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By T Goswami

The conventional practice in open cut coal strip mining has been to blast the overburden or coal layers in separate blast events. This is done in order to maximise the benefits from throw blasting and also to limit coal losses. Each blast event usually has a particular design of hole diameters, burdens and spacings, explosive charges and blast timing in order to achieve the required blast outcome for either the overburden or coal. This means that each blast has to be separately cleaned on the surface after excavation of the previous blast. Hole locations then have to be individually surveyed and marked, holes drilled, explosives and initiators loaded and the blast fired. Each of these actions takes considerable time and resources and therefore impacts on mine productivity. The mine has to be cleared for each blast event and every blast presents a new potential source for noise, dust or vibration disturbance to the neighbouring population. Exposed highwalls are also subjected to vibration and damage from each subsequent blast event

Jan 1, 2006

By S. Chunhui, W. Anbin, R. B. Cook

The Xicheng is one of China's largest lead-zinc (Pb-Zn) districts with known minable reserves in excess of 10 Mt (11 million st). The centrally located Changba-Lijiagou and nearby deposits are representative of the district. They consist of stratiform and stratabound zones of pyrite-sphalerite-galena mineralization within deformed, moderately metamorphosed Middle Devonian clastic and carbonate units. When considered with other similar districts that extend for several hundred kilometers to the east, a major episode of Devonian sedimentary exhalative mineralization is indicated.

Jan 1, 1992

By J. C. Reid

Pre-cambrian scheelite deposits in Northeastern Brazil are widespread in a high grade metamorphic terrain. Previously these deposits had been interpreted as contact-metasomatic. In this paper, a volcanigenic model is invoked based on the volcanic setting (proximal to distal) and the absence of associated felsic intrusives and spatially associated metasomatic skarns. The tungsten was introduced into sediments by volcanic- exhalative processes and subsequently remobilized and further concentrated by heat and metamorphis fluids associated with high-grade metamorphism and migmitization. An alternative syngenetic - diagenetic model is discussed which requires the transport of tungsten by heteropoly acids and deposition of the tungsten as a function of Eh and Ph conditions and different clastic depositional environments. While such stratabound tungsten deposits are considered rare in North America, the hypotheses developed in this paper may open new areas for exploration.

Jan 1, 1983

By Russell Barr

Strategic alignment throughout a mining organization is critical to effective strategic execution and good business performance. The alignment of strategic goals and objectives in the different operations and functions in a large global operation is a challenge facing executive management in light of legacy organizational structure and processes. An additional confounding factor in strategic alignment of acquisition and new project expansion is that mining projects and operations are frequently multi-cultural in terms of country origin as well as organizational culture. This brings together many cultures to accomplish the project or complete an acquisition (Financial Times, 2006). The mining industry presents numerous challenges to executives and mine management by the nature of the operation and organizational processes used in running it. For example, there seems to be an inherent conflict between the individual goals of the components that constitute a mineral processing operation (the mine, the mill, the smelter and the refinery), and lowest cost production of the final product. Managers of these component operations have specific objectives passed down from the corporate executives. Those site managers tend to be compensated based on throughput and perform to this main metric. This tendency to maximize throughput for an individual operation can contradict the general process flow of a best-fit solution to producing the final product at the lowest cost. In an effort to become more aligned, firms are increasingly using balanced scorecard derivatives at great cost and effort (whether internally or externally sourced) in an attempt to help with strategic alignment. Balanced score-cards have been effective in providing a good strategic scorecard to companies with some measure of strategic alignment. Many firms make this effort of using balanced scorecards. However, most firms are not strategically aligned or, at best, are sub-optimized, in terms of strategic alignment (Kaplan and Norton, 2006). The tendency in mining operations is to focus on operating individual components as optimally as possible and stretching existing assets to the best possible production rates. ?Making tons? is the common operational focus. Numerous factors underpin this focus and can affect the ability of the operation?s ability to align properly with the corporate strategy and strategic goals. Critical factors are legacy organizational structure, culture, processes and performance measurement systems. Changing anyone of these factors to affect better strategic alignment requires significant attention to managing change.

Jan 1, 2008

By Hugh Thompson

In mining today, planning is of paramount importance, even more so when one considers that the business margins are reducing, requiring the evaluation of diverse alternatives for the optimal use of scarce resources. Additionally the capital required to approve some projects demands the best planning possible. Modern planning requires that all of the aspects of the business be represented, and not just the planning of the extraction in an isolated form. In order to carry out integrated strategic planning in the mining business one needs to have implemented a culture within the organisation that allows the business to be understood as a interelated system of processes. These processes must be co-ordinated so that they interact properly between each other and so define an integrated plan that optimises the available resources and maximises the benefit to the company. This defined culture should consider the important variables of each activity within the processes, and its’ relevance to the strategic plan. In this sense, this paper shows an example of computer tools used in order to reach the described objectives.

Aug 25, 2002

By Victor Bush

Most governments recognize that energy efficiency represents a partial solution to reducing global capital shortages and environmental crises that threaten to seriously impede economic growth. Much of the United States and many foreign countries are embracing the concept of Strategic and Tactical Energy Planning (STEP) which incorporates Supply Side Management (SSM) and Demand Side Management (DSM). Since SSM comes at twice to three times the cost of DSM, it makes economic sense to employ the energy conservation techniques of DSM. This paper will explain these concepts, the effects of the energy industry restructuring, and risk management for the development of an overall strategic and tactical energy plan.

Jan 1, 1999

By N McKay, J Vann, W Ware, P Hodkiewicz, C Morley

"Geometallurgy is now recognised within the mining industry as an approach that can both maximise value and reduce the risks associated with resource development. The process of spatial ore variability testing for metallurgical response and the use of quick, inexpensive metallurgical proxies has been well developed in the past decade in industry and the literature, and via various collaborative research programs and laboratories. Technology continues to advance with new techniques such as hand-held analytical tools and automated hyperspectral core scanning, allowing for even faster, less expensive in situ geometallurgical testing.In the current mining industry downturn, a critical frontier of geometallurgy is in its application in short-term geological modelling (ore control) and mine planning, and the associated decision-making. This is the end game at which the hard-won knowledge of orebody variability can be exploited to add near-term value. In order for spatial block models to be fit-for-purpose for such tactical uses, they must be populated with key geometallurgical information and then have workflows that use this richer model as a basis of material allocation to destinations so that the true value of the resource is realised.We envision geometallurgy (geomet) programs designed to add and sustain value at two levels:‘Strategic geomet’ has a long-term strategic focus that actively uses all relevant data that helps predict processing performance such as bench-scale metallurgical tests, mineralogy, geochemistry, ore texture etc (‘the geometallurgical database’) to model spatial ore variability and metallurgical response throughout the life-of-mine (LOM). This will enable better resource definition, more optimal mine planning and scheduling, improved process design and sustaining capital strategy over the LOM. The value-realisation is gained by basing all these strategic decisions on spatial models that better reflect the actual value of blocks (or aggregates of blocks) in the model.‘Tactical geomet’ has a short- to medium-term tactical focus that, again, actively uses the geometallurgical database, but also includes new data derived during ore control activities (such as drilling and sampling) to inform allocation-to-destination decisions via the ore control process. This will enable improved efficiency (ie less error) in allocation of mining blocks as direct feed, stockpile or waste. Importantly, this efficiency will be measured in terms of value and not grade, which is an incomplete – and typically biased – proxy for value. The key benefit is that ore control will then be planned and executed on the basis of realised value.We therefore propose a twofold systematic and holistic, value-based geometallurgical process. This process needs to be planned and implemented in an integrated manner, noting that strategic and tactical geometallurgy can be worked on by the same professionals, sharing data, methodologies and potentially models. What differs between the two levels is the required granularity, the business context and (critically) the decision-making time horizons.CITATION:McKay, N, Vann, J, Ware, W, Morley, C, Hodkiewicz, P, 2016. Strategic and Tactical Geometallurgy – a Systematic Process to Add and Sustain Resource Value, in Proceedings The Third AusIMM International Geometallurgy Conference (GeoMet) 2016, pp 29–36 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Jun 15, 2016

By R. M. Kear

Strategic and tactical planning are both required in the mining industry but have completely different objectives and require different environments. If these are not fully understood, then the best value for a mining operation may not be realized. This paper examines the differences in these approaches and how they interface in the mining environment. The objectives, content, skills required and the implied management issues for these two components are examined with the hope that this will assist management and the planning teams in defining their respective roles and expectations. The opinions are those of the author based on his experience on several mining operations and projects.

Jan 1, 2006

By B. J. Kloppers, J. V. Z. Visser, C. J. Horn

"The long-term plan (LTP) in a mineral resource company is defined by the quality of the mineral resource and represents the result of a series of trade-offs to fulfil internal organizational as well as external business and legislative requirements, ensuring ultimate delivery on the defined organizational strategy.The LTP should as a whole align to a coherent and well-defined organizational strategy, working towards a clearly defined objective while still allowing a tactical response to short-term requirements of the organization. The ability to respond tactically to changes in environment, like the unprecedented five-month strike in 2014 on the platinum belt following the 2012 Marikana incident, is a measure of the flexibility of the plan given the agreed strategy.This paper describes the Lonmin process of linking company strategy with long-term planning, tactical planning, and the execution of the plan through an annual planning cycle to maximize organizational flexibility. This flexibility enables mining companies to respond to the many internal and external forces that impact on both strategy formulation and delivery of results that meet shareholder expectations."

Jan 1, 2015

By Malti Goel

"Technology advancements in fossil fuel based energy generation and consumption are currently being aimed at minimization of CO2 emissions. To attain energy security, India must accelerate the pace of economic development, while achieving reduction in CO2 emissions per unit of energy consumed. It would need access to advanced coal utilization technologies to be demonstrated on indigenous coal characteristics. Of specific importance would be: improvement in coal quality, increasing energy efficiency and suitability of other CO2 sequestration technologies for reducing CO2 footprints. There is need to address related risks and financial burden through adoption of policies and regulations including the issue of open access in energy research. In this paper, seven important areas of strategic plan that need to be pursued for managing CO2 emissions in steel energy sector in India are discussed.IntroductionWorld is facing a crisis of climate change, which follows in the footsteps of global energy and environment crises. Accumulation of carbon dioxide from the generation and utilization of energy is leading to greenhouse warming and climate change. The global warming is causing the boundary between four seasons to be fuzzy and resulting in more spiky weather. Significance of its impact on environment is also determining the technology development needs in various sectors of economy for taking remedial measures.To respond to climate change concerns, the steel industry is undergoing a transition. It is at the threshold of a rapid change in technology as it targets innovation to achieve 50% reduction of CO2 emissions per ton of steel produced. Fossil fuel use is the main contributor of increasing concentration of carbon dioxide in the atmosphere. The control of air pollution and CO2 capture are thus relevant for a coal based industry, whether thermal power plant or a demand side energy intensive industry. World steel production has shown phenomenal increase in first eight years of 21st century increasing from 780 Mt in 2000 to 1343 Mt in 2008 [1]. It was merely 28 Mt in 1900. The global CO2 emissions from steel industry are also increasing and became 2550 Mt (3-4% of total GHG). Indian industry contribution was 161 Mt (15% of direct emissions from industry). It is likely to grow further to keep pace with the accelerated economic growth of 8-9% per annum."

Jan 1, 2010

By Henderson N, Schaap H

In large companies with mining operations spread over multiple sites, it is essential that consistency between sites is maintained in preparing and classifying resource and reserve estimates. The endorsement by The AusLMM and AMIC of the "Australasian Code for Reporting of Identified Mineral Resources and Ore Reserves" and the subsequent incorporation of reference to the code into the ASX listing rules for mining companies has provided a basis for the consistent classification of resources and reserves. However, compliance with other criteria more or less stringent than the Australasian Code can present some reporting difficulties. Examples include listing requirements for foreign stock exchanges, particular Acts of Parliament that may apply to individual leases, constraints imposed by individual companies on their own leases, and ultimately, reserves for short, medium and long term planning. Confusion can arise when any two or more sets of reserves for the same lease are compared.. To alleviate this confusion, a standardised procedure was developed for the calculation and classification of coal resources and reserves. The procedure which is geostatistically based incorporates a technique called "Irregular Block Kriging" where specific mining blocks are directly kriged. The procedure has enabled those engineers and geologists with only a basic understanding of geostatistics to apply the technique and not feel hampered by some of the complex mathematics which in the past has tended to inhibit and overcomplicate the use of geostatistics. The procedure has resulted in "cleaner" data bases and hence more reliable reserve estimates.

Jan 1, 1990

By James S. Browning, B. H. Clemmans

BERYLLIUM, obtained mainly from the beryllium-aluminum silicate, beryl, is one of our most strategic and critical metals. Strategic because suitable substitutes for many of its alloys have never been developed. Strategic because of certain uses and potential uses of a classified nature in our nuclear energy program. In this field, substitutes have been developed, but only at the expense of a reduction in efficiency.

Jan 8, 1953

Capital budgeting and investment analysis have, to this point, been beyond the scope of this text. However, a recent conceptual development by John K. Shank and Vijay Govindarajan in the capital budgeting literature is of interest to operations managers because it (1) employs some of the cost management tools outlined earlier in this text and (2) provides a useful framework for using cost management techniques to improve the competitive position of the firm. ft Shank and Govindarajan present a method of analyzing proposed expenditures that is not based on discounted cash flow measures. Their approach employs a combination of three analytical tools: value chain analysis, strategic positioning analysis, and cost driver analysis. In each of these, cost and revenue information is used in ways normally not associated with conventional budgeting. Using this framework, capital projects are selected based on their ability to improve the firm's strategic position. Shank and Govindarajan have termed this approach "strategic cost management."

Jan 1, 1999

By B E. Hall, D B. Kahler

"'Optimisation' has become a catchcry among many mining companies looking to tell the market how mining businesses will be improved and shareholder value increased. Consequently, the term 'optimisation' has been adopted by many service providers as they look to assist mining companies in achieving their objectives. But the explosion of services and products being offered with the label 'optimisation' has created some confusion. Mining companies ask for help in 'optimising' and service providers offer their assistance because they have a product that has the word 'optimisation' in its title. This is of course an over-simplification, but not by much! The authors' discussions in recent years with both mining companies and service providers have uncovered a number of very different definitions of optimisation.This paper provides a framework for identifying the scope and approach of different mining optimisation products and services, particularly the distinction between optimisation of components of the operation and the business as a whole. The different types of business optimisation are discussed, highlighting the failings of the mining industry's typical approach of strategy selection (as opposed to strategy optimisation). Mining business optimisation is discussed as a wicked problem, with the implication of this on how strategy optimisation models should be used and what the objectives of a business optimisation study should be.Case studies are also included to illustrate how fully flexible strategy optimisation models have been applied to assist decision-makers understand the impacts of changes in one part of the operation on the whole mining and treatment process, from geological models to the sale of product to customers.CITATION:Kahler, D B and Hall, B E, 2016. Strategic decision-making in mining – business optimisation using flexible evaluation models, in Proceedings Project Evaluation 2016, pp 215–225 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Mar 8, 2016

By Sandra L. Maxfield, Alan Mair

Strategic design of groundwater monitoring programs can increase public confidence in mine management, decrease financial assurance requirements, and minimize environmental budgets. Monitoring of inorganics is challenging because many occur naturally with baseline concentrations fluctuating spatially or temporally. Evaluating monitoring data to distinguish between a hazardous release or a natural fluctuation in baseline concentration can be controversial. In order to develop an effective program, monitoring parameters should be selected which are mobile and stable. Statistical procedures should be customized to address the uniqueness of groundwater systems. Calculated baseline concentrations should minimize the false negative & false positive rate.

Jan 1, 1995

The originally estimated mine life at Kidston (starting 1984) was 12 years. Through a continuing process of re-evaluation and improvement in the operation and by expanding the geological knowledge in the region, the mine life has been considerably extended. With falling grades and harder ore, the additional reserves have come with increasing risk - not only in an economic sense associated with diminishing profit margins but also operationally, requiring innovative milling technology and geotechnical designs to provide a lower cost environment for continued profitable mine production.

Jan 1, 1994

To secure a sustainable competitive advantage some smelters may need strategies based on flexibility in feed and product ranges depending on immediate future projections of profitability. This paper explores the technical requirements for strategic diversity in smelting, leaving procurement, marketing and contractual considerations aside. The days when a smelting operation is tied specifically to say only processing zinc concentrates are perhaps drawing to a close. While internationally traded mineral concentrates are available, attractive business opportunities must exist for fully diversified custom smelters. Certain new and emerging technologies have inherent characteristics that are evaluated in this context. The paper identifies the basic building blocks that will permit such a scenario and assesses the technical feasibility. The ability to respond flexibly to environmental pressures is highlighted as being of paramount importance.

Jan 1, 1996

By P. van der Veen

The objective of this paper is to analyze the evolution of the strategic drivers of the mining sec-tor over the last half century, which has been guided by a varying and expanding list of motivations. While companies cannot survive for long unless they are making profits, the strategic drivers of the industry have gone far beyond profits since at least the mid-1970s when environmental concerns began to be taken seriously. For the most part, these forces have followed global trends and public opinion, but they have been shaped and magnified by the significant, often dominant role that the mining sector plays in many economies. While the mining sector used to be primarily motivated by the first pillar of sustainable development -i.e. the economics pillar-, in the 1970s the second environmental pillar became an important factor in decision making, and in the 1990s the third social pillar emerged as a major driver.1 The entrance of new strategic drivers has also had considerable impact on technological and organizational developments in the mining industry; however, technological changes, driven by cost reduction considerations, have in turn impacted the strategic drivers of the industry, resulting in the need for further technological and organizational developments.

Jan 1, 2007

By Terence Day

The traditional approach to mineral resource development is to identify the resource and then to undertake an environmental impact assessment of the effects of developing the resource. However, the traditional approach tends to ignore or underestimate cumulative, indirect and synergistic effects (Therivel et al., 1992). Moreover, traditional environmental impact assessment puts the project proponent in a position where the environmental impact assessment is used to defend on environmental grounds, a decision which has already been taken on technical and economic grounds. An alternative approach is to undertake an area-wide or strategic environmental assessment, (United States Department of Housing and Urban Development, 1981; Kelly et al., 1987). Strategic environmental assessment consists of the compilation and analysis of environmental data and information on an area. The data and information includes physical and chemical oceanographic data, biological surveys, social and economic parameters such as recreation and resource use, and ecosystem stressors such as dumping areas and sewage outfalls. Strategic environmental assessment is being increasingly used in the U.S. to provide scientific information to evaluate national or regional objectives for development and conservation of coastal and oceanic resources (National Oceanic and Atmospheric Administration, 1991). The strategic environmental assessment process lends itself very well to an evaluation of offshore sand and gravel re- sources in Atlantic Canada, because although the potential resource is widespread, the environmental constraints on development are potentially serious, but highly variable. The approach has the merits of identifying areas which are least susceptible to environmental damage, and of concentrating the exploration efforts on that part of the resource which is most viable from the perspective of integrated resource management and marine conservation.

Jan 1, 1995

By E. Dervaric

The main purpose of this paper is to introduce the main strategic restructuring aspects of companies that are directly (coalmines) or indirectly (companies that depend on coalmines) linked to coalmining. An attempt is also made to determine the principal factors required for the successful execution of a restructuring process in companies focused on the basic activities of coalmining, such as companies that provide supporting activities. The restructuring process exerts an influence on the whole area that relies on coalmining. So coordination of activities among the government, the local community, and the coalmine is very important. This is the major premise of this paper. The first section of the paper focuses on identifying and analysing the key factors in restructuring and a selection of key methods, drawing on past and present practice. The key factors to be considered in a model of enterprise restructuring in the coalmining sector are considered. The second section is dedicated to the actual design of the model of enterprise restructuring in the coal industry. The proposed model is based on positive experiences in the restructuring of coalmining companies in Europe, with an emphasis on Slovenia, successful approaches to crisis management in corporations, and identifying key areas in bringing about a strategic turnarounds in company operation. To support the argument for the key business areas, a brief summary of empiric findings has been included to demonstrate the applicability of the proposed model and the restructuring process. The summary is based on the survey done in both Slovenian coalmining companies (especially in Velenje Coal Mine) and their subsidiaries. The conclusion integrates key findings and outlines issues for further consideration and discussion. Keywords: restructuring, coalmining, Velenje Coal Mine, strategic factors, restructuring model.

Jan 1, 2008