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And it takes more than good organisation. You may read or heard this poignant reflection: We tried hard, but it seemed that every time we were beginning to form up in teams we would be reorganised. I was to learn later in life that we tend to meet any new situation by re-organising, and a wonderful method this is for creating the illusion of progress while producing confusion, inefficiency, and demoralisation This was written by the Roman Gaius Petronius in AD65. How much have things changed in nearly 2,000 years? What then does it take besides the fundamentals and good organisation to build a successful career in a successful organisation? I'm prepared to venture a list of what I'll'call Tips for Young Professionals. If you've got what it takes, and apply these, I think that you'll gain a great deal of satisfaction from your career, even if you don't reach the distant target each of you should have in mind now. So settle back in an advice-receiving mode, and please forgive me if I come across as a master of the bleedin' obvious, as Basil once accused his wife Sybil of being in the unforgettable Fawlty Towers.

Jan 1, 1990

Project managers must juggle many aspects to bring their project in on time, on budget, and in accordance with the aims of the project owner. Whether the project is a mining feasibility study, a technology implementation or a construction project, it falls to the project manager and his or her team to deal with risk from two standpoints, which may be at odds with one another. First, a project team must deal with risks to the project itself û that is, risks to on-time, on-spec and on-budget delivery against the value promise made to the customer. Second, there is the management of risks within the subject matter of the project, undertaken on behalf of the customer. The project manager cannot dodge this responsibility; yet there is a tendency (particularly in smaller, in-house studies) to avoid digging too deep, possibly for fear of what may be uncovered! This paper investigates the responsibilities of project teams in regard to risk management and reporting. It examines ownership of project risk; the nature of risk management activities undertaken by the team during the course of a project; and outlines some controls to ensure that the two opposing arms of project risk are reconciled for the benefit of both the project team and the project owner.

Jan 1, 2007

Cleaner Production stands for a proactive and preventive approach to industrial environmental management and aims for process- and/or product-integrated solutions that are both ecologically and economically efficient (æeco-efficiencyÆ). Pioneers in the field were large manufacturing and processing industries in the USA (since the late-1970s), but it took until the early-1990s before Cleaner Production was generally recognised as a valuable approach for large and medium sized enterprises. The application of Cleaner Production in mining and minerals, metals and energy production appears to lag behind other sectors, such as manufacturing and processing. This paper starts with a discussion of the Cleaner Production concept and provides examples of its application from a few selected Australian mining and minerals processing industries. This evidences that Cleaner Production can achieve significant reductions in environmental impact, in terms of reduced waste and emission generation and in terms of conservation of materials, energy and water, while simultaneously reducing operating costs. The paper then investigates a number of key issues pertaining to the implementation of Cleaner Production; ie organisation and management of Cleaner Production activities, effective tools for mastering the Cleaner Production concept as a way of life, and performance measurement.

Jan 1, 2002

By D Elder, S Bell

Over the last five years Solid Energy New Zealand (SENZ) has gone through a series of changes in response to both external and internal factors. These changes have included corporate reorganisation and funding restructure, as well as modifications to medium and long term business objectives. The nature and size of its coal reserves and markets requires SENZ to continue developing new mines as existing mines are depleted. As well, there are opportunities to develop new mines as coal markets change or to realise value from existing coal resources. To assist in this process, a set of mine project assessment guidelines which are relevant to the size and scale of anticipated mine developments have been developed for SENZ. These project guidelines are structured to operate from the early stages of project or resource review through to final feasibility study stage. The guidelines provide both a basis for planning and budgeting, and a control mechanism within the company. They also enable clear understanding of the status of individual projects and provide a framework for comparison between projects. SENZ now has a defined method to plan, monitor and control this important aspect of its business. The paper explains the development and structure of the guidelines, as well as providing examples of their application. and use. It demonstrates how SENZ integrates its long term planning, five year planning, annual planning, project planning and risk management to maximise the value of individual projects, business units and the company overall in a consistent manner.

Jan 1, 2002

Computer software has been developed to link real-time information generated by underground mine ventilation airflow monitoring sensors into a network simulation program to undertake network simulations and allow interpretation of key system data and operational changes. Results were used in the development of a computerised monitoring and simulation system to provide immediate or real-time data on air behaviour within each branch of an underground mine ventilation network through linking of sensors to the ventilation network simulation software. The outcome of the project is an online system that can report changes in the mine ventilation system, allow causes of changes to be isolated and rectified, improve balancing of available air throughout the mine, allow improved approaches to regulator setting and dispense with much of the labour used for underground ventilation measurement. The work activities in both coal and metalliferous Australian mines have involved examination and modelling of regulators, software modification and considerable mine site testing and optimising activities. There is some discussion on approaches to control of flow through ventilation systems with increased information. New systems will be part of a total mine information management system. They will have to be cost effective and justified by gains in productivity. New systems will need to provide simulation of contaminant production such as diesels, vehicle heat, strata heat, radiation, blast fumes and other gases. More robust real-time ventilation simulation systems will be required. Personnel and vehicle identification and production tracking will be collected to provide integrated ventilation system monitoring and control. This paper examines a study to gain greater understanding of computerised real-time airflow monitoring and control within the mine production system to provide immediate simulated information in each branch of an underground ventilation network and to allow interpretation of key system data and operational changes. A case study implementing a real-time airflow monitoring and control is discussed. Approaches to control of flow through ventilation systems with increased information are discussed. The concept of a system that can be linked to or be part of a total mine information management system is developed. Such a system can form the base for mine automation that allows mines to incrementally and cost effectively implement monitoring and control to further seek gains in productivity.

Jan 1, 2005

To the south and west of Broken Hill lies the Thackaringa silver-lead district, about 25 miles, and is the locality really of the first silver find in the country long before Broken Hill, the geological fomations of which it much resembles. The Iocks and their structure are identical, except that in this area they are  more irregularly foliated and apparently much more faulted and expose in places quick successions of complete anticlines and synclines, even in a single lease. Saddles of ore respectively are found coinciding with the flexures of the rock but many minor veins otherwise and branches exist and make connections which render the whole a mining problem. It follows then that the surface.of the ground after some denudation in dotted with croppings of all the series, and in such a confusing way that the actual strike of a vein may be even confounded with the dip and readily mistaken for it at a few places. The main character of the outcrops are those usual in the district consisting almost wholly of argentiferous and silicious ironstone, sometimes gossan, which at a depth in a few feet changes to a gangue of very silicious carbonate of iron (crystallised), which occurrence is uniform through this district.The exploration of the lodes has not been extensive as it has not been well understood. Shallow shafts and drives have comprised nearly all the mining at present, which is evident on first sight by the numerous shafts and small excavations dotted 'about, as in an alluvial field. The depth of exploration underground in one place had gone several hundreds of feet, never more than 150 feet vertical from the surface in depth and irregular. The undulations of the most continuous work in this direction is such that it presents at different places successively either a tunnel, shaft, underlay winze, level, or Tise, and is on ore all the time, and where the rocks are faulted (which occurs as much as 30 feet and more) these changes are very abrupt, but for working on are suitably connected by the management.

By D Ryan

Following a long period of increase, there has been a reduction in exploration expenditure and activity in Australia over the past two years. During the post Second World War period, exploration was largely driven by mining companies seeking resources to satisfy an increase in world demand, while increasing their asset base as a result of mineral discoveries. In general, return on investment to shareholders was not the major driving force. With the exception of gold the mining industry has been faced with a long-term fall of metal prices in real terms. As a result the net profit return on average shareholderÆs funds in the Australian minerals industry has fallen from over 20 per cent in 1990 to less than five per cent today. Mining is now competing for funds with communication and finance based industries yielding high returns on shareholder investment. Shareholders and superannuation fund managers seeking a high return on short-term investments have indirectly reduced the funds available to the mining industry. Globalisation of the mining industry is leading to the rationalisation of the Australian mining industry as witnessed by mergers and acquisitions of local companies by foreign investors. The return on capital invested in the Australian mineral exploration industry must improve if the industry is to be competitive on a worldwide basis. Failure to achieve this will result in capital flowing overseas or to other industries. Relatively short-term upswings in metal prices which are generally driven by threats to the supply base (eg strikes, mine closures, increases in country risk) often lead to increased capital raisings for exploration funding. As a consequence of the time taken to raise the capital and increase exploration activity, measured exploration activity lags the metal price increases. There are also lags between commencement of exploration and discovery and ore production. In the case of gold exploration expenditure peaked six years after the price rise of 1980 Companies persevering with exploration in the current difficult period will be rewarded because they will be able to capitalise on future metal price rises and a minimised time lag.

Jan 1, 2000

By M J. Ireland, D P. Horne, S J. Simpson

The Sinclair Nickel Project, wholly owned by Xstrata Nickel Australasia (XNA), includes an underground mine, a concentrator, a village, an all-weather airstrip and associated mine infrastructure. The operation is located 70 km north of Leonora in the prospective and historically productive eastern Goldfields region of Western Australia. Xstrata Nickel has successfully developed the Sinclair deposit into a 350 kt/a operation since its discovery in November 2005, with contained nickel metal production to date in excess of 10 600 t, of which 5500 t is from the underground operation.The narrow, continuous, medium-grade Sinclair nickel sulfide deposit accessed by the Phoenix Decline has a shallow 15¦ - 20¦ plunge that is approximately 1000 m long down dip and open at depth to the north. The flat plunge and low-grade nature of the orebody presents challenges regarding the amount of horizontal waste development that can be economically excavated, which in turn affects ventilation, egress, mine services and diamond drilling.The mineralisation is hosted between an ultra mafic hanging wall and a basalt footwall and is being mined using a bottom up, sublevel open stoping method. The stopes are retreated to a central access, filling voids in the process with waste mullock where possible and using cemented mullock fill where end exposure is required. Tight filling the flat dipping hanging wall has proved to be challenging given the angle of repose for the waste mullock fill is steeper than the angle of the hanging wall.Reconciliations of mine performance against the original feasibility study show positive changes and operational optimisations enabling Sinclair to achieve its mining targets in a safe, sustainable and economic manner. This paper discusses the mining operations associated with the first two years of the Sinclair Underground Nickel Project, providing an overview of the various issues encountered and the lessons learnt in the process.CITATION:Ireland, M J, Horne, D P and Simpson, S J, 2012. Overcoming mine design and production challenges at the Sinclair underground nickel project, in Proceedings Narrow Vein Mining 2012 , pp 37-48 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Mar 26, 2012

A low grade, refractory ore gold mine with high striping ratio such as at Macraes is always challenged in ways to improve margins. Common practice approaches used at OceanaGold Ltd Macraes are to maximise grade delivery, optimise recovery and reduce unit costs, as well as take any opportunities to incorporate new technologies and implement enhanced commercial strategies.   The Business Improvement (BI) programme was implemented across the Macraes operations in late 2003 and is being rolled-out to all other parts of the business. The core focus of BI at OGL is to: +        increase revenue, +        reduce cost, and +        improve processes.   A dedicated BI team comprising of a manager, team leaders and business analysts were engaged to identify and manage a series of opportunities to reduce operating expenses, optimise capital outlays and generate extra revenue. The Business Improvement Programme, though in its formative phase, has begun a cultural change within the organisation. Many people are starting to challenge the way they do things and are looking for ways to continually improve business performance.   The BI team encompasses individuals from different departments who can offer the diverse skill set necessary to produce intended results. The current team is made up of a BI manager, BI Team Leaders in Mining and Processing and analysts from Mining, Processing, Commercial and Plant Maintenance workgroups. A team member has recently been formally trained as a Six Sigma Black Belt. ] The BIÆs team role is to assist in the establishment of project management processes for each improvement idea. In addition the team will assist in tracking implementation, identifying and unblocking restrictions and limitations as well as setting up metrics to quantify the level of benefit returned and sustained.   From a more strategic point of view, the BI team is advancing the Business Improvement capability of the company by developing long term Communication and Training strategies. These strategies will set the direction of BI initiatives in the years to come to: +        educate the OGL workforce in basic BI techniques, +        assist the OGL workforce in applying basic BI techniques, +        communication the direction of BI in OGL, and +        close the information feedback loop to facilitate transparent communication between the OGL workforce and the BI team.

Jan 1, 2004

Equity finance provides the most suitable and frequently the only access to capital during the exploration and evaluation stages of resource projects when project risk is at its highest. Investors are prepared to provide equity funds in the knowledge that they are compensated for the higher risk they take on with higher potential returns or sufficient upside potential to justify the higher risk. The context of resource projects which determines the role of equity finance has changed considerably. Prior to the resurgence of the gold price and the development of new mining technology many resource projects were selectively mining orebodies by underground methods frequently with limited reserves proved up in advance of mining. The limited proved ore reserves base and the volatility of the gold price all contributed to a higher risk and higher return investment environment in which the use of equity finance was more appropriate and frequently the only option for capital raising. The financial risk of a resources project can be transferred to an underwriter who makes the commitment to distribute the financial risk between a number of investors. There is also the opportunity for financiers to use a mix of equity and debt finance to allow a company to proceed with the development stage where without such a mix the resource project would not proceed. By using a level of equity finance the project becomes robust enough in its ability to service the debt finance facility and the project proceeds with the equity participants receiving a suitable risk reward return. The liquidity from the establishment of a market for the company's securities enhances further capital raising and generally enables the company to satisfy its financial requirements on more favourable terms particularly during bull markets. The role of equity finance in the management of the financial risk during the exploration, evaluation, development and mining stages of resource projects is summarised in Table 1. In more detail the principal roles of equity finance and the ways in which equity finance impact on the risk management of resource projects will be considered in turn.

Jan 1, 1994

By Hu Y, Li D, Qu G

In this paper the structural mechanism of the gold - lixiviant complex is investigated. The results show that there are two common characteristics in the outer orbitals for all the gold lixiviants: a) a (Y -type of HOEO to form the L-*Au co-ordination bond, and b) a it type f LUEOs, with symmetry the same as that of 5d orbitals of Au, to form L

Jan 1, 1993

By Koch DFA

An electrochemical study of the dissolution of gold in aerated cyanide solution has shown that the dissolution rate is determined b the nature of the surface. A passive film (probably a basic cyanide formed at .o.6 V vs a saturated calomel electrode inhibits both the ca.thodi reduction of oxygen. Some aspects of these retction mechcnisms are discussed together with the-"activating" effect of Thpllium.

Jan 1, 1964

By M A. Ohsberg, A C. Robertson

Quarrying in Australia accounts for a total annual production of around 200 Mt/a of sand, aggregate and materials used in construction. This material has an annual value of the order of $2 billion and, combined with transport costs of a further $1 billion, the annual value of quarry products are in excess of $3 billion. Currently all of the production of construction materials in Australia is from open cut quarrying or dredging. This paper focuses on the extraction of material by underground mining methods, termed æunderground quarryingÆ. The paper considers a case study for future underground development expansion of the existing open cut Mt Coot-tha quarry, located 5 km from the centre of Brisbane, Queensland.

Jan 1, 1999

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

Samples weighing 0·5 g are fused with sodium hydrogen sulphate, leached with 5 ml. of 4 M nitric acid and diluted to 10 ml. with water. An aliquot of the clear solution is boiled with concentrated nitric acid and then 2 ml. of a phosphotungstate solution are added. After dilution to 10 ml. with water, the solution is heated in a boiling water-bath for not less than 10 min. When cold, the solution is extracted with 2 ml. of iso-amyl alcohol and the yellow phosphotungstovanadate complex is compared with a standard series. Concentrations down to 4 p.p.m. may be analysed at a rate of 100 samples per man-day of 8 hr.

Jan 1, 1971

The long term viability of a mining company is dependent on the success of its capital investments. Due to the specialised nature of the design, engineering and construction of large projects the management is often contracted to an outside organisation. This paper is a review of the phases of the relationship between Client and Contractor. A rationale is developed upon which the selection of a Contractor can be made. Subsequently, the key aspects of the Client/Contractor relationship are reviewed with reference to completing the project on time within budget. The aspects discussed include Contractor management systems, qualifications of key personnel, definition of scope of work, industrial relations, project control and Contractor remuneration.

Jan 1, 1983

Following a period or small-scale activity a joint venture was formed between Ceramco Limited of New Zealand and Georgia Kaolin Company of USA. The initial concept was to process clays for the paper industry but it soon, became apparent that insufficient markets were attainable for the grades of china clay that could be produced for an economic unit. Ceramco Limited acquired the Georgia Kaolin interest in 1975 and proceeded to search for a market, of markets, that would: 1. utilise the unique properties of the product, and 2. enable a viable operation to be created. This paper describes the mineral deposits, the process, the properties of the product, and the marketing methods of New Zealand China Clays.

Jan 1, 1984

By Waddell S

A new procedure has been developed for the direct determination of metals loaded on activated carbon. It involves preparation of a suspension of the powdered carbon in water, followed by direct sampling of the suspension with a micropipette,and analyses by atomic absorption spectroscopy using carbon rod atomization. Advantages of the method include the simplicity of sample preparation and the ability to provide a complete metal analysis in 1 - 2 hours. This enables carbon-in-pulp operators to respond quickly to changes in plant efficiency arising from carbon fouling. The successful application of the method has been demonstrated for gold, copper, nickel and iron. Other elements to be surveyed include calcium, magnesium and silicon.

Jan 1, 1984

Those developing or planning a new mining operation base their financial projections on amounts of gold produced as soon as practically possible. The choice and ongoing operation of mobile plant figures significantly in their projections. The implications of mobile plant selection are not always clear - until its too late.Our 'typical' gold mine would be a mine processing 800,000 tonnes of ore per annum, producing 37,000 ounces of gold with a life of mine of 10 years. Overburden layers are only evident in the first two years of operation.The pit will eventually, after some 5 years of mining, be some 300 metres deep, but confined to a mine radius of 2 kilometres.

Jan 1, 1986

Expert systems have been employed in a number of areas for a considerable number of years. However, the traditional long development times associated with these systems have restricted their application. With the advent of powerful Expert System Development Tools such as COMDALE/X and the use of efficient development techniques, the time required can be drastically reduced. This results in the availability and applicability of this technology to a wide range of applications. This paper discusses some of the 'rules' which indicate amenability (or otherwise) of a particular problem to an expert system solution. Various problem types are examined and these are illustrated with reference to examples of their use at various operating sites.

Jan 1, 1991