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Study on the Mineral Processing Technology of Low-Grade Refractory Lead-Zinc Oxide Ores Containing Argillaceous and Carbonated Gangue in Yunnan

Sep 13, 2010

When it comes to structuring major mining contracts, the two most widely adopted formats are æmeasure and valueÆ and æcost-plusÆ. A problem with both of these formats is the difficultly of aligning the objectives of the mining company with those of the contractor to achieve mutually beneficial outcomes. An alternative contractual arrangement is for the mining company to enter into an Alliance arrangement with the contractor, linking remuneration to mine performance across a range of targets. These targets can change over time as operational requirements change.   The aims of this paper are to: +        outline alternative types of mining contracts, as well as their strengths and pitfalls; +        describe the philosophy behind the Alliance contract at Newmont Waihi GoldÆs Favona underground mine; and +        identify some of the keys to success and pitfalls to avoid when implementing an Alliance.

Jan 1, 2007

By S Christensen

In August 2001 the Minister for Conservation declined an application by GRD Macraes for an access arrangement to enable work at the Globe Progress Mine near Reefton. In her decision, Ms Lee said:æI have considered whether potential compensation and the proposed safeguards against some of the adverse effects are sufficient to outweigh my concerns as to the loss of conservation values, consistency with the objectives of the Conservation Act, the purposes for which the land is held by the Crown and, to a lesser extent, the North Westland Regional Management Plan. I do not think they are sufficient. To my mind, my concerns as to the consistency with the objectives of the Conservation Act, the purposes for which the land is held and the loss of some conservation values in particular, outweigh any potential compensation and possible mitigation of adverse effects.Æ Commenting on the MinisterÆs decision Guy Salmon of the Ecological Foundation stated that the Minister should have invited the applicant to provide a 10 000 hectare pest-free wildlife sanctuary as part of the æpriceÆ for obtaining that access. However,æfor many people of green persuasion, it has become fashionable to say no every timeàthose who really have the well-being of the environment at heart, will want to look carefully at the bigger picture of environmental restoration needsàThe deciding criterion: the mining company should show that its involvement on conservation land would produce a net conservation gain. That is a criterion that creates the right incentives for win-win-win solutions on conservation land.ÆThis paper considers whether the concept of off site mitigation is one which fits within the current legal regime. Two questions arise:Can such mitigation/compensation be legally considered in access arrangements or required as a condition of resource consents? Is this a realistic option for industry to be pursuing?

Jan 1, 2002

Three computerised sets of minerals information are being developed by New Zealand Geological Survey in co-operation with the Resource Management and Mining group of the Ministry of Energy: 1. Geological Resource Map: a file of information on the location, geology, geochemistry, production, and potential use of individual occurrences of aggregate, mineral, geothermal, coal, oil, and gas resources. The computer program can be used for search and retrieval of information and the production of maps and tables. The data is being published as a series of 1:250 000 maps with accompanying text and tables. 2. Minerals Bibliography: an index and retrieval system for mineral exploration related; open-file company reports, N.Z. Geological Survey files, scientific research publications and university theses. 3. Minerals WhoÆs Who: an annotated directory of geologists involved in mineral exploration, mining and research.

Jan 1, 1986

By García B., Wolff E.

In Colombia, northeast of Antioquia, there is a gold deposit that has produced continuously since the middle of the XIX century, located within mining title RPP-140, property of Gran Colombia Gold Segovia (GCGS) since 2010. Mining materials are taken to the “María Dama” Processing Plant where 1500 tonnes of materials are processed daily. Before 2010, the previous owner of the mining title processed about 600 tpd and directly discharged almost all tailings, given that they had no capacity to put them into final deposits. El Chocho was conceived as a final tailings deposit to store the pulp produced by the processing plant; it was divided into two phases with two dams (upper dam and lower dam) given that the presence of illegal miners at the lower phase impeded a single dam design. A squatter impeded construction of the upper dam; so afterwards, starting at the higher end was necessary (owned by GCGS), building dam 1B to store tailings in pulp; after the squatter returned the lands to the owner (GCGS), construction of tailings dam 1A was required and thus complete construction of dam 1C or the upper dam. While all of this was happening, GCGS decided to acquire a 1500 tpd filter press which currently dehydrates tailings in order to take them to the valley controlled by dam 1A. Construction of dam 1A was designed following the containment wall model, made with geotextile tubes. These improvements generated reduced pressure on renewable natural resources because water is recirculated and less fresh water contributions are required; less pressure is placed on soil, flora and fauna because the area intervened for tailings storage will have a higher storage capacity and, as such, a longer useful life.

Jun 17, 2024

Cyclonic Separation Effect of Metallic Ores in Cyclonic-Static Micro-Bubble Flotation Column

Sep 13, 2010

By M Fahey

Large volumes of tailings are produced annually by the goldmining industry of Western Australia. This material ishydraulically discharged into large storage facilities usingsub-aerial deposition methods. Much of the gold comes fromhighly weathered rock, resulting in tailings with significant claycontents. Consolidation of these materials can be very slow,particularly if occurring under the effects of self-weight alone.To optimise the consolidation behaviour of the tailings, disposalstrategies can take advantage of the effects of evaporation byallowing each tailings layer to dry before the next layer isdeposited. In the last 20 years, much of the gold processing inWestern Australia has utilised saline groundwater. As the salinetailings dry, the surface will develop a thin salt crust. Laboratorytests have shown that these crusts can drastically reduce thesurface evaporation, adversely affecting the behaviour of thestorage. This problem has been the focus of an extensive researchprogramme, with the objective of obtaining a fullerunderstanding of the mechanisms controlling the coupledconsolidation and evaporation behaviour of saline gold tailings.Part of this study involved site investigations of a wide range ofstorages to ascertain their current states. Methods of gainingaccess to the tailings following deposition were developed.In situ testing and high quality sampling were conducted on each storage and samples returned to the laboratory for analysis. These investigations have enabled full characterisation of the storages to be accomplished. Examples of data are shown herein and the implications of the results are discussed.

Jan 1, 2001

By N S Melkoumian

While improvements in occupational health and safety (OHS) in the mining industry have decreased fatalities and accidents, little attention has been paid to the cultural confound of 'safety' in the increasingly multicultural mining industry. Occupational health and safety processes often contain assumptions of cultural understanding that may not be shared or understood by mining employees. There are potentially dangerous and costly implications of cultural difference in the mining environment. Some people have been enculturated with high levels of anxiety concerning catastrophe and uncertainty while others have a more laissez faire attitude to accidents and disaster. The level of cultural anxiety about uncertainty can be a major factor in the acceptance of OHS processes. OHS manuals based on a comprehensive set of rules and procedures may assume that the authority of 'rules' is shared by all employees regardless of a variety of cultural understandings when this may not be the case. Similarly, cross-cultural employees may not share a background or acceptance of expensive technological innovation and so resist/avoid the application of new safety equipment. Then too, OHS staff may not realise the significance of religious belief or personal responsibility on employees' attitudes to safety in the workplace environment. A lack of consideration of these cultural elements could have fatal and expensive results. This paper explores the impact of cultural difference in the understanding of OHS in the Mining Industry, presents a model to improve the understanding of the cultural confound in safety, improves analysis of OHS in practical multicultural situations, provides assistance for those involved in OHS training and may become a basis for developing OHS policy and procedure.

Dec 6, 2010

By J Seppelt, B Akerstrom, A Rice, J Bubnich, T Waters

The Concentrator 1 plant at Cadia transitioned from Cadia Hill open pit to the Cadia East block cave ore body in 2013. As a result of this change, major plant upgrades were required to achieve the desired throughput while treating more competent ore. The 40-foot (40’) SAG mill now receives a feed of predominantly high pressure grinding rolls (HPGR) product with a minor component of secondary crushed ore at a combined F80 of 17 mm. The significant reduction in feed size to the SAG mill has markedly changed the operating characteristics of the mill, which has been extensively studied since commissioning in 1998.This paper examines the operation of the 40’ SAG mill in its new configuration in the Concentrator 1 circuit. Operational stability is highlighted as a significant factor in delivering mill performance, which has been achieved through several key improvement projects utilising a theory of constraints framework. Five years of successful project implementation has progressively lifted the maximum processing rate of Concentrator 1 from the design estimate of 2455 t/h to above 3000 t/h. CITATION:Waters, T, Rice, A, Seppelt, J, Bubnich, J and Akerstrom, B, 2018. The evolution of the Cadia 40-foot SAG mill to treat the Cadia East orebody: a case study of incremental change leading to operational stability, in Proceedings 14th AusIMM Mill Operators' Conference 2018, pp 217–232 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Aug 29, 2018

By M Boon, M Franklin

This paper outlines the journey of cultural maturation and management system development at the Mt Rawdon (MRO) gold mine from its acquisition by Evolution Mining Limited (Evolution) in late 2011 to 2016.Evolution embarked upon a series of projects that aimed to improve the operational consistency and implementation of change on-site, while leveraging off the existing strengths of the operation. This document describes the gaps that were identified, the processes used to close them, and the resulting cultural change and production outcomes, with a specific focus on how to optimise the culture at any mining operation.MRO had a history of four owners in less than three years when it became a key asset of Evolution. The site leadership team (SLT) decided to influence the culture at MRO by reviewing and upgrading the existing management processes.The first priority was to improve transparency and collaboration at the SLT level, followed by improving competency in project management. The next phase was to strengthen the internal communication using a deliberately designed network of meetings, communication screens and other initiatives. Once there was some traction, the focus moved toward increasing production volume and decreasing cost per unit by improving short-term planning and execution capability. Together with other initiatives, this resulted in improved collaboration between all functions, which in turn netted over 37 per cent mining production uplift.Following solid success, a process of prioritisation and alignment management was implemented. This supported the ‘Mine to Mill one operation’ ideal and allowed the SLT to decide month-by-month what actions were to be prioritised. These priorities incorporated production realities and longer term imperatives of the balanced business plan.Much of this work was completed during a period of declining gold prices and a relentlessly strong Australian dollar, making it difficult to justify spending money on improvement projects. This work proved critical for the operation’s long-term survival.CITATION:Boon, M and Franklin, M, 2016. Improving consistency of delivery at Mt Rawdon Operation, in Proceedings International Mine Management Conference, pp 305-320 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jun 22, 2016

If you are to be and remain competitive in the mining industry, it is vital that your company management systems are efficient. An integral part of today's competition in a ruthless market is to keep internal costs to a minimum. Integrating our core and parallel management systems is becoming an essential strategy to ensure efficiencies are maintained to the highest level, allowing the maximisation of profits, and to maintain that leadership status within our industry. The uniquely designed Integrated Management Process provides the path to develop, implement, and monitor an Integrated Management System in a simple but highly efficient and effective manner.

Jan 1, 1997

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

On the Kinetics and Equilibrium Models for Biosorption of Ni(II) onto a Gram-Positive Bacteria Strain, Rhodococcus opacus, for Environmental Applications The aim of this fundamental study was to evaluate the biosorption of Ni(II) from aqueous solution streams onto a Rhodococcus opacus strain through kinetics and equilibrium isotherms studies. The biosorption of nickel achieved its highest value in a pH around 5. The experimental data evaluation was carried out focusing three two-parameter models, as: Langmuir, Freundlich, Dubinin - Radushkevich. In order to determine the best isotherm fit, three error analysis methods were used to assess the data: correlation coefficient (R2), residual root mean square error (RMSE) and Chi-square test. The error analysis established that the Freundlich model fits better the nickel biosorption data. Maximum uptake capacity of nickel reached a value around 7.63 mg.g-1 for R. opacus. The biosorption rate was fast and achieved a removal of around 79 per cent of Ni(II) in the first 5 minutes at room temperature (25 ¦ 2¦C). The experimental kinetics data was evaluated considering two models (pseudo-second order and pseudo-first order). The error analysis established that the pseudo-second order model better fits the data.

Sep 13, 2010

I have spent most of the past 35 years working as an economic geologist in the area of exploration and development of base and precious metals. Most of this period has been as an employee of Trans-National-Corporations (TNC's). I presently act as a consulting geologist to a joint venture company, bringing together two such TNC's: Anglo American Corporation and affiliated companies De Beers (Diamonds) and Minorco (Metals mining outside of Southern Africa), and Normandy Mining Limited ofAustralia. Normandy is presently through its gold arm PosGold, Australia's largest gold miner and Anglo American can claim to be the world's largest gold company producing over 280 tonnes of gold a year, more than twice its nearest rival Gold Fields of South Africa. In addressing this topic, the role that Government can, and should play in mineral development, I will be drawing heavily on some examples from these and other TNC's experience in recent offshore mining investment.

Jan 1, 1995

Brunswick Mine, one of the largest underground zinc mines in the world, is scheduled to close in 2010 after almost half a century of production. All mines eventually close; some suddenly as a result of unsustainable economic or technical conditions and others, as in our case, as a result of the depletion of the orebody. When the mine is the most significant employer and an economic driver in the region, it is key that the closure is handled in a planned, communicated, well-executed fashion. The following paper documents strategies, plans and activities that are currently taking place in order to ensure a seamless closure that satisfies all stakeholders including employees, management, regulatory bodies and the public. It is an important deliverable for the company that the good will, credibility and reputation that has been built up over the years is sustained throughout the closure process and beyond. A life of mine labour agreement with the unionised workforce, staff retention and recruiting programs, regulatory closure plans, communications and transition adjustment activities will be discussed. The use of a stage-gate style project management tool analysing the risks and key deliverables will be highlighted. It is hoped that the concepts and approaches discussed here may be of value to other operations that will be faced with closure, and its inherent challenges, in the not too distant future.

Jan 1, 2006

The New Zealand Minerals Industry is small but growing. Over the next 10 years it will be facing stiff international competition for skills to support this growth, particularly from Australia who are forecasting that a further 70 000 people will be employed by 2015.   The value of commodities mined and quarried in NZ continues to increase; and the value of coal, metals and industrial minerals production reached $1.505 billion in 2006, an increase of 15 per cent on 2005. Production increases will continue à. Latest Crown Minerals statistics show that national prospecting and exploration expenditure rose to $29.9 million in the year ended March 31 2006 û an increase of 46 per cent from the $20.4 million spent in the March 2005 year. The equivalent 2001 year expenditure was only $2.48 million.   The industry already experiences difficulty in recruiting the people it needs with ongoing demand for skilled underground miners, trades people, and mining professionals. This discussion paper will outline the national context with regard to labour, skills and training. It will suggest options and provide an opportunity for conference participants to discuss the way forward.

Jan 1, 2007

By K Osten, N Scagliotta, G Lane

Oceana Gold (New Zealand) Limited operates the Macraes Gold Mine near Dunedin on the South Island of New Zealand. The orebody is mineralogically complex and comparatively low grade requiring a series of unit processes and resulting in a relatively complex plant. As part of Oceana GoldÆs ongoing Business Improvement program, a concerted effort has been made to focus on operational efficiency. One aspect of this has been the efficient use of energy in the gold recovery process. A benchmarking process has been developed for the Macraes operation that includes comparison with other operating mines and theoretical design. Criteria for determining operational efficiency have been developed. While benchmarking is, in theory, a simple process, this paper looks at putting benchmarking into practice by catering for variability in ore and associate processing methods. The unit processes discussed include the comminution circuit, flotation plant, pressure oxidation plant and gold recovery circuits.

Jan 1, 2004

A simulation and animation model was constructed for the Stockton Coal Mine. This mine is located in the north western area of the South Island of New Zealand. This model was used to study the optimum size of the stockpile areas whilst achieving the correct product coal qualities. The model evaluated the impact on stockpile size and product coal qualities for both bulk and selective mining. The effect of modifying the amount of known clean coal quality was also investigated. The software used was GPSS/H« for the simulation and Proof Professional« for the animation. From the study, it was recommended to incorporate selective mining in future studies. The shipping plan needed to be modified for a better correlation between coal production levels, in situ coal resources and wash plant capacity.

Dec 6, 2010

By V Srinivasan, P Knights, C T. Farrelly

By 2025, with the widespread industry adoption of remote operation centres and advanced analytics, mining companies will find themselves making better, more informed decisions across the value chain. Process automation will drive significant business integration and reorganisation. Better collaboration between functions will make cross value chain optimisation a reality. Wherever possible decisions will be automated, based on analytical models and embedded in an enterprise decision management (EDM) architecture. This will take care of many of the minor day-to-day or the minute-to-minute decisions that consume operators and managers today. More flexible information technologies and architectures derived from the extensions to Web 2.0 and service oriented architecture (SOA) will solve many of the integration issues of today. The ongoing business imperatives for doing more with less people will make true collaboration with partners such as mining contractors, equipment vendors, transport providers, suppliers and maintenance contractors commonplace throughout the industry. All these organisations will be linked in and share common goals and objectives in real-time while providing visibility of internal constraints and available capability, allowing optimised decisions to be made across the extended enterprise. Humans will increasingly move to a more supervisory role and will use advanced collaboration to quickly solve complex abnormal issues that span the value chain out to the extended enterprise. The open collaboration and communication models instilled in the workforce through the widespread use of social networking technologies will drive thought leadership far beyond current æbest practiceÆ thinking. This will encourage the mining industry to extract the business value from rapidly converging fields of study such as environmental sciences, neuroscience, psychology, engineering, information technology and business finance. The future of mining will see a more uniform distribution of data savvy workers between the ages of 20 - 40, forcing a change in current operations. This group will drive the adoption of ubiquitous computing, augmented reality, presence and digital labelling. The enterprise will shift from a relatively static disparate set of functions to a digitally aware, integrated and interactive environment with information available, in context and just in time, to those who need it. The networked virtual enterprise will therefore be a reality.

Jan 1, 2008

Management of Mining Wastes in European Union and Developments in Turkey

Sep 13, 2010