Search Documents

By K Karmawan, T Casten

The PT Freeport Indonesiaæs Deep Ore Zone (DOZ) copper deposit is located in the province of Irian-Jaya, Indonesia. Currently, a block cave mine is being developed around this deposit. Production is scheduled to start the fourth-quarter of year 2000 and to ramp up to 25 000 tpd by year 2003. The air quantity requirement for this mine is equal to 780 m3/s. To supply this quantity, the mine will require five centrifugal fans (one 450 and four 750 kW fans). This study summarises the technical aspects related to the installation and commissioning of two of these fans. The fans were installed on the surface in parallel arrangement with two others. Each has a design capacity of 240 m3/s of air at 2.2 kPa of static pressure. The study presents the installation details from the underground shaft excavation and portal development through fan testing and commissioning. It also presents the results of a monitoring system that was installed to determine the fan duties.

Jan 1, 2000

By C Torrisi, J Andreatidis, M Duffy

BHPÆs Cannington process plant was commissioned in October 1997. The Cannington ore contains high grades of silver, lead and zinc but also contains high levels of fluorine which must be removed to produce a marketable concentrate. As a consequence the plant is more complex than the typical base metal concentrator. Some of the features of the Cannington operation include a single stage autogenous mill, multiple stages of flotation cleaning, two leach circuits, pressure filtration and a paste fill plant. The start-up and achievement of design performance for new lead/zinc operations has traditionally taken much longer than for gold or copper operation and is littered with many tales of woe with feasibility targets often not achieved (Agarwal, Brown and Katrak, 1984; Bulatovic and Wyslouzil, 1999; Leung, Andreatidis, Woodall and Alford, 1996; Sherman, 1999; Ward, 1998).

Jan 1, 2000

Problems encountered in the design, construction, acceptance, commissioning and early operation of the electrolytic zinc plant at Port Pirie are reviewed. Recommendations based on the author's experience are made for proper control of each phase of the development of new plants.

Jan 1, 1971

The Port Kembla Copper (PKC) copper smelting facilities were commissioned during 2000. Numerous difficulties were encountered during the commissioning such as multiple reactor tuyere line failures, absorbing acid tower refractory collapse, and Noranda Reactor and Mitsubishi Converter process control problems. These problems are described along with the actions taken to overcome them. Process development is described particularly for the Mitsubishi Converter and Acid Plant.

Jan 1, 2002

The process and control technologies incorporated into the coal preparation plant at Newlands were to be used for the first time in Australia. The commissioning organisation and procedures were set up on the basis that commissioning personnel, while being competent, would be unfamiliar with the equipment. In addition the commissioning process would have to be completed quickly. The organisation coped with all of these problems and more.

Jan 1, 1986

By R Young, D OÆSullivan

When Centaur Mining and Exploration produced nickel metal fromlaterite ore at its Cawse nickel project in January 1999, a new era in the nickel industry was heralded in. One of three new laterite projects commissioned that year, new technology and a unique process design has been combined at Cawse to launch what will be amongst the worldÆs cheapest nickel production. However, the road to success has proven to be long and challenging. This paper explores CentaurÆs approach to the Cawse start-up and discusses a number of issues that have been confronted and overcome. * Originally published in the Proceedings of the Seventh MillOperatorsÆ Conference, published by The AusIMM.

Jan 1, 2001

This paper outlines the role of commissioning in the project cycle, shows how to get organised for commissioning and describes the principal commissioning activities. Emphasis is placed on appointing key commissioning staff early in the project to coordinate the preparations for commissioning and on detailed planning and tracking to ensure that the required commissioning activities are performed satisfactorily. The management of safety during commissioning is reviewed.

Jan 1, 2005

By G. A. Brown

Major mining projects are developed with the assistance of lending institutions who provide hundreds of millions of dollars in funding over several years, and of course expect those funds to be returned with interest. Two Australian banks have adopted the Equator Principles, an emerging financial industry benchmark for assessing and managing environmental and social risk in project financing. Project financiers have encountered environmental and social issues that are both complex and challenging, particularly with respect to projects in the emerging markets of Asia-Pacific and elsewhere. There are many recent and historical examples of failures by resource companies to effectively manage their environmental, social, safety and security risks, some of which have caused the project to fail completely, and some of which have caused the temporary cessation of production. These events put the financial institutions' funds at risk through inadequate management capacity and non-compliance adversely affecting the ability of the borrowers to repay the loans. They can also reflect adversely on the reputation of the lending institutions. In assessing these risks, lenders are increasingly looking at the track record of the borrower in its country of origin and in other countries where it operates. Lenders are wary of companies that have one standard for operations in a developed country, where the regulatory environment may tightly control what they do, and another standard for operations in countries where the regulatory regime is perhaps less stringent. Lenders may require environmental and social reviews or audits to be conducted on their behalf by competent third parties prior to a loan being approved, and annually over the life of the relationship. The mining industry's concept of the unwritten `social licence to operate' is highly relevant in relation to the delivery of community benefits that are sustainable post-mine closure. This paper provides examples of recent practices that support financial viability and sustainable development, as well as examples of some failures that have put lenders at risk.

Jan 1, 2007

By G S. C Murray

Major mining projects are developed with the assistance of lending institutions who provide hundreds of millions of dollars in funding over several years, and of course expect those funds to be returned with interest. Two Australian banks have adopted the Equator Principles, an emerging financial industry benchmark for assessing and managing environmental and social risk in project financing. Project financiers have encountered environmental and social issues that are both complex and challenging, particularly with respect to projects in the emerging markets of Asia-Pacific and elsewhere. There are many recent and historical examples of failures by resource companies to effectively manage their environmental, social, safety and security risks, some of which have caused the project to fail completely, and some of which have caused the temporary cessation of production. These events put the financial institutionsÆ funds at risk through inadequate management capacity and non-compliance adversely affecting the ability of the borrowers to repay the loans. They can also reflect adversely on the reputation of the lending institutions. In assessing these risks, lenders are increasingly looking at the track record of the borrower in its country of origin and in other countries where it operates. Lenders are wary of companies that have one standard for operations in a developed country, where the regulatory environment may tightly control what they do, and another standard for operations in countries where the regulatory regime is perhaps less stringent. Lenders may require environmental and social reviews or audits to be conducted on their behalf by competent third parties prior to a loan being approved, and annually over the life of the relationship. The mining industryÆs concept of the unwritten æsocial licence to operateÆ is highly relevant in relation to the delivery of community benefits that are sustainable post-mine closure. This paper provides examples of recent practices that support financial viability and sustainable development, as well as examples of some failures that have put lenders at risk.

Jan 1, 2007

By Dean McDonald

The Committee Bay Greenstone Belt extends over 300km and is one of the largest unexplored greenstone belts in North America with excellent gold and diamond potential. Committee Bay Resources Limited holds over 550,000 acres of land with prospective geology in the Committee Bay area southwest of Melville Peninsula, Nunavut. Committee Bay is a typical Archean greenstone belt comparable to the Yellowknife, Red Lake, Kirkland Lake and other prolific gold belts. Drilling during 2003 at Committee Bay resulted in: 1) the discovery of high-grade gold-bearing quartz veins with silicification and sulphidation at Three Bluffs, and 2) the continuation of high-grade gold mineralization in the hinge area of the iron formation at Inuk. Gold mineralization at Three Bluffs is identified in iron formation and adjacent sediments and has been traced by drilling for over 700m. The Three Bluffs iron formation is open to depth and along strike where is has been traced on surface for over 6km. In January 2004 Committee Bay and joint venture partner Gold Field?s announced a $7.1 million exploration program for the Committee Bay project in 2004. A total of 8,000m in exploration drilling has been approved for the expansion of the Three Bluffs to the resource stage and drilling of at least five new target areas. Additional mapping, sampling and geophysics will be used to identify new gold targets along the very prospective Committee Bay belt.

May 1, 2004

By Robert B. Parsons

"""I would be a rich man if I had a dime for every man hour spent by the bureaucracy on changing tax legislation."" Anonymous.The mind of a cynic might very well conjure thoughts about ""change for the sake of change"", given the protracted saga of federal sales tax reform in Canada. The latest chapter unfolded this summer when the Commodity Tax Review Group released its important report. Whatever sales tax changes, if any, are finally adopted will have profound effects on many aspects of doing business. The capital-intensive mining industry will not escape these effects.IntroductionThe Federal Sales Tax Review Committee, established by the Minister of Finance earlier this year, has published a report that is sharply critical of the government proposals to shift the incidence of federal sales tax from the manufacturer level to the whole sale level (sales to retailers). The Report recommends a continuance of the present manufacturer's tax, for the present, but with significant changes that would increase the tax cost on certain imports, smooth the administrative machinery and make appeals and determinations more open and equitable. For the longer term, the Report recommends a shift of the tax base to the retail level.Reform of the federal sales tax system has been under consideration for several decades. Briefly the history is as follows: 1940 Report of Rowell-Sirois Commission-proposed the eventual elimination of federal sales tax1956 Report of Federal Sales Tax Committee-proposed a shift in tax from manufacturer to wholesaler level1966 Report of Carter Commission-proposed shift to a retail tax1975 Discussion Paper on Federal Sales and Excise Taxation-concluded that retail tax conceptually best but provincial agreement/administrative problems present a major hurdle-proposed wholesale tax as best practical approach1977 Report of Commodity Tax Review Group"

Jan 1, 1983

Vice-Chairmen GEORGE D. BARRON, PHILIP N. MOORE, EDWARD H. BENJAMIN, ROBERT H. RICHARDS, FRED H. BOSTWICK, MILNOR ROBERTS. ELI T. CONNER, CARL SCHOLZ. C. R. CORNING, WILLIAM WRAITH, WALTER DOUGLAS, THOMAS T. READ, Secretary, Woolworth Bldg.. New York, N. Y.

Jan 1, 1917

During the year Jan. 1 to Dec. 31, 1916, 962 applications for member-ship in the Institute were received, as compared to 558 during the corresponding period in 1915. The lines along which the Committee has, worked during the year, group themselves under seven principal heads. Large Companies.-Early in the year a letter was addressed to each member of the Institute who is the executive head of an organization, pointing out to him the advantages that would accrue to that organization through having as many of its subordinate members as were qualified participating in the activities of the Institute. This was followed by a second letter to those who made no reply to the first. The response to these letters was very gratifying, 12 new members having been secured at a single plant, and smaller numbers at others. This was effectively supplemented by our President, who wrote the executive heads of some of the largest mining and smelting companies, pointing out to them the advantage to be derived from sending some of the junior members of their staff to attend the Arizona Meeting. One organization sent 24 of its younger men, many of whom were not members of the Institute, but who, subsequently sent in applications for membership. It is to be hoped that the precedent thus set' will be acted 'on in -fuller measure in succeeding years.

Jan 2, 1917

C. R. CORNING, Chairman. ADOLPHE E. BORIE, First Vice-Chairman. THOMAS T. READ, Secretary, Woolworth Bldg., New York, N. Y. Vie-Chairmen. JOHN H. ALLEN, GEORGE M. COLVOCORESSES, RICHARD M. ATWATER, JR., ROBERT PEELE, GEORGE D. BARRON, CHARLES P. PERIN, A. CHESTER BEATTY, JOSEPH A. VAN MATER, J. PARKE CHANNING, ARTHUR L. WALKER. D. C. Bard, Howard Eckfeldt. Philip N. Moore, W. de L. Benedict, R. C. Gemmell, T. H. O'Brien, John C. Branner, F. Louis Grammer, James J. Ormsbee. Palmer Carter, Ernest A. Hersam, Edward W. Parker, Allen J. Clark, Edwin C. Holden, John B. Porter, F. Crabtree, William L. Honnold, R. DI. Raymond, George G. Crawford, Reginald E. Hore, Robert H. Richards, O. C. Davidson, C. Colcock Jones, LeRoy Slash, E. V. D'Invilliers, Eugene P. Kennedy, Frederick H. Sexton, James S. Douglas, Chester F. Lee, Henry L. Smyth, Walter Douglas, Richard S. McCaffery, F. W. Traphagen, Howard N. Eavenson, James F. McClelland, Elton W. Walker. Milton H. McLean, The Chairman of the Committee on the eve of his departure frog -,he country for an extended stay, addressed the following letter t ,he President of the Institute NEW YORK, N. Y., APRIL 19, 1913.

Jan 5, 1913

The work of the Committee on Industrial Preparedness* is well summed up in the following letter written by Thomas A. Edison, Chair-man of the Naval Consulting Board, after President Wilson and signed the army appropriation and army reorganization bills: "The Committee on Industrial Preparedness of the Naval Consulting Board, of which committee Howard E. Coffin is chairman, after a five months' campaign in many ways unique in vigor and vision has played a very definite part in the measures for the national defense which have just become law. It is responsible for having laid the foundation for a true industrial preparedness in this nation. "Five months ago the committee, wholly non-partisan in make-up, acting with the civil, mechanical, mining and electrical engineers and the chemists of the country, members of five great scientific bodies, began its work in' every nook and cranny of the land. The purpose was to prepare American industry efficiently to support the armed forces of America in the event of war. "The public, the business men and the legislators at Washington knew little regarding the demands on industry in connection with modern war. No department at Washington was charged with the duty of coordinating the needs of the army and navy with transportation, industry, and kindred functions. The purchasing, quartermaster's and ordnance departments of the army and navy were unable to buy military supplies except by competitive offering in the open market. No one had considered the need, and no legislative machinery was in existence, for preventing the presence of skilled workers on the fighting front when they would in time of war be needed in the factories, mills and mines of the country. Neither at Washington or elsewhere was there even a list of the industrial resources of the nation in such shape as could be used for practical purposes in case war should come. "The three things, then, that the committee headed by Mr. Coffin set out to do and that now have been brought about were as follows: First, to mobilize concretely the business men of America and their output against a day of need. This meant chiefly to discover in fullest detail just what equipment our manufacturers possessed that might be swung over to supply the army and navy swiftly and bountifully from the hour the colors were raised. In a few weeks this initial task, which has been a truly colossal one, will be at an end. A complete report of the equipment of practically every concern of substantial size in the country is now in the hands of the - committee. Directly in charge of the great inventory has been W. S. Gifford, Supervising Director of the Committee. The second step was to procure legislation making possible the placing by the war and navy departments of annual orders for munitions in small quantities to American manufacturers now not producing such things, so that quietly, efficiently and thoroughly they could learn in time of peace how to supply the government in time of war. The new laws make all this possible. It should be said here that this practice will bring about a geographical diffusion of munition plants all over our country, instead of affording us only a few such concerns for the most part near the exposed seaboards, as at present. It is obvious that this system will also throttle all talk of a munitions trust.

Jan 10, 1916

A plan which has just been approved by President Wilson, by, the Secretary of the Navy, and the Naval Consulting Board, provides for the active cooperation of the Associated Advertising Clubs of the World with the 30,000 engineers who will soon undertake the task of making a card index survey of American industry, so that it may be prepared for national defense, if need comes. Herbert S. Houston, President of the Associated Clubs of the World comments on the plan. "Through the great power of advertising we expect-to arouse manufacturers, workingmen, businessmen, in fact the whole country, to the vital need of making industry the basic line of defense so that, if necessity arises, it can supply munitions quickly and abundantly. "This is not a war measure, but a peace measure. The militarist will support it and so will the pacifist, as well as the great body of Americans in between. So the slogan `national defense and international peace, has been adopted believing that the two causes will be best served by linking them together. "While the primary thing, of course, is service to the country, it is manifest that this work of the engineers will be of the greatest service to industry in times of peace. If industry is mobilized for defense, it will be placed on a basis of efficiency to meet the keen competition that will surely follow the present war." Howard E. Coffin, one of the leaders of the American automobile industry, in outlining the far-reaching plans of his committee, the Committee of Industrial Preparedness of the Naval Consulting Board, said: "At the outset I wish to emphasize the absolutely non-partisan nature of this work. I am not even familiar with the political affiliations of the great majority of the members of the Board or of my committee. In setting out to, mobilize the industrial resources of the United States, we are concerned only with the benefit to the nation, and to that end we have called into being an organization made up of the best technical and business brains of the country, and that organization will work along business lines with strictly business methods. I think it reasonable to say that this is a movement perhaps unique in the history of national governments, and one geared up to the highest standards of twentieth century efficiency. "It is vitally necessary that American industry be made aware of the part it must play in the national defense. Our whole conception of warfare has been changed almost overnight. Our military heads at Washington are largely, of course, graduates of the very best technical schools, have been taught the profession of fighting, and are masters of that profession. As members of the Naval Consulting Board, we are unable to tell these men how to do their work. But while these departmental heads have lived with military problems all their adult years, we on the other hand have slept and eaten and lived with the industrial problems of the country. The two questions are wholly distinct, and the masters of one cannot possibly be the masters of the other. We are confronted then with the necessity of interlocking these two vast elements of our national life into a great working organization for the national defense. It is that which we are about to do.

Jan 5, 1916

Jan 1, 1935

Jan 1, 1941

Jan 1, 1941

Jan 1, 1935