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This paper contends that optimisation of energy resources through active control and predictive simulation modelling is possible, and that such monitoring leads to large savings in the electricity costs of hot mines (where refrigeration has to be employed). In addition, active monitoring and control can positively affect the establishment of a safe, healthy and productive working environment. In the entire optimisation process certain guidelines were set to ensure that the requirements of the Mine Health and Safety Act were met (South Africa). Varying the quantity of air supplied underground by means of variable speed drive (VSD) fans is one of the crucial factors in the interactive approach towards the optimisation of ventilation, as is refrigeration and the pumping requirements associated with refrigeration. This article highlights the interaction between the amount of air supplied and the effect it has on refrigeration requirements underground. This article also considers the effect that this would have on contaminant control. Various tools are available for ventilation and cooling design for mining. A lot of these tools are based on the assumption of steady state conditions and do not take into account instantaneous changes in conditions, day-to-day, or hour-to-hour (such as for temperature and contaminants). They also do not take into account the optimisation of energy resources related to the creation of the acceptable underground conditions. With these tools worst-case and best-case scenarios are identified, and strategic decisions are made accordingly. Currently, the amount of the fresh air, the velocity of the air, and its general temperature in the mine are only changed when one production phase changes into another (or when unacceptable conditions occur as a result of poor design or neglect). This means that during a specific production phase (which can last for several months), there can be an oversupply, or undersupply, of energy resources, which will obviously affect the concentration levels of the various contaminants (through under or oversupply of air).

Jan 1, 2005

The issue of flyrock is critical to the operation of all mineral extraction sites that use blasting. This paper takes a risk-based approach to identifying, analysing and managing the flyrock hazard. The basic cause of flyrock generation is a mismatch between the energy available and the work to be done. It should be noted that the energy available depends on the charge confinement. This mismatch can be caused by an abrupt decrease in rock resistance (geological weaknesses), overcharging, inadequate delays between holes and rows, inappropriate blast design and inaccurate drilling. The mismatch can come about from two sides; either too much energy (charge) for a fixed burden (work to be done), or insufficient burden (work to be done) for a fixed charge. The main mechanisms of flyrock generation are rifling, cratering, face bursting and secondary blasting. Each source mechanism has different characteristics in terms of vulnerable locations and each requires different control measures. However, all controls require a high level of quality control and assurance. A range of different approaches for managing flyrock risk and determining blast clearance zone dimensions are presented. A prescriptive consequence-based approach is discussed. A conventional risk matrix based approach is outlined with some innovation regarding controls rating and uncertainty ratings. A published semi-empirical approach is discussed. Two examples of quantitative flyrock risk analysis are presented; one involves bench blasting based on a published paper and the second is a cratering example developed by the author based on consulting projects. Finally, a stochastic approach based on published work is presented which simulates cratering superimposed on face bursting mechanisms. Also, a stochastic analysis undertaken by the author of the cratering example is presented. Effective blast emission management is required for two reasons; firstly to reduce and/or eliminate safety risks and secondly to manage public perception of blasting risks such as flyrock. The conclusion of the current research is that the wild flyrock risk can be estimated using existing techniques. Furthermore, both qualitative and quantitative risk management methods as discussed in this paper can be used for flyrock management for a given blasting situation. A combination of both is considered to be best practice.

Jan 1, 2007

By C Robertson, J Campos

The South African mining industry first experienced en-masse use of electronic detonators in the Narrow Reef environment using AELÆs ElectrodetÖ pre-set delay system. In recent years, programmable systems such as AELÆs SmartdetÖ have also established their position, and within both AEL and the mines there has been important learning around the strengths and weaknesses of these systems. In general, the fixed delay systems tend to be more easily appreciated by less-skilled work teams, and are very well suited to simple layouts, especially long, narrow blasts. However, development of programmable row controllers and series delay inserts has greatly expanded the field of usefulness of these systems while retaining most of the simplicity of use. The programmable systems are immensely flexible and therefore able to function under any condition, but require a higher level of discipline and knowledge. Much has been done to address this issue and make the systems user friendly, so the systems have converged to some extent. These systems are both valuable tools for achieving control over blasting in underground and surface applications. The choice of system is very dependent on the prevailing conditions. Accurate timing with electronic enhancements continues to show an increasing range of benefits to mining operations. There is a strong parallel with non electronic initiation systems which helps to understand the appropriate use of the systems.

Jan 1, 2001

By P Hatherly, A Melkumyan, D Wyman

Chemical species distributions in rock sequences can be modelled using Gaussian processes (GPs) to predict the weight percentage between known data points. This method can be improved by dividing the modelled area into regions of different mineralogy. In the context of many iron ore deposits, marker shales give the initial guidance of where these regions may lie. These shales give rise to distinctive peaks in the natural gamma downhole logs, which are conventionally identified by hand. A GP method has been developed to automate this task.Once the appropriate boundary has been located on the basis of shale occurrences, chemical assays from exploration drill holes are used to find the exact boundaries of interest. These boundaries divide the drill hole stratigraphy into regions of different mineralogy, each of which display their own distinct correlations between the main elements and oxides (Fe, SiO2 and Al2O3). Iron ore shows a negative correlation between Fe and Al2O3, but in banded iron formation (BIF) there is a positive correlation between these species. Similarly, SiO2 and Al2O3 have a positive correlation in the shales and ore but a negative correlation in the BIF. Correlations obtained within ore-, BIF- and shale-dominated regions are therefore better than those obtained using the entire log and can be used to improve the results obtained when modelling.

Sep 26, 2011

It is usually the case that the short-term plannerÆs role is occupied by the younger site mining engineer. ThatÆs because mine scheduling is generally seen as a mundane and thankless task. But, short-term planners play an extremely important role in maximising the value of the mining resource, generally the companyÆs biggest asset. A look at any mining operation today will expose the competing drivers behind the operational and strategic plans. Operations are too often faced with pushing short-term constraints. It is the responsibility of the short-term engineer to answer the question of æWhere to next?Æ. In answering this question the young mining engineer is in an environment overflowing with urgency and constraints. Hasty decisions made at this time may have significant adverse consequences to the long-term value of the resource. Long-term strategy must address a broad and expanding number of issues that are generally overlooked by the short-term planner. It takes a holistic, rather than the prescriptive approach of short-term planning to determine the best strategic direction for the operation. To better understand the consequences of decisions made at the operational level short-term planners need better vision of the whole business. The key to improving the mining business is a planning process that integrates the short-term planners role with the overall mining strategy. Future developments in the mine planning process will focus on bridging this ædisconnectÆ between the operational objectives and the long-term goals. Improvements will come from the tools which planning engineerÆs use, and the planning methodology surrounding them. There will be significant hardware improvements to improve the speed with which a short-term planner can evaluate plausible options. Software that maximises the use of the improved hardware will be developed. Complimenting these technological improvements, conceptual methodologies of mine planning will improve to allow strategic planning to be brought within the focus of the short-term planning engineer. In todayÆs mining industry the young mining engineer is embarking on a career where business processes are paramount. This paper discusses the ædisconnectÆ that occurs today between the operational planning and long-term strategy and how this is driving developments in mine planning today.

Jan 1, 2003

Proposals designed to use stockpiles and buffer stocks to achieve price stabilization and better resource use have a long history. They are super- ficially simple to understand. The benefits seem clear. And yet I am well aware that this is not a simple subject: the more one studies it, the more complex it becomes. Worldwide interest in re- source management, while receiving fresh impetus from the OPEC actions, also has a long and chequered history. Those venturing into such ter- ritories must be forewarned of the traps and pit- falls which abound. Interest in these schemes has waxed and waned over the years with the fluctuating fortunes of the producers or consumers. As I write this paper towards the end of 1977, I am acutely aware of the low ruling prices for zinc, copper, and nickel. These sacrifice prices remind me that it is difficult, for example, for a surveyor, to be calm and rational if he is up to his neck in a swamp full of crocodiles. He might be forgiven for forgetting that the aim was to drain the swamp! I am also aware that when swamps are drained, painful and dangerous stumps sometimes stick out. Hence, in looking at the subject of stockpiles and resource management we must not set our sights too high, perhaps not initially hope for perfec- tion, if we want to secure worthwhile changes. My approach is to acknowledge a bias for the market system. We have, however, had experience (remember the 1930s) of some weaknesses in the untrammelled operation of free markets. Thus our international economic relationships over the past 20 or 30 years have been based on a desire to retain as much as possible of a liberal world trading system backed by such organizations as the GATT, IMF, and the U.N. to ensure the necessary cooperation. Some nations have seen this system work only partially in their best in- terests. GATT, for example, has been reasonably effective in liberalizing trade in many manufac- tured goods but far less so in regard to agricultural or semi-processed goods.

Jan 1, 1978

By R Austerberry, S Green

Highly weathered ground, limited collar options and the need to achieve a desired outcome at the lowest possible cost led to the need to adopt a construction approach that had no established design methodology. The newest ventilation shaft at Mandalay Resources’ Costerfield Operations had to be established to a depth of 30 m through poor ground best described as ‘sticky swelling clay’, some of which was contained within an old backfilled pit.The ability to excavate a traditional presink was not possible due to limited space and the introduction of men into the shaft was to be avoided due to the associated safety risks and corresponding increase in cost. Piling in conjunction with raise boring and remote fibrecrete application was identified as a possible solution that could achieve the desired outcome at an acceptable level of risk.Construction of the piles was challenging and required continual refinement until an acceptable level of productivity could be achieved. Limitations on concrete delivery was taken into consideration to ensure hole stand-up time was acceptable and re-drills were not required. The adoption of a set process from alignment, drilling, concrete placement and testing ensured the desired design was achieved. Mine operators should consider the use of piling as a method of shaft stabilisation for the portion of raise bored shaft that passes through the weathered zone.The importance of quality control and attention to detail through the entire shaft construction process cannot be underestimated as issues such as insufficient geotechnical investigation, pile and pilot hole deviation, concrete and fibrecrete quality, as well as delays in the application of fibrecrete can place the success of the project at risk.This paper outlines key learnings from a client’s perspective with regards to the concept, planning, design, execution and completion of a 3.1 m diameter raise bore shaft through both weathered and highly structured ground at the Augusta Mine.CITATION:Green, S and Austerberry, R, 2014. Piling and raise bore construction – key learnings from a client’s perspective, in Proceedings 12th AusIMM Underground Operators’ Conference 2014 , pp 35–42 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Mar 24, 2014

This paper examines the broader implications of recent and ongoing changes in mineral resource managementå and reporting practices and the impact that these might have on mining companies. It is likely that an International Reporting Code will be developed in the near future, based on a number of National codes produced in recent years. However, this is only part of the reporting story, as an International Code brings with it a range of further issues to resolve. For the Code to be effective, there needs to be international recognition and perhaps licensing of Competent Persons and an expanded base of sponsoring professional bodies. Also, in an increasingly global business, shareholders, regulators and other interested parties need to know and understand the general processes involved in resource and reserve estimation and reporting in order to recognise companies that maintain the highest standards. There is a current trend towards greater scrutiny of company performance in a range of areas under the banner of corporate governance, and many changes are happening that will place greater disclosure burdens on all companies in the future. Good corporate governance means management of company assets for the benefit of the stakeholders. For a mining company, there is no greater asset than its mineral resources and reserves and directors are just as responsible for effective management of their mineral resources as they are for financial good practice. The paper looks at the relevance of corporate governance principles to mineral resource management and the changes that this could bring to the way that companies deal with regulators, shareholders, financiers and others. Finally, increased scrutiny and further regulation inevitably means greater effort by the industry and higher costs. Despite this the author believes that there are substantial offsetting benefits to be gained by companies prepared to take the initiative in improving resource management practices and communicating these improvements to shareholders. In order to achieve the benefits however, the industry needs to fully engage in the changes that are taking place û setting its own standards and working with the regulators rather than sitting back and being legislated against. Mineral resource reporting provides a good model of how this process can work and there will be other opportunities in the coming years as the industry seeks to develop best practice in mineral resource management. The author is an employee of Rio Tinto but wishes to point out that the views expressed in this paper are his own and not necessarily those of Rio Tinto.

Jan 1, 2002

For the last decade Australia has been the leading exporter of both steam and coking coal. In the ten-year period 1989 - 1998 steam coal exports increased by 93 per cent and metallurgical coal exports increased by 50 per cent. However, profitability of the steam coal sector has been disappointing. The coking coal sector, especially the hard coking coal segment, has fared better but its profitability was more because of its ability to maintain relatively high prices rather than its inherent productivity. Until quite recently the Australian coking coal sector was widely expected to be able to maintain this comfortable state without undue effort for the three major æpartnersÆ; the companies, the State Government and the unions. But coking coal could now be heading down the path followed by steam coal that ends with long-term over-supply and, despite steady improvements in productivity, poor profitability. Steam coal entered the ænewÆ era of long-term over-supply some years ago. Over-supply was due to the rapid increase in production in Indonesia, often from new mines and Australia. AustraliaÆs production rise was underlain by the apparent belief that the best way to lower costs was to increase production. In the first couple of years costs didnÆt fall much but the additional tonnage was sold at lower and lower prices into the spot market. By mid-1998 the difference between the contract price set with Japanese utilities and spot sales was often in excess of $US12 per tonne. Japanese contract prices and tonnages have since fallen significantly. Steam coal has moved from being a product to being a commodity. Any profits are due more to the low Australian dollar rather than inherent mine productivity. Seaborne coking coal trade has been dominated by Australia, Canada and the USA, with the USA becoming less competitive. Unfortunately, when the Queensland capacity expansion was well down the pipeline, the Asian financial crisis occurred and the Japanese economy entered what appears to be a long-term recession. Contract prices fell 18 per cent, tonnages decreased and some mines have been reclassified as supplying lower priced coking coal. The paper analyses past and expected future trends in labour and mine productivity, rail freight and FOB export port cash and total costs of the Australian steam coal and coking coal sectors and discusses the market outlook for Australia. The future economic viability of the industry is analysed and discussed in the light of the rapidly changing global environment.

Jan 1, 2000

An Environmental Impact Statement (EIS) for a major mining development typically has to address various aspects of surface water management, including some which generally tend to be the more contentious: the diversion of rivers and creeks from areas disturbed by mining, and their rehabilitation; the effective management of disturbed area run-off via the collection, containment and treatment of contaminated water on site in sedimentation dams; the collection, containment and treatment of mine pit water; the decommissioning of surface water storages; final void water quality; and water discharge criteria. Environmental Impact Assessment processes for proposed mining developments in Australia at the state and commonwealth level usually involve a form of Initial Advice Statement (or Notice of Intent), Terms of Reference, an EIS, and a Supplementary Report (or similar) which responds to agency and public comment on the EIS. The EIS is used by approval agencies to decide the acceptability of the Project, and to set the conditions of approval. The conditions are often in the form of a state-issued æOperational LicenceÆ or similar. With mining, the initial approval at the EIS stage is often just a pre-cursor to various other planning related approvals, including obtaining a mining lease. Afterwards, mine plans and plans of operations must be submitted to government at various stages of the mineÆs life, ostensibly to provide the detailed mine planning over periods of one û five years. Despite all this additional planning and documentation beyond the submission of the EIS, government approval agencies are increasingly not satisfied with conceptual water management designs and commitments to an outcome (such as meeting a specified water quality standard) in the EIS. Agencies are also requiring sufficient water management design information to be convinced that the outcomes are achievable. To assist proponents of major mining developments, the Queensland Government has published Technical Guidelines for water management, and Environment Australia has published a æBest Practice Environmental Management in MiningÆ booklet on water management. In addition, the Australian and New Zealand Environment and Conservation Council (ANZECC. 2000) has published Water Quality Guidelines which provide an approach to water management, and provide receiving water investigation trigger criteria. So, what are the water management issues that are likely to be the subject of comment, debate and negotiation prior to the EIS being approved? and what commitments may a mining proponent have to make in order to convince the approval agencies that sufficient investigation and design has been provided? This paper provides some answers to this question, by reference to recent major mining proposals which the author has managed through state and commonwealth Environmental Impact Assessment processes.

Jan 1, 2003

By Sagrabb T

In a company's quest for financing the development of a new mine, it will make calls on stockbroking houses and banks. The choice of the best-fit broker or banker is of great importance, and in the case of the miner, this is a house that has an intimate understanding of the mining industry, particularly one that has a solid staff complement of personnel with operating mine experience at a senior level. The most important document that the company will present to support its financing request will be the Feasibility Study. It cannot be too strongly emphasised that this document must be absolutely comprehensive and cover items including: (a) Geological review; (b) Resources and reserves; (c) Mineability; (d) Mining schedule; (e) Metallurgy; (f) Process plant description; (g) Infrastructure and services; (h) Management and operations; (i) Environmental and social impact; (j) Capital costs; (k) Operating costs; and (1) Financial analysis. The elements listed above represent major topics and require a great deal of expansion in the body of the document. Rothschild Australia Limited assists its client companies by supplying a detailed framework so that they will be in a position give the bank the information it needs to complete its technical `due diligence' study within a mutually agreed time. The client company will advance its position markedly if it uses well-known, reputable consultants to either complete or assist with the various aspects of the Feasibility Study. Such an approach will give the potential financier confidence that the company has taken a professional and unbiased attitude in determining the feasibility of the property in question. Most small- to medium-sized mining companies, both within Australia and overseas, will prefer, or will find it mandatory, to request a project funding package rather than opt for a corporate loan. This is because the company either does not want to tie all of its assets to the performance of one project, or that it is a one or two project company with no other substantial assets and is therefore unable to obtain a corporate loan. Upon receipt of the Feasibility Study, the bank will use the data supplied by the company in its cash flow analysis to build its own financial model. The purpose of this is to examine the timing of

Jan 1, 1994

By P Hanna

Following the Busang fiasco, more detailed guidelines were appended to the latest revision of the JORC Code released in September 1999 (JORC, 1999). Although the definitions and terminology essentially remained unchanged, the additional information in the guidelines has highlighted a number of issues for consideration by geologists undertaking computer-based resource estimations. The three main issues are:Data Integrity û details such as drilling and logging techniques, sampling procedures, assay tests, site visits, data recording and aggregation methods need to be considered. Geological Interpretation û is the Competent Person applying the appropriate software interpretation to the deposit in accordance with the regional setting. Are the correct computer-based tools being applied and are they producing the desired result (without compromise) to the satisfaction of the Competent Person? Modelling Technique û the importance of the relevant experience of the Competent Person not only in regard to the geology, but also with respect to the modelling algorithms and resource calculation methods of the computer software system involved. At the end of the day, it is essential that the Competent Person undertake a reality check on the resource estimation itself. They should also check that the borehole spacing is in accordance with the level of continuity for each critical parameter (such as structure, grade, impurities, etc) for which the resources are categorised.

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

By Laas JJ, Spearing AJS

Considering the capital outlay, running costs and inherent difficulties of backfilling operations at depth the benefits need to be clearly established, quantified and then exploited. Expansion of Vaal Reefs Exploration and Mining Company towards even deeper, highly faulted ground, and the process of establishing codes of practice for the management of rockfalls and rockbursts, required that a sound support strategy be formulated. This paper describes the derivation of an overall backfilling strategy on Vaal Reefs. Use was made of experience gained over some 12 years with backfilling. Numerical modelling was used to estimate potential benefits of backfilling the deepest mining areas still to be extracted. In exploiting a probably unique opportunity, two contiguous mining areas bounded by the same major geological structures, were compared. One was extensively backfilled and the other not at all. Shaft sinking through a backfilled stope added another dimension to the database. Backfilling was introduced in 1985 and several potential spin-offs were expected. These included improved local strata control for fall of ground and rockburst conditions, regional benefits in rock mass stability and mine ventilation optimisation.

Jan 1, 1998

By J E. Everett

A block model of the orebody is used to plan a mine. The first requirement is to identify ore to be extracted, discarding waste, so as to meet target grade, generally in multiple analytes. Commonly, cut-off values are set for each analyte, so as to distinguish ore from waste. It will be shown that, if more than one analyte is important, this procedure is wasteful of ore and a composite cut-off function is preferable.A second requirement is to sequence the ore extraction so that the variability in ore grade is controlled: failure to do so will result either in low-quality ore being marketed, or excessive re-handling being required to blend the ore to reduce the grade variability.A third requirement is that the extraction sequence should be such as to control the amount of equipment movement required, enhancing the equipment productivity.The overall objective, to optimise the Net Present Value (NPV) of the mined ore, is simply stated but complex in realisation, since so many factors, such as target grade, grade variability, equipment choice, equipment movement, and downstream blending all have alternatives which can be traded off against each other, and all of which contribute to the costs and benefits making up the total NPV.There exist commercial packages for ore selection and mine planning. However, they are often of a ‘black box’ nature, and users are sometimes not fully aware of the criteria being applied. In particular, the treatment of quality as a multidimensional vector may be problematic. The purpose of this paper is to discuss some of the issues involved and to suggest an alternative set of approaches, which should complement existing commercial treatments.The discussion will be illustrated specifically by reference to the mining of iron ore, but the issues are relevant to a wide variety of mining situations

Sep 5, 2011

The role of the mine geologist in a business perspective is self-evident to some, but to others it may be a new concept. All mine geologists need to know exactly how they add value to the business if they are to be successful. Alternatively, if they do not add value, then they will become redundant. This paper seeks to understand some of the contributing problems that hinder the mine geologist from operating in a business perspective. In doing so, a new context (for some) is proposed to aid the mine geologist and the operation gain greater value from geology. The proposal suggests how to ensure that the activities of our geologists are intrinsically linked to the business process that we are involved in. The mine geologist can and must play a pivotal role in the success of an operation. To do this, they must understand some principles of business such as:process, customer/supplier relationships, and organisational structure. Our geologists must know the business objectives, understand the product that the customer needs and use their geological skills to deliver the product safely, on time and to specification. As geologists, we can be instrumental in ensuring that the operational environment is structured in such a way that maximum value is realised, not only from the mine geologists but the entire site team. In doing so, mine geologists will realise their full potential in delivering the outcomes the business demand, and therefore be recognised as strong contributors to business success.

Jan 1, 2000

By S M. Stewart

Industry, especially extractive industry, must now give serious attention to the impact its operations have on the natural environment and on the economic, social, and cultural context within which it operates.   While this obligation is statutorily managed, there has been a recent shift towards a culture of self responsibility. Industry is now talking about earning its ôsocial licence to operateö and the importance of maintaining the ôtriple bottom lineö, thus adding environmental and social performance to the usual financial criteria used to measure organisational performance. The social context within which companies operate has also become more sensitive with industry responding to a growing public expectation that it conduct itself in a way that strives for sustainability by operating and developing in a way that meets the needs of the present without compromising the ability of future generations to meet their own needs.   There are glowing accounts of industries engaging and collaborating with the communities within which they are based. In amongst these are also some disasters which result from cultural assumptions, industry created dependencies and the failure to attain community buy-in despite significant investment by the industry involved.   There are also remarkable stories of communities, and action groups within communities, being a significant catalyst for positive change of their natural, cultural and social environment. In amongst these stories there are also accounts of long and drawn out battles; adversarial situations where no one wins; a litany of mistrust, tricks and tactics, with the better resourced party ultimately achieving its primary objectives at the cost of the other (and at the cost of any potential fruitful, mutual relationships).   So what makes the difference in achieving the positive rather than negative outcomes? The answer lies in the way the outcomes are achieved. Building relationships based on good communication, respect for divergent views, mutual understanding, and the development of trust and empathy, makes it possible to identify shared goals and objectives that best meet the needs of all parties.   Research indicates the mining industry is making good progress in developing policy and commitment to community development and engagement but that, ætranslating commitments into improved practices at the site level remains one of the industryÆs toughest challengesÆ. (Australian Government - Community Engagement and Development Handbook October 2006 @ page 49.)   This paper considers the merits of a process of community collaboration and what it has to offer in terms of meeting that challenge.

Jan 1, 2007

Stawell Gold Mines Pty Ltd operates two underground decline mines within the township of Stawell. An active exploration program and commitment by owners to improving the ore reserves has led to an improved mine life and reduced operating costs since the purchase of the operation by Mining Project Investors and Pittston Mineral Ventures in late-1992. Over the past six years of operation a cumulative 1 150 000 ounces of gold have been added to the mineral inventory. An improved geological understanding of the orebody has evolved over time increasing the ore reserves and allowing the development of long-term plans for the mines future. This has enabled important capital decisions to be made providing the impetus for improved productivity and thereby reduced operating costs. Co-operative mine planning and mine geology utilising best practice geological systems have enabled the effective extraction of a structurally complex and mineralogically varied deposit within a rural Victorian township. Detailed metallurgical research has improved the function of an aged and poorly designed circuit to boost the mill capacity whilst also improving the metallurgical recovery. The combination of metallurgical expertise and an understanding of the geological setting enable an effective control of metallurgical recovery.

Jan 1, 2000

By B BussiFre, J Molson, M Aubertin, G W. Wils

Waste rock piles containing reactive sulfide minerals can serve as long-term sources of acid mine drainage (AMD). Within these piles, many physical, geochemical and biological processes can contribute to the production of AMD. The flow of water, for example, depends on internal pile structure, which depends on the dumping methods used to construct the pile. In this paper, the internal structure and grain size distribution of typical waste rock piles are first reviewed with respect to their effect on internal water flow. A numerical model is then applied to simulate unsaturated flow within a waste pile assuming two primary waste materials, different atmospheric conditions and several geometric configurations. The simulations suggest that water movement can be controlled by introducing fine-grained material layers within the coarser host material. However, these layers should not be horizontal because they can lead to localised high-saturation regions as well as preferential flow favouring the production of AMD. A shallow slope towards the pile boundary may be introduced to force drainage to the outside while maintaining low saturation within the interior, thus reducing the production of AMD.

Jan 1, 2003

I would like to build on the keynote address given by Peter Stoker to the Fourth International Mining Geology Conference (2000) entitled æThe Role of the Mine GeologistÆ. He concluded that à the important aspects of the professional contribution of a mine geoscientist to a mine operation include: The geoscientists prime task is to maximise the profitable extraction of the ore deposit on which they are working û that is to add value. They must maintain and develop their own expertise. By ensuring a truly professional approach to all they do, they will provide the best service to the community, to their company or client, their shareholders and their family or close associates. In that process they will also assist in protecting themselves in this increasing litigious world. I intend to build on these points and, in particular to expand on what it really means to take a truly professional approach to mine geology. Mine geology is different from other forms of geological practice. As a mine geologist you are the advocate for the orebody. After all the orebody is the one thing that is unchangeable.

Jan 1, 2003