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By William G. Doepken

GENERAL DESCRIPTION The Henderson mine utilizes a highly mechanized, continuous panel-caving system to extract ore from a deep, massive, molybdenum deposit. The mine site, lo¬cated 80.5 km (50 miles) west of Denver, is situated at 3170 m (10,400 ft) above sea level in a steep valley on the eastern side of the Continental Divide. The mill site, located on the western side of the divide, is linked to the mine via a 15.5-km (9.6-mile) railroad tunnel. Mine production is scheduled to reach 27 215 t/ d (30,000 stpd) from the uppermost production level. This pro¬duction rate will have been reached within the four years following an intensive ten-year preproduction development program. A second production level, due to come on stream in later years, will expand production capabilities to 31 751 t/d (35,000 stpd). The mine, which employs approximately 2000, has blocked-out ore reserves of 220 Mt (242 million st) at an average grade of 0.42% MoS2. Geology The Henderson deposit is composed of two partially overlapping ore bodies that lie 1080 m (3600 ft) beneath the peak of Red Mountain. The ore bodies are entirely within a Tertiary rhyolite porphyry intrusive complex that has intruded Precambrian granite. The de¬posit is elliptical in plan with overall dimensions of 670 x 910 m (2200 x 3000 ft). In section it is arcuate with an average thickness of 185 m (600 ft). The top of the deposit is at an elevation of 2610 m (8700 ft) while the lower limits range from 2340 m (7800 ft) on the west to below 2100 m (7000 ft) on the east. The mineralization is relatively continuous in the ore bodies and consists of molybdenite and quartz in random to subrandom, intersecting, closely spaced veinlets. Cavability RQD (rock quality designation) * values measured from Henderson drill core and compared with the RQD values from the Climax and Urad block-cave mines in¬dicated that the Henderson ore would cave but with difficulty and that a high percentage of the cave ma¬terial would be blocky. Initial caving experience shows the Henderson ore caves easier and with greater frag¬mentation than was indicated by the RQD values. Pos¬sible reasons for this are: 1) The greater lithostatic load at the Henderson has a greater effect on caving and fragmentation than anticipated. 2) The relief of confining pressure due to caving action and brittleness of the rock is enhancing breakage. Mine Layout The Henderson mine layout was designed from its inception for a large-scale, rubber-tired, continuous panel-caving mining system. The ore body is vertically divided into three major mine levels (Fig. 1). The top¬most level (8100 level), which is 2469 m (8100 ft) above sea level, is the current mine production level. The intermediate or 7700 level, which is in the initial

Jan 1, 1982

By E. Bakhtavar

All parameters influencing the decision for selection of a suitable extraction method were first selected as the base of this study. Then these parameters were categorized in two main groups. The first group of the parameters includes ?geomechanical and inherent characteristics of the dimension stones? such as hardness, RQD, compressive strength, joints plane orientation and spacing, and water content. The second group was named ?technical and economical parameters associated with the investor?s objectives? like for example extraction capacity (production rate), blocks recovery, mechanization, capital investment and operational costs. Finally, the influences of all mentioned parameters on the selection of the most applicable extraction methods have been assessed and discussed.

Jan 1, 2012

By John H. Bassarear

Large scale equipment can reduce both capital and operating costs for concentrators. Large semiautogenous mills can be effectively utilized in big mills but they must be kept fully loaded to take advantage of their great potential. With varying hardness ores, controlling throughput is difficult and careful design must take this into consideration. A variable speed drive on large primary semi- autogenous mills can overcome this problem to a considerable degree. This paper provides a base case using standard accepted technology of two wound rotor single speed 4,476 kW (6,000 hp) motors to drive the primary SAG mills of a hypothetical 36,364 mtpd (40,000 stpd) typical porphyry copper mill. One other fixed speed drive will be described and five variable speed drive configurations will be reviewed. Capital costs for the entire grinding circuit, from crusher product to flotation feed, were developed for the base case and each of the alternatives. A technical evaluation comparing the advantages and disadvantages of each drive is presented.

Jan 1, 1985

By Robin J. Hickson

El Abra has mining concessions granting the right to exploit minerals in more than 130 km2 (32,122 acres). SCM El Abra owns “rights to occupy” the surface of these claims. The company also owns the surface rights over the process plant area and over land conveyor route. The project has procured all material easements relating to the mine area, processing facilities and access rights of way. Engineering, procurement and construction Figure 1 sets out the development and construction schedule for the project. Development is already well under way. As of early January 1996, about 70% of the project was complete and more than 80% of the capital expenditures were committed.

Jan 1, 1996

By Carl G. Hogberg

To the casual observer there is probably no simpler appearing operation in the mineral industry than a limestone quarry. It might seem that the entire operation - from the drilling, blasting, and loading of the stone, its transport to a mill for crushing, washing and sizing, to loading into boats, railroad cars, or trucks for delivery to customers - can be comprehended at a glance. But no first impression could be more misleading. It is one of the purposes of this presentation to sketch the broad outlines of the extensive limestone industry in the United States which, measured in terms of volume of production since the end of World War II, has grown almost 300 per cent to a national level in 1957 of 384 million net tons.1 Another objective will be to discuss in more detail this industry in the State of Michigan. For this latter purpose, the Michigan Limestone Division plants at Calcite and at Cedarville will be used as examples. These descriptions will, we believe, show that the limestone business has complexities to match its size.

Jan 1, 1962

By J. Chilton

The fact that methane ignitions continue to occur at the mining face indicates that monitoring with machine-mounted methanometers does not always indicate the presence of high methane concentrations. Methane concentrations at the face change quickly due to changes in airflow. By measuring these changes in airflow, it may be possible to predict changes in face methane levels more quickly. Currently there are no techniques or instruments to accurately measure airflow inby the mouth of the ventilation curtain or tubing. Tests conducted in the NIOSH ventilation test gallery compare the data provided by one-, two-, and three-axis ultrasonic anemometers. The effects of changes in airflow direction and turbulence on instrument readings are discussed, and guidelines are given for selecting the type of instruments to be used for monitoring airflow near the mining face.

Jan 1, 2007

By Thomas J. Kuli, Tim Rape

When a fan or blower breaks down or becomes worn, customers have two choices. They can replace it or they can have it repaired. In the past, replacement was the preferred option, especially when the equipment was severely damaged or worn. Now, however, customers are discovering the benefits of repairing or rebuilding. Even when the cost of repair is more than 60 percent of the cost of a new fan, customers are choosing the repair option. The cost savings can range from 20 percent to 80 percent. In many cases, the quality of the repaired part or component will exceed the quality of the original. This is because repair engineers have an advantage over the original designers. They can see how the existing fan performed — or failed to perform — in a specific application.

Jan 1, 2005

By P. J. G. du Toi

Anaconda's experience with percussion longhole drilling in Butte, Montana, has consisted of six phases: 1. Drilling horizontal blast holes in stopes with push feeds. 2. Ring and parallel blast hole drilling in longhole stopes with bar mounted as well as skid jumbo mounted longhole drifters. 3. Ring and parallel drilling in raise climber shrinkage stoping using special raise climber drilling decks designed and built in Butte, Montana. 4. Parallel longhole drilling in horizontal cut and fill stopes with monorail jumbo. 5. Drilling water drain holes between mine levels. 6. Drilling leach holes through caved zones into old stope workings for leaching purposes. 7. Sample hole drilling.

Jan 1, 1970

By Chris A. Fleming, Daan Seymore

The Golden Jubilee Mine in South Africa is the first mine in the Western World to introduce resin-in­pulp technology for the recovery of gold from a cyanide-leached slurry. Located in the Eastern Transvaal region of the country, the plant processes approximately 375 metric tons• of ore per day, of which over 90 per cent is mined in an open pit adjacent to the metaflurgical plant, while the remaining 5 to 10 per cent is trucl<ed in from two small high-grade deposits, located about 10 kilometers from the plant. The gold grade in the open pit is about 1 git, while the values m the two high-grade deposits range between 5 and 15 git. At the current treatment rate, the proven reserves m the three locations will last about another 10 years. Early testwork indicated that the ore was not well suited to conventional filtration processing or to heap leaching because of its high cfay content, and that carbon-m-pulp (CIP) would probably prove to be the most viable metallurgical route. Tcstwork to establish the feasibility of CIP for this application was carried out at Mintek in 1985. This worl<, which was based on batch-leaching and carbon-loading tests, indicated that CIP was technically feasible, but that both the rate of gold loading and the gold-loading capacity of the carbon were inferior to those obtained with Witwatersrand ores. The poor adsorption characteristics of the carbon were attributed to the abnormally high concentration of natural organic compounds (humates and fulvates) in the ore. Batch tests were therefore also carried out with strong-base resins, since resins are known (1] to be far less susceptible to organic fouling than is activated carbon. The results were very promising, and pointed to fast kinetics and a high loading capacity. (Fig. 1 ). Notwithstanding these findings, it was decided to recover gold with activated carbon at Golden Jubilee Mine because the CIP process was, by then, well established in South Africa and elsewhere in the world, whereas resin-in-pulp (RIP) was unproven technology. The r>lant was commissioned in September 1986 and, for 18 months, operated in a carbon-in-leach (CIL) configuration, i.e. with a total of . six leach tanks, the last four of which contained activated carbon. As could have been predicted from the laboratory results, the performance of the CIL plant was generally poor, low gold loadings on the carbon (less than 1500 git) and high losses of soluble gold (0.2 to 0.3 p.p.m.) bemg characteristic of the operation. Consequently, it

Jan 1, 1990

By W. L. Josey

The Stibnite Project is an open pit/cyanide heap leach gold property located in the Yellow Pine mining district of central Idaho. The gold ore is in an oxidized zone of an epithermal deposit which is associated with a fault system related to Tertiary igneous activity of the region. The faults transect a roof pendant of metamorphosed sediments within crystalline rocks of the Idaho Batholith. Seasonal mining is at a rate of 3900 mt/d (4300 st/d) of ore with a 2:l waste to ore ratio. Gold and silver are recovered through a process of cyanidation, carbon adsorption and desorption, and electrowinning. Disposal of the leached ore requires chlorination of the residual cyanide.

Jan 1, 1984

By Michael Karmis

The International Conference on Sustainable Development Indicators in the Mineral Industries(SDIMI 2003) was held May 21-23, 2003 on the island of Milos, Greece. The objective of this international conference was to assist the mining and minerals industries in their global transition to sustainable development. The main theme of the conference was the development, monitoring and assessment of sustainable development criteria for mineral operations. Emerging technologies were also presented that can assist in the development of criteria and performance indicators.

Jan 1, 2003

By William K. Burriss

Computer technology was applied to solve three problems in the selling of certain industrial minerals to the glass and foundry industries. The computer solutions provide for better service to customers and have helped increase sales. II. Summary Electronic data processing techniques were applied: 1. To automatically and continuously "trace" rail car shipments of bentonite. 2. To aid our sales people in recommending to glass plant purchasing agents which of several possible feldspathic materials is the best value at any of about 100 glass plants and to give guidance on the amount of value difference. 3. To help in locating plant sites for three blending or pre-mixing stations to serve the foundry industry at minimum cost and with maximum tonnage and maximum profitability.

Jan 1, 1968

By A. D. Davis

Limestone-based material shows great promise for removal of arsenic from water. In laboratory tests, it has removed more than 95% or arsenic and more than 99% of cadmium and lead. In addition, the waste material appears to be suitable for recycling or disposal in an ordinary landfill. However, the efficiency of limestone for arsenic removal could be improved. Recent research has shown that iron treatment of limestone can enhance its arsenic-removal efficiency greatly, increasing its attractiveness as an alternative to other methods.

Jan 1, 2012

By R. Hipsley, D. Arbonies, P. J. Dobak, M. Visher

The Storm deposit is a high grade breccia hosted “Carlin-type” gold deposit located at the north end of the Carlin Trend. Storm consists of 3 smaller deposits: 1) 49er Zone, 2) End Zone, 3) Discovery Zone. Structural intersections and favorable stratigraphy at the Paleozoic Popovich/Rodeo Creek formation and Bootstrap limestone formation contact are the primary known controls to gold mineralization at Storm. High grade silica-sulfide breccia occurs in the footwall of the north-south trending, dike filled, Dee fault. This mineralization cross-cuts silicified heterolithic breccia zones localized above the Bootstrap limestone where northwest, dike filled, reverse faults cut this structural-stratigraphic horizon. 40Ar/39Ar dates of 37.57+ 0.34 Ma (basalt dike) and 162 Ma (lamprophyre dike) have been obtained from dikes in the Dee pit which are locally mineralized by the same event as Storm. This paper will focus on the descriptive aspects of the Storm deposits.

Jan 1, 2001

By Bahadir Ergener, Angel Maria Tobar Escudero, Sandra Nowosad

Modern mining companies are increasingly turning to integrate digital technologies and circular economy (CE) principles to increase the sustainability of their operations. The so-called “mine of the future” is envisioned as a smart, integrated system where technologies such as automation, artificial intelligence, digital twins, and real-time data analytics work in harmony with human decision-making and environmental responsibility. Already in 2018, McKinsey and Co. identified that the three drivers that would define a technology-enabled change in mining would be technology, including digital, analytics and automation, management systems able to identify the potential and value of the new technologies, and the culture and capabilities of the organisation, leaning to more agile and responsive organisations. From the three drivers, in the last five years most developments have been centred in the first one. Yet despite rapid advances, the adoption of new technologies across the industry today remains uneven and often slower than expected. Furthermore, it has been identified that the problem on the technology uptake often relay on the lack of operational readiness, process incompatibility or misalignment, and resistance to change within the mining operation. At the same time, leading companies like Rio Tinto, BHP, and Anglo American have each launched major digital transformation programs. Rio Tinto, for instance, operates one of the world’s largest autonomous mining fleets and has integrated digital technologies across nearly all its operations (Rio Tinto, 2025). BHP is actively investing in information and communication technology (ICT) development as artificial intelligence, big data analytics and robotics, and has partnered with battery companies to pursue circular economy initiatives. Only in 2024, their ICT spending reached US$ 438.3 million (Global Data, 2024). Anglo American has rolled out its FutureSmart Mining™ framework, explicitly aligning innovation with circularity and sustainability goals (Anglo American, 2025). The accelerating pace of change across leading mining companies along with the uneven adoption in the technology uptake clearly state how digital transformation is no longer just about implementing new tools, instead it requires a fundamental shift in how people, processes, and culture are aligned. Addressing only the technical layer, while neglecting the human and organizational dimensions, leaves transformation efforts fragile and unsustainable. As the industry must act decisively to close this gap, the true test of transformation is today centred in changing behaviours, mindsets, and systems. Even at the listed leading companies, initiatives have encountered cultural and structural resistance that are relatable to the industry in large: siloed departments fail to collaborate, procurement teams focus on upfront costs rather than lifecycle value, and operators are often excluded from early-stage planning, reducing buy-in. In many cases, a lack of communication or failure to link technology to real operational bottlenecks leads to disengagement at the ground level. This friction reveals a broader issue: mining organizations have historically treated technology and culture as separate domains, when in fact they are deeply interdependent. To address this, the authors propose a systems engineering approach focusing on the mining operations as a complex socio-technical system composed of people, processes, and technologies. Systems engineering offers tools and frameworks for mapping interactions, aligning incentives, designing for feedback and adaptation, and integrating change across organizational boundaries. Specifically, besides technical requirements, it demands treating culture not as an afterthought or side-effect, but as a design variable that must be intentionally shaped alongside infrastructure and workflows. This paper explores how this approach can be applied in practice, by analysing a real-world case scenario where resistance to innovation was overcome not by technical capabilities alone, but through alignment of stakeholder incentives, thoughtful communication, and cultural integration. A particular focus is set on the adoption journey of the Powerbit X, a drill bit technology with significant potential for operational and environmental gains.

Feb 22, 2026

By W. Collingwood

As open pit mines continue to grow deeper and productivity continues to increase, the management of respirable dust and noxious gases can become a challenge. The natural wind flow in open pit mines is often recirculatory. This recirculation traps dust and gases in deep open pit mines. This problem is particularly acute in high latitude open pit mines due to a phenomenon known as an atmospheric inversion. In the winter, arctic and subarctic regions experience short days and long nights. This deficit of solar radiation creates a situation in which cold, still air accumulates near the bottom of the pit. In open pit mines, this can result in unhealthy accumulations of gases and other contaminants in the open pit mines. In this study, the natural wind flow patterns in and around open pit mines were investigated using a computational fluid dynamics (CFD) program. Two dimensional models were created for a variety of pit geometries. The effect of depth, slope angle, and wind speed on the recirculation pattern in the pit was examined.

Jan 1, 2011

By A. Nivala, S. Ulgiati, M. Canino

Mining and processing of bastnaesite ore, (Ln)CO3F, for lanthanides extraction is investigated in this paper. This series of elements proved to be applicable for a wide range of high-tech uses. In spite of the strategic importance of lanthanides, no LCA and energy analyses of their extraction have ever been published. We perform in this paper a Life Cycle Assessment of the Lanthanide production cycle, based on available database and literature data from Mountain Pass mine (USA) and other worldwide mining and processing sites, most of which in China. We investigated three main steps: mining, milling (including transport, grinding and drying), and flotation (for lanthanide chloride extraction). We do not investigate here the separation of pure oxides from lanthanide chloride, a compound which is also marketed as such. The conventional LCA was integrated by means of energy and emergy evaluations, aimed at investigating respectively the global energy cost and the environmental sustainability of the process. Indicators of material intensity, thermodynamic efficiency, and environmental impact (including LCA and ecological footprint impact categories) are calculated and discussed.

Jan 1, 2005

By W. M. Hart

Business Process Improvement (“BPI”) Change to Survive “It is not the strongest of species that survive, nor the most intelligent, but the one most responsive to change.” [Charles Darwin] “If you want to understand something, try to change it.” [Kurt Lewin, social scientist] Many companies have tried one or more process management initiatives. Each effort may help develop a culture that is more receptive to change. Executive Management needs to be unwavering in support of change with systems and structures, staffing, development of people, measures, with incentives and rewards. General Electric developed principles for quality change management that are necessary for effective, continuing Business Process Improvement (BPI). Change Acceleration Process (“CAP”) One of the tools General Electric developed has been used successfully by companies around the world in a wide variety of industries. This tool, named Change Acceleration Process (“CAP”), is designed to improve acceptance of change. Acceptance is the method by which the creative energies of the workforce can be fully tapped. Over time, every employee receives CAP training at least once, and in many instances three (3) or four (4) times, and will work on one or more High Performance Teams. Thus, BPI can achieve and maintain its goals. The CAP tool focuses on: • Leading Change • Creating a Shared Need • Shaping a Vision • Mobilizing Communication • Making Change Last • Monitoring Progress • Changing Systems and Structures

Jan 1, 2006

By W. L. Price

Since first introduced in the United States in 1964, rail mounted bucket wheel stacker-reclaimers have gained wide acceptance by users. The coal burning power plant group has adopted this new storage tool most quickly. The actual history is traced in this area in some detail. Installations in phosphate and steel mill ore storage and a listing of present users are included.

Jan 1, 1969

By S. Möllerherm, E. Drüppel

"The development of indicators to assess the sustainability of mineral raw materials operations is amajor task with respect to its actuality and difficulty. This holds true even more when dealing withenvironmental indicators.The use of existing environmental indicators in the mineral raw materials industry leads to false orat least distorted results. Therefore the Institute of Mining Engineering I from the RWTH AachenUniversity developed indicators and an assessment system for the mineral raw materials industryon operation, company and sector level on behalf of the Federal Ministry of Economics and Labour(Bundesministerium für Wirtschaft und Arbeit, BMWA) and the Federal Institute for Geosciencesand Natural Resources (Bundesanstalt für Geowissenschaften und Rohstoffe, BGR).In total 30 indicators were defined and designed to assess the performance of the mineral rawmaterials industry in terms of sustainable development, 10 indicators for each pillar (economical,ecological and social pillar).The following paper describes some of the results focussing on the development of environmentalindicators. These had to be adapted or completely new designed in order to match the specificcharacteristics of the mineral raw materials industry."

Jan 1, 2005