The Hamersley Yandi Iron Ore Mine of Hamersley Iron Pty. Ltd. is located in the Pilbara region, Western Australia, approximately 90km north west of the town of Newman. The iron ore has accumulated in a palaeochannel as an enriched Channel Iron Deposit (CID). Mining in other parts of this palaeochannel has been practised since 1991. Named deposits in the province are, from west to east, Munjina, Pool, Meander, Western, Central, Eastern, Junction and the Billiard deposits.Presently the CID acts as an aquifer and transmits water through its fracture system. It is the main conduit for the regional groundwater. The Water and Rivers Commission of Western Australia considers the groundwater in the alluvial beds of the Weeli Wolli Creek overlying the CID to be a useful resource. The groundwater is currently used for stock watering so the quality should be preserved.Part of the four possible closure plans of the Yandi Mine is to backfill the excavated channel with waste rock from the mining operation. The waste material will consist of the uneconomic grade lateritic pisolite iron ore, together with colluvium and alluvium overburden. The closure plans will also leave behind two pit lakes.The impact of these closure plans vary but each plan will leave pit lakes containing water with high salinity and this may adversely affect the quality of the groundwater downstream of the lakes.The hydraulic conductivity of the shallow aquifer may be impaired by swelling clays found in parts of the waste material. This impact would be reduced if the chosen closure plan was one with hydrogeological flow management.The water quality downstream of the pit lakes will change and the environmental impact on the groundwater will depend on which closure plan is chosen. This thesis suggests a number of options for consideration.

Sulphate-rich wastewater is an increasing concern for industries as LKAB. The water chemistry of the LKAB Kiruna water system is characterized by high alkalinity, high pH (pH 7.5-9.0) and high concentrations of chemical species and soluble minerals. The sulphate content in the water system of Kiruna is associated with the dissolution of calcium sulphate as anhydrite (CaSO4) and gypsum (CaSO4 2H2O). However, the high concentrations of sulphate in the effluents from the LKAB Kiruna operation are unique for iron ore mining.    The aim of the thesis was to study and evaluate the behavior of sulphate in the process water system of the Kiruna concentrator plants. This was done by laboratory grinding (leaching tests), equilibrium calculations with the HSC software and mass balancing of the concentrator KA3 in Kiruna. The highest concentrations of sulphate have been detected in the process water of KA3, hence the focus has been on KA3 regarding sampling, evaluation and comparison. Water treatment technologies for sulphate and the effect of process water on ore processing have not been included in this project.   The laboratory grinding was done using process water and ore from the concentrator KA3. During the experimental work with laboratory grinding the parameters pH, temperature and operating times for primary- and secondary grinding, respectively, were varied. The observations from the experimental work were further confirmed by equilibrium calculations and mass balancing. The following conclusions were drawn.     Anhydrite/gypsum is not leached from the ore during ore processing with process water having concentrations of sulphate already close to the saturation point at approximately 1800 mg/L. If the process water is diluted with water with lower sulphate content, e.g. mine water or a diluted return water from the pond system (e.g. during spring flood), anhydrite/gypsum in ore will be dissolved until the sulphate concentration reaches the saturation point. The ionic strength of the process water controls the saturation point and thus the sulphate concentration. Leaching of anhydrite/gypsum in saturated process water, with respect to sulphate, is not affected by grinding time or adjusted conditions in the process water, such as temperature or pH value.    For further work, it is recommended to investigate the behavior of sulphate in the tailings pond system to increase knowledge of the overall behavior in the water system. In addition, a similar investigation of the behavior of uranium in the process water is recommended in order to face future environmental standards.

Thesis (MBA)--Stellenbosch University, 2007. / ENGLISH ABSTRACT: Human resources budgeting at Sishen mine had been done, for as long as the researcher has been employed at the mine, according to history as well as according to the demands of the financial situation. Consequently, human resources shortages have been corrected by external labour which is often more expensive than internal labour. During the annual budgeting period when top management applies pressure to cut costs, the operations budget is easy to defend. With the help of Excel spreadsheets or maintenance management systems, maintenance managers can present strong arguments for not cutting the operations budget. Budget deficits are then easily corrected by means of negative adjustments to the human resources budget. This research will explore the issue of whether a tool exists to calculate the human resources budget scientifically. A target was set to develop a tool or model for human resources budgeting or to investigate whether such a tool does not already exist. A literature survey was done to determine world best practices regarding the calculation of human resources budgeting. The literature studied guided the researcher to a computerised maintenance management system (CMMS) and it was found that Sishen already has one of the best (SAP) in place. Sishen even has a process (Routine Work Management or RWM) in place which helps to get all maintenance information into SAP to make the necessary information available for effective maintenance. It was further found that SAP, which has been used by the mine for several years, can already provide the human resources requirements for any future period. The RWM process which helps to get information in and out of SAP has been in use for some time already. Unfortunately the process was poorly executed and the information is not reliable. This statement is supported by the internal (Kirstein, 2006) and external (Aurea, 2006) audits done at the mine during 2006. The external audit was done by Aurco (2006). The author concluded that Sishen has a tool but not a strategy to utilise RWM successfully. One of the reasons why RWM was poorly executed was the fact that there is a lack of support from the people in the workplace. These individuals claim that they were not consulted when RWM was introduced at the mine and as a result they did not buy in. A proper change management process was not followed and the employees suspected that RWM was implemented to play policeman or to measure how much spare time they have and reduce the workforce accordingly, as in the case of the Prometheus project. Consequently they admit to manipulating RWM's measured outcomes, ignoring it or deliberately undermining it. They added that RWM is easy to manipulate and perceived it as a farce by many of the participants, A decision was taken to use the Kotter change management process to run a project to get RWM to the required level. Kotter's eight steps for successful large-scale change can be utilised with great success to achieve the required changes. After a brainstorming session and from the recommendations of the two audits a list of ideas was compiled. These ideas should help to get RWM to a level where human resources requirements can be drawn from SAP for any period in the future. Although the research was aimed at getting human resources budgeting from SAP, it will also have other advantages. The ratio between planned and unplanned maintenance will be better because RWM will ensure better maintenance / AFRIKAANSE OPSOMMING: Mannekragbegroting op Sishen-myn is, vir solank die navorser deel is van die myn, gedoen volgens die behoeftes van die verlede asook volgens wat deur die finansiele situasie toegelaat is. Gevolglik het dit dikwels gebeur dat die tekorte aan mannekrag aangevul is met huurarbeid wat dikwels duurder is as eie mannekrag. Tydens die begrotingsrondte kan die geld wat aangevra word vir die instandhouding van die toerusting goed beveg word omdat die instandhoudingspersoneel waterdigte argumente kan aanvoer oor hoe die begroting bereken is. Begrotingstekorte word gevolglik maklik reggestel met negatiewe aanpassings op die mannekragbegroting. Hierdie studie gaan die bestaan ondersoek van 'n gereedskapstuk of model om die mannekragbegroting wetenskaplik te kan bereken. Daar is 'n doelwit gestel om 'n model te ontwikkel vir mannekragberekening of om vas te stel of daar nie reeds iets bestaan nie. 'n Literatuurstudie is gedoen om vas te stel wat wereldwye beste standaarde ten opsigte van mannekragberekening is. Dit het die navorser gelei na gerekenariseerde instandhoudingsbestuurstelsels (CMMS) en daar is bevind dat Sishen reeds een van die beste stelsels gebruik (SAP). Sishen het selfs 'n proses ("Routine Work Management" of RWM) om alle instandhoudingsinligting in SAP te kry sodat die regte inligting weer beskikbaar kan wees vir effektiewe instandhouding. Daar is verder bevind dat SAP, wat reeds vir verskeie jare in gebruik is, enige tydperk in die toekoms se mannekragbehoeftes kan bepaal. Die RWM-proses wat moet help om inligting in en uit SAP te kry, is ook reeds geruime tyd in gebruik, maar ten spyte daarvan word die proses afgewater en is die inligting nie betroubaar nie. Hierdie stelling is bewys deur middel van twee ouditte wat in 2006 op RWM gedoen is. Die een audit was 'n interne audit terwyl die ander deur die maatskappy Aurea gedoen is. Die afleiding kon dus gemaak word dat daar wel 'n gereedskapstuk is, maar dat geen strategie bestaan om dit effektief te gebruik nie. Een van die redes waarom RWM as 'n afgewaterde proses beskryf kan word, is 'n gebrek aan ondersteuning deur die mense in die werksplek. Die mense beweer dat hulle nie geken is ten tye van die bekendstelling van RWM nie en hulle het dus nie ingekoop nie. Die afleiding is gemaak dat daar nie goeie veranderingsbestuur toegepas is toe RWM aan die myn bekendgestel is nie. Die werknemers het vermoed dat RWM ingestel is om hulle te polisieer of te bepaal hoeveel vrye tyd hulle het en die werksmag dienooreenkomstig af te skaal, soos in die geval van die Prometheusprojek. Gevolglik het hulle erken dat hulle die RWM se uitkomste gemanipuleer het, dit geignoreer het, of doelbewus ondermyn het. Hulle het bygevoeg dat RWM maklik gemanipuleer kan word en dat baie dit as 'n klug beskou. Daar is besluit om die Kotter-model te gebruik om 'n projek te loods om RWM op die vereiste standaard te kry. Dit word as die geskikste model beskou om die nodige veranderingsbestuur toe te pas. 'n Lys van idees is opgestel na aanleiding van 'n dinkskrumsessie met die werknemers asook van voorstelle wat in die twee ouditverslae gemaak is. Herdie idees moet RWM in plek kry sodat mannekragbehoeftes vir enige tydperk in die toekoms vanuit SAP verkry kan word. Alhoewel die navorsing daarop gemik was om mannekragbegroting vanuit SAP te bekom, hou dit ook 'n ander voordeel in, naamlik 'n beter verhouding van beplande tot onbeplande instandhouding omdat goeie RWM-prosedures beter instandhouding en gevolglik beter beskikbaarheid gaan verseker.

Thesis (MBA)--Stellenbosch University, 2004. / ENGLISH ABSTRACT: Early in 2001, Thabazimbi Iron Ore mine embarked upon a Leadership and Culture Change strategy. This program was one of the five strategic goals decided upon as part of the strategic drive to improve the performance of the business. A formal, structured implementation plan was crafted in house to approach the initiative. The plan was based on the literature of a number of prominent authors in the fields of leadership, competence theory and change management. The plan is built around a model known as the "Thabazimbi Thumbprint" which is primarily based on the work of Bernard Bass and Bruce Avolio in the field of Transfomational Leadership, and Dr Jay Hall's research and literature on the Competence Process. The primary aims of the implementation of this strategy at the mine were to: • Address the damage done to morale and commitment levels by repeated downsizing and the threat of mine closure. • Establish a high performance team culture. • Remove blockages to performance and the development of human potential. The strategy and implementation plan of the mine is compared against current literature within the fields of leadership and change management and significant similarities are observed. Even though the implementation of this initiative has only been running for some 2 years and is far from complete, a number of significant improvements have been made in terms of collaboration, commitment, trust in management and the reduction of conflict. In addition the performance of the mine in the field of safety and health has vastly improved, the production process is currently stable and targets are met, operating costs have reduced by 4% year on year and the current life of mine has been extended to 10 years. The writer has been the Engineering Manager at the mine from December 2001 and has been responsible for the implementation of this strategy within the Engineering department of the mine. The strategy and implementation plan serves as an example of a fully integrated and comprehensive approach to implementing such an initiative, while remaining simple and practical. The author identifies a number of deficiencies within the strategy used by the mine and makes some recommendations to improve the process that should be considered with respect to the future implementations of this type of initiative. / AFRIKAANSE OPSOMMING: Thabazmbi Ysterertsmyn met 'n Leierskap en Kultuur veranderingstrategie aan die begin van 2001 begin. Die program was deel van vyf strategiese besigheidsdoelwitte wat daarop gemik was om die kern te vorm van die strewe na 'n verbeterde prestasie van die besigheid. 'n Formele, gestruktureerde implementeringsplan is deur die myn ontwikkel vir die daarstelling van die inisiatief. Die plan was op die literatuur van prominente skrywers in die leierskap, bevoegtheidsteorie en veranderingsbestuur rigtings gebaseer. Die plan is gebou op 'n model bekend as die "Thabazimbi Thumbprint" en is gebaseer op die werk van Bernard Bass en Bruce Avolio in die veld van Transformasie Leierskap, en op Dr Jay Hall se navorsing en literatuur oor die "Competence Process". Die primere mikpunte van die implementeering van die strategie op die myn was die volgende: • Om die skade wat herhaalde afskalings en dreigemente van toemaak aan die moraal en toegewydheid van die werksmag gedoen het, aan te spreek. • Om 'n hoe presterende spankultuur te vestig. • Om die blokasies wat onderprestasie veroorsaak en die onderontwikkeling van menslike potensiaal uit die weg te ruim. Die strategie en implementeringsplan is met huidige literatuur in die leierskap- en kultuurveranderingsrigtings vergelyk. Daar is 'n groot mate van ooreenstemming waargeneem. Hoewel hierdie inisiatief maar slegs twee jaar aan die gang is en nog ver van klaar is, is daar al reeds 'n merkwaardige verbetering te bespeur in terme van samewerking, toewyding, die vertroue in bestuur en die vermindering van konflik. Bo en behalwe eersgenoemde pluspunte is daar ook 'n groot verbetering wat betref die gesondheid- en veiligheidsfaktore op die myn. Die produksieproses is stabiel en doelwitte word behaal. Die operasionele kostes is met 4% per jaar besnoei en die huidige lewe van die myn is verleng tot 10 jaar. Die skrywer is die Ingenieursbestuurder van die myn vanal Desember 2001 en was verantwoordelik vir die implementering van die strategie binne die ingenieursafdeling van die myn. Die strategie en implementeringsplan dien as 'n voorbeeld van 'n volledig geintegreerde benadering tot implimentering van so 'n inisiatief, terwyl dit prakties en eenvoudig bly. Die skrywer identifiseer 'n aantal leemtes binne die strategie soos deur die myn gebruik en maak aanbevelings vir die verhetering van die proses wat in die toekoms in ag geneem behoort te word in die implimentering van hierdie tipe inisiatiewe.