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By A. R. Leach

Anomalous mining conditions can be described where the level of hazard is increased relative to normal conditions within a mining area. Normal conditions would be those defined as a Ground Control District in a mine’s code of practice, and for which mine standard support layouts are generally developed. It has been found that up to 80% of fall of ground accidents occur where anomalous mining conditions exists, typically in the vicinity of geological weaknesses. These areas require specific attention to ensure they are readily anticipated and identified and that appropriate strategies are used to reduce the hazards associated with them. As part of SIMRAC project GAP 607 checklists to aid identification and best practice mining methods were identified for a range of geotechnically anomalous conditions.

Jan 1, 2003

By A. Lane

The socio economic risks of mining in South Africa have been emerging for some time now, and have been brought into sharp relief by recent events in the platinum sector. The slow pace of social upliftment in the country has lead to widespread social unrest with consequent calls for different forms of resource nationalism. Fundamentally, the key stakeholders are not fully aligned, and are not engaging productively. This poses significant above-the-ground risk to mining companies. Measuring social impact, deploying inclusive solutions and engaging effectively with stakeholders are three ways in which mining companies can mitigate this risk.

Jan 1, 2012

By C. Hutton

"SynopsisThe last commodities supercycle (2003 to 2011) was characterized by a belief in volume at any cost, where absolute output was deliberately prioritized over productivity considerations. This practice fuelled overoptimistic forecasting and planning, which in turn contributed to the economic crisis that followed. The sudden collapse of commodity prices has resulted in mining companies scrambling to find the right balance between optimizing current operations and preserving sufficient flexibility to grasp future opportunities. The runaway costs of building and operating mines have almost squeezed out profit margins, while lower ore grades are inflating production costs. Mining companies therefore need to look at the business with fresh eyes, and develop strategies to attract equity capital as traditional approaches are simply not working anymore. This is especially so in the context of a dwindling investor base that continues to demand greater returns, despite a significantly lower appetite for risk. This paper revisits the micro-economic concepts and demonstrates how pressure from shareholders to prioritize output contributed to spiralling costs and value destruction. Practical techniques are described to model cost curves to optimize a Mineral Resource endowment and address the need to rightbalance a business and preserve agility.IntroductionHenry Lazenby (2014) for the Mining Weekly writes, ‘Bruised and battered, the global mining industry today is undergoing a sea change. Practices and policies that might have worked wonders in the past are not as relevant today, and new approaches to running profitable mining operations need to be found.’ One significant practice the mining industry had during the last commodities supercycle (2003 to 2011) was chasing volume at any cost; absolute output was deliberately prioritized over productivity considerations (Goldsmith, 2013). Lazenby contends that in the face of falling and volatile commodity prices, many mining majors ‘across all commodity groups are currently grappling with sagging profits and low company valuations. This is often regarded as the result of the were in pursuit of growing their output at all costs in a high commodity price environment.’ Lee Hodgkinson, KPMG’s Canadian mining industry leader and quoted by Lazenby, says that ‘mining companies are now trying to find the right balance between optimizing current operations and preserving their agility to grasp future opportunities. The runaway costs of building and operating mines have almost squeezed out profit margins [whilst] lower grades of ore are inflating production costs. Mining companies need to look at the business with fresh eyes, and develop strategies to attract equity capital as it seems clear that some of the traditional approaches to the mining business are simply not working anymore."

Jan 1, 2015

By A. Lane

The socio economic risks of mining in South Africa have been emerging for some time now, and have been brought into sharp relief by recent events in the platinum sector. The slow pace of social upliftment in the country has lead to widespread social unrest with consequent calls for different forms of resource nationalism. Fundamentally, the key stakeholders are not fully aligned, and are not engaging productively. This poses significant above-the-ground risk to mining companies. Measuring social impact, deploying inclusive solutions and engaging effectively with stakeholders are three ways in which mining companies can mitigate this risk. Keywords platinum, mining, community, socio-economic impact, stakeholders, conflict, labour unrest, social licence to operate, investment, Africa.

Mar 1, 2013

By T. Kagogo, M. Neser, C. Knobbs, E. Gerryts

"Contrary to the way it is often portrayed, the average organization or company is far from being a cold, calculating machine. It is actually a highly emotive place where interaction with people is a fundamental part of its ability to perform satisfactorily.The company, through its employers, expects employees, including new graduates, to have the ability to cope adequately with this emotive environment. The graduate is frequently unable to meet this expectation because he/she has not been developed to do so. Technical knowledge is his only asset. This deficiency manifests itself in leadership shortcomings, both intrapersonal and interpersonal. Further analysis reveals a deficiency in three elements of leadership - self-awareness, oral communication, and an ability to work cooperatively in teams.To address these three elements of leadership, Sasol Coal, a subsidiary of the big petrochemical company in South Africa, sponsored a leadership programme at the University of Pretoria for their final-year bursary students in the faculty of Engineering. This programme, the Sasol Engineering and Leadership Academy (SELA), consisted of a number of interventions designed to address the three areas of self-awareness, oral communication, and cooperative behaviour in teams. These interventions varied from an intrapersonal nature to interpersonal aspects. Psychometric assessments were followed by experiential modules dealing with the three constructs.SELA was evaluated at the end of the year. The results showed a positive shift in the main constructs of self-awareness, communications, and cooperation. This was measured quantitatively and qualitatively. Conclusions were drawn and recommendations for improving the programme were proposed."

Jan 1, 2014

By N. Kornelius

In recent years there has been an increased focus on corporate governance matters worldwide. The duties and responsibilities of directors of companies have come under close scrutiny, with shareholders increasing their demands for greater responsibility and accountability. Media attention and pressure groups have also had their effect. Governmental actions have supported these demands and directors have witnessed sweeping legislative changes imposing more onerous duties and liabilities than formerly imposed upon them at common law and in terms of the Companies Act. At the same time, the power of regulatory bodies has been increased to enforce this legislation and make someone pay to remedy an alleged infringement. Breach of such duties may incur personal or criminal liability, or both. Environmental protection legislation has become a particularly prevalent feature in this regard, and the number and complexity of statutes concerning the environment have increased over the past few years. Directors of South African companies will be familiar with relevant acts such as the National Environmental Management Act 107 of 1998; Conservation of Agricultural Resources Act 43 of 1983;Hazardous Substances Act 15 of 1973, as well as the National Water Act 36 of 1998. Now the directors of mining companies are faced with the Mineral and Petroleum Resources Development Act 28 of 2002.

Jan 1, 2003

By I. Jones

Geologists, engineers, technicians and surveyors have successfully utilized technical software in the mining industry for over 30 years. Software for processing survey, geology, mine engineering and planning information make these functions more efficient by automating repetitive tasks and reducing data processing errors. While these systems have been improved incrementally overtime, new systems that represent giant leaps in technology have been introduced to help mining operations increase productivity and reduce costs. However, their widespread use within the industry has left individual companies without a competitive advantage. Additionally, the ability of these applications to provide the productivity improvements required in today’s uncertain market conditions has since peaked. The next wave of technology—integration of independent software applications—is just starting to emerge and will have a significant effect on the productivity of mining operations. To reap the productivity gains required to remain competitive, mining companies must exploit the collective knowledge and experience of every employee in the organization. Integration of independent software application allows companies to leverage information from all activities, enabling staff to make better decisions to improve productivity. This paper outlines the importance of integration as productivity enabler. Key performance indicators, strategic mine planning, resources management and mine-to-mill integration are discussed as processes that enable productivity. The Gemcom Enterprise Mining System (GEMS)is introduced as the industry’s first integrated solution that enables these productive processes. The paper concludes with a comment on the level of change required to realize the benefits of integration.

Jan 1, 2003

Mineral Resource Throughput Management is based on the extraction of the maximum potential value from an ore reserve with the emphasis to generate maximum ROI and ROR (return on reserve). A steel producing company in India implemented MRTM to significantly improve their ROI and ROR. The value chain of this company consists of their own iron ore and coal mines, ore washing plants, sinter plants, steel plants, and sales and marketing division. The target for the mines was to produce at a stable and predictable rate and at specific quality requirements. These requirements were set to improve productivity and ROI of the steel plant. The implementation constituted the alignment of the reserve potential, total production chain, human resources and management culture at the mines with the requirements of the steel plant. Many typical mining practices were challenged and changed. Production targets regarding lump vs. fines ratio, consistent product tons, quality targets such as Fe, Al content and moist, and standard deviation on the quality targets were not achieved. A reverse distribution model with release mechanisms to satisfy the demand were developed and implemented at the mines. A stable and predictable flow of mine product with quality standards well within the required standard deviation targets were achieved. The contribution from the mines to significantly improve the Net Profit, ROI and ROR of the company were reached.

Jan 1, 2007

By A. Nel

The gold mining industry in South Africa stands to benefit much from the implementation of the self-directed work team concept. Its introduction implies flatter hierarchical structures, empowerment of the workforce and increased participation. Research indicates that half of the initiatives to implement self-directed work teams, however, fail, and it is therefore imperative for companies to be aware of the factors impacting on the effectiveness of self-directed work teams in order to focus on these early in the implementation phase. The objective of the study was to qualitatively determine these factors. Semi-structured interviews based on the phenomenological method were carried out. The sample included members of, and individuals involved with, self-directed work teams (N= 26) from a large gold mining company in South Africa. Results show that most respondents rated the availability of resources to do their work as the most important factor affecting their effectiveness.

Jan 1, 2006

By M. Abdellatif

Keywords: Magnesium, pyrometallurgy, Mintek Samples of crude magnesium produced by the Mintek Thermal Magnesium Process were refined in two stages. The first stage consisted of co-melting of batches of the crude metal and MgCl2-KCl flux (cleaning), followed by stirring at 30 rpm for 30 minutes and settling of the sludge (mixture of molten salt and solid impurities) from the magnesium melt. The operating temperature was 680?730°C. Most of the contained calcium and significant proportions of iron and silicon were transferred into the sludge phase, which left a metal containing, on average, 950 ppm Si, 470 ppm Fe, and 230 ppm Ca. In the second stage, small-scale refining tests were conducted on cleaned samples from the first stage, as well as on crude magnesium. FeCl3 was used as the refining agent. These tests were carried out at 715?760°C with various amounts of the refining agent. The refined metal was suitable for the production of various magnesium alloys, particularly AZ91D.

Jan 1, 2006

Mineral Resource Throughput Management is based on the extraction of the maximum potential value from an ore reserve with the emphasis to generate maximum ROI and ROR (return on reserve). A steel producing company in India implemented MRTM to significantly improve their ROI and ROR. The value chain of this company consists of their own iron ore and coal mines, ore washing plants, sinter plants, steel plants, and sales and marketing division. The target for the mines was to produce at a stable and predictable rate and at specific quality requirements. These requirements were set to improve productivity and ROI of the steel plant. The implementation constituted the alignment of the reserve potential, total production chain, human resources and management culture at the mines with the requirements of the steel plant. Many typical mining practices were challenged and changed. Production targets regarding lump vs. fines ratio, consistent product tons, quality targets such as Fe, Al content and moist, and standard deviation on the quality targets were not achieved. A reverse distribution model with release mechanisms to satisfy the demand were developed and implemented at the mines. A stable and predictable flow of mine product with quality standards well within the required standard deviation targets were achieved. The contribution from the mines to significantly improve the Net Profit, ROI and ROR of the company were reached.

Jan 1, 2007

By K D. Wilkes

The WEMCO Heavy Media Drum Separator was first introduced by WEMCO in California in the 1940`s, initially from their base in San Francisco and later when the company moved to Sacramento. The WEMCO Company became a part of EIMCO Process Equipment in 1985, and in 2002 EIMCO became a part of the GL&V Group when Dorr-Oliver EIMCO was created. Throughout this period of time the WEMCO Drum has been installed on a variety of different applications and is now operating at the heart of many of the world?s largest Minerals and Coal Processing Plants, as well as being used by many smaller producers and metal re-cycling operations. This paper looks at the practical aspects of using WEMCO Drums in a representative range of processing applications.

Jan 1, 2006

By T. C. Maswanganyi, G. L. Smith, R. C. A. Minnitt

This paper identifies the strategic gaps and opportunities for the South African mining industry’s contribution towards advancing sustainable development. Mineral resources companies are confronted by a range of complex social performance challenges, which largely manifest in sporadic community and labour unrest, undermining the sustainability and profitability of these companies. Integrating supply chain management, strategic long-term planning and sustainability planning is identified as a strategic gap that can contribute towards the sustainability of mining companies, if effectively implemented. Contributing towards sustainable development by the South African mining industry is not merely a voluntary requirement on the industry but a legal requirement in terms of the Minerals and Petroleum Resources Development Act No. 28 of 2002. This Act is legislation aimed at advancing socioeconomic development in communities that host mining operations and in areas that provide labour to the South African mining industry. In contributing towards the advancement of sustainable development in mining host communities, not only will mining companies fulfil a legal requirement in terms of the Minerals and Petroleum Resources Development Act, but they will also prevent negative social and economic impacts in those communities. This paper identifies innovative and cost-effective ways of advancing sustainable development by integrating strategic supply chain management, strategic long-term planning, and sustainability planning.

Dec 15, 2025

One of the most important factors leading to the success of a cement plant is its location. A multicriteria decision-making method is used to rank alternative plant locations. The set of criteria is established and corresponding criteria should be established for each case study, although this multicriteria decision-making approach has broader applicability. In this paper, the analytic hierarchy process (AHP) with 5 criteria is used to develop a location evaluation hierarchy for an alumina?cement plant in East Azerbaijan province of Iran. Five alternatives for the plant location are evaluated. The main criteria are transportation, water supply, power supply, fuel supply and land. Other criteria have the same importance as these five alternatives. The alternatives are ranked by a multicriteria method and the best site is proposed. Keywords: plant location; multicriteria decision-making

Jan 1, 2005

By T. van Heerden

A range of supported gold catalysts was prepared by ion exchange, varying many of the preparation variables, including concentration in the precursor solution, washing procedure, as well as drying and calcination procedures. These catalysts have been characterized extensively. TEM images show essentially the same crystallite size distributions, between 2?5 nm, for almost all catalysts, the only exception being catalysts not washed in ammonia, which did not show any small crystallites. Additional characterization with SEM yielded an interesting discovery. Catalysts that appear identical on the TEM also contain some large crystallites in the range of 50?500 nm. Differences in dispersion due to the drying procedure not seen on the TEM can now be observed. Oxygen chemisorption is being investigated as an additional method to characterize gold based catalysts to complement the typically used electron microscope techniques.

Jan 1, 2012

By C. A. F. Sweet

The inter-relationship between these parties and the effect on the outcome of the project is often grossly underestimated. There are numerous success stories where the parties have worked as complementary teams aiming at the best outcome for the client company and achieving significant success. While there are a good number of occurrences where either the roles of the parties were unclear or perceived to be different from what others in the team believed or required them to be and the results were less than desired. This usually resulted in ongoing conflict, incorrect focus, working to different agendas and the result being a less than optimum result to Client Company. Mining, by its very nature of exploring where you cannot see, be it a shaft being sunk, tunnel being developed or other excavation that needs to be made, requires a very special working relationship between the parties. To understand this, and it applies equally well to mine and plant construction and other multiple function projects, one needs to start by describing the relationship of the parties. Often people believe that because they manage ongoing complex operations and large numbers of people that they can manage projects and as such the participants will ?fall into line.? At the outset it needs to be stressed that ?Project Management? is a specific type of management and needs to be understood as such. There are enough Colleges and Universities that teach project management, not only as a subject but also as a Master Degree. As you start up your project the relationship you establish between the client, project team (C.P.T) and the Engineering, Procurement, Construction and Management team (EPCM) will largely determine how successful your project will be. It is essential that from the outset a spirit of co-operation, support and respect be nurtured, and that it be actively carried through the project life cycle. There are several methods to facilitate this including team building exercises right at the start. This time and money will be well spent and recouped many times over during the project life cycle.

Jan 1, 2005

By G. Akdogan, P. Mutimutema, M. Tadie

The South African gold mining industry has a legacy of abundant tailings dams, which have attracted the attention of investors because of their potential as a cheaper secondary gold resource. In this we investigate study gold recovery from a refractory calcine tailings dam. Bulk mineralogy of the tailings silicates and iron oxides to be the most abundant phases. Scanning Electron Microscopy (SEM) showed gold to exist in submicrometre and micrometre sizes, as free gold, and associated with arsenic, sulphur, and silicates e.g. quartz and talc. Gold recovery by direct cyanidation was low at 17.3%. Mechanical (ultra fine grinding P80 -16μm) and chemical (alkaline, NaOH) pre-treatment and microwave roasting and microwave-assisted cyanide leaching were investigated to increase gold recoveries. Ultrafine grinding was the most effective, producing recoveries of 66.5%. NaOH pre-leaching of ultrafine milled material increased recovery to 71.5%. Alkaline pre-leaching overall increased recoveries for non-pretreated material, making this process the most preferred because it is less costly than ultrafine grinding. Microwave roasting and microwave-assisted leaching did not achieve higher recoveries than alkaline pre-treatment or fine grinding. The investigation highlights and confirms that chemical treatment with NaOH is a powerful tool for gold extraction from refractory tailings.

Oct 1, 2022

By J. Hadjigeorgiou, J. Wesseloo

Mining companies employ a multitude of risk management tools. The effectiveness of these tools for decision-making and communicating risk has not been addressed. This paper investigates the use of verbal probabilistic expressions in communicating geomechanical risk. Analysing survey data obtained from a group of mining geomechanics professionals, it identifies limitations of common probabilistic expressions. The paper concludes by making specific recommendations to avoid the use of certain expressions that may result in increased uncertainty, thus compromising the use of risk management tools.

Jan 30, 2026

By S. Sinha, S. Ganguly

"In an opencast mine explosives are used for fragmentation of rock. Inefficient use of explosive energy in an opencast operation produces excessive ground vibration, which is measured by peak particle velocity (PPV). To mitigate ground vibration, it is essential to develop a model to predict PPV. At present empirical models are used. These models are based on only a few input variables, hence they fail to take into account the effects of the myriad factors that cause ground vibration. Due to lack of explicit knowledge about the complex mine blasting system the scope of application of mathematical and statistical modeling techniques is limited. The artificial neural network (ANN) technique is a learning algorithm that can remove some of these limitations and can be applied to predict PPV. In this paper an ANN model is developed for prediction of blast vibration using 248 data records collected from three coal mines with diverse geomining conditions. The correlation coefficient between measured PPV and model output was found to be 0.96 and the average error percentage 11.85. The ANN model output was compared with the output of three empirical models that are widely used for prediction of PPV. The correlation coefficient between the PPV predicted by an empirical model and measured PPV data was 0.63 and the relative error percentage 38.47. This result demonstrates the superiority of the ANN model compared to empirical blast models. By using site-specific structural discontinuities as input the model performance can be further improved. Sensitivity analysis and 3D plotting were used to gain further knowledge about blast-induced ground vibration. IntroductionIn an opencast coal mine explosives are used for fragmentation of coal and overburden. If the explosive energy is not fully utilized it causes blast-induced ground vibration, which may damage nearby structures. Ground vibration is expressed as peak particle velocity (PPV). During different stages of mine planning and operation, it is necessary to use a ground vibration prediction model for blasthole design. Selection of the modelling technique is crucial. Mathematical and statistical modelling techniques have limited application because of the lack of explicit knowledge about the complex mine blasting system. Vogiatzi (2002) highlighted the problem of multicollinearity in case of statistical modeling techniques. Mutalib et al. (2013) stated that mathematical models are unable to capture the nonlinear relationship between several blasting-related parameters due to the complexity of the model input data. However, the difficulty involved in modelling complex blast vibration problems can be removed by adopting an alternative soft computing modelling approach. One of the soft computing techniques is the artificial neural network (ANN). Ragam and Nimaje (2018) developed an ANN model for predicting PPV using six input variables. Kosti et al. (2013) stated that the conventional predictors fail to provide acceptable prediction accuracy. They showed that a neural network model with four mine blast parameters as input could make significantly more accurate on-site predictions. Sayadi et al., (2013), using a database from Teheran Cement Company limestone mines, found that a neural network resulted in maximum accuracy and minimum error. Khandelwal and Singh (2009) developed an ANN model using 150 data records from an Indian coal mine with site-specific rock characteristics and geomining setting. Khandewal and Singh (2007) built a ground vibration prediction model for a magnesite mine using four prediction variables with 20 data records. Kamali and Ataei (2010) predicted PPV in the structure of the Karoun III power plant and dam using an ANN. El Hafiz et al. (2010) evaluated ground vibration predictors using data from a single-station seismograph at a limestone quarry in Egypt."

Feb 1, 2019

By R. M. Whyte

The complexities that exist in the nature of the basic feedstock to the metallurgical process call for a high degree of ingenuity from the extractive metallurgist in seeking the best possible treatment method for a particular ore. Drawing from personal experience the author presents four case studies that demonstrate the value of creative thinking in addressing the challenges typically encountered by the extraction metallurgist. It is concluded that creative expression most often occurs in response to a perceived strong need within an organization. By deliberately laying down meaningful challenges management can stimulate innovative thinking and achieve extraordinary results.

Jan 1, 2009