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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 Lori A. Simpson

A high-rise building, consisting of two tower structures occupying the entire site, is in construction in San Francisco. The North Tower will consist of 12 and 35 stories above a one-level basement. The South Tower will consist of 9 and 22 stories over one partially below-grade level of common space; a portion of the South Tower will have a three-level basement. The towers will be supported on mat foundations bearing on native very dense sand in the footprint of the three-level basement and on ground improved with soil-cement mixed (SCM) panels that extend through loose sand and marsh deposits into very dense sand. Shoring systems for the basement excavations include cantilevered and tied-back soldier-beam-and-lagging systems and SCM cutoff walls. Subsurface conditions include loose fill and Dune Sand and loose and soft marsh deposits overlying very dense sand of the Colma formation. Groundwater is approximately 15 to 22 feet deep; the three-level basement extends below groundwater. The site is on Market Street in San Francisco, with SF Municipal Railway (MUNI) and Bay Area Rapid Transit (BART) tunnels running below Market Street approximately 45 and 36 feet north of the site, respectively. Both tunnels are 16.5 feet in diameter. The top of MUNI and BART tunnels are 25 feet and 63.5 feet below street grade, respectively. BART has stringent requirements regarding construction adjacent to their facilities, including disallowing adding pressure to their tunnel, lowering groundwater by more than two feet, and vibrations from construction activities. Design of the shoring and the foundations within the BART zone of influence were subject to their design requirements. The project was also subject to a peer review, as required by the San Francisco Department of Building Inspection. We used FLAC to evaluate stresses at the BART and MUNI tunnels and on the SCM panels. This paper will present the mitigations needed to address seismic hazards and BART restrictions and to provide adequate foundation support for a tall building with high seismic loads.

By Lori A. Simpson, Linda H. Liang

A high-rise building, consisting of two tower structures occupying the entire site, is in construction in San Francisco. The North Tower will consist of 12 and 35 stories above a one-level basement. The South Tower will consist of 9 and 22 stories over one partially below-grade level of common space; a portion of the South Tower will have a three-level basement. The towers will be supported on mat foundations bearing on native very dense sand in the footprint of the threelevel basement and on ground improved with soil-cement mixed (SCM) panels that extend through loose sand and marsh deposits into very dense sand. Shoring systems for the basement excavations include cantilevered and tiedback soldier-beam-and-lagging systems and SCM cutoff walls. Subsurface conditions include loose fill and Dune Sand and loose and soft marsh deposits overlying very dense sand of the Colma formation. Groundwater is approximately 15 to 22 feet deep; the three-level basement extends below groundwater. The site is on Market Street in San Francisco, with SF Municipal Railway (MUNI) and Bay Area Rapid Transit (BART) tunnels running below Market Street approximately 45 and 36 feet north of the site, respectively. Both tunnels are 16.5 feet in diameter. The top of MUNI and BART tunnels are 25 feet and 63.5 feet below street grade, respectively. BART has stringent requirements regarding construction adjacent to their facilities, including disallowing adding pressure to their tunnel, lowering groundwater by more than two feet, and vibrations from construction activities. Design of the shoring and the foundations within the BART zone of influence were subject to their design requirements. The project was also subject to a peer review, as required by the San Francisco Department of Building Inspection. We used FLAC to evaluate stresses at the BART and MUNI tunnels and on the SCM panels. This paper will present the mitigations needed to address seismic hazards and BART restrictions and to provide adequate foundation support for a tall building with high seismic loads.

Jan 1, 2017

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 T J. V Duffy, L H. D Siahaan, P G. Albert

G-ResourcesÆ Martabe Mine in North Sumatra, Indonesia, is a US$700 M world-class and world-scale operation in a country which, with a few notable smaller scale exceptions, has had no significant hard rock mining development in more than ten years.The mine was commissioned in the middle part of 2012 and poured first gold on 24 July. At full production Martabe will produce 250 000 oz/a of gold and 2 - 3 Moz/a of silver at cash costs in the lowest quartile. The mine location is on the west coast of North Sumatra, which experiences annual rainfall of 4 m with no notable dry season, adjacent to seismically active fault zones, and relatively close to a rural community of 31 000 people with no significant industrial experience.The management team has successfully forged strong links with the various government departments and levels in Jakarta, North Sumatra Province and the local Regencies; developed long-term relationships with the various community groups within the local district of Batangtoru to build a sustainable social licence; has dealt with the physical and environmental challenges presented by the project location, and has successfully raised more than US$900 M over a period of three years for the original acquisition then the development of the project.Whilst in its infancy of operation, the mine is set up to deliver a long-term sustainable future for the company, the shareholders, and the people of Batangtoru and all stakeholders generally. The quality of the project execution and commitment by the company will ensure that maximum value can be delivered from Martabe, not just for the current mine life but from the significant exploration potential that exists on the large tenement area that the company has access to for 30 plus years.This paper will deal with the physical challenges associated with the design, the Indonesian government regulatory requirements for mine development, the social aspects of building a world-class project in a developing area, the in-country commitment necessary for any project development anywhere in the world and the successful funding arrangements for the mine development.CITATION:Albert, P G, Siahaan, L H D and Duffy, T J V, 2012. Building AsiaÆs latest hard rock mine, in Proceedings International Mine Management 2012, pp 189-204 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Nov 20, 2012

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 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 Brian Koch

Michels installed 242 drilled shafts to support the piers for a new basket-handle, true-arch twin bridge across the Mississippi River from Moline, IL to Bettendorf, IA. The installation of the drilled shafts was completed with the simultaneous use of two Liebherr LB36 and one IMT 300 drill rigs. Utilizing barges, 233 drilled shafts were installed in the river. Michels crews also installed 7-ft to 10-ft permanent steel casing into the bedrock, and drilled to depths of 60 feet for each shaft. Despite working in strong currents, freezing temperatures and on rocking barges, Michels crews placed the shafts within 3 inches of plan position. Since the drilled shafts are the key piece in supporting the bridge structure, Michels provided cross-hole sonic logging to verify the integrity and strength of the concrete within the shafts and to add another level of quality control for the owner/customer. Extensive planning took place each day to ensure that tugboats, the linchpin of the project, were being efficiently utilized to shift the barges and materials daily. On any given day, Michels transported five concrete trucks by barge from shore to shaft sites to pour between 40 and 240 cubic yards of concrete. The Michels environmental team was diligent with preparing, discussing and implementing a water treatment plan that was accepted by all state and federal agencies and adhered to strict environmental regulations. Grain hopper barges were rented to control and treat the water that was used in the drilling operations. Another challenge crews ran into was the discovery of caverns when drilling into some parts of the bedrock. Michels worked with the engineer to develop a plan to construct the drilled shafts that encountered the caverns.

Jan 1, 2019

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 E. M. Haynsworth

The disposal of phosphatic clays has presented a problem to the phosphate industry since the mining of phosphate rock first began. As the flotation process was introduced in the late 1920's, the problem of clay disposal was increased significantly since clay is present in proportionally greater quantities in reserves yielding flotation concentrates. Because of their physical character and the tremendous surface area per unit volume, these clays have the characteristic of retaining large volumes of water as they are slurried during processing. The phosphatic clays with which we are dealing consist primarily of apatite, wavellite and montmorillonite. In the beneficiation process, we remove the -150 mesh material as waste. However, the particles are essentially smaller than -325 mesh, and more than 70% are smaller than three microns. The disposal of clay and the recovery of a portion of the water require settling areas with a capacity ranging up to 2 cubic feet for each cubic foot of phosphate matrix mined. According to a recent study by the Bureau of Mines, the average cost for disposal of these wastes is 24.5 cents per ton of, product (U. S. Bureau of Mines Circular 8404). This is a major cost of phosphate rock production.

Jan 1, 1970

For the past two years, Cliffs Natural Resources in Minnesota has tried an experiment: it has staffed a booth at the Iron Range Earth Fest. ?It was a little unusual for a mining company to participate in an event that centers around preserving the Earth?s resources,? said Julie Lucas, environmental manager at Hibbing Taconite Company. ?But Cliffs is a sustainable company and we want to take every opportunity to share information about our practices. We found the response to be overwhelmingly positive.? Cliffs? outreach effort is just one of the surprising ways mining companies across Minnesota are reaching out to stakeholders and finding success. The 85th annual SME Minnesota Section Meeting (73rd Annual University of Minnesota Mining Symposium), held April 17-18 in Duluth, MN, demonstrated the Minnesota mining community?s commitment to connection and collaboration, and how that approach is bringing success.

Jan 1, 2012

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 J. Ellzey Hayden

THE Cliffs Shaft mine of the Cleveland Cliffs Iron Co., located in the city of Ishpeming, Mich., is the largest producer of hard hematite ore on the Marquette iron range. The two shafts, A and B, lying 820 ft. (250 m.) apart on the east-west trend of the ore formation, were sunk in the early eighties, and, except for four years, have been steady producers of iron ore. Their location, on a hill overlooking the general offices of the company on the one side and the city of Ishpeming on the other, has made the shaft houses landmarks. In the spring of 1919, as the old wooden shaft houses had become shaky and out of line, and would soon be unsafe, it was necessary to replace them with the least possible delay. Three plans of construction were, therefore, considered: To replace the old shaft houses by somewhat similar structures made of wood; to use steel and radically change the design; or to build reinforced-concrete shaft houses outside of the wooden structures, completely enclosing them. The first plan was disapproved, because it is anticipated that the mine will have a long life and the proximity of other buildings makes the danger from fire rather great. Delay in receiving material, and the necessity for closing the shafts during erection, were other factors in the situation. The second plan was disapproved on account of the high cost of steel, slow delivery, and interference with hoisting during the period of erection. The presence near one of the shafts of a large bed of hard gravel suitable for concrete made, the cost of the third plan considerably less than the second, and little, if any, delay in hoisting was expected. Our expectations in this regard' were fully realized. Furthermore, the work could be done by unskilled labor, which was plentiful, and the erection could be quickly started. When the proposition was submitted to Mr. W. G. Mather, president of the company, he recommended that, on account of the prominence of the buildings due to their location, an effort should be made to combine in the design as far as practicable something of architectural beauty. Following his recommendation, the original plans were submitted to the

Jan 8, 1920

By N. Coulson, P. Ledwaba

"The University of the Witwatersrand presents an accredited four-course training programme for community relations practitioners (CRPs). Between May 2013 and October 2014 six courses were facilitated for 145 participants, of whom 82% were from sub-Saharan Africa, 62% worked in mining, and 58% worked directly with communities. Thematic analysis of the comments of course participants collected during course exercises found that there were a set of coherent drivers for resilient companycommunity relationships, but that the restrainers to resilient relationships were often context-specific and dominated by politics. CRPs reported facing as many difficulties in the internal company environment as in the external environment. These findings for CRPs in Africa resonate with those worldwide.InroductionMuch has changed in how the extractive industry responds to social and community issues. There has been a growing prioritization of community-related issues within the extractive industry globally (Kemp, 2010; Tatar, n.d.). According to Kemp (2010) this can be attributed partly to escalating pressure from local-level stakeholders to push mining companies to take greater responsibility for the social, economic, and environmental impacts of mining. Securing and maintaining the social licence to operate is ranked fourth in terms of the top risks facing the mining and metals industry in 2016, up one place from 2015 (Ernst & Young, 2016).Conflicts between local communities and large-scale mining companies arise because of the social, environmental, and economic impacts of mining. Worldwide, large-scale mining companies have a poor reputation amongst communities, including those in Africa (Gilberthorpe and Banks, 2012; Kemp and Owen, 2013a; van Wyk, n.d.). For mining companies, conflicts for whatever reason, result in loss of productivity, lost opportunities, lost time, and adverse impacts on reputation (International Council on Mining and Metals, 2015). Conflicts also have a significant financial impact on mining operations (Franks et al., 2014). Davis and Franks (2014), estimated that US$10 000–50 000 is lost each day when a project is delayed during the exploration phase, and about US$20 million per week when in operation. Today these costs could be expected to be higher due to increasing input costs."

Jan 1, 2017

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