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By J Coombes

The JORC Code lists the three core principles of Transparency, Materiality and Competency as fundamental to how mineral estimates are publicly reported. But where the principles of Transparency and Materiality can be considered conscious choices underlying decisions at the point of disclosure, Competency is a self-declared position statement based on one’s confidence to defend a technical position (as well as the functional pre-requisites of institute membership and a minimum of five years relevant experience).Developing competency in the mining industry is an ad hoc process, generally left to the individual to chart through a process of osmosis from personal work experiences that lead to a sufficient level of confidence. Companies that actually present professional development programs leading to reporting competency are rare. And even once a person has followed a program, there is no specific outline of what constitutes technical competence.No doubt, there are persons signing off on mineral statements who would benefit from developing and/or updating their technical skills (they may not even be aware of unmastered skills). Equally, there are technical practitioners who are sufficiently competent, but lack the confidence to step up and publicly report their estimates. Confidence in one’s own abilities plays a significant role in deciding when one is ready for the responsibility of submitting mineral estimates for public consumption. In addition, a person’s organisational support, such as the availability of suitable peers and professional development programs, and opportunities to learn from a variety of technical projects contribute to developing relevant experience. Increased exposure in both technical breadth and depth enhance confidence in one’s ability and competence.The mining industry provides numerous opportunities through direct and indirect means to develop the competency underpinning a stable reporting code. This paper examines a theoretical framework and associated processes that could be used to examine how the mining industry, companies and individuals collaborate to develop this vague principle of competency. This paper seeks to initiate research with the express purpose of enabling more effective and efficient development of reporting competency in our industry.

Aug 22, 2011

By J Kwak

Driving sustainability concepts and practices into the heart of the design process is the key to achieving a successful, sustainable plant design. Engineering design practices, tools, systems and methodologies should be prepared around true eco-efficiency parameters, adopt wholesystems-thinking and consider life-cycle impacts for the design task. Experience dictates that the application of sustainable plant design practices is most likely to succeed if: The principles are well documented and explained. All stakeholders agree on what sustainability means. Sustainable plant design is treated as a core process. The principals of sustainable plant design are equally applicable in brownfield and Greenfield environments. Although brownfield situations provide the designer with less latitude for change, these types of projects do allow easier measurement and demonstration of relative impacts. This paper further develops the above points by drawing on case studies from HatchÆs repertoire.

Jan 1, 2004

By B. M. Eiter, J. Hrica, D. R. Willmer

"Mineworkers are routinely tasked with making critically important decisions about whether or not a hazard presents an imminent danger. Researchers from the National Institute for Occupational Safety and Health (NIOSH) collected formative data to investigate mine safety professional perspectives on workplace examinations, which revealed a potential gap in how mineworkers are assessing risk. During interviews, participants indicated having processes in place for what should be done once an imminent danger situation is identified. Critically, however, they report having no systematic methodology for mineworkers to use to determine if a hazard is considered imminent danger. While this is important for all imminent danger situations (e.g., failure to lockout/tagout), it is especially important for those situations that are not immediately recognizable as imminent danger. In this paper, we identify and describe, three distinct categories of imminent danger complexity and discuss potential steps that could lead to improved identification of imminent danger situations. Finally, we identify potential practices to incorporate into risk management efforts, including feedback, communication, and specialized training to increase awareness of imminent danger situations. INTRODUCTION In recent years, the metal and nonmetal (M/NM) mining sector, as categorized by MSHA, experienced an increase in the number of fatalities occurring at mine sites. From 2013 to 2015, 69 mineworkers were fatally injured; that is twice the number of fatalities that occurred in each of the previous two years (MSHA, 2015a). As a way to address this increase, the Mine Safety and Health Administration (MSHA) issued a program policy letter (P15-IV-01) suggesting that “miners would benefit from rigorous workplace examinations conducted by experienced and trained examiners (MSHA 2015b).” The goal of workplace examinations is to find hazards in the field and mitigate them before they cause injury or death to mineworkers. While it is important to identify all hazards in the workplace, it is critically important to identify those hazards that are considered imminent danger because they require an immediate response to avoid a severe or even fatal injury."

Jan 1, 2018

By K Zunica, A R. Penney

The principles of three-dimensional geological modelling are well understood and routinely used. Sample data is collated and geostatistical tools used to ensure that sample data is suitable for its end use, which is typically a block model that is appropriate for mine planning. What has become increasingly apparent is that physical rock properties and geotechnical parameters need to be incorporated into the three-dimensional geological model to create an integrated mine model.The approach to the collection of geotechnical information is not as highly prescribed and controlled as collection of geological data. Commonly, the geotechnical data set is incomplete and inconsistent, with little consideration of what the end use will be by those collecting the data, or how the geotechnical data might relate to the geological data. In some cases, specific geotechnical investigation programs are completed, yet correlation between those programs and previously collected data is rarely undertaken to the same level of diligence as found in the geology field.There are some obstacles that need to be considered when attempting to incorporate geological parameters, such as grade, lithology, and geological domains with geotechnical information such as rock quality designation (RQD), rock mass rating (RMR), rock strength, and geotechnical domains into the same three-dimensional block model. Interpolation or geostatistical estimation methods used for grade estimates might not be appropriate for many components in rock characterisation, particularly search geometries. A number of examples are provided to illustrate issues underlying some of the data collection procedures, and their effects on three-dimensional geotechnical modelling.The example presented attempts to highlight generally observed shortcomings in the collection of geotechnical information, parameters which need to be considered when combining geological and geotechnical data into the same model, and the benefits of having a combined block model from the beginning of a project.CITATION:Zunica, K and Penney, A R, 2014. Integration of geological and geotechnical data for three-dimensional modelling, in Proceedings Ninth International Mining Geology Conference 2014 , pp 291–298 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Aug 18, 2014

By John A. Teeter

"A SHORT WHILE AGO I enquired about The Mining Society of Nova Scotia. In all honesty I was apprehensive about addressing such a body if it was highly geared to the technical aspects of discovering and obtaining mineral resources. I was told that this would not be the case. Rather, there would likely be in attendance a broad cross section of people from business, industry and government and from across Canada and the U.S.A. Thus there would be an interest in a free-wheeling discussion of the prospects for industrial development in Cape Breton. Accordingly - being one who hates to miss an opportunity - I intend to exploit the invitation of your executive by being, over the next short while, frankly promotional. I would like to talk about what I consider to be some of the most important attributes of Cape Breton for industrial development and identify some of those prospects. Secondly, I will quickly review some of the things the Cape Breton Development Corporation is doing these days to stimulate some of that industrial development."

Jan 1, 1972

By Jim Henry

I would say mainly the cost. I showed only 3 cases. One of them was the one that Allen just described and there were two other cases. In those cases it was fairly easy to develop a solution using limited mobility grout to treat the soft soils suitable for the limited bearing pressures required by the structures. LMG readily provided a fairly reliable system for the foundation support at a reasonable cost.

Feb 10, 2003

By Kurt Wiener

A major process control system is in some ways like a complex organism. The extremities, (that is, field instruments) are exposed to many hazards and suffer malfunctions of relatively minor and repetitive nature. Here I equate a stuck valve or dead transmitter with a skin abrasion or cut. The maintenance and repair of the extremities can be done by technicians with basic but thorough knowledge of relatively few problems and their solutions. Here I equate with administering Band-Aids and aspirin. On the other extreme, when the master control device (such as a computer) fails, one does not attempt home remedies. A "brain" specialist is called in. It is, however, crucial that the patient be able to clearly describe his symptoms. Getting down to the case at hand, a complex system consisting of field instruments, instrument racks, interface equipment, and perhaps a computer, may require maintenance at all levels. At the field equipment end where physical damage, corrosive atmospheres, reconfiguration, and routine calibration checks are common, the customer has the opportunity to develop a competent staff of maintenance people. The relatively high maintenance activity assures competence through repetition.

Jan 1, 1980

By A. D. Hughes

C. W. MERRILL*-Mr. Hughes' paper not only is very well presented but is most timely in that it covers a subject of vital interest to the United States. Tin is one of the strategic metals which has not been found here in appreciable quantities. The total United States tin output since the first recorded production over 100 years ago would not supply current consumption for a fortnight. On the consumption side, tin is extremely important in national defense because of its use in tin plate which, in the form of tin cans, makes it possible to feed properly the armies that the United States recruits from its civilian population in emergencies. Moreover, the internal combustion engines so important in powering tanks, planes, and other war machines, require large quantities of tin alloys for bearings and for soldering. These considerations, along with the fact that Malaya, historically, has been the leading source of tin to the United States, make the kind of information that Mr. Hughes has presented so ably, a matter of vital interest.

Jan 1, 1949

In 1970, the U. S. Bureau of Mines contracted with Theodore Barry and Associates, a management consulting firm, to perform a one-year industrial engineering study of working-face hazards in underground bituminous coal mines. The field data was accumulated from industrial engineering observations in fifty underground mines. Supporting data for the analysis was derived primarily from the Bureau's fatal accident reports for the years 1966 through 1970. This report, Industrial Engineering Study of Hazards Associated with Underground Coal Mine Production, consists of three main parts: 1) The Fatal Accident Reports Analysis, 2) The Industrial Engineering Analysis, and 3) Multiflow Process Charts and Standard Time Data. The Fatal Accident Reports Analysis (Volume I, Section II) is based upon individual USBM fatal accident reports for 1966-1970. These were read, coded and computerized in terms of 84 significant variables. Cross-tabulations of these variables have been used to identify major underground hazards and to quantify significant causal factors. A very strong relationship was found to exist between fatal accident occurrences and low task experience. This led to a recommendation for formalized training, certification and supervision programs for miners. Victim compliance with federal regulations, mine regulations and supervisor instructions was analyzed, indicating that supervisors provide the most crucial communication link to workers. Thus, every attempt should be made to ensure the competence of immediate supervisors in the industry. Analysis of roof fall variables revealed a fatal propensity on the part of the miners to work under unsupported roof or under support conditions that are marginal. The technical approach to the problem is to make it physically impossible for a miner to work under these conditions; the behavioral approach is to ensure adequate training and develop proper safety attitudes among the miners. The Fatal Accident Reports Analysis revealed a need for normalizing data to interpret the results more accurately.

Jan 1, 1971

By K. Ramji

"The development curve in the extractive sector has become longer, steeper, and riskier due to increased social, legal, and political risks from various stakeholders. Indigenous peoples are a unique stakeholder because their growing legal rights to lands and resources can often determine a project’s outcome. A project will only be successful if it is able to obtain the legal permits, withstand any judicial reviews, and gain and maintain the social license to operate. Stakeholder identification, management, and engagement are key risk-mitigation tools required to successfully convert risks into opportunities.RÉSUMÉ La courbe de développement du secteur de l’extraction s’est allongée, elle est devenue plus abrupte et plus hasardeuse en raison de l’accroissement des risques sociaux, légaux et politiques venant des divers intervenants. Les peuples autochtones sont des intervenants uniques puisque leurs droits légaux croissants sur les terres et les ressources déterminent souvent ce qu’il adviendra d’un projet. Un projet ne pourra réussir que s’il est capable d’obtenir les permis légaux, passer à travers les analyses judiciaires, puis obtenir et maintenir le permis social d’exploitation. L’identification des intervenants, la direction et l’engagement constituent les outils clés de l’atténuation des risques nécessaires pour bien convertir les risques en possibilités."

Jan 1, 2016

By J R. Leeming

The paper describes a technique that has been developed by the Health and Safety Executive (USE) to make an assessment of the effectiveness of Health and Safety (H and S) management at complex sites. The paper then describes how the technique was adapted and used for the first time at a large coal mine. The results highlighted certain deficiencies in the safety management system, allowing directed advice to he given to management.

Jan 4, 1997

By Thomas V. Falkie

In bygone days, the mineral engineer spent most of his/her time on the technical aspects of designing, building, and managing mineral operations. In the last few decades, mostly since the 1960s, increasing amounts of engineering man power and time are spent dealing with federal, state, and local government agencies, laws, and regulations. It is not possible to plan, design, build, or operate mines, mills, smelters, or even office buildings without detailed consideration of government regulations and permitting requirements dealing with environment, worker health and safety, etc. The four chapters of this section provide an overview of the social, legal, political, environmental, and health and safety aspects of mineral enterprise. The section sets the stage for the working engineer/geologist in industry, government, consulting, or academe and points the direction for more detailed study in each of these areas.

Jan 1, 2008

By Robert Bissonette, Samir Sbai

A critical component of implementing autonomous systems is the ability to use information from a robust sensory and information system to make sound, predictable, and repeatable decisions to assure safety. This means that any such system would need to evaluate what objects (people, equipment, boulders, etc.) of interest exist in that environment (with relevant data about identity, trajectory, characteristics, etc.), project a future continuum of those objects (including considerations for variabilities), and make control intervention choices to minimize risk due to exposures in the present operational area. The components of an overall system would include: a) sensor and data fusion, b) probability projection of future states, c) generation and evaluation of alternate futures, and d) implementation of best course of action to reduce risk. The National Institute for Occupational Safety and Health (NIOSH) Spokane Mining Research Division (SMRD) is studying this framework for applications for autonomous mining equipment. This paper focuses on using information from the sensor fusion engine to generate a continuous projection of future and alternate states (b and c above) incorporating the factors of confidence, accuracy, tolerance, and other variabilities. We refer to this as Machine Situational Awareness (MSA).

Jun 25, 2023

People in economically developed societies demonstrate inherent human care for Earth and want to stop pollution. Yet efforts to clean Earth seem bogged in confusion from wildly contradictory and alarmist predictions of æclimate crisisÆ. Supposed experts openly disagree yet weÆre told thereÆs universal agreement humans are causing æthe end of life as we know itÆ. The turmoil combines with peopleÆs feelings of fear, guilt, anger, hopelessness and even resignation and apathy to trigger æclimate alarmÆ. The paper enables people to rediscover clarity, hope and support for Earth by understanding how climate alarm and confusion were created and how they actually increase pollution. Many people seem to think global warming is as serious as pollution and worry that questioning alarm will enable pollution. Yet theyÆre different. We need be even more concerned about climate alarm because history shows repeatedly that when buried by ignorance and panic real problems grow overwhelming. Environmental credibility is endangered by confused politicians and sensationalist media. When weÆre willing to re-evaluate what weÆve been told we replace fear and confusion with facts and freedom to identify opportunities. Combining this with practical understanding of human behaviour and leadership enables opportunities to be identified and action taken. The paper shows how confident, informed leadership leads and supports higher productivity and effective care for the natural environment.

Jan 1, 2009

By M I. Roberts

Corporate and workplace culture, as many owners, directors, executives and managers know, is by far the most powerful determinant of productivity. It’s much more significant than buildings and equipment. Yet although no one today would build a building or machine without a plan, few leaders have a plan for building and sustaining a safer and more productive culture.Using practical ways, culture can be planned and shaped as desired. Success requires implementing a project plan for changing the systems that drive behaviours that in turn shape attitudes. The combination of behaviour and attitude together with leadership largely shape culture.To improve performance, leaders need to:1. improve the organisational systems that drive behaviour2. action a project plan for improving specific performance metrics 3. demonstrate leadership that is conscious, disciplined, committed and passionate for purposeful use of human energy.This paper explains all three factors in practical ways with operational and corporate examples. It details understanding and applying the power of fundamental statistical analysis tools to recalibrate, focus and drive proactive leadership that takes responsibility for process improvement, supporting people and ensuring accountability.Experience and practical understanding of human and organisational behaviour confirm that the Measurement ? Analysis ? Reporting system combined with conscious leadership is by far the most powerful driver of behaviour. This wisdom produces profound changes in leadership style and behaviour. It develops outstanding leadership to create and sustain a safe and highly productive culture reliably producing consistently high quality products. It is the key to developing accountability, employee retention and a sustained competitive advantage.CITATION:Roberts, M I, 2016. Building safe, productive cultures and leadership, in Proceedings International Mine Management Conference, pp 163-178 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jun 22, 2016

William Kent, New York City: I regret that I have not had the time since the Cincinnati meeting to make as complete a study of Mr. Salom's paper as I wished. I regard it as one of the most important papers that have been presented on this subject, and worthy of complete study. I started out, on the limited time I had, on a system of study which I would recommend to any one else who has leisure to complete the investigation. I took the original report presented at the Cincinnati meeting, and selected from it' such tests as had the analyses reported along with the physical tests, giving the amounts of carbon, phosphorus, manganese, etc., taking only those in which all these elements are given.

Jan 1, 1885

PRESIDENT MARKS: This is a matter, I think, in which we are all very much interested, and I know We will have considerable discussion on the subject. MR. GIBSON: Wouldn't it be a fact, Mr. Trick, if a mine was laid off on the block system, it would require less ventilation, less cubic feet of air per minute, and therefore you would have that much better ventilation by

Jan 1, 1926

By T. A. Rickard

The function of a preposition is to show the relation of one thing to another; it is necessary therefore for the writer to select the preposition that indicates the particular relation, otherwise he will fail to express himself clearly. Is it against common sense' to suggest that a Government is justified, morally as well as constitutionally, in preventing the decay of an industry by insisting upon the amalgamation of the prosperous with the needy? All these seven prepositions are used correctly. With the first dredge introduced in Russia, of Werf Conrad, Haarlem, make, this method of alluvial dining became important. Here the prepositions "with", "in", and "of" are used wrongly. He means: "This method of a1lu;ial mining sprang into importance shortly after the first dredge, made at the Werf Conrad, Haarlem, was introduced into ;Russia." The statement itself ii not true, but for that I am not responsible. Once, while I was serving with him, we were frozen in out of sight of land in the Gulf of Pichili in the North of China. Admiral Fisher wrote thus. He has used nine prepositions in making this brief statement. The sequence of three prepositions "in out of" is particularly awkward.

Jan 1, 1931

By G. R. Lane

My opportunity to serve as President of the prestigious Southern African Institute of Mining and Metallurgy (SAIMM) was made possible by an Anglo American scholarship 39 years ago—a pivotal moment that set me on a career path spanning various roles and start-up ventures in the mining industry. Over the past decade, I have been privileged to broaden my experience by consulting across diverse industries globally. This exposure revealed something profound: what I had previously considered mining-specific challenges are, in fact, universal across many sectors. At its core, a mining operation is a complex system of interconnected activities—from exploration through mining operations like drill and blast, load and haul, to beneficiation, and outbound logistics. My cross-industry work has clearly shown that diverse sectors, such as chocolate manufacturing, tissue paper production, toilet paper converting facilities, labgrown diamonds, or high-tech equipment lifecycle management, all rely on value streams of interconnected activities to transform products. The objective is to maximise throughput while effectively managing performance variability. The primary difference lies solely in the specific technical expertise required for each industry, such as chemical, mining, processing, or metallurgical engineering. Across all these industries, I have observed a consistent pattern, that is, performance is primarily driven by individual efforts, where people react and work diligently as situations unfold in real-time. General managers and their teams often operate tactically, focusing on explaining yesterday’s poor performance rather than proactively setting up operations for success. This often resembles an ‘‘under-7s soccer match’’, with everyone chasing the ball. The common response to issues is to add more ad hoc meetings. This effort-driven organisational behaviour persists regardless of whether operations are greenfield digital manufacturing facilities, advanced digital mines with advanced process control, or operations run on paper and Excel spreadsheets for data acquisition. Paradoxically, more real-time data can lead to increased data noise, greater indecision, and sometimes, lower performance. Despite value streams often operating significantly below capacity, organisations continue to invest heavily in additional equipment or in ‘‘glossy brochure promises’’ of Industry 4.0 digital technology and real-time data solutions, which frequently fail to deliver value. This leads to a critical question: Have we underinvested in our most valuable resource— people? Even Tesla faced this challenge with their underperforming fully automated Model X facility. We must shift our focus to designing the ecosystem, or operating model, of our organisations. This extends beyond the traditional triad of people, process, and technology, and moves beyond simplistic views of change management. Artificial Intelligence (AI) has the potential to add significant value, but it also introduces another layer of complexity into designing the organisation of the future. My full presidential address below at the SAIMM AGM discussed the symptoms of an effort-driven organisation and covered the fundamental building blocks and requirements of an operating model, including recommendations on implementing a people-centric approach.

Oct 2, 2025

By Scott Turner

Since my whole life has been spent in the mining business , I naturally tend to address my remarks particularly to the newly- graduated mining and metallurgical engineers among you . To a certain extent , all forms of engineering principles are involved in the training of the mining engineer , and most sorts of engineering are certainly utilized by him , so that every one of this graduating class is concerned with the field I propose to discuss . The fact that , beginning with to - day , you will always be styled engineers , indicates that you have passed successfully through preparatory school , and have survived the hard grind of the technical college . One object of your training here has been to instruct you in accurate , close , and clear thinking . Your minds have been taught to act directly , calmly . and always to the point . By now , you should know how to get facts , look far , and think through . You are supposed to be willing to recognize and adopt sound engineering principles and practices , in so far as they are known to you , and to furnish character , ability , and devotion to your calling . Some of you may have had a general college course before coming here to specialize in engineering . Where that has been possible , I hope it is the case , since a liberal educational course tends to make the alumnus more flexible and adaptable than the purely scientific graduate. The broader education enables one to change , with less serious loss , from one job to another; ready adaptability is a great asset ; the engineer should be capable of much more than a single special task . The necessary preliminary training for a professional occupation is intellectual in character , involving knowledge , and to some extent learning , as distinguished from mere skill . The well -balanced engineer is expected to embody a happy combination of theory and fact , of pure science and material reality ; experience shows that he is apt to give a good account of himself , once he gets the chance . For the long pull , the importance of unquestioned integrity can not be overemphasized . Leaders of big business sometimes have need for a man as agile and unscrupulous as a cat on a back fence ; on occasion , they may have to employ brilliant , smart , spectacular , and crafty people , but when the special purposes for which such men are hired have been accomplished , they are no longer wanted . Given natural health , intelligence , ability , and adequate training , probably the characteristics most admired in the young employee are steadiness , dependability , and loyalty . The last is the best . If you can not be simple , direct , and faithful in your dealings with your administrative superiors , no one will want you for long . I believe these points are of primary importance to the young engineer . Your groundwork must be right before you can get far . These personal characteristics are what eventually determine your relations with men and affairs . They are vital in the human engineering which may be a large part of your work .

Aug 1, 1932