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By M Malec, J Szczerbinski

Hazards in underground mines are concomitant with the mining of mineral deposits and have their source in a minerÆs work environment. The authors of the paper have undertaken a trial classification of these hazards into three groups, depending on the sphere of their occurrence:lithosphere, ie rock mass, atmosphere, ie air in mine workings, and technosphere, ie machines, equipment and facilities in mine workings. The lithosphere creates such hazards as bumps, rock outbursts, the atmosphere is a factor causing fires, methane explosions and climatic hazards, whereas accidents concomitant with an operation of machines and equipment occur in the technosphere. Assuming that the number of accidents in the mining industry, concomitant with hazards, reflects the degree of safety, it has been shown, that in Poland they are under control to a large extent.

Jan 1, 1999

Palaeomagnetic work on the red beds of the Hervey Group from central N.S.W., and on the Mount Eclipse Sandstone from the Ngalia Basin, Central Australia, reveals a pre-deformational magnetization from the Hervey Group, which indicates a semi-equatorial palaeolatitude during the latest Devonian or earliest Carboniferous and a syn-deformational magnetization from the Mount Eclipse Sandstone which places Australia at a palaeolatitude of about 70¦ ¦ 20¦S during the early Late Carboniferous. By comparison with the existing data from Australia, the new results indicate that: (1) Australia (and thus eastern Gondwanaland) underwent a rapid southward movement of about 60¦ during the late Early and early Late Carboniferous, (2) the Lachlan Fold Belt has been part of cratonic Australia since at least latest Devonian or earliest Carboniferous, and (3) the New England region and cratonic Australia were at a similar palaeolatitude during earliest Carboniferous, but they may have undergone the rapid southward movement separately.

Jan 1, 1987

By R Hao

Uncertainties in large open pit geotechnical modelling has been a major concern for slope stability analysis. The level of confidence in the in-put assumptions, such as structural and rock mass model, dictates the modelling results to some extent. This article is to detail a case study of Kalgoorlie Consolidated Gold Mines (KCGM) regarding a predicted inter-ramp failure on an as-built pit walls by a 3D numerical modelling. Significant concerns were raised across site and multiple preventive plans were considered. After intense data collection work, it was confirmed that the risk of failure had been overestimated. The case study has improved the understanding of geotechnical data in-put and has enhanced the process of creating and updating geotechnical structural models at KCGM.

Jun 22, 2022

By G McCullough, J Els, J Bassan

Integrated Remote Operations Centres (IROCs) have a crucial role in optimising a mine’s carbon emissions, especially as industry faces an imperative to achieve net-zero emissions on an accelerated timeline. To meet this time pressure, operations must adopt a comprehensive approach to energy-related carbon management and history has proven that modern technologies cannot be simply bolted into existing operations. An IROC is the most dependable solution to enable a swift transition from strategy to operational tactics that support carbon optimisation. Achieving net-zero emissions requires addressing significant energy management challenges such as fleet electrification, integration of renewable energy sources and large-scale energy storage. These challenges demand a profound change in planning, managing and executing work at large operations. The key to overcoming these challenges is an integrated approach incorporating collaborative decision-making across the value chain and more sophisticated planning approaches. Additionally, closer integration with downstream processing offers opportunities for carbon optimisation across the value chain. This includes the ability to supply tailored products that meet more varied feed-requirements of customers transitioning to less carbon-intensive processes and developing collaborative decision-making across the entire steelmaking value chain (by incorporating steelmakers, transport, coal/natural-gas/hydrogen supply, energy supply and iron-ore supply). However, this requires significant improvement in collaborative maturity and integrated decision-making capability. Finally, the imperative to reduce carbon emission demands the introduction of a range of new technologies into existing operations. The new technologies will increase the operational complexity of the mines and IROCs will need to evolve capabilities to manage the increase complexity and support the effective operationalisation and integration of these new mining technologies. This paper outlines the new capabilities required and the role of IROCs in effective integration across the demand value chain. The focus is on building on the mining industries’ existing IROC experience and augmenting with processes, technologies and lessons from other industries.

Sep 18, 2023

By M Scoble

This paper addresses the importance of collaborative approaches to resolving future mining challenges. It attempts to provide some insight into understanding the theory, measurement, mapping and management of collaboration. This is related to the design and planning for successful research and educational initiatives. Reference is made to Canadian and global case studies and personal experiences.

Nov 22, 2011

By J Ross

The foundation of effective leadership is communication. You can have all the leadership theories, models and training you want, but in the end it is all about leaders talking to, listening to and understanding the point of view of those below and above them.The foundation of effective safety is peoples’ behaviours. Every incident, every near miss and every safe act comes down to what one person does and how that affects themselves and others. We tend to focus these behavioural considerations on the people at the ‘coal face’, those most in harm’s way. But it is the individual behaviours of everyone in the organisation, particularly those at the top, which are just as (if not more) important. The foundation of effective safety leadership in the mining industry is that it starts at the top, with the individual behaviours of leaders. The behaviours of each and every leader will be reflected in their teams. And where their teams are made up of leaders, these leaders will pass these behaviours on to their teams and so on. It’s the sum total of what people see their leaders do and what they do as a result, that creates the ‘culture’ of the business – and it’s this culture that makes or breaks how safely people work.

Mar 21, 2011

ADDRESS BY THE PRESIDENT OF THE INSTITUTE (MR. J. G. SYMONS) IN PRESENTING THE AWARD TO ELLIOTT SYLVESTER TIMOTHY O'DRISCOLLTim O'Driscoll comes from a mixture of Irish and Scottish stock. His family on the paternal side settled on land in Western Australia in the middle of the last century. His family on the maternal side were part of the W.A. goldfields scenc, including places such as Kanowna, and the Great Fingal mine, near Cue, where his grandfather lies buried.The combination of land and mining environments may perhaps have contributed to an innate interest in geology shared by Tim and his two brothers, all of whom became geologists.Tim showed an early liking for mathematical and geometric subjects, and in his B.Sc. studies at the University of Western Australia he took a major in mathematics along with geology in 1940.His first job was on the Kalgoorlie Golden Mile, and then at Norseman. After serving as a flying boat navigator in the north and south Pacific theatres in World War II he returned to Kalgoorlie and thence to Broken Hill.

Jan 1, 1977

By Y Li

An ilmenite ore from the Murray Basin was initially characterised using combined X-ray Fluorescence Spectroscopy (XRF), X-Ray Diffraction (XRD), Scanning Electron Microscope (SEM) and Electron Probe Microanalysis (EPMA) techniques. XRF analysis showed the ilmenite sample contained 58.7 wt per cent TiO2 and 26.2 wt per cent Fe2O3. Major impurities included: Cr2O3 (4.5 wt per cent), Al2O3 (2.7 wt per cent), SiO2 (1.9 wt per cent), Mn3O4 (1.5 wt per cent) and MgO (1.1 wt per cent). Manganese and magnesium were present as solid solution components within the ilmenite lattice while the elevated Al2O3 and SiO2 levels were due to separate aluminosilicate gangue minerals. Chromium was associated with discrete chrome spinel gangue phases of variable composition, (Fe,Mg)(Cr,Al)2O4. Quantitative XRD analysis of the sample identified rutile (12 per cent), ilmenite (11 per cent), and pseudorutile (67 per cent) as the main titanium-containing phases and chrome-rich spinels (seven per cent) as the major impurity phase. Minor quartz, aluminosilicates, zircon and monazite were also present. The ilmenite was mixed with synthetic graphite, pressed into pellets and reduced carbothermally in nitrogen at 1200 and 1400°C with C/O molar ratio of 1.2. Titanium oxide in the ilmenite was converted to titanium oxycarbonitride. Iron oxides were reduced to metallic iron. The Changes of impurities as a result of reduction was examined by SEM and EPMA analyses. Iron and chromium oxides within Fe-rich chromite were reduced to form a Fe-Cr-C alloy. Mg-rich chrome spinels were partly reduced at 1200°C. Zircon particles were not reduced at 1200°C, but were significantly reduced at 1400°C, with the particles becoming porous and the silicon being removed.

Oct 5, 2011

By M I. Roberts

Corporate and workplace culture, as many owners, directors, executives and managers know, is by far the most powerful determinant of productivity. It’s much more significant than buildings and equipment. Yet although no one today would build a building or machine without a plan, few leaders have a plan for building and sustaining a safer and more productive culture.Using practical ways, culture can be planned and shaped as desired. Success requires implementing a project plan for changing the systems that drive behaviours that in turn shape attitudes. The combination of behaviour and attitude together with leadership largely shape culture.To improve performance, leaders need to:1. improve the organisational systems that drive behaviour2. action a project plan for improving specific performance metrics 3. demonstrate leadership that is conscious, disciplined, committed and passionate for purposeful use of human energy.This paper explains all three factors in practical ways with operational and corporate examples. It details understanding and applying the power of fundamental statistical analysis tools to recalibrate, focus and drive proactive leadership that takes responsibility for process improvement, supporting people and ensuring accountability.Experience and practical understanding of human and organisational behaviour confirm that the Measurement ? Analysis ? Reporting system combined with conscious leadership is by far the most powerful driver of behaviour. This wisdom produces profound changes in leadership style and behaviour. It develops outstanding leadership to create and sustain a safe and highly productive culture reliably producing consistently high quality products. It is the key to developing accountability, employee retention and a sustained competitive advantage.CITATION:Roberts, M I, 2016. Building safe, productive cultures and leadership, in Proceedings International Mine Management Conference, pp 163-178 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jun 22, 2016

The æMountain Camp reefÆ at Alford's mine, Wakamarina,Marlborough, had no recorded gold production although assays of 5 - 26 g/t were reported, but it did produce c. l000 kg of scheelite. The lode consists of a lower massive quartz layer, and upper, cm-banded, ribboned quartz layers, and has a very low sulphide content. Within the massive layer, relict early fine-grained mosaic quartz with idioblastic scheelite is surrounded by recrystallised granoblastic coarse-grained quartz with calcite and plagioclase, in which an original ribbon banding texture is mimiced by strings of tiny inclusions. In both the banded and massive layers, rounded quartz grains, created by cataclastic milling of grain margins and along syn-vein fractures, have been partially annealed within later quartz overgrowths. Late fibrous quartz and calcite fill brittle cross fractures.   Deformation events D1 and D2 are associated with mid-late Jurassic metamorphism of the Pelorus Group, D2 producing the main regional schistosity (S2, and the earliest scheelite. D3 is an extensional mylonitic shear event that formed the dominant schistosity in Alford's mine (S3). The quartz lode was emplaced within the mylonite by a series of individual dilation pulses (D4). The D5 event caused crenulation of the S3 mylonite, kink banding and chevron folding of the S2 schist and S3 mylonite, and reverse faulting, rodding and cross-fracturing with late fibrous quartz-calcite veining of the D4 quartz lode.   Fluid influxes during successive dilations of D4 fractures progressively caused recrystallisation of earlier quartz bands on the footwall, annealing and recrystallisation of quartz along milled crystal margins and fractures, and deposition of minor sulphides. There was thus a dynamic interplay between fault dilation, lode fracture, fluid influx, lode band deposition, and lode recrystallisation. Illite-Kfeldspar al ¦ 2 Ma (K/Ar), c.30 Ma after metamorphism.

Jan 1, 1996

By T G. Neville, G Terrey, J Burns

This paper explores recent industry training programs and lessons for supervisors. The Belbin Team Role model was used to increase participants’ awareness of behaviour and its application. The application of the Belbin model to underground, open cut mine and quarry supervisors is discussed.The key to team success may rest with the expertise and experience of its members, but increasingly effectiveness depends on how team members understand, acknowledge and support each other’s behavioural strengths. Discovering strengths is a challenge, both for their measurement and for the encouragement of team members to use the knowledge of themselves and others in the team. Using behavioural models provides a constructive approach and a language for supervisors as they build personal motivation and engagement.Prima facie, the mineral industry’s work may be too vigorous for teams and their managers could be more prone to use ‘solo’ or traditional management styles. Managers and supervisors must know when work allocated to a team is appropriate or where individual effort should be applauded and rewarded. For practical people with well-developed technical skills, improving the soft skills necessary for a supervisor requires some reflection and effort. The Belbin behavioural model can be an effective tool for recognising characteristics that can assist teams to be more productive.Experiencing the Belbin Team Role model as part of an industry qualification is important for supervisors studying to refine their team leadership skills. Data are available for participants to assess the nature of their teams and to confront the appropriateness of the behavioural mix for the work of the team and its individual members.So what are the next steps? All team development must have a place in the strategic thinking and plans of the enterprise. This needs a visible presence of senior managers and supervisors in managing a team culture with practical links to workplace priorities and professional development with continuous improvement.CITATION:Burns, J, Terrey, G and Neville, T G, 2016. Supervisors and teams at work, in Proceedings International Mine Management Conference, pp 125-138 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jun 22, 2016

This paper explores the use of a Process Safety Management (PSM) system to manage risk in the mineral processing and metallurgical refining industries. Important elements of a PSM system are described. International regulations and non-regulatory guidelines covering PSM for high hazard industries are reviewed. Case studies of incidents in the mineral processing and metallurgical refining industries are presented to understand the lessons learned from failure to manage risks using a PSM system. Conclusions are drawn to adopt PSM in the minerals and metals processing industry as a tool for loss prevention and risk management.

Jan 1, 2003

As partition curves are widely employed to characterize screening efficiency which, by definition, should include a time parameter, it is shown, perhaps for the first time, that time is already included in the partition curves and how. Laboratory and plant results are used to show how screening efficiency depends on feed composition, near-mesh and oversize material and screen motion, and how these factors may combine to give an erroneous result that two identically efficient screens are different and two screens of different efficiency are identical. Reasons are given which show why a renewed interest in screening would benefit not only screen engineers and operators but also those concerned in formulating standard specifications of screen analysis methods.

Jan 1, 1984

By Bhattacharyya A. K

A major constraint on sustaining high rates of production in the collieries of the Southern Coalfield of New South Wales is the inability to develop panels fast enough to match the rates of extraction. This inability is particularly crippling in the case of retreat longwall mining and is due to nearly half the time in roadway drivage being spent on strata control operations such as roof support.Increased rates of roadway drivage and significantly improved roadway stability can be achieved by the application of yield pillars between parallel roadways. These pillars are designed to yield immediately upon formation and transfer the damaging roof loads away from the immediate vicinity of the roadways. Since the width of the yield pillar is the key to their successful application, it was determined through the Yield Pillar Experiment conducted by Kembla Coal and Coke Pty Ltd at West Cliff Colliery.Three experimental headings, each nominally 5.5 m wide and 2.8 m high, were driven to form two tapering pillars. The width of these pillars progressively decreased from 24 m to 3 m over a length of 154 m. The convergence between the roof and floor of the headings measured at various cross-sections corresponding to predetermined widths of the pillars are analysed in this paper to evaluate the stability of the tapering pillars at the different widths.The width of the yield pillar in a three heading development layout at West Cliff Colliery was determined to be 7.5 m.

Jan 1, 1995

By M Jones

The past 100 years the mining industry can be characterised by a focus on increasing financial returns often to the detriment of social, human, manufactured and environmental capitals. Despite the sustainable development principles promoted by the International Council on Mining and Metals (ICMM), the Equator Principles and the African Mining Vision, which should have enhanced project promoters’ ‘licence to operate’ within a host community or nation, the industry has often failed to integrate proven innovations and best practices that enhance sustainability outcomes for mineral resource projects. This failure has led to delays, the abandonment of projects, with value destroyed for promoters, governments, host community and investors.The paper will outline the application of proven innovations, Enterprise Optimisation (EO), and Sustainable Operations (SUSOP®), during the pre-feasibility phase of a project. By determining the value of each capital before and after the application of proven innovations, the presentation will outline how and where value can be created across all five capitals over the life of a project or operation.The paper will demonstrate how the application of proven innovations significantly transforms the value-proposition of a mineral resource project or operation by generating additional value across all of the five capitals, reducing project risk, thus generating value for all stakeholders.CITATION:Jones, M, 2015. Fundamentally transforming the economic and sustainability signature of mining assets, in Proceedings Third International Future Mining Conference, pp 169–180 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Nov 4, 2015

In order to fully understand why Amax Coal puts such extreme emphasis on the drilling and blasting programs at each of our mines, we must review the past. This paper will discuss the drilling and blasting techniques we used in the 1970s and their evolution to current practices. As time progressed, major changes influenced the surface mining of coal through new more restrictive governmental controls and local communities organising into groups with two goals in mind, one to shut down the mines and the second to try and get rich by making false and unjust damage suits against the mines. In virtually all of our midwest surface operations we have at one time or presently are facing litigation that has reached into the millions of dollars. Amax Coal has worked in co-operation with the United States Bureau of Mines in the areas of blast vibration, shot design, highwall safety, blast casting studies and many more. Today we are continuing to work with Dr David Siskind and his expert staff seeking answers to old and new problems addressing the blasting of overburden and parting seams.

Jan 1, 1995

By R Wynn, T J. Akroyd, C Costa

In an environment of lower zinc prices, falling revenues and reducing zinc feed grades, Century mine implemented a fast-tracked capital upgrade program in less than 15 months. The program was designed to increase ore milling throughput capacity by 20 per cent and optimise the capacity of the flotation plant to increase zinc recovery by approximately 2.5 per cent whilst maintaining final zinc concentrate grade.A key aspect of this program was minimising capital expenditure by better utilising existing capacity and only adding capacity where absolutely required to address critical processing bottlenecks. By gaining an understanding of plant process bottlenecks and future ore blends, and by carefully selecting appropriate technologies for particular specific flotation applications, maximum return on minimal capital investment was achieved.The close collaborative work achieved between the metallurgy processing department and other operational departments on-site was also critical to the success of this project. This work increased the mining and processing capacity of the mine and port site respectively, such that the full value of the process plant modification could be achieved.Capital payback on this investment was achieved in approximately three and a half months.This case study demonstrates the extra value to a mining business that can be achieved through fully understanding the mining/processing value chain and by careful targeted action to address critical bottlenecks in the processing chain from the mine through to the port site.CITATION:Akroyd, T J, Wynn, R and Costa, C, 2014. MMG Century Mine, a case study – maximising project net present value through targeted capital expenditure and process optimisation against a backdrop of falling metal prices and feed grades, in Proceedings 12th AusIMM Mill Operators’ Conference 2014 , pp 417–426 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Sep 1, 2014

Tunnels are being built around the world using TBMs and prefabricated segments or in situ concrete as linings. Clients demand high quality of these linings to guarantee a long-term stability and density of the tunnels. This paper describes the development and the use of segmental lining systems, including joints, important design criteria, installation procedures, possible mistakes and consequences, repair works and final results for different sites in Europe and around the world. The experience on these sites shows that damages may occur, if some essential aspects are not considered. These aspects include:parameters of the TBMs and back-up equipment such as fixation of jacking rams, movement of the back-up on the lining or ring reformer;parameters of the segments such as quality of moulds, quantity of reinforcement or structure of the joints; andparameters of the tunnel drive such as advance rate, ring-gap grouting or experience of the tunnel crew.All these aspects have to be considered very carefully in detail to get a good lining accepted in total.

Jan 1, 1999

The subject of my paper is one which, I am certain, has exercised the mind of every man on whom depends the safe and economical conduct of mining operations; particularly in this district where the enormous size of the ore body has necessitated the mine workings assuming a scale that was hitherto unknown in the history of Australian mining. I, therefore, approach the subject with the feeling that I am displaying considerable t.emerity, knowing as I do that the subject has engaged the earnest attention and thought of everybody immediately concerned in the extraction of the ore of this district, and particularly of the Broken Hill lode.I think I shall not be contradicted in asserting that a very large proportion of eur accidents are distinctly traiceable to inexperience on the part of the miner, and records at the mines and verdicts of coroners' juries in many instances uphold this assertion by showing that the accident under notice was the direct result of lack of knowledge of the conditions of the work, or, at any rate, of an error of judgment hardly conceivable in the experienced miner. That this assertion is correct may also be proved by visiting any of the mines of the district.To the experienced eye it will be evident at once that a very large number are not in way skilful in the use of their tools and, therefore, lack the experience which of necessity must be coincident with the acquirement of skill. Now in making this' assertion, I do not intend to be too sweeping...

Jan 1, 1903

By L Nienaber

Mines, after becoming operational, often retain the same support and reinforcement designs developed in the feasibility study. These designs are conceived from limited drilling data and regional experience, thus having an empirical flavour. Empirical designs are perceived to be conservative, catering for a variety of failure mechanisms, which are not always present in mine development drives.This begs the question: If you were to invest in the necessary resources to obtain sufficient data and complete the required analyses for the different development drives in the mine, to engineer a support and reinforcement scheme with the capacity to match the demand of the rock mass, what is the difference in cost when comparing an empirical design to an engineered design?To answer this question, mine tunnels with different geometries and orientations, where detailed structural data was available, were selected for a comparative design exercise. Material cost, development cost, cycle time and professional fees for engineered and empirical designs were estimated. The outcome is summarised in the following paper that discusses the process followed and the results of the design comparison.

Mar 8, 2011