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By Wilbur Nelson

IN 1839,1 Gerard, Troost, the first, State Geologist of Tennessee, reported the occurrence of zinc ores in East Tennessee, in connection with the iron ores at Embreeville; in 1844,2 he refers to the zinc deposits of East Tennessee, especially the apparently rich deposits occurring, in Jefferson and Claiborne Counties, while his ninth annual report is a ,description of the zinc deposits of Jefferson County and a description of the most improved processes by which zinc is extracted from its ores. Although. Tennessee has long known of the occurrence of its zinc deposits and has recognized their value, only during the last few years have these ores been successfully worked. As far as can be learned, prior to the systematic development of the Mascot district in 1911, no large-scale or successful operation of any of the zinc deposits was carried on. But in that year, after several companies had made considerable progress in developing the Mascot area and had proved. a relatively extensive body of low-grade sulfide ore, the American Zinc Co. entered the field. It introduced modern methods of prospecting and mining the ore and from the first was successful. Too great credit cannot be given this company for its pioneer work in a previously unimportant field. Throughout the history of its operations, the American Zinc Co. has confined its efforts to underground mining of the sulfide ore, sphalerite. This company has found that successful results in zinc mining in East Tennessee can be achieved only by expending large sums in prospecting and blocking out bodies of pay ore in sufficient magnitude for large-scale operations. At Mascot are located the mines of the American Zinc Co. of Tennessee, the mines being situated along the Southern Railway in the Holston River Valley, Knox County, about 13 miles northeast of Knoxville. Considerable mining and prospecting had been done by several companies prior to the acquisition of this property by the, American Zinc Co. Previous to 1900 only open pits, which were worked for oxidized ores, were operated. and the production was small. In 1900 the

Jan 10, 1924

By Gregory M. Rumbaugh, Todd Kostecki, Christopher Mark

From 2015 to 2021, five massive pillar collapses occurred at four underground stone mines in the eastern United States. These events resulted in powerful airblasts that damaged mine infrastructure and mobile equipment, seriously injured miners, and disrupted underground travelways. Each of these pillar collapses propagated through the overlying strata, causing a subsidence basin on the surface. Pillar collapses are particularly hazardous for miners because they can occur with little warning and can affect miners that are far from the pillar collapse area. The following case studies show that certain factors may increase the likelihood of a pillar collapse. For instance, each of the five events involved the collapse of at least twelve benched pillars with width-to-height ratios (w/h) of 0.8 or less. This study elaborates on

By B. C. Litzinger

Minerações Brasileiras Reunidas S.A. - MBR is a brazilian iron ore mining company geared for the export market. It is controlled by Companhia Auxiliar de Empresas de Minerações - CAEMI through its subsidiary Empreendimentos Brasi leiros de Minerações - EBM which holds 51% in MBR and is formed by CAEMI, the six major japanese steelmills and five japanese trading companies, Universe Tankships, Inc., and Indústria e Comércio de Minérios S.A. - ICOMI. The remaining 49% of MBR's capital are held by St. John del Rey Mining Company, a subsidiary of The Hanna Mining Company. MBR iron ore reserves exceed 1.5 billion tons of high grade ore distributed in 36 deposits located in the so-called IRON QUADRANGLE in the State of Minas Gerais. The Aguas Claras Mine is the largest presently known and highest grade deposit owned by MBR. Other mines such as Pico, Mutuca and Jangada are in operation at a combined rate of production of about 2 to 2. 5 million tons per year. The project consists of mine, railroad and marine terminal (slide). The Aguas Claras deposit, which is located about six kilometers southeast of Belo Horizonte the Capital of Minas Gerais, was selected for initial development. The Sistema Regional Centro of the Rede Ferroviária Federal, through its 6th Division known as the "Central " is responsible for the transportation of MBR ore, and provided the necessary railway construction to connect Mine and Terminal. The Terminal is located on Guaiba Island near the entrance to Sepetiba Bay, at about 120 kilometers west of Rio de Janeiro.

Jan 1, 1974

By A Kleinitz, J Halilovic, K Trappitt

Mine operators use grade control to determine the destination of each block of material in the mine. In polymetallic mines, grades are best expressed in dollars: the Net Smelter Return, NSR, per tonne. To estimate NSRs, geologists working on grade control develop models for each geometallurgical domain in the mine. These models may incorporate observations on the mineralogy and grain sizes of the material being examined. The site’s mill operators contribute to the models by providing geologists with statistical analyses that relate assay results and mineralogical compositions to metallurgical parameters, such as the rates of recovery of each economic metal to each of the concentrates produced, and the compositions of those concentrates. The team responsible for sales and marketing of the site’s products contributes to the NSR models by providing details of the costs of shipping concentrates to smelters and refineries; and by providing figures that are specified in the smelter contracts, such as the payability of the metals in each concentrate and the fees charged by the smelter. The mill operators also provide, for the NSR models, equations to estimate the rates of recovery of deleterious materials to each concentrate. Deleterious materials comprise mostly halogens and amphoteric elements, both of which reduce the efficiency of smelters. Furthermore, deleterious materials such as antimony and arsenic may be poisonous to people and to the environment. The sales and marketing team provide specifics of the penalties that smelters impose upon deleterious materials. These penalties may reduce NSRs by tens of percent, possibly to levels below the cut-off grade. Thus, in the blocks that are subject to grade control, mine geologists monitor not only the concentrations of economic metals, but also the presence and abundance of deleterious materials. The preparation and maintenance of models, to estimate NSRs and to assess changes in the levels of potentially toxic materials to be mined, requires close and continuing consultation between corporate departments. There must be strong communication of mine geologists with the mill operators; with the people who market the mine’s concentrates; and, should there be a risk of encountering toxic levels of deleterious materials, with the mine’s health, safety and environmental officers. This co-operation could require radical changes in the structure of many organisations. However, experience suggests that such changes can significantly improve the profitability of a mine.

Mar 22, 2022

By J. Marks

The measurement of greenhouse gas (GHG) emissions from primary aluminium production and inventory of these emissions of carbon dioxide and PF Cs have become an important issue for primary aluminium producers. Most global producers have either voluntary emission goals or emissions limits established through national regulatory requirements. International good practices for inventory of these emissions for national governments are established through the Intergovernmental Panel on Climate Change (IPCC). The current good practices, last updated in 2000, are being revised and are expected to be adopted by governments in the spring of 2006. There are a number of changes expected in the guidance that will impact how facilities account for their GHG emissions. This paper describes the changes to the guidance and the implications of these changes for aluminium producers.

Jan 1, 2006

By Knud Sinding

Mining firms are widely criticised for their adverse impacts on the environment. At the same time many firms in the industry devote extensive resources, both financial and managerial, to the reduction or elimination such impacts. Very considerable improvements have been made, although these are sometimes overshadowed by a few high-profile accidents, such as the occasional collapse of a cyanide-containing tailings dam. In parallel, much effort is also directed at projecting a positive environmental image, as witnessed by extensive environmental reporting, both on paper and increasingly through web-platforms. Mining projects today almost invariably involve some form of environmental protection. In industrial countries regulations in this area are extremely stringent, as is enforcement. In less well developed countries, regulation and enforcement may be weaker, but firms are in many cases and for a number of reasons committing themselves to high levels of environmental protection, even if they might get away without doing so. Research in the area of environmental performance of mining firms has so far paid much attention to concepts such as sustainability indicators and the sustainability of individual firms. Given the still raging debates about the appropriate way to determine the degree to which any given firm is sustainable (Welford 1995) as well as the usefulness of what will in the final analysis be a value judgement, anyone on the sidelines of the debate will come back to the fundamental issue, how is knowledge that a particular firm has been judged ?sustainable? going to be made use of. This issue remains unresolved, which may explain the lack of progress in formulating a useful definition of a sustainable firm The question addressed in this paper is not so much about what firms are doing on the ground or in any particular case of environmental protection, but more in the subsequent use of these efforts - and by extension - on the overall direction of corporate environmental strategy. The fundamental problem facing all mining firms is that they cannot easily benefit from unilaterally reducing their environmental impact. The firm can of course avoid liability and keep a variety of stakeholders happy and hence experience lower costs of obtaining the [input] resources they need (in a broad sense, not just minerals), but this represents only part of the opportunities available form pursuing an environmental strategy (Reinhardt 2000). The other part, which may have an enormous potential, involves the concepts of competitor management and product differentiation. The logic of keeping stakeholders happy has been most forcefully argued by Pfeffer and Salanchick (1978) who link the behaviour of firms in all domains to their ability to obtain the resources they need, at a cost that is lower than it would otherwise be (Pfeffer & Salanccik 1978). Several varieties of strategy can be included under this heading, including cost reduction and risk management. The alternative logic is to convince customers that they want to pay more for minerals supplied by mining firm X or directly attributable to mine Y, or by making all mineral users pay more. These two strategies, which may be referred to as product differentiation and competitor management, respectively (Reinhardt 2000) are related to the demand side of mineral supply, whereas cost reduction and risk management are related to the supply side. Mining firms have not pursued the demand side very much, if at all. This is probably due to the extreme difficulty of moving mineral products, bulky and unglamorous as they are, away from their

May 1, 2003

By G Tranell, E Pastor-Vallés, A Vallejo-Olivares, J B. Pettersen

Metals are essential for the sustainability transition and decarbonisation of society. Yet, it will be paramount to produce them sustainably and minimise the affiliated resource and energy use and the associated emissions. In the circular economy, the metallurgical industry should recycle existing material stocks, and improve its utilisation of wastes, residues and side streams. This increases the complexity of processes, as they become both (often multi-fraction) waste treatment as well as material production processes and brings complexity to the assessment of environmental benefits. Assessing the environmental impact of technological developments frequently is supported by life cycle assessment (LCA). While the method is well documented, its implementation involves several methodological choices that deserve reasoning and analysis, such as how to define the product when former wastes are turned into new products, the selection of impact methodology when converting emissions to environmental indicators, the definition of system boundaries and co-product allocation and the interpretation of sensitivity and uncertainty in final outcomes. In this exploratory study, we investigate how the variation of LCA set-up affects the environmental burden of the system. We consider a metallurgical process where a mix of hard-to-recycle aluminium-containing streams is used to produce aluminium cast alloys in a rotary furnace. Remelting with salt-fluxes allows recovering metals from partly oxidised/contaminated streams, such as dross, bottom ash and industrial shavings, but at the expense of generating significant amounts of salt-slag/salt-cake hazardous waste. The study considers different system alternatives such as landfilling the salt-slag residues versus valourising them into salts, aluminium concentrates, ammonium sulfate and non-metallic-compounds to be used by the metallurgical, construction or chemical industries. Practical recommendations are outlined to facilitate the implementation of LCA in assessing the potential benefits of the circular economy in the metallurgical sector.

Aug 21, 2024

By McHenry Mosier

Mechanical loading, adopted long ago in open-pit, coal, and non-metal mines, was not used extensively in underground metal mines until the World War. In less than a decade it became standard practice in underground work in many mining districts. In 1924 the Missouri School of Mines and Metallurgy, in cooperation with the Federal Bureau of Mines, published a bulletin entitled "Mechanical Underground Loading in Metal Mines," which was prepared by Charles E. van Barneveld, mining engineer, Bureau of Mines.

Jan 1, 1940

By Saluja, Sunder S.

Man had to learn to break rocks as early as the Stone Age, when they formed his main source of raw material. He started with chipping and over the years has reached a stage where he can employ atomic blasts and break, with one blast, millions of tons of rock. In between these two extremes there have been several stages of development including fire setting, use of the expansion of water on freezing in chipped cracks in cold climates, the use of low or deflagrating explosive black powder in about the 17th century, the use of high explosives with the discovery of nitroglycerine in 1846 by Sobrero, followed by the monumental discoveries of the great Swedish scientist Alfred Nobel in the latter half of the nineteenth century.

Jan 1, 1968

By Robert Dickson

Princess colliery is operated by Old Sydney Collieries, Limited, a direct descendant of the General Mining Association of London, England, which, in the first quarter of the nineteenth century, pioneered in coal mining in Nova Scotia. The coal worked is a 5 ft. 6 in. seam known generally through the Sydney coalfield as the Harbour seam but referred to locally as the Sydney Main. Entry is made by shafts, 680 feet deep, sunk in 1871 on a headland forming the northern entrance to Sydney harbour. From them extend the main roadways of the colliery, a distance of 700 feet to the shore line and a further distance of 14,700 feet in submarine areas to a total length of 15,400 feet. It was the first colliery in Nova Scotia designed to work submarine areas. Lateral development extends across a frontage of 16,000 feet and the submarine area from which the coal has been extracted is slightly over 6 square miles. There yet remains sufficient territory ahead of the workings to assure a future life to this colliery estimated at over 80 years at the current rate of production. In this area the seam dips at 6 to 7 per cent and face workings have reached a depth of 1,690 feet below the sea level. Until 1923 extraction of the coal was by room-and-pillar, followed by the drawing of the pillars. At that date the superincumbent strata had reached a thickness of 1,400 feet, resulting in heavy weighting on the roof and severe side pressure on the coal ribs. In combination with a soft, heaving pavement this created a set of conditions involving great difficulties and expense in keeping open places driven in the solid sufficiently long to permit recovery of the coal in the pillars by methods and equipment then available. The operator was forced to resort to extraction by longwall as the only economical method of winning the coal.

Jan 1, 1948

By J. Fuchs

This paper describes the mechanized narrow vein cut-and-fill approach used for the Deep Copper orebody at Falconbridge Limited's Strathcona Mine. Strategies for achieving high productivity while maintaining ground stability at depth and controlling dilution are discussed, including the use of mini-electrohydraulic drilling equipment, containerized truck haulage, consolidated rockfill placement techniques, and a miners' incentive system.

Jan 1, 1992

By E. A. Cappelen Smith

FOR distinguished service in the art of hydrometallurgy, the Mining and Metallurgical Society of America presented its gold medal to E. A. Cappelen Smith, at a dinner held in the Hotel Commodore, New York, on Nov.' 10, 1920. Prof. Waldemar Lindgren, president of the society, in giving the medal, said: "By the advancement of the science of hydrometallurgy, by the construction of plants on a scale audacious in their conception, by the successful overcoming of all sorts of difficulties, you have placed your name among those who occupy the very front rank among the hydrometallurgists. In recognition of this distinguished contribution to the science of metallurgy, the Mining and Metallurgical Society of America now awards you its gold medal."

Jan 1, 1920

By B. L. Bessinger

Because of a, work stoppage at the Carlsbad plant, IMC faced the challenge of operating a 24-hour-a-day mine and plant with inexperienced maintenance and production crews. This is an underground mining operation, using the room-and-pillar mining- method. The mine was entirely, mechanized with conventional equipment, was hoisting an average of 13,539 tons off ore per 24 hours, and employed a, mine maintenance group of 100 men. The 100-man, mine maintenance group was equally divided between mechanics and electricians. In re-forming this maintenance group, two main objectives were to be achieved (1) a general upgrading off the intelligence level; and (2) the elimination of craft lines for greater flexibility.

Jan 1, 1966

The Project ? $1.4 billion project ? 59,000 tonnes of nickel and cobalt ? Large resource base ? First production end of 2004 The Place ? Half the size of Vancouver Island ? Population 210,000 ? 43% Melanesian, 37% European, 12% other South Pacific groups, 8% other nationalities ? Tourism principal industry ? 1/3 of world?s nickel resources The Politics ? French Overseas Territory ?1998 Noumea Accord: increased local control over domestic policy ? Referendum on independence in 2014 ? Seeking more economic autonomy, less dependence on French support

May 1, 2002

Powder River Basin (PRB) mines were originally built to serve power plants designed specifically for their coal. Sulfur was the major concern, with BTU and sodium limiting the market for some. The Clean Air Act has extended the PRB market into plants converting from other coals. These new customers are more sensitive to constituents affecting boiler and precipitator performance. At the same time, the prospect of deregulation is forcing power companies to control cost more stringently than ever. Jacobs Ranch Mine has responded to the changing marketplace with an expanded coal quality and customer service program.

Jan 1, 1998

By A. E. M. Warner, A. Vahed, P. J. Mackey

"Since early 2015, the price of nickel has dropped from the region of US$6/pound to current levels of around US$4.60/pound (March 2017), reflecting several market factors, but principally due to lower demand from China. Under such conditions, nickel companies have been under pressure to contain operating costs. In addition, labor and energy costs will continue to rise, while nickel ore grades will likely continue to drop. All major companies now accept the need for climate change action and consequently efforts are being made towards lowering carbon-based emissions. Nevertheless, meeting these challenges can also contribute to higher operating costs without parallel innovative developments - which at the same time, under current conditions, major companies are tending to curtail. In this paper, several productivity improvement opportunities to reduce unit operating costs at nickel sulphide and nickel laterite plants are reviewed. Opportunities include: (a) process technology and energy-type selection, production capability, optimization of process intensity and implementation of newer technologies; (b) improved productivity, equipment availability including maintenance best practice; (c) energy savings and recovery opportunities and use of energy surveys and, (d) process modeling and improved scheduling. Such improvements along with an uptick seen in nickel demand going forward should better position the world nickel industry.INTRODUCTION Nickel is an essential metal to modern society, primarily through its use as an important ingredient in stainless steel. Thus, stainless steel finds vital applications in food preparation facilities, as well as important uses in transportation and industrial applications. Canada has always played an important role in nickel production and nickel metallurgy. In the 1940s and 1950s, Canada supplied over 90% of the world’s nickel. However, this proportion has declined considerably to around 10% of the world nickel supply today. Still, Canada remains an important nickel supplier and contributor to nickel extractive technology. Due to the importance of nickel to society, nickel demand is expected to continually rise. On the other hand, nickel companies have been under pressure to contain production costs amid languishing nickel prices. While demand projections show nickel growth, there are uncertainties in actual levels of future market growth. Ore grades are dropping, while labour and energy costs, which are key cost contributors are rising, hence efforts to lower production costs will generally require innovative approaches."

Jan 1, 2017

By J. Trevor Eyton

This paper addresses some of the financial risk hedging mechanisms available to a corporation contemplating entering the mining business at a significant level of investment. The approach which I have adopted is that of a case study relating to the risk hedging aspects of Brascan Limited's acquisition of 46% of Noranda Inc., formerly Noranda Mines Limited, followed by some remarks on options open to mining companies for reducing financial risks. To appreciate the rationale for Brascan committing over (Can.) $800 million to the natural resource sector, some knowledge of Brascan's parent company, Edper Investments Ltd., is required at the outset. Edper Investments, prior to acquiring a 48% interest in Brascan, controlled Trizec Corporation, one of the world's largest property companies. Edper also was involved in the financial services sector through Continental Bank of Canada and Hees International Corporation. For some considerable time prior to Edper's investment in Brascan, Edper felt a need to provide a better balance to its portfolio of property and financial services. Brascan was rich in cash, relatively unleveraged, and with important existing holdings in natural resources and consumer products. The acquisition of a controlling interest in Brascan provided an opportunity to balance Edper's portfolio of property and financial services with world class acquisitions in natural resources, supplemented by consumer products and financial services. The end result of Brascan's activities over the last few years is illustrated by the following analysis of the book value of Brascan's assets at the end of December 1983. [Can.$% Millions _ Natural Resources81748 Consumer Products 654 38 Financial Services 157 9 Other Operations895$1,717100% ] Source: Brascan 1983 Annual Report. The large emphasis on natural resources came about from the fact that for Canadians operating mainly in Canada, natural resources were attractive. We were impressed by Canada's position in the world natural resource industry as illustrated by some of the following statistics: [CommodityCanadian Estimated Production In 1983 As % of World Total Newsprint 30 Potash 21 Uranium 18 Molybdenum 17 Zinc 17 Pulp 16 Nickel 16 Saw Logs 11 Silver 8 Copper 7 Lead 6 Gas 5 Oil3] Source: U.S. Bureau of Mines and Brascan estimates. In addition, the quality of Canada's reserves looked good to us. The polymetallic nature of many of Canada's orebodies offered a hedge against risk relating to any one metal. Put another way, the by-product metal credits offered a net operating cost advantage with respect to many of the metals mined. Our energy costs also appeared to provide Canada's natural resource industries with an advantage. We considered Canadian mining expertise as amongst the world's finest, as were the exploration equipment and technology developed in Canada. In addition, Canada offered a stable political climate and one we knew. Further, we felt the Canadian Government's future role in the industry would, on balance, be benign, partly because the Canadian content of the mining industry was very high in contrast to the petroleum industry. Granted, we could find cheaper sources of copper; however, to do so would involve venturing into regions where country risks were higher.

Jan 1, 1985

By William J. Coulter

WITHIN the United States the problem of meeting maximum production by our metal mines has been solved by: (1) Conservation of man power by mechanization. (2) Increasing man-power efficiency as expressed in tons per man-shift by the adoption of new and more efficient methods. (3) Production from submarginal properties made possible by some form of government subsidy. (4) Selective mining of high-grade areas. (5) Drawing on broken ore reserves and reducing advanced development work to a minimum. (6) Making maximum use of available equipment. (7) Repairing equipment that normally would be replaced. (8) Working a seven-day week on a three-shift basis to get maximum use of equipment and man power. (9) Adoption of incentive plans to increase maximum efficiency and unit production. (10) Important advancement in metallurgy, resulting in larger recoveries. (11) Improvements in safety, health, and general working and living condi-

Jan 1, 1945

By Thomas C. Baker

The Fresnillo unit of the Mexican Corporation, S. A., is situated at the old historic mining town of Fresnillo, Zacatecas, Mexico, 33 miles north of the city of Zacatecas and 750 miles south of El Paso, Tex. It is connected with the Mexican Central Railroad by a broad-gage spur 5.5 miles long, belonging to the company. Fresnillo is surrounded by a broad semi-arid valley on the Mexican plateau at an elevation of 7300 ft. The monotony of the valley is broken by a number of low hills. Near the town of Fresnillo is the " Cerro de Proano," an elliptic-shaped hill of gentle slope, rising out of the plain to a height of 325 ft.; the base has a major axis of 4500ft. and a minor axis of 3000 ft. In this hill is the silver-bearing mineralized zone, which comprises past and present mining operations. (In this paper money values are expressed throughout in American currency and the dry short ton of 2000 lb. is used.) The discovery of ore at Fresnillo is credited to the Spaniards, soon after the conquest of Mexico. There are, however, no authentic records to show the amount of work done by them. In 1832, the State of Zacatecas took possession of the property and operated it. Evidently the rich ore above the horizon of the plain had been fairly well exhausted, as an old record states that thirty shafts were used for unwatering, requiring 300 men and 1500 animals. The cost of pumping alone amounted to $150,000 a year. In spite of the fact that cheap convict labor was used, mining costs were reported as $20 and treatment charges as $20 per ton. In 1835, the state was obliged to seek foreign capital, and a company formed in London secured a controlling interest in the property. This new organization sank two shafts, one 11 by 19 ft. and the other 10 by 15 ft., to unwater the mines and extract ore. Large Cornish pumps were purchased in England and hauled overland from Vera Cruz; engines also were installed to operate the arrastres (grinding mills) in the patio process of ore treatment. Substantial buildings were erected and operations were conducted on a large scale, for that period. The patio, the largest in Mexico, was 1150 ft. square. The costs for 1850 were:

Jan 1, 1925

By FREDERICW K. BRADLE

I HAVE been puzzled by two lines of thought'; one emanating from Washington, D. C., to the effect that we must all cheer up, that in a very short time, measured in terms of months, prices would begin to recover, business would become normal, and prosperity would continue on its way just as before the interruption of a year ago; and a second, coming from certain industrialists and economists, expressing fears that all commodity prices were in for a long downward trend, which would cause much unemployment, eventually drag down wages and so restrict purchasing power as to further aggravate the situation. One basis for the fear of a downward trend in commodity prices' is that ifter great wars a depression could last for something like 40 years-the downward trend to such a depression after our recent World War having been postponed for some reason or other; and the basis for another fear was that the production of gold was becoming less. I had 'also been trying for some time past to refresh my recollection as to how my ow11 particular lead interest climbed out of the depression of 1893; and as all the metals have had, and still have. relative values and prices, I can best express what I have in mind by talking principally about lead.

Jan 1, 1930