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By F. Turatti

Rio Tinto is one of the world's largest mining companies, involved in every stage of metal and mineral production, producing aluminium, copper, diamonds, coal, iron ore, uranium, gold and industrial minerals. Operations are in more than 50 countries in multiple continents and vary in location between large urban centres, regional industrial complexes and remote regions. A risk-based strategy was developed by Rio Tinto to manage its air quality impacts on a global scale. The strategy consists of three objectives ? improving air quality performance, developing industry leading practices and engaging and influencing in air issues. This paper discusses three major successes achieved this approach. Firstly, how air shed resources are managed in constrained air sheds. Secondly, how financial modelling is used to value air quality constraints, and thirdly, how a rigorous and comprehensive e-learning course is used to improve the overall level of air management knowledge of Rio Tinto?s environment managers.

Feb 27, 2013

The Newcrest Mining Limited Telfer Gold Mine consists of an underground sublevel cave (SLC) operation located 734 m directly below active open pit operations. Open pit and underground current production rates are 50 million and 5.7 million tonnes per anum (Mt/a) respectively. The SLC was initiated in late 2006 with breakthrough planned to occur on the 5484 bench of the west wall in late 2009. Risk to the south ramp was identified during this time, resulting in the construction of the north ramp. The SLC was continually tracked from initiation with a suite of monitoring systems and managed with a Major Hazard Management Plan (MHMP) and associated Trigger Action and Response Plans (TARP). At breakthrough the eastern limb of the cave was located within a 70 m horizontal distance from the south ramp. The south ramp was closed in October 2009 due to significant slope deformation, extensive cracking in the berms and batters between the ramp and breakthrough bench and a major failure 250 m to the north of the cave breakthrough. Wall response was first identified from slope deformation measurements taken by the wall monitoring radar in May 2009, at which point the SLC was 160 m from breakthrough. The impact of the SLC on the slope is a unique case with the monitoring systems in place able to provide data on the slope reaction to the SLC progression. This paper will discuss the management of the south ramp such as the early interpretation of risk associated with cave breakthrough, monitoring systems implemented to track the cave progression and wall deformation, data integration and interpretation and risk management. Following the closure of the south ramp further instrumentation programs and risk assessments were conducted to determine the risk of re-opening this haulage route. The outcomes of this program will also be presented.

Nov 25, 2010

By J Hall, A Gallardo, M Strizek

Mineralogy and coproponents Sino Iron, International Minerals and Austeel are in the process of developing four world class magnetite iron ore mines with multiple open pits along a 25 km strike length of Brockman Iron Formation to the south of Cape Preston on the West Pilbara coast. The close proximity of the proposed pits raises some challenging project approvals and environmental management issues relating to the impacts of dewatering at individual projects and the cumulative impacts of progressive development on local and regional groundwater resources, which includes a large fresh water aquifer system in the Fortescue River alluvium.This paper presents an outline of the hydro-environmental impact assessment process adopted and the key result that the cumulative impacts of dewatering at all four projects on the local brackish groundwater system in the basement rocks is only marginally more than the impact of any one project on its own, and that the impact on the Fortescue River alluvium aquifer is negligible. The paper also presents an outline of the proposed integrated water management approach that will involve coordinated monitoring, ongoing impact assessment and management, and reporting programs for all projects.

Jan 1, 2009

By B. W. Cavender

Innovative mining and metallurgical operating techniques and processes can be identified and developed by analyzing changes as they occurs within the mine, plant, technology or industry. Sources of change to be monitored for innovative opportunities include unexpected successes or failures, incongruities between perceived and actual events, process needs, changes in perceptions and the development of new knowledge. Innovation can be organized, practiced and managed. The perception of change as an opportunity rather than a threat is mandatory, as is the systematic measurement of innovative performance. Innovation is enhanced by specifically designed policies regarding organizational structure and staffing, daily management practices and compensation and incentives.

Jan 1, 1996

By B. W. Cavender

Innovative mining and metallurgical operating techniques or processes can be identified and developed by systematically analyzing change as it occurs within the mine, plant, technology, or industry. Sources of change to be monitored for innovative opportunities include unexpected successes or failures, incongruities between perceived and actual events, process needs, changes in perceptions, and the development of new knowledge. Innovation can be effectively organized, practiced, and managed. The perception of change as an opportunity rather than a threat is mandatory, as is the systematic measurement of innovative performance. Innovation is enhanced by specifically-designed policies regarding organizational structure and staffing, daily management practices, and compensation and incentives.

Jan 1, 1994

By Véronique Falmagne, Chantale Doucet, Thomas Côté

Production began in the Deep 1 zone of Goldex mine in 2017 at a depth of 1,200 m. Stope dimensions are 50 m high by 22 m wide (along strike) and the panel thickness varies between 22 to 35 m. The Deep 1 orebody is 350 m high by 400 m along strike and 200 m from hanging wall to footwall. The mining method is longhole with paste backfill with a three dimensional primary/secondary sequence advancing upwards in a typical chevron approach and retreating from hanging wall to footwall in a V-shape from a central panel. Mining at a depth of 1,200 m in massive granodiorite brings challenges related to seismicity.

Apr 26, 2022

By L Sandery, S Light

Within 22 months of commencing decline development, the Prominent Hill Ankata Underground Project achieved its full production rate of 1.2 Mt/a.In 2010 construction of the Ankata Underground Project was approved. Decline development commenced in November 2010 and the turnout for the first sublevel was reached by August 2011. The first stoping ore was produced in the first quarter of 2012 and production was successfully ramped up to full production during the third quarter of 2012.Diamond drilling commenced in October 2011 and was conducted concurrently with the underground development. This presented challenges as mining and production targets had to be balanced with underground exploration activities. To achieve production on schedule, without adversely affecting the diamond drilling program and future development, meticulous and adaptive planning techniques were required. This included involvement from engineers, geologists, underground operators and underground diamond drillers.The granularity of these planning techniques allowed the management and prioritisation of development and diamond drilling down to an almost hourly basis. A constant flow of information from drill assay results was fed back into the planning systems. This resulted in a constantly evolving mine plan as the orebody was further refined. High priority areas were identified and targeted to allow continued development and a successful rapid ramp up to full production.CITATION:Sandery, L and Light, S, 2014. Managing the diamond drilling interactions in commissioning the Ankata underground mine, in Proceedings 12th AusIMM Underground Operators’ Conference 2014 , pp 75–80 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Mar 24, 2014

By L. W. Berry

Drill and blast planning is critical to successful mine production, both in timing and in results. However, typical planning, reporting, and information exchange usually involves large quantities of data collated in a discordant set of spreadsheets, databases, and reports. Collecting, analyzing, modeling, and distributing all data necessary for efficient drill and blast operations is time consuming and cumbersome. MineSight Axis Drill and Blast provides an extensible core of functions, seamlessly integrated with other MineSight software tools, to make sense of this information. The benefits of improving the management of drilling and blasting processes are immense and result in improved fragmentation at a lower cost, improved shovel and truck productivity, and enhanced ore processing.

Jan 1, 2011

By M S. Manono, K C. Corin

The optimisation and process developments surrounding the beneficiation of Cu-Ni-PGM ores is of fundamental importance when considering the continued rise in global demand for these precious metals. The selective sequential flotation of these ores is accompanied with various processing challenges such as the successful separation of the Cu-Ni-PGMs from non-sulfide naturally floatable gangue and pyrrhotite. Reagents such as sodium iso-butyl xanthate (SIBX) and sodium carboxymethyl cellulose (CMC) have proven to significantly improve the selectivity of the flotation process in their respective roles. The use of recycled water with abnormal inorganic electrolyte concentrations can modify the selectivity of these reagents, as ions may adsorb onto minerals such as pyrrhotite, thereby hindering or promoting the hydrophocity and floatability of pyrrhotite. Process water quality effects on the behaviour of pyrrhotite may have negative or positive influence on the recovery and grades of the wanted Cu-Ni-PGMs as valuable minerals associated with pyrrhotite such as pentlandite may be affected in like manner. Thus, the impact of concentrator process water quality on the behaviour of pyrrhotite needs to be determined. In this study synthetic process water at various ionic strengths was investigated against various CMC dosages to understand the behaviour of pyrrhotite during the flotation of a Cu-Ni-PGM Merensky ore in a batch flotation cell. This study showed that pyrrhotite grades increased with an increase in CMC dosage for fixed ionic strengths whereas the recoveries of pyrrhotite increased with an increase in ionic strength until 3SPW, then a trend of a decrease in recoveries was seen with 5SPW resulting in the lowest pyrrhotite recoveries. Furthermore, this study showed that moderate CMC dosages of 100 g/t resulted in the highest pyrrhotite recovery for all four ionic strengths of synthetic process water tested. It can be said that to maximise value recovery from Cu-Ni-PGM ores, understanding the behaviour of pyrrhotite against degrading water quality and reagent suites could be of paramount importance given the sensitivity of pyrrhotite to oxidising chemical conditions.

Aug 24, 2022

By S. Z. Pethö

Pillar extraction at shallow depths with small pillars that were not originally intended for secondary extraction can provide a huge benefit to the coal mining industry in those areas where a significant percentage of the remaining coal reserves are locked up in small pillars at shallow depths and where opencast mining methods are simply not as cost-effective and practical to implement. A system considering all of the pertinent geotechnical and mining aspects for the safe and efficient pillar extraction of small pillars at shallow depths at Xstrata Coal South Africa (XCSA) has been further developed and implemented as part of an ongoing improvement process addressing all of the relevant legal and associated risk aspects. This work follows on from the previous pillar extraction work carried out at the ATC, Boschmans, and Spitzkop Collieries. The process involved a number of in-house workshops and sessions arranged with all key personnel from Tavistock Colliery, and also included Professor Nielen van der Merwe of the University of the Witwatersrand, a world renowned authority on pillar extraction, towards reviewing and developing the Modified NEVID pillar extraction system employed previously at Boschmans Colliery. The system is currently being employed at Tavistock Colliery with success and no major accidents, with around 655 000 t of coal having been successfully extracted from the pillar extraction panels.

Jan 1, 2012

By Gift Makusha, Dave Minney

Anglo Coal South Africa mines coal for both the domestic and export market using open cast and strip mining methods. To establish a mine, a process is set in place to gather ever increasing amounts of geological and metallurgical data to confirm a proven reserve. Increasingly, geotechnical data are also included in this process to confirm that reserve is easily and safely mineable. The mine design process is an iterative one using a combination of numerical modelling and empirical data to arrive at a mining layout that is both, practical, productive and safe. In South Africa it is a legal requirement to compile a code of practice to combat rock fall and slope instability accidents and these have to be revised annually, reinforcing the iterative process of continual improvement. To ensure best practise occurs, all Anglo Coal operations are subjected to annual 2nd party audits and ad hoc 3rd party audit by independent consultants. This paper attempts to explain the process described above in a concise, but understandable manner. 1.0 GEOLOGICAL SETTING The Ecca sediments date from the Permian period and the coal deposits were formed in glaciated valleys on a basement of Dolomite, Ryolite or Granophyre rock types. The sediments overlying the coal deposits are typically flat lying and multiple bedded. The sediments consist of mudstones, shales and sandstones and are generally capable of forming stable highwalls given the time that they must stand up for. Anglo Coal extracts coal from the Witbank, Highveld and Vereeniging coalfields. The Witbank coalfields contain five seams numbered from the base upwards, 1 to 5 Seam; Highveld coalfield the 2 and 4 Seam and the Vereening area the seams are described as Top, Middle and Bottom seams. Coal deposited over the basement Dolomite formation display very erratic dips, as contemporaneous subsidence occurred in some instances over sinkholes that were forming, resulting in local thickening of the coal deposit and resulting in strata that dips toward the centre of the sinkhole.

Jan 1, 2006

By M K. Kapo, S C. Nzama

The success of a mining operation depends on the quality of data used in decision-making processes and the people involved in making operational decisions. At Olympic Dam, mine geologists form an integral part of the teams that make decisions at various key points in the mine operational value chain. Mine geologists are directly and indirectly involved in all stages of the mining process, namely, orebody definition and categorisation, mine design and planning, metallurgical processing, and reconciliation.Due to the sheer size and complexity of the Olympic Dam deposit, each mining stage has been divided into smaller units within which decisions are made in line with the overall mine operational plan. In each of these units, the decisions and inputs made by mine geologists has ensured that consideration of geological factors is made in the mining process. Over time, the mine geology team has demonstrated a systematic approach in the development and improvement of their processes in line with the mine’s operational needs, such as understanding the in-stope ore variability and maintaining a consistent ore feed to the plant. An understanding and interpretation of the mineralisation distribution, based on acquired data, has proven to be important in the definition of resource modelling parameters. These parameters in turn affect the quality of grade estimates and their downstream use in planning, production and subsequent reconciliation processes. The continual study of the geology of the deposit, and unravelling its complexity through research has been crucial to the metals extraction process. The involvement of mine geologists through each of the mine value processes places Olympic Dam in a favourable position to benefit from future opportunities that will take advantage of the increasing operational demands and production pressures, and the ever changing economic conditions.This paper reviews the role mine geologists play in the realisation of the Olympic Dam deposit, from ore to product, through their interaction and collaboration with other departments and stakeholders. This paper also highlights mining practices employed at the Olympic Dam mine.CITATION:Nzama, S C and Kapo, M K, 2014. Managing the giant – a mine geologist’s perspective to the mining of the Olympic Dam deposit, in Proceedings Ninth International Mining Geology Conference 2014 , pp 451–460 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Aug 18, 2014

By Thomas H. Hibner, Daniel Tempelis, John E. Shamma

Environmental protection of nearby resources is an issue that can not be ignored in tunnel construction. The Inland Feeder Arrowhead Tunnels Project is no exception. With keen interest from various stakeholders, Metropolitan developed a Groundwater Monitoring and Mitigation Plan. This plan provides for monitoring and management of selected water resource features within the San Bernardino National Forest along the proposed tunnel alignment. The plan specifically provides for monitoring of streams, springs, seeps, and piezometers for water temperature, pH, specific conductance, and chemical analyses, as well as flow or groundwater elevation. Metropolitan uses the data to evaluate for and manage potential impacts from groundwater ingress during construction of the Arrowhead Tunnels.

Jan 1, 2003

By P. Sharma, J. C. W. Fowler

This paper discusses the wind blast / air blast phenomenon, how it is managed in coal mines and how it might best be managed in other underground mines. L'article qui suit a pour objets de décrire le phénomène de tir a l'air comprimé et les méthodes de modération de celui-ci dans les mines de houille, et d'indiquer de quelle manière il pourrait être surmonté dans d'autres mines souterraines. Dieses Seminararbeit diskutiert die Windexplosion / Luftexplosion Phänomen, wie es in Kohlenberg-werken geleitet wird, und wie es am besten in anderen untertage Bergwerken geleitet werden könnte.

Jan 1, 2003

Ensuring the success of a major resource development project, whether in the Gippsland Basin or elsewhere, is typically both a complex and costly process. It is therefore imperative from the point of view of the proponents of such a project - and in particular the financiers - that everything possible be done to minimise administrative confusion and delay in the establishment phase of the project, and to put systems in place which enable the project to run smoothly and efficiently in the later stages of its development and operation. An essential element in this process is ensuring that the project management is able to come to terms with and deal effectively with the relevant planning and environmental laws.

Jan 1, 1992

By B P. Micke

Central Norseman Gold Corporation was established in 1935 and has been mining on the Norseman field in Western Australia since then. It is Australia’s longest continuously operating gold mining operation at nearly 80 years, although it has had its periodic challenges in the intervening years.Over the last 40 years, a series of open pit mines around the Dundas Goldfield have supplied lower cost mill feed to the Phoenix Mill at Norseman from time to time but this has largely come to an end for the foreseeable future. Now that underground ore sources are once again the principal mill feed, there are several challenges to be met for an ongoing profitable operation.During the last 20 years, there have been three different owners and this has affected the manner in which the operations were managed quite significantly. These differing approaches are contrasted and examined in some detail from both the operational and financial aspects.Planning of a downsized operation to ensure sustainable profitability in the future in a mining environment where there has rarely been more than two to four years of reserves ahead of the mill for planning purposes has been a significant challenge. Several of the options examined are described, including alternatives for future mine development.CITATION:Micke, B P, 2014. Managing the margin at Norseman, Western Australia – a case study, in Proceedings 12th AusIMM Underground Operators’ Conference 2014 , pp 119–128 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Mar 24, 2014

By A. Moharana

A massive slide at Bingham Canyon wiped out a side of the pit and covered the main haul road in and out of the pit. All pre-slide mine designs and schedules were no longer valid. New designs and schedules needed to be developed quickly to provide management with information regarding the immediate post-slide production potential and the time needed to ramp back up to full production. At the time of the slide, an effort was already underway to convert Bingham?s in-house Medium Term Scheduling Process to MineSight®?s Schedule Optimizer (MSSO). One of the main reasons for doing this was to reduce the time needed to produce Medium Term Schedules at Bingham, which involves a complex shovel-based scheduling approach with shovel productivities based on shovel type and the types of mining cuts to which the shovel is assigned over each planning period. The objective of the schedule was to maximize shovel usage, satisfy mill feed requirements of four SAG mills with variable milling rates, and have flexibility in setting truck constraints. This paper will describe how the new MSSO-based mine scheduling process met the challenge of producing new schedules for Bingham in a minimal amount of time.

Feb 23, 2014

Thank you and good morning. I am delighted to be here and to see so many of my colleagues and competitors. The general topic of this week's conference - World's Best Practice in Mining and Processing - suggests a focus on mining and processing. I am somewhat of a `jack of all trades and a master of none'. But I'm not even a jack when it comes to mining and processing technology and practices, and so I will leave those topics to speakers better 'qualified than I. Instead, what I would like to do is give you my thoughts on the best management practices of mining. You see, the times are changing for the mining business. There is great uncertainty in our industry. Anyone who received their education in an English-speaking school probably remembers the famous poem `Invictus' by William Ernest Henley. The two most famous lines from that poem are, if you remember, `I am the master of my fate; I am the captain of my soul'. The fact of the matter is that the metals industry, including the copper industry, is not the master of its fate. To a great extent we're at the mercy of forces over which we have little control, such as the world economy or political situations in individual countries. The copper industry is like a surfer at Manly - we can't influence where the wave is going; all we can do is stay in front of the curl and on our board. Historically, discovering, developing and processing ore reserves were the primary facets of our capital intensive business. To stay competitive today, we must invest equally in intellectual capital - our employees - in order to succeed in the face of economic, regulatory and political challenges and global competition (Schonberger, 1986). Everyone seems to have a different theory about being competitive. A lot of people use sports analogies when talking about competition. Others, like American businessman and former US presidential wanna-be Ross Perot, take a more interesting approach. In Mr Perot's hypothetical corporation, competition is a lot like having a snake in a factory. If someone sees a snake, the first thing they do is create a committee on snakes. Then, the committee on snakes meets and discusses the problem for a couple of years. The most likely course of action is nothing. Everyone figures that the snake hasn't bitten anyone yet, so they just let him crawl around the factory floor. Perhaps a vice president of serpentine affairs is appointed to continue watching the snake - making sure it doesn't grow. Ross Perot sees it a little differently. In his corporate world, business needs to build an environment where the first guy who sees the snake kills it. Of course in our industry, we better make sure the snake isn't on an Endangered Species List before we go after it! I am not going to talk about competition and competitive forces in terms of sports or snakes, but I would like to share some thoughts with you about how the mining industry can better utilise competitive thinking to get ahead and stay there. You may be wondering how an executive from a 160-year-old company could know much about competitive spirit, but the founding ancestors of Phelps Dodge were wizards at identifying

Jan 1, 1995

This paper addresses the unique environ- mental programmes which prevail at Ranger and their importance in the future profitability, of Ranger Uranium Mines Pty Ltd. (RUM) Industrial relations, general safety, and occupational health have long been regarded as part and parcel of the concept to 'manage for profits'. More recently, the need for environmental protection has also become an important management consideration. This is particularly so at the Ranger Uranium Mine where environmental protection is very closely and continuously regulated. Since the commencement of operations at Ranger some three years ago the company has operated within these regulations and demonstrated clearly that yellowcake can be produced efficiently, economically and safely. The company also recognises that in order to ensure continuity of production, it will have to continue to operate within these strictly supervised Regulations.

Jan 1, 1984

By J. L. Collins

"This paper deals with the quantitative analysis of mine maintenance records. Based on a case study of dozer engine records, the author suggests an easy method of deriving useful information for managerial decisions in a step-by-step manner.More specifically, the paper deals with the following topics:• determination of the most economical replacement time,• determination of reliability characteristics,• determination of the number of replacements, and• determination of the number of spares.IntroductionThe mining industry collects a lot of information about every aspect of its activities, an example of which appears in Table I. In Table I , the distribution describes the operating hours at failure of 56 different dozer engines used in severe applications. Besides calculating an average and possibly a standard derivation from the data, little else is derived, at least from a statistical point-of-view.More information can be obtained from these records that could help management in the decision-making process.To illustrate this point, the sample data appearing in Table I will be analyzed in detail by making use of well-known concepts in reliability engineering.Distribution of DataTable I represents a distribution obtained from the recorded hours cumulated from the operators' time cards. The operating hours have been divided into fourteen classes for each 1000 hours of engine running, e.g . all engines scoring an operating time of between 1001 and 2000 hours formed a class , those scoring between 2001 and 3000 hours another one, etc. Generally, the class interval should be a multiple of the equipment preventive maintenance check period.The minimum acceptable sample size should be large enough to ensure that the score in each class interval is at least one. Ideally, the score for each class interval should be at least five so that a chi-square test could be carried out if necessary.The average life of an engine can be found by adding the products of the frequency and the class mark (mid-point) values. Therefore:"

Jan 1, 1987