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By Charles Dumaresq

The management of mine tailings poses a complex range of potential risks, including physical risks, such as the risk of catastrophic failure of a tailings facility and chemical risks such as the risk of long-term leaching of contaminants into the downstream environment. If these risks materialize, they can lead to a wide range of impacts on people and the environment, including human fatalities and severe impacts on downstream ecosystems, and the costs of recovery borne by industry, communities, governments, and society as a whole can be immense. Tailings facility failures in Canada (2014), Brazil (2015 and 2019), South Africa (2022), and in other locations around the world underscore how high the stakes are when mines produce and manage tailings (WISE Uranium Project 2019). Understandably, many people do not trust the mining industry to manage tailings responsibly. As an industry, it is our responsibility to manage tailings in a manner that is responsible and strives to minimize harm associated with tailings management, including effectively managing both the physical and chemical risks associated with tailings. Standards have an important role to play in responsible tailings management by setting expectations for standards of care and providing a means to measure and report on performance. In jurisdictions with strong legal requirements for tailings management, standards play a complementary role, pushing performance improvements in areas that may be difficult or impossible to address in legal requirements. In jurisdictions where legal requirements are lagging, standards may represent the de facto leading practice and may be the primary tool to help ensure responsible tailings management. Implementation of standards can help companies demonstrate that tailings are being responsibly managed and help build trust and credibility. Most importantly though, standards are important tools to help ensure that the risks associated with tailings are reduced, and that remaining risks are effectively managed. However, we must recognize that conformance with standards can have a down-side – the proverbial two-edged sword. Having standards is vital but there is a risk that implementing standards becomes a “box checking” exercise, with ongoing conformance leading to complacency. We must not allow ourselves to fall into the trap of believing that, just because we are complying with applicable standards and laws, we are therefore doing our best, and that “it can’t happen to us.” In addition, if conformance becomes the goal and the standard does not have mechanisms to drive continual improvement, then once the standard is met, there may be no incentive to improve. The point of complying with standards is not to pass the test. The point is to manage tailings responsibly, prevent catastrophic failures, and minimize harm. The point is to do better, because we must do better. To do that, we need to strive not for conformance, but for excellence in tailings management, driven by continual improvement and a quest to do better.

Feb 1, 2025

By Girish Roy, Robert Goodfellow, Angel Del Amo, Bingzhi Yang

Designing and constructing tunnels in seismic prone areas present unique challenges to both designers and contractors. The Westside Purple Line Extension Project– Section 3 in Los Angeles requires crossing an active fault that may subject the tunnels to extreme structural demands. In order to ensure that the linings will safely accommodate the fault movement, a revolutionary composite section—steel plate embedded in the intrados of the precast concrete segmental tunnel lining was finally selected. Additionally, continuous expansion steel plates over the circumferential joints will be installed to mitigate the potential opening of the circumferential joints.

Jun 13, 2021

By J. Paraszczak

Underground metal mining involves many challenges. Economic slowdown, tough international competition and sometimes volatile metal prices put constant pressure on mine operators to increase productivity and to reduce production cost. At the same time, countries such as Canada, the United States and Australia are experiencing skilled labor shortages that might even stall development of certain mine projects. Furthermore, some stages of underground production take place in particularly hazardous environments where the safety and health of miners is at risk. Automation of some processes in underground mining is one of the promising avenues to alleviate some of these problems. Loading and haulage are among the most critical operations and areas where implementation of autonomous vehicles has been targeted. However, although health and safety issues are a primary driver to opt for automation, the latter should ensure an acceptable level of productivity and pro?tability. With this in mind, this article focuses on the factors affecting operational effectiveness of autonomous underground loading and haulage equipment and the means to maximize it.

By Elwyn H. King, Thomas R. Kuesel

I. CONCEPT MARTA's Peachtree Center Station is being mined out of hard rock, directly beneath Atlanta's central business district, with minimal surface disruption during construction. Its cost is competitive with that of a conventional cut-and-cover alternative owing to its design concept, which utilizes the rock as a primary structural and architectural material. II. PLANNING The station was originally planned for cut-and-cover construction. However, Peachtree Street is unusually narrow for a main business street (generally 78 feet (24 m) between building lines) and cut-and-cover construction would therefore be very disruptive to surface traffic and severely restrict access to adjacent buildings, including Peachtree Center, Atlanta's showcase business/commercial complex. (See Fig. 1.) Tunneling had been considered, but was initially thought [ ]

Jan 1, 1979

By P. J. Mackey

A whole new group of non-ferrous pyrometallurgical processes with the ability to utilize tonnage oxygen and capture sulphur dioxide were developed and commercialized over the period 1940s–1980s. Many of these earlier process developments were undertaken with limited knowledge of the process chemistry and influence of key process variables; in many cases, piloting helped provide much new physico-chemical data, but gaps remained. The second generation versions of these technologies of today provide all the primary copper, nickel and lead produced worldwide by pyro-metallurgical smelting. Further, process development has continued and a new generation of copper and lead smelting technologies have also been developed in China since the 1990s. The older reverberatory and blast furnaces have been progressively replaced by the newer technologies—a good example being the introduction in 1992 of the copper IsaSmelt technology at the Mt. Isa smelter in Australia where the former fluid bed roaster and reverberatory furnaces were replaced by a single new smelting unit, together with an acid plant for sulphur dioxide collection. The development of these new technologies was made possible by investment in fundamental and applied research. The lesson for the future is, in order to sustain these improvements, continued investment in research and development capability is required—to do otherwise is to risk obsolescence and lack of competiveness in the world market. Dr. Peter Hayes at The University of Queensland is one of the many researchers and process engineers who have contributed to the fundamental understanding of metallurgical processes over this period of rapid change in technologies. The present paper briefly outlines some of the many contributions Peter Hayes has made to the understanding of kinetics, mechanisms and phase equilibria in metallurgical systems, and metallurgical process development.

By A. G. Fonseca

The effects of coal cleaning, coal combustion and flue gas particulate removal systems on the partitioning of 12 trace elements were investigated. This study was prepared to help document the fate of trace elements in modern coal preparation plants and coal-fired utility boilers. The coal cleaning data were obtained from several coal preparation plant operations. The CONSOL 1. 5 MM Btu/hr pilot combustion and electrostatic precipitator (particulate removal system) test facility was used to develop the combustion systems data. A comparison with the very limited amount of published data from utility boilers is presented.

Jan 1, 1993

The 32nd annual American Hall of Fame Awards Banquet and Fundraiser, sponsored by the Mining Foundation of the Southwest (MFSW), will be held at the JW Marriott Tucson Starr Pass Resort & Spa on Saturday, Dec. 6, 2014. Each year, one living Hall of Fame inductee, up to three Medal of Merit recipients, honorees from mining?s past, and recipients of an Industry Partnership Award and a Special Citation are recognized for their respective contributions to the mining industry. Armine Frederick Ban?eld Jr., past chairman and founder of Mintec, Inc. located in Tucson, AZ, will be honored as the 2014 Hall of Fame Inductee at the awards banquet. Banfield founded Mintec from his Tucson apartment in 1970 and expanded it to a global operation. Under his guidance, Mintec won the 2013 President?s E-Award for Exports ? the highest recognition any United States company may receive for making a significant contribution to the expansion of U.S. exports. Medals of Merit will be awarded to Corale L. and James A. Brierley, founder and principal of Brierley Consultancy LLC; David Nicholas of Call and Nicholas Inc. and Scott M. Shields of Joy Global. The Brierleys are being recognized for their true scientific partnership with parallel achievements in academia and in business development. Nicholas is being recognized as the co-founder of Call & Nicholas and for his noted expertise in mining geotechnical engineering. Shields is being recognized for his innovative work with GPS integration and for playing a key role in laying the foundation for autonomous mines of the future. As representatives of mining heritage, the Hall of Fame will induct Patrick E. Connor, ?Father of Utah Mining,? for pioneering mineral exploration efforts in Utah; Earl Tappan Stannard, president of Kennecott Copper Co., for transforming Kennecott in to one of the largest U.S. copper producers; Arthur Barrette Parsons, mining editor and author, for his book ?The Porphyry Coppers in 1933,? a seminal work detailing the history and technical information regarding major porphyry copper deposits and Ernest R. Dickie, general manager of Bagdad Copper Co., for his foresight in converting the mine from block caving to open pit. The Industry Partnership Award will be presented to Empire Southwest, a third generation family owned dealership for Caterpillar which consistently ranks among the top Caterpillar dealers worldwide. A Special Citation will be presented to employees of Rio-Tinto-Kennecott Bingham Canyon Mine for their speedy recovery from the massive Manefay slope failure in 2013.Early sponsors include Ames Construction, Asarco LLC; Brierley Consultancy LLC; Caterpillar Inc.; Click Automotive Team; Deconcini McDonald Yetwin & Lacy, P.C.; Empire Southwest; Florence Copper Inc.; Freeport-McMoRan Copper & Gold Inc; Independent Mining Consultants Inc.; Joy Global Inc.; Komatsu America Corp.; Liebherr Mining Equipment; Lowell Copper Ltd.; M3 Engineering & Technology; Modular Mining Systems Inc.; MWH Global; Newmont Mining Corp.; Ram Enterprise; Rio Tinto/Kennecott, Sonoran Process Equipment Co.; Southwest Energy LLC and SRK Consulting. MFSW is a nonprofit organization and its mission to promote the value of the industry to our community and profession to ensure its future success. Funds raised from its annual banquet are principally designated to support the foundation?s education program, a partnership with the Lowell Institute for Mineral Research at the University of Arizona.

By M. Bunch

"THE SUPER CYCLE IS GONE The utopia of the rising sales volume, for mining companies from 2002-2011, was entirely due to rising production volume and prices. The Australian mining sector experienced an 18 percent annual growth rate in revenues, and 11 percent growth in prices. (1) However, EBIT remained flat during the same time period. In addition, Australian mines saw a 7 percent annual decline in both labor and capital productivity. (2) Mines in the U.S. and Canada produced similar results, whereas the world-wide mining industry has seen a productivity drop of 40% since 2001. (3) The decade “Bull Run” of rising prices was trashed by companies that chased low-quality assets while increasing debt on their balance sheet. It seemed everyone believed the “super cycle” would last forever, while completely ignoring the history of cycle downturns. Worldwide mining operations are as much as 28 percent less productive today than a decade ago, according to new McKinsey research. The results from McKinsey’s new MineLens Productivity Index (MPI), which adjusts for declining ore grades and mine cost inflation, show that the pronounced decline in productivity is evident across different commodities and is seen in most mining players and geographies. (4) McKinsey sees three important areas of focus to address the root causes of productivity decline. 1) Embed effective management operating systems at mines 2) Prioritized operational excellence and capabilities development 3) Focus on innovation Reality has now settled back in and companies are struggling to make ends meet. The basic management staple of controlling costs and improving the production/productivity that was lost in the excitement is now back in play. Traditional cost-cutting approaches, such as across-the-board spending cuts, layoffs, and hiring freezes are only short-term initiatives and will not permanently improve a company’s cost structure or improve long- term competitiveness. This can only be accomplished by engaging front-line employees and empowering them to make necessary improvements in their daily work. It is time for leaders to lead and develop cultures of continuous improvement within their organizations in order to sustain their mining project to the end of mine life. Successful operating managers require two different skill sets of Leadership and Management; knowing how to lead people in their organization and how to manage the work they do."

Jan 1, 2016

By Roscoe W. Stensrud

The Marcona Corporation was established in 1965 to consolidate the ownership and management of the Marcona group operations. This company, with headquarters in San Francisco, has the following principal operating subsidiaries: Marcona Mining Company, formed in 1953, conducts iron ore mining, beneficiation and pelletizing operations in Peru. Cia. San Juan S.A., Panama, which contracts for sale and delivery of iron ore from the Marcona operation in Peru and from Mount Goldsworthy in Western Australia. Sari Juan Carriers, Ltd., a subsidiary of Cia. San Juan which owns and charters vessels for the bulk ocean transportation of iron ore, petroleum products, coking coal, slurry, salt and other commodities.

Jan 1, 1968

By R. Reeves

Coal producers and utilities depend on automated coal blending systems to reduce costs and meet stringent environmental regulations. Over 30 systems installed in the United States since 1987 use on-line PGNAA (Prompt Gamma Neutron Activation Analysis) analyzers to accurately control the blending process. Experience and detailed engineering are required to integrate real-time data produced by the coal analyzer with a control system to meet demanding performance specifications. This article reviews successful installations and lists important features including interfacing analyzers with plant control systems, specifying feeders and weigh scales, and managing data.

Jan 1, 1995

By Steve Karl

"The global underground construction and tunneling industry is in pretty good shape. Billions are being spent in shoring up aging infrastructure in the United States and other places, and new underground projects are being put out for bid.With each new project, comes new equipment, technology and tunneling methods. So it is incumbent on tunneling professionals to constantly improve their knowledge of the profession. This is where spending a few days with other underground construction professionals can assist the tunneler in keeping up.Every two years, tunnelers and underground construction engineers, contractors, suppliers, designers and owners from around the world gather for the Rapid Excavation Tunneling Congress (RETC). The 2017 conference was held in June in San Diego, CA. The UCA of SME puts on the conference.This years’ RETC attracted 1,400 attendees. The accompanying sold-out exhibit totaled 188 service and equipment suppliers. In addition, the conference had the UCA of SME bookstore, where the new History of Tunneling in the United States book was introduced. And a short course on tunnel rehabilitation was featured.Technical programmingRETC 2017 featured nearly 100 technical presentations. Topics covered the breadth of the global underground construction industry. Here is a sampling of a few. The proceedings from the conference is available from SME, 303-948-4200, www.smenet.org.Accomplishing extraordinary tasks as a machine supplier for Metro Doha: The construction of the Metro Doha in the State of Qatar established a modern, safe, efficient and integrated public transportation network. Upon final completion of multiple phases, the network will comprise four metro lines with a length of 216 km (83 miles) and 100 stations. Phase one comprises 112 km (43 miles of underground tunnels (56 km or 22 miles of twin-tube tunnels). Twenty-one earth pressure balance tunnel boring machines (TBM) were deployed by the four different joint ventures. The project was initiated, managed and supervised by the owner, Transport Authority Qatar Rail.Phase two of the Doha Metro will start upon the completion of Phase One in 2019 (Qatar Vision 2030). The owner placed full faith in the manufacturer’s abilities to deliver equipment of high quality, state of the art standards within the given time frame. This paper focused on the manufacturer’s scope of delivery and on the supplier’s high standards of quality in production, logistics and services."

Jan 9, 2017

By Ashley Woodward, S. Katharine Hammond, Mayela Padilla-Salas

This paper presents a scalable framework for worker safety assessments. The paper focuses on uranium mine reclamation in underserved communities, specifically Cove Chapter of the Navajo Nation. By integrating field observations, OSHA data analysis, systems mapping, and a hierarchical occupational health pyramid, this framework identifies site-specific hazards while addressing broader socio-cultural dynamics. The approach improves upon existing safety programs by suggesting actionable, locally sensitive solutions that prioritize higher-order controls such as hazard engineering interventions and administrative controls. This study contributes to enhanced worker safety, efficient environmental restoration, and engagement in marginalized communities with abandoned mine lands.

Feb 22, 2026

By James K. Gowans

The Red Dog Operation is located in northwestern Alaska at Latitude 68°, 100 miles north of the Arctic Circle and 50 miles inland from the Chukchi Sea. The orebody was acquired by the NANA Regional Corporation, (an Alaska Native Corporation established by the Alaska Native Claims Settlement Act of 1971), in 1980 in their land selection. In 1982 Cominco American and the NANA Corporation signed a development agreement and Cominco Alaska Inc., a wholly owned subsidiary of Cominco American, was formed to manage the Red Dog Project. An extensive exploration program in 1980 -1982 outlined a mineral inventory of 85 million tons, at a grade of 5.2% Pb, 17.1 % Zn, and 2.4 oz/ton Ag, which makes the Red Dog the second largest deposit ever discovered. Broken Hill, in Australia, is the only zinc orebody which was originally larger than Red Dog. The design of the facilities is to process 2.1 million tons of ore annually, which will produce 560,000 tons of zinc concentrate, 100,000 tons of lead concentrate and 50,000 tons of bulk lead/zinc concentrate.

Jan 1, 1991

By C. Dirscherl

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

Jan 1, 2015

By C. J. Newman

Prior to 1995, the smelting process at the Kennecott Utah Copper Corporation (KUCC) smelter consisted of Noranda reactors and Pierce-Smith converters. In the consideration of expansion opportunities, the existing process did not lend itself to a program geared towards processing the total output of KUCC mining and milling operations. During 1989 and 1990, a number of smelting options were evaluated. The final selection was the Outokumpu flash smelting process, coupled with the new Kennecott-Outokumpu flash converting technology. Facilities were designed and installed to process 1.0 million tonnes per year of copper concentrate, with the ability to expand to 1.2 million tonnes per year. Following the shutdown of the smelter facility utilizing the Noranda technology in May 1995, the flash smelting furnace commenced operation in June with the flash converting furnace startup following a few weeks later. The smelter has achieved design production targets and environmental goals. Current operating rates are at or above design rates for concentrate and matte processing. Emissions are lower than the permit levels and equate to less than 3.5 kg of S02 per tonne of copper. This paper outlines the design, construction, startup and the first two years of operation of the modernized KUCC smelter.

Jan 1, 1998

By Brian Zelenko, William H. Hansmire

"By the time the latest expansion of the Washington Metropolitan Area Transit Authority (WMATA) system, known locally as Metro and which opened in 1976, is completed in 2020, the system will serve 97 stations and operate on 188 km (117 miles) of track on six interconnecting lines. Metro provides a critical transportation link to a population of approximately six million people within a 3,900-km2 (1,500-sq-mile) Washington Metropolitan area and has allowed job growth to expand to all corners of the region. In the 1950s and 1960s, when the system was first conceived and construction began, most jobs were centered in downtown Washington, and most of the workforce commuted by bus or car. Today, transit-oriented development has increased residential, commercial and government facilities near most of the existing 91 stations increasing the importance of the Metro system as a critical transportation link for the region. According to recent American Public Transportation Association (APTA) data, Metro is the second busiest transit system in the United States (after New York City’s transit system).During the nearly 50 years of construction on the Washington Metro system, technology improvements and lessons learned from the global tunneling industry were implemented. Portions of this background and history have been adapted from other work by the authors Roach et al. (2017) and expanded for use herein. For soil tunnels, these improvements included the change from a “two-pass” tunnel lining with a typical initial lining of steel ribs with wood lagging or segmental precast lining erected within the tunnel shield followed by a final lining of cast-in-place concrete to a one-pass lining system of pre-cast concrete gasketed segmental lining. Soil tunnels were originally excavated using open-face tunnel shields, but changed over time. By the late 1980s, tunneling using closed, pressurizedface tunnel boring machines (TBMs) using a one-pass tunnel lining consisting of segmental precast concrete permitted tunneling in a wider range of soil conditions with much less risk of damaging overlying utilities or structures, greater safety for tunnel construction personnel and without the need to dewater the soils. However, due to concerns about conditioning clays with earth pressure balance (EPB) TBMs, open face machines were still favored by contractors for their better advance rates, lower cost and ability to deal with boulders that were occasionally encountered in the Coastal Plain Terrace Deposits."

Jan 6, 2018

By J. H. Adkins

The goal of the project reported in this paper was to make recommendations for changes in roof bolting procedures and bolter design that would reduce roof bolter accident rates. To that end the project identified the major hazards associated with each task a roof bolter operator per-forms, normalized task accident frequencies. by the time spent on each task, reviewed equipment design features and operating procedures related to the identified hazards and developed recommendations for equipment and procedural changes that would reduce, if not eliminate, the hazards. The research steps completed during the project were: a. A review of related literature and re-search including roof bolting time studies b. The collection and analysis of 1975 accident data pertaining to roof bolter activities c. The normalization of the accident frequency data on the basis of time/task data d. A review of roof bolting equipment e. The development of a field data collection instrument f. The selection of mines for bolter observations g. The collection of field data h. Data analysis and problem specification i. The development of recommendations for corrective measures

Jan 1, 1978

By Phil Shelton

What exactly does clean coal mean? Mining coal creates dust and releases methane gas. And burning coal liberates CO2 and emits particulates, including SO2 and NOx. Coal creates wastes that are often stored in unsightly and potentially dangerous slag heaps and lagoons. When clean coal technology is discussed, it sometimes seems that creating modern or ?ultra super critical? coal-fired power stations is presented as the main or even the only answer. However, there may be a more holistic approach. Using the energy potential of coal is always going to have environmental impacts. Some of these will be negative. But the need to secure future energy resources demands that society tackle these negative issues and find ways to minimize and offset them.

Jan 1, 2010

By Milan Yekich, Emanuele Cauda, Justin Patts, Cody Wolfe

A worker’s personal exposure to respirable dust in occupational environments has traditionally been monitored using established methodologies which entail the collection of an 8-hour representative sample that is sent away for laboratory analysis. While these methods are very accurate, they only provide information on the average exposure during a specific time period, generally a worker’s shift. The availability of relatively inexpensive aerosol sensors can allow researchers and practitioners to generate real-time data with unprecedented spatial and temporal granularity. Low-cost dust monitors (LCDM) were developed and marketed for air pollution monitoring and are mostly being used to help communities understand their local and even hyper-local air quality. Most of these integrated sensing packages cost less than $300 per unit, in contrast to wearable or area dust monitors specifically built for mining applications which have been around for decades but still average around $5,000 each. At the National Institute for Occupational Safety and Health (NIOSH), we are leveraging the power of high-volume data collection from networks of LCDM to establish baseline respirable hazard levels and to monitor for changes on a seasonal basis as well as following any application of control technologies. We have seen the effective use and advantages of monitoring live data before, during, and after events like shift changes, operational changes, ventilation upgrades, adverse weather events, and machine maintenance. However, many factors have prevented a systematic adoption of LCDMs for exposure monitoring: concern for their analytical performance, the complexity of use, and lack of understanding of their value are some factors. This contribution outlines a one-year case study at a mine in Wisconsin USA, covering the installation, maintenance, data visualizations, and collaboration between NIOSH researchers and the industrial hygiene professionals at the mine.

Feb 1, 2024

By C. Alexander

Stillwater Mining Company is developing a second underground palladium and platinum mine approximately 21 km (13 miles) west of their existing Nye operation in south central Montana. A 5650 meter (18,550-foot) tunnel is required to gain access to the ore bearing horizon (J-M Reef). Access and primary mine development can be accelerated through the use of two 4.6 meter (15-foot) diameter tunnel boring machines (TBM). One TBM was purchased new while the other was purchased used. Machine specifications, site support facilities, portal/launch chamber construction, TBM assembly, startup and operation are discussed in this paper.

Jan 1, 1999