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By Martin Herrenknecht

After the successful breakthrough at the end of 2006 of both TBMs into the multifunctional site Faido (MFS), in the middle of 2007 the two tunnel boring machines resumed the 12 km long section between Faido and Sedrun. In the roughly a 10 month interval both approximately 465 m long tunnel boring machines were partly dismantled, pushed through the 2.5 km long MFS, rebuilt for the new larger diameter of 9.5 m and reassembled to be ready for operation. In the rebuilding phase, improvements were made to the equipment, especially as a result of experience gained from the previous 14 km long drive in the section Bodio and taking into account the latest information regarding the upcoming 14 km section Faido. Both TBM drives are currently in the rock formations of the Lucomagno gneiss, which stretch over a section of 3.5 km from the MFS Faido to the predicted Piora Syncline. This section is divided into two fold axes of the Chièra Synform, where the Lucomagno gneiss pass from a sub-horizontal into vertical bedding. The drives, with current rock overburdens exceeding 1,500 m and, as known from the excavation phase of the MFS, in part highly disturbed rock formations, are characterized by the locally intense rock squeezing conditions with large convergences in the vicinity of the driving TBM as well as backwards due to the interaction of the two drives. High expenditure for the support measures, reduced driving performances together with extensive extra work associated with deadlines and increased costs are the result. In the paper the previous experience with the TBM drives in the section Faido and the challenges still awaiting us are presented and discussed.

By William G. Pariseau, Mark K. Larson, Heather E. Lawson

Rational design based on engineering fundamentals is essential for the layout of safe, stable shafts and tunnels. Shafts and tunnels including winzes, raises, adits, and crosscuts are lifelines to the underground and must be secure. The contribution of this paper describes a significant extension in existing software previously developed for five important design problems in strata-bound mines such as coal, trona, salt, potash, and some large, lead-zinc mines. This extension in software allows analysis to proceed in three easy steps: (1) preparation of a strata properties file, (2) generation of the finite element model, a mesh, and (3) finite element program execution. Circular, elliptical, and rectangular shaft sections are available for a single shaft, twin shafts, and shafts in a row. Spacing of twin shafts and shafts in a row is a free parameter (pillar width). Tunnel shapes are the same as shafts but include the conventional arched back section. Dipping strata of variable thickness, depth and orientation relative to the excavation of choice are allowed. The analyses are three-dimensional. An elastic-plastic material model based on associated rules of flow and an N-type yield condition for isotropic, transversely isotropic, or orthotropic rock are used for all strata. Example analyses from several hardrock mines are provided to illustrate the three-step process including mesh plotting and plotting of selected results. The goal of this software is to advance mine design technology for improved miner health and safety.

By D. Craig Camp

conditions. The soils included 65 m of rock not exceeding an unconfined compressive strength (UCS) of 200 kgf/cm2, 130 meters of soft clay, silt, and sand not exceeding 30standard penetration test SPT blows per 300 mm, and 220 m of rock ranging between an UCS of 400-600 kgf/cm2. The river crossing, utilizing 1778 mm OD x 19 mm wall x600 mm steel casing pipe without intermediate jacking stations, was part of a seven kilometer liquefied natural gas (LNG) transmission line in South Korea. This 440-m, 1,442-ft, river crossing was microtunneled through three different ground conditions and completed in just over three months. The crossing was achieved with an average of 25 m of ground cover and 15 m of water cover. The Kwang Yang River Crossing was part of a 7 km liquefied natural gas pipeline project for POSCO, a Korean steel producer. The microtunneling machine was custom built for this project. The microtunneling machine selected for this project was tooled with 7 button bits and 2 roller bits. None of the cutter bits were replaced during the drive. Inside the machine, before the spoils laden slurry was pump back to the surface, it would pass through an independent cone crusher. The crusher is placed in the slurry flow to make sure that none of the spoils are so large as to stop the return flow of the slurry. An additional requirement was for the inclusion of a compressed air lock. The air lock was required in the event that the cutter tools required replacement. The cutters were back loaded so that the workers would have access to change the cutters in the event of cutter failure or wear out. No intermediate jacking stations were installed for the drive. The soils included 65 meters of rock not exceeding an unconfined compressive strength (UCS) of 200 kgf/cm2 with production averaging between 7 and 20 mm/minute. The second zone contained 130 meters of soft clay, silt, and sand not exceeding 30 standard penetration test (SPT) blows per 300 mm with production averaging between 80 and 180 mm/minute. The third zone contained 220 m of rock ranging between an UCS of 400-600 kgf/cm2 with production averaging between 7 and20 mm/minute. The steel casing pipe was 1778 mm OD x 19 mm wall x 6000 mm long. The project profile, see Figure 1, shows the soil conditions. The hand written numbers locate just above the pipeline are the production dates. The circled numbers are the 10 pipe joint increments. The project required 74 pieces of pipe to span the440 m drive. Figure 2 and Figure 3 are the jacking information. Figure 3 is a continuation of the information from Figure 2. The top section of the graph is the jacking force. The jacking

Jan 1, 2001

By Deborah McCombe

-Canadian Regulators -Qualified Person -Professional Association -Resources & Reserves -Foreign Codes -Disclosure of Historical Resources -Issues in Application of Resources & Reserves -Industry Best Practices developed by CIM -Technical Report and Reserves and Resources -Summary

Jan 1, 2003

By J. A. M. Cano

Since the beginning of operations at the pellet plant at Ponta Ubu ES, Samarco Mineração SA has produced pellets for direct reduction and blast furnace processes. Of the total amount of pellets produced from 1977 through 1993, 55% are used in the blast furnace, about 45 Mt (49.6 million st). The principal components of pellet gangue are calcium oxide, magnesium oxide, silica and alumina. They should be added in adequate quantities to guarantee the mechanical resistance of the fired pellets under blast furnace conditions. Over the years, the pellets produced by Samarco had a silica content between 2.5% and 2.8% and varying binary basicity preferably between 0.8 and 0.85. On the other hand, the increasing amount of industrial waste in siderurgical plants caused by the increase of steel production has caused some countries to put into practice methods to reduce the volume of slag produced in the blast furnace. This paper’s goal is to find an alternative for decreasing the amount of slag produced in the blast furnace. It is possible to decrease pellet gangue by decreasing the silica content to about 2%, leaving the metallurgical properties and quality of pellets unaltered. For this work, Samarco pellets were used with SiO2between 2.5% and 2.8%, pellets with high silica and pellets with SiO2 between 2.0% and 2.3% low silica. Both were partially fluxed by the range of varying basicity CaO/SiO2from 0.8 to 0.95 during production.

Jan 1, 1995

By R. Steele

In addition to compliance with government emissions and reporting requirements, mining and mineral processing companies are increasing energy efficiency to reduce costs and become more competitive in the global marketplace. One of the major obstacles to identifying opportunities for increased energy efficiency is the lack of readily available data on energy use, and more importantly the energy use linked to production data, that identify energy reduction opportunities. As well as energy reduction, mining and mineral processing companies often struggle with the prediction of energy use, and are often penalized for under or over forecasting. Once again, it is the lack of timely information that makes this prediction difficult. This paper looks at expanding the use of a Manufacturing Execution Systems by integrating with Energy Solutions. This will provide automatic, timely information, at a granularity that makes it easier to identify energy reduction opportunities, reduce energy costs, and better predict energy use in a mining and mineral processing operation.

Jan 1, 2011

By T. T. Chen

The behavior of gold in a conventional copper electrorefinery anode slimes treatment process is expounded on in this study. In the raw anode slimes generated in a copper electrorefinery, gold occurs mainly as tiny particles of metallic gold, which are commonly attached to selenide particles. Some gold is also present in selenide form. Decopperizing the anode slimes retains much of the metallic gold, but also promotes the incorporation of gold in the structure of silver-rich selenide species. A greater fraction of the gold is converted to (Ag,Au)2Se or Ag3AuSe2 when high-Se and high-Ag anode slimes are decopperized at elevated temperatures and pressures. After pelletization and roasting of the slimes, the gold is converted to a (Ag,Au)-alloy and Ag3AuSe2. Smelting of the roaster products eliminates the selenium and converts the gold to a silver-rich (Ag,Au,Pd)-alloy in the dore metal. In the subsequent silver electrorefining process, gold collects as a gold-rich (Au,Ag,Pd)-alloy in the gold mud. Dore smelting rejects many impurities as a silica slag; minor amounts of gold are present as a (Ag,Au,Pd)-alloy in the silica slag. This gold is recovered by flotation and is recycled to the dore furnace. Gold is identified in both the tellurium caustic leach residue and the parting plant wash water mud as tiny particles of metallic gold. These products are also recycled to the dore furnace to recover their gold values.

Jan 1, 2008

By M. R. Shahan, W. R. Reed, S. Klima, T. W. Beck, Y. Zheng

Testing was conducted to determine the ability of foam to maintain roof coverage in a simulated longwall mining environment. Approximately 27 percent of respirable coal mine dust can be attributed to longwall shield movement, and developing controls for this dust source has been difficult. The application of foam is a possible dust control method for this source. Laboratory testing of two foam agents was conducted to determine the ability of the foam to adhere to a simulated longwall face roof surface. Two different foam generation methods were used: compressed air and blower air. Using a new imaging technology, image processing and analysis utilizing ImageJ software produced quantifiable results of foam roof coverage. For compressed air foam in 3.3 m/s (650 fpm) ventilation, 98 percent of agent A was intact while 95 percent of agent B was intact on the roof at three minutes after application. At 30 minutes after application, 94 percent of agent A was intact while only 20 percent of agent B remained. For blower air in 3.3 m/s (650 fpm) ventilation, the results were dependent upon nozzle type. Three different nozzles were tested. At 30 min after application, 74 to 92 percent of foam agent A remained, while 3 to 50 percent of foam agent B remained. Compressed air foam seems to remain intact for longer durations and is easier to apply than blower air foam. However, more water drained from the foam when using compressed air foam, which demonstrates that blower air foam retains more water at the roof surface. Agent A seemed to be the better performer as far as roof application is concerned. This testing demonstrates that roof application of foam is feasible and is able to withstand a typical face ventilation velocity, establishing this technique’s potential for longwall shield dust control.

Jan 1, 2017

By M. R. Shahan, W. R. Reed, S. Klima, T. W. Beck, Y. Zheng

Testing was conducted to determine the ability of foam to maintain roof coverage in a simulated longwall mining environment. Approximately 27 percent of respirable coal mine dust can be attributed to longwall shield movement, and developing controls for this dust source has been difficult. The application of foam is a possible dust control method for this source. Laboratory testing of two foam agents was conducted to determine the ability of the foam to adhere to a simulated longwall face roof surface. Two different foam generation methods were used: compressed air and blower air. Using a new imaging technology, image processing and analysis utilizing ImageJ software produced quantifiable results of foam roof coverage. For compressed air foam in 3.3 m/s (650 fpm) ventilation, 98 percent of agent A was intact while 95 percent of agent B was intact on the roof at three minutes after application. At 30 minutes after application, 94 percent of agent A was intact while only 20 percent of agent B remained. For blower air in 3.3 m/s (650 fpm) ventilation, the results were dependent upon nozzle type. Three different nozzles were tested. At 30 min after application, 74 to 92 percent of foam agent A remained, while 3 to 50 percent of foam agent B remained. Compressed air foam seems to remain intact for longer durations and is easier to apply than blower air foam. However, more water drained from the foam when using compressed air foam, which demonstrates that blower air foam retains more water at the roof surface. Agent A seemed to be the better performer as far as roof application is concerned. This testing demonstrates that roof application of foam is feasible and is able to withstand a typical face ventilation velocity, establishing this technique’s potential for longwall shield dust control.

Jan 1, 2018

By D. W. Partridge, W. Lamb, A. E. Lamb, S. Bird

Due to the constant need to improve SAG mill performance and efficiency, extensive research into all aspects of SAG mill optimization has been performed. This paper will review the current evolution of SAG mill shell liner design and their performance at the Copperton Concentrator. The effect of these liner design changes will be discussed with respect to: • Liner configurations • Mill operating performance, i.e., throughput, power draw, mill control • Mill mechanical performance, i.e., liner wear profiles, liner life, liner breakage, liner hardness • Foundry manufacturing considerations • Economic evaluation of throughput versus liner life This paper will discuss the results of Kennecott Utah Copper’s (KUC) and ME International’s (MEI) test work, providing an insight into the past, present and potential future opportunities of SAG mill liner design.

Jan 1, 2002

By K. S. Mortensen

The softwall mining system is a novel, new method of mining mineral deposits in soft, shallow, nonrock ground conditions. This method can mine the ore layer without substantially disturbing the existing overburden. The softwall mining system consists of machinery that is hydraulically controlled and powered, that can be buried (or used on the surface) to extract the ore or mineral from a layered deposit. The method is essentially an application of the longwall mining concept, modified for loose overburden and ore conditions, combined with hydraulic mining.

Jan 1, 2003

By K. V. S. Sastry, K. D. Lofftus

Mathematical modeling and computer simulation are two valuable quantitative tools that are being effectively applied to mineral process- systems. This paper presents an up-to-date assessment of process modeling and simulation, identifies a number of associated challenges and opportunities and discusses in detail sane of the aspects of applying the current state-the art modeling and computational tools.

Jan 1, 1989

By A. Tobey Yu, W. Joseph Schlitt, Alfred Weiss, Frederic L. Kadey, Louis Kuchinic

Introduction The February and April 1984 issues of MINING ENGINEERING have already provided introduction to the long-range planning efforts of the Society of Mining Engineers (SME). These efforts are intended to provide the basis for effectively maintaining and improving the Society in the face of the changes that are besetting the mineral industry. This requires that SME recognize what changes are occurring and determine how these will impact the membership. Then a plan must be developed and implemented so that the Society successfully meets the challenges of the next decade. The Board of Directors has charged the Long Range Planning Commission with the responsibility for meeting these goals. This article provides a summary of the work done by the Management and Organization Committee of the Long-Range Planning Commission. This committee's task was to analyze the Society's current organizational structure and management process. Then a set of recommended improvements was to be developed. In doing this, the Committee has been careful to operate under that popular axiom, "If it ain't broke, don't fix it." Thus, changes were not proposed simply for the sake of change, but only where the present system appeared to be less effective than desired. Bases For Action The Committee began by establishing a set of premises about SME and its membership. These premises provided the bases for subsequent actions and recommendations by the Committee. Highlights from the premises included: • The Society should be run on a business-like basis. However, its "business" is that of a not-for-profit scientific, technical, and educational public institution. SME enables professionals involved in or associated with the mineral industry to serve the public purpose of benefitting mankind. • The Society operates as a national (US) organization with transnational (worldwide) interests. It recognizes its obligation to make its goods and services available to minerals professionals throughout the world. In addition, the Society recognizes its obligation to translate technology for the "lay" public, who then also become users of its goods and services. • The Society's Board of Directors is the policy-making body of SME and has final approval of all programs. These responsibilities will become greater when the Society becomes a separate corporation. • At present, the Society provides the following goods and services: publications, meetings/programming/short courses, academic education support, information dissemination - internal and external, and individual member services. • Planning is an ongoing process. It is best performed on a decentralized basis. That is, each major service category should have a responsible group authorized to conduct planning for that category, subject to the Society's master plan and the Board's approval. • The Society is privileged to have highly qualified and motivated members who volunteer their time and efforts on behalf of the Society. The best of these volunteers should rise to the highest positions of leadership - the Presidency of the Society and Institute (AIME). • The Sooiety is strongly committed to the protection and promotion of the history, traditions, and identity of AIME and the use of AIME as the unifying forum for the Constituent Societies. Identification of Potential Problems Once the premises about the Society and its membership were well in hand, the committee began examining the many facets of SME's organizational structure and management process. This was done in order to identify problems or potential problems in these areas. After considerable review and discussion, 10 areas of potential concern were called out for more detailed study and possible recommendations for improvement. These 10 areas include: • A lack of continuity at the Board level and among officers due to the established turnover policy. • A series of subboards that serve, by practice, to diffuse management authority and accountability, rather than enhance it. • A question as to whether the dissemination of information has been adequately planned, organized, and staffed. • An apparent illogical divisional organization. Two divisions are discipline oriented and two are commodity oriented. • A regional organization that does not adequately fulfill its purposes. • Uncertainties about the per-

Jan 6, 1984

By Donald W. Gentry

Introduction The mining industry is perhaps best characterized by the numerous and abnormally high risks associated with the business of mining and by its most basic assets - ore deposits, people and technology. At the most fundamental level, it is the quality and effective utilization of these basic assets that determine a mining company's ability to compete efficiently in the international market place. The gold industry has received much attention in recent years and especially in recent months, for good reason. This commodity serves as an excellent platform for the subsequent discussion of these three basic assets and their role in mining's future. Facets of the gold industry The fate of this noble metal in recent times illustrates some of the various risks associated with the mining industry and the importance of high-quality assets, whether they be ore deposits, people or technologies. The following comments pertaining to the gold industry help place proper focus on subsequent discussions. All monetary amounts given are in US dollars. Throughout 1997, falling gold prices broke record after record: first hitting three-year lows, then a 12-year low in July and finally an 18-year low at year's end. From Jan. 1 through Dec. 31, 1997, the price of gold fell by more than $2.57/g ($80/oz), or some 22%. The decline in gold-mining profitability and stock prices was even more dramatic. At the beginning of 1997, the 20 largest gold producers in North America had a market capitalization of approximately $44.5 billion. At year's end, this market cap had fallen to $26.2 billion, a reduction of 41%. The total market cap of all the world's gold companies fell from $71 billion to $46 billion, a 35% drop (Serwer, 1998). Analyses suggest that, at a spot gold price of $9.65/g ($300/oz), only one, or possibly two, North American gold-producing companies can make money when break-even or "total costs of production" are considered. While strong hedge positions mitigate this situation in the short term, clearly, this is an industry in desperate straits. For example, write-downs for North American producers in 1997 were approximately $2.5 billion. Speculative short positions in 1997 were near historical record highs and generally exceeded long positions by factors of 9:1 or 10:1. Much of this is driven by some US commercial banks, hedge fund managers and commodity speculators who can significantly move gold prices sharply over short periods of time by selling gold they do not own in the expectation they can buy it back at a lower price before they have to deliver. These signifcant short positions are likely to continue as long as central banks are willing to sell or loan gold to financial institutions that in turn make the gold available to speculators who hope to capitalize on price fluctuations. The Far East accounts for approximately 26% of the annual demand for gold. Including India, the region accounts for 43% of total demand. More than 85% of the physical demand for gold is for investment jewelry in Asia and the Middle East. This demand is extraordinarily price sensitive. The fairly recent turmoil in Asian markets and economies, combined with currency devaluations throughout the region, have made gold more expensive (30% to 50% in local currencies) for those peoples most likely to treat gold as a safe investment haven. Higher interest rates also have reduced the amount of money they have to spend on consumer goods such as jewelry. All of these recent Asian events are deflationary in nature. Deflation, if coincident with rising unemployment, could result in significant dishoarding of gold. There is one key fact to remember when analyzing

Jan 1, 1999

By Thomas Gregor, Brian Garrod

As the popularity of precast concrete segmental linings for tunnels is growing in North America, some problems related to grouting of, and near, these linings are starting to appear. The installation of a segmental lining behind a TBM requires that the annular space around the lining be quickly filled with grout to prevent collapse of the ground. In practice, the filling of the annulus is frequently delayed and takes place a distance behind the machine typically via grout ports centrally located in the segments. If partial collapse of the annulus has occurred, it may become necessary to use higher grouting pressures in an attempt to distribute the grout. There have been several occasions where these increased pressures have caused damage to the tunnel linings. Similarly, compaction grouting adjacent to a tunnel lining can cause damage. This paper quantifies the effects of such grouting on a typical precast lining.

Jan 1, 2005

By S. Frimpong

Cable shovels are used for primary excavation in in-situ and/or pre-fragmented formations in surface mining operations. Poorly fragmented hard rock formations and random occurrence of hard boulders in soft formations cause extreme variability of material diggability, resulting in varying shovel stress loading. The stress loading of a shovel’s front-end assembly could result in fatigue failure. Conventional design process, which uses physical shovel simulation studies, is very costly and time consuming for achieving statistically significant results. In this paper, rigid and flexible multi-body dynamic theories are used to develop component stress loading and deformation models of the cable shovel, and solved in the ADAMS/NASTRAN/FLEX environments. Detailed simulation experiments are carried out to examine the performance, reliability, durability and efficiency of the P&H 4100A under varying in-situ formation conditions. The results show areas of high stress fields with a maximum stress of 313.31 MPa at node 441 within the hoist rope. The reliability of the results is confirmed by comparing existing test data. The study is significant because it provides a solid foundation for further study of failure life analysis of the cable shovel components.

Jan 1, 2007

By Stephen Davies

Mining at Hudson Bay Mining & Smelting's Snow Lake Division is now in the mature stage of the mines' lives. These base metal copper-zinc mines have been operating for more than 30 years. Stopes had small pillars called "crown pillars" left between them. These pillars range up to 100 m (330 ft) long by 40 m (130 ft) wide and 15 m (50 ft) thick. Hudson Bay have been successful in removing these pillars by using cable slings, electric scoops, longhole mining and diesel load-haul-dump equipment. The different shapes and sizes of these pillars has required that many innovative techniques be tried in order to find acceptable economic mining methods. An overview of the different methods will be outlined. Background Hudson Bay Mining & Smelting's Snow Lake Division is located in Manitoba some 800 km (500 miles) north of Winnipeg and 200 km (125 miles) by road from the Hudson Bay smelter complex located in Flin Flon, Manitoba (Fig. I). There are currently three producing underground mines and one open pit operating at the Snow Lake Division, producing copper and zinc concentrates. Pillar recovery is intensive and vital to continued production of these mature mines. The crown pillars are producing more than 50% of the current mine production. This figure will increase in the future. The two mines at which crown pillar recovery is taking place and that will be discussed are the 400 t/d (440 stpd) Rod Mine and the 1000 t/d (1100 stpd) Stall Lake Mine, both five-day-a-week producers. Crown pillar mining has been applied for some time at these mines. However, it was only recently that the crown pillars became vital to production. This has necessitated a number of innovative techniques to recover them.

Jan 1, 1992

By M. J. Ramos

Without an exclusive definition of administration in business, we could propose to define it as performance by management to adopt or implement established business formulas. Administration could also be defined as a universal process that organizes people, and achieves, through efficiency, common objectives and goals. Humanity developed some form of this process from the beginning of civilization. To imply that something is new in administration might be considered specious or naïve. Moreover, what is new in management? Administration of business is not new to the world. To prove this statement, we need only ask this question: Does the architecture and monumental workmanship of the past civilizations of ancient Egypt, Rome, and the Incas demonstrate management without administration and without definition of objectives? The answer must be a resounding ?NO!? In spite of this acknowledgment and for the purposes of this presentation, I will use the word ?new? in business and hope that the reader will follow my reasoning. The mining industry has unique characteristics in respect to other industries. It is multi-disciplinary, has a single purpose (majority for one metal), has two players (man and nature), and it involves high risks for generating environmental imbalance. Mining exploits non-renewable and finite resources, creates an unstable job market (work hard to have no work) and a speculative economic market with unpredictable prices ? a one-time payment for a finite resource with multiple recycling. On top of all that, the industry still operates within obsolete petroleum-based technology, utilizing practices that were designed two centuries ago. Today, we confront the challenges of the millennium with outmoded practices and management. Ordinarily, several styles of administration are standardized into a FRAGMENTED vertical system of organization. Mining has rigid objectives in production, with profitability as the focus from the beginning to the end. Citing the concept of safety, as an important facet of production is bombastic since, in truth, mining is an experimental industry that consistently reports high numbers of fatal accidents. In mining, we designed a process to work according to our objectives, demanding attention and supervision of all levels of management with a halo of parameters that are not assimilated into the design. We continue to perform a rigid style of management in an industry that is still not responsive to variations of the market ? losses in particular. The existing design process generates loss without capitalization and without response to said loss. This perception is reflected in a mindset that is only too ready to ignore mining liabilities. The reality of the enterprise has created an immense pressure from top to bottom in the hierarchy to do more with less. It is for all of these reasons that I propose to set forth a new essence for administration that encompasses an alternative vision and style in mining: Management by Loss. MANAGEMENT BY LOSS Management by Loss (MBL) is a systematic, integral process organized to quality control operation and the human profitability within the industry. It permits focus on achievable goals by utilizing the best practices (Mining Open-closing). Identification and characterization of loss in the process determine how objectives are defined, controlling the time limits to execute based on constant balance of mass, energy, water, and ?wastes? in each stage of the industry, in order to reach final objectives. The concept of loss can be defined by various criteria. Generally, it is the mass that could not make or arrive at its destination from a designed process or simply, it could not maintain balance. Otherwise, the design of the process describes the final point of the resource. However, those resources could not make their destination because of failure to use the best design, resources and TIME. The loss has typical characteristics such as Identifiable, classifiable, measurable, manageable, controllable, valuables, negotiable, avoidable, reportable, and monitoring. In the traditional scheme, these losses are not registered; they are made exclusions. We are trapped within a system, which was designed to obtain objectives of the industry in a specific timeframe. In the present style of administration, the focus is total - our emphasis in this treatise is in the loss. The current traditional report form contains only the most positive achievement of objectives, only the best of the exercise, humanizing numbers, without touching what we left behind or what we were waiting for to assimilate as a ?surprise account?(new account of liabilities). Management by loss is a method that redefines the concept of waste (waste zero) for controlling the mine operation under the equilibrium of the ecosystems. This method confronts the problems that impact our industry in this millennium. Understanding and quantifying losses (reserves, resources, time, energy, water, soil, materials, equipment, tasks, labor, ecosystems, etc) is a priority mandate for the industry and demands the application of a ?new ? style of administration by seeking to maintain balance instead of the disequilibrium that mining now creates in nature. It is necessary to answer questions such as: How can we minimize loss? How can the loss be assimilated during the life of the mine? What is the vision of mining in respect to the generation of waste? How can we convert liabilities into assets? In addition, the control of loss is determined in the achievement of the plan. Loss occurs because of a failure of the process in the original plan. Still we do not plan to fail but we fail to plan appropriately. It is a remarkable thing to accomplish and compel those objectives described in the original plan when that plan is designed with a determined budget. If not, we lose time and, of course, capital. Moreover, in Management by Loss (MBL), we can find answers to the following questions: What is the multiplier of productivity in mining? What are the influences of identification and characterization of loss and what is the level of efficiency of energy in order to achieve waste zero (effective cut off grade)? The challenges of mining in this millennium validate this new style of administration. Finally, it is important to point out that mining is entering into an era that has different rules, but the industry is still run by companies functioning with objectives from two centuries ago. They are trying to confront issues with concepts that are not designed for new tasks. Therefore, I ask you to consider this new style of administration of business under a vision of how the industry should be organized and managed, with an attitude of balance toward nature and social responsibility.

Jan 1, 2009

By Mark N. Savit

It is indeed a rarity for a non-engineer, let alone a lawyer, to even be considered for a mining-related award, especially where that award is for significant contributions to technical progress in the mining and exploration sectors. So, when I was notified that I had received this award, I struggled for a topic that would meld the legal world that I operate in with the engineering driven world of exploration and extraction. The most exciting part of my job has always been the opportunity to absorb the technical details of the cases I work on and, in effect, translate them for a lay audience. Too often, I have found, lawyers, judges, legislators and yes, even regulators who lack a technical background simply give up trying to understand the details of the very conditions or processes that they are trying to describe and simply repeat phrases told to them by their client or by a retained expert.

Jan 1, 2008

By D. Potter

In 1990, Freeport Exploration began regional reconnaissance exploration programs in Irian Jaya, the easternmost province of the republic of Indonesia (Fig. 1). Irian Jaya occupies the western half of the island of New Guinea. Freeport was awarded an initial contract of work that totaled 2.6 million hm2 (6.4 million acres). The company was subsequently awarded additional concessions that added 1 million hm2 (2.5 million acres). The concessions require work commitments and periodic relinquishments. Due to these relinquishments, Freeport’s current land position totals 1.9 million hm2 (4.7 million acres). Freeport began the exploration program to locate additional Grasberg deposits, the largest deposit in the Ertsberg district. But the company recognized that other types of deposits could be present in the largely unexplored area of Irian Jaya.

Jan 1, 1999