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By FELIPE SÁNCHEZ, PHILIPP HARTLIEB

Innovation plays a critical role in the mining industry not only as a tool to improve the efficiency of its processes and to reduce costs but also to meet the increasing social and environmental concerns among communities and authorities. Technological progress has also been crucial to allow the exploitation of new deposits in more complex scenarios, such as lower ore grades, extreme weather conditions, deeper deposits, harder rock mass and high-stress environments.  

By Rajib K. Mohapatra, K. Vizaya Kumar

In any manufacturing organization internal logistics plays a vital role in improving and maintaining the productivity. In Ferro Alloys manufacturing organization where there is huge input of raw material in terms of ore, reductants and variety of fluxes amounting to about four times of the mass of alloy produced need to be handled from yard to furnaces , internal logistics requires utmost attention. Any deviation or mismatch between stock and requirement will affect furnace operation. Though the activities are being outsourced by most of the organization, these require close monitoring. This communication presents an optimization model which can work as a ready reference for the manager to decide upon the material quantity and the furnace to be fed with an objective of minimizing the cost of handling and zero production loss.

Jan 1, 2007

By R. Blazej

Machinery Systems Division (MSD) in the Institute of Mining Engineering at Wroclaw University of Technology specializes in belt conveying systems analyzing, calculating and design. Within the division operates the certified Laboratory of Belt Transportation (LTT) and Laboratory of Rollers. Since few years, a group of several people have begun work on developing a comprehensive system for the automatic evaluation of condition of conveyor belts working in the mines. Group uses both magnetic devices developed by specialized companies servicing belts and its own machine vision system developed for assessment of belts covers and edges during belt movement (up to 7 m / s) on the specially designed for this purpose the test conveyor. Recently they have got the research grant funded by the National Centre for Research and Development (NCBiR) for development of the system for automatic diagnosing of conveyor belts? condition and aiding of rational belt management. On the basis of previously created diagnostic tool called ABCDE (Automatic Belt Condition Diagnostic Equipment) the five modules: vision-A magnetic-B, preventive-C, forecasting?D, and determining safety factor-E will be developed. They will automatically interpret data about conveyor belts? condition to indicate the extent and timing of repairs, to prevent failures and to select the optimum moments for their replacements. The system will use results of ongoing research & development and planned research concerning modeling of belt wear using evolutionary genetic algorithms. The reached stage of research can not yet allow to start the implementation work by potential users. It is therefore necessary to pursuit research in real scale, the development of new modules (C-E) and intensive testing of the system in working condition with system calibration to optimize the economic effects.

Aug 1, 2013

By P Donecker

Like all chains, iron ore values chains are only as strong as their weakest link, which in ore processing is often the humble chute. While mechanically the simplest element in the iron ore flow sheet, chutes are often the most problematic and regularly the major cause of unscheduled downtime. Chute designs have remained static for decades, despite the extra demands being placed on them by grade reduction, which impacts chutes in three ways viz: 1. Higher volumetric rates as infeed increases to meet production targets. 2. Higher moisture content as mining goes below water table. 3. Stickier properties as the dilution phase is often clay based. While there is no shortage of ideas and the geometry options are infinite, the fact is that chute design has not kept pace with grade decline and has remained essentially unchanged. One reason cited for this lack of innovation is the difficulty evaluating and de-risking designs. While the power of computers running Discrete Element Method (DEM) models has advanced, the models themselves still need to be ‘calibrated’ with the dynamic properties of the ore. Flow properties commonly measured for bin design are useful for static situations only and were never intended to predict dynamic behaviour as in chutes, a critical qualification lost in the mists of time. So while they always produce a colourful and reassuring animation, DEM models informed by static ore properties often result in wildly inaccurate real world predictions. Responding to this low success rate, many operators are now utilising physical modelling to help reduce risk and avoid the consequences of having an underperforming chute in their value chain. Physical testing, in a dimensionless scale-down of the proposed system (bulk material and chute geometry), addresses the shortcoming of mathematical models designs and when used in combination with DEM is the best option. In the ideal world, the focus of chute modelling should be innovative design concepts aimed at addressing future needs, however in reality the focus is nearly always on modifications to installed chutes that are underperforming even today. This situation can be traced back to design procedures which if informed at all, are based static ore properties. As an industry, we need to break this cycle and become more proactive, which means addressing flaws in the current design process. In 30 years of providing modelling support to the industry, I have looking at hundreds of underperforming chutes in the iron ore industry. This practical experience has led to a unique and unbiased perspective on chute design and their performance in the real world. The knowledge presented in this paper can not only be used to help avoid baked-in problems now, but also help guide and evaluate designs so we can deal with the challenges of our low-grade future.

Sep 18, 2023

By Eric Jacobs

"Building and operating tunnels has been a highstakes endeavor in terms of costs, complexity, safety and impact on contractors, owners and the public for a long time. There are many variables that need to be closely monitored and managed to construct a tunnel on-time, on-budget and safely. Once built, there are also many elements that need to be monitored and managed to operate a tunnel safely and efficiently.Fundamentally, the risks to the safe and efficient construction and operation of a tunnel are a function of the degree of harm and the likelihood of the harm occurring. From a cyber security perspective, risk assessments used to inform decision makers and support risk responses are typically based on identification of relevant threats; internal and external vulnerabilities; the impact that may occur given the potential for threats to exploit vulnerabilities and the likelihood that harm will occur. This article focuses on creating awareness of vulnerabilities associated with technology used in tunnel construction and operation and some of the challenges associated with remediation of these vulnerabilities. As we all know, technology has been evolving at an accelerating pace and infiltrating every aspect of our lives in new and often exciting ways. In the world of tunneling, sensors and systems that provide position and time have become accurate, rugged and cost-effective enough to come out of the research labs and into the equipment and systems used every day. There are many opportunities to employ connected computing devices and sensors to costeffectively capture, integrate and analyze key data with minimal latency to manage risk better, improve safety and avoid surprises."

Jun 1, 2019

By J King, T Hunter, R Coleman

"The industry that supports operations and new projects is suffering a rapid decline in the currently severely curtailed capital investment environment. This is evidenced by a decline in the number of skilled teams, who are now centred in fewer locations. Other features are an aging and retiring ‘Baby Boomer’ generation, coupled with a low uptake of new graduates and the uncertainty in predicting future capital expenditure programs and requirements. Combine this with a reluctance of cash-poor operations to modernise and adapt in an environment of low metal prices, and there is a real uncertainty in how service providers will meet industry needs as they evolve.The industry that supports operations and new projects is suffering a rapid decline in the currently severely curtailed capital investment environment. This is evidenced by a decline in the number of skilled teams, who are now centred in fewer locations. Other features are an aging and retiring ‘Baby Boomer’ generation, coupled with a low uptake of new graduates and the uncertainty in predicting future capital expenditure programs and requirements. Combine this with a reluctance of cash-poor operations to modernise and adapt in an environment of low metal prices, and there is a real uncertainty in how service providers will meet industry needs as they evolve.Trends amongst service providers will be put forward as well as developing options and alternatives. These embrace a whole gamut of agile alternatives in the areas of partnering, alliances, commercial and shared risk models and mutual innovations. These will be discussed with some case studies and suggested approaches.Particular emphasis will be upon brownfield expansions and upgrades which have emerged recently as a preferred lower capital and focused way to achieve best practical outcome at lowest cost. There are a number of specific features of such brownfields projects including the requirement for very close cooperation between the execution team, operators, maintenance and suppliers and a maximum usage of site resources and ingenuity. Often, required investment hurdle rates are high, downtime allowed is minimal and site resources usage is maximised. This requires mutual trust, good planning and high health, safety, environment and community (HSEC) standards and practice. In many ways the practices and skills needed are the exact opposite of the historical ‘big greenfields’ project with which the industry has been geared for more recently.Another developing area has been with innovative commercial models and practices. These have been as a direct result of the more challenging investment criteria being adopted and the relative hunger of service providers. It has become more common to look at these commercial/costing alternatives very early in the project cycle as an essential project tool and not just as a possible option. These commercial solutions cover such alternatives as leasing and rental, deferred payments, build–own–operate–transfer (BOOT) and build–own–operate (BOO), whole-of-mine preferred spares and maintenance terms, and aggressive performance targets with real assurance penalties. Once again this requires very close mutual dealings and trust, and sufficient time allocation compared to a conventional approach.Citation:Coleman, R, King, J and Hunter, T, 2016. Upgrades, Modernisations and Expansions... Where Will the Expertise, Capability and Skills Come from in the Future?, in Proceedings 13th AusIMM Mill Operators’ Conference 2016, pp 69–76 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Oct 10, 2016

By C R. Fountain, W R. Cannings

The zinc-lead-silver mineral resource at Lady Loretta ranks amongst the worldÆs richest when measured in terms of in situ metal grades. However, the project remains undeveloped 28 years after its discovery in 1969. The primary obstacle to development has been the fine and complex grain structure of its ores, which make flotation concentration inefficient even with fine grinding. The size and remote location of the deposit have also hindered exploitation. BUKA planned to directly fume the volatile target metals from the ore when it acquired the project. Intensive, post-acquisition modeling showed the innovative processing route to be uneconomic, notwithstanding high metals recovery and low waste content in fume product. Progressive modifications and supplements to the underlying fuming process enhanced economics and resulted in a new mine-to-metal processing route for zinc-lead-silver ores. The proprietary, three-stage BUKA Zinc Process offers technical, economic and environmental advantages. It is expected to find widespread application in the treatment of ores and residues. However, neither continued R&D nor application to Lady LorettaÆs currently delineated resource can be justified under prevailing market conditions. The objectives and results of each step in the process development sequence are outlined with reference to their impact on the commercial viability of the Lady Loretta project.

Jan 1, 1998

Exploring long-term future possibilities for your business and methods for achieving them are critical functions of leadership. More than ever, strategic initiatives today have to be planned and delivered in an environment of disruptive change û driven by shifting business or regulatory imperatives, new technologies and global economic change, and diverse stakeholder interests. The notion of The Future as a single inevitable outcome is obsolete. There are many possible futures. This paper explains an innovative process û known as scenario planning û to help executives in the construction and testing of longer-term strategies to deal with uncertainty.

Jan 1, 2006

By Todd Kilduff, Paul Wilkinson

Microtunneling is rarely a straight forward “business as usual” endeavor. More often than not, these projects take twists and turns that require on the fly, out of the box solutions to get the project completed. This paper is a case history of a 63-inch diameter, Permalok, microtunneling project, extending nearly 700 linear feet under a hill forming the left-hand abutment to an earth embankment tailings dam. The job had three major and unexpected challenges that required unorthodox solutions. Challenge #1— Face Configuration: The Santiago Formation, a cemented sand formation with widely varying strengths, presented a challenge to configuring the face with regards to the number and length of pics and cutters. Subtle differences in type and size of the tooling had a big impact on the performance of the machine. Challenge #2—Eccentric Loading: Issues at the launch shaft with the Permalok pipe adaptors caused eccentric loading on the casing pipe. This issue resulted in overstressing and breaking of several pipe joints that ultimately led to seizure of the tunnel. Challenge #3—Back-tunnel Excavation and MTBM Recovery: There were many detailed considerations into excavating a recovery tunnel to retrieve the MTBM, especially being under a high hazard earth embankment dam.

Jun 13, 2021

By Timothy C. Siegel

This report presents the results of a synthesis on the design and analysis of ground improvement for liquefaction mitigation. The synthesis included an industry survey concerning the practice of ground improvement for liquefaction mitigation. Participation in the survey was solicited by advertisements in several trade magazines and by e-mail for the DFI membership. The survey participants numbered 150. Their professional roles include consulting engineers, specialty contractors, design engineers, government engineers, and academicians. They represent a variety of geographical areas including North/Central/South America, United Kingdom, Middle East, Caribbean, Hawaii, Japan, India, Egypt, France, Australia and New Zealand. Upon completion of the survey, several professionals in the field of liquefaction and ground improvement were interviewed for them to elaborate on the survey results. The interviews are included in the Appendix of this report. Financial support for the project was provided by DFI and Dan Brown and Associates PC. The concept of the liquefaction mitigation synthesis was developed by DFI?s Ground Improvement Committee in recognition that: (a) The results of recent research and post-earthquake reconnaissance have challenged previously longheld beliefs about liquefaction and associated mitigation techniques, and; (b) The DFI membership and the engineering/construction industry are interested to know if and how engineers and designers are subsequently adjusting their practice in consideration of recent research and post-earthquake reconnaissance. For more detailed information on recent research and post-earthquake reconnaissance, presentations are available from the State-of-the-Art Forum: Liquefaction Consequences and Mitigation that was held in St. Louis in 2012. A commentary of the state-of-practice in ground improvement for liquefaction mitigation (prepared by DFI?s Ground Improvement Committee) is included in this issue of the DFI Journal. The author would like to thank the participants of the survey and especially Mr. Mike Jeffries, Dr. Les Youd, and Dr. Ikuo Towhata for their willingness to share their expertise in interviews. The author also acknowledges Mary Ellen Bruce of DFI, Billy Camp of S&ME, Inc., and Marty Taube of DGI Menard (and Chair of DFI?s Ground Improvement Committee) for their signifi cant contributions.

Aug 1, 2013

A combination of the needs of business, employee desires and safety and health considerations is stimulating increasing attention to the time spent by people at work and the timing of that work. Particularly we are seeing: - innovative work schedules for 24-hour mining businesses; and - response from industry to accommodate the needs, even the desires, of employees in return for systems which are more productive and more capital efficient. There appears to be an evolutionary trend for business management to become more sophisticated and responsive to the need for achieving close to best cost work schedules to sustain continuous improvement. The underlying motivating forces driving this trend for improved techniques in organising attendance at, and time spent at work, is the seemingly inseparable combination of technological advance and ever-increasing accumulation of capital. The mining industry has not remained untouched by this thrust for ever-increasing need for best use of labour, to adopt advances in technology and to provide attractive opportunities for putting accumulated capital to work. An essential component of this on-going thrust is a substantial effort by the mining industry to improve the performance of labour by providing most-productive work schedules.

Jan 1, 1996

By L. M. Scovell

The Internet and its related technologies will radically change the way that mines manage and control their maintenance, repair, and operating supply chains. The Internet is creating new distribution channels and offers new technology platforms with significant advantages over more traditional methods. Mines will have to re-evaluate both the strategies and the tactics employed in these areas. Mines will use e-commerce to integrate their maintenance, repair, and operating supply chains. The integration will extend beyond traditional trading partners to a worldwide network of communities with similar interests and goals. The changes will transform the way mines operate, lower mining costs, and thereby increase their chances of success in an increasingly competitive environment.

Jan 1, 2000

By Bruce Cavender

Managers are frequently faced with the decision to perform a task or manufacture an object in-house or to hire an outside vendor to perform the function. Outsourcing decisions are usually driven by economics: work is outsourced if it can be completed at a lower cost or in a shorter time than it can in-house. A technique termed incremental analysis can be used to make this decision. Incremental analysis examines the financial impact of outsourcing decisions as a function of the firm's fixed and variable operating costs. To use this tool, individual components of production cost are identified as being either constant or varying with levels of production activity. The assignment of cost type can be made in several ways: though analysis of historical operating data, understanding of individual expense types, and so forth. Changes in fixed and variable costs resulting from each potential course of action are explicitly identified to project the financial outcome of each alternative. The alternative having the greatest positive impact on profit is selected for implementation. By using the fixed- and variable-cost framework, the analysis is conceptually straightforward and substantially simplified. Production managers can therefore use incremental analysis as a tool for fast economically beneficial decisions on a real-time basis.

Jan 1, 1999

By M Berry, F MacCorquodale

The ownership, management and employment structures operating in the Australian minerals industry have dynamically evolved during the last 30 years. One of the most dramatic changes, from an exploration and mining geology perspective, is the reduction of in-house geological expertise and an ever increasing reliance on contract and consulting services.For all companies - big and small - two key issues resulting from these changes are the management of core geological intellectual property (IP) and competitive advantage. This is because there are less experienced geologists at exploration and mine sites, there are fewer head-office technical service teams to support mine sites, exploration teams are smaller with less specialists employed, and there is an ever-greater dependence on contract and consulting services.This paper reviews and explores these issues with an industry-wide geological context, then provides a case study of how Newcrest Mining Limited (Newcrest) has dealt with these issues in exploration. Newcrest has grown from a one-mine company with an Australian exploration focus, to a large global company with multiple operations and an extensive international exploration portfolio. NewcrestÆs management of its geological IP and competitive advantage has evolved as the company has grown and responded to market conditions, including its internal restructuring in mid-2013.CITATION:Berry, M and MacCorquodale, F, 2013. Managing geological intellectual property and competitive advantage - Newcrest Mining LimitedÆs experience, in Proceedings World Gold 2013 , pp 37-44 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Sep 26, 2013

By A Golsby

Although much talked about, social licence to operate (SLTO) is a relatively new concept that has been deemed as one of the four biggest business risks to a mining project over the life-of-mine. There is no accepted single definition of SLTO and this author understands SLTO to be stakeholder perception of the legitimacy of a project, a company or an industry. At a specific site, and across different sites within the same organisation, SLTO ranges through different levels according to stakeholders’ degrees of acceptance in time and space. Management of SLTO is vital for the mining sector but is difficult as it is informal and intangible. Although there are no key performance indicators, there are certain indicators that enable relative measurement of the ‘level’ of the SLTO. Because of the importance of the SLTO, information management during the entire life-of-mine, from exploration to rehabilitation, becomes crucial for the continued operation of a project. This paper identifies ten basic principles for the management of information to support the SLTO.CITATION:Golsby, A, 2014. Managing information to support a social licence to operate, in Proceedings Life-of-Mine 2014 , pp 389–398 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 16, 2014

By Subrata Dutta

Sindesar Khurd Mine is situated in Rajasthan, India, and operated by Hindustan Zinc Ltd, under Vedanta Group. The base metal mine is high in reserves of Lead, Zinc and silver and has been producing since 2007 with initial production of 0.3 mtpa. Recently the mine has gained prominence as a base metal underground mine in introduction of latest mining techniques and achieving high production at lowest costs. The promising Lead-Zinc reserves of Sindesar Khurd Mine (SKM) and high-tech exploration adopted by Hindustan Zinc Ltd (HZL), (Vedanta Group), raising the reserves and resources from a meager 9 Mt (1997) to 81 Mt (2012), has prompted HZL management to ramp up the mine production from 0.3 mtpa (2006-07) to 2 mtpa by 2013-14 with ambitious plans to reach 3.5mtpa subsequently (presently largest underground metal mine in India). The complete trackless system underground mine, recently equipped with latest leaky feeder communication system (unique in India), utilize modern drilling, mucking and hauling equipment aided with various utility/service vehicles. Excavation optimization and quality recovery maximization from the open and post filled stoping methods, continual expert analysis and feedback from International consultants like AMC (Australia) and SRK (UK), and involvement of renowned bodies in management excellence, have lead the mine towards highest productivity and lowest mine operating cost, earning the mine a prominent place in the global base metal industry. The paper deals with how the various challenges in mine planning and designing, mine development, operator skill, equipment introduction and maintenance, expertise availability, provide training and exposure to officials, prompt and effective communication/service, control of ground vibrations, maintain ventilation standards etc are faced in attaining high operational excellence and thus attain a record mine output/man shift (OMS) of 14 ton/man shift with targets to reach 20 ton/man /shift. Scientific designing using 2D/3D numerical mine-modeling techniques, faster stope sequencing with introduction of paste filling ( first time in India),latest leaky feeder communication system, control ground vibration to stringent standards using electronic delay system, faster raising techniques using raise borers to enhance development and ventilation, cavity scanners to monitor large stope voids, fast shaft sinking at 100 m/month(Chinese expertise) and maintaining adequate ventilation with close software monitoring are some of the highlights discussed in the paper towards achieving the targets.

Aug 1, 2013

By K Fiedler, A Newell, P D. Munro

Test work is the foundation upon which the success of projects and subsequent operations is laid, reflected in Professor Arthur Taggart’s pithy observation: ‘Make your mistakes on the small scale and your profits on the larger scale’. Indeed, Professor AllanTrench has succinctly noted that ‘Get the metallurgical characteristics wrong and you don’t have a project’.With deposits becoming lower grade, more structurally and mineralogically complex, final products requiring lower levels of impurities and tailings management demanding more attention, test work now assumes even greater significance in the acceptance and successful execution of a project. This paper is the first in a series aiming to stimulate thought on the metallurgical test work process by getting back to the fundamental basics through exploring and providing some guidelines for the metallurgical testing world, noting preferred practices as well as precautions and mitigations. This covers the key characteristics of metallurgical test work programs, including what needs to be done, sample selection, quality control and associated drivers, and most importantly, selecting, assessing and managing test work facilities. CITATION:Newell, A, Munro, P D and Fiedler, K, 2018. Metallurgical test work – between a rock and a hard place, in Proceedings 14th AusIMM Mill Operators' Conference 2018, pp 15–32 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Aug 29, 2018

By Pavel Vasak

Microseismic monitoring is becoming standard practice in the Canadian mining industry, particularly as mines get deeper. Full-waveform microseismic systems allow the operator to distinguish the event source mechanism, e.g., blast, shear slip or stress-induced fracture. At mine sites that heave a microseismic system operator blasts are manually identified by comparing the event waveform traces to the morning blast logs. However, this procedure is not routinely done at sites where a system operator is not present and this can lead to misinterpretation of the data at a later stage, particularly where the interpretation is outsourced, often many years later. It is critical to improve the microseismic data quality and consistency for processing and interpretation with a reliable technique to filter out blasts and blast related seismicity. This paper presents the development and implementation of a simple blast identification and filtering routine. The routine was developed specifically for Vale?s Creighton Mine about a decade ago, but is made sufficiently general so that it can be used at any mine site with an ESG (Engineering Seismology Group Canada) based full-waveform microseismic systems. The routine is strictly a post-processing procedure developed for use with the Access database data structure used by ESG. The algorithm was tested at Creighton Mine and a success rate of 80 to 90% was achieved, when compared to manual blast picks.

Oct 1, 2010

By L. Garrigues, M. Jarvis, M. Halhead, O. A. Bascur

"Large variability of ore types, escalating variables operating costs and increased throughput require large investment in sensors and systems in mineral processing operations. Mining and mineral processing plants collect and manage more data than a small city with much in real-time. The data is changing rapidly as internal and external conditions evolve. As corporations buy and sell assets, and reengineer their staff, the structure and tools that were used to understand this data is lost. This results in significant deterioration in the ability to maintain a smart operation. When data is recognized as a critical asset and managed as part of an infrastructure, it become a key enabler to help transform the entire operations. In many situations, all partners in business collaboration—such as join ventures, contract manufacturer, expert service providers, and operations and maintenance companies—need access to production and asset data. The emergence and maturation of Cloud technologies make it possible to easily connect the plants to external equipment suppliers and operational support service.This paper will share examples of how mineral processors have adopted new data strategies such as self-service business intelligence, cloud computing and internal/external collaboration.INTRODUCTIONOne of the main challenges in mineral and metallurgical processing plants is effective energy and water management. The lowering of ore grades requires higher throughputs while the ores are getting more complex with variable mineralogical compositions. Electrical energy supply is becoming a restriction in many countries. Rising water management costs has a direct impact on the profitability of the operations. Grade recovery versus energy consumption in copper production for both open pit and underground mines has been described by Fuerstenau (2001). Comminution uses over 55% of the energy to produce nonferrous metals while other operations require much less energy (Nelson, Richins, & Lelinski, 2013)."

Jan 1, 2016

By R C. A Minnitt

The Witwatersrand Supergroup is host to the world’s largest gold deposits. The location, quantity, grade, continuity and other geological characteristics of a Mineral Resource are either known, estimated from specific geological evidence and knowledge, or interpreted from a well constrained and portrayed geological model. Establishing such a model is an integral part of the evaluation process in the Anglogold Ashanti (AGA) group, and is referred to as a Geoscience Business Model for the mining operations. The geological model established over the years has relied on detailed descriptions of the mineralisation, and understanding of the regional and local geology of the Witwatersrand sediments, in the West Wits and Free State goldfields. The processes of data collection in regard to underground stope and developing mapping, structural and sedimentological mapping, and the geological inputs to mine planning systems are described, together with aspects of drilling, sampling, grade control, and data management. Anglogold Ashanti’s Geoscience Department employs a complex and unique process to generate the Mineral Resource, including a 3D geological structure model of the orebodies which are usually highly faulted, and a robust mineralisation/facies model on which the decisions about domain boundaries are established. A Mineral Resource Inventory System (MRIS) has a dynamic graphic interface to the resource database that is used for compiling the resource statement. It is also used to determine the gold-called-for, as well as short and long-term planning. A unique estimation process using the extensive closely spaced stope face sampling database and the more widely spaced surface drilling information is used in combination in the Macro Co-Kriging estimation. The use of different support sizes in the C0-Kriging process is preceded by the equally unique ‘clusterisation’ and ‘acceptorisation’ procedures by which the data are quality controlled and assured prior to their use in the kriging process. The Mineral Resource and Ore Reserve estimates are classified according to the SAMREC code through a method that ensures that they are compliant, auditable, transparent and reconcilable with previous Mineral Resource and Ore Reserve statements.

Aug 22, 2011