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By Mark W. Booth

THE Dominion Steel and Coal Corporation, as a coal mining concern and as a steel industry, has much pumping to do, and the conditions are as varied as it is possible to make them. We are faced with handling large quantities of water at low heads, and small quantities of water at high heads. We have fresh water, we have salt water, and we have highly acidulous water (see Table II). Our pumping problems are concerned chiefly with mechanical reliability, continuous, reliable operation, first cost, and operating cost. The Corporation is actually expending more than 15 per cent of its power consumption at the mines in pumping water, and at the steel plant about 17 per cent; that is to say, 16 per cent of the Corporation's entire power consumption goes into pumping water ( see Table I). We are pumping out of the mines 2 ½ tons of water for every tan of coal that is produced. At the Steel Plant, we are pumping 188 tans of water for every ton of steel we produce. (See Tables III and IV). The mine is pumping at high heads, up to as high as 1,400 feet in one lift ; in the Steel Plant it is, fortunately, at lower heads, 250 feet or 110 lb. being the general maximum. It behooves us, therefore, to look into the question of efficiency. In whatever direction we can gain something, it will be worth while. The centrifugal pump is not an adaptable machine. That is, a pump designed for some particular location and purpose will not always work efficiently if installed in some other place and used for some other purpose. It must generally be designed for the particular job it has to do. Reciprocating pumps are not so sensitive. We have Cameron plunger pumps that can be set up almost anywhere in a mine and they will work, but for big jobs they are apt to be clumsy and the driving power becomes a factor- which is, in fact, the controlling factor in deciding the type of pump we use. One disadvantage of the a.c. induction motor, however, is that its speed cannot easily be controlled. At its rated speed and output, it is a highly efficient machine, but, with any change in these, its efficiency goes all to pieces.

Jan 1, 1944

By S. D. Botts, F. Cantuarias

"The Antamina project, owned by BHP Billiton Plc, Mitsubishi Corporation, Noranda Inc., and Teck Cominco Ltd., is a $2.3 billion copper/ zinc project, located in the Ancash Department of Peru. The project consists of an open pit mine, a 70 000 ton per day concentrator, a 302 km long concentrate pipeline, port facilities, a new access road, power line, and town site. The project is designed to produce up to 1.5 Mtpy of copper and zinc concentrates over a 23 year project life, and will be the third largest producer of zinc and the seventh largest producer of copper in the world.This mega project is the largest mining investment in the country and, during its construction stage, was the most important construction project worldwide. On May 28, 2001, Antamina commenced testing operations and four months later, it reached commercial production. Antamina was officially inaugurated on November 14, 2001 by Peruvian president Alejandro Toledo.The construction stage of the project generated 8000 direct jobs, with a peak of 10 000 employees, and 30 000 indirect jobs. The permanent workforce consists of approximately 1650 employees, the vast majority of which are Peruvian Nationals, around 30% of whom came from the region where the deposit is located. Approximately 5600 indirect jobs were generated from the project. Independent sources state that Antamina increased the Peruvian mining exports by 30% (mining exports constitute 50% of Peru’s total exports) and Peruvian GDP by 1% in its first year of full operation in 2002.Since winning the privatization bid for the project in 1996, the company has implemented an approach to community development and environmental protection based on sustainable development principals. Throughout the development of the project, a number of initiatives have been undertaken to ensure full involvement of the local populations in community development activities and the company’s environmental program.Due to its size, difficult logistics, cultural considerations and financial aspects, the project has faced a number of unique challenges in the area of environmental protection and management of community interaction. Antamina has been innovative in its approach to these issues and, as a result, has set new standards in Peru for environmental and community management and sustainable development."

Jan 1, 2003

By C. Larsen, D. Fragomeni, A. Vien, D. G. Fisher

"MOCCA is a Multivariable Optimal Constrained Control Algorithm developed specifically for non-square industrial control applications with practical difficulties such as interactions, time delays, constraints, modelling errors, etc. MOCCA consists of an off-line simulation/translation module, for tuning the control parameters, and an on-line module that implements the designed control law.This paper describes an evaluation of MOCCA on the Hemlo grinding circuit which comprises one open circuit ball mill and two closed circuit ball mills in series. In this case a 4x4 unconstrained control problem was considered. The manipulated variables included the fresh ore feed rate and three pump box water additions. The controlled variables were the grinding circuit product particle size and three pump box levels. In this application soft constraints were implemented through control action and control error weighting. The feedforward capability of MOCCA was used to compensate for a measured water flow disturbance to one of the pump boxes. MOCCA performed very well during plant evaluations when compared to the original classical multi-loop control strategy and proved to be quite robust. Perhaps most importantly, the process engineers and plant operators have a high level of comfort both in understanding MOCCA's general operating principles, and with its demonstrated performance."

Jan 1, 1991

By K. Barr, F. Grenier, J. Hettinger

"To reach the Hemlo Gold Inc. objective of becoming the lowest cost, safest Canadian gold producer while causing no environmental damage, management embarked from its inception on a strategy to build an organization which would foster employee involvement wherever possible. This paper describes the organizational structure and how various innovative concepts have been implemented.BACKGROUNDThe Golden Giant Mine in the Hemlo area of North Western Ontario is owned by Hemlo Gold Mines Inc. 50.1% is controlled by Noranda. The mine commenced operations in March 1985 at a modest production rate. After it reaches full production by the end of 1988, with completion of underground development work, the mine is expected to operate at 3000 t/d and produce in excess of 300,000 ounces of gold per annum. This makes it one of the three largest producing gold mines in North America.Two other companies, Lac Minerals and Teck-Corona, operate mines on either side of the Golden Giant Mine. Noranda Geco Division is located 55 kilometers to the north at Manitouwadge. The majority of Hemlo Gold's 270 employees live in Manitouwadge where a mix of accommodation was constructed and made available for purchase by employees. Bus transportation is provided to and from the workplace with modern coaches. The housing and transportation policies were implemented prior to start-up and designed to help attract and maintain good employees.As shown in Figure 1, the operation is divided into five operating and support departments with each reflecting a high degree of departmental control and responsibility. For example, the mill department is responsible for all aspects directly relating to the milling complex including safety, operation, mechanical maintenance, assaying, instrumentation, and environmental control. Similarly, the mine department is responsible for all phases of operation, mine engineering, geology, and maintenance of underground mobile equipment. The plant department is responsible for maintenance of hoisting plants and conveyances, underground stationary equipment, all site electrical services, surface buildings, housing and yard maintenance. Efforts are made at every level of the organization, from departmental organization to individual job assignments, to ensure responsibilities are clear and that they encompass complete functions."

Jan 1, 1988

By A. C. Wilson

"In 1991, local prospector C. “Mickey” Clement recovered at least three alluvial diamonds from the Michipicoten River. Two of these stones were sent to the Department of Mineralogy, Royal Ontario Museum, where they were identified as industrial-grade diamonds with weights of 1.05 and 1.13 carats. Both stones were described as frosted and graphiteinclusion riddled.In 1995, prospector Sandor Surmacz and geologist Marcelle Hauseux discovered diamonds in bedrock approximately 20 km north of the Michipicoten River. An 18.1 kg bulk sample of a xenolith-rich lamprophyre, taken from an outcrop at the side of the Trans Canada Highway north of Wawa, yielded 1 macro diamond and 5 micro diamonds. All but one was gem quality (Sage, 2000).Since then, more than 36 occurrences of diamonds in bedrock have been reported in an area approximately 30 km2 in size, centred 20 km north of the town of Wawa. The occurrences are hosted within a sequence of unusual, Archean-aged, heterolithic breccias previously considered to have no economic significance. Ten kimberlite occurrences also have been confirmed in the Michipicoten greenstone belt in the last five years. Two of these kimberlites are diamondiferous.To date, expenditures on property acquisition and diamond exploration in the Wawa are estimated at CDN$120 M.This paper summarizes the geological observations made on these occurrences and describes the relationship between the occurrences and the regional geology."

Jan 1, 2004

By H. Ewaschuk

"INTRODUCTIONRio Algom's Stanleigh Mill in Elliot Lake began production in June of 1983. The highly instrumented mill treats uranium ore at an average rate of 3900 metric tons per day. To help ensure a good start-up and low operating costs, an extensive training program was undertaken prior to and during start-up. This presentation describes how an unconventional operating crew were combined to form an operating unit with a high efficiency in terms of production and labour utilization. I would like to point out at the outset that the operating philosophy, and the role of the supervisors and the operators as set up at Stanleigh is not unique. Indeed, I have seen the same results at a couple of small plants where efficiency meant survival. However, these situations appeared to be the exception, and it was not readily apparent how similar results could be obtained in a larger plant. A factor that existed at the time was low labour turnover. As in most parts of Canada, jobs were easy to get in the Elliot Lake camp in the late 1970's. This, and other factors, contributed to an unusually high labour turnover. This changed dramatically in the early 1980's. Indeed, Rio's two other operating mills, Quirke and Panel reduced crew sizes at this time to reduce operating costs. As a result all of Stanleigh's operators came from Quirke and Panel with experience varying from 4 to 7 years. The experience that operators had was obviously of benefit and served to reduce the scope of the training program from what would have been required with inexperienced personnel."

Jan 1, 1985

By U. Olsson, M. Ramström

"The IREDES1 Special Interest Group (SIG) for drill rigs has been active since its launch during MineExpo 2000 in Las Vegas, Nevada, United States. SIG for drill rigs is responsible for the development of an IREDES drill rig profile, including the exchange of production planning, performance, and quality reporting data between various kinds of drill rigs and the databases used by the operating mine. During 2001, a first draft of the drill rigs profile was jointly prepared by drill rig suppliers, mining companies, and third-party suppliers and reviewed during several SIG meetings. The profile for prototyping projects was released in mid-2002; the first official IREDES release was based on feedback received from these projects.In 2002, LKAB and Atlas Copco decided to carry out an IREDES prototyping project using the Simba L6C production drill rig. The goal was to verify the drill rig profile and identify potential problems prior to the official release. This was done by implementing the IREDES prototype version into LKAB’s production planning and Simba rig control systems. The Simba rig control system was designed to handle drill plan and logging information coming from the mine planning system. In parallel to this, the mine production system was adapted for drill plan export and logging data import in IREDES format.This paper presents the most recent results of the IREDES prototyping project. Results from late 2002 show that the basic architecture of the drill rig profile works and that a common language for data exchange, IREDES, will be a central requirement for future mine automation.As a result of the IREDES prototyping project, the IREDES standard was approved at the IREDES board meeting held at the 2003 CIM Annual Conference and Exhibition. Soon thereafter, IREDES compliant products, including drill rigs and mine production planning systems, were put on the market."

Jan 1, 2005

By Y. Faitakis

In the mining industry, maintenance is a key priority and a major expense. As mining equipment is large in scale, high in cost, and difficult to tow, it is key to maintain equipment on a timely basis. Breakdown in -40°C or away from a maintenance station can cause great costs in repair as well as lost production. It has often been quoted that about 5% of the North American production is lost every year due to unscheduled downtime. About one-third of the downtime is attributable to equipment failures. From this fact alone, it is evident that proper equipment maintenance can add tremendous value to the bottom line. As organizations and equipment become more sophisticated, maintenance expectations begin to evolve. This evolution can be traced through three generations: The first generation (1940?1950): A ?fix it when it broke? attitude prevailed during that time, mostly because the industry was not highly automated. The second generation (1950?1980): Automation and mechanization of the industry increased. The industry now was dependent on machines performing the majority of the work. Preventive maintenance (overhauls at fixed intervals) appeared as the first maintenance practice. Maintenance costs started to rise rapidly. The third generation (1980?): Assets become more complex. Failure modes are better understood and computerized maintenance methods are becoming mainstream. Condition-based maintenance (CBM) starts to gain ground as a cost-effective alternative, replacing the fixed interval overhauls. As corporations amalgamate and market places are becoming more complex, multi-functional teams become responsible for maintenance. At the beginning of the third generation, maintenance organizations began embracing technology to provide efficiencies in maintenance management. A strong push was made to transition from reactive maintenance to proactive maintenance. At the forefront of this push is condition-based maintenance.

Jan 1, 2004

By Y. Faitakis, G. J. Powley, C. Mackenzie

"In the mining industry, maintenance is a key priority and a major expense. As mining equipment is large in scale, high in cost, and difficult to tow, it is key to maintain equipment on a timely basis. Breakdown in -40°C or away from a maintenance station can cause great costs in repair as well as lost production.It has often been quoted that about 5% of the North American production is lost every year due to unscheduled downtime. About onethird of the downtime is attributable to equipment failures. From this fact alone, it is evident that proper equipment maintenance can add tremendous value to the bottom line. As organizations and equipment become more sophisticated, maintenance expectations begin to evolve. This evolution can be traced through three generations:The first generation (1940–1950): A “fix it when it broke” attitude prevailed during that time, mostly because the industry was not highly automated.The second generation (1950–1980): Automation and mechanization of the industry increased. The industry now was dependent on machines performing the majority of the work. Preventive maintenance (overhauls at fixed intervals) appeared as the first maintenance practice. Maintenance costs started to rise rapidly.The third generation (1980–): Assets become more complex. Failure modes are better understood and computerized maintenance methods are becoming mainstream. Condition-based maintenance (CBM) starts to gain ground as a cost-effective alternative, replacing the fixed interval overhauls. As corporations amalgamate and market places are becoming more complex multi-functional teams become responsible for maintenance.At the beginning of the third generation, maintenance organizations began embracing technology to provide efficiencies in maintenance management. A strong push was made to transition from reactive maintenance to proactive maintenance. At the forefront of this push is condition-based maintenance."

Jan 1, 2004

By S. Caron, P. Radziszewski

Industrial practice in mineral processing shows that an important problem in understanding and monitoring in-mill parameters is due to the lack of fundamental knowledge and appropriate sensors. However, over the last decade, Discrete Element Method (DEM) modelling has shown an interesting potential in describing the fundamentals of grinding mill behaviour, in improving the understanding of internal grinding mill dynamics, and in developing solutions to industrial practice. With the objective of bringing this modelling technology into the concentrator control room to assist operators, this paper aims to describe the main elements needed to apply this emerging and developing technology to on-line mill performance monitoring.

Jan 1, 2004

By M. Rantapaa

Measurable improvements in throughput have been documented at Barrick Goldstrike due to increased ore fragmentation through efficient drilling and blasting techniques. A decrease in throughput at the autoclave, due to increasingly hard ore, was identified in early 2002. A team of individuals from the open pit and process areas worked closely on the Drill-to-Mill (D2M) Continuous Improvement initiative to ensure that it would address the needs of both groups, with the target of actually improving throughput in future years, despite the projected harder ores. A series of tests were conducted to determine if adjustments to drilling and blasting could positively influence throughput. Better fragmentation and a subsequent increase in mill throughput were achieved through the use of electronic caps for more precision and flexibility, as well as for allowing extremely fast shots; explosives with a higher velocity of detonation (VOD) to provide for improved shock energy; and improved distribution of the explosives by decreasing pattern spacing. Early tests indicated a significant increase in throughput when processing identified harder ore. It is anticipated that the total process throughput (hard and soft ore) will increase by 6 tph in 2003 due to the improved fragmentation of the hard ore. Barrick Goldstrike?s D2M initiative includes roaster hard ore (BWI>17), as well as autoclave hard ore (BWI>15). Approximately 6 million tons of D2M material were shot in 2003, a relatively small amount compared to the 150 million tons to be mined. The benefit of additional ounces produced should far outweigh the additional drilling and blasting costs.

Jan 1, 2005

By R. Mckinstry, M. Rantapaa, T. Bolles

"Measurable improvements in throughput have been documented at Barrick Goldstrike due to increased ore fragmentation through efficient drilling and blasting techniques. A decrease in throughput at the autoclave, due to increasingly hard ore, was identified in early 2002. A team of individuals from the open pit and process areas worked closely on the Drill-to-Mill (D2M) Continuous Improvement initiative to ensure that it would address the needs of both groups, with the target of actually improving throughput in future years, despite the projected harder ores. A series of tests were conducted to determine if adjustments to drilling and blasting could positively influence throughput.Better fragmentation and a subsequent increase in mill throughput were achieved through the use of electronic caps for more precision and flexibility, as well as for allowing extremely fast shots; explosives with a higher velocity of detonation (VOD) to provide for improved shock energy; and improved distribution of the explosives by decreasing pattern spacing. Early tests indicated a significant increase in throughput when processing identified harder ore. It is anticipated that the total process throughput (hard and soft ore) will increase by 6 tph in 2003 due to the improved fragmentation of the hard ore.Barrick Goldstrike’s D2M initiative includes roaster hard ore (BWI>17), as well as autoclave hard ore (BWI>15). Approximately 6 million tons of D2M material were shot in 2003, a relatively small amount compared to the 150 million tons to be mined. The benefit of additional ounces produced should far outweigh the additional drilling and blasting costs."

Jan 1, 2005

Adsorption of guar gum was investigated on model minerals typically found in water-insoluble slimes of potash ores. The ionic strength of the adsorption mixtures was varied from distilled water to saturated NaC1 and KC1. The tests were also performed using a saturated brine. The adsorption density of guar gum on illite, dolomite, and kaolinite was found to be not only a function of total ionic strength but also of the type of electrolyte present in solution. Generally, the adsorption of the polymer on the clay minerals was higher in KC1 solutions than in NaCI, but the differences gradually disappeared when the electrolyte concentration approached saturation. The results were analyzed in terms of chaotropic (K ) or kosmotropic (Na') properties of background counter-ions and their different behaviors at the hydrated mineral-water interface. Guar gum adsorption on dolomite was related to the presence of calcium and magnesium sites on the mineral surface, and to the cis-configuration of OH groups of mannose units. Based on viscosity measurements, it was suggested that guar gum macromolecules form entanglements in NaCI solutions (and distilled water), but individual molecules exist in KC1 solutions thus creating different modes of adsorption of guar gum from concentrated NaCl and KCl solutions.

Jan 1, 2006

A case study for the application of a novel geostatistical technique for resource estimation of a narrow steeply dipping, gold-silver mineralized quartz vein deposit is presented. The technique is novel in two respects. First, mineral grades are kriged directly rather via the accumulation method more often applied to vein deposits and, second, a modified 2D ordinary kriging algorithm is used that allows the calculation of a single grade and variance for irregular shaped blocks of varying sizes. The objective of this investigation was to evaluate the suitability of this novel geostatistical technique for resource estimation of the Poura mine deposit and, if appropriate, to lay a firm foundation for future geostatistical work at the mine. The reserve estimation concentrated on the remnant ore blocks and pillars in both underground and surface workings. The data, which was collected in 2D coordinates with grade and vein thickness values, was first analyzed statistically and used to compute experimental semi-variograms. Appropriate semi- variogram models were fitted and various aspects of the estimation technique were evaluated using cross-validation error analysis, with acceptable results. A block kriging computer program called Krige2D was developed to implement the modified 2D kriging algorithm and calculations. Production data were not available to evaluate the computed block resources, but they were compared with a previous resource data determined using an arithmetic approach. The geostatistical technique estimated slightly higher grades but lower overall tonnages as compared to the earlier arithmetic estimates.

Feb 1, 2004

By John R. Goode

"This paper reviews options for the separation of a mixture of rare earth elements (REE) into its component elements. Earlier separations used selective chemistry such as double salt precipitation and reductive/oxidative processes – methods that still have a place in the industry. Fractional crystallization was developed for more complete separations of adjacent REE. The latter method was replaced by ion exchange (IX), which was in turn replaced by solvent extraction (SX). Two main SX chemistries are in use, solvation and cation exchangers, with several variants (mixed solvents, ionic liquids, etc.) now under investigation. SX plant configurations have evolved including advanced techniques like “hyperlinking”, novel saponification methods, and alternative stripping techniques. The classic mixer-settler is the most commonly employed device although centrifugal contactors have been pilot-tested. Non-dispersive SX options including microfluidic devices and membrane-assisted SX techniques are being developed and could revolutionize the SX option. Other REE separation techniques now being studied include Molecular Recognition Technology (MRT), Free Flow Electrophoresis (FFE), newer IX systems, and electrolytic processes. Additionally, the classical crystallization and selective precipitation methods and newer bacteria-mediated processes, chloride volatilization, high performance liquid chromatography, and magnetic separation systems have been studied. This paper reviews the options and concludes that conventional SX is the technology of choice but viable alternatives could be demonstrated and acceptable within a couple of years.INTRODUCTIONThe chemical properties of the individual REE are very similar which is why REE minerals and ore deposits almost invariably contain a mixture of all fifteen REE, i.e., La to Lu plus Y. That said, the distribution of REE in a given deposit is frequently dominated by the light REE (LREE, i.e., La to Nd). Examples include the Bayan Obo, Mianning, Lynas Mt. Weld, and Molycorp Mountain Pass deposits where heavy REE (HREE – Sm to Lu and Y) typically account for well under 5% of the REE content. The LREE operations produce some HREE but the main sources of these important elements are the ionic clay deposits of Southern China. Importantly, all of the REE recovery operations referenced above, except for cerianite-bearing ionic clay deposits, initially produce a mixed REE precipitate or calcine with a REE distribution similar to that in the ore (Goode, 2016). However, the consumers of the REE, the manufacturers of magnets, phosphors, catalysts, optical glass, etc., require separated products with purities generally ranging from 99% to as high as 99.9999% depending on the element in question and the end use. Hence there is a need to separate the individual REE one from the other. This paper is intended to review the options."

Jan 1, 2016

By Corrie Pitzer

Safety performance in many companies and even industries has stalled in the few years. 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 disaster, organizations that have ?exemplary? safety statistics, suddenly have a catastrophic or multi-fatality event occurring. Other classic examples are the Piper Alpha disaster and NASA?s Challenger and Columbia disasters and even the Chernobyl nuclear reactor. Looking into the root 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? What characterizes these organizations? decision making, their approach to safety and to risk and are there specific cultural features that can be delineated? The research and review presented in this paper covers a period since 1994, 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, based on extensive research since 1997 of organizations that suffered unexpected disasters. Their huge focus on safety, the achievement of lofty goals and celebration of safety successes led to ?mindset? that they are leaders in safety, protected by an extraordinary safety system and that their safety incident figures indicated a truly world-class safety performance. It led them into the trap of the seven deadly delusions?

May 1, 2011

By S. Rajeswari, D. Gopi

"Pitting corrosion inhibition of 304 stainless steel (SS) in groundwater with a ternary inhibitor mixture (phosphonic acid + bivalent cation + various surfactants) was studied with different environmental variables such as temperature, pH, dissolved oxygen and chloride ions. Critical pitting potential and corrosion potential were calculated for these test media using electrochemical techniques. Under the tested condition, the localized corrosion resistance of 304 SS was determined and the results are discussed. IntroductionPitting corrosion of metals and alloys is a major cause of failure in chemical processing desalination plants, scrubber for flue gas desulphurization (FGD) plants, water storage tanks and pipelines, petroleum refineries, etc.Heat exchangers and condensers in inland thermal and nuclear powerplants utilize groundwater as a coolant, but materials of construction are generally prone to localized corrosion.Localized corrosion attack can be initiated when the passive film on the metal is disrupted. The presence of certain aggressive anions such as chlorides (Cl-) can migrate to the actively corroding area and stabilize pitting corrosion. Attention has been focussed on improving the resistance of stainless steel against localizedcorrosion in aqueous environments.One of the most accepted methods of avoiding corrosion is by the addition of chemicals (inhibitors). Over the past two decades, some phosphonic acids have been explored due to their good corrosion inhibition efficiency and low toxicity (Fang et al., 1993; Karman et al., 1998; Rajendran et al., 1998; Gopi and Rajeswari, 2000a). Bivalent cations like Zn2+ are often applied as additives to inhibit the metal dissolution (Sekine and Hirakawa, 1986; Aruna Bahadur, 1998)."

Jan 1, 2003

By D. M. Wyslouzil

"Micron or sub-micron size gold inclusions in sulphide minerals cannot be extracted by conventional cyanidation. The gold surfaces must first be exposed by decomposition of the sulphides. As an alternative to roasting, pressure oxidation was found to be a most satisfactory method to decompose the sulphides and expose the gold particles. For cyanidation the pressure oxidation pulp has to be neutralized and stabilized with lime. It was found that thiourea can extract the gold directly from the pressure oxidation pulp without pH adjustment and oxidant addition. The main obstacles against the common use of thiourea are circumvented by a recently described control method of the emf during leaching.INTRODUCTION Amalgamation and cyanidation are the most conventional processes for gold extraction. The prerequisite for gold extraction is the possibility of gold surface to be contacted by mercury or by the cyanide solution. Encapsulated gold has little chance of contact and this leads to poor extractions.The reasons why a gold ore may be refractory are: micron or sub-micron size gold particles included in the sulphide minerals, such as pyrite and arsenopyrite; presence of and association with antimony, arsenic, tellurium and carbonaceous minerals. Some alternative processes, such as double oxidation(1,2), pretreatment with lime , H202, chlorine and Caro's acid, roasting and thiourea leach, have solved some of the problems of ""refractory"", but the sub-micron gold in sulphide minerals still shows little response. Roasting and the cyanidation of the calcine was one of the most successful approaches for this type of gold ore.There are two disadvantages to the roasting process: (1) the generation of sulphur, arsenic, antimony and mercury containing gases is undesirable and the control is extremely expensive; (2) gold particles might be fused in the roasted product and the oxidized base metals in the calcine might reduce the cyanidation efficiency. In recent years the pressure oxidation process has been considered as one of the more effective and satisfactory methods to decompose the sulphide minerals and expose the gold surface to the cyanide leach solution. The pollution problem could be better controlled and the gold extraction is more amenable."

Jan 1, 1985

By Tom Cooney

A small number of mining contractors worldwide have evolved their businesses to be able to provide a ?total service solution? to their clients. Thiess, an Australian-based international mining service provider, works with numerous clients to tailor delivery methods and commercial arrangements to suit individual projects. The benefits of Thiess? extensive experience is brought to each client and project, whilst business improvement within projects, to the mutual benefit of both the client and Thiess, is a key part of all long term contract relationships. Historically, optimal business outcomes were closely related to the achievement of production and cost performance measures. Whilst these remain fundamental to successful mining businesses, other elements of sustainability are assuming increasing importance. As a large energy user, greenhouse and energy management is becoming an important part of Thiess? business. Thiess is a signatory to Australian government initiatives such as Greenhouse Challenge Plus, and is integrating energy management into its operations and business improvement programs, in many cases to the benefit also of the client. This paper will highlight the benefits that an organisation such as Thiess can bring to a mine owner. Thiess? approach to business improvement and cost reduction, sustainability and energy management, as well as the relationship between these will also be considered. Increasingly, overall mining performance is dependent on the alignment of formally disparate elements.

May 1, 2007

By C. F. Chung, F. P. Agterberg

"Prediction of a variable sulphur content in Cape Breton seams is important for planning the production of a highgrade metallurgical coal. Two extrapolation methods (Kriging and a version of Universal Kriging) to predict sulphur content in blocks of coal before mining are presented and applied to the New Lingan Mine reserves in the Harbour seam. The uncertainty of the predicted values is expressed by using standard deviations. Some statistical results for the Phalen seam, which occurs about 400 ft below the Harbour seam, are presented for comparison. The two mathematical models consist of two sets of equations which have been used in computer algorithms. Some limitations of the present approach and possibilities for further statistical work are indicated."

Jan 1, 1973