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Australia's gold mining industry has seen a resurgence in the past seven years - a resurgence the likes of which has been seen in very few, if any of this nation's other mineral industries. Industry experts are predicting that Australia could become one of the world's largest gold producers as the future of the South African gold industry looks increasingly tenuous under the present political crisis in that country. Therefore, it is utterly ludicrous for the Federal Government to introduce a tax which will see the Australian gold industry "wither on the vine."The Queensland State Government is utterly opposed to a tax on gold. Anyone in their right mind, who has seen the statistics could only agree with our stance. In 1984/85, activity in the gold mining industry is estimated to have accounted for over $750 million in national income, over$1,200 million in national output, and tax revenue of at least $115 million as well as providing more than 16,000 jobs. Chartered accountants Coopers and Lybrand's survey on the gold industry last year showed an increase in exploration expenditure by gold producers and explorers by up to 36% in 1986 from 1985 levels. That level is expected to be maintained in real terms for most of the remainder of the decade under the present tax arrangements. This is in contrast with the mining sector as a whole, where a recent Australian Mining Industry Council survey forecasted a 14% FALL in production.

Jan 1, 1986

By L Mackinlay

The Apeketon Business Hub in Lihir, Papua New Guinea, emerged in 2019 through a partnership between Australian Business Volunteers (ABV) and Lihir Gold Limited (LGL), a subsidiary of Newmont Corporation. This development was driven by a shared vision for the Lihir gold mining operation to further enhance opportunities for the local community and strengthen the economy’s resilience post-mine. At its core, the business hub serves as the epicentre of ABV’s operations in the region. It includes a drop-in resource centre which provides the community with mentoring and consulting services, and access to a range of impactful workshops facilitated by ABV’s local staff and skilled volunteers. These workshops focus on local Lihirians but are open to the entire community, including Newmont employees. We design and continually refine Apeketon Business Hub support programs and offerings driven by community priorities, building trust through long-term relationships, and working side-by-side on real-time challenges. We offer three core programs to different levels of the community, from individuals and families to start-ups, large corporations, and landowner groups. There is significant demand for the support services provided by ABV, with over 350 Lihirians participating in our workshops over the 2023 calendar year. One of the hub’s core offerings is the Family Money Management Program, which addresses crucial challenges faced by Lihir households, particularly in terms of financial resilience. The program takes a comprehensive approach, assisting families in long-term planning and developing skills to effectively manage the income they derive from their employment with LGL and other enterprises. Significantly, the program also addresses financial stress, a factor often associated with domestic violence (Fox et al, 2002). By empowering women and promoting joint financial decision-making, the Family Money Management Program fosters a culture of savings and improved financial management, ultimately enhancing economic resilience within the community.

Sep 1, 2024

By P Cameron

The Julius Kruttschnitt Mineral Research Centre (JKMRC) has recently commercialised a variety of new products for the mining industry through its commercial division (JKTech). Although the products cover a wide variety of niche applications, a common thread runs through the Research, Development and Commercialisation (RD and C) process: they have emerged from industry sponsored projects. The development history of JigScan (a control system for the mineral-processing jig) is a good example of how this RD and C process works in practice. It involves building mutually beneficial partnerships between the JKMRC and the mining industry through several incremental projects with one or more industry sponsors. All research projects have objectives to demonstrate but these projects also feature a degree of product development to actively encourage and support the longer-term vision for the mature commercial technology. The process to develop JigScan as a commercial product worked because each incremental project recovered costs, provided an immediate benefit for the sponsor and contributed to the longer-term development objectives of the JKMRC. Integrating development with research need not greatly increase the cost of research objectives generally provides a more robust research outcome for the sponsor and greatly reduces the overall development risk. Successful projects often feature industry mentors actively participating in the RD and C process. Additional funding from government appears to be easier to obtain when such close partnerships with industry are apparent. Finally, the business structure of the JKMRC within the University of Queensland ensures that commercial outcomes, developed within the contractual arrangements of the underlying RD and C projects, are used to benefit and support further RD and C with the mining industry. This paper tells the story of the development and commercialisation of JigScan, and draws conclusions about this kind of RD and C model.

Jan 1, 2000

The æProfit Driver ModelÆ is a tool which builds costs from first principles and integrates revenue, costs and physical mining parameters and, hence, can quantify the impact and leverage on profit. In this paper an æexample mineÆ has been created to represent a typical Australian Open Cut Coal Mine. This has then been input into the Profit Driver Model to allow different variables to be tested. A series of variables were tested to determine which ones had the highest impact on profit and results are useful to management as a guide to the areas in which they can focus effort to achieve better profitability. Whilst the highest profit drivers are those external to the control of management and include selling price and exchange rate, the next most sensitive are those variables related to the geology of the mine and the mining method. These included coal quality, yield and strip ratio. Site management has some control of these. For example, the ability to vary the sequence of mining or improve the yield by a more efficient coal washing process. The efficiency of the workforce and management has similar impact to the mining variables. Finally, there are the supply variables, such as fuel, labour and explosives which are the least sensitive although, cumulatively, still significant. Each mine is different and the results of the example mine will not apply to all mines. However, the approach taken is universal and the tool illustrates a simple method to quantify the profit impact when changing variables. The benefit of the approach is the short time taken to get a set of results. This allows the more detailed and time consuming work to be more focused. The results illustrate that management has a significant influence on profitability.

Jan 1, 2000

Completion of a project requires two separate money-focused activities, namely economic evaluation of the cash flows underlying the project (before financing) and if the economics look promising, how it can be financed. Economic evaluation might be best led by a person with a technical-operating background, whereas financing might be best led by an accountant. Both should be presented in simple language with easy to understand models. Economic evaluation has a sad and bad history because it evolved from the fringes of accounting. Anyone can become a self-appointed practitioner. Some still take pride in mathematical complexity without realising that they distance themselves from the decision-makers and alienate other team members. Today there is no evaluation modelling consistency across the mining industry and this reflects poorly on our discipline. It is not tolerated amongst our peers in engineering and accounting. In 2009 æbest practiceÆ economic evaluation modelling is well defined. It is:easy to follow;tailored to its purpose;transparent;discipline, rigour and consistency;recording of all source data; and hencequick to audit. Mantra: If you cannot readily understand my model you do not have a problem, I do! The task of the economic model is to make the range of business cases underlying the decision easy to understand. Intellectual power is used to simplify the decision to its key issues and risks and to present the full range of possible business outcomes in readily understood terms. Project team members, management and the board must be able to make their decisions with æeyes wide openÆ. A steering committee should be established to develop a set of standards and practices that could be adopted for economic modelling within the industry. The industry needs to purge itself of the undisciplined economic evaluation modelling that now characterises the discipline.

Jan 1, 2009

The Malvern Hills coal project is now in an advanced stage of development with the stripping of overburden from above former underground workings in which a 3 m seam of subbituminous C coal with very low ash and sulphur was previously mined. The main seam dips at 45¦ to the south-east, along with other adjacent potentially recoverable thinner seams, and the strike extent of past coal mining in the Malvern Hills approaches 10 km with most extraction by underground methods. Overburden and interburden is predominantly weak mudstone, with only very minor sandstone, whilst a 1 - 2 m thick veneer of Last Glaciation loess covers the area. The coal product from the present mine site will supply the local industrial market, with production planned to peak at about 20 000 tpa. Settling pond design has been based on several different approaches, including an estimate of likely inflows from the contributing catchment of about 5 ha under predicted storms having a ten year recurrence interval. A pond of about 1000 m2 in area has been constructed with its invert in mudstone bedrock, and soil slopes have been lined with lime-stabilised clayey loess silt incorporating a gravel armour layer. The pond outflow takes place via a 2 m high 1.8 m diameter concrete dewatering tower, with a skimmer arrangement to lower the pond by approximately 500 mm between storm events. The overflow water discharges to the main stream above a natural wetland, which will act as a secondary polishing pond, and this is to be enhanced in conjunction with the neighbouring forestry company. Discharge consents specify turbidity and pH as the controlling criteria, and both will be monitored at the settling pond discharge point as well as at the entry to the main stream. Investigations to date indicate that the pH of water exiting from previous underground workings is in the range 6.8 to 7.2, and that acidic drainage will not be an issue with this mine site. No dispersive clays have been identified in assessing the overburden and batter materials, although erosion during storm events is expected and all drains will ultimately be routed through the main settling pond to ensure adequate control of runoff-generated sediment. Reestablishment of vegetation on cut and fill batters remains a priority, and ongoing monitoring will ensure satisfactory long-term performance of the pond system.

Jan 1, 2003

Part of a four-year course in metallurgy, dealing with metallurgical process engineering, was designed for students to acquire knowledge and skill from physical science, metallurgy, process engineering, and social science. Principles of education, and guidelines obtained from a study of professional practice, indicated that students may learn effectively through a planned sequence of problem-solving exercises based on the diverse functions of metallurgists in industry. The more important characteristics of the curriculum and a few illustrations of the problems are included. An outline is given of the current procedures used to develop parts of the curriculum, and of the students' diffic- ulties and achievements.

Jan 1, 1984

We all live in professional silos û comfort zones, where we talk to like-minded people with the same training, experience and view of the world. We note in passing the existence of other disciplines, but they are tolerated rather than embraced. To the geologist, the metallurgist is a mad scientist conjuring gold out of some foul solution about which the less said the better. To the metallurgist, the geologist is a bearded, self-appointed sage who guesses what is under our feet by sniffing the air, and drives a Land Rover badly. As to the view of mining engineers held by both geologists and metallurgists, this is best left to the imagination. And of course we are all confused by the term æmetallurgistÆ. I am called a metallurgist though my skills are in mineral processing not metal processing, but I canÆt be called a mineralogist because that definition is already taken. *Please note that this is available as an extended abstract only*

Jan 1, 2005

Drainage aids are designed to assist in filter cake dewatering by reduction of surface tension. By the early 1980's severalspecialist chemical manufacturers had developed drainage aids specific to the alumina industry. Thus, after some initial laboratory work, drainage aid addition to the product hydrate filter cake was first tried at Gove in early 1981. Encouraging results led to further plant trials and a laboratory trial comparing eight different products. Fromthis last trial a product was chosen and a plant trial run in March 1982. The results achieved encouraged a further plant trial to be run during April and May, 1982 and a decision was then made to adopt the full-time use of drainage aid on the plant.Optimisation work with the drum filters and drainage aid continued until late 1983. This work not only led to optimisation of dose rates, concentrations etc., but also to significant improvements in the mode of operation of the product filtration area.

Jan 1, 1985

By X B. Sun

Mining work is a high-risk operatation under a special environment. It is affected by space, lighting, noise, vibration, dust, air pollution, etc as well as coal seam conditions, complicated geology construction, combustion of coal, gas, coal dust, etc. Factors which affects safety production are numerous, eg natural conditions, technical equipment level, producersÆ and managersÆ qualities. It is a complex system engineering to ensure mining safety and high efficiency. Among the ideology, methods and measures of safety management are the most important factors besides safety technology. Mine productive environment is a main problem that affects minerÆs work as far as safety and health are concerned. Combining ChinaÆs mine productive environment situation and using human ergonomics theory, this paper explores a series of measures and suggestions as to how to reinforce safety management, how to build up the safety management ideology, how to improve the mine production environment, how to decrease coal mine accidents, and how to ensure mining safety and high efficiency.

Jan 1, 2003

By J F. Penrose

To obtain cost-efficient financing by way of securing an optimal credit rating, the operating and market risks of a single-asset mining project should be accommodated in the financial structure. Weak financing structures can cause projects to fail, as evidenced by the Murrin Murrin and Bulong examples; these can be compared to the investment-grade structure of Straits (Nifty), which managed operational, market, and financing risks well. Most mining projects are capital-intensive, and have heavy dependency on debt financing. A weak financial structure may result in the early failure of an otherwise sound and economically viable project. Appropriate management of technology, construction, and management risks generally will get a project built; of the project failures that occur, most are caused by a liquidity crisis as the project goes through ramp-up (the transition period between completion of construction and full operation). A projectÆs viability can be enhanced through sound hedging practices, while poor hedging can increase the likelihood of financial default.

Jan 1, 2003

By G Mudd, N Haque, S A. Northey

Life cycle assessment (LCA) provides an internationally standardised framework for estimating the environmental impacts associated with products or services (International Organisation for Standardisation, 2006). A particular strength of LCA is the ability to consider indirect impacts that occur at different stages of a product’s life (eg raw material acquisition, manufacture, use, disposal or recycling) and through its supply chain (Figure 1). A wide variety of impact categories are able to be considered by LCA, such as the potential contribution to global warming, ozone depletion, marine eco-toxicity or freshwater eutrophication.CSIRO has a long history of using LCA to compare the environmental impacts associated with alternative mining, mineral processing and metal production technologies (Haque and Norgate, 2014; Norgate and Haque, 2012, 2013). These ‘mine-to-metal’ assessments have primarily focused upon estimating embodied energy and greenhouse gas impacts associated with these production processes; however, more recently there has been a refocus to also consider consumptive water-use impacts in more detail (Northey et al, 2014).CITATION:Northey, S A, Haque, N and Mudd, G, 2016. Water-related data requirements for improved life cycle assessment of mining, mineral processing and tailings management, in Proceedings Life-of-Mine 2016 Conference, pp 16–18 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jun 28, 2016

By S Brunt

A new elution process has been developed for the recovery of gold thiosulfate from ion exchange resins. This is a synergistic system which utilises a base eluent, such as nitrate or trithionate, along with an additive that improves the elution of gold. The use of the additive enables lower eluent concentrations to be adopted, as well as weaker eluents such as chloride. With the chloride + additive system, complete gold elution can be achieved within 12 BV when utilising an eluent flow of 5 BV/h. When the eluent flow is reduced to 2 BV/h, complete elution is achieved within 8 BV. Similar results are obtained when using nitrate or trithionate as the base eluent. A copper pre-elution process has also been developed, whereby the majority of copper can be stripped within 5 BV prior to gold elution. This method is a significant improvement on the ammonia + oxygen pre-elution previously suggested. The development of a new analytical procedure based on ion chromatography with UV detection is also described for the quantification of polythionates in leach solutions and loaded on resins. This enables analysis to be carried out for resin-in- leach type processes where the polythionates are being formed in solution and simultaneously adsorbed onto the resin.

Jan 1, 2007

The able address on the currency question given by the Right Honorable A. J. Balfour, M.P., late leader of the Government, at the Mansion House lately, before a large and influential audience, will strike a key-note that will resound throughout the world. It is high time that gentlemen of position and influence should come forward and express their views on this subject, so as to cause the matter to be,more seriously considered than it has been. The question can be no longer ignored or treated with indifference by bankers, financiers, merchants, miners, and others interested in the settlment on some basis the relative values gold and silver bear to each other. It is gratifying to not that such a great leader of political opinion as Mr. Balfour has given serious attention to this important question.The address created a deep impression ,on the minds of many who probably had not given the matter much att.ention, and Mr. Balfour's words will re-echo over a wide range of thought with such effect that I have no doubt they will materially help to check the downward tendency of the value and uses of silver. As a mining engineer, interested in the development of our mining resources for increasing gold aud silver for currency, and having devoted much attention to the subject, I cordially approve of the views set forth by Mr. Balfouf, and I think the general body of all interested in the production of gold and silver will do the same.

To the south and west of Broken Hill lies the Thackaringa silver-lead district, about 25 miles, and is the locality really of the first silver find in the country long before Broken Hill, the geological fomations of which it much resembles. The Iocks and their structure are identical, except that in this area they are  more irregularly foliated and apparently much more faulted and expose in places quick successions of complete anticlines and synclines, even in a single lease. Saddles of ore respectively are found coinciding with the flexures of the rock but many minor veins otherwise and branches exist and make connections which render the whole a mining problem. It follows then that the surface.of the ground after some denudation in dotted with croppings of all the series, and in such a confusing way that the actual strike of a vein may be even confounded with the dip and readily mistaken for it at a few places. The main character of the outcrops are those usual in the district consisting almost wholly of argentiferous and silicious ironstone, sometimes gossan, which at a depth in a few feet changes to a gangue of very silicious carbonate of iron (crystallised), which occurrence is uniform through this district.The exploration of the lodes has not been extensive as it has not been well understood. Shallow shafts and drives have comprised nearly all the mining at present, which is evident on first sight by the numerous shafts and small excavations dotted 'about, as in an alluvial field. The depth of exploration underground in one place had gone several hundreds of feet, never more than 150 feet vertical from the surface in depth and irregular. The undulations of the most continuous work in this direction is such that it presents at different places successively either a tunnel, shaft, underlay winze, level, or Tise, and is on ore all the time, and where the rocks are faulted (which occurs as much as 30 feet and more) these changes are very abrupt, but for working on are suitably connected by the management.

By D Ryan

Following a long period of increase, there has been a reduction in exploration expenditure and activity in Australia over the past two years. During the post Second World War period, exploration was largely driven by mining companies seeking resources to satisfy an increase in world demand, while increasing their asset base as a result of mineral discoveries. In general, return on investment to shareholders was not the major driving force. With the exception of gold the mining industry has been faced with a long-term fall of metal prices in real terms. As a result the net profit return on average shareholderÆs funds in the Australian minerals industry has fallen from over 20 per cent in 1990 to less than five per cent today. Mining is now competing for funds with communication and finance based industries yielding high returns on shareholder investment. Shareholders and superannuation fund managers seeking a high return on short-term investments have indirectly reduced the funds available to the mining industry. Globalisation of the mining industry is leading to the rationalisation of the Australian mining industry as witnessed by mergers and acquisitions of local companies by foreign investors. The return on capital invested in the Australian mineral exploration industry must improve if the industry is to be competitive on a worldwide basis. Failure to achieve this will result in capital flowing overseas or to other industries. Relatively short-term upswings in metal prices which are generally driven by threats to the supply base (eg strikes, mine closures, increases in country risk) often lead to increased capital raisings for exploration funding. As a consequence of the time taken to raise the capital and increase exploration activity, measured exploration activity lags the metal price increases. There are also lags between commencement of exploration and discovery and ore production. In the case of gold exploration expenditure peaked six years after the price rise of 1980 Companies persevering with exploration in the current difficult period will be rewarded because they will be able to capitalise on future metal price rises and a minimised time lag.

Jan 1, 2000

By M J. Ireland, D P. Horne, S J. Simpson

The Sinclair Nickel Project, wholly owned by Xstrata Nickel Australasia (XNA), includes an underground mine, a concentrator, a village, an all-weather airstrip and associated mine infrastructure. The operation is located 70 km north of Leonora in the prospective and historically productive eastern Goldfields region of Western Australia. Xstrata Nickel has successfully developed the Sinclair deposit into a 350 kt/a operation since its discovery in November 2005, with contained nickel metal production to date in excess of 10 600 t, of which 5500 t is from the underground operation.The narrow, continuous, medium-grade Sinclair nickel sulfide deposit accessed by the Phoenix Decline has a shallow 15¦ - 20¦ plunge that is approximately 1000 m long down dip and open at depth to the north. The flat plunge and low-grade nature of the orebody presents challenges regarding the amount of horizontal waste development that can be economically excavated, which in turn affects ventilation, egress, mine services and diamond drilling.The mineralisation is hosted between an ultra mafic hanging wall and a basalt footwall and is being mined using a bottom up, sublevel open stoping method. The stopes are retreated to a central access, filling voids in the process with waste mullock where possible and using cemented mullock fill where end exposure is required. Tight filling the flat dipping hanging wall has proved to be challenging given the angle of repose for the waste mullock fill is steeper than the angle of the hanging wall.Reconciliations of mine performance against the original feasibility study show positive changes and operational optimisations enabling Sinclair to achieve its mining targets in a safe, sustainable and economic manner. This paper discusses the mining operations associated with the first two years of the Sinclair Underground Nickel Project, providing an overview of the various issues encountered and the lessons learnt in the process.CITATION:Ireland, M J, Horne, D P and Simpson, S J, 2012. Overcoming mine design and production challenges at the Sinclair underground nickel project, in Proceedings Narrow Vein Mining 2012 , pp 37-48 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Mar 26, 2012

Following a period or small-scale activity a joint venture was formed between Ceramco Limited of New Zealand and Georgia Kaolin Company of USA. The initial concept was to process clays for the paper industry but it soon, became apparent that insufficient markets were attainable for the grades of china clay that could be produced for an economic unit. Ceramco Limited acquired the Georgia Kaolin interest in 1975 and proceeded to search for a market, of markets, that would: 1. utilise the unique properties of the product, and 2. enable a viable operation to be created. This paper describes the mineral deposits, the process, the properties of the product, and the marketing methods of New Zealand China Clays.

Jan 1, 1984

By E P. Leite, L A. Magalhpes

The Amazon Craton is one of the largest cratonic areas and comprises one of the est-endowed metallogenic provinces in the world. It hosts a number of different ore deposit types for which a variety of mineral exploration data are presently available at various scales and formats. These data, however, are not properly organised nor integrated by means of advanced spatial analysis tools. In this view, here we present a suite of neural network methods that were applied to these data, providing unprecedented mineral potential scenarios for several precious and base metals in the region. An EXTENDED ABSTRACT is available for download. A full-length paper was not prepared for this presentation.

Jan 1, 2008

Those developing or planning a new mining operation base their financial projections on amounts of gold produced as soon as practically possible. The choice and ongoing operation of mobile plant figures significantly in their projections. The implications of mobile plant selection are not always clear - until its too late.Our 'typical' gold mine would be a mine processing 800,000 tonnes of ore per annum, producing 37,000 ounces of gold with a life of mine of 10 years. Overburden layers are only evident in the first two years of operation.The pit will eventually, after some 5 years of mining, be some 300 metres deep, but confined to a mine radius of 2 kilometres.

Jan 1, 1986