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By E House, V Lisitsin

Recent whole-rock geochemical data from nearly 900 fresh drill core and underground samples taken from seven central Victorian gold deposits confirm the presence of distinct and identifiable primary alteration haloes surrounding the deposits. Ferroan carbonate alteration extends for up to several hundred metres away from turbidite-hosted gold mineralisation outside of contact metamorphic aureoles. A less distinct phyllic alteration zone can be identified using geochemical molar ratios or short wave infrared analysis. It generally overlaps a sulfidic halo characterised by disseminated pyrite and in close proximity to mineralised structures, arsenopyrite. The extent of the sulfidic halo can be traced using low-level analysis of pathfinder elements such as S, Au, As and Sb. Recognition of these alteration features enlarges the target for exploration and provides a tool by which drilling can be directed towards mineralised structures. An EXTENDED ABSTRACT is available for download. A full-length paper was not prepared for this presentation.

Jan 1, 2008

By A Thornton, D Engelhardt, J Woodg

Grinding is a critical part of nearly all mineral processing operations. It is the largest consumer of energy on the mine site (and thus indirectly a producer of greenhouse gas through the generation of electrical energy at the power station). Since comminution is one of the main consumers of electrical energy worldwide, efficient control of grinding mills is of paramount importance. Mill Auto-Pilot is a control system developed for SAG mills to stabilise load and power and improve the efficiency of control and increase throughput. A dynamic, mechanistic model of the grinding circuit is used to determine circuit parameters which can not normally be measured using conventional instrumentation. The circuit model is built from models of the unit operations (such as conveyors, SAG mills, cyclones, sumps, etc), and so captures the dynamic complexities and interactions of real circuit operation. CSA Mines at Cobar NSW accepted an offer to be the reference site for Mill Auto-Pilot and the system was installed in March 2004. In this application the model is used to predict mill load mass, mill solids residence time and cyclone underflow density. These parameters are used to control mill load, power and mill discharge density. The outcomes of the introduction of Mill Auto-Pilot at the CSA Mine are discussed.

Jan 1, 2004

By P J. A Lever

This paper presents details of CRC MiningÆs work with waterjet assisted blasthole drilling. The objective of this work was to investigate techniques that reduce the cost and increase the productivity of blasthole drilling. The focus is on a technology that uses a high pressure waterjet to assist the conventional rotary rock cutting action of a tricone drill bit. The potential benefits of this technique are increased productivity, reduced drill bit wear and reduced hole deviation and hence improved quality of drilling. This paper describes the results of a laboratory based experimental program comparing conventional tri-cone drilling performance to the proposed waterjet assisted approach. Additionally, work has been completed looking at the more practical issues around the collection and sampling of drill cuttings and water recovery (recycling) when drilling with a waterjet. These studies have demonstrated that waterjet assisted drilling can significantly increase the rate of penetration over conventional rotary drilling. For the best-case experimental result, the relative improvement was over 40 per cent. More importantly, it is a starting point for examining alternative uses of the additional drill productivity obtained from waterjet assisted drilling. For example, increased drill productivity could be used to improve rock fragmentation by drilling a tighter blasthole pattern in the same time period. an existing drill fleet, then the drill fleet size could be reduced, or improved rock fragmentation could be achieved by drilling a tighter blasthole pattern within the same time period.

Jan 1, 2004

I am honoured to be given the opportunity to share with you my thoughts on what will be the essential characteristics of æThe Mining Company for the 21st CenturyÆ. For me the 21st century is all about globalisation and the challenges and the opportunities that globalisation presents for the mining industry. To play on the global stage the successful mining companies must develop profiles that are global in: their operations diversity, their partnership relationships diversity, their customer relationships diversity, their workforce diversity, and their shareholder diversity. In my view æbigÆ will count in the 21st century, but big overlaid with quality: quality assets, quality people, quality partners, quality customer relationships, and quality image and reputation. Last year, Rio TintoÆs Leon Davis said when he addressed the Minerals Council of AustraliaÆs annual conference that Australian resource companies that wish to become global operators must develop an unequivocal international identity that will make that company a known and trusted quality wherever it seeks to do business. He went on to say that structuring and operating a business in a way that consistently manifests the qualities that inspire respect and evoke confidence is vital. I absolutely concur with what Leon said. Unfortunately, the fact is that, as we stand at the beginning of the 21st century, our industry and many of our companies are no better accepted by the world community than was the case five, ten, 15 or even 20 years ago. In fact, in some cases, the warmth of the acceptance may have subsided. To some extent the demonstrations that we saw recently in Seattle and Davos reflect a growing distrust, disquiet and cynicism in our communities. Here, however, I see an opportunity. While on the one hand the mood of disquiet presents many challenges, it also provides those of us who are willing to get out on the front foot in addressing the issues, and engaging in the dialogue, with a very significant opportunity to create a major competitive advantage. It provides the opportunity to earn respect and the opportunity to develop a reputation as a company that is sought as a joint venture partner and a company that is welcomed by governments and communities. Importantly, also, people will seek employment with such a company and will invest in such a company. The challenge is to change the way we behave and the way we are perceived by all the key stakeholders. Many of our industryÆs traditional skills are now commodities à many can be à and are out-sourced. The new critical skill for the 21st century à the real competitive advantage à will come from creating a real and genuine understanding of our role and what we stand for. Everything we do should demonstrate not only sound business principles, but also an understanding of the political, social, cultural and environmental impacts of our activities - at an international and a local level. This concept isnÆt new - but for large companies such as BHP, where we operate in more than 20 countries with diverse cultures, languages and religions - it requires enormous energy and dedication. It is complex. It is difficult. But I believe it is absolutely fundamental to our future.

Jan 1, 2000

By M Noy, P Hawkes

Improvements in the drill and blast process can impact on loader performance in a number of ways. The main effects being improved loading cycle times, less non-productive cycles such as oversize removal, clean-up and face raking and better bucket fill factors. The impact of improved loading cycle times on the overall cost and productivity of the load and haul cycle is very much dependent on the loader truck match and the management of the haul fleet. Previous work has shown that a 20 per cent improvement in dig cycle times may only lead to three per cent or less improvement in the overall productivity of the load and haul process. However, improving the mass loaded per pass by five per cent will lead to a five per cent improvement in productivity for any given haul fleet situation, assuming sufficient truck capacity. Work by Orica Explosives at Lab ChrysotileÆs Thetford Mine, Quebec, Canada showed a relationship between muckpile fragmentation and truck payload. With this in mind, work was carried out to determine the effect differing muckpile fragmentation distributions can have on excavator bucket fill factors. This work was performed in the laboratory to a 1:100 scale. Nine different distributions were used. These were characterised by the Rosin Rammler parameters, xc the characteristic size, and n, the uniformity index. The values of xc and n used were modelled on those previously measured at a Sydney quarry. For the range of distributions measured, it was found that the fill factors were lowest at a low characteristic size and a high uniformity index and highest at a high characteristic size and a low uniformity index. In other words the best fill factors were achieved with a more dispersed muckpile distribution with a larger characteristic size. The difference in fill factors was 16 per cent indicating that controlling the drill and blast process to produce a specific muckpile distribution can have a significant impact on the overall cost-efficiency and productivity of the load and haul process. Field measurement by Orica Explosives at a quarry in Canada supports this conclusion showing improvements of up to seven per cent in average bucket load by either increasing the characteristic size or decreasing the uniformity index of the muckpile.

Jan 1, 1999

By Shihui L, Lianfu Z, Llanming J

The paper considers the essence of the multi-objective decision-making issues for selecting an optimal mining plan, and analyses the advantages and disadvantages of the multi-objective decision-making techniques commonly used for selecting an optimal mining plan. It presents the principle and practice of using a group-AHD with mixed factors to select an optimal plan.

Jan 1, 1995

A pilot pump rehabilitation programme commenced at Isa Mine in the late 1960ts. Over the years, it has now been developed into a full scale repair programme resulting in large operating cost savings. This paper will examine various materials used as wear media in the rehabilitation of pump parts for recycling, the use of other materials in manufactured design and appli- cations of these principles to other process Equipment.

Jan 1, 1978

Launching the Queensland Water Plan 2005 - 2010 in August 2005, Premier Peter Beattie compared the stateÆs water resources with liquid gold. QueenslandÆs peak industry body for the minerals and energy sector, the Queensland Resources Council (QRC), believes the analogy is appropriate. During early development of an industry water strategy, it has become apparent that water is like liquid gold, in that it is revered, hoarded, recycled, priced on purity, a magnet for speculators, both difficult and expensive to transport effectively, heavily regulated and fundamentally linked to issues of security. To date it has generally been economic and relatively straightforward for the resources sector to secure water. Although production has not been compromised, this must not be grounds for complacency as there is every indication that water will continue to become increasingly expensive, more tightly regulated and, relative to a growing demand for a finite water supply, increasingly scarce. During 2006, QRC has developed and is implementing a voluntary industry water strategy to address a range of challenges confronting the resource sectorÆs security of access to water. As a consequence of, at times, protracted community consultations over QueenslandÆs catchment-based water planning processes it has become clear that many community stakeholders have outdated perceptions of the stateÆs resources sector. Once established, QRCÆs water strategy will incorporate a community engagement campaign to present the industryÆs credentials as a leader in water resource management. The development of QRCÆs water strategy, and the challenges the strategy is designed to address, provides insight into the fundamental reforms that are occurring in how water is managed and regulated in Queensland. These reforms have implications for how government policies are designed and administered and also for how industry engages with communities during this transition process.

Jan 1, 2006

A brief introduction is given of the scale and of some special features of South African gold mining; it is noted that great depth of mining and narrowness of the reefs, and hardness and abrasiveness of the rock are the main sources of the problems of the industry. The most inhibiting problems are: Excessive rock pressure occcurring in conjunction with rockbursts, hot and humid working places due to high virgin rock temperature and auto-compression of the air, and low level of productivity. Conventional solutions applied ordinarily in mining do not promise to eliminate, or even alleviate, these difficulties.

Jan 1, 1985

By Davidson JR, Napier-Munn TJ, Kojovic T

A research program was conducted to determine the relationship between operating conditions and medium losses in Mt Newman Mining's Beneficiation Plant. It was found that major medium losses were adherence losses and losses fran the overflow from the water recovery cyclones. Operating density and medium blend were found to have a significant effect on the medium consumption. Viscosity was thought to be the underlying factor. This viscosity problem was overcame by adding dilution water to the cyclone spigot discharge to reduce viscosity. The result was a reduction in medium consumption of 25 percent under normal operating conditions. Keywords:- Heavy Medium, Viscosity, Medium Carposition

Jan 1, 1987

By Mahoney M

For gas content analysis in recent years, it has been standard procedure to report results on a 'dry ash free' (daf) basis, under the assumption that gas only adsorbs onto coaly material. In order to test the relationship between ash and sas content, samples of various rock types were taken from two drillholes in the Newcastle Coalfield. The results of this study confirmed the correlation between gas content and ash, providing an accurate means of relating gas contents for all carbonaceous rock types.

Jan 1, 1995

Current attitudes by exploration companies towards working on another party's exploration permit or equivalent vary widely. That this is so is due to the virtual absence, on the one hand, of anything in the mining legislation in any jurisdiction that establishes what are the exclusive rights to explore, as opposed to apply for a mining tenement, that the grant of such an authority conveys on the holder, and on the other hand, of any code of ethics or set of guidelines to proper practise. By contrast, in most states and territories, if not all, it is an offence to enter onto a mining tenement, other than to cross it, without the consent of the holder, although until recently most field personnel would have been unaware of this and most explorers would have transgressed at one time or another. A similar vacuum exists where aerial surveys are concerned. There are in fact no guidelines. It has always been assumed that a party wishing to carry out such a survey was free to do so, without even an obligation to notify the holders of any tenements or permits in the area to be surveyed, let alone make available to them any data from the survey. Concepts of 'geophysical trespass' now being tested in the US also raise the possibility that data won from adjoining ground using geophysical techniques may be privileged. Attitudes now appear to be changing. In the absence of legislation or any code of practise, what does the industry regard as ethical behaviour? Do we need to define the rights and obligations of various parties more clearly, and if so, what should they be and to what extent will it be necessary to confirm them by legislation as opposed to adopting a code of practise? Will the existence of such a code in fact improve corporate practise?

Jan 1, 1995

The economic viability of base metal and gold production projects at Chillagoe, North Queensland has been elusive or difficult to achieve. Because of isolation and low grades metallurgical efficiency has always been essential. This paper, concentrates on the Chillagoe Railway and Mines Company's operations from 1898 to 1914 and Elders Resources Limited's current developmental operations at Red Dome. The technological methods of concentrating, smelting and refining the copper, silver, lead and zinc by the Chillagoe Company will be outlined as well as their understanding of the geological aspects of the ore bodies and the stock market speculation. The Chillagoe Company failed in its economic management but developed the region. Elders Resources have successfully redeveloped the region including fostering the tourist potential of the area through their expert financial, engineering and metallurgical strategies within the external economic parameters of the Pacific Region.

Jan 1, 1987

The current talk of risk management as a separate discipline and management function is like earlier imposition of Quality Control (QC) as an overlay on shoddy production management. Risk management is vital, but is integral in the way we marshal our staff, make decisions, then monitor and review and make crucial secondary decisions. New leaders must not assume that hiring experts ensures good decisions. It is only the essential step one. The worst company I worked for had more expertise than the best. The difference was in culture and decision-making processes. Failed feasibility studies, persistent technical factions in a company that cancel each other, heaps of expert consultant reports piled up like a dump of bricks, even great but half-managers in large and small companies cancelling expertise at their disposal, are the worst manifestations. Just daily foul-ups are common even amongst smart people. We miners have made a great industry but are content to drift far below excellence, even where that word is bandied around. All the management literature and management courses will not right the situation û we have been sending budding managers to this good stuff for two generations and the effects are worthwhile but marginal. A few key ideals, ideas and slogans are not the way. These make inspiring books that work about as long as the Christmas spirit does in the real world. What we need is a coachesÆ manual and a standard of the essential package of culture and work processes that make excellence possible and show how to maintain it long term. It has not been written until now because most managers want to remain dilettante amateur managers without the discipline that creates excellence. First, believe excellence is possible and worth any effort; then commit to it.

Jan 1, 2007

By Campbell D. L, Nutt C. J

The Delta two-degree quadrangle is located in west-central Utah, in the eastern Basin and Range physiographic province but near the intersection of the Basin and Range, Rocky Mountain, and Colorado Plateau provinces (Fig. 1). The quadrangle lies in the region of interior drainage that includes western Utah and most of Nevada, and, like the rest of that province, it has an arid climate. This work is part of the United States Geological Survey's ongoing CUSMAP (Conterminous United States Mineral Assessment Program) project in the Delta quadrangle. Trace-element geochemical data presented here includes information from approximately 600 heavy- mineral-concentrate and 2500 rock sample sites from throughout the Delta quadrangle.

Jan 1, 1988

By A B. Bell

The health and in some cases survival of mineral exploration and mining companies is, in today's markets, more dependant than ever on the effective use of information technology. The need for speedy collection, organisation, maintenance and distribution of corporate and project information is a phenomenon that will continue to strengthen with market thirst.Geographic Information Systems (GIS) provide a medium for storage, maintenance and retrieval of data, and Internet Mapping adds a technology for effective distribution of that data. Combining these technologies can return benefits both fiscally and technically by reducing costs of ownership in IT infrastructure and increasing the efficiency and effectiveness of both internal and external information delivery.GIS and Internet Mapping technologies have reached a practical stanza in their evolution and will continue to develop as a key business tool in the natural resources sector.

Jan 1, 2002

By M Roche, W J. Huxley

Finding a balance between practical and acceptable groundwater management, and providing for the needs and impacts of mining developments remains a challenge. The changes that accompanied the recent implementation of water reforms have provided greater flexibility for the water manager and greater certainty for the resource user. However uncertainty associated with understanding of complex aquifer systems, balanced against providing for the needs of mining developments, the rights of existing water resource users and expectations of the broader community have not diminished the conflicting issues faced by water resource managers and resource developers. Licensing under the Water Act 2000 provides the regulatory link with the taking of water for water supply purposes or as a consequence of the mining activity. This paper outlines key elements of sustainable water resource management involving certainty of access to water and adaptive environmental management that are delivered through conditioning the water licences issued for the particular mining development. Implementation of this approach is illustrated through a case study involving the BHP Billiton Cannington Mine in North West Queensland.

Jan 1, 2003

By Teague JK, Read HW

The relationship between the maceral composition of coal and the strength of the coke produced from that coal has received a great deal of attention in recent years. Studies using two Bulli Seam coals, and blends of Bulli and Wongawilli Seam coals, from the Illawarra Measures of the Southern Coalfield of New South Wales were carried out. The optimum range of vitrinite was found to lie between 45% and 60% (mineral matter free). Above and below this vitrinite range coke strength deteriorated. I Coke strength indices increased with rank and the optimum vitrinite content increased with an increase in rank. These changes will require confirmation as trends by testing a third level of rank. It was noted that vitrinite content decreased with an increase in the specific gravity of separation of the coal. . T Use of- petrographic analyses will increase confidence in choosing coals for coking, provided the coals are well known. Such analyses offer the possibility of greater flexibility in coal purchases and the possibility of producing a marketable blend from coals, which have limited market potential. Critical base coals for blends can be conserved. Significantly more work is required before coal reserves can be utilised to optimum advantage. This work would require extension of-the studies discussed in this paper and, in particular, the testing of a wider range of rank.

Jan 1, 1970

There is growing acknowledgement that successful organisations, including mining companies, achieve their competitive advantage by better managing their employees, customers and other stakeholders. The fact that I have been asked to address this conference is perhaps evidence of the recognition of the importance of ensuring the improved management capabilities of the personnel within Australian mining companies. As many of you will be aware, prior to my appointment to the role of President of Minera Alumbrera Limited (MAA), the operator of the Bajo de la Alumbrera project, my career had been more generally focussed on industrial relations and human resources management. My appointment was met by surprise in some quarters, as it is unusual for a person without the technical background of a mining discipline to manage a world-class mining operation. However, it was recognised early in the life of the Alumbrera project that the operation did not lack technical expertise or a committed workforce; rather what was required was innovative management of the project and its operational resources, particularly given that we were operating with totally ægreenÆ workforce in a country without a large-scale mining culture. It is my experience that a particular shortcoming of mining companies is that they have tended to ægrowÆ managers based on their technical expertise rather than people management skills. Historically, many companies have assumed, or at least hoped, that their better technical people would develop the requisite skills to take on the challenges of management. Such philosophy has not always met with success. Whilst the topic for my presentation was originally published as People in the Mining Industry, within the context of the overall theme for this plenary session, People: Education for the Future, it is a subject with an extraordinary breadth of possibilities for discussion. Therefore, I have chosen to redefine my presentation to People Management Issues in Offshore Mining Projects,an issue which I consider to be an important area within the overall topic and one which has particular currency given the increased tendency by Australian miners towards offshore exploration. It is also relevant from the perspective of continued rationalisation of our industry, the recognition that there will be more large-scale, global corporate mining entities and that significantly more mining professionals will become æcitizens of the worldÆ. We therefore need to prepare our future leaders for these challenges. The topic also allows me to highlight the importance of an holistic management approach as the establishment of a new project in a foreign environment puts into stark relief the need for the application of the full range of competencies, rather than the narrow ætechnicalÆ approach to doing business. I hasten to add, however, that the mining industry is not alone in this regard and I was interested to read an article in the Weekend Australian of 22/23 January 2000, which reported on the first key speech of former Westpac CEO, Bob Joss, as Dean of the Stanford University Graduate School of Business. He said: à We know that when our students go out into the world, if they have to struggle, it will not be because theyÆre not smart enough, or they donÆt have enough good ideas. It will be because they struggle over managing themselves and their relationships to other people. The article then went on to say that Bob Joss foreshadowed an initiative to build alliances between the Business School and other Humanities departments within Stanford University to draw on their learning. Other business schools have also recognised this need, albeit somewhat late in the day, as have the most enlightened of modern corporations; in summary, successful businesses have recognised that in an age where competitive advantage through, for example, technological breakthroughs is very short-lived, it is the quality of management that will provide the leading edge. By using the Alumbrera project as a case study, I will identify certain of the challenges with which companies and individuals may be confronted in the establishment of a greenfields project outside Australia. However, many of the issues raised will have direct application in the context of the development of an Australian operation. My objective is to provide an indication of areas which should be considered at the formative stages of a projectÆs development, with particular focus on the issues of people management. I would expect that such a study would be of benefit to companies, education institutions and individuals in preparing themselves for similar experiences.

Jan 1, 2000

Over the past five years, dedicated tertiary mining engineering programs have become financially unsustainable in Australia on the basis of undergraduate enrolments alone. The situation is worse in other minerals related disciplines and extends to the technical minerals education sector. This paper reviews the causes for the current situation. Indicators are presented which suggest that enrolment trends can no longer be attributed only to business cycles in the minerals industry but are also reflective of a fundamental shift in student interest in the sciences and resources based engineering disciplines. Reactive responses to changing trends are diluting and compromising the quality of mining engineering education. It is unlikely that the trends can be reversed or resisted. Tertiary minerals educators need to position themselves so that they can be responsive to on-going change. Two proposals are offered which aim to anchor mining engineering in a long-term sustainable manner. The proposals have a common educational component which is concerned with restructuring how mining engineering programs are presented and providing more flexible access to such programs. However, the two proposals have significantly different commercial components. The commercial component of first proposal is concerned with working within the traditional education framework of universities to endow a critical number of core staff positions. It effectively equates to fund raising. The second proposal is concerned with developing a stand-alone commercial operation around the education and research advantages of the global and multi-disciplinary university system. As a shareholder in this business, a university department would earn dividends that it could then use to support its education initiatives. This proposal provides a performance-based mechanism for supporting university minerals programs and has the potential to be cost-neutral. Both proposals are suited to resource sharing with a select number of international mining schools and to the incorporation of the other tertiary minerals disciplines under threat.

Jan 1, 2000