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By A L. de Ambrosis, S J. Clarke

In the non-codified realm of tunnel design there are issues which are sure-fire instigators of controversy. This paper presents a discussion regarding one particular issue which in the authors’ experience often results in comment and debate. This issue only forms part of the rock load assessment process, but it is specifically addressed with the intention of presenting a rational basis for design, which may result in broader acceptance within the tunnel design community.The issue considered relates to the characterisation of in situ rock stresses for the design of tunnel support in the Sydney Basin. A summary is given of the literature on the topic, with emphasis on the main sources of uncertainty and contention. A design approach is proposed, with particular focus given to the numerical modelling of in situ ground stresses and the approach used to ensure that the adopted stress regime is consistent with the assumed ground model. The resulting variability in the initial stress field is discussed and comparisons made to the test database.CITATION:de Ambrosis, A L and Clarke, S J, 2014. Characterisation of in situ stresses for tunnel lining design in the Sydney?Basin, in Proceedings 15th Australasian Tunnelling Conference 2014 , pp 247–252 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Sep 17, 2014

By R Terracciano, J Schneider

Willemite (Zn2SiO4) is one of the main zinc carriers in several Neoproterozoic carbonate-hosted non-sulfide deposits ofNamibia and Zambia. Willemite commonly replaces sphalerite, but it may also replace the carbonate host rocks. Fluid inclusions, cathodoluminescence petrography and trace element geochemistry are crucial to distinguish between hypogene, high temperature and low temperature (possibly) supergene willemites. A global period of willemite mineralisation, extending from Cambrian to Lower Ordovician has been proposed for the southern hemisphere. An EXTENDED ABSTRACT is available for download. A full-length paper was not prepared for this presentation.

Jan 1, 2008

By J Kwak

Driving sustainability concepts and practices into the heart of the design process is the key to achieving a successful, sustainable plant design. Engineering design practices, tools, systems and methodologies should be prepared around true eco-efficiency parameters, adopt wholesystems-thinking and consider life-cycle impacts for the design task. Experience dictates that the application of sustainable plant design practices is most likely to succeed if: The principles are well documented and explained. All stakeholders agree on what sustainability means. Sustainable plant design is treated as a core process. The principals of sustainable plant design are equally applicable in brownfield and Greenfield environments. Although brownfield situations provide the designer with less latitude for change, these types of projects do allow easier measurement and demonstration of relative impacts. This paper further develops the above points by drawing on case studies from HatchÆs repertoire.

Jan 1, 2004

By C Rule

In 2003, Anglo Platinum, in a joint development with Xstrata Technology, installed the world’s first 10 000 litre IsaMillTM in a concentrate regrind duty at the Western Limb Tailings Re-treatment Plant. The success of that installation was the enabling event for Anglo Platinum to proceed with a substantial investment in horizontal stirred milling technology. Since 2006 an additional three IsaMillsTM in concentrate regrind duties and a further 18 IsaMillsTM in the more technically challenging coarse grinding mainstream applications, have been commissioned in group Concentrator operations - bringing the total number of IsaMillsTM installed in Anglo Platinum plants to 22.A collaborative approach between Anglo Platinum and Xstrata Technology towards improving milling efficiency and reducing operating costs, through internal mill component wear optimization and operating recipe development, has resulted in further improvements in the overall success of IsaMillsTM in the flow sheets of many Anglo Platinum operations. The addition of IsaMillsTM in the Anglo Platinum flow sheets has improved plant PGM recoveries by as much as 5%.This paper explores the improvements made to the IsaMillsTM flow sheet and mill internal design and shares some of the operating experience with IsaMillsTM technology in Anglo Platinum

Aug 8, 2011

The mining of Australia's rich and diverse mineral resources has been central to the development of the continent by "Europeans" over the past two hundred years. Mining has historically been encouraged (to varying degrees) by development-orientated state governments (the. managers of largely Crown-owned resources) and since Federation, by successive Com- monwealth governments (which have seen mineral development as a means of generating export revenue to fund predominantly social-welfare orien- tated budgets). This marriage of convenience between governments and the mining industry has to date served all parties well. However, Australia's entry to a new world economic environment at a time that community percep- tions are changing (owing to an education-inspired challenge to "old" values) is challenging the hitherto held assumption that mining develop- ment is always aligned with the well-being of the State and community. Issues such as the type and extent of State/Commonwealth government taxation, resource ownership and control, the environment, land use con- flict, the extent and desirability of secondary processing and infrastruc- ture funding are being debated in the public arena. Opponents of mining in the community are well-organised and are well funded, articulate and more importantly, they have effective communication channels with most governments, irrespective of political complexion. Apart from some television-orientated corporate image building and recent efforts by AMIC, the industry's response to this challenge has been unco-ordinated, poorly directed and arguably ineffective. Professionals working in the industry are concerned about the community's perception of themselves and their industry. Recognizing that the Australian democratic system ensures that, in the large, government at its various levels, is reflective of and responsive to the views and aspirations of people, the industry's response must be wide- ranging, equally articulate and couched in a form which is politically acceptable. New objectives in providing information to the public and its educators must be formulated. Moreover, professionals are looking for new directions from industry leaders. The Institute is well placed to facilitate this process.

Jan 1, 1988

By A M. Lechner, V Glenn, M Edraki, D R. Mulligan, C Unger

With more than 50 000 recorded abandoned mines in Australia, effective management strategies are needed to prioritise and manage health, safety, environmental and socio-economic risks and opportunities. This paper reviews international leading practices for abandoned mine management and identifies key issues that need to be addressed in the Australian context. As well as the academic literature, this review draws on a 2008 global legacy site survey and forum in 2008, a Churchill Fellowship study of abandoned mines and the recently released æStrategic Framework for Management of Abandoned Mines in the Minerals IndustryÆ (MCMPR/MCA, 2010).A conceptual model was developed to identify the relationship between key issues affecting the management of abandoned mines in Australia. The conceptual model is then used in the development of a maturity chart which draws on risk management principles to provide leading practice guidance for abandoned mine managers, jurisdictions and stakeholders. The maturity chart approach for risk management has been successfully used elsewhere to evaluate safety, environmental and socio-economic maturity.CITATION:Unger, C, Lechner, A M, Glenn, V, Edraki, M and Mulligan, D R, 2012. Mapping and prioritising rehabilitation of abandoned mines in Australia, in Proceedings Life-of-Mine 2012 , pp 259-266 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 10, 2012

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

Two separate mine rehabilitation programmes carried out by Australian Consolidated Industries Limited (A.C.I.) in South Australia at Normanville and Port Lawler are discussed. Emphasis is given to the methods used, the results achieved and to possible future improvements.

Jan 1, 1976

By H Kim, M J. Sun

Global steel companies are actively combating climate change by reducing carbon emissions. Traditional steel production, using the blast furnace (BF) – basic oxygen furnace (BOF) process, heavily depends on coal and emits substantial CO2. To mitigate this, companies are transitioning to the more eco-friendly DRP (direct reduction plant) – EAF (electric arc furnace) process, which lowers CO2 emissions. This study quantitatively evaluates the impact of increased hydrogen consumption on the carbon footprint of product (CFP) through an analysis of direct reduction process heat and mass balances. The study prioritises a comprehensive material balance based on mass conservation principles. The heat balance is calculated using differences in enthalpy through state energy properties, avoiding heat consumption. Validation using operational data from Hyundai Steel Dangjin works’ blast furnaces shows close alignment between calculated results and actual data, with less than 1 per cent error. This methodology facilitates a detailed analysis of the direct reduction process, offering insights into its feasibility and efficiency. Analysis of the operational impact by increasing the hydrogen ratio demonstrates reduced CO2 emissions and increased heat requirements due to the endothermic nature of hydrogen reduction, in contrast to the exothermic CO reduction. Possible solutions include raising reducing gas temperature or enhancing flow rate. The study effectively utilises designed heat and mass balances to assess material quantities and thermal balance under different operational conditions. It lays the foundation for the initial direct reduction process design, aiding in deriving and optimising operational parameters. Additionally, it provides valuable insights into the challenges of increased hydrogen, contributing to the production of greener steel by addressing these issues.

Aug 21, 2024

Powered support plays a major role in longwall mining and improper selection may lead to a disaster. While different countries follow different norms, a universal approach is needed to be developed. For this purpose, a computer program C-ALPS

Jan 1, 1998

By B Mack

The cost of water treatment is now more than ever a major consideration for maintaining an environmentally and economically sustainable mining operation. As an industry, we often have to consider water sources that are highly impure and difficult to treat. We are also discovering the value of our waste waters in this regard and using new and improved methods and technology to reclaim and reuse water. In many instances, the water or waste water to be treated is highly acidic and saturated in sparingly soluble salts. Conventional systems used to liberate this type of water typically involve high doses of lime with large volumes of waste sludge produced, and are comparatively complex to operate, to pretreat the water in order to reduce scaling tendency on the reverse osmosis stage. However, if the water is considered valuable for reuse, then why not avoid difficult and cumbersome pretreatment processes and treat the water at low pH to keep the sparingly soluble salts, metals and other dissolved species in solution. This paper describes a patented technology that uses and successfully proves this concept as a cost effective option for certain situations. Results from a treatability study on an Australian groundwater are discussed, along with an economic comparison to a conventional method and discussion on full-scale potential.

Jan 1, 2009

By R M. Lonsdale, M D. Goodz

"With an ever-increasing dynamic business environment, successful stakeholder engagement is becoming more fundamental to achieving desired outcomes in today’s mineral resource industries. It is imperative to be proactive in correctly identifying all stakeholders and initiating early contact. This builds trust relationships, which are essential to ensure future decision-making processes are streamlined.Often neglected is a company’s obligation to select the correct team to represent its values and mission. The company requires representation that demonstrates an understanding and commitment to its operations and people, the safety and health of the community and environment, and most importantly, represents the decision makers. Stakeholders need to believe that the engagement process is genuine and that the company representatives are aligned towards targeted outcomes that will benefit all stakeholders in some way.Among others, stakeholders include shareholders, staff, families, community, service and supply providers, regulators, land managers and the political/financial framework. Depending upon the mineral product, stakeholders may include ports, international offtake clients and those along the route. New stakeholders continually evolve during mine life, and the engagement process requires an investor–community–public relations (IR/CR/PR) team to anticipate change and actively scan perception and chatter.Successful communication is more than delivering a message; it is about engaging stakeholders and confirming the feedback loop to ensure the correct message is communicated and the relationship is strengthened.The nature of the mining company’s branding and the public’s perception of company intentions will dictate whether there is willingness to allow the company to follow its desired path. This in turn controls the company’s most scarce resource – time. Timing is fundamental to achieving targeted outcomes with minimal cost and delays, marketing in a peak cycle and acquiring critical capital for development and growth.Branding and stakeholder engagement effectively controls and extends to the company its social licence to operate.CITATION:Goodz, M D and Lonsdale, R M, 2016. Stakeholder engagement – who are you, what do you stand for and why? In Proceedings International Mine Management Conference, pp 239-248 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Jun 22, 2016

By R Dunne, W McCallum

Continuous improvement might be defined as seeking incremental improvement over time through improved equipment, processes, technology and the efforts of people. Most people working in ore processing facilities embrace the general principles of continuous improvement. However, given the industry-wide issues with skilled personnel and the constantly changing environment in ore processing facilities, it is often difficult to identify improvements in a facility over a given time period. The driver for these outcomes is the use of basic principles and technology to achieve best practice targets. The process involves four stages: develop standards of practice to define best practice in specific areas; write procedures to guide the organisation towards these best practices; implement the procedures and develop a review process to provide a method of measuring performance against best practice.By reviewing performance against best practice on a regular basis, the organisation measures progress towards the best practice targets and the incremental improvement between these regular reviews is a measure of continuous improvement.This paper provides the background for developing standards of practice for metal accounting, metallurgy and metallurgical management. The paper also describes how standards of practice can be used to develop continuous improvement and the skills set of the departmentÆs leadership team.CITATION:McCallum, W and Dunne, R, 2012. Metallurgical management tools for continuous improvement, in Proceedings 11th AusIMM Mill OperatorsÆ Conference, pp 225-230 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Oct 29, 2012

By R Morrison, P Walters, B Adair, V Jokovic

‘Grade Engineering<sub>®</sub> is an integrated approach to coarse rejection that matches a suite of separation technologies to ore specific characteristics and compares the net value of rejecting low value components in current feed streams to existing mine plans as part of a system-view’ (Walters, 2017). Two of these technologies are directly recoverable through screening stages: Natural Deportment and Induced Deportment. The potential for taking advantage of “Natural Deportment” by size following blasting and crushing has been demonstrated for a range of ore types. Simple and low cost screening can in some cases generate a fine product with improved grade and a lower grade oversize which can be directed to leach or to waste. Where an ore body consists of many different ore types, the traditional approach of blending to metal grade will often add to complexity of treatment, which will reduce the effect of “natural deportment” by size.CITATION: Jokovic, V, Walters, P, Adair, B and Morrison, R, 2018. Applying enhanced grade engineering to complex ore bodies, in Proceedings Complex Orebodies Conference 2018, pp 21–23 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Nov 21, 2018

By M Gabbitus, B Young, T Lukins, M Slater

This paper details the implementation of a new type of grade control system at the Black Star open cut mine in Mount Isa, Queensland. It explores the site requirements for grade control, what as previously in place and what the site required moving forward. It also details some of the features of the system installed and why it was chosen over other grade control systems available. Black Star open cut mine has been in operation since late 2004, and was developed to extract the surface extents of the Ag-Pb-Zn mineralisation previously mined in the Isa Lead Mine. Black Star is currently mining seven distinct orebodies in and around active void hazard zones and hence, its grade control requirements are very detailed and complex. The implementation of a new system to manage the model update and block out processes was, therefore, of critical importance to the site and required a detailed understanding of the requirements of the entire mining team from drilling through to geology, survey and production. Having previously run the grade control process using site specific æblack boxÆ scripts and macros, Black Star needed to implement a more open, auditable and flexible system, which allowed the geologists to control the process and make strategic changes as the situation demanded. MineSightÆs Axis Grade Control, with its flexible, generic framework for managing the process, met these demands. Being an out of the box solution that requires minimal setup and training was also a key factor in the decision to use it.CITATION:Lukins, T, Slater, M, Gabbitus, M and Young, B, 2012. The introduction of axis at Black Star Open Cut, in Proceedings Eighth Open Pit OperatorsÆ Conference , pp 71-74 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Sep 18, 2012

By M I. Roberts

Corporate and workplace culture, as many owners, directors, executives and managers know, is by far the most powerful determinant of productivity. It’s much more significant than buildings and equipment. Yet although no one today would build a building or machine without a plan, few leaders have a plan for building and sustaining a safer and more productive culture.Using practical ways, culture can be planned and shaped as desired. Success requires implementing a project plan for changing the systems that drive behaviours that in turn shape attitudes. The combination of behaviour and attitude together with leadership largely shape culture.To improve performance, leaders need to:1. improve the organisational systems that drive behaviour2. action a project plan for improving specific performance metrics 3. demonstrate leadership that is conscious, disciplined, committed and passionate for purposeful use of human energy.This paper explains all three factors in practical ways with operational and corporate examples. It details understanding and applying the power of fundamental statistical analysis tools to recalibrate, focus and drive proactive leadership that takes responsibility for process improvement, supporting people and ensuring accountability.Experience and practical understanding of human and organisational behaviour confirm that the Measurement ? Analysis ? Reporting system combined with conscious leadership is by far the most powerful driver of behaviour. This wisdom produces profound changes in leadership style and behaviour. It develops outstanding leadership to create and sustain a safe and highly productive culture reliably producing consistently high quality products. It is the key to developing accountability, employee retention and a sustained competitive advantage.CITATION:Roberts, M I, 2016. Building safe, productive cultures and leadership, in Proceedings International Mine Management Conference, pp 163-178 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jun 22, 2016

By G S. C Murray

Major mining projects are developed with the assistance of lending institutions who provide hundreds of millions of dollars in funding over several years, and of course expect those funds to be returned with interest. Two Australian banks have adopted the Equator Principles, an emerging financial industry benchmark for assessing and managing environmental and social risk in project financing. Project financiers have encountered environmental and social issues that are both complex and challenging, particularly with respect to projects in the emerging markets of Asia-Pacific and elsewhere. There are many recent and historical examples of failures by resource companies to effectively manage their environmental, social, safety and security risks, some of which have caused the project to fail completely, and some of which have caused the temporary cessation of production. These events put the financial institutionsÆ funds at risk through inadequate management capacity and non-compliance adversely affecting the ability of the borrowers to repay the loans. They can also reflect adversely on the reputation of the lending institutions. In assessing these risks, lenders are increasingly looking at the track record of the borrower in its country of origin and in other countries where it operates. Lenders are wary of companies that have one standard for operations in a developed country, where the regulatory environment may tightly control what they do, and another standard for operations in countries where the regulatory regime is perhaps less stringent. Lenders may require environmental and social reviews or audits to be conducted on their behalf by competent third parties prior to a loan being approved, and annually over the life of the relationship. The mining industryÆs concept of the unwritten æsocial licence to operateÆ is highly relevant in relation to the delivery of community benefits that are sustainable post-mine closure. This paper provides examples of recent practices that support financial viability and sustainable development, as well as examples of some failures that have put lenders at risk.

Jan 1, 2007

The first stage in the refining of lead blast furnace bullion is the removal of copper and is normally done as a batch process in open kettles.A number of attempts have been made to establish continuous processes operating in reverberatory type furnaces, but the growth of accretions in the furnace has always presented a serious problem.The Broken Hill Associated Smelters Pty. Ltd. (RH.A.S.) at Port Pirie have overcome this problem by constructing a reverberatory furnace and ancillary cooling system of a novel design.Although a number of mechanical and metallurgical problems still remain to be solved, it is claimed that a workable continuous copper drossing process has been established.INTRODUCTIONLead bullion emerging from the blast furnaces at Port Pirie is at a temperature of about 1100°C and contains, among other impurities, about 1 per cent of copper.The first stage of refining is the removal of this copper by a drossing operation and in the past this was done, batchwise, by allowing the bullion to cool back in 100 ton kettles.At about 700°C, copper dross begins to separate as a crust on the surface of the kettle and this separation was allowed to continue down to about 450°C when the crust was brokenup and skimmed manually using a long handled, balanced, spoon. The dross was then smelted in a reverberatory furnace to produce a saleable copper matte and separate out lead bullion, which was returned to the drossing kettles. The copper content of the drossed bullion was then further reduced by a sulphur treatment process.The drossing operations involved hard manual labour under arduous conditions and the pouring of hot bullion into...

Jan 1, 1963

Large deposits present computational challenges to todayÆs commercial orebody modelling systems that are based on conventional block models. We describe a system that is specifically engineered to model and visualise large deposits. Central to the system is linear octree encoding of conventional block models and real-time conversion of three-dimensional (3D) meshes to linear octrees. We provide both methodological treatment and practical experience in implementing such a system. A commercial implementation is also presented to demonstrate the validity of the approach.

Sep 26, 2011

This paper looks at the development in management education for engineers at the undergraduate level with particular reference to mining engineers. The management core content of the engineering degree course at Ballarat C.A.E. is described is some Detail.

Jan 1, 1986