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By J Balzary, A Mohais

Dynamic market and operating conditions, coupled with an environment in which multiple objectives and trade-offs are common, pose major challenges for planners and schedulers working in any mining entity. Many mining companies recognise the need to shift from a siloed mining-focused push model to an integrated value chain, demand-driven approach, but there are still fundamental barriers in business process and the supporting technology preventing a consideration of end-to-end optimality.This paper presents some elements of experiences working with companies to adopt such advanced approaches. In addition to algorithmic elements, an approach to phased and gradual deployment of progressively more sophisticated optimisation models is described. From a practical software adoption perspective, it is believed that this last concern is also of primary importance. Next generation approaches to the optimisation of complex bulk commodity demand chains, namely iron ore and coal are presented, with case studies in the world’s largest integrated operations in Western Australia and Queensland from the raw material mined through to market. Utilising accurate simulation models supported by metaheuristic optimisation techniques, a range of ways to engineer a dynamic decision support framework that can adapt and change with the inevitable changes in commodity markets is explored. Objectives such as total revenue, margin, cost, NPV, throughput, asset utilisation, contractual penalties and bonuses, and energy consumption can be managed simultaneously across the mine, plant, logistics network, port operation, shipping and sales domains.CITATION:Balzary, J and Mohais, A, 2014. Consideration for multiobjective metaheuristic optimisation of large iron ore and coal supply chains, from resource to market, in Proceedings Orebody Modelling and Strategic Mine Planning Symposium 2014, pp 213–222 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Nov 24, 2014

By N Anderson

The world-class Golden Mile gold deposit in the Eastern Goldfields of Western Australia is part of the Kalgoorlie Consolidated Gold Mines (KCGM) operation, which is wholly owned by Northern Star Resources Limited. Current mining operations across the Golden Mile is dominated by the large Fimiston Open Pit, which is over 4 km long, 1 km wide and 600 m deep. It is part of a larger mineralised system that stretches over 8 km and includes the Mt Charlotte Underground Mine, which is also operated by KCGM, as well as numerous historical open pit and underground mines. This mineralised system has been continuously mined for over 125 years and is set to continue well into the future. The Golden Mile deposit is in the Norseman Wiluna Greenstone Belt which is made up of a series of mafic volcanic and sedimentary rocks that have been structurally deformed and intruded by granitic rocks. There are two main styles of mineralisation across the Golden Mile. Firstly, the Fimiston style, which consists of shear hosted Golden Mile lodes with abundant sulfides and tellurides and secondly, the Charlotte style that comprises younger stockwork veins. Fimiston style mineralisation is the primary style of mineralisation within the Fimiston Open Pit. Historically, in excess of 3500 m of underground development and over 755 stopes were mined prior to the consolidation of the area and the commencement of Fimiston Open Pit operation. Old underground workings, known as voids, are either empty or backfilled and extend to more than 1.2 km below surface. Although they are a routine part of mining operations at KCGM, voids pose a significant challenge for the geology team in terms of planning and executing exploration and grade control drilling, geological modelling, grade and tonnage estimation, drill and blast design and execution, marking up ore block designs, mining, and reconciliation. This paper will discuss the various challenges faced by the geology team due to the presence of voids, solutions used to overcome some of these challenges and the results of these activities.

Mar 22, 2022

This evening I would like to speak about men for the mineral industry.It is trite to say that the mining industry is expanding rapidly and that technically trained men are in short supply. How short is difficult to assess and impossible to quantify.The industry has been traditionally managed by technically trained men experienced in the ways of their fellow men. Let us start with the assumption that men with this training and experience are essential to management of mining and metallurgical enterprises.I suggest that we do this as it avoids argument with those who are beginning to suggest that such men are not so important as they used to be; who are suggesting that the latest sophisticated business management schools can produce managers who can straight out of school join the upper echelons of an organization and successfully manage it by the use of modern systems and techniques without the need to rub shoulders with men of all callings and get their hands dirty in the process.This kind of thinking brings to mind the modern cargo ship which is equipped with all the latest gadgets of science. It can find its way from Sydney to Auckland with no one in the engine room and the man on the bridge spending most of his time writing to his wife or reading the latest novel.How often do we read of this ship being tied up in Sydney because the crew sympathizes with the cook who has been slighted by some uncomplimentary remark about his toheroa soup? Here is a pieceof sophisticated machinery stopped through no technical fault, but held up by the whim of man. The understanding of man by man can spell the success or failure of any endeavour. A single man can leadan organization to the pinnacles of success, or doom it to utter failure in spite of modern systems and techniques.So let us start from the point that people matter.Through the years our Institute has been fortunate in having many members who have felt strongly...

Jan 1, 1970

By J Crosbie, M Lord, R Bitencourt, P Defferrard

The MMG Century mine, which is the largest zinc/lead mine in Australia, began operating in 1999 and ceased mining from the open pit in July 2015, with processing completed in early 2016. Closure plans were developed from 2006, and detailed planning for closure commenced in early 2011 with the appointment of a dedicated closure planning resource. The site will continue to be managed during the active and passive closure phases to complete rehabilitation commitments and demonstrate that closure completion criteria have been achieved.Completion of the mining/processing phase of the project provides an opportunity to reflect on successes, missed opportunities and lessons learnt with respect to planning and execution of mine closure. This paper highlights examples of success at Century and also identifies key learnings and areas for improvement in progressive closure outcomes. Specific examples examine mine planning and execution involving bulk movement of waste rock and construction of permanent waste encapsulation landforms. The paper also provides recommendations for other sites that are planning for closure.Decisions made during the operational phase of the project life can result in a significant increase in closure liability and reduce the likelihood of achieving lease relinquishment. Likewise, it is of paramount importance to assess the consequences and thoroughly understand the risks associated with changes or deferral of closure plans, progressive rehabilitation targets and closure related key performance indicators.CITATION:Lord, M, Bitencourt, R, Crosbie, J and Defferrard, P, 2016. Closure planning lessons Learnt from the Century mine, in Proceedings International Mine Management Conference, pp 207-216 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jun 22, 2016

By C K. McKenzie

As more and more mining operations around the world either switch to, or trial, electronic initiation systems, the breadth of knowledge and experience regarding their effective application has widened considerably.In South America, for example, there is a strong perception that in order to achieve the finest possible fragmentation, very short electronic delays must be used between successive holes within a row. Limited field studies involving measurement of fragmentation have been conducted to support that paradigm and there are few long term studies which have been strongly supported by measurements of productivity either in the pit, in the plant, or in the leaching pads.On the other hand, some well documented studies have been conducted in North America, showing not only the impact of delay timing on fragmentation but also the effect on semi-autogenous grinding (SAG) mill productivity over extended periods of in excess of 12 months. To date, those studies suggest that optimum timing is considerably longer than the times commonly used in South America.This paper explores the current knowledge of the effects of delay timing on issues ranging from size distribution to vibration impacts in pit walls, to vibration and overpressure impacts in surrounding communities. It also explores how fragmentation modelling can be adapted to reflect fragmentation trends that have been reported in various technical conferences around the world.

Nov 8, 2011

By T Leach, B Fulton, R Stewart

Gold mineralisation at Porgera is inferred to have been derived from a deep differentiated magmatic source which is capped by a series of (now tilted) inward dipping sills and stocks, which comprise the Porgera Intrusive Complex. An arc normal transfer structure provides a conduit, at tile intersection with an arc parallel structure, into which basic magma derived from tile deep melting of mantle material has been emplaced. Two phases of mineralisation display an association with late stage feldspar porphyry intrusives. Stage I carbonate-base metal-style gold mineralisation occurs as early quartz-sericite, then massive sulphide and late zoned Mn-Fe-Mg-Ca carbonate vein/breccias. Magmatic fluids derived from the deep magma source, are interpreted to have migrated along me margin of a feeder stock to the sills, and south to Waruwari. Stage II epithermal Au-Ag quartz-style gold mineralisation occurs as early fluidised breccias and carbonate veining, followed by zoned quartz-roscoelite-carbonate-gold vein/breccias, and late carbonate and/or sulphate open space infill. Magmatic fluids are interpreted to have utilised the same plumbing system as the late stage feldspar porphyry intrusive, and then migrated into the Roamane Fault which was dilated by; dextral rotation on elements of the transfer structure, normal faulting, and refraction around the competent footwall hornblende diorite. Bonanza gold is localised in a jog in the Roamane Fault, hangingwall splits and at intersections with cross structures. Bulk low grade Stage I gold has been deposited by the mixing of magmatic fluids with cool gas condensate waters, whereas high grade Stage II gold mineralisation resulted from the rapid quenching of mineralised magmatic fluids by oxygenated groundwaters.

Jan 1, 1995

The recent paper by Dr. Edwards upon the copper deposits of Australia furnishes a perspective upon that portion of the Commonwealth's mineral deposits which is the more welcome because it has been long overdue. The paper yields in compressed form and in handy arrangement for reference the more relevant data to end of 1938 for all of Australia's important copper deposits 'past"and. present, and for many of the lesser ones. The information supplied 'obviously' has 15een collected' painstakingly and compiled with discrimination.Such published surveys of a national character have been far too few.The Mineral Resources Survey branch of the Department of Supply and Shipping at Canberra has been engaged for several years upon comprehensive compilations of data concerning each of the more important minerals used in industry. Presumably the results will be published after the war. The group will constitute an impressive and valuable series.As yet the work has not been completed, and, for security reasons, much of that which has been finalized is not publicly available. This makes the paper by Dr. Edwards the more timely.In the compilation of data by those not acquainted at first hand with many of the districts involved it is inevitable that, from reading of the literature alone, certain misconceptions will arise relationships become confused; and some of the more recently acquired information unavoidably fail to be taken into account. One need only compare his own impressions of a district, gained from reading the published literature prior to inspection, with the impressions later arrived at following a visit, to realize the difficulties in appraising the various features,in their proper relationships.On the whole, Dr. Edwards has, kept such misinterpretations at a minimum, which is a tribute to the care he must have exercised in analysing the vast fund of data perused. A few errors of statement, mainly concerning, Queensland deposits, have been noted. None is vital, but in the interests of accuracy it seems well to point them out.QUEENSLANDMount IsaOn page 108 Mount Isa's prospective output of 12,000 tons of copper per year is stated as coming from the Doherty section (O'Doherty, Black Rock mine, R.B.),- the copper ore-body is said to occur in dolomitic limestone (-Page 110)-, and Mount Isa's copper output for 1938 from that source is given as 22 tons. On page 145 the same prospective copper output is stated as coming from a body lying out in the hanging-wall of the silver-lead-zinc...

Jan 1, 1943

By A A. Roberts, R F. Dewhirst

"Extensive literature surveys, research in the project environment and personal experiences both within and consulting to project teams have revealed some consistent ‘people factors’ that contribute most to ultimate project success. Outside of purely technical and business case issues, there are a small number of leadership characteristics – probably only ten – that if correctly applied can positively leverage a team’s impact on project success.Of the top seven project success characteristics that were consistently highly rated in a recent study, five of them were around leadership. The authors have focused on this topic, noting that good leaders need to display the following traits:passionate commitment to deliveryconsistent modelling and reinforcement of correct values and behaviourfocus on managing relationships well and energising teams and individualscarefully clarifying project vision from front-end loading stages onwardseffective decision making.Not every project manager can and does practise these behaviours all of the time, but being aware of them and receiving training or facilitation in improving their application of these skills can equip project managers with the essential tools to markedly improve their own performance and that of their teams.This paper draws upon experiences in the field and provides lessons – both good and bad – to illustrate. As well as examining leadership traits, the way in which a leader can establish, organise, motivate his or her team and ultimately lead them to success is examined. The paper shares methodologies that have been successfully used to track status within a team and generate appropriate recovery plans where required.In particular, the paper will examine a case study based on an amalgamation of real project issues in some challenging situations using virtual teams (ie physically distant teams located in different centres) to illustrate the importance of strong and positive leadership in achieving success across geographies, time zones and languages.CITATION:Roberts, A A and Dewhirst, R F, 2016. Leadership in projects – a recipe for success, in Proceedings Project Evaluation 2016, pp 49–58 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Mar 8, 2016

By M Wortley, J McKay, D La Rosa, O Guyo

It has been a generally held concept that crushing operations were, by their nature, too simple to benefit from the implementation of advanced process control. The commissioning of an OCS¬ expert control system and image-based oversize detection system, VisioRock, at the Pilbara Iron Tom Price facility are dispelling these notions. A constraint-based OCS¬ expert control system has been designed and commissioned on the high-grade crushing and screening plant along with a vision-based oversize detection system functioning on six product conveyor belts. To date, the expert control has demonstrated the ability to increase production by maximising dynamic constraint utilisation. Dynamic constraint utilisation is a concept developed by Rio Tinto Technical Services for effectively evaluating constraint-based control logic performance. The VisioRock system has been installed and configured and has been operating for a period of several months. Currently, Tom Price and Metso personnel are working to define correct oversize detection thresholds. Details of the plant implementation are discussed.

Jan 1, 2006

By P F. Hodkiewicz

"Our understanding of mineral resources relies on three basic steps: data capture data interpretation model construction. Until recently, all three of these steps required significant time and manual effort to produce a single resource model for mine planning, typically taking more than a year to progress from drilling to the final block model. Over the past several years, BHP Billiton has been developing innovative workflows in rapid resource modelling projects to significantly reduce these time constraints and make the process more productive by replacing manual activities with automated ones. Rapid resource modelling is the process of combining recently developed off-the-shelf technology with internal technology developments to fundamentally change the way we collect, interpret, model and evaluate geoscience data. Initiatives include automated systems and standardised workflows to make it safer, faster and cheaper to continuously update multidiscipline resource models. Specifically, rapid resource modelling workflows combine: real-time analysis of drill holes and drill samples with downhole tools and hyperspectral scanning systemsautomated interpretation of drill hole intervals based on pattern-recognition algorithmscontinuous modelling workflows using implicit modelling software. This paper outlines technology developments and workflows that provide a more thorough understanding of mineral resources to support faster and more informed strategic, planning and production decisions.CITATION:Hodkiewicz, P F, 2014. Rapid resource modelling – a vision for faster and better mining decisions, in Proceedings Ninth International Mining Geology Conference 2014 , pp 183–188 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Aug 18, 2014

By A D. Campbell

Sublevel caving (SLC) is a mining method adopted in a wide range of mining depths and ground conditions with various layouts adopted to suit orebody geometry. Sublevel caving offers more flexibility and versatility compared to other cave mining methods and is a low cost alternative to open stoping. SLC also has the advantage that stopes are not required to remain stable during production, and no backfill is required. This flexibility combined with increasing pressure on mines to target deeper and lower grade mineralisation has led to increased uptake of the method. The implementation of SLC mining methods across a wide range of mining depths and rock mass conditions has led to ground control practices which vary globally from mine to mine. To date, there has been limited documentation of ground control practices in SLC mining and few benchmarks available in the literature. This paper describes the main findings from a global benchmark of sublevel cave mines conducted over three years as part of the Caving 2040 research consortium. The purpose of the project was to document and compare operational practices, technical aspects and hazard management techniques across SLC mines around the world. The review included 21 mines spread over four continents and 17 different mining companies. This paper provides an overview of geotechnical conditions, challenges and ground control practices at each of the benchmarked SLC mines. Mine design and sequencing practices adopted for ground control purposes and hazard mitigation are provided with case studies. The impact of depth and rock mass conditions on mining productivity and development rates is also described.

Nov 29, 2022

The uptake of zinc, lead, and copper by the flora of the Tui Base Mine area near Te Aroha is described.Vegetation and soil samples were taken from two traverses across the Raukaka Lode. Results. after statistical analysis, indicated that Beilschmiedia tawa was a suitable species for biogeochemical prospecting for lead and that SchefJlera digitata was satisfactory for zinc.The tawa showed a negative anomaly for lead over the vein itself but not over the adjacent dispersion halo. It was concluded that lead concentrations greater than 230 p.p.m. in the wood ash of the tawa and zinc concentrationsgreater than 540 p.p.m. in the leaf ash of S. digitata denoted threshold values for anomalous mineralization in the soil beneath. Although both species contained copper, neither indicated a soil anomaly for this element.

Jan 1, 1969

By B Broad

"Establishing ventilation in the early stages of a new mine is an essential step to achieve scheduled outcomes that ultimately drive the financial success of an operation. If the primary ventilation is not in place in time to support a contractorÆs work output, then the ore delivery is likely to be severely impacted. Options to increase ventilation in order to address shortfalls are limited. This in turn can lead to reduced revenue generation at a time when a mine is at its highest capital outlay. This can have implications for any company, but even more for an explorer moving to producer. The ventilation put in place to cover the start-up period is also unlikely to cover any extended or increased load required to meet schedule delays.The following paper examines two issues in relation to ventilation with a focus on small to medium projects where the company is establishing a mine using a mining contractor. The issues being: potential impacts on the contract and tender process when using a mining contractor key mine design considerations, such as æcrunch timeÆ, as they interact with ventilation achieving a successful ramp up.A recommendation is made for higher levels of detail around secondary ventilation leading up to the primary fan installation. The information should be included as part of the tendering process and preliminary project execution planning. Understanding the æcrunch timeÆ concept can lead to strategies, as well as back up plans, to minimise any negative impact.By understanding key risks around primary ventilation establishment for a new mine, detailed design work can be completed where it is needed most. Value is added by reducing uncertainty and a payback with better contract terms and a more robust ramp up plan. This will improve the economic return for the company and reduce the risk.CITATION:Broad, B, 2013. Contract considerations and other critical ventilation aspects in achieving a new mine ramp up, in Proceedings The Australian Mine Ventilation Conference, pp 207-214 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Jul 1, 2013

By R Wynn, T J. Akroyd, C Costa

In an environment of lower zinc prices, falling revenues and reducing zinc feed grades, Century mine implemented a fast-tracked capital upgrade program in less than 15 months. The program was designed to increase ore milling throughput capacity by 20 per cent and optimise the capacity of the flotation plant to increase zinc recovery by approximately 2.5 per cent whilst maintaining final zinc concentrate grade.A key aspect of this program was minimising capital expenditure by better utilising existing capacity and only adding capacity where absolutely required to address critical processing bottlenecks. By gaining an understanding of plant process bottlenecks and future ore blends, and by carefully selecting appropriate technologies for particular specific flotation applications, maximum return on minimal capital investment was achieved.The close collaborative work achieved between the metallurgy processing department and other operational departments on-site was also critical to the success of this project. This work increased the mining and processing capacity of the mine and port site respectively, such that the full value of the process plant modification could be achieved.Capital payback on this investment was achieved in approximately three and a half months.This case study demonstrates the extra value to a mining business that can be achieved through fully understanding the mining/processing value chain and by careful targeted action to address critical bottlenecks in the processing chain from the mine through to the port site.CITATION:Akroyd, T J, Wynn, R and Costa, C, 2014. MMG Century Mine, a case study – maximising project net present value through targeted capital expenditure and process optimisation against a backdrop of falling metal prices and feed grades, in Proceedings 12th AusIMM Mill Operators’ Conference 2014 , pp 417–426 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Sep 1, 2014

In the past two and a half years, over 40 000 metalliferous mining and related services personnel have been trained through an Australian Generic Safety Induction system. This is almost half of AustraliaÆs metalliferous mining related workforce. This remarkable industry acceptance and delivery of safety courses is supported by Acacia Resources, Great Central Mines, Homestake, Newcrest Mining and WMC Resources, amongst hundreds of other mining, exploration and major contracting and services companies. MARCSTA; the Mining and Resources Contractors Safety Training Association (a pro-active not-for-profit self-help group of 24 major contracting companies) developed this generic safety induction. MARCSTA set out to find the æcommon groundÆ necessary to help address the evident safety problems and cost of re-training that were plaguing development of an internationally competitive and productive export industry. The incredible expansion of Australian mining during the decade fuelled a need for out-sourcing, resulting in much larger numbers of contractors on-site. At the same time, changes within Australian legislation, community expectations and the development of huge fly-in/fly-out operations and widespread skills shortages led to a rapid labour turnover and a higher paid workforce. Many Australian mining houses also ran international operations, particularly in South East Asia and head hunted people across the world. The skill levels fluctuated and fell at some local operations. Employers could no longer rely on systematic in-house training of permanent employees to improve safety and productivity as workers could and often did move on. Serious discrepancies in both quality and quantity of safety induction training and work practices occurred. Repetitive, boring and ineffective safety training became an embarrassing and costly burden for companies and workers alike. Then a spate of mining deaths sparked highly publicity, workforce concern and a demand for improvement from government, unions and corporate stakeholders. MARCSTA recognised it had to develop a high-quality safety-training program to satisfy the needs of all employers and be acceptable to others within the industry. This induction system had to be flexible enough to meet differences in legislation between states and industry sectors and be portable to enable cost and time savings for the new transient workforce. Changes in the last two years as a result of evaluating and incorporating various Taskforce inquiries into underground mining fatalities later led to the development of the MARCSTA Underground Safety Induction. This logical development added to the run away success of MARCSTAÆs General Safety Induction and was seen to be essential for many surface mines that were planning to develop underground operations. There are many lessons that MARCSTA learnt during its development that Pacific and South East Asian mining operations can benefit from. The most important of these are the support of stakeholders within industry and the recognition of higher safety and health expectations from workers and government. This goes hand-in-hand with the productivity and return on investment expectations of companies and their shareholders.

Jan 1, 1999

By M I. Pownceby, M A. Rhamdhani, W J. Rankin, G Brooks, I R. Ignacio

Steelmaking has a significant contribution in producing greenhouse gases and there is a worldwide push towards decarbonising the process. One of the approaches to reduce CO2 emissions is to use hydrogen in the blast furnace (BF) as the reductant gas. However, hydrogen reduction is an endothermic reaction, bringing changes to the temperature distribution in the BF. Understanding iron ore sinter mineralogy and reducibility under a hydrogen atmosphere is essential to optimise the process. In this study, sinter analogues in the Fe3O4-CaO-SiO2 (FCS) ternary system together with industrial sinters were reduced in H2-rich and CO atmospheres and the resulting reducibility and associated mineralogical changes were observed. Results show that magnetite-lime-silica (MLS) sinter analogues had similar reduction rates under H2 and CO, and also higher reducibility than most of the industrial sinters, suggesting that magnetite sinters could be used efficiently in a conventional or hydrogen blast furnace.

Sep 18, 2023

By A G. Grice

WMC Resources Pty Ltd û Copper Uranium Division operates the large underground Olympic Dam Mine at Roxby Downs, South Australia. These operations mine and process the ore to produce refined copper, uranium oxide, gold and silver. In mid-1996, the company committed to the Olympic Dam Expansion Project (OEP) to expand production from 3.0 million tonnes per annum of ore (85 000 tonnes per annum of copper metal) to over 9.0 million tonnes per annum of ore (over 200 000 tonnes per annum of copper metal). Along with the increase in the ore production capacity of the underground mine and the surface ore handling and processing facilities, expansion of the backfill system was required. The target backfill placement rate was 2.0 million cubic metres of backfill per annum which was to be predominantly delivered as cemented aggregate fill (CAF). This paper discusses the engineering activities undertaken to assess and change the method of designing the required strength of fill exposures. In addition, the operational changes that were introduced to achieve the required fill quantities and the mix designs to meet the specified strengths, including the use of alternate binders, are discussed. This work resulted in a large increase in the fill placement rate and a reduction in the overall unit cost of fill.

Jan 1, 2000

By P Holtham, K Duffy, W Valery, A Jankovic

In the face of increasing energy costs, limited water resources, more stringent legislation, and lower feed grades, the mining industry is searching for more sustainable technologies and practices. Metso Process Technology and Innovation (PTI) is undertaking a research project, ‘improving the resource and eco-efficiency of mining operations’, to help the industry meet these challenges. The project is investigating alternatives in mining and processing that reduce energy and water consumption, minimise emissions and waste, and maximise the value recovered from the deposit. The targets are to reduce energy usage by more than 30 per cent and greenhouse gas emissions by more than 50 per cent compared to current practice.Key areas of interest were identified across mining and processing operations. These were grouped into the following interrelated work areas for investigation: high intensity selective blasting, in-pit crushing and conveying, preconcentration, energy efficient comminution circuits and technologies, coarse particle flotation, and water recovery optimisation. Investigations have included reviews of industrial data, modelling, simulation, and laboratory and pilot scale trials. In some areas industrial scale trials will commence shortly. This paper discusses the investigations and key findings from the project so far; highlighting the possibilities for reducing energy consumption, water usage and carbon emissions. A particular mining process may incorporate any combination of the alternatives identified and requires tailored solutions based on a detailed understanding of the ore deposit, the process and local conditions. The focus is on improving resource efficiency; creating more value with less impact and consequently a better economic return from the available resource. Technologies exist today that can transform mining into a more efficient industry for tomorrow.CITATION:Duffy, K, Valery, W, Jankovic, A and Holtham, P, 2015. Resource efficient mining processes of tomorrow, in Proceedings Third International Future Mining Conference, pp 227–238 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Nov 4, 2015

By T N. Little

The aim of any rock breaking activity is to achieve success by developing designs that are blasting objective-specific and geology-specific, and then implementing such designs. This paper targets mining geologists with the aim of extending their knowledge of the rock fragmentation processes and providing insights to the significant relationships between geology and blasting. There are two main relationships, and if mining geologists appreciate both these relationships, then they can play a key role in optimising production. The business risk continuum is introduced to support this understanding. The first relationship is between geology and potential blasting hazards, and the operational complexity required to manage those risks. The risks associated with eight different ground types are discussed in terms of ground conditions, hazards and controls. These types are: reactive ground, hot ground, geothermal ground, fibrous ground, cavernous ground, combustible ground, pyritic ground and conductive ground.The second relationship is between the bench geology and blasting results. The blasting results discussed include: muckpile characteristics, remaining rock faces and blasting emissions. In this regard, some detailed insights and graphical examples are given for the influence of geology on blasting emissions, in particular, vibration, airblast and flyrock.A detailed description of the geological materials themselves can convey much useful information for blasting operators provided they are able to utilise this knowledge. Geologists are ideally suited to provide this description more effectively if they are familiar with the blasting process and the rock mass properties that influence blasting hazards and blasting results. It is also important to have clear statements of blasting objectives and associated operational targets, and this will maximise the likelihood of achieving the desired outcomes. The main aim of the paper is to highlight that geology is currently not fully utilised in the blasting process. In this regard, geologists are often not entirely aware of the blasting process and how they can contribute. The two significant relationships discussed above are integral parts of this process, and thus they are discussed as separate issues in the main body of this investigation.

Aug 22, 2011

By P Tzeferis

An exploratory laboratory work was carried out on microbial leaching of poor non-sulphide nickel ores, not amenable to conventional mineral processing operations. The results have shown that domestic low-grade lateritic ores of limonitic or haematitic type are amenable to bioleaching by fungal strains of Aspergillus sp and Penicillium sp. Maximum nickel and cobalt recoveries achieved were 60 per cent and 50 per cent respectively. Losses of soluble nickel in the fungal biomass were found in the range 3 - 11 per cent. Chemical analysis of the leach liquors showed the presence of significant amounts of citric, oxalic and other organic acids, indicating the role which certain metabolic products of fungal activity may play in the process. Possibilities for future investigations are discussed.

Jan 1, 1997