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With the introduction of the Health and Safety in Employment (HSE) Act 1992 and the subsequent repeal of regulations pertaining to mining, there has been an upheaval of the management of health and safety in mines.  More than ever, employers know that they must ensure that their workers are competent to carry out their assigned tasks.

Jan 1, 1997

There is growing acknowledgement that successful organisations, including mining companies, achieve their competitive advantage by better managing their employees, customers and other stakeholders. The fact that I have been asked to address this conference is perhaps evidence of the recognition of the importance of ensuring the improved management capabilities of the personnel within Australian mining companies. As many of you will be aware, prior to my appointment to the role of President of Minera Alumbrera Limited (MAA), the operator of the Bajo de la Alumbrera project, my career had been more generally focussed on industrial relations and human resources management. My appointment was met by surprise in some quarters, as it is unusual for a person without the technical background of a mining discipline to manage a world-class mining operation. However, it was recognised early in the life of the Alumbrera project that the operation did not lack technical expertise or a committed workforce; rather what was required was innovative management of the project and its operational resources, particularly given that we were operating with totally ægreenÆ workforce in a country without a large-scale mining culture. It is my experience that a particular shortcoming of mining companies is that they have tended to ægrowÆ managers based on their technical expertise rather than people management skills. Historically, many companies have assumed, or at least hoped, that their better technical people would develop the requisite skills to take on the challenges of management. Such philosophy has not always met with success. Whilst the topic for my presentation was originally published as People in the Mining Industry, within the context of the overall theme for this plenary session, People: Education for the Future, it is a subject with an extraordinary breadth of possibilities for discussion. Therefore, I have chosen to redefine my presentation to People Management Issues in Offshore Mining Projects,an issue which I consider to be an important area within the overall topic and one which has particular currency given the increased tendency by Australian miners towards offshore exploration. It is also relevant from the perspective of continued rationalisation of our industry, the recognition that there will be more large-scale, global corporate mining entities and that significantly more mining professionals will become æcitizens of the worldÆ. We therefore need to prepare our future leaders for these challenges. The topic also allows me to highlight the importance of an holistic management approach as the establishment of a new project in a foreign environment puts into stark relief the need for the application of the full range of competencies, rather than the narrow ætechnicalÆ approach to doing business. I hasten to add, however, that the mining industry is not alone in this regard and I was interested to read an article in the Weekend Australian of 22/23 January 2000, which reported on the first key speech of former Westpac CEO, Bob Joss, as Dean of the Stanford University Graduate School of Business. He said: à We know that when our students go out into the world, if they have to struggle, it will not be because theyÆre not smart enough, or they donÆt have enough good ideas. It will be because they struggle over managing themselves and their relationships to other people. The article then went on to say that Bob Joss foreshadowed an initiative to build alliances between the Business School and other Humanities departments within Stanford University to draw on their learning. Other business schools have also recognised this need, albeit somewhat late in the day, as have the most enlightened of modern corporations; in summary, successful businesses have recognised that in an age where competitive advantage through, for example, technological breakthroughs is very short-lived, it is the quality of management that will provide the leading edge. By using the Alumbrera project as a case study, I will identify certain of the challenges with which companies and individuals may be confronted in the establishment of a greenfields project outside Australia. However, many of the issues raised will have direct application in the context of the development of an Australian operation. My objective is to provide an indication of areas which should be considered at the formative stages of a projectÆs development, with particular focus on the issues of people management. I would expect that such a study would be of benefit to companies, education institutions and individuals in preparing themselves for similar experiences.

Jan 1, 2000

It is always difficult to sum up an open forum adequately and instantaneously, so, with the privilege of hindsight, and also with some time to reflect, I am exercising the Chairman's prerogative to put together my view of the overall conclusions. Hopefully, these may provide a focus for each Institute to formulate its own programme with respect to mineral industry education. First, in answer to the question, "Should there be Schools of Mines?", there was a very clear 'yes'. However, I reiterate what I said in the introduction to this forum, specific professional education for the mineral industry exists only because the mineral industry sees a need and wants it. If the mineral industry should decide that it does not need professionals with specific mineral industry training, then such training will cease to exist. As alluded by Dr Hackett, if such training ceases to exist, one must then question the need for Institutes of Mining and Metallurgy. Now, there's some food for thought! Specialist schools of mines (metallurgy and geology) can only exist in an environment of genuine interaction with, and support by, industry. For their part, schools of mines, used here in a generic sense, require leadership that is strong but responsive to industry needs. It is the leader that puts his stamp on a school, and, to a large extent, determines whether that school is 'good' or only 'mediocre'.

Jan 1, 1986

By P N. Nkrumah, A van der Ent, G Echevarria, P D. Erskine

Nickel phytomining is a low cost alternative to traditional nickel mining and a complementary process to existing mining operations in areas with low-grade nickel soils or nickel waste material. The process of nickel phytomining consists of growing selected hyperaccumulator plant species (‘metal crops’) on Ni-rich (ultramafic) soils, followed by harvesting and incineration of the biomass to produce a ‘bio-ore’ from which Ni salts or Ni metal may be recovered (Chaney et al, 2007). The ‘metal crops’ are selected on the basis of high biomass yield combined with high Ni concentrations (>1 per cent) in the above-ground biomass (Chaney et al, 2007). Currently, Alyssum murale and A. corsicum have been used for Ni phytomining trials, mainly undertaken in Albania and USA (Bani et al, 2015; Li et al, 2003), while the agronomy of <10 species has been tested in temperate regions (Nkrumah et al, 2016). Nickel phytomining has high economic potential; however, large-scale demonstrations are needed to provide ‘real-life’ evidence for commercial operations (van der Ent et al, 2015). Unrealised opportunities exist in tropical regions for commercial scale Ni phytomining. To date, the agronomy of tropical ‘metal crops’ has not been tested. This extended abstract presents the progress of tropical phytomining, and reports on agronomic trials undertaken to determine whether the trends in temperate regions could be confirmed in a wet tropical environment.CITATION:Nkrumah, P N, Erskine, P D, Echevarria, G and van der Ent, A, 2016. Progress in tropical nickel phytomining, in Proceedings Life-of-Mine 2016 Conference, pp 135–137 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jun 28, 2016

By P D. Erskine, A Hine

The current Queensland Government’s rehabilitation guidelines for post-mining landforms present a hierarchy of preferred outcomes for different areas within the mine site (see Figure 1). Within all areas, restoration of a ‘natural’ ecosystem is clearly prioritised as the preferred end land use, although it is not a mandatory practice. Beyond the official guidelines, there is also an implied preference for renaturalisation echoed in most environmental impact assessments and closure plans (Lamb, Erskine and Fletcher, 2015). In practice, however, ecosystem restoration does not extend to construction of a realistic topographic form, largely rejecting the ‘natural’ aesthetic implied by ecosystem restoration in favour of adopting a functional aesthetic in deference to standard engineering criteria.This presentation argues that the established disconnection between actual and implied landform aesthetics is indicative of a wider problem around end landform planning. It contends that such disconnects are the result of the impact of competing ‘ways of seeing’ (Bradley and Kearney, 2007) the same landscape, and reflect the struggle between, and inclusion of, these differing perspectives within the planning process itself. We propose that recognition of the complexity of landscape perceptions is key to improving post-mining landscape outcomes, and the misalignment between land use values and landscape aesthetics can be addressed by establishing an overarching framework for landscape preferences. As such, we outline the reality of stakeholder landscape preferences, and present a critical response to current planning practices within the life-of-mine (LOM).CITATION:Hine, A and Erskine, P, 2016. Recognising and integrating stakeholder landform expectations into life-of-mine planning, in Proceedings Life-of-Mine 2016 Conference, pp 154–157 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jun 28, 2016

By G R. Hancock

A common and cost-effective method for post-mining landscapes is to construct linear hillslopes with a break in the hillslope at appropriate distances to reduce hillslope length and resultant erosion risk (Figure 1). The break in slope occurs at a point that has been found by local experience to be appropriate for the materials and climate. Further enhancement of the linear hillslope may be assisted by surface treatment such as ripping (Saynor, Lowry and Boyden, 2019) (Figure 1). Firstly, ripping introduces surface roughness which breaks up flow paths reducing flow velocity thereby reducing erosion potential. The depression produced by the ripping acts as a trap which captures water, sediment and organic matter

Aug 2, 2023

The aim of this paper is to broadly review the purposes of valuations and the methods used to calculate them. Examples are provided by coal and alluvial gold properties. Important factors are consistency, how to deal with uncertainty, and the selection of discount rates. The purposes of valuation are seen as: 1.  valuations for sale; within this category are sales to third parties, sales between partners, and vendor valuations for prospectuses; 2.  to provide bankable estimates for financing; and 3. to provide values for local body rating. The methods used depend on the purpose of the valuation and the amount of information to hand.

Jan 1, 1988

Sixty years after its inception, after an alternation of periods of admiration and rejection by the industry, Sampling Theory can now be seen as going through its golden age. A brief history of its successive transformations and progresses achieved by its author, Pierre Gy, and his followers, reveals the theoretical as well as practical difficulties that had to be vanquished to reach this point. Its current level of acceptance and corresponding trends are discussed and illustrated, with an insight on its increasing real role in the industry and future prospects for its further development.

Jan 1, 2008

By J A Evans

A well-maintained and low cost mining operation today requires the use of condition monitoring techniques. At ERA - Ranger Mine oil analysis, vibration monitoring, infra-red themtography, and performance analysis have been successfully applied over the last four years to lower operating and maintenance costs. All condition monitoring is scheduled through a comprehensive in-house developed maintenance management system known as the Engineering Information System (EIS). (EIS) is used extensively at Ranger to ensure consistent frequency and recording .of all condition monitoring data. This paper provides an insight into the benefits of condition monitoring and explores the future direction for condition monitoring techniques at Ranger.

Jan 1, 1994

Spectacular high-temperature hot springs (æblack smokersÆ) on the deep ocean floor are producing economic concentrations of base and precious metals. Mining these seafloor massive sulfide (SMS) deposits is about to become a reality in 2010, subject to the timely issuance of permits. Three Australia-based private companies and two government agencies inJapan and Korea have exploration licenses or applications covering vast areas of the seabed in the western Pacific targeting SMS deposits. Technological and financial challenges for recovery of seafloor sulfide deposits are being met and mining these may be less environmentally deleterious than mining on land. An EXTENDED ABSTRACT is available for download. A full-length paper was not prepared for this presentation.

Jan 1, 2008

By A Markham

Stream diversions are a common feature of mine sites worldwide. From an operational perspective, a fundamental requirement of a stream diversion is that it should convey water flows between two points in a safe, controlled and predictable manner. On the other hand, rivers and waterways are naturally dynamic systems, and many of their natural values are achieved through their ability to alter their forms and processes over time in response to flow events - often in a potentially unsafe, uncontrolled and unpredictable manner. In order to ensure that diverted river reaches achieve the dual objectives of short-term operational stability and longer term physical equilibrium with surrounding landscapes, alteration of form and process must somehow be understood and incorporated into the design process. However, performance targets for waterways are not always easy to define and assessing what is good and bad in such variable systems can be difficult. This paper discusses the role of the stream diversion from the operational, environmental and regulatory/relinquishment perspectives, and how stream diversions must achieve physical stability in the short-term, but dynamic equilibrium in the long-term.CITATION:Markham, A, 2012. Mine site stream diversions - A balance of competing objectives, in Proceedings Life-of-Mine 2012 , pp 215-218 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 10, 2012

By M Cooksey, Z Zhu, N Langrené, W Chen, T Tarnopolskaya

"Dynamic decision-making can significantly increase the value of mining projects and deliver better sustainability outcomes under conditions of uncertainty. Despite its benefits, dynamic decision-making is rarely used by the mining industry, possibly because of the complexity of the algorithms used to make sequential decisions under uncertainty and difficulties in visualising the optimal strategies. To achieve better outcomes in practice, decision-makers in industry would benefit from a tool that would help them to understand and implement the results of the analysis.CSIRO is developing innovative dynamic decision support tools that include an intuitive graphical display of the boundaries between the regions of different optimal decisions, which would significantly assist optimal sequential decision-making under uncertainty. The dynamic decision support tool is based on novel stochastic optimal control methodologies that can be used to optimise decisions in situations with multiple uncertain variables and decisions (Tarnopolskaya, Chen and Bao, 2015; Chen et al, 2015; Langrené et al, 2015). The types of market uncertainties that can be considered include commodity prices, interest rates and exchange rate, while the key orebody uncertainties include the reserves, boundaries between ore types and even geometallurgical parameters.The dynamic decision support tools have a number of benefits and can be used to:construct optimal operational strategies and to optimally manage resources projectsgain insight into optimal strategies under different market conditions and project settings compare expected project values under different project settings and to select the setting that provides best sustainability outcomes.This extended abstract demonstrates the use and benefits of the dynamic decision support tools using a synthetic case study of a gold mine.CITATION:Chen, W, Langrené, N, Tarnopolskaya, T, Zhu, Z and Cooksey, M, 2016. Dynamic decisions under uncertainty – a case study on a gold mine, in Proceedings Life-of-Mine 2016 Conference, pp 20–23 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Jun 28, 2016

By MJ SMITH

For the past 150 years, drilling and blasting has been an integral part of the underground mining industry in Australia. Ever since Busby's Bore was developed using black powder to supply Sydney with water, miners have been drilling holes, filling them with explosives and blasting the rock into a manageable size. The drilling was fairly straight forward but the explosives were always a mysterious commodity. It worked, but how and why? The explosives industry is now working much closer to the mining industry to dispel these mysteries and also to aid the advancement of explosive technology. This paper looks at the results of these advances in the form of explosives, accessories and blasting systems.

Jan 1, 1992

By Miskelly N

The Joint Committee of The Australasian Institute of Mining and Metallurgy (AusIMM) and the Australian Mining Industry Council (AMIC) have published a Code for the Reporting of Identified Mineral Resources and Ore Reserves. The Code is the result of an initiative begunin 1971 to achieve industry self regulation of Resources and Ore Reserves reporting which resulted first in guidelines for reporting standards but which have now been incorporated in ASX Listing Rules as a Code withsignificant sanctions ensuring compliance. This paper describes the background to the Code, its key provisions, and comments on practical aspects of1 working with the Code and compliance issues.

Jan 1, 1990

Large scale rhyolitic volcanism is an important process at some convergent plate margins because it leads to chemical differentiation of the upper.-crust and is responsible for the production of long lived near surface thermal anomalies; the Taupo Volcanic Zone is.a Quaternary example. The main features of the magmatic systems-of the zone. are the existence of large high level chambers containing homogeneous silicic magma which erupt at intervals of thousands to tens of thousands of years. Geochemical work on the deposits resulting from these eruptions has shown that with few exceptions the magmas have been remarkably uniform in their . composition throughout the history of the zone although individual batches with lifespans of the order of. one hundred thousand years can be recognised by subtle differences in trace element ratios. Basalt is a rare proportion of the rocks exposed at the surface but has played a major role as a medium for heat transfer and as an end member in chemical mixing processes.

Jan 1, 1987

In 1989 Henry Fairlie wrote a cover story for The New York Republic, 'Fear of Living'. He noted, `The first Apollo space craft caught fire during a test on the launch pad. Three astronauts were killed, the nation was shocked and horrified, all the more because the screams and scrambles of the astronauts could be clearly heard'. After a brief delay in manned flights, the Apollo program resumed with strong public support; within 18 months, Apollo 11 landed on the moon. Fairlie contrasts the Apollo tragedy to the 1986 Challenger disaster. `The prevailing mood in America so panicked NASA that it took almost three years to send up another shuttle', he observed. `In 19 years between these tragedies, the idea that our individual lives and the nation's life can and should be risk-free has grown to be an obsession threatening to create an unbuoyant and uninventive society.' Taking risks is a normal part of our daily routine. The act of living involves minute-by-minute decision-making focused on survival through the practical management of risks. The act of breathing exposes each individual to the risk of infection while the act of crossing the road could almost be considered suicidal. We deal with these constant threats by observing simple rules of hygiene, safety or what may be labelled as common sense. The rules of community, designed to minimise risk in society, can at times lose focus and result in the imposition of schemes that have a far greater cost than the issues from which they protect. Effective management of risk, whether in the community or a business is about awareness and balance and the elimination of unacceptable risk. Risk cannot be eliminated from our lives or our working environment. However it can be managed if it is properly understood, monitored and controlled. The purpose of my presentation today is not to provide a comprehensive technical risk inventory but to capture the essence of risk and the application of management strategies designed to deal with it in a positive fashion. The basis of our differential financial reward system is risk. The key to successful management is to deal with the downside risks in such a fashion that the benefits of enterprise are not eliminated. The key question any investor must consider is `can the major risks assQciated with a venture be managed or eliminated while retaining a greater proportion of upside potential'. The answer to this question is the ultimate value an investor would assign to any project. In reviewing the relevance of risk to our industry the range of papers to be presented today provide examples of how management deals with specific components of risk. In each case the value of the business has been enhanced by the practical application of balanced risk management. The ultimate success of the industry depends very much on this concept as it also provides a public showcase upon which we are judged. Therefore, from all perspectives the effective management of risk is a cornerstone from which to build a stable and progressive mining industry.

Jan 1, 1994

Fundamentally, the development of a minerals processing project is a very risky enterprise. Most mining companies do not have sufficient financial resources to undertake significant projects and hence have to undertake external financing. Indeed, most resource companies understand the high risks associated in developing their projects and therefore, wish others to share in the risks. Most merchant banks, on the other hand, are searching to find suitable resource development projects in which they can share their risk and also share a large proportion of the ærewardÆ. To resolve this issue a Feasibility Study is completed by the project developer and assessed by the merchant bank often with the assistance of an æIndependent EngineerÆ (IE) who assesses the validity of the development proposal. Generally speaking, unless the Feasibility Study has been prepared improperly, the technical aspects of most mineral projects are reasonable. Some of the more recent so-called æhigh techÆ projects are exceptions but these still do not present major technical mistakes or misconceptions. p> In most cases, the major criticism the IE presents after discussing the validity of the ore reserves focuses on production plans, capital costs and operating costs. Of these three parameters the production plan is one in which owners tend to be far too optimistic and financiers, until recent years, have not taken a position. The most critical part of the development plan is the ability of the project, as designed, to attain the required design performance and, even more critically, the ability of the owner to reach and sustain this level of production. In short, how long should the æramp-upÆ be planned to take? Financiers have become more circumspect and are now taking a more conservative view of new project performance by factoring into their project financial analysis longer periods of ramp-up, higher capital costs and higher operating costs. However, these financiers can also be part of the æproblemÆ if they become overly conservative. This paper attempts, by way of case studies available from the public arena, to identify the pitfalls the project owners can meet and possible means of avoiding the disastrous financial conundrum whereby the second or third æownerÆ is the company that reaps the rewards initially extrapolated. The paper briefly discusses this problem by referring to projects known to the author and including previous studies that looked at this very problem. It is emphasised that many of the opinions stated within the paper are strictly those of the author and could be subject of much debate.

Jan 1, 2003

The purpose of this paper is to provide a ælook behindÆ the Coal Mine Health and Safety Act 2002. The more important policy considerations in the development of the Act are described along with a summary of the main provisions of the Act. The Act, together with supporting regulations and other instruments will formalise the use of risk management as a necessary discipline in the systematic management of occupational health and safety. It must be recognised that the purpose of this paper is not to provide a legal interpretation of the legislation nor is it to provide legal advice. Rather, the main purpose is to provide some indication of the underlying intent behind the Act.

Jan 1, 2003

The law relating to the Treaty of Waitangi is developing rapidly at present. A number of separate, but related, developments can be identified.

Jan 1, 1988

The Airport Link Railway utilises innovative solutions to a number of issues associated with underground development and transport infrastructure planning. It is typical of the major change underway in the countryÆs rail and air transport industry. It involves the private sector providing transport facilities in competition with the public sector, a convergence of planning and transport imperatives, the use of the most technologically advanced engineering practices to minimise construction impacts on the community and a commercialised way of developing and maintaining railway infrastructure and services.

Jan 1, 1999