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By Odyssey Marine Exploration

Odyssey is a world leader in marine exploration and has undertaken expeditions in varying environments throughout the world addressing many commercial and regulatory demands. Odyssey works in a variety of settings such as shallow coastal territorial waters, abyssal plains in exclusive economic zones, and high seas in international waters on projects involving mineral exploration, environmental analysis, oceanographic survey, and recovery operations. Odyssey Marine Exploration (Odyssey) excels in adaptively managing programs from initial concept through realization of commercial goals while successfully satisfying the regulatory and engineering demands of deep sea projects. This poster presentation reveals best practices throughout a project life cycle and presents case studies in areas including but not limited to: • Research practices to identify and define valuable subsea resources • Project planning and licensing to achieve project goals and meet regulatory requirements • Optimizing offshore operations to achieve desired results • Designing projects to support processing and commercial programs

Jan 1, 2018

By P. Anyon

Exposure to the microscopic particles in diesel engine exhaust can lead to serious health problems, including the incidence of cancers, heart disease and increased susceptibility to respiratory ailments such as pneumonia, bronchitis, and asthma. In Australia, mining companies and state government authorities are actively responding to this major occupational health and safety issue. Their initiatives place considerable emphasis on routine monitoring of diesel particle matter (DPM) exhaust emissions, both for engine benchmarking and as a part of routine engine maintenance. Implementation strategies follow two complementary paths: determination of individual engines? emission signatures combined with periodic engine re-certification; and co-operatively agreed industry-government engine maintenance programs, which are subject to audit. Both strategies place heavy reliance on real-time measurement of DPM concentrations in engine exhaust, using ruggedized instrumentation, mainly based on laser light scattering photometry. Adding value to this cooperative approach, industry has also collectively funded a government agency to design and manage a database, into which the results of all-routine DPM testing can be uploaded directly by individual mines. This win-win outcome is a great example of how cooperative action between governments and industry can deliver the goods: in this case, a safer working environment, more efficient energy use and the capacity to benchmark performance with industry peers.

Jan 1, 2009

By J. M. Hird

By blending phosphogypsum with thickened mill clays, Texasgulf has successfully resolved the problems of gypsum disposal and reclamation of mined-over areas. In the process, clays are thickened to 10% solids through high rate thickeners, mixed with gypsum from a drained gypsum pile (75%) and a direct discharge from belt filters (25%), then pumped to mined-over areas. The blending of clays and the low pH gypsum yield a mixture with a pH of about 7. Dewatering is rapid to 40-45% solids within 3 months. The material spreads with very shallow slopes and within a year desiccation by high flotation ditching equipment is possible. The artificial soil is classified as a silty loam in texture, lacking only in nitrogenous nutrients. The soil material has proven to support many field crops including small grain, corn, alfalfa, and grasses. Sycamore, green ash, sweetgum and bald cypress have done well in 3 years of growth. The nitrogen source for tree growth will be made up through an alfalfa cover.

Jan 1, 1993

R. Dawson Hall, who has long been a member of the editorial staff of Coal Age, has been appointed managing editor. Increase the Promise of the future. Buy W. S. S.

Jan 7, 1919

By I. Clauzier

"A new method of managing electricity to reduce costs andimprove profits is discussed. Before taking steps to better manage electricity, it is essential to understand the terms peak demand and energy and their effect on an electrical bill. Knowing how electricity is presently used in the plant is the important first step. This goes beyond knowing how much electricity is used at each time of day, the individual contribution of every plant process to the total plant load must be known. At this point, each process is ranked according to importance to production in order to identify possible savings opportunities. These improvements can then be implemented by simply improving operations or in some cases, through the use of an automatic control system. IntroductionIn today's competitive environment, controlling costs is becoming increasingly important. All costs associated with operation must be controlled in an effort to improve competitive position. Electricity is a cost component that can and should be managed.Although the term management can mean different things to different people, the intent is always the same: to make the best possible use of existing resources, whether labour, equipment or electricity.The simple approach to managing electricity presented in this paper consists of four steps.I. Understand Peak Demand and Energy. It is essential to understand the terms, peak demand and energy and their effect on your electrical bill.2. Know Your Present Electrical Use. The present use of electricity in the plant must be known. This goes beyond simply knowing how much is used at each time of day, to accurately knowing how each process is contributing to the total plant electrical load, and ultimately to the electrical bill.3. Identification of Savings Opportunities. With this information, energy savings opportunities for reducing the electrical bill and improving profits can be identified.4. Implementing Improvements. Having identified areas of potential savings, improvements can then be implemented in order of their significance. This could be a matter of simply improving operations, or in some eases may mean the use of an automatic control system.These four steps can result in significant dollar savings."

Jan 1, 1987

By T. W. Camm, J. C. Johnson

"Most engineers are bright, hard-working, reliable, and prefer to avoid conflict. An engineering curriculum tends to self-select these characteristics. By most standards, you would expect workers exhibiting these traits to require minimal supervision. But is this true? Is this how most current engineering managers lead? Looking at some current theories on leadership combined with personal anecdotes, this presentation will look at some common misconceptions about leading engineers. INTRODUCTION Engineers are different. There, I said it. From cartoons to movies to television shows and more, there is a reason stereotypes of engineers resonate. Yes, you can find a lot individual variation among specific engineers that you may know, but they do not detract from some of the overarching commonalities that engineers are known for. CLASH OF CULTURES What distinguishes a professional? Raelin (1985), in his book Clash of Cultures, describes professionals as having superior intellectual training, maintaining their own standards of excellence, and being supported by associations that maintain the quality of the profession. Engineers obviously fit all three of these ideas: an engineering degree is still regarded as one of the most difficult to attain; we maintain our own standards both through peer-review and in academia through ABET accreditation; and through professional associations like SME to promote the discipline and foster technical growth. Six characteristics representing professional status are described by Raelin (1985, p. 9): Expertise—prolonged specialized training in a body of abstract knowledge. Autonomy—the freedom to choose the means to solving a problem. Commitment—Primary interest is in pursuing the practice of one’s own chosen specialty. Identification—identifying with the profession and with fellow professionals, both through formal associations and through peers external to the organization. Ethics—providing service without concern for oneself or without becoming emotionally involved with the client. Standards—committed to help in policing the conduct of fellow professionals. Engineers are smart—in the vast majority of cases they are hired specifically for their expertise. At a typical mine the ventilation engineer knows more about mine ventilation than anyone else on site; the same is true for the rock mechanics engineer, the explosives engineer, the planning engineer who uses sophisticated computer software—each is the expert for their particular area at the mine, that is why they have that responsibility. This can present a dilemma for the manager for each (sometimes all) of these engineers. The manager needs to keep everyone on task and focused on the objectives of the organization. Because they have reached their position by following the norms and expectations of the organization, managers tend to have a certain amount of loyalty to that organization. Engineers, on the other hand, tend to have mixed loyalties, having as much loyalty and affinity for their profession as they do for the particular company they happen to be working for at any given time. This dynamic can often lead to power struggles between the managers, based on their positional authority in the organization, and the engineers, based on their specialized knowledge (Camm, 2013)."

Jan 1, 2017

By T. W. Camm, J. C. Johnson, S. D. Rosenthal

"Most engineers are bright, hard-working, reliable and prefer to avoid conflict. An engineering curriculum tends to self-select these characteristics. By most standards, you would expect workers exhibiting these traits to require minimal supervision. But, is this true? Is this how most current engineering managers lead? Looking at some current theories on leadership combined with personal anecdotes, this article will look at some common misconceptions about leading engineers.Engineers are different. There, it has been said. From cartoons to movies to television shows and more, there is a reason stereotypes of engineers resonate. Yes, you can find a lot of individual variation among specific engineers that you may know, but they do not detract from some of the overarching commonalities that engineers are known for.Clash of culturesWhat distinguishes a professional? Raelin (1985), in his book Clash of Cultures, describes professionals as having superior intellectual training, maintaining their own standards of excellence and being supported by associations that maintain the quality of the profession. Engineers obviously fit all three of these ideas: an engineering degree is still regarded as one of the most difficult to attain. Standards are maintained both through peer review and in academia, through ABET accreditation and through professional associations like SME to promote the discipline and foster technical growth.Six characteristics representing professional status are described by Raelin (1985, p. 9):• Expertise — prolonged specialized training in a body of abstract knowledge.• Autonomy — the freedom to choose the means to solve a problem.• Commitment — primary interest is in pursuing the practice of one’s own chosen specialty.• Identification — identifying with the profession and with fellow professionals, both through formal associations and through peers external to the organization.• Ethics — providing service without concern for oneself or without becoming emotionally involved with the client.• Standards — committed to help in policing the conduct of fellow professionals."

Jan 1, 2018

By William S. Eaton

Managing a mine or mineral processing operation in today's environment presents many unique challenges to mining companies. In recent years, headlines around the world have publicized major incidents such as those associated with the Marcopper Mine in the Philippines, the cyanide release in Guyana from the Omai gold mine and numerous other mishaps associated with mining. These notable upsets were due to engineered system failures, either during normal operations or as a result of uncontrollable events. There fore, many mining firms are attempting to assess their overall risks and establish some priority for expenditure of limited operational and environmental budgets. Failure of an engineered component can have dire operational consequences that affect profitability until repair or replacement can be completed. In addition, there may be significant environmental consequences associated with the engineered system failure. This, too, may affect profitability for an extended time or even the viability of an operation. An engineered risk assessment (ERA) can support a mining company's efforts to cost effectively manage environmental risks associated with the operation of its facilities. The ERA approach also provides information about the current condition of engineered systems. This ERA approach provides a systematic review of the risks of an engineered system failure and the possible associated environmental consequences at mining company facilities. This approach has been successfully applied to many industries and types of engineered systems (Barneich et al, 1996; Whitman, 1984; Power and Tomkins, 1974; Keeney, Nair, and Kulkarni, 1979). This approach evaluates all mining and mineral processing facilities located at a single site and compares them with similar facilities located at multiple mine sites. The ERA approach has been applied to a mining, milling, smelting, leaching and refining operations. These assessments can be part of a comprehensive environmental program to aid in the recognition and cost effective management of the potential environmental risks associated with the operation of facilities. ERA results support plan-

Jan 1, 1997

By J. F. Dresser

Managing environmental compliance at a complex facility has the potential to bring a high degree of personal and professional satisfaction to both the corporation and the individuals responsible for day-to-day operations. The decade of the 1990's, however, has seen the emergence of a nationwide trend of aggressive federal and state civil and criminal enforcement for environmental violations. This trend, spearheaded by the U.S. Department of Justice (DOJ) and the U.S. Environmental Protection Agency's (EPA) Office of Enforcement, has the potential to place the corporation, its corporate officers, and compliance personnel at collective professional risk, as well as a growing tendency to place accountability on individuals. Management of environmental compliance has been anecdotally compared to a shooting gallery at a carnival, with the following exception: At the shooting gallery, successfully hitting nine out of ten targets usually brings a reward and recognition of shooting skill; hitting nine out of ten environmental compliance expectations not only brings agency consternation and negative publicity, but the "gallery" will likely shoot back with stiff fines and possible criminal allegations. Faced with the challenges of the new environmental compliance shooting gallery, corporations and professionals are often left asking themselves, "How do we (or more appropriately, can we) win at this game?" This paper examines recent federal enforcement statistics and offers several suggestions for coping with the responsibility of managing environmental compliance in the 1990's.

Jan 1, 1992

Determining the environmental consequences of green field projects is becoming an increasingly important component of new projects. Feasibility studies are regarded by potential investors as incomplete if a comprehensive Environmental Impact Assessment (EIA) has not been completed. These EIAÆs need to meet various local and international requirements in order to achieve bankability. Heavy mineral mining projects are often located in ecological sensitive coastal zones, and bring with them a suite of social impacts in the mainly developing countries within which they are usually located. This paper draws on experience gained in undertaking EIAÆs for heavy mineral mining projects in Kenya, Mozambique and South Africa, and uses these case studies to identify potential pitfalls. Important lessons include the need to initiate the EIA process as early as possible in the project, in order to develop management systems to mitigate the environmental impacts of exploration. Close and on-going consultation with affected communities is also seen to be critical to the success of the EIA. Proactive participation on the part of the environmental consultants with the project team and all interested and affected parties (IAPs) is important. An EIA commissioned later in project planning makes it difficult for the EIA to contribute in a positive manner to the project. Early engagement with environmental consultants allows the environmental assessment to develop from a report to an actual process, and to become fully integrated with project planning. The proviso is that an initial æfatal flawÆ assessment is required to identify any potential æshow stoppersÆ, in order to meet one of the important objectives of EIA, namely an assessment of whether or not the proposed project is the preferred development intervention in the study area. For more controversial proposals this may require the commissioning of a Strategic Environmental Assessment (SEA), which circumvents some of the limitations of the project level EIA. Whilst confidentiality is a constraint to full disclosure, an open participatory approach to public consultation is essential to add credibility to the EIA process and to gain, at least, the acceptance of the process from the majority of IAPs. Full disclosure is encouraged by organisations such as the International Finance Corporation, who acknowledge that good public consultation costs a lot of money, but bad public consultation costs a lot more! An open approach to disclosure presents understandable difficulties for proponents, as they are required to give up some of their control over the project, and to trust the social scientists engaged in the process. However, independence in the EIA process is critical to its success. This paper will highlight these and other issues by drawing on five case studies to identify lessons learnt, and explore the above themes in more detail.

Jan 1, 2001

By D. M. Anderson

The current mine closure process is faced? with the formidable challenge of controlling environmental and legal liabilities that are associated with mine closure. The current level of environmental statutes and regulations, and the legal/liability considerations, has evolved through regulatory enactment of mine reclamation laws and other existing environmental laws, such as the Comprehensive Environmental Response, Compensation, and Liability Act (CERCLA). Management tools and techniques to limit risk exposure and financial losses should be employed as an active measure throughout the mine life, including closure and post-closure.

Jan 1, 1995

What is `environmental risk'? There are two possible perspectives: (a) The risk that mining activity will have an impact on the environment. (b) The risk that due to a perceived impact on the environment, the mining activity is at risk due to some legal consequence. This paper is concerned with the second of these perspectives, and particularly with the way in which mining companies can manage that risk. Environmental risk - possible legal consequences The risk is that the mining operation will be disrupted. Disruption may be: (a) Physical. The mining activity can be stopped, altered, or modified, or something additional can be required to be done. (b) Financial. Penalties (up to $1M) on corporations and in some states on both directors and managers. Land may also be included on a contaminated land register (significant impact on asset valuation).

Jan 1, 1994

Someone once said "Leadership is the ability to inflict pain and get away with it." The same can be said about successful management of equipment suppliers. Improved performance will not be achieved without some pain, but it should be evenly spread between both parties. In practically all mining situations there is a great deal of scope for improving performance and reducing maintenance costs on an extremely wide range of plant, but it requires co-operative effort. Most mine maintenance engineers attribute the main problems to the equipment suppliers, unsuitable designs, lack of spares, untrained servicemen, lack of standardisation, poor maintenance manuals, and so on. Conversely the suppliers' engineers are usually convinced that problems with their product are exclusively due to poor maintenance management, after all they never have the same problem elsewhere. Of course both are correct to some degree. My aim in this paper is to explore the opportunities for substituting collaboration for confrontation between the engineers of the mining and supplying companies. I will also propose that contrary to common belief, the mines rather than the suppliers, should be taking the management initiative needed to achieve a closer and more effective relationship, Many would argue that this initiative should remain solely with the supplier; after

Jan 1, 1980

By James P. Ulery

In This Chapter [Geologic features associated with anomalous methane emissions Gas outbursts and blowers Methane drainage strategies for mitigating anomalous methane emissions and General considerations for a methane drainage program] This chapter summarizes how certain geologic features may be associated with unexpected increases in gas emissions during coal mining. These unexpected emissions have the potential to create explosive conditions in the underground workplace. Also discussed are the generally used practices to alleviate potential hazards caused by gas emissions associated with these geologic features. INTRODUCTION Unforeseen mine gas emissions in quantities sufficient to create hazardous conditions have been attributed to sources outside the mined coalbed since the first documentation of methane explosions in coal mines [Payman and Statham 1930]. Geologic features such as faults have long been recognized as conduits for gas flow from strata adjacent to mined coalbeds [Moss 1927; Payman and Statham 1930]. Other features such as sandstone paleochannels, clay veins, and localized folding have also been recognized for their impact on gas emissions into mine work-ings [Darton 1915; Price and Headlee 1943; McCulloch et al. 1975; Ulery and Molinda 1984]. The fact that strata adjacent to mined coalbeds can emit large quantities of methane gas into mine workings is not surprising from a theoretical perspective. Many researchers have recognized that during the burial and diagenesis of the organic matter forming today’s minable coalbeds, similar dispersed organic matter in adjacent strata has produced methane in quantities far exceeding the storage capacity of the coal and surrounding rock [Juntgen and Klein 1975]. It is not surprising then that large quantities of methane can remain trapped in these strata. A potential hazard occurs when mining of a nearby coalbed causes pressure differentials and mining-induced fractures conducive to gas flow into the mine workings from these strata. This gas flow may be facilitated or temporarily impeded by the presence of geologic structures or anomalies.

Jan 6, 2006

By H A. Challenor

Eyewash safety showers located in remote hot environments may be unsafe to use due to excess water temperature and high risk levels of water borne bacteria such as Legionella. Australian Standard AS 4775 specifies that dispensed water shall be bacteria free and have a maximum temperature of 37.8°C. Legionnaires disease is contracted when water aerosols containing Legionella bacteria are inhaled.Laboratory tests show 30 to 70 times more aerosols are generated by showers operating at 38°C than with showers operating at 25°C. Furthermore, excess temperature in flushing water can cause burn injuries leading to hospitalisation, skin grafts and/or permanent scarring. Excess temperature also increases the rate of reaction to corrosive substances, opens pores in the skin to allow greater dermal penetration and can cause dizziness and fainting by dilating blood vessels and reducing blood pressure.CITATION:Challenor, H A, 2017. Managing excess temperature and high risk levels of Legionella bacteria in eyewash safety showers, in Proceedings Iron Ore 2017, pp 337–346 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 24, 2017

By P J. Fairfield

"This paper reflects on the author’s experiences in undertaking mining studies and reviewing mining projects and technical reports, particularly over the past five years, and the impact of recent changes in reporting standards and listing requirements pertaining to mining-related evaluation and valuation exercises. It also discusses contemporary changes in the expectations of the investment community and the implications for the role of the technical specialist in providing advice to such stakeholders.Not for the first time in history, the resources industry has experienced a significant downturn after a period of strong, sustained growth in line with the traditional view of the cyclical nature of commodity markets. The resource industry is currently faced with capital austerity in the wake of projects ‘failing’ (not delivering to expectations). In response, the industry has experienced changes in investment behaviour (slowing of investment) and an increasing regulatory burden as stakeholders seek a greater understanding of mining project risks.This paper discusses this response and uses case studies to highlight the key learnings (perhaps re-learnt) by the industry. It also discusses the challenges faced by technical specialists in communicating the results of technical and valuation studies to the investment community.As investors seek to take advantage of the current stage in the investment cycle, the key challenge of the technical specialist is to effectively communicate the uncertainty in technical assumptions, risks and opportunities that drive project value.CITATION:Fairfield, P J, 2016. Managing expectations – from buyer beware to buyer be aware, in Proceedings Project Evaluation 2016, pp 66–74 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Mar 8, 2016

Most mining projects will involve some level of financial markets price risk. This is because commodities are generally traded in $US. The project will also incur costs in $A and if based in Australia will seek to generate a return in Australian dollars. Therefore the project faces commodity, foreign exchange and interest rates risk. As a business you may wish to maintain these risks within your business. However if the project requires financing to be provided then the financiers will want to ensure that there is a level of certainty attached to the cash flows to support the debt repayments. This is achieved by hedging the financial market risks. Traditionally the hedging process has been based on underlying assumptions within project models, which incorporate views on the direction of the underlying price risk. These views can be formed in an ad hoc manner. Gathering information from a variety of sources including economic forecasting and modelling, technical analysis, seeking market expert views. However, given the historical accuracy of such forecasts locking into long-term fixed hedging arrangements can create an inflexible environment that can restrict the opportunity to benefit from the underlying volatility of financial markets.

Jan 1, 2003

By Sagrabb T

In a company's quest for financing the development of a new mine, it will make calls on stockbroking houses and banks. The choice of the best-fit broker or banker is of great importance, and in the case of the miner, this is a house that has an intimate understanding of the mining industry, particularly one that has a solid staff complement of personnel with operating mine experience at a senior level. The most important document that the company will present to support its financing request will be the Feasibility Study. It cannot be too strongly emphasised that this document must be absolutely comprehensive and cover items including: (a) Geological review; (b) Resources and reserves; (c) Mineability; (d) Mining schedule; (e) Metallurgy; (f) Process plant description; (g) Infrastructure and services; (h) Management and operations; (i) Environmental and social impact; (j) Capital costs; (k) Operating costs; and (1) Financial analysis. The elements listed above represent major topics and require a great deal of expansion in the body of the document. Rothschild Australia Limited assists its client companies by supplying a detailed framework so that they will be in a position give the bank the information it needs to complete its technical `due diligence' study within a mutually agreed time. The client company will advance its position markedly if it uses well-known, reputable consultants to either complete or assist with the various aspects of the Feasibility Study. Such an approach will give the potential financier confidence that the company has taken a professional and unbiased attitude in determining the feasibility of the property in question. Most small- to medium-sized mining companies, both within Australia and overseas, will prefer, or will find it mandatory, to request a project funding package rather than opt for a corporate loan. This is because the company either does not want to tie all of its assets to the performance of one project, or that it is a one or two project company with no other substantial assets and is therefore unable to obtain a corporate loan. Upon receipt of the Feasibility Study, the bank will use the data supplied by the company in its cash flow analysis to build its own financial model. The purpose of this is to examine the timing of

Jan 1, 1994

By Veloso L, Alvarez O, David D

Cerro Colorado operations The Cerro Colorado Mine is located 150 km east of Iquique in the Atacama desert of northern Chile. The mine is wholly owned by Rio Algom Limited of Canada and produces copper metal using a bio leaching process. Tw

Jan 1, 1998

By P Corbett, P Sheffield

Springvale Mine is an underground coal mine in the western coalfield of New South Wales which utilises retreat longwall mining technique. The mine encountered significant gateroad floor heave issues during retreat of LW415. Floor heave has subsequently impeded longwall advance as well as longwall bolt up and recovery to some extent during the extraction of the next five longwalls. Floor heave at Springvale Mine develops throughout the lifecycle of the mine roadways, and is most prevalent in longwall gateroads. Floor heave has been measured as early as 2 weeks after roadway development and continues to develop through the post-development phase, with a rapid increase in close proximity to the longwall face. This paper presents a case study of the evolution of understanding of floor heave behaviour at Springvale Mine based on geotechnical characterisation, an intensive convergence monitoring program (roof and floor movement) and spatial correlation of monitored locations with longwall face position. The analysis considers previously known factors contributing to floor heave including mining depth, geological and physical properties of the rock mass and mine design geometry. Investigation results indicate a strong correlation between floor heave magnitude and roof dilation magnitude, geophysically inferred faulting in underlying strata, areas of localised stress concentration and mine roadway dimensions. This paper also discusses the predictive model which was developed as a result of the study, which is now the basis of the floor heave removal program used to manage roadway convergence at the mine. Floor heave monitoring, prediction and management strategies (including floor reinforcement and removal) are also discussed. CITATION:Sheffield, P and Corbett, P, 2018. Managing floor heave in an underground longwall coal mine, in Proceedings The Fourth Australasian Ground Control in Mining Conference (AusRock), pp 78–94 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Nov 30, 2018