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By H Allday

The mining industry’s attention has shifted over the last decade with the recovery from the downturn resulting in greater development of innovation and new work methods in a bid to remain competitive and deliver higher productivity. The emphasis on cost reduction to improve profit margins has primarily been the focus of the “work smarter” campaigns embraced within the industry. But is this strategy holistically the best-for-business, or does it place a ceiling on revenue opportunities and inhibit mining companies from truly maximising value? Businesses need to maintain a balance between active cost management and revenue generation often resulting in cost reduction strategies at site level. These strategies have merit, assessing areas of cost wastage across operations and creating space for opportunity. However, this potentially can create distractions from the goal of enabling growth and lead to the sacrifice of quality and delivery. Focusing too heavily on cost reductions without addressing revenue generation is an unprofitable lens to look through, and the relationships between cost, revenue, quality and profit margin can often be overlooked resulting in missed opportunity to maximise value. How these relationships are effectively employed by mining companies to reap the rewards from an overarching corporate perspective down to site level remains a fluid concept depending on the nature, operating market and strategy of the business. A common directive from businesses to their operations is to strive for greater profitability and productivity. The quantification of these requirements, and the nature of the cascading message delivered, impacts the methods employed by the operational team to meet the expectations of the business. Cascaded strategies, if not delivered with appropriate participation and buy-in can often be perceived to be knee-jerk and create frustration for operations who are squeezed to deliver on expectations by slashing site costs. This squeezing is not only felt by the mining operation but at the individual level and can result in increased team stresses. In some cases, this may also steer behaviours towards activities that result in corner cutting and an elevation of operational risk, potentially increasing associated incidents and injury. Driving down costs by any means can create an unhealthy tunnel vision where value is no-longer assessed for best-forbusiness results. By flipping the viewpoint to a value-based approach revenue opportunity may be realised and potentially exceeded, however this opportunity may be missed if value is over shadowed by a cost heavy focus. By analysing a selection of real operational cases (ranging from mining contractors through to in-house mining giants), it becomes apparent that practical revenue maximisation strategies are not only key to an increase in value and cash flow but to a stronger understanding of business drivers for sites and operators alike. In the cases evaluated additional revenue opportunities are foregone in favour of cost reduction strategies resulting in negative impacts on the associated operations and wider businesses. Alignment towards value generation is king. If strategies are not implemented focusing towards value and revenue maximisation, the opportunity loss experienced by mining operations could continue be great and the question should be posed; when the next up-turn hits will operations be ready to reap the rewards or still have a glass ceiling above their heads?

Mar 15, 2021

By A Boucher, M Baudin, P Androszczuk, I Minniakhmetov, A Rigby, P Machado, M Wright, B Van Dijken

IGO Ltd’s (IGO’s) Nova Operation (Nova), which is 160 km east-north-east of the town of Norseman in Western Australia (WA), mines and processes nickel-copper-cobalt (Ni-Cu-Co) sulfide ore from the magmatic Nova-Bollinger Deposit (Nova-Bollinger), which is hosted by the Mesoproterozoic age high-grade metamorphic rocks of the Albany Fraser Orogen. Over its 56-month life-of-mine (LOM) operations to 31 December 2020, Nova has processed 5.63 Mt of ore grading 2.04 per cent Ni, 0.86 per cent Cu and 0.07 per cent Co from its underground mine. At the end of 2020, both the Nova-Bollinger JORC Code reportable Mineral Resource estimate (MRE) and Ore Reserve estimate (ORE) were >90 per cent classified in the highest JORC Code confidence categories of Measured Mineral Resource and Proved Ore Reserve respectively. The high JORC Code classification confidences assigned to the Nova-Bollinger MRE and ORE results from the 386 km of surface and underground diamond drill testing of the deposit to a nominal 12.5 by 12.5 m pierce point spacing in mineralisation. The close spaced high-quality drilling and bulk mining method employed at Nova has effectively removed the need for any grade control modelling outside of the MRE process. Importantly, having only the one fully drilled out deposit being mined and only the one process plant, Nova’s reconciliation process is in the fortunate situation of not being confounded by issues such as external ore sources and constant updates as new grade control information becomes available. IGO’s Nova reconciliation processes are focused on reconciliation ratios that quantify operational period differences between the MRE and ORE head grade and tonnage forecasts and the process plant head actuals. These metrics have been used to identify key reconciliation issues and have initiated several studies into the causes for specific reconciliation results, which are discussed in the paper. In late 2020, a period of sustained poor reconciliation results led to the recognition that increasing the understanding of risk between the MRE and ORE should be investigated. To assist with modelling stope level risk within the mine plan and subsequent reconciliation, an attempt was made to develop a formula to quantify ‘stope risk’ from MRE metrics such as sample spacing, kriging efficiency and so on

Mar 22, 2022

By Sewell L. G, White H. S

OWING to two large falls of ground which resulted in serious accidents occurring towards the end of 1908, it became evident that the "open chamber" system then in use was unsuitable for the conditions existing in the Mount Morgan mine. It will be admitted that in all mining operations the first consideration is the economy of the system adopted, combined with its safety and ability to give the desired output. A sectional system with square sets has been introduced into the mine, in which due attention has been paid to these factors. In this paper a brief description of this system will be given. An outline of those previously used will be included, as it is necessary to understand the conditions which existed in the mine at the initiation of the sectional system. Outside the actual mining methods employed, various points that might prove of interest will be touched on.The square set system of mining has been in use throughout, the stopes in the gold ore in the upper levels of the mine since underground operations were started in Mount Morgan. In the oxidized zone the ore was of a friable nature, and in some cases rImning ground was encountered. In the lower levels the ground became heavier, and although the stopes were for the most part long, wide, high, and irregular, and not sectionalized, no difficulty was experienced in winning the ore, and no accident of a serious...

Jan 1, 1911

The occurence of high silver values in the oxidised zone of the main lode at Broken Hill is well known as a large factor in achieving the early fame of Broken Hill, and the minerals of this zone form a long list, which has been tabulated by G Smith*, and includes...

Jan 1, 1926

The Kennedy Siltstone Open Cut provides graded rock for stope filling. Rotary drilling of 310 mm blastholes with a Gardner Denver GD120 is used, and the successful application of an equilateral triangular drilling pattern is described. Charging practices and the development of bulk slurry handling are outlined. Blast monitoring plays an important role in K.S.O.C. drilling and blasting operations. The proximity of nearby residential areas (1300 m) and the Mount Isa Airport (4500 m) necessitates special attention with regard to the minimisation of both air blast and ground vibration levels. The application and control of drilling and blasting parameters has had a direct bear- ing on success of the mining operations and also played an important role in reducing the disturbance to the community.

Jan 1, 1978

By I Treloar, T Elenbaas, E Isaaks

Critical reviews of grade control generally focus on blasthole sampling and the estimation of ore control block model (OCM) grades, with little or no attention given to dig-line design. For example, the estimation of block grades is deemed important as estimation errors lead to the misclassification of ore types and subsequent dollar loss. Recognition of the problem that the underestimation of block grades may be more or less costly than overestimation led to the application of loss functions to the classification of individual OCM blocks by ore type. The method is known as maximum profit selection (MPS). However, each OCM block may be misclassified a second time by dig-line design. Although each block may initially be assigned an optimum ore type by MPS, OCM blocks are seldom individually mineable by ore type. As a result, a common solution to this problem is the design of mineable polygons or dig lines loosely constrained by a minimum mining width. All material within a properly designed dig-line polygon can be mined and sent to a single destination such as the mill, stockpile or waste dump. These dig lines are often designed manually or by simple variations of computer-generated contour lines. They are generally suboptimal and result in additional misclassifications of ore types. This paper provides an algorithm for constrained optimum dig-line design where dig-line misclassifications are also evaluated through loss functions or MPS. Constrained optimum dig-line designs minimise the dollars lost by dig line misclassifications for a given minimum mining width constraint. A case study is provided illustrating constrained optimum dig-line design and subsequent benefits.CITATION:Isaaks, E, Treloar, I and Elenbaas, T, 2014. Optimum dig lines for open pit grade control, in Proceedings Ninth International Mining Geology Conference 2014 , pp 425–432 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Aug 18, 2014

By Hermulheim W

In the Federal Republic of Germany hard coal is mined underground only. The coal mines reach down to 1 500 m deep, recently having an average depth of 900 m. The commonly used winning system is long- wall mining with face lengths up to 250 in. The gate roads, which separate the seam into single panels, have an average length of one kilometre with a cross- section up to 20 m2. These single entries are usually supported by yielding steel arches. The installation of steel arches can hardly be mechanized. The choice of heavier support, caused by increasing depth and roadway cross-section, results in high cost for labour and material in gate roads. Furthermore, the heavy steel arch is acci- dent-prone, not only during installation but also during transportation and ship- ment. Rock bolts combined with a suitable lagging offer a way of mechanizing support work in headings. The aim is to decrease cost and to increase mine safety and pro- ductivity. Over the last ten years, 50 km of gate roads have been reinforced by a combination of rock bolts and weld mesh. Nevertheless, there are still differing opinions on the feasibility of rock bolting in gate roads. In Germany a long tradition and experience with steel arch support exists, whereas the function of an anchorage is a closed book to miners, preventing this new technique from spreading more quickly. Advantages and shortcomings of both steel arch support and rock bolting are compared. The experience with rock bolting up to now is reported. Possible improve- monts arm discussed.

Jan 1, 1986

By M I. Roberts

As Australia’s mining industry painfully retrenches, mining executives and managers strive to remain viable by seeking significant productivity increases directly through process improvement and indirectly by improving leadership and workplace culture, the most powerful determinant of productivity. Culture is the combination of people’s attitudes and behaviour, together with leadership values and focus.Comprehensive new and automated data collection and management systems promise much for improving productivity, yet despite rapid advances in measurement and sharing of data, the use of data can reduce productivity unless behavioural aspects are considered and designed as part of implementation. This is because systems drive behaviour that in turn shapes attitudes to determine culture.Experience from many mine sites and other industries in three countries confirm that the most powerful drivers of people’s behaviour are the Measurement-Analysis-Reporting system and business leadership.This paper discusses fundamentals of practical, statistically valid process measurement, analysis and reporting systems before discussing associated leadership considerations for sustained improvement in safety, productivity, employee retention, leadership, accountability and commercial returns.The key to productivity improvement is improving core processes and important support processes. In turn, the key to process improvement is identifying the major process components and their interaction by measuring and then analysing their variation and level of performance. Understanding variation is often neglected yet is usually highly significant. It is essential that the fundamentals of statistically valid yet practical process and data analysis are understood and incorporated into system design to ensure productive, informed behaviour.The design and use of Measurement-Analysis-Reporting systems influences behaviour most profoundly and determines people’s effectiveness. Behavioural aspects are detailed by focusing on six primary drivers of human behaviour and five basic systems for managing businesses. These are integrated in a seven-step process and productivity improvement methodology that combines statistical, analytical, systems and behavioural factors.The paper includes development, implementation and tracking of a project plan for improving management and leadership systems to drive aligned behaviours. This key leadership responsibility is essential for improving performance to get the most from capital while providing people with the opportunity to develop greater autonomy, which is essential for self-discipline, responsibility, initiative and accountability.CITATION:Roberts, M I, 2015. Integrating measurement, systems and leadership to build safe, productive cultures, in Proceedings Third International Future Mining Conference, pp 73–82 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Nov 4, 2015

Conventional narrow vein mining, utilising hand held methods, is expensive and requires specialised miners who are becoming a rarity. Hand held mining techniques (shrinkage stoping, leading stoping and cut and fill) have the advantage that they can be selective. The methods allow continued sampling of the face, control of hanging wall conditions and are adaptable to changes in strike and dip. On the other hand, more productive longhole stoping methods can allow excessive dilution due to drill hole deviations and changes in orebody dip and can be subject to unexpected hanging wall or footwall failures. Development of small scale equipment (as narrow as 0.8m wide) used for drilling or bogging very smallaccess drives has been ongoing over the past decade. In this paper, types of equipment are examined and compared, particularly with respect to their produc- tivity, size, and working environment. The introduction of electric hydraulic equipment has provided a better working environment with reduced noise, exhaust fumes and heat. The concept of the "hydraulic cherry picker" may have application in mining steeply dipping orebodies. The system requires orebodies to be reasonably consistent in dip over 15 metre sub-level intervals. The system involves the basic concept and skills of machine and airleg mining, combined with the safety and productivity of a mechanized work platform. The platform or basket is stabilized between the hanging wall and foot- wall by hydraulic rams and is extended by a tilting hydraulic boom mounted to a small prime mover or trailer. Design concepts (including remote controlled charging of explosives, adaptation to the boom for rock cutting and the overall electric hydraulic mining concept) are put forward in the paper as a view as to how narrow vein mines will be mined in the future.

Jan 1, 1987

By M I. Roberts

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

Jun 22, 2016

By X Hu, Z Pokrajcic, R Embry, P C. Stewart, J Carpenter, E Jones

Whilst the value of Pit to Plant and Mine to Mill optimisation has been proven since the 1990s, sustaining the productivity and efficiency gains typically requires ongoing test work, blast trials, plant surveys, and model calibration services. In contrast, the input to digital twin Pit to Plant or Mine to Mill optimisation is tens to hundreds of millions of tonnes of standard mine operating data. This paper presents a series of digital twin case studies from across the mine value chain, including machine learning testing methodology, model accuracy statistics and the application of Shapley Additive Explanations (SHAP) for model interpretation. These case studies demonstrate how machine learning and data fusion ore tracking connects hundreds of millions of tonnes of downstream performance data to produce digital twin models (operating models that are continuously updated and integrated into the wider Mine to Mill/Pit to Plant ore tracking system). Digital twin modelling software has been used to add block model variables for dig-rate, crusher and mill throughput, recovery (tailings grade), lump yield, product grade and product quality, fines yield and fines in lump. Block-by-block predictions are added to the geological resource and grade control block models as new block model variables. These new block model variables are used across all mine planning time horizons from life-of-mine planning to daily schedules. In addition to the materials handling and geometallurgical prediction case studies, the paper also presents digital twin case studies for drill and blast simulation and plant set point optimisation. The case studies show how digital twin simulation enables drill and blast engineers to simulate the effect of different blast designs in different blast domains using the mines operating data. Plant set point optimisation applies mathematical optimisation algorithms to the machine learning model to provide live operational decision support to metallurgists and plant operators. The digital twin machine learning case studies demonstrate a digital and sustainable paradigm for Mine to Mill and Pit to Plant optimisation.

Jun 22, 2022

The phenomenon of Instantaneous Outbursts, although not new to Australia, was sharply drawn to the attention of the local coal-mining industry by two isolated fatal occurrences on widely separated fields, both late in 1954. An outburst is the eruption of apparently solid coal from the face, aided by vast quantities of gas released from the coal, as the coal fails under mining stresses additional to its natural stressing.The gases involved are principally methane and carbon dioxide. The various factors which combine to produce outburst conditions range from external factors such as stresses arising from depth of cover and other causes, to inherent factors such as strength of coal,and its capacity to retain gases (sorption). Of the localities where instantaneous outbursts occur the Gard Basin in Southern France has had the greatest number and the most serious occurrences. By contrast, local outbursts have been minor.Experimental work into some influencing factors has been carried out by various overseas authorities and some research has been accomplished in Australia. Practices used in some overseas areas to improve safety of working are largely empirical, as are the local rules and recommendations for work in affected areas.The appearance of further outburst areas is anticipated as mining becomes more extensive and deeper.INTRODUCTION"Instantaneous Outbursts" can be described as violent eruptions of coal from the solid accompanied by considerable gas evolution. The projected coal is usually of small size, and a high proportion is pulverized, and may be carried and deposited over great distances by the gases, liberated from the outburst. This outburst coal is of bituminous to anthracitic rank, and the gas involved is essentially methane or carbon dioxide, or a mixture of both. Outbursts involving carbon dioxide are usually more violent and dangerous. The phenomenon is relatively unusual, being confined to probably sixteen known areas in the entire world, these areas comprising only portion of the coalfields in which they occur. Usually only one or two mines on each field are affected.

Jan 1, 1958

By M Berry

Many mining companies routinely use benchmarking to review their operational activities and associated costs. The aim is to measure operational performance against industry norms, and identify areas where a company is performing better or worse than industry best practice. The goal is continuous improvement.In general, mine technical services, including mining geology activities, are not routinely benchmarked. There are exceptions, such as the cost of drilling per metre and the average discovery cost per unit of metal, but generally mining geology activities are only included indirectly in mining benchmarking studies.Aspects of benchmarking can play a critical role in assisting mining geologists to improve the efficiency and effectiveness of the services they provide. Industry norms for many generic mining geology functions have not been developed and measured, and therefore it is impossible to use external benchmarking to assess performance against other mines. But when used in parallel with quantifying the value of mining geology functions and establishing strategic goals for the team, key components of benchmarking methodology can provide essential feedback on how a team is performing against these strategic goals.CITATION:Berry, M, 2014. Benchmarking – does it have a role in improving the performance of mining geology?, in Proceedings Ninth International Mining Geology Conference 2014 , pp 361–366 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Aug 18, 2014

By Bonsall EM, Schwabe MR, Hamlyn DA

Historically, most of the gold produced from Kalgoorlie has been derived from the gold and gold telluride Golden Mile lode systems dominantly hosted within the Golden Mile Doler-ite and to a lesser extent, Paringa Basalt. In more recent times the gold-quartz stockwork ore bodies within Unit 8 of the Golden Mile Dolerite at Mt Charlotte have become increasingly imp-ortant.Extensive low grade gold mineralisation has now been defined to the north and east of Kalgoorlie within rock units of the Golden Mile sequence not generally considered to be highly prospective.Two main types of mineralisation have been defined. The first comprises variably mineralised and altered quartz-albite porphyr-ies emplaced within talc-carbonated Hannans Lake Serpentinite (Mystery deposit). There is intense fuchsitic, pyritic and carbonate alter-ation of the serpentinite adjacent to the porphyry bodies. Gold mineralisation is assoc-iated with fine-grained disseminations and veinlets of pyrite and narrow quartz and quartz-tourmaline veining within the porphyry and adjacent fuchsite-carbonate rock. Several sets of vein directions are present, some of which typically exhibit sulphide alteration haloesnnA H] rhina_

Jan 1, 1984

By C C. Souza, S C. Amarante, A C. Arauj

All major companies now producing iron ore in Brazil currently employ or are planning to employ some sort of concentration method to upgrade their fine sized products (sinter feed fines and pellet feed fines). The criteria for the selection of the most suitable concentration method for each application include a series of parameters; the most important among them being related to ore mineralogy. This paper reviews the concentration operations currently employed in Brazil and shows how ore mineralogy plays a fundamental role in the selection of a given method. Examples involving gravity concentration (jigs and spirals), magnetic separation (Rare Earth wet drums, ferrous wheel, and Jones type magnetic separators) and flotation (especially column flotation) are discussed. Fundamentally important for the selection of a concentration method is the mineralogy of iron-bearing minerals and gangue minerals presented to the feed to the concentration unit operation. For instance, the presence of liberated quartz as the major gangue mineral for a pellet feed size stream generally indicates that flotation will be the best selection for the concentration of that stream. However, even if magnetite is present only in the form of crystal relicts within hematite grains, it may lead to the selection of either magnetic separation alone or a combination of magnetic separation and flotation for concentrating such material. Presence of gibbsite and/or kaolinite as the major phase containing alumina will also affect the selection of the concentration method in all cases. Again for the case of pellet feed size streams, kaolinite does not interfere with flotation whereas gibbsite tends to contaminate flotation concentrate (pellet feed fines) as it is depressed together with iron oxides and hydroxides during the reverse cationic flotation process.

Jan 1, 2002

By Taylor G. H

The proposed classification scheme is based on two primary parameters, one for petrographic composition and the other for rank, both being determined with microscopical techniques. The scheme has been applied to a wide range of Australian coals and found to provide a useful means of relat- ing their inherent properties to properties such as volatile- matter yield, crucible swelling number, and calorific value, which will determine how these coals might be used coimierciallyti,

Jan 1, 1969

Continuous, steady-state laboratory flotation tests showed that the recovery of cha1copyrite from a naturally occurring ore, under conditions closely resembling those of plant practice, could be expressed in terms of a first order rate equation.Tests on full-scale plant flotation cells, using impulse tracers, indicated ideal mixing of the pulp in the cells.It was demonstrated that values of first order flotation rate constants can onlv be obtained from conventional methods of analysis in special cases.Analysis of a plant sampling campaign by the author supported a first order kinetic equation for two mineral species, and for the individual size fractions of one of these.The effect of stage-addition of reagents is interpreted in kinetic terms.

Jan 1, 1966

By C Rizos

Many of the ‘new paradigms in mining’ and notions of ‘sustainable mining’ have at their core the requirement for reliable, continuous centimetre-level positioning accuracy to enable increased automation of mining operations. The deployment of precision systems for navigating, controlling and monitoring machinery such as drills, dozers, draglines and shovels with real time position information increase their operational efficiency, and reduce the need for humans to be exposed to hazardous conditions. The Global Positioning System (GPS) is the best known, and only currently fully operational, Global Navigation Satellite System (GNSS) providing positioning capability anywhere in the globe, on a continuous 24/7 basis, with accuracies ranging from the dekametre-level to the sub-centimetre-level depending on hardware and operational configuration. Despite this versatility, GNSS cannot satisfy the high accuracy positioning requirements for many applications in mine surveying, and mine machine guidance and control. The reason is that increasingly open cut mines are getting deeper, resulting in a reduction of the ‘sky-view’ necessary for GNSS systems to operate satisfactorily. Yet, to date there have been no viable alternatives to GNSS that can be deployed in mine environments that can meet the challenging requirements in open cut mines.Locata Corporation, a Canberra-based company, has invented a terrestrial high accuracy positioning system known as ‘Locata’ that can augment GNSS with extra terrestrial signals to permit cm-level positioning accuracy even when there are insufficient GNSS satellite signals for reliable positioning and navigation. Locata relies on a network of synchronised ground-based transceivers that transmit positioning signals that can be tracked by suitably equipped user receivers. Hence Locata can be considered a new type of ‘local constellation’, able to provide high accuracy positioning coverage where GNSS fails. This paper introduces some of the technical aspects of this Australian technology and describes tests conducted by Leica Geosystems over the last few years at Newmont Boddington Gold in Western Australia. A recent news announcement by Leica Geosystems (12 January 2011) has confirmed that their new mine management system will have combined GNSS + Locata positioning capability – the first commercial product that integrates GNSS and Locata capabilities into a single high accuracy and high availability navigation device for open cut mine machine automation applications.

Nov 22, 2011

By Shoobridge PH

Operating difficulties during 1977 with the Imperial Smelting Furnace operated by Sulphide Corporation Pty. Limited at their Cockle Creek zinc-lead smelter were found to be caused by premature softening of sinter in the upper shaft of the furnace. This soft- ening was shown to be a consequence of raw materials and operating policies which led to unusually high levels of both lead and silica in a sinter of low basicity. A programme of softening tests and micro-examination of a range of sinters established that premature softening occurred when lead and silica increased to the point where a lead-calcium silicate with a low lime content became the major continuous phase in the sinter. This information was used to define a range of compositions which kept the softening temperature acceptably high for furnace operations.

Jan 1, 1978

By G McCullough, J Els, J Bassan

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

Sep 18, 2023