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By B. J. Kloppers, J. V. Z. Visser, C. J. Horn

"The long-term plan (LTP) in a mineral resource company is defined by the quality of the mineral resource and represents the result of a series of trade-offs to fulfil internal organizational as well as external business and legislative requirements, ensuring ultimate delivery on the defined organizational strategy.The LTP should as a whole align to a coherent and well-defined organizational strategy, working towards a clearly defined objective while still allowing a tactical response to short-term requirements of the organization. The ability to respond tactically to changes in environment, like the unprecedented five-month strike in 2014 on the platinum belt following the 2012 Marikana incident, is a measure of the flexibility of the plan given the agreed strategy.This paper describes the Lonmin process of linking company strategy with long-term planning, tactical planning, and the execution of the plan through an annual planning cycle to maximize organizational flexibility. This flexibility enables mining companies to respond to the many internal and external forces that impact on both strategy formulation and delivery of results that meet shareholder expectations."

Jan 1, 2015

By P. van der Veen

The objective of this paper is to analyze the evolution of the strategic drivers of the mining sec-tor over the last half century, which has been guided by a varying and expanding list of motivations. While companies cannot survive for long unless they are making profits, the strategic drivers of the industry have gone far beyond profits since at least the mid-1970s when environmental concerns began to be taken seriously. For the most part, these forces have followed global trends and public opinion, but they have been shaped and magnified by the significant, often dominant role that the mining sector plays in many economies. While the mining sector used to be primarily motivated by the first pillar of sustainable development -i.e. the economics pillar-, in the 1970s the second environmental pillar became an important factor in decision making, and in the 1990s the third social pillar emerged as a major driver.1 The entrance of new strategic drivers has also had considerable impact on technological and organizational developments in the mining industry; however, technological changes, driven by cost reduction considerations, have in turn impacted the strategic drivers of the industry, resulting in the need for further technological and organizational developments.

Jan 1, 2007

By G. L. Smith

The fundamental challenge facing mineral and metal companies is how to create sustainable value while operating within mandated strategic bounds, identified constraints, and variable market and economic conditions. This can be achieved by allowing the fixed physical nature of the mineral asset to drive definition of the optimal technical solution to mining and processing activities, and developing and resourcing a strategically aligned portfolio of production entities that creates flexibility to near- and longer-term business environment shifts, i.e. a production mix that allows variation of output to respond to short term market variation, within a long term context. The practical achievement of this outcome is enabled by the concept of strategic long term planning. The core elements of strategic long term planning in the metals and minerals industry, and the relationship between them, are expanded. The strategic long term planning framework is a logic construct that enables delivery of an optimized, strategically-aligned business plan from the mineral asset portfolio using a set of tools and techniques with a common language, standards, systems and processes to align decisions and actions on a cyclical basis.

Jan 1, 2012

By G. L. Smith

The fundamental challenge facing mineral and metal companies is how to create sustainable value while operating within mandated strategic bounds, identified constraints, and variable market and economic conditions. This can be achieved by allowing the fixed physical nature of the mineral asset to drive definition of the optimal technical solution to mining and processing activities, and developing and resourcing a strategically aligned portfolio of production entities that creates flexibility to near- and longer-term business environment shifts, i.e. a production mix that allows variation of output to respond to short term market variation, within a long term context. The practical achievement of this outcome is enabled by the concept of strategic long term planning. The core elements of strategic long term planning in the metals and minerals industry, and the relationship between them, are expanded. The strategic long term planning framework is a logic construct that enables delivery of an optimized, strategically-aligned business plan from the mineral asset portfolio using a set of tools and techniques with a common language, standards, systems and processes to align decisions and actions on a cyclical basis.

Jan 1, 2012

By G. L. Smith

This paper consolidates the key elements of seven contributions, on strategic long-term planning, to two of the three international conferences on Strategic versus Tactical approaches in Mining held over the period 2005?2008. The holistic concept of strategic long-term planning as developed and implemented at Anglo Platinum is described. Consideration is given to the planning cycle, principles supporting the construction of the long-term plan, and aspects of unique best practice as developed in Anglo Platinum. Further description of Anglo Platinum?s approach to corporate governance, including the processes, methodology, systems, unique tools and techniques that are applied to value and select capital investment options is also given.

Jan 1, 2009

This paper describes the integration of the mineral resource management philosophy within strategic long term planning at Anglo Platinum Limited. Consideration is given to the philosophy, processes, techniques and supporting systems.

Jan 1, 2007

By G. L. Smith

This paper introduces and defines the concept of a linkage between long-term planning parameters (?global assumptions?) and possible future world views as conceived in scenario planning. Scenario planning, the tool that is used to arrive at plausible future worldviews, is described in the context of the platinum industry. The interpretation of the scenarios into long-term planning parameters is made, followed by an illustration of how the long-term planning process has been adapted at Anglo Platinum to include the notion of uncertainty.

Jan 1, 2008

By Stephen Hardcastle

Supplying ventilation in underground metal mines can be one of the most energy demanding services required to support production activities. Consequently, as energy, in the form of electricity or combustible fuels can be expensive and their unit cost is expected to increase, there is significant interest in reducing the overall demands of a mine?s ventilation system through such initiatives as controlling ventilation based upon demand and exploring other power alternatives to the current usage of the diesel engine in mobile mine vehicles. However, determining the benefit of any energy saving technology is complex and not universal applicable across the industry, consequently they have not been widely adopted. For these technologies to succeed they must be strategically applied based upon sound business cases. The intent of this paper is to provide information on some of the prospective control strategies and their potential impact on the power consumption related to supplying ventilation.

May 1, 2007

By Christian Heili

In 1991 the Government of the Republic of Zambia passed legislation providing for the privatisation of Zambia Consolidated Copper Mines Limited (ZCCM). The newly formed Mining Companies, established after nearly a decade of difficult and protracted negotiations on such matters as, cash at close; retained percentage interest by ZCCM; equity investment; future investment commitment and tax concessions, were faced with great internal challenges and a harsh external environment. There was a convergence of a number of negative forces that had and will continue to have an impact on the mining environment in Zambia. The most crucial of these being, the competitive pressures of the global economy, fluctuating copper price and the prevailing HIV/AIDS pandemic. In the short period after privatisation, the Industry has seen the collapse of Binani Industries (Luanshya Mine), the withdrawal of Anglo America Corporation from Konkola Copper Mines Plc and the disposal of Chambishi Cobalt and Acid Plants by Anglovaal Mining Ltd. The objective of this paper is to provide a theoretical and practically researched foundation, which may be used to assist Zambian Mining Companies in making informed decisions on the issue of Strategic Outsourcing and the degree to which this may support the successful and sustainable growth of the Zambian Copper Mining Industry. If judiciously implemented, Strategic Outsourcing has the potential to generate a practical business valuation and process to assist Mine Management in the achievement of their business goals and consequently the return on investment to their Shareholders.

Jan 1, 2005

By J. Engelbrecht

South Africa?s re-entry into the fast moving and competitive global economy calls for some careful strategic planning and a good deal of co-operation between suppliers and end-users. The issues that need addressing are generally well known and include: ?South Africa was ranked 45th out of 46 i.r.o. productivity ?SMMEs contribute 1% to exports compared to 40-60% for the ?tigers? ?High unemployment ?Limited skills of the majority of workers ?Slow growth rate of the economy ?The vast majority of suppliers are not world-class ?The vast majority of suppliers are not export or marketing orientated. In order to survive, all parties, i.e. government, labour and business, will have to play their part.

Jan 1, 1999

Kambalda Nickel Mines (KNM) currently have eight operating underground mines, three on care and maintenance and other orebodies at various stages of development. Each operation differs greatly in scale, ore grade, milling characteristics and cost structure. The optimum number of mines operating at any one time and their level of production, within the constraints of mill blending requirements and overall mill capacity, is the key to maximising profit in a climate of fluctuating nickel price. Cost models are developed for each mining operation which relate ore tonnes mined to total cost per pound of nickel produced from that mine. Aggregating the mine cost models provides a composite cost model for the entire operation. The cost models provide the operating levels necessary for each of the mines and hence Kambalda as a whole, to operate at the lowest cost per pound of nickel produced. However, lowest operating cost does not necessarily lead to maximum profit. The level of nickel price above operating cost can dictate maximum profit positions which are contrary to the lowest cost position. In addition, the decision to temporarily shutdown mines or reopen mines in response to nickel price movements comes at a cost. In considering the optimum operating position, the price of production capacity flexibility needs to be taken into account. This paper describes the process used to assess all these factors in arriving at the optimum operating position for Kambalda Nickel Mines for varying nickel prices. The same methodology can be used by corporate management in managing multiple mine sites as well as mine management managing multiple orebodies or stoping blocks for maximum profit.

Jan 1, 1995

By Jake Hutchison, Wade Hutchison

The opposition to the project has risen as a result of some political pressures and from public perceptions about the project’s necessity and its impact on the neighborhood. As a result of this controversy, the Underground Conservation Hall was quickly termed “Bredesen’s Bunker” by the Media. Close exposures for blasting, required by the Conservation Hall construction project, have been regulated by specifications that regulate seismic monitoring, pre-blast and post-blast inspections. Planned blasting for the project included blasting to a depth of 30 feet (9.14 meters) within 35 feet (10.67 meters) of the front of the newly renovated Tennessee Executive Residence. Excavation for the project found more competent rock at higher elevations than identified in test drilling which required blasting within 2 feet (0.61 meters) of the side of the Residence.

Jan 1, 2009

By Tetsuo Yamazaki

Metal market prices rose drastically in 2006, and most broke historical records as shown in Figs. 1-4. This increase has been basically driven by economic growth in Asian countries, especially China. The growth trend is expected to continue for several years. Then, India will follow the same growth trend. Their metal demands keep the price levels high for 20 years or more. One more additional important factor on the metal market prices is hedge funds come into the market. Japan imports all metals for domestic use from overseas. The amounts imported were 1.27 million tons in copper, 0.32 million tons in lead, 0.59 million tons in zinc, 0.20 million tons in nickel, and 1.18 million tons in manganese, respectively in 2006 (Source: http://www.jogmec.go.jp/j_resourse/index.html#03). Though mainly we import the concentrates and our domestic customer smelters take the part of metallurgical leaching, the payment necessary for purchasing the concentrates is estimated about US$ 10 billions in 2006. The payments in 2005 and in 2003 were about a half and a quarter of the 2006, respectively. Japan must have effective counter measures to reduce the future payments.

Sep 24, 2006

By Finlayson E, Hilyard D

1:100 000 geological mapping of Bougainville Island has resulted in refinement of stratigraphic subdivisions and relationships. We subdivide the sequence into basement Atamo Volcanics (Late Eocene-Early Oligocene), consisting of spilitised pillow basalts, which are overlain unconformably by Late Oligocene-Early Miocene Keriaka Limestone. The latter is unconformably overlain by fine-medium grained volcaniclastics and minor lavas of the Middle-Late Miocene Toniva Formation which coarsens upward and passes gradationally and conformably into the coarsely volcanolithic latest Miocene-Pliocene Arawa Conglomerate. The Kupei Complex, host to the Panguna.porphyry Cu-Au deposit, consists of medium - K20 microdiorites, granodiorites, and andesites intruding Arawa Conglomerate and Toniva Formation. K/Ar isotopic dates on the Kupei Complex range from 4.8-1.3 Ma, and hence overlap the age of the Arawa Conglomerate. We believe that the Arawa Conglomerate consists of mass flow deposits on a volcani- clastic apron surrounding a volcanic edifice above the intruding Kupei Complex.

Jan 1, 1990

The Australian Centre for Minesite Rehabilitation Research (ACMRR) was established through a mining industry initiative to meet the need of industry, governments and the community for sustainable systems for land affected by exploration, mining and mineral processing activities. The Centre, which is a consortium of the major groups associated with mining rehabilitation research in Australia, has a focus on both strategic research and technology transfer and combines a wide range of multidisciplinary skills covering engineering and the physical and biological sciences. The paper briefly describes the goals, structure, expertise and research and technology transfer activities of the Centre. The major research program areas of waste rock dump and final void stability, acid mine drainage, tailings disposal, and remediation of ecosystem reconstruction are described in the context of national priorities.

Jan 1, 1995

By K. Ramji

"The development curve in the extractive sector has become longer, steeper, and riskier due to increased social, legal, and political risks from various stakeholders. Indigenous peoples are a unique stakeholder because their growing legal rights to lands and resources can often determine a project’s outcome. A project will only be successful if it is able to obtain the legal permits, withstand any judicial reviews, and gain and maintain the social license to operate. Stakeholder identification, management, and engagement are key risk-mitigation tools required to successfully convert risks into opportunities.RÉSUMÉ La courbe de développement du secteur de l’extraction s’est allongée, elle est devenue plus abrupte et plus hasardeuse en raison de l’accroissement des risques sociaux, légaux et politiques venant des divers intervenants. Les peuples autochtones sont des intervenants uniques puisque leurs droits légaux croissants sur les terres et les ressources déterminent souvent ce qu’il adviendra d’un projet. Un projet ne pourra réussir que s’il est capable d’obtenir les permis légaux, passer à travers les analyses judiciaires, puis obtenir et maintenir le permis social d’exploitation. L’identification des intervenants, la direction et l’engagement constituent les outils clés de l’atténuation des risques nécessaires pour bien convertir les risques en possibilités."

Jan 1, 2016

The risk associated with mining induced seismicity is one of the major threats to the safety and sustainability of deep underground mines. This paper describes techniques that allow site practitioners to efficiently control such risks in mines. The proposed approaches rely on ground support to strategically control seismic risk and re-entry time to tactically control this risk. The strategic approach is based on the detailed understanding of past seismicity to as certain the seismic hazard of individual sources throughout the mine. This approach also relies on assessing the potential damage that these sources can induce on nearby excavations using the excavation vulnerability potential (EVP) and rockburst damage potential (RDP) concepts proposed by Heal et al. (2006). It is then possible to investigate how to reduce the risk of experiencing damaging seismicity in mine drives by locally enhancing the ground support system. The tactical approach relies on a proposed methodology to estimate reliable re-entry times or exclusion periods based on the seismic decay following blasting. Some examples of how these techniques have been applied in Australian mines are given.

Jan 1, 2009

The mining industry continues to experience a skills shortage and this is having an impact on the ability of mining companies to operate sustainably. Apart from a few exceptions, there is a dearth of geologists, mining engineers, metallurgists as well as environmental scientists and other professionals in the global mining industry. This relates to both quantity and quality. It makes good business sense for mining companies to employ local professionals rather than expensive expatriate staff. In some cases a mining company could employ more than 10 local mining engineers for the cost of one expatriate. However, in many countries local professionals are not always equipped professionally to work on mine sites. The result is that many companies are not operated optimally due to human resources gaps. In some cases, particularly in key areas such as mine planning, this threatens the sustainability of the operation or at the very least results in sub-optimal resource utilisation. This paper briefly presents some of the issues and strategies being implemented and that might be implemented to maintain a sustainable supply of quality minerals graduates to the industry in 2011 and beyond.

Jan 1, 2011

By Mehdi Razavi

Scope of the Study The possibility and risk associated with mining two stopes at the same time The influence of Creighton Fault on the stability and dilution The effect of irregular shape of stope walls on overall stope stability and ore dilution The support requirements for proposed mining plan

Oct 1, 2010

By J. H. Kempton, D. Atkins

Predictions of delayed environmental impacts from mining—degradation that won’t begin for hundreds of years, but will then continue for thousands—present new permitting challenges. Examples include evaporative concentration in pit lakes, which can eventually cause metals concentrations to exceed human and wildlife toxicity standards, and delayed degradation of groundwater by slow moisture percolation through acid-generating tailings and waste rock. Given the time-value of money, the present worth of such delayed impacts is insignificant, yet they are unacceptable undercurrent laws and cultural values. Long-term financial set-asides offer a possible solution, first funding infrequent, long-term monitoring, followed by more expensive mitigation when the set-aside has matured.

Jan 1, 2000