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By Ivan Weber

Asking the question, “What do the world’s leading corporations and cutting-edge practitioners of sustainability put forth to guide a given mine site for planning and action toward ‘sustainability’?”, this paper explores the spectrum of methodologies and mindsets in available literature, then constructs an example for the large near-closure facility at Kennecott Utah Copper. Values, opportunities and constraints spring from physical, unutilized byproducts, from critical ecosystems and wildlife populations, from location relative to those ecosystems and proximate communities, and from the political will to perform adequate feasibility investigations. Patience, determination and thoroughness are imperative. Identifying most productive and, simultaneously, most protective and restorative, practical methods to approach ‘sustainability’ has become a central mission of industry and business, worldwide. A survey of recent international initiatives finds no single approach that establishes either a readily adaptable methodology or an appropriate set of ‘attention’ points, or agenda, to guide individual mining operations at specific locations toward the elusive but essential goal of ‘sustainable’ mining. Untying this convoluted knot of contending factors requires willingness to recognize and work within ecological constraints for community long-term needs. Occasionally, the task requires the sword of Alexander the Great. Through integration that is unflinchingly honest ethically, culturally, economically, ecologically and scientifically, fully cognizant of place and community at whatever scales are of greatest significance, and integrative of both problem-response and opportunity, we may envision a mineral extraction and beneficiation future that achieves the best, most nearly sustainable, results possible. Industrial ecology (IE), with its clear emphasis on community, ecosystems, and sustainable economic stimulation, presents a sufficiently broad and adaptable discipline to facilitate planning and management toward sustainable mining. The creation of sustainable jobs encapsulates IE’s analogy to the niche survival strategies of organisms in nature. Open to common-sense recognition of faults and opportunities at appropriate scales, IE is less a discipline or prescribed methodology than a mindset, willing to be rigorously scientific when science is imperative, but also willing to exercise “art” when creativity or community engagement are needed. IE is also capable of future-looking compassion for peoples and nature. Looking beyond what has occurred to date, the case of Kennecott Utah Copper provides ample illustration of possibilities for community economic development, environmental management, and significant initiatives beneficial at regional and planetary scales, to become recognizable as deserving of the label, ‘sustainable.’ Through what this researcher terms “whole mine, whole region, whole planet” thinking, strategies become visible and subject to serious consideration, presenting a path to best possible accomplishment in mining. Constituting a maximal broadening of mining’s “traditional” scope, the integrative approach proposed here is the ‘paradigm shift’ being made by many other industries around the world. In aggregate, these steps are the only hope for avoidance of environmental, social and economic risks that threaten to curtail resource development and impair mining companies’ ‘social license to operate.’

Jan 1, 2005

By W. F. Visser

The growing availability of information and data analysis capabilities of recent years provides new opportunities for improving the performance of mining operations. By using real-time measurements and artificial intelligence, it is possible to respond faster to changing conditions, while accurate and timely information permits rapid evaluation of changes and fast business improvement decisions. This article presents a blueprint for alignment of systems, organizational design, and management practices to leverage these developments in performance-driven operations management in mining and mineral processing. The first component of the blueprint is a performance framework with a system of key performance indicators for production control that can be used across organizational levels. This system places improvement at the core of management activities, giving greater importance to improvement skills at lower organizational levels, so companies can leverage available information for improving operational control. Secondly, the blueprint defines an organizational structure that strengthens performance improvement with technological and change management capabilities. Finally, the blueprint proposes alignment of management practices, covering the optimization of short-interval controls, the application of an improvement project portfolio management system that determines the ownership of improvement projects, and the coordination of controls across the organization. This combination of systems, organizational design, and management alignment supports rapid decision-making at the right organizational level. Introduction of the presented blueprint for operations management enables mines to leverage the developments in information and analysis capabilities to improve the performance of operations.

By Neha Shukla, Nikhil Dhawan

The current study examines the extraction of rare-earth elements from trichromatic phosphor of discarded tube lights via baking processes. The Y2O3: Eu3+ (YOX) and BaMgAl10O17: Eu2+ (BAM) phases completely decomposed during acid and alkali baking with > 90% Eu and Y extraction. Prior, selective acid leaching of the YOX phase enhanced the acid baking process at a lower temperature (< 230 ℃). Feed acid baking showed a maximum 87% Tb, 36% La, and 17% Ce extraction at 500 °C, 0.5 h, 1 ml/g H2SO4, and alkali baking yielded 16.1% Tb, 86% La, and 73% Ce at 300 ℃, 0.5 h, 50 wt.% NaOH. The acid baking of the acid-leached phosphor yielded 72% Tb, 95% La, 63% Ce, ~ 95% Y, and Eu extraction at 300 °C, 0.5 h, 1.05 mL/g H2SO4. Lower Tb extraction during the acid baking of acid-leached phosphor can be attributed to the formation of Ba3Tb( PO4)3 and BaTbO3 phases. Insoluble Si3Tb5 phase formation and partial decomposition of CeMgAl11O19: Tb3+ (CMAT) phase in the alkali baking route leads to lower Tb extraction. The acid baking process is suitable for extracting Tb, Eu, and Y, whereas the alkali baking process is suitable for La and Ce. The thermal analysis of phosphor and flux interaction depicts that alkali baking is less energy-intensive than acid baking. In comparison, the one-step acid baking process and the two-step alkali baking process yielded desirable extraction results (87% Tb, total RE (rare earth) 78.5% and 50.4% Tb, total RE 59.3%). The product yield in the acid and alkali baking route of feed, acid-leach phosphor is 36%, 29%, and 39%, 28.2%, respectively, with ~ 98% mixed rare-earth oxide purity.

May 5, 2022

By Steve Kral

Worker safety is an issue that transcends industries, whether it be mining, construction, manufacturing or even general office work. In the mining industry, safety and training are particularly important because mining is a dangerous occupation. Throughout the years, federal and state safety regulations have been written and revised to keep up with the changing technologies. And mine operators have installed their own safety and training programs. They have come to realize that a safe and healthy workforce has positive effects on productivity and profitability —not to mention avoiding the high costs of injury-related absenteeism.

Jan 1, 2003

By J. P. Brady

A major spontaneous combustion incident occurred in the sealed goaf of the SL3 Panel; Southland Colliery in 2003 resulting in the loss of a longwall and sealing of the mine. The most important issue for the new owners, Yancoal Australia Pty. Ltd, was to effectively manage the atmosphere in the fire affected sealed area. This atmosphere comprised of flammable gases, the products of combustion and excessive levels of oxygen due to pressure differentials across the panel isolation seals with a potential ignition source associated with the residual spontaneous combustion event. The challenges were met in the first instance by the erection of pressure balance chambers with limited success. The problem was not solved until the pressure chambers were pressurized using a Floxal Nitrogen Plant supplied by Air Liquide Australia. Given the success of this approach on a small scale, a higher capacity Air Liquide Floxal Unit was acquired to manage spontaneous combustion at the recommencement of longwall mining operations. This provided the ability to pressurize pressure chambers that were installed in the Maingate Seals behind the face of the adjacent Longwall Block effectively preventing the ingress of oxygen and permitting the goaf to self inert in a reasonable time period. This paper summarizes a new proactive method of mitigating the risks associated with active and sealed goaves. Proactive management of these areas using low flow nitrogen into pressure chambers to maintain a positive pressure has eliminated typical reliance in explosion proof or explosion resistance seals as the primary control.

Jan 1, 2009

By R. Heiser, J. Vendetti, B. P. Connor, E. J. Haas

Health and safety indicators help mine sites predict the likelihood of an event, advance initiatives to control risks, and track progress. Although useful to encourage individuals within the mining companies to work together to identify such indicators, executing risk assessments comes with challenges. Specifically, varying or inaccurate perceptions of risk, in addition to trust and buy-in of a risk management system, contribute to inconsistent levels of participation in risk programs. This paper focuses on one trona mine’s experience in the development and implementation of a field-level risk assessment program to help its organization understand and manage risk to an acceptable level. Through a transformational process of ongoing leadership development, support and communication, Solvay Green River fostered a culture grounded in risk assessment, safety interactions and hazard correction. The application of consistent risk assessment tools was critical to create a participatory workforce that not only talks about safety but actively identifies factors that contribute to hazards and potential incidents. In this paper, reflecting on the mine’s previous process of risk-assessment implementation provides examples of likely barriers that sites may encounter when trying to document and manage risks, as well as a variety of mini case examples that showcase how the organization worked through these barriers to facilitate the identification of leading indicators to ultimately reduce incidents.

Jan 1, 2018

By R. Heiser, J. Vendetti, B. P. Connor, E. J. Haas

Health and safety indicators help mine sites predict the likelihood of an event, advance initiatives to control risks, and track progress. Although useful to encourage individuals within the mining companies to work together to identify such indicators, executing risk assessments comes with challenges. Specifically, varying or inaccurate perceptions of risk, in addition to trust and buy-in of a risk management system, contribute to inconsistent levels of participation in risk programs. This paper focuses on one trona mine’s experience in the development and implementation of a field-level risk assessment program to help its organization understand and manage risk to an acceptable level. Through a transformational process of ongoing leadership development, support and communication, Solvay Green River fostered a culture grounded in risk assessment, safety interactions and hazard correction. The application of consistent risk assessment tools was critical to create a participatory workforce that not only talks about safety but actively identifies factors that contribute to hazards and potential incidents. In this paper, reflecting on the mine’s previous process of risk-assessment implementation provides examples of likely barriers that sites may encounter when trying to document and manage risks, as well as a variety of mini case examples that showcase how the organization worked through these barriers to facilitate the identification of leading indicators to ultimately reduce incidents.

Jan 1, 2017

By A. W. Khair

This paper deals with the design characteristics of cutting tools and the operating parameters these tools are usually subjected to. Eight types of cutting tools/bits with different geometrical shapes and sizes were tested in a linear cutting apparatus, utilizing concrete blocks. The objectives of these experiments were to study the performance of each type of bit, make qualitative assessment of each bit geometry and size and establish cutting parameters for efficient utilization of the tools. During the experiment required forces Fx, Fy, and Fz, cutting, penetrating and lateral forces respectively and audible and sub-audible noises were measured. In these experiments, the depth of cut was kept constant to 1.5 inch while the bit spacing was varied 1.5,2.25 and 3.0 inch (3.75,5.6 and 7.5cm respectively). The results of these experiments indicated that by optimum ratio of depth of cut to bit spacing, the cutting face will be cleaned with the least ridge/land remains between the bit groves, resulting in least specific energy consumption, more large and less fine product particles and substantial reduction of audible noise. The results of these experiments also showed that proper bit design not only decreased cutting energy consumption but also reduced audible noise.

Jan 1, 2001

By J. O. Marsden

Part I in this series of papers considered the chemistry of medium-temperature pressure leaching of copper sulfide concentrates and reviewed the metallurgical testing and initial process development for this technology. This initial work resulted in the development of a process flowsheet utilizing superfine grinding (to a P98 of 12 to 15 µm and P80 of 6 to 7 µm), pressure leaching at 160° to 170ºC, followed by conventional solution extraction (SX) and electrowinning (EW) for the recovery of copper. However, this process required a significant amount of concentrated acid to be fed to the pressure leach vessel to meet the reaction requirements, representing a cost of between $0.03 and 0.05/lb copper (2006 basis) produced by the process. It was immediately recognized that the development of a process that did not require such a large acid addition would be advantageous. This paper, which is Part II in the series, describes the development of a process that incorporates medium-temperature pressure leaching and direct electrowinning (DEW) in a novel and innovative process flowsheet. Phelps Dodge (a subsidiary of Freeport-McMoRan Copper & Gold Inc.) refers to this as the ?MT-DEW-SX? process. Part III in this series covers the large-scale demonstration of the MT-DEW-SX process at Bagdad, Arizona; and Part IV addresses the development and design of a full-scale commercial application at Morenci, Arizona.

Jan 1, 2007

By S. E. Phillipson

During the course of evaluations by the Mine Safety and Health Administration’s Roof Control Division, the controls on ground instability were investigated at surface and underground limestone mines throughout the eastern and southern United States. Structural geologic features, including joints and faults, were identified by basic geologic mapping as primary controls on highwall and back instability in surface and underground limestone mines. By comparing the spatial orientation of discontinuities and internal angle of friction with the orientation of highwalls on a stereonet, the potential for sliding, toppling, and raveling failures was evaluated in a semi-quantitative fashion. Structural geologic mapping identified faults and joints, which dismembered the back and were associated with ground instability, in underground mines. This paper documents the importance of recognizing structural geologic controls on ground stability in limestone mines, advocates basic geologic mapping as a critical component of ground control programs at surface and underground limestone mines, and provides examples of simple stability evaluations using the stereonet method.

Jan 1, 2006

By Clay Haynes

In 2005, Black & Veatch Corporation began designing a raw water conveyance system for San Luis Obispo County from Lake Nacimiento to the city of San Luis Obispo. The first element of the water transfer system will be a raw water pump station and lake tap. The wet well of the pump station will consist of a concrete lined shaft approximately 180 feet deep constructed in the very incompetent sandstone of the Vacqueros Formation. The lake will be wet tapped at approximately 172 feet below grade using a slurry earth pressure balance tunnel boring machine. The 48 to 72-inch finished diameter microtunnel will be approximately 500 feet in length. Construction is scheduled to begin in the winter of 2007.

Jan 1, 2008

By Wayne Green

The Regional Municipality of York, located north of the City of Toronto in Ontario, Canada, has experienced unprecedented growth during the past decade, with new home construction averaging 15,000 units per year. This rate of growth is planned to continue well into the future with a projected growth of more than 500,000 new residents by 2031, combined with a tar-get of more than 300,000 new jobs to provide a sustainable economic base for the region. It should be noted that York region has been designated as one of the key growth centers by the province of Ontario, aimed in part to meet the housing and employment needs of Canada?s growing population. York Region is a mix of urban and rural areas and is one of the most desirable areas to live in Southern Ontario. York region offers an attractive lifestyle, with its nine municipalities and the amenities created by the many rivers, streams and protected greenbelt areas that encompass more than 69 per cent of the region?s area.

Jan 1, 2010

By R. L. Grayson, F. Giana, R. Aspinwall

Small-mine and contractor Fatal Incidence Rates have been a problem for over 20 years in the coal industry, and the rates persist as unacceptably high. This paper briefly retraces historical information and data on the continuing problem and recounts the many unsuccessful efforts and initiatives to address the problems effectively. Next the results of a review of international literature on addressing the problems are presented. After focusing on a method to pinpoint the trouble spots more specifically through a nested data analysis, suggestions are provided on how the problem may potentially be addressed more systematically and effectively in the U.S.

Jan 1, 2006

By Steve Kral

For the past several years, copper producers have faced a tough business climate. Nagging low prices forced many them to reduce their production and make other drastic cutbacks just to breakeven. And sometimes even that did not work. But, like other downturns in the industry, this latest dismal copper market allowed technology to make further inroads into mining and processing operations. Now that the copper market appears to be making a turn for the better, those years spent investing in technology by equipment manufacturers and forward-thinking mining companies should begin paying off.

Jan 1, 2004

By Marion Loomis

Environmental regulation is an ever growing cost to the mining industry. Requirements for such items as air quality modeling, hazardous waste disposal, selenium concentration in water and sagebrush planting consume more of the mining industry’s resources each year. The mining industry is willing to make the necessary financial commitments to assure that the air, land and water resources are adequately protected and restored. However, it is sometimes difficult to explain to management and stockholders why money should be spent on a specific issue when science and common sense indicate it is being wasted. Common sense and sound science should dictate how mining is regulated.

Jan 1, 1994

By Sigmund D. Schwarz

INTRODUCTION In late 1970, an experimental geophysical program was undertaken at the Lake Huron Tunnel for the purpose of developing a geophysical technique that could be applied to determining the thickness of rock above the crown of the tunnel and identifying anomalous geologic conditions ahead of the face as the tunnel was advanced. The Lake Huron Tunnel is an 18.5 foot diameter machine bored tunnel having a total length of approximately 6 miles. The easternmost 4.5 mile section of the tunnel extends offshore beneath Lake Huron. At the time this study was started, approximately 1.5 miles of bore remained to be completed at the east end of the project. The tunnel is part of a raw water intake for the City of Detroit water supply. The Lake Huron Tunnel is bored in Antrim shale, a dense marine shale of Mississippian or Devonian age. The west end of the project encountered banded brown shale containing numerous calcareous concretions ranging in size from a few inches to more than 16 feet in diameter. As the tunnel was advanced in an easterly direction, a transition was encountered into very uniform gray shale. One set of prominent vertical joints was encountered with a strike running approximately 15 to 20 degrees askew of the tunnel axis. Bedding is essentially flat. Variable quantities of salt water and natural gas occur in the rock. The results of exploratory drilling carried out for preliminary design studies indicated that as little as 30 to 35 feet of rock cover could be expected under the lake at the east end of the project.

Jan 1, 1997

By A. Iannacchione

Longwall mining began within the Pittsburgh coalbed of Pennsylvania (PA) in the early 1970?s. Originally, longwall mine layouts were designed to fit within existing room-and-pillar operations, where panels were limited to that of typical production panels, e.g. a few hundred feet wide by a few thousand feet long. In these early designs, the gate entries were comprised of chain pillars similar to those found along main entry systems or within pillar recovery sections. The modern longwall mine has little in common with their 1970?s predecessors. Today the entire mine layout is designed around the longwall mining method. The longwall panels have grown to well over one thousand feet in width with lengths now measured in miles. In addition, development pillar sizes and shapes are matched to specific performance requirements.

Feb 27, 2013

Perhaps the most significant development in China&apos;s base metal sector is the discovery of major copper porphyries in northern Jiangxi Province and the adjacent southern Anhui Province. At the center of the new exciting district is the proposed Dexing copper complex, located some 350 km east of Nanchang, the provincial capital of Jiangxi. This project represents China&apos;s first attempt to put together a major large-scale open-pit operation, comparable in magnitude to Arizona porphyry operations. With the aid of Fluor Mining and Metals, the Chinese plan to develop a 135-175 kt/d open-pit mine, a matching large-scale mill, and the infrastructure needed to accommodate the big operations. An operation of this magnitude would significantly reduce China&apos;s import requirements by some 75%. China imports of the red metal are running around 200 kt/a. Under the direction of the Ministry of Metallurgical Industry, the Chinese are currently operating a 10-kt/d mine and mill with equipment primarily of Chinese origin. Dexing engineers told ME that they are considering a possible scale-up to 20 kt/d. How this effort will ultimately jell with the major expansion program is largely a matter of conjecture. Fluor Mining and Metals received a $10-million contract in December 1978 to develop a preliminary engineering and design program. While the original plans called for a 175-kt/d capacity complex, the Chinese subsequently decided to scale it down somewhat. The current proposal is around a 135 kt/d, which would in- elude the existing operation, according to Dexing engineers. Completion of the engineering and design phase is expected by March 1980 and a go-ahead decision will likely be made at that time. The value of the engineering and construction contract is estimated between $800 million and $1 billion. At right, mined ore is dumped 150 m down the mountain to a holding pocket below for rail haulage to the processing plant. Below, a Chinese miner tackles the universal problem of hard toes in the pit with a jack leg. Reserves and Early History The Dexing mineralization consists of three principal ore bodies, including the Chushahung on the north mountain, and the Tungchang and Fuchiawu on the south mountain. Combined ore reserves are estimated by mine geologists at 1.7 Gt of 0.4-0.5% copper. As is characteristic of porphyries, the ore contains important associated values of molybdenum, rhenium, pyrite, gold, and silver. There is also some secondary calcocite and bornite with an oxidized capping. Historically, copper was recovered with iron from the pregnant solutions emanating from the Tungchang deposit as early as the Tang Dynasty (700 AD). Modern day exploration was conducted by the Bureau of Geology in 1956 and reserve figures were es-

Jan 3, 1980

By B. C. Lewis

Have technological advancements in underground coal mining driven people&apos;s skills to new highs or have the expanded skills of mining people driven the industry&apos;s technological advancements. Who knows? What we do know is that both our technology and our people have made meaningful and significant advancements. Overall, longwall systems continue to increase productivity and retreat faster. Globally, gate road development is the primary bottleneck in a longwall mine. The primary bottleneck in gate road development is roofbolting. Generally, roofbolting is the bottleneck in room and pillar operations as well. This paper will present an integrated manufacturer&apos;s (Joy Mining Machinery) vision of the future in comparison to current equipment performance. Particular emphasis will be placed on roofbolter technologies.

Jan 1, 1999

By F. G. Crack, R. V. Ramani, R. L. Frantz

Management for mine construction and development differs from that needed for routine mine production and maintenance. An integrated approach to managing mine development projects must consider contract documents; management organization of a project; the project manager&apos;s role and the field supervisor&apos;s responsibility; and the use of scientific techniques for planning, scheduling, executing, and controlling projects. Professional project management encompasses the following: • Preparing contract documents that establish technical and financial schedules, and detail the responsibility for the physical work commitment. • Developing a project&apos;s organizational structure, to clearly define the roles of the project manager and the field supervisors. • Establishing project management and field supervisor relationships, to avoid ambiguity in assigning responsibility and to ensure desired project progress. • Using management science techniques, particularly networking techniques such as the critical path method for planning scheduling, executing, and controlling projects. Project Versus Production Management Project management differs from routine production management in the following ways: • Uniqueness: A project is unique. Production operations tend to be repetitive. The magnitude of one-time capital expenditures for many facets of mine development warrant special skills and attention. These professional project development skills must already be available by prior experience in the management team. • Personnel: In projects, personnel are usually assigned on a specialty basis and frequently change with the project activity. On the other hand, production personnel work together, more or less permanently. • Management Structure: In a project there may be several staff-line relationships that are not clearly defined and change with changing project activities. In a production situation, the lines of communication and authority are usually well defined. • Time Frame: A difference between project and routine production management is that project activities have comparatively less well defined durations and often tend to be relatively short-term. Production usually has both long-term and short-term plans and well defined long-term and shor-term goals. In project management, formal, critical, short-term reviews are frequently required. In production management, five year plans can be formally adjusted quarterly and annually. Short-term weekly or daily reviews can be informal. • Response to Delays: Delays in a development project may occur without anyone being immediately aware of their existence or suspecting the magnitude of consequence. In contrast, any delays in the production process can be easily identified from prior results comparison. Additionally, the response is quick, usually in a set routine. This can be traced back to the management structure and personnel. • Control Techniques: Measurements of project progress for control are not easily made due to the variety of activities that are carried on at the same time by different work groups. The yard-sticks of performance measurement for individual activities, let alone for the total project, are not easily established. However, due to the difficulty in detecting project delays, a workable control system is vitally important to a project manager. To apply a scientific project control technique such as "management by exception" requires specific planning and monitoring from the project manager for each activity in the project. Production and productivity are quick and effective yard-sticks of measuring performance in a routine operation. Control techniques required in production management usually revolve around these measures. Construction Contracts The construction contract is an important document that establishes contract scope, technical and financial details of the work, and achievement deadlines. It may also serve as the contract document to pay for work done and to verify field progress with planned progress. In practice, it is a good idea to develop a job-specific contract. This whole area is replete with legal precedence and procedures, and it is not the intent here to deal with the intricacies of establishing a contract document. But it is necessary to have an understanding of major contract types. Construction contracts are extremely important legal documents. They may vary in work specifications and enforcement of the provisions. Due to their nature, they must be composed with legal help and will take some time to compile. Even with all the precautions and provisions, it is not uncommon to find owner and contractor disagreeing. Therefore, it is important to include a way to resolve any difference quickly and to incorporate aspects of the contract as part of an overall management control tool for efficient project management.

Jan 7, 1982