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Exploring long-term future possibilities for your business and methods for achieving them are critical functions of leadership. More than ever, strategic initiatives today have to be planned and delivered in an environment of disruptive change û driven by shifting business or regulatory imperatives, new technologies and global economic change, and diverse stakeholder interests. The notion of The Future as a single inevitable outcome is obsolete. There are many possible futures. This paper explains an innovative process û known as scenario planning û to help executives in the construction and testing of longer-term strategies to deal with uncertainty.

Jan 1, 2006

By T Baumgartl, D R. Mulligan, D Doley, A Schneider

In arid and semi-arid areas evapotranspiration (ET) cover systems are often used to mitigate contaminated seepage from hazardous mine waste into the adjacent environment. The theory of ET covers is based on the water balance equation with the aim of minimising seepage. While cover systems are commonly trialled, the influences of variability in climate and cover structure on water balance equation parameters are seldom investigated.Water balance equation parameters and their variability were analysed for two ET cover trials constructed from benign waste rock in semi-arid Australia. Seasonal and inter-annual variations in rainfall critically influence cover performance. For successful cover system operation, the average return periods for higher than average rainfall should be taken into account. In addition, failure of ET covers has a higher probability in areas with marked rainfall seasonality. Water holding capacity and plant available water content are low in covers constructed from waste rock. Changes in water holding capacity due to variation in particle size distribution are likely and critically influence cover performance. The application of topsoil can be beneficial for water ingress control through run-off, but a balance has to be struck between run-off, erosion and plant available water. Changes in vegetation composition only influence evapotranspiration water losses at plant coverage exceeding 50 per cent, which is unrealistic in semi-arid areas. This study showed that the capacity of ET cover systems to hold and dispose of received rainfall is often lower than assumed by industry practitioners. Furthermore, in order to improve reliability of long term cover performance, the variability of rainfall and water holding capacity of the cover has to be included in water balance models.CITATION:Schneider, A, Baumgartl, T, Doley, D and Mulligan, D R, 2012. Variability in parameters of the water balance equation and their influence on evapotranspiration cover performance, in Proceedings Life-of-Mine 2012 , pp 293-300 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 10, 2012

By G McCullough, J Bassan, d P. Knights, C T. Farrelly

By 2045, carbon-neutral mines will be economically producing products that are vital for the world’s transition to renewable energy. After overcoming significant technical challenges (and the investment of significant capital), leaders have successfully eliminated the use of diesel and other fossil fuels by introducing a wide range of new decarbonisation technologies. These leaders will be reaping the benefits of lower production costs (resulting from elimination of diesel), stable and predictable operations, and easier access to capital for their future projects. This paper describes a future scenario of how a net zero carbon and zero-entry mine could operate by taking maximum advantage of technologies in development or already proven in other industries. Some miners have been unsuccessful in their efforts to reach decarbonisation targets. Instead, they have been forced to close or offload their assets to be acquired by operators with better sustainability credentials, or, in some cases, to indigenous or community-based enterprises with vested interest in making operations viable and sustainable. Regardless of ownership structure, all successful mining operations will have fostered strong and positive community relations that bring education, health, security and economic development opportunities to the communities while respecting their traditions, land-uses and culture. As shallow, easy to mine deposits have become scarce, the majority of new mines are underground. Advancements in electric underground technology and the feasibility of ‘zero entry mining’ (with no personnel in active mining zones) has made it increasingly possible to economically operate underground mines, even at shallow depths. The newest mines have a near zero footprint on the surface, produce no harmful by-products, and are employing in-place or in situ methods of extraction that are efficient and low impact. Surface land-uses, such as agriculture and renewable energy generation, continue in the immediate vicinity of the mine, with no significant ground disturbance, community impact or environmental footprint.

Sep 1, 2024

By R Goater, P Kirsch, S Goater, I Goater

With staff productivity and retention a crucial factor in the longevity of AustraliaÆs mining industry, some mining companies are increasing their focus on the health and well-being of their people, to minimise the risks of deteriorating health in an ageing workforce. Many of AustraliaÆs mining operations rely heavily on long distance commuter (LDC) rosters, which are argued to have a significant impact upon worker health, wellbeing and lifestyle choices. The potential impact of workforce health on mine safety performance, efficiency and operating practice is an interesting additional line of enquiry. Food choice, exercise and recreation initiatives offer living and working conditions that æempower healthy choicesÆ in the shift worker community, but do not guarantee improved worker wellbeing. This paper explores first-hand the experiences of one individual over two and a half years of employment at different mine sites, under different shift conditions and across different operating crews. Novel insights and recommendations concerning the LDC lifestyle are offered through integrating reflections on one individualÆs fly-in, fly-out (FIFO) experiences in open pit mining operations from personal, family, professional and academic perspectives.CITATION:Goater, S, Goater, R, Goater, I and Kirsch, P, 2012. This life of mine - Personal reflections on the well-being of the contracted fly-in, fly-out workforce, in Proceedings Eighth Open Pit OperatorsÆ Conference , pp 31-40 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Sep 18, 2012

By J A. Wells, K G. Thomas, R F. Dewhirst

"One of the contributing factors to the extreme cost escalation in the first decade of the 21st century was the increase in the amount and cost of engineering work that went into studies and projects. Various reasons for this were identified, including unsatisfactory productivity due to a shortage of experienced/qualified engineers, the increased complexity and infrastructure requirements of many projects due to location, metallurgy that is more challenging and increasing environmental and social requirements. These conditions often led to unsatisfactory project results in terms of cost and schedule blowouts and created a loss of confidence – both internally and externally – in the industry’s ability to complete projects on time and on budget.Technical fundamentals aside, the experience and effectiveness of project teams has had, and continues to have, a major impact on project cost, schedule and ramp-up to nameplate capacity and operating parameters. There are unfortunately too many examples of where project teams have not been as effective as they could or should have been, all to the ultimate detriment of the project.Using the authors’ extensive experience on both owner’s and engineer’s teams, this paper discusses some of the main reasons for suboptimal team, and hence project, performance and offers thoughts on how best to build and maintain project teams. The analysis and conclusions drawn are built around the Tuckman model of group development known as ‘forming-storming-norming-performing’, which was first proposed some 50 years ago. Given the importance of good teamwork to project success, understanding how project teams grow and become efficient and productive is an essential part of good project management that should receive more attention.CITATION:Dewhirst, R F, Thomas, K G and Wells, J A, 2016. Building and maintaining effective project teams, in Proceedings Project Evaluation 2016, pp 38–48 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Mar 8, 2016

By M Scoble

This paper addresses the importance of collaborative approaches to resolving future mining challenges. It attempts to provide some insight into understanding the theory, measurement, mapping and management of collaboration. This is related to the design and planning for successful research and educational initiatives. Reference is made to Canadian and global case studies and personal experiences.

Nov 22, 2011

This paper is an outline of the developmental practices now in use at North Broken Hill Limited, N.S.W. The description will be given under the following headings.I. General.......opening up of a new level.II. Driving.III. Winzing.IV. Rising.V. Auxiliary Ventilation.VI. Notes on the Introduction of Mechanical Appliances.VII. Office Records and Routine.I. GENERALThe lode, for purposes of description, may be said to be divided into two portions which are usually referred to as the Southern and Northern Orebodies.The southern ore-body is the larger and in places attains a width of 200 feet. The northern ore-body is, generally speaking, comparatively narrow. These ore-bodies have a northerly pitch of approximately 45' and a westerly dip of 60. In the southern ore-body a grid of ore chutes is provided at 31 ft. 8 in. (5 square set) intervals and this necessitates an elaborate arrangement of cross-cuts, portion of which have to be driven through the foot-wall. Crushed country rock adjacent to the foot-wall makes it necessary for drives to be placed at least 60 feet from the lode.In the northern ore-body the ore chutes are arranged along a longitudinal drive, thus making a much simpler layout. These layouts were described in detail by A. R. West (Proceedings A.I.M.M. No. 117). In opening up a new level from the shaft plat, a heading is extended in a westerly direction until a point approximately 60 feet from the footwall of the lode is reached.At this point the direction of the cross-cut is altered to a bearing approximately 90 to the general strike of the ore-body, and the cross-cut continued until the hanging-wall is intersected. From the information obtained together with that from diamond drilling, the outline of the ore-body is plotted as closely as possible, and this serves as a basis for the layout of the level. Drives south and north from the main cross-cut are made in order to determine the southern and northern extremity of the southern ore-body. The former is usually driven in the centre of the ore-body and serves as a permanent gangway and ventilation drive for the new level.From the northern extremity of the southern ore-body, the drive north is...

Jan 1, 1944

By Knevitt L. T

PART 1Details of Kiewa Scheme.Introduction.Topography.Preliminary Investigations.Geology.Description of Project.Details of Main Works.Main Transmission of Power.Construction Facilities.PART 2Underground Works.Summary of Projected Works.Administration.Labour.Surveying.Safety and Accident Prevention.Medical Attention and First Aid.PART 3No. 4 Head Race Tunnel.Summary.Geology.

Jan 1, 1950

By D François-Bongarçon

After a review of the progresses made on the liberation factor theory since its inception by Gy (1982), a new and surprising result of great practical importance is presented: the liberation factor. First introduced simply as a number between 0 and 1, then shown to be the ratio of two variances, is now shown to be well approximated by the proportion of liberated mineral.CITATION:François-Bongarçon, D, 2017. Evolution of the concept of the liberation factor and a surprising new result, in Proceedings Eighth World Conference on Sampling and Blending , pp 307–310 (The Australasian Institute of Mining and Metallurgy: Melbourne).

May 9, 2017

This study of the tin-tungsten ore of the Shepherd and Murphy Mine, in central northern Tasmania, was originally undertaken at the request of the Moina Tungsten-Tin Mining Co., N.L., as part of the research programme of the Mineragraphic Investigations Section of the C.S.I.R.O. It is based on the examination of a suite of specimens supplied by the management, supplemented by a more extensive collection and observations made by the author during a short visit to the mine in October, 1956.The Shepherd and Murphy Mine is at Moina, 36 miles S.W. of Devonport and 22 miles from Sheffield, the nearest railway station. It was worked almost· continuously from 1893 to 1919, when a fire destroyed the mill; to that date it had produced concentrates to the value of £141,000. After a long period of idleness, the mine was re-opened by the present company, but it has been announced recently that unfavourable market conditions have again forced closure.GENERAL GEOLOGYThe mine is on a deeply dissected plateau, about 2,500 ft. above sea level; it lies between the Iris and the Forth Rivers, whose valleys are deep gorges cut to about 400 to 600 ft. above sea level. From Moina westwards to the Iris River, a limestone regarded as part of the Gordon River Group, of Ordovician age, conformably overlies a sandstone containing tubicolar casts which are circular in cross section, half an inch in diameter and up to two feet long, and which resemble marine worm burrows (Elliston, 1953).

Jan 1, 1958

By T Goldsmith

The mining industry is cyclical, but those are more than normal business cycles. In the early 2000s the industry saw the start of China as a game changer for the mining industry which lead to catch phrases like ‘stronger for longer’ and even ‘stronger forever’. Enter the global financial crises and the more recent slow-down in the Chinese economy and confidence that the future is bright has dimmed! This paper looks at the long-term forces that are likely to impact the global mining sector and explain why the industry has an excellent future. However, the industry is not without its many challenges and while demand may be in a prolonged step change, the ability to generate profits will depend on the fitness of each asset and company.The author also discusses the hated terms of ‘boom’ and ‘bust’ and considers how the industry can reduce them, but normally exacerbates them. The ability of the junior sector to raise funds being a primary example and one that remains closed to all but the very best exploration assets. There is also consideration of Australia’s position as a mining country in the future world.CITATION:Goldsmith, T, 2014. The future of the global mining sector, in Proceedings Ninth International Mining Geology Conference 2014 , pp 15–20 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Aug 18, 2014

By A Tang, K Ringwood

"Water is increasingly being recognised as a material business risk that many companies are still not well-equipped to deal with. Despite a raft of water-risk focused initiatives, methodologies and guidelines, the challenge of managing the strong link between the technical and operational water issues, along with the growing external challenges and interests in water, remain a significant risk to a companyÆs ability to deliver value.This paper provides an overview of the key lessons learnt from ERMÆs experience of working with companies across a range of water sensitive industry sectors, in particular, the mining and oil and gas sectors, to develop and implement practical approaches to manage business critical water risk. These examples highlight the importance of managing water risk by linking technical and operational aspects of water management - with the longer term strategic and social license aspects. Four key ingredients were identified that are central to providing companies with a leading edge in the successful mitigation of water risk: understanding and evaluating water risk including the technical and operational aspects of water management, plus the longer term strategic and social aspects articulating a strong business case that prioritises water risks and their financial exposure to the organisation constructing a clear roadmap that practically links the water strategy objectives with on-the-ground implementation and action building capacity in the organisation to manage, engage and coordinate on water to mitigate risk.CITATION:Ringwood, K and Tang, A, 2013. Practical approaches to managing business critical water risk, in Proceedings Water in Mining 2013, pp 293-300 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Nov 26, 2013

By G Kirk

Definition and delineation of in-pit ore and waste material are the most significant tasks for an open pit production geologist; adding or destroying value in the mining value chain. Anglo American’s Mogalakwena Platinum mine, an open pit operation in South Africa moving 100 Mt/a, has recognised the value of improved material definition and is in the process of changing from blasthole to reverse circulation (RC) sampling for in-pit grade control. This is aimed at obtaining more representative samples, which are required to maximise ore recovery, minimise waste dilution and to increase the accuracy and confidence of production forecasts. Early in the project, it was realised that the key risks for implementing RC grade control were related to change management processes, rather than failure of technology. Recognising the importance of this issue, Mogalakwena chose an integrated implementation approach that incorporates all stakeholders of the mining cycle in order to develop a process that delivers maximum value and is sustainable within an active mining environment. The following core goals were addressed over five phases of project implementation: extensive definition and design of integrated project implementation, comprising: project buy-in and ownership from all key stakeholders, including survey, geology, mine planning, drill and blast, load and haul, maintenance, supply chain and finance; and detailed analysis of all potential issues and possible solutions, allocated to stakeholders as part of the scoping process; optimising hole patterns and drilling procedures, focusing on delivering maximum value for minimum cost using multiple scenario analysis from borehole data and operational sequencing requirements; and evaluation of lessons learnt during project implementation in order to optimise the technical solution and operational efficiencies. Although this project is not yet finalised, Mogalakwena Platinum Mine is already providing a blueprint for the effective development, implementation and optimisation of sustainable in-pit grade control RC drilling for other open pit mines within Anglo American plc.

Aug 22, 2011

This paper presents the near-field rock damage owing to production blasting in limestone quarry in the western region of Japan. The study's purpose is to learn the mechanism of crack development due to blast vibration. In this study, blast vibration's magnitude was expressed with peak particle velocity (PPV) which was obtained based on seismographs recorded database. In attempt to pursue a research's purpose of this study, there were two considerable interests: near-field blast vibration propagation and prediction, and crack observed and prediction. Furthermore, with regards to considerable interest of the study, there were three essential aspects which were challenged, such as: monitoring and interpretation of seismic wave propagation in a rock mass near large explosive charge of production blast scale, measurement of blast rock damage in adjacent to blasthole, and determine critical value of PPV which may produce significant rock damage. In order to determine precision critical PPV, understanding correlation between rock damage with vibration level is firstly important to be done. This paper also discusses how to measure, detect and quantify near-field blast vibration and blast rock damage in adjacent to blasthole.

Dec 6, 2010

THOSE who dabble in mining are no exception to the general rule that persons who know a little of a subject are apt to think that they know all about it. Some colour may be lent to the belief that anyone may succeed in mining when we hear stories ofsuccessful diggers and others who have accidentally dropped on to something good through no foresight on their part; but we seldom hear the contra account of the far larger number who fail. Those who go more thoroughly into the subject, and take up mining as a profession, know very well that it is not one that can be carried out successfully by rule of thumb, but when they point this out to the public they are credited with trying to make it a closed profession; and outsiders are for ever trying to find out the "trade secrets," at the same time spurning the main one, which is hard study, experience, and the ability to apply their knowledge. The average mining man is not rich. When he amasses a fortune it is generally through speculation rather than professional work, thought no doubt his technical knowledge may have assisted...

Jan 1, 1910

Mineral formations, accumulated during technogenic activities greatly influence an economic and ecological situation in the Kola North. On the one hand, the dumps from extraction of mineral resources, tailing ponds of beneficating plants, ash dumps, wastes of metallurgical and mechanical engineering productions destroy the regionÆs environment and require taking certain measures and costs to bury or protect from weathering, oxidation, etc. On the other hand, technogenic mineral formations contain a lot of valuable scarce components. The amount of solid wastes increases annually, causing damage to ecology and economy. Researches conducted in recent years showed a possibility and economic expediency of comprehensive processing of wastes from different enterprises in Murmansk region and their use for production of new competitive commodity output, possessing high consumer properties. Thus, involving mineral wastes from Khibiny apatite deposits into hydrometallurgical industrial processing provides the basis for setting up a large beneficating-metallurgical complex. In this case ores and wastes from other deposits on the Kola Peninsula, containing titanium, rare, rare-earth and other valuable elements, may be involved into processing. Establishing such a complex will allow to organise a deep processing of natural resources, utilise some production wastes, improve ecological security and supply production with competitive output. Expanding the complex implies not only involving new mineral raw material into processing, but mainly deepening raw material processing, maximum utilisation of local natural resources and obtaining a wider variety of prime products.

Jan 1, 2002

The words ""Uncertainty"" and ""Risk"" pervade every discussion about mining exploration and investment. Perhaps these terms are subjectively understood by industry professionals, but objective portrayal of these concepts outside the industry is a woefully undeveloped science. This paper addresses current industry understanding and practice regarding quantitative risk assessment techniques, and provides examples of the application of three of these techniques. Probabilistic techniques for financial risk assessment are valuable adjuncts to conventional financial analysis, and address a range of issues not assessable by any other means. The value of whole-of-project probabilistic risk assessment is currently debatable for decision-making purposes, but is seen as important as a mechanism to focus attention to the critical issues that ultimately impact on project success. The dissection of project capital into risk and non-risk components provides valuable insights into risk characteristics not readily quantifiable in any other way. This technique also provides a framework for more objective ""what if?"" scenario evaluation and for the capital structure of resource projects. Finally, mechanisms for the valuation of undeveloped reserves are examined, and guidelines suggested. The importance of reliability in production cost estimates is highlighted and the impact of early development on reserve valuations is discussed. The importance of economics throughout all stages of the evaluation process is fundamental.

Jan 1, 1994

In the last 30 years, human appropriation of global renewable resources has accelerated to the point where 35 per cent of the earthÆs land surface is now in managed agro-ecosystems, consumptive water use consumes between 50 per cent and 85 per cent of freshwater supply and 60 per cent of ecosystem services are utilised in an unsustainable manner. There are virtually no landscapes in which renewable resources are not already fully allocated among different economic and environmental uses. Furthermore, it is increasingly recognised that water availability issues do not exist in isolation but are linked with the related environmental issues of biodiversity preservation, the carbon cycle, soil degradation, and energy use and supply. It is against this background that the sustainable management of water in mining is increasingly developing a strategic viewpoint where water is viewed as a resource within an interconnected landscape, having economic, environmental and social value and providing a range of environmental services in the provision of public and private goods. This paper explores the issues associated with sustainable management of water in mining from a strategic viewpoint. The cumulative impacts of multiple water users, both within and outside the mining sector, is increasingly threatening the security of supply for all users. To quantitatively assess the ætrueÆ value of water it is necessary to: Better understand the science of ecosystem functioning and how human actions impact on environmental processes. Develop appropriate policy, finance and governance structures to support innovative programs that preserve ecosystem function and services (including market based instruments). Apply knowledge as interventions across landscapes in ways that maximise benefits and minimise unintended consequences taking into account differences in the value of water among sectors. A strategic viewpoint of water management relies on knowledge to guide decision making that has been acquired at a range of scales from mine site to mining region. This knowledge must be based on rigorous science, sound data and syntheses of different types of information. Strategic management of water resources will better position the industry in terms of understanding the risks posed by complex, interlinked environmental issues that are increasingly impacting on future access to land and renewable resources, including water, thereby ensuring miningÆs future social licence to operate.

Jan 1, 2009

I had hoped when the time came for me to address this meeting that gold mining would be in a much happier position than we find it to-day.As it is, and because of the demands of national security, we find this great and valuable primary industry relegated to the background and in danger of temporary extinction.These notes refer mainly to gold mining in Western Australia, whence comes the major portion of Australia's production, and their purpose is to record a brief review of the industry immediately prior to the general disorganization that is following the call-up of men from the mines.During this period of reduced production the loss of comparable statistical data will make it impossible to follow the progress of the industry, and, since the period may be long, it occurred to me that information might be derived from an examination of the trend of recent production that would indicate what may be expected of the industry when full production is resumed in the future.Since the revival of gold mining, which started in 1931, most of the old-established mines have reorganized and, in some cases, completely renewed and enlarged their equipment in order to achieve maximum production, and old mines hitherto unpayable have been re-opened and equipped. At the same time large sums have been spent in scientific prospecting and in search for new mines, and it is safe to say that at the end of 1939, when gold production reached its peak, practically every known mine in Western Australia that could be worked profitably was in production.During this period the number of men employed in the industry rose from 5,961 in 1931 to approximately 15,000 in 1939. From the outbreak of war in 1939 to the end of 1941 the output from the mines was maintained at full pressure, maximum tonnage beingrecorded in 1940, although a reduction in the grade of ore treated caused a slight falling off in gold production.During 1941 there was a. fall in both tonnage and grade. The decline in tonnage was due partly to the closing of the Lancefield and Mount Magnet mines, and partly to the shortage of labour brought about by the response of the goldfields to the call for men for the fighting services, the average number of men in the industry in this year being reduced to 12,929.With the entry of the United States into the war in December last and the pooling of the resources of the allied nations, the need for gold as a purchasing medium passed, and with its passing there arose the demand for the transfer of the man-power engaged in gold mining to other fields of industry directly connected with the war effort.There was a ready response by those connected with the industry who...

Jan 1, 1942

By G I. Lumley

‘Every mine is a pilot’ is an attitude which encourages the mining paradox of optimistic mine plans and equipment under performance; propped up by an environment lacking accountability. The premise that ‘every mine is a pilot’, appears to underlie the development and operating approach to most mines. It is the hypothesis of this paper that many mining companies, development teams and their managers largely ignore what is done elsewhere. Anecdotally, most planners don’t know whether the selected rates are high or low (rates based on theoretical models tend to be high – certainly higher than what most companies can achieve). Mines then consistently operate the equipment at rates well below targets; often more than 20 per cent below. Further to this paradox, mine performance data demonstrates the average mine is currently operating their equipment at levels of output not much more than half the output of those in the top ten per cent. On the whole mines don’t know the potential of their equipment and therefore don’t put appropriate plans in place to do better. After all, when ‘every mine is a pilot’ there is little reason to look to one’s peers for an indication of potential. This paper will outline why every mine is not a pilot and how mines do value some knowledge, but not as much as they should. This paper proposes a two-pronged approach to address this issue in the area of equipment performance. This approach is to:1. engage in better forecasting of equipment rates and better subsequent performance through benchmarking against industry standards2. provide conditions for more accountability.These parameters are linked and proper implementation of them will address the losses which many shareholders and financiers have incurred when investing in companies with unrealistic mining plans.CITATION:Lumley, G I, 2016. Is every mine a pilot? In Proceedings International Mine Management Conference, pp 75-88 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jun 22, 2016