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This paper forms part of a series of papers relating to the Melbourne Underground Rail Loop and presented to the Fourth Australian Tunnelling Conference in Melbourne, March 1981. The Design of Electrical and Mechanical Services in Museum Station and adjacent Running Tunnels and their relation to Rail.wruy Operation through the Loop are described. The descriptions, while specific to Muscrio Station, are generally representative of those being provided at Parliament and Flagstaff Stations. The Museum Station comprises some 6500 square metres of platform and track area, 5000 square metres of booking hall concourse and entrances and 1200 square metres of offices and plant rooms. The Mechanical and Ilectrical Services for this complex are .imilar in many aspects to those of a large !.gr.hrise city building, but in general the i::;ign is directed more strongly towards :.arety, durability and reliability, and subject to many restraints imposed by L'mitations of space and accessability.

Jan 1, 1981

There are three major human resource management activities which, depending on how well they are done, impact on the performance of people and therefore the bottom line. These are: ò recruitment; ò training and development; and ò performance appraisal. Most sizeable organisations would say they are involved in all three, but there are many more that would admit that their human resource management practices are limited to recruitment. If we concentrate on the organisations that currently undertake all three, we have to ask, `Are they using different systems/benchmarks for each activity, or is there congruence between the activities?'. Our experience is that most organisations use different systems/benchmarks. The end result is: ò one set of criteria to recruit staff; ò another to identify their training needs; ò and yet another set of criteria to measure their staff's Performance.

Jan 1, 1995

Since the mid-1970s there has been increasing attention in the South Pacific area to the problems of disaster planning and management at various levels, mainly from regional through national to provincial levels. This concern has been expressed in a variety of ways. International aid donors have made their views known in commentaries or reports. Seminar discussions have been organised at the regional level (such as at Suva, 1976; Suva, 1979; Tonga, 1982 and Suva, 1983). In-country training workshops or meetings have been organised (such as the "Disaster Preparedness Workshops for Non-governmental Organisations" in Pacific countries, jointly run by the Australian Red Cross and the Australian Overseas Disaster Response Organisation and supported by AIDAB, in Vanuatu, 1985; Solomon Islands, 1985; Western Samoa, 1986; Fiji, 1987; Tonga, 1987; Lae and Port Moresby, Papua New Guinea, 1988) or held outside the area (ACDC at Macedon, 1981). Training and/or research institutions have been established such as the East-West Center, Honolulu, and the Asian Disaster Preparedness Center, Bangkok (more Asia oriented). As part of the East-West Center Pacific Islands Development Program's Disaster Preparedness Project, a detailed manual of disaster preparedness and response procedures and guidelines has been published (Carter, 1984).Table 1 and figure 1 show that the area with which this discussion deals is a highly fragmented island region, comprising many small, some minute, nations, both in land area and population. The social structure is predominantly rural, with the capital city often making up a small part of the total population and, in absolute terms, little more than a small town. Outside the administrative and governmental activities concentrated in the capitals, in most cases the indigenous inhabitants depend on subsistence agriculture or on usually a monocultural concentration on a cash crop, most frequently coconuts.

Jan 1, 1990

A feasibility study will fail its objective if it does not identify and then correctly assess, all the risks which could have a substantial impact on the financial viability of a project. Before this assessment can be undertaken, one needs to understand the risk profile of the entity which is making the decision about the project. Some of the commonly encountered issues when assessing project risk are related to the problem of not being able to see the wood for the trees. In any risk analysis it is important that conservatism does not strangle a viable project; that the variables are internally consistent with each other, that reality checks are carried out and that appropriate expertise is used. Sensitivity analysis forms a part of the overall project risk assessment; however, it can only test those variables which have already been identified in the financial model. The most useful tool in performing a sensitivity analysis is Monte Carlo simulation. When properly used, it provides a more real world scenario than the simple adjustment of key variables by ¦ 10 per cent one at a time. Monte Carlo can provide valuable information about the robustness of a project. Project risk and sensitivity assessment is prone to the analysis paralysis syndrome. The focus should be on quality rather than quantity.

Jan 1, 1997

By D Thornton

Geologists use large data sets and spend many hours and much computing time modelling the distribution of minerals throughout a rock mass. Significant investments in drilling, assaying and quality assurance and quality control (QA/QC) are made before sophisticated geostatistical techniques are applied to the collected data. A large amount of research has been done in this field such that the ore control model is a reasonably accurate reflection of the mineral that is actually in the ground. However, after all this effort, the mining engineers then work just as diligently to blast the in situ rock mass to a particle size that can be efficiently handled and further reduced by downstream comminution processes. In open cut mines, this invariably requires large amounts of explosive energy that displaces the ore boundaries from where the geologists originally defined them. Failure to accurately account for blast movement will result in misclassification, whether that is ore to waste; low grade to high grade; sulfide to oxide; or other contaminates û collectively referred to as ore loss and dilution. The financial consequence of getting this wrong is substantial and not well quantified. This diminishes all of the good geological QA/QC done in defining the ore. This paper discusses various technologies used to physically measure blast-induced orebody movement and the difficulties in modelling this with a purely theoretical approach. Rock mass structure, blast energy, design and timing contours all have significant and interrelated effects on blast movement vectors. Measured blast movement has a large variance due to the uncertainly of many of the controlling parameters û arguably dominated by the heterogeneous nature of the rock mass. Although there have been significant advances in blast movement modelling capability in recent years, this unpredictable blast movement limits their use in the context of production ore control. Certainly, without physical field measurements, accurate predictions of movement are near impossible.Limitations of traditional surface markers in determining three-dimensional (3D) blast movement within the orebody are also reviewed, and advancements in accurately measuring these vectors within blasted ore discussed

Sep 26, 2011

One common public perception of mining is that financially it is an extraordinarily risky business. Another and contrary view, in certain circles, is that price risk and other financial risks can be relatively easily removed or shifted by a number of schemes or devices. In reality, beyond the orebody discovery stage, mining need not be any more risky than most heavy industrial businesses. Nevertheless, as stated by Rappaport, (1986): Risk is a parameter of central importance in establishing the economic value of any asset. The level of risk is determined both by the nature of the firm's operations and by the relative proportions of debt and equity used to finance its investments. These two types of risk are commonly referred to as 'business risk' and 'financial risk' respectively. The term financial risk is used somewhat more loosely herein to recognise the reality that any risk inadequately addressed in the design, construction and operation of a mining project can have significant financial consequences; usually negative. For instance, a specific area of business risk in mining is often called technical risk which definitely has severe financial consequences if not managed correctly. The various risk shifting, hedging and risk management tools available all have their place and range from merely useful to almost indispensable. However, in the long-term, financial risks are maintained at acceptable levels by the application of sound, more fundamental business management principles. There are many with a vested interest in perpetuating a perception that the conceptual foundations of sound management practice are extremely complex. In reality, most management concepts are prosaic, but their application requires incredible discipline and hard work. There is no magic formula or 'silver bullet'. It appears that a company whose activities are restricted to mining can analyse the range of risks specific to mine development and operations more clearly than companies in which mining is just one of many businesses. The almost universal failure of large oil companies in the mining business is probably the best example of lack of any clear comprehension of fundamental business characteristics and risks. Conversely, in regard to risk management, choosing to be in other business as well as mining does nothing to reduce the risks of the mining business. The individual shareholder can probably make such 'diversification of portfolio' decisions better than most management teams. It could be argued that diversification across a number of disparate businesses may actually increase overall corporate risk due to lack of management concentration and focus. These differences between the perceptions of financial risks and the realities in mining need to be further elaborated in relation to some uncompromising business concepts.

Jan 1, 1994

By Johns D. R

The producers of mineral sands on the East Coast of Australia might be regarded as having a simple task of selling Rutile and Zircon. Such is not the case. Differing quality and grain size requirements plus the dramatic increase in the percentage of mineral sold in a processed form have meant a large increase in the number of different end products handled. The resulting sales control problems are compounded by the need to be able to deliver against a large number of separate contracts which may relate to spot or long term sales in small quantities or in bulk shipments. Methods of helping management control this situation have been devised and incorporated into a suite of computer programs. Experience with the approach has been very satisfactory. The effect of changes to shipping schedules, commitment to new or changed orders, or proposed changes to production can be evaluated as and when necessary with little bother. Confidence in decisions taken is high since the process of data collection has been designed to involve

Jan 1, 1977

By Hedge AS

Mt Whaleback is one of the largest open-cut iron ore mines in the world. Haulage cost is the single largest component of operating costs at the mine. Past studies towards alternatives to truck haulage have recognised the potential viability of an in-pit crushing and conveying system, dependent on the proportion of uphill haulage. After seventeen years of mining Mt Whaleback still contains more than 1,000 million tonnes of ore, needing 1,800 million tonnes of waste removal to extract it. What was once a quarry has now turned into a large open pit. The increasing proportion of uphill haulage, the need to replace ageing 120 ton and 200 ton trucks and the necessity of achieving and maintaining a higher stripping ratio prompted, in 1984, the initiation of a new feasibility study into the viability of alternative material handling systems. A semi-mobile in-pit crushing and conveying system was found to be most suited to Mt Whaleback conditions. The East Pit was selected as the best location based on the analysis of haulage profiles measured on long term incremental mine plans. A capacity of 22 million tonnes per year was considered achievable by the proven technology currently available. A detailed estimation of capital and operating costs of two systems - one with trucks only and another with trucks, crusher and conveyor - for the removal of 22 million tonnes per year of waste rock, showed substantial cost savings achievable by the proposed system. An economic evaluation of the two systems established the advantages of constructing the in-pit crushing and conveying system. This is now under construction and will be commissioned in early 1987. Experience gained in constructing and operating this installation is expected to influence decisions on similar installations in future.

Jan 1, 1986

Efforts to stabilize international markets in commodities have gradually intensified during the course of this century in keeping with the grow- ing complexity and interdependence of the world economy and the increasing involvement of government in economic activity. Successive Australian Governments have con- sistently supported the concept of commodity agreements and arrangements in an effort to lessen short term fluctuations in price and to moderate the boom/bust conditions which tend to charac- terize production and trade in many commodities. The objective is to stabilize price at a level which equates supply and demand over the life of the arrangement. Such action involves a degree of market inter- vention and government involvement in the inter- national trade in the commodity concerned; the acceptability and desire to foster such arrange- ments varies from country to country depending upon attitudes to market intervention and man- agement. However attitudes, even among those opposing commodity agreements, have under- gone a major reversal in this century. Before the first world war, such intervention as existed almost entirely involved the physical producers. There was almost no government involvement and at that level most regarded commodity agree- ments as neither desirable nor practical. However government regulation of such activities as pro- duction and marketing of food during World War I, coupled with post-war shortages, followed by overproduction and the crash in prices during the Great Depression, stimulated producer gov- ernment interest in commodity market regulation. Consumer governments took a little longer and with a few exceptions, it was not until the post World War II period, that the fear of shortages of basic commodities brought some consumer countries to accept the concept.

Jan 1, 1978

By X B. Sun

Mining work is a high-risk operatation under a special environment. It is affected by space, lighting, noise, vibration, dust, air pollution, etc as well as coal seam conditions, complicated geology construction, combustion of coal, gas, coal dust, etc. Factors which affects safety production are numerous, eg natural conditions, technical equipment level, producersÆ and managersÆ qualities. It is a complex system engineering to ensure mining safety and high efficiency. Among the ideology, methods and measures of safety management are the most important factors besides safety technology. Mine productive environment is a main problem that affects minerÆs work as far as safety and health are concerned. Combining ChinaÆs mine productive environment situation and using human ergonomics theory, this paper explores a series of measures and suggestions as to how to reinforce safety management, how to build up the safety management ideology, how to improve the mine production environment, how to decrease coal mine accidents, and how to ensure mining safety and high efficiency.

Jan 1, 2003

Despite improving technology, better training and the use of modern monitoring and communication systems there is a disproportionate rate of diameter occurrences in the mining industry. The use of appropriate plans and a practical approach and managing risk can reduce the number of occurrences and ensure better control of emerging situations when they do Occur.

Jan 1, 1998

Successfully managing project development and construction has often been a challenge in the mining industry. This is reflected in the number of projects that have taken longer to build, exceeded their budgets and then struggled to achieve the performance targets so confidently predicted beforehand. This paper outlines the fundamental elements of project management necessary to deliver mining projects on time and on budget, and performing as originally intended. It looks at areas such as the study process, project planning, team selection and structure, project controls, types of contracts used and approaches to contract management.

Jan 1, 2006

Exploration of a coal deposit provides the data on which a range of mine plans can be developed during project feasibility. The stages of exploration use methods and procedures which initially outline the deposit with more detailed data gathering and analysis of the specific site complexities. The in situ coal resource and reserves are calculated. The mine plan is a function of the mining method chosen and can have significant impact on the recoverable reserves. Other factors which can impact on the recovery of the reserves and the ability to maintain planned production levels are those which were either undetected during exploration or were misinterpreted. Exploration programs should be detailed enough to minimise to an acceptable standard the recognised and potential risks. Past programs which explored to achieve a minimum exploration density required to satisfy measured reserve status have generally proven to be inadequate, placing reserves and production at risk.

Jan 1, 1997

The word "mine" means different things to different people. To a professional in the mining industry, it may mean trucks and shovels, overburden dumps, headframes, mill buildings, and the other conventional nuts and bolts that constitute an operating mine. To an environmental- ist it may mean bulldozed trees and tailings dams. To a mining engineer who has spent a significant proportion of his career in mine and prospect evaluation, it can mean a hole in the ground with a liar at the top. The liar in this case is frequently not so through design but through ignorance. The purpose of this paper is to contribute in a small way to en- lightening that ignorance. In doing so, it will foster more effective deployment of the pool of risk capital available to the industry.

Jan 1, 1982

The three main types of iron ore deposits in Australia are bedded, massive and residual. Some character- istics of iron ore, important in its process behaviour, are related to its mineralogy which is a result of its geological history. World iron ore resources are extremely large but there are problems in quantifying re- serves, defined as that part of re- sources from which a useable commodity can be extracted economically. The relationship between the discovery and exploitation of iron ore resources and the process of industrialization is examined in historical and present day contexts.

Jan 1, 1976

Legislation, if it is to be effective, must be enforceable by the state and acceptable to the industry. In the mining industry the relationship between the government inspector on the one hand and the mine management and employees on the other, must be one of full co-operation before the system can be effective. To understand our present system, which is-duplicated in most countries of the world, an examination of the history from which it evolved is necessary.

Jan 1, 1975

By Beattie T

For many years explosive sensitized explosives were assessed using the ballistic mortar. The standard test used lOg of explo- sive initiated with a detonator. Over the past 30 years many non- explosive sensitized explosives and blasting agents have been developed. Most of these new explosives and blasting agents cannot be tested in the ballistic mortar as they are not initiated by a detonator. It is also known that all explosives have a criti- cal diameter. When the cartridge diameter is less than the criti- cal diameter a stable detonation cannot be produced and the explosive fails to propagate. For many blasting agents the criti- cal diameters are greater than 50mm and such large diameters cannot be tested in the ballistic mortar. The underwater test allows explosives to be tested in diameters greater than the critical diameter and to be adequately initiated with suitable boosters. The effects of the explosive on the water are easy to measure and the test provides a safe, convenient and reproducible means of assessing explosive performance. The reaction products are allowed to expand to a low final pressure. The underwater test can therefore be used to give a measure of the total expansion work of explosives. The detonation of an explosive induces a shock wave in the surrounding water. The profile of the shock wave can be meas- ured 3-6m from the charge and the energy in the shock wave cal- culated. Measurements over a range of distances show that the shock wave is attenuated as it travels through the water and the attenuation is different for each explosive. This makes it difficult to estimate the energy dissipated in the water between the charge and a single gauge. The reaction products continue to expand and displace water. The bubble continues to expand until the kinetic energy of the water is zero. The gas pressure in the bubble is now lower than the hydrostatic pressure and the bubble radius is a maximum. The higher external hyrdostatic pressure causes the bubble to implode. The bubble energy is the work done displacing the maxi- mum bubble volume against the hydrostatic pressure and can befound from the bubble period. It is not always easy to find a large enough pond for the bubble to expand undisturbed by the water surface and the containing boundaries. This makes it difficult to determine the bubble energy accurately in shallow Ponds.

Jan 1, 1988

By Folie M

Energy models are evaluated according to their contribution to policy decisions. The view taken is that if any model is to provide policy insights, it should be based on economic theory. The difference in modelling methodology between economists and technol- ogists is discussed. The technique of energy analysis is criticised. The basic structure of some of the large economic models is presented and their policy usefulness is Discussed.

Jan 1, 1977

The paper outlines the development and objectives of the slim core (50 mm dia.) testing procedures employed at the Company's Central Research Laboratories with particular reference to washability studies required for coalfield evaluation. It shows that when the routine test procedures, that have been developed for cores recovered form the Sydney Coal Basin, were applied to Bowen Basin Coals some of the washing data obtained appeared to be suspect. Though yield indications appeared to be of the right order, product ash, required separating gravity and percentage of near gravity material were found to be at variance with bulk washability data. The results of a correlation study made on an underground seam from the Bowen Basin comparing slim core, hulk sample, and pilot plant washing data are given. The results of a series of studies including washability studies made on slim cores, strip samples, large diameter cores and bulk samples, pilot washing trials and computer simulations of washery circuits treating Lilyvale seam coal from the Bowen Basin are shown.

Jan 1, 1977

My message to you today is simple. The mining industry in Australia has a proud record of successful research and innovation. If it is to continue to provide this country with its major exports that records must continue. I will endeavour to show that

Jan 1, 1994