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As an Inspector of Mines in Queensland, my main responsibilities include the enforcement of the Mining Act 1968 - 1986, the Mines Regulation Act 1964 - 1983 and the Metalliferous Mining regulations 1985 to promote the safe and responsible exploitation of the States' mineral wealth. An important adjunct to this task is the offering of an advisory service to the mining industry. However, in the pursuit of my duties to this regard, I have sadly observed in some cases, numerous wrong doings and negative activities by miners which have led to their ultimate demise, not to mention that of others. Despite what I consider corrective advice, I have witnessed, again in some cases, disregard and blind pursuit for the wrong end. This then is a novel approach to get the message home in the form of a light hearted cartoon presentation relating the saga of an average Aussie battler entering the mining game unprepared, making the wrong decisions due to his own ignorance and the cleverness of others, leading finally to his and possibly others' downfall. It is not intended to insult any particular profession or group of individuals and only endeavours to impart to readers and listeners, the message of being prepared and alert when entering the gold mining industry. Even though the presentation focuses on the woes of a rookie alluvial gold miner, a similar analogy could be drawn with his hard rock counterpart since the basic issues that I have attempted to address are common. By no means is there a saga complete because there are many more traps a miner can inadvertently fall into and only time has prevented me from referencing them.

Jan 1, 1989

By F Jiao, J Wang

By the year 2000, China was the sixth largest gold producer in the world, with about one-quarter of total production being derived from refractory or semi-refractory deposits. Although bacterial oxidation plants had been previously tried in China using local technology, these plants had not been commercially successful. The Laizhou Gold Enterprise (Tarzan BioGold Co Ltd) located in Shandong Province, undertook to modernise their gold processing facility in 2000 with the introduction of Bacterial Oxidation (BACOX) Technology. In 1997 BacTech Australia and Mintek of South Africa had formed a technology partnership, combining forces in the provision of bioleach technology. Under a cooperation agreement, BacTech/Mintek were chosen as the preferred technology providers for this first application of commercially proven bacterial oxidation technology within China. The paper describes the successful operation of this plant over the last three years. The events of project implementation are described, from the metallurgical testing of concentrate; through to the commissioning at the design throughput of 100 tonnes per day resulting in 80 000 ounces (2.5 tonnes) per year of refined gold. Process aspects of the operation encountered over the last three years are discussed which illustrate the robustness of the operation. The success of the bioleach facility has led to an advancement of plans to double plant capacity and some of the innovations, which may be employed in this expansion phase, are discussed.

Jan 1, 2004

In Australia we usually define "resource" in purely material terms, and rarely relate it to intellect and human capacity. We look at the sheer abundance of our natural resources and are satisfied with the feeling that we don't really need-to rely on using our brains. Certainly our country is fortunate to have the mineral resources it does, but in many ways Australia's worst enemy is its "lucky country" syndrome because we tend to underutilise the great resource we have in the capacities of our people. Raw material exports will undoubtedly continue to contribute a major share of our export revenue, but to harness the riches our country has to offer most effectively we need the vision and planning necessary to bring together our material and human resources. There is a need not only to find, exploit and process our minerals economically, but to turn as much of our mineral wealth as possible into high value products before it leaves the country. In particular we must use our brainpower if we want to maximise economic benefit from and political influence over the strategic minerals which leave our shores. In the past we have been successful in finding and exploiting minerals because our mining industry has been in the forefront of private sector research and development. But if Australia is to have an advantage over other mineral rich countries in insulating itself from the effects of cyclical swings in commodity prices, then the future of the industry must lie even more in technological sophistication rather than depending. on such considerations as size and location of mineral deposits. To survive, our mineral industry must have the foresight and resourcefulness to make its own luck. There are two keys to increased efficiency in exploration and production and in further processing methods: enhancement of the skills of the workforce and continual improvement of R&D.

Jan 1, 1986

By Hinkley JT, Smitham JB, Nicol SK

Historical investigations of mineral flotation have highlighted the many factors which affect flotation. Some of these are related to the mineral, its degree of liberation (however defined), solution chemistry and flotation reagents. The complexity of the interactions between these factors often leads to uncertainty over whether the final grade/recovery results obtained in either laboratory or pilot scale tests are in fact the maximum recovery at a specific grade. The reason for this is that there has not previously been a general technique for establishing the floatability of an ore. This study describes the further development of the 'tree' flotation technique for minerals other than coal, and in particular its application to iron ores. Oxides have been chosen as a system of intermediate complexity between the simple coal system and sulphide minerals to illustrate the principles and develop the concepts. The 'tree' flotation procedure consists of the progressive flotation to completion of successive froth products, followed by reflotation to remove entrained material. It therefore represents an 'equilibrium' approach to floatability rather than a kinetic approach. By ordering the various products and tails in order of increasing grade, a cumulative curve of grade and recovery can be constructed against which an isolated batch or plant result on the same ore can be compared. In this investigation, a Jaspilitic iron ore was tested at various grind sizes to determine the 'best' flotation grade-recovery that could be obtained with a given set of reagent conditions. The separation characteristics of a process are best measured on a system which contains particles which behave as 'middlings' with respect to the process in question. For this reason a natural ore was chosen in preference to model systems in order to relate more readily to plant situations.

Jan 1, 1993

The æProfit Driver ModelÆ is a tool which builds costs from first principles and integrates revenue, costs and physical mining parameters and, hence, can quantify the impact and leverage on profit. In this paper an æexample mineÆ has been created to represent a typical Australian Open Cut Coal Mine. This has then been input into the Profit Driver Model to allow different variables to be tested. A series of variables were tested to determine which ones had the highest impact on profit and results are useful to management as a guide to the areas in which they can focus effort to achieve better profitability. Whilst the highest profit drivers are those external to the control of management and include selling price and exchange rate, the next most sensitive are those variables related to the geology of the mine and the mining method. These included coal quality, yield and strip ratio. Site management has some control of these. For example, the ability to vary the sequence of mining or improve the yield by a more efficient coal washing process. The efficiency of the workforce and management has similar impact to the mining variables. Finally, there are the supply variables, such as fuel, labour and explosives which are the least sensitive although, cumulatively, still significant. Each mine is different and the results of the example mine will not apply to all mines. However, the approach taken is universal and the tool illustrates a simple method to quantify the profit impact when changing variables. The benefit of the approach is the short time taken to get a set of results. This allows the more detailed and time consuming work to be more focused. The results illustrate that management has a significant influence on profitability.

Jan 1, 2000

The mining industry has had lengthy experience with risk management involving technological situations imposing risks to people and property. In such situations the relevant parameters can be fairly well defined, the outcomes can be broadly predicted and probabilities of these can be estimated. Accordingly quantitative risk assessment can be applied. In recent years there has been increased emphasis in risk management on a broader set of potential consequences. These include potential impacts on the flora and fauna of ecosystems. These are typically poorly understood and this is especially true in Australia where the vast size of the continent and sparse population make gathering a comprehensive data base on biological resources a difficult task. The resulting scientific uncertainty and ignorance regarding the potential for serious or irreversible harm to the environment mean not only that quantitative risk analysis techniques are not appropriate, but also that the precautionary principle (PP) needs to be applied as a complement to qualitative ecological risk analysis. The potential for significant impacts is particularly high in Australian ecosystems. These comprise one of the 12 æmegadiverseÆ regions of the world in terms of biodiversity and, hence, have global significance. Moving from risk management to application of the PP by the mining industry provides a significant challenge. Application of the PP has no clear guidelines to follow and, to-date, has been highly unpredictable. However, there is much to be gained for industry in embracing this challenge and taking a pro-active approach in exploring methods that will provide for clearer guidelines and hence more certainty in outcomes of environmental management decisions involving precaution. As well, there could be considerable other advantages for the mining industry in terms of reputation assurance, community acceptance and greater certainty in terms of access to resources.

Jan 1, 2000

Solid Energy New Zealand (SENZ) uses a 20+ year period for integrated planning of all its business activities. It has an ongoing program of coal resource assessment to optimise future mines within this 20 year period, using a six step resource and mine planning process. Desktop review and conceptual study at preliminary Levels 1 and 2 are based on general coal resource information. Further coal resource investigations are carried out for the more detailed evaluations in secondary assessment, prefeasibility study, feasibility study and detailed engineering from Levels 3 to 6. At Levels 1 and 2, completing conceptual planning, including preliminary resource evaluation and economic appraisal to the target cost uncertainty level of ¦33 per cent, is challenging in New ZealandÆs highly variable geological and geographical conditions. Where coal deposit geometries are relatively simple, approximate methods for determining pit limits using overburden strip ratios, seam thickness, physical boundaries, and quality cut-offs may be sufficient. Many New Zealand coalfields are however complicated structurally, with multiple seams and extensive folding and faulting. Coal seams are characterised by variable dip, thickness, and quality over relatively short distances. In the North IslandÆs Waikato coalfields, coal is typically overlain by weak sediments and clay rich strata that necessitate very flat cut and fill slope angles. The proximity of these deposits to major infrastructure (including towns, highways and rail lines), significant environmental features such as the Waikato river and lakes, and valuable dairy farmland, add further complexity. Traditional preliminary mine planning techniques applied in these conditions are insufficient. Pit optimisation software, widely used in the metalliferous mining industry since the 1980s, offers the ability to analyse many more specific factors affecting pit limits, mine layouts, and economics, with more rigour and for a much larger number of scenarios, than traditional methods allow. SENZ therefore decided to adapt and use æWhittleÆ pit optimisation software for Level 2 analysis of several Waikato opencast prospects. This paper describes this work.

Jan 1, 2005

Distal air-fall ashes are widespread deposits that may record volcanism many hundreds of kilometres from their source. They are characteristically thin, fine-grained and have a low preservation potential usually being either eroded, or reworked and incorporated in overlying sediments following deposition. The most likely sites of accumulation are deep sea, lake and swamp environments where low energy conditions favour preservation. Post-depositional alteration of predominantly glassy volcanic ash is commonly extensive hampering identification of such layers in the geological record. As a result air-fall tuffs are poorly represented in the rock record and furthermore are commonly misinterpreted. Southeast Queensland during the late Triassic hosted active silicic volcanism and a number of fault-controlled basins in which coal-bearing sediments were accumulating. Silicic volcanics of late Triassic age are represented by the Brisbane Tuff in the Brisbane city area, the Chillingham Volcanics to the south of Brisbane and extending into New South Wales, the North Arm and Mount Byron Volcanics to the north of Brisbane, the Aranbanga Beds exposed around Gayndah and the Agnes Waters and Muncon Volcanics which occur northwest of Bundaberg. Stephens (1986) interprets these Volcanics as the remnants of a major silicic igneous 'province which he likens to modern continental orogenic margins. The Ipswich, Tarong and Callide Basins of southeast Queensland all contain coal measure sequences of late Triassic age that accumulated in alluvial plain environments. A Dicroidium flora is common to all and palynol.ogical evidence indicates a late Triassic (Carnian) age (de Jersey, 1975; Stevens, 1981). The coal seams of the three basins are characterised by their thickness (up to 25 m) and the presence of abundant thin, laterally persistent, kaolinite claystones (tonsteins) that show a marked similarity of morphology, texture and mineralogy. Detailed studies of the Ipswich Coal Measures (Falkner, 1986) suggest a volcanic air-fall origin for the tonsteins of the Ipswich Basin. Similar.tonsteins from the Tarong and Callide Basins provide evidence for widespread silicic volcanism during the late Triassic in southeast Queensland.

Jan 1, 1987

IT is generally accepted that for transport of coal underground from different collecting stations, the system of endless rope haulage with remote control is not only one of the safest and most economIcal, but is also one of the most'efficlent in dealing with output.When the coal measures lie in regular planes, the work of laying down such a haulage presents no difficulties. When, however, the dip of the measures is Irregular, or dislocated by faulting, the management is faced with the problem of constructing vertical curves of such a radius that the sag of the rope will correspond with the road bed, and thus obviate the danger of the rope rising and throwing the skips off the track.The direction of the main roads for haulage purposes being ascertained from the plan of the royalty to be worked, the faults or dislocations in the seam are determined for these roads with the greatest possible accuracy by means of bore holes from the surface.From the data thus obtained the haulage road can generally be so graded that the rope will keep on the floor during haulage operations, although the grades may in places be synclinal.The writer confesses that he knows of no accurate formula for calculating the sag of the rope under varying tensions and so determining the safe radius of the curve, and he had to depend upon past experiences under somewhat sImilar conditions.The accompanying sections illustrate a case where the writer has recently installed an endless rope underground approximately 5000 ft. in length, from the foot of a tunnel in which an endless rope delivers the output to the screening plant, and having to negotiate, first a 400-ft. downthrow fault, and later a 32 ft. upthrow.

Jan 1, 1927

By P D. Munro

The spatial distribution of ore with similar processing properties or domains within an orebody may be identified early in the assessment of an orebody to provide a sound basis for later development of the orebody. The assignment of domains in the primary sulfide portion of an orebody is often more difficult than recognition of the oxidised, supergene and related domains usually located towards the top of the mineralised volume. This paper will discuss some approaches to assigning domains within the primary sulfide portion of an orebody. The processing properties of each mining block will be known if the contained domain(s) and their proportions are known. The use of both physical and chemical ore properties to assign the domains is discussed. The domains based on similar processing properties do not necessarily coincide with geological zones assigned by geoscientists. As part of assessing the physical properties of ore, the modal analysis of the ore with respect to the valuable sulfide minerals and the sulfide and non sulfide gangue minerals has to be known, along with the traditionally used elemental assays for valuable and penalty elements. Two scales for determining other physical ore properties will be considered: the mesoscopic scale (examined by human eye) and the microscopic scale (examined via a microscope under high magnification). The strengths and weaknesses of the data obtained at the two scales are discussed in the paper. Broadly, data collected at the mesoscopic scale are much less expensive but the types of data available are more limited. Methods for evaluation of chemical ore properties are also discussed. After establishing a basis for establishing the spatial distribution of domains, variability testing is required to verify the integrity of the designated domains. In contrast, each block of ore in some orebodies has been assessed principally via the results of a laboratory separation on a number of drill core samples or composites from throughout the block, with minimal or no attention to the concept of domains.

Jan 1, 2008

Mining epitomises the challenge of sustainable development, because few sectors have such a direct impact on the natural environment, yet few are more important to the economic and social health of almost every region in the globe. In a global industry, with increasing competition for exploration and mining investment dollars, sustainable development must also be resolved within an international competitiveness framework. In formulating a response to the challenge of sustainable development, the State and Federal Governments do not fully appreciate the extent to which technology drives the solution on a range of issues. In some cases` a dangerous fatalism about the state of science has led to an unhealthy æstop productionÆ attitude that puts our industry and economy at risk. As a technical institute representing the professionals in the minerals sector, The Australasian Institute of Mining and Metallurgy (The AusIMM) sees one of its roles as being to highlight the way in which industry innovation can facilitate solutions. The AusIMM is currently evolving a greenhouse gas emissions policy. As a case study it throws into sharp relief the way in which irresponsible ælimits to growthÆ policies could have a negative impact on the sustainability of the sector, as well as the importance of a technology- based solution. With 80 per cent of greenhouse gas emissions in the next twenty years projected to come from developing economies, such as India and China, major reductions will only be achieved if cost-effective, low emissions energy technologies are deployed in developing countries, and more energy efficient processes of producing key commodities for them are brought online. As a supplier of the key energy resources and materials that will be in high demand to feed developing economies, and with knowledge intensive industries with excellent R&D links across mining and manufacturing, Australia is well positioned to contribute to develop key low emissions technologies. However, we will only be able to take advantage of this position if the Federal Government commits to a holistic greenhouse emissions policy that does not penalise industry. We need effective æpushÆ polices aimed at leveraging investment in low emissions R&D that are closely linked in to æpullÆ policies aimed at stimulating technology uptake.

Jan 1, 2006

By P Stoker

The need for quality assurance and quality control (QA/QC) in the sampling and assaying of minerals is fundamental to the reliability and confidence of a mineral resource estimate, reserve estimate and possibly profitability of a mine. In spite of this, QA/QC practices in the mining industry are commonly applied poorly, or misunderstood. As New Leaders, we should aim to correct the poor practices and become fully informed on appropriate procedures. This paper uses worked examples that show the usefulness and importance of best practice QA/QC procedures. Fundamentals of reviewing the performance of the laboratory by examining the results of client inserted standard reference material (standards), blank material and duplicate samples are discussed. To do this, three examples from Australian data sets have been used. For each example, simple and efficient plotting techniques are suggested with subsequent evaluations of each plot. The first case study compares the results of internal standards from a laboratory with blind standards (where the expected value is unknown to the laboratory) submitted by the client. It was demonstrated over time that the laboratory was unintentionally analysing the internal standards in a different manner to the remainder of the sample batch. In this example, not understanding the cause of a high negative laboratory bias could have led to poor understanding of the depositÆs grade and in the extreme a proposed mining operation may have reached operational stage with a subeconomic grade. The second case study discusses the quality of blank material submitted by a mining operation to monitor cross-contamination within the laboratory. The blank material contained background levels of the element under investigation. This created uncertainty in the assay results, which could have led to the need for additional assays and drilling programs. Finally, the third case study demonstrates the use of the relative paired differences (RPD) technique to cross-validate the results from duplicates and repeat analyses from two laboratories. The three examples given show either laboratory or operational error. If left undetected, each example could have had serious implications for the mineral resource estimate and ultimately, the mining operation. These examples are not isolated occurrences; poor QA/QC practices are an industry wide problem exacerbated by rapid staff turnover and increased contractor positions on-site. New Leaders must be equipped with a thorough grounding in QA/QC best practices to improve its application and confidence in the results of sample analysis.

Jan 1, 2009

More than in any other way, the community judges the minerals industry by its environmental performance. Minerals Council of Australia web site www.minerals.org.au/media/code Time is overtaking us. What was good enough yesterday is not good enough today. What may be acceptable today wonÆt be tomorrow. So we need to leap forward. We need to begin to move towards sustainability. Dick Zandee, Managing Director, Placer Dome Asia Pacific The competition for access to exploration and mining opportunities is intense. So is competition for the best people, capital and community support. Poor environmental performance damages a companyÆs ability to attract these. Quite simply, good environmental management is good business. Hugh M Morgan AO,Chief Executive Officer,WMC Limited. Decisions made by private industry and international corporations are increasingly determining the fate of the environment. ...Nothing could be more shortsighted than for todayÆs conservationists to neglect cooperation with business and industry as a means of moving company philosophy and public accountability ahead in favour of the environment. Dr Claude Martin,Director General,WWF International The four quotes above well illustrate the challenges faced by companies and conservationists in attempting to achieve the societal goal of sustainable development. That this aspirational goal itself is far from clearly defined, although it has been widely accepted and endorsed by governments, business and civil society, exacerbates the challenges. Sustainable development has as its central thesis the integration of environmental, social and economic policy. Its attainment by business has been described John Elkington (1998) as the pursuit of the ætriple bottom lineÆ - the achievement of social and environmental targets, in addition to the traditional economic bottom line. It is self-evident that business is both competent and comfortable defining and measuring economic performance and reporting that performance to internal and external audiences. As long as information has been prepared according to the established standards of measurement and reporting of economic performance, all audiences can have confidence in its accuracy. Business does not enjoy the same competence and comfort with regard to social and environmental performance. This is no startling condemnation of business, any more than it is a criticism of governments, non-government organisations (NGOs) or academia. It is a statement of fact that the tools to allow for credible definition and reporting against the other two components of the ætriple bottom lineÆ have yet to be fully developed and are, therefore, far from being widely accepted. Crucial to achieving sustainability is the ability to measure progress toward the goal. The task is to develop means to define appropriate performance standards and to credibly measure and report company environmental and social performance against those standards.

Jan 1, 2000

This paper focuses on the significant impact that geological information has in relation to the valuation, both equity market and accounting records, of mining companies. There are many different measures adopted by investors and analysts in valuing mining companies. In particular, focus is primarily on calculation of profit as it is the authors primary expertise. The importance of geological information to the calculation of profit (and to many other measures of a mining company performance) is not always understood by the geologist. The aim of this paper is to raise the awareness of geologists (particularly those who are competent persons under the JORC code) of the impact that reserve statements û and changes to û have on profits. This is the first time that this subject has been presented directly to geologists. Similar versions of this paper have been presented at other forums where other important users (directors, auditors, accountants, analysts, investors) or preparers of financial statements have been made aware of the importance of the geological information. In essence, all mining companies prepare annual financial statements, which are adopted by directors and audited. The major items that require judgement generally revolve around two areas û commodity price outlook and the accuracy of reserves and resources. Reserves and resources are important, and that there is undoubtedly a lack of understanding about the assumptions and accuracy of reserves and resources by accountants, directors and auditors, and a general lack of understanding by geologists as to how the information that they prepare is used. Across the globe the majority of mining companies are listed on stock exchanges (with the main exception being nationally controlled mining companies û eg Codelco). In a very simplistic manner, I have divided all mining companies into three types: exploration plays û these companies are still in the finding or proving modeÆ and typically the stock market and investors rely on geological information and remaining cash in determining their assessment of the company; single mine companies û the major items that investors and the stock market look for are reserves, inferred resources, commodity price outlook and discounted cashflow calculations; and multiple mine companies û the investment community and stock market are looking at reserves, inferred resources (generally to a lesser extent at this stage), commodity price outlook, discounted cashflow calculations and profit and loss accounts. Regardless of the type of company, the equity markets, including analysts, try to determine appropriate valuations for mining companies. In doing this the major two areas that require judgemental consideration are the commodity price outlook and the level of reserves and resources. Generally speaking, most mining companies have a strong understanding of their cost structures û in particular their cash costs as distinct from their accounting costs of production û and therefore this area generally gets less consideration than the other two matters mentioned above.

Jan 1, 2003

The purpose of this paper is to outline the basic policy problems for good community relations programmes in the resource extraction industries of Papua New Guinea. The main focus of the paper will be on defining and analysing those problems which lie on the landowner side and which are still not widely understood within the resource extraction industries despite several decades of turbulent experience. Many of the companies operating in the resource extraction industries of mining and petroleum and gas have in recent decades adopted, by choice or necessity, 'good corporate citizen' policies. Some of these companies now pursue ethical business, environmental and community relations policies. Some have adequately funded and well-trained staff in their community relations departments. Although different industry sites scattered over Papua New Guinea show significant differences in their experience of social conflict, I argue here that a good deal of this variation has less to do with the differences between the companies' public relations policies and their effectiveness and more to do with the conflict causing features of indigenous society. Experience suggests that even a company well-equipped with good intentions, good policies and good staff may experience serious difficulties in maintaining good community relations in Papua New Guinea. Many of these difficulties, I argue, can be traced to causes that lie, essentially, within the structure of Papua New Guinean communities and in the customs and social relations of Papua New Guinean peoples. Accordingly the attention of this paper is focussed on the conflict causing aspects of Papua New Guinean society. It is true, to the point of being a cliche, that Papua New Guinean societies are oriented very strongly towards achieving consensus and social harmony. In this regard Papua New Guinean communities differ significantly from, say, Australian communities. My purpose here is not to denigrate this aspect of Papua New Guinean societies but, rather, to point out that the drive for consensus is driven by the desire to avoid its opposite, dissensus. This paper sets out to define the dissensual aspects of Papua New Guinean societies and my special interest is in those conflict producing aspects of Papua New Guinean societies that are most resistant to the mechanisms that are designed to create social harmony. A survey of the recent history of industry and community relations in Papua New Guinea indicates that there are three main factors present on the landowner side which are liable, separately or through their interaction, to cause difficulties. These factors are respectively generational challenge, social boundaries and custom variability and I shall discuss each of these in turn.

Jan 1, 1997

By N Weatherstone

A consistent and reliable international approach to public reporting of a mining companyÆs main assets, its Mineral Resources and Mineral Reserves, has become of increasing importance in recent years with the rapid globalisation of the mining industry. Through the efforts of the Committee for Mineral Reserves International Reporting Standards (CRIRSCO), a committee representing national resource/reserve reporting committees in Australia, South Africa, UK/Ireland/Western Europe, Canada, USA and Chile, the reporting standards in most æwesternÆ countries use almost identical resource and reserve definitions and are generally around 90 - 95 per cent compatible. New codes based on the CRIRSCO model are being developed or considered in other countries, including Peru and the Philippines. This unified approach has provided the mining industry, regulators and investors with a common framework to report and interpret mineral resource and reserve estimates, thereby facilitating funding to the mining industry through improved investor understanding and confidence. The common reporting standards are reflected in the CRIRSCO International Template, available on CRIRSCOÆs web site, a document that is kept æliveÆ by reflecting the best of the most recently published CRIRSCO-type national standards. In a significant exception to this unified industry approach, the USA Securities and Exchange Commission (SEC) requires adherence to its own standard, only partly compatible with CRIRSCO-type standards, with adverse and costly implications for companies listed in the USA. A major industry submission was presented to SEC in April 2005 which, if accepted, would bring about considerable compatibility of CRIRSCO and SEC standards. The UN Economic Commission for Europe (UN-ECE) has, since 1992, been developing its Framework Classification (UNFC) as a single global system for harmonising all existing national and international resource/reserve reporting systems, covering both government and industry requirements and both the hydrocarbon and solid minerals sectors. While few mining companies report their resources and reserves using the UNFC, the system is accepted or is being examined as a basis for reporting by some governments, including those of Russia, China and India. The UN-ECE agreed in 1999 to incorporate CRIRSCO definitions into the UNFC for those categories of resources and reserves used for market-related reporting, but a more recent edition of the UNFC removed or changed the definitions, requiring re-engagement by CRIRSCO to ensure compatibility. Since 2005, CRIRSCO and the Society of Petroleum Engineers (SPE) have been involved in discussions with the International Accounting Standards Board (IASB), which plans to develop a new Accounting Standard for the Extractive Industries as part of its International Financial Reporting Standards. At the request of the IASB, CRIRSCO and SPE have been examining any potential for convergence of resource/reserve definitions between the mining and hydrocarbon industries. Each of these systems is described in this paper and high level comparisons made.

Jan 1, 2006

By J C. Diaz, C R. Scherpenisse

Blasting represents one of the most relevant unit operations in the process of mineral extraction. The final objective of this operation is that of obtaining an adequate final fragment size distribution such that the combined costs of drilling, blasting, excavation and transport, and crushing/grinding, are minimised, while at the same time producing the minimum possible level of damage to the surrounding rock mass. The strong influence that drilling and blasting has over the subsequent processes involved in the operational cycle makes it imminently desirable to have access to experience and technology which make possible the evaluation and optimisation of this unit operation. The correct use of vibration monitoring techniques offers a number of benefits in terms of their ability to examine any blasting process in detail. In effect, the measurement of particle velocity levels that result from the detonation of each explosive charge offers a means by which it is possible to measure relative efficiency of each charge, interactions (productive and counterproductive) between adjacent charges, and a definitive indication of general performance of any given blast design and its implementation. In this way the monitoring of blast vibrations in rock due to the blast event, can be used as a diagnostic tool, given that the correct interpretation of the vibration traces allows the determination of the level of interaction between the design and operational variables of the blast event. This makes it possible to evaluate, for example, the presence of out of sequence detonations, statistical scatter in the detonation times of pyrotechnic delay detonators, deficient detonation of charges, instantaneous detonation of charges and sympathetic detonation of charges, as well as the general of vibration levels in terms of peak particle velocity, acceleration, and displacement. Another important use of such data is in the construction of a database relating vibration levels to charge weight, hole diameter, and distance, for any given rock type, enables the calibration of predictive vibration models which in turn make it possible to predict the damaging effects of blasting. Knowledge of both the vibration levels induced, combined with quantitative measures of the geomechanical competence of a rock mass make it possible to estimate the probability of producing blast induced damage. The high levels of vibration generated by some blast events may damage the rock mass, producing new fractures or extending and dilating existing fractures. The vibration in this context may be considered as a dynamic stress provoking strain in the rock mass. This paper describes the application of the vibration monitoring technique, particularly in the underground mining environment, and its importance in diagnosis, modelling, control, and optimisation of the development blasting process. The potential of the technique is assessed in the context of achieving substantial techno-economic improvements development blasting results, increasing output whilst minimising the operational costs of the mining process.

Jan 1, 1999

There is growing acknowledgement that successful organisations, including mining companies, achieve their competitive advantage by better managing their employees, customers and other stakeholders. The fact that I have been asked to address this conference is perhaps evidence of the recognition of the importance of ensuring the improved management capabilities of the personnel within Australian mining companies. As many of you will be aware, prior to my appointment to the role of President of Minera Alumbrera Limited (MAA), the operator of the Bajo de la Alumbrera project, my career had been more generally focussed on industrial relations and human resources management. My appointment was met by surprise in some quarters, as it is unusual for a person without the technical background of a mining discipline to manage a world-class mining operation. However, it was recognised early in the life of the Alumbrera project that the operation did not lack technical expertise or a committed workforce; rather what was required was innovative management of the project and its operational resources, particularly given that we were operating with totally ægreenÆ workforce in a country without a large-scale mining culture. It is my experience that a particular shortcoming of mining companies is that they have tended to ægrowÆ managers based on their technical expertise rather than people management skills. Historically, many companies have assumed, or at least hoped, that their better technical people would develop the requisite skills to take on the challenges of management. Such philosophy has not always met with success. Whilst the topic for my presentation was originally published as People in the Mining Industry, within the context of the overall theme for this plenary session, People: Education for the Future, it is a subject with an extraordinary breadth of possibilities for discussion. Therefore, I have chosen to redefine my presentation to People Management Issues in Offshore Mining Projects,an issue which I consider to be an important area within the overall topic and one which has particular currency given the increased tendency by Australian miners towards offshore exploration. It is also relevant from the perspective of continued rationalisation of our industry, the recognition that there will be more large-scale, global corporate mining entities and that significantly more mining professionals will become æcitizens of the worldÆ. We therefore need to prepare our future leaders for these challenges. The topic also allows me to highlight the importance of an holistic management approach as the establishment of a new project in a foreign environment puts into stark relief the need for the application of the full range of competencies, rather than the narrow ætechnicalÆ approach to doing business. I hasten to add, however, that the mining industry is not alone in this regard and I was interested to read an article in the Weekend Australian of 22/23 January 2000, which reported on the first key speech of former Westpac CEO, Bob Joss, as Dean of the Stanford University Graduate School of Business. He said: à We know that when our students go out into the world, if they have to struggle, it will not be because theyÆre not smart enough, or they donÆt have enough good ideas. It will be because they struggle over managing themselves and their relationships to other people. The article then went on to say that Bob Joss foreshadowed an initiative to build alliances between the Business School and other Humanities departments within Stanford University to draw on their learning. Other business schools have also recognised this need, albeit somewhat late in the day, as have the most enlightened of modern corporations; in summary, successful businesses have recognised that in an age where competitive advantage through, for example, technological breakthroughs is very short-lived, it is the quality of management that will provide the leading edge. By using the Alumbrera project as a case study, I will identify certain of the challenges with which companies and individuals may be confronted in the establishment of a greenfields project outside Australia. However, many of the issues raised will have direct application in the context of the development of an Australian operation. My objective is to provide an indication of areas which should be considered at the formative stages of a projectÆs development, with particular focus on the issues of people management. I would expect that such a study would be of benefit to companies, education institutions and individuals in preparing themselves for similar experiences.

Jan 1, 2000

It is always difficult to sum up an open forum adequately and instantaneously, so, with the privilege of hindsight, and also with some time to reflect, I am exercising the Chairman's prerogative to put together my view of the overall conclusions. Hopefully, these may provide a focus for each Institute to formulate its own programme with respect to mineral industry education. First, in answer to the question, "Should there be Schools of Mines?", there was a very clear 'yes'. However, I reiterate what I said in the introduction to this forum, specific professional education for the mineral industry exists only because the mineral industry sees a need and wants it. If the mineral industry should decide that it does not need professionals with specific mineral industry training, then such training will cease to exist. As alluded by Dr Hackett, if such training ceases to exist, one must then question the need for Institutes of Mining and Metallurgy. Now, there's some food for thought! Specialist schools of mines (metallurgy and geology) can only exist in an environment of genuine interaction with, and support by, industry. For their part, schools of mines, used here in a generic sense, require leadership that is strong but responsive to industry needs. It is the leader that puts his stamp on a school, and, to a large extent, determines whether that school is 'good' or only 'mediocre'.

Jan 1, 1986

IT will be noticed, from the following contributed papers on the various plant, what an infinite number of parts are required to be kept in active operation in order to derive a resultant product of commercial value from the ores and materials received at the works. Crude ores and concentrates, in every degree of complex structure and resistance to treatment, are arriving daily from near and distant places, moreover their metallic contents are so varied that an outsider, unacquainted with the operations, would naturally wonder how it is possible that the rare elements are to be sorted out and classified into their true order, to meet industrial requirements.The proposition is necessarily not a simple one and owners of mining properties have naturally refrained from smelting their complex ores on account of the technical difficulties of attaining high efficiency and recovery of the metals, where limitations are imposed in procuring a variation of ores that lead to the best smelting and refinmg result. This difficulty obviously imposes many disabilities on the smelter, who is prepared to accept all such complex ores, and it may be said that were therenot available a large weekly supply of lead concentrates from the company's own mine at Broken Hill, of standard quality, much of the material being treated in the world today would certainly not be marketable.In order to sustain full efficiency, each section of the works must maintain its.true balance and synchronize with the requirements of such other departments as are dependent on its partially treated materials. This harmony of operations is not only imperative as regards tonnage output, but also relies on the condition of the resultant treatment by each plant, no large variations being permissible.The various officers are, therefore, dependent on one another to keep the order of the operations flowing regularly. This is accomplished by constant intercommunication and observation, as...

Jan 1, 1918