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By K Osten, N Scagliotta, G Lane

Oceana Gold (New Zealand) Limited operates the Macraes Gold Mine near Dunedin on the South Island of New Zealand. The orebody is mineralogically complex and comparatively low grade requiring a series of unit processes and resulting in a relatively complex plant. As part of Oceana GoldÆs ongoing Business Improvement program, a concerted effort has been made to focus on operational efficiency. One aspect of this has been the efficient use of energy in the gold recovery process. A benchmarking process has been developed for the Macraes operation that includes comparison with other operating mines and theoretical design. Criteria for determining operational efficiency have been developed. While benchmarking is, in theory, a simple process, this paper looks at putting benchmarking into practice by catering for variability in ore and associate processing methods. The unit processes discussed include the comminution circuit, flotation plant, pressure oxidation plant and gold recovery circuits.

Jan 1, 2004

By C Jones

When the Paulsens operation was poised to be placed on care and maintenance, Bill Beament and the rest of the Northern Star Resources (NSR) team capitalised on the opportunity to send the Ashburton region’s only operating gold mine into the record books.A three-stage strategy was devised by NSR to pay off the acquisition and maximise the return from the operation. The first stage was to mine the 55 000 oz mine plan and pay off the cost of the acquisition, then maintain profitable production beyond the seven months and re-establish a mine life. The second stage involved an early commitment to a 220 m long diamond drill drive being placed in the hanging wall of the orebody from which the extensions of the orebody could be further explored, allowing the second stage of the plan to come into effect and extend the mine life by converting Inferred Resources into the mine plan. The third stage of the initial plan was to utilise this drill drive and continue to drill deeper holes beyond the current limit of drilling in the ore zones to extend the orebody and increase the mine’s life.With an ever growing desire to further expand, the young company took on the bold move of establishing its own mining services division. A critical element to the success of this was ensuring that the right people were recruited with the appropriate specialised skill sets.Aligning common goals amongst all NSR team members, from the board and senior management to the work force on site, was critical to integrate the new and driven direction that Paulsens had adopted. It was essential to change the focus and a shift in all employees’ attitudes and values from a mine that was all but down and out, to a site that wanted to be kicking some serious goals.Teaming together a passionate and driven leader with a strong allied workforce was always going to put NSR in the best position possible to make Paulsens the success story that it now is. But without the calculated risks and enthusiastic attitude, the little known mine site in the Pilbara might have remained just that.CITATION:Jones, C, 2014. The Paulsens transformation – a shining light under a northern star, in Proceedings 12th AusIMM Underground Operators’ Conference 2014 , pp 191–196 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Mar 24, 2014

By C Czerny, T Elkington, L Lorenzen

The Dutwa Nickel Project is a nickel laterite atmospheric leach project located in Tanzania that has been under development by African Eagle Resources plc (2012). A bankable feasibility study (BFS) has been progressed to evaluate mining of the resource (107 Mt at 0.92 per cent Ni) followed by hydrometallurgical processing on-site to make a mixed nickel-cobalt intermediate product. The unique relatively high silica contents in the Dutwa deposits, as opposed to limonite, which is more commonly occurring in nickel laterites, presented the possibility for beneficiation of the ores to enhance the leach feed nickel grades and provide economic benefits in terms of operating and capital cost efficiencies.Geometallurgical relationships, based on the results of an extensive variability metallurgical test work program for beneficiation and leaching, were developed for the BFS, which resulted in an improved understanding of ore classifications within the deposit and their responses. The geometallurgical information obtained has been instrumental in making key preliminary techno-economic decisions, such as forecasting whether or not mined material should be beneficiated and was ultimately used to drive the mine plan towards the prioritisation of areas within the deposits that delivered the best cost efficiencies and overall project economic outcomes.CITATION:Elkington, T, Lorenzen, L and Czerny, C, 2013. The use of geometallurgical relationships in process route selection and mine plan optimisation for the Dutwa Nickel Project, in Proceedings The Second AusIMM International Geometallurgy Conference (GeoMet) 2013 , pp 207-216 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Sep 29, 2013

By X Li, J Wang, D Liu, Y Liu, K Hu

"Since the adoption of open-door policy 30 years ago, rapid economic growth has resulted in serious resource depletion and environmental destruction, especially in mining areas. As an urgent response to this situation, the central government and the Ministry of Land and Resources (MLR) have adjusted policies with concrete and realistic actions for halting this trend of non-sustainable mining activities in China. æGreen Mine CampaignÆ is one of the actions implemented. In 2010, MLR announced the æGreen Mine CampaignÆ, in which existing and new mines will be evaluated against the æGreen Mine Construction StandardsÆ and certified as æGreen MineÆ if complying with these standards. The standards cover five key aspects: the considerations of science-supported resource exploitation efficient resource utilisation standardised management environmental friendliness harmonious community relationship.Every year, MLR reviews ægreen minesÆ from all provinces. Thirty seven mines, including coal, metal, non-metal, gold, chemical industry and building materials mines, passed the review and were certified as green mines in 2010. In 2011, 187 out of 194 mines that participated in the review were certified as ægreen minesÆ. These mines are viewed as good examples of sustainable mining development in China.CITATION:Liu, Y, Hu, K, Li, X, Liu, Y, Liu, D and Wang, J, 2012. The green mine campaign and sustainable mining in China, in Proceedings Life-of-Mine 2012, pp 339-342 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Jul 10, 2012

In the pursuit of commercial solutions for environmental issues, individual problems are often identified, considered and resolved in isolation from other environmental matters and always at the end of the cycle û after the problem has been created. Inter-relationships are neglected if they are not seen to obviously impact on a specific problem and the issue at hand is plucked from the environmental landscape and dealt with in total isolation to all else. In a Zero Waste approach to environmental matters, all outputs are pursued as potential inputs. Industrial processes are viewed as a variation on natureÆs theme and opportunity pursued above all else. When viewed from this perspective, industry appears to have forgotten its origins. It has forgotten that it is principally about people. The juggernaut of global trade has forgotten that it is a small part of a big landscape and that its principal participants, people, cannot exist without healthy soil. Commercial activity in all parts of the world relies heavily on the ability of agriculture to produce the necessary inputs for industrial production. The care and nurturing of our soils is fundamental, not only to the survival of humanity, but also to the economic systems that support that humanity and to the industry which profits by it. Actual levels of domestic recycling in many countries around the world seldom reflect the 90 plus per cent desire to recycle recorded in surveys conducted by local authorities in almost every country. If the desire to recycle is far removed from the end result, why is it that the systems provided are so ineffective? It is obvious that what we do need is a recycling system that both engages and rewards the participant and stimulates the innate desire to support the environment. A recent trial in New South Wales, Australia, demonstrated that by giving individual households credits for recycling organic wastes, not only will contamination levels fall dramatically, but increased yields, improved soil structure, improved land values, reduced fertiliser costs and increased water use efficiency give the farmer good economic reasons for purchasing and applying quality composted product. By underpinning and securing the agricultural community, we secure the future of industry. The æCity to SoilÆ project linked the economic on-farm benefits of compost use with reduced contamination through the provision of rewards paid for by the purchase of product by the farmer.

Jan 1, 2006

By S Vink, A Wolhuter

Increasingly the community and government regulators are calling for æzero dischargeÆ mines. Some mining companies are beginning to explore ways in which they can transition to zero discharge. When striving to attain zero discharge, mines must consider multiple variables in addition to water quantity. These include climate regime, water quality and regional water budgets. This paper explores the drivers behind the concept of zero discharge mines and will use examples to illustrate the feasibility of attaining this goal.CITATION:Wolhuter, A and Vink, S, 2013. Is zero discharge a viable or useful concept in mine water management?, in Proceedings Water in Mining 2013 , pp 329-334 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Nov 26, 2013

By R Polmear, G Mauger

You wouldnÆt start excavating before testing core samples, so why would you approve a project plan before all factors have been identified, reviewed and addressed? Even a champion sports team made up of the best players canÆt produce optimal results without a well understood and agreed game plan. Could an F1 racing team produce their outstanding performance without rigorous evaluation and testing of the factors for successful performance? Why would we expect a capital works project team to be able to get it right without an understanding and an involvement in setting and implementing the overall game plan and without an understanding of all stakeholder requirements? For International PowerÆs Hazelwood (IPRH) mine in Victoria, the challenge was development and delivery of a 40 year mine plan, ultimately involving relocation of existing mine operations into an adjacent new coal field, land acquisitions and major environmental and other approvals to allow diversion of three streams, a highway, an Over Dimension route and other infrastructure in a political and environmentally sensitive atmosphere. The lessons from International Power HazelwoodÆs (IPRH) experience are: that the clear set of project principles and guiding values ensured delivery of a robust plan; a robust plan can withstand significant change; and value management (VM) played an important role in providing assurance, to all, that the plan was sound at both the strategic and micro levels. This Hazelwood mine project included five major VM workshops. The first was a critical review process in addition to design and cost reviews. This VM workshop was used to analyse, at a high level, the preferred coal mining sequence and design concepts, together with the interaction between design elements, risks and costs. In addition to this, the workshop provided an agreed common pathway for all downstream decisions. A second VM study was conducted to ensure that the proposed plan and design for relocation of the conveying systems from the existing mine into the new field were planned for optimum achievement from a whole of life cost, time, operational and maintenance perspective, plus the logistics of continuing operations while relocating assets. A third study followed to review the Conveyor Transfer Alliance and review functional design. A fourth VM study workshop was formed at the start of Phase 2 Alliance to ensure that the best value for money was being achieved through the current design, schedule and project arrangements and that all interfaces between parties had been reviewed and responsibilities were clear and understood. Other studies are outlined later in this paper. This paper details the evaluation criteria and processes used in the project evaluation that led to the WestField Mine Development.

Jan 1, 2007

By H Thanasekaran, M J. Mankosa, J N. Kohmuench, G H. Luttrell

"Fluidised-bed flotation has been demonstrated over the last 16 years as an effective method for improving the flotation recovery of coarse particles. This technology has been successfully deployed into the industrial mineral sector with multiple installations within phosphate beneficiation plants and potash mills. Due to the minimal mineral surface expression required when utilising this technology, more recent studies have centred on the applicability of using this HydroFloat™ technology for the recovery of coarse sulfides and base metals. Multiple approaches have been investigated to determine the best means for implementing this novel coarse particle flotation system into both existing and new plant circuitry. These include the treatment of tailings to recover values that have been lost using conventional technologies and also the direct treatment of a coarse feed, either within the grinding circuit or by use of a separate split-feed flotation approach. Recent applications of the technology will be presented along with data generated from several test campaigns and ongoing research investigations. The benefits of properly applying this technology, such as reduced power consumption and increased mill capacity will be discussed.Citation:Kohmuench, J N, Thanasekaran, H, Mankosa, M J and Luttrell, G H, 2016. The Impact of Fluidised-bed Flotation for Treating Coarse Sulfides, in Proceedings 13th AusIMM Mill Operators’ Conference 2016, pp 105–112 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Oct 10, 2016

Historically the insurance industryÆs involvement in any project has been relatively late in the process. Often it was a case of the last item to be ticked off the checklist has been to ensure that the insurance is in place. However, in more recent times insurers have imposed more restrictions on the cover they are prepared to provide, which has in some cases necessitated a change in the contracting structure to accommodate the insurance policy(ies). In addition, changing contractual practices have changed the allocation of risk between the various parties involved. This calls for a more proactive approach to the design and implementation of an insurance program for both the construction and operational phases of any resource project. This paper explores how a risk managed approach to the design and implementation of an insurance program for a resource project can align itself with current management approaches to project development. From the authorsÆ experience, this approach is best adopted early on in the project (often in conjunction with the bankable feasibility study) and follows AZ/NZS4360 to objectively examine and compare a wide range of risk exposures of the project in a time-effective manner across the following areas: personnel; environment; general management; compliance û legislation, systems, protocols; asset management; change management; financial impacts to the organisation; products/services; service delivery; and technology. Having identified and then analysed the risk exposures according to common consequence and likelihood ratings the next step is to develop a risk map of all considered exposures. The true value of this approach lies in the development and implementation of a risk treatment plan for identified exposures where the exposure is unacceptable. The plans will lead to the optimal solution to the appropriate risk prevention, risk mitigation and risk transfer options available. This paper also examines other benefits to the project that may arise from adopting a risk managed approach in addition to the ability to design an insurance program which recognises the exposures and the ability of the organisation (and other project parties) to retain risk.

Jan 1, 2007

By P J. Howard, P Darvall, J H. Mainwaring

In less than a year, Atlas Iron’s Corunna Downs Project has moved from a new discovery to a substantial resource of high quality in an underexplored greenstone belt. Located approximately 170 km south-east of Port Hedland and 40 km south-west of Marble Bar, in the Pilbara Region of Western Australia, Atlas Iron Ltd (Atlas) has conducted extensive exploration work at Split Rock, Razorback, Runway and Shark Gully, consisting of geophysical surveying, field mapping, 464 reverse circulation and 16 diamond drill holes resulting in a current resource of 51 Mt at 57.3 per cent Fe (Atlas, 2014b).The Corunna Downs Project is interpreted to be hosted within the Cleaverville Formation of the Archaean Gorge Creek Group. Within the project area these rocks outcrop as subvertically dipping banded iron-formations (BIFs) and jaspilites, cherts, minor shales and meta-sediments forming a north–south trending plateau.Primary hematite-martite iron mineralisation is overprinted in the near surface environment by supergene goethite, and frequently capped with a thin laterite cover. The strongest enrichment areas have been discovered within topographic lows, proximal to fault zones, which coincide with a geophysical anolmaly. These characteristics were targeted, and the subsequent areas mapped in greater detail, allowing for efficient resource definition.Although first explored for iron in the late 1960s, it wasn’t until Atlas’ acquisition of the project in October 2012, that major strides were made to defining an economic resource. At present, Corunna Downs is Atlas’ best greenfields exploration discovery, both in terms of the potential scale of the resource and its blending capacity.The Corunna Downs prospect is emerging as a major new iron ore province in the Pilbara and includes 80 km of potential host stratigraphy. Corunna Downs sits strategically between Atlas’ Mt Webber and McPhee Creek tenements, and can play an important part in Atlas’ growth strategy as iron ore market conditions become more volatile and challenging.CITATION:Mainwaring, J H, Howard, P J and Darvall, P, 2015. Discovery of the Corunna Downs deposits, in Proceedings Iron Ore 2015, pp 305–312 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 13, 2015

By T McLeod, B Catto

AngloGold Ashanti Australia’s (AGAA) Tropicana gold mine (TGM) geology department seized the rare opportunity of building a new geology department for a new operation: the philosophy, the people and the processes. Not satisfied with the status quo, or simply repeating what was familiar and already known, the vision was for an innovative, agile, multidiscipline, high performance team, capable of delivering on expectations.To achieve this, the geology department has operationalised key components of human resource management (HRM).This paper describes the operational design and implementation of key HRM components: job analysis, organisational design and organisational development. The benefits of this approach are presented in terms of engagement and autonomy in roles, opportunity for role variety and flexibility of the organisational structure. The result is a geology department that provides the functions of mine geology, resource development, regional exploration, survey, data management, geographic information systems (GIS), resource modelling, scheduling, sample preparation, resource coordination and hydrogeology, and even geotechnical engineering for a year!Considerations for application in other geology departments are presented in terms of fundamental requirements and lessons learnt. Fundamental requirements for success have been the sustained support of the general manager, valuing the scrutiny that comes with continuous improvement, high quality HRM systems and tools within the organisation, and a committed leadership group within the department. One of the most important lessons learnt is that a robust process of ‘induction to role’ is critical – the process of familiarising new starters with who we are and the way we work.CITATION:Catto, B and McLeod, T, 2017. Rewriting the rule book – geology organisational design, in Proceedings Tenth International Mining Geology Conference 2017, pp 137–142 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Sep 20, 2017

Many young mining engineers do not consider consulting as a possible job, believing that many years of working on-site is required to achieve practical experience, develop expertise and acquire industry contacts. However, mining consultancies employ engineers with varying levels of experience, including part-time university students, graduates and engineers who are relatively new to the industry. This paper outlines the role of a young engineer in a large mining consultancy and the benefits to both the consultancy and the client of having a mix of consultants with a diverse range of experience. From the authorÆs perspective, the work experience, lifestyle and rewards of mine consulting are compared to site based work, including a discussion on whether consulting is able to offer the professional development that a young engineer needs.

Jan 1, 2009

By A Harburg, A Dendys, G Green

Dugald River Mine (DRM) is located approximately 85 km north-east of Mount Isa, and 65 km northwest of Cloncurry, in the north-west Queensland Minerals Province of Australia. DRM is an underground operation and includes an above ground processing area, a 200 ha tailings facility, two waste rock dumps and associated infrastructure. The mining method is conventional underground longhole open stoping and downhole benching of a lead/zinc deposit within a black slate environment. The deposit is estimated to contain ~53 Mt of zinc and lead, which will be mined over a 30-year period. During operations, waste rock is segregated into either Potentially Acid Forming (PAF) or Non-Acid Forming (NAF) based primarily on the sulfide concentration of the rock. In particular, the NAF waste rock is an asset and is used for various small construction projects during operation; however, its primary use is for rehabilitation work at closure. Since beginning operations in 2017, DRM has generated more NAF than was originally anticipated. Whilst this is an excellent asset to DRM, it did pose a logistical problem of where to store the additional NAF for the life-of-mine and how to manage the run-off. DRM experiences distinct wet and dry seasons with hot conditions and periods of rainfall between November to April, and relatively dry and mild conditions between May to October. Majority of rainfall is received between January and February with an annual average rainfall of 501.1 mm. Short and intense rainfall events are common. DRM’s above ground infrastructure is land-locked between two large ephemeral watercourses, making the significant expansion of any assets challenging from a permitting/regulation and cost perspective. MMG is also a member of the International Council on Mining and Metals (ICMM) and is committed to adapting to a changing climate through operations and closure. Following extensive studies DRM opted to store the additional NAF material into the adjoining NAF Dam and concurrently upgrade a previously minor sediment basin into a highly engineered sediment basin which relies on automatic flocculant dosing to meet the required discharge quality limits. This basin is climate-resilient in that the dosing system can be adjusted to counter high intensity extended rainfall events which produce highly variable inflow water quality. This abstract broadly describes how DRM designed and implemented an engineering innovation to enable the site to meet the changing climatic challenges. The abstract then describes the process to design the sediment basin and how the dosing rate was established and validated. Finally, the abstract comments on the effectiveness of the sediment basin and how it has revolutionised DRM’s approach to water treatment and management; all whilst minimising the disturbance footprint of the operation

Aug 2, 2023

By C V. Deutsch

"Geometallurgical variables often cause problems to conventional geostatistical workflows. There are many variables; some are compositional and some are non-additive. They often show: complex multivariate relationships undersampling relative to conventional grade variables unequal sampling; that is, all variables are not available at all data locations.A variety of approaches have been developed over the years, but geostatisticians remain mostly focused on modelling rock types and a few grade variables with an abundance of data. The problems are reviewed and a chained workflow is presented where appropriate techniques are employed in sequence to permit reliable spatial prediction of geometallurgical variables. The spatial models may be used to assess the value of additional data, for prediction of process performance, for improved mine planning and other optimisation tasks. The chained workflow will include data transformations such as ratios and normal scores that make the variables amenable to geostatistical modelling. Data imputation techniques to account for missing values are considered with special consideration to spatial correlation with the available data. Decorrelation techniques such as the principal components, min/max autocorrelation factors and projection pursuit multivariate transformation are employed to manage massively multivariate modelling. Full distribution modelling must be considered to avoid biases in the prediction of non-additive variables. The post-processing of geometallurgical models must be streamlined for robustness and efficiency. The precise workflow varies according to the specific purpose of the study. Guidelines and thoughts on best practice are presented.CITATION:Deutsch, C V, 2013. Geostatistical modelling of geometallurgical variables - problems and solutions, in Proceedings The Second AusIMM International Geometallurgy Conference (GeoMet) 2013, pp 7-16 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Sep 29, 2013

By C Torrisi, J Andreatidis, M Duffy

BHPÆs Cannington process plant was commissioned in October 1997. The Cannington ore contains high grades of silver, lead and zinc but also contains high levels of fluorine which must be removed to produce a marketable concentrate. As a consequence the plant is more complex than the typical base metal concentrator. Some of the features of the Cannington operation include a single stage autogenous mill, multiple stages of flotation cleaning, two leach circuits, pressure filtration and a paste fill plant. The start-up and achievement of design performance for new lead/zinc operations has traditionally taken much longer than for gold or copper operation and is littered with many tales of woe with feasibility targets often not achieved (Agarwal, Brown and Katrak, 1984; Bulatovic and Wyslouzil, 1999; Leung, Andreatidis, Woodall and Alford, 1996; Sherman, 1999; Ward, 1998).

Jan 1, 2000

By A Reid, A W. Musk, O Jones

In this paper, the authors attempt to bridge the gap that currently exists between the duty-of-care responsibilities of underground mining industry personnel, and the multifaceted health challenges facing mineworkers in Western Australia’s metal mines where diesel-powered mobile equipment predominate. In addressing this issue, the complexities of the nature and extent of the challenges are discussed along with the current inadequacy of existing regulatory metrics. Support is given to the need for well-organised in-mine baseline studies to clearly define the distribution and aging characteristics of the toxic and carcinogenic pollutants within the mine ventilation system, with special emphasis given to exploring the validity of biomonitoring systems. The paper concludes with the proposal that a template risk assessment data sheet be prepared for the industry to provide mining personnel with a sound basic knowledge of the health risks involved and the control measures and precautions available for minimising and/or eliminating the hazard.CITATION:Jones, O, Musk, A W, Reid, A and Davis, C, 2017. Risk assessment tool for mines using diesel-powered mobile equipment, in Proceedings 13th AusIMM Underground Operators’ Conference 2017, pp 151–154 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Oct 16, 2017

By A D. Campbell, G R. Power

The increasing availability of marker data in sublevel caving operations is changing the way draw can be managed to achieve positive recovery outcomes in these mines. This paper describes how marker data has been incorporated into flow simulations to help calibrate full mine ore recovery simulations for the forecasting and optimisation of recovery.Some flow modelling techniques do not use marker data, relying instead on the outcomes of physical and numerical experiments to guide assumptions about an idealised recovery flow shape. Other mines have access to marker trial data, but find it difficult to specifically link this marker trial information to their recovery models. This can make it difficult to create a link between the marker trial information and recovery forecasting and limits the potential value of the marker trials at the mine.In the simulations shown here, the marker rings are fully incorporated into the flow model, and can be tracked in the model. The model is compared against the real underground marker recovery information to give the user an indication of how accurately the flow settings in the model are reflecting the conditions in the experimental marker rings. An example of use of this system at an operational mine is included.CITATION:Power, G R and Campbell, A D, 2016. Modelling of real-time marker data to improve operational recovery in sublevel caving mines, in Proceedings Seventh International Conference and Exhibition on Mass Mining (MassMin 2016), pp 105–110 (The Australasian Institute of Mining and Metallurgy: Melbourne).

May 9, 2016

The basic make-up of the majority of currently produced bulk explosives has changed little in the last 20 years. These explosives would be described as mature in a life cycle analysis. Therefore these explosive products and the practical rules for their use are well understood and well established. In recent years there has been interest in low density explosives, predominantly due to ammonium nitrate shortages and the associated increase in the cost of explosives. In the use of low density explosives some of the practical rules for the more commonly used bulk explosives do not apply. Therefore a shift in the thinking among users is required. At a number of mines low density explosives have been trialled or are being used, utilising the practical rules that apply to bulk explosive products. This has led to poor blast results in many situations. These poor blast results have often then led to a reduction in the use of low density explosives at the mine. This reduction does not acknowledge the advantages that can be gained from this product in the area of reduced cost of mining. This paper looks at low density explosives and discusses how and why these products work. Included in the paper are some practical ideas and examples of how low density explosives can be effectively used at the mine site.

Jan 1, 2007

By K Gardner, R Fraval, V Singh

Using new technology to create optimised infill drill programs in underground or open pit settings, it is possible to quantify the value of a drill program. The computer designed programs are optimised to uplift the most amount of resource possible into the specified resource classification, while honouring geological, spatial, equipment and budgetary constraints. When designing ‘by hand’ balancing all these factors is a time-consuming effort with no real way to determine metrics on ‘how good’ a program will be. The optimisation considers many factors allowing geologists to apply critical thinking and domain knowledge to constrain the optimisation, letting the computer do the heavy lifting of determining hole placement. Once programs have been created, they can be integrated into a production schedule. This is a critical step in determining the correct sequencing and balancing of resource availability and seeing how a program will interoperate with other tasks in the mine. For example, if drill drives are a requirement for part of the program, will they be developed in a time frame that is useful for the goals of the program? Do we risk drilling infill holes too late to add value? Do we put production at risk by not classifying parts of the model ahead of time, thus adding to uncertainty? Using software to assist with optimising and scheduling of drilling is a useful technique to save the geologists from the mundanity of manually designing drill programs and puts metrics around the effectiveness of a program and has the potential to add quantifiable value to a program. Examples will be presented that demonstrate the effective use of drill hole optimisation, comparing manual designs with optimised designs, as well as the examples that show the effective use of scheduling.

Mar 22, 2022

By L Boczek

The term Engineer of Record (EoR) is commonly used in North America and South Africa to define the responsible person for the design, construction and operational phases of a tailings storage facility (TSF). Recently, this role has been elevated in prominence within Australia, but what does it really mean? Recent updates to international TSF guidelines suggests appointing an EoR is good practice, but where does the responsibilities of the EoR start and finish. Interestingly, both Samarco and Mount Polley failures had active EoR’s in place. This suggests that nominating an EoR alone, is not the full answer to mitigating the potential for a TSF failure. Appropriate construction and operational practices are key to the success of the design of TSFs, where all too often, operators ignore the operating plans developed by the designer. To be successful, a key consideration of the EoR role, is involvement in the operational phase of the TSF. This requires ‘buy-in’ from the mine managers and a change in the way TSFs are perceived by site. This paper explores how the roles and responsibilities of the EoR can assist in improving governance of TSFs if implemented effectively and what role the client has to ensure the success of the EoR.

Jul 1, 2021