, S Durkin

Australian mines have traditionally relied on diesel powered vehicles to fulfil their light vehicle needs. There are many reasons for the resources industry to review its use of diesel-powered vehicles. The international industry has developed projects to explore the use of Battery Electric Vehicles (BEV) as a more sustainable alternative to traditional diesel-powered vehicles. While the technology for cost-effectively applying modern high-performance lithium-based batteries to the mining environment has existed for over a decade it is yet to be widespread throughout the industry. Through the collaboration of Safescape, 3ME Technology and Kirkland Lake Gold, with funding from Mining Equipment technology services (METS) Ignited, the project has focussed on advancing the Australian METS sector’s capability in the rapidly approaching implementation of BEV technology. This paper reports on the collaborative approach to develop a prototype vehicle; explains the selection criteria for the various components of the vehicle; and details the risk-based approach to developing a scalable product to replace existing underground light vehicle fleets. The prototype vehicle was tested underground at Kirkland Lake Gold’s Fosterville operations in Victoria beginning in October 2019. Reporting from these trials focusses on the key factors affecting underground operations. These include driveability, safety, charging and cycle times. Gathering data around energy consumption through normal daily duties enabled a model of energy consumption and charging requirements to be developed such that various applications of the electric vehicle can be considered against existing diesel-powered vehicles. This has provided insight into the impact on daily operations, and the way forward for large scale implementation.

Mar 15, 2021

By P Moynagh

"A plan is critical but on its own it is a bit one dimensional, the three dimensions critical to success over the long-term, through changing economic, geological and management conditions are:the quality of your planning an ability to see and adapt to change a disciplined continual improvement/learning system.This paper will examine how a number of major Australian resource companies have used a commitment management system to connect the ‘theory’ embodied in plans (whether mine, project, maintenance or training plans) and immediate reality ‘practice’ as experienced by supervisors and their crews in the workplace. This paper draws on management theory embodied in management operating systems (MOS), Lean, Theory of Constraints and Six Sigma approaches to continuous improvement and a good dose of real world experience. It is embodied in the statement: ‘successful organisations are driven by a series of commitments that people make to each other and deliver on’.Citation:Moynagh, P, 2016. Everyone Has a Plan Until They Get Punched in the Mouth – Creating Trust, Commitment and Results in Tough Times, in Proceedings Ninth AusIMM Open Pit Operators' Conference 2016, pp 293–299 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Nov 15, 2016

By S Henderson

The Otago Goldfield has produced approximately 8 million ounces of alluvial gold and over 2.5 million ounces of hard rock gold and is currently home to New ZealandÆs largest producing gold mine. In the eyes of explorers this production history makes the goldfield a good place to explore.   Modern exploration in the Otago Goldfield commenced in the late 1970s with the exploration for tungsten. However, a rapid rise of the gold price in the early 1980s saw the focus shift to the exploration for gold which lead to the discovery of the Macraes Gold Project in 1984, which since it came into production in 1990 has been New ZealandÆs largest producing gold mine. With the exception of the Macraes Gold Project, exploration continued in the Otago Goldfield for a further 20 years without further success.   In 2006, Glass Earth (NZ) Limited (Glass Earth) reviewed all the exploration technologies applied to the Otago region and available geological data, including the 1996 OceanaGold Helicopter Electro-Magnetic (HEM) data, and concluded that combined magnetics and HEM were able to delineate the Hyde Macraes Shear Zone (HMSZ) which hosts the Macraes Gold Project. Unlike previous explorers who explored the Otago region in a piecemeal manner, Glass Earth opted to collect a new, region-wide dataset which could be integrated with all previous collected geological information to come up with new exploration concepts and targets. As part of this process, Glass Earth applied in mid 2006 for New ZealandÆs largest on-shore gold Prospecting Permit, PP39-322 which was subsequently granted in November 2006. In mid January 2007, Glass Earth commenced acquisition of approximately 50 000 line kilometres of HEM data, making the Otago regional aerial geophysical survey (survey) the largest aerial geophysical survey ever undertaken in New Zealand.   This paper will report on the progress of the Otago Regional aerial geophysical survey and outline some of the preliminary findings from what is still a work in progress.

Jan 1, 2007

Precision surface mining is increasingly occupying a significant role in open pit mining. Improvements in technology now allow continuous surface mining of material well above 140 MPa (20 300 psi) efficiently and cost effectively when compared to drilling and blasting/primary crushing methods. These include the elimination of the use explosives and primary crushing, the ability to precisely extract the ore from the waste, or separate ores of varying chemistry and mine thin seams and non-homogenous orebodies cost effectively. In addition, precision surface mining extends the useful life of a mine by extending the mine boundaries. It can expand production capacity in existing mines and is particularly cost effective in greenfield start-up mines. Precision mining techniques result in higher percentage recoveries. This paper reviews several of these techniques for the Terrain Leveler« surface excavation machine (SEM), and shows their impact. Vermeer's current approach to precision surface mining is utilisation of the T1255 Terrain Leveler SEM. Several units have been proven in round-the-clock, seven day operations throughout the world. Among other innovations are design simplicity, stability, maneuverability, rear-mounted tilting drum and top-down cutting. The impact of these items are discussed in more detail in the paper. After a detailed analysis of the importance of machine availability on overall mine performance, Vermeer has extended its equipment line to include a direct-drive option for its T1255 Terrain Leveler SEM. In addition, improvements in dust suppression are presented. While the T1255 Terrain Leveler SEM is of optimum size and cost in small and medium sized mines, Vermeer has recognised that larger mines require larger machines with increased capacities. Vermeer will prototype the T1655 Terrain Leveler SEM later this year. Specifications of this machine and up-to-date preliminary results are presented. A discussion of the role of each machine size and driving mechanisms are included. Finally, the next stage in Vermeer's providing solutions to the surface mining community will be described - a continuous loader. The impact on current mine planning is presented using a detailed computer program developed for studying the impact of loading techniques and higher production rates on mine plan optimisation.

Dec 6, 2010

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

By D Kepert

It is the role of the exploration geologist to create wealth through the discovery, delineation and characterisation of economic mineralisation. This requires a critical depth of geological understanding.Unfortunately, the resource industry is well known for its cyclic nature. Many of the current generation of workers have only ever experienced the boom of the ‘super-cycle’ and are only just discovering the negative side to the business. For the case of the geologist and especially the exploration geologist, the magnitude of peaks and troughs are usually amplified and may become destructive to all parties. During the uptime a healthy stream of exploration good news becomes the staple diet of company releases, in particular those of junior companies attempting to bolster the share price. The geological knowledge and experience gained thus forms a significant and integral part of the value and therefore, future of a company. On the downturn it is often viewed that geologists are a luxury, an optional extra and a burden on the bottom line with companies entering a period of memory loss and myopia.Retention of geological knowledge however remains critical as projects, companies and cycles mature. Beyond exploration per se, this knowledge becomes both fundamental in de-risking and commercialising an asset (through development or divestment) and in positioning the company for cyclic or counter-cyclic opportunities.The growth and retention of this knowledge base is difficult to quantify in terms of direct value but becomes one of a successful resource companies greatest assets. At worst, its loss can lead to millions of investors’ funds wasted on missed opportunities, drilling, or poorly designed plant and mine.But the rocks are around for the longer haul and pay little notice to the vagaries of the scurrying of Man.This paper reflects on some of the authors own observations through 25 years of iron ore exploration, in why it is critical to always rigorously question the prevailing geological (mis)understanding and the technical and commercial benefits which that may bring, and looks forward to the future.CITATION:Kepert, D, 2015. Geology – the affirmative case, in Proceedings Iron Ore 2015, pp 285–298 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 13, 2015

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