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By Yun-tao Xin, Yu Yi, Kang Yan, Gang Li, Xiao-dong Lv

This study investigated the selective removal of arsenic from high-arsenic dust in alkaline systems and the effects of different leaching conditions. The results indicated that the liquid–solid ratio, NaOH concentration, and sulfur dosage had a significant influence on the process. The leaching efficiency of arsenic reached 99.57%, while that of lead was as low as 0.03% under appropriate conditions. In particular, the addition of sulfur can effectively promote the leaching of arsenic and reduce the dissolution of lead in the solutions. An artificial neural network was used to model the leaching process. It consisted of a back-propagation artificial neural network model with a “6–10–2” structure that could effectively simulate and predict the value with more than 99% accuracy. Based on the difference in weights of the different parameters in the neural network model, the relative importance of the parameters related to arsenic and lead leaching efficiency was obtained, which followed the order of NaOH concentration, liquid–solid ratio, sulfur dosage, temperature, time, and stirring speed.

Jul 29, 2021

By E. Sirolli

In recent times, with rare exceptions, most economically viable ore discoveries have been large, low-grade and located in remote parts of the world. Mining companies have often shown to be incapable of mitigating their social and economic impact on local communities. Sustainable development and relations can be achieved by implementing bottom-up methodologies to the top-down tools already in use by mining companies. In order to magnify the importance of enterprise facilitation as a primary method for community development, data from 25 years of community based work around the world was used. Results highlight the need for a grassroots approach to local economic and community development, which focuses on the creation of a parallel economy in communities. Using solely top-down methodologies for developing community relations is shown to be a limited resource for mining companies. There are fundamentally two dangers for mining companies: alienating the local population, resulting in militancy and lengthy legal battles to obtain a license to operate; and, being accountable for building social and economic infrastructure that are not the company?s responsibility.

Jan 1, 2012

By A. D. Davis, C. J. Webb, C. S. Johnson, J. L. Porter

The abandoned Belle Eldridge Mine near Deadwood, South Dakota, is on land controlled by the U.S. Bureau of Land Management (BLM) property. The mine produced primarily lead and zinc during the first half of the twentieth century. The BLM has expressed concern about acidic drainage as well as elevated arsenic levels in tailings and waste rock at the site. The mine site was evaluated for remediation in 1998 and 1999. Recent reclamation and remediation work included substantial regrading of waste rock, removal of material where metal loading were of concern, and re-routing of drainage from an adit. Trenching at the site shoed a greater volume than originally calculated during site characterization. Material was removed to a repository that was constructed at a nearby drainage divide. Because of physical hazards, the BLM has decided to remove some historic structures. However, a search of mine records and an inventory of archival materials were complete to preserve the history of the site.

Jan 1, 2002

By Fabio Mielli

Encompassing between 20 and 40 percent of the typical mining operational costs, energy in mining operations is a growing concern for the industry. However, this concern is a complex, multi-faceted variable that involves government regulations, societal pressures, cost and competitiveness. Managing energy efficiency is becoming a keystone of successful companies. The suggested energy strategy in mining and mineral processing operations must follow a well-structured approach to include the following: ? Understanding where energy is being used and why. ? Recommending and implementing energy conservation measures. ? Driving visibility to targets and results. ? Leveraging the energy spent across the enterprise. ? Developing a robust energy and sustainability strategy. Additionally, it must ensure that all decisions support the financial and operational integrity of the business.

Jan 1, 2012

By E. Baliktsis

We have searched and analyzed several modern technologies aiming at the best applications of environmental management, the studying of quarrying ? mining as well as the excavation sites ? utilization ? rehabilitation. We have used long-range reflectorless laser surveying systems, so as to achieve the fastest and most accurate surveying of the extractive work sites. We also used them, in order to collect field data, measure distances, surveying monitoring stations and environmental parameters ? data. Furthermore these systems can make the field work quite faster, more reliable and credible and have low cost in collecting data even in dangerous and non-approachable areas. We have used and processed on the field data in G.I.S. applications, in order to create 2-D and 3-D digital ground models. These G.I.S. applications present the existing relief and the management of the final stage of the area. The suggested techniques and works needed, for reclamation and utilization of the areas, could be tried, evaluated and well presented. The evolution and utilization of these ?smart? modern tools for the effective environmental management of quarrying ? mining ? extractive activity sites, will be presented by using case histories from the Hellenic territory.

Jan 1, 2002

By Robert D. Saltsman

The inadequacy of our knowledge of the coal combustion process has long been recognized. This was expressed very well by Spicer and Finney (1). "The control of combustion processes in industry and the design of the equipment necessary for efficient burning to take place have always been very much branches of an industrial art rather than of an exact science. This has been especially true of the utilization of coal, a substance so hetrogeneous and complex in character that all too little is known about its chemical and physical composition.' During the past several years one branch of coal utilization, that of high temperature carbonization; has made significant advances from being an art into being an exact science. This has been accomplished by the development of petrographic techniques for identifying, measuring, and determining the thermal properties of the organic materials which affect the carbonization of coal and the correlation of this information with a pre-existing standard of coke quality, the stability index.

Jan 1, 1964

By Mirjana Boskovic

LKAB’s Kiirunavaara Mine is a sublevel caving iron-ore mine located above the polar circle in northern Sweden. The mine has been proclaimed seismically active since 2008 after a magnitude 3 seismic event, according to Swedish National Seismic Network (SNSN). At that time the Kiruna Mine did not have mine-wide seismic system. Since then, the Kiruna Mine experienced several damaging seismic events of which the largest one on the May 18, 2020. The magnitude, based on the moment tensor inversion results on data from the SNSN as well as seismic stations in Finland and Norway, is estimated to 4.2 ± 0.2 moment magnitude. The seismic event on the May 18, 2020 was located in the middle of the one of the productions areas and caused the major damage in the mine, damaging several kilometres of drifts on six mining levels, some of them beyond the practical repair. These damages affected four of ten production areas on several levels, some more some less. Luckily, no person got injured from the seismic event and the very long aftershock series. An important part in the whole process after the seismic event was information flow and decision-making process. It was very important to keep workers and community informed as that contributed transparency of decision-making and decreased the speculations. Resuming the production in the damaged areas in the safe manner, very soon become main focus for the mine management. It was obvious that not only rehabilitation of the areas is needed to resume the production. It was A MUST to understand the factors behind the seismic event and its mechanism to be able to avoid same situation and prevent seismic event of similar size. Mine engineers had to think outside the box to find the solutions to ‘rescue’ every drift that they could to be able to make good enough base for continued mining of the area. The paper describes actions taken in a very complex process of recovering the area that we from the beginning thought need to be abandon. Seismological analyses of the event on May 18, 2020 and past activity in the area, damage mapping, detailed studies of structures and geology, numerical modelling as well as engineering judgement were used as base for all our decisions how to proceed in attempt to restore mining of the area heavily damaged by 4.2 moment magnitude seismic event, in a safe way.

Apr 26, 2022

Critical safety tools to locate miners underground are featured by several exhibitors at MINExpo. Communication was the buzzword for health and safety products at the 2008 MINExpo, and it is still important in 2012. Products unveiled following the Miner Act in 2006 have been upgraded and improved. Saving lives and reducing injuries through better leadership, planning and practice is the goal of every mine professional.

Jan 1, 2012

The administration came on as a strong supporter of the mining industry in April of 1982 when President Reagan delivered his long-awaited minerals policy statement. He promised to reduce America's minerals vulnerability, and called for spending billions on meeting stockpile goals for strategic minerals, opening up federal lands for mineral exploration, elimination of barriers to deep sea mining, and regulatory relief. He defended the favorable tax incentives in the Economic Recovery Act as a stimulus to private research and development that would ensure the availability of materials essential to the nation's economy and national defense. But the administration just didn't seem to get anywhere. Congress, environmentalists, and even foreign governments fought White House-proposed legislation on all fronts, delivering the ultimate coup in forcing Environmental Protection Agency Administrator Anne Burford's resignation and the subsequent EPA staff house cleaning in early 1983. Anti-Reaganites scored victory after victory against Reagan's efforts to stimulate the minerals industry. Congress was stalemated on so many mining-related issues that not much was done either for or against the industry. And the US was not to get its way on the issue of sea mining either. Most of Reagan's mineral policy objectives failed to be met. Three months after the National Materials and Minerals Program Plan was presented and the Cabinet Council on Natural Resources and the Environment was made its coordinator, the head of the Cabinet Council James Watt blamed lack of progress in reviving the mining industry and creating a better strategic stockpile on the weak economy and the House of Representatives, which repeatedly thwarted efforts to open wilderness lands to mining. Congress The 97th Congress spent much of its time saying no in 1982-to the Reagan administration's deep cuts in energy and environment programs, to major changes in clean air and water laws, to oil and gas leasing in wilderness, and to killing the Department of Energy. Most of 1982 (and 1981) was spent in heated budget disputes. Some things that did not happen: • The administration and industry failed to get changes in controls of hazardous air pollutants and sulfur dioxide emissions that are implicated in the phenomenon known as acid rain. Industry had wanted to relax requirements for new industries building in clean air regions where the air act demands prevention of significant deterioration (PSD) of air quality, and to relax requirements tightening up the regulation of emissions of hazardous air pollutants. The air battle is expected to continue on five major fronts-acid rain, hazardous air pollutants, PSD, automobile pollution, and nonattainment. • Regulatory reform legislation to overhaul the way government carries out the law died a slow death last year. Business groups and the administration said federal agencies should be required to consider cost-effective measures of reaching regulatory objectives of protecting public health, safety, and the environment. Opponents, including environmentalists, feared such action would delay, weaken, or scuttle important regulations. • Congress turned thumbs down several times on proposals for oil and gas leasing in wilderness but could not agree on any new wilderness recommendations (see The Wilderness Battle). • Congress refused to open the door to the Reagan administration's plan to raise up to $4 billion a year from sales of federal lands. The administration identified surplus and excess federal lands, mostly obsolete buildings or isolated tracts of land, that could be sold by the General Services Administration (GSA) to help out the federal budget deficit. Congress took no action. Some things that did happen: • Congress extended the Defense Production Act (DPA) for six months through March 1983 without changing the 32-year-old law. That came after it failed to resolve sharp differences over proposals for critical minerals programs. Differences concerned both the amount of funds and the scope of programs that would be authorized under the DPA's Title III. Some proponents pressed for $5 billion in funding for loan guarantees or purchase commitments to spur domestic production of minerals such as cobalt. Other members of Congress wanted smaller amounts of funding, and the Reagan administration, until about November, had opposed any use of federal funds for strategic mineral programs. These measures were certain to come up again before the DPA extension expired in March. • House supporters of the Critical Materials Act of 1982 were unable to come up with the twothirds majority needed to pass the bill, so it died on the House floor in December. The bill proposed that a council be established with responsibility for coordinating federal materials research and development. The administration opposed the council creation contending that the Cabinet Council

Jan 5, 1983

By J. Finch, R. McIvor

This paper presents the development of a new grinding circuit steady-state modeling system. It is fundamentally based on the “functional performance equation”, which has now been used to improve the performance of numerous grinding circuits. This equation characterizes the two distinct efficiencies that are at work in a ball milling circuit, and how these relate to overall circuit productivity. It does so based on the particle size chosen to distinguish between coarse and fine (product size) material. Now, by applying it to all the material size classes, a simple yet reliable ball mill model was created. Combined with cyclone recoveries, the complete, detailed grinding circuit performance can be exactly reproduced mathematically by the computer program. It can then be used with separate process equipment application engineering methods to systematically engineer grinding circuit improvements. The development, features, uses and limitations of the system are described.

Jan 1, 2007

By H. Hoberg, M. Langen, B. Hamacher

Since the term "abandoned hazardous sites" was first coined in the 1978 environmental report of the Council of Environmental Specialists, a number of different types of technology has been developed in the Federal Republic of Germany for the remediation of contaminated soils /l/. At former sites of the mining industry, such as metallurgical and coking plants whose soil has been contaminated by organic and inorganic pollutants over decades of industrial activity, there is an exceeding necessity for soil remediation. Also, many former locations of metal processing works, battery factories or scrap yards have been contaminated in particular by heavy metals. Wet mechanical soil decontamination has proven successful over the past 10-15 years in the purification of these soils The process goal is the enrichment of the pollutants in certain plant products and the separation of a pollutant concentrate from the decontaminated soil. Table 1 lists the steps of the highly advanced wet mechanical soil decontamination process to achieve this process goal. Table 1 lists both the name of each process step and its goal in terms of a direct separation of the pollutant or the preparation of the soil for subsequent separation steps. For the separation of heavy metals, density sorting and separation techniques utilising flotation were specifically used. The use of chemical auxiliaries such as acids and lye is limited to special cases because these in themselves produce additional environmental impact and the economical effficiency of these techniques compared to conventional methods is lowered by supplementary process steps for water purification. The subject of this presentation is to consider how soil decontamination processes can be effectively improved through a description of the material properties of soils contaminated by heavy metals, and through carrying out basic investigations about the adsorption of heavy metals. Soils of different origins, especially those from former mining and metallurgical sites, were used for the experiments.

Jan 1, 1995

By Wilfred P. Schmoe

Introduction An integrated oil company has two options in approaching strategic planning. It has to decide whether it is in business for the long-term. I state this in all seriousness. Those who help manage public companies have the responsibility of good stewardship of other people's money. We must decide whether continued investment in our basic business will generate a reasonable rate of return. With a world surplus of petroleum production capacity, and continuing downward pressure on prices, this question should be addressed by all oil companies. And a positive answer is not necessarily a foregone conclusion in all cases. The decision should be made based on proven competence in finding and developing petroleum reserves on a cost-competitive basis with other producers, and on a frank analysis of future prospects. This should include a realistic assessment of the projected rate of return on specific investment projects. If a company did not pass these tests, its strategy could take one of four paths. Diversification First, it could diversify. But recent history suggests that oil companies are not good at managing other businesses. Second, it could seek a buyer for its business at the optimum return for its owners. Third, it could sell its assets on a piecemeal basis. And, fourth, it could adopt a longer-range plan of self-liquidation by living off current recoverable reserves. In other words, by not investing in exploration and development, it could maximize short-term profit and pass the money back to shareholders in the form of dividends. The Conoco component of DuPont has a below-average cost of finding petroleum, a good track record of efficient production, and a full plate of projects that pass the test of return-on-investment. In short, Conoco is in business for the long-term. That fact, in itself, determines at least one key element in strategy. This is to extend the life of the petroleum reserve base while at the same time maintaining maximum efficient rates of production to provide a strong cash flow. A company that is able to maintain a strong reserve base will ultimately see the value of those reserves escalate as world oil supplies tighten. Our planners expect this tightening to occur within the next decade as demand grows and production in non-OPEC areas of the world begins to decline. An exploration program tailored to meet the requirements of reserve replacement and current production should have two basic parts. The first is relatively low-risk exploration in proven oil provinces. This is augmented by

Jan 6, 1985

By Russell Barr

Operational excellence is generally known as a management system integrated across critical functions that is geared towards continually improving operational performance. Functional areas such as health, environment and safety, quality and human resources are the focus of many corporate-wide operational excellence programs. Operational excellence also focuses on improving areas such as customer orientation, employee empowerment as well as process, and systems optimization. It is widely viewed as critical to sustaining business performance improvement. Although it is difficult to find a universally accepted definition, or even common foundation in many respects, operational excellence remains a popular term in the business world. Many organizations have developed their own version of organization excellence, influenced by such individual factors, other similar institutions or even third-party service providers. A mining organization is no different from other organizations in that adopting and implementing effective operational excellence programs can dramatically improve business execution and performance across regional or global interests. This paper brings together various perspectives of operational excellence and reconciles them for a useful composite for the mining industry. While most agree that operational excellence should include normal functions in a manufacturing operation such as production, maintenance and engineering and processes such as quality, environmental and continuous improvement, many other factors for operational excellence seem to vary from perspective to perspective. Thus, programs that manufacturers engage in may seem the same, but may, in fact, be different in key areas. This may affect organizational performance in tangible ways. Management must buy into the company?s definition of operational excellence and be dedicated to achieving it. A review of many of the existing definitions of operational excellence, explicit or embedded as part of a program, seems to yield the following common factors: ? It should help organizations better execute their processes and services. ? It should be geared towards improving quality ? It requires that the various operations should be aligned with the overall enterprise strategy. ? It should be geared towards continuous improvement. A composite of operational excellence definitions suggest that it is: ? Geared towards helping the organization achieve sustained profitability; ? tied to strategic alignment and business objectives; ? tied to solid investment strategies; ? integrated as part of the culture, process, time plan and performance; ? a relevant performance measurement system; ? extended to include all aspects of the supply chain (including external suppliers); ? integrated with health, safety and environmental (HSE) aspects. And, while the pursuit of operational excellence intuitively suggests that businesses should improve, it is very difficult to achieve given the difficult challenges facing companies today. Mining businesses face numerous pressures to perform in a global marketplace such as demand, energy cost, variable cost and pricing fluctuations as well as infrastructure challenges to further confound the environment. Companies generally must look to the following:

Jan 1, 2009

By Duane A. Smith

Introduction From the days of the Spanish in the eighteenth century, Colorado's San Juan mining district has attracted miners and public interest. The Spanish left behind names - San Juans, La Plata, Animas, legends of lost mines, and the remains of a few scattered mining operations. They came, but did not stay. Again in 1860-61, as a spinoff of the Pike's Peak gold rush, prospectors climbed the mountains and descended into the canyons searching for gold. They found some, not enough to convince them to remain and confront the isolation, often hostile environment and the Utes, who rightfully felt this to be their home. Not until the 1870s did miners come to stay. In their wake little camps grew in the high valleys and squeezed into narrow canyons. Nowhere else in Colorado were there more rugged mountains, a higher average elevation, nor a climate that one old Swede said was "three months of mighty late fall and nine months of winter." The San Juans proved eventually to be a mineral treasure chest. At the moment, however, the prospectors sought gold. Then they discovered silver deposits and the first rush was on. It got started just in time to be completely overcome by the Leadville excitement. At Leadville, investors almost fell over themselves to buy claims and stock in the hopes of becoming another millionaire like Leadville's own Horace Tabor. The San Juaners could only look from the sidelines and speculate how it might have been had fate been kinder. Fate was seldom kind, as these pioneers quickly discovered. From the mid-1870s on, the San Juaners wrestled with some major problems. And the fate of their district rode in the balance. The problems they faced were similar to those of other Colorado districts, compounded by their geographic isolation. Every mining district needed the best transportation system available, experienced investors combined with sound investment, and mineral reserves to develop. The San Juans offered the last in abundance. It was hoped the first two would appear. Railroads - much needed transportation link Nothing was more desired than railroad connections, the penultimate nineteenth century form of transportation. Colorado's own, the Denver & Rio Grande, resolved the issue with its mountain-hugging narrow gauge. As early as the mid-1870s, the D&RG dreamed of tapping this potentially lucrative market in southwestern Colorado. A national economic depression and then the Leadville silver excitement prevented immediate construction. Not until 1879-80 did survey crews start work.

Jan 2, 1988

By Kent C. Condie

Precambrian terranes in the Rocky Mountain region decrease progressively in age from the Archean Wyoming Province (> 2.5 b.y.) to the late Proterozoic in West Texas (figs. 1,2). Within the Wyoming Province, most dates fall near 2.7 b.y. although some are recorded at 2 3.8, 2.9, and 2.6 b.y. Although Penokean (- 1.8 b.y.) deformation and plutonism are recorded in southeastern Wyoming, most Precambrian rocks south of the Wyoming shear zone, which separates the Archean and Proterozoic provinces, are < 1.76 b. years in age. Supracrustal rocks in Colorado, western Arizona, and northern New Mexico fall in the range of 1.72-1.76 b.y., those in central New Mexico about 1.65 b.y., those in southeastern Arizona and southwestern New Mexico about 1.70 b.y., and those in West Texas 1.1-1.2 b.y. The Wyoming Province is comprised chiefly of 2.7 or 2.9 b.y. tonalitic gneiss terranes intruded by 2.6 b.y. granites in the central and southern parts of the province. Supracrustal rocks are minor and include greenstone belts comprised chiefly of pillow- ed tholeiites and graywackes and remnants of quartzite-shale successions. Metamorphic grade in greenstone-gneiss terranes ranges from upper greenschist to amphibolite facies and in quartzite-gneiss terranes from upper amphibolite to granulite facies.

Jan 1, 2013

By Georgios Bartzas, Vasiliki Karmali, Konstantinos Komnitsas, Anna Kritikaki, Dimitra Vathi, Stylianos Tampouris, Arne Peys

Large volumes of slags, with varying mineralogical and geochemical characteristics, are produced annually by the ferrous and nonferrous metallurgical industry. Most of them are considered as potential secondary resources and may be valorized, following the principles of circular economy, for the recovery of critical elements, including energy transition metals. Apart from the economic benefits, valorization of slags may contribute to the competitiveness of the metal industry and the conservation of natural resources. Valorization also results in minimization of environmental impacts on soils and waters in slag disposal areas, due to the prevention of solubilization and subsequent migration of potentially hazardous elements. The present study utilizes ferronickel (FeNi) slag for the production of alkali-activated materials. The effects of the main experimental parameters, including sodium hydroxide (NaOH) molarity, silica/sodium oxide (SiO2 /Na2O) molar ratio in the activating solution, precuring and curing time, curing temperature and aging period on several properties of the final products, are assessed.

Apr 1, 2025

By Sabina Brady

Nearly a decade and a half after the US and China established formal diplomatic relations, and two decades after the two countries signed the Shanghai Communique and established commercial ties, the world, and perhaps China itself, has discovered that a wealth of natural mineral and energy resources lie beneath China&apos;s soil and directly off its coast. The country&apos;s coal reserves and oil and gas potential are well known. Its ferrous and nonferrous metal reserves are respectable and in a number of instances pre-eminent. According to 1981 Minerals Yearbook estimates - more often than not below those now being claimed by China - the country&apos;s aluminous metal reserves are about 907 Mt (1 billion st); iron ore reserves are 40 Gt (44 billion st); and copper reserves are about 46 Mt (54.4 million st) of contained metal. In addition, the country has about 10.7 Gt (11.8 billion st) of phosphate reserves, the fourth largest in the world, and 3 Gt (3.3 billion st) of pyrite. China&apos;s national Sixth Five Year Plan promulgated in late 1982 ended a stringent three-year retrenchment or readjustment period in which a number of major development projects involving foreign participation initiated in the late 1970s were shelved. The new Five Year Plan is a signal both within and outside of China that things are now moving again, and that major industrial and service sectors are receiving the kind of funding and flexibility they need for expansion, construction and modernization. The new plan&apos;s strategy for growth is measured and much less grandiose and frenetic than it was five years ago when China flung open its doors to foreign companies and invited participation in large-scale development projects. Now, the country&apos;s reticence to spend foreign exchange to purchase key equipment, technology, and services -a reaction to these projects and the spending they entailed - is clearly on the wane. In China&apos;s effort to quadruple its GNP by the year 2000, there is a new willingness to use some of its substantial foreign reserves. In fact, it is projected that 1983 will witness a $1.9 billion deficit, with a $2-3 billion deficit in 1984 and 1985. The following article discusses implications the Sixth Five-Year Plan has for nonferrous metal development in China. It is the first in a series of three articles on Chinese mineral resource development to be published in Mining Engineering over the next few months. The second article will identify specific nonferrous projects underway, while the third in the series will focus on trade and development opportunities for phosphate and potash producers in China. China&apos;s Ambitious Plans In the last few months, the exploitation of China&apos;s nonferrous resources and development of its industrial processing capabilities have begun to receive increasing attention on both provincial and central levels. Unlike the earlier modernization drive of 1978 when China&apos;s ferrous sector - best typified in the Baoshan iron and steel project - got the lion&apos;s share of the Ministry of Metallurgical Industry&apos;s (MMI) energy and resources, it now appears that in some respects the nonferrous and industrial sectors are finally moving out from beneath the dominating shadow of ferrous and getting their own day in the sun. Separation of Nonferrous from Ferrous One clear demonstration of this is the establishment in April 1983 of the China Nonferrous Metals Industry Corporation (CNFMIC). The corporation is composed of 819 enterprises with over a million workers, and also includes 12 nonferrous metal construction companies, eight design institutes, and three prospecting companies. Of ministerial rank, CNFMIC is responsible for the development of both the country&apos;s nonferrous resources and its processing facilities. Although closely tied to the parent ministry from which it sprang (i.e. MMI), CNFMIC, at least theoretically, is separate and independent from it. One strong indication that this independence is, or soon will become a reality, can be seen from the fact that the new corporation is not headed by the former MMI officials, not even those who made up the ministry&apos;s now defunct nonferrous bureau. Instead, its president Qiu Chunfu is formerly of the State Economic Commission and the China International Trust and Investment Corp. Its general manager Fei Ziwen, an engineer in his early 50s, is from the Jiangxi Province Copper Corp. The new nonferrous corporation appears to be powerful

Jan 7, 1983

Two new inorganic-organic hybrid polymers, Al(OH)3-polyacrylamide (Al(OH)3-PAM) and Mg(OH)2-polyacrylamide (Mg(OH)2-PAM) were synthesized and successfully applied for the treatment of oil sand tailings. The results indicate that both Mg(OH)2-PAM and Al(OH)3-PAM were unaffected by the change in pH, and could be applied to oil sand tailings with varying sand-to-fine ratio (SFR). The optimum dosages for the Mg(OH)2-PAM and Al(OH)3-PAM were about 330 g/ton and 650 g/ton, respectively for SFR 3.75. The flocculated oil sand tailings dewater quickly producing 66-68% solids. The flocculated tailings produced similar filtration rate before and after shear. Mg(OH)2-PAM treated oil sand tailings produced twice the filtration rates (220 ml/min) compared with Al(OH)3-PAM. This study clearly indicates that Mg(OH)2-PAM and Al(OH)3-PAM is a viable solution while decreasing the mass-production of tailings and increasing the rate of water-recycle.

Jan 1, 2012

By C. V. Deutsch, T. Acorn

Understanding and managing risk is of increasing concern for the mining industry. Although methods exist to model geologic uncertainty based on stochastic modeling techniques and multiple realizations, there are few approaches to manage this geologic uncertainty in pit optimization. Block values can be penalized if the block uncertainty is high, but the goal here is to consider the reserve risk within the pit. This paper presents an approach for pit optimization that considers all realizations simultaneously with a heuristic pit optimizer. The heuristic algorithm maximizes value and also penalizes reserve risk. The inclusion of multiple realizations provides access to the risk or uncertainty in the total pit value. Considering this information permits an active risk management approach that can manage the uncertainty in the reserves within the entire pit.

Jan 1, 2018

The Yanacocha Project is the first foreign investment in Peruvian mining since Cuajone (1976). Three years after the project began, it has become the largest producer of gold from heap leach operations in the world and the top producer in Latin America. The success of Minera Yanacocha (MYSA) opens a new chapter in Peruvian mining with the exploitation of its widely spread gold deposits and has attracted the interest of foreign investors in Peru&apos;s ample mineral resources. Construction began on August 1, 1992 and after twelve months of arduous work, the first gold bar was poured on August 7, 1993 from ore from the Carachugo mine. In 1993, Minera Yanacocha produced 81,000 ounces of gold and 304,000 ounces in 1994 (40% above budget). Production is expected to exceed 500,000 ounces in 1995 with the start-up of operations in the Maqui Maqui mine. This paper presents a summary of MYSA&apos;s experiences during its first two years of operations in the areas of mining, ore processing, environmental protection, loss control and community assistance. The paper also shows that MYSA&apos;s successes are not only due to the richness of the deposit, but also to the combination of a number of factors basic to the project&apos;s success, such as: an economic policy favoring investment in Peru, the availability of highly qualified local personnel to facilitate the transfer of technology from the United States and the desire and determination of the partners to carry the project forward in an initial atmosphere of uncertainty and terrorism.

Jan 1, 1996