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Good morning and thank you for the opportunity to address this yearÆs New Zealand Minerals Conference.   As you have already heard from the Associate Minister of Energy, the Government believes that the minerals industry is an important part of our economy. In particular, our coal and lignite resources have the potential to play an important role in New ZealandÆs energy sector as both a primary fuel and as a means to produce electricity.   The Government has taken a keen interest in the primary fuel sector given the declining reserves of natural gas sector. The energy sector is a key driver of economic growth and it is therefore critical that we have a reliable supply of primary fuel as part of the energy mix.   In a global sense, New Zealand is like many other countries regarding the need to secure energy for the future. Natural gas will be a key bridging fuel in the transition from an energy market based on fossil fuels to one based on renewables over the next century.   However, natural gas as a solution to this energy transition has some pragmatic limitations for New Zealand. There is uncertainty as to when new domestic reserves of gas can be discovered and developed. And the alternative of imported LNG poses a number of costs and risks to the economy.   New ZealandÆs coal resources are vast-estimated to be enough to last hundreds of years at the current rate of extraction. The main question is can extraction be increased and sustained to meet the demand of domestic power producers and at the same time meet commitments to lucrative international markets?   At this point it is appropriate for me to place coal into context with Governments overarching policy objectives for energy. The Government has stated objectives for the energy sector emphasising energy efficiency and an increased focus of renewable energy, while still ensuring security of supply and certainty as to energy costs and risk. Coal certainly can make a contribution to these objectives going forward.

Jan 1, 2005

Mining is a global industry. The conference is a good example of this, as itÆs jointly organised by professional associations from Canada, Australia and South Africa, and has attracted speakers and delegates from around the world. I commend the organisers for their initiative. I am pleased to be asked to participate in this panel û although I would hasten to add I see myself as perhaps an informed observer rather than an expert. It wonÆt be news to most in this room that AustraliaÆs mining sector is booming. As one of the most productive and diversified mineral regions in the world, this activity is also something that has not escaped the attention of CanadaÆs largest mining companies! This means that I follow what is happening in the industry and more specifically what might be occurring here. Two-way investment between Canada and Australia stood at $9.8 billion in 2005 with Canada as the seventh largest overall investor in Australia with $8.22 billion in investments. The majority of this investment is by Canadian minerals and metals companies. In recognition of the importance of Canadian investment in this sector in Australia, I maintain close contact with our companies. By way of example, in the past two months I spent a week in Western Australia visiting Perth and meeting with companies for example, like Teck Cominco and LionOre as well as seeing various Barrick Gold operations in Kalgoorlie. I attended the opening of AlcanÆs new Asia Pacific Headquarters in Brisbane in August and just two weeks ago was in Cowal, NSW for the opening of BarrickÆs new mine there. Having met with BHP Billiton in Vancouver, IÆm equally aware of active Australian mining interests in Canada. This is not designed to indicate how active I am but rather to demonstrate the dynamism in the mining industry and the diversity of Canadian mining interests in this country and Australian interests in Canada.

Jan 1, 2006

During the 1998/99 Asian crisis Solid Energy's export revenues collapsed from over US$70M to under US$40M. Simultaneously, domestic market uncertainty led to decreases in volumes and prices. A major new underground mine was not technically viable, and was closed, and several other mines were marginal. Less than two years later, Solid Energy and its JV partner closed a second new underground mine. The company was in financial crisis, and reported an $86M loss for 1998/99. After refinancing with stringent workout conditions it still had minimal returns due to low prices, unaffordable transportation costs and huge unrealised FX losses as the NZ dollar fell 40 per cent in value. The obvious scenario was to æcash upÆ û complete extraction at remaining mines, sell off any viable parts of the business, pay off debt and wind the company down.In 2002 Solid Energy has completed its recovery. Although margins remain slim and volatile in both export and domestic markets, it is achieving record volumes and revenues. It has paid off its shareholder loan, has minimal remaining FX losses, and cashflow is allowing further mine and infrastructure development. The key to the turnaround has been implementation of rigorous planning, analysis and decision-making in all aspects of the business. The company has a comprehensive, rolling 20-year plan used annually to update rolling five year and annual business plans. Solid Energy augments strong line management operations with rigorous standards and processes for mine planning and development, operational decision-making, and functional support. Detailed, quantitative risk analysis is used in all aspects of the business and allows comprehensive integration of opportunity and risk management across all activities in the company.Coal mining is widely perceived as an æold-economyÆ industry. But, like other successful æold economyÆ companies, the information systems and management processes used by Solid Energy are as leading edge as any in the high-tech sector. They are the key to managing to add and sustain maximum value for a company that has access to coal resources sufficient for hundreds of years.

Jan 1, 2002

During the life of a mining project in Papua New Guinea (PNG), the greatest impact is on the people of the project area and the most intense, day-to-day contact is between these people and the project's field staff. Yet formal structures at present emphasise contact between much higher levels of national government and company personnel. Whilst understandable, this is unfortunate particularly since, given the nature of PNG politics, villagers do have a powerful influence on project success, as recent dramatic events on Bougainville have indicated. A greater role for local views and greater attention to such views by other parties is clearly required. But to achieve a successful marriage between informal village politics and the formal structures of investment procedures will require considerable patience and adjustment. This should be reflected in the cost of project development and be regarded as being as of a significance equal to that currently accorded to the technical aspects of project development.

Jan 1, 1990

Planning of modern mines entails considerable challenges in the areas of ground control, materials handling, safety, environment, equipment and personnel. Many orebodies are not economical unless efficient mining systems are used to win the ore. Relentless pressures are placed on mine operators to force them to become more productive and to make mines more competitive in modern economies. This has generated an intense drive to adopt technologies that rely on a greater degree of mechanisation, automation and computerisation. There is no turning back; high technology in mines is here to stay: computer controls and monitoring, computer aided mine design, information management systems, etc. During the past 20 years significant advances have been made in the areas of mine design, mine equipment and geomechanics. One could rhetorically ask if the advances in mine backfill technologies have kept pace with developments in other sectors of the mining industry. This paper will look at a few key mining technology sectors and will compare the relative progress of backfill technology to these sectors.

Jan 1, 1998

A mining operation can be identified as demonstrating prudent management when a number of vital characteristics are evident.All risks and opportunities that are critical to the on-going success of the operation have been identified and are being effectively managed. All significant tasks and events are plan driven. All levels of management visibly support the policies of the operation through their attitude, behaviour and actions as well as words. Supporting evidence for required activity and the outcomes is readily available. Improvement mechanisms are working to advance the key business processes. Everyone is working towards satisfying the needs of the stakeholders of the operation. When these characteristics are integrated with the satisfaction of all legislative requirements, all industry codes and optionally all relevant international management system standards then an operation is fulfilling all the requirements of a Due Diligence Process. The majority of mining operations do not show all of these characteristics and therefore unnecessarily suffer from missed profit opportunity and constant cost pressure, less than acceptable safety and health and environmental performance and consequent poor relations with employees, unions and regulators. In these operations the characteristics to be observed are quite different.Serious incidents are occurring with no sign of a rate decrease. The operation lurches from one panic ituation to another. Management are absent in their leadership, but very active in developing rules and enforcement methodologies. The operation has no history. Re-inventing the wheel with employees who come and go at an alarming rate seems to be forever occurring. All efforts are directed at controlling the business outputs with a strong emphasis on blame. Everyone is trying to look busy to avoid the ever-present cost reduction threats. To change to more prudent management utilising a Due Diligence Process is not theoretically difficult. However it does take clear direction, focussed efforts, supporting actions with appropriate tools and perhaps most importantly an internal desire and drive to become such an operation. A Due Diligence Process is about doing the important things that have to be done, providing the understanding of why they are important, demonstrating proof of activity and effectiveness, and leading the way through effective management.

Jan 1, 1998

The Rehabilitation of Acid Mine Effluents and Toxic Heavy Metal Pollution, Emanating from Gold Mines in South Africa

Sep 13, 2010

By Markic S, Subelj A

Long-term plan for lignite mine Velenje has been made by using technical parametrisation method where the basis for periodical, middle- term and short-term plans as well as for scheduling has been already fixed. For a certain time period a plan

Jan 1, 1998

By Baafi E. Y

In this paper, impact of expert systems development is examined from the coal mining point of view. Some introductory concepts about expert systems are explained with a view to identifying possible beneficial applications of expert systems in coal Mining.

Jan 1, 1988

Open cut low grade gold mines form the basis of the current upsurge in the mining industry in Australia. The effect on profitability in the short term and viability in the long term requires accurate estimation of grade and tonnages. The application of the Ditch Witch Trenching Machine as a grade control tool has occurred rapidly and the machine is now a working tool in many mines throughout Western Australia.

Jan 1, 1987

Successful restoration of Ballarat region alluvial gold workings to Box-Ironbark forest requires realistic evaluation of techniques. A stocking level threshold of 68 percent is used to rate the success of 'broadcast' seeding of E. microcarpa, E. Melliodora and E. Leucoxylon.Failure necessitates follow-up enrichment planting with tubestock, which is considered undesirable, interalia, due to pathogen, spacing and economic problems.

Jan 1, 1992

Thank you for that introduction and especially thank you to the organisers for inviting me. I've had a considerable interest in this area and I've had the advantage of an education from Neil on the subject of offering documents as a result of our collaboration together on the Securities Information Review Committee.

Jan 1, 1989

The recommendations of a recent American report on "Better contracting for Underground Construction" are considered in relation to Contracting practices on major Australian projects by representatives Of the "classical trilogy" - the Owner, Engineer and Contractor.

Jan 1, 1976

By Gurgenci H, Slifirski M

The Centre for Mining Technology and Equipment was established in 1991 to develop innovative technologies for the mining and processing industries, to introduce these technologies to the industry, and where appropriate, to co-operate with equipment manufacturers to transform these technologies into equipment products. It is an unincorporated joint venture between the University of Queensland, CSIRO and the Australian Minerals Industries Research Association. Base funding for the CMTE is provided by the Federal Government as a Co-operative Research Centre.

Jan 1, 1993

The Kalkadoon Granite is regarded as composite in character with at least two different phases. The older phase is considered older than the sediments of the Western Geosyncline, and the younger phase is considered younger than the sediments of the Western Geosyncline.Consequently, the older phase could be a time equivalent of the Ewen Granite, whereas the younger phase could not. An age of 1760 million years seems plausible for the older phase, and an age of 1540 millionyears seems appropriate for the younger phase.

Jan 1, 1967

Mining in the twenty-first century brings with it a new range of challenges, some unfamiliar to our industry. Skilled staff recruitment and retention is a significant issue. Equipment supply lead times are changing the risk profile under which we operate. And the new landscape of this century demands accountability at all levels while also requiring that we deliver more to our shareholders and our host communities. This paper draws on experiences in Waihi, addresses some of the challenges facing the modern mining industry and suggests some modest mitigation strategies.

Jan 1, 2007

Away from past controversial presentations, a matter of fact, intuitive and simplified approach to the Theory of Sampling (TOS) sampling variance prediction formula is offered which gives an insight on the type of model required for the liberation factor, the practical limitations of such model and methodological principles for its calibration. This paper intends to see what happens in TOS when trying to go from the very simple towards the full level of real life complexity, and actually tries to answer the question: Is there such a thing as a æsimpleÆ TOS?

Jan 1, 2005

The north-eastern half of the Yilgarn Block of Archaean Rocks lies in the and zone of Western Australia. In recent years a large number of gold mines have been established there, all requiring water supplies from local groundwater. The groundwater sources that have been utilised canprise bedrock, pre-Quaternary channel deposits, and Quaternary alluvium. In the search for groundwater each type of occurrence is considered, and the choice is made on the supply potential and logistics. This paper deals with groundwater in bedrock. Using examples, sane principles of the geology of groundwater occurrence are illustrated.

Jan 1, 1988

By A B. Christie

REGCHEM is a geochemical database containing stream sediment geochemical analyses compiled from open file mining company exploration reports. The database contains data on over 21 000 samples that have each been analysed for several elements such as gold, silver, arsenic, copper, lead and, zinc.   REGCHEM is supported by GEOEXPL - a custom written computer software application which operates under Microsoft Access. The data can be plotted as maps using a geographic information system (GIS) package called MapInfo, which can incorporate data from other data sets such as mineral deposit sites from the geological resource map database, GERM.

Jan 1, 1994

Seven papers included in Session 8 of the Third International Mine Water Congress under the heading "Achievements in Mine Water Management & Research" have been reviewed. Only one paper, a case study by Masters on biological treatment of inorganically polluted effluent, has any connection with research in the sense of seeking new, generally applicable knowledge which would advance the frontiers of mine water management. The remainder deal with various aspects of the management of mine water ranging from investigation of the geology of a specific aquifer system through operating dewatering systems to the management of specific effluent disposal problems.

Jan 1, 1988