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By Mark J. Zdunczyk

"Frac sand is industrial silica sand much like glass, foundry, filtration and blast sand. The sand must meet certain specifications set forth by the industry that consumes the product. The production and consumption of frac sand has experienced record growth in the last 10 years because of new oil and gas drilling, new horizontal well drilling, multi-stage fracturing and the stimulation of older wells that have little or no production. Frac sand is needed to “prop open” the fractures in the rock reservoirs to allow oil and gas to flow out more freely.According to the U.S. Geological Survey (USGS), the estimated production of frac sand in 2015 was 71 percent of the total production of industrial silica sand or 67.4 Mt (74.3 million st). This is a decrease of about 12 percent from 2014. However, the silica sand industry and other industry sources estimate only 50 Mt (55 million st) of frac sand were produced in 2015. In recent years both the USGS and industry studies have been very close in estimating the production of frac sand but with the recent downturn in frac sand production, perhaps, reporting to the USGS was not as accurate. These discrepancies may be that the USGS statistics are based on voluntary reporting by the industry and some companies report their approximate production, others may not. It is always difficult to obtain accurate production figures of any industrial mineral or construction aggregate operation as most companies tend to keep those figures somewhat confidential. It is certainly accurate to report that the production of frac sand had decreased since the last quarter of 2014 and through 2015. The oversupply of oil and natural gas has led to this decline in frac sand usage. Oversupply has idled drilling rigs and well completion activities. World Oil Magazine reports that 2015 was the worst year for rigs in a quarter century. The only wells being completed are those that have contract agreements to do so, others have been capped. Very few new wells are being drilled. Since about 98 percent of well completion is sand and water, the sand supply has caught up with the demand. There are some bright spots in the “oil patch” as the Permian Basin in Texas and the Woodford Shale in Oklahoma have kept pace somewhat with drilling and completion. It has been reported that the frac sand producers in the Brady-Voca, TX area are producing to nearly capacity. The northern frac sand producers like those in Wisconsin, Illinois and Minnesota are feeling the downturn because of the cost of shipping sand to these moderately active basins and plays. The “rule of thumb” is that freight is 2/3 and sand is 1/3 the cost."

Jul 1, 2016

By H J. J Boshoff, A J. Karrasch

Mine planners frequently face the challenge of mitigating the impact of climatic events on mining operations, such as floods and droughts. Specific water management infrastructure can be implemented to meet operational requirements in response to these events. However, the effect of flood protection, for instance, may reduce the resilience of the site to drought. The probability and duration of unfavourable climate sequences significantly influences the net present value (NPV) of implementing specific water management infrastructure.Good life-of-mine planning will consider the incremental development of the project, and provide staged development plans. Water management infrastructure and the timing of implementation are facets of this process.CITATION:Boshoff, H J J and Karrasch, A J, 2016. A decision-making framework for water supply and flood protection options in net present value terms, in Proceedings Life-of-Mine 2016 Conference , pp 196–199 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jun 28, 2016

By J A. Meadows, M G. Annandale, G Castelain

Bauxite mining on Cape York Peninsula (CYP) commenced in the early 1960s in the region surrounding the town of Weipa. Rio Tinto Alcan (RTA) operates its bauxite mines on the homelands of 11 Indigenous Traditional Owner groups. The mining activity currently operates under three Aboriginal Agreements including an Indigenous Land Use Agreement – the Western Cape Communities Coexistence Agreement (WCCCA) – which provides RTA with access to the land in return for a range of benefits to the Traditional Owners, including employment, training, royalty payments and future relinquishment of the land (Klimenko and Evans, 2009). Despite reports of some ‘good progress’ in meeting the terms of the WCCCA (Klimenko and Evans, 2009, p 5), many of the region’s Traditional Owners remain dissatisfied. Two key areas of Indigenous community concern are the current premining management practices and the outcomes of post-mining landscape rehabilitation efforts.CITATION:Annandale, M G, Castelain, G and Meadows, J A, 2016. Sustainable mining – indigenous community benefit, in Proceedings Life-of-Mine 2016 Conference, pp 173–175 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jun 28, 2016

By T van Niel, M Trefry, B Baker, I Rea, A Hawdon, D McJannet, D Boadle, R Fandrich, A Littleboy

Many open cut mines extend to depths well below the natural water table level with constant dewatering required to maintain operations. When mining activities cease the groundwater starts to fill the void and pit lakes form. The resultant pit lake is directly connected to the surrounding water table and understanding the hydrological and chemical evolution of these lakes is important for minimising environmental impacts. In Western Australia alone there are currently 1800 mine voids and more than 150 mines operating below the water table (Johnson and Wright, 2003). In conjunction with BHP Billiton Iron Ore, CSIRO has been undertaking research to measure and model rates of evaporation from pit lakes in the Pilbara region of Western Australia. Extreme high temperatures and low humidity ensures that this region experiences the highest evaporation rates in Australia.CITATION:McJannet, D, Hawdon, A, Boadle, D, Baker, B, van Neil, T, Littleboy, A, Trefry, M, Rea, I and Fandrich, R, 2016. Measurements and modelling of evaporation from abandoned mine pit lakes, in Proceedings Life-of-Mine 2016 Conference, pp 106–109 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jun 28, 2016

By K Brand, M J. Ind, M Rynhoud

Water management at a tailings storage facility (TSF) presents one of the major risks to the safe performance of the facility. International and domestic dam safety guidelines assess a dam’s hazard category based on the consequences of a dam failure and the subsequent downstream damage to the environment and communities.Often a rigorous risk assessment is undertaken during the design stages to identify and control hazards associated with water management through life-of-mine (LOM) phases. However, as experienced during the recent downturn in commodity prices, early closure of a mine can occur rapidly and unexpectedly. Although guidelines such as the Australian National Committee on Large Dams Incorporated (ANCOLD) recommend that one of the key objectives of integrated TSF planning is to ‘plan all phases of a tailing dam’s life to ensure adequate storage capacity including early closure ’ (Australian National Committee on Large Dams Incorporated (ANCOLD), 2012) this is often overlooked by owners who are focused on fulfilling the mine’s potential and early closure is not on their radar.CITATION:Ind, M J, Rynhoud, M and Brand, K, 2016. Life-of-mine spillway strategy – managing risk associated with surface water at a tailings storage facility, in Proceedings Life-of-Mine 2016 Conference, pp 209–211 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jun 28, 2016

By P Swart, A Fletcher, P D. Erskine

Glencore Coal Assets Australia (GCAA) operates five coalmines in Queensland and has rehabilitated thousands of hectares of mined land across these sites. Accordingly, GCAA seeks to continually improve rehabilitation outcomes over time and work towards progressive rehabilitation sign-off. The ultimate test of rehabilitation success is the attainment of an agreed land-use target, whether for biodiversity conservation or some type of agricultural production, and the ability of the rehabilitated landscape to resist degradation and retain desired functions (eg biodiversity protection or grazing productivity). However, success must be based on documented evidence that can demonstrate adequate progress towards rehabilitation targets and is assessed at appropriate intervals. To assist this task, a stepwise decision guide for the GCAA monitoring program was developed to ensure consistent monitoring data is collected across the range of sites. This presentation will discuss some of the processes that were followed to allow GCAA to identify appropriate metrics to assess rehabilitation success efficiently over thousands of hectares.CITATION:Erskine, P, Fletcher, A and Swart, P, 2016. Preparing for progressive mine rehabilitation sign-off in Queensland, in Proceedings Life-of-Mine 2016 Conference, pp 148–150 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jun 28, 2016

By T R. Anderson, A R. Butler

Haymont (2012) notes that in parts of Australia significant areas of mining disturbance cannot be relinquished. In Queensland it has been estimated that by 2010, just 0.3 per cent 507 ha of mining disturbance had been rehabilitated to the regulator’s satisfaction (Short, 2015).One reason for this poor record is the presence of inappropriate, unachievable or unmeasurable rehabilitation targets (Glenn et al, 2014; Butler, Anderson and Sexton, 2015). In the authors’ experience in Queensland many mature operations have licence conditions that hinder the achievement of sustainable outcomes or prevent successful validation of rehabilitation success. This creates a lack of certainty for industry and a lack of confidence in the community that the sector can deliver good rehabilitation outcomes (Short, 2015).This extended abstract presents a framework approach that has been applied at two contrasting operations. Without the changes presented, the goal of progressive rehabilitation certification, reduction in financial assurance (FA) and a path to surrender at these sites would have been impossible. The framework can be adapted for use across different bioregions and commodities.CITATION:Butler, A R and Anderson, T R, 2016. Reassessing rehabilitation objectives and targets for mature mining operations in Queensland, in Proceedings Life-of-Mine 2016 Conference, pp 139–141 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jun 28, 2016

By J Tien, J Huang, N Haque, M O’Brien

Coal preparation is an integral part of producing coal for thermal powerplants and metallurgical processing plants. Coal processing plants use various unit processes to separate gangue and ash content from mineral coal, thus increasing the specific energy content.A flow sheet and a simulation model was established for a typical coal processing plant using Microsoft Excel. This model used the mass balance and split factors for run-of-mine (ROM) coal, tailings and water usage from a typical, generic coalmine.The common method of coal preparation initially involves several stages of crushing to reduce the size of coal. It is then sent to the processing plant for further washing. The typical method in Australia for coarse coal material processing is the use of dense medium cyclone (DMC) (Kininmonth and Baafi, 2009). Flotation cells are used for processing of fine coal. The fine products are utilised for coking coal only. In our case study, the intended coal product is for thermal powerplants. Therefore, the fine coal processing utilised spirals instead of flotation, which is typical for the industry.CITATION:Huang, J, Haque, N, O'Brien, M, O'Brien G and Tien, J, 2016. Development, simulation, economic and environmental evaluation of a coal processing flow sheet, in Proceedings Life-of-Mine 2016 Conference , pp 48–51 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jun 28, 2016

By J A. Braithwaite

Social licence to operate is not a new concept for the mining industry, referring to stakeholder approval or acceptance for the activities and impacts of a project, company or industry. It is intangible, dynamic and non-permanent, hence it needs to be earned and then maintained (Thomson and Boutilier, 2014). It has also been argued that social licence extends beyond building approval or acceptance, into engagement for long-term development (Owen and Kemp, 2012).There are many examples where stakeholder opposition – or withdrawal of social licence – have increased capital and operating costs, extended schedules and impacted reputation. At its extreme, the withdrawal of social licence to operate can also contribute to or be the catalyst for mine closure.The key benefit of obtaining a social licence is a reduction of risk. Stakeholder support and advocacy, as well as the implementation of social performance programs that contribute to social licence, can be beneficial in terms of schedule, costs and other benefits.While decisions to close a mine are generally driven by resource availability or economic conditions, the social, economic and environmental legacy remaining post-closure is of importance to many stakeholders. With a number of significant mines now approaching closure within Australia, we are seeing heightened community concern about the economic and social impact of mine closure and the success of land rehabilitation. So how does the concept of social licence to operate extend into the closure phase of the mining life cycle?CITATION:Braithwaite, J A, 2016. Social licence to close?, in Proceedings Life-of-Mine 2016 Conference, pp 176–179 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jun 28, 2016

By R Barritt, P Scott, K Albano

Successful closure of tailings storage facilities (TSFs) is an environmental issue faced globally by metalliferous mines. During the initial feasibility and design phase of the mine life importance is placed on the physical stability of above ground TSFs, largely driven by legislative requirements, whilst closure planning is often a secondary consideration. However, as the landform is further developed and constructed attention must be paid to regularly revisit the original closure plan and update it to achieve the best (sustainable) possible outcome for both the environment and stakeholders. A mine in northern Queensland is in the process of developing a closure strategy at their TSF. Appropriate closure measures for the TSF are required to mitigate the impact of any seepage emanating from the TSF on the groundwater and surface water receptors. O’Kane Consultants Pty Ltd (OKC) have provided the mine assistance with the development of a TSF cover system design in order to appropriately manage tailings during operations and to prepare for the facilities’ closure. OKC has collected data since 2007 from cover system field trials located on the TSF. To enhance engineering judgement in the design of future cover systems, calibration of soil-plant-atmosphere numerical models to field data (referred as ‘field response modelling’) were completed. Calibrated model inputs can be used to provide insight into long-term cover system performance as well as a tool for design of the final landform.Following a site investigation, materials characterisation and numerical modelling program various cover system alternatives were developed. Two of the preferred cover system alternatives referred to as Test Plot #1 (TP#1) and Test Plot #2 (TP#2) (Figure 1), were constructed at the site and instrumented. Monitoring instrumentation comprised several nests of in situ volumetric water content and thermal conductivity sensors to measure changes in water content, temperature and matric suction within the cover system materials and underlying tailings waste. Run-off collection buckets and a fully-automated meteorological station were also installed. CITATION:Barritt, R, Albano, K and Scott, P, 2016. Findings and conclusions following ‘long-term’ cover system monitoring – refinement of the conceptual design for tailings storage facility closure, in Proceedings Life-of-Mine 2016 Conference , pp 85–88 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jun 28, 2016

By C J. Unger, T Baumgartl, C J. Bond, P Sabourenkov, V C. Glenn

Social licence to mine is influenced by society’s perception of the mining sector’s ability to effectively rehabilitate mined land and for governments to appropriately regulate that process for the broader community benefit. In Queensland, Australia, many mine rehabilitation personnel working for active coalmines, as either staff, consultants or contractors, belong to the Central Queensland Mine Rehabilitation Group (CQMRG). The CQMRG was established 23 years ago with the aim of sharing informal knowledge related to practical aspects of rehabilitation in order to leave as positive a legacy as possible from mined land. This voluntary group of professionals also includes members from regulatory agencies and civil society. Within the dynamic regional mining environment, mine rehabilitation professionals benefit from sharing their informal knowledge.CQMRG is currently a group in transition. Mining boom and downturn cycles have exacerbated the loss of accumulated knowledge in the core CQMRG membership due to rapid changes in personnel at mines in the region. Additionally, some of the most experienced CQMRG-affiliated rehabilitation practitioners are approaching the end of their careers and want their valuable and less formal knowledge retained. This paper discusses the development of a research project that emerged in response to the anticipated loss of several decades’ worth of valuable knowledge as rehabilitation practitioners in CQMRG left the region or the workforce.CITATION:Unger, C J, Bond, C J, Baumgartl, T, Glenn, V C and Sabourenkov, P, 2016. ‘MRC-wiki’ – a mine rehabilitation and closure knowledge management tool for Central Queensland coalmine practitioners, in Proceedings Life-of-Mine 2016 Conference , pp 39–42 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jun 28, 2016

By T Baumgartl, B Noller, B Forsyth, J Park, M Edraki, P Pham

Understanding and quantifying residual risk is the key to the successful closure and rehabilitation of mines. An important aspect of residual risk is predicting the long-term chemistry of mine water and the long-term geochemical stability of mining wastes. This requires updating the characterisation data for mine wastes and monitoring mine drainage throughout the life-of-mine. The intrinsic properties of waste materials (ie the geology, mineralogy and the weathering processes, which in turn depend on the local climate and water balance in a waste storage facility) are the fundamental controlling factors of residual risk. In this paper, case studies of coal and metalliferous mines are used to discuss the definition of residual risk for a range of waste storage facilities and to highlight the benefits and limitations of current geochemical methods in predicting and quantifying residual risk. Consistent with the classification of mine drainage by the Global Acid Rock Drainage Guide, three case studies of acid, saline and neutral drainage are presented.CITATION:Edraki, M, Pham, P, Park, J, Baumgartl, T, Noller, B and Forsyth, B, 2016. Defining residual risk for successful mine closure – a geochemical perspective, in Proceedings Life-of-Mine 2016 Conference , pp 9–11 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jun 28, 2016

By M Cooksey, Z Zhu, N Langrené, W Chen, T Tarnopolskaya

"Dynamic decision-making can significantly increase the value of mining projects and deliver better sustainability outcomes under conditions of uncertainty. Despite its benefits, dynamic decision-making is rarely used by the mining industry, possibly because of the complexity of the algorithms used to make sequential decisions under uncertainty and difficulties in visualising the optimal strategies. To achieve better outcomes in practice, decision-makers in industry would benefit from a tool that would help them to understand and implement the results of the analysis.CSIRO is developing innovative dynamic decision support tools that include an intuitive graphical display of the boundaries between the regions of different optimal decisions, which would significantly assist optimal sequential decision-making under uncertainty. The dynamic decision support tool is based on novel stochastic optimal control methodologies that can be used to optimise decisions in situations with multiple uncertain variables and decisions (Tarnopolskaya, Chen and Bao, 2015; Chen et al, 2015; Langrené et al, 2015). The types of market uncertainties that can be considered include commodity prices, interest rates and exchange rate, while the key orebody uncertainties include the reserves, boundaries between ore types and even geometallurgical parameters.The dynamic decision support tools have a number of benefits and can be used to:construct optimal operational strategies and to optimally manage resources projectsgain insight into optimal strategies under different market conditions and project settings compare expected project values under different project settings and to select the setting that provides best sustainability outcomes.This extended abstract demonstrates the use and benefits of the dynamic decision support tools using a synthetic case study of a gold mine.CITATION:Chen, W, Langrené, N, Tarnopolskaya, T, Zhu, Z and Cooksey, M, 2016. Dynamic decisions under uncertainty – a case study on a gold mine, in Proceedings Life-of-Mine 2016 Conference, pp 20–23 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Jun 28, 2016

By K Hobbs

Mining is experiencing a difficult period of low profitability and declining productivity. To achieve sustainability, mining companies are challenged with improving output, quality and safety while decreasing costs. At the same time, organisations are having to manage a workforce in which individuals no longer accept a traditional style of management, employees prefer more flexible employment, and diversity within teams is becoming the expected norm.Increasing organisational diversity has been shown to have a positive impact on performance and therefore sustainability. Gender diversity and equality between working men and women is the area most studied in this regard. Executives are becoming more aware of the correlation between gender diversity and performance with some larger organisations having dedicated resources to increase the number and status of women in their organisations. Despite this, limited improvement in gender equality is apparent globally over the last decade with some industries, including mining, going backwards. So why is this the case and what other strategies are available?In 2015, the United Nations Women National Committee Australia (UN Women NCA) in conjunction with Autopia released a white paper discussing the lack of visible change in gender equality despite the widespread implementation of merit-based personnel management strategies. Using research from around the world and thoughts from influential government, education and business leaders, the paper ‘Rethinking Merit’ debunks the myth of the meritocracy. It provides a number of recommendations for organisations committed to improving their performance and sustainability through diversity, including a variety of real-life company examples, instead of relying solely on merit-based decision-making.This paper takes the recommendations of ‘Rethinking Merit’ and applies them to the mining industry. It shows the relevance that rethinking merit has for the industry and why applying the recommendations can result in an increase in diversity, therefore enabling greater performance and sustainability of mining companies. This paper provides case studies from Aurizon, Iluka Resources and BHP Billiton and, as a guide for managers, a generic diversity strategy designed to be implemented alongside traditional merit-based personnel management techniques.CITATION:Hobbs, K, 2016. Rethinking merit for a sustainable mining industry, in Proceedings International Mine Management Conference, pp 139-154 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jun 22, 2016

By T G. Neville, G Terrey, J Burns

This paper explores recent industry training programs and lessons for supervisors. The Belbin Team Role model was used to increase participants’ awareness of behaviour and its application. The application of the Belbin model to underground, open cut mine and quarry supervisors is discussed.The key to team success may rest with the expertise and experience of its members, but increasingly effectiveness depends on how team members understand, acknowledge and support each other’s behavioural strengths. Discovering strengths is a challenge, both for their measurement and for the encouragement of team members to use the knowledge of themselves and others in the team. Using behavioural models provides a constructive approach and a language for supervisors as they build personal motivation and engagement.Prima facie, the mineral industry’s work may be too vigorous for teams and their managers could be more prone to use ‘solo’ or traditional management styles. Managers and supervisors must know when work allocated to a team is appropriate or where individual effort should be applauded and rewarded. For practical people with well-developed technical skills, improving the soft skills necessary for a supervisor requires some reflection and effort. The Belbin behavioural model can be an effective tool for recognising characteristics that can assist teams to be more productive.Experiencing the Belbin Team Role model as part of an industry qualification is important for supervisors studying to refine their team leadership skills. Data are available for participants to assess the nature of their teams and to confront the appropriateness of the behavioural mix for the work of the team and its individual members.So what are the next steps? All team development must have a place in the strategic thinking and plans of the enterprise. This needs a visible presence of senior managers and supervisors in managing a team culture with practical links to workplace priorities and professional development with continuous improvement.CITATION:Burns, J, Terrey, G and Neville, T G, 2016. Supervisors and teams at work, in Proceedings International Mine Management Conference, pp 125-138 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jun 22, 2016

By J P. Sykes, A Trench

"The common-held view of the future of copper mining is one of declining quality of mineral resources and increasingly limited long-term development options. This decline, in turn, is viewed as inevitably leading to increasing economic, socio-political and environmental costs. As a result, new technologies and innovations will be required to mitigate cost escalation. The future is therefore typically summarised as a battle of a ‘below-ground’ declining quality asset base pushing costs upward versus ‘above-ground’ technology and innovation driving costs downward. The role that high quality new mineral discoveries could play in mitigating industry cost pressures is typically understated, if considered at all. New high quality discoveries can be mined at lower cost than existing assets and potentially if discovered in the right locations within a more amenable contemporary environmental and socio-political setting. Such deposits, once discovered, would improve the overall quality of the industry asset base, as well as benefitting their owners substantially through higher margins. However, to target new high quality deposits explorers need some understanding of the nature of high quality copper mines in the long-term future. Conventional scientific and economic techniques for analysing the future of copper supply, generally by studying the project pipeline, ignore as yet undiscovered resources and also struggle to fully incorporate the multiple internal and external factors that could impact upon copper mining practices in the future.Scenario analysis is specifically designed to consider multiple factors interacting in the future, and is thus more creative than simply looking at the visible project pipeline. The use of scenarios is therefore potentially capable of providing insight into aspects of the future of copper mining about which little is currently known or that remains considerably uncertain. In this study, the Oxford University Scenarios methodology was employed to analyse different plausible futures for copper mining and the consequent implications for exploration targeting strategies. The scenario analysis highlights two key dimensions or axes that serve to map out potential industry futures: firstly the technical and economic optimisation of the existing industry; and secondly the generation of new prospects or ‘search space’ for the copper industry. These two axes in turn frame four different scenarios for the future of the copper mining industry. These copper mining scenarios are then compared to the 20 largest existing copper mines and projects, and their owners, to determine if any represent an appropriately robust exploration targeting proxy: none do. The paper therefore concludes that efforts by industry are required to generate mine concepts that would be viable across all scenarios, and thus act also as exploration targeting proxies. In the interim, companies will have to seek to build portfolios that create an overall robust asset base, out of individually less robust assets. Failure to do this implies that consequential, irreversible strategic decisions lie ahead for the copper mining industry, which may be a threat to both incumbents and the very industry itself. This situation makes strategic exploration targeting in the copper industry very difficult.CITATION:Sykes, J P and Trench, A, 2016. Using scenarios to investigate the long-term future of copper mining and guide exploration targeting strategies, in Proceedings International Mine Management Conference, pp 265-290 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Jun 22, 2016

By S Jeffrey, S Mundell, F Arboleda

In the current cycle of low commodity prices and rising costs, mine managers continue to focus on optimising mine performance and productivity. A critical component of strengthening performance and productivity is ensuring material is routed correctly and efficiently through the core mine production activities of drilling, blasting and grade control.By the time a blast is planned, an enormous amount of intellectual property has been invested in the exploration, resource development, feasibility studies and mine planning activities. The value of that knowledge is either realised or diminished during mine production. Efficient execution of the process is critical and is reflected by the quality and timeliness of the information produced.Multiple teams are involved in the mining extraction process. These teams are all under time pressure to keep the mine equipment operating. One of the root causes of this pressure is the dependency between the teams. They do not operate in isolation, but are a link in a chain depending on the outcomes of each activity. It is essential communication is efficient so tasks can be completed according to the production schedule. Unfortunately, communication fails when unintegrated systems are used because of:- different teams seeing different data, hence there is not an overall, up-to-date view of progress and priorities- lack of cross-functional visibility of data leading to failure to identify errors in time to address or correct issues- teams tending to be siloed and focusing on their part of the process rather than the overall objective.With different systems used for the parts of a common goal, supervisors and managers lack visibility of the process. This makes it difficult to identify process improvement opportunities.Streamlined communications help consolidate all data and activities resulting in improved cooperation between mine production teams. This outcome increases the confidence and efficiency of material routing decisions. It also reduces potential impact to mine performance from errors in early stage tasks like drilling and grade control. Having everyone collaborating off the same trusted data, helps teams identify with common goals and find business improvement opportunities as they appear.CITATION:Arboleda, F, Mundell, S and Jeffrey, S, 2016. Driving mine performance through communication, in Proceedings International Mine Management Conference, pp 117-124 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jun 22, 2016

By B McCarthy

Mining has been typified of late as a boom and bust, cyclical industry operating against a steady decline in the size and quality of mineral deposits. Decreasing deposit grades and increasing costs of traditional mining techniques, all in the face of another commodity downturn, are forcing mining companies more than ever before to seek out new and innovative ways to operate. New technologies are emerging to model, control and track resources through the mining value chain, to move material about mines more efficiently, and to identify and separate ore from gangue early in the extraction process.Discovering such technologies however is only the first challenge for mining companies. Actually implementing technological change successfully has proved to be an even bigger challenge. Like for many industries, fulfilling the promised benefits for the expense and timing envisioned, has not been easy when innovative technologies are introduced.Citing the author’s insights and experiences in a number of emerging technologies, this paper explores barriers to implementing technological change in the mining context. Key elements of a change management framework, first developed for implementing mine management systems, are described to give mining executives insight into how they and their organisations can succeed through technology-driven change.CITATION:McCarthy, B, 2016. Successfully implementing technology-driven change in the mining environment, in Proceedings International Mine Management Conference, pp 89-104 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jun 22, 2016

By M Boon, M Franklin

This paper outlines the journey of cultural maturation and management system development at the Mt Rawdon (MRO) gold mine from its acquisition by Evolution Mining Limited (Evolution) in late 2011 to 2016.Evolution embarked upon a series of projects that aimed to improve the operational consistency and implementation of change on-site, while leveraging off the existing strengths of the operation. This document describes the gaps that were identified, the processes used to close them, and the resulting cultural change and production outcomes, with a specific focus on how to optimise the culture at any mining operation.MRO had a history of four owners in less than three years when it became a key asset of Evolution. The site leadership team (SLT) decided to influence the culture at MRO by reviewing and upgrading the existing management processes.The first priority was to improve transparency and collaboration at the SLT level, followed by improving competency in project management. The next phase was to strengthen the internal communication using a deliberately designed network of meetings, communication screens and other initiatives. Once there was some traction, the focus moved toward increasing production volume and decreasing cost per unit by improving short-term planning and execution capability. Together with other initiatives, this resulted in improved collaboration between all functions, which in turn netted over 37 per cent mining production uplift.Following solid success, a process of prioritisation and alignment management was implemented. This supported the ‘Mine to Mill one operation’ ideal and allowed the SLT to decide month-by-month what actions were to be prioritised. These priorities incorporated production realities and longer term imperatives of the balanced business plan.Much of this work was completed during a period of declining gold prices and a relentlessly strong Australian dollar, making it difficult to justify spending money on improvement projects. This work proved critical for the operation’s long-term survival.CITATION:Boon, M and Franklin, M, 2016. Improving consistency of delivery at Mt Rawdon Operation, in Proceedings International Mine Management Conference, pp 305-320 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jun 22, 2016

By N LaBranche, G Callinan

There has been a reduction in overall workforce in the mining industry during the current downturn; a corresponding reduction in fatalities and high potential incidents (HPIs) has not been observed. The same contributing factors can be seen in the vast majority of these incidents. These include inadequate supervision and lack of adequate risk assessment. How management structures, trains and leads an operation can have a great impact on eliminating these factors and reducing the risk of fatalities and HPIs.Contractors now account for 41 per cent of full-time equivalent employees in the Queensland mining workforce, and are disproportionately represented in the majority of fatalities and HPIs. Having a clear strategy for how contractors are integrated into the workforce is crucial. This talk will include a discussion of the data as collected in the Department of Mines and Natural Resources department database, and offer solutions based on this data.CITATION:LaBranche, N and Callinan, G, 2016. Organisational factors in fatalities and high potential incidents, in Proceedings International Mine Management Conference, pp 201-206 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jun 22, 2016