Search Documents

By S Robinson, R Perkins, D Barrett, D Kepert, C Fowers

The discovery and delineation of significant mineralisation in the Eliwana region continues Fortescue Metals Group’s strong exploration success. In the decade after the first hole was drilled into Christmas Creek in mid-2004 a total of over 11 Bt of hematite-goethite mineralisation have been delineated supporting the raising of $13 B, construction of five mines, 620 km of rail and a five-berth port. As of June 2014, Fortescue was shipping at the rate of 155 Mt/a. The area including the Eliwana and Flying Fish deposits is one of a number of future growth opportunities that Fortescue is currently evaluating.The Eliwana and Flying Fish deposits occur on the south dipping limb of the Brockman Syncline/Jeerinah Anticline. The Eliwana group of deposits are hosted by the Brockman Iron Formation with the Flying Fish/Broadway group hosted by the Marra Mamba Iron Formation.Structurally the area is dominated by moderate southerly dips of the regional dome and keel style folding. The regional limb is locally cross-cut at a small angle by asymmetric north facing Ophthalmian folds trending 110°. These fold sets, in part, preferentially host subsequent supergene mineralisation. Faulting is only locally apparent.Early phases of exploration commenced in 2006, with mapping of Flying Fish and reconnaissance drilling in 2007. However, due to the concurrent discovery (Clarke et al, 2009) and subsequent fast tracked development of Solomon channel iron deposit and Firetail bedded iron deposit (Simpson et al, 2011) priority was placed on developing Solomon due to its relative proximity to existing Fortescue infrastructure. Staged follow-up drilling of both Marra Mamba and Brockman targets at Eliwana was progressively undertaken from 2008 onward.As of 20 May 2014 a total of 1494 reverse circulation (RC) holes for 54 248 m and 13 diamond holes had been completed, resulting in the delineation of a Mineral Resource of 740 Mt. Exploration via mapping, drilling and metallurgical evaluation of adjacent prospects continues with additional resources expected in the future.CITATION:Barrett, D, Perkins, R, Kepert, D, Robinson, S and Fowers, C, 2015. Geological setting of Eliwana and Flying Fish deposits along the north limb of the Brockman Syncline, Hamersley Province, Western Australia, in Proceedings Iron Ore 2015, pp 219–228 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 13, 2015

By B Wong, R G. Coleman

In flotation, the selection of the size, number and type of cell for a particular duty depends on two important factors. Firstly, the required flotation residence time and secondly, the physical constraints of how much concentrate can be recovered for a given froth surface area and concentrate lip length. The residence time is influenced by ore type and characteristics such as liberation, kinetics and reagent dosage. The amount of concentrate that can be recovered for a given froth surface area and lip length depends on ore type and other characteristics such as particle size, specific gravity and mineral grade. Residence time is determined through a combination of laboratory-scale test work and design scale-up factors. However the critical froth transport parameters such as froth carry rate and froth lip loading cannot be determined in a laboratory. This is because the froth is scraped during a laboratory flotation test and thus does not exhibit natural behaviour, and it is not possible to scale-up froth transport distance or air rate. These values are generally compared via calculation to rule-of-thumb maximum values to establish if these values will be exceeded by the flotation cell selection.This paper first reviews these critical froth transport parameters and then discusses actual parameter values across diverse operating sites, with varying cell duties, cell sizes and types, orebodies and particle sizes. These values are compared against the industry rule-of-thumb to test the applicability of the rule-of-thumb to actual performance. Options are also presented for adjusting these parameters in operating flotation cells.CITATION:Coleman, R G and Wong, B, 2018. Flotation launder design and the measurement of critical froth transport parameters, in Proceedings 14th AusIMM Mill Operators' Conference 2018, pp 353–362 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Aug 29, 2018

By G Chitombo, A Perryman, A D. Campbell, J White, B Hollis

This paper describes the development and implementation of an optimisation tool developed as part of the Mass Mining Technology (MMT) Project. The tool, known as the SLC Schedule Optimiser, is capable of optimising the schedule of development and production activity for a sublevel cave, given a fixed draw strategy, for the life of the mine.This paper starts by describing the development and production scheduling problem for a sublevel cave, the geotechnical constraint that a schedule of activities must adhere to, and outlines the pre-existing manual planning procedures used to produce schedules.Following this, the paper then outlines the optimisation tool developed, describes the changes to the planning process it has enabled and finally quantifies the improvement to operations this tool has brought using Glencore’s Ernest Henry Mining Operations as a case study.CITATION:White, J, Perryman, A, Campbell, A D, Hollis, B and Chitombo, G, 2016. Life-of-mine development and production scheduling optimisation for sublevel cave operations, in Proceedings Seventh International Conference and Exhibition on Mass Mining (MassMin 2016), pp 133–138 (The Australasian Institute of Mining and Metallurgy: Melbourne).

May 9, 2016

By H Kim, J Park, J Lee

Silico-ferrite of calcium and aluminium (SFCA) is a bonding phase in the iron ore sinter. The phase transition upon melting of SFCA was investigated with Differential Scanning Calorimetry and Confocal Laser Scanning Microscope. The initial melting of SFCA occurred at 1183.2°C and a massive melting was found at around 1351.1–1358.2°C. A phase transition-melting was investigated at 1476.5–1478.7°C. The liquid phase was composed of immiscible phases. The present results would be utilised to design a new iron ore sinter for better processing performance in a hydrogenenriched ironmaking process.

Jun 19, 2024

By Corbett GJ, Leach TM

The Nena Cu-Au high sulphidation deposit has formed within the Frieda River Intrusive Complex in association with a major dilatant structure. Multiple intermediate intrusives of Miocene age are localised by a splay (Frieda Fault) of the Fiak-Leonard-Schultz Thrust, a several hundred kilometre long structure, formed parallel to the accretionary prism of northern Papua New Guinea.The high sulphidation systems including Nena, crop out as narrow silica-alunite ridges extending for up to 5-6km in length within a dilational structural environment. Alteration at Mena exhibits two phases of hydro-thermal activity: an initial stage, inferred to be volatile-rich, which has produced zoned alteration; and a later phase, postulated to have been a liquid-dominated fluid, which has brecciated earlier alteration zones and deposited gangue phases as well as Cu/Au-bearinq sulphides in open spaces.

Jan 1, 1994

By T McLeod, B Catto

AngloGold Ashanti Australia’s (AGAA) Tropicana gold mine (TGM) geology department seized the rare opportunity of building a new geology department for a new operation: the philosophy, the people and the processes. Not satisfied with the status quo, or simply repeating what was familiar and already known, the vision was for an innovative, agile, multidiscipline, high performance team, capable of delivering on expectations.To achieve this, the geology department has operationalised key components of human resource management (HRM).This paper describes the operational design and implementation of key HRM components: job analysis, organisational design and organisational development. The benefits of this approach are presented in terms of engagement and autonomy in roles, opportunity for role variety and flexibility of the organisational structure. The result is a geology department that provides the functions of mine geology, resource development, regional exploration, survey, data management, geographic information systems (GIS), resource modelling, scheduling, sample preparation, resource coordination and hydrogeology, and even geotechnical engineering for a year!Considerations for application in other geology departments are presented in terms of fundamental requirements and lessons learnt. Fundamental requirements for success have been the sustained support of the general manager, valuing the scrutiny that comes with continuous improvement, high quality HRM systems and tools within the organisation, and a committed leadership group within the department. One of the most important lessons learnt is that a robust process of ‘induction to role’ is critical – the process of familiarising new starters with who we are and the way we work.CITATION:Catto, B and McLeod, T, 2017. Rewriting the rule book – geology organisational design, in Proceedings Tenth International Mining Geology Conference 2017, pp 137–142 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Sep 20, 2017

By O Dominguez

Mine value chain reconciliation (MVC) is a necessary procedure to evaluate a mine’s performance against the assumptions and models used to plan mining and processing operations. Using nomenclature from Parker (2012), F2 reconciliation is the ratio between material received at the mill, compared with material sent to the mill, commonly reported in terms of tonnes, grade and metal. Measurements of material sent to the mill can be estimated in many ways, including: fleet management system (FMS) records, truck counts, or volume reduction. Most time-based reconciliations (for example, month-end reconciliation) use short-term model depletions of in situ rock measured by periodic topographic scans or surveys.

Mar 22, 2022

By G B. French

Post a serious heating event underground, and at the direction of the State Mining Safety Authority, a mining company needed to demonstrate the use of cutting-edge technology to mitigate future events. Yokogawa were contracted to provide a turnkey solution to help the mine achieve this objective. The solution was to use a fibre optic-based Heat Detector that will allow entry into and around the mine considering the potential volatility of the environment, also the need to redeploy as mining activities moved underground and more boreholes are added. Industrial strength fibre optic cable and a robust connector system was chosen to achieve this goal and give the customer the ability to send cable down boreholes of up to +1 km and continuously monitor the temperature ofunderground roadways. Being able to re-deploy the cables into different boreholes and link borehole temperature measurements gave insight into all areas on the mine. The machines deployed on-site were the Yokogawa DTSX1 heat detector incorporating the Ramen Backscatter principle. Being of a robust construction and a low power consumption device, it was easily included into the portable monitoring trailers designed by the customer and built locally.

Oct 12, 2022

Young professionals are riding the current wave of high demand for their services and relatively little competition for placements. The attraction and retention of quality incumbents has therefore become a significant strategic issue for companies in our industry. Money is important, but poorly structured career development and lack of learning opportunities can discourage the highest paid professionals from being enthusiastic and striving for excellence. This will inevitably lead to the search for a new position. Important factors at play include the young professionalÆs lack of understanding of career pathways and poor quality, or lack of, structured on-the-job training and professional development. Too often young and not so young professionals are faced with the reality that fabulous looking (and paying) jobs can be quickly reduced to the monotony of repetitive tasks in an isolating environment. While it is the responsibility of the incumbent to manage their own career and professional development, without experience, how is anyone meant to understand the importance of their roles and the options for career development? Mentoring is therefore essential to the strategic plans of every organisation and the strategic plans of every professional. Mentors will accelerate learning, guide decision making and develop both competency and confidence as they share their experience, both technical and regarding the machinations of a particular discipline, within our industry. Mentors need not be from the same organisation as the mentee and in some cases this may be a distinct advantage. This paper discusses mentoring as an opportunity for young professionals and mentors to initiate and maintain a supportive relationship, the responsibility of management to get mentoring right and the responsibility of young professionals to demand the opportunity for professional development through mentoring.

Jan 1, 2006

This paper describes the development of an approach to sustainable development for application at the feasibility study stage for a proposed bauxite mine near the community of Aurukun, south of Weipa on the western coast of Cape York Peninsula, Queensland, Australia. The general environment for development was complex in all dimensions. In particular, the socio-demographic profile of the Aurukun community (population 1200) characterised it as being amongst the most disadvantaged communities in Australia. The traditional owners of the area, the Wik and Wik-Way people, were at the forefront in the efforts of Indigenous people in Australia to secure land rights over the past 30 years, and they had previous experience negotiating an Indigenous Land Use Agreement (the Western Cape Communities Coexistence Agreement) with Rio Tinto Alcan, the operators of the Weipa bauxite mine. Through this they had shown a well-founded sense of entitlement with respect to the development of resources on their traditional land. The Queensland State Government had recently cancelled an existing mining lease over the bauxite resource as the holder of the tenement had not fulfilled the terms of a development agreement that had been in place for 30 years. The Government was anxious to avoid any future æbankingÆ of the resource, and had decided to offer tenure to the resource on an international competitive basis, subject to the requirements of the Commonwealth Native Title Act 1993. This would require a negotiation process with traditional owners and potentially involve companies with whom the traditional owners had no existing relationship (typically developed during the projectÆs exploration phase) and who possibly had no project development experience in Australia. As well, the State Government envisaged an approach to development that drew on the significant work that industry and other stakeholders had undertaken over the previous ten to 15 years, commencing with the mining, minerals and sustainable development (MMSD) process. This work was aimed at rectifying acknowledged deficiencies with industry recognition of stakeholder interests, in particular with respect to environmental management and socioeconomic development. The approach adopted aimed to define the strategic community interests and sustainable development outcomes to which the development of the resource would be expected to contribute, and to embody these within an easily usable management structure that could be applied to each stage of project development from feasibility study through to mine closure. The logical framework (AusAID, 2006; ICMM, 2005) was the management tool utilised to order the identified interests and desired outcomes. The structure included components aligned with the key areas of development interest expressed by the community, and the initial baseline sustainable development plan (SDP) developed established component objectives, outcomes, indicative outputs and activities for the feasibility stage of the project. This established an objective framework to guide potential bidders when developing their response to the State GovernmentÆs Request for Proposal. The paper will describe the evolution of the competitive process and the parallel process for development of the SDP. While the institutional environment was politically and socially complex, the use of simple visual representations of the environment and the analysis and ordering of issues, objectives and criteria through methods such as stakeholder analysis and the logical framework approach, enable the development of a dialogue on the contribution that the development of a mining project can make to sustainable community development, and for the development of an agreed program of community support to capture the contribution. The use of the logical framework was found to have good functionality for plan development. Achieving plan outcomes though, is highly dependent on the skill of key project personnel in facilitation, team building, conflict resolution and leadership, as well as their ability to influence the behaviour of key stakeholders with the capacity and authority to require the integration of local economic development criteria in to key project development decisions.

Jan 1, 2009

By S Matos Camacho, K G. van den Boogaart, R Tolosana Delgado, U Mueller

"The precise formulation of a geometallurgical optimisation problem is by necessity a simplification of reality. It includes implicit choices such as data availability or mining block geometry. Additional data can be orebody data, production data or market data. Often these choices are predetermined by the software, the workflow or the corporate culture, and as such are not even queried. There are several aspects that might play a role in the optimisation. They include not only the spatial model on which the selection of mining blocks and the potential mining sequence are based, but also the complexity of the processing model, the way in which uncertainty is treated, the scope of responsibility and the complexity of the model. In addition the timing of the optimisation and the availability (or lack thereof) of information will influence the outcome of any optimisation.We show that different modelling choices and different model formulations for the same mine can lead to very different processing choices, substantially different net present values (NPV), opposite investment decisions and so to overall different values for the entire operation. The selection of adequate simplifications and corresponding formulations for the optimisation problem is thus an important task in itself.For this purpose we introduce a method for quantifying the impact of certain simplifications prior to the optimisation. For example, the effect of mining block choices depends mainly on the spatial structure and the structure of the processing gain function. Both can be quantified beforehand. Based on the outcome, appropriate simplifications can be selected for the geometallurgical optimisation.CITATION:van den Boogaart, K G, Tolosana Delgado, R, Mueller, U and Matos Camacho, S, 2016. How Details of the Geometallurgical Optimisation Influence Overall Value, in Proceedings The Third AusIMM International Geometallurgy Conference (GeoMet) 2016, pp 303–312 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Jun 15, 2016

By A Castillo, K Wiese, L Panduro Robles

For decades, organisations worldwide have been working to overcome challenges associated with new technology adoption while keeping up with rapid growth, development, and globalisation. In minerals processing, the challenges in developing and implementing solutions that contribute to the mining value chain are unique from other markets, as mining operations expect that world-class suppliers provide them solutions to gain a competitive advantage in their operation, production, performance as a financial asset, and as a long-term partner as we move into the future of mining. A simple shift in mindset is proven key to successful technology implementation. Change leaders must no longer think of their expertise in the area of application as their only responsibility; they must make a mental shift and see themselves in dual roles that strive to integrate the perspectives and needs of both developers and users. Successful change leaders must: (1) collaborate, seeking user involvement to ensure fit between product and operational needs, (2) demonstrate commitment to receive new technology, and (3) communicate to achieve an eventual shift of ownership from supplier to users that is seamless. Additionally, this strategy contributes to the mining value chain, as it allows developers and implementers to evaluate how change contributes to the asset’s position both within the company and in the commodities market. This paper will explain the shift in perspective for new technology implementation in detail and provide recommendations that operations can emulate, using examples of real challenges and lessons learned during a commissioning of the CYCLONEtrac™ Particle Size Tracking (PST) system at Cerro Verde’s C2 Concentrator. This concentrator has led technological change for plant optimisation, witnessed improved Net Metal Production (NMP), among other benefits with PST, the only technology in the market capable of providing real-time, online, and direct particle size measurement at the individual hydrocyclone level

Aug 24, 2022

By A Tsang, D La Rosa, L Julian, W Hunt, R Pratama

Mineral extraction is facing the twin challenges of finite resources and increasing environmental and economic costs. Society’s growth is matched by an increase in demand for the earth’s resources. It is incumbent on us as contemporary mining professionals to promote and facilitate ethical and efficient practices. Technological developments have and will continue to allow a decrease in viable cut-off grades, creating new economic opportunities from deposits that were previously uneconomic. Mining low-grade deposits however, even with perfect recoveries, will have a significant environmental cost for the metal won. The greatest opportunity to increase metal with the least environmental cost is to increase the metal yield from existing mines. The determination of mining polygons is a critical juncture where rock is typically subjected to the binary grading of either ore or waste. This is undertaken using a number of factors, such as the mining equipment being used and the recovery in the processing plant. Traditionally, mining polygons were generated on the in situ grade control model. This ignores the complex differential blast dynamics that occur during blasting. Two opportunities exist to improve metal yields: optimise the blast design to achieve the post-blast muck pile that will support the greatest outcome; and generate optimised polygons on the post-blast muck pile. A data set from a Canadian Gold deposit is used to demonstrate the potential benefit of iterative blast movement modelling and grade control polygon optimisation on metal yield. The impact of blasting on the total recoverable metal is presented, highlighting blast design as a critical process in the mining value chain.

Sep 1, 2024

By K W. Bian, Y M. Liu

Tongkuangyu Copper Mine is currently the only mine in China employing block caving. It comprises two large orebodies known as the No 4 orebody and the No 5 orebody. They are approximately 50° in dip angle, 80 to 240 m in width and 800–1000 m in strike length. The two orebodies are separated by a distance of 110–130 m. Production with block caving originally, ie Phase 1 project started at Tongkuangyu from the first undercut at a depth of 200–300 m below the ground surface and designated as Lift 810 m in late 1989 and has continued to the present. During the last 25 years Tongkuangyu has mined three lifts: Lifts 810 m, 690 m and 530 m. The previous two lifts utilised a slusher process with an annual designed production rate of 4 Mt. In this context the lift name represents the elevation of track haul level.The Tongkuangyu Phase 2 project serves for two lifts (ie Lift 530 m and 410 m) under the elevation of 690 m and the annual designed production rate is 6 Mt. Since the orebody is approximately 50° in dip angle, it is originally designed that production at Lift 530 m is comprised of one main extraction level and two auxiliary extraction levels in the footwall and undercutting is started from one end of the extraction footprint forward to another end, which is from north-east to south-west.Production at Lift 530 m started from March 2011 and reached to 6.39 Mt in 2013 and 6.9 Mt in 2014. Additionally, Tongkuangyu improved block caving processes and used modern mining equipment, which differ from the previous two lifts. Blastholes for undercutting and drawbell-preparation are now drilled using jumbos. The blasted ore is transferred to the underground crushing station via 10 t electric load-haul-dumps (LHDs) and then delivered to surface via a belt conveyor 3200 m long.Due to increasing ground pressure, a consequence of mining depth increase, stress abutment and inadequate support, significant damage occurred at the Tongkuangyu Copper Mine with production at Lift 530 m. This resulted in significant production delays and rehabilitation costs. A series of improvements have since been implemented including an advanced undercut sequence and increased ground support. All of these improvements have allowed Tongkuangyu to alleviate ground control issues, reduce operating costs and ensure safe production.CITATION:Liu, Y M and Bian, K W, 2016. Production at Lift 530 m of Tongkuangyu Copper Mine, in Proceedings Seventh International Conference and Exhibition on Mass Mining (MassMin 2016), pp 385–392 (The Australasian Institute of Mining and Metallurgy: Melbourne).

May 9, 2016

By W. M. LONIE

Address by the President of the Institute (Mr W M Lonie) in making the presentation of the Certificate of Honorary Membership to Sir Ian McLellan, K.C.G.M, K.B.E. Address by Sir Ian McLellan after accepting the award.

Jan 1, 1979

By L Cain, C Every, S Mirlatifi, J Ashley

This paper presents a geographic information system (GIS) based method for the prediction of ground movement and the associated impact on existing buildings and structures due to tunnelling in the North West Rail Link (NWRL) project. The NWRL is a priority rail infrastructure project for the New South Wales (NSW) Government and includes 15 km of twin tunnels between Bella Vista and Epping, which will be Australia’s longest rail tunnels. The NWRL tunnels will be constructed in an urban environment where the prediction of ground movements induced by tunnelling and the associated impacts to existing structures must be assessed in the early design stages of the project. An assessment process was developed using GIS able to respond to design changes.An iterative GIS analysis methodology was developed to generate ground settlement contours and identify impacted buildings and structures in response to multiple changes in tunnel alignment during design development stages. The GIS analysis undertook to rapidly provide detailed and accurate parameter information including tunnel depth from surface, tunnel separation, diameter and sample point proximity to the tunnel and assess ground movement contours along the project alignment. Determination of the ground surface settlements were based on empirical methods proposed by Peck (1969) and Mair (1993). The control parameters and the relationship between damage categories and risk classifications for impact assessment were based on Burland, Broms and de Mello (1977), Rankin (1988) and Boscardin and Cording (1989) methods.The GIS-based ground movement impact assessment approach adopted for the NWRL project demonstrates an efficient, iterative and robust approach and could provide an initial framework for other similar tunnelling projects where rapid design changes and early understanding of tunnelling impacts are required to bring greatest benefit to all stakeholders.CITATION:Mirlatifi, S, Cain, L, Ashley, J and Every, C, 2014. An iterative geographic information system based approach for the assessment of tunnelling impact to existing buildings and structures, in Proceedings 15th Australasian Tunnelling Conference 2014 , pp 647–652 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Sep 17, 2014

Cannington Mine is an underground, hard rock, metalliferous mine located in North-Western Queensland, Australia. Weld mesh is installed to prevent the failure of rock from between the installed reinforcement elements. Corrosion reduces the capacity and life expectancy of mesh and presents a real hazard to underground personnel and equipment as it reduces the effectiveness of the support system. Corrosion influences the economics of the mining operation through the need to conduct rehabilitation of the ground support which involves re-installing new mesh or shotcreting over the affected mesh to protect it from further corrosion. The requirement for rehabilitation is determined by the geotechnical engineer based on an individual visual assessment with little or no engineering input. It was identified that a more quantitative method was required that considered the safety and economic risks involved. A project was undertaken to develop a simple method to evaluate corroded mesh and to provide selection criteria for rehabilitation. A weld mesh corrosion classification has been developed that relates the average wire diameter of corroded mesh to the remaining capacity of the mesh. Accompanying selection criteria provides recommendations as to when rehabilitation may be required based on the estimated residual mesh capacity, the remaining development life, and the level of personnel exposure.

Nov 25, 2010

By C P. C David, J P. T Domingo

Addressing nutrient deficiency, among other factors, is vital to the growth and establishment of plants in mine spoils and tailings ponds. Although several organic amendments are available for this purpose, it is important to determine the appropriate ameliorant for the selected plant species. This research examined the effect of different amendments on the growth and ground cover of Centrosema molle, Calopogonium mucunoides and Sorghum spp. in copper/gold tailings. Plant growth and ground cover drastically increased with the application of organic ameliorants, especially manure. Among the three plants, Calopogonium exhibited the best growth and has shown its capability to establish a dense ground cover even in unamended tailings. Results suggest that the plant species and the ameliorants used in this study could be effective in a low-input approach to mine rehabilitation.CITATION:Domingo, J P T and David, C P C, 2014. Legume and grass revegetation of mine tailings, in Proceedings Life-of-Mine 2014 , pp 525–534 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 16, 2014

By I R. Souza

At the mining industry, there are several uncertainties that may affect the mobile mining equipment fleet sizing and usage, such as commodity supply and demand, which impacts the mineral price, environmental licenses to allow operations and strategic decisions made by the own mining company. Due to that, it may happen to acquire a mobile mining equipment for a specific site and before it finishes the entire forecasted life cycle, the machine gets idle on that operation and a decision must be made regarding this matter. On large mining companies with several sites, equipment transfer provides a good solution to solve this issue and at the same time it provides operational flexibility and allows to use the equipment until the initially planned working hours. This article presents a method to compare technically and financially whether it’s more feasible to transfer a used equipment or to buy a new one. In other words, we will compare a brand-new machine versus a used one in terms of safety, net present value (NPV) considering both capital expenditures (CAPEX) and operational expenditures (OPEX), technological obsolescence, risks, equipment maintenance reliability and lead times. Although it’s not the main purpose of the paper, it will also be briefly discussed the importance of having a considerable amount of backup equipment to handle low likelihood and high consequence risks that may materialise. This backup equipment portfolio is particularly important to avoid loss of sales and profits in case the production plan changes and it demands further equipment than initially planned to cope with the forecasted production.

Nov 8, 2021

Many mining companies aim to integrate sustainability principles into their new projects. There is an intention for improvement, but frequently this results in little more than 'business as usual' projects that retrospectively categorise controls for environmental and social risks as sustainability initiatives as part of a public relations exercise. The successful implementation of sustainability requires a change of mind-set and behaviours at an organisational and personal level. In addition, sustainability incorporates a very wide range of interests and technical disciplines. One of the key challenges is in understanding how and when to pull these diverse threads together within a project or organisational process. This paper will explore a number of themes: What does it mean to implement a project in accordance with sustainability principles? How far beyond 'business as usual' is it reasonable to go, and what is the business case for this? Why do the intentions for sustainability sometimes fail and how can we prevent this happening in future? People are instrumental in delivering sustainability; how do we embed sustainability thinking into their behaviours and decision-making? The approaches that have been taken to integrating sustainability in design; what has and has not worked and some of the barriers to integrating sustainability into design? The authors will discuss these themes drawing on case studies from URS' experience in integrating sustainability into large projects. The authors will discuss the need for: a strategic approach which provides a simple framework for tactical decision-making and the consequences of taking tactical decisions in the absence of this framework, alignment of the project team and promotion of a culture of innovation, a shift from a risk/compliance mentality to an opportunity identification mindset, and a systematic approach to integrating sustainability into project design processes.

Jun 1, 2010