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By J Ross

The foundation of effective leadership is communication. You can have all the leadership theories, models and training you want, but in the end it is all about leaders talking to, listening to and understanding the point of view of those below and above them.The foundation of effective safety is peoples’ behaviours. Every incident, every near miss and every safe act comes down to what one person does and how that affects themselves and others. We tend to focus these behavioural considerations on the people at the ‘coal face’, those most in harm’s way. But it is the individual behaviours of everyone in the organisation, particularly those at the top, which are just as (if not more) important. The foundation of effective safety leadership in the mining industry is that it starts at the top, with the individual behaviours of leaders. The behaviours of each and every leader will be reflected in their teams. And where their teams are made up of leaders, these leaders will pass these behaviours on to their teams and so on. It’s the sum total of what people see their leaders do and what they do as a result, that creates the ‘culture’ of the business – and it’s this culture that makes or breaks how safely people work.

Mar 21, 2011

By JOHN G. RAYNER

An examination was made of the filtration characteristics of a haematite slurry using a range of polyacrylamide based flocculants in solutions containing up to 3 per cent sodium chloride. The polymers used were "high" and "Iow" molecular weight and had from 0 to 40 per cent charged groups.Increasing charge density tends to reduce the dose required to achieve optimum performance measured by filtration rate and by cake moisture. In general increased salt addition tends to increase the dosage required to achieve these optima. Both these observations result from the change in polymer extension and accord well with the bridging theory of flocculation.The dose required for optimal cake moisture is up to three times greater than that required for optimal filtration rate. This effect is reasonably consistent for all polymers studied and appears to be non-linearly dependent on salt concentration, with the difference being small at 0 and 3 per cent but quite significant at 1 per cent.

Jan 1, 1987

By R Sinclair, D Landwehr, I Hunter

"The Syama Gold Mine, located in southern Mali, was established in 1990 by Broken Hill Propriety Limited (BHP). The operation began treating oxide, and in 1994 it transitioned to processing hard and refractory ore based on ‘whole-of-ore’ roasting. In 1996, BHP was succeeded by Randgold Resources and the operation ran until 2001, when it was placed into care and maintenance.The Syama ore is classified as a double refractory ore with pyrite occluding the fine grained gold present in the ore and high levels of organic carbon presenting a challenge in terms of preg-robbing behaviour. The ore is extremely competent and this combination of metallurgical features was the main source of metallurgical problems encountered by the previous owners.Resolute Mining Limited (RML) acquired the Syama project in 2004. Following a feasibility study and the development of a revised processing flow sheet the plant was recommissioned in 2008 using a combination of old and new equipment. The revised flow sheet enabled primary sulfide ore to be treated by flotation and roasting of the concentrate to produce a calcine suitable for conventional carbon-in-leach (CIL) processing.Commissioning and ramp up of the plant was a troubled process, with monthly gold production being as low as 3000 oz in 2010. Poor availability of equipment and lower-than-forecast recoveries were the primary contributors.During the last five years, RML has utilised a systematic approach to improve production, focusing on mechanical reliability, metallurgical recovery and process bottlenecks. Modifications to the circuit have been as a result of both innovation and the application of technological improvements. Improvements have been made to the flotation, roasting and CIL circuits and RML has introduced a deslime circuit to treat flotation concentrate, in addition to the very successful commissioning of a new 1 Mt/a oxide circuit in December 2014. These changes have resulted in gold production increasing to more than 20 000 oz per month in 2015.This paper presents the processes, change implementation and outcomes of the modifications made to the sulfide circuit to address the availability and recovery problems.Apart from the expansion of an existing, world-class deposit and discovery of new resources, future improvements on the path to a class-leading gold mine include the continued reduction of the unit cash cost, increase in overall sulfide circuit gold recovery, increased throughput through continued innovation and consistency in the plant’s operation.Citation:Sinclair, R, Hunter, I and Landwehr, D, 2016. Syama Gold Mine - the Journey towards a Class-leading Gold Mine, in Proceedings 13th AusIMM Mill Operators’ Conference 2016, pp 213–224 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Oct 10, 2016

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

With the theme of û æUnderground Ore Handling SystemÆ, Kopanang Mine completed an extensive project on a specific system with technologies for the handling of ore from a dedicated drawpoint to the shaft system. The intended rail haulage tramming system had to be capable of handling the shaft design and Life of Mine (LOM) requirements. Kopanang is an AngloGold Ashanti gold mine situated in the province of the Free State in South Africa. In the Sotho language the name æKopanangÆ means to come together as a team. ItÆs an appropriate name given that 25 companies worked on this project. The future focus at Kopanang is to establish four mining levels between 3 to 4 km south-west of the shaft and two mining levels to the west. The mine has an expected life of almost 20 years and capital was approved in order to access this reserve to establish the infrastructure to handle the ore, hence this exclusive rail haulage tramming system of close to R40 million (SA rands), which took three years to construct. Apart from the fact that this system had to be capable of handling 6500 t per shift at a depth of over 2 km over a length of 3.2 km, some of the major considering factors were: safety, economic factors with improved labour productivity, efficiency and reliability, risk termination, and ergonomics. The system comprises two 20 t locomotives operating in a double header configuration from a dedicated draw point to a dedicated tip area for the reef and waste ore. With the objective of handling high speed and high capacity, this 200 t payload train is capable of running at 35 km/h powered from a 500 volt ac overhead line. Each loco consists of two 90 kW dc motors with ac/dc power conversion on the locomotive. For the system to operate at this speed, the rail system is constructed with Class 1 rails over the entire hauling distance. The tipping mechanism is unique and the span of 11 hoppers each with a load of close to 20 t is capable of tipping the pay load of 200 t in about 20 seconds hands free.

Jan 1, 2005

By T Leidich, M Van Zyl, H Lacy

Mining ‘as usual’, until the most recent decades has resulted in limited landform planning and a general lack of mine waste landform design. Material characterisation, mine planning and dedicated professionals undertaking these tasks were rarely available or in place at the majority of mines. This has led to landform instability, erosion, sediment and poor quality water emanating from mine landforms. In many cases rehabilitation and reclamation failed and these sites have ‘landform features’ that are difficult to relinquish or leave and have little or no apparent land use. In many cases mined landscapes around the world have resulted in a less functional and degraded environment, with deleterious impacts on surrounding ecosystems.This situation is now slowly being addressed, as global companies, academics and practitioners and their organisations have started to exploit the ideas from an integration of earth sciences and mining through the application of planning software dedicated to the design of landforms.This development has had its genesis primarily in the United States. We suggest that process has been driven, in recent decades, by the application of resources in response to the Comprehensive Environmental Response, Compensation, and Liability Act (CERCLA), (USA Congress 11 December 1980) and other mine reclamation legislation enacted by federal and states regulators in the USA. The combining impact has seen a huge transfer of capital back from the public purse and ‘potentially responsible parties’, into abandoned mines to affect control, remediation, and reclamation/rehabilitation of those mines.Given this investment in rehabilitation and reclamation, people engaging in the business of landform planning have had the opportunity to address landform reclamation of historic and active sites. The skills of engineers and scientists with improved technology, waste rock characterisation and modelling tools have been combined resulting in the evolution of landform design and in mine planning of active mines. This has delivered cost-effective, sustainable mine closure designs for over 30 years. Integration of mine design with an understanding of geomorphic principals and the natural landscape, coupled with waste and soil characterisation, yield a positive result. Recently work has been applied across large and small-scale projects by companies. As these processes develop, ideas and concepts are evolving that active mines, or mines in the early planning stages, could use to help reduce double handling, and in the long run reduce overall project and closure costs, more effectively attain the desired final land use, and enhance the industry’s reputation and licence to operate.CITATION:Leidich, T,?Lacy, H?and Van?Zyl,?M,?2014. Application of design concepts and engineering controls necessary to deliver well-designed and rehabilitated landforms, in Proceedings Life-of-Mine 2014 , pp 55–66 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 16, 2014

The Kelian gold mine which was developed in East Kalimantan Indonesia in 1990 - 1992 is scheduled to complete mining and processing operations in 2004. This will have a major impact on the neighbouring communities who have benefited from the jobs, economic activity and infrastructure development which has been generated by the mine. Currently, there are no formal regulations or standards specifying the procedures for relinquishment of mining leases in Indonesia. Furthermore, a move towards regional autonomy, providing greater authority and responsibility to local (regional) areas, has recently been implemented in Indonesia and limited capacity exists in the new regional governments. Consequently, in October 2000, Kelian Equatorial Mining (KEM) initiated a partnership with the local community and government to explore sustainable post-closure options for the mine site and community development programs. The Kelian mine closure strategy seeks full involvement of all stakeholders through the Kelian Mine Closure Steering Committee (MCSC) in the development of sustainable solutions which will enable communities to secure long-term benefits and minimise post-closure risks from the KEM operations. This organisation, jointly chaired by the Head (Bupati) of the regional West Kutai government and the KEM President Director, with representatives from the local communities, governments and NGOs, has developed a Charter, a website and evaluation criteria to ensure accountability and transparency. There are four technical working groups, consisting of representatives from the mine, local community leaders, NGOs, Universities, Local, Provincial and Central Government Departments, which report to the Steering Committee. These working groups have researched, developed and recommended sustainable options to the Steering Committee. The MCSC has met quarterly to examine options in accordance with the criteria set out in the Charter and has endorsed sustainable solutions which have support from Government, Community and the mine. This paper describes the closure risks, sustainable outcomes derived through the Kelian mine closure steering committee process and outlines the methodologies used to develop and endorse sustainable solutions in a society with limited capacity undergoing enormous change and uncertainty.

Jan 1, 2003

By L Chaffey, M Buckland

The minerals industry has enormous potential to positively contribute to sustainable development and many leading companies have concluded that their long-term success is directly linked to their ability to leave a lasting positive legacy. While there are many examples of success, there have been failures as well and much work has been done in recent years to define the role of the minerals industry in sustainable development and identify the key elements for success. In the past, our sector could point to the taxes and royalties it paid, the exports it generated and employment it created and felt confident that its contribution would be recognised and duly acknowledged. This is no longer the case. Critics of the industry have highlighted resource-rich countries that have failed to capitalise on their resource wealth and have arguably lower standards of living than their resource-poor peers û the æresource curseÆ hypothesis. Recent research has done much to clarify the factors that contribute to a countryÆs success or failure and all stakeholders in the industry now need to include these learnings in their approaches going forward. We know that our long-term success relies on embedding a company- wide approach to sustainable development into all aspects of our business operations. In this paper we highlight BHP BillitonÆs experience in the development and implementation of policies and systems designed to enhance our contribution to sustainable development. We detail the business drivers for excellence in this area and the key external codes and initiatives that have shaped our approach. The values-based BHP Billiton Charter, Sustainable Development Policy and associated Health, Safety, Environment and Community (HSEC) Management Standards are central to our approach. Implementation is reviewed through our HSEC audit program. One area in which we have placed particular emphasis is our approach to community development. BHP Billiton has a corporate target to contribute one per cent of its pre-tax profit on a three year rolling average to voluntary community programs. As our profit stream has increased with the minerals boom this is approaching an A$100 million commitment. In our paper we detail how we are working to ensure we maximise the value of this contribution for our communities and our shareholders.

Jan 1, 2006

Many young mining engineers do not consider consulting as a possible job, believing that many years of working on-site is required to achieve practical experience, develop expertise and acquire industry contacts. However, mining consultancies employ engineers with varying levels of experience, including part-time university students, graduates and engineers who are relatively new to the industry. This paper outlines the role of a young engineer in a large mining consultancy and the benefits to both the consultancy and the client of having a mix of consultants with a diverse range of experience. From the authorÆs perspective, the work experience, lifestyle and rewards of mine consulting are compared to site based work, including a discussion on whether consulting is able to offer the professional development that a young engineer needs.

Jan 1, 2009

By B Gyngell, P Culvenor

Large language models (LLMs) have generated a lot of hype since ChatGPT was released in early 2023. In essence, they allow people to interact with computer systems through natural language and have the ability to generate highly complex text, images and videos (Patil and Gudivada, 2024). It is clear that this technology has significant potential, however most mining companies have not yet found practical applications for it within their operations. In this paper, we present a range of such applications along with the tactical considerations associated with developing and implementing them. We have identified use cases across a variety of operational and functional areas within the mining industry and evaluated them based on their potential business value and ease of implementation. Firstly, we provide an overview of how LLMs work and a review of how LLMs are being applied in other industries to provide best practice inspiration for mining. Next, we present a list of possible applications in mining and a critical assessment of each use case. This section also includes a technical deep dive into the different methodologies for developing the technologies as well as an analysis of barriers to adoption within mining organisations. Finally, we share a discussion of the potential path forward for LLMs in mining and the impact they could have on the industry. We analyse the potential differences between early adopters and laggards in the artificial intelligence (AI) space. This research draws on interviews and surveys with artificial intelligence experts as well as mining subject matter experts to connect cutting edge thought leadership with the specific problems faced by our industry.

Sep 1, 2024

By J de Witte

When used in suitable ground conditions, rock bolts can have advantages over other permanent tunnel lining solutions. Permanent rock bolts offer flexibility in tunnelling profile and rapid rock bolt installation can enable time and cost savings. There are also disadvantages when considering the suitability of rock bolts for permanent support installations. These generally concern achieving the specified durability requirement over the specified design life. By investigating alternate approaches to rock bolt installation, quality assurance (QA), monitoring and design life it may be possible to alleviate some of these concerns.The design and construction benefits that can be realised through the use of rock bolts are primarily related to reducing project program time. This time reduction could be realised if rock bolts are considered as a permanent solution, with the installation being completed as a part of the primary excavation cycle. Any reduction of the program could allow direct and indirect cost savings and in the case of a major project, allow the revenue stream to be realised earlier.Currently ambiguity exists where the treatment of rock bolts as permanent support components is inconsistent with that of (often identical) ground anchors, as utilised in stabilising cut and cover structures. The ground support design process, implementation and testing are generally similar, though the acceptance of rock bolts as long-term support elements is treated differently to ground anchors in technical specifications.This paper discusses some of the benefits available through the use of rock bolts. It offers different solutions to the concerns surrounding durability, including alternate approaches to installation, Quality Assurance practices and monitoring solutions. The selection of an alternate design life is also investigated as another means of alleviating concerns around long-term durability. The paper will also provide an indication of savings that could be expected through the use of rock bolts as part of a long-term support system.

Mar 8, 2011

By C Simpson, J Market

The process of sampling blasthole cones utilising personnel to manually shovel material into sample bags is a long-standing industry accepted process. However, this method has several drawbacks, including the safety issues around having personnel performing manual sampling in a harsh environment and the variability involved in getting a human to repeatedly get a ‘shovel full of dirt’, and make it always representative. Geophysical blasthole sampling, or utilising a Downhole Assaying Tool (DHAT) has been tested and has now begun implementation at many iron ore sites throughout the Pilbara region, Western Australia. This method uses a geophysical tool to capture data within blastholes, and together with a semi-autonomous logging platform to minimise risks around manual handling, delivers a multielement proxy-assay which can be utilised by the mine geology team to accurately domain the orebodies. Logistically, the combination of a specially designed tool and semi-autonomous truck are the way forward for a safer and more data-robust blasthole sampling practice. The method utilises a neutrongenerating geophysical tool and linked elemental spectroscopy sensor, which measures the response of the material surrounding an open hole. This delivers results at submetre intervals. These results are then utilised, similar to blasthole sample results, to map out areas within the blast pattern that are ‘ore’, ‘waste’, or ‘other suitable grade’. This paper outlines a project that has been in ‘proof of concept’ at selected Fortescue sites over the last few years with testing of these tools carried out on reverse circulation (RC), diamond drill and blastholes. The method is now being implemented at operational hematite mine sites. Fundamentally, the method adds more than enough value to justify its implementation. The aim is that these learnings will enable the greater industry to adapt, implement and improve their mining practices. Ultimately, the outcome will be greater value in mining for the industry by having a larger volume of good quality data to make reliable decisions on material movements, minimising ore-loss and dilution, and maximising the value of our current and future orebodies.

Nov 8, 2021

By J Lööw, M Nygren, E Segerstedt, L Abrahamsson

The purpose of the paper is to discuss socially sustainable development in the mining industry and the communities surrounding the mines. The discussions are based on results from a prestudy and literature review on mining and sustainable development conducted during 2013–2014 at Luleå University of Technology in Sweden. ‘A social licence to mine’ is important for the mining industry, but the social dimension is a relatively underdeveloped dimension when it comes to sustainable development in general and the mining industry in particular, one reason probably being the lack of effective methods for capturing social impacts. The mining industry and the surrounding communities face many challenges that provide both possibilities and obstacles to socially sustainable development; eg aspects such as gender, work conditions and cultural aspects. For example, a strong mining workplace culture and community identity can create strong cohesion but also lead to excluding certain groups, rejecting new ideas and reinforcing obsolete values. Other challenges include recruitment, as well as health and safety in relation to an increased use of fly-in-fly-out, contractors and automation of mining. Some challenges relate to the effects of fluctuations in the mining market. There is a lack of research that links attitudes, policies and activities within companies to their impact on the wider community, and vice versa. Future research should also include the development of methods and indicators for social sustainability relevant for mining – in other words: how do mining companies get ‘a social licence to mine’?CITATION:Abrahamsson, L, Lööw, J, Nygren, M and Segerstedt, E, 2015. How to get a social licence to mine, in Proceedings Third International Future Mining Conference, pp 125–136 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Nov 4, 2015

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 P Gomez, R Baumgartner, G Escobar

"The Cerro Corona mine consists of a Cu-Au porphyry deposit located in the Andes of northern Peru. The deposit comprises a typical Cu-Au multiphase porphyry mineralisation that has been overprinted by an epithermal event. This has generated a complex pattern of argillic alteration facies, which was accompanied by a locally structural-controlled Au-Cu mineralisation with the presence of gold and limited Cu sulfides and sulfosalts. These features, along with the porphyry-style mineralisation, produced a multifaceted occurrence of gold.Since the beginning of operations at Cerro Corona in 2008 there has been a continuous improvement of the geological and mineralogical knowledge. All mineralogical studies have mainly focused on host rock types and, to a lesser extent, alteration minerals, but little work has been done on the mineralisation itself. As a consequence, limited mineralogical information was available for use in the process optimisation initiatives.In the last two years, a series of mineralogical characterisation studies were undertaken with two main goals. First, to gain an understanding of the mineralisation genesis and second, to obtain a detailed characterisation of copper and gold minerals to support ongoing process optimisation. The first goal was achieved by conventional optical microscopy while the second required electronic microscopy and other microanalyses due to the necessity of quantifying several minerals of interest for the processing.The results were used to refine pre-existing geometallurgical domains, explain copper and gold losses in the flotation process and to some extent, improve copper and gold recoveries. The mineralogical characterisation is an ongoing work. Mineralogy provides the basis for any optimisation exercise since it looks in detail at the material to be treated and therefore, should be part of all geometallurgical programs.CITATION:Baumgartner, R, Gomez, P and Escobar, G, 2016. Comprehensive Mineralogical Characterisation at the Cerro Corona Cu-Au Porphyry Mine – the Fundamental Key for Geometallurgical Applications, in Proceedings The Third AusIMM International Geometallurgy Conference (GeoMet) 2016, pp 221–230 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Jun 15, 2016

By K Sommerville, J Parkinson

"Open pit mines today have more technology and data available. The challenge is to effectively use resources to analyse and identify mine productivity improvements. AMC Consultants Pty Ltd (AMC) has completed more than 100 benchmarking studies worldwide. In the process of gathering cost and productivity data, insights have been gained on how mines are using data to drive productivity. This paper aims to share good practice on using data, what benchmarks operations should be aiming for, where mines are currently sitting, high value areas to target, and how to best prioritise improvement to meet operational goals.A key purpose of data is to assist in managing and improving operations. Key information is used to drive meetings, decisions, budget estimates and reports. Safety, equipment productivity, available stocks, grade and spatial reconciliation are examples of where data is important for management systems. The key is to keep reporting simple whilst maintaining access to source data for troubleshooting and analysis.Some operations still have paper-based reporting systems. Some operations collect data directly off machines and instruments, use cameras and have off-site control centres. The level of technology is a fit-for-purpose choice.Comparisons of productivity assumptions commonly used in feasibility studies with good practice productivity numbers sourced from AMC’s benchmarking database will be shared in this paper. A typical activity mining cost breakdown will highlight where the high value areas for productivity improvement sit.In addition to examining the productivity of each mining step it is also important to examine the impact on the mine plan. Equipment numbers, strip ratio, grade and material hardness can impact the results of bottleneck analysis. A bottleneck example case study will highlight how productivity and other factors can be used to identify and prioritise improvement opportunities.Keep it simple. Use only the critical data for meetings, decision-making, reports and plans. Knowing and communicating the key performance indicators (KPIs) you are striving for aligns the operation and prioritises improvement plans.Citation:Parkinson, J and Sommerville, K, 2016. Getting the Most Out of Technology to Drive Mine Productivity Improvements, in Proceedings Ninth AusIMM Open Pit Operators' Conference 2016, pp 84–93 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Nov 15, 2016

By J A. van Niekerk, J G. Jardine, J W. Olivier

The Runruno Gold Project is located on the island of Luzon, approximately 200 miles north of Manilla in the Philippines. The mine is an open cut operation and uses the proven BIOX® and carbon-in-leach (CIL) processes to recover gold, and the ASTER™ process for detoxification of the CIL residue prior to discharge to the Residue Storage Impoundment (RSI). Work to date has defined a mineral resource of 1.39 million ounces (Moz) of gold, and the operation will produce 96 700 oz of gold per annum over a mine life of 10.4 years. The BIOX circuit is designed to treat 140 000 t/y of concentrate with a design capacity of 404 t/d of concentrate at a design sulfide sulfur grade of 17% S2-.The Runruno BIOX Plant is the first application of the Outotec BIOX Generation III design principles, focussing on ease of operation and maintainability. During development and implementation, the project team focussed on identifying opportunities to optimise the capital efficiency while not compromising on the operability or overall efficiency of the process or the equipment. The BIOX plant also incorporates the latest developments in the design of the BIOX agitators for more efficient mixing and gas dispersion. This paper will discuss some of the critical aspects and decisions taken during the development and implementation of the BIOX Process at the Runruno Gold Project. The paper will highlight some of the factors affecting the commissioning process as well as the improvements seen through the introduction of the Generation III BIOX design principles. CITATION:van Niekerk, J A, Olivier, J W and Jardine, J G, 2017. Implementation of the BIOX® process at the Runruno Gold project, in Proceedings MetPlant 2017, pp 218–228 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Sep 11, 2017

By J Player, G Sweby, S Webber, E Jones

Seismic systems are a tool for the monitoring and forecasting the rock mass response to excavation. Common issues encountered at mine site audits and reviews are: how to design an effective seismic system, implementation of the design, interpretation of seismic source results and understanding the reliability of the seismic source. These issues are often a function of several items including: • Experience of site personnel in undertaking seismic system design. • Personnel not envisioning multiple phases of system expansion to understand system robustness issues. • System design/expansion occurring in response to damaging seismic activity rather than planned expansion of a system • The mine access development is often localised in comparison to the total orebody being mined hence, planning sensors in longholes in advance of development rather than in short holes close to development will improve the three-dimensional aspect of the network. • Limited site processing of the seismic event data, hence engineers do not see the uncertainty associated with event location, size, source and system layout. Mine site users require a framework to appreciate the challenges and limitations in locating large events. For example, event locations are given as precise measurements (to the nearest centimetre) whereas the volume of deformation resulting in the event often has dimensions of tens of metres or more (as defined by the source radius). A stronger awareness of the uncertainty of rock mass yield within large seismic sources will assist site users in the interpretation of rock mass damage. The encountered design and implementation errors are reviewed and discussed with a practical set of rules presented to provide a robust seismic system that provides consistent results and increases the user’s understanding of uncertainty in source location and size. The authors’ experience across multiple mine sites, seismic systems and damaging seismic events over a 30 year period has been summarised into practical rules for site personnel of all experience levels.

Nov 29, 2022

By J-T Zhu, Q-Y Tu, S-L Kong, L Wang, Y-P Cheng, H-Y Liu, Q-L Yang

China is the largest coal-producing country in the world, while the geological conditions of deep coal mining are extremely complicated with high ground stress, high gas pressure and low permeability, which results in the difficulty of gas drainage and aggravation of gas explosion and coal and gas outburst disasters. Co-extraction of coal and gas is an effective method to eliminate coalmine gas disasters and realise the safe exploitation of coal and efficient gas drainage at the same time. This concept is widely accepted by the main coal-producing countries around the world, while the concrete definition of co-extraction is vague and not unified, and there is little accurate theoretical support for co-extraction of coal and gas, which makes it hard to determine efficient gas drainage methods correspondingly according to the features of coal seams in a comprehensive and systematic way. Based on theoretical analysis, laboratory test and field observations, basic thoughts and specific definition of co-extraction of coal and gas were put forward after analysing the occurrence characteristics of coal seams in China. We obtained the mechanism of mining-enhanced permeability and established the corresponding theoretical model, which is the process of fracture network formation through opening recovery of the original fractures and new fractures produced by unloading damage. Based on the core idea of ‘mining-enhanced permeability’, engineering approaches of ‘unloading by boreholes drilling’ for the single coal seam and ‘unloading by protective seam mining’ for the coal seam group were proposed to realise safe and efficient co-extraction of coal and gas. Meanwhile, combined with engineering practice, we put forward the construction principle of coal exploitation and gas drainage system in different coal seam occurrence conditions. The above methods were applied successfully in the Tunlan coalmine in Shanxi Province and the Panyi coalmine in Anhui Province, which had established the ‘underground-surface united’ spatial gas drainage modes, and could ensure safe and efficient co-extraction of coal and gas in the outburst coalmines.CITATION:Cheng, Y-P, Wang, L, Liu, H-Y, Kong, S-L, Yang, Q-L, Zhu, J-T and Tu, Q-Y, 2015. Theory of safe and efficient co-extraction of coal and gas and its applications, in Proceedings The Australian Mine Ventilation Conference, pp 79–92 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Aug 31, 2015

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