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By A A. Roberts, R F. Dewhirst

"Extensive literature surveys, research in the project environment and personal experiences both within and consulting to project teams have revealed some consistent ‘people factors’ that contribute most to ultimate project success. Outside of purely technical and business case issues, there are a small number of leadership characteristics – probably only ten – that if correctly applied can positively leverage a team’s impact on project success.Of the top seven project success characteristics that were consistently highly rated in a recent study, five of them were around leadership. The authors have focused on this topic, noting that good leaders need to display the following traits:passionate commitment to deliveryconsistent modelling and reinforcement of correct values and behaviourfocus on managing relationships well and energising teams and individualscarefully clarifying project vision from front-end loading stages onwardseffective decision making.Not every project manager can and does practise these behaviours all of the time, but being aware of them and receiving training or facilitation in improving their application of these skills can equip project managers with the essential tools to markedly improve their own performance and that of their teams.This paper draws upon experiences in the field and provides lessons – both good and bad – to illustrate. As well as examining leadership traits, the way in which a leader can establish, organise, motivate his or her team and ultimately lead them to success is examined. The paper shares methodologies that have been successfully used to track status within a team and generate appropriate recovery plans where required.In particular, the paper will examine a case study based on an amalgamation of real project issues in some challenging situations using virtual teams (ie physically distant teams located in different centres) to illustrate the importance of strong and positive leadership in achieving success across geographies, time zones and languages.CITATION:Roberts, A A and Dewhirst, R F, 2016. Leadership in projects – a recipe for success, in Proceedings Project Evaluation 2016, pp 49–58 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Mar 8, 2016

The AusIMM is concerned about the longer tem sustainability of the minerals sector in Australasia. Our contention is that the sustainability of the sector is at risk if we do not:   ò encourage more exploration in Australasia by removing impediments and         increasing incentives; ò fund our university and research centres appropriately to increase both our   prospectivity, and our processing efficiencies; and ò manage our human resources better.   This paper will focus on how we can better manage our human resources to assist in ensuring sustainability of the sector in Australasia .   From a production point of view:   Economic output = f (Land, Labour, Capital, Environment) where Land refers to all of the natural resources used in production. As well as land itself it includes water, forest, fisheries, oil, gas and mineral deposits. Labour refers to the skills and capabilities used by humans in the production process. Capital describes all of the manufactured aids used in the process of production1. The challenge for management is to ensure maximum efficiency and effectiveness of labour in the production process whilst maintaining sustainable development.   The 1992 Rio Summit defined sustainable development as maintaining and enhancing:   ò natural capital û defined as all natural resources, both environmental and   those of traditional economic value; ò manufactured capital û made by human kind, including produced goods,     infrastructure and built environment; ò human capital û defined as the health, well being, intellectual capabilities and   spiritual welfare of individuals; and ò social capital û defined as social relations and consultations within and   between societies, their norms and functionality2.   The minerals sector in Australasia has successfully focused on the technical aspects of each of these components of sustainable development with primary attention applied to natural capital and efficient utilisation of manufactured capital. The technical aspects of human capital and social have also been addressed through an emphasis on occupational health and safety and interaction with local communities however I suggest that, to date, insufficient emphasis has been placed on labour (human capital) to maximise economic output1.   It has become increasingly common practice to identify land as natural capital, labour as human capital and capital as physical capital. That is labour has been treated as a commodity rather than an opportunity to create a comparative advantage and this will be the greatest challenge for mine management to show leadership over the next decade of the 21st Century.   This paper will outline characteristics of the sector which are relevant to the management and utilisation of labour, outline the outcomes of recent AusIMM surveys, review the reasons for the current and future anticipated skills shortages, some innovative responses to the challenges and finally, suggestions on how mine management can show leadership.

Jan 1, 2006

Leadership challenges for mine management over the next decade will be primarily about doing more with less labour. This will require a greater focus on people leadership and management, reducing uncertainty by evening out employment peaks and troughs, understanding and addressing our demographic destiny and its implications whilst identifying and holding onto our mission critical employees, managing creativity and accepting diversity whilst providing flexibility in employment for work-life balance. Greater emphasis will also be required on the non-technical social skills of complex interactions with community and education providers and finally a greater emphasis on forecasting and planning for the provision of future skills needs. Skills needs will become an ever increasing priority in risk management as retention starts with attraction and remember: SATISFACTION = REALITY                                EXPECTATIONS These are the challenges and opportunities for leadership and mine management of the 21st century to assist in better meeting and maintaining our human resources needs and thus contributing to the sustainability of the sector in Australasia.

Jan 1, 2006

By David M. Spatz

Anyone who scans the modern literature will realize that concepts of leadership have changed during the past few years. And like change in so many areas of our culture, change has been rapid in the perception of leadership. Many traditional leadership traits are still highly regarded and many of the longstanding personal qualities that improve leadership abilities continue to be effective. In the past, though, leaders could rely on dominance, intimidation and fear to accomplish their goals through the actions of others. In contrast, effective leaders today build relationships, provide vision and guidance, and strive for communication, cooperation, trust and employee satisfaction. Earnest leadership involves moral issues like honesty, integrity, fairness, empathy and respect. Modern leaders guide, facilitate and coach, rather than command and direct. But how well equipped are managers in the mining industry to meet the leadership challenges that lie ahead? More importantly, is he or she becoming a better leader? This article outlines steps to becoming a more effective leader. Management consultants stress that the changes that lie ahead will demand swift organizational adjustments and managers who are equipped to lead during times of change (Boyett and Conn, 1991; Hesselbein et al., 1996; White et al., 1996 and Kotter, 1997). Becoming a better leader begins with self-assessment and a commitment to unify all who depend on one's leadership abilities. Simply defined, leadership is leading others. Contrary to common practice, leadership is not about advancing one's own career but about bringing out the best in others. The beauty of modern leadership, however, is that the path of serving others creates synergies. They benefit everyone, including the leader, those the leader manages, upper management and company shareholders.

Jan 1, 1998

By John Pfisterer

Leadership Priorities in a New Business Environment ?Komatsu Equipment Company ?Health and Safety of Our Workforce ?The Green Economy & Market Challenges ?Equipment Trends ?Our Business Approach

Jan 1, 2009

By Donald Lindell

Safety Share ?Dad receives fryer for Christmas 2009 and makes delicious sweet potato fries ?When the oil fryer was pushed back on the stove for cooling, the back edge comes into contact with the stove top controls, unknowingly activating the cooking element, family leaves kitchen. ?Faint smell of smoke from the melting plastic alerted the family; teenager arrives first and pulls the fryer forward causing oil to spill onto hot stove and burst into flames that reach the microwave ?Teen runs for sink to grab pan of water but is stopped by Dad ?Dad opens refrigerator, grabs baking soda and pours it on fire, extinguishing flames Lessons 1.DO NOT USE WATER ON GREASE FIRE 2.Where is the baking soda in your kitchen?

May 1, 2010

By B. Cavender

Mining managers trying to rapidly reduce production costs tend to implement a traditional set of top-down managerial practices: layoffs of employees, renegotiation of supplier contracts, cancellation of employee training, restrictions on travel, reductions in office supplies, and so forth. While these practices do reduce costs, the benefit is often limited in both magnitude and duration, and the workforce is usually left demoralized. Successful cost-cutters take a different approach. They make the continuous reduction of costs a priority for all members of the organization, whether managers or workers. The culture of these firms emphasizes the commitment, voluntarily given, of individuals and work groups to this goal. Cost cutting practices often reject all of the traditional methods mentioned above, but are far more numerous, innovative, and successful. This culture of cost reduction is the result of a set of leadership competencies that establish direction for the organization, align the organization’s various constituencies with this direction, and motivate and inspire the organization. Dramatic cost reduction then becomes a routine task rather than a heroic achievement.

Jan 1, 2000

By B. Cavender

Mining managers trying to rapidly reduce production costs tend to implement a traditional set of topdown managerial practices: reductions in production volume, employee layoffs, renegotiation of supplier contracts, cancellation of employee training, restrictions on travel, reductions in office supplies, and so forth. While these practices do reduce costs, the benefits are often limited in both magnitude and duration, and the workforce is usually left demoralized. Successful cost-cutters take a different approach. They make the continuous reduction of costs a priority for all members of the organization, whether managers or workers. The culture of these firms emphasizes the commitment, voluntarily given, of individuals and work groups to this goal. Cost-cutting practices often reject all of the traditional methods mentioned above, but are far more numerous, innovative and successful. This culture of cost reduction is the result of a set of leadership competencies that establish direction for the organization, align the organization's various constituencies with this direction, and motivate and inspire the organization. Cost reduction then becomes a routine task rather than a heroic achievement.

Jan 1, 2002

Ridgeway Gold Mine (Ridgeway) has a clear mission to maximise its cash flows in order to deliver shareholder value and is developing strategies to achieve this. Business process management using leading measures is core to this approach. Leading measures indicate potential outcomes ahead of time, allowing time to adapt and improve. Ridgeway is making strategy a central organisational agenda, creating a focus to æput first things firstÆ by controlling æleadingÆ activities and mobilising employees to act. Feedback using specific, leading measures gives employees the opportunity to proactively adapt their behaviour in order to deliver internal business outcomes that generate cash flows and shareholder value. This paper will outline RidgewayÆs business approach to track and control processes from resource to revenue, with a focus on delivering cash flows and shareholder value. Ridgeway is implementing a Balanced Scorecard approach (Kaplan and Norton, 1996). A total business focus is taken and leading measures are identified. Specific measures are used to score our success from the perspectives of learning and growth, internal business processes, customer and stakeholders, and finance. These measures and improvement plans are targeted at strategies to maintain our ælicence to operateÆ with our community stakeholders, produce accurate plans and forecasts, improve our operational effectiveness and grow our business.

Jan 1, 2002

By C Sylvestre

Leaders have invested heavily in traditional safety management to improve safety performance over the years. This primarily involved: • fixing the environment (eliminating the hazard) • improving the system (more/less rules, procedures etc) • making safety more conscious (more/better interactions about the importance of safety). These approaches have helped improve safety performance significantly during the last 50 years and will continue to play a role in the future. Although these approaches may be part of an overall solution, they are not enough to prevent many incidents. Today, these three approaches are used more than before, and are used better than ever before. Yet, workplace fatalities in Australia have stagnated from 2013 to 2019, as have the number of incidents, even serious ones. In the USA, workplace fatalities have increased by 15 per cent in the same period.

May 5, 2022

By Eugene Guccione

One of the world's most respected scientists, Dr. Hans A. Bethe (see box) has concluded that if anything can solve the energy crisis, it will be coal and uranium. "It is an illusion to think that we can solve our problem by energy conservation alone. For the next few years, conservation must play a very important role, but at the same time, we must see and develop all our alternative energy sources," he said. In his series of five lectures on the energy crisis, given at the University of Utah while he was visiting professor there during February 1974, Dr. Bethe examined all the existing and newly proposed energy sources. He very quickly ruled out solar power, wind power, and tidal power. Solar power, he said, would be 3% to 4 times more expensive than nuclear energy and would only make sense in tropical areas; wind power, which could at best produce one-tenth as much energy as solar, is "for the birds;" and tidal power, which can be exploited in only a very few coastal locations, is "for the fish."

Jan 5, 1975

By D Yates, C C(te, M Rodgerson

This paper describes how specific technical and regulatory issues related to water management have been dealt with at Anglo AmericanÆs Moranbah North mine. It compiles the collection of practices that have been implemented since 2010 in response to climatic and regulatory drivers. Operations must continually evolve as they face emerging challenges. For Moranbah North mine, one key challenge is the integration of its mine water system to that of its new neighbouring mine Grosvenor. The commitment to ongoing improvement has placed the mine in a good position to face this particular challenge.Water-related risks were identified then mitigated by technical practices, which have focused on improving underground water management, increasing storage capacity and installing a state-of-the-art control system for the management of water on-site and for releases of mine-affected water to the environment. These practices are supported by an extensive monitoring and audit system that provides confidence in the reporting of activities and outcomes. The strategy has helped the operation with its continual attempts to minimise reliance on high-quality third-party water and improving its interaction with the surrounding environment and community.CITATION:Rodgerson, M, Yates, D and C(te, C, 2013. Leading practice water management at Moranbah North Underground Mine, in Proceedings Water in Mining 2013 , pp 301-310 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Nov 26, 2013

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

By J. A. Innes

"""The oxygen, next uniting with the carbon, sent up an ever-increasing stream of sparks and a voluminous white flame. Then followed a succession of mild explosions, throwing molten slags and splashes of metal high up into the air, the apparatus becoming a veritable volcano in a state of active eruption.""IntroductionHenry Bessemer F.R.S(An autobiography, 1905)Thank you Mr Chairman for the opportunity to speak: at this, the opening session of your International Symposium on the subject of ""Injection in Pyrometallurgy"". Judging from the list of papers to be presented over the next three days, the Symposium promises to provide a most valuable addition to our existing knowledge base in what is now an extremely active area of R&D investigations. Whilst we have obviously come a long way since Sir Henry Bessemer's pioneering experiments of the mid-19th century, there is still much for us to learn.Most importantly, the Symposium offers a further opportunity to acknowledge the many significant technical contributions made in this field by the Organising Committee's special guest, Professor Howard Worner - one of this country's most respected research leaders.When first approached to give this talk I had two areas of concern. Firstly, I was not entirely clear just what injection metallurgy was meant to cover. How should the overall scope of this particular subject be defined?My second concern related to Howard Worner himself - a man for whom I have the highest personal regard and who, in fact, played a most influential role in respect of shaping my own career. Having already spoken about Howard's achievements on earlier occasions, I wondered what I could sensibly add.Notwithstanding these personal reservations, I am delighted to be here with you this morning. If my thoughts on the meaning and scope of injection metallurgy appear to be slightly off-course, and if Howard should perhaps recognise some repetition in my remarks, then I hope I can be forgiven."

Jan 1, 1996

By Dave Southworth

After Abe Lee discovered gold (in April 1860) near the site of present-day Leadville, Colorado, he and is group staked nearly all of California Gulch with "speculative claims." They did so in an effort to grab any property that might be potentially profitable. But the plan did not work. New prospectors demanded a miners' meeting, from which arose the official "Bylaws of California Mining District, California Gulch, Arkansas River." These bylaws, adopted on May 12, 1860, established provisions as to the number, size and type of claims that could be filed. Fair laws invited more newcomers. By mid-summer, 5,000 people with tents and wagons were scattered from one end of the gulch to the other.Among the earliest arrivals to the region that spring were Horace Austin Warner Tabor and his wife, Augusta. H.A.W. Tabor, who was to become a pillar in the development of Leadville, arrived at California Gulch during a food shortage. He sacrificed his oxen so that hungry miners could eat. By doing so, he immediately became the friend of many. Augusta established a little store where she sold her baked goods and provided meals. Like most of the men, Horace prospected the surrounding hills. He only did so, however, for a short time. California Gulch yielded more than $5 million in gold during the next five years. By 1866, however, the placer gold was gone and most of the miners had packed up and left. Charles J. Mullen and Cooper Smith, who were grubstaked by a Philadelphian named J. Marshall Paul, found a new, rich lode at the Printer Boy Mine in 1868. It was the first underground gold mine in the Leadville area and marked the transition from surface mining to underground hard rock mining. Its discovery created a new but modest flurry of activity. Heavy black sand covered the region and made gold mining difficult. In 1875 William Stevens and Alvinus Wood decided to have the sand assayed. They discovered that it contained 15 ounces per ton of silver and was rich in carbonate. Stevens and Wood kept their find a secret for nearly two years. When the word spread in late 1877, the silver boom was on. In 1878 prospectors, merchants and others trickled into town from all directions. Dr. David H. Dougan closed his office. in Alma, crossed Mosquito Pass and set up shop in Leadville. Nobody seemed to need a doctor, however, and Dougan sat in his office for 28 days without a customer. On the 29th day he received word that there had been a mining accident and he was needed immediately. -That was the begin¬ning of his illustrious career in Leadville. Dougan was a successful physician, became mayor in 1881 and was later president of the Carbonate National Bank. Leadville was a simple community of log structures in 1878. By June of the following year, however, it had blossomed considerably. According to Cass Carpenter, as of May 1,1879, Leadville had "...19 hotels, 41 lodging houses, 82 drinking saloons, 38 restaurants, 13 wholesale liquor houses, 10 lumber yards, 7 smelting and reduction works, 2 sampling works for testing ores, 12 blacksmith shops, 6 livery stables, 6 jewelry stores, 3 undertakers and 21 gambling houses where all sorts of games are played as openly as the Sunday School sermon is conducted." Additionally, there were 36 brothels. When George E. King and other architects arrived, Leadville took on an air of elegance and sophistication. In sharp contrast to some of the Victorian-style, gingerbread-laced homes in Leadville, its suburbs were comprised of many tenement shacks and plain cabins mixed with a few commercial buildings, many mines and smelters. Mines sprinkled the area east of Leadville like pepper from a pepper shaker. Wherever there was a cluster of mines, a camp usually sprang up. Most were very close together. South of Leadville the giant Arkansas Valley lead smelter sprawled out between Stringtown and Bucktown in an area known as Smelter Valley. Founded in 1879 as the Billing and Eilers Smelter, the Arkansas Valley plant was operated by the American Smelting and Refining Company. Several other smelters operated in the vicin¬ity. In April 1878, Horace Tabor grubstaked prospectors August Rische and George Hook. For $64 worth of supplies and tools, he was guaranteed a one-third interest in their findings. Rische and Hook discovered the Little Pittsburg (often spelled Pittsburgh) Mine and made Tabor an instant millionaire. Tabor once purchased a "salted" mine, the Chrysolite; but instead of considering it a bad deal, he further developed the property and struck rich silver ore. Later, Tabor purchased the Matchless Mine for $117,000, possibly the only investment he made without partners. During its peak years, the Matchless yielded $1 million worth

Jan 1, 1998

By J. F. T. Agapito, C. E. Brechtel, M. E. Adam

Full-scale stopping and simulated over- cast structures were constructed in large opening (30 ft high by 55 ft wide) room and pillar excavations in an oil shale mine. The program was undertaken to develop construction techniques and to generate data on structure costs and leakage rates. Leakage rates were measured using both sulfur hexafluoride tracer gas and "brattice window" methods at varying differential pressures. The measurements were conducted before and after a full-scale face blast to characterize the effects of blasting on leakage, and blast air pressures were measured across the stoppings. The operating performance of different combinations of permanent and temporary stoppings was evaluated by developing an operating model for a two-panel oil shale mine. The operating performance for the different stopping combinations was then compared to the system cost to evaluate the overall performance.

Jan 1, 1987

By Gimtong Teowee

SDI has launched the Electronic Detonator Blasting System containing a set of robust serial protocol and hardware exhibiting great ease in field usability and deployment. Programmable delay time with increments of 1 ms up to 10s is possible with excellent timing accuracy. Bus length of up to 2 km containing 1600 EIMs can be employed. A key feature of the SDI Electronic Blasting System has been its high tolerance towards current leakage in the bus line.

Jan 1, 2007

By M. C. Bekker, T. Govindasamy

The potential benefits of implementing the Last Planner System (LPS) on mining infrastructure projects were explored through two case studies in the South African mining industry. The first part of the study involved measurement of the impact of LPS through earned value techniques on secondary project data. The second part sought to establish the lean construction success factors leading to improvements in construction performance. This was done by means of a research questionnaire distributed to the project owner’s teams, contracted parties, and the LPS facilitators. The results revealed a positive correlation between LPS application and planned percentage complete. However, the performance achieved during the LPS pilot was not sustained. The success factors and benefits considered most evident in the case study pilot differed among the three stakeholder groups. The findings are expected to guide construction stakeholders to better define performance measures and focus on factors required to make LPS implementation more effective in the South African mining sector.

Feb 12, 2024

By Manisha Singh, Manikanchan Sarkar

"Presently the global steel production is mainly based on iron ore sourced from high grade hematite deposits. India has large deposits of good quality hematite ore but with the prevailing practice, such deposits are depleting fast and getting exhausted. However, apart from such high grade iron ores, India is also endowed with large reserves of low grade iron ore, such as BHQ (Banded Hematite Quartzite), BHJ (Banded Hematite Jasper), BMQ (Banded Magnetite Quartzite) and Magnetite. In the present situation, it has become necessary to focus attention on upgradation of these low grade ores to produce useable concentrate. It augurs well that already substantial investigation work has been carried out in this respect and a few plants have been set up in India and abroad. One important aspect in this regard is the process route options with optimum yield and grade. Some of these low grade ores, particularly magnetite, are found to contain high phosphorous level, removal of which poses a major challenge. Since the grade is low, substantial upgradation necessitates fine grinding for appropriate liberation. Fine grinding is energy intensive and needs attention to achieve economy in this regard. Large quantity of tailings is generated in the process, wet disposal of which gives rise to a lot of hassles and hence, possibility of dry disposal of the same needs to be explored. The experience of the authors, with regard to aforesaid aspects which has been gained in course of carrying out relevant assignments is presented in this paper."

Jan 1, 2014

Lean Iron Ore Beneficiation in India

Sep 13, 2010