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By R. M. Barker

The historic Getchell property is currently being mined from the Getchell Main Underground workings, a foot wall extension of the Getchell open pit deposits along the Getchell fault. Drift-and-fill techniques are used to extract the ore through a ramp access. The adjacent Turquoise Ridge deposit is currently under development via two vertical shafts. Together, the two mines will continue to provide feed to the Getchell's 3,200 tpd mill/autoclave circuit, taking Getchell Gold from its current production rate of 200,000 ounces (Au) per annum, to over 400,000 ounces (Au) per annum by 1999.

Jan 1, 1997

By B. R. Berger

The Getchell area in the northern Osgood Range, Humboldt County, Nevada, was first prospected in the late 1800s for silver, copper, and gold; the first recorded mention of mining activity concerned a silver discovery. The September 17, 1874 edition of the Winnemucca Silver State notes that the Crystal Mining District was newly organized in the Fremont Range (as the Osgood Range was then called) to include discoveries of silver, lead, and antimony made on the Louisa claim. The name Crystal was derived from the plentiful quartz crystals found in-cavities near the prospects. This same area, occurring on the northwestern margin of the Osgood granodiorite stock, was later mined as the Richmond tungsten property, and crystals may still be found there in cavities in a massive garnet tactite. By 1878, how-ever, the name Crystal had been abandoned in favor of Potosi. The next flurry of activity in the Osgood Range was reported in 1899 when a copper strike on Granite Creek in the southern portion of the range received attention. The copper occukences were in a granite contact zone on the southeastern edge of the Osgood stock and, in 1916, the first tungsten in the district was discovered in the same deposit. During the last part of the nineteenth century, cattle and sheep were brought into the Kelly Creek Valley east of the Osgood Mountains by various ranchers. Alphonso and Adrian Bernard were among these ranchers, and in the first decade of the twentieth century, one of them recognized the altered rock where the Getchell Center it is now located. A 3-m (10-ft) deep prospect pit was dug on the outcrop, but the highest assay ran about $11/t ($10 per st). No further work was done on the gold-bearing rock. In 1934, Emmet Chase of Battle Mountain and Ed Knight of Golconda prospected in the area of the Bernard prospect pit and located several lode claims. At this time, Noble H. Getchell, a state senator, was looking for new mining opportunities to develop. He held interests in the Gold Circle Consolidated at Midas, which was becoming a losing venture. Chase and Knight brought their discovery to his attention, and he grubstaked them to prospect further in the area. In need of financial backing, Getchell solicited the help of George Wingfield, Sr., who held a minor interest in the Gold Circle. Wingfield was a successful banker and mine operator during the heyday of Tonopah and Goldfield, and he had become good friends with Henry C. Frick and Bernard Baruch. Wingfield let Baruch in on several very successful mining ventures in Goldfield, and Baruch returned the favor by underwriting the financing of the Getchell mine. Eleanor Roosevelt and Jack Dempsey were early stockholders in the Getchell operation. George Wingfield brought his brother-in-law, Roy A. Hardy, a consulting engineer who had constructed the American Flat mill near Virginia City, to look at the property. Upon inspecting the Chase-Knight claims, Hardy declared the whole area to be mineralized. A crosscut was driven to check the extent of the ore, and the results were better than anticipated. The locators were reportedly given $50,000 for the claims. The Getchell Mine, Inc., was organized on November 5, 1936. A small railroad that ran from Battle Mountain to Austin was purchased, and the ties and rails were moved to Getchell to be used in underground exploration. Enough reserves were found in the Center and South pit areas to construct a 40 t/d (44 stpd) mill. The financial and engineering help for the mill was provided by the Newmont Mining Co. for a 17 1/2% interest in the corporation. Newmont set about trying to solve the metallurgical problems with the sulfide ore, and also directed the early development work. Newmont wanted to grind the sulfide ore underground and oxidize it in the atmosphere by spreading salt on it. Detrital Flat in Arizona was purchased to provide salt for

Jan 1, 1985

By T Elms, R Beckman, M Sampson

"In today’s mining industry, the pressure of reducing costs and increasing production while maintaining high safety standards is at the forefront of operational endeavours. A combination of specific mining knowledge and technological advances has helped enable this notion. Fleet management systems have been developed to enable sites to better measure and manage production to improve operational efficiency.The integral part to managing production is having accurate, readily accessible data. This empowers key stakeholders in the management team to drive production reporting, materials tracking and budget forecasting.If a site does not run a fleet management system, manual input is heavily relied upon for production data, which introduces increased risk of human input error. Errors can drive outcomes that don’t achieve increased production at a reduced cost. Alternatively, a fleet management system can have improved accuracy but involves a high monetary investment. Such an investment is not always feasible for smaller mining operations subject to current industry cost pressures.The Emeco Operating System has been developed in alliance with sites such as the Mungari White Foil Operations by satisfying the criteria of a low intensity hardware installation, material tracking data validation processes, remote monitoring, identification of metrics to improve overall operating efficiency and providing the right information to key stakeholders.Citation:Beckman, R, Elms, T and Sampson, M, 2016. Getting Accurate Mine Information to the Right Teams to Drive Production Improvement, in Proceedings Ninth AusIMM Open Pit Operators' Conference 2016, pp 203–211 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Nov 15, 2016

By K Eglinton

The extractive industries response to community engagement due to social and political pressures in the 1980s and 1990s was the starting point of development leading to the modern function of corporate social responsibility.Challenged by communities who have greater access to information, demand greater transparency and responsibility of corporate organisations and who possess greater awareness of the communities they participate in, the mining sector faces another step change in how it approaches and integrates corporate social responsibility, transparency and engagement.Mining is seeking reserves of lower grades, in more sensitive environments and in countries with minimal transparency and governance. Not only are the locations changing but so to the stakeholders to engage with and issues to contend with. An increasingly savvy opposition, including not just the ‘green hippies’ but the Gen-Ys interested in the wider sustainability debate and Baby Boomers moving to life style environments, are now questioning mining’s behaviour and encroachment into ‘their space’. Issues including effect on lifestyle amenity, property value, energy efficiency, social provision; concepts such as ‘doing more with less’, participatory engagement, increasing transparency and balancing economic, environment, cultural and social aspects are becoming the norm.The traditional model of supporting local communities, communicating plans and providing employment, community investment and indigenous support programs is not enough. Our industry faces challenges on multiple fronts. It must now be able to address these from a personal/community perspective if it is to remain relevant within communities and play a role in addressing the global sustainability issues.This paper draws on corporate social responsibility trends, integrated functions and implementation approaches through the application of activities within Newmont operations across Asia Pacific.The approach presented works on the philosophy that communities do not necessarily have to like what we do, but should be able to identify and recognise the way in which we involve them in decision making, communicate our intentions and respond to issues.

Nov 22, 2011

By L H. G McClean

Environmental, social and governance (ESG) factors have always been important to the minerals industry and is now considered one of our most important opportunities (and risks). Getting it right from the beginning is critical for the minerals industry, and that starts with mineral exploration. Exploration, or the process of investigation of an economic mineral deposit, is generally low impact and short-term. Exploration operations vary in size and scale and often shift priority, focus and location relatively quickly. Australia is a highly regulated jurisdiction with different regulatory systems and requirements in every state and territory. Most mineral exploration is undertaken by junior exploration companies or ‘explorers’. Exploration companies are lean operations with limited staffing and resources, traditionally with no income apart from funds raised or work through partnerships. Funds are tight and administrative investment is minimised so that investment into activity on the ground is maximised. All these variables mean that understanding and implementation of ESG frameworks for an exploration company can be challenging. ESG is a fast-moving sector with currently multiple frameworks and reporting standards. Interest from community and government stakeholders as well as investors and off-take partners has been growing, with mandatory reporting soon to be implemented. The upcoming changes to the JORC Code will ensure that ESG considerations will be a key component of all public reporting. Resources have been developed to support explorers implement, manage and report on ESG considerations. Due to their scale, agility and direct importance of land access and social licence, many explorers are not the ‘cowboys’ (or ‘cowpersons’) of the industry, but industry leaders in ESG. Strong interest and leadership have led to innovative practices and strongly embedded vertical frameworks that directly contribute to social licence to operate.

Sep 1, 2024

By Kendall Y. Keuhey

The Mercur Mine, developed and operated by Getty Mining Company, is designed to process 3,000 tons/day of gold ore from the historic Mercur Hill mining district. The mill process involves crushing, grinding, and cyanide carbon-in-leach for recovery of gold from ores ranging from 0.08 to 0.10 oz/ton. During the mining of normal grade ore, a substantial tonnage of material containing 0.02 to 0.05 oz/ton is mined and would be available for heap leaching. Also, Getty Mining is developing methods to test and prepare lower grade material for heap leaching by rejecting a coarse rock fraction from the grinding SAG mill circuit. This lower grade fraction is suitable for heap leaching, and its removal will upgrade the regular mill feed. Other test methods are directed toward leaching techniques on some 4.0 million tons of tailings that resulted from roasting and/or cyanide leaching Mercur ores in the early 1900's. The natural carbons associated with the Mercur deposits require special treatment to reduce their gold adsorption effects when leached with cyanide.

Jan 1, 1984

By J R BISHOP

Geophysical techniques are being increasingly used down exploration drill holes as deeper and more elusive targets are sought. This paper lists the various methods available and discusses the applications using a number of examples.

Jan 1, 1992

By Dennis J. Riley

A. This outline addresses what a sub-contractor, or a subsub-contractor should do to get paid in the event the general contractor or building owner files for bankruptcy. B. Negotiating payment terms. Progress payments vs. "pay when paid". How a sub or subsub can avoid financing the contract. C. Court interpretation of "pay when paid" clauses allow postponement not excusal of payment. See, e.g., Seal Tite Corporation v. Ehret. Inc., 589 F. Supp. 701 (D.N.J. 1984) (where the court held that the general contractor could not delay payment indefinitely to the subcontractor in the event of non-payment from the owner); United Plate Glass Co. v. Metal Industries. Inc., 525 A.2d 468 (Commw. Ct. Pa. 1987) (where the court held that payment from owner was not a condition precedent to paying subcontractor but instead a timing mechanism indicating when payment should be made); But see. Straham v. Landis Construction Co., 499 So. 2d 417 (La. App. 4 Cir. 1986) (where the court strictly interpreted the "pay when paid" clause).

Jan 1, 1991

By Roberts JD

The design and installation of a major on-line stores and purchasing system, with built-in maintenance reporting and plant register capabilities, needs more than just close attention to computer design details. When the system must be available almost 24 hours a day to a number of mine stores sites, and is used by a variety of mining staff including engineers and stores clerks, as well as by remote purchasing and office staff, then simplicity of use, availability, fast response times, and other human factors become vital. Critical aspects include easy to use screen design, involving a change from the traditional hierarchical menu system, and fallback and recovery to the last transaction. Business, people and systems objectives need to be established at the preliminary design stage, so that results can be measured and corrective action taken. The amount and type of user involvement and training, at all stages from initial design to systems tuning, has a major effect on people wanting to use the system. Active user participation in systems design, data definition and collection, and use of relevant training material is needed. Project management and design problems can arise in working with database oriented computer staff, and certain design features are found useful in ensuring a responsive, robust overall system.

Jan 1, 1983

By Spencer R. Persik, Richard E. Munz

Measurements of many physical properties within an underground mine may be required as inputs to computer programs. These may be as simple as running/ not running signals from equipment, or they, may be representations of analog readings such as methane concentration. Similarly, outputs from computer pro- grams may control equipment located within the mine, as when air doors are opened or closed under computer control. This paper deals with the concept of electrical signal multiplexing and explains the role that multiplexing can play in comnunicating signals between the computer and locations within the mine. One multiplexer in particular, "DIRECTROL" (manufacturer by Cutler-Hamner Products), is examined in some detail, and its properties are discussed, including scan times, data security, recovery from cable failures, and recovery from power failures. Techniques of interfacing the multilexer to a computer are explained. Illustrations of the use of the multiplexer in mining applications are given.

Jan 1, 1983

By J Poniewierski, Varcos D

Efficient blasting requires constant vigilance with respect to the actual layout being used in the field. Objective measurement techniques are required in laying out a pattern as the 'by eye' or 'thumb suck' methods cannot guarantee consistent results in layout. Erratic blast results are the consequence of such an approach. In a case study at Sons of Gwalia mine, it was demonstrated that incorrect front burdens had a snowballing effect on otherwise carefully laid out blasts, resulting in both excessive amounts of boulders caused by preconditioning of bench fronts and tops, and tight digging. Both problems caused lower excavator productivity and excessive excavator damage, as well as making it difficult to set out subsequent blasts correctly. Several field measurement methods are available to aid in determining correct blast layouts and one is described in this paper.

Jan 1, 1994

By Tom Martin

Mega projects present unique challenges with regard to estimating costs. With such projects, which may span decades, these challenges often begin as soon as a project is conceived. The importance of having a sound, resource based estimate avail-able early in the process cannot be overstated because it provides the basis for ongoing project decisions. For the final phase of providing an updated cost estimate, often while bidding by contractors is underway, the Engineer?s Estimate (EE) must incorporate present market conditions; account for possible volatile material price swings; be based on actual labor and fringe costs; rely on meaningful productivity rates; and accommodate any recent technology advances while identifying and allowing for risk factors. This paper explains the benefits associated with consultants adopting a contractor?s estimating approach when preparing the Engineer?s Estimate on mega projects like the various tunneling projects in New York City.

By Prince Lazarovich, Hrebelianovich

I WAS asked by the chairman of one of the Sessions on Employment Problems to talk about the viewpoint of the foreign workingman. I am not a workingman. I have never done what a work-hand might call an honest day's labor; that is, I have never been in a factory or manufacturing plant or in a mine, though in truth, hard work and I are well acquainted. I was a soldier, am an engineer, have long been actively interested in the most important waterway construction in the near East, have served politics and diplomacy, written books and lectured at universities. My knowledge of the foreign workingman in this country comes from the fact that my own compatriots here at various times came to me and appealed for advice and help, and last year I was asked by the employment manager of a corporation to undertake a welfare job at one of their plants. I went out, saw the plant, talked with the superintendent and outlined certain of my ideas which he personally heartily approved, but which did not find favor with those higher up. I approach the subject of the foreign workman's point of view with the understanding that the industrial employer's effort is for the maximum of efficiency. I am conversant with labor conditions abroad both in industry and agriculture. What I have learned of industrial conditions in America as they affect the foreign immigrant has been chiefly gathered from the cases referred to of foreign workmen who from time to time have come to me with their troubles. In the course of those investigations, in order to give whatever help or advice was possible, I have been impressed with the fact that the great United States industries evidently had- pot yet sufficiently recognized the value of studying the conditions of the workingman in the lands of his origin across the seas. A careful study of that which could be called the moral element in connection with its foreign labor would give industry a knowledge of the man's reason for coming, what' grievances he brings with him, his hopes for a future, and the peculiar character of his capacities. The employer would thereby be enabled to meet the man, to be helpful to him, to aid him and at the same time promote industrial efficiency, inasmuch as a workman who believes that he is being dealt with humanly and squarely is contented and satisfied and will give willingly, and even with pride, the best that is in him; justice and a fair deal is all the man wants.

Jan 4, 1918

By B. A. Filas, H. N. Lammers

Responsible environmental, social, and governance (ESG) practices are not new to mining. It is the ESG acronym that has become the “flavor-of-the-day” with the stock markets, accounting firms, and investment strategists. This increased interest from the financial sector has heightened executive awareness and accountability to where corporate leadership and directors are proactively prioritizing ESG issues from the top down within their companies. This paper aims to convey what the authors believe one needs to know to be able to conduct and prepare effective ESG audits and reports. The emphasis is on how ESG fits within the mining sector, some of the ways that many mining companies have been practicing ESG responsibility for decades, the importance of effective communications with stakeholders, and the roles that regulatory and international lending institutions play in enhancing ESG practice on a global scale as a precursor to the discussion on ESG auditing and reporting. Without this background, the ESG audit may become a purely academic exercise.

Feb 1, 2023

By T G. Vizcarra, T J. Napier-Munn, A T. Karbowiak, M G. Hart

Squeezing extra performance from existing equipment (‘sweating the assets’) is key to continuous improvement initiatives, particularly during times of cost cutting where the option of spending additional capital to facilitate circuit upgrades can be severely constrained. A common challenge, however, is identifying the best combination of settings for different process variables, as their effects can be camouflaged by interactions with other process variables and, of course, noise in historical data.This paper describes a recent investigation at Boyne Smelters Limited to identify strategies to coarsen the product of its dry, fixed-speed, open-circuit AG mill, without the need for installing pre-screens prior to the mill. The product is used as insulation material for the reduction of alumina to aluminium, and an excessively fine product was inhibiting the ability of the cover material to dissipate heat from the underlying anodes. The approach was to undertake a series of experiments, designed according to statistical criteria, to elucidate the effect of key process variables (feed blend and power draw) upon the product sizing. The results provided clarity about what strategies would encourage the production of a more desirable mill product (with some surprises). The study is a good example of how properly designed experiments can identify hidden potential in processing circuits, thereby mitigating the need for capital-intensive upgrades.CITATION:Vizcarra, T G, Hart, M G, Karbowiak, A T and Napier-Munn, T J, 2018. Getting the most from existing processes: using cleverly designed experiments to optimise the line 3 AG mill at Boyne Smelters Limited, in Proceedings 14th AusIMM Mill Operators' Conference 2018, pp 207–216 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Aug 29, 2018

By R. A. Winters

At the operations level, productivity is a principle key to profitability. If you are competing with other mines that are paying roughly the same wage rate and the same prices for capital, materials, and energy, the only way your profit can be greater is by producing more output per unit of input. Mines with higher productivity have higher profit margins. Higher profit margins lead to greater operating cash flow, and cash flow is what distinguishes a dog from a cash cow. The turnaround in U.S. metals during the 1980s was in large part due to incredible improvements in productivity. According to statistics compiled by Kaufmann, 1991, labor productivity, measured as tonnes of primary production/manhour, increased 64% in steel, 94% in copper, 75% in lead, 143% in zinc, 132% in molybdenum, and 75% in gold. These improvements were hard won. However, with most modernization programs now complete, measuring and monitoring productivity becomes even more important as producers strive to maintain the gains they have achieved.

Jan 1, 1993

By K Sommerville, J Parkinson

"Open pit mines today have more technology and data available. The challenge is to effectively use resources to analyse and identify mine productivity improvements. AMC Consultants Pty Ltd (AMC) has completed more than 100 benchmarking studies worldwide. In the process of gathering cost and productivity data, insights have been gained on how mines are using data to drive productivity. This paper aims to share good practice on using data, what benchmarks operations should be aiming for, where mines are currently sitting, high value areas to target, and how to best prioritise improvement to meet operational goals.A key purpose of data is to assist in managing and improving operations. Key information is used to drive meetings, decisions, budget estimates and reports. Safety, equipment productivity, available stocks, grade and spatial reconciliation are examples of where data is important for management systems. The key is to keep reporting simple whilst maintaining access to source data for troubleshooting and analysis.Some operations still have paper-based reporting systems. Some operations collect data directly off machines and instruments, use cameras and have off-site control centres. The level of technology is a fit-for-purpose choice.Comparisons of productivity assumptions commonly used in feasibility studies with good practice productivity numbers sourced from AMC’s benchmarking database will be shared in this paper. A typical activity mining cost breakdown will highlight where the high value areas for productivity improvement sit.In addition to examining the productivity of each mining step it is also important to examine the impact on the mine plan. Equipment numbers, strip ratio, grade and material hardness can impact the results of bottleneck analysis. A bottleneck example case study will highlight how productivity and other factors can be used to identify and prioritise improvement opportunities.Keep it simple. Use only the critical data for meetings, decision-making, reports and plans. Knowing and communicating the key performance indicators (KPIs) you are striving for aligns the operation and prioritises improvement plans.Citation:Parkinson, J and Sommerville, K, 2016. Getting the Most Out of Technology to Drive Mine Productivity Improvements, in Proceedings Ninth AusIMM Open Pit Operators' Conference 2016, pp 84–93 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Nov 15, 2016

By J. W. Leonard

Introduction Gravity-based coal/mineral preparation plants must be operated to yield products of a quality satisfactory to existing markets. However, because of historic control problems, recovery is frequently sacrificed to achieve quality, resulting in losses of valuable product. Plant control has ranged from intuitive in-plant spot quality judgments made by various operators to gross methods involving such devices as density gauges, floats, grabsample on-the-spot sink/float tests, etc. Millions of tons of quality coal/minerals are lost to refuse each year, because of the historic lack of a continuous and dependable control system. The result is serious economic, as well as environmental, losses. While the economic losses are obvious, the less obvious environmental ones, in the case of coal, result from the misplacement of more ignitable quality fuel to refuse banks. Until recently, a control system capable of supplying a market-grade coal/mineral product, while continuously minimizing product losses to refuse, has been technologically unavailable. Coal/Mineral Washing Tracer System Performance Monitor (CMWTSPM) The first Coal/Mineral Washing Tracer System Performance Monitor (CMWTSPM) originated in the late 1970s as an innovative idea and ultimately resulted in Leonard Patent No. 4,345,994 issued on August 24, 1982. In a classic example of successful university basic research, the patent was followed by two US Department of Energy (DOE) merit awards for fundamental optimization research at the University of Kentucky, a number of publications, a successful applied research program (underwritten by SENTREX at Irvine, CA) and field tests at the Rochester and Pittsburgh Coal Company Keystone Mine near Indiana, PA. The system is now operational and is marketed by SENTREX as the SENTREX Performance Monitor. A diagram of the system is shown in Fig. 1. This system relies on metal detection as the basic tracing medium. Since it is capable of tracing particles as fine as 0.19-in., the system is ideal for coarse coal/ mineral cleaning processes. Basically, the CMWTSPM records the distribution of synthetic coal/mineral particles, of known size and specific gravity, between product and refuse output streams of coal/mineral washing, gravity-concentrating processes. For any given particle size, surface area and shape are constant. The particles are [ ] designed to find their way into the center of their respective inprocess specific gravity/size streamlines. The system will yield a complete partition curve to show the percentage of misplacement for any selected size/specific-gravity particle fraction, thereby providing a point-to-point insight into process failure. When used to evaluate operational processes, this full partition curve is far more diagnostic than the simplifying, derivative, single index number known as the Ep value. The Ep value is commonly used for convenience to represent symmetrical partition curves, but, if the actual partition curve is non-symmetrical, use of the Ep value can result in serious diagnostic error. While the Ep is useful in design and for rapid performance evaluation and process adjustment, the full partition curve is by far the more diagnostic. It will provide insight into the behavior of particulate flow, through non-symmetry, as a means to highlight potential systemic failures. Performance of the process is measured and improved by determining the extent of particle misplacement and by making timely adjustments to the unit to reduce the misplacement. Used in this manner, the CMWTSPM is not only a long needed processing control monitor, but it is also a very powerful diagnostic tool which, in the hands of skilled operators, has

Jan 1, 1993

By J. W. Leonard

Gravity based coal/mineral preparation plants must be operated to yield products of a quality satisfactory to existing markets; but, because of historic control problems, recovery is frequently sacrificed to achieve quality resulting in losses of valuable product. Plant control has ranged from intuitive in-plant spot quality judgments made by various operators to gross methods involving such devices as density gauges, floats, grab-sample on-the-spot sink-float tests, etc. Millions of tons of quality coal/minerals are lost to refuse each year, because of the historic lack of a continuous and dependable control system. The result is both serious economic as well as environmental losses. While the economic losses are obvious, less obvious environmental losses, in the case of coal, result from the misplacement of more ignitable quality fuel to refuse banks. A control system capable of supplying a market-grade coal/mineral product, while continuously minimizing product losses to refuse, has until recently escaped technology.

Jan 1, 1991

By J Player, P Evans, G Sweby

Achieving quick underground access after the completion of an open pit mine can be critical to maintaining project value and ensuring regular ore feed to the mill. This paper outlines the design and construction for two portals in an active open pit to commence underground development quickly whilst installing appropriate ground control to maintain long term access in an uncertain setting. Implementation of the portal designs was complicated by the change in underground design from hangingwall access to footwall access late in the life of the open pit due to preferable ground conditions. The portal locations did not have easy access for ground support installation integrated into the pit design due to the timing of the underground design changes. Practical implementation of the ground support systems subsequently became a key part of the project. Intact rock strength, rock mass characteristics, gradational weathering / alteration profile and structural information were modelled against pit displacement monitoring as the basis from which the portals were located and ground support schemes designed. Conditions around one of the portals necessitated numerical modelling to estimate the appropriate level of ground control for long term stability. The design was completed whilst the open pit was actively on-going and the portal areas not entirely exposed. The rock mass assessment and analysis for the two portals indicated different ground support scheme capacities would be required. The expected level of control for one of the portals also necessitated the use of monitoring with extensometers and load cells to ensure the rock mass response and ground support scheme performed as planned. Construction of the portals demonstrates the benefit of a considered design process, a plan which allows practical installation of ground support schemes where access is limited, the benefit of ongoing monitoring to ensure performance remains within design limits and the challenges involved working within an active pit with limited floor space.

Mar 15, 2021