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By T E. Norgate

Salinity in Australia is caused by over irrigation and land clearing for agricultural use over the last 100 years. It is now the biggest threat to the quality of land and water in the Murray Darling Basin and Western Australia. Pumping the saline waters straight into the ocean or transporting the solid residue (mainly sodium chloride) to the ocean after evaporation of the water is expected to cost the taxpayer millions of dollars every year. This paper proposes that the salinity problem of Australia, at least in part, can be converted to an asset rather than a liability if it is exploited and used to make value-added products. The more value made out of saline waters, the more saline water is processed and therefore the more salt is extracted from the land. The value-added products that can be made out of saline waters are numerous and diverse. Rough calculations show that value addition to the saline waters could potentially generate up to $A 200 million per annum business in the Murray-Darling Basin. Although it is a challenge to make cost competitive products and find markets for these products it is possible that up to $A 100 million per year may be gained from import substitution. Value addition to salinity would also reduce the threat on the environment and existing agricultural industry. Investment to add value to salinity will create business in the region, nurture the local small population communities, and increase services and long-term employment.

Jan 1, 2002

By Hoppe AJ

Drilling and shooting techniques at Moura open-cut have evolved over a period of 16 years and are the result of hard earned experience combined with established practices and consul- tation with professional services. The wide range of overburden types encoun- ted in the field requires varying methods to achieve the best results at all times. Safe working conditions for the employees and protection of mining equipment is of para- mount importance and close liaison is maintain- ed with the Department of Mines Queensland to keep abreast with changing legislation. Drill patterns, charging profiles, types of explosives and ultimate results are des- cribed in detail along with a resume of equip- ment. Costs of drilling, labour and explosives are also analysed with a total of approximately 20c per cubic metre of shot ground. Future developments and improvements to facilities are also outlined.

Jan 1, 1978

By A C. Robertson

World urban expansion puts constraints on the available land surface area of our major cities both for accommodating people as well as providing infrastructure and services whilst at the same time attempting to preserve the remaining natural environment. Whilst consideration is often given to underground planning for private and public transport infrastructure, the author is of the opinion that the current lack of underground planning of our cities that are suitable for underground development will have major long implications when finally the need for underground space planning is critical and ultimately recognised. This paper identifies the need for our city planners to integrate surface planning and underground planning as a ‘total planning solution’ where the city plan incorporates the elements of underground space planning as identified in this paper. Investigations by the author reveal that there are very few cities in the world that actually incorporate underground space planning in their city plans. The author uses the City of Brisbane as a case study for the potential introduction of underground space planning as part of the city plan. Despite efforts by the author to include the planning concept of underground commercial development in the latest Brisbane City Plan 2014 as well as four underground space workshops in Brisbane over the past 20 year through the Australasian Tunnelling Society (ATS), underground space planning for the City of Brisbane, apart from infrastructure projects, is not considered of significance to the City of Brisbane.CITATION:Robertson, A C, 2014. Commercial underground space – planned development for the future, in Proceedings 15th Australasian Tunnelling Conference 2014 , pp 513–518 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Sep 17, 2014

By Boyd G

This paper describes the planning, analysis, design and operational experience of highwall mining based on auger drilling techniques applied to thick coal seams exposed in an opencut highwall. Being the first time such technology has been used in Australia, a large commitment to technical design and logistics planning was given by Callide Coalfields Pty Ltd. This commitment included technical and operations management and supervision, mine services, and the retention of consultants to undertake geotechnical analysis, instrument preparation and instrument installation.

Jan 1, 1991

By Kilgour I

The installation of a final cleaning column at Ok Tedi Mining Limited was carried out to increase final concentrate grade in order to reduce concentrate handling, shipping and treatment charges and to reduce penalty payments. To fast-track the project a decision was made to install a full-size column on one of the two parallel circuits, designed on information readily available and utilising the experience of mill staff and an engineering consultant, rather than delay installation while a pilot scale program was conducted. A 3.66 m diameter by 12.8 m high column was installed to produce 40 t/h of final concentrate from a combination of rougher concentrate and recleaner concentrate. The column design and sparger system were by Cominco Engineering Services Limited.

Jan 1, 1991

By S Harris, A Bossilkov

The Kwinana (Western Australia) and Gladstone (Queensland) industrial areas are among the few dozens of heavy industrial areas globally that demonstrate significant levels of regional resource synergies. Such synergies are also referred to as æindustrial ecologyÆ or æindustrial symbiosisÆ. Fundamentally they involve the exchange of by-products or sharing of utilities between companies in close geographic proximity to achieve competitive advantage and environmental benefit. A concerted research effort is currently underway to foster greater realisation of regional resource synergies in minerals processing intensive regions, in Australia and internationally. This paper summarises current insights from the foundation research into engineering tools and technologies and enabling mechanisms for regional resource synergy developments. Regional resource synergy developments were reviewed for 16 international and two Australian regions. It was found that Kwinana and Gladstone compare favourably with the well-regarded international examples of regional synergy development. Given the fairly strong evidence that self-organisation is critical for regional synergy developments, an implementation model has been proposed that captures entry points for synergy developments at the level of platform (industry collaboration), process (developing synergy opportunities) and project (assessing and implementing specific synergies). It was also found that regional synergies have so far developed in the absence of specific methods for identification and screening of synergy opportunities. Moreover, very limited attention has been paid to the associated technological and engineering challenges. The current technical research effort therefore targets: the development of a toolset for the identification and development of potential synergy opportunities; and assessment of technology needs and opportunities for regional synergies involving water, energy and materials recovery and reuse.

Jan 1, 2006

Opening AddressThank you for inviting me here today to open what promises to be a significant conference on the technological aspects of extractive metallurgy. I would especially like. to welcome delegates who have travelled great distances in order to contribute to, and be participants in, this examination of the technical innovations which have always been a crucial part of our industry.

Jan 1, 1992

By Slater R

The initial planning and detail design phase leading to the development of a 7.5 m internal shaft to service the deep 3000 and 3500 copper orebodies at Mount Isa, Queensland is well advanced. The choice of internal shaft access was made over alternative methods such as a decline from existing levels and borehole hoisting. The resulting access development requirements and shaft configuration for production have been determined. Several techniques are being studied for shaft development. These include the application of blind shaft drilling and large hole reaming methods as well as conventional sinking techniques. As the 3000/3500 Orebodies extend from 1000 metres to more than 1800 metres below the surface, high stress conditions and ground temperatures ranging from 45CC to 62CC are anticipated. The effect of these on the methods being investigated to create a favourable working environment will influence the final choice. Exploration diamond drilling is in progress to confirm the geology of the orebodies so that planning for their extraction including refrigerated ventilation concepts can proceed.

Jan 1, 1982

The construction of mine headframes of reinforced concrete is not a new departure as many structures have been built of this, material particularly in Canada and South Africa. This type of construction has been satisfactorily tested in service and is now accepted by the mining fraternity.The two headframes at New Broken Hill Consolidated Limited are the first structures of this type to be built in Australia, and provide an interesting application of reinforced concrete design and construction.Reasons for Adoption of ConcreteDuring 1947 the writer visited D.S.A. and Canada and inspected three headframes, of reinforced concrete construction.Leading details are as follows:(i) Hollinger Gold Mines. (Timmins, Ontario) : Height of sheaves 110 ft. Shaft has provision for 4 skips each of 12,000 lb. capacity. Structure incorporates surface crushing plant.(ii) International Nickel Corporation-Murray Shaft (Sudbury): Height to sheaves 153 ft. 6 in. Shaft provides for 2-12 ton skips and 2 cages. Surface crushing plant built integrally with frame.(iii) Asbestos-Johns Manviae (Quebec): Height of sheaves 116 ft. Shaft provides for 2 skips 200 cu. ft.

Jan 1, 1956

The application of methods using large diameter down holes has become an important facet in both the development and stoping operations of mines within the Aberfoyle group. Holes of up to 98 metres (vertical) and 78 metres (inclined) have been successfully used in stoping operations. A number of rises have been developed to meet ventilation, servicing and escape-way requirements. The most ambitious rise to date has been a..vertical 93 metre long by 4.50 metre square ventilation rise. Although some early problems were experienced, the ultimate successful completion of this rise has enabled the technique to be incorporated with confidence in future mining plans. This paper summarises experience in long hole rising techniques, their evolution from the original cratering concepts, and the approach to further development of these techniques.

Jan 1, 1982

By A Chadwick, J de Ross, C Adams

Imagine a æshinyÆ new mine, $1 B in the bank and record commodity prices. So how does a company and its management team create enough tension to maximise profit and to establish a culture that can weather the good and bad times?That was exactly the situation the team at OZ MineralsÆ world class Prominent Hill mine in South Australia faced in 2009.Three years later, the harder times have come - lower though still healthy commodity prices, rising industry costs, fierce competition for talent, geological and technical issues (common to developing mines). However, the company was able to maximise profit during the good times and equip the culture to deal with the tougher times with minimal turnover.Through the combination of simple systems and processes, people development, application of commercial technical acumen and a combination of yin and yang leadership, OZ Minerals has achieved something quite rare - sustainable continuous improvement.The journey started with a vision. The EGM Operations created the æsparkÆ. The dream was to create a æfranchise mineÆ that could be rolled out to new mines and acquisitions as the company grew. However, the real leadership came from his lieutenants who provided the important yin and yang. The GM commercial provided the tools, processes, systems and the bottom line focus. The GM operations focused on culture, leadership, training and sustainability. This powerful combination (along with some good old persistence) was able to create the critical mass required to make continuous improvement go æviralÆ.This paper explores this unique case to uncover the essential ingredients that were created and mixed together. It will touch on the key human, technical and system elements that helped achieve significant improvements in plant recoveries, mine throughput and operational efficiencies, while overcoming human capacity, geotechnical and contractual challenges.CITATION:de Ross, J, Chadwick, A and Adams, C, 2012. How to create a perfect storm, in Proceedings International Mine Management 2012, pp 239-250 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Nov 20, 2012

By D A. Sims

This paper outlines the contributing factors to a series of erroneous Mineral Resource estimates which led to considerable loss, including significant reduction of mine life and consequently a large write-down of asset value. The error prompted divestment of the mineral asset in the short-term by the owners, a major mining company. There were multiple and complex contributions to the result: • The mine was undergoing a transition in the deposit geology with increasing depth that was not accommodated in the models. Early indications of the geological transition in initial drilling were generally unrecognised in resource modelling. The shortcomings of the models became apparent with increasing infill drilling and subsequent production reconciliation. • There was a lack of recognition of, and confidence in, site-based input and skills by corporate technical management. The site had a reputation internally for over-delivery to plan early in its life and that supported the anticipation of ongoing metal delivery into the mine plan by management. • A corporate lack of confidence in site being able to adequately domain the mineralisation led to the use of a CIK domaining process, rather than one which was geologically based. This domaining process led to gross over-statement of mineralisation trends reflected in the subsequent OK estimate. • Timelines on the outsourced estimation process were so short that validation was not possible. Obvious errors in the estimate versus data were not able to be used to correct the issues and the site’s Competent Person sign-off occurred without adequate checks. This case study is presented to reinforce the concept that Mineral Resource estimates are not solely based on the ability of the Competent Person to satisfactorily guide the process. There are usually multiple complex issues in the estimation process which need to be recognised and considered in judging reconciliations of model to actual.

May 24, 2023

By Clarke RG

Renison Mine was developed as the first all diesel mine in Australia. The foresight of the early planners in committing the Mine to Decline access has paid dividends in the past two decades with Renison Mine establishing itself as one of the most productive underground mines in the world. The excellent productivity has also resulted from the development of mining equipment technology, both on the part of the equipment suppliers and through the coordination of the Mining, Automotive and Technical Design Sections at Renison Mine. Constant improvements in truck and loader design, the design of specific equipment to carry out specialized tasks such as installation of services, scaling and ground support and the conversion to electrically powered equipment have been ongoing at Renison. Currently, larger scale trucks are being investigated for ore and waste haulage due to increased haulage distances and production requirements. It appears as though an articulated low profile truck of around 50 tonnes capacity may provide the short term solution based on the performance data available.

Jan 1, 1982

By A Gustafson, G Shekhar, P Boeg-Jensen

The amount of material extracted from each blasted ring in sublevel caving mines is vital when deciding the overall mine production target. The orientation of the production drifts is normally perpendicular to the strike of the orebody, and rings are blasted from the hanging wall side to the footwall side in a retreating manner. For an inclined orebody, a given ring will contain different amounts of material based on its relative position along the production drift. This layout creates a distinctive problem with respect to the extraction ratio optimisation along the axis of the production drift. This paper describes the current drawpoint control strategy practiced at LKAB and presents the variation of drawpoint performance parameters along the production drifts. It uses automatically generated data from a bucket weighing system that measures tonnage drawn per bucket, and it classifies the blasted rings into four zones based on their relative position along the production drift. It considers the loading procedure for blasted rings at Kiirunavaara mine and analyses the variations in drawpoint performance along the production drift. The paper finds that although the current draw control strategy is sensitive to ring position along the drift, it could be modified to optimise the final extraction ratio.CITATION:Shekhar, G, Gustafson, A, Boeg-Jensen, P and Schunnesson, H, 2016. Draw control optimisation along the production drift in sublevel caving mines, in Proceedings Seventh International Conference and Exhibition on Mass Mining (MassMin 2016), pp 241–250 (The Australasian Institute of Mining and Metallurgy: Melbourne).

May 9, 2016

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

MERLIN, the Queensland Department of Minerals and Energy's corporate geographic information system, provides ready access to all georeferenced data held by the department. Its aim is to provide a consistent, current, statewide coverage of timely information to assist in tenures management, exploration targeting and competing land use decision-making. Initially developed in 1988 and under continual enhancement since then, its functionality is the result of on-going close consultation with a wide range of departmental clients and potential users. A true geographic information system, MERLIN maintains both graphical data with linked textual information on a wide range of features of interest. The proprietary software products Arclnfo and Oracle are used to hold the graphics and attribute information respectively. Access to information is provided by a specially designed graphical user interface programed in-house. Hardcopy output of graphics displays including related attribute data as well as detailed reports of textual information can be retrieved at any departmental office. MERLIN is a network of computer systems which link each of the Department's regional offices and head office in Brisbane. The current state of exploration and mining is maintained by departmental officers processing tenure applications, transactions and dealings directly into the system. Data entered at regional offices are transferred overnight to head office to up-date central records and maintain a currency of data statewide as at the close of business the previous day. Through MERLIN the Department of Minerals and Energy now offers a much streamlined tenures management service as well as access to information about past exploration and mining, Queensland's mineral and energy occurrences and resources, and up-to-date information on the state's geology including maps, boreholes, geophysical surveys and field observations. In the future, this Geographic Information system will be invaluable to the mining industry in the development of mining projects.

Jan 1, 1995

By L Lachance, F Flament, D Leroux, S Gariépy

The pervasiveness of poor sampling practices in and around mineral processing plants could seem intriguing in view of the various documented evidences both for causes and consequences. To this extent, this paper revisits the well-documented but lesser-known fact that failure to care sufficiently about how samples are selected and managed is the mother source of almost all sampling biases. The authors believe that the potentially huge leverage between causes and consequences as well as the diversity of people involved in sampling call for a globally integrated solution rather than for a point solution. Such a globally integrated solution has already been put forward by the AMIRA P754 Metal accounting – code of practice and guidelines (AMIRA, 2007) that inherently requires accuracy to be targeted, measured, reported and managed. Furthermore, always in order to avoid a point solution, several layers of protection against biases must be put in place with each one involving a different ownership whenever possible. This is exactly the role intended by the supervisory bias detection method described in this publication. It is based on the continuous monitoring of the expected value of reduced residuals obtained from statistical data reconciliation conducted in a metal accounting context. This supervisory bias detection method is developed in full details after which Monte Carlo simulations are done on a mineral processing plant example for showing how it can be successfully applied for detecting hidden biases.CITATION:Lachance, L, Leroux, D, Gariépy, S and Flament, F, 2014. Detecting sampling biases in metal accounting, in Proceedings Sampling 2014 , pp 109–120 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 29, 2014

By P Cooper

Continuous improvement using six sigma methodologies commonly follows the DMAIC methodology of define, measure, analyse, improve and control. A key requirement in the use of this approach is to ensure that data is trusted, validated and contextual. In today’s production environments it is common to find disparate technology comprising the system architecture and highly customised interfaces between the various technology layers. This complexity often leads to inaccurate data presented at the operations management layer or worse, data that is not trusted. Identifying defects and making corrective actions cannot be efficiently carried out unless trusteddata can be easily obtained with a production context. It is also common to find that disparate systems of this nature present information in multiple ways and through multiple presentation systems. This paper discusses how the use of web-based technologies in an integrated technology stack can aid the accessibility, accuracy and trust of data used in decision-making and also how a unified visualisation environment can lead to greater operator efficiency.

Jul 11, 2011

By C Catania

Mining companies and operations across the globe typically target best practice financial management, along with a focus on economically driven mine plans. Not only is this inherent in running a successful mining business, but also critical in addressing investor scrutiny. The standards for social and environmental practices is less consistent than this, with most companies adopting standards that are driven through legislative and compliance requirements of the nations in which they operate. Although there is still room for improvement, Australian is a country that stands at the forefront of social and environmental legislation, driving more sustainable planning practices for mining operations, with an ever-increasing focus on mine closure considerations. Of the many nations yet to reach such a legislative position, Kazakhstan is a place where some companies are driving towards world class standards beyond what is government mandated. CITATION:Catania, C, 2018. World-class mine planning for a sustainable future in Kazakhstan Mining, in Proceedings Life-of-Mine 2018, pp 6–7 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 25, 2018

This paper details successful implementation of a revolutionary pit access system involving excavation of an 'in-the-wall' ramp at Three Mile Hill open pit operated by Gold Mines of Coolgardie, formerly Goldfan Limited, at Coolgardie, Western Australia. Three Mile Hill is a medium-size, open pit, gold operation typified by hard, competent, fresh rock conditions from near surface. The project involved construction of a haulage tunnel or decline access located in the wall of an open pit in place of a conventional pit access ramp. Works undertaken as discussed herein included excavation, support, ventilation, dewatering, services installation, commissioning and monitoring. Prior to implementation, the conventional hardrock pit slopes and designs were constrained by the presence of infrastructure and a main road to the North and by adjoining leases to the Southeast. The combination of these factors and economic considerations resulted in a decision to proceed with an innovative in-the-wall ramp access system that is believed to be the first of its type in Australia. Back-analysis indicates that implementation resulted in a cost saving of as much as A$3.6 million and increased mineable pit reserves. The paper deals with the successful implementation and operation of the in-the-wall ramp haulage as well as an economic evaluation that is aimed at drawing some general conclusions on favourable conditions for implementation in other mining scenarios.

Jan 1, 1996