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In June 1996, Nord Resources Pacific (Nord) decided to work towards obtaining all necessary approvals from the government of PNG for a mine on Simberi Island in the Tabar Island Group, New Ireland Province. On the 9th of September 1996, Nord submitted a Proposal for Development and an application for a Mining Lease to mine the oxide gold deposits on Simberi Island. The Mining Lease was granted on the 3rd of December 1996 in a signing ceremony on Simberi Island. This was achieved in the extremely short time frame of less than 3 months and this paper attempts to explain the processes which made it possible.

Jan 1, 1997

Wire rope, when used for hoisting on a mine is the weak- est and most vulnerable unit in the most expensive'-group of installations or! the mine. With the introduction' of hoisting on the S1Koepe"' sheave, a new technique was-established. This innovation brought with it the certain- advantages which long had been recognised and which are being developed further. For many years, drum winders of many types had been the sole means by which ore had been hauled from mines. This type of winder, with its capacity for rope storage on the drum, permitted mine operating personnel to cut short lengths from

Jan 1, 1964

Utah Development Company began prospecting for coking coal in 1961 and Blackwater Mine became a reality in June 1967. Exploratory and develop- ment drilling has been a continuing effort and reserves have been assessed at several stages. Some of the history of exploration and reserves assessment is given and practices in drilling, sampling and testing are described, particularly in regard to objectives of drilling and reserves estimation. The current methods for calculation of reserves are described and some comment is made regarding use of the data in mine blending control and plant operation including correla- tion of results.

Jan 1, 1979

By P J. Harper

Maximising shareholder value is a widely stated strategic goal of many mining companies. Mining projects can be capital intensive and achieving good returns is essential to encourage future investment in the industry. Despite the widely accepted importance of shareholder value, the minerals industry is often accused of providing relatively poor returns when compared to other industries. There are many recent and well publicised examples of minerals companies that have failed to deliver value to their shareholders. There are numerous business improvement initiatives employed within the mining industry to assist mine operators improve performance. Some are more effective at creating value than others. Benchmarking is one technique that is commonly used to identify performance gaps and target and prioritise opportunities for improvement. However to be effective, Benchmarking must be used appropriately and result in actions that lead to measurable operational improvement. When conducting a Benchmarking project it is important to remember that the aim should be to improve value. For this to be achieved, the strategic goals must be incorporated into the process. This paper details a structured and comprehensive approach to conducting a successful Benchmarking project. Focusing on Benchmarking as a technique for measuring and improving operational performance in underground mines, the underlying drivers of best practice in underground mining are identified.

Jan 1, 2005

By Sturgul J. R

The South Middleback Ranges (SMR) operation involves the develop- ment of iron ore resources at the Iron Duke mine in the South Middle- back Ranges to replace the Iron Baron mine whose reserves are nearing depletion. The Iron Duke mine will be developed by contract to the stage where it can continue operation at full production when Iron Baron is closed. As part of the mine planning of the operation a GPSS computer simulation model was written to determine equipment requirements. The model simulated the operation of the mine with trucks transporting ore and waste to the appropriate destinations and producing a blended product in the stockpiles. A loader and two trucks would transport ore from the stockpiles to the crusher for one shift per day. The simulation shut the operation down at crib, morning tea, shift change and weekends, and also on the third shift each day. It also modelled operating delays. The results gave equipment operating hours and total output of each material type. The model was modified to produce different outputs from the mine and could be used to determine the most productive shift arrangement.

Jan 1, 1989

By Lawrence PR, Hoffman W

The dissolution of gold from various ore-bodies is discussed in terms of extraction rates and reagent consumptions during leaching. Gold dissolves slowly in cyanide but reagent consumptions are usually satisfactory. In almost all cases where excessive cyanide consumptions occur, similar high consumptions result with other lixiviants. Recovery of gold from cyanide solution is well established and comparatively simple technology.Gold dissolution in thiourea is faster than cyanide but significant consumptions of thiourea, due to both adsorption and oxidation, occur. Gold recovery from thiourea solutions is likely to be more difficult than from cyanide.Chlorination of gold is very fast in acidic conditions but excessive consumption of chlorine occurs for ores containing greater than 0.5% S. Reprecipitation of gold and handling of acidic chlorine solutions are both significant problems. The mechanism of gold reduction onto activated carbon creates difficulties in the carbon in pulp process for recovery of gold but means a simplification in the production of bullion from loaded carbon.

Jan 1, 1984

We live in a world in crisis. One where the tides of change run ever faster. Where the only thing we can be sure of is change itself. The challenge we face, therefore, is not how to resist the forces that move us nor even to try to predict where they will lead us, but to harness their energy and use their momentum to find new and innovative solutions to problems that can seem intractable. Indeed, crisis is often the catalyst which energises a business to change its technology and to form a partnership with a company which specialises in pioneering new technology.

Jan 1, 1993

The paper describes the $US240 million expansion at Hudson Bay Mining and Smelting Co LimitedÆs operations in Canada. The company has been continuously producing copper and zinc from local area mines at its Flin Flon metallurgical plant since 1930. The paper details the companyÆs operational turnaround since 1995 and æThe 777 ProjectÆ which includes: two new mines, expansion and modification of the concentrators, expansion of the zinc pressure leach plant, a new zinc electrolytic cellhouse and the modifications to the copper smelter gas handling system to reduce ground level gas emissions.

Jan 1, 2000

By Bragg R, McMahon B, Lenton R

In 1992 environmental audits were carried out at seven coal mines operated by Oakbridge Limited in the Hunter Valley and Lithgow areas of NSW. The audit reports recommended a course of action designed to improve the environmental management system already in operation at the mines. This program started with training in environmental awareness for the Board of Directors, and the development and authorisation of an environmental policy. On-going programs at each mine were expanded to include environmental awareness training for all 2000 employees at the mines, and the development of a 20-module environmental training program which included air, water, soil and noise management, oil and chemical handling, sampling and monitoring, rehabilitation techniques and many more. Environmental incident reporting was introduced, and a system of reporting from the coal face through individual mine site environmental committees, to a Corporate Environmental Committee and up to the Board Environmental Committee became an effective part of a due diligence program. The Board resolved to undertake external independent environmental audits every two years, with internal reviews in the alternate years. An Environmental Management Group was formed, consisting of four internal environmental personnel and Oakbridge's appointed environmental consultant, to effectively resolve many of the environmental issues facing the Group. This program is continuing to evolve as an industry leader in environmental management Practice.

Jan 1, 1995

The concentrating plant of the Broken Hill South Limited was described in Proceedings No. 44, Australasian Institute Mining and Metallurgy, December, 1921, by Wainwright and Read. It was erected on the present site in 1907 and 1908.From that date, the plant has undergone various alterations consistent with metallurgical improvements. By 1925, the timber work of the gravity secti"on had seriously deteriorated, so much so, that, when the machinery was working, the floors and supports vibrated badly, causing heavy maintenance costs.In 1928, it was decided to erect a new gravity-treatment section, to be followed later by a new flotation section.

Jan 1, 1932

By Smith I. K

A Data Acquisition System with a capacity to monitor 2000 analog instruments has been installed at the mines operated by the Zinc Lorporation, Limited and New broken hill Consolidated Limited (ZC/LVbHC), New South Wales, Australia. Since commissioning in March, 1982, the system has proved its value in providing up-to-date information to both Rock Mechanics and Mining personnel. The paper describes the function of the major software and hardware components of the system, and identifies the advantages that an on-line monitoring system provides in the day-to-day operation of a large underground mine.

Jan 1, 1983

R F Johnston 1 ABSTRACT The possibilities for bacterial leaching of refractory gold ores found in the Central Victorian region of Australia are examined. The behaviour of bacteria, especially 77iobacillus ferroaridans is outlined and the effects of these when they are exposed to pyrite, arsenopyrite and stibnite are examined. The factors which are particular to Central Victoria are outlined and the possibility of adapting a bacterial culture to suit the conditions is discussed. It is concluded that a bacterial leaching system is a feasible proposition and that it could enhance leaching rates and yields.

Jan 1, 1994

The recommissioning of the plant at Mary Kathleen involved several distinct phases. The previous plant process was modified significantly, the plant capacity was increased by the addition of new equipment and the exist- ing equipment was in most cases overhauled. This equipment was either reused in its original duty or relocated. Maintenance requirements after the plant was cmommissioned were high because of the amount of modified equipment and also because some old items of equipment were deliberately not overhauled during recommissioning. The equipment that was overhauled has operated reliably. However some new equipment has not been as satisfactory.

Jan 1, 1978

A proved routine mapping practice is described involving detailed observations on grade and structure. The equipment and methods employed are giving good service under the conditions encountered. Stopes are mapped on every floor whether timbered or open, "Kodatrace" workplans and sections being used, and in addition all development whether in country or lode is mapped.INTRODUCTIONThe accumulation of geological data for application to current mining problems and to the search for new ore involves the necessity for close mapping of all available underground faces and backs. The technique which has been developed to suit conditions at the North and British mines of North Broken Hill Limited forms the subject of...

Jan 1, 1940

During the century past geologists have discovered an extraordinary range of mineral resources. It is somewhat surprising, in view of their success, to look back and find that geologists have been concerned through the entire time about the adequacy of resources to meet future needs. They continue to express concern. The basis of their concerns seems to rest as much in social issue as in evaluations of geology.Demand for mineral resources is driven by population and by per capita consumption. Both have grown steadily over the past century, and both continue to rise. In 1890 the global population was about 1.7 billion, people. It has now exceeded 5 billion and the growth rate is such that by the year 2000, the global population will be between 6~ and 7 billion. Demographic projections suggest the global population will approach 12 billion before a steady state is reached dnrino the centiirv ahead

Jan 1, 1990

The sampling of a run-of-mine (ROM) ore with the objective of controlling the fundamental variance associated with the sampling step is a poorly understood subject. Finding the effective sampling constant by repetitive sampling to establish the variance between nominally identical subsamples of a given mass of the ore is a laborious, time-consuming and very expensive exercise. In this paper, the run-of-mine ore is modelled using three components: ore, waste, and relatively fine material which shows significant liberation of the mineral phase(s) carrying the target analyte. The expression for the sampling constant of the mixture is developed from first principles. The form of the equation provides insight into the factors that are important in controlling the magnitude of the sampling constant and hence the fundamental uncertainty associated with a given mass of sample. The controlling factors are shown to be the size distribution of the ore/waste mixture, the proportion of waste mixed with the ore and the extent of liberation and the size distribution of the liberated material in the finer fractions.

Jan 1, 2008

Thank you and good morning. I am delighted to be here and to see so many of my colleagues and competitors. The general topic of this week's conference - World's Best Practice in Mining and Processing - suggests a focus on mining and processing. I am somewhat of a `jack of all trades and a master of none'. But I'm not even a jack when it comes to mining and processing technology and practices, and so I will leave those topics to speakers better 'qualified than I. Instead, what I would like to do is give you my thoughts on the best management practices of mining. You see, the times are changing for the mining business. There is great uncertainty in our industry. Anyone who received their education in an English-speaking school probably remembers the famous poem `Invictus' by William Ernest Henley. The two most famous lines from that poem are, if you remember, `I am the master of my fate; I am the captain of my soul'. The fact of the matter is that the metals industry, including the copper industry, is not the master of its fate. To a great extent we're at the mercy of forces over which we have little control, such as the world economy or political situations in individual countries. The copper industry is like a surfer at Manly - we can't influence where the wave is going; all we can do is stay in front of the curl and on our board. Historically, discovering, developing and processing ore reserves were the primary facets of our capital intensive business. To stay competitive today, we must invest equally in intellectual capital - our employees - in order to succeed in the face of economic, regulatory and political challenges and global competition (Schonberger, 1986). Everyone seems to have a different theory about being competitive. A lot of people use sports analogies when talking about competition. Others, like American businessman and former US presidential wanna-be Ross Perot, take a more interesting approach. In Mr Perot's hypothetical corporation, competition is a lot like having a snake in a factory. If someone sees a snake, the first thing they do is create a committee on snakes. Then, the committee on snakes meets and discusses the problem for a couple of years. The most likely course of action is nothing. Everyone figures that the snake hasn't bitten anyone yet, so they just let him crawl around the factory floor. Perhaps a vice president of serpentine affairs is appointed to continue watching the snake - making sure it doesn't grow. Ross Perot sees it a little differently. In his corporate world, business needs to build an environment where the first guy who sees the snake kills it. Of course in our industry, we better make sure the snake isn't on an Endangered Species List before we go after it! I am not going to talk about competition and competitive forces in terms of sports or snakes, but I would like to share some thoughts with you about how the mining industry can better utilise competitive thinking to get ahead and stay there. You may be wondering how an executive from a 160-year-old company could know much about competitive spirit, but the founding ancestors of Phelps Dodge were wizards at identifying

Jan 1, 1995

By Tucker G, Clark A, Young M. F, Johnston M

Mount Isa Mines has made a huge commitment to process control in milling. Yet in lead zinc we still failed to achieve a steady operation. Comparisons with manufacturing plants showed the key difference was failure to control plant inputs. Lead

Jan 1, 1998

Maximising margins in highly competitive international markets demands superior productivity. A key to superior productivity is using a process approach to enable rapid, ongoing improvement of production, commercial, administrative, marketing

Jan 1, 1998

By J-P Franzidis

Industrial flotation plant design is a complex process involving many aspects, one of which is the use of pilot-scale plants to test industrial plant flow sheets. Once test work on a pilot-scale has been performed, scale-up of these results to the full-scale plant must be performed. This paper describes scale-up test work performed on the Floatability Characterisation Test Rig (FCTR). The FCTR is a self-contained, highly instrumented mobile pilot plant designed to determine flotation model parameters and to develop and validate flotation plant modelling, scale-up and simulation methodologies.

Jan 1, 2004