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By Baynes F. J, Bermingham A. G

The 6000m long King Headrace Tunnel will be driven through hard Owen Conglomerate in the Eastern third and feldspar porphyry in the Western two thirds, with the anticipated hardness up to 350MPa unconfined compressive strength. Since the Commission had not driven a long, large diameter tunnel for some twenty years, major research was undertaken to assess the current tunnelling trends. Tunnel boring machines were compared with drill and fire equipment. Rail equipment was compared with rubber tyred equipment. Tenders were called with tenderers invited to submit alternatives if desired. Commissioning and production excavation using the equipment is discussed with the final conclusion being that the individual items of equipment purchased combined to make an efficient hard rock drill and blast system capable of progressing through all rock conditions likely to be encountered on the King and Anthony Schemes.

Jan 1, 1987

Natural gas from the south west Queensland gas fields is now available in north west Queensland to fuel the development of many Carpentaria Mineral Province projects. Like these projects, the south west Queensland gas project, developed under the operatorship of Santos Ltd, has its own æMining CycleÆ. While the project is entering its third expansion phase, it is at the same time actively extending its discovery phase, with large programs of gas exploration and reserves definition. This paper outlines the history of the south west Queensland gas project, with particular emphasis on the relationship of the project to north west Queensland.

Jan 1, 1998

Developing and operating mines in developing countries is never dull, but continuously challenging in terms of geology and terrain, geography and location, culture and land tenure, environmental and social issues, fiscal regimes and in some cases political risk. In addition, the rapidly changing nature of the communities with little understanding of the nature of mining at the community level requires us to continually manage issues affecting project development and mine operations with greater sensitivity. In frontier regions, people skills can become more essential than technical skills, particularly in dealing with indigenous people. Hence, managing a mining project requires a huge relationship effort.Effective communication with communities of different cultural background and proactive management of issues influencing community aspirations and desires requires not only new skills but also creativity with new concepts on how to deal with social issues under a different cultural context. The involvement of government agencies and NGOs is an important ingredient to creating understanding and collaborative approaches to common social issues. Maintaining stakeholder relationships pays in the long-run and is a useful exercise in getting information feedback from the wider community.

Jan 1, 1997

By Moore R. F, Macias L. F

The Filbara region of northwestern Western Australia contains several known occurrences of mafic/ultramafic rock assemblages which may host platinum group element (POE) mineralisation. This paper deals with occurrences at Munni Munni and Andover. The Munni Munni complex is of particular interest because it is known to contain PGE mineralisation and is currently undergoing active exploration. The US/Australia Joint Scanner Project of October 1985 collected airborne scanner data for the BMR over Munni Munni. Such an ultramafic-mafic complex had not been previously researched with advanced remote sensing instrumentation. Extensive investigation of data from the NSOO1 (Thematic Mapper Simulator) scanner resulted in successful differentiation of gabbroic and ultramafic rocks, and also subdivision within the ultramafies. Similar differentiation could not be achieved using conventional Landsat MSS imagery and aerial photography. Encouraged by those results and in support of BMR field research into the mafic-ultramafic suites of the region, data from the Landsat Thematic Mapper (TM) instrument were investigated to attempt differentiation of the ultramafic and mafic rocks in the Andover complex some 50 km to the northeast of Munni Munni.

Jan 1, 1988

By Adam R. A

Techniques for the optimisation of open pit design and development are now accepted as standard practice in the mining industry. These techniques are used to analyse the impacts on project profitability of factors such as product price, slope design criteria and equipment selection. A fundamental assumption used in this type of analysis is that dump and stockpile designs and sequencing are predetermined. The cost of haulage for a typical truck shovel mining operation is in the range of 25 - 50 per cent of mine operating costs. Substantial cost savings can be achieved by optimisation of dump design and location of associated road and ramp systems.Factors which affect both the operation and total cost of dumping include; Ramp gradients and location, road design, dump placement and shape, dumping height, slope design (interim and final), slope stability, environmental requirements and equipment selection. This paper discusses these factors and their effects on the total mining operation and project value. Reference is made to case studies in which some of these factors have had a significant impact.

Jan 1, 1992

By D Lees

Safety is paramount in the underground mining environment. The mining industry has for many years focused on injury prevention in the workplace through procedures and training. In the area of control of major accident events that could result in single or multiple fatalities, and serious injuries, the mining industry approach has concentrated mainly on past experiences and lessons learnt. However, in the last 20 years, other high hazard industries, such as the chemical process industry and oil and gas industry have developed the Safety Case approach, using systems safety techniques and risk assessment as a means of identification and control of major accident events. The Safety Case approach is now being introduced into Australian underground mining. This paper describes the Safety Case approach and how this can be adapted to underground mining. This is a holistic approach and assists in ranking significant risk contributors and prioritising risk management efforts. The discussion includes how the Safety Management System interfaces with the Formal Safety Assessment in effectively controlling the hazards. It provides examples from actual case studies conducted by KBR, and suggests ways forward for the industry.

Jan 1, 2003

By J M. Dwyer, S Williamson

Acceptable post-closure performance of decommissioned mining operations is a critical factor in persuading todayÆs environmentally conscious public that the mining industry will not continue to burden future generations with the legacy of environmental tragedies. Post-closure impacts must be identified and managed through robust engineering design if the post-closure environment is to be environmentally sustainable. To manage potential post-closure risks (environmental, health, safety, social and economic) within acceptable limits, WMC incorporates a risk-based approach to closure planning and engineering design. WMCÆs risk-based closure engineering design process provides a simple methodology for developing robust closure plans û the process æengineers outÆ unacceptable risks and æengineers inÆ a sustainable post-closure environment. Benefits of the risk-based process include stakeholder endorsed closure criteria for an agreed post-closure land-use, focusing of resources on major risks, and a realistic and accurate estimate of the required closure provision. The outcome is an increased likelihood of satisfying the three pillar goals of sustainable development û a financially sound solution that poses a low risk to the environment and future generations.

Jan 1, 2003

Nearly eighteen months ago Newmont Waihi Operations joined with the local district council and members of the Waihi community in the initiation and running of a community liaison forum.   This forum û the Waihi Community Consultative Committee (WCCC) û was set up with the objective of improving communication, providing a forum for discussion and ultimately working through a range of issues relating to the future of the town and district after the projected closure of Martha Mine in late-2006.   After 18 months of meetings where all represented groups have presented their views, the challenge now is to work together to investigate likely options, seek sources of funding, produce business proposals and plan for the future of Waihi in what we call the Golden Legacy Project.   This paper backgrounds the companyÆs experiences to date, the issues the group has addressed and its proposals for the future. Methods employed to set up an effective community liaison forum are considered, drawing on specific examples from the WCCC. The actions and structures required to ensure effective and ongoing community æbuy inÆ at all levels are also discussed.   This paper develops themes addressed in Taking it to the Streets presented in 2003.

Jan 1, 2004

The Curragh mine has complex operating conditions. The mine operates in four seams to produce two coal qualities and is divided into five pits which have different qualities and coal preparation characteristics. The combination of all of the necessary controls to achieve maximum resource utilisation has necessitated the development of suitable software to assist the quality control engineering function. The required software had to be able to plan the optimum yield of coking coal whilst achieving the quality parameters for the coking coal and co-produced steam coal. The program has been designed to evaluate all of the mine faces available for coking coal production. The optimisation of coking coal production is planned and co-produced middlings steam coal determined. The optimum steam coal product is determined using the middlings in combination with bypass production.The computer software to carry out these functions has been designed by using an exploration data base as the raw data source. The program accesses this data and uses a coal preparation prediction program to determine the yield vs. ash relationship for each coal face. A linear program selects the optimum -combination based upon equal incremental ash values. The final output lists feed tonnages, coal preparation conditions, product tonnages and full coal quality data.

Jan 1, 1985

By E Topal

Risk and uncertainty are attached to mining projects, and making decisions, hedging, future investment and evaluation of mining projects depend on forecasting the future price. The future technologic developments in mining will be primarily influenced by the future commodity prices. A few approaches, with different confidences are proposed to predict price movement in the future. This research introduces a new comprehensive version of the mean reverting jump diffusion model for natural-resource commodity prices. The novel model proposes that the historical data of mineral commodities have three terms to demonstrate fluctuation of prices: mean reversion component, diffusion component and jump component. The model calculates each term individually to compute the future prices of mineral commodities. Subsequently, in the second section of the paper, the model is implemented for monthly historical data of gold price from January 1968 to May 2008. This research is investigating the relationship between the historical oil price and inflation with the gold price. This is followed by a future estimation of gold price fluctuations up to 2018. The results from the application of this new method are discussed in the context of how they accurately replicate the historical gold price and how they can predict the future gold price.

Jan 1, 2008

By Ritchie I

Copper minerals are often associated with gold ores. These create processing problems since cyanide solutions are not selective for gold alone. Copper minerals are also leached by cyanide, and typically each one per cent of `reactive' copper in the ore consumes about 30 kg t 1 cyanide. Once in solution, copper cyanide species create further processing problems as they adsorb onto carbon along with the dicyanoaurate ion. These problems make conventional cyanidation of gold ore uneconomic if the ore contains too much copper. As a result, methods of economically processing gold-copper ores are becoming of increasing importance.One of the more promising methods of treating these ores is by selective leaching of the gold by an ammoniacal cyanide solution, a method first described by Hunt in 1901. This method is already in commercial use in Mauritania, treating copper/gold tailings. In general terms, the addition of I - 2 g U1 ammonia to a standard cyanide leach solution causes a significant increase in gold extraction and decrease in copper extraction. However, early testwork on this system has concluded that the optimal leach conditions are critically dependent on ore composition, and the mechanism is not well understood, making predictions of best conditions impossible.

Jan 1, 1997

By A A. Struthers, A D. Farmer

Power ultrasound may be applied to enhancing the processing of minerals. The enhanced performance is achieved through the very localised high-energy release at the mineral surface from the collapse of cavitation bubbles produced by power ultrasound. This gives rise to two effects: initially, the rapid cleaning of mineral surfaces û of oxidation products and coatings of fine adhering gangue minerals û and the attenuation of the boundary layer at the mineral surface during leaching, which allows fresh leachant to contact the surface more readily. Work carried out at CSIRO in conjunction with Tiwest Joint Venture has demonstrated that it is feasible to apply ultrasound to the leaching process in order to enhance the removal of contaminating minerals. When applied to the production of synthetic rutile from reduced ilmenite produced by the Becher process, the use of ultrasound proved beneficial to both the aeration and the final acid leach process. The effect of ultrasound was less marked in the case of the aeration process, once the method of introducing and dispersing the air was optimised. In the subsequent acid leaching step of the Becher process it was found that the application of power ultrasound could reduce leaching time to about one quarter of the time required when only agitation was employed. Projected capital and operating costs, based on currently available commercial equipment, are also presented, and indicate that the use of ultrasound is commercially as well as technically feasible.

Jan 1, 2001

By E McLean, J Fleay, M Davis

Performance testing is often used by project owners and financiers to provide protection from, or assessment of, technical aspects of project design, procurement, construction and commissioning. The performance tests can range from comprehensive performance warranties relating to process performance and production in the case of lump sum turn key (LSTK) projects to less onerous demonstration tests for cost reimbursable contracts. This paper will discuss performance testing from both the contractorÆs and ownerÆs perspectives and focuses on: when performance tests are required, what type of performance test/warranty is optimum for each type of project, and how project performance should be evaluated. The requirement for performance testing can be driven by the project financiers, particularly in the case of smaller resource development companies. In such cases, differentiation between ownerÆs risk and contractorÆs risk can become contentious. At the other end of the spectrum, larger mining houses may choose to heavily influence the engineering and design process with the contractor supplying services on a reimbursable basis. In that case, the performance testing process is often limited to demonstration tests that validate performance for the ownerÆs corporate governance requirements. This paper was prepared due to the lack of published benchmarking of performance testing and the resultant differences in expectations between a contractor and a project owner that often surface late in the contract negotiation process. The paper provides a checklist of requirements for both the owner and the contractor that may be used to provide æcommon purposeÆ early in the contract negotiation process.

Jan 1, 2007

It is generally known that Charters Towers was discovered by Mosman, Clarke and Fraser in 1871. However, the time was ripe, and these three were barely in front of others. There is one account that prospectors from Ravenswood visited the area months before but decided it was too far from water, and that one of them had told Mosman and party of the find. There is another account that Joe Larkins found the discoverers before they had registered any ground - this may explain Mosman's quick departure for Ravenswood.When the news spread, the rush was rapid, and there was soon a sizeable population: probably too many, as within twelve months the infant settlement was under considerable stress. First, the presiding Gold Commissioners had adopted "unusual and arbitary" interpretations of the Regulations, and many of the miners were aggrieved; Charters, the senior Commissioner, was accused of favouring moneyed interests, and of retiring ill whenever a brawl or confrontation occured. As a result, the law of the field soon became "the survival of the strong". Second, the settlers were, divided on where the main town should be: Millchester, near the water, or Charters Towers near the mines. Third, the discovery of gold at the Millchester Deep Lead in August, 1872 was followed by highly exaggerated accoants in_' the southern papers, apparently fabricated by local business speculators. The resulting rush resulted in hundreds of unlucky prospectors having to return or seek other fields. In that period two men were killed in squabbles over ground. To make matters worse, by October 1872 a drought had set in, water cost three pence a bucket, fodder was scarce, cartage expensive, and the price of crushing ore rose to thirty shillings per ton.

Jan 1, 1986

By J Bryant

In recent years the mining industry has suffered from skill shortages in a range of disciplines including mine geology. As a consequence, many businesses operate with incompletely filled organisation charts and technical professionals are frequently thrust into roles earlier than previous generations of geologists, engineers and metallurgists. Exacerbating the difficulties managers face with recruiting suitably experienced professionals is the churn of people through roles. Churn may be caused by internal pressures related to the rapid increase in projects and opportunities within a company or by external factors including the high workforce mobility resulting from the advent of fly-in, fly-out (FIFO). Historically, new entrants into the mine geology profession often received on-the-job training from their more experienced colleagues. This training, supplemented with targeted skills and knowledge enhancement through dedicated short courses, ensured the wide range of skills, knowledge and abilities required in the complex role of mine geology were continually renewed. Faced with an influx of new graduates and a dearth of mine geology professionals in the critical ten to 15 year experience range, the industry needs to develop new paradigms to ensure that the full business benefit of the mine geology function is delivered. This is increasingly important as the complexity of business planning built on geologically-based variables grows. Mine geologists are now faced with the potential incorporation of geometallurgy and waste characterisation along with energy efficiency, carbon-economy and other environmental issues into their roles. Providing baseline data, models, operational control and reconciliation for a wider range of variables further stretches the already limited geological resources available to the industry and exposes personnel with relatively low levels of experience to potentially business transforming decision processes. This paper outlines a successful approach to mentoring at the individual and team level. It discusses what went well and what could have been done differently from both the mentor and menteeÆs perspective with examples from case studies and offers insights into a new approach to dealing with gaps in organisation charts and high turnover of personnel.

Jan 1, 2009

By Carthew SJ

The early period of South Australia's mining history was dominated by Cornishmen as large numbers of miners and their families migrated to escape closure of the Cornish copper mines. Records show that Carthew families migrated from Kent and Cornwall to South Australia. Those from Redruth, Cornwall, were miners and their family history provides an insight into the condi- tions under which early miners lived and worked. Carthews are one of the oldest surviving mining families in South Australia and their movement pattern has been typical of many other early Cor- nish mining families.

Jan 1, 1987

Mining and metallurgy are more capital intensive than all other industry in Australia. Capital demands are met by domestic and foreign sources of finance for whom the major constraints are the supply of funds and factors of risk and uncertainty. in both mineral development and institutional financing policies, specific options are available to administrators which would allow mining to benefit from a more reliable supply of capital. The strength of major partners involved and overseas participation are important aspects of financing mineral developments. Future changes in financing for the mineral industry are considered most likely in variable interest rate funding, in the leasing of major plant items, and in the development of flexible techniques to ease the burden of infrastructure costs. In a consultancy sense, financiers are available to mining to assist with and to advise on optimal develop- ment of mineral industry projects.

Jan 1, 1975

The face of project evaluation is changing continuously, making it ever more critical to get a clear understanding upfront of the objectives, decision-making processes and criteria of the project proponents. Requirements are usually significantly different for emerging æjuniorsÆ compared with long established major mining houses and companies in developing countries compared with western companies. Requirements are also different for different types of evaluations, such as due diligence studies compared with feasibility studies of æownedÆ projects and there are often key misunderstandings around the use of the term æbankableÆ. Further, it has become increasingly important with increasingly remote and lower quality resources to understand risk relativities such as infrastructure compared with the core processing facilities. This has also driven the need for more trade-off studies to determine the best balance between critical issues, such as optimisation of the interface between mine and processing plant, capital versus operating cost and automation versus labour. In every project evaluation, it is also critical to consider emerging trends and changing requirements and standards such as sustainability and community interface. Finally, the inescapable drive to reduce time to market has driven changes such as increased use of more standardised designs and innovative approaches to the transition from project development to execution. This paper begins with a brief review of the different objectives and risks of each project development stage to establish a framework for subsequent discussion of the different requirements of different types of companies in different locations, different types of evaluations and different types of projects and project components. This is followed by a review of changing requirements and standards and some innovative developments in sustainability and community interface are presented. Finally, the paper outlines a number of developments in the area of operational readiness planning that focus on minimising the time to achieve maximum return on investment.

Jan 1, 2009

Having worked as a consultant for most of his 40-year working life, mostly as a mineral property valuer, the author has seen many poor valuations. Most were valuations of exploration tenements where the selection of the rather subjective, but necessary, geological inputs raised the main concerns. Those valuations involving iron ore prospects raise particular problems due to the special characteristics of such deposits. Iron ore is more like an industrial mineral rather than precious or base metals and Reserves are determined not by a traditional cut-off grade but by customer specifications. This is intended to be an overview/keynote paper on the current state of the growing (yet consolidating) Australian Iron Ore industry. It has now moved beyond Western AustraliaÆs æPilbara Big TwoÆ of Rio/BHPB (with the emergence of the irrepressible FMG and Hancock Prospecting) to include the YilgarnÆs æMidwest ManyÆ (including US re-entrant Cleveland Cliffs through Portman) and projects in other States. Ore types have moved from haematite Brockman to martite-goethite Marra Mamba (including the RobeÆs mesas and below water table Yandicoogina CIDs) and magnetite ore types. There are DSOs and secondary process feed. Mineral valuers have to reflect today upon these and many other determinants of value when choosing the most appropriate methodologies to adopt when technically assessing and valuing exploration tenements containing iron ore. Set against a frame work of the JORC Code (2004) and VALMIN Code (2005), the general valuation issues involved in using the cost methods (eg multiple of exploration expenditure), market methods (eg comparable sales, rules-of-thumb and joint venture terms) and income methods (eg synthetic discounted cash flow (DCF)/net present value (NPV) modelling) are discussed. Relevant factors when valuing iron ore properties are discussed, eg ore type, lump/fines ratio, stripping ratio, water table, impurities and grade, particularly the JORC confidence category of the identified mineralisation. Remoteness and access to existing rail infrastructure is a key consideration.

Jan 1, 2007

As the surrounding environment continues to change and evolve, mine managers face a changing climate of expectations. TodayÆs mine managers must juggle competing pressures to deliver sound social, environmental and economic results. Leadership is a fundamental tool for the effective mine manager. Whilst mine managers require solid technical and operational skills, importantly the manager must be able to engage a workforce, build and retain employees and seize opportunity for growth and development when presented. An important tool for engaging employees in the business at Rio Tinto Aluminium is the business improvement programme. At Rio Tinto AluminiumÆs Weipa mine, the business improvement methodology Six Sigma is used to deliver measurable, sustainable outcomes for the business. The next step in Rio Tinto AluminiumÆs improvement journey is to implement Lean Manufacturing at all managed operations. The operating environment for mine managers continuously evolves and effective mine managers must be flexible and adaptive to meet challenges. Governance and regulation constantly change in an environment of commodity cycles and finite resources. This increases pressure on the economic return achieved by the operation. As such, effective mine managers must be aware of and manage the operating environment û the broader, issues-based environment not just the immediate day-to-day responsibility of mine managing. This includes delivering on safety, community and environmental priorities. At Rio Tinto Aluminium, part of managing the business is via investment in the area of social partnerships to engage employees and the broader community in Rio Tinto AluminiumÆs commitment to sustainability. The Future Reef partnership entered with the Great Barrier Reef Research Foundation in 2005 forms an important part of Rio Tinto AluminiumÆs climate change strategy. This four-year, A$1 million investment funds programmes looking at the effect of ocean acidification on the Great Barrier Reef. The partnership is a unique example of industry and science working together on an area of mutual and national concern. Modern mine managers require a broad set of skills to effectively deliver outcomes. TodayÆs mine managers must make innovative and courageous responses to determine todayÆs strategy for tomorrowÆs future.

Jan 1, 2006