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Although few people know of it, Woodlark Island produced a relatively large quantity of gold in a short period at the turn of the century. Deaths of miners, enticement to richer fields elsewhere, and world wars have contributed to the abandonment of these gold fields to their present obscurity. In the mining boom, companies were formed, amalgamated and bought-out in a flurry of activity but present records are incomplete. The main sources of information are annual reports of the Department of Land Surveys and Mines in Papua, a few geologists' publications (notably Pinder,1901; Stanley, 1912, 1923; Trail,1967) and a variety of unpublished data. The first traces of gold in New Guinea were'found by Saavedra in 1528. The first gold in Papua was found near Port Moresby in 1878. The next discovery was at Sudest Island in 1888 followed by Misima Island in 1889 and Woodlark Island in 1894. By 1910 the "Murua Goldfield" (Woodlark Island) had contributed over 43% of the total gold yield of the Territory of Papua.

Jan 1, 1987

Since the introduction of the Neil George Five Point Safety System, to the underground sections of The Zinc Corporation, Limited and New Broken Hill Consolidated Limited mines in March, 1969, the Disabling Injury Frequency Rate has been halved and shows signs of contin- uing to fall. The total accident frequency rate has also fallen, although the decrease has not been as significant. Before the introduction of the Neil George Safety System, analyses of the direct causes of accidents showed that approx- imately 25 per cent were caused by "unsafe conditions", while 75 per cent were attribu- table to "unsafe acts". Within twelve months of introducing the system, these percentages had significantly changed to 7 per cent unsafe conditions and 93 per cent unsafe acts. Today, the figures are 3 per cent and 97 per cent respectively, and these figures clearly show that the main emphasis in the current programme must be directed towards making the operating men safety conscious. The effort must be focused on changing the minds of men.

Jan 1, 1975

The papers in this section of the conference and indeed the conference as a whole will rightly focus on the recent û the state of play around the Pacific Rim. However, to set the scene I propose to take a longer-term perspective. In so doing I wish to illustrate and emphasise that change is normal and natural û to paraphrase Bob DylanÆs 1963 classic, æThe times they are (always) a-changinÆ Æ. The challenge is how to cope with such change, in an industry, a corporate and a personal sense. A further challenge for geologists, both exploration and mine-based, and indeed for anyone, is to understand where they fit in the broader picture. For several reasons it is appropriate first to look briefly at the minerals industry in the Pacific Rim around a century ago. It was here in Adelaide in April 1893 that the first general meeting of the Australasian Institute of Mining Engineers (or The Australasian Institute of Mining and Metallurgy as it later became) took place and where the Centenary Meeting was held in 1993. The late 1800s and early 1900s was a period of extraordinary change in the minerals industry regionally and worldwide. The industry benefited from the economies of scale provided by improved mechanisation. It further benefited from the introduction of technically qualified professionals, such as chemists, metallurgists and mining engineers, although the usefulness of geologists had yet to be recognised commercially. With the rise of such professionals, technical societies formed and flourished. At the same time international financial markets and trade were expanding, a gold standard was widely supported and the financing of mining ventures was well established. Mining was an international business and its people travelled widely. As a consequence of the better-educated mining professional, the ready exchange of knowledge and the availability of finance, new processing techniques such as pyritic smelting, the cyanide process and flotation were developed. These, together with much improved materials handling in the mining and processing phases, dramatically changed the economics of the minerals industry.

Jan 1, 2004

The discovery of minerals in any community, especially precious minerals, gives a sense of hope and optimism about development prospects within the community. However, the euphoria surrounding such a find could be short lived if the wrong perception is created at the inception of the project, that the exploitation of the mineral resource will pose a serious problem to the community. The socio-economic impact can be negative or positive but if not properly handled, the negatives will outweigh the positives. Illegal mining activity, popularly known as Galamsey in Ghana, is a typical example of the negative impact of the mineral industry. Galamsey activities have resulted in an increase in school drop-out rate, pollution of water bodies affecting entire communities bringing a lot of health problems, destruction of farm lands, destruction of rail lines resulting in transportation problems, armed robbery, prostitution, just to mention a few. The improvement of the water supply system in the surrounding communities, implementation of sustainable development programs, improvement in the infrastructure, are just a few examples of positive socio-economic impact.Factors responsible for the socio-economic and environmental impact include: the unwillingness of most companies to invest substantial resources to deal with environmental issues, lack of adequate professionals with the requisite appreciation for environmental issues related to their activities, realisation that support of surrounding communities is key to successful operations, the now globally accepted view that multinational companies should invest in the socio-economic lives of the surrounding communities, etc. In order to ensure the prevention of the negative impact of mining activities on local communities, there should be a paradigm shift in the way the training for the new crop of mining and metallurgical engineers have been structured in the past, social contract with the local communities must be drawn and implemented; it must not be an imposition on the communities but rather a contract arising out of extensive interactions between the industries and the local communities. Environmental awareness has reached a level where communities affected by the minerals industry, to a very large extent, know what they should tolerate and what they should not. There is therefore the need to ensure that effective systems are in place to exploit mineral resources without damaging the environment.

Jan 1, 2008

In Finland fogging in mine ramps is a common problem. Fog forms when warm and humid exhaust air moves upwards the ramp, where the skin temperature of surrounding wallrock decreases to about 10¦C. Changes in fog thickness and lengths of fog-filled parts of the ramp depend at least on climatic conditions outside, diesel equipment usage in the mine, and the length of working sequence at a time. In this study fogging problems in three different mines, namely Orivesi mine, Louhi mine and PyhSsalmi mine, with different ore types, different layouts, and different depths are presented and compared. All these mines use diesel equipment and the ramp is used as an exhaust air route. In two of these mines the ramp is used as a haulage road and in the other for supply and repairing, checking, and surveying purposes. Measurements of humidity, temperature, air velocity, and dust content were performed in these mines. The measurement results, as well as field observations are presented, compared, and discussed. The results show that fog is observed in areas with high relative humidity values when air temperature and dew point temperature are less than 3¦C apart from each other. Air velocity values were high in many areas. In addition, measured particle concentration values were mainly high in areas, where fog was observed. A short literature review of recent fog formation studies is also presented. It demonstrates the complicacy of the fog formation process. Similarities and differences concerning fog problems in the ramps are found and presented. As already a lot of new information is gained, the continuation of research is considered plausible to find more economical ways of solving and preventing this problem in the future.

Jan 1, 2005

By B J. Andrew, M R. Daley

Mount Isa Copper Mines is a world-class mining operation producing approximately six million tonnes of ore per annum. With over 50 years of mining history and over 76 million tonnes of underground resource remaining there are many challenges facing the mine technical team today and into the future. The mine consists of nine distinct areas: the Hangingwall Lens, Footwall Lens, 1100, 1900, N1100, N1900, 3000, 3500 and N3500 orebodies. Each of these areas have different characteristics, requiring varying methods of mine design and ground control for safe and efficient orebody extraction. Each of the areas operate with an independent sequence whilst interacting with the entire underground operation. Within the first five years after graduating mining engineers tend to orient their careers in either a technical or operations direction. Engineers working towards a specialised technical career will often be working as mine planning engineers, whilst others more focused in the operations stream occupy roles such as operations or project engineers. At this stage of a mining engineerÆs career they are not yet categorised into one stream or another, but career decisions made now can generally focus their ultimate career path in one direction or the other. Due to the size of the Mount Isa operations there are many opportunities for engineers pursuing both career path and plenty of room for growth forthose as yet unsure.

Jan 1, 2005

By M Gao, V Lawson, W Valery

Changes in metal prices and mine output over recent years have required the Copper Concentrator of Mount Isa Mines to operate at annual tonnage rates varying from 4.0 million to 6.5 million tonnes. Several circuit combinations were operated during this period utilising up to two semi-autogenous grinding (SAG) mills and up to two ball mills. The aim was to maximise grinding efficiency and keep unit costs constant regardless of throughput rate. Measures to improve the SAG-ball mill unit operation were implemented with each circuit change. These included installation of a splitter to divert SAG Mill cyclone underflow back to the mill, increase SAG ball charge from four per cent v/v to eight per cent v/v, reduce in SAG top feed size and increase of ball mill grinding medium size. Modelling work and surveys led to a new design of the SAG liner profile from 60 rows of rail bar liners in a high-low arrangement to 40 rows of top hat liners in a high-high arrangement. An on-line SAG Mill feed sizing monitor was recently installed to improve grinding control.

Jan 1, 2000

By Dixon CA

In the early 1970s, Jim Walter Resources, Inc. (JWR) embarked on a coal mine expansion program that was unparalleled in the history of the United States. With a small nucleus of people then operating two rapidly depleting captive mines, action was initiated to develop four of the deepest mines in the United States. Because of the depth of these mines, operational and technical problems were anticipated. However, because of the high quality of the coal (Blue Creek Seam), the financial risks involved were acceptable. The total investment to get the expansion program completed (to get the new mines to full capacity) would represent an investment of over US$ 500 million.By the end of the decade of the 1970s, the Company had grown to 2100 employees who were producing 1640,000 tonne of saleable coal per year, a productivity rate of 3.9 tonne per man-shift. This productivity rate was not sufficient to maintain a profitable, viable organisation. Therefore, if the operations were going to survive, it would be necessary to improve productivity tremendously, a task which would tax the resources and imagination of all employees.

Jan 1, 1991

By A Torpy, N C. Wilson

Improvements in electron optics, field emission gun design, and X-ray detector technology have led to the development of a new class of microanalysis tools. By combining multiple wavelength dispersive (WD) spectrometers, spectral energy dispersive (ED) spectrometers and cathodoluminescence (CL) data sets, a wealth of information can be collected during routine electron beam mapping and analysis. In this paper, data collection on a field emission electron microprobe equipped with five wavelength dispersive, two silicon drift energy dispersive X-ray spectrometers and a wavelength dispersive linear array optical spectrometer has been automated with the optical, electron and X-ray signals being collected in parallel. To analyse the large hyperspectral data sets we have implemented an autoclustering strategy that can be used to produce a quantitative chemical phase map. The cathodoluminescence spectra can be deconvoluted to produce peak intensity maps, which are then converted into elemental speciation images with quantitative sensitivity down to parts per million levels. Both methods are illustrated using typical mineral processing examples, firstly a Ni-laterite sample is investigated with the fine-scale distribution of Ni examined in detail. Secondly, a scheelite sample with rare earth zoning in mapped and rare earth levels quantified.

Jan 1, 2008

Companies involved in the mining industry are exposed to risks, referred to as corporate risks, as part of the business process. Directors and management should be aware of these risks and make appropriate business decisions to address each risk. If business risks are not addressed on a timely basis the consequences are likely to be serious and will adversely impact the ultimate success of the business.The key corporate risks are:Poor cash flow and treasury management. ò Incompetent or unmotivated staff.ò Poor product quality.ò Accounting systems that do not provide meaningful and timely information.ò Computer system deficiencies. ò Ineffective credit screening.ò Assets not adequately protected.ò New ventures undertaken that are either inappropriate or not adequately researched.Exposures to corporate risk should be dealt with by Directors and management by systematically identifying major risk areas and implementing appropriate internal and management controls to deal with such risk areas. Proper management controls and procedures include the setting of overall corporate objectives and policy, monitoring adherence to such policy, establishing early warning systems to highlight problem areas and maintaining security over assets.

Jan 1, 1990

Natural gas from the south west Queensland gas fields is now available in north west Queensland to fuel the development of many Carpentaria Mineral Province projects. Like these projects, the south west Queensland gas project, developed under the operatorship of Santos Ltd, has its own æMining CycleÆ. While the project is entering its third expansion phase, it is at the same time actively extending its discovery phase, with large programs of gas exploration and reserves definition. This paper outlines the history of the south west Queensland gas project, with particular emphasis on the relationship of the project to north west Queensland.

Jan 1, 1998

By D Cai, E Baafi

Various enabling technologies and systems have recently been introduced in the mining industry. Such systems include miner-bolters with concurrent cutting and bolting, employment of two shuttle cars, adoption of self drilling bolts and utilisation of continuous haulage or monorail systems. The paper discusses how Flexsim discrete event simulation models were used to assess how these proposed mining systems can best be used to achieve and sustain high roadway development rates of 10 m per operating hour for 20 h/day.

Sep 26, 2011

A mining operation can be identified as demonstrating prudent management when a number of vital characteristics are evident.All risks and opportunities that are critical to the on-going success of the operation have been identified and are being effectively managed. All significant tasks and events are plan driven. All levels of management visibly support the policies of the operation through their attitude, behaviour and actions as well as words. Supporting evidence for required activity and the outcomes is readily available. Improvement mechanisms are working to advance the key business processes. Everyone is working towards satisfying the needs of the stakeholders of the operation. When these characteristics are integrated with the satisfaction of all legislative requirements, all industry codes and optionally all relevant international management system standards then an operation is fulfilling all the requirements of a Due Diligence Process. The majority of mining operations do not show all of these characteristics and therefore unnecessarily suffer from missed profit opportunity and constant cost pressure, less than acceptable safety and health and environmental performance and consequent poor relations with employees, unions and regulators. In these operations the characteristics to be observed are quite different.Serious incidents are occurring with no sign of a rate decrease. The operation lurches from one panic ituation to another. Management are absent in their leadership, but very active in developing rules and enforcement methodologies. The operation has no history. Re-inventing the wheel with employees who come and go at an alarming rate seems to be forever occurring. All efforts are directed at controlling the business outputs with a strong emphasis on blame. Everyone is trying to look busy to avoid the ever-present cost reduction threats. To change to more prudent management utilising a Due Diligence Process is not theoretically difficult. However it does take clear direction, focussed efforts, supporting actions with appropriate tools and perhaps most importantly an internal desire and drive to become such an operation. A Due Diligence Process is about doing the important things that have to be done, providing the understanding of why they are important, demonstrating proof of activity and effectiveness, and leading the way through effective management.

Jan 1, 1998

By J Wu

Swirl Flow Technology (SFT), a novel approach for agitation in large industrial slurry tanks, was jointly developed and patented by CSIRO and Queensland Alumina Ltd (QAL). Currently, SFT is used in 16 alumina precipitation tanks at QAL, with the first installation in January 1997. This paper provides insight to the underlying fluid dynamics, which were investigated through pilot-scale experiments. A key finding was that SFT produces tank wall velocities approximately four times that of conventional draft tube agitator systems for the same power input, whilst for solids suspension, much less power is needed. SFT is energy efficient and practical in scaling suppression as demonstrated by the full-scale experience at QAL.

Aug 8, 2011

Exploration and mining title administration in the Northern Territory has changed dramatically over the last 20 years. These changes have occurred due to legislative amendments, technological developments, and the changing face of the mining industry. The first legislation to control mining in the Northern Territory was the Northern Territory Gold Mining Act (1873) of South Australia. In 1911, control of the Northern Territory was passed from South Australia to the Commonwealth. As a result of the mining boom which followed the discovery of gold in Tennant Creek in 1932, the Commonwealth passed the Mining Ordinance of 1939. This legislation was amended 39 times and stayed in force until July 1982, when the self-governing Northern Territory passed the Mining Act 1980. This Act is still in force and is continuously under review. The first computerised mining titles system, REGIS, was created in 1984/85 and was, to all intents and purposes, just a computerised index. Various modifications ensued, and in 1989 the Titles Database was unveiled. The database has developed to be one of the most sophisticated yet user-friendly mining titles databases in Australia. In excess of 50 companies have access to the database from their own offices. Work continues on its development and fine-tuning. The paper outlines the development of the database since inception.

Jan 1, 1994

By D Whitworth

The Golden Pig mine has embarked on a diamond drill program design philosophy that increases flexibility of the program by greatly increased drill pattern densities. The use of standard broad pattern diamond drilling at the Golden Pig mine has previously lead to operational inefficiencies and impacted significantly on the costs of the mine. The diamond drill program philosophy and its interaction with mine planning is explained. The case study of the E lode mining as used to internally justify the increased drill densities is detailed.

Jan 1, 2002

By B Banerjee, N Kumar, S Parihar

Rampura Agucha Pb-Zn Mine (RAM) is located about 200 km to the south-west of Jaipur in the state of Rajasthan, India. Open pit mining operations commenced in 1988 and continued to 2018. RAM open pit footprint is the largest in India with length of 2000 m, width 1500 m and depth of 400 m. Development of an underground mine under the operating pit commenced in 2013, through trial mining longhole open stoping with cemented backfill was established as a preferred mining method. Nine years in operations underground mine has reached the production capacity of 4.5 MT, which represent more than 70 per cent of the ore volume mined by the pit. RAM is currently the world second largest underground Pb-Zn mine.

Nov 29, 2022

A low grade, refractory ore gold mine with high striping ratio such as at Macraes is always challenged in ways to improve margins. Common practice approaches used at OceanaGold Ltd Macraes are to maximise grade delivery, optimise recovery and reduce unit costs, as well as take any opportunities to incorporate new technologies and implement enhanced commercial strategies.   The Business Improvement (BI) programme was implemented across the Macraes operations in late 2003 and is being rolled-out to all other parts of the business. The core focus of BI at OGL is to: +        increase revenue, +        reduce cost, and +        improve processes.   A dedicated BI team comprising of a manager, team leaders and business analysts were engaged to identify and manage a series of opportunities to reduce operating expenses, optimise capital outlays and generate extra revenue. The Business Improvement Programme, though in its formative phase, has begun a cultural change within the organisation. Many people are starting to challenge the way they do things and are looking for ways to continually improve business performance.   The BI team encompasses individuals from different departments who can offer the diverse skill set necessary to produce intended results. The current team is made up of a BI manager, BI Team Leaders in Mining and Processing and analysts from Mining, Processing, Commercial and Plant Maintenance workgroups. A team member has recently been formally trained as a Six Sigma Black Belt. ] The BIÆs team role is to assist in the establishment of project management processes for each improvement idea. In addition the team will assist in tracking implementation, identifying and unblocking restrictions and limitations as well as setting up metrics to quantify the level of benefit returned and sustained.   From a more strategic point of view, the BI team is advancing the Business Improvement capability of the company by developing long term Communication and Training strategies. These strategies will set the direction of BI initiatives in the years to come to: +        educate the OGL workforce in basic BI techniques, +        assist the OGL workforce in applying basic BI techniques, +        communication the direction of BI in OGL, and +        close the information feedback loop to facilitate transparent communication between the OGL workforce and the BI team.

Jan 1, 2004

By Miller D. R

The mineral exploration and extraction industries have gained major cost and efficiency benefits from the use of computers. However these industries are now at a cross-roads with two seemingly disparate developments - that of an increasing number of complex geoscience databases and, at the same time, the merging of all known data for the particular regions at minimal cost. These two developments can be managed by the development and of an industry accepted geoscience data model and dictionary. This will provide a common basis of understanding for geoscience data through a common language and a common structure for geoscience information. Integration of specialist systems and databases can then proceed efficiently. The development of a data model is going ahead with consensus from the mining industry. This is a joint government and industry funded project and managed through the Australian Mineral Industries Research Association, AMIRA. AMIRA is a well known research broker to the Australian mining industry obtaining sponsorship for projects both from private and government groups. The AMIRA project, P431, called the Geoscience Data Model, is to be the Australian standard data model for geoscience disciplines. The requirement for a standard geoscience data model has been recognised in Australia for some time. In October 1991, the Australian Government Geoscience Database Policy Advisory Committee (GGDPAC) established a Geoscience Data Standards Working Group which drafted a comprehensive list of data categories of the geoscience area. An AMIRA project called AMDEX was established to develop a transfer standard for the mining industry data at about the same time as this committee was in operation. The first AMDEX sponsors meeting was held in May 1991. It was proposed to use the US Spatial Data Transfer Standard (SDTS) as the basis to transfer mining data in AMDEX. A limited data model of mining data to be transferred was developed for the AMDEX standard under SDTS. The Australian Geological Survey Organisation (AGSO) saw the need to extend this and develop a complete data model for the geosciences and proposed this as a new project to AMIRA. This was strongly supported by GGDPAC which lead to sponsorship of the project from most state geological surveys. The Geoscience Data Model can be broken down into separate data models for a number of geoscience themes and sponsorship obtained so far will enable models to be developed for a comprehensive set of themes selected by the project sponsors. Further sponsorship is required to enable a more complete coverage of the geoscience area to be developed. Sponsorship for the Geoscience Data Model has been strong from the geological surveys and there was some effort by GGDPAC to promote the project in these organisations. An Australian geoscience data model is of immediate use to the geological surveys in assisting the standardising of huge quantities of geoscience data held by government agencies and it is preferable that this be an Australia-wide standard.

Jan 1, 1995

By G Chitombo

Mass mining methods have become the mining industry’s preferred way of extracting most of the world’s most important metal and mineral commodities. Given the rapidly increasing global demand for commodities, the requirement to increase the contribution of some of these (eg copper and gold) from underground sources also continues to grow. In the case of copper this contribution is needed by a number of major producers to supplement production from their ageing deep open pits. Satisfying this increased demand will require the design, construction and operation of more effective, higher capacity and larger scale mines which, in turn, will require enhanced mass underground mining techniques such as block caving (BC), panel caving (PC) and sublevel caving (SLC).It is now widely accepted that future discoveries of orebodies, which will be developed using these methods, are almost certainly to be much deeper than the deposits presently being mined in this way and made more challenging because of the likelihood that the associated grades may be much lower than currently mined. The design and mining of future large-scale cave mines (supercaves) will become crucial in order to extract full value from such deposits. An essential prerequisite of this will be a much improved knowledge of the deposit, ie Total Deposit Knowledge. In this context, Total Deposit Knowledge is the characterisation of the ore deposit and its surrounds at all scales and includes; rock type (lithology), the spatial orientation of a range of geological features or discontinuities, rock mass fabric knowledge, metal grade and distribution data, geometallurgical data (including alteration), geo-hydrology, permeability and porosity. This is the information that will be used, as now, to delineate geological and geotechnical domains and construct models, but with outcomes superior to those presently available. From this information better-informed feasibility study design decisions and performance predictions must be made. In summary more geological information and analysis is required and this needs to be aligned to potential mining and processing requirements much earlier in the project than commonly occurs.

Aug 22, 2011