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By A R. Bye

Energy comes at great cost to our world and societies and therefore we should use it wisely and optimally. Societal pressure is enforcing this and the industry must respond by being proactive.The mine-to-mill approach to integrated mine and semi-autogenous grinding (SAG) mill optimisation demonstrated that throughput gains of up to 20 per cent could be obtained through a closer match of blasted run-of-mine ore to the feed best treated by a SAG mill. Since that approach was developed, new drivers have risen to prominence including environmental costs and impact of energy, water, waste. This is set against a backdrop of reducing ore grade and increasing demand that is pushing up our impact on the environment. The new challenges demand new approaches.This paper explores the opportunities in taking traditional approaches to optimisation to new levels of two-way integration and incorporating potentials for ore upgrade into circuit design. The new mantra may be æflexible circuitsÆ û designing and building for the present and the future by allowing for the uptake of new and future technology.

Jan 1, 2009

By D Brereton, C J. Moran

In this era of rising focus on the social and environmental costs and benefits of mining operations, the valuation methodologies used to assess such impacts become increasingly important. Within an industry dominated by an engineering culture that places emphasis on net present value (NPV) calculations using high discount rates, difficulties often arise when attempting to justify projects with longer-term, harder to quantify benefits. This is particularly so when these benefits fall in the social and environmental domains and involve other stakeholders. In this paper, we summarise the results of a recent literature review on this subject, which focused on the valuation of æBeyond ComplianceÆ initiatives in the mining sector. We discuss a range of approaches including the quantification of hidden internal costs, financial methods of incorporating risk into calculations, the integration of quantitative and qualitative information, and also the valuation of æexternalitiesÆ or costs and benefits borne by others. We then use a series of examples relating to the management of water in the minerals industry to illustrate how some of these approaches could be applied. There are high-level commitments from both individual companies and groups such as the ICMM to incorporate sustainable development criteria into decision-making processes within the industry. We conclude the paper by arguing that, to meet these commitments, there is a need for the industry to adopt a broader range of valuation methodologies than appears to be the case at present.

Jan 1, 2006

By Y. S. Roditis

Traditionally, open pit optimization has been used to produce a single outline which can guide the pit design. This paper describes how a series of optimum nested pits are utilized to: a. produce different mining sequences and to help in mine planning and phase design; b. evaluate different metallurgical processes, production scenarios and equipment size; c. investigate the sensitivity of a project to prices, recoveries, production rates, costs, ultimate pit slopes etc.

Jan 1, 1993

Anyone who has driven backwards using only their rear view mirrors knows how difficult it is to avoid spinning the steering wheel the wrong way. So why run your mine that way? Traditionally Reconciliation has focused on the past performance of the mine. In this paper we make a case for Prognostication û the act of forecasting or predicting something in the future from present indications or signs. Reconciliation is a common activity carried out at most mines around the world. Countless geologists and engineers spend hours poised in front of spreadsheets diligently comparing how their resource/reserve model, grade control, and survey pick ups compare to what was actually produced. The result is usually a group of factors, which are applied to future estimates in an attempt to better predict how the operation may perform. Unfortunately, if the road ahead isnÆt the same as what you have just been down, youÆll be æoff-roadingÆ in no time! An alternative is to constantly collect and analyse key measurements that are used to calibrate critical estimates in an iterative process. When variations occur, they are analysed and corrective action is taken to ensure the estimates and measurements realign. In this way the estimates become forecasts and can then form the basis for decision making to ensure that what does happen in the future will match the plan or schedule. By automating this process, some mines have been able to be proactive on a daily basis in order to improve the overall performance of the operation. This paper outlines the key estimates and measurements used for reconciliation, details the characteristics of an automated web based information management system to facilitate the process and provides some insights about how mining operations might move beyond reconciliation.

Jan 1, 2003

By A Webster, T Murphy

Block cave mining, in its broadest sense, has transitioned from an orebody/rock mass determined method of extraction, to a low-cost and high production mining method that may be applied to any large ore deposit. This inherently means that caving is now required in more complex rock mass conditions where assistive damage, through preconditioning, may be necessary. This requires comprehensive understanding of the geology, and its interwoven relationship with geotechnical parameters, and is made more challenging due to limited exposure in block cave mines. Limited mine development throughout the cave volume equates to a heavy reliance on drilling data in terms of observations, modelling of the mine geology, and collection of geotechnical data. This translates as increased uncertainty of geological and geotechnical models and has potential to impact significantly on the ability to make informed decisions in the design and operation of the cave mine.Modelling of cave propagation behaviour requires a complex, coupled system of draw of material, flow of material through the cave stocks, and propagation of the cave-back assisted by autogenic stress-related breakage of the rock mass, manifested as seismicity. The role of geological features in the process of cave propagation is not well understood and requires evaluation on a mine-specific basis, given the diversity of geological controls/settings of ore deposits and local variability of stress fields.Seismic monitoring systems can elucidate key geological features and domains, as heterogeneous seismogenic activity is observed ahead of the advancing cave-back. The observations made from analysis of seismic monitoring data may have potential to be used as a validation tool for numerical modelling of predicted cave behaviour in similar geological settings (eg next lift/panel).Understanding of the geological structure, at all scales, is critical to optimise the design and operating decisions made in a block cave operation. At present, intermediate-scale structure, anisotropy, mineralogy and model uncertainty may be neglected or under-represented despite their likely significant role in the mechanisms of cave propagation.Insights from an analysis of the Ridgeway Deeps block cave mine are discussed in this paper.CITATION:Murphy, T, Webster, A and Chitombo, G, 2016. Beyond rock mass characterisation – the impact of geology on block cave mining, in Proceedings Seventh International Conference and Exhibition on Mass Mining (MassMin 2016), pp 861–872 (The Australasian Institute of Mining and Metallurgy: Melbourne).

May 9, 2016

By A. Santana, J. Jankolovits, G. S. Reyes

The flotation of sulfide ores that contain carbonaceous gangue requires significant operational and chemical intervention to achieve suitable metallurgical outcomes. Carbonaceous gangue dilutes concentrate grades, alters the froth behaviour, reduces operational stability, adsorbs reagents, and reduces value recovery. Carbon management processing strategies like preflotation and depression are often presented as point solutions. Moreover, oversimplified mechanisms of carbon depressants belie their complex and nuanced impact on flotation behaviour. Optimising the flotation of carbonaceous sulfide ores requires a holistic consideration of interactions between the carbon management reagents and the processing strategy, ore mineralogy, flotation behaviour, flowsheet, and all other aspects of the flotation system. Examples are shown where conventional, simplistic mechanisms of carbon depressants fail to explain the observed flotation behaviour. The multifaceted impacts of carbon depressants on froth behaviour, collector performance, and value recovery highlight the need for a holistic approach to carbon management. Keywords: Carbon management, carbonaceous ores, sulfide flotation, carbon depressant

Jan 1, 2020

By J. van Zyl, K. B. Le Bron, L. J. Gardner

Pillar design is a crucial aspect of underground mining engineering, as it directly impacts the safety, stability, and overall effectiveness of mining operations. In this paper we present a method to calculate pillar stability based on the strain criterion and pillar load inversion concept, which complements the empirical pillar strength formulae. Those formulae do not account for certain parameters that can affect the stability of the pillars, e.g. weak layers, changes in stress orientations due to mining, orebody dip, mining layout complexity, and the influence of regional stabilizing pillars. The approach presented here is not intended to replace the empirical method; rather, we suggest using it as the initial step in the pillar design process. This should be followed by iterative numerical modelling to study pillar behaviour, define pillar stability, and optimize the pillar design by considering site-specific and representative rock mass properties and criteria.

Jun 10, 2024

By Y Lanwin

The Australian mining sector is undergoing a significant transformation with the adoption of advanced technology to the operational landscape. This has highlighted a critical disconnect between our traditional educational systems and the skill requirements of working with these advanced technologies. This paper aims to provide a behavioural science analysis of how the traditional manufacturing mindset, deeply rooted in our educational frameworks from primary to tertiary education, registered training organisations (RTOs), and in-house learning and development, is misaligned with the needs of today’s technologically advanced mining operations. Originating in the industrial revolution, the manufacturing mindset prioritised efficiency, mass production, and the division of labour. In educational institutions, this translated into an emphasis on rote learning, linear examinations, and a rigid adherence to processes and procedures. Such a system, while effective in producing a workforce suited for repetitive and predictable tasks, falls short in fostering skills like problem-solving, adaptability, flexibility, and coping with change – skills that are increasingly vital in a mining sector dominated by automation, robotics, and AI. The paper discusses how the focus on disciplined adherence to standard work procedures and processes in educational and training programs has inadvertently stifled creativity and autonomy in learners. This issue is compounded in the workplace, where employees, having been conditioned to operate within strict guidelines, now face the challenge of adapting to environments where autonomous decision-making and creative problem solving are crucial. In essence, the traditional approach to education and training has prepared individuals for a world of work that no longer exists. This paper advocates for a whole of pipeline approach, grounded in behavioural science, to revamp mining education and training. It highlights the importance of understanding and influencing the behavioural aspects of learning and recommends for an approach that promotes diversity, critical thinking, and adaptability, preparing the workforce to excel in the rapidly changing landscape of the Australian mining sector.

Sep 1, 2024

By Collins L

The commercial success of a mining project can be strongly influenced by the business activity which takes place away from the mine site. The project revenue is determined by marketing success which results from persistent research and full realisation of suitable products and by-products and appropriate upgrading achieved in conjunction with proper material security and insurance. Significant costs of transport can be optimised, protection of the environment carefully managed and skilled employees acquired as a valuable asset. Working capital requirements are often substantial and should be carefully established and financed, possibly by special contractual arrangements for product sales.

Jan 1, 1997

It is usually the case that the short-term plannerÆs role is occupied by the younger site mining engineer. ThatÆs because mine scheduling is generally seen as a mundane and thankless task. But, short-term planners play an extremely important role in maximising the value of the mining resource, generally the companyÆs biggest asset. A look at any mining operation today will expose the competing drivers behind the operational and strategic plans. Operations are too often faced with pushing short-term constraints. It is the responsibility of the short-term engineer to answer the question of æWhere to next?Æ. In answering this question the young mining engineer is in an environment overflowing with urgency and constraints. Hasty decisions made at this time may have significant adverse consequences to the long-term value of the resource. Long-term strategy must address a broad and expanding number of issues that are generally overlooked by the short-term planner. It takes a holistic, rather than the prescriptive approach of short-term planning to determine the best strategic direction for the operation. To better understand the consequences of decisions made at the operational level short-term planners need better vision of the whole business. The key to improving the mining business is a planning process that integrates the short-term planners role with the overall mining strategy. Future developments in the mine planning process will focus on bridging this ædisconnectÆ between the operational objectives and the long-term goals. Improvements will come from the tools which planning engineerÆs use, and the planning methodology surrounding them. There will be significant hardware improvements to improve the speed with which a short-term planner can evaluate plausible options. Software that maximises the use of the improved hardware will be developed. Complimenting these technological improvements, conceptual methodologies of mine planning will improve to allow strategic planning to be brought within the focus of the short-term planning engineer. In todayÆs mining industry the young mining engineer is embarking on a career where business processes are paramount. This paper discusses the ædisconnectÆ that occurs today between the operational planning and long-term strategy and how this is driving developments in mine planning today.

Jan 1, 2003

The paper discusses the characteristics of Be-zymianny activity during the last 2500 years. Three periods of increased activity have been identified which are the eruptive cycles lasting for 100-400 yrs. The periods of high activity fall on the fol-lowing time intervals: 2400-1700 yrs ago, 1350-1000 yrs ago and from 1955 ixp to the present time. The 1955-1956 catastrophic eruption after a long period of repose (about 900-1000 yrs) opened a new cycle of activity of the volcano which is continuing to-day. Several decades are distinguished in activity which differ in character and intensity of eruptions.

Jan 1, 1990

By J Heyes, T Cooper, M Stimpfl, R Staines, J P. Pearce

Acid and Metalliferous Drainage (AMD) is one of the key risks facing the mining industry worldwide. If not properly managed and/or not identified in a timely manner, AMD has the potential to decrease environmental values for generations to come. Ore extraction generates vast volumes of mineral waste (waste rock and tailings) which are stored in perpetuity at the mine site. Some of these materials are not inert and when in contact with air and water can react, generating poor quality water and compromising operational and closure environmental objectives. Understanding the geochemical behaviour of waste rock and tailings is therefore key to identifying risks and opportunities which support effective mineral waste management strategies across the mining value chain and progress toward an environmentally sustainable future that minimises closure liabilities. To ensure AMD risk is recognised and managed uniformly across its portfolio, BHP developed a Global AMD Management Standard for implementation across all operations, including closed sites. The AMD Management Standard provides a management framework to support the consistent, simple and sustainable global management of AMD risks. This ensures mines are planned and operated to be environmentally smart and modern, geochemical risk management is not an afterthought but a key driver, and environmental sustainability is actively pursued to reduce closure liabilities. The AMD Management Framework, on which the Standard is based, was adapted from industry leading practice guidance, ensuring it applies to multiple regions. The framework also comprises sequential requirements throughout the mining life-cycle. It is an iterative framework with an adaptive management approach that is designed to incorporate new data, information and management opportunities into AMD risk assessments and mine plan revisions.

Jul 1, 2021

By D Ford

BHP BillitonÆs new rotary iron ore car dumper installation at Finucane Island (Port Hedland) was constructed to increase the total capacity of the port facility from 110 Mtpa to 120 Mtpa and to allow for incremental capacity increases in future. The arrangement of the dumper is similar to other car dumper installations existing on site. To construct the facility, approximately 120 000 m3 of material was excavated in six months, to a total depth of 22 m. The saline water table was nominally 6 m below ground level and the materials excavated varied depending on depth, ranging from sand to mangrove muds. There was a need to retain the sides of the excavation and limit the amount of water from entering the excavated area. This was required to allow excavation to progress and had to be maintained during construction of the permanent concrete and steel facility. The excavation was backfilled progressively as construction progressed. Various retaining wall methods were investigated with the preferred option being sheet piles secured by walers and ground anchors. Detailed electronic models were developed and assessed to complete the final design arrangement. Dewatering bores around the perimeter of the excavation removed the groundwater to intercepted sumps within the site. A strict and methodical program was developed to monitor the integrity of the temporary works and the quality of the groundwater. The works were completed on time despite the following challenges being encountered: availability of resources and equipment, movement of mobile plant on æboggyÆ materials, difficulty driving sheet piles into material at depth, drilling of ground anchors to 32 m, grouting of ground anchors, greater than expected groundwater flows, and the risk of hydrocarbons within the groundwater. The lessons learned from the use of the retention system and, in particular, the associated construction challenges overcome, provide a sound basis for similar work in this buoyant resource market. The conference paper describes the temporary works options investigated, design considerations and processes, construction methodology and challenges encountered, and the monitoring systems developed. Lessons learned are also discussed.

Jan 1, 2007

By Dan Payne

Roof falls and other ground control incidents make up a significant portion of fatal accidents in underground mines. BHP Billiton has undergone a review of all fatalities in their operations and divided these into 10 fundamental categories of which underground ground control is one. Each underground roof fall fatality was investigated and the root causes workshopped to develop a protocol for the control of fatalities due to falls of ground. This protocol sets out 22 requirements which each BHP Billiton underground mine site must comply with. This paper describes the development, requirements and application of the protocol within BHP Billiton.

Jan 1, 2006

By M Flanagan, T Sua, B Wright, T Carroll, B Van Dijken

"BHP Billiton (BHPB) West Australian Iron Ore (WAIO) conducts an extensive geometallurgy (geomet) program for its iron ore deposits in the Pilbara. The geomet program provides accurate information to infrastructure engineers, resource geologists, mine planning engineers and the technical marketing team on the performance characteristics of iron ores. Performance metrics include production planning, such as lump/fine splits, processing capability such as the level of ultra-fine iron ore and ironmaking blast furnace properties including tumble index (TI) and reduction disintegration index (RDI). Prior to the introduction of the current geomet program in WAIO, basic geometallurgical information was provided at the deposit level, such as deposit lump percentage and head grade chemistry. As the business value of geometallurgy was realised during the growth period of WAIO, the geomet process was reviewed and formalised into five steps: geomet drill planning laboratory measurement data management algorithm development block estimation.The geomet laboratory process produces simulated iron ore products from drill core, which are then subjected to physical geometallurgy test work. With the large amount of geometallurgy data collected, extensive databases are utilised to collate and organise the data to improve its usability within the business. Algorithms are created from the data to predict important geomet variables and a block estimation method is used to estimate geometallurgical properties into resource models. The predicted geometallurgy data is regularly reviewed at the different steps against plant and shipping data to allow refinement of the geometallurgy algorithms. It is also recognised that geomet data can be used to optimise the operations in existing processing hubs for improved production rate. In addition, future geomet programs will focus on generating data from all available drill core programs, not just dedicated geomet drill holes, and will incorporate new types of data, such as hyper-spectral information, for improved geometallurgical estimation.CITATION:Wright, B, Carroll, T, Flanagan, M, Sua, T and Van Dijken, B, 2013. BHP Billiton West Australian iron ore geometallurgy - past, present and future, in Proceedings The Second AusIMM International Geometallurgy Conference (GeoMet) 2013, pp 105-110 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Sep 29, 2013

By K Louie

When BHP Copper's Lower Kalamazoo Project commenced production in January 1997, two of the four original hoists had been converted to hoist ore from the Lower K level. Conversions on these hoists not only allowed hoisting from a much deeper level, but also created a higher hoisting efficiency and higher capacity as well. Conversions included new drums, new cables, SCR drives and other solid state control technologies not available when the original hoists were installed. Two of the original hoists were installed in the 1950's and the other two were installed in the 1970's.

Jan 1, 1998

By Jim Excell, Jim Rothwell, Mike Rylati

"LocationThe Ekati Diamond mine is located at Lac de Gras, Northwest Territories.Brief Description of OperationBHP Diamonds Inc. has developed Canada's first diamond mine in the Northwest Territories (NWT), Canada. BHP Diamonds Inc. is part of the BHP World Minerals Division ofBHP Minerals. The project is a joint venture between manager and operator BHP (51%) and the Blackwater Group (49%). The Blackwater Group comprises Dia Met Minerals Limited, Charles Fipke and Stewart Blusson.Production at the NWT diamonds project began in October with the mine officially opened October 14, 1998. The project is situated on an 853 000 acre claim block located in the Lac de Gras region of the NWT. It is about 300 km northeast of Yellowknife and 100 km south of the Arctic Circle. The seasonal winter ice road to the Echo Bay Lupin mine passes along the eastern margin of the project area. This allows road access each year from mid-January to mid-April. For the remainder of the year, the project is accessible only by air.HistoryIn 1980, Charles Fipke traced indicator minerals east from the Mackenzie River area. He discovered indicator minerals in the Lac de Gras area and staked mineral claims in 1989. A joint venture was formed between BHP and Dia Met in 1990, and in 1991, the first diamonds in the NWT were discovered at Point Lake by BHP and Dia Met. This initiated the largest staking rush in Canadian history. The joint venture launched an aggressive exploration program.Koala, Fox, and Leslie were identified in 1992 as potentially economic pipes.As soon as the project's potential was established, it was recognized that an enormous amount of work had to be completed in several areas before a mine could be developed, namely: technical evaluation of the resources; environmental and socio-economic evaluation to procure the necessary permits for the development; and engineering design to optimize mining and processing of the resource and to comply with specific environmental requirements."

Jan 1, 2000

The Gympie Goldfield was the sixth largest producer of gold in historic terms in Australia. The Joint Venture Agreement between BHP Gold Mines Limited and Devex Limited was signed in January 1987. Since that time, some $20 million have been spent on underground and surface exploration work in the southern portion of the goldfield. The project is of considerable interest as the dewatering, rehabilitation and equipping of an old rectangular timber-lined shaft has been undertaken. The project is located in Gympie, a city of 10,000 people. The issues of dealing with urbanisation and associated environmental aspects are vital to the success of the project. An outline of the project and the geology of the mineralised structures follows:

Jan 1, 1989

By Hillis R

As part of BHP Iron Ore's policy and goal of achieving a high standard of environmental management within its operations, a protocol for mine closure has evolved. The need to demonstrate sound environmental management with respect to site decommissioning meant that a comprehensive, environmentally sensitive closure protocol was required. Within this framework, a four-phase protocol was developed, the first phase was the determination of objectives in relation to site rehabilitation and end land use. The second phase was the determination of the process required to achieve these objectives. The third phase was the application of this process in a site specific manner. The fourth and final phase was monitoring of the site with regard to the achievement of determined objectives. The protocol was originally developed to direct the closure and decommissioning of the Goldsworthy site in 1992. This being the first total site decommissioning for BHP Iron Ore. Since that time the protocol has been successfully utilised for the closure of the Yampi (Koolan Island) operations (in 1993/94) and the Shay Gap/Nimingarra Operations (in 1994/95).

Jan 1, 1996

Background BHP Iron Ore Pty Ltd is one of the major iron ore producers in the Pilbara Region of North Western Australia. The company manages three separate joint ventures; the Newman, Goldsworthy and Yandi joint ventures and two 100 per cent owned operations, Yampi and Jimblebar. The Newman operations constitute a mine site at Newman and a 426 km railroad to Port Hedland where there is an ore processing/port site. The Goldsworthy operations currently constitute a mine site at Shay Gap/Nimingarra, a developing mine site at Yarrie, a decommissioned mine site at Goldsworthy and an ore processing/port site at Finucane Island (Port Hedland). The Yandi operations include mining and processing facilities at site and a spur line to join the Newman Hedland railroad. Jimblebar operations are scree and bedrock mining near Newman and include mining, processing and a spur line to Newman where it joins the Newman-Hedland railroad. The Yampi operations constitute a mine/port site at Koolan Island (which is presently being decommissioned). The combined BHP Iron Ore operations produce approximately 46 Mtpa of iron ore. This paper will concentrate on the processes developed and applied for the decommissioning of the Goldsworthy site. The Goldsworthy site is on the northern boundary of the Pilbara Region and adjacent to the western extremity of the Great Sandy Desert. It is located approximately 110 km east of Port Hedland (see Figure 1). The area is generally of low relief with isolated low ranges. The mine site being within the Mount Goldsworthy range area. The geology of the area is essentially Archaean granite with Archaean banded iron formation becoming dominant within the ranges. The chief soils are hard alkaline red soils. The vegetation is essentially shrub steppe with the main hummock grass species being spinifex (Triodia sp). The climate for the region is semi arid tropical. The temperature ranges from a mean low of 15¦C in winter to a mean high of 40¦ in summer. Rainfall is episodic, occurring mainly throughout the summer as a result of tropical depressions or cyclonic activity. The average annual rainfall is approximately 300 mm and annual evaporation may exceed rainfall by up to 2500 mm. Goldsworthy Mining Ltd commissioned the Goldsworthy site in 1965/66. Goldsworthy was the first iron ore operation and associated town site in the Pilbara region. The mine development peaked in 1977 with the town population reaching 1400 people. In 1982 mining ceased and the mining operations were relocated to Shay Gap, 80 km east of Goldsworthy. The Goldsworthy town continued as the base for the railing operations between Finucane Island and Shay Gap. BHP Minerals acquired Goldsworthy Mining Limited in 1990. The population for the town of Goldsworthy at this stage was around 450 people. An assessment of the Goldsworthy site operations concluded that it was uneconomic to continue the operation of the site. The decision was made to transfer the base for railing operations to Port

Jan 1, 1994