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By Sullivan T. D

The Lochiel Deposit is a large occurrence of soft brown coal about 130 km north of Adelaide. The deposit is undergoing continued evalua- tion of which an integral part was the excavation of a Trial Pit. The Trial Pit was deemed necessary to demonstrate that the deposit may be mined efficiently by draglines and the particular emphasis was on the geotech- nical and hydrogeological aspects of what may be termed difficult mining conditions. The dewatering of the Trial Pit was commenced in September 1986. After considerable planning and excavation was successfully completed in May 1987. The project is unique in terms of its size and technical com- plexity. It entailed excavation of over 230,000 m3 of overburden to an overall depth of 36 metres. The excavated material was utilised for experimentation in a Trial Dump. Included in the Trial Pit design were several novel techniques includ- ing depressurisation drains to improve mining conditions in soil strength materials and the use of vacuum to aid dewatering.

Jan 1, 1988

Underground mine ventilation is now com monly simulated on a digital computer. Such a programme, incorporating natural ventilation has been modified by others to account for methane emission and elevated local tempera- tures. At Wollongong University, the pro- gramme was further developed and extensive interactive graphics incorporated such that any view of the three dimensional mine could be viewed, and superimposed upon that view are areas where a nominated parameter has exceeded a particular value - generally at a nominated time after a particular event and usually a fire/explosion of one type or another. A further programme was developed such that up to 20 'times' could be examined at a particu- lar location after say, a fuel rich fire at some other place in the mine. The output from this programme includes a plot of methane 1, smoke 1, temperature, pressure and air flow versus time - a most useful graphic to observe the limits of safe attendance in a particular Airway.

Jan 1, 1983

By E Vargas, A Egana, M Alarcon, X Emery, A Barberan, A Lopez, N Morales, C Friedrich

"As the cost in time and money of data from sensors and small-scale tests has reduced, additional challenges have arisen. Although many mine data sets are not big relative to those in other disciplines, they are complex in other ways, and becoming too large to manage efficiently on personal computers. In order to take advantage of the opportunity offered by increased data, a diverse team from Universidad de Chile and CSIRO Mineral Resources has developed a virtual geometallurgical laboratory to support the computational requirements linking data acquisition with data-driven business decisions. A particular focus to date has been the development of user-guided workflow ensembles to enable comparison between plausible geometallurgical hypotheses.A case study has been undertaken using publicly available data from the Rocklea Dome iron deposit in Western Australia. A hypothetical mining schedule was produced from geochemical and hyperspectral drill core/chips data via the following steps: data preprocessing, exploratory data analysis, geochemical interpolation, block modelling, ultimate open pit design and scheduling. The key outcome of this study was the integration of workflow stages through new plug-in methods or modification of existing software. Outcomes from this study will be described in the paper in terms of geological and metallurgical data quality, analytical software support and ongoing computing infrastructure requirements.CITATION:Lopez, A, Barberan, A, Alarcon, M, Vargas, E, Ortiz, J, Morales, N, Emery, X, Egana, A, McFarlane, A and Friedrich, C, 2016. Progress towards Data-driven Mine Planning via a Virtual Geometallurgical Laboratory, in Proceedings The Third AusIMM International Geometallurgy Conference (GeoMet) 2016, pp 287–294 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Jun 15, 2016

By J Naude

The TauTona (Sotho for Great Lion) Mine near Carletonville, which is one of AngloGold AshantiÆs most profitable operations in South Africa, has started a multi-million dollar expansion project that is expected to extend the operational life of the mine by at least three years. The project will also secure some 1900 jobs for existing workers and contract workers. The $US140 million project entails the development of the orebody to a record depth of almost 4 km underground. It means that TauTona, which already mines gold at the deepest levels in the world, will deepen its mining activities from 3600 m to a new record depth of 3910 m. There is great anticipation about the expansion program, especially because of new technology that will contribute to a safer working environment. It includes a simplified hoisting system that will minimise safety risks in conveyance activities. Due to the unique nature of this project, depth below surface and working through a three-tier shaft system, various innovative measures were incorporated into the planning of the endeavour. Special support equipment was designed to reduce cycle times and enable the crews to install the extensive support, prescribed by the mineÆs rock engineering department, right up to the face before every blast. Both declines dip at 23¦. The personnel/material (P/M) shaft is 4.4 m wide x 3.9 m high. This shaft is unique in that the conveyance will have an onboard driver. The rock shaft is 4.5 m wide x 3.6 m high. Rock will be hoisted with two, ten-tonne overturning skips. In both cases, P/M and rock, the winders were designed for the highest duty cycle, which is encountered during sinking.

Jan 1, 2005

The New Zealand Mines Rescue Brigade was established as a result of the Dobson mine disaster on 3rd December 1926, when 9 men lost their lives. Prior to this, there had been four major disasters in New Zealand coalmines, with a total of 145 fatalities. Only large-scale events such as explosions or major fires were considered reportable. Until and including the Dobson disaster, no mine emergency response facilities or organisation was in place.   Unfortunately, over the next five decades the establishment of a Mines Rescue Service did not mean that disasters involving multiple fatalities ceased. The coal mining industry continued to suffer the consequences of poor mining practice, inadequate or inappropriate monitoring and management, and sometimes complete disregard for the regulatory requirements current at the time.   The role of Mines Rescue has been defined in statute, and regulated by Coal Mines (Mine Management and Safety) Regulations. Currently, the statutory obligations have been under the Mines Rescue Trust Act 1992.   The Mines Rescue Brigade historically, has primarily been a reactive service, with stations and facilities established to train brigadesmen in emergency response procedures, specifically to mobilise in the event of a call-out at any one of the many coalmines operating within each stationÆs area of jurisdiction.   Over the last ten years, this role has changed. The service has adopted a proactive approach to emergency response, and has established a close liaison with all mining and tunnelling operations throughout industry, both underground and surface. The objectives have become emergency prevention focussed, and the service has incorporated a range of theoretical and practical training, simulated exercises, more sophisticated equipment and techniques, and a desire to ensure that emergency response capabilities are not needed, whilst maintaining the traditional and statutory obligation to respond if they are needed.

Jan 1, 2004

By G D. Carman

White Rock is a reduced tungsten-tin skarn deposit near Rye Park, New South Wales. This abstract summarises the depositÆs mining and exploration history, and current exploration by Paradigm Metals Ltd targeting an economic resource at the deposit. An EXTENDED ABSTRACT is available for download. A full-length paper was not prepared for this presentation.

Jan 1, 2008

By J Pease, P Cameron, D Drinkwater

"In the 1990s metal prices were trending in a long-term decline and the usual cost-cutting exercises were adopted. Cuts to research and development made innovation difficult and the outlook was grim. But necessity is a strong motivator, and these conditions spurred the Mine to Mill movement that optimised across organisational ‘silos’ and utilised new technology tools, innovative software and increased computing power. Many applications of Mine to Mill exploited the fact that comminution is usually the site processing bottleneck and blasting is more efficient at breaking rock than grinding. This approach sought to: understand and characterise rock breakage from mining to the milldevelop models and simulators for blast design, fragmentation, crusher and mill circuitsdevelop tools to measure in real time the particle size distribution of rocks on run-of-mine (ROM) muck piles, at the primary crusher truck dump pocket and on conveyorsensure effective communication across the silos between geologists, blast design engineers, mining engineers and metallurgists.These methods and the technology tools available in the 1990s were widely adopted at numerous sites around the world with significant benefits. Semi-autogenous grinding (SAG) mill throughput increases of 10–20 per cent were common. This was the advance the industry desperately needed. It was low capital cost; it was obvious. It was here to stay.Except, in too many cases, it didn’t. In the minerals price boom of the 2000s Mine to Mill was no longer necessary to ‘survive’, even though it was still good business. Some operations, including some of the early success stories, slipped back to old habits of optimising within organisation silos instead of across them. Fortunately, other operators still embraced Mine to Mill and developed new techniques. Mine to Mill was still successful, but not as widely adopted as we had expected it to be. Now the boom has ended and operations are again under cost pressure. Since these are the same circumstances that created Mine to Mill, it seems time to achieve the wider adoption. Since the 1990s many new or advanced technology tools are now available for Mine to Mill projects: blasthole sensors, new explosives formulations, new blasting techniques and modelling, ore tracking devices, improved image analysis to determine size, texture and colour of coarse ore, grade sensors, whole-stream simulation tools, and even more powerful computing hardware and data analysis software. If we could achieve so much in the 1990s, how much more can we achieve today when we have the same imperative, the same potential and a larger number of high technology tools?Citation:Cameron, P, Drinkwater, D and Pease, J, 2016. The ABC of Mine to Mill and Metal Price Cycles, in Proceedings 13th AusIMM Mill Operators’ Conference 2016, pp 349–358 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Oct 10, 2016

By Browne TJ

On 13 October 1993, a shallow earthquake registering 7.1 on the Richter Scale occurred near Tauta in the Finisterre Range of Papua New Guinea (PNG) killing 37 people. The aftershock series lasted three months and resulted in considerable landslide damage that destroyed villages, food gardens and airstrips, and blocked rivers causing catastrophic flooding. These effects have irrevocably altered the form of many of the valleys and rivers draining into the Markham and Ramu valleys.The earthquake occurred in a pilot study area for a landslide hazard mapping project being carried out by the PNG Geological Survey that commen-ced in April 1993. Comparisons made between areas identified as unstable during the study with those damaged by the earthquakes show good correlation.It is concluded that aerial photograph and Landsat TM imagery interpretation can be used with a high degree of confidence to identify potential landslide hazards in mount-ainous terrain. Landslide hazard maps are promoted as a tool for use in the route planning of roads and powerline corridors, as well as for identifying vulnerable communities.

Jan 1, 1994

By Kelly E. G

New Zealand suffers the disadvantage of widely scattered ore bodies, none of which is large enough to economically support its own smelter. This leads to the concept of a centrally located smelter which must be flexible enough to cope with var

Jan 1, 1980

Chlorination of organic matter by direct injection of chlorine gas or hypochlorite has been investigated metallurgically worldwide with little understanding of the basic chemistry of the passivation mechanisms in- volved. In this paper, chlorination of carbon is attributed to oxidation-reduc- tions, resulting in surface halogenation of graphitic or amorphous carbon. It is proposed that chlorine and carbon interact to form thin coatings of chioro-carbon complexes that block the adsorption of gold cyanide com- plexes, thus passivating the gold adsorption sites of carbonaceous matter. Analytical, spectrographic, microscopic and electron-optical methods have been applied to demonstrate the proposed mechanism of chlorine-carbon bonding, as well as to evaluate the advantages and limitations of chlorination in the pretreatment of refractory carbonaceous gold ores.

Jan 1, 1991

By J Hudson

Autogenous (AG) and Semi Autogenous (SAG) grinding mills are the conventional selection for large-scale grinding circuits. It is accepted that these forms of comminution are not the most energy efficient available. This efficiency combined with escalating energy prices, steel prices and the requirement to process larger, lower grade deposits has necessitated that better comminution techniques are found to challenge the dominant position of AG/SAG mills in the grinding circuit. Recent advances in high pressure grinding rolls (HPGR), particularly in terms of roll surface protection have meant that, depending on the application, an economic alternative is available to the large diameter AG/SAG mills. Mining companies now recognise the potential benefits of HPGR and so they need proper assessment in the design of new or upgrade of existing grinding processes. Of course, the answer to the question AG/SAG or HPGR is not straightforward and the impact of the grinding process on the whole metallurgical process needs to be evaluated. Clearly this is a complex decision to make and requires substantial metallurgical knowledge, test work, and objective analysis. The perceived downstream processing benefits will differ between different plants depending on the ore type and processing conditions. The optimal design of the comminution circuit requires that a robust methodology is followed to objectively characterise the ore, size the equipment and determine the downstream processing benefits. The paper gives a brief comparison of the capital and operating costs for both grinding systems, and then outlines the appropriate test work that is required to make an informed decision.

Jan 1, 2006

The Pike River Coalfield is located on the West Coast of the South Island of New Zealand near the top of the Paparoa Range approximately 45 km north east of the coastal town of Greymouth. The Pike River Coal Company Ltd (PRCC) is owned jointly by New Zealand Oil & Gas Limited (NZOG) and private investors.   The project has followed a long and difficult road towards project implementation which is now a reality with mine construction scheduled to commence in November 2005. The first stage of the project, the consent and land access process has been the most difficult. Resource consents for the project were first applied for, granted and appealed in 1998. A second round of modified resources consents followed a similar path in 2001. Following consultation with a range of parties including local and central government as well as the Department of Conservation, in March 2004 the Minister of Conservation granted PRCC access through Department of Conservation land. In October 2004, the Environment Court issued a Memorandum of Consent granting resource consents with conditions that had been negotiated between PRCC and the appellants.   The second stage of the project, investigation and design, commenced in December 2004 and was completed in June 2005 with the PRCC board ratifying the project capital and operating budgets. While the investigation and design work was proceeding, PRCC were also engaged in securing private equity and bank debt funding for the project. Formal Board approval to proceed with project construction was granted in September 2005 following completion of fund raising.   The project consists of a number of significant construction activities, namely: +        10.5 km of mine access road through previous logged and virgin rain forest; +        2.2 km of tunnel through metamorphic rock; +        a coal preparation plant about 8.3 km from the mine portal; +        an underground coal preparation plant; and +        a major slurry pump station, high and low pressure underground water supply systems to support hydraulic mining units and underground coal transport respectively.   Project construction is expected to be completed in April 2007 with completion of the ventilation shaft. Mine production will commence in December 2006 with coal from pit bottom development which will be carried out by the mine owner.

Jan 1, 2005

Discovered in 1954 and mined since 1966, the X41 copper orebodies have produced over 143 Mt @ 3.3 per cent copper. By June 2002 the production from these orebodies had depleted the Mineral Resource to 36.6 Mt @ 2.8 per cent Cu (including 31.5 Mt @ 2.5 per cent Cu combined 2002 Ore Reserve). Mine production will ramp down to cessation beyond ten years. The 2002 Copper Business Study was commissioned to review the status of the Mount Isa copper business and to optimise the long-term strategy of the operations. The study resulted in a vastly improved geological and geostatistical model, and financial studies led to the optimisation of mine cut-off grades. Utilising these new models, a near-mine target generation workshop was conducted by the copper stream geology team. The workshop focussed on exploration for new ore sources and the extension of existing orebodies to supplement the Mineral Resource inventory for future conversion to Ore Reserves. Several prospective targets were identified and the Conceptual Northern 1100 Drilling program was subsequently designed. This paper shall discuss the practicalities of near-mine target generation in Mount Isa, the issues faced when locating and preparing drill sites in a mature mine environment, and the preliminary results of the drilling program so far.

Jan 1, 2003

By H Allday

The mining industry’s attention has shifted over the last decade with the recovery from the downturn resulting in greater development of innovation and new work methods in a bid to remain competitive and deliver higher productivity. The emphasis on cost reduction to improve profit margins has primarily been the focus of the “work smarter” campaigns embraced within the industry. But is this strategy holistically the best-for-business, or does it place a ceiling on revenue opportunities and inhibit mining companies from truly maximising value? Businesses need to maintain a balance between active cost management and revenue generation often resulting in cost reduction strategies at site level. These strategies have merit, assessing areas of cost wastage across operations and creating space for opportunity. However, this potentially can create distractions from the goal of enabling growth and lead to the sacrifice of quality and delivery. Focusing too heavily on cost reductions without addressing revenue generation is an unprofitable lens to look through, and the relationships between cost, revenue, quality and profit margin can often be overlooked resulting in missed opportunity to maximise value. How these relationships are effectively employed by mining companies to reap the rewards from an overarching corporate perspective down to site level remains a fluid concept depending on the nature, operating market and strategy of the business. A common directive from businesses to their operations is to strive for greater profitability and productivity. The quantification of these requirements, and the nature of the cascading message delivered, impacts the methods employed by the operational team to meet the expectations of the business. Cascaded strategies, if not delivered with appropriate participation and buy-in can often be perceived to be knee-jerk and create frustration for operations who are squeezed to deliver on expectations by slashing site costs. This squeezing is not only felt by the mining operation but at the individual level and can result in increased team stresses. In some cases, this may also steer behaviours towards activities that result in corner cutting and an elevation of operational risk, potentially increasing associated incidents and injury. Driving down costs by any means can create an unhealthy tunnel vision where value is no-longer assessed for best-forbusiness results. By flipping the viewpoint to a value-based approach revenue opportunity may be realised and potentially exceeded, however this opportunity may be missed if value is over shadowed by a cost heavy focus. By analysing a selection of real operational cases (ranging from mining contractors through to in-house mining giants), it becomes apparent that practical revenue maximisation strategies are not only key to an increase in value and cash flow but to a stronger understanding of business drivers for sites and operators alike. In the cases evaluated additional revenue opportunities are foregone in favour of cost reduction strategies resulting in negative impacts on the associated operations and wider businesses. Alignment towards value generation is king. If strategies are not implemented focusing towards value and revenue maximisation, the opportunity loss experienced by mining operations could continue be great and the question should be posed; when the next up-turn hits will operations be ready to reap the rewards or still have a glass ceiling above their heads?

Mar 15, 2021

By J King, T Hunter, R Coleman

"The industry that supports operations and new projects is suffering a rapid decline in the currently severely curtailed capital investment environment. This is evidenced by a decline in the number of skilled teams, who are now centred in fewer locations. Other features are an aging and retiring ‘Baby Boomer’ generation, coupled with a low uptake of new graduates and the uncertainty in predicting future capital expenditure programs and requirements. Combine this with a reluctance of cash-poor operations to modernise and adapt in an environment of low metal prices, and there is a real uncertainty in how service providers will meet industry needs as they evolve.The industry that supports operations and new projects is suffering a rapid decline in the currently severely curtailed capital investment environment. This is evidenced by a decline in the number of skilled teams, who are now centred in fewer locations. Other features are an aging and retiring ‘Baby Boomer’ generation, coupled with a low uptake of new graduates and the uncertainty in predicting future capital expenditure programs and requirements. Combine this with a reluctance of cash-poor operations to modernise and adapt in an environment of low metal prices, and there is a real uncertainty in how service providers will meet industry needs as they evolve.Trends amongst service providers will be put forward as well as developing options and alternatives. These embrace a whole gamut of agile alternatives in the areas of partnering, alliances, commercial and shared risk models and mutual innovations. These will be discussed with some case studies and suggested approaches.Particular emphasis will be upon brownfield expansions and upgrades which have emerged recently as a preferred lower capital and focused way to achieve best practical outcome at lowest cost. There are a number of specific features of such brownfields projects including the requirement for very close cooperation between the execution team, operators, maintenance and suppliers and a maximum usage of site resources and ingenuity. Often, required investment hurdle rates are high, downtime allowed is minimal and site resources usage is maximised. This requires mutual trust, good planning and high health, safety, environment and community (HSEC) standards and practice. In many ways the practices and skills needed are the exact opposite of the historical ‘big greenfields’ project with which the industry has been geared for more recently.Another developing area has been with innovative commercial models and practices. These have been as a direct result of the more challenging investment criteria being adopted and the relative hunger of service providers. It has become more common to look at these commercial/costing alternatives very early in the project cycle as an essential project tool and not just as a possible option. These commercial solutions cover such alternatives as leasing and rental, deferred payments, build–own–operate–transfer (BOOT) and build–own–operate (BOO), whole-of-mine preferred spares and maintenance terms, and aggressive performance targets with real assurance penalties. Once again this requires very close mutual dealings and trust, and sufficient time allocation compared to a conventional approach.Citation:Coleman, R, King, J and Hunter, T, 2016. Upgrades, Modernisations and Expansions... Where Will the Expertise, Capability and Skills Come from in the Future?, in Proceedings 13th AusIMM Mill Operators’ Conference 2016, pp 69–76 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Oct 10, 2016

By Hinton A. T

Three, and possibly four, distinct types of quartz-vein associated gold mineralisation are recognised in New Zealand. They are: epithermal, schist-hosted, metagreywacke-hosted and metamorphic core complex associated types. Each has a unique geological environment and structural regime which has provided the gold source, scavenging mechanism, emplacing mechanism and geometry. Each has a characteristic suite of associated metals and trace elements. The first three types form economically important gold deposits while the fourth type have been historically worked for gold and base metals. Intense exploration is currently being focussed on all four types.The epithermal type is typified by the extensive vein systems of Martha Hill, Karangahake and Golden Cross and numerous smaller examples. The veins were deposited in a near surface active volcanic environment from deeply circulating hot water. Their structure is tensional, veins are vertical-to sub-vertical and have limited depth. Their geochemistry is identical to that in active felsic hydrothermal centres in the central North Island. Major minerals are gold, pyrite, arsenopyrite, galena, chalcopyrite, sphalerite and argentite.

Jan 1, 1990

By C J. Moran

The Gladstone region, as one of the most industrially intense regions in Australia, uses significant quantities of fresh water. Awoonga Dam, situated on the Boyne River, is the only major source of water in the region. The current typical annual usage is 53 GL (Porteous, 2006) and approximately 80 per cent of the water is used by heavy industry (Gladstone Area Water Board, 2004). Until relatively recently, there has been ready and easy access to raw water for industrial use. The recent drought, which resulted in severe water restrictions in 2002 and 2003, emphasised the importance of water for a dominant industrial region like Gladstone. Although now in the process of changing, the typical contractual arrangements in the past have provided little financial incentive for efficient water use. From research undertaken on potential water reuse opportunities, several key questions have emerged related to water management in an industrial region such as Gladstone. This paper highlights these key questions, presents findings from recent regional strategies and assesses the potential for water reuse. Even though there is no clear-cut financial incentive for reusing water, there could be stronger regional and risk mitigation drivers for doing so. Initiatives to incorporate adaptive capacity through collaborative industrial synergies would allow for robustness and resilience in water security, leading to long-term sustainable water management across the Gladstone region.

Jan 1, 2006

Oceana Gold CorporationÆs (OGC) Frasers underground (FRUG) transitioned into production in early 2008. The mine uses a relatively unique yielding pillars mining method that takes its lessons from empirical coal mining practices more so than hard rock techniques. Being a low-grade, flat-dipping resource hosted in the highly structured relatively weak Otago schist in central South Island in New Zealand, meant a number of iterations were undertaken to find the right mix of mining cost and resource extraction. Mining is on the down dip extension of the active Frasers open pit at the Macraes site (that extracts the full shear zone package at a head grade of 1.5 g/t). The challenges for the FRUG feasibility study team was to deliver an net present value (NPV) positive operation that would exist as a coproduct with OGCÆs other New Zealand operations, allowing it to make use of the high throughput low cost refractory ore treatment facility.Key factors in the successful project design were: Net capital costs kept to less than NZ$30 M by realising significant gold revenues from mine development from month four onwards. Virtually eliminating waste development by putting all key capital infrastructure in the low-grade ore adjacent to panels and maintaining the option of extracting this resource on retreat from the mine. Targeting a specific higher grade halo ore package within the entire mineralised shear zone. Applying a mining method that accepted a higher degree of dilution, ore loss and resource loss (in yielding and non-yielding pillars) to the flat-dipping resource. Thus providing an acceptable margin per tonne and resource tonnes mix, as the resource could not support a conventional low-cost caving operation, nor a higher cost room and pillar or open stope and backfill operation. 2008 has seen increasing tonnes and grade performance with a corresponding decrease in cost per tonne and cost per ounce as the mine has reached nominal capacity and is producing an operating surplus. The challenge will be to maintain and improve.

Jan 1, 2009

By E Widzyk-Capehart, P Vallejos, R Asenjo, J Ruiz-del-Solar

Throughout the minerals industry, it is evident that a new wave of technological innovation is needed as the mining sector looks for ways to achieve higher security and safety as well as higher production rates with less investment. Innovation has always been one of the key factors in achieving success within the mining industry. However, its importance will be especially relevant in the coming years if negative trends in commodity prices and new challenges facing the industry (lower grades, deeper mines and economy of scales) are to be overcome and the future sustainability and profitability of the sector ensured.The drive towards fully autonomous operations has begun, with the implementation of automated systems in both surface and underground operations. However, these automated systems are currently planned and realised with well-defined automated tasks within structured environments and isolated spaces. Currently, there is no interaction between automated systems, manned systems or humans, which creates physically isolated environments.For fully autonomous and continuous operations, the automated systems need to operate in environments that enable flexible interactions between automated machines, tele- and manually operated machines and humans.In this paper, we address the automation paradigm considering the synergistic collaboration between humans and automated systems. In this paradigm, humans and machines would interact in a flexible, collaborative and synergistic way without the need for isolation. The implementation of this concept within mining operations will have to be underpinned by science and technological developments and will require adaptation from many fields, including robotics, automation, distributed systems, communication, human factors, pattern recognition and mine design.The paper also presents the research and development work being undertaken at the University of Chile’s Advanced Mining Technology Center, in collaboration with the Chilean mining industry. This will provide the basis for flexible interactions between humans and technology-based systems towards a future of autonomous and continuous mining systems.CITATION:Ruiz-del-Solar, J, Widzyk-Capehart, E, Vallejos, P and Asenjo, R, 2015. Synergistic collaboration of humans and automated systems – innovative steps towards fully autonomous and continuous mining systems, in Proceedings Third International Future Mining Conference, pp 83–94 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Nov 4, 2015

By S R. Green, G D. Corder

The legacy issues from mining can, and have often, extended well beyond the closure of operations. However, conventional cost-benefit analysis provides little incentive to implement initiatives at the project development stages of a new mining project as the costs that will be incurred towards the end of the mine life, 20 years or longer, appear minor in net present value (NPV) terms. This analysis can be misleading as the true costs of managing post-mining land can continue for many years, or decades, after mining ceases and any resulting unfavourable legacy issues can delay or prevent government permits or licences to develop new resources. Proper upfront planning is critical for implementing successful rehabilitation and closure strategies. The investment in this planning needs to be done in a structured and rigorous manner taking into consideration the long-term and broad benefits of sustainable land uses after mine closure. The advantages of such an approach could include the streamlining of regulatory approvals by early advice to the regulator of identified issues and responses to those issues, and clear evidence that a strong social licence to operate ethic with local, regional and national benefits is included in the decision-making process. This paper investigates the potential closure options for two case studies at the early stages of project development - concept and prefeasibility. By using a sustainability framework that can identify opportunities and risks, prospective initiatives that deliver enhanced environmental, community and social benefits will be compared with compliance-orientated approaches. This comparison is made across the Five Capitals Sustainability Model - natural, human, social, manufactured and financial. The results of this analysis demonstrate that upfront planning during project development and due care and effort during the life of the working mine will reduce the risks of long-term detrimental legacy issues. This will ultimately benefit the mine operator, the local community and the state.CITATION:Corder, G D and Green, S R, 2012. Using a sustainability assessment framework to achieve enhanced legacy outcomes, in Proceedings Life-of-Mine 2012 , pp 311-318 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 10, 2012