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By P Nichols, C te Kloot, A Harrison

Ernest Henry mine (EHM) is a sub-level caving operation located in north-west Queensland, Australia. Located below a previously mined open pit, the underground operation ramped up production to 6.8Mt/a in 2017. The EHM ore body dips at 45 degrees to the South and therefore requires each level to “step out” from the level above as seen in Figure 1. Within this step out zone it is important to both maximise recovery and allow for efficient operation of the underground workings production to bring the level up to full production as quickly as possible. Throughout the step out design process, a combination of further defining the ore boundary, using lessons learnt from production performance on upper levels and the introduction of design improvements, has reduced the production ramp-up time, decreased costs and increased recovery for a single level at EHM. CITATION: Nichols, P, te Kloot, C and Harrison, A, 2018. Case study – Ernest Henry Mine: designing step out zones in an inclined sub-level cave, in Proceedings Complex Orebodies Conference 2018, pp 53–54 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Nov 21, 2018

By M Maulen, K van Olden, T Elkington

A large open pit is planned at the site of an existing underground mine. Strategic planning work has been undertaken to investigate the project value associated with an expansion of underground operations in conjunction with the proposed pit. Previous analysis determined that any depletion of the available pit resource that changes the optimum pushback sequence has a significant negative impact on overall project value. Therefore, to investigate the viability of an underground expansion requires a system to identify the stope resource that would add value to a combined operation if mined ahead of the pit. The key solution to this problem was to generate a resource model variable that defines the blocks, which have greater discounted value if mined by stoping rather than by the open pit. A key assumption was that the open pit is the main driver of overall project value. From the identified potential underground resource, series of mineable stope shells were generated at a range of cut-offs. This stope reserve data formed the input to a mixed integer program based software tool that was developed and used to optimise the underground mining plan, at conceptual level, for various project configurations. A dynamic programming tool was then applied to evaluate the optimum value of a combined open pit and underground operation. The overall objective of this project was to determine the strategic plan that yields the optimum value for a combined undergroundûopen pit operation. The results provided a clear focus and direction for more detailed design and planning.

Jan 1, 2009

By A Scott

Long before a modern mine commences operations it has already become a wealth of information. After start up, it can generate enormous quantities of data û especially with semi-automated data acquisition by instrumented mine equipment. However, much of this data is of limited use for evaluation of (potential) performance unless it links in some way to the site business model. An underlying reason for this waste of data is that the different cultures, financial, technical, community, environmental, etc not only have many areas of interest but also have very different conceptual models by which they evaluate performance. It is too ambitious to attempt to bring all of these cultures together û in a single step. However, the success of the Mine to MillTM project has demonstrated that substantial operational value can be added by using a more integrated approach to comminution. The next logical step is to integrate measurement and then to track performance from orebody model to saleable product and waste disposal. From resource to product also represents a path from very sparse, highly variable data to much more detailed measurement and more representative sampling. However, in both cases the data collected is strongly focused on the technical requirements û not on the business model. This paper considers how to define at least some of the key decision points in terms of some case studies. Performance data from many areas might be used to derive simple models which can then be used for forecasting and optimisation of planning.

Jan 1, 2002

In the retreatment of an old tailing dump containing five per cent of lead principally as lead sulphate, the lead sulphate was floated with liquid Aerofloat reagent after sulphidising with phosphorous pentasulphide in an acid circuit. A zinc middling product was removed by flotation before recovering the lead. Concentrate products were sundried in surface dams.INTRODUCTIONDuring the period between 1917 and 1928 the Junction North Broken Hill Mine N.L. deposited several tailing dumps on its leases, which were acquired by North Broken Hill Ltd.in 1931. One of these dumps lay alongside a main road close to a residential area. The high metal prices prevailing in the post-war years (1945 onwards) provided a strong incentive for retreating this dump and transferring it to a less objectionable site.SAMPLING AND TESTINGIn 1946 a sampling and testing campaign was instituted which culminated in 1949 in a decision being made to erect a tailing retreatment plant adjacent to the dump.The dump was sampled with a 3 in. post hole auger using extension lengths of -! in. pipe for drilling to 30 ft. The dump material was fine and moist and core recovery was excellent. Hole depths ranged from 14 ft. to 30 ft., with an average dump depth of 20 ft.Individual samples were prepared from successive 9 ft.lengths of core and each sample thus obtained was, submitted for sizing and assay.The sampling showed that the dump contained approximately 380,000 tons of fine tailing assaying:

Jan 1, 1956

By Hawes GW

Until 1980 copper, lead and zinc sulphide slurries have been success- fully dewatered for rail and sea transport for many years at the Rose- bery site of North Broken Hill Holdings Ltd. utilizing conventional vacuum disc filtration systems. An upgrading and mill expansion program completed in 1981, which also permitted the introduction of ore streams changes, had resulted in difficulties dewatering copper and lead sulphide slurries to comply with transportable moisture limits. Following an extensive investigation which included both laboratory and pilot plant testing a program was commenced to replace the 2 vacuum disc filtration systems with 2 pressure filtration systems for use on copper and lead slurry dewatering and also to retain other existing vacuum disc filters as standby. An analysis of mill operations performance resulted in slurry storage tanks with a capacity equivalent to 20 hours of normal production being incorporated into the project. The pressure filters are mounted above the concentrate stock- piles. A sealed sloping floor incorporating launders is used to prevent any accidental contamination of the concentrate from pipe leakages, spillage, or from water hoses used for clean up purposes around the area. The project was completed in 1985 and operating performance has been better than that predicted from testwork. Equipment availability at 95076 together with the slurry storage capacity provided results in minimal requirement for the standby vacuum filtration system. Some typical operating results are given.

Jan 1, 1988

As an environmental "pollutant", noise is different. For one thing, it is localised (as opposed to transfrontier) and, for another, relatively low levels can trigger very strong human reaction. The reactions, which are annoyance-based, range from mild to violent and do not always correlate well with the levels experienced. This paper draws on technical aspects of noise to consider control and control principles and balances them with the subjective nature of the perceptions and reactions. It is critical to bear in mind that health effects resulting from noise are secondary to the primary human reaction. It is also important to appreciate that annoying noise levels are usually well below those which cause hearing loss. Large mines tend to be remote from cities and towns and the country surrounding such mine sites is often inhospitable. In general, residences near large mines are committed for use by mine personnel and annoyance from mining noise would be rare. Noise problems at long term operations are often a result of secondary activity or land use. As a pioneer mining community develops, secondary and service industries may be established and a township created. With changes in way of life, the perception of problems also changes. Therefore, it is never too early to plan for noise abatement, particularly because noise is only one of a number of environmental and community concerns. Ihny environmental problems are associat- ed with development or expansion of smaller open cut facilities such as hardrock quarries. There is an ever-present need to reduce product cost by mining or quarrying deposits close to the end user and many local authorities have to operate quarries for undertaking their civil engineering responsibilities.

Jan 1, 1987

Water is an integral and essential part of mining business. Two issues crucial in the management of this resource, scarcity and excess, are increasing awareness of the importance of water and changing the value perceptions of the industry because they affect both the existence and continuation of the business. Therefore its value should be reflected in the water management that is practised on site. Historically water in mining has been perceived to be of low value so management practices have not been good or well implemented. Political and social transformation in South Africa has been accompanied by the promulgation of new legislation. South African water law is now underpinned by Integrated Water Resource Management (IWRM) principles. It impacts water pricing, provides for water pollution charges, prioritises water users, has specific mining and water related components and requires water licensing as part of the licence to mine. Mining no longer has a priority on water resources and has to compete with other water users to gain access to resources. New institutional arrangements are being put in place to implement the regulations. All this requires a paradigm shift in miningÆs view of water. Generally the sector is still catching up with the new requirements, principles and philosophies. However, the way in which South African mining values water is changing. This is demonstrated in partnerships between the industry and other water users. These partnerships are Integrated Water Resource Management (IWRM) in practice and they achieve sustainable development goals. These partnerships are essential for mining to stay in business, expand operational capacity, reduce impacts, prevent legal action and reduce reputational risks.

Jan 1, 2006

A key premise to this paper is that most people involved in the design and implementation of drilling and blasting operations could benefit from a greater understanding of the geological materials, deposits and landforms they are dealing with. The second key ingredient for successful blasting is the concept of blasting objective. Mine operators and blasting contractors must be clear on what drives their costs (blasting leverage) and should formulate blasting objectives and operational targets which help in this regard. Many operators ignore geology descriptors and features apart from the name of the rock and start crudely quantifying the rock mass properties in terms of uniaxial compressive strength, or even worse still as hard or soft. This occurs too early in the design process and not much attention is paid to the geological materials, geological structures and the characteristics of the deposit they intend to excavate. In effect the rock type name and the strength descriptor become the site geology. Furthermore many blasting operators do not formalise their blasting objective, do not set operational targets and do not measure results to the degree required for continuous improvement. In this paper a number of civil, surface mine and underground mine blasting applications are tabulated in terms of typical blasting objectives and common geological materials. A good description of geological materials can convey a lot of useful information for blasting operators if they are able to accommodate this knowledge. In addition a clear statement of the blasting objective and associated operational targets will maximise the likelihood of achieving blast-driven downstream productivity improvements. The æStarting at Both EndsÆ combination is deemed extremely useful for any continuous improvement blasting program.

Jan 1, 1999

By Gillies A. D S, Lee A. H

The major operational objectives of a mine water resource management system (WRMS) are to supply the water needs of the mine and mill, to minimise disturbance to mining due to rainfall flooding or seepage and to dispose of excess water. Historically, company management have placed a significantly lower emphasis on managing the WRMS as compared to managing production. Changing Government legislation concerned with the disposal of water from mine sites is, in many cases making mining companies look more closely at how they manage their water. For example, within the next few years it is likely that prior to mining approval by the Government, mining operations will have to submit water management plans/budgets and contingency strategies in addition to operational plans. While the formulation of a comprehensive water management plan/budget is an additional cost to the company at the mine establishment stage, such plans can be beneficial to the operation in the longer term.The two keys for the efficient design, operation and development of a WRMS are the establishment of written goals which have managerial priority and secondly, access to appropriate good quality data. Managerial priority towards the WRMS will increase as a consequence of the education of mine operators in the benefits to the operation of good WRMS management or less desirably as a requirement to meet Government legislation. The collection of appropriate WRMS data is a more complex issue and to obtain information efficiently and cost effectively relies on the clear definition of the data application.

Jan 1, 1992

By Dundon P

The Broken Hill Proprietary Company Limited (BHP) is Australia's largest company with widespread commercial interests ranging from steel productin to minerals, oil and gas recovery. While these interests are worldwide, the Company operates or is partner in more than 30 Australian mining ventures. BHP Engineering (BHPE) is the in-house consultant to BHP but is also the largest consultancy in Australia available to general industry. Australian Groundwater Consultants Pty Limited (AGC) is a large, independent consultancy offering specialist services in all aspects of water resources, waste management and environmental engineering, both in Australia and overseas. AGC is particularly well regarded within the mining industry and has a considerable record of providing solutions for mine water related issues. By drawing on the extensive combined experience of AGC and BHP Engineering, this paper will summarize some of the unique ways in which water interacts with and impacts on mining operations in Australia, particularly in matters such as: Slope Stability Drainage and Dewatering Production Cost (Transport, Drilling, Blasting, etc) Water Supply Water Management Tailings and Waste Management Environmental Issues. The paper will also illustrate the cost benefit of providing major engineering works for reduction in total mining cost. It will be shown that, through advance planning and close interaction between outside experts (ie consultants) and on- site personnel, very significant operational cost savings can be made while at the same time achieving a safe and responsible mining environment.

Jan 1, 1988

The hoisting system at the Newcrest Telfer mine is designed for a final duty of 7.35 million tonnes per annum at a hoisting distance of 1450 m. In terms of hoisting capacity (t/h) times hoisting distance it is one of the largest friction hoist installations. Initially, the hoist will be equipped for hoisting 6.5 Mtpa from 1100 m depth. This new drive technology is now well proven by ABB for mine hoist applications with the first installation in commercial operation since July 2001. To date 17 systems for medium voltage drives and another five for low voltage drives have been purchased from ABB for mine hoists. This paper will also deal with skip design and powerful data loggers with diagnostics for local and remote monitoring that are installed in the Telfer mine hoist.

Jan 1, 2005

By A Buckingham, R M. Hancock

The underground Sunrise Dam gold mine commenced in October 2003 to extract ore from a series of orebodies with various dips, widths, and ore grades over a strike length of 1.5 km. To successfully operate flat stopes it was identified that a means to extract ore left behind after blasting in stopes with dips ranging from 15 to 40 degrees was needed. Various options were available, which included a bulk water cannon, hand held high-pressure water jet, remote controlled small dozer, several mini excavators and finally a specialised remote controlled excavator from the demolition industry. Trials were commenced for the bulk water cannon option in 2006 that proved that the concept worked, however, the system was too cumbersome to set up for use in cycle with production. Hand washing down using mine (low pressure) water with a two-inch bullhose proved of limited value. The small, one metre high remote controlled dozer as used in South Africa was reviewed, but the steepness of most of the stopes precluded this machine. The hand held high-pressure water jet option is still being investigated; with safety factors still being addressed. Several mini excavators were trialled to clean out the flat stopes with generally poor results, the machines being either too large to fit in the drives and pull ore down or too small with too short reach to effectively and efficiently pull ore out of the stope. In early 2007 a Brokk 330 remote controlled excavator was trialled on site with the low profile of the machine and unique arm configuration proving an effective tool for pulling ore from the footwall of short, flat stopes. A Brokk 330 remote controlled excavator was purchased in late 2007 and is currently in operation.

Jan 1, 2008

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

By R W. Wilson, A R. Branch

For hot mines, the use of mechanical refrigeration machines has become an essential feature of ventilation and cooling systems. Over the last 30 years, considerable effort has been made in developing refrigeration strategies and equipment to provide cooling that is cost-effective, reliable and energy efficient. In addition to these general design requirements it is necessary to take into account project specific factors such as long term mine cooling needs, operating strategy and installation time. This paper examines a number of actual mine cooling installations which illustrate how these features have influenced the design and installations. For many mines, it is known how the cooling requirements will increase as the mine develops, based on the life of mine plan. The design of the cooling installation must cater for both short- and long-term needs. The initial installation (to meet short-term requirements) must form an integral part of the ultimate cooling installation and as additional equipment and refrigeration machines are installed, it is necessary to ensure that the system remains cost-effective, reliable and energy efficient at all stages. For many mines, refrigeration machines are installed on surface and either operated near-continuously, or for the summer months only. Different maintenance strategies and policies with regard to standby equipment are highlighted for three mine installations. In spite of developments in cooling strategy, the cost of providing refrigeration remains expensive and many mines delay the introduction of refrigeration, as long as possible. When it is finally accepted that refrigeration is absolutely necessary, it is frequently necessary to æfast trackÆ the installation. To minimise site erection time and meet installation deadlines, factory pre-assembly and standardised modular equipment are widely used.

Jan 1, 2005

ITSL Technology group employs around 100 people at Mississauga in Canada. Its long and proud history as a driving force for the worldÆs nickel industry continues, progressively adapting to meet IncoÆs ongoing development needs. The nickel industry, unlike many others in the minerals processing world, has not evolved into one or two narrow technology paradigms. Rather, each process requires a degree of optimisation to meet the characteristics of the ore. Without a competent team to address this complexity, the uncertainties that arise can greatly increase the risk (and costs) associated with the nickel industry developments. The development work carried out at ITSL Technology ranges from milling and metallurgical processing of ores through to development of value added products for the battery and electronics industries. It covers routine evaluation of ores for exploration (mine planning and greenfield), and provides on the ground support to bring specialist technical perspectives to site-based projects. In recent years, ITSL Technology has had as its particular focus the process development and commissioning support for IncoÆs major projects. Over the next several years, Inco will commission its Goro laterite operation, design and construct the further processing facility for VoiseyÆs Bay, undertake major upgrades at Sudbury, Thompson and PT Inco, and bring forward some additional resources currently in the exploration stage. The appropriate mix of both internal and external resources to effectively manage this project portfolio will prove critical to success. The key to ITSL Technology meeting these development challenges has been in working closely with its internal customers to ensure alignment of the value proposition, to identify the critical issues to be managed, and to understand the deliverables required. This paper discusses examples to reinforce these principles in the definition and development for two different projects; processing of VoiseyÆs Bay ores and concentrates and resource optimisation at Thompson.

Jan 1, 2006

By J B. Farrow

The AJ Parker Cooperative Research Centre for Hydrometallurgy carries out research on behalf of, and in collaboration with, the Australian mining industry. As might be expected, much of its research is directed towards improving the efficiency of alumina and gold processing plants. However, the Centre also carries out research of relevance to base and other metal producers. A key element in its work is the successful transfer of its technology to the companies with which it is working. In general, this is achieved in the following five steps:definition of the problem through discussions with the company commissioning the research; execution of the research; assessment of the research findings; testing of the research findings by pilot plant or on-site trials; and implementation of the results on the full-scale. This pattern is exemplified by the work carried out by the Centre to improve the performance of gravity thickeners which are used throughout the minerals industry for solid-liquid separation. The research has focussed mainly on ways to optimise the use of flocculants (long chain polymers) to enhance thickener performance. It has been shown that the way the flocculant is mixed with the slurry is of profound importance. Computational fluid dynamics modelling of the feedwell region of thickeners and laboratory and plant flocculation studies have been used to determine better ways to contact the flocculant with the feed slurry. Implementation of these and other findings on the full-scale confirmed that improvements in thickener performance were indeed possible. As a result of this AMIRA funded thickener technology work, there have been considerable savings to a number of Australian mineral processing companies, through improved operation, higher throughputs and flocculant savings.

Jan 1, 2000

By K Hines

Anglo Platinum is the worldÆs largest producer of platinum group metals, and also produces large quantities of nickel, copper and cobalt at its Refining complex in Rustenburg, South Africa. In 1995 Anglo Platinum embarked on a smelter modernisation project, primarily to reduce site emissions to below the guideline limit of 20 tonnes per day SO2, but also to increase the converting capacity in line with future projected production profiles. To achieve these requirements the existing Pierce Smith converters were replaced with a single large Ausmelt converter and a new acid plant. This was the first time that an Ausmelt furnace had been used for converting, but it had the advantages of being a very robust furnace and was fully enclosed, giving good gas capture. It was thus considered the most appropriate technology from both a process and an environmental perspective. It also enabled the smelting and converting furnaces to be decoupled. The plant was commissioned from late 2001 and the first tap was in June 2002. Despite being a new technology, ramp-up has been similar to other large scale pyrometallurgical operations. Numerous process improvements have been made since start-up, most notably a change from two-stage batch to fully continuous, resulting in the plant now operating above design in terms of throughput. Optimisation of freeboard accretion control was also a major component of the ramp-up activity. This paper discusses the commissioning and ramp-up issues of the new Ausmelt converting furnace, concentrating on the design and process changes, and summarises current operating performance against the original design objectives.

Jan 1, 2005

By Fallins J

THE John Darling Colliery, owned by The Broken Hill Proprietary Company Limited, is situated 12 miles south of Neweastle, NSW and about 1 mile from the ocean. The area of the holding is approximately 10,000 acres, about half of which underlies the Pacific Ocean. The area was proved to be coal bearing by diamond drill boring: this method not only proved the coal to exist, but gave the depths from which could be calculated. It also proved the existence or otherwise of heavy faulting, which is a very important factor in the design of the underground lay-out of a mine. The location of shafts had to be carefuIly studied, and, before final selection, the following salient points had to be considered:Railway communications.Flood waters.Boiler feed water.Surface buildings.Probability of coal washing.Underground haulage arrangements.Lengths of roadways from a ventilating viewpoint.Before the shaft sites were finally selected, an underground design was prepared to determine the direction of the main drives in relation to the boundaries of the holding, and the of the coal seam: the latter, being an important factor in this particular locality, was ascertained by a geological survey of rock outcrops in the neighbourhood. Size of shafts was the next subject for consideration. This was determined by output, number of seams to be worked, amount of ventilation required, and, on...

Jan 1, 1930

By Plyley WF

Kidston Gold Mine is a 3.5 million tonnes per year operation located 280 kilometres west of Townsville, Queensland. Kidston's ore body consists of 44.3 million tonnes graded at 1.79 grams per tonne gold and 2.22 grams per tonne silver. Full production commenced in March, 1985. During the remainder of 1985, Kidston milled 3.77 million tonnes of ore and produced 213,614 ounces of gold.The ore is comprised of granodiorite, polymictic and volcanic breccias. The degree of oxidation of the rock influences the milling capacity and therefore determines the cut-off grade; ore is categorised as oxide, transition and fresh. The milling rates are 15,400, 12,000 and 9,600 tonnes per day for oxide, transition and fresh ore respectively.The ore is treated in a conventional cyanidation/ carbon-in-pulp plant (CIP). The plant consists of a primary crusher, semi-autogenous grinding (SAG) and ball mills, leach circuit and carbon-in-pulp circuit. Carbon stripping and dore smelting are done on site. The major difference between the Kidston plant and other Australian CIP plants is that a cyclone separation and washing circuit rejects half of the dry tonnage as a sand tail prior to CIP treatment. This difference allows the CIP circuit at Ki.dston to be smaller and makes the CIP less sensitive to the grind circuit product size.

Jan 1, 1986

Rather like the mythical "Economic Man" "an employer" in this context must necessarily be an abstraction, and the views possessed by such an abstraction, a composite of many views known to have been expressed. Not even the complex Conciliation and Arbitration legislation in this country provides any helpful specifications, except in one peculiar particular. The Australian Conciliation and Arbitration Act provides an almost totally tautological definition, except in that one oddity referred to above. It is this : "An employer means any employer in any industry, and includes any person who is usually an employer in an industry, and also includes a Club." No doubt there is some perfectly justifiable reason for such specific and unique particularity in an otherwise meaning- less definition. That need not trouble us in this exercise.

Jan 1, 1982