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By L Chaffey, M Buckland

The minerals industry has enormous potential to positively contribute to sustainable development and many leading companies have concluded that their long-term success is directly linked to their ability to leave a lasting positive legacy. While there are many examples of success, there have been failures as well and much work has been done in recent years to define the role of the minerals industry in sustainable development and identify the key elements for success. In the past, our sector could point to the taxes and royalties it paid, the exports it generated and employment it created and felt confident that its contribution would be recognised and duly acknowledged. This is no longer the case. Critics of the industry have highlighted resource-rich countries that have failed to capitalise on their resource wealth and have arguably lower standards of living than their resource-poor peers û the æresource curseÆ hypothesis. Recent research has done much to clarify the factors that contribute to a countryÆs success or failure and all stakeholders in the industry now need to include these learnings in their approaches going forward. We know that our long-term success relies on embedding a company- wide approach to sustainable development into all aspects of our business operations. In this paper we highlight BHP BillitonÆs experience in the development and implementation of policies and systems designed to enhance our contribution to sustainable development. We detail the business drivers for excellence in this area and the key external codes and initiatives that have shaped our approach. The values-based BHP Billiton Charter, Sustainable Development Policy and associated Health, Safety, Environment and Community (HSEC) Management Standards are central to our approach. Implementation is reviewed through our HSEC audit program. One area in which we have placed particular emphasis is our approach to community development. BHP Billiton has a corporate target to contribute one per cent of its pre-tax profit on a three year rolling average to voluntary community programs. As our profit stream has increased with the minerals boom this is approaching an A$100 million commitment. In our paper we detail how we are working to ensure we maximise the value of this contribution for our communities and our shareholders.

Jan 1, 2006

Thirty mixed cultures of microorganisms from soil, water and mineral samples from the Groote Eylandt Mining Company mine site were approximately three times more effective in biodegrading manganese dioxide (34± 18 mg Mn++/1/day) than sixteen purified strains (11 ± 10 mg Mn++/1/day) isolated from the primary enrichment cultures. Two pure bacterial genera identified as a Pseudomonad and a Bacillus, with an excess MnOz and nutrient, were able to dissolve 106 mg Mn++/litre/day in mixed culture compared with 29 mg Mn++/litre/day when grown separately.

Jan 1, 1983

By A Innis, A Bye, B McCarthy, S Glover

Technology adoption in the mining industry has been steadily increasing over the past decade, driven by the need to improve operational efficiency, safety, sustainability, and profitability. As mining companies wish to implement solutions to improve mining safety and productivity, various technologies are being integrated into mining operations to enhance processes, reduce risks, and optimise resource utilisation. Adoption of new technologies such as autonomous trucks requires a strong focus on foundational operational technology (OT) and a systems-thinking approach. OT support is critical however, OT is traditionally not considered or integrated into standard maintenance activities. Consequently, sourcing and applying service support to OT systems in real-time has posed significant challenges to date. Neglecting the monitoring and upkeep of these operational technologies and equipment can lead to a host of adverse consequences. Operating instability becomes more prevalent, necessitating reactive measures, and the vulnerability to cybersecurity threats increases significantly. To address OT monitoring and maintenance challenges, a systems wide mindset and remote support discipline must be utilised. Remote operations support refers to real-time, 24/7 monitoring, control and support of site OT: network, production systems, maintenance systems, enterprise systems and mobile and fixed plant through a single interface remote from site. The presence of a disciplined team, grounded in a systems-oriented approach, is of the utmost importance to remote monitoring, given the intricate interdependencies of OT systems. The ability to understand the relationships among multiple systems, coupled with the capacity to distinguish between symptoms and root causes, assumes a pivotal role in operations. Through diligent monitoring and the astute understanding of system thresholds, remote operations support can actively identify and alleviate constraints, in turn, serving as the enabler for transformative advancements in technology output.

Sep 1, 2024

By L Alem

In the field of mineral extraction, complex technologies are being introduced in mines, operators/technicians rely on assistance from an expert (or more) in order to keep their machines functioning. Personnel with such expertise, however, are not always physically on-site. There is a growing need for innovative technological solutions to support effective delivery, just in time, of remote guidance between an offsite expert and an on-site maintenance operator. To meet this need, we have, as part of our Human System Integration project within the CSIRO’s Minerals Down Under (MDU), Transforming the Future Mine theme, explored the usefulness of a number of emerging technologies including: augmented reality, wearable systems and touch table interfaces. This paper presents ReMoTe, an augmented realty system for remote guiding using a touch table interface for the expert station and a combination of augmented reality and a wearable system at the operator end. In designing this system we were interested in exploring the extent to which it can increase the productivity and safety of maintenance personnel. This paper also presents Mobile ReMote, our recent development of a fully mobile remote guiding system. In Mobile ReMote, both the expert and the operator are using a near eye display and wearing a light computer in a back pack. The expert is able to guide the operator using his/her hands on the virtual display, while the operator is able to see the instructions on the rear eye display. Workers in the mining industry are highly mobile, a mobile expert and operator station will meet this need.

Nov 22, 2011

Most new engineers in the mining industry do not realise the importance of legal obligations. During investigations the first question you are asked is: Do you have any proof or evidence? The smallest detail in an underground notebook or a diary entry is able to be used as your proof and/or evidence. The importance of a paper trail is often undervalued and overlooked when you first enter the industry. As a new engineer, all too often your legal obligations, including your duty of care are not given enough consideration. Whose job is it to inform you of what your legal obligations are and when do they end? Everyone has legal obligations at every level of the industry, from graduate to mine manager. The level of these responsibilities varies depending on the position that you hold. When you first start in the industry you need to understand what your responsibilities are and how you are expected to discharge them, whether they are memos, databases or senior sign-offs, etc. In order to fulfil your obligations you must first discharge your own obligation, which in turn discharges those of your department and ultimately those of the mine. As a graduate engineer in the mining industry what I have learnt about my own legal obligations has come directly from my own experience, which will form the basis of this paper.

Jan 1, 2007

A recoverable uranium resource, shown to be suitable for in situ leaching, was discovered at Honeymoon in South Australia in 1971. Exploration of the deposit was carried out during the period from 1973 to 1979. Uranium mineralisation occurs in a coarse-grained unconsolidated sand aquifer located in the Yarramba Palaeochannel at a depth of approximately 110 m. Following initial development during 1979 to 1983 and the construction of demonstration leach facilities, the Project was put on hold. Southern Cross Resources purchased the Project in 1997. Government approval was received in March 1998 for the operation of on-site demonstration leach and recovery facilities while an Environmental Impact Statement was prepared and a 1000 tpa commercial production plant was designed. The Environmental Impact Statement (EIS) was released in June 2000 and operation of the test facility was completed in August 2000. Acceptance of the EIS by Commonwealth and South Australian state governments was announced on 20 November 2001. A Mining Lease was granted over the area of the proposed ISL operation on 8 February 2002. Operation of the Project is entirely dependent on using highly saline underground water resources to supply process and human needs. The management of discharge streams from the plant by re-injection was approved. The Honeymoon demonstration plant was the first adaptation of the solvent extraction process to highly saline in situ leach solutions. As such, it incorporated a number of unique operating and installation features. The trial period enabled optimisation of the process chemistry, additives and management and serves as an invaluable base for the proposed plant design and future operation. This paper discusses the nature of the uranium occurrence, the effect of saline water on the leach process and equipment, project design and environmental considerations, the requirements for disposal of discharge streams to minimise the impact on the arid environment and the requirements for rehabilitation following project completion.

Jan 1, 2002

By D C. Verdon-Kidd, G R. Hancock, M J. Saynor, J B. C Lowry, T J. Coulthard

Designing post-mining landscapes requires quantifying the short and long-term risks. In recent years, computer based landscape evolution models (LEMs) have been used to provide insight into both erosion rates and processes (i.e. sheetwash, rill, gully erosion). An important requirement of these models is high quality model input parameter data, which includes both the surface material (i.e. soil and waste rock) and climate information. However, in many cases such data is limited and in the case of climate information, the data is often short and incomplete. Here we develop climate scenarios and examine different surface material properties using a case study at the ERA Ranger mine located in the Northern Territory, Australia Firstly we develop scenarios that represent the range of future climates that may be experienced at the site. Secondly we develop a series of plausible particle size distributions based on a large sampling exercise of the waste rock material. We then test the sensitivity of different rainfall sequences and surface materials on sediment output using a well-tested landscape evolution and sediment transport model (Hancock et al., 2017). CITATION:Hancock, G R, Verdon-Kidd, D C, Coulthard, T J, Lowry, J B C and Saynor, M J, 2018. Quantifying the effect of climate and surface materials on post-mining landscape erosion – a risk approach using landscape evolution models, in Proceedings Life-of-Mine 2018, pp 122–124 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 25, 2018

By N Boughen, K Moffat, L Brooks, A Zhang

In 2015, Ernst and Young (EY) ranked socio-political license to operate (SPLTO) as the fifth greatest challenge to the mining sector (EY, 2015). The EY report asserts that SPLTO will continue to present a risk to the mining sector in the context of ‘increased activism, digitally connected stakeholders and politicians who need to respond to general consensus’. While there is no consensus on a definition, SPLTO is commonly regarded as the ongoing acceptance or approval of an operation by affected stakeholders (Moffat and Zhang, 2014; Thomson and Joyce, 2008) as well as those stakeholders that can affect the operation (Graafland, 2002). Warhurst (2001) relates the process of stakeholders granting SPLTO to the establishment of meaningful partnerships between operations, communities and government based on a variety of factors that build trust between stakeholders.From these accounts, we can see that understanding stakeholder attitudes about company performance and impacts on stakeholders directly affected by an operation are important in any attempts to measure SPLTO. Understanding the level of acceptance of an operation within these stakeholders provides a good proxy or outcome measure of SPLTO. Moreover, trust seems to be a central variable in the translation of these experiences of an operation into acceptance. What the mine or company does, its behaviour, degrades or builds trust with stakeholders, and this then affects acceptance (Moffat and Zhang, 2014).In addition, a strong emphasis is placed on the nature of the relationship between companies and stakeholders as influenced by inter-group interactions. It is not just what companies do well or poorly with respect to environmental impacts, for example, that will determine trust and acceptance, but how the company relates to its stakeholders at personal and group levels.These relationships between communities of stakeholders and extractive companies are dynamic. Brown and Fraser (2006) recognised the importance of industry being able to respond to the changing nature of societal approval and acceptance, arguing that ‘business must have regard for evolving social attitudes and expectations if it is to maintain its ‘social licence’’.This paper will describe a series of five pilot projects conducted by CSIRO with Anglo American in Australia and South Africa to generate a real-time understanding of SPLTO to guide more reflexive and effective social performance strategies.CITATION:Moffat, K, Boughen, N, Brooks, L and Zhang, A, 2016. Social licence in real-time – using dynamic methods to support a new kind of community relationship, in Proceedings Life-of-Mine 2016 Conference, pp 191–194 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jun 28, 2016

By D Ford

BHP BillitonÆs new rotary iron ore car dumper installation at Finucane Island (Port Hedland) was constructed to increase the total capacity of the port facility from 110 Mtpa to 120 Mtpa and to allow for incremental capacity increases in future. The arrangement of the dumper is similar to other car dumper installations existing on site. To construct the facility, approximately 120 000 m3 of material was excavated in six months, to a total depth of 22 m. The saline water table was nominally 6 m below ground level and the materials excavated varied depending on depth, ranging from sand to mangrove muds. There was a need to retain the sides of the excavation and limit the amount of water from entering the excavated area. This was required to allow excavation to progress and had to be maintained during construction of the permanent concrete and steel facility. The excavation was backfilled progressively as construction progressed. Various retaining wall methods were investigated with the preferred option being sheet piles secured by walers and ground anchors. Detailed electronic models were developed and assessed to complete the final design arrangement. Dewatering bores around the perimeter of the excavation removed the groundwater to intercepted sumps within the site. A strict and methodical program was developed to monitor the integrity of the temporary works and the quality of the groundwater. The works were completed on time despite the following challenges being encountered: availability of resources and equipment, movement of mobile plant on æboggyÆ materials, difficulty driving sheet piles into material at depth, drilling of ground anchors to 32 m, grouting of ground anchors, greater than expected groundwater flows, and the risk of hydrocarbons within the groundwater. The lessons learned from the use of the retention system and, in particular, the associated construction challenges overcome, provide a sound basis for similar work in this buoyant resource market. The conference paper describes the temporary works options investigated, design considerations and processes, construction methodology and challenges encountered, and the monitoring systems developed. Lessons learned are also discussed.

Jan 1, 2007

By P D. Munro

"This is a reprise of the paper ‘Back to the Future – Why Change Doesn’t Necessarily Mean Progress’ presented to the Tenth Mill Operators’ Conference in 2009. It was observed that the ‘boom and bust’ cycles of the industry, together with trends in tertiary education and the effects of fly-in fly-out (FIFO) operations raised serious questions about the sustainability of human capital in the mineral processing sector.In 2016 we find ourselves in a ‘bust’ after enjoying a decade of the longest commodity price ‘boom’ in a century. In the ‘boom’ did we:make any technological breakthroughs?put measures in place to improve our human capital, especially in the area of ‘professional formation’?The paper makes observations on the current performance of mineral processing engineers and the organisational milieu in which they operate. It questions whether mineral processing engineers are actually ‘adding value’ at some sites given their organisational and operational practices.Some technical trends are examined and what it might mean for mineral processing engineers.Given the above and demographic trends for mineral industry professionals, changes to the seemingly current laissez-faire model of professional development are proposed.Citation:Munro, P D, 2016. Back to the Future - Still on the Dark Side, in Proceedings 13th AusIMM Mill Operators’ Conference 2016, pp 341–348 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Oct 10, 2016

By A Tang, K Ringwood

"Water is increasingly being recognised as a material business risk that many companies are still not well-equipped to deal with. Despite a raft of water-risk focused initiatives, methodologies and guidelines, the challenge of managing the strong link between the technical and operational water issues, along with the growing external challenges and interests in water, remain a significant risk to a companyÆs ability to deliver value.This paper provides an overview of the key lessons learnt from ERMÆs experience of working with companies across a range of water sensitive industry sectors, in particular, the mining and oil and gas sectors, to develop and implement practical approaches to manage business critical water risk. These examples highlight the importance of managing water risk by linking technical and operational aspects of water management - with the longer term strategic and social license aspects. Four key ingredients were identified that are central to providing companies with a leading edge in the successful mitigation of water risk: understanding and evaluating water risk including the technical and operational aspects of water management, plus the longer term strategic and social aspects articulating a strong business case that prioritises water risks and their financial exposure to the organisation constructing a clear roadmap that practically links the water strategy objectives with on-the-ground implementation and action building capacity in the organisation to manage, engage and coordinate on water to mitigate risk.CITATION:Ringwood, K and Tang, A, 2013. Practical approaches to managing business critical water risk, in Proceedings Water in Mining 2013, pp 293-300 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Nov 26, 2013

The global mining industry is perceived to be a world leader in sustainability reporting û with a 2008 Ernst & Young survey placing four mining companies in their top five performers in sustainability reporting in South Africa. There is certainly good evidence to support this finding, but there remain many ongoing issues with respect to sustainability reporting and some important areas for improvement by mining companies globally. This paper begins with a broad (but brief) review of sustainability and the technical basis for reporting against a wide range of typical indicators or measures on the environmental aspects of mining. The various protocols, frameworks or systems are then reviewed, with a particular focus on the Global Reporting Initiative (GRI) and its associated mining sector supplement (including the evolution from environmental to sustainability reporting). A wide-ranging survey of reporting by mining companies is presented, including detailed analysis of 2007 and some commodity sectors over time. Examples of reported data are synthesised and analysed, focusing on their accuracy, consistency and utility for accurate assessment of the life cycle impacts for minerals and metals. A number of areas are identified for improved reporting by all mining companies, including water resources and consumption, energy consumption, process inputs (eg acids, solvents, etc), pollutant emissions, including greenhouse emissions, mine site data (not aggregate company totals) and finally rehabilitation and land status. Given the nature of mining, and considering parallels between æpeak oilÆ and the mining sector, it is critical that the state of sustainability reporting continue to evolve and improve û both in the number of companies using the GRI but also in the level and consistency of data being reported. Overall, the paper presents an important review of the present state of the art in sustainability reporting for mining, and provides a range of insights into ways to help improve reporting in the future for all mining companies.

Jan 1, 2009

By D Flint, K Vague

The Work Health and Safety Act 2020 (WA) (WHS Act; DMIRS, 2020) and associated Work Health and Safety (Mines) Regulations 2022 (WA) (WHS Regulations; DMIRS, 2022), supporting guidance materials and other laws, such as the Sex Discrimination Act 1984 (Cth) (SD Act), have imposed new duties on every person or business conducting an undertaking (PCBU) in Western Australia, including those operating in the mining industry. These laws and associated guidance materials combine to require owners, operators and contractors to discharge positive duties and better report and manage psychosocial hazards in the workplace. For mine operators, there is a positive duty to not only identify and eliminate hazards relating to psychological harm, sexual harassment and gendered violence at work, but to also report incidents to the safety regulator that could result in serious harm, even while internal and police investigations are ongoing. Traditional mines safety teams are navigating the evolving frontier of psychological and gendered safety as the duties relating to psychosocial safety and sexual harassment at work continue to expand. This paper will review the legal obligations on PCBUs to conduct internal investigations into critical psychosocial incidents and gendered violence on mines, whilst balancing the demands and sensitivities of investigations by the safety regulator and police. There are emerging approaches to safety investigations that can aid PCBUs in managing their investigations of psychosocial incidents and gendered violence, including trauma-informed investigation techniques, collaboration with psychological experts and the use of limited legal privilege. Well managed and sensitive investigations can foster trust amongst workers, result in improved incident reporting by workers and lead to enhanced safety outcomes for the resources industry whilst preserving the legal positions of involved PCBUs. Specifically traversing the new duty to consult, cooperate and coordinate, this practical session will arm mine managers, safety professionals and human resources professionals, from mine operators and mining contractors alike, with tools and processes to bring to safety investigations, particularly on residential mine sites.

Apr 16, 2024

By R Price, B H. Miller

"The rise of autonomous haul truck fleets may have been initially driven by the rapid escalation of the cost of equipment operators, but the actual improvements reported by the major iron ore miners far exceeds the simple reduction in workforce. Utilising cost models developed for feasibility studies and mining contract modelling, the limits of cost improvements due to simple labour reductions are compared to those achieved by the early autonomous fleet adopters and through traditional process improvement techniques such as fleet class upgrades or hot-seating of equipment. As autonomous fleet implementation matures, it is likely that the gains seen by current adopters will seem minor compared to the limits generally governed by the limit of equipment utilisation. This ultimate limit is explored through time utilisation models, which were also developed for use in feasibility studies and mining contract modelling.Citation:Miller, B H and Price, R, 2016. Autonomous Haul System Savings - It's Not about Less Truckies but Better Truckies!, in Proceedings Ninth AusIMM Open Pit Operators' Conference 2016, pp 2–10 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Nov 15, 2016

By J Pearce, B Miles, V de San Miguel

Incorporating industry best practice waste rock management methods can be a relatively straight forward task when preparing management documentation, such as an acid and metalliferous drainage management plan (AMDMP). However, a key difficulty is the incorporation of industry best practice methods that are practical and non-compromising on their purpose from a scientific standpoint. The second key difficulty is the implementation of these practical methods as various operational groups/departments are typically relied upon to execute and take ownership of different tasks or procedures.One approach to overcoming these difficulties is to develop an AMD Operations Manual (AMDOM) that:•Incorporates, where practicable and without compromising scientific merit, existing processes that those groups/departments ultimately responsible for the execution of the management action are familiar with; and•Provides standalone, simplistic, and easy to follow procedures for site personnel. The purpose of the standalone operations manual is to ensure site personnel who are responsible for undertaking specific procedures, have clear, step-by-step instructions for an individual procedure, without requiring interpretation and understanding of the more comprehensive AMDMP.In adopting a best practice approach to waste rock management for their iron ore mine in Western Australia’s Pilbara region, Roy Hill developed an AMD Management System that is comprised of both an AMDMP and an AMDOM that are connected through adaptive management processes. The Roy Hill iron ore mine, which has a mine life of 18 years, will require the management of more than three billion tonnes of waste rock.CITATION:de San Miguel, V, Miles, B and Pearce, J, 2018. Practical waste rock management at the Roy Hill iron ore mine, Western Australia, in Proceedings Life-of-Mine 2018, pp 80–82 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 25, 2018

By M A. Harrington-Baker, J M. Trudnowski

Sulfate-reducing bacteria (SRB) have the ability to immobilise dissolved metals by precipitating them as sulfides, provided that a favourable biochemical environment is created. Such an environment includes the presence of sulfate, anaerobic conditions and the availability of organic carbon. If such conditions are engineered within a reactive barrier or field-bioreactor, most metals can be effectively removed. To demonstrate this concept, three passive SRB field-bioreactors were constructed in 1998 at an abandoned mine site in the vicinity of Butte, Montana, USA to treat acid mine drainage with characteristic elevated concentration of metals and low pH. Performance of the field-bioreactors, using aqueous samples, was monitored over 32 months until the project was terminated, field-bioreactors were decommissioned and solid matrix sampling of the reactive matter was performed. The most important analytical results are presented in this paper together with conclusions regarding the appropriateness of the field-bioreactors construction features. Only Zn, Cu, and Cd were being removed as sulfides due to SRB activities. Changes in concentrations of other metals (Fe, Mn, Al, As), which do not necessarily precipitate as sulfide, seemed to be affected by SRB only in an indirect manner by responding to increased pH caused by SRB activity. An innovative cellular containment system used for placing organic matter worked very well in preventing settling of the organic matter and ensuring uniform flow of AMD throughout the entire cross-section of the organic carbon with no preferential flow paths This demonstration was funded by the US EPA and was jointly administered by the EPA and the US DOE under DOE contract number DE-AC22-96EW96405. The project was implemented by MSE Technology Applications, Inc, Butte, Montana, USA.

Jan 1, 2003

By V Srinivasan, P Knights, C T. Farrelly

By 2025, with the widespread industry adoption of remote operation centres and advanced analytics, mining companies will find themselves making better, more informed decisions across the value chain. Process automation will drive significant business integration and reorganisation. Better collaboration between functions will make cross value chain optimisation a reality. Wherever possible decisions will be automated, based on analytical models and embedded in an enterprise decision management (EDM) architecture. This will take care of many of the minor day-to-day or the minute-to-minute decisions that consume operators and managers today. More flexible information technologies and architectures derived from the extensions to Web 2.0 and service oriented architecture (SOA) will solve many of the integration issues of today. The ongoing business imperatives for doing more with less people will make true collaboration with partners such as mining contractors, equipment vendors, transport providers, suppliers and maintenance contractors commonplace throughout the industry. All these organisations will be linked in and share common goals and objectives in real-time while providing visibility of internal constraints and available capability, allowing optimised decisions to be made across the extended enterprise. Humans will increasingly move to a more supervisory role and will use advanced collaboration to quickly solve complex abnormal issues that span the value chain out to the extended enterprise. The open collaboration and communication models instilled in the workforce through the widespread use of social networking technologies will drive thought leadership far beyond current æbest practiceÆ thinking. This will encourage the mining industry to extract the business value from rapidly converging fields of study such as environmental sciences, neuroscience, psychology, engineering, information technology and business finance. The future of mining will see a more uniform distribution of data savvy workers between the ages of 20 - 40, forcing a change in current operations. This group will drive the adoption of ubiquitous computing, augmented reality, presence and digital labelling. The enterprise will shift from a relatively static disparate set of functions to a digitally aware, integrated and interactive environment with information available, in context and just in time, to those who need it. The networked virtual enterprise will therefore be a reality.

Jan 1, 2008

The objectives of mining grade control are presented and examples of the techniques used in various open pit and underground mines are used to define the attributes of good grade control. Reasons are discussed for the success of various improved practices. The progressive development of grade control is presented and the balance between quantitative and qualitative data is analysed. The skills and resources required for grade control on mine sites that are using best practice are also presented. A number of problems in grade control have been solved recently however there are still issues that need to be addressed. Examination of the grade control process frequently stops after sample quality has been examined. There is much more beyond this that can now be optimised using conditional simulation models. Other future directions of mining grade control are also suggested. An extensive bibliography of published papers on grade control is included that will be maintained and updated on a website.

Jan 1, 2000

By R H DAVIES

Peak Gold Mine is a new gold and base metal mining project being developed by Enterprise Metals (a 100 per cent subsidiary of CRA) at Cobar in the centre of New South Wales. The Cobar district has a long history of copper and gold mining operations stretching back to the 1870s. Extensive gold and base metal mineralisation was discovered at the Peak in 1981 below a series of gold mines which had been active around the turn of the century. Evaluation of the deposit through the 1980s led to CRA's decision to develop the project for production at a capacity of 450 000 tonnes per annum in late 1992. The project has been developed with a green fields approach despite the long history of mining in the local area. This approach has lead to several innovative ideas being trialed at the site which are expected to result in the operation being a low cost producer of gold and base metals.

Jan 1, 1992

Following the Moura No 2 Wardens Court of Inquiry and subsequent changes to the Queensland Mining Legislation there is a requirement in Queensland coal mines for: a person with the recognised competencies to be appointed at each underground coal mine to the position Ventilation Officer; and the person is directly responsible for the implementation of the mine ventilation system and for the establishment of effective standards of ventilation for the mine. The Regulations require that an underground mine must have principal hazard management plans that provide for at the least the following: emergency response, gas management, methane drainage, mine ventilation, spontaneous combustion, and strata control. Other than strata control all the plans require the ventilation officer to have roles and responsibilities to develop, control, monitor and undertake actions in relation to these plans.There are also another 34 Regulations that either directly or indirectly requires the Ventilation Officer to take actions.The purpose of this paper is to outline the information that the regulators look for in sealing plans and the actions the regulators will take if the sealing does not go to plan (TARPs being exceeded).

Jan 1, 2005