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By Gordon E. Jackson

I read a book the other day called Opportunity 2000. The book, Opportunity 2000, talks about what's going to happen in the next nine or ten years as we propel ourselves through the 1990s into the 219 century. The book, Opportunity 2000, is a futuristic book, somewhat like Megatrends. It said that by the year 2000, baby boomers will be old people, and when you got here before the baby boomers, how does that make you feel? It said that there will be more women in the American work place by the year 2000 than men. The book, Opportunity 2000, discusses diversity. The big challenge for the 1990s is ?diversity?. We'll have the D-word in the 1990s. We had the G-word in the 1980s ? ?global.? Diversity in terms of more immigrants, more minorities, more females into the American work place, but also value systems diversity. We'll have to deal and adapt to four different generational clusters in dealing and interacting with employees and management in the 1990s-value systems diversity. I think there will be five generational clusters that we'll have to deal with. Massey says four. He says we'll still have the old people around, the World War II mentality; those who

Jan 1, 1991

By M. J. Ramos

Without an exclusive definition of administration in business, we could propose to define it as performance by management to adopt or implement established business formulas. Administration could also be defined as a universal process that organizes people, and achieves, through efficiency, common objectives and goals. Humanity developed some form of this process from the beginning of civilization. To imply that something is new in administration might be considered specious or naïve. Moreover, what is new in management? Administration of business is not new to the world. To prove this statement, we need only ask this question: Does the architecture and monumental workmanship of the past civilizations of ancient Egypt, Rome, and the Incas demonstrate management without administration and without definition of objectives? The answer must be a resounding ?NO!? In spite of this acknowledgment and for the purposes of this presentation, I will use the word ?new? in business and hope that the reader will follow my reasoning. The mining industry has unique characteristics in respect to other industries. It is multi-disciplinary, has a single purpose (majority for one metal), has two players (man and nature), and it involves high risks for generating environmental imbalance. Mining exploits non-renewable and finite resources, creates an unstable job market (work hard to have no work) and a speculative economic market with unpredictable prices ? a one-time payment for a finite resource with multiple recycling. On top of all that, the industry still operates within obsolete petroleum-based technology, utilizing practices that were designed two centuries ago. Today, we confront the challenges of the millennium with outmoded practices and management. Ordinarily, several styles of administration are standardized into a FRAGMENTED vertical system of organization. Mining has rigid objectives in production, with profitability as the focus from the beginning to the end. Citing the concept of safety, as an important facet of production is bombastic since, in truth, mining is an experimental industry that consistently reports high numbers of fatal accidents. In mining, we designed a process to work according to our objectives, demanding attention and supervision of all levels of management with a halo of parameters that are not assimilated into the design. We continue to perform a rigid style of management in an industry that is still not responsive to variations of the market ? losses in particular. The existing design process generates loss without capitalization and without response to said loss. This perception is reflected in a mindset that is only too ready to ignore mining liabilities. The reality of the enterprise has created an immense pressure from top to bottom in the hierarchy to do more with less. It is for all of these reasons that I propose to set forth a new essence for administration that encompasses an alternative vision and style in mining: Management by Loss. MANAGEMENT BY LOSS Management by Loss (MBL) is a systematic, integral process organized to quality control operation and the human profitability within the industry. It permits focus on achievable goals by utilizing the best practices (Mining Open-closing). Identification and characterization of loss in the process determine how objectives are defined, controlling the time limits to execute based on constant balance of mass, energy, water, and ?wastes? in each stage of the industry, in order to reach final objectives. The concept of loss can be defined by various criteria. Generally, it is the mass that could not make or arrive at its destination from a designed process or simply, it could not maintain balance. Otherwise, the design of the process describes the final point of the resource. However, those resources could not make their destination because of failure to use the best design, resources and TIME. The loss has typical characteristics such as Identifiable, classifiable, measurable, manageable, controllable, valuables, negotiable, avoidable, reportable, and monitoring. In the traditional scheme, these losses are not registered; they are made exclusions. We are trapped within a system, which was designed to obtain objectives of the industry in a specific timeframe. In the present style of administration, the focus is total - our emphasis in this treatise is in the loss. The current traditional report form contains only the most positive achievement of objectives, only the best of the exercise, humanizing numbers, without touching what we left behind or what we were waiting for to assimilate as a ?surprise account?(new account of liabilities). Management by loss is a method that redefines the concept of waste (waste zero) for controlling the mine operation under the equilibrium of the ecosystems. This method confronts the problems that impact our industry in this millennium. Understanding and quantifying losses (reserves, resources, time, energy, water, soil, materials, equipment, tasks, labor, ecosystems, etc) is a priority mandate for the industry and demands the application of a ?new ? style of administration by seeking to maintain balance instead of the disequilibrium that mining now creates in nature. It is necessary to answer questions such as: How can we minimize loss? How can the loss be assimilated during the life of the mine? What is the vision of mining in respect to the generation of waste? How can we convert liabilities into assets? In addition, the control of loss is determined in the achievement of the plan. Loss occurs because of a failure of the process in the original plan. Still we do not plan to fail but we fail to plan appropriately. It is a remarkable thing to accomplish and compel those objectives described in the original plan when that plan is designed with a determined budget. If not, we lose time and, of course, capital. Moreover, in Management by Loss (MBL), we can find answers to the following questions: What is the multiplier of productivity in mining? What are the influences of identification and characterization of loss and what is the level of efficiency of energy in order to achieve waste zero (effective cut off grade)? The challenges of mining in this millennium validate this new style of administration. Finally, it is important to point out that mining is entering into an era that has different rules, but the industry is still run by companies functioning with objectives from two centuries ago. They are trying to confront issues with concepts that are not designed for new tasks. Therefore, I ask you to consider this new style of administration of business under a vision of how the industry should be organized and managed, with an attitude of balance toward nature and social responsibility.

Jan 1, 2009

By H. V. S. Tingley

My topic today is future trends in compensation for the mining industry. I seldom get the chance to speak about a subject of such immediate interest to an audience, so I would like to make the most of this opportunity by telling you that everybody in this room will become rich beyond his wildest dreams in the next few years. I would like to open my talk that way, but in compensation, like everything else, there is a great gap between dreams and reality. Back to reality. When we talk about compensation, we?d better define our terms because the compensation is really an umbrella for five basic types of payment made to management personnel. Slide 1 identifies these elements of compensation.

Jan 1, 1980

By Theodore Barry

The task of developing controls in the mining and manufacturing industries to give them a tighter grip on operating costs has afforded this author an interesting vantage point for observing certain practices common to both industries. Of course, each of these industries has problems unique to itself, but all industries have many common problems. After all, every industry is a business and every business is concerned with the task of producing its wares as profitably as possible. While many differences between businesses in different industries are known, the author is convinced through experience that the mining industry has much more in common with the manufacturing industry than is generally acknowledged. Four principal questions come to mind in the comparison of mining with manufacturing: How different are the management control methods in these two worlds? How do both industries go about the task of controlling costs? How does the mining industry compare in terms of the effectiveness of its workers? And perhaps most important, what can the mining industry learn from what the manufacturing industry is doing?

Jan 11, 1962

By Robert C. Peddicord

Application of Quality Management philosophies and techniques commonly referred to as Managing for Continuous Improvement, Team Management , or Managing for Consistency is required in today's mining, manufacturing, and service industries in order to meet quality demands, beat competition, lower costs, optimize operations, effectively use personnel, improve morale, and enhance profitability. Most of these phiosophies and techniques are known to today's managers but either have fallen into disuse or were never allowed to surface in the corporate environment of the organization. Managers should review and adopt the philosophies and techniques of Quality Management and use them to revitalize their organizations and bring about a "paradigm" shift in the way we manage, thereby achieving the goals listed above.

Jan 1, 1991

By E. Kuipa, J. N. Lekunze

The selection of an underground mining method stems from a multivariate analysis that considers geomechanical, geological, economic, and operational parameters. Even after identifying the most compatible method, there is no assurance that the mining company will achieve the best performance. The geological complexity of some deposits requires adaptations of methods described in the literature to obtain more selectivity and reduce mining waste. There are some studies on geometry of underground structures, but a methodology that describes an adaptation of a room-and-pillar mining method for ore bodies with down-dip varying from 20° to 25° is novel. The present work aimed to reduce dilution by adapting the traditional room-and-pillar mining method (TRP) to inclined ore boLittle attention has been paid to the rehabilitation of derelict and ownerless mines in South Africa after their lifespan. This paper aims to explore management gaps in legislation that have resulted in the non-rehabilitation of derelict and ownerless mines in South Africa. There is growing evidence that supports the distressing effects of mining on people living around these mines in the North West Province. This paper was motivated by the current socio-economic status quo of old mining towns, the influx of illegal miners (Zama Zamas), severe environmental damages, and the violence associated with derelict mines. Underpinning this research was an ecosystem approach and integrated resources management principles, which formed the foundation for the decision-making process.The researcher used a mixed-method approach and employed convergent techniques. A semi-structured instrument was used to collect data from 200 respondents. The results indicated that there is a dire need for community-based consultative processes, and an absence of clear guidelines for derelict and ownerless mines to pressure mine management to adhere to rehabilitation standards. Moreover, the mining charter is ambiguous regarding policy implementation, budgetary allocation, and duration of the rehabilitation of these mines. The paper concluded that management challenges associated with derelict mines can be reduced if all stakeholders follow the guidelines as outlined in the environmental legislative framework (NEMA) of South Africa while being open to innovations in line with international best practices. It also contributes towards the development of guidelines for the management and implementation of legislation related to derelict and ownerless mines in South Africa from a philosophical, theoretical, and policy perspectivedies. This new method is entitled short-hole room-and-pillar (SHRP). The equations that measure the dilution are defined according to the geometry of stopes and openings. The results comprise comparative analyses of the operational and planned dilutions to measure the performance of the SHRP method. The average operating dilution of the SHRP method was more than five times lower than the planned dilution according to the TRP method. Low operational dilution indicates high selectivity of the method and its potential to reduce underground mining tailings.

Oct 9, 2024

By G. V. Fernandez

Sociedad Minera Cerro Verde S.A.A leaches secondary copper sulfides. In recent years, the mine has introduced innovations that have improved the management of mineral crushing, agglomeration, curing, and leaching. The crushing plant, for example, uses the concepts of degree of balance and percentage of time in an operationally balanced state which, displayed in real time, facilitate more intensive and uniform utilization of the crushers. High agglomerate quality is ensured with the correct dose of moisture, which is adjusted to the changing characteristics of the mineral through the use of electrical conductivity measurements. The amount of acid used for curing the agglomerate is also adjusted by using quality control information. Finally, the stockpile irrigation regime is managed using the criteria established by the "Lixiviant Request Rate", which optimizes the addition of leaching solution, creating such benefits as faster recovery, and reduced acid and energy consumption.

Jan 1, 2007

By Ben F. Dickerson

For a number of years in office bull sessions, I have not so jokingly discussed the engineering or management fiasco of the year or decade. Usually, governmental projects are in the vanguard, such as tanks that won't tank, or heavy water plants that don't produce heavy water, etc., etc., all to the flutter of the taxpayers' hundreds of millions, or billions of dollars. The mining industry has also brought forth a share of this type of fiasco. Ordinarily, due to lack of funds, not opportunity, the stockholders only stand losses of a few tens of millions. Little knowledge of these major errors gets to the outside world, for the ordinary stockholder is usually not very alert, and managements are extraordinarily adept at discreet midnight internments in the fine print of the footnotes of annual reports.

Jan 1, 1975

By W. A. Naismith

On 16 July 2004, at 07:10 a collapse of about 1.8 million m3 (about 4 ½ million tons) took place on the north wall on Nchanga Open Pit. This collapse was the result of a developing instability that was first identified when the benches in this area were exposed during September 2002. The NOP geotechnical and survey departments closely monitored the development of the failure. Control measures were implemented to reduce risk to men and equipment. These measures were continually improved and adjusted in reaction to observations and changing conditions. The purpose of this paper is to describe in detail the monitoring results that were obtained both by traditional methods and the novel slope stability radar system (SSR). Difficulties encountered in establishing critical deformation levels and deformation rates that can be used to predict the onset of collapse are described. Details of the monitoring and control measures, which led to the successful completion of mining in the area, are also described in this paper.

Jan 1, 2005

By SDN Wessels, WA Naismith

On 16 July 2004, at 07:10 a collapse of about 1.8 million m3 (about 4 ½ million tonnes) took place on the north wall on Nchanga Open Pit This collapse was the result of a developing instability that was first identified when the benches in this area were exposed during September 2002. The NOP Geotechnical and Survey Departments closely monitored the development of the failure. Control measures were implemented to reduce risk to men and equipment. These measures were continually improved and adjusted in reaction to observations and changing conditions. The purpose of this paper is to describe in detail the monitoring results that were obtained both by traditional methods and the novel Slope Stability Radar System (SSR). Difficulties encountered in establishing critical deformation levels and deformation rates that can be used to predict the onset of collapse are described. Details of the monitoring and control measures, which led to the successful completion of mining in the area, are also described in this paper.

Jan 1, 2005

By Jerry W. Danni, R. Craig Ford, Kermit C. Benke, Jim B. Finley, Donald D. Runnells

Steady-state water balance models have historically been used in the management of acid drainage at mine sites. Such systems could be more realistically described by non-steady-state conditions. In addition, the evaluation of alternatives for closure and management of acid drainage must consider non-steady-state conditions. Dynamic systems modeling is a method for simulating water management systems, offering flexibility in: (1) simulating either steady-state or non-steady-state conditions, (2) allowing "what-if' scenario testing. and (3) optimization of operation and closure alternatives. A case study is given for acidic drainage management during closure at a heap leach facility that demonstrates the utility of dynamic systems models.

Jan 1, 2000

Confirmation that acid drainage (AD) was a significant environmental issue for the Australian minerals industry came in 1992 with the first national workshop on the topic. Subsequently the extent of AD was documented in a national survey published in 1997. The recommendations arising out of that survey served as a platform for actions by government, industry and industry-support organisations such as the Australian Centre for Mining Environmental Research (ACMER) to enable more effective prevention and management of AD. This paper briefly documents the extent of AD in the industry, the government regulations and guidelines for AD management, industry initiatives, the role of ACMER and other organisations in assisting industry through research and technology transfer, and the efforts being made to deal with AD at derelict mines. Future management of AD in the industry will be assisted by the linkage of Australia (through ACMER) into the International Network for Acid Prevention (INAP) which is facilitating the interchange of knowledge on AD as well as coordinating global research on the topic.

Jan 1, 2003

By Kalyani Das Sarkar

"Steel Authority of India Limited, a Public Sector Undertaking with a production capacity of 14 million tones of crude steel, is India's largest steel maker and ranks among the leading steel producers in the world. SAIL owns and operates eight manufacturing plant – five integrated steel plants at Bhilai, Durgapur, Rourkela, Bokaro and Burnpur producing carbon steel, and three speciality steel plants. All integrated steel plants have hospitals of 650 – 750 bed capacity with modern facilities to serve it's employees and adjoining localities in a clean and sustainable environment.According to the Bio-Medical Waste(Management and Handling) Rules, 1998 and as amended to date, all Bio-Medical waste which is generated during the diagnosis, treatment or immunization of human beings or in research activities pertaining thereto or in the production or testing of biologicals are to be categorized and taken to any facility wherein treatment, disposal of this waste or processes incidental to such treatment or disposal is carried out.The hospital management has created adequate treatment facility for Sharp and Infectious Waste, Pathological Waste and Anatomical Waste through Autoclave, Shredding Machine and developing deep burial pits. Some of these hospitals is ISO 9000-14000 certified. Use of above said treatment facilities in these hospitals are discussed in this paper.INTRODUCTIONBio-Medical waste means any waste, which is generated during diagnosis, treatment or immunization of human beings or animals or in research activities pertaining to these or in the production or testing of biologicals.Steel Authority of India Limited, a Public Sector Undertaking with a production capacity of 14 million tones of crude steel, is India's largest steel maker and ranks among the leading steel producers in the world. SAIL owns and operates eight manufacturing plant – five integrated steel plants at Bhilai, Durgapur, Rourkela, Bokaro and Burnpur producing carbon steel, and three speciality steel plants. All integrated steel plants have hospitals of 650 – 750 bed capacity with modern facilities to serve it's employees and adjoining localities in a clean and sustainable environment."

Jan 1, 2008

In the UK during the 1990s the energy companies had developed a policy of æDash for GasÆ, building large natural gas power stations to produce more than 30 per cent of the UKÆs electricity demand. The price of imported thermal coal was dropping and the electricity generators were putting pressure on the UK coal producers to produce coal at a reduced cost. Imported coal from Columbia, South Africa, America and Australasia had increased their market share in thermal coal sales to over 50 per cent of a 55 Mtpa market. The pressure on the UK coal industry to reduce costs and improve productivity levels from an ever decreasing resource was high. Companies were benchmarking their operations on the imported coal producers and had to realign their organisations, productivity levels and costs to world best practice, not just technically, but in world class organisational management techniques.

Jan 1, 2005

By J. C. Carrasco, M. Sánchez, R. Jara, F. Marquez, F. Parada, R. Parra, J. Palacios

In past years, Chile has been the largest copper producer in the world and for 2002 mining represented country average of 10 % of the GDP, accounting for 47 % of the total exportation. As copper sulphides are the main mining resources in the country, the metal is produced using the classical processes of flotation and pyrometallurgical extraction. Seven copper smelter plants, which extends from the northern Atacama desert to the central part of the country produced1,522,000 metric tons of fine copper in 2002, approximately one half of total copper concentrate production, with a notorious environmental impact due to the great amount of slag produced during these extraction steps. In this work, a global characterization of copper pyrometallurgical slags produced and disposed of in Chile and worldwide is done, and the concept of total project development is considered to explain the scopes of the study, recovering different compounds and generating new activities around mining. The presentation is completed with the proposal of various methods and techniques being developed today in a joint project between smelter plants and the University of Concepción, with the support of the Chilean government and mining companies, addressed to generate new materials from copper slag. Recovery of copper, molybdenum, precious metals, silica and iron, that is the most abundant component of the slag, are the goals for this research. Metals, commercial compounds, alloys and different forms of iron oxides for steel industry are proposed products.

Jan 1, 2004

By D. Kachongo, Y. Cheng, A. Kashala, D. Samal, G. Mitshabu

Many copper processing flowsheets in the Democratic Republic of Congo include the leaching of oxide ores containing copper and cobalt, copper solvent extraction, copper electrowinning, and precipitation of cobalt salt. Recently, cobalt price gained momentum, driven mostly by the fast-growing electric vehicles battery market. The ore blending scenarios tend to prioritise high cobalt grade ore, whatever the content of copper and other impurities. Therefore, many copper solvent extraction circuits are running below design capacity. The variability of feed induces a variability of the leach solution with respect to copper, manganese, and silica contents. It is thus important to adjust hydrodynamic and metallurgical parameters of the solvent extraction plant to optimise metallurgical performance, production cost, and the quality of the copper electrolyte. This paper presents some results on how solvent extraction plant parameters have been managed in two solvent extraction plants running with lower than designed copper input. INTRODUCTION Referring to a report of the chamber of commerce of the Democratic Republic of Congo (DRC) the online publication Agence Ecofin (2019) indicated that the DRC ranks in the fifth position of the world top copper producing countries with over 1.2 million tons produced in 2018. The same year, 66% of the world’s cobalt was produced in the DRC at over 106,000 tons. If the political situation remained stable and the new tax regime introduced in 2018 did not deter private investors, copper production could reach 1.4 million tons/a in 2020 as pointed out in Mining.com (2019). Forecast figures for DRC cobalt production vary widely depending on analysts. The DRC online magazine Actualité.cd (2018) referring to a ministerial source forecasts over 141,000 t cobalt/a for 2020. The reality will depend on many factors, including the selling price, the supply compared to the demand, and finally the reaction of investors to the new DRC tax regime. The growing electric vehicle batteries market has been the major key driver of the price of cobalt. The five years historical cobalt price graph in figure 1 from infomine.com (2019) shows that the price of cobalt peaked at over 40 USD/lb in the first quarter of 2018. Cited by the online Magazine Creamer Media, Smith (2019) has indicated that the long-term demand of cobalt will likely remain strong.

Jan 1, 2019

This paper discusses the concepts of core risk associated with mining projects and operations and illustrates the types of core geotechnical risks and consequences that may relate to a range of different mining methods, with recommendations on risk management procedures to ensure that the core risks are under constant and ongoing scrutiny and priority management focus. These core geotechnical risks can and should be identified at the initial mining method selection stage, during a feasibility study. They should form part of the auditing of the project and the decision-making regarding the project viability. They should then be built into the ongoing management structure of the project, right through into ongoing operations, with regular audit and review.

Jan 1, 2003

By H. -L. Heikkilä, E. Peuraniemi

"Boliden Harjavalta Oy has a long tradition in the Finnish metal industry starting from the 1930's. The Smelter consists of copper and nickel flash smelting lines. Off-gases are captured in the acid plant to produce sulfur products. During the early years of production, the surrounding environment suffered from high SO2 and dust emissions. The first acid plant started in 1947, a few years after commissioning of the smelter. The flash smelting method was developed and commissioned in 1949. This created the basis for today’s environmentally sound metal production. Recent air emission reductions are related to treating lean ventilation and granulation gases. Emissions from the stacks are monitored with continuous measurement devices. SO2 and PM10 concentrations are also measured from the residential area and reported online in cooperation with Harjavalta community and other local industry.INTRODUCTIONProductionBoliden Harjavalta Oy smelts copper and nickel concentrates and refines copper in the western part of Finland. The copper concentrates come from external copper mines mainly in South America and Europe. Concentrates are unloaded at the Pori harbor and transported to Harjavalta by train from a distance of about 60 km. Boliden Harjavalta Oy has operations in Harjavalta and Pori. The smelter in Harjavalta produces copper anodes that are transported via railway to the copper refinery in Pori. The anodes are electro-refined into copper cathodes and by-products like Se, Ag, Au and Pt/Pd concentrate. In the Harjavalta smelter SO2 containing gases are delivered to a sulphuric acid plant where sulphuric acid and liquid sulphur dioxide are produced.Our nickel smelter smelts nickel concentrates on a tolling basis to produce nickel matte for customer needs. SO2 containing off-gases are delivered to the sulphuric acid plant for sulphur capture and modification into products.All our operations are certified according to the Quality, Environmental and Occupational Health and Safety Standards ISO 9001, ISO 14001 and OHSAS 18001. Boliden Harjavalta Oy was the first company in Finland operating in the metal and technology industry to be certified according to the Energy Management Standard EN 16001, currently this certification is done according to ISO 50001."

Jan 1, 2012

By J. R. Schafler, J. L. Brinkman

"Since the year 2000, 59 miners have lost their lives to explosions occurring in underground coal mines in the US. More accurately, those explosions were methane ignitions that propagated through the mines due to coal dust involvement; despite current explosion prevention standards. There are 4 basic strategies employed to manage the risk of coal dust explosions in many other coal mining countries around the world: removal of the coal dust, wetting of the coal dust to prevent it from becoming airborne, mixing of the coal dust with stone dust to increase the total incombustible content, and explosion activated barriers which make the entire roadway inert. However, American standards only mandate the first 3 of these 4 methods. It is possible that US coal mine safety measures could benefit from the implementation of the 4th method, the use of explosion barriers. This paper will discuss differences/similarities in barrier regulations used in other countries, as well as some potential difficulties with adapting a stone dust bag barrier system to US underground coal mines. Also, details and feedback gathered from two operating mine site trial barrier installations will be shared.INTRODUCTION Since the year 2000, 59 miners have lost their lives to explosions occurring in underground coal mines in the United States (US); 29 miners were killed at the Upper Big Branch mine in 2010, 5 at the Darby Mine No. 1 in 2006, 12 at the Sago Mine also in 2006, and 13 at the Jim Walter No. 5 Mine in 2001.[14] To be more accurate, the explosions that killed those miners were methane ignitions that propagated through the mines due to coal dust involvement.[18, 19, 20, 21] These deaths occurred despite current explosion prevention strategies, standards, and regulatory oversight. This poses the question, can more be done in the US to prevent coal dust explosions and their widespread damage. In review of current practices and regulations from several large coal mining countries, a disparity in prevention strategies arose. The main difference between the US and other countries was that the US does not encourage, mandate, or regulate the use of explosion barrier systems as an additional coal dust explosion mitigation measure. This raised many questions. First and foremost was whether or not the US coal mining industry and its miners could benefit, in terms of safety and fatality prevention, from the implementation of the explosion barrier systems that are used in other countries. Furthermore, are there significant differences between the coal mines in countries where explosion barriers are used and US coal mines, which would preclude the system from being adapted and implemented in the US? Also, what are the similarities and differences in explosion barrier systems, use, and regulations between other countries that use them?"

Jan 1, 2017

By Kudret Tutuk, Serkan Saydam, Sungsoon Mo

"This paper presents an overview of the floor heave management at the Glencore Bulga Underground Operations and investigates the contributing factors to the behaviour of the floor. The mine experienced a number of major floor heave events in gateroads on development. As the longwall face approached the roadways, the magnitude of floor heave frequently increased, while new floor heave also developed. Furthermore, severe floor heave events took place along the longwall face. The most observed failure mode was buckling. While regular floor measurements were conducted to better understand the nature of the phenomenon, and various measures were considered to control the deformation of floor, the mining height was increased for the predicted floor heave domains, which facilitated effective management of the floor issues. The experience in the mine indicates that mainly high horizontal stresses with greater depths of cover and certain types of floor lithology configuration are likely to contribute to the failures of floor strata.INTRODUCTIONThe Glencore Bulga Underground is located in the Southwest of Singleton in the Hunter Valley of New South Wales, Australia. Blakefield South, part of Bulga Underground, commenced longwall mining in 2010, extracting coal from the Blakefield seam, while the overlying longwall panels were previously mined from the Whybrow seam. The coal seam ranges from 4.5 m to 8.0 m thick with the mining heights varying from 2.9 m to 3.5 m. The longwall panels are 320 m and 400 m wide and up to 3.5 km long.The mine experienced a wide range of floor issues around longwall panels LW7 and LW8, both 400 m wide. For instance, the concrete floor in the travel road failed and lifted as the longwall retreated in close proximity as can be seen in Figure 1. Figure 2 shows the beam stage loader (BSL) buried into the lifted floor, and Figure 3 shows a timber prop distorted due to the movement of the floor. In addition, severe deformation of the floor along the longwall face impeded the longwall operation, as shown in Figure 4."

Jan 1, 2018