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By John Shepherd

Pillar extraction carried out using various methods (split and lift, Wongawilli and old Ben) involves the formation of narrow fenders (commonly 7 m of coal) formed by driving "splits" for lifting off with a continuous miner. The strata above a split and fender adjacent to the goaf consists of a cantilever beam (usually >3 m thick) that extends from the solid coal and bridges across the fender. Lifting off the fender from the split in safe conditions depends upon the bridging capability of the cantilever and the fender strength. The nature and competence of the immediate and near roof, the support capability of the coal fender and the presence of faults and or joints can adversely affect the bridging behaviour of the cantilever. Insufficient knowledge of these parameters can lead to extraction under dangerous conditions. Remnants of fenders ("stooks") also support the cantilever and their dimensions are critical to obtain regular caving and goaf falls. Stook area, goaf roof span and roof stand-up time after lifting can be related and only a relatively small increase in Btook area of 10-15 m2 can lead to a significantly increased stand-up time, especially under a massive roof. Such conditions strongly influence the redistribution of abutment stresses and can create increased outbye pillar loading. Based on detailed underground geotechnical investigations, it is concluded that strata caveability, roof cantilever behaviour, fender H:W ratio and remnant stook size are all critical parameters for successful and safe pillar extraction.

Jan 1, 1992

By W. G. Pariseau

"The Crandall Canyon Mine (CCM) is located in the Wasatch coal field in central Utah. Extensive longwall mining at CCM preceded a decision to recover coal left in barrier pillars on each side of a set of main entries extending far into the mine. During mining in March 2007, a major bump occurred that led to cessation of mining in the barrier pillar on the north side of the mains and to the start of mining in the south barrier pillar. Subsequent loss of ground control in August 2007, through coal pillar bursts had tragic consequences with loss of six miners and shortly afterward three rescue team members. A U.S. Mine Safety and Health Administration (MSHA)report describes the events in detail (MSHA, 2008).An important lesson to be learned from CCM is the need to select a computer program suitable for pillar design. Computer programs are engineering tools and selecting the right tool for the job is essential. In this regard, minimum program requirements include capability for computing stress distribution within a pillar and adjacent roof and floor strata. The reason is simple: strength of rock is stress dependent; both vary from point to point in pillars and adjacent strata. Preferably, one should follow the evolution of stress as the mining plan is executed from start to finish to assure safety or to warn of a potentially hazardous situation developing as mining progresses.The approach to the problem posed by barrier pillar mining at CCM is conventional in the sense of applying well known finite element modeling techniques to analysis of a proposed mining plan. The engineering purpose is to evaluate the mining plan with respect to ground control questions including roof, floor and pillar safety. Results of previous two-dimensional finite element analysis indicated pillar safety was by no means assured (MSHA, 2008; Pariseau, 2008; Pariseau, 2011). Geometry of barrier pillar mining is limited in two dimensions for example, crosscuts are not seen in vertical cross sections. While three-dimensional analyses are preferred, even moderately sized regions often lead to very large problem sizes that exceed computer capabilities. However, a recent development in finite element modeling of tabular deposits allows for whole mine analysis in three dimensions. This technique involves a dual node - dual mesh concept. Both have been used separately in much earlier work, but are only now used in combination. It is possible to have an estimation of subsidence at a kilometer scale and details of stress, strain and displacement about barrier pillars, main entries and pillars, and so on at a meter scale (Pariseau, 2014). No compromise involving empirical formulas or similar guess work is required. Indeed, all calculations are based on first principles: physical laws, kinematics, and material laws. Effects of joints and in situ variability or uncertainty in strata properties, elastic moduli and strengths, may be included for greater realism. An important objective of the present study is to assess the role of three-dimensional pillar geometry in arriving at conclusions regarding barrier pillar mining versus two-dimensional results."

Jan 1, 2014

By W. G. Pariseau

"BACKGROUND The Crandall Canyon Mine (CCM) is located in the Wasatch coal field in central Utah. Extensive longwall mining at CCM preceded a decision to recover coal left in barrier pillars on each side of a set of main entries extending far into the mine. During mining in March, 2007, a major bump occurred that led to cessation of mining in the barrier pillar on the north side of the mains and to begin mining in the south barrier pillar. Subsequent loss of ground control in August, 2007, through coal pillar bursts had tragic consequences with loss of six miners and shortly afterwards three rescue team members. An MSHA report describes the events in detail (MSHA, 2008). An important lesson to be learned from CCM is the need to select a computer program suitable for pillar design. Computer programs are engineering tools; selecting the right tool for the job is essential. In this regard, a minimum program requirement is capability for computing stress distribution within a pillar and adjacent roof and floor strata. The reason is simple: strength of rock is stress dependent; both vary from point to point in pillars and adjacent strata. Preferably, one should follow the evolution of stress as the mining plan is executed from start to finish to assure safety or to warn of a potentially hazardous situation developing as mining progresses. The approach to the problem posed by barrier pillar mining at CCM is conventional in the sense of applying well known finite element modeling techniques to analysis of a proposed mining plan. The engineering purpose is to evaluate the mining plan with respect to ground control questions including roof, floor and pillar safety. Results of previous two dimensional finite element analysis indicated pillar safety was by no means assured (1, 2, 3). Geometry of barrier pillar mining is limited in two-dimensions, for example, crosscuts are not seen in vertical cross sections. While three dimensional analyses are preferred, even moderately sized regions often lead to very large problem sizes that exceed computer capabilities. However, a recent development in finite element modeling of tabular deposits allows for whole mine analysis in three-dimensions. This technique involves a dual node – dual mesh concept. Both have been used separately in much earlier work, but are only now are used in combination. Estimation of subsidence at a kilometer scale and details of stress, strain and displacement about barrier pillars, main entries and pillars, and so on at a meter scale are possible (4). No compromise involving empirical formulas or similar guess work is required. Indeed, all calculations are based on first principles: physical laws, kinematics, and material laws. Effects of joints and in situ variability or uncertainty in strata properties, elastic moduli and strengths, may be included for greater realism. An important objective of the present study is to assess the role of three-dimensional pillar geometry in arriving at conclusions regarding barrier pillar mining versus two-dimensional results."

Jan 1, 2015

By Buizen M

An investigation into the mechanics of sub-surface deformation caused by caving of the extracted area behind retreating longwall faces has been completed by the Subsidence Engineering Section of the New South Wales (NSW) Department of Minerals and Energy. Changes in strata bulk permeability were also measured by standard packer tests undertaken before and after mining. The strata movement was measured by a multi-wire borehole instrumentation system consisting of mechanical anchors installed at different horizons in a borehole extending from the surface to the coal seam. The mechanical anchors were collected to suspended weights on the surface by stainless steel multi-strand wires. The movement of these weights was monitored as the longwall face approached and retreated past the borehole. The anchors did not move significantly until the face went past the borehole. For subcritical extraction geometry with the extraction width to mining depth ratio of 124, the caving zone extended to roughly 9 times the extracted seam thickness above the seam roof. Tensile strains within the overburden tended to be much more closely related to stratigraphy than to the proximity to the extracted seam roof. Larger tensile strains were associated with layers of sandstone, siltstone and conglomerate, whereas layers of mudstones, claystones and coal underwent much smaller strains indicating subsidence in blocks. A beller correlation was observed between pre-mining Rock Quality Designation and permeability than between rock type and permeability. This correlation was less evident in the post-mining core logs. There was an overall increase in bulk permeability after mining.

Jan 1, 1990

By Changsheng Song

With increasing depth of coal mining in China, the number of coal and gas outbursts has been increasing for years. By means of destressing the protective seam, the gas in the protected seam is drained to reduce gas concentration in the high gassy seams, thus ultimately attaining simultaneous extraction of coal and gas. Base on the simulated material scale modeling and numerical simulation, the protective seam mining method was practiced at No. 8 coal mine in Pingdingshan city. After extracting the No. 15 seam, the overlying strata movement and the deformation of No. 9-10 protected seam were studied. The experiments showed that it was feasible to destress the protected seams with large interburden thickness. As the protective seam was being mined, the protected seam experienced dynamic movement process and the change in vertical stress in the No. 9-10 seam assumed ?W? shape. When the face had advanced 656 ft (200m) from the setup room, the No. 9-10 seam was fully destressed, resulting in easy gas drainage in the destressed zone. Recommendations on mining sequence of multiple seams mining in the Pingdingshan coal areas were made.

Jan 1, 2008

By A. D. Mukherjee, H. N. Bhattacharya

Middle Proterozoic sulphide ore mineralisation occurs in isolated blocks of the NE-SW trending Delhi fold belt composed of Delhi Supergroup rocks. The Ajari-Basantgarh-Pipela belt forms part of the longest, widest and westernmost tectonic unit of the Delhi fold belt and consists of amphibolites, metapelites, quartzites and carbonates. The metapelite lenses and associated amphibolites host pyritic copper mineralisation. Mineralisation takes the form of sheet-like bodies consisting of ore lenses of various sizes interlayered with host or associated rocks. Massive, banded and disseminated varieties of ore are found. Pyrite is dominant with subordinate chalcopyrite and sphalerite. Pyrrhotite, galena, cubanite, mackinawite, marcasite and freibergite constitute the minor minerals. The characteristic features of the ores suggest a possible correlation with Besshi-type deposits, and the closely associated amphibolites are interpreted as low-K tholeiites of a fore-arc setting

Jun 19, 1905

By C. Rutledge

The new mining method of multiple strata blasting, called StratablastTM, is described in a separate paper presented at this conference. The current paper presents three case studies where the technique was implemented in three different configurations in large-scale blasts in Australia. The first two blasts were in the Hunter Valley of NSW while the third was at Ensham Mine in Central Queensland. All blasts comprised multiple layers that were blasted in a single drill and blast cycle, with unique designs applied to each layer to achieve different blast outcomes from the various layers.

Jan 1, 2006

By T Goswami

The conventional practice in open cut coal strip mining has been to blast the overburden or coal layers in separate blast events. This is done in order to maximise the benefits from throw blasting and also to limit coal losses. Each blast event usually has a particular design of hole diameters, burdens and spacings, explosive charges and blast timing in order to achieve the required blast outcome for either the overburden or coal. This means that each blast has to be separately cleaned on the surface after excavation of the previous blast. Hole locations then have to be individually surveyed and marked, holes drilled, explosives and initiators loaded and the blast fired. Each of these actions takes considerable time and resources and therefore impacts on mine productivity. The mine has to be cleared for each blast event and every blast presents a new potential source for noise, dust or vibration disturbance to the neighbouring population. Exposed highwalls are also subjected to vibration and damage from each subsequent blast event

Jan 1, 2006

By J. C. Reid

Pre-cambrian scheelite deposits in Northeastern Brazil are widespread in a high grade metamorphic terrain. Previously these deposits had been interpreted as contact-metasomatic. In this paper, a volcanigenic model is invoked based on the volcanic setting (proximal to distal) and the absence of associated felsic intrusives and spatially associated metasomatic skarns. The tungsten was introduced into sediments by volcanic- exhalative processes and subsequently remobilized and further concentrated by heat and metamorphis fluids associated with high-grade metamorphism and migmitization. An alternative syngenetic - diagenetic model is discussed which requires the transport of tungsten by heteropoly acids and deposition of the tungsten as a function of Eh and Ph conditions and different clastic depositional environments. While such stratabound tungsten deposits are considered rare in North America, the hypotheses developed in this paper may open new areas for exploration.

Jan 1, 1983

By Russell Barr

Strategic alignment throughout a mining organization is critical to effective strategic execution and good business performance. The alignment of strategic goals and objectives in the different operations and functions in a large global operation is a challenge facing executive management in light of legacy organizational structure and processes. An additional confounding factor in strategic alignment of acquisition and new project expansion is that mining projects and operations are frequently multi-cultural in terms of country origin as well as organizational culture. This brings together many cultures to accomplish the project or complete an acquisition (Financial Times, 2006). The mining industry presents numerous challenges to executives and mine management by the nature of the operation and organizational processes used in running it. For example, there seems to be an inherent conflict between the individual goals of the components that constitute a mineral processing operation (the mine, the mill, the smelter and the refinery), and lowest cost production of the final product. Managers of these component operations have specific objectives passed down from the corporate executives. Those site managers tend to be compensated based on throughput and perform to this main metric. This tendency to maximize throughput for an individual operation can contradict the general process flow of a best-fit solution to producing the final product at the lowest cost. In an effort to become more aligned, firms are increasingly using balanced scorecard derivatives at great cost and effort (whether internally or externally sourced) in an attempt to help with strategic alignment. Balanced score-cards have been effective in providing a good strategic scorecard to companies with some measure of strategic alignment. Many firms make this effort of using balanced scorecards. However, most firms are not strategically aligned or, at best, are sub-optimized, in terms of strategic alignment (Kaplan and Norton, 2006). The tendency in mining operations is to focus on operating individual components as optimally as possible and stretching existing assets to the best possible production rates. ?Making tons? is the common operational focus. Numerous factors underpin this focus and can affect the ability of the operation?s ability to align properly with the corporate strategy and strategic goals. Critical factors are legacy organizational structure, culture, processes and performance measurement systems. Changing anyone of these factors to affect better strategic alignment requires significant attention to managing change.

Jan 1, 2008

By Hugh Thompson

In mining today, planning is of paramount importance, even more so when one considers that the business margins are reducing, requiring the evaluation of diverse alternatives for the optimal use of scarce resources. Additionally the capital required to approve some projects demands the best planning possible. Modern planning requires that all of the aspects of the business be represented, and not just the planning of the extraction in an isolated form. In order to carry out integrated strategic planning in the mining business one needs to have implemented a culture within the organisation that allows the business to be understood as a interelated system of processes. These processes must be co-ordinated so that they interact properly between each other and so define an integrated plan that optimises the available resources and maximises the benefit to the company. This defined culture should consider the important variables of each activity within the processes, and its’ relevance to the strategic plan. In this sense, this paper shows an example of computer tools used in order to reach the described objectives.

Aug 25, 2002

By N McKay, J Vann, W Ware, P Hodkiewicz, C Morley

"Geometallurgy is now recognised within the mining industry as an approach that can both maximise value and reduce the risks associated with resource development. The process of spatial ore variability testing for metallurgical response and the use of quick, inexpensive metallurgical proxies has been well developed in the past decade in industry and the literature, and via various collaborative research programs and laboratories. Technology continues to advance with new techniques such as hand-held analytical tools and automated hyperspectral core scanning, allowing for even faster, less expensive in situ geometallurgical testing.In the current mining industry downturn, a critical frontier of geometallurgy is in its application in short-term geological modelling (ore control) and mine planning, and the associated decision-making. This is the end game at which the hard-won knowledge of orebody variability can be exploited to add near-term value. In order for spatial block models to be fit-for-purpose for such tactical uses, they must be populated with key geometallurgical information and then have workflows that use this richer model as a basis of material allocation to destinations so that the true value of the resource is realised.We envision geometallurgy (geomet) programs designed to add and sustain value at two levels:‘Strategic geomet’ has a long-term strategic focus that actively uses all relevant data that helps predict processing performance such as bench-scale metallurgical tests, mineralogy, geochemistry, ore texture etc (‘the geometallurgical database’) to model spatial ore variability and metallurgical response throughout the life-of-mine (LOM). This will enable better resource definition, more optimal mine planning and scheduling, improved process design and sustaining capital strategy over the LOM. The value-realisation is gained by basing all these strategic decisions on spatial models that better reflect the actual value of blocks (or aggregates of blocks) in the model.‘Tactical geomet’ has a short- to medium-term tactical focus that, again, actively uses the geometallurgical database, but also includes new data derived during ore control activities (such as drilling and sampling) to inform allocation-to-destination decisions via the ore control process. This will enable improved efficiency (ie less error) in allocation of mining blocks as direct feed, stockpile or waste. Importantly, this efficiency will be measured in terms of value and not grade, which is an incomplete – and typically biased – proxy for value. The key benefit is that ore control will then be planned and executed on the basis of realised value.We therefore propose a twofold systematic and holistic, value-based geometallurgical process. This process needs to be planned and implemented in an integrated manner, noting that strategic and tactical geometallurgy can be worked on by the same professionals, sharing data, methodologies and potentially models. What differs between the two levels is the required granularity, the business context and (critically) the decision-making time horizons.CITATION:McKay, N, Vann, J, Ware, W, Morley, C, Hodkiewicz, P, 2016. Strategic and Tactical Geometallurgy – a Systematic Process to Add and Sustain Resource Value, in Proceedings The Third AusIMM International Geometallurgy Conference (GeoMet) 2016, pp 29–36 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Jun 15, 2016

By R. M. Kear

Strategic and tactical planning are both required in the mining industry but have completely different objectives and require different environments. If these are not fully understood, then the best value for a mining operation may not be realized. This paper examines the differences in these approaches and how they interface in the mining environment. The objectives, content, skills required and the implied management issues for these two components are examined with the hope that this will assist management and the planning teams in defining their respective roles and expectations. The opinions are those of the author based on his experience on several mining operations and projects.

Jan 1, 2006

By B. J. Kloppers, J. V. Z. Visser, C. J. Horn

"The long-term plan (LTP) in a mineral resource company is defined by the quality of the mineral resource and represents the result of a series of trade-offs to fulfil internal organizational as well as external business and legislative requirements, ensuring ultimate delivery on the defined organizational strategy.The LTP should as a whole align to a coherent and well-defined organizational strategy, working towards a clearly defined objective while still allowing a tactical response to short-term requirements of the organization. The ability to respond tactically to changes in environment, like the unprecedented five-month strike in 2014 on the platinum belt following the 2012 Marikana incident, is a measure of the flexibility of the plan given the agreed strategy.This paper describes the Lonmin process of linking company strategy with long-term planning, tactical planning, and the execution of the plan through an annual planning cycle to maximize organizational flexibility. This flexibility enables mining companies to respond to the many internal and external forces that impact on both strategy formulation and delivery of results that meet shareholder expectations."

Jan 1, 2015

By Malti Goel

"Technology advancements in fossil fuel based energy generation and consumption are currently being aimed at minimization of CO2 emissions. To attain energy security, India must accelerate the pace of economic development, while achieving reduction in CO2 emissions per unit of energy consumed. It would need access to advanced coal utilization technologies to be demonstrated on indigenous coal characteristics. Of specific importance would be: improvement in coal quality, increasing energy efficiency and suitability of other CO2 sequestration technologies for reducing CO2 footprints. There is need to address related risks and financial burden through adoption of policies and regulations including the issue of open access in energy research. In this paper, seven important areas of strategic plan that need to be pursued for managing CO2 emissions in steel energy sector in India are discussed.IntroductionWorld is facing a crisis of climate change, which follows in the footsteps of global energy and environment crises. Accumulation of carbon dioxide from the generation and utilization of energy is leading to greenhouse warming and climate change. The global warming is causing the boundary between four seasons to be fuzzy and resulting in more spiky weather. Significance of its impact on environment is also determining the technology development needs in various sectors of economy for taking remedial measures.To respond to climate change concerns, the steel industry is undergoing a transition. It is at the threshold of a rapid change in technology as it targets innovation to achieve 50% reduction of CO2 emissions per ton of steel produced. Fossil fuel use is the main contributor of increasing concentration of carbon dioxide in the atmosphere. The control of air pollution and CO2 capture are thus relevant for a coal based industry, whether thermal power plant or a demand side energy intensive industry. World steel production has shown phenomenal increase in first eight years of 21st century increasing from 780 Mt in 2000 to 1343 Mt in 2008 [1]. It was merely 28 Mt in 1900. The global CO2 emissions from steel industry are also increasing and became 2550 Mt (3-4% of total GHG). Indian industry contribution was 161 Mt (15% of direct emissions from industry). It is likely to grow further to keep pace with the accelerated economic growth of 8-9% per annum."

Jan 1, 2010

By Henderson N, Schaap H

In large companies with mining operations spread over multiple sites, it is essential that consistency between sites is maintained in preparing and classifying resource and reserve estimates. The endorsement by The AusLMM and AMIC of the "Australasian Code for Reporting of Identified Mineral Resources and Ore Reserves" and the subsequent incorporation of reference to the code into the ASX listing rules for mining companies has provided a basis for the consistent classification of resources and reserves. However, compliance with other criteria more or less stringent than the Australasian Code can present some reporting difficulties. Examples include listing requirements for foreign stock exchanges, particular Acts of Parliament that may apply to individual leases, constraints imposed by individual companies on their own leases, and ultimately, reserves for short, medium and long term planning. Confusion can arise when any two or more sets of reserves for the same lease are compared.. To alleviate this confusion, a standardised procedure was developed for the calculation and classification of coal resources and reserves. The procedure which is geostatistically based incorporates a technique called "Irregular Block Kriging" where specific mining blocks are directly kriged. The procedure has enabled those engineers and geologists with only a basic understanding of geostatistics to apply the technique and not feel hampered by some of the complex mathematics which in the past has tended to inhibit and overcomplicate the use of geostatistics. The procedure has resulted in "cleaner" data bases and hence more reliable reserve estimates.

Jan 1, 1990

By B E. Hall, D B. Kahler

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

Mar 8, 2016

By P. van der Veen

The objective of this paper is to analyze the evolution of the strategic drivers of the mining sec-tor over the last half century, which has been guided by a varying and expanding list of motivations. While companies cannot survive for long unless they are making profits, the strategic drivers of the industry have gone far beyond profits since at least the mid-1970s when environmental concerns began to be taken seriously. For the most part, these forces have followed global trends and public opinion, but they have been shaped and magnified by the significant, often dominant role that the mining sector plays in many economies. While the mining sector used to be primarily motivated by the first pillar of sustainable development -i.e. the economics pillar-, in the 1970s the second environmental pillar became an important factor in decision making, and in the 1990s the third social pillar emerged as a major driver.1 The entrance of new strategic drivers has also had considerable impact on technological and organizational developments in the mining industry; however, technological changes, driven by cost reduction considerations, have in turn impacted the strategic drivers of the industry, resulting in the need for further technological and organizational developments.

Jan 1, 2007

By G. L. Smith

The fundamental challenge facing mineral and metal companies is how to create sustainable value while operating within mandated strategic bounds, identified constraints, and variable market and economic conditions. This can be achieved by allowing the fixed physical nature of the mineral asset to drive definition of the optimal technical solution to mining and processing activities, and developing and resourcing a strategically aligned portfolio of production entities that creates flexibility to near- and longer-term business environment shifts, i.e. a production mix that allows variation of output to respond to short term market variation, within a long term context. The practical achievement of this outcome is enabled by the concept of strategic long term planning. The core elements of strategic long term planning in the metals and minerals industry, and the relationship between them, are expanded. The strategic long term planning framework is a logic construct that enables delivery of an optimized, strategically-aligned business plan from the mineral asset portfolio using a set of tools and techniques with a common language, standards, systems and processes to align decisions and actions on a cyclical basis.

Jan 1, 2012

By G. L. Smith

The fundamental challenge facing mineral and metal companies is how to create sustainable value while operating within mandated strategic bounds, identified constraints, and variable market and economic conditions. This can be achieved by allowing the fixed physical nature of the mineral asset to drive definition of the optimal technical solution to mining and processing activities, and developing and resourcing a strategically aligned portfolio of production entities that creates flexibility to near- and longer-term business environment shifts, i.e. a production mix that allows variation of output to respond to short term market variation, within a long term context. The practical achievement of this outcome is enabled by the concept of strategic long term planning. The core elements of strategic long term planning in the metals and minerals industry, and the relationship between them, are expanded. The strategic long term planning framework is a logic construct that enables delivery of an optimized, strategically-aligned business plan from the mineral asset portfolio using a set of tools and techniques with a common language, standards, systems and processes to align decisions and actions on a cyclical basis.

Jan 1, 2012