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By K G. Harding, E L. Haggard, C M. Sheridan

Mining is a water intensive sector, contributing to declining water resource quality around the world. Improvements to current mine water management practices can help reduce the amount of water utilised by the mining sector and the impact on water resources. Creating a water account can help companies understand water use in their operations and identify areas where water reduction is possible. Water accounting methods include the Water Footprint Network method and the WaterMiner tool.The Water Footprint Network method is used to determine the amount of direct and indirect water used by an organisation either in a process or to manufacture a product. The total water footprint is divided into the blue, green and grey water footprints. Blue water is the amount of water abstracted from surface and ground water resources. Green water is the amount of rain water utilised. Grey water is the amount of freshwater required to assimilate the waste stream to the natural resource and still conform to ambient water quality standards.The WaterMiner tool is a program available via the internet, which can be used to model water use of mineral processing sites. The program reports the amount of raw, worked and treated water used by the process and recommends flows that can be added to reduce the amount of fresh water required by the process.To gain information on mine water management practices in South Africa, a water account for a platinum mine was developed using the Water Footprint Network method and WaterMiner tool. Based on the results, suggestions to reduce the amount of fresh water utilised are made.CITATION:Haggard, E L, Sheridan, C M and Harding, K G, 2013. Water footprint for a South African platinum mine, in Proceedings Water in Mining 2013 , pp 15-20 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Nov 26, 2013

This paper discusses how the i-kon TM Digital Energy Control System may be deployed by miners of massive underground orebodies to deliver significant advantage in terms of safety, cost and environmental compliance. Digital Energy Control offers an exciting opportunity for mine operators to review their blasting and mining practice to gain the most advantage from this new technology.

Jan 1, 2000

By H Fletcher

Iron Ore Holdings Ltd (IOH) is an emerging junior iron ore company that is actively developing projects in the Central and Western Pilbara region of Western Australia. IOH commissioned URS Australia Pty Ltd (URS) in mid-2008 to prepare environmental assessment documents for the Phil’s Creek Project, which was rapidly moving into the development phase. This project comprised a small open cut iron ore mine that was expected to deliver approximately seven million tonnes over a five year mine life.IOH faced several challenges in the environmental assessment process for the Phil’s Creek Project. Although the Phil’s Creek Project attained approval but has now been placed on hold, it is a useful case study to discuss these challenges and how IOH addressed them. Several important lessons were learned through this process that can assist other proponents in addressing environmental challenges in a constructive and proactive manner.One major challenge faced by IOH related to the endangered northern quoll (Dasyurus hallucatus). Another challenge was the unusually high species richness of troglofauna recorded within the project area, with several species initially known only from within the proposed pit footprint.Meeting and overcoming these challenges has provided IOH with an increased understanding of the level of input required for consultation with government departments regarding environmental assessments, and this should stand the company in good stead for developing future tenements. Challenges in regards to the environmental assessment process may be faced during future developments, but IOH’s experiences to date and the lessons learned from the Phil’s Creek Project, will help pave the way for successfully overcoming them.

Jul 11, 2011

The Osborne copper-gold deposit (within the Trough Tank project area) is located in the Cloncurry Shire about 195 kilometres south-east of Mount Isa. It is hosted by Proterozoic metasediments of the Eastern succession of the Mount Isa Inlier. The deposit is overlain by 25-40 metres of Mesozoic cover, so it represents a true "blind target". Placer Exploration has 100% outright ownership of the property, having purchased the remaining 10% interest in the property from Shell in early 1993.Intensive exploration, both surface and via drilling at Osborne, has taken place since 1985, when CSR Limited Mineral Exploration and Development Group (acquired by Placer in 1988) entered into a joint venture with Billiton Minerals. Exploration effort from 1985 to June 1988 outlined a 20 kilometre strike length of magnetic horizons, in what was termed the North-East, Central and Southern anomalies, which were drilled with weak indications of copper-gold mineralization in the North-East anomaly. During the later half of 1989, four core holes were drilled into the shallower northern partofthe North-East anomalywhere previous drilling had outlined economic intersections of mineralization. These holes encountered high-grade copper-gold mineralization confirming the potential for an economic deposit to be hosted within the ironstone sequence. Further drilling involving over 400 holes (100 kilometres of drilling) has brought the deposit up to its present resource status.The current resource inventory is 36 million tonnes grading 2.0% copper and 1.0 grams pertonne gold and includes a high-grade zone of 13 million tonnes grading 3.6% copper and 1.5 grams per tonne gold. The discovery of this potential economic mineralization resulted from a persistent exploration effort based on indications that a large mineralizing system existed within a sequence of ironstones.

Jan 1, 1993

North Flinders Mines Limited (N.F.M.) is an Australian-owned mineral exploration and mining company based in South Australia. In the 1970's it researched the prospectiveness of the Tanami (central western region of the N.T.) for the identification of possible economic gold deposits. Having outlined the potential for such a deposit at The Granites (550 km. N.W. of Alice Springs), it marked out and in 1975 applied for the grant of eleven gold mining leases (G.M.L.'s) under the provisions of the then Mining Ordinance. This application was deferred by the Commonwealth Government during the time of the Aboriginal Land Rights Commission (Woodward), subsequent enactment of legislation and land claims. In 1980, the Walpiri and Kartangarurra-Kurintji land claim encompassing the G.M.L.'s, became Aboriginal land. It therefore became necessary for N.F.M. to negotiate a mining agreement with the Central Land Council (C.L.C.) represent- ing the Traditional Owners, before the G.M.L.'s could be granted. In August 1983, the C.L.C. and N.F.M. concluded an agreement to enable the grant of mining interests necessary for the devel- opment of The Granites Gold Project. In several ways this agreement is unique in That:

Jan 1, 1984

By D Hope, D K. Mukhopadhyay, J D. Harvey

South32 (S32), a globally diversified mining and metals company, is listed on securities exchanges around the world (ASX, JSE, LSE), with its primary listing being on the Australian Securities Exchange (ASX). Chapter 5 of the ASX Listing Rules (Australian Securities Exchange (ASX), 2019b) requires a mining entity to provide a summary of governance arrangements and internal controls with respect to its estimation processes, estimates and reporting of Mineral Resources and Ore Reserves annually. As a global company, it is also important to design and implement all governance processes and internal controls which can be used consistently across the organisation. The three lines model (previously known as the ‘three lines of defense’ model) is employed across South32 to manage risk where the first line (Practitioners) designs, implements and executes processes and controls to manage risk; the second line (Stewardship) identifies material gaps and improvement opportunities in the first line by monitoring conformance with the group requirements, legislative and regulatory obligations. Second line also assists with the development and improvement of core fundamentals based on industry good practise. The third line (Group Assurance) provides independent and objective assurance over the Group’s system of risk management and control. The estimation of resources and reserves for most of the operations within South32 is managed by the Planning function. The estimation process is part of the annual Life of Operation Plan (LoOP). The LoOP identifies and assesses the strategic alternatives for the development of an operation and recommends the preferred pathway based on value and risk. The LoOP starts with opportunity framing and the updated resources as an input and ends with the short-term plan and annual budget (the outputs). Ore Reserves estimates are one of the outputs from the LoOP. All the inputs and outputs follow internal standards and procedures which includes peer review and performance reconciliation. Stewardship (Second line) which is a centralised function has standards in place to ensure compliance to internal controls and external regulatory requirements. This includes assessment of the competence of Competent Persons, technical reviews, independent audits and training in the relevant chapters of the ASX Listing Rules, Guidance Notes and Appendices. Group Assurance (Third line) which reports to the Risk and Audit Committee of the Board of Directors ensures the design and operating effectiveness of the processes, standards and procedures associated with the estimation and reporting of resources and reserves. While the level of scrutiny has a different intent for each line in the three lines model, the overall purpose is to achieve a consistent outcome across the organisation

May 24, 2023

By P J. Chapman

Recent catastrophic failures of tailings storage facilities (TSFs) continue to highlight the need for a detailed understanding of failure modes and the defences that are in place within the design to mitigate the failure modes. However, in many cases the instrumentation devices and monitoring approaches selected during operation do not link back to the design defences and inappropriate or redundant instrumentation is often installed. Candidate instruments and monitoring approaches (critical controls) are presented and matched to critical failure modes, with clear linkages to the intent of each instrument/monitoring approach. Commentary on where complementary measurements with independent technology types are recommended to provide greater assurance of trends to the design engineer or TSF owner is also presented. In response to the recent TSF failures, an increasing focus is being placed on instrumentation and monitoring relating to slope instability and safeguarding against the potential for static liquefaction, using a critical state soil mechanics framework. To support selection of appropriate zoning within a stability model, three complementary devices are recommended – vibrating wire piezometers to provide an indication of pore pressure and allow the phreatic surface to be inferred, tensiometers to confirm the presence of unsaturated conditions (and hence low potential for undrained failure) and moisture content sensors to provide an indication of void ratio, and hence state parameter, in saturated zones. The combination of VWPs and tensiometers will provide complementary measurements in the saturated and unsaturated zones, and also provide information on the extent of any near-saturated zones, provided that sufficient instruments are installed.

Jul 1, 2021

Before attempting to outline the Australian Stock Exchange's perspective on expert reports, I think it would be appropriate to explain to those of you -who are not familiar with the Stock Exchange listing rules on just when ASX currently requires companies to obtain an expert report and equally important to note, what the regulators have to say.

Jan 1, 1989

In todayÆs evolving and globalised world, mining companies are being pressured to move beyond compliance towards long-term sustainability and sustainable development. Companies are expected to æengageÆ communities and measure the success of these engagements without a clear understanding of æhowÆ to do this. This move, away from compliance, develops more of a focus on sustainability and æcommunityÆ social responsibility rather than corporate social responsibility. This shift leads to the development of world-class projects that provide sustainable development for people, reduce the incidence of costly delays, and promote good global citizenship for companies. The process of æengagingÆ communities in mining project design and development leads to sustainable development, a stronger license to operate, and a reduction in social and political risk. To create this mutually beneficial relationship between communities and companies, communities must be æengagedÆ in the project development and risk assessment processes as early as possible, preferably during the exploration or the concept phases. How to create this æengagementÆ and manage this risk will be discussed.

Jan 1, 2007

By N Anderson

The world-class Golden Mile gold deposit in the Eastern Goldfields of Western Australia is part of the Kalgoorlie Consolidated Gold Mines (KCGM) operation, which is wholly owned by Northern Star Resources Limited. Current mining operations across the Golden Mile is dominated by the large Fimiston Open Pit, which is over 4 km long, 1 km wide and 600 m deep. It is part of a larger mineralised system that stretches over 8 km and includes the Mt Charlotte Underground Mine, which is also operated by KCGM, as well as numerous historical open pit and underground mines. This mineralised system has been continuously mined for over 125 years and is set to continue well into the future. The Golden Mile deposit is in the Norseman Wiluna Greenstone Belt which is made up of a series of mafic volcanic and sedimentary rocks that have been structurally deformed and intruded by granitic rocks. There are two main styles of mineralisation across the Golden Mile. Firstly, the Fimiston style, which consists of shear hosted Golden Mile lodes with abundant sulfides and tellurides and secondly, the Charlotte style that comprises younger stockwork veins. Fimiston style mineralisation is the primary style of mineralisation within the Fimiston Open Pit. Historically, in excess of 3500 m of underground development and over 755 stopes were mined prior to the consolidation of the area and the commencement of Fimiston Open Pit operation. Old underground workings, known as voids, are either empty or backfilled and extend to more than 1.2 km below surface. Although they are a routine part of mining operations at KCGM, voids pose a significant challenge for the geology team in terms of planning and executing exploration and grade control drilling, geological modelling, grade and tonnage estimation, drill and blast design and execution, marking up ore block designs, mining, and reconciliation. This paper will discuss the various challenges faced by the geology team due to the presence of voids, solutions used to overcome some of these challenges and the results of these activities.

Mar 22, 2022

By M Laxman, A Kundu

After multiple tailings dam failures in recent times, the owner organisations have made increased efforts to step up the governance systems to industry best practise in the design, construction and operational management areas. The measures include but are not limited to, site investigation, rigorous peer review (both internal and external), certification through appropriately qualified personnel and improvement in operational management practises. While a lot of focus is on design and operational practices, the construction stage requires adaptation (both in terms of materials and approved design) and immediate decision making on site. Work undertaken in these areas is mostly irreversible and sometimes poses serious threat to the future TSF raise/ expansion planning and may lead to reduced life of the TSF and additional risk to the Owner.This technical paper will discuss some challenges and highlight the importance of appropriate processes to achieve a successful construction regime. The process will include a robust quality control/ quality assurance process, a team of designer-constructor-owner with suitable skills and technical understandings and robust documentation of the entire construction process from day 1 to the completion of construction.CITATION:Kundu, A and Laxman, M, 2018. Robust construction and quality assurance culture for tailings storage facilities – equally important as robust design and review practice, in Proceedings Mine Waste and Tailings Stewardship Conference 2018, pp 111–116 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 23, 2018

By G Deans, M Longbottom

OZ Minerals’ Carrapateena mine is one of Australia’s newest ‘greenfield’ mining deposits. It will be a 4.25 Mtpa sub level cave underground operation, with an estimated mine life of 20 years. The integration of stakeholder values to inform project development influenced the social and environmental outcomes. A Native Title Mining agreement was developed in 12 months. Project primary approval was obtained 12 months from submission, with achievable licence conditions and one public comment. The project moved from a Pre-feasibility Study in 2016 to construction in 2018. Following recent international dam failures, the Tailings Storage Facility (TSF) was a focus for Government approvals and stakeholder engagement. Significant effort was made into understanding the science around potential effects, impacts and risks. A leading practice Impact Assessment Framework that identified Sources, Pathways and Receptors was applied. A process of failure mode identification and layers of protection analysis was undertaken for robust design controls at each stage, while simultaneously transitioning between downstream and upstream discharge arrangements. Participatory selection of the TSF site and design layout was critical in managing project costs and environmental constraints, and in incorporating cultural heritage constraints and technical risks.

Jul 1, 2021

By D R. Anstey

The mining of magnetite iron ore in Western Australia will generate large volumes of waste rock and tailings over many decades. The need to dispose of these materials will result in massive waste landforms that will require significant planning and management. The formation of comparable man-made landforms is relatively common, as exemplified through past practice in gold and iron ore (haematite) mining. Unfortunately, the performance of these landforms, with respect to long-term stability (erosion resistance), the release of low pH seepage water and aesthetic impact, has commonly been disappointing and environmental legacies have been created as a result. Lessons that have been learnt from past, large mining operations indicate that there is a need to rethink the methods of waste disposal and landform development applied to magnetite mining. The environmental compliance criteria applied to magnetite mines for the storage of tailings and waste typically include minimising dust generation (particularly as the tailings and mine waste may contain asbestiform minerals), control of silt, minimising visual intrusion and management of potentially acid forming materials. In addition, the climate of Western Australia and the paucity of both surface and groundwater in the vicinity of the magnetite mines frequently necessitate water consumption to be minimised. This paper discusses the potential to co-mingle magnetite mining waste streams in a variety of ways to concomitantly satisfy the environmental compliance criteria and the operational requirements of the mine. These methods include co-mingling of coarse tailings and waste through dry-stacking, deposition of tailings as a paste, co-disposing of all wastes to form an integrated landform and the co-mingling of all waste streams to produce PasteRockTM (a blend of tailings paste and crushed waste rock). The paper demonstrates how these techniques can be applied to the magnetite mining industry to provide better outcomes than might be achieved using more conventional techniques, currently employed in large-scale mining operations.

Jan 1, 2009

By J Missen, P Currie, J Bohan, D Clark

AGL is one of Australia’s leading integrated energy companies and the largest ASX listed owner, operator and developer of renewable energy and thermal generation in the country. AGL owns and operates the 2210 MW Loy Yang A power station and adjacent 30 Mt/a brown coalmine in the Latrobe Valley, Victoria. It also supplies coal to the nearby 1050 MW Loy Yang B power station owned by the GDF Suez (Engie)/Mitsui partnership. The mine is currently nearly 5 km long, more than 2 km wide at the operating face and up to 200 m deep. AGL employs a large workforce at Loy Yang and a substantial amount of services are performed on-site by contractors and consultants.GHD provides mine planning, earth sciences, civil/geotechnical engineering, dam surveillance, plant engineering and environmental services to AGL Loy Yang through an alliance framework. GHD is one of the world’s leading professional services companies operating in the global markets of water; energy and resources; environment; property and buildings; and transportation. In addition to GHD’s global footprint, the company also has a significant Victorian presence, including a permanent, well-resourced regional office in Traralgon, approximately 10 km from Loy Yang, as well as a permanent site office.A joint paper on the Loy Yang mine professional services alliance model was written for the AusIMM International Mine Management Conference in 2006 by Woods and Wood. Now ten years on, this paper provides an overview of the present relationship and arrangements, including the continued transformation of the alliance model and maturing of the relationship contract.These are challenging times, with increasing cost and regulatory pressure driving change in the broader energy and resources industry, and locally including both the mining and power sectors at Loy Yang. Flexible models to achieve a balance between internal personnel and access to key external skills, whilst achieving value for money and transparency, is increasingly critical. The right drivers and performance measures are essential, particularly when confronted with potential major technical and environmental risks (considering significant ground failure and fire events that have occurred elsewhere within the Latrobe Valley over the last decade) within a sector that is reducing costs and optimising production.This case study discusses the alliance status and changes, reasons behind adjustments and what the future is likely to hold. The paper also explores the validity of the original objectives and the extent to which they have been achieved. The philosophy of the alliance is to continue closely aligning the objectives of the two companies in the best interests of the Loy Yang site and immediate surrounds/stakeholders. Quality of service, costs, timeliness, health and safety (H&S) and some operational activities (aquifer depressurisation) remain important aspects and are reflected in key indicators for which performance is measured.CITATION:Clark, D, Bohan, J, Currie, P and Missen, J, 2016. AGL energy, Loy Yang and GHD – a further case study in alliancing: ten years on, in Proceedings International Mine Management Conference, pp 321-330 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jun 22, 2016

By M Bettison, R Marton, R Wright, M Lowry

Depending on the geological setting, waste rock from mining can present risks to achieving acceptable closure outcomes. In the Pilbara iron ore mines, the majority of waste rock is geochemically inert. However, small percentages of pyritic material with the potential to generate acid and metalliferous drainage (AMD) require considered management within mine waste stockpiles designed to minimise AMD release to the environment. A larger percentage of waste rock has physical characteristics (e.g. erodibility) that may impact upon long-term landform stability. CITATION:Marton, R, Wright, R, Lowry, M and Bettison, M, 2018. The golden thread of waste characterisation from exploration drilling to waste rock placement, in Proceedings Life-of-Mine 2018, pp 90–92 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 25, 2018

Although I have, for most of my working life, been associated with research into problems of water pollution, this has been exclusively in a country where problems arise from having too many people rather than too little water, a country furthermore, where for the past few decades, mining, except for coal, could hardly be called a major Industry.

Jan 1, 1971

By Penttila V

The Paleoproterozoic Hitura Ni-Cu deposit in western Finland is in an ultramafic igneous complex composed of two subvertical plug-shaped bodies embedded in intensely migmatised felsic gneisses. The ultramafic complex is not far from a north-south trending graphitic and sulphidic gneiss zone interpreted to be a primary sulphide-graphite unit in the metasedimentary sequence. The sulphide accumulation exists as a zone parallel to the contact of the northern ultramafic body. The ultramafic rock types, now mainly serpentinites, have primarily been olivine adcumulates in the core grading to olivine orthocumulates and pyroxenites towards the margins. Coarse-grained felsic pegmatite veins injected serpentinite where they now exhibit prominent zoned alteration rims of chlorite, antophyllite and talc. The serpentinite core of the body was primarily an olivine adcumulate derived from a tholeiitic or high-Mg basalt parental magma with about 11 wt % MgO. Metamorphism and alteration have totally changed the igneous mineral compositions and the rock types are serpentinites (from olivine adcumulates), ambhibole-bearing serpentinites and amphibole-chlorite rocks (from pyroxenites). As the result of CO2 alteration talc is an accessory mineral throughout the serpentinite. Like silicates, also sulphide minerals are altered. In the core of the body the low-grade sulphide dissemination still reveals primary igneous interstitial forms. The core sulphides are now mackinawite, pentlandite and valleriite instead of primary igneous pyrrhotite and pentlandite derived from Mss. At the marginal zone the heavy dissemination and net-textured sulphides display pyrrhotite-pentlandite-magnetite intergrowths with magnetite films along cleavage of sulphides, mackinawite in pentlandite and exsolution textures of different low-temperature pyrrhotite phases as the result of alteration processes. Mechanically weak rocks, complicated structures and textures of the ore, magnetite and mackinawite intergrowths in pentlandite and readily-floating MgO silicates cause problems in exploitation of the deposit. Solution to problems come from selective stoping, three-step classification in grinding, froth-washing technique and on-line process control based on ore type determination from process data using an expert System

Jan 1, 1996

When studying minerals degrees at university, all the emphasis is towards sending the graduates into the bush to work at a remote mine; however, that is not the only option available to new graduates. There are positions in equipment supply companies, commercial laboratories, research organisations, engineering companies and contractors of many types. The aim of this paper is to show metallurgy graduates that there are non-mine site based career options available to them that offer outstanding career development. This is illustrated by outlining the research being undertaken by Magotteaux Australia and by telling the story of a graduate metallurgist working in MagotteauxÆs small research group. Magotteaux is an international supplier of grinding media and wear resistant components for the mining industry. The Australian research group is focused on determining the effects that the choice of grinding media has on subsequent processing, for example flotation and leaching, by using newly developed tools and techniques.

Jan 1, 2006

By S M. Denn

The Cawse nickel-cobalt operation is situated 50 km NW of Kalgoorlie in Western Australia, at latitude30o22'30'' south and longitude 121o08'30'' east on the Kalgoorlie 1:250 000 geological map sheet (SH 51-9) (see Figure 1). The project is owned and operated by Centaur Nickel Pty Ltd (CTR) and was the first in Australia to commercially produce nickel metal and cobalt sulphide through pressure acid leach (PAL) technology. Cawse has a total resource base (all categories of resources + reserves) of 213 million tonnes Mt at 0.7 per cent Ni and 0.04 per cent Co, comprising 127 Mt at Cawse Central which is 100 per cent owned by CTR and 86 Mt at Cawse Extended where CTR has a 80 per cent equity. Cawse Extended is located immediately to the northwest of the Cawse Central leases. All current reserves (proved and probable) of 30 Mt at 1.0 per cent nickel are contained within Cawse Central. In addition the Siberia project area 20 kilometres to the NW has a resource of 63 Mt at 0.7 per cent Ni. Cawse is a dry laterite deposit, with nickel and cobalt hosted by iron and manganese oxides. Cawse Central mineralisation extends over a ten kilometre strike length, with three pits currently being mined. The Bunyip pit has the premier nickel and cobalt grades within Cawse Central. There are seven dominant lithology types forming mappable units within current pit exposures. Four of these units are host to nickel and cobalt mineralisation. Ore types are defined as Upgrade, Grind and Non-upgrade, depending on their physical characteristics with respect to the treatment route. Mining commenced in February 1998. To the end of calender 1999 the operation has produced 2100 tonnes nickel plate and 470 tonnes of cobalt as a cobalt sulphide product. Future production will target 9000 tonnes per annum Ni metal and up to 2000 tonnes per annum Co, based on processing 500 000 tonnes of ore per annum.

Jan 1, 2000

By M Bettison, R Wright, N Taylor

The primary mine planning focus during early study phases of future mining projects is Life of Asset ore production and grade quality, this will always be the situation. While waste schedule optimisation is generally considered in the latter study phases nearing execution for a limited number of schedule periods only and not a true optimisation considering all attributes such as waste destination location, design, cycle time and closure. This can be particularly applicable in large multi-pit bulk mining operations where one approach to meet Life of Asset ore tonnes and grade targets has been to maintain pit development flexibility resulting in large open pit areas and substantial expit Overburden Storage Area (OSA). The value opportunity is to develop a Life of Asset waste schedule source-to-destination optimisation prior to mine development considering all applicable attributes and routinely review throughout the Life of Asset taking account of improved ore and waste knowledge.CITATION:Taylor, N, Wright, R and Bettison, M, 2018. Utilising mine planning to deliver closure landforms through productive movement, in Proceedings Life-of-Mine 2018, pp 96–99 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 25, 2018