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This paper identifies the challenges and opportunities for mining companies and communities in investing in human rights compatible, credible, effective and representative company-community relationships.   The paper draws on the work of Professor John Ruggie, Special Representative to the United Nations Secretary General on Business and Human Rights, and his Protect, Respect and Remedy framework for business and human rights, The CDA Collaborative Learning Project, and the experience of Oxfam Australia. This paper begins with the premise that Australian companies commence operations offshore with high expectations and a willingness to work harmoniously with local communities. However, as companies increasingly engage in global operations - particularly in weak governance and conflict zones - the challenge to establish and sustain rights compatible, meaningful, corporate community relationships and grievances mechanisms becomes both more complex and necessary. Establishing trust and honouring commitments made to communities, including legacy issues, is a critical component in good corporate community relations.   The second part of the paper will identify some of the impacts and challenges of mining that need to be addressed in corporate community negotiations and consultation. Respect for indigenous people's rights and their right to give or withhold consent for a project to proceed is increasingly evident, as is the growing global expectations with regard to revenue transparency. As such, key challenges include: grievance mechanisms; free prior and informed consent; transparency and accountability; the gender impact of mining; resettlement, compensation and benefit sharing; and security issues.   Finally, the paper will provide practical guidance to companies on how to establish effective corporate community relationships. It will include examples, such as human rights impact assessments, gender impact assessments, and establishing local level grievance procedures. The paper will include an Oxfam Australia case study of a dialogue mechanism at Tintaya copper mine in Peru.

Jun 1, 2010

By A Golsby

Although much talked about, social licence to operate (SLTO) is a relatively new concept that has been deemed as one of the four biggest business risks to a mining project over the life-of-mine. There is no accepted single definition of SLTO and this author understands SLTO to be stakeholder perception of the legitimacy of a project, a company or an industry. At a specific site, and across different sites within the same organisation, SLTO ranges through different levels according to stakeholders’ degrees of acceptance in time and space. Management of SLTO is vital for the mining sector but is difficult as it is informal and intangible. Although there are no key performance indicators, there are certain indicators that enable relative measurement of the ‘level’ of the SLTO. Because of the importance of the SLTO, information management during the entire life-of-mine, from exploration to rehabilitation, becomes crucial for the continued operation of a project. This paper identifies ten basic principles for the management of information to support the SLTO.CITATION:Golsby, A, 2014. Managing information to support a social licence to operate, in Proceedings Life-of-Mine 2014 , pp 389–398 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 16, 2014

By B Beale

Bow-tie analysis is a commonly used tool in the Major Hazard Facility sector to identify, display and control risks that have the potential to pose serious harm to personnel. It is a simple but powerful risk management tool that displays traditional risk assessment outputs as easily interpreted ‘bow-tie diagrams’. These are an effective and versatile communication format that can be applied to any type of risk (eg safety, environmental, assets etc) and as such show great benefit in managing operational hazards in mining.

May 5, 2022

In planning its production and investment activities the mining industry has generally paid too little attention to perceptive analysis of its market environment. The nature of world economic difficulties over the past decade is not a mystery. Essent- ially prolonged affluence has engendered a false sense of security and fostered entrenched vest- ed interests hostile to economic change. The overall outlook remains poor. For mining projects mineral demand affects both product prices and the availability of specific sales outlets. Long-term projection of demand is complex and a key to success is concentrating on analysis of fundamental deter- minants and avoiding mindless extrapolation.

Jan 1, 1983

The Kelian gold mine which was developed in East Kalimantan Indonesia in 1990 - 1992 is scheduled to complete mining and processing operations in 2004. This will have a major impact on the neighbouring communities who have benefited from the jobs, economic activity and infrastructure development which has been generated by the mine. Currently, there are no formal regulations or standards specifying the procedures for relinquishment of mining leases in Indonesia. Furthermore, a move towards regional autonomy, providing greater authority and responsibility to local (regional) areas, has recently been implemented in Indonesia and limited capacity exists in the new regional governments. Consequently, in October 2000, Kelian Equatorial Mining (KEM) initiated a partnership with the local community and government to explore sustainable post-closure options for the mine site and community development programs. The Kelian mine closure strategy seeks full involvement of all stakeholders through the Kelian Mine Closure Steering Committee (MCSC) in the development of sustainable solutions which will enable communities to secure long-term benefits and minimise post-closure risks from the KEM operations. This organisation, jointly chaired by the Head (Bupati) of the regional West Kutai government and the KEM President Director, with representatives from the local communities, governments and NGOs, has developed a Charter, a website and evaluation criteria to ensure accountability and transparency. There are four technical working groups, consisting of representatives from the mine, local community leaders, NGOs, Universities, Local, Provincial and Central Government Departments, which report to the Steering Committee. These working groups have researched, developed and recommended sustainable options to the Steering Committee. The MCSC has met quarterly to examine options in accordance with the criteria set out in the Charter and has endorsed sustainable solutions which have support from Government, Community and the mine. This paper describes the closure risks, sustainable outcomes derived through the Kelian mine closure steering committee process and outlines the methodologies used to develop and endorse sustainable solutions in a society with limited capacity undergoing enormous change and uncertainty.

Jan 1, 2003

Accidents in open pit mining have a high cost in lost time of person- nel, damage to equipment and installations, and lost production. The realities of export competition require that Mine Management sig- nificantly reduce the costs associated with accidents and workplace ill-health. Newer management approaches are proving effective in reducing the Total Cost of Risk through a strucured Occupational Health and Safety Programme exhibiting the following features: ò Formal Company Policy ò Accountability for OH&S performance clearly designated to each level of management and supervision ò Effective utilisation of a Mine Occupational Health and Safety Co- Ordinator and a Mine Occupational Health and Safety Adviser ò Development of realistic OH&S Objectives ò Training of Management, Supervision and Workforce in Occupa- tional Health and Safety ò Development and adoption of Safe Work Practices and Procedures ò Effective employee selection procedures, control of Contractors ò Monitoring of the health of the workforce ò Collection, recording and distributing information on all Mine inci- dents, accidents, injuries and damage ò Ensuring that the Mine environment is healthy and safe ò Effective Emergency Procedures to deal with injury, fire, rescue and other situations of risk ò Controlling those Mine hazards which cannot be removed ò Adopting a high standard of Occupational Rehabilitation ò On-going visible Management participation in the programme to ensure that momentum is developed and maintained. This approach requires that Occupational Health and Safety be given equal status with product quality, maintenance of plant and output per- formance; its implementation is rewarded with improved morale and major cost reductions.

Jan 1, 1989

By G D. Cooper

There are no manuals or handbooks for budding mill superintendents or process plant managers. Most who obtain this level of responsibility have gained their training from watching the good and bad of their predecessors and the successful ones have themselves graduated from the school of hard knocks. This paper attempts to provide some helpful guidelines and direction for those who aspire to better manage a mineral processing facility. The authors have 20 years combined experience in senior management roles at nine different mineral processing operations in Australia and overseas, covering gold, base metals and mineral sands. This summary of tips and pitfalls will hopefully benefit future leaders in mineral processing and metallurgy.

Jan 1, 2007

Contractors have penetrated all areas of the Australian mining industry over the last 15 years. The process started in the WA gold and nickel mines and has since spread around the nation to iron ore, base metals and coal mines.The mine contracting industry has progressed from tentative beginnings in the 80s to the current situation where it is now providing high standards of professional management, safety and workmanship with competent people and high quality plant and equipment.

Jan 1, 1998

By P Nissen, T Jenke, M Ralph, M Cattani, M Quinlan

The West Australian Government hold an annual ‘Mines Safety Roadshow’ around the State’s regions and the capital city, Perth. Each year presenters provide an update on legislation and safetyrelated themes. A recurring theme is the mining industry fatality rate. Professor Michael Quinlan’s ‘Ten Pathways to Death and Disaster’ (Quinlan, 2014) has been referenced regularly to assist in structuring workshops and conversations concerning fatality prevention in the mining industry. The ‘Ten Pathways’ are the outcome of an analysis of fatal injuries in the mining industry, which identified a series of common themes to the fatalities: Pathway 1: Design, engineering, technical and maintenance flaws. Pathway 2: Prior warnings or causes for alarm ignored. Pathway 3: Failures in risk assessment. Pathway 4: Failures in management systems and hazard management plans. Pathway 5: Failures in auditing. Pathway 6: Economic pressures compromising safety. Pathway 7: Failures in regulatory oversight and inspection. Pathway 8: Worker and others expressing concern prior to the incident. Pathway 9: Poor management – worker communication and trust. Pathway 10: Emergency and rescue resources and procedures. To determine a fatality risk profile we asked participants at the Mines Safety Roadshows to indicate their perception of their employer’s performance in each of the Ten Pathways. We administered the questionnaire at the Mines Safety Roadshows in 2017, 2018, 2019 and 2023. In this paper, we report on the results of the questionnaires, and suggest how organisations can improve their fatality risk score.

Apr 16, 2024

By R Dunne, S Hart, G Levay

While water represents a major proportion of the mineral pulp processed in flotation circuits, relatively little research effort has been committed to understanding and controlling the influence of water quality on this process. Historically, this probably stems from the perception of water as an inert transport medium. However, the changing attitude towards water as a valuable resource, has given impetus to increasing requirements to use relatively impure make-up water supplies such as treated effluents and a high proportion of internally recycled water. In turn, this has resulted in the need for a more detailed focus on process water quality and its control to minimise adverse effects on sulfide flotation. Along these lines, prior to commissioning of a new concentrator at their Cadia Hill Gold Mine, Newcrest Mining was proactive in examining potential water sources and the influence of water quality on flotation of their copper/gold bearing ore. An extensive water quality survey of all major potential water supplies to the concentrator was undertaken. The flotation performance of the Cadia ore in each of these waters was investigated on a laboratory scale. The results of these studies identified that water quality could indeed have a significant influence on the flotation process. Since operations at the Cadia Hill concentrator began, water quality surveys of both make-up water sources and recycled flotation circuit waters have been carried out on a regular basis. By doing this, a database of water quality has been established which can be compared with plant performance. In parallel with the water quality surveys, a series of laboratory flotation tests have been conducted using a standard ore and waters from various streams to monitor changes in flotation performance as a function of water quality. These tests have indicated that certain water types may have a significant influence on plant performance. More research is required to better understand the impact of water quality on sulfide flotation. This understanding will help operators to minimise adverse effects, while maintaining the best utilisation of available water resources.

Jan 1, 2003

By C E. Woolley, A Hosseini, J Foster

Northern Star’s Thunderbox Open Pit C-Zone cutback was designed to maximise extraction in a short life excavation; In fresh rock on the western wall this included 20 m to 30 m bench heights with 6.5 m to 10 m berm widths and a 90° pre-split angle. Rock mass quality in this area is generally fair to good, however, there are sections where the dominant foliation runs parallel with the designed pit wall, and more closely spaced, altered, foliation is present: these areas are difficult to predict and prone to failure. Stringent controls and monitoring were required in order to safely access below these areas, in particular the use of slope stability monitoring radar, Trigger Action Response Plans (TARPs), re-entry procedures, visual inspections, drone inspections and day-to-day personnel awareness of the hazard. Robust and comprehensively planned remediation was also required after two significant slope failure events where long reach equipment and rope access techniques were utilised to remediate the areas in question safely, but also in a timely manner, such that expected production targets were impacted as little as reasonably practicable. This combination of rigorous risk management and well planned remediation resulted in a successful and complete extraction of the C-Zone cutback with no impact to operational safety.

Jun 22, 2022

Lafayette Mining Limited, a listed Australian company, is developing a polymetallic Project on the island of Rapu Rapu, located to the east of southern Luzon in the Philippines. The Rapu Rapu Project is based on the Ungay deposit, which has proven and probable reserves of 6.0 million tonnes of 2.5 g/t Au, 28 g/t Ag, 1.2 per cent Cu and 2.1 per cent Zn. The Project will produce copper and zinc concentrates from a sulphide flotation plant as well as dore from a CIL gold plant. Average annual metal production over the projected six-year mine life is 9800 tonnes of copper, 14 000 tonnes of zinc, 50 000 ounces of gold and 590 000 ounces of silver. Despite a rich mineral endowment and long mining history, there have not been any significant new mine developments in the Philippines since the early-1990s. The investment climate has been affected by legal challenges to the 1995 mining code, civil unrest in parts of the country, the impeachment of the previous President and community concerns about the industryÆs environmental performance. As a consequence, the Rapu Rapu Project is viewed as a test case û within both the country and the international mining industry û on whether minerals investment in the Philippines is an acceptable business proposition from a risk perspective. Lafayette has faced formidable challenges in managing the development risks of the Project. The major risk areas of the Project for which the company developed strategies include: regulatory, environmental and approvals issues, technical evaluation, project development, social and community issues, land acquisition, and financial and marketing issues. This paper describes the risk management strategies successfully pursued by the company, and which have the Project on track to commence construction in 2003. Dealing with each of the areas in turn, Lafayette sought to develop strategies which either effectively neutralised, minimised or otherwise addressed the key risks most likely to be experienced.

Jan 1, 2003

Managing project exposure and risk has numerous viewpoints, including those of engineers, owners, bankers and insurers. Fewer stakeholders are involved in early stages, though with wider risk management techniques and tools available. The costs and sometimes benefits of the occurrence of risk and uncertainty have different contingent outcomes for different stakeholders. For some, the impact of risk outcomes can be mitigated or managed. Some sectors and stakeholders can manage resources project risks more completely, by choice or by externally imposed forces, opportunities and constraints. The core to resources project risk management lies in the identification and analysis of project risks, the examination of project management risk options and alternatives, and the determination of which risks are able to be controlled, managed or laid off to third parties. Without prior risk identification and knowledge, the wildcard of previously unidentified or unconsidered project risk impact has the potential for fatal impact to one or more stakeholders. A range of case studies is reviewed, from exploration projects to development and operating projects, with relevant learning experiences, from the risk management lessons available from the oil and gas sector as well as the mining sector. For many cases, the emphasis focuses on the risk analysis modus operandi and on risk management and risk mitigation techniques that can be and in some cases have recently been implemented for resources project and related debt, capital markets and equity project fundings.

Jan 1, 2003

In the past five years, there has been an evolution in the assessment and control of mining risks in the New South Wales coal mining industry. This change has involved the development and use of structured, systematic, team-based risk assessment exercises to identify, assess and control unacceptable risks to people, equipment and production. The outcomes have improved the management systems in the mine. This paper discusses the evolution of the risk assessment approach in equipment design and mine operations, as well as the specific risk assessment methodology. The paper also presents the reactive side of risk management, the method of investigating failures in the management system, usually referred to as incidents or accidents.

Jan 1, 1994

The published safety policy of Mount Isa Mines Limited, together with details of the organisation and control techniques adopted by management to pursue an active safety programme within the company, is presented. The importance of communication by management through the organisational hierarchy and procedures instituted to ensure rapid and concise feedback on safety concerns are detailed. The paper also describes the role of the occupational health department and safety committees in assisting management to monitor the safety effort of supervisors and employees. Current safety performance levels are tabled together with details of some aspects of the programme on which safety effort will be concentrated in the future.

Jan 1, 1975

An intensive safety campaign at Mount Isa Mines Limited from 1956 to 1966 saw the lost time accident frequency rate fall to half its original level. A review of the safety programme was carried out in 1967 and in 1968 the Five Point Safety System was introduced. The seven years since its introduction have been years of significant achievement both in production and safety. Improving safety is a fundamental part of Mount Isa Mines Limited's policy and this system has been a major tool in implementing that policy. To be successful personnel need to be prepared and trained for its introduction and subsequently counselled on its use. A carefully prepared programme is required to phase in various aspects of the system and to make use of complementary steps. The system has been a success and it is anticipated that the continued drive to improve the use of principles of the system will further improve safety. It is hoped that this paper will be of value to those personnel concerned with industrial safety in Australia.

Jan 1, 1975

The Kundana underground narrow vein gold mine had a recent history of large and damaging seismic events. Following a period of seismic events on 30 July 2001, in which nine miners were temporarily entrapped at depth due to falls of ground in several parts of the decline, the mine operation was required to develop a seismic management system to mitigate seismic risk to the operation. A micro seismic systems and boundary element modelling of mine sequence highlighted large-scale footwall faults and the mining of gold bearing shear veins to be focal structures for seismic energy release between depths of 300 m to the base of mining at 650 m. The integration of seismic data, identification of geological structures and mapping of zones of failed rockmass led to the successful generation of a non linear boundary element model and a seismic hazard strategy. This enabled mine sequences to be assessed daily, monthly and periodically for potential seismic hazards and therefore assigned both economic and personnel risks for the recovery of the ore reserve at the Kundana Underground Operation.

Jan 1, 2005

By J Li, J Regan, D Payne

The Caval Ridge Mine is an open cut coalmine and located within the Bowen Basin region in Central Queensland, and commenced mining and processing operations in 2014. A number of geotechnical challenges for managing dragline bench and lowwall stabilities have been encountered in both southern and northern pits over the years. Southern Pits contain steep seam dips of up to 15° (27 per cent) whilst the northern pits also have shears below pit floors. Geotechnical guidelines to manage the risk of dragline bench failure and lowwall instability have been developed and improved since these geotechnical challenges were identified. The dragline guidelines include dragline tub offset distances from the 60° Line (SDL) or buttressing thickness for different seam dips greater than or equal to 8°. The low wall stabilisation guideline established floor disruption widths and depths depending on seam dips and presence of floor shears to known depths of up to 3 m. As mining operations advance, lowwalls have remained stable until floor disruptions were fired, then returned to stable soon after the shot. The maximum distance of lowwall cracking with blasting has been as far back as the second spoil peak (the prestrip truck dumps construction limit). These failures need to be eliminated to allow the operational flexibility and haulage benefit of constructing the prestrip truck dumps behind the first spoil peak, while maintaining no risk to personnel or equipment. The floor shear depth was verified by collaborating with the exploration teams and taking advantage of the already planned 8-inch coal quality core holes, drilling them an extra 5–10 m past the coal seam floor and locating the shear presence. With this continuous improvement effort, no lowwall failures have occurred during floor disruption firing from the second strip after the new floor disruption depth guidance have been applied. This paper documents the processes for developing these geotechnical guidelines, operational implementation, and outcomes. Operational applications over the years confirmed that these guidelines have effectively managed the dragline bench and lowwall failure risks related with the steep seam dips and floor shears in this open cut coalmine.

Nov 29, 2022

The Callie Underground Gold Mine (Callie) is owned by Newmont Asia Pacific and located 531 km north-west of Alice Springs in the Northern Territory. Historically, stopes have been mined utilising a primary and secondary stoping sequence with cemented aggregate fill and rock fill respectively. Current and near-future mining will employ long hole open stoping with rib pillars and rock fill with a paste fill system approved to allow a higher extraction ratio from mid-2011. The Callie rock mass is of good quality with little or no mining difficulties during development and stoping to a depth of 1140 m below surface. Development is currently occurring at depth of 1360 m below surface. Stress damage previously observed only in secondary stope accesses is now observed in development unaffected by stoping stresses. A change in rock mass properties is being experienced with depth, with more pronounced and frequent joint planes. Also, other structures are intersected more commonly, such as lithological boundaries and fault zones. The 'Callie rock factory' mentality that has persisted for years is challenged. This paper covers an appraisal of the stress and ground condition changes at Callie. The appraisal outlines the mine design criterion that was developed and examines the transition from a low stress environment to one where stress damage is observed. Discussion includes a judgement on the rock mass damage observed in development, the dominant geotechnical factors influencing the change in ground conditions, and if a correlation can be made between the observed rock mass damage with stress through the use of numerical modelling.

Nov 25, 2010

By K A. Bunker, A D. Campbell, E Ah Mu, A R. Penney

The Ernest Henry mine is a transverse sublevel cave (SLC), which is relatively unique due to the 45 degree inclination of the orebody. To economically recover ore, each sublevel is horizontally offset from the previous level by around 25 m, depending on the orebody geometry. Mine development, slotting and initial production within this zone occurs in a high stress abutment that increases in magnitude at depth. These areas are seismically active and close to the hanging wall where cave propagation is yet to initiate. High stress conditions and the close proximity to the cave seismogenic zone results in challenging geotechnical conditions in the step out zone of each level and requires management of hazards including stress driven rockfalls, rock bursts and pillar failure.This paper outlines how these hazards were forecast using numerical modelling and geotechnical monitoring. Risk management techniques included dynamic ground support design, development of a new mine layout and extraction sequence as well as delayed re-entry into seismically active areas. Ongoing monitoring, instrumentation measurements and field observations were used to track the effectiveness of the controls.Future production levels are forecast to experience increasing stress and seismicity, which will increase demand on excavations and installed ground support. Ensuring the techniques and controls for monitoring, measuring and mitigating stress and seismic hazards are enforced is essential for continued safe production.CITATION:Campbell, A D, Bunker, K A, Ah Mu, E and Penney, A R, 2016. Managing stress and seismicity in an inclined sublevel cave, in Proceedings Seventh International Conference and Exhibition on Mass Mining (MassMin 2016), pp 319–328 (The Australasian Institute of Mining and Metallurgy: Melbourne).

May 9, 2016