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By B N. Morrison

In all metallurgical plants metallurgists require analyses of the various intermediate products, eg flotation feeds, flotation concentrates, tailings, mattes, slags, etc to monitor the efficiency of the plant processes and for plant control purposes. Traditionally these samples have gone to off-site laboratories and there can be some considerable delay before analytical data are received. On-line monitors have to be used for plant control purposes and these are difficult to maintain and can give poor quality data. Recent technological advances in automation in analytical laboratories now allow a far quicker turn-around time for analytical data so they can be of more use to the metallurgist. Automation, which involves the use of robots and fewer people in laboratories, has the added benefit of providing higher quality data as the possibility of human error and bias is minimised. Differences between conventional manual laboratories and automated laboratories are described. Automated analytical laboratories are now becoming the laboratories of choice for mining companies which require large numbers of samples to be analysed on a 24/7 basis on similar sample types using the same sample preparation methods and analytical procedures. Automated laboratories have now been installed in platinum, iron ore, copper and aluminium producing mining companies. A further advantage to metallurgical plants is now the possibility of siting automated analytical laboratories in-plant and designing the plant around the laboratory. Concentrator streams, slags, etc can be sampled by automated samplers, the samples transferred by automation to the in-plant laboratories and all sample preparation and analyses carried out by automated processes. These laboratories require a minimum of staff. Such automated in-plant laboratories have been installed on a platinum mine flotation plant, a platinum mine smelter and steel plants. One is in process of being installed on an iron-ore mine with the sampling being carried out by an automated sampling tower. The procedures followed in planning an automated analytical laboratory for a metallurgical plant are described in detail in the paper. The platinum plant smelter automated system which includes rapid transport of samples by air-tube to the laboratory for the analysis of the samples by XRFS is also described in the paper. It is concluded that automated analytical laboratories can be retro-fitted to most metallurgical plants but they are best suited to greenfield sites.

Jan 1, 2008

This paper is for mine managers. It is about maintenance of mining equipment. This is an extremely broad subject so this paper is given with the caveat that it necessarily contains generalisations, not true in all cases, but broadly correct. The job of mine managers is to be good at making money from the excavation and preliminary treatment of mineral. To do this well, they need to understand the cost and value drivers in the business. This includes understanding the drivers associated with maintenance. Maintenance is often identified as a problem at mine sites. It is frequently listed as the cause of production shortfalls when reporting. The state of maintenance within mining as an industry is generally among the lower end of the range, when compared to manufacturing, petrochemicals, etc. Why is this? Experience and review of many audits and evaluations of maintenance has shown that some patterns are consistent with good performance and some consistent with poor performance. These often centre around the time horizon of the management team and are associated with knowing the sensitivity of the business to certain maintenance drivers and the mechanisms of maintenance and their results. To summarise, some common misunderstandings can be listed as statements that are obvious and extrapolations from those, which are not necessarily correct. For example: High availability of equipment is necessary for production. Incorrect extrapolation:focus on availability will produce high production. Design is often the greatest factor in determining the reliability of a mining machine. Incorrect extrapolation: the newest and biggest machines generally have the lowest cost operations. Operation has an enormous impact on machine productivity and reliability. Incorrect extrapolation: the fastest operators are generally the best from a productive point of view. Some maintenance improves the performance and reliability of machines. Incorrect extrapolation: more maintenance will give you more reliability. Some maintenance depends on disassembly and reassembly of components. Incorrect extrapolation: assembly is basically the reverse process of disassembly. Maintenance improvement in the mining industry in the last 15 years has focused largely on planning and systems improvement. Incorrect extrapolation: most of the problems in maintenance can be traced to a lack of planning. Actions based on flawed extrapolations will steer a business suboptimally. It is therefore important that the mine manager understands these issues so that the improvement effort can be directed to the greatest benefit.

Jan 1, 2006

A GREAT deal of attention has lately been given to the discussion as to the education required for engineers, and especially for mining engineers. The Institute of Civil Engineers has had a committee's report on it which has come to some interesting and valuable conclusions.The Institute of Mining and Metallurgy had a few years back a very long discussion on the subject, and the subject appears to be one of perennial interest to similar societies. Two recent addresses by Prof. Kernot, as president of the Victorian Instituteof Civil Engineers, are among the most interesting and practical of the contributions to the discussion. Engineers seem to feel either that the coming generation has not the same capacity to benefit by the training that has made themselves what they are, or that such training has turned out in themselves inefficient men, and that they must consequently struggle to obtain a better one for their successors. For not only is there a desire to extend existing instruction to cover the advances of science, but there seems to be a general desire also to make a completely radical change in the methods.It is not necessary to observe that education does not mean the imparting and acquiring of information, but rather the cultivation of the faculties so that the best use can be made of them and of any information acquired. For instance, a man is not educated who has by heart his lectures and the contents of his text-books, but that man is who remembers little of the actual wording of his text-books, but is able to find anything required in them...

Jan 1, 1909

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

This paper deals briefly with three of the more controversial aspects of the geology of the Mount Isa ore deposits namely the geologic structures, the method of ore deposition and the origin of the ore.In the section on geologic structures, an outline is first given of the purely tectonic deformation advocated by the early authors. The current interpretation, which differs in the proposed order of events and causal forces, is then discussed. Other concepts, which attribute all or part of the deformation to sedimentary features or preconsolidation movement, are outlined ilnd commented on.The remaining two sections deal mainly with the better known lead-zinc orebodies. In the first of these a brief description and criticism is given of the early interpretation which was based on the deposition of successive waves of mineralisation which replacedindividual beds in the shales. The current ideas, which visualise emplacement of the ore between the beds rather than replacement of them, is then discussed. The final section develops the case for a sedimentary origin of the lead-zinc ores and broadly outlines the author's ideas concerning the evolution of the Mount Isa ore deposits.INTRODUCTIONAny consideration of the geology of Mount Isa must begin with the work of Blanchard and continue with that of Hall. Individually, or as co-authors, they published various papers on the geology of Mount Isa. Of these, the best known is their "Rock Deformation and Mineralisation at Mount Isa" (1941) which gave a comprehensive account of all aspects of Mount Isa geology.It is necessary to appreciate the limits set on geological knowledge of the mine and environs in 1941 by the extent of mine development and regional geologic studies. Underground, 7 level (897 ft.) was the lowest producing level. Development on 8 (1073 ft.) and 9 (1247 ft.) levels consisted only of exploratory drives and crosscuts in the vicinity of the Davidson Shaft. The tops of the 650 and 750...

Jan 1, 1961

By C Kusi-Manu, E Nyamusika

Geita Gold Mining Limited (GGML) is owned and jointly managed by Ashanti Goldfields Company (Ghana) and Anglogold (South Africa). The mine is currently one of the largest gold producing open pit operations in Africa producing 620 000 ounces of gold and mining in excess of 70 000 000 tonnes of material per annum. The mine currently has 2000 full time employeeÆs and a mine life in excess of 12 years. Geita Gold Mine is comprised of 11 different gold deposits situated in the Lake Victoria Goldfields of North Western Tanzania (Figure 1). The gold deposits are primarily associated with banded ironstone formations within an Archaean greenstone belt. Current global resources, including Inferred, stand at 129.5 million tonnes grading 3.91 g/t (16.2 M oz). Open pit reserves total 70.4 million tonnes grading 4.16 g/t (9.4 M oz). The majority of the gold resource is hosted by the three deposits (Nyankanga, Lone Cone and Geita Hill) within the æGeita TrendÆ a large and continuous (>4 km long) mineralised zone (Adofo, 2002). Geita Gold Mine commenced operations in June 2000, as the second large-scale open pit gold mine in Tanzania. The new workforce of 800 people had no previous experience in open pit gold mining. Since the start of the operation, Geita Gold MineÆs management ambition was to become a world leader in the application of best practice in all technical disciplines and in operational success. Staff development and training was identified as one of the major components in the company achieving its aim. Geita Gold MineÆs management has committed the necessary training staff, resources and the commitment of over $US 1 M a year to staff training and development programs for 2003 and 2004. The process and management of Geita Gold MineÆs mining geology staff training and development program is presented in this paper.

Jan 1, 2003

By Khosrowshahi S

The objectives of grade control remain unchanged but new methods are being developed to attain them. Since the early-1990s, an improvement in the power of mine site computers has made the geostatistical tools of conditional simulation more accessible. Optimisation of the grade control process on mine sites now involves two stages: optimisation of the sampling regime and optimisation of the interpretation of ore and waste boundaries. Optimisation of the sampling regime first requires an understanding of the nature of the mineralisation and in particular the impact of particle size on the sampling precision. This relationship, termed the Fundamental Error of sampling, enables an optimum subsampling protocol to be defined for the sample preparation and assaying. However, the actual sample collection method, whether drilling or trenching, must be correctly selected and the sampling grid should be optimised. The relative costs and benefits of various alternative sampling methods and grids can be determined using the method discussed. The use of the grade control data can also be optimised. In the past ore and waste boundaries were often defined using a linear interpolation algorithm that smoothed the data (such as polygonal, sectional, inverse distance squared or even kriging methods). Frequently the relative impact of ore loss and dilution could not be estimated. Conditional simulation to generate equiprobable alternative maps (realisations) can now be adopted to address these issues. A transfer function is then used to evaluate the similarities and differences between the maps. The Ore Block Optimisation (OBO¬) process is a transfer function that produces a three-dimensional model of the optimal ore block outlines. This provides a clear guide for the mining geologist to refine and mine. The nature of the transfer function and the inputs and outputs are discussed. In the past, reconciliation has been the `acid test' for any grade control system. Any ore blocking method based on conditional simulation can make use of the exhaustive data set to ensure that reconciliation between prediction and production will improve significantly. The OBO¬ method provides a guide to the mining geologist to ensure that the best ore blocks are mined. Misclassification between ore and waste is reduced, ore loss and dilution are minimised (and are measurable) and ore is optimally assigned to stockpiles of various cut-off grades. These advantages significantly enhance mine profitability and control of the mined grade.

Jan 1, 1997

In the mid-1990s, after a long period of antipathy between the company and its detractors, Rio Tinto embarked upon an ambitious cultural change program that sought to transform the fundamental basis of its relationship with global, national and local stakeholders. This has evolved into a broader pursuit of positive cultural change within Rio Tinto as part of the mining industryÆs Sustainable Development initiative. Initially driven from the top down, the communities component of this program comprises an architecture of policies, value statements, social research and verification systems. The commitment to better community relationships is best exemplified in Australia by the scope and scale of the GroupÆs Aboriginal land access agreements, community development programs and the work of the Rio Tinto Aboriginal Foundation. While collectively these form the core elements of an evolving set of internal social competencies, development of second-tier competencies is required to organically embed a culture of sustainable relationships with local and regional communities. Second-tier competencies will include appreciation of social dynamics, social science and diversity at middle management level; rigorous social research that properly informs development options for companies and host communities; career paths and recognition within the mining industry for young professionals both generally and from stakeholder communities; proper community-needs assessments, research into such things as purchasing power and other economics data, and inventories of public goods such as land-carrying capacity and water availability. Without this information it is difficult to gain an appreciation of and to alert people to the consequences of change brought on by a mine. The next decade will see second-tier social competencies promoted within successful mining companies. Measures to achieve this include a range of Human Resource (HR) incentives such as recruitment and career advancement based on broad competencies rather than narrow technical proficiency, humanities training for mining professionals and performance rewards that recognise social competence. A sustainable future for mining in a globally connected social landscape requires selection of people who can listen, relate and act in an open social system. The challenge for the mining industry, its professional organisations and educational institutions is to acknowledge this and develop these new aspects of mining industry professionalism. This cannot be left to individual companies if the industry is to have a sustainable future.

Jan 1, 2002

Since the 1970s we have seen a marked corporate response in terms of the environment. In part this has come from regulation but it has largely come from stakeholders and the community. We now see a similar trend towards sustainability. The Brundtland (1987) definition of sustainable development provides a direction for advocates: the advance of human prosperity in a way that does not compromise the potential prosperity and quality of life for future generations. In my view its three essential components are: economic, environmental and community. The Global Mining Initiative and the contributions to the Rio World Summit and the Johannesburg World Summit on Sustainable Development indicate that sustainability is being taken very seriously by the mining industry. But does the minerals industry really embrace sustainability as they claim? There is a view that in reality sustainability is a non-event and that the triple-bottom line approach is only a convenient catch-cry for companies who are actually focussed very strongly on the economics part of the equation. Chemical engineers are showing a strong trend to more sustainable practices and the chemical industry has shown real commitment to research into developing sustainable processing systems. This requires a framework for thinking and design and the chemical industry is demonstrating true innovation as it moves towards æno wasteÆ technologies. Whilst there are limits to the rates of change that can occur the minerals industry should also be moving in a much more determined manner towards the notion of processing of products designed for whole-of-life cycle û with minimum/no waste. But is the minerals industry just paying lip service to the importance of research to sustainability?Several common themes influence the science and innovation agenda in Australia, which will affect the development and adoption of innovations by AustraliaÆs minerals sector. First is the well-proven link between peer-reviewed scientific excellence and commercial application. Second is the rise of multi-disciplinary Mode 2 research, which has developed in response to the complexity of problems faced by contemporary researchers, which are best analysed by combining expertise from two or more disciplines. Successful innovation outcomes, in any field, including minerals processing, is promoted by Mode 2 research which benefits from greater levels of networking and collaboration. Kofi Annan in his Message to the World Social Forum puts it very succinctly æThe way forward lies in finding constructive solutions togetherÆ.

Jan 1, 2004

A number of terrane reconstructions conflict with global plate histories or with data from adjacent regional studies. Paleogeographic maps have ignored terranes thus are over-simplified. This paper represents an attempt to "marry" Mesozoic global plate reconstructions and terrane analysis to produce examples of a "third generation" of global plate tectonic maps. The best approach to global terrane analysis involves intercomparison of all regional data and the evolving global model. Data conflicts within and between terranes and regions must be resolved by a system of relative data reliability "weighting." The most reliable and useful data are those which constrain "departure" (rift) and "arrival" (collision) times. Certain ad hoc decisions aid in the analysis (e.g. only one net vector allowed per plate). The maps that follow summarize Early Mesozoic global tectonic history at three critical junctures: 240 MA (Triassic); 180 MA (Jurassic); and 120 MA (Cretaceous). Due to space limitations, maps drawn at 20 m.y. intervals appear elsewhere. A preliminary Middle Triassic reconstruction is presented in Figure 1. Major plates and continental blocks are labeled; smaller blocks are marked with abbreviations. Examination of Figure 1 indicates the necessity of modeling Triassic tectonics with at least 68 blocks. Spalling- off of microcontinental slivers from Gondwanaland is active some 70 m.y. before the actual breakup of the supercontinent. In the SW sector of the Pacific, the Australian margins were embroidered with several terranes (e.g. Sumba) which eventually rifted away and crossed Tethys. The NW sector at this time included 10 microcontinental chips forming a huge archipelago along the Asian margin. All blocks inboard of Indochina collided by latest Triassic. Terranes of the NE sector include several (e.g. Arctic Alaska) along the North American margin, and at least six large blocks (e.g. Stikinia) drifting SE with the Farallon Plate. The SE sector

Jan 1, 1987

Proposals designed to use stockpiles and buffer stocks to achieve price stabilization and better resource use have a long history. They are super- ficially simple to understand. The benefits seem clear. And yet I am well aware that this is not a simple subject: the more one studies it, the more complex it becomes. Worldwide interest in re- source management, while receiving fresh impetus from the OPEC actions, also has a long and chequered history. Those venturing into such ter- ritories must be forewarned of the traps and pit- falls which abound. Interest in these schemes has waxed and waned over the years with the fluctuating fortunes of the producers or consumers. As I write this paper towards the end of 1977, I am acutely aware of the low ruling prices for zinc, copper, and nickel. These sacrifice prices remind me that it is difficult, for example, for a surveyor, to be calm and rational if he is up to his neck in a swamp full of crocodiles. He might be forgiven for forgetting that the aim was to drain the swamp! I am also aware that when swamps are drained, painful and dangerous stumps sometimes stick out. Hence, in looking at the subject of stockpiles and resource management we must not set our sights too high, perhaps not initially hope for perfec- tion, if we want to secure worthwhile changes. My approach is to acknowledge a bias for the market system. We have, however, had experience (remember the 1930s) of some weaknesses in the untrammelled operation of free markets. Thus our international economic relationships over the past 20 or 30 years have been based on a desire to retain as much as possible of a liberal world trading system backed by such organizations as the GATT, IMF, and the U.N. to ensure the necessary cooperation. Some nations have seen this system work only partially in their best in- terests. GATT, for example, has been reasonably effective in liberalizing trade in many manufac- tured goods but far less so in regard to agricultural or semi-processed goods.

Jan 1, 1978

The Ranger Project Area covers 78.6sq km and is approximately six km east-west by 14km north-south (Fig. 1). The area is known to con- tain two uranium orebodies, Ranger No. 1 and No. 3, two uranium occurrences, Anomalies 4 and 5 and three significant radon anomalies, Ranger 18, 19 and 48. The Ranger No. 1 and No. 3 Orebodies con- tain approximately 120 000 tonnes of U308 in highly chloritised metasediments of the Lower Proterozoic Cahill Formation. The orebodies occur as suboutcrop and exhibit significant radiometric anomalies. These occur within approximately 400m vertically of the projected unconformity with the sandstone of the Middle Proterozoic Kombolgie Formation. Oxidised and reduced uranium minerals occur in quartz-rich schists containing variable muscovite, chlorite and sericite and in the chloritic matrix of chert breccia. Secondary uranium minerals namely saleeite, metatorbernite and gummite associated with earthy iron oxides occur from the surface to 50m depth in No. 1 Orebody and up to 80m depth in No. 3 Orebody. Below the oxidised zone, uranium occurs as pitchblende finely disseminated throughout sequences of quartz muscovite chlorite schist up to 150m thick and as open space fillings in zones of structural deformation. The uranium-bearing schists directly overlie up to 300m of dolomite and magnesite containing minor interbedded schist units and are themselves overlain by approximately 2 000m of more micaceous schists of the upper part of the Cahill Formation. Regional metamorphism has occurred to at least amphibolite facies and has been followed by retrograde metamorphism to a greenschist facies equivalent. The metasediments are intruded by granitic pegmatites and dolerites. Uranium is associated strongly with chlorite of which there are at least five textural varieties. Not all of the various generations of chlorite have associated uranium. Graphitic schist horizons occur which are often less than one metre thick and discontinuous. These are best developed at the base of the quartz chlorite schist sequence where uranium grades up to 1 000ppm U may extend for several hundred metres beyond the main ore zone. Uran- ium is not common in the carbonate sequences and only occurs in chlorite segregations in disrupted zones. The unoxidised ore contains sulphides, mostly pyrite, which are low in abundance (

Jan 1, 1984

One common public perception of mining is that financially it is an extraordinarily risky business. Another and contrary view, in certain circles, is that price risk and other financial risks can be relatively easily removed or shifted by a number of schemes or devices. In reality, beyond the orebody discovery stage, mining need not be any more risky than most heavy industrial businesses. Nevertheless, as stated by Rappaport, (1986): Risk is a parameter of central importance in establishing the economic value of any asset. The level of risk is determined both by the nature of the firm's operations and by the relative proportions of debt and equity used to finance its investments. These two types of risk are commonly referred to as 'business risk' and 'financial risk' respectively. The term financial risk is used somewhat more loosely herein to recognise the reality that any risk inadequately addressed in the design, construction and operation of a mining project can have significant financial consequences; usually negative. For instance, a specific area of business risk in mining is often called technical risk which definitely has severe financial consequences if not managed correctly. The various risk shifting, hedging and risk management tools available all have their place and range from merely useful to almost indispensable. However, in the long-term, financial risks are maintained at acceptable levels by the application of sound, more fundamental business management principles. There are many with a vested interest in perpetuating a perception that the conceptual foundations of sound management practice are extremely complex. In reality, most management concepts are prosaic, but their application requires incredible discipline and hard work. There is no magic formula or 'silver bullet'. It appears that a company whose activities are restricted to mining can analyse the range of risks specific to mine development and operations more clearly than companies in which mining is just one of many businesses. The almost universal failure of large oil companies in the mining business is probably the best example of lack of any clear comprehension of fundamental business characteristics and risks. Conversely, in regard to risk management, choosing to be in other business as well as mining does nothing to reduce the risks of the mining business. The individual shareholder can probably make such 'diversification of portfolio' decisions better than most management teams. It could be argued that diversification across a number of disparate businesses may actually increase overall corporate risk due to lack of management concentration and focus. These differences between the perceptions of financial risks and the realities in mining need to be further elaborated in relation to some uncompromising business concepts.

Jan 1, 1994

By D Nourry

Optimising the blast is a major issue in the blasting business. It generally means acting on the blasting pattern (drilling, charging, detonating) in order to get a given æresultÆ. This result may either be related to economic reasons, such as the fragmentation influencing productivity, or technical reasons, for example vibrations and projections. Within the frame of the EEC funded Brite-Euram project entitled æBlast-ControlÆ, involving academic research and applied expertise, a general methodology was developed to approach such a problem and currently applied to the industrial partners of the project and final end-users of the generated results. These partners are the limestone ALZO quarry of the CALCINOR group in the north of Spain and the dolomite DMD (Dolomies-de-Marche-les-Dames) quarry of the LHOIST group in the east of Belgium. A first part of the project, over 18 months, was dedicated to establishing a clear relationship between productivity of operations from drilling to primary crushing and the fragmentation resulting from the blast. Extensive monitoring of blasting, production performance and fragmentation data was carried out and automatically collected into a database on both quarries. As expected, it appeared that excessive amounts of fines or boulders were substantially reducing productivity and thus profitability of the operation. Furthermore, an æoptimalÆ fragmentation was assessed for the quarries to run at the best (high throughput, low cost). The second and last part, for the remaining 18 months, was then dedicated to adapting the blasting practice in order to orientate the fragmentation towards a æbetterÆ one. A very common problem normally addressed by any consultant. Nevertheless, the target was not limited to solving the problem for these two quarries, but also to develop a generic method to address this blasting adaptation process and to implement it into a computerised tool. At this stage, it is then obvious that portability of the method and the system are major qualities to be looked for. This paper is aimed to present how this method was developed, how the system was implemented and how it was finally used.

Jan 1, 2001

By D Schwab, R M. Tosdal

The Quesnell-Stikine arcs, in the Canadian Cordillera, are host to Triassic and Early Jurassic alkalic porphyry Cu-Au and calc-alkalic porphyry Cu-(Mo-Au) deposits formed outboard of ancestralNorth America in island-arc tectonic settings (McMillan, 1991). The majority of the alkalic porphyry Cu-Au deposits are products of a discrete magmatic event at the end of the Triassic, with a second and smaller event in the Early Jurassic (Mortensen, Ghosh and Ferri, 1995). Of the Triassic complexes, the Galore Creek alkalic intrusive suite is one of the largest and most silica-undersaturated intrusive complexes, and host to the most significant undeveloped alkalic porphyry Cu-Au resource in North America (Lang, Stanley and Thompson, 1995). Because of the common presence of feldspathoidal-bearing rocks in the complex (Enns et al, 1995), Galore Creek likely represents an end member example of the alkalic porphyry Cu-Au class. The Galore Creek alkalic Cu-Au-Ag porphyry district, located in NW British Columbia (Canada), contains 12 mineralised prospects (Enns et al, 1995; Micko et al, 2007; Schwab et al, in press) with a total measured and indicated resources of 785.7 Mt at 0.52 per cent Cu, 0.29 g/t Au and 4.87 g/t Ag (NovaGold Resources Inc, February, 2008). The Central Zone is the largest and best delineated. Other economically important mineralised centres include the South-West, Bountiful, West Fork and Junction deposits. The South-West Zone, the focus of this contribution, is a Cu-Au-Ag breccia-centred deposit with a measured and indicated resource of 69 Mt grading 0.42 per cent Cu, 0.69 g/t Au, 2.67 g/t Ag. Hosted in brecciated intrusive rocks, the South-West Zone is distinctly younger than the Central Zone and most of the other mineralised centres (Enns et al, 1995; Schwab et al, in press). The South-West Zone therefore preserves the late stages of hydrothermal evolution at Galore Creek. An EXTENDED ABSTRACT is available for download. A full-length paper was not prepared for this presentation.

Jan 1, 2008

By R Austerberry, S Green

Highly weathered ground, limited collar options and the need to achieve a desired outcome at the lowest possible cost led to the need to adopt a construction approach that had no established design methodology. The newest ventilation shaft at Mandalay Resources’ Costerfield Operations had to be established to a depth of 30 m through poor ground best described as ‘sticky swelling clay’, some of which was contained within an old backfilled pit.The ability to excavate a traditional presink was not possible due to limited space and the introduction of men into the shaft was to be avoided due to the associated safety risks and corresponding increase in cost. Piling in conjunction with raise boring and remote fibrecrete application was identified as a possible solution that could achieve the desired outcome at an acceptable level of risk.Construction of the piles was challenging and required continual refinement until an acceptable level of productivity could be achieved. Limitations on concrete delivery was taken into consideration to ensure hole stand-up time was acceptable and re-drills were not required. The adoption of a set process from alignment, drilling, concrete placement and testing ensured the desired design was achieved. Mine operators should consider the use of piling as a method of shaft stabilisation for the portion of raise bored shaft that passes through the weathered zone.The importance of quality control and attention to detail through the entire shaft construction process cannot be underestimated as issues such as insufficient geotechnical investigation, pile and pilot hole deviation, concrete and fibrecrete quality, as well as delays in the application of fibrecrete can place the success of the project at risk.This paper outlines key learnings from a client’s perspective with regards to the concept, planning, design, execution and completion of a 3.1 m diameter raise bore shaft through both weathered and highly structured ground at the Augusta Mine.CITATION:Green, S and Austerberry, R, 2014. Piling and raise bore construction – key learnings from a client’s perspective, in Proceedings 12th AusIMM Underground Operators’ Conference 2014 , pp 35–42 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Mar 24, 2014

By A Cooper

The current financial climate has given rise to fears that falling mineral prices and tight credit will force mining companies to cut back on production and new project development in a bid to cut costs and conserve cash. However, a prolonged squeeze on global supply can have only one result: a massive and potentially explosive demand for metals in the not-too-distant future. A resurgent global economy will also generate dramatic new demand for oil and energy, with a return to higher oil prices likely. How then should the mining industry plan for the future? In-pit crushing and conveying (IPCC) could lead the way as a partial or complete substitute for trucks. In 13 of 15 studies undertaken by Sandvik and Snowden, comparing IPCC with truck-optimised pit designs, IPCC generated operating savings ranging from US$0.18 to US$0.82 per tonne moved, compared to trucks. Trucks have higher operating, maintenance and energy costs than conveyors. New emission standards on diesel engines may make them more emission friendly but less efficient in terms of energy usage. With far more efficient energy use and cheaper operating costs per tonne moved than trucks, conveying offers an attractive alternative for the bad times ahead and into the apparent energy depleted future. When evaluating alternatives, a reasonable first step would be to conduct a scoping level study which analyses the differences in capital and operating costs between a truck and shovel operation and an IPCC solution. The study can also determine what type of IPCC is best suited to the particular mining application. The results can then be used to decide whether a more detailed study is justifiable. IPCC is a proven process that, with a fresh mindset, can make a significant improvement to mining operations. Sandvik (as an OEM with a full suite of IPCC equipment) can undertake these studies in ten working days in conjunction with Snowden or any other independent mine planner who knows how to schedule for IPCC. Because most mining industry personnel have been æborn and bredÆ on trucks and shovels û this paper focuses on some of the practical considerations necessary to make IPCC systems work that the Sandvik Technical Services Group has encountered during these studies.

Jan 1, 2009

The results expected from a longwall face can best be estimated from the ideal production rate, determined by the capacity of the equipment and the conditions in which it is installed, the effective operating hours, and the utilisation.The effective operating hours are determined by a number of scheduling factors which include the proportion of manned time to calendar time, the effective shift factor (effective time to manned time) and the move times.Analysis of the results achieved on the last 121 completed longwall panels in Australia (1984 onwards) shows a significant trend between 'actual tonnes/manned hour' and 'ideal production rate' (the measure of the capacity of the installation).Using 1982 'state of the art' longwall equipment, (the average in use in the seven year period), it should be possible to produce around 2.7M tonne/year ROM from a mine with one longwall. Few mines are achieving this.A review of production scheduling factors and general natural hazards affecting some mines suggests three things.1. Whilst some increase in average effective hours has followed the CIT decision, further improvement is possible at many installations.2. Many mines subject to general natural hazards, such as high gas make and high general stress, have found effective solutions and achieve the same utilisation as the overall average.3. A small number of faces within such mines have been severely affected, some less so. The most severe effects of natural hazards appear to be very site specific. This emphasises the need for detailed investigation of the causes, and development of means of predicting their presence. Only then can either satisfactory technical solutions be found to overcome the problems or prior decisions be chosen not to mine badly affected panels.

Jan 1, 1991

By T Goswami, M Edmondson

Henry Walker Eltin (HWE) are the mining contractors for Gloucester Coal at Stratford mine, which is in an environmentally sensitive area in the Avon Valley, NSW, Australia. Normal blasting at Stratford is done in a æstand upÆ or æbox cutÆ mode to suit the truck and shovel operations. Recently an opportunity of doing a throw blast became available when part of a ramp had to be blasted to accommodate changes to the pit design while not damaging the remainder of the ramp. The objective was to maximise throw into the void in order to minimise excavation costs by reducing the amount of overburden to be moved by the excavation fleet. It was necessary that the best result be achieved while staying within the vibration and airblast limits at a neighbouring property and nearby township. Both objectives were achieved through the application of OricaÆs knowledge of blast design, modelling and i-konTM electronic detonators. The i-kon system was used because of its known benefits in cast blasting and environmental control. The i-kon system provides the blaster with much greater accuracy, control and the flexibility to tailor blast designs. It has been found previously to enhance blast throw and provide cleaner high walls (Brent, 2002). The blast was a success, producing a muckpile with a high degree of looseness and consistent fragmentation, with an average throw to final spoil position of 37.5 per cent. This was achieved without any environmental exceedance. In addition, high speed filming showed that the coal edge had remained largely in place, indicating minimal coal loss. The results exceeded the expectations of HWE Stratford and the overall cost savings to HWE Stratford from this blast were recognised to be substantial. Further throw blasting opportunities at Stratford have been followed using the i-kon system to maximise benefits.

Jan 1, 2003

This paper examines the broader implications of recent and ongoing changes in mineral resource managementå and reporting practices and the impact that these might have on mining companies. It is likely that an International Reporting Code will be developed in the near future, based on a number of National codes produced in recent years. However, this is only part of the reporting story, as an International Code brings with it a range of further issues to resolve. For the Code to be effective, there needs to be international recognition and perhaps licensing of Competent Persons and an expanded base of sponsoring professional bodies. Also, in an increasingly global business, shareholders, regulators and other interested parties need to know and understand the general processes involved in resource and reserve estimation and reporting in order to recognise companies that maintain the highest standards. There is a current trend towards greater scrutiny of company performance in a range of areas under the banner of corporate governance, and many changes are happening that will place greater disclosure burdens on all companies in the future. Good corporate governance means management of company assets for the benefit of the stakeholders. For a mining company, there is no greater asset than its mineral resources and reserves and directors are just as responsible for effective management of their mineral resources as they are for financial good practice. The paper looks at the relevance of corporate governance principles to mineral resource management and the changes that this could bring to the way that companies deal with regulators, shareholders, financiers and others. Finally, increased scrutiny and further regulation inevitably means greater effort by the industry and higher costs. Despite this the author believes that there are substantial offsetting benefits to be gained by companies prepared to take the initiative in improving resource management practices and communicating these improvements to shareholders. In order to achieve the benefits however, the industry needs to fully engage in the changes that are taking place û setting its own standards and working with the regulators rather than sitting back and being legislated against. Mineral resource reporting provides a good model of how this process can work and there will be other opportunities in the coming years as the industry seeks to develop best practice in mineral resource management. The author is an employee of Rio Tinto but wishes to point out that the views expressed in this paper are his own and not necessarily those of Rio Tinto.

Jan 1, 2002