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The past decade has seen a great increase in activity in deep seismic reflection profiling of the continental crust. Some 20 countries have conducted field experiments and the total length of deep seismic profiles surveyed to date is approximately 25,000 km. This total is very large compared to the quantity of such data that existed previously, but very small compared to the total length of seis- mic profiles of the shallow crust carried out for petroleum exploration, which some- times has exceeded 600,000 km on land in one year alone and 1,600,000 km/yr on land and sea. Furthermore, 25,000 km of seismic pro- filing corresponds to exploration of only a tiny fraction of the total volume of the entire continental crust. Thus at this stage of development of the subject, one must be wary of generalizations that are based on these limited data and then ex- tended in scope to include the crust everywhere. The state of the subject is such that virtually every new seismic line reveals totally unexpected seismic fea- tures, a sign that the subject is in its major discovery phase and a warning to the generalizers. Nevertheless, in addition to much new information on deep crustal structure in specific locations, some broad consequences of application of this powerful geophysical technique to a region of the earth not pre- viously explored in this manner are be- coming clear. One is that, as seismic data on the deep continental crust become more abundant and more revealing of complexi- ties, the deep crust can be far better re- lated to rocks at the surface. Conse- quently, the geological style of reason- ing is now being extended from its normal domain of the near-surface to include the deepest crust in a comprehensive story of the evolution of the continents. This change is a subtle but important one and is evident, for example, in some cross sec- tions of the North American Transect Pro- gram, which show surface geology extended in a consistent, though speculative, manner to the top of the mantle. In other words,

Jan 1, 1987

By D Monaghan

Pumping water for dewatering and water supply is a major component of electricity consumption at mining operations and hence is a significant contributor of greenhouse gas emissions. Pump systems at a typical mine site can be broadly split between above ground centrifugal pumps (generally used for water transfer) and submersible borehole pumps (generally for dewatering and/or water supply). In contrast to above ground pumps, submersible borehole pumps can be subjected to varying duty points (total pumping head and flow requirements) as a result of changing bore water levels and yields, particularly in mine dewatering bores. Typically, much higher pumping rates are required at the commencement of dewatering to remove groundwater storage and to intercept sufficient groundwater throughflow to achieve target drawdowns. Once target drawdown levels are reached it often only requires much lower pumping rates to maintain target drawdowns. Pumps sized to remove the large initial volumes of stored groundwater often end up too large for the lower flow rate required for æmaintenance pumpingÆ. This often results in pumps operating inefficiently, a problem which can be made worse when pumps are throttled to reduce the pump output to better match the reduced bore yield. Current standard operating practice places little emphasis on the electricity consumed by pumps, with the focus often being on minimising capital expenditure (æIf it ainÆt broke donÆt fix itÆ). Submersible pumps can have extended service lives of ten to 20+ years. However as the capital cost of a pump typically represents only five per cent of the life cycle cost, the vast majority of the life cycle cost is energy usage.Through the implementation of a regular review of the operation of borehole pumps, significant reductions in electricity use and associated greenhouse gas emissions can be achieved without impacting the dewatering schedule. In most cases, the capital cost of replacing pumps is more than offset by savings in operating costs. These potential savings become even more significant when considering proposed future carbon tax levees.This paper presents examples of the opportunities for significant reductions in energy, greenhouse gas emissions and overall costs that can be achieved for a range of dewatering scenarios.

Jan 1, 2009

By Korsch RJ

Permian oroclines in eastern Australia must have formed by sliding on a detachment surface. It is identified as a westward- dipping Devonian and Carboniferous sub- duction zone. Major strike-slip faults probably sole out on the same surface. One major fault with an associated serpentinite belt was pulled away from the craton abd bent into loops. Basins formed in the loops.

Jan 1, 1987

In the mid-1990s, after a long period of antipathy between the company and its detractors, Rio Tinto embarked upon an ambitious cultural change program that sought to transform the fundamental basis of its relationship with global, national and local stakeholders. This has evolved into a broader pursuit of positive cultural change within Rio Tinto as part of the mining industryÆs Sustainable Development initiative. Initially driven from the top down, the communities component of this program comprises an architecture of policies, value statements, social research and verification systems. The commitment to better community relationships is best exemplified in Australia by the scope and scale of the GroupÆs Aboriginal land access agreements, community development programs and the work of the Rio Tinto Aboriginal Foundation. While collectively these form the core elements of an evolving set of internal social competencies, development of second-tier competencies is required to organically embed a culture of sustainable relationships with local and regional communities. Second-tier competencies will include appreciation of social dynamics, social science and diversity at middle management level; rigorous social research that properly informs development options for companies and host communities; career paths and recognition within the mining industry for young professionals both generally and from stakeholder communities; proper community-needs assessments, research into such things as purchasing power and other economics data, and inventories of public goods such as land-carrying capacity and water availability. Without this information it is difficult to gain an appreciation of and to alert people to the consequences of change brought on by a mine. The next decade will see second-tier social competencies promoted within successful mining companies. Measures to achieve this include a range of Human Resource (HR) incentives such as recruitment and career advancement based on broad competencies rather than narrow technical proficiency, humanities training for mining professionals and performance rewards that recognise social competence. A sustainable future for mining in a globally connected social landscape requires selection of people who can listen, relate and act in an open social system. The challenge for the mining industry, its professional organisations and educational institutions is to acknowledge this and develop these new aspects of mining industry professionalism. This cannot be left to individual companies if the industry is to have a sustainable future.

Jan 1, 2002

The undeniable fact of life in the next 25 years will be the increasing difficulty of the physical conditions of Australian orebodies facing future miners. We are all familiar with names such as the 3000 orebody at Mt Isa, Hilton, Century, Macarthur River, Cannington, and Ernest Henry. These projects represent a significant. proportion of the planned underground mine development in Australia. Moreover, many of these new orebodies are an order of magnitude more difficult to mine and process than their predecessors. Extraction will be from deeper and potentially more hazardous working environments. Occupational health and safety considerations will place unprecedented demands upon mine operators and technology providers of the future.

Jan 1, 1994

By K Biegaj

During the author’s 25+ year career in mine management in various parts of the world (mostly in Australia), the author has been privileged to live and work in mining towns (not FIFO) for more than 20 years. And has personally observed other people from the mining industry carrying out work at home in an unsafe manner, eg pushing lawn mowers whilst wearing thongs or performing electrical jobs whilst standing on aluminium ladders, as well as many others. It is common that injuries sustained at home whilst on break are not reported upon arrival back on a mine site. A large number of compensation claims for injuries at work, which in fact had been sustained at home, come at substantial extra costs to mining companies.

May 5, 2022

By Carthew SJ

The early period of South Australia's mining history was dominated by Cornishmen as large numbers of miners and their families migrated to escape closure of the Cornish copper mines. Records show that Carthew families migrated from Kent and Cornwall to South Australia. Those from Redruth, Cornwall, were miners and their family history provides an insight into the condi- tions under which early miners lived and worked. Carthews are one of the oldest surviving mining families in South Australia and their movement pattern has been typical of many other early Cor- nish mining families.

Jan 1, 1987

Quality Assurance has become a buzzword amongst governments and industry. Notwithstanding the world class work done by its committees in developing codes of ethics and of practice in field geological handbooks, mining cost estimation handbooks, and reserve estimation, the AusIMM could better prepare its membership for QA. MICA could provide a simple set of guidelines to enable consultant members to develop their own QA procedures manual conforming to AusIMM Codes and to IS09003, and AS3903.

Jan 1, 1994

It is my role at this juncture to report to you on behalf of the Council of Mining and Metallurgical Institutions itself. In essence, the Council is an orbital body - a little like Halley's Comet - it returns to earth, in spectacular style, once in every four years. We must acknowledge, however, that the spectacle is provided by the constituent member body organising the particular event and, on this occasion, it is The Australasian Institute of Mining and Metallurgy. On behalf of the Council and its other constituent bodies may I thank the Australasian Institute most sincerely. Our thanks go to Sir James Foots, the President of the 13th Congress, and to all the members of the organising committee and to the five sub- committees. Over 40 people are involved as full members and I am certain there will have been many more involved in very meaningful ways. None of this great- team would ask me to mention them individually, I'm sure, but to fail to acknowledge the role of John Funnell, the Honorary Secretary, would be an unforgivable omission. We must also thank the kindred institutions in Japan, Korea, Thailand, Malaysia, and Indonesia who all helped with the tours themselves or with the initial preparations. Qantas, Jetabout Australia, and Jetabout Singapore have all also made very important contributions and, in our different ways, we each owe our thanks to them. At the two most recent meetings of the Congress - in Hong Kong and Johannesburg - Professor Marston Fleming made this report on behalf of the Council and was supported on both occasions by Robert MacWilliam as vice- chairman. Marston died in 1983 and Robert died in 1984; both men contributed a great deal to CMMI and we will miss their counsel for a long time. As you know, Sir Alistair Frame succeeded Marston Fleming as chairman in 1984 and I succeeded Robert MacWilliam as Vice-chairman.

Jan 1, 1986

By J Johansson, J Lööw

There are many reports about how the new technology will affect our work, sometimes they are utopian but often dystopian. Most of the visions describe the industrial work, while the work of the managers does not seem to be affected. In this article, the authors will discuss how the new technology within the concept of Mining 4.0 changes the conditions for leadership and the work of managers in a modern mining industry.

Sep 1, 2024

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

East Nelson and Marlborough, in the northeast of the South Island, contain a wide variety of metallic minerals, including gold, silver, copper, chromite, antimony and scheelite, but no sustained metallic mining industry has evolved. Gold was the most sought-after mineral during the first century of European settlement and numerous discoveries were made but these failed to live up to expectations. While traces of gold are widespread in east Nelson, including in quartz veins in Nelson City, no payable deposits were found. In Marlborough the probability of a gold discovery had initially seemed remote but all this changed with the finding of rich deposits in the bed of the Wakamarina River in 1864, which provided a much-needed boost to the provincial economy. However, the decline of gold mining in Marlborough began virtually as soon as it had commenced. Extensive floods in 1865 hastened the exodus of miners to the profitable new fields of the West Coast.

Jan 1, 1993

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

While the new Minister of Economic Development sends his apologies at being unable to speak at this Conference, I am delighted to present on his behalf. The Ministry of Economic Development is not only responsible for managing the Crown mineral estate, but also for developing initiatives and policies to promote regional economic development and for managing the GovernmentÆs broader economic development strategy. IÆd like to talk to you today about the critical links that need to exist between these three areas.   I am going to start with a question for all of you. What do these towns have in common? +        Waiuku, +        Thames, +        New Plymouth, +        Nelson, +        Greymouth, +        Arrowtown, +        Reefton, +        Palmerston, and +        Dunedin.   The answer is minerals. These towns were nearly all founded on the back of minerals and mining. In the case of Greymouth it was gold that brought the people to the mouth of the Grey River and it is coal that sustains the town.   In 1870 the town of Shortland had 20 000 people, 90 hotels and was twice the size of Auckland. We now know Shortland as Thames, and of course Auckland is considerably larger. One wonders whether the good folk of Shortland suffered from ætraffic jamsÆ with 90 pubs to navigate between. Gold mining in the Aorere River near Collingwood led early entrepreneurs to develop the land surrounding Nelson as a food basket to sustain the mining population. Nelson is still thriving on this legacy today. The town of Palmerston was founded in 1862 as a stopping point for gold miners heading into central Otago. The gold rush made Dunedin New ZealandÆs first highly industrialised city. Reefton on the West Coast was the first town in New Zealand to have electric lights and in the recent past we were wondering whoÆd be left to turn them off. New Plymouth, and Waiuku are still known as energy and mining centres.   By contrast once thriving towns like Capleston, Canvastown and Blackball are just names on a map now, and at the extreme you have places like Waiuta which has been reclaimed by the West Coast forest. Queenstown was built off the back of the gold rush, but by 1900 with the gold gone, only 190 people lived there yet Queenstown has managed to rebuild itself thanks to some other stunning natural assets. These examples help illustrate three key points that I am sure will each be extensively linked with our minerals and mining industries. First, NZÆs development and that of its regions has been, and continues to be, inextricably linked with our minerals and mining industries.   Second, things change. Sectors, regions and countries must continually adapt and improve if the are to avoid the fate of the Waiutas of this world. And third, the development challenges faced by NZ and its mining industry in the 21st century are vastly more complex than in the past. Governments and industry alike must balance and respond to a range of domestic and international environmental, cultural, economic and other interests and considerations. If you thought of your industry as æjust digging holes in the groundÆ then you may as well simply stick your head in one!

Jan 1, 2005

Following a decline in direct and indirect employment in the minerals industry between 2000 and 2003, the situation reversed in 2004 and employment rose by 12 per cent. Furthermore, there are forecasts of continuing employment growth in the minerals industry in the immediate future. For those of us charged with promoting the virtues of a career in the minerals industry this is encouraging news, as it provides us with the evidence to promote the increasing employment opportunities of a healthy and vibrant industry. However, for many others û particularly the employers in this industry û the news is not so rosy. The jobs are there, and in increasing numbers, but the workers arenÆt! Employers right across the industry are finding it increasingly difficult to fill vacancies with suitably qualified and skilled employees and the competition is becoming fiercer. In the minerals and energy sector, questions are being asked and solutions sought on the industryÆs ability to attract and retain a skilled workforce. From many quarters û industry, government and the education sector, calls for urgent action are becoming louder. The reasons for this are well known û the nature of the work, the remote location, perceptions of the industry, an aging workforce, the gender imbalance, the shrinking demographic of school leavers. It is the latter I wish to focus on û the Generation Y demographic û those who have recently left school, those who are in higher education or have recently entered the workforce, or those who are still at secondary school. These young people are the next cohort of potential employees for the industry. But our need for them appears to be greater that their perceived need for us! How do we engage them so they are informed about the industry? How do we inform and advise them so they are prepared to consider further education and training in disciplines and skill areas relating to our industry? How do we guide and motivate them to give it their best shot and work in it û at least for part of their working life? These are fundamental questions that many within the industry have been grappling with for quite some time. Let me share with you some of the strategies that the Minerals Council is implementing to address this issue.

Jan 1, 2005

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

By R A. Medower

This paper provides a glimpse into the future of minerals processing with emphasis on æAutomation InnovationsÆ for the new millennium, particularly those involving advanced process control and innovative new applications of process control technology in 2007.

Jan 1, 2000

A combination of the needs of business, employee desires and safety and health considerations is stimulating increasing attention to the time spent by people at work and the timing of that work. Particularly we are seeing: - innovative work schedules for 24-hour mining businesses; and - response from industry to accommodate the needs, even the desires, of employees in return for systems which are more productive and more capital efficient. There appears to be an evolutionary trend for business management to become more sophisticated and responsive to the need for achieving close to best cost work schedules to sustain continuous improvement. The underlying motivating forces driving this trend for improved techniques in organising attendance at, and time spent at work, is the seemingly inseparable combination of technological advance and ever-increasing accumulation of capital. The mining industry has not remained untouched by this thrust for ever-increasing need for best use of labour, to adopt advances in technology and to provide attractive opportunities for putting accumulated capital to work. An essential component of this on-going thrust is a substantial effort by the mining industry to improve the performance of labour by providing most-productive work schedules.

Jan 1, 1996