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By William Moser, B. P. Shagula

INTRODUCTION Every day mine management and mining personnel face the threat of a possible mine disaster or fire. Their ability to deal with such a situation safely and effectively depends on the level of emergency preparation developed and maintained. After conducting numerous informal evaluations or audits at different mine sites throughout West Virginia (as well as other states), the authors concluded that many mining operations are not prepared to handle a fire situation. The results of the audits indicate that while most mines are in compliance with federal and state legal regulations regarding levels of emergency equipment, water systems and training sessions, these levels - particularly in the area of fire training - are probably not sufficient to enable the mine employees to effectively combat a fire in its early stage. This paper will present the authors' recommendations for designing and maintaining an efficient mine emergency preparedness Program and an overview of the curriculum of the mine fire training Program currently being conducted. MINE EMERGENCY FXEPAREDNESS PROGRAM The Mine Emergency Preparedness Pro- gram (MEPP) is a management tool developed by the Mining Extension Service at West Virginia University and was designed to assist company personnel in effectively managing a mine emergency operation. The program goes beyond the traditional and required training of mine rescue teams by offering a complete emergency operations package. Included in MEPP are suggested approaches for training and organizing all personnel, ideas for developing plans of action concerning transportation, security and communications. The MEPP program may also be used as to assess present readiness levels. While the MEPP program is designed to address all types of emergency operations, the authors are convinced that emergencies involving mine fires are the ones of greatest concern and so are concentrating their efforts in that direction. Incidents where fires are involved seem to be increasing in frequency and are extremely costly to control if allowed to go beyond the incipient stages. With a proper emergency preparedness program in place and properly trained and equipped fire brigades, the authors feel that it is possible

Jan 1, 1992

By Brian W. Mackenzie

The mine development decision is made on completion of exploration to determine whether or not a mineral deposit should be developed to production and, if so, how. This involves the selection of an optimum mine development alternative from a number of technically feasible alternatives and the comparison of this optimum with those of other available investment opportunities. If the optimum is sufficiently attractive, the deposit is developed to production. The selection process is carried out within a framework of corporate objectives and resources. The mine development decision is based on the balancing of two parameters - - rate of production as reflected in plant capacity and cut-off grade. On the basis of available information and experience, detailed revenue and cost 'estimates are made for each feasible combination of plant capacity and cut-off grade. What economic evaluation techniques should be applied to these estimates to reduce each alternative to economic indicators that will enable meaningful comparisons and an informed investment decision? This is the essence of the paper. The determination of optimum plant capacity and cut-off grade has been the subject of intensive research efforts by economists and mining engineers (1-7). Their studies are based on marginal analysis and assume that, at the time of decision, certainty conditions prevail with respect to ore reserves, mining costs and mineral markets. The optimum mine development alternative is defined as that which maximizes profitability.

Jan 1, 1969

By G. W. Cutting

Interlocking material balances on complex mineral dressing plants greatly assist in metallurgical investigations: indeed, without such a balance, there is no firm basis upon which to base process performance evaluations. To achieve balances both qualitative and quantitative data must be rationalised in conjunction with the process flowsheet. WSL has developed a range of programs to evaluate interlocking material balances. However, to obtain maximum benefit from the balances, answers of direct value at the process level must be provided: WSL has developed also a range of programs for this purpose. Practical examples are given, which illustrate the benefits obtained from process balances.

Jan 1, 1979

By H. Colijn

Vibratory or oscillatory conveyors can be found in all types of industry, handling virtually any granular bulk material, often at elevated temperatures. These conveyors can be combined with other process functions, such as screening, cooling, drying and dewatering, while conveying. Although construction and installation is relatively simple, the engineering and design analysis of the vibratory mechanics is fairly complex. This paper will discuss the basic types of vibratory conveyors and the analysis of the material movement along the carrying trough.

Jan 1, 1985

By F. J. Hurst

Phosphate rock, which is a prime source of phosphate used in fertilizer manufacture in the United States, contains uranium. In general, the uranium content of the rock increases with the phosphate content and most high-grade phosphate deposits (>30% P2O5) contain 0.01- 0.02% U3 8. The large tonnages of rock being mined represent a significant potential source of uranium that lends itself to recovery as a by-product of the wet-process phosphate industry. For example, in 1953, the U. S. Geological Survey estimated that recoverable phosphate reserves in the U. S. totaled about 5 billion tons and contained 600,000 tons of uranium. I This estimate did not include any rock from North Carolina which has since been estimated at about 2 billion tons. For the most part, the known, economically mineable U. S. reserves - estimated at about 7 billion tons - are concentrated in a few areas: 43% in the western states of Idaho, Montana, Utah and Wyoming; 28% in each of Florida and North Carolina and less than 1% in Tennessee. In the past, Florida has supplied about 80% of the total U. S. production, practically all of which is land pebble phosphate. All forecasts indicate increased production rates from North Carolina and the western states.

Jan 1, 1976

By Walter von der Linden

On April 14, 1975, Consolidation Coal Company began to operate a longwall face in their Shoemaker Mine using shield supports. This was the first time that shield supports were used in the United States (1) 1/. Shortly thereafter, Kaiser Steel Corporation started a shield longwall face at their York Canyon Mine (2). From October 1975 through May 1976, three more longwall faces were commissioned in mines located in south-western Pennsylvania and northern West Virginia. In June 1976, four installations had completed their first panel and two installations had completed the subsequent move to the second panel where coal production is now well under way. During this time (April 75 to June 76) the total number of shield support face operating months, including moving time, was 40 and the combined face advance was approx. 17, 000 feet (5200 m) with face lengths varying from 450 - 550 feet (137 - 168 m). While the shield support experience in the U.S. is still limited on the basis of time and mining parameters, the operating results of all faces have been very satisfactory. New record 24 hr production figures were set and - far more important - long term production figures could be sustained on an impressively high level even when taking face moving time into account. The purpose of this paper is to review the performance of shield type supports in the U.S. and to assess their value as longwall supports for U.S. underground mining conditions with regard to roof control, maintenance, operator convenience, safety and productivity.

Jan 1, 1976

By D. P. Plute

The mechanization of the materials management function must contribute to the overall goal of optimization of profits. A computerized system contributes to the profitability of the company by saving more than it costs to operate. Design and implementation of the sys- tem must respond to the needs of users, the operating environment of the property, and must support the objectives of materials management. Three basic functions interact within the scope of materials management. They are inventory control, purchasing, and warehousing which have the following objectives: 1) Inventory control-to request materials in a timely manner and in quantities that provide the best level of support to users at the lowest cost. 2) Purchasing-to purchase requested materials and services at the required time and at the lowest cost. 3) Warehousing-to efficiently receive, store, and issue materials and to prepare accurate transaction documents for the activities. The development of the mechanized materials management system will require a plan and objective analysis by management and system users of system requirements. A typical plan would include: 1) System Design Objectives-the development of objectives that support mechanization of the materials management function. 2) System Characteristics and Concepts- the development of key system concepts and characteristics, which identify the needs of materials management. 3) System Inventory Item Classification- development and assignment of inventory category codes to inventory items. 4) System Order Decision Rules-the development of decision rules and forecasting techniques to minimize the inventory investment and to provide acceptable support levels. 5) System Report Structure-the development of a report structure to support the goals and objectives of materials management. 6) System Report Design-the development and design of reports for effective utilization of the mechanized system.

Jan 1, 1979

By Daryl L. Gusey, John T. Neubert, Matthew A. Sares

The Colorado Geological Survey completed an inventory of environmental degradation associated with abandoned and inactive mines on National Forest System lands in Colorado. In the course of the inventory, areas with naturally occurring acid rock drainage were also noted. Approximately 18,000 abandoned mine- related features were inventoried, including about 900 features that are considered significant enough environmental problems to warrant further investigation. Water quality data, such as pH and conductivity were gathered at all features where water was present, such as draining adits, seepage at the toe of dumps and tailings, and standing water in shafts. Samples were taken where field tests indicated low pH andlor high conductivity, including several areas with naturally occurring acid rock drainage. Samples were analyzed for dissolved and total metals, and for selected anions. All mine locations and data collected by the field geologists were entered on field forms and, subsequently, into a computer database and GIS format. With the information provided by the inventory, the Forest Service, in cooperation with other agencies, has been able to prioritize abandoned mines for reclamation. In most cases, cleanup is approached on a watershed basis. Mines in priority watersheds have been selected for reclamation first. Watersheds where studies prerequisite to cleanup are occurring include the upper Anirnas River, Willow Creek (tributary to the upper Rio Grande), Chalk Creek (tributary to the upper Arkansas River), the Uncompahgre River, and the Alamosa River. During the inventory, evidence of naturally occurring water quality degradation was found in areas where little or no evidence of mining activity exists. These areas include the upper Alamosa River, the Middle Fork of Mineral Creek, Peekaboo Gulch, and Handcart Gulch. Water from these natural sources has been found to significantly exceed Colorado water quality standards for several metals.

Jan 1, 2000

By Thomas G. Hayes

Track-type tractors remain one of the most cost-efficient stripping tools available to coal miners. Whether they are "sweetening up" a dragline operation with prebenching or serving as the primary tool, dozers are important in driving down mining costs. This article reviews the application zone of track-type dozers. It also provides suggestions for site setup, equipping tractors and machine operation. In recent years, the track-type tractor has become more of a production tool in mining. With the advent of bigger machines, bulldozers have become a typical component in mining operations, removing overburden down to the top seam of coal. Large tractors can also be teamed up with draglines and other systems to maximize the effectiveness of the mining system. Bulldozers remain the tool of choice for topsoil removal, spoil reclamation or any application that demands low ground pressure, or short distance. The introduction of the 523-kW (700-hp) track-type tractor to the mining industry has made the bulldozer a low-cost-per-ton means of removing overburden. The large tractors offer enough productive capability to be considered prime stripping tools. And they can lower mining costs by complementing other mining systems (dragline, cast blasting and loader/truck). Four criteria determine whether a track-type tractor is the right machine for a particular application: ? Production requirements - dozer may fit job requirements better than a second dragline. [ ] ? Product support - availability of parts, service and technical expertise. ? Labor situation - how much of the cost per ton goes to the operator. ? Resale opportunity - recover a percentage of capital cost. Mining efficiency is economically controlling the cost of any system. Most operations rate the most economical means of moving material as cast blasting, dragline and the track-type tractor. All three of these systems share one common value: They are all sensitive to distance. Regardless of the application, all mining systems have an economic range. Exceeding this distance will affect cost and productivity.

Jan 1, 1997

By John N. Murphy

In fiscal 1996, the US Congress directed that the US Bureau of Mines (USBM) be closed. Certain functions were reassigned to other agencies. The remaining employees were separated and the unoccupied sites were decommissioned. As a result, 12 locations were closed and about 1,200 employees were terminated in March 1996. About 600 employees at five locations were reassigned to other federal agencies. This article provides a summary of the continuing functions, the agencies involved and the points of contact for each continuing function. The functions that were discontinued are also identified. The functions that have been maintained and transferred to other agencies are: ? Portions of USBM's Mineral Information and Analysis program formerly conducted in Washington, DC and Denver, CO were assigned to the US Geological Survey (USGS). ? The Mineral Land Assessment program in Alaska (Anchorage and Juneau) was transferred to the US Bureau of Land Management (BLM). ? The Health and Safety Research program in Pittsburgh, PA and Spokane, WA was reassigned on an interim basis to the US Department of Energy (DOE). In fiscal year 1997, it was permanently assigned to the National Institute for Occupational Safety and Health (NIOSH). NIOSH is part of the Centers for Disease Control and Prevention within the US Department of Health and Human Services. ? Environmental Research at Pittsburgh, PA was assigned to DOE. ? Materials Research at Albany, OR was assigned to DOE. ? The helium program was assigned to BLM, where it will be managed pending privatization. ? Coal and noncoal mine maps were transferred to the Office of Surface Mining Reclamation and Enforcement (OSMRE). The following locations were closed: ? Research centers in Denver, CO; Minneapolis, MN; Reno, NV; Rolla, MO; Salt Lake City, UT and Tuscaloosa, AL. ? Field operations centers in Denver, CO and Spokane, WA. ? Washington, DC headquarters office. To provide a concise picture of all of the affected functions, the following is a synopsis of the USBM program functions and facilities immediately before the closure. There were two principal programs: information and analysis, and research.

Jan 1, 1997

By Julius Rubinstein, Victor Badenicov

The development of column flotation is the most significant achievement in the area of mineral processing in the last few decades. The high efficiency of column flotation allows a reduction in process time, a decrease in the number of cleaner stages and in the volume of the circulating load in the flotation circuit, and, as a result of this, an increase in consistency and reliability of operations. Unique multisectional column flotation apparatuses were developed. Such designs have a number of essential advantages as compared to monocells. A change from monocells to multisectional column allows to provide favourable conditions for separation of particles of various floatability. To attain that aim particular hydrodynamics and aeration regime is established in each section of the column, operational variables being adjusted according to the floatability of the material. Therefore in multisectional column machines the material-apparatus feedback can be established, process variables optimized depending on the characteristics of the floated materials. This concept forms the basis of column designs we have developed. For the first time column cell with alternating slurry Rows (combination of co- and counter-current flows) were developed and commercialized . Successful operation was reported of the new generation of columns with cell volumes of 10 to 80 m3 and the height of 4-6 m in copper, molybdenum, antimony, tungsten and nickel ores and coal slurry processing at different plants. Operation experience of these cells showed their considerable design and operational advantages and verified the proposed options and relationships. The new apparatus is provided with a pneumohydraulic aerator allowing to control bubble size distribution, the service life of the aerator is not less than two years. A multilevel flotation model was developed and used to work out a technique of column design and process parameters calculation. A method of the apparatus design parameters calculation based on laboratory test results (scaling up) was worked out. The method is based on flotation macro and micro-hydrodynamics simulation.

Jan 1, 1995

By Peter Kolitsch, Galyn Rippentrop

INTRODUCTION On April 14, 1994, the joint venture of Kiewit Construction Company and Kenny Construction Company was awarded a 76 million dollar contract for the construction of the New Hampshire Avenue Tunnels in Washington D.C. The Notice to Proceed was given on May16, 1994 and scheduled completion is September 1997. This project is one of five contracts for the Mid-City E Line as part of the Washington Metropolitan Area Transit Authority (WMATA)Greenbelt Route. Once completed, the Mid-City E Line subway tunnels will connect service between the U Street-Cardozo and Fort Totten stations (See Figure 1). The New Hampshire Avenue Tunnels project consists of approximately 6800 feet of twin single track subway tunnels, three vertical shafts, associated utility work and comprehensive restoration work. Section E4b involved two methods of tunneling along the project alignment. The first method consisted of the well known soft ground open face shield driven tunnel and the second method consisted of tunnels driven using the New Austrian Tunneling Method (NATM) . The NATM section of twin tunnels begins at the Buchanan Vent Shaft and proceeds approximately 2630 feet under Rock Creek Cemetery, including the Farragut Emergency Access Shaft and connects approximately 390 feet beyond to the existing Fort Totten running tunnels (See Figure 2). Special considerations had to be given to the portion of the tunnel alignment which passed beneath Rock Creek Cemetery. The analyses and subsequent selection of the tunnel support system were based on anticipated geological conditions and the sensitive tunnel alignment. The New Hampshire Avenue Tunnels project was the second soft ground NATM project in Washington D.C. The first, by no coincidence, was completed at the adjacent Fort Totten Station and Running Tunnels Project by Mergentime/Hochtief, AJV. Currently, on a nearby WMATA jobsite, the J.F. Shea Construction Company has started a third NATM soft ground tunnel. Tunnel support systems were studied with respect to three tunneling methods: •A one-pass system consisting of a bolted precast concrete segmental lining •A two-pass system consisting of an unbolted precast concrete segmen

Jan 1, 1997

By Ronald J. Vance

One of the key elements of change in the mining industry has been the ever-increasing integration and coordination of previously highly segregated business disciplines, the extent to which the marketing and finance functions have evolved and merged within the mining industry. If one listens to the language of mine product marketers today, one hears terms like contango, backwardation, forwards, options, min/max, synthetics, swaptions, caps, collars, FRA's, spot deferreds, double bottom, head and shoulders. The list is endless and a glossary may be out-of-date even before the ink is dry. No longer can a marketer of mine products get through the day and, more importantly, keep his or her job merely by reciting statistics on supply, demand, prices and the jargon of quotational periods, delivery and payment terms. Walk into the office of any marketing department today, and computer terminals spewing on-line market prices and instantaneous news retrieval command the attention of all who enter. Traditionally, mining companies, particularly those in North America, took a passive view toward marketing their products and an even more passive view toward management of price risk. The typical, albeit simplified, gold producer of the 1970s and early 1980s spent all of its energy exploring, delineating, developing and producing a product that was placed by the mine gate. Like magic, anonymous buyers took it away and left piles of dollars in its place. No fuss, no muss and nothing to get in the way of more exploring, delineating, producing etc. The typical copper producer, meanwhile, was slightly more creative. Copper producers still spent most of their energy exploring, producing etc., but they at least acknowledged the identity of their customers. Many even went so far as to fabricate finished mine products into shapes and sizes that their ultimate customer needed. Wire, cable, sheet and extrusions were all in forms ready to be purchased by power companies, motor manufacturers and telephone companies. But, while production and costs steadily increased, research and development into new expanding markets was funded by little more than lip service. Competitors and competitive products steadily eroded market share and realized prices. The now-famous Business Week magazine cover that proclaimed "The Death of Mining" was an imminent reality.

Jan 1, 1993

By John S. Egbert

Many of you are familiar with the Washington Metro Project. However, inasmuch as some may not be, and others may want to refresh their memories regarding certain facets of the project, I will cite a few summary details about the rail transit system we are constructing. That summary will also give each of us a common point for departure as I develop the principal thoughts that I want to leave with you. The Washington Metropolitan Area Transit Authority (WMATA) is an interstate agency established by Compact between the District of Columbia, Maryland and Virginia and approved by the United States Congress. Currently, the Authority has approval to build and operate a 101-mile (162.5 km) regional rapid rail transit system as shown on Appendix A. Of that total, 38 miles (61.2 km) will be in D. C., 32 miles (51.5 km) in Maryland and 30 miles (48.3 km) in Virginia. (Mileage figures, because of rounding error, do not add to 101 miles.) Referring again to the 101-mile total, 48 miles (77.2 km) will be underground, 42 miles (67.6 km) on the surface and 10 miles (16.1 km) on aerial structures. Of the 48 miles (77.2 km) that are underground, 15 miles (24.1 km) are rock tunnel, 14 miles (22.5 km) are earth tunnel, 0.5 miles (0.8 km) 9.s sunken tube and 19 miles (30.6 inn) are cut-and-cover construction. The system will include 86 stations, with 51 of them underground. Referring again to the full 86 stations, 43 will be in D. C., 23 in Maryland and 20 in Virginia. We currently have 37 miles (59.5 km) of line and 41 stations in operations as shown on Appendix B. Also shown on Appendix B is another 16 mile (25.7 km) increment and 13 stations which have been substantially completed, but are not yet in service. Additionally,

Jan 1, 1981

By Brian Flintoff

SCOTT COULTER: Our second speaker today is Brian Flintoff. Brian graduated from the University of Alberta in 1973 with a master's of science degree and worked as a project metallurgist at Brenda Mines until 1977. He returned to the University of Alberta in late 1977 to work on his Ph.D. and later joined the faculty of engineering in 1980, leaving in 1988 to rejoin Brenda in the newly formed process technology division. In 1998 he left Svedala-Brenda to take a position with Simons International's newly formed enterprise development services group. His topic today is "People: Reduce, Reuse, and Recycle." INTRODUCTION BRIAN FLINTOFF: Historically, the mining industry has relied on the people within a corporation to get things done. The culture of most companies was one of a slow but sure development of people, processes, equipment, and technology. Many of the larger companies supported in-house engineering and research organizations. However, the metal market pressures of the 1980s and the emergence of the global economy in the late '80s and early '90s put enormous financial pressures on the industry. As the old adage says, "necessity is the mother of invention," and the mining industry, like many others, has undergone a transformation. A cornerstone element of the transformation was the downsizing (or right-sizing) that was calculated to "trim the fat" from the capital and operating budgets. The goal was and is to find the highest sustainable operating profit.' While I'm sure one can find examples of losers (e.g., those who can be classified as suffering from corporate anorexia or institutional Alzheimer's) in such business reengineering efforts, there is little doubt that, on the whole, the transformation has been successful. The reality that now faces mill management is "How to do more with less?" At the risk of oversimplifying, one can look at this on two levels:

Jan 1, 1998

By Rainer Kahrger, Guenter Ewald

The topic of this paper is to demonstrate the development of mobile crushing installations from throughput capacities of 200 tons per hour, to mobile and semi-mobile large- scale crushing installations with throughput capacities of 3,500 up to 10,000 tons per hour. Basis are approximately 140 mobile and semi-mobile crushing installations which have been built since 1956 or were on order in 1987. [FIGURE 1. Total Number of Mobile or Semi-mobile Crushing Plants] Sixteen of these approximate 140 mobile and semi-mobile crushing installations have a throughput higher than 3,500 metric tons per hour. Mobile crushers were developed more than 25 years ago in Europe for the quarry industry, which had special requirements - fairly low capacity, mostly softer and less abrasive material (limestone) and full mobility. So the majority of the units up to about 1980 were fully mobile, having a fairly small capacity and utilizing mainly hammermills, double roll and impact crushers. It was only when the mining industry and large quarries picked up the concept in the early 1980's that a drastic increase in capacity took place. Even though the first mobile crusher in a true mining application went into service in 1971, it took another 10 years before it proceeded in a larger scale. This trend was obviously supported by the drastic fuel price and energy cost increase in the mid 70's. Since the cost of conveying material is substantially cheaper than trucking it, the increase in energy cost, combined with increasing haulage distances provided a strong incentive. Figure 1 shows clearly the throughput distribution of all crushing installations and it also shows the sharp increase in the throughput capacities within the last few years.

Jan 1, 1989

Africa is rich in natural resources, much of which remain untapped. Despite that, international mining companies have largely stayed away from the continent due to political instability in many countries, lack of infrastructure and the inability to gain control of mineral deposits. Today, optimism is growing concerning African mining. Many of its nations are moving toward privatization of their mining industries. They see it as a way to improve the lives of their populations and become politically stronger. Ministers from 22 African nations were Denver, CO in June for the World Bank's Multilateral Investment Guarantee Agency's Fourth Annual African Mining Investment Symposium. The three-day symposium drew more than 400 mining executives and government representatives. Foreign mining investment in Africa is on the increase. In 1996, international mining companies spent about $418 million on exploration. That is more than double the $190 million spent in 1994. Mining executives say the mining climate in Africa is improving because countries are privatizing the industry and rewriting mining laws that encourage natural resource development. They estimate that private mining firms now control about 80% of mining today. Mine development will help lift the living standards for Africans, the ministers said. The average income for ordinary Africans is about $500 a year. If this new mining boom continues, citizens of nearly all African nations will reap the benefits of better infrastructure and government services, as well as more higher paying jobs, the ministers said. They also issued a word of caution to mining companies attempting to join in the African boom. Concerns are being raised about the treatment of villagers and the environment. In the past, foreign companies would "behave about like colonial masters," said Gerald Ssendaula, natural resource minister for Uganda. Africa is in a different position now, he said. "Now we are solving our own problems." Mining companies must respect local communities or risk creating unrest that will threaten fragile new governments, said Akolang Tombale, chief geologist for Botswana. On the other hand, he said villagers must accept that mining development will benefit them. "They feel these are their natural resources. There must be a mutual interaction between the companies and the people."

Jan 1, 1997

By William Mayrsohn

INTRODUCTION The net smelter return (NSR) calculations made on various smelter-refiner alternatives, is usually done by taking the gross metal value less metal deductions, smelter-refiner charges and transportation-insurance costs. An important further step in the calculations is the financial charges imputed by refining time, transportation delays, to the time gold is returned (if tolled) or paid for if bought by the refiner. Metal that is priced in advance of payment also requires a forward premium that the mine may or may not be getting. This is a hidden cost that is often omitted from the calculations. Segmentation of each of the above costs are vital to see where improvements can be made through negotiations, better choice of metal pricing or transportation alternatives. BASIC NSR CALCULATIONS SMELTER-REFINER CHARGES Payable Metals - Treatment Refining Charges: Since these can vary from one smelter to another, the effect of a $25 per ounce price increase/decrease should be calculated and kept in mind. This effect is compared to differences in refining/treatment charge and a total smelter/refiner cost on a cost per ounce of dore, gold, or a dry ton of concentrate. Transportation - Insurance: Research has to be done on transportation alternatives perhaps with some assistance from the smelters, railroads or trucking companies. For dore, the U.S. postal service is viable and inexpensive. For railroads, deal with the regional office ie., B&N El Paso, if production warrants regular bulk shipments. Spot rates tend to be higher. A small mine producing concentrates usually goes to the nearest smelter due to extremely high transportation costs. Here is where a refiner can help. Insurance-Quotes for rates on dore/ concentrates are easily obtainable, but the mine has to shop for the best rates. Your insurance broker is the best source of this information. Differences between Mine and Smelter/Refiners Metal losses can be caused by the following: - Concentrate dry weight differences caused by moisture determination or faulty scales (often at the mine). - Sample bias by poor preparation practices on either side ie., grinding of the sample removing gold; or a poorly mixed concentrate. Dore bullion has no such difficulties.

Jan 1, 1987

By John W. Wilson

Every operation connected with the working of a deep-level mine has, to a greater or lesser extent, a direct bearing on the costs of production, and hence, profitability of the mine. If adequate mine planning is not done in the early stages in the life of a mine, considerable expenditure can result from the cost of maintaining mine service tunnels, production delays in stopes caused by poor strata control, distortion of fittings in hoisting shafts, rockbursts and so on. In fact, the optimum profitability of a deep-level, hard-rock mine can only be achieved if the layout of the shaft systems, ore passes, tunnels, stoping areas and other underground excavations are designed to withstand or accommodate the rock stress conditions that will be created by mining operations. In South Africa where the deepest mines in the world are located, access to the underground workings of most deep-level gold mines is via vertical shaft systems and a network of tunnels connecting the shaft systems to the stoping areas. In current practice, there are two basic methods of extracting the gold-bearing reef,* namely, the scattered stoping method and the longwall stoping method. The choice of the stoping method is governed largely by the anticipated gold distribution and payability of the reef in the area, the geological conditions, the degree and complexity of faulting and dyke intrusions, the depth at which the gold-bearing reef is to be mined and the inclination and width of the reef. The longwall system was first introduced at the East 717 Rand Proprietary Mines Limited in 1942 in an effort to combat the rockburst hazard which appeared to increase with increase in depth. This mining method became standard practice on that mine for stoping operations 700 ft. below the surface. Since that date, several deep mines on the Central Rand, East Rand and West Wits gold mining areas have adopted this method.

Jan 1, 1977

By Joseph Fernandez, Luminita Calin

INTRODUCTION The Tunnel and Reservoir Plan (TARP), commonly known as the Deep Tunnel Project, is the daring and unique concept developed by the Metropolitan Water Reclamation District of Greater Chicago (MWRDGC) as a two-phase solution to the problem of waterway pollution and basement flooding due to sewer system backups created by the combined sewer over-flows (CSOs). Phase I, primarily for pollution control, includes the tunnels, shafts, connecting sewers and structures. These Phase I facilities intercept, during wet weather events, the CSOs within the MWRDGC TARP service area. The tunnels and shafts provide temporary storage of the CSOs for subsequent treatment at Water Reclamation Plants (WRP) before discharging into waterways. Ultimately, upon completion of Phase II, the tunnels, located from 45 m(150 ft) to 100 m (330 ft) below ground, will convey the CSOs to reservoirs for storage until WRP capacity is available. Phase II, which includes the reservoirs, pumping facilities, additional tunnels and shafts, has been planned to serve a dual purpose. The reservoirs provide storage of excess flows during wet weather events, those beyond the WRP capacity. Following the wet weather events, the stored flows can be conveyed, at controlled rates, to the WRPs for full treatment. These excess flows previously would have resulted in both overflows into the waterways and eventually backups in the local sewer systems. The storage capacity of the reservoirs also will promote the full utilization of the conveyance capacity of the tunnels and shafts, which in turn results in optimizing the conveyance capacity of the existing sewer systems. Therefore pollution control is further enhanced by allowing for capture of a greater volume of CSOs and greatly minimizing backups in the local sewer systems. The TARP project consists of four systems: O’Hare, Mainstream, Des Plaines, and Calumet, covering a total area of 971 km2 (375 mi2) and serving the City of Chicago and 51neighboring communities as shown in Figure1. With only two contracts left before completion of the Phase I tunnels, the 12.7km (7.9mi) Torrence Avenue leg, to be awarded in 1997, and the 12.4km (7.7mi) Little Calumet leg unfunded as of yet, both part of the Calumet System, the pollution control phase of the project is now 86% complete (Table 1).

Jan 1, 1997