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When I was first asked to give a paper on work-life balance in the mining industry I was both excited and aware of the incongruity of my position. I have never worked in mining operations nor have I had any experience that approximates the on-site lifestyle. IÆm not really an adventurer or a traveller, I prefer writing and research to hands-on activities and IÆve never worked further than twenty minutes away from home. The perspective I offer is thus largely an objective one. I say largely since I grew up in a family where my parents work arrangements involved long-distance commuting; my dad continues to work FIFO at a coalmine in Blackwater until this day. Perhaps my tortoise-like existence is a rebellion against his flighty movements. The analysis I will be presenting today draws together a variety of sources, from member anecdotes and research on FIFO and work-life balance to the popular philosophy writings of a bald Englishman with a French name. I am speaking of the famous writer, Alain de Botton, whose television show æThe Consolations of PhilosophyÆ you may have seen on the ABC. Work-life balance is a term that gets a lot of mileage in corporate brochures and at breakfast seminars. But like many terms that get bandied around in the human resources circuit, from æteam synergyÆ to æperformance optimisationÆ, I am frequently perplexed as to what it actually means. Corporate websites are at pains to emphasise the high priority that they place on the needs of the whole person. Yet in terms of substantive content, a commitment to work-life balance often seems to translate into little more than the option to take a few morning yoga classes in exchange for working a seventy-hour week. As extended work hours have taken their toll, leading to high attrition of professionals across all industries, employers are increasingly expending resources to discover just what lies behind this buzz word. The challenge for companies is to find meaningful strategies to help employees better integrate different aspects of their lives in a new era of work, as employees are sending the message that they are not willing to play work, social life and leisure off against each other in a zero sum game.

Jan 1, 2005

By J. B. Greenwood

The paper point out some reasons why contract mining should not achieve the same success in Latin America as it has in Australia. In this sense, any reasons are: the size of operation, mining industry employees bonus scheme, the privatization of nationalized mining assets, general sales tax and the mining unions. Therefore, great deal depends on the attitude or "mindset" of a company's employees. lt is strongly my view that the attitude with which a contractor approaches a job will give rise to a superior mindset amongst its employees when comparad to those from most mining companies. The value of this cultural difference is significant and should never be underestimated. lmportantly, it doesnot only manifest itself in a more productive workplace: it is invariably the case in Australia that the safety achievements of contract miners are superior to those generally expected from the mining industry at large.

Oct 6, 1999

By D Andrew, G Stanway, P Mahoney, C Griebel

The iron ore mining industry is currently going through an adjustment from high to more moderate growth as China’s economy transitions from capital-intensive investment to a more services-oriented economy. We are now witnessing a renewed focus on productivity improvements and cost savings as planned expansions are completed. Despite the scale and importance that the mining industry plays in the global economy, innovation literature is generally more targeted at faster-moving industries with shorter innovation timeframes and lower capital requirements. To fill this gap, VCI set out to understand the state of innovation in the mining industry in 2014. This State of Play report aims to give an objective appraisal of the strengths and weaknesses of innovation in mining. The report has three sections covering both the structure and delivery of innovation in mining:Ecosystem – focused on understanding how the iron ore mining innovation ecosystem system works, including the roles of large and small miners, service companies, researchers and governments. Our recommendations focus on what is required for the system to work well and improve the level and quality of innovation in the industry.Strategy – how do companies define their innovation strategy in relation to their corporate strategy? How are these related to prevailing global and industry trends? How do they communicate this with their business? How successful are they? These are among the questions that this section attempts to answer. Our recommendations are pitched at the executive leadership of iron ore mining and service companies.Delivery – focused on how companies develop and deliver innovation, looking at the success of different structural options, leadership and culture, partnerships and the best approaches to change. Recommendations are aimed at improving outcomes within the iron ore mining value chain, including the role that suppliers play.CITATION:Stanway, G, Mahoney, P, Andrew, D and Griebel, C, 2015. Understanding the state of innovation in the iron ore industry, in Proceedings Iron Ore 2015, pp 631–646 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 13, 2015

By R. L. Miller

"Miners worldwide use a tremendous amount of energy in producing finished minerals for the end user market. In accomplishing this goal, they incur energy costs that can range from 20% to 30% of the total cost of production, so there is fertile ground for cost savings. To unlock this huge value in cost reduction, energy analysis is the key and is broken into several segments: 1. Fuel analysis for power generation 2. Energy supply & demand 3. Opportunity cost for lack of power 4. Backup power 5. Power contracts 6. Energy efficiency 7. Renewable energy 8. Continuous energy management FUEL ANALYSIS FOR POWER GENERATION What is the first thing we evaluate when looking at power supply alternatives for the mining industry’s large power requirements? Is it 1) site, 2) engineering, procurement, and construction companies, 3) independent power producers, 4) turbine vendors, 5) grid connections, or 6) fuel supply, logistics, and infrastructure? In evaluations of power supply alternatives for mining companies with special emphasis in developing countries, there is one over-riding conclusion: reliable fuel supply drives the energy generation economic engine. Evaluating several different fuels including liquefied natural gas (LNG), natural gas, diesel, heavy fuel oil, and liquefied petroleum gases (LPG) among others, the best project outcomes are those where fuel supply, pricing, logistics, and infrastructure are given an extensive amount of time during the analysis stage. In an assessment of the twenty-year costs of generating power from multiple fuels, each fuel’s costs were placed into three separate net present value (NPV) buckets of: 1) capital, 2) operating and maintenance, and 3) fuel. Within a range of 65% to 85% for all fuels, fuel cost was the largest component of the NPV of the life cycle power generation costs. So if 65% to 85% of your life cycle power generation cost is one item, shouldn’t miners spend a corresponding amount of time in the analysis stage fully understanding this key determinant for a successful power project? In developing countries where power generation infrastructure may not exist or does not exist at the same level as is found in North America and Europe, fuel analysis becomes even more important. One of the key questions for fuel importation in developing countries is the draft at existing ports to allow larger vessels to dock at the jetty. Can larger ocean-going tankers dock at the port for off-loading, or is the port’s draft too shallow, thus forcing a Single Point Mooring (SPM) system or Conventional Buoy Mooring (CBM) system to be constructed at substantial capital expense? Once fuel can be imported, sufficient onshore storage capacity should exist, or must be built to off-load the entire fuel cargo from the larger ships. Additionally, the throughput capacity of the pipeline from SPM/CBM must allow a rapid unloading of the fuel from ship to shore to eliminate steep demurrage costs for the project."

Jan 1, 2017

By R. Alford

In the modern world of demolition safety is paramount and unnecessary or unquantifiable risks are not accepted (FasterCapital, 2024) and all risks must be kept As Low As Reasonably Practicable (ALARP) (BSI, 2017). This principle has led to a huge reduction in deaths in the last 50 years and the statistics continue to improve although this is starting to plateau (Beal, 2007). Under normal circumstances, this is now simply part of the normal way work is done and systems are in place to ensure both safety and economic profits are assured. What happens when the environment is less controlled and risks are unknown, such as after a natural disaster, war, an accident or a stand-up from a failed demolition attempt? A dangerous structure cannot responsibly be left alone with a fence around it so some action must be taken, but how can this be done safely and responsibly? An incident in Didcot, England in which half of a power station’s boiler house being prepared for an explosive demolition collapsed suddenly, killing four men in 2016 provides a useful case study of how technology, creativity and planning can be used to conduct complex demolition fully remotely to avoid any further risk to life.

Jan 21, 2025

By T Trott, M Lewis, G Lumley

The analysis of equipment trends in The AusIMMÆs revision of Monograph 19 - Australasian Mining and Metallurgical Operating Practices (AMMOP) (in prep) in the paper by Graham Lumley raised some interesting, and in parts disturbing, trends in the Australian open cut mining industry. According to the Australian Bureau of Statistics (2011) the productivity of the whole mining industry is down by 34 per cent since 2001. In terms of open cut equipment, median output for draglines is down by 15 per cent since 2003, electric rope shovels are down by 41 per cent since 2003, hydraulic excavators are down by 39 per cent since 2008, front-end loaders are down by 39 per cent since 2007 and trucks are down by 41 per cent since 2006. Clearly e boom has not been good for the efficiency of the mines. During this same time, best practice (defined as the average of the top ten per cent by annual output per unit of input) has declined, but not by as much as the median (eg shovels down by eight per cent, excavators down by 19 per cent and FELs down by five per cent). This paper will build on the analysis of AMMOP to understand the differences occurring between median and best practice and identify the factors contributing to the decline in performance. As the industry enters a period of potentially lower prices for commodities and reduced margins, pressure will be brought to bear on mine sites to start moving more with the equipment they have. An understanding of where efficiency has been lost will be a key component in that. The information contained in AMMOP, and the subsequent analysis of that information in papers such as this one, will be crucial to reversing the decline in open cut equipment performance.CITATION:Lumley, G, Trott, T and Lewis, M, 2012. Reversing the trend in open pit mining equipment output, in Proceedings Eighth Open Pit OperatorsÆ Conference , pp 75-82 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Sep 18, 2012

By J. M. Hemstock, H. L. Ames

THESE forums have been held annually since they were introduced by Mr. L. E. Djingheuzian in 1957. The response of millmen to questionnaires such as the one this year is ample evidence of the interest these create. This year's topic is unlike those of past years since it is an attempt to understand a new concept of grinding rather than to improve the old. Before, we were thinking in terms of 2-5 cents improvement in grinding costs, now we will be discussing savings of 15-2 5 cents. As a background for this forum we will begin by summarizing the major controversial issues relating to grinding with steel, many of which will undoubtedly apply to pebble milling. Our •task to-day is to learn what has already been done in pebble milling and obtain a fair overall view of this method of grinding.

Jan 1, 1961

By Betty L. Gibbs

A company must have an organized approach to effectively sort through the profusion of available software and hardware and find the programs and equipment which fit defined needs. The selection process must build a complete compatible system which includes hardware and software. The methodology presented in this paper helps identify some of the more important considerations. The steps needed for an organized approach to software/hardware selection are: •All involved staff should contribute to an assessment of current computer capabilities and projection of future needs. •Alternatives are analyzed to determine what software and hardware is available and how selections may possibly be merged into the existing computer system. The evaluation process focuses on details of program capability and hardware compatibility. Analysis must be done to determine how closely individual programs fit the established requirements. The final decision is often a balance of needs between program capabilities and hardware availability. Any programs selected must be able to run on existing and newly purchased hardware. Any additional hardware selected must be capable of meshing with the available computer system.

Jan 1, 1983

By D J. Brake

The importance of mine ventilation to health and safety in both coal and metalliferous mines has been long recognised. The primary and secondary ventilation systems in most metalliferous mines incur 50 per cent or more of the total mine electrical power consumption and frequently about 10 per cent of total underground mine operating costs. The requirements for ventilation-related horizontal and vertical development, fans and cooling have a significant impact on mine capital costs and also on mine schedules and start-up times and hence cash flows. There are increasing pressures on regulators and miners to reduce airborne contaminants such as diesel particulatematter, nitrogen dioxide and heat (wet bulb temperatures), and significant pressures to reducegreenhouse gases such as fugitive methane emissions from coalmines and the carbon dioxide footprint of both coal and metalliferous mines. Many previously Australian miners are now globaloperators and have extensive overseas mining operations where local ventilation standards and expertise may not be consistent with Australian practices. The role of the site ventilation officer is also changing with strict new requirements for the statutory position being introduced into Queensland metalliferous mines and the potential for this to become more widespread. Recent regulator and parliamentary review committees have identified systematic shortcomings in mine ventilation compliance, and statutory certificates in both Queensland and NSW now require continuing professional development to maintain currency. Public and investor support for mining are also increasingly contingent on safe, healthy and environmentally responsible practices and the standards for these are frequently tightening. Good ventilation design and operating practices that are consistently well executed therefore contribute significantly not only to a safe and healthy mine but also to a productive and cost-effective operation and the ongoing social licence to operate. There are a variety of ways of providing technical design and oversight into a mine’s ventilation systems; this paper explores some current trends in ventilation standards and statutory requirements, as well as ways to support and develop mine ventilation staff for both domestic and international operations and also the emerging senior technical roles of Group/Principal/Corporate mine ventilation engineer.

Oct 12, 2022

By J. E. Bernick, J. Davies

This paper describes the design and construction of a 22.86 m (75 ft) long jacked tunnel, which was successfully installed, despite difficult mixed face conditions at Metro-North’s Westport Station, in Connecticut in the fall of 2003. The tunnel utilized what is believed to be, the first application of a steel grillage system within the United States. This grillage was installed before the jacking started and allowed the tunnel to be jacked under four live railway tracks, which included the Acela high speed line, without affecting train operations. The clearance between the top of the tunnel and the rails was only 0.9 m (3 ft).

Jan 1, 2005

By Karl J. C. Harries

"14.1. INTRODUCTION1The boilerplate of an agreement is not a single provision, but a series of provisions that are expected in “every agreement”. They are sometimes also referred to as the “lawyer’s provisions”. Many businessmen consider the boilerplate to be superfluous and, to some extent, window-dressing by the lawyers – even legalese. They will often offer advice to the effect that it can “pretty well be ignored”. Such advice could not be more wrong.Most boilerplate provisions are essential parts of every agreement. Some may be part of a “standard package” and may have little relevance to the agreement at hand, but these are the exception rather than the rule. The exceptions should not be treated as justification for giving all these provisions short shrift. The boilerplate should receive the same review, consideration, and negotiation as the provisions that set forth the business deal. It is often these provisions that make the deal work or that are turned to at the time of disputes. If they are inadequate, as they sometimes are (unfortunately, some draftsmen are also loath to review or update their standard boilerplate provisions or to tailor them to the deal at hand), they can create problems, rather than offer solutions. Such problems can be costly and time-consuming for the parties to address. Inadequate or incomplete provisions may ultimately be one of the reasons for the parties to turn to the courts to settle their differences. On the other hand, good boilerplate provisions can help keep them out of the courts.One of the principal objectives of an agreement should be to provide procedures, or mechanics, for implementing agreed principles and for the parties to follow to settle their differences, real or perceived, without going to the expense and disruption of a lawsuit. An agreement should aim to keep the parties away from the courts, not serve as a springboard to the courts. It must nevertheless be acknowledged that, if there is a major falling-out among the parties to an agreement, the chances are that, however carefully the provisions of that agreement have been negotiated and drafted, the parties will end up before the courts or some other adjudicating body."

Jan 1, 2003

By E. J. Haas, K. A. Rost

"This study sought to identify changes in continuous mining machine (CMM) operators’ risk perception and risk behaviors as a result of adding a proximity detection system (PDS) into their environment. To accomplish this research task, 9 CMM operators from 5 locations were interviewed. Interviews were thematically analyzed for constructs including patterns in risk perception and behavior before and after PDS integration and the process of adapting to the PDS. Operators discussed standing in the red zone less than they did before using the PDS; however, they also discussed other risky decisions they made while learning how to operate their CMM with the PDS technology such as “cheating” the technology and working faster to meet production goals. The process of relearning job tasks with technology and unintended behaviors as a result of that relearning process need to be taken into account when introducing new technology into the mine environment. The study results show an in-depth view of mine workers’ perspectives and how their job tasks and environment could be or are affected when learning how to use new technology that are relevant to companies and mine operators when introducing new technology into the mine environment. INTRODUCTION Established “red zones” can help prevent striking and pinning incidents by providing guidance to continuous mining machine (CMM) operators about where they should stand and not stand while operating a CMM. Although red zones influence operator placement positions, these guidelines are not foolproof safety mechanisms. Depending on the job task and circumstances of the mine environment, a CMM operator may unintentionally or intentionally stand in a red zone. For example, CMM operators may work in close proximity to their CMM for better visual attention cues and the ability to work at a higher rate of production [1-3]. To further enhance protection and prevent collisions between vehicles and mine workers, a proximity detection system (PDS) was developed for the industry. The PDS determines an individual’s position relative to a specific piece of machinery, issues visual and/or audible warnings to the mine worker to change positions, and, if necessary, disables machine motion [4]. The introduction of new technology within other sectors has been identified as a factor that influences work decisions. Specifically, previous research demonstrates that when technology debuts there can be an initial intrinsic risk perceived among users about how the technology will interact with their current environment and behaviors; however, these ambiguities, including the possible risks and benefits, are seldom studied [5]. Some research suggests that the constant presence of technology can disrupt situation awareness and decision-making capabilities by increasing worker responsibilities and worker cognitive demands [6-8]. Further, if workers’ perceived risks both with and without technology are misjudged, unsafe decisions that result in human error and injury may be more likely [9-11]. Although these statements are provided within a broad contextual framework, they support the need to study how technology is perceived among end users in their own environment. Because research about technological impact on worker behaviors has suggested both positive and negative consequences of technology, this issue is worth addressing in the mining industry. Specifically, research has not determined whether CMM operators view their placement choices in the red zone as safe or risky and what effect PDS technology has, if any, on risk perception and subsequent risk behavior."

Jan 1, 2015

Research on alternative lixiviants for gold is ongoing; however few people have looked at complete flowsheets. Alternative lixiviants are typically applied at concentrations 50 to 100 times those required for cyanidation. The higher concentrations make lixiviant recycle a vital part of the process. In addition it is no longer feasible to rely on lixiviant destruction to produce lixiviant free clean water for recycle to the comminution circuit. Ausenco has worked with Barrick to integrate reverse osmosis into the thiosulfate RIL processing flowsheet that forms the basis of the plant upgrade currently being constructed at Barrick’s Goldstrike autoclave facility.

Jan 1, 2014

By Max W. Ball

YOU have been kind enough to ask me to speak to you on "The War and Anglo-American Relations." A speaker always takes the liberty of putting his own interpretation on the scope of his subject. I am going to exercise that privilege, and try to look back over a generation of Anglo-American relationships and forward beyond the present war. I should like particularly to consider responsibilities as well as relationships. A more accurate caption for what I am going to say would be "Anglo-American Responsibilities.?? THE WAR WILL BE WON I am assuming that sooner or later we shall win this war. History and economics point to the same conclusion, that Germany has attempted the impossible and that the seeds of defeat are already sown. As to one ecof1:omic factor, I am already on public record as believing that Germany's oil supply is inadequate for the war she has launched. That opinion is unchanged. Aside from such tangible factors, moreover, I am convinced that the spirit of freedom is unquenchable, and that no combination of powers will be able to rout it from the British Commonwealth of Nations and the United States. Stronger even than this conviction is my faith in a God who will not suffer the defeat of man's aspiration to be master of his own soul. I am sure that all of you share that faith, and that we need not argue it. We can start with the assumption that the war will end in victory. The subject we are to consider, then, is the relationship of the English-thinking peoples during the conflict, and their joint responsibilities in the difficult days that will follow it. A CANADIAN-AMERICAN No talk on such a subject is worth listening to unless the audience knows the background and fundamental beliefs of the speaker. No human statement stands alone; behind and beside and within it are the ideals and the bias of the man who makes it. Because I am a stranger to most of you, I am constrained to talk about myself before I talk about more important matters. The review may be profitable, not because of the subject, but because it may illustrate the evolution of an attitude toward England.

Jan 1, 1941

By G. R. Waters

"The technology behind industrial applications such as Hydrometallurgy continues to evolve, as do the corresponding regulations and specifications that ensure the safety of workers and the environment. Valves make up key aspects of this technology, and often represent the single point of failure for entire operations. More often than not, the valves being used in Hydrometallurgy applications are known as Severe Service Valves (SSVs) due to their ability to withstand the extreme conditions. Most experts agree that SSVs are identified by applications, and that these applications are challenging to the valve’s ability to provide a minimum acceptable level of performance over a minimum acceptable duration. The Manufacturers Standardization Society (MSS) of the Valve and Fittings Industry has designated Ross Waters, President of CGIS, as Lead to the Task Force put in place to determine the minimum requirements a valve needs to be able to perform to when faced with extreme conditions, whether from pressure, temperature, toxicity, solids, or usage. This paper serves to determine what the minimum requirements are for SSVs in Hydrometallurgy applications. It will draw on five decades of industry experience from one of Canada’s leading valve experts.INTRODUCTION Severe Service Valves Severe Service Valves (SSVs) mean different things to different people. Until today, defining SSVs had little if any global agreement or recognition. That is about to change as the Manufacturers Standardization Society (MSS) has accepted an application to produce a Standard Practice so defining them. This paper provides information about the selection of SSVs in all industries but focusses on metallurgical processes and applications and offers examples to illustrate the successful and unsuccessful use of these valves. All of this with the purpose of raising the awareness of the industry on all sides, from the suppliers and manufacturers, specifiers and to the users and owners of them. It also supplies tools to understand where and why to separate SSVs from general purpose or commodity valves (GPVs). SSVs are often identified by applications, and these applications are challenging to the valve’s ability to survive. Within these applications the elements that make the service severe are being analyzed, quantified and qualified. From this, we expect to offer objective and repeatable definitions and guidance to improve the experience of SSVs, reduce unnecessary costs, provide longer service life and process runs, improve safety and reduce environmental issues."

Jan 1, 2017

By S H. Begg

There is strong evidence that many major oil and gas (O&G) projects are plagued by large cost and schedule overruns, or significant underperformance in productivity. Similar evidence exists for large mining projects. This paper claims that uncertainty is the underlying reason why projects fail to deliver the metrics used to justify their investment, or to deliver the economic value possible if alternative decisions had been made.Most technical and economic analyses are performed to reduce uncertainty to help make decisions. Decision-making is about ranking alternatives and choosing the best; rarely are precise predictions required, if this is even possible. Better uncertainty assessment is one of the keys to better decisions, thus better business outcomes. To get better decisions it is suggested that the focus or reward/penalty incentives be shifted away from the quality of outcomes to the quality of decisions. High-quality decisions are those that are generated from the skilled use of the tools, methodologies and processes from the discipline of decision analysis.Uncertainty is quantified by probability, which is a degree of belief in the truth/falsity of some proposition about a quantity relevant to a decision, such as volume of in-place resource, future price or action of a competitor. The probability a person ascribes to a proposition depends upon their information set; hence probability is subjective – it is not an inherent attribute of the quantity of interest or the physical system.The above simple observations have profound implications for modelling approaches, how they deal with uncertainty, the use of data to help assess uncertainty and the reliability of information provided by subject-matter experts. The limited circumstances under which frequency data (from spatial or temporal variables) can be used to assign probabilities is also reviewed.People, in general, are subject to a range of biases and cognitive errors. Research with O&G subject-matter experts shows that their expertise offers little or no protection from making errors in probability assessments and other judgements.CITATION:Begg, S H, 2016. Decisions, decisions – uncertainty, variability, modelling and psychology, in Proceedings Seventh International Conference and Exhibition on Mass Mining (MassMin 2016), pp 9–18 (The Australasian Institute of Mining and Metallurgy: Melbourne).

May 9, 2016

A combination of the needs of business, employee desires and safety and health considerations is stimulating increasing attention to the time spent by people at work and the timing of that work. Particularly we are seeing: - innovative work schedules for 24-hour mining businesses; and - response from industry to accommodate the needs, even the desires, of employees in return for systems which are more productive and more capital efficient. There appears to be an evolutionary trend for business management to become more sophisticated and responsive to the need for achieving close to best cost work schedules to sustain continuous improvement. The underlying motivating forces driving this trend for improved techniques in organising attendance at, and time spent at work, is the seemingly inseparable combination of technological advance and ever-increasing accumulation of capital. The mining industry has not remained untouched by this thrust for ever-increasing need for best use of labour, to adopt advances in technology and to provide attractive opportunities for putting accumulated capital to work. An essential component of this on-going thrust is a substantial effort by the mining industry to improve the performance of labour by providing most-productive work schedules.

Jan 1, 1996

By Augustus Locke

WHY should I, a geologist, be coming before you to talk about finding ore? Certainly, the great discoveries of the past have not been made by geologists, but by men of very different tastes and training. If, in the year 1800, the course of ore discovery could have been foreseen, there would have been no reason to put it into the hands of geologists or other men of technical preparation. It was not geologists but explorers, Indian fighters, prospectors, manual laborers, and hardy financiers, who initiated the American mining industry. Then why this association of geological technique with ore finding? Why this feeling that the way to find ore is to apply to the problem what we call geo- logical principles? Well, to put it broadly, the old method has run out on us. It no longer works. Or, to put it another way, the cost of finding ore by the old method has mounted so high that one old district after another has become, practically speaking, dead, and various other old districts that are still going apparently at full strength are actually beginning to limp, and, with the cost of discovery mounting yearly, to fear, more than they will acknowledge, that the end is approaching.

Jan 1, 1926

By HAROLD VINTON COES

MANAGEMENT has been tersely defined as getting things done through the efforts of other people; but before we proceed further, let us distinguish between administration, management, and organization. Oliver Sheldon in his book, "The Philosophy of Management," offers the following definitions: Administration is the function in industry concerned in the determination of the corporate policy, the co-ordination of finance, production, and distribution, the settlement of the compass of the organization, and the ultimate control of the executive.

Jan 1, 1943

By A G. L Pratt

Change and its relationship with the introduction of new technology is a constant of human history. The mining industry has many examples of this relationship. This record contrasts with its present day struggles to move beyond a public perception of being just ‘dirty, dumb and dangerous’. The drivers for the introduction of new technology are frequently listed as the occupational health and safety of people working in the mines, reductions in direct operating costs, and increases in productivity.This paper discusses the issues that a mining business needs to deal with to implement new technology with the best possible conditions for success. It comments on how the strategic and tactical components of technology planning relate to and interact with change management. The central discussion is directed at the role that people play in the successful implementation of new technology. The introduction of autonomous underground haulage equipment provides a background for the discussion of this topic.The paper uses case study references, equipment supplier information and research findings. The aim is to offer a high-level view of the issues a mine operator needs to consider when approaching the introduction of new technologies for underground mining.CITATION:Pratt, A G L, 2017. Technology change in underground mining – things to consider, in Proceedings 13th AusIMM Underground Operators’ Conference 2017, pp 103–114 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Oct 16, 2017