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In the past two and a half years, over 40 000 metalliferous mining and related services personnel have been trained through an Australian Generic Safety Induction system. This is almost half of AustraliaÆs metalliferous mining related workforce. This remarkable industry acceptance and delivery of safety courses is supported by Acacia Resources, Great Central Mines, Homestake, Newcrest Mining and WMC Resources, amongst hundreds of other mining, exploration and major contracting and services companies. MARCSTA; the Mining and Resources Contractors Safety Training Association (a pro-active not-for-profit self-help group of 24 major contracting companies) developed this generic safety induction. MARCSTA set out to find the æcommon groundÆ necessary to help address the evident safety problems and cost of re-training that were plaguing development of an internationally competitive and productive export industry. The incredible expansion of Australian mining during the decade fuelled a need for out-sourcing, resulting in much larger numbers of contractors on-site. At the same time, changes within Australian legislation, community expectations and the development of huge fly-in/fly-out operations and widespread skills shortages led to a rapid labour turnover and a higher paid workforce. Many Australian mining houses also ran international operations, particularly in South East Asia and head hunted people across the world. The skill levels fluctuated and fell at some local operations. Employers could no longer rely on systematic in-house training of permanent employees to improve safety and productivity as workers could and often did move on. Serious discrepancies in both quality and quantity of safety induction training and work practices occurred. Repetitive, boring and ineffective safety training became an embarrassing and costly burden for companies and workers alike. Then a spate of mining deaths sparked highly publicity, workforce concern and a demand for improvement from government, unions and corporate stakeholders. MARCSTA recognised it had to develop a high-quality safety-training program to satisfy the needs of all employers and be acceptable to others within the industry. This induction system had to be flexible enough to meet differences in legislation between states and industry sectors and be portable to enable cost and time savings for the new transient workforce. Changes in the last two years as a result of evaluating and incorporating various Taskforce inquiries into underground mining fatalities later led to the development of the MARCSTA Underground Safety Induction. This logical development added to the run away success of MARCSTAÆs General Safety Induction and was seen to be essential for many surface mines that were planning to develop underground operations. There are many lessons that MARCSTA learnt during its development that Pacific and South East Asian mining operations can benefit from. The most important of these are the support of stakeholders within industry and the recognition of higher safety and health expectations from workers and government. This goes hand-in-hand with the productivity and return on investment expectations of companies and their shareholders.

Jan 1, 1999

By R M. Lonsdale, M D. Goodz

"With an ever-increasing dynamic business environment, successful stakeholder engagement is becoming more fundamental to achieving desired outcomes in today’s mineral resource industries. It is imperative to be proactive in correctly identifying all stakeholders and initiating early contact. This builds trust relationships, which are essential to ensure future decision-making processes are streamlined.Often neglected is a company’s obligation to select the correct team to represent its values and mission. The company requires representation that demonstrates an understanding and commitment to its operations and people, the safety and health of the community and environment, and most importantly, represents the decision makers. Stakeholders need to believe that the engagement process is genuine and that the company representatives are aligned towards targeted outcomes that will benefit all stakeholders in some way.Among others, stakeholders include shareholders, staff, families, community, service and supply providers, regulators, land managers and the political/financial framework. Depending upon the mineral product, stakeholders may include ports, international offtake clients and those along the route. New stakeholders continually evolve during mine life, and the engagement process requires an investor–community–public relations (IR/CR/PR) team to anticipate change and actively scan perception and chatter.Successful communication is more than delivering a message; it is about engaging stakeholders and confirming the feedback loop to ensure the correct message is communicated and the relationship is strengthened.The nature of the mining company’s branding and the public’s perception of company intentions will dictate whether there is willingness to allow the company to follow its desired path. This in turn controls the company’s most scarce resource – time. Timing is fundamental to achieving targeted outcomes with minimal cost and delays, marketing in a peak cycle and acquiring critical capital for development and growth.Branding and stakeholder engagement effectively controls and extends to the company its social licence to operate.CITATION:Goodz, M D and Lonsdale, R M, 2016. Stakeholder engagement – who are you, what do you stand for and why? In Proceedings International Mine Management Conference, pp 239-248 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Jun 22, 2016

By A M. Ebbels, D Pratt

The current commodities super-cycle has seen an explosion in the number of mining projects demanding human resources throughout the world. The demand for key personnel currently far outweighs the international talent pool and will take several years to subside. A highly effective project team can be the difference between a successful project and a bad public relations exercise. Building an effective team and retaining the team members has become one of the major influencing factors for successful project development in the mining industry in the last decade.Increasingly, international teams are being established combining skill sets, subject matter experts, unique previous experiences and diverse cultures to deliver mining projects all around the world.This paper explores the characteristics of a highly effective team, the communication and geographic challenges and some potential pitfalls which influence the ability to form effective teams within the mining industry.CITATION:Ebbels, A M and Pratt, D, 2012. A great project team - Bringing together location and culture, in Proceedings Project Evaluation 2012 , pp 197-202 (The Australasian Institute of Mining and Metallurgy: Melbourne).

May 24, 2012

By M Ozkayhan, N Arslan

"The Efemçukuru underground mine in western Turkey is an intermediate sulfidation, epithermal gold deposit. The bulk of the mineral resources and all of the mineral reserves lie within the Kestanebeleni (KB) vein system. This system comprises four spatially-distinct mineralised zones: the south ore shoot (SOS), the middle ore shoot (MOS), the north ore shoot (NOS) and the KB north-west ore shoot. Production currently occurs only in the SOS, MOS and NOS zones. The gold mineralisation is very fine grained and occurs as free grains in quartz and carbonate, and as inclusions in sulfide minerals. Gold is recovered as part of a sulfide concentrate by flotation methods. Though hosted in the KB vein, the gold mineralisation is not evenly distributed within the veins. Definition of its occurrence is totally dependent on diamond drilling.Diamond drilling at Efemçukuru is done with its own equipment and staff, all managed by the mine geology group. The process over the mine’s six year production history incorporates continual improvement with an innovative approach by focusing on the following: drill team organisation career development and training product research and effective equipment management cost reduction planning and scheduling of development for drill stations.Over 40 000 metres of mostly BQ size core are drilled annually by three drill rigs at a cost approaching US$35/m.The planning and execution of the drilling pattern depends on the configuration of the ore shoot and the planned mining method. Ore extraction is mainly by drift and fill mining augmented by about 15 per cent longhole stoping. The drilling of a specific area is scheduled to be finished 3 to 8 months prior to mining. This scheduling is sufficient for short-term grade model updates and any needed changes to the planned development or stope sequencing prior to planned production from the stope area.CITATION:Arslan, N and Ozkayhan, M, 2017. Diamond drilling at Efemçukuru gold mine, Turkey – a case study on the benefits of timely and cost-effective drilling to short-term planning, in Proceedings Tenth International Mining Geology Conference 2017, pp 285–290 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Sep 20, 2017

By J Heyes

Historically mining engineers haven't spent enough time planning waste dumps, but waste movement costs often outweigh ore haulage costs. There is a real incentive to plan waste dumps right the first time to minimise rehandle and final closure costs. At BHP Billiton Iron Ore there has been an increasing sophistication in waste dump design and they are becoming as important as the pit design. Closure landforms are now included in mining studies. Closure is embedded in the business planning cycle. The results from the recent life of mine study at Whaleback is a case in point where a base case of the shortest hauls with no closure constraints was compared against a closure case. A properly planned and executed waste plan revealed that no rehandle was required and haulage costs were eight per cent less if closure design implementation was carried out concurrent with mining. At cessation of mining the landforms were such that decommissioning of critical acid rock drainage dams and coverage of exposed pyrite areas could occur straight away, without the need for additional rehandle.  The paper also covers design and scheduling elements of waste design both in-pit and ex-pit, management of potentially acid forming material (PAF) and trends in PAF management and designing for final landform closure. This paper illustrates that there is value in terms of costs savings, sustainable outcomes and reputation if the mine planners are involved in the closure planning process.

Jan 1, 2009

By M Edhammer

In 2007, Atlas Copco introduced an integrated tunnel scanner/profiler. The tunnel scanner, which is integrated into the control system, is mounted on the drill rigs, and replaces the previous variants of non-integrated scanner equipment. The Atlas Copco Tunnel Profiler, which is the name of this system, is currently being used by several contractors and mines on various projects in Scandinavia, Finland and Australia. Atlas Copco Tunnel Profiler can scan a tunnel of 65 m2 in just five minutes and is integrated with the computerised control system for the drill rig. This integration means that the results of scanning are immediately available for analysis on the computer screen both in the drill rig and in Tunnel Manager; a software for tunnel and drift planning.In 2008, a method was introduced for locating the drill rig with a total station navigation (TSN) system, integrated into the control system. TSN systems are used by a number of contractors in Scandinavia and Finland, as well as elsewhere in the world. Using a TSN for navigation is in itself not new, but when this is integrated with the control system it provides the opportunity for individual drill rig operators to use this method, without the direct assistance of a surveyor. TSN gives a very precise indication of the drill rig’s position in relation to the tunnel design. An accuracy of ±1 cm compared with the ±10 cm which is normally obtained with the traditional method using tunnel laser and sight plates on the drill rig’s feeder. The closer a tunnel is blasted to its planned profile, potentially the more is saved in terms of less shotcreting, extra rock bolting and other corrective work. A better quality tunnel is the key to better overall economy and today’s technology makes it possible to achieve that goal in every type of tunnelling and mining project.In addition to total station’s ­navigation and Tunnel Profiler, the concept of ‘high precision tunnelling’ also includes:•Software tunnel planning: Tunnel Manager, Tunnel Manager Pro and Tunnel Manager Measure while drilling.•Measurement While Drilling (MWD)collects the various drilling data and the interpretation of these for the early identification of variations in the rock.•Rig Remote Access (RRA) is a support for wireless or wired communication between drill rig and planning office. The result is being able to send planning data to the drill rig and to simultaneously have the facility for logged files to be sent from the rig to the office. There is an option of an external computer logging in to the drill rig’s control system to view menu screens and settings, and remotely troubleshoot and plan appropriate action.

Mar 21, 2011

By S A. McManus

With the advances in software speed and capability, many of us now are running multiple scenarios on entire models rather than just testing small areas or a few blocks. In the authors experience both the geological and geostatistical academic theory and our rules of thumb, often prove un-useable or incorrect in the real world we work in. The only way to truly validate and tune our models is to complete the entire model and ‘see if it works’. If it lacks some property we were expecting, then we need to find out why and/or run different scenarios to see what changes. This is not always possible with tight project timelines but we find ourselves doing more and more of this sort of thing, and in so doing, understand that every deposit is different and requires its own ‘rules’ to get valid and useful results. For the purposes of this paper, this process is termed Empirical Geostatistics. Take Clayton Deutsch’s ‘all realisations all of the time’ concept a step back. Before you even think of simulating, test the alternate realisations generated by alternate parameters such as different domaining, varying search neighbourhood parameters etc.

Mar 22, 2022

By S Sullivan

A recent review of resource reports lodged to statutory bodies found geological models with oversmoothed or unrealistic lithological boundaries, many of which do not represent geological appearance in the field, pit or underground drive. The underlying data is often too complex or messy to be incorporated into the resource model and is thus a simplification of reality, to the detriment of the mining operation and its shareholders. Volumes can be over- or underestimated and subsequent grade predictions can be misplaced, combining to cause over- or understatement in resource reporting to stakeholders and statutory authorities. Domain models can be improved with new modelling techniques such as machine learning. However, with poor data or improper use of machine learning techniques, the conclusions can be just as misleading as with current techniques. Machine learning rarely offers a single ‘right’ outcome, rather a range of possible outcomes from the data provided. But importantly it can take advantage of the full richness of data for more informed models. Machine learning also provides confidence in its predictions so that uncertainty in the resultant models can be quantified and passed through for risk assessment during mine planning and operation. This paper will discuss the factors accentuating complexity in deposit modelling: data diversity, structural controls, chemistry, data volumes, process workflows and external non-geological constraints. A case study illustrates the risk of reducing or ignoring complexity, which can result in an overly simplified geological model.

Mar 22, 2022

By R Barritt, P Scott

Across the globe, it is a common scenario that tailings storage facilities (TSFs) are being decommissioned; however, their subsequent impact on the local environment and landscape can often be overlooked during the mine planning process. In addition, the requirement of a cover system for a facilities closure may not be a priority until the latter stages of the mine/mill operation when potential cover materials may have been utilised elsewhere or, worse, buried. Developing a conceptual design and closure plan for a TSF early in a mining venture is fundamental to its success once operations have ceased. If a cover system is a planned component for rehabilitation of a TSF, it is vital that its design is appropriate to the facility and any local site constraints, such as climate and cover system material availability. It is also strongly recommended that various cover system options are physically trialled at the site by using performance-monitoring instrumentation. Through this process, an informed decision can be made regarding the most appropriate cover system design to meet any regulatory and stakeholder closure objectives and criteria specific to the site in question; however, in order for the cover system’s performance to be determined through on-site trials, it is essential that an appropriate instrumentation design is utilised. Often, little attention is paid to the data that is being obtained, and its importance may only become apparent after several years of monitoring at an expense to the venture. This should not be the case. Many sites have used an appropriate initial planning stage to understand what is required for the successful closure of a TSF, how it can be achieved and how monitoring data can be utilised to prove, or otherwise, that a cover system design will be a success.CITATION:Barritt, R and Scott, P, 2015. Cover system performance monitoring for tailings – are we doing it correctly?, in Proceedings Tailings and Mine Waste Management for the 21st Century , pp 283–288 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 27, 2015

By I Gipps

Each of us has a vision of what the future mine will be and, generally, these visions have many similarities and some differences. One of the major discrepancies in visions of the future mine is not the ultimate goal but the path to achieve it. Many of the future concepts require a radical re-thinking of how things are and will be done yet. So how do we reach this visionary future mine? We need a path that satisfies both our future aspirations of a high tech gee-whiz operated from our iPads and the unfortunately mundane approach that says ‘we must know the method works, ie nothing new’.This paper explores how, within a research based organisation, we firstly set our ultimate goal and then divide the path into realistic technology development chunks that would appeal to mining companies to progress within their organisational constraints. Through examples, such as, automated LHDs, communications systems, surveying and localisation, rock cutting and geological sensing, we illustrate how this path will get us from the here and now to the out there future.This paper also demonstrates CSIRO’s short, medium and long-term research in many of the areas needed to create the Future Mine: mining methods, automation and remote control, mine communications, mapping and mission planning, geological sensing and, importantly, human-system integration, which examines how to effectively present data as information to operators and supervisors in an intelligent and useful manner.

Nov 22, 2011

By K Sommerville, J Parkinson

"Open pit mines today have more technology and data available. The challenge is to effectively use resources to analyse and identify mine productivity improvements. AMC Consultants Pty Ltd (AMC) has completed more than 100 benchmarking studies worldwide. In the process of gathering cost and productivity data, insights have been gained on how mines are using data to drive productivity. This paper aims to share good practice on using data, what benchmarks operations should be aiming for, where mines are currently sitting, high value areas to target, and how to best prioritise improvement to meet operational goals.A key purpose of data is to assist in managing and improving operations. Key information is used to drive meetings, decisions, budget estimates and reports. Safety, equipment productivity, available stocks, grade and spatial reconciliation are examples of where data is important for management systems. The key is to keep reporting simple whilst maintaining access to source data for troubleshooting and analysis.Some operations still have paper-based reporting systems. Some operations collect data directly off machines and instruments, use cameras and have off-site control centres. The level of technology is a fit-for-purpose choice.Comparisons of productivity assumptions commonly used in feasibility studies with good practice productivity numbers sourced from AMC’s benchmarking database will be shared in this paper. A typical activity mining cost breakdown will highlight where the high value areas for productivity improvement sit.In addition to examining the productivity of each mining step it is also important to examine the impact on the mine plan. Equipment numbers, strip ratio, grade and material hardness can impact the results of bottleneck analysis. A bottleneck example case study will highlight how productivity and other factors can be used to identify and prioritise improvement opportunities.Keep it simple. Use only the critical data for meetings, decision-making, reports and plans. Knowing and communicating the key performance indicators (KPIs) you are striving for aligns the operation and prioritises improvement plans.Citation:Parkinson, J and Sommerville, K, 2016. Getting the Most Out of Technology to Drive Mine Productivity Improvements, in Proceedings Ninth AusIMM Open Pit Operators' Conference 2016, pp 84–93 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Nov 15, 2016

By J Coombes

"In today’s challenging climate of reduced staffing, limited funding and uncertain markets, we are called on to operate more productively and ‘be more innovative’. As an industry, we are quick to identify our practice areas as a mark of our role in the machinery of the mine value chain. We proudly note our profession – ‘geologist’, ‘mining engineer’ or ‘accountant’ – and demarcate our responsibilities and even our physical space. We even subdivide our disciplines into sacred entities such as ‘logging geologist’, ‘resource geologist’ or ‘structural geologist’ to prevent any blurring as though somehow the confusion will cost valuable disciplinary ground. How can we function professionally to heed the call to be more productive and more innovative?The purpose of this paper is to underscore what is expected from project evaluation, examine the ways in which we work as an industry and explore alternatives used in other industries and environments.The paper begins with a summary of project evaluation expectations and the ways in which disciplines typically interconnect when conducting project evaluations. Next, the paper examines alternative work frameworks and making a distinction between multidisciplinary, interdisciplinary and transdisciplinary frameworks. In-practice examples of these frameworks in alternative industries and contexts provide evidence for application as well as an opportunity to examine their pros and cons.The paper closes with a call to re-examine working practices in the mining industry, with a view to enhancing productivity and heeding the call for greater innovation.CITATION:Coombes, J, 2016. Transcending the mining discipline divide – multidisciplinary, interdisciplinary or transdisciplinary?, in Proceedings Project Evaluation 2016, pp 2–10 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Mar 8, 2016

By S P. Young, K R. Monro

Reducing metal prices have forced mining operations to become more efficient and innovate in order to do more with the existing base. Much of this effort has focused on improving the efficiency of load and haul operations. The key to this is to understand and quantify where delays and missed opportunities exist. Metrics such as utilisation of availability, efficiency utilisation and asset availability are helpful indicators of performance; however, uptime-based time usage models and performance analysis tools using productive operating time models help to identify additional improvement opportunities.Phu Kham is a copper-gold mine operated in the Lao People’s Democratic Republic (Laos) since 2008 by PanAust Limited. The mine is a single large open pit of 450 m depth, running a fleet of 51 100 t class rigid dump trucks and 300 t and 200 t shovels controlled with the aid of a fleet management system in order to achieve ex-pit material movements of 56 Mt/a.Commencing in late 2014, a range of initiatives were implemented in order to improve the efficiency of the mine haulage fleet. These include hot seating of all operator changeouts via changeout ramps, split shifting of crews to minimise queuing delays, maximising blast volumes and minimising blast event days to reduce blast exclusion delay events including opportune refuelling of equipment during blasting events, inspections of trucks during refuelling events, implementation of a dedicated haul road services team to help reduce wet weather related delays and infrastructure development for haul path efficiency improvements.These and other initiatives have allowed the mine haulage fleet utilisation of availability (UofA) to be sustainably increased from 85 per cent to 97 per cent (see Figure 1), efficiency utilisation to increase from 85 per cent to 90 per cent, and productive operating time (POT) to increase from 73 per cent to 84 per cent. The corresponding increases in efficiency of the haulage fleet has allowed an equivalent reduction of eight haul trucks from the fleet to meet continuing life-of-mine production requirements.CITATION:Monro, K R and Young, S P, 2016. Truck haulage improvements at the Phu Kham mine – the journey to 97 per cent utilisation of availability, in Proceedings International Mine Management Conference, pp 339-346 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jun 22, 2016

By V S. Mutton, M J. Shearer

"The current economic challenges faced by the mining industry led to a review of options for reducing the cost of ventilation control devices (VCDs). The VCDs at the Mount Isa Mines site operated by Glencore in Queensland typically experienced significant damage on the operating levels and required expensive replacements. Ventilation controls can become damaged by the effects of stope firings. This paper discusses the nature of blast wave effects, giving consideration to distance from the firing and changes in mine geometry. The time taken to adjust the airflow on the operating levels with the current VCDs resulted in the loss of productivity opportunities. The mine site engaged an equipment supplier to collaborate on the development of a high-strength regulator to control the required airflows within its underground workings.The strengthened regulator proved to be cost-effective and provided additional benefits, including ease of use, simplicity of installation and speed of change in the control of available ventilating airflow. An added advantage of the re-engineered regulator compared to contemporary VCDs is its flexibility, which includes the ability to easily move mobile equipment into different ventilation districts where required without the need to remove the VCD from its location. This paper describes both the innovation and environmental sustainability approaches followed when developing the new regulator for its implementation at the site.CITATION:Shearer, M J and Mutton, V S, 2015. Advanced ventilation control – an analysis of innovation and environmental sustainability, in Proceedings The Australian Mine Ventilation Conference, pp 55–62 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Aug 31, 2015

By D Beck

Open access to forecasts of mine geotechnical performance in the form of open databases of model results has been considered risky in the past, with a concern that the results will not be understood or will be misused. However, some modelling techniques allow very high similitude modelling of mine deformation and the results can be presented as deformation, damage and other parameters which are unambiguous and which all engineers can be more easily trained to understand. With some effort, sufficient reliability and quantifications of error are possible to overcome many of the issues.Allowing more members of the planning team to have direct access to forecasts of mine deformation will promote awareness of geotechnical issues and will act as a mechanism for improving mine designs. The models will also be more easily integrated into quality assurance programs, by providing a framework for understanding measurement results.The sufficiency requirements for undertaking simulation aided mining engineering will be presented, included some conclusions about requirements for training, quality standards and software development.

Mar 21, 2011

RME has a vision for a new grinding plant operational paradigm made possible by RMEÆs fast, safe Mill Relining System. Some new liner designs can degrade SAG mill performance because of mill volume loss, ball strike (rotational speed limitations) and other issues often brought about by modifying liner design for maximum life and without a backward glance at metallurgical consequences. Freshly relined mills can initially produce as little as 80 per cent of their maximum throughput, that maximum occurring toward the end of the linersÆ wear life. RMEÆs proposition is to see new liners designed for maximum commercial performance. This may mean more frequent mill relines but with liners designed to yield optimum grinding, metallurgical and profitability performance, not maximum life. In other words, mill liner profiles and mill relining speed become key operational controls and not simply æmust doÆ maintenance functions. Taken to the extreme, liner profiles may prove capable of ætuningÆ a grinding plant for maximum profitability in any metal price environment. Following the introduction, the first section of this paper provides an update describing recent and significant developments within RMEÆs range of Mill Relining Systems, the enabling technologies which permit more frequent liner exchange without incurring additional downtime imposts. The second section outlines RMEÆs vision of a æliner profile versus profitabilityÆ commercial model, developed either intuitively or by using a combination of new measurement and modelling technologies. These new measurement and modelling tools provide the opportunity to predict the optimum commercial outcome, off-line in the virtual world, before committing to an expensive liner experiment.

Jan 1, 2007

By E Wargem

The conventional method of underground mining involves a process known as drilling and blasting to excavate valuable ore bearing minerals through the load and haul process. Drilling and blasting processes are completed for both the development of the tunnels used to access the orebody and for mining out the orebody itself. The former being called development drilling and blasting, and the latter production drilling and blasting. In either development or production drilling and blasting, the effective recovery will be largely reliant on the extraction of the initial void created in each blast cycle. In development tunnelling, the initial void is commonly known as a Burn Cut. The initial void created in production drilling and blasting has many names such as a Slot, Winze, Rise or Raise. There are drill patterns and charge designs used to create these initial voids in the production cycle. This paper discusses common slot or winze designs for production drilling and blasting; and various critical design criteria for these. The document also aims to provide a process for completing desktop reviews of current patterns employed on-sites and provides an initial guide in a process for improving the recovery of a slot, winze, rise or raise in underground mines.

Mar 29, 2023

By P Standish

Qualitative risk assessment methods are not well suited to considering complex systems and potential interactions of new technology. As part of supporting tier one mining organisations and international industry groups, the author and colleagues have innovated processes to help provide better solutions to sites/companies considering a move to implementing proximity detection and collision avoidance systems. The process identifies required operating states for the system. By applying a combination of research and team-based analyses, a rigorous identification of credible failure modes which could cause these states to be lost, is identified. Finally, required business inputs, expressed in practical terms are distilled from regulator, industry, organisation and site in a way which clearly addresses the failure modes and so retain the required operating states. These business inputs identify improvements for site arrangements (EMESRT levels 1 to 7) before identifying functional requirements for technological collision avoidance solutions (levels 8 for advisory and 9 for autonomous). The paper presents a case study synthesised from multiple sites analyses and will provide guidance on where to find additional resources to assist in making the best possible transition to better equipment and road network solutions.

Jun 22, 2022

By C N. Hatton, K Ward

Tailings operations are inherently reactive as operations personnel continuously contend with a concentrator reject feed (tailings) transient in physical and engineering properties, which places a constant constraint on capital and operational spending. It requires a unique skill set to manage the prescribed distribution of tailings under unenviable conditions. Enter the tailings operator, an oftenundervalued commodity and untapped resource that can provide benefits beyond the rigors of dayto- day operational support. Experience consistently demonstrates that skilled and committed operators can serve a vital function in the safe construction of a tailings storage facility. It takes a village to raise a tailings dam. An important part of this process is establishing a culture of operational accountability and ownership. Operator development training is nothing new. However, we find that many of the intrinsic operator skills are left unexploited, and an operator's experiential knowledge base and creativity are commonly overlooked and underutilized. With proper training and guidance, these skills can be harnessed, contributing to safe dam operations. Operator engagement, when properly facilitated, provides tangible benefits ranging from improved tailings engineering properties to reduced closure costs. One important benefit is helping transitioning tailings management from reactive to proactive. There are many processes involved in the reactive to proactive transition process. One element of that process includes engaging operators in the tailings management process and facilitating legacy ownership. The core of operational legacy ownership is measured and described using five-stage operator engagement rubrics. Levels of operator engagement are presented with a description of the incremental benefits of each stage. An important part of legacy engagement is providing the tools to operators necessary for managing the tailings. Therefore, the approach identifies specific methods used by operations personnel to control tailings distribution and in-place properties. The end goal of leveraging operator engagement is to facilitate committed ownership and transition tailings management from an inefficient, reactive process to an improved, cost-effective, proactive practice.

Jul 1, 2021

By Quast K. B

The ore used in this test program was a composite sample from Waihi, New Zealand containing 2.7 g/t gold and 36 g/t silver. From the testwork it was found that a high concentration of sodium cyanide (0.1 per cent) was necessary to ensure a high recovery of both gold and silver. There appeared little chance for either differential leaching or adsorption of gold and silver. The addition of bentonite clay decreased the rates of gold and silver dissolution. The addition of 50 g/1 NaCI had little influence on the rate of silver extraction. The addition of 5 g/l carbon gave adsorptions of 70 per cent of the gold and 35 per cent of the silver, indicating the possible presence of base metal cyanides in solution. The addition of excess sodium sulphide only precipitated 70 per cent of the silver in solution, adding further evidence to the presence of base metal sulphides. The production of separate silver and gold products was not possible by either preferential leaching, preferential adsorption of gold on carbon or preferential precipitation of silver.

Jan 1, 1991