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Mining had a very considerable effect on the country's development. The visual evidence remaining is an integral part of New Zealand history. Early mining for manganese and copper in the 1840s was succeeded by alluvial gold rushes. These gave way to hard rock extraction, hydraulic elevation and dredging. Coal mining dating from the 1850s was fairly widespread. Other minerals were obtained on a small scale. Manufacture of mining machinery stimulated industrial engineering enterprises. Schools of mines played a significant part in advancing technical skills and several remain as museums. Surviving mine structures and site relics are part of the industrial heritage signifying the technological and economic development of a small isolated nation. Some of these are described. Identification, recording and preservation where practicable is advocated.

Jan 1, 1990

Mining had a very considerable effect on the country's development. The visual evidence remaining is an integral part of New Zealand history. Early mining for manganese and copper in the 1840s was succeeded by alluvial gold rushes. These gave way to hard rock extraction, hydraulic elevation and dredging. Coal mining dating from the 1850s was fairly widespread. Other minerals were obtained on a small scale. Manufacture of mining' machinery stimulated industrial engineering enterprises. Schools of mines played a significant part in advancing technical skills and several remain as museums. Surviving mine structures and site relics are part of the industrial heritage signifying the technological and economic development of a small isolated nation. Some of these are described. Identification, recording and preservation where practicable is advocated.

Jan 1, 1990

Government established and financed the NZ Steel Investigating Co in 1960. Its investigations showed that a steel industry was feasible and desirable based uponNorth Island titanomagnetite ironsands, and charted a route for its establishment. The initial processing used post-1945 preheating and prereduction developments, but later innovative improvements created what was essentially a new New Zealand technology. Of the North Island titanomagnetite deposits: the small ones at Waipipi were best made available for export; those at Kawhia and Taharoa were too remote for the economic siting of a mill; that at Raglan proved too small; while at Waikato North Head three times the requirement of 50 million tons of concentrate were located in two sand areas averaging 18 per cent titanomagnetite. Economic studies showed that a South Auckland site would be ideal, close to New Zealand's biggest market. The mill site, on a basalt flow at Glenbrook, was located by a half-day's fieldwork - near both the Waikato North Head deposit, and a railhead for bringing in Waikato coal, etc, and taking out steel products.   This development was one of several since World War II which altered significantly the lives and homes of New Zealanders (others were natural gas, oil, geothermal power, epithermal gold, aluminium, opencastable lignite, etc). All had the essential ingredients of the highest government backing, direct or indirect government finance, and first-class New Zealand scientific and engineering skills (eg to create new technologies). Not one such project failed.

Jan 1, 1993

By Andrew Logan

Newcrest has a strong history of growth over the past 20 years, yielding value from previously marginal ore bodies. We have grown regionally in Asia Pacific through our operations in Australia, Indonesia and Papua New Guinea, and also established a beachhead in West Africa. The company has a reputation of realizing value from large, low-grade deposits adopting step change approaches. Newcrest is focused on an overall strategy of gold, low cost, long life and moderate growth. Capability step changes play a large delivery role. They transition from a business offline-to-online approach as opportunities mature. Newcrest believes in a) Knowing what ?good? looks like, b) An open innovation approach to actively working with others, c) The leap frogging leverage of making the ?old new again?, d)An adopt-adapt-develop methodology enabled by rapid prototyping/piloting, e) Getting our handsdirty with test work and plant analysis, and f) Staying focused on a few high business leverage areas. This paper describes Newcrest?s approach and our experiences in establishing renewed metallurgical processes, specifically aimed at increasing innovation adoption. Some of our step changes discussed include: 1) Early waste rejection to avoid high energy processing downstream, 2) Broader gold product channels to reduce site based processing needs, 3) Lower energy processing, and 4) Geo-Metallurgy approaches. Keywords: Newcrest, gold, step change, open innovation, adopt, adapt, develop, offline, online, prototyping, old new again, waste rejection, low energy, geo-metallurgy

Sep 1, 2012

By Franz-Werner Gerressen

"New developments are required day by day. On the one hand site to improve the actual situation, on the other hand site to create the future and to ensure that future demands can be fulfilled. This requires for instance the development of technical support systems, which enable a more constant and quality ensured installation of special foundation products like piles. As part of the quality control, real time installation control of the production process, data transfer and reporting systems become more and more important ensuring the five dimensions of a jobsite. That means not only the three well known dimensions (width, height, depth) are cover, but also the dimension of time and money. Beside small, but important, details, also the demand of extending the use of methodologies in terms of getting deeper or allow their use in various soil conditions require the development of new tools and equipment. Therefore, the paper will describe some of these new approaches and activities required for these new developments. It will describe also the main equipment which will be needed to execute these works under the various conditionsINTRODUCTIONNew developments are required day by day. Either to improve the actual situation, or to create the future and to ensure that future demands can be fulfilled. Therefore, there is an increasing demand for the development of e.g. “Little Helpers”. “Little helpers” are for example technical support systems, which enable a more constant and quality ensured installation of special foundation products like piles, for example an assistance system like the later explained “drilling” assistant. As part of the quality control, real time installation control of the production process, data transfer and reporting systems become more and more important ensuring the five dimensions of a jobsite. In a second part the focus will be given to new approaches for soil mixing application. Adjustments of tools or equipment to extend the range of possible usage as well in terms of soil conditions as in treatment depth.“LITTLE HELPER”GeneralThe B-Tronic System enables you to efficiently operate, maintain, and administer individual machines as well as entire fleets. It helps you to securely monitor and precisely evaluate your projects and work processes. The system is an integrated system for controlling all operations and visualizing actual operating parameters in real-time on a large interactive touch-screen monitor."

Jan 1, 1900

By G. F. Carr

"IntroductionFLUORSPAR has been found at several •localities in Newfoundland, but all the commercial deposits discovered to date are in the vicinity of St. Lawrence, a town on the southeast coast. Most of the veins are within six miles of St. Lawrence harbour, and between sea-level and an altitude of 400 feet. The St. Lawrence Corporation of Newfoundland, Limited, and Newfoundland Fluorspar, Limited, a subsidiary of the Aluminum Company of Canada. Limited. are the two producers.With the arrival of 1953, the St. Lawrence area entered upon its twenty-second •consecutive year as a producer of fluorspar. Production has increased more or less steadily during this period, as is shown by the fact that approximately one-half of the total shipments to date have been made during the past six years. Between four and five hundred men are employed by the industry, and more than $1,250,000 was paid out in wages and salaries during 1952. Shipments during that year reached an all-time high of 81,283 tons valued at $2,484,943, compared with 67,925 tons valued at $1,966,477 in 1951 (1).As a result of an agreement made in July, 1952, with the United States Defence Materials Procurement Agency, production of the St. Lawrence Corporation, Limited, and St. Lawrence Fluorspar, Incorporated, an affiliated company, will •be increased by .approximately 50,000 tons of acid-grade fluorspar per year. The contract extends over a period of four years, or until 150,000 tons of acid-grade concentrates have been produced."

Jan 1, 1954

By J. L. Miller, R. W. Burns

This paper sets out the various phases of bringing a merchant bar mill into operation from feasibility consideration through financing, design and scheduling to completion.

Jan 1, 1967

By Samer Sadek, Phoebe Cheng, Changmo Kwon, Myat Ohn

BART Facilities Standards (BFS) Structural Criteria is a living document that governs planning, design, and construction of all BART projects. Since its development, the document undergoes incremental changes and updates to reflect policy changes, changes in local, State, or national design codes and guidelines, advancements in engineering and technology, or based on the performance of past built infrastructure. In 2020, the BFS-Structural Criteria underwent a comprehensive update and was released with BFS version 3.2. This paper summarizes the updates to the Tunnels and Underground Structures Section of the Structural Criteria, and provides insights to the basis and logic of the requirements.

Dec 1, 2022

By Trent A. Tempel

In 1989 Newmont Gold company initiated a project to develop a treatment process for higher grade refractory gold ores to be mined from deposits along the Carlin Trend in Nevada. Extensive laboratory and pilot testing have identified a unique whole ore roasting process for oxidizing these ores prior to gold recovery by conventional cyanidation techniques. Subsequent detailed engineering studies by Fluor Daniel evaluated three different dry grinding flowsheets for feed preparation to this roasting circuit. The selected flowsheet will incorporate a two compartment ball mill with an attached drying chamber that is driven by a 11.2 MW (15,000 hp) wrap-around motor.

Jan 1, 1993

By James J. Komadina

INTRODUCTION Newmont Gold Company's Rain operations are located in Elko County, Nevada, approximately 9 miles southeast of the Town of Carlin.The property was submitted to Newmont Exploration Limited in 1979 and underwent development drilling over the course of the next four years, culminating in the completion of a project feasibility study in October 1986. Initial project scope included development of an open pit mine, an 815,000 DSTPY heap leach, a 572,000 DSTPY mill (Mill No. 3), and associated support facilities. Approval to proceed was given by Newmont Gold Company management in June 1987. Detailed engineering began in early July, followed immediately thereafter by procurement of major equipment components through various second hand sources. PROJECT DESIGN Keep It Simple In early August, Newmont Mining Corporation, parent company of Newmont Gold Company, became the takeover target of an "investor" group headed by T. Boone Pickens. Details of the ensuing events have been well documented by the press; suffice to say their impact on this project was material and required immediate flowsheet changes. Project design throughputs were increased to 1,000,000 DSTPY and 760,000 DSTPY for the heap leach and mill, respectively, in mid- September. These changes caused major project headaches as all general arrangement drawings had been approved and structural steel as well as concrete contracts were in place. Additionally, ground breaking was to commence in two weeks time! Rain project management assembled shortly after the announced changes, to devise an engineering and construction strategy capable of handling these new business conditions. The project had been justified using a gold price of $325 per ounce with a forecasted overall cash cost per ounce of $230. Hence, strict control of capital expenditures was necessary to maintain development economics. Mill start-up had also been moved forward one month, to August 1, 1988. To meet an already ambitious schedule, construction techniques needed to be simple and proven as most of the facilities were planned for erection during winter at a site with design criteria of -40F and 90 mile per hour winds. Perhaps the most critical factor requiring consideration was that of personnel. Newmont Gold's revised business plan called for corporate-wide production increases from 587,000 ounces per year in 1987, to 1,400,000 ounces by mid- 1989. Labor requirements were forecasted to grow from 900 employees to over 2,100. This fact, in combination with the rapid growth of Nevada's gold industry, led to the expectation that turnover of operating personnel would be extremely high. It was concluded that, to meet cost, time, and operational goals, the necessary strategy could be succinctly put - "Keep It Simple." Mining/Metallurgical Factors The Rain deposit consists of three interconnecting mineable shapes with host rocks ranging from 90%+ barite to a highly silicified jasperoid. Due to a limited number of mining faces in the first two years, in-pit blending

Jan 1, 1990

By Walter R. Lawrence

Newmont Gold Company, formerly Carlin Gold Mining Company, is a publicly owned corporation, 95% owned by Newmont Mining Corporation. Newmont Gold Company has operated gold recovery operations North of Carlin, Nevada, since 1965. Development of the Gold Quarry ore body, 19 kilometers south of the original mine, resulted in the decision to construct gold recovery and ancillary facilities in what is referred to as the Southern Area. Plant No. 2, located 11 kilometers North of Carlin, Nevada, was designed to treat 6350 tonnes per day of oxidized gold bearing ore assaying 2.5 grams per tonne of Au at an average recovery of 87%. Flowsheet development conducted by Newmont personnel resulted in the decision to construct a carbon-in-pulp recovery circuit preceded by two-stage grinding, Detailed engineering was done at Toronto by Bechtel of Canada beginning on January 1, 1984. Actual construction began on March 1, 1984, and was completed in June, 1985. First feed was run on June 22, 1985.

Jan 1, 1987

By William Gleason

"There are few people more qualified to speak of the tumultuous times in the global mining industry during the past four years than Newmont Mining Corp. president and chief executive officer Gary Goldberg.Goldberg stepped into his current position in 2012, just before MINExpo 2012. Gold prices had hit record highs not long before that ($54.15/g or $1,856.40/oz on Sept. 8, 2011), expansions were happening around the world and the gold mining sector was still living in the glow of one of its longest upswings in history.That all changed between April 8 and April 15, 2013 when the price of gold dropped by nearly $200/oz ($46.27/g or $1,586.20/oz on April 8 to $40.45/g or $1,386.80/oz on April 15), putting an end to the decade-long mining boom and forcing mining companies like Newmont to re-evaluateeverything.Three years later, with the gold sector recovering, Newmont Mining is not only surviving but is thriving with a pair of mines coming online, Long Canyon in Nevada and Merian in Suriname. On Oct. 1, the Merian Mine went into production on time and more than $150 million under the initial development capital budget.Goldberg, who was one of the featured speakers at the opening session of MINExpo International 2016 on Sept. 26, also spoke with Mining Engineering about the previous four years and the future of the industry.“Mining goes through cycles all the time and gold is no different,” Goldberg told Mining Engineering when asked about surviving the downturn since 2012. “I thought it was important that we take a good methodical and steady approach across the business to determine what was the right thing to do and to set the business up to improve performance. Anyone can cut costs for the short term, but we set out to do it in a sustainable and reliable way. We created a program we call Full Potential to look for sustainable ways to reduce costs and improve productivity. That program has taken more than a billion dollars out of our costs since we implemented it 2013 and that shows up in our results. Our all in sustaining costs are down 28 percent and our productivity is up 39 percent.”During the downturn, Newmont restructured its business model, sold off some assets and created a leaner, more nimble operation. It has paid off with the addition of two new mines and the acquisition of another, the Cripple Creek & Victor Mine in Cripple Creek, CO.“The gold industry had not seen a downturn in 12 years. We had half a generation that had not experienced a downturn, so helping them through that in an organized way and keeping a view toward the long term throughout the downturn was important. We were one of the few companies that continued to invest in assets,” he said."

Nov 1, 2016

By S Thacker, M Noakes

The Newmont Tanami Operations (NTO), formerly the Granites Gold Mine, commenced operation in the mid-1980s with tailings deposition evolving over the past three decades as production has increased and the operation has expanded. Paddock-style tailings storage facilities (TSFs) and in-pit tailings deposition have fulfilled the tailings requirements for NTO over its lifetime with the technical specifications of these facilities improving over time in line with the positive development of standards, guidelines and best practice.This paper reviews the options for tailings storage facilities at NTO and the many considerations that have been analysed and deliberated upon before settling on specific TSF types and designs. It also explains the operating philosophies of the tailings deposition and how the facilities have always strongly maintained the optimum capture and retrieval of water. The current TSF design and criteria is presented, along with the introduction of dry tails harvesting for use in paste production as a backfill product for the underground mine. Tailings deposition and recovery remains a critical function of the Granites process to ensure long-term operation and gold production.CITATION:Thacker, S and Noakes, M, 2015. Newmont Tanami Operations – tailings storage facilities, in Proceedings Tailings and Mine Waste Management for the 21st Century , pp 305–314 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 27, 2015

By M. Zaske, E. R. Mortensen

"As mine operators continuously look for ways to improve functionality and increase capacity of their facilities, existing process equipment is often pushed to and past its designed limitations. As a result, equipment manufacturers are asked for economical solutions to meet redefined processing needs. Newmont USA (Newmont) in Nevada was faced with such a need in their Carbon-in-Leach (CIL) train. In a collaborative effort between Newmont and Derrick Corporation, tests were conceived to assess the viability of drop in replacement screen using a three dimensional screen panel. The urethane pyramid screen panel was designed to increase flux while maintaining the existing equipment footprint. The test is the end result of an ongoing research and development project that Derrick undertook in an effort to refine and upgrade their urethane screening media. The application of this new screening media is presented for this CIL application along with future plans to implement the technology in trash, safety, carbon dewatering, carbon sizing, and other scalping applications.INTRODUCTION In Spring of 2014, Process Machinery Associates (PMA), Derrick Corporation’s (Derrick) local area representative, met with Newmont USA (Newmont) to discuss the operation of the in tank screens in the carbon in leach (CIL) train at Twin Creeks, near Golconda, Nevada. The process was originally designed for 13,000 +tons per day (tpd) but has been steadily rising since the plant was commissioned and now Newmont requires 16,000 tpd to be processed. The original screens were running at their maximum capacity and Newmont required additional screening capacity to continue the upward trend in production. Physical separation by use of screening is one of mineral processing oldest methods. Screening media can be prone to blinding and pegging and the necessary support structures required for finer apertures result in smaller open areas. Therefore, more screening area generally requires larger panels and therefore larger machines, screening media that doesn’t blind, or a combination of both. In an effort to avoid larger machines, Derrick Corporation had been working on a revolutionary three dimensional panel which would add non blinding screen area in the same footprint of an existing machine. Alpha testing of the new screen panels began at Newmont Mill 2/5 (Carlin, Nevada) in July of 2013 and was still occurring when PMA approached Twin Creeks about beta testing a refined machine and pyramid panel. After presenting the initial results, Twin Creeks determined that an upgraded machine and pyramid panels would be a possible solution to meet production needs. The testing of a machine eliminated the risk of capital costs to Newmont and provided Derrick the opportunity to obtain additional data."

Jan 1, 2015

The Newmont Waihi Operations are centred on the Martha mine at Waihi, New Zealand. The mine has produced over 6.6 million ounces of gold from both openpit and underground sources since operations began in 1878. The current open pit operations commenced in 1988 and in the year to 30 June 2002 produced 129,790 ounces of gold at a cash cost of USD122 per ounce. This paper provides an overview of current operations and future directions.

Jan 1, 2002

By Peter N. Loncar

Most miners dream of finding a gold mine sometime during their mining careers, but not very often do such dreams come true. On the tenth day of September, 1962, our dream of finding gold came true when the results of the third drill hole were received. This was undoubtedly one of the most exciting days of our lives. Little did we realize then that this was the beginning of a major discovery destined to became one of the largest gold mines in the country. Discovering and mining gold is not entirely new, however, to Eureka. County a old Lynn Mining District in northeastern Nevada. Since 1900 there has been sporadic activity, mostly consisting of small lode mines and placers. These have produced totally about $300,000; and existence of our orebody would probably have remained unknown had it not been for the United States Geological Survey. The USGS extensively mapped the Roberts Mountain Thrust and published a paper indicating that mineral occurred along this fault and in some places was gold bearing. Utilizing this information, our Newmont Exploration geologists located an area in which: drills were brought in to test their theories. By keeping flexible in our thinning and working, we were able to bring a raw prospect to a producing mine with ore reserves of eleven million tons in a short three-year period.

Jan 1, 1965

By J. F. Barry

Newmont Mining Corporation and Barrick Goldstrike Mines, Inc. concluded an exchange of land and reserves in an agreement signed May 3, 1999.This exchange of assets allowed Newmont to develop the Deep Post underground mine from within Barrick’s Betze-Post open pit, thus reducing capital expenditures, lowering operating costs, and advancing the production schedule by nearly three years. Based on previous experience, Newmont is confident that the Deep Post underground mine can be successfully developed and operated within a large, active, open pit mine. The project also faces difficult geotechnical conditions including weak ground, scattered pockets of groundwater, and elevated rock temperatures.

Jan 1, 2000

Large scale mining of Mesabi taconites may have moved nearer to realization with the arrival of the latest model Linde Jet-Piercing machine at Reserve Mining Co.'s Babbitt, Minn. property. When the machine is placed in operation it is expected to pierce blast holes in the hard taconite beds up to 10 times faster than is possible with existing drilling equipment. The new primary blast hole drilling machine has been designated the JPM-3, and is the successor to the JPM-1, in operation at Erie Mining Co.'s taconite mines at Aurora, Minn. The size of primary blast holes which can now be pierced has increased from a nominal 61 in. diameter to 71 in. diameter and maximum hole depth has increased from 35 ft to 47 ft. Development has progressed to where 71/2 in. holes can be pierced with the same speed as 61/2 in. holes. Piercing progress is controlled by electronic blowpipe descent controls. Other features of the JPM-3 include: automatic burner ignition from the operating cab; heated and air conditioned operating cab designed for all-year operation; mechanical improvements for sub-zero operation common to the Mesabi, and redesign of wearing parts for longer service with minimum maintenance. The 40-ton machine is self-propelled. Power, oxygen, and cooling water lines trail from the machine. Jet piercing is based on combustion products of oxygen and a liquid fuel such as kerosene. The flame, jetting from a burner at speeds of about 6000 ft per sec, disintegrates layers of spallable rock. The burner is cooled by water which is then directed through orifices around the periphery of the burner. The water changes to steam and carries the spallings out of the hole. The equipment used in Jet-Piercing is essentially a tractor-mounted blowpipe containing a combustion chamber and nozzle, which is in effect a miniature rocket motor, from which the supersonic combustion gases emerge to do their work.

Jan 1, 1952

Secondary blast holes are now being pierced in quartzite and sandstone quarries, using multiple hand-operated Jet-Piercing units supplied with oxygen, fuel and water from a compact mobile carrier. A unit of this type, operating in a Canadian quarry, enabled four Jet-Piercing blowpipes to pierce blast holes for two hours without shutdown. The piercing blowpipes used were developed by Linde Air Products Co., a division of Union Carbide and Carbon Corp. The mobile supply carrier was constructed by the quarry from specifications supplied by Linde and modified by the quarry operators for their particular use. Employment of the new self-contained unit, which allows up to four operators to pierce approximately 450 ft of blast hole without shutdown, accelerates rock removal operations. Normally, only two blowpipes are in operation at one time. Large boulders or ledges, which sometimes remain after primary blasting to hamper loading operations, can, in the case of certain hard rock, be prepared for reduction more rapidly with these new units than by any other means. A special feature of the new manual Jet-Piercing unit is the mobile gas and fluid supply carrier. It consists of a standard truck chassis fitted out with four banks of large standard-capacity oxygen cylinders, a steel-holding tank for fuel oil, and a gasoline-driven air compressor and tank for pressurizing the fuel oil tank. Cooling water for the blowpipes is supplied to the unit from a hose extension to the quarry supply line. Feeder lines from the oxygen cylinder manifolds and the oil and water tanks terminate in four sets of take-off stations on the control panel at the rear of the truck. As many as four hand Jet-Piercing blowpipes can be connected to the take-off panel by high-pressure rubber hoses. The hand Jet-Piercing blowpipe used with the mobile supply carrier is a highly portable device which can be manipulated comfortably by one operator. The blowpipe can pierce blast holes at rates up to 60 ft per hour, depending on the properties of the rock. Blast holes can be pierced at any angle from the vertical to the horizontal, making it necessary for the operator to drill from the top of the boulder. Hole diameter is held to approximately that which allows the use of a standard 11/8-in. diameter dynamite. The manual Jet-Piercing blowpipe has these important design features: a burner from which the combustion gases emerge at supersonic speeds (in excess of 6000 ft per sec); a hole-sizing shell which controls the minimum size of the hole and protects the copper burner; and a sliding shield which protects the operator against the steam and spallings ejected from the hole during the piercing. The Jet piercing process has been applied successfully in United States and Canadian quarries within the last several years as an advanced method of "drilling" blast holes.

Jan 1, 1952

By Troy Boisjoli, Sean Hillacre, Matt Batty

Discovered in 2014, the Arrow Uranium Deposit has undergone rapid development through successive drilling programs informed by geostatistical drill hole spacing studies. An independent third-party geostatistical drill hole spacing study was completed by Clayton V. Deutsch Consultants Inc. in 2017, evaluating the uncertainty of thickness, grade, density, and areal limit of the Arrow Deposit to determine a drill hole spacing suitable for Indicated Mineral Resources. Indicated spacing was defined to be 24 to 32 metres (“m”) to be within 15% of predicted for a nominal quarterly production volume with a probabilistic tolerance between 75 and 90%. The study not only defined the Indicated Mineral Resource resultant from the 2016 drill program, but also provided drill hole targeting criteria for subsequent drill programs aiming to convert Inferred to Indicated Mineral Resources. A subsequent geostatistical drill hole spacing study on the Arrow Deposit was completed by Clayton V. Deutsch with Resource Modeling Solutions in December 2018 to define Measured Mineral Resource spacing in support of the 2019 drill campaign. The study resulted in a drill hole spacing of 9 to 17 m to be within 15% of predicted for monthly and quarterly production volumes using an accepted industry probabilistic tolerance of 90%.

Jan 1, 2020