Search Documents

This paper examines the broader implications of recent and ongoing changes in mineral resource managementå and reporting practices and the impact that these might have on mining companies. It is likely that an International Reporting Code will be developed in the near future, based on a number of National codes produced in recent years. However, this is only part of the reporting story, as an International Code brings with it a range of further issues to resolve. For the Code to be effective, there needs to be international recognition and perhaps licensing of Competent Persons and an expanded base of sponsoring professional bodies. Also, in an increasingly global business, shareholders, regulators and other interested parties need to know and understand the general processes involved in resource and reserve estimation and reporting in order to recognise companies that maintain the highest standards. There is a current trend towards greater scrutiny of company performance in a range of areas under the banner of corporate governance, and many changes are happening that will place greater disclosure burdens on all companies in the future. Good corporate governance means management of company assets for the benefit of the stakeholders. For a mining company, there is no greater asset than its mineral resources and reserves and directors are just as responsible for effective management of their mineral resources as they are for financial good practice. The paper looks at the relevance of corporate governance principles to mineral resource management and the changes that this could bring to the way that companies deal with regulators, shareholders, financiers and others. Finally, increased scrutiny and further regulation inevitably means greater effort by the industry and higher costs. Despite this the author believes that there are substantial offsetting benefits to be gained by companies prepared to take the initiative in improving resource management practices and communicating these improvements to shareholders. In order to achieve the benefits however, the industry needs to fully engage in the changes that are taking place û setting its own standards and working with the regulators rather than sitting back and being legislated against. Mineral resource reporting provides a good model of how this process can work and there will be other opportunities in the coming years as the industry seeks to develop best practice in mineral resource management. The author is an employee of Rio Tinto but wishes to point out that the views expressed in this paper are his own and not necessarily those of Rio Tinto.

Jan 1, 2002

By Hoberg H, Schnieder FU

The disposal of residues from coal preparation and processing will to an increasing extent require investigation and consideration of the environmental problems resulting as a consequence of this. Different authors (Diingelhoff and Plankert, 1983; Hasenpatt, 1985; Szczepanska and Twardowska, 1987) have concentrated primarily on the content and the mobilisation of inorganic contaminants such as chlorides, metals and heavy metals from spoil tips, while no publications have yet been found on the question of a possible emission of organic contaminants (PCB, PAH, HC HC) from processing residues. Here the flotation residues in particular are able to bind larger quantities of organic contaminants by physi-sorptive means because of their large specific surface and, after disposal, to be re-emitt than into the environment. The flotation agents used in coal flotation are mixtures of technical distillation products with a correspondingly fluctuating composition. As Hey, 1986 showed, they may contain, in addition to the main components (n-alkanes, alcohols, surfactants), over 50 individual trace substances. In conjunction with the structural-chemical similarity of the individual components, this complicates the quantitative analysis of individual components considerably. For the analysis of hydrocarbon content of flotation products by means of extraction with organic solvents in accordance with DIN 38408, H18, the difficulty arises, besides the insufficient sensitivity at low concentrations, that geogeonic hydrocarbons are extracted from the coal as. well and the analysis results are thus falsified. These problems were overcome by the application of the 14C radiotracer method where certain components of the flotation agents are marked with radioactive carbon (14C). By measurement of the radioactivity of solid and liquid samples, the concentration of the marked substance can be measured very sensitively and precisely, whereby the accumulative measurement of similar organic substances is ruled out. Thus the reaction path of certain substances in complex reagent mixtures such as flotation agents can be traced excellently and the conceivable environment burden resulting from flotation tailings disposal can be estimated. In this paper, the adsorption behaviour of typical components of coal flotation agents are investigated for different coals and types of gangue material, the reagent content of flotation concentrates and tailings, as well as the mobility of the reagents adsorbed onto solids. The knowledge of adsorption and desorption mechanisms of unpolar hydrocarbons emulsified in water to solids are also of particular interest for the understanding of processes of organic soil contamination and for the further development of washing processes for oil-contaminated soils.

Jan 1, 1993

Driefontein Gold Mine together with Kloof Gold Mine and Beatrix Gold Mine forms part of Gold Fields South Africa. Driefontein Gold Mine is situated near the town of Carletonville, 50 km south of Johannesburg, in the Gauteng Province. The 4 Shaft East complex comprises of the 4 Main Shaft and the 4 Subvertical Shaft. The main shaft is 9150 m in diameter and was sunk in 1984 to a depth of 2000.5 m. The 4 Subvertical Shaft is 7320 m in diameter and was sunk during 1985 to a depth of 3006 m. Full production was, however, only reached during 1988. Intensive mining is currently being done between levels 28 to 42. In 2002 a decision was made to start mining the shaft pillar, situated between 32 and 33 level in the subvertical shaft. Intensive studies showed that with selective mining scheduling the total mineÆs life could be lengthened by nine years if accessed timeously. The higher grades present in the shaft pillar can be mixed with lower grades from the same reef band presently mined 1500 to 2000 m away from the subshaft pillar area. The shaft pillar comprises 50 per cent of the remaining ore resources available. However, no provisions were made in the initial phases of the shaft development to extract the shaft pillar. Grades between 4300 cmgt to 2500 cmgt relating to 23 and 14 g/t are present in the shaft pillar and an estimated 50 tonnes of gold can be produced from this pillar in the period from 2007 to 2015. The pillar extraction is the key to DriefonteinÆs long-term gold profile. Every geological feature possible is represented in this to-be-mined pillar area. The pillar around the shaft is a complex structure featuring hard and soft lava, sedimentary structures/plane parting that moves against each other, quartzite capping, etc. Replacement of services and secondary support systems were designed, modelled and put in place. The original steelwork was not designed to cope with the various stresses and movements, which are expected once the extraction process is started. Existing shaft steelwork was used as far as practically possible. The principal behind the design was that the steelwork would be totally disconnected from the shaft lining over its total length of 132 m in the area of the reef intersection. This will allow the steelwork to move independently from the geological structures surrounding it, allowing a certain degree of distortion of the shaft lining, moderate twist and tilt to take place without interfering with hoisting operations.

Jan 1, 2005

By T Gibbons, M Korte, C Brent, K Runge

The Barrick Osborne concentrator has gone through a number of upgrades since commissioning and steadily increased production from the original 119 t/h design capacity to 265 t/h milling throughput in 2008. This was achieved incrementally over several years, by maximising operating efficiencies, in order to minimise capital expenditure, and take advantages of economies of scale; but more importantly it was reached with no measurable loss of recovery. Osborne currently processes a blend of under- ground with open pit material from the nearby Trekelano deposit. Following primary/secondary crushing, the material is processed through a rod/ball mill grinding circuit ahead of rougher/scavenger flotation that produces a copper concentrate.Osborne was seeking a further increase in plant throughput of the order of 15 per cent, but at more sustainable levels of secondary crusher plant utilisation. In early 2008, Osborne contracted Metso Minerals Process Technology Asia-Pacific and South America (MMPT) to review the entire process from run-of-mine feed to final copper concentrate. This review would be done concurrently, with surveys of both the crushing/ grinding and flotation circuits being performed at the same time. The outcome would be a steady-state model of the complete flow sheet allowing the crushing/grinding model to interact with the flotation circuit model such that overall process optimisation was possible. Two key outcomes for the operation are exploration of the operating limits of the currently installed plant, and projection of the logical next stage of potential capital plant expansions. This paper covers Part B or the flotation component of the project. A separate paper discussing Part A or crushing and grinding is also being presented at this conference. Surveys of the Osborne flotation circuit were performed along with a comprehensive review of the cell characteristics including measurements of the gas and froth phases of individual flotation cells. These data resulted in a size-by-size floatability component model of the complete circuit. This circuit model was then used to perform steady-state simulat- ions to evaluate options to improve both overall circuit and individual cell performance. The grinding circuit model discussed in a separate paper or Part A of this project was then used interactively with the flotation circuit model to recommend the best operating regime to maximise overall efficiency. For example, the balance between increased crushing and grinding costs versus higher copper recovery and final concentrate grade. Due to changes in market conditions in the fourth quarter of 2008, the focus was shifted to prioritising operational changes rather than capital expansion modifications, in order to improve circuit performance.

Jan 1, 2009

The West Fork project is located in Reynolds County, Missouri, in the mineralized zone referred to as the Viburnum Trend. The West Fork orebody has a calculated ore re- serve of 13 600 000 tonne (15 000 000 st) con- taining 5.5 per cent lead, 1.2 per cent zinc, and recoverable values of copper and silver. A total of 64 600 tonne (71 200 st) of lead concentrate and 11 300 tonne (12 500 st) of zinc concentrate will be produced annually. The mill was designed to operate at an average capacity of 3450 tonne/day (3800 st/day), based on a 95 per cent availability factor. The mill will operate 24 hours a day, 5 days a week, with maintenance performed, as needed, on weekends. The mine will operate on an identical schedule; but the underground, pri- mary crushing will operate on a six hour/shift, three shift/day schedule. The 1.07m x 1.22m (42in x 48in) jaw crusher will produce a minus 20cm (8 in) material at an average rate of 191 tonne/h (211 st/h). The jaw crusher has almost twice the throughput capacity required, but the decision to install that size of crusher was based on the need to handle over sized rock in the ore.The coarse crushed ore will discharge into a 180 tonne (200 st) skip pocket, which will allow up to a one hour surge capacity prior to hoisting. Hoisted ore will discharge into a 900 tonne (1000 st) storage bin located adjacent to the headframe. The skip pocket and coarse ore silo comprise the total ore storage capacity. The concept of having no intermediate fine ore storage between the secondary crushing and grinding sections was borrowed from the Brushy Creek Mill of St. Joe Minerals, which operates adjacent to the West Fork property. Integration of the secondary crushing and grinding circuits has worked ' successfully for years at the Brushy Creek Mill. The most obvious advantage to eliminating the intermediate fine ore storage is'capital expen- diture savings. The capital expenditure savings include the cost of silos, feeders, and the cost of additional conveyor length and eleva- tion. Savings in operating costs will also be gained, particularly in reduced maintenance costs. Other factors which influenced the decision to eliminate fine ore storage were the simplicity of the secondary crushing sec- tion and the limited area available for con struction of the facility

Jan 1, 1978

In process industries, time-dependent random fluctuations of raw material characteristics and mass flow rates in bulk material or pulp flows cannot be always prevented for different reasons, eg because of the geological situation (no uniform formation of the deposit) or/and because of technological reasons (segregation in bunkers or on stockpiles). Since a long time, there has been practical experiences that such fluctuations can have negative consequences, eg: ò fluctuations of the final products characteristics, ò higher expenditure for process control, and ò worsening of technological characteristics (recovery, sharpness of separation etc). In the literature, there can be found a lot of details as to, eg the improvement of the sharpness of separation in a jig in dependence on the raw material blending (Kubitza, 1981; Gathen, 1983) or the decreasing flotation recovery with increasing raw material characteristics fluctuations in iron and potash ore processing plants (Bubnova, 1978). Up to now, however, these consequences of random fluctuations, eg on the separation efficiency were not predictable theoretically. It could be shown by means of the general model for mechanical macroprocesses (Graichen, 1989), that the reduction of input fluctuations passing a blending facility can be calculated in this way. In this example, the steady state of the process is the wanted one, but, in general, the model is able to describe also non-steady states of the process regarded. On the other hand, the general model of mechanical macroprocesses has been used successfully for modelling separation processes, eg cross-flow and air classification (Molerus, 1969; Neesse, 1991; Senden, 1979; Tichonov, 1973). That is why it was tried to model the influence of input fluctuations on the separation efficiency, that means, the impact of non-steady states - as a consequence of random fluctuations - on a separation process. The models discussed in the literature are related nearly exclusive to the steady state of the process. The reasons for that lie in the (relative) simplicity of the models and the fact that the steady state is aimed at by means of blending processes under practical conditions - because of the advantages mentioned above. These models cited have proved to be superior to other models, since the basic general model for mechanical macropocesses makes possible the consideration of turbulence acting in the process unit and influencing the separation process essentially. This is valid also for modelling the turbulent cross flow classification, applied to mechanical classifiers and hydrocyclones, where the correspondence between the separation characteristics (cut size, separation sharpness) calculated and determined experimentally is much better than for other models.

Jan 1, 1993

By M Schmid

German hard coal mining operations have decreased for more than 40 years. Current political decisions are leading to a discontinuation of subsidised black coal mining by the year 2018. This decision will, however, be reviewed once again in the year 2012. The enormous increases in productivity, which were achieved in previous years, have so far not led to an achievement of market requirements. Coal mining at depth of more than 1200 m in multiple seam environments is not yet competitive in global comparison. In 2008 the 24 faces left in eight mines produced about 20 million tonnes of usable steam coal. Management and the workforce will be reduced in parallel; from today until 2012 by more than half. The average age of personnel is increasing dramatically and nearly no new personnel are recruited. With this background in mind, increasing continuously coal mining productivity becomes more and more difficult. Above all, this goal was reached by mechanisation, then by increasing the mining machine power and then by enhanced machine control systems. The first attempts to automatically operate full face equipment from above ground were in the early 1980s. After successful automation of the face equipment, the emphasis is now on mine logistics. Autonomous monorail transport was introduced and tested in 2007. Since the development rate of machine improvements has its limits, the focus is on the full interaction of the total production system. Here information technology (IT) becomes important; the driver for more productivity. Actual developments aim for the complete and general homogeneous IT infrastructure both above ground as well as underground. The explosive environment needs high level investments in safe technology, eg access points for WLAN and fibre optics for underground use (ATEX certification). New technology availability also drives the enhancements of management and process control systems. Innovations in the mining industry often comprise technology advances through the adoption of well-known technologies. With virtual reality (VR) teaching and training systems advanced computational instruments, both in software and hardware development, were applied in the German coal mining industry for ten years. Widening lists of applications as well as the encouraging achievements show the economical benefits of investing in virtual reality technology both for teaching and training and for knowledge management. The paper discusses the actual technical achievements as well as in IT infrastructure utilisation and also in employment of virtual reality based systems. Special focus and deeper insight will be given to the fibre optics and WLAN hardware integration as well as software developments. The pocket personal computer (PC) is used to enhance underground material transport and data acquisition. The knowledge-based maintenance system (KBMS) integrates real-time virtual reality knowledge elements, such as repair process descriptions. It gives access to expert documentation by intelligent search algorithms and 3D representations of major mining machinery.

Jan 1, 2008

The title of my presentation is `Nursing One's Resources', words that fit a young organisation like Ross Mining and words we had to apply to reach our current level as a company. To get to where we are, we had to nurse, foster and treat carefully all our available resources in the widest sense of the word, namely: ò a stock or supply that can be drawn upon (funds, mineral resources, human resources); ò the means available to achieve an end; ò skills in devising expedients; and ò practical ingenuity. I do not claim that Ross Mining is now the perfect mining company. However, we have become a profitable, dividend- paying, gold mining and exploration company which is to our knowledge, currently the cheapest gold producer on the Australian continent. Nursing our resources got us where we are and will guide us in our future development. The words `nursing one's resources' are I feel particularly applicable to mining-as I like to argue that the extractive mining industry has a social responsibility to optimise the metal output and value from each orebody which is being exploited, and preferably leave no metal behind. Likewise, a modem company cannot survive into the future without maximising and optimising its human resource potential. In this presentation I would like to present a number of actual examples of nursing one's physical and human resources. Before I do that, I will give a brief background to Ross Mining. Ross Mining NL is a young Queensland-based company that gained its stock exchange listing in September 1987 and that poured its first gold in 1989 from its own developed Belyando Mine, located in Central Queensland. We have now reached the stage of a medium-size gold producer, producing approximately 70 000 ounces of gold per year, mainly from the Yandan Gold Mine, also in Central Queensland. Our production is set to increase to over 100 000 ounces in the near future. Recent increases in our resource base have secured us a future of ten to 15 years. As a young, newly listed company, we faced all the dangers that most new small floats do as a new entrant into an established industry. However, one advantage of being young and perhaps naive, is summed up by the following Zen Buddist saying: In the beginner's mind there are many possibilities, in the expert's mind there are few. A mining company's main assets are the sum of its resource base and the skills and talents of its people. Attempting to optimise both the physical and human resources within the company has been to-date the key to our success. The first example I would like to present is linked to the exploitation of the Belyando Gold Mine in Central Queensland.

Jan 1, 1995

More than in any other way, the community judges the minerals industry by its environmental performance. Minerals Council of Australia web site www.minerals.org.au/media/code Time is overtaking us. What was good enough yesterday is not good enough today. What may be acceptable today wonÆt be tomorrow. So we need to leap forward. We need to begin to move towards sustainability. Dick Zandee, Managing Director, Placer Dome Asia Pacific The competition for access to exploration and mining opportunities is intense. So is competition for the best people, capital and community support. Poor environmental performance damages a companyÆs ability to attract these. Quite simply, good environmental management is good business. Hugh M Morgan AO,Chief Executive Officer,WMC Limited. Decisions made by private industry and international corporations are increasingly determining the fate of the environment. ...Nothing could be more shortsighted than for todayÆs conservationists to neglect cooperation with business and industry as a means of moving company philosophy and public accountability ahead in favour of the environment. Dr Claude Martin,Director General,WWF International The four quotes above well illustrate the challenges faced by companies and conservationists in attempting to achieve the societal goal of sustainable development. That this aspirational goal itself is far from clearly defined, although it has been widely accepted and endorsed by governments, business and civil society, exacerbates the challenges. Sustainable development has as its central thesis the integration of environmental, social and economic policy. Its attainment by business has been described John Elkington (1998) as the pursuit of the ætriple bottom lineÆ - the achievement of social and environmental targets, in addition to the traditional economic bottom line. It is self-evident that business is both competent and comfortable defining and measuring economic performance and reporting that performance to internal and external audiences. As long as information has been prepared according to the established standards of measurement and reporting of economic performance, all audiences can have confidence in its accuracy. Business does not enjoy the same competence and comfort with regard to social and environmental performance. This is no startling condemnation of business, any more than it is a criticism of governments, non-government organisations (NGOs) or academia. It is a statement of fact that the tools to allow for credible definition and reporting against the other two components of the ætriple bottom lineÆ have yet to be fully developed and are, therefore, far from being widely accepted. Crucial to achieving sustainability is the ability to measure progress toward the goal. The task is to develop means to define appropriate performance standards and to credibly measure and report company environmental and social performance against those standards.

Jan 1, 2000

By K Gilliland

The past decade has seen the widespread implementation of computerised real-time operational management systems in open pit mines. While these systems have made a significant impact on operational efficiency at a process level, surprisingly little work has gone into integrating these systems with other IT systems, including those used for tactical planning and enterprise resource planning. As a result of this gap in the information hierarchy, the goal of optimising an entire operation, or multiple operations, remains elusive. Implementation of computerised operational management systems in underground mines has been much slower. This is a significant, though often overlooked, reason why the productivity for underground mining is generally so much lower than for open pits. The historical reluctance to implement computerised operational management systems underground can in part be attributed to the underground environment, particularly the difficulty in establishing effective communications. Another factor retarding the implementation of systems underground has been the perception that the nature and scale of underground mining does not lend itself to computerised operational management. This perception can be challenged, not only by a process level examination of the underground mining, but also by a holistic examination of the entire industry. In recent years, the mining industry as a whole has destroyed rather than created wealth and underground mines are major culprits. The degree of value destruct has been more pronounced with underground mines, as the usual problem û low commodity prices û has been exacerbated by the harsh environment, low productivity and a æfog of warÆ no longer generally found in open pits. Faced with these realities, underground mines will have to adopt modern management tools or suffer extinction at the hands of an unsympathetic investment community. All is not gloom and doom, however. Technological advances have largely overcome the difficulties associated with the underground environment. As a result, there is a small, but growing, number of underground mines using computerised operational management systems to directly improve the bottom line. Much greater improvements can be realised if the industry takes advantage of the recent convergence in technology, to integrate process information with tactical and enterprise resource planning systems in order to provide a solid platform for all decision-making. This would result in the æeÆ mine. Given that the underground fraternity is essentially starting with a blank sheet, they have the opportunity to æsteal a marchÆ on open pit mines, who may be constrained by legacy systems. The benefits of the æeÆ mine are presented through a hypothetical case study that examines the shortfalls of the non-æeÆ mine. The paper ends by presenting a future vision for the æeÆ mine.

Jan 1, 2000

HISTORY OF PROCESS DEVELOPMENT The manufacture of coke from coal commenced at the beginning of the 17th century by heaping coal into circular mounds in the open, covering with earth, clay or ash and slowly burning the coal in the mounds to produce a heap of coke. Naturally the process was slow in production rate with low coke recovery due to the loss of that part of the coal which was completely burnt to ash. As a natural consequence of this initial carbonisation method, a coke oven design was developed so that the coking chamber, which was constructed of brick, was circular in plan, cylindrical in section with a dome shaped roof - similar in shape to the original coal mounds. As the shape of the chamber was similar to the old dome shaped beehive, the ovens were called beehive ovens. The ovens were built in long single or double rows with retaining walls between each oven and as such were known as a battery of beehive coke ovens. In these early beehive ovens, coal was charged from hand wheeled tubs into a hole into the top of each oven, hand- levelled with a rake and the oven side opening sealed with bricks and clay except for some small holes in the opening to admit limited quantity of air for combustion. Coking commenced by the heat retained in the brickwork from the previous charge. The gases evolved from the coal, together with the admitted air, were partially burnt inside the oven to supply the heat for carbonisation and the surplus gases were burnt to waste at the top charging hole. The heat from this gaseous combustion inside the oven together with the reflected heat from the brickwork of the arched roof of the oven allowed carbonisation of the coal charge to proceed from its surface slowly downwards to the floor of the oven. At the end of the coking cycle (usually 4 or 5 days) when there was no more evolution of gases, as indicated by diminishing gas flame and a drop in oven temperature, the brickwork of the oven opening was removed. The coke was then quenched by inserting a pipe with spray holes to spray water over the coke charge in the oven after which the coke was raked from the oven. The work of charging and levelling the coal, bricking and removal of oven opening, quenching and raking out the coke all required manual labour. As these ovens only carbonised a 5 to 7 ton charge of coal per cycle of 4 to 5 days, to produce 3 to 41/2 ton of marketable coke, the labour required per ton of coke was high.

Jan 1, 1975

The Telfer Gold Mine, owned and operated by Newcrest Mining and located in Western Australia, is currently being expanded. A new underground sublevel cave development is proposed along with an appreciable expansion of the open pit. The Telfer area is generally subject to low rainfall, however, during the wet season cyclonic events can result in sizable rain events, which have the potential to cause substantial inflow. In addition to this, during the first five years (nominal) of the mineÆs life, there is the potential for drainage paths between the pit and the underground mine via decommissioned underground workings which lie directly under the pit. After this initial five year period the pit floor will be mined out below the old workings and will therefore no longer connect to the underground, however cave breakthrough to the surface may start to occur thus providing another water path into the underground mine. To arrive at an optimum, safe solution for dewatering the mine that successfully addressed the above items, a rigorous risk analysis was included as an integral part of the design process. This involved the determination of the probability of events occurring and the consequences of these occurrences. This was compared against the cost of mitigation for the various events. This paper outlines the process by which a safe concept addressing all the issues relating to dewatering the proposed mine has been arrived at. This process included: Establishing the pit catchment areas. These were based on historical run-off data and took into account practical mitigation works. Establishing an Average Recurrence Interval (ARI) based on reference material and historical rainfall data. Utilising a standard approach based on Australian Rainfall and Run-off (ARR) to calculate pumping and storage requirements for the various catchments. Analysing the 20 years of recorded rainfall in the Telfer area to establish the duration, magnitude and sequence of events. This analysis assisted in determining the surface run-off coefficient. Establishing potential water storage areas and determining the risks associated with using particular storage options. Establishing the percolation rate through the cave zone. A degree of uncertainty regarding the percolation rate in the cave zone required that the consequences of using various percolation rates were considered to aid in establishing the rate which was adopted. Establishing preliminary concepts and determining the most economically viable concept. Conducting a risk assessment based on the principles outlined by Australian Rainfall and Run-off (ARR) to confirm that the appropriate Average Recurrence Interval (ARI) had been selected. A risk assessment was also conducted in accordance with client requirements. Establishing the optimum pump station sizes and storage capacities. Establishing the appropriate numbers of duty and standby equipment. By using the foregoing process, which included a number of stages of risk analyses, an optimum dewatering system concept was produced.

Jan 1, 2003

By A Purchase, C Stacey

The procedure for operation of deluge systems installed in road tunnels is still a subject of debate. The work undertaken in this paper assists in the understanding of the effects of deluge in road tunnels, and thus aims to help inform the development of operational policy. Analysis was undertaken using computational fluid dynamics (CFD) simulations to help explore the deluge interaction with the tunnel ventilation (including smoke exhaust) and combustion products. It was found, for the scenarios considered, that: Deluge activation can decrease the required critical velocity for smoke backlayering, and this in turn can improve the effectiveness of a smoke exhaust system.The dominant parameter for deluge effectiveness is the vehicle configuration, with shielded scenarios (such as a fire in the passenger compartment) showing almost no water reaching the fire. The water delivery rate (5 mm/min versus 10 mm/min) has only a minor effect on the smoke duct damper inlet temperatures and downstream smoke temperatures for small fires (5 MW). For large fires (50 MW) the higher water delivery rate gives slightly improved performance (lower damper inlet temperatures and lower downstream smoke temperatures). A one-dimensional transient tunnel model incorporating different operational and deluge response policies (ie deluge activation times) was developed. It was used to examine the influence of different operational parameters on life safety risk and tunnel damage risk. It was found, for the scenarios considered, that: The life safety risk for different scenarios has a sensitivity to deluge activation policy with the case of delaying the deluge activation for a long time giving the worst outcomes. However, the most critical parameters for life safety risk are operator response time (for all response activities, not just deluge) and the type of fire (configuration, size and growth rate).There is a reduction in risk of tunnel damage when the deluge is activated earlier, although the fire configuration (ie whether or not the seat of the fire can be reached) has the greatest influence on the outcome. It is concluded that the deluge activation policy should be case-dependent. It will depend on the tunnel, the safety systems provided, and most particularly the vehicles involved. The current policy in Australian tunnels is for manual activation of the deluge by the tunnel operator as soon as practical after the fire is confirmed (see also PIARC, 2007). This is a good policy. However, future work may be helpful to improve the skills of operators to make the best judgement as to when deluge should be activated, balancing all risks. This work could include research to further the understanding of deluge and fire in road tunnels, training programs and consideration of historical fire events.

Jan 1, 2008

It is recognised by the current JORC (1999) code that resource classification involves the interaction of numerous qualitative and quantitative criteria such as data quality, geological continuity and grade continuity. No prescribed criteria and rules will work for all situations or even between different ore types within the same deposit. Also these criteria and rules are sometimes applied without a clear understanding of their appropriateness, accuracy or correct implementation. For these reasons case studies are useful to evaluate and compare criteria commonly used to assist in resource classification. In this paper blasthole data from a selected area of Joffre Member hosted ore of the Brockman Iron Formation at the Mt Whaleback orebody are used as the basis of a case study for the above-mentioned purposes. Iron grade, in per cent, is interpolated from a blasthole dataset into a block model using ordinary kriging. Samples are then removed from this blasthole dataset to produce a random sample grid, a semi-random sample grid and a regular sample grid. Using nearest neighbour, inverse distance squared, ordinary kriging and sequential gaussian simulation, block iron grades are estimated using these three blasthole data subsets as inputs. This provides four groups of estimates with the ordinary kriging estimate based on the complete blasthole dataset being considered to represent the true estimate of iron grades. Also generated during this process are estimates of the error for each block. These error estimates range from the simple, such as drill spacing, through to more advanced methodologies such as kriging efficiency and simulation. These estimates of grade and grade estimation error are then compared to the true estimate using graphs and statistics. In order of increasing accuracy the block grade estimation and simulation methods were nearest neighbour, inverse distance weighting, ordinary kriging and finally conditional simulation. The simulation in some instances doubled the accuracy of individual block grade estimates when compared to nearest neighbour and inverse distance weighting estimates. It was found that many methodologies for estimating the error of individual blocks performed equally well with only methods such as average drill hole spacing and classification by search ellipse pass number performing poorly. An approach on how to convert the abovementioned error estimates of individual blocks into a meaningful JORC classification is also discussed. Although advanced non-linear resource estimates are applicable, most iron ore mines are still using relatively straightforward methods. The use of blasthole data and some simple linear interpolation methods and simple linear based error estimates makes this study repeatable for most iron ore sites and their resource geologists. This style of investigation is recommended as a useful approach for the Competent Person to apply to their deposit and thus better select, implement and understand the criteria used for resource classification and provide more consistency and confidence in the resource classification process.

Jan 1, 2002

South Africa is a semi arid, water scarce country that has undergone recent major political and social transformation. This transformation has ensured that water management has become a primary environmental concern in the South African mining industry, raising the status of water from an ancillary service to a fundamental factor in mine planning. The coal mining industry has been involved in the development of integrated catchment management plans since the late-1980s when a series of initiatives commenced in catchments where collieries operated. The plans focused attention on water supply and water demand management, the equitable access to water supplies, and intersectoral approaches to decision making, before the promulgation of new legislative and policy frameworks. Development of an integrated watershed management plan for the Olifants River basin, located in the Mpumalanga province, commenced in 1990. The Olifants River is an international river basin of 54 570 square kilometres and shared by South Africa and Mozambique. The upper watershed, locally called the Witbank Dam catchment, will be the focus of this paper. It has an area of 3400 square kilometres and is the major coal mining, power generating, and maize-growing region of the country. The processes embodied in the integrated watershed management plan had no formal guidelines but rather developed in an ongoing fashion over time. The plan commenced with a situation analysis involving the major stakeholders that identified principal technical shortfalls. These shortfalls were investigated under the guidance of multisectoral committees. The Olifants River Forum was started to extend awareness of the initiatives on an informal level throughout the whole watershed. The results of the investigations enabled water quality guidelines to be established for the upper catchment. To achieve the guideline levels additional initiatives were developed including a scheme to manage mine water discharges into the river system, the development of a standard four-step water management process, investigation and development of innovative mine water treatment processes, specifically sulfate reduction technologies, the use of gypsiferous mine water for irrigation, river and dam hydrological models, groundwater models and biomonitoring. Significant outcomes from the process have been achieved including the improvement in water quality in the Witbank Dam catchment. Equally significant have been the development of partnerships between businesses and between businesses and the community specifically in the use of mine water for irrigation. The plan realised a number of requirements for success including, the development of trust, openness and transparency with information, the essential need for consultation and negotiation and the involvement of third parties to validate information. The future still holds the potential for disputes between upstream and downstream water users but understanding, transparency and accountability between all players have, and will in future, enable the matching of the increasing demands on a scarce water resource to the needs of all.

Jan 1, 2003

The link between exploration success and new ideas from research and development (R&D), although often assumed, is rarely well explained or well illustrated. One issue is understanding the role of innovative ideas in the exploration process, and another is determining the relative contributing factors to an exploration success. A useful measure of gold exploration success over an extended time period and geographic area is discovery rate (θ): Discovery rate θ = gold discovered/exploration expenditure (usefully expressed as tonnes of gold per $1 million). The total gold discovered is strongly leveraged to discovery rate, as any increase in θ typically has a positive effect on exploration expenditure. Hence, improving the discovery rate is a key driver for a sustainable mineral industry, especially for gold. There are very few ways to influence θ beyond innovative R&D ideas and breakthroughs, and well-motivated and trained staff. The Australian gold industry has experienced exceptional exploration success with 9956 tonnes of gold discovered from 1979 to 2003, inclusive. This equates to: Discovery rate θ = 0.9 t/A$1 M Two-thirds of this gold has been found in the Yilgarn craton of Western Australia (6265 tonnes Au). Without this exploration success, there would have been no platform on which to build the current gold industry and to take advantage of elevated gold prices and advances in mining and processing. Several causes of the Western Australian gold success have been proposed, and more than one may be correct. Gold price, and mining and processing advances have all had influence; but exploration success and discovery of gold were essential to add to the miniscule resource base of 1979. A comparison of the exploration methods used to search for gold in the Yilgarn craton in 1979, and 1990, highlights a small number of breakthrough ideas introduced to the industry during the 1980s, and in most cases emanating directly from local R&D. By the 1990s, these ideas were being used in most gold exploration programs in the Yilgarn craton, and are still used today. These six breakthroughs are: epigenetic timing of gold deposit formation (ie after formation of rock sequence), chemical and mechanical role of host rocks, relevance of carbonate alteration haloes, gold dispersion in the regolith, optimal sampling media, and appreciation of landforms in exploration program design. Interestingly, gold exploration science in Western Australia entered the 1980s period without rigid paradigms in place regarding gold deposit formation; there was a balance between descriptive and genetic models, there was scope to research gold deposits from microscopic to global scales and there were highly effective industry research uptake processes in place: it is suggested here that these favourable conditions contributed to the exploration success and industry growth.

Jan 1, 2007

By P G. Gaylard

P754 has been an unusual project in that its main aim was to develop a code of practice for metal accounting with the following key objectives:Development leading to an agreed industry standard at corporate governance level Significant improvement of the credibility of metal accounting from deposit to saleable product Development of guidelines for data collection, data analysis, reporting and audit A data analysis toolbox which provides go/no go testing for metal balance data Promotion of industry adoption of these guidelines to improve transparency and financial credibility. Over time, these guidelines may evolve into a code and eventually into a standard Develop and train engineers to become expert in metal balancing and reporting. Papers like this one and the workshop which follows this conference are part of promoting the code for adoption by industry. Developing a code of practice has traditionally been the provenance of professional bodies associated with particular industries û often on a voluntary basis. Given todayÆs industry pressures, it was felt that funding key input might accelerate the development process as well as offer opportunities to research some of the problems and to train some post graduate students in a difficult discipline. In fact, the project has brought together six industry sponsors from a wide range of process types, three research providers, and funded students in South Africa and Australia. The project has also attracted input from the financial community. A textbook to support the application of the code has also been written. The industry sponsors have made the Code and Guidelines available on request to help to facilitate its use by the mineral industry beyond the sponsor group. The Code and Guidelines have already been translated into Spanish and Portuguese which suggests that industry acceptance may happen quite quickly. The main thrust of the code is to integrate commercial and technical performance to a much higher degree. The Check in-Check out (CI-CO) method has been chosen as the vehicle for this combined approach. The mass and metal values used for CI-CO are 'absolute' and provide the basis of financial transfers. The CI-CO process occurs at each transfer of custody - whether between divisions within a company, or between companies. This approach means that measurement of mass and metal flows becomes the critical element of the process and that a quantitative knowledge of measurement accuracy and precision is also essential. This knowledge allows technical differentiation between differences which are within the expected margin of variation and those which must be formally identified as discrepancies and subject to a process of investigation and sign off. Hence, the application of the code for most companies should be more evolutionary than revolutionary, but with substantially more emphasis on measurement and definition of measurement error. Where this can be achieved, it should bring the mineral industry more into line with other industries competing for investment funds, community acceptance and future employees.

Jan 1, 2008

By N Murphy and, S Santomartino, M Cramer

Acid rock drainage (ARD) can have detrimental effects on mining infrastructure, water reuse options and environmental discharge. As a result, some form of short- or long-term treatment is required at many mine sites. Successful treatment depends on a number of factors including the selection of an appropriate treatment technology and its correct implementation. A variety of passive and active technologies are available for dealing with ARD. Passive treatment solutions do not require continuous chemical inputs but take advantage of naturally occurring chemical and biological processes. They are often low cost, site specific approaches and are predominantly used in post-closure situations. Passive systems are well suited to drainage with low acid loads and low soluble aluminium concentrations, and are more effective with highly reduced (ie low oxygen) water. While they are often regarded as permanent fixes, most require some form of ongoing maintenance and all have an engineered life expectancy (ie finite carbonate and organic matter budgets). Passive treatments include, oxic limestone drains, anoxic limestone drains, limestone diversion wells, various reducing and alkalinity producing systems, pyrolusite limestone beds, aerobic and anaerobic wetlands, permeable reactive barriers (organic ¦ carbonate and zero valent iron), slag leach beds, and gas redox and displacement systems (GaRDS). Active treatment solutions require a continuous or semi-continuous activity (eg reagent dosing) to correct water quality issues. They can be engineered to treat virtually any type of drainage or site specific ARD issue, and have no set acid load or redox limitations. Tasks handled by active treatment systems are almost invariably larger and more costly than for passive systems. Active treatment approaches include; pH control, adsorption/absorption, ion-exchange, electrochemical concentration, biological mediation/redox control, flocculation/filtration and crystallisation. A range of generally available and proprietary technologies has been developed around these approaches. Active treatment involving pH correction with alkaline amendments is the most common and cost-effective form of ARD treatment. A variety of fixed plant and portable treatment systems are available. Calcium-based reagents, including quicklime (CaO), hydrated lime (Ca(OH)2) and limestone (CaCO3) remain the reagents of choice for the majority of active ARD treatment worldwide. This is principally due to their widespread availability, non-proprietary nature, and variety of proven dispensing technologies and cost-effectiveness. Limestone, in particular, is a very low cost reagent. However, due to æefficiency of useÆ problems with limestone in passive treatment systems, combined with its very low cost, there has been a recent emphasis on developing active treatment systems that use limestone efficiently. As the requirement for treatment increases, there is a growing emphasis on treatment sludge management and sludge stability. The final choice of a suitable treatment technology is dependent upon water chemistry (eg pH, type of metal contamination, acidity), flow rates, acid load, local natural resources (neutralising materials, topography), climate, site logistics, environmental risk and economics. The benefits and limitations of both passive and active treatment technologies are summarised.

Jan 1, 2003

The ore mined from the Lead Lode of The Zinc Corporation leases consists of a fairly granular mixture of galena, marmatite, chalcopyrite, tetrahedrite, pyrrhotite, pyrite, and lollingite with a gangue association of calcite, quartz, bustamite, rhodonite, mangan-hedenbergite, garnet, fluorite, mangano-calcite and apatite. The silver content of the ore occurs in three minerals tetrahedrite, dyscrasite, and pyrargyrite, the last two mentioned occurring in microscopic association only. Other metallic and gangue minerals are also present in this complex mineralogical association, but do not influence the milling operations.Fortunately, the silver minerals favour the galena and chalcopyrite as their host minerals, thus facilitating the recovery of both copper and silver in the lead concentrate. The ore from the Lead Lode assays from 14 - 18 per cent lead; 3.0 - 4.5 oz silver per tonne, and 9.5 - 12.0 per cent zinc.A parallel lode, known as the Zinc Lode, is well developed in The Zinc Corporation leases. This lode assays from six to eight per cent lead, 1.5 oz silver per ton, 18 - 25 per cent zinc with a siliceous gangue. The common Lead Lode gangue minerals, calcite, rhodonite, bustamite - are very rare in present underground exposures. No metallurgical work was done on this ore during the pilot plant operations.The aim in the milling process is to produce:1. A lead concentrate with the maximum economic recovery of lead, silver, gold, copper and antimony, and minimum zinc content.2. A zinc concentrate with the maximum economic recovery of zinc, cadmium, and cobalt, and minimum iron, arsenic and fluorine content.3. A waste residue containing sufftcient granular material to be utilised as underground fill.In considering the economics of the milling practice the above three requirements plus consideration of the tariffs submitted by the purchasers of concentrates were the deciding factors in the evolution of the present milling practice.Towards the end of 1924 The Zinc Corporation Limited added to and adapted the old zinc tailings plant for the treatment of 5000 tons of crude ore per week. This plant, which operated until January 1936, was in general principles similar to the standard Broken Hill methods of ore concentration, whereby the galena was recovered by the gravity concentration methods of jigging and tabling with selective flotation concentration of the residual galena and marmatite. One important difference from other Broken Hill plants was that the primary grinding of the jig tailing was performed with flint-loaded mills operating in closed circuit with revolving screens. Two primary grinding sections were installed, each consisting of two 5 ft diameter by 10ft long tube mills loaded with flint pebbles working in closed circuit with four 3 ft diameter by 3 ft wide revolving screens covered with 22mesh Toncap woven wire screen with 0.57 mm opening. Each section carried a circulating load of 28.3 tons per hour for a jig.

Jan 1, 1994

It would be a good thing when reviewing the challenges to be faced by the Australian gold industry to set the backdrop and scene for them, by briefly examining the history of this vital and dynamic industry in the Australian context. Gold mining in Australia had its official beginnings in 1851 when John Lister and William Tom discovered gold at YorkyÆs Corner, later renamed Ophir by Edward Hargraves. From that first tentative beginning, the ensuing rush of prospectors into New South Wales and Victoria meant that the annual gold production in those early years surpassed that of the next 40 years. This early rate of production was only eclipsed when AustraliaÆs production was once again lifted by the discovery of gold on the other side of the continent, in Western Australia. (Figure 1). The years leading up to the First World War saw Australian production peaking once again at over 115 tonnes of gold, a production rate that would not be surpassed until 1988. This renaissance in production at the beginning of the 1980s was achieved by the application of technology. The advent of bigger trucks and shovels meant that earth-moving costs dropped dramatically. This, coupled with the highly effective and efficient carbon-in-pulp processing route, stimulated the Australian gold mining industry into a state of frenetic activity. These two innovations were the principal factors that enabled the economic exploitation of the lower grade haloes left by the æold-timersÆ around the deposits exploited at the beginning of the last century-no high finding costs here. AustraliaÆs production through the 1980s and the early part of the 1990s was largely supported by the exploitation of these haloes. As these were depleted, the aggressive exploration effort stimulated by the strong cashflows of these early oxide deposits resulted in new æblindÆ discoveries which are now emerging as the backbone of the Australian industry (Figure 2). Gold production is a major contributor to the Australian economy. In 1998/99 the Australian gold industry accounted for approximately 16 per cent of the value of all mineral exports, which in turn accounted for over 35 per cent of AustraliaÆs total exports. As such, the Australian gold industry, by itself, accounts for just under six per cent of AustraliaÆs total exports (Figure 3). Consequently, the industry is responsible for over one per cent of AustraliaÆs gross domestic product. These statistics are all the more compelling when we consider that, at the beginning of the 1980s, goldÆs contribution to exports and GDP was insignificant (Figure 4). Within the Australian resources industry, gold mines and associated infrastructure account for ten per cent of all capital expenditure (Figure 5). From an employment point of view, in 1997/1998 the industry directly employed (excluding contractors) about 7700 people, approximately 15 per cent of all those employed in the minerals industry. Just under nine per cent of the workforce in the minerals industry are female, whereas in the gold industry over 16 per cent are female.

Jan 1, 2000