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The equipment and general smelter layout for the Mount Isa Copper Smelter were designed by engineers associated with the American Smelting and Refining Company and by Mount Isa staff engineers. The final notice of site was dictated by the need for 'building the smelter near the existing Mount Isa power house to enable full use to be made of the steam from the waste heat boilers. Although much excavation work was necessary before concrete foundations could be poured, the location lends itself to further expansion should it become necessary. The plant is designed and constructed to involve straight line smelting operations which include the following major steps in the overall scheme.1. Charge make-up.2. Roasthig.3. Reverberatory smelting.4. Converting.5. Refining.6. Casting.CHARGE MAKE-UPA system of proportioning bins is provided for preparing the feed mixture for the roasters, Sulphide concentrate containing 24% copper wiil be delivered by belt conveyor from the filter plant to the smelter storage patio. This is a large roofed concrete floor that provides a maximum storage capacity of 8,000 tons of concentrate. Eight proportioning bins located below but adjacent to the south end of the patio will be used for actual charge make-up from which concentrate, ore and flux will be proportioned to the feed belt and conveyed to the roaster feed hoppers. Four of the proportioning bins, 80 tons capacity each, will receive...

Jan 1, 1953

By Rolley P

In the course of reviewing grade control practices at the Marvel Loch gold mine in Western Australia in 1992, FSSI Consultants developed and implemented a novel approach to ore selection using a method to maximise financial return (the MP method*). The approach was based on improved grade control sampling and an ore selection method which directly incorporates both a measure of the uncertainty in knowing the true grade of selection units in the definition of ore, as well as the operating cost and revenue parameters of the mining operation. During the past four years, FSSI Consultants have evaluated and refined the use of this approach and have implemented customised variations of the MP method at seven gold mines and a gold-copper mine in Australia. The previous methods of ore selection at most of these operations were based mainly on polygonal - sectional methods of grade estimation. At all of the sites where grade control optimisation has been given a fair trial over several months of production, the use of the MP method has been consistently rewarding to the mining operations. The benefits include increased run of mine ore stockpiles and low-grade stockpiles and decreased fluctuation in the production grade. Most operations have also benefited from a consistent ability to improve production grade through high-grading of the increased ore production. The increase in ore production has the logical benefit of reducing stripping ratios, increasing mine profitability and mine life.

Jan 1, 1997

The Musselwhite mine, located in northwestern Ontario, Canada, has been an underground narrow-vein gold producer since the spring of 1997. As an exploration project at the feasibility stage, much effort was undertaken to generate a geostatistical resource model that would integrate the orebodyÆs geological features, as well as the controls on mineralisation. Today as an operating mine producing over 200 000 ounces of gold per year, reconciliation studies of the tonnes and grades treated at the mill, with the feasibility model, for longer time periods, and with the grade control models, for shorter time periods, show results that are in good agreement. It was clearly demonstrated with the reconciliation to production, that the key to good reconciliation remains in the proper selection and application of the geological resource estimation method. The application of a grade interpolation technique capable of capturing threedimensionally pertinent geological features, as well as accounting for spatial grade continuity, proved to be successful in the predictability of tonnage and grade at the Musselwhite mine. Along with good mine practices, this approach, which was carried through to the operation, has produced excellent reconciliation results. The ongoing reconciliation studies at Musselwhite allow for a constant revision of the grade estimation strategy. In return, this optimisation process adds value by raising the accuracy level of production expectations. As this is an evolving practice at the mine site, further implementation developments are recommended to integrate these reconciliation procedures on a more regular basis.

Jan 1, 2002

The mining industry was one of the first industry groups to be confronted by and to respond to public and government pressure to improve its environmental management. Companies operating in New Zealand and the parts of Australia with firmer environmental and planning controls responded quickly with environmental staff appointments to their development and operating arms. Even in less demanding jurisdictions in Western Australia and Papua New Guinea environmental staff were added to the payrolls. The issues then and now were seen as pollution related with land and water housekeeping leading to progressive or eventual site rehabilitation. Increasingly, however, environmental issues are being recognised as being more complex. They are about equity and social justice. Pollution of water, air or land is seen by the public as a question of personal and public rights, more or less wherever the pollution takes place, on public or private land. Environmental issues in mining have become caught up in the global perspective and a more holistic approach to environmental management. Environmental issues touch every comer of the community and action is being demanded. Nowhere is this better illustrated than on Bougainville Island where increasingly militant demands by land- owners for redress for environmental degradation from the Panguna Mine, on close examination, revealed many years of disenchant- ment with the government and the mining company over a wide range of social, cultural and environmental issues. Failure to address this satisfactorily eventually led to a bloody rebellion and finally an act of secession.

Jan 1, 1991

By Lawson F

Chrome chemicals are commercially produced by the alkali roasting of chromite ores with sodium carbonate. Results of tests conducted in a laboratory furnace indicated that the sodium carbonate reacted rapidly with part of the gangue material to form a metastable intermediate that later reacted further with the chromite. For the conditions used, the recovery of water-soluble sodium chromate was able to be described empirically as yield % = a tn with a = 0.24 T - 241.3; n = 3.90 - 3.12 × 10-3 T and t is the reaction time in hours.The major rate limiting step in the overall reaction sequence appears to be the rate at which oxygen can get to the reaction sites across the liquid film coating the solid reactants.Sodium sulfate alone was found to be an unsatisfactory source of alkali for reaction with chromite. However when limestone also was added in quantities sufficient to allow the reaction CaCO3 + Na2SO4 + H20 ? Ca SO4 + 2NaOH + CO2 to take place, the results obtained were comparable to those found when sodium car-bonate was used.For chromite particles in the size range -124 + 105 µm, the use of stoichiometric excess of sodium carbonate did not appear to increase the yield or the reaction rate significantly. However, with smaller sized particles, - 53 µm, increased yields of water-soluble chromate were obtained when roasted with more than the theoretical quantity of sodium carbonate.

Jan 1, 1984

Northern Iron Ltd (NIL) is an Australian listed company that recently brought the historic Sydvaranger open pit Magnetite Mine (the Project) in Northern Norway successfully back into production. NIL made the decision to operate the Project on an owner mining basis, due to limited large scale mining expertise amongst Norwegian mining contractors, a long mine life, a limited range in planned mining rate and to minimise costs. As a new mine operator in a country where labour practices are strictly regulated, there was the desire to reduce the risk associated employing and managing skilled personnel. This was achieved by coupling the purchase of the required mining equipment from the original equipment manufacturer's (OEM) regional dealers with OEM supported Maintenance and Repair Contracts (MARC). This paper examines the process that was followed to implement an owner mining operation in a short time frame; approximately 12 months from the initial requests for quotation to actual delivery of mining equipment to site, and some of the challenges faced. By following a formal and well-tested process, not only was the implementation achieved in the set time frame, but significant value was added through the cost savings achieved in the equipment purchase price and MARC rates that were negotiated through this process.

May 1, 2010

In the future, Illawarra Coal, the primary metallurgical coal producer in the southern coal fields of New South Wales, will face many unique challenges not found in other coal or minerals production areas. To manage these challenges and determine the best strategy for the business, Illawarra Coal has adopted a systematic strategic planning process, which starts from the broadest possible options analysis and culminates in a ægo-forwardÆ operating case that individual mine sites use as the basis for short-term planning. This paper will discuss two major topics. Firstly an overview of the Illawarra Coal and BHP Billiton strategic planning processes. This will demonstrate the range of variables and inputs that are required for the planning process, and the system which is followed to evaluate different alternatives for the extraction of the resource. Secondly, having discussed the primary external and internal factors that must be accounted for in the planning process, and the main issues affecting the viability and likelihood of each alternative, the paper will discuss the particular challenges that Illawarra Coal will face in the coming decades. These challenges include: market and price uncertainty; managing impact on surface features, infrastructure and environment; community interaction; transport and logistics constraints; unknown mining environments; lack of geological knowledge; limited surface access for new mining domains; changing attitudes to longwall mining in the Illawarra; ageing workforce; and cost and overhead management. The paper intends to discuss how these issues impact the business currently and how they are incorporated into Life of Asset plans and overall corporate strategy for Illawarra Coal.

Jan 1, 2007

University education in Australia is changing, driven by greater market orientation, reduced funding available per student, especially in the higher-cost minerals industry disciplines, and the call for more flexible delivery of subjects and courses to meet changing lifestyles and expectations. The opportunity exists for a true partnership to develop between industry, government and academia that will reshape minerals education in Australia and secure the future supply of the specialists industry needs to maintain international competitiveness. If this partnership does not emerge, it is anticipated that AustraliaÆs somewhat fragmented and unstable higher education system, especially in the disciplines of particular relevance to the minerals industry, will be put under further pressure so decreasing its effectiveness to produce quality graduates. The Minerals Council of Australia in 1998 published æBack from the BrinkÆ, a discussion paper which proposed strategies to build a world class minerals tertiary education system in Australia. Those strategies are now being implemented collaboratively with principal emphasis on the disciplines of mining engineering, metallurgy and earth science and as far as process is concerned, on the necessity to æcooperate to competeÆ. For metallurgy, the challenge is to integrate more closely undergraduate teaching with the existing world-class research centres and to link the tertiary institutions in such a manner that the strengths of all components are harnessed and then made available nationally in major population centres and at remote sites where appropriate. For industry the challenge is to build effective partnerships with the academic community that will enable and assist the agreed course of action to take place.

Jan 1, 2000

In the last two decades, equipment used in the coal mining operations has become much more sophisticated. The way that work is organised and performed in the industry has also changed significantly. Changes in equipment specification or procedures inevitably means that the risk associated with that equipment or procedure also changes. In an attempt to address this the Joint Coal Board Occupational Health and Safety Trust (JCB) commissioned the University of New South Wales Mining Research Centre and Mine Site Technologies to perform a feasibility study into the development and deployment of Virtual Reality (VR) based training simulators in the New South Wales coal industry. The main aims of the study were to identify, the key providers of VR Technology, the VR options available to the JCB and the information that would need to be included in any simulator. It was anticipated that a critical assessment of these components would produce a format for a cost effective, state of the art simulator that could be readily accessed by all mines. The expectations of the feasibility study were that VR should offer three-dimensional (3D) simulations that are interactive, high-resolution models of real environments based on best practice Safety Management Plans. It was anticipated that the simulations would allow trainees to experience the consequences of poor decision-making and allow them to learn from their mistakes in a safe and forgiving environment. It was envisaged that such simulators would become an addition to the existing training methods used in the industry.

Jan 1, 2003

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 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 Hart A. T, Lanigan P. G

BHP is currently undertaking research into plasma are metallurgical processing at the Central Research Laboratories (CRL), Shortland. The use of high intensity plasma arcs for melting and smelting has a number of advantages, including; the ability to control atmosphere and furnace operating conditions, total enclosure, high temperatures, versatility, and low in-process inventory in a compact system. The intensive conditions, achievable in a plasma furnace system, make it particularly useful for the smelting and melting of difficult-to-treat materials, such as ore and metallic fines and refractory ores. Two transferred arc plasma smelting furnaces have been set up at CRL; a 100kg furnace is used for small scale melting and smelting studies and a 1 tonne furnace for pilot scale plasma processing studies and equipment development. Power is supplied by a 1MW GEC thyristor DC power supply. A 220kW DC power supply is available for "off site" pilot process trials and demonstrations, and a 150kW non-transfered are plasma torch is also available for other studies. The facility has been designed to allow maximum flexibility in researching and developing applications in metallurgical processing and transferring developed technology to company operations. The objectives behind the development of the facility, details of the facility and an outline of current research areas will be Discussed.

Jan 1, 1987

By Bastias J

The Ranger uranium mine has operated in the Kakadu region of the Northern Territory since 1979. The mine's water management system was designed to cater for the wet-dry monsoonal climate and to satisfy the recommendations of the Ranger Uranium Environmental Inquiry - Second Report, 1977 (The Fox Report) with respect to environment protection. The Fox Report advised that the aquatic ecosystem of the region must be protected and that the mine should collect all runoff from disturbed areas. Furthermore, the mine was to operate as a no-release system until release standards, based on the experience of several years of operation and on the results obtained from monitoring and scientific investigations, could be established. Monitoring and research data have now been collected for a decade. it is evident that lower-than-expected concentrations of chemical constituents are present in the runoff waters which are retained on site. Standards have been established for the release of these waters to the streams when in flood during the wet season. Mine water quality data and release standards are presented. It can be confidently concluded that controlled release will not cause detriment to the aquatic ecosystems of the Kakadu region. The Ranger operation has demonstrated that environmentally responsible management of mine waters is feasible for future mining ventures in the Kakadu region.

Jan 1, 1988

In the retreatment of an old tailing dump containing five per cent of lead principally as lead sulphate, the lead sulphate was floated with liquid Aerofloat reagent after sulphidising with phosphorous pentasulphide in an acid circuit. A zinc middling product was removed by flotation before recovering the lead. Concentrate products were sundried in surface dams.INTRODUCTIONDuring the period between 1917 and 1928 the Junction North Broken Hill Mine N.L. deposited several tailing dumps on its leases, which were acquired by North Broken Hill Ltd.in 1931. One of these dumps lay alongside a main road close to a residential area. The high metal prices prevailing in the post-war years (1945 onwards) provided a strong incentive for retreating this dump and transferring it to a less objectionable site.SAMPLING AND TESTINGIn 1946 a sampling and testing campaign was instituted which culminated in 1949 in a decision being made to erect a tailing retreatment plant adjacent to the dump.The dump was sampled with a 3 in. post hole auger using extension lengths of -! in. pipe for drilling to 30 ft. The dump material was fine and moist and core recovery was excellent. Hole depths ranged from 14 ft. to 30 ft., with an average dump depth of 20 ft.Individual samples were prepared from successive 9 ft.lengths of core and each sample thus obtained was, submitted for sizing and assay.The sampling showed that the dump contained approximately 380,000 tons of fine tailing assaying:

Jan 1, 1956

By Hawes GW

Until 1980 copper, lead and zinc sulphide slurries have been success- fully dewatered for rail and sea transport for many years at the Rose- bery site of North Broken Hill Holdings Ltd. utilizing conventional vacuum disc filtration systems. An upgrading and mill expansion program completed in 1981, which also permitted the introduction of ore streams changes, had resulted in difficulties dewatering copper and lead sulphide slurries to comply with transportable moisture limits. Following an extensive investigation which included both laboratory and pilot plant testing a program was commenced to replace the 2 vacuum disc filtration systems with 2 pressure filtration systems for use on copper and lead slurry dewatering and also to retain other existing vacuum disc filters as standby. An analysis of mill operations performance resulted in slurry storage tanks with a capacity equivalent to 20 hours of normal production being incorporated into the project. The pressure filters are mounted above the concentrate stock- piles. A sealed sloping floor incorporating launders is used to prevent any accidental contamination of the concentrate from pipe leakages, spillage, or from water hoses used for clean up purposes around the area. The project was completed in 1985 and operating performance has been better than that predicted from testwork. Equipment availability at 95076 together with the slurry storage capacity provided results in minimal requirement for the standby vacuum filtration system. Some typical operating results are given.

Jan 1, 1988

As an environmental "pollutant", noise is different. For one thing, it is localised (as opposed to transfrontier) and, for another, relatively low levels can trigger very strong human reaction. The reactions, which are annoyance-based, range from mild to violent and do not always correlate well with the levels experienced. This paper draws on technical aspects of noise to consider control and control principles and balances them with the subjective nature of the perceptions and reactions. It is critical to bear in mind that health effects resulting from noise are secondary to the primary human reaction. It is also important to appreciate that annoying noise levels are usually well below those which cause hearing loss. Large mines tend to be remote from cities and towns and the country surrounding such mine sites is often inhospitable. In general, residences near large mines are committed for use by mine personnel and annoyance from mining noise would be rare. Noise problems at long term operations are often a result of secondary activity or land use. As a pioneer mining community develops, secondary and service industries may be established and a township created. With changes in way of life, the perception of problems also changes. Therefore, it is never too early to plan for noise abatement, particularly because noise is only one of a number of environmental and community concerns. Ihny environmental problems are associat- ed with development or expansion of smaller open cut facilities such as hardrock quarries. There is an ever-present need to reduce product cost by mining or quarrying deposits close to the end user and many local authorities have to operate quarries for undertaking their civil engineering responsibilities.

Jan 1, 1987

Water is an integral and essential part of mining business. Two issues crucial in the management of this resource, scarcity and excess, are increasing awareness of the importance of water and changing the value perceptions of the industry because they affect both the existence and continuation of the business. Therefore its value should be reflected in the water management that is practised on site. Historically water in mining has been perceived to be of low value so management practices have not been good or well implemented. Political and social transformation in South Africa has been accompanied by the promulgation of new legislation. South African water law is now underpinned by Integrated Water Resource Management (IWRM) principles. It impacts water pricing, provides for water pollution charges, prioritises water users, has specific mining and water related components and requires water licensing as part of the licence to mine. Mining no longer has a priority on water resources and has to compete with other water users to gain access to resources. New institutional arrangements are being put in place to implement the regulations. All this requires a paradigm shift in miningÆs view of water. Generally the sector is still catching up with the new requirements, principles and philosophies. However, the way in which South African mining values water is changing. This is demonstrated in partnerships between the industry and other water users. These partnerships are Integrated Water Resource Management (IWRM) in practice and they achieve sustainable development goals. These partnerships are essential for mining to stay in business, expand operational capacity, reduce impacts, prevent legal action and reduce reputational risks.

Jan 1, 2006

A key premise to this paper is that most people involved in the design and implementation of drilling and blasting operations could benefit from a greater understanding of the geological materials, deposits and landforms they are dealing with. The second key ingredient for successful blasting is the concept of blasting objective. Mine operators and blasting contractors must be clear on what drives their costs (blasting leverage) and should formulate blasting objectives and operational targets which help in this regard. Many operators ignore geology descriptors and features apart from the name of the rock and start crudely quantifying the rock mass properties in terms of uniaxial compressive strength, or even worse still as hard or soft. This occurs too early in the design process and not much attention is paid to the geological materials, geological structures and the characteristics of the deposit they intend to excavate. In effect the rock type name and the strength descriptor become the site geology. Furthermore many blasting operators do not formalise their blasting objective, do not set operational targets and do not measure results to the degree required for continuous improvement. In this paper a number of civil, surface mine and underground mine blasting applications are tabulated in terms of typical blasting objectives and common geological materials. A good description of geological materials can convey a lot of useful information for blasting operators if they are able to accommodate this knowledge. In addition a clear statement of the blasting objective and associated operational targets will maximise the likelihood of achieving blast-driven downstream productivity improvements. The æStarting at Both EndsÆ combination is deemed extremely useful for any continuous improvement blasting program.

Jan 1, 1999

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