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Those involved in managing risk today are asking various questions: why is it so frustrating to discuss æriskÆ with communities? why do consultative processes around æriskÆ get more and more complex? where is all this going to end? These questions will be addressed by examining how our understanding of risk has changed from one based on biophysical hazard to a broader view that includes social and cultural factors. There is evidence to suggest that we are living in a ærisk societyÆ, where the goal of æsafetyÆ has replaced that of equality in a class based society. The global mining industry operates within this complex and politicised environment. The very meaning of ædevelopmentÆ has broadened from the narrow economic vision to include the social and environmental factors which make up æSustainable DevelopmentÆ. Corporate accountability now extends beyond traditional shareholders to wide groups of stakeholders. The mining industry is developing responses which look beyond traditional technocratic methods. At the industry level these responses have included the recent Mining Minerals and Sustainable Development global and regional reports It has proven challenging and difficult to operationalise these new understandings at the company level and it is time to look at the bigger picture.

Jan 1, 2003

By Churchill M

One of the significant changes which has occurred in the flotation sector of the minerals industry, over the last two decades, has been the successful development of the very large flotation machine. The last twenty years has seen the volume of the individual cell, available to the industry, increase by a factor of ten. Today, new mills, and existing mill modernization plans, can consider individual cell volumes as large as 85 m3 with the certainty that the metallurgical performance capability of the large machine is inherently as efficient as the smaller machine. The large flotation cell offers benefits to the user such as reduced floor space, lower total power, process control simplification, and reduced maintenance. However, the flotation machine size selection process, based on overall installation economics, must include such factors as process tonnage, flotation kinetics characteristics, and metallurgical performance objectives. This paper discusses the flotation machine size and circuit arrangement selection based on both metallurgical performance and economic considerations. A computer based flotation kinetic analysis technique, which has proven valuable in quantifying the metallurgical response of flotation circuits having different cell sizes and number, is utilized to illustrate the selection of cell size and arrangement best suited to a client's Requirement.

Jan 1, 1991

By Corbett GJ

Comparisons between individual SW Pacific Rim gold deposits have facilit-ated proposal of a new classification of porphyry-related mesothermal gold deposit types. Carbonate base-metal gold systems form at relatively high crustal levels, peripheral to porphyry intrusions. There is a spatial assoc-iation with major structures which focus fluids from degassing porphyries at depth. Milled matrix intrusive breccias and extrusive maar volcano/ diatreme breccias form as a result of pre-mineralisation phreatomagmatic eruptions. These focus degassing magmatic fluids by the provision of fracture ground preparation, typically within competent host rocks, adjacent to the breccia bodies. Local dilational structures control the form of individual deposits which may contain bonanza gold grades at sites of fluid quenching and/or repeated mineral deposition.Early quartz veining and porphyry-related alteration is common and later gold mineralisation typically occurs in association with carbonate veining and Fe and base metal sulphides as Zn > Pb > Cu. The progressive cooling by mixing of the upwelling mineralised magmatic fluid with descending bicarbonate waters, produces characteristic zonations in carbonate compositions. These vary with distance from the porphyry source, from Ca through Mg, Mn and distal Fe types. Gold mineralisation is preferentially distributed within the Mn/Mg carbon-ates.

Jan 1, 1994

Through the stress synthesis of many examples of macrostructure in the middle of China, it can be concluded that in the middle of Chinesetectonics there are two compression-torsion-forces, one of which ( from NW to SE ) came from the northwest side of Aerjinshan abyssal and giant fault("F1A", see Fig.7,8,9 ); the other (from S to N ) came from the south side of the north piedmontal fault of Kunlunshan-the south piedmontal fault of Qinlingshan ("F2K-F2Q", see Fig-7,829 ).Owing to the two compression torsion forces a new special type of structure named rotation-apart structure occurred from Chaidamu basin to Hebai, Henan, Anhui plain,from Caledonian movement, Hercynian movement,Yenshan movement to Himalayan movement, step by step In the north of Qilianshan during the late Caledonian movement: during the Hercynian movement it extended into a vast area including the Chaidamu basin and Eerduosi basin; during the Yenshan movement it spread over the whole area of Helanshan,Eerduosi basin and Hebai , Henan, Anhui plain. In the period of Himalayan movement all these structures revived .The rotation-apart structure controlled the distribution of all mineral deposits and also were the mineralizing structures.The relation between these rotation-apart structure and earthquakes is very close.

Jan 1, 1990

By Carter D

The Chairman of this afternoon's session is Dick Carter. This afternoon is the culmination of this conference. We've looked in the first session at regulation; in the second session at valuation techniques and this session we look at valuation in practice. Dick's involvement in the mineral industry has been wide ranging and distinguished. Dick has worked with BHP since 1960, when he joined BHP Steel as a commercial trainee. Dick holds a B.Comm. from the Newcastle University College of the University of New South Wales and was educated at the Australian Administrative Staff College and Harvard Business School Advanced Management Programme. During the past decade, he has headed the minerals group's Aluminium Divison, Resource Planning and Development, Non-Ferrous Metals and Business Development Organisations. Dick currently serves as Executive Director of BHP Gold Mines Limited and Managing Director of Ok Tedi Mining Limited. His experience covers Australian Manganese Company, Mineral Deposits Limited, Northern Rivers Rutile, Tasmanian Electrometallurgical Company Limited, Mount Newman Joint Venture, Worsley Aluminium and Carnilya Hill Joint Venture Operating Committee. His industry associations include the Executive Board of the Gold Producers Association, the Federal Executive of the Australian Goldmining Industry Council as well as the World Gold Council. Ladies and gentlemen, Dick Carter.

Jan 1, 1989

By X X. Qiu, T Zhang, B L. Wang, X Qiu, Y H. Du

This paper summarises the information about current state of eco-environmental problems, geological disaster and mining waste causing during the process of limestone mining. By comparing the management experiences of limestone mines in other countries, management problems in China have been discussed and improved management options have been proposed here. These options include: accelerating the process of legislation, promoting and strengthening environmental impact assessment for limestone mine, and increasing compensation requirements according to the local eco-environment conditions.CITATION :Wang, B L, Qiu, X X, Qiu, X, Zhang, T and Du, Y H, 2012. Eco-environmental problems caused by the process of limestone mining and management options, in Proceedings Life-of-Mine 2012 , pp 357-360 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 10, 2012

By J P. Moodie

Recent trends in flotation technology are briefly reviewed. These show that considerable development has been made as the operators, suppliers and technologists have responded to the challenges of the industry. Most of these advances have been based on empirical and phenomenological methods. There is a considerable opportunity to make further advances through a more fundamental, scientific approach. Some of this work is discussed and, although progress is being made on this front, industrial uptake has been somewhat slow. A number of specific issues facing the industry are discussed.

Jan 1, 2005

By S D. Dessureault

In one of North AmericaÆs largest mines, which contains more than six active coal-producing faces, mine controllers must meet the complex challenge of adhering to the mine plan while also ensuring customer quality. Fleet management systems (FMS) provide many different avenues to control production flows, from the faces to the various pit crushers. Nonetheless, mine controllers must balance a variety of factors such as unplanned downs, differing customer demands, their own daily key performance indicators (KPIs) related to equipment utilisation, among others. Deviating from the short-term mine plan is the most common means of balancing the other factors, since adherence to the plan is traditionally only measured during the weekly variance meeting with engineering staff. However, such deviation may be one of the most costly responses, as long-term scheduling issues may arise such as multi-face dead-heading or insufficient stripping. This paper focuses on the development of a system for real-time adherence to mine plan within a control room environment. This system is part of a larger blending-focused, multi-million dollar project with elements of a centralised remote control room, developed at the University of ArizonaÆs Mining Information Systems and Operations Management (MISOM) Mine Control Center (MC2). The mine plan (MPL) component of the overall blending system integrates both historical and real-time FMS data with mine plan requirements directly sourced from original systems (no additional input required). The measures, displayed largely as graphs, have tools to help controllers manage the production to facilitate adherence to the plan. Some measures are designed to motivate crews to perform by inciting competition between crews, softened through a study of the controller culture. The MPL component was deployed at the mine, and the before and after deployment adherence was measured. This paper discusses the technical development of the new tool, its deployment, and an ethnography (study of culture) to understand controller motivation.

Sep 26, 2011

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

Jan 1, 1996

Before I begin this paper, I thought that it would be important to start with a brief background on myself. This will give some insight into where I am coming from with some of the ideas presented in the body of the paper. I studied mining engineering at the University of New South Wales, graduating with Honours in 1999. When I finished university I was offered a job with PricewaterhouseCoopers in Sydney, working in the Energy and Mining Group of the Audit practice; which I accepted. I have been working at PricewaterhouseCoopers now since January 1999, completing an accounting conversion course at the University of Technology Sydney along the way. I am currently beginning my Professional Year for Chartered Accountant qualification. During my later years at university, continuing on through the start of my working career, I have been involved with the Sydney Branch of The AusIMM; firstly, as a student representative and, now, as the Young Professional Representative. Therefore, you can probably see that I will have very different young professional experiences than some of my peers who have been working on mining sites. The purpose of this paper is to examine the challenges that face graduates who are entering the industry and what solutions are used to ensure that this entrance is as smooth as possible. A challenge has then been made to the industry and The Institute in the form of further observations on ways that this entrance may be improved and the development of graduates to be more effective. In preparing this paper I have discussed various graduate experiences with some of my colleagues in order to see what some of the challenges they, themselves, face now and, also, going forward. I also discussed with them what they see as solutions to these challenges, drawing on some of my own experiences in a different company environment.

Jan 1, 2000

Mines in the future deliver a paradigm shift in the way mining, material handling and processing are performed, unlocking significant value through production efficiency, flexibility and lower costs and enabling substantial safety and environmental benefits (V Schweikart). Mines in the future are highly productive, with low production costs and are significantly safer. They operate with a skeleton crew and use intelligent systems that fuse information from field instrumentation and other sources to generate the most efficient operating environment. Automated systems are seamlessly integrated across the mine and across the corporate enterprise. Geological models, long-term and short-term plans create optimised production schedules, suitably generated by the mine simulator. Production schedules are shared with the operations management system for deployment mainly by remotely operated and autonomous equipment. As the schedule is implemented, information is collected and shared with various plans, schedules, models and optimisation programs. This production environment is managed in real time from a æCentral Operations CentreÆ and it is visible across the business providing fast and accurate information about productivity, machine condition and environmental conditions. Central Operations Centres also house teams of subject matter experts that monitor and manage the mines and are able to communicate directly with the skeleton crew in the field. Constraints across the production line are displayed and managed appropriately from this location to maximise throughput. Maintenance is interactive and predictive. Reliability specialists in Central Operations Centres monitor the status of machinery and equipment and adjust maintenance plans and strategies to suit. Mining businesses rely heavily on knowledge workers û people with considerable knowledge and learning û and by manual workers. This new knowledge workforce is a team of associates rather than of bosses and subordinates. Field experts become leaders with tremendous autonomy regarding their work. The former line hierarchy becomes a support structure, intervening only in extreme emergencies; instead of giving orders, they are now removing barriers, expediting resources, conducting studies and acting as consultants.

Jan 1, 2009

At the outset I want to thank you for inviting a representative of the Chamber of Mines of South Africa to address you on the subject of mining and its future at this, the 13th Congress of the Council of Mining and Metallurgical Institutions. It is indeed a pleasure and an honour to be here. As many of you will recall, four years ago I, as the then President of the South African Institute of Mining and Metallurgy, had the privilege of hosting and welcoming you to the 12th Congress, the third such congress hosted by South Africa. The late Sir Ernest Oppenheimer, President of the 1930 Congress - the first to be held in South Africa - in his opening address foresaw the mining industry as "the most potent factor in spreading the benefits of civilisation over the sub-continent." We have come a long way since those halcyon days but, as I noted four years ago, it still remains true that mines have been, and will continue to be, the missionaries of development in many, if not most, of the Third World countries. I have been asked to address you on the subject of "mining" and to let my imagination roam widely so that delegates can leave the congress with a broader vision than they brought on arrival. It is a tall order and in my attempt to fulfil it I ask you to cast your minds back 120 years to a sultry, rustic day when the first diamond was discovered in South Africa at the now famous town of Kimberley. At that time the South African economy, predominantly pastoral, was still at subsistence level. Almost overnight the ensuing diamond rush turned the then British- owned northern Cape Colony's semi-desert scene into a hive of mining activity, every prospector bent on making his instant fortune. It was very little different, I am sure, to the gold rushes that hit California in 18+8, Australia in 1851, New Zealand in the 1860s. and the Yukon in the 1890s.

Jan 1, 1986

By Muller M, Ashley PM

Massive sulphide ZnPbCuAg deposits in the Halls Peak district of northeastern NSW are of the submarine volcanogenic type. They occur as a number of small lenses enclosed in shale and epiclastic rocks, in association with felsic volcanics of early Permian age. The deposits crop out in steep terrain near the eastern edge of the New England plateau. Local relief of 700 m and slopes up to 50¦, coupled with an average annual rainfall of about 1000 mm has led to local severe landsliding in previously mined areas. Mining from the 1890's to the 1960's has also resulted in unconstrained drainage of heavy metal-bearing acid waters and physical dispersion of finer grained metalliferous sediments into the Chandler River. Waters emanating from the main landslide area, from underground workings and draining scattered unconfined stockpiles of massive sulphide ore have pH values of 3 to 4 and contain elevated contents of Zn, Cu, Pb, Cd and Fe. Chemical mobility of heavy metals into streams occurs under low pH conditions with Zn exhibiting the greatest dispersion. Increasing pH conditions downstream cause precipitation of Fe phases and coprecipitation of heavy metals. Physical dispersion of secondary metal-bearing minerals into the surrounding creeks results in wt% levels of Cu, Pb and Zn in the stream sediments thereby exceeding the regional background values by one to three orders of magnitude. Areas disturbed by mining are characterised by lack of vegetation, biomagnification of heavy metals into algae and lower plants, and partial recolonisation by metal-tolerant grass species (Snow Grass, Poa sieberana; Blady Grass, Lomandra longifolia). Rehabilitation measures will have to include landslide stabilisation, impervious sealing or removal of sulphidic materials, import of topsoil and revegetation by metal-tolerant, slow-growing native grass and shrub species.

Jan 1, 1995

By K Voigt, B Bolton, C Rumble

The Ok Tedi copper and gold mine is owned and operated by Ok Tedi Mining Limited (OTML) and is located in the Star Mountains of the Western Province of Papua New Guinea. Waste materials (both sulfidic and carbonate materials) from mining operations, comprising 55 Mt of waste rock and 31 Mt of tailings per annum, are discharged into the headwaters of mine area creeks where erosion and sediment transport carries significant proportions of the total waste into the Ok Tedi and Fly River systems. The tailings are potentially acid forming (PAF) while the waste rock has been strongly acid consuming with an excess of acid neutralising capacity (ANC) due to the high proportion of limestone waste. Tailings and waste rock are eroded into the river system and transported to the lower Ok Tedi and floodplains where deposition takes place. Because of concern due to vegetation die back, a dredging operation commenced in March 1998 to remove the sand fraction from the main river channel. OTML identified a potential future ARD risk from the stockpiled sands due to reduce limestone production at the mine and sulfide/carbonate mineral segregation in the river system and in the dredge sand stockpiles. This paper describes the structure and framework of an empirical model developed to assist OTML in planning ongoing mining operations to control ARD. Modelling identified the need to provide additional mined limestone to prevent future ARD generation from material deposited in the mine area creeks. With the additional limestone, the ARD risk in waste rock storage areas and in the Ok Tedi and Fly River sediments is predicted to remain low due to the combined effects of high ANC, high alkalinity of natural waters and high moisture contents (mostly fully water saturated). However, monitoring and modelling indicate that the ARD risk from the stockpiled sands will increase substantially during the remaining years of the operation. OTML have initiated programs to identify and evaluate options to mitigate this risk.

Jan 1, 2003

Prior to the merger of BHP and Billiton, both companies had a keenfocus on improving their performance in health, safety, environment and community (HSEC) matters. This shared intent, albeit executed insomewhat different ways, provided an excellent foundation for the newCompany. During the integration planning phase, a team was formed toconsider the organisational design for consistently achieving world class HSEC performance. The design included the policy platform, resources, structures, standards and procedures to be implemented in the merged entity. A key aspect of the design was the fully integrated HSECManagement Standards. These Standards create the framework for theconsistent application of BHP BillitonÆs HSEC Policy at all of ourmanaged operations across the world. The Standards have their origin in similar frameworks adopted by BHP during the 1990s, as well as thewell-known quality related standards (eg ISO 14001). However, they areunique in that they combine all aspects of HSEC management into asingle integrated set of auditable standards. By combining these areas and integrating our HSEC Management Standards with other aspects of the æBHP Billiton WayÆ, we are establishing a holistic, line management driven improvement approach. Over time, the BHP Billiton Way will embed a systematic improvement philosophy that we expect will become a key source of competitive advantage. The HSEC Management Standards are consistent with ISO 14001,OHSAS 18001, the Australian Minerals Industry Code for EnvironmentalManagement and generally aligned with SA8000. While compliance withthese external standards ensures that a systematic approach andimprovement plans are in place, BHP BillitonÆs HSEC Standards gofurther to include minimum performance requirements that reflect theintent of our HSEC Policy. Therefore, implementation at site levelensures that robust systems are in place to implement our Policy and that accreditation can be achieved to external standards if required.To assess implementation of the HSEC Management Standards anaudit system has been designed which incorporates both self-assessmentand peer review. Each site is required to undertake an annualself-assessment of compliance with the Standards using a commonassessment protocol. Every three years a peer review is conducted at each site to confirm the results of self-assessment and to provide a means of sharing knowledge throughout the Company. The review teams are composed of line managers and HSEC professionals from around theCompany, representatives of our joint venture partners and independentspecialists as required. The Company has committed to public reportingof the audit results through our annual HSEC report and this is reflected in our published targets. From a wider perspective, as we in the resources industry strive tocollectively raise our HSEC performance and reputation, there may be arole for industry based HSEC Management Standards complemented bya level of independent review.

Jan 1, 2002

By A Seneviratne, Y Li, N Udugampola, X Ai, B Li

LoRa (Long Range) is a low-power, long-range wireless communication technology that has gained significant research interest for its potential use in multi-hop linear wireless sensor networks (LWSNs) for underground mines. These networks deploy LoRa-enabled sensor nodes in underground mines, together with LoRa repeaters placed along mine tunnels to relay sensor data to a LoRa gateway, which connects to a backend network for application-level processing. Since the packets generated by sensor nodes farthest from the gateway have to hop through many repeaters, their probability of successfully reaching the gateway is significantly lower due to the higher chance of packet collisions compared to sensor nodes closer to the gateway, resulting in a lack of network fairness for the sensor nodes. In this paper, we first present an algorithm to improve the fairness of a LoRa LWSN by grouping neighbouring nodes and adjusting the number of packet re-transmissions and transmission intervals for each group. Then, we demonstrate that the fairness of a simulated LoRa LWSN can be improved by approximately 500 per cent by applying our algorithm. We verify our algorithm with network simulations under different network traffic levels and grouping strategies, obtaining fairness improvements in each scenario. Our algorithm and results will pave the way towards developing highly fair LWSNs for underground mining applications.

Sep 1, 2024

By A T. Bernardes

Using the cellular automata computational technique it was possible to simulate the generation and discharge of an iron ore pellet pile inside a direct iron reduction oven, as well as to calculate the reduction degree of the pellets as they leave the oven. It allows simulation of the variation of operational parameters and verify the results of those variations in the pellet reduction degree. The simulated data was validated in two instances: for the dynamics of the pellet flow inside the oven it was used in an acrylic bi-dimensional silo; and data from direct reduction iron literature was used for validation of the pellet reduction. The simulated results were considered acceptable to describe the movement of the iron pellet inside the direct reduction iron oven and to describe the iron pellet reduction direct in the oven.

Sep 26, 2011

The main asset of a mining company is the mineral resource; without resources there is no mining business and the infrastructure is useless. In this context the role of the mining geologist is to always keep the resource inventory to an optimum level for the mining business and to maximise the transformation of the resources into reserves in a multi- disciplinary work environment. In short, a ægood mining geologist has to always provide the best ore to the millÆ.To do his/her work properly, several technical skills are needed: to know how to observe and describe nature in order to optimise the data acquisition process, particularly when mapping; to have a good understanding of natural variability in order to develop proper sampling strategies and sample preparation protocols to minimise all the errors generated by the sampling process; to have a good understanding of assaying practices: their limitations as well as their assaying errors; to carefully and properly store the geological data and information and to preserve the geological patrimony; to fully understand ore forming processes to generate the best possible geoscientific models, which are fundamental for the mining business; to fully understand the consequences of the geoscientific models along the value chain from rock to cathodes; and to continuously validate and improve geological practices and models by continuous data collection and observation of geo- mining-metallurgy processes. Some very important behavioural competencies are also needed:long-term vision, passion for excellence and value generation, strategic influence, systemic and innovative thinking, and knowledge and experience transfer. Last but not least, it is important to point out that a deep knowledge of the mining business is essential to add value by using geology best practices.

Jan 1, 2006

Sophisticated pit optimisation software has allowed mine planning engineers to generate mining outlines that consider the numerous factors that have a major effect on the success or otherwise of a mine plan. The outlines are generally generated using a range of values for which one can assume a fixed mining cost and a variable revenue. During analysis, the expected costs and revenues are used to investigate the cashflow and sensitivities. Ultimately, the final pit and incremental outlines, or shells, are selected for a given expected price. This paper proposes an alternative method for incremental pit shell selection that considers the risk the mine be prepared to accept. The life of mine is divided into a number of Business Risk Periods (BRPs). The BRP represents the period of time over which the owner is prepared to invest capital. During each BRP, the mine will then operate at a selected investment cost which is generally equal to or greater than the minimum required to meet production targets. In this way, a robust mine plan can be produced which allows the mine to react to change without having to alter the incremental shell limits while maintaining a strategic risk profile. This paper will summarise factors to be considered in selection of the BRP and the incremental pit shells within the BRP.

Jan 1, 1998

Deposits of manganese oxides and silicates in the Tamworth area were re-examined. The major deposit at Danglemah consists chiefly of rhodonite and the rare silicate tephroite. It is considered that the manganese was deposited with the original sediments, the silicates being formed later during the intense folding and low-grade metamorphism of the enclosing rocks.INTRODUCTIONMany small deposits of manganese oxides and silicates occur along a belt of eastern New South Wales and Queensland.Some fifty occurrences, most of which have been subject to mining activity, were described by Lloyd (1943) and some of this information was summarized by Knight (1947). The ores have been mined on a small scale since 1884. Small supplies of battery grade ore were won from a number of deposits, while larger quantities of metallurgical grade were sold to the steel industry. Maximum production was in 1918, when 6,500 tons were mined.The siliceous nature of many of the ores and their occurrence in the neighbourhood of granite batholiths led earlier investigators to consider the deposits to be of hydrothermal origin, associated with the granite intrusions. The present work questions this viewpoint.In this investigation, three of the chief deposits in the Tamworth area were seen. These were at Danglemah, which is being mined at present, and Mount Jasper and Manganese Mountain, which were mined in the past. The Danglemah mine is the most accessible and yields the best material...

Jan 1, 1962