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By J Pan, C M. Tang, D Q. Zhu, C C. Yang, S W. Li, Z Q. Guo

The short process of electric furnace steelmaking with direct reduction iron (DRI) as raw material is an important process for smelting high-quality and special steels. In order to prepare high-quality DRI, the pellets with basicity of natural basicity and 0.4 were prepared from magnetite concentrate (MR=0.09, MR=0.4) and hematite concentrate (HR=0.02, HR=0.4). Based on the HYL method, the gas-based direct reduction experiments were conducted under the condition of rich hydrogen (H2/CO = 2.6). The reduction index (RI), reduction swelling (RSI), cold compressive strength (CCS), and phase changes of the pellets were systematically studied. The results show that the RI of four kinds of pellets is greater than four in the temperature range of 800~950°C. For the magnetite pellets, at a fixed reduction temperature, the RSI increases and then gradually decreases, reaching a peak between 50 per cent and 80 per cent. Moreover, the RSI enhances with the increase of the reduction temperature. In general, the RI, RSI, and reduced CCS of the MR=0.09 pellets are better than those of the MR=0.4 pellets. For the hematite pellets, the maximum RSI decreases from 23 per cent to 17 per cent during hydrogen-rich reduction, while the compressive strength increases from 500 to 1070 Nꞏpellet-1. The main reason is that the glass phase generated by the increase of basicity adheres to the surface of hematite grains, hindering the contact between reducing gas and particles. As a result, the apparent activation energy is reduced, which is not conducive to the reduction process. In addition, the glassy phase attached to the hematite reduces the migration rate of Fe2+/Fe3+, resulting in a difference in the reduction expansion rate of hematite in the inner and outer layers of the pellet. Thus, concentric cracks are formed inside the pellets, the RSI increases and reduced CCS decreases.

Sep 18, 2023

Lead Removal from Contaminated Soils with Chelating Agents

Sep 13, 2010

By R Miller, D Hawcroft

The business environment is never still and there has been enormous change in demand, technology and opportunity during the last decade. In order to succeed it is necessary for organisations to change the way work is planned, scheduled and carried out. This is necessary just to survive over time. The success or failure of the business is strongly influenced by people; the way they work, the way they are guided and their feelings about being part of both a team, as well as an organisation. Our Sustainable Integrated Management System (SIMS) philosophy is built on the belief that people want to be constructive and creative and it is their environment and working relationships that influence how their energies are directed.

Jan 1, 2000

By R Van Laeren, G Langerak, S Fityus, K Koosmen

Co-disposal of partly-dewatered mixed-plant rejects (MPR) from coal processing into spoil dumps is gaining favour amongst Australian coalmine operators in preference to conventional tailings disposal methods which require a tailings dam. Owing to their often low permeabilities and high degrees of saturation, MPR materials may be prone to the development of excess pore pressures when covered by spoil during routine dump advancement. The likelihood of dump failure will increase if these pore pressure regimes and the associated delay of shear strength development are not accounted for during waste dump design. To date however, little is known about these pore pressure regimes due to the complexities associated with their in situ measurement.This paper describes the in situ measurement of pore pressures in a cell of MPR placed within a coalmine spoil dump. Four vibrating wire piezometers (VWPs) were placed within a cell that was then filled with MPR and allowed to consolidate under self-weight before advancing an adjacent tiphead across the cell. The VWPs recorded the transient pore pressures during MPR placement and dump construction, and their interpretations are described within the context of laboratory measured parameters. Following analysis of the measured pore pressures, their implications on shear strength and dump design are also discussed.CITATION:Koosmen, K, Langerak, G, Simmons, J, Fityus, S and Van Laeren, R, 2015. Field measurement of transient pore pressures within co-disposed processing rejects placed in a spoil dump, in Proceedings Tailings and Mine Waste Management for the 21st Century, pp 63–72 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 27, 2015

LIST OF CONTENTSAbstractIntroductionSelected Sections of the Broken Hill LodeLocality PlansPetrology1. Zinc Corporation Mine: DDH. 5.98, section 30, No. 26 level2. Zinc Corporation Mine: DDH. 838, section 30, No. 13 level3. Broken Hill Sonth Mine: 60 ft. cont01(r above 1170 ft. level4. Broken Hill South Mine : No. 7 shaft section, 1370 ft. levelOrigin of garnet sandstone5. Barrier Central Pty. Ltd.: DDH. tJ.93, Block 136. North Broken Hill Ltd.: Junction mine, DDH. 602, No. 10 level7. North Broken Hill Ltd.: Jnnction mine, DDH. 588, No. 11 level8. North Broken Hill Ltd.: North mine, DDH. through Southern ore body, 3370 ft. level9. North Broken Hill Ltd.: North mine, Northern ore body above 2300 ft. level(a) Southern end, section 27, 77 ft. above rails(b) Northern end, section 30, 6.9 ft. above rails(c) Miscellaneons samples, sections 27 and 28Relative time of ore depositionSericitizntionStructural significance of sericitizationGCLhnite OrthoclaseApatite GarnetManganese SilicatesAlteration of manganese silicatesRelation of zinc and lead to the silicatesZinc in manganese-bearing silicatesLead in potassium and lime silicates and apatite

Jan 1, 1959

By S Marshall, A Fowler

The Augusta underground mine at Costerfield in Central Victoria has been in operation since mid 2006; however, AGD Operations Pty Ltd have explored and undertaken open pit operations in the area for over 20 years. The high-grade, narrow gold-antimony orebody is being mined using both mechanised and hand-held methods, to produce up to 70 000 tonnes per annum at ten grams per tonne gold and six per cent stibnite. AGD Operations Pty Ltd processes the ore on site using gravity and flotation to produce two products; a concentrate which is sold to Chinese smelters and a gravity concentrate which is refined off-site. The circuit achieves up to 30 per cent recovery of gold from gravity methods. There are many challenges in the underground mine, including an orebody with an average width of 300 mm, very poor rock mass conditions in the host rock and variable dips in the ore along strike, between 45¦ and 90¦. The upper levels of the mine have been developed ready for stoping; however, their depths range from 20 m to 70 m below surface in both oxide and transitional material. A major fault structure consisting of mud has been encountered underground and is associated with the orebody causing very poor ground conditions, water inflow and requiring additional reinforcement. The northern limit of the mine is defined by the proximity of historical workings in the South Costerfield mine, which is being continuously dewatered.

Jan 1, 2008

By J Sibbel, K Goh

A key issue facing mine managers in remote locations in Australia and overseas is that of managing a fly-in, fly-out (FIFO) workforce. Current Australian research (Sibbel, in prep) indicates that FIFO employees and their families do not differ from the general population in terms of their overall mental health and the well-being of their family relationships. However, they do face unique issues/pressures associated with the lifestyle, the impacts of which are dependent on the policies and practices of the company as well as individual coping and support mechanisms. Successful management of a FIFO site and its employees therefore requires specialist knowledge and skills beyond those of a solely residential operation. The well-being of the FIFO workforce depends on both site and individual employee characteristics, and has implications for productivity and turnover, as well as safety and health. In addition, although FIFO separates individuals and their families in time and space, the interaction between work and home must be acknowledged and taken into account. Drawing on findings from recent Australian and international FIFO research (eg Annear, Poot and Kingston, 2006; Beach, Brereton and Cliff, 2003; Brereton et al, 2006; Gallegos, 2006; Keown, 2005; Parkes, Carnell and Farmer, 2005; Sibbel, 2001, 2004, in prep; Shrimpton and Storey, 1996; Storey, 2001; Watts, 2004) this paper discusses key understandings of both the positive and negative impacts of FIFO employment on employees and their families, and provides practical management strategies as an aid to the development of best practice. Individual impacts including fatigue and loneliness, as well as family issues such as communication, continually changing roles and responsibilities and the impacts of regular parent absence are key areas which can be ameliorated by appropriate management understanding and action. A flexible framework approach is presented that is suitable for a diversity of operations, including principal and contractor workforces of different sized operations.

Jan 1, 2006

Laboratory testwork was carried out on an overall orebody composite, of 2.9 per cent Cu and 4.2 per cent Zn, prepared from drill core taken from the Currawong fine-grained, copper-zinc massive sulphide deposit near Benambra in Victoria. While 90 per cent of the copper was readily recovered in a concentrate of 20 per cent Cu, after grinding to 95 per cent passing 38 microns, zinc responded poorly to conventional flowsheet/reagent regimes. Experience elsewhere with the use of reverse cleaning, to separate pyrite from sphalerite, led to a series of tests in which better (but still modest)metallurgical results were obtained. The best result was a zinc recovery of 55 per cent in a concentrate of 50.5 per cent Zn. The major loss of zinc occurred in the reverse cleaning stage where the unit recovery of zinc was similar to pilot plant results achieved at Mount Isa Mines on similar feedstock. Diagnostic mineralogy suggested that an overall zinc recovery of 70 per cent was probably the practical upper limit, at a 50 per cent Zn grade.

Jan 1, 1999

The concept of æsustainabilityÆ can largely be defined as development that will not compromise the ælivabilityÆ of the planet for future generations. It has multiple dimensions, such as the triple bottom line û environmental, economic and social. And it also includes temporal (now and the future) and spatial (local and global) aspects that have to be taken into consideration to achieve true sustainability.Energy sustainability might be defined as û having the light turn on when you push the switch. It has, of course many more dimensions than this simplistic definition. Coal in Australia has an important role in keeping our lights on, but has its problems that need to be tackled head on to maintain a role in sustainable development.An overriding issue in terms of sustainability for coal is its major contribution to our greenhouse gas emissions. Whilst we have one of the most effective energy sectors in the developed world, based on well-managed, abundant fossil fuels, our greenhouse gas emissions are one of the highest per GDP in the developed world. We have to reduce our ægreenhouse gas signatureÆ.This paper explores the issues of coal utilisation greenhouse gas emissions as an indicator of the fuelÆs sustainability and the potential lower emissions pathways we will have to follow in a future carbon-constrained world.The technology changes will have significant implications for the minerals industry and it is argued that forward-looking coal/greenhouse emissions strategies need to be developed in alliance with the coal (and energy) sector for the minerals industry to maintain its global competitiveness.

Jan 1, 2004

One of the important directions of further increase of quality and efficiency of control of mining companies and branches is the creation of the operation and development monitoring systems of such facilities. The main purpose of these systems is to provide managers with reliable and timely information on the current state and typical tendencies of operation of the facilities under control. However until the present time no scientific and methodical ground for system monitoring of the mining companies and branches has been created. Therefore, the authors of the report have aimed to assess the current situation with regard to the researches in this field and to do analysis of the most important aspects and ways of solution of the issue under consideration.

Dec 6, 2010

Strategic planning in mining is an important value accretive process. One of the most important aspects during the planning phase is determining the correct mine and plant design. The traditional mine site design (mine, plant, stockpiles, dumps) develops a fixed system for one set of conditions or expected values. A robust design is a fixed system that is designed to deal with a large range of conditions without changing the system design. A flexible design changes the system dynamically in response to changes in uncertainties. It is hypothesised that a robust design generates less value than a flexible design as it fails to realise the value of actively managing the operation. One of the most critical aspects in creating strategic value from a project is embedded in the design of the system. A flexible design has components that allow the design of the system to change over time. An operational plan is proposed as a hybrid of a robust and flexible design. This paper seeks to compare these different design methodologies. An analysis of the same case study is undertaken to compare these approaches, showing an a traditional net present value (NPV) of $1678 M, robust design NPV of $1787 M and an operational plan NPV of $1867 M - an increase of $170 M.

Dec 6, 2010

By R Garzon

For resources projects with healthy net present value (NPV) and low cash flow volatility, conventional discounted cash flow (DCF) analysis will continue to provide the dominant investment decision-making criteria. However, DCF analysis can be biased because it often applies a single risk-adjusted discount rate (RADR) to compare the value of projects with different risk characteristics. Many of the difficulties with DCF modelling arise from analystsÆ inability to determine appropriate risk discounts and to estimate expected spot prices inputs for the commodities produced over the life of the project. Modern asset pricing (MAP) is a very valuable complement to DCF analysis in addressing some of these issues. Most papers dealing with MAP, however, while academically rigorous, tend not to be explicit in terms of practical application of this methodology in routine project evaluation. This paper has the objective of reviewing the MAP methodology and of demystifying its complexity, by providing a simple but realistic step-by-step evaluation of a mining project, comparing its DCF and MAP NPV values. The paper concludes that MAP provides a minimum, risk-adjusted æfloorÆ value, thus representing a valuable complement to any DCF valuation.

Jan 1, 2007

By D Kilkenny, D Nardini, P Kline

This paper is a case study highlighting learnings and success in two areas challenging underground miners: change management and collaboration. It examines the implementation process of a new automated loading system in the bulk stoping area of Telfer Mine in Western Australia, controlling multiple load haul dump machines. Here, the new technology has brought together different functions and different companies to deliver a well performing automation system in a changing and challenging mining environment. The introduction of a new and different technology on site has driven collaboration between all stakeholders to break down the traditional barriers to achieve the sustained performance required. Historically, different teams have operated within silos and not always aligned to deliver a ‘best for project’ solution. Technical teams focus on the mine design, maintenance teams focus on reliability and operations execute the plan. Mining contractors focus on productivity and cost. Manufacturers focus on supply of goods and service. Optimising each silo individually is not guaranteed to provide an optimal mining solution. Involving elements from each team as seen at Telfer, has resulted in an optimal mining solution for the automated loading system. A change of focus from the technical teams to include automation parameters in the mine design; operability and maintainability built into the system design allowing for collective ownership and responsibility resulting in a more resilient solution. The implementation of the new technology was not only a technical change but more importantly, successful management of change. Elements of successful change management such as communication, vision, leadership and planning, are essential to harness a trusting site culture which is responsive to new technology. Learnings and challenges from this change process will also be discussed with the intent to improve the success rate and timelines of technology implementations in the future.

Mar 15, 2021

By A R. Bye

The mining industry is facing some key challenges that provide a compelling case for geometallurgy initiatives. Over the last 30 years, the average grade of Australian orebodies being mined has halved while the waste removed to access the minerals has more than doubled. In the last eight years, the industry’s energy consumption has increased 70 per cent while multi-factored productivity has fallen 24 per cent. The paper documents a broad range of industry case studies which demonstrate strategies for gaining value from geometallurgy.The mining industry constantly faces the key questions of how significant ore variability is on mine valuation and how would knowledge of the variability change the mining schedule, mine to mill design and operation. Using case studies the paper describes the methods used for incorporating mineral extraction attributes into orebody models and their technical integration into daily operation as well as mine planning optimisation. While pit optimisation from a fully attributed geometallurgical model highlights areas of opportunity and risk it is shown that during the scheduling phase of mine planning that significant value can be added. The benefits from these projects included reducing geotechnical and environmental risk, improving mine to mill performance, option analysis and quantified cash flow risk. There is growing acceptance within the minerals industry that ‘realistically assumed modifying factors’ defined by a competent person/s are not sufficient to mitigate the risk of funding mining ventures. Geometallurgy is moving away from factored ore reserves to data-rich block models providing reliable information for mining, metallurgical and environmental considerations.

Sep 5, 2011

The optimal production of the metals needed by society is best achieved by a close synergy between concentrate production and smelting. For over 75 years commencing in 1923, such a close relationship was enjoyed between the Sullivan Mine in Kimberley, British Columbia and the Trail zinc-lead complex. An effective program of continual change and improvement at the Sullivan concentrator was achieved through a strong entrepreneurial spirit. This spirit was in part maintained through a favourable location in south-eastern British Columbia that resulted in a dynamic local community that has survived the closure of the mine. Innovations to be reviewed include feed forward reagent control, the use of column flotation to zinc and lead cleaning and the application of ultrafine grinding coupled with concentrate dewatering using hyperbaric filter technology.

Jan 1, 2005

Gold mineralisation was first noted in 1983 at the Wapolu Point area of Fergusson Island, Papua New Guinea (PNG) during a follow-up regional reconnaissance program. Subsequent exploration programs through to late 1987 completed 22,147m of costean trench sampling, 553 aircore/RC/diamond core drill holes (16,970.5m total) and metallurgical testwork, predominantly on the Wapolu grid in two mineralised areas.Subsequently in 1988, geostat-istical global and polygonal resources were calculated for the main mineral-ised zones, Didigayagaya and Dagwalala. In 1992, a 'probable total reserve' of 1.9Mf @ 2.4g/t with a 1.2g/t cut-off was calculated for these prospects.

Jan 1, 1994

Mine planning includes equipment selection as a subprocess because aging equipment must be replaced to maintain or improve productivity levels. The criteria used for decision-making in mine planning and equipment selection are often inextricably linked and inherently contradictory. For example, financial wisdom demands that development, which is an expense and locks up capital, be deferred as far into the future as possible yet on the contrary technical knowledge suggests that developing well ahead of stoping is practically desirable because it generates additional geological information required to improve planning of the unmined portion of the orebody and create better operating flexibility. Consequently, mine planning professionals have to delicately balance all decision criteria when executing mine planning in order to achieve optimal mineral extraction or when selecting equipment, so that capital is optimally deployed. These two processes can therefore be characterised as belonging to the multi-criteria decision analysis (MCDA) type of problems. MCDA problems are alternatively referred to as multiple attribute decision-making (MADM) problems and belong to a broader group of problems called multi-criteria decision-making (MCDM). There is now a gradual recognition and application of MCDA techniques in the minerals industry. This paper explores the theory, current and potential application of these techniques in decision-making in the minerals industry.

Dec 6, 2010

By M Foster

The new environmental legislation of 1986 was left incomplete and to date remains so. The 'missing' process by which environmental consideration should be applied was never embodied in law and has predisposition to a wide interpretation. The Resource Statutes which govern land use and development place demands on the environmental process without that definition. The Resource Statutes are themselves under review by Government. There is a new Government Department of Conservation. It is still in its early days and facing a challenge to compose its role as a steward over large tracts of land holding significant marketable resources, animal, vegetable, mineral, and abstract. It has also taken over numerous consent and advocacy roles in legislation beyond its own empowering Act. Enter the mining company, anxious if not able to get an easy passage for consents to prospect and mine, then at least to have a clear path to tread to get there, within a fixed time period. Whichever options appear available to process environmental approvals, public participation is that being favoured most by the regulatory bodies. Where a public notification of consent applications is mandatory, public participation should lead to the fastest track available.

Jan 1, 1988

By P Guj, J A. Bell

The valuation of early-stage exploration projects requires a valuer to take into account a large number of uncertain value drivers, the interplay among which may be non-linear. This paper examines some of the key value drivers including geology, target metrics, project area and maturity, the market and the psychology behind the decision-making process. The commonly accepted valuation methods and their underlying logic are outlined, including a view on why they evolved, what value drivers they attempt to address and their potential shortcomings. These methods include the multiple of exploration expenditure, geoscience rating, expected values and market based methods. The potential future valuation methods of replacement values and neural networks are also introduced along with how to minimise heuristic bias and error within the market-based approach.CITATION:Bell, J A and Guj, P, 2012. Exploration value drivers and methodologies, in Proceedings Project Evaluation 2012 , pp 17-28 (The Australasian Institute of Mining and Metallurgy: Melbourne).

May 24, 2012

Change is inevitable but learning from change is an option. Willingness to learn is one of the first lessons that a leader must learn. Get comfortable and get left behind. I propose to outline the main social changes which are taking place and their impact on the Minerals Industry. Also the changing way we do business and what are the skills needed to manage that change and diversity. How are Associations and Institutes responding to this ever changing environment? More specifically, what is my Vision for the Institute to assist professionals to achieve greater and continuing professional excellence in their chosen professions?

Jan 1, 2000