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By G I. Lumley

‘Every mine is a pilot’ is an attitude which encourages the mining paradox of optimistic mine plans and equipment under performance; propped up by an environment lacking accountability. The premise that ‘every mine is a pilot’, appears to underlie the development and operating approach to most mines. It is the hypothesis of this paper that many mining companies, development teams and their managers largely ignore what is done elsewhere. Anecdotally, most planners don’t know whether the selected rates are high or low (rates based on theoretical models tend to be high – certainly higher than what most companies can achieve). Mines then consistently operate the equipment at rates well below targets; often more than 20 per cent below. Further to this paradox, mine performance data demonstrates the average mine is currently operating their equipment at levels of output not much more than half the output of those in the top ten per cent. On the whole mines don’t know the potential of their equipment and therefore don’t put appropriate plans in place to do better. After all, when ‘every mine is a pilot’ there is little reason to look to one’s peers for an indication of potential. This paper will outline why every mine is not a pilot and how mines do value some knowledge, but not as much as they should. This paper proposes a two-pronged approach to address this issue in the area of equipment performance. This approach is to:1. engage in better forecasting of equipment rates and better subsequent performance through benchmarking against industry standards2. provide conditions for more accountability.These parameters are linked and proper implementation of them will address the losses which many shareholders and financiers have incurred when investing in companies with unrealistic mining plans.CITATION:Lumley, G I, 2016. Is every mine a pilot? In Proceedings International Mine Management Conference, pp 75-88 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jun 22, 2016

By J Nixon

I have to say that my story is not too much different to many others who grew up and worked in the great mining fields like Broken Hill, Mt Isa, Rosebery, Kalgoorlie or Kambalda and any one of them could have stood up here and spun you a good yarn.What does my paper offer you in this volume? By sharing my experiences I want to encourage you to consider your own experience with leadership, taking on change, learning from and contributing to the development of others.I have been very fortunate to be part of many new innovations into underground mining over the past 40 or so years; most of it with Conzinc Rio Tinto Australia (CRA)/Rio Tinto operations.•From hand-held drills and a homemade single boom Jumbo mounted on an old Airtrak, to the sophisticated twin boom jumbos with high speed drifters all controlled by an on-board computer;•from a Scraper winch and a Wagner 2D loader to fully automated electric LHDs that navigate to the tipple, empty the bucket and return to where they come from;•from hand-held cut-and-fill and timber stoping in Broken Hill to the bulk mining methods of a block cave where at Northparkes we mined more ore in a month than we mined in the total five years of operations at Currawang;•from hand-held scaling and bolting with no skin protection to installing ground support with Jumbos and sophisticated Cable Bolters and the introduction of in cycle shotcrete;•from hand-held ladder rising and shaft sinking to Box Hole rigs, Raise Bore Machines and Blind Hole shaft sinking; and•from Gelignite based AN60 stick explosives, ANFO, fuse firing and half second detonators to Powergel, Emulsions and electronic computer programmed detonators that can somehow be initiated by ‘Blast Ped’ travelling through the rock.

Mar 21, 2011

By C W. Davis

Every diesel engine emits approximately 100 million nano diesel particles (nDP) per cubic centimetre of raw exhaust. Each nDP has a diameter of between 50 and 70 nano metres or 1/100th the size of red blood cells (diameter of between 6 and 8 microns). When inhaled, some nDP pass through the lungs and penetrate all body tissue [1]. Europe and North America have recognised and are addressing the long term health problems posed by nano diesel particulate matter (nDPM) across their societies [2.3]. Australia has been slow to recognise the issue, at both a societal and mining industry level. There are chronic health effects for every underground miner and serious legal issues for mining companies with increasingly stringent Occupational Health and Safety legislation being implemented at a state level across Australia. This paper will review progress within Australian society and more particularly the underground hard rock mining industry, particularly in Western Australia (WA).

Mar 15, 2021

By J A. de la Torre, I R. Cerna, G K. Karadjian

The La Colorada underground mine in Zacatecas, Mexico is a mechanised cut-and-fill silver mine with a capacity of 1250 t/d. The project focused on training the mine’s experienced operators for a fleet of underground trucks, through the use of a training simulator. The project was run by the simulator vendor, in collaboration with the mine’s maintenance, safety and production management.A training program was created targeting maintenance reduction, productivity improvement and increased utilisation and availability. Operators were first acclimatised to the simulated environment, had their current performance baselined, then received targeted coaching, with the process repeated to reinforce learnings. Concurrently, production, maintenance, and safety data was being measured in the real world to measure skills transfer. Due to limited telemetry available from the equipment, many of the data points for the project were sourced from maintenance logs, and accounting data.Equipment failure data measured from unscheduled maintenance records showed an overall 6.5 per cent decrease in unscheduled maintenance following the implementation of the training program. This rate of reduction correlated with the significant decrease in equipment abuse behaviours measured within the simulator during this period. Additionally, overall maintenance activities showed a significant decrease, confirming that reductions in unscheduled maintenance were not achieved through increases in scheduled maintenance. The reduction in equipment damage also increased availability and utilisation of the truck fleet. This highlights that the maintenance improvements not only reduced maintenance costs, but made the fleet available for more production. Moreover, the variability of the operator performance was decreased by 86 per cent, and the difference between their best operator and the worst is less than the baseline; this showed a gap where machine abuse, productivity and cost are impacted directly.This project illustrated that even small-scale mining operations with an experienced operator workforce can achieve positive return on investment (ROI) from simulation-based training. It also highlights that in the absence of equipment telemetry, alternative data sources such as accounting data and maintenance logs can be used to quantify ROI from training.CITATION:Karadjian, G K, de la Torre, J A and Cerna, I R, 2017. Innovations in underground hard rock operator efficiency – through simulation-based training technologies and processes, in Proceedings 13th AusIMM Underground Operators’ Conference 2017, pp 53–58 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Oct 16, 2017

By J B. Pateiro-Fernßndez, M Fuchsschwanz, G Deissmann, S Ahmad

Quang Ninh province is the most significant coal producing region in the north of Vietnam. The Nui Beo Coal Company (NBCC) operates open pit mines in Quang Ninh province and the waste overburden produced is dumped as sidehill fill in the Chinh Bac waste dump site. In the past, no special consideration has been given to the environmental impacts during the dumping operations. The mine waste is transported in trucks from the mine site to the dumping site and the loading, hauling and dumping operations are the main sources of dust emission. Rain events, especially during the rainy season, cause the generation of contaminated surface water as well as seepage of water through the dump at a number of locations. The existence of cracks at the top of the dump can pose serious stability problems with heavy rain events leading to failure of slopes which can potentially disturb vast areas of land currently used for agricultural purposes and human settlement. For sustainable development at the Chinh Bac waste dump site in the future, apart from the social and economic considerations to be assessed, there is an absolute necessity for environmental protection measures to be in place both during and after the dumping of the mine waste overburden. Research Association Mining and Environment in Vietnam (RAME) is working to develop and implement concepts for the mitigation of environmental problems emerging from dust, contaminated water and lacking slope stability to ensure successful rehabilitation of the coal mine waste dumps in the north of Vietnam. Within the framework of RAME, the Institute of Mining Engineering I (RWTH Aachen University) is managing and working to develop the stabilisation concepts for the solid mine waste dump in collaboration with the Chair of Geotechnical Engineering (RWTH Aachen University), Brenk Systemplanung and the Vietnamese group of companies VINACOMIN (Vietnam National Coal-Mineral Industries Group). The most economical and environmentally sound operations, as well as locally adaptable environmental protection measures, are essential for the sustainable development of the dumping operations at Chinh Bac dump. This paper describes the dump site and the sustainable development possibilities with an emphasis on the environmental protection and stability problems at the Chinh Bac waste dump.

Jan 1, 2009

By A Weeks, W J. Shaw, A Kuk

Grade control is a process that requires the interaction between many components of the mining operation and successful grade control is only realised through good data, robust systems, and a well-trained, motivated and disciplined workforce.The Mt Magnet Gold Project Pty Ltd (MMGP), a wholly owned subsidiary of Ramelius Resources Limited, started mining at Mt Magnet in February 2012 with high expectations for success. Positive cash flow would fund an aggressive exploration and mine development program in the area to increase mine life. Disappointment followed when after start-up the operation had issues achieving budget grade and realising the predicted grade of the mined ore. In January 2013, things started to improve. During the next six months, gold production steadily increased with successive months achieving record production. What had changed?Improvements started following the realisation that controlling grade was not the sole responsibility of the mining geologist and that everyone on-site has a role to play. This paper examines the factors that delivered success for MMGP.CITATION:Weeks, A, Shaw, W J and Kuk, A, 2014. Who is responsible for grade? – an evaluation of the value chain at Mt Magnet Gold Project, Western Australia, in Proceedings Ninth International Mining Geology Conference 2014 , pp 477–482 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Aug 18, 2014

By L I. Rozman

"There have always been development projects that fall short of expectations. In the last decade, we have seen more than the usual number of mining and oil/gas development projects taking significantly longer to develop and costing materially more than expected. The recent resource-equity market slump proves that investors are now far more cautious about investing new capital in the mineral and petroleum resources sector.What have we learned since 2005? Why have projects missed their targets? Why do investors often feel misled?Valuation of a project and the estimation of value is a more complex process than the evaluation of the merits of project development. The merit of project development can be clear from a prefeasibility evaluation, but this is no reason to skip the rigour of a feasibility study. The valuation of any project that is developed with any added risk should be discounted for this added risk.The development of a project impacts on other stakeholders, and the indirect cost of these impacts can have material implications for the cost structure, time and ultimate valuation of the project for its financial backers. The development of new projects (and thereby supply) can also have an impact on commodity prices, and therefore an impact on returns for financial backers.This paper will provide commentary on the author’s experiences and observations as a project developer and operator for 25 years, before becoming a project financier a decade ago.CITATION:Rozman, L I, 2016. Project evaluation and valuation – an investor’s golden rule, in Proceedings Project Evaluation 2016, pp 31–36 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Mar 8, 2016

This paper discusses equipment replacement strategies and specifically addresses the upgrading of technologically superseded equipment. The process of equipment replacement evaluations is reviewed, and areas have been highlighted where currently accepted practice results in a bias towards retaining existing equipment longer than otherwise justified. The Discounted Average Cost Method is described and the advantages of the technique for this style of decision making discussed. Several key issues influencing the replacement evaluation are also presented together with examples from recent consulting work.

Jan 1, 1992

By S Van Duin, I Porter

This paper discusses how advanced manufacturing technology (AMT), which is fundamentally reliant on and developed via multi-disciplinary skills, has benefitted non-mining industries, and what lessons can be derived from this experience to benefit the mining industry, particularly underground coal mining. Examples of AMT use in æconventionalÆ industry, some drawn from the more than 25 years experience in many different industries of the Automation and Robotics team at the University of Wollongong, are described to show typical benefits, risks and opportunities expected in using AMT. Applying AMT to mining brings many unique challenges and this paper expands on these and then provides practical examples of how a multi-disciplinary team can develop new processes and systems leading to productivity, safety and other benefits for underground coal mining.

Sep 26, 2011

By F F. Pitard

The optimisation of a metallurgical plant requires two kinds of sampling systems. The first provides samples to follow process changes, so in due time actions to maintain key parameters within pre-established specifications can be applied. The second provides composite samples at the end of a working shift to demonstrate that valuable constituents sent to the plant went to either a final concentrate or to the tailings in a logical, expected proportion. Contrary to what many experts may claim, these two kinds of sampling requirements are incompatible and cannot be fulfilled using the same sampling systems; this is because the required samples have completely different objectives. A process control sample is an instantaneous sample with increments taken at short intervals, and the objective is to know where the process is at any given time. Excellent accuracy is not a must, however good precision is recommended since a possible process correction may need to be made. Online analysers fed with in-stream stationary cutters or other kinds of in-stream or by-stream probes can do well for such a mission. A composite sample for metallurgical accounting with increments collected over a long period of time, for which excellent accuracy and good precision are both required, must be generated by sophisticated and extremely well-maintained cross-stream sampling stations. The use of process control sampling systems to achieve good metallurgical accounting has been promoted by several manufacturers of sampling equipment around the world; it is a grave mistake that is misleading top management and a practice that should be scrutinised and preferably eliminated. Furthermore, bias tests used to prove otherwise are often based on insufficient data to draw valid conclusions; a guideline is provided.CITATION:Pitard, F F, 2014. Sampling systems for process control and metallurgical accounting, in Proceedings Sampling 2014 , pp 25–32 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 29, 2014

By M Scoble

This paper addresses the importance of collaborative approaches to resolving future mining challenges. It attempts to provide some insight into understanding the theory, measurement, mapping and management of collaboration. This is related to the design and planning for successful research and educational initiatives. Reference is made to Canadian and global case studies and personal experiences.

Nov 22, 2011

By D Kotzen

Online cyanide analysers have been successfully used to control free cyanide in the gold/silver leach process for over 15 years. Use of such analysers leads to cyanide savings and improvement in recoveries. Plants with leach cyanide analysers show both lower and more consistent cyanide levels in tailings. Cyanide code compliance requires meeting residual cyanide targets in tailings. Monitoring and logging of the residual cyanide in plant tailings and effluent is required. Meeting targets may require cyanide recovery/destruction processes to be implemented. The operating cost of destroying cyanide is often the same order of magnitude as the cyanidation cost. Various cyanide destruction and/or recovery processes are reviewed. Choice of a process consistent with the environmental and operational requirements is illustrated. Online weak acid dissociable cyanide (CNWAD) analysers have recently been developed and introduced on gold plants. The application of a WAD 1000 online CNWAD analyser at a large gold plant is presented. The analyser ensures code compliance, reduces cyanide destruction process operating costs and forms a historical record of CNWAD values in tailings.

Jan 1, 2007

By M Gill, A Mathias

The mining industry has always been cost-focussed but in recent times mining companies have moved towards obtaining a competitive advantage through the implementation and sustainability of best practice in the areas of improved safety, operating costs, quality and productivity. This is the concept of Value In Use û that mining companies see value generated all the way to the bottom line through improved change, and those changes become an established mine practice. Many mining companies do not have the resources or the knowledge to sustainably achieve such an outcome. This has led to companies looking to their suppliers to deliver measured value to their business through partnership arrangements. Suppliers have been able to leverage their knowledge of products, product applications and services to offer alternative supply agreements that bring greater returns to their businesses while improving supplier/client relationships. Orica has developed such a partnership with Coal & Allied in the form of a Continuous Improvement Program. Coal & Allied is based in the Hunter Valley region of NSW and is the largest coal producer in that region. Both parties are contractually bound to jointly deliver Value In Use projects to Coal & AlliedÆs Hunter Valley Operations and Bengalla mine sites. It is the request of the Orica and Coal & Allied Steering Committees that this paper does not include the details of actual projects or the costs or key performance indicators associated with the program. This is to maintain the competitive advantage to both Orica and Coal & Allied through the implementation of such a program. It is in the writersÆ opinion that this paper does not lose any significance through this restriction as the most important component of the Continuous Improvement Program is not the projects themselves but the methodology behind them. With this in mind the paper will discuss the development of Value In Use offerings, the key aspects of the Coal & Allied and Orica joint program, what is a Value In Use project, how to measure its value, finally why and even more importantly what makes this program is a success.

Jan 1, 2004

By P Mitchell, S Pushpan, G Ferres, K Bobbermien, L Hudson

"Falling commodity prices and a rising supply surplus have ushered in a period of restraint in capital project investment across the global mining and metals sector. Competition for capital project funding has seen fewer projects progress through investment gates and a stronger focus on projects that deliver gains in capital productivity and strategic outcomes.Over the course of the 2015 financial year, EY conducted a study of 108 projects in the global mining and metals sector (EY analysis; Larsson and Ericsson, 2014; SNL Financial, 2015). The projects studied were at various life cycle stages and related to the development of copper, iron ore, gold, coal, nickel and other commodities. Each individual project investment exceeded US$1 B, and the studied group represented a cumulative investment value of US$367 B.The research found that the majority of projects were delayed and/or over budget when measured against the initial estimates made during the early stages of the project life cycle. Of the surveyed projects, 69 per cent were identified as facing cost overruns with an average overrun of 62 per cent above the initial estimate and 50 per cent reported schedule delays, even after remedial acceleration initiatives.The analysis found that budget and schedule overruns could be attributed to five key causes:project management factorsstakeholder conflictsresource constraintsregulatory, and policy-related challengesunfavourable external environment.Improving project delivery performance starts with successful planning, followed by rigorous management during delivery. From global experience on large and complex capital programs, EY has observed a consistent theme of underinvestment and a lack of focus in three often-overlooked but critical areas:implementing effective governance and reporting frameworks with lead indicators that reliably flag emerging risks while they can still be mitigatedallocating adequate cost and time contingency to account for risks across the life cycleenhancing the value of contingency by aligning contingency plans with scenario plans.This paper explores the surprising findings of the study, proposes a root cause model and examines key considerations in applying these critical enabling techniques.CITATION:Hudson, L, Mitchell, P, Ferres, G, Bobbermien, K and Pushpan, S, 2016. Are your megaproject schedules and costs under – or out of – control?, in Proceedings Project Evaluation 2016, pp 75–85 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Mar 8, 2016

By D A. Williams, J C. J Boshoff

The properties of tailings that emanate from laterite nickel processing plants are significantly different to most other mine tailings. They typically comprise a mixture of fine materials that are made up of altered clays, chemical residues and salts. Neutralisation processes that are undertaken prior to tailings discharge result in a high proportion of gypsum in the tailings. The salinity of the pore fluid is commonly higher than 140 g/L of salts, dominated by magnesium sulfate. Hydraulically-placed tailings that undergo solar evaporation typically reach dry densities of less than 1 t/m3 of insoluble solids. In situ water contents after many months of drying may be as high as 80 per cent, and peak undrained shear strengths are unlikely to be greater than 20 kPa.This type of material is not conducive to upstream raising, from both a practicality and overall slope stability perspective. Even at rates of rise of less than 1 m/a, it is difficult to effect upstream raising on unaltered laterite nickel tailings. However, the authors have successfully designed and implemented upstream-raised laterite nickel tailings storage facilities. The upstream raises have been formed from both imported natural materials and air-dried and compacted tailings borrowed from the tailings beaches.Drying and associated strength gain has been achieved through various means of mechanical intervention, repeatedly exposing a zone of tailings to the atmosphere for evaporation. Field trials have been undertaken to optimise the approach, and the findings from the trials have been implemented in practice to allow stable upstream raises to be constructed. The cost savings and reduced environmental impact compared to high-volume downstream raises have been significant.CITATION:Williams, D A and Boshoff, J C J, 2015. Upstream raising of laterite nickel tailings storage facilities, in Proceedings Tailings and Mine Waste Management for the 21st Century , pp 271–280 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 27, 2015

By L Mottola

Three decades ago mining companies, principally in North America, aided by machine and explosive manufacturers, started significant attempts to develop and implement automated mining systems, mainly underground. These tended to be motivated by decreasing cost, increasing productivity, reducing labour requirements, and improving safety. These are important business drivers, however, little attention was given to the underlying goal of mining automation, namely to bring upstream processes in control and reducing variation, as seen in downstream mineral processing plants.This paper first reviews the nature of Lean Thinking and its application in the context of the growing commitments by industry to develop future automated mine production systems. The paper then makes reference to prior and current experiences in open pit blasthole drill and shovel performance monitoring, to demonstrate the principle that machine performance data offers as a means, not only to characterise the dynamic geological and working environment, but also to provide a foundation for automation. In this case, drill and shovel monitoring was originally motivated as a means to optimise blast fragmentation through more effective drill and blast designs that are based on an accurate determination of the bench geological and geotechnical characteristics, hence managing variation in the drilling and blasting process. This paper considers how automating and integrating such components of the mine production system would bring processes into a controlled state, creating value at the face, within a framework of Lean mining.

Nov 22, 2011

By L A. Martinez Tipe, J McKibben, S Barry

"Metal prices are central to a mineral investment decision and have a profound impact on the financial performance of companies in the mining industry. At its most basic level, metal prices are influenced by the disequilibrium between international metal volume supply and demand. That is, the commodity price is a regulator that equates international metal supply and demand where inventories act as a buffer between the emergence of this disequilibrium and its dissolution through a price change.From this viewpoint, mining companies are required to forecast metal and bulk commodity prices when evaluating minerals projects through discounted cash flow (DCF) analysis. While supply-demand models are instructive, many companies use historical prices, spot prices, futures/forward pricing and consensus opinion (or a combination of all of these) to develop price forecasts.This paper discusses the definition, fundamentals and differences between futures/forward and consensus pricing and the appropriateness of each in a DCF model for mine project economic evaluation.Our results demonstrate that great care is required when using either futures/forward or consensus pricing and that the decision to use one rather than the other requires consideration of other important elements in the DCF model (ie the risk-adjusted discount rate).CITATION:Martinez Tipe, L A, McKibben, J and Barry, S, 2016. Metal prices and the differences between forward and consensus pricing – which one is better for use in a discounted cash flow model?, in Proceedings Project Evaluation 2016, pp 149–158 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Mar 8, 2016

By L D. Redden, M G. Nelson

Mechanical flotation machine design is typically based on hydrodynamic analysis, with scale-up calculated by geometric proportionality. End users often specify and purchase machines on the basis of retention time, characterised by the æ$/m3Æ approach; they may also consider the manufacturerÆs installed base. In some applications, end users also consider specific energy and the impact of energy consumption on operational costs. In other cases, a decision may be based on machine type (forced-air versus self-aspirating) and perceived metallurgical or operational advantages of one machine type over the other. With regard to metallurgical performance efficient bubble-particle contact is very important and is primarily influenced by two factors:the concentration and size distribution of bubbles in the machineÆs contact zone (the volume enclosed by the disperser); and the number of times that slurry is pumped through the contact zone. The second factor is a function of the machineÆs pumping rate and its retention time. Field data show that pumping efficiency is independent of aeration rate. In this paper, a new dimensionless number for the characterisation of flotation efficiency is presented. The contact frequency number (CFN) is defined as the number of times a given volume of slurry passes through a machineÆs active contact region, and is given by: CFN Qp/Qf, where:Qpis the pumping rate through the contact regionQfis the volumetric feed rate to the machine

Jan 1, 2005

Diversity; what a wonderful topic. Diversity; the condition or quality of being diverse, different, varied to the point that the very word diversity means different things to different people. As one example of diversity the American Science Magazine (April, 1994) contained a light-hearted interview with Dr Noitall who was pushing his case for diversity.

Jan 1, 1996

Determining the environmental consequences of green field projects is becoming an increasingly important component of new projects. Feasibility studies are regarded by potential investors as incomplete if a comprehensive Environmental Impact Assessment (EIA) has not been completed. These EIAÆs need to meet various local and international requirements in order to achieve bankability. Heavy mineral mining projects are often located in ecological sensitive coastal zones, and bring with them a suite of social impacts in the mainly developing countries within which they are usually located. This paper draws on experience gained in undertaking EIAÆs for heavy mineral mining projects in Kenya, Mozambique and South Africa, and uses these case studies to identify potential pitfalls. Important lessons include the need to initiate the EIA process as early as possible in the project, in order to develop management systems to mitigate the environmental impacts of exploration. Close and on-going consultation with affected communities is also seen to be critical to the success of the EIA. Proactive participation on the part of the environmental consultants with the project team and all interested and affected parties (IAPs) is important. An EIA commissioned later in project planning makes it difficult for the EIA to contribute in a positive manner to the project. Early engagement with environmental consultants allows the environmental assessment to develop from a report to an actual process, and to become fully integrated with project planning. The proviso is that an initial æfatal flawÆ assessment is required to identify any potential æshow stoppersÆ, in order to meet one of the important objectives of EIA, namely an assessment of whether or not the proposed project is the preferred development intervention in the study area. For more controversial proposals this may require the commissioning of a Strategic Environmental Assessment (SEA), which circumvents some of the limitations of the project level EIA. Whilst confidentiality is a constraint to full disclosure, an open participatory approach to public consultation is essential to add credibility to the EIA process and to gain, at least, the acceptance of the process from the majority of IAPs. Full disclosure is encouraged by organisations such as the International Finance Corporation, who acknowledge that good public consultation costs a lot of money, but bad public consultation costs a lot more! An open approach to disclosure presents understandable difficulties for proponents, as they are required to give up some of their control over the project, and to trust the social scientists engaged in the process. However, independence in the EIA process is critical to its success. This paper will highlight these and other issues by drawing on five case studies to identify lessons learnt, and explore the above themes in more detail.

Jan 1, 2001