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By G Campbell-Cowan

Much has been written about the fact that most transformation efforts disappoint. This paper addresses factors that should be taken into consideration in planning and implementing transformation programs to ensure success.In 2009, St Barbara commenced a transformation program to address issues of chronic poor quarterly operational performance; financial pressure caused by the unreliable operational performance; and an inability to develop business plans with integrity and to reliably deliver on the plans. As a result of a number of years of disappointing operational performance, St BarbaraÆs culture was not conducive to business success.This paper uses lessons learnt during St BarbaraÆs transformation program to highlight key characteristics of change programs that can generate significant sustainable benefits. While there were many benefits from the transformation program, the most significant impacts of St BarbaraÆs program have been transformation of the companyÆs culture and capability of people as business leaders; the establishment of a business systems framework to guide the design and development of systems; and developing support functions, for example centralised procurement and supply chain, business improvement and technical services.CITATION:Campbell-Cowan, G, 2012. Business transformation - Lessons learnt for successful change, in Proceedings International Mine Management 2012, pp 135-142 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Nov 20, 2012

By S C. Barrie

St BarbaraÆs Marvel Loch operations have successfully used longhole open stoping as the primary mining method for a number of years. A transition to Core and Shell mining was implemented in 2009 to recover substantial ore grade resources remaining in sill and rib pillars. The transition to core and shell for the Exhibition lode required continuous waste filling of created voids and thus the removal of the crown pillar at the base of the Exhibition pit by blasting. Access to the top of pillar was denied as the pit was partially rock filled with waste rock from underground development.Beyond the technical challenges of the blasting project, a simple and transparent risk management process was developed to ensure appropriate controls and mitigating strategies were in place to minimise risk to personnel during the pillar removal process.Although failure of the crown pillar was anticipated but with the actual timing unknown, on 25 December 2011 the crown pillar yielded during normal mine operations. Engineered and isolation controls in place at the time were of a sufficiently high standard to ensure limited exposure of the underground workforce and minimal damage to mine infrastructure. Successful risk management through implementation of appropriate controls during the project lifecycle of two years and three months proved to be fundamental to the safe removal of the crown pillar.CITATION:Barrie, S C, 2012. Successful risk management through project life cycle for removal of the crown pillar at the Marvel Loch Underground Mine, in Proceedings International Mine Management 2012, pp 125-134 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Nov 20, 2012

By I Thomson, L D. Black, R G. Boutilier

The social license to operate (SLO) began as a metaphor for the ability of communities to stop mining projects. Soon people began to speak of levels of social license and the ability of communities to raise costs without completely stopping exploration or mining activities. Today the concept has spread to other industries and is evolving towards becoming a general management perspective on the socio-political rights and responsibilities of the corporation. The business case underpinning the SLO perspective on management is the need to assess and manage socio-political risk. For mining companies, socio-political risk has been steadily rising for several reasons, including the efforts of non-government organisations (NGOs) to pre-empt government policy options; the entry of mining companies into jurisdictions weak in the rule of law; and the weakness of global economic and financial regulation. In this perilous world beyond the comfort zone of effective government, mining companies must build their own socio-political stability by engaging directly with stakeholders to develop a strong SLO. In order to become a practical management perspective, the SLO needs to be measurable, which amounts to measuring the socio-political risks and opportunities presented by stakeholders. We present the results of efforts since 2009 to develop a globally reliable and valid measurement tool at the project and industry levels, validated in studies in Australia, Bolivia, Mexico and the USA. A factor analysis suggested four factors that mine management can address to raise their SLO level. The most chronically neglected factor involves the political right of the corporation to foster more equitable social contracts locally and regionally in both developed and developing countries. We conclude with recommended steps to earn and maintain the social license at the project and industry levels.CITATION:Boutilier, R G, Black, L D and Thomson, I, 2012. From metaphor to management tool - How the social license to operate can stabilise the socio-political environment for business, in Proceedings International Mine Management 2012, pp 227-238 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Nov 20, 2012

By P Holt, M Allen

On the first of July, 2012, the Australian GovernmentÆs Clean Energy Act commenced. From this point, a price of $23/t of CO2-e will apply to facilities that trip the liability threshold. This first part of this paper concentrates on the mechanics of the Clean Energy Future legislation and how it will be applied to the mining and mineral processing industry.The second part of this paper contains analysis of the data presented for typical mine operations. Methodologies for constructing a carbon strategy are also presented. This will entail determining what the objectives of the carbon strategy are, and defining what the strategic priorities for a business should be. An action plan to address the risks identified from the Clean Energy Act is also developed as part of the strategy.Details such as the advantages and disadvantages of opting into the carbon price scheme for liquid fuels are shown. Other considerations such as the ability to acquire permits through the carbon farming initiative or through overseas clean development mechanism projects are explained.CITATION:Allen, M and Holt, P, 2012. Implications of the carbon price and developing a carbon strategy, in Proceedings International Mine Management 2012, pp 105-114 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Nov 20, 2012

By J Westh, S Rashleigh, L Gallagher

Mining companies are moving towards automated haul trucks and other equipment. One reason for this is that if automated trucks can operate in a standard pattern over and over again without variation, then human error is reduced, if not eliminated.The challenge for mining production leaders/managers is to ensure operators follow standard operating procedures for load and dump operations, with each operator doing the same thing, every time. However, operators are only human and inconsistent performance is rife at every mine site. The finger may be pointed at the operators for not doing as instructed. The clarity and variability of trainer instructions may be considered causal to the problem. Herein lies the problem. Almost all operators believe they are following the procedure very closely; moreover, they all demonstrate a strong desire to conform to instruction.Using video analysis and feedback, each operator can be shown where and by how much they differ from the benchmark set by their company. Operators, often for the first time, can see definitively what they are doing, compared to industry best practice.The technology utilised by real-time video (RTV) crews measures time, distance and angles. It can overlay the video of the operator at the load site, with video of the perfect pass. Operators are amazed when they see how near to, or how far they are from best practice.The footage and data gathered by RTV assists operators in understanding exactly what adjustments are required to increase proficiency. It also assists load and dump superintendents to identify where in the process they are losing time. When translated to overburden removal or mineral/resource extraction, the result is large production economies without the need for large capital investment in new automated technology.CITATION:Westh, J, Gallagher, L and Rashleigh, S, 2012. Improving safety and mine productivity using real-time video technology, in Proceedings International Mine Management 2012, pp 173-188 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Nov 20, 2012

By A N. Danoucaras, S E. Goater, D Hearne, A M. Bansuan

It is globally recognised that existing and emerging mining activities should be conducted in a æsustainableÆ manner for the entire life of mine. Many companies annually publish corporate sustainability reports to demonstrate their actions in accordance with international expectations. This concept of sustainable mining practices also applies to mine water management, with influences often extending beyond site operations, affecting surrounding catchments and community users. This paper explores differences in conceptual and operational terms of æsustainableÆ mine water management within the Philippines. Outcomes of a review of corporate sustainability reports, governance documentation, research programs, and stakeholder knowledge acquired through action-research workshops are presented. The paper aims to inform and support future capacity building exercises delivered by the International Mining for Development Centre (IM4DC), with outcomes tailored to government officials and policy makers of developing countries. The project is funded by IM4DC, which is working with AusAID to identify needs and develop capacity with regard to mining for development; specifically, issues pertaining to governance and regulation, social and environmental sustainability, and operational effectiveness in developing countries.CITATION:Bansuan, A M, Goater, S E, Danoucaras, A N and Hearne, D, 2012. Integrated sustainable water management in mining for development in the Philippines, in Proceedings International Mine Management 2012, pp 205-226 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Nov 20, 2012

By J Harris, P Kirsch, R LaBouchardiere

æMining + Health in DevelopmentÆ is a project funded by the International Mining for Development Centre (IM4DC, 2012) to develop a centralised database of corporate sustainability initiatives for managing and improving occupational and public health, based on information extracted from social and environmental reports of major mining, oil and gas (MOG) companies. This register of materials has the potential to increase stakeholder awareness of the unique health risks impacting the minerals industry, employees, their families and surrounding communities, as well as to inform stakeholders on global industry approaches to health management.Data and preliminary outcomes from analysis of different MOG corporate sustainability reports on public health and disease management are presented for six African countries (Democratic Republic of Congo, Ghana, Mozambique, Sudan, Tanzania and Zimbabwe) and six Asia-Pacific countries (Indonesia, Mongolia, Pakistan, Papua New Guinea, Philippines and Vietnam).With the minerals industry facing ongoing rapid growth worldwide, including continuous expansion into developing regions, the æMining+Health in DevelopmentÆ project will inform industry, civil society and regulators of current health management practices and programming among the different sectors of the minerals, oil and gas industries and across various regional operations. This baseline information will serve as a resource for minerals industry managers, providing a forum for sharing best practice health management approaches amongst MOG companies.CITATION:LaBouchardiere, R, Harris, J and Kirsch, P, 2012. Mining and health in development - An inventory of global resource industry health initiatives in developing countries, in Proceedings International Mine Management 2012, pp 75-90 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Nov 20, 2012

By T Trott, G Lumley

"The mining industry suffers from a shortage of professional and other workers. Research and analysis has demonstrated a close correlation between high performance in productivity, maintenance and safety. There is also a significant correlation between engagement and performance. It is the hypothesis of the authors that mines can use a strategy of establishing themselves as a high-performance mine to attract and retain high caliber professional people: step 1 is to become best practice in equipment performance (productivity, maintenance and safety) step 2 is to brand the mine as æbest practiceÆ by sharing what has been confidential performance and outcome information with the general industry.Previous research has shown that many professional people are attracted by the prospect of a high achieving site because of the learnings and the support for continually doing better. In addition, a link has been established in previous research between productivity and safety. Operators and drivers are attracted to sites which have fewer dangerous people operating or driving. Good management delivers exceptional performance and a work site which high caliber managers and operational personnel people want to work at. The strategy requires commitment and proper execution but it can work. The strategy needs a specific approach and this paper will discuss this. A case study is provided from a mine which over a nine month period increased dragline performance by 15 per cent and reduced stress on the boom by 30 per cent. This mine paid the employees (professional and operational) $25 000/a less than the major mines but the operators and professional people would not leave; in fact, people were happy to be paid less to work there.CITATION:Lumley, G and Trott, T, 2012. Using best practice operations as a strategy for attracting and retaining professional people, in Proceedings International Mine Management 2012, pp 35-52 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Nov 20, 2012

By T J. V Duffy, L H. D Siahaan, P G. Albert

G-ResourcesÆ Martabe Mine in North Sumatra, Indonesia, is a US$700 M world-class and world-scale operation in a country which, with a few notable smaller scale exceptions, has had no significant hard rock mining development in more than ten years.The mine was commissioned in the middle part of 2012 and poured first gold on 24 July. At full production Martabe will produce 250 000 oz/a of gold and 2 - 3 Moz/a of silver at cash costs in the lowest quartile. The mine location is on the west coast of North Sumatra, which experiences annual rainfall of 4 m with no notable dry season, adjacent to seismically active fault zones, and relatively close to a rural community of 31 000 people with no significant industrial experience.The management team has successfully forged strong links with the various government departments and levels in Jakarta, North Sumatra Province and the local Regencies; developed long-term relationships with the various community groups within the local district of Batangtoru to build a sustainable social licence; has dealt with the physical and environmental challenges presented by the project location, and has successfully raised more than US$900 M over a period of three years for the original acquisition then the development of the project.Whilst in its infancy of operation, the mine is set up to deliver a long-term sustainable future for the company, the shareholders, and the people of Batangtoru and all stakeholders generally. The quality of the project execution and commitment by the company will ensure that maximum value can be delivered from Martabe, not just for the current mine life but from the significant exploration potential that exists on the large tenement area that the company has access to for 30 plus years.This paper will deal with the physical challenges associated with the design, the Indonesian government regulatory requirements for mine development, the social aspects of building a world-class project in a developing area, the in-country commitment necessary for any project development anywhere in the world and the successful funding arrangements for the mine development.CITATION:Albert, P G, Siahaan, L H D and Duffy, T J V, 2012. Building AsiaÆs latest hard rock mine, in Proceedings International Mine Management 2012, pp 189-204 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Nov 20, 2012

By Y Zhu, W Liang, P Knights

In recent years, Chinese companies have invested billions in Australian mineral exploration, development and processing. In 2008 - 2009 alone, the Foreign Investment Review Board approved $26.4 B of investment. Much of this investment has been by merger and acquisition (M&A) of Australian resources companies. This paper sets out to investigate how Australian CEOs perceive the cultural and institutional challenges in operating Australia mining companies recently acquired by Chinese interests. HofstedeÆs cultural dimensions and institutional theory from management science were used to develop a structured questionnaire, which was subsequently used to conduct telephone interview of the CEOs of six recently acquired mining companies. Analysis of the survey results indicated that, in all cases, few changes were made to the operational management of the Australian companies post-M&A. The three major benefits for Australian companies as a result of the M&A are the ability to; access long-term debt at lower cost; secure finance for growth plans in financially volatile times; and maintain existing management structures. Some perceived negatives involved longer and more convoluted decision-making as a result of Chinese state approval required for investment decisions. The study identified building æGuanxiÆ and an aversion to losing æfaceÆ as important cultural learnings for Australian CEOs. Maintaining effective communications is regarded as key for successful cultural integration.CITATION:Liang, W, Zhu, Y and Knights, P, 2012. Cultural challenges in Chinese/Australian mining mergers and acquisitions - A CEOÆs perspective, in Proceedings International Mine Management 2012, pp 251-260 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Nov 20, 2012

By M Scoble, A Ostry, J Shandro

Mining companies are not ill-informed on the topic of community health. There have been a number of research studies that have illuminated community health issues associated with mining, especially in the western Canadian province of British Columbia. However, what is missing amongst the literature is the perspective of mine managers and mining executives on this topic. This is important as mine managers and executives face a number of issues related to community health and are under pressure to consider the topic in more detail. This paper presents results from an exploratory qualitative investigation based on grounded theory research techniques into current community health considerations from the perspectives of mine executives and mine managers working in Western Canada. Interviews were conducted between February and May 2012 with 11 mining versus ten mining executives and managers who represented operating mines or mining umbrella organisations in Western Canada. Participants report on general community health issues that are perceived to be important, the perceived role that the mining sector should play?in contributing to community health and how this differs in Western Canada as compared to locations abroad, and?risks companyÆs face in making community health contributions. This paper concludes by drawing attention to pressing health needs that are present in Northern, rural and Aboriginal populations in Western Canada and provides a platform for future research initiatives focused on improving the health and well-being of communities associated with the mining industry. CITATION:Shandro, J, Scoble, M and Ostry, A, 2012. Community health considerations from mining executives and managers in western Canada, in Proceedings International Mine Management 2012, pp 97-104 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Nov 20, 2012

By M Scoble, C Hughes, M Roberts

At 14 per cent, the representation of women working in the mining industry is the lowest among primary industry categories in Canada. Despite an increase in research and industry commitment to advance and retain women in the mining industry, the gender gap in mining organisations persists.This paper is based upon a recent Canadian survey of 163 highly qualified women (HQW) working in the mining sector. For the purpose of this research, HQW were defined as women with a BachelorÆs degree or higher. This research sought to identify career progression and retention patterns of women who in theory have the educational qualifications to advance into positions of leadership in mining operations. We considered why womenÆs advancement in mining organisations has stalled; examined the career development pathways of HQW; and investigated the interactions of mining workplace culture on HQWÆs career development and retention within the Canadian mining industry. Results?indicated two distinct career pathway trends for HQW. æThe specialistÆ; a career characterised by multiple professional scientific and technical positions, and æthe corporateÆ; a career characterised by professional administrative roles and roles in mid-level management. It was found that neither æcorporatesÆ nor æspecialistsÆ systematically progressed into senior management and executive roles. These findings suggest that HQWÆs careers in mining are stalled, despite a strong indication by respondents of interest in their professional career advancement. With regards to?workplace?culture, respondents indicated that blatant forms of gender discrim-ination have been reduced in mining workplaces; however, exclusion from informal networks, implicit bias and subtler forms of workplace discrimination persist. Consistent with previous mining sector research, improving work-life balance, work flexibility and mentorship were found as key drivers for HQW to advance and remain in the industry.CITATION:Hughes, C, Scoble, M and Roberts, M, 2012. Where are the women? Highly qualified women in the mining industry, in Proceedings International Mine Management 2012, pp 23-34 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Nov 20, 2012

By J Joy, D Griffiths, A Bye, G V. Kizil

Poor standards of electrical installation and maintenance continue to contribute to electrical related fatalities and injury risk in the mining industry. Electrical isolation has the potential to initiate major unwanted events (MUEs) and as such requires thorough analysis to demonstrate adequate management. There have been 719 incidents related to accidental contact with electricity over the past five years in the Queensland mining industry (Queensland Government DME, 2012a, 2012b) with the last fatality being recorded in 1997 (MESA, 2012).A project funded by the Australian Coal Association Research Program (ACARP) has developed a form of a safety case using the four-layered æCoal Mine Safety Regime (CMSR)Æ approach. The CMSR is transparent and robust as it includes full site risk assessment and special issues risk assessment to be demonstrated as part of the process.The practical application of the CMSR has been demonstrated using a longwall mining case study site, where a unique 11 kV armoured face conveyor (AFC) is in operation. The case study has involved progressive application of the requirements of each layer of the CMSR (see Figure 1) to high voltage (HV) electrical isolation related issues. The project has specifically concentrated on understanding and analysing two high priority MUEs, electric shock and unplanned movement of equipment, through Layer 1 analysis. These two MUEs are an important part of the project as they have demonstrated the steps that may be taken to satisfy the risk management processes at Layer 1 of the CMSR and have contributed to resolving issues at the other three layers of the CMSR.The analysis of HV electrical isolation has been used as an exemplar to demonstrate the CMSR process and its practical application. The CMSR is applicable to major/principal hazards management as identified by the New South Wales and Queensland jurisdictions.This paper provides an overview of the development of a form of safety case using the CMSR and introduces the case study application for HV electrical isolation risk management at underground coal mines focusing on the major unwanted event of electric shock.This project provides the mining industry with a documented, publicly accessible, form of safety case using the CMSR approach for the first time.CITATION:Kizil, G V, Griffiths, D, Bye, A and Joy, J, 2012. Using a coal mine safety regime approach to the management of high-voltage electrical isolation, in Proceedings International Mine Management 2012, pp 59-74 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Nov 20, 2012

By B Dodd

This paper details how the Australian Securities and Investments Commission (ASIC), as a disclosure and conduct regulator, approaches regulation of continuous disclosure, capital raising and control transactions in the mining and resources sector, and the reasons for the approach. In examining this topic the paper considers the Joint Ore Reserves Committee (JORC) Code (JORC, 2004), the VALMIN Code (VALMIN Committee, 2005), the relevant ASX Listing Rules and the relevant provisions of the Corporations Act 2001 (Corporations Act). This paper discusses ASICÆs approach to expert reports and disclosure with reference to Regulatory Guides 111 Content of expert reports and 170 Prospective financial information.CITATION:Dodd, B, 2012. Issues in capital raisings and disclosure, in Proceedings International Mine Management 2012, pp 3-14 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Nov 20, 2012

By J T. Carswell, N A. Schofield

Fluctuations in periodic reconciliations between the mine and the mill are an expected and common experience in mining and processing operations. These fluctuations are caused in part by errors in the estimates of tonnage and grade of the mined material as well as errors in the millÆs assessment of the material processed. Keeping these errors small and unbiased is an important aspect of an efficient operation whose primary goal is to derive maximum benefit from the exploitation of the mineral resource.These fluctuations in periodic reconciliations can also mask subtle but economically important problems which may take years to identify and resolve. Such problems can result from a poorly-conceived model of the mineralisation which affects both the spatial distribution of the ore as well as the tonnage - grade distribution over the range of cut-off grades. Poorly conceived models of the mineral resources and ore distribution can arise as a result of insufficient and inadequate?drilling and sampling of the mineralisation, inappropriate?application of geological?constraints in the estimation process and the use of inappropriate methods to estimate the block grade distribution. This paper presents three case studies from gold and copper mining operations, two of which experienced significant problems with their mine to mill reconciliations over extended periods of time. For the gold mine in case study 1, sampling problems were ultimately considered to be the main cause of the poor reconciliations between grade control predictions and the mill which persisted over a period of 18 months. In addition, incorrect application of resource modelling methods contributed significantly to a mismatching of the mill capacity with the mine at the beginning of operations. For the underground copper mine in case study 2, a change in the approach taken to resource modelling brought marked improvements in ore definition and more accurate predictions of ore grade and better production forecasts.The third case study describes the background to the expansion of production to exploit a large tonnage of lower-grade stockwork mineralisation in an open pit gold mine. Several years of favourable Mine to Mill reconciliation data from the mining and processing of higher grade and lower grade stockwork styles of gold mineralisation provided the confidence in the approach to grade control to support the expansion plans during a period of low gold prices.The paper is intended to complement the discussion of mineral resource estimation methods and risks in Section 6.1.3 of the Mine ManagersÆ Handbook to be published by the Australasian Institute of Mining and Metallurgy (Schofield, 2012).CITATION:Schofield, N A, Moore, J and Carswell, J T, 2012. Mine to mill reconciliation - Three case studies, in Proceedings International Mine Management 2012, pp 161-172 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Nov 20, 2012

By Levi Guzmán Rivera

Dada que la cantidad de energía utilizada en el proceso de conminución equivale al 3% de la energía mundial, es necesario buscar un proceso de mejora y no limitarse a la ineficiencia de las tecnologías convencionales de molienda SAG y bolas puesto que utilizan para el proceso de molienda entre 3 a 5% del total de la energía consumida. En ese sentido, el presente texto señala la optimización del consumo de energía en dicho proceso, de forma que mediante el uso de métodos discretos, se pueda determinar la óptima trayectoria de la carga moledora y así mejorar la eficiencia de la molienda.

Nov 1, 2012

By Carlos Villachica León

Dado que el mayor problema de relaves se genera por la retención de agua, el tamaño de las partículas es el parámetro funcional en el procesamiento de minerales. En ese sentido, el presente propone una estrategia de concentración de minerales polimétalicos bajo el enfoque de flotación selectiva. La propuesta "Flotación y Relleno" permite obtener leyes y recuperaciones similares. junto con relaves de granulometría notablemente más gruesos que el obtenido con sistemas tradicionales de flotación, de forma que se cubre las necesidades del relave almacenado en superficie y a menos del 10% del correspondiente al sistema.

Nov 1, 2012

By Jorge Ganoza

Algunos concentrados de plomo contienen contaminantes que afectan la comercialización del concentrado de cobre debido a aspectos ambientales, así como la calidad del producto final. En ese sentido, el presente texto busca la forma de minimizar la presencia del plomo y de bismuto en el concentrado de cobre, a través de la flotaciónpor chalcopirita. De otro lado, dado que el plomo y bismuto son elementos que tienen similar comportamiento durante la flotación, es factible aislar los minerales de plomo y bismuto.

Nov 1, 2012

By A Moreira, A B. De Souza, S Latchireddi, E Faria

Material transport plays a significant role in the efficiency of horizontal grinding mills - autogenous (AG)/semi-autogenous (SAG)/ball mills. The magnitude of benefits that can be achieved with efficient material transport in AG/SAG mills has been demonstrated in a greenfield milling operation at Mirabela MineratpoÆs SantaRita Nickel operation located in north eastern Bahia in Brazil. This grinding circuit was commissioned in October 2009, was designed as a typical SABC circuit to grind 4.6 Mt/a (575 t/h) to produce a P80 of 125 ¦m with ten to 12 per cent ball charge in the SAG mill. However, it has been operating as an ABC circuit without any grinding media in SAG mill. The nameplate design capacity was achieved in few days and was gradually increased to an average of +800 t/h, still operating in ABC mode. The Santa Rita grinding circuit consists of one 30 ft + 15.4 ft 8.5 MW SAG mill fitted with Outotec patented Turbo Pulp Lifters (TPLÖ) in closed circuit with a HP400 short head pebble crusher and one 20 ft + 28.4 ft 5.5 MW Ball Mill in closed circuit with a Warman cyclone cluster fitted with 10 + 26 in CAVEX cyclones. This paper examines the comminution design process, operating philosophies, experiences, post commissioning optimisation and future development works. Evaluation of the milling circuit performance relative to the design criteria is also discussed.CITATION:De Souza, A B, Latchireddi, S, Moreira, A and Faria, E, 2012. Application of turbo pulp lifter in greenfield operation - Mirabela SantaRita nickel operation, in Proceedings 11th AusIMM Mill OperatorsÆ Conference, pp 53-58 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Oct 29, 2012

By J E. Wheeler, S B. Valine, L G. Albuquerque

It has long been known that closed circuit grinding with a classifier improves grinding efficiency, reduces unit specific power consumption, and reduces over grinding. The classification device removes material from the circuit that has reached the desired size and returns coarse material back to the mill for further grinding. The efficiency of the classifier is an important factor in the overall performance of a grinding circuit. The classifier affects the capacity of the grinding circuit and the metallurgical performance of downstream operations. A review of historical research and modern case studies is used to demonstrate the benefits of high frequency screens for classification in grinding circuits.CITATION:Valine, S B, Wheeler, J E and Albuquerque, L G, 2012. Applications of fine screens in grinding circuits, in Proceedings 11th AusIMM Mill OperatorsÆ Conference, pp 389-394 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Oct 29, 2012