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Until recently, nickel laterite projects have been largely ignored, due to their supposedly higher treatment costs compared with sulphides, and to their perceived processing difficulties. A number of laterite projects in the 1970s were abandoned because of high capital and operating costs, while others experienced severe technical difficulties. Conventional wisdom had it that laterites would not be exploited until most of the sulphide orebodies had been depleted. Why then, have Australian mining and exploration companies started a resurgence of interest in the treatment of nickel laterites? It all began with the Bulong project, which has been under study since 1987, while more recently two further projects, Murrin Murrin and Cawse, have been initiated and are being fast-tracked to take advantage of the current high nickel and cobalt prices. A further project in NSW, Syerston, has also been investigated at bench-scale, but no further development has yet been announced. All these projects have the following advantages: 1. Good location near a major mining centre and,reasonably close to power, water, roads, accommodation and a developed service industry. 2. Straightforward, low cost mining. 3. Low cost of acid or sulphur. 4. Good to very good cobalt credits. In addition, there have been significant technological developments in the design and operation of high pressure autoclaves and high rate thickeners, as well as solvent extraction and electrowinning technology. This has helped to decrease capital costs and technical risks, and has allowed the development of alternative flowsheets to the existing laterite operations (Taylor, 1996).

Jan 1, 1996

By F A. Rosyid

Mineral resources are national assets which must be capitalised for national development. Those assets should be transferred into real economic capital and then into social capital to achieve national/regional prosperity. Successful development in the mining industry will depend on the correctness in determining the role of mining industries for regional development. Using the context of sustainable development, this paper will analyse the concept and process of mining industry development as an accelerator to achieve regional sustainable development, using the mining operations of PT Newmont Nusa Tenggara (PT NNT) in Batuhijau, Sumbawa Barat Regency as a case study. In the premining activity phase, Sumbawa Barat was dependent on the agricultural sector. Agriculture contributed around 40 per cent of the regional gross domestic product (GDP). Meanwhile, in the activity phase, mining became the sector with the biggest contribution to regional economy. From its operation in Batuhijau, PT NNT contributed around 70 per cent of the regional GDP per year since 2001. In year 2000, the GDP had increased 170 per cent from its figure in 1999. However, due to its depleting reserve, PT NNT will finish its activity in Batuhijau by year 2015. Consequently, the Government of Sumbawa Barat Regency must develop other sectors in the post-mining phase to sustain economic development. Based on location quotient (LQ) and input-output analyses, Sumbawa Barat should develop its priority sectors, ie agriculture, trading and hotel, services and construction to achieve sustainability after mining life. Development of these non-mineral sectors is expected to sustain economic growth in the region.

Jan 1, 2008

When the writer first saw the square-set timbering, he was at once impressed with the fact that the frames made by the sets, along the lode amI across it, were composed of panels with rectangular openings, and it was puzzling to understand howsuch a collapsible construction could resist pressure that came unevenly on it. Later he learnt that the sets did not satisfactorily resist such pressure, but mullock filling had, to a great extent, to undertake this duty for them. So it appeared that the setswere practically an expensive scaffolding, enabling the miners to work in the face and carry the stope forward, till the filling was put in behind them to take the pressure of the roof and sides of the excavation. Of course some of the pressure is takenby the sets, but this is because the set timbers prevent the filling being done perfectly; if it were practicable to remove the sets before filling, the filling by itself would more effectively support the back and wall, than do the combined sets andmullock. On the whole, therefore, the sets can hardly be said to be of much benefit where pressure has to be resisted. Despite this, the system has been of immense service in mining wide lodes, but for all that, it can only be pronounced a makeshift.This is no reflection on Deidesheimer, the famous originator of the square set, for, as will be shown later on, this way of...

Jan 1, 1911

With the use of 86 rock drills of the jackhammer type at the West Lyell Open Cuts of the Mt. Lyell Mining & Hailway Co., it is of importance to determine the economic as well as the physical life of these machines. With this purpose in mind records have been kept of the footage bored and the cost of new parts placed in each machine, and the following procedure adopted.A graph is plotted for each machine showing the footage bored as a horizontal line and at each 5,000 feet of boring the total cost of new parts noted on this line. (See l"ig. 1.) Thus at a glance it is possible to see... the amount of work done by each machine and the money spent on it in new parts. However, it is difficult to visualise from this graph the increase in the cost of new parts for each machine as its life advances. To obviate this difficulty a curve is plotted with the cost of new parts as the vertical component and the distance bored as the horizontal component. As before the cost of new parts are taken at each 5,000 feet bored. (See Fig. 2.) The curves so obtained are particularly interesting for two reasons:1. Each machine has its characteristic curve.2. The curve always steepens.Some machines are found to have relatively flat curves, others flat curves for approximately 15,000 feet of boring, and others steep gradients from the begining.This demonstrates that it is not always economic to discard a drill after it has been in service for a certain length of time or after it has bored a specified number of feet. Each drill has its own characteristics and so must not be regarded as one of a class, but considered on its own performance.The following use of these curve diagrams has been made to determine whether a machine has reached the end of its economic life. Figure 3 shows...

Jan 1, 1942

By T Klinge, P Field, N Sugden, D Trenberth

Mining remains one of the key industries in Australia and many other countries with mineral wealth. In Australia, mining contributes 8.8 per cent to the countryÆs gross domestic product (McKay et al, 2000). In Queensland alone, mineral and petroleum industries contribute approximately $9.4 billion to the StatesÆ gross state product (2001/02) (Young, 2003). Increasing pressure on mining companies to perform in a global marketing environment requires mine management to consider more innovative ways to manage their resources û human, plant and equipment û which includes the gathering and analysis of operations data and information for improved decision making. For any mining operation utilising rubber tyred equipment such as trucks, front-end loaders and ancillary equipment, annual expenditure on tyres and related items can be significant. Even a small reduction in tyre operating costs can have a real effect on the business bottom line performance in the short term. Tyre Application Risk Management (TYREARMÖ) can provide substantial benefits in the long term across a number of KPIs not just through reduction in direct tyre expenditure but through flow-on improvements in safety, productivity and reduced environmental impacts. Several accidents involving tyres have also highlighted an increased need to consider the hazards and resultant risks arising from operations of rubber tyred mining fleets (Torlach and Johnston, 1990). This paper presents the process and results of achieving sustained safety and business improvement through the strategic alliance between an earthmover tyre management service provider, Klinge and Co (Klinge) and a BHP Billiton coal mine. The accompanying case study demonstrates in some detail the overall methodology, and the tools and technologies used where active management of data, its analysis and decisions taken have resulted in a 43 per cent improvement in tyre cost performance and a corresponding reduction in tyre-related downtime since the beginning of the alliance.

Jan 1, 2003

By Juniper LA

ERM Consultants Pty Ltd was established in 1980 for the purpose of introducing a disciplined coal technology and power station planning service, to support Australia's efforts in establishing a major export steaming coal industry. At that time, major coal exploration programs were mounted on more than 50 potential export coal deposits with proven open-cut reserves to export 200 Mt/a of coal. The fact that Australia achieved an export trade of only 30 Mt/a, equivalent to the energy requirements for a population of around 5 million people, illustrates the very small achievement to date. The main reasons for this small export steaming coal growth have been: 1. Failure to convince potential overseas coal buyers of the benefits of coal-fired power generation, and the ability of proper power station design to overcome environmental problems, and achieve reliable operation and long life when burning Australian coals. 2. Failure to promote Australian power engineers to advise on the use of Australian coals, resulting in Northern Hemisphere power station experience dominating in market countries. 3. Failure of governments to draw on privately practising Australian power engineers and coal technologists in technical workshops, presentations and assistance to overseas countries, to ensure that personnel whose business it was to serve the follow-on needs of countries were readily available. The result of these failures has been that: 1. Only a fraction of prospective overseas coal-fired power projects have proceeded. 2. Australia has had no influence in the design of overseas power stations to ensure that potential customers would be confident that Australian coals could be reliably burnt in their boilers.

Jan 1, 1987

A method is presented for calculating the number of cycles of stress to failure of a drill rod from operating variables; a mathematical analysis by Cooper of the stresses present in drill steels is applied to the forged collar, i1i-in. hexagonal hollow drill steel in common use in Australia; and an estimation is made of the dry fatigue limits at various points along a drill rod.It is shown that these calculations predict failure at a 'point where failure rarely occurs, and do not predict that failure should occur where it does in practice. The reasons for this anomaly lie in the neglect of bending stresses in the stress calculations, and in failuredue to corrosion fatigue at a preferred section rather than to simpler fatigue under non-corrosive conditions.INTRODUCTIONIt has long been recognized that failure of metal sections by fatigue is influenced both by the number of cycles of stress imparted to the section (N) and by the magnitude of this cyclic stress (8). In this paper, both Nand Shave been calculated for rods which have failed in service, and whose operating history is known. While the calculation of the number of cycles to failure is·simple, the calculation of stress is more complex. The results of stress caIculations predict that failure should occur only hi short rods, and then preferentially at the tip end rather than the shank end.However, in actual fatigue failures of steel rock drill rods, approximately 75 per cent. of such failures are close to the shank end, and failures near the tip end are rare.The usual explanation given for this high incidence of shank-end failures is that at the point of failure there exists, in forged collar steels of the type common in Australia "hardness valley" or. "m'etallurgical notch". This narrow valley in hardness is a weakness, and failure is expected to occur at the weakest point at the bottom of...

Jan 1, 1955

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

Jan 1, 1997

By M McLean

This paper deals with change strategies on brownfield and greenfield sites in extractive industries. It draws upon contemporary experiences across Australian, Indonesia and Papua New Guinea (PNG). Change strategies can be used when owners of an extractive industry operation want to optimise their resource. This paper draws upon many tried and proven theories and practices, including the findings of the Tavistock Institute (Trist, Emmery, Bamford, Jaques), as well as the concepts of Adult Learning espoused by Malcolm Knowles and is supported by learnings of Australian based management consultants. This paper reviews a range of approaches that have succeeded in the integration of systems, machines and people, with the key corporate objectives of: increasing productivity; decreasing cost; improving on-time delivery performance and achieving long-term survival. Such integration needs to be measured to show the outcomes from the change strategies and the authors have worked within many measurement regimes and metrics but for the most part, found that JaquesÆ set of metrics being æquality, quantity, resources and timeÆ has gained currency across many Australian operations. This paper contends that investing money in machines alone without a commensurate investment into the people side is counter-productive. Further, if there is not an understanding of processes, ie stable and capable, core and support processes, then all that new technologies will do, is to make what is done badly, only quicker. Recent interventions for the most part, have been cognisant of this balanced approach towards change management. The change strategies described are across extractive industry implementations, using a number of tools and techniques drawn from Continuous Improvement and Six SigmaÖ (registered trade and service mark of Motorola Corporation, USA).

Jan 1, 2006

Peko Mines, a Division of Peko-Wallsend Operations Limited (PWOL) has operated several small underground mines in the Tennant Creek district of the Northern Territory supplying ore to a central treatment plant. The Argo Mine is the most recently developed by Peko Mines. A magnetic anomaly was identified from low level airborne magnetics in 1960 and drilling, which commenced on the site in 1969, was halted in 1974 and resumed in 1980 following the rise in the price of gold. By mid 1983 a resource of + 200 000 tonnes of 12 g/tonne Au had been outlined and a decision to develop the resource was taken following the drilling of three further diamond drill holes which did not significantly alter the value of the resource. The small size of the orebody could not support the full capital cost of two shafts and a single entry mine plan was developed to extract the ore at a rate of 15 000 tonnes per month and to provide all the safety features, ventilation systems and services of a two shaft mine. In December 1983 a contract was let to Allied Constructions Pty. Limited (Allied) to sink and equip a 4.8m shaft to a depth of 410m and to convert the headframe and winder, which are leased for the life of the mine by PWOL from Allied, from a sinking to a production configuration. Shaft equipment designed by Hardcastle & Richards Pty. Ltd. (H & R) in conjunction with PWOL includes a skip/cage, counter- weight, and an auxiliary cage on rope guides, a sealed ladderway and exhaust air ducts.

Jan 1, 1986

By M J. Ireland, D P. Horne, S J. Simpson

The Sinclair Nickel Project, wholly owned by Xstrata Nickel Australasia (XNA), includes an underground mine, a concentrator, a village, an all-weather airstrip and associated mine infrastructure. The operation is located 70 km north of Leonora in the prospective and historically productive eastern Goldfields region of Western Australia. Xstrata Nickel has successfully developed the Sinclair deposit into a 350 kt/a operation since its discovery in November 2005, with contained nickel metal production to date in excess of 10 600 t, of which 5500 t is from the underground operation.The narrow, continuous, medium-grade Sinclair nickel sulfide deposit accessed by the Phoenix Decline has a shallow 15¦ - 20¦ plunge that is approximately 1000 m long down dip and open at depth to the north. The flat plunge and low-grade nature of the orebody presents challenges regarding the amount of horizontal waste development that can be economically excavated, which in turn affects ventilation, egress, mine services and diamond drilling.The mineralisation is hosted between an ultra mafic hanging wall and a basalt footwall and is being mined using a bottom up, sublevel open stoping method. The stopes are retreated to a central access, filling voids in the process with waste mullock where possible and using cemented mullock fill where end exposure is required. Tight filling the flat dipping hanging wall has proved to be challenging given the angle of repose for the waste mullock fill is steeper than the angle of the hanging wall.Reconciliations of mine performance against the original feasibility study show positive changes and operational optimisations enabling Sinclair to achieve its mining targets in a safe, sustainable and economic manner. This paper discusses the mining operations associated with the first two years of the Sinclair Underground Nickel Project, providing an overview of the various issues encountered and the lessons learnt in the process.CITATION:Ireland, M J, Horne, D P and Simpson, S J, 2012. Overcoming mine design and production challenges at the Sinclair underground nickel project, in Proceedings Narrow Vein Mining 2012 , pp 37-48 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Mar 26, 2012

By S Coughlan

"A personal account of my journey from a student from suburban Melbourne in the 1970s through 40 odd years in and around the mining industry including the important events that have moulded my thinking and, as result, have formed the guiding principles of the mining contracting business and related entities that make up the Byrnecut Group. On reflection the game of chance has played a big part in the journey, from the selection of initial study based on my parents financial capability and the one and only offer of early employment by Western Mining Corporation where the formative phase of my career took place in what was the vibrant can do environment that existed in Kambalda in the 1970s and early 1980s. Subsequently the unplanned meeting with Frank Lubbock drawing me back to Kalgoorlie from Fiji in 1987 and the resultant formation of a private mining contracting business, the excitement of the mid 1980s Kalgoorlie mining environment followed by the turmoil of the 1987 stock market crash where business survival was the game, resulting in a relationship with the German based Thyssen Group.Thereafter the development of a large privately owned international multifaceted mining services group and the principles behind that growth. These include: development of strategic personnel and retention of those personnel cashflow management and debt within a private company scenario recognising opportunity for synergetic growth but insisting on market forces driving those business elements, as opposed to internal divisions group-wide sustainable business systems, particularly in relation to leading safety and training processes innovation and renewal to provide the elusive advantage in a competitive market the role of entrepreneurial small businesses in development of technology.The above principles combine to make a margin in a cut throat contracting environment, competing on the world stage against other contractors and owner mining options.CITATION:Coughlan, S, 2014. A miner’s journey, in Proceedings 12th AusIMM Underground Operators’ Conference 2014, pp 3–10 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Mar 24, 2014

By D Monaghan

Pumping water for dewatering and water supply is a major component of electricity consumption at mining operations and hence is a significant contributor of greenhouse gas emissions. Pump systems at a typical mine site can be broadly split between above ground centrifugal pumps (generally used for water transfer) and submersible borehole pumps (generally for dewatering and/or water supply). In contrast to above ground pumps, submersible borehole pumps can be subjected to varying duty points (total pumping head and flow requirements) as a result of changing bore water levels and yields, particularly in mine dewatering bores. Typically, much higher pumping rates are required at the commencement of dewatering to remove groundwater storage and to intercept sufficient groundwater throughflow to achieve target drawdowns. Once target drawdown levels are reached it often only requires much lower pumping rates to maintain target drawdowns. Pumps sized to remove the large initial volumes of stored groundwater often end up too large for the lower flow rate required for æmaintenance pumpingÆ. This often results in pumps operating inefficiently, a problem which can be made worse when pumps are throttled to reduce the pump output to better match the reduced bore yield. Current standard operating practice places little emphasis on the electricity consumed by pumps, with the focus often being on minimising capital expenditure (æIf it ainÆt broke donÆt fix itÆ). Submersible pumps can have extended service lives of ten to 20+ years. However as the capital cost of a pump typically represents only five per cent of the life cycle cost, the vast majority of the life cycle cost is energy usage.Through the implementation of a regular review of the operation of borehole pumps, significant reductions in electricity use and associated greenhouse gas emissions can be achieved without impacting the dewatering schedule. In most cases, the capital cost of replacing pumps is more than offset by savings in operating costs. These potential savings become even more significant when considering proposed future carbon tax levees.This paper presents examples of the opportunities for significant reductions in energy, greenhouse gas emissions and overall costs that can be achieved for a range of dewatering scenarios.

Jan 1, 2009

By R Lloyd

Coal Services (Health and Safety Trust) funded ARRB Transport Research Ltd to investigate fatigue and performance of truck drivers over consecutive shifts. The main questions were to assess: What is the most important contributor to acute fatigue in mining? Is it length of shift (eg eight hours versus 12 hours) or is it time of day (eg circadian effects)? What is the limit of successive day or night shifts before chronic fatigue affects operator performance in open cut mines? The project methodology included utilising ARRB Fatigue Monitoring Devices (forced-choice stimulus reaction) in eight haul trucks, testing 24 subjects over several weeks. Each subject filled in a Fatigue Risk Questionnaire on lifestyle and health. Operators worked a 14-night, one day off, 13-day roster of 12-hour shifts in a fly-in/fly-out operation with excellent opportunities for restorative sleep between shifts. A total of 3500 hours of real-time data was collected, representing the first set of objective, real-time driver performance data for Australian mining. The data showed that for a single night of driving haul trucks, there appears to be no effect on operator fatigue from the amount of time on task (for the 12 hours). In fact performance was worse through the first eight hours than the last four. The circadian influence had a stronger affect than working more than eight hours. Of the 14 nights worked at the site, nights 13, 14, seven and two respectively, were the worst. This presents a conundrum for policy makers who may like to place caps on working hours or rosters in the hope that it will alleviate the fatigue issue. It will not. The major finding within this study is the combined influence of circadian rhythms (human body clock) and individual variability on performance. The lifestyle habits and the health of individuals have a profound effect on operator performance as shown by the strong positive correlation between high fatigue risk scores from the Fatigue Risk Questionnaire and poor performance. An individualistic approach would appear to have the best chance of reducing high potential incidents due to fatigue through successive nightshifts.

Jan 1, 2005

Equity finance provides the most suitable and frequently the only access to capital during the exploration and evaluation stages of resource projects when project risk is at its highest. Investors are prepared to provide equity funds in the knowledge that they are compensated for the higher risk they take on with higher potential returns or sufficient upside potential to justify the higher risk. The context of resource projects which determines the role of equity finance has changed considerably. Prior to the resurgence of the gold price and the development of new mining technology many resource projects were selectively mining orebodies by underground methods frequently with limited reserves proved up in advance of mining. The limited proved ore reserves base and the volatility of the gold price all contributed to a higher risk and higher return investment environment in which the use of equity finance was more appropriate and frequently the only option for capital raising. The financial risk of a resources project can be transferred to an underwriter who makes the commitment to distribute the financial risk between a number of investors. There is also the opportunity for financiers to use a mix of equity and debt finance to allow a company to proceed with the development stage where without such a mix the resource project would not proceed. By using a level of equity finance the project becomes robust enough in its ability to service the debt finance facility and the project proceeds with the equity participants receiving a suitable risk reward return. The liquidity from the establishment of a market for the company's securities enhances further capital raising and generally enables the company to satisfy its financial requirements on more favourable terms particularly during bull markets. The role of equity finance in the management of the financial risk during the exploration, evaluation, development and mining stages of resource projects is summarised in Table 1. In more detail the principal roles of equity finance and the ways in which equity finance impact on the risk management of resource projects will be considered in turn.

Jan 1, 1994

By P Hanna

In an effort to improve returns to shareholders, the Australian Mining Industry has consolidated considerably over the past decade or so. Technical services at mines have been re-structured, whilst those at corporate offices have been all but eliminated. A recent study of the role of the geologist in BM Alliance Coal Operations Pty Ltd (BMA), showed the adverse impact on the companyÆs performance due to a lack of geologists. With an education campaign, to demonstrate the contribution of geologists to the æbottom lineÆ and in increasing the options available to the company, the value of the geology role became better understood. The implications of the loss of invaluable corporate knowledge, when long serving geologists left the company, also became clear. Steps have since been taken to increase the numbers of company geologists, particularly on mine sites. In common with other sectors of the mining industry, the Australian coal industry is experiencing a critical shortage of experienced coal geologists, as companies have found in recent recruitment efforts. This is further evidence that the recommendations from the recent study by World Competitive Practices, commissioned by The Australasian Institute of Mining and Metallurgy, æRising to the ChallengeÆ have not been adopted. People, and the mineral resource base, are the assets from which mining companies gain a sustainable competitive advantage. Geologists, as the nexus between the resource base and people, are in a unique position to enhance the profitability of their companies. To maximise their contribution to the industry, and ensure that they receive due recognition, geologists must adopt a more commercial approach in their work and take a front foot stance in promoting their value to management. Geology is a core competency for all mining companies. The tendency for companies to outsource this function, to the detriment of the company geologist role, is not sustainable in the longer term. TodayÆs geologists need to work closely with management, technical and human resource professionals, universities and schools to ensure their significant value is well understood, and that the industry can attract, train and retain new recruits through the implementation of graduate programs and company career paths.

Jan 1, 2003

As the mining sector increasingly embraces the sustainability agenda, and implements thorough environmental reporting in support of its case for a continued æsocial licence to operateÆ, there is a need for ever-clearer metrics for key areas of impact. It is clear that natural waters are both the predominant pathway and main recipient of the environmental impacts of mining. A new approach to summarising the impacts of mining operations on water quantity and quality is proposed, adapted from an existing generic framework, which is increasingly used to quantify the æwater footprintsÆ of cities and nations. This includes both direct water use and ævirtual waterÆ use, implicit in goods and services used by the mine. In contrast to the existing formulation of æwater footprintÆ, it is here argued that it makes hydrological sense to express the water footprints of mines in areal terms, as equivalent catchment areas. It is also important in the mining sector to capture systematic changes in the scale of impact, which can be anticipated and predictively quantified over the full life cycle. This includes the essentially infinite post-closure phase, during which æremanent water consumptionÆ occurs, either through physical water loss (eg by evaporation from pit lakes) or by ongoing contamination of sizeable flows of natural waters. Methods for assessing the water footprints of mines are now available, and the time is increasingly ripe for them to be applied in earnest in environmental reporting. An example application to a mine in a humid subtropical area of South America is presented. In that case, the mine site itself extended over 106 ha, whereas the maximum water footprint exceeded this by a factor of 27. Although the water footprint can be expected to decline by a factor of ten immediately after closure, sustained evaporation from pit lakes and tailings dams with water covers will gradually increase the remanent water consumption rate, such that the final post-closure water footprint remains about 25 per cent of that encountered during the peak of mining.

Jan 1, 2006

By Whincup P

Hilton deposit comprises en-echelon silver-lead-zinc orebodies with reserves in excess of 50 million tonnes. The host rock to the ore is a dolomitic and pyritic shale/siltstone which dips steeply west. The shale/siltstone is deeply leached and porous, particularly over the Ore Zone where the depth of leaching continues down to 440 m below surface, and constitutes an extensive permeable aquifer system containing a large volume of saline acidic groundwater. Initial production commenced at Hilton in 1987 well below the aquifer. A dedicated dewatering and monitoring programme is in place to ensure security of stoping operations and allow extraction of ore close to the leached zone in future years. Dewatering is undertaken from controlled bores from underground sites. Mine groundwater discharge is presently at the rate of 4000 kl/day with plans to increase to 8000 kl/day. An additional 2000 kl/day of fill and service water and water from secondary aquifers is also pumped from the mine daily. Although recharge rate to the aquifer is minimal, studies indicate that due to the size of the aquifer and future extensions to mine development, dewatering will be a life of mine activity. The investigations which have been undertaken to determine optimum dewatering techniques and schedules are described. These include production bore tests, mine planning constraints and computer aquifer modelling. Gravity geophysical techniques have been successful in delineating the lateral and vertical disposition of the aquifer. The mine dewatering schedule, whose principal component is underground mine drainage, is also outlined.

Jan 1, 1988

An account of milling "methods and costs at Mount Isa Mines Limited up to the year 1938 has been published. The present paper outlines the methods since adopted in the milling of lead-zinc ores and presents a description of the equipment now being provided for the milling of copper ore.The programme approved for the mining, milling and smelting of both lead-zinc and copper ores involves the milling 9f 50,000 tons of lead-:-zinc ore and 35,000 tons of copper ore per month.The crushed ores will be delivered to the surface from alternate levels through No. 2 Ore shaft and conveyed to their respective crude ore bins at the crushing plant. The ores will be crushed and milled in separate circuits in common buildings and the tailings will be stored on a common tailings dump. The water services to the two circuits will be separate.LEAD ZINC PLANTCrushing PlantThe crushing plant described in the previous paper was located adjacent to the Urquhart shaft. The crushing plant had grown considerably over the years by the addition of a 4ft. BY-mons shorthead crusher and a set of Traylor 72 in. x 20 in. crushing rolls and, whilst operating satisfactorily, was difficult to maintain and cramped in many places. As a satisfactory layout for the new copper crushing plant could not be made in the vicinity of the, existing plant, it was decided to construct a new plant on the western side of theconcentrator building and provide identical equipment in...

Jan 1, 1953

Diamond drilling was first carried out at Norseman in the Princess Royal Mine, early in this century. Little concentl'ated drilling was done from then until Western Mining Corporation commenced drilling in 1934. Since then Central Norseman Gold Corporation N.L. has continually employed diamond drilling in exploration of the field. After 1946 the advantage was seen of applying broad pattern surface drilling at Norseman in the reef exploration. In 1953, as a result of the steeply rising cost of drilling and the time taken to penetrate surface material by light equipment, heavier drills and new rigs were introduced. The surface drilling programmes called for a greater monthly or annual footage and to satisfy this new techniques were introduced. The Mitchell-21 machines were discarded and A-3000 machines were installed, firstly under a 48 ft. fixed tower, then mounted on a truck with a 20 ft. tower, and finally on a truck carrying a 40 ft. tower. With the mobile units a compressed air compressor is attached. By use of compressed air with either the Reed roller or Hawthorne bit, rate of penetration of overburden is greatly increased. The mobility of the truck mounted machines has greatly reduced the time required to move from one hole to another, and the use of heavier machines on a three shift per day basis has considerably increased the footage per shift. The general result is an increase to 1,500 ft. of drilling per month per machine, while costs have been greatly reduced in spite of increased wages and diamond prices.The underground drilling technique is described. Analysis of performance has not been made because the drillers performance is subject to shaft routine and service.INTRODUCTIONGold was first discovered at Dundas in 1894, and at Norseman, 14 miles north, in 1895. From that tirpe until 1935 mining activity fluctuated. Following the mining revival in 1935, production in the field has remained comparatively stable. This stability in part has been due to the broader scale of operations of Central Norseman Gold Corporation N.L., and in these operations diamond drilling has played an increasingly important role.

Jan 1, 1956