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By Knud Sinding

Mining firms are widely criticised for their adverse impacts on the environment. At the same time many firms in the industry devote extensive resources, both financial and managerial, to the reduction or elimination such impacts. Very considerable improvements have been made, although these are sometimes overshadowed by a few high-profile accidents, such as the occasional collapse of a cyanide-containing tailings dam. In parallel, much effort is also directed at projecting a positive environmental image, as witnessed by extensive environmental reporting, both on paper and increasingly through web-platforms. Mining projects today almost invariably involve some form of environmental protection. In industrial countries regulations in this area are extremely stringent, as is enforcement. In less well developed countries, regulation and enforcement may be weaker, but firms are in many cases and for a number of reasons committing themselves to high levels of environmental protection, even if they might get away without doing so. Research in the area of environmental performance of mining firms has so far paid much attention to concepts such as sustainability indicators and the sustainability of individual firms. Given the still raging debates about the appropriate way to determine the degree to which any given firm is sustainable (Welford 1995) as well as the usefulness of what will in the final analysis be a value judgement, anyone on the sidelines of the debate will come back to the fundamental issue, how is knowledge that a particular firm has been judged ?sustainable? going to be made use of. This issue remains unresolved, which may explain the lack of progress in formulating a useful definition of a sustainable firm The question addressed in this paper is not so much about what firms are doing on the ground or in any particular case of environmental protection, but more in the subsequent use of these efforts - and by extension - on the overall direction of corporate environmental strategy. The fundamental problem facing all mining firms is that they cannot easily benefit from unilaterally reducing their environmental impact. The firm can of course avoid liability and keep a variety of stakeholders happy and hence experience lower costs of obtaining the [input] resources they need (in a broad sense, not just minerals), but this represents only part of the opportunities available form pursuing an environmental strategy (Reinhardt 2000). The other part, which may have an enormous potential, involves the concepts of competitor management and product differentiation. The logic of keeping stakeholders happy has been most forcefully argued by Pfeffer and Salanchick (1978) who link the behaviour of firms in all domains to their ability to obtain the resources they need, at a cost that is lower than it would otherwise be (Pfeffer & Salanccik 1978). Several varieties of strategy can be included under this heading, including cost reduction and risk management. The alternative logic is to convince customers that they want to pay more for minerals supplied by mining firm X or directly attributable to mine Y, or by making all mineral users pay more. These two strategies, which may be referred to as product differentiation and competitor management, respectively (Reinhardt 2000) are related to the demand side of mineral supply, whereas cost reduction and risk management are related to the supply side. Mining firms have not pursued the demand side very much, if at all. This is probably due to the extreme difficulty of moving mineral products, bulky and unglamorous as they are, away from their

May 1, 2003

By Leonard Kellogg

Introduction The Mine Manager or Superintendent is a man faced with a difficult problem. He must direct the activities of his mine in such a manner that, over a period of time, the greatest possible profit will be realized. In this respect, a mine is no different from any other business organized for profit. What makes the mine manager's task so difficult then? The profit of a mine is determined by -among other things -the grade of ore, the market price of the metal or metals produced, and the cost to operate the mine. The mine manager cannot do much about the first two of these, but he has considerable control over the operating cost. This cost will depend in large measure on the nature of the programme on which he plans to operate his mine. This operating plan may be broad or specific, on a long-range basis or on a month to month basis. The development of the plan, however, is made very difficult by the existence of so many factors which must be considered. These may be (1) factors requiring decisions based on the best judgment and interpretation of engineering and geological information available, or (2) items which must be considered but which are largely non-controllable. To be more specific, examples of such items would be: (1).-(a) The amount and type of development work to be done in relation to amount of ore to be mined. (b) Mining methods to be followed and type of equipment to be used. © Amount of exploration diamond drilling to be done if the orebody is not clearly defined. (2).-(a) Rock type and degree of hardness. (b) Width, depth, and pitch of veins. © Amount of work requiring timbering. (d) Faults encountered. (e) Water and gas conditions met with.

Jan 1, 1952

By Riggin P. R.

"IntroductionIndustrial Relations combines two very important relationships - employee relations and union relations.Employee relations always come into play when people are hired to perform tasks. Because mineral processing plants cannot be operated successfully without people, at least not yet, if they ever will be, employee relations must exist in an operatingplant.If the employees choose to be represented by a union, then a relationship with the union as an institution also comes into play. It is very important to note that unionization does not mean that the employee relationship is replaced by a relationship with the union. The latter is superimposed on the former, but it does not replace it. Similarities and overlaps in the two relationships will be present, some of which are of fundamental importance. Nevertheless, they are two different relationships and the reader should bear this in mind when reviewing those parts of this chapter which discuss unionization, collective bargaining, collective agreements, and work stoppages.These two important relationships, which we have chosen to combine and call industrial relations, have crucial roles to play in the social system which interrelates people performing the necessary tasks involved in the operation and maintenance of a plant. The technological organization - equipment, process layout and so forth - and this social system are interdependent and complementary. This chapter attempts to show that the potential level of effectiveness of both the technological organization and the social system depends on the recognition and nurturing of this nexus between them.Occupational health and safety and training are subjects for another chapter. But, both of these have been critical and longstanding employee relations topics . They are destined to take on added importance in the future. As issues in collective bargaining, they are also attracting increasing attention in all union relations. It is hoped that the reader will not isolate from industrial relations those topics which are being dealt with in another chapter. They are very much a part of it and we cannot refrain from making some reference to them."

Jan 1, 1989

By M. H. Rana

"A survey of our knowledge in the field of rock mechanics is presented from the viewpoint of applications in the mining industry. Aspects of rock mechanics of special interest to the industry are enlarged upon, with emphasis on the avoidance of over-generalization. The relationship between fundamental and practical rock mechanics is discussed, and the need for cooperation between the university and industry to further our knowledge of -useful rock mechanics is emphasized. An attempt has been made to establish the scope of rock mechanics, as applied to problems in the mining industry. This is brought about by projecting rock mechanics as a tool to be intelligently used rather than magic, capable of producing ""miracles."" Continued education is important for individuals engaged in the application 0f rock mechanics in the mining industry. The scope of this education is discussed from a viewpoint of better communication between industry and the education and/or re-search establishments engaged in this work.Finally, the dangers of over-emphasis on rock mechanics are mentioned, but a justification of the in-vestment in rock mechanics programs in mines is also presented."

Jan 1, 1966

In the past decade, the increased engagement of business in debates around sustainable development has prompted recognition of the importance of biological diversity at the local, national and global scales. Driven by increasing populations that demand rising real incomes, a range of human induced pressures are modifying natural habitats and diminishing their ability to support life. Public policy changes have struggled to arrest the loss of habitats such as wetlands or tropical forests, and the related extinction of plant and animal species. Although conservation legislation and regulation were once the exclusive responsibility of government, new partnerships are now being forged that increase the role of the private sector and non-government organisations (NGOs) in developing and delivering conservation initiatives. Since the mid 1990s Rio Tinto has had to adapt to meet the demands of a rapidly changing conservation landscape. When Rio Tinto adopted its statement of business practice in 1998 The way we work, it explicitly recognised the need to take account of relevant environmental factors in obtaining access to lands, particularly in designated areas of high conservation value. With the revision of The way we work in April 2003, the policy on land access was strengthened through removal of the word ?designated?, thereby signalling recognition of the importance of biodiversity outside of protected areas. In addition, Rio Tinto?s revised land access policy explicitly refers to the use of land that is surplus to operational requirements for habitat protection and biodiversity conservation, subject to social considerations. In late 2003 Rio Tinto further strengthened its commitment to biodiversity with the promulgation of its biodiversity strategy and related position statement, biodiversity principles? (See Appendix 1.1) and technical guidance documents. This commitment is also embodied in a variety of initiatives at the corporate and operational levels, which are reported on annually in Rio Tinto?s Social and environment review. This guide has been prepared to support the practical implementation of Rio Tinto?s biodiversity strategy. The purpose is to provide guidance on how to effectively integrate biodiversity into Rio Tinto?s operations. It is applicable to all Rio Tinto exploration, new development projects and operations, irrespective of whether they have been operational for some years or are at the beginning or end of their operational life cycles. This guidance has been developed to support the Rio Tinto Environment Standards and the Rio Tinto Community Standard and any additional supporting documents as they are developed.

Apr 1, 2005

By M. J. Bunyard, I. Mullany

"The pressures on mine operators are varied and constantly increasing, declining ore grades, more remote locations and increasing environmental concerns. The challenge facing the mining industry is to find new ways to process ores which are more efficient and less costly and to control them better. This requires a fundamental rethink in the way in which projects are developed, it is no longer good enough to just copy what has been done before. The process starts with the surfacing of the primary underlying constraints for the project and the establishment of new design principles to address these. The generation of new design criteria and processing options follows the well-established path of brainstorm, focus, brainstorm, refocus and economic evaluation. The aim is process intensification, doing more with less, as early as possible and better use of plant data. The methodology requires a complete geometallurgical understanding of the orebody to facilitate the evaluation of viable processing options. Examples of early stage processing considered are blast optimization and ore sorting to reject waste and reduce processing costs. Mine to mill integration, which starts with the optimization of blasting for separation, offers another way to significantly reduce operating costs and increase efficiencies.VALUE MODEL The mining industry has, over the past decade, experienced an unprecedented cycle of increased commodity prices and investments in new mining and processing capacity followed by a market collapse and fall in prices and confidence. Whilst there are now some signs of a return to investment in new capacity, the metals and mining industry is still wrestling with eroding margins and investor demand that companies achieve the full value of their assets. Metals and mining companies must work on all available levers to deflate their costs back to more manageable levels and capture the full value for their products. Levers include optimizing external spending, re-thinking make vs buy trade-offs, debottlenecking, improving availability and operating time of key equipment, more accurate and agile planning processes, value-in-use optimization, and tighter performance management. Figure 1 is a diagrammatic representation of a company’s value model. The three goals of a successful mining enterprise are social acceptance, environmental acceptance and sound financial returns to shareholders. Some of the KPI’s used to measure the success or not of achieving these goals are shown in the translation layer."

Jan 1, 2017

By R. A. Nemchek

Over the years, concentrator plant design has evolved from a large number of small grinding mills to a small number of large mills. In many cases, all of the tonnage runs through a single mill (typically a large SAG mill), so that the plant?s performance hinges on the productivity of this one machine. Industry specifications attempt to address the critical nature of today?s grinding mills in a manner that is often overly complex, neglects economics, and is not clearly focused on the end user?s goals. This paper surveys current industry practices, and proposes an improved approach to standards writing recognizing that product design, procurement, manufacturing, and quality are all inter-related in contributing to a project?s success. The lessons learned here can be extended to specifications for all types of machinery.

Jan 1, 2012

By Wallace R. Horn

"MR. CHAIRMAN AND GENTLEMEN :I begin this talk by making a couple of comments which are of the nature of disclaimers.Firstly, and as the Chairman has otherwise indicated, I was neither ""born into"" nor have I spent more than a few years of my professional life in the mining industry. I mention this because many might, and perhaps rightly, consider that an added qualification in presenting a report of what the industry has accomplished. Indeed, I am not here to blindly defend all of its actions and inactions in respect to environmental control over the years. Nor am I here to seek absolution of the industry's past transgressions - if indeed that is the word. Mistakes might be a better one. I concluded some time ago that the effects of those mistakes are too difficult to assess against the sea of errors of our total society. I should mention too that I am not an environmental engineer or specialist - only a portion of my interest is involved with this field. Perhaps this permits a perspective which allows a more accurate and objective view.One further comment here. My job today, as I understand it, is to generally report upon the nature and extent of the response of the metals mining industry to control of the environment. In the case of an industry operating at more than a hundred locations and for various reasons at various stages of progress, it is not an easy job. On the other hand, I wanted to avoid the use of generalities because, especially within the context of environmental or ecological opinion and of the practice of condemnation of industrial segments, I think we've had about enough of generalities until we know far more than we do.Finally, I am quite aware that a statement of future plans to achieve environmental control does not impress or satisfy as many people as it may have done some years ago. Public opinion demands to know what is currently underway, today."

Jan 1, 1972

By R. A. Nemchek

ABSTRACT Concentrator plant design has evolved from large numbers of small grinding mills to small numbers of large mills. Consequently, plant performance often hinges on the productivity of a single large semi-autogenous grinding mill. Industry attempts to address the grinding mills’ critical nature frequently result in specifications that can be made simpler, more economical, and better focused on the project’s goals. This paper surveys current specification writing practices and proposes an improved approach recognizing that product design, procurement, manufacturing, and quality are interrelated in a successful project. The lessons learned here can apply to all types of machinery specifications.

Jan 1, 2014

By Gino Palarchio

Dofasco is Canada?s 2nd largest steel manufacturer producing 4.5 million tons of flat rolled steel per year. They have revenues of over $3 billion and employ 7,000 people in their Hamilton, ON plant. Dofasco is North America?s most profitable steel producer and were recently ranked as the #1 steel maker in the world by Dow Jones. Motivation to Improve In the 1980?s the steel business was good. However, in the late 80?s and early 90?s things began to change. Globalization was beginning to influence the market, imports started arriving at lower prices and higher quality, hangover from the 1970?s inflation saw costs rising and prices dropping, there was a shift from a sellers to a buyers market, and shareholder returns were beginning to erode. Dofasco took a step back and evaluated their maintenance performance and found that they were operating in an environment where 70% of their work was reactive and only 30% was proactive. They also found that the rate of product quality improvement was flat and their average equipment availability was only 78%. At that point they realized that Equipment Reliability was key to improving product quality, production output, costs and shareholder return. They initiated a project to research, develop, and implement the most advanced maintenance practices and information technologies to achieve maximum equipment reliability.

May 1, 2001

By Alfred C. Lane

Reference to the original use of the terms Laurentian and Huronian (and its extension), shows that the former was applied to granitized sedimentary and metamorphic pre-Cambrian rocks, and the gneissoid igneous rocks associated therewith, and the latter to non-fossiliferous rocks supposed to be later. But it appears from the work of Collins, Quirke and others that there is more or less of an overlap, and that of the original Laurentian the Grenville limestone, and some of the granites, may be later than the lowest part of the original Huronian. Before we can decide whether to abandon one or the other of the two terms, or how to delimit them, it is important to know the extent of this overlap. The Pb :U ratio, though not to be depended upon too minutely, does give a real idea of the age of a mineral as it increases with the decay of uranium, and so is greater the longer the time since the uranium was separated: and there are reasonable prospects of help there from in getting a knowledge of the relative age of different granites to assist in solving the problem, as facts already collected show. 1. Historical review of the use of the words Laurentian and Huronian: 2. Difficulty encountered: 3. Popular account of atomic disintegration: 4. Methods of estimating age by it: 5. Applications.

Jan 1, 1925

By O. Schnake, M. Isakson, C. A. Landolt

The paper presents the conceptual basis for the development of an Activity Based Costing system (ABC) for the analysis and estimation of process costs in mining and metallurgy. In particular, it discusses three major thrusts towards attaining increased efficiency in extraction and processing systems: (a) understanding the link between process and expenses, (b) identifying the chemical and physical factors that govern process costs and ( c) using process and cost models of the production systems. The authors have developed computer techniques to analyze data from conventional accounting and apply them to the development of process based ABC systems. The cost causing activities are linked to management units patterned after the organizational structure of the production system. All costs are associated with specific process functions such as charge preparation, smelting, refining, etc. The level of detail is determined by the quality of data available in conventional accounting systems. The system permits data analysis of historical cases and the projection of costs for new production schemes. Results can be presented in various levels of aggregation, following organizational and/or functional structures. The outputs of the system are tabular and graphical, typically following Pareto analysis concepts.

Jan 1, 2007

By J. Mcdvcka

Sustainable development has become a driving imperative for the resource industry as it is for the rest of the global business world. Being unsustainable is a risk no business can afford. Yet implementation of sustainable development practices beyond satisfaction of compulsory reporting is still sporadic. The current standard approaches to problem analysis and decision making are too narrow to capture the complexity of the issues at stake. Hence it is necessary to develop innovation in thinking and in doing. Those who search for ways to implement sustainable development use concepts such as Whole Systems Thinking and Eco-efficiency as well as tools like Life Cycle Analysis. Others develop their own instruments. In their effort to innovate they face both resistance and support within their organisation as well as within the industry or the wider context. This paper explores the factors that support, hinder and shape the sustainable development drive of the industry and proposes a comprehensive decision-making framework that links the goal of sustainability with the tools of sustainable development. This exploration is illustrated by a case study used in a doctoral research conducted on an engineering firm providing services to our industry.

Jan 1, 2007

By Helmut Lerchs

An open-pit mining operation can be viewed as a process by which the open surface of a mine is continuously deformed. The planning of a mining program involves the design of the final shape of this open surface. The approach developed in this paper is based on the following assumptions: 1. the type of material its mine value and its extraction cost is given for each point; 2. restrictions on the geometry of the pit are specified (surface boundaries and maximum allowable wall slopes); 3. The objective is to maximize total profit-total mine value of material extracted minus total extraction cost. Two numeric methods are proposed: A simple dynamic programming algorithm for the two-dimensional pit (or a single vertical section of a mine), and. a more elaborate graph algorithm for the general three-dimensional pit. ASURFACE mining program is a complex operation that may extend over many years, and Involve huge capital expenditures and risk. Before undertaking such an operation, it must be known what ore there is to be mined

Jan 1, 1965

By J. A. Finch

In this paper, the author offers a personal view of what the next 30 years holds for mineral processing. Restating that mineral processing will remain a vibrant industry in raw material production, growth opportunities in waste management are identified. The processing sequence familiar now (mining ?mineral processing ?extraction) will become more interwoven. In situ processing (i.e., milling underground) will evolve from concept to demonstration. Opportunities to exploit physical properties altered in chemical (pyro- and hydro-) processing will present themselves. In primary grinding, the path to AG/SAG milling will progress with little deviation but opportunities in regrinding are wide open. Flotation will see the trend to designing bubble/particle reactors accelerate simultaneously with a vigorous response from mechanical cell suppliers. Gravity separation remains a bastion of the lone inventor but this author anticipates that the new lines will come from the waste management business. The paper concludes with the examination of the “research cycle” and identification of growth in small “high tech” companies and university research centres

Jan 1, 1998

By Oliver B. Hopkins

"WE HAVE patterned our lives on the things we take from under the earth's surface. Our civilization is built upon the ore from which we obtain our metals and the fuels which power the world as we know it.Today I should like to discuss with you a newcomer to the ancient mining industry. This lusty infant of which I speak is just a century old - the oil industry.While one doesn't commonly think of oil men as delvers in the earth, It was by sinking a shaft that the first oil was obtained commercially in Canada. Men sank a shaft in a ‘gum bed' in southwestern Ontario's Lambton county, not far from Petroilia, and distilled from the gum a burning oil That was just a hundred years ago. The gum was originally liquid petroleum which had seeped to the surface and lost most of its volatile components.Later, the miners dug down to •bed-rock and soon after they were not digging but were drilling wells, as they have been ever since. From the wells they obtained erode oil.What is crude oil? It is not an element like gold, silver or lead, •but a complex mixture of compounds. These compounds are made basically from two elements, carbon and hydrogen, and are called hydrocarbons (Figure 1).The remarkable ability of these. Two elements to combine in different ways gives crude oil its physical and chemical character. The lighter hydrocarbon compounds in it are gases, at normal temperature and pressure, and these are dissolved in the other, heavier compounds."

Jan 1, 1952

By H. C. Boydell

Introduction Situated in the district of South Lorrain, some 16 miles southeast of Cobalt, Ontario, and reached from that centre either by branch line of the T. & N. O. railway or by what, for a mining camp, is a reasonably good road, the Keeley mine, owned by the Keeley Silver Mines,' Ltd., has had its history recorded by C. W. Knight (1). Silver was first discovered in South Lorrain, in Woods' vein, on Keeley property, in 1907, and the Keeley mine has been described by Knight (2) and Bell (3). The total production to February 28th, 1930, has been 10,760,107 ounces of silver and 1,285. 434 pounds (weight) of cobalt.

Jan 1, 1931

By Robert J. Shank

This paper describes the Federal Government assistance available for northern mining development. The paper commences with a discussion of why the Federal Government should give assistance to northern mining development. It then uses a hypothetical case of a company which has a property it wants to develop to list the sectors within the . Federal Government that would have to be consulted in order to obtain federal financial assistance. The paper also outlines the type of information a company must be willing to provide the government in order to qualify for such assistance.

Jan 1, 1978

By M. Pearson, J. Irvine, L. Mercer, P. Lauzon

Severe service ball valve performance has a direct impact on the mechanical availability of high pressure oxidation and leach plants. The primary function of these valves is to isolate the autoclave for maintenance. Valve failure has historically contributed significantly to the maintenance downtime of these process plants. An understanding of the root causes of valve failures is the first step in increasing the reliability of the severe service ball valves. A rigorous failure analysis practice has been developed by Hatch for investigating refractory failures in furnaces and kilns based on Kepner-Tregoe methodology. The method has also been modified for valve failure analysis. From a root-cause failure tree analysis of each of the valve components, a list of all potential valve failure mechanisms was developed for ranking and evaluation, along with recommendations for further valve development. The purpose of this paper is to present the reader with the modified Kepner-Tregoe method and examples of this analysis.

Jan 1, 2004

Agenda ? Introduction ? Inmet?s Operations and Closed Properties ? Inmet?s SECA Philosophy ? Inmet?s SECA Framework ? The Business Case for TSM ? Inmet?s TSM Reporting ? Inmet?s 2004 TSM Performance ? Opportunities for Improvement ? What Have We Learned From The TSM Process So Far? ? Summary Introduction ? Inmet has evolved into a strong TSM supporter ? Inmet is confident that TSM can be successfully and cost effectively implemented by smaller companies ? Inmet?s reporting on economic, environmental and social performance was raised significantly in our 2003 Annual Report ? a signal our commitment to good performance and improvement in these areas ? Our 2004 Annual Report has been further enhanced with the inclusion of our TSM performance

Apr 1, 2005