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By A. F. Matheson

The St. John Del Rey Mining Company, Limited, is an English company owning 150 square miles -of mining lands near Belo Horizonte, Minas Geraes, Brazil. The area is 2,300 to 5,000 feet above sea level, with a pleasant and healthy climate. Bedrock is Precambrian. The Nova Lima series of metamorphosed sediments and some volcanics is overlain uncomfortably by the Minas series of quartzites, itabirites. etc. Batholithic granite and gneiss cut both series and basic dykes cut all these rocks. There are important deposits of gold, iron, and manganese on the Company's holdings, as well as occurrences of arsenic, antimony, cobalt, nickel, dolomite, day, quartz, -ochre, bauxite, kyanite, and asbestos. Except for gold and consequent recovery of arsenic, all the other materials are relatively unexploited. The Company operates the Morro Velho gold mine and the Espirito Santo and Raposos gold mine. The Morro Velho mine was purchased in 1834 for £56,000. To the end of 1952 it had produced 7,000,000 troy ounces of gold from 15,000,000 short tons of ore. The ore z?ones are replacement deposits in a sinuous siliceous dolomitic rock locally termed "lapa seca," and plunge east, near surface at 45 °, at 8,000 feet at 15°. The ore minerals are pyrrhotite, arsenopyrite, pyrite, and chalcopyrite. Gold is finely distributed and almost nowhere visible. Ore reserves at the end of 1952 were estimated at 5.5 million short tons grading 0.39 oz. gold per ton. Chances exist for new ore within the mine area. The Espirito Santo and Reposos mine, in folded banded iron formation, has mineralization similar to Morro Velho but sulphides are less abundant. The mine to a depth of 2,500 feet has estimated ore reserves of 1.5 million tons of an average grade of 0.28 oz. gold per ton. New ore may be expected both laterally and at depth. To the end -of 1952, the ?Company had paid dividends of almost £4,- 600,000, largely earned from the operation of the gold mines.

Jan 1, 1956

By Kimiz Dalkir

Some things to keep in mind? ! What is your role in knowledge management? ! What knowledge-related challenges are you facing today? ! How does important knowledge get shared in your organization? ! Can you name factors that enable/block innovation and organizational learning in your work context? A brief history of KM? ! Top-down / imposed ! Rigid / bureaucratic ! Slow deployments ! Expensive ! Unpopular: empty libraries, info-junkyards, low adoption rates ! Problems measuring success ! The result: traditional KM is not the answer

May 1, 2003

By R. Knapp, R. Firlotte

"Les Terrains Auriferes (LIA) Property, formerly the Malartic Goldfield (Goldfield) mine, ceased its remaining milling operations in the fall of 1994. During the early years of mining, the mill processed a non-sulfide ore with substantial carbonate mineralization.In 1977 after an extended shutdown period, ore from a nearby property, Bousquet, was processed at the mill. That ore contained larger quantities of sulfides, and unlike the old tailings, had acid generating potential.Upon closure of the L TA mill, the closure options considered for the L TA site were to cover with:1. a thin cover of 0.5 metres of borrow material (sand and gravel) to achieve basic erosion protection/stabilization; collect acidic seepage and treat with lime.2. a 2 metres of non-acid producing tailings; final surface to be vegetated.3. an engineered oxygen barrier consisting of a multi-layer cover; final surface to be vegetated.The paper presents the technological and economical methodologies that were used to select the closure alternative, describe the associated construction challenges that were faced with the implementation of the multi-layer cover concept and presents preliminary results on the cover's performance.In addition to being the first full scale demonstration of this type of multi-layer engineered oxygen barrier cover technology, this project had the advantage of using non acid producing mine tailings as part of the reclamation solution."

Jan 1, 1997

By Marcel Vallée

Frequently, costs overruns and defaults in mining project performance result in serious problems and headaches for all project participants and impact on corporate objectives, profits and image and, occasionally, lead to project failure. As mining professional s, we should be very concerned that, in a recent World Bank paper (Weber-Fahr, 2001), geological and technical risks were considered the most important ones facing mining projects. Whenever we manage to reduce or minimize these risks, we are in better position to overcome the environment-, market-, finance- and community-related ones. The causes of this situation seem rather systemic, as a fairly long list of industry problems with new pro jects has been described in industry papers in pas t and recent years. A brief review of industry problems with mining projects will be given first, followed by a review of the basics of the current Quality Management and Continuous Improvement perspectives that have evolved from earlier quality control and quality assurance systems and policies. Particular particular attention will be given to the work of W. E. Deming. As the system approach is an essential part of such policies, it will be described succinctly. Given that poor communications and interactions among geologists, mineral processors and mining engineers/operators ca n seriously affect project efficiency and profitability, these interrelated processes with in the mining systems will be analyzed and modelled and the impacts of such situations will be described through a number of anonymous case histories and examples. A synthesis of Dr Deming's management system, includ ing his Four teen P oints and System of Profound Knowledge, will be prese nted .

May 1, 2002

By Bruce Conard

For many years, Bruce Conard has been engaged in reading about and discussing the desired sustainability of the mining and metals resource industry. He has, however, become concerned that there is a greater issue that requires our urgent attention: what challenges do we face as a global society? His Distinguished Lecturer presentation traces the idea of environmentally sustainable economic development but concludes that a business’ interest in its sustainability is predicated on the sustainability of our global society. Conard reviews some of the most serious challenges, including population growth, clean energy supplies, freshwater availability and climate change, and calls on scientists and engineers not only to apply their skills in helping solve these challenges, but most urgently, to speak with intelligence and passion about the need to act now.

Jan 1, 2014

By J. B. Kitchin

"The design of conveyor belting for use in mines poses problems to the manufacturer that are unique. The challenge to be met is that of the production of a conveyor belt which can withstand use and misuse in an environment that may differ vastly from one country to another, and even between one mine and its neighbour.The development of a product to meet such varying requirements necessitates a protracted program of trials, both in the laboratory and in the field; a new successful development, the only criterion, can be said to have been achieved only after very long-term usage under actual, deliberately chosen, arduous mining conditions.New developments in conveyor belt construction can never stop, no more than can developments in new and advanced mining techniques. A new problem is set-an answer must be found. Some of the problems are noted here, and answered where possible, in what must after all be little more than an excursion into a very comprehensive and detailed subject."

Jan 1, 1967

By Frank G. Wickert

One key to maintaining successful mining operations in today?s global economy is in having the ability to access real-time machine operating data ([1] G. Brown, B. Ebacher, W. Koellner,2000)([2] Brochure of Siemens E&A, Order Number 141000-1). With recent and ongoing advances in mining equipment systems it is imperative that mine managers have full knowledge of the status of their equipment at any given point in time. This knowledge is critical to ensuring that the productivity of each and every machine is maximized. Knowledge of machine status is only the first step, however, in controlling and optimizing a piece of mining equipment. Computer based diagnostic systems, traditionally offered on mining equipment, have provided a link for collecting data and trouble-shooting problems as they occur. One problem existed, though, that those systems stopped short of providing full drive systems access. A maintenance technician could see the data but to make critical adjustments or make repairs the technician needed to be on the machine. In extreme cases the machine would be down until OEM assistance could reach the mine site. The key then to reducing down-time and maximizing machine productivity was creating a system that could not only monitor drive systems but also provide remote access to those systems. Essentially a link needed to be created through which a technician could gain drive access remotely then make adjustments or repairs without being on the piece of equipment. This paper will introduce AccessDirectTM, a new remote diagnostic system for Bucyrus mining shovels and draglines. AccessDirectTM combines all three important elements of remote diagnostics: ? Vital Signs and Production Monitoring (SiRAS-M) ? Automatic analysis (SiRAS-A) of faults, and tracking of trends for preventive and reliability centered maintenance , and ? Fast, direct Intervention (SiRAS ? I) for troubleshooting support, repairs, and system optimization.

May 1, 2002

By D. Knuutila, G. Goyette, James A. Finch, G. Bartolacci, A. Fortin, Chi Ho Lau, A. Lockhart

"In a COREM-McGill collaborative research and development project, gas dispersion parameters and froth properties were manipulated in a copper flotation plant to study interactions between the collection and the cleaning zones. In this paper, specific work on developing some relationships between operating conditions and froth stability in a rougher column flotation cell of 125 m3 is reported. Froth stability, measured by image analysis, was related to the following process conditions for specific flotation machines in an industrial case study: Gas flow rate, collector dosage, pH, frother type and dosage. Across the range examined, froth stability was improved through a decrease in gas flow rate and/or increasing frother dosage. Metallurgical results (grade and recovery) showed that both gold and copper were dependent on froth stability.INTRODUCTIONMcGill and COREM have over the past two years collaborated in a research and development project to merge gas dispersion parameters, frother analysis (McGill technology), and froth properties (COREM’s imaging system) to study the interactions between the collection zone (pulp) and the cleaning zone (froth). The main goal is to increase knowledge of flotation cell hydrodynamics since it is known to govern the metallurgical performance of the flotation process (Power et al., 2000). In this paper, specific work on developing some relationships between operating conditions and froth stability in a copper flotation circuit is reported.The objective of this work is to study gas dispersion in a large volume flotation column (hydrodynamics) and to measure its impact on the froth. By froth imaging, it is possible to diagnose operational problems on the basis of froth characteristics (Bartolacci et al., 2005a) and consequently, to propose ways of improving process performance by froth analysis (Bartolacci et al., 2005b).Another approach to froth characterization is investigated in this paper. In the same flotation column, a froth stability apparatus (column) was included (Triffet and Cillers, 2004). The mechanical froth stability apparatus is used to link “hard” froth characteristic measurements to “soft” froth characteristic measurements (those obtained by imaging)."

Jan 1, 2008

By Joel T. Werner

Tire costs represent one of the highest controllable costs in open-pit mining, accounting for approximately 10% of mining costs. Tire monitoring technology has evolved rapidly in recent years and is emerging as a viable tool for extending tire life and reducing costs. The majority of the major tire manufacturers and several independent companies are in various stages of developing monitoring systems that capture and store vital tire data. Previously this information had only been accessible when the vehicle passed a fixed point in the mine, or when mine personnel manually downloaded the data. Integrating this technology with a mine management system enables remote collection and management of trend and alarm data. Mine personnel can now monitor a tire?s health parameters at any time, anywhere on site, regardless of the vehicle?s location. Anomalous tire conditions can be detected early and corrective actions taken. This information can then be integrated with other major onboard systems, operating conditions, and geographical information. Tire monitoring no longer exists as a stand-alone technology, but has evolved into an important integrated tool for mine operators. This paper will review the current status and benefits of integrating this emerging technology with a real-time mine management system.

May 1, 2002

By D. M. Aloi

In today's evolving and globalized world, mining companies are being pressured to move beyond compliance towards long-term sustainability and sustainable development. Companies are expected to "engage" with communities and measure the success of these engagements without a clear understanding of "how" to do this. This move, away from "Corporate" Social Responsibility (CSR) and compliance, develops more of a focus on "Community" Social Responsibility and sustainability. This shift in focus leads to the development of world-class projects that provide sustainable development for people, reduces the incidence of costly delays, and promotes good global citizenship for corporations. The process of "engaging" communities in mining project design and development leads to a stronger license to operate and sustainable development. To create this mutually beneficial relationship between communities and companies, communities must be "engaged" in the mining process as early as possible, preferably during the exploration or the concept phases. How to create this "engagement" remains elusive. How to measure the progress of this engagement is also problematic. The quantitative and qualitative metrics needed to measure both positive and negative impacts of the mining and community relationship will be discussed.

Jan 1, 2007

By Martin Plante, Denis Hamel, Marie-Pier Bédard, Jeff McLaughlin

"The results and methodology for the optimisation of the zinc flotation circuit at the Matagami Mill using the 6-Sigma methodology are shown in detail while only the base line and final results are presented for the copper circuit. As a result of the six sigma project, the zinc concentrate grade was improved by 2% and the zinc recovery by 3%, with reduced dosage of reagents while the copper concentrate was improved by 2.4%. The process variation in the zinc concentrate grade and recovery was also reduced by over 50%. The main factors contributing to the project success were identified to be improvement in the plant measurement systems, an internal benchmarking exercise and statistically designed laboratory and in plant tests to guide the process improvement. The annual value to Noranda resulting from this project has been estimated at approximately $5 million.INTRODUCTIONThe Matagami concentrator started ore processing from the new Bell- Allard deposit in July 1999. Concentrator performance (grade and recovery of zinc and copper concentrates) was highly variable and work was ongoing to fix the sources of variation. In the mean time, Noranda embarked on its 6-Sigma initiative across the company. The 6-Sigma DMAIC (Define, Measure, Analyse, Improve, Control) methodology was used in the two flotation circuits to reduce variation and improve performance. The statistical 6-Sigma methodology moves towards identifying and controlling critical process operating variables (the X' s) to achieve customerspecified performance (the Y's). The goal of the methodology is to describe a process in a numerical equation known as the transfer function, given as Y = f (XI, X2, X3.. .), where Y could be concentrate grade or recovery and examples of X's are reagent dosage, particle size, etc. With the transfer function, optimal operating conditions and control tolerances are established for the key X's to ensure the desired Y performance is obtained.Each phase of the 6-Sigma methodology is explained below with examples from the Matagami project."

Jan 1, 2001

By Jerry Ran

Stope back caving in a mine using open stope mining interrupts the planned mining sequence and causes oversize muck and dilution with adverse economic implications. As many underground mines are mining or have plans to mine at depth, stope back caving could have significant impact on the mine sustainability. Therefore understanding the caving mechanism is important in preventing future occurrence and improving the mine economic performance. Falconbridge Ltd Kidd Mine is an underground mine using open stope method producing more than 2 million tonnes per year. Its current lowest mining level is approximately 2070m below surface and the lower portion of the orebody is being developed. In years of 2002 and 2003 the back of three stopes of approximately 1900m and 2040m below surface caved and caused substantial mining difficulties at the mine. As these caved stopes are subject to stress concentration, seismic activities and near major geological structures, the caving mechanism is much more complex than that of stopes near surface. In addition to the recorded caving history by site observations, the mine carried out cavity surveys and test drilling to define the caved profiles. The mine seismic monitoring database provided information at these stopes. Stress modeling work conducted by an external consultant provided the stress patterns at the caved stopes. Based on the field collected data and stress and seismic information, this paper presents details of the stope caving process and cavity surveyed profiles, reviews the predictability of the stability graph approach for these cases, discusses the caving mechanism and proposes preventive measures to stabilize the stope back.

May 1, 2004

By W. Hrynewich

"The Central Canada Potash facility, a division of Noranda Metal Industries Limited, is located 3 kilometres south of the junction of Highways 16 and 2, about 75 kilometres south-east of Saskatoon, Saskatchewan. The site occupies 26~ hectares of land and includes well-equipped machine and electrical _shops, a 325,000-tonne muriate storage and reclaim warehouse, a stores warehouse, processing plant (mill), two mine shafts (one for production, the other for servicing and personnel transport), as well as a two track product loading complex. Access to the site is by road and railway (CN and CP Rail). Suppliers of operating and maintenance use both means of transportation, whereas muriate shipments are entirely by railway.Currently five continuous mining machines - one a Goodman 526 borer and four Marietta 911-A units produce some 10,500 tonnes of ore per operating day. A smaller Voest-Alpine Af.1-100 boom type miner is used for floor cutting which was previously done by a production unit. In order to maintain safe, competent ground conditions only 35 percent of the total ore is extracted. At this rate mine reserves are deemed adequate for about 100 years. The plant has operated since August 1969 and has a current practical annual capacity of 1,270,000 tonnes of muriate. As of June 30, 1981, some 11.9 million tonnes of muriate had been produced from 31.4 million tonnes of ore. Of the total muriate, 6.1 million tonnes was granular, 4.8 million was coarse, and 1.0 million was standard. No standard product has been made since August 1978."

Jan 1, 1982

By Desmond M. Connor

"The State of the EnvironmentRecent data from a State of the Environment report prepared in January 1991 and released in April (see references) , indicates that the physical and biological environment across Canada is deteriorating in some important ways. For example: • emissions and atmospheric levels of CO2 are rising at a rate more than 50% of the U.S. increase; global temperature continues to rise, especially during the last decade;• while S02 emissions have been falling since 1984, NOz has declined only slightly since that time; N02 in Canada rose 43% during 1970-87, compared with a 7% rise in the U.S.;• municipal discharges of phosphorus and BOD (biochemical oxygen demand) to fresh water have been rising steadily since 1983);• pulp and paper mill discharges to fresh and Pacific coastal waters have been rising, 1970-87;• migratory game bird populations (Prairie Mallard, Northern Pintail) have been declining for the last 20 years;• total per capita energy use continues to climb.The State of the PublicSimilarly, data from recent public opinion surveys shows that public concerns about the environment are either rising, or are remaining at a high level despite the competing claims of the economy and political events for attention.For example, Professor Reginald Bibby's national survey this year shows that Canadians rank our top three issues as theeconomy, the environment and government incompetence.An Angus Reid survey commissioned by the Mining Association of Canada and other mining organizations in 1989 showsthat, despite general support for its economic benefits:• 67% of the general public perceive the mining industry to be a major source of pollution and environmental contamination;• 68% believe that a new mine should not be developed if it will disturb local wildlife;• 52% would prohibit a new mine if it required a road through a national park;• 49% would disallow mine development if it took as much land as an average farm in an agricultural area or if it limited sports fishing in a local lake."

Jan 1, 1991

By John A. Wells, Leticia Conca, Kenneth G. Thomas

"Since about 2002 there has been significant capital cost escalation, not inflation, in the mining industry causing turmoil for successful project completion. Project capital costs have more than doubled and some cases tripled in this time period. This has rendered many projects to be economically challenged and in some cases not viable. In addition higher than expected operating costs have further adversely affected project metrics such as NPV and IRR. Capital cost increases for projects have been widely reported globally. This current paper reviews three items. Firstly, why such capital increases and the various components that make up capital estimates. Secondly, it looks at reasons why preliminary estimates, for example at scoping and pre-feasibility level, have been lower than the ultimate constructed costs. Such increases and differences in estimates have caused major problems for mine builders and have led to a general nervousness on the part of those providing project finance. Thirdly, what discipline is needed in project execution in an attempt to mitigate such capital increases. The paper will hopefully give a better understanding of the various issues and factors involved for those in the mining industry.INTRODUCTION The years 2012 and 2013 were a turbulent time for the mining industry. The European economic crisis, politics, metal price volatility and a wave of changes of CEO´s in some of the major mining companies all contributed to a challenging couple of years. Two issues stood out. First, the huge increases reported in the capital costs of projects, where increases of 100% - 300% were not uncommon and in some cases exceeded that during the first decade of the 21st century. Second, company write downs related to takeovers during the boom and the stabilization/correction in commodity prices. These have led to great uncertainty, made it difficult (or impossible) to raise project financing costs, contributed to the changes at CEO level and placed many projects either on hold or cancelled altogether. It is commonplace now to read of companies talking of reduced capital expenditure and making a complete review of their projects and operations to contain costs."

Jan 1, 2014

By V. Budinsky

In recent years the global mining industry has addressed its social and environmental responsibilities and numerous factors have contributed to this. Corporate Social Responsibility (CSR) is an important part of mining company strategy for practical implementation of the goals of sustainability, transparency, accountablity and good relationships with stakeholders:- investors, employees and communities. A key stakeholder for all mining companies is the local community which is affected by the mining operations. Companies must identify the emerging social and environmental trends, study the interests and concerns of various communities, address their needs and maintain a positive relationship. The CSR programmes of Czech coal mining companies are focused on surrounding community initiatives and sustainable responsible business. Mining in the Czech Republic is subject to strict rules and regulations and supervised by the State Mining Authority. Mining projects undergo rigorous approval procedures which encompass all operational measures at the different planning levels ? such as public participation in the authorisation process for mining projects, the application of the Environmental Impact Assessment Directive, environmental sustainability programmes, innovative solutions and flexible options offered by the mining company. One very important part is the preparation of the mining-technology preconditions and developing the integrated planning process in which all socially and politically relevant subjects in the mining operation surroundings are included. In an in-depth debate, all stakeholders may jointly develop the concept, in accordance with democratic principles. The optimally conducted dialogue process needs broad communication bases, including setting up theme-related joint taskforces, together with good moderation and the highly qualified support of technical experts. Using a case study of Severoceske doly a.s. Chomutov (SD Company) and the Czech Coal Group ? Czech leaders in the extraction of brown coal, this paper aims to examine the community development approaches and the CSR effectiveness of large scale mining companies. This paper brings a review of CSR and other such voluntary initiatives in the mining industry's proactive steps to contribute to societal well-being in a meaningful way. Key studies are provided by the projects ? Region with Better Perspective?, ?Stop Dust for Healthy Brezno Village?, ?Clever Heads for the North? and ?Coal Safari?. CSR issues are managed throughout all stages of the mine operation and beyond, long after the mine closes (e.g. post-closure programmes of new landscape, alternatives for reclamation including generation of lakes in former surface mines, conceptualization of industrial heritage). Communities need to be given the opportunity to help themselves through participation in CSR projects rather than being recipients of financial gifts from the company. A fair balancing of interests is the basis of any successful cooperation.

Aug 1, 2013

By M. Kinne

Catalyst preparation/ characterization Slightly modified DP (~Schumacher et al. Catal. Lett. 89, 109, 2003) CeO2 HAS 15 from Rhodia calcined in air for~ 2h BET: ~188m2/g, particles size: 5.7nm (TEM, XRD) + HAuCl4 at pH of 6.5-7, (>95% of the Au was deposited) ? Au/CeO2 (2.6wt% Au, ICP-AES) A new conditioning procedure was applied, including heating at low temperature in N2 and H2/N2 mixtures) Patent DE 10205873A1. Very small Au particles <2nm, for CO oxidation catalyst as Au/TiO2, Au/Fe2O3, and Au/Co2O3 Here Au particles size <3.5nm (XRD) Summary ? CO is nearly exclusively adsorbed on the Au particles ? Positive reaction orders of 0.5 are found for CO and H2O ? Ea= 40kJ/mol ? The catalyst is very active and stable ? During WGS reaction huge amounts of formates are formed and cover the surface ? The activity of the catalyst seems to be correlated with the formate species.

Oct 1, 2003

By Karl J. C. Harries

"7.1. INTRODUCTIONThis chapter addresses the joint venture and examines a number of general concepts of the joint venture relationship. Chapter 8 looks at some specific concepts related to the provisions of a joint venture agreement, which are equally applicable to a shareholders’ agreement or other contractual relationship. The term “joint venture” is used because the author is a common law solicitor (a matter of convenience for which apologies are offered to civil law readers), but it should be noted that, in many aspects, the legal structure of an entity is irrelevant. It is the relationship of the parties, be they venturers or shareholders, that is important, and the areas of concern are surprisingly similar (except for terminology).The details of the joint venture relationship and agreement could fill several books. Accordingly, this chapter and the next focus on selected topics that appear to have caused problems or confusion or to be the basis for disputes. And remember that, although the following discussion is in the context of a joint venture, many of the comments apply, either directly or indirectly, to virtually any common undertaking and the agreement defining it.For interest’s sake, this chapter starts with a summary of some of the earlier types of agreements and arrangements that have evolved into the joint venture agreement of today in Canada, the philosophy of their format, and the reasons for their demise.7.2. EVOLUTION OF THE CANADIAN JOINT VENTUREThe Early DaysMuch of the opening up of Canada’s north is due to exploration for and development of mines. The early discoverers were relatively free to roam and explore at will and, if they were fortunate enough to find something, they dealt with the appropriate government to acquire exploitation rights. The early interests lay in gold or silver. Workings were small, usually worked by the owner alone or with only a couple of helpers to extract the native gold or silver. If the owner wanted to move on, he could sell his property outright and use his stake to look elsewhere.As logging and mining camps were opened, the development of better roads and railways made access easier. Entrepreneurs saw the opportunity to make money by assembling large parcels of land and working them as a single operation. In order to do this, some owners who were not ready to sell out had to be convinced to do so through more attractive offers"

Jan 1, 2003

By Patrick Polk

For many years, sulfuric acid producers all over the world have been forced to meet ever more strict environmental regulations to reduce SO2 emissions. The sulfuric acid industry has implemented new solutions in order to comply with the new lower SO2 emissions target. Haldor Topsoe (Topsoe) has responded to this challenge by continuously improving the range of VK sulfuric acid catalysts and providing tailor-made catalyst solutions to meet the demands of the sulfuric acid producers for lower SO2 emissions. Reducing emissions through catalysis: requires less capital than installing a scrubber, requires no additional process chemicals, generates no waste or by-product to dispose of. In 1996 Topsoe introduced VK69, a cesium-promoted vanadium catalyst, designed for operation in the pass(es) after the intermediate absorption tower in double absorption plants. The high activity of VK69 allows for a more than 50% reduction in SO2 emissions from existing double-absorption plants. Topsoe currently has more than 110 installations of VK69. To comply with the still more stringent regulations being placed on the sulfuric acid industry to lower SO2 emissions, Topsoe has developed a new sulfuric acid catalyst designated VK-701 LEAP5™. This catalyst was introduced to the market in 2010. VK-701 LEAP5™ is based on a novel technology which circumvents the internal transport deficiencies of existing commercial sulfuric acid catalysts and thereby offers exceptionally high activity in strong, SO3 rich gases. Sulfuric acid plants have used this catalyst to meet emissions requirements lower than previously believed possible with a catalyst only solution. This paper will present examples on how to reduce emissions by implementing a tailor-made catalyst solution using VK69 and VK-701 LEAP5™.

Jan 1, 2014

By G. H. Blackwell, N. I. Norrish

"At most operating mines, geostatistical are reserve estimation methods have been implemented by head office or consulting groups . With recent advances in small computer technology it is now possible for a remotely-located mine department to independently implement a geostatistical package.This paper describes the evolution of geostatistical routines to calculate the mineral inventory for porphyry type copper/ molybdenum or similar are bodies. The problems encountered in down sizing the geostatistical routines to run using limited minesite computing facilities are discussed. The high quality of the results, in spite of some compromises to geostatistical theory, is emphasized.The first stage entailed the development of a mineral inventory based on diamond drill data. The difficulties in fitting variogram models to two metals, copper and molybdenum, and the shortcomings of the mineral inventory due to the mixing of lesser quality exploration data with data from more recent diamond drilling are discussed.To improve the ore reserve estimates for short-term planning, a mineral inventory was produced using both the diamond drill and production blast hole drilling data. This inventory, when compared to actual grades, was found to be quite satisfactory for short-term planning. The inventory also provided a reliable data base for long range pit design and financial planning. By regularly updating the mineral inventory, many of the uncertainties of mining a low-grade orebody were minimizedIntroductionThe comparatively low grades of many Canadian mineral deposit s, the escalation of mine operating costs, and the volatility of metal prices in recent years, has required improvements to both short- and long-term mine planning.One of the prerequisites to improved planning systems is the need for accurate grade prediction. This paper describes the on-site implementation of geostatistical techniques for grade estimation of a porphyry I vein type copper/molybdenum ore body ."

Jan 1, 1987