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Comparison of the Zadra, Anglo-American and organic solvent procedures for desorption of gold from activated carbon loaded in carbon-in-pulp gold circuits indicates that the Anglo American and the organic solvent procedures are considerably more effective than the commonly used Zadra procedure. Organic solvent elution procedures, particularly those using acetonitrile and acetone, can provide effective gold elution and very high concentrations of gold in eluate solutions. The operational simplicity and effectiveness of the Anglo American procedure would appear to make it the most satisfactory procedure available at the present time but this may change as the solvent elution procedures become better developed. INTRODUCTION The carbon-in-pulp technique has been introduced into the gold processing industry to by-pass the often lengthy CCD and filtration steps required in the conventional Merrill Crowe cyanidation procedure for gold recovery. Adsorption of gold on to carbon is also a valuable technique for recovering trace amounts of gold from low level waste streams from conventional processing procedures.

Jan 1, 1982

In 1874 a stockman, JE Wright of Foxlow Station, recognised copper mineralisation when he was about 12 kilometres south of the station. The find was on the banks of the Molonglo River. Several small mines were soon operating along the ridge above the river, and the village of Captain's Flat was established.One mining company established in the 1880s was Lake George Mines. It's name was to remain synonomous with the name of the town until mining and treatment ceased on 11 March 1962.

Jan 1, 1993

The subject of heat sources in deep hard rock mines, the limitation of forced ventilation to cope with these heat loads and the sizing of refrigeration plants to boost the cooling effect of the ventilation air are discussed. The development of plant selection criteria and operating experience at North Broken Hill Limited is outlined. Future options for North Broken Hill Limited and like deep mines are summarised.

Jan 1, 1982

Magmatism is of first order significance in the extension process. Continental extension is terminated when sea-floor spreading commences, but sea-floor spreading will not commence if magmas do not begin to arrive in sufficient volumes. In the oceanic lithosphere, the rate of magma supply may determine whether sea-floor spreading takes place, or lithospheric extension as the result of normal fault arrays. In continental crust thickened as the result of previous compressional orogeny, the availability of magma may determine a completely different process. The author has examined metamorphic core complexes in a number of tectonic environments, in the North American Cordillera, in the Aegean Sea, Greece, and in the Solomon Sea, Papua and New Guinea. What these terrains have in common is a major collisional orogeny predating a major extensional event. The "roll back" of the lithospheric flexure associated with subduction can be seen as the "driving force" for extension in two of these cases. Metamorphic core complexes in these environments are characterized by domal exposures of crustal scale ductile shear zones, underneath which massive plutonic complexes have been formed. Emplacement of these plutons is associated with anatexis of the surrounding rocks. Migmatite complexes are well developed in the Aegean and Solomon Sea core complexes, and in some core complexes in the Basin and Range. Chains of core complexes can be explained as the result of basaltic and andesitic magmas derived from a linear belt of relatively hot rising asthenosphere, in a zone of attempted continental "break up". It is argued that core complexes are the results of magmas derived from relatively short lived mantle "hot spots" impingeing on extending continental crust which has been overthickened during previous compressional orogeny.

Jan 1, 1990

By T QUINLAN

A resource estimate uses data obtained by sampling an orebody. An example is described in which a random drilling pattern did not provide a representative set of assays, and the estimated resource was significantly less than the mine production. It is believed that a better estimate would have been made if the exploration holes had been drilled on a regular grid.

Jan 1, 1992

Statistics show that despite a low lost-time accident rate there is a high fatality rate from falls of ground in pillar extraction work. Investigation of accidents indicates that in many cases the planned ex- traction cycle has been ignored. Better training, supervision, and personnel protection and where possible changed systems are suggested as a means of improving safety and achieving better Results.

Jan 1, 1974

By D Wallace, H Guo, B Shen

Appropriate management of the ground subsidence induced by coal mining activities is essential. To assess the effectiveness of grout injection for mining subsidence control, time-lapse ground penetrating radar (GPR) imaging data were collected before and after grouting. The pregouting subsurface responses were interpreted to have changed after grout injection. The changes were caused by injecting the grout materials (flyash and water) into the delaminated strata and permeable fracture zones. The largest distance of the observed GPR event changes at the right end of the main profile is 132 m away from the injection borehole. Although the GPR images could not easily tell if the image changes were caused by the injected ashes or the water, it does suggest that the injection materials had been pushed at least 130 m away from the injection borehole. This is consistent with the borehole scan monitoring, which confirmed that the grout has travelled more than 90 m from the injection borehole.

Jan 1, 2006

By L M. Lobato, J C. S Seoane, F J. Baars

The Carajßs Province presents several volcano-sedimentary sequences that comprise the Itacai·nas Supergroup. The rocks represent bimodal volcanism, and clastic and chemical sedimentation in relatively unstable basins subject to recurrent structural events with subsidence and volcanism. The Grpo Parß Group represents one of these sequences with mafic volcanic rocks that enclose discontinuous jaspilite lenses, with development of large high-grade orebodies (Fe >65 per cent). This unit is named the Carajßs Formation and presents peculiar characteristics compared to other iron districts in the world, thereby departing from the classic Lake Superior or Algoma iron formation types. Owing to the dense vegetation, lack of outcrops and harsh landscape, the structural analysis of the district can only be accomplished by combination of regional field work, detailed structural work on the open pits, and remotely sensed image interpretation, in this case Landsat ETM7, JERS-1 images and the SRTM digital terrane model. The regional trend of the several sequences of the area is approximately N-S and the structure is dominated by a flattened flexural fold system with axes moderately dipping WNW, intersected by several strike-slip faults subparallel to their axial plane. The Serra dos Carajßs represents an s-shaped synform-antiform pair, herein named the Carajßs Fold. This regional structure is partially disrupted by the Carajßs Shear Zone that divides it in the northern (Serra Norte) and the southern (Serra Sul) Ranges and also probably prepared the terrane with the development of pathways for mineralising hydrothermal fluids forming large high-grade massive iron bodies. Syntectonic granitic bodies played an important role in the structural evolution of the area as well. They caused localised ductile flattening deformation and thermal contact metamorphism in surrounding terranes. The Estrela pluton, for instance, was responsible for the discontinuity of the regional trend between the Serras do Rabo and Leste. The Carajßs Province is regionally the upper crustal product of a very shallowly eroded dome-and-keel geometry of Neo-Archaean volcano- sedimentary units intruded by syntectonic calc-alkaline intrusives and overlying pre-existing infracrustal rocks. The lithostructural data suggest continental-margin back-arc basin development and closure in an oblique collision belt, with N-S shallow crustal shortening, parallel to the inferred pre-existing strike of the stratigraphy.

Jan 1, 2005

By Glatthar J. W, Lauder D. W, Manlapig E. V, Mackinnon I. R

The Ok Tedi copper orebody consists of porphyry and skarn orebodies. The skarn orebodies, identified by different mineralogies, are the source of high intermittent fluorine levels in the mill concentrates. This paper discusses the results of t

Jan 1, 1998

Traditionally, the predominant drilling method in open pit mining has been large hole rotary drilling using cumbersome, inflexible equipment offering merely limited scope for improvements in pit design and overall costs. By contrast, the recent development of comparatively light high-pressure down-the-hole hammer crawlers has paved the way for new ideas and trends. High penetration rates coupled with superior mobility and fast set-ups contributing to substantial productivity gains have resulted in a renascence for this drilling method in open pits. The ability to cover a wide range of hole diameters and angles gives designers unique drill pattern possibilities especially when establishing steep and stable pit slopes. As pre-split holes, buffer holes and production holes all can be drilled by using the same equipment, there are, there are obvious advantages in production scheduling as well as in materials handling and service. This paper presents some case stories, which will demonstrate the benefits and improvements that the introduction of new drilling methods and equipment has brought to open pit mining operations.

Jan 1, 2003

By R Polmear, G Mauger

You wouldnÆt start excavating before testing core samples, so why would you approve a project plan before all factors have been identified, reviewed and addressed? Even a champion sports team made up of the best players canÆt produce optimal results without a well understood and agreed game plan. Could an F1 racing team produce their outstanding performance without rigorous evaluation and testing of the factors for successful performance? Why would we expect a capital works project team to be able to get it right without an understanding and an involvement in setting and implementing the overall game plan and without an understanding of all stakeholder requirements? For International PowerÆs Hazelwood (IPRH) mine in Victoria, the challenge was development and delivery of a 40 year mine plan, ultimately involving relocation of existing mine operations into an adjacent new coal field, land acquisitions and major environmental and other approvals to allow diversion of three streams, a highway, an Over Dimension route and other infrastructure in a political and environmentally sensitive atmosphere. The lessons from International Power HazelwoodÆs (IPRH) experience are: that the clear set of project principles and guiding values ensured delivery of a robust plan; a robust plan can withstand significant change; and value management (VM) played an important role in providing assurance, to all, that the plan was sound at both the strategic and micro levels. This Hazelwood mine project included five major VM workshops. The first was a critical review process in addition to design and cost reviews. This VM workshop was used to analyse, at a high level, the preferred coal mining sequence and design concepts, together with the interaction between design elements, risks and costs. In addition to this, the workshop provided an agreed common pathway for all downstream decisions. A second VM study was conducted to ensure that the proposed plan and design for relocation of the conveying systems from the existing mine into the new field were planned for optimum achievement from a whole of life cost, time, operational and maintenance perspective, plus the logistics of continuing operations while relocating assets. A third study followed to review the Conveyor Transfer Alliance and review functional design. A fourth VM study workshop was formed at the start of Phase 2 Alliance to ensure that the best value for money was being achieved through the current design, schedule and project arrangements and that all interfaces between parties had been reviewed and responsibilities were clear and understood. Other studies are outlined later in this paper. This paper details the evaluation criteria and processes used in the project evaluation that led to the WestField Mine Development.

Jan 1, 2007

The large, low grade, Kidston Gold Mine in North Queensland has achieved outstanding economies of scale and profitability. The total mineable ore reserve including mined to-date (as at December 1993) was 70.75 million tonnes at 1.54 grams gold per tonne. After nine years of mining, grade control mine production routinely reconciles against mill production and ore reserves to within five per cent of contained gold. The grade control system developed at Kidston is examined in detail, with emphasis on the geological thinking behind the strategies, as well as the development and application of a computerised, graphical production control and reporting system. Reconciliation procedures and results are explained, illustrating the success of geostatistical methods, as a risk management tool, in both ore reserves and production grade control.

Jan 1, 1994

The ore mined from the Lead Lode of The Zinc Corporation leases consists of a fairly granular mixture of galena, marmatite, chalcopyrite, tetrahedrite, pyrrhotite, pyrite, and lollingite with a gangue association of calcite, quartz, bustamite, rhodonite, mangan-hedenbergite, garnet, fluorite, mangano-calcite and apatite. The silver content of the ore occurs in three minerals tetrahedrite, dyscrasite, and pyrargyrite, the last two mentioned occurring in microscopic association only. Other metallic and gangue minerals are also present in this complex mineralogical association, but do not influence the milling operations.Fortunately, the silver minerals favour the galena and chalcopyrite as their host minerals, thus facilitating the recovery of both copper and silver in the lead concentrate. The ore from the Lead Lode assays from 14 - 18 per cent lead; 3.0 - 4.5 oz silver per tonne, and 9.5 - 12.0 per cent zinc.A parallel lode, known as the Zinc Lode, is well developed in The Zinc Corporation leases. This lode assays from six to eight per cent lead, 1.5 oz silver per ton, 18 - 25 per cent zinc with a siliceous gangue. The common Lead Lode gangue minerals, calcite, rhodonite, bustamite - are very rare in present underground exposures. No metallurgical work was done on this ore during the pilot plant operations.The aim in the milling process is to produce:1. A lead concentrate with the maximum economic recovery of lead, silver, gold, copper and antimony, and minimum zinc content.2. A zinc concentrate with the maximum economic recovery of zinc, cadmium, and cobalt, and minimum iron, arsenic and fluorine content.3. A waste residue containing sufftcient granular material to be utilised as underground fill.In considering the economics of the milling practice the above three requirements plus consideration of the tariffs submitted by the purchasers of concentrates were the deciding factors in the evolution of the present milling practice.Towards the end of 1924 The Zinc Corporation Limited added to and adapted the old zinc tailings plant for the treatment of 5000 tons of crude ore per week. This plant, which operated until January 1936, was in general principles similar to the standard Broken Hill methods of ore concentration, whereby the galena was recovered by the gravity concentration methods of jigging and tabling with selective flotation concentration of the residual galena and marmatite. One important difference from other Broken Hill plants was that the primary grinding of the jig tailing was performed with flint-loaded mills operating in closed circuit with revolving screens. Two primary grinding sections were installed, each consisting of two 5 ft diameter by 10ft long tube mills loaded with flint pebbles working in closed circuit with four 3 ft diameter by 3 ft wide revolving screens covered with 22mesh Toncap woven wire screen with 0.57 mm opening. Each section carried a circulating load of 28.3 tons per hour for a jig.

Jan 1, 1994

By Munive L

As a result of commissioning No.5 B F, 2670m3 inner volume, in March 1972, the largest B F in Australia; new expertise in maintenance, furnace operating practices and design have been obtained. This experience has also been extended to the other furnaces. A series of operating problems were con- fronted; all parts of the furnace, including the hearth side walls and bottom,were adversely affected. In December 1977, serious hearth wall wear was detected at No.5 B F, and a potential hearth breakout was averted. Hearth wear in No.4 B F was discovered in March 1979, and emer- gency underhearth cooling was installed to reverse an extremely advanced hearth bottom erosion. Hearth behaviour of No.5 B F oampaign 1972-1978 and`No.4 B F campaign commencing 1972, has been studied and discussions on the causes, effects and measures undertaken to protect the hearths are presented in this paper.

Jan 1, 1981

By I F. Wood

Planning for flooding and assessment of flood impacts are important requirements for mining projects, as they are also for other types of development. With more intense development and concern from the community, supported by government regulatory requirements, assessment of flood concerns and impacts has become of increasing importance. To ensure that flooding issues are fully understood and results presented in an appropriate format, advanced hydraulic analysis procedures have been developed and are beginning to be applied. These procedures must be rigorous in an engineering context but the results must also be readily understood by the community and government agencies. Advanced two-dimensional hydraulic modelling is becoming accepted as an important means of assessing flooding issues for mining projects. With presentation of results from hydraulic models with Geographic Information Systems (GIS), flood impacts can be analysed rigorously and presented clearly. This paper discusses the application of advanced hydraulic modelling in the planning and impact assessment of a major mining project located on a floodplain where there is extensive inundation. The analysis provides for both input to the planning of the project and for detailed assessment of potential impacts. This case study illustrates some important aspects of the application of hydraulic modelling using a two-dimensional modelling to a critical flood design.

Jan 1, 2003

The Prince Lyell Mine has been the major production source at Mount Lyell since under-ground mining commenced in 1972.Three lifts of stopes have been mined to date, with the fourth, the 40 Series lift, to commence production this year. As the mine has progressed deeper, the ore haulage system has evolved to accommodate the mine's economic circumstances while maximizing efficiency.In the first, or 10 Series lift of stopes, ore was removed from drawpoints by L.H.D. units and tipped directly into rakes of 7 tonne rail cars. The original concept for deeper stoping lifts entailed L.H.D.'s tipping into long ore passes, rail haulage, underground crushing and hoisting to surface via the No. 1 Shaft. The suspension of the No. 1 Shaft project in 1976, due to economic difficulties, lead to the intro-duction of diesel truck haulage of ore, initially via the internal Prince Lyell Decline and now to surface via the Main Decline.

Jan 1, 1985

By B Cronin, M Gao, M F. Young

Fine grinding technology has become extremely important for Mount Isa Mines Limited in the last decade for flowsheet development for the McArthur River deposit and in rejuvenating the Lead-Zinc Concentrator at Mount Isa. Regrinding products with 80 per cent passing seven microns and 12 microns were required, respectively, for the McArthur River ore and the Lead-Zinc Concentrator at Mount Isa. Development of the ISAMILL, a horizontal stirred mill with a gross mill volume of 4000 litres (a net volume of 3000 litres), has been successful in delivering the required grinding product sizes with an energy consumption acceptable to a mining operation. The ISAMILL performance for processing both lead and zinc streams at Mount Isa is discussed in this paper, including the milling energy efficiency, the media wear and the size-by-size recovery data for one flotation process following the fine regrinding stage. The potential use of the ISAMILL technology at various phases of the mining cycle is also discussed.

Jan 1, 1998

The mine manager is one of the oldest jobs in the world. Over many centuries the fundamentals of how this job was approached did not change much. However since the later part of the 1980s there has been a dramatic shift in the expectations and role of the mine manager as the pressures of globalisation and consolidation have increased the size of companies and the production levels of mining operations. The changes have been dramatic, with demanding requirements on mine managers to continually improve the skill levels of people, to apply and develop rapidly changing technologies and to consider far broader business issues that need to be managed in a truly globally connected world. This paper will attempt to outline some of the issues, the complexity surrounding them and some of the approaches that have been made to manage them. There is not a single correct answer or approach, but there are many key success factors that have led to some amazing levels of performance being achieved as we go deeper, broader and literally move mountains to meet the customerÆs needs for today and tomorrow. This contrasts with many mining operations in developing countries that still have a traditional approach to how they mine. Society is the river of life that continually flows and changes the environment that surrounds it. The pressures from the customers and world growth, shape and force alterations to be made in an industry that has to live with the far greater primal and uncompromising forces of the earth we mine. This has led to some paradigm shifts in how we accept what we manage. TodayÆs mine manager must manage a far broader range of issues, than just how do we get tonnage out of the mine and product out of the ore. These include but are not limited to technical, commercial, product quality and end use understanding, employee and community issues, environmental and the ever increasing complexities of sustainable development. Organisations will have to look at how they structure their management of the business to manage functions to meet the complexity of different stakeholders needs û the business, the employees, the customer and the broader community within an environment that is becoming more attuned to the harm impacts to the world in which we operate. The attraction and retention of skilled people that contribute to the value and worth of the corporation, will become critical to sustain a companyÆs growth. One of the fundamental elements of successfully doing this will always be the skills of the mine manager and his/her extended team with the continued development and support that they will need to meet these demands.

Jan 1, 2006

By Raudsepp R

Since 1991, the Porgera Joint Venture has processed refractory sulphide flotation concentrate by pressure oxidation with the subsequent gold recovery, from the washed residue, via a conventional leach/carbon-in- pulp (CIP) circuit. The capacity

Jan 1, 1997

Ridgeway Gold Mine (Ridgeway) has a clear mission to maximise its cash flows in order to deliver shareholder value and is developing strategies to achieve this. Business process management using leading measures is core to this approach. Leading measures indicate potential outcomes ahead of time, allowing time to adapt and improve. Ridgeway is making strategy a central organisational agenda, creating a focus to æput first things firstÆ by controlling æleadingÆ activities and mobilising employees to act. Feedback using specific, leading measures gives employees the opportunity to proactively adapt their behaviour in order to deliver internal business outcomes that generate cash flows and shareholder value. This paper will outline RidgewayÆs business approach to track and control processes from resource to revenue, with a focus on delivering cash flows and shareholder value. Ridgeway is implementing a Balanced Scorecard approach (Kaplan and Norton, 1996). A total business focus is taken and leading measures are identified. Specific measures are used to score our success from the perspectives of learning and growth, internal business processes, customer and stakeholders, and finance. These measures and improvement plans are targeted at strategies to maintain our ælicence to operateÆ with our community stakeholders, produce accurate plans and forecasts, improve our operational effectiveness and grow our business.

Jan 1, 2002