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CSA mine, which is a deep level copper operation, located 12 km north of Cobar, NSW, currently uses a top down stoping method, utilising cemented hydraulic backfill (CHF) to fill and stabilise the stoping void thus assisting the extraction sequence. The stope sequence then requires development back through the CHF stope so that the necessary infrastructure for the subsequent stoping, such as raise bore pads can be sited. The primary and secondary support installed in the CHF consisted of 100 mm thick fibrecrete from floor to floor with 7 + 2.4 m long resin support tendons installed at 1.5 m ring spacing. This support system relied on the resin achieving a quality bond with the CHF, and also the fibrecrete developing early structural strength due to the use of an accelerator. In addition to the delays in the excavation turn around time, it was felt that a superior support system could be designed. Such a system was designed; risk assessed, tested underground, and trialled in selective CHF digouts, and eventually signed off as the chosen support method in CHF digouts. This paper discusses the change from a passive support system used in CHF digouts to an active support system using Swellex bolts and weld mesh, which has provided an active support system, that is superior, faster to install, reduced the excavation turn around time and is overall a cheaper support system.

Nov 25, 2010

By J Fraser, M Scoble

Within the past decade, incidents of mining–community conflicts have grown dramatically and represent one aspect of a phenomenon known as social risk. Research published in 2014 indicates that a lack of social acceptance is now a leading and costly cause of delays for mining projects.The rise of social risk, complemented by the need to earn the trust of an increasing number of stakeholders so that mining projects can be developed effectively, is problematic for the industry. Conflicts are occurring in situations where companies are fully compliant with regulatory and legal requirements, despite initiatives by mining companies to earn social acceptance and despite the proliferation of tools to support corporate social responsibility. Intensifying the impact of social risk is the fact that it has increased during a time in the global mining sector when companies have had to grapple with declining commodity prices, increasing capital costs and debt levels and the challenges of mining lower-grade deposits.This paper will explore a hypothesis that in today’s interconnected society, social risk in the mining sector constitutes a legitimate business risk that must be managed strategically. The reality facing mining companies is that information, once considered confidential, now travels quickly on social networks and via a growing number of groups and individuals that have earned a legitimate right to be classified as stakeholders in projects that affect their communities. To be successful, it is suggested that companies will benefit from increasing internal collaboration and providing training to equip teams to mitigate social risk to mining projects and protect reputation capital. The paper is based upon PhD research being undertaken to assess the points of intersection between social risk and social responsibility during the construction stage of greenfield mining projects.CITATION:Fraser, J and Scoble, M, 2015. Mining–community conflicts – can the future mining sector transform social responsibility?, in Proceedings Third International Future Mining Conference, pp 159–168 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Nov 4, 2015

By N Cusworth, W R. Mackenzie

"In 2007, the authors presented a framework for the conduct of resource project feasibility studies and provided guidance on minimum standards and best practice (Mackenzie and Cusworth, 2007).This paper will present the authors’ observations in relation to feasibility studies undertaken to support investments made during the unprecedented period of resource project capital investment since 2007. It will also provide comments on general trends in the mining industry’s approach to project assessment and update recommendations on best practice.CITATION:Mackenzie, W R and Cusworth, N, 2016. The use and abuse of feasibility studies – has anything changed?, in Proceedings Project Evaluation 2016, pp 133–148 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Mar 8, 2016

By A G. L Pratt

The record for autonomous haulage systems in underground mining over the past 15 years is patchy, marked by many trials and attempts, with few examples of sustained operation until relatively recently. The drivers for the introduction of this technology are variously listed as the occupational health and safety of people working in underground mines, reductions in direct operating costs and increases in productivity.This paper reviews the trends for operation of semi-autonomous and autonomous haulage achieved by underground mines and the defining features of the technology currently available. The inclusion of autonomous haulage as part of mining studies and the fundamental conditions for its successful application is discussed in the paper. The components required for an autonomous underground haulage system are outlined and the key aspects that need to support its effective implementation are examined together with their associated opportunities and risks. Special note is made of the critical role people, including executive leadership, have in ensuring the successful introduction of this technology.The paper draws on published case study material, equipment supplier information and research findings. The aim is to offer a high-level insight into what is required for the application of autonomous haulage technology and its successful implementation in underground mines.CITATION:Pratt, A G L, 2016. Autonomous haulage systems in underground mining – what is required for success? In Proceedings International Mine Management Conferenc, pp 35-52 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jun 22, 2016

By P Ring, B Cooper, C Carr, G Laing

The Nova Ni-Cu-Co Operation, located in the Fraser Range of Western Australia, commenced commercial production in July 2017 only five years after discovery. Owned by Independence Group NL (IGO), the operation has successfully ramped up over an accelerated schedule and currently deploying leading technologies. This paper begins with a description of the Nova Operation, and its journey to achieve full production in such a short time frame. It includes discussions on development and production design, selection of fixed plant infrastructure, and the features challenges of running a low-pressure primary ventilation circuit. The paper also discusses key technologies that have improved overall safety for the underground workforce, and improved operational efficiencies. Investigations continue into the implementation of further technological applications for safety and productivity enhancements. This paper also discusses the findings from a study into transitioning from a diesel to an all-electric underground mining fleet, based on a review of Nova if it were to be developed today with the current EV offerings. The study indicates compelling savings will be available to future mines when considering development design, project schedule, capital outlay and operational savings, and the ‘next Nova’ is expected to be all electric.

Mar 15, 2021

By N Anderson

With traditional grade control processes, geological models are created by geologists at the completion of the data collection stage and wireframe construction is closed off at a set date to allow for time to complete the estimation process. Any issues identified at earlier stages or the addition of new data requires the estimation process to be started again. Alternative interpretations are explored only if time allows and often in a limited fashion. An alternative workflow has been developed at the Waihi Underground Gold Mine utilising Leapfrog Edge and Seequent Central. Geological and grade control models are created, dynamically linked, and saved as separate branches. A project geologist is able to work on the grade control model and a mine geologist on the geological model simultaneously. This allows for a non-linear modelling workflow with continual review and feedback. The introduction of new data can occur right up to the model due date, with data collection, validation, alternate interpretation, and review happening incrementally. Models are categorised and stored in Seequent Central according to project status. An approved version of the geological model and grade control estimate are uploaded at the time of release and transparently capture all data used at a point in time, as well as the review process. Dynamically updating models for grade control has reduced turnaround time while increasing accuracy and quality. Estimates of individual domains are vastly improved from being able to rapidly evaluate the effects of model parameter changes in real time and 3D. Development and stope design directly benefit from these streamlined processes, with higher quality, timely production occurring as a result.

Mar 22, 2022

By A G. L Pratt

Change and its relationship with the introduction of new technology is a constant of human history. The mining industry has many examples of this relationship. This record contrasts with its present day struggles to move beyond a public perception of being just ‘dirty, dumb and dangerous’. The drivers for the introduction of new technology are frequently listed as the occupational health and safety of people working in the mines, reductions in direct operating costs, and increases in productivity.This paper discusses the issues that a mining business needs to deal with to implement new technology with the best possible conditions for success. It comments on how the strategic and tactical components of technology planning relate to and interact with change management. The central discussion is directed at the role that people play in the successful implementation of new technology. The introduction of autonomous underground haulage equipment provides a background for the discussion of this topic.The paper uses case study references, equipment supplier information and research findings. The aim is to offer a high-level view of the issues a mine operator needs to consider when approaching the introduction of new technologies for underground mining.CITATION:Pratt, A G L, 2017. Technology change in underground mining – things to consider, in Proceedings 13th AusIMM Underground Operators’ Conference 2017, pp 103–114 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Oct 16, 2017

By Gillies A. D S

Rail, port and shipping charges represent 30 to 50 per cent of landed costs for Australian coal mines selling to Asia. This proportion is higher for sales to Europe, yet it is in Europe where Australian producers are aiming for increased market share. The landed cost of coal to the international customer is the key parameter which determines market competitiveness. The objective of this study is to examine Australian export coal competitiveness in terms of transport distance. The approach used examines world coking coal and steaming coal production and the transport distances between major exporting regions and importing countries. Reference is made to the importance of land transport costs and a comparative approach for emphasising the relative magnitude of this factor is developed. Models developed are examined in terms of Australia's exports and a conclusion is reached that a reduction in rail freight costs would be an effective measure for improving the competitiveness of Australia's coal industry.

Jan 1, 1994

By Mahyera A, Sakashita B, Ahmed U, Abou-Sayed AS

Gas in U.S. coals is primarily composed of 90 to 99 percent methane and up to 10 per- cent carbon dioxide. In composition and heat- ing value, this coal-bed gas is similar to natural gas and can be introduced directly into commercial pipelines after standard condition- ing. The high permeability cleat system in the virgin coal can be exploited in order to drain the coal gas well in advance of mining. Two premining drainage methods have been extensive- ly evaluated in the U.S.; they are 1) horizon- tal boreholes collared from within the mine, and 2) vertical drilling from the surface with fracturing. Limited-size fracture treatments are advocated in order to prevent potential roof damage and the need for added support. An engineering approach to predicting gas flow for different drainage techniques near mining locations is presented. Results can be used in design, i.e. pipeline, compressor. Coal gas drainage from a horizontal borehole and a treated (contained fracture) vertical well for a 6 foot seam have been evaluated. Based on these results, it was concluded that selection of gas drainage techniques will depend primar

Jan 1, 1982

The criterion for assessing the accuracy of coal reserve estimates proposed by Philip and Watson (1982) is criticized.Following Royle (1977), it is suggested that the global estimation variance found by geostatistical methods is more appropriate.This method is applied to coal data from the Bowen Basin. This shows that two factors (the inherent variability of the variable under study and the total number of drill holes) have more influence over the accuracy of the reserve estimate than the form of the drilling pattern. Comparisons between the relative errors for different sized regions demonstrate that the spacing between drill holes is of secondary importance. The dominant factor is the total number of holes.Comparisons between the relative errors show that some variables such as sulphur need a much denser sampling than the others to obtain the same level of precision.

Jan 1, 1983

By A G. Noble

Tunnelling for hydro-electric power projects can be a very challenging component of the overall development. In contrast to urban transportation tunnelling where the logistics for access and supply of power, water and other essentials are readily available, hydropower projects are usually in very remote locations and all necessary plant, equipment, spares and materials need to be brought in and the site must function as a self sufficient unit.For a large scheme the river diversion tunnel(s) are usually on the initial phase critical path in order to meet the non-negotiable deadline of river diversion before the onset of the wet season. A newly formed tunnelling crew, once mobilised to the site for the project, will face the first major learning curve of the project’s systems and logistics during this critical tunnelling activity.Power tunnels convey the water to the turbines in the powerhouse and are usually on the critical path for the main works, especially if the scheme comprises a powerhouse located within an underground cavern. A modern cavern arrangement requires a complex warren of various openings: access adits, ventilation/cable tunnels, shafts, surge tunnels, etc.Hydropower tunnel construction tends to be dominated by tunnel boring machine (TBMs) or drill-and-blast excavation techniques and each has its challenges in very remote locations. TBMs still have long lead times as for any type of project, but additionally require a thorough roads and bridges infrastructure assessment of the country from the port of entry to the site to ensure a problem-free delivery. In some cases the project also requires the establishment of a complete precast concrete segment production facility and the space for creation of laydown areas; there is no ‘just-in-time’ delivery mechanism applicable to typical remote hydropower sites.This paper highlights the technical and risk management considerations in the planning, design and construction of tunnels for hydropower projects. It contrasts the typical factors that govern the design of urban transportation tunnels with those for remote hydropower tunnels. The perspectives of stakeholders are provided including those of international lenders. With examples from large and small scale projects across the globe it provides an insight to all parties and in particular, those tunnellers that are working in the hydropower field for the first time.

Mar 8, 2011

By R Beaulieu, D Burlingame, C Hanks

The Ekati Diamond MineÖ is CanadaÆs first diamond mine and is located 300 kilometres northeast of Yellowknife in the Northwest Territories. The development of the mine supports sustainable development through the integration of environmental, economic and social considerations with the broad aim of minimising environmental impacts while maximising opportunities and benefits to northern residents and northern businesses. The environmental assessment and regulatory processes for the Ekati Diamond MineÖ were the most extensive seen in the NWT to that date; in Canada only uranium mines receive more attention. In addition to the regulatory requirements, an Environmental Agreement was negotiated with the Governments of Canada and the Northwest Territories to address environmental concerns not covered by existing legislation and regulation. Under the agreement an Independent Environmental Monitoring Agency was set up to oversee the regulatory process and implementation of the Environmental Agreement. Environmental stewardship is implemented through an Operational Environmental Management Plan, part of which includes effects monitoring programs for wildlife and aquatics where available traditional ecological and scientific knowledge are integrated to broaden our understanding of the tundra environment. A Socio-economic Agreement was concluded with the Government of the Northwest Territories to maximise employment and business benefits to the north. Voluntary and confidential Impact Benefits Agreements (IBAs) were also negotiated with four Aboriginal groups who use the area where the mine is located. The intention of the IBAs is to foster development initiatives and a partnership thereby helping to insure that benefits from the project flowed to the Aboriginal groups despite a lack of settled land claims in the region. All these were completed before commercial production in October 1998. Employment targets of 62 per cent residents of the Northwest Territories and 31 per cent Northern Aboriginal have consistently been met thereby ensuring benefits flow to residents of the Northwest Territories. In 2000, $316 million was spent to support operations at the Ekati Diamond MineÖ. Of this, 82.2 per cent of total spending and 26.6 per cent total northern spending was northern and northern Aboriginal businesses, respectively. The environmental and socio-economic monitoring results are reported annually to the responsible government agencies and potentially affected Aboriginal groups. To date, there have not been any significant adverse environmental effects documented and socio-economic targets have been met.

Jan 1, 2002

By P Kirsch, P Jagals, D Viswanathan, J Shandro, R LaBouchardiere

The planning, design and operation of mines must include the development of positive environmental, community and land-use benefits if it is to achieve good corporate social responsibility and minimise detrimental impacts throughout the life of the mine. Life-of-mine (LOM) planning should, therefore, consider conducting mining activities in the best socially, environmentally and economically acceptable manner, from the commencement of exploration to post-closure of the mine. Current knowledge of LOM activities in relation to public health (life-of-community, or LOC) impacts neither fully captures the full suite of human health and well-being impacts, nor comprehensively informs society on these issues. This knowledge gap is becoming more apparent as public antipathy is increasing towards mining activities within Australia, Canada and globally. The purpose of this paper is to present preliminary and informative results of a literature review to gain insight into the extent of available public health and well-being knowledge associated with mining development. LOM development must also benefit the LOC, in that it must aim to minimise detrimental impacts, and maximise beneficial (including health) impacts on all associated communities. Health planning and programing for mitigation of potential adverse health impacts of mining should extend beyond the scope of work-related injury and illness (resulting from chronic exposure to harmful substances, infectious and lifestyle illnesses), to the health and well-being of workersÆ families and extended associated communities. By mapping the available but rather scarce literature on LOC areas to recognised LOM stages, this review found shortcomings and imbalances regarding research reporting on mining and its health-related impacts in the worker-to-community continuum.CITATION:Kirsch, P, Viswanathan, D, LaBouchardiere, R, Shandro, J and Jagals, P, 2012. Health impacts extend from the life of a mine to the life of a community - Knowledge gaps, in Proceedings Life-of-Mine 2012 , pp 161-168 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 10, 2012

By J Lööw, M Nygren, E Segerstedt, L Abrahamsson

The purpose of the paper is to discuss socially sustainable development in the mining industry and the communities surrounding the mines. The discussions are based on results from a prestudy and literature review on mining and sustainable development conducted during 2013–2014 at Luleå University of Technology in Sweden. ‘A social licence to mine’ is important for the mining industry, but the social dimension is a relatively underdeveloped dimension when it comes to sustainable development in general and the mining industry in particular, one reason probably being the lack of effective methods for capturing social impacts. The mining industry and the surrounding communities face many challenges that provide both possibilities and obstacles to socially sustainable development; eg aspects such as gender, work conditions and cultural aspects. For example, a strong mining workplace culture and community identity can create strong cohesion but also lead to excluding certain groups, rejecting new ideas and reinforcing obsolete values. Other challenges include recruitment, as well as health and safety in relation to an increased use of fly-in-fly-out, contractors and automation of mining. Some challenges relate to the effects of fluctuations in the mining market. There is a lack of research that links attitudes, policies and activities within companies to their impact on the wider community, and vice versa. Future research should also include the development of methods and indicators for social sustainability relevant for mining – in other words: how do mining companies get ‘a social licence to mine’?CITATION:Abrahamsson, L, Lööw, J, Nygren, M and Segerstedt, E, 2015. How to get a social licence to mine, in Proceedings Third International Future Mining Conference, pp 125–136 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Nov 4, 2015

By D Kent

"There has been a revolution occurring in underground mining over the last several years, where big headline items such as the Internet of Things (IoT), optimisation, managing data, data mining etc – the list of current catchphrases, goes on. In the end these are nothing new; but the ‘things’ (sensors) are becoming smaller, cheaper and easier to deploy, and the analysis much more powerful as computer processing speeds increase. However, to take advantage of the myriad of devices out there and gain the processing power to analyse and use the data, a reliable ‘conduit’ is needed for that information to be delivered where it can actually be used. That is, a high quality data network.Modern mining is like any other industry in the information age: the access to reliable data is the first, critical step in improving productivity (Stevens, 2015). The convergence of communications onto an IP (Internet Protocol) backbone has been the driving force in enabling the productivity gains in general industry over the last two decades.This paper overviews how this technology has developed as an enabler in accessing productivity and safety benefits, and how it has used access to large amounts of data to manage mining processes underground. Reams of data are useless, but with the reliable receipt, analysis, processing and feedback system in place to use that data, benefits can be realised.Automated mining systems are increasingly being seen as a key requirement for a productive mining operation, and the importance of an integrated communication network infrastructure to support such systems is growing. Another emerging driver is the much talked about IoT and data analytics, both dependant on reliable, accurate, high volume data.The author will outline how communication infrastructure is fundamental to the operation of such systems, and explain why the resultant communication networks require much more than just increased bandwidth (data capacity) to properly support the automation and other data hungry systems within the overall mine operation.Mining operations embarking down this road are discovering that the required network must be based on a true enterprise level architecture to, not only enable the mine’s current plans for remote or automated mining, but also to provide a scalable and integrated platform for future developments. The emerging issues for the communication network to truly support automation systems include: increased complexities of operating and maintaining multiple networks integration issues with disparate systems problems with reporting, particularly as demands for corporate reporting and compatibility with enterprise systems become the norm ongoing management challenges, which will only increase with the proliferation of new technologies.How certain mining operations lay the necessary foundations to meet their current requirements, while supporting their visions for a more automated and proactively managed mine, will be explored.CITATION:Kent, D, 2017. Modern mining – why bandwidth matters, in Proceedings 13th AusIMM Underground Operators’ Conference 2017, pp 123–128 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Oct 16, 2017

By M John

The Kwinana Industrial Area (KIA) is by far the largest and most diverse industrial processing region (with supporting industries) in Western Australia. As with elsewhere in Australia (and globally), the KIA is facing sustainability challenges on various fronts, such as increasing water and energy scarcity, climate change, an aging workforce, and growing community expectations. Through the Kwinana Industries Council (KIC) the industries within Kwinana are working closely on common issues in the KIA, including the sustainable development of the region. Over the past decade, significant progress has been made by the industries towards the improvement of the sustainability performance at the company and regional level. Given the ever increasing sustainability pressures, there is strong desire to address sustainability challenges in the KIA, through a pro-active and collaborative industry approach. A sustainability roadmap is being developed to assist the KIC and its industry members with strategic decision making on the long-term sustainability of there. At the heart of the roadmap is a set of key performance indicators for each of seven priority themes or focus areas (water use, by-products produced, greenhouse gas emissions and energy use, economic performance, environment, community impacts and sustainable workforce). Aspirational targets and subsequent strategies are being developed for those activities where the KIC has an influence and can make a positive impact. The indicators and their targets enable constructive stakeholder discussions (eg with government and community) on emerging local issues and possible future directions for the KIA. The paper will report on the development process and the preliminary results of the sustainability roadmap for the KIA, including a historical perspective on milestones achieved so far and future aspirations.

Jan 1, 2009

By B C Tanda, E A. Oraby, J J. Eksteen

"Base metal and precious metal deposits are well known for their significant geometallurgical variation throughout the volume of the proven resource. At the metallurgical level, the plant normally processes an upper oxidised layer, a transition zone and a sulfide zone, often leading to different processing techniques for the different zones. A novel processing approach is presented whereby alkaline leaching with glycine is used to leach base and precious metals, using a copper-gold ore deposit as a case study. Glycine is a cheap, non-toxic, non-volatile, highly water-soluble crystalline solid produced industrially in bulk quantities. As a chelating ligand it forms a number of stable glycinate complexes with Ni, Co, Cu, platinum group metals (PGMs), Au, Ag, Zn, Pb, Hg and Cd, with broad stability regions over an extended temperature-pH-Eh range, allowing dissolution of these metals in the neutral and alkaline regions (pH 7–13). It has been shown that this lixiviant system can leach the metals from their oxide, oxy-halide, basic sulfate, carbonate, native and various sulfide forms, including refractory sulfides such as chalcopyrite. Extraction of the metals from their soluble glycinates is easily achieved using a range of solvent extraction and precipitation processes, and the glycine remains stable in aqueous solution for recycle and reuse. Minerals bearing metals in Groups 1 to 8 of the periodic table are normally unaltered. This technology therefore provides a highly selective leaching environment for the extraction of numerous scarce metals of economic interest, with minimal interaction with gangue minerals, whilst using environmentally benign reagents. Problematic leach residues such as jarosites, elemental sulfur and silica gels are averted through this processing approach. This technology allows hydrometallurgical processing that is much less domain-sensitive in the geometallurgical sense, and utilises essentially the same key reagents for the whole deposit.CITATION:Eksteen, J J, Oraby, E A and Tanda, B C, 2016. Developing Robust Hydrometallurgical Processes to Recover Metals from Deposits with Large Geometallurgical Variation, in Proceedings The Third AusIMM International Geometallurgy Conference (GeoMet) 2016, pp 15–20 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Jun 15, 2016

The issue of retrenchment is a topic of considerable relevance for the Papua New Guinea (PNG) mining, petroleum and gas industries. The unique environments in which Porgera Joint Venture (PJV) and other similar operations operate are likely to confront these industries with particular dilemmas that will require a range of investments to mitigate the problems associated with retrenchment and employment. This paper discusses retrenchment and employment in the PNG mining industry using the specific case study of PJV. The paper deals with the issue of employment and retrenchment of local workforces in the PNG context, which presents a serious challenge for the resources industry and the achievement of sustainable development objectives. The issue of future retrenchment of the workforce as a result of mine closure is an obvious challenge for both PJV and the Porgeran community at large, who have now come to rely upon both the employment opportunities presented through the mining. This paper examines these challenges and in doing so highlights some progress made by PJV. The paper also discusses downsizing, strategic practices and holistic approaches of retrenchment and employment. In doing so the paper highlights issues that have been overlooked in both academic and applied studies from global and local perspectives in the PNG mining sector. The latter sections articulate the relevance of the information provided by the case study in the wider context of retrenchment. The conclusion promotes a perspective that a great deal more investment will be required by all stakeholders to respond to the challenges of managing retrenchments and mine closure.

Jan 1, 2009

The placer gold industry has experienced a roller-coaster history incorporating four major boom eras. The first, 'hand-methods' boom arose in the mid-19th Century from application of an old idea in new places around the globe. The subsequent hydraulic mining, bucket dredging, and 'hydraulic excavator-portable plant' booms each arose from application of new ideas in old places around the globe, ie in places where gold had been found during earlier booms. The new ideas that heralded the second, third and fourth booms were all significant advances in excavation technology. These enabled the industry to target the known deposits that were too deep, too wet, too small, or too low-grade for recovery by earlier boom methods. Relatively few new deposits or new deposit styles arose from the 'history book' exploration approach, so the number of known deposits to which each of the boom methods were applicable was limited. Consequently, the first three booms were each followed by significant periods of industry decline, and the fourth boom is currently waning inNew Zealand. Further decline is not inevitable and can be avoided by changing to a knowledge-based exploration approach similar to that adopted by the hard rock gold industry in the 1970s. Such an approach could easily herald the next placer gold boom.   Most of the relatively coarse, easily won alluvial gold in proximal and medial reaches of the active placer systems is gone. However, a substantial alluvial gold resource remains in the distal reaches of active systems, and in ancient placers formed onshore and on the continental shelf during previous sedimentary cycles. The resource in these deposits probably exceeds the total New Zealand placer production to date. Successful development of these placers requires application of robust geologic models for the formation and distribution of the placers through time, and advanced exploration technology that has not been used before in New Zealand. Nevertheless, the knowledge and technology required to explore and mine these deposits is available now. Many of these deposits contain a large proportion of problematic gold types that are difficult to recover with the commonly used gravity technology without sustaining significant losses. Despite advances in recovery technology in last few years, too much emphasis is placed on the incorrect assumption that gold size is the primary control on recovery efficiency. Other gold particle parameters, especially particle shape, exert a much greater control on whether gold will be saved or lost to the tails, and must be considered in the design of recovery technology and configuration of recovery circuits.

Jan 1, 2003

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