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By N. Henderson, J. Weyer, J. F. Brune

"The mining industry worldwide is currently facing a significant restructuring process. In most underground mines, widespread mechanization of the mining processes increases production while reducing staff numbers. At the same time, mining depths as well as the lateral spread of the mine workings are increasing. This ever-changing mining environment requires sophisticated solutions for the design and operation of underground mines. In fact, a reduced number of mining engineers is taking responsibility for everincreasing mine operations. This applies not only to the excavation of the minerals, but also to all other aspects of the mining operation, including health and safety, disaster management, and mine rescue organization.Most mining engineering graduates entering the industry lack experience in mine emergency management. Young engineer trainees must learn mine emergency management and rescue work in addition to their normal training experience on the job. Often, and unfortunately, emergency and rescue training at different mining companies is not carried out to the highest level and standard and with the best possible training outcomes. The tasks and challenges a young engineer faces while being trained in a new position do not leave much room for additional training in mine rescue and emergency management. At the same time, experienced, ’old hands’ are retiring and cannot easily be replaced due to limited graduation numbers.Strategies are being developed at mining universities worldwide to train mining engineering students in handling mine emergency situations and to provide hands-on experience for managing potential accident and disaster scenarios underground. Two of these strategies, from the USA and from Central Europe, are presented in this paper. These specific strategies have to be seen under special consideration of the local and regional boundary conditions, but might serve as case studies for mining schools and universities in other countries."

Jan 1, 2014

By J. S. Gardner

Fortunately, few mining professionals have dealt with what all mining professionals fear---a mine disaster. Unfortunately, many have dealt with ?accidents? which may or may not claim lives but nevertheless rise to the level of a ?disaster? given the fallout of liability and litigation in today?s society.1 The undersigned authors published an article some ten years ago regarding crisis management2 based upon their collective first-hand experiences in actual disasters to that point in history. Unfortunately, disasters have occurred since that time, prompting legislation, and a fresh analysis and expansion of those basic principles is certainly in order. Without question, no two disasters are ever alike, yet general guidelines for forming an effective plan of action can be formulated?and if a mining operation is to have any chance of survival after a disaster, such a plan is vital. The primary concern as any disaster evolves remains as stated a 2003 SME article3--the protection of human life. From that point, the focus moves to any assistance that may be needed given the magnitude of the situation. Permeating throughout this process is "damage control." The first step in dealing with a disaster, however, begins long before any threat of danger arises?formulation and implementation of an Emergency Response Plan.

Feb 23, 2014

By Z. Hyder, M. D. Cleason

"INTRODUCTION Mine Ventilation has come a long way over the years. The main purpose of mine ventilation is to keep conditions in the mine safe for the worker so that the mine will be productive and profitable. Technological developments to the mine ventilation system itself and the development of mining techniques have helped improve the safety and productivity of the miners and the mine. Most of the developments to mine ventilation and to safety devices came as the result of serious mining disasters. Another effect of those mining disasters, especially in the late 19th century and after, was legislation to set specific safety standards for mines, especially in the underground coal mines. This paper will focus on the connection between mines disasters and the mine safety legislations promulgated because of those disasters. A BRIEF HISTORY OF MINE SAFETY LEGISLATION Mine legislation has a long history in the U.S. dating back well in the 1800’s. However, mine safety legislation is considerably newer. In 1891, the U.S. Congress passed the very first version of mine safety legislations setting up minimum safety standards. By today’s standards, the 1891 legislation was incredibly basic (7). It took a series of horrific mining disasters for Congress to take action a second time. In 1910, Congress established the Bureau of mines. The role of Bureau developed and changed over next 60 years. In 1995, Congress voted to disband it (27). Initially the Bureau was only charged with investigating and coming up with ways to reduce accidents in coal mines. It was not until 1941, when Congress formally allowed Bureau of Mines’ Inspectors into the mines. In 1947, the Congress enacted and adopted a set of federal safety regulations for the inspectors to follow (1). Finally, in 1952 Congress granted the Bureau of Mines the authority to inspect the mines and to issue citations and/or orders of withdrawals. This act was known as the 1952 Coal Act and the penalties were limited to civil penalties. It would take a couple more iterations of mine safety legislation for monetary and criminal penalties to be introduced (10). Up until 1966, mine safety legislation was directed primarily at underground coal mines and surface coal mines. Congress passed the Federal Metal and Nonmetallic Mine Safety Act of 1966, thus providing a set of standards for all mines to follow (1). The 1952 Coal Act was amended again to be the Federal Coal Mine Health and Safety Act of 1969. This amendment was the beginning of modern mine safety legislation (13). In 1973, Congress created what can be considered the first ‘version’ of the modern day MSHA (Mine Safety and Health Administration). The initial version was the Mining Enforcement and Safety Administrations or MESA. Congress created MESA to act as the enforcement agency, relieving the Bureau of Mines of that responsibility so they could focus on their initial purpose, the development of countries natural resources (14). As mining industry grew, mine safety and health became a greater concern and priority. More efforts were put in legislating the industry. The Federal Mine Safety and Health Act of 1977 provided the platform for today’s mine safety and health legislation. Under the Federal Mine Safety and Health Act of 1977, also known as the Mine Act, MSHA came into being (1)."

Jan 1, 2016

By George W. Mitchell

THE property of Eureka Corp. Ltd. is located in the approximate geographic center of Nevada, 2 miles from Eureka, the county seat. The great sources of power, the Colorado, Snake, and Salmon Rivers and the rivers of northern California, are 300 to 500 miles distant, and no lines serve areas closer than 150 miles. Fuel for diesel and steam generation is available in Utah, 300 to 400 miles to the east. Eureka's railhead is 80 miles north where two trunk lines cross the county. A spur line serves Ely, 77 miles east. Good highways connect Eureka to the railheads.

Jan 8, 1953

By Robert B. Scott

The Dents Run Demonstration Project near Morgantown, West Virginia, was a cooperative venture involving the U.S. Environmental Protection Agency (EPA), the Water Resources Division (WRD)(1) of the West Virginia Department of Natural Resources (DNR), and the Christopher Division of the Consolidation Coal Company (CONSOL). The object of this project was to demonstrate pollution control methods and to clean up a 37.8 sq km (14.6 sq mi) watershed severely polluted by coal mine drainage. A study entitled, "Water Infiltration Control to Achieve Mine Water Pollution Control" (EPA-R-2-73-142),(2) was conducted by the Cyrus Wm. Rico Division of NUS Corporation for the grantee to determine the feasibility of utilizing remedial techniques to improve the Dents Run water¬shed. This study showed that the Dents Run watershed was discharging as much as 6,870 kg/day (15,100 lb/day) of acid; 1620 kg/day (3,560 lb/day) of iron 17,250 kg/day (38,000 lb/day) of sulfates; and 29,500 kg/day (64,900 lb/day) of total dissolved solids into the Monongahela River near Morgantown, West Virginia. This pollution was caused by the combination of borehole pump discharges from active underground mines, runoff from abandoned strip mines, and runoff from refuse dumps.

Jan 1, 1977

By H. B. Charmbury

In the United States and in Pennsylvania in particular the coal mine drainage problem is of continuing and growing interest to the coal mining industry, the state government, the federal government and the public at large. The 1965 amendments to Pennsylvania's Clean Streams Law prohibit the discharge of acid mine drainage into the streams of the Commonwealth after January 1, 1967. Because of this new legislation, the coal mining industry and state government are extremely aware of the necessity for new techniques for treatment and prevention of the flow of acid mine drainage from the active mines of the Commonwealth in order to keep the coal mining industry in business in Pennsylvania. Approximately one-third of the total volume of mine drainage presently polluting the streams of the Commonwealth originates from "active" coal operations and two-thirds comes from "abandoned" mine discharges. As early as 1963 it became evident that the Commonwealth of Pennsylvania and the coal industry in Pennsylvania would have to take active steps to abate the mine drainage pollution of Pennsylvania's streams and rivers. This became quite clear during the deliberations in Harrisburg which climaxed a twenty year struggle for effective strip mining legislation. The bituminous strip mining law enacted that year made it unlawful to have any acid discharge from active stripping operations.

Jan 1, 1968

By Roger C. Wilmoth

The most common method of treating mine drainage to prevent water pollution consists of neutralization and aeration. This process removes the acidity, iron, aluminum, and some other heavy metals, but does not render a water suitable for domestic or industrial use because of the high dissolved solids, hardness, and sulfate in the treated water. The Environmental Protection Agency (EPA), has been sponsoring and conducting research since 1966 on the use of reverse osmosis (R.O.) for the treatment of mine drainage. This process has been found to be highly effective in the removal of nearly all the dissolved solids. In addition, since R.O. is a concentrating process, potentials for recovery of valuable heavy metals are possible. This paper is a review of the state-of-the-art on the treatment of mine drainage by reverse osmosis.

Jan 1, 1972

By W. W. Weigel

THE mines of the St. Joseph Lead Co. in St. Francois County, Missouri, form a roughly triangular area of about 45 square miles. Locally this is known as the Lead Belt. The four operating mines in the area at present are the Federal, Leadwood, Desloge, and Bonne Terre, in decreasing order of mine area and daily production. Mining began in 1864 and has been carried on in the district continuously since that time. [ ] As a group, the Lead Belt mines now handle 20,000 gal. per min. of water, average head about 465 ft., against a normal daily ore tonnage of 21,200 tons. For a six-day operating week this gives a ratio of 6 ½ tons of water per ton of ore. Total average pumping in 1931 was about 15,000 gal. per min. Since that time a large area of virgin territory has been opened, much of which has had temporary flush flows. About 75 per cent of the water enters in certain restricted very wet areas. Production figures are given in Table I. The figures by divisions for 1931 and 1941 are not exactly comparable, as there were several transfers of pumping loads from one division to another during that period of time. GEOLOGY The basement formation in the Lead Belt area consists of the pre-Cambrian rhyolite porphyry and granite. Overlying this is the La Motte sandstone, of Middle Cambrian age, which offers a good medium for circulation of water. It varies in thickness up to 400 ft. Above this is the Bonne Terre dolomite, approximately 375 ft. thick, which in turn is overlain by the 150-ft. Davis shale. The formations above this, present in the Lead Belt in small areas only, are of minor importance. The ore bodies occur as large, horizontal tabular masses or as long, narrow runs; they are found throughout the Bonne Terre but largely in the lower 150 ft. The rather indefinite contact with the La Motte is a favorite ore horizon. Mining is entirely by open stope and pillar breast systems. To the south, west, and north of the district, sandstone outcrops are few and limited. Heavy faulting bounds the district on those sides and probably there is little if any artesian circulation from those directions. To the east, the La Motte rises to an outcrop area of about 40 square

Jan 1, 1943

By N. J. Roodt

Mine dumps created in terms of the pre-MPRDA regime (old order mine dumps) are currently not regulated by the MPRDA, and the common law owners of such dumps are free to process them without the need to obtain the relevant rights. The MPRDA Amendment Act purports to change this position. However, the wording of the Amendment Act raises a number of problems which render the post-amendment position at best unclear and at worst absurd and unworkable. The primary concern with the Amendment Act is that, on one interpretation, material placed on the same dump at different times may be treated differently at law. Thus, parts of a dump may be subject to one person?s right while others may be subject to another?s right. Moreover, case law has generally regarded mine dumps as movable property and, by extending the MPRDA to apply to all mine dumps, the Legislature is extending the ambit of the Act to cover movable property, a scenario not contemplated by the wording of the Act (even after its amendment) in relation to applications for rights. The better interpretation of the amendments, which are not yet in force, is that they will not apply retrospectively to old order mine dumps.

Jan 1, 2010

By L. Mercier, A. El-Hsaeri, L. Amaratunga

Laboratory scale studies of the development and application of high capacity heavy metal ion adsorbents with uniform nanoscale porosity (denoted MP-HMS, mercaptopropyl - hexagonal mesoporous structure) to extract gold from solutions is described. The adsorbents are selective towards gold ions. The adsorption capacities of these materials are also among the highest reported. MP-HMS has shown the capability to adsorb 330-mg gold per gram adsorbent (up to 30% of their weight). Gold uptake by the adsorbent was found to increase dramatically with solution agitation. The adsorbent was found to be extremely effective in adsorbing gold ions from ultra- low concentrations, like those found in mine effluents. Experimental studies indicated that MP-HMS maximum adsorption of gold (99.9%) occurred under all solution concentrations. Another promising attribute of these materials is their favorable adsorption kinetics. The contact time required for 80% adsorption of gold was found to be less than 60 seconds. The efficiency of these nanoporous materials for the recovery of gold from mining effluent is evaluated and their prospect for application in the mining industry discussed. The process thus has the prospect of becoming an efficient and environmental friendly method to recover gold from aqueous solutions, such as gold mill effluents.

Jan 1, 2004

By Douglas R. Malicoat, Christopher J. Pritchard

Tg Soda Ash operates an underground trona mine located In southwestern Wyoming, which utilizes continuous mining machinery to produce 2.OM tpy (2.2M stpy) by shortwall and room and pillar methods. As the mine developed, the Increasing distance from the shafts caused travel times to be a significant factor in planning for mine emergencies. It was decided to construct a barricade chamber, a modified refuge chamber, to Increase safety and to provide an additional escape option in the case of a mine emergency. Fortunately, there has been no need to use these facilities during the last 9 years, but mine emergency planning has been greatly improved.

Jan 1, 1993

By W. Moser

During the ten year span from 1978 to 1987, the number of fires which occurred in under-ground coal mines doubled from the previous ten years. Anyone involved with underground coal mines is well aware of the associated tragedy that can result from these fires, both to personnel and to property. Every day mine management and mining personnel face this threat of a possible mine disaster or fire. Their ability to deal with such a situation safely and effectively depends on the level of emergency preparation developed and maintained. As a direct result of the ever-increasing interest in the Mine Emergency Preparedness Program and the Mine Fire Training Programs currently being conducted, the Emergency Preparedness Center was created. As a branch of the Mining Extension Service at West Virginia University, the Center provides preparedness training at several different levels on a varying range of topics. Classes are conducted at a new especially-designed training laboratory at the National Mine Safety & Health Academy in West Virginia. By maintaining the proper equipment and levels of training allowing for immediate response, the personnel who are part of the Center believe that the impact of a mine fire or other such emergency situation can be minimized. This paper will present recommendations for maintaining an efficient mine emergency preparedness program and will provide information regarding the Mine Fire Training Program as conducted by the Emergency Preparedness Center and describe the advantages of the newly constructed training facility.

Jan 1, 1993

By R. L. Derick

The Orchard Valley Mine, a large underground coal mine located in western Colorado, experienced a major mine fire during an idled Sunday on June 1, 1986. This mine had extensive problems with spontaneous combustion near the coal outcrop. Spontaneous combustion has been determined to be the probable cause of that fire. Preparing for a mine emergency was an on-going task. Once the emergency occurred, much of the preparation work was implemented and aided in controlling the situation. Later, the successes and shortfalls that arose from that emergency were analyzed for future course of action. This paper summarizes the activity that led up to the major fire, the handling of that emergency, the lessons learned, and the changes implemented.

Jan 1, 1993

By Launa G. Mallett, Dana Reinke, Charles Vaught, Michael J. Brnich

As mines become safer and major disasters fewer, the number of experienced emergency responders is decreasing. This decrease will create a gap in response expertise which could have serious ramifications during future mine disasters. While working toward safety goals which may make emergency response obsolete, it would be reckless not to acknowledge that the potential for disaster still exists and that the protection of miners in such circumstances must remain a priority. The Mine Emergency Response Interactive Training Simulation (MERITS) is a computerized mine emergency simulation that meets a variety of needs. It allows personnel in leadership positions to test their knowledge and skill. Groups of individuals composed of representatives from mining companies, labor, and government agencies can practice working together during the simulated mine emergency much in the same way an actual emergency would require. An individual could also run the program to enhance his or her response skills. With this training tool, responders will be able to learn from their mistakes before facing situations with potentially catastrophic consequences. This paper discusses MERITS and its use in providing command center training.

By Mark L. Mott, Michael P. Synder

The Mine Safety and Health Administration has developed a program to improve the decision making process of personnel involved in mine emergency situations. The Mine Emergency Responsiveness Development Program (MERD) has been designed specifically for fires and explosions in underground mines. This program addresses the responsibilities and organizational requirements that are necessary during rescue and recovery operations of a mine emergency . Specific skills and knowledge are required to manage an organization of personnel under conditions of intense stress, such as a mine fire or explosion. As a result, the MERD program develops these skills by providing role playing emergency simulations. This role playing provides the participants with the opportunity to experience problems, explore solutions and interact with other personalities which may exist during mine emergency situations. This paper presents the standard procedures for the MERD program developed by the Ventilation Division of the Pittsburgh Health Technology Center.

Jan 1, 1991

By M. L. Matt

The Pittsburgh Safety and Health Technology Center of the Mine Safety and Health Administration has developed the Mine Emergency Responsiveness Development (MERD) program to improve the reaction and response of mine personnel in mine emergency situations. The MERD program simulates problems that may be encountered in underground mine fires, underground mine explosions or surface mine accidents. Since its inception in 1982, the MERD program has been presented to MSHA, Industry, Labor and State Government Personnel. The program is extremely versatile and is easily adapted to suit various training requirements. It gives the participants the opportunity to experience some of the emotions, frustrations and successes of a mine emergency in a controlled environment without having to be involved in one. Past participants have indicated that this training has better prepared them in actual emergency situations through increased awareness and advanced preparation of plans and resources. In 1992, a Mine Simulation Laboratory, which simulates a coal mine and metal/nonmetal mine, was built to improve training for mine emergencies and prevention and fighting of mine fires. This facility has been included in the MERD Program to provide realistic and practical training for mine rescue teams and MERD participants in advanced mine emergency operations. This paper presents an overview of the MERD program.

Jan 1, 1993

By Mark L. Mott

The Pittsburgh Safety and Health Technology Center of the Mine Safety and Health Administration (MSHA) has developed the Mine Emergency Responsiveness Development (MERD) program to improve the reaction and re¬sponse of mine personnel in mine emergency situations. The MERD program simulates problems that may occur in underground mine fires and explosions or surface mine accidents. Since its inception in 1982, the MERD program has been presented to MSHA, industry, labor and state government personnel. This versatile program is easily adapted to suit various training requirements. In 1992, a Mine Simulation Laboratory was built at the Natinal Mine Health and Safety Academy, Beckley, WV, to improve training for mine emergencies and prevention and fighting of mine fires. This facility is capability of simulating a coal mine and metal-non-metal mine for training purposes. It has been included in the MERD program to provide realistic and practical training for mine rescue teams and MERD partici¬pants in advanced mine emergency operations. The objectives of the MERD program are to improve the organizational and management skills of the participants in a rescue and recovery operation and provide a better understanding of the importance that various roles have on the overall organization and the importance of their interaction. The MERD program is not intended to provide the participants with all of the abilities and knowledge required to respond effectively to a mine emergency. Rather, it is intended to give the participant an opportunity to experience the emotions, frustrations and successes of a mine emergency without having to actually be involved in one. The participants are expected to return to their regular jobs with a greater appreciation of the environment in which emergency operations take place. Experience in mine emergencies is extremely limited in the industry today. The participants are encouraged to use the knowledge gained during a MERD program to develop or enhance a mine emergency plan suitable to their needs.

Jan 1, 1993

By William C. York-Feirn, Jeffrey H. Kravitz, David Stalfort

"Mining is an inherently risky business. Over the years, major mine disasters have resulted in the deaths and injuries of thousands of miners in the United States. These disasters also resulted in innovations in approaches to mine design, operations and the training of miners and mine rescue teams. The U.S. Congress responded to these disasters with new laws designed to create mandatory safety and health standards as a means to eliminate fatal accidents; to reduce the frequency and severity of nonfatal accidents; to minimize health hazards and to promote improved safety and health conditions in the nation’s mines.Following a mine emergency preparedness and response holistic gap analysis in 2012, the U.S. Mine Safety and Health Administration (MSHA) identified the need for the development of risk and readiness assessment models for MSHA and the mining industry. MSHA’s objective was to evolve existing theoretical concepts for risk and readiness assessment into simplified tools that can be applied by the mining industry for use at operational levels. In 2012, MSHA hired ABS Group, a recognized industry leader in safety risk management and a wholly owned subsidiary of the American Bureau of Shipping, to develop self-assessment models to help meet this objective.In September 2012, MSHA chartered a project to supply the coal mining industry with a pro-active toolset for mine operators to:1. Self-assess the risks associated with underground coal mining operations in order to prevent major mine emergencies.2. Assess the preparedness of mine operators to respond to an emergency.3. Measure the readiness of mine rescue teams and responsible persons to execute emergency plans.MSHA’s objective was to evolve existing theoretical concepts for risk and readiness assessment into simplified tools that can be applied by the coal mining industry for use at operational levels."

Jan 10, 2018

By J. B. Watts

"THE Mine Engineering Department at Gaspe Copper is staffed by a chief engineer, assist-ant engineer, research engineer, chief surveyor, four instrument men, chief bonus clerk, draftsman, and a helper pool of four permanent men plus one or two students in the summer. The men are grouped according to function for organization purposes. Routine services provided by the Mine Engineering Department in-elude ail surface and underground surveying and mapping, preparation of working drawings, compilation of engineering reports, recommendations on ventilation, testing the mine air for carbon monoxide, research on mine equipment and its use, and the calculation of incentive bonus. Demand jobs from departments other than the Mine Department .are done on request. Such jobs may be in the plantsite, the Town of Murdochville, or at the shipping points at Gaspe harbour or the St. Lawrence river."

Jan 1, 1959

By E. L. Bohnet

The purpose of this paper is to translate a mining company's "Corporate Objectives" into usable and practical guidelines for long term mine design and production scheduling. These guidelines are required to ensure that both operating and development properties are designed and economically ranked on the same basis, and with the "current" Corporate Objectives in mind. Secondly, if both management and mining engineers have a better understanding of the cause and effect of corporate policies, then penalties and risks associated with various Corporate Objectives can be put into better perspective for management. Corporate Objectives, relative to usable guidelines for either short and/or long term mine planning, could be defined as one or more of the following four objectives: 1) Maximize the recovery of the economic portion of the defined geologic resources, and hence, maximize total non-discounted project cash flows and profits (most common approach in mine design), 2) Maximize the Net Present Value (NPV) of the after-tax cash flows from each existing or proposed project, either on an individual basis or in concert with other projects, including downstream processing facilities (primary method used to judge relative investment merit of a proposed development or operating concept), 3) Limit short and long term capital expenditures to a defined ceiling, 4) Maximize product output for the existing facilities in the short term, or conversely, keep commodity production at a constant level for a series of years.

Jan 1, 1994