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Australian mining practice operates at the forefront of technology. In recent times Australian designers, contractors and operators have shown many examples of technical "entrepreneurship" in solving geological mining and metallurgical problems. Developments have occurred in the fields of equipment, processing, operating techniques and training which have relevance to the mining industry in other countries. Our mineral exports play a key role in main- taining the viability of the Australian economy. Although the export potential of our specialised equipment and technology is at a much lower level it is a growth area. The export of our mining technology can continue to be basically the result of individual efforts but the question of whether it would be war- ranted and desirable, to establish a coordinating structure should be examined. Existing and new initiatives by the Federal Government indi- cate the Government's interest in the export of technology. The mining industry should take a proactive role formulating policy and programs within its technical jurisdiction.

Jan 1, 1988

By Carter D

The Chairman of this afternoon's session is Dick Carter. This afternoon is the culmination of this conference. We've looked in the first session at regulation; in the second session at valuation techniques and this session we look at valuation in practice. Dick's involvement in the mineral industry has been wide ranging and distinguished. Dick has worked with BHP since 1960, when he joined BHP Steel as a commercial trainee. Dick holds a B.Comm. from the Newcastle University College of the University of New South Wales and was educated at the Australian Administrative Staff College and Harvard Business School Advanced Management Programme. During the past decade, he has headed the minerals group's Aluminium Divison, Resource Planning and Development, Non-Ferrous Metals and Business Development Organisations. Dick currently serves as Executive Director of BHP Gold Mines Limited and Managing Director of Ok Tedi Mining Limited. His experience covers Australian Manganese Company, Mineral Deposits Limited, Northern Rivers Rutile, Tasmanian Electrometallurgical Company Limited, Mount Newman Joint Venture, Worsley Aluminium and Carnilya Hill Joint Venture Operating Committee. His industry associations include the Executive Board of the Gold Producers Association, the Federal Executive of the Australian Goldmining Industry Council as well as the World Gold Council. Ladies and gentlemen, Dick Carter.

Jan 1, 1989

North Broken Hill Limited came into prominence as a producing mine at· the commencement of the present century, when a great many of the disabilities experienced in earlier mining operations th:rough lack of adequate stope filling had been overcome.The northern or narrower ore-body was first mined in the upper levels and, in the early stages, no great difficulty in mining was experienced. In depth, under the influence of its northerly pitch,. the wide southern ore-body entered the North mine between the 400 and 500-ft. levels. Owing to its flat dip and the relatively weak nature of the hanging wall and footwall, the value of close filling was recognized and this policy has been followed throughout the life of the mine. This feature undoubtedly contributed to the freedomfrom "creep" action to which some of the older mines had been subjected.The Broken Hill lead-zinc-silver ore-bodies occur as well defined replacements of favou:rable horizons, in intensely folded Pre-Cambrian sedimentaries. In the North mine two main replacement zones occur, the Gre being found where the beds are involved in a certain set of minor folds. The resulting ore-bodies are roughly elliptical in cross-section, the long axis of one being north-east of, and somewhat offset from the long axis of the other. The ore-bodies pitch eastwards at 40° and dip northwards at 60° in a fairly regularmanner. The southern Ore-body has an average length of 700 feet and an average width of 90 feet with a maximum width of 230 feet, whilst the nonhern ore-body on the lower levels averages 500 feet long and 40 feet wide.

Jan 1, 1940

This paper discusses recent ore reserve methodology at the Woodlawn base metal Mine in New South Wales. The ownership of the Mine changed hands in 1987 and a number of revisions to ore reserve practice were instigated by the new operators. While the overall modeling and calculation procedure remained essentially unaltered, the modifications and revised assumptions significantly increased the ore reserve. While general ore reserve procedures are discussed in this paper, it is the impact of these changed assumptions on the reserves which is our main focus.

Jan 1, 1990

The mineralogy of the crocidolite (blue asbestos) veins at Wittenoom Gorge was examined to determine the cause of failure to recover soma of the fibre by the ore-dressing methods currently being practised. As a, result of this yamina.tion, several fo.Ctors pertinent to the problem were found to be a function of the pa.ragenosis of the veins. The occurrenceof magnetite from tho'cap rock within the veins was thought to be preventing fiborisation during troo.tment. Several petrologic features are described and their relation to the ore genesis is discussed, Comparison with the crocidolite deposits of the Union of South Africa is also considered.

Jan 1, 1963

On the basis of the data known on formation, characteristics and stability of solute heavy non-ferrous metals under different temperature and pressure conditions and different concentrations of substances dissolved it is found to be possible to obtain a condition of mineral formation resulting in selective production of free-floating minerals. This process of forced mineral formation has been taken as a basis of new methods of refractory copper raw materials concentration, complex processing of lead dust from copper smelting plants, lead flotation tailings final concentration and of those of polymetallic ores concentration. This list of effective utilisation of the process is not exhaustive (Bekturganov Abishev and Shkodin, 1987; Bekturganov and Sim, 1987; Bekturganov, 1988; Abishev and Bekturganov, 1989; Bekturganov, 1989a). To understand the character of the sulphurising thermodynamic and kinetic examination have been done. Analysis of conditions of the newly formed mineral associations formation and stability facilitates the elaboration of methods of improvement of results of the valuable components selective separation.

Jan 1, 1993

By S A. Johnson, J Cassidy, J L. Mauk

Geophysical anomalies at Puhipuhi reflect both diverse lithologies and different degrees of hydrothermal alteration. Most significant is a strong negative gravity anomaly (up to 50 g.u.), encompassing but extending beyond areas of known alteration, which is modelled as a deep zone (up to 3 km) of reduced density in the host greywacke basement. This zone, interpreted as being due to alteration (at least in part), closely correlates with the extent of overlying basalt flows. The gravity data indicate that the most intense alteration occurs below the basalts and correlates with the location of previously inferred hydrothermal upflow zones. These observations suggest that the basalt may have acted as a cap rock to a mineralising geothermal system. Aeromagnetic data identify highly variable but typically low magnetisations in the basalts which suggests that alteration may have been contemporaneous with volcanism. These geophysical data at Puhipuhi confirm the locations of centres of known alteration and suggest potential exploration targets below the basalt cap where there is no surface manifestation of alteration. Further implications of these results are discussed in Locke et al. (1999).

Jan 1, 1999

A new approach to strategic planning, the Life of Business Optimisation System (LOBOS) optimises production systems from the scale of stopes in a single mine to an entire business strategy consisting of multiple mines and products competing for capital and processing capacity. LOBOS has optimised cash flow for a wide variety of operations, including large metalliferous or coal mines and as an aid to high-level strategic business optimisation solution to multi-mine/processing/product complexes. This paper discusses the application of optimisation technology to strategic planning with an emphasis on project evaluation with examples on the application of LOBOS to a variety of recent projects.

Jan 1, 2007

No paper was submitted for the proceedings, verbal presentation only (no material available).

Jan 1, 1998

The paper briefly discusses the benefits to proponents of a formal environmental assessment process. It is argued that any process should be fair, cost effective and efficient, involve all affected parties, and should identify important issues at an early stage. The paper outlines the procedure used in Victoria, and the ways in which it attempts to address the above criteria.In conclusion the paper discusses progress towards a national approach to Environmental Impact Assessment. This is currently being pursued by the Australian and New Zealand Environment and Conservation Council.

Jan 1, 1992

The first steps towards the use of artificial intelligence to manage ground conditions have been made. Millar and Hudson (1993) outline the theory behind the use of neural networks in monitoring rock engineering performance.

Jan 1, 1994

The gold industry has been revolutionized in the last decade by market forces and technological changes. The latter are discussed in this paper, with particular emphasis on carbon-in-pulp (CIP) and heap leaching. The nature and scope of the process development aspects of a gold project are considered, and factors which determine process decisions are outlined, including the choice of CIP versus carbon-in-leach (CIL), agitated leaching versus heap leaching and treatment of ores containing copper and silver. Likely directions for development of gold processing in general are discussed, and metallurgical process options for treatment of ores of platinum group metals (PGM) are outlined.Metallurgical process development for gold and platinum group metals proceeds through a number of well defined stages, with input from various disciplines and information sources. The orientation phase will include preparation of a general project overview; careful consideration of the issue of sampling and sample preparation; characterisation of the resource in terms of ore types, mineralogy, chemical composition; development of appropriate methodology; and development of an understanding of the potential metallurgical unit operations.The process definition phase will be-'directed to development and definition of a notional process flowsheet, and will include identification and appraisal of process options; development of, notional process flowsheets; testing of flowsheets against ore types; ranking of flowsheets; initial engineering, including preliminary mass balances, equipment selection and plant layout; and broad-brush economic appraisal.

Jan 1, 1986

This paper will provide an overview of the coal mining industry operating in the Wollongong area, covering: the history and heritage of mining in the Illawarra region;unique features affecting mining in the region û opportunities and threats;current mining operations in the area;challenges facing coal mining in the region, including managing environmental impacts and seeking community support for mining approvals; andthe future for coal mining in the region. The paper aims to showcase the size and history of the coal mining industry around Wollongong and to emphasise the specific benefits and challenges that are faced by companies operating coal mines in such close proximity to urban and environmentally sensitive areas.

Jan 1, 2008

By J Parmenter

Issues around water û its quality, use, availability and environmental value û can be a major point of tension between mineral projects and local communities. Failure to manage these issues appropriately can jeopardise the obtaining of regulatory approvals for new projects and place at risk the æsocial licence to operateÆ of existing operations. Conversely, there may also be significant opportunities for companies to engage constructively with communities over water issues and to make a positive contribution to the sustainable development of these communities. Using case studies, this paper will explore the various types of social risks and opportunities associated with water and mineral resource development and identify key learnings relating to the management of these issues.

Jan 1, 2006

The optimisation of human resources provides the path to improving productivity. British Coal has the goal of competitiveness with a quality product in ensured supply. High class skilled professional management teams will analyse job definition and selection procedures for posts, as well as objectives for and delivery of effective management training.Some fundamental changes in attitudes towards training as a means of achievement may be by managers at all levels self-examining their abilities to improve their styles, and by moving training more into the world of high technology techniques. The resulting improvements to management and training with attendant cost benefits will be enjoyed by the companies responding most effectively to these challenges.

Jan 1, 1991

In order to see the sand mining industry in the context of the coastal plain environment, the following points are noted. The coastal plain comprises several different geomorphological and ecological entities, some or all of which may be profoundly different from their condition before European colonisation, Sand mining is only one of a number of competing land uses which modify the environment of a given area. The frontal dune system in particular has undergone considerable deterioration and with the pressures of an ever increasing population, this deterioration will accelerate until an adequate control policy is Implemented.

Jan 1, 1971

The Century zinc deposit is located in Queensland approximately 250 kilometres north north-west of the provincial city of Mount Isa, on Lawn Hill Station and within 150 kilometres of the Gulf of Carpentaria.ThefirstMining Lease in this area was pegged in 1887. The Silver King vein is the largestvein deposit in the area and has produced lead and zinc, in addition to 74,000 ounces of silver during its history.A total of forty three veins containing silver, lead and zinc are now known, all of which were discovered by prospectors within 10 years of the first vein being recognized.

Jan 1, 1993

Developing and operating mines in developing countries is never dull, but continuously challenging in terms of geology and terrain, geography and location, culture and land tenure, environmental and social issues, fiscal regimes and in some cases political risk. In addition, the rapidly changing nature of the communities with little understanding of the nature of mining at the community level requires us to continually manage issues affecting project development and mine operations with greater sensitivity. In frontier regions, people skills can become more essential than technical skills, particularly in dealing with indigenous people. Hence, managing a mining project requires a huge relationship effort.Effective communication with communities of different cultural background and proactive management of issues influencing community aspirations and desires requires not only new skills but also creativity with new concepts on how to deal with social issues under a different cultural context. The involvement of government agencies and NGOs is an important ingredient to creating understanding and collaborative approaches to common social issues. Maintaining stakeholder relationships pays in the long-run and is a useful exercise in getting information feedback from the wider community.

Jan 1, 1997

By Mukherjee R, Bandopadhyay S

Three applications of fuzzy logic in mineral exploration show the possibility of providing feasible solution and allow greater freedom in decision-making processes for geoexploration data which may be ill- defined, biased or where apriori infor

Jan 1, 1998

By G D. Cooper

There are no manuals or handbooks for budding mill superintendents or process plant managers. Most who obtain this level of responsibility have gained their training from watching the good and bad of their predecessors and the successful ones have themselves graduated from the school of hard knocks. This paper attempts to provide some helpful guidelines and direction for those who aspire to better manage a mineral processing facility. The authors have 20 years combined experience in senior management roles at nine different mineral processing operations in Australia and overseas, covering gold, base metals and mineral sands. This summary of tips and pitfalls will hopefully benefit future leaders in mineral processing and metallurgy.

Jan 1, 2007