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By M. J. deBastiani

The uranium producing division of Denison Mines Limited operates a 6,000-ton-per-day integrated mining unit in the Algoma area of Ontario. The property is located approximately one and one-half miles from Highway I 08, eight miles north of the town of Elliot Lake. The property was staked in 1953, diamond-drilled in ?late 1954 and 1955, and put into production in 1957. Since that date, the operation has produced $250,000,000 worth of uranium oxide from approximately 11,000,000 tons of ore milled, and paid $18,000,000 in dividends to its shareholders. The operation employs about I000 people, and monthly operating costs are approximately one million dollars. From these figures alone, it is obvious that it was necessary to develop and institute an adequate set ?of controls for effective management at all levels of supervision over a period of four years, a system of production and cost control was developed that enables us to effectively measure the pulse of the various phases of the operation at any given time.

Jan 1, 1963

By P Brown, M Nagarajan, A Green, P Dare-Bryan

Coal loss is an important issue at many coalmines, with losses of five per cent being common. The type of loss varies from mine to mine but is dependent on mine strata, the drilling and blasting processes applied and the mining method used. Typical coal loss mechanisms from the drill and blast process are coal roof damage and edge loss. Usually a reduction in coal loss is in direct competition with the need to provide material that is well-fragmented and a muck pile that has the required cast percentage. These competing issues were addressed over a two-year period at a mine in the New South Wales Coalfields by implementing a five-step approach. This was centred around building an understanding of the coal loss mechanisms utilising proprietary heave- modelling software, measuring coal losses by comparing survey to drill and/or gamma logs and implementing appropriate coal loss reduction processes. The end result exceeded expectations with a 95 per cent reduction in coal loss. Mine excavation productivity was maintained and coal loss minimised to less than one per cent of the in situ coal block.CITATION:Nagarajan, M, Green, A, Brown, P and Dare-Bryan, P, 2015. Managing coal loss using blast models and field measurement, in Proceedings 11th International Symposium on Rock Fragmentation by Blasting, pp 429–436 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Aug 24, 2015

By M. Botz

Alacer Gold Corporation is constructing the Çöpler Gold Mine in eastern Turkey. Mining commenced in the fourth quarter of 2009 and gold production started in the fourth quarter of 2010. The mine is a 15,500 t/day oxide heap leach with three-stage crushing, agglomeration, carbon adsorption and electrowinning for final metal recovery. Leach solution copper levels are expected to be relatively low during the first two years of production, but will increase in later years due to higher copper content in the mined and processed ore. Over the mine life, approximately 40 Mt of ore will be placed on the leach pad, which will contain about 35,000 t of copper. Metallurgical testing indicates copper extraction will vary by ore type and, if controls are not implemented, may lead to copper levels exceeding 1,000 mg/L in pregnant solution. High copper levels in leach solution have the deleterious effect of increasing cyanide consumption and potentially overwhelming the ability of the carbon circuit to effectively adsorb the principal economic metals, which in this case are gold and silver. Using data obtained from laboratory leach column testwork, the heap leach facility was modeled using METSIM process simulation software to estimate the build-up of copper in leach solution over the life of the mine. Laboratory testwork was also performed to evaluate process conditions for treating a portion of pregnant leach solution via sulfide addition to precipitate saleable copper as copper sulfide (Cu2S).

Jan 1, 2011

By M. Westendorf, T. Banerjee, S. Kaushik, D. Tinney

"Cyclones are one of the most extensively used pieces of equipment within the mineral processing industry because of their simplistic operating and maintenance philosophies. They are commonly used as classifiers within the comminution circuit to control the grinding product particle size for satisfactory performance of downstream operations.Cyclones are a key contributor to the effective operation of the plant and have a significant impact on the mineral processing plant operations. If the cyclones are not performing as they should, the results are often a combination of lost recovery, grade, capacity and reduced throughput. Similarly, an inefficient cyclone operation may also lead to low or high recirculating loads that impact the efficiency of the comminution circuit. This highlights the importance of having proper stability in cyclone operation while implementing any plant-wide optimization strategy.One of the key challenges in cyclone operation is that cyclones are highly sensitive to changes in operating conditions and are affected by process fluctuations such as feed pressure, solids concentration and flow rates. Fluctuations in cyclone feed characteristics lead to unstable cyclone performance which affects mineral liberation. For such an impactful unit operation, cyclones have historically been under-instrumented in an otherwise highly instrumented process plant. Traditionally, mill operators have relied on visual observations of the apex discharge to determine the operating state of the cyclones. Visual cues corresponding to the different cyclone operating conditions have been discussed by Neesse et al. (2004) as shown in Fig. 1."

Jan 1, 2014

By H A. Challenor

Eyewash safety showers located in remote hot environments may be unsafe to use due to excess water temperature and high risk levels of water borne bacteria such as Legionella. Australian Standard AS 4775 specifies that dispensed water shall be bacteria free and have a maximum temperature of 37.8°C. Legionnaires disease is contracted when water aerosols containing Legionella bacteria are inhaled.Laboratory tests show 30 to 70 times more aerosols are generated by showers operating at 38°C than with showers operating at 25°C. Furthermore, excess temperature in flushing water can cause burn injuries leading to hospitalisation, skin grafts and/or permanent scarring. Excess temperature also increases the rate of reaction to corrosive substances, opens pores in the skin to allow greater dermal penetration and can cause dizziness and fainting by dilating blood vessels and reducing blood pressure.CITATION:Challenor, H A, 2017. Managing excess temperature and high risk levels of Legionella bacteria in eyewash safety showers, in Proceedings Iron Ore 2017, pp 337–346 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 24, 2017

By J. A. Botín

Investment decision for large mining projects imply an enormous financial risk and therefore, require a more complex risk evaluation methodology taking into account all sources of uncertainty from each process in the project value chain. Generally, the main sources of risk are those related to uncertainty on grade and other techical variables of the orebody. In this study, conditional simulation is applied to develop a risk management model to quantify and to manage financial risk associated to uncertainty on the grade of the orebody. The model was validated in case study on a real porphyry copper orebody in Chile.

Feb 23, 2014

By J. B. Boisvert, O. Leuangthong, T. Acorn

Optimizing final pit limits for stochastic models provides access to geologic and economic uncertainty in the pit-optimization stages of a mining project. This paper presents an approach for optimizing final pit limits concurrently over all realizations in a stochastic model and using a risk-management framework to manage the geologic and economic uncertainty. A heuristic pit optimizer is used to find multiple uncertainty-rated pit shells. These uncertainty-rated pit shells follow the mean-variance criterion to approximate the efficient frontier for final pit limits. Stochastic dominance rules are then used in a risk-management framework to further eliminate suboptimal solutions along the efficient frontier. This results in a smaller set of final pit shells that can be further analyzed for production scheduling. Additionally, the original solutions are analyzed for changes in the mining limits, and two regions are targeted as potential regions for further exploration.

Corrosion affects the performance of rock support and reinforcement at various underground mines, including the George Fisher Mine, where recent studies showed that this risk to mining operations is generally not well understood. Corrosion reduces the capacity and life expectancy of ground support and generally is undetected unless the traditional destructive pull out test is employed to detect defect bolts. Where it is still acknowledged that the pull out test has still an important role to play in determining critical bond lengths for static and quasi static ground support designs, it does not provide an underground operation with any reassurance regarding its bolt's integrity, which has been compromised by in situ aggressive conditions. Non-destructive rock reinforcement calibration testing on single and twin strand cable bolts, rebar bolts and friction bolts at the George Fisher Mine enabled the testing team to detect bolts with compromised integrity in one area of the mine. The non-destructive rock reinforcement integrity testing conducted uses a complex 'Stress Wave Analysis' package based on the processing of clear seismic signals imparted into the rock reinforcement element that is being tested. The seismic signals are processed by 'Fourier Transform' into various criteria which can be used to produce models of the element such as mechanical admittance, frequency spectra and velocity which are all being used in the final modelling of the rock reinforcement element under analysis. This paper highlights the enormous potential to effectively manage the geotechnical risk that corrosion presents for an underground mining operation.

Nov 25, 2010

This paper identifies the challenges and opportunities for mining companies and communities in investing in human rights compatible, credible, effective and representative company-community relationships.   The paper draws on the work of Professor John Ruggie, Special Representative to the United Nations Secretary General on Business and Human Rights, and his Protect, Respect and Remedy framework for business and human rights, The CDA Collaborative Learning Project, and the experience of Oxfam Australia. This paper begins with the premise that Australian companies commence operations offshore with high expectations and a willingness to work harmoniously with local communities. However, as companies increasingly engage in global operations - particularly in weak governance and conflict zones - the challenge to establish and sustain rights compatible, meaningful, corporate community relationships and grievances mechanisms becomes both more complex and necessary. Establishing trust and honouring commitments made to communities, including legacy issues, is a critical component in good corporate community relations.   The second part of the paper will identify some of the impacts and challenges of mining that need to be addressed in corporate community negotiations and consultation. Respect for indigenous people's rights and their right to give or withhold consent for a project to proceed is increasingly evident, as is the growing global expectations with regard to revenue transparency. As such, key challenges include: grievance mechanisms; free prior and informed consent; transparency and accountability; the gender impact of mining; resettlement, compensation and benefit sharing; and security issues.   Finally, the paper will provide practical guidance to companies on how to establish effective corporate community relationships. It will include examples, such as human rights impact assessments, gender impact assessments, and establishing local level grievance procedures. The paper will include an Oxfam Australia case study of a dialogue mechanism at Tintaya copper mine in Peru.

Jun 1, 2010

By A Golsby

Although much talked about, social licence to operate (SLTO) is a relatively new concept that has been deemed as one of the four biggest business risks to a mining project over the life-of-mine. There is no accepted single definition of SLTO and this author understands SLTO to be stakeholder perception of the legitimacy of a project, a company or an industry. At a specific site, and across different sites within the same organisation, SLTO ranges through different levels according to stakeholders’ degrees of acceptance in time and space. Management of SLTO is vital for the mining sector but is difficult as it is informal and intangible. Although there are no key performance indicators, there are certain indicators that enable relative measurement of the ‘level’ of the SLTO. Because of the importance of the SLTO, information management during the entire life-of-mine, from exploration to rehabilitation, becomes crucial for the continued operation of a project. This paper identifies ten basic principles for the management of information to support the SLTO.CITATION:Golsby, A, 2014. Managing information to support a social licence to operate, in Proceedings Life-of-Mine 2014 , pp 389–398 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 16, 2014

By D. J. Wood

BHP Copper has grown, in just over six years, from a minor participant to the world's largest privately owned copper producer. BHP Copper's major asset is the world's largest copper mine -Escondida in Northern Chile. Ten years ago investing in Chile was considered high risk. Today, Escondida represents an investment of approximately US$2 billion. Reward is the result of managed risk and Escondida is a clear demonstration of both. The Ok Tedi copper and gold mine in Papua New Guinea represents a Rubicon of risk and a retrospective on reward in a developing country on the doorstep of a developed one. The story of these two mines encapsulates risk in the mining industry.

Jan 1, 1998

By Kristen R. Bingham

"Today, more than ever, drilling and blasting contractors are challenged to manage the ever-changing risks associated with blasting operations. New neighborhoods are encroaching upon mine sites and blasting projects are confronted with increasing scrutiny by permit issuing authorities and nearby residents disgruntled by new construction. The act of transporting explosives material to and from thejobsite is far from easy and trouble-free. At the same time, the pressure to stay in compliance with the growing number of government regulations continues to mount. While new tools and technology are appearing in the workplace to address some of these challenges, losses still occur. Can the datagenerated by this technology help drilling and blasting contractors make better decisions? While basic risk management principles are still applicable, do new tools and technology assist in the effort to prevent losses? What are the downsides? In this age of new technology, is face-to-face interaction still necessary? While technology is certainly a useful component in the drilling and blasting world, can it be helpful in defending claims?"

Jan 1, 2017

By F. Nelson

RJB Mining is the largest coal producer in the UK. In January 1995 the Company acquired the Central North and Central South Regions of British Coal consisting of: ? 15 operating collieries -including capital equipment ? 2 care and maintenance mines ? 16 operating Opencast sites ? Interest in 26 prospective and 46 potential Opencast sites ? Approximately 417 million tonnes of proven and probable reserves and considerable mineral resource ? 9 million tonnes of coal stocks ? Long term contracts to supply approximately 90 million tonnes of coal to National Power and PowerGen to the period of 3 March 1998 ?Approximately 7,600 employees and 4,500 mining contractual labour. Up to the acquisition RJB Mining had the capacity to produce 14 million tonnes of saleable output with an approximate 1,500 strong workforce.

Jan 1, 1998

By J Li, J Regan, D Payne

The Caval Ridge Mine is an open cut coalmine and located within the Bowen Basin region in Central Queensland, and commenced mining and processing operations in 2014. A number of geotechnical challenges for managing dragline bench and lowwall stabilities have been encountered in both southern and northern pits over the years. Southern Pits contain steep seam dips of up to 15° (27 per cent) whilst the northern pits also have shears below pit floors. Geotechnical guidelines to manage the risk of dragline bench failure and lowwall instability have been developed and improved since these geotechnical challenges were identified. The dragline guidelines include dragline tub offset distances from the 60° Line (SDL) or buttressing thickness for different seam dips greater than or equal to 8°. The low wall stabilisation guideline established floor disruption widths and depths depending on seam dips and presence of floor shears to known depths of up to 3 m. As mining operations advance, lowwalls have remained stable until floor disruptions were fired, then returned to stable soon after the shot. The maximum distance of lowwall cracking with blasting has been as far back as the second spoil peak (the prestrip truck dumps construction limit). These failures need to be eliminated to allow the operational flexibility and haulage benefit of constructing the prestrip truck dumps behind the first spoil peak, while maintaining no risk to personnel or equipment. The floor shear depth was verified by collaborating with the exploration teams and taking advantage of the already planned 8-inch coal quality core holes, drilling them an extra 5–10 m past the coal seam floor and locating the shear presence. With this continuous improvement effort, no lowwall failures have occurred during floor disruption firing from the second strip after the new floor disruption depth guidance have been applied. This paper documents the processes for developing these geotechnical guidelines, operational implementation, and outcomes. Operational applications over the years confirmed that these guidelines have effectively managed the dragline bench and lowwall failure risks related with the steep seam dips and floor shears in this open cut coalmine.

Nov 29, 2022

By B. W. Cavender

Innovative mining and metallurgical operating techniques or processes can be identified and developed by systematically analyzing change as it occurs within the mine, plant, technology, or industry. Sources of change to be monitored for innovative opportunities include unexpected successes or failures, incongruities between perceived and actual events, process needs, changes in perceptions, and the development of new knowledge. Innovation can be effectively organized, practiced, and managed. The perception of change as an opportunity rather than a threat is mandatory, as is the systematic measurement of innovative performance. Innovation is enhanced by specifically-designed policies regarding organizational structure and staffing, daily management practices, and compensation and incentives.

Jan 1, 1994

"The content of production reports has its origins in raw measurements taken in harsh production environments. The ensuing measurement/estimation errors always affect reproducibility such that, regardless of the fact that they are balanced through statistical data reconciliation, reported numbers are simply the most probable values of inferred probability distributions. This has important implications for how metal recoveries should be monitored and reported. Indeed, in a context where many process optimisation activities are based on small improvements in recovery, there should be no doubt that inadequate handling of measurement/estimation errors can easily exaggerate or mask actual changes in process performance. However, estimates of the reproducibility of reported metal recoveries are rarely reported to plant management. This situation persists despite the fact that a code compliant metal accounting system must inform management about business risks related to metal accounting. To this extent, this paper focuses on the continuous management of reproducibility level of metal recoveries in compliance with the best practices. Sensitivity analysis of primary and secondary metal accounting models is performed to show the resulting probability distributions for metal recoveries. Some guidelines are given for designing and managing metal accounting systems capable of achieving and sustaining predefined levels for the reproducibility of metal recoveries.INTRODUCTIONEach and every mineral processing plant produces daily, weekly and monthly production reports in which metal balances for payable and penalty elements are presented. While such production reports are usually consulted in offices, underlying raw measurements are taken in harsh production environments where mechanical vibrations, humidity, corrosion and dust, to name a few, disturb measurement procedures. It is thus no surprise that several authors (Francois-Bongarcon & Gy, 2002; Gaylard, Randolph, & Wortley, 2014; Holmes, 2010; Spangenberg & Minnitt, 2014) have reported pervasive issues related to mass/sampling measurements in the context of mineral processing."

Jan 1, 2016

By David C. Russell

The Department of the Interior used to be a quiet, noncontroversial, almost boring agency. It, after all is the fifth oldest of the Departments, and as an old line Federal agency it has studiously performed its preservation and resource management functions in a caretaker mode--though some would say more "undertaker" than "caretaker"--locking up the body and soul of America piece-by-piece. Yes, quiet, serene. That is until Jim Watt showed up. And we have all seen that version of Mt. Vesuvius which resulted--only it was the environmentalists who blew their tops. Ronald Reagan chose Jim Watt as Secretary of this fine old agency to prove that one-third of our Nation's land and over a billion acres on the Outer Continental Shelf can work for this Nation. At the foundation of President Reagan's charge to Secretary Watt is a belief in the tenets of the free enterprise system, and in the individual freedoms upon which this country was founded. There are those who don't share this belief in democracy and free enterprise, and those who believe this 205 year experiment called the United States of America will fail. Nikita Krushchev said "we will bury you"--obviously he didn't agree with our system. An Italian sociologist, Franco Ferrorotti, said bureaucratic stagnation will kill capitalism. Certainly we have all felt the ravages of bloated bureaucracies. Perhaps one indicator in the United States is the Federal Register, that daily compilation of Government's largesse. In 1970, 20,000 pages of the Federal Register were published. A decade later, in 1980, that volume had quadrupled to 80,000 pages. The Federal bureaucracy can stagnate from excessive budgets as well. The Interior Department spent $60 million on administering Federal coal leasing in 1981. That's nearly two bits a ton for every ton of coal leased in 1981. You wouldn't stay in business very long if your administrative overhead on inventory was that outrageous. But the pessimism of our critics is apparent from more than red tape and bloated budgets. For decades America has been fasting--consuming too little of America's wealth of minerals, subsisting instead on a diet heavily reliant upon mid-east oil, with little emphasis or concern for inventorying and developing domestic energy and mineral resources. Economics--yes. But short-term, short-sighted economics. Excessively dependent upon foreign imports, of oil, cobalt, chrome and other strategic minerals, the U.S. measures its time before another embargo--or fallen Shah, or Soviet manipulation, or Saudi shift, or, as we witnessed in Egypt, assassination--an untimely loss to mankind and efforts to bring peace to the troubled mid-east. These disruptions, in addition to their tragic human tolls, impair the free world's security. Huge chunks of the United States have been locked away in dozens of single land use categories in the name of conservation, with only the foggiest idea of what resources might be denied the American people-and this at a time of unacceptable levels of energy and strategic mineral imports. More than half and perhaps two-thirds of all Government-owned lands are totally withdrawn from or severely restricted to development under the mining and leasing laws. We must continue to rid Government of the overly zealous restraints which have been keeping us from drawing upon that which can help restore our economy and national security. When we assumed responsibility, the United States was dependent on foreign sources for about 40 percent of its oil. In 1981, our oil import bill was approximately $83 billion--nearly 17 times what it was in 1972. Our reliance on foreign sources for essential minerals is even more disturbing. We must look to other countries--some unfriendly, some unstable--for 22 of 36 strategically critical minerals. Yet the energy resources on federal lands which are owned by the American people could meet our needs for centuries if properly managed. Eighty-five percent of the crude oil yet to be discovered in America is likely to come from public lands, as will 40 percent of the natural gas, 35 percent of the coal, 80 percent of the oil shale, nearly all of the tar sands, and substantial portions of uranium and geothermal energy. Our vast hardrock-mineral wealth includes untapped deposits of essential elements we now import, such as chromium, copper, platinum, and cobalt. The obvious question is, if these abundant resources can help to revitalize our economic strength and to preserve our national security, why aren't we using them to better advantage? To a large extent, the answer can be found in past decisions to restrict public access to the federal estate, thus deferring to us or our successors the tough decisions that flow from Congress' mandate to provide for environmentally responsible development of America's energy and mineral treasures. Here is the legacy this Administration inherited: In January 1981, 7 years after the onset of the Mideast oil embargo: ---Less than 15 percent of federal onshore lands were under lease for oil and gas development; ---No oil and gas leases had been issued in Alaska for 15 years;

Jan 1, 1982

By G M. Jones, J Rademan

Debswana, owned by the Government of the Republic of Botswana (GRB) and De Beers in a 50:50 joint venture partnership, operates the Jwaneng diamond mine in Botswana - the most valuable diamond mine in the world. The mine provides between 60 - 70 per cent of DebswanaÆs earnings, and about 30 - 40 per cent of the GRBÆs income. In 2008, the company embarked on the Cut 8 Project - an open pit waste cut-back to expose more diamond bearing ore to sustain mine life by another six to seven years. This undertaking was much larger than previous cut-backs; it increased the waste stripping ratio threefold, increasing significantly the waste handling fleet of trucks, shovels and infrastructure, and impacted a large part of the materials handling plant which required replacement with new facilities. The project coincided with the beginning of the Global Financial Crisis (GFC) and a slowdown in the economy. Its $4 billion total life cost was billed as æthe largest private investment project in BotswanaÆ which produced heightened expectations amongst stakeholders that it would redress some of the issues brought about by the GFC and leave behind a legacy of jobs, increased opportunities for citizen owned business and improved social infrastructure.Most of the big project challenges were non-technical and ranged from dealing with various stakeholders?at?all levels, a 25 per cent currency depreciation of the Botswana Pula against the South African Rand, obtaining work permits for non-citizens in a job starved environment, managing construction to world class safety standards, managing the low productivity of construction workers and producing a viable legacy program that satisfied the GRB and stakeholders. Whilst most of these risks were identified in front end studies, the magnitudes were in many instances underestimated. Managing this uncertainty on Cut 8 can provide valuable lessons to other projects in a similar environment, or at least provide the information to indicate that these factors should be adequately provided for in the financial evaluation of a project in the form of budget, schedule, contingency or risk mitigation.CITATION:Jones, G M and J Rademan, 2012. Reliability of expert judgements and uncertainty assessments, in Proceedings Project Evaluation 2012 , pp 109-116 (The Australasian Institute of Mining and Metallurgy: Melbourne).

May 24, 2012

By B. T. Dawson

In today's work world, constant changes are a fact of life. Downsizing and technological advances are two of the most prominent concerns for employers and employees alike. In this article, the author addresses some of the emotional consequences of these changes and offers a new, empowering perspective for coping with them.

Jan 1, 1998

By W. M. Williams

"Although manganese is a metal virtually unknown to the layman, it is hardly necessary to point out to the engineer the importance of manganese in modern metallurgy, an importance intimately linked with iron (and steel), the basic materials of engineering construction for hundreds of years and certain to remain so for long into the future. World steel production will approach and perhaps reach 1 billion tons/year in the 1980s; with a manganese content between 0.5% and 1 % in ordinary steels, and more in specialty steels, manganese use worldwide will soon approach 15 million tons annually. Manganese was discovered and isolated in Sweden in 1774 by Karl Wilhelm Scheele (who also discovered molybdenum), but the element was only of scientific interest for several decades. By the early part of the nineteenth century, however, manganese oxide had become commercially available and was in use for colouring glass and for the production of chlorine. Commercial application in metallurgy appears to have been limited to the manufacture of crucible (or ""cast"") steel, a highquality product made by carburizing wrought iron, and melting it in small batches to make ingots which could be rolled and used for special applications, e.g. for the manufacture of fine tools or for ""steeling"" the cutting edges of implements such as wrought iron axes and chisels.* However, it was not until Bessemer's epoch-making invention of cheap steel in 1856, and the dramatic expansion of the steel industry thereafter, that manganese assumed the importance that it holds in modern steelmaking."

Jan 1, 1999