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Exploration and mining title administration in the Northern Territory has changed dramatically over the last 20 years. These changes have occurred due to legislative amendments, technological developments, and the changing face of the mining industry. The first legislation to control mining in the Northern Territory was the Northern Territory Gold Mining Act (1873) of South Australia. In 1911, control of the Northern Territory was passed from South Australia to the Commonwealth. As a result of the mining boom which followed the discovery of gold in Tennant Creek in 1932, the Commonwealth passed the Mining Ordinance of 1939. This legislation was amended 39 times and stayed in force until July 1982, when the self-governing Northern Territory passed the Mining Act 1980. This Act is still in force and is continuously under review. The first computerised mining titles system, REGIS, was created in 1984/85 and was, to all intents and purposes, just a computerised index. Various modifications ensued, and in 1989 the Titles Database was unveiled. The database has developed to be one of the most sophisticated yet user-friendly mining titles databases in Australia. In excess of 50 companies have access to the database from their own offices. Work continues on its development and fine-tuning. The paper outlines the development of the database since inception.

Jan 1, 1994

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

Jan 1, 2004

By P Hanna

In an effort to improve returns to shareholders, the Australian Mining Industry has consolidated considerably over the past decade or so. Technical services at mines have been re-structured, whilst those at corporate offices have been all but eliminated. A recent study of the role of the geologist in BM Alliance Coal Operations Pty Ltd (BMA), showed the adverse impact on the companyÆs performance due to a lack of geologists. With an education campaign, to demonstrate the contribution of geologists to the æbottom lineÆ and in increasing the options available to the company, the value of the geology role became better understood. The implications of the loss of invaluable corporate knowledge, when long serving geologists left the company, also became clear. Steps have since been taken to increase the numbers of company geologists, particularly on mine sites. In common with other sectors of the mining industry, the Australian coal industry is experiencing a critical shortage of experienced coal geologists, as companies have found in recent recruitment efforts. This is further evidence that the recommendations from the recent study by World Competitive Practices, commissioned by The Australasian Institute of Mining and Metallurgy, æRising to the ChallengeÆ have not been adopted. People, and the mineral resource base, are the assets from which mining companies gain a sustainable competitive advantage. Geologists, as the nexus between the resource base and people, are in a unique position to enhance the profitability of their companies. To maximise their contribution to the industry, and ensure that they receive due recognition, geologists must adopt a more commercial approach in their work and take a front foot stance in promoting their value to management. Geology is a core competency for all mining companies. The tendency for companies to outsource this function, to the detriment of the company geologist role, is not sustainable in the longer term. TodayÆs geologists need to work closely with management, technical and human resource professionals, universities and schools to ensure their significant value is well understood, and that the industry can attract, train and retain new recruits through the implementation of graduate programs and company career paths.

Jan 1, 2003

By Miller D. R

The mineral exploration and extraction industries have gained major cost and efficiency benefits from the use of computers. However these industries are now at a cross-roads with two seemingly disparate developments - that of an increasing number of complex geoscience databases and, at the same time, the merging of all known data for the particular regions at minimal cost. These two developments can be managed by the development and of an industry accepted geoscience data model and dictionary. This will provide a common basis of understanding for geoscience data through a common language and a common structure for geoscience information. Integration of specialist systems and databases can then proceed efficiently. The development of a data model is going ahead with consensus from the mining industry. This is a joint government and industry funded project and managed through the Australian Mineral Industries Research Association, AMIRA. AMIRA is a well known research broker to the Australian mining industry obtaining sponsorship for projects both from private and government groups. The AMIRA project, P431, called the Geoscience Data Model, is to be the Australian standard data model for geoscience disciplines. The requirement for a standard geoscience data model has been recognised in Australia for some time. In October 1991, the Australian Government Geoscience Database Policy Advisory Committee (GGDPAC) established a Geoscience Data Standards Working Group which drafted a comprehensive list of data categories of the geoscience area. An AMIRA project called AMDEX was established to develop a transfer standard for the mining industry data at about the same time as this committee was in operation. The first AMDEX sponsors meeting was held in May 1991. It was proposed to use the US Spatial Data Transfer Standard (SDTS) as the basis to transfer mining data in AMDEX. A limited data model of mining data to be transferred was developed for the AMDEX standard under SDTS. The Australian Geological Survey Organisation (AGSO) saw the need to extend this and develop a complete data model for the geosciences and proposed this as a new project to AMIRA. This was strongly supported by GGDPAC which lead to sponsorship of the project from most state geological surveys. The Geoscience Data Model can be broken down into separate data models for a number of geoscience themes and sponsorship obtained so far will enable models to be developed for a comprehensive set of themes selected by the project sponsors. Further sponsorship is required to enable a more complete coverage of the geoscience area to be developed. Sponsorship for the Geoscience Data Model has been strong from the geological surveys and there was some effort by GGDPAC to promote the project in these organisations. An Australian geoscience data model is of immediate use to the geological surveys in assisting the standardising of huge quantities of geoscience data held by government agencies and it is preferable that this be an Australia-wide standard.

Jan 1, 1995

The Australian Mineral Industry has to compete on world markets, so its mineral research has to be aware of overseas developments, it must be of world class, and it must utilise as many ideas as possible in order to solve those problems that uniquely affect Australian minerals processing. North American mineral and resource research may be taken as a guide to world government, industrial, contract, and entrepreneurial research trends and ideas. A number of interesting findings are noted that may guide Australian developments and strategies for the future, in minerals research and exploitation.

Jan 1, 1986

By McQuade C. V

Mining is an activity which has, in the past, been regarded as often leaving land in a condition unfit for further use. As the need for development that is both economic and ecologically sustainable has grown, so the issue of re-use of land after mining has become significant. During operation it is usual that mine environmental conditions which minimise unnecessary or avoidable environmental impact are agreed with the regulatory authorities . These conditions are usually set down in such a way that they can be interpreted reasonably well by both miners and regulators. However, the conditions to be met by a mining company before it can be absolved of responsibility of a site are often less clear. The close-out criteria by which the success of rehabilitation programs will be judged have received little attention in the past. These conditions are now growing in importance as the costs of rehabilitation of a mine site to an agreed post-mining land use assume greater significance in the economics of mining. This paper briefly describes the status of close-out criteria presently being applied across Australia. A comparison is made with similar guidelines from other countries.

Jan 1, 1994

By A Scrase, J Brereton

The Latrobe Valley is located approximately 150 kms east of Melbourne. Within a very small area there are 3 large brown coalmines and associated power stations, 3 large towns, and numerous smaller towns in the vicinity. The mines have been generating power for Melbourne and surrounds for the last 100 years, with two of the mines being owned and operated by the Victorian Government (State Electricity Commission of Victoria) prior to privatisation in the 1990s. All three mines were privatised with the expectation that the mine voids would be filled with water to become pit lakes, as the final landform/rehabilitation solution (Hazelwood Mine Fire Inquiry, Teague and Catford, 2016). It could be argued that until relatively recently, this was largely expected, by government and industry, to be the rehabilitation solution for managing the two key risks associated with the sites:  The geotechnical stability of the mine pits.  The prevention of fire – through covering coal batters with water. Transitioning away from mining economies requires collaborative, regional, innovative thinking with a multitude of stakeholders, from a wide range of government departments, industry, First Nations people and broader community. Closure planning and rehabilitation activities require a range of skills and experience, such as, closure planning, various scientific and engineering disciplines (pit water quality modelling, geochemical modelling, cover design, landform design, contaminated site etc), civil engineering, demolition etc. Some of these skills are similar, such as financial modelling, stakeholder engagement, contract and project management. But the majority are different to those required during the operational phase of a mine. These closure skills can also be lacking within government, with Departments more familiar with monitoring and compliance activities associated with operational facilities. Some key aspects that appear to be critical to planned successful closure are:  Collaborative regional and localised planning, with industry, government, community, First Nations and other industry, business leaders and entrepreneurs all involved in providing a smooth transition away from mining.  Well-defined and known regulatory pathways to achieve mine licence relinquishment assists in encouraging investment.  Appropriately skilled and experienced government and industry personnel.  Mining companies, who are committed to closure planning and provisioning from the earliest point in project planning.  Mine employees who are appropriately skilled and experienced in mine closure planning and implementation with access to all the relevant technical expertise required for the project. Areas like the Ruhr Valley in Germany provide good some examples of smooth processes that facilitate mine economies transition into new economies (World Resources Institute (WRI), 2021).

Aug 2, 2023

The purpose of this paper is to present a detailed account of the development of the Blasthole Diamond Drilling method of stoping now used at the property of Big Bell Mines Limited, in Western Australia.The ore body is one of the large low grade gold deposits of this State, being a continuous lens 1,850 ft. long and ranging in width from 15 ft. at the ends to 120 ft. at the widest part, the average width being 59 ft. It was first worked in 1913 by a local syndicate, and up to 1924, when operations ceased, 64,448 tons of 3.4 dwt. ore were mined from a shallow open cut. Between 1928 and 1932, 15 deep diamond drill holes were put down to test the ore body at vertical depths ranging from 100 to 700 ft. On the information gained from these drill holes, Premier Gold Mining Co. Ltd. began underground explQration. A level was driven at a depth of 253 ft. and crosscuts put out to the full width of the, orebody at intervals of 100 ft. along the strike, all ore broken being put through a sampling plant. On completion of this sampling,' Big Bell Mines Limited was formed as the operating company, and a plant with a capacity of 1,000 long tons per day was erected and mining and milling operations were commenced in 1937. Ore was first mined from glory hole stopes, 65 ft. long, separated by 35 ft. pillars, by benching using conventional steel with changes up to 20 ft., all broken ore being hauled to the main shaft on the...

Jan 1, 1948

By Horiszt G

his report is going to point to that the effect of the mining dewatering on the area of Transdanubian Mountain Range has reached a phase when the cost of dewatering and providing damages can seriously jeopardize a profitable mining operation. Up to 60s the interest of mining had been dominant only, but since the begining of 80s the conceptions of industrial development and the value of enviroment protection have been changed. The natural karstwater balance of the TMR can be presented (Figure Land 2.) and the present situation of it points to that the descharge has exceeded the reacharge in 50 %. During the past 10 years the decreasing of the stored karstic water resourches was 1.1 km . The decreasing of the spring yields reached 80-82 % of the natural ones. (Figure 3-4.). Conservation of the present discharge may lead up to the totaly drain of the karstwater regime. A computer aid control system had been to develop by the bauxite mining and using of it the yield of dewatering decreased and a moderate rising of the water table has started since 1986. A recunstruction was made at the biggest thermal-medicinal lake its springs have had their source in 40 meter depth inside a spring cave at the bottom of the lake. Earlier the spring yield decreased due to the dewatering activity of mines. As a result of using of the CAC system and the providing works at the thermal sprino,the karstwater balance has got in the state of equilibrum, the first cost was decreased and spring yield was increased and the enviromental limits were adverted from the way of mining.

Jan 1, 1988

By Kasaneva S

The San Cristobal gold district is located 110 km east of the port of Antofagasta, Chile. It contains the San Cristobal gold mine, where Niugini Mining Ltd. commenced a heap leach operation, with initial reserves of 10.1 million tonnes grading 1.34 g/t An, in December, 1990. The San Cristobal district occurs within an upper Cretaceous-lower Tertiary magmatic arc. The main mineralisation occurs within a northwest trending subvertical zone, 1km long and 70-100 m wide, which contains rhyolite porphyry and minor breccia, and is locally termed the "subvolcanic complex". At the San Cristobal mine, most gold mineralisation occurs in subvertical quartz-pyrite veins which were emplaced in dilational sections of an imbricate fault system. The bulk gold resource comprises four ore shoots which formed where the vein system intersects the subvolcanic complex. Gold-bearing quartz-pyrite veins also occur at separate prospects, the Three Sisters and Sol prospects, west and south of the San Cristobal mine. Hydrothermal alteration consists of potassic and propylitic assemblages related to intrusion of the subvolcanic complex. This alteration is overprinted by a phyllic stage which is associated with the emplacement of the quartz-pyrite veins. The oxide zone is 180 m thick, and contains native gold, electrum, limonite, and manganocarbonates. The underlying hypogene zone contains pyrite with minor chalcopyrite, sphalerite, galena, covellite, bornite, chalcocite, and arsenopyrite. Fluid inclusion studies indicate that the deposit formed at approximately 270¦ C, and the mean salinity of the fluid was 4% NaCl equivalent. These observations enable the San Cristobal deposit to be classed as a porphyry-related, mesothermal quartz-vein system of the low sulphidation type.

Jan 1, 1995

The investigations of the Leningrad ruining lilstitute on this problem are carrying out in the following main directions: 1) The analysis and study of contaminants migration at particular sites of mining development; 2) The working out of theoretical and me- thodical basic principles of aquifers migration tests; 3) The work- ing out of methods of the forcasting of groundwater pollution pro- cesses; 4) The theoretical and uethodical substantiation of hydro- geological observations of groundwater pollution processes; 5) The wort ing out of the measures at the groundwater control and their rational use at the particular sites of mining development. The research that have been carried out by the present moment have covered the wide range of wining and geological conditions -- as from the point of view of specific genetic types of water-be- aring rocks (porous, fissured and fissured-porous), as well as from the point of view of pollution sources (surface waste water basins and underground basins of non-standard water) and the cha- racter of the latter's migration (tracers, physically neutral ef- fluents, heavy or light ones). The combination of specialized mi- gration tests and observations carryed out at uoayi, sites, as well as the following ar~,alysis o:i the data of field study allowed to get useful theoretical, methodical and practical results on the all directions above mentioned, ns the summing up of these results the author proposed the concept of controlled ground :ester polluti on. This conception is based on three whales" - groundwater self- purification, engineering prevention measures and ground-water monitoring correlated with each other by succes i.vely refined (ac- cording to the observation data) hydrogeologicZl forecasts.

Jan 1, 1988

Those involved in managing risk today are asking various questions: why is it so frustrating to discuss æriskÆ with communities? why do consultative processes around æriskÆ get more and more complex? where is all this going to end? These questions will be addressed by examining how our understanding of risk has changed from one based on biophysical hazard to a broader view that includes social and cultural factors. There is evidence to suggest that we are living in a ærisk societyÆ, where the goal of æsafetyÆ has replaced that of equality in a class based society. The global mining industry operates within this complex and politicised environment. The very meaning of ædevelopmentÆ has broadened from the narrow economic vision to include the social and environmental factors which make up æSustainable DevelopmentÆ. Corporate accountability now extends beyond traditional shareholders to wide groups of stakeholders. The mining industry is developing responses which look beyond traditional technocratic methods. At the industry level these responses have included the recent Mining Minerals and Sustainable Development global and regional reports It has proven challenging and difficult to operationalise these new understandings at the company level and it is time to look at the bigger picture.

Jan 1, 2003

By Carter D

The Chairman of this afternoon's session is Dick Carter. This afternoon is the culmination of this conference. We've looked in the first session at regulation; in the second session at valuation techniques and this session we look at valuation in practice. Dick's involvement in the mineral industry has been wide ranging and distinguished. Dick has worked with BHP since 1960, when he joined BHP Steel as a commercial trainee. Dick holds a B.Comm. from the Newcastle University College of the University of New South Wales and was educated at the Australian Administrative Staff College and Harvard Business School Advanced Management Programme. During the past decade, he has headed the minerals group's Aluminium Divison, Resource Planning and Development, Non-Ferrous Metals and Business Development Organisations. Dick currently serves as Executive Director of BHP Gold Mines Limited and Managing Director of Ok Tedi Mining Limited. His experience covers Australian Manganese Company, Mineral Deposits Limited, Northern Rivers Rutile, Tasmanian Electrometallurgical Company Limited, Mount Newman Joint Venture, Worsley Aluminium and Carnilya Hill Joint Venture Operating Committee. His industry associations include the Executive Board of the Gold Producers Association, the Federal Executive of the Australian Goldmining Industry Council as well as the World Gold Council. Ladies and gentlemen, Dick Carter.

Jan 1, 1989

A process was developed based on the thermal hydrolysis and precipitation of iron from solutions resulting from the leaching of zinc plant residue. A study was made of the hydrolysis of iron, at temperatures in the range 140-220°C, in both pure solutions of ferrie sulphate and in leach solutions derived from plant spent electrolyte.At 200°C hydrolysis of pure ferric sulphate solutions results in the precipitation of ferric oxide, Fe2O3, at low acid. concentrations, and a basic salt, Fe2O3.2S03.H20, at hIgher acid concentrations. At 180°C ferric oxide is precipitated at low acid concentrations, but at higher acidities. carphosiderite, 3Fe203.4SO.3.9H20, is the stable phase. Frequently a mIxture of ferric oxide and carphosldente IS produced at 180°C, the ratio of phases being dependent on the non-equilibrium experimental conditions.With solutions derived from plant spent electrolyte hydrolysIS at elevated temperatures results in the precipitation of jarosite compounds of the type NaFe3(S04)2(OH)6 The precipitation of natrojarosite jarosite, and ammonio-jarosite was studied in detail. Temperature, free acidity, and the concentration of sodium potassium, and ammonium ions are critical factors which affect the extent of precipitation.A process based on ammonio-jarosite precipitation was tested in a pilot plant.An alternative method of iron removal based on the addition of zinc oxide calcine, to neutralize excess acidity, and the precipitation of ferric oxide was also tested in the pilot plant. Both processes appear economically favourable...

Jan 1, 1967

The appraisal of mineral reserves by a lender is carried out at the initial stages in developing a loan for a mine. The depth of investigations is influenced by the competence of the explorer, the type of commodity and knowledge of the geological environment. The lender looks for a reserve life which exceeds the term of the loan plus contingencies for events such as cost over-runs, adverse markets and production difficulties. The physical features of importance are discussed. Factors with direct financial implications are considered for their incorp- oration in sensitivity analyses to allow risk appraisal. When satisfied, the lender can then proceed to review cash flow forecasts, the basic strength of the project, then determine with the borrower the components and alternat- ives of a loan package.

Jan 1, 1979

By G R Ryan

Dissatisfied with conventional wet processing methods for alluvial deposits, Resource Trend Pty Ltd of Cairns set out to develop a better process. After comprehensive investigation of existing dry techniques the principals have now developed a rotary dry concentrator that can handle the fine-grained fraction of alluvial deposits as well as the coarse. Four of these units have been mounted on an integrated towable treatment plant which has been in successful commercial operation for four years in northern Queensland. A second plant is now under construction for use in the United States. Grades of less than 0.2 g/lcm have been profitably mined at throughputs of about 80 cubic metres per hour and 85 per cent availability. The operation runs round the clock with an establishment of four. Major benefits, apart from lower capital and operating costs, are environmental. Ore is picked up, treated, and replaced in its original mixed condition within 25 m of its initial location. Rehabilitation is completed almost immediately behind the plant as it advances, leaving no slimes dams, coarse stockpiles, or haul roads. In 1993 the company won a Premier's Award for Environmental Excellence in the Queensland Mining Industry. The principal disadvantage is moisture, and the company is now actively seeking deposits in the deserts of the world. In Queensland mining is normally possible only for six months of the year.

Jan 1, 1994

Perseverance Mine is a part of Leinster Nickel Operation (LNO), a fully owned division of Western Mining Corporation (WMC). The town of Leinster is located 370 kilometres north west of Kalgoorlie. LNO operates an underground gold mine and mill at Agnew, 30 kilometres west of the town in addition to two nickel mines and a mill 15 kilometres east of Leinster. Both the Perseverance and Rocky's Reward nickel orebodies are mined by open pit and underground methods.The Perseverance orebody was discovered in the early-1970s. Decline development commenced in 1977 and the first ore was milled in 1978. The shaft sink started in 1979. The shaft was comissioned in 1983, four years after sinking commenced. The mine was placed on care and maintenance in 1986 and purchased in January 1989 by WMC.

Jan 1, 1992

By J Player

Big Bell Mine started experiencing relatively large mining related seismic events, and accompanying rockbursts, from February 1999. Twelve rockbursts damaged access development from February 1999 to June 2000, with severe damage extending for up to 100 m along footwall drives. Five seismic events associated with the rockbursts were recorded by the AGSO, measuring 1.9, 2.2, 1.7, 2.4 and 2.2 on the Richter scale. These events affected 485 and 460 footwall drives in August and November 1999 and 535 footwall drive in June 2000 (drive level nomenclature is equivalent to the depth below surface and RL). After the third event (July 1999) it was apparent that the seismicity was not a once-off phenomenon. This (sudden) onset of seismicity required management to implement a series of precautionary measures:to ensure the safety of the workforce, to maintain continuity of production, and to reduce rockburst damage rehabilitation. The measures included extended re-entry periods and exclusion zones in high-risk areas, improved rockburst resistant support systems in areas prone to damaging seismic activity and improved support systems in areas prone to shakedown damage. A full-scale minewide ISS seismic system was ordered in October 1999 and commissioned in February 2000. A portable eight-channel CSIR-Miningtek system was installed at short notice as an interim measure in August 1999. This CSIR system covered the northern producing stopes, where the majority of the rockbursts had occurred. The objective of the seismic monitoring was to monitor relative activity and to determine trends with regards to time and location. MAP3D numerical modelling was used to investigate the relationship between seismicity and various combinations of stress components to assess the relative seismic risk in both current and proposed working areas. This information is used to determine where and at what stage in the mining cycle the rockburst resistant support is required. Analysis of the seismicity has determined two distinct modes of seismicity û small-scale localised, high frequency events in high stress areas and larger events related to shear along previously intact foliation surfaces. This paper includes a summary of the seismic history, seismic data analysis, support system design, mine design adjustments and management action to minimise the effects of seismic activity at Big Bell Mine.

Jan 1, 2000

Before I begin this paper, I thought that it would be important to start with a brief background on myself. This will give some insight into where I am coming from with some of the ideas presented in the body of the paper. I studied mining engineering at the University of New South Wales, graduating with Honours in 1999. When I finished university I was offered a job with PricewaterhouseCoopers in Sydney, working in the Energy and Mining Group of the Audit practice; which I accepted. I have been working at PricewaterhouseCoopers now since January 1999, completing an accounting conversion course at the University of Technology Sydney along the way. I am currently beginning my Professional Year for Chartered Accountant qualification. During my later years at university, continuing on through the start of my working career, I have been involved with the Sydney Branch of The AusIMM; firstly, as a student representative and, now, as the Young Professional Representative. Therefore, you can probably see that I will have very different young professional experiences than some of my peers who have been working on mining sites. The purpose of this paper is to examine the challenges that face graduates who are entering the industry and what solutions are used to ensure that this entrance is as smooth as possible. A challenge has then been made to the industry and The Institute in the form of further observations on ways that this entrance may be improved and the development of graduates to be more effective. In preparing this paper I have discussed various graduate experiences with some of my colleagues in order to see what some of the challenges they, themselves, face now and, also, going forward. I also discussed with them what they see as solutions to these challenges, drawing on some of my own experiences in a different company environment.

Jan 1, 2000

Mines in the future deliver a paradigm shift in the way mining, material handling and processing are performed, unlocking significant value through production efficiency, flexibility and lower costs and enabling substantial safety and environmental benefits (V Schweikart). Mines in the future are highly productive, with low production costs and are significantly safer. They operate with a skeleton crew and use intelligent systems that fuse information from field instrumentation and other sources to generate the most efficient operating environment. Automated systems are seamlessly integrated across the mine and across the corporate enterprise. Geological models, long-term and short-term plans create optimised production schedules, suitably generated by the mine simulator. Production schedules are shared with the operations management system for deployment mainly by remotely operated and autonomous equipment. As the schedule is implemented, information is collected and shared with various plans, schedules, models and optimisation programs. This production environment is managed in real time from a æCentral Operations CentreÆ and it is visible across the business providing fast and accurate information about productivity, machine condition and environmental conditions. Central Operations Centres also house teams of subject matter experts that monitor and manage the mines and are able to communicate directly with the skeleton crew in the field. Constraints across the production line are displayed and managed appropriately from this location to maximise throughput. Maintenance is interactive and predictive. Reliability specialists in Central Operations Centres monitor the status of machinery and equipment and adjust maintenance plans and strategies to suit. Mining businesses rely heavily on knowledge workers û people with considerable knowledge and learning û and by manual workers. This new knowledge workforce is a team of associates rather than of bosses and subordinates. Field experts become leaders with tremendous autonomy regarding their work. The former line hierarchy becomes a support structure, intervening only in extreme emergencies; instead of giving orders, they are now removing barriers, expediting resources, conducting studies and acting as consultants.

Jan 1, 2009