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By C Moorhead, J Jones

A common problem in the mining industry is that company geologists can operate in relative isolation to the rest of the company (Jones and Moorhead, 2011). This may result in poor knowledge transfer and often priority conflicts with geology, operations and project departments. This problem is amplified by the acquisition of mineralogy capabilities and other metallurgical (met) test work undertaken by many companies in order to solve for complex orebody problems. Met data is often not located and viewed in 3D space so that geologists and engineers can create and work with geometallurgical (geomet) models (Bye, 2006). Visualisation of data in an interactive graphical 3D model provides a bridge enabling met professionals to collaborate with engineers and geologists to provide a common understanding of the relevance of geomet data.In recognition of this problem, Newcrest has undertaken an effective collaboration strategy to improve internal and external engagement through the use of large visualisation displays (Jones, 2009). The displays are underpinned by IT systems and information management practices that recognise the needs of underlying disciplines. Today it is generally understood within Newcrest that this is required to improve decision-making, deliver faster cycle times and improve governance.Collaboration in companies has been generally associated with the introduction of new IT functions (IBM, 2008). However, the science and engineering process that are used to structure modern IT-based collaboration systems and practices are now known to be simplistic compared to the long-standing practices associated with collaboration and knowledge management in disciplines such as geology and mining.CITATION:Jones, J and Moorhead, C, 2013. Geometallurgical communication as a distributed information system, in Proceedings The Second AusIMM International Geometallurgy Conference (GeoMet) 2013 , pp 133-138 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Sep 29, 2013

Most new engineers in the mining industry do not realise the importance of legal obligations. During investigations the first question you are asked is: Do you have any proof or evidence? The smallest detail in an underground notebook or a diary entry is able to be used as your proof and/or evidence. The importance of a paper trail is often undervalued and overlooked when you first enter the industry. As a new engineer, all too often your legal obligations, including your duty of care are not given enough consideration. Whose job is it to inform you of what your legal obligations are and when do they end? Everyone has legal obligations at every level of the industry, from graduate to mine manager. The level of these responsibilities varies depending on the position that you hold. When you first start in the industry you need to understand what your responsibilities are and how you are expected to discharge them, whether they are memos, databases or senior sign-offs, etc. In order to fulfil your obligations you must first discharge your own obligation, which in turn discharges those of your department and ultimately those of the mine. As a graduate engineer in the mining industry what I have learnt about my own legal obligations has come directly from my own experience, which will form the basis of this paper.

Jan 1, 2007

Mine site rehabilitation is the repair of the disturbance caused by mining on the immediate mining area and also on the surrounding environment. The long-term objectives of rehabilitation can vary from simply returning an area to a safe and stable condition, to restoring the mined land to a state as close as possible to its pre-mining condition, capable of being self-supporting and having a beneficial final land use. This paper investigates the importance and benefits of environmental planning, in particular for rehabilitation, and how input into daily operations can allow mining to progress with limited impact on the surrounding environment. It will also identify some of the key mistakes currently made during mining which could be averted by implementing prior planning and incorporating environmental consideration into daily operations. A number of rehabilitation opportunities will also be detailed for the different stages of the life cycle of a coal mine.

Jan 1, 2007

By J Cronin, R Burgess-Limerick, T Horberry, L Steiner

"Automation offers the mining industry great potential for improvements in productivity and safety. However, the experience of introducing automation in other industries has been that the full potential of new technology is not always realised. Designers are surprised, for example, to find that automation does not eliminate human errors. Unwanted and unexpected consequences also arise if the introduction of automation fails to consider how people will adapt to the new technology. A focus on the technical aspects of automation is necessary but not sufficient for success. The potential for improvements in productivity and safety promised by automation will only be achieved if the joint cognitive system that emerges from the combination of humans and automation is designed to perform the functions required for system success. This case study describes the human factors issues associated with the introduction of automation generally, and describes a case study of the successful implementation of loader automation at Northparkes mine.Information obtained through a site visit and interviews with operators, safety staff and the project manager revealed the following strategies for successful design and implementation of the automation system: involve the people who will be impacted encourage constant communication between operators and designers provide operators with essential information avoid providing non-essential information provide the operators with flexibility empower operators to take action take advantage of the new possibilities automation provides.CITATION:Burgess-Limerick, R, Horberry, T, Steiner, L and Cronin, J, 2017. Mining automation human-systems integration – CMOC-Northparkes case study, in Proceedings 13th AusIMM Underground Operators’ Conference 2017, pp 93–98 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Oct 16, 2017

Leaving the relatively simple life on a uni student and venturing off in to the outside working world is a big step. There are two paths to follow, the æContikiÆ style graduate program where you pick up your new lease vehicle and set forth on two to three years of planned activities, or can pack everything into one bag, stick a copy of æthe rough guideÆ in your pocket, and set off on your own graduate adventure. I took the path less travelled.The less followed method of developing yourself isnÆt for everybody. Parts of the journey are difficult and sometimes it feels hopeless, but itÆs all a learning experience. Along the way you might not get to all the graduate ætourist stopsÆ like dragline, truck-shovel, or drill and blast. But youÆll see most of them and pick up a lot more of the local culture such as people management, operational knowledge, quality control, and the black arts of project financial management.

Jan 1, 2004

The original and most basic relationship between mining company and explosive supplier was a simple one of consumer and product supplier. The divide between the two was quite clear-cut with neither taking much interest in the activities of the other. The explosive supplier had little understanding or share in the outcome, efficient rock breakage and therefore impact on mining and milling. Likewise, the mining company did not encourage the improvement or development of products. The transactions were limited to product and funds. This environment does not encourage any form of knowledge sharing, trust or optimisation of the mining process.Conversely, there are now a variety of relationships to the point that the mining company may simply be an asset manager whereby all æoperationalÆ aspects are contracted out. For the drill and blast aspect this takes the form of a æRock-On-GroundÆ contract whereby the explosives company takes on design, drill, load and fire responsibilities and is paid a rate per volume of broken rock. This removes the majority of risk to the mining company derived from having to produce broken rock and guarantees the cost of a portion of the overall unit cost of mining. The onus is now on the explosives supplier to break rock to a specification as efficiently as possible.There exist a number of variations between the æbasic supplyÆ and æRock-On-GroundÆ. These contracts may also include value sharing to encourage the explosive supplier to optimise the mining operation to maximise profit.This paper looks at some of the drivers for the change in explosive supplierûconsumer relationships and examines the æprosÆ and æconsÆ of a few of the options.

Jan 1, 2004

By T Alexieva

Since the early 1900s the geotechnical community has investigated every significant failure of a tailings dam, improved our knowledge of the behaviour of the tailings storage facilities, developed analysis methods, compiled lessons learned, and committed to zero failures. The rate of occurrence of tailings dam failures has reduced since the 1980s, however, failures continue to occur and continue to surprise us. At BHP, we have decided to take an approach to the tailings management that is similar to the approach to safety. We are looking at ways to eliminate, substitute, separate or engineer around the hazard (tailings dam failure). As such, our ultimate long term goal would be to eliminate the need for new tailings facilities. Unfortunately, we have not developed yet technologies for extracting many of the common metals and minerals without producing tailings. Our shorter term goal is to substitute the current conventional slurry tailings facilities with less risky dryer facilities. We are working with vendors and research organizations to develop technologies that can be efficiently applied on a large scale. At the same time, we are committed to using the best available engineering to reduce the risks associated with our existing and new conventional tailings facilities. The best engineering can be achieved by people with the appropriate education, experience, attention to detail, discipline and authority. We have implemented a system of governance to make sure, we have the best engineering applied to all our facilities, considering the specific conditions at each site.This paper presents the current tailings governance process at BHP, and the initiatives that were undertook towards achieving a zero failure goal. CITATION:Alexieva, T, 2018. Tailings governance, in Proceedings Mine Waste and Tailings Stewardship Conference 2018, pp 2–7 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 23, 2018

For too long we, as an industry, have borne the brunt of irrational claims, poor science and even worse, journalism with regards to our affect on the environment. To some of us, the overwhelming media attention on greenhouse warming, the polluting outputs of mineral processing or unthinkable depletion of natural resources has left us embarrassed and more unfortunately has turned bright young people away from a career in the minerals industry.This paper shows the hypocrisy associated with an element of the green movement and dispels some general myths on mining disseminated by radical environmentalists.The fallacy of the greenhouse warming effect will be scrutinised by common sense and the mining industryÆs use of land will be discussed and put in proper perspective.Problems associated with safety and emissions and the means to overcome such are discussed briefly.

Jan 1, 2004

EIA is a test of a development proposalÆs legitimacy and asks two questions: not only æis the proposal competent?Æ but also ædoes the proposal have moral authority?Æ For reasons of miningÆs historic importance and of a scientific and technological industry culture, traditional EIA has focussed on the first on these, an increasingly misplaced priority in a changing world.This paper explains why competence alone is not enough and examines the second of the two questions: what is meant by a projectÆs moral authority, why does it matter, why has it taken so long to become an issue and what, in practical terms, can project proponents do about it.

Jan 1, 2004

By L I. Rozman

"There have always been development projects that fall short of expectations. In the last decade, we have seen more than the usual number of mining and oil/gas development projects taking significantly longer to develop and costing materially more than expected. The recent resource-equity market slump proves that investors are now far more cautious about investing new capital in the mineral and petroleum resources sector.What have we learned since 2005? Why have projects missed their targets? Why do investors often feel misled?Valuation of a project and the estimation of value is a more complex process than the evaluation of the merits of project development. The merit of project development can be clear from a prefeasibility evaluation, but this is no reason to skip the rigour of a feasibility study. The valuation of any project that is developed with any added risk should be discounted for this added risk.The development of a project impacts on other stakeholders, and the indirect cost of these impacts can have material implications for the cost structure, time and ultimate valuation of the project for its financial backers. The development of new projects (and thereby supply) can also have an impact on commodity prices, and therefore an impact on returns for financial backers.This paper will provide commentary on the author’s experiences and observations as a project developer and operator for 25 years, before becoming a project financier a decade ago.CITATION:Rozman, L I, 2016. Project evaluation and valuation – an investor’s golden rule, in Proceedings Project Evaluation 2016, pp 31–36 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Mar 8, 2016

By J Boshoff

The management and operation of tailings storage facilities (TSFs) are often neglected until the process plant has to shut down as a result of this negligence or as a result of a catastrophic failure as was the case during the recent TSF failure in North America.TSFs are often regarded as non-assets and do not receive the attention they deserve in terms of technical expertise and financial provision. A TSF is not a simple structure but a complex and dynamic structure that changes throughout its operational life. The operational life of a TSF is the period in which there is the greatest opportunity for risks to occur. The failure of a TSF is normally not as a result of a single event but as a result of a consequence of events. These events are often not recognised in time due to a number of factors.Process plants and slurry pumping systems are operated at suboptimal conditions in order to maintain throughput. At the same time, the tailings properties are compromised in terms of slurry density and particle size distribution amongst other things. Tailings deposition cycles and drying cycles are not well understood and the tailings management strategy is not well tuned in terms of maximising consolidation and improving in situ densities. Pond control is also neglected. These are aspects that form the keystone to the effective utilisation of available deposition area as well as the frequency and cost of future embankment raises.Apart from operational issues, forward planning in terms of budget requirements, increases in tailings throughput, embankment raises, pipe replacements, etc are normally put on the back burner. Available deposition space at the time seems to render this planning obsolete.The bottom line is that responsible tailings management and proper forward planning can limit liability and reduce the bottom line in terms of cents per ton if correctly implemented by suitably qualified tailings managers and engineers.The aspects that need to be considered as part of responsible tailings management are highlighted in this paper.CITATION:Boshoff, J, 2015. Responsible tailings management, in Proceedings Tailings and Mine Waste Management for the 21st Century , pp 317–322 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 27, 2015

By S F. Rogers, P W. Booth

Digital photogrammetry is revolutionising the task of geotechnical mapping of jointed rock masses and has greatly increased in popularity and sophistication in recent years. Modern commercially available digital photogrammetry software systems can provide geotechnical practitioners with a user friendly tool for rapid data acquisition. The data can be acquired remotely from large exposure areas, some of which may be otherwise out of reach due to restrictions on time, access or safety.Photogrammetry is a complimentary technology to discrete fracture network (DFN) modelling because it can provide the large, statistically significant, spatially located geotechnical data sets required to produce the most robust results. It also provides the flexibility to selectively map structures at a range of scales, depending on the focus of the DFN modelling.Integration of the interpreted rock structure data derived from photogrammetry with modern DFN modelling methods really advances the rock engineering process. The ability to generate 3D fracture models driven by the statistical structural data and conditioned to the features observed by the photogrammetry yields a synthetic rock mass on which improved design methods can be applied. The generation of multiple equi-probable conditioned DFN models allows the use of probabilistic methods for assessing kinematic stability, rock block size distribution as well as a range of other applications.CITATION:Rogers, S F and Booth, P W, 2014. Integrated photogrammetry and discrete fracture network modelling for improved rock mass characterisation and engineering design, in Proceedings 15th Australasian Tunnelling Conference 2014 , pp 203–208 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Sep 17, 2014

By B King

Processing expansion options and mining fleet purchases are major cost items that receive due focus in most cost management analyses. If these items are not needed, they can significantly reduce a project’s short-term capital spend and improve profitability and value to shareholders. When conditions change prior to purchasing equipment, the purchase may no longer represent the best decision for the project.This paper outlines a structured approach for making major cost decisions to improve the value of a project, determining which items should be kept and which should be eliminated.CITATION:King, B, 2014. Cost management optimisation, in Proceedings Orebody Modelling and Strategic Mine Planning Symposium 2014 , pp 7–12 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Nov 24, 2014

By J Greberg

This paper discusses the use of simulation in the mine planning process. A case study on the Newcrest Cadia East project is presented, and the challenges and possibilities for using simulation as a tool for mine planning and scheduling is discussed.The simulation study presented in this paper was performed during the project’s prefeasibility stage, and focused on the planning and scheduling of the development of panels in the future mine. The Cadia East project will be the largest underground operation in Australia and the first using panel caving. Simulation was used in order to optimise the development of panels; it was mainly used in order to verify the plans for the development process and allocate resources in an optimal way. The work was performed as an iterative process and adjustments to the plans were made according to simulation results. Bottlenecks were identified and different scenarios were tested.The results from the simulation study shows how different operational constraints affect the planned development process and how changes in priorities can be necessary in order to maintain a high development speed. Furthermore the study shows how changes in planned mine layout requires changed strategies, and how this was solved using the simulation tool.In this paper the authors critically discusses the use of simulation in mining operations: what are the limitations and challenges of using simulation as a tool for mine planning and scheduling, what are the benefits, and what do we aim for in the future?

Nov 22, 2011

The new law on Environmental Protection and Management (Republic of Indonesia Law 32 of 2009) was passed by the Indonesian parliament in September 2009. This law aims to protect Indonesia's rapidly degrading environment by providing tougher provisions for both polluters and law enforcers. In doing so, the law introduces a number of new constraints and potential business risks that will affect all companies in Indonesia, particularly mining companies. Some of the newly introduced concepts follow.   Mining companies will now require an environmental license, issued by the Minister of Environment or local counterparts. This license is a prerequisite for all other business and operational permits. The Minister can revoke the environmental license at any time in case of an environmental incident or dispute. Mining companies may be exposed to additional environmental taxes and bonds besides already existing reclamation and mine closure bonds.   There is an increased risk of environmental lawsuits, due to more stringent controls on one side and greater protection for NGOs on the other side who make claims, false or true, against the company. Company executives and managers can be sued and they will be held accountable if environmental degradation has indeed occurred due to the company's activities.   Companies may face increased liabilities due to a change in the definition of contamination. The new definition is more stringent (and on occasion may prove too stringent to be practical); it also provides little room for flexibility in its application.   As implementing regulations are prepared over the coming two to three years, mining companies will need to adjust to the new law. A proactive approach is needed to minimise risk. Recommended actions include: upgrading existing environmental impact assessments to a higher standard; conducting baseline studies and thoroughly documenting environmental conditions on a regular basis; closely tracking regulatory changes, especially the forthcoming implementing regulations on the new environmental law; and regularly engaging key government and community stakeholders on environmental issues.

Jun 1, 2010

By A L. Bennett

It is well understood that designers and constructors must protect the existing surroundings of tunnel construction, particularly in the selection of excavation methods, ground support and waterproofing systems. However, while this can readily address the existing conditions, the tunnel owner and the designers need to consider the changes that are likely to occur during the life of the tunnel. It is typical for transport infrastructure to have a design life of at least a century. While the effects of constructing the tunnel on its surroundings are a short-term effect, the converse case, the protection of the tunnel, and the need to maintain its integrity, will affect developments over and adjacent to the tunnels beyond the foreseeable future. Decisions made during the design phase have the potential either to facilitate development or to hinder it for the long term.Examples principally from Australia, New Zealand, Singapore and Hong Kong show that the provision for future development is addressed in different ways. These have ranged from making no specific provision, putting the onus onto developers to ensure that the tunnels are not affected adversely, to including a loading allowance for future development in the performance specification or contract documents for a tunnel project.These two contrasting approaches have strong points and risks. A highly prescriptive definition of permissible loadings around the tunnel can provide unambiguous guidance for the approving authority and the developer, but runs the risk of being overly conservative to allow for all the envisaged works, while still missing a detrimental combination of effects that theoretically complies with the specified requirements. In contrast, a general requirement to not cause detriment is open to interpretation and potentially difficult negotiations to reach agreement between the tunnel owner/operator and developer and finally the appointed contractor (probably with no contractual relationship with the tunnel owner).In practice, a combination of prescriptive and performance requirements is likely to provide the optimum combination of clarity and flexibility. The author provides examples and recommendations on how such provisions could be structured.CITATION:Bennett, A L, 2014. Protection of ?tunnels in their future environment, in Proceedings 15th Australasian Tunnelling Conference 2014 , pp 495–500 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Sep 17, 2014

By C Paoletti

About 15 years ago the debate on the reliability of sampling procedures for agricultural food and feed commodities was initiated by a few brave scientists who questioned the representativeness of what, at the time, were routine sampling procedures established exclusively on the basis of tradition and practical feasibility. Over time several national and international organisations contributed to the discussion, developing standards and publishing papers either to underline the fact that sampling is always a source of error, in itself, which cannot be overlooked, or to minimise the relevance of sampling on the basis of argumentations linked to time and money limitations. The latter dominated, but is nevertheless impossible to accept from both a scientific and a responsible management perspective. Here the author presents an historical overview of these past 15 years, illustrating the most controversial issues, reporting major achievements in food/feed sampling, highlighting milestones, as well as unresolved problems that still need the attention and contribution from the sampling community. The need to incorporate Theory of Sampling (TOS) into food/feed safety assessment (pre-market), as well as into food/feed safety monitoring (post-market) has recently been highlighted, and the practical applicability of TOS to base food/feed safety decisions on representative sampling, has been explored and documented via concrete examples of risk analysis in different areas of food/feed industrial production chains. Now it is time to move forward and ensure that TOS is fully integrated into the well-established Food and Agriculture Organization (FAO) / World Health Organization (WHO) risk assessment approach, in order to guarantee a transparent and correct universal frame for risk assessment and the subsequent management decision-making process. WCSB8 offers the ideal platform to explore the best way to do so, switching from a theoretical discussion of correct sampling principles for food and feed agricultural commodities to practical recommendations in the interest of consumers, worldwide. These 15 years have also been a personal journey of interesting dimensions, indeed a veritable roller-coaster ride in-and-out of the scientific, technological, industrial and (last but not least) regulatory worlds. The start was WCSB2 in 2004, when I flew to Australia to discover if in other areas sampling had been identified as an unavoidable issue and, if so, what the solution was. There, I found a good travel companion who today is still on my side, to assemble the puzzle and explore how to shape the future, to concretely answer to the 15 years’ quest for proper sampling in the assessment and monitoring of food/feed safety.CITATION:Paoletti, C, 2017. Assessing and monitoring food and feed safety – a 15 year quest for proper sampling, in Proceedings Eighth World Conference on Sampling and Blending , pp 39–44 (The Australasian Institute of Mining and Metallurgy: Melbourne).

May 9, 2017

By P J. Fairfield

This paper reflects on the author’s experience working in site-based technical and management roles over a 29 year period, and the past 12 years in internal and external consulting roles. It discusses the author’s experiences and observations of operations management, and the significant value of the technical specialist’s role in providing management with information on what to base tactical decisions, which may or may not be part of a defined strategy.The landscape of mine management changes with the cyclical nature of commodity prices driving operating and capital prudence, as operations change their focus from expansion and growth to staying in the game. The role of the mine manager and management team in navigating through these changing times, attitudes and stages of the project life can influence the success or otherwise of many projects.Technical knowledge is one of the key drivers in realising or destroying the value of a project or operation. As managers focus on people management, management systems and processes, recognising and understanding value in underlying technical knowledge, and getting back to the fundamentals/basics, can be overlooked. In reaction to the fluctuating commodity cycle, managers implement changes through optimisation, fast tracking or parallel streaming, expansion projects and changes in the application of technology. These responses occur against the background of changes in the appetite for risk, acceptance of project uncertainty and changes in personnel which result in a loss of knowledge and experience – often at critical times.This paper shares the author’s experiences and lessons learnt in dealing with and observing these issues. The author questions whether we really understand our projects and are valuing the most important asset, our people and, in particular, the technical specialist and their experience and knowledge.CITATION:Fairfield, P J, 2016. Staying in the game – the importance of engineering-based decisions, in Proceedings International Mine Management Conference, pp 67-74 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jun 22, 2016

By D J Maconochie

The use of rock bolts as permanent support has been prohibited by client specifications in several recent large tunnel projects in Australia. The justification for this appears to lie in concerns with proper and verifiable installation procedures rather than concerns with the intrinsic durability of the corrosion protection systems. However, in civil tunnels, preventing the use of permanent rock bolts for long-term support results in the use of cast in place concrete lining which in some instances would otherwise be unnecessary.

Mar 8, 2011

By Jankola W. A, Delong O. J

Historically, the silica content of zinc concentrates treated at Cominco's Trail Operations has been low. Silica in the roaster calcine seldom exceeded 1.5 per cent because of the low silica content of concentrate from Cominco's Pine Point mine. With the shutdown of Pine Point, alternate sources of concentrate were required and it was anticipated that calcines containing greater than two per cent silica (with excursions above three per cent) would have to be treated. Previous experience indicated that the existing leaching circuit could not tolerate such high levels. Therefore, a research program was undertaken to identify the key factors affecting silica precipitation; to compare different process alternatives; and to make recommendations for modifications to the existing plant. A project to modify and upgrade the leaching circuit has now been completed. Calcines with higher silica contents are successfully treated, but the upper limit of the circuit is unknown. The results of the research work will be discussed and the new leaching plant will be described. Recent operating results will also be presented.

Jan 1, 1993