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Of the energy resources present in Australia, coal and uranium are by far the largest. These two resources ap- pear sufficient to satisfy Australia's energy needs beyond the immediately foreseeable future and long after the natural petroleum resources are exhausted or have ceased to play a significant role. By that time, coal could be converted in plants of very large size to synthetic liquid and gaseous fuels which will be used as substitutes for pet- roleum fuels, particularly for transport. The basic role of uranium will be to supply electricity from nuclear power stations for heat and power requirements, thereby freeing non-coking coal largely for conversion purposes. The establishment of these enterprises will require a massive national effort and a high degree of co-ordination at the planning stage.

Jan 1, 1975

The sampling of a run-of-mine (ROM) ore with the objective of controlling the fundamental variance associated with the sampling step is a poorly understood subject. Finding the effective sampling constant by repetitive sampling to establish the variance between nominally identical subsamples of a given mass of the ore is a laborious, time-consuming and very expensive exercise. In this paper, the run-of-mine ore is modelled using three components: ore, waste, and relatively fine material which shows significant liberation of the mineral phase(s) carrying the target analyte. The expression for the sampling constant of the mixture is developed from first principles. The form of the equation provides insight into the factors that are important in controlling the magnitude of the sampling constant and hence the fundamental uncertainty associated with a given mass of sample. The controlling factors are shown to be the size distribution of the ore/waste mixture, the proportion of waste mixed with the ore and the extent of liberation and the size distribution of the liberated material in the finer fractions.

Jan 1, 2008

By Martin CH

Over the past forty years colliery management has coped with intensive mechanisation and other rationalisation of traditional conditions to accomplish increases to outputs by miners, mines and nationally. The basic managerial function of planning, organising, directing and controlling have adjusted and expanded to current management demands, including the detail of achieving the highest possible efficiency, particularly in forward planning. Although industrial aspects have vastly improved, there are lingering problems. Safety is not necessarily the basic ingredient of any industrial events-which occur but is always paramount. Likewise some legislative changes may have elements of political and particular vested interests and conservation of technical expertise may be threatened by such frustrations. Not only technical excellence is required, but particular attributes of the individual are required in management evolving from "simple owner management to the complete corporate approach required for the multidisciplined operations of to-day".

Jan 1, 1988

The sucessful use of sewage sludge in land rehabilitation has been established and there is an abundance of overseas information on sludge reuse. Unfortunately Australia is behind Europe and North America in establishing sludge reuse policies and regulations. In Victoria the EPA has no publicised regulations and no communicated policy for sludge reuse. In the absence of sound regulations the onus is firmly on the operators of sewage treatment works to ensure land application of sludge is safe for the environment.

Jan 1, 1992

Taxation is a major factor in evaluating mining project developments. The availability or otherwise of effective tax relief for project expenditures can have a crucial bearing on the decision to proceed with a project. The special position of the mining industry is recognised within the Income Tax Assessment Act (the "Tax Act") by special legislation, namely Divisions 10, 1OAAA and 10AA. The legislation both extends the scope of items which are eligible for deduction and affects the timing of deductions. Generally, the legislation separates expenditure into 3 categories: 1. Expenditure on exploration 2. Capital expenditure on the development and the running of the mine; and 3. Facilities used in the transport of minerals. Companies evaluating a project should carefully analyse their proposed expenditures, allocating them between these categories so as to identify potentially non-deductible expenditures and to determine the period over which tax relief will be Obtained.

Jan 1, 1983

By J Ralston, W Skinner, D Fornasiero

The Wark has been conducting collaborative research through the AMIRA International P260 series of projects for over 20 years. This paper reviews specific outcomes of successful technology transfer to flotation plant practice over that time. Moreover, findings of an independent audit of industry users of the research outcomes of the P260 project are reviewed. The key to successful technology transfer is the active engagement of industry personnel at all phases of the technology transfer process. Other research outcomes include the novel application of new measurement tools and methodologies which include, for example, advanced surface analysis techniques. These new tools and methodologies have been pivotal to improving our understanding of factors that limit the flotation separation of minerals at plant scale. Future potential targets for technology transfer to improve flotation plant practice are discussed.

Jan 1, 2009

The economic viability of base metal and gold production projects at Chillagoe, North Queensland has been elusive or difficult to achieve. Because of isolation and low grades metallurgical efficiency has always been essential. This paper, concentrates on the Chillagoe Railway and Mines Company's operations from 1898 to 1914 and Elders Resources Limited's current developmental operations at Red Dome. The technological methods of concentrating, smelting and refining the copper, silver, lead and zinc by the Chillagoe Company will be outlined as well as their understanding of the geological aspects of the ore bodies and the stock market speculation. The Chillagoe Company failed in its economic management but developed the region. Elders Resources have successfully redeveloped the region including fostering the tourist potential of the area through their expert financial, engineering and metallurgical strategies within the external economic parameters of the Pacific Region.

Jan 1, 1987

By Mould GR

Gas drainage has been practiced for many years mainly for safety reasons in various countries in Europe, in the U.S.A., the U.K. and Japan. Legislation has been developed to control the production, transport- ation and utilisation of methane and associated gases. Gas drainage is now being carried out at some Australian Collieries, but as this is a new venture little specific legislation is available. This paper briefly describes the drainage methods and legislation applied overseas, gives a brief history of gas drainage in N.S.W. and indicates the deficiencies of the present legislation. It outlines the approach to new legislation which will deal comprehensively with gas drainage operations and utilisation in New South Wales.

Jan 1, 1982

The rnunber of Cenozoic volcanoes which has already been found in China surpasses 600. An ancient Chinese tourist, Xu Xiake (1587-1641 in the Ming Dynasty), mentioned in his travel notes the volcanoes and hot 'springs in Tengchong, a country of the Yunnan Province, 400 years ago. In 1927, the geologist, Yun Zhanli, expounded generally on the recent volcano distribution in China. In the '70's, China not only accomplished aerial photography and produced topographic and geological naps covering the whole country, but also obtained a new understanding of the geographic distribution and process of development of the Cenozoic volcanoes through Landsat imagery; interpretation and ground verification, together with C14 isotope dating and analysis of volcanic rocks.

Jan 1, 1987

The global recession of the 1980s drove commodity prices down and intensified cost competition. The 1990s saw a restructuring of the mining industry with the survivors adopting new technology, significantly increasing workplace productivity and reducing capital and operating costs. Major changes in mining industry business strategies evolved in the late-1980s including the development of miner - supplier - manufacturer - partnerships, cultural changes in work practices and common goals between the partners to reduce the cost of production. These industry trends are putting new demands on mining machine manufacturers and dealers both on the `hard' side of the machine business, such as research and product development programs, and on the `soft' side in terms of business processes, use of human resources and communication. The paper describes several mining industry trends as identified by a large supplier to the industry, and discusses the impact they are having, and will have, on mining machine development and the provision of product support services to the industry.

Jan 1, 1995

By Boyack DJ

DEFINING AN ECONOMIC TARGETExploration usually begins with the corporate goal of finding a minimum tonnage and grade of a selected mineral. Sometimes this is expressed more simply as a minimum quantity of contained metal without any indication of the desired grade or implied profitability. Such a goal is useful in the selection of exploration areas and the planning of initial drilling programs. However, it should be reviewed as soon as significant mineralisation has been identified. To make rational decisions about exploration expenditure, the potential return from a deposit must be estimated from the outset and re-esti-mated frequently.The potential return will depend on:1. The proportion of mineral which can be economically recovered from the deposit by mining (the mining recovery).2. The quantity of valuable constituent that can be recovered after dilution with waste rock during mining and losses due to incomplete metallurgical recovery.3. Expectations of price and markets.4. Capital and operating costs applying to the selected mining and processing methods, and to transportation and marketing. Increasingly, environmental costs and constraints must also be considered.

Jan 1, 1990

The necessity for agreed project outcomes, which are in accordance with client needs, and the subsequent requirement for a unique approach to managing project implementation is discussed. Reasons for appointing a separate project team to manage a project are established. The selection of a project manager, based on the services they can provide and on their characteristics, skills and management style, is discussed. The consequences of selecting the wrong project manager are explored. A broad overview of the requirements for the project team is provided. Criteria for the selection of team members, and the role played by the project manager in this selection, are discussed. The levers that drive `on-time and on-budget' projects are discussed in terms of the project's vision, goals, controls, and incentives.

Jan 1, 1997

By Lightfoot BW, Foo KA, Conochie DS

Aberfoyle Limited operated a matte fuming pilot plant, incorporating a SIROSMELT furnace in 1980/81. This plant was a significant advance in both smelting and tin extraction technology. Important design, construction and commissioning aspects are discussed and some of the key points to emerge from this phase of the work are reviewed.

Jan 1, 1984

By P Wollants, B Blanpain, R Ding

Vacuum oxygen decarburisation (VOD) is the refining process used by ALZ (Genk, Belgium) for their production of stainless steels. The process consists of three stages: oxygen blowing at a pressure of 100 mbar, degassing, and reduction of the slag with ferrosilicon at 5 mbar. The magnesia-chromite bricks used in the slag zone of the ladles suffer from acute wear. In this paper results obtained from a program to improve the refractory life span are presented. The dominant wear phenomena were identified with an electron microscopy study of bricks taken from different locations in the ladle. Concurrently a dynamic model for the vacuum oxygen decarburisation (VOD) refining process was developed. The model calculates the elementsÆ oxidation rate during the blowing oxygen stage and allows the continuous calculation of the change of the metal, slag and gas composition throughout the VOD process. From these activities a general scheme of the refractory wear was worked out and measures to improve the refractory life were proposed and implemented.

Jan 1, 2000

It has long been recognised that applications of the Net Present Value (NPV) investment decision making methodology can have serious deficiencies in situations where investment can be delayed and, once made, various options allow increases or decreases in the level of output. NPV valuation can undervalue the project if it does not incorporate future flexibilities or ""options"". It is important to realise that a proper valuation of a project (ie, valuation of its future cash flows) must incorporate an analysis of optimal future decisions involved in managing the project. Current valuation cannot be divorced from a consideration of future decision making. There is now a considerable amount of literature, mainly academic, identifying and exploring ways of remedying these deficiencies in the application of NPV. While the necessity of period by period analysis is sometimes acknowledged, little if any practical illustrative model building has been published to date, aside from algorithms using continuous time stochastic processes which deny access to the uninitiated.

Jan 1, 1994

The following is a discussion of a new approach to safety when developing or applying a new mining technology. In the form of an engineering process, the following approach had its inception in the military and aviation industries and is also very strongly evident in the chemical industry.The process has been developed and applied in the mining industry by the author. It is called 'Incremental Development and Management of New Technology'.The process is a composite of carefully selected System Safety Management, System Engineering and Financial techniques and methods. It consists of modules which can be modified to suit the requirements of a specific project. Modules provide an organised framework of activities to facilitate a gradual acquisition of pertinent knowledge and information and to enable progressive evaluation or verification of produced outcomes against specified requirements.

Jan 1, 1992

By Rawlings C. D

An assessment is made of the potential for thick seam underground mining of black coal in Australia. A brief summary is given of the geomechanical environment and previous mining history existing in a number of areas of particular interest from the point of view of thick seam mining. A classification of thick seam mining methods is presented with emphasis on the critical geomechanical para- meters influencing the performance of such methods. A summary is made of perceived geomechanical research requirements related to thick seam mining in Australian coalfields.

Jan 1, 1980

By M Kuruppu

Large mining operations require a high percentage of the capital invested in mobile and fixed mining machinery. From an investment point of view this expenditure must be met by an equally high rate of return, thus the need for high plant and equipment reliability is of major importance. Equipment downtime is undesirable and very costly, resulting in lost production and revenue, which is of critical importance to successful mining operations. One of the solutions to this problem may be found in the form of competent computerised maintenance management software systems, which help to reduce the problem of breakdowns. These software assist the engineers for the management of service orders, resource allocation, progress monitoring as well as costing. They also facilitate the communication of targets and objectives among the service personnel. A computerised maintenance management software called MAINPAC was used to record and plan the activities of mobile equipment maintenance in a large mining operation in Western Australia. Among the details recorded were equipment data, service history, machine downtimes, previous maintenance, job planning and the resource required. This information further helped to analyse the maintenance efficiency, availability and the reliability of the equipment.

Jan 1, 2006

The methodology (i.e. procedures) used in testwork for modifying, improving, selecting, designing or developing processes is reviewed and possible improvements described. Minerals and particles could be characterised more comprehensively with modifications of existing procedures. Identification of the dominant phenomenon in a process could help bring the results of laboratory tests closer to plant performance. Improvements in pilot plant testwork could reduce the frequency and magnitude of problems in materials handling and separation in production processes, and increase the quantity and quality of the data obtained from a limited number of tests. Longer-term improvements in methodology depend on some changes in basic research. Information is required about all of the phenomena that occur in a production process rather than sophisticated models of specific phenomena. Theories, correlations and computer simulations could be used more effectively in testwork if they were simple, capable of forecasting the effects of changes and applicable to a number of similar processes.

Jan 1, 1986

Attention is given to three possible alternative structures namely corporate joint venture, partnership joint venture and unincorporated joint venture. A corporate joint venture involves the formation of a separate and distinct legal entity with limited liability. The shareholders of the Company will be the members of the consortium. A partnership joint venture involves the members of the consortium joining a formal partnership. The partners will conduct the business in common with each other and will share the profits and losses of the project activities. The partners will be jointly and severally liable. An unincorporated joint venture is distinct from a partnership. The members of the venture will not be jointly and severally liable. Taxation and accounting aspects are examined and an outline provided of a typical joint venture agreement. The two main advantages of an unincorporated joint venture are considered to be a favourable treatment for income tax purposes and a greater degree of flexibility when compared with the corporate joint venture and the partnership joint venture.

Jan 1, 1983