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Sheaves are a critical safety component in a winding system and are expected to survive such extreme loading events as rope break. Sheave designs have often been developed and evolved empirically, consequently many existing sheaves are not necessarily subjected to the detailed analyses that are possible using todayÆs design tools. The design philosophy for sheaves is that the rope should be the weakest link in the system so that associated equipment can function safely for any load up to rope break. A number of failure mechanisms must be considered, but buckling is often prominent. During the course of investigating the feasibility of upgrading the hoisting capacity of a winding system, the capacity of all critical components was reviewed. The sheaves in the system were found to have insufficient spoke buckling capacity for the specified rope. A proposal to increase the spoke buckling capacity by connecting spokes together using a simple tie arrangement was evaluated and found ineffective. An alternative tie arrangement concept was developed and evaluated and shown to be adequate. This paper describes the finite element model, analysis approach and results for the original sheave and the two modifications. The contribution of the sheave rim to the total buckling capacity is evaluated. Some practical issues for spoke tie modifications are discussed.

Jan 1, 2005

By H M. Ahmed, W S. Dunbar

Construction of cave mining systems requires significant capital expenditure and long-term commitment of human, equipment and material resources before production commences. Risks and uncertainties of these large-scale mining projects are significantly higher than for small-scale projects. This is due to the complexity and interactions of the construction schedule components and the large scale and uniqueness of such projects. One way to successfully manage construction uncertainties that would lead to schedule delays is to include a reasonable cost contingency in the budget estimation. A real options approach based on the least-squares Monte Carlo (LSM) method is used to estimate cost contingency associated with schedule uncertainty in mass mining projects. Cost contingency is estimated as the cost of potential project crashing (acceleration) decisions, which pays for not extending the schedule. While such a significant undertaking is expected to be subject to some delays, these can have an enormous impact on the economic value of such projects. The value of the crashing option was explicitly formalised into the process of valuation, as it is assumed to be a single option being considered in the valuation at every decision point prior to the construction completion date. As a part of the proposed method, a stochastic function for the percentage of remaining scope of work for the remaining duration of the entire project was integrated into a framework of numerical simulations. This ensured that this function can implicitly account for sources of schedule uncertainties for projects represented by multiple and overlapping work packages. The LSM method was applied to a real case scenario in an operating block cave mine, with modified scale and features. The results yielded by the LSM method indicated that significant changes in capital budget allocation stem from variation in a contractor’s risk perception and confidence level of estimated delays.CITATION:Ahmed, H M and Dunbar, W S, 2016. Budget estimation and contingency allocation of block cave construction using least-squares Monte Carlo real options, in Proceedings Seventh International Conference and Exhibition on Mass Mining (MassMin 2016), pp 801–808 (The Australasian Institute of Mining and Metallurgy: Melbourne).

May 9, 2016

By R Baumgartner

The Canahuire deposit is a recently discovered Au-Cu-Ag epithermal deposit in Southern Peru. A geometallurgy program is a key study element of the project Feasibility study. Metallurgical, mineralogical, and comminution studies have been completed over a suite of samples, spatially distributed among the various geological/ore domains. The early stage of Canahuire presents challenges as there is a lack of metallurgical information to guide geometallurgical sampling, in contrast with an established deposit at a more advanced stage of development or mining. Nevertheless, the available information will assist in the development of geometallurgical domains for Canahuire in order to ensure that future metallurgical, mineralogical, and comminution test work is representative of the deposit variability. This supplementary knowledge will be able to predict important metallurgical parameters which will be incorporated into a geometallurgical model to spatial predict material types, metallurgical recovery and through put. The information obtained will be a valuable addition to the future mine plan, influencing process design, engineering design, plant operation, operating and capital costs, and ultimately will reduce project development risk.

Sep 5, 2011

By M Dusci, A Trueman, S Poos, R Baumgartner, M Brittan

The Canahuire epithermal Au-Cu-Ag deposit in southern Peru is a complex and challenging deposit for metallurgical studies. It has issues of gold locking in sulfides and non-sulfides, deleterious elements and acid rock drainage (ARD). From scoping study to feasibility study, there has been considerable improvement in the understanding of the important geometallurgical characteristics that need to be measured and modelled. This paper presents the current understanding and the requirements to continue to provide optimal models for mining studies.Significant effort has been put into understanding the genesis of the deposit. Improved spatial and temporal understanding of lithology, alteration, structure and mineralogy was used to build a geological and alteration model of the deposit.Early metallurgical programs quantified the effect of head grade on process plant recoveries, but the geometallurgical and statistical analyses did not identify other physical characteristics that influence these recoveries. The studies improved the understanding of the nature of locked gold which can occur as minute inclusions (< 5 ¦m) in sulfides (primarily pyrite with lesser arsenopyrite, pyrite being 100 times more abundant than arsenopyrite) and gangue minerals (quartz and carbonates) as well as solid solution in arsenopyrite and pyrite.The presence of pyrite and the limited buffering capacity of waste rocks increases the potential ARD, which will require mitigation costs before, during and after operations. Waste rock ARD potential has been classified and incorporated in the geometallurgical model. The current classification of waste rock at Canahuire, using international classification standards, is limited due to the complexity of the deposit.Complex deposit metallurgy necessitates a complex process flow sheet, including flotation and cyanidation. Economic recovery will be constrained by the relationships between economic variable grade, other elements and mineralogy. These constraints and inter-relationships are difficult to establish throughout the deposit with a single test. A follow-up geometallurgical program is under investigation and will attempt, with the help of additional test work, to map areas of higher and lower recoveries. It is hoped that metallurgical response can be linked to measurable parameters other than head grade. If this is possible, these factors can be incorporated into future geometallurgical models.CITATION:Baumgartner, R, Dusci, M, Trueman, A, Brittan, M and Poos, S, 2013. Building a geometallurgical model for the Canahuire Epithermal Au-Cu-Ag Deposit, Southern Peru - past, present and future, in Proceedings The Second AusIMM International Geometallurgy Conference (GeoMet) 2013 , pp 51-58 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Sep 29, 2013

By F Minz, P Lamberg, A Mwanga, C Lund, C Wanhainen, M Amiri Parian, J Rosenkranz

A geometallurgical model is currently built in two different ways. The first and the most common way relies on geometallurgical testing, where a large number of samples are analysed for metallurgical response using small-scale laboratory tests, eg Davis tube testing. The second, mineralogical approach focuses on collecting mineralogical information over the orebody and building the metallurgical model based on mineralogy. At Lules University of Technology, Sweden, the latter method has been adopted and taken further in four ongoing PhD studies. The geological model gives modal composition by the help of element-to-mineral conversion and Rietveld X-ray diffraction. Texturally, the orebody is divided into different archetypes, and liberation measurements for each of them are carried out in processing fineness using IncaMineral, a SEM-based technique. The grindability and liberation spectrum of any given geological unit (sample, ore block, domain) are extrapolated from the archetypes. The process model is taken into a liberation level by mass balancing selected metallurgical tests using the particle tracking technique. The approach is general and can be applied to any type of ores. Examples of ongoing studies on iron and massive sulfide ores are given.CITATION:Lamberg, P, Rosenkranz, J, Wanhainen, C, Lund, C, Minz, F, Mwanga, A and Amiri Parian, M, 2013. Building a geometallurgical model in iron ores using a mineralogical approach with liberation data, in Proceedings The Second AusIMM International Geometallurgy Conference (GeoMet) 2013 , pp 317-324 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Sep 29, 2013

By I Thin, L Morizzi, C Seymour, G Mungur

Olympic Dam has been investigating mine design options for the South Mine Area (SMA), which will continue using the existing sublevel open stoping (SLOS) method. The SMA is an undeveloped mining area, located south of the existing underground mining areas currently in production at Olympic Dam. The SMA study reached the stage where geotechnical inputs were required for stope design, infrastructure location and ground support forecasts. A large database of geotechnical data was collected to inform open pit designs for the ODX (Olympic Dam expansion) project (resulting from 659 drill holes). This geotechnical data has since been reprocessed to align with design inputs required for the SLOS mining method. The result has been the construction of a preliminary three-dimensional mining rock mass model (MRMM) that has been incorporated into preliminary stope mine design and infrastructure layout assessments, which have taken into account the predicted prevailing ground conditions.As with any model, it is necessary to improve the confidence in its predictability; therefore the model must be calibrated. The preliminary SMA MRMM was no exception. First pass calibration was possible with results from underground geotechnical window mapping from exposed rock mass conditions in the lateral development and surface geotechnical holes for ventilation shafts.The SMA project continues to advance and has started a program of resource drilling. Selected holes have been identified that target data limited areas. This will ensure that the data gaps are infilled in order to maintain the required data density required to improve the model confidence. In addition, further underground window mapping in the SMA will provide ‘mine scale drill hole’ data that can be used to either update the MRMM or as part of planned future calibration. Stope performance data from stopes will provide further valuable data for calibration purposes.The proposed paper will present the process and findings that have been followed in order to establish a well calibrated geotechnical model that can be used with an acceptable level of confidence in the ongoing refinements of the mine design and planning process for the SMA.CITATION:Thin, I, Morizzi, L, Mungur, G and Seymour, C, 2016. Building and calibration of a geotechnical model for sublevel open stope design at Olympic Dam, in Proceedings Seventh International Conference and Exhibition on Mass Mining (MassMin 2016), pp 523–532 (The Australasian Institute of Mining and Metallurgy: Melbourne).

May 9, 2016

By J A. Wells, K G. Thomas, R F. Dewhirst

"One of the contributing factors to the extreme cost escalation in the first decade of the 21st century was the increase in the amount and cost of engineering work that went into studies and projects. Various reasons for this were identified, including unsatisfactory productivity due to a shortage of experienced/qualified engineers, the increased complexity and infrastructure requirements of many projects due to location, metallurgy that is more challenging and increasing environmental and social requirements. These conditions often led to unsatisfactory project results in terms of cost and schedule blowouts and created a loss of confidence – both internally and externally – in the industry’s ability to complete projects on time and on budget.Technical fundamentals aside, the experience and effectiveness of project teams has had, and continues to have, a major impact on project cost, schedule and ramp-up to nameplate capacity and operating parameters. There are unfortunately too many examples of where project teams have not been as effective as they could or should have been, all to the ultimate detriment of the project.Using the authors’ extensive experience on both owner’s and engineer’s teams, this paper discusses some of the main reasons for suboptimal team, and hence project, performance and offers thoughts on how best to build and maintain project teams. The analysis and conclusions drawn are built around the Tuckman model of group development known as ‘forming-storming-norming-performing’, which was first proposed some 50 years ago. Given the importance of good teamwork to project success, understanding how project teams grow and become efficient and productive is an essential part of good project management that should receive more attention.CITATION:Dewhirst, R F, Thomas, K G and Wells, J A, 2016. Building and maintaining effective project teams, in Proceedings Project Evaluation 2016, pp 38–48 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Mar 8, 2016

By T J. V Duffy, L H. D Siahaan, P G. Albert

G-ResourcesÆ Martabe Mine in North Sumatra, Indonesia, is a US$700 M world-class and world-scale operation in a country which, with a few notable smaller scale exceptions, has had no significant hard rock mining development in more than ten years.The mine was commissioned in the middle part of 2012 and poured first gold on 24 July. At full production Martabe will produce 250 000 oz/a of gold and 2 - 3 Moz/a of silver at cash costs in the lowest quartile. The mine location is on the west coast of North Sumatra, which experiences annual rainfall of 4 m with no notable dry season, adjacent to seismically active fault zones, and relatively close to a rural community of 31 000 people with no significant industrial experience.The management team has successfully forged strong links with the various government departments and levels in Jakarta, North Sumatra Province and the local Regencies; developed long-term relationships with the various community groups within the local district of Batangtoru to build a sustainable social licence; has dealt with the physical and environmental challenges presented by the project location, and has successfully raised more than US$900 M over a period of three years for the original acquisition then the development of the project.Whilst in its infancy of operation, the mine is set up to deliver a long-term sustainable future for the company, the shareholders, and the people of Batangtoru and all stakeholders generally. The quality of the project execution and commitment by the company will ensure that maximum value can be delivered from Martabe, not just for the current mine life but from the significant exploration potential that exists on the large tenement area that the company has access to for 30 plus years.This paper will deal with the physical challenges associated with the design, the Indonesian government regulatory requirements for mine development, the social aspects of building a world-class project in a developing area, the in-country commitment necessary for any project development anywhere in the world and the successful funding arrangements for the mine development.CITATION:Albert, P G, Siahaan, L H D and Duffy, T J V, 2012. Building AsiaÆs latest hard rock mine, in Proceedings International Mine Management 2012, pp 189-204 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Nov 20, 2012

By B Beale

Bow-tie analysis is a commonly used tool to identify and display risks that have the potential for an undesired hazardous event. The output of the analysis are bow-tie diagrams, which are an effective and versatile communication format that can be applied to any type of risk. Contrary to their simplicity, a proper bow-tie diagram that maintains its usefulness and clear communication is difficult to build. Over two decades assisting Major Hazard Facilities with bow-tie analysis for Safety Cases, several common mistakes have been identified. This paper aims to highlight those issues with examples and provide improvement strategies. A sample of the most common mistakes are: - overly complicated risk analysis - poorly scoped and defined terms - poor descriptions and justifications - identifying too many dependent controls. Overly complicated risk analysis leads to wasted time in obtaining data for little gain. The bow-tie diagram is only a model. Effort should be redirected into identifying and managing controls that will make a tangible difference to site risk. Broad scopes lead to enormous and confusing bow-tie diagrams for both the user and the workshop team. Defining the scope of the study, the consequence severity of interest and critical control characteristics creates focused workshops and targeted analysis. With more definitive scope, there may be more bow-tie diagrams, however, they are succinct and specific. Well described causes are imperative for clear communication to users, regulators and future bowtie review workshop groups. It is best to use common wording structures and explain the event stepby- step. Also, clearly document any likelihood calculations and use data references where applicable. Identifying all possible controls creates a false sense of security that there are many layers of protection. In reality, most controls are dependent on a single system or person and could all be compromised from a single failure. A definition of a ‘bow-tie’ control is required whereby it must be independent from other controls. Improving the bow-tie analysis process will assist operators in developing meaningful and ‘operational’ bow-tie diagrams to support risk management systems and practices.

Apr 16, 2024

By F Jullian, L Jofre

Many maintenance managers find it difficult to justify investments in maintenance improvement initiatives. In part, this is due to a tendency by mine managers to regard maintenance purely as a cost centre, and not as a process able to influence productive capacity and profit. It is also hindered by a lack of alignment between commonly used maintenance performance measures and key business drivers, and the lack of formal business training amongst maintenance professionals. With this in mind, a model to assist maintenance managers in evaluating the benefits of maintenance improvement projects was recently formulated. The model considers four cost saving dimensions. These are: 1. reduction in the cost of unplanned repairs and maintenance,2. increased or accelerated production and/or sales,3. spares inventory reduction, and4. reduction in over-investment in physical assets and operating costs. This paper discusses the application of this model and a number of numerical examples are given to justify investments in maintenance improvement projects having varying objectives.

Jan 1, 2006

The relationships between Aboriginal Traditional Owners and mining companies have often been mired in dispute, particularly since the High Court Mabo decision and the Native Title Act of 1993. In the Pilbara region, Rio Tinto Iron Ore (RTIO) impacts the traditional country of 12 Aboriginal Traditional Owner/language groups. Over the past 12 years the company and the Traditional Owners have negotiated and settled several significant land use agreements including the Yandi Land Use Agreement over the Yandicoogina mine in 1997, between Hamersley Iron (now Rio Tinto Iron Ore) and three language groups û the Bunjima, Nyapaili and Innawonga people and the Eastern Guruma Indigenous Land Use Agreement (ILUA) of 2006. These substantive agreements are now being followed by a new generation of region wide ILUAs which are close to conclusion. Arising from these regional agreements is a new framework for engagement which has been informed by the implementation of the previous agreements in the Pilbara and across the Rio Tinto group of companies. They are driven by both a company desire to have a consistent approach to engaging with Traditional Owners and the Traditional Owners wanting to have a similarly transparent and consistent standard of performance by the company in implementing the agreements which can deliver improved employment, cultural heritage engagement and direct and indirect benefits for the life of mining by the company. During the past three years the growth in the Pilbara, Western Australia brought new opportunities with people flocking to the region for employment flowing from the mining boom. Housing was at a premium and FIFO (fly-in, fly-out employment arrangements) was developed as a method to manage the general growth and demand for skills. Despite the recent down turn in the world economy since September 2008, which has reduced demand for minerals, the Pilbara continues to enjoy high levels of employment and as a result there is still significant pressure on housing and services provision. Although there has been vast economic growth in the Pilbara not only by mining companies but also oil and gas companies, the 2006 census data indicated that the direct benefits of improved employment, business development and engagement in the mainstream economy continued to exclude Aboriginal people. Indigenous people constitute a significant proportion of the population in the Pilbara region, some 6000 people û currently 14 per cent of the population rising to 18 per cent by 2015 û yet they remain at the bottom of the socioeconomic scale. More than 40 years of mining has returned relatively little to this group of people who are the permanent residents of the region and are connected through their traditional culture to this country (Taylor and Scambary, 2005). Ensuring local Aboriginal participation in the mainstream economy has been a challenge for resource companies, Traditional Owners and local residents in the Pilbara. The case study explores the relationship between a mining company û Rio Tinto Iron Ore and the Traditional Owners of the Pilbara. It examines two projects that have been developed to engage Indigenous people in the development of their region and through regional representation and business development to build a sustainable future for themselves and their future generations and at the same time ensure social cohesion to support social licence to operate. The case study also examines the process that was followed by Rio Tinto Iron Ore and its operations in undertaking a regional agreement for land access, participation and the integration of local Indigenous people into their business and the local economy.

Jan 1, 2009

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

Organisations are starting to develop processes for achieving sustainability principles they have defined for their organisation. The foundation for these principles is now well accepted. The definition of a sustainability framework is a good starting point for any project. The delivery of the framework requires the organisation to think differently about how project objectives can be met. New tools are becoming available to help achieve the sustainability outcomes for the projects. This paper will examine the project building blocks that are necessary to ensure the sustainability framework can be achieved for the project. These include new approaches to decision-making processes and evaluation tools and when to apply them. An integrated approach with shared expertise to project delivery, which is applicable to the whole supply chain, will be discussed. This will cover sustainability procurement, integrated waste management, cleaner production and eco-efficiency, sustainable products and disposal. A project toolkit will be presented and some key project tools identified. The need for management support in undertaking these new approaches is critical, as is the need to develop partnerships and cooperative management to facilitate delivery.

Jan 1, 2004

`WELL HE WOULD, WOULDN'T HE?' Public Relations people have something in common with advertising people and politicians: there exists a perception that their whole Raison d'Etre is to create, mould, and maintain images which are far removed from reality

Jan 1, 1994

Building the Unified Comminution Model The Unified Comminution Model (UCM) was formulated with the vision of bringing all comminution models onto a common base. The structure of the model relies on knowledge of the mechanical environment in the comminution devices to predict the modes and rates of collision in a device. A detailed understanding of the breakage modes and an ability to correctly test these modes for the ores in question is then required to feed into the UCM. A model structure has been developed that has the capability of dealing with multiple modes of breakage, such as low energy impact surface damage, chipping, sliding abrasion, cumulative impact body breakage and the transition of rock between modes. A critical review is presented on the shortcomings and limitations of utilising the discrete element method (DEM) to provide the mechanical environments. The assumptions and applicability of utilising DEM in milling models are presented and proposed routes to building a realistic mechanistic model are proposed. Based on this more realistic measures of collision energy have been derived from the DEM simulations, which better mimic the real breakage tests. Generic forms of the collision energy distributions have been observed and developed into functional forms for use in the simulation environment. The method of application of this model to a pilot SAG mill is presented.

Sep 13, 2010

By W Russell, P Wighton, J Franke

Recent advances in ruggedised industrial control system technology and architecture in combination with latest technologies in the fast-evolving 3D LiDAR sensor sector becoming available have enabled the implementation of sophisticated automation algorithms for mining equipment such as bucket wheel reclaimers, as published by the authors in the peer reviewed AusIMM 2019 Iron Ore conference proceedings. This paper provides an overview of a second use case for such automation technology in bulk material ports integral to iron ore operations. The real-time 3D machine-vision based port automation system described in this paper was originally developed for the BHP-Mitsubishi Alliance’s (BMA) Hay Point port. The system has seen deployment at other major mining and general ports in Australia, such as at Dalrymple Bay Terminal (DBT) (shown in Figure 1) managed by Dalrymple Bay Infrastructure Management (DBIM), Hay Point, Queensland. It has the following use cases:

Nov 8, 2021

By R J. deMelo, A, V Suckal, R A. Vilela

Massive hematite ore (MHO) is a special high-grade iron ore used as lump ore in the process of obtaining direct reduced iron (DRI). The influence of porosity on the reducibility was investigated using optical and scanning electron microscopes. Hematite is the main component of the samples and occurs as granular crystals (10 ¦m), microplates (1 ¦m) and euhedral martite (10 to 30 ¦m). Quartz, maghemite, kenomagnetite and goethite are minor components. Primary micropores (+ to 1 ¦m) are associated with microplaty crystals that fill cavities between granular hematite. Secondary micropores (+ to 5 ¦m) related to euhedral martite crystals are the most important. The total porosity of weathered samples, measured using nitrogen adsorption and mercury injection, attains values up to 18 per cent, whereas unweathered samples have a porosity less than 2.5 per cent. Varajpo et al, 2002 showed that reducibility is strongly enhanced by porosity and this work shows that reducibility can be indirectly evaluated by bulk density.

Jan 1, 2002

By Yu A. B

An experimental study of the packing of a coal heap has been carried out. The bulk density of a coal heap is considered as a function of a number of variables, viz flow rate, conveyor belt speed, the height of the disengagement point of the conveyor belt, coal particle density, moisture content, the size of the heap and coal particle size distribution. The effects of the dimensionless numbers resulting from dimensional analysis on the packing density of a coal heap have been experimentally examined and analysed. Based on the experimental results, equations have been formulated for the estimation of the bulk density of a coal stockpile. The validity of these equations are checked by comparing the predictions with measurements of real industrial Stockpiles.

Jan 1, 1991

By Wylie A. W, Mathew PJ

Bulk density and grade were determined on a variety of ore samples from the Mount Tom Price iron ore mine and the interrelationship between these properties and porosity deduced.Variable porosity is responsible for the wide scatter of data points and low accuracy of prediction in the grade of a single sample from grade/bulk density relationships.However, with a sufficient number of such data points, as from a nuclear geophysical borehole logging operation, the mean ore grade in an exploration-type drill hole (~63 per cent Fe) could be determined by regressionanal~sis with 95 per cent confidence intervals of approximately ± 1 per cent Fe. From the same logging operation, utilizing core data for calibration of the probe, the -mean fractional porosity for the drill hole (0·19 ± 0·016 at 95 per cent confidence interval) was deduced. This is less accurate than the corresponding result obtained on core material in the laboratory (0·20 ± 0·005).The range of porosity was from 0·08 for dense, high grade sectIOns of the ore, to 0·28 for friable ore of high grade or goethitic ore of lower grade. Shale band porosity ranged from 0·15 to anomalously high values of 0·48 believed to be caused by leaching of iron minerals from the shale. Porosity values for the iron ore component of the deposit are comparable to those found for the Cockatoo Island (W.A.) mine, and for sections of the Krivoy Rog (Ukraine) iron ore deposit of the Soviet Union.

Jan 1, 1978

The Elgas Underground Storage Facility at Port Botany, Sydney, is the first purpose-built cavern of its kind in Australia and provides large capacity, safe and environmentally benign storage of Liquefied Petroleum Gas (LPG). The facility will provide Elgas with the flexibility to source product at competitive prices and ensure long-term security of supply. Construction has provided Orica Australia, formerly ICI Explosives, with a unique opportunity to provide a bulk explosive delivery system specifically designed to meet the exacting demands of the site and of the project.

Jan 1, 1999