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By West Coast Staff

Attention to the design of facilities for drainage, of both surface water and seepage, made it possible to attain, for a qam impounding residues from a concentrating mill, a more stable sand wall which can eventually be carried to a greater height.EXPERIENCE WITH No. 1 DAMResidue from the lead zinc concentrating mill, which treats the ore from the Rosebery and Hercules Mines, was pumped 3,600 ft. through a 5-in. diameter woodstave pipeline to the site of the dam. It was formerly delivered through a 4-in. steel pipeline.State laws prevent the residue being discharged to waste into the Stitt River. Furthermore, as a pyritic residue it is a potential source of sulphur.Between 1936 and 1956 more than 1,000,000 tons. of residue was paddocked. The run-of-mill product was roughly classified at the dam in a 6-ft. diameter cone classifier and the sand fraction was pumped by a 3-in. pump to the front wall of the dam across a shallow valley. The overflow gravitated to the rear of the dam (Fig. 1). Typical sizings were:

Jan 1, 1958

By Trendell B

While objective selection and assessments are an accepted part of employing managers and other staff, they have had only a limited place when selecting mineworkers in Australia. Wambo Mining Corporation has used occupational testing as part of its recruitment process since 1994. For managers and staff in particular, it is considered this has contributed significantly to a 95 % fit of those appointees. In 1997 when Wambo undertook development of a new "on site" subsidiary underground mine called Wollemi Services, they wanted to select the most appropriate people in terms of skill and on the job performance. To achieve this they reviewed and improved their recruitment processes to facilitate selection and transfer of an initial intake of almost 50 staff and mineworkers.One of the issues for Human Resource Management was to provide an environment where employees could let go of previously held (but not necessarily individually believed) entrenched views about individual performance and assessment. It needed to be emphasised that performance could be objectively and fairly assessed. More importantly, the performance being assessed was the application of skills and that new skills could be learnt and individuals could choose to change Behaviour.

Jan 1, 1998

The world is getting flatter through internet, mobile phone technology, relatively low cost travel, massive outsourcing of manufacturing to China and the transfer of company backroom operations to India. In the iron and steel industry, however, things will remain relatively the same with slow gradual improvements in technology; only the geographic location of plants may change over time. Or will it? The blast furnace smelting process has remained largely unchanged since 1828 when James Neilson came up with the idea of preheated air being delivered to the tuyeres. Likewise, oxygen steelmaking that takes molten iron from such blast furnaces has remained conceptually unchanged since Sir Henry Bessemer invented an air-based system in 1856. These two processes are the core of integrated steel mills that we know today. Typically such mills consist of coke ovens, sinter plant, blast furnace, oxygen steelmaking, continuous caster, rolling mills and metal coating lines. In the intervening 150 years the only real disruptive technology to the integrated steel mill has been the minimill. Based on the use of the electric arc furnace (EAF), in conjunction with a continuous caster and rolling mill, the term minimill is used because steel products are produced at down to one-tenth the scale required for economic operation of an integrated mill, with the EAF producing molten steel using largely scrap steel as its feed, as against transforming coal to coke (coke ovens), iron ore, coke and limestone into molten iron (blast furnace) and molten iron to steel (oxygen steelmaking). There are, however, a number of technologies in development that may cause a paradigm shift in the way steel products are produced and perhaps push the evolution of the minimill as a disruptive technology. Two examples are direct iron smelting, where iron is produced in a matter of seconds by injection of ironmaking feed materials into a molten bath, and thin strip casting, where molten steel is cast into 2 mm strip or less, in similar time. Both have Australian connections. A leading iron smelting technology is the HIsmelt« process, which has its first commercial application at Kwinana, Western Australia, where a joint venture of international parties, consisting of Rio Tinto and the Nucor, Mitsubishi and Shougang corporations, are in the stage of ramping up commercial production. The leading strip casting technology is the Castrip« process that arose from development work done by then BHP Steel, with IHI of Japan, at Port Kembla, New South Wales in the 1990s. Nucor followed this work up, building the first commercial plant for the technology at its Crawfordsville site in Indiana in 2001 and has recently announced an intention to build a second plant in the USA. While both technologies are only into the early stages of commercialisation they are likely to change the face of iron and steelmaking as we know it over the next 20 years. This paper elaborates on the technology of the two processes, why they could change the face of the iron and steel industry forever, what might drive the rapid change and what the changes may look like.

Jan 1, 2006

Geotechnical practice combines the site engineering geological model with engineering design and operations to control risk. The responsibility of the geotechnical professional is to present relevant engineering geological information to an engineer to effectively impact an outcome. Return is enhanced by understanding expected operating and capital cost due to ground conditions.   Risk is effectively communicated by a successful geotechnical practitioner. In a mining environment the need is to assess ground conditions accurately and quickly, and to effectively communicate expected ground response due to mining. A good engineering geological model includes a description of geotechnical engineering parameters to design assuming reasonable expected soil, rock and water conditions. Pit slopes are steepened, stope spans widened and waste foundations and land forms are constructed all under geotechnical control.   The responsibility of the geotechnical professional is to collect, assess and disseminate relative engineering geological information. The geotechnical professional is a person advising on ground related engineering, and generally operates within geology and engineering end members.   Return is better assessed on an understanding of ground cost. In operations the goal is to meet production at lower cost. In evaluation, regional and exploration geology, mine design and expected operational factors influence expected cost and project return. Return allows companies to meet shareholder expectations, attract equity to develop and add value to the community.   This paper presents a discussion with some examples to present an approach and design philosophy for geotechnical practice in the mining industry.

Jan 1, 2004

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

Jan 1, 2006

Paddington processing plant is located approximately 30 km north of Kalgoorlie on the Menzies Highway and is owned by Placer Dome Asia Pacific. First mining was from the Paddington Pit, but in subsequent years the plant has had a history of treating ores from a large number of sources, and has used several different methods to reconcile mining and mill production. Reconciliations are necessary to keep a check on the quality control of mining and grade control processÆs. There is a need to be able to identify and resolve issues that will affect the profitability of the organisation quickly. They are also used to check the quality of the resource/reserve statements, and allow the accurate and timely payment of royalties to stakeholders. During the formation of the Kalgoorlie West operations when Delta Gold Limited and Goldfields Limited merged in 2001, the complexity of reconciliations increased dramatically. The expansion of the scope of reconciliations to include two mills, four underground mines and seven open pits, and ore from one deposit to both mills meant that a revised strategy was essential. A variety of issues have arisen over the years with discrepancies occurring when reconciling both tonnes and grade. There are many ways to approach reconciliations, and in recent times these philosophies have been widely debated on site. A consistent and logical approach that takes into account many different sources of ore, as well as different methods of delivery to the Run of Mine stockpiles is therefore necessary. This would standardise the different approaches taken by the various operations that combined to form Kalgoorlie west. The new method reconciles mill production back to the individual ore sources, and produces reconciled-mined tonnes and grade based on the mill throughput and the change in stockpiles. There will generally be a small discrepancy between the claimed mined tonnes produced (and grades) and the mill production. This needs to be highlighted to the operations concerned if it considered unacceptably large. Paddington mill over the last few years has had up to ten sources of ore each year, and up to 15 different stockpiles being processed during each month from those various pits. This combined with the need for a blended oxide/fresh feed, whilst striving to deliver a consistent (grade and hardness) product to the mill, has meant that reconciliations have been very difficult.

Jan 1, 2003

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

By J Austin, R Bitencourt

Differences between the long-term model (LTM) and mine geology system (MGS) grade control block-outs on a blast block scale can impose difficulties to planning crusher feed grade and tonnes on a monthly to weekly blend basis. Detailed geological input to short-term planning has been integral to improve the performance and reduce risk in six-week to three-month production schedules and local variability in tonnage and grades is often not accurately represented in the LTM. The challenge of producing to combined target specifications from different mine sites in an integrated mine to ship business has been reduced with the creation of blast blockout-based short-term model. These short-term blast block models (STBBM or STM) are robust predictive tools created for upcoming benches of current mining areas by firstly collecting data from the pit in the form of bench and face mapping and projecting the structure and stratigraphy down to the next bench. A wire-frame of the projected contacts based on material destination from production blockouts is created and then checked against the LTM. Blast block data from the bench above including assay results and material logging is extracted and validated according to the projected wire-frames (geozones). Individual blast blocks and a full block model are created for each bench production defined by the STP (bench plans). Data output from the STM is in a compatible format for import into scheduling specific software packages. Additional information is incorporated into the STM to allow querying of drill penetration rates, predicted powder factors, material hardness and feed type to further aid in the production planning process and cost forecasting. To date, reconciliation of the STM has been pleasing and certainly an improvement on the LTM, especially in areas where variability is higher due to geological complexity. Short-term predictions derived from in-pit geological observations allow mine planners to more confidently decide on mining block sizes and schedule tonnages and grades, reducing the risk component attached to developing production schedules based directly upon long-term orebody models and mine plans.

Jan 1, 2005

Existing production facilities are constantly looking at ways to increase capacity. Many recent solutions have focused on the implementation of capital and infrastructure projects. It is accepted that capital expansions are frequently necessary for production gains; however, in many cases existing assets have the potential to deliver substantially better throughput than they are currently achieving. By focusing on automation of production control systems, production reporting and business processes substantial gains can be achieved utilising existing assets. This potential can be realised quickly and has been proven across several sites and industries. In the Pilbara region of Western Australia throughput gains of between two per cent and 25 per cent (translating to millions of tonnes per annum) have been achieved from existing assets using the methodologies discussed. The improvement process involves evaluating the entire production chain from the time the ore arrives at the plant to the time it is dispatched. A technical evaluation of the performance of the control system and plant automation interfaces to upstream and downstream processes is conducted. The relationship of these processes to the business systems and the human interface to the systems is reviewed to ensure a complete picture of the system is understood. Technical evaluation targets include: individual equipment operation, the engineering level of control systems, feed controls, etc; managing recirculating loads, surge capacities, dynamic inventories as well as management of in-feed systems and integration into yard and out-feed systems; and communication flow between control and other systems, data alignment between rail and shipping schedules, yard systems, sales systems and maintenance systems including such fundamentals as truck dispatch links to plant control. In parallel with the technical evaluation, business system evaluation takes place, including analysis of the operational systems, methods and personnel.

Jan 1, 2007

By P Gnnther, A M. van Niekerk

Coal mining operations in the Upper Olifants River Catchment in the Mpumalanga Province of South Africa are challenged with the increasing production of excess mine water that cannot be fully managed by existing practices of pollution control at source, recycling, and reuse on mining sites, storage and limited release to the natural water course. In contrast to this, the Olifants River Catchment is experiencing water stress and insufficient water is available to satisfy all water quantity and quality requirements for future industrial and municipal growth. It is estimated that the catchment has a deficit of 192 million m3 per annum if the reserve water requirements are taken into account. The future increased water requirements can be met by water transferred to the Olifants River Catchment from adjacent catchments. The cost of transferred water is likely to be substantially higher than the current cost of water supplied to local municipalities, commerce and industry. BHP Billiton and Anglo Coal Corporation are working together to jointly implement water management strategies that will contribute to the achievement of in-stream and dam water quality and aquatic objectives for the catchment. Consideration is now being given to the treatment and beneficial use of excess mine water. This will inaugurate a new era for the coal mining industry in South Africa, in which a pollution threat to the water resources in the Upper Olifants River Catchment is converted into a water source for beneficial use. Three potential mine water reclamation and reuse schemes have been identified and this paper details the technical, institutional, legal and financial considerations in the implementation of these schemes.

Jan 1, 2006

By D S. Scovira

The effect of blast vibration on highwall stability is a common concern for many open pit mines. Vibration in such a case is a typical near-field blast vibration situation. Vibration modelling in the near-field of a blast requires consideration of both the amplitude and frequency attenuation of waveforms with distance. Most existing blast vibration models are designed for far-field vibration and do not simulate the frequency attenuation and its effect on waveform shape. With the advent of electronic detonators it is desirable to quantify the effects of blast delay on the amplitude as well as the frequency of blast vibrations. A suitable modelling tool is proposed here. At present, a blast vibration model with double attenuations(amplitude and frequency) has been developed at Orica. The present model simulates the amplitude and frequency attenuations separately using different transfer functions. The amplitude attenuation is modelled according to the non-linear relation between the peak particle velocity (PPV) and the charge weight scaled distance established from the signature hole vibration. The frequency attenuation is modelled with the signal broadening based on KjartanssonÆs transfer function û a linear model for attenuation of waves. The model is capable of taking multiple sets of signature waveforms as input to improve the modelling accuracy of the wave propagation in the geology at a site. The screening effect of the earlier firing holes in the path of a later firing hole is taken into account on not only the amplitude, but also frequency attenuation. The present blast vibration model is suitable for modelling both near-field and far-field blast vibrations. It yields reasonable agreement with measured field data for the near-field vibration examples discussed.

Jan 1, 2007

By R Huntley, D Sims

Pajingo gold mine produces over 240 000 oz Au per year from underground mining using longitudinal bench stoping methods with a 15 m sublevel interval. Average mine head grade is around 12 g/t Au, contained within quartz veins between 0.5 to 16 m wide. The veins dip steeply (>60¦) and exhibit strike variations which lead to many curved and meandering drive/stope geometries. Unplanned dilution at Pajingo is predominantly controlled by fault planes that subparallel the vein and commonly lead to slabbing failure from the stope walls. Initial efforts at determining maximum spans were based on using the Stability Graph method of stope stability. However the method had a number of shortcomings that did not address mine site observations, including previous mining, interaction of different joint sets and the presence of discrete shears which resulted in poor prediction of stability. A method was developed to rate the risk of dilution for a stope based on observations made in the ore drives. The method utilises profile mapping of the ore drive, structural features observed and the orebody itself, on 10 m spaced sections along the ore drive. A matrix of factors determines the dilution risk for stoping at the time of mapping and the rating is transferred to longsection plots in the office. The dilution risk rating is used to determine the position and density of cable bolt support aimed at lessening the risk, and can be used to review blasthole designs prior to finalisation. The method has been used for more than two years and has proven to be a good indicator of potential unplanned dilution (ie waste outside of ring design). A recent review of the dilution risk mapping process has indicated it is assisting in reducing the impact of dilution at the operation and has the scope to be utilised further in the design process.

Jan 1, 2002

By Gillies A. D S, Lee A. H

The major operational objectives of a mine water resource management system (WRMS) are to supply the water needs of the mine and mill, to minimise disturbance to mining due to rainfall flooding or seepage and to dispose of excess water. Historically, company management have placed a significantly lower emphasis on managing the WRMS as compared to managing production. Changing Government legislation concerned with the disposal of water from mine sites is, in many cases making mining companies look more closely at how they manage their water. For example, within the next few years it is likely that prior to mining approval by the Government, mining operations will have to submit water management plans/budgets and contingency strategies in addition to operational plans. While the formulation of a comprehensive water management plan/budget is an additional cost to the company at the mine establishment stage, such plans can be beneficial to the operation in the longer term.The two keys for the efficient design, operation and development of a WRMS are the establishment of written goals which have managerial priority and secondly, access to appropriate good quality data. Managerial priority towards the WRMS will increase as a consequence of the education of mine operators in the benefits to the operation of good WRMS management or less desirably as a requirement to meet Government legislation. The collection of appropriate WRMS data is a more complex issue and to obtain information efficiently and cost effectively relies on the clear definition of the data application.

Jan 1, 1992

By Dundon P

The Broken Hill Proprietary Company Limited (BHP) is Australia's largest company with widespread commercial interests ranging from steel productin to minerals, oil and gas recovery. While these interests are worldwide, the Company operates or is partner in more than 30 Australian mining ventures. BHP Engineering (BHPE) is the in-house consultant to BHP but is also the largest consultancy in Australia available to general industry. Australian Groundwater Consultants Pty Limited (AGC) is a large, independent consultancy offering specialist services in all aspects of water resources, waste management and environmental engineering, both in Australia and overseas. AGC is particularly well regarded within the mining industry and has a considerable record of providing solutions for mine water related issues. By drawing on the extensive combined experience of AGC and BHP Engineering, this paper will summarize some of the unique ways in which water interacts with and impacts on mining operations in Australia, particularly in matters such as: Slope Stability Drainage and Dewatering Production Cost (Transport, Drilling, Blasting, etc) Water Supply Water Management Tailings and Waste Management Environmental Issues. The paper will also illustrate the cost benefit of providing major engineering works for reduction in total mining cost. It will be shown that, through advance planning and close interaction between outside experts (ie consultants) and on- site personnel, very significant operational cost savings can be made while at the same time achieving a safe and responsible mining environment.

Jan 1, 1988

By J Rutter, M NoppT

Ridgeway Gold Mine is part of Cadia Valley Operations which is wholly owned and managed by Newcrest Mining Limited. Ridgeway is an underground sublevel cave (SLC) operation mining approximately 5.6 Mt of gold-copper ore per annum. Ore tracking and accounting systems monitor gold and copper grades, copper mineralogy, host lithology and ore sizing. These factors have material impacts on concentrator throughput and metal recovery. Drawpoint recovered grades are routinely reconciled back to design data to monitor and assess draw performance. Grade control at Ridgeway has been based upon sampling the ore from SLC drawpoint bunds using 15 kg grab samples combined to form 30 kg samples prior to assay. This large sample size was selected in an attempt to representatively sample the coarsely-sized broken ore, the samples collected having a nominal diameter of about 130 mm. The assay results for gold and copper from these samples are extremely variable and the usefulness of the results has been questioned by the mine, particularly given the onerous and OH&S hazardous activity of handling large sample masses. Granulometry testwork at Ridgeway confirmed the extent of the relationship of decreasing sample grade variability with particle size. Based on this relationship, drawpoint sampling tests were carried out using 9 kg samples sieved to -45 mm at the drawpoint site. The gold and copper results from the finer 9 kg samples were significantly less variable than those from the normal, coarser 30 kg samples. The variance reduction was similar to that predicted from broken ore sample theory for the selected sample mass and nominal particle size. This relationship therefore allowed Ridgeway to assess the sample mass and particle size required to achieve a particular precision. In addition to improving the precision, the reliability of assay results from smaller samples from the fine particle fraction for drawpoint control depends on the accuracy of the results. The assumption is that the grade of the finer ore is similar to that expected from the lot, or that if a bias exists, then the extent of this bias is acceptable and consistent enough to be accounted for in the grade control system. The distribution of grade with particle size and the reconciliation of drawpoint sample and mine results is currently under investigation.

Jan 1, 2005

Bendigo is AustraliaÆs second-most productive goldfield, having produced some 22 million ounces of gold between 1851 and 1954. Bendigo Mining Limited (BML), the sole lease-holder of the Bendigo Goldfield, is developing a mine that is planned to produce ore from beneath the historical workings for at least the next 25 years. The high-grade Bendigo reefs occur in the proximity of the chevron anticlines, which characterise the goldfield. Typically the reefs display relatively small cross-sectional areas and large (subhorizontal) strike dimensions. They occur in clusters due to interrelated structural controls. Most of the gold occurs as visible grains and laminae, and as such grade estimation is not amenable to ænormalÆ sampling and estimation techniques. The initial phases of exploration and development of the mine focused on understanding and resolving these sampling and estimation issues. In 2005, BML reviewed and updated the March 2004 Feasibility Study, refining the life of mine development strategy. The strategy fundamentally aims to exploit the 11 million ounce Inferred Resource and additional exploration potential by developing the current Kangaroo Flat Mine to produce ore at an initial rate of 450 000 t/yr in 2006/07, expanding to 600 000 t/yr by 2009/10; and developing the Eaglehawk Mine to produce 1 Mt/yr by 2011/12. Ore will be processed initially at the Kangaroo Flat site, and from 2011/12 also at the Eaglehawk Mine 1 Mt/yr processing plant. The two mines will connect underground in 2009. Total ore treatment capacity will be 1.6 Mt/yr, producing 600 000 oz/yr from a head grade of 12.7 g/t gold. The project is planned to operate for 25 years, processing 33.6 Mt of ore producing 13.7 Moz of gold. To achieve this production rate, the exploration and ore delineation programs will require up to 16 diamond drill rigs producing over 200 km of core per year. At the same time, approximately 8 km of on-reef development must be monitored and typically 18 stopes managed concurrently. The processing plants will be located in geographically constrained areas, which will limit the ability for selective stockpiling and campaign treatment.

Jan 1, 2006

By Moxon NT, Torrace AC

The detonation pressure of an explosive is a function of its density and its velocity of detonation (VOD) and relates directly to the degree and manner in which the explosive loads the surrounding rock. The suitabil- ity of an explosive to any particular situation is determined not so much by the total energy released but more by the rate at which it is released. As the science of rock blasting advances it is becoming economically more important to quantify explosive performance, particularly with respect to quality control and fragmentation. As part of a major explosive user, BHP Central Research Laboratories have developed a number of tech- niques to determine the detonation characteristics of explosives. These include a method of continuous velocity of detonation measurement based on the SLIFER principle. This not only enables the VOD of the explo- sive to be determined, but also has the versatility to allow factors such as under priming, slow run up, the effect of water, variable energy load- ing and the velocity of the shock wave in the stemming to be assessed. Multi point VOD systems have also been developed for more routine appli- cations. With a minor modification they can be used to determine the absolute delay of detonators accurately and economically. Direct deto- nation pressure measurement methods have also been developed based on piezoresistive techniques. Future developments include the incorpo- ration of all the above techniques into a single, portable package, allow- ing easy use on the mine site.

Jan 1, 1988

The paper describes the studies conducted to date on the short term adsorption/desorption of gases in coal from the point of view of developing techniques to predict imminent outbursting conditions in coal mines. A number of different parameters such as'dP express, K' and AV 0/60 etc. which have been effectively used overseas were studied on samples of coal from Westcliff and Leichhardt Colliery. Results indicate that these do not seem to be valid indices for predicting an outbursting condition. Based upon desorption isotherms, a new index defined as "L" has been developed which shows promising results. This index is in a position to differentiate the changes in the structures of coal and its proness to outbursts. The "LZ value determinations and its usefulness opens a new field where it would be possible to determine outbursting conditions from existing drill cores obtained during exploration studies or from long holes drilled in advance from underground workings. The index is more or less independent of the time elapsed between the extraction of a sample and the conduct of the test. The test for "L" can be conducted'on site or in the laboratory. The test is simple, easy to carry out and the "L" value for a sample can be calculated in less than 20 minutes. It could be adapted as a routine test for monitoring outburst conditions in mines.

Jan 1, 1980

By Lawrence M. J

It must be stressed that the following comments are offered only to assist mineral industry professionals in understanding the issues involved in personal liability. The information and views expressed herein are not intended to be a comprehensive guide or definitive statement of the law and they should not be regarded as a substitute for specific advice for individual situations. Readers should consult their own legal and other professional advisers before applying the content of this paper to their own particular circumstances. It is hardly news that work in the mining industry is governed by a complex regulatory and legal system which is constantly changing, but few realise just how directly they can be affected and become personally liable for any breaches. These may result in civil or criminal proceedings and personal assets are at risk. Owners, company directors, managers and now employees are at risk, together with consultants, contractors and suppliers of equipment or consumables, as well as government inspectors. They are liable for their personal decisions to act (or failure to act) in managing operations or carrying out directions, as well as for the actions of others under their control. This paper identifies the areas where such individuals in the open pit mining industry in Australia face the risk of personal liability and measures which can be used to minimise the risk or which can be used to make out a defence to legal action which could arise. There have always been a myriad of Commonwealth, State and Local Government laws and regulations with which to comply, and now international protocols are being used as a basis to impose greater obligations on all people. Once, the `corporate veil' gave some protection to the individual, but today there is negligible protection from the full force of the law. Not only are there various types of law enforcement officers, but public interest groups, shareholders, customers, suppliers, creditors etc may litigate. This paper is not intended to be an exhaustive discussion of the provisions of all the legislation or case law where individuals can be held) personally liable. These areas would include environmental, pollution and heritage law (including Aboriginal sacred sites); occupational health and safety (including workers' compensation) law; trade practices and fair trading law; contract law; corporations law (including the requirements of the Australian Stock Exchange [ASX] and Australian Securities Commission [ASC]); industrial relations law; anti-discrimination and sexual harassment law; taxation (including superannuation trustee) law; and the Common Law. The focus is on the following areas of regulation, which are outside the usual experience of those in the open pit mining industry (the Mining Acts and Regulations are specifically not dealt with here): ò Environment Law; ò Trade Practices Law; ò Occupational Health and Safety Law; and ò Corporations Law.

Jan 1, 1994

By D La Rosa, W Valery, A Jankovic, S Ese

Metso Minerals Process Technology Asia-Pacific (MMPT-AP) has been working with many mining companies worldwide performing æMine to MillÆ or Process Integration and Optimisation (PIO) studies. MMPT-AP has developed a proven methodology to improve the efficiency of the mine-mill interface and gain maximum benefit. The PIO methodology involves rock characterisation, mathematical modelling and simulation to generate a list of operational and control changes for both the mine and concentrator. Following the methodology, the list of recommendations is developed relatively easily; the more challenging part depends on the company. Success of a PIO project relies on the ability of an organisation to implement change û both operationally and culturally: the human element. When a PIO project is started, there is initial interest and commitment from the company. But how can this be maintained? How does an operation know if the benefit continues? MMPT-AP is now developing long-term relationships with clients to ensure that the increased production and improved efficiency continues. Direct and indirect measurements are used to determine the key factors involved and to understand the cause/effect relationships. Simulation tools also can be used to compare current with recommended practices û so when material properties vary over time, the benefits can still be quantified. PIO is about empowerment: by measuring and understanding what parameters affect concentrator performance, the site personnel now have the knowledge to make a difference. Rather than simply reporting variable or poor concentrator performance, operations can predict when production will be affected and put controls in place to prevent it from happening. This requires support and commitment from the company or æbuy inÆ. Ensuring this buy in continues is the challenge facing every company involved in PIO work û but the benefits are well worth it. This paper will review MMPT-APÆs experiences in implementing PIO projects in the long term: from both the consulting and operational viewpoints. MMPT-APÆs involvement with a number of companies will be discussed as examples of what works and what does not.

Jan 1, 2007