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Risk Management has been applied relatively slowly in the mining industry. Except for the risk concept application in financial considerations, the application of Risk Management in safety management has been far from satisfactory. When applied it was treated in a global occupational safety and health sense. Regardless of how much the mining industry has progressed over the years it is still, in many respects, `state-of-the-art' business. The safety aspects of mining are well known and yet little understood by the public. Regardless of what has been achieved so far and how much effort has been put into it, mining is regarded as an unsafe and somehow rude business. Safety records of the mining industry vary from State-to-State. Latest mining related disasters in PNG and Queensland and some other fatal accidents support this public perception. They purport a need for change in managing safety in the mining industry. The latest mining fatalities have raised the issue: What must be done to improve safety standards? Duty of care, risk management and system engineering concepts can provide some answers. Risk Management principles which have been advocated for some time provide many answers and explanations and can make safety management more constructive and workable. What has been missing so far is that this concept has neither been applied nor has been modified for its practical application and purpose on a larger scale. A risk management approach to the management of safety and health in the mining industry is addressed, herein. This approach does not attempt to provide the solution. It does, however, provide a basic understanding of what Risk and Risk Management are all about. Rational management of risk is addressed in the life cycle and system contexts. A system of continuous improvement is applied. There is always a chain of events, outcome, exposure, consequence(s), and consequence(s) value(s). It means that development of an event takes place in time and space. Dynamic circumstances have been created in or within the system. It is a decision-making process designed to provide a methodology which is directed not toward a mathematical model but toward easy use and application in dynamic working environment, by decision-makers who can be anybody from either a risk taker or a risk creator. The emphasis is placed not only on arriving at the best practical, possible and fair decision but also on structured and systematic acquisition of knowledge about the system, its hazards and associated risks, hence increasing the decision maker's ability to manage the decision-making process related to the management of risk.

Jan 1, 1995

The quality of the external water source for a mineral processing plant may influence the extent to which the environmentally desirable practice of recycling of water from plant products is possible. This is particularly likely for froth flotation plants where the chemical quality of the water may affect the plantÆs performance. The quality of the external water source or the recycled water can be improved by a water treatment step, and in turn the extent of recycling which can be tolerated is able to be influenced. The quality of the external water can range from very high quality, soft water derived from melting snow, to poor quality, hard water (high levels of dissolved calcium and magnesium) from underground aquifers, and to even lower quality sea water (very high levels of dissolved species including sodium chloride). It can be noted that some underground water is more saline than ocean water as well as containing high levels of dissolved calcium and magnesium. Occasionally, a different source of water is utilised in the wet and the dry seasons. Increasingly, sewage water from cities is becoming a potential external water source with sustainability implications. If the initial quality of the external water is high, the scope for recycling of water from all the products is maximised. Such reuse or recycling of water from the products allows chemical species from oxidation of the ore and from other inputs to the process such as reagents to increase in concentration in the water returned to the plant. Such accumulation of species can have negative effects on the performance of a process such as froth flotation but instances of positive effects exist. Some reagents which are used in flotation plants such as lime or sodium carbonate also happen to be commonly used for independent water treatment plants. Hence, the flotation process may inadvertently provide some aspects of water processing. Where the quality of the water in the feed to a mineral processing plant (external water plus recycled water) is not an issue, more powerful solid-liquid separation processes can be considered to maximise the removal of water from the products and its reuse. Such processes may also have complementary benefits in a sustainable mineral industry by, for example, producing a tailing stream with a higher per cent solid value which is more suitable for safe storage on the surface or underground. This paper documents findings on the effect of water quality on the flotation process. It also considers current directions of change in the need for increased removal of water from plant products. It then considers the implications of these trends for maximisation of water recycling by such operations.

Jan 1, 2003

By B Ilich, M Brad, R Brandli, E MarT

The Wirtgen surface miner was investigated for application to the Cloud Break iron ore deposit since it can selectively mine thin seams and there is no requirement for drilling and blasting or primary crushing as the surface miner cuts and breaks the rock to secondary cone crusher feed size. A physical metallurgical study of the surface miner run-of-mine (ROM) from Cloud Break was conducted to better understand the product size distribution, amount of -31.5 +6.3 mm lump produced, lump stability and physical metallurgical quality compared to conventional drill and blast techniques. Since the Cloud Break mine was not in production, the lump product from crushing and screening of surface miner ROM was compared with product simulations using traditional premining physical metallurgical processing techniques including drop testing of PQ diamond core. Drop test conditioning is widely used in the iron ore industry to simulate blasting, crushing and screening at the mine and subsequent product degradation during handling from mine to port to predict both the amount of lump product on ship and the size distribution of the fines and lump. The size distributions of surface miner ROM for hard, medium and friable ore types show very tight size distributions with very little above 100 - 150 mm, about 60 per cent of the distribution between 75 and 6.3 mm, with less below 1 mm compared to conventional drill and blast ROM. Crushing, screening and drop test conditioning of the surface miner ROM produced more lump in equivalent ore types compared to drill and blast techniques or their breakage simulation using PQ diamond core. The higher lump yield from the surface miner was also confirmed by pilot scale crushing of some 7400 t of surface miner ROM from the Cloud Break trial pit. The lump produced from surface miner ROM was quite stable and showed similar low degradation characteristics to lump simulated from drill and blasting techniques. Product size distribution simulations using conditioned crushed lump from 1 m diameter Bauer hole samples were found to compare well with processed PQ core samples and surface miner product from trial mining at Cloud Break. The Bauer sample method is therefore considered to be a very useful close simulation to actual lump production, although the lump yield is lower.

Jan 1, 2007

The decision to contract or owner mine should be independent of, and should be made before, definitive estimated cost comparisons could be available. There is substantial potential risk of estimated cost comparisons being flawed due to difficulties in compiling comparable estimates for differing business objectives, errors and omissions or because of significant bias. In the current economic environment, escalating cost pressures potentially lead to increased incidence of disputes in mining contracts. The apparent cost of contractorÆs profit and overheads has tended to become more significant to owners. Economy-driven trends towards higher levels of performance and commercial risk for contractors, and the potential for more adversarial, difficult management; with attendant disputation between contractors and owners, have encouraged development of so-called ærelationship contractsÆ û partnering or project alliance contracts. The paper discusses the issues, circumstances when owner mining or contract mining is favoured and perceived advantages and disadvantages of contract mining. The implications of owner-perceived core business and core skills and outsourcing are also discussed. Techniques of introducing objectivity into the decision to owner or contract mine using matrix analysis or benefit comparisons are described. A disciplined procurement process should deliver a decision to owner or contract mine independent of, and prior to, any definitive comparison of estimated costs. A generic procurement process model is provided as a basis for discussion. Risk is discussed generally and as a significant factor in comparison of estimated operating costs. Consideration of risk and any prudent cost treatment are promoted as necessary pre-requisites to any comparison of estimated costs. The paper develops the concept that the decision to owner or contract mine should be based on real benefits that become obvious in the early stages of the development, particularly the procurement process; and before definitive estimated cost comparison can be available. In the context of this concept estimated cost comparisons tend to be confirmatory. Problems with comparing estimated ownerÆs operating costs with tendered contract prices are also discussed, particularly recovery of capital cost of equipment; and the owner minerÆs trade-off of operating risks for the residual contractorÆs margin attributed to overheads and profit. The paper concludes that sole reliance on a comparison of estimated ownerÆs operating costs with tendered contract prices in deciding to owner or contract mine is questionable and likely driven by a need to satisfy specific in-house customers.

Jan 1, 2003

The use of scrapers in mining and earthmoving operations is not new; in fact they are one of the earliest methods of bulk earthmoving. A single machine, which can load, haul, and dump material with a minimum of ancillary support is a highly productive and cost-efficient method of earthmoving. In recent times scrapers have been unpopular due to perceived problems and operational limitations, but the last couple of years have seen a resurgence in the use of scrapers in the Bowen Basin as a primary prestripping tool. The main operational limitation of scrapers is the economic operating range. Maximum productivity and lowest cost per bcm is achieved on short leads, as the lead distance increases the cost per bcm quickly reaches and then overtakes that of an truck-excavator fleet. The geometry of a ætraditionalÆ coal mine does not readily allow short leads for prestrip fleets due to the nature of dragline stripping operations. The strip arrangement means that material has to be taken around the end of the pit, meaning a longer haul distance than the actual point-to-point distance between load and dump. This can be alleviated by using pit bridges, however these can cause spoil problems for draglines if not properly planned and have been avoided by many mines. Due to the economic haul distance limitation of scrapers, truck-excavator fleets have become the normal method utilised. Currently more geologically complex mines are opening up, which do not allow traditional down-dip strip mining to occur. Cross-dip mining methods allow for short leads between prestrip loading and dumping areas, hence scrapers and bulk doze are realistic alternatives to a truck-excavator fleet in the prestrip environment. Keeping the lead distance to a minimum a fleet of 657Æs can move material at a very low cost. The other main operational limitation of scrapers is the type of material that can be economically excavated. Hard material can lead to damage to the bowl, free-flowing sand will not readily stay in the bowl leading to reduced load factors. Ripping the material with a dozer prior to excavating can lead to improved loading time, and greatly reduced GET consumption. When considering scrapers for prestrip operations a number of things must be considered: is the lead distance within the economic haul distance? should twin power (push-pull) or single power (dozer pushed) scrapers be used? do I need to rip, what should I rip with? what ancillary support is required? is there another system already available on-site which is currently under utilised? This paper considers the parameters under which large twin power scrapers are the most effective way of undertaking prestrip operations.

Jan 1, 2003

By R Vleggaar

In addressing a short-term operational need for the relocation of a tailings storage facility reclaim pond, a mine has achieved a host of water management objectives. Through effective planning and adoption of a strategic æwhole of mine lifeÆ approach, the mine has achieved significant environmental, social and economic benefits. A review of all water management aspects across the site identified a host of other interrelated water issues and concerns which, if dealt with individually, would prove too costly for individual operational departments. When considered as a whole, however, the issues became opportunities and provided the stimulus for integration of the site water management system. The development of site water and solute balance models provided the tool by which a number of water management options/strategies could be evaluated. The conceptual design and costing of the proposed water infrastructure further facilitated the evaluation of the multiple benefits to be gained from each option. A business case could then be made to mine management for the preferred option. The recommended water management strategy finally recommended to the mine not only provided a tailings storage facility (TSF) reclaim pond, but also provided for:increased wastewater recovery from the TSF, the capture of all waste rock dump run-off, additional water harvesting from local creeks, increased wastewater reuse, improved environmental water management, infrastructure that could be used by the local community after mine closure, and overall cost savings. This paper illustrates how effective water management planning can provide both short-term economic and environmental benefits, as well as long-term social benefits.

Jan 1, 2006

By W A. Ducker, R-H Yoon, M Mao

Froth flotation relies on an attractive force between a particle and a bubble to selectively extract particles from a mixture. The range and magnitude of this attractive force is an area of ongoing investigation. We describe measurements of the effect of dissolved gases on the long-range attractive surface forces between a silica plate and a glass sphere in aqueous octadecyltrimethylammonium chloride (C18TACl) solutions. The measurements follow on the work of Sakamoto et al (2002) who have concluded that long-range interactions occur in air-equilibrated surfactant solutions but not in degassed solutions. In the present work, we have measured attractive forces that have a much larger in magnitude than the expected van der Waals force in solutions that were degassed by the same procedure used by Sakamoto et al (2002). We find that the forces are most attractive at 5 + 10-6 M C18TACl, which is close to the charge compensation point (ccp) of the glass sphere. At this concentration, the attractive force decays exponentially with distance and the decay length is 34 in air-saturated solution, and 38 nm in degassed solutions. In both air-equilibrated and degassed solution, the force is quite sensitive to the concentration of surfactant. The force is also sensitive to the pH. We note that our degassing procedure increases the pH of the solution from about 5.7 to 6.6 (presumably by removal of dissolved CO2). We find that the forces measured in degassed solution can be reproduced by using a solution that was equilibrated in air, then the pH was increased by addition of NaOH. Therefore, we conclude that the main effect of degassing in our experiments is to raise the pH. We show that the range and magnitude of the attractive force decreases in the presence of salt (NaCl). This suggests an electrostatic mechanism for the attraction. Possible mechanisms for the attractive force are examined, including the mechanisms that rely on a patchy coverage of surfactant on the silica surface.

Jan 1, 2005

Prior to the merger of BHP and Billiton, both companies had a keenfocus on improving their performance in health, safety, environment and community (HSEC) matters. This shared intent, albeit executed insomewhat different ways, provided an excellent foundation for the newCompany. During the integration planning phase, a team was formed toconsider the organisational design for consistently achieving world class HSEC performance. The design included the policy platform, resources, structures, standards and procedures to be implemented in the merged entity. A key aspect of the design was the fully integrated HSECManagement Standards. These Standards create the framework for theconsistent application of BHP BillitonÆs HSEC Policy at all of ourmanaged operations across the world. The Standards have their origin in similar frameworks adopted by BHP during the 1990s, as well as thewell-known quality related standards (eg ISO 14001). However, they areunique in that they combine all aspects of HSEC management into asingle integrated set of auditable standards. By combining these areas and integrating our HSEC Management Standards with other aspects of the æBHP Billiton WayÆ, we are establishing a holistic, line management driven improvement approach. Over time, the BHP Billiton Way will embed a systematic improvement philosophy that we expect will become a key source of competitive advantage. The HSEC Management Standards are consistent with ISO 14001,OHSAS 18001, the Australian Minerals Industry Code for EnvironmentalManagement and generally aligned with SA8000. While compliance withthese external standards ensures that a systematic approach andimprovement plans are in place, BHP BillitonÆs HSEC Standards gofurther to include minimum performance requirements that reflect theintent of our HSEC Policy. Therefore, implementation at site levelensures that robust systems are in place to implement our Policy and that accreditation can be achieved to external standards if required.To assess implementation of the HSEC Management Standards anaudit system has been designed which incorporates both self-assessmentand peer review. Each site is required to undertake an annualself-assessment of compliance with the Standards using a commonassessment protocol. Every three years a peer review is conducted at each site to confirm the results of self-assessment and to provide a means of sharing knowledge throughout the Company. The review teams are composed of line managers and HSEC professionals from around theCompany, representatives of our joint venture partners and independentspecialists as required. The Company has committed to public reportingof the audit results through our annual HSEC report and this is reflected in our published targets. From a wider perspective, as we in the resources industry strive tocollectively raise our HSEC performance and reputation, there may be arole for industry based HSEC Management Standards complemented bya level of independent review.

Jan 1, 2002

By M Lewis, A Cook

This paper is based on the technology and functionality of a Modular Mining IntelliMINE« system which is a real-time decision-making tool. The IntelliMINE« system, incorporating Dispatch, is a fully Integrated Mine Management System. Measuring, quantifying and analysing the performance of mining is considered a fundamental and strategic step towards changing the nature of technical and operational decision-making at the majority of international mining corporations. Successful implementation of electronic data capture devices and computerised tools have enabled many mining operations to improve their competitive position with an improvement in the utilisation of the key assets, mineral resources, capital mining equipment and human resources. Real Time Mine Management Systems are designed to direct the emphasis away from collecting data and focus decision makers on the real issues with well-presented and reliable information. The systems provide a common stream of information to enable senior management, operations, maintenance, technical and process plant staff to make complementary decisions based on reliable, accurate and timely data. The mine asset information tools focus all employees on performance and give them feedback on their area of responsibility. The resulting tangible benefits can be delivered in different forms depending on the mining method, ore type, workplace culture and the current competitive position. Typical areas of improvement reported by system users are:reduction in capital expenditure on mining equipment fleets; more effective planning and budgeting parameters and procedures; increased control over ore-extraction and processing; increased employee accountability and organisational performance; and improved co-ordination between planning, operations, maintenance and processing. These improvements can be delivered in different forms depending on the status of the mine and commodity markets. In times of market oversupply and low commodity prices, the benefits can be delivered to the bottom line in terms of reduced cash costs, reduced capital and operating resources to maintain constant production. In times of market expansion, existing capital resources will be more productive delivering increased production and revenue. Mine management systems have the potential to transform a traditional mine operation into a learning organisation with an improved understanding of the critical performance issues and enable development of relevant strategies to continually identify and eliminate operational inefficiencies. The effectiveness of each strategy and operational change can be accurately monitored and its success (or otherwise) will be quantified. The latest downturn in the world metal prices has forced many mining companies to focus on cost reduction and productivity improvements as a means of remaining competitive. Maintenance represents a significant proportion of the overall operating costs in the mining industry. A structured proactive maintenance approach such as Reliability Centered Maintenance (RCM) can achieve significant cost reductions and productivity improvements. Remote condition monitoring systems are becoming increasingly commonplace and have the potential to identify problems prior to failure. Detection of equipment degradation prior to failure will enable repairs to be scheduled, thereby reducing costs and interruptions to production.

Jan 1, 2000

By Kasaneva S

The San Cristobal gold district is located 110 km east of the port of Antofagasta, Chile. It contains the San Cristobal gold mine, where Niugini Mining Ltd. commenced a heap leach operation, with initial reserves of 10.1 million tonnes grading 1.34 g/t An, in December, 1990. The San Cristobal district occurs within an upper Cretaceous-lower Tertiary magmatic arc. The main mineralisation occurs within a northwest trending subvertical zone, 1km long and 70-100 m wide, which contains rhyolite porphyry and minor breccia, and is locally termed the "subvolcanic complex". At the San Cristobal mine, most gold mineralisation occurs in subvertical quartz-pyrite veins which were emplaced in dilational sections of an imbricate fault system. The bulk gold resource comprises four ore shoots which formed where the vein system intersects the subvolcanic complex. Gold-bearing quartz-pyrite veins also occur at separate prospects, the Three Sisters and Sol prospects, west and south of the San Cristobal mine. Hydrothermal alteration consists of potassic and propylitic assemblages related to intrusion of the subvolcanic complex. This alteration is overprinted by a phyllic stage which is associated with the emplacement of the quartz-pyrite veins. The oxide zone is 180 m thick, and contains native gold, electrum, limonite, and manganocarbonates. The underlying hypogene zone contains pyrite with minor chalcopyrite, sphalerite, galena, covellite, bornite, chalcocite, and arsenopyrite. Fluid inclusion studies indicate that the deposit formed at approximately 270¦ C, and the mean salinity of the fluid was 4% NaCl equivalent. These observations enable the San Cristobal deposit to be classed as a porphyry-related, mesothermal quartz-vein system of the low sulphidation type.

Jan 1, 1995

By Miller D. R

The mineral exploration and extraction industries have gained major cost and efficiency benefits from the use of computers. However these industries are now at a cross-roads with two seemingly disparate developments - that of an increasing number of complex geoscience databases and, at the same time, the merging of all known data for the particular regions at minimal cost. These two developments can be managed by the development and of an industry accepted geoscience data model and dictionary. This will provide a common basis of understanding for geoscience data through a common language and a common structure for geoscience information. Integration of specialist systems and databases can then proceed efficiently. The development of a data model is going ahead with consensus from the mining industry. This is a joint government and industry funded project and managed through the Australian Mineral Industries Research Association, AMIRA. AMIRA is a well known research broker to the Australian mining industry obtaining sponsorship for projects both from private and government groups. The AMIRA project, P431, called the Geoscience Data Model, is to be the Australian standard data model for geoscience disciplines. The requirement for a standard geoscience data model has been recognised in Australia for some time. In October 1991, the Australian Government Geoscience Database Policy Advisory Committee (GGDPAC) established a Geoscience Data Standards Working Group which drafted a comprehensive list of data categories of the geoscience area. An AMIRA project called AMDEX was established to develop a transfer standard for the mining industry data at about the same time as this committee was in operation. The first AMDEX sponsors meeting was held in May 1991. It was proposed to use the US Spatial Data Transfer Standard (SDTS) as the basis to transfer mining data in AMDEX. A limited data model of mining data to be transferred was developed for the AMDEX standard under SDTS. The Australian Geological Survey Organisation (AGSO) saw the need to extend this and develop a complete data model for the geosciences and proposed this as a new project to AMIRA. This was strongly supported by GGDPAC which lead to sponsorship of the project from most state geological surveys. The Geoscience Data Model can be broken down into separate data models for a number of geoscience themes and sponsorship obtained so far will enable models to be developed for a comprehensive set of themes selected by the project sponsors. Further sponsorship is required to enable a more complete coverage of the geoscience area to be developed. Sponsorship for the Geoscience Data Model has been strong from the geological surveys and there was some effort by GGDPAC to promote the project in these organisations. An Australian geoscience data model is of immediate use to the geological surveys in assisting the standardising of huge quantities of geoscience data held by government agencies and it is preferable that this be an Australia-wide standard.

Jan 1, 1995

The Youga gold mine in Burkina Faso, West Africa, is scheduled to produce first gold in the third quarter of calendar 2007. The project is expected to produce 540 000 oz of gold over 6.5 years, from a conventional open pit carbon in leach mine. The direct capital cost of the project is US$47 M. Etruscan Resources Inc, a Canadian based gold exploration and development company, holds 90 per cent of the project company Burkina Mining Company SA (BMC). The state of Burkina Faso is free-carried for the remaining ten per cent of BMC. RMB Resources Limited, of Melbourne Australia, has arranged a US$35 M project finance facility for BMC (the Borrower) as the majority of funding for the Youga project development. The loan facility was provided by RMB Australia Holdings and Macquarie Bank Ltd (the Lenders) each as to 50 per cent in the lending syndicate. The Lenders also provided a gold hedging facility to guarantee a minimum price for the projectÆs gold production. Burkina Faso is a francophone country, part of the Economic and Monetary Union of West Africa (UEMOA). The project financing is the first such facility to be arranged for a mining project in Burkina Faso, with little or no precedent available in other UEMOA countries. Therefore, while the Youga gold project is forecast to be a robust project applying conventional mining and processing methods, a number of legal, technical, commercial and social issues required identification, evaluation and resolution before the loan could be established. This paper describes that evaluation process and the resolution of these issues. In-house experience and expertise in both the LendersÆ and BorrowerÆs teams has facilitated a greater understanding and æownershipÆ of the issues and hence provided comfort with risks which might not normally be taken in conventional project developments and project financings. As a result, blanket external reviews were not required by the Lenders. A long-standing relationship between Etruscan and RMB Resources also facilitated solutions to a number of issues. Nevertheless, a degree of flexibility by the Lenders, the Borrower and Etruscan was required to successfully close the financing.

Jan 1, 2007

In 1989 Henry Fairlie wrote a cover story for The New York Republic, 'Fear of Living'. He noted, `The first Apollo space craft caught fire during a test on the launch pad. Three astronauts were killed, the nation was shocked and horrified, all the more because the screams and scrambles of the astronauts could be clearly heard'. After a brief delay in manned flights, the Apollo program resumed with strong public support; within 18 months, Apollo 11 landed on the moon. Fairlie contrasts the Apollo tragedy to the 1986 Challenger disaster. `The prevailing mood in America so panicked NASA that it took almost three years to send up another shuttle', he observed. `In 19 years between these tragedies, the idea that our individual lives and the nation's life can and should be risk-free has grown to be an obsession threatening to create an unbuoyant and uninventive society.' Taking risks is a normal part of our daily routine. The act of living involves minute-by-minute decision-making focused on survival through the practical management of risks. The act of breathing exposes each individual to the risk of infection while the act of crossing the road could almost be considered suicidal. We deal with these constant threats by observing simple rules of hygiene, safety or what may be labelled as common sense. The rules of community, designed to minimise risk in society, can at times lose focus and result in the imposition of schemes that have a far greater cost than the issues from which they protect. Effective management of risk, whether in the community or a business is about awareness and balance and the elimination of unacceptable risk. Risk cannot be eliminated from our lives or our working environment. However it can be managed if it is properly understood, monitored and controlled. The purpose of my presentation today is not to provide a comprehensive technical risk inventory but to capture the essence of risk and the application of management strategies designed to deal with it in a positive fashion. The basis of our differential financial reward system is risk. The key to successful management is to deal with the downside risks in such a fashion that the benefits of enterprise are not eliminated. The key question any investor must consider is `can the major risks assQciated with a venture be managed or eliminated while retaining a greater proportion of upside potential'. The answer to this question is the ultimate value an investor would assign to any project. In reviewing the relevance of risk to our industry the range of papers to be presented today provide examples of how management deals with specific components of risk. In each case the value of the business has been enhanced by the practical application of balanced risk management. The ultimate success of the industry depends very much on this concept as it also provides a public showcase upon which we are judged. Therefore, from all perspectives the effective management of risk is a cornerstone from which to build a stable and progressive mining industry.

Jan 1, 1994

By F A. Roddick, C Swaminathan

As remaining gold deposits tend to become more refractory, some form of oxidative pre-treatment involving hydro or pyrometallurgy is necessary to maintain high metal recoveries. These pre-treatments include pressure oxidation, bio-leaching or roasting. In the past, the primary criterion for selection of oxidative pre-treatment relied mainly on the extent of gold recovery and relative economics. In this study, a different approach has been adopted, ie the quantitative determination of environmental performance of the oxidative pre-treatment processes bio-leaching, roasting and pressure oxidation to assess which had the least impact on the environment. By establishing the environmental performance of processes, waste minimisation can be addressed early in process selection. Using mass balances, the environmental theme method was applied to determine the performance, on the basis of gold treated, of the oxidative pre-treatment processes of selected plants. No clear trend was observed in the overall impacts of each of seven plants, with all but one of the environmental evaluation indices being of the same order of magnitude; this was probably due to masking effects arising from the large variations in feed composition, tonnage, and gold levels. Within each type of pre-oxidation plant however, certain trends were detectable. For instance, irrespective of plant size, ore composition or mineralogy, for the bio-leaching and pressure oxidation units, the general order of environmental impact from greatest to least was sequentially toxicity, acidification potential, depletion of resources, solid waste generation and greenhouse enhancement. For the roasters the acidification potential was the most significant. Determination of the environmental performance of the oxidative pre-treatment of a hypothetical ore in a plant of fixed tonnage was undertaken to remove the possible masking effects of variables associated with feeds of different mineralogy, gold tenor and tonnage. The bio-leaching process gave a marginally better performance than pressure oxidation, the roasting process the worst, although there was not a great difference between them. The decreasing order of contribution to the environmental index was acidification potential, toxicity, resource depletion, solid waste generation and greenhouse enhancement for bio-leaching and pressure oxidation; whereas it was acidification potential, solid waste generation, toxicity, resource depletion and greenhouse enhancement for roasting. Since the major contributor to the environmental index was the acidification potential, the environmental performance of treatment processes for the acidic effluents was calculated. After neutralisation of the net acid resulting from bio-oxidation and pressure oxidation, and the application of various scrubbing and product formation processes for the sulphur dioxide from the roasting process, it was shown that pressure oxidation gave a marginally better performance than bio-leaching, ahead of roasting. This study demonstrated the potential for the development of a predictive tool which could be used in determining the environmental performance, and thus the selection, optimisation, and improvement of pre-oxidation processes for least impact on the environment. These would allow operation of these processes within defined environmental performance limits and decisions regarding the desirability of processing various parts of a heterogeneous orebody to be made on environmental grounds.

Jan 1, 2000

By B Hall

In feasibility studies the choice of optimum cut-off grade is typically based on an evaluation of tonnage grade curves and manual design of stopes at one or two cut-off grades. In the industry these stope designs are usually based on break-even cut-off grades, but there is little consensus on what cost and price assumptions ought to be included. A new tool for automated stope design has been developed that generates sets of stope shapes for a nominated range of cut-off grades, or depending on the nature of the mineralisation, cut-off values based on net smelter return calculations in the block model. The stope design procedure includes constraints in stope and pillar geometry for the selected mining method and can be used to evaluate sublevel interval and sensitivities to other design parameters in the specific geological and geotechnical environment. These ænested stopesÆ are analogous to ænested pitsÆ in open cut design, and can be used as a key input in the æhill of valueÆ methodology for the evaluation of the optimum cut-off grade in underground design. The results of many consulting studies indicate that a break-even cut-off grade will not be the optimum cut-off grade. A particular benefit of the new stope design tool is that the design rules used to establish stope shapes in the feasibility study can then be used in mine production, in an optimal and repeatable method. This methodology is being advanced in the AMIRA P884 PRIMO project, which is a new research collaboration coordinated by AMIRA International. The project has brought together active research groups in Australia and Canada, with the goal of developing a flexible framework and set of software tools for optimisation in underground mine design.

Jan 1, 2009

Ridgeway Gold Mine (Ridgeway) has a clear mission to maximise its cash flows in order to deliver shareholder value and is developing strategies to achieve this. Business process management using leading measures is core to this approach. Leading measures indicate potential outcomes ahead of time, allowing time to adapt and improve. Ridgeway is making strategy a central organisational agenda, creating a focus to æput first things firstÆ by controlling æleadingÆ activities and mobilising employees to act. Feedback using specific, leading measures gives employees the opportunity to proactively adapt their behaviour in order to deliver internal business outcomes that generate cash flows and shareholder value. This paper will outline RidgewayÆs business approach to track and control processes from resource to revenue, with a focus on delivering cash flows and shareholder value. Ridgeway is implementing a Balanced Scorecard approach (Kaplan and Norton, 1996). A total business focus is taken and leading measures are identified. Specific measures are used to score our success from the perspectives of learning and growth, internal business processes, customer and stakeholders, and finance. These measures and improvement plans are targeted at strategies to maintain our ælicence to operateÆ with our community stakeholders, produce accurate plans and forecasts, improve our operational effectiveness and grow our business.

Jan 1, 2002

By M Dorricott

This paper describes the design, construction and performance of sill pillars using cemented development mullock at the Crusader Gold Mine. The orebody is some 35 m - 60 m in length, 5 m - 8 m wide, dipping at 60¦ - 85¦ and plunging at about 40¦ to the north. It is accessed via a footwall decline. The ore occurs at the contact between basalt and ultramafic. This contact is characterised by shearing and alteration; and is prone to unraveling failure. The cut and fill mining method at Crusader extracts 25 m high ore blocks in four flat back lifts and one 8 m thick crown pillar. To enable full recovery of these high-grade crown pillars with minimal dilution, a 5 m thick sill pillar is constructed using cemented rock fill (CRF), after mining of the bottom two lifts in each block. Uncemented development mullock is used as rock fill (RF) for subsequent lifts. Development mullock and cement/water slurry is mixed underground to produce CRF. The fill is transported to the stope in LHDs and dumped on the floor. The sill pillar is advanced progressively, with compaction provided by the loader driving over the previously placed fill. Old jumbo rods are installed as shear pins along the flat dipping hangingwall to reduce the risk of rotational failure of the pillar. A fan of cable bolts is installed into the hangingwall to prevent unraveling failure in the sheared ground. Buffer blasting is used to minimise damage to the CRF sill pillar when the crown pillar below is extracted. At the time of writing, extraction of the crown pillar underneath the CRF has taken place at the 930 stope. The crown pillar was extracted successfully with dilution from the backfill and hangingwall minimised and 98 per cent of the gold recovered. This compares with pillars that were mined beneath uncemented backfill where only 70 per cent of the gold was recovered and where there was significant dilution from the backfill and from hangingwall failures. Where no CRF was placed, there were also numerous production delays caused by large rocks from the hangingwall blocking the stope brow.

Jan 1, 2002

By C F. Nichol, L Smith, R D. Beckie

A better understanding of the hydrogeology within mine waste rock and cover systems is essential for the quantification, prediction and prevention of metals loading to the environment surrounding waste rock piles. The effect of surface condition on the internal flow mechanisms within an intermediate-scale constructed waste rock pile is being investigated at the Cluff Lake Mine, Saskatchewan. Changes in the water balance, the outflow distribution and water residence time have been observed in the waste rock pile following successive modifications of the surface condition. The three year old, run of mine, free-dumped surface was ripped to a depth of 30 cm to 40 cm, and levelled in October of 2001. In August 2002, a 10 cm to 15 cm cover of compacted waste rock was placed on the pile. Outflow, precipitation and run-off data collected during natural and artificial rainfall events have been used to quantify the maximum infiltration rate, and the spatial pattern of discharge and cumulative volume of water that infiltrated into the waste rock under each surface condition. Infiltration data together with the outflow data provide a basis to address the residence time of water within waste rock and the dominant flow mechanisms for different surface conditions. With a free dump surface spatially distinct wetting fronts are observed at the base of the pile that vary in flow rate by an order of magnitude (measured at a 2 m by 2 m scale) and in time by up to a week. Following ripping and levelling, similar cumulative outflows were observed, but the magnitude and arrival time of wetting fronts changed across the pile. A decrease in outflow volume, a decrease in infiltration volume, a two-fold increase in the response time of wetting fronts and a more spatially uniform distribution was observed following placement of the compacted surface layer. Based on preliminary data, the internal structure appears to be the dominant factor controlling outflow variability.

Jan 1, 2003

South Africa is a semi arid, water scarce country that has undergone recent major political and social transformation. This transformation has ensured that water management has become a primary environmental concern in the South African mining industry, raising the status of water from an ancillary service to a fundamental factor in mine planning. The coal mining industry has been involved in the development of integrated catchment management plans since the late-1980s when a series of initiatives commenced in catchments where collieries operated. The plans focused attention on water supply and water demand management, the equitable access to water supplies, and intersectoral approaches to decision making, before the promulgation of new legislative and policy frameworks. Development of an integrated watershed management plan for the Olifants River basin, located in the Mpumalanga province, commenced in 1990. The Olifants River is an international river basin of 54 570 square kilometres and shared by South Africa and Mozambique. The upper watershed, locally called the Witbank Dam catchment, will be the focus of this paper. It has an area of 3400 square kilometres and is the major coal mining, power generating, and maize-growing region of the country. The processes embodied in the integrated watershed management plan had no formal guidelines but rather developed in an ongoing fashion over time. The plan commenced with a situation analysis involving the major stakeholders that identified principal technical shortfalls. These shortfalls were investigated under the guidance of multisectoral committees. The Olifants River Forum was started to extend awareness of the initiatives on an informal level throughout the whole watershed. The results of the investigations enabled water quality guidelines to be established for the upper catchment. To achieve the guideline levels additional initiatives were developed including a scheme to manage mine water discharges into the river system, the development of a standard four-step water management process, investigation and development of innovative mine water treatment processes, specifically sulfate reduction technologies, the use of gypsiferous mine water for irrigation, river and dam hydrological models, groundwater models and biomonitoring. Significant outcomes from the process have been achieved including the improvement in water quality in the Witbank Dam catchment. Equally significant have been the development of partnerships between businesses and between businesses and the community specifically in the use of mine water for irrigation. The plan realised a number of requirements for success including, the development of trust, openness and transparency with information, the essential need for consultation and negotiation and the involvement of third parties to validate information. The future still holds the potential for disputes between upstream and downstream water users but understanding, transparency and accountability between all players have, and will in future, enable the matching of the increasing demands on a scarce water resource to the needs of all.

Jan 1, 2003

Thank you and good morning. I am delighted to be here and to see so many of my colleagues and competitors. The general topic of this week's conference - World's Best Practice in Mining and Processing - suggests a focus on mining and processing. I am somewhat of a `jack of all trades and a master of none'. But I'm not even a jack when it comes to mining and processing technology and practices, and so I will leave those topics to speakers better 'qualified than I. Instead, what I would like to do is give you my thoughts on the best management practices of mining. You see, the times are changing for the mining business. There is great uncertainty in our industry. Anyone who received their education in an English-speaking school probably remembers the famous poem `Invictus' by William Ernest Henley. The two most famous lines from that poem are, if you remember, `I am the master of my fate; I am the captain of my soul'. The fact of the matter is that the metals industry, including the copper industry, is not the master of its fate. To a great extent we're at the mercy of forces over which we have little control, such as the world economy or political situations in individual countries. The copper industry is like a surfer at Manly - we can't influence where the wave is going; all we can do is stay in front of the curl and on our board. Historically, discovering, developing and processing ore reserves were the primary facets of our capital intensive business. To stay competitive today, we must invest equally in intellectual capital - our employees - in order to succeed in the face of economic, regulatory and political challenges and global competition (Schonberger, 1986). Everyone seems to have a different theory about being competitive. A lot of people use sports analogies when talking about competition. Others, like American businessman and former US presidential wanna-be Ross Perot, take a more interesting approach. In Mr Perot's hypothetical corporation, competition is a lot like having a snake in a factory. If someone sees a snake, the first thing they do is create a committee on snakes. Then, the committee on snakes meets and discusses the problem for a couple of years. The most likely course of action is nothing. Everyone figures that the snake hasn't bitten anyone yet, so they just let him crawl around the factory floor. Perhaps a vice president of serpentine affairs is appointed to continue watching the snake - making sure it doesn't grow. Ross Perot sees it a little differently. In his corporate world, business needs to build an environment where the first guy who sees the snake kills it. Of course in our industry, we better make sure the snake isn't on an Endangered Species List before we go after it! I am not going to talk about competition and competitive forces in terms of sports or snakes, but I would like to share some thoughts with you about how the mining industry can better utilise competitive thinking to get ahead and stay there. You may be wondering how an executive from a 160-year-old company could know much about competitive spirit, but the founding ancestors of Phelps Dodge were wizards at identifying

Jan 1, 1995