Search Documents

By S McEachern, J Lowe

An important issue currently facing the mining industry in Australia is the management and cost to the industry and other stakeholders of entry into and exit from towns and their communities. These costs can be environmental, social, economic, political or reputational. The ability of companies to engage the trust of stakeholders, including: communities, governments and investors, is critical, and corporate reputation plays a significant role in this. For the industry to secure a long-term and sustainable future, it must have the technical, business and reputation assets to proceed in a cost-effective, environmentally acceptable and socially supportive way. This research assesses reputation as a critical competitive issue for mining companies, as technology and information make mining more predictable; the physical and human assets of mining companies are less likely to be the critical resource in a Resource Based View model of competitive advantage. The proposition is that in mining today, reputation as it facilitates day-to-day operations, regulatory zeal and access to new mine sites will become the rare, inimitable and valuable resource for mining companies. This paper reports on an ongoing research program to evaluate the impact a mining companyÆs reputation(s), with its various stakeholder groups, has on a companyÆs ability to sustain competitive advantage. Integral to this study is to develop an understanding of the relationships between mining companies and their stakeholders, and the importance of corporate citizenship polices to reputation and hence to corporate sustainability. Through the identification of the drivers of reputation for the various stakeholder groups, a model of reputation formation will be developed and also reputation measures for the mining industry in Australia. The preliminary findings of this research, the results of an industry focus group conducted with representatives from regional mining operations, are reported. The industry focus group was designed to enable a better understanding of who are the main stakeholder groups and how they regard mining companies and to inform the second stage of the research project a Delphi Study of the drivers of reputation by stakeholder groups. The aim of this research is to further the understanding of the relationship between corporate citizenship, reputation and performance in the mining industry, thus assisting companies to strategically manage their corporate citizenship investments.

Jan 1, 2006

By G. F. Trainor

The complex ore body at CNRL?s Horizon mine presents some unique challenges in managing ore and waste delivery. With 25m x 25m ore blocks shovels often take bucket loads from multiple blocks to fill one truck load. With CNRL monitoring 22 different qualities per material a precise calculation of the blended quality of ore on the back of each individual truck is essential to meet the daily blend requirements at the plant. Additionally, one of these qualities must be closely monitored and controlled at a singular level as delivery of certain grade and quantities can cause serious disruptions at the plant. The waste material also requires special handling and delivery for its use in dyke construction for tailings impoundment. Shale materials used in the construction contain high levels of saline that must be contained to prevent seepage into ground water. This paper will discuss how the use of Wenco?s survey-grade GNSS system on shovels, its dispatching algorithm, and fleet management applications give CNRL the ability and confidence to control and report on these three issues.

May 1, 2013

By J Loeb, R Ramanathan, H Ingham, P Cameron

Most mining operations, including iron ore, maintain a focus on continuous improvement and asset optimisation in their operations. As all the unit operations in the Mine-to-Mill value chain are interdependent, available technologies that address efficiencies across the value chain are once again in the spotlight as companies are driven to improve productivity and maximise mine site profits to increase return on capital invested. Core to continuous improvement is the need to understand the baseline and impact of changes to the process. In this paper, we discuss some of the critical attributes in the Mine-to-Mill process, including their influence on productivity and cost, the need for direct measurement and areas where they should be applied. Many initiatives can be considered to improve Mine-to-Mill processes. Mining operations are planned and executed based on designs and models to achieve the operation's objectives. However, there are many variables in the different parts of the value chain, such as blasting, material handling, crushing and screening. Therefore, measurement of the key attributes establishes the baseline for Mine-to-Mill (or Pit to Plant) performance, which is necessary to understand the impact of any proposed improvements to the process design and execution and monitor the outcomes on an ongoing basis sustain the improvements that have been implemented. This paper focuses on two types of measurement – blast movement and particle size of materials through the Mine-to-Mill process. Several innovative technologies and control loops are readily available to measure these attributes and assist operations to improve productivity and mine site profits. The size of the tangible benefits, which can flow from measuring and optimising fragmentation and blast movement, provide a remarkable return on the investment. Realising these benefits needs a focus outside conventional operation silos as a successful Mine-to-Mill project requires a multidiscipline approach across all the silos in the value chain. Required technologies are available; adding the necessary ingredients of communication and co-operation by all concerned across the silos will ensure the benefits are realised.

Nov 8, 2021

By J. Loeb, R. Ramanathan, P. Cameron

All mining operations, including iron ore, maintain a focus of continuous improvement and asset optimisation in their operations. As all the operations in the Mine-to-Mill value chain are inter-dependent, available technologies that address efficiencies across the value chain are once again in the spotlight as companies are driven to improve productivity and maximise mine site profits to increase return on capital invested. Core to continuous improvement is the need to understand the baseline and the impact of changes to the process. In this paper, we discuss some of the key attributes in the mine to mill process, including their influence on productivity and cost, the need for direct measurement and areas where they should be applied. Many initiatives can be considered to improve mine to mill processes. Mining operations are planned and executed based on designs and models to achieve the operation’s objectives. However, there are many variables in the different parts of the value chain, such as blasting, material handling, crushing and screening. Measurement of the key attributes establishes the baseline for Mine to Mill (or Pit to Plant) performance which is necessary to understand the impact of any proposed improvements to the process design and execution and to monitor the outcomes on an ongoing basis to sustain the improvements that have been implemented. We have focused this paper on two types of measurement – blast movement and particle size of materials through the mine to mill process. Several innovative technologies are already available to measure these attributes and assist operations improve productivity and mine site profits.

Mar 2, 2022

By T. W. Camm, J. C. Johnson

"Most engineers are bright, hard-working, reliable, and prefer to avoid conflict. An engineering curriculum tends to self-select these characteristics. By most standards, you would expect workers exhibiting these traits to require minimal supervision. But is this true? Is this how most current engineering managers lead? Looking at some current theories on leadership combined with personal anecdotes, this presentation will look at some common misconceptions about leading engineers. INTRODUCTION Engineers are different. There, I said it. From cartoons to movies to television shows and more, there is a reason stereotypes of engineers resonate. Yes, you can find a lot individual variation among specific engineers that you may know, but they do not detract from some of the overarching commonalities that engineers are known for. CLASH OF CULTURES What distinguishes a professional? Raelin (1985), in his book Clash of Cultures, describes professionals as having superior intellectual training, maintaining their own standards of excellence, and being supported by associations that maintain the quality of the profession. Engineers obviously fit all three of these ideas: an engineering degree is still regarded as one of the most difficult to attain; we maintain our own standards both through peer-review and in academia through ABET accreditation; and through professional associations like SME to promote the discipline and foster technical growth. Six characteristics representing professional status are described by Raelin (1985, p. 9): Expertise—prolonged specialized training in a body of abstract knowledge. Autonomy—the freedom to choose the means to solving a problem. Commitment—Primary interest is in pursuing the practice of one’s own chosen specialty. Identification—identifying with the profession and with fellow professionals, both through formal associations and through peers external to the organization. Ethics—providing service without concern for oneself or without becoming emotionally involved with the client. Standards—committed to help in policing the conduct of fellow professionals. Engineers are smart—in the vast majority of cases they are hired specifically for their expertise. At a typical mine the ventilation engineer knows more about mine ventilation than anyone else on site; the same is true for the rock mechanics engineer, the explosives engineer, the planning engineer who uses sophisticated computer software—each is the expert for their particular area at the mine, that is why they have that responsibility. This can present a dilemma for the manager for each (sometimes all) of these engineers. The manager needs to keep everyone on task and focused on the objectives of the organization. Because they have reached their position by following the norms and expectations of the organization, managers tend to have a certain amount of loyalty to that organization. Engineers, on the other hand, tend to have mixed loyalties, having as much loyalty and affinity for their profession as they do for the particular company they happen to be working for at any given time. This dynamic can often lead to power struggles between the managers, based on their positional authority in the organization, and the engineers, based on their specialized knowledge (Camm, 2013)."

Jan 1, 2017

By T. W. Camm, J. C. Johnson, S. D. Rosenthal

"Most engineers are bright, hard-working, reliable and prefer to avoid conflict. An engineering curriculum tends to self-select these characteristics. By most standards, you would expect workers exhibiting these traits to require minimal supervision. But, is this true? Is this how most current engineering managers lead? Looking at some current theories on leadership combined with personal anecdotes, this article will look at some common misconceptions about leading engineers.Engineers are different. There, it has been said. From cartoons to movies to television shows and more, there is a reason stereotypes of engineers resonate. Yes, you can find a lot of individual variation among specific engineers that you may know, but they do not detract from some of the overarching commonalities that engineers are known for.Clash of culturesWhat distinguishes a professional? Raelin (1985), in his book Clash of Cultures, describes professionals as having superior intellectual training, maintaining their own standards of excellence and being supported by associations that maintain the quality of the profession. Engineers obviously fit all three of these ideas: an engineering degree is still regarded as one of the most difficult to attain. Standards are maintained both through peer review and in academia, through ABET accreditation and through professional associations like SME to promote the discipline and foster technical growth.Six characteristics representing professional status are described by Raelin (1985, p. 9):• Expertise — prolonged specialized training in a body of abstract knowledge.• Autonomy — the freedom to choose the means to solve a problem.• Commitment — primary interest is in pursuing the practice of one’s own chosen specialty.• Identification — identifying with the profession and with fellow professionals, both through formal associations and through peers external to the organization.• Ethics — providing service without concern for oneself or without becoming emotionally involved with the client.• Standards — committed to help in policing the conduct of fellow professionals."

Jan 1, 2018

Determining the environmental consequences of green field projects is becoming an increasingly important component of new projects. Feasibility studies are regarded by potential investors as incomplete if a comprehensive Environmental Impact Assessment (EIA) has not been completed. These EIAÆs need to meet various local and international requirements in order to achieve bankability. Heavy mineral mining projects are often located in ecological sensitive coastal zones, and bring with them a suite of social impacts in the mainly developing countries within which they are usually located. This paper draws on experience gained in undertaking EIAÆs for heavy mineral mining projects in Kenya, Mozambique and South Africa, and uses these case studies to identify potential pitfalls. Important lessons include the need to initiate the EIA process as early as possible in the project, in order to develop management systems to mitigate the environmental impacts of exploration. Close and on-going consultation with affected communities is also seen to be critical to the success of the EIA. Proactive participation on the part of the environmental consultants with the project team and all interested and affected parties (IAPs) is important. An EIA commissioned later in project planning makes it difficult for the EIA to contribute in a positive manner to the project. Early engagement with environmental consultants allows the environmental assessment to develop from a report to an actual process, and to become fully integrated with project planning. The proviso is that an initial æfatal flawÆ assessment is required to identify any potential æshow stoppersÆ, in order to meet one of the important objectives of EIA, namely an assessment of whether or not the proposed project is the preferred development intervention in the study area. For more controversial proposals this may require the commissioning of a Strategic Environmental Assessment (SEA), which circumvents some of the limitations of the project level EIA. Whilst confidentiality is a constraint to full disclosure, an open participatory approach to public consultation is essential to add credibility to the EIA process and to gain, at least, the acceptance of the process from the majority of IAPs. Full disclosure is encouraged by organisations such as the International Finance Corporation, who acknowledge that good public consultation costs a lot of money, but bad public consultation costs a lot more! An open approach to disclosure presents understandable difficulties for proponents, as they are required to give up some of their control over the project, and to trust the social scientists engaged in the process. However, independence in the EIA process is critical to its success. This paper will highlight these and other issues by drawing on five case studies to identify lessons learnt, and explore the above themes in more detail.

Jan 1, 2001

What is `environmental risk'? There are two possible perspectives: (a) The risk that mining activity will have an impact on the environment. (b) The risk that due to a perceived impact on the environment, the mining activity is at risk due to some legal consequence. This paper is concerned with the second of these perspectives, and particularly with the way in which mining companies can manage that risk. Environmental risk - possible legal consequences The risk is that the mining operation will be disrupted. Disruption may be: (a) Physical. The mining activity can be stopped, altered, or modified, or something additional can be required to be done. (b) Financial. Penalties (up to $1M) on corporations and in some states on both directors and managers. Land may also be included on a contaminated land register (significant impact on asset valuation).

Jan 1, 1994

By P J. Fairfield

"This paper reflects on the author’s experiences in undertaking mining studies and reviewing mining projects and technical reports, particularly over the past five years, and the impact of recent changes in reporting standards and listing requirements pertaining to mining-related evaluation and valuation exercises. It also discusses contemporary changes in the expectations of the investment community and the implications for the role of the technical specialist in providing advice to such stakeholders.Not for the first time in history, the resources industry has experienced a significant downturn after a period of strong, sustained growth in line with the traditional view of the cyclical nature of commodity markets. The resource industry is currently faced with capital austerity in the wake of projects ‘failing’ (not delivering to expectations). In response, the industry has experienced changes in investment behaviour (slowing of investment) and an increasing regulatory burden as stakeholders seek a greater understanding of mining project risks.This paper discusses this response and uses case studies to highlight the key learnings (perhaps re-learnt) by the industry. It also discusses the challenges faced by technical specialists in communicating the results of technical and valuation studies to the investment community.As investors seek to take advantage of the current stage in the investment cycle, the key challenge of the technical specialist is to effectively communicate the uncertainty in technical assumptions, risks and opportunities that drive project value.CITATION:Fairfield, P J, 2016. Managing expectations – from buyer beware to buyer be aware, in Proceedings Project Evaluation 2016, pp 66–74 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Mar 8, 2016

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

Corrosion affects the performance of rock support and reinforcement at various underground mines, including the George Fisher Mine, where recent studies showed that this risk to mining operations is generally not well understood. Corrosion reduces the capacity and life expectancy of ground support and generally is undetected unless the traditional destructive pull out test is employed to detect defect bolts. Where it is still acknowledged that the pull out test has still an important role to play in determining critical bond lengths for static and quasi static ground support designs, it does not provide an underground operation with any reassurance regarding its bolt's integrity, which has been compromised by in situ aggressive conditions. Non-destructive rock reinforcement calibration testing on single and twin strand cable bolts, rebar bolts and friction bolts at the George Fisher Mine enabled the testing team to detect bolts with compromised integrity in one area of the mine. The non-destructive rock reinforcement integrity testing conducted uses a complex 'Stress Wave Analysis' package based on the processing of clear seismic signals imparted into the rock reinforcement element that is being tested. The seismic signals are processed by 'Fourier Transform' into various criteria which can be used to produce models of the element such as mechanical admittance, frequency spectra and velocity which are all being used in the final modelling of the rock reinforcement element under analysis. This paper highlights the enormous potential to effectively manage the geotechnical risk that corrosion presents for an underground mining operation.

Nov 25, 2010

By D. R. Willmer, E. J. Haas

As national and international health and safety management system (HSMS) standards are voluntarily accepted or regulated into practice, organizations are making an effort to modify and integrate strategic elements of a connected management system into their daily risk management practices. In high-risk industries such as mining, that effort takes on added importance. The mining industry has long recognized the importance of a more integrated approach to recognizing and responding to sitespecific risks, encouraging the adoption of a risk-based management framework. Recently, the U.S. National Mining Association led the development of an industry-specific HSMS built on the strategic frameworks of ANSI: Z10, OHSAS 18001, The American Chemistry Council’s Responsible Care, and ILO-OSH 2001. All of these standards provide strategic guidance and focus on how to incorporate a plan-do-check-act cycle into the identification, management and evaluation of worksite risks. This paper details an exploratory study into whether practices associated with executing a risk-based management framework are visible through the actions of an organization’s site-level management of health and safety risks. The results of this study show ways that site-level leaders manage day-to-day risk at their operations that can be characterized according to practices associated with a risk-based management framework. Having tangible operational examples of day-to-day risk management can serve as a starting point for evaluating field-level risk assessment efforts and their alignment to overall company efforts at effective risk mitigation through a HSMS or other processes.

Jan 1, 2016

By Karoly C. Kocsis, Kyle A. Scalise, Marcelo Bandeira Teixeira

Understanding the effects of various ventilation and climatic parameters on the work conditions and comfort in underground mines is critical for efficient ventilation system design and cost savings and to ensure the health and safety of mine workers. To understand the effects that the thermal damping effect (TDE) and the thermal flywheel effect (TFE) have on the ventilation system design and potential cooling system, this paper compares and analyzes the wet and dry-bulb temperatures at the bottom of an intake shaft using two modeling software packages, Ventsim™ and Climsim™. The comparison shows the consequences and importance of taking into account the TDE/TFE when predicting the climatic conditions in future underground mines, especially when deciding on whether a cooling system should be employed in order to provide adequate climatic conditions in the production stopes, dead-end development headings, and throughout the mine. Ventsim™is able to account for the TFE, while Climsim™does not. Both software packages have their uses and are used within the mining industry, but it is useful to understand their limitations and where the future of underground climatic modeling will lead.

Oct 9, 2020

By J P. Evert

Didipio gold-copper mine operation is situated in the island of Luzon, approximately 270 km north of Manila in the Philippines, in an area of high seasonal rainfall. The hydrogeological water flow model implied that there would be high connectivity between regional structures and underground operations. This model predicted that underground mine groundwater inflows were expected to quickly rise as the decline progressed to a peak of 510 L/s. Designing a capital pump station to deal with 510 L/s has its own challenges, however developing the decline down to the required level, always dealing with 300 L/s of water and constructing the pump station is extremely challenging and required a robust water management plan and mine design. When dealing with expected high volumes of water, underground mine design and scheduling plays a key role in protecting electrical infrastructure, equipment, secondary pumps, and the decline from flooding. A good drainage system and controlled dewatering plan is essential for safety and progress. This paper details the dewatering techniques and mine designs required to accomplish decline development with high water inflows as used in the Didipio project. It will describe the learnings and outcomes that are achievable with a flexible design, as new structures are mapped, and water intersections are increased. It also highlights the potential for adaptability in mine planning to provide evolving improvements or to evade problems that are expected from the constant reconciliation of data recorded during development.

Mar 29, 2023

"In numerous meetings, conferences and discussions over the past year, the Conference Board of Canada has been impressed with the efforts of Canadian organizations to improve their competitive position. The attempt should be made to try to pull together and synthesize what has been heard. The topic of this paper, however, is even more daunting. The task is not only to analyze and discuss what is happening now, but also to look into the future—to the year 2000.The future seems to have an endless capacity for surprises, often unpleasant. This is one of the lessons learned in the twentieth century, particularly over the last 15 or so years.This paper covers three areas of managing in a changing com¬petitive environment: (1) the major global and domestic trends that will influence the ways in which Canadian organizations are managed (2) how Canadian companies are responding or will need to respond to these trends; and (3) the implications of the preced¬ing for human resource management and human resource professionals."

Jan 1, 1991

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 A. Hoath, V. Paul, F. Haslam McKenzie

This paper considers mining ventures occurring in rural communities in Galicia, Spain and Western Australia, Australia. It compares and contrasts the communities where mining is taking precedence over other industries, examining the potential land use conflicts and the future of both the communities and the mines currently operating there. The Galician case study, Trevinca, is located 200 km inland and was once a primary producing area, notable for its scenic alpine landscapes, which have since been developed for small scale tourism purposes. The Australian case study, Boddington is located 100 km inland in what has been a highly productive farming area. Mining was a marginal industry in the case study areas but due to the comparative devaluing of agriculture and tourism and the increased value of mining outputs, mining has increased in scale and economic importance. This paper will consider the environmental, social and economic impacts that have occurred in both the case study localities. Where there have been land use conflicts, strategies for minimising the adverse outcomes will be considered.

Jan 1, 2011

By D. J. Wood

BHP Copper has grown, in just over six years, from a minor participant to the world's largest privately owned copper producer. BHP Copper's major asset is the world's largest copper mine -Escondida in Northern Chile. Ten years ago investing in Chile was considered high risk. Today, Escondida represents an investment of approximately US$2 billion. Reward is the result of managed risk and Escondida is a clear demonstration of both. The Ok Tedi copper and gold mine in Papua New Guinea represents a Rubicon of risk and a retrospective on reward in a developing country on the doorstep of a developed one. The story of these two mines encapsulates risk in the mining industry.

Jan 1, 1998

By Kristen R. Bingham

"Today, more than ever, drilling and blasting contractors are challenged to manage the ever-changing risks associated with blasting operations. New neighborhoods are encroaching upon mine sites and blasting projects are confronted with increasing scrutiny by permit issuing authorities and nearby residents disgruntled by new construction. The act of transporting explosives material to and from thejobsite is far from easy and trouble-free. At the same time, the pressure to stay in compliance with the growing number of government regulations continues to mount. While new tools and technology are appearing in the workplace to address some of these challenges, losses still occur. Can the datagenerated by this technology help drilling and blasting contractors make better decisions? While basic risk management principles are still applicable, do new tools and technology assist in the effort to prevent losses? What are the downsides? In this age of new technology, is face-to-face interaction still necessary? While technology is certainly a useful component in the drilling and blasting world, can it be helpful in defending claims?"

Jan 1, 2017

By F. Nelson

RJB Mining is the largest coal producer in the UK. In January 1995 the Company acquired the Central North and Central South Regions of British Coal consisting of: ? 15 operating collieries -including capital equipment ? 2 care and maintenance mines ? 16 operating Opencast sites ? Interest in 26 prospective and 46 potential Opencast sites ? Approximately 417 million tonnes of proven and probable reserves and considerable mineral resource ? 9 million tonnes of coal stocks ? Long term contracts to supply approximately 90 million tonnes of coal to National Power and PowerGen to the period of 3 March 1998 ?Approximately 7,600 employees and 4,500 mining contractual labour. Up to the acquisition RJB Mining had the capacity to produce 14 million tonnes of saleable output with an approximate 1,500 strong workforce.

Jan 1, 1998