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By Ray Walton, Ron Colquhoun, Ken Thomas, Dwayne Fentie, Barney Burke

"The new Roasting Facility at Barrick’s Goldstrike Mine in Nevada, U.S.A. was developed to process 12,000 tons per day of refractory gold ore. The process consists of crushing, dry grinding, roasting, extensive gas purification, calcine quenching and leaching in the presence of activated carbon. The new plant is integrated into the existing Goldstrike facility, treating ore from both open pit and underground sources.The process design, procurement, construction and commissioning of the Roaster facility was performed successfully over a 3% year period with peaks of 400 engineering personnel and 950 construction personnel supporting the project. The US$330,000,000 project was completed ahead of schedule and under budget. The commissioning was well planned and proceeded smoothly through a rapid start-up to achieve all primary goals within three months of the start of processing of ore.BACKGROUNDAs early as 1992, Barrick’s Goldstrike Mine, located north of Carlin, Nevada had indications of the ore becoming ever increasingly carbonaceous in nature. As the open pit and underground exploration programs proceeded to step out over the years that followed, the accumulative amount of carbonaceous refractory ore and tons had become significant. By 1997, 29 million tons of double refractory carbonaceous ore containing an estimated 11.6 million ounces of gold had been identified. By 2000 the resource had increased to 14.3 million ounces."

Jan 1, 2001

By A. Cole, A. Bolland

The roasting and gas handling circuits at Goldstrikes' new Roasting Facility incorporate proven technologies in a unique combination. During the design of the plant, every effort was made to utilize the best available unit operations from the perspective of capital, environment and operating costs. The roaster utilizes Freeport-McMoRan whole ore roasting technology with pure oxygen as the oxidizing gas. This process was chosen based on its proven application on Carlin-type carbonaceous ores. An extensive gas cleaning train follows the roaster and comprises direct cooling, dust scrubbing, indirect cooling, wet electrostatic precipitation, mercury scrubbing, SO2 scrubbing, CO incineration and NOX reduction.

Jan 1, 2001

By Daniel H. Stevenson

Safety and health are fundamental values at Barrick Goldstrike. An effective safety and health program protects employees, controls costs and increases productivity. Barrick Goldstrike believes that all occupational injuries and illnesses can be prevented and that safety must be the responsibility of every employee on the property. Safety and health must be thoroughly integrated with the company's efforts to maximize production at the lowest reasonable cost. The goals of safety and production are not mutually exclusive. They must work together to achieve safe production. Barrick Goldstrike began to mine the Betze deposit in 1987. From 1987 to 1992, Barrick employed a traditional safety system using safety specialists on each crew. These specialists were responsible for ensuring that the work areas were safe and that employees were properly protected and trained in safe work procedures. As the work force increased, it became apparent that this system was not the most effective method of ensuring safe production. In 1992, Barrick Goldstrike implemented a loss control program. It was modeled after the International Loss Control Institutes's (ILCI) International Mine Safety Rating System. This program was based on the philosophy that safety is a management responsibility. It can be managed in the same manner that production and cost issues are managed. Under the loss control system, safety needs are identified and evaluated. Programs with performance standards are developed and implemented and the activities and results are regularly monitored. Between 1992 and 1996, Barrick Goldstrike worked at developing and improving its safety management systems. These efforts had a positive return. The incident rates began to decline as these improved systems were implemented. Studies were undertaken in early 1996 to evaluate the effectiveness of the safety and loss control programs in reducing accidents. The studies showed a strong correlation between the implementation of the loss control programs and the resulting reduction in all accidents. Studies in the process division revealed that Barrick had experienced reductions in personal injury accidents from the projected number that could have been expected had no changes been instituted. These reductions ranged from 39% in 1993 to 59% in 1995. These reductions from the projected rates held true for all types of accidents; personal injury, property damage and Mine Safety and Health Administration (MSHA) reportable.

Jan 1, 1997

By Cherie M. Tilley

Dynatec Mining Contractors (Dynatec) entered into a contract with Barrick Goldstrike Mines (Barrick) to develop the deep gold ore reserves at the Meikle Mine north of Carlin, Nevada. The Ventilation and Production Shafts were started in early 1994 and were completed in December, 1995. The mine development and mine construction programs were completed in November, 1996. This paper describes the Meikle Mine development program.

Jan 1, 1997

By Julio E. Claudeville

Approaches and Lessons Learned ??Address business needs?local skills training and employment ?local procurement programs ?health and safety programs ??Ensure consultants/ advisors/ contractors apply Company standards ?especially in the field/ locally ?will not be differentiated from the Company itself

May 1, 2006

By Robert Smith

Deposits are global, said Barrick Gold's Smith. This means that the mineral industry, by necessity, is global. "Manufacturers have considerable freedom to decide exactly where they wish to produce whatever it is that they sell," he said. "What we sell, on the other hand, must be produced where nature chose to lay it down. The question is not so much, whether to go global, as when to do it and how to go about it." The timing of international expansion depends on external factors, often political, Smith said, and on internal ones that relate to the company's size and stage of development. "In deciding how to expand, a company is largely deciding how to adapt its existing business strategy to activity on the world stage," he said Barrick entered 1997 with 1.58 kt (51 million oz) of reserves, Smith said, annual production of 93.3 t (3 mil- lion oz) and cash flow of $463 million. Reserves in- creased 40% in 1996 and production will begin to rise again significantly in 1999. "We believe our fundamental strategy is responsible for our early development and subsequent success," he said. Barrick entered the gold-mining industry in 1983. Its corporate mandate was to create shareholder value, Smith said. From the beginning, the company took a different approach - businesslike, entrepreneurial, strategic and focused. "Many mining companies start out with a technical team and develop business and financial expertise thereafter," Smith said. "In 1983, Barrick had the business people, and then moved into mining." First, it acquired part interest in two small operations, one in Alaska and one in Ontario. Then, in 1984, it merged with Camflo Mines, which operated a low-cost underground operation in Quebec.

Jan 1, 1997

By J. Ran

Ground instability is among the major causes of serious incidents and production disruptions in the mining industry and has a significant impact on safety. Mining companies may have operations in a number of jurisdictions with varied regulatory requirements for ground control management. As these companies expand into countries where mining regulations are formative or lacking clear definition, ground control practices are usually developed by local mine personnel based on their experience. In many cases, inconsistent procedures and standards are generated, which can lead to an increase in occurrence of underground incidents due to difficulties and confusion in implementation. This situation has forced some mining companies to standardize their ground control practices by geographic regions or divisions. Though this approach is an improvement, it may not lead to effective management of ground control issues across all operations of a global mining company. Barrick Gold Corporation, with operations in North and South America, Australia and Africa, decided to adopt a global approach to ground control management. This global approach requires all Barrick operations to prepare and implement an effective ground control management plan (GCMP) based on site specific conditions and company guidelines. It is also required that the GCMP be developed through application of sound geotechnical engineering practices and be consistent with local regulatory requirements and Barrick safety policies. All Barrick underground operations have GCMPs in place, and its surface operations are now involved in the initiative. This paper presents Barrick?s global approach to underground mine ground control management and outlines the content and process for the development of a GCMP.

May 1, 2006

The Barrick Zaldivar mine is an openpit, heap-leach copper mine in Region II of northern Chile at an elevation of 3,300 m (10,826 ft), approximately 1,400 km (870 miles) north of Santiago and 175 km (109 miles) southeast of the port city of Antofagasta. In 2006, Zaldívar produced 307 million lbs of copper, with reserves estimated at 5.7 billion lbs. The mine uses conventional methods of openpit mining: Pure cathode copper is produced by three stages of crushing and stacking the ore, followed by heap leaching and bacterial activity to extract copper from the ore into solution. A solvent extraction and electrowinning process then removes the copper from solution and produces the cathode copper. A flotation plant also recovers copper contained in the fine fraction of the crushed ore. In 2006, an existing A-frame structure that covered copper ore from the mine?s secondary crushing operation was damaged beyond repair. The material delivery configuration of this original structure had the conveyor carrying incoming ore directly over the low roof to drop ore into the building at its peak, and ore trickling from the sides of the conveyor had accumulated on the roof, overloading it. A better solution had to be found, and fast: First, the Chilean Commission does not permit uncovered piles of this type since the extremely fine material leads to serious pollution problems. Second, Barrick Zaldivar is very concerned about worker safety, and the amount of dust created by the uncovered pile was not acceptable. Finally, some amount of copper was lost in the dust generated by the winds of the Andes. The major issues faced by Barrick Zaldivar in designing a new structure included:

Jan 1, 2009

Barrick Gold plans to have four new gold mines in production by 2006. Together, the mines would increase the company’s output by 40 percent. The projects include Veladero in Argentina, Alto Chicama in Peru, Cowal in Australia and Tulawaka in Tanzania. All of them are scheduled to begin production between the first quarter of 2005 and the first quarter of 2006. They are expected to drive Barrick Gold’s growth profile to a target of 211.5 to 217.7 t (6.8 million to 7 mil-lion oz) of gold production in 2007. The company’s projected output for 2004 is 152.4 to 155.5 t (4.9 million to 5million oz) in 2004. Overall, higher production and lower costs are expected in the early years from the new mines.

Jan 1, 2004

By Stephen C. Tadolini

Effective barrier pillar design is an essential component for safe and productive underground coal mining. Barrier pillar design methodologies that incorporate sound engineering judgment have been used for practical everyday usage. The next logical step is to utilize numerical modeling techniques that help combine practical experience and empirical observations into barrier pillar design analysis. A case study is presented that describes the barrier pillar design process, but also highlights the importance of considering the global mine response by evaluating: adjacent pillar stabilities, impact of intersection and entry widths, capacity of primary and secondary bolting systems and rib stabilization used for the safe and efficient removal of the longwall face equipment.

Jan 1, 2013

By S. H. Ash

THE BARRIER-PILLAR SYSTEM in the Lackawanna Basin consists of 93 barrier pillars between Archbald and Taylor, Pa. These pillars affect 48 mines, have a total length of 87 miles, and confine 21 underground pools, which contain more than 10 billion gallons of water. From an investigation of size, position, and condition of the barrier pillars, it is apparent that those concerned are uncertain, not only as to the method by which the sizes of the barrier pillars were determined but also as to the stability of those that may be expected to act as dams. Where a barrier pillar must act as a dam, its failure may result in loss of life, the mine, or both; it would be far better had it not existed and thereby given a false sense of security.

Jan 1, 1952

By S. H. Ash

THE INVESTIGATION of barrier pillars in the Southern field is part of the comprehensive study of the mine water problem in the anthracite region of Pennsylvania by the Federal Bureau of Mines (1, 2, 5, 6, 7, 8, 9, 10, 11, 12, 15, 16, 18).4 Tim Southern field is in Carbon, Schuylkill, Dauphin, and Lebanon Counties, in eastern Pennsylvania; has an area of 200 square miles; is 70 miles long from Mauch Chunk on the east to the Susquehanna River on the west; and is 1 to 6 miles wide. In the Southern field are 37 underground water pools containing 37312 billion gallons of water (5). Most of these pools overflow to the surface because the barrier pillars controlling them are effective under existent, conditions. Abandonment of mines in the Southern field has resulted in the hooding of 34 percent of the field. The largest tonnage of reserves of anthracite lies in this field, where mining conditions are most difficult. Large reserves of anthra¬cite underlie the abandoned mine workings, and before a great part of these reserves can be developed and extracted, the abandoned workings must be unwatered and kept drained (5).

Jan 1, 1953

By S. H. Ash

THE INVESTIGATION of barrier pillars in the Western Middle field is part of the comprehensive study of the mine-water problem in the anthra¬cite region of Pennsylvania by the Federal Bureau of Mines (1, 2, 5, 6, 7, 8,9,10,11,1,2,15,16).8 The Western Middle field is in Schuylkill, Columbia, and Northumberland Counties in eastern Pennsylvania. It has an area of 120 square miles, is 42 miles long from Delano on the east to Trevorton on the west, and is 2 to 5 miles wide. In the Western Middle field are 58 underground water pools containing 38 billion gallons of water (5). Some of the pools overflow to the surface, and the water from others seeps into adjacent mines through permeable barrier pillars separating them from abandoned mines. Several active mines are interconnected to workings in abandoned mines, which are partly filled with water. These mines are separated by barrier pillars that are considered effective only below the altitude of the connections. In some abandoned mines, pumping stations maintain the water at altitudes where the hydrostatic pressure against the barrier pillars is not excessive and does not endanger adjacent active mines. If water in these abandoned mines is allowed to rise to where it can overflow into the active mines, it must be pumped from the active mines at lower altitudes; this materially increases the cost of pumping. It is estimated that from 1944 to 1948 approximately 30 percent of the water pumped to the surface was from abandoned mines.

Jan 1, 1953

By J. Restrepo, N. Ripepi

"The International Organization of Standards defines risk as “the effect of uncertainties on achieving objectives (15).” In mining, many uncertainties can influence the outcome of personal or professional objectives and are often difficult to predict. Risk management, the minimization and control of adverse effects from exposure to identified risks, is a well-established concept that can summarized as “being smart about taking chances” (12). Risk management now consists of management processes unique to numerous organizations across many industries, as varying sectors encounter a variety of needs, including the analysis and mitigation of risks related to physical security, product liability, information security, various forms of insurance, regulatory compliance, and workplace safety (12). The reoccurrence of multiple fatality events in the US mining industry, especially the underground coal sector, suggests an opportunity for improved methods of major safety hazard identification, assessment, and mitigation. A risk management approach would include ready identification and mitigation of these risks, inclusive stakeholder engagement, and rapid integration. While many solutions to reducing the risk of mine disasters have been proposed including stricter regulation and improved technology, a comprehensive risk management approach has yet to be fully integrated in the US mining industry. In December of 2006, R. Larry Grayson of the National Mining Association’s Mine Safety Technology and Training Commission called for “a new paradigm for ensuring safety in underground coal mines, one that focuses on systematic and comprehensive risk management as the foundation from which all life-safety efforts emanate (7).” A risk management approach has already been implemented with success in Australia’s minerals industry as part of a transition during the mid-1990s from a prescriptive based health and safety attitude to a more proactive, duty-of care [risk-based] philosophy (13, 16, 17).FUNDAMENTAL ELEMENTS OF RISK MANAGEMENT TECHNIQUES The fundamental components of a comprehensive risk assessment/management program are well-established within the realm of mining health and safety. Figure 1 depicts the elements of a typical mining hazard management framework. The first step in any safety-based risk management system is to identify and assess hazards by their location, nature, and magnitude within a mine. Next, a decision is made about choosing to eliminate, mitigate, or tolerate each hazard. Ideally, a hazard will be eliminated during the design stages of mining, though dynamic mining conditions often require continuous improvement and reevaluation of existing hazard controls. If elimination is not possible, hazard mitigation actions can consist of methods, rules, equipment, competencies, or other mechanisms. If a hazard is simply tolerated, as many inherent mining hazards must be, then specialized administrative controls must be utilized to minimize losses. During this process, the performance of each action is monitored and modified as needed (13)."

Jan 1, 2015

The commercial development of the shallow (2200 ft2 400 ft) Windalia sand reservoir at Barrow Island provided the opportunity to conduct an intensive drilling programme using equipment and techniques designed for optimum performance.During the initial exploratory and reservoir delineation phase, 12 specific Windalia test wells were drilled using drilling equipment with an optimum depth range of 6QOO ft - 8000 ft and a 9 5/8 in by 7 in. casing programme was employed. The average time from commencement of move-in to rig release exclusive of coring for five representative wells was 187 hr during this phase.Development drilling commenced December 1966 with one rig, with the second in operation January 1967.As of January 1 1968, 168 development wells had been completed. The two rigs employed are drive-in units equipped with a telescoping .gelf raising doubles mast.Optimum depth range with 4 1/2 in. drill pipe is 2500-4000 ft. Casing programme is 8 5/8 in. by 5 1/2 in. Efficient performance was achieved immediately. The average time from commencement of move-in to rig release for 15 wells drilled early in the development programme was 99 hr.By application of experience and further modification of techniques, performance was improved to an average time of 72 hr per well for 15 wells recently completed.The major drilling problem on Barrow Island is surface hole drilling due to the very hard surface limestone combined with complete loss of circulation at sea level.In this operation, significant improvements have been effected. During the exploratory phase drilling, 12 1/4 in hole to set 9 5/8 in. casing, average penetration rate was 23 ft/hr. At the commencement of the development programme penetration rate, drilling 10 5/8 in. hole to set 8 5/8 in. casing, was 28 ft/hr for the 15 early wells considered, improving to 55 ft/hr for the 15 recent wells considered.This programme is a team effort and much credit must be given to the enthusiastic co-operation of the two drilling contractors.The current field record is 2 days 4 hr with a 4 1/2 hr move including the drilling of mousehole and rathole.

Jan 1, 1968

A little more than a year and a half ago construction started on Canada's largest initial milling plant. Today the zinc concentrating plant 7 miles north of Barraute sits on ground that once was forest and clay flats. The plant is part of Barvue Mines Ltd. zinc-silver operation. Employees of the plant live in the model community of Barvue, built like the plant in record time. About 5000 tons of ore are handled by the plant daily, with an output of 200 tons of zinc concentrate. Management hopes to raise capacity of the $8 million plant to 6000 tons.

Jan 8, 1953

By W. W. Weber

"The Mine property comprises some 700 acres in ranges VI and VII, Barraute township, about thirty-seven miles due north of Val d'Or in northwestern Quebec.The transformation of a small farming community into the youngest and largest zinc producer in eastern Canada began late in the autumn of 1950. At this time, a geological survey party of the Quebec Department of Mines discovered sphalerite-pyrite mineralization in a strong regional shear structure crossing range VII of Barraute township. Diamond drilling commenced in November 1950, and by June 1951 a total of more than 63,000 feet of drilling, at fifty-foot intervals, had explored an ore zone 2,500 feet in length and 102 feet in average width to a depth of 700 feet, the deepest ore intersection.Production started late in 1952, and is at present in excess of 4,000 tons per day. Production in 1954 of77,790, 166 lbs. of zinc and 989,610 oz. of silver, from 1,525,284 tons of ore, makes this mine the largest zinc producer in eastern Canada.General GeologyAll the consolidated rocks of the area are Precambrian, and most of them are volcanic. They consist mainly of subsiliceous Javas, with smaller amounts of siliceous to intermediate lavas and pyroclastic rocks. The lavas have been intruded contemporaneously by many sill-like bodies of coarser-grained diorite and gabbro. There are no sedimentary rocks within ten miles of the mine.A period of major folding and faulting was followed by intrusion of granite. The volcanic rocks have been compressed into isoclinal folds trending roughly east-west, and the granitic batholiths also show a rude lineal alignment in the same direction. The granitic masses vary consider-ably in composition, ranging from the potassic LaCorne granite, ten miles south of the mine, to the sodic Duverny mass, ten miles west. In addition there is a variation from a general granitic core to dioritic and gabbroic phases on the margins and in satellitic intrusions."

Jan 1, 1949

By H. A. Gardner, G. B. Heckel

The principal use of barium sulphate is as an inert paint pigment.

Jan 1, 1915

By H. A. Gardner

THE principal use of barium sulphate is as an inert paint pigment.. For this purpose, the ground material is used both in its natural and in its artificial forms. Probably the largest amount is used in the production of a chemically precipitated pigment called lithopone which consists of 70 parts of barium sulphate and 30 parts of zinc sulphide. An enormous tonnage-of this pigment is at the present time being used in the manufacture of interior flat wall paints of the oil type, such paints having almost entirely supplanted the use of corroded white lead which was at one time used for interior painting. The more dense nature, lower price and sanitary value of lithopone was responsible for this change. Lithopone is, moreover, used to a large extent in the manufacture of oil cloth, shade cloth and linoleum. Its whiteness makes it of particular value for this purpose. Barium sulphate is also used of itself in admixture with other pigments in the manufacture of prepared paints. The chemically precipitated form of barium sulphate, which is generally called blanc fixe, is also used for this purpose. Much controversy has raged in the paint world over the question of inert pigments such as barytes, silica, asbestine and china clay. These pigments are probably called inert because they have no chemical action upon the linseed oil in which they are ground to produce paints, and on account of the fact that they become transparent in oil. It is well known that in the manufacture of paints, opaque white pigments, such as basic carbonate white lead, basic sulphate white lead, zinc oxide etc., are generally used as the grinding base. These base pigments, when ground in oil, react therewith to some slight extent, and they produce white paints which have excellent biding or obscuring value. The inert pigments so-called, when ground in oil and spread out into a thin film, form transparent coatings which have no hiding power. It has been contended, therefore, that the use of barytes or similar inert pigments in paints is resorted to simply for the purpose of cheapening the cost of the product.

Jan 9, 1914

By C. O. Campbell

THE recognition by C. W. McKee, field engineer for Springer Sturgeon Gold Mines, Limited, in the fall of 1940, of the economic possibilities of a small outcrop of baryres near Pembroke, in Hants county, Nova Scotia, followed by aggressive exploration and development by the Company, has placed Canada for the first time in its history in the position of becoming a major producer of barytes and its products. In past years, production of this mineral in Canada has been unimportant. Thus the coral output from 1885 ro 1933, inclusive, amounted to only 41,027 short tons, following which there was no production until 1939. Deposits in Nova Scotia, and particularly in the Lake Ainslie district, Cape Breton, have been the main source of supply, with a production between 1866 and 1925 of 31,689 tons. Following the examination of the outcrop of baryres near Pembroke by Mr. C. W. McKee in October, 1940, the area surrounding it was trenched, and, as this work gave encouraging results, a diamond drilling programme was commenced. A grid system was laid our and sixteen holes aggregating 2809.3 feet were put down, spaced at 100-foot intervals, the deepest hole being 300 feet. This drilling outlined a body of high-grade baryres over 600 feet long and 200 to 250 feet wide, with an average depth of 120 feet and estimated to contain well over one million tons of ore. The limits of the body were reached on the west, north, and southwest, but the drilling was suspended before the eastern limit was determined. Quarrying operations, and construction of a 100-ton mill, were commenced in February, 1941. The mill was placed in operation on May 29th, and on June 15th, eight months after the initial discovery, the first shipment of 2,500 long rons of milled baryres was made to Trinidad, British West Indies.

Jan 1, 1942