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Gold was discovered at Waihi in 1878. In 1987 the modern Martha Mine opened in the middle of the town of Waihi. Newmont Waihi Gold as the current licence holder has been operating the mine since 2000. The current open pit was scheduled to stop production in mid 2006. An underground mine is currently being developed to the east of the town.   In 2001 serious subsidence issues from historical underground mine workings outside the mining licence and the forecast closure of the open pit acted as a catalyst for the development of new communication initiatives.   In this context Newmont Waihi Gold and the Hauraki District Council initiated a community consultation process with the people of Waihi. The Waihi Community Consultation Committee (WCCC) was established in May 2003. After an initial brief to act as a forum for community participation in closure and rehabilitation of the Martha Mine, the group quickly took on a much more proactive role working towards the long-term social, environmental, cultural, economic and spiritual sustainability of Waihi.   In the course of over three years of meetings all groups represented on the committee have presented their views, developed ideas and established an organisational structure to bring those ideas to fruition. The challenge now is to work together to consolidate likely options, seek sources of funding, produce business proposals and implement the plan for the future of Waihi.   This paper backgrounds the experience to date and describes the outcomes of the process. For more detail on process considerations this paper should be read in conjunction with Part C by process facilitators, T Clark and S Stewart. For more detail on progress towards the groupÆs goals and future possibilities, this paper should be read in conjunction with Part B by Vision Waihi Trust CEO, E Morrow.

Jan 1, 2006

As the surrounding environment continues to change and evolve, mine managers face a changing climate of expectations. TodayÆs mine managers must juggle competing pressures to deliver sound social, environmental and economic results. Leadership is a fundamental tool for the effective mine manager. Whilst mine managers require solid technical and operational skills, importantly the manager must be able to engage a workforce, build and retain employees and seize opportunity for growth and development when presented. An important tool for engaging employees in the business at Rio Tinto Aluminium is the business improvement programme. At Rio Tinto AluminiumÆs Weipa mine, the business improvement methodology Six Sigma is used to deliver measurable, sustainable outcomes for the business. The next step in Rio Tinto AluminiumÆs improvement journey is to implement Lean Manufacturing at all managed operations. The operating environment for mine managers continuously evolves and effective mine managers must be flexible and adaptive to meet challenges. Governance and regulation constantly change in an environment of commodity cycles and finite resources. This increases pressure on the economic return achieved by the operation. As such, effective mine managers must be aware of and manage the operating environment û the broader, issues-based environment not just the immediate day-to-day responsibility of mine managing. This includes delivering on safety, community and environmental priorities. At Rio Tinto Aluminium, part of managing the business is via investment in the area of social partnerships to engage employees and the broader community in Rio Tinto AluminiumÆs commitment to sustainability. The Future Reef partnership entered with the Great Barrier Reef Research Foundation in 2005 forms an important part of Rio Tinto AluminiumÆs climate change strategy. This four-year, A$1 million investment funds programmes looking at the effect of ocean acidification on the Great Barrier Reef. The partnership is a unique example of industry and science working together on an area of mutual and national concern. Modern mine managers require a broad set of skills to effectively deliver outcomes. TodayÆs mine managers must make innovative and courageous responses to determine todayÆs strategy for tomorrowÆs future.

Jan 1, 2006

WaihiÆs Cornish Pumphouse is located on the edge of town in a dynamic and changeable area where history affects the future. As in any successful project, ingenuity and team work have been significant factors in the planning and implementation of the buildingÆs relocation.   Work around the Pumphouse site commenced circa 1900 with preparation to sink the No 5 shaft. Construction of the pumphouse and the steam driven C pump was completed by 1904 with hints of what was to come evident in 1905 as the No5 Shaft collar had sunk 350mm in four years. By 1907 surface cracking developed over the Milking Cow cave area and in 1913 200 mm was cut off the main pumping rod as the ground was sinking at a rate of 25 mm per year.   In 1913 ground around No 6 shaft had subsided 600 mm.It was also the end of an era as steam gave way to hydroelectricity and electric pumps replaced the C Pump. C Pump was maintained as a backup from 1913 to 1929 and then finally scrapped. 25 years of underground caving operations removed approximately 400 000 cubic metres of ore leaving a 7 ha collapse crater that eventually became known as the mine lake.   On the edge of town a tension zone over the Royal Lode began to develop 50 m diameter chimney collapses as large scale blocks relaxed into unfilled stopes in the old Martha underground mine. After the 1999 collapse part of the main street was closed and after the 2001 collapse Hazard Zones were declared, more streets closed and areas evacuated and retired from residential use.   By 1984 the Pumphouse has approximately one degree of tilt and in 2002 tilt on the Pumphouse accelerated briefly and then settled down. Tilt accelerated again late in 2004 and a scoping study was initiated to define protection options for the pumphouse. The Martha Mining Licence requires Newmont to 'Take whatever precautions are necessary to protect the old Cornish Pumphouse adjacent to No5 shaft' and viable solutions needed to found.   Any work on the Pumphouse comes standard with a wide range of stakeholders, governing agencies and legal framework to consider. Land Information New Zealand (LINZ) is owner and administrator of the pumphouse.

Jan 1, 2006

By Yi Feng Shi

The ISASMELT process is a submerged lance smelting technology operating in smelters in Australia, the USA, Belgium, India, Germany, Malaysia and China. Further plants are under construction in Peru and Zambia. Initially developed at Mount Isa Mines, Australia, the technology is marketed by Xstrata Technology to companies around the world. Yunnan Copper Co. Ltd. (YCC) commissioned the first copper ISASMELT furnace in China in 2002. The plant quickly ramped up to design capacity and the first campaign lasted more than 2 years. Now into the second campaign, the furnace is exceeding the original design capacity and YCC has won numerous awards for its contribution to reducing emissions and energy consumption. YCC and Xstrata put great effort into managing the design, construction and commissioning of the smelter. Xstrata?s technology was combined with YCC?s novel management approach. This effort has been repaid in terms of the outstanding performance of the plant since startup. This paper updates the reader on the first few years? operation of the YCC ISASMELT plant and discusses the way in which the technology was transferred, leading to fast rampup and, as a result, enhanced profitability for the operators.

Jan 1, 2006

As a result of cheap Maui gas and plentiful hydro-electricity, over the past few decades New Zealand has enjoyed some of the cheapest energy of any OECD country. The situation is changing; at best we are facing some radical changes in energy use, at worst we are facing a crisis resulting from the following:   Cause 1: Maui gas will be exhausted by 2012. Distorted pricing and supply contracts; resulted in Huntly Power Station, a coal mine mouth generator running on 70 per cent Maui gas until very recently!   Cause 2: Investment in new generating capacity (and transmission) is woefully inadequate; as a result hydro lake levels are being continually pushed to the limits.   Cause 3: Distorted thinking is everywhere, for example; æWe will find more cheap gasÆ. æGas is clean û coal is dirtyÆ. Hot air  û ægreen alternatives such as wind generation will save usÆ. æNo NuclearÆ. The outcomes of the distorted thinking will be price increases, then shortages (there is nothing like "black-outs" to focus national thinking) and finally recession.   But what can NZ do? - Mine Coal. Coal jump-started the industrial revolution, it can provide the transition to post-gas and oil. NZ has the second highest reserves of coal per capita in the world, yet we use less that any other country with significant coal reserves. Our exports of our best coal have increased threefold, yet out own consumption has remained static at about 1-1.5 Mtpa for the last 30 years. Our coal is NZ owned and inexpensive relative to other energy sources, even allowing for infrastructure and environmental costs.   What can we do? We as mining professionals can promote informed responsible development and investment in the country's mining and energy business. We can galvanise public opinion on issues such as æunbundlingÆ our entire energy chain from mine-to generator-through transmission, even if the nuclear issue has to wait! With oil above US$70/bbl substitution is feasible. For individuals, there is always solar!

Jan 1, 2006

By Steve Kral

As the mining industry watches commodity prices continue to soar, the question on most everyone’s mind is how long will this upcycle last. The con-census among speakers and attendees at the SME Annual Meeting and Exhibit is that this cycle is sustainable. The buzz at the meeting was, of course, the current boom cycle the industry is in. Most agree that China’s huge appetite for mineral commodities is part of the force driving the upturn. But the improving economies of other developing nations also plays a role. However, along with the good times come challenges. Speakers at the keynote session addressed some of the challenges and offered their opinions on the sustainability of the boom.

Jan 1, 2006

By C. Samson, R. S. Smith, S. W. Hefford

"Abstract - Time-domain electromagnetic systems are most sensitive to highly conductive targets during the transmitter on-time. Data collected during the on-time is highly influenced by the geometric relationship between the transmitter and the receiver. Unless corrections can be applied for these geometric variations, the ability to correctly detect and identify highly conductive targets can not be fully realized. Variables affecting the relative position between the transmitter and receiver include changes in the position of the receiver with respect to the transmitter, variations in transmitter attitude, and transmitter loop deformation. The level of accuracy in the determination of the relative geometry required to permit complete removal of the effects due to geometric variations is different for each of the variables and is dependent on the depth of the target. The most influential geometric variation involves changes in the relative position of the receiver with respect to the transmitter along the direction of flight; this variable, therefore, requires the highest degree of accuracy. The accuracy required for receiver motions along the vertical direction is roughly one order of magnitude less, and in the lateral direction, several orders of magnitude less. The objective of this paper is to relate the sensitivity of the response to transmitter-receiver geometry to the ability of an airborne, time-domain electromagnetic system to resolve a highly conductive vertical target. This is achieved by a detailed analysis of the effect of the individual x, y, and z distances between the transmitter and the receiver, the transmitter attitude (roll, pitch, and yaw), and transmitter deformation.Sommaire - Les systèmes électromagnétiques en domaine temporel sont particulièrement sensibles aux cibles à forte conductivité durant le temps d’excitation. Les données collectées durant l’émission du transmetteur sont fortement affectées par les relations géométriques entre le transmetteur et le récepteur. Si un facteur de correction n’est pas introduit pour tenir compte de ces variations géométriques, la capacité de ces systèmes à détecter et identifier correctement les cibles fortement conductrices ne peut pas être pleinement réalisée. Les facteurs affectant les positions relatives du transmetteur et du récepteur comprennent les changements de position du récepteur relativement au transmetteur, les changements d’altitude du transmetteur et la déformation de la boucle du transmetteur. Le degré de précision requis pour déterminer la configuration nécesaire pour compenser complètement l‘effet des changements géométriques est différent pour chacune des variables et dépend de la profondeur de la cible. Les changements géométriques qui ont le plus d’influence sont ceux qui font varier la position du récepteur relativement au transmetteur dans l’axe de la ligne de vol; c’est donc cette variable qu’il faut contrôler avec le plus de précision. La précision requise pour le suivi des mouvements du récepteur le long de l’axe vertical est moindre d’environ un ordre de grandeur, tandis que selon l’axe latéral elle est diminuée de plusieurs ordres de grandeur. Le but du présent article est d’établir comment la susceptibilité de la réponse à la géométrie transmetteur-récepteur affecte la capacité d’un système électromagnétique en domaine temporel aéroporté à reconnaître une cible verticale fortement conductrice. Cet objectif est atteint par l’analyse détaillée de l’effet individuel des distances x, y, et z entre le transmetteur et le récepteur, l’attitude du transmetteur (lacet, roulis, tangage) et la déformation du transmetteur."

Jan 1, 2006

By Prosper Lamothe

El presente texto describe los distintos métodos y criterios empleados en la valoración de yacimientos o activos mineros de Chile, asimismo se realiza un análisis comparativo de los distintos métodos para explicar las distintas distorsiones, errores, riesgo e imprecisiones de cada uno de ellos. En este sentido, las empresas son concientes de los riesgos y el impacto que tienen en el valor comercial, los modelos de estimación de recurso y las reservasmineras. mineras. Por ello, las opciones reales son actualmente la técnica que permite valorar y controlar en cierto modo la cobertura de riesgo del negocio.

Sep 12, 2005

By G. McIsaac

This paper discusses the formulation of a linear program with the objective of maximizing the cash flow of the long-term plan of an underground operation. A mine is split into eleven independent ore zones, each characterized by its reserves, required development, and mining method. Based on practical considerations, maximum rates are set for each zone?s development and production capacity. For the total mine plan, a minimum daily production rate is set along with a minimum feed grade to the mill. A maximum daily development capacity is set based on the equipment and labour available. Proven and probable ore is mined preferentially over possible ore in the early years of the plan. Also, the fixed cost of operating the mine is taken into consideration whenever mining activities take place. Once the linear program is solved, it can be critically reviewed, and unrealistic results can be identified. Some resource allocations constraints can then be changed in certain sectors, and new results can be analyzed. ?Whatif? scenarios can also be examined, such as determining the impact of hiring a contractor to develop a given sector, or dropping an ore zone completely from the plan.

Sep 1, 2005

By John D. Lupton

This paper will discuss the benefits and advantages of using 3D survey data in stope analysis. Obtaining detailed 3D survey data of underground mine progress and production is a challenge. It is almost impossible to ?see? around corners, underneath overhangs, or deep into dark, dusty, humid underground voids. Thus, valuable ore can remain permanently encased in backfill. Without the benefit of 3D survey data, underground mines have the difficult task of meeting grade quotas without the benefit of knowing exactly what has been mined. Lack of this data usually results in unfavorable month end Reconciliation factors, where grades must be adjusted to match grades assessed by the Mill.

Apr 1, 2005

By A. Dave Mackintosh

In 2001, at the CIM AGM in Quebec, a paper discussing poor ground conditions in a newly opened area at Agrium?s Vanscoy Potash Operation?s, suggested load transfer around old workings as a possible reason for the early room failure. High closure rates are expected in deeper regions however the rapid failure of walls immediately behind the face resulted in protective guards being mounted on and behind the borer. The high closure and early rib failure continued well past any reasonable distance to be explained by load transfer around old workings and investigations continued into possible reasons other than simply depth. Detailed investigations into the mineralogy and crystal fabric of the ore zone provided one possibility, which combined with a changed borer cutting profile are now believed to have contributed greatly to the poor conditions.

Apr 1, 2005

By Terry A. Lee

The grade of mineral resource estimates underpin all major economic considerations of mining prospects. While there are reporting requirements to satisfy when stating a mineral resource estimate, an examination of NI 43-101 style reports suggests that authors believe that there are a number of ways of addressing these requirements. As a reader of these reports, some processes are helpful and others are not so in getting a real appreciation of how realistic is the mineral resource estimate. Critical to the quality of the mineral resource estimate is how realistic is the economic mineral concentration component. In many cases, this parameter is called grade. The industry experiences increased difficulty in achieving realistic grade estimates as the sample grade variability increases. The level of transparency in a mineral resource estimate is very much a function of the competence of the author. An objective presentation of the critical data, such as grade sampling variability can assist a reader in determining if the geology of the mineral concentration is adequately understood and how realistic is mineral resource grade estimate. This paper has considered 75 NI 43-101 style reports released in the past 2 years. The review demonstrates features that were helpful in determining how realistic the mineral resource grade estimate is. If there is insufficient transparency in a report, there is a high probability that the mineral resource grade estimate will not be realistic.

Apr 1, 2005

By Joseph Sawicz

By now, the concept of remotely controlling heavy equipment in underground mines has become commonplace. Personnel safety is the biggest justifier for remote control, followed by an inherent cost saving (in certain cases) when wireless video is added to the mix. There are a handful of vendors targeting this need, and for years the mines have remained loyal to their brand. But as the number of remote-control related accidents and maintenance costs increase it forces our industry to take another look at this commonplace concept. And as the blinders are taken off, the mines are getting the revelation that not all remote control systems were created equally. This paper highlights the differences between various remote control systems, and then moves into an in-depth look at HARD-LINE?s package which drastically cuts maintenance costs, and also provides a solid investment toward full Tele-operation.

Apr 1, 2005

Agenda ? Introduction ? Inmet?s Operations and Closed Properties ? Inmet?s SECA Philosophy ? Inmet?s SECA Framework ? The Business Case for TSM ? Inmet?s TSM Reporting ? Inmet?s 2004 TSM Performance ? Opportunities for Improvement ? What Have We Learned From The TSM Process So Far? ? Summary Introduction ? Inmet has evolved into a strong TSM supporter ? Inmet is confident that TSM can be successfully and cost effectively implemented by smaller companies ? Inmet?s reporting on economic, environmental and social performance was raised significantly in our 2003 Annual Report ? a signal our commitment to good performance and improvement in these areas ? Our 2004 Annual Report has been further enhanced with the inclusion of our TSM performance

Apr 1, 2005

By Matthew R. Ward

This paper aims to describe the reasons and methods to extend enterprise networks into underground mines. Currently mines use a number of communication networks for telephones, PLCs, two-way VHF radio and computer networking. Each system can have different wiring, protocols, converters and interfaces all which require expansion and maintenance. The convergence of voice, video and data using Ethernet and TCP/IP has the very real benefit of one ?wire? for underground networks. Now that the majority of underground equipment can communicate using TCP/IP, network convergence can offer reduced network expansion and maintenance costs. Cost savings are good, but the truly exciting aspect of network convergence using Ethernet is the low-cost, high speed wireless networking now available . These wireless networks offer an opportunity to facilitate mining automation even on a small budget. How would mine operators change they way they operate if they could gather vehicle location and data in real time? What about controlling equipment remotely? The list of applications is long and includes traffic control, dispatching, real-time ore blending, tele-operation, automated production reporting, vehicle health monitoring, elimination of paper forms and immediate network access for surveyors and geologists. An ideal converged network for underground mining would be robust, inexpensive, easy to expand, enable fast and secure connections while keeping voice communication performance equivalent or better than what is now provided by VHF radio

Apr 1, 2005

By Robert Gannicott

??A mining company without the burden of operating a mine ??Management focused on marketing a high-quality, run-of-mine range of Canadian diamonds ??Robust revenue stream ??Specialist diamond knowledge ??Canadian exploration and development expertise ??BUT ??Single asset revenue base from depleting ore reserve ??Limited influence on production plans

Apr 1, 2005

By Fidelis T. Suorineni

Rapid drifting enables quicker access to orebodies, higher productivity rates and a resultant reduction in activity costs. Increased advance rates, by examination of the key components (face preparation and drilling, hole loading and blasting, scaling, mucking and support installation) in the development cycle, and optimizing these processes is a high priority for research in the Canadian mining industry. Support installation time alone is typically 36 to 46% of the total development cycle time. A reduction in support installation time or techniques and alternative scaling strategies could result in significant gains in drift development advance rates. Support Staging and hydroscaling within the drift cycle could offer alternative drift development sequences that could reduce the overall cycle time. MIRARCO?s research into the support and hydroscaling processes for rapid drift development also suggests that there are many other factors (e.g. mine ventilation services) that have a significant impact on the rate of advance. These factors should be considered to promote and manage safe and rapid drift development. Constraints to the rapid drift development processes can only be overcome by sound construction management practices. In other words, the goals of rapid drifting can be achieved by the implementation of contractor-type construction management. This paper examines various constraints and processes affecting rapid drift development and draws attention to other factors affecting safe rapid drift development.

Apr 1, 2005

By Paul T. Fitzgerald

Risk financing solutions are emerging to fully address environmental liabilities for mining operations. Supported by specialized insurance and alternative risk transfer (ART) products, mine owners can fund, cap and guarantee the environmental liabilities and closure obligations of a mine within a financial structure that will be acceptable to regulators. An environmental risk financing program will permit an owner to transfer the liabilities and indeed the ownership of a site to a third party that has the ability and resources to responsibly execute the closure plan. A properly structured program will be financially viable for the owner and will also respond to community and environmental opposition concerns about sustainable development and the environmental legacies associated with mining activities.

Apr 1, 2005

By Bob Rappolt

Discussion Points Part 1: Global Mining Industry/Related Issues ? Historical Metal Price Trends. ? Historical LME Metal Stockpiles. ? China?s Demand for Metal. ? World Population Growth, Demands and Development. Discussion Points (cont?d) Part 2: Canadian Mining Industry ? Where are we? And where are we going? ? What progress have we made in the past 20 years regarding: ? Safety -Employee Levels ? Labour -Relative Compensation ? Productivity - Technological Advance ? Where do we stand regarding mineral production? ? What does the future hold for us?

Apr 1, 2005

By Matthew D. Meyer

SMART, an association of surface mining companies formed in 1995 to develop a coordinated approach to technology development for the mining industry, has recognized the need for the establishment of a worldwide database that continuously collects mining equipment data and provides metrics related to productivity and cost. Under the auspices of SMART, Syncrude Canada, Suncor Energy and Albian Sands Energy (three oil sands mining operations located in northern Alberta) have established a pilot project for mine benchmarking. This presentation will include a review of the pilot progress including: ???Data gathering techniques: means of collection and storage, proposed practice for data control and normalization, access to data/reports and format for data. ???Reports/analyses for individuals, across groups, within the total industry pool and publicly. ???Security and confidentiality of information belonging to identified parties. ???Sharing of best practices among members. SMART has identified two key deliverables to ensure success of the project. First, data supplied from surface mines must be validated and normalized to common definitions and then analyzed to provide participating companies with regular reports that allow them to understand their position and resultant opportunities to achieve world-class performance. This model maintains granularity of the data for each operation that can then be recombined into standard comparisons or specific indices as required. The general categories of: operating delays, maintenance downtime, standby, and scheduled downtime, have been used to frame comparisons. Second, participating companies are looking to go behind the indices to identify and share best practices that distinguish particular operations. The spirit of cooperation between the companies involved in the pilot project is meant to be a model for future expansion of the benchmarking project.

Apr 1, 2005