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Mining education in Ballarat has a long and proud history dating back to the 1870s. Today the School of Engineering continues this tradition at the University of Ballarat. The recent review of Tertiary Minerals Education by the Minerals Council of Australia has questioned the current situation regarding Minerals tertiary education in Australia and recommendations have been made regarding the future of minerals tertiary education. This paper initially examines the original recommendations made by the Minerals Council of Australia and assesses subsequent changes made to these recommendations. Secondly the paper outlines the future shape of mining education in the light of these recommendations given that they are implemented. Finally the future delivery of mining education is discussed, particularly with respect to the impact of modern technologies.

Jan 1, 2004

By J. W. Paul

Mine foremen are employed in coal mines for two reasons: First, so that the underground work. may proceed in an orderly manner and that each employee gives attention to his duties; and second, by reason of the State law which re- quires the employment of such officials to see that the laws relating to safety are carried out. It may be seen that, with these two duties, the foreman has wide scope of authority and much responsibility. As foreman of operations he has to meet certain economic questions that contribute to the cost of producing the coal, and as the agent of the State he must also supervise and coordinate the work in such manner as to insure that the employees work under safe conditions. As the roof of coal mines is the source of the greatest hazard naturally the care of the roof must take much thought and planning on the part of the fore- man; and this circular is therefore presented to call attention to some things he may do to prevent injury to the workmen by falls of the roof material or coal. Mine foremen, in the principal coal-producing States, are certified by a State board which prescribes certain qualifications, experience, and character, attested by examination and personal endorsement. Certified foremen, therefore, are men who have had experience underground and know roof conditions and timber- ing methods. The suggestions herein are based upon observations made at many mines and collectively embrace practices that have been found to be in effect and pro- moted by experienced mine foremen:

Sep 1, 1930

The discovery since 1990 of four major orebodies in the Mt Isa Inlier - Century Zn-Pb, Osborne Cu-Au, Cannington Pb-Zn and Ernest Henry Cu-Au - only serves to enhance the already high stature of the Inlier in world mining importance. Currently the known mineral resources of the Inlier represent about 11 per cent of the world's Pb-Zn resources, five per cent of the world's Ag resources, and one per cent of the world's Cu resources. More can be expected to be added to these impressive figures given that two-thirds of the Inlier remains obscured by younger cover. Individually, projects such as Century and Cannington may ultimately achieve `world's best' status; Century's proposed production of 450 000 tpa of Zn metal would rank it close to number one with Cominco's expanded Red Dog project in Alaska. Cannington, with projected production of 660 tpa Ag, could become the world's biggest producer of silver. For comparison, Mt Isa produced 170 000 t of zinc metal and 335 t of silver in 1995. The apparent physical diversity of deposits in the Mt Isa Inlier is matched by a great diversity of opinion as to their origins. Because Ernest Henry is hosted by `porphyries', it is described by some as a porphyry copper deposit, despite mineralisation age possibly post-dating volcanic age by 200 Ma. Cannington Pb-Zn could be a Broken Hill-type (BHT) exhalitive deposit, or a late epigenetic replacement `regional skarn'. Mt Isa - Hilton Pb-Zn deposits appear to have experienced all deformational events and he syn-diagenetic in origin, or may have experienced little of the above and be epigenetic replacement deposits formed late in the major Isan orogeny, some 150 Ma after deposition.

Jan 1, 1996

Most Geologists have a well rounded knowledge of the exploration phase and those who have worked as mine geologists have an understanding of the production phase. Few have had exposure to the development and the construction phases. Even fewer have had the experience of closing a mine, disposing of the plant and equipment, carrying out the final cleanup and making the area safe and environmentally acceptable.During the various phases of exploration, the geoscientist gains a wealth of non-geological information which can be of considerable value to engineers and technicians in the feasibili-ty, development, operation phases and finally the closure of a project. Such basic controls as surveys, adopted assay sample lengths and the location of items of infrastructure during exploration, may continue to affect the project through its entire life. Thus the geologist's responsibilities extend well beyond the explo-ration phase of a project.

Jan 1, 1990

By Michael J. Brnich

Since 1991, Pittsburgh Research Center (PRC- formerly part of the Bureau of Mines) researchers have recorded extensive interviews with 30 individuals who are experts in the area of mine emergency response. These individuals, who have an average of 35 years of mining experience and 29 years of mine emergency response experience, related stories and observations from events that they experienced during their combined 850 plus years in mine emergency response. The purpose of this effort was to gather information that could be passed onto both today?s and tomorrow?s mine emergency responders to train and guide them in handling future events.

Jan 1, 1997

By G. V. Campbell, O. T. Holdsworth, M. G. Nelson

A senior design project is required by all accredited mining engineering degree programs. Often referred to as the capstone of a student’s education, this project is expected to include all the important components of the preliminary economic assessment of a mineral prospect, including orebody modeling, grade and reserve estimation, selection of mining and processing methods, preliminary mine design, access and utilities, environmental compliance and reclamation, and financial analysis. Two of the authors (Campbell and Holdsworth) completed a senior project in 2021. They analyzed the Akie zinc deposit located in Canada. This paper summarizes the economic analysis portion of that project. The two primary objectives of this economic analysis were risk reduction and integration of economics and engineering. Addressing risk is important as risk is one of the primary concerns in mining investments. Risk reduction was the primary concern through the entirety of this economic analysis. Integration of financial analysis and engineering design was the first component of a risk reduction design. This allowed for financial and engineering design to be optimized in conjunction with one another. This produced benefits from both a financial and an engineering prospective. From a market, economic, and financial risk perspective, risk was reduced by forecasting multiple metal price scenarios, and then addressing the Akie project’s economic viability at each price point. Lastly, risk was address through consideration of nontraditional financing options. The project also sought to minimize financial and human capital risk, by proposing mutually beneficial cooperative social relationships and favorable work, schedules. Description of that work is not included in this paper.

Mar 2, 2022

By J. P. H. Steele, T. Vincent, C. Debrunner, M. Whitehorn

For a variety of reasons, the need for automation of underground mining equipment is growing dramatically, e.g., improved safety and health, availability of labor, deeper mines, and desire for more focused excavation. While there has been tremendous progress made in this direction, much needs to be done to reach the holy grail of an autonomous mining machine. This paper reviews a number of technological developments and presents research and development needs for future development. A report on our current project for the Western Mining Resource Center at CSM is included.

Jan 1, 2000

By Glenn D. Lyle

As part of an initiative to improve value in mining, CEMI is developing a handbook on best practice in mine design. Various formats were examined, and of these, the wiki was selected as being most suitable. Being web-based, its global reach and capability of being continuously updated allows the wiki to evolve as new knowledge is generated, and to capture the diversity of experience of practitioners in the mining industry. While wikis have many advantages in terms of organizing content and searching, their ability to be edited by users is often seen as a negative characteristic for quality control. To ensure reliability of information content, author attribution, specific authorship models, and a peer review process have been implemented, in addition to the standard version tracking capability of wikis. The first phase of the project concentrates on topics related to underground hard rock mine design. The scope will be expanded to cover other aspects of mining as the project matures. Strategic partnerships with various organizations, such as the CIM, and CANMET, are being formed to provide a wide range of seed material to stimulate growth of the site. www.minedesignwiki.org

May 1, 2011

This is what I term ... the graveyard end of any Conference. It's almost over. Those of you remaining are either all talked out or past the information overload stage. And some of the sensible? ones have left for more exciting field trips, or gone back to their work-site where they earn their daily crust, or headed off South to another Conference of interest to the Energy sector that is being held currently in Christchurch. But that's OK. I have a thick skin! And neither am I particularly Politically Correct! I am not a miner: I am not involved in the mining industry in a hands on way at all. I am not even an academic. I am not even too sure why I am here ... apart from the fact that I agreed to come! At various times in my life I have been a D istrict Councillor, Chairman of a Regional Council and even an MP. I am a supporter of responsible mining.  All of what I have to say is my own point of view rather than that of either the Coal Producers' Federation or the mining industry. That is not to say that we are often in agreement, but I thought I would clear that point right at the outset. And some of what I will talk about will not strictly be to the topic - it's hardly mind-bending riveting stuff. Well, is it? But obviously because you are still here you have some interest in the topic.

Jan 1, 1997

By J. Lamb

Project managers must juggle many aspects to bring their project in on time, on budget, and in accordance with the aims of the project owner. Whether the project is a mining feasibility study, a technology implementation or a construction project, it falls to the project manager and his or her team to deal with risk from two standpoints, which may be at odds with one another. First, a project team must deal with risks to the project itself - that is, risks to on-time, on-spec and on-budget delivery against the value promise made to the customer. Second, there is the management of risks within the subject matter of the project, undertaken on behalf of the customer. The project manager cannot dodge this responsibility; yet there is a tendency (particularly in smaller, in-house studies) to avoid digging too deep, possibly for fear of what may be uncovered! This paper investigates the responsibilities of project teams in regard to risk management and reporting. It examines ownership of project risk; the nature of risk management activities undertaken by the team during the course of a project; and outlines some controls to ensure that the two opposing arms of project risk are reconciled for the benefit of both the project team and the project owner.

Jan 1, 2007

By Michael Roach

"There’s a bit of confusion and misinformation in the tunneling and underground construction industry regarding contractor joint ventures. If it was all so clear I would not have been "asked" to write this article. For those of us on the contractors’ side of the fence, joint venture business relationships have been a part of life for a long time. But even for contractors, there can be a bit of confusion, and it normally begins on bid day.How often have you received bid results and wondered (out loud, usually), "Who the hell are the Lake Mead Intake Constructors"? or the "Regional Connector Constructors"? Once you get past the name, you see that there is nothing behind Oz’s curtain other than a couple of contractors bidding and building work in an attempt to make a profit. So take a few minutes to read the rest of this, and I’ll do my best to dispel a few mythWhat is a joint venture?In some form or fashion, joint ventures are as old as industry itself. In the United States, some of the earliest (and largest) joint ventures involved the railroads and oil companies in the late 1800s. In the United States’ underground construction industry, joint venture names such as, Healy-Greenfield, Green and Winston, Gates & Fox and Walsh, Shea-Ball, Kenny-Paschen and S&M-Traylor bring back memories of successful joint ventures that operated over many projects.There are nearly as many definitions for joint ventures (JVs) as there are attorneys. A short and simple definition is, "an association of two or more companies engaged in a singular, for-profit business enterprise without actual partnership or incorporation." That’s it. Two or more contractors decide to partner up for one or more projects. One benefit of the JV relationship is that the partners typically do not need to file incorporation documents, or articles of organization within the state where they intend to operate. So it is a relatively easy business arrangement to pull together. Other benefits of the JV arrangement include: • Oportunities to gain new expertise and capacity.• The ability for firms to move into new geographic markets.• JV agreements are not long-term commitments.• Sharing of financial support for a project.• Sharing of financial risks within a project. between the partners.• Can complicate dispute resolutions with the owner and between partners"

Jan 1, 2014

This paper will address this question from the point of view of a drill and blast engineer or researcher working in open cut and underground mining operations. The paper will establish a common set of reference standards for high-speed imaging and data capture, which engineers and researchers can apply when deciding which type of imaging technology is appropriate. It will present an overview of current image analysis technologies and practices in use across a range of appropriate scientific fields and draw lines of commonality of approach between these fields and the field of mining and blasting applications analysis and research. In addition, the paper will examine the different technologies from an image quality and data stream reference point, ease of operation, cost, and reliability parameters. Finally, this paper will present an argument for the hybridisation of established and new technologies which could provide a more beneficial approach to the use of imaging as a tool of quality control, research and analysis in the mining based industries. This will include a novel approach to digital high-speed imaging and data analysis in the field, which should deliver high-quality images and data analysis in a time frame that is more appropriate to the need for immediate action, analysis and problem solving.

Jan 1, 2007

By Giuseppe M. Gaspari, Tamara Kondrachova

Contract practices affect cost and schedule of tunneling works, impacting risk allocation between Owners and Contractors. The Authors compiled a dataset of projects constructed in the Toronto Area between 1990–2020 procured either Design-Build or Design-Bid-Build. Data were analyzed identifying independent cost variables across the two methods. Overall industry efficiency further comparison with historical information demonstrates the costs of engineering ongoing escalation due to rising trends in environmental requirements and public consultations stirred through modern communicative platforms. These hard to predict and estimate costs need to be included in the risks evaluated and managed by Owners and not by Contractors

Jun 13, 2021

By J. W. Paul

A superintendent is one who has the oversight and charge of some organiza- tion or enterprise, with porer of direction. The superintendent of a coal mine is the official who is in general charge of conducting the operation of the nine for the purpose of producing coal; he is accountable to his superiors for all matters that relate to the cost of production and safety in operation, ed under him are all the underground officials and other personnel making up the mine organization. The responsibility of the superintendent covers all the principal phases of mining, purchases of materials, issuance of supplies, accounting, and upkeep of the property and equipriont. In a broad sense, the superintendent must view his job as embraced under four gneral heads: (1) Construction, (2) instruction, (3) supervision; and (4) discipline. The degree of efficiency with which each of these phases of his work is conducted is a measure of the safety factor which the superintendent injects into his job. Injury to workmen and damage to property may be due to neglect of one of these general headings; as for example in the collapse of a scaffold there has been faulty construction which may be found upon investigation to have been the result of faulty instruction or lack of instruction. It may be that the condition of the scaffold was not ascertained in advance of its collapse through faulty supervision, or the discipline of the workmen had been neglected.

Sep 1, 1930

By Debra Satkowiak, Ronald Thomas

The Institute of Makers of Explosives (IME), a non-profit safety and security organization founded in 1913, is known for its industry best practices, Safety Library Publications (SLP), some of which have been incorporated into rules by regulatory agencies. The IME developed the first commercial storage, quantity distance (Q/D) table titled “The American Table of Distances” (ATD). It was developed by IME’s legacy association in 1910 and was originally based on observations of structural damage from 117 accidental explosions involving small to very large amounts of explosives, primarily dynamite and black powder. In 1930, the IME published a book, compiled by Ralph Assheton, called the “History of Explosions on Which the American Table of Distances was Based”. The distance in feet in the ATD were founded on the measurements at which inhabited buildings sustained substantial structural damage from the accidental detonation of explosives. For example, minor damage such as window glass breakage and the “shaking down” of plaster was not considered substantial structural damage. Other damage to property that was readily repairable was also not considered “substantial.” It was concluded that unless some integral portion of the building was damaged, the occupants would not be subjected to serious risks.

Jan 1, 2017

This short paper outlines the authorÆs views regarding the progress we have made as an industry in managing mining assets over the past 500 years. It represents a personal view û but one founded in fact-based observations of mining companies and of the mining industry in general. There is no doubt that AgricolaÆs views as expressed in De Re Metallica (1556) were visionary. There is also little doubt regarding another issue û that whilst a great deal has been learnt about the management of mines since AgricolaÆs time, observations suggest that best practice management is the exception rather than the rule across our industry. Although insights regarding the successful management of mines have become apparent, we still witness unnecessary errors in our industry that lead to the loss of shareholdersÆ funds. By highlighting some aspects of current best practice, particularly in the arena of operations management, it is hoped that this short paper contributes a small step along the next 500-year-long learning curve. The paper concludes with a brief description of the progress and impact of continuous improvement initiatives at Kalgoorlie Consolidated Gold Mines (KCGM). Located in the Kalgoorlie Goldfields, KCGM is currently AustraliaÆs largest gold mine producing over 800 000 ounces of gold per annum. Improvement initiatives at KCGM look set to deliver some $100 million in value over life-of-mine.

Jan 1, 2004

Through the use of structural analysis programs such as Unwedge and considering the shear strength of applied fibrecrete it can be shown that fibrecrete can provide a higher factor of safety in a ætypicalÆ underground development excavation than standard rock bolts. This paper describes the progression of ground support from an æas requiredÆ component of mining to the use of bolts and surface support as a mandatory requirement. With the mandatory requirement for surface support, fibrecrete has been considered and applied as a secondary feature but simple analysis and practical observations indicate that it may be considered as primary support. The key elements to its implementation are: When is it safe to work under fresh fibrecrete and how do we practically determine this? How much ground support does fibrecrete provide? How can we reduce the cost of fibrecrete? An examination of these questions indicates fibrecrete can be much safer,less expensive and quicker to install than normal ground support elements. This paper explores practical examples from sites where significant benefits have been achieved by mine operators.

Jan 1, 2005

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

By R L. Grogan

Regulators of deep-sea mining projects are becoming increasingly hesitant about the concept of adaptive management as a tool to facilitate compliance and continuous improvement. Adaptive management is a relevant and useful instrument to ensure that the mine plan is successfully implemented throughout the life of mine, in parallel with optimum environmental performance and compliance.CITATION:Grogan, R L, 2018. Adaptive management in deep sea mining – looking like you know what you’re doing when it’s never been done before, in Proceedings Life-of-Mine 2018, pp 20–22 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 25, 2018

By J Araya, O Leiva

The mine evaluation process, composed of the designing, planning and valuation of a mine project, is, among other variables, based on an estimated orebody model. However, as the information from the drill holes is limited, it is impossible to know with certainty the mineral content in each block within the estimated block model. Consequently, uncertainty about the value of metal grades, or other geological attributes, arises because of the lack of information at unsampled locations. This is one of the reasons why, in any mine operation, there will always exist a divergence between estimated and real values. Cut-off grade optimisation is the process used to determine the operating mining strategy (long-term production scheduling) that will maximise the total profit value (normally referred as the net present value (NPV)) of a mine operation. This is done by defining a dynamic cut-off grade policy which is constrained by the production capacity of the mining, mill and refining.Real options is a type of contract, written on real assets such as mining, oil and other natural resource industries, that gives you the right but not the obligation to exercise the contract. It is based on operational and managerial flexibility, which allow mine decision makers to react to either good or bad operational and economic events in the future. But, what do geostatistics and cut-off grade optimisation have to do with the application of real options in a mine project evaluation process? The objective of this paper is to answer the previous question by showing how geostatistics combined with cut-off grade optimisation are key tools for corporate/managerial decision makers, which allow them not only to analyse the resource/reserves of their projects, but also to generate operational strategies that can maximise project value by minimising the downside risk due to ore tonnes and grade uncertainties, while achieving operational and physical constraints such as mining and processing capacities. A real copper grade open pit mine project is used as a case study.

Sep 26, 2011