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By H Tran

Local communities are undertaking an increased role in mine project decision making processes, associated with growing pressure and expectations from regulators, financiers and the general public. This is particularly evident in international projects within developing economies. Environmental and social issues are often complex. Solutions demand difficult choices and trade-offs between sustainable development dimensions: economic growth, social equity and environmental integrity. Proactive stakeholder engagement can play a critical role in assisting decision-makers in determining the operational reality of sustainable development by jointly exploring project trade-offs between proponents and affected stakeholders. Good stakeholder engagement has other potential benefits, ranging from reduced financial risk due to regulator delays, legal disputes or negative publicity to increasing market share through good public image. Approaches to consultation and disclosure have changed from short-term regulatory based focuses, to longer-term, strategic tools for relationship building, proactive risk management and new business identification. Approaches to consultation form a significant opportunity to contribute to overall social sustainability. This paper discusses, based on authorsÆ experience, the broader concept of stakeholder engagement and its contribution to social sustainability of the mining industry. The focus is on key considerations for an effective stakeholder engagement. Three case studies outline how broad based, proactive stakeholder engagement can contribute to improved operation and overall sustainability. The case studies include: a greenfields project in Ghana; a long-term mine in Australia; and an open-pit mine in Vietnam.

Jan 1, 2009

Crushing Plant Process Optimisation Design of processes in order to find the most efficient solution to a specific task is a difficult problem. Often the number of solutions are large and the optimal solution is therefore difficult to identify. Crushing plant process design is no exception from this statement. In order to find the best solution issues like equipment selection and process configuration must be mastered. The solution must both be technically feasible and preferably have a low operating cost. Since crushing plant design is a complex task with a large solution space it is basically impossible to master without a specialised tool. For a long time simulation softwares have been used to assist in the design process. These tools only give answers for how a user defined plant will operate. There are no tools with capabilities to consider different design options in order to determine what the most efficient solution looks like. In this paper a method for crushing plant design optimisation is presented. The novel method utilises a combined optimisation routine and expert system in order to find the most cost efficient solution to a given process task. The user will only need to define the feed material properties, the process capacity, and the end product requirements. The developed system will find the solution lowest production cost per ton.

Sep 13, 2010

By J Zhang, B Wei, T Zhao, K Wang

Understanding mining-induced surface movement and fissures is critical for environmental protection and geological prevention. In this study, image recognition algorithms, satellite remote sensing and unmanned aerial vehicle photogrammetry (UAVP) were combined to identify surface movement and fissures caused by mining, and a case study was conducted in a coalmine in western China, and the following conclusions were obtained.

Sep 1, 2024

By G McCullough, J Els, J Bassan

Integrated Remote Operations Centres (IROCs) have a crucial role in optimising a mine’s carbon emissions, especially as industry faces an imperative to achieve net-zero emissions on an accelerated timeline. To meet this time pressure, operations must adopt a comprehensive approach to energy-related carbon management and history has proven that modern technologies cannot be simply bolted into existing operations. An IROC is the most dependable solution to enable a swift transition from strategy to operational tactics that support carbon optimisation. Achieving net-zero emissions requires addressing significant energy management challenges such as fleet electrification, integration of renewable energy sources and large-scale energy storage. These challenges demand a profound change in planning, managing and executing work at large operations. The key to overcoming these challenges is an integrated approach incorporating collaborative decision-making across the value chain and more sophisticated planning approaches. Additionally, closer integration with downstream processing offers opportunities for carbon optimisation across the value chain. This includes the ability to supply tailored products that meet more varied feed-requirements of customers transitioning to less carbon-intensive processes and developing collaborative decision-making across the entire steelmaking value chain (by incorporating steelmakers, transport, coal/natural-gas/hydrogen supply, energy supply and iron-ore supply). However, this requires significant improvement in collaborative maturity and integrated decision-making capability. Finally, the imperative to reduce carbon emission demands the introduction of a range of new technologies into existing operations. The new technologies will increase the operational complexity of the mines and IROCs will need to evolve capabilities to manage the increase complexity and support the effective operationalisation and integration of these new mining technologies. This paper outlines the new capabilities required and the role of IROCs in effective integration across the demand value chain. The focus is on building on the mining industries’ existing IROC experience and augmenting with processes, technologies and lessons from other industries.

Sep 18, 2023

By M Dalm

More and more mining companies are becoming aware of the potential benefits of sensor-based ore sorting and process optimisation. This is reflected by a growing number of analysers that are available for drill hole logging, conveyor belt scanning, ore sorting, slurry analysis, etc. These tools all rely on a specific sensor technology that can be used to detect a material property such as colour, density, mineralogy, or chemical elements. However, all sensors have restrictions on the minerals and/or elements that can be detected or inferred. This is caused by the physical mechanisms behind the technology and depends on mineral concentration and compositional heterogeneity of the ore. Since nearly every ore deposit is unique in composition and characterised by different geological features that drive heterogeneity, no one-size-fits-all sensor solution is available. This makes it difficult for mining professionals to find suitable sensing technologies that can help them solve problems and improve processes for their specific ore types.

Sep 1, 2024

By M I. Roberts

Corporate and workplace culture, as many owners, directors, executives and managers know, is by far the most powerful determinant of productivity. It’s much more significant than buildings and equipment. Yet although no one today would build a building or machine without a plan, few leaders have a plan for building and sustaining a safer and more productive culture.Using practical ways, culture can be planned and shaped as desired. Success requires implementing a project plan for changing the systems that drive behaviours that in turn shape attitudes. The combination of behaviour and attitude together with leadership largely shape culture.To improve performance, leaders need to:1. improve the organisational systems that drive behaviour2. action a project plan for improving specific performance metrics 3. demonstrate leadership that is conscious, disciplined, committed and passionate for purposeful use of human energy.This paper explains all three factors in practical ways with operational and corporate examples. It details understanding and applying the power of fundamental statistical analysis tools to recalibrate, focus and drive proactive leadership that takes responsibility for process improvement, supporting people and ensuring accountability.Experience and practical understanding of human and organisational behaviour confirm that the Measurement ? Analysis ? Reporting system combined with conscious leadership is by far the most powerful driver of behaviour. This wisdom produces profound changes in leadership style and behaviour. It develops outstanding leadership to create and sustain a safe and highly productive culture reliably producing consistently high quality products. It is the key to developing accountability, employee retention and a sustained competitive advantage.CITATION:Roberts, M I, 2016. Building safe, productive cultures and leadership, in Proceedings International Mine Management Conference, pp 163-178 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jun 22, 2016

By É Lèbre, G Corder

The circular economy concept, as defined by the Ellen MacArthur Foundation (2015) and quoted by the recent International Council on Mining and Metals (ICMM) Guide to Responsible Sourcing, calls for shifting industrial systems from a linear take-make-waste model to a circular model (ICMM, 2015). In this model products are designed to optimise product and material recovery and reuse, and by-products of one system are used as inputs into other product systems. While the mining industry to date has made a limited contribution to the circular economy, the current market conditions, which are prompting calls for greater innovation, make the timing right for the industry to boost its contribution by utilising and generating value from mining waste, or making it available as a feedstock from which other industries can harness value.The first part of this extended abstract discusses the way the circular economy concept can be adapted to metal mining activities, contributing to a more sustainable resource extraction at the mine site level. The second part of this extended abstract presents a circular economy based framework revolving around non-renewable resources conservation. The third and final part examines the application of the framework to the Mount Morgan mine in Central Queensland.CITATION:Lèbre, É and Corder, G, 2016. Utilising mineralised mining waste – contributions to the circular economy, in Proceedings Life-of-Mine 2016 Conference, pp 132–134 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jun 28, 2016

The Black Star lead and zinc ore-bodies, situated in the western zone of mineralisation at Mount Isa occupy an area 2000 ft. long with varying widths from 100 ft. to 300 ft. The strike is N5°W, and the average dip 60° West.To test at depth the potentialities of this area, an extensive diamond drilling campaign was commenced on 16th October 1927. It was continued, with from one to six machines working, until the end of 1931. During this period, 26 inclined holes, with an average depth of 1224 ft, and a total footage of 31,828 ft. were completed. A vertical hole, 2452 ft. deep, for comparative purposes, has been omitted.These drilling operations came directly under the charge of G J Gray, General Superintendent of Mount Isa Mines, and, in the early stages were supervised by E. D. McDermott, of the Mining Trust, London. The foremen, who were in charge of various sections of the drilling operations, were: H Vale, F Bray, J Winston and A A Sanstedt.

Jan 1, 1932

Currently all engineering schools face a common problem, an ever expanding technological base which must be presented to students within a fixed time period. Traditionally the programmes of study taken by engineering students destined for employment within the mineral industry include formal instruction in aspects of management to an extent greater than that presented in other engineering disciplines. Providing an adequate coverage of an expanding technological base within a fixed time span can lead to a reduction in the time available for 'non-technical' subjects, such as 'management'. This situation calls for periodic review of course contents and allocations of time. Following consultation with an Advisory Committee representing the mineral industry, mining research establishments, and kindred teaching institutions, the University of Melbourne has revised its mining programme. This programme is offered as an example of how aspects of management such as communications, economics, labor

Jan 1, 1980

By R Wynn, T J. Akroyd, C Costa

In an environment of lower zinc prices, falling revenues and reducing zinc feed grades, Century mine implemented a fast-tracked capital upgrade program in less than 15 months. The program was designed to increase ore milling throughput capacity by 20 per cent and optimise the capacity of the flotation plant to increase zinc recovery by approximately 2.5 per cent whilst maintaining final zinc concentrate grade.A key aspect of this program was minimising capital expenditure by better utilising existing capacity and only adding capacity where absolutely required to address critical processing bottlenecks. By gaining an understanding of plant process bottlenecks and future ore blends, and by carefully selecting appropriate technologies for particular specific flotation applications, maximum return on minimal capital investment was achieved.The close collaborative work achieved between the metallurgy processing department and other operational departments on-site was also critical to the success of this project. This work increased the mining and processing capacity of the mine and port site respectively, such that the full value of the process plant modification could be achieved.Capital payback on this investment was achieved in approximately three and a half months.This case study demonstrates the extra value to a mining business that can be achieved through fully understanding the mining/processing value chain and by careful targeted action to address critical bottlenecks in the processing chain from the mine through to the port site.CITATION:Akroyd, T J, Wynn, R and Costa, C, 2014. MMG Century Mine, a case study – maximising project net present value through targeted capital expenditure and process optimisation against a backdrop of falling metal prices and feed grades, in Proceedings 12th AusIMM Mill Operators’ Conference 2014 , pp 417–426 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Sep 1, 2014

By T G. Neville, G Terrey, J Burns

This paper explores recent industry training programs and lessons for supervisors. The Belbin Team Role model was used to increase participants’ awareness of behaviour and its application. The application of the Belbin model to underground, open cut mine and quarry supervisors is discussed.The key to team success may rest with the expertise and experience of its members, but increasingly effectiveness depends on how team members understand, acknowledge and support each other’s behavioural strengths. Discovering strengths is a challenge, both for their measurement and for the encouragement of team members to use the knowledge of themselves and others in the team. Using behavioural models provides a constructive approach and a language for supervisors as they build personal motivation and engagement.Prima facie, the mineral industry’s work may be too vigorous for teams and their managers could be more prone to use ‘solo’ or traditional management styles. Managers and supervisors must know when work allocated to a team is appropriate or where individual effort should be applauded and rewarded. For practical people with well-developed technical skills, improving the soft skills necessary for a supervisor requires some reflection and effort. The Belbin behavioural model can be an effective tool for recognising characteristics that can assist teams to be more productive.Experiencing the Belbin Team Role model as part of an industry qualification is important for supervisors studying to refine their team leadership skills. Data are available for participants to assess the nature of their teams and to confront the appropriateness of the behavioural mix for the work of the team and its individual members.So what are the next steps? All team development must have a place in the strategic thinking and plans of the enterprise. This needs a visible presence of senior managers and supervisors in managing a team culture with practical links to workplace priorities and professional development with continuous improvement.CITATION:Burns, J, Terrey, G and Neville, T G, 2016. Supervisors and teams at work, in Proceedings International Mine Management Conference, pp 125-138 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jun 22, 2016

By L D. Munro, S A. Jackson

This paper provides a logical approach to developing a TSF design concept through: • Identifying key properties of tailings and containment structures; • Reviewing underlying principles for effective operation; • Showing how these apply to select an appropriate TMS; and • Demonstrating how to align the TMS to site-specific constraints and TSF design. This approach follows a path of rigorous data analysis independent of discharge parameters (whether low-density slurry, paste or cake disposal) to select the most cost-effective and sustainable approach for any given material or site.

Jul 1, 2021

By M Jones

The past 100 years the mining industry can be characterised by a focus on increasing financial returns often to the detriment of social, human, manufactured and environmental capitals. Despite the sustainable development principles promoted by the International Council on Mining and Metals (ICMM), the Equator Principles and the African Mining Vision, which should have enhanced project promoters’ ‘licence to operate’ within a host community or nation, the industry has often failed to integrate proven innovations and best practices that enhance sustainability outcomes for mineral resource projects. This failure has led to delays, the abandonment of projects, with value destroyed for promoters, governments, host community and investors.The paper will outline the application of proven innovations, Enterprise Optimisation (EO), and Sustainable Operations (SUSOP®), during the pre-feasibility phase of a project. By determining the value of each capital before and after the application of proven innovations, the presentation will outline how and where value can be created across all five capitals over the life of a project or operation.The paper will demonstrate how the application of proven innovations significantly transforms the value-proposition of a mineral resource project or operation by generating additional value across all of the five capitals, reducing project risk, thus generating value for all stakeholders.CITATION:Jones, M, 2015. Fundamentally transforming the economic and sustainability signature of mining assets, in Proceedings Third International Future Mining Conference, pp 169–180 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Nov 4, 2015

By G Brudek, P Elestedt

Schalker Eisenhütte und Maschinenfabrik GmbH, Nordic Minesteel Technologies and Bombardier Transportation have developed an evaluation tool that considers the main cost drivers of the rail, truck and conveyor haulage systems on the market today. In almost every circumstance, the advantages of a haulage solution are clear. A haulage system is outlined that is fully automated, including driverless operation, and that provides increased tonnage, safety and equipment life and reduced maintenance downtime. The haulage system has been implemented by a number of companies, including Codelco, LKAB and Freeport’s Grasberg mine. CITATION:Brudek, G, Elliott, R P and Elestedt, P, 2016. Moving mORE for less, in Proceedings Seventh International Conference and Exhibition on Mass Mining (MassMin 2016), pp 535–542 (The Australasian Institute of Mining and Metallurgy: Melbourne).

May 9, 2016

By L Galisson, E Audigé, D Sowers

Establishing a robust geotechnical instrumentation and construction monitoring plan is one of the keys to the successful delivery of the world’s largest soft-ground bored tunnel in Seattle, Washington. The paper describes and provides a return of experience on current and best practice for monitoring tunnelling projects in urban areas. The owner’s contractual approach is discussed to highlight the flexibility of the design-built contract in achieving equal or better solutions by allowing for the use of innovative technics. Special attention is given to the management and involvement of third parties (building owners, utility owners), including the public, to overcome all challenges faced during the installation of the monitoring system in downtown Seattle for over 1000 instruments. Finally, the authors present the strategies implemented for managing the monitoring data and communicating with the owner, contractor and stakeholders.CITATION:Sowers, D, Galisson, L and Audigé, E, 2014. Current and best practice for monitoring tunnelling projects in urban areas – Alaskan Way bored tunnel, Seattle, Washington, in Proceedings 15th Australasian Tunnelling Conference 2014 , pp 441–450 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Sep 17, 2014

By P York

The study commenced in October 2012, to understand the basic ecology of the spotted-tailed quoll (Dasyurus maculatus) and to confirm whether the species utilise previously mined land on the Mt Owen mine site that was rehabilitated in 1996 to 2011, as part of their home range. The spotted-tailed quoll is a widely distributed marsupial carnivore that is listed as rare or threatened in every state in which it occurs. The species is a forest-dependent marsupial carnivore that occupies a wide range of habitat types (Long and Nelson, 2004).The first part of the study involved trapping a spotted-tailed quoll and fitting the individual with a combined global positioning system / ultra high frequency (GPS/UHF) radio-transmitter collar (Telemetry Solution – Quantum 4000E). The benefit of the GPS/UHF collar is that it records locations (or fixes) at intervals programmed by the user. The UHF component allows the researcher to locate the individual at a frequent interval, and the Quantum 4000E also has a remote download function, enabling the GPS data stored in the collar to be wirelessly transmitted between the collar and researcher. The benefit of this new technology is that the animal does not need to be repeatedly captured to retrieve the GPS data.Daytime searches are also undertaken using the UHF receiver to locate the individual and locations of daytime denning and latrine sites. The location of each den site is recorded using a hand-held GPS. Data downloaded from the GPS collar is then imported and mapped using computer software program ARCGIS (geographic information system), to overlay the data points onto aerial photography.Results demonstrate that threatened species will utilise rehabilitation areas post mining. The data presented will be used to develop a greater understanding of threatened species ecology in and around rehabilitated areas, which will assist in the planning and design of native forest rehabilitation areas.CITATION:York, P, 2014. Mt Owen Mine spotted-tailed quoll study, in Proceedings Life-of-Mine 2014 , pp 591–596 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 16, 2014

By B Mennie, R Poedjono, G Coad

PT Freeport Indonesia operates a large copper and gold mining operation near Tembagapura, Papua (formerly, Irian Jaya), Indonesia. This is a remote location with its own set of unique operational characteristics. The mining and concentrating operations typically produce a concentrate containing 2500 tpd of copper and 6000 oz of gold per day from the combined mining of a 45 000 tpd (ore) block cave operation (DOZ Mine) and a 190 000 tpd (ore) open pit mining operation (Grasberg Open Pit). The Grasberg Open Pit mine will be exhausted in 2015 at which time FreeportÆs operations will entirely underground mining methods. The Common Infrastructure Project (CIP) incorporates the elements required for the shift to underground mining at a production rate approaching 200 000 tpd. The AB Adit portion of the CIP will provide deep level access to the Grasberg Block Cave (below the Open Pit), Kucing Liar, Big Gossan, and the Mill Level Zone orebodies. Commencement of the project was September 2003. The Grasberg Block Cave is planned to start production in 2014. This paper provides details on the project scope, innovative contractual framework, advancement of mining methods throughout the life of the operation, equipment selection, manpower selection, training, geological, and socio-political conditions related to the project.

Jan 1, 2005

Diamonds occur in N.S.W., Victoria and north west Tasmania. Diamonds from different areas appear to have their own characteristics, lending weight to the suggestion that three or four different sources (different in location and age) have produced the diamonds found in alluvials at quite a number of locations in Eastern Australia. Explorers for kimberlites in Victoria must overcome a number of field difficulties. The writer's approach attempted to find exploration targets by literature search, noting unusual garnet occurrences, and by relating records of diamond occurrences to described mining activity. While the records are biased towards gold, the study did lead to a pipe, located well away from known diamond-bearing alluvials. Core from one test hole has shown this intrusive to include an alkaline ultramafic breccia with many kimberlitic affinities - a breccia containing mantle-derived minerals, but not a true kimberlite. (A detailed rock description is appended to this paper, but is not the purpose of the paper.) This result enhances the possibility that kimberlites may occur in Victoria, on or near large scale faults or grabens. The depth of fracture penetration may have been different

Jan 1, 1979

By Stevenson BG

The relevance of ore-dressing mineralogical investigations to developing and improving metallurgical flow-sheets is discussed and examples are given of the application of such studies to various types of ores and mill products (Au, Cu-Sn, Ni and Sn). The mineralogical investigations described illustrate (a) assessment of the feasibility of ore pre-concentration by heavy-media cyclone separation, (b) evaluation of the potential applicability of various metallurgical treatment processes to an ore, and (c) characterization of mill products to assess circuit efficiency and to guide circuit modifications.

Jan 1, 1978

By L Nienaber

Mines, after becoming operational, often retain the same support and reinforcement designs developed in the feasibility study. These designs are conceived from limited drilling data and regional experience, thus having an empirical flavour. Empirical designs are perceived to be conservative, catering for a variety of failure mechanisms, which are not always present in mine development drives.This begs the question: If you were to invest in the necessary resources to obtain sufficient data and complete the required analyses for the different development drives in the mine, to engineer a support and reinforcement scheme with the capacity to match the demand of the rock mass, what is the difference in cost when comparing an empirical design to an engineered design?To answer this question, mine tunnels with different geometries and orientations, where detailed structural data was available, were selected for a comparative design exercise. Material cost, development cost, cycle time and professional fees for engineered and empirical designs were estimated. The outcome is summarised in the following paper that discusses the process followed and the results of the design comparison.

Mar 8, 2011