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By R. M. Barker

The historic Getchell property is currently being mined from the Getchell Main Underground workings, a foot wall extension of the Getchell open pit deposits along the Getchell fault. Drift-and-fill techniques are used to extract the ore through a ramp access. The adjacent Turquoise Ridge deposit is currently under development via two vertical shafts. Together, the two mines will continue to provide feed to the Getchell's 3,200 tpd mill/autoclave circuit, taking Getchell Gold from its current production rate of 200,000 ounces (Au) per annum, to over 400,000 ounces (Au) per annum by 1999.

Jan 1, 1997

By Dale Matthews

The Getchell Mine, near Winnemucca, NR, was discovered in the 1930s and was initially mined to recover gold from oxide ores. During the 1940s and 1950s, gold was recovered from the highly refractory arsenic sulfide ores using horizontal kilns to roast the ores. During the 1960s, fluid bed roasters were used to oxidize the ore and recover the gold. The mine was shut down from 1968 through 1985. In 1985, heap leaching was started on the low-grade oxide ores that were available. In 1989, a pressure oxidation circuit was started to recover gold from the higher grade sulfide ores. Flowsheet The basic plant flowsheet of the Getchell Mine are shown in Figs. 1 and 2. The plant was designed to process a nominal 2.7 kt/d (3000 stpd) of ore with about an 85% onstream availability and a gold production of 15.5 kg/d (500 oz/ day). Run-of-mine (ROM) ore is fed directly to a wet semiautogenuous grinding (SAG) mill after the +457-µm (+18in.) rock is removed on a stationary grizzly. From the SAG mill, the ore goes to a ball mill where it is ground to 80% -75 µm (-200 mesh) and is then sent to a thickener. The SAG and ball mill operate in closed circuit using cyclones.

Jan 1, 1994

By T Elms, R Beckman, M Sampson

"In today’s mining industry, the pressure of reducing costs and increasing production while maintaining high safety standards is at the forefront of operational endeavours. A combination of specific mining knowledge and technological advances has helped enable this notion. Fleet management systems have been developed to enable sites to better measure and manage production to improve operational efficiency.The integral part to managing production is having accurate, readily accessible data. This empowers key stakeholders in the management team to drive production reporting, materials tracking and budget forecasting.If a site does not run a fleet management system, manual input is heavily relied upon for production data, which introduces increased risk of human input error. Errors can drive outcomes that don’t achieve increased production at a reduced cost. Alternatively, a fleet management system can have improved accuracy but involves a high monetary investment. Such an investment is not always feasible for smaller mining operations subject to current industry cost pressures.The Emeco Operating System has been developed in alliance with sites such as the Mungari White Foil Operations by satisfying the criteria of a low intensity hardware installation, material tracking data validation processes, remote monitoring, identification of metrics to improve overall operating efficiency and providing the right information to key stakeholders.Citation:Beckman, R, Elms, T and Sampson, M, 2016. Getting Accurate Mine Information to the Right Teams to Drive Production Improvement, in Proceedings Ninth AusIMM Open Pit Operators' Conference 2016, pp 203–211 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Nov 15, 2016

By K Eglinton

The extractive industries response to community engagement due to social and political pressures in the 1980s and 1990s was the starting point of development leading to the modern function of corporate social responsibility.Challenged by communities who have greater access to information, demand greater transparency and responsibility of corporate organisations and who possess greater awareness of the communities they participate in, the mining sector faces another step change in how it approaches and integrates corporate social responsibility, transparency and engagement.Mining is seeking reserves of lower grades, in more sensitive environments and in countries with minimal transparency and governance. Not only are the locations changing but so to the stakeholders to engage with and issues to contend with. An increasingly savvy opposition, including not just the ‘green hippies’ but the Gen-Ys interested in the wider sustainability debate and Baby Boomers moving to life style environments, are now questioning mining’s behaviour and encroachment into ‘their space’. Issues including effect on lifestyle amenity, property value, energy efficiency, social provision; concepts such as ‘doing more with less’, participatory engagement, increasing transparency and balancing economic, environment, cultural and social aspects are becoming the norm.The traditional model of supporting local communities, communicating plans and providing employment, community investment and indigenous support programs is not enough. Our industry faces challenges on multiple fronts. It must now be able to address these from a personal/community perspective if it is to remain relevant within communities and play a role in addressing the global sustainability issues.This paper draws on corporate social responsibility trends, integrated functions and implementation approaches through the application of activities within Newmont operations across Asia Pacific.The approach presented works on the philosophy that communities do not necessarily have to like what we do, but should be able to identify and recognise the way in which we involve them in decision making, communicate our intentions and respond to issues.

Nov 22, 2011

By L H. G McClean

Environmental, social and governance (ESG) factors have always been important to the minerals industry and is now considered one of our most important opportunities (and risks). Getting it right from the beginning is critical for the minerals industry, and that starts with mineral exploration. Exploration, or the process of investigation of an economic mineral deposit, is generally low impact and short-term. Exploration operations vary in size and scale and often shift priority, focus and location relatively quickly. Australia is a highly regulated jurisdiction with different regulatory systems and requirements in every state and territory. Most mineral exploration is undertaken by junior exploration companies or ‘explorers’. Exploration companies are lean operations with limited staffing and resources, traditionally with no income apart from funds raised or work through partnerships. Funds are tight and administrative investment is minimised so that investment into activity on the ground is maximised. All these variables mean that understanding and implementation of ESG frameworks for an exploration company can be challenging. ESG is a fast-moving sector with currently multiple frameworks and reporting standards. Interest from community and government stakeholders as well as investors and off-take partners has been growing, with mandatory reporting soon to be implemented. The upcoming changes to the JORC Code will ensure that ESG considerations will be a key component of all public reporting. Resources have been developed to support explorers implement, manage and report on ESG considerations. Due to their scale, agility and direct importance of land access and social licence, many explorers are not the ‘cowboys’ (or ‘cowpersons’) of the industry, but industry leaders in ESG. Strong interest and leadership have led to innovative practices and strongly embedded vertical frameworks that directly contribute to social licence to operate.

Sep 1, 2024

By J. Burgess Winter

It is an honor to present the lecture in honor of Daniel C. Jackling, the developer of the technology of copper mining that we continue to use 100 years later. He made a dramatic breakthrough in the early part of this century in the development of bulk-mining methods for large, low-grade porphyry copper-sulfide ore bodies. At Magma Copper, we are particularly proud that the Jackling Award states we have "made significant contributions to technical progress." Before Jackling's time, copper mining had exploited with primitive equipment very high-grade underground ore bodies and high-grade open pits. During the 20th century, the situation changed. Three significant innovations occurred within about 10 years around the turn of the century. In 1903, Jackling's concept of large-scale mining with steam shovels and rail haulage was implemented at the Bingham Canyon mine in Utah. Eighty years after the introduction of rail haulage, the mine converted to truck haulage with large-capacity high-efficiency haul trucks and reduced the stripping ratio from 3.5:1 to less than 1:1.

Jan 1, 1995

By Dennis J. Riley

A. This outline addresses what a sub-contractor, or a subsub-contractor should do to get paid in the event the general contractor or building owner files for bankruptcy. B. Negotiating payment terms. Progress payments vs. "pay when paid". How a sub or subsub can avoid financing the contract. C. Court interpretation of "pay when paid" clauses allow postponement not excusal of payment. See, e.g., Seal Tite Corporation v. Ehret. Inc., 589 F. Supp. 701 (D.N.J. 1984) (where the court held that the general contractor could not delay payment indefinitely to the subcontractor in the event of non-payment from the owner); United Plate Glass Co. v. Metal Industries. Inc., 525 A.2d 468 (Commw. Ct. Pa. 1987) (where the court held that payment from owner was not a condition precedent to paying subcontractor but instead a timing mechanism indicating when payment should be made); But see. Straham v. Landis Construction Co., 499 So. 2d 417 (La. App. 4 Cir. 1986) (where the court strictly interpreted the "pay when paid" clause).

Jan 1, 1991

By G. Laing

On scheduled commissioning and effective operation of a solvent extraction circuit relies on getting the design of both the core contact equipment and the peripheral plant right. Experience has shown that poor performance of new plants is frequently a result of ?utility? systems that do not match the requirements of the circuit, rather than the mass transfer equipment itself. Both the operator/owner and designer need to understand the ?complete requirements? for the circuit to get the balance of the design right. This paper reviews generic issues, frequently overlooked or altered during cost-cutting exercises, which have a significant impact on plant performance.

Jan 1, 2002

By J Poniewierski, Varcos D

Efficient blasting requires constant vigilance with respect to the actual layout being used in the field. Objective measurement techniques are required in laying out a pattern as the 'by eye' or 'thumb suck' methods cannot guarantee consistent results in layout. Erratic blast results are the consequence of such an approach. In a case study at Sons of Gwalia mine, it was demonstrated that incorrect front burdens had a snowballing effect on otherwise carefully laid out blasts, resulting in both excessive amounts of boulders caused by preconditioning of bench fronts and tops, and tight digging. Both problems caused lower excavator productivity and excessive excavator damage, as well as making it difficult to set out subsequent blasts correctly. Several field measurement methods are available to aid in determining correct blast layouts and one is described in this paper.

Jan 1, 1994

By Tom Martin

Mega projects present unique challenges with regard to estimating costs. With such projects, which may span decades, these challenges often begin as soon as a project is conceived. The importance of having a sound, resource based estimate avail-able early in the process cannot be overstated because it provides the basis for ongoing project decisions. For the final phase of providing an updated cost estimate, often while bidding by contractors is underway, the Engineer?s Estimate (EE) must incorporate present market conditions; account for possible volatile material price swings; be based on actual labor and fringe costs; rely on meaningful productivity rates; and accommodate any recent technology advances while identifying and allowing for risk factors. This paper explains the benefits associated with consultants adopting a contractor?s estimating approach when preparing the Engineer?s Estimate on mega projects like the various tunneling projects in New York City.

By Prince Lazarovich, Hrebelianovich

I WAS asked by the chairman of one of the Sessions on Employment Problems to talk about the viewpoint of the foreign workingman. I am not a workingman. I have never done what a work-hand might call an honest day's labor; that is, I have never been in a factory or manufacturing plant or in a mine, though in truth, hard work and I are well acquainted. I was a soldier, am an engineer, have long been actively interested in the most important waterway construction in the near East, have served politics and diplomacy, written books and lectured at universities. My knowledge of the foreign workingman in this country comes from the fact that my own compatriots here at various times came to me and appealed for advice and help, and last year I was asked by the employment manager of a corporation to undertake a welfare job at one of their plants. I went out, saw the plant, talked with the superintendent and outlined certain of my ideas which he personally heartily approved, but which did not find favor with those higher up. I approach the subject of the foreign workman's point of view with the understanding that the industrial employer's effort is for the maximum of efficiency. I am conversant with labor conditions abroad both in industry and agriculture. What I have learned of industrial conditions in America as they affect the foreign immigrant has been chiefly gathered from the cases referred to of foreign workmen who from time to time have come to me with their troubles. In the course of those investigations, in order to give whatever help or advice was possible, I have been impressed with the fact that the great United States industries evidently had- pot yet sufficiently recognized the value of studying the conditions of the workingman in the lands of his origin across the seas. A careful study of that which could be called the moral element in connection with its foreign labor would give industry a knowledge of the man's reason for coming, what' grievances he brings with him, his hopes for a future, and the peculiar character of his capacities. The employer would thereby be enabled to meet the man, to be helpful to him, to aid him and at the same time promote industrial efficiency, inasmuch as a workman who believes that he is being dealt with humanly and squarely is contented and satisfied and will give willingly, and even with pride, the best that is in him; justice and a fair deal is all the man wants.

Jan 4, 1918

By B. A. Filas, H. N. Lammers

Responsible environmental, social, and governance (ESG) practices are not new to mining. It is the ESG acronym that has become the “flavor-of-the-day” with the stock markets, accounting firms, and investment strategists. This increased interest from the financial sector has heightened executive awareness and accountability to where corporate leadership and directors are proactively prioritizing ESG issues from the top down within their companies. This paper aims to convey what the authors believe one needs to know to be able to conduct and prepare effective ESG audits and reports. The emphasis is on how ESG fits within the mining sector, some of the ways that many mining companies have been practicing ESG responsibility for decades, the importance of effective communications with stakeholders, and the roles that regulatory and international lending institutions play in enhancing ESG practice on a global scale as a precursor to the discussion on ESG auditing and reporting. Without this background, the ESG audit may become a purely academic exercise.

Feb 1, 2023

By T G. Vizcarra, T J. Napier-Munn, A T. Karbowiak, M G. Hart

Squeezing extra performance from existing equipment (‘sweating the assets’) is key to continuous improvement initiatives, particularly during times of cost cutting where the option of spending additional capital to facilitate circuit upgrades can be severely constrained. A common challenge, however, is identifying the best combination of settings for different process variables, as their effects can be camouflaged by interactions with other process variables and, of course, noise in historical data.This paper describes a recent investigation at Boyne Smelters Limited to identify strategies to coarsen the product of its dry, fixed-speed, open-circuit AG mill, without the need for installing pre-screens prior to the mill. The product is used as insulation material for the reduction of alumina to aluminium, and an excessively fine product was inhibiting the ability of the cover material to dissipate heat from the underlying anodes. The approach was to undertake a series of experiments, designed according to statistical criteria, to elucidate the effect of key process variables (feed blend and power draw) upon the product sizing. The results provided clarity about what strategies would encourage the production of a more desirable mill product (with some surprises). The study is a good example of how properly designed experiments can identify hidden potential in processing circuits, thereby mitigating the need for capital-intensive upgrades.CITATION:Vizcarra, T G, Hart, M G, Karbowiak, A T and Napier-Munn, T J, 2018. Getting the most from existing processes: using cleverly designed experiments to optimise the line 3 AG mill at Boyne Smelters Limited, in Proceedings 14th AusIMM Mill Operators' Conference 2018, pp 207–216 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Aug 29, 2018

By R. A. Winters

At the operations level, productivity is a principle key to profitability. If you are competing with other mines that are paying roughly the same wage rate and the same prices for capital, materials, and energy, the only way your profit can be greater is by producing more output per unit of input. Mines with higher productivity have higher profit margins. Higher profit margins lead to greater operating cash flow, and cash flow is what distinguishes a dog from a cash cow. The turnaround in U.S. metals during the 1980s was in large part due to incredible improvements in productivity. According to statistics compiled by Kaufmann, 1991, labor productivity, measured as tonnes of primary production/manhour, increased 64% in steel, 94% in copper, 75% in lead, 143% in zinc, 132% in molybdenum, and 75% in gold. These improvements were hard won. However, with most modernization programs now complete, measuring and monitoring productivity becomes even more important as producers strive to maintain the gains they have achieved.

Jan 1, 1993

By K Sommerville, J Parkinson

"Open pit mines today have more technology and data available. The challenge is to effectively use resources to analyse and identify mine productivity improvements. AMC Consultants Pty Ltd (AMC) has completed more than 100 benchmarking studies worldwide. In the process of gathering cost and productivity data, insights have been gained on how mines are using data to drive productivity. This paper aims to share good practice on using data, what benchmarks operations should be aiming for, where mines are currently sitting, high value areas to target, and how to best prioritise improvement to meet operational goals.A key purpose of data is to assist in managing and improving operations. Key information is used to drive meetings, decisions, budget estimates and reports. Safety, equipment productivity, available stocks, grade and spatial reconciliation are examples of where data is important for management systems. The key is to keep reporting simple whilst maintaining access to source data for troubleshooting and analysis.Some operations still have paper-based reporting systems. Some operations collect data directly off machines and instruments, use cameras and have off-site control centres. The level of technology is a fit-for-purpose choice.Comparisons of productivity assumptions commonly used in feasibility studies with good practice productivity numbers sourced from AMC’s benchmarking database will be shared in this paper. A typical activity mining cost breakdown will highlight where the high value areas for productivity improvement sit.In addition to examining the productivity of each mining step it is also important to examine the impact on the mine plan. Equipment numbers, strip ratio, grade and material hardness can impact the results of bottleneck analysis. A bottleneck example case study will highlight how productivity and other factors can be used to identify and prioritise improvement opportunities.Keep it simple. Use only the critical data for meetings, decision-making, reports and plans. Knowing and communicating the key performance indicators (KPIs) you are striving for aligns the operation and prioritises improvement plans.Citation:Parkinson, J and Sommerville, K, 2016. Getting the Most Out of Technology to Drive Mine Productivity Improvements, in Proceedings Ninth AusIMM Open Pit Operators' Conference 2016, pp 84–93 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Nov 15, 2016

By W. W. Edgerton

Construction projects may be delivered under one contract package or multiple packages divided by discipline, geographic location, or other characteristics. Dividing the construction into contract bid packages is called contract packaging, and is a vital and strategic aspect of effectively delivering tunneling projects. The process of contract packaging considers many factors, including the type of project, location, and owner?s priorities. This paper describes the key facets of the contract packaging process used recently on several tunnel projects, reports, where possible, on the success of the process, and concludes with recommendations for applying this process to achieve the right contract package.

Jan 1, 2008

By Ray Mason

Marathon PGM Corporation?s PGM-Cu Project in Northwestern Ontario (Figure 1.0) serves as a case study to describe the process involved in advancing a deposit from grass roots exploration to the completion of several feasibility studies and the parallel commencement of environmental permitting. Through the following examination of historical exploration activities, it is clear that these activities are directly related to economic stimulus, mostly measured by downturns in the mineral industry. Other factors that influence the success of exploration advancing to feasibility and new mine development includes the ownership of the mineral claims, which also changes under these economic influences and the crucial role of interactions between the Company, the Crown and First Nations. The Marathon PGM-Cu deposit is hosted within the Eastern Gabbro Series of the Proterozoic Coldwell Complex, which intrudes and bisects the much older Archean Schreiber-Hemlo Greenstone Belt. The sub-circular complex has a diameter of 25 km and a surface area of 580 km2 and is the largest alkaline intrusive complex in North America (Walker et al., 1993). Mineralization at the Marathon PGM-Cu deposit is part of a very large magmatic system that consists of at least three cross-cutting intrusive olivine gabbro units that comprise the Eastern Gabbro Series of the Coldwell Complex (Figure 3.2.4-3). In order of intrusion, the three gabbroic units consist of (1) Layered Gabbro Series, (2) Layered Magnetite Olivine Cumulate (LMOC) and (3) Two Duck Lake (TDL) Gabbro. The relative size and abundance of the gabbroic units decrease in the order Layered Gabbro Series>TDL Gabbro>>LMOC. Late quartz syenite and augite syenite dikes cut all of the gabbros but form a minor component of the intrusive assemblage.

May 1, 2010

By J Player, P Evans, G Sweby

Achieving quick underground access after the completion of an open pit mine can be critical to maintaining project value and ensuring regular ore feed to the mill. This paper outlines the design and construction for two portals in an active open pit to commence underground development quickly whilst installing appropriate ground control to maintain long term access in an uncertain setting. Implementation of the portal designs was complicated by the change in underground design from hangingwall access to footwall access late in the life of the open pit due to preferable ground conditions. The portal locations did not have easy access for ground support installation integrated into the pit design due to the timing of the underground design changes. Practical implementation of the ground support systems subsequently became a key part of the project. Intact rock strength, rock mass characteristics, gradational weathering / alteration profile and structural information were modelled against pit displacement monitoring as the basis from which the portals were located and ground support schemes designed. Conditions around one of the portals necessitated numerical modelling to estimate the appropriate level of ground control for long term stability. The design was completed whilst the open pit was actively on-going and the portal areas not entirely exposed. The rock mass assessment and analysis for the two portals indicated different ground support scheme capacities would be required. The expected level of control for one of the portals also necessitated the use of monitoring with extensometers and load cells to ensure the rock mass response and ground support scheme performed as planned. Construction of the portals demonstrates the benefit of a considered design process, a plan which allows practical installation of ground support schemes where access is limited, the benefit of ongoing monitoring to ensure performance remains within design limits and the challenges involved working within an active pit with limited floor space.

Mar 15, 2021

By J D. Tolley

The shift towards clean energy technologies is having a significant impact on the mining industry, with the demand for minerals such as copper, nickel, cobalt, lithium, manganese, and graphite increasing exponentially. To meet the goals of the Paris Agreement, mineral requirements for clean energy technologies would need to quadruple by 2040, and to achieve net-zero globally by 2050, mineral inputs in 2040 would need to be six times more than today. The most significant driver of mineral demand is electric vehicles (EVs) and battery storage, with lithium seeing the fastest growth, and copper demand doubling over the same period due to the expansion of electricity networks globally. The demand for these minerals is expected to rise significantly as investments in clean energy technologies continue to grow in the future. As the world moves towards a decarbonised economy, the minerals industry is under increasing pressure to reduce its environmental and social impacts and meet the increased demand for minerals. Mining companies are facing additional challenges due to the depletion of near-surface mineral deposits globally, with more mines transitioning from open pits to underground. The transition to underground mining requires the right strategy to economically access deeper mineable inventories and to keep up with future clean energy technology demands to achieve net-zero globally by 2050. One key way to achieve this is through decarbonisation using ‘green’ mining technologies such as replacing current primary diesel mining fleets with battery electric vehicles (BEVs). However, these measures through electrification overlook the bigger opportunity to maximise the socio-economic returns from the mine while also reducing the overall carbon footprint. Corporate cut-off grade policy is one of the most significant influencers on the total environmental and social impacts of the mining industry. The purpose of a corporate cut-off grade policy is to implement strategies aligned with achieving all the mining companies’ corporate goals, with decarbonisation targets becoming a primary driver for mining companies. Table 1 shows the evolution of cut-off theory with the increasing number of dimensions and driving inputs per iteration.

Aug 2, 2023

By E. H. Rose

From the more distant members and some not so distant, the plaint is often heard that they cannot justify the expense and time required to attend the AIME Annual Meeting. Almost invariably, the reason given takes this form: "I just don't see that I would get enough out of it." Often the would-be clincher is added: "Besides, the meat of it all comes out in print anyway." Not long ago, a group of us who have seldom missed a meeting in recent years fell to discussing this phenomenon, and found ourselves in emphatic agreement that anyone holding such a belief indicates by his first remark that he does not know how to attend a convention, and by his second, proves it. He is, by and large, the man who has never been there, and of him, there are many.

Jan 1, 1949