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By M Ruhrberg, J Grassmann, C Bauer

Within the context of acid mine drainage (AMD) associated with mining activities worldwide there has been a tremendous research effort to determine the extent of AMD and assess the influencing factors controlling this process. However, the majority of the current approaches focus on local and regional scale case studies and do not provide a global scale picture of AMD potentials. This study attempts to develop a method aiming at a global environmental impact assessment related to AMD. To confine the complex topic this study concentrates on acidic emissions from heaps in consequence of copper mining processes. In order to pursue this approach two factors are of significant advantage: a comprehensive environmental data base of more then 600 copper sites worldwide and a method which has been developed and proven to be successful in assessing environmental impacts related to land use. Current and future research efforts focus on using this background knowledge to enable both a comparison between sites and a categorisation of sites according to emission estimates.

Jan 1, 2003

Before commencing design of a coal prepar ation plant, it is essential to have detailed information of the raw coal to be treated to- gether with a clear understanding of the products required. Prediction of raw coal size distribution, particularly the amount of fine material, is difficult and the methods employed should be large scale pilot plant studies or techniques to simulate coal degradation and shale breakdown in water. A detailed knowledge of well proven coal preparation processes and new developments allows processes and process combinations to be compared to'obtain the maximum economic recovery when using lower cost, less efficient processes within acceptable limits. Equipment should be selected bearing in mind its precise application and the location where it is installed. Plant layout should be carefully studied to minimise equipment requirements and to simplify construction. Measurement, control and automation should be an integral part of plant design in order to obtain the optimum performance of the processing equipment.

Jan 1, 1974

By OÆBrien D, Priddle D

In order to avoid costly moisture penalties on coal shipments and to minimise rail freight costs, screen bowl centrifuges were selected and installed in the Mount Thorley Coal Preparation Plant for dewatering fine coal product. The Mount Thorley fine coal circuit consists of desliming the -0.5 mm (ww) fine coal in two stages of classifying cyclones prior to recovery by froth flotation. Provision has been made to bypass the flotation circuit with the classified flotation feed reporting directly to product and the centrifuge dewatering circuit has been designed to handle either flotation feed or flotation product. Major mechanical failures of the gearboxes and the ceramic tiling occurred early in the operation life of the machines which led to design changes being made to achieve satisfactory operation. This paper discusses the operating experience at Mount Thorley with respect to both mechanical and metallurgical performance of the screen bowl centrifuges since their installation in 1985.

Jan 1, 1989

One of the features of modern life has been the increasing speed of change. We see this in many facets of activity, but in few areas more clearly than in the financial sector. The speed of communication and the advent of screen trading have made world markets one.We have titled this presentation "Cycles". It has been the conventional wisdom that Economies, Metal Prices, Equity Markets, etc. move in cycles. The objective of our presentation is to examine these cycles, to comment on the interrelationships, and to postulate where we are in The Current Cycle". We will draw conclusions as to where one should direct effort in the Mineral Scene over the next decade or so.Throughout this discussion we will use various terms to describe Time. The "Short Term" is typically meant to refer to the next six months: the "Medium Term" is one to two years; and the "Long Term" is the three to five year horizon.

Jan 1, 1990

Modern Management Systems for Higher Margins By Malcolm Roberts, Catalyst for Corporate Performance Ltd Malcolm Roberts put the case for changing systems in order to change behaviours and attitudes and improve productivity. ""The key to lifting margins is changing systems."" A system is anything that drives ways of doing things. Sometimes these are formal, and documented, and sometimes they are not. Improving productivity The way to dramatically improve performance is to use the systems. Roberts stressed that if systems and processes are under control, the benefits of automation are huge. If they are not, the benefit of automation will be lost. To improve productivity, you need to: ò identify what to change in the process, ò use the proven methodology to systematically improve the process, and ò change what people do - change work practices.

Jan 1, 1997

By Quayle J. E

This paper covers period from 1973 through to 1988 and the mines of West Coast Mines, Elur Mine, North Mine and Risdon Zinc Smelter, now all part of the Pasminco Group. During this period, optimisation started with one mine (West Coast Mines) producing four Product concentrates with constant steady feed to the smelter and progressed to three mines producing eight products and a smelter varying feed inputs to maximise benefits. The initial optimisation was done manually using a desk top calculator and hand drawn graphs. This ultimately advanced to the use of PC plus linear programming software and spreadsheet generating relevant graphics. The financial benefits were achieved with no capital expenditure and increased from an initial $0.5 to $1.0 M/year (1973 $'s) to $5 to $10 M/year (1988 $'s).

Jan 1, 1991

By Lawson F

Arsenic-containing waste was dissolved into molten slags and the leaching behaviour of the quenched arsenic-doped slags (containing up to 2.3 wt per cent arsenic) was ascertained to evaluate the potential of this method as a means for arsenic disposal. The leaching behaviour was evaluated using acetic and sulphuric/nitric acid based solutions.From short-term (18 hour) leach tests, the amounts of arsenic in the leach solutions were found generally to decrease with an increase in the Fe(III)/Fe(total) ratio of the slag or an increase in pH of the leach solution. The amount of arsenic in solution increased with an increase in the slag basicity, the slag arsenic concentration or the surface area of the slag exposed to the leach solution. From longer term leach tests (up to 40 weeks) in the pH range 5 to 8, the arsenic remaining in the leach solution was believed to be controlled by sorption processes. The sorbent was an iron oxide-rich material which had the capacity to lower the arsenic concentration in the leach bottles to well below 1 ppm in some cases. At a leach solution pH over 9, the arsenic concentration in the solution increased with time, although the rate of solubilisation was much slower due to the high pH.Slags have the potential to stabilise arsenic and prevent it entering the environment provided attention is paid to the slag chemical composition and oxygen potential.

Jan 1, 1996

By Hargraves A. J

At 4 MPa gas pres ure and 30°C the sorptive capacity of 10 selected Australian dried coal ranges from 17 to 23 m3/tonne of CH4 and 27 to 36 m3/tonne of CO2. Values for moist coals are about 25 per cent less. At 20°C, sorptive capacities are about 18 per cent greater. No clear relationship between coal rank and sorptive capacity was established.The permeability of coal to gas is dramatically reduced by progressive hydrostatic confinement. No single 'permeability' for a coal can be established because of relative affinities of coals and the gases (Ar, CH4 and CO2) used in experiments. Bedding plane permeability is significantly greater than permeability normal to bedding. Dependent on gas/coal combinations, permeabilities without confinement ranged from 150 to 0.05 millidarcies, and with 8 MPa hydrostatic confinement from 1.0 to 0.001 md. Generally, permeability is increased by reduction in temperature, and reduced by increase in moisture as one changes from Ar through CH4 to CO2. In retrospect, it is preferable to ubject permeability sample to 8 MPa hydrostatic stress only once, because changes occur in the samples and it is difficult to use other gases successively.The initial rate of desorption, DP, does not appear to be a reliable index of proneness to instantaneou outbursts for Australian coals.The methods used for determining quantitative gas-coal properties appear suitable and reliable for testing other coals.

Jan 1, 1985

The title of my presentation is `Nursing One's Resources', words that fit a young organisation like Ross Mining and words we had to apply to reach our current level as a company. To get to where we are, we had to nurse, foster and treat carefully all our available resources in the widest sense of the word, namely: ò a stock or supply that can be drawn upon (funds, mineral resources, human resources); ò the means available to achieve an end; ò skills in devising expedients; and ò practical ingenuity. I do not claim that Ross Mining is now the perfect mining company. However, we have become a profitable, dividend- paying, gold mining and exploration company which is to our knowledge, currently the cheapest gold producer on the Australian continent. Nursing our resources got us where we are and will guide us in our future development. The words `nursing one's resources' are I feel particularly applicable to mining-as I like to argue that the extractive mining industry has a social responsibility to optimise the metal output and value from each orebody which is being exploited, and preferably leave no metal behind. Likewise, a modem company cannot survive into the future without maximising and optimising its human resource potential. In this presentation I would like to present a number of actual examples of nursing one's physical and human resources. Before I do that, I will give a brief background to Ross Mining. Ross Mining NL is a young Queensland-based company that gained its stock exchange listing in September 1987 and that poured its first gold in 1989 from its own developed Belyando Mine, located in Central Queensland. We have now reached the stage of a medium-size gold producer, producing approximately 70 000 ounces of gold per year, mainly from the Yandan Gold Mine, also in Central Queensland. Our production is set to increase to over 100 000 ounces in the near future. Recent increases in our resource base have secured us a future of ten to 15 years. As a young, newly listed company, we faced all the dangers that most new small floats do as a new entrant into an established industry. However, one advantage of being young and perhaps naive, is summed up by the following Zen Buddist saying: In the beginner's mind there are many possibilities, in the expert's mind there are few. A mining company's main assets are the sum of its resource base and the skills and talents of its people. Attempting to optimise both the physical and human resources within the company has been to-date the key to our success. The first example I would like to present is linked to the exploitation of the Belyando Gold Mine in Central Queensland.

Jan 1, 1995

In todayÆs demanding business landscape continual change and technological advancement is a given. With these changes there is now, more than ever, a need to ensure sustainable growth in respect of value protection and value adding whilst meeting the pressures and expectations of the societies in which we operate. Traditionally the management of safety has been a very reactive activity in the business, in some cases seen as an irritation and a disruptive process that demands a focus on preventing reoccurrences. This in turn has focused the measurement of safety performance on a range of lagging indicators û æafter the effect managementÆ. Gaining and maintaining a licence to operate is crucial to a sustainable business but as a prerequisite, organisations need to have a demonstrable ability to manage the safety of their people, as well as mitigating the people risk associated with the business activity. A major focus in the last decade has been on the implementation of enterprise risk management programs, where risk becomes embedded in all business systems and processes and the organisationsÆ genetic make up is programmed to analyse and integrate risk management into all facets of the business activity. The management of safety should be no different. One school of thought argues that there are no new accidents, but rather our inability to learn from the past. Others believe that as long as we have an appetite to achieve the unachievable, we will have to continue to push the boundaries, our safety comfort zones and inevitably take risks. Single reliance on highly evolved technical systems, elaborate processes, highly skilled people, safe equipment and safe work environments have shown one thing û they are not sustainable in providing adequate coverage in the business. In analysing a range of factors associated with some of the worst catastrophes of the 20th century, it can be suggested that they were in fact predictable and inevitable and that an integrated approach underpinned by sound risk management systems could have determined a different result. The key to a sustainable approach in the management of safety requires us to look at a multitude of aspects that collectively allow the performance of an organisation to be predictable. To have certainty in the business activities it is necessary to have controls in place that will mitigate the risks normally associated with unwanted events. It is ensuring that human factors effectively contribute to monitoring the planned approach and being able to safely adjust to any variability. In essence this is having the ability to proactively plan for the longer term. The sentiments articulated by organisational leaders echo that safety management is good business. Surely then a good business is a sustainable business, and a sustainable business is one that provides lasting benefits to its stakeholders.

Jan 1, 2006

By D Ford

BHP BillitonÆs new rotary iron ore car dumper installation at Finucane Island (Port Hedland) was constructed to increase the total capacity of the port facility from 110 Mtpa to 120 Mtpa and to allow for incremental capacity increases in future. The arrangement of the dumper is similar to other car dumper installations existing on site. To construct the facility, approximately 120 000 m3 of material was excavated in six months, to a total depth of 22 m. The saline water table was nominally 6 m below ground level and the materials excavated varied depending on depth, ranging from sand to mangrove muds. There was a need to retain the sides of the excavation and limit the amount of water from entering the excavated area. This was required to allow excavation to progress and had to be maintained during construction of the permanent concrete and steel facility. The excavation was backfilled progressively as construction progressed. Various retaining wall methods were investigated with the preferred option being sheet piles secured by walers and ground anchors. Detailed electronic models were developed and assessed to complete the final design arrangement. Dewatering bores around the perimeter of the excavation removed the groundwater to intercepted sumps within the site. A strict and methodical program was developed to monitor the integrity of the temporary works and the quality of the groundwater. The works were completed on time despite the following challenges being encountered: availability of resources and equipment, movement of mobile plant on æboggyÆ materials, difficulty driving sheet piles into material at depth, drilling of ground anchors to 32 m, grouting of ground anchors, greater than expected groundwater flows, and the risk of hydrocarbons within the groundwater. The lessons learned from the use of the retention system and, in particular, the associated construction challenges overcome, provide a sound basis for similar work in this buoyant resource market. The conference paper describes the temporary works options investigated, design considerations and processes, construction methodology and challenges encountered, and the monitoring systems developed. Lessons learned are also discussed.

Jan 1, 2007

Good morning and thank you for the opportunity to address this yearÆs New Zealand Minerals Conference.   As you have already heard from the Associate Minister of Energy, the Government believes that the minerals industry is an important part of our economy. In particular, our coal and lignite resources have the potential to play an important role in New ZealandÆs energy sector as both a primary fuel and as a means to produce electricity.   The Government has taken a keen interest in the primary fuel sector given the declining reserves of natural gas sector. The energy sector is a key driver of economic growth and it is therefore critical that we have a reliable supply of primary fuel as part of the energy mix.   In a global sense, New Zealand is like many other countries regarding the need to secure energy for the future. Natural gas will be a key bridging fuel in the transition from an energy market based on fossil fuels to one based on renewables over the next century.   However, natural gas as a solution to this energy transition has some pragmatic limitations for New Zealand. There is uncertainty as to when new domestic reserves of gas can be discovered and developed. And the alternative of imported LNG poses a number of costs and risks to the economy.   New ZealandÆs coal resources are vast-estimated to be enough to last hundreds of years at the current rate of extraction. The main question is can extraction be increased and sustained to meet the demand of domestic power producers and at the same time meet commitments to lucrative international markets?   At this point it is appropriate for me to place coal into context with Governments overarching policy objectives for energy. The Government has stated objectives for the energy sector emphasising energy efficiency and an increased focus of renewable energy, while still ensuring security of supply and certainty as to energy costs and risk. Coal certainly can make a contribution to these objectives going forward.

Jan 1, 2005

In Australia we usually define "resource" in purely material terms, and rarely relate it to intellect and human capacity. We look at the sheer abundance of our natural resources and are satisfied with the feeling that we don't really need-to rely on using our brains. Certainly our country is fortunate to have the mineral resources it does, but in many ways Australia's worst enemy is its "lucky country" syndrome because we tend to underutilise the great resource we have in the capacities of our people. Raw material exports will undoubtedly continue to contribute a major share of our export revenue, but to harness the riches our country has to offer most effectively we need the vision and planning necessary to bring together our material and human resources. There is a need not only to find, exploit and process our minerals economically, but to turn as much of our mineral wealth as possible into high value products before it leaves the country. In particular we must use our brainpower if we want to maximise economic benefit from and political influence over the strategic minerals which leave our shores. In the past we have been successful in finding and exploiting minerals because our mining industry has been in the forefront of private sector research and development. But if Australia is to have an advantage over other mineral rich countries in insulating itself from the effects of cyclical swings in commodity prices, then the future of the industry must lie even more in technological sophistication rather than depending. on such considerations as size and location of mineral deposits. To survive, our mineral industry must have the foresight and resourcefulness to make its own luck. There are two keys to increased efficiency in exploration and production and in further processing methods: enhancement of the skills of the workforce and continual improvement of R&D.

Jan 1, 1986

Currently, mining in Australia underpins the economic vitality of the nation, generating massive revenue from commodity exports and providing substantial infrastructure and employment. In addition, it is predicted that mining related services will in the future develop a global market of their own that could eventually grow to rival, in value, the export trade in mineral commodities. There is however little room for complacency. In the short- to medium-term, escalating, vigorous competition can be expected from many previously underdeveloped countries that are reforming their own mining and mineral export industries. In addition, most mining companies are facing a modem-day renaissance in terms of new expectations, changing social norms, evolving employee relations and statutory obligations. Thus, along with whatever promise the future might hold, the mining industry is currently being subjected to a growing number of largely unprecedented problems and pressures, both economic and social, that are both highly complex and demanding. In particular, it remains a matter of on-going concern that relations between mining companies and their employees still, in spite of recent reforms, continue to constrain productivity, perpetuate inefficiencies, affect quality of work life and retard progress towards mutually beneficial goals and achievements. If mining in Australia is to attain and hold on to a commanding position on the global scene, then further changes will clearly need to be made. Realisation of this appears to be growing, with most mining companies having attempted in recent years to improve workplace culture. Based on a wide ranging study, this paper presents an overview of what has been learned to-date with regard to the `people factor' when it comes to implementing and progressing positive change and reform in mining. From this, a number of practical suggestions, arising from hard won lessons and experiences in the field, are offered. Attention to the nine `key principles' given should help to ensure that many of the common problems encountered to-date with change and reform in the mining industry are in future avoided or at least minimised.

Jan 1, 1997

By E Widzyk-Capehart

The conventional ammonium nitrate fuel oil (ANFO) loader utilises a pneumatic system to control the flow of ANFO (via rotary actuator/ball valve) and air (via an auxiliary air valve). This system, though relatively simple and reliable, has several drawbacks with respect to ease of control and level of automation. In this paper, a radio frequency (RF) remote control for explosives charging is discussed. The system design incorporates electric solenoid valves to control the rotary actuator and the auxiliary air valve. All operations associated with explosives charging are selectable at the remote and are completed according to a modifiable time sequence. This allows the following charging sequence to be reduced to a single momentary application of the remote:removal of water from the hole prior to charging with ANFO; charging of the hole for a preset but adjustable period of time; and removal of the remaining ANFO from the ANFO hose. A specially developed remote switch allows the operator to maintain two-handed control of the ANFO hose whilst achieving full control of the charge-up process. Failsafe electronic architecture is incorporated into the systemÆs design to increase safety to the highest level. Should the RF remote control fail, a wired remote is included in the system to allow for the charging process to continue, albeit at a reduced level of control. The application of the RF remote control system in an underground explosives charging operation minimises and/or eliminates many problems associated with the use of the conventional charging system. These include: the wet-hole problem, trip and entanglement hazards, air embolism and the two-man loader control requirement. The developed remote control unit proved to be effective at removing water from wet holes leading to increased face advance per drilling operation. It proved to be economically feasible, allowed for an increase in systemÆs dependability and safety factor and for a truly one-man operation which resulted in reduced manpower.

Jan 1, 1999

Exploration requires substantial capital, and is an extremely risky business (only 1 in 100 prospects ever becomes a mine). The average lead time, that is the time between discovery and production, varies from around two years for a gold mine, to 15 years for a lead/zinc mine. Since it takes years to find, prove and develop most ore bodies, exploration must be carried out years ahead of the depletion of existing deposits. Investors in exploration are exposed to risk for long periods before knowing whether they will receive a return on the funds invested. The risk, high-cost, uncertainty and long lead times involved in exploration make it an aspect of commerce that most managers and investors find difficult to rationalise or understand. Nevertheless, it is a given that the long-term survival of the mining sector depends on discovery of new mineral deposits, however the immediacy of the need to find or acquire new mineral deposits in order to compete and prosper in the industry is less well understood. This paper examines the commercial realities which underlie exploration for new mineral deposits. The first and foremost reason for exploration is to maintain or increase depleting ore reserves which are the asset base of mining, but there are other compelling commercial reasons for exploring, and these are: to maintain return on investment, to achieve growth or create wealth through discoveries which lead tonew mining ventures, to remain competitive in the industry, to diversify, and to control raw material source for mineral processing and/ormarketing ventures. Exploration is necessary for survival of the industry, and also for survival of organisations competing in the industry. The organisations which discover the best orebodies are in the best position to compete, and mining organisations which fail to find or acquire new mineral deposits rapidly become uncompetitive and unable to maintain return on shareholdersÆ investment.

Jan 1, 1998

By R Engle, R P. McMahan, D A. Bowman, S Schafrik, W Thabet

Preventing injuries and fatalities related to conveyor system use in the mining industry is important and increases uptime while decreasing lost time. The research presented here is funded by the National Institute for Occupational Safety and Health (NIOSH), and intended to accomplish this prevention by the use virtual environments (VEs) to improve training and help miners better understand the hazards of working around conveyor systems. Two conveyor system VEs designed to teach miners about hazards and to safely complete tasks around conveyor systems were developed for this project. The first conveyor system VE, called the instructional tour, gives the miner a semi-automated tour of a conveyor system and teaches the miner about possible hazards (eg, missing guarding) and how to safely fix conveyor problems (eg, a stuck idler) using lock-out, tag-out procedures. The second, called the virtual shift, allows the miner to freely navigate around a conveyor system to detect and avoid hazards. The miner is presented with equipment failures that need to be safely repaired during the virtual shift. If the miner fails to identify and avoid a hazard or fix a failure in a safe manner, an animation of the consequences is shown to the miner, who must start the virtual shift over. The models for the conveyor system VEs were created using 3DS Max. Desktop versions of the VEs were then created using Deep CreatorÖ, an authoring application for creating interactive 3D environments. Later, more realistic versions of the VEs were created for CAVEÖ, a room-sized visualisation system, using DIVERSE, an application programming interface. In initial evaluations of the conveyor system VEs, mining colleagues have indicated great interest in such training tools. According to their feedback, these and similar VEs would provide excellent alternatives to normal classroom training and serve as positive precursors to hands-on experience. These VEs provide new miners a chance to experience hazards associated with working around conveyor systems without being in possible danger.

Jan 1, 2008

The aim of this paper is to broadly review the purposes of valuations and the methods used to calculate them. Examples are provided by coal and alluvial gold properties. Important factors are consistency, how to deal with uncertainty, and the selection of discount rates. The purposes of valuation are seen as: 1.  valuations for sale; within this category are sales to third parties, sales between partners, and vendor valuations for prospectuses; 2.  to provide bankable estimates for financing; and 3. to provide values for local body rating. The methods used depend on the purpose of the valuation and the amount of information to hand.

Jan 1, 1988

By P Cheluszka, M Jaszczuk, P Sobota

This paper refers to a new idea of stereometry of cutting drums of longwall shearers designed to get medium and hard to mine coals. A new way to place picks on a drum enables to readjust a number of picks being in contact with the body of coal to shearer haulage speed. Owing to this a remarkable increase in depth of a cut within the low range of haulage speed has been obtained. On comparing operating characteristics a considerable reduction in the specific energy consumption has been shown when using the units machined as per the new idea, in comparison with the units produced in series.

Jan 1, 2003

Mining is claimed to be unique among industries owing to its dependence on exploration for its existence, the need to operate in remote, inhospitable areas, the vast capital sums required for development, the need to pay royalties regardless of profitabil- ity, the wide swings in prices for many of its products, the finite life of each-mineral deposit, its susceptibility to criticism by environmentalists, its dependence on export markets and sensitivity to' cost and exchange rate fluctuations, the uncertainties inherent in most mining legislation, pressures to grant mineral rights to aboriginal communities and the burden of having to finance its own infrastructure. The special problems of the industry have been recognised in the income tax laws which, generally speaking, allow for the deduction of all capital expenditure before tax is payable. Notable exceptions to this rule are the absence of special deductions for mineral processing facilities and the absence of any deductions for a large part of the expenditure on ports and port towns. The scope and extent of infrastructure expenditure is discussed. The consequences of the burden imposed on the industry include tax inequity, higher capital and operating costs, "high grading" and

Jan 1, 1974