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The object of this paper is to give a description of the new office and changehouse building and equipment at the Zinc Corporation Limited, the office section of which has now been in full use for approximately three years, and the changehouse section for approximately two years. As the expectations of the design have been fully realized, it is thought that this description will be of interest to members and possibly of some use to others faced with similar problems.GENERALIn the centralization of the surface plant around the new main shaft the combined office and changehouse building forms a prominent feature, being located between the shaft and the mill and facing the workshops on the northern side.The scheme for housing all employees in one building was proposed by the Manager, Mr. A. J. Keast, who was familiar with a similar successful structure built at the McIntyre Porcupine Mines Ltd. in Ontario, Canada.The principal features of this building were adopted as a basis for design, and the present layout evolved to suit the particular requirements of this mine.Some of the advantages of the design are:(a) Economy in first cost and space occupied when compared with plants having separate office and changehouse buildings.(b) Easier and more constant supervision of employees and of the plant by the senior staff members.(c) Close contact between officials of all departments.(d) Close covered connection between changehouse and shaft.(e) Avoidance of duplication of ,essential services such as electric power, water, heating plant, sewerage, etc.The Managing Director, Mr. W. S. Robinson, further instructed that the following requirements be adhered to in the new building:(a) Ample accommodation to be provided for office staff and other employees.(b) Special attention to be paid to lighting, both natural and artificial.(c) Working temperatures to be controlled to facilitate comfort and efficiency.(d) The buildings and equipment' to be of a permanent nature with furnishings and fittings of modern design.

Jan 1, 1941

By P Atkinson, M P. Simpson, J R. Kyle

BM37 is a bonanza-grade (>30 ppm Au) ore shoot of the Maria Lode of the Karangahake adularia-sericite epithermal deposit in the southern Hauraki Goldfield. Samples from BM37 contain up to weight percent gold. The ore shoot is a vein that pinches and swells, but is typically tens of cm thick, and locally exceeds 0.5 m in true width. Gold occurs as irregular anhedral electrum grains that range up to 300 microns across and contain 38 to 59 wt per cent Au (ave. 52 wt per cent Au). Electrum occurs in sulphide-rich bands in association with pyrite, chalcopyrite, acanthite, galena, sphalerite, and local covellite. Lower grade samples contain local to rare mckinstryite [(Ag, Cu) 2S] and polybasite [(Ag, Cu) 16 (As, Sb) 2S11]. Pyrite from BM37 is nearly stoichiometric; it lacks the As that commonly occurs at up to percent levels in pyrite from other veins in the goldfield. Acanthite also contains low quantities of trace metals, and typically has less than 2.5 per cent Se. The vein shows complex textures. Bonanza grade sulphide-rich ginguro bands form discrete layers adjacent to the vein margins, and occur as breccia fragments encased by later massive to comb quartz with local quartz after platy calcite. Both the breccia fragments and ginguro bands are cross-cut by later quartz veins. Textures thus indicate that formation of the high-grade portions of BM37 resulted from one or more discrete events that differed markedly from the events that formed the bulk of the vein.

Jan 1, 2006

Magnetite cenospheres 40-270 I/m in diameter have been found during the combustion of pyrite concentrate.Micrographs of the surface and internal structures are presented together with comment on the mechanism of forrnation.The similarity to cenospheres found during the combustion of pulverized fuel was noted and speculation raised to their contribution to the dust and fume load in flash smelters.

Jan 1, 1980

Waitemata Tectonic Event(25 Ma ago) created a subduction system from the northeast of Northland, causing: (1) the emplacement of the Northland Allochthon (24-23 Ma) which provided argillaceous limestone and serpentine to Northland, and minor copper to both there and East Cape (located off Northland then); and (2) Northland volcanism (from 22 Ma), which lacked economic mineralisation. The Kiwitahi Tectonic Event (1714 Ma) caused: (1) a realignment of volcanism - from coastal western Northland, to west of the Hauraki Plains (Kiwitahi); (2) a start to the migration southwards from Northland of (a) the Alpine Fault System towards Marlborough today, (b) subduction towards Cook Strait, and (c) volcanism towards Taranaki-to-Bay of Plenty (initially through Coromandel, Kiwitahi, and offshore west coast); and (3) a start to rhyolitic volcanism & associated hydrothermal activity. The latter caused epithermal mineralisation, providing in Coromandel the best known North Island metalliferous deposits. Andesitic volcanism has been active in both of these two contrasting, subequal belts since 22 Ma. Rhyolitic volcanism and hydrothermal activity was wholly restricted to the eastern Marshall Belt, with an abrupt limit to economic mineralisation at the Volcanic Divide (within Hauraki Plains) and a major change there to basaltic volcanism of the western Searle Belt. The Kaimai Tectonic Event (5-1.5 Ma) caused: (1) a temporary reversal in volcanic migration in the Searle Belt, and a duplication of rhyolitic & hydrothermal activity at Waihi (Marshall Belt); (2) the rotational rifting of both the Central Volcanic Region (by 30¦) and the Hauraki Rift (10¦), causing major curvature of the North Island and New Zealand, and the transfer of the offshore subduction system from Coromandel to East Coast; and (3) an effective end to Coromandel mineralisation. Post-Kaimai Volcanism (1.5-0 Ma) included: (1) andesitic volcanism in the Searle Belt, yielding the western coastal titanomagnetite deposits; and (2) andesitic, and rhyolitic & hydrothermal activity in the Marshall Belt - the latter providing geothermal energy, sulphur, and pumice/perlite deposits. Post-Subduction (Intraplate) Volcanism (10-0 Ma) developed in a steadily expanding northwest region of relative tectonic quiescence, as subduction and its volcanism migrated southwards. Intraplate volcanism was predominantly basaltic, providing excellent aggregate; but less common rhyolitic & hydrothermal activity provided geothermal potential and mercury at Ngawha and at Puhipuhi, and halloysitic clays of extreme brightness elsewhere in Northland. This volcanism has reached as far SE as Mayor Island, providing an early New Zealand mineral resource - obsidian.

Jan 1, 1997

The changes in layout and design over 48 years, from the first crushing and shiploading plant installed at Whyalla in 1915, up to the present plant being built at Koolan Island, Yampi Sound may be summarized as follows.1. Smaller motors and lower power consumption have resulted froma. oil lubrication, where practicable, in place of grease,b. a high pressure "oil-lift" device to reduce starting torque in crushers with white metal bearings, andc. roller bearings in place of white metal.2. Short centre drives with pivot-based motors permit controlled loads on bearings and a reduction in size of crusher houses and motor rooms.3. Dust proofing and pressurising of crusher houses and motor rooms reduces working temperatures and improves cleanliness.4. Variable speed pan feeders give improved plant control, with the use of one man only, and remove the need for large surge bins between crushing stages.5. The use of diesel quarry trucks to dump ore through a "drive over"tip results in faster truck cycles.6. Elevated cylindrical silos with air operated chutes, replace long horizontal storage bins with multiple manually operated side discharge chutes for loading rail cars, and give faster and more accurate truck loading. The silos are charged by belt conveyors with automatic distributors.7. Increased shipping bin capacity (40,000 tons at Whyalla and 6O,OOO tons being built at Koolan Island) caters for the bigger vessels now in use and envisaged for the future. Automatic travelling distributors deliver ore to the bins in layers to ensure, maximum mixing and a more uniform grade for blast furnaces.INTRODUCTIONThe Broken Hill Proprietary Company Ltd has six major crushing plants in Australia at its principal sources of raw material. These are at Iron Knob bench G, Iron Knob scree ore plant, Iron Baron, and Cockatoo Island, all of which are ironstone operations. The other two plants are at Rapid Bay, a limestone quarry, and at Ardrossan, which is the Company's only source of dolomite.

Jan 1, 1963

By G R. Mould

The paper presents a general background to the subsidence research program being undertaken by the Department of Mineral Resources and Development in New South Wales. The results of the studies undertaken over the last ten years are summarised. The differences between these results and those obtained by the National Coal Board are discussed. The results of a study carried out on the effect of total extraction beneath a freeway in the southern coalfields are discussed in some detail. The procedures developed for the construction of a 500 mm diameter natural gas pipeline crossing a number of collieries in the northern coalfields are also outlined. The future direction of the Department's subsidence research program is discussed.

Jan 1, 1980

By Lyman G. J

Magnetic separator operation in the recovery of magnetite in heavy medium circuits was studied by conducting a series of tests on a full size wet drum magnetic separator.The significant operational variables were found to be feed pan clearance, squeeze pan clearance, dry magnetite feed rate and separator drum speed. With feed and squeeze pan clearances optimized for typical primary separator operation, magnetite loss and concentrate specific gravity were found to be related in a regular manner to dry magnetite feed rate at any drum speed.A two component model of magnetite loss is proposed, relating total magnetite loss to losses in the feed pan and squeeze pan zones. The experimental curves relating magnetite loss to dry magnetite feed rate at the various drum speeds are interpreted in terms of the two component model.The magnetite particle size distribution in the separator was also examined. The tailings magnetite was found to be finer than the feed magnetite only when the dry magnetite feed rate was low, or immediately following the introduction of a new charge of magnetite when the separator was fed at an intermediate dry magnetite feed rate.

Jan 1, 1983

By S Chew, A Bennett, N Di Giorgio, B Osborne

After relining one of two blast furnaces and enlarging its sinter plant in 2009, BlueScope radically restructured its Port Kembla steelworks operation in 2011, shutting a blast furnace and halving its total production. This drastic move in response to unprecedented raw material prices relative to achievable steel prices was like that of many integrated steelmakers worldwide facing similar challenges. The 2011 restructure also saw major changes in the amount and type of iron ores and ferrous burdens purchased, and a fundamental reappraising of ‘value’ in iron ores. This paper outlines the changes to raw materials purchases from 2011 to 2017, how BlueScope has responded to the changes in pricing and raw materials quality, the effect on the sintering and blast furnace processes at Port Kembla resulting from higher gangue content, some of the broad technical and economic challenges faced by steelmakers confronted with lower quality iron ores and how BlueScope is meeting those challenges.CITATION:Di Giorgio, N, Bennett, A, Osborne, B and Chew, S, 2017. Recent Port Kembla experience with iron ore use – sintering and blast furnace, in Proceedings Iron Ore 2017, pp 25–30 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 24, 2017

The application of biogeochemical methods in mineral exploration in semi-arid to arid environments in Western Australia has been investigated in an area near Norseman.The study involved a comparison of trace element characteristics of rock, soil and plants in the vicinity of the Pioneer BB prospect, where nickel-iron sulphide mineralization occurs in a "greenstone" sequence of ultrabasic, basic and sedimentary rocks.Analyses of unweathered and partly weathered rock from diamond drill cores show the ultrabasic rock to be highly variable with respect to Ni, Cu, Co, Zn and Mn.Samples of weathered bedrock and overlying soil were analysed for total trace element contents and for the trace elements associated with secondary iron and manganese oxides. Approximately 30 per cent of the total nickel content of the weathered basic rock is associated with secondary iron and manganese oxides, compared with approximately 15 per cent in the weathered ultrabasic rock.The soil has a sufficient residual content to provide a reliable indication of the chemistry of the underlying rock. Total trace element analyses of the -89 mesh fraction show strong anomalies for nickel and copper over the mineralized zone. Important amounts of nickel, cobalt and, to a lesser extent, copper are apparently associated with secondary iron and manganese oxides in the soil.Melaleuca sheathiana (tea tree) has been used to study the relationship between soil and plant chemistry. No strong relationship between plant and rock type was observed. Analyses were made of leaves, twigs, wood, bark and roots, and all plant organs were found to have anomalous nickel and copper contents near the mineralized zone. Leaves were found to give the best contrast in the anomalous area and to show fewer erratic values than other organs. It is concluded that the uptake of trace elements by tea tree is low in the semi-arid to arid environment of Western Australia, but that analyses of the plants do reflect the presence of mineralization.

Jan 1, 1973

I would like to thank The Australasian Institute of Mining and Metallurgy for inviting us to share with you some of our experiences in the handling, storage, and transportation of industrial minerals in North America. Cometals, Inc. is a wholly-owned subsidiary of Commercial Metals Company, headquartered in Dallas, a public corporation whose shares are traded on the New York Stock Exchange. Sales exceed one billion dollars. Cometals, Inc. is located in New York and specializes in marketing of chemicals as well as raw materials used in the manufacture of steel, refractories, abrasives, glass and ceramics. This makes us one of the larger regular shippers of industrial minerals. Many people are aware that industrial minerals need to be viewed and judged on the merits of their chemical and physical characteristics. In addition you are surely aware that close attention must be paid to the economics of these minerals to determine the appropriate value and competitiveness of the minerals or products delivered at the doorsteps of the consuming work. You may, however, not be aware that the handling and transportation of the mineral is of crucial importance, in fact, the transportation and handling costs of industrial minerals frequently are a major component of the value of the ores marketed and, therefore, it is only natural that close attention should be paid to them. Many of the industrial minerals require special handling to assure that the material reaches the consumer without being contaminated and without getting wet. I invite you to accompany me through the various steps involved in "delivering the goods" to the consumer.

Jan 1, 1989

The Telfer main dome open pit is operated by Newcrest Mining Limited at a current production rate of 50 Mt/a from a pit dimension compromising 2 km strike length, 1 km width and 250 m depth. As part of the refeasibility of the Telfer operation undertaken early this decade, Newcrest identified that an underground sublevel cave (SLC) operation along with an increased scale of open pit would support a new plant targeting the processing of gold and copper ore at 17 Mt/a rates. The SLC was initiated in late 2006 and broke into the open pit in late 2009. This situation is unique across the mining industry where a cave breakthrough was planned and occurred within an active large open pit operation. The SLC broke though into the west side of the Main Dome open pit into a specially prepared bench that was left at the 5384 RL of cut-back stage 3. A main haulage ramp is within 100 m from the edge of the cave breakthrough zone and this ramp passes down to the active levels which are progressing toward the 5200 RL. This paper presents insight into the mine planning and risk management associated with continued operation of the open pit operation while an active SLC breaks through. The cave breakthrough presents unique areas for risk management as there is potential for rapid propagation and subsidence. To support the undertaking, mine design and major hazard management planning has been carried out. Focus areas include; dual ramp system design, preloading the breakthrough area, monitoring of cave propagation and air gap using a seismic system and deep hole extensometers, wall stability and subsidence monitoring using radar and prism systems, and key trigger and response planning.

May 1, 2010

By C Doblin

Any value addition to the mineral sands in the Murray Basin (Australia) will generate waste that needs to be disposed of safely. For example, conversion of ilmenite and synthetic rutile to titania (TiO2) pigment would generate large amounts of environmentally undesirable elements. Processing of U+Th containing zircon sands to zirconia or to higher purity zircon would generate a low-level radioactive waste. In this study it is proposed that one way to circumvent the waste problem could be to contain such waste in magnesium-based (Sorel) cements. Containment of waste in magnesium cements is an attractive idea especially for the mineral sand processing companies that could operate in the Murray Basin in the future, because the required magnesium oxide and magnesium chloride may be made cheaply from the saline waters encountered during mining operations. The magnesium cement production process is also far less energy intensive than the Portland cement production process. The results of this study indicate that mixing a waste stream with a slurry of magnesium cement before being discharged to the disposal area would contain the waste in a æconcrete-likeÆ structure, resistant to dispersion by wind and moderate rain. However, some loss of strength and increased leaching of impurities, Mg and Cl could take place in wet climate areas. Ongoing research is being concentrated to develop a new process for making water-resistant magnesium cement.

Jan 1, 2002

By J F. Carswell, G Cheshire

The Pajingo gold operation in Queensland is approximately 55 km south of Charters Towers and 134 km south-west of Townsville. The gold deposit was discovered on the northern end of the Drummond Basin in 1983 and first open pit production began in 1986. Mining progressed underground in the 1990’s and gold production peaked in the early 2000’s as the main Vera/Nancy lodes were extracted, producing 330k oz in 2003 (a record at the time). More recently, as Ore Reserves and grade have diminished, the mine has had to develop innovative mining practices to maximise recovery of the remaining Mineral Resource. This has included a modified sublevel caving method against previously mined/backfilled zones. The method has been coined modified sublevel shrinkage (MSLS). Full scale trials of the new mining method have been successfully completed. This has allowed the site to revaluate the Mineral Resource and include areas into the Ore Reserve that were once deemed sterilised, adding significant value to the operation and extending its life-of-mine. This paper describes the first of two large scale MSLS trials and key operational learnings from it.

Mar 15, 2021

This paper examines the integration of risk management into the design philosophy of a project to produce a æzero baseÆ design, which targets a minimum capital cost without adversely impacting upon the operating costs of the resulting plant. The concept of zero base design is similar to zero base budgeting and the desired outcome is to improve the economy of the design. Design requirements are questioned in an attempt to distinguish preference, prejudice and myth from necessity. Where doubt remains a risk management approach is adopted. The key to risk management is not risk elimination, but risk mitigation. Risks can be managed by designing them out, but often this involves considerable capital cost penalties and it is more attractive to accept the risk and design an operating strategy to deal with it. The paper discusses this with some examples of real world risk mitigation strategies that resulted in substantial capital cost savings. The paper concludes that as much as a quarter of project capital costs can be eliminated by a combination of zero base design and carefully crafted risk mitigation strategies.

Jan 1, 2004

There are available today many various types of mixing systems, tank types and process liquors confronting the process designer of gold adsorption circuits. This short paper is to give the process designer an insight into the special mixing requirements for resin-in-leach and resin-in-pulp, plus the advantages and disadvantages of the various mixing systems that are available to agitate the required tank shapes. An understanding of the latest developments in this important process area of gold production is addressed and information given on the results of resin degradation in various tank sizes over long periods of mechanical agitation.

Jan 1, 2007

The theme of this Conference is 'The Future of Mining in New Zealand' to be addressed at a time of deepening economic concern. To ensure the assessment and development of our mineral resources in a competitive, safe and environmentally acceptable way a modest supply of a rare commodity û the professional mining engineer û must be assured. This paper briefly' reviews the history of mining education in New Zealand, discusses relevant overseas academic concerns and actions and discusses recent local trends which have led to a most serious recruitment position in the Department of Mining Engineering at the University of Auckland. Conclusions are drawn and proposals made which may remedy this situation which could have serious economic and sociological consequences for New Zealand.

Jan 1, 1991

Rhyolitic rocks are volumetrically significant in the eastern part of the Coromandel gold province, yet deposits hosted by rhyolite (Kapowai, Broken Hills, Neavesville, Wharekirauponga and Waihi Beach) are generally low grade and subeconomic, especially compared with andesite-hosted deposits. In contrast, rhyolitic volcanic centres in Nevada host a number of economically significant epithermal gold deposits such as Round Mountain, Sleeper and Bullfrog. The Nevada deposits are associated with 27-20 Ma continental arc volcanics dominated by ignimbrites (eg Round Mountain), or younger 17-9 Ma bimodal rhyolite-basalt volcanism related to extensional basin-and-range tectonics (eg Sleeper). The Round Mountain deposit is localised on a caldera boundary fault and the mineralisation was deposited soon after eruption of the host rhyodacitic ignimbrite. In other Nevada deposits, hydrothermal systems are linked to the closing stages of flow-dome complexes and mineralisation is localised along normal faults associated with extensional basin-and-range tectonism. The style and composition of the mineralisation is similar in both the Coromandel and Nevada deposits and consists of sheeted and stockwork quartz veins, containing electrum as the main ore mineral and only minor sulphides (mainly pyrite) Likewise, the vein minerals were deposited from low salinity hydrothermal fluids in the temperature range of 200-270¦C. Both the Neavesville and Round Mountain deposits are geochemically anomalous in molybdenum. The deep oxidation of the Nevada gold deposits, dry climate and low level of competing land uses combine to make it economic to mine and process very low grade ore (0.2 - 2.0 g/t Au) by heap-leaching with cyanide solutions in most areas of Nevada. Although extensive low grade gold mineralisation is known at deposits such as Wharekirauponga and Neavesville, it is sub-economic because of shallow oxidation and land use conditions that are unfavourable for open pit mining and heap leaching.

Jan 1, 1996

In the course of the last twenty eight years the copper lodes of New Caledonia have been periodically worked or abandoned, until quite recently, probably attracted by the higher price of the metal, British capital has again been induced to embark upon the further development of several copper properties, which at present give reasonable promise of becoming regular producers. Owing to its proximity to Australia (only a three day's journey by mail steamer from Sydney) New Caledonia becomes of additional interest to Australian commerce in general, and it is to be hoped that the French Government may see their way before long to make the best of this natural position, to the mutual benefit of both countries concerned.Op till now all copper ores and concentrates which have been shipped from New Caledonia, were treated in Australian smelting works furthermore, Australian mine managers and miners have from time to time been connected with New Caledonian mining ventures, but, unfortunately, it must be said that nearly everyone of them returned to Australia thoroughly disgusted with his experience over there. Even to the casual observer, it is not so very difficult to find a proper explanation for these shortcomings in the peculiar economic conditions of the 'French colony, as many of the objections which have hitherto existed in connection with mining operations, were the direct consequences of a system of colonisation which could not possibly have been productive of better results.

Jan 1, 1901

Microfluidic Solvent Extraction for Mineral Processing of Copper Leach Solutions

Sep 13, 2010

By E Skinner, G Lane

Project delivery strategies are determined by project context, business case requirements, scale of project, market conditions, ownerÆs capability and preference, contractorÆs experience, resource and skill availability, project location and type of project or facility.Successful project management requires the setting of coherent, effective and realistic business objectives and success criteria. The management team needs to lead, prioritise, resource, align, plan, track and communicate the processes that enable the realisation of these business objectives and success criteria.For any given project there is a unique balance between selection of a simple project delivery strategy that minimises interfaces and a complex strategy that necessarily engages the use of expertise and experience from numerous parties. The right balance for a project between these "book-end cases" is a function of how the project owner or managing contractor defines its objectives and chooses to manage risk, cost, schedule and project quality, in the context of the conditions affecting the project.Selection of an effective project delivery strategy requires a detailed appreciation of the range of external and internal environmental / shaping factors which influence the project. These factors include the project constraints imposed by the business, market or operational environments and the selection of an effective mix of primary (head contract), secondary (mix of vertical and horizontal packages) and tertiary (type of individual contract) strategies. The selection of the primary, secondary and tertiary strategies also shapes the project, the size and responsibilities of the ownerÆs team and the framework for delivery of outcomes.How does an owner or prime contractor decide? What is the optimum for a given project? Those with operations management backgrounds will have different views to those with project and construction management backgrounds.Is the simplest practical approach the best approach? Each and every interface needs to be managed.The owner will want a very experienced team that is engaged directly with the owner. The team will have a track record of successfully performing projects using contractors skilled in their respective disciplines and selected using competitive tendering on brilliantly designed scopes of work and good contract terms, with a fully defined project scope and appropriate schedule, for which all significant risks have been addressed and no scope changes are outstanding. Budget and schedule will be expected to have been developed with a full understanding of the scope, situation, risk management requirements etc.The problem is that these conditions rarely exist. The challenge in selection of a project delivery strategy is to resolve how best to address the inadequacies between the ideal case and the present reality. The mechanism for addressing the inadequacies defines the likely outcome of the project.CITATION:Lane, G and Skinner, E, 2013. Project delivery, in Proceedings MetPlant 2013 , pp 50-65 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 15, 2013