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By N. Wahl, D. M. Blackketter, R. Thornton

This paper evaluated using a water-filled abandoned mine (Orphan Boy) as a heat source for a 240- kW closed-loop heat pump with the goal of heating a 2,000-m2 building. The mine has a 245-m vertical shaft connected to a large stope by three horizontal cross-cut shafts. There is 1,250 x 106 L of water at a consistent temperature of 24-26° C that is available mostly in the stope. The only heat exchanger placement option is in the vertical shaft. Therefore, the focus was to model heat exchanger placement in the vertical shaft to determine the extent to which the systems will induce thermal currents between the stope and vertical shaft. Modeling of thermal currents, temperature profiles and heat contribution from the ground was done using finite difference and computational fluid dynamics. An optimal configuration was determined showing sufficient water movement and heat transfer will occur with a low water temperature in the shaft above 20° C. This project supports a U.S. Department of Energy (DOE) grant that will implement the full-scale system.

Jan 1, 2013

By R. A. Meyr, K. A. Perry

Following three major mining accidents in 2006, the MINER Act of 2006 was enacted by the U.S.Congress. The U.S. Mining Safety and Health Administration subsequently released the Final Rule on Refuge Alternatives for Underground Coal Mines, which required every underground coal mine to install refuge alternatives to help prevent future fatalities of trapped miners in the event of a disaster. The following paper documents the research that was performed on a structural wall to be used in conjunction with a breathable air system to create a refuge alternative. A 103.4-kPa (15-psi) safe haven polycarbonate wall for use in underground coal mines was designed and modeled using finite element modeling in ANSYS Explicit Dynamics. The successful safe haven wall design was modeled for an actual underground coal mine environment using the explicit finite difference formulation program FLAC3D to determine the responses of the wall and surrounding strata within a mine. A full-scale design was fabricated and installed in an underground coal mine to determine any construction constraints and as a final step in proof of concept for the safe haven wall design. This paper is meant to introduce the reader to a new wall concept to be used in conjunction with current technology.

Jan 1, 2013

By A Chadwick, J de Ross, C Adams

Imagine a æshinyÆ new mine, $1 B in the bank and record commodity prices. So how does a company and its management team create enough tension to maximise profit and to establish a culture that can weather the good and bad times?That was exactly the situation the team at OZ MineralsÆ world class Prominent Hill mine in South Australia faced in 2009.Three years later, the harder times have come - lower though still healthy commodity prices, rising industry costs, fierce competition for talent, geological and technical issues (common to developing mines). However, the company was able to maximise profit during the good times and equip the culture to deal with the tougher times with minimal turnover.Through the combination of simple systems and processes, people development, application of commercial technical acumen and a combination of yin and yang leadership, OZ Minerals has achieved something quite rare - sustainable continuous improvement.The journey started with a vision. The EGM Operations created the æsparkÆ. The dream was to create a æfranchise mineÆ that could be rolled out to new mines and acquisitions as the company grew. However, the real leadership came from his lieutenants who provided the important yin and yang. The GM commercial provided the tools, processes, systems and the bottom line focus. The GM operations focused on culture, leadership, training and sustainability. This powerful combination (along with some good old persistence) was able to create the critical mass required to make continuous improvement go æviralÆ.This paper explores this unique case to uncover the essential ingredients that were created and mixed together. It will touch on the key human, technical and system elements that helped achieve significant improvements in plant recoveries, mine throughput and operational efficiencies, while overcoming human capacity, geotechnical and contractual challenges.CITATION:de Ross, J, Chadwick, A and Adams, C, 2012. How to create a perfect storm, in Proceedings International Mine Management 2012, pp 239-250 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Nov 20, 2012

By G Malherbe, J Gonzalez, D C. Franklin, J Bassan, C T. Farrelly

To respond to ever-increasing challenges, mining companies have been experimenting with new business models and technologies in order to speed mine development, production, processing and transport. The various experiments involve mobile access to data, intelligent sensors, advanced analytics, virtual collaboration, virtual reality, automated equipment, remote operations centres and strategic partnerships. A synthesis of all these components creates a ænetwork effectÆ that can dramatically improve the overall effectiveness the entire operation. The concept of the Network Centric Mine borrows from a variety of industries, including defence, aerospace, aviation, petroleum, utilities and manufacturing. Central to the concept are improvements to the way we connect people, process, information and technology, resulting in a more highly collaborative business model, with roles and processes designed to take advantage of new technology. The components of the mining operation act as a connected network aimed at a common goal, regardless of the boundaries of organisation and location.The design of this new organisational ecosystem needs to take into account the recent advances that enable the æplug and playÆ integrated collaborative environment, including cloud computing, mobile devices and social networking, as well as advances in augmented reality, robotics, geo-location, digital labelling, simulation and analytics. However, the most consistent lesson from other industries is the need to properly enable the behaviour and process changes necessary for success.Benefits from adopting a network centric approach include the more effective use of scarce expertise, improved data and information analysis, reduced process variance, and more informed and faster decision-making. The future of mining will see more technology savvy workers who will drive the adoption of new processes. The operations will shift from a relatively static and disparate set of functions, to a digitally aware, dynamic, automated, integrated and interactive environment, with increased agility, lower operating costs, higher productivity and improved safety.CITATION:Farrelly, C T, Malherbe, G, Gonzalez, J, Bassan, J and Franklin, D C, 2012. The network centric mine, in Proceedings International Mine Management 2012, pp 143-160 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Nov 20, 2012

By D Cliff, K Bailey

Traditionally occupational health and safety (OH&S) has been managed for the direct benefits of reducing injury and illness to workers on mine sites. In the current skill shortage climate it is important to recognise the value that OH&S management can have in assisting mines in minimising their exposure to this issue. In times of skills shortage turnover is high as mines poach personnel from each other. This leads to loss of corporate knowledge and loss in productivity through the need to train new personnel in mine-specific operating procedures. In addition absenteeism can significantly disrupt production as there may be no ready replacements available for key jobs. Pressure will be placed upon workers to remain at work even though they are not completely fit for work, leading to presenteeism and consequently loss in productivity. In addition to the threats to routine operation, the loss of management and professional staff can significantly increase catastrophic risk through loss of experience and corporate knowledge. There is increased pressure to focus on events that occur regularly in the here and the now and underestimate the rare, or unlikely, events.The theme of this paper is that by properly addressing OH&S management at mine sites, companies can minimise their exposure to these problems. Put simplistically, a safe and healthy mine is a sustainable and productive mine. Case studies and relevant literature will be used to support this premise.CITATION:Cliff, D and Bailey, K, 2012. Health, safety and sustainability, in Proceedings International Mine Management 2012, pp 53-58 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Nov 20, 2012

By R Russell

The relative infrequency of fatalities and other serious events can give them an appearance of being random, of being beyond any reasonable degree of anticipation and prevention. In fact, the vast majority of these events result from exposures that are identifiable, measurable, and manageable. The lessons of prominent incidents, such as the Space Shuttle Columbia, OxyÆs Piper Alpha, Esso Longford, BP Texas City, Massey Mine, as well as lessons from single fatality events, is that alongside the proximate causes of each incident, there also coexisted an underlying fabric of systems, mechanisms, and culture that allowed risk in the workplace to persist and often to become normalised. All of these ingredients of the organisationÆs safety fabric lend themselves to the influence and intervention of senior leaders. The difficulty is that traditional injury prevention paradigms are not sufficient for addressing the precursors that lead up to catastrophic and fatal events. A recent study of such events, led by Dr Thomas Krause concluded that the descriptive aspect of HeinrichÆs safety triangle is useful, but that the predictive aspect is not. The study surfaced reasons why a reduction in less serious injuries does not necessarily correspond to a proportionate reduction in catastrophic and fatal risks. This presentation expands on the findings to include the concept of exposure to the event potential linked to precursor events and the framework for leading an organisation to be both cognisant and effective in eliminating such events.CITATION:Russell, R, 2012. Shifting the cultural paradigm for the prevention of catastrophic and fatal events, in Proceedings International Mine Management 2012, pp 91-96 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Nov 20, 2012

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 S C. Barrie

St BarbaraÆs Marvel Loch operations have successfully used longhole open stoping as the primary mining method for a number of years. A transition to Core and Shell mining was implemented in 2009 to recover substantial ore grade resources remaining in sill and rib pillars. The transition to core and shell for the Exhibition lode required continuous waste filling of created voids and thus the removal of the crown pillar at the base of the Exhibition pit by blasting. Access to the top of pillar was denied as the pit was partially rock filled with waste rock from underground development.Beyond the technical challenges of the blasting project, a simple and transparent risk management process was developed to ensure appropriate controls and mitigating strategies were in place to minimise risk to personnel during the pillar removal process.Although failure of the crown pillar was anticipated but with the actual timing unknown, on 25 December 2011 the crown pillar yielded during normal mine operations. Engineered and isolation controls in place at the time were of a sufficiently high standard to ensure limited exposure of the underground workforce and minimal damage to mine infrastructure. Successful risk management through implementation of appropriate controls during the project lifecycle of two years and three months proved to be fundamental to the safe removal of the crown pillar.CITATION:Barrie, S C, 2012. Successful risk management through project life cycle for removal of the crown pillar at the Marvel Loch Underground Mine, in Proceedings International Mine Management 2012, pp 125-134 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Nov 20, 2012

By P Holt, M Allen

On the first of July, 2012, the Australian GovernmentÆs Clean Energy Act commenced. From this point, a price of $23/t of CO2-e will apply to facilities that trip the liability threshold. This first part of this paper concentrates on the mechanics of the Clean Energy Future legislation and how it will be applied to the mining and mineral processing industry.The second part of this paper contains analysis of the data presented for typical mine operations. Methodologies for constructing a carbon strategy are also presented. This will entail determining what the objectives of the carbon strategy are, and defining what the strategic priorities for a business should be. An action plan to address the risks identified from the Clean Energy Act is also developed as part of the strategy.Details such as the advantages and disadvantages of opting into the carbon price scheme for liquid fuels are shown. Other considerations such as the ability to acquire permits through the carbon farming initiative or through overseas clean development mechanism projects are explained.CITATION:Allen, M and Holt, P, 2012. Implications of the carbon price and developing a carbon strategy, in Proceedings International Mine Management 2012, pp 105-114 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Nov 20, 2012

By J Westh, S Rashleigh, L Gallagher

Mining companies are moving towards automated haul trucks and other equipment. One reason for this is that if automated trucks can operate in a standard pattern over and over again without variation, then human error is reduced, if not eliminated.The challenge for mining production leaders/managers is to ensure operators follow standard operating procedures for load and dump operations, with each operator doing the same thing, every time. However, operators are only human and inconsistent performance is rife at every mine site. The finger may be pointed at the operators for not doing as instructed. The clarity and variability of trainer instructions may be considered causal to the problem. Herein lies the problem. Almost all operators believe they are following the procedure very closely; moreover, they all demonstrate a strong desire to conform to instruction.Using video analysis and feedback, each operator can be shown where and by how much they differ from the benchmark set by their company. Operators, often for the first time, can see definitively what they are doing, compared to industry best practice.The technology utilised by real-time video (RTV) crews measures time, distance and angles. It can overlay the video of the operator at the load site, with video of the perfect pass. Operators are amazed when they see how near to, or how far they are from best practice.The footage and data gathered by RTV assists operators in understanding exactly what adjustments are required to increase proficiency. It also assists load and dump superintendents to identify where in the process they are losing time. When translated to overburden removal or mineral/resource extraction, the result is large production economies without the need for large capital investment in new automated technology.CITATION:Westh, J, Gallagher, L and Rashleigh, S, 2012. Improving safety and mine productivity using real-time video technology, in Proceedings International Mine Management 2012, pp 173-188 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Nov 20, 2012

By A N. Danoucaras, S E. Goater, D Hearne, A M. Bansuan

It is globally recognised that existing and emerging mining activities should be conducted in a æsustainableÆ manner for the entire life of mine. Many companies annually publish corporate sustainability reports to demonstrate their actions in accordance with international expectations. This concept of sustainable mining practices also applies to mine water management, with influences often extending beyond site operations, affecting surrounding catchments and community users. This paper explores differences in conceptual and operational terms of æsustainableÆ mine water management within the Philippines. Outcomes of a review of corporate sustainability reports, governance documentation, research programs, and stakeholder knowledge acquired through action-research workshops are presented. The paper aims to inform and support future capacity building exercises delivered by the International Mining for Development Centre (IM4DC), with outcomes tailored to government officials and policy makers of developing countries. The project is funded by IM4DC, which is working with AusAID to identify needs and develop capacity with regard to mining for development; specifically, issues pertaining to governance and regulation, social and environmental sustainability, and operational effectiveness in developing countries.CITATION:Bansuan, A M, Goater, S E, Danoucaras, A N and Hearne, D, 2012. Integrated sustainable water management in mining for development in the Philippines, in Proceedings International Mine Management 2012, pp 205-226 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Nov 20, 2012

By J Harris, P Kirsch, R LaBouchardiere

æMining + Health in DevelopmentÆ is a project funded by the International Mining for Development Centre (IM4DC, 2012) to develop a centralised database of corporate sustainability initiatives for managing and improving occupational and public health, based on information extracted from social and environmental reports of major mining, oil and gas (MOG) companies. This register of materials has the potential to increase stakeholder awareness of the unique health risks impacting the minerals industry, employees, their families and surrounding communities, as well as to inform stakeholders on global industry approaches to health management.Data and preliminary outcomes from analysis of different MOG corporate sustainability reports on public health and disease management are presented for six African countries (Democratic Republic of Congo, Ghana, Mozambique, Sudan, Tanzania and Zimbabwe) and six Asia-Pacific countries (Indonesia, Mongolia, Pakistan, Papua New Guinea, Philippines and Vietnam).With the minerals industry facing ongoing rapid growth worldwide, including continuous expansion into developing regions, the æMining+Health in DevelopmentÆ project will inform industry, civil society and regulators of current health management practices and programming among the different sectors of the minerals, oil and gas industries and across various regional operations. This baseline information will serve as a resource for minerals industry managers, providing a forum for sharing best practice health management approaches amongst MOG companies.CITATION:LaBouchardiere, R, Harris, J and Kirsch, P, 2012. Mining and health in development - An inventory of global resource industry health initiatives in developing countries, in Proceedings International Mine Management 2012, pp 75-90 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Nov 20, 2012

By T Trott, G Lumley

"The mining industry suffers from a shortage of professional and other workers. Research and analysis has demonstrated a close correlation between high performance in productivity, maintenance and safety. There is also a significant correlation between engagement and performance. It is the hypothesis of the authors that mines can use a strategy of establishing themselves as a high-performance mine to attract and retain high caliber professional people: step 1 is to become best practice in equipment performance (productivity, maintenance and safety) step 2 is to brand the mine as æbest practiceÆ by sharing what has been confidential performance and outcome information with the general industry.Previous research has shown that many professional people are attracted by the prospect of a high achieving site because of the learnings and the support for continually doing better. In addition, a link has been established in previous research between productivity and safety. Operators and drivers are attracted to sites which have fewer dangerous people operating or driving. Good management delivers exceptional performance and a work site which high caliber managers and operational personnel people want to work at. The strategy requires commitment and proper execution but it can work. The strategy needs a specific approach and this paper will discuss this. A case study is provided from a mine which over a nine month period increased dragline performance by 15 per cent and reduced stress on the boom by 30 per cent. This mine paid the employees (professional and operational) $25 000/a less than the major mines but the operators and professional people would not leave; in fact, people were happy to be paid less to work there.CITATION:Lumley, G and Trott, T, 2012. Using best practice operations as a strategy for attracting and retaining professional people, in Proceedings International Mine Management 2012, pp 35-52 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Nov 20, 2012

By B Dodd

This paper details how the Australian Securities and Investments Commission (ASIC), as a disclosure and conduct regulator, approaches regulation of continuous disclosure, capital raising and control transactions in the mining and resources sector, and the reasons for the approach. In examining this topic the paper considers the Joint Ore Reserves Committee (JORC) Code (JORC, 2004), the VALMIN Code (VALMIN Committee, 2005), the relevant ASX Listing Rules and the relevant provisions of the Corporations Act 2001 (Corporations Act). This paper discusses ASICÆs approach to expert reports and disclosure with reference to Regulatory Guides 111 Content of expert reports and 170 Prospective financial information.CITATION:Dodd, B, 2012. Issues in capital raisings and disclosure, in Proceedings International Mine Management 2012, pp 3-14 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Nov 20, 2012

By D R. Seaman, Y Peng, F Burns, D J. Bradshaw

Telfer Gold Mine is a gold-copper mine in the eastern Pilbara of Western Australia, owned and operated by Newcrest Mining Limited. TelferÆs ores are processed by a dual train, 21 Mt/a, concentrator where gold is primarily recovered by gravity concentration and the flotation of a gold-bearing copper concentrate. A minor portion of TelferÆs gold is also recovered to a pyrite concentrate that undergoes treatment via carbon-in-leach (CIL) cyanidation. The gold recovery of the CIL circuit is below the industry standard and operates with a high reagent consumption rate.With a new fine-grinding facility, the Telfer process plant will have the ability to liberate copper and gold from the pyrite concentrate and recover these by flotation prior to the existing leaching circuit. This process will improve overall gold and copper extraction, while reducing reagent consumption in the CIL circuit.This article is an overview of the development of this methodology. Size-by-size analysis and mineralogical studies of monthly composites identified factors limiting the CIL gold recovery and the causes of high reagent consumption. Laboratory studies confirmed a relationship between the regrind product size and gold leach recovery. The addition of an intermediate flotation stage ensured that the regrind circuit will improve overall recovery while at the same time reducing operating costs. Without the addition of a flotation stage, the additional reagent consumption from regrinding alone would be prohibitive towards increasing recovery. Pilot scale studies confirmed the conditions required to selectively recover gold and copper from the pyrite concentrate as well as establishing the full scale regrinding energy requirements. Construction of this facility at Telfer is currently underway.CITATION:Burns, F, Seaman, D R, Peng, Y and Bradshaw, D J, 2012. Development of a pyrite regrind circuit at Telfer Gold Mine, in Proceedings 11th AusIMM Mill OperatorsÆ Conference, pp 45-52 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Oct 29, 2012

By D R. Seaman, B Adamson, F Burns, B A. Seaman, P Manton

The Telfer concentrator, located in the Great Sandy Desert of Western Australia, consists of a dual train gold/copper operation processing ore from one underground and, currently, two open pit mines with differing mineralogy. The flotation circuit of each train was designed to operate in several modes depending on the feed mineralogy. The majority of ore mined at Telfer is processed in a sequential mode where copper minerals are first floated into a saleable copper concentrate followed by the flotation of an auriferous pyrite concentrate which is treated in an on-site hydrometallurgical plant (carbon-in-leach (CIL)). Gold is recovered as a gravity product within the primary grinding circuit, to the copper concentrate, and to a lesser extent, the CIL circuit.Since Telfer was re-opened, with a new concentrator, in 2004, the processing plant has struggled with poor copper concentrate grades, partially due to the excessive entrainment of non-sulfide gangue minerals in the copper flotation circuit and, more recently, due to composite copper particles produced when processing ore from a supplementary satellite pit that has not previously been processed through the new Telfer concentrator. Gold recoveries in the CIL circuit have also been below industry standard. This paper presents the implementation of recent changes made to the circuit to address these performance issues. The reconfiguration of the circuit has involved the installation of the following major equipment items: two ISAMillsÖ in ultra-fine grinding applications (one in the copper circuit and one in the pyrite circuit), two Jameson Cells to improve fine gangue rejection and a bank of 5 + Outotec TC30s to recovery copper and gold from the reground pyrite stream. The equipment was purchased direct from vendors and an engineering firm contracted to design and install the multi-vendor reconfiguration upgrade.CITATION:Seaman, D R, Burns, F, Adamson, B, Seaman, B A and Manton, P, 2012. Telfer processing plant upgrade - The implementation of additional cleaning capacity and the regrinding of copper and pyrite concentrates, in Proceedings 11th AusIMM Mill OperatorsÆ Conference, pp 373-382 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Oct 29, 2012

By P Walker, I Crnkovic, D Bennett

The Phu Kham deposit represents a copper-gold porphyry system, with mineralisation present in skarn, stockwork and disseminated styles. Significant folding and alteration events have created a complex heterogeneous mineralogy horizon. Weathering and water table contact have created a leached zone, overlying transition zones with supergene chalcocite- dominant secondary copper mineralisation and clay-rich gangue. Primary ore copper mineralisation is mainly chalcopyrite with minor bornite. The major challenges to the copper-gold flotation process are a wide size distribution of chalcopyrite mineralisation and poor primary grind liberation, a high pyrite content in skarn ore requiring aggressive pyrite depression conditions, clay-rich gangue and non-sulfide copper mineralisation in weathered zones, and a significant association of gold with pyrite.The Phu Kham concentrator has been developed as a conventional semi-autogenous grinding (SAG) and ball milling circuit followed by selective rougher flotation, regrinding and cleaner flotation to produce a copper concentrate containing payable gold and silver values. The concentrator flow sheet design offered a capital efficient compromise between high copper recovery bulk sulfide flotation with large cleaning capacity, and lower recovery copper selective rougher flotation to ensure concentrate specification of 24 per cent copper grade could be achieved. This paper will examine and discuss concentrator flow sheet development, including projects implemented since commissioning to improve copper recovery, and future projects designed to maintain and enhance copper in concentrate production with decreasing copper grade and increasing pyrite content of ore feed, and increasing hardness of primary ore.CITATION:Bennett, D, Crnkovic, I and Walker, P, 2012. Recent process developments at the Phu Kham Copper-Gold Concentrator, Laos, in Proceedings 11th AusIMM Mill OperatorsÆ Conference, pp 257-272 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Oct 29, 2012

Production targets are the basis for almost every decision made by operations personnel in the daily operation of a concentrator. It is the production targets that determine how the plant is operated and therefore determine its efficiency. However, to achieve maximum plant efficiency production targets must be relevant to the process and achievable.In RoseberyÆs case, for many years, production targets were taken from budget data which, with the exception of mill feed tonnes and grades were carried forward from the previous budget. The zinc concentrate grade target was fixed at 57 per cent Zn, a long-term average; it was the accepted æstandardÆ for Rosebery. Historical data showed this target was never consistently achieved and plant efficiency was highly variable.Investigations into the possible causes for the variable performance ruled out plant and mechanical issues. Despite the Rosebery concentratorÆs age the plant and equipment are more than serviceable and reliable. The mineralogy of the ore and specifically the iron content of the sphalerite was found to be the most significant determinant of zinc concentrate grade. It was found with increasing frequency that the zinc grade of the sphalerite in the ore was below the zinc concentrate grade target. Consequently on these occasions attempts to meet the required concentrate target destabilised the process resulting in plant inefficiencies.Using the correlation between iron and zinc, data modelling was able to accurately predict the maximum zinc concentrate grade achievable for any ore type. By using on stream analysis instrumentation the operations personnel are now provided with constantly updated concentrate grade targets. By knowing the mineralogical limits of the ore at the time it is being treated process stability is maintained allowing plant efficiency to be optimised. This has resulted in a step change in plant performance and a significant increase in revenue.CITATION:Harris, G R, 2012. Developing and implementing ore-specific targets for the Rosebery Concentrator, in Proceedings 11th AusIMM Mill OperatorsÆ Conference, pp 321-324 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Oct 29, 2012

By D Hillier, A Giblett, K Parker, V Ramsell

Kalgoorlie Consolidation Gold Mines (KCGM) operates the Kalgoorlie Super Pit open cut, Mt Charlotte underground mine, Fimiston process plant and Gidji Roaster facility for joint venture partners Newmont Mining Corporation and Barrick Gold. In 2004, the Fimiston plant was upgraded by the addition of gravity concentration to the Fimiston and Mt Charlotte grinding circuits, including the installation of a central intensive cyanidation reactor to process the gravity concentrates. The gravity project was justified after detailed analysis demonstrating an expected increase in overall gold recovery of approximately one per cent, in addition to reduced elution costs and reduced gold inventory in flotation concentrate stockpiles. The gravity circuits were commissioned in August 2004, and have since consistently recovered 10 to 20 per cent of the gold present in the KCGM ore, delivering a reduction in coarse gold losses equivalent to 0.45 per cent additional metal recovery and contributing to improved metal accountability.CITATION:Giblett, A, Hillier, D, Parker, K and Ramsell, V, 2012. The impact of gravity gold recovery at Kalgoorlie Consolidated Gold Mines, in Proceedings 11th AusIMM Mill OperatorsÆ Conference, pp 199-206 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Oct 29, 2012

By J Seppelt

The Kanmantoo Copper Project is owned and operated by Hillgrove Resources Limited and is situated in the Adelaide Hills region in South Australia. Mining in the area has taken place off and on over the last 140 years to recover metal from both copper and lead-zinc ores. This paper focuses on the commissioning, ramp up and future outlook for the copper concentrator at the Kanmantoo Copper Project with major focus on issues encountered and operating performance achieved to date.CITATION:Seppelt, J, 2012. Commissioning of the Kanmantoo Copper Concentrator, in Proceedings 11th AusIMM Mill OperatorsÆ Conference, pp 127-136 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Oct 29, 2012