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DIVERSITY There are plenty of examples to show that diversity has been the fundamental downfall of many organisations, particularly when you consider the international position. What about core business, the return of companies to key competence directions and market focus. The stockmarket for instance defines groups and companies in key groups of core business. The expectation is that companies toe the line and do not diversify across their areas of defined expertise. In essence, the market has given notice that the requirements are to focus and stick to our core business. So what right does the conference have to suggest that diversity is the key to prosperity. Hasn't the organiser read the book, studied the history, listened to the market - obviously not. Have they got it wrong, My feeling and belief is no - the organisers have got it right. However, the matter is not as simple as first perceived. What is Diversity, or Diversification as I would prefer? Is it a product position? Is it a geographic position? Is it an expansion or change in services offered? Does a gold mining company diversify into copper or diamonds or aluminium or nickel? Does a gold miner in Australia diversify into China or Kazakhstan or West Africa? How do the two relate? They don't. A successful company will always possess a 'core competence' not so much a 'core business'. The best example of this is the service company extraordinaire - McDonalds. They don't sell hamburgers or french fries, they sell a service, a convenience, a lifestyle. The core business is hamburgers and if McDonalds were to diversify further into new styles of hamburgers, I suggest to you they would fail. But if McDonalds were to diversify into other products based on their 'core competence', provision of service, then I would suggest to you they would be very successful. The service procedure, service machine, service system, the formula, stava the rnnetant the nrnrlnrte -

Jan 1, 1996

By X Hill

Throughout the 2016/2017 financial year, the NSW Resources Regulator conducted an assessment of each underground metalliferous operation across the state to assess how each operation managed the principal mining hazard of ground and strata control. The assessment considered all aspects of the mining process, including all aspects of managing geotechnical risk within drawpoints. This assessment is ongoing and, therefore, this paper is limited to the first six mines assessed in the program.In 2015 there were three fatalities in and around underground drawpoints in Australian metalliferous mines. Whilst many of the systems of work around underground development are consistent across the industry, there are large discrepancies around how each underground mining operation manage the risks associated with drawpoints.For drawpoints to be effectively managed, their management needs to be considered at the earliest stages of the mine planning process. By using downholes and adopting remote systems of work – systems that are continuing to improve with technology – the risks drawpoints posed can be greatly reduced.The assessment by the NSW Resources Regulator revealed a number of common failings across the state in the management of the risks that drawpoints pose. The assessment also observed a number of innovative practices that particular operations have adopted in the wake of serious incidents occurring within drawpoints at their operation; however, these practices have not been communicated to other operations.It is hoped the learnings from the assessment can be considered by industry and reduce the risks drawpoints pose in underground metalliferous mines.CITATION:Hill, X, 2017. Learnings from review of drawpoint management across New South Wales mines, in Proceedings 13th AusIMM Underground Operators’ Conference 2017, pp 143–150 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Oct 16, 2017

Past arguments advocating reverse circulation sampling against blasthole sampling are reviewed to present the debate under a different light. The advantages and disadvantages of each drilling method are compared, and the choice is presented as an informed trade-off between them.

Mar 1, 2010

By G S. C Murray

Major mining projects are developed with the assistance of lending institutions who provide hundreds of millions of dollars in funding over several years, and of course expect those funds to be returned with interest. Two Australian banks have adopted the Equator Principles, an emerging financial industry benchmark for assessing and managing environmental and social risk in project financing. Project financiers have encountered environmental and social issues that are both complex and challenging, particularly with respect to projects in the emerging markets of Asia-Pacific and elsewhere. There are many recent and historical examples of failures by resource companies to effectively manage their environmental, social, safety and security risks, some of which have caused the project to fail completely, and some of which have caused the temporary cessation of production. These events put the financial institutionsÆ funds at risk through inadequate management capacity and non-compliance adversely affecting the ability of the borrowers to repay the loans. They can also reflect adversely on the reputation of the lending institutions. In assessing these risks, lenders are increasingly looking at the track record of the borrower in its country of origin and in other countries where it operates. Lenders are wary of companies that have one standard for operations in a developed country, where the regulatory environment may tightly control what they do, and another standard for operations in countries where the regulatory regime is perhaps less stringent. Lenders may require environmental and social reviews or audits to be conducted on their behalf by competent third parties prior to a loan being approved, and annually over the life of the relationship. The mining industryÆs concept of the unwritten æsocial licence to operateÆ is highly relevant in relation to the delivery of community benefits that are sustainable post-mine closure. This paper provides examples of recent practices that support financial viability and sustainable development, as well as examples of some failures that have put lenders at risk.

Jan 1, 2007

By A G. Dempster, B McKeown, S Saydam, J Coulton

The mining industry has undergone a profound and transformative shift in recent years, driven by the rapid advancement of emerging technologies such as automation, digitalisation, and electrification. These technological innovations have not only revolutionised operational efficiency and productivity but have also introduced an imperative need for new and innovative approaches to conducting mining activities. Specifically, the mines of the future face a new series of complex challenges when planning and developing greenfield or brownfield mining projects in the 21st century. These challenges include greater operational depths, higher seismicity levels, higher rock temperatures, increased environmental constraints and sustainability requirements, a higher degree of interoperability, lack of skilled workforce, and the need for sustainable and eco-friendly mining practices. Consequently, there is an essential need to formulate novel strategies and robust planning methodologies that re-evaluate how mines are planned, executed, and managed, from the early exploration stages to the post-mining era and the consequent uses of mine sites. This research focuses on identifying the factors influencing the implementation of modern technologies, such as autonomous machinery in mining operations, and their impact on mining method selection and longterm mine planning. The findings underscore a crucial need for a paradigm shift in how mines are planned and developed, going beyond mining method selection, which primarily focuses on geological and economic factors, and must evolve to incorporate the multifaceted implications of modern mining operations.

Sep 1, 2024

By M L, G Maddocks, A Ferrier, ers, A Forbes

Evolution’s Mount Rawdon Operation (MRO) produces gold and silver through open pit mining methods. The mining operations are scheduled to be completed in FY24 (Financial Year 2024), after which low-grade stockpiles will be processed until the end of FY27. As part of MRO’s Progressive Rehabilitation and Closure Plan (PRCP), RGS Environmental Consultants (RGS) and Deswik were engaged to develop the final landform surface and a whole of site probabilistic water balance/water quality (WB/WQ) model to evaluate the viability of several closure options with respect to water quality in the various site water storages, particularly the final void which will form a pit lake. This case study details the closure option which included (amongst other things) covering the final landforms and directing water toward or away from the final void post closure. Closure and rehabilitation for MRO had previously been planned and evaluated on a ‘domain’ basis. Furthermore, the rehabilitation plans and final water management plans for the Tailings Storage Facility (TSF), Waste Rock Storage Facility (WRSF) and other domains were not coordinated, possibly resulting in competitive rehabilitation material requirements at the commencement of closure activities. An assumption was that a legacy non-acid forming (NAF) stockpile would provide sufficient material to both supplement ex-pit material for the construction of the TSF embankment raises and to complete all closure activities, but the volumes available and the volumes required to complete the closure activities had not been quantified.

Aug 2, 2023

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

Jan 1, 1998

By S Porter

The Melbourne City Link Project is a privately funded road infrastructure project linking three significant existing freeways in the vicinity of the Central Business District. The State Government, through the Melbourne City Link Authority, has contracted Transurban to build, own and operate City Link for a concession period of 34 years before the road network is transferred to the State. Transurban has a contract with Transfield Obayashi Joint Venture (TOJV) to design and construct the works. The project is divided into the southern and western sections and the tunnel works comprised the significant component of the Southern Link. Outside of the cut and cover tunnels at the portals, the driven tunnels component was constructed by TOJV direct labour. TOJV subcontracted all design work to a joint venture of Hyder Consulting and CMPS&F (Hyder/CMP). The geology in the tunnel corridor and generally below the city of Melbourne is highly variable and constantly changing. The tunnels were driven, for the most part, in siltstone and sandstone of the Silurian age, but also intersected overlying basalts and clays. The Silurian bedrock is a fractured aquifer that is connected to overlying alluvial aquifers. Consequently, the construction of the tunnels was a complex engineering task. This paper details the operational relationships and procedures developed to deliver a design that was aligned to the construction constraints and delivered an end product that met all technical, quality, cost and program goals.

Jan 1, 1999

Mining engineering, metallurgy and minerals-related geology have proud traditions and are essential professions to support a safe and sustainable minerals industry. However, the future of these professions is under threat. The courses that produce such graduates are disappearing worldwide and the number of graduates available to enter the industry has been falling in English speaking countries for at least a decade. It is unlikely that this problem will be remedied by æsupply and demandÆ. Instead, some active intervention is required.

Jan 1, 2004

Obtaining correct assays for gold determinations relies on the correct methods being chosen and the assayer being made aware of the mineralogy of the sample and its general origin. Usually when a geologist or metallurgist obtains "incorrect" gold assays the problem can be traced to poor communication between the geologist or metallurgist and the assayer.

Jan 1, 1986

Quality Assurance has become a buzzword amongst governments and industry. Notwithstanding the world class work done by its committees in developing codes of ethics and of practice in field geological handbooks, mining cost estimation handbooks, and reserve estimation, the AusIMM could better prepare its membership for QA. MICA could provide a simple set of guidelines to enable consultant members to develop their own QA procedures manual conforming to AusIMM Codes and to IS09003, and AS3903.

Jan 1, 1994

By E R. Ramanaidou

The presence of clays in channel iron deposits (CID) within the Pilbara region of Western Australia causes problems in the classification and subsequent processing of the iron ore. In particular, the presence of clay adversely affects the processing and ore metallurgical properties by increasing the amount of Si and Al. Iron ore companies are seeking new methods to quickly and objectively detect the type and amount of clay in these deposits. Traditional methods of clay quantification such as X-ray diffraction (XRD) and thermal analysis are time consuming and expensive. Reliance on bulk chemical techniques (eg X-ray fluorescence, (XRF)) to derive normative mineral abundances can give misleading results. For example, the replacement of Fe by Al in the structure of the iron oxide minerals, goethite and haematite, which dominate in CIDs, can be significant. Silicon can also occur in association with these Fe minerals. If not accounted for, chemical techniques may overestimate the normative abundance of clays. In comparison, reflectance spectroscopy in the visible-to-near infrared (VNIR) and short wave infrared (SWIR) wavelength range (eg 400 - 2500 nm) and Fourier transform infrared (FTIR) (6000 - 900 cm-1) analysis are non-destructive techniques that can provide rapid and objective mineralogical information. Both techniques are particularly suited to Al-, Fe- and Mg-OH bearing minerals such as clays. Kaolinite and, to a lesser extent, montmorillonite are the most common clay contaminants that occur in the Pilbara CIDs. Previous applications of VNIR-SWIR spectroscopy have demonstrated the potential of these methods in quantifying the clay mineralogy of CID ore. In this study, variations in the depth of diagnostic spectral adsorption features in the SWIR wavelength range of kaolinite and montmorillonite in standardised mixtures, with known proportions of clay, were well correlated to the abundance of kaolinite and montmorillonite, and to the clay alumina content (ie per cent Al2O3 û clay).

Jan 1, 2007

By K Biegaj

During the author’s 25+ year career in mine management in various parts of the world (mostly in Australia), the author has been privileged to live and work in mining towns (not FIFO) for more than 20 years. And has personally observed other people from the mining industry carrying out work at home in an unsafe manner, eg pushing lawn mowers whilst wearing thongs or performing electrical jobs whilst standing on aluminium ladders, as well as many others. It is common that injuries sustained at home whilst on break are not reported upon arrival back on a mine site. A large number of compensation claims for injuries at work, which in fact had been sustained at home, come at substantial extra costs to mining companies.

May 5, 2022

I am honoured to be given the opportunity to share with you my thoughts on what will be the essential characteristics of æThe Mining Company for the 21st CenturyÆ. For me the 21st century is all about globalisation and the challenges and the opportunities that globalisation presents for the mining industry. To play on the global stage the successful mining companies must develop profiles that are global in: their operations diversity, their partnership relationships diversity, their customer relationships diversity, their workforce diversity, and their shareholder diversity. In my view æbigÆ will count in the 21st century, but big overlaid with quality: quality assets, quality people, quality partners, quality customer relationships, and quality image and reputation. Last year, Rio TintoÆs Leon Davis said when he addressed the Minerals Council of AustraliaÆs annual conference that Australian resource companies that wish to become global operators must develop an unequivocal international identity that will make that company a known and trusted quality wherever it seeks to do business. He went on to say that structuring and operating a business in a way that consistently manifests the qualities that inspire respect and evoke confidence is vital. I absolutely concur with what Leon said. Unfortunately, the fact is that, as we stand at the beginning of the 21st century, our industry and many of our companies are no better accepted by the world community than was the case five, ten, 15 or even 20 years ago. In fact, in some cases, the warmth of the acceptance may have subsided. To some extent the demonstrations that we saw recently in Seattle and Davos reflect a growing distrust, disquiet and cynicism in our communities. Here, however, I see an opportunity. While on the one hand the mood of disquiet presents many challenges, it also provides those of us who are willing to get out on the front foot in addressing the issues, and engaging in the dialogue, with a very significant opportunity to create a major competitive advantage. It provides the opportunity to earn respect and the opportunity to develop a reputation as a company that is sought as a joint venture partner and a company that is welcomed by governments and communities. Importantly, also, people will seek employment with such a company and will invest in such a company. The challenge is to change the way we behave and the way we are perceived by all the key stakeholders. Many of our industryÆs traditional skills are now commodities à many can be à and are out-sourced. The new critical skill for the 21st century à the real competitive advantage à will come from creating a real and genuine understanding of our role and what we stand for. Everything we do should demonstrate not only sound business principles, but also an understanding of the political, social, cultural and environmental impacts of our activities - at an international and a local level. This concept isnÆt new - but for large companies such as BHP, where we operate in more than 20 countries with diverse cultures, languages and religions - it requires enormous energy and dedication. It is complex. It is difficult. But I believe it is absolutely fundamental to our future.

Jan 1, 2000

By K Watters

API Management Pty Ltd (API) is currently developing the West Pilbara Iron Project (the ‘Project’). The Project is a substantial greenfi elds mining and infrastructure development proposed for the west Pilbara region of Western Australia. The Project will establish API as a new and independent supplier of direct shipped iron ore. API manages the Australian Premium Iron Joint Venture (APIJV) on behalf of joint venture participants Aquila Resources Ltd and American Metals and Coal International Inc. The APIJV was formed in February 2005 with the objective of developing a long-term iron ore export operation in the west Pilbara region.Development of Stage 1 comprises a 30 million tonne per annum (Mt/a) channel iron deposit (CID) operation scheduled to commence in the second half of 2014 subject to approvals. JORC compliant CID resources total nearly 700 million tonnes and the Stage 1 mining area comprises eight iron ore deposits located between 30 km and 85 km south of Pannawonica. Run-of-mine ore from the eight deposits is transported to a central processing facility for crushing, screening and blending into a sinter fines product, which API has named West Pilbara Fines or WPF. Construction of a 282 km main line heavy haulage railway from the Stage 1 mining area to the proposed greenfields multi-user port at Anketell Point near Wickham, is capable of accommodating large Capesize bulk carriers and providing export facilities for other third parties. Capital investment in the order of $A6 billion includes essential support infrastructure including power, water, accommodation, roads and an airport at the mine.A feasibility study for the development of the Stage 1 mine, rail and port infrastructure has been completed along with environmental surveys of the mine, rail and port areas with Public Environmental Reviews (PERs) for each submitted for public review by end 2010. Consultation and cooperation with various stakeholders of the Project areas, and early engagement with traditional owners of the respective areas has commenced. Various sampling and metallurgical characterisation programs combined with independent institute and steel mill based testing have confirmed the positive sintering characteristics of WPF ore, which is higher in alumina (3.37 per cent) than typical Pilbara ores. *This is an abstract only. No paper was provided for this abstract.*

Jul 11, 2011

By K Sherry, N Shahbazi

Scope 3 emissions are a set of often overlooked indirect greenhouse gas emissions within a company’s value chain and represent the majority of emissions for many sectors. These emissions arise from activities conducted by entities beyond the reporting organisation’s ownership or direct control and are often challenging to calculate. Scope 3 emissions typically encompass purchasing goods and services, transportation and distribution, managing operational waste, downstream processing and utilising sold products. Within the mining sector, scope 3 emissions often constitute a significant portion of the overall carbon footprint. Therefore, these emissions are a significant aspect of the future of sustainable mining. As the journey towards a world committed to achieving Net Zero Emissions has started, the time to spark a transformative conversation in the mining industry has arrived. Consequently, a better knowledge of scope 3 footprints allows organisations to assess their emission mitigation projects against the total carbon impact of their operations and products.

Sep 1, 2024

By Bragg R, McMahon B, Lenton R

In 1992 environmental audits were carried out at seven coal mines operated by Oakbridge Limited in the Hunter Valley and Lithgow areas of NSW. The audit reports recommended a course of action designed to improve the environmental management system already in operation at the mines. This program started with training in environmental awareness for the Board of Directors, and the development and authorisation of an environmental policy. On-going programs at each mine were expanded to include environmental awareness training for all 2000 employees at the mines, and the development of a 20-module environmental training program which included air, water, soil and noise management, oil and chemical handling, sampling and monitoring, rehabilitation techniques and many more. Environmental incident reporting was introduced, and a system of reporting from the coal face through individual mine site environmental committees, to a Corporate Environmental Committee and up to the Board Environmental Committee became an effective part of a due diligence program. The Board resolved to undertake external independent environmental audits every two years, with internal reviews in the alternate years. An Environmental Management Group was formed, consisting of four internal environmental personnel and Oakbridge's appointed environmental consultant, to effectively resolve many of the environmental issues facing the Group. This program is continuing to evolve as an industry leader in environmental management Practice.

Jan 1, 1995

At the outset I want to thank you for inviting a representative of the Chamber of Mines of South Africa to address you on the subject of mining and its future at this, the 13th Congress of the Council of Mining and Metallurgical Institutions. It is indeed a pleasure and an honour to be here. As many of you will recall, four years ago I, as the then President of the South African Institute of Mining and Metallurgy, had the privilege of hosting and welcoming you to the 12th Congress, the third such congress hosted by South Africa. The late Sir Ernest Oppenheimer, President of the 1930 Congress - the first to be held in South Africa - in his opening address foresaw the mining industry as "the most potent factor in spreading the benefits of civilisation over the sub-continent." We have come a long way since those halcyon days but, as I noted four years ago, it still remains true that mines have been, and will continue to be, the missionaries of development in many, if not most, of the Third World countries. I have been asked to address you on the subject of "mining" and to let my imagination roam widely so that delegates can leave the congress with a broader vision than they brought on arrival. It is a tall order and in my attempt to fulfil it I ask you to cast your minds back 120 years to a sultry, rustic day when the first diamond was discovered in South Africa at the now famous town of Kimberley. At that time the South African economy, predominantly pastoral, was still at subsistence level. Almost overnight the ensuing diamond rush turned the then British- owned northern Cape Colony's semi-desert scene into a hive of mining activity, every prospector bent on making his instant fortune. It was very little different, I am sure, to the gold rushes that hit California in 18+8, Australia in 1851, New Zealand in the 1860s. and the Yukon in the 1890s.

Jan 1, 1986

The Olympic Dam copper-uranium-gold-silver deposit, located 520 km NNW of Adelaide, S.A. was discovered by Western Mining Corporation Ltd in 1975, and is now being developed as a joint venture between WMC (5107o) and the BP Group (4907o). The discovery of this deposit resulted from the application of a conceptual model for the formation of sediment-hosted copper deposits. This model postulated that the oxidation of basaltic rocks could release significant amounts of copper into solution and that, under favourable conditions, these solutions might pass upwards along faults, and the copper be precipitated in reduced- facies sediments higher in the sequence. The Stuart Shelf province was chosen for exploration because geological interpretation suggested the presence of suitable basal- tic source rocks at depth, and favourable host sedimentary rocks in the overlying sequence. The Olympic Dam site was selected for drill-testing because of the presence of coincident gravity and aeromagnetic anomalies suggesting the presence of basalts and/or mineralisation at depth. This site also had a favourable tectonic signature, indicating the presence of deep crustal structures which might have allowed fluid migration.

Jan 1, 1988

The adoption of new technologies is accompanied by risks that the stakeholders will wish to understand and minimise. The process of developing a dynamic simulation and the plant it will be used in provides a discipline and attention to detail that highlights and provides an opportunity to mitigate risks that will exist in a production environment. The simulations will enable investigation of what the outcome of process failures will be and the impact maintenance. Enumerating this information will enable designs to be optimised and operating and control strategies to be tested.The success of new technology is dependent on the operators and their understanding of it and the machines that use it. In this context dynamic simulations can provide training and experience without risk to personnel, equipment or production. This experience will include situations that would not be induced in a production plant for training purposes. This paper outlines a generic template for a dynamic simulation that can be used to evaluate the introduction of an emerging technology into an operating environment. It includes process flows and surge capacity, breakdown and maintenance, operator interactions and availability, push and pull production scheduling and system control.

Sep 26, 2011