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By M. J. Ramos

Without an exclusive definition of administration in business, we could propose to define it as performance by management to adopt or implement established business formulas. Administration could also be defined as a universal process that organizes people, and achieves, through efficiency, common objectives and goals. Humanity developed some form of this process from the beginning of civilization. To imply that something is new in administration might be considered specious or naïve. Moreover, what is new in management? Administration of business is not new to the world. To prove this statement, we need only ask this question: Does the architecture and monumental workmanship of the past civilizations of ancient Egypt, Rome, and the Incas demonstrate management without administration and without definition of objectives? The answer must be a resounding ?NO!? In spite of this acknowledgment and for the purposes of this presentation, I will use the word ?new? in business and hope that the reader will follow my reasoning. The mining industry has unique characteristics in respect to other industries. It is multi-disciplinary, has a single purpose (majority for one metal), has two players (man and nature), and it involves high risks for generating environmental imbalance. Mining exploits non-renewable and finite resources, creates an unstable job market (work hard to have no work) and a speculative economic market with unpredictable prices ? a one-time payment for a finite resource with multiple recycling. On top of all that, the industry still operates within obsolete petroleum-based technology, utilizing practices that were designed two centuries ago. Today, we confront the challenges of the millennium with outmoded practices and management. Ordinarily, several styles of administration are standardized into a FRAGMENTED vertical system of organization. Mining has rigid objectives in production, with profitability as the focus from the beginning to the end. Citing the concept of safety, as an important facet of production is bombastic since, in truth, mining is an experimental industry that consistently reports high numbers of fatal accidents. In mining, we designed a process to work according to our objectives, demanding attention and supervision of all levels of management with a halo of parameters that are not assimilated into the design. We continue to perform a rigid style of management in an industry that is still not responsive to variations of the market ? losses in particular. The existing design process generates loss without capitalization and without response to said loss. This perception is reflected in a mindset that is only too ready to ignore mining liabilities. The reality of the enterprise has created an immense pressure from top to bottom in the hierarchy to do more with less. It is for all of these reasons that I propose to set forth a new essence for administration that encompasses an alternative vision and style in mining: Management by Loss. MANAGEMENT BY LOSS Management by Loss (MBL) is a systematic, integral process organized to quality control operation and the human profitability within the industry. It permits focus on achievable goals by utilizing the best practices (Mining Open-closing). Identification and characterization of loss in the process determine how objectives are defined, controlling the time limits to execute based on constant balance of mass, energy, water, and ?wastes? in each stage of the industry, in order to reach final objectives. The concept of loss can be defined by various criteria. Generally, it is the mass that could not make or arrive at its destination from a designed process or simply, it could not maintain balance. Otherwise, the design of the process describes the final point of the resource. However, those resources could not make their destination because of failure to use the best design, resources and TIME. The loss has typical characteristics such as Identifiable, classifiable, measurable, manageable, controllable, valuables, negotiable, avoidable, reportable, and monitoring. In the traditional scheme, these losses are not registered; they are made exclusions. We are trapped within a system, which was designed to obtain objectives of the industry in a specific timeframe. In the present style of administration, the focus is total - our emphasis in this treatise is in the loss. The current traditional report form contains only the most positive achievement of objectives, only the best of the exercise, humanizing numbers, without touching what we left behind or what we were waiting for to assimilate as a ?surprise account?(new account of liabilities). Management by loss is a method that redefines the concept of waste (waste zero) for controlling the mine operation under the equilibrium of the ecosystems. This method confronts the problems that impact our industry in this millennium. Understanding and quantifying losses (reserves, resources, time, energy, water, soil, materials, equipment, tasks, labor, ecosystems, etc) is a priority mandate for the industry and demands the application of a ?new ? style of administration by seeking to maintain balance instead of the disequilibrium that mining now creates in nature. It is necessary to answer questions such as: How can we minimize loss? How can the loss be assimilated during the life of the mine? What is the vision of mining in respect to the generation of waste? How can we convert liabilities into assets? In addition, the control of loss is determined in the achievement of the plan. Loss occurs because of a failure of the process in the original plan. Still we do not plan to fail but we fail to plan appropriately. It is a remarkable thing to accomplish and compel those objectives described in the original plan when that plan is designed with a determined budget. If not, we lose time and, of course, capital. Moreover, in Management by Loss (MBL), we can find answers to the following questions: What is the multiplier of productivity in mining? What are the influences of identification and characterization of loss and what is the level of efficiency of energy in order to achieve waste zero (effective cut off grade)? The challenges of mining in this millennium validate this new style of administration. Finally, it is important to point out that mining is entering into an era that has different rules, but the industry is still run by companies functioning with objectives from two centuries ago. They are trying to confront issues with concepts that are not designed for new tasks. Therefore, I ask you to consider this new style of administration of business under a vision of how the industry should be organized and managed, with an attitude of balance toward nature and social responsibility.

Jan 1, 2009

By W. A. Naismith

On 16 July 2004, at 07:10 a collapse of about 1.8 million m3 (about 4 ½ million tons) took place on the north wall on Nchanga Open Pit. This collapse was the result of a developing instability that was first identified when the benches in this area were exposed during September 2002. The NOP geotechnical and survey departments closely monitored the development of the failure. Control measures were implemented to reduce risk to men and equipment. These measures were continually improved and adjusted in reaction to observations and changing conditions. The purpose of this paper is to describe in detail the monitoring results that were obtained both by traditional methods and the novel slope stability radar system (SSR). Difficulties encountered in establishing critical deformation levels and deformation rates that can be used to predict the onset of collapse are described. Details of the monitoring and control measures, which led to the successful completion of mining in the area, are also described in this paper.

Jan 1, 2005

By SDN Wessels, WA Naismith

On 16 July 2004, at 07:10 a collapse of about 1.8 million m3 (about 4 ½ million tonnes) took place on the north wall on Nchanga Open Pit This collapse was the result of a developing instability that was first identified when the benches in this area were exposed during September 2002. The NOP Geotechnical and Survey Departments closely monitored the development of the failure. Control measures were implemented to reduce risk to men and equipment. These measures were continually improved and adjusted in reaction to observations and changing conditions. The purpose of this paper is to describe in detail the monitoring results that were obtained both by traditional methods and the novel Slope Stability Radar System (SSR). Difficulties encountered in establishing critical deformation levels and deformation rates that can be used to predict the onset of collapse are described. Details of the monitoring and control measures, which led to the successful completion of mining in the area, are also described in this paper.

Jan 1, 2005

By J. C. Carrasco, M. Sánchez, R. Jara, F. Marquez, F. Parada, R. Parra, J. Palacios

In past years, Chile has been the largest copper producer in the world and for 2002 mining represented country average of 10 % of the GDP, accounting for 47 % of the total exportation. As copper sulphides are the main mining resources in the country, the metal is produced using the classical processes of flotation and pyrometallurgical extraction. Seven copper smelter plants, which extends from the northern Atacama desert to the central part of the country produced1,522,000 metric tons of fine copper in 2002, approximately one half of total copper concentrate production, with a notorious environmental impact due to the great amount of slag produced during these extraction steps. In this work, a global characterization of copper pyrometallurgical slags produced and disposed of in Chile and worldwide is done, and the concept of total project development is considered to explain the scopes of the study, recovering different compounds and generating new activities around mining. The presentation is completed with the proposal of various methods and techniques being developed today in a joint project between smelter plants and the University of Concepción, with the support of the Chilean government and mining companies, addressed to generate new materials from copper slag. Recovery of copper, molybdenum, precious metals, silica and iron, that is the most abundant component of the slag, are the goals for this research. Metals, commercial compounds, alloys and different forms of iron oxides for steel industry are proposed products.

Jan 1, 2004

By D. Kachongo, Y. Cheng, A. Kashala, D. Samal, G. Mitshabu

Many copper processing flowsheets in the Democratic Republic of Congo include the leaching of oxide ores containing copper and cobalt, copper solvent extraction, copper electrowinning, and precipitation of cobalt salt. Recently, cobalt price gained momentum, driven mostly by the fast-growing electric vehicles battery market. The ore blending scenarios tend to prioritise high cobalt grade ore, whatever the content of copper and other impurities. Therefore, many copper solvent extraction circuits are running below design capacity. The variability of feed induces a variability of the leach solution with respect to copper, manganese, and silica contents. It is thus important to adjust hydrodynamic and metallurgical parameters of the solvent extraction plant to optimise metallurgical performance, production cost, and the quality of the copper electrolyte. This paper presents some results on how solvent extraction plant parameters have been managed in two solvent extraction plants running with lower than designed copper input. INTRODUCTION Referring to a report of the chamber of commerce of the Democratic Republic of Congo (DRC) the online publication Agence Ecofin (2019) indicated that the DRC ranks in the fifth position of the world top copper producing countries with over 1.2 million tons produced in 2018. The same year, 66% of the world’s cobalt was produced in the DRC at over 106,000 tons. If the political situation remained stable and the new tax regime introduced in 2018 did not deter private investors, copper production could reach 1.4 million tons/a in 2020 as pointed out in Mining.com (2019). Forecast figures for DRC cobalt production vary widely depending on analysts. The DRC online magazine Actualité.cd (2018) referring to a ministerial source forecasts over 141,000 t cobalt/a for 2020. The reality will depend on many factors, including the selling price, the supply compared to the demand, and finally the reaction of investors to the new DRC tax regime. The growing electric vehicle batteries market has been the major key driver of the price of cobalt. The five years historical cobalt price graph in figure 1 from infomine.com (2019) shows that the price of cobalt peaked at over 40 USD/lb in the first quarter of 2018. Cited by the online Magazine Creamer Media, Smith (2019) has indicated that the long-term demand of cobalt will likely remain strong.

Jan 1, 2019

A key driver to the success of a tunnelling project (the project) is the management of hydrogeological risk. The hydrogeological risk, if not managed, may cause significant impacts on the overall performance of the project. Impacts may include groundwater quality impairment due to contaminant transport and acid drainage from disturbed geology to groundwater, and groundwater lowering. The groundwater lowering and quality impairment may cause tunnel failure, with consequences such as injury to humans, as well as reduced property and environmental values, potentially costing millions of dollars to sponsors of the project. Depending on the nature of the contaminants and level of hydraulic connection of bedrock fracture along the length of tunnel, the contaminant transport may reduce structural strength of the tunnel due to corrosive action of contaminants such as acid drainage. The groundwater lowering can lead to varying degrees of ground settlement, posing threat of tunnel collapse. The management of hydrogeological risk includes:detection of potential pathways for contaminants into and around the tunnel,identification of factors responsible for the lowering of groundwater, and development of strategic measures to control groundwater lowering and contaminant transport. The paper presents an in-house hydrogeological risk management model named Vedanta-THRM (tunnel hydrogeological risk management). The model uses Risk Management Standard AS/NZS 4360:2004 (Standards Australia, 2004), Pressure State Response framework developed by Organisation of Economic Cooperation and Development, and Interaction Matrices. The Vedanta-THRM identifies important characteristics, processes and events of potential hydrogeological risk and develops control measures for managing hydrogeological risk throughout the life cycle of the project. The Vedanta-THRM was applied for a project in the early stages of planning and found to be useful in assessing, evaluating and reducing the hydrogeological risk in a managed approach that potentially increased the performance of the project. The application results also provided management options for use by project sponsors and insurance industry, which included tunnel risk financing options and options for equity investors to choose among various returns under different tunnel credit ratings.

Jan 1, 2008

By Juan P. Camus

Mining is one of the oldest industrial activities. Its products are essential to modern civilization. Paradoxically, and despite a deep-rooted belief to the contrary, mining is not a lucrative industry— at least not in the aggregate. This assertion is true not only for recent years, one of the weakest periods in terms of metal prices, but also for a long time past. In 1776,Adam Smith said in The Wealth of Nations: “Of all those expensive and uncertain projects, how-ever, which bring bankruptcy upon the greater part of the people who engage in them, there is none perhaps more perfectly ruinous than the search after ... mines. It is perhaps the most disadvantageous lottery in the world... Projects of mining, instead of replacing the capital employed in them, ... commonly absorb both capital and profits.”

Jan 1, 2002

Management of Mining Wastes in European Union and Developments in Turkey

Sep 13, 2010

By A R. Penney

Since mining-induced seismicity first became apparent at the Beaconsfield Gold Mine in 2002, there has been an ongoing program of geotechnical investigations to understand the phenomenon and allow for the development of strategies to manage the risks it posed to personnel, the business and the community at large. Studies resulting from a seismically induced rockfall on Anzac Day 2006 have been extensive, and have advanced the understanding and management of seismicity at the mine. Enhancement of the mineÆs seismic array, implementation of extensive monitoring of ground behaviour, improved ground support and reinforcement design, and ongoing numerical modelling provide a technical framework for the management of seismicity. In addition, extensive involvement of the workforce in risk assessment and the development of standard work procedures (SWPs), has contributed to a æbest practiceÆ approach to manage seismic hazards at the mine.

Jan 1, 2008

By Glen Mc Gavigan

The roof of the Sishen cave is being mined in order to exploit 6.8Mt of high grade ore. The cavity is filled with quartzite backfill in order to support the roof in the event of collapse. The cave dips at approximately 37o, is 260m along dip and 70m along strike and has a total volume of 261,391m3. GPS and optical monitoring techniques were attempted to detect subsidence but proved to be impractical. The GroundProbe Slope Stability Radar (SSR) uses differential interferometry to measure sub millimetre movement in a rock face. The SSR was applied in a non production situation and detected subsidences of 38mm/day before visual signs of instability were detected. The rate of deformation detected was slowing as a result of the roof coming to rest on underlying backfill. Monitoring during production drilling detected a sudden subsidence of 18.6mm/hour which resulted in the evacuation of personnel from the area. Further inspection of data showed that the rate of deformation was slowing and production was allowed to continue without further incident. The SSR has helped dispel the fears of workers and has proven that subsidence can be accurately measured and delineated with the SSR.

Jan 1, 2006

By R Fury, I Skepper, D White, G Miller

Although the Pressure Acid Leaching (PAL) of nickel laterites has been conducted at Moa Bay, Cuba, since the early 1960s, the commissioning delays generally encountered by the æsecond generationÆ of PAL lateritic nickel producers in the late 1990s have demonstrated the potential complexity of the PAL process and the importance of technical risk management in maximising the realised project value. This paper describes some of the strategies used by the Ravensthorpe Nickel Project (RNP) to manage the technical aspects of the Ravensthorpe project risk. Central to these strategies is the use of Front End Loading (FEL) to deal with issues early in the development phase, when changes to the project structure can be made most effectively and cheaply. Such an approach requires a management philosophy that recognises risk as a potential cost, which accepts responsibility for dealing with risk, and which is prepared to provide adequate resources for risk management.

Jan 1, 2004

By R. Armstrong

Due to limited available level ground, Nkomati Nickel Mine cut a weathered rock slope at the base of a mountain spur in order to create a platform for construction of the primary crusher plant and run-of-mine stockpiles. As space is limited around the mining area, ore processing at Nkomati is based on a high reliability of flow of material through the crusher plant, with minimal usage of other and larger designed stockpiles. Evidently, any crusher plant shutdown will render the mine as a whole unproductive and put excessive strain on the medium- to long-term large ore stockpiles, the deposition rates for which are restricted by founding material consolidation requirements. At the onset of the 2012 rainy season, movement was identified on the slope monitoring system and cracks developed on the slope. After a minor failure on the crusher slope an assessment of the slope stability was conducted and a slope management plan recommended, which included deployment of real-time monitoring. An evaluation of the conditions leading to instability was conducted and the likely causes for the failure identified. A full evaluation of the slope monitoring, rainfall, and mining conditions was undertaken and movement triggers were determined. This paper describes the events leading to the development of the failure and the evaluation of the monitoring data to determine a management plan for the failure that allowed for minimal shutdowns of the primary crusher.

Jan 1, 2014

By Clark Woodland, William E. Stanley

Mining companies have been required to enter a "new era of management" in the 1980's as they strive to become more efficient in an increasingly competitive market place. One response for many companies has been to modify their mine accounting systems to make them more effective for cost control and decision-making. This paper discusses some of the major issues in developing and implementing a standard costing system as part of improved management reporting and cost control procedures. It describes the key features and benefits of a computerized standard costing system with particular emphasis on budget-setting and variance analysis. It also identifies important factors to be considered in order to achieve successful project planning and Implementation.

Jan 1, 1987

By Steve Karl

Introduction Technological advances in mining and processing have started the domestic mining and mineral industry back on the road to competitiveness. A massive trade deficit, however, coupled with foreign competition and more government regulations threaten to slow this recovery. So say mining executives in Colorado and Minnesota. These industry decision-makers agree that their challenge is to continue the technical innovations of their industry. The journey back to profitability and competitiveness means improved products, they say, but at lower production costs. At separate gatherings in January, officials in both states said that they believe their industry is up to the challenge. Worker attitudes will have to change, they understand, and management styles will need adjusting. And, while they are willing to make the necessary adjustments, they are going to need some help. Or, at the very least, less interference from the federal government. Foreign markets, all but closed to American products, must be opened up on a reciprocal basis. The nation's $170 billion trade deficit is a priority item that can no longer be ignored. And, closer to home, federal and state environmental regulations concerning mineral production must themselves be monitored. 1987 in Colorado While Colorado's service and trade industries should have a fairly good 1987, the state's mining industry can expect another disappointing year filled with layoffs and declining profits, according to the Colorado Mining Association. Once again, foreign competition and government regulations are seen as the main reasons for the mineral industry's woes. And state mining officials see little relief until at least the 1990s. Speaking to a group of reporters at its annual press briefing in Denver, CMA officials said Colorado's overall nonfuel mineral production is expected to fluctuate between a flat and declining growth trend. Mining employment in the state is expected to fall by 400 people this year, to about 7500. In 1981, Colorado mines employed as many as 17,800 people. During the 1970s and early 1980s, the employment rate in mining in the state grew by 12% annually, according to a summary report compiled by the CMA. Last year, worldwide molybdenum production continued to exceed demand US moly producers, therefore, were forced to continue their familiar path of production cutbacks, as well as workforce reductions. And some molybdenum mines in the US closed altogether, the CMA report stated. In Colorado, Amax's Climax and Henderson molybdenum mines operated at about 50% of combined capacity. Climax employed about 200 people at the beginning of 1987, producing about 5.4 kt/d (6000 stpd) or ore. Henderson employed about 700 people, producing about 24.5 kt/d (27,000 stpd) of ore. In coal, the number of licensed coal mines in Colorado has declined from 124 in 1960 to 43 in 1986, of which only 23 were producing. Once a stable source of employment and production, the metallurgical coal industry in the state has only one surviving metallurgical coal mine, Mid-Continent's Orchard Valley mine. High production and transportation costs, weakness in the US steel industry, and a weak market position have contributed to the decline, the summary reported. "The challenge facing most mining companies in the United States today is to survive," said

Jan 3, 1987

By Tim Mann

"Like other operating mine sites, Placer Dome Inc. - Campbell Mine has taken important steps over the last few years to address environmental issues.This paper will provide specific insights into the implementation of an environmental management system at Campbell. In particular, it will focus on how Campbell developed its plan of action; the lessons that have been learned; the over-all steps that are being taken to enhance environmental stewardship and effectively manage relationships with key stakeholders.IntroductionThe development of an Environmental Management System at Campbell Mine has been part of a general development in management practices which has taken place at the mine during 1990. This paper will discuss the components of the management system in the topic areas of: direction setting; environmental organization; issue assessment; emergency response plan; training ; monitoring/verification; reporting and data management; and relationship management.Although this paper focuses on environmental management systems, the development of this system has partly been a function of responses to other issues which have been addressed concurrently with environmental concerns. These other issues include development of operations management, human resources practices, and safety management practices at the mine. As the Environmental Management System developed, various stakeholders associated with local environmental concerns were identified. This group of stakeholders include the local community; municipal, provincial and federal governments; government agencies; Campbell employees; and the Placer Dome Inc. Corporation."

Jan 1, 1991

It is no longer adequate in running mines and quarries to simply select the best equipment. Today's competitive international commodity markets demand superior efficiency. This requires efficient production and commercial processes together with systematic involvement of people in continuous improvement of processes. True Total Quality of Management (True TQM) principles provide an operating philosophy for maximising productivity and minimising unit costs of output. Unfortunately, even though these principles are proven in all industry sectors worldwide, they have not always been used correctly. This paper describes basic methodology for correct use of these principles to successfully improve the productivity of rock breakage production processes.

Jan 1, 1995

By L. R. Stace

Arguably, one of the most significant technological breakthroughs that had been experienced during the period when British Coal was the major coalmine operating company in the UK, the use of rockbolts as principal support in underground roadways brought with it the need to re-assess the technical knowledge, management controls and legislative frameworks associated with the support of mine workings. Following a major roof fall in a roadway supported principally using rockbolts in which fatalities occurred, the process of the design of rockbolted support and the systems and procedures that had been put in place to control its use in the UK were further reviewed. The paper discusses the outcome of these reviews, and how the incident initiated a major new interest in strata control research in the UK against the background of the fragmentation of the ownership of the mines following the sale of the former British Coal assets at the end of 1994, together with the proposed introduction of new strata control legislation in 1996.

Jan 1, 1996

By E Selvapandian, R Barr

Arrium (previously OneSteel) initiated a desktop study into the performance of its hematite ore beneficiation plant in early 2010. The beneficiation plant utilises jig concentrators and spirals to upgrade low-grade hematite recovered during mining at the Iron Duke (ID) mine site located 60 km south-west of Whyalla. The study, conducted in conjunction with Mineral Technologies, identified a number of opportunities for improvement, which were validated by a series of sampling campaigns and a pilot plant trial. One of the major recommendations was to upgrade the ultra-fines processing circuit from a single-stage spiral circuit to a three-stage circuit. The upgrade of the ultra-fines circuit was estimated to provide a significant increase in fines production and grade.In order to capitalise on the strong iron price at the time of the project, Arrium decided to utilise a fast-tracked approach to design, construct and commission the processing equipment required to achieve the improvements identified. This decision introduced the risk of missing critical steps in the project development process, which could have potentially resulted in major issues in latter stages of the project. In addition to the challenges introduced due to the expedited time line for project completion, this project presented unique challenges due to its brownfield nature. One such challenge faced was the integration of the new equipment and control system software.Furthermore, the importance of the ID ore beneficiation plant (OBP) contribution to the companyÆs export commitments meant the upgrade work had to occur while minimising disruption to normal operation. This decision presented a set of new challenges to an already complex project. One such challenge was the need to build and commission the new spiral circuit in isolation from the operating plant.The aim of this paper will be to highlight some of the challenges faced in a complex brownfield project such as the ID OBP upgrade and discuss how they were managed to enable the successful commissioning of the process in early 2012.CITATION:Selvapandian E and Barr, R, 2013. Managing challenges faced in the brownfield commissioning of an ultra-fine hematite processing circuit at ArriumÆs Iron Duke ore beneficiation plant, in Proceedings Iron Ore 2013 , pp 533-538 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Aug 12, 2013

By John Campbell, William Trahant

"Total Quality Management (TQM) is becoming a reality in the mining industry. Widely adopted in the manufacturing and services industries, TQM has become the operating style of choice in numerous mining companies across the Americas and Australia. Iron Ore Company of Canada, Inco, MSA, Graniterock, Magma Copper, and CRA's Hamersly Iron - all are pioneers of TQM. These companies and others are confronting the challenges of implementing TQM and are managing the changes required of their people and cultures. What these companies are doing, why they are doing it, and how they are successfully managing the changes are the subjects of this paper.Driving the need for change in these organizations are a host of issues, some of which all mining companies are facing. Requirements from customers for ISO 9000 certification is becoming one of the initial motivators for Total Quality Management. These standards, commonly used in manufacturing throughout the European Community (EC), emphasize quality in the processes that create outputs, instead of just the outputs themselves. Iron Ore Company of Canada, for instance, responding to the requirement of one of its customers, British Steel, has become one of the first mining companies to meet the quality standard. Suppliers who meet the standards are highly desirable to customers who are themselves operating under the ISO or their national quality guidelines."

Jan 1, 1995

Brunswick Mine, one of the largest underground zinc mines in the world, is scheduled to close in 2010 after almost half a century of production. All mines eventually close; some suddenly as a result of unsustainable economic or technical conditions and others, as in our case, as a result of the depletion of the orebody. When the mine is the most significant employer and an economic driver in the region, it is key that the closure is handled in a planned, communicated, well-executed fashion. The following paper documents strategies, plans and activities that are currently taking place in order to ensure a seamless closure that satisfies all stakeholders including employees, management, regulatory bodies and the public. It is an important deliverable for the company that the good will, credibility and reputation that has been built up over the years is sustained throughout the closure process and beyond. A life of mine labour agreement with the unionised workforce, staff retention and recruiting programs, regulatory closure plans, communications and transition adjustment activities will be discussed. The use of a stage-gate style project management tool analysing the risks and key deliverables will be highlighted. It is hoped that the concepts and approaches discussed here may be of value to other operations that will be faced with closure, and its inherent challenges, in the not too distant future.

Jan 1, 2006