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By McCarthy J

In both the U.S.A. and Canada regulations concerning the reporting on mineral resources and especially ore reserves have been established. The regulations are virtually identical for the two countries with the main exceptions being who is franchised to write the report and how the various reserve categories may be used in reports to the public. Both countries divide ore reserves into "proven", "probable" and "inferred" categories. "Proven" reserves are those for material for which tonnage is computed from dimensions revealed in outcrops, trenches, underground workings or drill holes and for which the grade is composed from the results of adequate sampling. "Probable" reserves are those which are less well defined than "proven" while "inferred" reserves are generally those which may exist through geological and geophysical interpretation. The AusIMM/AMIC draft guidelines as proposed for use in Australia define more rigidly the ore reserve categories into "proved" and "probable" terms, which can only be applied following a full and favourable analysis of economic, mining, metallurgical, marketing and sociopolitical factors. If the ore reserves are not supported by this analysis they are placed into a "resource" category. Proper application of this proposed Australian model could prove useful when dealing with grass-root prospects or mining properties in the pre-feasibility stage. Combined with competent reporting, use of the proposed guidelines should ensure standardised and more verifiable analysis/valuation of a company's mineral assets.

Jan 1, 1987

By P D. Munro

The Mine to Mill concept, as it has become known, is a philosophy which is being increasingly embraced by mining companies committed to increasing their profitability through better integration and global optimisation of their mining and processing operations. Autogenous (AG) and semi-autogenous (SAG) mills are the principal primary grinding devices currently in use, their performance is particularly sensitive to feed size distribution. Most efforts to-date have centred on modifying and controlling the run-of-mine (ROM) size distribution to maximise grinding mill throughput. The complexity of the interaction between ROM size distribution, primary crusher product and AG/SAG mill performance precludes the trial-and-error approach as an effective means of determining the optimum blast-induced fragmentation size distribution. To overcome this limitation, the Julius Kruttschnitt Mineral Research Centre (JKMRC) has developed modelling and simulation techniques that are able to accurately reproduce both the fragmentation processes during blasting and the subsequent performance of the comminution circuit. These models are tailored to suit local ore types, rock structure and comminution circuit design and calibrated using high quality field data. MIM Holdings Limited (MIM) have been particularly active in the Mine to Mill area and have instituted optimisation programs at three of their associated base metal operations viz Alumbrera, Ernest Henry and the Mount Isa Mines. This paper describes these programs with particular reference to the data acquisition and modelling phases, the predictions of potential productivity gains and the extent of the realisation of these gains to-date.

Jan 1, 2000

Production scheduling is an important element of the mine planning process. The production schedule specifies the quantities of mineral to extract, the source of this ore, the timing of extraction and, where necessary, the quantity and timing of backfill placement. These details are important in linking long-term strategic goals to short-term operational planning. Mine scheduling techniques form the basis for communicating information concerning the overall impact of design and planning changes to a wide range of people at many levels within an organisation. Consequently the techniques used for mine scheduling must support the decision-making process by consistently providing high quality schedules in response to revised and updated data. A new mixed integer programming (MIP) model has been developed to generate optimal production schedules for underground stoping operations. The model maximised the before-tax Net Present Value of the production schedule while satisfying constraints such as contained metal tonnage, hoisting capacity, stope geometry relationships and stope backfilling demands. Zero-one variables were used to represent the decision to extract or backfill each stope in a particular time period. Continuous variables, capable of having non-integer values, were used to denote the quantity of ore or backfill associated with a specific stope in a given time period. A case study is presented to demonstrate the significant improvement in before-tax NPV over a comparative manual production schedule in a large underground mine. The MIP model allows for further modification to reduce solution times and meet the needs of individual mines.

Jan 1, 1995

By L C. Thompson

BioLix is the term for a new class of biologically-derived lixiviants for precious metals (gold and silver) recovery. BioLix can be used as an alternative to cyanide on virgin and spent ores. The BioLix process is based on inducing microbial enzymatic reactions that generate organo-lixiviant chemicals. The bioprocess involves a two-stage culture strategy. First, specialty microorganisms are cultured to generate a high biomass. Then, a food-grade quality amendment is introduced that forces the microorganisms to produce the organo-lixiviant. The second-stage culture is applied to the ore where the microbial/lixiviant system acts on mineral surfaces to extract precious metals. The process operates at ambient temperatures and near neutral pH. This paper will examine the BioLix process through an extensive laboratory development and demonstration project. Laboratory development consisted of identifying and isolating specialty microorganisms and inducing agents for the production of the organo-lixiviant solutions. A demonstration was performed on low-grade and high-grade oxidised ore from the Buffalo Valley mine in Nevada, USA. Results indicate that the BioLix process was comparable to cyanide in terms of gold recovery and operated at near neutral pH and ambient temperatures. Applications for the BioLix process will be discussed including spent-ore re-leaching, cyanide replacement for virgin ore, and in situ mining.

Jan 1, 2004

Mining is a high risk industry where miners seek to secure certainty in all of their dealings. The introduction of native title to the Australian legal system with the High CourtÆs 1992 Mabo decision and subsequent Native Title Act 1993 has added to the risks associated with implementation and the ongoing operation of exploration and mining projects. The High CourtÆs Ward case in August 2002 confirmed Crown ownership of minerals and petroleum. But the Court also found that a mining lease that allowed an exclusive possession for mining purposes did not extinguish all native title rights and interests. Although the Court was specifically considering WA mining tenements, the WA mining lease is very similar to the mining leases and licences that exist across Australia, meaning that these tenements are unlikely to fully extinguish native title. The Ward case means that native title remains squarely on the table now and into the future for those involved in developing exploration and mining projects. However, certainty and workability is capable of being secured and this paper discusses some means by which this may be achieved. The paper starts by considering two of the many 1998 amendments to the æfuture actsÆ regime under the Native Title Act, Indigenous Land Use Agreements (ILUAs) and the application of ægood faithÆ negotiation to all negotiating parties. It then looks at native title agreements, other issues affecting negotiations and tips for negotiation technique.

Jan 1, 2003

TSG Consulting works with many of the major global mining companies using simulation modelling as an integral component in their development teamÆs processes to determine which combination of infrastructure options, operating performance and operating rules best achieve project goals. All systems can be divided into a series of subprocesses. Conventional management and design practices focus on the optimisation of these system components. However, the interaction between subprocesses means that improvements made to the individual components do not necessarily translate into total system performance improvement.TSG Consulting advocates a ætotal integrated system approachÆ to understanding the behaviour and performance of complex interacting systems. In a constraint-based integrated set of processes, the instantaneous system capacity is limited by the subsystem component capacity that is the bottleneck at that point in time. Additionally, real world stochastic and dynamic influences tend to have knock-on effects across subsystem boundaries. This necessitates the requirement for simulation modelling to develop and validate solutions that are sufficiently robust to deliver sustainable outcomes. The key to maximising production is to understand the causes and effects the inherent variability has on component performance, subprocess performance and most importantly, the total integrated system performance. The correct use of simulation modelling techniques allows study teams to evaluate the relative merits of different capacity enhancement proposals. Put simply, when done well, simulation modelling provides a quantitative and rational process to enhance the knowledge and insight needed to make informed decisions.

Jan 1, 2007

By W Mackinnon

Coal mining operations require the expenditure of appreciable start up and working capital in order to produce saleable coal for domestic or export markets. The competitive nature of the coal business restricts margins, and so it is imperative that downside risks, in terms of production outcomes, are minimised. The major risks identified for a coal mining operation, aside from sales volumes and coal price, are generally thought to be confined to the geology of the deposit and the mining process. However, the impact of product quality and yield can be very significant. If product coal is inferior to projections, then it will need to be sold at a discounted price and this can dramatically impact on margins. Equally, if yield is five to ten per cent less than planned, then this will have a huge effect on profitability. This paper will look at issues relating to in situ moisture and density, resource quality evaluation, modelling of washability and dilution, and simulation techniques, and how best practice approaches can be incorporated into mine planning and feasibility studies. Risks are best modelled and understood by adopting a detailed approach that is fully documented and auditable. This is particularly needed for multi-seam and multi-product operations. Once a well defined systematic approach is established the potential risks can be evaluated by testing different scenarios, carrying out sensitivity analyses, variability modelling and examining extreme operating conditions. These have been discussed in the paper, along with some related issues such as the cost of quick fixes and the value of spending a little more in the coal preparation area.

Jan 1, 2003

Before proceeding to the main portion of the above subject, a few remarks as to the general question of our mill slimes seem called for, and, with this in view, it is intended to briefly refer to the salient, points connected with their production, treatment and disposal at the mills.It is well known that, owing to the inticate mixture of the constituents of our sulphide ore, 'a very great deal of crushing and grinding is required to detach the particles of galena from the zinc blende and gangue of the ore, and it will be readily understood that, in this operation, a considerable amount of the material is converted into a slime which consists of minute, but ,(as can be see~ under a glass) well definied particles of all the constituents· 6f the ore arid combinations thereof, the relative proportions of which depend on the dual characteristics of hardness and abundance of the different constituents. An analysis of the slime shows the contents to be as follows :-Galena (PbS)Blende (Zn S)Pyrites (Fe Sll)Ferric Oxide (Fell Os)Ferrous Oxide (Fe 0) contained in garnetsOxide of Manganese (Mn 0) contained in rhodonite and garnets

Jan 1, 1903

By P Cameron

The Julius Kruttschnitt Mineral Research Centre (JKMRC) has recently commercialised a variety of new products for the mining industry through its commercial division (JKTech). Although the products cover a wide variety of niche applications, a common thread runs through the Research, Development and Commercialisation (RD and C) process: they have emerged from industry sponsored projects. The development history of JigScan (a control system for the mineral-processing jig) is a good example of how this RD and C process works in practice. It involves building mutually beneficial partnerships between the JKMRC and the mining industry through several incremental projects with one or more industry sponsors. All research projects have objectives to demonstrate but these projects also feature a degree of product development to actively encourage and support the longer-term vision for the mature commercial technology. The process to develop JigScan as a commercial product worked because each incremental project recovered costs, provided an immediate benefit for the sponsor and contributed to the longer-term development objectives of the JKMRC. Integrating development with research need not greatly increase the cost of research objectives generally provides a more robust research outcome for the sponsor and greatly reduces the overall development risk. Successful projects often feature industry mentors actively participating in the RD and C process. Additional funding from government appears to be easier to obtain when such close partnerships with industry are apparent. Finally, the business structure of the JKMRC within the University of Queensland ensures that commercial outcomes, developed within the contractual arrangements of the underlying RD and C projects, are used to benefit and support further RD and C with the mining industry. This paper tells the story of the development and commercialisation of JigScan, and draws conclusions about this kind of RD and C model.

Jan 1, 2000

The æProfit Driver ModelÆ is a tool which builds costs from first principles and integrates revenue, costs and physical mining parameters and, hence, can quantify the impact and leverage on profit. In this paper an æexample mineÆ has been created to represent a typical Australian Open Cut Coal Mine. This has then been input into the Profit Driver Model to allow different variables to be tested. A series of variables were tested to determine which ones had the highest impact on profit and results are useful to management as a guide to the areas in which they can focus effort to achieve better profitability. Whilst the highest profit drivers are those external to the control of management and include selling price and exchange rate, the next most sensitive are those variables related to the geology of the mine and the mining method. These included coal quality, yield and strip ratio. Site management has some control of these. For example, the ability to vary the sequence of mining or improve the yield by a more efficient coal washing process. The efficiency of the workforce and management has similar impact to the mining variables. Finally, there are the supply variables, such as fuel, labour and explosives which are the least sensitive although, cumulatively, still significant. Each mine is different and the results of the example mine will not apply to all mines. However, the approach taken is universal and the tool illustrates a simple method to quantify the profit impact when changing variables. The benefit of the approach is the short time taken to get a set of results. This allows the more detailed and time consuming work to be more focused. The results illustrate that management has a significant influence on profitability.

Jan 1, 2000

The mining industry has had lengthy experience with risk management involving technological situations imposing risks to people and property. In such situations the relevant parameters can be fairly well defined, the outcomes can be broadly predicted and probabilities of these can be estimated. Accordingly quantitative risk assessment can be applied. In recent years there has been increased emphasis in risk management on a broader set of potential consequences. These include potential impacts on the flora and fauna of ecosystems. These are typically poorly understood and this is especially true in Australia where the vast size of the continent and sparse population make gathering a comprehensive data base on biological resources a difficult task. The resulting scientific uncertainty and ignorance regarding the potential for serious or irreversible harm to the environment mean not only that quantitative risk analysis techniques are not appropriate, but also that the precautionary principle (PP) needs to be applied as a complement to qualitative ecological risk analysis. The potential for significant impacts is particularly high in Australian ecosystems. These comprise one of the 12 æmegadiverseÆ regions of the world in terms of biodiversity and, hence, have global significance. Moving from risk management to application of the PP by the mining industry provides a significant challenge. Application of the PP has no clear guidelines to follow and, to-date, has been highly unpredictable. However, there is much to be gained for industry in embracing this challenge and taking a pro-active approach in exploring methods that will provide for clearer guidelines and hence more certainty in outcomes of environmental management decisions involving precaution. As well, there could be considerable other advantages for the mining industry in terms of reputation assurance, community acceptance and greater certainty in terms of access to resources.

Jan 1, 2000

By B Cooper

During the design of a new production facility for a greenfields or significant brownfields expansion many design decisions are made driven by an unquestioning objective to achieve 'lowest cash-cost' production costs. In many cases this translates to a design and operating philosophy based on largest-available, single-line equipment. Although acknowledged as an approach that is efficient from an operating cost perspective does this approach always maximise shareholder value? There is an increasing awareness in the mining industry of the value of project flexibility, robustness and value options. The design of a new production facility creates a window of opportunity which should be structured to ensure that project value options and robustness are understood and exploited. This requires the use of emerging valuation methodologies, such as Value-at-Risk and Real Options, as well as tried and trusted NPV/IRR approaches. The paper provides an overview of the basis and application of these less well known techniques in the context of metallurgical plant design. Design guidelines that demonstrate how value options and flexibility can be quantified from both a risk and value perspective are presented. Issues such as use of single versus multiple line equipment, optimum cut-off grade and improved exploitation of the inherent variability of the orebody are also examined. Finally the management issues and approaches to achieving this will be briefly discussed; for example it is common during project development to drive towards increasing certainty as rapidly as possible to facilitate 'accurate' estimation of costs. Understanding and exploiting value options requires a project culture that tolerates, and revels in, ambiguity and uncertainty û something that would make many project teams uncomfortable!

Jan 1, 2008

By Jingcai Xu, Singming Gou

A sound mathematical model is an important step to predict spontaneous combustion probability so that measures against coal self-heating can be adopted in time and at comparatively low-cost. This paper analyses main factors in coal spontaneous

Jan 1, 1998

Information obtained from a reconciliation system provides fundamental indicators to an operations performance and is often neglected as a key performance indicator when developing a business plan or mining schedule. The cycle of exploration, ore definition, mining and processing within a company is constantly scrutinised both internally and externally as to the safety, environmental and financial performance of these activities with the operators judged on their performance on a periodic basis. However, it is not unusual for the reconciliation process to be given scant attention until a serious issue (usually a shortfall) occurs, at which point short-term solutions may be implemented which only serve to compound the original problem. A robust reconciliation system takes time to develop and implement initially and must continue to evolve with time. The best systems are those where all the stakeholders in the ultimate outcome are involved in the design and accept responsibility for the validity of their component inputs. Output from the reconciliation process can be utilised to fine-tune all aspects of an operation once the underlying issues leading to a particular result are understood.

Jan 1, 2002

Mount Gibson Iron Limited (æMount Gibson IronÆ) has made the difficult transition from a privately owned company with an iron resource to a publicly listed company owning and operating a profitable iron ore mine in the mid-west of Western Australia. The development of the company is described with particular emphasis on the Tallering Peak operations, resources, associated infrastructure and logistical arrangements; the Mt Gibson hematite and magnetite resources and the proposals to develop the magnetite resource as part of an integrated project through to iron pellet production. The concept of tailoring the relatively small ship capacity of the outturn port of Geraldton to appropriately sized inturn ports in China to allow direct delivery of product is discussed. The companyÆs philosophy of building shareholder value by progressive development of its relatively modest resources (compared with the Pilbara) is discussed. In pursuit of long-term business success Mount Gibson Iron has formed symbiotic relationships with strong business partners whose aims and objectives mirror or complement those of Mount Gibson Iron.

Jan 1, 2005

The mining industry was one of the first to be directly regulated by legislation in the 19th century when British public opinion was mobilised by reformers seeking social change. In the next wave of mining safety legislation, account was taken of technological advances in the industry, but again, the amendments were in large measure driven by public expectations following a series of disastrous mining accidents with great loss of life. The result was the prescriptive and detailed type of regulation that has, to a great extent, remained with and become a way of life in the mining industry of today. In 1970, the then British Government appointed Lord Robens, a former Chairman of the National Coal Board, to head a Committee of Inquiry to consider the arrangements then in place for preserving the safety and health of people at work and to consider and make recommendations on the need for change in the legislation governing such matters. The result was the 1972 report Safety and Health at Work which, in turn, resulted in the Health and Safety at Work etc Act 1974 (UK). This Act, which embodied the now familiar concepts of consultation with the workforce on matters relating to health and safety and the statutory application of the previously existing Common Law concept of the duty of care, became the model for much occupational health and safety legislation in many places around the world, including the various States of Australia. As a result of the `Robens style' of legislation, the regulators of the mining industry have had the opportunity to become less prescriptive and to introduce an `enabling' style in their statutes. This has not always been welcomed by the industry which has, to some extent, missed the comfort of knowing exactly what is required of it in order to ensure compliance with the legislation while appreciating the `self-regulatory' opportunities that the new style of regulation offered.

Jan 1, 1995

By R Knight

"In project evaluation there are two matters of keen interest to non-executive directors: the process by which an investment recommendation is reached, as well as the investment itself, as presented. It is sometimes mistakenly believed that Boards of directors are interested only in the result. That is not so. The process by which project evaluations are derived and socialised with the Board is as important as the result, sometimes more so.Setting aside the gloomy predictions of the doomsayers and looking through short-term volatility in supply and demand, the overall availability of mineral resources more often than not exceeds demand. There are in reality more development projects in prospect at any one time than are needed to meet the market. Only the fittest will prosper, although some others may survive.Optimism springs eternal in the mining industry and every project promoter, executive or entrepreneur has a convincing project development case. Some will create value for shareholders, but the historical evidence suggests that many will fail to meet the expectations set in their evaluation.Boards of directors make the final decision to invest, or not, in a new mine. Knowledge is power, and on that basis the balance of power favours management. Management has the facts (or in some cases, what passes for fact) and the passion to invest. The non-executives have the power of approval – yes or no – but before making a decision directors must demonstrate due diligence, the essential precursor to project approval.Management has a vital part to play in facilitating that due diligence process and in encouraging the independent thought processes of the Board. A closed approach by management fosters a negative, risk-averse attitude on the part of the Board. One that encourages an understanding of the rigour of the project evaluation process and the robustness of the result will allow directors to understand better the implications of their decision.CITATION:Knight, R, 2016. Project evaluation – a non-executive director’s perspective, in Proceedings Project Evaluation 2016, pp 11–19 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Mar 8, 2016

The history of the rail and mining industry in Queensland over the past century is inseparable. Indeed it was mining that led to the construction of the line west from Townsville and that shaped its current alignment. The discovery of gold at Charters Towers started construction of the Great Northern Railway west from Townsville in 1879, with completion to Charters Towers in 1882. The line was extended to Hughenden in 1887 and to Cloncurry in 1907 - driven by copper mines both to the south west and the north west of Cloncurry. The mining industryÆs association with funding the construction of rail lines to service their individual mines began in this area when the Hampden and Mount Elliot mine companies agreed to pay 50 per cent of the cost of the line from Cloncurry. The line to Selwyn was completed in 1910. Copper mining saw the construction of many other rail lines in the Cloncurry area in the 1910 - 20 period before copper prices slumped. Included in these lines were the Malbon to Duchess line and the line to Kajabbi and beyond.

Jan 1, 1998

By C Sellens, L D. Fabbro, S Vink

The Fitzroy River Aqua-Eco Health Project is a collaborative research project between the Central Queensland University, the University of Queensland and BMA. It is designed to assess the aquatic ecology and health of the streams within the Fitzroy catchment located adjacent to mine sites. The universities are conducting an independent sampling program expected to yield the most comprehensive monitoring to date. The project design incorporates in situ testing of water quality variables including temperature, dissolved oxygen, conductivity, oxidation reduction potential, pH and turbidity. Water and sediment chemistry incorporate testing for sulfate, suspended solids, nutrients and metals. This sampling is complemented by quantifying changes in the abundance and diversity of a wide range of biota, including microbial, macro invertebrates and fish.This paper will detail the program and highlight some of the particular difficulties in conducting this type of research in ephemeral stream systems. Case study examples will be used to illustrate insights being gained from the program. CITATION:Fabbro, L D, Vink, S and Sellens, C, 2013. The Fitzroy Aqua-Eco Health Project, in Proceedings Water in Mining 2013, pp 117-120 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Nov 26, 2013

Financial markets are subject to constant change and project finance, as a product within these markets, adapts and will continue to adapt with those changes. A meaningful discussion of these adaptations requires an understanding of differences between non-, limited and full recourse project finance. The reasons sponsors seek and lenders provide project finance are also pertinent in this context. Arranging a project, financing package can be a canplex and time consuming task. An important first step is choosing the right advisor for the assignment and then structuring and tailoring the financing before approaching prospective lenders. The last thirty years has seen changes in the needs of sponsors and the ability of lenders to meet them. These shifts in preference may well be a guide to the future. Several major project financings successfully canpleted in Australia in the last few years and more recent examples are broadly discussed. Project finance will be keenly sought in the future and the form and nature it takes will continue to vary.

Jan 1, 1983