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Your thoughts on the current status of the global minerals industries? The global economic, technological, social and political changes of the last two decades of the 20th century resulted in the emergence of a restructured minerals industry. This industry is now based on a new cost-cutting philosophy; utilization of modern technology; productivity gains rather than production tonnages; diversification of mineral markets; and globalization of exploration, mining and processing. Quantity and tons used to be the focus. The emphasis today is on remaining competitive in the marketplace by lowering per-unit production costs as much as possible. What factors and trends will impact the minerals industries in this, the 21st century? A number of parameters will impact minerals operations and shape the future sustainability and growth of the minerals industries. Increased demand for minerals will be accompanied by the demand for technical advancements. We will also see a continued emphasis on health and safety, environmental stewardship, and education and training. Let me elaborate.

Jan 1, 2002

Located 350 km west of Sydney and 20 km outside Orange, NSW, lies the Ridgeway Gold Mine û NewcrestÆs flagship Underground Gold Mine. Key to success at Ridgeway has been the fast tracked development of the 3.8 km, 1 in 5.3 conveyor decline which houses the 850 t/hr conveying system feeding the dedicated Ridgeway Concentrator, built adjacent to the existing Cadia Hill Concentrator. Eroc was contracted to develop the steep conveyor decline, drawing on its personnel and experience from past metalliferous, tunnelling and coal mining projects to complete the ambitious schedule within 12 months. This paper deals with the complexities and experiences in safely delivering what is understood to be one of AustraliaÆs steepest declines of any substantial length in a metalliferous mine.

Jan 1, 2002

By Keith Gordon

The recent discoveries of hydrothermal activity in the ocean off New Zealand have created interest in the business community in the commercial possibilities of mining associated marine polymetallic sulfides. This interest is more so, as this hydrothermal activity is in much shallower depths, between 120 ? 1800 meters, than the typical 2400m in other parts of the oceans. Mining for other ocean deposits around NZ, such as phosphate nodules and off-shore deposits from gold bearing river beds is also attracting interest. The question is: - how can these deposits be mined without spending the enormous sums of money required for specialized mining technology? There are no dedicated off- the-shelf systems designed exclusively for underwater mining. Such systems require expensive development and manufacturing processes and then, are most probably designed for only one specific purpose. The costs involved place such equipment beyond the means of smaller entrepreneurial groups and only the big companies have the resources required. However, large companies are normally reluctant to take the risk of investing large sums of money into deep ocean projects. Australia and New Zealand, until recent times, have been somewhat isolated from European and North American technical resources - especially in the field of underwater technology. Over the past century such isolation has often led to solving problems with what has become locally known as ? ?the number 8 gauge wire method?. This approach to problem solving entails using whatever is available to get the job done and keep costs down. In the old days with NZ technology being mainly based around farming, a piece of No. 8 gauge fencing wire, although not designed for the purpose, was often used to fix various problems ? hence the term.

Jan 1, 2002

By C. F. Strydom

Paper written on project work carried out in partial fulfilment of B. Eng (Mining Engineering) degree The Self-directed work team concept is the product of relentless performance pressure on American industries during the late eighties and early nineties from other world industrial leaders like Japan. The concept proved to be a successful vehicle by which the Americans could increase their production and improve their safety statistics. The aim of this study is to evaluate the concept as a means to improve the overall performance on South African goldmines. he study is directed by a historical research section, answering questions like: ?Why do we need to change? ?What is a Self-directed work team? ?What are the principle advantages of the concept? ?What are the essential requirements for the concept to succeed? The study also includes an empirical research section that focuses on the current Self-directed work team situation in the South African gold mining industry. The empirical research section is limited to three case studies within Anglogold due to a study period of only six weeks. The mines chosen for the case studies have been labelled Mine 1, Mine 2 and Mine 3. The latter being the base mine allowing for a more in depth study. This includes a perception analysis towards Self-directed work teams within the mine. The study proves the truth of the Latin proverb ?Tempora mutantur, nos et mutamur in illis? meaning ?The times are changing, and we are changing with them?. The chief change catalysts identified are a dwindling gold price and a projected labour crisis. From the study it is evident that the Self-directed work team concept disposes of the critical parameters required for a dramatic improvement in performance. The study also indicates that for the concept to succeed, certain factors like top-level commitment and management-employee trust have to be in place. Sadly, the concluding part of the study proves that very few of the identified critical success parameters are present in the South African gold mining industry. This can serve to explain why the industry only has success with the concept when monetary gain is the chief motivator. The study only focuses on the reasons why the concept is not performing to its full potential and does not wander into explaining the reasons for the current unsupportive milieu in the industry. Self-directed work teams could well rescue the South Africangold mining industry but currently we are driving a square pin into a round hole! [Terminology SDWT?Self-directed work teams AEL?Adventure Experiential Learning ISW?In-stope worker POLC?Plan, organize, lead and control TEC?Total employee costed Silo?The confinement of departments preventing networking JCI?Johannesburg Consolidated Investment Co. Ltd]

Jan 1, 2002

By A. W. (Sandy) Neilson

Whether you are a general contractor who hires subcontractors to perform blasting work or you have your own blasting crew, it is extremely important to understand how Business Liability Insurance works, regardless of who is ultimately providing the coverage. If close attention is not paid to the limitations and preblast survey requirements under most policies that provide blasting coverage, you could find yourself facing an uninsured loss.

Jan 1, 2002

By Johann van Wjk

Mandatory Codes of Practice to Combat Rock Fall Accidents came into force on South African Collieries in 1997. These were drawn up in accordance with guidelines issued by the Chief Inspector of Mines, The Codes of Practice (CoP's) are legal documents in terms of the South African Mine Health and Safety Act 1996. One of the main results Of the introduction of the COP'S from a practitioner's point of view is that they formalized much of what would have constituted a typical visit to an underground section previously. Other important requirements were as Billows: Support rules and Strata Control Standard Procedures were to be drawn tip. Identification of Special Areas (areas requiring a higher level of rock engineering input and with, typically, higher order of support and restrictions on mining geometries), Changing conditions underground to he identified timeously. Implementation of the CoP to he monitored. To comply with these requirements on Ingwe Collieries (a division of BHPO Billiton Energy Coal) it was decided to produce too separate forms to be used in conjunction with each other. The first of these, the "Underground Section Physical Risk Rating" measures the physical conditions in each section whereas the second form, the "Section Perfomance Rating" determines how well the section personnel are Coping with the conditions. This form also pleasures compliance with the Support Rules and Strata Control Standards. Both forms are essentially risk matrices but with various scenarios described, each with a certain weighting. The "Risk and Performance Form" system for bord and pillar operations has by now been used for five years in the Ingwe and Eyesizwe Mining Collieries and has achieved a great deal of acceptance. This system has enabled the quantification of previously subjective observations and has improved the strata control awareness and management of underground mining sections. Amongst other initiatives it has assisted ill reducing the severity and frequency of fall of-ground accidents.

Jan 1, 2002

By G C. Kiel, G J. Nicholson

Corporate governance has never been more topical. A glance at any major newspaper or business publication will reveal a litany of corporate failures based upon the governance of the organisations involved (eg Byrne, 2002; Hayes, 2002; The Economist, 2002). The increased compliance requirements and speculative nature of our industry means that corporate governance systems are, if anything, more important than in the general business community (Arthur, 2001). Rather than focus exclusively on the contribution of governance to corporate failure within the mining industry, however, our objective in this paper is to examine how boards can add value to the corporations that they govern. In order to highlight how a board can add value to a company, we commence by outlining the role of the board in the modern corporation in general and the mining industry in particular. We then introduce the concept of shareholder value and identify the steps on which a board needs to focus to enhance shareholder value through value tracking processes. Our discussion pays particular attention to the importance of organisational culture to the companyÆs activities and utilises three case studies from the mining industry. We conclude with an overview of what mining boards can do to enhance their culture and drive performance changes for the benefit of the companies they govern.

Jan 1, 2002

By Steve Dillingham

PHYSICAL BLAST DATA Pattern Description All measurements related to the description of the physical blast pattern must be made with the mind-set that it has to tell a powerful factual story enabling a future accurate reconstruction of the event. A case has never been lost because too much factual information was available to assist investigators. An accurate physical description of the pattern must be provided based on the blaster’s observations of the pattern actually loaded. The blaster must measure the pattern size, depth, face heights, etc., recording only accurate results. All too often, a blaster records simple pattern sizes and information relayed to him or her from the driller, or from a phone call into the office the night before for powder pre-load inventory purposes. If a pattern was actually measured on the job site by the blaster to be 8.5 x 9.5’, it may, in fact, originally have been ordered at 9’x9’, 8’x9’, or 9’x l0’. In a claim situation, particularly flyrock, recording a “generalization” of what was loaded could result in an interpretation of a blaster’s negligence due to “not knowing or caring” what the actual pattern was, and not loading appropriately for conditions. It is important to remember that other documentation exists such as a drill log from a contract driller or mine records that may provide a different interpretation of the loaded pattern.

Jan 1, 2002

By S. J. Dillingham

One of the primary goals of every blaster is to achieve the optimum blast design. Too much focus on efficient design, however, can cloud certain issues and exposures that must be addressed if the entire project is to be considered .successful.. Due to the known human response to blast effects and inherent dangers present in the use of explosives, the potential for the project being delayed or shutdown, or the blaster and associated company being named as a defendant in a lawsuit, is always a possibility. Therefore, the blast design and associated project bid must incorporate sound safety contingences and procedures that address those .what-if. Scenarios that may arise as a result of vibration, flyrock, public relations, and job-site personal safety.

Jan 1, 2002

By M E. Barley, A D. George, M Kneeshaw

Detailed pit and outcrop mapping of sedimentary rocks and their alteration is providing insights into fluvial processes that operated during deposition of the world-class Yandi channel iron deposit. Five prominent rock units are traceable along the strike of the Yandi deposit and permit correlation of open pits and mesas. These units are the Eastern Clay Horizon (ECH), granule-pebble conglomerate (GPC), Main Ore Zone (MOZ), Basal Denatured Zone (BDZ), and Basal Conglomerate (BCONG). The upper part of the deposit is characterised by a transition from spheroidal grains with well-defined rims and nuclei to larger, subangular grains with poorly developed rims. The distribution of rock types and sedimentary features such as lateral accretion surfaces, channel scours and fills, graded bedding, cross-bedding, reworked horizons, and slumped strata are common at Yandi and indicate deposition in a fluvial system. Bedding is well preserved despite modification of original grain shapes and textures and introduction of secondary silica and alumina in the upper part of the deposit. The high lithic and clay content of the GPC and ECH possibly reflect changes in source area or a hiatus in deposition of the Marillana Pisolite. The MOZ and the BDZ may be the same depositional unit with the latter recording alteration by groundwater and destruction of primary textures and other sedimentary features. The BCONG is a channel lag deposit reworked during deposition of the MOZ. This interpretation is supported by the dominance of basement-derived lithic clasts, the presence of BCONG clasts, the variable thickness of the unit along strike and the presence of BCONG clasts in the BDZ.

Jan 1, 2002

By G Hall

BHP BillitonÆs (BHPB) Yandi ore deposit is a channel iron deposit (CID) in the Pilbara district of WA. The ore is predominantly a goethite-hematite pisolite and overlays a clay at the base of the deposit. Knowledge of the location of the contact prior to mining is critical to maximise ore extraction and minimise contamination from and mining of the underlying clays which contain high levels of alumina. The contact between the iron ore and the clay is highly irregular. Traditionally the contact has been delineated by closely spaced drilling û this can be expensive and since each drill hole only provides a point sample measurement, irregularities in the contact surface can be missed. In September 2001, three high resolution geophysical techniques were trialled to see if they could be used to improve the efficiency and accuracy of ore delineation. The three techniques were resistivity imaging, ground penetrating radar and electromagnetic conductivity imaging. The resistivity data showed a favourable correlation with the available ground truth data from drilling. Using this ground truth data as a calibration, an interpretation of the depth to the base of the channel iron deposit (CID) ore was constructed for the areas surveyed. A significant attribute of the method is that the position of the base of the ore is imaged continuously along the lines that are surveyed rather than at discrete points. No continuous well defined ground penetrating radar (GPR) reflections were observed from the base of the CID ore. There did appear to be some correlation between the range of echo times that reflections were observed and the drill data, however the precision to which the range of echo times could be estimated was of the order of several metres and therefore not adequate to replace current procedures. The electromagnetic data showed good correlations with the existence of shallow clays but did not discriminate between variations in CID ore depth. This technique is therefore not suitable for mapping the base of the CID ore but may still be useful as a rapid tool for mapping the position of clay bands.

Jan 1, 2002

By Steve Dillingham

A blast site incident has just occurred. Tensions are high, and, as the blaster, you’re in charge of the crisis at hand. Your mind is reeling, your thoughts frantic. The main areas of concern for you at the scene are to deal with immediate problems...aid the injured, take a head count, assess the damage, call emergency response, contact company headquarters, calm the neighbors, update your customer, and respond to the press on site. You feel as if all the bases have been covered...but, then again, have they? One of the biggest mistakes blasters and their companies can make is not including their Insurance carrier in the critical on-site accident procedures and emergency call list. Unfortunately, many companies believe that they are immune to the perils that can often, within a matter of minutes, create chaos that only happens to someone else.

Jan 1, 2002

By Dan Kump

This paper provides an overview of Barrick Gold's Bullfrog underground mine backfill program. The Bullfrog underground mine was a gold mine that primarily used the underhand cut-and-fill mining method. The first portal was established June 18, 1991, and mining continued until Dec. 29, 1998. This paper begins with a discussion of the events that took place to reach about 1.8 kt/d (2,000 stpd) of backfill. It ends with a commentary of what was learned. The Bullfrog experience suggests that there are two essential factors to a successful backfill program: a well-graded aggregate supply and proper placing procedures.

Jan 1, 2002

After considerable input from the mining industry, the Canadian Securities Administrators (CSA) finalised National Instrument 43-101: Standards of Disclosure for Mineral Projects. This Instrument, which became law across Canada on 1 February 2001, applies to all technical public disclosure on mineral projects and requires all technical disclosure to be based on the work of a æqualified personÆ (QP). While the QP is quite similar to the Competent Person in Australia there are important differences when it comes to all disclosure. This paper will summarise the main areas in which the Instrument introduces major changes to Canadian disclosure standards on mineral projects including the role and responsibility of the qualified person; the increased requirements to file technical reports; the incorporation by reference of the October 2000 CIM definitions of resources and reserves and additional rules governing written disclosure of scientific and technical information. In October 2001, eight months after the implementation of NI 43-101, the CSA compiled a list of frequently asked questions (FAQs) and CSA responses to assist mining industry participants and their advisors in understanding and applying NI-43-101. This document has been well received by industry. The CSA plans to update the FAQs when further guidance is requested. Two industry committees have been established to provide the CSA with technical advice on the application of NI 43-101. As recommended by the Ontario Securities Commission/Toronto Stock Exchange Mining Standards Task Force, the CSA has established an external industry advisory committee û the Mining Technical Advisory and Monitoring Committee (MTAMC) û to monitor the application of NI 43-101 and advise the CSA on industry and professional developments. The role of the CSA-Canadian Institute of Mining, Metallurgy and Petroleum (CIM) Working Committee on Reserves and Resources is to ensure that the future changes and updates to the CIM Standards can be efficiently and effectively incorporated in NI 43-101. During this first year, the Canadian securities regulators have seen an improvement in the quality of disclosure on mineral projects, which will increase investor confidence in the industry.

Jan 1, 2002

By A. Mezei

A process has been developed to recover cobalt, gold and bismuth from the NICO deposit in Canada. The process consists of a bulk rougher flotation followed by an optional separation by flotation to produce a bismuth concentrate and a cobalt concentrate, grading on average 12.8 % Bi and 1.8% Co, respectively. Cobalt is leached by pressure oxidation at 97% efficiency, producing a pregnant solution suitable for further processing. Before optimization, about 38% of the bismuth is recovered in the selective concentrate, wherefrom it is recovered by ferric chloride leaching followed by cementation, at overall efficiencies exceeding 98%. The gold is recovered from the cobalt and bismuth leach residues by cyanidation, at 95% efficiency. Previous work described the results of the leaching of the concentrates, recovery of gold (Part I) and the recovery of bismuth (Part 11). This work describes the results of the cobalt recovery testwork and the resulting conceptual flowsheet. The sulfur dioxide-oxygen system was the most efficient for the oxidationlprecipitation of iron and arsenic from cobalt bearing pregnant leach solutions, producing purified solutions assaying <1 mg/L As and <8 mg/L Fe. The efficiency of cobalt solvent extraction (from the resulting purified PLS containing about 1 g/L Co) ranged from 9 1 to 98%; the co-extractions ranged from 88 to 100% for copper, from 28 to 33% for magnesium, from 6 to 7% for calcium and from 96 to 98% for zinc. Sulphide precipitation processes (using either sulfur dioxidelelemental sulfur or sodium sulfide) produced residual copper concentrations in the cobalt strip solution ranging from 0.1 to 2 mg/L Cu. About 90% of the calcium and magnesium were separated by scrubbing the organic with cobalt sulfate, producing residual concentrations of 12 mg/L Ca and from 180 to 330 mg/L Mg in typical feed solutions directed to cobalt carbonate precipitation tests. Cobalt carbonate precipitation efficiencies ranged from 75 to 78% when calcium and magnesium co- precipitations were restricted from 8 to 17% and 0.3 to 0.4%, respectively. The limits required by most stringent specifications on commercial grade cobalt carbonate products were met or exceeded.

Jan 1, 2002

By W Herrmann, R R. Large

Volcanic-hosted massive sulfide (VHMS) deposits in ancient, submarine volcanic belts of Australia include mound, lens and sheet-style Zn-rich polymetallic deposits, massive and disseminated pyritic Cu-Au deposits and disseminated, stratabound Au-only deposits. Variation in morphologies, metal ratios, volcanic environments and alteration features indicates there exists a spectrum of deposits from the classic VHMS model, to hybrids between VHMS-porphyry Cu and VHMS-epithermal end members. Zn-rich, polymetallic deposits form eitheron, or just below, the seafloor, whereas the Cu-Au and Au-only deposits form sub-seafloor by replacement of specific volcanic lithologies. Alteration zoned outwards from quartz -> chlorite -> sericite ¦ carbonate is typical of VHMS deposits across the spectrum. Quartz and carbonate alteration is dominant in the Au-only systems,chlorite alteration is commonly developed close to Cu-rich ores, and sericite and carbonate alteration zones are well developed in the stratiform Zn-rich ores. The most useful geochemical vectors for Zn-rich ores are the alteration index [AI=100(MgO + K2O)/(MgO + K2O + CaO + Na2O)], the chlorite-carbonate-pyrite index [CCPI=100(MgO + FeO)/(MgO + FeO + K2O + Na2O)], Mn content of carbonate, Mg/(Mg+Fe) ratio of chlorite,whole-rock Tl, Sb and Ba/Sr ratio, S34S of pyrite, and whole-rock S18O. The most useful vectors for pyritic Cu-Au ores are AI, CCPI, S/Na2O ratio, Na content of white mica, and Fe content of carbonate.

Jan 1, 2002

By D Syme

In the middle of 2000, BHP Billiton implemented a Six Sigma Plus business improvement program known as Operating Excellence. It was developed based on a business bottom line initiative to deliver 35 - 40c/share and was one of the BHP Billiton strategies to deliver $2 earnings per share and a longer term $40 share price (BHP share price). Cannington is a silver, lead and zinc mine owned and operated by BHP Billiton. Through implementing Six Sigma Plus Cannington wanted to:have in-house capabilities to change and improve; tailor for the needs of each business unit and department; have æSharing of its KnowledgeÆ as a tool for improvement and have a competitive edge across Cannington û to be better than our competitors; learn from and leverage off the successes of improved safety and prior business improvement efforts; and ensure networking and sharing of information have common measurement systems across all assets. As with most business improvement programs û Six Sigma Plus was met with some degree of skepticism, especially given the amount of resources involved. After 18 months, much of this skepticism has been replaced with enthusiasm as peopleÆs understanding and acceptance of its fundamental concepts are being realised. The idea behind Six Sigma Plus is that it combines sound technical solutions with high acceptance by those who need to work with or implement the change. The future vision for Six Sigma Plus is that it become part of what we do at Cannington û just like safety and environment û so that Six Sigma tools and methodologies are used in our every day work.

Jan 1, 2002

By D Whitworth

The Golden Pig mine has embarked on a diamond drill program design philosophy that increases flexibility of the program by greatly increased drill pattern densities. The use of standard broad pattern diamond drilling at the Golden Pig mine has previously lead to operational inefficiencies and impacted significantly on the costs of the mine. The diamond drill program philosophy and its interaction with mine planning is explained. The case study of the E lode mining as used to internally justify the increased drill densities is detailed.

Jan 1, 2002

By Robert F. Randolph, Jeffery L. Kohler, David C. Byrne

Multiple versions of an educational message can reach a diverse population more effectively than a single version. For instance, some workers are trained in formal classrooms while others are self-taught. The National Institute for Occupational Safety and Health has developed multiple versions of a hearing loss simulator (an interactive software package, a Web-based module, and an electronic slide show) to show how a single set of information can be readily adapted to different delivery methods. The three versions of the simulator were developed with a minimum of effort and expense compared to a single, less-flexible version. The interactive software is best for training sessions led by a hearing conservation professional, the Web pages are best suited for an individual worker, and the slide show is best for a small, more-generalized, training class. This paper will describe additional advantages and disadvantages of different delivery systems and will show what considerations are helpful in designing content that can be readily adapted to alternate presentations.

Jan 1, 2002

I want to explore whether it is valid or even useful to talk about sustainable corporations. After 20 years of focus on sustainable development, the concept of a sustainable corporation is not particularly helpful and it may in fact be profoundly misleading. Why? û because it obscures the need for corporations to be recognised as part of a sustainable society, rather than achieving some kind of corporate nirvana divorced from the social, political and environmental reality. It is more helpful to ask whether corporations are ready to recognise that they are one player among many within society û with the demands this would place on them in terms of transparency, accountability and social responsibility. The achievement of sustainable development has become the new corporate orthodoxy of many large corporations. It has become a clichT to argue that corporations must become æsustainableÆ. The achievement of æsustainabilityÆ is encouraged, as the ultimate step in some form of corporate evolution. We are failing to recognise that sustainability a process û not an end in itself. An enormous array of instruments is being developed to measure when sustainability is or is not being achieved. For example, corporate reporting has burgeoned into an art form, which describes æsustainabilityÆ in a variety of ways. There is no external standard applied to such reporting. These descriptions are quite partial and often place the best possible gloss on the companyÆs activities. I have become increasingly uneasy about this rhetoric and this paper has allowed me the luxury of sorting out my unease. I will discuss, largely in the Australian context, the current debate and literature and describe the way some global mining corporations are dealing with these questions, and finally, offer some suggestions which might be helpful at the operational level.

Jan 1, 2002