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Under the Town and Country Planning Act 1977 the Ministry of Works and Development has a responsibility for providing information to local and regional planning authorities on public works and matters of national development and importance, for the exercise of their responsibilities under this Act. One such matter which has recently become a source of concern is the development of South Island lignite. In 1979 the Ministry of' Energy produced a position statement outlining a programme of' research leading to the possible extraction of lignite in Southland or Central Otago for conversion into about 50 per cent of New Zealand's liquid fuel requirements by 1995. Understandably this possibility has caused considerable concern at the local level, expressed particularly by bodies such as Federated Farmers and the local authorities. In the absence of any factual knowledge short of mere conjecture been able to recommend to local authorities is that they limit their planning period to ten years. After this time more information regarding the size, nature, location and certainty of the proposal will permit a more accurate assessment of the implications of the York. While on holiday earlier this year I took the opportunity to visit opencast mining areas in Germany and England to gain an appreciation of the scale of impacts involved and discuss with those concerned the procedures used in planning for such operations. What follows is a brief description of these operations, a comparison with the likely development in this country and the extraction of what may be some relevant principles of' operation for the planning of an environmentally acceptable project. Please note that the views expressed in this paper are mine alone and are not necessarily those of the Ministry of Works and Development.

Jan 1, 1981

By T Trott, G Lumley

"The mining industry suffers from a shortage of professional and other workers. Research and analysis has demonstrated a close correlation between high performance in productivity, maintenance and safety. There is also a significant correlation between engagement and performance. It is the hypothesis of the authors that mines can use a strategy of establishing themselves as a high-performance mine to attract and retain high caliber professional people: step 1 is to become best practice in equipment performance (productivity, maintenance and safety) step 2 is to brand the mine as æbest practiceÆ by sharing what has been confidential performance and outcome information with the general industry.Previous research has shown that many professional people are attracted by the prospect of a high achieving site because of the learnings and the support for continually doing better. In addition, a link has been established in previous research between productivity and safety. Operators and drivers are attracted to sites which have fewer dangerous people operating or driving. Good management delivers exceptional performance and a work site which high caliber managers and operational personnel people want to work at. The strategy requires commitment and proper execution but it can work. The strategy needs a specific approach and this paper will discuss this. A case study is provided from a mine which over a nine month period increased dragline performance by 15 per cent and reduced stress on the boom by 30 per cent. This mine paid the employees (professional and operational) $25 000/a less than the major mines but the operators and professional people would not leave; in fact, people were happy to be paid less to work there.CITATION:Lumley, G and Trott, T, 2012. Using best practice operations as a strategy for attracting and retaining professional people, in Proceedings International Mine Management 2012, pp 35-52 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Nov 20, 2012

By W Roy

When it comes to plan implementation and securing success in organisations in the 21st century, if there was such a thing as the secret to success it would be effective communication. Commoditisation brings financial, operational and cultural advantages to organisations that use effective communication. Effective communication tools turn æpeople problemsÆ into system control solutions, removing personality clashes that hide procedural malfunctions. By introducing communications frameworks available in the market place today, and case studies of their use, this paper provides insights into the successes available to organisations courageous enough to redefine their communications for the 21st century.

Jan 1, 2006

"One of the corporate values mentioned by many companies deals with respect for people. This paper discusses one aspect of this value, namely, the need for clarity of accountabilities and authorities. The job of the manager in achieving this goal is analyzed and the benefits of enhancing the manager-employee conversation outlined. IntroductionCorporate values usually refer to the standards of behaviour that the leaders of the organization expect of all employees, including themselves, in carrying out their duties. Terms such as integrity, respect for the individual, continuous improvement, continuous learning, teamwork, speed, and innovation are quite common. The company-specific values are typically developed by the top executives of the company, and then tested with a broader group of employees. Where the process works, employees have a good understanding of what behaviour is expected of them in doing their work, in making difficult decisions, and in interacting with others.Having spent considerable time in his career investigating and studying the management systems at over 50 of the most successful companies in Canada, the United States, Europe and Japan, the author has had the opportunity to visit organizations such as Hewlett-Packard, 3M, Xerox, Intel, Toyota, NEC, Komatsu, British Airways, and Eastman Chemical. These experiences, together with the work of many other researchers, including the work of Dr. Elliott Jacques, have helped significantly to form the thoughts expressed below.Rather than reviewing the creation of corporate values and their deployment through the organization, these remarks focus on issues over which managers and employees have some control. The value in which managers can have significant impact deals with people and the respect shown them in the workplace. The component of respect to be emphasized is to be clear about expectations or accountabilities for oneself and the people who report to you, and to ensure that personal authority matches those expectations."

Jan 1, 1999

By Robert H. Peters

Groundfall accidents have been the leading cause of fatalities in the underground coal mining industry for many years. Statistics from the Mine Safety and Health Administration (MSHA) indicate that approximately half of the victims of these fatal accidents were in an area where no devices had been installed to support the mine's roof. This report was prepared by the U.S. Bureau of Mines to summarize the opinions of 268 coal miners, 29 rust-line supervisors, and 30 MSHA inspectors concerning why people go under unsupported roof, and how to prevent this behavior. Interviews were conducted at six minesites.

Jan 1, 1991

By B. A. Filas, H. N. Lammers

Responsible environmental, social, and governance (ESG) practices are not new to mining. It is the ESG acronym that has become the “flavor-of-the-day” with the stock markets, accounting firms, and investment strategists. This increased interest from the financial sector has heightened executive awareness and accountability to where corporate leadership and directors are proactively prioritizing ESG issues from the top down within their companies. This paper aims to convey what the authors believe one needs to know to be able to conduct and prepare effective ESG audits and reports. The emphasis is on how ESG fits within the mining sector, some of the ways that many mining companies have been practicing ESG responsibility for decades, the importance of effective communications with stakeholders, and the roles that regulatory and international lending institutions play in enhancing ESG practice on a global scale as a precursor to the discussion on ESG auditing and reporting. Without this background, the ESG audit may become a purely academic exercise.

Feb 1, 2023

By Moraka N. V., van Rensburg M. Jansen

"SynopsisGoing beyond transformation claims contained in employment equity scorecards and industry compliance reports, this article provides qualitative insight into the initiatives employed and challenges experienced by mining companies in a quest to transform the mining industry. Perceptions expressed during in-depth interviews with 10 senior executives showed that the assumption that mining companies are reluctant to transform is erroneous. Results from this study suggest buy-in and commitment to transformation. This article describes specific initiatives undertaken by mining companies to transform. The most notable initiatives include staff recruitment efforts to appoint historically disadvantaged South Africans (HDSAs), staff development initiatives, as well as community development. The findings furthermore contextualize the challenges experienced by industry participants in their quest to transform. Despite accusations that industry participants are not taking responsibility for the implementation of the transformation agenda, government needs to recognize that they too have a role to play and need to appreciate and assist in the current challenges experienced by the industry.IntroductionWe need a mining sector that works. Mining employs over half a million people. It is the biggest earner of foreign exchange in our country. It also contributes about 20 billion rand directly to tax revenue. Mining also makes a far larger contribution as a buyer of goods and services, and a supplier of inputs to other sectors of our economy and other economies around the globe’ said President Jacob Zuma during the 2014 State of the Nation Address (Zuma, 2014). However, despite apparent commitment from government, enforced compliance with social and labour plans, regulations and Mining Charter targets, the South African mining industry is slow to gain local and international investor trust (Deloitte & Touche, 2013; Mashego, 2013).Industry players acknowledge that their context has changed – creating various challenges (Davis, 2014). In the past few years, such challenges included subdued commodity prices, increased working costs, constrained infrastructure, and high labour costs, coupled with poor levels of productivity, strained labour-management relations, an uncertain regulatory environment, and the inevitable maturation of the industry (Deloitte & Touche, 2013; Davenport, 2014). Mining affected communities also became more cognisant of their rights, and politicians more vocal in their expectations from their relationships with the mining giants (Davis, 2014). One of the main issues that contributed to the difficult operating conditions was claims from organized labour and Minister Shabangu that this industry is too slow to transform. Specific claims were made in terms of employment equity, fair salaries and wages for mineworkers, housing and living conditions, health and safety issues, and general working conditions (Limpitlaw et al., 2005; Miningmx, 2013; Shabangu, 2010). These claims were followed by what Gill Marcus, Reserve Bank Governor, explained as ‘unprotected strike action [that] has escalated into an uncontrolled, violent and unlawful landscape, led by a mob mentality in the absence of formal and recognised leaders’ (Mavuso,2013)."

Jan 1, 2015

By J Westh, S Rashleigh, L Gallagher

Mining companies are moving towards automated haul trucks and other equipment. One reason for this is that if automated trucks can operate in a standard pattern over and over again without variation, then human error is reduced, if not eliminated.The challenge for mining production leaders/managers is to ensure operators follow standard operating procedures for load and dump operations, with each operator doing the same thing, every time. However, operators are only human and inconsistent performance is rife at every mine site. The finger may be pointed at the operators for not doing as instructed. The clarity and variability of trainer instructions may be considered causal to the problem. Herein lies the problem. Almost all operators believe they are following the procedure very closely; moreover, they all demonstrate a strong desire to conform to instruction.Using video analysis and feedback, each operator can be shown where and by how much they differ from the benchmark set by their company. Operators, often for the first time, can see definitively what they are doing, compared to industry best practice.The technology utilised by real-time video (RTV) crews measures time, distance and angles. It can overlay the video of the operator at the load site, with video of the perfect pass. Operators are amazed when they see how near to, or how far they are from best practice.The footage and data gathered by RTV assists operators in understanding exactly what adjustments are required to increase proficiency. It also assists load and dump superintendents to identify where in the process they are losing time. When translated to overburden removal or mineral/resource extraction, the result is large production economies without the need for large capital investment in new automated technology.CITATION:Westh, J, Gallagher, L and Rashleigh, S, 2012. Improving safety and mine productivity using real-time video technology, in Proceedings International Mine Management 2012, pp 173-188 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Nov 20, 2012

By Frank B. McKune

This is something new in my life. A lot of you men here today I do not know, and some I do know. So if you have any remarks to make, I wish you would give your name and the name of your company. This is the first Acid Meeting which has been held under the auspices of the National Open-Hearth Steel Conference, and I hope it is a success. Whether it is a success or not depends entirely upon the support we get. If it does get good support, I have the idea it will be continued as a regular feature of the National Open-Hearth Steel Conference. We all think we have pretty good practices. But we can all learn and I hope that you, gentlemen, who take issue with the things someone else has said will stand up and give your opinions. Otherwise, the meeting will fall rather flat, and we won't get a great deal out of it; and there will not be enough interest shown by the National Committee to continue to place the meeting on the regular yearly program.

Jan 1, 1940

By John D. Ridge

Here are summarized 162 papers, published between 1933 and 1967, that deal with various aspects of ore genesis. Emphasis is placed on additions to, or modifications of, ore-formation theory, no matter what type of deposit is discussed. More space is given to papers on the formation of base-metal sulfides solely because more papers are written on this subject. The final conclusion is reached that a chemically and geologically sound theory for the genesis of ore deposits can be built around the concept of concentration of ore e’ements in a magmatically produced ore fluid and around such surface processes as may act to concentrate economically valuable materials from rocks of any origin exposed at the surface.

Jan 1, 1968

By Robert H. Peters

Are the safety rules in your work place effective? Do supervisors enforce them as they should? Do supervisors abide by these rules? Safety rules are an important aspect of many company safety programs, particularly if employees must work in an intrinsically hazardous environment such as a coal mine. However, for various reasons, supervisors sometimes fail to enforce safety rules (Arvey & Jones, 1985; Hartshorn, 1998). This paper presents some findings obtained from interviews with coal miners about why supervisors sometimes fail to enforce an important mine safety rule. It also contains a few suggestions addressing what could be done to help supervisors perform this job function more effectively.

By H. H. Hayden

The accident repeater-40 you have one at your mine? Unless your company is vastly different from most coal companies, you will find that a small percentage (11-12%) of your employees will have a large percentage (47-50%) of your accidents. When you find out that this is a fact, what do you do? First, you establish a set of guidelines that can be used in identifying the ?accident repeater?. Next, you determine the type of action necessary to improve work habits and safety performance of the accident repeater. With these two steps in mind, objectives are developed for an ?accident repeater? program.

Jan 1, 1984

By R. R. Klimpel

This paper demonstrates, using the results of an unusually complete industrial test sequence, what the various interactions are between grind size, collector dosage, and frother type. While particle size is universally acknowledged to be important in optimizing industrial copper sulfide rougher flotation circuits, many of the various interactions that do occur at the industrial level with particle size are still being identified and/or quantified. This study also presents, in a consistent manner, the changes in flotation kinetics that occur as a function of particle size, in a typical industrial circuit along with some insights as to how flotation operators can optimize rougher circuit performance.

Jan 1, 1993

By Charles E. Dunne

One of the most frequently asked quesitons is: "Where is copper (price and usage) going?" I will not attempt to forecast either the future price of copper or the future growth of the copper industry; rather I would like to discuss the current trends experienced in the smelting and refining terms and conditions for sales and/or purchases of copper concentrates. A brief review of contract language and terms, together with a review of the common jargon, I believe, would be helpful. To accomplish this review, I will first list what I consider the four basic parts or sections of a basic ore contract and then illustrate basic terms with calculations.

Jan 1, 1984

By M. P. Smith, C. Hughes-Narborough, Y. T. Man

"Money and reputations can be lost in bad projects. Causes of bad mineral processing projects include poor contract definition and purchase of equipment without adequate test work. However, the root cause of many of the problems that can lead to bad projects is not any inanimate object, bad weather or catastrophic natural event but the people working on the projects. Because the people are so critical to the success of a mineral processing project, one must have suitably qualified and experienced people (SQEP) in all key positions. Characteristics that define SQEP include people who have successfully executed projects of similar size before; have undertaken projects treating the same minerals and producing the same valuable products and people who are familiar with designing, operating and implementing the required technologies and unit operations.To minimize the likelihood of future bad mineral processing projects, five recommendations are put forward in relation to the people aspect of a project.1. Attempt to retain SQEP during any down turn in the mining economic cycle so thatthe knowledge and experience can be kept within the industry.2. Increase the effort in attracting young people into the industry and retaining them.3. Set up robust training program to give young professionals a firm foundation of what real life projects and operations are like.4. Provide mentoring and continuous training for people after they have completed their formal graduate training program. Their career progression should be appropriately monitored and controlled.5. People working in projects must be exposed to as many detailed design and other finer issues as possible so that they can comprehend the amount of work required to deliver a project successfully."

Aug 1, 2016

By Anton Gronningsater

AT the present time we hear a great deal about organization of labour, collective bargaining, workmen's councils, and company unions; about C.1.0. with its principle of vertical unions and A.F.L., largely based on craft unions; and about provincial and federal laws for protection of labour's right to collective bargaining. What we perhaps hear too little about is corresponding organization of the employers, although it recently is mentioned more frequently. I will only mention W. H. Davis, Chairman of the United States War Labour Board, who has had and is having plenty of experience in this field and has also studied labour conditions in Europe-in Sweden for instance. He has repeatedly expressed the opinion that where employer-employee problems are involved, a thing badly needed in America is organization of employers as well as employees to get some order in the present chaos. With this I agree. I believe a strong organization on one side necessitates a correspondingly strong organization on the other side; that has at least been the experience in the industrialized countries in Europe. I happen to be fairly familiar with conditions in Norway, where they have struggled with these problems for fifty years, and a talk on the history, development, and present state of employer-employee relations in that country might perhaps be of interest as giving a general picture of the development of such relations in the northwestern European countries as a whole. The talk was originally given to the Fourth Year students in Mining and Metallurgy at the University of Toronto. I have changed it somewhat to fit a different audience, but I hope you will make allowances if you now and then are reminded of the school auditorium. I will try to be as objective and factual as possible, but it is probably unavoidable that some of what is said is coloured by personal opinion.

Jan 1, 1943

By Paul W. Jeran

This Bureau of Mines report has been prepared to provide a means whereby mineworkers without specific geologic training can recognize and record the existence of potentially hazardous geologic features encountered in coal mines. Each geologic feature described in this report has been implicated in roof failure. Through the recording of the observations of mineworkers, based on this report, a geologic map of mine workings and the associated ground control problems can be compiled. From such maps, the trends of changes and features can be determined and projected ahead of mining. The face crew can be alerted to a potential problem and what to look for as the face is advanced.

Jan 1, 1983

Validation and Simulation of Optimised Compressive Crushing Ores and aggregates are used in countless applications all around in the society. The frequent and escalating usage of these natural resources requires efforts aimed at not only making do with what is available, but also undertaking actions to improve the production yield and the processes involved. This strive to improve the performance and efficiency of existing crushers and crushing processes has brought about research concerning optimisation of crushing plants as well as theoretical optimisation of crushing. Previous work shows that different applications and different materials require different compressive crushing in order to accomplish a theoretically optimal size distribution. These optimisation results, obtained by genetic evolutionary algorithms and evaluated with so called fitness functions, convey the theoretically optimal number of compressions and their corresponding compression ratios. Presented in this paper are thus some laboratory crushing tests, which are conducted in order to validate a set of previously optimised crushing sequences. More specifically, interparticle crushing sequences are carried out in a Piston-die testing equipment, where samples are sieved between each compression. The subsequent analysis of these results shows good correlation with model predictions, which combined with a comparative study between presented optimisation results and measured data from a real crusher indicate a significant potential for improvement. However, before redesigning crushers according to what is theoretically optimal, the resulting impact as well as the effects on the outcome of a crushing plant must be examined. Crushing plant simulations using the software PlantDesigner« are consequently performed. Models of existing crushers are altered, resulting in changed particle size distributions from some of the crushers in a crushing plant. Thence, it is concluded that significant gains can be made in terms of capacity, process yield and energy consumption.

Sep 13, 2010

By L Brodie-Hally

In the early-1990s, Tad Golosinski, the former the head of mining department at WASM participated in a review mining engineering courses in Australia. The review team asked various industry executives what subjects they thought graduates needed to be taught. Tad made the comment to me that the more senior executives thought that history and ethics were very important. The outcome was that the mining engineering courses were required to contain at least five per cent content dealing in ethics. The course was to be modified to reflect this. Tad thought at the time the students would think that subjects dealing in history and ethics came from retirees and professionals that were over the hill. So let me talk to you today about ethics.

Jan 1, 2002

By George H. Jones

NO STRANGER phenomenon exists in the American mining industry today than the so-called bootleg anthracite industry in Pennsylvania which now produces probably close to 15 per cent of the total hard coal out- put of the State. Instead of being what - was first thought to be a temporary condition, countenanced because of the desperate condition of some of the miners at the depth of the depression. it is thriving now as never before. Re- ports of it have penetrated all over the world, as exemplified by inquiries concerning it in Durban, South Africa mentioned by John C. Cosgrove in his article in the July MINING AND META LURGY.

Jan 1, 1939