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The Court rejected the suggestion that CRAE had actively misled DMR concerning the worth of its tenements. The Court agreed that CRAE remained silent about certain significant information concerning CRAE's own tenement area. It was a significant question as to what duties CRAE'was under, given that it was in joint venture with DMR in respect of one of the tenement areas. Did that joint venture create an obligation on CRAE to disclose everything it knew? The Court said no. The Court said that the fiduciary duties were defined by the terms of the farm-in agreement between DMR and CRAE. When the Court examined the disclosure obligations within the confines of the contract, it held that CRAE had not breached those terms.

Jan 1, 1990

By Bailey S, Avraamides J, Jayasekera S

The anodic dissolution of iron from three different Western Australian reduced ilmenites was investigated using the carbon paste electrode technique. A characteristic current-potential diagram, called a cyclic voltammogram (CV), was obtained for each of the reduced ilmenites. The shape of the CV measured for all three reduced ilmenites was strongly time dependent. The effect of electrolyte composition and temperature on the CV of one reduced ilmenite was also investigated. The results suggest that the initial surface of iron in reduced ilmenite is slow to dissolve and that chloride ions and higher temperatures accelerate the dissolution of this initial surface layer. However, after removal of this layer, the dissolution rate was essentially independent of the electrolyte composition and the temperature.

Jan 1, 1996

Geological modelling is a crucial preparatory stage to most facets of the mine planning of an orebody. The process of modelling involves skilled geological interpretation. Recent innovations in computer software and graphics hardware provide many tools which can be used to dramatically improve on manual methods of interpreting orebody data. Geological interpretation can be carried out quickly to produce accurate block models for many orebody attributes, such as grades, and these models can be easily updated locally as exploration and mine development data become available. The speed of the modelling process coupled with the mass storage capabilities of the computer now allows geologists to optimise the geological model or carry more than one model through to the mine planning phase.

Jan 1, 1987

There is growing acknowledgement that successful organisations, including mining companies, achieve their competitive advantage by better managing their employees, customers and other stakeholders. The fact that I have been asked to address this conference is perhaps evidence of the recognition of the importance of ensuring the improved management capabilities of the personnel within Australian mining companies. As many of you will be aware, prior to my appointment to the role of President of Minera Alumbrera Limited (MAA), the operator of the Bajo de la Alumbrera project, my career had been more generally focussed on industrial relations and human resources management. My appointment was met by surprise in some quarters, as it is unusual for a person without the technical background of a mining discipline to manage a world-class mining operation. However, it was recognised early in the life of the Alumbrera project that the operation did not lack technical expertise or a committed workforce; rather what was required was innovative management of the project and its operational resources, particularly given that we were operating with totally ægreenÆ workforce in a country without a large-scale mining culture. It is my experience that a particular shortcoming of mining companies is that they have tended to ægrowÆ managers based on their technical expertise rather than people management skills. Historically, many companies have assumed, or at least hoped, that their better technical people would develop the requisite skills to take on the challenges of management. Such philosophy has not always met with success. Whilst the topic for my presentation was originally published as People in the Mining Industry, within the context of the overall theme for this plenary session, People: Education for the Future, it is a subject with an extraordinary breadth of possibilities for discussion. Therefore, I have chosen to redefine my presentation to People Management Issues in Offshore Mining Projects,an issue which I consider to be an important area within the overall topic and one which has particular currency given the increased tendency by Australian miners towards offshore exploration. It is also relevant from the perspective of continued rationalisation of our industry, the recognition that there will be more large-scale, global corporate mining entities and that significantly more mining professionals will become æcitizens of the worldÆ. We therefore need to prepare our future leaders for these challenges. The topic also allows me to highlight the importance of an holistic management approach as the establishment of a new project in a foreign environment puts into stark relief the need for the application of the full range of competencies, rather than the narrow ætechnicalÆ approach to doing business. I hasten to add, however, that the mining industry is not alone in this regard and I was interested to read an article in the Weekend Australian of 22/23 January 2000, which reported on the first key speech of former Westpac CEO, Bob Joss, as Dean of the Stanford University Graduate School of Business. He said: à We know that when our students go out into the world, if they have to struggle, it will not be because theyÆre not smart enough, or they donÆt have enough good ideas. It will be because they struggle over managing themselves and their relationships to other people. The article then went on to say that Bob Joss foreshadowed an initiative to build alliances between the Business School and other Humanities departments within Stanford University to draw on their learning. Other business schools have also recognised this need, albeit somewhat late in the day, as have the most enlightened of modern corporations; in summary, successful businesses have recognised that in an age where competitive advantage through, for example, technological breakthroughs is very short-lived, it is the quality of management that will provide the leading edge. By using the Alumbrera project as a case study, I will identify certain of the challenges with which companies and individuals may be confronted in the establishment of a greenfields project outside Australia. However, many of the issues raised will have direct application in the context of the development of an Australian operation. My objective is to provide an indication of areas which should be considered at the formative stages of a projectÆs development, with particular focus on the issues of people management. I would expect that such a study would be of benefit to companies, education institutions and individuals in preparing themselves for similar experiences.

Jan 1, 2000

Where tunnel rounds are based on the burn cut, faster advance could often be achieved by increasing blasthole diameter from (the conventional)

Jan 1, 1981

A Study on Process Mineralogy and Mineral Processing of Complex Carbon-Bearing Cu-Pb-Co-Ni Multi-Metal Sulfide Ore by Bulk Flotation

Sep 13, 2010

Thank you and good morning. I am delighted to be here and to see so many of my colleagues and competitors. The general topic of this week's conference - World's Best Practice in Mining and Processing - suggests a focus on mining and processing. I am somewhat of a `jack of all trades and a master of none'. But I'm not even a jack when it comes to mining and processing technology and practices, and so I will leave those topics to speakers better 'qualified than I. Instead, what I would like to do is give you my thoughts on the best management practices of mining. You see, the times are changing for the mining business. There is great uncertainty in our industry. Anyone who received their education in an English-speaking school probably remembers the famous poem `Invictus' by William Ernest Henley. The two most famous lines from that poem are, if you remember, `I am the master of my fate; I am the captain of my soul'. The fact of the matter is that the metals industry, including the copper industry, is not the master of its fate. To a great extent we're at the mercy of forces over which we have little control, such as the world economy or political situations in individual countries. The copper industry is like a surfer at Manly - we can't influence where the wave is going; all we can do is stay in front of the curl and on our board. Historically, discovering, developing and processing ore reserves were the primary facets of our capital intensive business. To stay competitive today, we must invest equally in intellectual capital - our employees - in order to succeed in the face of economic, regulatory and political challenges and global competition (Schonberger, 1986). Everyone seems to have a different theory about being competitive. A lot of people use sports analogies when talking about competition. Others, like American businessman and former US presidential wanna-be Ross Perot, take a more interesting approach. In Mr Perot's hypothetical corporation, competition is a lot like having a snake in a factory. If someone sees a snake, the first thing they do is create a committee on snakes. Then, the committee on snakes meets and discusses the problem for a couple of years. The most likely course of action is nothing. Everyone figures that the snake hasn't bitten anyone yet, so they just let him crawl around the factory floor. Perhaps a vice president of serpentine affairs is appointed to continue watching the snake - making sure it doesn't grow. Ross Perot sees it a little differently. In his corporate world, business needs to build an environment where the first guy who sees the snake kills it. Of course in our industry, we better make sure the snake isn't on an Endangered Species List before we go after it! I am not going to talk about competition and competitive forces in terms of sports or snakes, but I would like to share some thoughts with you about how the mining industry can better utilise competitive thinking to get ahead and stay there. You may be wondering how an executive from a 160-year-old company could know much about competitive spirit, but the founding ancestors of Phelps Dodge were wizards at identifying

Jan 1, 1995

Exploration for uranium in Australia has so far discovered reserves equal to 17.5% of the Western World's. The Australian uranium industry, when fully developed, will be one of the largest producers and possibly the largest exporter in the world. The world's nuclear industry is young, rapidly developing in size and technology and is subject to more social, political and regulatory controls than any other industry. This paper considers the probable development of Australia's uranium industry against a background of normal commercial parameters together with other factors which are peculiar to the nuclear industry. As the theme of this conference is "Australia's role in the World Mineral Indus- try" this paper concentrates on the commercial and practical aspects associated with the development of Australia's uranium resources in a world context.

Jan 1, 1979

By S Kodate, Ö Aydan, Y Suda, J Tomiyama

Fracture zones are commonly found in the Earth’s crust. These zones may cause very severe engineering problems. Therefore, the formation and the assessment of the mechanical characteristics of these zones is of great concern for rock engineers. A new double shearing jig was used to study the formation of shear zones in rock under static and impact loading conditions using the device developed by the authors. A series of experiments were undertaken to investigate formation on the formation and characteristics of fracture zones in laboratory. Although actual fracture zones are more complicated, various tests give some insight view of the formation of fracture zones as well as some information on their mechanical behaviour under both dynamic conditions and static conditions. The authors report the outcomes of these experiments and discuss their implications in practice.

Nov 29, 2022

By A C. Robertson

Over the past decade there has been continual change in the way that mines have been managed and the component roles of those people who make up the total mine management system. Major issues have included the change in the business structure of mining companies, the change in on-site infrastructure, increased personal liability of managers for the safety and health of employees and increasing social and environmental pressures on managers and their staff. This paper looks at the changing roles of two of the many groups of professionals associated with the mining industry - the equipment supplier and the mining consultant. The profiles of the ACME Group Pty Ltd, suppliers of ventilation equipment and ancillary canvas and plastic products to the mining and construction industry, and Tennent, Isokangas Pty Ltd, Consulting Mining Engineers, are presented.

Jan 1, 1998

I am honoured to be given the opportunity to share with you my thoughts on what will be the essential characteristics of æThe Mining Company for the 21st CenturyÆ. For me the 21st century is all about globalisation and the challenges and the opportunities that globalisation presents for the mining industry. To play on the global stage the successful mining companies must develop profiles that are global in: their operations diversity, their partnership relationships diversity, their customer relationships diversity, their workforce diversity, and their shareholder diversity. In my view æbigÆ will count in the 21st century, but big overlaid with quality: quality assets, quality people, quality partners, quality customer relationships, and quality image and reputation. Last year, Rio TintoÆs Leon Davis said when he addressed the Minerals Council of AustraliaÆs annual conference that Australian resource companies that wish to become global operators must develop an unequivocal international identity that will make that company a known and trusted quality wherever it seeks to do business. He went on to say that structuring and operating a business in a way that consistently manifests the qualities that inspire respect and evoke confidence is vital. I absolutely concur with what Leon said. Unfortunately, the fact is that, as we stand at the beginning of the 21st century, our industry and many of our companies are no better accepted by the world community than was the case five, ten, 15 or even 20 years ago. In fact, in some cases, the warmth of the acceptance may have subsided. To some extent the demonstrations that we saw recently in Seattle and Davos reflect a growing distrust, disquiet and cynicism in our communities. Here, however, I see an opportunity. While on the one hand the mood of disquiet presents many challenges, it also provides those of us who are willing to get out on the front foot in addressing the issues, and engaging in the dialogue, with a very significant opportunity to create a major competitive advantage. It provides the opportunity to earn respect and the opportunity to develop a reputation as a company that is sought as a joint venture partner and a company that is welcomed by governments and communities. Importantly, also, people will seek employment with such a company and will invest in such a company. The challenge is to change the way we behave and the way we are perceived by all the key stakeholders. Many of our industryÆs traditional skills are now commodities à many can be à and are out-sourced. The new critical skill for the 21st century à the real competitive advantage à will come from creating a real and genuine understanding of our role and what we stand for. Everything we do should demonstrate not only sound business principles, but also an understanding of the political, social, cultural and environmental impacts of our activities - at an international and a local level. This concept isnÆt new - but for large companies such as BHP, where we operate in more than 20 countries with diverse cultures, languages and religions - it requires enormous energy and dedication. It is complex. It is difficult. But I believe it is absolutely fundamental to our future.

Jan 1, 2000

By Y Peng, D Liu, S Vink, B Wang

There have been strong industrial observations that clay minerals have a deleterious effect on mineral flotation grade and recovery. However, rigorous explanation on the role of clay minerals in flotation and effective ways to reduce their negative effects are not available. In this study, the flotation behaviour of low quality and high quality coal samples were examined at the Xstrata Oaky Creek Coal plant, and laboratory in fresh and recycled water with high ionic strength. Anionic and non-ionic dispersants including lignosulfonates and triblock copolymers were also tested with an objective of improving coal flotation in recycled water. It was found that overly stable froth was produced in the flotation of both low quality and high quality coal samples in saline water. Speciation modelling indicated precipitation of hydrophilic components which may adversely affect the flotation. Despite the overly stable froth, saline water produced much higher combustible recovery than fresh water without significantly losing the product quality. Lignosulfonate dispersants displayed a potential to improve the flotation in fresh water, but not in saline water. Significant flotation improvement was achieved with the triblock copolymer examined in both fresh and saline water.CITATION:Liu, D, Wang, B, Peng, Y and Vink, S, 2012. Determining the effect of clay minerals on coal flotation using saline water, in Proceedings 11th AusIMM Mill OperatorsÆ Conference, pp 151-158 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Oct 29, 2012

By S Nowosad, O Langefeld

The mining industry has undergone a profound and transformative shift in recent years, driven by the rapid advancement of emerging technologies such as automation, digitalisation, and electrification. These technological innovations have not only revolutionised operational efficiency and productivity but have also introduced an imperative need for new and innovative approaches to conducting mining activities. Specifically, the mines of the future face a new series of complex challenges when planning and developing greenfield or brownfield mining projects in the 21st century. These challenges include greater operational depths, higher seismicity levels, higher rock temperatures, increased environmental constraints and sustainability requirements, a higher degree of interoperability, lack of skilled workforce, and the need for sustainable and eco-friendly mining practices. Consequently, there is an essential need to formulate novel strategies and robust planning methodologies that re-evaluate how mines are planned, executed, and managed, from the early exploration stages to the post-mining era and the consequent uses of mine sites. This research focuses on identifying the factors influencing the implementation of modern technologies, such as autonomous machinery in mining operations, and their impact on mining method selection and longterm mine planning. The findings underscore a crucial need for a paradigm shift in how mines are planned and developed, going beyond mining method selection, which primarily focuses on geological and economic factors, and must evolve to incorporate the multifaceted implications of modern mining operations.

Sep 1, 2024

By A G. Dempster, B McKeown, S Saydam, J Coulton

The mining industry has undergone a profound and transformative shift in recent years, driven by the rapid advancement of emerging technologies such as automation, digitalisation, and electrification. These technological innovations have not only revolutionised operational efficiency and productivity but have also introduced an imperative need for new and innovative approaches to conducting mining activities. Specifically, the mines of the future face a new series of complex challenges when planning and developing greenfield or brownfield mining projects in the 21st century. These challenges include greater operational depths, higher seismicity levels, higher rock temperatures, increased environmental constraints and sustainability requirements, a higher degree of interoperability, lack of skilled workforce, and the need for sustainable and eco-friendly mining practices. Consequently, there is an essential need to formulate novel strategies and robust planning methodologies that re-evaluate how mines are planned, executed, and managed, from the early exploration stages to the post-mining era and the consequent uses of mine sites. This research focuses on identifying the factors influencing the implementation of modern technologies, such as autonomous machinery in mining operations, and their impact on mining method selection and longterm mine planning. The findings underscore a crucial need for a paradigm shift in how mines are planned and developed, going beyond mining method selection, which primarily focuses on geological and economic factors, and must evolve to incorporate the multifaceted implications of modern mining operations.

Sep 1, 2024

The Henty Gold Mine is a good example of a situation where conditional simulation and optimisation techniques may have useful impact on modelling of mineralisation distribution and ore definition. Much of the gold mineralisation at Henty is concentrated within an alteration zone which is both physically discontinuous and forms only a small fraction of the overall mineralised volume. The alteration units are mappable from diamond drill core and underground workings. Conditional simulation and optimisation techniques for ore definition have found considerable success in the open pit gold mining environment. For many reasons including computational efficiency, lack of consistent geological information, and lack of familiarity with ideas and methods among mine geologists, implementations of these methods in open pit mining have been comparatively simplistic. Modelling is commonly reduced to treating the sample data as a single geologic population. This paper discusses the application of the MP method (a particular implementation of conditional simulation and optimisation) to modelling the distribution of potential ore blocks in the Henty gold mineralisation. The approach allows the mine geologist to model both the spatial geometry of the alteration types and the gold grades associated with each alteration type in a single process. Options allow the geologist to include or exclude underground geological mapping and face sampling depending mainly on the abundance of drill hole sampling and the quality of the face sampling. An optimisation algorithm based on maximisation of profit from mining is used to assist in ore definition.

Jan 1, 2000

By E Y. Baafi

Artisanal and small-scale gold mining (ASSM) offers lucrative employment opportunities to the locals of most developing countries. The major drawback of ASSM is its adverse impacts on the environment resulting from improper mining and processing techniques. Papua New Guinea (PNG) has very active ASSM activities. The artisanal and small-scale gold mining in PNG provide employment at local and national levels and the sector is an important source for inflow of foreign exchange into rural communities. However, small-scale mining activities are associated with sensitive health and environmental issues. The process of recovering gold by retorting and heating the amalgam over an open fire is a dangerous health practice. This paper discusses artisanal and small-scale gold mining operations in PNG and their impacts on the local environment.

Jan 1, 2008

By H Austrheim, A K. Engvik, A Putnis

How aqueous fluids move through rocks and minerals is a question of possible pathways and mechanisms. Existing pathways such as fractures and grain or mineral boundaries provide obvious channels for fluid movement. We show how minerals reactive in the presence of an interfacial fluid can be replaced by new product phases through a process of interface-coupled dissolution-reprecipitation. A resulting porosity in the new phase provides a new pathway for fluid movement and therefore mass transport through the mineral, which progressively reacts at a moving interface. Eventually fluids of new and changing composition can pass through originally solid minerals and move on further, taking remobilised elements with them, to be reprecipitated whenever the chemical and/or physical conditions allow. One such example is albitisation of rocks associated with mineralisation.

Jan 1, 2008

Unprecedented political, economic, and social change throughout the world will have an increasingly profound effect on the dynamics of the world's mining industry. Analysis of the early financial trends in this development (statistics on exploration expenditure, and investment flows) gives some insight into the magnitude of structural change and its implications for established mining economics and companies.Increasing confidence in the stability of many third world and developing countries is attracting exploration and investment capital that had previously been largely directed to established mining economies in North America, Australia, Europe and Southern Africa. Some of the projects requiring capital and technology in the CIS, Africa and Latin America are technically very attractive. The end of the 'cold war' and the influence of the IMF is gradually changing their risk profile for mining investment.

Jan 1, 1993

By K E. Barns, P J. Sharman, S A. Thomas and

This paper presents the development of a regrind facility design at BHP BillitonÆs Leinster Nickel Operations (LNO) in Western Australia. The recovery opportunity was identified from an analysis of plant operating data together with scanning electron microscope (SEM) measurements on relevant tailings streams from LNO. A laboratory procedure was developed to determine the potential recovery improvement of installing a regrind facility at LNO. The last step in formulating the process flow sheet and defining the process design criteria was to construct and operate a pilot plant, which incorporated four banks of flotation cells and an Xstrata M20 Isa Mill. Pilot plant on/off trials were used to define the expected metallurgical benefit. A prefeasibility engineering design and cost estimate was completed. Following a successful internal business evaluation, a feasibility study is currently underway.

Jan 1, 2007

To secure a sustainable competitive advantage some smelters may need strategies based on flexibility in feed and product ranges depending on immediate future projections of profitability. This paper explores the technical requirements for strategic diversity in smelting, leaving procurement, marketing and contractual considerations aside. The days when a smelting operation is tied specifically to say only processing zinc concentrates are perhaps drawing to a close. While internationally traded mineral concentrates are available, attractive business opportunities must exist for fully diversified custom smelters. Certain new and emerging technologies have inherent characteristics that are evaluated in this context. The paper identifies the basic building blocks that will permit such a scenario and assesses the technical feasibility. The ability to respond flexibly to environmental pressures is highlighted as being of paramount importance.

Jan 1, 1996