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By John O. Marsden

"This article is an attempt to capture a presentation given at the 2016 SME Mineral & Metallurgical Processing Division (MPD) Luncheon held on Feb. 24, 2016, in Phoenix, AZ. It was presented as a tongue-in-cheek, lighthearted view of several of the issues facing our industry, while identifying some of the challenges and opportunities available to new engineers entering the industry today.Disclaimer• What you are about to read includes personal preferences, biases and occasionally arbitrary opinions.• Some readers may have dissimilar opinions on the contents and/or the rank order of the lists.There are eight top ten lists offered in this article: (1) Industry realities (2) Things a metallurgical or mineral process engineering graduate should do (3) Books every metallurgist should have on their shelf (4) Things I wish I had known (5) Legends of metallurgy (posthumous, with highlights) (6) Things we’ve forgotten (7) Mineral processing innovations of the past 20 years and, finally, (8) The future? For some items, additional context or clarification is provided after the item, while for other items no further explanation is warranted and none is offered. Top 10 industry realities1. Metal price cycles.2. Bigger is better (except when it isn’t).3. Ore grades declining across the board of metals/commodities.4. Ores becoming more complex.5. Three-fold increase in capital costs between 2004 and 2015.6. Three-fold increase in operating costs between 2004 and 2015.7. Less capital availability/challenging financial markets.8. Environmental constraints increasing.9. Socio-political constraints increasing.10. The mine manager is always impossible to work with.As Table 1 shows, there was more than a three-fold increase in gold operating costs between 2004 and 2014. The increases for copper, iron ore and other commodities were similar."

Aug 1, 2016

By Bob Miller

"All industries have parts and equipment that are exposed to some type of destructive wear. Hardfacing is a cost-effective tool that will minimize wear and increase service life. At first glance, hardfacing can be confusing and troublesome. In reality, it is not.Postle Industries, a manufacturer of hardfacing products, has found that the 22 answers to frequently asked questions may help operators select hardfacing products that are most appropriate for their application. The first 10 questions are addressed in these pages, the full list can seen at Mining Engineering online under the Web-Only Content section.1. What is hardfacing?Metal parts often fail their intended use not because they fracture, but because they wear by abrasion, impact, metal-to-metal contact or some other form of wear, which causes the parts to lose dimension and functionality. Hardfacing, also known as hard surfacing, is the application of a buildup or wear-resistant weld metal onto a part’s surface by means of welding to extend the life of the part. The weld metal may be applied as a solid surface or in a pattern, such as a waffle pattern, herringbone or dot pattern, etc.Hardfacing is becoming increasingly important for many industries to protect equipment that is exposed to wear and abrasion including parts used in mining, earthmoving and construction, oil and gas drilling and steel making and forging. Extending the life of wear parts can save thousands of dollars and improve productivity. Hardfacing can be used to recondition parts that have already been exposed to wear and have lost their useful life, or used in the manufacture of new parts to improve their life before they are put into service.There are three main types of hardfacing applications:• Build-up or rebuilding.• Hardfacing or overlay.• A combination of build-up and overlay.2. What base metals can be hardfaced?Carbon and low-alloy steels with carbon contents of less than 1 percent can be hardfaced. Medium carbon and low-alloy steels are very common since they provide higher strength than mild steels and better abrasion resistance. High carbon alloys may require a special buffer layer.The following base metals can be hardfaced:• Stainless steels.• Manganese steels.• Carbon and alloy steels.• Cast irons.• Nickel-base alloys.• Copper-base alloys."

Aug 1, 2016

By J. D. Noll, J. A. Organiscak, A. B. Cecala

Significant strides have been made in optimizing the design of filtration and pressurization systems used on the enclosed cabs of mobile mining equipment to reduce respirable dust and provide the best air quality to the equipment operators. Considering all of the advances made in this area, one aspect that still needed to be evaluated was a comparison of the efficiencies of the different filters used in these systems. As high-efficiency particulate arrestance (HEPA) filters provide the highest filtering efficiency, the general assumption would be that they would also provide the greatest level of protection to workers. Researchers for the U.S. National Institute for Occupational Safety and Health (NIOSH) speculated, based upon a previous laboratory study, that filters with minimum efficiency reporting value, or MERV rating, of 16 may be a more appropriate choice than HEPA filters in most cases for the mining industry. A study was therefore performed comparing HEPA and MERV 16 filters on two kinds of underground limestone mining equipment, a roof bolter and a face drill, to evaluate this theory. Testing showed that, at the 95-percent confidence level, there was no statistical difference between the efficiencies of the two types of filters on the two kinds of mining equipment. As the MERV 16 filters were less restrictive, provided greater airflow and cab pressurization, cost less and required less-frequent replacement than the HEPA filters, the MERV 16 filters were concluded to be the optimal choice for both the roof bolter and the face drill in this comparative analysis case study. Another key finding of this study is the substantial improvement in the effectiveness of filtration and pressurization systems when using a final filter design.

Aug 1, 2016

By Daniel M. Flanagan

"Editor’s note: Each year, Mining Engineering features an industrial minerals review. Several people put in a fair amount of time in developing the material for this issue, all the while doing their own jobs. Thank you to the industrial minerals annual review editor, to the Industrial Minerals & Aggregates Division technical committee chair and vice chairs, and to the authors of the individual commodity profiles. Jim Norman, member SME, of Tetra Tech, is the industrial minerals annual review editor.Joe Garska, member SME, of Imerys, is chair of the Industrial Minerals &Aggregates Division’s Technical Committee.The technical committee vice chairs include:• Hyunjung Kim, member SME, of Chonbuk National University, agricultural materials.• Xihui Lin, member SME, of Kemira, ceramics and refractory materials.• Nikhil Gupta, member SME, of Virginia Tech, chemical raw materials.• Adam Rodriquez, member SME, of Penn State, construction aggregates.• LeDeana Roberts, member SME, of Imerys, fillers and pigments.• Harsha Kolla, member SME, of ChemEOR, sorbents, filters and process aids.• Edgar Blanco, member SME, of FLSmidth, specialty minerals.Their help makes possible this July industrial minerals issue. On behalf of ME readers, the editors thank them.During the past 25 years, U.S. ball clay production (the quantity sold or used by domestic producers) increased from 788 kt (869,000 st) in 1990 to an alltime high of 1.31 Mt (1.44 million st) in 2003 (Fig. 1). Housing construction within the United States, a leading market for ball clay-based ceramics and sanitaryware, began to decline in 2005, which resulted in a considerable decrease in sales of ball clay that continued through the 2008-2009 economic recession. After bottoming out at 831 kt (916,000 st) in 2009, ball clay production steadily increased through 2015 (Fig. 1). Estimated sales in 2015 were 36 percent higher than those in 1990 and 18 percent lower than those in 2003.Four companies (H.C. Spinks Clay Co., Imerys S.A., Old Hickory Clay Co., and Unimin Corp.), mined ball clay in five states during 2015. An estimated 1.7 Mt (1.18 million st) of ball clay valued at an estimated $47.5 million was sold or used by U.S. producers, a 4-percent increase from 1.03 Mt (1.14 million st) valued at $45.2 million in 2014. Approximately 65 percent of total ball clay production was air-float, 25 percent was crude or shredded and 10 percent was water-slurried"

Jul 1, 2016

By William Gleason

"In a time that seems to be dominated with nothing but bad news coming from the mining industry, there is a success story that has been quietly happening in Southwestern Wyoming for more than 60 years, and it is one that is likely to continue for many decades to come.Beneath the wind swept high desert plains of Sweetwater County, WY, about 32 km (20 miles) west of Green River, lies the Green River Basin where five companies, including Tata Chemicals North America (TCNA), are mining the world’s largest known deposit of trona and, in turn, are collectively producing 15.3 Mt/a (17 million stpy) of soda ash.“We have a long-term growth story that has been, and will continue to be a steady earner for many years to come,” said J. Martin Keighley, managing director of TCNA who has been in charge of the mine, formerly known as General Chemical Industrial Products Inc., for Tata Chemicals for about three years.According to the U.S. Bureau of Land Management (BLM), Keighley is safe with his prediction of future success. The BLM estimates that there are enough reserves in the Green River Basin to last another 2,000 years. Currently, four trona beds in the Green River Basin are being mined and in all, there are 25 major trona beds that occur within the Wilkins Peak Member of the Upper Eocene Age Green River Formation. The trona deposit as a whole covers about 2,500 km2 (1,000 sq miles) within the Green River Basin.And imagine, this economic mainstay in the region was discovered accidently.Prior to 1948, soda ash, the salable commodity that comes from trona and is used in a host of products including glass and detergent, was produced synthetically. In 1938, an oil and gas exploration team working in the Green River Basin came away with a find that would change the soda ash industry and the physical and employment landscape of southwestern Wyoming forever. Within 10 years, the communities of Green River and Rock Springs, which were built largely on the back of coal mining and railroads, had another commodity beneath their feet."

Jul 1, 2016

By S Carr-Cornish, K Moffat

Social licence to operate is developed and kept through managing both operational impacts and the relationship between local community and company. However, CSIRO research has demonstrated that in determining how accepting community members are of a mining operation, relational factors, such as procedural fairness and trust, are much more important than operational impacts, such as impacts on employment and the environment (Moffat and Zhang, 2015). Companies seek to develop relational factors through their engagement with local community; such engagement has many aspects, including, initially identifying stakeholders and positioning the company as part of the local community (Lacey et al, in prep; Thomson and Boutlier, 2011). These relational factors involve the social identities of people living in the community. Social identities are a part of people that shape their beliefs, based on their connections with various groups in their lives (Hogg et al, 2004).An engagement process, intentionally or not, inevitably interacts with the social identities of stakeholders (Crane and Ruebottom, 2011). For example, traditionally, at the very beginning of engagement processes, community members are assigned to categories using conventional stakeholder mapping and categorisation methods, often based on assumptions about stakeholders’ interests, which equates to assumptions about stakeholders’ social identities (Colvin, Witt and Lacey, 2016; International Council on Mining and Metals, 2012). Yet, there has been limited empirical inquiry into whether such categories reflect the social identities of stakeholders and if there is a bearing on relational factors, including, the perceived fairness of consultations and trust in mining companies (Crane and Ruebottom, 2011). Also at this time, companies commonly seek to create a presence in communities, for example, joining Chambers of Commerce and participating alongside community members. Again, there has been limited empirical inquiry into whether community members and companies identifying with the same overarching group and thus sharing aspects of social identity, influences relational factors (Crane and Ruebottom, 2011). In this study, we examined the effects of changing aspects of social identity by changing how stakeholders were identified and companies were positioned, on how stakeholders’ perceived a new mining operation, specifically how they perceived the procedural fairness of the proposed consultation process and trusted the company, two factors that underlie a company’s social licence to operate.CITATION:Carr-Cornish, S and Moffat, K, 2016. Out of the box – the power of social identities in engagement processes, in Proceedings Life-of-Mine 2016 Conference, pp 180–182 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jun 28, 2016

By T W. C Stambolie

Longwall mining is a form of underground mining and the principal extraction method for underground coal mining in Australia. The method is used in the mining of both thermal and metallurgical coal. The primary market for thermal longwall mines is that of the export market where price is governed against the Newcastle Thermal Benchmark index (globalCOAL, 2016).Australia’s thermal coal export outlook is considered moderate due to slower demand from major importing countries, as well as slowing domestic production. However, ‘Australia is projected to increase its share of world thermal coal exports and become the world’s largest exporter over the medium term as lower prices, increased domestic use and infrastructure constraints limit growth from other key suppliers’ (Office of the Chief Economist (OCE), 2016, pp 25, 58). On the contrary, and as a result of current global coal price trends, the basic economic principles of underground longwall coal mining are heavily stressed. From a life-of-mine perspective, influencing return on investment is at its greatest during project evaluation and execution. Appropriate and realistic economic assessment is paramount to ensuring the right outcomes are achieved under the current economic challenges.CITATION:Stambolie, T W C, 2016. Thermal coal industry – is longwall mining currently a life-of-mine option in Australia?, in Proceedings Life-of-Mine 2016 Conference, pp 57–61 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jun 28, 2016

By M L. Cramer, N P. Wines

"On 9 February 2014, bushfire embers landing on exposed coal in a disused pit at the Hazelwood mine in Victoria’s Latrobe Valley ignited a coal fire that burned for 45 days. The fire was the largest and longest burning mine fire to occur in the Latrobe Valley (Hazelwood Mine Fire Board of Inquiry, 2016). Two Victorian Government Boards of Inquiry have been held into the Hazelwood mine fire. The most recent, in 2015, included consideration of the regulation and implementation of rehabilitation practice at Hazelwood and the other two brown coalmines of the Latrobe Valley (Loy Yang and Yallourn; Government Gazette, 2015).The 2015 Hazelwood Mine Fire Board of Inquiry commissioned Accent Environmental Pty Ltd (Accent) to undertake a review of the financial mechanisms for mine rehabilitation and closure adopted in Australia and overseas (Accent, 2015). Specifically, Accent was engaged to identify ‘any practical, sustainable, efficient and effective alternative mechanisms to ensure rehabilitation of the mines as required by the [Victorian] Mineral Resources (Sustainable Development) Act 1990’ in accordance with Terms of Reference 10 (c) (Government Gazette, 2015).The review by Accent included consideration of a range of financial instruments such as bank guarantees, trust funds and insurance. It considered a number of financial assurance systems in operation in Australia, New Zealand, the European Union, Canada and the United States. These systems included: full and discount financial assurance systems predefined liability proportion systems pooled fund systems the use of post-closure financial mechanisms such as trust funds (Accent, 2015).What lessons can be learnt from other jurisdictions? Are there financial mechanisms already in place that could allow the Victorian Government and the mine operators to manage the risk of rehabilitation default3, lower rehabilitation liability, attain site rehabilitation objectives and allow eventual site relinquishment?CITATION:Cramer, M L and Wines, N P, 2016. Global lessons for a local problem – rehabilitation bonds and Victoria’s Latrobe Valley coalmines, in Proceedings Life-of-Mine 2016 Conference , pp 24–27 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Jun 28, 2016

By D Trembath

"One of the key risks to the success of a mining operation is the accuracy of the estimates of both the economic mineral and any accompanying contaminants contained within the ore reserve. Misrepresenting the mineralogical characteristics of the ore reserve can result in considerable financial investment in an operation that is in fact uneconomic and/or carries a significant environmental risk. This in turn can result in an unplanned closure of the operation with associated financial, environmental and social legacy. One way to minimise this risk is to undertake high density resource sampling to gain a better understanding of the resource characteristics. However, such an approach is expensive, time-consuming and often impractical. The risk of not having an accurate model is typically assessed during a feasibility study utilising a Monte Carlo simulation method or some form of sensitivity analysis. Importantly, the error margins used in these types of analyses are often based on subjective or very general criteria such as ‘professional judgement’ or an ‘industry standard’. This presentation introduces a conditional simulation method for developing a range of mineralogical distribution models. Based broadly on the method outlined in Journel and Kyriakidis (2004) the proposed approach develops this work further. It combines a geostatistical analysis of the available data with automated mine design software to provide a rigorous method for assessing the confidence in the mineralogical characterisation of the ore reserve. The process is based on simulating possible mine plans based on the statistical characteristics of the available resource sample data. These plans are then assessed against high resolution resource models generated using a Sequential Gaussian Simulation method. The outcome is confidence intervals for important characteristics of the ore reserve estimate relative to the actual resource. These confidence intervals are an objective and transparent measure important for assessing closure risks and represent an improvement over common practice.CITATION:Trembath, D, 2016. A simulation approach for improving the assessment of closure risks, in Proceedings Life-of-Mine 2016 Conference , pp 36–38 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Jun 28, 2016

By N Boughen, K Moffat, L Brooks, A Zhang

In 2015, Ernst and Young (EY) ranked socio-political license to operate (SPLTO) as the fifth greatest challenge to the mining sector (EY, 2015). The EY report asserts that SPLTO will continue to present a risk to the mining sector in the context of ‘increased activism, digitally connected stakeholders and politicians who need to respond to general consensus’. While there is no consensus on a definition, SPLTO is commonly regarded as the ongoing acceptance or approval of an operation by affected stakeholders (Moffat and Zhang, 2014; Thomson and Joyce, 2008) as well as those stakeholders that can affect the operation (Graafland, 2002). Warhurst (2001) relates the process of stakeholders granting SPLTO to the establishment of meaningful partnerships between operations, communities and government based on a variety of factors that build trust between stakeholders.From these accounts, we can see that understanding stakeholder attitudes about company performance and impacts on stakeholders directly affected by an operation are important in any attempts to measure SPLTO. Understanding the level of acceptance of an operation within these stakeholders provides a good proxy or outcome measure of SPLTO. Moreover, trust seems to be a central variable in the translation of these experiences of an operation into acceptance. What the mine or company does, its behaviour, degrades or builds trust with stakeholders, and this then affects acceptance (Moffat and Zhang, 2014).In addition, a strong emphasis is placed on the nature of the relationship between companies and stakeholders as influenced by inter-group interactions. It is not just what companies do well or poorly with respect to environmental impacts, for example, that will determine trust and acceptance, but how the company relates to its stakeholders at personal and group levels.These relationships between communities of stakeholders and extractive companies are dynamic. Brown and Fraser (2006) recognised the importance of industry being able to respond to the changing nature of societal approval and acceptance, arguing that ‘business must have regard for evolving social attitudes and expectations if it is to maintain its ‘social licence’’.This paper will describe a series of five pilot projects conducted by CSIRO with Anglo American in Australia and South Africa to generate a real-time understanding of SPLTO to guide more reflexive and effective social performance strategies.CITATION:Moffat, K, Boughen, N, Brooks, L and Zhang, A, 2016. Social licence in real-time – using dynamic methods to support a new kind of community relationship, in Proceedings Life-of-Mine 2016 Conference, pp 191–194 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jun 28, 2016

By J A. Braithwaite

Social licence to operate is not a new concept for the mining industry, referring to stakeholder approval or acceptance for the activities and impacts of a project, company or industry. It is intangible, dynamic and non-permanent, hence it needs to be earned and then maintained (Thomson and Boutilier, 2014). It has also been argued that social licence extends beyond building approval or acceptance, into engagement for long-term development (Owen and Kemp, 2012).There are many examples where stakeholder opposition – or withdrawal of social licence – have increased capital and operating costs, extended schedules and impacted reputation. At its extreme, the withdrawal of social licence to operate can also contribute to or be the catalyst for mine closure.The key benefit of obtaining a social licence is a reduction of risk. Stakeholder support and advocacy, as well as the implementation of social performance programs that contribute to social licence, can be beneficial in terms of schedule, costs and other benefits.While decisions to close a mine are generally driven by resource availability or economic conditions, the social, economic and environmental legacy remaining post-closure is of importance to many stakeholders. With a number of significant mines now approaching closure within Australia, we are seeing heightened community concern about the economic and social impact of mine closure and the success of land rehabilitation. So how does the concept of social licence to operate extend into the closure phase of the mining life cycle?CITATION:Braithwaite, J A, 2016. Social licence to close?, in Proceedings Life-of-Mine 2016 Conference, pp 176–179 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jun 28, 2016

By H von Blottnitz, A C. Keith

The influence of the life of a mine extends beyond its immediate vicinity both in geographic and temporal terms. Decisions around mine approvals are generally made based on economics, for the mine owner and immediate environmental and social impacts by governments and communities. The value from life-of-mine planning can also be viewed in a holistic frame across the entire value chain from mine to product user. This research examines the Carmichael Coal Mine in light of the holistic benefits and impacts along its value chain from the mine to relieving the lot of energy poor in India.CITATION:Keith, A C and von Blottnitz, H, 2016. Can Australian coal alleviate energy poverty in India – a case study, in Proceedings Life-of-Mine 2016 Conference , pp 52–56 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jun 28, 2016

By R Barritt, P Scott, K Albano

Successful closure of tailings storage facilities (TSFs) is an environmental issue faced globally by metalliferous mines. During the initial feasibility and design phase of the mine life importance is placed on the physical stability of above ground TSFs, largely driven by legislative requirements, whilst closure planning is often a secondary consideration. However, as the landform is further developed and constructed attention must be paid to regularly revisit the original closure plan and update it to achieve the best (sustainable) possible outcome for both the environment and stakeholders. A mine in northern Queensland is in the process of developing a closure strategy at their TSF. Appropriate closure measures for the TSF are required to mitigate the impact of any seepage emanating from the TSF on the groundwater and surface water receptors. O’Kane Consultants Pty Ltd (OKC) have provided the mine assistance with the development of a TSF cover system design in order to appropriately manage tailings during operations and to prepare for the facilities’ closure. OKC has collected data since 2007 from cover system field trials located on the TSF. To enhance engineering judgement in the design of future cover systems, calibration of soil-plant-atmosphere numerical models to field data (referred as ‘field response modelling’) were completed. Calibrated model inputs can be used to provide insight into long-term cover system performance as well as a tool for design of the final landform.Following a site investigation, materials characterisation and numerical modelling program various cover system alternatives were developed. Two of the preferred cover system alternatives referred to as Test Plot #1 (TP#1) and Test Plot #2 (TP#2) (Figure 1), were constructed at the site and instrumented. Monitoring instrumentation comprised several nests of in situ volumetric water content and thermal conductivity sensors to measure changes in water content, temperature and matric suction within the cover system materials and underlying tailings waste. Run-off collection buckets and a fully-automated meteorological station were also installed. CITATION:Barritt, R, Albano, K and Scott, P, 2016. Findings and conclusions following ‘long-term’ cover system monitoring – refinement of the conceptual design for tailings storage facility closure, in Proceedings Life-of-Mine 2016 Conference , pp 85–88 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jun 28, 2016

By C J. Unger, T Baumgartl, C J. Bond, P Sabourenkov, V C. Glenn

Social licence to mine is influenced by society’s perception of the mining sector’s ability to effectively rehabilitate mined land and for governments to appropriately regulate that process for the broader community benefit. In Queensland, Australia, many mine rehabilitation personnel working for active coalmines, as either staff, consultants or contractors, belong to the Central Queensland Mine Rehabilitation Group (CQMRG). The CQMRG was established 23 years ago with the aim of sharing informal knowledge related to practical aspects of rehabilitation in order to leave as positive a legacy as possible from mined land. This voluntary group of professionals also includes members from regulatory agencies and civil society. Within the dynamic regional mining environment, mine rehabilitation professionals benefit from sharing their informal knowledge.CQMRG is currently a group in transition. Mining boom and downturn cycles have exacerbated the loss of accumulated knowledge in the core CQMRG membership due to rapid changes in personnel at mines in the region. Additionally, some of the most experienced CQMRG-affiliated rehabilitation practitioners are approaching the end of their careers and want their valuable and less formal knowledge retained. This paper discusses the development of a research project that emerged in response to the anticipated loss of several decades’ worth of valuable knowledge as rehabilitation practitioners in CQMRG left the region or the workforce.CITATION:Unger, C J, Bond, C J, Baumgartl, T, Glenn, V C and Sabourenkov, P, 2016. ‘MRC-wiki’ – a mine rehabilitation and closure knowledge management tool for Central Queensland coalmine practitioners, in Proceedings Life-of-Mine 2016 Conference , pp 39–42 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jun 28, 2016

By M Cooksey, Z Zhu, N Langrené, W Chen, T Tarnopolskaya

"Dynamic decision-making can significantly increase the value of mining projects and deliver better sustainability outcomes under conditions of uncertainty. Despite its benefits, dynamic decision-making is rarely used by the mining industry, possibly because of the complexity of the algorithms used to make sequential decisions under uncertainty and difficulties in visualising the optimal strategies. To achieve better outcomes in practice, decision-makers in industry would benefit from a tool that would help them to understand and implement the results of the analysis.CSIRO is developing innovative dynamic decision support tools that include an intuitive graphical display of the boundaries between the regions of different optimal decisions, which would significantly assist optimal sequential decision-making under uncertainty. The dynamic decision support tool is based on novel stochastic optimal control methodologies that can be used to optimise decisions in situations with multiple uncertain variables and decisions (Tarnopolskaya, Chen and Bao, 2015; Chen et al, 2015; Langrené et al, 2015). The types of market uncertainties that can be considered include commodity prices, interest rates and exchange rate, while the key orebody uncertainties include the reserves, boundaries between ore types and even geometallurgical parameters.The dynamic decision support tools have a number of benefits and can be used to:construct optimal operational strategies and to optimally manage resources projectsgain insight into optimal strategies under different market conditions and project settings compare expected project values under different project settings and to select the setting that provides best sustainability outcomes.This extended abstract demonstrates the use and benefits of the dynamic decision support tools using a synthetic case study of a gold mine.CITATION:Chen, W, Langrené, N, Tarnopolskaya, T, Zhu, Z and Cooksey, M, 2016. Dynamic decisions under uncertainty – a case study on a gold mine, in Proceedings Life-of-Mine 2016 Conference, pp 20–23 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Jun 28, 2016

By M Grigorescu, S Crimp, J H. Hodgkinson, P Kokic, W Jin

Mines are typically located in remote, inhospitable locations and movement of materials between site, processor and port are often at risk from extreme weather events. Mining companies have recorded multiple supply chain, production and logistics delays caused by climatic events. Recent analyses of extreme temperature and rainfall events (90th and 99th percentile values) for 1960 to 1985 and 1986 highlighted regionalised increases in the frequency and intensity of extremes. The trajectory of this change is likely to be maintained (IPCC, 2014) in regions where increases have occurred historically, suggesting that some parts of the industry may be faced with management challenges beyond current experience (Hodgkinson et al, 2010; Loechel, Hodgkinson and Moffat, 2012). Reliance on historical data to plan for extremes (such as scheduling production downtime to reduce impact) will become increasingly ineffective as the data become less representative of future conditions. Importantly, mine site remediation and closure management need to consider the future climate to ensure rehabilitation is sustainable under changing conditions.Vulnerability assessments and risk-reducing adaptation will become more common as the industry reaches to secure both a mine’s longevity and the industry’s reputation as shareholders and clients become less tolerant of repeated or prolonged interruptions (Hodgkinson, Hobday and Pinkard, 2014). Climate-resilient new mines may be planned using site planning tools combined with knowledge of future climate scenarios. Scenario tools are valuable for developing a gated risk management approach to reducing climate-risk during a mine’s life, through to the rehabilitation process and for managing care and maintenance or closed mines.CITATION:Hodgkinson, J H, Crimp, S, Jin, W, Kokic, P and Grigorescu, M, 2016. Life-of-mine planning tools for a changing climate – intuitive, interrogative, iterative, in Proceedings Life-of-Mine 2016 Conference, pp 71–74 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jun 28, 2016

By K Hobbs

Mining is experiencing a difficult period of low profitability and declining productivity. To achieve sustainability, mining companies are challenged with improving output, quality and safety while decreasing costs. At the same time, organisations are having to manage a workforce in which individuals no longer accept a traditional style of management, employees prefer more flexible employment, and diversity within teams is becoming the expected norm.Increasing organisational diversity has been shown to have a positive impact on performance and therefore sustainability. Gender diversity and equality between working men and women is the area most studied in this regard. Executives are becoming more aware of the correlation between gender diversity and performance with some larger organisations having dedicated resources to increase the number and status of women in their organisations. Despite this, limited improvement in gender equality is apparent globally over the last decade with some industries, including mining, going backwards. So why is this the case and what other strategies are available?In 2015, the United Nations Women National Committee Australia (UN Women NCA) in conjunction with Autopia released a white paper discussing the lack of visible change in gender equality despite the widespread implementation of merit-based personnel management strategies. Using research from around the world and thoughts from influential government, education and business leaders, the paper ‘Rethinking Merit’ debunks the myth of the meritocracy. It provides a number of recommendations for organisations committed to improving their performance and sustainability through diversity, including a variety of real-life company examples, instead of relying solely on merit-based decision-making.This paper takes the recommendations of ‘Rethinking Merit’ and applies them to the mining industry. It shows the relevance that rethinking merit has for the industry and why applying the recommendations can result in an increase in diversity, therefore enabling greater performance and sustainability of mining companies. This paper provides case studies from Aurizon, Iluka Resources and BHP Billiton and, as a guide for managers, a generic diversity strategy designed to be implemented alongside traditional merit-based personnel management techniques.CITATION:Hobbs, K, 2016. Rethinking merit for a sustainable mining industry, in Proceedings International Mine Management Conference, pp 139-154 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jun 22, 2016

By T G. Neville, G Terrey, J Burns

This paper explores recent industry training programs and lessons for supervisors. The Belbin Team Role model was used to increase participants’ awareness of behaviour and its application. The application of the Belbin model to underground, open cut mine and quarry supervisors is discussed.The key to team success may rest with the expertise and experience of its members, but increasingly effectiveness depends on how team members understand, acknowledge and support each other’s behavioural strengths. Discovering strengths is a challenge, both for their measurement and for the encouragement of team members to use the knowledge of themselves and others in the team. Using behavioural models provides a constructive approach and a language for supervisors as they build personal motivation and engagement.Prima facie, the mineral industry’s work may be too vigorous for teams and their managers could be more prone to use ‘solo’ or traditional management styles. Managers and supervisors must know when work allocated to a team is appropriate or where individual effort should be applauded and rewarded. For practical people with well-developed technical skills, improving the soft skills necessary for a supervisor requires some reflection and effort. The Belbin behavioural model can be an effective tool for recognising characteristics that can assist teams to be more productive.Experiencing the Belbin Team Role model as part of an industry qualification is important for supervisors studying to refine their team leadership skills. Data are available for participants to assess the nature of their teams and to confront the appropriateness of the behavioural mix for the work of the team and its individual members.So what are the next steps? All team development must have a place in the strategic thinking and plans of the enterprise. This needs a visible presence of senior managers and supervisors in managing a team culture with practical links to workplace priorities and professional development with continuous improvement.CITATION:Burns, J, Terrey, G and Neville, T G, 2016. Supervisors and teams at work, in Proceedings International Mine Management Conference, pp 125-138 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jun 22, 2016

By J P. Sykes, A Trench

"The common-held view of the future of copper mining is one of declining quality of mineral resources and increasingly limited long-term development options. This decline, in turn, is viewed as inevitably leading to increasing economic, socio-political and environmental costs. As a result, new technologies and innovations will be required to mitigate cost escalation. The future is therefore typically summarised as a battle of a ‘below-ground’ declining quality asset base pushing costs upward versus ‘above-ground’ technology and innovation driving costs downward. The role that high quality new mineral discoveries could play in mitigating industry cost pressures is typically understated, if considered at all. New high quality discoveries can be mined at lower cost than existing assets and potentially if discovered in the right locations within a more amenable contemporary environmental and socio-political setting. Such deposits, once discovered, would improve the overall quality of the industry asset base, as well as benefitting their owners substantially through higher margins. However, to target new high quality deposits explorers need some understanding of the nature of high quality copper mines in the long-term future. Conventional scientific and economic techniques for analysing the future of copper supply, generally by studying the project pipeline, ignore as yet undiscovered resources and also struggle to fully incorporate the multiple internal and external factors that could impact upon copper mining practices in the future.Scenario analysis is specifically designed to consider multiple factors interacting in the future, and is thus more creative than simply looking at the visible project pipeline. The use of scenarios is therefore potentially capable of providing insight into aspects of the future of copper mining about which little is currently known or that remains considerably uncertain. In this study, the Oxford University Scenarios methodology was employed to analyse different plausible futures for copper mining and the consequent implications for exploration targeting strategies. The scenario analysis highlights two key dimensions or axes that serve to map out potential industry futures: firstly the technical and economic optimisation of the existing industry; and secondly the generation of new prospects or ‘search space’ for the copper industry. These two axes in turn frame four different scenarios for the future of the copper mining industry. These copper mining scenarios are then compared to the 20 largest existing copper mines and projects, and their owners, to determine if any represent an appropriately robust exploration targeting proxy: none do. The paper therefore concludes that efforts by industry are required to generate mine concepts that would be viable across all scenarios, and thus act also as exploration targeting proxies. In the interim, companies will have to seek to build portfolios that create an overall robust asset base, out of individually less robust assets. Failure to do this implies that consequential, irreversible strategic decisions lie ahead for the copper mining industry, which may be a threat to both incumbents and the very industry itself. This situation makes strategic exploration targeting in the copper industry very difficult.CITATION:Sykes, J P and Trench, A, 2016. Using scenarios to investigate the long-term future of copper mining and guide exploration targeting strategies, in Proceedings International Mine Management Conference, pp 265-290 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Jun 22, 2016

By B McCarthy

Mining has been typified of late as a boom and bust, cyclical industry operating against a steady decline in the size and quality of mineral deposits. Decreasing deposit grades and increasing costs of traditional mining techniques, all in the face of another commodity downturn, are forcing mining companies more than ever before to seek out new and innovative ways to operate. New technologies are emerging to model, control and track resources through the mining value chain, to move material about mines more efficiently, and to identify and separate ore from gangue early in the extraction process.Discovering such technologies however is only the first challenge for mining companies. Actually implementing technological change successfully has proved to be an even bigger challenge. Like for many industries, fulfilling the promised benefits for the expense and timing envisioned, has not been easy when innovative technologies are introduced.Citing the author’s insights and experiences in a number of emerging technologies, this paper explores barriers to implementing technological change in the mining context. Key elements of a change management framework, first developed for implementing mine management systems, are described to give mining executives insight into how they and their organisations can succeed through technology-driven change.CITATION:McCarthy, B, 2016. Successfully implementing technology-driven change in the mining environment, in Proceedings International Mine Management Conference, pp 89-104 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jun 22, 2016