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By F Minz, P Lamberg, A Mwanga, C Lund, C Wanhainen, M Amiri Parian, J Rosenkranz

A geometallurgical model is currently built in two different ways. The first and the most common way relies on geometallurgical testing, where a large number of samples are analysed for metallurgical response using small-scale laboratory tests, eg Davis tube testing. The second, mineralogical approach focuses on collecting mineralogical information over the orebody and building the metallurgical model based on mineralogy. At Lules University of Technology, Sweden, the latter method has been adopted and taken further in four ongoing PhD studies. The geological model gives modal composition by the help of element-to-mineral conversion and Rietveld X-ray diffraction. Texturally, the orebody is divided into different archetypes, and liberation measurements for each of them are carried out in processing fineness using IncaMineral, a SEM-based technique. The grindability and liberation spectrum of any given geological unit (sample, ore block, domain) are extrapolated from the archetypes. The process model is taken into a liberation level by mass balancing selected metallurgical tests using the particle tracking technique. The approach is general and can be applied to any type of ores. Examples of ongoing studies on iron and massive sulfide ores are given.CITATION:Lamberg, P, Rosenkranz, J, Wanhainen, C, Lund, C, Minz, F, Mwanga, A and Amiri Parian, M, 2013. Building a geometallurgical model in iron ores using a mineralogical approach with liberation data, in Proceedings The Second AusIMM International Geometallurgy Conference (GeoMet) 2013 , pp 317-324 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Sep 29, 2013

By Leon H. Bruner

This paper presents a case study describing how a global consumer products company with 138,000 employees that markets over 300 brands in 180 countries is building sustainability into the rhythm of its business. This strategy extends beyond social investment programs by incorporating sustainability into the fabric of product design, manufacturing operations, employee engagement and stakeholder partnerships. During the implementation of this program it has been necessary to be explicit about sustainability and its importance to the business, to broadly define sustainability, to ensure that sustainability is not added work, to eliminate trade-offs between performance, value and sustainability and to implement programs to ensure that sustainability is incorporated into the DNA of the company. Our program continually emphasizes the importance of making no tradeoffs between consumer acceptance of sustainable products and sustainability investments. We also work diligently to overcome the challenges of engaging employees around the world to implement a single coherent sustainability strategy that delivers great results.

Jan 1, 2010

By Joseph P. Nugent

The new combination gypsum plaster and gypsum wallboard plant of Compania Industrial Kaiser S.A., the first of its kind in Mexico went into production in April of 1969. This was approximately fourteen months from the signing of the formal order for the plant and equipment. Compania Industrial Kaiser S.A. is an affiliate of the Kaiser Gypsum Company in the United States and will market practically the same line of products and to the same standards as those produced in American plants. Located in the City of Puebla, the plant will readily service the major Mexican sales areas. It is approximately 85 miles away from Mexico City on a modern, four-lane, divided highway and distribution to other major consumer areas can be readily effected by the use of a good highway system, as well as, by rail. This, plant is the, sixteenth Gypsum Wallboard Mill supplied abroad by my company, United States Wallboard Machinery Company. Other installations are in Australia, New Zealand, Chile, England, Scotland, Ireland, Finland, South Africa, Latvia and Germany. Two new mills are on order; a small unit for Brazil and a comparatively large unit for New Zealand. All these mills have one thing in common with plants in the United States and Canada; they are equipped with standard, time-proven and tested equipment and they are designed in accor¬dance with the latest engineering thinking in order to produce efficiently, the highest quality product at lowest cost. They differ generally in the size of plant, the factors that brought them into being and in the market that they supply. I believe that these differences will be of interest to you.

Jan 1, 1969

By Ewan Alexander

"As human beings, we have managed risk since the dawn of the ages and have been adept at doing so. In order to survive, we hunted or gathered. If we did not take enough risk, we died. If we took much risk, we died (Fig. 1). As individuals and tribes, risk had to be optimized to maximize our chances to thrive, as individuals and as tribes.In today’s world, the risks are vastly different, but in order to thrive, these must be managed. And no industry knows this as much as mining. In fact, the International Council of Mining & Metals (ICMM) has proposed the Critical Risk Model (Fig. 2) as a means of identifying critical risk, critical controls and associated performance standards. The ICMM focuses on sustainable development performance in the mining and metals industry. It has 23 members, representing some of the largest mining companies in the world.This approach is going to help the mining industry. But it must be applied effectively, with the acknowledgment that the system alone cannot be effective. We can say this confidently, as even companies known for the strength of their risk and safety management systems continue to experience significant incidents, and, in some cases, catastrophes. Why does that happen when all safety metrics, including injury rate, are pointing in the right direction? In the view of the author, it is only when leadership, culture and systems work in complete harmony that the resilience of an organization to manage its significant risk is at an optimal level. It remains an ongoing leadership challenge to maintain that balance and the optimal mindset in the organization. So how do you maintain that special balance?Let’s start with a basic premise. Leadership, supported by simple effective systems, creates culture which creates outcomes. Everyone going home safely is an outcome, as is cost effective operations, and to achieve those outcomes efficiently, the organization must focus on the inputs. And those inputs include effective leadership, effective systems (for the purposes of this article, risk and health, safety and environment (HSE) systems), good planning, stable operations and competent workers. This article will focus on gaining maximum performance from your risk management system."

Oct 1, 2016

By J A. Wells, K G. Thomas, R F. Dewhirst

"One of the contributing factors to the extreme cost escalation in the first decade of the 21st century was the increase in the amount and cost of engineering work that went into studies and projects. Various reasons for this were identified, including unsatisfactory productivity due to a shortage of experienced/qualified engineers, the increased complexity and infrastructure requirements of many projects due to location, metallurgy that is more challenging and increasing environmental and social requirements. These conditions often led to unsatisfactory project results in terms of cost and schedule blowouts and created a loss of confidence – both internally and externally – in the industry’s ability to complete projects on time and on budget.Technical fundamentals aside, the experience and effectiveness of project teams has had, and continues to have, a major impact on project cost, schedule and ramp-up to nameplate capacity and operating parameters. There are unfortunately too many examples of where project teams have not been as effective as they could or should have been, all to the ultimate detriment of the project.Using the authors’ extensive experience on both owner’s and engineer’s teams, this paper discusses some of the main reasons for suboptimal team, and hence project, performance and offers thoughts on how best to build and maintain project teams. The analysis and conclusions drawn are built around the Tuckman model of group development known as ‘forming-storming-norming-performing’, which was first proposed some 50 years ago. Given the importance of good teamwork to project success, understanding how project teams grow and become efficient and productive is an essential part of good project management that should receive more attention.CITATION:Dewhirst, R F, Thomas, K G and Wells, J A, 2016. Building and maintaining effective project teams, in Proceedings Project Evaluation 2016, pp 38–48 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Mar 8, 2016

By B Beale

Bow-tie analysis is a commonly used tool to identify and display risks that have the potential for an undesired hazardous event. The output of the analysis are bow-tie diagrams, which are an effective and versatile communication format that can be applied to any type of risk. Contrary to their simplicity, a proper bow-tie diagram that maintains its usefulness and clear communication is difficult to build. Over two decades assisting Major Hazard Facilities with bow-tie analysis for Safety Cases, several common mistakes have been identified. This paper aims to highlight those issues with examples and provide improvement strategies. A sample of the most common mistakes are: - overly complicated risk analysis - poorly scoped and defined terms - poor descriptions and justifications - identifying too many dependent controls. Overly complicated risk analysis leads to wasted time in obtaining data for little gain. The bow-tie diagram is only a model. Effort should be redirected into identifying and managing controls that will make a tangible difference to site risk. Broad scopes lead to enormous and confusing bow-tie diagrams for both the user and the workshop team. Defining the scope of the study, the consequence severity of interest and critical control characteristics creates focused workshops and targeted analysis. With more definitive scope, there may be more bow-tie diagrams, however, they are succinct and specific. Well described causes are imperative for clear communication to users, regulators and future bowtie review workshop groups. It is best to use common wording structures and explain the event stepby- step. Also, clearly document any likelihood calculations and use data references where applicable. Identifying all possible controls creates a false sense of security that there are many layers of protection. In reality, most controls are dependent on a single system or person and could all be compromised from a single failure. A definition of a ‘bow-tie’ control is required whereby it must be independent from other controls. Improving the bow-tie analysis process will assist operators in developing meaningful and ‘operational’ bow-tie diagrams to support risk management systems and practices.

Apr 16, 2024

By P. Maltais

Over the last 10 years, Computer Aided Design, Finite Elements Analysis and field testing of prototypes have enabled the cycling industry to grow and to significantly improve its products. However, today's cyclists have become more and more demanding, making these classical design approaches almost obsolete. Devinci understood that problem four years ago and fully revisited its design approach; to offer bicycle frames better suited to real life riding, one must fully know those real life conditions. In partnership with the University de Sherbrooke, Quebec, Canada, Devinci then developed a bicycle enabling them to measure the actual load applied on a bicycle frame in real-time for real riding conditions: the instrumented bike. Today, Devinci uses its instrumented road and mountain bikes, combined with virtual prototyping and laboratory testing capabilities to develop better bicycles, faster.

Jan 1, 2006

By Craig Ford

Inmet Mining is committed to implementing the highest corporate responsibility standards in its mining operations worldwide. Inmet is 100% owner of Minera Panama, a world-class copper project that is currently in the feasibility phase in north-central Panama. Panama has limited experience with modern mining, limited mining capacity, and the project context involves significant social, environmental and political complexity. The Project area is remote with recent in-migration of latino and indigenous people, informal and small-scale mining, local subsistence populations and considerable biodiversity value, coupled with a complex jurisdictional setting. In short, it is increasingly the kind of project mining companies are taking on because the easy projects have already been developed. With such challenging conditions, anticipating and managing social risks is critical to effective project management. To this end, between August 2007 and the third quarter of 2009 Inmet seconded Monkey Forest Consulting Ltd to the project to assist Minera Panama in building and implementing an effective, early phase external relations strategy. The team was also tasked to find and develop a locally based team that could sustain success through project development and into operations. Today?s presentation was created by Inmet and Monkey Forest and describes some of the lessons learned in implementing an effective early phase process for managing social issues.

May 1, 2010

By L. Bloom

In 1996, lack of confidence in assaying methods and sample handling affected companies as diverse as Bre-X and Timbuktu. Share prices and the ability to raise financing are impacted when the quality of assay data is suspect. Overseas projects are subject to enhanced scrutiny when local facilities are used that are unfamiliar to brokers, financing agencies and banks. Quality control systems can be implemented but there are associated costs. These costs should reflect the risk to the mining company, investors and financiers and the size of the proposed investment. In this regard, assay control can be considered a form of insurance to enhance the value of an exploration or mining project. Providing reliable assay data in a production laboratory is challenging. Pressures such as time constraints and profitability affect data integrity. In Australia and North America, reliable assaying services have been provided by several laboratories. Mistakes are primarily due to human error but systems are available that monitor results and identify these types of errors. As the mining industry expands globally, mining companies encounter difficulties in some of these areas due to lack of infrastructure, poor communications, bureaucracy and political risk. These challenges also apply to the operation of laboratories, enhancing the risk of compromised data.

Jan 1, 1997

By L. Bloom

In 1996, lack of confidence in assaying methods and sample handling affected companies as diverse as Bre-X and Timbuktu. Both share prices and the ability to raise financing are impacted when the quality of assay data is suspect. Overseas projects are subject to enhanced scrutiny when local facilities are used that are unfamiliar to brokers, financing agencies and banks. Quality control systems can be -implemented but there are associated costs. These costs should reflect the risk to the mining company, investors and financiers and the size of the proposed investment. In this regard, assay control call is considered a form of insurance to enhance the value of an exploration or mining project.

Jan 1, 1997

By Olivia Gamache

When working in remote and extreme environments, projects are faced with new challenges for engineering and project execution. This is heightened when also working in countries with a developing environmental regulatory framework, small skilled workforce available for recruitment, and minimal infrastructure such as power, roads, and water. There is an increasing realization that social and environmental aspects need to be built into project execution. Giving proper attention to these issues during project development and execution, and maximizing opportunities is an ongoing challenge.

May 1, 2013

By F. Segobia, M. Portal, F. Ysla, L. Goicochea

It is our responsibility to promote responsible and sustainable mining with new generations, promoting a culture of equality and respect. To fulfill this commitment, we are working with the SME UNC Student Chapter team, Newmont Yanacocha, BRG Women and Allies and the Museo de Agua y Tierra (MAT) to carry out the “Building our future” project. It is our responsibility to promote responsible and sustainable mining with new generations, promoting a culture of equality and respect. To fulfill this commitment, we are working with the UNC SME Student Chapter team, Newmont Yanacocha, BRG Women and Allies and the Museo de Agua y Tierra (MAT) to carry out the “Building our future” project. This project seeks to instill in new generations the importance of mining, integrating sustainable development objectives. We have the participation of Newmont Yanacocha and external professionals, who share their life stories and inspire participants from rural and urban educational institutions to pursue their dreams and aspirations. We believe that this project is important because it will help new generations understand the importance of mining and its role in the development of the country, covering the economic, environmental and social spheres. Since its inception in 2022, the project has positively impacted more than 500 participants.

Feb 1, 2024

By F. Segobia, M. Portal, F. Ysla, A. Mujica, L. Goicochea

The “Building Our Future” project is a collaborative initiative between the UNC SME Student Chapter and the Water and Earth Museum (MAT) of Asociación Los Andes Cajamarca (ALAC), both corporate entities of Newmont Yanacocha. Its mission is to promote responsible and sustainable mining among new generations while fostering a culture of equality and respect. This comprehensive educational program integrates sustainable development goals and includes workshops led professionals and external experts who share their personal stories to inspire students from rural and urban educational institutions to follow their dreams. Additionally, for this year 2024, the project development and implemented an interactive mobile application that educates users about the use of minerals in everyday life through four levels: Minerals in the Home, Minerals in Medicine, Minerals in Transportation, and Minerals in Agriculture. This multi-faceted approach seeks to raise awareness about the importance of mining in Peru’s economic, environmental, and social development, ultimately fostering a new generation of informed and engaged citizens who understand the vital role of mining in a sustainable future.

Feb 1, 2025

The relationships between Aboriginal Traditional Owners and mining companies have often been mired in dispute, particularly since the High Court Mabo decision and the Native Title Act of 1993. In the Pilbara region, Rio Tinto Iron Ore (RTIO) impacts the traditional country of 12 Aboriginal Traditional Owner/language groups. Over the past 12 years the company and the Traditional Owners have negotiated and settled several significant land use agreements including the Yandi Land Use Agreement over the Yandicoogina mine in 1997, between Hamersley Iron (now Rio Tinto Iron Ore) and three language groups û the Bunjima, Nyapaili and Innawonga people and the Eastern Guruma Indigenous Land Use Agreement (ILUA) of 2006. These substantive agreements are now being followed by a new generation of region wide ILUAs which are close to conclusion. Arising from these regional agreements is a new framework for engagement which has been informed by the implementation of the previous agreements in the Pilbara and across the Rio Tinto group of companies. They are driven by both a company desire to have a consistent approach to engaging with Traditional Owners and the Traditional Owners wanting to have a similarly transparent and consistent standard of performance by the company in implementing the agreements which can deliver improved employment, cultural heritage engagement and direct and indirect benefits for the life of mining by the company. During the past three years the growth in the Pilbara, Western Australia brought new opportunities with people flocking to the region for employment flowing from the mining boom. Housing was at a premium and FIFO (fly-in, fly-out employment arrangements) was developed as a method to manage the general growth and demand for skills. Despite the recent down turn in the world economy since September 2008, which has reduced demand for minerals, the Pilbara continues to enjoy high levels of employment and as a result there is still significant pressure on housing and services provision. Although there has been vast economic growth in the Pilbara not only by mining companies but also oil and gas companies, the 2006 census data indicated that the direct benefits of improved employment, business development and engagement in the mainstream economy continued to exclude Aboriginal people. Indigenous people constitute a significant proportion of the population in the Pilbara region, some 6000 people û currently 14 per cent of the population rising to 18 per cent by 2015 û yet they remain at the bottom of the socioeconomic scale. More than 40 years of mining has returned relatively little to this group of people who are the permanent residents of the region and are connected through their traditional culture to this country (Taylor and Scambary, 2005). Ensuring local Aboriginal participation in the mainstream economy has been a challenge for resource companies, Traditional Owners and local residents in the Pilbara. The case study explores the relationship between a mining company û Rio Tinto Iron Ore and the Traditional Owners of the Pilbara. It examines two projects that have been developed to engage Indigenous people in the development of their region and through regional representation and business development to build a sustainable future for themselves and their future generations and at the same time ensure social cohesion to support social licence to operate. The case study also examines the process that was followed by Rio Tinto Iron Ore and its operations in undertaking a regional agreement for land access, participation and the integration of local Indigenous people into their business and the local economy.

Jan 1, 2009

By Manchanda H, Agarwal J.

The construction industry has one of the largest numbers of injuries compared to other industries. Thus, reducing accidents and determining construction risks are extremely important. One of the essential steps for construction safety management is hazard identification and risk assessment, since the most unmanageable risks are from unidentified hazards. While the urban rail transit systems are being developed rapidly in almost all major cities of India, adjoining Existing Building Structures and historic sites are facing possible threats of unexpected damages and accidents. The protection of these structures becomes one of the major challenges specifically when the infrastructure being developed involves construction of underground tunnels passing through old cities. The assessment of settlement induced damage on buildings during the preliminary phase of tunnel excavation projects, is nowadays receiving greater attention. Analyses at different levels of detail are performed on the surface building in proximity to the tunnel, to evaluate the risk of structural damage and the need of mitigation measures. The current paper presents current practices being adopted in India for prediction and excavation of tunnelling induced ground movement and building damage risk-assessment. The paper highlights empirical and numerical approaches towards predicting settlement induced damages on buildings during the tunnelling, detailed step by step methodologies for conducting building condition surveys, evaluating associated hazards, and adopting adequate building risk identification and mitigation methods. The paper also discusses associated technical and contractual challenges and highlights way forward to overcome them.

Sep 1, 2022

By M I. Roberts

Corporate and workplace culture, as many owners, directors, executives and managers know, is by far the most powerful determinant of productivity. It’s much more significant than buildings and equipment. Yet although no one today would build a building or machine without a plan, few leaders have a plan for building and sustaining a safer and more productive culture.Using practical ways, culture can be planned and shaped as desired. Success requires implementing a project plan for changing the systems that drive behaviours that in turn shape attitudes. The combination of behaviour and attitude together with leadership largely shape culture.To improve performance, leaders need to:1. improve the organisational systems that drive behaviour2. action a project plan for improving specific performance metrics 3. demonstrate leadership that is conscious, disciplined, committed and passionate for purposeful use of human energy.This paper explains all three factors in practical ways with operational and corporate examples. It details understanding and applying the power of fundamental statistical analysis tools to recalibrate, focus and drive proactive leadership that takes responsibility for process improvement, supporting people and ensuring accountability.Experience and practical understanding of human and organisational behaviour confirm that the Measurement ? Analysis ? Reporting system combined with conscious leadership is by far the most powerful driver of behaviour. This wisdom produces profound changes in leadership style and behaviour. It develops outstanding leadership to create and sustain a safe and highly productive culture reliably producing consistently high quality products. It is the key to developing accountability, employee retention and a sustained competitive advantage.CITATION:Roberts, M I, 2016. Building safe, productive cultures and leadership, in Proceedings International Mine Management Conference, pp 163-178 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jun 22, 2016

By Morgan Schauerte, Laura Raimondi, Mariel Palomeque

Executives in the mining industry are facing dramatically changing market expectations on reporting and transparency regarding the environmental and social impacts of projects, supply chains and products. Companies increasingly need to disclose the governance procedures they have in place to ensure communities, investors, employees, and Indigenous partners are effectively managing social and environmental risks. These disclosure requirements begin during exploration and carry through to all stages along the project life cycle. This type of environmental, social and governance (ESG) disclosure is referred to as ESG performance by the investment community. ESG is not a new concept, and it builds on and is intertwined with many concepts such as corporate sustainability, corporate social responsibility, eco-efficiency, triple bottom line thinking, life cycle management and many others. This paper will explore how mining companies can develop a credible ESG governance approach and strategy that will reduce risk, open opportunities, and create value. This paper will summarise ESG trends and drivers, discuss the economics and investors’ perspective towards ESG, and outline leading ESG standards and guidelines of interest to investors, regulators, communities and other stakeholders. Linkage of ESG to global sustainability efforts such the United Nations Sustainable Development Goals and Global Compact will also be addressed.

Jan 1, 2023

By Paul Guliov

Preliminary investigations of stone resources were conducted in the La Range, Johnson Lake-Pelican Narrows-Deschambault Lake and Creighton-Amisk Lake regions of Saskatchewan. The work identified a rich variety of accessible, attractive and technically promising stone resources. Ordovician dolomites in various combinations of red, buff, yellow, grey and purple are very dense and take a very good polish. These are classified as marbles in the industry and some rival the famous marbles of Verona, Italy. A wide variety of attractive granites have been identified. Among these is a jade green stone (charnockite) and ornamental banded granites (gneisses). A dark greenish to black stone (amphibolite) with white and red veining resembles the well-known Verde Antique variety of Vermont and Italy and surpasses it aesthetically and in engineering properties. Some of these stones have been displayed at Canadian and United States expositions where they received an enthusiastic response from the international stone industry. More detailed evaluation and test quarrying of promising deposits are required. Such work could be rewarding to the industry as some stone varieties in the province have the potential for gaining international markets.

Jan 1, 2001

Organisations are starting to develop processes for achieving sustainability principles they have defined for their organisation. The foundation for these principles is now well accepted. The definition of a sustainability framework is a good starting point for any project. The delivery of the framework requires the organisation to think differently about how project objectives can be met. New tools are becoming available to help achieve the sustainability outcomes for the projects. This paper will examine the project building blocks that are necessary to ensure the sustainability framework can be achieved for the project. These include new approaches to decision-making processes and evaluation tools and when to apply them. An integrated approach with shared expertise to project delivery, which is applicable to the whole supply chain, will be discussed. This will cover sustainability procurement, integrated waste management, cleaner production and eco-efficiency, sustainable products and disposal. A project toolkit will be presented and some key project tools identified. The need for management support in undertaking these new approaches is critical, as is the need to develop partnerships and cooperative management to facilitate delivery.

Jan 1, 2004

By Geraldine Woods

I work for the State of Washington as an Explosives inspector. My paper will describe the mission of the Wa. State Dept. of Labor pertaining to explosives and the regulation of explosives in the State.Blasting safety is high on the public safety list and the regulation of explosive use and storage has been mandated through legislature. The Dept. considers pro-active partnering forexplosive safety preferable to after-the-fact citations for non-compliance.In some cases, the Dept. will issue civil citations with monetary penalties, meant to be a deterrant, of course, to blasters who choose not to comply with the explosive regulations of the State.The Dept. has also revoked and suspended blasting licenses. In some instances, the Dept. has allowed recipients of citations with monetary penalties to reduce the amount paid by attending technical training classes. The idea here, is to reduce the chance of reoccurence of unsafe blasting practices. The State of Washington partners with MSHA in the regulation of explosives use and storage in mines, pits and quarries in the Stateas well as working closely with law enforcement, State and local fire marshals, ATF,and is active in ISEE in part of it’s ongoing effort to promote explosive safety and establish communications in a nonadversarial way with explosives users. My paper will include some statistics on licensing in the State, pounds of explosives used, inspection numbers, numbers and types of complaints with information from the inspections resulting of these complaints. My paper will include examples of storage, both good and bad, examples and pictures of fly rock incidents, accidents, near-miss close calls, break-ins, thefts, and abandoned explosives. This paper may also include a brief summary of my opinion of explosive regulation and my job as a regulator, including examples of high and low points of the job, joys and frustrations.

Jan 1, 2002