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By S L. Simpson, J Waworuntu, B M. Angel

"The Batu Hijau copper/gold mine, operated by PT Newmont Nusa Tenggara, is located in the south-western part of Sumbawa Island, Indonesia, and is situated ~10 km from the south coast at an altitude of ~450 m above sea level. The mine became fully operational by year 2000 and processes approximately 120 000 t of ore per day that contain an average of 0.53 per cent copper and 0.4 per tonne (g/t) gold. Tailings management at the mine includes a deep-sea tailings placement (DSTP) system that discharges tailings through a pipeline via an outfall located at a depth of 125 m at the head of the submarine Senunu Canyon (Figure 1).The environmental impact assessment undertaken prior to approval of the DSTP evaluated both on-land tailings storage facility (TSF) and DSTP options for tailings management. Negative attributes of the on-land TSF included removal of approximately 2300 ha of forest/agricultural land, the potential relocation of >2000 people from their communities, the high average annual rainfall (>2500 mm) and potential for earthquakes presenting challenges for water management and creating a long-term risk of failure. The final choice and Indonesian Government’s approval of DSTP was also influenced by the close proximity of the deep submarine canyon to the mine. The Batu Hijau mine is one of the larger examples of DSTP in the world and deposits tailings at the greatest depth. The depth of the main canyon increases to >2000 m within 20 km of the coast, and to >3000 m approximately 50 km from the coast.The DTSP at Batu Hijau must comply with an environment management plan (EMP) and environment monitoring plan of permit stipulation that approved its commencement in 2000; updated in 2010 and 2015. The environmental management objectives were to avoid impacts to highly productive components of the ecosystem such as coral reefs, mangroves, surface waters and fisheries, and confinement of impacts to areas of low biological productivity. In the vicinity of the DSTP outfall and within the Senunu Canyon, the management plan predicted significant adverse impacts from the DSTP on the marine ecosystem in the form of: reduction in sea water quality due to elevated turbidity and dissolved copper concentrations burial of benthic organisms a reduced habitat for demersal fish.Recovery of the pelagic and benthic ecosystem to preoperating conditions was predicted to occur within the first two years after operations cease. The CSIRO has performed due diligence studies to independently verify compliance with permits and evaluate new monitoring objectives (Apte et al, 2004; Simpson et al, 2010; Angel et al, 2015), and has performed assessments of environmental monitoring data on the tailings footprint and ore stockpile processing against the above environmental objectives (Simpson and Angel, 2015).CITATION:Angel, B M, Simpson, S L and Waworuntu, J, 2016. Long-term monitoring and targeted assessments to improve management of mine wastes – the Batu Hijau project, in Proceedings Life-of-Mine 2016 Conference, pp 81–84 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Jun 28, 2016

By Y Tang, G Si

The analysis of rock fragment sizes plays a pivotal role in various stages of geotechnical and mining engineering. Traditional case-based methods often falter in addressing the variability in rock fragment images due to fluctuating geological conditions and imaging environments. To counter this challenge, AI-based models necessitate training on expansive and diverse data sets, encompassing a wide range of conditions and fragment types. However, the creation of such data sets is often hampered by financial and environmental constraints. This paper introduces a novel approach for rock fragment recognition, which leverages the power of AI for data augmentation, automated annotation and prediction. The methodology integrates three key components: Style-Based Generator Architecture for Generative Adversarial Networks (StyleGAN) for data augmentation, the Segment Anything Model (SAM) for automated annotation, and the multiscale version of you only look once (YOLO-MS) real-time instance segmentation model. The proposed method begins by training a new StyleGAN model using the original data set. It then delves into exploring the latent vectors of different rock fragment images to generate specific ‘style representations’. These latent vectors form the foundational elements of each image in a high-dimensional space, encapsulating critical features such as size, shape, texture, and colour variations. The next step involves conducting quality checks on the generated images to ensure their realism and suitability as training data. Subsequently, the augmented image set is annotated using modified SAM module, followed by training the YOLO-MS real-time instance segmentation model. The performance of this model, trained on the augmented data set, is compared with a model trained on the original data set, particularly in terms of generalisation abilities in new scenarios. The results exhibit a significant enhancement in accuracy, robustness, and generalisability of the model trained on the augmented data set, underscoring the potential of StyleGAN as a powerful tool for data augmentation in geotechnical engineering image analysis.

Sep 1, 2024

This paper deals briefly with three of the more controversial aspects of the geology of the Mount Isa ore deposits namely the geologic structures, the method of ore deposition and the origin of the ore.In the section on geologic structures, an outline is first given of the purely tectonic deformation advocated by the early authors. The current interpretation, which differs in the proposed order of events and causal forces, is then discussed. Other concepts, which attribute all or part of the deformation to sedimentary features or preconsolidation movement, are outlined ilnd commented on.The remaining two sections deal mainly with the better known lead-zinc orebodies. In the first of these a brief description and criticism is given of the early interpretation which was based on the deposition of successive waves of mineralisation which replacedindividual beds in the shales. The current ideas, which visualise emplacement of the ore between the beds rather than replacement of them, is then discussed. The final section develops the case for a sedimentary origin of the lead-zinc ores and broadly outlines the author's ideas concerning the evolution of the Mount Isa ore deposits.INTRODUCTIONAny consideration of the geology of Mount Isa must begin with the work of Blanchard and continue with that of Hall. Individually, or as co-authors, they published various papers on the geology of Mount Isa. Of these, the best known is their "Rock Deformation and Mineralisation at Mount Isa" (1941) which gave a comprehensive account of all aspects of Mount Isa geology.It is necessary to appreciate the limits set on geological knowledge of the mine and environs in 1941 by the extent of mine development and regional geologic studies. Underground, 7 level (897 ft.) was the lowest producing level. Development on 8 (1073 ft.) and 9 (1247 ft.) levels consisted only of exploratory drives and crosscuts in the vicinity of the Davidson Shaft. The tops of the 650 and 750...

Jan 1, 1961

By C Kusi-Manu, E Nyamusika

Geita Gold Mining Limited (GGML) is owned and jointly managed by Ashanti Goldfields Company (Ghana) and Anglogold (South Africa). The mine is currently one of the largest gold producing open pit operations in Africa producing 620 000 ounces of gold and mining in excess of 70 000 000 tonnes of material per annum. The mine currently has 2000 full time employeeÆs and a mine life in excess of 12 years. Geita Gold Mine is comprised of 11 different gold deposits situated in the Lake Victoria Goldfields of North Western Tanzania (Figure 1). The gold deposits are primarily associated with banded ironstone formations within an Archaean greenstone belt. Current global resources, including Inferred, stand at 129.5 million tonnes grading 3.91 g/t (16.2 M oz). Open pit reserves total 70.4 million tonnes grading 4.16 g/t (9.4 M oz). The majority of the gold resource is hosted by the three deposits (Nyankanga, Lone Cone and Geita Hill) within the æGeita TrendÆ a large and continuous (>4 km long) mineralised zone (Adofo, 2002). Geita Gold Mine commenced operations in June 2000, as the second large-scale open pit gold mine in Tanzania. The new workforce of 800 people had no previous experience in open pit gold mining. Since the start of the operation, Geita Gold MineÆs management ambition was to become a world leader in the application of best practice in all technical disciplines and in operational success. Staff development and training was identified as one of the major components in the company achieving its aim. Geita Gold MineÆs management has committed the necessary training staff, resources and the commitment of over $US 1 M a year to staff training and development programs for 2003 and 2004. The process and management of Geita Gold MineÆs mining geology staff training and development program is presented in this paper.

Jan 1, 2003

In the mid-1990s, after a long period of antipathy between the company and its detractors, Rio Tinto embarked upon an ambitious cultural change program that sought to transform the fundamental basis of its relationship with global, national and local stakeholders. This has evolved into a broader pursuit of positive cultural change within Rio Tinto as part of the mining industryÆs Sustainable Development initiative. Initially driven from the top down, the communities component of this program comprises an architecture of policies, value statements, social research and verification systems. The commitment to better community relationships is best exemplified in Australia by the scope and scale of the GroupÆs Aboriginal land access agreements, community development programs and the work of the Rio Tinto Aboriginal Foundation. While collectively these form the core elements of an evolving set of internal social competencies, development of second-tier competencies is required to organically embed a culture of sustainable relationships with local and regional communities. Second-tier competencies will include appreciation of social dynamics, social science and diversity at middle management level; rigorous social research that properly informs development options for companies and host communities; career paths and recognition within the mining industry for young professionals both generally and from stakeholder communities; proper community-needs assessments, research into such things as purchasing power and other economics data, and inventories of public goods such as land-carrying capacity and water availability. Without this information it is difficult to gain an appreciation of and to alert people to the consequences of change brought on by a mine. The next decade will see second-tier social competencies promoted within successful mining companies. Measures to achieve this include a range of Human Resource (HR) incentives such as recruitment and career advancement based on broad competencies rather than narrow technical proficiency, humanities training for mining professionals and performance rewards that recognise social competence. A sustainable future for mining in a globally connected social landscape requires selection of people who can listen, relate and act in an open social system. The challenge for the mining industry, its professional organisations and educational institutions is to acknowledge this and develop these new aspects of mining industry professionalism. This cannot be left to individual companies if the industry is to have a sustainable future.

Jan 1, 2002

Since the 1970s we have seen a marked corporate response in terms of the environment. In part this has come from regulation but it has largely come from stakeholders and the community. We now see a similar trend towards sustainability. The Brundtland (1987) definition of sustainable development provides a direction for advocates: the advance of human prosperity in a way that does not compromise the potential prosperity and quality of life for future generations. In my view its three essential components are: economic, environmental and community. The Global Mining Initiative and the contributions to the Rio World Summit and the Johannesburg World Summit on Sustainable Development indicate that sustainability is being taken very seriously by the mining industry. But does the minerals industry really embrace sustainability as they claim? There is a view that in reality sustainability is a non-event and that the triple-bottom line approach is only a convenient catch-cry for companies who are actually focussed very strongly on the economics part of the equation. Chemical engineers are showing a strong trend to more sustainable practices and the chemical industry has shown real commitment to research into developing sustainable processing systems. This requires a framework for thinking and design and the chemical industry is demonstrating true innovation as it moves towards æno wasteÆ technologies. Whilst there are limits to the rates of change that can occur the minerals industry should also be moving in a much more determined manner towards the notion of processing of products designed for whole-of-life cycle û with minimum/no waste. But is the minerals industry just paying lip service to the importance of research to sustainability?Several common themes influence the science and innovation agenda in Australia, which will affect the development and adoption of innovations by AustraliaÆs minerals sector. First is the well-proven link between peer-reviewed scientific excellence and commercial application. Second is the rise of multi-disciplinary Mode 2 research, which has developed in response to the complexity of problems faced by contemporary researchers, which are best analysed by combining expertise from two or more disciplines. Successful innovation outcomes, in any field, including minerals processing, is promoted by Mode 2 research which benefits from greater levels of networking and collaboration. Kofi Annan in his Message to the World Social Forum puts it very succinctly æThe way forward lies in finding constructive solutions togetherÆ.

Jan 1, 2004

Proposals designed to use stockpiles and buffer stocks to achieve price stabilization and better resource use have a long history. They are super- ficially simple to understand. The benefits seem clear. And yet I am well aware that this is not a simple subject: the more one studies it, the more complex it becomes. Worldwide interest in re- source management, while receiving fresh impetus from the OPEC actions, also has a long and chequered history. Those venturing into such ter- ritories must be forewarned of the traps and pit- falls which abound. Interest in these schemes has waxed and waned over the years with the fluctuating fortunes of the producers or consumers. As I write this paper towards the end of 1977, I am acutely aware of the low ruling prices for zinc, copper, and nickel. These sacrifice prices remind me that it is difficult, for example, for a surveyor, to be calm and rational if he is up to his neck in a swamp full of crocodiles. He might be forgiven for forgetting that the aim was to drain the swamp! I am also aware that when swamps are drained, painful and dangerous stumps sometimes stick out. Hence, in looking at the subject of stockpiles and resource management we must not set our sights too high, perhaps not initially hope for perfec- tion, if we want to secure worthwhile changes. My approach is to acknowledge a bias for the market system. We have, however, had experience (remember the 1930s) of some weaknesses in the untrammelled operation of free markets. Thus our international economic relationships over the past 20 or 30 years have been based on a desire to retain as much as possible of a liberal world trading system backed by such organizations as the GATT, IMF, and the U.N. to ensure the necessary cooperation. Some nations have seen this system work only partially in their best in- terests. GATT, for example, has been reasonably effective in liberalizing trade in many manufac- tured goods but far less so in regard to agricultural or semi-processed goods.

Jan 1, 1978

The Ranger Project Area covers 78.6sq km and is approximately six km east-west by 14km north-south (Fig. 1). The area is known to con- tain two uranium orebodies, Ranger No. 1 and No. 3, two uranium occurrences, Anomalies 4 and 5 and three significant radon anomalies, Ranger 18, 19 and 48. The Ranger No. 1 and No. 3 Orebodies con- tain approximately 120 000 tonnes of U308 in highly chloritised metasediments of the Lower Proterozoic Cahill Formation. The orebodies occur as suboutcrop and exhibit significant radiometric anomalies. These occur within approximately 400m vertically of the projected unconformity with the sandstone of the Middle Proterozoic Kombolgie Formation. Oxidised and reduced uranium minerals occur in quartz-rich schists containing variable muscovite, chlorite and sericite and in the chloritic matrix of chert breccia. Secondary uranium minerals namely saleeite, metatorbernite and gummite associated with earthy iron oxides occur from the surface to 50m depth in No. 1 Orebody and up to 80m depth in No. 3 Orebody. Below the oxidised zone, uranium occurs as pitchblende finely disseminated throughout sequences of quartz muscovite chlorite schist up to 150m thick and as open space fillings in zones of structural deformation. The uranium-bearing schists directly overlie up to 300m of dolomite and magnesite containing minor interbedded schist units and are themselves overlain by approximately 2 000m of more micaceous schists of the upper part of the Cahill Formation. Regional metamorphism has occurred to at least amphibolite facies and has been followed by retrograde metamorphism to a greenschist facies equivalent. The metasediments are intruded by granitic pegmatites and dolerites. Uranium is associated strongly with chlorite of which there are at least five textural varieties. Not all of the various generations of chlorite have associated uranium. Graphitic schist horizons occur which are often less than one metre thick and discontinuous. These are best developed at the base of the quartz chlorite schist sequence where uranium grades up to 1 000ppm U may extend for several hundred metres beyond the main ore zone. Uran- ium is not common in the carbonate sequences and only occurs in chlorite segregations in disrupted zones. The unoxidised ore contains sulphides, mostly pyrite, which are low in abundance (

Jan 1, 1984

One common public perception of mining is that financially it is an extraordinarily risky business. Another and contrary view, in certain circles, is that price risk and other financial risks can be relatively easily removed or shifted by a number of schemes or devices. In reality, beyond the orebody discovery stage, mining need not be any more risky than most heavy industrial businesses. Nevertheless, as stated by Rappaport, (1986): Risk is a parameter of central importance in establishing the economic value of any asset. The level of risk is determined both by the nature of the firm's operations and by the relative proportions of debt and equity used to finance its investments. These two types of risk are commonly referred to as 'business risk' and 'financial risk' respectively. The term financial risk is used somewhat more loosely herein to recognise the reality that any risk inadequately addressed in the design, construction and operation of a mining project can have significant financial consequences; usually negative. For instance, a specific area of business risk in mining is often called technical risk which definitely has severe financial consequences if not managed correctly. The various risk shifting, hedging and risk management tools available all have their place and range from merely useful to almost indispensable. However, in the long-term, financial risks are maintained at acceptable levels by the application of sound, more fundamental business management principles. There are many with a vested interest in perpetuating a perception that the conceptual foundations of sound management practice are extremely complex. In reality, most management concepts are prosaic, but their application requires incredible discipline and hard work. There is no magic formula or 'silver bullet'. It appears that a company whose activities are restricted to mining can analyse the range of risks specific to mine development and operations more clearly than companies in which mining is just one of many businesses. The almost universal failure of large oil companies in the mining business is probably the best example of lack of any clear comprehension of fundamental business characteristics and risks. Conversely, in regard to risk management, choosing to be in other business as well as mining does nothing to reduce the risks of the mining business. The individual shareholder can probably make such 'diversification of portfolio' decisions better than most management teams. It could be argued that diversification across a number of disparate businesses may actually increase overall corporate risk due to lack of management concentration and focus. These differences between the perceptions of financial risks and the realities in mining need to be further elaborated in relation to some uncompromising business concepts.

Jan 1, 1994

By D Nourry

Optimising the blast is a major issue in the blasting business. It generally means acting on the blasting pattern (drilling, charging, detonating) in order to get a given æresultÆ. This result may either be related to economic reasons, such as the fragmentation influencing productivity, or technical reasons, for example vibrations and projections. Within the frame of the EEC funded Brite-Euram project entitled æBlast-ControlÆ, involving academic research and applied expertise, a general methodology was developed to approach such a problem and currently applied to the industrial partners of the project and final end-users of the generated results. These partners are the limestone ALZO quarry of the CALCINOR group in the north of Spain and the dolomite DMD (Dolomies-de-Marche-les-Dames) quarry of the LHOIST group in the east of Belgium. A first part of the project, over 18 months, was dedicated to establishing a clear relationship between productivity of operations from drilling to primary crushing and the fragmentation resulting from the blast. Extensive monitoring of blasting, production performance and fragmentation data was carried out and automatically collected into a database on both quarries. As expected, it appeared that excessive amounts of fines or boulders were substantially reducing productivity and thus profitability of the operation. Furthermore, an æoptimalÆ fragmentation was assessed for the quarries to run at the best (high throughput, low cost). The second and last part, for the remaining 18 months, was then dedicated to adapting the blasting practice in order to orientate the fragmentation towards a æbetterÆ one. A very common problem normally addressed by any consultant. Nevertheless, the target was not limited to solving the problem for these two quarries, but also to develop a generic method to address this blasting adaptation process and to implement it into a computerised tool. At this stage, it is then obvious that portability of the method and the system are major qualities to be looked for. This paper is aimed to present how this method was developed, how the system was implemented and how it was finally used.

Jan 1, 2001

By D Schwab, R M. Tosdal

The Quesnell-Stikine arcs, in the Canadian Cordillera, are host to Triassic and Early Jurassic alkalic porphyry Cu-Au and calc-alkalic porphyry Cu-(Mo-Au) deposits formed outboard of ancestralNorth America in island-arc tectonic settings (McMillan, 1991). The majority of the alkalic porphyry Cu-Au deposits are products of a discrete magmatic event at the end of the Triassic, with a second and smaller event in the Early Jurassic (Mortensen, Ghosh and Ferri, 1995). Of the Triassic complexes, the Galore Creek alkalic intrusive suite is one of the largest and most silica-undersaturated intrusive complexes, and host to the most significant undeveloped alkalic porphyry Cu-Au resource in North America (Lang, Stanley and Thompson, 1995). Because of the common presence of feldspathoidal-bearing rocks in the complex (Enns et al, 1995), Galore Creek likely represents an end member example of the alkalic porphyry Cu-Au class. The Galore Creek alkalic Cu-Au-Ag porphyry district, located in NW British Columbia (Canada), contains 12 mineralised prospects (Enns et al, 1995; Micko et al, 2007; Schwab et al, in press) with a total measured and indicated resources of 785.7 Mt at 0.52 per cent Cu, 0.29 g/t Au and 4.87 g/t Ag (NovaGold Resources Inc, February, 2008). The Central Zone is the largest and best delineated. Other economically important mineralised centres include the South-West, Bountiful, West Fork and Junction deposits. The South-West Zone, the focus of this contribution, is a Cu-Au-Ag breccia-centred deposit with a measured and indicated resource of 69 Mt grading 0.42 per cent Cu, 0.69 g/t Au, 2.67 g/t Ag. Hosted in brecciated intrusive rocks, the South-West Zone is distinctly younger than the Central Zone and most of the other mineralised centres (Enns et al, 1995; Schwab et al, in press). The South-West Zone therefore preserves the late stages of hydrothermal evolution at Galore Creek. An EXTENDED ABSTRACT is available for download. A full-length paper was not prepared for this presentation.

Jan 1, 2008

By R Austerberry, S Green

Highly weathered ground, limited collar options and the need to achieve a desired outcome at the lowest possible cost led to the need to adopt a construction approach that had no established design methodology. The newest ventilation shaft at Mandalay Resources’ Costerfield Operations had to be established to a depth of 30 m through poor ground best described as ‘sticky swelling clay’, some of which was contained within an old backfilled pit.The ability to excavate a traditional presink was not possible due to limited space and the introduction of men into the shaft was to be avoided due to the associated safety risks and corresponding increase in cost. Piling in conjunction with raise boring and remote fibrecrete application was identified as a possible solution that could achieve the desired outcome at an acceptable level of risk.Construction of the piles was challenging and required continual refinement until an acceptable level of productivity could be achieved. Limitations on concrete delivery was taken into consideration to ensure hole stand-up time was acceptable and re-drills were not required. The adoption of a set process from alignment, drilling, concrete placement and testing ensured the desired design was achieved. Mine operators should consider the use of piling as a method of shaft stabilisation for the portion of raise bored shaft that passes through the weathered zone.The importance of quality control and attention to detail through the entire shaft construction process cannot be underestimated as issues such as insufficient geotechnical investigation, pile and pilot hole deviation, concrete and fibrecrete quality, as well as delays in the application of fibrecrete can place the success of the project at risk.This paper outlines key learnings from a client’s perspective with regards to the concept, planning, design, execution and completion of a 3.1 m diameter raise bore shaft through both weathered and highly structured ground at the Augusta Mine.CITATION:Green, S and Austerberry, R, 2014. Piling and raise bore construction – key learnings from a client’s perspective, in Proceedings 12th AusIMM Underground Operators’ Conference 2014 , pp 35–42 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Mar 24, 2014

By A Cooper

The current financial climate has given rise to fears that falling mineral prices and tight credit will force mining companies to cut back on production and new project development in a bid to cut costs and conserve cash. However, a prolonged squeeze on global supply can have only one result: a massive and potentially explosive demand for metals in the not-too-distant future. A resurgent global economy will also generate dramatic new demand for oil and energy, with a return to higher oil prices likely. How then should the mining industry plan for the future? In-pit crushing and conveying (IPCC) could lead the way as a partial or complete substitute for trucks. In 13 of 15 studies undertaken by Sandvik and Snowden, comparing IPCC with truck-optimised pit designs, IPCC generated operating savings ranging from US$0.18 to US$0.82 per tonne moved, compared to trucks. Trucks have higher operating, maintenance and energy costs than conveyors. New emission standards on diesel engines may make them more emission friendly but less efficient in terms of energy usage. With far more efficient energy use and cheaper operating costs per tonne moved than trucks, conveying offers an attractive alternative for the bad times ahead and into the apparent energy depleted future. When evaluating alternatives, a reasonable first step would be to conduct a scoping level study which analyses the differences in capital and operating costs between a truck and shovel operation and an IPCC solution. The study can also determine what type of IPCC is best suited to the particular mining application. The results can then be used to decide whether a more detailed study is justifiable. IPCC is a proven process that, with a fresh mindset, can make a significant improvement to mining operations. Sandvik (as an OEM with a full suite of IPCC equipment) can undertake these studies in ten working days in conjunction with Snowden or any other independent mine planner who knows how to schedule for IPCC. Because most mining industry personnel have been æborn and bredÆ on trucks and shovels û this paper focuses on some of the practical considerations necessary to make IPCC systems work that the Sandvik Technical Services Group has encountered during these studies.

Jan 1, 2009

By T Goswami, M Edmondson

Henry Walker Eltin (HWE) are the mining contractors for Gloucester Coal at Stratford mine, which is in an environmentally sensitive area in the Avon Valley, NSW, Australia. Normal blasting at Stratford is done in a æstand upÆ or æbox cutÆ mode to suit the truck and shovel operations. Recently an opportunity of doing a throw blast became available when part of a ramp had to be blasted to accommodate changes to the pit design while not damaging the remainder of the ramp. The objective was to maximise throw into the void in order to minimise excavation costs by reducing the amount of overburden to be moved by the excavation fleet. It was necessary that the best result be achieved while staying within the vibration and airblast limits at a neighbouring property and nearby township. Both objectives were achieved through the application of OricaÆs knowledge of blast design, modelling and i-konTM electronic detonators. The i-kon system was used because of its known benefits in cast blasting and environmental control. The i-kon system provides the blaster with much greater accuracy, control and the flexibility to tailor blast designs. It has been found previously to enhance blast throw and provide cleaner high walls (Brent, 2002). The blast was a success, producing a muckpile with a high degree of looseness and consistent fragmentation, with an average throw to final spoil position of 37.5 per cent. This was achieved without any environmental exceedance. In addition, high speed filming showed that the coal edge had remained largely in place, indicating minimal coal loss. The results exceeded the expectations of HWE Stratford and the overall cost savings to HWE Stratford from this blast were recognised to be substantial. Further throw blasting opportunities at Stratford have been followed using the i-kon system to maximise benefits.

Jan 1, 2003

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 G Johnson, G W. Wilson

The settlement and drainage behaviour of co-mix, or mixtures of waste rock and tailings, are examined in a column study. Three co-mix profiles were observed for settlement, drainage, and pore water pressure response. A fourth profile with waste rock and no tailings was also observed for settlement. Co-mix consolidated faster than predictions for tailings alone, and maintained a saturated void space relative to waste rock alone. Practical benefits of co-mix as a waste disposal technology may include faster time to consolidation than tailings, a reduction in total settlement of placed material compared to tailings alone, and a reduction in acid drainage by limiting the flow of water and oxygen through maintenance of a saturated void space.

Jan 1, 2003

By J M. Menacho, L Zhang, A Hoadley, L Verdugo, B Etschmann, W Bruckard

Since the introduction of Lithium-Ion Batteries (LIBs) in 1991, the market for lithium-ion cells has been driven by the high demand for portable electronic devices and more recently for batteries for the electric car industry. It is expected to grow rapidly to reach 2600 GWh globally by 2030 (US Government, Office of Energy Efficiency and Renewable Energy, 2021). However, there is a desperate need to recycle LIBs to recover valuable cathode materials and graphite. For this reason, several physical and chemical recycling technologies have been proposed to recover these materials from spent batteries. Amongst these, froth flotation technology is a potential cost-effective technology for separation of the graphite fraction from the lithium oxide components due to the natural hydrophobicity of graphite and density difference between graphite and cathode materials (Folayan et al, 2021).

Aug 24, 2022

By Rokot M

In a little over three years, Chevron Niugini has built up a team of relatively young, hard working men and women, mostly Papua New Guineans, who spend most of their working days out among people in the Southern Highlands and Gulf Provinces who are directly affected by the Kutubu Petroleum Development Project. These are Land and Community Relations officers, or LACROs. They take on a huge responsibility, not only representing Chevron but also being friend, advisor and negotiator, frequently dispensers of medicines, and agricultural advice and more. When things go well, others get the praise, when things go wrong, LACROs are the martyrs. Just as the geologists who locate the oil, the drillers who find it, the engineers who design the facilities, the construction gangs who build them, the landowners who claim it, and the Government who monitor it, so are the LACROs part of a team.

Jan 1, 1991

Risk Management has been applied relatively slowly in the mining industry. Except for the risk concept application in financial considerations, the application of Risk Management in safety management has been far from satisfactory. When applied it was treated in a global occupational safety and health sense. Regardless of how much the mining industry has progressed over the years it is still, in many respects, `state-of-the-art' business. The safety aspects of mining are well known and yet little understood by the public. Regardless of what has been achieved so far and how much effort has been put into it, mining is regarded as an unsafe and somehow rude business. Safety records of the mining industry vary from State-to-State. Latest mining related disasters in PNG and Queensland and some other fatal accidents support this public perception. They purport a need for change in managing safety in the mining industry. The latest mining fatalities have raised the issue: What must be done to improve safety standards? Duty of care, risk management and system engineering concepts can provide some answers. Risk Management principles which have been advocated for some time provide many answers and explanations and can make safety management more constructive and workable. What has been missing so far is that this concept has neither been applied nor has been modified for its practical application and purpose on a larger scale. A risk management approach to the management of safety and health in the mining industry is addressed, herein. This approach does not attempt to provide the solution. It does, however, provide a basic understanding of what Risk and Risk Management are all about. Rational management of risk is addressed in the life cycle and system contexts. A system of continuous improvement is applied. There is always a chain of events, outcome, exposure, consequence(s), and consequence(s) value(s). It means that development of an event takes place in time and space. Dynamic circumstances have been created in or within the system. It is a decision-making process designed to provide a methodology which is directed not toward a mathematical model but toward easy use and application in dynamic working environment, by decision-makers who can be anybody from either a risk taker or a risk creator. The emphasis is placed not only on arriving at the best practical, possible and fair decision but also on structured and systematic acquisition of knowledge about the system, its hazards and associated risks, hence increasing the decision maker's ability to manage the decision-making process related to the management of risk.

Jan 1, 1995

For the last decade Australia has been the leading exporter of both steam and coking coal. In the ten-year period 1989 - 1998 steam coal exports increased by 93 per cent and metallurgical coal exports increased by 50 per cent. However, profitability of the steam coal sector has been disappointing. The coking coal sector, especially the hard coking coal segment, has fared better but its profitability was more because of its ability to maintain relatively high prices rather than its inherent productivity. Until quite recently the Australian coking coal sector was widely expected to be able to maintain this comfortable state without undue effort for the three major æpartnersÆ; the companies, the State Government and the unions. But coking coal could now be heading down the path followed by steam coal that ends with long-term over-supply and, despite steady improvements in productivity, poor profitability. Steam coal entered the ænewÆ era of long-term over-supply some years ago. Over-supply was due to the rapid increase in production in Indonesia, often from new mines and Australia. AustraliaÆs production rise was underlain by the apparent belief that the best way to lower costs was to increase production. In the first couple of years costs didnÆt fall much but the additional tonnage was sold at lower and lower prices into the spot market. By mid-1998 the difference between the contract price set with Japanese utilities and spot sales was often in excess of $US12 per tonne. Japanese contract prices and tonnages have since fallen significantly. Steam coal has moved from being a product to being a commodity. Any profits are due more to the low Australian dollar rather than inherent mine productivity. Seaborne coking coal trade has been dominated by Australia, Canada and the USA, with the USA becoming less competitive. Unfortunately, when the Queensland capacity expansion was well down the pipeline, the Asian financial crisis occurred and the Japanese economy entered what appears to be a long-term recession. Contract prices fell 18 per cent, tonnages decreased and some mines have been reclassified as supplying lower priced coking coal. The paper analyses past and expected future trends in labour and mine productivity, rail freight and FOB export port cash and total costs of the Australian steam coal and coking coal sectors and discusses the market outlook for Australia. The future economic viability of the industry is analysed and discussed in the light of the rapidly changing global environment.

Jan 1, 2000