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The proponents of new mining projects always run the risk that their project is deemed to be not in the public interest. Nothing to be done here except to try and pick it earlyùit is, after all, the approvals process that is supposed to screen such projects out. But there is a second risk, about which much can be done: that inadequate or untimely information confuses the formal assessment of a project and the political context within which the decision is ultimately made. This is environmental impact assessment (EIA) process risk and it has become steadily greater in a changing world, where: miners have lost clout; public trust in institutions has declined; governments follow, as authority pyramids give way to spheres of influence; NGOs are asking the questions people want answered; and stakeholders have become the reference point. This new world deals harshly with yesterdayÆs methods. But it needs to be understood if principles and methods for managing EIA Process Risk are to be advanced.

Jan 1, 2003

Government geoscience may be categorised by objective under three headings: Applied Research for Geoscientific Framework Studies, Resource Inventory, and Technical Advice. In Queensland, the Department of Resource Industries is active in all three categories. Under the program-based management system adopted in 1987, three Programs, namely, Geological Survey, Mineral Resources Development, and Energy Resources Development and Utilisation, have geoscience responsibilities.Prime responsibility for geoscience resides with the Geological Survey Program, which provides a geoscientific framework for mineral and energy exploration and the development of the State. Simply stated, the Program goal is to provide geological information when and where it is required. Geological Survey work also encompasses aspects of resource inventory and technical advice, complementing the work of the other two Programs. This role has a 122 year long tradition, for geoscientists of the Geological Survey have been engaged in investigations designed to facilitate the identification and utilisation of the mineral, water and energy resources of Queensland since 1868.

Jan 1, 1990

The impact of computers on the mining industry has increased for the past twenty years in most parts of the world. The application of computers in the mining industry has been demonstrated in areas such as geological data analysis, ore reserve estimation, mine planning, and manpower training. There is also a general concern in this country regarding the computing background of graduating mining engineers from the Australian higher institutions of learning. This paper describes specific steps which have been taken at the Department of Civil and Mining Engineering, The University of Wollongong to provide adequate computing background to mining engineering graduates. Specific topics discussed include hardware and software available to students and how "computers" have been integrated into the mining engineering course.

Jan 1, 1986

The role of the mine geologist in a business perspective is self-evident to some, but to others it may be a new concept. All mine geologists need to know exactly how they add value to the business if they are to be successful. Alternatively, if they do not add value, then they will become redundant. This paper seeks to understand some of the contributing problems that hinder the mine geologist from operating in a business perspective. In doing so, a new context (for some) is proposed to aid the mine geologist and the operation gain greater value from geology. The proposal suggests how to ensure that the activities of our geologists are intrinsically linked to the business process that we are involved in. The mine geologist can and must play a pivotal role in the success of an operation. To do this, they must understand some principles of business such as:process, customer/supplier relationships, and organisational structure. Our geologists must know the business objectives, understand the product that the customer needs and use their geological skills to deliver the product safely, on time and to specification. As geologists, we can be instrumental in ensuring that the operational environment is structured in such a way that maximum value is realised, not only from the mine geologists but the entire site team. In doing so, mine geologists will realise their full potential in delivering the outcomes the business demand, and therefore be recognised as strong contributors to business success.

Jan 1, 2000

Until 1937, the mining of ore was carried out by conventional methods, using pneumatic drills and standard drill steel. The adoption of the diamond drill, formerly used for exploration work, for blast hole drilling in stopes, was first developed by Noranda Mines Limited, Noranda, Quebec, although it had been used previously in Northern Ontario and Western United States, to remove weak pillars and ore remnants left by conventional methods. Previous to the adoption of the diamond drill method at Noranda, a sub-level benching system of stoping was used. Sub-levels were driven at 35 ft. intervals and the benches drilled off by pneumatic drills using sectional steel. Results were very satisfactory, in sulphide ore, where the drilling was comparatively easy, but in the harder rhyolitestopes the footage drilled per machine-shift was only half of that obtained in the sulphide stopes, and owing to the high gauge loss, there was often difficulty in drilling holes to the required depth. This led to trials with the diamond drill for this type of work. While the cost per foot was more than with sectional steel, an appreciable saving in development work could be made by increasing the sublevel interval from 35 ft. to 60 ft., and stope widths from 60 to 100 ft. This saving, together with the increase in blasting efficiency, resulted in a substantial reduction in overall costs.CONDITIONS FOR SUCCESSFUL APPLICATIONWhile long diamond drill blast-hole mining has widespread application, there are certain conditions which appear to be desirable, if not absolutely necessary, for its successful use.

Jan 1, 1946

There is growing acknowledgement that successful organisations, including mining companies, achieve their competitive advantage by better managing their employees, customers and other stakeholders. The fact that I have been asked to address this conference is perhaps evidence of the recognition of the importance of ensuring the improved management capabilities of the personnel within Australian mining companies. As many of you will be aware, prior to my appointment to the role of President of Minera Alumbrera Limited (MAA), the operator of the Bajo de la Alumbrera project, my career had been more generally focussed on industrial relations and human resources management. My appointment was met by surprise in some quarters, as it is unusual for a person without the technical background of a mining discipline to manage a world-class mining operation. However, it was recognised early in the life of the Alumbrera project that the operation did not lack technical expertise or a committed workforce; rather what was required was innovative management of the project and its operational resources, particularly given that we were operating with totally ægreenÆ workforce in a country without a large-scale mining culture. It is my experience that a particular shortcoming of mining companies is that they have tended to ægrowÆ managers based on their technical expertise rather than people management skills. Historically, many companies have assumed, or at least hoped, that their better technical people would develop the requisite skills to take on the challenges of management. Such philosophy has not always met with success. Whilst the topic for my presentation was originally published as People in the Mining Industry, within the context of the overall theme for this plenary session, People: Education for the Future, it is a subject with an extraordinary breadth of possibilities for discussion. Therefore, I have chosen to redefine my presentation to People Management Issues in Offshore Mining Projects,an issue which I consider to be an important area within the overall topic and one which has particular currency given the increased tendency by Australian miners towards offshore exploration. It is also relevant from the perspective of continued rationalisation of our industry, the recognition that there will be more large-scale, global corporate mining entities and that significantly more mining professionals will become æcitizens of the worldÆ. We therefore need to prepare our future leaders for these challenges. The topic also allows me to highlight the importance of an holistic management approach as the establishment of a new project in a foreign environment puts into stark relief the need for the application of the full range of competencies, rather than the narrow ætechnicalÆ approach to doing business. I hasten to add, however, that the mining industry is not alone in this regard and I was interested to read an article in the Weekend Australian of 22/23 January 2000, which reported on the first key speech of former Westpac CEO, Bob Joss, as Dean of the Stanford University Graduate School of Business. He said: à We know that when our students go out into the world, if they have to struggle, it will not be because theyÆre not smart enough, or they donÆt have enough good ideas. It will be because they struggle over managing themselves and their relationships to other people. The article then went on to say that Bob Joss foreshadowed an initiative to build alliances between the Business School and other Humanities departments within Stanford University to draw on their learning. Other business schools have also recognised this need, albeit somewhat late in the day, as have the most enlightened of modern corporations; in summary, successful businesses have recognised that in an age where competitive advantage through, for example, technological breakthroughs is very short-lived, it is the quality of management that will provide the leading edge. By using the Alumbrera project as a case study, I will identify certain of the challenges with which companies and individuals may be confronted in the establishment of a greenfields project outside Australia. However, many of the issues raised will have direct application in the context of the development of an Australian operation. My objective is to provide an indication of areas which should be considered at the formative stages of a projectÆs development, with particular focus on the issues of people management. I would expect that such a study would be of benefit to companies, education institutions and individuals in preparing themselves for similar experiences.

Jan 1, 2000

By A Maurer, N Pereira

Low-density explosives have been developed with trials being conducted for over 20 years and yet have still only gained limited market acceptance despite producing some very promising results. The biggest concern with industry acceptance has been disbelief that a product with lower density than the ANFO benchmark could fragment anything but the weakest of strata. Trials have been carried out with products such as diluted ANFO, low-density ammonium nitrate (AN) and various other mixes, although it has been only recently that low-density explosives have been accepted as a serious alternative to traditional products such as ANFO and heavy ANFO. The recent uptake of low-density products has been the result of several key factors: the current resources boom forcing AN supply issues, the development of new handling techniques, and a far better understanding of the utilisation of such products. This paper highlights the benefits of low-density products available in the market and focuses on the situations where low-density explosives can provide the end user with benefits that would otherwise be achieved through more time consuming methods. Through correct implementation, low-density explosives can provide the blast designer with another option when looking at the optimum method of breaking the rock. This while still controlling the other limiting factors such as cost, environmental impacts (noise, vibration, dust and fumes), coal damage and safety (stable walls).

Jan 1, 2005

By D H. Laubscher

The in situ rock mass rating system û IRMR - leading to the mining rock mass rating system - MRMR - for jointed rock masses has been used (and abused) in mining operations around the world for the past 27 years. Despite the recent development of elaborate design procedures and computer-aided design packages, MRMR remains one of the most versatile and practical mine design systems available. It is important to realise that the rock mass classification system should not be replaced but rather complemented by more sophisticated and detailed design procedures. The classification system is not only the æcrudeÆ method used for initial assessment (as described in some geotechnical literature) but also in many respects a very effective and practical engineering tool. MRMR could, and should be used during the entire stage of mine life as an integral part of the design process. The objectives of this paper are to illustrate using practical case histories from the past decade, some of the pitfalls of the MRMR classification system, to clarify certain misconceptions in its application and update its mining application.

Jan 1, 2000

The complete life cycle of a production facility has many phases requiring many different skills and many different personalities. It is not unlike the life cycle of a person and many parallels can be drawn from it. I leave some of these analogous situations to your fertile minds. The author, having worked in operations, plant design, plant commissioning, marketing and many other interesting situations through the industry has drawn from this experience and examples given by many associates in the industry.The phases seen are as follows: Concept Studies û someone has a bright idea of how to make a dollar. Scope Studies û what possible processes/options that could make a dollar. Prefeasibility Study û the æviableÆ scope options are studied to develop feasible options. Feasibility study û defines the concepts that should be designed to make a viable project thus enabling financing and project commitment to be made. Detailed Design û an intermediate step that consolidates the inputs to give a robust plant that can be constructed.Construction û people can see what they thought was going to occur and start to understand the plant. Commissioning û the hand-over of æownershipÆ from the conceiverÆs to the operators. Operations û the ætoyÆ has become reality and money must be made. De-commissioning û the plant has seen out the useful life of the ore deposit, it now goes through a further process required by society.Across these phases of plant design run several countervailing management requirements that can influence the outcome of the plant design. Some of the management rigours that have to be applied to the various phases are as follows: costing basis of the various phases; operational and maintenance reviews; sustainable development; risk assessment; reliability reviews; equipment availability; commissioning time; and environmental review.This paper endeavours to awaken people to the phases that projects require for a successful outcome and the management rigour that has to be applied throughout the phases to ensure the correct intellectual horsepower is applied at the right time to ensure the best outcome.Many of you would be parents and realise this is not unlike the development of children, teenagers, adults, retirees and ongoing.

Jan 1, 2002

Tailings management trade-off studies are done for all mining projects. There is wide variability in these studies as their approach, details and outcomes are determined by the experience and focus of the project team. While some of these approaches may consider the whole life cycle of the project others may focus only on capital and operating costs and direct environmental impacts. A complete life cycle approach is not standard practice. This paper describes an approach to implementation of formalised life cycle assessment (LCA) following ISO 14044 to tailings management trade-off studies. The paper describes the implementation of the methodological framework for the LCA, ie goal and scope definition, life cycle inventory analysis, life cycle impact assessment and life cycle interpretation. This standardised approach to implementing tailings management trade-off studies following the LCA approach will contribute to the state-of-the-practice in sustainable mine development.

Jan 1, 2009

By Smith P

The past 20 years have seen the replacement of hydraulic control of longwall mining systems by the neater. smaller and better controlled electronic units.Early problems of moisture and other effects on reliability were overcome to see electronically controlled supports chosen for Corrimal Colliery ten years ago. Lessons from Corrimal and elsewhere, with following improvements and sophistication led to wider use as exemplified by Meco and other electronically controlled supports used in more recent installations in New South Wales, Queensland, USA and Czechoslovakia of the total of over 80 electronically controlled support installations worldwide in the past decade. Present work is toward a fully "integrated face" of British Coal by 1993, incorporating the Meco automatic face straightening system already due for practical use in the UK later this year. However the manless face still appears to be some way off although the present minimum crews and close monitoring, including early warning, are promising stages.

Jan 1, 1991

By D Hodson

Current classification of resources is entirely a subjective task. The various international reporting codes (such as the JORC Code) provide Competent Persons and practitioners with little specific guidance on the standard of work and levels of uncertainty required to classify resources into Measured, Indicated and Inferred. Furthermore, little guidance is given in the conversion of Resources to Reserves and the potential impacts on classification of uncertainties in the modifying factors. Working back from the intended use of the resource estimates, and in understanding the tolerance for uncertainty by the end user of such estimates, insights into the objective and requirements of classification can be determined. Following this approach a comprehensive set of (quantitative where possible) guidelines have been determined that will ensure resources meet the desired objective of each classification, and are consistent and comparable. The guidelines look at what is required for each step in the resource estimation process in order to ensure the final resource estimate meets the desired level of confidence. This approach provides a transparent, comprehensive, justifiable and largely objective method of classification. The implication of introducing such a guideline or approach is to highlight areas of a resource estimation that do not meet the requirements (ie drive the uncertainty beyond the objective) and then focus in on the risks that may flow on from that particular uncertainty, to mitigate or attempt to control those risks.

Jan 1, 2006

By M Rea, E O’Connell

Decarbonising explosives manufacturing and catalysing low-carbon mining supply is a significant global challenge. Low-carbon manufacturing precincts – clusters of geographically close businesses across multiple industries that share a goal of adopting firmed renewable energy and decarbonising process emissions – offer one potential solution. In an Australian first, Orica commissioned tertiary catalyst abatement technology in 2023 to mitigate greenhouse gas (GHG) emissions at its Kooragang Island (KI) facility in New South Wales (NSW), Australia. The EnviNOx® technology (ThyssenKrupp Industrial Solutions AG, Dortmund, Germany) used reduces nitrous oxide (N2O), a potent greenhouse gas arising as a by-product of nitric acid manufacture. As a result, mining customers in NSW are now benefitting from ammonium nitrate (AN) products that are almost 50 per cent less emissions-intensive than those Orica previously offered. The $37 million project is a private-public partnership that has involved partners across Federal and State government, global engineering and technology vendors, local community groups and local carbon advisors to overcome financial barriers.

Sep 1, 2024

By Plamer D. J, Newman O. M G

The Effluent Treatment System at Pasminco Metals - EZ (PMEZ) was commissioned in December, 1991 and has operated satisfactorily, ensuring that aqueous discharges from PMEZ comply with the Tasmanian Environment Protection Act. The system treats both spills and run-off from the Zinc Plant, and acidic liquor generated in the gas cleaning section of the Sulphuric Acid Plant. The spills and run-off from the Zinc Plant are collected in a large catchment pond. The pond liquor, after partial neutralisation with sodium hydroxide to pH 4, and removal of suspended solids, is preferentially recycled to the Zinc Plant, for example, for washing of residues. Liquor which cannot be recycled, is treated in the Lime Neutralisation Section. The other input to the Lime Neutralisation Section is the acidic liquor from the Sulphuric Acid Plant from which mercury has been removed by contact with aluminium pellets in a fluidised column. In the Lime Neutralisation Section, the liquors are blended and neutralised to pH 10 by the addition of slaked lime. The heavy metals and most of the fluorine are precipitated. The precipitated solids are removed in a thickener with part of the thickener underflow being filtered. Most of the thickener underflow is recycled to generate solids that settle rapidly and filter well. The filter cake is returned to the Zinc Plant for the recovery of contained heavy metals while the thickener overflow is discharged to the Derwent River.

Jan 1, 1993

Hong Kong continues to display a remarkable enthusiasm for undertaking ambitious tunnelling schemes despite apparent recessions in the Asian economy. This paper provides an outline of tunnel projects currently under construction, those recently tendered and a glimpse of the extent of forthcoming projects which, according to Government sources, carry a price tag of HK$ 200B. Committed works will cost about HK$ 15B and involve a variety of TBM and drill and blast tunnels. These include the recently tendered works for KCRCÆs West Rail and MTRCÆs Tseung Kwan O railway extension, together with five no retendered TBM drives for the Strategic Sewage Disposal Scheme (SSDS) following forfeiture of the works by the Campenon Bernard-Maeda JV in mid-1997. The JV claimed unreasonable specifications leading to unacceptable levels of water inflow and dangerous working conditions. Key technical issues that are now arising in Hong Kong are:the general use of design and build contracts for bored tunnel contracts;a trend to accept TBM options for relatively short drives in urban areas;the use of æfixed-priceÆ contracts which in the current competitive market, can encourage tenderers to take contractors to take very high risks; andthe difficulty of predicting and managing water inflows in rock tunnels.This paper also includes a new empirical method of predicting water inflows in rock tunnels, and makes recommendations for managing these on-site.

Jan 1, 1999

By G L. Boyd

Backfill applied to highwall mining is foreseen as a means to increase recovery of mineable coal to levels comparable with underground longwall mining. This paper describes the progress of research to demonstrate the role required of backfill to achieve real increases in coal recovered by highwall mining methods.

Jan 1, 1998

Staff turnover percentages on projects in the minerals sector are at levels that would not be accepted in business less than five years ago. While this is being driven in part by the shortage in skills to service the industry there are underlying factors, beyond the increases in remuneration, adding to the turnover. Having identified the five major reasons why people do not stay, this paper confirms that leaders and the various styles are common to all companies. The paper comments briefly on these major reasons and suggests the problem is firmly with management. It also offers possible remedies to reduce the attrition and therefore improve the opportunities for a quality project evaluation.

Jan 1, 2009

The accurate estimation of ore reserves is the most crucial element in a financier's assessment of the risks associated with funding a mining project. It is crucial because any deficiencies in the estimation of a company's ore reserves will be later reflected in the cash flows derived from the production and sale of the commodity. Bankers must rely on the advice of members of your institute in assessing the quality and quantity of reserves. This information helps determine the cash flows which bankers use in their credit making decisions. It is against this background that this exposition has been prepared on "what bankers require in ore reserve statements" or put another way, "what does a bank require in ore reserve statements in order for it to provide the necessary credit Approvals".

Jan 1, 1987

By A Coelho, D Bruce, H Grosser, C Parken, M Xia

Carrapateena is a new underground sublevel cave mine and was officially opened in 2020. It has a mine life of 20 years. Development began in 2016, and with the rare opportunity to start a with a blank canvas and having a long mine life, an effort was made to explore how to incorporate innovative and leading-edge technologies. The Ventilation on Demand (VoD) system was designed with the objective to optimise power consumption and ventilation delivery through the primary and secondary ventilation systems. Primary fans controlled by Variable Speed Drives (VSDs) and dualwinding secondary fans with multiple setpoints control the delivery of overall quantity. Automated butterfly dampeners control the regulation of air to individual production crosscuts, and automated louvres control the exhaust quantities from the mining levels. Ultra-sonic flow sensors are installed to measure air quantity and environmental stations are installed to measure air quality. Both are designed to play a key role in control and calibration of the system. It was quickly identified that no one vendor could provide a holistic solution to meet the design requirements. A strategy was derived to use multiple vendors, harnessing the specific strengths of each. A control system has been developed to allow the Site Operations Control Centre (SOCC) to oversee and control real-time delivery of ventilation as required by operations. The first full level installation of the VoD system was completed in September 2020.

Mar 15, 2021

Most mining projects will involve some level of financial markets price risk. This is because commodities are generally traded in $US. The project will also incur costs in $A and if based in Australia will seek to generate a return in Australian dollars. Therefore the project faces commodity, foreign exchange and interest rates risk. As a business you may wish to maintain these risks within your business. However if the project requires financing to be provided then the financiers will want to ensure that there is a level of certainty attached to the cash flows to support the debt repayments. This is achieved by hedging the financial market risks. Traditionally the hedging process has been based on underlying assumptions within project models, which incorporate views on the direction of the underlying price risk. These views can be formed in an ad hoc manner. Gathering information from a variety of sources including economic forecasting and modelling, technical analysis, seeking market expert views. However, given the historical accuracy of such forecasts locking into long-term fixed hedging arrangements can create an inflexible environment that can restrict the opportunity to benefit from the underlying volatility of financial markets.

Jan 1, 2003