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By A A. Roberts, R F. Dewhirst

"Extensive literature surveys, research in the project environment and personal experiences both within and consulting to project teams have revealed some consistent ‘people factors’ that contribute most to ultimate project success. Outside of purely technical and business case issues, there are a small number of leadership characteristics – probably only ten – that if correctly applied can positively leverage a team’s impact on project success.Of the top seven project success characteristics that were consistently highly rated in a recent study, five of them were around leadership. The authors have focused on this topic, noting that good leaders need to display the following traits:passionate commitment to deliveryconsistent modelling and reinforcement of correct values and behaviourfocus on managing relationships well and energising teams and individualscarefully clarifying project vision from front-end loading stages onwardseffective decision making.Not every project manager can and does practise these behaviours all of the time, but being aware of them and receiving training or facilitation in improving their application of these skills can equip project managers with the essential tools to markedly improve their own performance and that of their teams.This paper draws upon experiences in the field and provides lessons – both good and bad – to illustrate. As well as examining leadership traits, the way in which a leader can establish, organise, motivate his or her team and ultimately lead them to success is examined. The paper shares methodologies that have been successfully used to track status within a team and generate appropriate recovery plans where required.In particular, the paper will examine a case study based on an amalgamation of real project issues in some challenging situations using virtual teams (ie physically distant teams located in different centres) to illustrate the importance of strong and positive leadership in achieving success across geographies, time zones and languages.CITATION:Roberts, A A and Dewhirst, R F, 2016. Leadership in projects – a recipe for success, in Proceedings Project Evaluation 2016, pp 49–58 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Mar 8, 2016

By James Douglas

For the past several years, inflation has placed increasing pressure on our economic system. The total effect of inflation is complex when combined with other factors which affect the economics of equipment. A mathematical model is described herein which can be programmed on a computer to determine the effect of inflation on economic life and profits after taxes. The computer output results in graphic plots which clearly show the relation of various percentages of inflation to life and profits. Inflation has become a common topic of conversation in the recent past. What is it and how can it be measured? What effect does increased inflation have on equipment policy? Research now in progress at the Construction Institute at Stanford University is beginning to unravel some of the mystery of inflation. As a start, let us answer the first question by defining the word inflation. The dictionary says that inflation is "an increase in the volume of money and credit relative to available goods resulting in a substantial and continuing rise in the general price level. It appears, in fact, that we are in an inflationary spiral which is "a continuous rise in prices that is sustained by the tendency of wage increases and cost increases to act on each other." 3 Inflation behaves just like compound interest. It takes more dollars of future years to buy an equal amount of a given commodity, be it a material or a service. Let us assume an annual inflation rate of 5 percent. Assume that 1Associate Professor of Civil Engineering, Stanford University, Stanford, California. 2Webster's Seventh New Collegiate Dictionary, Springfield, Mass., G. and C. Merriam Co., 1969. 3Ibid.

Jan 1, 1972

By Evan Brinkerhoff, Steve Chorley

The largest hard rock TBM ever to bore in the USA, an 11.6 m diameter Robbins Main Beam TBM, recently underwent a planned in-tunnel diameter change to a more compact 9.9 meters. The first-of-itskind conversion process for the Main Beam TBM was undertaken 2.8 km into the bore and was not done inside a shaft or pre-excavated portal. This paper will detail the unique dual-diameter machine designed for the Mill Creek Drainage Relief Tunnel in Dallas, Texas, USA, machine performance, and successful size conversion process that took place in early 2021—a process that utilized the four C’s of construction to enormous benefit: Communication, Cooperation, Collaboration and Coordination.

Dec 1, 2022

By John S. Cummings

Although there are many geologic situations which might be discussed at a session such as this, as I considered the problem, it became apparent to me that I should discuss a situation which has been of concern to me, and should be of concern to the geologic community. As a result, the questions which I will pose, and the criticisms, have not been arrived at quickly or easily, but have accumulated through time, to the point where I feel discussion is necessary. Very briefly let me say that my criticism of geologic mapping, of conclusions reached, and objectives or lack of such, results from my association with many areas where such studies have been completed, and resultingly my inability to comprehend the system of evidence or logic which supports extensive age-formational designations. The heart of the problem is that many conclusions resulting in geologic designations are based on weak or non-existent evidence, and such should be catagorized as hypotheses. Although the geologic community as a group does not approve or disapprove of such designations, it is evident that many or most of such designations attain a "status", and arc accepted as more or less valid statements. As will be shown, the amount of specific lithologic data provided in some quadrangle mapping projects is exceedingly slim. However, of concern herein is that the type of information presented at any stage is sufficient to warrant conclusions drawn. To see the magnitude of the problem, it is probably necessary to review some basic fundamentals upon which our geologic systems are established. The United States Geological Survey has defined a "formation" as the broad unit of geologic mapping consisting of a large and persistent stratum of one kind of rock. Obviously such a designation allows that a formation could be considered "time variant" in a horizontal as well as in a vertical context. However, other definitions enable a formation to mean units

Jan 1, 1972

Chelopech Mining EAD and Best Available Techniques for Management of Waste Rock in Mining Activities

Sep 13, 2010

Salaries for mining professionals have gone up substantially in the last two years across most vocations and there has never been a better time to enter the industry, in terms of career opportunities and salary packages. With so many offers on the table and companies outbidding each other to attract the best talent, many new professionals are being lured in by the big money, sometimes at the expense of a satisfying career and a sustainable lifestyle. What should we consider when accepting a new position? What are our values, and how do these drive our decision making? This paper examines our core values as people and makes some observations about what it takes to really succeed in the mining industry.

Jan 1, 2006

By John W. Taber

The Bohemia mining district is a small but intensely mineralized area in western Oregon . For its size , it has made a substantial although somewhat sporadic production of gold throughout a long period of years . The veins also contain lead, zinc , and copper, but in the past these metals have not been recovered in important amounts . In reviewing the progress of mining activity in the district , an effort has been made to gather under one cover all available information on former operations , including methods of mining , production, and geology pertinent to the ore deposits , problems encountered, and other factual data that may affect future mining in the district . A special effort has been made to assemble as many maps of former workings as possible in order that these may be preserved and readily available to assist in future exploration. The data presented herein are based on brief reconnaissance examinations made during several weeks spent in the field in September 1946. These are supplemented by information obtained from various individuals actively or formerly connected with operations in the district . Only the principal properties and several of the more outstanding prospects were actually examined. Many of the older workings were inaccessible.

Aug 1, 1949

By D M. Frantois-Bongarton

Variograms can be powerful tools for the analysis and control of process streams and their sampling. Their uses and proper utilisation have been described somewhat unclearly to date, and their limitations and precautions of use are too rarely mentioned. The general meaning and properties of the variogram tool and its use in geostatistics are therefore reviewed in details to derive a critical view of its proper use for process control: what to expect from it and what it cannot deliver and which uses are illusory or potentially misleading. A summary of GyÆs seminal work accompanies this essay to put the concepts into historical perspective.CITATION:Frantois-Bongarton, D M, 2012. Review of variogram properties and remarks on its use in process control, in Proceedings Sampling 2012 , pp 175-180 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Aug 21, 2012

By W. Henry Weimer

A successful surface coal operation requires the combined efforts of engineering and operating personnel. In the planning for a mine, machines should be selected to do the best work in getting the coal uncovered, loaded, and transported to the preparation plant. The best system and extent of cleaning will be determined by the market. After the fundamentals of operation have been established, the operating personnel should see they are carried out. There is no simple solution to some of the every day problems facing the operating officials. Here the production engineer with the technical approach, time studies, control methods, past experience, and available records can help in detecting causes of inefficient phases of the operations. With these studies, a careful analysis can be made in setting up the expected standards to be followed. Management can then compare the job under study with the standards and make corrections to solve the problems. 5.2-1. Annual or Daily Coal Production. Once the production cycle has been established, it is paramount that coal sales keep the productivity of the mine as high as possible. A successful company does this by what they call "the control approach." The daily tonnage report is one of the things that is a potent control tool in attaining the goals to be achieved. If production is falling short of the goal, the daily tonnage report will reveal what has to be done in the remaining days of the month or year to achieve the expected schedule. When goals are reached or exceeded, then budgeted tonnages and costs will be reached or exceeded and thus assure attainment of a profit. Failing to keep to the scheduled pace shows up quickly and prominently, facilitating any necessary action to get things back to the projected plans. The sales target is usually set a little higher than the operating production. The sales tonnage is scheduled and sales are made accordingly, slightly

Jan 1, 1968

By J. J. Stacey

Large mining companies generally follow the distributed ownership corporate model, with a board of directors responsible for decisions that affect both shareholder value and stakeholders of the company. The board is simultaneously responsible for setting the culture and values of the corporation, which drive performance and priorities. Companies listed on the Johannesburg Securities Exchange (JSE) commit to sustainable development in various ways, either by virtue of implementing the King Code of Governance 2009 (King III) and/or through their own public reporting on social and environmental matters. Many mining companies make public statements regarding their support for environmental stewardship, ethical behaviour, and fair treatment of communities. It is a local, regional, and indeed, global phenomenon that companies fail to deliver on these statements. Research was carried out through the Institute of Directors of Southern Africa in 2007, and followed up in 2012, regarding directors? understanding of sustainable development issues, the relative priorities, what is needed for ?radical change? to effect sustainable development, and what enables or constrains the latter. Pertinent findings of both surveys are presented in this paper, and it is suggested that ?on-the-ground? performance may be indicative of the nature of leadership and decisions in the topmost ranks of the company. The results indicated that environmental concerns fall consistently below social issues. Financial capital ranked most important, and while environmental issues are recognized as being of strategic concern for the long-term, they ranked as being the lowest importance of all ?Five Capitals? (Financial, Manufactured, Social, Human, and Natural). Social capital ranked second lowest, with black economic empowerment being the only high-priority social issue. There is also evidence that certain companies within the mining sector fail to recognize their absolute dependence on natural resources. Much is made in academic and popular literature of the need for a new type of leadership for the radical shift to sustainable development: at company level this implies therefore a new type of director. The research found that only 14 per cent of directors felt that board decisions are consistent with their personal values; while intentions are strong to behave ethically and serve sustainable development, actions to give effect to these intentions lag significantly. Respondents indicated that the top impediments to courageous leadership for sustainable development related to personal issues of maintaining the image of being a director, fear of appearing weak, fear of being a lone voice, and bowing to board-colleague peer pressure.

Jan 1, 2014

By W. N. Best

This paper is not intended as a scientific discussion of the combustion of oil but is written from the standpoint of an operator who has the experience and qualifications necessary to guide others in producing the most economical results in the use of liquid fuels. Oil, in this paper, usually means petroleum or its products but incidental reference is made to other liquid and gaseous fuels, so that the term may be considered as referring to all liquid and gaseous hydrocarbons in comparison with solid fuels, as coal and wood. However, only a few of the principal factors in the use of oil as a fuel can be given. The present, and prospective, high price of coal is causing users of fuel to renew inquiry as to the merits of other forms of fuel for industrial purposes. Crude oil (petroleum) is proving to be one of the world's most valuable mineral resources. The recent discovery that oil underlies a considerable area of the United States, Mexico, and other parts of the world to a greater extent than was formerly believed and the large production of some of the wells in these areas shows the probable quantity of fuel oil that may now be available. Through the energy of Lord Cowdrey, who was one of the pioneers of the oil industry in Mexico, oil has been discovered in England; some prominent geologists believe that it may be found in quantity in Great Britain. For years, oil has been known to be of great value in the manufneture of metals. It has proved incomparable in forge shops, steel foundries, heat-treating furnaces, and wherever accuracy of temperatures is essential, or where a maximum output is desired as well as quality of metal. In some types of equipment, the output produced with oil as fuel is double that obtained with coal and at a reduction of 50 per cent. in the cost of the fuel. For example, in drop-forging plants, the metal is always waiting for the man when oil is used as fuel, whereas with coal, the man must wait for the metal to become sufficiently heated. It has only been since January, 1919, that the oil supply could be relied on for boiler service, owing to the war conditions and the inability to get oil tankers for the delivery of the oil from Mexico to Atlantic ports; but now a constant supply is assured, and many manufacturers are installing it in their power plants. The cost varies with the size of the

Jan 1, 1921

By J Missen, P Currie, J Bohan, D Clark

AGL is one of Australia’s leading integrated energy companies and the largest ASX listed owner, operator and developer of renewable energy and thermal generation in the country. AGL owns and operates the 2210 MW Loy Yang A power station and adjacent 30 Mt/a brown coalmine in the Latrobe Valley, Victoria. It also supplies coal to the nearby 1050 MW Loy Yang B power station owned by the GDF Suez (Engie)/Mitsui partnership. The mine is currently nearly 5 km long, more than 2 km wide at the operating face and up to 200 m deep. AGL employs a large workforce at Loy Yang and a substantial amount of services are performed on-site by contractors and consultants.GHD provides mine planning, earth sciences, civil/geotechnical engineering, dam surveillance, plant engineering and environmental services to AGL Loy Yang through an alliance framework. GHD is one of the world’s leading professional services companies operating in the global markets of water; energy and resources; environment; property and buildings; and transportation. In addition to GHD’s global footprint, the company also has a significant Victorian presence, including a permanent, well-resourced regional office in Traralgon, approximately 10 km from Loy Yang, as well as a permanent site office.A joint paper on the Loy Yang mine professional services alliance model was written for the AusIMM International Mine Management Conference in 2006 by Woods and Wood. Now ten years on, this paper provides an overview of the present relationship and arrangements, including the continued transformation of the alliance model and maturing of the relationship contract.These are challenging times, with increasing cost and regulatory pressure driving change in the broader energy and resources industry, and locally including both the mining and power sectors at Loy Yang. Flexible models to achieve a balance between internal personnel and access to key external skills, whilst achieving value for money and transparency, is increasingly critical. The right drivers and performance measures are essential, particularly when confronted with potential major technical and environmental risks (considering significant ground failure and fire events that have occurred elsewhere within the Latrobe Valley over the last decade) within a sector that is reducing costs and optimising production.This case study discusses the alliance status and changes, reasons behind adjustments and what the future is likely to hold. The paper also explores the validity of the original objectives and the extent to which they have been achieved. The philosophy of the alliance is to continue closely aligning the objectives of the two companies in the best interests of the Loy Yang site and immediate surrounds/stakeholders. Quality of service, costs, timeliness, health and safety (H&S) and some operational activities (aquifer depressurisation) remain important aspects and are reflected in key indicators for which performance is measured.CITATION:Clark, D, Bohan, J, Currie, P and Missen, J, 2016. AGL energy, Loy Yang and GHD – a further case study in alliancing: ten years on, in Proceedings International Mine Management Conference, pp 321-330 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jun 22, 2016

By G Malherbe, J Gonzalez, D C. Franklin, J Bassan, C T. Farrelly

To respond to ever-increasing challenges, mining companies have been experimenting with new business models and technologies in order to speed mine development, production, processing and transport. The various experiments involve mobile access to data, intelligent sensors, advanced analytics, virtual collaboration, virtual reality, automated equipment, remote operations centres and strategic partnerships. A synthesis of all these components creates a ænetwork effectÆ that can dramatically improve the overall effectiveness the entire operation. The concept of the Network Centric Mine borrows from a variety of industries, including defence, aerospace, aviation, petroleum, utilities and manufacturing. Central to the concept are improvements to the way we connect people, process, information and technology, resulting in a more highly collaborative business model, with roles and processes designed to take advantage of new technology. The components of the mining operation act as a connected network aimed at a common goal, regardless of the boundaries of organisation and location.The design of this new organisational ecosystem needs to take into account the recent advances that enable the æplug and playÆ integrated collaborative environment, including cloud computing, mobile devices and social networking, as well as advances in augmented reality, robotics, geo-location, digital labelling, simulation and analytics. However, the most consistent lesson from other industries is the need to properly enable the behaviour and process changes necessary for success.Benefits from adopting a network centric approach include the more effective use of scarce expertise, improved data and information analysis, reduced process variance, and more informed and faster decision-making. The future of mining will see more technology savvy workers who will drive the adoption of new processes. The operations will shift from a relatively static and disparate set of functions, to a digitally aware, dynamic, automated, integrated and interactive environment, with increased agility, lower operating costs, higher productivity and improved safety.CITATION:Farrelly, C T, Malherbe, G, Gonzalez, J, Bassan, J and Franklin, D C, 2012. The network centric mine, in Proceedings International Mine Management 2012, pp 143-160 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Nov 20, 2012

By Andreas Jungbauer

Two Arvedi ESP plants going into operation in 2015 will allow a Chinese steel producer to better serve the extremely attractive local and export markets for high-quality, thin-gauge strip products. The energy consumption and the related costs are reduced by up to 45% compared to conventional casting and rolling processes. This also means a major reduction in CO2 emissions. The new plants are designed for an annual production capacity of 2 x 2.55 million tons of high-quality, ultra-thin, hot-rolled strip products with widths of up to 1,600 mm and thicknesses down to 0.8 mm. The project scope also features a comprehensive training and assistance package for plant start-up and operations by personnel from the existing ESP plant at Acciaieria Arvedi SpA, Italy. The plant setup, the trainings and assistance program as well as latest results from the ESP plant in Italy will be presented. While this project is under execution three further ESP lines have been ordered by the same customer summing up now to five ESP lines at the same location.

Jul 30, 2018

By K Eglinton

The extractive industries response to community engagement due to social and political pressures in the 1980s and 1990s was the starting point of development leading to the modern function of corporate social responsibility.Challenged by communities who have greater access to information, demand greater transparency and responsibility of corporate organisations and who possess greater awareness of the communities they participate in, the mining sector faces another step change in how it approaches and integrates corporate social responsibility, transparency and engagement.Mining is seeking reserves of lower grades, in more sensitive environments and in countries with minimal transparency and governance. Not only are the locations changing but so to the stakeholders to engage with and issues to contend with. An increasingly savvy opposition, including not just the ‘green hippies’ but the Gen-Ys interested in the wider sustainability debate and Baby Boomers moving to life style environments, are now questioning mining’s behaviour and encroachment into ‘their space’. Issues including effect on lifestyle amenity, property value, energy efficiency, social provision; concepts such as ‘doing more with less’, participatory engagement, increasing transparency and balancing economic, environment, cultural and social aspects are becoming the norm.The traditional model of supporting local communities, communicating plans and providing employment, community investment and indigenous support programs is not enough. Our industry faces challenges on multiple fronts. It must now be able to address these from a personal/community perspective if it is to remain relevant within communities and play a role in addressing the global sustainability issues.This paper draws on corporate social responsibility trends, integrated functions and implementation approaches through the application of activities within Newmont operations across Asia Pacific.The approach presented works on the philosophy that communities do not necessarily have to like what we do, but should be able to identify and recognise the way in which we involve them in decision making, communicate our intentions and respond to issues.

Nov 22, 2011

By Will H. Coghill, Fred D. DeVaney, R. S. Dean

Part I CONTENTS

May 1, 1934

By A. S. Dawson

Introduction The purpose of this paper is to discuss, in a general way, the application of geological principles in the exploration for, and development of, deposits of industrial minerals. Mention of geological factors pertaining co specific minerals will be by way of illustration only. Since many prospectors are little acquainted with the geological setting and mode of occurrence of deposits of these minerals, some prospecting possibilities in the field will be pointed out. Geology is a tried and proven tool in the search for and exploitation of metalliferous deposits and of oil and gas fields, but, so far at least as Canada is concerned, only very rarely has a directed, intensive search been made for deposits of industrial minerals. Examples might be cited, however, where, in other countries, such investigations have yielded rich rewards. Thus, development of the vitally important potash deposits of New Mexico was the result of a deliberately planned programme of geological investigation, first by United States Government agencies, and later by private interests. War or the threat of war, or peace-time industrial expansion, can render concentrated exploration for specific minerals desirable or even essential. Such exploration is, primarily, a geological problem. Admittedly, there is in general less scope for the application of geology in the search for, and development of, deposits of industrial minerals than of metalliferous minerals, oil, etc. Where the latter are concerned; the objective of exploration is to find a material that is valuable, within broad limits, no matter where it is located or how it occurs. The unit value of the material is limited only by the amount of the valuable constituent in the formation- its possible upper limit is tremendously high. On the other hand, many industrial minerals constitute in themselves 90 per cent or more of the formation- their amount cannot increase and their unit value is commonly low. Moreover, for commercial exploitation, the deposit must, in general, be reasonably close to markets or to plant or other facilities for processing the raw material, since, owing to its low value, this cannot be transported any great distance. As a consequence, intensive geological search for and investigation of such deposits has been restricted to industrialized areas. Obviously, however, it is good insurance for any operator to understand the geological background of his deposit, particularly in the case of new developments.

Jan 1, 1949

By D Kent

The introduction of digital technologies into the underground mining industry, in both coal and hard rock mining, has enabled many high bandwidth applications to be adopted by mines.Digital networks based on 802.11 b/g/n open Wi-Fi standards allow for many applications to be run over a single communication backbone. One important application has been tracking personnel and equipment via RFID tags. This tracking application has in turn formed the basis of a Proximity Detection System (PDS) or Collision Avoidance Systems (CAS). The paper discusses the growth in digital technology as the communication backbone in underground mines which has allowed the ‘convergence of technologies’ that has been occurring in the general business world to be available to underground mine operators. Then the paper will focus on the use of the technology in the increasingly important are of risk control around mobile plant underground. The specific use of digital devices for proximity detection, in both hard rock and coal mines, to provide a system that can deliver an additional level of control to the risks associated with people-vehicle interactions underground is discussed. The initial implementation of PDS in the hard rock mining environment is based on two zones of detection, required for large and relatively high speed vehicles. Information will include:•the principles of the underlying technology,•installation learnings and effectiveness, and•change management methodology and issues.The most recent development to integrate Mine Site Technologies (MST) PDS with Frederick Mining Controls’ HazardAvert® System to extend the overall Proximity System’s functionality in hard rock mines and for use in coal mines is overviewed.

Mar 21, 2011

By D. W. Butner

This report is concerned with the conditions affecting the methods and costs of mining phosphate rock in that part of the western phosphate field that is in Bear Lake and Caribou Counties in southeastern Idaho ( see fig . 1) . The area was selected because it contains most of the known phosphate reserve and because its geology has been studied more extensively than that of other sections . Deposits of phosphate rock on public land may be leased from the Government under the terms of the Mineral Leasing Act of 1920 , subject to the regulations of the Bureau of Land Management . Public interest in phosphate production is growing , as shown by an increasing number of applications for leases . Two mines are being operated steadily for the production of phosphate rock by companies that have also the necessary processing plants for the manufacture of fertilizer . Total western phosphate - rock production in 1947 is reported by the Economics Statistics and Division of the Federal Bureau of Mines to have been 1,193,000 long tons , mined in Idaho , Montana , and Wyoming . The average grade was 30.7 percent of contained phosphorus pentoxide (P205 ) ; the average value at the mines was $5.67 per long ton . Idaho contributed 905,000 tons , or somewhat more than 75 percent of western production . Western fertilizer plants took 23 percent of total production; 76 percent was exported . Strip mining accounted for 75 percent of the Idaho tonnage; the remainder was stoped from underground workings . Rock must contain a minimum of 30 percent P205 to be commercially useful for the production of superphosphate fertilizer by current acid treatment methods . Research by corporations and Government agencies has been directed toward the use of lower - grade ore . So far , only by smelting can rock containing as little as 25 percent P205 be used economically . Any development of processing or use pattern that would render the mining of , say , 20 percent rock profitable would have important effects in reducing the unit cost of mining . In the search for metallurgical improvements , consideration should be given to the saving of valuable components of the rock, such as vanadium and fluorine , both of which are present in the beds .

Oct 1, 1949

By AIME AIME

PRACTICALLY all the Section delegates as well as a sprinkling of Institute officers and mere members were on hand for the annual business meeting of the Institute on Monday afternoon of the Annual Meeting. President McAuliffe presided, with C. H. Mathewson as associate chairman. Americo Albala was first called on to discuss the work of the Pan American Institute of Mining Engineering and Geology. C. Will Wright said that the need for such an organization was evident, and a resolution was passed asking the incoming President to appoint a committee to investigate cooperation with that body, of which Mr. Albala is executive secretary.

Jan 1, 1943