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By F I. Cox, D Peeler, T Bodisco

"Diesel particulate matter (DPM), in particular, has been likened in a somewhat inflammatory manner to be the ‘next asbestos’.From the business change perspective, there are three areas holding the industry back from fully engaging with the issue:There is no real feedback loop in any operational sense to assess the impact of investment or application of controls to manage diesel emissions.DPM are getting ever smaller and more numerous, but there is no practical way of measuring them to regulate them in the field. Mass, the current basis of regulation, is becoming less and less relevant.Diesel emissions management is generally wholly viewed as a cost, yet there are significant areas of benefit available from good management.This paper discusses a feedback approach to address these three areas to move the industry forward. The six main areas of benefit from providing a feedback loop by continuously monitoring diesel emissions have been identified: Condition-based maintenance. Emissions change instantaneously if engine condition changes. Operator performance. An operator can use a lot more fuel for little incremental work output through poor technique or discipline. Vehicle utilisation. Operating hours achieved and ratios of idling to under power affect the proportion of emissions produced with no economic value. Fuel efficiency. This allows visibility into other contributing configuration and environmental factors for the vehicle. Emission rates. This allows scope to directly address the required ratio of ventilation to diesel emissions. Total carbon emissions. For National Greenhouse Emissions Reporting (NGER)-type reporting requirements, calculating the emissions individually from each vehicle rather than just reporting on fuel delivered to a site.CITATION:Cox, F I, Bodisco, T and Peeler, D, 2014. Continuous remote emissions monitoring – the lynchpin for air quality management, in Proceedings 12th AusIMM Underground Operators’ Conference 2014, pp 137–142 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Mar 24, 2014

By I Özen, G Chitumbura

A paper identifying anticipated challenges in the extraction of the N3500 Orebody at Glencore Xstrata Copper’s Mount Isa Copper Operations was written in 2007. The paper identified the depth of the deposit, the anticipated high stresses, talc alteration and issues with ground support as factors that may affect production. A number of strategies were planned to cope with these issues. After six years of extraction those strategies are evaluated and additional measures taken are outlined. Strategies to cope with the limited mine life are presented, and methods to overcome additional challenges encountered during production are described.CITATION:Chitumbura, G, Matthews, D, Özen, I and Jackson, S, 2014. One mile underground – mining the N3500 orebody at Mount Isa Mines, in Proceedings 12th AusIMM Underground Operators’ Conference 2014 , pp 265–282 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Mar 24, 2014

By S Long, A J Koen, D MacKay

The Mt Wright Underground Mine is located near the town of Ravenswood in North Queensland and is operated by Carpentaria Gold – a wholly owned subsidiary of Resolute Mining Limited. Following the evolution of the mine plan through a number of stages, the ‘sublevel shrinkage (SLS) with continuous fill’ mining method was implemented in 2010 to extract the Mt Wright orebody. The production front in this mining method is similar to a sublevel cave (SLC) operation; however, backfill is placed into the top of the production zone as opposed to requiring the overlying strata to cave.Continuous fill to replace the void created by extracting the ore was required to manage the potential risks associated with the proximity of infrastructure to the footwall, associated long-term stability and air blast potential due to the limited ‘cavability’ of the material within the cave zone. The available fill material was sourced from a disused waste dump from a previous open pit operation, which introduced further technical and economic risks associated with dilution from ‘no grade’ broken material. Procedures and processes to manage these risks have been incorporated into the operation of the mine.Despite encountering a number of challenges, the SLS method has been in use for approximately three years at Mt Wright and has proven to be viable economically, technically and operationally. This paper will discuss the challenges encountered and what was done to overcome them, the operational and financial performance to date, along with the outcomes of some successful continuous improvement projects that have improved the efficiency of the operation.CITATION:Mackay, D, Long, S and Koen, A J, 2014. Sublevel shrinkage – the Mt Wright story, in Proceedings 12th AusIMM Underground Operators’ Conference 2014 , pp 205–216 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Mar 24, 2014

By D Kent, R Paine

"Automated mining systems are increasingly being seen as a key requirement for a productive mining operation in the future. The importance of an integrated communication network infrastructure to support such systems is growing.This paper outlines the introduction of automated mining systems in large conventional mines as well as their growing role in block cave mines currently operating or being developed. The paper will then focus on a case study of how the communication infrastructure is fundamental to the operation of such systems and explain why the resultant communication networks require much more than just increased bandwidth (data capacity) to properly support the automation system within the overall mine operation.Mining operations already embarking down this road are discovering that the required network must be based on a true enterprise level architecture to not only enable the mine’s current plans for remote and automated mining, but also provide a scalable and integrated platform for future developments and requirements. The emerging issues for the communication network to truly support automation systems include: increased complexities of operating and maintaining multiple networks integration issues with disparate systems problems with reporting particularly as demands for corporate reporting and compatibility with enterprise systems become the norm ongoing management challenges, which will only increase with the proliferation of new technologies.The paper will explore how certain mining operations are addressing this by adopting a long-term strategy for automation deployment, which includes laying the necessary foundation architecture to meet their current requirements, while supporting their future visions for the fully automated mine.CITATION:Paine, R and Kent, D, 2014. Developing the foundation communication infrastructure to support remote and automated mining initiatives in underground mines, in Proceedings 12th AusIMM Underground Operators’ Conference 2014, pp 151–158 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Mar 24, 2014

By B E. Hall, J Poniewierski, A J. Hills

Following a review of life-of-asset work at MMG’s Rosebery mine in which a proposal to increase production from 0.8 Mt/a to 1.2 Mt/a was mooted, questions were raised as to the seemingly arbitrary reasoning for the production increase. They included: Did the proposal actually add value? Was the production rate from the mine sustainable? Was it the best identifiable value-adding configuration?A multiple scenario analysis study commenced to model how various cut-off grade values against mill throughput, along with associated capital expenditure, would impact on the potential value of the operation. This was carried out utilising the ‘hill of value’ approach promoted by AMC Consultants.The traditional approach to these studies uses a constant cut-off value (NSR – net smelter return) for the whole mine analysis. This was thought to potentially introduce a large amount of variability to the model as different ore types were thought to have different processing costs and different underground lenses were thought to have different mining costs. With the aim of developing a consistent value measure that would be comparable between the lenses, an alternative measure was suggested for all ore block values in this model, irrespective of lens location.The new measure used was a mine variable value (MVV). This allowed for the variable factors of final metal concentrate production to be removed from the ore value. From a mining point this was the haulage distance from ore source to run-of-mine (ROM). For the mill it was the amount of reagents required, varying based on grade together with the amount of power required for crushing, grinding and tailings handling.From the initial run of the model, preliminary results lead to a conclusion of increased value being gained by either increasing cut-off grade or increased mill throughput rate. The validity of the result was tested using alternative price scenarios, which although changed the absolute value achieved did not significantly change the identified value-adding strategies. The realisation of these value increases identified are however contingent on higher sustainable development rates being able to be achieved mine-wide, higher backfilling rates being able to be achieved and overcoming recognised ventilation constraints. Further detailed studies are being put in place to identify the practicality of overcoming these recognised constraints and achieving the higher-value strategies identified.The ongoing objective of the hill of value model built is to keep the model alive as a life-of-asset planning tool and to continue refining the foundation data, such that various mining strategies can be analysed with increased confidence.CITATION:Hills, A J, Hall, B E and Poniewierski, J, 2014. Mining scenario analysis and mine variable value, in Proceedings 12th AusIMM Underground Operators’ Conference 2014 , pp 111–118 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Mar 24, 2014

By R J. Wood

Raise drilling (or raise boring) is not a new technology or methodology. The first raise drilling machine was developed by The Robbins Company (TRC) of the USA in 1962. TRC manufactured the first tunnel boring machine (TBM) in 1952 and Jim Robbins, the founder of the company wanted to ‘turn the TBM concept on its head’ so to speak.Many improvements have ensued in the 50 years since the first machine. Such improvements include advances in the drill rod and thread design, cutters and reaming heads. Raise boring would not have been possible without the development of the tungsten carbide insert cutters and there have been big advances in both the carbide technology and in the mechanical design of the cutters.Over time mines have developed deeper with a greater use of diesel equipment resulting in greater ventilation requirements. This in turn means larger and deeper ventilation shafts. There have also been improvements in directional drilling techniques. This all combines with the need and ability to construct larger shafts using the safe method of raise drilling. With suitable geotechnical conditions the RBR900VF is capable of drilling shafts to a diameter and depth of greater than 8 m and 2000 m respectively. Greater diameters are possible over shorter lengths with suitable ground conditions.The RBR900VF was designed and manufactured to specifications developed by Macmahon. This machine has the greatest thrust and torque capability of any machine in the world. It enables cutters to be more heavily loaded in the larger diameter heads and this is essential for efficient rock excavation. Additional features of the new machine include minimal manual handling to provide a safer working environment and higher strength steel for the drill rods providing additional safety margin.CITATION:Wood, R J, 2014. A revolution in raise boring – the development of the RBR900VF, in Proceedings 12th AusIMM Underground Operators’ Conference 2014 , pp 171–178 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Mar 24, 2014

By J B Tucker, A T. McGrath

Situated in north-west Queensland, Australia, the Ernest Henry Mine (EHM) has been producing copper and gold since 1996. Owned and operated by Glencore Xstrata, ore is currently sourced from a newly developed underground sublevel cave (SLC) mine below the old EHM open pit (the pit). Ore feed to the concentrator is supplemented by satellite open pits comprising the Mount Margaret operation.The transition from open pit to a producing underground mine involved a complex extraction sequence for the first two production sublevels on RL1650 and RL1625. Underground mining during cave initiation was further complicated when south wall instability prevented completion of the final open pit shell. The transition mining phase included mass firing of an inclined crown pillar between the initial SLC void and the pit followed by a combination of transverse and longitudinal SLC mining.The inclined crown pillar mass firing was the first significant milestone in the extraction of the transition ore block. Comprising approximately 890 000 t of in situ material; 70 000 m of drilling was charged with 351 t of emulsion and 6026 electronic detonators to initiate the single mass firing. The firing contained five direction changes over 19 seconds making it one of the largest and most complex underground blasts ever conducted in Australia.Risk management was integrated into every facet of the technical and operational planning and execution of the transition mining phase, whilst maintaining daily mine construction and production commitments. This paper provides a detailed overview of the transition objectives and constraints, mining method selection, post mass blast outcomes and the journey ahead.CITATION:McGrath, A T, Campbell, A D and Tucker, J B, 2014. Transition of the Ernest Henry Mine from open pit to an underground sublevel cave, in Proceedings 12th AusIMM Underground Operators’ Conference 2014 , pp 297–308 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Mar 24, 2014

By J Harris, J Li, M Shi, P A. Kirsch, D Sprott

Australia has an enviable global reputation as a leader in health and safety outcomes in the hazardous industry of mining, in part due to an increased application of risk management regarding operational planning and mining practice. In 2010, the Australian Coal Association Research Program (ACARP) initiated a major project, RISKGATE, to build, capture and deliver a national body of knowledge to assist companies with the management of risk in coal mining. The online system contains information for tyres, collisions, fires, isolation, strata underground, ground control open cut, explosions, explosives underground, explosives open cut, manual tasks, slips/trips/falls, outbursts, coal bumps and bursts, human–machine interface, tailings dams, occupational hygiene and inrush. In 2014, RISKGATE is developing content for fitness for work (fatigue, drugs, alcohol, physical well-being, psychosocial well-being).This paper analyses underground mining fatalities in Australia and the United States since 2002 and introduces RISKGATE with a focus on the knowledge base for management of hazards in underground operations. Through capturing coal industry expert operational knowledge, RISKGATE provides a cumulative corporate memory at a time of high personnel turnover within the mining industry. This coal-based body of knowledge is a platform that can be evaluated and implemented for other mining domains and high-risk industries within the energy supply chain.CITATION:Kirsch, P A, Shi, M, Harris, J, Li, J and Sprott, D, 2014. RISKGATE and underground operations, in Proceedings 12th AusIMM Underground Operators’ Conference 2014 , pp 11–18 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Mar 24, 2014

By C Jones

When the Paulsens operation was poised to be placed on care and maintenance, Bill Beament and the rest of the Northern Star Resources (NSR) team capitalised on the opportunity to send the Ashburton region’s only operating gold mine into the record books.A three-stage strategy was devised by NSR to pay off the acquisition and maximise the return from the operation. The first stage was to mine the 55 000 oz mine plan and pay off the cost of the acquisition, then maintain profitable production beyond the seven months and re-establish a mine life. The second stage involved an early commitment to a 220 m long diamond drill drive being placed in the hanging wall of the orebody from which the extensions of the orebody could be further explored, allowing the second stage of the plan to come into effect and extend the mine life by converting Inferred Resources into the mine plan. The third stage of the initial plan was to utilise this drill drive and continue to drill deeper holes beyond the current limit of drilling in the ore zones to extend the orebody and increase the mine’s life.With an ever growing desire to further expand, the young company took on the bold move of establishing its own mining services division. A critical element to the success of this was ensuring that the right people were recruited with the appropriate specialised skill sets.Aligning common goals amongst all NSR team members, from the board and senior management to the work force on site, was critical to integrate the new and driven direction that Paulsens had adopted. It was essential to change the focus and a shift in all employees’ attitudes and values from a mine that was all but down and out, to a site that wanted to be kicking some serious goals.Teaming together a passionate and driven leader with a strong allied workforce was always going to put NSR in the best position possible to make Paulsens the success story that it now is. But without the calculated risks and enthusiastic attitude, the little known mine site in the Pilbara might have remained just that.CITATION:Jones, C, 2014. The Paulsens transformation – a shining light under a northern star, in Proceedings 12th AusIMM Underground Operators’ Conference 2014 , pp 191–196 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Mar 24, 2014

By R Burke, G Ramage, C Donnelly

Over the decades, Redpath has undertaken a multitude of tunnelling and underground excavation projects for civil and mining clients both domestically and internationally. These projects have been undertaken through varying strata conditions with differing excavation methods in remote locations and in central business districts.With the recent turbulent nature of the global financial environment, project drivers have been challenged with the emphasis being placed on methods to gain early access to orebodies, rapid development techniques, lower capital costs and reduced labour requirements to name a few.A number of mining companies seeking to achieve these objectives have commenced the journey to better understand the operational constraints, challenges and opportunities that may be available with the use of alternative excavation methods.The development of safe and effective alternative excavation methods that comply with both domestic and international mining legislation and regulatory requirements is a challenge the industry needs to embrace. Given the current cost pressures being faced by the Australian mining industry, some alternative excavation methods offer the potential for longer term sustainability and rapid development of resources.More recently work has been undertaken on a project that challenged the norm and implemented an alternative excavation method with the use of an excavator with a rotating drum cutter head.This paper will review this recent project and provide technical and operational insight into some of the challenges faced in implementing an alternative excavation method in the metalliferous industry.CITATION:Donnelly, C, Ramage, G and Burke, R, 2014. Challenging the norm – alternative excavation method in mining, in Proceedings 12th AusIMM Underground Operators’ Conference 2014 , pp 187–190 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Mar 24, 2014

By I T. Ross

In the last 50 years there have been tremendous improvements in equipment used in development on underground mines. Compressed air powered jacklegs have been replaced by high powered electro-hydraulic drifters on sophisticated drill jumbos and load haul dump units have taken over from small shovels and rail cars.Despite the increase in power applied in key parts of the development cycle, average advance rates have fallen and costs have increased. The factor that is most often regarded as the main contributor to slowing advance rates is increased support requirements. Whilst there is no denying that the drive to improve safety has resulted in the requirement for more bolting and the installation of a skin support (mesh or shotcrete), this is not the only factor.Within the industry as a whole, many of the basic principles of development appear to have been lost over time. This paper looks at a historical case study and discusses some of the features of old development cycles that are no longer in use. This highlights some of the basics that appear to have been forgotten. These may be indicators to what may provide improvements in the conventional drill and blast development cycle.CITATION:Ross, I T, 2014. Development – back to basics, in Proceedings 12th AusIMM Underground Operators’ Conference 2014 , pp 67–74 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Mar 24, 2014

By D Cumming-Potvin

Incidents that trap miners in underground mines have serious consequences for the miners and the mine operators involved. It is of utmost importance that mine operators utilise all available tools when trying to locate and rescue trapped miners. From testing conducted at underground hard rock mines, Cumming-Potvin et al (2013) found that pre-existing microseismic monitoring systems, which are routinely used for seismic risk management, have the potential to be used for detecting and locating trapped miners.This paper reflects on the Anzac Day seismic event that trapped two miners at Tasmania Mine, Beaconsfield, on 25 April 2006. The Anzac Day event occurred at 2123 on a Tuesday evening. Rescuers were unable to confirm that the trapped miners had survived until 1930 on Sunday evening. It is not possible to speculate on how the rescue operation may have been different had the technology to use the microseismic monitoring system for the purpose of detecting the trapped miners been available. However, it almost certainly would have been different. The recent research project has demonstrated that knowing the fate of the Beaconsfield miners might have been achievable up to 100 hours earlier than was the case in 2006. That knowledge would have been invaluable to the rescue effort.By examining the seismic array at the Tasmania Mine, the reliability of detection over the working levels of the mine could be quantified. Had the methodology been available, adding six additional sensors (at a cost of $40 000), would have been sufficient to increase the likelihood of detection to greater than 90 per cent in the working levels of the mine. This was true both at the time of closure of the mine in 2012, and just prior to the Anzac day event.CITATION:Cumming-Potvin, D and Hills, P B, 2014. Use of a pre-existing microseismic monitoring system to detect trapped miners (with reflections on Beaconsfield 2006), in Proceedings 12th AusIMM Underground Operators’ Conference 2014 , pp 143–150 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Mar 24, 2014

By S Coughlan

"A personal account of my journey from a student from suburban Melbourne in the 1970s through 40 odd years in and around the mining industry including the important events that have moulded my thinking and, as result, have formed the guiding principles of the mining contracting business and related entities that make up the Byrnecut Group. On reflection the game of chance has played a big part in the journey, from the selection of initial study based on my parents financial capability and the one and only offer of early employment by Western Mining Corporation where the formative phase of my career took place in what was the vibrant can do environment that existed in Kambalda in the 1970s and early 1980s. Subsequently the unplanned meeting with Frank Lubbock drawing me back to Kalgoorlie from Fiji in 1987 and the resultant formation of a private mining contracting business, the excitement of the mid 1980s Kalgoorlie mining environment followed by the turmoil of the 1987 stock market crash where business survival was the game, resulting in a relationship with the German based Thyssen Group.Thereafter the development of a large privately owned international multifaceted mining services group and the principles behind that growth. These include: development of strategic personnel and retention of those personnel cashflow management and debt within a private company scenario recognising opportunity for synergetic growth but insisting on market forces driving those business elements, as opposed to internal divisions group-wide sustainable business systems, particularly in relation to leading safety and training processes innovation and renewal to provide the elusive advantage in a competitive market the role of entrepreneurial small businesses in development of technology.The above principles combine to make a margin in a cut throat contracting environment, competing on the world stage against other contractors and owner mining options.CITATION:Coughlan, S, 2014. A miner’s journey, in Proceedings 12th AusIMM Underground Operators’ Conference 2014, pp 3–10 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Mar 24, 2014

By C Beal

Proper understanding and management of production drilling in sublevel cave (SLC) mines is essential for meeting production targets and for avoiding inefficiencies that could lead to costly bottlenecks. In many SLC mine management models drilling is considered a derivative activity of firing and bogging. Its scheduling is considered to be implied in a firing schedule and given an arbitrary target completion, ‘several weeks’ or ‘a month’, ahead of production firing. Like development, drilling activities are most efficient when conducted separately from other production activities. Unlike development, however, it is not apparent during planning and feasibility how far in advance of firing drilling activities ought to be conducted. This paper presents a method of defining a minimum threshold of drilled stocks above which drilling, firing and bogging operations occur most efficiently. As an example, the drilling activities, procedures, and maintenance at Glencore Xstrata’s Ernest Henry Mine are presented, and the larger scale consequences of improvements to these areas are presented to illustrate their importance in the operation of an SLC mine.CITATION:Beal, C, 2014. Understanding the role of production drilling and drilled stocks in efficient operation of a sublevel cave mine, in Proceedings 12th AusIMM Underground Operators’ Conference 2014 , pp 235–242 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Mar 24, 2014

By David J. Hatem

Public-private partnerships (PPP) are gaining in popularity at the federal, state and local levels as the public sector seeks private capital to finance infrastructure and other projects that traditionally have been funded with public funds. In general, a PPP involves a development agreement between a public owner and a private sector concessionaire. Under the development agreement, the concessionaire is responsible for financing, designing, constructing and typically operating and maintaining the completed project for a concession period (often multi-decades in duration). The concessionaire typically enters into an agreement ? the design-build agreement ? with a design-builder to design and construct the project. The concessionaire may secure financing from banks, investors or from a combination of these and other sources (collectively the financier). While the PPP experience in the United States has been modest to date, an increasing number of projects involving tunneling or other significant subsurface work are already being delivered in the PPP mode. Public owners have significant options to address risk allocation for subsurface conditions on PPP projects. The same sound and fundamental principles of fairness in risk allocation that apply in other major subsurface projects should be applied and adopted in the PPP context

Mar 1, 2014

By Andrew C. Katen

The mining industry faces increasing geopolitical risk in the coming decades. Constraints such as resource nationalism, corruption and social license could grow to outweigh fundamental limitations like geology or supply and demand (Ernst & Young, 2013; Verrastro et al. 2010). Lurking beneath these more immediate and palpable concerns, however, may be more significant risks entrenched in geography and history. Deep-rooted cultural and strategic forces that emerge slowly ? or erupt suddenly and unexpectedly ? can generate momentous and far-reaching political, social and economic changes. While multinational enterprises routinely assess for political risk, the nature of minerals extraction means long-term and systemic geopolitical conditions are especially important for mining companies to identify and understand. Mine development is a decades-long process that binds companies to the land and makes changing course to avert emerging threats a difficult and costly option. Consequently, geopolitical assessment is a pertinent and valuable tool that mining companies can use to more comprehensively evaluate strategic threats and opportunities. Geopolitics is the study of society, politics and strategy through the lens of geography (Gray, 1996). Its emphasis on relatively permanent physical features of the earth makes geopolitics a uniquely valuable tool for assessing political risk. Topography, climate and natural resources have shaped, constrained and motivated peoples and governments throughout history. These influences transcend regimes, policies and borders ? and even states themselves ? which, by contrast, change often and dramatically. Framing politics against mountains, deserts and rivers supports identification of historical patterns and forecasts of emerging trends. In other words, the physical map provides an objective and consistent model for studying a subjective and dynamic subject such as politics (Sloan and Gray, 1999). Consequently, geopolitical assessment can highlight threats and opportunities that go unaddressed by other risk methodologies that emphasize current conditions (Glancy, 2012). Taken together, the permanence of geography, hindsight afforded by centuries of political history, and interconnectedness of world events makes geopolitical assessment a valuable approach for conceptualizing strategic risk.

Mar 1, 2014

By Heather Wright

Shovel operators are one step closer to having a better tool to operate and monitor their equipment. The development of a unified shovel interface is proceeding into phase three, focused on producing a standard application programming interface (API) for connecting onboard devices. This solution will positively impact safety, performance and productivity, and is the result of collaborative work driven by the Global Mining Standards and Guidelines Group (GMSG). Proof of concept revealed During the spring of 2013, Peck Tech Consulting was engaged to develop the working proof of concept (POC) software implementation, which integrates multiple vendors? systems into a single interface using one-to-two displays. As a result, the GMSG developed a functioning, manipulatable, unified shovel interface proof of concept and unveiled it at the World Mining Conference in August in Montreal. The proof of concept effectively provides a unified operator interface that pulls together the many divergent systems onboard large shovels.

Mar 1, 2014

We have lived through a period of strong metal pricing during the past eight to 10 years. Copper has been hovering in the range of $3-$4/lb during much of the past eight years, averaging close to $3.30/lb. Gold increased steadily from less than $300/oz levels in the early 2000s, reaching almost $1,890/oz in the third quarter of 2011, before tempering back down to the $1,200-1,400/oz range in 2013. Iron ore prices started to rise in 2005 before the staggering increases experienced in 2008- 2010, reaching almost $190/metric ton in early 2011. During the past four years, iron ore prices have ranged from $100-180/t, averaging approximately $140/t. In the aftermath of such a run, it is perhaps too easy to forget where we have come from: The copper price averaged just 77 cents/lb during the six-year period from 1998 to 2003, and averaged just over $1/lb from 1989 to 1997. The gold price averaged $350/oz during the 10-year period from 1994 to 2003. Even more dramatically, iron ore traded in the range of $10-$15/t between 1985 and 2004. So, we have seen sustained, three- to four-fold increases in copper and gold prices, and 8 to 10-fold increases in iron ore prices.

Mar 1, 2014

By Steve Kral

The Northwest Mining Association (NWMA) has been an advocate for the U.S. mining industry since 1895. For several decades, the organization has represented mining members located mostly in the Northwest and some southwestern Canadian provinces. Today, though, the NWMA?s membership is located in 42 states and seven provinces and has become a national voice for the mining industry. So, during the association?s 119th and final meeting as the NWMA, a name change was announced. The organization is now called the American Exploration and Mining Association (AEMA). But that?s not all that has changed, according to the association. The new name reflects more closely the diversity and location of the AEMA?s membership. It will still be an advocate for the mining industry, dealing with land, environmental and community issues on state and federal levels. The conference, held in December 2013 in Reno, NV, attracted about 2,500 attendees. And the accompanying exhibit included 230 equipment and service suppliers in 246 booths. Technical programming ran the gamut of mining industry issues and technologies, including surface and underground mining; high technology systems and automation in mining, metallurgy and exploration; along with social issues, finance and safety. The following is a sample of some of the sessions.

Mar 1, 2014

By K. H. McDaniel

People are our most valuable resource. It is as true today as any point in mining history as we face unprecedented personnel shortages aggravated by a workforce that is aging, significant generational gaps and difficulties recruiting younger professionals all amidst increasing global mineral demand. The educational system has a similar, but slightly contrary problem. Many historically strong mining engineering programs have died. Now, fewer mining oriented universities are trying to produce more students in order to meet the demand. Moreover, their situation is aggravated by a similarly aging workforce, a general lack of mid-career PhD?s with the interest and field experience to teach effectively, an extremely slow hiring and funding process, and an inability to be competitive against private industry compensation packages. The traditional instructional model, while not necessarily broken, is most certainly dated, and can penalize programs and students where schools do not have in-house expertise in a given topic. Mining companies, like Rio Tinto, have the opportunity, if not necessarily the obligation, to positively influence how this model works. Educational Partnerships may be the key. This paper will address some observations, and possibilities, associated with Rio Tinto?s efforts in this area.

Feb 23, 2014