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By M S. Tuohy

Poorly judged or under-appreciated change plays a role in many major accidents. In particular, operational changes related to continuous improvement, maintenance and introduction of new technology can lead to unintended safety (and other) consequences. This paper provides an overview of the role of management of change in preventing unwanted impacts on safety, community relationships and the environment. It draws on a range of incidents covering mining, minerals processing, refining and smelting where inadequately assessed or ineffectively implemented change led to significant safety, environmental or community consequences. The paper will also highlight cases of well-managed complex change and the underlying model of decision-making in place to make those decisions. All these examples are drawn from Atturra’s experience in response to accidents or working with sites to improve their management systems. The paper will report on the challenges of applying conventional risk assessment approaches to complex or technically significant change. These typically result in either onerous and lengthy change procedures that are prone to workarounds or poor implementation. Conversely, ‘light touch’ or efficiency driven change processes present the risk of intended consequences by failing to bring appropriate expertise to bear in decision-making. Such balances can be resolved by considering the designation of ‘technical authority’ with appropriate expertise to consider the change and deconflict any production, cost or schedule trade-offs. Finally, the paper will reflect on the key components of management of change systems in the context of major accidents, highlighting good practice in how they are implemented. This will consider the integration of existing corporate processes, risk management and organisational structures into management of change systems, not just the content of change forms and procedures.

Apr 16, 2024

By G Guy, J Summerville

Over the past five years in coalmine slope evaluation the application of 3D modelling has increased significantly as software has become more user friendly but also areas requiring evaluation have become increasingly complex. Often simplistic 2D Limit Equilibrium modelling and analysis has been poorly used to solve slope stability issues by back analysis and subsequent forward predictive analysis. A plane strain condition with slope movement perpendicular to the slope strike is assumed where in reality the problem is more complex. This often leads to a misinterpretation of the failure mechanism because the failure mechanism being modelled in 2D does not generally represent the actual failure mechanism observed in the pit, with 2D modelling often oversimplifying a slope. This paper presents a case study where the initial slope assessment and remedial design evaluation was undertaken as a 2D Limit Equilibrium model which led to an overly conservative and costly remedial solution being implemented. Subsequent modelling of the slope using both 3D Limit Equilibrium and Finite Element methods were able to provide a better understanding of the structural complexities associated and correlate well with slope monitoring data to create a more realistic outcome.

Nov 29, 2022

By W J. Haylock, K Wasiel

PX4 Software Pty Ltd is a Brisbane-based company, which specialises in providing tenement management software to mining and exploration teams operating in Australia and several international jurisdictions, including the United States, Africa, and Canada. Whilst the company is experiencing substantial growth due to a demand from both the minerals and mining technology sector, there is a crucial gap in the market for critical minerals, which will be required to achieve the net-zero emissions goal set by the Paris Agreement for 2050. To help understand and address the technology gap identified by the unprecedented demand, PX4 Software undertook the Annual Survey of Technological Transformation in the Exploration Industry. This survey involved interviews with 12 very distinguished subject matter experts in the fields of Geoscience and Geology from across the globe. From this survey, we have defined eight major categories of exploration technologies. Notably, the most transformative of these technologies over the past 65 years falls into the Geophysical Methodology category, specifically focusing on image and signal processing of both airborne and downhole data. Advances in computing power during this period have significantly improved data processing quality, enhancing orebody modelling, and targeting. This has had a profound impact on the industry. Moreover, the survey reveals that future transformative technologies are expected to centre on the automation of existing processes through AI and Machine Learning techniques. This is expected to help facilitate the identification of critical mineral systems and thus enable the exploration industry to make more informed decisions based on data analysis using Machine Learning and AI.

Sep 1, 2024

By I Mason, G Turner, J Hargreaves

One of the key objectives in production from any mine is the minimisation of ore loss and dilution. This can only be achieved when the distribution of ore within the mine is known. The distribution of ore is usually evaluated from a combination of drill hole information and underground mapping data. Three-dimensional models of the ore distribution are then constructed by interpolating grades, contact locations and confirming these estimates through mapping. While the interpolation procedure can incorporate an understanding of the local geological conditions, it is an approximation and thus susceptible to some degree of ore loss or dilution. Naturally, such problems increase in areas of sparse geologic information or greater geologic complexity. Borehole radar offers an approach to decrease the interpolative aspects of modelling by providing a continuous image of some ore contacts. Borehole radar works by building a two-dimensional image of an ore contact from radio waves bounced off the contact from closely spaced positions along a borehole. This image can be imported into Datamine (or a similar design package) and incorporated into geological models of a given ore block. The results of a trial survey from the Mariners nickel mine at Kambalda are presented to illustrate the improved level of detail and accuracy that can be achieved through the incorporation of borehole radar into orebody delineation practice. Once implemented on a large-scale this technique has the potential to greatly increase the cost-effectiveness of long hole stoping at Kambalda, through increased ore recovery and reduced dilution.

Jan 1, 2000

As the surrounding environment continues to change and evolve, mine managers face a changing climate of expectations. TodayÆs mine managers must juggle competing pressures to deliver sound social, environmental and economic results. Leadership is a fundamental tool for the effective mine manager. Whilst mine managers require solid technical and operational skills, importantly the manager must be able to engage a workforce, build and retain employees and seize opportunity for growth and development when presented. An important tool for engaging employees in the business at Rio Tinto Aluminium is the business improvement programme. At Rio Tinto AluminiumÆs Weipa mine, the business improvement methodology Six Sigma is used to deliver measurable, sustainable outcomes for the business. The next step in Rio Tinto AluminiumÆs improvement journey is to implement Lean Manufacturing at all managed operations. The operating environment for mine managers continuously evolves and effective mine managers must be flexible and adaptive to meet challenges. Governance and regulation constantly change in an environment of commodity cycles and finite resources. This increases pressure on the economic return achieved by the operation. As such, effective mine managers must be aware of and manage the operating environment û the broader, issues-based environment not just the immediate day-to-day responsibility of mine managing. This includes delivering on safety, community and environmental priorities. At Rio Tinto Aluminium, part of managing the business is via investment in the area of social partnerships to engage employees and the broader community in Rio Tinto AluminiumÆs commitment to sustainability. The Future Reef partnership entered with the Great Barrier Reef Research Foundation in 2005 forms an important part of Rio Tinto AluminiumÆs climate change strategy. This four-year, A$1 million investment funds programmes looking at the effect of ocean acidification on the Great Barrier Reef. The partnership is a unique example of industry and science working together on an area of mutual and national concern. Modern mine managers require a broad set of skills to effectively deliver outcomes. TodayÆs mine managers must make innovative and courageous responses to determine todayÆs strategy for tomorrowÆs future.

Jan 1, 2006

Milling operations at Misima Mine are discussed, with specific reference to the application of energy and cost saving concepts. Design stage innovations and post-commissioning developments are covered. General operational problems are described with specific reference to problems associated with operating in a remote location.

Jan 1, 1994

During the life of a mining project in Papua New Guinea (PNG), the greatest impact is on the people of the project area and the most intense, day-to-day contact is between these people and the project's field staff. Yet formal structures at present emphasise contact between much higher levels of national government and company personnel. Whilst understandable, this is unfortunate particularly since, given the nature of PNG politics, villagers do have a powerful influence on project success, as recent dramatic events on Bougainville have indicated. A greater role for local views and greater attention to such views by other parties is clearly required. But to achieve a successful marriage between informal village politics and the formal structures of investment procedures will require considerable patience and adjustment. This should be reflected in the cost of project development and be regarded as being as of a significance equal to that currently accorded to the technical aspects of project development.

Jan 1, 1990

By S M. J Koleini, F Hedjazi

The purpose of this research was to study the calcination of lead-zinc flotation tailings from the Angouran lead and zinc flotation plant in Iran as a pre-concentration step prior to hydrometallurgical processing of the oxidised tailings. There is an abundance of these tailings in the Angouran region and making use of these tailings would help preserve national wealth and also reduce the serious problems of environmental pollution caused by the tailings. At the optimal conditions of calcining at 750 - 800¦C for 45 minutes, the sample showed a mass loss of about 19 per cent. Mineralogical analyses showed that under these conditions the carbonate minerals including smithsonite (ZnCO3), calcite (CaCO3) and dolomite (Ca Mg (CO3)2) decomposed to their respective oxides. Hemimorphite (Zn4Si2O7 (OH)2.H2O) converted into willemite (Zn2SiO4) and this transformation postponed the formation of silica gel in the leach solution. The grade of zinc increased from 22.20 per cent to 29 per cent. These mineralogical changes resulted in desirable reactions in the acid leach process.

Jan 1, 2004

By J Pearce, R Ramanathan

hortly after the World Health Organization declared COVID-19 a pandemic, the words ‘social distancing’ entered the global lexicon. The effects on the public of social distancing, lockdowns and travel bans are well documented. They also present unique challenges to the mining industry. For Hexagon’s Mining division, this posed a significant challenge. We have built our business – our reputation – on regional, customer-focused service and support. True to Hexagon’s values of being professional, engaged and customer-focused, we innovated to overcome the distance dilemma. Making automation a reality for our customers by implementing and supporting technology projects from a distance has helped deepen partnerships by making it easier to tap into our global experts’ knowledge. For example: • Body cameras were at the heart of a successful safety installation at a mine in Ghana. Despite the pandemic lockdown preventing travel by our South Africa staff into Ghana, the project was completed with minimal delays. • Traditionally, implementation and training for our Blast Movement Technology solution is done physically at the mine site. With COVID-19 travel restrictions in place, we have developed and successfully employed a remote deployment methodology. • Using RealWearTM headsets in the field and utilising the knowledge management platform from HINDSITE, Hexagon workshop technicians have been able to support hardware repairs in local offices, which once would have been undertaken in our overseas offices. • The same headset is being utilised to provide clients with remote mentoring sessions by our skilled team members who are based in our regional locations and unable to travel to their site without extensive quarantine commitments. • In instances where our team members have had to travel to site, we have provided consumer technology such as VR headsets to help them cope with long periods of quarantine to and from site. Post-pandemic, Hexagon will continue to refine and improve this method of working. INTRODUCTION Shortly after the World Health Organization (WHO) declared COVID-19 (COVID) a pandemic, the words ‘social distancing’ entered the global lexicon. As governments, healthcare organisations and the public scrambled to respond to the crisis, one thing became abundantly clear: isolation was and, for most of us, still is the key to maintaining our health. Hexagon, a leader in sensor, software and autonomous solutions, was well positioned to pivot and assist in the global response to the crisis. From simulations of the effects of social distancing to mapping the spread of COVID in real time, to drone technology delivering COVID tests, to providing communities with transparent geospatial information, Hexagon solutions continue to help ensure that innovation is readily available to those who need it most during uncertain times. The effects on the public of social distancing, lockdowns and travel bans are well documented. They also present unique challenges to the mining industry.

Jun 22, 2022

By G Deans, M Longbottom

OZ Minerals’ Carrapateena mine is one of Australia’s newest ‘greenfield’ mining deposits. It will be a 4.25 Mtpa sub level cave underground operation, with an estimated mine life of 20 years. The integration of stakeholder values to inform project development influenced the social and environmental outcomes. A Native Title Mining agreement was developed in 12 months. Project primary approval was obtained 12 months from submission, with achievable licence conditions and one public comment. The project moved from a Pre-feasibility Study in 2016 to construction in 2018. Following recent international dam failures, the Tailings Storage Facility (TSF) was a focus for Government approvals and stakeholder engagement. Significant effort was made into understanding the science around potential effects, impacts and risks. A leading practice Impact Assessment Framework that identified Sources, Pathways and Receptors was applied. A process of failure mode identification and layers of protection analysis was undertaken for robust design controls at each stage, while simultaneously transitioning between downstream and upstream discharge arrangements. Participatory selection of the TSF site and design layout was critical in managing project costs and environmental constraints, and in incorporating cultural heritage constraints and technical risks.

Jul 1, 2021

Currently all engineering schools face a common problem, an ever expanding technological base which must be presented to students within a fixed time period. Traditionally the programmes of study taken by engineering students destined for employment within the mineral industry include formal instruction in aspects of management to an extent greater than that presented in other engineering disciplines. Providing an adequate coverage of an expanding technological base within a fixed time span can lead to a reduction in the time available for 'non-technical' subjects, such as 'management'. This situation calls for periodic review of course contents and allocations of time. Following consultation with an Advisory Committee representing the mineral industry, mining research establishments, and kindred teaching institutions, the University of Melbourne has revised its mining programme. This programme is offered as an example of how aspects of management such as communications, economics, labor

Jan 1, 1980

By S Amor, A Beasley

This paper provides an example of how industry can respond to the implementation of new regulatory approaches to mining risk, health and safety by adopting a robust, practical, software-based approach to the management of risk accountabilities in terms of competence, experience and suitability for obligations and responsibilities, as required in Queensland Coal Mining operations due to the introduction of Recognised Standard 22 (‘RS22’; Resources Safety and Health Queensland, 2021). Based on the authors’ experience from working with several Qld mine operations, it offers a snapshot of the experiences, approaches and reservations faced collectively by industry as a result of the introduction of RS22. Several challenges exist within the detail of RS22, leading to varied interpretations, implementation strategies and overall compliance between mine sites. Arguably the single biggest challenge identified has been how to find a balance between compliance and practicality – considering cost, operational interruption, available pathways for delivery of competence, ongoing compliance and value adding to the business operations and people. Software-based solutions are increasingly being relied upon to address the introduction of new regulatory approaches and the significant administrative load placed on mining operation Site Senior Executives (‘SSE’) due to RS22 means this case is no different. This is further complicated given the continuous, ongoing changes with the site management structure witnessed by the authors across each of the mining operations as a result of continuous changes to personnel, the site risk profile and an overall mining industry uncertainty of how to respond to RS22. The stringent reporting/notification requirements under legislation compounds this further. The approach put forward by the authors is a well-considered rationale and approach to the application of training and skilling; and equally how to ‘future proof’ the coordination of site training needs around changes to the Management Structure, the Risk Register, skilling processes and succession planning. A brief investigation of other legislative frameworks concluded this approach would likely meet or exceed expectations of jurisdictions across Australia and overseas, making this a highly flexible approach for establishing a competent Management Structure to provide safe systems of work.

Apr 16, 2024

By G K. Robinson

Variations in many aspects of physical and chemical grade are often of concern to mining operations and mineral processing plants. In most circumstances these amounts of variation are predictable. At the time of planning new operations, we should be able to predict the amount of sampling and testing variation which our sampling devices, laboratory procedures and on-stream analysis devices will achieve. We should know how well our stockpiles, reclaimers and bins will homogenise material (or whether segregation will actually increase the amount of variation). We should be able to predict the amounts of variation that will occur on the important time or tonnage scales at the crucial p oints in our proposed operation. And once these amounts of variation are reliably known, mine planning will seem a little bit more like dealing with known knowns rather than like dealing with unknown unknowns.The first step towards quantifying amounts of variation for planned operations is to assess amounts of variation for existing operations. How many operations have estimates of amounts of variation in their databases? How often are people able to partition amounts of variation into amounts due to sampling error, amounts due to sample preparation, amounts due to assaying, and the amount of real variation in the stream of material?CITATION:Robinson, G K, 2012. Making sure that the amount of grade variation is a known known, in Proceedings Project Evaluation 2012 , pp 159-162 (The Australasian Institute of Mining and Metallurgy: Melbourne).

May 24, 2012

By S Dirdjosuwondo, R Plaisance, L Thoma

PT Freeport Indonesia, a subsidiary of New Orleans-based Freeport McMoran Copper and Gold of New Orleans, operates a large mining complex on the Western half of the Island of New Guinea in Tembagapura, Irian Jaya, Indonesia. The IOZ (Intermediate Ore Zone) mine, one of the underground orebodies, is mined by block caving. The area affected by the cave collects a large quantity of rain and ground waters mixing with fine rock particles. The mixture, commonly called æwet muckÆ, sometimes spills into drawpoints and makes the working environment hazardous to the loader operators. Wet muck is observed in an increasing number of drawpoints in the IOZ mine and remote LHD (Load-Haul-Dump) technology has been implemented to handle the ore. The driving force for this automation project has been the safety of the loader operators. The system has been developed mainly in-house and incorporates state-of-the-art features. Up to eight remote loaders and nine rock breakers are controlled from an underground control room located approximately 400 metres from the active extraction panels. The two underground crushers and nine conveyor feeders are also operated remotely from an adjacent control room. The development of FreeportÆs remote system has taken time and considerable effort. Not only the success of the IOZ mine was at stake but also the fulfillment of environmental commitments pertaining to the mill tailings. Approximately eight per cent of the mill feed must come from underground skarn deposits to neutralise the acid-generating tailings generated by the huge Grasberg open pit ores.

Jan 1, 2000

By R D ROSENTHAL

BHP Iron Ore Ltd's Mt Whaleback is the largest single open-pit iron ore mine in the Pilbara region of Northwestern Western Australia. A division of BHP Minerals, one of three core businesses of Broken Hill Proprietary Company Ltd (BHP), BHP Iron Ore - Newman is a joint venture with minor participants C Itoh Minerals and Mitsui. Mine planning for Mt Whaleback generates detailed sequence plans for a long term forecast incorporating equipment requirements, marketing forecasts, and pit development strategy. Utilisation of several computer packages, both commercially available and site modified, are necessary to achieve such a demanding task.

Jan 1, 1992

By D Duan

In this study, aimed at two kinds of ore (lump ore and iron ore fines) and four types of Australian iron ore resources (haematite iron ore, Mara Mamba iron ore, limonite iron ore, and mixed iron ore, such as Newman, MAC, Yandi and Pilbara iron ore), the physical and chemical properties and high-temperature properties were investigated in detail, to master their behaviour and effects in sintering, blast furnace, and non-blast furnace processes. Then, according to the individual properties of Australian iron ores, Chinese domestic iron ores and Brazilian iron ores, etc, the optimisation of ore-proportioning for sintering, blast furnace, and non-blast furnace processes was studied based on the interaction of the individual iron ores and their complementary properties, and the corresponding tests were carried out. The test work results indicated that this method not only improved the technical and economic indexes of sintering, blast furnace, and non-blast furnace processes, but also increased the addition of Australian iron ore. All of these provide the theoretical basis and technical support for highly effective use of Australian iron ore resources in iron and steel enterprises in China.

Jul 11, 2011

At Bulong, the mineralised (>0.8 per cent nickel) ore exists within numerous lithologies, which can and do occur coincidently. It is very important to discriminate between the different host units for estimation purposes, stockpiling and scheduling. This allocation of host unit has relied upon visual interpretation by the geologist recording the information, which can be very subjective by its nature. By using quantified constraints, such as assayed magnesium oxide and iron, the subjectivity of describing the host material of nickel laterite ore is reduced. The constraints permit consistent identification of the various host units, which improves the confidence in the overall estimation and scheduling of the ore.

Jan 1, 2000

The underground storage of LPG and other hydrocarbons is in current commercial use in Northern Hemisphere countries in Europe, Asia and the USA.Elgas Pty Ltd, a 50 per cent joint venture between AGL and BOC, embarked on a worldwide feasibility investigation in 1989 to establish the viability of constructing an underground LPG storage facility in Sydney, Australia, the first of its kind in the country. Elgas recognised that with the limited 19 000 tonnes of storage capacity at Port Botany and the limitations imposed by use of small coastal ships (up to 10 000 tonnes capacity), a larger storage facility was required to utilise higher capacity ships from more remote sources such as the North West shelf and overseas. This would achieve security of supply in high demand periods and economies of scale. The underground option also provides improvements to safety and environmental standards.

Jan 1, 1999

By D Chalmers

After the sustained use of the GAG (Górniczy Agregat Gaśniczy) engine at a Queensland coalmine, it has raised questions as to its effectiveness as a remote firefighting tool. All firefighting apparatus have advantages and limitations, however the deployment of any apparatus must be based on its likelihood to succeed and effectively extinguish the fire or bring it under control. A recent study conducted for ACARP by researchers at UNSW has highlighted that there is more to be learned about the GAG. As coalmines are mining at greater depths and fan pressures are much greater than they were when the GAG was introduced, deploying the GAG may be a total waste ofresources and may place operators at greater risk. When the GAG unit is positioned on the surface of the mine, the pressure it generates has to overcome buoyancy of the exhaust gases and the frictional resistance of the borehole and part of the mine circuit. Buoyancy in deeper holes can lead to the GAG pressure relief system opening, venting out the products to the atmosphere without delivering any product to the mine workings. Additionally, frictional resistance is a function of distance. Deeper holes will have a greater frictional resistance than shallow holes. Delivering sufficient products from the unit will be limited by the available pressure that has to overcome the buoyancy, and increased mine resistance thatconsumes any residual pressure. By documenting the limitations of this unit it will enable better decisions to combat a fire or spontaneous combustion event.

Oct 12, 2022

By R Butler

Contract m1n1ng in New Zealand developed in the coal industry and has become an element in the success of recently opened hard rock gold mines. At Martha Hill, the mining contractor is undertaking a wide range of activities from open pit mining, crushing, conveying, waste embankment construction and drainage.

Jan 1, 1991