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By D Connelly

Magnetite orebodies generally means mining lower grade iron ores, crushing and grinding with significant energy costs in processing and the capital costs being significantly higher than for direct shipping ores (DSO). Overseas, the mining and processing of magnetite ores has a long history of production due to the lack of DSO deposits. This raises the question as to why the new magnetite projects have been so problematic and also whether there is a future for the long list of potential magnetite projects in Australia.The quality of the magnetite concentrate product is superior to most DSO products and the magnetite contains energy benefits when converted to hematite in sintering or pelletising. The industry’s hopes for new projects have been dashed and questions are being raised as to the financial viability of such projects.A comparison of Grange Resources Savage River, Arrium’s Project Magnet, the Sino Iron Project and Gindalbie’s Karara Iron Project is used to understand the differences between the projects and why some are more successful than others.CITATION:Connelly, D, 2015. What is the future for magnetite projects in Australia and why have some of the new projects been so problematic?, in Proceedings Iron Ore 2015, pp 107–114 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 13, 2015

THERE are certain facts that the mining industry in Australia is faced with at the present moment which may be accepted as axioms. The industry is at a low ebb, as evidenced by statistics. Metals form the basis of all modern industries, and are necessaryfor the welfare of Australia. Mining is a wasting asset. Every ton of ore extracted is one ton less which c.annot be made good, and it should be our duty to get as much profit froin that ore as possible, otherwise there is a permanent loss to the country.The metal market cannot be controlled by Australia; it is more or less an international matter. Australia has not been thoroughly prospected. There are no mines being developed that are likely to replace those which are being depleted.Our mining engineers are as capable as those in other parts of the world, and have made good where they have been given a chance. There is no one cause for the present depression; there are several, more or less, interwoven. Of course, the war has had an adverse effect, but that has only dislocated things temporarily; it upset our markets, influenced the price of metals, and affected the labour market and cost of stores. Labour troubles made their appearance before the wave of unrest swept over the world. The cause of labour discontent must be investigated, and if possible removed. As each industry has .its·own problems, miners must inquire into their special problems, as there is no sovereign remedy that will suit all cases.It is obvious that we cannot mine ore if we do not know where it is; therefore, the first thing is to discover workable deposits.

Jan 1, 1919

By GEORGE ROBERT DE BEQUE

WHAT is wrong with oil shale? The answer is of interest to the public, to the oil refiner, and to the engineer. Many people have invested in shale land or shale securities, and others would invest if early development of the industry were certain. In the face of increasing demands for oil products, oil refiners are threatened with inability to maintain present output unless the supply of domestic petroleum is supplemented. Development of the oil shale industry would open a new field for engineering services. The object of this paper is to suggest reasons why there is but one shale plant in operation in the United States, and to discuss the probable time when the business will be firmly established in Colorado. As the Colorado deposits are the richest and largest in the world, ample supply of material is assured, consequently, this discussion will be confined principally to technical problems and economic problems affecting shale development.

Jan 1, 1924

By H. Lyn Bourne

This is the ninth annual tabulation of royalty information. Again this year, some of the older information has been deleted to make room for more than 30 new entries. Several articles and publications crossed the author's desk this past year that relate to mineral valuation and mineral royalty. Tom Loucks presented a paper, "The Valuation of Hard Rock Mineral Property," at the Rocky Mountain Mineral Law Foundation in Santa Fe, NM in July, 1990. His paper gives an indepth explanation of the definitions and concepts related to mineral valuation. It includes descriptions of numerous legal cases that have dealt with mineral valuation and proper reference is given for each case. Loucks works for the Denver Mining Finance Co. Gold royalties generally range from 5% to 7%, net smelter return. However, Severn Brown sent information that shows a much wider variation. Echo Bay Mines reported in its 1989 annual report royalties that range from 1.5 % to 30% for gold from various gold properties. Brown also sent a copy of an article that appeared in the Dec. 27, 1982, issue of Fortune magazine. This issue carried an article by Walter Guzzardi, Jr. "The Huge Find in Roy Ash's Backyard." The article gives the history of Newmont's leasing in Nevada on property that became the Carlin, Bootstrap and Blue Star Mines. The article states that the initial royalty was 10% that escalated to more than 16%. Another property, the site of Gold Quarry, provides an 18% royalty to the same own¬ers. The article makes interesting reading for those interested in mining history.

Jan 1, 1991

I want to explore whether it is valid or even useful to talk about sustainable corporations. After 20 years of focus on sustainable development, the concept of a sustainable corporation is not particularly helpful and it may in fact be profoundly misleading. Why? û because it obscures the need for corporations to be recognised as part of a sustainable society, rather than achieving some kind of corporate nirvana divorced from the social, political and environmental reality. It is more helpful to ask whether corporations are ready to recognise that they are one player among many within society û with the demands this would place on them in terms of transparency, accountability and social responsibility. The achievement of sustainable development has become the new corporate orthodoxy of many large corporations. It has become a clichT to argue that corporations must become æsustainableÆ. The achievement of æsustainabilityÆ is encouraged, as the ultimate step in some form of corporate evolution. We are failing to recognise that sustainability a process û not an end in itself. An enormous array of instruments is being developed to measure when sustainability is or is not being achieved. For example, corporate reporting has burgeoned into an art form, which describes æsustainabilityÆ in a variety of ways. There is no external standard applied to such reporting. These descriptions are quite partial and often place the best possible gloss on the companyÆs activities. I have become increasingly uneasy about this rhetoric and this paper has allowed me the luxury of sorting out my unease. I will discuss, largely in the Australian context, the current debate and literature and describe the way some global mining corporations are dealing with these questions, and finally, offer some suggestions which might be helpful at the operational level.

Jan 1, 2002

By A. C. Rubel

WHAT does management expect of W and from an engineer? First and foremost, it expects that he should become, and therefore should fit himself in every way to be, a part of management so that he may assume as much and as many of the responsibilities of management as his ability and the opportunities of the job permit. Let me make clear at the start that the profession of pure, technical engineering offers but limited opportunities at the top levels because of the inherent organization of engineering work. The line of succession to top jobs may be likened to a cone with a broad base and an extremely sharp point. Consider any oil company, large or small, or any operating function of that company, and you will find few top engineering jobs in the organization. This is true by the nature of the work handled. There will be a few district engineers depending on the spread of operations, a chief petroleum and production engineer, perhaps a few research engineers, possibly some technical executive assistants, and that is usually all. The road to these jobs is a long one and the competition is tough. The larger the organization the greater the opportunity, but always the ratio of engineers to top engineering jobs is only a small one.

Jan 1, 1947

By Edmund J. Pryor

DURING the war years restrictions on travel, pressure of work, and the irregular arrival of technical literature from abroad combined to severely isolate Great Britain in a period of intense war expansion of the art and practice of mineral dressing. Many British technicians were fully occupied with the day-to-day problems of improvising substitutes as regular sources of supply failed. and with mastering the strange demands and working conditions of wartime. After a long day spent between ones laboratory and production work, the rest of the waking hours were often filled with fire watching or home guard patrol activities, substituting for a night-shift manager, or "resting" in a dugout while the bombs came down. There was no time for serious study of such technical literature as survived the Atlantic crossing.

Jan 1, 1947

By Charles H. Fulton

IT is assumed that the word "college" for the present purpose signifies technical school or technical department of a college or university. About ten or fifteen years ago, and more recently in some instances the contact between the technical school and the industry, as represented by the operating companies, was very limited. The school made no effort to place its graduates in the industry and the graduate's first position was obtained by his own or his friends' efforts; the friend often was a professor. The industries, or the operating companies, seemingly had little interest in the training of the technical graduates they employed or in seeking to discover their personal characteristics and fitness for the work. In the public mind there was little relation between technical training and industry. Such training was in the field of education; industry was in the field of business; and the interrelationship was not a matter of common knowledge or concern.

Jan 1, 1929

By Jodi Banta

In an effort to reverse the trend of declining enrollments to mining engineering programs that began in 2015, the University of Arizona has implemented a number of interventions over the past five years, including ramping up its pre-college mining education and outreach, and undertaking several enrollment research projects. This article is the second of two installments to discuss the results of our latest study. The first part can be found in the September 2025 issue of Mining Engineering magazine. To better understand mining’s competitive position, the School of Mining Engineering and Mineral Resources conducted a comprehensive study to determine: 1. How prospective college students, parents and educators perceive the industry, related careers and the mining engineering degree. 2. Factors affecting students’ choices of degrees and career plans. 3. The roles parents and educators play and how they influence students.

Nov 1, 2025

By Jodi Banta

Thanks to strong industry support and longstanding partnerships, the University of Arizona has provided extensive pre-college mining education and outreach for more than a decade. These efforts to promote mining-related degree programs and the wide variety of indemand career opportunities reach thousands of middle and high school students and hundreds of teachers every year. The School of Mining Engineering & Mineral Resources is constantly looking at ways to help students overcome barriers into degree programs. But competition among degree programs for talent is fierce, and outreach has not made a big enough difference in the number of students pursuing mining engineering degrees. With workforce shortages threatening to undermine the industry, more is needed. The Bureau of Labor Statistics estimates 500 new mining engineering jobs each year, and according to a study by Deloitte (2023) nearly 50 percent of skilled engineers will reach retirement age in the next decade. At the same time, the 14 accredited mining or mineral engineering degree programs in the United States are producing fewer than 200 graduates annually (Society of Mining Professors and Society for Mining, Metallurgy & Exploration, 2021). To better understand mining’s competitive position, the School of Mining Engineering & Mineral Resources conducted a comprehensive study to determine (1) how prospective college students, parents and educators perceive the industry, related careers and the mining engineering degree, (2) factors affecting students’ choices of degrees and career plans and (3) the roles parents and educators play and how they influence students. This article is the first of two installments to discuss the results. This installment focuses on what students, parents and educators think about mining and where they get those impressions, as well as the role parents and educators play in influencing students’ choices of careers and degrees. The second installment, scheduled for publication in a later issue of Mining Engineering, looks at what students are seeking in their degrees and careers, and how mining compares with other degrees and industries.

Sep 1, 2025

By D Kent, D Eisner

A lot of talk has been generated about the so called ‘Internet of Things’ (IoT) and its potential to transform the way we interact with our homes and devices. But the true potential and value of IoT is not going to be realised by the general consumer but by businesses.This paper outlines the application of IoT in mining and how it is a natural extension to the base networks becoming commonplace in both surface and underground mines. The potential for ubiquitous monitoring throughout a mining operation at low capital and support costs will transform the ability to monitor, analyse, report and manage all of the key processes involved in a mining operation.Importantly, the paper will discuss the practical applications that the IoT offers mining and explain how this really is transformative technology, not just the latest buzz words from the information technology (IT) world. If leveraged correctly the impact on mining, its cost base and efficiencies, is enormous.CITATION:Kent, D and Eisner, D, 2015. What the internet of things means to mining, in Proceedings Third International Future Mining Conference, pp 65–70 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Nov 4, 2015

The purpose of this talk is to report the answers to the-'two following questions: I. What unique services does the mining industry expect of mining and mineral processing engineers? II. What suggestions does industry offer to educators to help revamp curricula to meet the needs of a changing industry? As the result of many questionnaires filled out in person by presidents, managers, superintendents, chief engineers, metallurgists, and other responsible individuals in operations and management of large and small metal and nonmetallic mining companies in the U. S., and to some extent abroad, we now have some, specific answers to the above questions. Although answers to questionnaires continue to arrive at this writing (February 10) the volume already received is sufficient to clearly justify certain conclusions and observations. A copy of the tally of the first 117 questionnaires received accompanies this report, and I am certain that a compilation of additional questionnaire data will merely reinforce, the trends in thinking that have been' established thus far. Here are the results of the survey:

Jan 1, 1961

By Walter Henoch

THE subject of my talk is, "What 'the college, student expects when he gets out of college." Since all of us, here tonight are engineers, I think it will be proper to limit the discussion to "What the engineering student expects when he emerges from college." It might be well to con-sider just why we chose engineering rather than some other of the many courses open to us. We certainly did not choose it because it is easy nor because we thought it would be a very pleasurable way to spend four years of our lives. The majority of students who choose this profession have a pretty well-formed idea of what an engineering course requires. They at least know that they must work to re-ceive their credits. The minority, which is no small num-ber, are soon disillusioned and as a result they either quit college entirely or they join the' Commerce School. I asked a number of my fellow students just what it was that induced them to join the engineering profession, but it was hard to obtain a clear cut statement from any of them. Some said it was due to environment; others said, they took it because they liked it, and still others said they took it because their folks wanted them to. These state-ments are rather vague and incomplete, but underlying them all is something that the fellows found hard to ex-press. I think it is this: To the layman there is something of romance and adventure about the engineering profes-sion, and this fact coupled with the reputed high salaries and high commands of certain noted engineers no doubt fired our imaginations and consequently led us to join the ranks of the engineers. No doubt many engineers have gone out into the world and have found little romance or adventure .attached to their work, but nevertheless it is an occupation of a wide diversity of interest, of constant change of scene, and of vivid and human relations.

Jan 5, 1928

By Charles F. Park

CORRECTLY speaking, iron ore is limited to any naturally occurring rock from which iron may be extracted at a profit, but in practice the term is frequently used to indicate borderline material or inaccessible material that may in the future become commercially profitable. This distinction is much more than quibbling about terminology. When a layman hears that there are about 45 billion tons of iron ore in the world he naturally thinks that sounds like quite a bit of rock, and what is the use of worrying about the depletion of so plentiful a material. He does not realize, nor does he stop to analyze. why iron ore in Europe and Japan may carry no more than 30 per cent iron while tremendous quantities of 50-60 per cent iron ore in Brazil are not exploited. To people in the iron industry the answer is obvious: the Brazilian material is inaccessible, and there is no suitable fuel near-by. In places closer to home, submarginal ore in considerable quantity contains undesired impurities, such as sulphur, phosphorus, or titanium.

Jan 1, 1947

By Scott Rosenthal, Kyle Murphy

This paper discusses the trials and tribulations of obtaining Velocity of Detonation (VOD) readings in small diameter blast holes in an underground mine. Montana Technological University (Montana Tech) obtained a time-domain reflectometer (TDR) type VOD monitoring unit. Purchase of the VOD monitor was justified on verifying explosives performance used in Montana Tech’s practical underground mining class and provide a teaching aid for the school’s rock fragmentation class. Before demonstrating the unit to students, we figured we better learn how to use it first so we give the students an appropriate experience. Our first learning was in obtaining the correct coaxial cable for the VOD monitor and how to properly terminate the cable. Once the cable was on-site and terminated, VOD testing could commence. Use of the VOD monitor was tested underground in small diameter holes (1.5-inch, 38 millimeter) pneumatically loaded with ANFO. After a few failed trials, and follow-up discussions with the supplier, VOD readings were obtained for the ANFO loaded holes. Additional readings were obtained for a pre-split product and detonating cord to satisfy our curiosity that the unit was performing as specified by the manufacturer. This paper will share our learnings in the hopes that others can benefit.

With the next mining boom looming, the industry will once again struggle to meet skills needed as the current generation boomers are set to retire. In order to meet these needs it is going to need to focus on what underutilised human resources - in particular women - want!   Women comprise around 14 per cent of the mining workforce, compared with a 45 per cent participation rate in the work force overall. Within the industry, women still make up only one per cent of trades people, eight per cent of operators/production employees, 12 per cent of engineers and 11 per cent of executive management.   It may be worth pointing out that mining has an age profile skewed towards the older end of the spectrum. When it comes to employee retention, what women want may be a good starting point to examine, more broadly, what all employees might want (but are too afraid to ask!).   Women in mining want the following: To be scrutinised for their work and performance, not their personal lives, appearance or relationships. True pay equity. This is addressed at lower levels between companies but at professional levels the salary differentials begin to appear and little is done to identify why this continues to be the case. Recognition and acceptance that women can have different work-styles, and that diversity of work-styles is an asset to be nurtured not a threat to be neutralised! Recognition that a more diverse workforce demographic that better reflects society at large will assist the company in its dealings with many diverse stakeholders from society at large. For employers to recognise that a career break to accommodate caring responsibilities does not mean that an employee's commitment to progressing their career is any less than that of someone who has not taken a career break. Similarly, for employers to recognise that working part-time for to accommodate caring responsibilities does not mean that an employee's commitment to progressing their career is any less than someone who works a more traditional roster. Access to affordable and quality child care compatible with mining rosters in mining towns. Zero tolerance for bullying and harassment, and workplace cultures that promote respect and safety. This is an ABSTRACT ONLY no paper was prepared for this presentation.

Jun 1, 2010

æSustainabilityÆ is one of those words that has gained more usage in popular discourse than in the dictionary. In fact it is not in many dictionaries at all. Typically, given this, it also seems to mean different things depending on whose lips it emerges from. It is now like a code word in that if people say it, you donÆt have to think about its meaning; it is just æthereÆ and is taken for granted. This is a problem for the mining industry as we are now using the term too and to be effective in what we do, we need to have a reality check and see how those outside who have views on us (æstakeholdersÆ maybe) use it. The core issue seems to be æsustainability of whatÆ: the industry?, a company?, the global environment?, particular ecosystems?, the community? At these levels, the term seems almost meaningless. If we do not even agree on what it is, at least broadly, our communication and possible partnerships for going forward will be difficult to say the least. One reference to æsustainÆ in my thesaurus is: æTo keep from failing during stress or difficultyÆ. This may be a clue to something approaching a common notion. I suggest that to use æsustainabilityÆ we make the following assumptions:that we are talking about human activity aimed at making a living that has an impact on the natural and social environment; that humans must make a living (though what this needs to include is problematic); that the impact of particular activities has been problematic to date and needs to be monitored, altered, stopped, etc; that there is stress on both social and natural environments; and that change can be effected in order that particular activities such as mining minimise their negative effects and maximise their positive. This is why we are taking part in sessions such as this one today. Two more initial observations: First, it strikes me that even with the above assumptions laid out, æsustainabilityÆ and æsustainable developmentÆ are too abstract and general as concepts. We have to break these high and mighty ideals down into workable, bite-size chunks, into practical ways of dealing with the world outside our sites and companies. Second, sustainability, on both sides of the fence, too often focuses on nature and environment as though they are independent of people and community. I would argue, perhaps provocatively, that sustainability is primarily a people issue and has to be tackled as such. I want to look at the overall climate for business today and how it has responded before I return to what we can and need to do as the mining industry to make æsustainabilityÆwork.

Jan 1, 2002

This paper is for mine managers. It is about maintenance of mining equipment. This is an extremely broad subject so this paper is given with the caveat that it necessarily contains generalisations, not true in all cases, but broadly correct. The job of mine managers is to be good at making money from the excavation and preliminary treatment of mineral. To do this well, they need to understand the cost and value drivers in the business. This includes understanding the drivers associated with maintenance. Maintenance is often identified as a problem at mine sites. It is frequently listed as the cause of production shortfalls when reporting. The state of maintenance within mining as an industry is generally among the lower end of the range, when compared to manufacturing, petrochemicals, etc. Why is this? Experience and review of many audits and evaluations of maintenance has shown that some patterns are consistent with good performance and some consistent with poor performance. These often centre around the time horizon of the management team and are associated with knowing the sensitivity of the business to certain maintenance drivers and the mechanisms of maintenance and their results. To summarise, some common misunderstandings can be listed as statements that are obvious and extrapolations from those, which are not necessarily correct. For example: High availability of equipment is necessary for production. Incorrect extrapolation:focus on availability will produce high production. Design is often the greatest factor in determining the reliability of a mining machine. Incorrect extrapolation: the newest and biggest machines generally have the lowest cost operations. Operation has an enormous impact on machine productivity and reliability. Incorrect extrapolation: the fastest operators are generally the best from a productive point of view. Some maintenance improves the performance and reliability of machines. Incorrect extrapolation: more maintenance will give you more reliability. Some maintenance depends on disassembly and reassembly of components. Incorrect extrapolation: assembly is basically the reverse process of disassembly. Maintenance improvement in the mining industry in the last 15 years has focused largely on planning and systems improvement. Incorrect extrapolation: most of the problems in maintenance can be traced to a lack of planning. Actions based on flawed extrapolations will steer a business suboptimally. It is therefore important that the mine manager understands these issues so that the improvement effort can be directed to the greatest benefit.

Jan 1, 2006

By G. M. Clarke

Minerals are certainly where they are found. The undemocratic distribution of the world's mineral wealth has created an incongruous inbalance: mineral-rich, scarcely populated countries supply highly-populated industrialised countries that in turn consume more minerals than they produce. This has been as much a generating force for colonisation, invasion, and war as religion, political ideals, or megalomania. The Industrial Revolution of the seventeenth century was born in Britain, a country with large domestic resources of coal, iron, lead, zinc, copper, tin, etc., as well as a large population. As consumption outstripped production imports filled the gap, particularly from its worldwide colonies. For example, when Canada was founded in 1867 more than 905 of its investments were British financed, and much of these were mineral-based. The British made similar investments in South East Asia, Australasia, the Caribbean, and elsewhere, as did the other industrialised Western European countries hungry for raw materials. Later the United States emerged as a leading industrial power, again due largely to its abundant natural resources. Consumption soon exceeded production and foreign sources were saught. American business went exploring abroad ant many a mineral resource was developed almost totally on the basis of the US market many .thousands of miles away. Closer to home, Canada was also an obvious target for the US with its rich mineral resource base, small population, and geographical juxtaposition, so much so that about the time of the 1914-18 War the US took over from Britain as the major investor in Canada, and this peaked in 1967 when the US accounted for 80% of the country's foreign investment. After the 1939-45 War Japan joined the ranks of the USA and Western Europe as industrialised powers, and they too searched the world for the deposits lacking in their homeland.

Jan 1, 1981

By J. E. Tobey

THERE are a lot of good things about this great industry of ours. Let us stop commiserating and consider some of the things that are right in this business. Coal is number one in the basic material industries. Our civilization owes more to it than to any other basic commodity. We are literally immersed in the benefactions of coal. In cur man-made world it is indispensable and we are constantly surrounded by objects, materials, and services which owe their existence to coal. Practically all the important materials, such as iron, steel, brick, cement, lime, rubber, glass, cotton, and wood have felt its magic touch.

Jan 1, 1939