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Classification within the Inferred Resource category is based on geological judgement and the balance of extrapolation versus interpolation that the Competent Person is prepared to accept. These resources are typically drilled at spacings well in excess of the geostatistical range and at a density that is non-uniform. In many cases, a substantial proportion of the available data will be historical, and should be considered with more recent data sources. The provision of a robust geological model will increase the confidence in any resource estimate, and should be viewed as a critical component. The definition of Inferred Resources is of great importance to vein gold projects, since Indicated and Measured Resources generally require costly underground development for delineation. Indeed, many gold vein operations possess substantial quantities of Inferred Resources (>75 per cent) in their resource inventory both at project start-up and during production. This contribution explores a number of the key issues when using the Inferred Resource category and presents four recent case studies.

Jan 1, 2006

The subject of my paper is one which, I am certain, has exercised the mind of every man on whom depends the safe and economical conduct of mining operations; particularly in this district where the enormous size of the ore body has necessitated the mine workings assuming a scale that was hitherto unknown in the history of Australian mining. I, therefore, approach the subject with the feeling that I am displaying considerable t.emerity, knowing as I do that the subject has engaged the earnest attention and thought of everybody immediately concerned in the extraction of the ore of this district, and particularly of the Broken Hill lode.I think I shall not be contradicted in asserting that a very large proportion of eur accidents are distinctly traiceable to inexperience on the part of the miner, and records at the mines and verdicts of coroners' juries in many instances uphold this assertion by showing that the accident under notice was the direct result of lack of knowledge of the conditions of the work, or, at any rate, of an error of judgment hardly conceivable in the experienced miner. That this assertion is correct may also be proved by visiting any of the mines of the district.To the experienced eye it will be evident at once that a very large number are not in way skilful in the use of their tools and, therefore, lack the experience which of necessity must be coincident with the acquirement of skill. Now in making this' assertion, I do not intend to be too sweeping...

Jan 1, 1903

The mining industry continues to faces significant challenges due to increasing resource constraints (quality of ore bodies, water, energy, human resources) and increasing license to operate requirements (safety, health, environment, location) from society, employees and shareholders. Technology advancements and hence research are necessary to ensure that the industry remains viable in this changing environment. Collaborative research is an important part of a company's research portfolio and offers the opportunity for the industry to work on generic issues that it is facing. Obvious benefits include the reduced cost to individual companies by sharing the costs, the opportunity to leverage government funding and the opportunity to conduct longer term projects resulting in skills development (PhD and MSc). Limitations of collaborative research include the reduced focus on company specific issues and the loss of competitive advantage from owning the outcomes of the research. The challenge for researchers and research managers is for them to demonstrate the value derived from longer term, pre-competitive collaborative research. The competitive advantage is not necessarily derived only from the outcomes of the research but rather from the company's ability to direct the research, translate the generic research outcomes to address company specific issues and to implement improvements at its operations. Implementation remains the greatest challenge. In this paper, case studies of selected collaborative research projects are presented to demonstrate key success factors required for implementation of research outcomes. This is an ABSTRACT ONLY. A full-length paper was not prepared for this presentation.

Sep 13, 2010

The green field site is one that has no history of mining and as such it presents the designer with a blank canvas, on which any number of drill and blasting options can be drafted. No matter which mining method is selected all technology and experience will need to be acquired from outside sources, applied quickly and produce the right results. North Limited, in joint venture with the Sumitomo Group (20 per cent), have developed AustraliaÆs first block cave mine at Northparkes in New South Wales, Australia. This innovative and large scale mining project was taken from a green field site in November 1993 to a fully commissioned block cave mine in December 1997. NorthparkesÆ Endeavour 26 mine is now producing at a rate of 3.9Mt per annum from a 27Mt ore block. Prior to 1993 no history of mining activity existed at Northparkes. The rock had never been blasted and many questions were raised about how it would behave. While it was clear that the Endeavour 26 (E26) orebody contained geotechnical properties appropriate to block caving, the blasting methods required to establish a block cave mine had never been used in Australia and no designs were available. The joint venture partners had no prior experience with block caving and it was immediately apparent that this blasting technology would have to be acquired from foreign sources and applied to the unique local conditions. Conceptual designs for the block cave drill and blast were first drafted in 1994, first issued for drilling in December 1995 and first blasted in January 1996. 470 km of drill metres and four million tonnes of rock were blasted to complete the undercutting project by September 1997. This paper will provide those developing new drill and blast projects with an inside view of how one small technical team solved many design challenges to successfully construct AustraliaÆs first block cave mine under strict quality controls and ambitious time constraints.

Jan 1, 1998

By Elford H. S

Australia has many potentially important tin deposits, particularly on the eastern shore of the continent and in Tasmania. A number of these have been worked on a meagre scale, while some of them, because of metallurgical, transport, and other difficulties, have not as yet been developed.Believing that the full development of the tin fields of the Commonwealth of Australia is in part dependent upon the adoption of the most efficient methods of milling and smelting, the Development and Migration Oommission arranged for the first-mentioned author to visit the mining fields of Cornwall, one of the oldest tin-producing districts of the world, and prepare a report for the information of the Commission.This paper, now presented to the Australasian Institute of Mining and Metallurgy with the hope that it will assist the full development of tin mining in Australia, is the joint work of both authors.For over two thousand years tin has been produced from the Cornish mines. Even the ancient Greek historians made mention of tin mining in Cornwall, and it is probable that during the earliest periods the mining was alluvial. As early as 1602 a stamp battery working in Cornwall was described, and in 1671 calcination and buddling was a recognised scheme of treating pyritic ore. In the first half of the 16th century the output of tin from Cornwall was 700 tons per annum, and, from then on, production increased to the maximum in 1914 of 6500 tons. At present (Oct., 1929) the Cambourne-Redruth area produces over 95% of the Cornish tin output. This area includes such mines as the South Crofty, East Pool, Dolcoath, Parkanchy, Polhigey, and Wheal Kitty. The remaining 5% is largely supplied by the Levant and Geevor mines at Pendeen, St. Just area, near Land's End.

Jan 1, 1930

By A A. Roberts, R F. Dewhirst

"Extensive literature surveys, research in the project environment and personal experiences both within and consulting to project teams have revealed some consistent ‘people factors’ that contribute most to ultimate project success. Outside of purely technical and business case issues, there are a small number of leadership characteristics – probably only ten – that if correctly applied can positively leverage a team’s impact on project success.Of the top seven project success characteristics that were consistently highly rated in a recent study, five of them were around leadership. The authors have focused on this topic, noting that good leaders need to display the following traits:passionate commitment to deliveryconsistent modelling and reinforcement of correct values and behaviourfocus on managing relationships well and energising teams and individualscarefully clarifying project vision from front-end loading stages onwardseffective decision making.Not every project manager can and does practise these behaviours all of the time, but being aware of them and receiving training or facilitation in improving their application of these skills can equip project managers with the essential tools to markedly improve their own performance and that of their teams.This paper draws upon experiences in the field and provides lessons – both good and bad – to illustrate. As well as examining leadership traits, the way in which a leader can establish, organise, motivate his or her team and ultimately lead them to success is examined. The paper shares methodologies that have been successfully used to track status within a team and generate appropriate recovery plans where required.In particular, the paper will examine a case study based on an amalgamation of real project issues in some challenging situations using virtual teams (ie physically distant teams located in different centres) to illustrate the importance of strong and positive leadership in achieving success across geographies, time zones and languages.CITATION:Roberts, A A and Dewhirst, R F, 2016. Leadership in projects – a recipe for success, in Proceedings Project Evaluation 2016, pp 49–58 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Mar 8, 2016

By D MacKay

The Mt Wright Project is located near the town of Ravenswood in North Queensland and is operated by Carpentaria Gold – a wholly owned subsidiary of Resolute Mining Limited. Underground Development of the current Mt Wright orebody commenced in June 2006 and the first production ore was brought to surface in June 2007. The orebody is a rhyolite pipe containing fine-grained disseminated gold in a granite host rock. Ground conditions tend to be good to excellent throughout development, with some minor deformation experienced when stope-sized excavations are formed. The mine commenced as a sublevel open stoping (SLOS) operation with the intent to utilise development waste to back fill isolated upper level stopes while developing to the bottom of the known orebody. The mine plan intended to commence production with a bottom-up primary/secondary stoping retreat through the main orebody utilising cemented fill. Some challenges were faced during the initial production phase that included:•Ongoing underground diamond drilling and updating of the block model resulted in some issues reconciling the grade control results to the resource model. This was primarily due to the high variability of grade which in turn caused difficulties in accurately identifying areas of low and high-grade.•The cost of establishing and operating a cemented fill plant to achieve the planned extraction sequence of the orebody had increased significantly beyond initial estimations.•Geotechnical conditions such as stress orientations, ground behavior and response to the forming of excavations learned through the mining of the upper level stopes were different to the assumptions made during the initial design.A number of in-house and external reviews of the mining method were completed which has resulted in a revised mining plan. This paper will summarise the challenges faced and the implementation of the mine plan to date.

Mar 21, 2011

By M Jacobs

This abstract discusses a heap leach copper mine that was failing to perform and as a result was not meeting targeted production. The mine had numerous technical challenges including: high water inflows, low levels of geotechnical monitoring, performance issues with mining, resource model and grade control reconciliation issues, and unexplained low levels of performance from the heap leaching operations. A team from various organisations with specialist skill sets including: a forensic accountant, the owner’s representative and a mining engineer, was arranged to visit the site. The task was to investigate the situation and determine what could be done to turn the performance of the mine around. After an initial assessment in late 2018, efforts were directed to better understanding the operations and improving the performance of the site through preventative management. A key part included the creation of production forecasts that could be achieved that would help restore confidence in the operations. Uncertainty in the mine achieving production forecasts and the performance of the heap leaching operations were contributing to the decline of the operations. Investigations uncovered the fact that while the resource model could reliably predict total copper, a lack of sequential leach data meant the accurate prediction of soluble and insoluble copper species, both important for heap leaching, was difficult to do with any degree of certainty. The crushing and mining contractors also appeared to have suffered somewhat from a lack of management by the owner’s team and performance had affected the production of copper. Collaboration and management were used by the team to understand and stabilise the operations. Ongoing collaborative efforts by the management team, site personnel and contractors resulted in a positive outcome for the owners and their mine – and could at yours.

Jun 22, 2022

By A B. Richards

Time window analysis that limits the explosive mass fired within a specified time window (commonly eight milliseconds) has been used for many years in blast design by explosives engineers. Despite several warnings in the past that this technique has limited practical or scientific basis and, in many cases, does not effectively control vibration, almost every textbook and blasting manual refers to time window charge mass limits as a primary vibration control technique. It has become entrenched in some blast vibration management plans, despite being inappropriate for the particular situation. With the flexible initiation timing available with electronic detonation almost a practical reality, and the 8 ms constraints in-built into the signal tube initiation system thereby lifted, it is timely to review the significance of the 8 ms time window in controlling blast vibration. This paper re-visits the original research that led to the development of the 8 ms criteria and the non-supportive conclusion of the original researcher. Because airblast was not measured, the 8 ms time window was never intended to be applicable for airblast control. Examples of blast designs are given in this paper that comply with the 8 ms time window limit that result in substantially increased air and ground vibration, together with examples of blast design that does not satisfy time window considerations, which results in reduced air and ground vibration. Techniques that identify wavefront reinforcement, due to the combined effect of drilling pattern and delay sequence, can assist explosives engineers to avoid high blast vibration situations that result from the inappropriate application of time window techniques and other adverse delay combinations.

Jan 1, 2003

By K L. Brown

Sampling and analyses of deep waters from Wairakei and Rotokawa geothermal systems indicate a wide range of precious metal concentrations (<0.1 to 23 ppb Au; 6 to 2400 ppb Ag), suggesting that eastern ôandesiticö TVZ geothermal systems (eg Rotokawa) have higher aqueous gold and silver than western ôbasalticö geothermal systems (eg Wairakei); this interpretation is consistent with known occurrences of high grade precipitates in wells from eastern systems. The fact that the deep waters are undersaturated in gold further suggests that the aqueous gold concentrations of deep waters are limited by metal availability. The flux of gold for the two systems ranges from ~1 to 50 kg Au/yr, and the flux of silver ranges from 65 to 6900 kg Ag/yr. At Rotokawa, it only takes ~600 years to flux one million oz of Au and >100 million oz of Ag. The supply of hydrothermal gold and silver is obviously important during genesis of an epithermal deposit, but ore formation also depends on the existence of a suitable ôtrapö that efficiently extracts metal from solution in a small volume of rock. Such traps seem to have been poorly developed until geothermal drilling in the TVZ.

Jan 1, 2006

This paper covers only the energy uses of natural resources and does not deal with non- energy uses, which in 1975 were of the order of 10 per cent of the total consumption of energy resources. The United Nations `J' Series of Statistics ex- presses each of the various forms of energy in terms of its coal equivalent in metric tonnes and this basis is followed in this paper. One tonne of black coal (referred to as tce) has been taken as the equivalent of the following. 29 X 109 joules or 27.5 X 106 Btu 0.68 tonnes or 4.8 barrels of crude oil 750 cubic metres or 26.5 X 103 cubic feet of natural gas 1 ò5 to 3.3 tonnes of peat or lignite (world average 2.54; Victorian brown coal 3 0) 8055 kWh (at 3.6 X 106 joules or 3412 Btu per kWh at 100% efficiency) 2660 kWh at 33% efficiency of generation 50 grams of uranium present in natural uranium reactors (see note later under nuclear energy) 0.8 grams natural uranium in breeder reactors Nuclear and hydro electricity are expressed as the coal equivalent required to produce, at 33 per cent efficiency, the same amount of electricity. In other words, electricity produced by these sources is converted to its coal equivalent at the rate of 2660 kWh = 1 tonne coal.

Jan 1, 1978

By A R. Sale

This paper highlights two aspects of the mineral sands industry in Australia: the development of the industry from approximately 1870 through to 1980, and the author’s experience in the industry from 1966 to date.The first real heavy mineral (HM) mining in Australia started in 1870 with the mining of heavy mineral slicks on the beaches along the east coast of Australia. The real potential of Australian heavy minerals was however only realised in the 1920s with the first production of a heavy mineral concentrate that was shipped to Canada for processing. Post WW 11 and the Korean War, Australia was the largest producer of mineral sands products in the world as well as a significant developer of associated separation equipment and technology. The number of producing companies in the east coast peaked at 33 in 1957, was reduced to ten by 1965, and subsequently further reduced to five in 1980 as a result of potential mining areas being declared National Parks or Conservation Reserves. Today there is one company, Unimin Australia Pty Ltd (formally Consolidated Rutile Ltd) operating on the east coast. In contrast there were three companies on the west coast in 1965, four companies in 1980, and four companies today (albeit not the same companies).There have been considerable ups and downs for the industry in Australia, however world wide it was renowned in the past as being an industry that attracted numerous interesting and innovative characters that played a major role in developing it into the vibrant industry that it is today. This, given the current climate, is predicted to continue into the future.The author has been continuously involved in the industry for over 45 years from 1966, initially as an electrician at Consolidated Rutile Ltd culminating in the role of General Manager/President of Iluka Resources Limited USA, prior to his retirement in 2009. His exposure has been world wide and has covered all aspects of the industry but in the main focused on project development and operational areas. During this time there have been significant technological advances, yet to some extent the basic principles have not changed at all. Some of the most noteworthy advances include the development of the Wright Spiral in 1977, the development of the Reading High Intensity Wet Magnet (WHIMS), the rare earth magnets, the CRL floating thickener and the improvement of analytical techniques. From a safety, health and environmental perspective there has been significant advances that the industry has much to be proud of. These include wetland restoration both in Australia and in the US, the restoration of farmland in Virginia and Capel, and the re-establishment of native species, for example at Eneabba and Richards Bay to name but a few.

Oct 5, 2011

By P J. Fairfield

This paper reflects on the author’s experience working in site-based technical and management roles over a 29 year period, and the past 12 years in internal and external consulting roles. It discusses the author’s experiences and observations of operations management, and the significant value of the technical specialist’s role in providing management with information on what to base tactical decisions, which may or may not be part of a defined strategy.The landscape of mine management changes with the cyclical nature of commodity prices driving operating and capital prudence, as operations change their focus from expansion and growth to staying in the game. The role of the mine manager and management team in navigating through these changing times, attitudes and stages of the project life can influence the success or otherwise of many projects.Technical knowledge is one of the key drivers in realising or destroying the value of a project or operation. As managers focus on people management, management systems and processes, recognising and understanding value in underlying technical knowledge, and getting back to the fundamentals/basics, can be overlooked. In reaction to the fluctuating commodity cycle, managers implement changes through optimisation, fast tracking or parallel streaming, expansion projects and changes in the application of technology. These responses occur against the background of changes in the appetite for risk, acceptance of project uncertainty and changes in personnel which result in a loss of knowledge and experience – often at critical times.This paper shares the author’s experiences and lessons learnt in dealing with and observing these issues. The author questions whether we really understand our projects and are valuing the most important asset, our people and, in particular, the technical specialist and their experience and knowledge.CITATION:Fairfield, P J, 2016. Staying in the game – the importance of engineering-based decisions, in Proceedings International Mine Management Conference, pp 67-74 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jun 22, 2016

Solid Energy New Zealand Limited owns and operates the Ohai coal field (Wairaki Coal Mining Licence, CML) in western Southland. The Morley Stream passes directly through the middle of the CML and has required diversion in the past to enable open cast mining to proceed. Solid Energy is evaluating two new open cast pits at Ohai. Commissioning these new pits would necessitate further diversion of the Morley Stream. One of these potential new mines is adjacent to an abandoned State Coal Mines (State Coal) pit and there is an opportunity to substantially rehabilitate this old pit as a corollary to the new mine and the stream diversion project.   Past Morley Stream diversions were undertaken by State Coal and so they predated the Resource Management Act 1991 and the degree of community environmental awareness and involvement that has become the norm these days. Not surprisingly the design and construction of the historic stream diversions was based purely upon mining (operational) and engineering considerations. This led to the stream being diverted in a manner that achieved the clinical conveyance of design volumes of water from points A and B.   Solid Energy realised that the proposed new diversions need to adopt more holistic and environmentally sustainable design principles while also including appropriate mining and engineering constraints. This project involved the design of a 1.7 km diversion of the Morley Stream (median flow of about 1000 litres/second) that would enable progressive prestripping and development of the new mines and would also address final rehabilitation (of the stream), geotechnical risks, hydrological and ecological issues. To address all of these factors the project required a multidisciplinary approach. Moreover, it required a clear understanding of how the mining operational constraints could be integrated with the environmental considerations. A significant aspect of the project was how to take account of fishery instream habitat needs, the resource consent requirements and most of all, the involvement of key stakeholders such as the Fish & Game Council, Department of Conservation, the Iwi and local community in the design process. This was achieved through coordinated consultation and stakeholder involvement in a technical design workshop.

Jan 1, 2005

By M Reid, H Arbon

Hillgrove Resources (HGO) commenced open pit mining in 2011 and from 2011 to 2016 the geology team experienced a consistent negative reconciliation between grade control estimated copper (Cu) grade and the mill received grade. For the first four years, despite trialling various grade control strategies, the monthly variance between geology and mill copper grades fluctuated between -5 per cent to -17 per cent Cu metal depending on the style of mineralisation.In 2015, HGO embarked on various measures which resulted in changes to grade control practices under the advice of consultants. These changes to grade control sampling, estimation and block out practices resulted in six to seven months of consistently poor Mine to Mill reconciliations from -25 per cent to -28 per cent Cu.In an effort to mitigate these poor reconciliations the geology team reintroduced the preconsultant block out and geology driven grade control methods. Blockout reconciliations from this point emulated those seen originally from -8 per cent to -12 per cent (Cu per cent). Early in 2016 the geology team introduced conditional simulation for grade control as opposed to ordinary kriging to better characterise the grade distribution, introduced separate estimation parameters appropriate for every zone of mineralisation, implemented a maximum profit function to optimise the selection of ore and waste, and retained the geology driven block out processes. Since March 2016 the mine has experienced consecutive months of positive Mine to Mill reconciliations, the first seen in six years. Year to date the expected copper metal is within 1 per cent of mill reconciled copper metal.This paper will compare the various sampling methods, estimation algorithms and block out procedures from the past six years to arrive at a robust open pit operating procedure applicable for mineralisation with high short scale variability.CITATION:Reid, M and Arbon, H, 2017. Setting new standards at Kanmantoo – effective grade control procedures, in Proceedings Tenth International Mining Geology Conference 2017, pp 401–408 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Sep 20, 2017

By J J. Laas, A J. S Spearing

Considering the capital outlay, running costs and inherent difficulties of backfilling operations at depth the benefits need to be clearly established, quantified and then exploited. Expansion of Vaal Reefs Exploration and Mining Company towards even deeper, highly faulted ground, and the process of establishing codes of practice for the management of rockfalls and rockbursts, required that a sound support strategy be formulated. This paper describes the derivation of an overall backfilling strategy on Vaal Reefs. Use was made of experience gained over some 12 years with backfilling. Numerical modelling was used to estimate potential benefits of backfilling the deepest mining areas still to be extracted. In exploiting a probably unique opportunity, two contiguous mining areas bounded by the same major geological structures, were compared. One was extensively backfilled and the other not at all. Shaft sinking through a backfilled stope added another dimension to the database.

Jan 1, 1998

By M Watkinson

Tube bundle monitoring systems have come a long way from their first introduction to coal mining in the late 1960s/1970s. Early developments in the United Kingdom (UK) commenced with single gas analysers (carbon monoxide) and quickly moved towards introducing oxygen analysers and methane analysers for improved analysis, in particular the calculation of air-free results. Recommendations were made in the early days as to how and where to run tubes and on the matching of sample pump and purge pump pressures. Current Australian installations are commonly based on a four-gas multianalyser, infrared for carbon monoxide, carbon dioxide and methane, and paramagnetic for oxygen. These systems are controlled with programmable logic controllers (PLC), with component monitoring as an integral part of the software. This paper discusses the development of tube bundle systems from the 1960s to the current date and looks at the advantages and disadvantages of the installations, along with making operational recommendations to be considered with the siting of the analyser building, running of tubes and maintenance of the system.CITATION:Watkinson, M, 2015. Developments in tube bundle gas monitoring, in Proceedings The Australian Mine Ventilation Conference, pp 259–266 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Aug 31, 2015

Western Australia has often been referred to as the fly-in, fly-out capital of the world. Fly-in, fly-out is a commonly used practice in Western Australia due to the geographic size and isolated location of the vast resource projects. In the State today, approximately half of all resource sector employees operate on a fly-in, fly-out basis, with a minority utilising drive-in, drive-out arrangements. fly-in, fly-out arrangements are generally beneficial from a sustainability perspective, delivering significant economic, social and environmental benefits to regional communities, the State and nation as a whole. Skills shortages and labour supply issues mean that the industry will be required to discover new ways of attracting and retaining employees, one of which is the adoption of fly-in, fly-out work journey arrangements. By 2015, the minerals sector in Australia will need to employ 70 000 more employees than it currently employs to achieve predicted increases in output. Of the 70 000 additional employees required, 42 000 will be required in Western Australia, almost 15 000 in Queensland and approximately 5000 in both New South Wales and South Australia. The fly-in, fly-out lifestyle as a preferred method of employment should be recognised as a valid lifestyle choice by all members of the community, offering a profound improvement in the quality of life for large numbers of employees and family members. It should be acknowledged that whilst fly-in, fly-out is a preferred option for many companies and their employees, individuals who make a choice to engage in fly-in, fly-out must balance the difficulties associated with the work û isolation and separation from family and friends û against the economic and lifestyle benefits that the work offers. This paper aims to illustrate the significant steps that the resources sector has taken to facilitate the fly-in, fly-out choice by ensuring that the commute option is a safe, attractive and manageable work journey arrangement.

Jan 1, 2008

By Bure R

Approximately 2.4 million ounces of gold and 11.3 million ounces of silver have been produced from the Umuna Lode by Misima Mines Pty Limited between June 1989 and the end of Decemeber 1996. Reserves remaining at the end of December were 32.1 million tonnes at 1.0 gram per tonne gold and 9.7 grams per tonne silver. To attain precious metal production of this volume, an estimated K60,000,000 (1996 Kina) was spent on exploration alone. from the 1940s to the present day. Exploration expenditure for the 1996 calendar year was approximately K4,400,000. With such a large investment in exploration, large quantities of data were generated and stored in various forms. To make best use of this data, it was necessary to organise and systematically store this data in a form compatible with a modern Geographical Information System (GIS). The Umuna Lode on Misima Island is a low sulphidation gold- silver deposit dated at 3.5 ¦ 0.2 Ma. The deposit is controlled by the 50 to 100 metre wide Umuna Fault- a moderate dipping, brecciated clay- chlorite- carbonate altered, normal fault zone. There is approximately 230 metres of mostly dip slip offset on this fault, which is measurable by the offset of the Cretaceous schist, marble and greenstone host sequence. Late Miocene microdiorite spatially related to the Umuna Lode does not appear to be genetically related to the gold- silver mineralisation. GIS was introduced to Misima at the end of 1995 and until recently has been mostly used for data storage and retrieval, the over- laying of various data sets to assist in targeting prospective areas, and as a drafting tool. The use of data-driven, predictive data analysis is the most recent effort in maximising the use of the extensive Misima database. By characterising the key controls and properties of the Umuna- type mineralisation, a Weights of Evidence, data-driven analysis produced a prospectivity map of Misima Island. The purpose of this map was to identify prospective areas yet to be explored and to assess the effectiveness of exploration to date.

Jan 1, 1997

By Erepan P. C

Flash flotation technology was introduced by Outokumpu in 1985. Considerable success was achieved in other plants with similar operations to OTML. Conclusions from site visits and amenability tests performed on plant samples were that the OTML

Jan 1, 1997