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By William V. Robinson

The Iron Ore Company of Canada mines, processes and ships crude iron ore, concentrate and pellets from the rich ore bodies of the Labrador Trough area in the extreme north-eastern part of Canada, some five hundred miles from Montreal (see figure 1). There are three main sites of activity. At Schefferville, approximately 12 million tons a year of crude ore (chiefly limonite) are mined, crushed, screened and shipped to Sept-Iles. At Labrador City, 40 million tons of specular hematite are mined annually for processing into 17 million tons of concentrate. Of this, 9 million tons are converted into pellets. All product 1s shipped to Sept-Iles. At Sept-Iles, on the north coast of the St. Lawrence, a six million ton per year concentrator and pellet plant process much of the Scheffervllle ore into high-grade pellets. Also at Sept-Iles are the company's administration offices stockpiles and shipping facilities. The Terminal facilities can berth and load a 250,000 ton bulk carrier at 19,000 tons per hour.

Jan 1, 1975

By L. M. Scovell

The Internet and its related technologies will radically change the way that mines manage and control their maintenance, repair, and operating supply chains. The Internet is creating new distribution channels and offers new technology platforms with significant advantages over more traditional methods. Mines will have to re-evaluate both the strategies and the tactics employed in these areas. Mines will use e-commerce to integrate their maintenance, repair, and operating supply chains. The integration will extend beyond traditional trading partners to a worldwide network of communities with similar interests and goals. The changes will transform the way mines operate, lower mining costs, and thereby increase their chances of success in an increasingly competitive environment.

Jan 1, 2000

By A. T. Iannacchione

Recent fatal injuries occurring during pillar retreat coal mining call for better identification of the hazards and recognition of risks. Ground control hazards associated with room-and-pillar retreat mining tend to intensify with depth, requiring extra precautions in the form of additional controls. In many locations these activities are further complicated by local complexities often associated with unique or novel circumstances, such as over-mining or under-mining. One technique recently studied by NIOSH, Major Hazard Risk Assessment (MHRA), may help mine operators to mitigate the risks associated with pillar recovery operations. The approach was trialed at two underground coal mines in southern West Virginia that are currently practicing pillar recovery. The first step in the MHRA process involved reviewing the segments or parts of the pillar extraction mining system and identifying associated hazards and threats to the operation. Some of the high risk hazards at these two sites included: ? Rock fall during pillar extraction covers equipment and injury ? occurs during recovery operations, Rock fall above the roof bolt horizon, potentially injuring ? workers and/or requiring recovery action,Rib fall under deep cover, potentially injuring workers, and; ? Strata instabilities associated with subsidence of the ? interburden due to simultaneously mining two seams in close vertical proximity to one another. The mines? risk assessment teams then considered each threat individually in order to systematically identify potential unwanted events. The top unwanted events were examined individually using structured risk analysis tools. The output from the process includes a list of priority existing controls for monitoring and auditing, and a second list of potential new controls. These controls consisted of: ? Examples of best practices, ? Enhanced communication, ? Implementing standard operating procedures (SOP), ? Protocols for emergency response actions, ? Effective layouts, ? Efficient monitoring, and; ? Successful audits. This paper documents the process as it unfolded at the two mines, and analyzes the strengths and weaknesses of the MHRA technique as it applies to pillar recovery operations. This work was part of a larger NIOSH research project. NIOSH was responsible for: 1) facilitating the risk assessment process known as Major Hazard Risk Assessment (MHRA), 2) documenting the risk assessment process, and 3) providing mine management with a written draft summary of the risk assessment process. The results of the risk assessment represent the thoughts and opinions of the individual risk assessment teams and should in no way be construed as an endorsement of the risk assessment output by NIOSH or the University of Pittsburgh.

Jan 1, 2009

By Gregory R. Gorrell

The legal issues surrounding the regulation of subsidence are among the major concerns facing the underground mining industry today. Whether subsidence occurs almost immediately as a result of longwall mining or without warning as a result of room and pillar mining conducted years ago, the resulting disputes are highly controversial and typical of the disputes involving the competing interests of surface and mineral estate owners. Until recently, the law governing these disputes was firmly established under the common law. The passage of the Surface Mining Control and Reclamation Act 1, the utilization of new mining technologies, and the general heightened environmental awareness of our times, however, have interjected new issues into this area of the law. State and Federal court decisions and administrative agency interpretations have helped clarify some of the issues. However, as evidenced by the many recent lawsuits between operators, surface owners, and regulatory agencies, many uncertainties still exist.

Jan 1, 1986

By L. P. James, W. W. Atkinson

Utah has produced about one billion troy oz. (31.7M tonnes) of silver, more than any U.S. state except Idaho. Several very high grade ore systems, now closed, occur within large polymetallic limestone-hosted districts related to plutonic complexes. These Utah mines fed several major lead smelters for nearly a century. Interaction of magmatic chloride-rich fluids with carbonate rocks localized significant bonanzas within these districts. A low sulfidation state was produced in the fluids by their passage through limestones. The Bingham porphyry mine has also yielded more byproduct silver than other porphyry copper-gold systems. Away from exposed intrusive rocks, some large silver-only systems occur in Mesozoic sandstone and in caldera-related veins in volcano sedimentary rocks. Thick permeable latest-Proterozoic basement meta quartzite sequences present beneath western Utah may have been important, as perhaps they were in the Coeur d’Alene district of Idaho, in providing chloride and silver-rich ore fluids. However, it is clear that specific Tertiary magmatic events played an essential role in the evolution of the Utah silver-rich metallogenic province. The largest silver districts in the state are genetically related to porphyritic plutonic rocks.

Jan 1, 2000

By Steve Kral

Good times make for happy miners. And the past few years have seen a lot of smiling mining engineers, geologists, metallurgists, corporate executives, analysts, investment bankers and shareholders. And nowhere was that more evident than at the 74th Prospectors and Developers Association of Canada’s (PDAC) annual meeting. The meeting, held in Toronto March 5-8, attracted a record 14,500 people. Of those, the PDAC said attendees came from an estimated 100 countries. And about 40 countries sent national delegations to the meeting. Argentina, for example, sent nearly 100 people. The PDAC meeting has always been a event where companies and individuals can get a look at numerous properties in all parts of the world that could potentially become major mines. And through the many receptions, hospitality suites and just sitting in the local restaurants and taverns, deals are usually made.

Jan 1, 2006

By Paul Girodo

Government Approval For Foreign Workers 1.Service Canada Work Permit Tasks: i. Prove there are no Canadian Journeymen; ii. Use heavyweight stakeholders; iii. Understand the FWU transformation taking place today. Government Approval For Foreign Workers 2.Provincial Nominee Program (PNP) i. Build relationships; ii. Use heavyweight stakeholders; iii. Continually demonstrate benefits to the Province from foreign Journeymen. Government Approval For Foreign Workers 3.Letter from Union Supporting Temporary Foreign Workers i. Easiest path to approval ?CLAC model

May 1, 2006

By Peter Bigwood

Whether drilling through tough clay or breaking rock, or facing the most severe conditions including mixed face ground, perched water and running and flowing sands, working under-ground certainly comes with no shortage of challenges. In an environment where the unknown is faced on a daily basis, tunneling contractors must be able to rely on their equipment to get the job done properly. Not only that, their equipment must comply with two of the highest priorities: safety and efficiency. In addition to being the number one concern, a proven safety record provides additional benefits to a company. A safe work environment serves as a key component to company growth, including the ability to remain competitive in bidding and maintaining higher-level, more challenging projects.

Jan 1, 2012

By Ingrid Hann

The Triple Bottom Line ? Economic Sustainability ? Creation of Joint Venture companies ? Planned evaluation of other kimberlites ? Social Sustainability ? Impact Benefit Agreement and Participation Agreements ? Education and training initiatives ? Environmental Sustainability ? Environmental management ? Mine closure planning

May 1, 2008

By Alain Bouchard, Germain Labonté, Jim Barrett

"Mill feed materials that are not run-of-mine ore are often a challenge for mineral processors and tend to accumulate in stockpiles, where they remain unprocessed for many years and become “slow moving inventories”. During a complete re-evaluation of the Clarabelle Mill operation (38,000 ton/day capacity) in 2000, it was concluded that there was an opportunity to assemble a 5,000 ton/day custom circuit to treat such stockpiles in the equipment that remained available during regularly scheduled maintenance shut-downs.This project was part of the larger Mill Redesign Project and involved testing the intended flowsheet under a number of operating scenarios for the first material to be treated: spent refractory bricks. The laboratory focus was on how to maximize returns using the available equipment and reagents.The circuit was successfully commissioned in the fall of 2000. As the brick stockpile was depleted, other potential feeds were evaluated at the laboratory, as well as in the new custom circuit itself. Processing of the spent refractory brick has yielded a significant contribution to the profitability of INCO. Significant opportunities lie ahead for generating more value from other slow moving inventories.INTRODUCTIONIntegrated mining operations tend to have slow moving inventories along the path from the mines to the finished products. Spent refractory bricks from furnaces and converters and furnace bottoms are materials that often end up in long-tern stockpiles. Such stockpiles are a challenge, although they represent small tonnages on an annual basis, because they are unique materials, which cannot be readily brought into the process at a rate anywhere near that at which they are produced, due to the high contents of deleterious components such as chromite or magnesia. Accumulation over years will eventually yield a metal inventory worthy of consideration given the right opportunity, such as availability of spare equipment or peak metal prices."

Jan 1, 2002

By J. D. Kennedy

The alchemists of old are remembered well for their tireless efforts in attempting to convert various common metals, such as lead, into gold. Not so well known generally, but no less intense, have been the efforts of certain individuals who attempted to manufacture diamonds over the last 100 years. Diamond, the most glamorous and permanent of gems and the hardest industrial abrasive, is carbon in a high-density unique crystalline form with a cubic structure and a density of 3.5. This contrasts with graphite at a theoretical density of 2.2 and possessing a hexagonal structure. Diamond is the hardest natural, material known and until very recently had no close competitor, natural or otherwise, with respect to hardness. The hardness of diamond exceeds that of any other industrial abrasive by a factor of approximately five. The early theories of diamond synthesis were rather vague. Since diamonds occurred in nature, man then looked to nature for clues as to how this might be accomplished. The original known diamond deposits of India are alluvial in character and provided little insight as to how diamond had been formed by nature, for in, these locales the diamonds have been washed by streams or carried by the glaciers long distances from the areas in which they occurred originally in the earth's crust. As a matter of fact, we are told that even today the locations of the mother ground for the Indian alluvial deposits are not known.

Jan 1, 1959

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 Phil A. Keele

"IntroductionGeneralThe Genesee Coal Mine is a joint venture of Fording Coal Limited and the city of Edmonton. The mine supplies thermal coal to the Genesee Generating Station operated by Edmonton Power and is located approximately 75 km southwest of Edmonton (Fig. I).Under the terms of the joint venture agreement, Fording Coal Limited has designed and developed the Genesee Coal Mine. Fording also operates the mine which has a minimum economic life of thirty-five years. Mine development started in the spring of 1987 with the construction of the dragline erection pad and mine service complex. Major development of mining areas was carried out in 1988 with the construction of haul roads, powerlines, topsoil recovery, etc. Mining officially commenced on December 14,1988.The mine produces 1.6 million tonnes of coal per year and employs 65 people. MiningGround conditions have turned out to be very poor, as expected with the majority of the overburden in the first few years a soft lacustrine clay with minor amounts of fine-grained glacial till. To compound matters, what was expected to be a relatively uniform coal subcrop turned out to be a very irregular erosional contact.The coal mined at Genesee is a sub-bituminous Class B thermal coal with approximately 16070 ash, 21% moisture, 8300 Btu/lb and 0.27% sulphur on an as-mined basis.The primary piece of mining equipment used at the Genesee Coal Mine is a M8200 walking dragline. It has an effective operating radius of 100.6 m, a 50.5 m3 bucket, and weighs approximately 3860 tonnes yielding a ground pressure of III KN/m2•Figure 2 illustrates schematically the single pass mining sequence presently employed at the Genesee Coal Mine. The M8200 is used to lift all coal out of the cut, the coal being placed in stockpiles on the prepared pad .This method maximizes coal recovery under the conditions where spoil failures due to poor material would otherwise put men and equipment at risk. The coal is subsequently loaded by the coal shovel operating on the same bench as the M8200 dragline and delivered to the plant as required.All mined areas, as required under Alberta Legislation, are to be returned to an agricultural land capability equal to or better than that which existed prior to mining. Reclamation activities, as a result, are an important and integral part of the mining process. A complete list of the primary mining equipment deployed at the Genesee Operations appears in Table I."

Jan 1, 1994

By W. W. Beddow

TWENTY years or so ago I wrote an article on management which consisted mostly of a chart similar to thousands of others of that day showing line functions, staff functions, and the chain of command in a typical mining organization. Since hen we have been "bossing" from the faces to the swivel chair and we have made many errors of no little expense to our companies. We have kept the chart in mind but many times we have changed the functions to fit the people we have had to work with. Good management after all is getting results with the people, the equipment, the supplies, and the natural conditions of the coal seam or seams and adjacent strata present. We have made, with little effort, a good showing with average people and equipment in good natural conditions. We have made a miserable showing (although expending every personal effort) with better than aver- age people and equipment in bad natural conditions. In the latter case many of our stockholders felt that better management would have found some way to save their investment. Perhaps they were right.

Jan 1, 1944

By W. A. Naismith

On 16 July 2004, at 07:10 a collapse of about 1.8 million m3 (about 4 ½ million tons) took place on the north wall on Nchanga Open Pit. This collapse was the result of a developing instability that was first identified when the benches in this area were exposed during September 2002. The NOP geotechnical and survey departments closely monitored the development of the failure. Control measures were implemented to reduce risk to men and equipment. These measures were continually improved and adjusted in reaction to observations and changing conditions. The purpose of this paper is to describe in detail the monitoring results that were obtained both by traditional methods and the novel slope stability radar system (SSR). Difficulties encountered in establishing critical deformation levels and deformation rates that can be used to predict the onset of collapse are described. Details of the monitoring and control measures, which led to the successful completion of mining in the area, are also described in this paper.

Jan 1, 2005

By SDN Wessels, WA Naismith

On 16 July 2004, at 07:10 a collapse of about 1.8 million m3 (about 4 ½ million tonnes) took place on the north wall on Nchanga Open Pit This collapse was the result of a developing instability that was first identified when the benches in this area were exposed during September 2002. The NOP Geotechnical and Survey Departments closely monitored the development of the failure. Control measures were implemented to reduce risk to men and equipment. These measures were continually improved and adjusted in reaction to observations and changing conditions. The purpose of this paper is to describe in detail the monitoring results that were obtained both by traditional methods and the novel Slope Stability Radar System (SSR). Difficulties encountered in establishing critical deformation levels and deformation rates that can be used to predict the onset of collapse are described. Details of the monitoring and control measures, which led to the successful completion of mining in the area, are also described in this paper.

Jan 1, 2005

In the UK during the 1990s the energy companies had developed a policy of æDash for GasÆ, building large natural gas power stations to produce more than 30 per cent of the UKÆs electricity demand. The price of imported thermal coal was dropping and the electricity generators were putting pressure on the UK coal producers to produce coal at a reduced cost. Imported coal from Columbia, South Africa, America and Australasia had increased their market share in thermal coal sales to over 50 per cent of a 55 Mtpa market. The pressure on the UK coal industry to reduce costs and improve productivity levels from an ever decreasing resource was high. Companies were benchmarking their operations on the imported coal producers and had to realign their organisations, productivity levels and costs to world best practice, not just technically, but in world class organisational management techniques.

Jan 1, 2005

By J. C. Carrasco, M. Sánchez, R. Jara, F. Marquez, F. Parada, R. Parra, J. Palacios

In past years, Chile has been the largest copper producer in the world and for 2002 mining represented country average of 10 % of the GDP, accounting for 47 % of the total exportation. As copper sulphides are the main mining resources in the country, the metal is produced using the classical processes of flotation and pyrometallurgical extraction. Seven copper smelter plants, which extends from the northern Atacama desert to the central part of the country produced1,522,000 metric tons of fine copper in 2002, approximately one half of total copper concentrate production, with a notorious environmental impact due to the great amount of slag produced during these extraction steps. In this work, a global characterization of copper pyrometallurgical slags produced and disposed of in Chile and worldwide is done, and the concept of total project development is considered to explain the scopes of the study, recovering different compounds and generating new activities around mining. The presentation is completed with the proposal of various methods and techniques being developed today in a joint project between smelter plants and the University of Concepción, with the support of the Chilean government and mining companies, addressed to generate new materials from copper slag. Recovery of copper, molybdenum, precious metals, silica and iron, that is the most abundant component of the slag, are the goals for this research. Metals, commercial compounds, alloys and different forms of iron oxides for steel industry are proposed products.

Jan 1, 2004

By D. Kachongo, Y. Cheng, A. Kashala, D. Samal, G. Mitshabu

Many copper processing flowsheets in the Democratic Republic of Congo include the leaching of oxide ores containing copper and cobalt, copper solvent extraction, copper electrowinning, and precipitation of cobalt salt. Recently, cobalt price gained momentum, driven mostly by the fast-growing electric vehicles battery market. The ore blending scenarios tend to prioritise high cobalt grade ore, whatever the content of copper and other impurities. Therefore, many copper solvent extraction circuits are running below design capacity. The variability of feed induces a variability of the leach solution with respect to copper, manganese, and silica contents. It is thus important to adjust hydrodynamic and metallurgical parameters of the solvent extraction plant to optimise metallurgical performance, production cost, and the quality of the copper electrolyte. This paper presents some results on how solvent extraction plant parameters have been managed in two solvent extraction plants running with lower than designed copper input. INTRODUCTION Referring to a report of the chamber of commerce of the Democratic Republic of Congo (DRC) the online publication Agence Ecofin (2019) indicated that the DRC ranks in the fifth position of the world top copper producing countries with over 1.2 million tons produced in 2018. The same year, 66% of the world’s cobalt was produced in the DRC at over 106,000 tons. If the political situation remained stable and the new tax regime introduced in 2018 did not deter private investors, copper production could reach 1.4 million tons/a in 2020 as pointed out in Mining.com (2019). Forecast figures for DRC cobalt production vary widely depending on analysts. The DRC online magazine Actualité.cd (2018) referring to a ministerial source forecasts over 141,000 t cobalt/a for 2020. The reality will depend on many factors, including the selling price, the supply compared to the demand, and finally the reaction of investors to the new DRC tax regime. The growing electric vehicle batteries market has been the major key driver of the price of cobalt. The five years historical cobalt price graph in figure 1 from infomine.com (2019) shows that the price of cobalt peaked at over 40 USD/lb in the first quarter of 2018. Cited by the online Magazine Creamer Media, Smith (2019) has indicated that the long-term demand of cobalt will likely remain strong.

Jan 1, 2019

By Juan P. Camus

Mining is one of the oldest industrial activities. Its products are essential to modern civilization. Paradoxically, and despite a deep-rooted belief to the contrary, mining is not a lucrative industry— at least not in the aggregate. This assertion is true not only for recent years, one of the weakest periods in terms of metal prices, but also for a long time past. In 1776,Adam Smith said in The Wealth of Nations: “Of all those expensive and uncertain projects, how-ever, which bring bankruptcy upon the greater part of the people who engage in them, there is none perhaps more perfectly ruinous than the search after ... mines. It is perhaps the most disadvantageous lottery in the world... Projects of mining, instead of replacing the capital employed in them, ... commonly absorb both capital and profits.”

Jan 1, 2002