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By I. Nimmo

Since the beginning of Aluminum mining and refining the industry has lived with distributed control rooms and suffered from many behavioral problems common with this design. When Human Factor/Ergonomic design is introduced to a Western Australian installation a common centralized control room realized many improvements including economic payback. Communications issues were resolved, better coordination of materials, improved situation awareness during startups, abnormal operations and an opportunity to make improvements during normal operations characterize the changes at the Worsley Refinery. This presentation will review the reasons for the change. Since the beginning of Aluminum mining and refining the industry has lived with distributed control rooms and suffered from many behavioral problems common with this design. When Human Factor/Ergonomic design is introduced to a Western Australian installation a common centralized control room realized many improvements including economic payback. This presentation will review the reasons for the change, what changed and the process of changing the culture from reactive to predictive and what difference that has made.

Jan 1, 2011

By Milford L. Skow

This report summarizes the principal activities and results of 15 years of research by the Bureau of Mines, U.S. Department of the Interior, on methane control in coal mines. This research has investigated fundamental factors regarding the occurrence and movement of methane in coal beds, removal of methane prior to mining, and control of methane during mining. The report includes a bibliography listing the more than 150 publications resulting from the Bureau's methane control program as well as numerous other references, a section on methane recovery and use, a look at the upcoming Bureau of Mines research program, and a brief review of methane drainage practices in other coal-producing countries.

Jan 1, 1980

By Unknown

[Executive Director’s note: According to 17th edition of the ISEE Blasters Handbook in its section on trench blasting, “...consideration must be given to the proper venting of gases generated from the blasting. Should those gases spread laterally rather than vent directly to the surface, the gases may travel underground and finally vent well outside of the planned area. Such events may be caused by the strata, soil conditions or root systems, or existing and/or abandoned utilities or other man-made structures. In the worst situation, gases resulting from the detonation such as CO2, CO, and/or NOx may travel through the strata and find their way into basements of nearby homes or businesses. The IME has recommendations on how to minimize this potential problem. Some of the points include removing the overburden and digging the rock immediately after the shot, and drilling vent holes periodically between the ditch and adjacent homes.” The Board of Directors of the International Society of Explosives Engineers has expressed its concern that blasters be made aware of the issue of migration of carbon monoxide resulting from blasting operations. What follows are excerpts from “Carbon Monoxide - The Silent Hazard”, an article that was recently included in the Safety Update, Vol. 20, No. 1, 2001, published by Nobel Insurance Services.]

Jan 1, 2002

By G M. Young

IT IS most appropriate that this first Memorial Lecture should be given in the Province of Quebec, near the site of the first metallurgical industry in Canada. At La Forge, about seven miles north of Three Rivers, iron was produced in 1783. We are told that the early settlers obtained most of their iron-ware -stoves, kettles, axes and ploughshares -from this smelter, with its foundry and forge. The Canadian copper industry also had its beginnings in Quebec when, nearly 100 years later, in the 1880's, several small copper smelters were erected in the Eastern Townships. Later, in 1899, Canada's first aluminum smelter was built at Shawinigan. From these small beginnings has grown a vast metals industry, the export value of its products being only exceeded by that of our forest products -newsprint, pulp-wood and lumber. As we are not a large country in terms of population, our domestic capacity to consume is often small in relation to our developed capacity to produce.

Jan 1, 1963

By A Gibbs

The mining sector has been a leader in investing in safety improvement initiatives, yet relatively few mining organisations can accurately track the positive effects of these initiatives or identify areas that may require more attention. The consequences of not taking safety seriously are severe, and unfortunately injuries and fatalities are continuing to occur across the mining sector (Brady, 2019). There is a tendency to turn to lag indicators such as All Injury Frequency Rate (AIFR), Total Recordable Injury Frequency Rate (TRIFR), and Lost Time Injury Frequency Rate (LTIFR) to track these outcomes. As outlined below these approaches are inherently flawed and a renewed focus is needed on indicators within the control of leaders, indicators that have high predictive validity for future events and data that is used in a way to enable learning and change.

May 5, 2022

By N Anderson

With traditional grade control processes, geological models are created by geologists at the completion of the data collection stage and wireframe construction is closed off at a set date to allow for time to complete the estimation process. Any issues identified at earlier stages or the addition of new data requires the estimation process to be started again. Alternative interpretations are explored only if time allows and often in a limited fashion. An alternative workflow has been developed at the Waihi Underground Gold Mine utilising Leapfrog Edge and Seequent Central. Geological and grade control models are created, dynamically linked, and saved as separate branches. A project geologist is able to work on the grade control model and a mine geologist on the geological model simultaneously. This allows for a non-linear modelling workflow with continual review and feedback. The introduction of new data can occur right up to the model due date, with data collection, validation, alternate interpretation, and review happening incrementally. Models are categorised and stored in Seequent Central according to project status. An approved version of the geological model and grade control estimate are uploaded at the time of release and transparently capture all data used at a point in time, as well as the review process. Dynamically updating models for grade control has reduced turnaround time while increasing accuracy and quality. Estimates of individual domains are vastly improved from being able to rapidly evaluate the effects of model parameter changes in real time and 3D. Development and stope design directly benefit from these streamlined processes, with higher quality, timely production occurring as a result.

Mar 22, 2022

By Steve Lalancette

Centre Jardin Lac Pelletier (CJLP) has been a leading actor in the revitalisation of closed mining sites in northern Québec for over 20 years. Over that period, CJLP developed a cost-efficient technique that transforms sterile mining residue into a substrate able to support a resilient ecosystem. Using a unique mix of organic matter, fertilisers and selected plant species, this technique rapidly builds a microorganic fauna and a layer of humus that will sustain the creation of vegetation coverage. The coverage is composed of over 13 different plant species, each having a unique role in the development of a resilient ecosystem, from soil stabilisation to nitrogen fixing. Considerably less expensive than traditional methods using civil engineering techniques, it does not require the use of heavy machinery or the spread of topsoil. This technique has been successfully used to restore over 20 sites in Québec such as Joutel, Yvan Vézina and Louvicourt. It is a proven technique that has passed the test of actual implementation. The presentation will review the biological, production and economic aspects of the technique through the revitalisation of the Joutel site.

May 1, 2011

By S. D. Botts, F. Cantuarias

"The Antamina project, owned by BHP Billiton Plc, Mitsubishi Corporation, Noranda Inc., and Teck Cominco Ltd., is a $2.3 billion copper/ zinc project, located in the Ancash Department of Peru. The project consists of an open pit mine, a 70 000 ton per day concentrator, a 302 km long concentrate pipeline, port facilities, a new access road, power line, and town site. The project is designed to produce up to 1.5 Mtpy of copper and zinc concentrates over a 23 year project life, and will be the third largest producer of zinc and the seventh largest producer of copper in the world.This mega project is the largest mining investment in the country and, during its construction stage, was the most important construction project worldwide. On May 28, 2001, Antamina commenced testing operations and four months later, it reached commercial production. Antamina was officially inaugurated on November 14, 2001 by Peruvian president Alejandro Toledo.The construction stage of the project generated 8000 direct jobs, with a peak of 10 000 employees, and 30 000 indirect jobs. The permanent workforce consists of approximately 1650 employees, the vast majority of which are Peruvian Nationals, around 30% of whom came from the region where the deposit is located. Approximately 5600 indirect jobs were generated from the project. Independent sources state that Antamina increased the Peruvian mining exports by 30% (mining exports constitute 50% of Peru’s total exports) and Peruvian GDP by 1% in its first year of full operation in 2002.Since winning the privatization bid for the project in 1996, the company has implemented an approach to community development and environmental protection based on sustainable development principals. Throughout the development of the project, a number of initiatives have been undertaken to ensure full involvement of the local populations in community development activities and the company’s environmental program.Due to its size, difficult logistics, cultural considerations and financial aspects, the project has faced a number of unique challenges in the area of environmental protection and management of community interaction. Antamina has been innovative in its approach to these issues and, as a result, has set new standards in Peru for environmental and community management and sustainable development."

Jan 1, 2003

By Steven D. Botts

The Antamina project, owned by BHP Billiton Plc, Mitsubishi Corporation, Noranda Inc., and Teck Cominco Ltd. , is a $2.3 billion copper/zinc project, located in the Ancash Department in Perú. The project consists of an open pit mine, a 70,000 ton per day concentrator, a 302 Km. long concentrate pipeline, port facilities, a new access road, power line, and town site. The project is designed to produce up to 1.5 million tonnes per year of copper and zinc concentrates over a 23-year project life, and will be the third largest producer of zinc and the seventh largest producer of copper in the world. This mega project is the largest mining investment in the country and, during its construction stage, was the most important construction project worldwide. On May 28th, 2001, Antamina commenced testing operations and four months later, it reached commercial production. Antamina was officially inaugurated on November 14th, 2001 by Peruvian president Alejandro Toledo. The construction stage of the project generated 8,000 direct jobs, with a peak of 10,000 employees, and 30,000 indirect jobs. The permanent workforce consists of approximately 1650 employees, the vast majority of which are Peruvian Nationals; around 30% of whom came from the department of Ancash where the deposit is located. Approximately 5,800 indirect jobs will be generated from the project. Independent sources state that Antamina will increase the Peruvian mining exports by 30% and Peruvian GDP by 1.4% within its first year of full operation in 2002. Since winning the privatization bid for the project in 1996, the company has implemented a successful approach to community development and environmental protection based on sustainable development principals. Throughout the development of the project, a number of initiatives have been undertaken to ensure full involvement of the local populations in community development activities and the company?s environmental program. Due to its size, difficult logistics, cultural considerations and financial aspects, the project has faced a number of unique challenges in the area of environmental protection and management of community interaction. Antamina has been innovative in its approach to these issues, and as a result, has set new standards in Perú for environmental and community management, and sustainable development.

May 1, 2002

By P Lukic

The definition of the working sections that will be used in a mine is usually initially made in the field by the geologist supervising the drilling program. These initial definitions are often made on the basis of rules of thumb such as æcoal less than 30 cm thick cannot be mined separatelyÆ; æpartings more than 30 cm thick will be mined separatelyÆ; and æif a coal seam is less than 50 cm thick and the parting above or below is thicker than the coal, the coal will be wastedÆ. These decisions are also often made based on the requirement for a minimum sample mass for analysis, and the desire to collect data at the minimum resolution to conserve the exploration budget.In many cases the geological models based on this data are produced at a resolution that is inadequate to allow the mining engineer to produce a mine plan that will maximise project value. This problem is generally unrecognised.Where data is collected to a higher level of resolution the subsequent processes employed in the production of geological models and mine plans often discards the inherent value that is hidden in this data. Again this problem is generally unrecognised.This paper highlights this problem and then presents a methodology that ensures that the optimal working section is selected and compares the outcomes of applying this methodology versus adherence to the usual rules of thumb.

Sep 26, 2011

Creating Value and Improving Environmental Performance by the Recovery of Valuable Products from Tailings from the Athabasca Oil Sands in Alberta, Canada

Sep 13, 2010

By J. P. Earnhardt

Recycling of such municipal solid wastes as glass containers, metal cans, and newspapers has received increasing attention recently. However, municipal solid wastes account for only 1% of the total solid waste stream in the United States. The remainder includes hazardous and non-hazardous industrial wastes. Generators of industrial wastes are facing higher landfill costs. Future liability potential, and public image concerns which are forcing them to seek innovative and often profitable solutions to minimize, reuse, and recycle their waste streams. Opportunities for the mining industry in industrial recycling include recovery of mining wastes and by-products, and utilization of mineral products for treating waste streams.

Jan 1, 1993

By John E. Tilton

The ability of companies and countries to mine copper and other mineral commodities competitively and in the process to generate new wealth depends on their mineral endowment. Chile, for example, produces and exports copper because it is well endowed with high-quality, low-cost deposits. This production creates wealth that benefits mining companies and their stockholders, the government, local communities, as well as copper consumers around the world. The widespread perception that mineral endowment must largely determine competitiveness, or what economists call comparative advantage, must be true at any particularly moment. Countries with abundant reserves must be competitive. This follows from the definition of reserves — the quantity of a mineral commodity found in discovered deposits that are profitable to exploit under current conditions. As a result, it is a tautology and not particularly interesting. The important question is what causes reserves to change over time, producing in the process new wealth and shifts in competitiveness?

Jan 1, 2003

By M. J. Blattman

Upon completion of an underground mine design, the planning engineer is faced with a surprisingly complex problem, “What development and mining sequence should be implemented so as to maximize the return on investment?” The problem relates to the scheduling of development headings to access stope production areas in such a way that the most money is made as quickly as possible for as long as possible. The total dollar value of the stopes, the average grade, the total tonnage, nor even the profit margin do not accurately give an indication of the “proper” mining sequence on their own. This paper will outline a method being developed by the author that can create a sequence of events that maximizes the net present value (NPV) of a given development and production design using information already being generated during the design process.

Jan 1, 2003

By Mark P. Juzli

During the 1980s, a revolution has been taking place in industrial minerals marketing. Transportation deregulation and a handful of creative marketing and distribution managers have completely changed the rules for marketing many industrial minerals. Minerals are being transported much farther than in prior decades and at much less cost. Bulk and package terminals are becoming increasingly common as a means to take advantage of freight rate savings and to provide enhanced service to faraway customers. Water and rail transportation are being used increasingly to penetrate markets considered unreachable just a few years ago. No longer do the textbook rules of thumb for industrial minerals marketing apply. This author recalls three of those rules he was taught in mineral economics graduate school in the 1970s. As recorded in class notes: • construction aggregates are seldom shipped more than 32 km (20 miles) from the quarry; • cement is sold within 240 km (150 miles) of the mill; and • industrial sand is sold regionally - it is freight constrained to a market radius of no more than 320 to 400 km (200 to 250 miles) from the plant. And yet, the author looks up in 1989 and observes overland movements of aggregates of many hundred miles, overland movements of cement and industrial sand of 1600 km (1000 miles) or more, and water movements of both aggregates and cement into the United States from sources halfway around the world. Truly, industrial minerals are in the midst of a marketing revolution. The companies that have led this revolution have enjoyed considerable financial success in the 1980s. They have enhanced their profitability by increasing market share, capacity utilization, and average selling prices by taking product to remote markets where premium prices are available. They have consistently outperformed their competition, many of whom remain unaware that the marketing revolution going on around them is actually a transportation/distribution revolution. The successful industrial minerals company of the next 10 to 15 years must participate in the transportation revolution as it continues to evolve. Additional human and capital resources must be committed to maximize the effectiveness of a company's transportation and

Jan 1, 1989

By R. H. Schonewille

One of the many challenges in developing new metallurgical processes is choosing the best option for validating process design parameters and establishing the process operating window. Historically this has been achieved by constructing pilot or demonstration plants of considerable size and complexity, to enable integrated operation of all key process units for a significant duration. While this would appear to be the best option for minimizing technical risk, it is often impractical from a perspective of cost, schedule, resources or bulk sample acquisition. Such an undertaking can even provide a false sense of security, as the optics of running a complete scaled-down version of a commercial plant suggest a high level of process understanding, regardless of the challenges encountered during operation. Xstrata Nickel has undertaken numerous process development and improvement projects over the past 15 years to support green field project development and continuous improvement in existing operations. The approaches used have included; computer simulation, cold flow modeling, construction of pilot test units in third party facilities, commercial plant referencing and the more conventional construction of integrated test plants. Regardless of the strategy employed, the keys to success have included; managing stakeholder expectations, involving the commercial plant design engineers in the planning stage, anticipating subsequent data and sample requirements and most importantly, constructing and operating complex demonstration plants only as a last resort. This paper provides examples of various process development approaches used by Xstrata Nickel and discusses the rationale specific to each project.

Jan 1, 2011

By David G. Winter

The Olive 8 excavation site in Seattle was surrounded on three sides by conditions requiring innovation, careful modeling, and extensive instrumentation to support use of a first-of-its-kind shoring system. The solution combined heavy soldier piles, long and steeply angled tieback anchors, and tightly spaced soil nails to support surcharge loads from a 33-story adjacent tower separated by a narrow alley housing critical utility lines. Land restrictions on two other sides of the site also required innovative applications of traditional methods. The Olive 8 project has won three state and local awards for innovation and has been reported on in Engineering News-Record and has been the subject of two feature articles in the Seattle Daily Journal of Commerce. This paper presents the conditions and site challenges, reviews the design analysis, discusses the shoring performance, and looks at other potential applications.

Jan 1, 2009

By M. Krzaninski, Y. Zou, A. Frost

The foundation solution for a data centre building in Sydney, Australia comprised two alternatives, the first of which incorporated the use of CFA piles founded in rock at approx. 27m depth to support column working loadings of approx. 7.5MN, and the second utilising rapid impact compaction with a raft foundation of 1.0m thick concrete slab. Soil conditions comprised 1m of fill over 3 to 4m of sands varying from loose to dense consistency, underlain by very stiff clays overlying the rock. A creative solution incorporating Rapid Impact Compaction to improve the loose soils in conjunction with a piled raft solution was proposed. Piles proposed under the raft were Atlas Drilled Displacement piles which offered advantages of displacement pile performance and savings in time and material costs. The piled raft solution was developed in consultation with the consulting structural engineer, combining the skills of the piling contractor and consulting engineer to the benefit of the project. This paper describes the development and design aspects of the piled raft solution adopted for the project.

Nov 1, 2022

All development proposals have to run the gauntlet of the approvals process. Major resource projects are generally subject to particularly intense scrutiny. The key element in the approvals process is that it is about making decisions that take into account the benefits or otherwise to society as a whole - the interests of any one group do not take precedence. Most groups tend to see their relatively narrow interests as representing those of the broader society. Each group develops their arguments for or against a project in isolation, and then presents these to an arbiter in an adversarial situation. From this mire of argument and counter-argument it is often difficult to discern just what the real benefits of a project are, and opportunities for agreement and constructive modification of proposals to meet real concerns are often missed. The contention made in this paper is that the inevitable differences between these various viewpoints should be harnessed to help the proponent to come up with a proposal that is clearly of overall benefit to society and which gains approval. It is better to accept that no one group has a monopoly on wisdom in this area and to engender an environment of creative tension in which the pros and cons can be broadly considered and good planning and design used to produce a proposal that has a high chance of success. There are a variety of ways in which this approach can be implemented. Some of these options will be discussed in terms of their likely applicability to energy projects and their potential for success.

Jan 1, 1992

By Miguel Villegas Vergara

El presente trabajo señala el proceso de desarrollo de la minera Pachapaqui durante el período 1981-1986, la cual se dedica a la explotación y beneficio de minerales polimetálicos. Entre sus objetivos principales está el incremento de la producción, la reducción del costo en la producción y el generar bienestar a sus trabajadores. Los medios para lograr sus objetivos se basan en las reservas del mineral del yacimiento minero, la administración, producción y liquidez del yacimiento. Asimismo, el proceso de crecimiento de dicha compañía conlleva las pautas de planificación, desarrollo minero, metalurgia, el sistema de trabajo (equipo y mantenimiento) y comercialización.

Nov 24, 1986