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ADDRESS BY THE PRESIDENT OF THE INSTITUTE (MR. J. G. SYMONS) IN PRESENTING THE AWARD TO ELLIOTT SYLVESTER TIMOTHY O'DRISCOLLTim O'Driscoll comes from a mixture of Irish and Scottish stock. His family on the paternal side settled on land in Western Australia in the middle of the last century. His family on the maternal side were part of the W.A. goldfields scenc, including places such as Kanowna, and the Great Fingal mine, near Cue, where his grandfather lies buried.The combination of land and mining environments may perhaps have contributed to an innate interest in geology shared by Tim and his two brothers, all of whom became geologists.Tim showed an early liking for mathematical and geometric subjects, and in his B.Sc. studies at the University of Western Australia he took a major in mathematics along with geology in 1940.His first job was on the Kalgoorlie Golden Mile, and then at Norseman. After serving as a flying boat navigator in the north and south Pacific theatres in World War II he returned to Kalgoorlie and thence to Broken Hill.

Jan 1, 1977

By Crawford M

During the initial development of Mount Isa Mines power was supplied from a temporary power plant situated near the Man & Supply Shaft. The main power plant was placed in service early in 1931 and then comprised two Babcock and Willcox boilers, fired by pulverised fuel, and two British General Electric Company's turbo-alternators of 5,000 kW. each. Both plants have been described by A. F. McAskill in the Journal of the Institution of Engineers, Australia.From 1931 power demand progressively increased due to greater production, further mine development in the harder sulphides increased pumping for mine drainage and additions to mill and smelter until, by 1935, the plant was inadequate for further output commensurate with a reasonable safety margin.Coincident with the added power demand, operating conditions involved a fuel problem which could not have been anticipated. The ash content of the fuel supplied gradually increased from 13% to 16-5%, while the melting point of the ash decreased with higher pyrite content.Temperature conditions in the furnace required careful control to cope with ash formation and slag accretions.Consequently brickwork, excessively stressed on water walls, was constantly under repair, and required suspension periods of 50% of operating time for cleaning and overhaul.Load conditions varied continually, therefore the high heat liberations in the furnace, necessary to accommodate peaks in fluctuating output, resulted in ash fusion.

Jan 1, 1939

This paper describes modern long-term mine scheduling and gives an example of its application. It then discusses the obstacles to the implementation of such schedules.

Sep 26, 2011

By I R. Souza

At the mining industry, there are several uncertainties that may affect the mobile mining equipment fleet sizing and usage, such as commodity supply and demand, which impacts the mineral price, environmental licenses to allow operations and strategic decisions made by the own mining company. Due to that, it may happen to acquire a mobile mining equipment for a specific site and before it finishes the entire forecasted life cycle, the machine gets idle on that operation and a decision must be made regarding this matter. On large mining companies with several sites, equipment transfer provides a good solution to solve this issue and at the same time it provides operational flexibility and allows to use the equipment until the initially planned working hours. This article presents a method to compare technically and financially whether it’s more feasible to transfer a used equipment or to buy a new one. In other words, we will compare a brand-new machine versus a used one in terms of safety, net present value (NPV) considering both capital expenditures (CAPEX) and operational expenditures (OPEX), technological obsolescence, risks, equipment maintenance reliability and lead times. Although it’s not the main purpose of the paper, it will also be briefly discussed the importance of having a considerable amount of backup equipment to handle low likelihood and high consequence risks that may materialise. This backup equipment portfolio is particularly important to avoid loss of sales and profits in case the production plan changes and it demands further equipment than initially planned to cope with the forecasted production.

Nov 8, 2021

By P F. Knights, P Boniwell

This paper investigates the causes of low effective utilisation of the production drill fleet at the Telfer Underground Gold Mine, as measured by the percussion hours per shift. The first part of this paper focuses on a site time and motion study conducted to accurately identify shift time allocation and optimal drilling parameters (manual versus automatic, and suitable flushing mediums for varying ground conditions) as well as quantifying the business potential for automated or remotely operated production drilling. The second part of the paper focuses on the rate of successful hole completion for automated production drilling during shift changes. Two main areas of drill optimisation were identified. Firstly, a site-specific drilling procedure was established so as to ensure that all operators were drilling using optimal parameters. Total production metres per rig increased by 10.7 per cent as a result of the implementation of this standard. It was observed that a 25 per cent faster overall drill cycle was achieved using air mist flushing, and that manual drilling achieves a 19 per cent faster overall drilling cycle in comparison to automated drilling. Secondly, routine provision to the maintenance department of automation reliability reports that outlined the principal causes of unsuccessful hole completion led to an increase in production metres of a further 4.1 per cent, measured between January 2007 and August 2007. First hole automation reliability increased from 39 per cent to over 77 per cent over the same time period. Second hole automation completion was increased to 74 per cent, leading to a higher proportion of production achieved through automated technologies.

Jan 1, 2008

PIP is regularly engaged in businesses where Greenfield Capital Projects are under- delivering on the expected business case. In most of these projects, we can identify that rigorous review has been carried out on the design and financial cost elements and substantial reporting is maintained to Boards on progress versus plan of project completion and cost. However, in all sites of this nature that we have worked at, the planning, design and execution of the operational elements or æwiringÆ of the organisation have fallen short and resulted in significant extra cost or opportunity cost (lost tonnage or quality) during start-up. When compared to the amount of planning and resources that have been poured into the capital side, the ledger on the æwiringÆ side is typically fairly sparse. This presentation outlines the importance of running a disciplined, rigorous process to prepare the human and wiring side of a start-up to ensure rapid start-ups and put the site on the pathway to high performance. It gives an outline of the rigorous process PIP has used with projects to ensure excellent start-ups.

Jan 1, 2006

By C T. Senra, A Souza

Increasing fuel prices, unavailabilty and high prices of tyres have imposed tremendous challenges for large open pit operations. Carajßs open pit mines, one of the largest iron ore projects in the world, has been particularly affected due to the high amount of giant trucks operating in this site. On the other hand, environmental constraints push the mining industry towards reductions in fossil fuels, noise and waste generation. As a feasible response to these requirements, an alternative mining method for open pit mining, aiming to reduce or even eliminate the need for trucks has been developed, based primarily on coal opencast continuous operations. This innovative approach for open pits involves the replacement of trucks by fully-mobile crushers, bench conveyors and ramp conveyors. Two different applications have been developed for exploiting waste and ore at Carajßs largest pit, named N4E. To make it possible, mine planning paradigms should be replaced leading to new conceptual design of open pits. This paper shows two case studies (waste and ore conceptual design) carried out at Carajßs mines to anticipate and put forward the future of open pit mining, proving that our industry would be greatly affected by this new way of exploitation, reducing thousands of tons of fossil fuels. Productivities can be enhanced and environmental performance greatly improved. In this approach mine automation can be easily implemented reducing operating costs and man's fatigue.

Jan 1, 2009

By J Canterford

Although we have access to a wide range of sophisticated process design and improvement tools in combination with a significant range of case studies, the mineral resource industry still manages to be plagued by the negative publicity surrounding operating plant failures because they were neither smart nor safe, together with proposed projects that fail at the first or second hurdle. The general public and the finance industry are generally totally uniformed about projects that ramp-up to name plate capacity on time and on budget and even more so when ahead of schedule and under budget. As the saying goes, good news does not cut the mustard.The following is a summary of the author’s sometimes jaundiced view about why metallurgical plants do not live up to their technical and commercial expectations. In no way should the summary be construed as a negative reflection on the skills of the metallurgical profession. Rather, it is to be taken as a positive acknowledgement of those skills and is intended to highlight some of the major considerations that need to be assessed as a potential project transforms into a sustainable technical and commercial reality.While a considerable portion of the summary is directed at developing hydrometallurgical flowsheets, the general principles are equally important to all aspects of extractive metallurgy.For convenience, the summary covers the following five basic discussion points – project, people, process, patents and politicians.

Aug 8, 2011

By Harper F

This paper outlines the authors' views of the methodologies which can be employed to value mineral properties at different stages of development for the purposes of project financing, mergers and public floats. This paper discusses the key issues in Discounted Cash Flow (DCF) analysis including the importance of data verification and the shortcomings in DCF analysis. Stockmarket valuation measures and valuation methodology for exploration and pre development projects are examined through examples and pitfalls are identified. The use of valuations in corporate transactions and their strategic value is also discussed.

Jan 1, 1994

By D W. Nisbet

Today Hudson Bay Mining and SmeltingÆs 777 Project is the largest mining construction project under way in Canada. The project comprises six components: construction of the new 777 zinc-copper mine; construction of the new Chisel North zinc mine that will truck ore out from 600 metres below surface; expansion of the Flin Flon ore concentrator; expansion of the zinc plant to increase throughput by 15 per cent; a spill gas project that will reduce fugitive gas emissions by some 90 per cent; and infrastructure improvements including construction of a new electrical substation. Total investment in The 777 Project is over $US 260 million. Seven years ago, the Flin Flon, Manitoba-based company was fighting for its very existence. How does a company go from down-for-the-count to robust contender in just seven years? Contributing reasons are many, but all have their root in a process HBMS calls æTransformationÆ. It is transformation that has taken HBMS, a very traditional company, through a very non-traditional turnaround (Figure 1).

Jan 1, 2000

Stawell Gold Mines Pty Ltd operates two underground decline mines within the township of Stawell. An active exploration program and commitment by owners to improving the ore reserves has led to an improved mine life and reduced operating costs since the purchase of the operation by Mining Project Investors and Pittston Mineral Ventures in late-1992. Over the past six years of operation a cumulative 1 150 000 ounces of gold have been added to the mineral inventory. An improved geological understanding of the orebody has evolved over time increasing the ore reserves and allowing the development of long-term plans for the mines future. This has enabled important capital decisions to be made providing the impetus for improved productivity and thereby reduced operating costs. Co-operative mine planning and mine geology utilising best practice geological systems have enabled the effective extraction of a structurally complex and mineralogically varied deposit within a rural Victorian township. Detailed metallurgical research has improved the function of an aged and poorly designed circuit to boost the mill capacity whilst also improving the metallurgical recovery. The combination of metallurgical expertise and an understanding of the geological setting enable an effective control of metallurgical recovery.

Jan 1, 2000

By T Sparks

The Collie River catchment, located approximately 200 km south of Perth, covers an area of around 2830 km2 and is the source of run-off to the Wellington Dam, an important irrigation water resource for the Collie Irrigation District. The salinity of the Wellington Dam has increased due to historical clearing and irrigators currently use water with salinity levels approximately twice that of the Murray River in South Australia (Water and Rivers Commission, 2001). The Collie River Salinity Situation Statement (2001), released by the Water and Rivers Commission (now the Department of Water), identified realistic actions that could achieve the salinity reduction target. Subsequent benefit-cost analyses and prefeasibility studies recommended the diversion of the most saline flows in the Collie River away from the dam as an immediate intervention (URS, 2003). The East Branch of the Collie River above the locality of Buckingham (20 km east of Collie) contributes around half of the salt that flows into the Wellington Dam and the diversion and storage of the saltiest flows from the East Branch at Buckingham was identified as a viable option for reducing salinity in Wellington Dam. The proposal had one problem û the water could not be disposed of as quickly as it was diverted. However, in the vicinity of the diversion site were a number of coal mine voids and after preliminary discussions, the Government/Griffin Coal alliance was formed and from this the opportunities have continued. Diverted water would be stored temporarily in an adjacent mine void (Chicken Creek 4 void) and then disposed of to the sea. The disposal options included Western Power CorporationÆs saline discharge pipeline from Collie Power Station, or a new pipeline. The diverted water was also identified as a potential raw source for treatment and use in industry. This has opened up opportunities including desalination, water efficiencies in the power stations, increased reliability of water supply for the power stations, water for new industries, wastewater disposal options and extra water for PerthÆs water supply. In the process of solving the water storage problems the project introduced a range of mine water quality problems û heavy metals and pH û and the Department of Water (DoW) is now working with the mining industry and the Centre for Sustainable Mine Lakes (CSML) to develop treatment and management technologies. The project has received support and funding through the National Action Plan for Salinity and Water Quality (NAP) and it has been possible to accelerate and enhance this project as a result of NAP. The DoW has developed the proposal to an advanced stage and gained approvals for the capital diversion program to go ahead. The partnerships have expanded to include the second mining company, Premier Coal, the Water Corporation, Western Power and the Harvey Irrigation Cooperative. The proposal could feasibly result in a $90 million integrated water management initiative for Collie using the latest technology, mining operations and providing water for value adding industries in the local area. The DoW is not a mining company; however, our experience in managing water in times of shortage, environmental water quality criteria, competition for water and managing community expectations will have the same success factors:consultation and knowing your community and stakeholders, sharing issues and working in partnership can provide results far greater than the initial issue, even brackish water has value, every sector is in competition with each other and has to have a share of the water, an integrated approach can provide opportunities for development in areas of water shortage, and never think of water as wastewater.

Jan 1, 2006

The subject of my paper is one which, I am certain, has exercised the mind of every man on whom depends the safe and economical conduct of mining operations; particularly in this district where the enormous size of the ore body has necessitated the mine workings assuming a scale that was hitherto unknown in the history of Australian mining. I, therefore, approach the subject with the feeling that I am displaying considerable t.emerity, knowing as I do that the subject has engaged the earnest attention and thought of everybody immediately concerned in the extraction of the ore of this district, and particularly of the Broken Hill lode.I think I shall not be contradicted in asserting that a very large proportion of eur accidents are distinctly traiceable to inexperience on the part of the miner, and records at the mines and verdicts of coroners' juries in many instances uphold this assertion by showing that the accident under notice was the direct result of lack of knowledge of the conditions of the work, or, at any rate, of an error of judgment hardly conceivable in the experienced miner. That this assertion is correct may also be proved by visiting any of the mines of the district.To the experienced eye it will be evident at once that a very large number are not in way skilful in the use of their tools and, therefore, lack the experience which of necessity must be coincident with the acquirement of skill. Now in making this' assertion, I do not intend to be too sweeping...

Jan 1, 1903

By J Coombes

Within the mining industry there is a growing trend of placing inexperienced technical people into positions of responsibility beyond their readiness. Their responsibilities often include providing the fundamental basis for decision-making: the resource model or even the daily grade control estimates. Whilst software continues to make the processes more accessible, the thinking and rationale for selecting parameters still requires control rather than auto-piloting. Operators run these systems in virtual isolation, and have limited immediate access to experts. Beyond the stress of the professional burden are the increased risks to the mining operations and overall project success.While many experienced experts recall being thrown in the deep end, the relative isolation from experts coupled with the gravity of professional burden before readiness, is less familiar. Many recall in intimate detail the experts who gave them direction, assisted them along the way and even helped them claw out of inadvertent mistakes. Experienced professionals all have a responsibility to enable capability across the generations, to ease the burden and to mitigate the risks.This paper provides an outline of how mentoring as an on-the-job professional development process can be structured to more fully enable success of a mentoring program. Three examples complement the principles presented.CITATION:Coombes, J, 2012. Structuring meaningful mentoring, in Proceedings International Mine Management 2012, pp 15-22 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Nov 20, 2012

By D Ray, D Brett

A clay-capping trial was established in 1996 on Magazine Dump at the Mt Lyell Copper Mine. The trial was initially constructed under the Mount Lyell Remediation Research and Demonstration Program, a co-operative venture between the State and Federal governments. The detailed engineering design for the clay cover included the following features; reshaping and compaction of dump batters, 5 m vertical bench interval, overall side-slopes of 2.5:1, emplacement of clay in four 150 mm lifts, compaction by a 10 t vibrating roller or ætrack rollingÆ on batters with density testing for quality control. A small section at the base of the dump ( The trial also generated certain unexpected findings. Field permeability tests on the cover yielded uncertain results and oxygen remains available throughout the dump. The flow data indicate that, while total outflow has decreased as a result of storm shedding, inputs from groundwater and batter infiltration are still significant. Outflow during the driest weeks of the year may have risen following capping. Detailed assessment of the data is hampered by insufficient pre-capping information; however, there is a possibility that conductivity flux emitted when flows in the receiving environment are at their annual minimum is unchanged or worse post-capping.

Jan 1, 2003

By S Hayton

While coal seam gas is considered to be an unconventional gas, the proliferation of areas under exploration and development mean that it is rapidly becoming main stream. The potential of New Zealand's coals to produce coal seam gas has been recognised for some time. However, key market drivers have not been suitable for the progression of this potential into reality. Kenham Holdings Ltd and CRL Energy Ltd, recognising the potential for the gas in New Zealand have initiated what is the largest ever assessment of New Zealand's coal seam gas potential. The premature demise of the giant Maui field has raised the focus of new gas developments and has increased interest in what we are doing. Over the past couple of years Kenham Holdings Ltd and CRL Energy Ltd have approached the assessment of the coal seam gas potential in a staged programme. Preliminary assessment of the data on the permit areas indicates that the potential resource may be up to 500 PJ. To date, preliminary appraisals have been completed or are underway on a significant number of fields. Exploratory drilling has been completed or initiated on several of those fields, with results from this work being fed into the preliminary modelling as it has become available. Given that in many of these areas there is no pre-existing information concerning their gas potential and world wide experience with lignite is practically nonexistent, it has been a steep learning curve with many surprises. However, initial gas content results and preliminary gas flow models have been on the whole, rather pleasing, with the commerciality of some developments already apparent.

Jan 1, 2003

Although mining, particularly of gold and coal, played a significant role in the development of New Zealand, from the time of the spectacular gold rushes of the 1860s its economic importance to the country as a whole has decreased substantially since that time. Gold, coal and non-metallic agricultural and industrial minerals have been found in economically significant quantities, however, the search for base metals has not been successful.

Jan 1, 1982

By S Graskoski, S Craig, C Myburgh

Too often in mine planning, maximising revenue-generating material takes precedence over minimising costs. The ability to target both revenue and cost optimisation enables mine plans to fulfil corporate objectives of targeting maximal project net present value (NPV). The state of current mining costs and increasing government regulations in Australia are forcing many mine planners to pay closer attention to cost minimisation. Dumping waste material, which ultimately forms waste landforms, represents a large cost to mining operations. A general mine, with a waste to ore strip ration of 6:1, allocates approximately 32 per cent of total mining costs to waste haulage alone (Gregory, 2003).Most scheduling packages do not dynamically build economic or minimal cost dumps as part of the scheduling process. In most cases, waste dumps are built after a mining schedule has been defined. Automated software is now available which dynamically schedules the pit and waste dumps together. The overall shape of the waste dump is therefore dictated by minimum cost or minimum haulage hours.The purpose of this paper is to compare dynamic pit and waste schedules to traditional methods which apply haulage estimations after defining the mining schedule. This paper includes a case study on the large open pit operation at Tropicana Gold Mine, a joint venture between AngloGold Ashanti Australia Ltd (70 per cent) and Independence Group NL (30 per cent). The operation will focus on mining three large open pits over a 13-year mining life. A total of 397 Mt of waste is mined and directed to multiple destinations including waste dumps, the run-of-mine (ROM) pad and tailings storage facility (TSF) perimeter.Due to these complexities, management of the haulage fleet, especially during the critical period of operation readiness and start-up, is essential. Critical infrastructure such as the TSF and ROM pad will need to be built early and these areas, as well as the sequential development of the waste dump, will need to be developed within the constraints of structured mining fleet build-up.This paper investigates the influences of haulage estimation accuracy and compares traditional approaches for waste planning to automated approaches using EVORELUTIONÖ.CITATION:Graskoski, S, Craig, S and Myburgh, C, 2013. Dynamic pit and waste dump schedule optimisation at Tropicana Gold Mine, in Proceedings World Gold 2013 , pp 121-128 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Sep 26, 2013

By A Llewellyn, M Varvari

The ventilation circuit at the FrogÆs Leg Mine was originally designed to permit mining to progress down to 440 m below surface at a maximum production rate of 500 kt/a, as per the feasibility study. The FrogÆs Leg resource has now been defined down to 640 m below surface at a maximum production rate of 750 kt/a. In order to allow for this increase in production depth and tonnage, it was necessary to upgrade the ventilation circuit.This paper outlines the upgrades to the ventilation circuit that were undertaken and the underlying rationale behind them.CITATION:Llewellyn, A and Varvari, M, 2013. Ventilation upgrade at the FrogÆs Leg Mine - Case study, in Proceedings The Australian Mine Ventilation Conference , pp 95-102 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 1, 2013

By G S. B Karunatillake

Following a pre-feasibility study, Mount Isa Mines commenced a feasibility study on the deposit of the George Fisher Mine in May 1997. Board approval was granted in May 1998 to construct a 2.5 million tonne per annum mine and to upgrade existing concentrator and smelter facilities. The world-class George Fisher zinc-lead-silver deposit is located approximately 22 kilometres north of the city of Mount Isa, in north-west Queensland and is 2.6 kilometres north of the existing Hilton Mine. It will be a large-scale underground mine, sustaining a profitable zinc-lead-silver business in Mount Isa for at least ten years. This paper will outline the details of the mine that was developed during the feasibility and design phase. It will include a description of the mining methods, ventilation, fill, ore handling, services and infrastructure. The utilisation of existing assets and the development of innovative ideas were essential to the successful economic development of the George Fisher Mine.

Jan 1, 2000