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By Raczej I, Defant M

Pre-Miocene igneous rocks from the Phili pine island arc are characterised by 87Sr/86Sr and 143Nd/144Nd ratios typical for intra-oceanic island arcs where sediment involvement in the magma genesis was minor. Lead isotopic ratios are similar to Indian Ocean MORB (Mukasa et al., 1986a,b). Pliocene to recent volcanics, however, have more radiogenic Sr and Pb and less radiogenic Nd, except for the volcanics of the Bicol Arc, which have similar isotopic signatures as the Pre-Miocene rocks. We suggest that Pre-Miocene magmas and Bicol-Arc magmas have been generated in response to the subduction of the Philippine Sea Plate, their isotopic characteristics reflecting the composition of Philippine Sea crust. The Bataan arc magmas may reflect the larger amounts of sediments available for subduction in the South China Sea, while magmas of the Mindoro Arc, which are characterised by the most radiogenic Sr and least radiogenic Nd, may have been contaminated by slivers of the Mindoro-North Palawan terrane, which have been carried down to mantle depths after the collision of this terrane and the Philippine arc in Miocene (McCabe et al., 1982). This interpretation implies that Nd (and by inference other REE) can migrate from the subducted slab to the mantle wedge. Thus, variable Nd-isotopic ratios in island arc magmas (e.g. Sunda, Lesser Antillas) may not he a primary feature of the mantle wedge but a consequence of the release of Nd from the subducted slab.

Jan 1, 1987

Teleoperation is one method by which an operator can remotely control and monitor a vehicle. The operator monitors the status and progress of the remote vehicle by watching the video transmitted from one or more cameras which are mounted on the vehicle. In the case of an LHD, it will be fitted with three cameras. For a twin-boom Jumbo, four cameras are mounted on the drill, three of which will have remote pan, tilt, 15x zoom, focus and lens cleaning controls. The advantage of teleoperation is that an operator can stand in the drive and send the remote vehicle around a corner, completely out of sight and still clearly see what is happening. This means that an LHD returns with a full bucket and a Jumbo can be operated from a safe distance. Standing in the drive teleoperating vehicles, exposes the operator to passing traffic including the remote vehicle. There are two solutions to this problem. One is to equip the operator with a Nautilus æBuddyÆ jacket which will help to protect them from all vehicles. The other is to move the operator into a safe room or area, away from the fumes, the noise and the traffic. In this comfortable, less stressful environment, the operator will be more productive and less likely to accidentally damage the vehicle. The operatorÆs æsafeÆ room does not have to be a formal control room, it can be any area which has AC or DC power available and is large enough to contain a chair and a 1.5 m x 0.75 m table. The æsafeÆ room can be on the surface or underground, it does not matter to the operation of the Nautilus Equipment. If the LHDÆs, trucks, locomotives, etc are automatically guided from origin to destination, the operator is free to operate several vehicles at a time, performing only those tasks which are too difficult for a computer to do by itself.

Jan 1, 1998

Resource rent tax is a form of taxation or royalty, which only become effective at such a time as a pre-determined rate of return has been achieved by an operation. The offshore petroleum industry in Australia is already subject to RRT as is the Roxby Downs (Olympic Dam) Mine in South Australia. Both the mining and petroleum taxation regimes in Papua New Guinea include a resource rent tax component called Additional Profits Tax (APT). The implications of the current form of Additional Profits Tax for shareholder cash returns are that the tax burden on the operation may suddenly increase at some stage in the life of the mine, if and when the threshold level of profitability for the tax to be triggered is exceeded. From that point in time onwards the cash return to the shareholders on the capital invested is greatly diminished. For mining companies in Papua New Guinea, the effective tax rate increases from 35% to 57.75% as a result of the onset of Additional Profits Tax. This tax rate penalty is so severe that there appears to be merit in considering the concept of managing profitability through time rather than purely maximising annual pre-tax profits as is currently the case in most mining operations. This would have the benefit of deferring or perhaps preventing altogether the onset of the tax. One possible method for the effective management of profitability is through the control of average mining grade by cutoff grade manipulation. Traditional cutoff grade theory has usually considered taxation as a direct cost at a fixed or variable percentage of annual profits. As a result of this most analyses are conducted on a pre-tax basis. If tax is included in analyses it is usually present as a time independent function of gross profit. Additional Profits Tax is both time and rate of return dependent and therefore not adequately accommodated by currently accepted cutoff grade theory. A review has been made of the effects of resource rent taxes on both the investment decision-making process as well as possible development and mining strategies which may be employed by mining companies faced with Additional Profits Tax. The review includes examples based on the structure of Additional Profits Tax which is levied in Papua New Guinea.

Jan 1, 1997

As the surrounding environment continues to change and evolve, mine managers face a changing climate of expectations. TodayÆs mine managers must juggle competing pressures to deliver sound social, environmental and economic results. Leadership is a fundamental tool for the effective mine manager. Whilst mine managers require solid technical and operational skills, importantly the manager must be able to engage a workforce, build and retain employees and seize opportunity for growth and development when presented. An important tool for engaging employees in the business at Rio Tinto Aluminium is the business improvement programme. At Rio Tinto AluminiumÆs Weipa mine, the business improvement methodology Six Sigma is used to deliver measurable, sustainable outcomes for the business. The next step in Rio Tinto AluminiumÆs improvement journey is to implement Lean Manufacturing at all managed operations. The operating environment for mine managers continuously evolves and effective mine managers must be flexible and adaptive to meet challenges. Governance and regulation constantly change in an environment of commodity cycles and finite resources. This increases pressure on the economic return achieved by the operation. As such, effective mine managers must be aware of and manage the operating environment û the broader, issues-based environment not just the immediate day-to-day responsibility of mine managing. This includes delivering on safety, community and environmental priorities. At Rio Tinto Aluminium, part of managing the business is via investment in the area of social partnerships to engage employees and the broader community in Rio Tinto AluminiumÆs commitment to sustainability. The Future Reef partnership entered with the Great Barrier Reef Research Foundation in 2005 forms an important part of Rio Tinto AluminiumÆs climate change strategy. This four-year, A$1 million investment funds programmes looking at the effect of ocean acidification on the Great Barrier Reef. The partnership is a unique example of industry and science working together on an area of mutual and national concern. Modern mine managers require a broad set of skills to effectively deliver outcomes. TodayÆs mine managers must make innovative and courageous responses to determine todayÆs strategy for tomorrowÆs future.

Jan 1, 2006

By Graham M

Longwall mining has been the dominant global coal mining method for decades. However, not until 1994 did longwall mining surpass continuous miner room and pillar extraction tonnage in the United States. This significant event, occurring in the most cost driven market in the world, confirms the efficiency and effectiveness of longwall mining.

Jan 1, 1998

The coal under the ridgeline is the most valuable part of the known reserve at Solid EnergyÆs Stockton Opencast Mine. Some ridgeline mining had been attempted in the past with mixed results. Solid Energy recognised that significant project planning was required in order to overcome the formidable technical issues associated with mining the area. It also recognised that the local community also had concerns about the potential impacts of this work including the visual impact of changing the topography of the ridgeline and the nearness of the Department of Conservation estate.   This paper outlines some of the risks and challenges that were faced and the management approaches that were adopted to address them.

Jan 1, 2007

By C Deacon

It is common practice to include microspheres or similar density reducing agents in inherently insensitive water-based commercial explosives to achieve detonative sensitivity in the absence of chemical sensitisation. It has recently become possible to similarly include microspheres in LDAN (low density ammonium nitrate). Further to previous studies and publications to determine the benefits resulting from the use of microsphere enhanced LDAN technology in blasting, additional advantages are described in this document. These include range tests at independent testing facilities (Universal Tech Corporation û USA) which reflect results observed in the field, and support theoretical assumptions made when the products were introduced. Additionally, on-site studies in opencast pits using Heavy-ANFO blends incorporating modified LDAN, show that monetary savings can be realised through significant advantages gained in plant throughput and explosives use.

Jan 1, 1999

By A E. McElnea, M A. Martens

An 18-month project was undertaken to test the effectiveness of controlled daily tidal exchange augmented with hydrated lime treatment of surface waters as an approach for remediating a severe acid sulfate soil disturbance at East Trinity, Cairns, north Queensland. Actual acid sulfate soils were producing hazardous levels of acid and heavy metal contaminants and degrading approximately 720 of the 940 ha East Trinity property and the adjacent foreshores. A government-led research team established a series of research projects with the aim of characterising the site (soils, water, terrain) and testing the effect of the lime-assisted tidal exchange management strategy on soils, water, sediments and biota.

Jan 1, 2003

The Green Parrot and Reward stratabound silver-lead (copper-zinc) deposits are located in the eastern part of the Arunta Block. At Green Parrot, mineralisation is contained within a north-south striking lode horizon comprised of elongate lenses of massive garnet or calcsilicate-carbonate "lode rocks" with intercalated sericite-biotite schist and laminated biotite-feldspar schist. The "lode rocks" are increasingly calcareous to the west. The mineralisation is broadly zoned with an increase in lead content and decreases in copper and silver contents from east to west. The principal sulphide minerals are galena, sphalerite and bornite. The Reward deposit lies adjacent to a lens of massive garnet "lode rock" which is contained within garnetiferous sericite-quartz schist. Primary mineralisation consists of galena, chalcopyrite, sphalerite and pyrite. Both deposits are associated with a substantial thickening of the lode horizon which is narrow and discontinuous along strike from the Green Parrot and Reward deposits.

Jan 1, 1984

By M Delaney

Alliancing is a contractual relationship in which organisations with an interest in a project are brought together in an atmosphere of co-operation to produce superior results to benefit all of the participants. Fundamental to the concept is the management of the risks associated with the project. The traditional risk management strategy adopted by clients has been to transfer this risk to others in the belief that this will result in the lowest overall project cost. It is assumed that competition in the market place will allow these risks to be transferred without paying a premium. However, this approach often results in the development of an adversarial climate, a high level of litigation, time and cost overruns and an overall poor project outcome. Under an alliancing arrangement the parties (client, designer and contractor) are aligned through shared interests in the projectÆs success by linking profitability to performance. Under such an arrangement, an atmosphere is created whereby the participants are motivated to focus on cost-savings, pursue best value and to innovate. Successful alliancing can result in highly motivated project teams and realisation of extraordinary productivity and cost-savings flowing from increased efficiencies. The situations in which alliancing can be successful are discussed with particular reference to the Wandoo Alliance which successfully completed the $375 million Wandoo B offshore oil platform in record time and with considerable savings to the project budget.

Jan 1, 2000

Renison Goldfields Consolidated Limited (RGC) and Consolidated Gold Fields Plc (CGF) purchased New Guinea Goldfields Limited (NGG) in 1982 as an exploration venture. Following an intensive drilling programme in the Upper Ridges area sufficient ore reserves were outlined to justify the installation of a new 700 tonnes of ore per day gravity gold extraction plant. Major considerations in the design of the new plant were to minimise production inter- ruptions in the existing plant and to include simple, but technically efficient, equipment that could be operated and maintained by a workforce with limited experience in modern technology. These goals were achieved over a six month period, commissioning being carried out in April, 1983. Mining the epithermal gold deposit is by open cut benching and truck haulage. The gravity concentrator includes a scrubber, wet hammer mill and rod mill, to crush, grind and prepare the ore for sizing and desliming. Gold recovery units consist of a jig, spirals, shaking tables and amalgam barrels. Although the majority of the gold is in the minus 100 plus 20 microns size fraction a recovery of 63 percent, from a head grade of 2.0g/tonne, is Achieved.

Jan 1, 1984

Electronic Detonators have made significant strides over the last few years, both in quality of product and performance in different blast applications. The precision and flexibility of the SMARTDET units provides the mines with a powerful means of controlling blast results, giving both cost and productivity improvements. The SMARTDET Electronic Detonator System, robust and easy to use, has been successfully deployed over the last 18 months in improving mine productivity and creating safer working conditions in both quarrying and long-hole stoping. The key to the improvements has been the precision and flexibility of the electronic timing, and the ability of the mine personnel to grasp the concept quickly and use it effectively.

Jan 1, 1999

During the 1998/99 Asian crisis Solid Energy's export revenues collapsed from over US$70M to under US$40M. Simultaneously, domestic market uncertainty led to decreases in volumes and prices. A major new underground mine was not technically viable, and was closed, and several other mines were marginal. Less than two years later, Solid Energy and its JV partner closed a second new underground mine. The company was in financial crisis, and reported an $86M loss for 1998/99. After refinancing with stringent workout conditions it still had minimal returns due to low prices, unaffordable transportation costs and huge unrealised FX losses as the NZ dollar fell 40 per cent in value. The obvious scenario was to æcash upÆ û complete extraction at remaining mines, sell off any viable parts of the business, pay off debt and wind the company down.In 2002 Solid Energy has completed its recovery. Although margins remain slim and volatile in both export and domestic markets, it is achieving record volumes and revenues. It has paid off its shareholder loan, has minimal remaining FX losses, and cashflow is allowing further mine and infrastructure development. The key to the turnaround has been implementation of rigorous planning, analysis and decision-making in all aspects of the business. The company has a comprehensive, rolling 20-year plan used annually to update rolling five year and annual business plans. Solid Energy augments strong line management operations with rigorous standards and processes for mine planning and development, operational decision-making, and functional support. Detailed, quantitative risk analysis is used in all aspects of the business and allows comprehensive integration of opportunity and risk management across all activities in the company.Coal mining is widely perceived as an æold-economyÆ industry. But, like other successful æold economyÆ companies, the information systems and management processes used by Solid Energy are as leading edge as any in the high-tech sector. They are the key to managing to add and sustain maximum value for a company that has access to coal resources sufficient for hundreds of years.

Jan 1, 2002

International tenders for contract mining opportunities require the Contractor to make an assessment of risk for an operation with a life span of up to twenty-five years usually based on data made available by the Client. This paper seeks to address how the Contractor assesses the data and quantifies the risks associated with the project. The areas of risk are common to most projects, but in the--Lontractor's case, risk assessment is carried out on the Client's data base and within a compressed time frame of usually less than six months. Incorporation of that risk assessment into the contract documentation is also discussed. Practical examples are given in a number of areas.

Jan 1, 1986

By C Berglin

Is the Northern Territory different? Certainly it is more remote, has less people and relies more heavily on two or three industries for its survival. On the other hand, its mining industry is governed by Acts not dissimilar to those of the major States - a Mining Act provides the basis for acquisition of tenure, a Mine Management Act provides regulatory control, a Mineral Royally Act collects revenue in return for the right to utilise the land's bounties, an Environmental Assessment Act provides the public face to rehabilitation and environmental safety, and the Aboriginal Land Rights (NT) Act purports to give development criteria for inalienable land use. With the exception of the latter, at least until the advent of Mabo, all these are simply variations on a theme, and are common to most States. This paper will show how the Department of Mines and Energy works in relation to the Northern Territory mining industry.

Jan 1, 1994

With more difficult economic conditions and increased competition, the Australian exploration industry is allocating increased resources to developing more effective and efficient exploration technologies. A significant number of new techniques have been developed, and Australian companies are now at the forefront of exploration technology worldwide. These should increase the chances of maintaining Australia's leading position in world mining over the long term.

Jan 1, 1987

In the last 100 years, statistical sampling theory for particulate materials has developed to a stage where sampling systems can be confidently designed to provide assay results of known and controlled variance for a chosen time period. The two independent sources of sampling variance, namely intrinsic and distributional heterogeneity are defined and explained quantitatively. Intrinsic heterogeneity is characterised by the sampling constant for the material and distributional heterogeneity is quantified by the process steam variogram or covariance function. The means by which sampling systems can be designed to an accuracy specification is described.

Jan 1, 2002

Portman Mining Pty Ltd very successfully operated the Ferro GullyNorth Mine in the Hamersley Province of Western Australia to satisfy a contract for the delivery of six million tonnes of iron ore in less than two years to the Mount Newman Mining Co Pty Ltd. The high-grade ore extracted from Ferro Gully North Mine was unusual in that, not only was it within the Joffre Member of the Brockman Formation, but it was rich in red ochreous hematite and martite and very low in phosphorus.

Jan 1, 2001

By Cusack BL

The addition of cement to underground backfill at The Zinc Corporation, Limited and New Broken Hill Consolidated Limited, Broken Hill commenced in 1967. This resulted in a deterioration in metallurgical performance with increased loss of lead and zinc to residues at each concentrator. Investigations to determine the cause of the problem and methods to counteract it have been undertaken. This paper outlines the effects of cement on lead-zinc beneficiation at Broken Hill and presents an interim report on attempts to overcome the metallurgical Deterioration.

Jan 1, 1970

The development of the lower Hunter Valley, centred around Newcastle and its suburbs is closely linked to the mining of coal and the settlements which grew to house the colliery officials, the miners and their families. The Port of Newcastle expanded and developed as a port exporting coal to many ports of the world ranging from Hawaii and Brazil to Japan and Korea. The coal which passed through the Port of Newcastle, depend- ing on the historical period in question may have been mined in Newcastle itself, or one of the nearby colliery townships such as Lambton, Wallsend, Charlestown or Hamilton, or from one of the estuarine collieries located at Carrington or Stockton or from the West Wallsend area or from East Greta, Pelaw Main or Cess- nock located on the South Maitland (Greta) coal field or from the open cut and underground mines of the Singleton Coal District.

Jan 1, 1988