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There is a well-known saying, variously attributed to the great King Solomon and other sages of antiquity, to the effect that 'there is nothing new under the sun'. The inventive genius of man, as far as it is personified in the metallurgist, has often had the truth of this statement poignantly brought to mind when investigating the priority of ideas in its own particular branch of science. Not infrequently some operation, at first inilocently taken for a novel procedure, has later been found to have had an irrefutable precedent in the more or less remote past.When confronted by a question of this kind the metallurgist can generally much simplify his search if he at once turns his scrutinising gaze towards that ancient home of metallurgy, Germany. Vast departments of the smelting art have originated there, and even when Germany has not been in position to claim priority of invention, it has at least been characterised by a distinction equally as worthy - ie that of the faithful and authoritative exposition of the theoretical grounds on which the invention rests.In the present instance, in endeavouring to trace the history of pyritic smelting, the writer has naturally turned in the abovementioned direction, and not without some result, although the recorded data are, as might have been expected, meagre. A complete history of the art of beneflciating ores by means of fire, in all its many ramifications, still remains to be written. Possibly it may never be written, for the extent of the subject is tremendous. It is even practically impossible to clearly trace the development of one of its most modest sub-branches in satisfactory detail, or to present that branch without going to a considerable extent into related matters of a merely general character. For the purpose of dealing with the subject it will be convenient to divide it into two concurrent heads, and to distinguish, for historical reasons as well as for metallurgical ones, between that branch of the general method of matte smelting, which, until about 1891, has been called 'pyritic smelting', and the more recent offshoot of the latter, which, by distinction, may be called 'pyrite smelting'. The nature of pyritic smelting was clearly defmed by Dr John Percy in 1880, and his interpretation3 may be accepted as well known. To recall the characteristics of the method we may perhaps paraphrase Dr Percy's meaning by describing the process as a special method for the smelting of lean or dry silver or gold ores, which do not contain sufficient lead or copper for these metals to act conveniently as collectors of the precious metals. The operation is conducted in a blast furnace, with an amount of carbonaceous fuel sufficing to produce an exclusively reducing atmosphere, and with the addition of pyrites, in order to form a regulus in which the precious metals shall be concentrated, the pyrites themselves being either argentiferous, auriferous, or cupriferous, or any combination of these three, or wholly barren of metal values. In the common acceptation of the term, it is understood that the use of the reverberatory furnace is excluded.

Jan 1, 1994

By R Nicholson, N D. Cox, N W. A Lambert

"This paper reports on the long-term operation of a particle density meter (PDM) at the Bloomfield coal handling and preparation plant (CHPP). This unit has been operating continuously for over three years, providing real-time data to the operators to allow the monitoring of flotation circuit performance. PDM outputs include slurry density, solids concentration on both mass and volumetric basis, and particle density. Knowing the average particle density of a stream allows for the optimisation of the process in real-time.The calibration of the solids concentration measurement device proved very difficult as the factory calibration techniques and existing laboratory analysis did not give accurate or reliable results. The solids concentration device had to be re-engineered and a new calibration method developed that gave accurate and repeatable results. Independent verification of samples taken from the PDM was undertaken as part of the trial process.The operational reliability of the PDM was a major point of investigation. The initial installation of the unit revealed issues with large, misplaced material of up to 20 mm periodically entering the unit, leading to feed blockages. The presence of these misplaced, oversized particles in the flotation circuit was resolved by installing innovative automatic back flush systems on the PDM.From a plant perspective the PDM has been an invaluable instrument that has enabled irregularities in the flotation circuit performance to be identified, which sampling had not and could not readily identify. This was achieved by close monitoring of real-time tailings composition on a minute by minute basis over short and extended periods. Variations in the tailings stream with respect to particle density and solids concentration were traced back to other issues in the plant. In addition, the PDM has allowed cell optimisation with respect to reagent dose rate to be improved. The PDM with real-time feedback can negate the need for large sampling campaigns and analysis during plant optimisation programs.Citation:Lambert, N, Cox, N and Nicholson, R, 2016. Particle Density Meter, in Proceedings 13th AusIMM Mill Operators’ Conference 2016, pp 245–250 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Oct 10, 2016

By R M. Lonsdale, M D. Goodz

"With an ever-increasing dynamic business environment, successful stakeholder engagement is becoming more fundamental to achieving desired outcomes in today’s mineral resource industries. It is imperative to be proactive in correctly identifying all stakeholders and initiating early contact. This builds trust relationships, which are essential to ensure future decision-making processes are streamlined.Often neglected is a company’s obligation to select the correct team to represent its values and mission. The company requires representation that demonstrates an understanding and commitment to its operations and people, the safety and health of the community and environment, and most importantly, represents the decision makers. Stakeholders need to believe that the engagement process is genuine and that the company representatives are aligned towards targeted outcomes that will benefit all stakeholders in some way.Among others, stakeholders include shareholders, staff, families, community, service and supply providers, regulators, land managers and the political/financial framework. Depending upon the mineral product, stakeholders may include ports, international offtake clients and those along the route. New stakeholders continually evolve during mine life, and the engagement process requires an investor–community–public relations (IR/CR/PR) team to anticipate change and actively scan perception and chatter.Successful communication is more than delivering a message; it is about engaging stakeholders and confirming the feedback loop to ensure the correct message is communicated and the relationship is strengthened.The nature of the mining company’s branding and the public’s perception of company intentions will dictate whether there is willingness to allow the company to follow its desired path. This in turn controls the company’s most scarce resource – time. Timing is fundamental to achieving targeted outcomes with minimal cost and delays, marketing in a peak cycle and acquiring critical capital for development and growth.Branding and stakeholder engagement effectively controls and extends to the company its social licence to operate.CITATION:Goodz, M D and Lonsdale, R M, 2016. Stakeholder engagement – who are you, what do you stand for and why? In Proceedings International Mine Management Conference, pp 239-248 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Jun 22, 2016

By G Turner-Saad

An improvement to cut-off grade optimisation theory based on geometallurgy has been completed. The improvement fundamentally consisted of taking into account mineralogical and textural characteristics instead of grades. These characteristics are related to the spatial variability of mineral abundance, association, particle size and liberation properties. Additionally, the improve- ment considered the spatial variability of mineral processing liberation and selectivity properties associated with mineralogy and texture. The enhanced optimisation enables estimation of the economic value of mining operations based on an optimum cut-off policy attributed to liberated and selected ore minerals.The enhanced optimisation was developed as an essential component of a joint cut-and-fill mining and mineral processing methodology based on mixed integer mathematical programming. The formulation considers static and dynamic modifying factors that vary over the projected life of mining. The objective function of the mathematical formulation consists of maximising the realistic expected economic value of concentrates or products of liberated and selected ore minerals, whilst minimises liberated and selected gangue minerals. The optimal solution is obtained when the objective function is subject to geological, mining, processing, marketing, smelting, refining, environmental and financial constraints. The methodology accesses geometallurgical multivariate resource models, which integrate the spatial variability of mineralogical and textural characteristics and mineral processing liberation and selectivity properties.The geometallurgical process concurrently optimises stope geometries, ore reserves, mining sequences, and mining and mineral processing production based on the enhanced cut-off of liberated and selected ore minerals. In addition, the process considers additive and non-additive transfer functions associated to mutually exclusive geometallurgical spatial domains. The transfer functions also take into consideration the blending of mineralogical and textural characteristics with mineral processing liberation and selectivity properties.This contribution presents an example of cut-off grade optimisation via mineralogical and textural characteristic, and liberation and selectivity processing parameter optimisation for a spatially variable orebody.

Sep 5, 2011

By C A. Foss, K Leslie, C Arnold

Magnetic susceptibility measurements provide rapid, non-destructive testing of drill core, but cannot directly map magnetite and/or hematite content. Combined magnetic susceptibility and magnetisation measurements provide much more diagnostic information and, with sparse calibration constraints, are able to quantify magnetite and hematite concentrations and potentially map differences in grain size and texture. We have developed a travelling three-component vector magnetometer that can be run alongside core to map its external magnetic field. The logger has been designed to operate in core sheds and at remote drill sites. It is used to rapidly scan a length of core, with each core being scanned in different rotations. The magnetic field contributions from any remanent magnetisation rotates with the core and cause differences between successive measurements, while the field contributions from any induced magnetisations with isotropic magnetic susceptibility remain constant. Deconvolution of the magnetic field data with simultaneous three-channel inversions of the multirotation data separates remanent and induced components. Interpretation of this data provides estimates of the intensities of induced and remanent magnetisations, the orientation of the remanent magnetisations and the ratios of the induced and remanent magnetisation strengths. We expect these magnetisation parameters to correlate with stratigraphy through a banded-iron formation. Furthermore, we anticipate that we will be able to use this information to map zones of oxidation and other changes along the core. This novel instrument is one component of an integrated CSIRO program to provide new capabilities for iron ore exploration and development based on studies of magnetic fields and magnetisations at scales ranging from centimetres for these core investigations to tens of kilometres for formation studies.CITATION:Foss, C A, Leslie, K and Arnold, C, 2015. Rapid logging of different magnetic phases in banded ironstones using a travelling three-component vector magnetometer, in Proceedings Iron Ore 2015, pp 271–276 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 13, 2015

Gold was discovered at Waihi in 1878. In 1987 the modern Martha Mine opened in the middle of the town of Waihi. Newmont Waihi Gold as the current licence holder has been operating the mine since 2000. The current open pit was scheduled to stop production in mid 2006. An underground mine is currently being developed to the east of the town.   In 2001 serious subsidence issues from historical underground mine workings outside the mining licence and the forecast closure of the open pit acted as a catalyst for the development of new communication initiatives.   In this context Newmont Waihi Gold and the Hauraki District Council initiated a community consultation process with the people of Waihi. The Waihi Community Consultation Committee (WCCC) was established in May 2003. After an initial brief to act as a forum for community participation in closure and rehabilitation of the Martha Mine, the group quickly took on a much more proactive role working towards the long-term social, environmental, cultural, economic and spiritual sustainability of Waihi.   In the course of over three years of meetings all groups represented on the committee have presented their views, developed ideas and established an organisational structure to bring those ideas to fruition. The challenge now is to work together to consolidate likely options, seek sources of funding, produce business proposals and implement the plan for the future of Waihi.   This paper backgrounds the experience to date and describes the outcomes of the process. For more detail on process considerations this paper should be read in conjunction with Part C by process facilitators, T Clark and S Stewart. For more detail on progress towards the groupÆs goals and future possibilities, this paper should be read in conjunction with Part B by Vision Waihi Trust CEO, E Morrow.

Jan 1, 2006

By M Gabbitus, B Young, T Lukins, M Slater

This paper details the implementation of a new type of grade control system at the Black Star open cut mine in Mount Isa, Queensland. It explores the site requirements for grade control, what as previously in place and what the site required moving forward. It also details some of the features of the system installed and why it was chosen over other grade control systems available. Black Star open cut mine has been in operation since late 2004, and was developed to extract the surface extents of the Ag-Pb-Zn mineralisation previously mined in the Isa Lead Mine. Black Star is currently mining seven distinct orebodies in and around active void hazard zones and hence, its grade control requirements are very detailed and complex. The implementation of a new system to manage the model update and block out processes was, therefore, of critical importance to the site and required a detailed understanding of the requirements of the entire mining team from drilling through to geology, survey and production. Having previously run the grade control process using site specific æblack boxÆ scripts and macros, Black Star needed to implement a more open, auditable and flexible system, which allowed the geologists to control the process and make strategic changes as the situation demanded. MineSightÆs Axis Grade Control, with its flexible, generic framework for managing the process, met these demands. Being an out of the box solution that requires minimal setup and training was also a key factor in the decision to use it.CITATION:Lukins, T, Slater, M, Gabbitus, M and Young, B, 2012. The introduction of axis at Black Star Open Cut, in Proceedings Eighth Open Pit OperatorsÆ Conference , pp 71-74 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Sep 18, 2012

By K T. Mandisodza, T J. Cartledge

The principal objective of Geotechnical Engineers supporting operating mines is to provide safe working conditions and ensure that pit designs are geotechnically optimised to site conditions and pre-defined stability requirements. Pit slope designs are delivered in advance of pit excavations. Making changes to these designs is usually slow to enact and involves a layered sign-off before implementation, leading to unwanted delays in their adoption and subsequently increased production pressures. When unexpected ground conditions are encountered during the mining process, or short-term mining schedule requirements demand it, changes to these designs may not be easily feasible in certain situations. It is when these scenarios arise that Geotechnical Engineers need to be proactive and consider unconventional options to deliver safe operating conditions while satisfying short-term requirements to the mine schedule. Essentially, the geotechnical short-term strategic designs double-pronged approach supports the mine schedule while providing safe conditions and minimising geotechnical risks for people and equipment. Common short-term strategic geotechnical designs include; slope buttressing, over-steepening cut slopes to increase reserve recovery through unplanned or emergency cutbacks, and accepting risk threat and operating under unstable slopes. When implementing strategic design options, the Geotechnical Engineer must consider the broader implications for such designs. They must think of the plan’s long-term effects on the mine schedule and pit wall stability. Initiating aggressive designs to recover additional reserves to satisfy a short-term scheduling demand could result in-pit wall instability or suboptimal pit layout. Before and during the implementation phase, the Geotechnical Engineer must communicate and engage with relevant stakeholders to ensure that the plan is executed accordingly and geotechnical risks are effectively managed. Proactiveness to ground response and implementation of risk management strategies will improve safety performance and optimise mining schedules.

Jun 22, 2022

By S Russell

The completion of the $1.1 B Cape Lambert Upgrade project is the second ‘pillar’ in Rio Tinto Iron Ore’s expansion program that has enabled Rio Tinto Iron Ore to effectively double iron ore shipping capacity from the Pilbara between 2003 and 2009 to 220 million tonnes per annum (Mt/a), following the successful completion of the Dampier Port upgrade project two years earlier.The Cape Lambert Upgrade has built on and enhanced many of the engineering achievements of the Dampier Port upgrade project, as well as developing innovative and unique engineering solutions for this complex ‘brownfields’ project that presented its own challenges, particularly in this distinctive open-water port environment.The project was implemented in two phases to achieve an increase in port shipping capacity from 55 to 80 Mt/a – an enhancement phase and an expansion phase.The initial enhancement phase, which provided an increase to shipping capacity from 55 to 60 Mt/a, focused on increasing the utilisation and effi ciency of existing plant and equipment with a relatively small capital expenditure.The expansion phase, which provided the increase in shipping capacity to 80 Mt/a, included extending the existing iron ore wharf by 256 m to create four shipping berths, a new shiploader, an expanded stockyard (including a new fourth bucket wheel reclaimer) and a new surge bin facility to maximise outloading tonnage rates.The Cape Lambert Upgrade project was implemented whilst the port remained fully operational and continued to ship record tonnages of iron ore throughout the project duration. This achievement required signifi cant upfront planning and sequencing of construction activities to support the operation of the port. Innovative design and construction techniques were used to mitigate the impact and enable construction activities in and around the operating plant.Throughout the project, new benchmarks in engineering design and construction practices were established, which have since been adopted for new iron ore port facilities currently in planning phases.

Jul 11, 2011

Production sharing and cost apportionment in joint ventures is commonplace in Australasia today and elsewhere. It is a recognised convention that, with the exception of a free carry situation, joint venture participants usually share the proceeds of the joint venture in direct proportion to their respective participating interest, after having first paid its respective cash calls, in advance, to cover the projectÆs ongoing operating and capital cost requirements.In surface mines, the parties simply pay their way and take their proceeds in this manner. In underground mines, the situation is no different, though treatment of capital, depreciation and tax may differ between the parties. A common feature in many cases is the creation of a joint venture entity to conduct the business. This entity then collects cash from the parties, banks it, employs the staff, runs the operation, provides reports and pays out the proceeds. This convention appears to be relatively simple in application. In practice, it has been known to be complicated in the situation where the participants take their product at the mine gate and undertake their own marketing and selling arrangements. A more complex situation presents itself where the joint venture tenement boundary with an unrelated third party straddles an economic deposit. In this scenario, both the joint venture parties and the third party may wish to mine the deposit, sharing some infrastructure and costs, yet taking their own product as it is produced. A case study outlining such a situation is presented in the paper, outlining firstly how the major cost categories were identified and treated for cost apportionment purposes. Secondly, a mechanism for the equitable apportionment of product is suggested. Finally, issues such as timing and cost reporting are dealt with, together with a checklist of points which should be considered when a similar situation might arise in the future.

Jan 1, 2002

A hidden asset in most exploration and mining activities is data. Common practice involves the spending of large amounts of money to discover, define and prove the viability of a mining project. Some organisations have used operations research analysis and internal costing methods to allocate a value to their data and to compare the costs of data maintenance to other more tangible activities like plant and equipment maintenance. Those organisations, which do not undertake such an analysis often, have little knowledge or understanding of the extent and the worth of their data. Often the organisations lack of knowledge and understanding of the data is indicated by their failure to fully exploit or realise their opportunities. The focus of this paper is to discuss new technologies that optimise the management and security of collected and derived data. The technologies discussed are components of the software systems acQuire and MineSight.

Jan 1, 1999

By C Tapia Cortez, C Sammut, S Saydam, J Coulton

‘Like every other commodity, the value of the metals is subject to variation’ (Ricardo, 1817). Mineral commodity price uncertainties have always been a significant issue in mining business due to the close relation between global economic conditions and commodity prices, which commonly generates significant and unexpected price fluctuations. Price forecasts have been driven by economic theory, which states that in the long-run market will be balanced and that prices tend to the marginal cost of production. However, this theory has been misunderstood in the mining industry and future prices through time, in real terms, are assumed to be unchanged. This is unrealistic due to regardless of the cycling nature of economy and the omission of uncertainties. Furthermore, using historical data in traditional price forecast approaches does not guarantee realistic predictions as past events will not necessarily be repeated at the same intervals and with the same intensity. Mining, finance and economic sectors have made significant research efforts to predict prices and control uncertainties through classic linear, Gaussian and probabilistic simulation approaches. However, by definition, uncertainties cannot be measured or accurately modelled. Uncertainties can be identified to measure and manage the associated risks; therefore, uncertainties in mining projects have been historically misinterpreted, erroneously measured and poorly controlled. It is widely known that supply and demand functions drive market prices. While technological development noticeably influences supply, demand is strongly driven by psychological factors, mainly related to customer preferences and lifestyle expectations. Thus, human behaviour is one, or if not, the most important variable to determine commodity prices in a competitive market. During the last decades, alternative methodologies have been used to study uncertainties in human, environmental and market behaviours. Chaos theory, fractals, artificial intelligence and econophysics have been widely and successfully used to investigate complex dynamic systems to address uncertainties over time in the fields of neurosciences, meteorology, aviation and market trading. The application of these techniques in the market suggests a more realistic approach to the business environment. Through the combination of the methodologies above a novel long-run price uncertainties simulation approach that emphasise the differences between risks and uncertainties is proposed in this paper. CITATION:Tapia Cortez, C, Saydam, S, Coulton, J and Sammut, C, 2015. Copper price uncertainties – chaos theory to manage risks in mining projects, in Proceedings Third International Future Mining Conference, pp 261–272 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Nov 4, 2015

By K Sommerville, J Parkinson

"Open pit mines today have more technology and data available. The challenge is to effectively use resources to analyse and identify mine productivity improvements. AMC Consultants Pty Ltd (AMC) has completed more than 100 benchmarking studies worldwide. In the process of gathering cost and productivity data, insights have been gained on how mines are using data to drive productivity. This paper aims to share good practice on using data, what benchmarks operations should be aiming for, where mines are currently sitting, high value areas to target, and how to best prioritise improvement to meet operational goals.A key purpose of data is to assist in managing and improving operations. Key information is used to drive meetings, decisions, budget estimates and reports. Safety, equipment productivity, available stocks, grade and spatial reconciliation are examples of where data is important for management systems. The key is to keep reporting simple whilst maintaining access to source data for troubleshooting and analysis.Some operations still have paper-based reporting systems. Some operations collect data directly off machines and instruments, use cameras and have off-site control centres. The level of technology is a fit-for-purpose choice.Comparisons of productivity assumptions commonly used in feasibility studies with good practice productivity numbers sourced from AMC’s benchmarking database will be shared in this paper. A typical activity mining cost breakdown will highlight where the high value areas for productivity improvement sit.In addition to examining the productivity of each mining step it is also important to examine the impact on the mine plan. Equipment numbers, strip ratio, grade and material hardness can impact the results of bottleneck analysis. A bottleneck example case study will highlight how productivity and other factors can be used to identify and prioritise improvement opportunities.Keep it simple. Use only the critical data for meetings, decision-making, reports and plans. Knowing and communicating the key performance indicators (KPIs) you are striving for aligns the operation and prioritises improvement plans.Citation:Parkinson, J and Sommerville, K, 2016. Getting the Most Out of Technology to Drive Mine Productivity Improvements, in Proceedings Ninth AusIMM Open Pit Operators' Conference 2016, pp 84–93 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Nov 15, 2016

By F Butler, G E. Batley, A C. Hogan, A R. Butler

The ANZECC/ARMCANZ (2000) Water Quality Guidelines (the Guidelines) are the primary reference used in Australia and New Zealand for managing and regulating water quality. For most mining operations in Queensland, the environmental authority (EA – licence) incorporates the national default guideline values (GVs) for ecosystem protection as trigger levels (TLs). Exceedances of TLs ‘trigger’ further investigation and reporting. A review of the surface water compliance history at a metalliferous mine in North West Queensland identified minor exceedances of the cobalt GV as a common trigger for investigation and compliance reporting.The reliability of GVs is dependent on the availability and quality of ecotoxicology data for the relevant contaminant. The current national default GV for cobalt of 1.4 µg/L is classified as a low reliability GV due to the lack of available data at the time it was derived (ANZECC/ARMCANZ, 2000).The Guidelines are presently being revised and the toxicant GVs will be available as a set of web-based values and associated technical briefs. The new platform will enable the timely revision of existing GVs and inclusion of GVs for additional toxicants. Cobalt was considered a priority toxicant for the Guidelines’ revision, but was not included in the revision process.A preliminary review of the international literature indicated that at least 15 additional chronic cobalt toxicity studies had been published since 2000, sufficient to derive a high reliability cobalt GV using the protocols developed for the revision of the Guidelines (Batley et al, 2014; Warne et al, 2015). This presented an opportunity to improve environmental management by increasing the reliability of the performance measure.CITATION:Hogan, A C, Butler, A R, Butler, F and Batley, G E, 2016. Derivation of high reliability water quality guideline values for cobalt in freshwaters – improving water quality guidelines for better water quality compliance management in mining, in Proceedings Life-of-Mine 2016 Conference , pp 205–208 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jun 28, 2016

By P Card

Some project managers accept unsatisfactory economic evaluation modelling because they are unaware of what constitutes good practice. They tend to leave it to the evaluation specialist or others to decide. The AusIMM has published on its website a draft set of guidelines for technical economic evaluation which will allow these project managers to take control and demand worldÆs best practices.The style of the guidelines is described and the source of a worked spreadsheet example in Excel is given.Economic evaluation in project management is described. A simple test for the acceptance or rejection of evaluation work is offered. The nature of modelling and evaluation in each of the three study phases of concept, prefeasibility and final feasibility are described. Suggestions on the selection of specialists for each phase are given. The three levels of evaluation thinking are described, namely, modelling, valuation and evaluation. Finally the meaning of æfinancial analysisÆ is explained.The conclusion is that æthe role of an economic evaluation specialist is to create models and evaluations for the whole project team to readily understand and use: it is not to create models for his/her own useÆ.CITATION:Card, P, 2012. What project managers must demand from an economic evaluation!, in Proceedings Project Evaluation 2012 , pp 173-176 (The Australasian Institute of Mining and Metallurgy: Melbourne).

May 24, 2012

By R Lau

The fire safety design for road tunnels includes the following aspects: active systems, passive provisions and operational procedures. The active systems include the smoke control system, fire suppression system, detection system and fire fighter’s assistance systems. Passive provisions include escape passages, fire separation and fire resistance systems. The operational procedures refer to fire fighter access, reporting and alerts, evacuation processes and crowd control.Currently, these systems are typically designed by different designers or teams. These systems are intended to work together in a coordinated manner to provide the desired safety outcome. However, in practice, this is not always happening. The fire engineering process is supposed to bring together all these aspects and arrive at an integrated safety system. The fi re engineering process in practice is not integrating the design with the practice or reality and is thus arriving at less than desirably efficient safety systems.The example of design inputs shows how disconnected each system design basis is. The smoke control system design is based on the design fire size. The performance of the smoke control system is to achieve a smoke free environment for a defined space for a particular fire size – the design fire. The fire suppression system – most commonly sprinklers or deluge systems, is designed according to codes and to achieve a certain water discharge rate. The fire detection system is designed to detect temperature rise/rate of rise and perhaps density of smoke. Fire separation is determined to provide a certain period of service – mostly for structural elements. Escape route size and location is determined mostly by code compliance. Evacuation procedures are determined by Authority operational requirements rather than human behaviour.To arrive at an integrated fire safety system, the design basis and performances must be coordinated. An approach using fire scenarios would ensure all systems are designed to a common performance requirement. This paper will discuss how the current design approach outcomes compared with a fire scenario approach. More effective and efficient fire safety systems would require the stake holders to understand the implication of this approach and to embrace this through the fire engineering process.

Mar 8, 2011

The Mt Whaleback open cut mine South Wall is, in part, developed as an unbenched dip slope. The remainder of the rock slope consists of asymetrical overturned folds which have been locally truncated by major low angle faults. The Mt Whaleback orebody is structurally controlled and therefore extensive structural geology input has gone into the final rock slope design. The design is based on normalised 40 m geological cross sections, but the inherent complexity of the geological structure of the orebody yields a high degree of uncertainty within that interval. There- fore, the final slope bench face and the penultimate bench faces are mapped in detail to accurately establish the geological contacts and struc- ture. The knowledge of accurate geology of final and penultimate faces plays a very important role in the design of controlled perimeter blast- ing. Accurate geology is established mainly by face mapping, and by hole geological evaluation of blastholes to locally refine the current Geologi- cal model.

Jan 1, 1989

By A Bagis, T Baker

In 1983 the New South Wales (NSW) Government began to construct a 35 km freight rail line to provide additional rail capacity to Port Kembla in the Illawarra region, south of Sydney, through a direct connection between the Unanderra to Moss Vale line at Dombarton to the Main South rail line at Maldon in the Southern Highlands. The project area lies within the carefully managed Sydney Water catchment and is also underlain by previous coal mining activities.Construction of the line halted in 1988 prior to its completion after the NSW Government reassessed the demand case and found that the project was not as viable as originally forecast. However, by this stage the line was partially constructed, including the majority of civil earthworks, approach structures to the main river crossings and establishing the portals for the Avon tunnel as a precursor to major tunnelling works.In 2012, the Commonwealth Government funded Transport for NSW to undertake the necessary engineering and environmental preconstruction works. Most importantly here, the 1980s rail link was predicated upon the use of electrically powered locomotives, whereas the locomotive fleet in operation today in NSW is diesel powered. This fact has a significant impact upon the approach and development of the Avon tunnel section, as the diesel powered locomotives combined with the length and grade of the tunnel alignment produces a unique set of conditions requiring specialist engineering design and systems to ensure safe and functional operation of the railway through the tunnel section.Given the above, the Avon tunnel will need to be supported by a ventilation and smoke control design based on the heat rejection from the locomotive consist, consideration of ambient air quality compliance, comparison against in-tunnel air quality goals, and providing safety systems in line with the fire and life safety strategy it requires.This paper explores the current development of both the tunnel civil works responding to the geography, geology, rail functional requirements, as well as the tunnel ventilation systems being revised to suit the diesel locomotives.Further, this paper describes the importance of combining the design outcomes with the procurement methodology in order to achieve the project objectives, a functional outcome and value for money across the project life.CITATION:Baker, T and Bagis, A, 2014. Maldon to Dombarton Rail Link – design development of the Avon Tunnel, in Proceedings 15th Australasian Tunnelling Conference 2014 , pp 487–494 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Sep 17, 2014

By H Parra, D Zenteno

Fragmentation modelling has been in use in the mining industry for a long time; however, there are still some aspects to tackle with regard to its use for strategic/planning and day-to-day purposes.On one hand, an important amount of resources are allocated to the task of calibrating and validating a good fragmentation model. Nonetheless, errors during the implementation stage introduce uncertainty into the prediction.On the other hand, it is common practice in the mining industry to use only discrete values to represent the fragmentation from blasting (k20, k50, k80), which provides a biased interpretation of the situation as, for instance, the best and worst possible cases are not taken into account. This is particularly critical when a continuous improvement philosophy has been adopted and modelling is used to either modify the drilling and blasting designs or plan ahead.It is well known that every site has particular conditions (rock mass, equipment, drilling and loading practices, among others) that often define unique trends in implementation. These trends can be captured using statistic and probabilistic techniques and then used as proxies for further analysis.This paper explores the potential of including implementation data in the form of probabilistic distributions into the Swebrec model to improve the performance of this engineering tool during the decision-making process.The fragmentation results of four designs were modelled using three different degrees of accuracy in the implementation for the burden, spacing and explosive column length.The data analysis showed that the probabilistic approach helps to achieve a broader perspective regarding the fragmentation that it is possible to obtain and the implications for the subsequent processes. The analysis also showed that the likelihood of producing similar fragmentation with different designs (involving different powder factors and costs associated) increases with the variability of the implementation.CITATION:Parra, H and Zenteno, D, 2015. Evaluating the inclusion of the implementation variability into fragmentation modelling, in Proceedings 11th International Symposium on Rock Fragmentation by Blasting, pp 121–126 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Aug 24, 2015

By C E. Gawith

The Waihi underground mining operation currently mines epithermal veins ranging from two metres up to ten metres in width using a ‘Modified Avoca’ stoping method. This method consists of longhole bench stope mining at 15m to 18m sublevel spacing. The bulk of production drilling and blasting is top down with the extraction length of a typical stope panel nominally being 18m to 20m along strike. A stope panel is usually taken in two blasting cycles followed by the remote bogging of the stope ore. The panel is backfilled in-cycle using unconsolidated waste rock material which is tipped into the void from the upper level using a Caterpillar R2900 or R1700 sized underground loader. The underground mine first commenced production in 2008 and up until 2016, as was typical of many open stope mining operations at the time, an underground loader was used to place a waste rock bund at the top brow of the open stope. This rock bund was the principal means of protecting people and equipment from this hazard. In 2016 there was a fatality at the mine when a loader that had been tasked with building this rock bund fell into the stope void. Immediately post incident all mining and processing operations were suspended for a week to allow colleagues to grieve, to observe cultural protocols and to begin the investigation into this event. During this period senior operators, supervisory and technical staff developed an innovative system which used steel bollards to protect this open edge. With development over the following months this bollard system has eliminated this hazard from the Waihi underground mine.

Mar 15, 2021