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By H Kundapen, J J, C Rumble, S Miller

This paper describes measures taken by Ok Tedi Mining Limited (OTML) to minimise the risk of acid rock drainage (ARD) resulting from mining operations at its Mt Fubilan porphyry copper-gold mine in the remote Star Mountains of Papua New Guinea. The risk of acid generation and metal leaching as a result of oxidation of these sulfidic deposits has long been recognised by OTML. In 1998, OTML instigated the ARD Management Program to fully evaluate these risks and to formulate, if necessary, trial and implement appropriate management strategies. In implementing the ARD Management Program, OTML has adopted a risk management approach consisting of five stages: risk identification, risk analysis, risk assessment, risk treatment, and review and monitor. Significant progress has been made in relation to risk identification, analysis and assessment. The work currently underway to put in place a comprehensive risk treatment and review process will ultimately determine the success or otherwise of this approach.

Jan 1, 2003

This paper deals with the Australian taxation laws, and in particular the income tax laws, as they apply to mineral exploration and development both in Australia and off-shore. The Australian tax laws are imposed principally at a Commonwealth level. The most important Commonwealth taxes are Income Tax, including Capital Gains Tax, Fringe Benefits Tax, Sales Tax, Customs Duty, Excise Duty and Bank Accounts Debits Tax. The States of Australia impose Stamp Duties and Financial Duties, Payroll Tax and Land Tax. The Australian Income Tax Law including Capital Gains Tax, is the most significant tax in the country. The principal features of the income tax law are as follows: tax is imposed on a taxable income being the assessable income less allowable deductions; a full imputation system of company tax applies; a foreign tax credit system applies to both companies and individuals; capital gains are taxed as income and subject to income tax rates but the gain is inflation adjusted. Australia has negotiated tax treaties with most of its trading partners based on the OECD model; and special tax concessions apply to the mining industry.

Jan 1, 1987

By M Bezzina

In 1995 Standards Australia International Limited æSAIÆ published a risk management standard titled AS/NZS 4360 Risk Management. It was the first such standard published by a recognised formal standards body anywhere in the world and it put Australia at the leading edge of the risk management discipline. Many Australian and international organisations have utilised the risk management standard and it is one of SAIÆs most important and popular standards. Since its publication in 1995, the risk management standard has gone through a major revision in 1999 and is currently undergoing another such review, which is due for completion in 2004. This paper will chart the application of the standard within certain key organisations since its inception in 1995. A brief overview of the methodology behind AS/NZS 4360 will be presented as well as an overview of supporting and related standards. It is prudent to base risk management and other management system issues on existing and tested standards rather than creating new proprietary approaches. Examples of areas in which the risk management standard might be applied in the mining industry are given, subject to the specific operations of each company: technical, commercial, environmental, informational, and safety and regulatory.

Jan 1, 2003

The production of copper by the Outokumpu direct blister process commenced in July 1988. The problems and incidents encountered in commissioning the main smelter equipment are outlined. Early difficulties were encountered in process control, hot metal handling, dust buildup in the off gas handling equipment, waste heat boiler tube failures, foam over of hot metal into the waste heat boiler and failure of ancilliary equipment.

Jan 1, 1989

Someone once said "Leadership is the ability to inflict pain and get away with it." The same can be said about successful management of equipment suppliers. Improved performance will not be achieved without some pain, but it should be evenly spread between both parties. In practically all mining situations there is a great deal of scope for improving performance and reducing maintenance costs on an extremely wide range of plant, but it requires co-operative effort. Most mine maintenance engineers attribute the main problems to the equipment suppliers, unsuitable designs, lack of spares, untrained servicemen, lack of standardisation, poor maintenance manuals, and so on. Conversely the suppliers' engineers are usually convinced that problems with their product are exclusively due to poor maintenance management, after all they never have the same problem elsewhere. Of course both are correct to some degree. My aim in this paper is to explore the opportunities for substituting collaboration for confrontation between the engineers of the mining and supplying companies. I will also propose that contrary to common belief, the mines rather than the suppliers, should be taking the management initiative needed to achieve a closer and more effective relationship, Many would argue that this initiative should remain solely with the supplier; after

Jan 1, 1980

Risk management for resources and reserves includes examining the fundamental processes of data collection, interpretation, modelling and estimation. Newmont Australia has developed a procedures manual to assist mine sites to build Resource block models, estimate Ore Reserves, validate the outcome and report the results. An audit scheme has been developed to compliment the procedures manual by assessing the degree of site compliance with recommended practice. A score of between one and five stars is awarded to each site depending on its performance in the audit. Audits are undertaken by a team of three Newmont personnel over a three to five day period at each site. Scores are ultimately compared between sites and reviewed annually. The objective of the program is to encourage continuous improvement in the modelling, estimation, validation and reporting practices used at sites and in advanced projects. The scheme provides a method of risk management for the companyÆs biggest asset û its Ore Reserves. Newmont Mining Corporation is preparing to use the audit scheme internationally in part to conform with recent legislation requiring US companies to demonstrate that management systems and procedures are in place to monitor and verify the companyÆs assets.

Jan 1, 2003

By W Angerer

This paper describes the design of the marine riser structures, including the design measures for sealing and protection from flooding, dewatering and connection to the main tunnels, for the Gold Coast desalination plant in Queensland. The risers connect the intake and discharge tunnels to the ocean. Construction commenced on both in April 2007. The paper describes the key design criteria for the risers, the construction constraints that influenced the design and the design of the main elements of the risers and the connections to the tunnels.

Jan 1, 2008

Nearly eighteen months ago Newmont Waihi Operations joined with the local district council and members of the Waihi community in the initiation and running of a community liaison forum.   This forum û the Waihi Community Consultative Committee (WCCC) û was set up with the objective of improving communication, providing a forum for discussion and ultimately working through a range of issues relating to the future of the town and district after the projected closure of Martha Mine in late-2006.   After 18 months of meetings where all represented groups have presented their views, the challenge now is to work together to investigate likely options, seek sources of funding, produce business proposals and plan for the future of Waihi in what we call the Golden Legacy Project.   This paper backgrounds the companyÆs experiences to date, the issues the group has addressed and its proposals for the future. Methods employed to set up an effective community liaison forum are considered, drawing on specific examples from the WCCC. The actions and structures required to ensure effective and ongoing community æbuy inÆ at all levels are also discussed.   This paper develops themes addressed in Taking it to the Streets presented in 2003.

Jan 1, 2004

Victorian brown coals occur in massive deposits, the quality of which is determined in the first instance by means of samples taken from exploratory bores. As a number of important utilisation characteristics are connected, not with the relatively homogeneous organic mass of the coal, but with minor components such as the ash content and particular constituents of the ash, it is necessary to know how bore samples relate to coal finally used in the process concerned. Tests are described in which the statistical parameters associated with bore sampling, operational sampling and sample reduction and laboratory procedures including a range of coal analytical methods were determined. These indicated properties where analytical errors were relatively high and where sample reduction procedures contributed substantially to imprecision in results. They also showed the effects of the non-homogeneity of brown coals with higher than normal ash contents. A further experiment explored the relationship between samples taken at various stages in the course of test boring, digging, and burning a defined 'block' of coal, and demonstrated an apparent increase in the proportions of adventitious mineral constituents as the 'intensity' of sampling Increased.

Jan 1, 1976

By Lane G

This paper addresses project commissioning, that is, activities that culminate in the transfer of a project from the construction phase to routine plant operation. These activities should be initiated early in the engineering and design phase to ensure that the plant design is operator friendly and that construction is scheduled such that pre-operational testing and hand over to the owner occurs in a timely and cost-effective manner. For the purposes of this paper, commissioning includes all activities related to pre-operational testing, no-load testing, water commissioning, and ore commissioning. That is, all activities from construction completion to practical completion of the prime contract. This process is facilitated in numerous ways dependent on the nature of the project prime contract and the size of the project. For small lump sum projects, the contractor's responsibility may include all phases of commissioning to practical completion, whereas, a managing contractor on a complex multi-contract project may only be required to bring the project to mechanical completion and hand over to the owner for ore commissioning. Irrespective of the responsibilities, commissioning programs require careful planning, effective communication and detailed reporting. Unsuccessful

Jan 1, 1997

The aim of all modelling is to replicate geological reality as closely as possible using available data. This paper is aimed at one end of the spectrum, where very limited data is combined with intuitive geological ideas to synthesise models for either target definition or for determining minimum viable mining scenarios. Interactive 3D modelling allows a satisfactory hypothetical geometry of surfaces to be assembled, and provides a fast quantitative method for generating targets. As data flows from exploration, an evolving geological model assists with the progressive evaluation of a prospect. Two case histories are described where this approach has been used successfully, the Mosquito Hill Prospect in Queensland and the Longwood Ranges Platinum Prospect in New Zealand. The possibility is also discussed of hypothetically modelling an orebody which has yet to be discovered. The proper description of an orebody is the foundation upon which all mine design and planning is undertaken. The volumetric accuracy of the model is crucial in valuing an orebody. Geologists must form a geometry which matches the conceptual view of the ore occurrence and ensure that they understand how the computer system used calculates volumes. If the underlying assumptions inherent in the method conflict in any way with the conceptual model visualised for the ore occurrence, then that method must not be used.

Jan 1, 1995

By Y Hansen, J Petrie

Life Cycle Assessment (LCA) is increasingly being used as a decision-support tool within mining and minerals processing and metals production. However, a number of initiatives have highlighted the current limitations of LCA to accurately reflect the environmental performance of minerals and metals. These programs include:the Mining, Minerals and Sustainable development project (Stewart, 2001); the United Nations Environment Programmme/Society for Environmental Toxicology and Chemistry (UNEP/SETAC) workshop on LCA and metals (NRCan, 2002); the UNEP SETAC Life Cycle Initiative; and the review of the existing ISO 14 040 set of environmental management standards. Together, these initiatives highlighted concerns relating to the ability of LCA to engage with and support metals recycling, to adequately reflect the impacts associated with products from a multi-product orebody, the ability to adequately reflect the toxicity potential of metals in the natural environment and the fact that resource depletion focuses on mining (and not consumption) as the depleting activity in the life cycle of a metal. Additional impact categories to be included in LCA were also suggested. In this paper we demonstrate how existing initiatives are addressing LCA limitations. Finally we present the state of the art in Life Cycle Impact Assessment (LCIA) for two impact categories:resource depletion; and impacted land footprint for solid wastes.

Jan 1, 2004

One of the strategies introduced within Pasminco Mining to survive low commodity prices is to formally implement a `Quality Education System'. The net result has been a consistent approach to quality within and across mine sites. This `quality system' has been adopted in the technical computing environment and the immediate benefits have been: ò A clearer understanding of the systems, processes and relationships that involve technical computing. ò A re-focussing on customer (user) requirements. ò Inclusion of managers as customers with their own requirements of performance and quality, in addition to access to Executive Information. ò New ways to measure the `performance' of a technical computing environment which includes using maintenance costs. Observations are that there is an overlap between `traditional' information technology (IT) methodologies and quality systems being put in place in the broader workplace. This overlap is most apparent in the area of analysing customer requirements. In the IT environment customers are viewed as users, and their requirements determined by undertaking a requirements analysis. A data flow diagram traditionally used in the IT environment and not as a tool in quality systems, has been used in a novel manner to help identify the customers of the technical computing department. It has also been useful in illustrating the work processes and relationships between the entities in this diagram and in directing the future initiatives needed to fulfil the customers' changing requirements.

Jan 1, 1995

The Australian mining industry is at an interesting stage in its development. Of the large number of mining companies in Australia, some are still solely domestic in their focus. others have made their first tentative forays offshore, and others are global players of significance in the world industry. It is not long ago that the entire industry was almost exclusively domestic in its focus. Very few companies before the early 1980s had ventured offshore, and those that did so were considered quite risque. The initial moves were made mainly by large companies who could afford to lose the funds expended in getting started in a range of offshore locations.

Jan 1, 1995

The Green Parrot and Reward stratabound silver-lead (copper-zinc) deposits are located in the eastern part of the Arunta Block. At Green Parrot, mineralisation is contained within a north-south striking lode horizon comprised of elongate lenses of massive garnet or calcsilicate-carbonate "lode rocks" with intercalated sericite-biotite schist and laminated biotite-feldspar schist. The "lode rocks" are increasingly calcareous to the west. The mineralisation is broadly zoned with an increase in lead content and decreases in copper and silver contents from east to west. The principal sulphide minerals are galena, sphalerite and bornite. The Reward deposit lies adjacent to a lens of massive garnet "lode rock" which is contained within garnetiferous sericite-quartz schist. Primary mineralisation consists of galena, chalcopyrite, sphalerite and pyrite. Both deposits are associated with a substantial thickening of the lode horizon which is narrow and discontinuous along strike from the Green Parrot and Reward deposits.

Jan 1, 1984

By Newman D, Wyslouzil DM

Different conventional and non-conventional flowsheet configurations were examined for the treatment of a number of refractory lead-zinc and copper-lead-zinc ores containing carbonaceous pyrite, flotable non sulphide gangue and pre-activated zinc. The flowsheet configuration for the processing of complex massive sulphide ores has a remarkable effect on the overall metallurgical results. Conventional sequential flowsheets, with circulation of intermediate products for both lead-zinc and copper-lead-zinc ores, gave poor metallurgical results and often saleable concentrates were difficult to produce. The concept of semi-bulk flotation and double bulk flotation with coarser grinding of the ore, followed by single or double-stage regrinding and sequential flotation was established to be most effective in achieving optimum metallurgical results. This flowsheet design gave superior results as compared to the conventional sequential flowsheet, and resulted in a lower reagent consumption, a significant reduction in the circulation load of intermediate products, and improvement in the rate of flotation of valuable minerals. Thus, optimum flotation conditions were provided for different products within the flowsheet.

Jan 1, 1993

The crushing and concentration of ores, as Herbert Hoover commented in a footnote in De Re Metallica, stretches back at least 6000 years. During those years there have been continuing changes and improvements in mineral processing technology. It has expanded greatly in its ability to handle different types of minerals, and lower grade and more complex ores. Australia will be dependent on the mineral industry for the fore- seeable future and there will be continuing demands on the mill opera- tors to improve the technology with regard to efficiency, flexibility and costs. These demands will be met successfully in the future as they have been in the past. This Mill Operators' Conference is an important forum for assessing our present position and planning for the future.

Jan 1, 1988

Hong Kong continues to display a remarkable enthusiasm for undertaking ambitious tunnelling schemes despite apparent recessions in the Asian economy. This paper provides an outline of tunnel projects currently under construction, those recently tendered and a glimpse of the extent of forthcoming projects which, according to Government sources, carry a price tag of HK$ 200B. Committed works will cost about HK$ 15B and involve a variety of TBM and drill and blast tunnels. These include the recently tendered works for KCRCÆs West Rail and MTRCÆs Tseung Kwan O railway extension, together with five no retendered TBM drives for the Strategic Sewage Disposal Scheme (SSDS) following forfeiture of the works by the Campenon Bernard-Maeda JV in mid-1997. The JV claimed unreasonable specifications leading to unacceptable levels of water inflow and dangerous working conditions. Key technical issues that are now arising in Hong Kong are:the general use of design and build contracts for bored tunnel contracts;a trend to accept TBM options for relatively short drives in urban areas;the use of æfixed-priceÆ contracts which in the current competitive market, can encourage tenderers to take contractors to take very high risks; andthe difficulty of predicting and managing water inflows in rock tunnels.This paper also includes a new empirical method of predicting water inflows in rock tunnels, and makes recommendations for managing these on-site.

Jan 1, 1999

By Dunne R, Defilippi J

Dump leaching began at Teller in late-1988 at a rate of 4 MTPA and has been progressively expanded to the present rate of 10 MTPA. Teller's on-going commitment to dump leaching is driven by the amenability of gold ores to the process and the availability of large tonnages of low grade gold ore. The sequence of evaluating ores for dump leaching involves rolling bottle tests on coarsely ground ore, followed by small and large column leaching and finally trial heaps. Trial heap tests are very expensive and an alternative approach to this is large diameter column leaching.A four-column permanent facility was built at Teller to specifically evaluate the leaching characteristics of new dump leach ores. Details of construction, operation and dismantling are discussed in the paper. Capital cost for the four column facility was some $45 940, while operating costs are about $24 800 per column.

Jan 1, 1992

WITH the exception of the deposits of the Milburn Cement Co near Dunedin, Wilson's Portland Cement Co., on the Mahurangi River (a short distance north of Auckland), and those of the New Zealand Portland Cement Co., at Limestone Island, the cement. Tesources of New Zealand remain practically undeveloped. The Milburn Company utilizes a mixture of limestone and mud for the manufacture of cement, while Wilson's and the New Zealand Portland Cement companies both have the advantage of a natural cement stock which requires but small additions of highgrade limestone to give the mixture required. The plant and deposits of the New Zealand Portland Cement Co are located in Whangarei Harbour, some six miles from thetownship of Whangarei. The works and dwelling-houses are situated on Limestone Island, which, with an area of 92 acres, and rising to a height of 212 ft., supplies the bulk of the raw material required. In addition to the island, the company possesses a high-grade limestone area of, roughly, four acres, situated on the mainland, 11 miles to the south. A better location for a cement works could not well have been chosen. On the east side of the island there is a deep channel, which never shows less than 18 ft. of water alongside the company's...

Jan 1, 1911