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By L. A. Melis, K. S. Fraser

"This paper describes the development of a milling circuit for the complex Midwest orebody, containing a high-arsenic uranium ore typical of that found in northern Saskatchewan. The results of preliminary bench-scale test work are summarized. Data from a pilot-plant program carried out at the Ontario Research Foundation are provided for the selected mill flowsheet. Also described are waste circuits which have been established to produce effluents of acceptable quality. Pilot-plant testing of sub-aerial tailings deposition is also described. The applicability of manufacturers' equipment for the various circuits in the flowsheet is discussed.IntroductionThe Midwest uranium deposit is in northern Saskatchewan, 700 km north of Saskatoon, near the eastern edge of the Athabasca BasinDevelopment work on the project is directed by Canada Wide Mines Ltd., a subsidiary of Esso Resources Canada Limited. Participants in the project are Esso Resources Canada Limited, Numac Oil and Gas Ltd., Bow Valley Industries Ltd ., Mink Mining Corporation and Midwest Mining Corporation.The deposit consists of a series of flat lenses of massive ore overlain by a halo of lower-grade sandstone ore. The massive ore is formed of pitchblende and nickel arsenides, along with clay, and averages about 10% U and 9% Ni, The principal minerals are pitchblende (UO2-UO3), coffinite (U(SiO4)1-x(OH)4x), gersdorffite (NiAsS), niccolite (NiAs) and rammelsbergite (NiAs2). The sandstone ore, a friable clay-rich sandstone with sooty pitchblende, averages about 0.4% U and 0.6% Ni. Typical expected mill feed analyses are given in Table I.A bench-scale development program ore was carried out during the period from August 1978 to May 1981 in the laboratories of Lakefield Research of Canada Ltd. (Lakefield), (Lakefield, Ontario), the Colorado School of Mines Research Institute (CSMRI), (Golden, Colorado) and, to a lesser extent, the Ontario Research Foundation (ORF), (Mississauga, Ontario) and the Saskatchewan Research Council (SRC), (Saskatoon, Saskatchewan). Direction of the development studies was shared by Canada Wide Mines Ltd. and its metallurgical consultants, A.H. Ross and Associates. Input was received from Envirotech, Enviroclear, Interox America, and Knight and Piesold Ltd."

Jan 1, 1983

By J. Philip Bromberg

Any effectuation of a viable program of air pollution control will' require a basic understanding of the chemistry of atmospheric processes, the fate and migration of SO2, and the ultimate health effects of the sulfur oxides themselves. The migration and ultimate fate of Sop discharged into the atmosphere will be discussed with particular emphasis on the various conflicting views and how these relate to our present emission control regulations. Our present lack of knowledge is a severe detriment, and consideration will be given to those particular areas where future research may best be directed to provide the answers to a number of perplexing questions.

Jan 1, 1976

By W. G. Wahl

The Slave Province, a segment of Archean continental crust, migrated west and north from the northern flank of the Superior protoshield shortly after the Kenoran orogeny. The probable cause of migration, the path it followed and the cause of its coming to rest can be inferred from the Bouguer gravity data. The migration caused an indentation in the edge of the Superior protoshield which precluded the development of the Hudsonian orogenic front under Hudson Bay. As the nickel and asbestos deposits of the Thompson Nickel Belt and the New Quebec Nickel Belt are restricted to this orogenic front, no such deposits would occur under Hudson Bay.

Jan 1, 1973

By Alan Branham

The Mike deposit is a large, low grade, oxide, gold-copper system found at the intersection of two major faults that bound the Carlin Window, Eureka County, Nevada. Disseminated gold occurs within metamorphosed and hydrothermally altered silty limestone (Silurian-Devonian Roberts Mountains Formation), beneath 182 m (600 feet) of barren Tertiary sediments and tuffs. A supergene copper oxide blanket occurs beneath and locally overlaps the lower portion of the gold zone. Decalcification argillization, silicification, and brecciation are superimposed on earlier calcsilicate hornfels and marbles. Altered dikes and sills intrude the gold zone and are locally auriferous.

Jan 1, 1995

By T Smith, J Hatley

With the increased focus on the need for more uranium mines, this paper presents the design process currently underway for the development of the Millennium deposit in northern Saskatchewan, Canada. This deposit, located 630 - 750 m below surface, will be accessed by two shafts and will be mined by blasthole stoping methods at less than 500 t/d. Mining grade will approximate two per cent U3O8 and mine life is expected to be six to seven years. The project is a joint venture between Cameco, AREVA and JCU. This paper discusses in detail methods used to predict worker radiation exposures, the methods used to monitor the work environment and procedures unique to the uranium industry necessary to minimise worker radiation exposures.

Jan 1, 2008

By Robert Martin

New Millennium ?a new project for an experienced mine building team ?Owns 100% of KeMag(Harris Lake) property ?Owns 80% of LabMag(Howells River) property -20% owned by Naskapi Nations of Kawawachikamah ?All founding directors are mining professionals : Geologists or Mining Engineers ?All have extensive experience in the iron ore industry ?The Project Office is located in Montreal, lead by a team of experienced iron-ore professionals Project Overview Geology & Resources Market Prospects Process & Product Development Development Plan Questions

May 1, 2007

By J. E. Miller

The development of a new means of measuring the relative abrasivity of a slurry came about by necessity in 1967 during a full scale loop test of a 560 H.P. reciprocating pump handling magnetite slurry. In order to evaluate the life of expendable fluid end parts, the question of the amount of attrition in a re-circulated slurry had to be considered. An expected reduction in abrasivity as a result of this attrition would certainly give erroneous data on a parts life test. There- fore, some means of measuring such change in abrasivity became imperative. Several test methods were investigated1 but it was felt that these did not fully represent the wear due to back and forth rubbing action associated with a reciprocating pump. A "rubbing block" device used some years ago to determine the quality of hard facing materials was recalled, along with its shortcomings, in that an attempt was made to suspend a small percentage of abrasive particles in a colloidal viscous "mud". Erratic results were attributed to the fact that it was difficult to maintain a consistent slurry concentration under the metal wear block and the reciprocating speed was not great enough to maintain good agitation.

Jan 1, 1973

"The McArthur River uranium deposit is the single richest uranium ore body developed in the world to date. The ore body’s average grade is 15% U3O8. Proven reserves are in excess of 450 million pounds. The grinding circuit is located underground. The ground ore is pumped to a surface facility where the slurry is thickened and loaded into containers for shipping to the Key Lake mill 78 kilometers to the south.The paper will briefly describe the mining method employed. The underground ore handling and grinding circuit, and surface facilities including slurry load out, wastewater treatment and the freeze plant will be described in detail. The paper will emphasize radiation and safety procedures that are followed to minimize operator exposure to radiation risks.LOCATIONThe McArthur River mine is located 78 kilometres north of the Key Lake mill. It is located at latitude 57’ N in northern Saskatchewan, within the southern boundary of the Athabasca formation. The nearest town is Pinehouse, located 320 kilometres to the south. Access to the mine is by an all weather road and by a private airstrip.HISTORYThe McArthur River Operation is jointly owned by Cameco Corporation (69.805%) and Cogema Resources Inc. (30.195%). Exploration for uranium in the McArthur River area started in 1980 by the Saskatchewan Mining Development Corporation, a predecessor company of Cameco.In 1984, a 12-kilometre long basement conductor was identified at a depth exceeding 500 metres. Systematic exploration drilling of this conductor resulted in the discovery of the P2 North deposit. Subsequent surface drilling programs from 1989 to 1992 delineated a narrow ore zone over a strike length of 1700 meters at a depth of 500 to 600 metres. At this time, geological reserves for the deposit were estimated to be 2.4 million tonnes at a grade of 5.0% U3O8 for a uranium content of 260 million pounds U308"

Jan 1, 2001

By Vas P. Srinivasa

A comminution circuit is an important integral part of a mineral processing plant. Nearly 40% of the capital cost and 30 to 40% of the operating cost are taken up by the crushing and grinding circuit. Therefore, considerable care should be given to the design and selection of this circuit. Several factors affect the selection of a comminution circuit--energy consumption, avail- ability of the equipment, the remoteness of location, and availability of trained personnel, to mention a few. Each of these factors influences the choice. Selecting a comminution circuit strictly on lower capital cost may not be optimal. Crushing and grinding circuits are usually site specific and should be selected - only after careful analysis of all the factors involved. The objective of this paper is to show the effect of these factors, which are extranious to capital cost. Usually, the capital cost of a semiautogenous grinding circuit is lower than that of an equivalent conventional circuit. However, due to lower equipment availability and high power costs in certain locations, the economic advantage of lower capital cost is lost. Analysis indicates that a break even point occurs at a power cost of 5¢/kWh. This paper describes the procedure utilized for selecting the most economic comminution circuit and states the conditions applicable for each cominution circuit.

Jan 1, 1983

By K. Short

Today?s modern mining operations have literally dozens of applications and systems generating data whose information very often, are not crossed or centralized for operational decisions. In remote locations, the information and situation awareness is typically limited to the location itself. In addition, access to that information is limited to a small, select group of personnel that have received training on how to interpret the results. When the situation affects another area of the mine then information is relayed to the applicable areas involved. Few workers have time to analyze the situation thoroughly, to see how it affects the mines symbiotic relationship within all areas of production. If the capability to correlate and measure events and situations that affect your overall key performance indicators are not in place, the opportunity to identify process improvement becomes more difficult.

Feb 27, 2013

The role of the mine geologist in a business perspective is self-evident to some, but to others it may be a new concept. All mine geologists need to know exactly how they add value to the business if they are to be successful. Alternatively, if they do not add value, then they will become redundant. This paper seeks to understand some of the contributing problems that hinder the mine geologist from operating in a business perspective. In doing so, a new context (for some) is proposed to aid the mine geologist and the operation gain greater value from geology. The proposal suggests how to ensure that the activities of our geologists are intrinsically linked to the business process that we are involved in. The mine geologist can and must play a pivotal role in the success of an operation. To do this, they must understand some principles of business such as:process, customer/supplier relationships, and organisational structure. Our geologists must know the business objectives, understand the product that the customer needs and use their geological skills to deliver the product safely, on time and to specification. As geologists, we can be instrumental in ensuring that the operational environment is structured in such a way that maximum value is realised, not only from the mine geologists but the entire site team. In doing so, mine geologists will realise their full potential in delivering the outcomes the business demand, and therefore be recognised as strong contributors to business success.

Jan 1, 2000

"The Mine Haul Road Optimization Alliance is an Australian industry-academia collaboration which has been developed to support mine haul road operators by fully integrating mine road design research solutions with industry end-user service providers to design, assess, implement and monitor the various equipment, materials and road management strategies required to optimize the safety, environmental and economic performance of a haul road. Initially, a broad overview of the university-industry collaborative landscape is presented, following which the current situation in the Australian mining sector is reviewed both nationally, and on a country-wide basis, internationally. This insight places realization of a collaboration between Curtin University Western Australian School of Mines Mining Engineering and Metallurgical Engineering (WASM ME2) and the Haul Road Optimization Alliance (HROA) industry members into context of opportunity. Following an overview of the HROA collaborative structure, aims and objectives, it is shown how academia and industry can collaborate to deliver a more robust solution to mine haul road design, performance or management needs, especially where integrated solutions are needed. Critically in this approach, implementation and monitoring data provided by industry and service-providers alike forms the foundation on which to develop research knowledge and innovation that is more responsive to the end-user requirements, typically represented by ‘early goals’ and implementable solutions. The paper concludes with examples of how the alliance collaborations work in practice to deliver improved mine haul road designs and optimized operational performance, together with the mechanisms used to ensure industry needs are met through focused, end-user driven research and integrated solutions implementation."

Jan 1, 2016

By D. G. Sinclair

In any discussion on the subject of mine-safety, it is well to honestly face the fact at the outset that mining is a hazardous occupation and that certain inherent dangers attach to the work, which, in spite of the greatest vigilance on the part of everyone concerned, will from time to time exact their toll of in jury or death from the underground worker. Great progress has been made of late years in narrowing down the range of these necessary risks, and, illustrative of what can be done along these lines by concerted effort, it is pleasing to read from time to time of large operating mines running for weeks, months, a year or more, without a single lost-time accident. To achieve any results in the work of accident prevention it is necessary, first, to have a definite goal, such as a no-accident period, be it a week, a month, or a year, to aim at; and, second, to set up definite standards to work by. The legal code of regulations should form the basis of all standards of work at every mine and should, for this reason, cover as far as possible all conceivable phases of operation. This represents the ideal, but in practice it is unattainable, largely because of the many variables that must be considered, due to the divergence in the scale of operations and to differing geological conditions at the different mines. Hence it becomes necessary for the operator who wishes to attain the maximum in the establishment of high standards of safe operation to so amplify the code as to meet the peculiar requirements of his operation.

Jan 1, 1930

The labour question is one that has caused mine managers much thought and anxiety and is likely to continue to do so as long as human beings exist. The difficulty is to devise some arrangement whereby the interests of miner and mine ownerare identical. Mines cannot be worked without capital, and capital is no good without labour, yet, though both have the mine in common, their interests are not exactly the same. Some men are happy so long as they can scrape through by exerting themselves as little as possible, but capitalists do not work mines for charity, they want some return for their money.Where a large number of men are employed there are bound to be examples of all sorts, good and bad, and it is because one cannot depend on all, that different methods of employment have to be adopted. Which method is selected depends to a great extent on the labour market, local conditions, nature of the ore and the way in which it occurs.A big step towards success is obtained by securing the services of good bosses, not only those who know how work should be done, but men who have a knowledge of human nature. It is a big mistake to be too lenient with a man, also to be unnecessarily harsh. A good boss will always be sought out by good men who have worked under him before, or who have heard of him from others. By a good boss we do not mean one who employs two men where one would do, or who lets the men loaf...

Jan 1, 1901

By R Mackay, J Brereton

On 30 June 2020, the Mine Land Rehabilitation Authority (the Authority) superseded the Latrobe Valley Mine Rehabilitation Commissioner as the independent overseer of Victoria’s declared mine rehabilitation. Currently, only the Latrobe Valley’s three brown coalmines are declared, with each mine at a different stage of rehabilitation and closure planning: Hazelwood ceased mining in 2017, Yallourn is scheduled to end mining in 2028 and Loy Yang in 2035. The three declared mines are very large, close together (Figure 1) and present significant environmental risks that must be mitigated during rehabilitation and post closure. In addition to fire risks, the brown coalmines are inherently unstable and require continuous monitoring and management of ground movements and groundwater pressures. Since 2007 several damaging events have occurred, highlighting the difficulties of achieving long-term stability, even with good landform design and rigorous ground control management plans

Aug 2, 2023

The operations management system at Olympic Dam has evolved over a two-year period to the state described in this paper. This evolution has been driven largely by the requirements of the recent expansion of the Olympic Dam operation from three to nine million tonnes of ore per year. Such a change process demands an holistic approach to mine management and several techniques have been employed including XPAC, Mine Works Planner as well as a basic philosophy of æjust-in-timeÆ completion. The philosophies, software and tracking mechanisms for managing a large tonnage operation are described, outlining a fully integrated scheduling system from shift to shift detailed activity planning to a 20 year production plan. Moreover, the vision of production exceeding the current limit of nine million tonnes means that there are to be further developments to this state-of-the-art system in use at the Olympic Dam mine.

Jan 1, 2000

As the surrounding environment continues to change and evolve, mine managers face a changing climate of expectations. TodayÆs mine managers must juggle competing pressures to deliver sound social, environmental and economic results. Leadership is a fundamental tool for the effective mine manager. Whilst mine managers require solid technical and operational skills, importantly the manager must be able to engage a workforce, build and retain employees and seize opportunity for growth and development when presented. An important tool for engaging employees in the business at Rio Tinto Aluminium is the business improvement programme. At Rio Tinto AluminiumÆs Weipa mine, the business improvement methodology Six Sigma is used to deliver measurable, sustainable outcomes for the business. The next step in Rio Tinto AluminiumÆs improvement journey is to implement Lean Manufacturing at all managed operations. The operating environment for mine managers continuously evolves and effective mine managers must be flexible and adaptive to meet challenges. Governance and regulation constantly change in an environment of commodity cycles and finite resources. This increases pressure on the economic return achieved by the operation. As such, effective mine managers must be aware of and manage the operating environment û the broader, issues-based environment not just the immediate day-to-day responsibility of mine managing. This includes delivering on safety, community and environmental priorities. At Rio Tinto Aluminium, part of managing the business is via investment in the area of social partnerships to engage employees and the broader community in Rio Tinto AluminiumÆs commitment to sustainability. The Future Reef partnership entered with the Great Barrier Reef Research Foundation in 2005 forms an important part of Rio Tinto AluminiumÆs climate change strategy. This four-year, A$1 million investment funds programmes looking at the effect of ocean acidification on the Great Barrier Reef. The partnership is a unique example of industry and science working together on an area of mutual and national concern. Modern mine managers require a broad set of skills to effectively deliver outcomes. TodayÆs mine managers must make innovative and courageous responses to determine todayÆs strategy for tomorrowÆs future.

Jan 1, 2006

By Robin B. Batterham

"Since the 1970?s we have seen a marked corporate response in terms of the environment. In part this has come from regulation but it has largely come from stakeholders and the community. Rising expectations have in general been met. We now see a similar trend towards sustainability. At the same time, the importance of mining to the share market has decreased drastically and with that decrease has come the requirement for the mining sector to show returns similar in manner to other sectors. While rationalisation can achieve some progress towards these goals, the long-term requirement is for innovation, as it always has been. This paper looks to the logical goal of innovation within a sustainable mining framework and targets the removal of the desired metal values with minimal environmental footprint. It is suggested that broad ranging alliances will be necessary, particularly amongst the R&D suppliers, to achieve this goal. Industry will need to take an active role given the recent global restructuring.THE MARCH TO SUSTAINABILITYSince the 1970?s there has been an increasing corporate response on environmental matters. We have moved from matters environmental being issues relevant only to minority groups through a series of attitudinal changes by management. Whilst there have always been examples of excellent environmental performance, for many in the 70?s spending money on improving the environment beyond some minimal level was seen as a distraction from production or treated in a similar way to donations to the community. There is little of that attitude these days, as most mining companies have long since regarded the environment as a core business direction. Indeed, for some years one could note an escalation in matters of environmental reporting to the extent that the environmental performance of companies is now very public. In some cases, NGOs have even been invited to help certify and audit the reporting standards. Similarly with health & safety.There is now a rising expectation on the part of the community that social matters will also be given the same level of support as health, safety and the environment. This time around it would appear that the mining industry is at the leading edge of sustainability. The Global Mining Initiative (Global Mining, 2002) and the contributions to the Rio World Summit on Sustainable Development (Rio +10, 2002) suggest that sustainability is being taken very seriously by the mining industry. For sustainability it is convenient to use the Brundtland (1987) definition. This definition has widespread acceptance with governments, industry, environmental groups, financial institutions and individuals as a direction against which our activities and plans can be measured."

Jan 1, 2003

By E. A. Holbrook

IT may be taken for granted that a mine official knows his duties, as outlined by the bituminous mining laws of the State, he knows how coal should be mined and transported, and he has judgment on any possibly unsafe condition in his mine. Certainly, if he is weak on any of these points, there are definite ways in which he can acquire the needed knowledge. If with this knowledge the mine official has the necessary practical experience to bring self-confidence, he stands before the world as a man who knows his job. There is, however, another side to his work, one not found in hooks, a side even that may not be learned at the face even though one spends a lifetime there. The actual duties a mine official knows and performs are the tangible and definite things about his work. There are other things which may be termed intangible, because they are hard to pin down and see, and. which appear to be of equal importance in successfully handling a job and which in time determine the very success of the company itself.

Jan 1, 1930

By L. E. Beverage

In 2006, the Mine Improvement and New Emergency Response Act (?2006 MINER Act?), Pub. L. No. 109-236, 120 Stat. 493 (2006) was enacted in a bi-partisan move to strengthen the 1977 Mine Safety and Health Act. This action followed several underground coal mining accidents at the Sago and Aracoma Mines in West Virginia and the Darby Mine in Kentucky. The focus of that legislation was, in part, to force technological development and implementation. It involved the recomposition and training of rescue teams. Requirements for sealing worked out areas of mines were changed when MSHA invoked its Emergency Temporary Standard (?ETS?) authority for the first time in many years. Increased penalty amounts were established for certain types of violations for all types of mining, and minimums were set for unwarrantable failure violations issued under Section 104 (d)(1) and (d)(2); 30 U.S.C. Section 814 (d)(1),(2). The entire 30 C.F.R. Part 100 penalty criteria was revamped in a rulemaking, effective in April 2007. The visions were ambitious and noteworthy and those in industry and government have spent the last four years working through the aftermath of intended and unintended consequences of these changes. The penalty structure arrived at in 2007 has proven unwieldy and has contributed to the increase in contested caseload now before the Federal Mine Safety and Health Review Commission. In essence, litigation under the Mine Act ground to a virtual halt when the number of cases increased but the budget for Administrative Law Judges, who hear the cases, and the Solicitor?s office who represents MSHA, was not increased. Addressing the backlog effectively was one of the major challenges when Joe Main was confirmed as Assistant Secretary in early 2010.

Jan 1, 2011