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By A Krishnan, C Garcia, I Luna-Berbesi

The discovery and exploration of deposits are progressively shifting to extremely remote regions and greater depths. As a result, exploration costs and the economic risk of a bad investment increase. Current megatrends in the exploration and mining sector indicate a growing demand for the implementation of automation, digitalisation, and machine learning techniques. The implementation of a multi-sensor-based core logging device (DMT, 2024) was done on 400 m of drill cores to optimise interdisciplinary processes in terms of time and quality, by using interlinked and consistent data in real-time, to obtain reliable predictions that support and speed up decision-making. The results are consistent with the laboratory data previously obtained by the mining company, highlighting the benefits of introducing ANCORELOG into their core logging procedures.

Sep 1, 2024

The underwater test is now being used routinely to characterise explosives and initiators. However, several outstanding issues regarding the role of confinement and the usefulness of the test results in predicting expected blasting performance require further elucidation. This paper reviews the underlying principles governing the test, and highlights its relative advantages and disadvantages in product development and applications. It deals with topics of energy release, energy partitioning, confinement and efficiency, supported by illustrative examples from tests with various products and geometries. The results are analysed in terms of both the detonation parameters measured and their extension to predicting blasting performance in the field. It is emphasised, that just as with other performance tests, the results and conclusions are only valid under the particular test conditions employed, and over-generalisation of these results can lead to erroneous conclusions.

Jan 1, 1999

By B D. Saffron

In 1983, open cut coal mining operations were suspended at the Tent Mountain coalmine, located in Alberta, Canada in an area called Crowsnest Pass. Montem Resources (‘Montem’), an Australian mining company, purchased the asset in 2016. They conducted several drilling campaigns and undertook environmental monitoring with the intent to restart operations. In 2020, Montem completed a Definitive Feasibility Study, which indicated a mine life of more than 14 years.

Aug 2, 2023

By C Tickell

Achieving occupational health and environmental noise objectives is a major consideration in the planning or operational phase of resource development and industrial projects to meet the needs of the workforce and community and comply with legislative requirements. For material handling systems, ventilation plants, mobile equipment, process plants and fixed infrastructure, noise emissions need to be considered at the design phase. The preferred approach is to provide noise emission technical specifications, but in many cases this is not stipulated. An occupational noise requirement, such as ‘not to exceed 85 dBA at 1 m’, is often provided, but this will not achieve the required occupational or environmental noise objectives and may cause overly stringent requirements when they may not be needed. It should be noted that when developing the technical specification, measuring compliance needs to be taken into account as, in some cases, measuring may be very difficult or even not possible.This paper will discuss the requirements for providing an effective noise specification that ensures the environmental and occupational noise objectives are able to be achieved and that, once installed, compliance can be measured. It discusses planning such as when to set the objective, correlating the appropriate objectives for the environmental and occupational noise requirements, allowing for measurement tolerance, providing a suitable criteria and data format for the suppliers to respond to and methodology to measure compliance. Different phases of a project require different approaches to planning for noise management and these will be discussed in the paper. Examples from 35 years of industry experience will be included.CITATION:Tickell, C, 2016. Preparing effective specifications for occupational health and environmental noise objectives in mining project design and delivery, in Proceedings Seventh International Conference and Exhibition on Mass Mining (MassMin 2016), pp 781–788 (The Australasian Institute of Mining and Metallurgy: Melbourne).

May 9, 2016

By G Pitkin, D Sorley

The purpose of any consultancy is to provide a superior service for their client. Organisational structure is a key element in providing this service and differentiating between consultants.In an organic organisation the emphasis is on effectiveness, problem solving, responsiveness, flexibility, adaptability, creativity and innovation. Such an organisation is able to respond in a timely manner to change because employees are empowered to be creative, to experiment and to suggest new ideas. The process of innovation is triggered by employees throughout the organisation in a collaborative manner.Problem solving becomes a core competence of the consultancy. A multidisciplined approach arrives at superior solutions that are rigorous, holistic, achievable and often novel. It allows the mining consultancy to extract the most from a very talented and experienced team.This paper highlights the advantages of an organic structure for a mining consultancy and how to implement such a structure. It draws on examples of innovative problem solving from feasibility and strategic studies carried out in Australia and Africa.CITATION:Pitkin, G and Sorley, D, 2016. Organic management structure – its advantages in a mining consultancy, in Proceedings International Mine Management Conference, pp 155-162 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jun 22, 2016

By W Stange

Assessing the risks in a mining project is a key aspect of project evaluation. This is an exacting and demanding task because of the complexity due to the need to deal with uncertainty over long time periods. The way risks are assessed and managed is critical to the long-term success of the projects and the business. Discounted cash flow (DCF) analysis is commonly used for project and risk evaluation. A discount rate is selected that accounts for uncertainties in the cash flows. However, it is difficult to determine an appropriate discount rate due to the large number of factors that need to be considered and the complex relationships between risk sources. Using a proven framework, ævalue at riskÆ (VaR), this paper proposes to rigorously model and quantify ærisk at sourceÆ. The approach was first employed to assess financial market risks and is now widely used in the banking sector for risk assessment. In project evaluation, all risk sources are identified and estimated separately to ensure the overall project risk is quantified accurately. A bottom-up approach has been proposed. Estimates are first carried out for risk factors at the bottom of the project structure. The assessment is then applied at increasingly higher levels until the overall project risk is estimated. Value at risk is a versatile methodology and can be used in a local or integrated manner. The final value is objective and the calculation steps can be easily justified and followed. Four case studies have been included to illustrate how the proposed approach can assist management in decision-making.

Jan 1, 2009

By Edwards A. B

In their description of the post-mine leaching of galena and marmatite at Broken Hill, Messrs. Garretty and Blanchard1 find themselves unable to account satisfactorily for the fact that the more usual order of solubility of these two minerals is here reversed, and that the galena is leached more rapidly than the marmatite. An explanation of this somewhat unusual phenomena is perhaps provided by the recent work of Garrels.2 Garrels showed that the presence of Cl' ions in Pb-Zn solutions, in concentrations in excess of 0·1 N, rendered the zinc less soluble than the lead. It seems possible that Cl' ions may be present in the underground waters of the North Broken Hill Mine in sufficient concentration to cause such reversal in the relative solubility of the lead and zinc sulphides.Thus the analysis of "water believed to be free from contamination by mine drainage" given by Messrs. Garretty and Blanchard (p. 158 of their paper) is as follows:Total solids in solution 878 grains per gallon...164 grams of Cl per gallon is equivalent to 2· 3394 grams of Cl' per litre, which is equivalent to 0066 N.This concentration is approaching a value sufficient to cause a reversal of the relative solubility of zinc and lead salts; and it seems probable that there will be parts of the ore-body where locally the Cl' concentration will greatly exceed this figure. At such points the lead salts would be more soluble than the zinc salts, so that the galena would be leached more rapidly than the marmatite. With the dilution of such Cl'-rich waters with water containing less Cl', the Cl' concentration would fall below 0·1 N, and the lead would be reprecipitated, while the zinc would stay in solution, as, for example, in the water analysis quoted. The other point on which the authors speculate is the reason why the Northern Ore-body in the mine has undergone greater leaching than the...

Jan 1, 1942

This paper deals briefly with the geology and mineralisation of the Ediacara Mineral Field, which is located about 300 miles north of Adelaide in the Mount James Range.The field was discovered sane time prior to 1872. Total recorded production for the field amounts to a few hundred tons of lead and 36 tons of copper. Re-listing of the field during 1961-62 led to its classification as a Mississippi Valley type deposit. Diamond drilling has partly outlined the spread of mineralisation and confirmed its stratiform distribution,Sources for the metals are suggested and various possible mechanisms. of deposition are described.

Jan 1, 1963

The extraction of the values from gold bearing clay or clayey ores has always presented difficulties. A description of the successful operation of a mill working on material of this nature is here given in the hope that it will be of interest to mining engineers and metallurgists, particularly as the ore body referred to has been worked out. The methods finally adopted were evolved at the mill after the failure of 3: plant specially designed in England and sent out to New Guinea to cope with the clay by the old principle of calcining to brick followed by crushing and cyanidation. A description is given of the direct cyanidation of run of mine ore in '90 ton vats; which was finally adopted after a great deal of study and experiment. Mention is also made of the method of removing overburden in the open cut and the mining and transport of the ore from the open cut to the mill. The purpose of the paper is to record these matters while the information is still available. . .DESCRIPTION OF THE ORE BODYThe values occurred in a flat-lying lode which had slipped about half a mile down the mountain side and had come to rest in the nearly horizontal position in which it was found and worked. The thickness of the deposit varied from a maximum of about 25 ft. at the northern end to about 10 ft. at the southern end. The ore body was capped with an overburden of decomposed breccia and porphyry of variable thickness the maximum being about 65 ft. The underlying rock, or the footwaIJ of .the flat ore body was breccia locallyknown as blue breccia.

Jan 1, 1951

By G Brewster

The Eagle on the Hill tunnels form part of an upgrade of Mt Barker Road, 15 km to the southeast of Adelaide. The upgrade significantly improves safety and reduces delays on this major road, which winds steeply through mountainous terrain. The twin tunnels each spanning 15 metres run in parallel for a length of 480 metres. The tunnels are excavated in slightly weathered high strength slates and very high strength quartzites of the Saddleworth Formation on the western margin of the Mount Lofty Ranges. Steeply dipping slate cleavages and the high fracture ratio result in many slope stability problems in the project area. The level of geotechnical investigation undertaken prior to the calling of tenders for the project was extensive. This included the excavation of a pilot tunnel along one of the tunnel alignments, which allowed accurate mapping and rating of the rock, resulting in an increased level of confidence during the tender process. One of the features of the winning alternative tender design was the use of canopy tubes, flexible steel ribs and shotcrete to replace up to 40 metres of deep portal cuts in unstable rock with driven tunnels. Slope stability issues were overcome with the use of rock dowels and shotcrete. The support concept allowed the safe driving of the tunnel portals with as little as two metres of overburden. The design incorporated lining drainage and criteria for fireproofing based on European experience to ensure the ability of the tunnels to remain stable in the case of a severe fire incident. The support design allowed for maximum flexibility with a range of support types able to deal with the varying ground conditions. Design development and support refinement continued throughout the tunnel construction phase with close liaison between the designer and the constructor. Monitoring and review of feedback from the construction site by the Sydney based design team was easily achieved by means of electronic transfer of photographic and survey information, telephone and fax communication and regular site visits. The contractor for this project is Macmahon Concrete Constructions Joint Venture (MCCJV) and the designer is Connell Wagner. Excavation commenced in January 1998 with tunnel breakthrough having been achieved in early-August 1998 and mid-September 1998 respectively. Concrete lining construction is scheduled for completion in April 1999.

Jan 1, 1999

By M Alston

Many organisations struggle to yield meaningful outcomes from incident investigations. This paper will demonstrate that we can discover systemic issues by rethinking the ‘Why’ and ‘How’ of investigations, fostering genuine risk reduction. Key points: 1. Shift from ‘prevent recurrence’ to ‘learn and reduce risk’: conventional investigations focus narrowly on recurrence prevention, resulting in narrowly focused investigations with limited ability to identify and reduce organisational risk. Redirecting our objective to learning and improvement opens avenues for broader risk mitigation. 2. Understanding daily work for risk insights: recognise that work is not always completed in full compliance with procedures. Workers will adapt how they complete tasks influenced by the conditions and management systems that exist every day. Understanding the conditions and systems affecting everyday work is vital for uncovering systemic risks. 3. Unearth systemic issues through in-depth exploration: many investigations address surface concerns such as lack of training, incorrect procedures, equipment not being maintained, and missing overarching organisational risks. Systemic, organisation-wide risks are not identified. To discover these systemic issues and create shared learnings, investigators must question management systems, including resourcing, planning and risk management. 4. Design actions for safe failure: common actions like discipline and training fall short and do not reduce risk. Resilience emerges from well-designed controls. Incorporate planning, better resources, interlocks, and guarding to bridge the gap between task execution and risk. 5. Investigation Reports as a Business Case: Investigation reports should not simply state historical information regarding an incident. They are to facilitate decision-making and be presented as a business case to drive change. Organisations can move beyond localised risk and ineffective administrative actions by changing investigation objectives and methods. They can facilitate learning, understand daily work intricacies, identify systemic issues, and enhance the capacity for safety, driving lasting risk reduction.

Apr 16, 2024

By M McLean

This paper deals with change strategies on brownfield and greenfield sites in extractive industries. It draws upon contemporary experiences across Australian, Indonesia and Papua New Guinea (PNG). Change strategies can be used when owners of an extractive industry operation want to optimise their resource. This paper draws upon many tried and proven theories and practices, including the findings of the Tavistock Institute (Trist, Emmery, Bamford, Jaques), as well as the concepts of Adult Learning espoused by Malcolm Knowles and is supported by learnings of Australian based management consultants. This paper reviews a range of approaches that have succeeded in the integration of systems, machines and people, with the key corporate objectives of: increasing productivity; decreasing cost; improving on-time delivery performance and achieving long-term survival. Such integration needs to be measured to show the outcomes from the change strategies and the authors have worked within many measurement regimes and metrics but for the most part, found that JaquesÆ set of metrics being æquality, quantity, resources and timeÆ has gained currency across many Australian operations. This paper contends that investing money in machines alone without a commensurate investment into the people side is counter-productive. Further, if there is not an understanding of processes, ie stable and capable, core and support processes, then all that new technologies will do, is to make what is done badly, only quicker. Recent interventions for the most part, have been cognisant of this balanced approach towards change management. The change strategies described are across extractive industry implementations, using a number of tools and techniques drawn from Continuous Improvement and Six SigmaÖ (registered trade and service mark of Motorola Corporation, USA).

Jan 1, 2006

The Ida Valley in Central Otago is one of series of parallel basins filled with freshwater sediments. The basins are in fact tectonic depressions superimposed on NE trending grabenlike structures which occur in the area and are the result of block faulting possibly initiated in Cretaceous times and concluded in late Tertiary and early Quaternary. In Central Otago this tectonic event affected metamorphosed rocks belonging to the eastern facies of the New Zealand Geosyncline and collectively known as the Haast Schist Group. These rocks constitute the basement and the shoulders of the tectonic depressions. The Ida Valley occupies the depression wedged in between the Raggedy Range to the NW and the North Rough Ridge in the SE. The valley is approximately 38 km long, 3 to 7.5 km wide and is drained by the NE flowing Pool Burn, which meets the SW flowing Ida Burn. The resulting unified stream flows into the Manuherikia river which drains the next door depression to the NW. The present work deals with the Ida Valley basin and more specifically with the geology studied within two Prospecting Licence areas held by Gold Mines of NZ Ltd on the southeastern flank of the valley.

Jan 1, 1977

MR. L. C. BALL, chief government geologist, Queensland, wrote: This paper is intended as a severely mechanical exposition of the means adopted to deal with tremendous inflows of water concurrently with development and exploitation; but incidentally it serves as a splendid exposition of close co-operation maintained between the geological and engineering branches of this large organization.I have been impressed by the completeness of the mine plans of 'Mount Isa Mines Ltd.; but only such a paper as this has brought fully to my understanding the difficulty and complexity of the solid geometry involved in the detection and plotting of the orebodies and their stratigraphic control, including faults and large-scale brecciations, and the managerial foresight that set going the initial investigations.The company's geological branch of course must be given full credit for the results attained, but it gives me pleasure that the Geological Survey of Queensland has been closely associated in much of the study.It is noted that complete drainage was affected, but it would be interesting to learn whether the brecciated zone will again become waterlogged and whether from above or from below, and whether there has been any change in the dissolved mineral content of the water as the work progressed.

Jan 1, 1939

By H J. J Boshoff

Mine closure planning integrated into life-of-mine (LOM) planning during the operational phase consists of many subcategories. One of these subcategories that needs to be fully integrated into the LOM planning is that of water management planning. Issues arise when mine water management infrastructure, which is required post-mine closure, is only considered closer to the end of LOM. Once the mine is closed monitoring is focused on water quality as an indicator of closure performance, hence inadequate upfront post-mining water management planning or integration into operations will result in environmental harm. The lack of considering post-mining water management is not uncommon in LOM planning. Poor mine site water management and planning are a wide reaching problem for the mining industry. Numerous active mines have been issued with environmental notices and penalties for contaminated water discharge; including issues with abandoned mines now being cared for by governments all over the world.Mitigating sources of water contamination caused by existing and closed mine sites that are leaching pollutants might be impractical, due to inaccessibility to the contaminants or final landform topography. The opportunity to consider and introduce post-closure required mine water management infrastructure is lost once the waste facilities are constructed. Mitigating contamination is made more problematic with mines located in remote areas, serviced by dedicated roads, water supply, electrical supply, etc. It is expected that these services will be decommissioned or drastically reduced, once closure is reached making remedial work much harder. Inadequate planning, to ensure access and easily maintainable water management infrastructure, could lead to erosion and contamination going unnoticed. There are numerous examples of poor mine water management practices in Africa, Asia, Australia, South and North America. In the United States more than 23 000 km of streams are affected by pollution sourced from some 50 000 abandoned or mature mine sites (DeGraff, 2007).CITATION:Boshoff, H J J, ?2014. Inadequate water management planning resulting in long-term closure liabilities, in Proceedings Life-of-Mine 2014 , pp 233–246 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 16, 2014

By A G. Guinea

Every person in an organisation has what could be called ‘a different take’ on what it means to be a safety leader. The directors will tell you they are ultimately responsible for everyone’s safety and that they can be imprisoned as a consequence of a workplace fatality. Managers, take more of a focused approach and would explain that they are totally responsible for the safety of their teams. And then there are front-line leaders. Those that not only have the responsibility (like directors and managers) but they also have the accountability, and the ability, to influence how safely their teams work. But it is not just physical safety that leaders should be concerned with.

May 5, 2022

There are a number of methodologies which can be used for the preparation of environ- mental impact statements. Selection of a method depends upon the type of project and the environmental characteristics of the area where it is to be built. Most methods are satisfactory for assessing impacts on the physical environment but less so for the biological. Major problems may arise in deal ing with sociological issues because value judgements are involved. Several methods of approaching problems of this nature have been tried with some limited success.

Jan 1, 1976

By King R. L

The Bureau of Mines has developed and deployed three expert systems to give advice on mining health and safety. These are: dust control for continuous miners, dust control for longwall shearers, and methane control. All three systems query about the nature and extent of the problem. Typical questions asked deal with observed methane levels, ventilation type and quantity, cutting sequence, and what control technology is employed. Advice given does not focus on a single issue, but may suggest a variety of approaches consistent with the ability of the operator to implement the Suggestions.

Jan 1, 1988

By A P. Wilkinson

This paper reports on the implementation of the critical control concept to manage material risks in the mining and metals industries. The critical control management (CCM) approach assumes it is better to identify weaknesses in risk controls before an incident happens as opposed to discovering weaknesses from an investigation after an incident occurs. The first is sometimes referred to as active monitoring and the second as reactive monitoring (Health and Safety Executive and Chemical Industries Association, 2006). Both are needed. However, whilst methods for both active and reactive monitoring of risk controls are well established in many high hazard industries, such as oil and gas, petroleum and chemical industries, until the publication in 2015 of the International Council on Mining and Metals (ICMM) guides, (Good Practice Guide and the subsequent Implementation Guide) (ICMM, 2015), there was no specific mining and metals industry guidance on critical control management. This paper reports on progress in implementing the ICMM guidance drawing on two main sources. First, a benchmarking survey of a representative sample of coal and metalliferous mines, both underground and open cut/pit), sponsored jointly by the Queensland Resources Council and the Queensland Commissioner for Resources Safety and Health in the context of a recommendation that the Queensland mining industry adopts high reliability organisation (HRO) principals (Queensland Resources Council and Commissioner for Resources Safety and Health, 2022). Second, it draws on Noetic’s experience of implementing critical control management in mining and other high hazard industries in Australia, Africa, China and North America (Wilkinson, 2018). The paper describes good practices found and where significant improvements can be made, providing specific and actionable examples of both. From this it also identifies how future guidance on this topic could be improved.

Apr 16, 2024

The excavator selection process is quite complex due to the large number of influencing factors, many of these are variable and difficult to accurately define. The majority of mining companies prepare a tender of general specifications and suppliers will then match a product to those specifications. The mining company will then evaluate the tenders on the basis of the best available deal. In this paper, the importance of open pit excavator selection in terms of its impact on operating costs is analysed and discussed. A rigorous process for selection is then outlined.

Jan 1, 2003