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By JAMES SCULLY

For the last 4 years political leaders have found a new subject on which they can safely generalize wihout creating opposition. That subject is commodity prices. Since the four-fold increase in OPEC crude oil prices, public attention has focussed as never before on the subject of commodity prices. To advocate stabilizing commodity prices is akin to supporting motherhood or peace or better schooling. Everyone gives lip service to the concept that stable commodity prices are desirable. It is easier to state the principle than to achieve it. Prices that are stable in terms of one currency may be clearly unstable in terms of a different currency. This has become a troublesome matter since 1971, when the world's leading trading currencies were set free to float in relation to each other. To illustrate: consider copper prices in the interval between the end of 1974 and the end of 1977. During those 3 years, the copper price in pounds sterling on the London Metal Exchange rose by 25 per cent. During that period, however, in terms of the USA dollar equivalent, the price was unchanged. And during that period, in terms of the German mark equivalent the price shrank by 13 per cent while the Japanese yen equivalent fell by 20 per cent. Thus a price that appears stable in dollars, rose in terms of pounds sterling and fell in terms of marks and yen. Had this result been achieved as a consequence of an international effort to stabilize prices, an American would have said the effort was successful. An Englishman would have said it had failed to prevent a price rise. And a German or a Japanese consumer would have been happy to have covered his copper needs at a lower cost in terms of his own currency.

Jan 1, 1978

By W. H. C. SIMMONDS

The mining, metallurgical, and petroleum industries can be viewed as financial or as social institutions or both. The differences between these two conceptions of their businesses will influence their environmental 'and social actions. During the next 10-20 years western industry will be subject to a drop in the growth of a more highly educated labour force and to the emergence of holistic economics, new national goals, and a new ecological perspective. The profitability of the mining industry may therefore be influenced by the human side of its business to a greater degree. The increasing human, social, and environmental responsibilities can be discharged by improving the miner's equipment; by learning to look at situations through the eyes of all those involved; by developing common 'languages' which governments and the public can understand; and by mediating where feasible on the international scene.

Jan 1, 1978

By F. F. ESPIE

Giving the keynote address in the final session of a conference dealing with closely related topics has a disadvantage in that much of what can be said has been said. It also has an advantage, however, because it presents the speaker with the opportunity to integrate and analyse the material presented by the various speakers. I would like to look to the near future in Australia and the United States of America, to the risks, problem areas, and changes of a rapidly evolving post-industrial era-an era we are beginning to experience where industry no longer 'calls the tune'. We miners have been quick to point out and emphasize, that ours is a 'high-risk' industry in the world of business and commerce. Yet, clearly those who have survived, and been successful, have learned to anticipate and cope with risk and change. This ability has been a 'distinguishing feature of the industry's leaders who, in market studies and commodity selection, exploration and development, mine planning, metallurgical pro- cessing, and general administration and operation 1. identify areas-of risk or inevitable change, 2. analyse, test and quantify those factors of risk or change, and 3. design methods, systems, equipment to eliminate, moderate, or control or economically compensate for predicted risks or changes.

Jan 1, 1978

By R. L. Lawson

I?ve been asked to appraise the global role of coal and mining, and the best place I can think of to begin is with the World watch Institute, which purports to monitor all things global. Last fall the institute?s magazine, entitled World Watch, in a cover story called for a worldwide campaign to outlaw the use of coal before this century?s end. To my mind the article began the campaign. However, the institute had to admit that no such ban will be possible unless there is special help and heavy intervention?that is, novel policies and punitive taxes. I?ll quote directly from the magazine to underscore the point: ?without them the market will continue to deceive us into thinking coal is cheap, abundant and irreplaceable?.

Jan 1, 2001

By CHARLES COURT

I must tell you at the outset that I come to this conference deeply disturbed at the 'role of Government in international dealings in mineral and energy resources'. I am disturbed by- the confusion that now passes for policy. I am disturbed by the short- range view of critical problems taken by a majority of Governments. I am equally disturbed by the even shorter range of view taken by a growing army of industries. Many of them clamour for Governments to solve their problems in a specific way, with little regard for any other sector but their own-and with even less regard for the fact that every time a Government takes over some of their responsibilities they surrender some of their freedom. I would not say that longer range views don't exist. But I would say that they don't prevail at the present time. Instead, we are seeing the constant development of many policies for individual problems which don't tackle the fundamental causes. We must get back to basics without delay.

Jan 1, 1978

By M. Hermanus

1. INTRODUCTION It gives me great pleasure to extend my warmest greetings to everyone attending the 30th International Conference of Safety in Mines Research Institutes. I would also like to bid a special welcome to all of the international delegates who have travelled to Johannesburg to take part in what surely be a most rewarding session of deliberations. As you come together over next four days, you will have a wonderful opportunity to exchange ideas and information on strategies and practices for the implementation of sustainable patterns of development. The objectives of this meeting are both timely and far-reaching, as countries around the globe work towards the sustainable use of the world resources. Each of you brings a high level of expertise to these deliberations. I know that you will make the most of this opportunity to address the challenges and opportunities to highlight the most innovative and technologically efficient methods of social protection in order to ensure an increase in the quality of life, health, safety and living environment for the peoples of the Africa. Our country, although endowed with an immense and diverse array of mineral deposits, is perhaps best known in the mining industry for the fact that it is the world’s biggest producer of gold. Although South African gold production has declined over the past years and the industry faces serious problems, it is a myth that the South African industry is moribund. There is a new energy coursing through the South African producers which will ensure their powerful presence for many years to come, based not only on their domestic production but also and probably increasingly on their external operations. Africa features prominently in the latter category.

Jan 1, 2003

By Carrie Smith

Leaders from the U.S. government and the global mining industry opened the MINEXCHANGE 2026 SME Annual Conference & Expo with a keynote session centered on restoring U.S. critical mineral production and strengthening domestic supply chains. The session, titled “Regaining America’s Mineral Dominance,” featured remarks from Ned Mamula, director at the U.S. Geological Survey (USGS), Utah Governor Spencer J. Cox and Vicky Peacey, president and general manager of Resolution Copper, along with opening comments from industry leaders and conference organizers. The speakers emphasized that renewed government attention to critical minerals, combined with industry investment and technological innovation, will be necessary to meet rising demand for materials such as copper, zinc and rare earth elements. The session opened with remarks from Pat Risner, president of South32 Hermosa, followed by a safety share from 2025 SME President Bill Hancock. Hancock then introduced moderator Debra Struhsacker, who emphasized the importance of strengthening domestic mineral production and reducing reliance on foreign supply chains. Struhsacker, who is SME’s government and public affairs consultant, noted that decades of policy decisions have weakened the U.S. mining sector, leaving the country increasingly dependent on imported minerals. She pointed to declining domestic capacity, a shrinking number of mining schools and the closure of the U.S. Bureau of Mines in 1996 as factors that contributed to the current supply challenge.

Apr 1, 2026

By Giovanni Lombardi

In order to get a clear overview of the grouting works carried out, to avoid misinterpretations of the data and functions shown on the display of the grout monitoring device, it is recommended to keep the flow rate as constant as possible. Obviously, at the beginning of the process, the flow rate will increase from nil to the selected "basic" value. An important question frequently addressed is also how to reduce the flow rate in nearing the GIN limit so to finally reach the target intensity. Depending on the actual conditions, there are different manners to proceed. However, the following one appears to be the most convenient. It is represented on Figure 25. Being GIN the target intensity, two new limits at, let's say, 0.95 GIN and at 1.05 GIN as shown in the figure should be defined. The selected basic grout flow rate "q0", is kept as constant as possible all along the grouting process until the 0.95 GIN limit is reached. The flow is then reduced step wise to 2/3 q0, 1/3 q0 and zero at crossing each of the three limits. A similar rule can be used in respect to the maximum pressure, while for the maximum volume the process can be stopped at one time. Obviously the number of successive limits and thus the number of steps in reducing the pressure, as well as the width of the fringes defined in said way may be adapted to the local conditions.

Feb 10, 2003

By P D. Munro

"This is a reprise of the paper ‘Back to the Future – Why Change Doesn’t Necessarily Mean Progress’ presented to the Tenth Mill Operators’ Conference in 2009. It was observed that the ‘boom and bust’ cycles of the industry, together with trends in tertiary education and the effects of fly-in fly-out (FIFO) operations raised serious questions about the sustainability of human capital in the mineral processing sector.In 2016 we find ourselves in a ‘bust’ after enjoying a decade of the longest commodity price ‘boom’ in a century. In the ‘boom’ did we:make any technological breakthroughs?put measures in place to improve our human capital, especially in the area of ‘professional formation’?The paper makes observations on the current performance of mineral processing engineers and the organisational milieu in which they operate. It questions whether mineral processing engineers are actually ‘adding value’ at some sites given their organisational and operational practices.Some technical trends are examined and what it might mean for mineral processing engineers.Given the above and demographic trends for mineral industry professionals, changes to the seemingly current laissez-faire model of professional development are proposed.Citation:Munro, P D, 2016. Back to the Future - Still on the Dark Side, in Proceedings 13th AusIMM Mill Operators’ Conference 2016, pp 341–348 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Oct 10, 2016

By J King, T Hunter, R Coleman

"The industry that supports operations and new projects is suffering a rapid decline in the currently severely curtailed capital investment environment. This is evidenced by a decline in the number of skilled teams, who are now centred in fewer locations. Other features are an aging and retiring ‘Baby Boomer’ generation, coupled with a low uptake of new graduates and the uncertainty in predicting future capital expenditure programs and requirements. Combine this with a reluctance of cash-poor operations to modernise and adapt in an environment of low metal prices, and there is a real uncertainty in how service providers will meet industry needs as they evolve.The industry that supports operations and new projects is suffering a rapid decline in the currently severely curtailed capital investment environment. This is evidenced by a decline in the number of skilled teams, who are now centred in fewer locations. Other features are an aging and retiring ‘Baby Boomer’ generation, coupled with a low uptake of new graduates and the uncertainty in predicting future capital expenditure programs and requirements. Combine this with a reluctance of cash-poor operations to modernise and adapt in an environment of low metal prices, and there is a real uncertainty in how service providers will meet industry needs as they evolve.Trends amongst service providers will be put forward as well as developing options and alternatives. These embrace a whole gamut of agile alternatives in the areas of partnering, alliances, commercial and shared risk models and mutual innovations. These will be discussed with some case studies and suggested approaches.Particular emphasis will be upon brownfield expansions and upgrades which have emerged recently as a preferred lower capital and focused way to achieve best practical outcome at lowest cost. There are a number of specific features of such brownfields projects including the requirement for very close cooperation between the execution team, operators, maintenance and suppliers and a maximum usage of site resources and ingenuity. Often, required investment hurdle rates are high, downtime allowed is minimal and site resources usage is maximised. This requires mutual trust, good planning and high health, safety, environment and community (HSEC) standards and practice. In many ways the practices and skills needed are the exact opposite of the historical ‘big greenfields’ project with which the industry has been geared for more recently.Another developing area has been with innovative commercial models and practices. These have been as a direct result of the more challenging investment criteria being adopted and the relative hunger of service providers. It has become more common to look at these commercial/costing alternatives very early in the project cycle as an essential project tool and not just as a possible option. These commercial solutions cover such alternatives as leasing and rental, deferred payments, build–own–operate–transfer (BOOT) and build–own–operate (BOO), whole-of-mine preferred spares and maintenance terms, and aggressive performance targets with real assurance penalties. Once again this requires very close mutual dealings and trust, and sufficient time allocation compared to a conventional approach.Citation:Coleman, R, King, J and Hunter, T, 2016. Upgrades, Modernisations and Expansions... Where Will the Expertise, Capability and Skills Come from in the Future?, in Proceedings 13th AusIMM Mill Operators’ Conference 2016, pp 69–76 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Oct 10, 2016

By R Dunne

"Continuous improvement on metallurgical treatment plants is possible only when good data and analysis of the data are available. Good data implies appropriate and accurate mass measurement coupled with good sampling practices and accurate chemical analysis especially when carrying out monthly metallurgical metal reconciliations. Adequate characterisation of key samples (eg tailings, feed, concentrates and others) at timely intervals is an important part of a good continuous improvement program. The data from this will help identify opportunities to improve operation performance and thus profitability. Examples are provided of projects that have led to improved plant performance based on good metallurgical data collection and analysis.Citation:Dunne, R, 2016. Using Metallurgical Data to Drive Continuous Improvement, in Proceedings 13th AusIMM Mill Operators’ Conference 2016, pp 201–206 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Oct 10, 2016

By Fredrick Fränding

In mining and quarrying operations, electric motors can fail for a variety of reasons. Some failures are directly linked to demanding production requirements and contaminant-laden environments and, consequently, are difficult to prevent. A sizeable number, however, are caused by ?offline? factors that have nothing to do with production. These include inadequate or substandard motor repair practices and improper motor shipping, storage and installation. The fact that failures are at times attributable to repair- or rebuild-related errors and problems raises the stakes when selecting an electric motor repair provider. Teaming with high-quality electric motor shops can help a company reduce failures due to offline factors, improving motor reliability and cutting downtime costs. Regardless of location or annual revenues, the best motor shops have similar business cultures and share many of the same characteristics.

Jan 1, 2009

By E. De Souza

The instrumentation and monitoring of rock behaviour have played an important and necessary role in the practice of potash, rocksalt, gypsum, trona and coal mining. The art of rock instrumentation applied to soft rock and coal mining has progressively evolved over the past years and will surely continue to advance at a faster pace in the future as a result of the technological revolution we experience today. The development of sophisticated mine-wide data communications systems is being used for instrumentation and sensor automation, and laser, sonar and geophysics technology are being continuously adapted for rock monitoring purposes. In this paper, the author provides an overview of typical rock instrumentation used today and offers some views of the progressive evolution in rock mechanics instrumentation sophistication and design.

Jan 1, 1998

By Normand Champigny

The Forces of Change ? The current business environment ? What can we expect for the future on management of physical assets ? The impact of maintenance on production costs ? What is RCM is doing is improving business performance ? The beginnings of RCM The RCM II Process ? RCM II is a structured process that involves employees in determining the best failure management tactics for systems and equipment in their operating context ? The method is an effective approach to risk and cost reduction as well as failure management

May 1, 2002

By A. E. Soregaroli, H. D. Meade

"The Keystone porphyry molybdenum deposit, located in southcentral British Columbia, is hosted by intrusive rocks of the Cretaceous Mount Lytton batholith and the early Tertiary Keystone quartz diorite stock. The molybdenite mineralization is associated with rhyolite porphyry dikes flanking a large 1300 m by 2100 m breccia complex. Recognition of the potential for the buried molybdenum porphyry system was based on quartz-molybdenite vein fragments within the hydrothermal breccias.The full extent of the molybdenum mineralization is not known. The few deep drill holes along one comer of the breccia complex defines strong metal zoning of molybdenum and associated elements of F, Mn, Zn, Pb, Au, Ag, Fe and W about the molybdenum stockwork mineralization that may be useful for guiding additional exploration. The best mineralization occurred near the base of the deepest drill hole with 0.114% Mo in rhyolite porphyry near the edge of the breccia pipe at a depth of 1350 m.The exploration history of the deposit has been complex, focussing on both porphyry-style mineralization and precious metal veins and stockworks on the periphery of the porphyry system. Exploration to date has defined an attractive porphyry molybdenum system with uneconomic grades at great depth; however, there remains significant potential to define economic mineralization elsewhere in the Keystone porphyry system and adjoining occu""ences."

Jan 1, 1995

By Andrew McGrath, Geraldine Lyons, Sarah Barcelona

In the dynamic and challenging modern industry landscape, understanding and unleashing the true role and contribution of technical teams is crucial to business success. The cyclical nature of industries has led to shifts in the technical professional’s place within the organization and the technical skills that are desired most. This paper reframes the pivotal role that technical professionals play within complex operating assets to maximize value and realize full potential. This investigation focuses on the Rio Tinto Kennecott Technical group’s cultural journey, which is underpinned by an investment in its people. The conflict between legacy industry beliefs and the necessity for cultural change emerges. This is illustrated by a deep dive into the evolving case study of Kennecott’s Bingham Canyon Open Pit Mine Technical team. Here, a multi-faceted approach to cultural change is helping to unlock the team’s contribution to the life extension of an aging asset. Guided by a vision and strategic roadmap, this approach is part way through a 5-year implementation period and is yielding encouraging business outcomes.

Feb 1, 2024

By Peter N. Blakey, Thiann R. Yu, Douglas O. Tansey

A flexible, efficient, and relatively low-cost drilling and blasting operation has evolved at Texasgulf Canada, Ltd.'s Kidd Creek underground mine. Located 32 km (20 miles) north of historic Timmins, Ontario, the underground operation utilizes a sublevel open stoping method developed with large-diameter blastholes. Over the years, Kidd Creek engineers have experimented with various drill-and-blast techniques, leading to the present-day practice. Continuing work is being conducted to further mechanize the blasting operation.

Jan 6, 1976

By Leon E. Laforest

An early commitment by Kidd Creek Mines Ltd. (formerly Texasgulf Canada) to follow a stringent environmental control programme from the initial stages of design and development of its metallurgical facilities in Timmins, Ontario, has resulted in the on-going attainment of extremely low levels of industrial waste emissions. This paper outlines the monitoring programme initiated and maintained by the company's environmental control section. Comparative results of environmental sampling for the periods before and after the copper smelter start-up are highlighted.

Jan 1, 1983

By M. Matabane, T. Khati

"Accurate delineation of the contact between a kimberlite pipe and country rock at production level depths is a challenge due to limited geological data. Geological information is obtained from widely spaced diamond core boreholes which are drilled either from surface or from higher mining levels within the pipe. Kimberlite pipe/country rock contacts are notoriously irregular and variable, further reducing the confidence in contact positions defined by the drill-holes. At Finsch Diamond Mine (FDM), the opportunity arose to further improve the confidence in the contact positions relative to the planned slot (end) positions of each sublevel cave tunnel during the development stage of these tunnels. As a result, the accuracy of the 3D geological model has improved.The use of diamond drill core for this purpose is expensive due to site establishment requirements. The lengthy time taken during site establishment also delays the development of tunnels and support cycles, thereby extending the completion dates. FDM has reduced delays during development by adopting percussion drilling, in conjunction with gamma ray logging. The S36 drill rig is mounted on a moveable platform and does not require a costly and lengthy site establishment. The holes are generally drilled (0°/flat) on grade elevation, and these holes could also be drilled from the rim tunnels (developed in waste) into the kimberlite pipe. A single-boom production drill rig is normally used to drill holes about 20 m in length.On completion of the contact delineation drilling, gamma logging of the holes is conducted using the GeoVista geophysical sonde (or probe) to log the natural gamma signature of the dolomite/ kimberlite contact. The advantage of this tool is that the readings are continuous within centimetre intervals, and due to contrasting characteristics between kimberlite (rich in clay minerals) and dolomite, the contact position can be determined accurately. The better definition of contact positions also adds value to tunnel stopping distance in terms of developing the tunnel’s slot at the optimum distance from the contact (easier blasting of longhole rings, avoidance of contact overbreak and premature waste ingress, and other matters relating to extraction of ore from these tunnels). This method is highly successful and has reduced development costs (on-time completion), improved definition of the pipe’s contact position for geological modelling, improved blast design, and mitigated early waste ingress by maintaining the contact’s integrity."

Feb 1, 2019

By Brooke Clements

The Buffalo Head Hills region is located approximately 350 kilometres northwest of the city of Edmonton in northcentral Alberta (Figure 1). The Alberta diamond joint venture consisting of Ashton Mining of Canada Inc., Alberta Energy Company Ltd and Pure Gold Minerals Inc. began exploring for kimberlites in the Buffalo Head Hills region in late 1996. At the time, the Mountain Lake diatreme, located 200 kilometres to the southwest, was the only reported kimberlitic rock in Alberta (Leckie et al., 1997, Figure 1). Exploration efforts since 1996 have successfully identified a new diamondiferous kimberlite province in Canada.

May 1, 2001