Figure 1 shows a short-term execution plan: a task-level schedule by block with a matching Gantt chart for activities like block prep, drilling, blasting, and loading/hauling across specific dates and per cent complete. This is the actionable weekly plan that converts quarterly intentions into sequenced tasks, revealing whether upstream quarterly sequencing is feasible once real equipment hours, benches, and inter block dependencies are honoured. Figure 1: Block Sequencing Why sequencing matters now • The order of drilling–blasting–hauling across blocks determines whether access to the next ore block opens on time, directly affecting short-term cash flow and NPV contributions of the quarter. If drilling slips on the lead block, blasting and ore exposure slip, starving the plant and eroding NPV. • Short-term plans must respect pit precedence, geotechnical widths, and fleet capacity; the table’s “days complete/remaining” and “per cent complete” columns are the control points to keep exposed ore ahead of the shovel, preventing production delays. Sustainable ore access in weekly plans • Use the execution plan to enforce a minimum “exposed ore” buffer: ensure each ore block’s loading window begins only after preceding waste and prep tasks clear access, and maintain a rolling stock/exposure KPI for the next 1–2 weeks. This operationally enforces the “minimum exposed ore" concept. • Sequence pushbacks so that waste removal tasks in the Gantt precede high-grade ore starts by several days, keeping pit geometry regular and avoiding re handles; this short-term discipline is what sustains long-term access. Leveraging market conditions • When prices are high, front-load high-grade blocks in the near-term chart by accelerating drilling and blasting earlier and allocating more shovel hours, while shifting some low-grade or waste to night shifts or subsequent weeks; when prices weaken, delay lower-margin ore or feed from stockpiles. This dynamic cutoff and rate adjustment enhance quarter NPV. • Scenario test the next four weeks against price bands: re-sequence blocks and update the Gantt to schedule capital-intensive moves (e.g., additional shovel or contractor drill) only in favourable windows. Adaptive plans can outperform static ones significantly. How the figure should be used • Validate quarterly plan: if the Gantt shows overlapping haul or drill windows causing resource conflicts, it is an early signal that the quarterly sequencing was unrealistic; fix at the execution plan first because this is where actions occur. • Maintain leading indicators: track “per cent complete” on critical path blocks and a daily “days of exposed ore ahead” metric; if exposure drops below target, reassign drills or add a blast to protect mill feed continuity. Where to invest effort • Prioritise execution scheduling quality: tighten activity durations, resource calendars, and inter-block links so the plan is feasible and resilient; poor execution plans translate directly to downtime and lost margin. • Build a rolling 4–6 week look ahead tied to quarterly milestones: the weekly Gantt is updated daily, but always anchored to opening the next pushback’s ore blocks on time to preserve sustainable access and market timing benefits

The Importance of Sticking to Mine Planning Compliance in Achieving Copper Production Targets In the fast-paced, high-stakes world of open-pit mining, success isn’t just about moving tonnes—it’s about moving the right tonnes, in the right sequence, at the right time. Mine planning compliance sits at the core of this precision. It’s the heartbeat of production control, the difference between meeting copper targets and falling short despite burning through fuel, hours, and manpower. Every blast, every bucket, and every truckload has a purpose defined by the mine plan, and when operations stray from it, even slightly, the ripple effects can distort the entire production curve—from ore delivery to metal output. At its core, mine planning compliance ensures that mining activities align with the strategic intent of the operation. The mine plan is not merely a document; it is a carefully modeled roadmap that balances ore exposure, haul distances, safety considerations, and economic priorities. In the context of a copper operation, deviations from the plan can directly influence the grade and tonnage of ore delivered to the mill, affecting daily and monthly copper targets. When mining shifts away from the designed cutbacks, bench elevations, or haul routes, the result is often dilution, ore loss, or unnecessary movement of waste. Each misaligned blast or wrongly positioned ramp can mean the difference between meeting metallurgical recovery expectations and missing key production milestones. A common challenge in maintaining compliance arises during ramp construction—whether temporary or permanent. Ramps are vital arteries of the mine, enabling access to deeper benches, new ore zones, and waste dumping points. However, the construction of these ramps must adhere strictly to the design parameters set in the mine plan. When ramps deviate from design—say, by being steeper than planned, misaligned, or constructed in a way that encroaches into ore blocks—the consequences can be severe. Poorly placed ramps may sterilize ore, restrict future pushbacks, or create unsafe working conditions. They can also elongate haul distances, increasing cycle times and lowering productivity. Moreover, temporary ramp alignments are often used to accelerate access to priority areas. These short-term adjustments are useful, but they require careful execution and coordination with the planning team. If operators, supervisors, or contractors construct ramps without proper survey guidance or geotechnical validation, they risk cutting through high-grade zones or leaving behind “pockets” of stranded ore. This not only affects copper recovery but also distorts reconciliation between planned and actual performance. Interestingly, there are moments when operations make controlled deviations from plan—not out of negligence, but out of necessity. For example, to speed up ramp development, especially when the goal is to access priority ore or remove waste material obstructing ore, teams may decide to mine the ramp design only halfway down, then use a dozer to push material to the toe. This tactical approach allows for faster material movement and ensures that the operation remains ahead in exposing ore sources critical for mill feed continuity. While this method is practical, it still requires coordination with mine planners and geotechnical engineers to ensure that safety and long-term design integrity are not compromised. The essence of this practice lies in operational agility—adapting methods to meet immediate production targets without completely abandoning the plan. However, it must be done with discipline. If pushed too far, such shortcuts can lead to excessive ramp gradients, insufficient width for double-lane traffic, or instability near the ramp toe. Over time, this can slow down truck traffic, increase maintenance on haul roads, and even necessitate rework—ironically wasting more time than was saved. Furthermore, non-compliance in mine planning doesn’t just affect access and safety—it affects the copper balance sheet. The mine plan dictates not only where to mine but also when certain grades are scheduled to feed the mill. Mining out of sequence can mean sending lower-grade material too early or delaying access to high-value ore zones, which reduces the average head grade. In a business where copper price fluctuations can make or break quarterly performance, the consistency of ore quality is critical. Poor planning compliance can thus translate to reduced revenue, missed sales contracts, and credibility issues with stakeholders. Another overlooked impact of non-compliance is on waste management. If waste is not mined or dumped according to the design sequence, it can block access to ore zones, increase rehandling costs, and limit space for future dumps. For instance, failing to clear waste on schedule can delay ore exposure by weeks or months, forcing production teams to chase tonnage from less favorable areas. The result is often increased haulage distances, reduced equipment efficiency, and rising operational costs—all of which erode profitability. Mine planning compliance is also integral to safety and sustainability. The plan is designed with geotechnical stability in mind—berm spacing, bench heights, and ramp gradients are calculated to prevent slope failures and equipment accidents. Deviating from this design introduces hazards that might not be immediately visible but can accumulate over time. For example, oversteepened ramps created during rushed development can become dangerous during the rainy season, when water ingress weakens the slope face. Thus, adhering to plan is not only about copper targets—it’s about keeping people and assets safe. In modern mining operations, compliance is measured not only by adherence to design coordinates but also by reconciliation data. High mine-to-plan compliance indicates that the operation is in control, predictable, and efficient. It also reflects strong communication between planning, geology, and production teams. On the other hand, poor compliance suggests disconnects between design and execution, which can trigger a chain reaction of inefficiencies, from grade control errors to logistical bottlenecks at the plant. Ultimately, the discipline of sticking to the mine plan is what separates successful mines from struggling ones. It builds a culture of accountability—where every operator understands that their work, down to the last truckload, contributes to a bigger, structured goal. It’s about respecting the effort behind each design line drawn by the planning team, knowing that every ramp curve, pit limit, and berm width was engineered for purpose. In conclusion, mine planning compliance is more than a metric—it’s a philosophy of precision, coordination, and intent. In copper mining, where every tonne and every grade fraction counts, drifting away from the plan can quietly erode both output and profitability. Temporary measures, like partial ramp mining with dozer assistance, have their place but must always be executed with alignment to planning principles. The mine plan is the language of the operation—deviate from it, and communication breaks down. Stay true to it, and the operation thrives—safe, efficient, and consistently hitting copper targets, one bench at a time.

A deep dive into the world of short term mine planning. Every mine could have a different classification of short term planning. Some mines could have it at 3 months and others at 1 month and less. But the general idea is as highlighted in the text below. From the start of an entire mineral exploration to the end of it we have many holes drilled which will be logged with all sorts of properties and material types. These data sets are then put in place together and are processed through software’s which create what we call a block model. This block model includes lots of information such as material strength. Economic materials present as well as the percentages at each position in a 3D space (x,y,z) This 3D model is what we use to create the entire pit outline. (This is the most economical extraction method and sequence of the mineral deposit in order to maintain our profitability at the mining operation) The long term planning team will generally give a projection or forecast for an entire 2 years to maybe about 5 years. The short term planning team has to strategize and navigate the constraints to meet these numbers on a monthly basis. Weekly basis and daily basis. Tracking the ore feed and waste movement closely. Making plans with very clear instructions in order for the team to execute the operations without ambiguity. Softwares on the market operate differently, the one I’m familiar with is Deswik. This software is designed such that you merge the pit design together with the current topography and include the block model inside of the pit design. You then start selecting machines and utilize them to mine out blasted material as well as material you intend to blast. Mining is done with a single unit throughout the end of the month. As you mine with each unit there will be a report that will keep being generated which will include ore and waste numbers. You continue with this process and sometimes you may have to change the strategy or mining direction in order to meet the budgeted numbers. When all other strategies aren’t really giving you the desired copper numbers you are seeking. You may have to explain your reasons to senior management and let them know of the major constraints you are facing. Through experience they could give you better guidance on how to schedule. Sometimes we have to bite the bullet and ensure we fast track other projects when we’re struggling with ore. Some of the projects we fast track is things such as ramp developments that can potentially lead us into better ore blocks with better grades. Ultimately short term mine planning is an integrated function among the process plant, mining operations and mining technical team. Making real time decisions to ensure constant flow of material and optimization of mining to achieve the best possible result on a month to month basis. The block model = the mine WE MINE FOR PROFIT TO SUSTAIN DEVELOPMENT

Mine planning is the heart of any successful mining operation — it transforms geological resources into valuable, mineable reserves, ensuring technical, economic, and operational feasibility. 📊 Here's a simplified look at the Mine Planning Cycle — from resource modeling to operations: 🔹 Geological Model: The foundation — understanding the ore body. 🔹 Optimization Inputs: Mining method, geotechnical data, costs, and constraints. 🔹 life of Mine (LoM) Considerations: Business goals, community impact, and operational limits. 🔹 Optimization & Its Results: Selecting the best pit shell for maximum value. 🔹 Mine Design: Creating the final pit, haul roads, and infrastructure layout. 🔹 Production Schedule: From LoM to weekly plans, aligned with NPV optimization. 🔹 Financial Modeling: Forecasting cost, revenue, and profitability. 🔹 Reconciliation: Comparing plan vs. actual — adjusting for real-world conditions. 🔹 Operational Plan: Turning plans into safe and efficient daily mining activities. 💡 This cycle is not linear — it’s dynamic and requires constant adjustment based on field feedback, economics, and safety. As a mining engineer, mastering this cycle means improving both productivity and sustainability.

Open-pit mine planning plays a crucial role in defining mineral reserves and optimizing their extraction. The extraction process typically involves mining sequential pits known as pushbacks, which must satisfy complex geometrical constraints to ensure operational efficiency and safe equipment usage. However, current pushback designs are largely manual, rely-ing heavily on the expertise of engineers to translate outputs from commercial tools into practical solutions. This article introduces a novel algorithm inspired by the physical principles of soap bubbles, leveraging their natural tendency to form compact, efficient shapes. The algorithm integrates a new mathematical formulation that simultaneously considers both the economic value and geometric characteristics of pushbacks, producing compact and operationally feasible clusters of blocks. Extensive testing on real mines with large datasets demonstrates the algorithm’s capability to generate practical pushbacks that meet both economic and operational requirements. Source: https://link.springer.com/epdf/10.1007/s42461-025-01191-7?sharing_token=zpVXSVTE85R1u0v8UVOXave4RwlQNchNByi7wbcMAY6f6iIrkDcZJvLhwsUl34VXMfbSgscTxjsiHZlo0kRQNblp0x5fAdQlUpmaYS629fa1_C7gU3LzFZP-_slBV5Jr_3WbUW_i7rvRWSYThnPpV4VlzkODcv9nn2kzScb7H1c%3D

Why straight line targets demotivate your team and undermine your plans. The monthly plan says we have to get 140,000 tonnes from this machine this week, so what should the target be for each shift? Easy right, there are 14 shifts in a week (7 days, 2 shifts per day), so we need to get 10,000 per shift. No need to over think it. That’s what goes in the daily/shiftly plans. Right?! Or better, we know that the machine should do 1200 per hour, we expect 90% availability and 80% utilization so 1200x.9x.8x12hours = 10,368T so that’s the target, seems fair? Then just stick it in the shift plan for the rest of the week and let’s get back to planning. => BUT Sadly, the supervisor (your customer) looks at these targets during the start of shift process, shakes his or her head and either attempts to do the impossible (damaging gear and taking risks) or has a cruisy shift and easily meets a low ball target. Hold on, what do you mean, these targets were developed with good solid logic, why doesn’t this work. The Cyclist Imagine you’re going out for a mountain bike ride, the ride is 30 km long and you know you can average about 10km per hour, so you tell your wife you’ll be back in 3 hours. When you get to the track you remember that you need to pump up your tyres and oil your chain, that takes 10 minutes. You start the ride with a solid uphill grind for 10km, that was tough, you worked hard, really hard, but you look at your watch, it took you 2hrs to get to the top, you only managed 5km per hour, you stop for a drink and to recover for 10 minutes. The next stretch is 10km along the ridge, you get going at 10km per hour and an hour later you go straight into the downhill averaging 20km per hour for 30 min to get to back to the car. Phew, that was fun! BUT, you look at your watch and it’s taken you 3hrs 50min and you still haven’t got the bike in the car. 10 minutes later, you’re on the way home, a bit stressed out. You’re an hour late. What happened here? What can we learn about short term planning from this and what are we going to tell the boss? If you look at most operational tasks they are similar to this mountain bike ride, there are parts which are hard and slow and there are parts which are easier and faster, when you develop a “plan” you tend to use averages because they work reasonably well in the time horizon that you care about. But when you break this into smaller bits e.g. shifts, these averages can be very misleading and plain wrong. The cultural problem with this kind of error is that it encourages the wrong kind of leadership behaviours. If you were the manager of this cyclist, you might have expected him to be at the top of the hill at the end of the first hour, you would have looked for the causes of the variance and might have decided that the rider was no good because he couldn’t hit the target. By the end of the second hour you could be convinced that he was the wrong guy for the job. You might give him a spray and tell him he’s no good, the rider is not going to like this as he’s worked really hard and despite his hard work he has got in to trouble, he may not try so hard the next time. The next 10 km the manager is grumbling and trying to make the rider go faster and then on the downhill he’s kind of happy again because the rider has really sped up, but he’d really like him to go faster to catch up the lost time, so the rider might be pushed into taking some unnecessary risks. At the end the boss pats the rider on the back and says well done for catching up so much time but bemoans the fact that we’re going to be an hour late and it’s obviously because we lost so much time on the up hill. How do you think the rider feels about this experience? What kind of learning is going to happen here? Do you think we’re going to find the real causes of variance? A better plan for the mountain bike ride would have broken it down into the obvious phases and asked the rider what he thought he could do in these phases, ideally using some past performance data to help with this. This would have given us three things, Reasonable targets for each phase A better estimate of the overall time to complete the task. Commitment by the rider to meet these reasonable targets This would have set the rider and the leader up for success and given them an opportunity to learn from their performance at each phase when compared to the reasonable and committed plan. They could then come up with some ideas for how to make the whole ride go faster that they can try out next time they get on the bike! This seems like a much better place for people to work. How do you think you could apply this approach on your operation? A few actions you can try on your site are. Don’t just hand the weekly plan to supervisors and expect them to follow it. Ensure you actually have a documented day/shift plan that has been developed with targets that are reasonable for the conditions that each machine is in. See “Shift Plan”. Use the “shift handover” and “preshift briefing” processes to get supervisors to compare the plan with the reality in the field and formally commit to the targets they believe are reasonable for their shift. Do “short interval control” to check in on progress and help the crew solve any problems. Don’t be afraid to give planners feedback when their plans are unreasonable, they need to learn to make better plans. https://opskit.app/the-cyclist-with-an-impossible-plan/

"Do you generate a separate sequence for each orebody simulation?" I hear this very often. And the short answer is: 𝗡𝗼. 𝗡𝗼. 𝗔𝗻𝗱 𝗮𝗯𝘀𝗼𝗹𝘂𝘁𝗲𝗹𝘆 𝗻𝗼. Think about it: If you had a different extraction sequence for every simulation, which one would you follow? Which one would the medium and short-term planners inherit? Which one would operations execute in practice? It would be 𝗰𝗵𝗮𝗼𝘀. Planning needs clear and actionable guidance, not 100 sequencing versions. Let me break it down simply: When you're solving a LoM plan optimization problem using block-based scheduling approach, there are three major decisions to be made: • 𝗘𝘅𝘁𝗿𝗮𝗰𝘁𝗶𝗼𝗻 𝘀𝗲𝗾𝘂𝗲𝗻𝗰𝗲 (which blocks to mine and when) • 𝗖𝘂𝘁-𝗼𝗳𝗳/𝗱𝗲𝘀𝘁𝗶𝗻𝗮𝘁𝗶𝗼𝗻 𝗽𝗼𝗹𝗶𝗰𝘆 (where the material goes: mill, stockpile, leach pad, waste, etc.) • 𝗣𝗿𝗼𝗰𝗲𝘀𝘀𝗶𝗻𝗴 𝘀𝘁𝗿𝗲𝗮𝗺 𝗱𝗲𝗰𝗶𝘀𝗶𝗼𝗻𝘀 (material flow after the block's first destination is determined) Now, here’s the important part: The extraction sequence is what’s called a 𝗳𝗶𝗿𝘀𝘁-𝘀𝘁𝗮𝗴𝗲 decision (in two-stage stochastic optimization terminology). Which means: It must be defined 𝗿𝗶𝗴𝗵𝘁 𝗻𝗼𝘄 before any additional information is revealed. It is also called a 𝘀𝗰𝗲𝗻𝗮𝗿𝗶𝗼-𝗶𝗻𝗱𝗲𝗽𝗲𝗻𝗱𝗲𝗻𝘁 decision. You need a sequence that planning teams can actually work with. "First-stage" decisions are commitments you make before knowing exactly what Mother Nature has prepared for you. They're the backbone of the mine plan. ✅ So what sequence does stochastic mine planning actually give you? • A 𝘀𝗶𝗻𝗴𝗹𝗲 𝗼𝗽𝘁𝗶𝗺𝗶𝘇𝗲𝗱 𝗲𝘅𝘁𝗿𝗮𝗰𝘁𝗶𝗼𝗻 𝘀𝗲𝗾𝘂𝗲𝗻𝗰𝗲. • Built by looking at all orebody simulations 𝘀𝗶𝗺𝘂𝗹𝘁𝗮𝗻𝗲𝗼𝘂𝘀𝗹𝘆. • Designed to 𝗺𝗮𝘅𝗶𝗺𝗶𝘇𝗲 𝗡𝗣𝗩 while trying to minimize deviations from targets across uncertainties. In other words: You don't optimize for one future. 𝗬𝗼𝘂 𝗼𝗽𝘁𝗶𝗺𝗶𝘇𝗲 𝗮𝗰𝗿𝗼𝘀𝘀 𝗺𝗮𝗻𝘆 𝗳𝘂𝘁𝘂𝗿𝗲𝘀, and find the path that, on average, gives you the best, and 𝗺𝗼𝘀𝘁 𝗿𝗶𝘀𝗸-𝗿𝗲𝘀𝗶𝗹𝗶𝗲𝗻𝘁 𝗼𝘂𝘁𝗰𝗼𝗺𝗲. That’s why the extraction sequence is scenario-independent. That’s why stochastic planning works in the real world and major mining companies are starting to integrate it into their planning workflow. So next time someone asks: "Do you generate a sequence for every simulation?" you can just smile and say: "𝗡𝗼, 𝘄𝗲 𝗴𝗲𝗻𝗲𝗿𝗮𝘁𝗲 𝗼𝗻𝗲 𝘀𝗲𝗾𝘂𝗲𝗻𝗰𝗲 𝘁𝗵𝗮𝘁'𝘀 𝘀𝗺𝗮𝗿𝘁 𝗲𝗻𝗼𝘂𝗴𝗵 𝘁𝗼 𝘀𝘂𝗿𝘃𝗶𝘃𝗲 𝘁𝗵𝗲𝗺 𝗮𝗹𝗹." 𝘐𝘯 𝘧𝘶𝘵𝘶𝘳𝘦 𝘱𝘰𝘴𝘵𝘴, 𝘐 𝘸𝘪𝘭𝘭 𝘵𝘢𝘭𝘬 𝘢𝘣𝘰𝘶𝘵 𝘵𝘩𝘦 𝘰𝘵𝘩𝘦𝘳 𝘥𝘦𝘤𝘪𝘴𝘪𝘰𝘯 𝘵𝘺𝘱𝘦𝘴 𝘢𝘯𝘥 𝘩𝘰𝘸 𝘸𝘦 𝘨𝘦𝘵 𝘱𝘳𝘰𝘣𝘢𝘣𝘪𝘭𝘪𝘴𝘵𝘪𝘤 𝘧𝘰𝘳𝘦𝘤𝘢𝘴𝘵𝘴 𝘰𝘶𝘵 𝘰𝘧 𝘢 𝘴𝘪𝘯𝘨𝘭𝘦 𝘳𝘪𝘴𝘬–𝘳𝘦𝘴𝘪𝘭𝘪𝘦𝘯𝘵 𝘴𝘦𝘲𝘶𝘦𝘯𝘤𝘦. 𝘚𝘵𝘢𝘺 𝘵𝘶𝘯𝘦𝘥!

An integrated strategic plan for mine technical services should encompass several key components to ensure efficient and sustainable operations. Here are some essential elements: 1. Resource and Reserve Management: Accurate geological modelling and resource estimation. Regular updates to the mineral resource and reserve statements. 2. Mine Planning and Design: Long-term and short-term mine planning. Optimisation of mine design to maximise resource extraction and minimise costs. Incorporation of environmental and safety considerations. 3. Operational Efficiency: Implementation of best practices in drilling, blasting, loading and hauling. Use of technology and automation to improve productivity and reduce operational costs. 4. Risk Management: Identification and mitigation of technical risks. Development of contingency plans for potential operational disruptions. 5. Sustainability and Compliance: Adherence to environmental regulations and standards. Implementation of sustainable mining practices to minimise environmental impact. 6. Stakeholder Engagement: Regular communication with stakeholders, including local communities, government agencies and investors. Transparent reporting on operational performance and sustainability initiatives. 7. Continuous Improvement: Regular review and improvement of processes and practices. Investment in research and development to stay ahead of industry trends and innovations. By integrating these components, mine technical services can align their operations with strategic goals, ensuring long-term success and sustainability. References 1. The role of mine planning in high performance - AusIMM ausimm.com 2. Strategic Mine Planning minemax.com 3. Integrated Strategic Planning for Mining - Whittle Consulting whittleconsulting.com.au

There’s nothing prouder for a planner than watching the result come together after months of designing, planning, and coordination. During my time as a Mine Planning Engineer at an open-pit gold mine in Indonesia, I was responsible for planning and coordinating operations in an extremely challenging environment, where geothermal activity caused hot groundwater to emerge from the pit floor and walls, with temperatures reaching up to 95°C. My role involved not only short-term mine planning but also daily collaboration with multiple departments, including Geotechnical, Drill & Blast, Mine Geology, Dewatering, and Operations, to ensure the safe and effective execution of the plan. Close supervision and coordination were essential, especially during pre-start meetings where we reviewed safety concerns, progress updates, and real-time adjustments based on site conditions. One critical factor in open-pit mine planning is the sump sequence, especially in high-rainfall areas like Indonesia. With wet season rainfall reaching up to 400 mm/month and geothermal inflows adding as much as 3,800 m³/hour of hot water, a poor sump plan can quickly turn into operational chaos. Limited space at the pit bottom and ramp constraints mean sump locations must align with long-term mine designs, not just weekly production plans. Misaligned sump sequencing doesn’t just pose safety risks, it can also directly reduce ore recovery below target. These challenges highlight why mine planners must think both strategically and tactically. Strategic thinking helps define the long-term direction, such as production goals, infrastructure layout, and overall pit design. At the same time, tactical decisions, like interim design, sump positioning, digging direction, ramp access, and day-to-day coordination, ensure those long-term plans stay on track under real-world conditions. We must understand “Where are we going?” while also knowing “How do we get there today?” At the end of the day, Strategic and Tactical are not separate mindsets in Mine Planning, they are inseparable. I’m truly grateful for the experience, the chance to be mentored by senior engineers and to work alongside a skilled, professional team. Every project teaches something new, and I’m looking forward to the next challenge.

=> Introduction In open-pit mining, effective short-term planning is crucial for maintaining operational efficiency, meeting production targets, and ensuring a steady ore supply to the processing plant. Unlike long-term mine planning, which focuses on strategic resource extraction over years or decades, short-term planning deals with the immediate execution of mining activities, typically within a 0-3 months’ timeframe. This process requires careful coordination between different departments – Mine Planning Engineers (Short-term), Geology, Geotechnical Engineers, Drilling & Blasting (Operations and Technical), Bench Preparation, Load & Haul, Engineering and others such as hydrologists etc. The role of these stakeholders is to ensure that daily and weekly targets align with broader operational goals. A well-structured short-term plan not only optimises equipment utilisation but also improves cost efficiency and minimizes operational disruptions. => Key Components of Short-Term Planning 1. Production Scheduling A well-defined production schedule is the backbone of short-term planning. It ensures that sufficient ore is available to meet milling requirements while balancing stripping ratios and waste handling. The schedule should be realistic, considering equipment availability & utilisation, labor, and weather conditions. 2. Drilling & Blasting Coordination Drilling and blasting are critical to maintaining a smooth mining sequence. Poor planning can lead to bottlenecks, such as a lack of available drilling space for rigs, which can delay subsequent operations like loading and hauling. Effective short-term planning ensures: • Proper fragmentation to optimise downstream loading and hauling efficiency. • Strategic blast timing to minimise operational downtime. • Safe and efficient utilisation of drill rigs. 3. Loading & Hauling Optimisation The efficiency of loading and hauling operations directly impacts productivity. Inadequate planning can result in excessive idle time, congestion, or inefficient material movement. Short-term planners must: • Optimise fleet allocation to minimise truck queuing. • Ensure smooth haul road conditions to maintain cycle times. • Balance ore and waste movement to keep stockpiles at optimal levels. 4. Stockpile Management Stockpiles play a vital role in ensuring consistent ore feed to the mill. Short-term planners (Engineers and Geologists) must manage stockpile blending to maintain ore quality, prevent fluctuations in plant performance, and ensure a steady supply of material that meets metallurgical requirements. => Challenges in Short-Term Planning Despite its importance, short-term planning comes with several challenges: 1. Geotechnical factors – The occurrence of geotechnical factors such as slope stability issues and pit wall failures, rock mass variability and uncertainty and ground water can impact short-term mining schedules. 2. Geological Variability – Unexpected changes in orebody characteristics can affect blending and processing. A good example would be an occurrence of oxidized material within the fresh ore material. 3. Equipment Availability – Mechanical failures and maintenance schedules can disrupt the execution of the plan. 4. External Disruptions – Weather conditions, regulatory changes, and workforce availability can all impact short-term mining schedules. 5. People factor (Not following the plan due to issues such as communication breakdown, not understanding the plan, lack of motivation etc. => Strategies for Effective Short-Term Planning To overcome these challenges, mining companies can adopt the following strategies: · Utilising Mining Technology: Software solutions like Micromine Alastri, Studio OP & EPS and Deswik integrate geological, scheduling, and operational data to improve decision-making. By using real-time data, planners can adjust schedules dynamically to reflect actual conditions. · Flexible Scheduling: Building contingency plans allows operations to adapt quickly to unforeseen circumstances without significantly impacting production targets. · Collaboration Between Departments: Regular communication between geologists, mine planners, geotechnical engineers and operations teams ensures alignment and proactive problem-solving. · Continuous Monitoring & Adjustments: Frequent plan reviews allow planners to refine schedules, optimise resource allocation, and respond to challenges as they arise. · Effective change management process: A well-structured change management process in mine planning ensures that operational adjustments are strategic, efficient and minimally disruptive. => Case Study: Investigating Production Targets with Reduced Equipment Using Short-Term Planning and Deswik An open-pit mining operation recently investigated how to maintain production targets while reducing equipment usage to manage operational costs more effectively. The mine faced increasing fuel and maintenance expenses, prompting a review of its short-term planning strategies. By leveraging Deswik.Sched, planners analysed different sequencing scenarios to determine if production targets could be met with fewer loading units, optimising fleet efficiency without disrupting ore supply to the mill. Through detailed scheduling and block reconfiguration, the investigation focused on improving drilling, blasting, and loading sequences to minimise delays and idle time. Deswik’s advanced scheduling tools allowed planners to simulate scenarios where fewer excavators were deployed, ensuring that material availability remained consistent. By prioritizing strategic extraction and reducing unnecessary rehandling, the mine found that it could optimise truck cycles and loading efficiency, leading to lower fuel consumption and maintenance costs. The results of the investigation confirmed that a reduction in active equipment did not impact production targets when an optimised short-term plan was implemented. Instead, the mine achieved greater cost efficiency, reducing operating expenses while maintaining steady ore output. This study demonstrated that data-driven short-term planning with Deswik can help mines streamline operations, optimise fleet utilisation, and enhance overall profitability, making it a valuable approach for cost-conscious mining operations. => Conclusion Short-term planning in open-pit mining is a dynamic and complex process that requires a balance between strategic execution and operational flexibility. By focusing on key planning components, addressing common challenges, and leveraging technology, mining operations can optimise productivity and achieve their production goals.

1. Optimiser l’exploitation minière • La planification permet de définir la séquence optimale d’extraction (ordre dans lequel on extrait les différentes zones du gisement). • Avec les outils numériques, les ingénieurs peuvent simuler plusieurs scénarios pour maximiser la rentabilité tout en tenant compte des contraintes géotechniques, environnementales et logistiques. • Outils utilisés : logiciels d’optimisation minière et les algorithmes d’optimisation. 2. Planification en temps réel grâce aux données IoT • Grâce aux capteurs déployés partout dans la mine (camions, foreuses, convoyeurs), la planification peut être ajustée en temps réel. • Par exemple, si une machine tombe en panne ou si une zone devient instable, le système propose une replanification dynamique pour éviter les arrêts de production ou les incidents. 3. Réduire les coûts et les temps d’arrêt • Une bonne planification permet de limiter les déplacements inutiles des machines, d’optimiser le transport du minerai, et de réduire l’utilisation d’énergie. • Exemple : la planification 4.0 ajuste les horaires des camions autonomes pour éviter les embouteillages sur les pistes d’accès à la mine. 4. Intégration des contraintes de durabilité • Dans le Mining 4.0, la planification prend aussi en compte des critères environnementaux : réduction de l’empreinte carbone, gestion des déchets, minimisation des impacts sur l’écosystème. • Cela permet de répondre aux exigences de plus en plus fortes en matière de responsabilité sociétale (RSE). 5. Planification multi-échelles (court, moyen et long terme) • Long terme : prévoir la durée de vie de la mine (Life of Mine Planning), les investissements et la stratégie globale d’extraction. • Moyen terme : organiser l’exploitation par phase sur plusieurs mois ou années. • Court terme : ajuster au quotidien les opérations en fonction des conditions du terrain, des performances des machines et des objectifs de production. 6. Simulation et prévision avec l’IA • Grâce à l’intelligence artificielle et au machine learning, les systèmes peuvent simuler l’évolution de la mine et prévoir : • L’évolution des coûts. • La disponibilité des équipements. • Les risques de non-respect des délais. • L’impact d’événements imprévus (panne, météo, conditions géotechniques). 7. Collaboration entre départements • Dans le Mining 4.0, la planification devient un outil centralisé et partagé entre tous les départements : production, sécurité, logistique, environnement. • Les plateformes cloud permettent à chaque service d’accéder aux données en temps réel et de contribuer aux décisions.

Mine scheduling is more than just planning extraction sequences, it’s about maximizing value while ensuring sustainability and operational efficiency. Advanced mine scheduling integrates geostatistics, optimization algorithms, and machine learning to enhance decision-making, minimize waste, and improve resource recovery. The outputs from mine scheduling such as production forecasts, equipment utilization plans, material movement schedules, and financial projections—are essential for strategic decision-making. They guide resource allocation, supply chain management, cost estimation, and environmental impact assessments, ensuring that mining operations remain efficient, compliant, and profitable. How Advanced Mine Scheduling Supports Key Operational Decisions ✅ Production Forecasts – Accurate predictions of ore tonnage, grade distribution, and processing plant feed, aligning production targets with operational capacity and market conditions. ✅ Equipment Utilization Plans – Optimized deployment of mining fleets, drills, and loaders to maximize productivity, reduce idle time, and extend asset lifespan. ✅ Material Movement Schedules – Efficient hauling, dump location planning, and stockpile management to prevent bottlenecks, reduce fuel consumption, and improve logistics. ✅ Financial Projections – Improved cost estimation, cash flow predictions, and profitability analysis by integrating operational constraints, cost models, and commodity price forecasts. By leveraging block modeling, real-time data analytics, and AI-driven simulations, mining operations can optimize fleet management, reduce downtime, and adapt to geological uncertainties. The result? Lower costs, higher productivity, and a reduced environmental footprint. As the industry moves toward automation and digital transformation, mastering advanced mine scheduling will be critical for staying competitive.

1. What is Mine Planning? Mine planning is the process of creating an operational plan for a mine. It typically involves the development of a number of different plans, such as production plans, financial plans, and safety plans. The purpose of mine planning is to ensure that the mining process is as efficient and safe as possible. 2. What are the Benefits of Mine Planning? Mine planning can help improve the overall efficiency of a mine by reducing costs, optimizing resources, and improving safety. By creating an operational plan, mines can better identify potential risks and develop strategies to mitigate them. Additionally, mine planning can help ensure that the mine is in compliance with local laws and regulations. 3. What are the Different Types of Mine Planning? The most common types of mine planning are strategic planning, tactical planning, and operational planning. Strategic planning involves setting long-term goals for the mine and developing strategies to achieve them. Tactical planning involves developing short-term plans to reach the goals set in the strategic plan. Operational planning involves the day-to-day activities of the mine, such as production and safety. 4. What are the Steps of Mine Planning? The steps of mine planning typically include data collection, design and optimization, scheduling, and implementation. During data collection, the mine must gather information about the site, such as geological data, environmental data, and economic data. During design and optimization, the mine must create an efficient plan based on the data collected. During scheduling, the mine must assign tasks to personnel and create a timeline for the project. Finally, during implementation, the plan is put into action. 5. What are the Challenges of Mine Planning? One of the biggest challenges of mine planning is that it requires a lot of data that may not always be available. Additionally, mine planning must take into account a variety of factors, such as safety, environmental impact, and economic feasibility. Finally, mine planning requires a large amount of technical expertise to ensure that the plan is efficient and effective. 6. What are the Best Practices for Mine Planning? The best practices for mine planning include having a comprehensive plan, involving stakeholders in the process, and regularly reviewing the plan. Additionally, the mine should consider the impact of the plan on the environment and the surrounding community. Finally, the mine should ensure that all safety regulations are followed and that the plan is in compliance with local laws and regulations.

In the dynamic world of mining, mine planning engineers face unique challenges every day. A small oversight in planning can lead to delays, increased costs, or operational inefficiencies. So, what are the common pitfalls, and how can we sidestep them? Here are the top 10 mistakes to avoid in mine planning, with tips to steer clear of them: 1️⃣ Underestimating Resource Variability Failing to account for grade or geological variations can result in inaccurate production forecasts. Always integrate robust geological data into your models! 2️⃣ Ignoring Environmental Constraints Neglecting sustainability regulations can halt operations. Stay informed about evolving compliance requirements and design with sustainability in mind. 3️⃣ Overlooking Equipment Availability Planning with unrealistic equipment utilization can derail timelines. Collaborate closely with operations to align plans with maintenance schedules. 4️⃣ Poor Communication Across Teams Misalignment between planning, operations, and maintenance teams leads to inefficiencies. Foster regular collaboration and clear reporting channels. 5️⃣ Overcomplicating the Plan Complex plans can be hard to execute. Strive for simplicity while addressing all key operational aspects. 6️⃣ Failing to Monitor Compliance Plans are only effective if implemented. Regularly track compliance to identify gaps and recalibrate as needed. 7️⃣ Inadequate Risk Assessment Overlooking risks like geotechnical instability or unexpected costs can be catastrophic. Develop a comprehensive risk management framework. 8️⃣ Neglecting Long-Term Strategy Short-term wins are great, but don’t lose sight of the mine’s life-of-mine goals. Integrate a balance of short-term gains with long-term sustainability. 9️⃣ Ignoring Technological Tools Not leveraging modern mine planning software or AI-driven solutions is a missed opportunity. Stay ahead by adopting the latest tech advancements. 🔟 Resisting Feedback and Adaptability Mining is dynamic; clinging to rigid plans can limit success. Encourage feedback, learn from it, and adapt your plans accordingly. Remember: A successful mine planning engineer doesn’t just create plans—they enable efficient, safe, and sustainable mining operations by learning from mistakes and continuously improving.

Conventionally, strategic planning is carried out following the 7 steps defined below: 1. Defining Key Corporate Objectives, Constraints, Key Performance Indicators 2. Open Pit Optimisation 3. Detailed Pit Design 4. Pushback Optimisation and Selection 5. Strategic Scheduling 6. Material Allocation 7. Economic Evaluation and Analysis In this article I will be using a dummy gold-copper deposit in order to go through the strategic planning process. It is important to keep in mind that this is a demo dataset and the parameters used are also based on assumptions. Thabang Maepa