Search Documents

By Nichol R

- PART A The Hoppers Crossing Pumping Station is one of the principal components of the Western Trunk Sewer Project which replaces the 90 year old Main Outfall Sewer and will convey 60% of Melbourne's sewage flow from Brooklyn to the Board's Farm at

Jan 1, 1987

Until recently, the Australian mining industry received unquestioning encouragement from both State and Federal Governments. Now governments adopt a more questioning outlook about, for example, the proportion of local mine income accruing abroad, about the contrib- ution of the industry to public revenue, and about the industry's impact on the environment. This paper reports on attitudes at a recent industry-government-academic conference on planning and problems for the minerals sector in the next decade and beyond. It also examines a government policy review in Canada, which has undertaken some change in direction of mineral policies in the last few years.

Jan 1, 1977

Staff turnover percentages on projects in the minerals sector are at levels that would not be accepted in business less than five years ago. While this is being driven in part by the shortage in skills to service the industry there are underlying factors, beyond the increases in remuneration, adding to the turnover. Having identified the five major reasons why people do not stay, this paper confirms that leaders and the various styles are common to all companies. The paper comments briefly on these major reasons and suggests the problem is firmly with management. It also offers possible remedies to reduce the attrition and therefore improve the opportunities for a quality project evaluation.

Jan 1, 2009

By R K. W Merkle, E Whiteman

The anorthosite complexes and related rock types of the Indian Precambrian shield are primarily associated with either cratons or mobile belts. They were metamorphosed under amphibolite to granulite facies conditions. The major rock types are chromite-bearing meta-anorthosites, amphibolites, basic granulites, pink granites and gneisses. This study was carried out on chromitite bearing samples from Sittampundi Anorthosite Complex (SAC), Tamil Nadu, to evaluate the nature and textural settings of platinum-group minerals (PGM), using state-of-the-art technology. The structure and petrology of SAC were well studied by earlier workers (Subramanian, 1956), but only scanty data on geochemical, petrology and mineralogy of PGM are available. The mineralogy of the samples is dominated by chromite (>70 mass per cent), plagioclase (An90) and chlorite-actinolite with orthopyroxene (En85). Details of the petrological evolution of the Sittampundi complex will still have to be studied further, but indications of magma replenishment at the level of chromite formation and the elevated PGE values associated with the chromitite samples make the Sittampundi complex a promising target for future exploration activity.

Jan 1, 2008

The Australian underground contract mining industry has grown from almost nothing 25 years ago to the point today where half the countryÆs underground mines are using contractors to produce their ore and do their development. This growth was driven by the need to change poor industrial relations and work practices in sectors of the industry, along with the needs of many small gold mine owners to preserve their capital by using contractors to do their mining. The industry is dominated by two major privately owned contractors with a number of other publicly and privately owned contractors making up the balance of the market. This paper discusses the important trends in the contract mining industry and the directions it may take in the next few years.

Jan 1, 2005

By D Hume

During 2001 the Ridgeway Gold Mine, driven by company initiatives and recent NSW legislation (General Rule 2000), developed and implemented Major Hazard Management Plans to control significant hazards identified at the underground mine. The paper presents the objectives, issues, outcomes and process involved in the development and implementation of the plans at Ridgeway. The sharing of the experience gained and an overview of the intended way forward will offer a valuable insight for other mines considering embarking on a similar journey.

Jan 1, 2002

How often does one hear that a recent feasibility study was not a success? Alternatively, when scope of the feasibility study was sent out to tender there was a large discrepancy in tendered prices. If the tendered prices were to be compared to the consumer market, for instance the purchase of a car, where the concept is transport in a controlled and safe manner, prices vary by large factors, but then so do the specifications. In the case of a feasibility study, prices should be within a tighter margin as the tenderers are all quoting against the same concept and specification. Why do these discrepancies occur? Price discrepancies will in every likelihood be attributed to two main factors; one, the perceived amount of work and two, the ability of the bidder to carry the risk associated with the feasibility study. It is, therefore, important that the scoping of the feasibility study covers the detailed requirements as clearly as possible stating what level of accuracy is required. The feasibility study is one of the first activities in the life of a project. The study, like the project it is investigating, is subject to the constraints of time, cost and quality. Its primary objectives are to demonstrate the viability of a project within the outlined scope and constraints.

Jan 1, 1998

Partnering has come to prominence in the Australian construction industry in a formal sense this decade. The high level of disputation in the building and civil construction industries in the 1980s drove its development in both Australia and North America. PartneringÆs use has been most prominent in the construction industry, particularly in the civil and construction sectors of the industry. It has found favour in some mining development projects, one of the most notable being BHP MineralÆs Cannington project in NW Queensland. This paper examines the requirements of successful partnering agreements and describes in detail the mine development partnering agreement at Cannington. In particular, the paper discusses the authorÆs experience and recommendations for partnering to avoid contractual problems and achieve win û win project outcomes for all parties to major mining projects.

Jan 1, 1999

By James CH

For drainage sediment to be used as a successful sampling medium in reconnaissance geochemical surveys, the length of any dispersion train from a typical target must be great enough for it to be detected by a widely spaced sampling pattern, and must also be homogeneous enough to avoid it being missed by the unfortunate selection of a random low value sample. Elements which occur in stream sediments in the form of discrete heavy minerals present two special problems in this regard. Since the element is concentrated into a few particles, the medium is extremely heterogeneous, which makes representative sampling impossible unless very large samples are taken, while the high specific gravity of such grains leads to their being concentrated in traps along the stream bed. Several ways of overcoming these difficulties have been suggested. Among these the "schlich" test, in which heavy material obtained by panning is taken for analysis is among the most popular. However, the results of the present study indicate that while this method improves the nature of the patterns obtained, they are still far from satisfactory. Alternative methods of sample preparation, including the taking of light material for analysis, appear to provide better answers to the problem. In the area studied this approach eliminated most of the "noise" associated with the data obtained by other methods, as well as giving an extended dispersion pattern.

Jan 1, 1986

By Kolarczyk M

When controlling the ventilation process in a deep mine some knowledge of the sensitivity of the air volume output to changes in the resistances of network side branches is of great advantage.Sensitivity is taken to mean the limit of the differential quotient AV /ART where AV. is the change in air output in the i--h side branch caused by a change of resistance LI R in the r-th side branch. A method Is presen- ted for determining any arbitrary co- lumn of the sensitivity matrix. A network interpretation of this met- hod was developed in which an ancilla- ry network additional the basic network is constructed and solved, giving an analysis of the sensitivity signs de- pending on the structure of the network.

Jan 1, 1988

By Proffett JM

Batu Hijau is a calc-alkaline, island arc porphyry copper-gold deposit located in the southwest corner of Sumbawa Island in the Banda archipelago of southern Indonesia. Proven and probable reserves are 913 million tonnes at an average grade of 0.53 per cent copper (10.631 billion pounds Cu) and 0.41 g/t gold (389 tonnes Au). Construction of the deposit infrastructure began in October 1996, and formal approval for the project mobilisation was granted by the Indonesian government in May 1997. Preoperational testing and start-up of the first grinding line is scheduled for mid-year 1999.Copper and gold mineralisation are genetically related to at least three tonalite porphyry dykes and small plugs which intrude a quartz diorite stock that was emplaced into andesitic to dacitic pyroclastic rocks and lava flows. Faults are uncommon, and where they occur they do not significantly displace hydrothermal alteration and mineralisation zones.

Jan 1, 1997

By D Blair, L Fergusson, G Barros

"The purpose of this paper is to present the findings of a waste rock remediation program conducted at a gold mine in New South Wales (NSW) over a six-year period. The treatment of waste rock dumps included the longitudinal results of one-off applications using: ViroMine Technology, including the application of a chemical reagent called Terra B, which is a benign, clay-like substance derived from processed bauxite and other sources lime and biosolids (added for nutrient value) clay capping and topsoil compared treatment outcomes from these three approaches to a control.Parameters measured in the program included leachate pH, total actual acidity (TAA) and chromium reducible sulfur (CRS), Al, Cd, Cu, Fe, Mn, Ni, Pb, Zn, and tree height and vegetative cover density with data collected at regular intervals over a six-year monitoring period. Findings over the life of the study indicated, for example, that leachate pH in the control area was 4.5 in year 1 falling to 4.0 by year 6; pH in the lime and capping treated waste rock was initially raised to about 5.5 after treatment but fell to 5.0 within 24 months and remained a low 4.7 by year 6; pH in the Terra B waste rock was 6.8 in year 1 immediately after treatment, and actually increased to 7.3 by year 6 with no further treatment. This finding is of relevance because it effectively profiles the acidity curves of waste rock control, lime, and capping applications, and shows that they decline over time, despite an initial æpH shockÆ to the solids as measured by TAA and CRS in the case of lime. Similar treatment curves were observed for heavy metal leachates. Tree height and vegetative cover density indicated that with increasing acidity in the waste rock dump, the lime and capping options did not allow healthy revegetation, but in the Terra B treated areas tree growth and density were comparable to background, undisturbed forest levels.is needed with respect to tailings management, based on a novel integrated research framework.CITATION:Fergusson, L, Blair, D and Barros, G, 2012. Sustainable waste rock remediation and revegetation - A real-world longitudinal study comparing ViroMine technology to standard applications and doing nothing, in Proceedings Life-of-Mine 2012 , pp 249-258 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Jul 10, 2012

By R M. Lonsdale, M D. Goodz

"With an ever-increasing dynamic business environment, successful stakeholder engagement is becoming more fundamental to achieving desired outcomes in today’s mineral resource industries. It is imperative to be proactive in correctly identifying all stakeholders and initiating early contact. This builds trust relationships, which are essential to ensure future decision-making processes are streamlined.Often neglected is a company’s obligation to select the correct team to represent its values and mission. The company requires representation that demonstrates an understanding and commitment to its operations and people, the safety and health of the community and environment, and most importantly, represents the decision makers. Stakeholders need to believe that the engagement process is genuine and that the company representatives are aligned towards targeted outcomes that will benefit all stakeholders in some way.Among others, stakeholders include shareholders, staff, families, community, service and supply providers, regulators, land managers and the political/financial framework. Depending upon the mineral product, stakeholders may include ports, international offtake clients and those along the route. New stakeholders continually evolve during mine life, and the engagement process requires an investor–community–public relations (IR/CR/PR) team to anticipate change and actively scan perception and chatter.Successful communication is more than delivering a message; it is about engaging stakeholders and confirming the feedback loop to ensure the correct message is communicated and the relationship is strengthened.The nature of the mining company’s branding and the public’s perception of company intentions will dictate whether there is willingness to allow the company to follow its desired path. This in turn controls the company’s most scarce resource – time. Timing is fundamental to achieving targeted outcomes with minimal cost and delays, marketing in a peak cycle and acquiring critical capital for development and growth.Branding and stakeholder engagement effectively controls and extends to the company its social licence to operate.CITATION:Goodz, M D and Lonsdale, R M, 2016. Stakeholder engagement – who are you, what do you stand for and why? In Proceedings International Mine Management Conference, pp 239-248 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Jun 22, 2016

Australia is presently the world's principal producer of rutile and zircon, and also provides a major share of the world's ilmenite. Since 1980, Australia's share of the world's output of these minerals has fallen. Exhaustion of known resources, together with the changing composition of new deposits, is expected to result in Australia's share of the rutile and zircon output continuing to decline. Its role as a major supplier of upgraded ilmenite, that is synthetic rutile, is expected to increase. In 1994, the Bureau of Resource Sciences assessed Australia's demonstrated resources of mineral sands as follows: rutile 14.4 Mt, ilmenite 132.5 Mt, and zircon 21.0 Mt. These resources are located along the coast of Queensland and New South Wales, in the Murray Basin of New South Wales and Victoria, in the southwest corner of Western Australia, and in the Eneabba region, north of Perth. However, some 45 per cent of rutile and zircon resources along the coast of Queensland and New South Wales are not available for mining because of environmental concerns. World demonstrated resources are estimated at 40 Mt (contained TiO2) for rutile, 50 Mt for zircon and approximately 312 Mt (contained T1O2) for ilmenite. Outside of Australia, the most important resources of rutile, ilmenite and zircon are in South Africa (rutile, zircon , and ilmenite in the form of titania slag), Sierra Leone (rutile), India (ilmenite, zircon and rutile), and Canada (hard rock ilmenite). Significant resources of ilmenite occur in Madagascar and Mozambique.

Jan 1, 1996

A resource rent taxation scheme is based on the concept of taxing the rent or surplus profit generated from primary industry activity. Rent has been defined as profits that remain after deduction of company income which corresponds to the minimum return necessary to attract private investment to a new project.Rent taxation schemes on the mining industry within the Australasian region have been examined and widely discussed during the decades of the 1970s and 1980s. Forms of resource rent taxation schemes have been imposed on Papua New Guinea mining, some sectors of Australian petroleum, the Roxby Downs venture and are being discussed for the New South Wales coal industry. While no introduced applications have been pure rent taxation schemes, the concept has generally come to encompass arrangements which tax rent at a partial rate which may or may not vary with the level of profitability or return.An examination is made of a number of the more recent schemes. Aspects which should be considered in implementation of new forms of this taxation are discussed. It is concluded that there is an increased acceptance for this form of taxation on the Australian mining industry.

Jan 1, 1990

By J Moncrieff, P Bellairs

The Black Star Open Cut is located immediately adjacent to the township of Mt Isa and is situated in the middle of extensive pre-existing infrastructure including two concentrators, two smelters, a wet fill plant and two shafts. At any one time there are in excess of 500 people working on the surface within an industry-accepted 600 m exclusion zone from Black Star blasts. Apart from the surface operations there are also the underground operations including the lead mine (closed in December 2005) and the Enterprise and X-41 mines that must clear for all Black Star blasts. The application of industry standard blasting exclusion zones (600 m) was risk assessed as imposing operationally prohibitive constraints which could cause significant business interruption due to the logistical challenges required to ensure that all personnel from surface plants were evacuated for each blast and potential for lost production whilst these personnel were not operating the plant. In was therefore an imperative for the blast exclusion zone to be reduced. This was achieved by the: use of a QA/QC team to ensure that relevant drill and blast implementation is within an acceptable tolerance (KPIs) from design; use of high-quality stemming material called HMR, which is a by- product of the concentrating process and is generally sized at -14 mm with very little fines; implementation of appropriate training and support to Black StarÆs own blast crews, reinforcing the need to achieve the designed amount of stemming in every hole; and provision of appropriate support from Black StarÆs management for additional resources to ensure that every blast achieves design within the KPIs but especially in high-risk areas. The blast exclusion zone was successfully reduced after monitoring the flyrock results from more than 176 blasts. Black Star Open Cut now maintains a minimum blast exclusion of 200 m in critical areas; however, general blasting currently uses a 250 m exclusion as this provides additional risk management whilst still minimising the logistics associated with clearing and securing the slightly increased area.

Jan 1, 2007

The Pike River Coalfield is located on the West Coast of the South Island of New Zealand near the top of the Paparoa Range approximately 45 km north east of the coastal town of Greymouth. The Pike River Coal Company Ltd (PRCC) is owned jointly by New Zealand Oil & Gas Limited (NZOG) and private investors.   The project has followed a long and difficult road towards project implementation which is now a reality with mine construction scheduled to commence in November 2005. The first stage of the project, the consent and land access process has been the most difficult. Resource consents for the project were first applied for, granted and appealed in 1998. A second round of modified resources consents followed a similar path in 2001. Following consultation with a range of parties including local and central government as well as the Department of Conservation, in March 2004 the Minister of Conservation granted PRCC access through Department of Conservation land. In October 2004, the Environment Court issued a Memorandum of Consent granting resource consents with conditions that had been negotiated between PRCC and the appellants.   The second stage of the project, investigation and design, commenced in December 2004 and was completed in June 2005 with the PRCC board ratifying the project capital and operating budgets. While the investigation and design work was proceeding, PRCC were also engaged in securing private equity and bank debt funding for the project. Formal Board approval to proceed with project construction was granted in September 2005 following completion of fund raising.   The project consists of a number of significant construction activities, namely: +        10.5 km of mine access road through previous logged and virgin rain forest; +        2.2 km of tunnel through metamorphic rock; +        a coal preparation plant about 8.3 km from the mine portal; +        an underground coal preparation plant; and +        a major slurry pump station, high and low pressure underground water supply systems to support hydraulic mining units and underground coal transport respectively.   Project construction is expected to be completed in April 2007 with completion of the ventilation shaft. Mine production will commence in December 2006 with coal from pit bottom development which will be carried out by the mine owner.

Jan 1, 2005

The title of my address today is "Oil and Gas Valuations - A Simplistic View of Some Critical Issues". Alternatively I could have called this address "Pitfalls for investors' and corporates in accessing Independent Experts Reports" 'as in this brief 12 minute talk I will briefly comment on some common misconceptions with regard to the valuation of exploration areas and production interests, and comment on how the draft release guidelines address these issues.

Jan 1, 1989

The operations management system at Olympic Dam has evolved over a two-year period to the state described in this paper. This evolution has been driven largely by the requirements of the recent expansion of the Olympic Dam operation from three to nine million tonnes of ore per year. Such a change process demands an holistic approach to mine management and several techniques have been employed including XPAC, Mine Works Planner as well as a basic philosophy of æjust-in-timeÆ completion. The philosophies, software and tracking mechanisms for managing a large tonnage operation are described, outlining a fully integrated scheduling system from shift to shift detailed activity planning to a 20 year production plan. Moreover, the vision of production exceeding the current limit of nine million tonnes means that there are to be further developments to this state-of-the-art system in use at the Olympic Dam mine.

Jan 1, 2000

Downstream value-adding is a strategic issue for a country like Australia, which has a resources-driven sector of a scale that has significant impact on the national economy. The question of why producers are not doing more to ævalue-addÆ is often asked. In Australia this debate takes place within the context of: an era of unprecedented growth in demand for resources driven by the rapid urbanisation of China, India and others;impending legislation and uncertainty around carbon pricing;rapidly rising energy costs;significant supply-side shortages including infrastructure, skills and manufacturing capacity; andsignificant industry consolidation of primary resource producers with commensurate improvements in market power.There are several examples of resource-based industries which have developed their business along the complete value-chain; for example large oil and gas producers successfully span upstream and downstream operations including refining and petro-chemicals as well as retail distribution of fuel and other products. Relevant frameworks that provide insight and understanding into the strategic issues around value-adding are reviewed and examples of the application of these frameworks to companies and industries which have successfully adopted a strategy of integrating along the value-chain, as well as those players who have focused on parts of the value-chain are presented. The issues around value-adding in Australia are then reviewed with reference to these frameworks and it is concluded that the issue is a conflict between the objective companies who wish to maximise financial value versus the desire of governments to increase economic benefits. An approach to aligning these objectives is proposed.

Jan 1, 2008