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By M Boon, M Franklin

This paper outlines the journey of cultural maturation and management system development at the Mt Rawdon (MRO) gold mine from its acquisition by Evolution Mining Limited (Evolution) in late 2011 to 2016.Evolution embarked upon a series of projects that aimed to improve the operational consistency and implementation of change on-site, while leveraging off the existing strengths of the operation. This document describes the gaps that were identified, the processes used to close them, and the resulting cultural change and production outcomes, with a specific focus on how to optimise the culture at any mining operation.MRO had a history of four owners in less than three years when it became a key asset of Evolution. The site leadership team (SLT) decided to influence the culture at MRO by reviewing and upgrading the existing management processes.The first priority was to improve transparency and collaboration at the SLT level, followed by improving competency in project management. The next phase was to strengthen the internal communication using a deliberately designed network of meetings, communication screens and other initiatives. Once there was some traction, the focus moved toward increasing production volume and decreasing cost per unit by improving short-term planning and execution capability. Together with other initiatives, this resulted in improved collaboration between all functions, which in turn netted over 37 per cent mining production uplift.Following solid success, a process of prioritisation and alignment management was implemented. This supported the ‘Mine to Mill one operation’ ideal and allowed the SLT to decide month-by-month what actions were to be prioritised. These priorities incorporated production realities and longer term imperatives of the balanced business plan.Much of this work was completed during a period of declining gold prices and a relentlessly strong Australian dollar, making it difficult to justify spending money on improvement projects. This work proved critical for the operation’s long-term survival.CITATION:Boon, M and Franklin, M, 2016. Improving consistency of delivery at Mt Rawdon Operation, in Proceedings International Mine Management Conference, pp 305-320 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jun 22, 2016

By K Rau

The overall success of a mining operation is directly impacted by the reliability and availability of mining equipment. Heavy-duty vehicles such as excavators and haul trucks are used for conveying of bulk material and improving such assets’ availability helps reduce costs, increase throughputs and improve safety (Ravande, 2022). If a mining operation’s key performance indicators (KPIs) are tied to operational performance, then overall equipment effectiveness (OEE) is an essential metric to track progress and to identify areas of improvement.

Sep 1, 2024

By D J. Williams, S Islam

Worldwide production of black coal amounts to about 8 billion tonnes. Perhaps 20% of this annual production is washed to improve its quality, generating perhaps 250 million tonnes of coal tailings annually, generally in the form of a slurry. The coal tailings slurry is typically thickened to about 25% solids by mass prior to disposal to a tailings storage facility (TSF), and hence comprise mostly water (about 85% by volume), plus sand, silt and clay-sized mineral particles and carbonaceous material. While the tailings settle and consolidate on deposition in the storage facility, their high moisture content makes them prone to run-out should the tailings dam fail, and makes rehabilitation of the tailings difficult. Hence, it is important to understand the consolidation and shear strength of coal tailings. Laboratory consolidation testing of coal tailings from a slurry to a soil-like state has been carried out in a purpose-built, large-scale, slurry consolidometer, instrumented with load cells and pore water pressure (PWP) transducers. Laboratory vane shear testing of coal tailings produced at different gravimetric moisture contents has also been carried out. The test results have allowed a regression model to be developed relating the peak vane shear strength of the coal tailings to their gravimetric moisture content.CITATION:Islam, S and Williams, D J, 2018. Consolidation and shear strength of coal tailings slurries, in Proceedings Mine Waste and Tailings Stewardship Conference 2018, pp 62–71 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 23, 2018

By S Grant, S Emeric, P Baker, E Jones, D Clark

As we strive for a sustainable and resilient future, repurposing assets has become a top priority. In Australia alone, we have a significant number of mineral projects in the pipeline, extensive existing operations, and over 50 000 legacy sites. Collectively, this presents a unique opportunity to be a world leader in mine rehabilitation. Complex stakeholder landscapes, inflexible policies, aged regulatory frameworks, technical uncertainties and increasing liabilities are all barriers hindering effective transition of legacy assets. The impetus for change is further catalysed by shifting consumer preferences, workforces in flux and regional Australians questioning what the transition means for their local community. We need innovative approaches to take a leading role in the industry and support global efforts more broadly. Co-designing an ambitious, shared vision spanning projects, operations and legacy assets with all key parties is a fundamental step to unlock and realise maximum societal, environmental, economic and reputational value. Serious play and gamification can further enhance this visioning process.

Aug 2, 2023

THE question of dealing with the small quantities of copper found in a great many of the purchased ores became a factor of importance when the Sulphide Corporation decided to refine its own lead bullion, as the presence of this impurity has a marked effect on the efficiency of the de-silverizing operations of the Parkes process. Removal of the copper from the base bullion.The copper is removed from the base bullion by drossing, which collects the copper, and at the same time has considerable gold, silver, and lead values. The drassing of the bullion is done in two stages-firstly, at the smelters; and secondly, in thecopper kettles at the refinery. In both cases a "wet" dross is produced, which is subsequently "sweated" in a suitable type of furnace. When "dry" the dross is raked out and stored until enough accumulates to warrant a nUl on dross in the small blastfurnace kept for that purpose. A typical assay of the "dry" dross is as follows...WORKING THE DROSS UP TO LOW-GRADE CU-PB MATTEThe accumulated dross is treated in a small blast furnace with the necessary fiuxes, producing a low-grade Cu-Pb matte and base lead bullion.

Jan 1, 1920

By Palmer DJ

Mercury is introduced into EZ's electroly tic zinc/sulphuric acid plant complex at Risdon, Tasmania, in zinc sulphide concentrate. Mercury is volatilised during the roasting operation and then distributed in the sulphuric acid plant effluents and product acid. Following an investigation of the factors determining the mercury distribution, a plan was formulated to-provide an environmentally accep- table degree of mercury containment at Risdon. This paper discusses details of the various control measures investigated and out- lines the reasons for selecting the particular procedures finally adopted for the Risdon plant.

Jan 1, 1980

By D Matthews

Increases in mining and production capacities can have a major impact on the productivity of a mining and production facility during the construction and commissioning period. With minimised production loss in mind, a multi-phase modular plant design was implemented on the Khumani Mine in the Northern Cape, South Africa. The first phase involved a run-of-mine (ROM) crushing facility and the subsequent modular processing facility with capacity for 8.4 million tons per annum (Mt/a) product. An interim phase comprising modular additions to the processing facility increased capacity to 10 Mt/a product, with tie-ins occurring during maintenance periods. The second phase involves a second ROM crushing facility and modular additions to the processing facility, increasing capacity to 16 Mt/a product. This paper outlines the design considerations and limitations with modular design that need to be considered and shows how effectively construction and commissioning were implemented within shut-down and maintenance periods.

Jul 11, 2011

A hidden asset in most exploration and mining activities is data. Common practice involves the spending of large amounts of money to discover, define and prove the viability of a mining project. Some organisations have used operations research analysis and internal costing methods to allocate a value to their data and to compare the costs of data maintenance to other more tangible activities like plant and equipment maintenance. Those organisations, which do not undertake such an analysis often, have little knowledge or understanding of the extent and the worth of their data. Often the organisations lack of knowledge and understanding of the data is indicated by their failure to fully exploit or realise their opportunities. The focus of this paper is to discuss new technologies that optimise the management and security of collected and derived data. The technologies discussed are components of the software systems acQuire and MineSight.

Jan 1, 1999

By P Card

“Let’s get discipline and quality into easy to understand evaluations!” Project Managers and MetPlant Operators accept poor quality evaluations because they are generally unaware of what they should expect.The 2010 draft AusIMM ‘Guidelines for Techno-Economic Evaluations’ were collated by a subcommittee of practitioners and are regarded as best practice.They apply directly to projects and metallurgical plant evaluations, including those with a heavy technical basis. They can be applied to technical problem solving where there are no monetary computations. Project Managers and MetPlant Operators should demand that economic models and evaluations follow the six principles. They should become working tools which are easy to understand, fit for purpose, consistent, rigorous, record sources of input data, have key graphs and are rapid to audit.

Aug 8, 2011

By S Juras

To our geologists at Eldorado Gold Corporation, the release of the gold assays on a new ore zone causes a flurry of excitement. But to our metallurgists, that news is often greeted with the question ‘What’s the sulfur grade’? In our company, we operate and manage projects whose end-product will either be auriferous sulfide flotation concentrate or gold doré. Almost all of the steps in the ore processing are related to sulfur (in this paper specifically sulfide sulfur). So why do we geologists wait until late in a project or into production before collecting sulfur data for mine planning and ore control purposes?Gold deposits associated with sulfides commonly use a metallurgical process that begins with a flotation step to recover gold into a smaller mass known as flotation concentrate. Often, this step solely targets the sulfide minerals with gold only coming along for the ‘ride’. As a result, the gold grade in the concentrate is primarily influenced by the ratio of gold to sulfur in the feed. Should this concentrate require a refractory process downstream (eg pressure oxidation), knowing sulfur grade is critical as sulfur controls heat balance in the process. Regardless, we need sulfur models to be as robust as gold models, and created much earlier in the project evaluation process.Sulfur models require quality data collected at the same density as gold samples. Analytical methods must match expected grade ranges and quality assurance quality control (QA/QC) protocols and must be of the same integrity as in use for gold. Sulfur models will then be created by their own data analyses, interpolation protocols and validation. Furthermore, ore control systems should be designed for regular sulfur monitoring to ensure and enhance downstream value. Given time it should become habitual for geologists to likewise ask, ‘And what’s the sulfur grade’, or more specifically, ‘What’s the gold to sulfur ratio’?CITATION:Juras, S, 2017. Sulfur – the new geometallurgical grade in gold-sulfide deposits, in Proceedings Tenth International Mining Geology Conference 2017, pp 199–202 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Sep 20, 2017

By G Stephenson, G MacDonald, A Yeomans, S Sinclair, V Knott

Rio Tinto has actively committed to progressive reclamation, concurrent with commercial operations, at its Diavik Diamond Mine. The most significant piece of progressive reclamation undertaken at Diavik to date has been the construction of an engineered thermal rock cover for the mine’s largest waste rock storage area. This 80-metre-tall and 2000-metre-long area is known as the Waste Rock Storage Area – North Country Rock Pile (WRSA-NCRP) and contains the operationally segregated potentially acid-generating waste rock mined over the last 20 years. As part of the mine plan, an opportunity was recognised where a limited 1.5 per cent of the WRSANCRP surface area was required for storage of the balance of life-of-mine generated waste rock and a decision was made to advance the closure design almost a decade ahead of final closure. With over 12 860 000 tonnes of material placed and 57 443 dozer hours logged since cover construction, progressive reclamation on the WRSA-NCRP is scheduled to be complete in mid-2023, three years before planned cessation of commercial operations in 2026. The progressive closure of the WRSA-NCRP demonstrates Rio Tinto’s commitment to not only closure, but modern best practices with integrated mine closure. Over the past seven years, Diavik has overcome multiple implementation hurdles for this project including the psychology of operational standby, the financial mechanisms required to support closure, working within the constraints of a mine plan and the associated operational organisational structures. This paper outlines the lessons learned to provide an example of successful integrated mine planning for closure. The North Country Rock Pile project had three major learnings which resulted in an effective organisational structure that allowed for the execution of an integrated planning model for progressive closure. The initial hurdle the project faced was adapting the psychology of an operational open pit mining team. The team was an experienced mining group who came in with the perspective to target the shortest haul possible resulting in the initial perception that the longer haul of material to the NCRP was an un-necessary task impacting operational performance metrics. After the installation of an improved dispatch tracking system and performance metrics, it was possible to demonstrate that the mine was shovel constrained. This showcased the short haul was generating an increase in queue time not production. With updated performance metrics, the team was aligned to target a decrease standby through haulage to the NCRP. These performance metrics had to be reinforced by financial mechanisms. The operations team was able to offset costs by charging time to the capital project set-up for the closure of the NCRP. This allowed the operations team to receive credit for time that would have otherwise likely been standby. As well, the progressive closure project was able to receive the benefit of not having to incur costs for the drill, blast and load as that was done as part of the operation. This was a significant benefit to the project and one of the primary drivers for the early approvals of the work as the project costs were limited to the incremental haulage distance and placement of the material. Life of Mine Conference 2023 | Brisbane, Australia | 2–4 August 2023 114 While the combined operational and progressive closure approach provided financial advantages, it did result in the project being constrained by the operational activities. A traditional capital project is managed through a linear execution plan where the deliverables within a project are within the realm of control of the project execution team. However, the NCRP project had to be continuously adapted to the outcomes of the pit operations. This included geotechnical constraints, ore delivery, and other operational delays. To adapt, the planning module had to be dynamic but not reactive to allow for adjustments on a shift-by-shift basis. Based on this requirement the Diavik Closure Projects structure adopted a mine planning format. The team executed a similar planning timeline and reporting structure as the mine operations team, allowing planning to be integrated into the operational planning structures on a daily, weekly, monthly and quarterly basis. This resulted in the Projects team as a core pillar of the mine planning team. The process of continuous improvement spanned six years and has resulted in the project being ahead of schedule and under budget for the project’s scheduled progressive closure completion date of June 2023. The North Country Rock Pile project supports the argument that bulk earthworks progressive closure projects should be integrated into the operational mine plan. If the project is aligned the mine plan it allows for dynamic adjustments which capitalise on evolving opportunities inevitable in an operating mine. These cultural and organisational alignments should be supported by appropriate performance metrics and financial mechanisms to ensure united priorities. The result of this alignment provides long-term financial savings for the business as well as delivery of closure objectives.

Aug 2, 2023

By K Fiedler, A Newell, P D. Munro

Test work is the foundation upon which the success of projects and subsequent operations is laid, reflected in Professor Arthur Taggart’s pithy observation: ‘Make your mistakes on the small scale and your profits on the larger scale’. Indeed, Professor AllanTrench has succinctly noted that ‘Get the metallurgical characteristics wrong and you don’t have a project’.With deposits becoming lower grade, more structurally and mineralogically complex, final products requiring lower levels of impurities and tailings management demanding more attention, test work now assumes even greater significance in the acceptance and successful execution of a project. This paper is the first in a series aiming to stimulate thought on the metallurgical test work process by getting back to the fundamental basics through exploring and providing some guidelines for the metallurgical testing world, noting preferred practices as well as precautions and mitigations. This covers the key characteristics of metallurgical test work programs, including what needs to be done, sample selection, quality control and associated drivers, and most importantly, selecting, assessing and managing test work facilities. CITATION:Newell, A, Munro, P D and Fiedler, K, 2018. Metallurgical test work – between a rock and a hard place, in Proceedings 14th AusIMM Mill Operators' Conference 2018, pp 15–32 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Aug 29, 2018

Many mining companies aim to integrate sustainability principles into their new projects. There is an intention for improvement, but frequently this results in little more than 'business as usual' projects that retrospectively categorise controls for environmental and social risks as sustainability initiatives as part of a public relations exercise. The successful implementation of sustainability requires a change of mind-set and behaviours at an organisational and personal level. In addition, sustainability incorporates a very wide range of interests and technical disciplines. One of the key challenges is in understanding how and when to pull these diverse threads together within a project or organisational process. This paper will explore a number of themes: What does it mean to implement a project in accordance with sustainability principles? How far beyond 'business as usual' is it reasonable to go, and what is the business case for this? Why do the intentions for sustainability sometimes fail and how can we prevent this happening in future? People are instrumental in delivering sustainability; how do we embed sustainability thinking into their behaviours and decision-making? The approaches that have been taken to integrating sustainability in design; what has and has not worked and some of the barriers to integrating sustainability into design? The authors will discuss these themes drawing on case studies from URS' experience in integrating sustainability into large projects. The authors will discuss the need for: a strategic approach which provides a simple framework for tactical decision-making and the consequences of taking tactical decisions in the absence of this framework, alignment of the project team and promotion of a culture of innovation, a shift from a risk/compliance mentality to an opportunity identification mindset, and a systematic approach to integrating sustainability into project design processes.

Jun 1, 2010

By K Saito, M Hasegawa

Removing sulfur and phosphorus from molten iron can be expressed by the following reactions, respectively. [S]Fe + (O2-)slag = (S2-)slag + [O]Fe [P]Fe + (3/2) (O2-)slag + (5/2) (FeO)slag = (PO43-)slag + (5/2) Fe(liquid) These equations indicate that desulfurisation and dephosphorisation have opposite oxygen potential conditions. If a small amount of desulfurisation slag not removed is carried over to dephosphorisation process, the reaction of sulfur mentioned above proceeds toward left hand resulting in increasing sulfur content in molten iron. For better understanding of such re-sulfurisation reaction in hot metal pre-treatments, the present study aimed at evaluating the effect of iron oxide on the sulfur distribution ratio between slag and hot metal. To measure sulfide capacities and FeO activities simultaneously at temperatures below the melting point of pure iron, CaO-SiO2-FeO and CaO-Al2O3-FeO ternary molten slags were brought into equilibria with copper-iron-sulfur liquid alloys, and the equilibrium oxygen partial pressures were determined with an electrochemical technique involving the stabilised zirconia solid electrolyte. The experimental results showed that the sulfide capacity increased with an increase in FeO content, and this trend was consistent with the fact that FeO was basic. Although the addition of FeO raised the FeO activity and oxygen potential, the calculated value for sulfur distribution ratio between slag and hot metal increased with increasing FeO content.

Jun 19, 2024

By D Lees, D Gilchrist

Sydney has hundreds of kilometres of sewer tunnels. Many of these are over 50 years old and some have been in service for more than 100 years. The tunnels are predominantly constructed in Hawkesbury Sandstone and many are unlined.Principles have been developed over many years for the safety factor required in designing and constructing new tunnels but these do not necessarily relate to the operation and maintenance of existing tunnels, and in particular those that do not necessarily require personnel access for anything other than regular inspections.Assessment of the stability of these established tunnels needs to take account of their size, their age, their function, and their method of construction, as well as the geology in which they are situated and any support measures which have been installed. More importantly a stability review needs to take account of the consequences of a collapse, with regard to the inspection process, carrying out of any required repairs and the long-term performance of the tunnel.This paper is based upon the authors’ experiences inspecting and reviewing more than 200 km of tunnel in the last ten years. It will show some of the procedures and methods adopted by Sydney Water, how these can be presented as an acceptable procedure in line with other safety standards, and how they might be adopted for other similar historic rock tunnels.CITATION:Gilchrist, D and Lees, D, 2014. The development of a procedure for the inspection of unlined rock service tunnels, in Proceedings 15th Australasian Tunnelling Conference 2014 , pp 543–552 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Sep 17, 2014

By C MacRae, N Wilson

CSIRO Minerals has recently developed an electron microprobe (EMP) based imaging (or mapping) method for characterising ilmenite concentrates. The method requires an electron microprobe analyser to collect elemental X-ray maps which are then processed via an in-house developed software module (CHIMAGE). The type of information readily available from EMP mapping includes; primary phase identification, modal analysis of phases, chemical analysis of individual phases, textural information (eg the alteration stages in the formation of leucoxene or pseudorutile from primary ilmenite and the development of macro-porosity), and the identification of coatings or pore-fill material. All of these parameters will impact on the choice of future downstream processing options considered for any particular ilmenite concentrate. The method has been demonstrated to be a sensitive analytical tool for assessing the distribution of aluminosilicate minor impurities in ilmenite feedstocks from the West Coast of Australia and also for characterising the complex chrome-spinel gangue phases common in East Coast ilmenite concentrates from the Murray Basin.

Jan 1, 2001

By Nicol SK, Engel MD

Ion flotation involves the adsorption of ionic species, in association with surfactant molecules, at the surface of rising gas bubbles, for the purpose of recovering and concentrating those ions. The objective of this study was to optimise the ion flotation process using a heap-leach liquor, containing gold cyanide, and the surfactant cetyl trimethyl ammonium bromide (CTAB). The aim was to minimise the surfactant reagent dose, maximise the throughput of feed liquor in the process, and satisfy the dual constraints of a high gold recovery and a high volume reduction factor. Development of a first order model of the ion flotation process formed the theoretical basis for the test program procedure and the interpretation of the results. Batch tests were used in order to determine the ultimate recovery curve for the heap leach liquor-CTAB surfactant system. The results indicated that a surfactant dose of about 0.083 g/l would be necessary in order to achieve a satisfactory gold recovery. Continuous tests were then performed on a small-scale pilot plant at the Newcastle Laboratories. The optimum result achieved was a gold recovery of 85 per cent, a volume reduction factor of ten, and a feed throughput of 2.3 m3/m2-h. Recent work also indicates that very much higher volume reductions can be achieved using a larger diameter vessel. The improvement may be a consequence of a reduction in wall effects and hence an improvement in foam drainage.

Jan 1, 1993

By Lewis W. H, Leigh M. C, Mayercheck W. D

The U. S. Department of Interior's Bureau of Mines, in conjunction with a cooperator in the U. S. A., are developing a new highwall mining system (HMS) for coal extraction in unreclaimed and active contour strip mines. This prototype system is comprised of a computer-based remote control (CBRC) system to monitor and remotely control a thin-seam continuous miner (TSCM) and a 76*m long multiple-unit continuous haulage (MUCH) conveying system, plus other manually- operated support equipment located on the highwall bench. The TSCM and MUCH coal haulage system are both controlled remotely by a single operator in a protective enclosure at an ergonomically- designed workstation located on the highwall bench. Two other personnel work on the bench to operate other support equipment. Full-scale mock-up fabrications were employed in the design of the unique remote control operator workstation. The HMS should allow the safe and economical exploitation of increased coal reserves where they outcrop in hilly regions of the United States. It should also be competitive with conventional auger mining and other coal extraction techniques, with a productivity goal at a highwall site of 20 tonne/man-h. Extensive simulated surface tests of the miner and haulage system should be completed in early 1988 at Bureau test facilities at Pittsburgh, Pennsylvania. These will be followed by actual coal production trials of the entire system in 1988 at a highwall site in West Virginia/USA.

Jan 1, 1988

By C Tapia Cortez, C Sammut, S Saydam, J Coulton

‘Like every other commodity, the value of the metals is subject to variation’ (Ricardo, 1817). Mineral commodity price uncertainties have always been a significant issue in mining business due to the close relation between global economic conditions and commodity prices, which commonly generates significant and unexpected price fluctuations. Price forecasts have been driven by economic theory, which states that in the long-run market will be balanced and that prices tend to the marginal cost of production. However, this theory has been misunderstood in the mining industry and future prices through time, in real terms, are assumed to be unchanged. This is unrealistic due to regardless of the cycling nature of economy and the omission of uncertainties. Furthermore, using historical data in traditional price forecast approaches does not guarantee realistic predictions as past events will not necessarily be repeated at the same intervals and with the same intensity. Mining, finance and economic sectors have made significant research efforts to predict prices and control uncertainties through classic linear, Gaussian and probabilistic simulation approaches. However, by definition, uncertainties cannot be measured or accurately modelled. Uncertainties can be identified to measure and manage the associated risks; therefore, uncertainties in mining projects have been historically misinterpreted, erroneously measured and poorly controlled. It is widely known that supply and demand functions drive market prices. While technological development noticeably influences supply, demand is strongly driven by psychological factors, mainly related to customer preferences and lifestyle expectations. Thus, human behaviour is one, or if not, the most important variable to determine commodity prices in a competitive market. During the last decades, alternative methodologies have been used to study uncertainties in human, environmental and market behaviours. Chaos theory, fractals, artificial intelligence and econophysics have been widely and successfully used to investigate complex dynamic systems to address uncertainties over time in the fields of neurosciences, meteorology, aviation and market trading. The application of these techniques in the market suggests a more realistic approach to the business environment. Through the combination of the methodologies above a novel long-run price uncertainties simulation approach that emphasise the differences between risks and uncertainties is proposed in this paper. CITATION:Tapia Cortez, C, Saydam, S, Coulton, J and Sammut, C, 2015. Copper price uncertainties – chaos theory to manage risks in mining projects, in Proceedings Third International Future Mining Conference, pp 261–272 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Nov 4, 2015

Comalco Limited has recently completed construction of a $50 million kaolin plant at the site of its bauxite mining and industrial minerals operations at Weipa. The plant will produce 100,000 tonnes per annum of coating grade kaolin for the paper industry.Comalco produced the first coating kaolin from the deposit in 1979 on a trial basis. Since then a variety of quality coating grades with specific particle ize distributions and brightness values have been prepared.Extensive drilling and bulk sampling of the deposit over eight years has shown that the orebody is large and of a high grade suitable for the production of premium quality coating kaolins.The processing plant technology was developed by Comalco in association with the European kaolin and equipment producer Amberger Kaolinwerke GmbH (AKW).The Weipa kaolin plant is the first of this size to be built in the Pacific Basin region and it will offer the region's paper-coating mills a stable and reliable source of high-quality kaolin, shipped from an established bulk loading port. The paper provides an overview of the development of the kaolin investment, the nature of the production process and details the project management procedure used for the design, construction and commissioning of the plant. Three areas of significant interest, the gas turbine fired pray dryer, the moving bridge shiploader and the use of aerobelt conveyors on the project are detailed.

Jan 1, 1988