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By John Rajala

The Otjikoto Gold Mine in the Republic of Namibia is located approximately 300 kilometers north of the capital city of Windhoek. The project features surface mining with a modern gravity/carbon-in-pulp mill for ore treatment and recovery of gold. Initial mill design capacity was 2.5 million tonne per annum but then expanded after 9 months of operation to 3.1 million tonne per annum. The technical steps to establish the Otjikoto mill design from process selection in the due diligence stage, through flowsheet development in the feasibility study followed by detailed engineering design are reviewed in this paper along with mill performance during start-up and in 2019.

Oct 30, 2020

The most complete mining show ever held in the United States and the largest exposition of its kind to be held anywhere in the world in 1988. That's how the American Mining Congress is billing its "MINExpo International '88," to be held April 24-28 at Chicago's McCormick Place, the largest exposition facility in the country. MINExpo International '88 will combine for the first time two previously separate AMC-sponsored shows - the International Coal Show and the International Mining Show. Starting with the 1988 show, MINExpo International will be held every four years. The next show, in 1992, will be held in Las Vegas. The MINExpo in Chicago will feature more than 500 mining equipment and services exhibits covering 3 hm2 (320,000 sq ft) of exhibit space. Exhibitors will display products ranging from small safety devices to large earth-moving equipment. MINExpo is one of the few trade shows selected by the US Department of Commerce for its Foreign Buyer Program. Commerce is working with US embassies around the world to publicize MINExpo and to form delegations of visitors from many countries. Overseas visitors to the show will be assisted at an on-site International Business Center. It will provide currency exchange, translation, and other services to foreign buyers. Registrants at MINExpo will also be able to attend their choice of 27 morning-only program sessions. At these sessions, international mining experts from industry, government, and academe will analyze technical, strategic, and policy matters and discuss the outlook for the industry. "Toward the 21st Century" is the theme of this year's program. The technical workshops and managerial seminars are designed to assist mining executives, engineers, and geologists as well as mine superintendents, managers, and foremen in handling their responsibilities. Based on previous attendance at AMC international mining shows, the association says that more than 25,000 persons are expected to attend the Chicago show. It is expected that approximately 15% of the attendees will be from foreign countries. The Soviet Union will be among those exhibiting at MINExpo. The Russians have leased more than 2.8 dame (3000 sq ft) of space to display their mining machinery and equipment. It is the first time that the Russians have joined in an exhibition of mining equipment in the US. The two largest manufacturers of mining equipment in the Soviet Union, Setmash and Avtoexport, will put on display in Chicago a variety of Russian-made equipment. It will range from 100 t (110 st) heavy-duty dump trucks and diesel engines to drilling, hoisting, and conveying equipment. In addition to some 400 US exhibitors of mining equipment and services at MINExpo, nearly 100 companies will be present from other major mining nations such as Australia, Canada, Great Britain, Japan, the Netherlands, and West Germany. And, for the first time, a Chinese manufacturer will take part in the AMC show, participating with its US marketing partner.

Jan 3, 1988

By D. M. Ziebarth

"During the mid to late 1960s, the underground potash industry in Saskatchewan was born. For the next four decades the industry operated at a steady pace, supporting a large part of the world demand, until 2008 when the potash market heightened. Operators were motivated to capitalize on this increased demand, new mines were proposed while existing mines were planning upgrades. Potash Corp. of Saskatchewan (PCS) was one of the major producers planning upgrades to its production facilities quickly, including modifying the existing headframe and shaft at the PCS Cory Site to accommodate a new 1.5-kt/h (1,650-stph) hoisting plant. Upon completion of the project, the innovative operations group continuously reviewed methods to increase production and reduce operating costs, allowing PCS to continue being competitive on the world market.BackgroundPotash production is a major Saskatchewan industry and has played a significant role in the economy for more than 40 years. Production commenced in 1962 when water problems were overcome at the International Minerals and Chemical (IMC) Mine near Esterhazy, Saskatchewan. A surge of development by other companies resulted in 12 companies opening 10 mines by 1970. In 1975, Potash Corp. of Saskatchewan was created by the government of Saskatchewan, and shortly thereafter purchased several mines in Saskatchewan, including the Cory Mine, near Saskatoon.Cory has been in operation since 1968 and is located 12 km (7.5 miles) west of Saskatoon in central Saskatchewan. The mine is located in the center of the world’s largest potash deposit, 1,000 m (3,300 ft) below surface.PCS has embarked on sizable capital expansions of more than CDN$7 billion.The $1.6-billion Cory expansion was expected to raise operational capability of the site to 2.7 Mt/a (3 million stpy), an increase of 1.9 Mt/a (2.1 million stpy). To achieve 2.7 Mt/a (3 million stpy) of finished product and considering the 22.6 percent average production recovery (Potash Corp, 2013), 12 Mt/a (13.2 million stpy) of ore must be hoisted to the surface for processing. To deliver this rate required upgrading of the hoisting plant to 1.5 kt/h (1,650 stph). To accomplish this ambitious challenge, creative thinking, careful planning and a cohesive team was needed to work together to ensure the schedule, budget and most importantly that the work was completed safely (Potash Corp., 2013)."

Apr 1, 2017

By F. Heivilin

If the past is the key to the future, we will have ?tough? times maintaining Industrial Mineral reserves we have and proving new reserves around our plants and in new locations. The tough times will come from resources being more difficult to find, more hoops to go thru to make them Proven or Probable reserves. As always, Industrial Minerals require competitive quality, location, and costs. Since in most cases the market has suppliers, you will have to take away customers from their present supplier. This may take years or not happen even with lower cost higher quality raw materials. To determine the finished cost for a new deposit you need to design, determine capital costs, and operating costs for a new plant . Stripping, mining, hauling, processing, and transportation costs are part of the equation. After satisfying that your costs are in line you will need to do production tests to make sure the process works on the ore. You may want to complete permitting before purchasing the property. If you are new in the business you will have to prove you can deliver the right quality, the right quantity, on time consistently year after year at lower cost to take away a customer. Without being in the market this will be hard. The cut off grades to enter a market may be much lower than sale indicates because a competitor often lowers the price to keep you out of the market. We have many more items to check before the new deposits can be put on reserves. Our old reserves will require drilling to check for new products and prove that they do not contain items that would make them unusable for our product line or cause permitting problems. Archeological checks, wetlands, more water discharge testing, county zoning, and endangered species are among many items that have been added to mine permits. There will be more. A 4-6 page mining permit becomes 30-300 pages and consists of 5-15 permits, any of which might be a fatal stumbling block. It is not guaranteed that we can mine what we have on reserves. We may fight and lose. Oil-Dri?s loss in Reno and LaPort?s in England are examples where permitting failed. The NOx, sulfur, and carbon problems are just starting. Dioxin is in the background requiring monitoring on food products to Europe. What other anions, cations, endangered species, and land types are going to be problems in the future are guesses now. What new products are we going to have to test for and cause out of balance reserves? If there are none we probably won?t be here. We are competing for land use with ?Endangered Species?, wetlands, farming, forestry, cities, roads, and hunting. We?ve mined the best quality, low overburden, easiest to mine and process raw materials. The price of land and taxes are increasing. Old royalties are 2-3 times the present acre value instead of 8-10 times the property value when leased. Land taxes are up. It was and is best that we get the land in Fee Simple Title. This isn?t always possible. However, plants are closing and people have overlooked, made mistakes in drilling or interpretation of deposits. These may be opportunities. China is eating up high quality ?Industrial Minerals ?which have caused prices to rise. We may need to change our cutoffs? in terms of smaller pit sizes and higher overburden ratios. This is money in the bank. Overburden ratios and other items increasing cutoff costs need to be rethought. Suddenly doubling cutoff ratios for overburden and decreasing pit sizes are good alternatives to looking elsewhere where we might not be able to mine for a number of reasons. The higher prices make them competitive, especially when a competitor goes out of business. However, our low overburden ratios and short hauls around our plants are not safe from new roads, condemnation by county or city governments (N. J.), zoning changes (Reno, FL., CA, and environmental regulation changes (Buffers GA, MS). New roads ?Interstates? can take reserves, increase hauling distances and reduce tons per load. Let?s combine the Refractories, fullers earth, and bentonite industries and use the last 40 years as a guide to the future looking for problems and opportunities. Some or most of the following will apply to other minerals. WHERE DO WE LOOK? First, on our own properties, those next to our properties and on properties near our competitor?s plants. Where the profit margin has increased, the distance from the plant and thickness of overburden we can use is increased. The thickness of clay is decreased. For new locations we pick the ideal location and look at deposits and closed or open operations in ever increasing distances away from that location. We need to be aware of: 1. Increased transportation costs a. Access to Roads -Backhauls b. Haul with doubles and triples c. Railroads - Loading on sidings - Ability to get switches - Cars/backhauls versus rates 2. Cost of building a new plant 3. Cost of infrastructure 4. Cost of repair or new equipment when purchasing an operating or shutdown plant. 5. Local, state, and federal mine and environmental permitting. When exploring around an established operation expect that property acquisition, drilling, mining, stripping, and hauling costs will be greater due to them having second, third, or even fourth the pick of the deposits. I found this in New Jersey looking for refractories and around Quincy, Florida looking for attapulgite. You may be able to get some better properties because the operating company has angered some land owners, their drillers missed the clay, or the property wasn?t available when they were actively exploring for reserves. You may have some product lines your

Jan 1, 2009

By Yuan Le, Dominic Reda, Vojtech Ernst Gall, Kurt Zeidler, Tomasz Kecerski

High Speed 2 (HS2) mandated that Building Information Modelling (BIM) processes be implemented during design and construction. Gall Zeidler Consultants (GZ) was responsible for developing the BIM Models for the portals, tunnels, and cross passages of the of the 16 km-long Chiltern twin-bore Tunnel. In addition, GZ developed the GBR for the Chiltern Tunnels and incorporated the relevant information into the Project’s BIM framework. This paper presents the implemented BIM framework, describes the modelling approach, and discusses the advantages and challenges of implementing BIM, particularly how BIM improved interface coordination and how BIM was used in feasibility assessments of different construction options.

Jun 13, 2023

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 Frederick Bradley Henderson

This study was initiated to investigate the occurrence of cinnabar in the oxidation zones of some mercury sulfide deposits. Seven mines or mine districts were visited and samples were taken from both the oxidation and primary zones of these deposits in order to compare their mineralogies and assess Vie chemical changes that took place during oxidation. As a result of the study of these specimens, several limiting factors are suggested for the chemical environments and processes active in both the deposition and oxidation of mercury sulfide deposits. The Mt. Jackson mine, near Guerneville, California (location map, fig. 1), was studied in some detail and forms the basis of this paper. The mine has not heretofore been described in detail in the literature. The Mt. Jackson mine is considered typical of mercury sulfide deposits occurring at the faulted boundaries of serpentinite bodies and enclosing sediments. Such mines are common in the California and Oregon Coast Ranges? Specimens collected by the author from the New Idria and New Almaden districts, the Mt. Diablo, the Culver Bear, and the Buena Vista mines in California, and the Opalite district (Cordero and Bretz, mines) on the Oregon-Nevada border were studied for comparison with the Mt. Jackson samples. The mine description, maps and sketches were composed from field maps kindly provided by Francis Fredericks, consulting geologist to the Sonoma Quick-silver Mine Inc. during the author's visit in 1962. Additional information was obtained from the company maps and minor corrections and interpretations were added by the author.

Jan 1, 1965

Software exhibitors at MINExpo will feature the newest, the best, the most comprehensive computer-based tools available to get minerals from the ground to the market. From the ?cloud? to the pit, the variety that will be featured is almost limitless ? a digital tool for every phase of the mining lifecycle. Blue Sky Network SkyRouter brings the Blue Sky Network to the cloud. Using its interactive Web portal, SkyRouter, with detailed mapping and integration with Google Earth, the Blue Sky Network links enterprises to personnel and assets anywhere on earth through Iridium satellites. The cloud-based solution is designed to support connectivity with remotely dispersed mobile assets, including Blue Sky?s dual-mode GSM and Iridium tracking and communications services. This enables seamless connectivity with assets in problematic cellular reception areas, where only 10 percent of the Earth is covered, and in remote locations.

Jan 1, 2012

By J. L. Ellenberger, G. S. Esterhuizen, T. Miller, M. M. Murphy

A limestone mine in Ohio has had roof instability problems that have led to massive roof falls extending to the surface. This paper describes a collaborative study of these events undertaken by the National Institute for Occupational Safety and Health and the mine owners. The study focuses on the roles that weak, moisture-sensitive floor and weak bands in pillars play in a general instability that led to roof falls at this mine. The NIOSH Stone Mine Pillar Design software (S-Pillar) does not include analysis for weak floor or weak bands and recommends that when such issues arise they should be investigated further using a more advanced analysis. It is important to recognize that without the impact of the floor or weak bands, the calculated inherent stability factor for these pillars is within the recommended design range. Therefore, to further investigate the observed instability occurring on a large scale at the Ohio mine, FLAC3D numerical models were employed to help determine the failure mechanism. Roof-to-floor convergence monitors were also installed in the areas predicted to have further instability. This case study will provide important information to limestone mine operators regarding the impact of weak floor causing the potential for roof collapse, pillar failure, and subsequent subsidence of the ground surface. This recent case demonstrates that weak floor can be a significant factor in pillar stability and should be assessed during the design stage of the mine.

Jan 1, 2015

By Josh B. Taggart

Some twenty to twenty-five years ago we saw the beginning of mechanization in our coal mines, It has now progressed to the point Chat as instruments of production the pick and shovel are things of the past, They had to give way to better and more efficient methods--so mechanization, followed by and combined with automation, has become common-place in our mines. Our coal could not keep its competitive position without this progress Without it our industry could not look to the future with any degress of confidence. Today we lock back and see cases of regained and salvaged markets. We see better coal products being produced at decreasing costs. We see better utilization of manpower and a stronger, more confident industry, Our hats arc off to those mining men, equipment manufacturers, labor leaders, and others who had the foresight to work toward these ends and the ability to bring them about.

Jan 1, 1962

By Congcong Chen, Bo Ma

When assessing the safety of a tailings dam, the constant weight method (CWM) is one of the most commonly used methods. However, when the evaluation indicator value suggests serious defects, the evaluation value is often inconsistent with the actual situation. To address this issue, the variable weight method (VWM) is introduced to assess the safety of the tailings dam. Initially, a three-layer indicator system for dam failure safety assessment is built, and individual indicator values are divided into four grades. Then, an appropriate state variable weight function is constructed and relevant parameters are determined. Finally, a case study is illustrated to verify the effectiveness of the model. The assessment results of the VWM more closely represent the actual situation than that of the CWM, which is more helpful for decision makers and technicians to take scientific and reasonable precautionary measures, thereby improving the safety management of the tailings pond.

Oct 8, 2022

By C. Dirscherl

"Declining ore grade, leading to increased material transport and plant throughput requirements, is one of the major challenges in the current mining environment. This is accompanied by rising energy and labor costs, decreasing plant productivity and the requirement for highest plant availability. Siemens’ answer is the latest gearless drive technology for grinding and conveying. Gearless drive solutions are surpassing the mechanical limits of conventional drive systems serving to utilize the principle of economies of scale. By elimination of various components of the drive train the maintenance activities and spare parts inventories are reduced. The advantages are culminating in the incomparable availability of the Siemens’ gearless drive technology of 99.46 to 99.71% - as confirmed by real operational data from the Antapaccay mine in Peru. It was the first plant worldwide to use gearless drives for both applications. KEYWORDS: Gearless Mill Drives, Gearless Conveyor Drives, Availability, SAG Mill, Ball Mill, Overland Conveyor, Antapaccay INTRODUCTION – THE GEARLESS PRINCIPLE The principle idea behind a gearless drive system is to reduce the number of components and diversity of parts. Especially those components that are at the edge of current manufacturing or power limits are eliminated. The used equipment provides the possibility to scale up and increase the power transmitted to the driven machine. This finally results in a possible increase of throughput respectively transported or processed material. In order to apply this principle of simplification we will take a look at the components of a conventional drive system consisting of: - Driven equipment (mill, conveyor, slurry pump…) - Components altering the rated speed (gearboxes, girth gear / pinion) - The electric motor - Starting devices for the motor (VSD, CCV, LRS, clutch…), which are necessary because a direct across-the-line start of high power motors with load would result in a significant drop in the line supply voltage - Alternatively a variable speed drive (VSD) or cycloconverter (CCV) to utilize the possibility of speed variation during operation - The electrical supply system (cables, switchgear, transformers, protection equipment) Intermediate gearboxes are not required when a motor is used with a rated speed that directly matches the speed requirement of the driven equipment. Furthermore the VSD can be used to smoothly start the motor and to vary speed during operation, which means that it satisfies both requirements."

Jan 1, 2015

By E. M. Frizzell

Development of mobile crusher systems for surface mining, allowing extension of continuous conveyor haulage systems into the pit, is traced from its introduction to the present. Variations in configurations are reviewed, and the compelling reasons for using mobile crusher systems are explored.

Jan 1, 1983

By Osvaldo A. Bascur

Standards and technology for bringing information to the desktop have greatly evolved in recent years. The benefits to be realized depend on how these new tools are embraced at the performer level. A key operating challenge is to ensure cooperative effort is geared towards the most efficient achievement of identified operating and corporate objectives. Presentation, application and database layers are emerging in successful client/server applications, the three-tier architecture.

Jan 1, 1996

By K. M. Mohamed, R. K. Zipf

The shear strength properties of generic cement foam material and cement foam/concrete interfaces were examined at three testing scales. In laboratory direct shear tests on specimens with average shearing area of 0.006 m2 (10 in.2), the cement foam material had average peak and residual shear strengths of 0.88 MPa (128 psi) and 0.39 MPa (56 psi), respectively. Depending on the concrete strength, the cement foam/concrete interfaces had peak and residual shear strengths ranging from 0.71 to 0.81 MPa (103 to 117 psi) and from 0.27 to 0.29 MPa (39 to 42 psi), respectively. In laboratory direct double shear tests on specimens with average shearing area of 0.084 m2 (130 in.2), the cement foam/concrete interfaces had average peak and residual shear strengths of 0.17 to 0.30 MPa (25 to 44 psi) and of 0.11 to 0.23 MPa (16 to 33 psi), respectively. In large shear tests of simulated cement foam seals with the Mine Roof Simulator (MRS) test frame, cement foam/concrete interfaces with shearing area of 1.486 m2 (2,304 in.2) had average shear strengths of about 0.08 and 0.16 MPa (11 and 23 psi) along the roof and floor interfaces, respectively. The average shear strength through the cement foam material was 0.38 MPa (55.3 psi). Finite element analysis of the large seal tests and the back analysis of the shear strength of full-scale cement foam seals conducted at the NIOSH Lake Lynn Laboratory confirmed shear strength of about 0.14 MPa (20 psi) along the seal/rock interfaces. The study concluded that the structural analysis of cement foam seals should be based on their residual shear strength determined from small laboratoryscale tests of the cement foam/concrete or rock interface and not be based on their peak strength.

Jan 1, 2014

By George A. Mealey

Caving mining methods that are based on a planned caving of rock above and/or at times surrounding the material being mined can be classified in three broad categories: longwall mining, sublevel caving, and block caving. Each of the three methods involves a distinct technology as well as art of operation. Each requires a relatively large, regular, and predictable ore body. As a rule, the effect of mining results in some form of impact or change on the surface. Operationally, underground caving methods are characterized by high productivity as well as a high percentage of extraction of the mineral being mined. A key element for the productivity of this form of mining is the ability to standardize the various elements of work taking place underground. Therefore, work-men may perform a specialized role rather than function as all-around miners. Further, the nature of the mining methods lend them to a high level of mechanization. Operations and manpower can be centralized into a relatively small area where supervision can be concentrated and therefore be more effective. Productivity as well as safety benefits thereby. The caving method is unique in that the exploitation openings are deliberately destroyed by the process of mining. Rock mechanics principles focus on the ensurance and the propagation of the cave as well as the continuance of the mine openings designed to extract the broken ore. As a rule, production operations are designed to maintain a steady, continuous flow of ore from the extraction areas. This steady flow rather than an intermittent flow tends to promote good caving action as well as reduce hangups.

Jan 1, 2008

By Franziska Wolf, Rainer Ellmies, Helmut Mischo

"Mining is an important part of the economy of Namibia. In 2016, 11.1 percent of the GDP was the result of mining activities with 22 active mines (The Chamber of Mines of Namibia, 2016). Only one of them consists of an underground mining operation.The global annual production of fluorspar is approximately 5.4 to 6.3 Mt (6 to 7 million st) (U.S. Geological Survey National Minerals Information Center, 2017). Okorusu has produced on average about 45 kt/a (50,000 stpy) in recent years (U.S. Geological Survey National Minerals Information Center, 2015).The Okorusu Mine is Namibia’s only fluorspar mine. Fluorspar was mined in an openpit mine with four individual pits (A-D) since 1980. In 2014, the mine closed due to the increased stripping ratio and beneficiation problems. The mine assets were bought by Gecko Namibia. Currently, Gecko uses parts of the processing plant for beneficiation of graphite from a neighboring mine. Figure 1 shows a panoramic view with the four pits and the mine village.The intent is to develop a concept for the further underground development of the mine. There are still about 6.3 Mt (7 million st) of measured resources left in the deposit, with an average grade of 27.5 percent CaF2. This study focuses on the underground mine design. The above-ground plant and facilities are considered as remaining unchanged.For solving the task to design the mine, a site visit for data collecting was conducted. Resource estimations were calculated based on existing drill data, and consequently, block models were created. The development of the mine design included the selection of the most suitable mining method, mining technology and mine organization. Moreover, some economic considerations are pointed out, followed by a profitability assessment."

Jan 2, 2018

By C. Pitzer

"Safety performance in many companies and even industries has stalled in the last decade. Accidents rates are at a “plateau” and yet, serious accidents and fatality rates are not. In more dramatic cases, such as in the BP Texas Refinery disaster, organizations that have “exemplary” safety statistics, suddenly have a catastrophic or multi-fatality event occurring. Classic examples are the Piper Alpha disaster and NASA’s Challenger and Columbia disasters, the BP’s Deepwater Horizon Rig disaster in the Gulf of Mexico. Looking into the causes of these accidents provides an insight into the events and deficiencies that led up to the accident, but what are the common features in the organization’s mindset, or its culture? What characterizes these organizations’ decision-making, their approach to safety and to risk and are there features that can be delineated? The research and review presented in this paper covers a period since1995, which started in the Australian resource industry and since then covered international events. The features of these organizations are summarized as the seven deadly delusions of near zero organizations (NZO) that suffered unexpected disasters, based on extensive research by the author. More recently, the massive West Fertilizer plant explosion in Texas, and the Train Disaster in Lac-Mégantic, Quebec, Canada underlined the same trends. Organizations may experience calamities not because they are bad, or unsafe, but because they have become “cult-like”. INTRODUCTION The train disaster of 6 July 2013, in the small town of Lac-Mégantic in Quebec, Canada, in which 47 people were killed, had many strange pre-cursorsso-called “black swan” events that have occurred in many different industries. Black swan events are so rare, that there is almost zero chance that they will ever occur again, but they are so calamitous that the responses to these are emotional and irrational, (but necessary) and in those responses, the seeds for other, different black swan events are put into place. It is not what we don’t do, or do wrong, that causes modern disasters, it is what we do. The same things in the culture that make us successful, may also cause the disasters. We slowly, incrementally and insidiously ‘float’ into disaster. One such Black Swan event: The Piper Alpha Oil Rig disaster, killing 167 men in the North Sea on the 6 September 1988, was one of the most pivotal events in safety around the world. It changed the thinking and focus of governments, whole industries and led to numerous books and papers. It resulted in new legislation, textbooks and a critical self-examination by the oil and gas industry."

Jan 1, 2016

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

"This summary of international mineral exploration activities for the year 2014 draws upon information from industry sources, published literature 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: 1) budgetary statistics expressed in U.S. current dollars provided by SNL Metals & Mining (SNL) of Charlottesville, VA; 2) regional and site-specific exploration activities that took place in 2014 as compiled by the USGS and 3) 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 are used to develop these compilations, statistics may differ depending on the source and type of data that are being reported.The SNL data summarize planned company budgets for worldwide exploration activities in 2014 for 19 nonfuel mineral commodities based on company surveys. Research focused on precious metals (gold, platinum-group metals and silver), base metals (cobalt, copper, lead, molybdenum, nickel, tin and zinc), bulk commodities (iron ore, phosphate and potash), and specialty mineral commodities (diamond, lithium, niobium, rare-earth elements, tantalum and uranium). Information on uranium exploration activities was included for the first time in 2007. Data on lithium, niobium, phosphate, potash, rare-earth elements and tantalum were compiled for the first time in 2010 because of their increased significance. Since 1999, companies with exploration budgets of $100,000 and greater were included in the SNL compilations. SNL budget estimates exclude bauxite, coal and oil and gas. Exploration budget estimates for iron ore have been compiled since 2011 but reported separately. The 2014 SNL company survey is reported by SNL to cover an estimated 95 percent of the world’s nonferrous, nonfuel mineral exploration budgets. The 5 percent that is not covered includes companies that chose not to participate in the SNL survey, private companies that do not publish their budget data, and government-funded exploration activities"

Jan 1, 2014