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By Philip Weaver

The MIDAS project is funded by the European Commission (DG Research) and began on the 1st November 2013. The project will investigate the environmental impact of deep-sea mineral and energy extraction: specifically, polymetallic sulphides, manganese nodules, cobalt-rich ferromanganese crusts and the potential mining of rare earth elements. As deep-sea mining becomes ever closer, and the International Seabed Authority begins to develop its regulatory framework for exploitation of deep-sea minerals, MIDAS is well timed to provide fundamental scientific information. The MIDAS partnership represents a unique combination of scientists, industry, social scientists, legal experts, nongovernmental organisations and small and medium enterprises. MIDAS is carrying out research into the nature and scales of the potential impacts of mining including 1) physical disturbance of the seabed by mining, the creation of mine tailings; 2) the potential effects of particle-laden plumes in the water column, and 3) the possible toxic chemicals that might be released by the mining process. Key biological unknowns, such as connectivity between populations, impacts of the loss of biological diversity on ecosystem functioning, and how quickly the ecosystems will recover will all be addressed. The plan is to use this information to aid development of recommendations for best practice in the mining industry. A key component is the involvement of industry within the project and through stakeholder engagements to find feasible solutions. The project will work closely with European and international regulatory organisations to take these recommendations forward into legislation. A major element of MIDAS will be to develop methods and technologies for 1) preparing baseline assessments of biodiversity, and 2) monitoring activities remotely in the deep sea during and after exploitation, including ecosystem recovery. To carry out this work MIDAS is conducting a number of research cruises to examine the above issues at potential sites for exploitation of SMS and nodule deposits. This talk will present some of the recent findings of the project.

Sep 1, 2014

"In numerous meetings, conferences and discussions over the past year, the Conference Board of Canada has been impressed with the efforts of Canadian organizations to improve their competitive position. The attempt should be made to try to pull together and synthesize what has been heard. The topic of this paper, however, is even more daunting. The task is not only to analyze and discuss what is happening now, but also to look into the future—to the year 2000.The future seems to have an endless capacity for surprises, often unpleasant. This is one of the lessons learned in the twentieth century, particularly over the last 15 or so years.This paper covers three areas of managing in a changing com¬petitive environment: (1) the major global and domestic trends that will influence the ways in which Canadian organizations are managed (2) how Canadian companies are responding or will need to respond to these trends; and (3) the implications of the preced¬ing for human resource management and human resource professionals."

Jan 1, 1991

By A Golsby

Although much talked about, social licence to operate (SLTO) is a relatively new concept that has been deemed as one of the four biggest business risks to a mining project over the life-of-mine. There is no accepted single definition of SLTO and this author understands SLTO to be stakeholder perception of the legitimacy of a project, a company or an industry. At a specific site, and across different sites within the same organisation, SLTO ranges through different levels according to stakeholders’ degrees of acceptance in time and space. Management of SLTO is vital for the mining sector but is difficult as it is informal and intangible. Although there are no key performance indicators, there are certain indicators that enable relative measurement of the ‘level’ of the SLTO. Because of the importance of the SLTO, information management during the entire life-of-mine, from exploration to rehabilitation, becomes crucial for the continued operation of a project. This paper identifies ten basic principles for the management of information to support the SLTO.CITATION:Golsby, A, 2014. Managing information to support a social licence to operate, in Proceedings Life-of-Mine 2014 , pp 389–398 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 16, 2014

By James W. White

From Modular's first truck-dispatching system for Phelps Dodge Corporation in 1979 to today's alliance between Modular and Komatsu, Ltd., innovation has been Modular's main product. This paper describes the growth of a mining products supplier and the philosophy and decisions behind that growth.

Jan 1, 1998

By Robert C. Schenk

The rapidly expanding, globally based mining industry provides many opportunities and challenges for the engineering construction business. This paper reviews some of the innovations that the industry is implementing to provide increased value in the design, construction, and successful start-up of new mine plant facilities. Approaches being taken to reduce installed-plant costs as well as related value-enhancement opportunities are discussed. Included are comments on new technology developments, use of automation and global communications networks, application of economic models as a project design tool, and management approaches being adopted to make the engineering construction process significantly more effective.

Jan 1, 1998

By A. Hoath, V. Paul, F. Haslam McKenzie

This paper considers mining ventures occurring in rural communities in Galicia, Spain and Western Australia, Australia. It compares and contrasts the communities where mining is taking precedence over other industries, examining the potential land use conflicts and the future of both the communities and the mines currently operating there. The Galician case study, Trevinca, is located 200 km inland and was once a primary producing area, notable for its scenic alpine landscapes, which have since been developed for small scale tourism purposes. The Australian case study, Boddington is located 100 km inland in what has been a highly productive farming area. Mining was a marginal industry in the case study areas but due to the comparative devaluing of agriculture and tourism and the increased value of mining outputs, mining has increased in scale and economic importance. This paper will consider the environmental, social and economic impacts that have occurred in both the case study localities. Where there have been land use conflicts, strategies for minimising the adverse outcomes will be considered.

Jan 1, 2011

By K. Musgrave

"The ISO 9000 Quality Management System Standards have become internationally accepted as the way to manage quality assurance. The author has developed a Maintenance Management System Standard using ISO 9001as a model and is working with a major basemetal mining company to implement this. This paper describes the structure of the standard and the steps required for its implementation.Using a management standard ensures that a system is maintained, reviewed by internal audit, and when instances of failing to follow the procedures (nonconformances) occur, that corrective action is taken. It also ensures that regular reviews are made and that the sys-tem is continuously improved.The Standard is designed so that if an organization decides to register to an ISO 9000standard, the Maintenance Management System will be in a format that is compatible and can be incorporated with little effort into the Quality System.IntroductionIn reviewing maintenance operations at many mining companies, and often seeing those same organizations some years later, two recurring issues have been noticed..The first issue is how dependent effective maintenance is upon individual supervisors and crews. In one situation, a mine that had an excellent maintenance system in the 1980s. Now, with new supervisors and crews, it is starting to develop a system that will bring it back to where it once was. No written procedures remain from the earlier excellent system.The second issue is that most operations feel that maintenance is the sole responsibility of the maintenance supervisors and crews. Nothing could be further from the truth. Maintenance, like safety, is everyone’s responsibility. If the operator does not report problems and perform daily checks, and if the production supervisor runs equipment until it fails, then nothing the maintenance crew does will prevent emergency breakdowns and lost production. More importantly, equipment will be operated in unsafe conditions, putting employees at risk and, with today’s regulations, leaving supervisors open to prosecution.The Maintenance Management System outlined in this paper is designed to establish the present best practices as standard procedures, to provide a continual review so that these practices are improved in the future, and to identify instances where the system fails so that corrective action is taken. The mine referred to above is using this approach to make sure that, this time, the system it implements will survive."

Jan 1, 1997

By B Beale

Bow-tie analysis is a commonly used tool in the Major Hazard Facility sector to identify, display and control risks that have the potential to pose serious harm to personnel. It is a simple but powerful risk management tool that displays traditional risk assessment outputs as easily interpreted ‘bow-tie diagrams’. These are an effective and versatile communication format that can be applied to any type of risk (eg safety, environmental, assets etc) and as such show great benefit in managing operational hazards in mining.

May 5, 2022

In planning its production and investment activities the mining industry has generally paid too little attention to perceptive analysis of its market environment. The nature of world economic difficulties over the past decade is not a mystery. Essent- ially prolonged affluence has engendered a false sense of security and fostered entrenched vest- ed interests hostile to economic change. The overall outlook remains poor. For mining projects mineral demand affects both product prices and the availability of specific sales outlets. Long-term projection of demand is complex and a key to success is concentrating on analysis of fundamental deter- minants and avoiding mindless extrapolation.

Jan 1, 1983

By Keith C. Hendrick

"Metal prices are frequently the most critical and least predictable element in determining the profitability of mining operations. Short -term fluctuations can be offset in varying degrees by hedging or other market actions. Such solutions are not practical for the longer term, The paper investigates the nature and extent of metal price risks and evaluates methods to reduce them.IntroductionIt is management's responsibility to improve the odds by managing the-risks by identifying them clearly, assessing them accurately, minimizing them where possible-and, then, timing decision s success fully.In determining the profitability of current operations, preparing forward plan s or developing feasibility studies for new projects or expansions, pr ices are usually the most critical input. Being market determined rather than cost based, they can also be the most unpredictable As a result, commodity prices are frequently the greatest of all risk factors.Nature of Commodity PricesThe cyclical nature of commodity prices is well known. They are stable only when supply is in balance with demand and forecast to remain that way. An imbalance on either side of the equation can lead to a price reaction completely out of proportion to the actual or perceived surplus or shortage.This exaggeration arises through the cumulative effect of market forces. When the market senses an uptrend, consumers buy for the expected increase in activity. They also seek additional quantities for inventory before price s rise. Merchants defer spot sales anticipating higher price s, speculators go along for the same reason, and producers raise prices in response to demand. Events tend to confirm the expectation of each party and strengthen their reaction causing prices to move higher."

Jan 1, 1983

The Kelian gold mine which was developed in East Kalimantan Indonesia in 1990 - 1992 is scheduled to complete mining and processing operations in 2004. This will have a major impact on the neighbouring communities who have benefited from the jobs, economic activity and infrastructure development which has been generated by the mine. Currently, there are no formal regulations or standards specifying the procedures for relinquishment of mining leases in Indonesia. Furthermore, a move towards regional autonomy, providing greater authority and responsibility to local (regional) areas, has recently been implemented in Indonesia and limited capacity exists in the new regional governments. Consequently, in October 2000, Kelian Equatorial Mining (KEM) initiated a partnership with the local community and government to explore sustainable post-closure options for the mine site and community development programs. The Kelian mine closure strategy seeks full involvement of all stakeholders through the Kelian Mine Closure Steering Committee (MCSC) in the development of sustainable solutions which will enable communities to secure long-term benefits and minimise post-closure risks from the KEM operations. This organisation, jointly chaired by the Head (Bupati) of the regional West Kutai government and the KEM President Director, with representatives from the local communities, governments and NGOs, has developed a Charter, a website and evaluation criteria to ensure accountability and transparency. There are four technical working groups, consisting of representatives from the mine, local community leaders, NGOs, Universities, Local, Provincial and Central Government Departments, which report to the Steering Committee. These working groups have researched, developed and recommended sustainable options to the Steering Committee. The MCSC has met quarterly to examine options in accordance with the criteria set out in the Charter and has endorsed sustainable solutions which have support from Government, Community and the mine. This paper describes the closure risks, sustainable outcomes derived through the Kelian mine closure steering committee process and outlines the methodologies used to develop and endorse sustainable solutions in a society with limited capacity undergoing enormous change and uncertainty.

Jan 1, 2003

By Willem J. Marais

The management of unpaved mine road networks on large surface mines rarely results in optimal road maintenance strategies and minimised total road-user costs. This is ascribed mostly to the complex and dynamic combination of variable road networks and loading and discharge points. In a dynamic mining environment - typically those mines in which production is managed by a centralised truck dispatch system ? there is no guarantee that a particular road maintenance intervention will contribute significantly to reducing total road-user costs or increasing productivity. Most large surface mines operating ultra-heavy mine trucks rely on an integrated on-board diagnostic data collation, communication and GPS-asset location system as a real-time fleet management tool. By extending this system to incorporate a multi-sensor analytical procedure in which specific truck vital signs are monitored and filtered, a road defect can be recognised and a trigger level set to relay the location of defects on the mine haul road to the centralised truck data management system. Previous work established the feasibility of the multi-sensor approach to road defect recognition on large mine haul trucks, and outlined the defect recognition, analytical and modelling issues and system limitations. This paper presents the development of the analytical procedure used as a basis for evaluating the truck on-board data to establish maintenance priorities amongst a network of mine roads. Following an introduction to the system architecture, the results of system field trials are analysed and the results discussed in the light of defect density and traffic volume as the primary variables in an approach to prioritising road maintenance. The paper concludes that by supplementing the existing mine communication and asset management systems, road maintenance can be managed on a near real-time basis and maintenance equipment dispatched to where most immediate benefit will realised from a maintenance intervention on the network, thereby generating the maximum improvement in service and reduction in cost per ton hauled.

Jan 1, 2008

Accidents in open pit mining have a high cost in lost time of person- nel, damage to equipment and installations, and lost production. The realities of export competition require that Mine Management sig- nificantly reduce the costs associated with accidents and workplace ill-health. Newer management approaches are proving effective in reducing the Total Cost of Risk through a strucured Occupational Health and Safety Programme exhibiting the following features: ò Formal Company Policy ò Accountability for OH&S performance clearly designated to each level of management and supervision ò Effective utilisation of a Mine Occupational Health and Safety Co- Ordinator and a Mine Occupational Health and Safety Adviser ò Development of realistic OH&S Objectives ò Training of Management, Supervision and Workforce in Occupa- tional Health and Safety ò Development and adoption of Safe Work Practices and Procedures ò Effective employee selection procedures, control of Contractors ò Monitoring of the health of the workforce ò Collection, recording and distributing information on all Mine inci- dents, accidents, injuries and damage ò Ensuring that the Mine environment is healthy and safe ò Effective Emergency Procedures to deal with injury, fire, rescue and other situations of risk ò Controlling those Mine hazards which cannot be removed ò Adopting a high standard of Occupational Rehabilitation ò On-going visible Management participation in the programme to ensure that momentum is developed and maintained. This approach requires that Occupational Health and Safety be given equal status with product quality, maintenance of plant and output per- formance; its implementation is rewarded with improved morale and major cost reductions.

Jan 1, 1989

By G D. Cooper

There are no manuals or handbooks for budding mill superintendents or process plant managers. Most who obtain this level of responsibility have gained their training from watching the good and bad of their predecessors and the successful ones have themselves graduated from the school of hard knocks. This paper attempts to provide some helpful guidelines and direction for those who aspire to better manage a mineral processing facility. The authors have 20 years combined experience in senior management roles at nine different mineral processing operations in Australia and overseas, covering gold, base metals and mineral sands. This summary of tips and pitfalls will hopefully benefit future leaders in mineral processing and metallurgy.

Jan 1, 2007

By R. S. Francis

There are no manuals or handbooks for budding mill superintendents or process plant managers. Most who obtain this level of responsibility have gained their training from watching the good and bad of their predecessors and the successful ones have themselves graduated from the school of hard knocks. This paper attempts to provide some helpful guidelines and direction for those who aspire to better manage a mineral processing facility. The authors have 20 years combined experience in senior management roles at nine different mineral processing operations in Australia and overseas, covering gold, base metals and mineral sands. This summary of tips and pitfalls will hopefully benefit future leaders in mineral processing and metallurgy.

Jan 1, 2007

Contractors have penetrated all areas of the Australian mining industry over the last 15 years. The process started in the WA gold and nickel mines and has since spread around the nation to iron ore, base metals and coal mines.The mine contracting industry has progressed from tentative beginnings in the 80s to the current situation where it is now providing high standards of professional management, safety and workmanship with competent people and high quality plant and equipment.

Jan 1, 1998

By P Nissen, T Jenke, M Ralph, M Cattani, M Quinlan

The West Australian Government hold an annual ‘Mines Safety Roadshow’ around the State’s regions and the capital city, Perth. Each year presenters provide an update on legislation and safetyrelated themes. A recurring theme is the mining industry fatality rate. Professor Michael Quinlan’s ‘Ten Pathways to Death and Disaster’ (Quinlan, 2014) has been referenced regularly to assist in structuring workshops and conversations concerning fatality prevention in the mining industry. The ‘Ten Pathways’ are the outcome of an analysis of fatal injuries in the mining industry, which identified a series of common themes to the fatalities: Pathway 1: Design, engineering, technical and maintenance flaws. Pathway 2: Prior warnings or causes for alarm ignored. Pathway 3: Failures in risk assessment. Pathway 4: Failures in management systems and hazard management plans. Pathway 5: Failures in auditing. Pathway 6: Economic pressures compromising safety. Pathway 7: Failures in regulatory oversight and inspection. Pathway 8: Worker and others expressing concern prior to the incident. Pathway 9: Poor management – worker communication and trust. Pathway 10: Emergency and rescue resources and procedures. To determine a fatality risk profile we asked participants at the Mines Safety Roadshows to indicate their perception of their employer’s performance in each of the Ten Pathways. We administered the questionnaire at the Mines Safety Roadshows in 2017, 2018, 2019 and 2023. In this paper, we report on the results of the questionnaires, and suggest how organisations can improve their fatality risk score.

Apr 16, 2024

By H. Warren Newcomen

The southwest wall of the Lornex Pit at the Highland Valley Copper mine has been experiencing slope displacements since 1978. Measures to manage the displacements on previous pushbacks have included stepping out, scheduling pushbacks to unload the crest of unstable areas, slope dewatering and mining with intensive slope monitoring. The final pushback on this wall is currently being mined and substantial modifications to the slope geometry could prove to be uneconomic. As a result, a campaign of surface water collection and diversion, horizontal drainhole drilling and deep well drilling is currently underway to maintain an acceptable degree of stability to the end of mine life. The various factors contributing to instability, including engineering geologic controls, rock mass strength, and surface and groundwater hydrology are presented. Movement trends, displacement magnitudes and stability analyses results are also discussed.

May 1, 2002

By C. S. Maggs, L. Shwydiuk, H. W. Newcomen

The southwest wall of the Lornex Pit at the Highland Valley Copper mine has been experiencing slope displacements since 1978. Measures to manage the displacements on previous pushbacks have included stepping out, scheduling pushbacks to unload the crest of unstable areas, slope dewatering and mining with intensive slope monitoring. The final pushback on this wall is currently being mined and substantial modifications to the slope geometry could prove to be uneconomical. As a result, a campaign of surface water collection and diversion, horizontal drainhole drilling and deep well drilling is currently underway to maintain an acceptable degree of stability to the end of mine life. The various factors contributing to instability, including engineering geologic controls, rock mass strength, and surface and groundwater hydrology are presented. Movement trends, displacement magnitudes and stability analyses results are also discussed.

Jan 1, 2003

By M. C. Baumann

The Getchell Mine is located in Humboldt County, Nevada, approximately 70 km northeast of Winnemucca. Slope management has been a critical factor in the feasibility of mining operations since they began in the early 1930's. Although underground entries began in 1937, underground production was limited because hanging walls consisting of clay gouge and crushed rock tended to collapse into the workings. Controlling these collapses required extensive timbering. Due to these poor ground conditions, surface open-pit mining was the primary mode of production from 1938 to 1967 with only minor contributions from underground operations. Mining was suspended in 1967 due to economic pressures. From 1960 to 1967, the previous operator mined the property in three open pits. Initially, these pits were constructed with footwall benches, but these failed. These failures were aggravated by construction of 60° slopes in footwalls with shale partings dipping into the pit at 43° to 60°, resulting in large planar failures and wedge failures. In response, the previous operator adopted a slope parallel to the bedding planes.

Jan 1, 1993