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By D R Van Eck

Western Deep Levels, a seismically active deep level told mine. stalled placing backfill in their narrow tabular workings as part of the regional support strategy in 1986. Over the years the percentage of working places being backfilled has been gradually increasing. At the end of 1995 the support efficiency and the labour productiveness relating to support installation were scrutinised to determine if resources were being optimised. Owing to financial, safety and productivity constraints it was decided to redesign stope support to be less labour intensive, safer and provide an integrated stope support system. This new integrated system will thus combine the previously used temporary, permanent and back area support consisting of mechanical props, hydraulic props and backfill respectively. Backfill previously formed an integral part of the regional support in conjunction with strike stabilising pillars. To design the integrated support system the backfill placement quality has to be exceptionally good and placement must be done as close as possible to the working face. The backfill to face distance was reduced by 30 per cent and in some areas by more than 50 per cent with an increase of square metres filled to increase the effect of the backfill even more. This paper addresses the design and successful implementation of an integrated stope support system based on the optimisation of backfill to he extent where installation of mechanical and hydraulic jacks could he Eliminated

Jan 1, 1998

By J P. Moodie

Recent trends in flotation technology are briefly reviewed. These show that considerable development has been made as the operators, suppliers and technologists have responded to the challenges of the industry. Most of these advances have been based on empirical and phenomenological methods. There is a considerable opportunity to make further advances through a more fundamental, scientific approach. Some of this work is discussed and, although progress is being made on this front, industrial uptake has been somewhat slow. A number of specific issues facing the industry are discussed.

Jan 1, 2005

A variety of algorithms and methods are being used by the mining industry today to map mineral resource for reserve estimation. The traditional methods including Polygonal, Sectional and Inverse Distance methods are relatively easy to understand and implement. They have served industry well for several decades and should continue to do so for the large bulk mineable deposits with very regular geometries with relatively small variation in grade.

Jan 1, 1992

Western Deep Levels, a seismically active deep level gold mine, started placing backfill in their narrow tabular workings as part of the regional support strategy in 1986. Over the years the percentage of working places being backfilled has been gradually increasing. At the end of 1995 the support efficiency and the labour productiveness relating to support installation were scrutinised to determine if resources were being optimised. Owing to financial, safety and productivity constraints it was decided to redesign stope support to be less labour intensive, safer and provide an integrated stope support system. This new integrated system will thus combine the previously used temporary, permanent and back area support consisting of mechanical props, hydraulic props and backfill respectively. Backfill previously formed an integral part of the regional support in conjunction with strike stabilising pillars. To design the integrated support system the backfill placement quality has to be exceptionally good and placement must be done as close as possible to the working face. The backfill to face distance was reduced by 30 per cent and in some areas by more than 50 per cent with an increase of square metres filled to increase the effect of the backfill even more. This paper addresses the design and successful implementation of an integrated stope support system based on the optimisation of backfill to the extent where installation of mechanical and hydraulic jacks could be eliminated.

Jan 1, 1998

By S D. Dessureault

In one of North AmericaÆs largest mines, which contains more than six active coal-producing faces, mine controllers must meet the complex challenge of adhering to the mine plan while also ensuring customer quality. Fleet management systems (FMS) provide many different avenues to control production flows, from the faces to the various pit crushers. Nonetheless, mine controllers must balance a variety of factors such as unplanned downs, differing customer demands, their own daily key performance indicators (KPIs) related to equipment utilisation, among others. Deviating from the short-term mine plan is the most common means of balancing the other factors, since adherence to the plan is traditionally only measured during the weekly variance meeting with engineering staff. However, such deviation may be one of the most costly responses, as long-term scheduling issues may arise such as multi-face dead-heading or insufficient stripping. This paper focuses on the development of a system for real-time adherence to mine plan within a control room environment. This system is part of a larger blending-focused, multi-million dollar project with elements of a centralised remote control room, developed at the University of ArizonaÆs Mining Information Systems and Operations Management (MISOM) Mine Control Center (MC2). The mine plan (MPL) component of the overall blending system integrates both historical and real-time FMS data with mine plan requirements directly sourced from original systems (no additional input required). The measures, displayed largely as graphs, have tools to help controllers manage the production to facilitate adherence to the plan. Some measures are designed to motivate crews to perform by inciting competition between crews, softened through a study of the controller culture. The MPL component was deployed at the mine, and the before and after deployment adherence was measured. This paper discusses the technical development of the new tool, its deployment, and an ethnography (study of culture) to understand controller motivation.

Sep 26, 2011

By A E. C Peres, P R. M Viana

The role of flotation columns in comparison with conventional mechanical flotation cells is discussed under the scenario of Brazilian flotation technology. All iron ore concentrator circuits commissioned since 1990 incorporated column only flotation technology in rougher, cleaner, scavenger configuration. Columns were also added to existing circuits, especially at the cleaner stage. Columns were also incorporated to phosphate ore flotation circuits operating mechanical cells. In two phosphate concentrators, columns substituted for all mechanical cells. Columns perform the cleaning stage in a large sulfide copper concentrator, following rougher flotation in tank cells. Scavenger of the cleaner tailings is performed in tank cells at this plant. Other ores that are concentrated in flotation columns include graphite, talc, lead-zinc sulfide, and a zinc hydrometallurgical residue for silver recovery.

Jan 1, 2005

By D McB Martin, A Piechocka, M Jessell, M Lindsay, E Ramanaidou

The Hamersley Basin of Western Australia, approximately 500 km long by 200 km wide, is recognised globally for its rich endowment of iron ore resources. Two types of bedded iron ore mineralisation are recognised: the Proterozoic hypogene martite-microplaty hematite ores; and the more recent Cenozoic supergene martite-goethite ores. Exploration strategies depend on the style of mineralisation being targeted; however, stratigraphy and structure are fundamental controls on both ore types. Therefore, the ability to visualise the 3D geology of the entire basin is critical for the understanding of iron ore occurrences and their relationship to ore genesis of bedded iron ore mineralisation. However, due to the large size of the basin, generating a 3D geological model of the regional stratigraphy and structure has not been possible, or prioritised, primarily due to software limitations. Recent advances in implicit automated geological modelling presents an ideal opportunity to develop a 3D model of the entire Hamersley Basin. The innovative Loop software was used to model open source geological data (ie geological mapping, outcrop orientation data, and fault data) sourced from the Geological Survey of Western Australia. In addition to generating a 3D geological model, information such as stratigraphic thickness and fault offset information was extracted using the map2loop module and demonstrated its application to exploration targeting. This study demonstrates how a basin-wide 3D geological model was used to conduct a regional structural analysis of the Hamersley Basin. The results of this study provide opportunities for other prospective regions to be rapidly modelled in order to enhance the understanding of the geology and improve exploration targeting.

Nov 8, 2021

A combination of the needs of business, employee desires and safety and health considerations is stimulating increasing attention to the time spent by people at work and the timing of that work. Particularly we are seeing: - innovative work schedules for 24-hour mining businesses; and - response from industry to accommodate the needs, even the desires, of employees in return for systems which are more productive and more capital efficient. There appears to be an evolutionary trend for business management to become more sophisticated and responsive to the need for achieving close to best cost work schedules to sustain continuous improvement. The underlying motivating forces driving this trend for improved techniques in organising attendance at, and time spent at work, is the seemingly inseparable combination of technological advance and ever-increasing accumulation of capital. The mining industry has not remained untouched by this thrust for ever-increasing need for best use of labour, to adopt advances in technology and to provide attractive opportunities for putting accumulated capital to work. An essential component of this on-going thrust is a substantial effort by the mining industry to improve the performance of labour by providing most-productive work schedules.

Jan 1, 1996

Gold mineralisation at Wapolu lies within an exposed arcuate zone at the decollement contact between a basement dome of high grade metamorphics and an overlying ophiolite sequence. This contact was originally a thrust fault which has since become a decollement zone for gravity sliding in association with basement doming. Hydrothermal models for the gold mineralisation postulate an epithermal system in which fluids were channelled up the decollement with boiling of those fluids causing hydrothermal brecciation and subsequent gold deposition. The alteration assemblages, fluid inclusion data and geochemistry indicate that the upper levels of the system are exposed.

Jan 1, 1987

By C Xu, B Li

Multi-sensor fusion visual perception technology significantly enhances visual perception capabilities in complex and harsh environments by combining visual data from different sensors. This technology is especially useful for scenarios where traditional single visible light sensors, such as standard cameras, struggle due to poor lighting, adverse visual conditions, or other visual obstructions. In environments with low light, smoke, or dust, the performance of conventional visible light sensors degrades, limiting their application. By integrating data from various sensors like radar, infrared thermal imaging, and others, multi-sensor fusion technology provides a more comprehensive and complementary visual solution. This fusion not only enhances the robustness of visual systems but also greatly expands their potential applications in fields like visual surveillance. In recent years, deep learning methods have become the mainstream technology for addressing multi-sensor fusion issues, demonstrating significant advantages in adaptive feature selection compared to traditional machine learning methods. However, deep learning-based multi-sensor fusion algorithms still face several challenges. The design of network structures is often redundant, lacking effective screening of useful components within multimodal information. Mainstream fusion algorithms focus excessively on improving display effects without adequately considering the needs of downstream applications and tasks. Existing fusion perception algorithms are generally designed for open visual scenes and lack targeted design for complex visual degradation factors present in tunnel environments of mines. Current deep learning methods for designing multi-sensor fusion networks heavily rely on manual experience to create fusion modules. This reliance increases the complexity of network design and can lead to redundancy. Redundant network modules are difficult to identify in end-to-end learning tasks at this stage, significantly slowing down network inference and potentially interfering with the output of fusion perception. Additionally, training these fusion modules typically requires large amounts of well-annotated multimodal data, further increasing implementation difficulty and cost. For instance, the fusion network design proposed by Li and Wu (2018) focuses on extracting multimodal fusion features, while Zhao et al (2020) introduced a feature decomposition mechanism in the feature fusion and extraction modules. Researchers like Zhang and Ma (2021), Xu et al (2020), and Liu et al (2017) have attempted to improve network structures through dense cascades and the introduction of residual connections. Although these methods have improved the handling of multimodal information to some extent, they still face limitations in distinguishing between useful and redundant information, with redundancy persisting in network designs. Ideally, the design of fusion networks should be more intelligent, guiding network structure design heuristically based on the importance of different modal information for the current task. This would reduce information redundancy and network weights, requiring the development of new algorithms or frameworks capable of automatically identifying and optimising fusion strategies, thereby reducing dependence on manual experience while improving fusion efficiency and network performance. Current deep learning designs for multi-sensor fusion algorithms often overlook the

Sep 1, 2024

By H Mansouri, M A. Ebrahimi Farsangi, F Faramarzi

A blast fragmentation model is developed based on the gamma function to describe the run-of-mine fragmentation distribution. The model presented is aimed to benefit from simplicity in application and also to be efficient in description of the fine to coarse part of the blast rock fragments. In fact, the gamma based model (KC-KUM), gives a unit distribution curve, which is made up of two separate equations, covering different fragment sizes in the muck pile. The generated values of the fines to central part of the equation and the central to coarse part of the equation are connected at the 40 per cent grafting point. For validation, eight production blasts, which were specially designed for this purpose, were carried out at an iron ore mine (Jalal-Abad iron ore mine/Iran). Results achieved by KC-KUM and two of the most well-known models. Kuz-Ram and Swebrec, are compared with measured data. Moreover, to assess the models’ efficiency in presenting the best distribution curve, a Logarithmic error method is chosen. Based on the achievements. KC-KUM has the least deviations by the least absolute log error of 0.52, whereas the values obtained for the Swebrec and Kuz-Ram models were 0.79 and 1.34 respectively. Furthermore, the models were applied to predict X80 for 12 production blasts carried out at Gol-e-Gohar iron ore mine/Iran. These predictions were compared with the results from these trials. The coefficient of determination (R2) and root mean square error (RMSE) are calculated. Consequently, the highest R2 was obtained for KC-KUM at 0.837 with the least RMSE of 11.31. On the other hand, R2 and RMSE are equal to 0.832 and 20.19 for Swebrec; and 0.813 and 19.75 for Kuz-Ram respectively. The results obtained suggest the superiority of the KC-KUM model over the other two models in assessment and prediction of blast fragmentation in a reliable way.CITATION:Faramarzi, F, Ebrahimi Farsangi, M A and Mansouri, H, 2015. Prediction of rock fragmentation using a gamma-based blast fragmentation distribution model, in Proceedings 11th International Symposium on Rock Fragmentation by Blasting, pp 685–692 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Aug 24, 2015

By G D. Price

The Golden Blocks Goldfield is located in the Slaty Creek area,North West Nelson, about 20 km west of Collingwood. Alluvial gold was discovered in Slaty Creek in 1861. Gold was mined from quartz veins up to 1.5 m thick at nine mines from the 1890s until the closure of the Aorangi Mine in 1911. Total production from the Golden Blocks Goldfield is estimated at 46 000 ounces of gold. The Aorangi Mine was the largest mine, with a recorded production of 27 978 ounces of gold at an average grade of 36 g/t. Quartz veins containing gold and sparse sulphide mineralisation occur in a slightly metamorphosed, complexly deformed over-turned sequence of Lower Ordovician sandstones and shales. Primary gold mineralisation is associated with intensely deformed zones that occur near or at carbonaceous shale and sandstone contacts. Some eighty-five percent of all gold production (39 000 ounces) came from four mines confined to the stratigraphically lowest, most widespread shale unit. The quartz veins exhibit textures consistent with a hydraulic fracturing mode of vein formation with fissure infill vein types predominating over replacement textures. Stylolites of carbonaceous material and recrystallization features within the veins suggest multiple phases of deformation. The lack of wall rock alteration, and low primary fluid inclusion temperatures of 200¦ - 265¦ indicate that the ore fluids were associated with a low temperature epithermal system. A model consistent with similar mineralisation styles observed in Ordovician sediments from Pacific Rim occurrences is presented. The high grades (up to 100 g/t) mined from the upper levels of several mines suggests supergene enrichment processes associated with the Upper Cretaceous weathering surface. The Golden Blocks Goldfield has had no modern exploration. The most recent exploration was undertaken in the early 1980s. There are known acid intrusives in the area, with potential for the application of new models of intrusive-related gold mineralisation.

Jan 1, 2004

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

By N Robson, E Stephens

Australian mining companies are actively exploring for and developing mineral deposits throughout the world with interests in emerging markets such as Africa, Asia and South America. It is important to understand emerging market risk as this will affect the willingness of mining companies and financial institutions to invest in a country, especially with reference to their key asset, the mining licence or operating/concession agreement. Mining companies looking to develop new projects in emerging markets have different risk profiles than projects in countries such as Australia and Canada. Examples of key risks faced in emerging markets include: political û expropriation, nationalisation, contract frustration, currency inconvertibility, war, terrorism, strikes, riots and civil commotion; and legal û mining legislation, arbitration and dispute resolution, trade agreements. There is a problem in the difference in risk perceptions between mining companies, financial institutions and insurers. This can cause different stakeholders to carry out different evaluations of the risks faced by a project, resulting in confusion about the risk margin attached to any project. In a time where resource nationalisation and energy security are prompting governments to become more involved in the mining sector we run through some recent examples of mining companies that have had problems due to the key risks highlighted earlier. Importance of carrying out the right due diligence to replace perceptions with reality: early identification of risks û detailed due diligence on emerging market risks that may arise will help with their identification and mitigation, make use of companies that can help identify risks and suggest solutions, control the cost of financing û risk margin applied to a project finance loan will be influenced by the risks faced, and risk management and using political risk insurance. There are plenty of opportunities in emerging markets but it is important to recognise the associated risks. Detailed due diligence at an early stage will provide long-term benefits.

Jan 1, 2007

Lafayette Mining Limited, a listed Australian company, is developing a polymetallic Project on the island of Rapu Rapu, located to the east of southern Luzon in the Philippines. The Rapu Rapu Project is based on the Ungay deposit, which has proven and probable reserves of 6.0 million tonnes of 2.5 g/t Au, 28 g/t Ag, 1.2 per cent Cu and 2.1 per cent Zn. The Project will produce copper and zinc concentrates from a sulphide flotation plant as well as dore from a CIL gold plant. Average annual metal production over the projected six-year mine life is 9800 tonnes of copper, 14 000 tonnes of zinc, 50 000 ounces of gold and 590 000 ounces of silver. Despite a rich mineral endowment and long mining history, there have not been any significant new mine developments in the Philippines since the early-1990s. The investment climate has been affected by legal challenges to the 1995 mining code, civil unrest in parts of the country, the impeachment of the previous President and community concerns about the industryÆs environmental performance. As a consequence, the Rapu Rapu Project is viewed as a test case û within both the country and the international mining industry û on whether minerals investment in the Philippines is an acceptable business proposition from a risk perspective. Lafayette has faced formidable challenges in managing the development risks of the Project. The major risk areas of the Project for which the company developed strategies include: regulatory, environmental and approvals issues, technical evaluation, project development, social and community issues, land acquisition, and financial and marketing issues. This paper describes the risk management strategies successfully pursued by the company, and which have the Project on track to commence construction in 2003. Dealing with each of the areas in turn, Lafayette sought to develop strategies which either effectively neutralised, minimised or otherwise addressed the key risks most likely to be experienced.

Jan 1, 2003

Currently, mining in Australia underpins the economic vitality of the nation, generating massive revenue from commodity exports and providing substantial infrastructure and employment. In addition, it is predicted that mining related services will in the future develop a global market of their own that could eventually grow to rival, in value, the export trade in mineral commodities. There is however little room for complacency. In the short- to medium-term, escalating, vigorous competition can be expected from many previously underdeveloped countries that are reforming their own mining and mineral export industries. In addition, most mining companies are facing a modem-day renaissance in terms of new expectations, changing social norms, evolving employee relations and statutory obligations. Thus, along with whatever promise the future might hold, the mining industry is currently being subjected to a growing number of largely unprecedented problems and pressures, both economic and social, that are both highly complex and demanding. In particular, it remains a matter of on-going concern that relations between mining companies and their employees still, in spite of recent reforms, continue to constrain productivity, perpetuate inefficiencies, affect quality of work life and retard progress towards mutually beneficial goals and achievements. If mining in Australia is to attain and hold on to a commanding position on the global scene, then further changes will clearly need to be made. Realisation of this appears to be growing, with most mining companies having attempted in recent years to improve workplace culture. Based on a wide ranging study, this paper presents an overview of what has been learned to-date with regard to the `people factor' when it comes to implementing and progressing positive change and reform in mining. From this, a number of practical suggestions, arising from hard won lessons and experiences in the field, are offered. Attention to the nine `key principles' given should help to ensure that many of the common problems encountered to-date with change and reform in the mining industry are in future avoided or at least minimised.

Jan 1, 1997

At the outset I want to thank you for inviting a representative of the Chamber of Mines of South Africa to address you on the subject of mining and its future at this, the 13th Congress of the Council of Mining and Metallurgical Institutions. It is indeed a pleasure and an honour to be here. As many of you will recall, four years ago I, as the then President of the South African Institute of Mining and Metallurgy, had the privilege of hosting and welcoming you to the 12th Congress, the third such congress hosted by South Africa. The late Sir Ernest Oppenheimer, President of the 1930 Congress - the first to be held in South Africa - in his opening address foresaw the mining industry as "the most potent factor in spreading the benefits of civilisation over the sub-continent." We have come a long way since those halcyon days but, as I noted four years ago, it still remains true that mines have been, and will continue to be, the missionaries of development in many, if not most, of the Third World countries. I have been asked to address you on the subject of "mining" and to let my imagination roam widely so that delegates can leave the congress with a broader vision than they brought on arrival. It is a tall order and in my attempt to fulfil it I ask you to cast your minds back 120 years to a sultry, rustic day when the first diamond was discovered in South Africa at the now famous town of Kimberley. At that time the South African economy, predominantly pastoral, was still at subsistence level. Almost overnight the ensuing diamond rush turned the then British- owned northern Cape Colony's semi-desert scene into a hive of mining activity, every prospector bent on making his instant fortune. It was very little different, I am sure, to the gold rushes that hit California in 18+8, Australia in 1851, New Zealand in the 1860s. and the Yukon in the 1890s.

Jan 1, 1986

This paper reviews some of the factors thought to control the formation of supergene gold in the Pacific and its Rim. Discussion of these should lead to reassessment of the economic potential of many areas. In several parts of the world many gold-bearing veins display rich gold values only in the oxidized zone, whereas beneath the present (or ancient) watertable the unaltered vein commonly holds only sub-economic refractory low grade sulphides or arsenides. In the Eastern Highlands of Australia some of the most spectacular concentrations of - gold have been found at shallow depths. For example, Harper (1918) describes the Canton mine in New South Wales which was stoped over a length of 180 metres from the 45 metre level to the surface. The reef yielded gold at 300 g/t in the upper levels, but became gradually poorer at depth. Present geologists of N.S.W. Geol. Survey, G.R. Mcllveen and B.P.J. Stevens, believe that many similar Australian enrichments were formed between the surface and its ancient water table level during the extended period of weathering in the Eocene or pre-Eocene. They concede, however, that further supergene movement of gold may have occurred since the early Tertiary. Large quantities of Mesozoic supergene gold of extreme fineness (Au 99.7%, Cu +òFe 0.3%; Leibius 1885) was found at Mt. Morgan near the Tropic of Capricorn in Queensland. Lower Jurassic sediments cover part of the gossan in a small depression caused by oxidation and collapse of the Main Pipe, thus showing that the supergene gold is pre-Lower Jurassic (Cornelius, 1968). Because the Lower Jurassic landscape around Mt. Morgan was mature with a surface slope of less than 10 (Playford and Cornelius, 1967), erosion would have been very slow. Moreover, once all sulphides had been removed from the ore body the Lower Jurassic environment would have reverted from highly acid to alkaline as it is at present. Accordingly, gold, goethite and 1. Dept. of Geology & Mineralogy, University of Queensland, St. Lucia, Australia,

Jan 1, 1987

The following is a brief summary of the Bulli Colliery and its method of operation when Australian Iron and Steel Ltd. took control.Bulli Colliery is situated about a mile west of the village of Bulli and is some 10 mUes north of the Australian Iron and Steel Company's Steelworks at Port Kembla.The mine is owned by Australian Iron and Steel Limited, who purchased it in 1936 from the liquidators of Bulli Colliery and Coke Works.It is one of the oldest working coal mines in Australia, having been opened about 1858 and has worked more or less continuously since that date.The seam worked is the No. 1, or Bulli, Seam, which outcrops along the escarpment of the Illawarra Range and is generally operated by tunnels, the portal at Bulli being some 440ft. above sea level.The colliery holding is fairly extensive, but the coal seam over a large portion of the area within two miles of the outcrop has been more or less destroyed by an intrusion of basalt.At present there is no coal being worked within a distance of about 21 miles from the surface, the farthest workings being about four miles from the tunnel mouth.The existing main haulage road, for the first two miles from the portal, is not straight; it is very narrow over fairly long stretches and has many changes of grade varying from 3% in favour of the load to 13% against the load.The dumping station and screens are situated close to the portal of the haulage tunnel, and at this point the coal is loaded into railway hopper waggons, which are then hauled by rope to the top of a self-acting incline. The waggons are lowered down the incline, a distance of approximately! mile, the ruling grade being about 18 %.From the bottom of the incline, waggons are hauled by Company's steam locomotive to exchange sidings from whence they are taken by New South Wales Government Railway engine to the Company's Steelworks at Port Kembla.

Jan 1, 1947