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The earliest suggestions that some metallic ore deposits might have resulted from seafloor volcanic exhalation seem to have been those of Elie de Beaumont in 1847 and Henry de la Beche in 1851. In 1885 Tinoco, and Bouglise and Cumenge, independently investigating-.the manto copper deposits of the Boleo district of Baja California, proposed that these had formed on the seafloor by precipitation from "hydrothermal submarine emanations". Some twenty years later the Japanese geologists Kukuchi and Tsujimoto (1904) put forward the idea that the Kuroko ore- bodies were seafloor volcanic sinter deposits and in 1919 this was re-affirmed by Ohashi. In 1909 the English geologists Thomas and MacAllister postulated a similar origin for some of the gold deposits of Mount Morgan in Queensland. Between the wars the great European economic geologists Niggli and Schneiderhohn both clearly recognized a class of seafloor hydrothermal deposits. The idea rose again immediately after the Second World War in a very clear statement by Hegeman in 1948, which was followed by contributions by Ehrenberg and Kraume and their co-workers on the submarine volcanic origin of the Meggen and Rammelsberg orebodies in 1954 and 1955 respectively. In 1955 the present writer, quite unaware of early or contemporary work on volcanic exhalative ore deposits, proposed a volcanic sedimentary/diagenetic origin for the stratiform base metal ores of SE Australia. In doing so the writer emphasized the probable importance of island arc volcanism, suggested that some "metallogenetic regions" of ancient terrains were in fact old island arc systems, that the composition of the ores might be related to the composition of the associated volcanic rocks and that such ores would be tied to volcanic stratigraphy. Ideas on relations between volcanism and stratiform ore genesis have thus been evolving over.a period of some 140 years and, beginning with the observations on Baja California in 1882, work round the rim of the Pacific has made an important contribution over a period of more than 100 years.

Jan 1, 1987

By Walter Ensinger

Working safely means working cost-effectively. Every "dangerous occurrence" and - even more so - every industrial accident causes disruptions in the planned course of construction. Besides moral and legal obligations, economic aspects are therefore also factors motivating increased efforts towards optimal prevention: improvements in work safety and protection of health are wise investments! Ever since its earliest days, the European Federation of Foundation Contractors (EFFC) has made this subject one of its key objectives and therefore set up a Safety + Environmental Working Group, in which experts from the member organisations exchange national experience and develop proposals for "best practices". The paper presents current developments and results from the work of the S+E WG with particular reference to the project "Ideas for Safety Improvement".

Jan 1, 2006

By J. Parke Channing

WE are accustomed to think that we are efficient in the United States, particularly with respect to such things as mining and manufacturing. The conduct of the war has demanded in England and in France a complete readjustment of manufacturing methods and plans, and today England is probably as efficient a country as there is in the world, not even excepting Germany. This is all the more remarkable because it has been notorious for years that England has been inefficient in her manufacturing and the country has been flooded with things "Made in Germany." Today England is almost a socialistic community and the State is doing almost everything. England is now in such a position that practically everyone in the country is engaged in industry necessary for the conduct of the war, and this has been accomplished by increasing the efficiency both of her tools and of her man power. In the United States we certainly have been efficient so far as machines and perhaps so far as methods have been concerned, but we have not been efficient iii the utilization of our man power. Before the war, our labor was undoubtedly far more efficient than that of England, but it certainly was not so highly efficient as it should have been, and the problem that confronts us today, and will all the more confront us after the war, is to make our man power efficient. England has had a taste of what you may call State Socialism, and her laboring men are not going to be content to return to the old order of things. There is one feature of the labor problem in England which has permitted her to reach this condition of state socialism with comparative rapidity; this is that practically all of her laborers are English; she has little or no foreign population. While an Englishman may he a strong union man and ready to fight his employer tooth and nail, at heart he is still a British subject, and when his country was in danger he rose to the occasion.

Jan 5, 1918

By John J. Deutsch

"1T is a great pleasure for me to be present at the Annual Dinner of the C.I.M.; a pleasure which is combined with a mutual opportunity that I value highly. First of all, this occasion gives me a chance to meet again many Members of your Institute and to become more fully informed of the special problems of the mining industry. This alone is ample reason for me to welcome the invitation to join you tonight. In addition, this occasion provides me with an opportunity to tell you something about the work of the Economic Council which might be of particular interest to your industry.In the mining industry, keen competition and constant change are basic facts of life. The continuing prosperity of the Canadian mining industry depends fundamentally on how successfully it is able to adapt both to the changing conditions within the industry and to major trends which operate throughout the world.First of all, the scale and organization of the industry are evolving to new and different dimensions. As one authority has put it, ""The cream of the small high-grade, easy-to-mine ore deposits of this world have been consumed and mining is becoming more and more an industry of very large scale, complex operations. It has already become in most countries a capital intensive industry and its problems, scientific, technical and economic, are growing in difficulty."""

Jan 1, 1966

By J. L. Jambor, J. E. Dutrizac, J. B. O'Reilly

The present-day metallurgical community is quite familiar with the use of jarosites [MFe3(S04)2(0H)6 where M = K, Na, NH4, Ag, 1/2Pb, etc.] as a means of controlling iron, alkalis and sulphate in hydrometallurgical circuits. This modern precipitation technology has found an increasingly widespread application in the zinc industry111 and is gradually also being extended into the hydrometallurgical processing of copper and cobalt121 . The chief advantage of jarosite precipitation is that the iron precipitate settles and filters well, and gives low losses of divalent metals in the washed residue. Although this jarosite precipitation technology was developed only within the past twenty years, man's involvement with jarosites extends back to antiquity, and jarosites have played an important role as a source of silver in several ancient metallurgical centres. In the early days of this century, argentojarosite was an important local source of silver at the Tintic Standard mine, Dividend, Utah, where over 200 000 oz of silver were recovered from highgrade natural jarosite over a three-month period 131 . At the Matagente mine in Peru, pockets of argentiferous plumbojarosite up to 40 m thick were mined and processed by the Indians prior to the arrival of the Spaniards14-51 . In Cyprus there are vast jarosite deposits associated with the ancient mining sitesl51 , but exploitation of these jarosites has been insignificant because of their low silver values. The most extensive mining of silver-bearing jarosite, and certainly the oldest documented instance of such jarosite exploitation, was in the vast pre-Roman workings at Rio Tinto, Spain. This mine, the greatest single miningmetallurgical site currently known from the ancient world and also the oldest site of more or less continuous metal production, has witnessed many metallurgical firsts. Aside from the initial processing of jarositic ores for their silver values, the development of large-scale hydrometallurgy also seems to have occurred at Rio Tinto. As early as 1737, copper was recovered by cementation on scrap iron from the mine waters at Rio Tintol51 . Large-scale heap leaching of calcined ore commenced with the British operations in 1876 and, by 1900, raw pyrite was heap leached to recover associated copper values161 .

Jan 1, 1999

By J. Paraszczak

For mining companies facing strong international competition and unfavourable commodities’ prices, automation of underground operations has the potential to increase productivity and help cut costs. However, despite considerable technological progress in this field, there still remain many problems to overcome. Furthermore, successful implementation of automation depends also on numerous operational, organizational, and even human factors. In this context, this paper briefly reviews technological progress with regard to different underground operations. Following that, several issues related to implementation of automated equipment and systems are presented and discussed. Particular emphasis is put on the factors whose importance is often underestimated. Some recommendations in this respect are also given. It is stated that the success of an automation project is a function of many “winning conditions,” which may be created through very thorough planning and preparation. It is also underlined that despite achievements made, a vision of a man-less underground mine is not yet as much a matter of near future as it may seem.

Jan 1, 2004

By Jacek Paraszczak

For mining companies facing strong international competition and unfavorable commodities? prices, automation of underground operations has got a potential to increase productivity and help cut cost. However, despite considerable technological progress in this field, there still remain some problems to overcome. Furthermore, a success implementation of automation depends also on numerous operational, organizational and even human factors. In this context, this paper reviews briefly a technological progress with regard to different underground operations. Following that, several issues related to implementation of automated equipment and systems are presented and discussed. Particular emphasis is put on the factors whose importance is sometimes underestimated. Some recommendations in this respect are also given. It is stated that a success of an automation project is a function of many ?winning conditions?, which may be created through a very thorough planning and preparation. It is also underlined that despite achievements made, a vision of a man-less underground mine is not yet a question of near future as it may seem.

May 1, 2001

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 Gordon E. Jackson

I read a book the other day called Opportunity 2000. The book, Opportunity 2000, talks about what's going to happen in the next nine or ten years as we propel ourselves through the 1990s into the 219 century. The book, Opportunity 2000, is a futuristic book, somewhat like Megatrends. It said that by the year 2000, baby boomers will be old people, and when you got here before the baby boomers, how does that make you feel? It said that there will be more women in the American work place by the year 2000 than men. The book, Opportunity 2000, discusses diversity. The big challenge for the 1990s is ?diversity?. We'll have the D-word in the 1990s. We had the G-word in the 1980s ? ?global.? Diversity in terms of more immigrants, more minorities, more females into the American work place, but also value systems diversity. We'll have to deal and adapt to four different generational clusters in dealing and interacting with employees and management in the 1990s-value systems diversity. I think there will be five generational clusters that we'll have to deal with. Massey says four. He says we'll still have the old people around, the World War II mentality; those who

Jan 1, 1991

By HAROLD VINTON COES

MANAGEMENT has been tersely defined as getting things done through the efforts of other people; but before we proceed further, let us distinguish between administration, management, and organization. Oliver Sheldon in his book, "The Philosophy of Management," offers the following definitions: Administration is the function in industry concerned in the determination of the corporate policy, the co-ordination of finance, production, and distribution, the settlement of the compass of the organization, and the ultimate control of the executive.

Jan 1, 1943

By Chunbao Z, Zhenchuan Z

As known to the international mining sectors, Hunan province, called as ' Nonferrous Native Area ', is the main base of nonferrous metals Pro- duction in China. There are over 194 nonferrous mines in this province, most of them distribute over the basin of Xiangjiang River. The state of management of wastewater in Hunan's nonferrous mines is outlined.The experiences and economic benefit in the management and treatment of wa- stewater in Bofang and Mayang copper mines, and at Shizhuyuan polymeta- llic mine, are mainly introduced. It concludes with measures and recommendations for future management and treatment of wastewater in Hunan's nonferrous mines.

Jan 1, 1988

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 T. W. Camm

"As engineers, we are trained to use logical, rational problem solving to insure our mines operate at maximum efficiency. We tend to use the same technical approach to design safety into all mining systems. This works well for machines, but not so much for the human component. Recent insights in the field of behavioral economics provide useful ideas for addressing the fact that we are driven by emotions more often than by rational thought. Understanding the nonrational aspect of human behavior is an important piece of any safety system design. INTRODUCTION The most common economic model is based on humans making rational decisions; that given the proper information, we will make a logical, rational decision based on what is best for ourselves (Ariely, 2009, p. xviii). In many cases this is an accurate description of how we make decisions. As an engineer, I was trained to apply the precision of mathematics and logic to solve problems. As an engineering professor, I now teach this approach to bright young minds preparing them for a life of professional effectiveness as practicing engineers. That said, we are not only rational. Daniel Kahneman, winner of the Nobel Prize in Economics, describes a model for how we think (Kahneman, 2011). System 1 is the part of our mind that is fast, intuitive, and emotional; while our logical, slower, and deliberative mind is System 2. According to Kahneman’s model, System 1 runs automatically, most of what you think and do originates in System 1. System 2 takes over when things get difficult, including the application of math and logic, and the resolution (or avoidance) of conflict. As engineers, we would typically assume that we operate in System 2 mode most of the time. This is where the model becomes useful, for Kahneman points out two important aspects of the dynamic between the two systems in our mind. First, System 1 has biases, systematic errors that lead to answering questions with an easier answer (rather than a right answer) before System 2 is engaged. Second, we can be blind to the obvious, and also be blind to our blindness. Complicating things further, System 1 cannot be turned off (Kahneman, pp. 24-25)."

Jan 1, 2015

By H. V. S. Tingley

My topic today is future trends in compensation for the mining industry. I seldom get the chance to speak about a subject of such immediate interest to an audience, so I would like to make the most of this opportunity by telling you that everybody in this room will become rich beyond his wildest dreams in the next few years. I would like to open my talk that way, but in compensation, like everything else, there is a great gap between dreams and reality. Back to reality. When we talk about compensation, we?d better define our terms because the compensation is really an umbrella for five basic types of payment made to management personnel. Slide 1 identifies these elements of compensation.

Jan 1, 1980

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 E. Kuipa, J. N. Lekunze

The selection of an underground mining method stems from a multivariate analysis that considers geomechanical, geological, economic, and operational parameters. Even after identifying the most compatible method, there is no assurance that the mining company will achieve the best performance. The geological complexity of some deposits requires adaptations of methods described in the literature to obtain more selectivity and reduce mining waste. There are some studies on geometry of underground structures, but a methodology that describes an adaptation of a room-and-pillar mining method for ore bodies with down-dip varying from 20° to 25° is novel. The present work aimed to reduce dilution by adapting the traditional room-and-pillar mining method (TRP) to inclined ore boLittle attention has been paid to the rehabilitation of derelict and ownerless mines in South Africa after their lifespan. This paper aims to explore management gaps in legislation that have resulted in the non-rehabilitation of derelict and ownerless mines in South Africa. There is growing evidence that supports the distressing effects of mining on people living around these mines in the North West Province. This paper was motivated by the current socio-economic status quo of old mining towns, the influx of illegal miners (Zama Zamas), severe environmental damages, and the violence associated with derelict mines. Underpinning this research was an ecosystem approach and integrated resources management principles, which formed the foundation for the decision-making process.The researcher used a mixed-method approach and employed convergent techniques. A semi-structured instrument was used to collect data from 200 respondents. The results indicated that there is a dire need for community-based consultative processes, and an absence of clear guidelines for derelict and ownerless mines to pressure mine management to adhere to rehabilitation standards. Moreover, the mining charter is ambiguous regarding policy implementation, budgetary allocation, and duration of the rehabilitation of these mines. The paper concluded that management challenges associated with derelict mines can be reduced if all stakeholders follow the guidelines as outlined in the environmental legislative framework (NEMA) of South Africa while being open to innovations in line with international best practices. It also contributes towards the development of guidelines for the management and implementation of legislation related to derelict and ownerless mines in South Africa from a philosophical, theoretical, and policy perspectivedies. This new method is entitled short-hole room-and-pillar (SHRP). The equations that measure the dilution are defined according to the geometry of stopes and openings. The results comprise comparative analyses of the operational and planned dilutions to measure the performance of the SHRP method. The average operating dilution of the SHRP method was more than five times lower than the planned dilution according to the TRP method. Low operational dilution indicates high selectivity of the method and its potential to reduce underground mining tailings.

Oct 9, 2024

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 William Gleason

The mining industry is a unique space. It is one in which geologists and chemists can intersect with computer and data science professionals daily. The industry requires expertise in not just mining and metallurgical engineering, but also electrical, mechanical, environmental and more. It requires expertise in worker health and safety, behavioral science, finance and economics, as well as human resources management. The locations of mining operations are often in remote corners, and for underground activities, they are unlike anything else in the world. The industry presents those who join it a wealth of opportunities, but often struggles to overcome incorrect perceptions of safety, labor and environmental standards, making it difficult to recruit and retain employees at a time of increased demand for mined materials.

Dec 1, 2025

By G. V. Fernandez

Sociedad Minera Cerro Verde S.A.A leaches secondary copper sulfides. In recent years, the mine has introduced innovations that have improved the management of mineral crushing, agglomeration, curing, and leaching. The crushing plant, for example, uses the concepts of degree of balance and percentage of time in an operationally balanced state which, displayed in real time, facilitate more intensive and uniform utilization of the crushers. High agglomerate quality is ensured with the correct dose of moisture, which is adjusted to the changing characteristics of the mineral through the use of electrical conductivity measurements. The amount of acid used for curing the agglomerate is also adjusted by using quality control information. Finally, the stockpile irrigation regime is managed using the criteria established by the "Lixiviant Request Rate", which optimizes the addition of leaching solution, creating such benefits as faster recovery, and reduced acid and energy consumption.

Jan 1, 2007

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