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By J B. Farrow

The AJ Parker Cooperative Research Centre for Hydrometallurgy carries out research on behalf of, and in collaboration with, the Australian mining industry. As might be expected, much of its research is directed towards improving the efficiency of alumina and gold processing plants. However, the Centre also carries out research of relevance to base and other metal producers. A key element in its work is the successful transfer of its technology to the companies with which it is working. In general, this is achieved in the following five steps:definition of the problem through discussions with the company commissioning the research; execution of the research; assessment of the research findings; testing of the research findings by pilot plant or on-site trials; and implementation of the results on the full-scale. This pattern is exemplified by the work carried out by the Centre to improve the performance of gravity thickeners which are used throughout the minerals industry for solid-liquid separation. The research has focussed mainly on ways to optimise the use of flocculants (long chain polymers) to enhance thickener performance. It has been shown that the way the flocculant is mixed with the slurry is of profound importance. Computational fluid dynamics modelling of the feedwell region of thickeners and laboratory and plant flocculation studies have been used to determine better ways to contact the flocculant with the feed slurry. Implementation of these and other findings on the full-scale confirmed that improvements in thickener performance were indeed possible. As a result of this AMIRA funded thickener technology work, there have been considerable savings to a number of Australian mineral processing companies, through improved operation, higher throughputs and flocculant savings.

Jan 1, 2000

Metallurgical accounting can be defined as the monitoring of the valuable metals from the time the ore is broken at the primary crusher until the time that we have the saleable products and residues. The overall purpose of metallurgical accounting is to provide management with up-to-date inform- ation that can be used to control mining and metallurgical oper- ations. The decisions that are taken on the basis of the information that the metall- urgical accounting system provides should result in improved control and, ultimately, increased revenue. The current state of accounting is a result of an extended evolutionary process and will continue as process plants bec- ome more sophisticated. Differences in mine æcall factorsÆ and grade control reconciliation can lead to frustration between the siteÆs geoscie- ntists and its metallurgists leading to a level of distrust in the mill grade. Metallurgical accounting is not included in sufficient detail in undergraduate courses and the acceptable industry standards have developed based on what is considered acceptable to industry personnel and consultants. There is now the AMIRA P754 Metal Accounting, Code of Practice and Guidelines Handbook or reference manual. Computer based databases and spreadsheets have transformed tedious bookkeeping into an important management tool. Over time these standards have improved with developments in analytical procedures, weighing technology and sampling. This paper provides anecdotal examples of problems and improvements observed over a number of years within the gold industry in Australia and overseas.

Jan 1, 2009

More than in any other way, the community judges the minerals industry by its environmental performance. Minerals Council of Australia web site www.minerals.org.au/media/code Time is overtaking us. What was good enough yesterday is not good enough today. What may be acceptable today wonÆt be tomorrow. So we need to leap forward. We need to begin to move towards sustainability. Dick Zandee, Managing Director, Placer Dome Asia Pacific The competition for access to exploration and mining opportunities is intense. So is competition for the best people, capital and community support. Poor environmental performance damages a companyÆs ability to attract these. Quite simply, good environmental management is good business. Hugh M Morgan AO,Chief Executive Officer,WMC Limited. Decisions made by private industry and international corporations are increasingly determining the fate of the environment. ...Nothing could be more shortsighted than for todayÆs conservationists to neglect cooperation with business and industry as a means of moving company philosophy and public accountability ahead in favour of the environment. Dr Claude Martin,Director General,WWF International The four quotes above well illustrate the challenges faced by companies and conservationists in attempting to achieve the societal goal of sustainable development. That this aspirational goal itself is far from clearly defined, although it has been widely accepted and endorsed by governments, business and civil society, exacerbates the challenges. Sustainable development has as its central thesis the integration of environmental, social and economic policy. Its attainment by business has been described John Elkington (1998) as the pursuit of the ætriple bottom lineÆ - the achievement of social and environmental targets, in addition to the traditional economic bottom line. It is self-evident that business is both competent and comfortable defining and measuring economic performance and reporting that performance to internal and external audiences. As long as information has been prepared according to the established standards of measurement and reporting of economic performance, all audiences can have confidence in its accuracy. Business does not enjoy the same competence and comfort with regard to social and environmental performance. This is no startling condemnation of business, any more than it is a criticism of governments, non-government organisations (NGOs) or academia. It is a statement of fact that the tools to allow for credible definition and reporting against the other two components of the ætriple bottom lineÆ have yet to be fully developed and are, therefore, far from being widely accepted. Crucial to achieving sustainability is the ability to measure progress toward the goal. The task is to develop means to define appropriate performance standards and to credibly measure and report company environmental and social performance against those standards.

Jan 1, 2000

By A Scott

Long before a modern mine commences operations it has already become a wealth of information. After start up, it can generate enormous quantities of data û especially with semi-automated data acquisition by instrumented mine equipment. However, much of this data is of limited use for evaluation of (potential) performance unless it links in some way to the site business model. An underlying reason for this waste of data is that the different cultures, financial, technical, community, environmental, etc not only have many areas of interest but also have very different conceptual models by which they evaluate performance. It is too ambitious to attempt to bring all of these cultures together û in a single step. However, the success of the Mine to MillTM project has demonstrated that substantial operational value can be added by using a more integrated approach to comminution. The next logical step is to integrate measurement and then to track performance from orebody model to saleable product and waste disposal. From resource to product also represents a path from very sparse, highly variable data to much more detailed measurement and more representative sampling. However, in both cases the data collected is strongly focused on the technical requirements û not on the business model. This paper considers how to define at least some of the key decision points in terms of some case studies. Performance data from many areas might be used to derive simple models which can then be used for forecasting and optimisation of planning.

Jan 1, 2002

By D S. Stewart, K W. Keskimaki

The Henderson Mine has been utilising a continuous panel caving method to extract molybdenum ore since starting operation in 1976. In the past three decades since the mine was designed, many changes have taken place in underground technology as well as the general nature of the mining business. The impacts of larger scale underground equipment and automation are significant at Henderson and continue to reshape the nature of the enterprise. During the first years of operation in the 1970s, Henderson required almost 2000 employees to achieve full production, today only about 400 people are required to fully utilise the plantÆs capacity. The most recent change to the facility is the conversion from a rail haulage system to an underground crushing and conveying system that transports ore 25 km to the Henderson mill site. This change has required the introduction of large, rubber tired haulage trucks underground and the mining methods necessary to develop the large openings demanded by the trucks and underground crusher. The development of the underground crusher is also the first step to mining the final bottom horizon of the orebody. Along with this move comes an opportunity to almost triple the effectiveness of the mining effort, through higher draw columns and wider draw bell spacing. This final advancement to a totally trackless mine has positioned Henderson well for safe and efficient operation as it enters the 21st century.

Jan 1, 2000

By J Galvin

This paper addresses the actions of the Australian mining industry, its regulators and educational providers towards ensuring that a pool of competent mine managers is maintained in Australia and that mine management remains a desirable career path for future mining professionals. The Australian and global mining industries are experiencing an acute skills shortage. Mine managers, traditionally drawn from the ranks of mining engineers, are at the sharp end of this shortage. Exacerbating the shortage is a perception that a professional mine manager is not an attractive career option. This perception is influenced by the following forces which combine to make the role of a modern mine manager very demanding:legislative requirements for owners and managers to ensure (guarantee) the safety and health of employees; an increasing trend towards prosecution over exposure to risks to health and safety a need to be more aware and responsive to community and environment; financial, technical and æpeopleÆ pressures traditionally associated with the job of managing a mine; and mine management roles being filled by younger and less experienced professionals. Universities and other educational providers have the challenge of both ensuring that undergraduates are exposed to these issues during their study and continuing to promote mine management as a desirable career option. Anecdotal and statistical evidence indicates that young graduates are choosing and remaining in technical roles rather than taking on the challenge of mine management. Furthermore, it is suspected that the issues referred to above are contributing to the low retention rate of young professionals at mine sites. The challenges are not insurmountable, however. This paper reviews the initiatives of industry, the regulators and educational institutions in addressing these challenges. It includes a focus on:prosecution policies and their impacts, tertiary education program content and delivery modes, CPD initiatives of the Mine Managers Association of Australia, and alternative pathways for obtaining mine management qualifications.

Jan 1, 2006

By M Maulen, K van Olden, T Elkington

A large open pit is planned at the site of an existing underground mine. Strategic planning work has been undertaken to investigate the project value associated with an expansion of underground operations in conjunction with the proposed pit. Previous analysis determined that any depletion of the available pit resource that changes the optimum pushback sequence has a significant negative impact on overall project value. Therefore, to investigate the viability of an underground expansion requires a system to identify the stope resource that would add value to a combined operation if mined ahead of the pit. The key solution to this problem was to generate a resource model variable that defines the blocks, which have greater discounted value if mined by stoping rather than by the open pit. A key assumption was that the open pit is the main driver of overall project value. From the identified potential underground resource, series of mineable stope shells were generated at a range of cut-offs. This stope reserve data formed the input to a mixed integer program based software tool that was developed and used to optimise the underground mining plan, at conceptual level, for various project configurations. A dynamic programming tool was then applied to evaluate the optimum value of a combined open pit and underground operation. The overall objective of this project was to determine the strategic plan that yields the optimum value for a combined undergroundûopen pit operation. The results provided a clear focus and direction for more detailed design and planning.

Jan 1, 2009

By Tukkimies M

During the late-1980s crawler-mounted crusher units established their position in the aggregates industry. Between 1986 and 1994 about 700 units were delivered to customers all over the world for surface operations, mainly in Scandinavia and central Europe. The crawler-mounted units are popular among smaller crushing operators because they are versatile and easy to move between sites. In large quarries the greatest benefit is obtained by combining a primary crawler-mounted crusher unit with mobile belt conveyors which eliminates the need for costly haulage by dump truck. Savings of up to 40 per cent in production costs prior to secondary crushing have been achieved. Today the environmental aspect in quarrying is assuming ever greater importance. Besides being costly the dump trucks are also the major source of dust and exhaust fumes within a quarry. A complete face crushing system consisting of a crawler-mounted crusher unit and mobile belt conveyors can be electrically driven and can be equipped with dust encapsulation and dust collectors. A mobile crushing unit is not a new idea. From the mid-1950s onwards the mobile and self-propelled units have been built equipped with crawlers, tyres or walking mechanisms, with weights usually of 500-1000 t. Due to their massive size these unit are not mobile in the same way as the today's mobile units. It is not feasible to move them more than a few times a year unlike today's fully mobile units which are often relocated once an hour. This means that the massive units can not continuously follow the production face and their loading always requires a certain amount of haulage. Today the mining industry is facing new challenges. With low mineral prices and high labour costs, increasing productivity is essential for survival. New standards are also being set for the labour safety and the environment. Large research programs have been launched to meet these challenges. However, technology which can partly solve these problems already exist and is only waiting to be introduced into underground applications as well - the mobile crushing unit followed by belt conveying. As in surface operations the elimination of truck haulage also brings considerable savings in operating costs in underground mines and reduces the amount of dust and exhaust gases generated. An additional benefit especially in underground applications is improved safety. In an underground mine most accidents are caused by moving vehicles.

Jan 1, 1995

Investigations of the Mineragraphic Section; Commonwealth Scientific and Industrial Research Organisation, have included most of the known stannite-bearing ores in Australia, and have revealed several new occurrences of this relatively uncommon mineral. They provide information about its paragenesis, and its possible effect on tin recovery, that may be of general interest.Several of the investigations used in the preparation of this paper, were made in the first instance by pr. F. L. Stillwell or in collaboration with him.CASSITERITE-SULPHIDE ORES IN NORTH-WEST- TASMANIA Stannite is a minor component of most of the cassiterite sulphide ores of north-western Tasmania. These include the orebodies of Mount Bischoff, the Cleveland mine, Moina, the Stanley River district, Renison Bell, and the Heemskirk-Zeehan district, and form a well defined metallogenetic provence which is related to the Devonian granites of this part of Tasmania.In these ores mineralisation began. with deposition of cassiterite, a little wolfram, and quartz, topaz and tourmaline. With falling temperature, deposition of cassiterite ceased and arsenopy-rite, pyrite, and especially pyrrhotite, formed in abundance, tending to give massive sulphide ore. A little chalcopyrite; stannite, sphalerite and native bismuth accompanied the pyrrhotite. Deposition of quartz ceased after the pyrrhotite, was formed, and the later-formed nonsulphide gangue consists chiefly of carbonates and fluorite. With, the advent of the carbonates the pyrrhotite was altered to fine-gained intergrowths of marcasite and pyrite. Excess iron from the pyrrhotite entered the intergrown carbonate, or was precipitated as magnetite. Some solution of the cassiterite occurred at this stage, the tin being redeposited chiefly as stimnite replacement rims around the residual cassitellrite grains. Varying, but small, amounts of sphalerite, galena, tetrahedrite and silver minerals were depoSited at this stage, bringing the mineralisation to a...

Jan 1, 1951

By Penny T. G

BHP Diamonds and their joint-venture participants DiaMet Minerals, Chuck Fipke and Stewart Blusson are currently developing Canada's first commercial diamond mine in the arctic barren lands of the Northwest Territories (NWT) of Canada. The paper reviews the early history of the project leading up to the discovery of the first kimberlite pipe in September 1991, diamond exploration techniques and the subsequent advanced exploration and development work carried out at the site. In many aspects, this exploration work represented a development project in itself. Coinciding with the advanced exploration work, the project team prepared an Environmental Impact Statement (EIS) and went through federal review of the project at the highest level. External affairs strategies regarding the federal review and aboriginal land claim issues were crucial components to the approval process. Upon approval in principle by the

Jan 1, 1997

By A Buckingham, R M. Hancock

The underground Sunrise Dam gold mine commenced in October 2003 to extract ore from a series of orebodies with various dips, widths, and ore grades over a strike length of 1.5 km. To successfully operate flat stopes it was identified that a means to extract ore left behind after blasting in stopes with dips ranging from 15 to 40 degrees was needed. Various options were available, which included a bulk water cannon, hand held high-pressure water jet, remote controlled small dozer, several mini excavators and finally a specialised remote controlled excavator from the demolition industry. Trials were commenced for the bulk water cannon option in 2006 that proved that the concept worked, however, the system was too cumbersome to set up for use in cycle with production. Hand washing down using mine (low pressure) water with a two-inch bullhose proved of limited value. The small, one metre high remote controlled dozer as used in South Africa was reviewed, but the steepness of most of the stopes precluded this machine. The hand held high-pressure water jet option is still being investigated; with safety factors still being addressed. Several mini excavators were trialled to clean out the flat stopes with generally poor results, the machines being either too large to fit in the drives and pull ore down or too small with too short reach to effectively and efficiently pull ore out of the stope. In early 2007 a Brokk 330 remote controlled excavator was trialled on site with the low profile of the machine and unique arm configuration proving an effective tool for pulling ore from the footwall of short, flat stopes. A Brokk 330 remote controlled excavator was purchased in late 2007 and is currently in operation.

Jan 1, 2008

By P Hanna

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

Jan 1, 2003

The purpose of this paper is to outline the basic policy problems for good community relations programmes in the resource extraction industries of Papua New Guinea. The main focus of the paper will be on defining and analysing those problems which lie on the landowner side and which are still not widely understood within the resource extraction industries despite several decades of turbulent experience. Many of the companies operating in the resource extraction industries of mining and petroleum and gas have in recent decades adopted, by choice or necessity, 'good corporate citizen' policies. Some of these companies now pursue ethical business, environmental and community relations policies. Some have adequately funded and well-trained staff in their community relations departments. Although different industry sites scattered over Papua New Guinea show significant differences in their experience of social conflict, I argue here that a good deal of this variation has less to do with the differences between the companies' public relations policies and their effectiveness and more to do with the conflict causing features of indigenous society. Experience suggests that even a company well-equipped with good intentions, good policies and good staff may experience serious difficulties in maintaining good community relations in Papua New Guinea. Many of these difficulties, I argue, can be traced to causes that lie, essentially, within the structure of Papua New Guinean communities and in the customs and social relations of Papua New Guinean peoples. Accordingly the attention of this paper is focussed on the conflict causing aspects of Papua New Guinean society. It is true, to the point of being a cliche, that Papua New Guinean societies are oriented very strongly towards achieving consensus and social harmony. In this regard Papua New Guinean communities differ significantly from, say, Australian communities. My purpose here is not to denigrate this aspect of Papua New Guinean societies but, rather, to point out that the drive for consensus is driven by the desire to avoid its opposite, dissensus. This paper sets out to define the dissensual aspects of Papua New Guinean societies and my special interest is in those conflict producing aspects of Papua New Guinean societies that are most resistant to the mechanisms that are designed to create social harmony. A survey of the recent history of industry and community relations in Papua New Guinea indicates that there are three main factors present on the landowner side which are liable, separately or through their interaction, to cause difficulties. These factors are respectively generational challenge, social boundaries and custom variability and I shall discuss each of these in turn.

Jan 1, 1997

Oceana Gold CorporationÆs (OGC) Frasers underground (FRUG) transitioned into production in early 2008. The mine uses a relatively unique yielding pillars mining method that takes its lessons from empirical coal mining practices more so than hard rock techniques. Being a low-grade, flat-dipping resource hosted in the highly structured relatively weak Otago schist in central South Island in New Zealand, meant a number of iterations were undertaken to find the right mix of mining cost and resource extraction. Mining is on the down dip extension of the active Frasers open pit at the Macraes site (that extracts the full shear zone package at a head grade of 1.5 g/t). The challenges for the FRUG feasibility study team was to deliver an net present value (NPV) positive operation that would exist as a coproduct with OGCÆs other New Zealand operations, allowing it to make use of the high throughput low cost refractory ore treatment facility.Key factors in the successful project design were: Net capital costs kept to less than NZ$30 M by realising significant gold revenues from mine development from month four onwards. Virtually eliminating waste development by putting all key capital infrastructure in the low-grade ore adjacent to panels and maintaining the option of extracting this resource on retreat from the mine. Targeting a specific higher grade halo ore package within the entire mineralised shear zone. Applying a mining method that accepted a higher degree of dilution, ore loss and resource loss (in yielding and non-yielding pillars) to the flat-dipping resource. Thus providing an acceptable margin per tonne and resource tonnes mix, as the resource could not support a conventional low-cost caving operation, nor a higher cost room and pillar or open stope and backfill operation. 2008 has seen increasing tonnes and grade performance with a corresponding decrease in cost per tonne and cost per ounce as the mine has reached nominal capacity and is producing an operating surplus. The challenge will be to maintain and improve.

Jan 1, 2009

One of the strategies introduced within Pasminco Mining to survive low commodity prices is to formally implement a `Quality Education System'. The net result has been a consistent approach to quality within and across mine sites. This `quality system' has been adopted in the technical computing environment and the immediate benefits have been: ò A clearer understanding of the systems, processes and relationships that involve technical computing. ò A re-focussing on customer (user) requirements. ò Inclusion of managers as customers with their own requirements of performance and quality, in addition to access to Executive Information. ò New ways to measure the `performance' of a technical computing environment which includes using maintenance costs. Observations are that there is an overlap between `traditional' information technology (IT) methodologies and quality systems being put in place in the broader workplace. This overlap is most apparent in the area of analysing customer requirements. In the IT environment customers are viewed as users, and their requirements determined by undertaking a requirements analysis. A data flow diagram traditionally used in the IT environment and not as a tool in quality systems, has been used in a novel manner to help identify the customers of the technical computing department. It has also been useful in illustrating the work processes and relationships between the entities in this diagram and in directing the future initiatives needed to fulfil the customers' changing requirements.

Jan 1, 1995

In 1556, Agricola noted that "a prudent owner, before he buys shares, ought to go to the mine and carefully examine the nature of the vein, for it is very important that he should be on his guard lest fraudulent sellers of shares should deceive him"(1). In today's world, the owner rarely has the opportunity to visit the mine and, instead of reading about the `nature of the vein' in annual reports, prospectuses, government publications, et cetera he sees the words `reserves' and `resources'. Unfortunately, the subject of reserves and resources has become increasingly complex and Canadians, along with their counterparts in Australia and elsewhere, are still struggling with definitions which will attempt to cover all conceivable circumstances from national or regional resource endowment to the material to be extracted next week from a given stope or open pit bench. The providers and recipients of reserve and resource data are: - Government agencies who are concerned with questions of national endowment, strategic use of raw materials and other questions of public policy. - Stockholders who have a vested interest in the basic assets of their companies. - Financiers who are concerned about the security of their loans. - Regulatory bodies whose function is to protect a frequently naive investor from unscrupulous practices. - Management, at head office and on-site, who need basic information for decision-making, whether it be to open up a new mine, expand or close an existing operation, acquire or merge with other entities, or, more mundanely, for routine mine planning. To satisfy their demands with unanimously accepted definitions is a formidable task but, it is my impression that, little by little, a concensus appears to be growing within the industry.

Jan 1, 1987

By N Barnett, M Dello-lacovo, J Oh, S Saydam, T Pelech

In-Situ Resource Utilisation and Off-Earth mining require the application of horizontal drilling. The stability of such openings is challenging when excavating in the lunar regolith. Excavations on the Moon will encounter unconventional operational conditions such as different material properties, low gravity, and a moonquake. Micro-tunnelling or drilling to support lunar exploration and development of infrastructure on the Moon requires stability analysis to ensure its desired performance. The discrete element method (DEM) modelling technique has been utilised to investigate the optimum opening sizes on the lunar soil. From the literature, the mechanical properties of the lunar regolith have been reviewed and used for numerical model development. The model has been calibrated by simulating numerical triaxial tests with the Mohr–Coulomb failure criterion. Then, detailed parametric studies have been performed to investigate the influence of confinement, opening dimensions and moonquakes on the stability of openings. The findings have led to the development of a simple stability chart of the relationship between unsupported opening sizes and lunar regolith properties at different depths.

Nov 29, 2022

By Sullivan TD, Redman PG

AND INTRODUCTION The Lochiel coal deposit, a large Tertiary soft brown coal deposit in the mid north of South Australia, is currently being investigated by the Electricity Trust of South Australia (ETSA) as a potential source of fuel for a base load power station. Feasibility studies indicated that the proposed dragline method of overburden removal was viable but economically sensitive to both highwail and dump batter angles. The unusual properties of the unconsolidated overburden sediments and the groundwater regime posed a number of intimately related hydrogeological and geotechnical questions which were addressed before and during the excavation of a trial pit. All strata at Lochiel are of soil strength, and artesian aquifers occur above and below the coal. From the initial evaluation of the deposit a number of hydrogeological questions were defined. These related to the rate at which the pore pressure in the silts is reduced by dewatering, the extent of the reduction in pore pressure due to prestripping, and the feasibility of dewatering and depressurising carbonaceous silty sand sequences. The site of the trial pit was selected to answer these and other questions from the basis of a detailed geological, hydrogeological and geotechnical understanding. The trial pit dewatering system simulated a full scale mine dewatering system and included ten pumped wells, twenty drainage wells, and nearly 400 monitoring instruments. It operated from September 1986 to June 1987. The excavation was carried out between February and May 1987.

Jan 1, 1988

Computer software has been developed to link real-time information generated by underground mine ventilation airflow monitoring sensors into a network simulation program to undertake network simulations and allow interpretation of key system data and operational changes. Results were used in the development of a computerised monitoring and simulation system to provide immediate or real-time data on air behaviour within each branch of an underground mine ventilation network through linking of sensors to the ventilation network simulation software. The outcome of the project is an online system that can report changes in the mine ventilation system, allow causes of changes to be isolated and rectified, improve balancing of available air throughout the mine, allow improved approaches to regulator setting and dispense with much of the labour used for underground ventilation measurement. The work activities in both coal and metalliferous Australian mines have involved examination and modelling of regulators, software modification and considerable mine site testing and optimising activities. There is some discussion on approaches to control of flow through ventilation systems with increased information. New systems will be part of a total mine information management system. They will have to be cost effective and justified by gains in productivity. New systems will need to provide simulation of contaminant production such as diesels, vehicle heat, strata heat, radiation, blast fumes and other gases. More robust real-time ventilation simulation systems will be required. Personnel and vehicle identification and production tracking will be collected to provide integrated ventilation system monitoring and control. This paper examines a study to gain greater understanding of computerised real-time airflow monitoring and control within the mine production system to provide immediate simulated information in each branch of an underground ventilation network and to allow interpretation of key system data and operational changes. A case study implementing a real-time airflow monitoring and control is discussed. Approaches to control of flow through ventilation systems with increased information are discussed. The concept of a system that can be linked to or be part of a total mine information management system is developed. Such a system can form the base for mine automation that allows mines to incrementally and cost effectively implement monitoring and control to further seek gains in productivity.

Jan 1, 2005

By Garg R. K

Himalayan ranges on the northern border of India are source of many perennial rivers and suitable sites for large dams have been located therein. However, Himalayas are young mountains and comprise of comparatively weaker rocks having adverse geological features like shear seams, thrust zones, minor and major faults and intense jointing. Tehri dam project under construction, is located in lower Himalayas. It envisages construction of a 260.5 m high earth and rock fill dam and an underground power station of 2000 MW (Eight machines of 250 MW each, four of which will be reversible) installed capacity. This dam will be the highest and the underground complex will be the largest to be constructed in India in the Himalayas. The under- ground complex comprises of 25 km of tunnels varying in diameter from 6 m to 11 m and seven large cavities of various sizes, the biggest being 22 m in width, 194 m in length and 65 m in height. Rock formation in the power house complex belong to phyllites having various joint sets spaced from 0.5 m to 3 m. Due to the poor geological conditions and closely spaced net work of large cavities, the planning, analysis and design of the cavities is a challenging job. Many aspects have to be considered in determining the sizes, locations and orientations of the various cavities taking into account the properties and jointing pattern of rock mass, functional requirements and economics. Correct evaluation of loads and forces is necessary for economical design of supporting system for the various cavities. Rock loads on the roof of cavities and their supporting system will be assessed with the help of the latest methods. The stability of the rock mass around the cavity will be evaluated by elasto- plastic method using finite or boundary element techniques. A scheme of field investigations, laboratory tests and instrumentation for deter- mining rock properties in preconstruction stage and for monitoring behaviour of the underground cavities during and after construction is envisaged.

Jan 1, 1987