The Mine Managers’ Handbook came about during planning of the AusIMM’s inaugural Mine Management Conference in 2006. Preliminary work was undertaken Richard Knight, the then Chair of the conference.
In 2010, the AusIMM Mining Society (MinSoc) took up the project to develop the Mine Managers’ Handbook. A steering committee was formed, comprising a group of distinguished mining engineers and mine managers including Chris Carr, Paul Harper, Emeritus Professor Odwyn Jones, Professor Brian White, and chaired by John Dunlop. A plan and budget were prepared and a table of contents notionally agreed to by the end of 2010.
The first edition of the Mine Manager’s Handbook was published two years later at the end of 2012 with the assistance of more than 40 authors.
John Dunlop, in his introduction for the Handbook’s first edition foreshadowed the need for the establishment of a new steering committee in the future. This committee’s role was to identify and prepare new sections for inclusion in subsequent editions of the Handbook.
In 2017, MinSoc established a Mine Managers’ Handbook subcommittee to:
- investigate the potential for any consolidation or amendment of content
- identify and close gaps in the content of the Handbook.
The objective is not to produce a new volume at this point, but simply improve the existing edition. The potential to build on the current edition is clear and illustrated by the following proposed sections:
- Mining contractors represent a significant part of the mining industry. The selection and management of mining contracts and contractors are areas that form part of a mine manager’s role.
- Similarly to mining contractors the increasing use of consultants supports a requirement for a section covering the engagement and use of consultants; ensuring they have meaningful scopes of work, which are properly managed – this is important to both parties.
- The mining workforce is changing as it responds to a range of contributing factors (flexible work, virtual teams, organisational culture and diversity of gender/culture/background). How does a mine manager work with these groups to build effective teams and operations?
- Executive management and boards, frequently two levels up from the role of a mine manager. Yet, no matter how successful a manager’s capacity to lead their own team, the success of their operation can depend on their ability to work with these next two levels up in the organisation.
- Introduction of new technology is a constant theme for the mining industry and a critical enabler for its future. For this reason, a section that provides guidance on how to achieve the best possible conditions for the successful implementation of new technology clearly has merit.
MinSoc and its Mine Managers’ Handbook subcommittee looks forward to any comments and suggestions members may have that may assist its work on this project. Feedback and expressions of interest in becoming a contributor for this project can be directed to email@example.com
The subcommittee includes Adrian Pratt, Jeff Innes, Kate Hobbs, Mani Rajagopalan, Mark Boon and Stuart Reid.