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By C. Xiao, F. Mohamm, A. Borsoi

"Nitrogen compounds produced by cyanide destruction and/or blasting are often a cause of concern for environmental compliance and at times, for water re-use in metallurgical circuits. Natural attenuation in tailings ponds and wetlands is not always sufficient to ensure compliance and/or achievement of overall water management objectives. This paper provides a general overview of active treatment methods for nitrogen management followed by an investigation of selective adsorption combined with electro-oxidation as the potential treatment method for thiocyanate. Results from bench scale treatability study are presented. The concept of holistic assessment of nitrogen management at mine sites using Risk Adjusted Life Cycle Cost is introduced and discussed in the context of gold mining operations using sodium cyanide.INTRODUCTION Unlike metals, nitrogen compounds present in mine waters originate entirely from anthropogenic sources rather than mineral deposits. Table 1 summarizes the main sources of nitrogen compounds reporting to mine wastewater.The best management practice related to the use of ANFO involves minimizing contact between ANFO and water, control and monitoring of blasting to reduce the occurrence of misfires, and reducing the consumption of blasting reagents for a given ore body. The most common practice for the management of NaCN is the incorporation of cyanide destruction in the metallurgical flowsheet and the use of tailings impoundments and holding ponds for natural attenuation of cyanide destruction residues such as NH4-N and CNO. At most mine sites there is no active management of NO3-N and SCN in wastewater. While current practices have produced satisfactory results, new enhanced methods to manage nitrogen compounds at mines are needed due to: 1) Increased scrutiny over the adverse effects of nitrogen compounds released into the environment; 2) New effluent standards; and 3) The shift away from wet tailings towards dry stack systems resulting in diminished natural attenuation and dilution of nitrogen residues prior to effluent discharge or water re-use in mineral processing."

Jan 1, 2017

By Krishna Parameswaran

"This paper discusses energy use and conservation in the primary copper industry and illustrates eco-efficiency considerations, using select examples of practices at ASARCO LLC, an integrated primary copper producer and others in the industry that promote eco-efficiency. The World Council for Sustainable Business Development first publicized the concept of eco-efficiency at the Rio Earth Summit in 1992. Eco-efficiency is a management concept linking environmental and economic performance and is aimed at generating added value for a business through, among other things, increased resource and energy conservation and reduced environmental impacts throughout the life cycle of the product or service. This concept differs from sustainable development in that focus is only on economic and environmental factors and does not include social considerations. In the metal mining and processing context, this added value can be realized by implementing practices that promote conservation of water and mineral resources, conservation of energy, minimization of waste, reduced emissions and effluents and increased recycling. The examples from the primary copper industry used to illustrate eco-efficiency considerations include: water and energy conservation in mineral processing, adoption of flash and bath smelting processes, emission reduction and process improvement associated with fire-refining, implementation of green chemistry in electrorefining, promoting product stewardship initiatives and fostering renewable energy project on disturbed mined lands.INTRODUCTION ASARCO LLC (Asarco) was organized in 1899 as the American Smelting And Refining Company. Originally a consolidation of several lead-silver smelting companies, it evolved over the years into an integrated producer of primary non-ferrous metals, including copper, lead and zinc and associated co-products. Grupo México, S.A.B. de C.V acquired Asarco in 1999. Today, Asarco is a vertically integrated producer of primary refined copper and associated co-products such as gold, silver, molybdenum, selenium and tellurium. Asarco operates three open-pit mines and mills, two leach, solvent extraction-electrowinning (SX-EW) plants and a copper smelter in Arizona and a copper refinery in Texas."

Jan 1, 2017

By Deborah A. Peacock

"Outer space technology and exploration have reached a tipping point, so that mining and mineral processing in outer space is now a certainty and not a dream. Several competing companies worldwide are on the way to building spaceships to land on the Moon and eventually mine the Moon and asteroids for volatiles, rare earth metals and Helium-3.The Google Lunar XPrize offers a $30 million prize1. China has recently landed a spacecraft on the Moon. The European Space Agency, with cooperation from the United States, has landed a spacecraft, Philae, on a comet. And, Mars One is planning a one-way trip to establish a settlement of humans on Mars.How and why are the Moon and asteroids and their resources of interest to private space industry companies? Why are the Moon and asteroids viewed as a potential business venue?Geology of the Moon and asteroids — Why do we want to mine there?Space enterprises are actively working toward establishing and operating lunar and asteroid mining locations for resource extraction, resource processing, conversion to salable products and distribution of the products and services in space and to Earth and beyond2.Forty-five years ago, the Apollo manned missions to the Moon returned rocks and regolith to Earth, which were studied and analyzed. What they found was that the Moon contains valuable minerals and resources. These minerals are largely due to meteor and asteroid impacts, which have, over eons, created this mineral-rich regolith. These impacts have occurred on Earth as well, for billions of years, particularly early on in the history of the solar system. However, on Earth, wind, water and vegetation have erased most of these impacts. On the Moon, in contrast, the only weathering is caused by subsequent impacts and the solar wind."

Jan 1, 2017

By Alexander Filotti, Richard Kalson

"1. INTRODUCTION- WHAT IS P3 OR PPP ?The Public Private Partnership (PPP or 3P) is a project delivery scheme based on the government providing land and/or a concession agreement, and on a private entity providing the design, construction, financing, operation and maintenance of the project for an extensive duration of time (up to thirty years). At the end of the operation-maintenance period, the project is turned over to the public entity, which fully owns the project at all times. While there are many PPP delivery schemes used around the world, for the present paper, we are going to analyze the impact of the Design-Build-Finance-Operate-Maintain (DBFOM) scheme on the deep foundation specialty subcontractor. There are couple of reasons that the PPP delivery system started to be used and implemented not only by developed nations (e.g. United Kingdom, USA etc.), but also by the International Development Bank for delivering major infrastructure projects in developing nations. From the point of view of government agencies, some of the reasons to use PPP are the following:??The primary use of private capital in an era where borrowing and/or supplemental taxation represents too much of a political risk. Budget deficits and taxation limits are extremely hot topics in every election (national or local) and the level of education of the electorate in this area is making it more and more difficult for politicians to use borrowed funds and additional taxation finance sources for public projects. At the same time, we see an increase in the social expenditures of the government in parallel with a needed increase in expenditures on infrastructure due to aging and neglect.??Bundling the construction risks with the operational and maintenance risks naturally pushes the private entity to increase the level of innovation and communications in the primary phase ( the construction phase) in order to develop future process based upon the innovation and communications utilized in the operation and maintenance phase of the project. This is true if contractual incentives are properly structured because “all revolves around incentives. In a world of ‘incomplete’ contracts, where it is difficult to foresee and contract about uncertain future events, it is important to get the incentive structure right” (Grimsey and Lewis, 2004).??The transfer of very expensive risks such as differing site conditions, schedule, design, construction, maintenance and operation costs from the public authority to the private entity.??The timespan of development and construction of a PPP project is usually shorter than the traditional procurement process (e.g. “ the I-595 P3 provided capacity improvements fifteen years sooner than a conventional plan would have offered. In Maryland, an innovative expansion of the Seagirt Marine Terminal in the Port of Baltimore was completed two years ahead of schedule due to the P3 model. As a result, the Port of Baltimore is only the second port on the US East Coast to have unrestricted access to both a fully functioning 50-foot channel and 50-foot berth.”)"

Jan 1, 2017

By M. Hitch, M. B. Lytle

Resource development conflicts arise largely due to differences in worldview between those who support and those who oppose development. This paper illustrates how societies and civilizations with different worldviews produce different levels of creative and economic energy. A questionnaire was created to build a database of responses to test whether worldview and resource development are correlated. Factor and multivariate regression analysis determined correlations for respondent groupings. Results showed a positive correlation between the respondents\u2019 worldviews and their attitudes toward resource development. Correlations became stronger as the homogeneity of the sample subgroups increased.

Jan 1, 2017

By D Frost, G Harbort, T Lipiec, N Deonarain

"The use of flotation columns has remained a contentious issue among mill operators. There are those who consider them an essential part of any mineral processing operation, while others consider them a necessary evil, which should only be installed if there is no alternative. Lastly, there are those who believe they should not be installed, no matter how great the perceived benefit.This paper provides an analysis of over 4000 installed flotation columns, contained in the Amec Foster Wheeler flotation database. Changing trends in column flotation use by type, commodity and geographical region are discussed. The effect of changing commodity prices and the China ‘phenomenon’ are reviewed. Special reference is made to the changing face of column flotation in Australia.Of note is the fact that after falling to a 20 year low in installed flotation column capacity in 2014, flotation columns during 2015 went through a resurgence in popularity. This resurgence was in direct contradiction to depressed metal prices and was driven by brownfield optimisations to reduce off-site costs, particularly in base metals. A case study is presented comparing the benefits of column flotation at high commodity prices with low commodity prices.Citation:Harbort, G, Deonarain, N, Frost, D, Lipiec, T and David, D, 2016. Changing Trends in Column Flotation Use - Their Impact for Australian Mill Operators, in Proceedings 13th AusIMM Mill Operators’ Conference 2016, pp 93–104 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Oct 10, 2016

By Tim Arnold

"Justified is a show on FX that takes place in Kentucky coal country. The two main characters, a cop named Raylan and a criminal named Boyd, are adversarial to the very end, yet they manage to maintain a seemingly inexplicable bond of friendship through it all. The final episode ends (spoiler alert) with Boyd asking Raylan why that is. He responds, “If I allow myself to be sentimental, there is one thing I wander back to” Boyd responds, “We dug coal together.” Fade to black.What creates these types of bonds between friends and co-workers in mining? I don’t know about you, but many of my best friends I met in mining. Certainly the people I respect the most in this world are a part of our industry. Good, honest, honorable men and women. And I am not just talking about the leaders of our industry. I am talking about great miners who taught me how to do the right thing and also be productive.I have had the pleasure to work for some great people and the misfortune of working for some of the loudest screamers. What I consider the worst butt-chewing in my life may surprise you. I once worked for a man I respected, because he showed me respect. He went on a business trip and left some instructions. For some reason, I was able to justify to myself that they applied to everybody but me, and I disobeyed them. When he returned he called me into his office and said to me: “Tim, you pissed me off when you did that.” He said it quietly and with no anger. I had lost his respect. This devastated me more than any screaming shift boss ever could have. I learned a lot about values from that conversation.Most of us will spend more time at work than we will with our families over a lifetime. It is natural that tight bonds be created at work. What I believe makes mining special is that these bonds are so strong. They are strengthened by the incredibly hard work our miners do. They work at all hours, on holidays and in all sorts of extreme weather conditions. The physical demands of the job are sometimes exhausting. Our bonds are further reinforced because the work is dangerous. Not only does management watch out for the wellbeing of their people, but each and every one of us looks out for one another. The bonds are made tight because our people are so passionate about what they do, no matter the department or profession. Finally, they are strong because of the thousands in the industry that keep doing the right thing, every day. We make great friends in this industry because of the strength of character of our people. That is why Boyd and Raylan respected one another so much."

Sep 1, 2016

By William Gleason

"There are signs that the commodity downturn that has battered the mining industry for the past five years is beginning to ease up. As the dust begins to settle and mining companies begin to take stock of the battle, Newmont Mining Corp. will be one that is standing strong with just a few scrapes and bruises thanks in large part to the leadership of president and chief executive officer Gary Goldberg and his right hand man and chief operating officer, Chris Robison.As he closes in on retirement (for a second time) Robison, a third-generation miner from Nevada, took time to speak with Mining Engineering about a 33-year career in which, among other things, he is credited with not just helping Newmont survive the turbulent times but with steering the company to a safer, more productive and more profitable heading.“I think we did it better than anyone else,” Robison said when asked how the company fared during the past five years. “We didn’t talk about it a lot, we just put together a strategy and we delivered.”What Newmont, the world’s second-largest gold mining company by production, delivered since Robison took the position of chief operating officer in 2013 are improvements in costs, porduction, projects and safety.Operating under the mantra of “live within your means,” Robison was pulled out of retirement from Rio Tinto and into a challenging situation at Newmont. The price of gold was in a nose dive from a high of nearly $58/g ($1,800/oz) and heading to levels closer to $38.60/g ($1,200 oz).“Newmont is a big ship that can’t be turned, but has to be steered,” said Robison. “We recognized that we had to set a new course. The direction the ship was going was great for $1,600 to $1,800/oz gold but we were chasing ounces.”Like the rest of the gold mining sector before the falling gold prices, Newmont was focused on volume and was looking for gold wherever it could be found. The slogan at Newmont in 2011 was “7 million ounces a year by 2017.”When Robison came on board it was a different reality.“We had to begin focusing on value over volume as the cornerstone of Newmont going forward,” he said."

Aug 1, 2016

By J L. Merritt

The mining industry seeks to engage with and respond to stakeholders through open consultation processes during the various phases of a mining project (Department of Industry, Tourism and Resources, 2006). Two Australian Coal Association Research Program (ACARP) funded projects conducted in the Bowen Basin coalfields in Central Queensland investigated the use of a stakeholder panel for the evaluation of mine site rehabilitation. The panel members were drawn from the local and regional area, and represented neighbouring landholders, traditional owners, AgForce, local government, conservation groups and non-governmental organisations (NGOs) such as Greening Australia and the Fitzroy Basin Association. The approach of utilising stakeholders to establish rehabilitation criteria was proposed as an alternative to the established practice of assessing rehabilitated areas against a suite of quantitative completion criteria; eg >70 per cent vegetative ground cover or <5 t/ha/a soil loss. The basis of this approach recognises the reality that the definition of completion criteria has proved problematic over the last 40 years with no broad consensus reached on the suite, let alone the metrics; eg the exact cover level that will benchmark acceptance of the mine site rehabilitation.CITATION:Merritt, J L, 2016. Zooming out – learning to see rehabilitation through stakeholders’ eyes, in Proceedings Life-of-Mine 2016 Conference, pp 163–165 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jun 28, 2016

By J L. Macdonald, G S. King

"The development of a predictive geometallurgical model is a multidisciplinary and iterative task that involves both discovery and integration aspects. In this paper, the authors discuss the concepts of geometallurgical modelling in terms of the underlying relationships that are used to connect geology, metallurgy and economic value, and how the early-stage preparation of a spatial geometallurgical model enhances project value and provides a sound basis for future studies and test work programs.Hot Chili’s (copper-gold-molybdenum) Productora Project, which is located in northern Chile, is a porphyry-copper style deposit that can be exploited using open pit mining and preparation of a saleable concentrate from fresh ore, as well as heap leaching, solvent extraction and electrowinning (SX-EW) extraction of copper from oxide ores. To enhance project value in the Productora prefeasibility study (PFS), Hot Chili developed a geometallurgical model that was used to predict the process responses of both sulfide and oxide ores. The Productora model incorporates test results from mineralogical, metallurgical and comminution testing, as well as other studies completed on a suite of samples collected from the many geological domains of the deposit.Using Bond Work Index and Abrasion Index proxies in the geometallurgical model, Hot Chili estimated the variability of sulfide ore throughput and comminution costs. Heap leach acid consumption in oxide ore was estimated from drill hole calcium concentrations. The model was then used in mine scheduling to identify high and low throughput or high and low acid ore zones so that the processing of these zones could be advanced or deferred to improve net present value (NPV). Additionally, the cost benefits of preparing an early-stage geometallurgy model were quantified through a comparison to a conventional model that was based on test work averages.CITATION:King, G S and Macdonald, J L, 2016. The Business Case for Early-stage Implementation of Geometallurgy– an Example from the Productora Cu-Mo-Au Deposit, Chile, in Proceedings The Third AusIMM International Geometallurgy Conference (GeoMet) 2016, pp 125–134 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Jun 15, 2016

By N. A. Karl, D. R. Wilburn

"This summary of international mineral exploration activities for the year 2015 draws upon information from industry sources, published literature, SNL Metals & Mining (SNL) (Charlottesville, VA) database and specialists in the U.S. Geological Survey (USGS) National Minerals Information Center. The summary provides data on exploration budgets by region and mineral commodity, identifies significant mineral discoveries and areas of mineral exploration, discusses government programs affecting the mineral exploration industry, and presents analyses of exploration activities performed by the mineral industry.Three types of information are reported and analyzed in this annual review of international exploration: budgetary statistics expressed in U.S. dollars provided by SNL; regional and site-specific exploration activities that took place in 2015 as compiled by the USGS; and regional events that affected exploration activities including economic, social and political conditions, which were derived from published sources and discussions with USGS and industry specialists. Commodity and regional compilations are presented in this summary. Because multiple sources were used to develop commodity and regional compilations, statistics may vary depending on the source and type of data that are being reported.The SNL data summarize planned company budgets for worldwide exploration activities in 2015 for 24 nonfuel mineral commodities and metal alloys and are based on company surveys. Surveys focused on precious metals (gold, platinum-group metals and silver), base metals, (cobalt, copper, lead, molybdenum, nickel, tin and zinc), bulk commodities (bauxite, chromite, iron ore, manganese, phosphate and potash), and other commodities (diamond, graphite, heavy-mineral sands, lithium, niobium, rareearth elements (REE), tantalum, tungsten and uranium).USGS data compilations and analyses are based on information provided by USGS mineral commodity and country specialists, as well as industry contacts and published trade journals. The USGS data summarize exploration site data collected for more than 80 minerals and materials, with a focus on base metals, diamond and precious metals. The USGS analyzed available information to assess the level of exploration activity in 2015 and to report trends in mineral exploration activity for the period 2005 through 2015. These analyses identify where mineral exploration is occurring by commodity and region and the intensity of activity that is taking place in each region for selected mineral commodities, and determines those factors that most affect changes in exploration activity."

May 1, 2016

By A A. Roberts, R F. Dewhirst

"Extensive literature surveys, research in the project environment and personal experiences both within and consulting to project teams have revealed some consistent ‘people factors’ that contribute most to ultimate project success. Outside of purely technical and business case issues, there are a small number of leadership characteristics – probably only ten – that if correctly applied can positively leverage a team’s impact on project success.Of the top seven project success characteristics that were consistently highly rated in a recent study, five of them were around leadership. The authors have focused on this topic, noting that good leaders need to display the following traits:passionate commitment to deliveryconsistent modelling and reinforcement of correct values and behaviourfocus on managing relationships well and energising teams and individualscarefully clarifying project vision from front-end loading stages onwardseffective decision making.Not every project manager can and does practise these behaviours all of the time, but being aware of them and receiving training or facilitation in improving their application of these skills can equip project managers with the essential tools to markedly improve their own performance and that of their teams.This paper draws upon experiences in the field and provides lessons – both good and bad – to illustrate. As well as examining leadership traits, the way in which a leader can establish, organise, motivate his or her team and ultimately lead them to success is examined. The paper shares methodologies that have been successfully used to track status within a team and generate appropriate recovery plans where required.In particular, the paper will examine a case study based on an amalgamation of real project issues in some challenging situations using virtual teams (ie physically distant teams located in different centres) to illustrate the importance of strong and positive leadership in achieving success across geographies, time zones and languages.CITATION:Roberts, A A and Dewhirst, R F, 2016. Leadership in projects – a recipe for success, in Proceedings Project Evaluation 2016, pp 49–58 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Mar 8, 2016

By S Love, M Anderson, M Boland

"The high rate of failure of new mine developments to meet feasibility study expectations has been the subject of many fine technical papers. Yet failure rates remain stubbornly high.Similarly, the common occurrence of disastrous acquisitions resulting from failed due diligence on projects is well known. Yet such mistakes continue to be made.The authors argue that project and due diligence failure are caused at least partly by cognitive biases. These biases pervade decision-making throughout project evaluations.A wider understanding of these biases (and their effects) is necessary. Only then can mitigating actions be taken.The opportunity for this wider understanding exists. A number of best-selling books have been published on the topic in recent years. With wider understanding of key concepts and terms, cognitive biases can be recognised and discussed. They can also be challenged and mitigated.The authors believe that these concepts should be entry-level, required knowledge for anyone evaluating, developing, reviewing or financing mining projects.Perhaps the most prevalent biases in project evaluation failure are the ‘over-optimism’ biases. In particular, the planning fallacy and confirmation bias.The anchoring effect is also pervasive. This bias propagates unrealistic assumptions from scoping and prefeasibility studies through to so-called definitive feasibility studies. Unrecognised anchoring biases also undermine the validity of many ‘independent’ due diligence reviews. They are also prevalent in corporate acquisitions.The availability heuristic refers to a mental shortcut that can lead to a number of biases. One of these is the narrative fallacy. The mind constructs coherent narratives and opinions, regardless of the amount and quality of the information that support them. Narrative fallacy commonly occurs in the evaluation of social and political risk. Another is disaster neglect, which is especially common in the failure to assess risks associated with tailings management.This paper outlines the relevance of these biases to mine project evaluations. It also provides examples where the authors have observed their effects.CITATION:Love, S, Boland, M and Anderson, M, 2016. Influence of cognitive biases on project evaluation, in Proceedings Project Evaluation 2016, pp 226–235 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Mar 8, 2016

By R Jacobs, J Yeates

"The Stockman base metals project is situated in State Forest in the alpine area of East Gippsland, Victoria, adjacent to a National Park and within the headwaters of a major Ramsar-listed wetland catchment and the Murray-Darling River system. Site topography is steep, and elevated (650 m – 1200 m above sea level), and subject to circa 1 m annual rainfall, with occasional winter snowfall. The project consists of two volcanogenic massive sulfide (VMS) deposits to be mined by underground methods and treated in a 1.0 Mt/a central concentrator to produce copper and zinc concentrates for export over a ten year operational life. New resource projects are rare in Victoria. Recognising the sensitive setting, planning for the Stockman Project, which is now in the advanced permitting stage, has focused on balancing economic, environmental and social outcomes to ensure social licence to operate is secured and can be maintained. This has involved close attention to triple bottom line (TBL) risks and outcomes. Stockman has successfully gained State and Federal approvals via the Environmental Effects Statement process. The process of obtaining these approvals has required close attention to effective stakeholder involvement, and management of a lengthy and difficult approvals process, which is still to be finally concluded. This paper is a case study of the process of that permitting and the issues encountered to date. Key learnings from the experience have included: successful approvals require close attention to much more than just the project and its technical aspects and physical setting – effective stakeholder involvement and endorsement is critical the differing consultation requirements for local, regional and government stakeholders, to design and plan implementation of a project to meet TBL objectives, and to gain social licence to operate within the Victorian approvals process, the need for an effective lead government agency with policy authority dealing with material policy change requiring post-closure financial sureties estimating realistic permitting time and cost during the project evaluation phase. CITATION: Jacobs, R and Yeates, J, 2016. Stockman base metals project – sustainability, social licence to operate and permitting lessons learnt, in Proceedings Project Evaluation 2016, pp 98–110 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Mar 8, 2016

By Willem P. C. Duyvesteyn

"Scandium International Mining Corp (SCY) has been involved in the commercial development of its Nyngan Scandium Project for about ten years. Various studies at a variety of global R&D organizations have been carried out in an attempt to define the deportment of scandium in both the limonite as well as the saprolite phases of Nyngan ore to assist with process development. Technologies such as sulfuric acid baking, high pressure acid leaching, sulfuric and hydrochloric acid atmospheric leaching and heap leaching have been extensively investigated both at the bench and pilot scale level to arrive at the most economic process flow sheet that will be discussed in some detail in this paper. Solvent extraction, ion exchange and other refining technologies have been tested and an optimum configuration has been established for the Nyngan project which is expected to be the first primary scandium mine and metallurgical plant in the world.Because of a lack of product availability the current scandium market is limited to less than 20 tons per year. Technologies have been identified to produce product with different specifications for aluminum alloys and solid oxide fuel cell applications. Preliminary economics have identified that Nyngan will be a robust and low capital cost project that can readily be expanded as the size of the scandium market increases."

Jan 1, 2016

By Dharmil Patel, Michael J. Chow

"Construction progress is nearing completion at a Brownfield Site for a 100,000sf mixed-use 10 story building plus cellar for Silver Star Motors including a two-floor pre-owned Mercedes Benz showroom; high-end residential rental studios, 1, 2, and 3 bedroom apartments; and penthouses on the upper two floors. Excavation through impacted soil extended to 15ft depth. Project is approximately 7 ft north of a NYCT subway station, portions of the SOE are within inches of a 6ft diameter NYCDEP Sewer, and cellar extends below the depth of adjacent structures, requiring over 200 lf of underpinning.A complex series of earth retention systems was utilized consisting of underpinning, drilled-in soldier piles (micro-piles), timber/concrete lagging, soil anchors and inclined rakers supported by a partially constructed foundation mat. Foundation mat subgrade was approximately 4 ft below the groundwater level creating more challenges during underpinning and achieving suitable foundation subgrades. All construction was undertaken on a non-union basis.This paper describes the design, construction, and lessons learned for the multiple earth retention systems, Brownfield Remediation requirements, instrumentation, and monitoring used to manage complications of building adjacent to an active subway station, in close proximity to existing utilities, with underpinning and mat foundation installation below the water table.Results of the instrumentation program are summarized which utilized an AMTS, monitoring prisms on adjacent structures, automated seismographs, and manual NYCT surveys."

Jan 1, 2016

By D. A. Peacock

"INTRODUCTION Outer space technology and exploration have reached a tipping point so that mining and mineral processing in outer space is now a certainty and not a dream. Several competing companies, worldwide, are well on the way to building spaceships to land on the Moon and eventually mine the Moon and asteroids for volatiles, rare earth metals and Helium-3. The Google Lunar XPrize offers a $30 million prize1. China has recently landed a spacecraft on the Moon. The European Space Agency, with cooperation from the United States, has landed a spacecraft, Philae, on a comet. And, Mars One is planning a one-way trip to establish a settlement of humans on Mars. How and why are the Moon and asteroids and their resources of interest to private space industry and companies? Why are the Moon and asteroids viewed as a potential business venue? GEOLOGY OF THE MOON AND ASTEROIDS –WHY DO WE WANT TO MINE THERE? Space enterprises are actively working towards establishing and operating lunar and asteroid mining locations for resource extraction, resource processing, conversion to salable products, and distribution of the products and services in space and to Earth and beyond2. Forty-five years ago, the Apollo manned missions to the Moon returned rocks and regolith to Earth, which were studied and analyzed. What they found was that the Moon contains valuable minerals and resources. These minerals are largely due to meteor and asteroid impacts, which have, over eons, created this mineral rich regolith. These impacts have occurred on Earth as well, for billions of years, particularly early on in the history of the solar system. However, on Earth, wind, water, and vegetation have erased most of these impacts. On the Moon, in contrast, the only weathering is caused by subsequent impacts and the solar wind. The Moon regolith contains valuable rare earth minerals, platinum-group minerals (particularly where the Moon has been impacted by asteroids), volatiles (useful for processing and habitation), Helium-3 and titanium. Almost non-existent on earth, Helium-3 is abundant and accessible on the Moon and can be used in nuclear fusion power plants, producing much more energy than fission reactions and with much less radioactive waste. One of the main reasons Helium-3 is sought after as a fusion fuel is because there are no neutrons generated as a reaction product. Governments and private companies focus on mining of Helium-3 on the Moon as a basis for their economic models. Moon Express, one of the private companies who is planning on mining on the Moon, will recover moon rocks to fund its early operations25. Subsequently, it will recover Helium-3, platinum, and rare earth metals, as it engages in surface mining operations."

Jan 1, 2016

By Stefano Ceccotto, Eugenio Trussoni

"INTRODUCTION Contemporary city is made of layers. Physical structures layers (built fabric, residential, commercial industrial etc. ), infrastructural layers (below and above ground), “green” layers (parks and open spaces), and also informational layers, i.e. connections, links, between sectors of the city and other territories. The “city of layers” concept represents the exercise of “rebuilding the city” per each layer, highlighting those physical built structures that are functional to define a relation. For example, if consider the “connection” relation, the city is re-designed by considering only transportation built structures. The layer obtained in such fashion is hence the “transportation” layer, including below grade infrastructures (subways) and above grade lines (rail, bus, tramways etc.), as below shown in Figure 1.In this sense, the contemporary city is represented by separate constructs assembled together according to a specific functionality (e.g. “connection”). As a consequence, the relation between what is built underground, and the related above-ground development, can be perceived in his most evident appearance. What could happen within the contemporary city if the planning process would begin from below to above and not vice-versa?INTERACTION The question risen in the introduction is strategic when approaching the difficult task of designing (or re-designing) a multi-level organism like the contemporary city. Nowadays, the theme of integration between underground and at-grade master planning has become the subject of many urban renovation projects, where the design process has begun within the transportation layer, underground, and further developed by interacting with at-grade structures already existing or in phase of design.A series of case studies where below/above interaction plays a key role in the project will be further analyzed. Moreover, it is relevant to understand the mechanics of an urban transformation process that originates within the transportation layer and ends up with the design of entire sectors of the city. The Transit Oriented Development approach is a useful tool to clearly understand such transformation process. TOD has become, in particular in the last decade, one of the most effective tools for urban design, in order to solve simultaneously the many different instances related to transit planning, urban design and real estate market."

Jan 1, 2016

By Basar Arioglu, Mustafa Tanriverdi, Seok Jae Seo

"INTRODUCTION Istanbul is a unique megalopolis connecting two continents. Population growth and economic development require permanent solutions and continuous investments on the transportation infrastructure. While the average population growth rate in Turkey is around 1.3% per annum, Istanbul is growing at an even faster rate of more than 1.5%. Even more striking is the fact that car ownership in Istanbul is increasing 5% a year, which is four times faster than the population growth. Although Istanbul Metropolitan Municipality (IMM) has worked persistently to improve the quantity and quality of the public transportation system in the city through, in particular, extending the available rail system network, the need for extra roads has always fallen behind demand. To make things worse, Istanbul is divided by the Bosphorus Strait, the large waterway connecting the Black Sea to the north and Marmara Sea to the south, which leads to the Mediterranean. This waterway is crossed via two suspension bridges, the Bosphorus Bridge built in 1973 and the Fatih Sultan Mehmet Bridge built in 1988. Current daily traffic across the bridges is around 450,000 vehicles per day. Ever increasing cross-Bosphorus traffic demands require other routes to be in place a soon as possible. While a third bridge farther north is currently under construction, yet another tunnel crossing is coming to the end of construction and is planned to be in service by December 2016. Being implemented under a Build-Operate-Transfer (BOT) model, Istanbul Strait Road Tunnel Project (ISRTP, the Project) has been under the spotlight not only because of its distinctive technical characteristics but also because of its robust business model, exacting financial and legal arrangements, diverse stakeholders and challenging organizational management structure. The following paragraphs offer an overall view of the Project from inception to where it stands now and extend to the imminent operational phase, touching lightly on all major aspects of this challenging journey."

Jan 1, 2016

By K. Ramji

"The development curve in the extractive sector has become longer, steeper, and riskier due to increased social, legal, and political risks from various stakeholders. Indigenous peoples are a unique stakeholder because their growing legal rights to lands and resources can often determine a project’s outcome. A project will only be successful if it is able to obtain the legal permits, withstand any judicial reviews, and gain and maintain the social license to operate. Stakeholder identification, management, and engagement are key risk-mitigation tools required to successfully convert risks into opportunities.RÉSUMÉ La courbe de développement du secteur de l’extraction s’est allongée, elle est devenue plus abrupte et plus hasardeuse en raison de l’accroissement des risques sociaux, légaux et politiques venant des divers intervenants. Les peuples autochtones sont des intervenants uniques puisque leurs droits légaux croissants sur les terres et les ressources déterminent souvent ce qu’il adviendra d’un projet. Un projet ne pourra réussir que s’il est capable d’obtenir les permis légaux, passer à travers les analyses judiciaires, puis obtenir et maintenir le permis social d’exploitation. L’identification des intervenants, la direction et l’engagement constituent les outils clés de l’atténuation des risques nécessaires pour bien convertir les risques en possibilités."

Jan 1, 2016