Search Documents

By B. Boberg

Annual requirements of uranium to fuel the 441 currently operating nuclear reactors in the world is 170 million pounds U3O8 (65,385 tonnes U). 2005 global production was 108 million pounds (41,595 t U), of which only 2.7 million pounds U3O8 (1,039 t U), was produced from US uranium deposits. US nuclear utilities represent 26% of the global nuclear capacity but only obtain 2.5% of their supply from US uranium mines. Since 2002 annual global production increased from 93 million pounds U3O8, a 15% increase and the US production increased from 2.3 million pounds to 2.7 million pounds, a 17% increase. Reasonably Assured Resources (RAR) of 12,332 million pounds U3O8 (4.7 million t U) are reported from a wide variety of countries and types of uranium deposits. This RAR suggests that there are significant global uranium resources potentially producible at a price of $50 per pound U3O8 ($130 per kg U). Table 1 shows the distribution of global uranium resources. This table, prepared from historic data maintained by the World Nuclear Association, does not include some areas of the world that are currently considered to contain significant resources of uranium such as Mongolia. Table 1 suggests that the United States contains the fourth largest uranium resource in the world with 890 million pounds U3O8, behind Australia, Kazakhstan and Canada in resources that are producible at a price of $50 per pound U3O8 ($130 per kg U). Within the US, the states that demonstrate the greatest amount of uranium resource are Wyoming, New Mexico, Texas and the Four Corners Area of Arizona, Colorado and Utah.

Jan 1, 2007

By J. Koster

[In lQ jG thc E'lcct,ro:~(: L7.l :~u..-ic:ll S;%cti ?n of t?c :I. tcIl~tr,-;lcal 3:vi cioa, ?U~CE~U of lv!irtos, bc,~m an 9.ct iv.t In-:?*t ik7;5i GI of r.:ct.l-;c?;is for rccovcrin,; niclrel, cop?ir, an2 ?? cciou:; ~ot-1 c 1;-on or; :; of tile 3unl~crvi~.l~~ tiistrict in C1ni.k Coult:r, !Icl.r. ]

Jan 1, 1939

By NA NA

RJB completes purchase of second lease-licence mine, Miller buys Wimpey Mining, Point of Ayr Colliery in North Wales closes, jobs created at Lithgow Minerals Processing Park, Australia.

Jan 9, 1996

By Michael Ferrell

The primary reason pigments are used in plastics is to impart a desired color to the plastic. Color is one of the more important assign considerations associated with today's market oriented society. Secondary reasons for adding pigments to plastics include: 1. Improved UV stability 2. Enhancement to selected physical properties 3. Changes in optical properties Pigments may be used at loadings as high as 20% or as low as .001%. Generally the loading levels are between 0.2% and 2.0%. Pigments may be added to the plastic either by the manufacturer of the plastic, or by the user of the plastic. If the customer buys material that is already colored, it is referred to as "pre-colored". If the customer buys uncolored plastic and adds colorants, the process is referred to as "in-house" coloring.

Jan 1, 1985

By Richard Addison

Rosario Dominicana, S. A. operates an 8,500 tonne per dayopen pit gold/silver mine in the Dominican Republic on the Caribbean island of Hispaniola. The mine is located in an agricultural area which is also an earthquake and heavy rainfall zone. In the 64 years from 1910 to 1974 there were 19 earthquakes within 300 km of the mine in the range of 6 to 8 on the Richter scale and the most recent earthquake in this range occurred in March, 1979. Average annual rainfall in the area is 1.7 m and is distributed throughout the year. Safe and environmentally sound tailings disposal in such conditIons has demanded the buiIding of an extremely strong dam wall and use of a fail-safe system of tailings disposal and solution reclaim. The type of dam, the system of tailings disposal and solution reclaim comprise an interesting example of the manner of handling tailings for a medium tonnage mine. The system is relatively costly but does assure a long-term, safe and trouble free structure and operating system. General views of the dam wall and tailings pond are shown in Figures l through 4.

Jan 1, 1980

By Thomas M. Barczak

Purchasing a new set of longwall shields requires a substantial investment. A poor shield design can lead to economic hardships, safety concerns for the mine workers, and closure of the mine. This paper addresses several key points that should be considered in the procurement process: (1) understanding your goals and the logic in selecting a higher capacity shield, (2) the importance of completing performance testing before production shield fabrication begins, (3) making sure performance testing is properly done, (4) measuring load(stress) development during performance testing, (5) testing a shield to failure, and (6) the value of buying extra shields. In addition, several challenges are proposed for consideration in future shield designs. These include (1) 100,000 life-cycle expectancy, (2) improved hydraulic diagnostic capability, (3) smart load control by optimizing setting pressures, (4) lubricated link joint design concepts, (5) composite material applications to reduce shield weight, (6) incorporating periodic weighting predictive algorithms into the data-processing software, (7) advanced component load measurement on two to three specially instrumented shields to detect loading in the structural components, and (8) constant set leg cylinder design.

Jan 10, 2000

By Donald K. Sparling, C. Edwin Baker

The White Mesa uranium/vanadium mill is six miles south of Blanding, UT, on the Colorado Plateau, which has historically spawned more than 200 uranium mines. As uranium prices approached an all-time high during the mill planning period, Energy Fuels Nuclear Inc. anticipated the reopening of many of these mines, whose low grade ore suddenly looked economic. The company located the White Mesa mill close to these mines, to minimize hauling distances to the mill and give vendors added incentive to reopen or expand mine operations. A receptive local community, a relatively unencumbered trip through the regulatory maze, and some mill circuit innovations all helped to make the White Mesa mill a well functioning reality. From a strategic standpoint, and to begin ore stockpiling as early as possible, Energy Fuels constructed two ore buying stations and began receiving ore in early 1977. The buying stations were located at Hanksville and at what is now the Blanding mill site. Ore receipts at Hanksville did not materialize as anticipated and the facility has since been closed. The Blanding ore buying station is now an integral part of the milling operation. All ores, whether company, vendor, or for toll milling, are received at the Blanding station. The Blanding site was central to the plateau mines, and was well received by area residents, who encouraged the introduction of industry to the area. Residents viewed mill construc¬tion as an economic blessing and were prepared to accept the associated im¬pacts. Energy Fuels hired as many local people as possible for mill opera¬tions.

Jan 4, 1981

By Carl Tom Blevins

Resin was first introduced to U. S. mines in 1971 and first produced in 1973. The original polyester roof bolt resin was very expensive and limited to a single cartridge size and a single slow gel time. Early resin applications were limited to very difficult ground conditions. Today approximately 80% of the over 100 million roof bolts installed in U.S. mines, tunnels, and construction projects employ polyester roof bolt resin. The industry has evolved from hand packing samples for trial testing to producing enough resin, if converted to a .9 inch (22.9mm) diameter cartridge, to encircle the world at the equator approximately three (3) times each year. Manufacturing and design improvements allow for a more consistent product with a wide range of applications at a price that is approximately 30% below our 1974 sales price. An inflation adjusted dollar buys six (6) times more resin in 2006 than in 1974. Modern gel times range from a few seconds to over 15 minutes. Viscosity is matched to bolt type and drilling machine characteristics. Multiple cartridge diameters and a wide range of cartridge lengths are offered by two operating companies. Resin manufacturers have also gone through a period of restructuring and change to meet the challenges of the mining industry. DuPont Fasloc has become Fasloc, Inc., a stand-alone company. Celtite became Fosroc then Minova, as it is known today. During this transformation, several manufacturers have either discontinued production or were absorbed. The industry led the development of the chemical grouting materials specifications contained in ASTM F432-95, Standard Specifications for Roof and Rock Bolts and Accessories. A history of the industry will be presented within a discussion of the evolution of the strength index, speed index, cartridge volume, class designation, and product marking requirements of ASTM F432-95.

Jan 1, 2006

By R. T. Swinderman

"Virtually every article you read on safety has a statement to the effect: “It’s obvious that safety pays”. If it is so obvious, why is it so hard to answer these questions? • How does the Maintenance or Operations Manager convince the Plant Manager to spend money from the annual budget for safety improvements? • How does the Plant Manager influence Corporate to prioritize safety improvements? • How does an engineering firm persuade the owner to spend more on design and equipment up front to reduce risk? There are many cultural and structural reasons why it is so difficult to prove the obvious. In my opinion the main culprits are: the almost universally used ‘Low Bid’ process, variations in reporting incident statistics between industries and countries, and, the Generally Accepted Accounting procedures (GAAP) [or International Financial Reporting Standards (IFRS)]. Conventional wisdom is it’s smart not to spend more than you need to meet the minimum regulations and maximize production. But buying on price alone often harms people, degrades the environment, and reduces the company’s bottom line. How can this be? You met the minimum safety requirements and saved money by buying on price. Don’t those savings go right to the bottom line? When you buy on price you get minimum quality, minimum compliance and are often backed corner with no reasonable options to rectify the problems that arise from buying on price instead of buying on long term life cycle cost. Culturally few companies actually ‘walk the talk’. It is trendy to have giant billboards at plant entrances proclaiming world class compliance with quality and safety standards. Annual reports are embellished with safety slogans and sustainability statements. Behind the front gates and the glossy annual reports the message is clear: produce or be replaced. Only a few companies go beyond the window dressing and actually endorse, from the top down, continuously improving their safety culture. Those that do embrace safety, show significant performance advantages over their competition that are reflected in their safety, productivity and environmental records and, ultimately their financial statements and share price. Current accounting (and reward) systems make it unlikely financial managers will accept non-conventional approaches to justifying expenditures on safety because they are driven to report “hard” numbers that can be documented and are within the “GAAP or IFRS Rules.” But in reality, accountants quantify soft or intangible costs all the time in their financial statements. Justifying safety investments is greatly enhanced by quantifying what most financial managers would call intangible costs. Government agencies have no problem assigning intangible costs to justify regulations to improve safety. How many times have you heard that the regulation is justified because the cost to industry is X while the benefit to the society is 2 or 3X? How can they say that without including intangible costs? We find it hard to believe these government claims of benefits to society because we have been trained to think about saving hard direct costs to justify investments."

Jan 1, 2017

R. Dawson Hall, who has long been a member of the editorial staff of Coal Age, has been appointed managing editor. Increase the Promise of the future. Buy W. S. S.

Jan 7, 1919

AN economist at MIT provided Americans with myth destroying information which should prove effective against the gentlemen of the extreme left. For a number of years they have charged that a small number of companies in each industry has been grabbing more and more of the industry's business. M. A. Adelman has shown that the concentration of business in the hands of big corporations has not shown any sign of growth during the last 50 years. Quite the contrary, there has been a slight decline in this concentration, according to Adelman. There are more small companies per thousand population than ever before. Bearing this out is the fact that International Harvester is now doing 41 pct of the possible market against a former 85 pct; American Can Co. has dropped from 90 pct to 50 pct; American Smelting is down to 31 pct compared with 90 pct; and lastly, U. S. Steel which has plummeted from 65 pct to slightly more than 30 pct of the steel market. Declines of the same proportions have hit big companies in other industries. Price cuts on Detroit's 1953 automobiles indicate that even among the biggest competition is still one of the most important household gods. Big business is still slugging it out for the attention of the American consumer. It's a battle which can only have one result-benefit to the man who buys.

Jan 1, 1953

By Donald W. Gentry

Many firms in the minerals industry are facing enormous capital-equipment requirements for existing operations, planned expansion programs, pollution control systems, etc. Yet, because of existing economic conditions, mining companies find it increasingly difficult to obtain reasonable financing for the acquisition of large, high-cost capital equipment. One way of obtaining the use of mining and other major pieces of high-cost capital equipment is through leasing. The popularity of this approach is evidenced by the growing number of leasing companies, equipment manufacturers, and financial institutions now offering this service to their customers. Indeed, leasing has become a billion-dollar industry, and many commercial banks have developed sizeable portfolios in this area. "Should we buy or lease?" This question eventually comes up whenever a mining company needs additional major capital assets. Unfortunately, many buy-or-lease decisions are made on an emotional basis-rather than on a proper financial evaluation that would yield the…

Jan 9, 1975

By AIME AIME

EDWIN W. KEMMERER, professor of international finance at Princeton, in a speech before a banking conference at Urbana, Ill., on Nov. 26, stated that the increase in the store of gold held by the United States is not so alarming as it appears on the surface. Excerpts from his address, as reported by The New York Times, follow: "It is significant . . . that the value of gold as expressed in its purchasing power in the United States during the last half-dozen years has been higher than at any other equivalent period since our records began 140 years ago. Our so-called 59-cent dollar today buys about 25 per cent more goods at wholesale than did our old dollar in the prosperous year 1926, and an ounce of gold will now buy considerably more than twice what it did then. This present high value of gold is one reason for its recent large production.

Jan 1, 1941

By AIME AIME

HOWARD H. PRESTON, professor of economics and business at the University of Washington, presented a paper before the North Pacific Section, A.I.M.E., on Jan. 23, on the "Economic Aspects of Gold and Silver." He carefully reviewed recent governmental actions that have affected those metals and gave an interpretation of their effects. A brief excerpt from his address; follows: Including the proclamation of March 6, 1933, the principal steps of the present Administration which have carried the United States off the gold standard and led up to the present program have been: (1) The Presidential proclamation of March 6 controlling gold. (2) The monetary sections of the Emergency Banking Act of March 9. (3) Mobilization of gold under Executive orders issued March 10 and April 5. (4) The gold embargo by Executive order, April 20. (5) The controlled inflation bill, May 12. (6) The joint resolution abrogating the gold clauses, June 5. (7) The Executive orders on newly mined gold, Aug. 28. (8) The President's radio address of Oct. 22 and the R.F.C. gold-buying program. (9) New anti-hoarding order calling in small holdings of gold, Dec. 28, 1933 and Jan. 15, 1934. (10) Nationalization and revaluation of gold' (Message to Congress, Jan. 15).

Jan 1, 1934

By Joachim Lemke

The stainless steel sheets of permanent cathodes at Norddeutsche Affinerie (NA) were damaged by corrosion after nearly 11 years in operation. The necessary raising of the strength for stripping the copper had increased the deformation of the stainless steel blades. Current efficiency declined. After investigating the possibilities, like buying new cathodes or treating the steel surface, i.e. by sliding, a repair process was developed whereby the stainless steel sheet was exchanged. Special laser technology for cutting used blades und welding new stainless steel sheets underneath the used hanger bar was applied because the energy input into steel is the lowest of all welding methods. The new stainless steel sheet was welded with the rolling line in a horizontal direction. The achieved flatness of the repaired cathode blades amounted to less than 4mm per meter. During 11 months NA repaired nearly 36,000 permanent cathodes and put them back into operation. Repair costs were much lower than the costs of buying new ones and current efficiency increased again to more than 96% with a current density of 340 A/m².

Jan 1, 2006

By T. V. Falkie

REMARKS OF DR. THOMAS V. FALKIE, DIRECTOR, BUREAU OF MINES, U.S. DEPARTMENT OF THE INTERIOR, BEFORE THE FALL MEETING OF THE SOCIETY OF MINING ENGINEERS, AIME, ACAPULCO, MEXICO, SEPTEMBER 23, 1974 This is a time of uncertainty on the world mineral scene. For some of the world's so-called "developed" countries, reserves and production of key minerals are running low. And, we have learned that the energy so essential in recovering and processing minerals can suddenly be in short supply. The prospects for a "no growth" situation in energy or mineral consumption are practically nil. Moreover, the world's economy is in flux, casting doubt on whether traditional mineral customers will continue to be able to buy, or for that matter, whether traditional suppliers of minerals will continue to sell. It is clear that the mineral situation is contributing to world inflationary pressures, which incidentally are most damaging to developing countries. So it is appropriate that SME members devote this session to the world mineral situation, and consider some of the opportunities and responsibilities that we will inevitably encounter as the future becomes the present. The opportunities, to me at least, are especially intriguing, I have the good fortune to be part of an organization that has an enormous capability and responsibility for dealing with mineral problems. The Interior Department's Bureaus, including the Bureau of Mines, have been around for a long time. They are. a prolific and reliable source of both mineral information and mineral technology.

Jan 1, 1974

By Chee Theng

"In 2013, Coeur Mining had more than $55 million in general and administrative (G&A) costs and less than $100 million in cash flow. This year, its G&A costs stand at $30 million, down by more than 40 percent, its all-in sustaining costs have shrunk by more than 30 percent, and its cash flow is above $200 million. To realize this, the company aggressively reduced both its corporate overhead cost and operating cost and repaid more than $300 million in debt.The more robust balance sheet meant the precious-metals producer was well positioned to reap the rewards of an upsurge in commodity prices in the early part of 2016. Its stock price soared from $1.75 in January to $15.98 in August. Although the stock price has since dropped to around $9 due to a stronger dollar and a more hawkish Federal Reserve that recently raised U.S. interest rates, shifting the opportunity-cost argument away from buying gold and silver, Coeur remains attractive to analysts in light of its prudent spending and improved fundamentals.Focus on balanced portfolioCoeur is the largest primary silver producer and one of the largest gold-producing companies in the United States and one of the largest silver companies in the world. Incorporated in 1928, the U.S.-listed company has a total of five operations: three in the United States, one in Mexico and one in Bolivia. About two-thirds of its revenue comes from the United States.The company is conscientious about having a balanced portfolio, so no single mine accounts for more than about 30 percent of its business. Being in three different jurisdictions provides further diversification, and its revenue split of about 60 percent from gold and 40 percent from silver gives it some metals mix. This year, it expects to produce about 466 t (15 million oz) of silver and 10.3 t (330,000 oz) of gold."

Feb 1, 2017

DEFENSE Materials Procurement Agency has been moving rapidly to encourage copper industry expansion programs. Although copper production is at a high level, a shortage exists on a world-wide basis as well as on the domestic scene. Projected expansion programs will not ease this current demand for most of them are 2 to 5 years off. Refining facilities are adequate but there is a shortage of ore and scrap, and it is for this reason that the expansion programs are directed at developing more sources of supply. The domestic expansion programmed thus far and understood to have been arranged with price escalation should the domestic price go to 271/20, were summarized by American Metal Markets as follows (dates of announcement are given in parenthesis: .1-Copper Cities Mining Co.'s, $15,000,000 expansion near Miami, Ariz., to be operating about 1954. DMPA will buy 22,500 tons of copper a year up to a given amount on an agreed price of 23¢ per pound, with some exceptions and depending upon salability at a higher price to other purchasers in the U. S. (September 25th). 2-An RFC loan of $60,000 to North Butte Mining Co. to be paid off on the basis of deliveries at a purchase price of 241/20 per pound (September 25th). 3-A $25,000,000 expansion program by Phelps Dodge to provide 38,000 tons per year by late 1954. DMPA would purchase it at a price of 22¢ per pound up to 112,500 tons providing other purchasers in the U. S. will not pay a higher price (September 26th). 4-Anaconda Copper Mining Co. $40,000,000 expansion in Nevada to provide more than 30,000 (might be increased to 45,000) tons per year. DMPA would purchase the copper at 250 per pound for a limited period of time if it is not salable to industrial users at above this price. Production would start around 1953 (November 14th).

Jan 1, 1952

By Edward E. Johnson

The U.S. economy made significant progress in 1984. The current-dollar gross national product (GNP), the market value of the Nation's output of goods and services, increased almost 11 percent over that of 1983 to slightly more than $3.66 trillion (table 1), and the real gross national product increased almost 7 percent.2/ Such rapid growth in real GNP has not occurred since the early 1950's. Real final sales increased only 5 percent during 1984, and real business inventories increased $24.8 billion ($57.9 billion in current dollars). Total employment of 106.7 million was an all-time record, and the unemployment rate declined from 9.5 percent in 1983 to 7.4 percent in 1984. During 1984 the U.S. dollar showed great strength on international markets, contributing to large current-dollar negative net exports of goods and services (-$62.5 billion) and even larger negative net exports of merchandise (-$107.6 billion). The strong dollar and the substantial increase in net imports of goods and services helped reduce U.S. inflationary pressures and provided a major source of loanable funds for financing domestic private investment.

Jan 1, 1985

By Mei Long, Tawum Juvert Mbah, Jianhua Zhang, Haiwang Ye

There have been many improvements and advancements in the application of neural networks in the mining industry. In this study, two advanced deep learning neural networks called recurrent neural network (RNN) and autoregressive integrated moving average (ARIMA) were implemented in the simulation and prediction of limestone price variation. The RNN uses long shortterm memory layers (LSTM), dropout regularization, activation functions, mean square error (MSE), and the Adam optimizer to simulate the predictions. The LSTM stores previous data over time and uses it in simulating future prices based on defined parameters and algorithms. The ARIMA model is a statistical method that captures different time series based on the level, trend, and seasonality of the data. The auto ARIMA function searches for the best parameters that fit the model. Different layers and parameters are added to the model to simulate the price prediction. The performance of both network models is remarkable in terms of trend variability and factors affecting limestone price. The ARIMA model has an accuracy of 95.7% while RNN has an accuracy of 91.8%. This shows that the ARIMA model outperforms the RNN model. In addition, the time required to train the ARIMA is than that of the RNN. Predicting limestone prices may help both investors and industries in making economical and technical decisions, for example, when to invest, buy, sell, increase, and decrease production.

Jan 6, 2021