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Shane is enjoying his new work. Six months ago, he was stocking shelves at his local supermarket and decided to make the big move to a job in mining with more challenge and, of course, more dollars. He's been through his inductions, received his training tickets and is now working in a crew of eight underground at a fly-in, fly-out (FIFO) operation. There are many more systems and processes here than in his retail job, and Shane's comfortable that his safety is being looked after. He is enjoying the continually changing work and conditions, it makes the job interesting. It's taking some time to get used to the roster and he is worn out by changeover, but he gets more time with friends and family during R & R.   Generally, the mining industry has a maturing safety culture and well developed systems. This sometimes lulls people into a false sense of security. Safety systems cannot anticipate every possible situation, nor can they replace people's perception, thinking and decision-making. To manage safety, it's critical to find the right balance between dependence on systems and a healthy fear and respect of risks we face.   As safety standards are raised, systems tend to get more thorough and complex. When a new person joins a mining crew, we induct and train them to provide the information they need. As labour availability again becomes short, and many new people join our industry, we shouldn't assume they know the fundamentals. We need to explain not only what they are expected to do, but why doing what we ask and expect will keep them safe. We must equip people to deal with both the routine and the unexpected.   This presentation explores the challenges of balancing a structured, systematic approach to safety with the need to also equip people to deal effectively with risks everyday in dynamic and extraordinary situations.   Session purpose Introduce participants to a way of looking at risk from a different perspective, as a force for change and progress, if managed well. Demonstrate that risk is something we need to engage with emotionally as well as physically, if we want our risk management efforts to be successful. This purpose will be achieved through an entertaining and engaging presentation, using photos and case studies. The session will initiate interest to explore new ways of thinking about risk and generate discussion about the balance between people and systems. What is the right balance and why getting it right enhances the safety culture, while getting it wrong can impact on safety, business performance and sustainability.

Jun 1, 2010

Many mining companies aim to integrate sustainability principles into their new projects. There is an intention for improvement, but frequently this results in little more than 'business as usual' projects that retrospectively categorise controls for environmental and social risks as sustainability initiatives as part of a public relations exercise. The successful implementation of sustainability requires a change of mind-set and behaviours at an organisational and personal level. In addition, sustainability incorporates a very wide range of interests and technical disciplines. One of the key challenges is in understanding how and when to pull these diverse threads together within a project or organisational process. This paper will explore a number of themes: What does it mean to implement a project in accordance with sustainability principles? How far beyond 'business as usual' is it reasonable to go, and what is the business case for this? Why do the intentions for sustainability sometimes fail and how can we prevent this happening in future? People are instrumental in delivering sustainability; how do we embed sustainability thinking into their behaviours and decision-making? The approaches that have been taken to integrating sustainability in design; what has and has not worked and some of the barriers to integrating sustainability into design? The authors will discuss these themes drawing on case studies from URS' experience in integrating sustainability into large projects. The authors will discuss the need for: a strategic approach which provides a simple framework for tactical decision-making and the consequences of taking tactical decisions in the absence of this framework, alignment of the project team and promotion of a culture of innovation, a shift from a risk/compliance mentality to an opportunity identification mindset, and a systematic approach to integrating sustainability into project design processes.

Jun 1, 2010

Rio Tinto has embarked on a journey to use automation to improve the performance of its surface mines. The driver for automation is to improve the accuracy and consistency of mining processes and less to do with cost savings through labour reduction. A key task in most surface mines is blasthole drilling. The degree to how well this is done cascades through the downstream mining process. It impacts scheduling, excavation, slope stability, material handling, beneficiation and final product blending. Improved blasthole drilling was identified as an objective that has a significant business case in most of Rio Tinto's surface mines. This paper describes Rio Tinto's drill enhancement project that has developed a robust system for automating most of the functions on a Terex SKSS16 drill rig. Automated drilling is currently being used in production at the West Angelas iron ore mine in the Pilbara region of Western Australia. A description of the essential elements of the drill automation system is given together with an overview of how automated drilling is performed remotely from the mine office. A review of some of the benefits of the enhanced drill system is given together with the future plans to extend the functionality of the automated drill and the expected benefits.

May 1, 2010

Tapira Mine (Tapira, MG, Brazil) is the largest phosphate ore and concentrate producer in Brazil. The mine is an open pit, which until recently operated with a large equipment fleet and now uses a smaller fleet operated by contractors. The annual production reaches 17 Mt of ore plus 14 Mt of waste at a stripping ratio of 0.82. Defining the geological boundaries and forecasting the annual production can be a difficult task if not performed on a reliable model. The geological model has been totally reviewed as well as the estimation process. Ordinary Kriging has been used to build the new block model with P2O5 and contaminant grades. After estimation, block model validation and classification criteria definition to assess resources and reserves, the result is given by the life-of-mine plan is defined after pit optimisation and design. The Lerchs-Grossmann algorithm implemented in the NPV Scheduler was used to define the long-term production targets based on the main parameters P2O5 and the contaminants that are just important to the beneficiation process.

May 1, 2010

Owing to improvements in computer capacity, it is now possible to undertake fully coupled or partially coupled, three-dimensional (3D) hydromechanical Finite Element (FE) simulation of mines, including explicit representations of large numbers of discontinuities. The analysis requires fewer assumptions than uncoupled analysis or two-dimensional (2D) analysis, but may require a change in how hydrological data is collected. The way hydrological data is incorporated in stability assessment and the approach to uncertainty in hydrological information also requires discussion. The current procedures for this type of analysis are discussed, along with some practical difficulties and teachings from early applications. A work flow for integration of 3D hydromechanical modelling with pit planning and some considerations for the management of uncertain data are also proposed.

May 1, 2010

In most mines using presplitting the final excavated wall shows a zone of damage just below the crest and well defined presplit half barrels. The crest damage (surface dilation) zone varies and is added to by subsequent adjacent perimeter blasting operations. Keeping the preconditioning to a minimum is possible using the methods described in this paper, developed on several diverse and geographically distant mining operations to control crest dilation and preconditioning by presplitting in advance - not just laterally but vertically in advance. The first documented case (Delbridge, Marton and McSweeney, 2004) in the development of the concept was undertaken at AngloGold Australia Pty Ltd's Sunrise Dam Gold Mine (SDGM), located beside Lake Carey, some 730 km northeast of Perth, Western Australia. The mine had been developed in a series of cutbacks to a depth of over 300 m and began underground mining during the latter stages of open cut operations. This mine is fairly unique in that it utilised a single pass vertical presplit which initially extended over three bench heights and after the failure mechanisms were understood, over four benches. The presplit drilling for the three stacked benches started on the floor of the second bench so that any dilation was confined to the surface one bench above the crest and modified perimeter blasting was then developed to curtail damage from blasting adjacent to the new crest. The second case is based on a South African coal mine in the Witbank Coal Measures, 140 km northeast of Johannesburg, Republic of South Africa (RSA). It was important that blasting for optimal wall stability and minimal scaling was developed in advance. A dragline is scheduled to excavate the #2 seam midburden which is the lowest of the economically viable coal seams in the five seam Witbank Coal Measures. Mining of the overburden, coal and partings above the dragline midburden pass are by excavator and truck and each mining layer is individually blasted. The results of presplitting the midburden through the overlying coal seams and partings have provided a presplit with no surface dilation of the midburden crest and ensures any subsequent crest loss is solely due to blasting adjacent to the vertical presplit. Typical of all coal mines in South Africa only vertical presplits are used. Wall control is most commonly delivered by presplit blasting and one common sight after the dust clears is a ridge of broken blocks along the presplit row, usually with a main crack running between the presplit blastholes and often parallel cracks either side of the perimeter line. The surface rock strata or block structures have been dilated by the venting gases and shock waves. Decoupled, fully coupled, single or double deck charges are used depending on a variety of factors, anecdotal practices and perceived benefits. Preconditioning of the crest rock by blasting from above may not be visible to the naked eye (or non-existent in overburden in strip coal mines) but the high speed venting of explosives gases (and often the water in the presplits) preferentially follow existing cracks and structures because there is no developed presplit crack near the surface. This nearly always lifts, shifts and separates the surface structures and geological layers. Stopping the dilation by 'sacrificial' or 'in advance' presplitting has been shown to reduce the crest loss at both metal and coal mines. Drilling and presplit blasting through an upper level of bench or layer provides a degree of restraint to the target layer where the crest must be maintained and any damage caused by the venting gases will not cause concern as it is removed as planned, leaving a stable crest.

May 1, 2010

The Telfer main dome open pit is operated by Newcrest Mining Limited at a current production rate of 50 Mt/a from a pit dimension compromising 2 km strike length, 1 km width and 250 m depth. As part of the refeasibility of the Telfer operation undertaken early this decade, Newcrest identified that an underground sublevel cave (SLC) operation along with an increased scale of open pit would support a new plant targeting the processing of gold and copper ore at 17 Mt/a rates. The SLC was initiated in late 2006 and broke into the open pit in late 2009. This situation is unique across the mining industry where a cave breakthrough was planned and occurred within an active large open pit operation. The SLC broke though into the west side of the Main Dome open pit into a specially prepared bench that was left at the 5384 RL of cut-back stage 3. A main haulage ramp is within 100 m from the edge of the cave breakthrough zone and this ramp passes down to the active levels which are progressing toward the 5200 RL. This paper presents insight into the mine planning and risk management associated with continued operation of the open pit operation while an active SLC breaks through. The cave breakthrough presents unique areas for risk management as there is potential for rapid propagation and subsidence. To support the undertaking, mine design and major hazard management planning has been carried out. Focus areas include; dual ramp system design, preloading the breakthrough area, monitoring of cave propagation and air gap using a seismic system and deep hole extensometers, wall stability and subsidence monitoring using radar and prism systems, and key trigger and response planning.

May 1, 2010

As Pliny commented two millennia ago, The only certainty is that nothing is certain. Despite the many breakthroughs, advances and promises, the way we each live and work remains awash with technological, economic and political uncertainty. The resources sector is no exception in this regard. Mining itself is much more than a complicated process or recipe; it is a complex adaptive system. The way we adopt and adapt new technologies, the way we evolve data into corporate wisdom, the way we make decisions and even the way we view our concept of rationality should each be the subject of intense review. Translating these sentiments into sustainable company growth is indeed the challenge. This is unlikely to be achieved within convention, but through innovation. The game is changing!

May 1, 2010

The provision of professional engineering services in Queensland is regulated through the Professional Engineers Act 2002. The Act requires that anyone providing professional engineering services must be registered and is subject to continuing professional development requirements. The engineering profession is actively requesting the Queensland Government to expand registration to include associate and technologist engineering practitioners. In view of the strong moves at the Federal level towards national registration of professional groups the lessons of the Queensland experience are very relevant across Australia. This paper describes the rationale behind the Act and outlines its operation. It discusses some misconceptions regarding the applicability of the Act to various engineering activities. There is much that the Act has to offer individual engineers and industry generally in establishing, articulating and maintaining standards for professional engineering work. The paper considers legal actions taken to date under the provisions of the Act and discusses the way in which this parallels industry moves towards quality assurance of work force capability.

May 1, 2010

Technology is playing an increasingly large role in the operations of our mines. There is a temptation to regard the implementation of technological systems as the objective itself when, in reality, systems are used to support a business process. Only when the process succeeds will the systems be seen to succeed. Understanding the distinction between system and process is critical. This understanding, together with the resultant holistic approach, is considered to be critical to successful implementation and operation of Mine Control process. This paper examines the critical factors essential to success in establishing and sustaining a Mine Control process that maximises benefits to an operation. These factors have been developed during the author's experience of nearly 30 years in Mine Control projects across over 50 sites. Each factor is discussed in relation to real world examples at well-known mines.

May 1, 2010

With the launch of Immersive Technologies' next generation of Advanced Equipment Simulators for the mining industry, correlating and influencing safety, productivity and maintenance with operator competency improvements is now made even more effective. In early 2008, Immersive assembled a project team to investigate the potential linkages between operator competency and performance. Advanced Equipment Simulator Users with a range of sophistication were interviewed and consulted. The result was new and enhanced 'value realisation' programs to directly assist mine sites to deliver the expected return on investment (ROI) from simulators and operator competency development. In just over one year, 29 mine sites around the world have benefited from 34 completed programs. Case studies have been compiled to demonstrate the impact of the implementation of this approach, including at the following operations: Anglo Coal - Callide (Australia), Freeport McMoRAN - Grasburg (Indonesia), Equinox Minerals - Lumwana (Zambia), Peabody Energy - Cabllo (USA), and Xstrata - Lomas Bayas (Chile). Significant performance improvements have been achieved including: reductions of 47 per cent in gear shifting and 37 per cent in over speed errors, improvements of 68 per cent in park break errors and 12 per cent in spotting time, and increase of 54 per cent in passing emergency fire handling competency tests. This presentation draws on these case studies to clearly demonstrate the linkage between improved operator competency through the implementation of training programs tailored around Advanced Equipment Simulators and production performace measured by a range of standard metrics at mines around the world.

May 1, 2010

Safe, efficient production is a common objective for all large open pit mines. Despite comprehensive policies, procedures and regulations aimed at protecting workers, several people die each year in mining equipment-related collisions. The limited sightlines of heavy equipment operators coupled with difficult operating conditions are major contributing factors to the majority of mining equipment collisions. Off road haul trucks are the most common type of machinery involved in surface accidents. These vehicles represent the primary target for improving safety performance by mine operators. Although several commercial products have been introduced to address these issues, none have achieved significant market acceptance. The current collision avoidance solutions lack integration with onboard fleet management and equipment health systems. To achieve acceptance in industry, any collision avoidance system must offer high reliability, minimal false alarms, and value for money. With these criteria in mind, this paper will examine the pros and cons of the various technological approaches to collision avoidance in an open pit mining environment. The unique global positioning systems (GPS) and camera-based proximity detection solution on offer from Modular Mining Systems will be described. This solution uses intelligent filters to minimise false alarms. Tight integration with fleet management provides context information to enhance warnings and enable back-office near-miss analysis. Available today, this combination creates a practical solution to improve the situational awareness of heavy equipment operators, at a compelling price point. Future directions for maximising heavy equipment operator situational awareness will also be examined.

May 1, 2010

Advances in technology have led to larger and deeper open pit mines and, consequently, also increased the potential economic impact associated with slope failures. If the ultimate aim of mining operations is to maximise project profit, it is surprising to see related research activities have mostly been focusing on technical areas such as slope stability modelling, but with limited studies conducted to date to assess the relationship between geotechnical uncertainties and economic risk. Given most major decisions in the mining industry nowadays are made by management staff with financial background, any design approach that would help to link slope stability analysis results with monetary values would no doubt enhance communication between geotechnical practitioners and decision makers. This paper presents a study which assesses economic impact of slope failures to assist in mine planning. The study also estimates the impact of slope failures on project value, which would enable economic risks associated with pit slope designs to be closely examined. The proposed risk assessment techniques, used by financial institutions for many years to assess portfolio risks, can assist geotechnical practitioners in quantifying risks of slope failures. Risk-adjusted concepts are also suggested to assist management in selecting a slope design with optimal risk and return ratio.

May 1, 2010

Data collected from payload management systems at a number of surface mining operations show significant variance. Heavily loaded trucks travel slower up ramps than lightly loaded trucks. Faster trucks are slowed by the presence of slower trucks, resulting in 'bunching' and production losses. A stochastic model was constructed to simulate a truck haulage return cycle of 12.5 km at a large open pit gold mine in the USA. For a fleet of 35 trucks, the best estimate of the benefit achieved by a sustained reduction in payload variance of 25 per cent is a throughput increase of 1.6 per cent, within a possible error range of 0.6 to 3.2 per cent. This potential benefit is worthy of further investigation by Continuous Improvement teams at large open pit mines. The model also indicates that, under the right circumstances, provision of an overtaking lane can provide throughput benefits of up to ten per cent, The feasibility of providing unidirectional haulage circuits within large open pit mines should be examined.

May 1, 2010

Boliden's Aitik open pit mine located in northern Sweden, will expand yearly production from 18 to 36 Mt of copper ore during 2010. The expansion includes a new concentrator located 3 km off the pit, two new apron feeder crushers connected to the ore storages and concentrator with conveyors at a total length of 7 km. The concentrator has two lines with autogenous grinding mills and flotation each with a capacity of 18 Mt. Consequently the mine operation has to be expanded. To achieve this, there was several parallel processes ongoing; investments in new equipment, reorganisations, improvement projects in maintenance and productivity. The Aitik 72 project was started to coordinate productivity and mine planning activities. Initially the long-term strategic mine plan called for a total movement of ore and waste to increase from 40 to 72 Mt but has today increased to 89 Mt. Productivity projects have been focused on load and haul activities such as fuel economics (Renstr÷m, 2007), effective utilisation of trucks partly by increasing manning levels, improved dispatch and shovel utilisation focusing on optimal use of loader/truck fleets. The eco-driving projects previously reported have reduced fuel consumption significantly. This project is also a productivity project, as part of the fuel savings comes from minimising idle engine hours due to queues, break-downs, operator shift changes, etc but also from under and overloading. Effective use of truck fleets, ie transport of material, loading and dumping, thus excluding non-productive engine hours has been an essential motivator when deciding the size and number of new trucks required. This has resulted in a reduction of the investment with at least one but maybe two trucks. A third major project was to optimise shovels together with truck fleet by improving short-term, up to two weeks, detailed planning of drilling and shovel activities. Daily scheduled breaks for maintenance as well as planning of shovel utilisation, down to shift level are included in the production plans. KPIs and online production reports, based on real-time monitoring of drill rigs, shovels and trucks, have been an essential tool used regularly to engage and motivate mine production personal and information reporting to management. Several projects have already reached their goals. The projects will continue throughout 2010 to ensure that productivity targets are met.

May 1, 2010

Northern Iron Ltd (NIL) is an Australian listed company that recently brought the historic Sydvaranger open pit Magnetite Mine (the Project) in Northern Norway successfully back into production. NIL made the decision to operate the Project on an owner mining basis, due to limited large scale mining expertise amongst Norwegian mining contractors, a long mine life, a limited range in planned mining rate and to minimise costs. As a new mine operator in a country where labour practices are strictly regulated, there was the desire to reduce the risk associated employing and managing skilled personnel. This was achieved by coupling the purchase of the required mining equipment from the original equipment manufacturer's (OEM) regional dealers with OEM supported Maintenance and Repair Contracts (MARC). This paper examines the process that was followed to implement an owner mining operation in a short time frame; approximately 12 months from the initial requests for quotation to actual delivery of mining equipment to site, and some of the challenges faced. By following a formal and well-tested process, not only was the implementation achieved in the set time frame, but significant value was added through the cost savings achieved in the equipment purchase price and MARC rates that were negotiated through this process.

May 1, 2010

The use of teleoperation in mining is increasing due to requirements to improve safety and reduce the number of people required to work in remote and difficult environments. We recently completed a project to develop a teleoperated control system for a rock breaker at an iron ore mine in the Pilbara region of Western Australia, with the objective of demonstrating the feasibility of remote rock breaking over long distances. This required controlling both the rock breaker and an array of pan-tilt-zoom (PTZ) cameras using joysticks. Controlling the cameras distracted operators from the primary task of controlling the rock breaker to position and fire the hammer. This lengthened task times as both the operator's attention and their hands have to swap between different control interfaces. In this paper, we present a novel design using human eye gaze as an interactive input for the remote camera control. It follows a simple and natural design principle: Whatever you look at the screen, it goes to the centre. A prototype system has been implemented by integrating computer vision based eye tracking technology, with the advantage of being real-time, robust and marker-less. We conducted a user evaluation, where users undertook a control task while obscuring the direct view of the working area and using a remote camera to transfer the live video stream as the visual feedback. Subjects were required to participate in the experiment using eye tracking camera control and traditional joystick control respectively. The statistical analysis of objective measures indicated that our novel eye tracking control significantly outperformed the joystick control. The results of the post-experimental subjective measures also revealed much higher user preference for using eye tracking control, which provides clear evidence that this design is a better interface for remote camera control in mining teleoperation settings.

May 1, 2010

Minerals and Metals Group (MMG) Century mine (Century) is a large open-cut mine in northwest Queensland approximately 2.5 km long, 1.5 km wide and 240 m deep, with an ultimate pit depth of 320 m. In 2009, the mine experienced three failures which began as small failures, and progressively developed into significant multi-batter failures. The incidents were managed by a combination of analysis, redesign and practical management to achieve positive outcomes for the mine. On the south wall of the mine, a series of batter-scale wedge failures occurred in December 2007. Analysis of structure orientations and design changes aimed to minimise the risk of failure extending over multiple batters, while accepting a risk of further small-scale failures. Design changes were constrained by a culturally sensitive area (CSA) located south of the wall. As mining progressed, shallow wedge failures developed over multiple batters and cracks were observed 60m back from the pit crest, indicating that a large-scale wedge failure was developing. Movement increased in January 2009 as a result of significant rainfall. After considering several design options, the area was stabilised by a cut-back of the wall. Two multi-batter failures also occurred on the north wall as mining progressed through a structurally complex area. Both north wall failures began as small failures that progressively developed, and required a redesign of the wall below as well as practical management of safety aspects. The complex structural geology was difficult to predict ahead of mining, and required geotechnical input into design changes as mining progressed. All three failures potentially had significant impact for ore recovery, and were managed by a combination of analysis, redesign and operational management have resulted to achieve positive outcomes in a challenging mining environment.

May 1, 2010

The complexities of mining in current economic conditions, where ore extraction schedules are varied on a weekly basis so as to ensure constant supply to the process plant, can result in a number of scenarios that pose geotechnical challenges. This paper presents a case study where alterations in the mining schedule of a particular mine resulted in the necessity to mine under a large uncompacted embankment, ie integrated tailings and mine waste land form. To effectively ensure that ore recovery was maximised, a well-designed slope monitoring system to evaluate design performance and to provide timely warning of impending failures was imperative. In order for an appropriate slope monitoring strategy to be developed, a thorough understanding of the potential slope failure mechanisms, capabilities and limitations of available monitoring techniques is required. Communication of the monitoring results and response strategy to alarms generated by monitoring systems must also be carefully considered to maximise effectiveness. The results of preliminary stability modelling can be used to guide the design of a monitoring system, which in turn can then generate data which can be used to iteratively refine the geotechnical model. This paper illustrates the development and implementation of a slope monitoring system and associated communication system, using the Daydream embankment at Fortescue Metals Group's (FMG's) Cloudbreak Operations as a case study.

May 1, 2010

Mining of copper ore is still the most important business in Chile. In order to mine ore with a copper content of less than one percent at Minera Los Pelambres in an economical way, opencast mining is mandatory. Due to the prevalence of avalanches at the mine, the concentrator was located in a stable area, some distance from the mine. As a consequence, the material has to be transported between mine and concentrator by conveyor. A downhill conveyor system has been implemented for more than ten years as the most suitable and most economical ore transport alternative. Due to the length (12.6 km) and inclination (1300 m drop) of the conveyor system, the stresses in the steel cord belt are the dominant design criterion, resulting in a belt quality of ST 7800. Additional dynamic belt stresses during transient operating conditions are avoided by the installation of high capacity adjustable frequency drives. The rating of a single drive unit is 2500 kW. During ten years of operation, several capacity increases have been implemented, from an initial 5800 t/h up to the current capacity of 9900 t/h. This presentation describes the engineering challenges of the implementation of the world's strongest belt conveyor system. Capacity increase measures like the development of new control and breaking strategy, proved by dynamic simulation of belt forces and belt speed scenarios are explained. During this long-term partnership of RWE Power International, the former Rheinbraun Engineering, with Minera Los Pelambres, RWE has been engaged continuously for development work, safety checks, expert opinions and maintenance audits, and giving new impulse to conveyor technology.

May 1, 2010